_FY 15-16 COB Adopted Budget,NF,
City of Baytown, Texas
2015 -2016 Budget
Adopted September 10, 2015
This budget will raise less revenue from property taxes than last year's
budget by an amount of $1,123,996, which is a 4.88 percent decrease
from last year's budget. The property tax revenue to be raised from new
property added to the tax roll this year is $562,138.
RECORD VOTE ON BUDGET
The members of the governing body voted on the budget as follows:
FOR:
Mayor Stephen H. DonCarlos
Councilman Mercedes Renteria III
Councilman Chris Presley
Councilman Brandon Capetillo
AGAINST:
PRESENT (and not votin
ARGENT-
Councilman Terry Sain
Councilman Robert C. Hoskins
Councilman David McCartney
2.T91A Ara /_K:41:7_t1W4I9IPII9- Ai1[►7191l
The total amount of City of Baytown, Texas debt obligations secured by property tax is $9,911,469.
2015 -2016
2014 -2015
Property Tax Rate:
$0.82203/$100
$0.82203/$100
Effective Tax Rate:
$0.84317/$100
$0.80186/$100
Effective Maintenance & Operations Tax Rate:
$0.44406/$100
$0.42650/$100
Rollback Tax Rate:
$0.85160/$100
$0.83703/$100
Debt Rate:
$0.37202/$100
$0.37641/$100
MUNICIPAL DEBT OBLIGATIONS
The total amount of City of Baytown, Texas debt obligations secured by property tax is $9,911,469.
BAYTOWN
S
CITY OF BAYTOWN, TEXAS
ANNUAL PROGRAM OF SERVICES
2015 -16
ADOPTED BUDGET
as submitted to
MAYOR AND COUNCIL
by
Rick Davis, City Manager
BAYTOWN
S
September 10, 2015
Per H.B. 3195, once the certified tax rolls are received, information will be noted in the
budget regarding taxes raised on new property.
MAP OF THE CITY OF BAYTOWN, TEXAS
Major Venues Close to Baytown, Texas
Kemah Boardwalk, Kemah
20 minutes
NASA /Johnson Space Center, Houston
25 minutes
Downtown Houston
30 minutes
Hobby Airport, Houston
30 minutes
Minute Maid Field, Houston
30 minutes
BBVA Compass Stadium, Houston
30 minutes
Toyota Center, Houston
30 minutes
NRG Stadium, Houston
35 minutes
Bush Intercontinental Airport, Houston
45 minutes
Galveston, Texas (coastline)
55 minutes
M
City of Baytown Mayor and Council
Fiscal Year 2016
Stephen DonCarlos
Mayor
ivierceaes Kentena
District 1
vaviu ivit.%.ai uiey
District 6
ui
CITY OF BAYTOWN, TEXAS
PRINCIPAL CITY OFFICIALS
Rick Davis
City Manager
Ron Bottoms
Deputy City Manager
Kevin Troller
Assistant City Manager
Ignacio Ramirez
City Attorney
Julie Escalante
Municipal Court Judge
Carl Currie
Acting Director of Finance
Keith Dougherty
Police Chief
Shon Blake
Fire Chief, EMS
Nick Woolery
Interim Director of Public Works /Utilities &
Director of Strategic Initiatives
Bill Vola
Emergency Management Coordinator
Raymond Pheris
Telecommunications Coordinator
Jose Pastrana
Director of Engineering
Tiffany Foster
Director of Planning & Development Services
Scott Johnson
Director of Parks & Recreation
Ed Tomjack Director of Information Technology Services
Mike Lester Director of Health
Carol Flynt Director of Human Resources & Civil Service
Jamie Eustace City Librarian
Leticia Brysch City Clerk
Acknowledgments
The preparation of the budget on a timely basis could not have been accomplished without the efforts and
dedication of the Administration, Department Directors and the Budget Staff. We would like to express our
appreciation to our staff from various departments who assisted in its preparation.
IV
BAYTOWN
S
OUR VISION
To be a progressive community that values
quality of life, diverse economic opportunities and
civic pride as we honor our past and shape our future.
OUR /MISSION
To balance public resources and services in order
to provide for the health, safety, and welfare of the
community, enhance quality of life, and plan for the future.
OUR FOUNDA?%ON FOR SUCCESS
Live the City's Core Values
■ Leadership: we show others the way
• Integrity: we earn and honor the trust of others
• Teamwork: we help each other succeed
• Excellence: we understand our jobs and take pride in doing them well
• Respect: we conduct our business with courtesy, kindness and fairness
• Service: we anticipate our customers' needs and provide solutions
Get better all the time
• Innovate by learning from others and evaluating how we can improve the way we
provide services
• Ask customers and employees how we can improve
• Train employees to perform their jobs at higher levels
• Develop employees within their current positions and grow leaders from within the
organization
Communicate
■ Always step back when making a decision and consider who needs to be involved and
who needs to be informed of what is happening, whether it's the public or fellow
employees
Make every decision with the future in mind
• Will the decision make Baytown a better place to live, work and visit?
• What impact will the decision have on Baytown in twenty years?
• Will the decision have a positive impact on Baytown's community spirit?
Give back
■ Positively impact the Baytown area as public servants and as members of the
community
v
CITY OF BAYTOWN
ORGANIZATION CHART
II Citizens II
City Council
Boards and Commissions
CIIy �
Legal
Deputy City
Manager
Fire & EMS
Engineering Public Works
Planning & Utilities
Development Services
Parks & Recreation Communications
Capital Projects
Vl
Municipal Judge
tanager
Emergency Mgt. Municipal Court
Or Record
Assistant City
Manager
Pplice
Tscalperations Human Resources
Information Technology Library
Services (ITS)
L= City Clerk
%iN
BAYTOWN
S
The Government Finance Officers Association of the United States and Canada (GFOA)
presented a Distinguished Budget Presentation Award to City of Baytown, Texas for its annual
budget for the fiscal year beginning October 1, 2014. 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.
vn
BAYTOWN
S
CITY OF BAYTOWN
to ANNUAL PROGRAM OF SERVICES
MWN ADOPTED BUDGET 2015 -16
'�
TABLE OF CONTENTS
Page
Map of City of Baytown, Texas ii
Elected Officials iii
Principal City Officials iv
City of Baytown Core Values v
Organization Chart vi
GFOA Distinguished Budget Presentation Award vii
Table of Contents
Reader's Guide (1)
Overview of the City of Baytown, Texas
1 -1
Reader's Guide
1 -7
Budget Calendar
1 -10
Financial Policies
1 -12
Manager's Message (2)
5 -6
Manager's Message
2 -1
Major Budget Issues Report (3)
5 -10
General Fund
3 -1
General Debt Service Fund
3 -5
Hotel/Motel Fund
3 -5
Aquatics Fund
3 -7
Water and Sewer Fund
3 -7
Water and Wastewater Interest and Sinking Fund
3 -9
Sanitation Fund
3 -10
Storm Water Utility Fund
3 -10
Central Services
3 -11
Garage Fund
3 -11
Warehouse Operations Fund
3 -12
Baytown 2014 -15 Update of the Strategic Action Plan
3 -13
Budget Summaries (4)
Expenditure Budget Summary Comparison - Comparison of 2015 Budget to 2016 Adopted 4 -1
Budget Summary Comparison - Consolidated Summary of Fund Balances/Working Capital 4 -2
Summary of All Fund Types - Comparative Schedule of Budgets for 2016 4 -3
Summary of Governmental Fund Types - Comparative Schedule of Budgets for 2016 4 -4
Governmental Fund Expenditure Detail for Fiscal Year 2016 4 -5
Summary of Proprietary Fund Types - Comparative Schedule of Budgets for 2016 4 -9
Proprietary Fund Expenditure Detail for Fiscal Year 2016 4 -10
General Fund (5)
Organization Chart
5 -1
Budget Summary by Type of Expenditure (Revenues & Expenditures by Type)
5 -3
Budget Summary by Function of Expenditure (Revenues & Expenditures by Function)
5 -4
General Fund Revenue Summary
5 -5
Revenue Detail
5 -6
Budget Summary by Department
5 -9
Budget Summary by Account
5 -10
General Fund Program Summaries and Departmental Budgets
General Administration
5 -14
Fiscal Operations
5 -16
CITY OF BAYTOWN
to ANNUAL PROGRAM OF SERVICES
BUTOWN ADOPTED BUDGET 2015 -16
TABLE OF CONTENTS
Page
General Fund (5) (Cont.)
7 -1
Legal Services
5 -18
Information Technology Services
5 -20
Planning and Development Services
5 -24
Human Resources
5 -26
City Clerk
5 -28
Court of Record
5 -30
City Facilities
5 -33
General Overhead
5 -34
Police
5 -36
Fire & EMS
5 -40
Communications
5 -44
Emergency Management
5 -46
Public Works Administration
5 -50
Streets
5 -52
Traffic Control
5 -54
Engineering
5 -56
Public Health
5 -58
Parks and Recreation
5 -62
Sterling Municipal Library
5 -66
Transfers Out
5 -69
General Debt Service Fund (6)
Budget Summary by Fund 6 -1
Assessed Valuation, Estimated Ad Valorem Collections and Ad Valorem Tax Rate Allocation 6 -2
Assessed Valuations, Tax Levy and Collections - Last Ten Fiscal Years 6 -3
General Long Term Debt Schedule of Fiscal Year 2015 -16 Requirements 6 -4
Annual Requirement to Amortize General Obligation Debt 6 -5
Statement of Bonded Indebtedness Fiscal Year 2015 -16 6 -6
Hotel/Motel Fund (7)
Organization Chart
7 -1
Budget Summary by Fund
7 -3
Program Summary
7 -4
Service Level Budget
7 -5
Budget 2016 Programs
7 -6
Aquatics Fund (8)
Organization Chart
8 -1
Budget Summary by Fund
8 -3
Program Summary
8 -4
Service Level Budget
8 -5
Water and Sewer Fund (9)
Organization Chart 9 -1
Budget Summary by Fund (Revenues & Expenditures by Type) 9 -3
Budget Summary by Fund (Revenues & Expenditures by Function) 9 -4
Revenue Detail 9 -5
Budget Summary by Department 9 -6
Summary by Account 9 -7
Water and Sewer Fund Program Summaries and Departmental Budgets
CITY OF BAYTOWN
ANNUAL PROGRAM OF SERVICES
BUTOWN ADOPTED BUDGET 2015 -16
TABLE OF CONTENTS
Page
Water and Sewer Fund (9) (Cont.)
Utility Billing and Collections
9 -10
Water and Sewer General Overhead
9 -13
Water Operations
9 -14
Wastewater Operations
9 -16
Utility Construction
9 -18
Transfers Out
9 -20
Water & Wastewater Interest & Sinking (WWIS) Fund (10)
13 -10
Budget Summary by Fund
10 -1
Summary of FY 2015 -16 Debt Requirements
10 -3
Annual Requirement to Amortize Water & Sewer Debt
10 -4
Detail Debt Amortization Schedules
10 -5
Sanitation Fund (11)
Organization Chart
11 -1
Budget Summary by Fund
11 -3
Program Summary
11 -4
Service Level Budget
11 -5
Storm Water Utility Fund (12)
15 -17
Organization Chart
12 -1
Budget Summary by Fund
12 -3
Program Summary
12 -4
Service Level Budget
12 -6
Central Services (13)
Garage Fund Organization Chart
13 -1
Garage Fund Budget Summary by Fund
13 -3
Garage Operations Program Summary
13 -4
Garage Operations Service Level Budget
13 -5
Warehouse Operations Fund Organization Chart
13 -7
Warehouse Operations Fund Budget Summary by Fund
13 -9
Warehouse Operations Program Summary
13 -10
Warehouse Operations Service Level Budget
13 -11
Ordinances (14)
Ordinance Adopting Budget
14 -1
Rate and Tax Levy Ordinance
14 -4
Salary Schedules All Funds (15)
Summary of Full -time Positions by Fund & Department
15 -1
Schedule of Full -time Budgeted Positions
15 -2
Endnotes for Personnel Changes
15 -11
Grade Structure
15 -16
Salary Schedules
15 -17
Statistical Section (16)
Net Position by Component Last Ten Fiscal Years
16 -2
Changes in Net Position Last Ten Fiscal Years
16 -4
Changes in Net Position Last Ten Fiscal Years (Continued)
16 -6
CITY OF BAYTOWN
to ANNUAL PROGRAM OF SERVICES
KNWN ADOPTED BUDGET 2015 -16
TABLE OF CONTENTS
Paae
Statistical Section (16) (Cont.)
Tax Revenues by Source, Governmental Activities Last Ten Fiscal Years
16 -8
Fund Balances, Governmental Funds Last Ten Fiscal Years
16 -10
Changes in Fund Balances, Governmental Funds Last Ten Fiscal Years
16 -12
Tax Revenues By Source, Governmental Activities Last Ten Fiscal Years
16 -14
Assessed Value and Estimated Actual Value of Taxable Property Last Ten Fiscal Years
16 -16
Property Tax Rates - Direct and Overlapping Governments Last Ten Fiscal Years
16 -18
Principal Property Taxpayers Current Year and Nine Years Ago
16 -21
Property Tax Levies and Collections Last Ten Fiscal Years
16 -22
Ratios of Outstanding Debt By Type Last Ten Years
16 -24
Ratios of General Bonded Debt Outstanding Last Ten Years
16 -26
Direct and Overlapping Governmental Activities Debt As of September 30, 2014
16 -29
Legal Debt Margin Information Last Ten Fiscal Years
16 -30
Pledged Revenues Coverage (Water and Sewer Fund) Last Ten Years
16 -32
Demographic and Economic Statistics Last Ten Fiscal Years
16 -34
Principal Employers Current Fiscal Year and Nine Years Ago
16 -37
Full -Time Equivalent City Employees By Function/Program Last Ten Fiscal Years
16 -38
Operating Indicators by Function/Program Last Ten Fiscal Years
16 -40
Capital Asset Statistics By Function/Program Last Ten Fiscal Years
16 -42
Component Units (17)
Baytown Area Water Authority (BAWA) Adopted Budget
17 -3
Baytown Area Water Authority Board of Directors
17 -4
Baytown Area Water Authority Board Organization Chart
17 -5
Baytown Area Water Authority - Manager's Message
17 -6
Baytown Area Water Authority Major Budget Issues
17 -8
Baytown Area Water Authority Program Summary
17 -10
Baytown Area Water Authority Budget Summary by Fund
17 -11
Baytown Area Water Authority Service Level Budget
17 -12
BAWA - Capital Improvement Program Fund Budget Summary by Fund 518
17 -14
Baytown Area Water Authority Revenue Bonds Long Term Debt Amortization Schedules
17 -15
Baytown Area Water Authority Revenue Bonds Detail Debt Amortization Schedules
17 -16
City of Houston Untreated Water Rates
17 -18
Treated Water Rates
17 -19
City of Houston's Notification of Increased Water & Sewer Rates - Effective April 1, 2015
17 -20
Baytown Area Water Authority Ordinance
17 -21
Crime Control and Prevention District (CCPD) Adopted Budget
17 -25
Crime Control and Prevention District (CCPD) Board Members
17 -26
Crime Control and Prevention District (CCPD) Budget Summary by Fund 206
17 -27
Crime Control and Prevention District (CCPD) 2015 -16 Base Level Footnotes
17 -28
Crime Control and Prevention District (CCPD) Ordinance
17 -29
Fire Control, Prevention and Emergency Medical Services District (FCPEMSD) Adopted Budget
17 -33
Fire Control, Prevention and Emergency Medical Services District (FCPEMSD) Board Members
17 -34
Fire Control, Prevention and Emergency Medical Services District (FCPEMSD) Budget Summary by Fund 207
17 -35
Fire Control, Prevention and Emergency Medical Services District (FCPEMSD) Special District - Fire - 20701
17 -36
Fire Control, Prevention and Emergency Medical Services District (FCPEMSD) 2015 -16 Base Level Footnotes
17 -37
Fire Control, Prevention and Emergency Medical Services District (CCPD) Ordinance
17 -39
Municipal Development District Adopted Budget
17 -43
CITY OF BAYTOWN
to ANNUAL PROGRAM OF SERVICES
YMWN ADOPTED BUDGET 2015 -16
r
TABLE OF CONTENTS
Paae
Component Units (17) (Cont.)
Municipal Development District Members
17 -44
Municipal Development District - Manager's Message
17 -45
Municipal Development District Major Budget Issues
17 -47
Municipal Development District Program Fund Budget Summary for Fiscal Year 2015 -16
17 -51
Municipal Development District - Supplemental Information Included for Planning Purposes
17 -53
Municipal Development District Program Fund Budget Summary - Projected Working Capital
17 -54
Municipal Development District Detail Debt Amortization Schedules
17 -56
Municipal Development District Ordinance
17 -60
Baytown Reinvestment Zone #1 Fund 216 Budget Summary
17 -63
Baytown Reinvestment Zone #1 Historical Data Schedule
17 -64
Capital Improvement Program (CIP) (18)
19 -15
Capital Improvements Program Overview
18 -1
Capital Improvements Program 2007 - Approved by Voters on November 6, 2007 Schedule
18 -14
Utility Capital Improvement Projects Summary Active and Future Projects
18 -15
Municipal Development District Program Fund Budget Summary - Projected Working Capital
18 -16
Miscellaneous Funds (19)
Miscellaneous Funds Overview
19 -1
Street Maintenance Tax Fund 211 Budget Summary
19 -5
Community Development Block Grant (CDBG) Fund 270 Budget Summary by Fund
19 -6
Capital Replacement Fund (CRF) 350 Budget Summary
19 -8
Capital Replacement Fund (CRF) 350 - Schedule of Repayment
19 -9
Capital Improvement Program Fund (CIPF) 351 Budget Summary
19 -10
Water & Sewer - Capital Improvement Program Fund (CIPF) 527 Budget Summary
19 -11
Water & Sewer - Impact Fees 529 Budget Summary
19 -12
Bayland Island Operations Fund 540 Budget Summary by Fund
19 -13
Medical Benefits Fund 560 Budget Summary by Fund
19 -14
Workers Compensation Fund 561 Budget Summary by Fund
19 -15
Other Miscellaneous Funds
19 -16
Municipal Court Special Revenue Fund 201 Budget Summary by Fund
19 -17
Parks & Recreation Escrow Special Revenue Fund 209 Budget Summary by Fund
19 -18
Hazmat/Homeland Security Special Revenue Fund 210 Budget Summary by Fund
19 -19
Police Forfeitures Fund 225 Budget Summary by Fund
19 -20
Family & Youth Program Fund 226 Budget Summary by Fund
19 -21
Police Academy Fund 228 Budget Summary by Fund
19 -22
Odd Trust & Agency Fund 231 Budget Summary by Fund
19 -23
Library Special Revenue Fund 266 Budget Summary by Fund
19 -24
Summer Youth Job Program Fund 280 Budget Summary by Fund
19 -25
Emergency Management Fund 291 Budget Summary by Fund
19 -26
Baytown Nature Center Operating Fund 296 Budget Summary by Fund
19 -27
Wetlands Education and Recreation Center Fund 298 Budget Summary by Fund
19 -28
Wetlands Education and Recreation Center Special Projects Fund 299 Budget Summary by Fund
19 -29
Glossary (20)
Budget Glossary
20 -1
OVERVIEW OF THE CITY OF BAYTOWN, TEXAS
General Information
Baytown, the fourth largest city in the Houston - Sugarland- Baytown Metropolitan Statistical Area (MSA) is located
primarily in eastern Harris County on the northern shore of Galveston Bay between the San Jacinto and Trinity rivers. The
City is approximately 30 miles from downtown Houston and 40 miles north of Galveston. The City encompasses an area
of about 40 square miles with an estimated population of 75,418. Baytown is ideally situated within 30 minutes of Hobby
Airport and 45 minutes of George Bush Intercontinental Airport and is accessible to Interstate 10, a major transportation
thoroughfare running through the north side of Baytown.
Today, Baytown boasts a rich wetland environment, a bold history, and strong economic heritage. Surrounded by six bays
and the Houston Ship Channel; the City is not only home to a booming petrochemical industry, but also offers a wide
variety of recreational activities centered around the area's waterways. Prehistorically, these bays would have provided the
opportunity for the known settlers of the area (the Kawankawa's Capoque and the Atakapan's Akoksia tribes) to live in
fairly dense seasonal settlements while taking intensive advantage of the shoreline and bay subsistence resources as well as
that of the nearby prairie and flood plain environments. Visitors to the City's historical museum can view many relics from
this time in Baytown's history. Fast - forward thousands of years and the Baytown area and its' inhabitants saw the
shipwreck of the famed explorer Cabeza de Vaca, and shortly thereafter, the rule of famed pirate, Jean LaFitte.
The Baytown area continued its' rich history into the nineteenth
century as monumental events took place in and around it,
namely the Texas Revolutionary War's Battle of San Jacinto
where Texas won its independence from Mexico. William Scott
(one of Stephen F. Austin's Old 300), Nathaniel Lynch (involved
in the Runaway Scrape), Ashbel Smith, David Burnet and Sam
Houston all held property in the area just to name a few. As a
reminder of these instrumental times, some Baytown residents,
today, can view the San Jacinto monument from their homes, the
symbol of Sam Houston's' victory over Mexico's former
President Lopez de Santa Anna.
General economic development, post war, included rice farming,
and the development of brickyards. Then in 1908 there was an
on boom which spurred the rapid development of the Goose
Creek and surrounding communities. Baytown is largely a Bayland Guard Historical Markers
community centered on industry, including oil, rubber and located at the Bayland Marina
chemical plants - home to petrochemical giants. Baytown serves
an international community through the Port of Houston and Houston Ship Channel which reach 1,053 ports worldwide.
In addition, the City's position among bays and estuaries lends itself as a prime location for fishing, hunting and
watersports, all of which are enjoyed by Baytown's citizens. Baytown is also home to a Nature Center, Wetlands
Education and many other green spaces.
The City was incorporated January 24, 1948 as a Home Rule City operating under the Council- Manager form of
government. The City Council is composed of a Mayor and six single district City Council members, elected for three
year terms. The Mayor is elected at large. The City's Charter requires the Council appoint a City Manager to act as the
chief administrative and executive officer of the City. It is the responsibility of the City Manager to appoint and remove
department heads and conduct the general affairs of the City in accordance with the policies of the Council.
Summary of Local Economy
The City of Baytown has experienced more than $280 million in new commercial construction and over $68 million in
new residential value in the past five years. In April of 2015, the overall taxable valuation of properties within the City of
Baytown in both Harris and Chambers counties indicated increases of 7.76% and 5.22% respectively, over the same
periods in 2014. These value increases represent substantial investment in new residential and commercial properties year -
over -year.
1 -1
City and Community Initiatives
The community is proud of its industrial heritage and the many opportunities a strong industrial base provides. City
officials, citizen groups, business and industry have a similar vision: to make this community a better place to live, work
and raise children. Quality of life continues to be a focus for City leaders:
On November 3, 2015 citizens will vote for or against the extension of the Baytown Crime Control and Prevention
District (CCPD) for an additional five years. The CCPD is a special district designed to incorporate strategies for the
enhancement of public safety by the adoption of a rate of 1/8 of 1% Sales and Use Tax. The CCPD funds patrol
vehicles, mobile data terminals, CopLogic Citizen Online Crime Reporting System, and "Hot Spot" Unit and
Commercial Motor Carrier Enforcement to include 14 Officers and one Sergeant/Supervisor.
On November 3, 2015 citizens will vote for or against the extension of the Baytown Fire Control, Prevention, and
Emergency Medical Services District ( FCPEMSD) for an additional five years. The FCPEMSD is a special district
dedicated to fire safety and emergency medical services through the adoption of a local Sales and Use Tax at a rate of
one - eighth of one percent (1/8 %). With the approval /renewal of the special district, special focus will be placed on
enhancing and expanding the new Fire Training Center. This will entail planning and construction for the Industrial
fire props needed to bring in industrial partners and aid in enhanced training for firefighters in industrial hazards. It
will also add additional props to the present two -story burn room and enhance the fire behavior prop and vehicle
training along with technical rescue components.
The Pirates Bay Expansion Project Phase I opened in
May 2014. The expansion included a wave pool, a
new slide tower that includes two multi -rider slides, a
large concession stand, additional restrooms and a
staff room. The expansion increased the parks
capacity from 1,000 to 1,500 visitors, and added two
acres to the waterpark in addition to more parking
spaces.
• The Central District Plant is being rehabilitated in
order to improve the reliability of Baytown's sewer
system. This project elevates all major sewer
components above the expected flood water
elevations. The plant design is completed and
construction is expected to be complete in 2017.
• Following a water production needs vs. capabilities Pir'ate's Bay Waterpark
analysis, the City determined the need for a second
water plant: BAWA East. The new plant will increase production by an estimated 6 MGD, improve both water flow
and pressure and meet the needs of our growing City. The project is in the design phase and expected to open in late
2017.
• Animal Services, a division of the Health Department, received a grant from the ASPCA to help fund an Emergency
Evacuation and Mobile Adoption trailer.
• In direct response to the most recent Citizen's Surveys, the City applied for and was awarded funding from TxDOT
for an Adaptive Traffic Signal Control System designed to alleviate traffic congestion on busy segments of Garth
Road and State Highway 146.
• With assistance from the Economic Alliance — Houston Port Region and the Houston - Galveston Area Council, the
Parks Department installed two monument signs to better identify the gateways into Baytown.
• The opening of Buc -ee's Ltd, a 60,000 sq. ft. convenience store located along I -10, in December 2014 included the
first Tourism Kiosk for Baytown and for Buc -ee's, located inside the store. The Baytown Tourism Kiosk allows for
the City to promote and market it's attractions and disseminate information to local citizens and visitors.
• In a joint project with GCCISD, an inclusive play park is currently planned in August 2015 at James Bowie
Elementary School which will benefit children of all physical and developmental abilities.
• City Park Improvements and Trail expansions during 2014 and 2015:
• Hutto — 1.27 mile loop trail
• Cary Bayou trail TPWD — grant: Build a loop around new property at Jenkins Park (granite trail)
• Goose Creek Stream Trail — Bridge to cross Goose Creek planned
• Blue Heron Park — open:.63miles 1.2 miles to Barkaloo and back.
• Town Square — to be completed by mid - November 2015
• Construction of a new facility commonly referred to as the "911 Center ", commenced on February 24, 2015. The 911
Center is being built by Turner Construction to withstand a Category 4 Hurricane and is scheduled to be fully
1 -2
operational prior to the 2016 Hurricane season. The 911 Center will be occupied by both the Communications (911
Dispatchers) and Information Technology Departments, and serve as the City's core data center.
The City of Baytown and its citizens share a vision of what this community can be. Baytown's City Council is dedicated
to improving our residents' quality of life and increasing opportunities for our citizens and business community. Baytown
has been recognized by several organizations and agencies, receiving the following awards:
• Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award for Fiscal Year 2014-
15, 21s` year to receive the award.
• GFOA Certificate of Achievement for Excellence in Financial Reporting for the annual audit report and the PAFR,
the Popular Annual Financial Report for the Fiscal Year 2013 -14, the 3rd year to receive the award.
• Harris /Galveston Area Council 2015 Park and Natural
Areas Award On the Ground Project under $500K — GB
Biosciences Wetlands Creation Project at the Baytown
Nature Center (Award shared with Crouch _
Environmental Services).
• Texas Recreation and Park Society East Region 2014
Lone Star Programming — "Wetlands Wagon Outreach
Program."
• Texas Recreation and Park Society East Region
Innovations in Park and Facility Design Award —
Emmitt Hutto Parkway.
• Texas Recreation and Park Society East Region —
Advocate of the Year — Friends of the Baytown Nature =
Center.
• Texas Recreation and Park Society East Region Part
Time Employee of the Year — Leon Smith
• Texas Recreation and Park Society Lone Star Baytown Nature Center: Children's
Recreation Programming Achievement Award Class III Nature Discovery Park
— "Wetlands Wagon Outreach Program."
• Texas Recreation and Park Society Outstanding Service in Conservation Award — Friends of the Baytown Nature
Center.
• Texas Recreation and Park Society Dan Whitworth Fellow Award — Scott Johnson
• Texas Recreation and Park Society 2015 Hall of Honor Inductee — Scott Johnson
• Texas Amateur Athletic Federation 2015 Region 1 Hall of Honor Inductees: Dean Bigham, Bobby Rountree, and
Kylie Wilson.
Industry's Effect on the City's Economy
The City has created, within its extraterritorial jurisdiction, three industrial districts and has entered into contracts with
companies located within those districts. These contracts specify payments to be made to the City in lieu of ad valorem
taxes in exchange for a limited immunity from annexation by the City during the seven -year terms of the contracts. The
City of Baytown currently has 56 active Industrial District Agreements (IDAs), which play a significant role in the City's
economy.
Every seven years, the City Council approves a new industrial district policy and form of agreement that becomes the
model contract as existing agreements expire or new agreements are executed. The key provisions of the current agreement
are:
• The industrial district payment rate will increase from 61 % to 64% over the seven year life of the agreement;
• An additional 1% yearly public community improvement rate has been added to the industrial district payment rate
and will be available for rebate to the company for approved beautification projects;
• If monies from the public community improvement rate are not utilized for a beautification project by the industry, the
funds will be available for use by the City on public beautification projects; and
• The "base value" concept will continue with the value set at the higher value of January 1, 2002, January 1, 2009 as
specified/and or used in a previous Industrial District Agreement between the Property Owner and the City, or the
most recent certified value as of the date on which a contract is executed. This base value remains constant throughout
1 -3
the seven -year term of the agreement, which allows for predicable revenue for the City and also encourages economic
development.
New, first time IDAs include an added value clause that captures property value in excess of the base value in years five,
six, and seven of the agreement by including a prorated amount of the "added" value as part of the overall value used to
determine the total industrial district payment. This proration occurs at rates of 21 %, 42% and 64% respectively. The
added value clause applies only to new, first time contracts and does not extend beyond each contract's initial term.
The City's strong industrial tax base provides the foundation for stable economic conditions necessary for maintaining a
healthy, vibrant economy. The cornerstones of Baytown's industrial development are four world - recognized entities
consisting of ExxonMobil, Chevron Phillips, Bayer and Enterprise.
ExxonMobil
The ExxonMobil Baytown Complex is one of the largest integrated and most technologically advanced refining and
petrochemical complexes in the world. Founded in 1919, ExxonMobil's Baytown, Texas complex is located on
approximately 3,400 acres along the Houston Ship Channel. The Baytown complex is comprised of three manufacturing
sites (a refinery, a chemical plant and an olefins plant), the chemical company's Technology and Engineering Complex and
a regional downstream engineering office.
Humble Oil Historical Marker located at the
The Baytown complex is staffed by approximately
2,200 ExxonMobil employees and 3,000 contract
personnel, who manage the businesses and operate
and maintain the manufacturing facilities on a 24-
hour, year -round basis. The Baytown Refinery is
one of the largest refineries in the United States,
with a crude oil capacity of 584,000 barrels per
day. The Baytown Chemical Plant produces more
than 7.2 billion pounds of petrochemical products
each year through its three ExxonMobil Chemical
manufacturing groups. These are used in everyday
products such as polyester fabric and plastic
bottles, packaging and appliance parts. The
Baytown Olefins Plant (BOP) produces 6 billion
pounds of the world's most widely used primary
petrochemicals -- ethylene, propylene and
butadiene -- and is feedstock flexible.
ExxonMobil Baytown Complex
The Baytown Technology and Engineering
Complex provides worldwide research and development support to ExxonMobil Chemical's eleven global business groups,
and houses Chemical's global manufacturing and engineering organizations.
Over 1,400 ExxonMobil employees volunteer in Baytown annually. Their contributions, along with annuitants and the
ExxonMobil Foundation, total over $2 million to United Way agencies in Baytown. In the Baytown area, over $1.5
million was contributed in community relations programs, which focus on education, environment and health. This
contribution also includes $50,000 for the Mayor and ExxonMobil Summer Youth Work Program.
ExxonMobil has started construction on a new ethane cracker and premium product facilities in the Baytown area to
capitalize on abundant supplies of American natural gas with anticipation of a 2017 start-up of the new facilities. It will
create about 10,000 jobs at the peak of construction and add about 350 permanent jobs.
Bayer Baytown Industrial Park
Another industrial corporate citizen's presence in Baytown, the Bayer Baytown Industrial Park, is distinguished by steady
expansion. Strategically positioned along Cedar Bayou for barge access, the Baytown plant is located on 1,688 acres, of
which 35% is developed and employs approximately 2,000 people, including permanent contractors. Since 1971, when
the first polyurethane unit started up, the site has grown more than ten -fold. Over the last ten years, Bayer Corporation has
invested over $1.3 billion, by far the single largest capital investment within Bayer worldwide. Today, Baytown is the
largest of Bayer's U.S. chemicals operations, home to three active business groups — Bayer Polymers, Bayer Chemicals
and Bayer Corporate and Business Services.
1 -4
Chevron Phillips Chemical
Chevron Phillips Chemical Company LLC (Chevron Phillips Chemical), with its affiliates, is one of the world's top
producers of olefins and polyolefins and a leading supplier of aromatics, alpha olefins, styrenics, specialty chemicals,
piping and proprietary plastics. The company currently has $12.3 billion in assets, more than $14.1 billion in annual
revenues, and is owned equally by Chevron Corporation and Phillips 66. Chevron Phillips Chemical's Cedar Bayou
Chemical Plant in Baytown is the largest of the company's domestic manufacturing facilities with approximately 800
employees and 700 contractors. The Cedar Bayou plant consists of approximately 1,700 acres, and is an integrated
chemical complex that manufactures ethylene, normal alpha olefms, poly alpha olefins, 1- hexene, and polyethylene.
Chevron Phillips Chemical is currently building the world -scale ethane cracker in Baytown and two polyethylene
derivative units in Old Ocean. This $6 billion project is called the U.S. Gulf Coast Petrochemicals Project and is expected
to be complete in 2017. The entire project is projected to create 10,000 temporary engineering and construction jobs and
400 permanent jobs. Chevron Phillips Chemical contracted Fluor to build the ethane cracker in Baytown, which has led
Fluor to set -up an employment and training facility in Baytown. In addition, the company is currently expanding its
normal alpha olefins production capacity by 20% and studying a possible expansion to poly alpha olefins capacity. In
2013, Chevron Phillips Chemical completed construction of the world's largest on- purposed 1- hexene unit at the Cedar
Bayou plant. The new unit is capable of producing up the 250,000 metric tons (551,000,000 lbs.) per year. 1- hexene is a
critical component used in the manufacture of polyethylene, a plastic resin commonly converted into film, pipe, detergent
bottles, and food and beverage containers.
Enterprise Products
Enterprise Products Partners L.P., one of the largest publicly - traded energy partnerships and a leading North American
provider of midstream energy services, is constructing a PDH unit in Industrial District #2, which will produce 1.65 billion
lbs. per year of Polymer Grade Proylene ( "PGP "). This facility is contracted with average 15 -year fee -based contracts
with investment grade companies. The unit is expected to be completed in the third quarter of 2016.
Cedar Crossing Business Park
Cedar Crossing Business Park, located within the extraterritorial jurisdiction of Baytown in Chambers County, has
infrastructure designed to address the requirements for a wide range of commercial and industrial uses. It provides two
advantages critical to manufacturing and distribution: it is close to hundreds of existing manufacturers, distributors and
potential customers and is relatively isolated from potential conflicting land uses. The Texas Department of Economic
Development has identified Cedar Crossing as the prime industrial site in the Texas Gulf Coast region. As a planned
industrial park, its primary uses are industrial, manufacturing, warehousing and distribution. Amenities include waterway,
rail and highway transportation, on -site feedstock pipeline and abundant surface water for process operations. Top -tier
companies including Home Depot, Wal -Mart, Seapac and US Filters have positioned themselves within Cedar Crossing.
Chambers County Logistics Terminal
Chambers County Logistics Terminal is a 545 acre master - planned Foreign Trade Zone designated logistics facility being
developed in multiple phases within Baytown Industrial District #3 and will, when complete, encompass approximately 8
million square feet of state of the art warehouses storage, as well as high capacity rail and road access.
Wal -Mart
Wal -Mart maintains a strong presence in the community's economy, with one of the largest Super Wal -Mart stores in
Texas (one - quarter of a million square feet in sales area), and a 2 million square -foot distribution center on a 296 -acre site
which employs over 300 people, located in the Cedar Crossing Business Park.
Chevron Phillips Chemical Company: "The entire project is projected to create 10,000 temporary
engineering and construction jobs and 400 permanent jobs. "
1 -5
City Outlook
On May 22, 2007 City Council adopted the
Baytown 2025 Comprehensive Plan. This
Comprehensive Plan is an official public
document that acts as a general guide for how
the City should grow and operate over the next
20 years.
The Comprehensive Plan plays many important
roles in shaping the future of the community by
the following:
• Serving as a general "blueprint" for future
development (and redevelopment) in and
around Baytown with an emphasis on
improving the community's desirability as
a place to live, work, play and shop;
• Documenting the character of the
community, as well as anticipated issues,
trends, opportunities, and challenges
facing the City;
Baytown Gateway located on Interstate 10
• Providing a common vision supported by a series of goals and objectives for the next 20 years;
• Defining policies to guide daily decision - making regarding Baytown's physical and economic growth; and
• Establishing a core set of strategies for aggressive implementation that emphasizes action and results.
Further, the Comprehensive Plan gives guidance to the content of the Unified Land Development Code — zoning chapter
which became effective April 15, 2013 along with all 25,000 parcels in the City being rezoned to the new code. The Code
provides clear regulations that will assist master plan developers in coming to Baytown and will assist neighbors in using
the code to address uses of their personal property.
1 -6
READER'S GUIDE TO THE 2015 -16
ANNUAL PROGRAM OF SERVICES
(OPERATING BUDGET)
The Reader's Guide provides an overview of the City of Baytown's budget process and budget documents. The City of
Baytown has prepared a budget designed to meet the highest standards of performance in municipal budgeting. The budget
presentation format for department summaries has been designed to include program goals, objectives and meaningful
workload and productivity measures. Various financial summaries, statistical information and detailed revenue sources are
provided to help define the City's goals, purposes and assumptions for projections. The Major Funds are the Governmental
Funds and the Proprietary Funds. All appropriations shall lapse at the end of the fiscal year to the extent that they shall not
have been expended or lawfully encumbered. Project length financial plans are adopted for all capital project funds.
BUDGET BASIS
The budgets for the Governmental Funds are prepared on the modified accrual basis of accounting. Under this basis of
accounting, revenues are recognized when they become both measurable and available to finance expenditures of the current
period. Expenditures are recognized when the related fund liability is incurred, except for (1) inventories of material and
supplies which may be considered expenditures when used; (2) prepaid insurance and similar items; (3) accumulated unpaid
vacation, sick pay and other employee benefit amounts which need not be recognized in the current period and (4) principal
and interest on long -term debts which are generally recognized when due. All proprietary fund types are accounted for on a
flow of economic resources measurement focus and use the accrual basis of accounting. Revenues are recognized when
they are earned and expenses are recognized when they are incurred.
FINANCIAL STRUCTURE
The financial structure of the Budget is organized by funds. The two types of funds utilized in this budget are
Governmental and Proprietary. The specific funds that make up the Governmental Fund type are General Fund, General
Debt Service Fund and Hotel/Motel Fund. The Proprietary Fund types are made up of the Aquatics Fund, Water and Sewer
Fund, Water and Wastewater Interest and Sinking Fund, Sanitation Fund, Storm Water Utility Fund and Central Services
Fund (Garage and Warehouse Operations). Each of the above mentioned funds operate separately and independently from
one another; therefore, they are budgeted separately and include separate financial statements. A fund is generally defined
as a fiscal and accounting entity, which has its own self - balancing set of accounts recording cash and other financial
resources, as well as any liabilities or residual equities or balances. Funds are segregated for the purpose of carrying on
specific activities or attaining certain objectives in accordance with specific regulations, restrictions or limitations.
MAJOR BUDGET PHASES
The City of Baytown's budget process includes four key phases. The timing and purpose of these phases defines the
process.
1. Budget Preparation and Training— March /April
This period serves as a developmental timeline to highlight and include specific instructions for the new budget. Payroll
projections are compiled and changes to systematic budget preparation are communicated and training is held.
2. Budget Priorities
Through various strategic planning sessions held throughout the year and individual communications to the City
Manager, the City Council has provided input concerning the City's functional areas and the preferred methods of
addressing budgetary challenges and revenue shortfalls; operational expenditures related to voter approved
referendums; health care cost; sewer capacity/compliance issues and water and sewer rate increases.
3. The Proposed Budget - Late July
Pursuant to City Charter, the Proposed Budget is required to be submitted to the City Council at least sixty (60) days
prior to the beginning of each budget year. (Article V, Section 41 of the City Charter.) This document represents a
modified and balanced version of departmental budget requests versus projected revenues. The Proposed Budget
document is a product of proposals from the departments and revisions by City Administration and Finance staff.
4. The Adopted Budget— August /September
The Adopted Budget represents a modified version of the Proposed Budget after the public hearing and the City
Council's review in August and September. Any changes deemed necessary by City Council to funding levels or
revenue projections are reflected in the Adopted Budget. Revisions may also be made to reflect any updates to budget
information.
THE BUDGET PROCESS
The City of Baytown uses a hybrid zero based program oriented budgeting process. Each budgeting division within a
department is given a target or "base level" funding based upon the previous year's funding level in which all expenditures
must be justified each new fiscal year. With a few exceptions, no new fixed assets or new supplemental program funding
1 -7
READER'S GUIDE
(Continued)
requests /positions may be included in base level funding. Any funding request that represents new expenditures and
programs, or that is in excess of base level funding, must be submitted as a supplemental program funding request. These
supplemental requests may be either a new program or an enhancement to an existing program.
Budget Training for Support Staff /Budget Guideline Review
February/March is when the budget guidelines, procedures and forms are reviewed. Changes may be made to the
budget process in order to make budget development more efficient and address format requests from staff. More
formal budget training is held in April. Departmental staff is convened for any new guidance on the budgetary
process. During the training, staff is informed of the use of budgeting concepts, budget processes and the City's
budget system.
2. Revenue Projection
The revenue projections for the new fiscal year begin mid -year of the current fiscal year. The Director of Finance, in
consultation with department directors and division managers, base revenues upon consultations with state and local
agencies, trend analysis, anticipated changes in the local and regional economy and discussions with directly
associated staff members. Although beginning earlier, the budget revenue projection occurs concurrently with
departmental budget development and extends until the budget is adopted based upon the receipt of any new
information.
Proposed Budget Development
During the budget development at the division and departmental level, the Budget Office works with managers to
analyze requests, provide advice and lend assistance. Budget requests are based upon a base level funding, and any
additional funding is made in the form of supplemental program funding requests. The program goals, objectives and
measures are evaluated during budget development to determine effectiveness of program activities and levels of
appropriate funding.
4. Proposed Budget Analysis /Compilation
When division and departmental budget requests are completed, the Budget Office reviews and compiles a
preliminary draft of the Proposed Budget. The Director of Finance, City Manager, Deputy City Manager, Assistant
City Manager, and budget staff meet and review the submitted budgets during a series of meetings.
Based on revenue projections and funding requirements, budget programs or supplemental requests are included in
the proposed budget. A total recommended funding level is determined from both base level and supplemental
program funding requests proposed. At this time the funding level is weighed against available resources. A tax rate
increase may or may not be recommended depending upon program priorities and issues.
5. City Council Budget Study
The Major Budget Issues Report is prepared by the City Manager for the Proposed Budget, which highlights and
summarizes funding requirements, major changes in programs and alternatives for funding. The Major Budget Issues
Report is then reviewed and discussed by the Council during the work sessions.
6. Public Hearing /Budget Adoption
A public hearing on the budget is held in early August prior to final budget consideration. At the public hearing, the
citizens or any other individual may make formal comment either for or against the Proposed Budget. The public
also has the opportunity to attend City Council budget work sessions. Budget adoption can occur in late August or
September after the City Council deliberations and the public hearing. The City Council may take action to modify
the Proposed Budget per its discretion. The City Council also adopts a tax rate to support adopted funding levels.
Pursuant to City Charter, the Proposed Budget as submitted by the City Manager becomes the Adopted Budget if no
action is taken by September 27th. (See Article V, Section 46 contained in the City Charter.)
7. Compilation of Adopted Budget /Budget Maintenance
An Adopted Budget is compiled and published during the first months of the new fiscal year. The Adopted Budget in
the form of an amended Proposed Budget is available for public inspection in late September. Ledger amounts are
prepared for the new fiscal year prior to October 1.
Budget Maintenance is a year -round activity of division/department directors and the Budget Office. In addition to
spending controls such as appropriation level "lock -out" and position control review, any unbudgeted expenses in the
capital appropriation unit require authorization via a budget transfer. Other spending control mechanisms include
monthly review of expenditures by the Budget Office.
1 -8
READER'S GUIDE
(Continued)
Quarterly budget analysis reports are prepared to present budget versus actual expenditure variances. These reports
are reviewed by the staff and the City Council to identify and communicate any major expenditure variances. If
necessary, a budget amendment ordinance is adopted based upon the third quarter budget analysis report.
DEPARTMENT/DIVISION PROGRAM SUMMARIES
Each division within a department is described by narrative information displayed on pages facing resource and expenditure
information in order to give the City Council a well - rounded presentation of each division. Program summaries include the
following information.
Program Description - This section outlines the function and responsibilities performed by the division. It is provided to
enable the reader to understand the program elements included in each particular division budget.
Major Division Goals - Goals describe the purpose or benefit the division/department plans to provide to the community
and/or organizations its serves. Goals identify the end result the division/department desires to achieve with its activities.
Goals are often ongoing and may not be achieved in one year.
Major Division Objectives - Objectives are quantifiable steps toward accomplishing stated goals. They should have a
specific time frame or measurable achievement. Objectives should be able to be reached or completed within the current
fiscal year. Objective statements are not required for every activity performed, but should focus on the major steps
necessary for achieving established goals.
Workload Measures - Workload measures reflect major activities of the division/department. They indicate the amount
of work, which has been done in the past and projected workload levels for the current and next year. Workload measures
should be able to be tracked with a reasonable amount of time and effort.
Expenditures - The summary of expenditures show the category of expenses for each of the division's programs as
compared from year to year.
OTHER FUNDS
The Baytown Area Water Authority (BAWA), Crime Control and Prevention District (CCPD), Fire Control, Prevention and
Emergency Medical Services District (FCPEMSD) and Municipal Development District (MDD) included in the Component
Unit section are presented for the overall comparability and are not subject to annual appropriation. Other miscellaneous
funds are included in the budget to reflect the overall City's operations.
BAWA operates under a Board of Directors, which is appointed by the City of Baytown. The City of Baytown exercises
oversight authority over the operations of BAWA; as a result, BAWA is reported as a component unit of the City.
On May 14, 2011 the citizens voted to continue the Baytown CCPD dedicated to crime reduction programs and the
adoption of a proposed local sale and use tax at a rate of one - eighth of one percent (1/8 %). The City Council appoints all
members of the governing board of CCPD.
On May 14, 2011 the citizens voted to continue the Baytown FCPEMSD dedicated to fire safety and emergency medical
services and the adoption of a proposed local sale and use tax at a rate of one - eighth of one percent (1/8 %). The City
Council appoints all members of the governing board of FCPEMSD.
The MDD was created to levy and account for the collection of a sales and use tax at the rate of one -half of one percent for
the purpose of financing economic development projects that provide economic benefit and diversify the economic base of
the community. The boundaries of MDD include the portion of the City that is in Harris County and excludes the portion
that is in Chambers County. The City Council appoints all members of the governing board of MDD and approves any debt
issued by MDD.
The Miscellaneous section consists of various funds designated for a single purpose. The presentation is a matter of
information. Authorization is received by a grant, contractual arrangement, legislative requirement or budget appropriation
in other funds.
1 -9
CITY OF BAYTOWN
2015 -16 BUDGET CALENDAR
Governing
Date Day Body Activity
April 1
Wednesday
Depts.
Budget Kickoff Meeting - Acting City Manager Explaining Budget Expectations
April 13
Monday
Depts.
Deadline for Computer/Technology requests to ITS
April 20
Monday
Depts.
Deadline for Departments to review their fee schedules and submit proposed changes
May 11
Monday
Depts.
Deadline submission for Department budget entry into system
May 20
Wednesday
Police
Final CCPD budget is due
May 15
Friday
Finance
Budget Packet due to City Administration and major fund summaries available
May 27
Wednesday
Fire
Final FCPEMSD budget is due
May 26 -Jun. 29
Adm./Finance/
Depts.
Departmental Budget work sessions with City Management and Finance Staff
June 9
Tuesday
CCPD
CCPD Board reviews CCPD Proposed Budget & Set two Public Hearings
June 16
Tuesday
FCPEMSD
FCPEMSD Board reviews FCPEMSD Proposed Budget & Set a Public Hearing
June 15
Monday
Finance
Final MDD budget due
June 29
Monday
BAWA
Final BAWA budget due
July 1
Wednesday
CCPD
Publish notices of two CCPD Public Hearings on Proposed Budget (no later than 10 days before public
hearings)
July 2
Thursday
MDD
MDD Board reviews MDD Proposed Budget at MDD Board Meeting & Set a Public Hearing
July 6
Friday
Budget
Final Changes to Budget Office by noon
July 8
Wednesday
FCPEMSD
Publish notice of FCPEMSD Public Hearing on Proposed Budget (no later than 10 days before public
hearing)
July 14
Tuesday
CCPD
Conduct two Public Hearings & Consider Adoption of the Proposed CCPD Budget (no later than 60 days
before October ls)
July 15
Wednesday
BAWA
BAWA Board receives BAWA Proposed Budget & Set a Public Hearing
July 17
Friday
Budget
Send Proposed Budget to Print
July 21
Tuesday
FCPEMSD
Conduct a Public Hearing & Consider Adoption of the Proposed FCPEMSD Budget (no later than 60 days
before October 0). (only one public hearing is required)
July 22
Wednesday
MDD
Publish notice of the MDD Public Hearing on the Proposed MDD Budget (no later than 10 days before
public hearing)
July 23
Thursday
Council
Receive the City's Proposed Budget submitted by City Manager & Set Budget Work session Date.
July 23
Thursday
Council
Receive the CCPD Budget as adopted by CCPD Board (no later than 10 days after CCPD adopts the
budget)
July 23
Thursday
Council
Receive FCPEMSD Budget as adopted by FCPEMSD Board (no later than 10 days after FCPEMSD
Board's adoption)
July 29
Wednesday
Council
Publish notices of the City Council Public Hearings on the Proposed CCPD and FCPEMSD Budgets (no
later than 10 days before the public hearings)
August 5
Wednesday
BAWA
Publish notice of the BAWA Public Hearing on the Proposed BAWA Budget
August 6
Thursday
Council
City Council Budget Work Session
August 12
Wednesday
Council
Publish notice of the City Council Public Hearing on the Proposed City Budget
August 13
Thursday
Council
Conduct Public Hearing on the Proposed Budgets of the CCPD (no later than 45 days before October 1")
August 13
Thursday
Council
Conduct Public Hearing on the Proposed Budgets of the FCPEMSD (no later than 45 days before October
V)
August 13
Thursday
Council
Council Feedback on Proposed Budget & Set a Public Hearing
August 19
Wednesday
BAWA
Conduct Public Hearing & Consider Adoption of the Proposed BAWA Budget
August 20
Thursday
MDD
Conduct Public Hearing & Consider Adoption of the Proposed MDD Budget
* Note: Publishing Notice and Public Hearing dates subject to change.
1 -10
CITY OF BAYTOWN
2015 -16 BUDGET CALENDAR
Governint?
Date Dav Body Activity
August 27
Thursday
Council
City Council approves Special District Budgets: CCPD, FCPEMSD (no later than 30 days before October
1st)
August 27
Thursday
Council
Conduct Public Hearing on the Proposed City Budget
September 10
Thursday
Council
City Council approves Special District Budgets: BAWA (no later than 30 days before October 1)
September 10
Thursday
Council
Consider Adoption of the Proposed City Budget
Budget
Submit Adopted Budget to GFOA for award 90 days after adoption of budget.
Tentative Tax Calendar Dates Dependent on Receipt of Certified Rolls (Subject to Change)
August 19
Wednesday
Council
Certification of anticipated collection rate by tax collector
Late August
-
Council
Receive 2014 Certified Appraisal Rolls - Harris and Chambers County Appraisal Districts
September 10
Thursday
Council
Meeting of City Council to discuss tax rate. (If proposed tax rate exceeds the rollback rate or the effective
tax rate, then vote to place a proposal to adopt the rate at future meeting. If motion passes, schedule two
public hearings; second hearing may not be held earlier than the 3rd day after the first hearing.)
September 11
Friday
Council
Publication of Effective and Rollback Tax Rates, unencumbered fund balances, debt obligation schedule
and other applicable items (or as soon as practical thereafter; GCCISD publishes) Submit to City Council
the Calculation of Effective and Rollback Tax Rates
N/A
N/A
Council
If Proposed Tax Rate exceeds the Rollback Rate or Effective Tax Rate, publish "Notice of Public Hearing
on Tax Increase" (1 st qtr. -page notice) at least seven days before public hearings; also on website and TV
channel (60 second notice runs until 2nd hearing over) for first public hearing.
N/A
N/A
Council
If Proposed Tax Rate exceeds the Rollback Rate or Effective Tax Rate, hold 1st public hearing on the tax
increase and announce the date, time and place of the meeting at which it will vote on the tax rate (vote
shall be no less than 3 days and no more than 14 days after the second public hearing).
N/A
N/A
Council
If Proposed Tax Rate Exceeds The Rollback Rate or the Effective Tax Rate, hold 2nd public hearing on the
tax increase (may not be held earlier than the 3rd day after the date of the first hearing) and announce the
date, time and place of the meeting at which it will vote on the tax rate (vote shall be no less than 3 days
and no more than 14 days after the second public hearing).
N/A
N/A
Council
Notice of Tax Revenue Increase published before meeting to adopt tax rate is the second quarter -page
notice in newspaper before meeting and published on TV and website (if available, at least seven days
before meeting).
October 8
Thursday
Council
City Council adopts the 2015 Tax Rate ordinance (or before the 60th day after the date the certified
appraisal roll is received by a taxing unit, whichever is later).
November 3
Tuesday
City
Election Day
Late November
Council
Present published copy of budget document to City Council, City Clerk and County Clerk
* Note: Publishing Notice and Public Hearing dates subject to change.
1 -11
CITY OF BAYTOWN
FINANCIAL POLICIES
BUDGET ADMINISTRATION AND DEVELOPMENT
INTRODUCTION
The City of Baytown, Texas financial policies set forth the basic framework for the fiscal management of the City. These
policies were developed within the guidelines established by the applicable provisions of the Texas Local Government Code
and the Charter of the City of Baytown, Texas. They are intended to assist the City Council, management and staff in
evaluating current activities and proposals for future programs. The policies are to be reviewed on an annual basis and
modified to accommodate changes in circumstances or condition.
401 BUDGET PERIOD
401.1 Establishment of Fiscal Year. The fiscal year of the city government shall begin on the first day of October and
shall end on the last day of September of each calendar year. Such fiscal year shall also constitute the budget and
accounting year. As used in this charter the term "budget year" shall mean the fiscal year for which any particular
budget is adopted and in which it is administered. (City of Baytown Charter, Article V, Section 40)
401.2 Appropriation lapse at end of year. All appropriations shall lapse at the end of the budget year to the extent that
they shall not have been expended or lawfully encumbered. (City of Baytown Charter, Article VII, Section 70)
402 BUDGET PROCESS
402.1 Determining Priorities. The budget shall provide a complete financial plan for the fiscal year, and the budget shall
be prepared on the basis of policy priorities.
402.2 Budget Prepared from Departmental Request. The City of Baytown departments shall prepare budgetary decision
packages in a manner directed by the City Manager. Department directors shall indicate funding priorities.
402.3 Deadline for Budget Submission. The city manager, at least sixty days prior to the beginning of each budget year,
shall submit to the council a proposed budget and an explanatory budget message in the form and with the contents
provided by sections 50 and 52. For such purpose, at such date as he shall determine, he, or an officer designated
by him shall obtain from the head of each office, department or agency estimates of revenue and expenditure of
that office, department, or agency detailed by organization units and character and object of expenditure, and such
other supporting data as he may request. In preparing the budget, the city manager shall review the estimates, shall
hold hearings thereon and may revise the estimates, as he may deem advisable. (City of Baytown Charter, Article
V, Section 41)
402.4 Public Hearing on Budget Submission. At the meeting of the council at which the budget and budget messages are
submitted, the council shall determine the place and time of the public hearing on the budget, and shall cause to be
published a notice of the place and time, not less than seven days after date of publication, at which the council will
hold a public hearing. (City of Baytown Charter, Article V, Section 43)
402.5 Truth in Taxation. Budget development procedures will be in conformance with the State law outlined in the Truth
in Taxation process. In the event of a tax increase, notices will be given and public hearings will be held in
conformance to this State law.
403 BUDGET ADMINISTRATION
403.1 Balanced Budget Required. The City of Baytown will develop balanced budgets in which current resources
(current revenues plus fund balance) will equal or exceed current expenditures. The City will avoid budgetary
procedures that balance the budget at the expense of meeting future year's expenses, such as: postponing
expenditures, accruing future year's revenues, or rolling over short-term debt. The budget will provide for adequate
maintenance and replacement of capital plant and equipment.
403.2 Funding of Current Expenditures with Current Revenues. The budget will assure that current expenditures are
funded with current revenues. Current operating expenses will not be capitalized or funded through the use of long-
term debt.
403.3 Use of Non - Recurring Resources. The City Of Baytown will use non - recurring resources to fund non - recurring
expenditures.
403.4 Performance Measures and Productivity Indicators. An annual budget where possible will utilize performance
measures and productivity indicators.
1 -12
CITY OF BAYTOWN
FINANCIAL POLICIES
BUDGET ADMINISTRATION AND DEVELOPMENT
403.5 Department Budget Reporting. Regular reporting on budgetary status will be provided.
404 REVENUE POLICIES
404.1 Revenue Goal. The City will try to maintain a diversified and stable revenue system to protect itself from short run
fluctuations in any individual revenue source.
404.2 Development of Revenue Projection. The City will estimate its annual revenues using an objective analytical
process.
404.3 User Charges and Fees Required. User charges and fees will be established at levels related to cost of providing the
services. The City will periodically revise user fees when necessary to adjust for inflation, program changes and
policy changes.
404.4 For Enterprise Funds, the City shall establish user fees and charges that fully support the total direct and indirect
cost of the activity. Indirect costs include the cost of administration borne by other operating funds.
404.5 For programs within the General Fund, the City shall establish and maintain fees for whose cost activities are to be
supported by the user. For each supported activity, the City shall establish the level of support necessary. The fees
shall be reviewed and adjusted when necessary to maintain the proper level.
404.6 Tax Collection. The City will follow an aggressive policy of collecting property tax revenues.
404.7 Tax Assessment. The City will monitor the appraisal procedures of the Harris & Chambers County Tax Appraisal
Districts and provide necessary input to assure that sound appraisal procedures are maintained. Property will be
assessed at 100% of full market value.
405 BUDGET AMENDMENT AND MODIFICATION
405.1 Adoption of Budget. The budget shall be adopted by the favorable votes of at least a majority of all members of the
council. The budget shall be finally adopted not later than the twenty- seventh day of the last month of the fiscal
year. Should the Council take no final action on or prior to such day, the budget as submitted by the City Manager
shall be deemed to have been finally adopted by the Council. (City of Baytown Charter, Article V, Sections 45and
46)
405.2 Budget, a Public Record. The budget and budget message and all supporting schedules shall be a public record in
the office of the City Clerk open to public inspection by anyone. The City Manager shall cause sufficient copies of
the budget and budget message to be prepared for distribution to interested persons. (City of Baytown Charter,
Article V, Section 42)
405.3 Transfer of Appropriations. At the request of the city manager, the council may by resolution transfer any
unencumbered appropriation balance or portion thereof from one office, department or agency to another. (City of
Baytown Charter, Article VII, Section 68)
405.4 Amending the Budget. In case of grave public necessity, emergency expenditures to meet unusual and unforeseen
condition, which could not by diligent thought and attention have been included in the original budget, may be
authorized by the Council as an amendment to the original budget. In every case where such amendment is made, a
copy of the ordinance adopting the amendment shall be filed with the City Clerk, published in the next issue of the
official newspaper of the City, and attached to the budget originally adopted.
405.5 Authority to Reduce Appropriations. The City Manager may at any time reduce appropriations for a department,
office or agency.
406 RESERVE LEVELS
406.1 Undesignated Reserve Level Fund Balance. In order to maintain fiscal stability, the City maintains an unreserved
fund balance to meet unforeseen emergencies that may arise. Appropriate levels of unreserved fund balances vary
from entity to entity based on the relative impact of particular circumstances or financial conditions. The City of
Baytown's goal for unreserved fund balance considers factors such as bond ratings, threat of severe tropical
weather due to our proximity to the Gulf Coast, our location adjacent to the petro - chemical complexes, unforeseen
emergencies, and advice from the City's financial advisor for fiscal planning. Potential fluctuations in revenue,
and cash flow considerations between the start of the fiscal year (October 1) and the receipt of property tax
revenues in December /January also require adequate reserves. Per Council's adopted policy, the City's targeted
goal for unreserved fund balance is the equivalent of 60 to 90 days operating expenditures.
1 -13
CITY OF BAYTOWN
FINANCIAL POLICIES
BUDGET ADMINISTRATION AND DEVELOPMENT
407 DEBT POLICY
407.1 Debt Policy. The objectives of the debt management policy is to maintain the City's ability to incur present and
future debt at minimal interest rates in amounts needed for infrastructure and economic development of the City
without endangering the City's ability to finance essential City services. Debt financing may include, but is not
limited to, general obligation bonds, revenue bonds, certificate of obligation and lease /purchase agreements. The
underlying asset that is being financed should have a longer life than the maturity schedule of the debt issued for
the financing of the asset. Since issuing debt costs more to the entity than purchasing assets outright, the use of
financing will be carefully evaluated to ensure the benefits, tangible and /or intangible, derived from financing
exceed the related financing costs.
407.2 Debt Limits. The City operates under a Home Rule Charter that limits the maximum tax rate, for all City Purposes,
to $2.50 per $100 assessed valuation. Article XI, Section 5, of the Texas Constitution, provides for an overall
limitation for Home Rule Cities of $2.50 per $100 assessed valuation. (See Statistical Section Tab for
Computation of Legal Debt Margin.)
408 CAPITAL POLICY
408.1 Capitalization of an Item. An item is capitalized when it is recorded as a fixed asset and the acquisition cost is
charged to a capital asset account.
408.2 Capital Assets. This classification of an asset includes property, plant, equipment and infrastructure. Capital
assets are defined as assets with an initial cost of more than $5,000 and useful life of more than one year.
408.3 Capitalization Policy. Any asset with an acquisition cost of $5,000 or more and a useful life of more than one year
is to be capitalized. Acquisition cost includes the purchase price, transportation costs and installation. Any asset
with an acquisition cost of less than $5,000 or a useful life of less than one year is not to be capitalized. Its
acquisition cost should be charged to an operating expense. Capital Projects are capitalized if it is new
construction or if it extends the useful life of an existing fixed asset.
409 CAPITAL IMPROVEMENT POLICY
409.1 Capital Project or "Project ". As used in this charter, "capital project" or "project" means: (a) any physical public
betterment or improvement and any preliminary studies and surveys relative thereto; (b) the acquisition of property
of a permanent nature; (c) the purchase of equipment for any public betterment or improvement when first erected
or acquired. (City of Baytown Charter, Article VI, Section 56)
409.2 Power to Incur Indebtedness by Issuing Bonds, Notes, Certificates of Obligation, and Commercial Paper. The City
may incur indebtedness by issuing its negotiable bonds, revenue bonds, notes, certificates of obligation and other
commercial paper in accordance with state low to finance any capital project which it may lawfully construct or
acquire, or for any legitimate public purpose. (City of Baytown Charter, Article VI, Section 57)
409.3 Bond Ordinance; Vote Required. The City shall authorize the issuance of bonds by a "Bond Ordinance" passed by
the affirmative votes of the majority of all members of its council. Revenue bonds may be issued by the council
under the authority of Vernon's Ann. Civ. St. arts. 1111 -1118, as amended and all other applicable provisions of
law. The issuance of tax bonds must be approved by a majority of the qualified voters who are property tax payers
voting at an election called for that purpose. (City of Baytown Charter, Article VI, Section 58)
1 -14
September 10, 2015
CITY OF BAYTOWN
Honorable Mayor and
Members of City Council
City of Baytown, Texas
It is my privilege to submit the City Manager's Adopted 2015 -16 budget pursuant to Article V, Section 41
of the City Charter of the City of Baytown and relevant state law. This budget reflects a continuing
commitment to provide a high level of service to our residents and support for our outstanding team of
employees while preserving the City's long -term viability. A copy of this budget document has been
placed on file with the City Clerk and at the Sterling Municipal Library, where the public is welcome to
review it during normal hours of operation. An electronic version will also be available on the City's web
site: www.bWown.org.
Budget Approach and Strategies
This budget's theme is "Frugality in the Face of Prosperity." While the East Harris County economic
climate continues to improve, the City still faces the challenges of revenue growth lagging behind the cost
to keep pace with the needs of our city and our workforce. The ongoing expansions of the ExxonMobil,
Chevron Phillips and Enterprise Products facilities will serve as a cornerstone for our growth over the next
five years. The Chevron Phillips 1- Hexene project is complete and the new ethane cracker and expanded
Normal Alpha Olefins unit projects are well underway. ExxonMobil's steam ethane cracker construction
continues and remains slated for completion in the second quarter of 2016. Enterprise Products is
constructing a $1.5 billion Propane Dehydrogenation (PDH) unit in our ETJ just outside of Mont Belvieu
and plans for additional projects in our ETJ should benefit the City in the future. These projects and other
industrial growth will result in significant revenue enhancements through their Industrial District
Agreements (IDA), especially when ExxonMobil and Chevron Phillips renew their agreements in 2016 and
2017, respectively. The Council- approved IDA advanced funding agreements will continue to provide a
revenue stream supporting the additional Police Officers without burdening the General Fund with these
recurring costs. Eighty percent of the funds advanced in the first three years will be incrementally repaid
over a three year period after IDA renewals when our revenue streams should be greatly enhanced. The
leadership of our City Council has positioned Baytown to support the impact of our growth with 17 public
safety positions added in 2012 -13 and 12 more in each of budget years 2013 -14 and 2014 -15. Negotiations
with Police are ongoing for their increase to be effective January 1, 2016. The contract with the Fire
membership is for two years with a 6% increase that was effective January 1, 2015 and will be effective
January 1, 2016. FY2015 -16 will be the third year of a three -year compensation plan to align our
2401 Market Street P.O. Box 424 Baytown, Texas 77522 -0424 (281)422 -8281 Fax (281)420 -6586 bWown(a),baytown.org
2 -1
employee compensation with a very competitive market. This budget includes an average 3% merit salary
increase for non -civil service employees
The ongoing desire to hold the line on taxes coupled with the need to support our most important resource,
our employees, takes us into the next phase of compensation improvement. I am pleased to present a
budget which continues our service level improvements, provides an average 3% merit based salary
increase for our non -civil service employees, does not increase the employee cost for health care premiums
and in fact provides employees a health insurance premium holiday of a month's premiums as a way of
sharing the health insurance fund's fiscal success with employees. Furthermore, the Water and Sewer
budget includes no rate increase.
The top priorities established in the 2015 -16 budget are:
• Provide outstanding Customer Service to our citizens and visitors through efficient delivery of
essential services;
• Continue to enhance and improve public safety in Baytown;
• Continue capital project and bond programs to improve traffic safety and vehicular flow;
• Ensure our infrastructure keeps pace with demands of our growth;
• Attract and retain the highest quality workforce and provide competitive employee benefit
programs;
• Continue quality of life and infrastructure maintenance and improvement programs;
• Continue economic development in all areas of our community; and
• Ensure long term financial integrity — matching recurring revenues to recurring expenditures
and maintaining adequate working capital reserves.
• Begin strategic planning for the fiscal year 2016 -17 budget on October 1, 2015
Employee Compensation
Our employees are our most valuable asset. We have emerged from the economic recession that caused us
to fall behind where we would like to be with our compensation programs. The lack of revenues made it
very difficult to provide needed salary increases for our employees, many of whom have experienced
increased workloads from our growth. Interim measures were taken to support our team members while
we waited for recovery. The 2011 -12 budget included a 5% bonus program and the 2012 -13 budget
provided a 4% across - the -board pay raise for our employees. In 2013 the Human Resources department
completed a compensation study to help us develop a plan to return our compensation system to market
competitiveness. As we work to re- establish our marketplace competitiveness, we have made a significant
change in how we look at compensation. We redefined the market as cities in Texas from 80,000 to
300,000 population levels in the Houston, Dallas -Fort Worth and San Antonio metropolitan areas. This is
a significant change that we knew would reflect greater disparity from market than our previous
comparison cities. This change was warranted because Baytown is in competition for the top talent in this
statewide arena. Because we want high quality employees at all levels in all departments, we are using the
same market for all city positions throughout the organization. These philosophical changes also make the
task of getting our employees to market compensation even more challenging. Now that we have all of our
employees within the new salary ranges we need to work on placing them correctly within the ranges. This
budget includes an average 3% merit -based salary increase for all non -civil service employees. This
program of meaningful merit increases should keep us competitive in the market. This year's budget also
does not increase the employee portion of our healthcare insurance costs, and in fact provides for an
2 -2
employee "health insurance premium holiday" which will allow employees to share in the fiscal success of
their health insurance program by eliminating one month of health insurance premiums for employees.
All Funds
The total expenditures for all budgeted funds are $164,599,090 which is an increase of $5,241,048
compared to the current year budget. Summaries of the appropriations compared to this year are:
Fund
2014 -15 Adopted
Budget
2015 -16 Adopted
Budget
Increase
(Decrease)
% Increase
or (Decrease)
General Fund
$75,648,897
$82,341,247
$6,692,350
8.85%
General Debt Service Fund
16,270,553
14,454,064
(1,816,489)
(11.16 %)
Hotel/Motel Fund
1,364,818
1,276,832
(87,986)
(6.45 %)
Aquatics Fund
3,637,141
3,351,350
(285,791)
(7.86 %)
Water & Sewer Fund
36,314,665
42,063,118
5,748,453
15.83%
WWIS Fund
16,259,495
11,386,647
(4,872,848)
(29.97 %)
Sanitation Fund
5,037,046
5,282,871
245,825
4.88%
Storm Water Fund
1,367,987
1,786,551
418,564
30.60%
Central Services Funds
3,457,440
2,656,410
(801,030)
(23.17 %)
Total Budgeted Funds $159,358,042 $164,599,090 $5,241,048 3.29%
General Fund
The General Fund is our principal operating fund and accounts for many of the City's services, such as
Police, Fire & EMS, Health, Streets & Drainage, Traffic Control, Engineering, Parks & Recreation,
Library, Planning & Development Services, etc.
The General Fund budgeted revenues of $72,844,684 are 2.7% more than the current year's budget
primarily due to increases of $910,771 in Sales & Use Taxes, $618,950 in Industrial District Agreement
payments and $519,766 in Property Taxes. Licenses & Permits increased by $68,400 due mainly to
expanded commercial development fees and fee increases. Miscellaneous revenues are down $99,001 due
discontinuance of passport issuance at the Library and a reduction in land rental of $20,000. Transfers in
from other City funds are down $1,173,293 due to elimination of the Storm Water transfer and a reduction
of the transfer from the Water & Sewer Fund.
Total expenditures for the 2015 -16 General Fund budget are $82,341,247, an increase of $6,692,350 or
8.85 %. The full year cost of salary increases along with the expansion of public safety services creates a
significant impact on expenditures in the General Fund.
2 -3
FY2015 -16 General Fund Expenditures by Function*
Public Safety
56%
Public Works
6%
* Excludes Capital and Transfers out
Comparison to Previous Budgets
ealth & Welfare
4%
ilture & Leisure
9%
General
Government
25%
The budget has been prepared to provide core programs and services. The General Fund budget reflects an
8.85% increase over the 2014 -15 budget. A historical comparison of General Fund budgets follows:
Water and Sewer Fund
This rate - supported fund operates the water and wastewater utilities for the City. The cost of providing
services is financed primarily through user charges. Total expenses for the 2015 -16 budget are
$42,063,118, an increase of $5,748,453 or 15.8% from the current budget. Operating expenses decreased
$296,490 or 1.2% and the non - recurring expenses increased $6,044,943 or 51 %. The primary increases are
services, $650,588 for electricity and special services. In non - recurring expenses, a $5.4 million increase
in the transfer to the Water and Sewer CIP Fund will be made, allowing us to allocate $8,430,000 on a pay -
as- you -go basis to a number of water and sewer related capital projects.
2 -4
General Fund Expenditure
Budgets
$85
$80
$75
$70
$65
o $60
$55
$50
$45
$40
$35
$30
N
N N N N N
N N
N OHO
"O [V
Water and Sewer Fund
This rate - supported fund operates the water and wastewater utilities for the City. The cost of providing
services is financed primarily through user charges. Total expenses for the 2015 -16 budget are
$42,063,118, an increase of $5,748,453 or 15.8% from the current budget. Operating expenses decreased
$296,490 or 1.2% and the non - recurring expenses increased $6,044,943 or 51 %. The primary increases are
services, $650,588 for electricity and special services. In non - recurring expenses, a $5.4 million increase
in the transfer to the Water and Sewer CIP Fund will be made, allowing us to allocate $8,430,000 on a pay -
as- you -go basis to a number of water and sewer related capital projects.
2 -4
A capital improvement initiative seen as critical for the growth and development of the City is utility
infrastructure. Current and active projects detailed in this document represent over $125 million in
improvements from 2002 through 2018 with over $110 million completed to date. Projects in this category
include development and redevelopment of wastewater treatment plants and lift stations, water and sewer
line rehabilitation, line extensions, new construction and rehabilitation of water towers, and water well
replacement.
Wastewater Operations continues to address repairs to or replacement of private service lines through the
Private Sewer Lines Inspection Program (PSLIP) initiated in 2007. As lines are inspected, homeowners
are notified of required improvements and given one year to take corrective action. This program's
continued success is critical to addressing the effects of inflow and infiltration within the sewer system.
Sanitation Fund
This fund accounts for collection of residential refuse, brush and white goods, the yard waste management
program and recycling activities. The Sanitation Fund currently provides the following services:
• Curbside collection of residential garbage/heavy trash, twice /week (Waste Management);
• Curbside recycling, once /week (Waste Management);
• Curbside collection of brush and limbs, once /month (City);
• Green Center — Recycling, open 4 days /week (Waste Management /City);
• Green Center — Drop -off, open 4 days /week (City).
The very successful, expanded recycling program that places 65 gallon or 96 gallon carts at all single
family residences is in place in all neighborhoods in Baytown. No monthly rate increase for any Sanitation
Fund activity is included.
Taxes, Rates and User Fees
As we have persevered through the recent difficult economic circumstances, every effort was made to limit
the financial burden on our residents. The City's estimated property tax valuations continue to increase.
Total taxable property values are expected to increase from $2,781,488,991 in tax year 2014 to
$3,004,519,706 in tax year 2015 with no property tax rate increase included.
The 4.3% increase in property tax revenues plus the 2% increase in IDA revenues comprise 17.1% and
43.6% respectively of General Fund revenues. IDA payments are received in lieu of ad valorem taxes in
exchange for the City not annexing specific properties during the seven -year terms of the contracts. Key
provisions of the current IDA policy include a rate increase ranging from 61% to 64% of the property's fair
market value over the life of the agreement and added value adjustments in contract years five through
seven. The new model IDA policy is currently in development, the results of which may fundamentally
change contract valuations into the future.
There is no rate increase included for water and sewer or solid waste /recycling fees in this budget.
2 -5
Use of Fund Reserves
The City's adopted policy for General Fund Balance is to maintain the equivalent of 60 to 90 days of
operating expenditures in ending Fund Balance. The ending fund balance of $11,829,842 projected for the
2015 -16 budget represents 60 days of operating expenditures. Past practice has been to calculate days on
total expenditures, not operating (recurring) expenditures, whereas this year funds in excess of 60 days
have been transferred to CIPF for funding of capital projects on a pay -as- you -go basis. While this new
method effectively reduces the amount required to be held in fund balance, these reserves are crucial for
unplanned emergencies such as hurricanes and other natural disasters. In 2008 the City Council authorized
the use of $5 million in General Fund Balance reserves just days after Hurricane Ike. These reserves are
one reason we had such a rapid and successful recovery; the ending fund balance resulting from this budget
provides a reserve level 240% higher than General Fund Balance reserves utilized in that recovery effort.
Economic Development
The City maintains a mutually beneficial partnership with the Baytown Area/West Chambers County
Economic Development Foundation (EDF) to enhance the City's ability to recruit businesses that create
jobs. The availability of Municipal Development District (MDD) funds is crucial to providing the
resources necessary for this endeavor. Programs funded by the MDD include development of new and
expansion of existing businesses, acquisition of property for economic development incentives and
continued support of the EDF operations and special programs. Of special interest as this budget was
developed was the announcement of plans to redevelop the 1,200,000 square foot San Jacinto Mall into a
roughly 1,000,000 square foot open air shopping center. While demolition and reconstruction is expected
to take up to five years, this project should reestablish this mall as the premier shopping destination in East
Harris County and provide substantial long term economic benefits to the City and surrounding
community.
Capital Improvement Program — 2007 Voted GO Bond Funds Now Complete
The City Council, Administration and Citizens agree that maintaining and improving the facilities and
infrastructure within the City are vital to our growth and development. In November 2007, the voters
overwhelmingly approved five initiatives that provide improvements in streets, sidewalks, drainage, public
safety, parks, recreation and overall City beautification. A total of $69,000,000 of General Obligation
Bonds (GOs) have been sold over the first five years of the 2007 program. In light of the stronger state of
the economy and continuing favorable interest rates, the City issued the remaining $10.15 million of GOs
in 2014 -15. This completed the issuance of bonds authorized by voters. These funds provide the balance
of funds needed for construction of the new 9 -1 -1 Center and provide matching funds for joint venture
transportation projects and upgrades to our radio system.
2 -6
Conclusion
Our community is in the midst of an exciting growth period and our organization is responding. In past
years our focus was on stimulating and managing growth while balancing the need to preserve the
excellent quality of life in our community in light of reduced revenue resources. Now we are able to
expand our quality of life /public safety initiatives while continuing to stimulate growth, development and
redevelopment which will support and improve our community in the future. We will continue to engage
our citizens and stakeholders to strategically invest in efforts to strengthen our community.
The City budget is the ultimate partnership among City Council, staff, citizens, local industry, business
owners, customers and other partners in the Baytown community. We have been very successful in the
face of tough economic times over the past several years and I believe great times for Baytown have
arrived and will be here for years to come. This budget reflects a balanced approach of minimizing impacts
to our citizens and customers while providing funding to enhance and maintain public safety/quality of life
initiatives, fostering economic development, and addressing the immediate requirements for compensation
necessary to attract and retain a quality workforce.
The development of this budget was made possible through the knowledge and contributions of many
individuals on our staff. I wish to express my deep appreciation to everyone who participated throughout
the budget process. I am proud to work with such a dedicated and collaborative group of professionals.
Respectfully submitted,
Rick Davis
City Manager
2 -7
MAJOR BUDGET ISSUES
Fiscal Year 2015 -16
The purpose of this section is to provide basic revenue and expenditure information for all budgeted funds and staff s
recommendation for funding the 2015 -16 budget.
GENERAL FUND
REVENUES
General Fund revenue is comprised of taxes, license and permit fees, intergovernmental revenues, charges for services,
miscellaneous revenues and transfers -in from other funds. The General Fund budgeted revenues are $72,844,684
which is an increase of $1,896,070 or 2.7% more than the 2014 -15 budget. The budgeted increase is primarily
attributed to increases in Sales & Franchise Taxes ($1,169,864), Industrial District Taxes ($618,950), Property Taxes
($519,766) and Fines and Forfeitures ($495,830). The revenue decreases are in Transfers In ($1,173,293),
Miscellaneous ($99,001) and Intergovernmental ($57,126).
General Fund Revenues by Sources
m Property Taxes
■ Sales & Use Taxes
FY2016
Adopted ■ Franchise Tax
■Payment In Lieu of Taxes
Estimated r Special Assessments
FY2015
-Industrial District
Licenses & Permits
Actual
■ Intergovernmental
FY2014 Charges For Services
■Fines & Forfeitures
so $10 $20 $30 $40 $50 $60 $70 $80 ■Miscellaneous
■ Transfers
MiRitrns
Property Tax
Ad valorem taxes represent 17% of total revenue for the General Fund. The implementation of the 2007 General
Obligation (GO) Bond Program approved by voters in November 2007 required the first increase in ad valorem
property tax rates since 1992. The property tax rate increase in 2008 -09 of $0.05 and in 2011 -12 of $0.035 raised the
City's total tax rate to $0.78703 and $0.82203 respectively per $100 of property value. That increase was only
allocated to the General Debt Service Fund for debt payments; therefore, large property tax revenue increases were not
realized in the General Fund. The 2015 -16 budget does not include a tax rate increase. The 2015 tax year (taxes used
to finance the 2015 -16 budget) estimated taxable assessed valuation is $3,004,519,706 which is an 8% increase in
property values of $223,030,715 as compared to the 2014 tax year. Although the certified rolls are required to be
presented to the taxing entities by July 25th or as soon thereafter as practicable, historically they have not been received
until August, September or even as late as October. These budget projections are based on certified estimates of
values as required by Texas Tax Code Sec. 26.01(c). Since this estimate of value is preliminary there may be
differences between the certified tax roll and the preliminary estimated tax levy that could impact projected revenue in
the budget. Total collections are estimated at $21,783,111 based on the preliminary property values and a tax rate of
$0.82203 per $100 valuation. The levy allocates $11,965,098 for General Fund Maintenance & Operations (M &O)
and $9,818,013 for General Obligation Interest & Sinking (GOIS) debt service.
Industrial District Payments
Industrial district payments are the largest source of revenue for the General Fund. The 2015 -16 budget includes
revenues of $31,566,433 from Industrial District Agreements (IDAs). IDA revenues comprise 43% of total
General Fund revenues. The City has entered into contracts with industries located within its extraterritorial
jurisdiction and these contracts specify payments to be made to the City in lieu of ad valorem taxes in exchange for
limited immunity from annexation of specific properties during the seven -year terms of the contracts. The City of
Baytown currently has 56 active Industrial District Agreements. Key provisions of the new IDA policy include a
staggered rate increase from 61% to 64% over the seven year life of the agreement and an additional 1% yearly public
community improvement rate will be added to the industrial district payment rate and will be available for rebate to
the company for approved beautification projects. Payments are calculated using the "base value" concept with the
value set at the higher value of January 1, 2002, January 1, 2009, as specified/and or used in a previous Industrial
3 -1
MAJOR BUDGET ISSUES
Fiscal Year 2014 -15
District Agreement between the Property Owner and the City, or the most recent certified value as of the date on
which a contract is executed. The existing contracts that have not come up for renewal compute the payments based
upon fifty to sixty percent (50 % -60 %) of the fair market value of the industry within the industrial district times the
current tax rate. The contract has a base year of 2002 or the latest certified value, whichever is greater. New, first
time IDAs include an added value clause that captures property value in excess of the base value in years five, six and
seven of the agreement by including a prorated amount of the "added" value as part of the overall value used to
determine the total industrial district payment. This proration occurs at rates of 21%, 42% and 64% respectively. The
added value clause applies to new, first time contracts and does not extend beyond each contract's initial term.
Sales & Use Taxes
Sales and use taxes provide 19% of total revenues and is the second largest revenue source to the
General Fund. Of the total sales tax rate in Baytown of 8.25 %, the State of Texas retains 6.25% and 2% is remitted to
the City. The City allocates that 2% as follows: the General Fund receives one -half of the 2% or 1 %, the Municipal
Development District (MDD) receives one -fourth of the 2% or 0.5 %, the Street Maintenance Fund (SMF) receives
one - eighth of the 2% or 0.25 %, and the Baytown Crime Control and Prevention District (CCPD) and the Baytown Fire
Control, Prevention and Emergency Medical Services District (FCPEMSD) both receive one - sixteenth of the 2% or
0.125% each. Because of the steadily improving local economy, the 2015 -16 budget projection reflects an increase in
sales tax revenue of 6.8% over current year budgeted amounts.
Franchise Tax
Franchise Taxes are projected at $3,900,000, an increase of $259,093 compared to the 2014 -15 budget. Electric
Utility franchise taxes comprise 68% of budgeted franchise tax revenues, up $117,093 or 5% from the current year.
Telephone franchise tax revenues have decreased steadily in prior years due to the increased usage of cell phones
instead of land lines, and adopted revenue on this line item again represents a decrease from the current year budget.
Natural Gas franchise tax revenues, down in recent years due to lower natural gas prices, appear to have stabilized and
we project $95,000 more in this revenue stream than budgeted currently. Cable TV franchise taxes are projected to
increase 1.9% ($12,000) from the current year.
Licenses & Permits
The budget includes Licenses & Permits revenue of $1,405,550 which is $68,400 (5.1 %) greater than the 2014 -15
budget for this category. The increase is attributed to expanded building and development activity and fee increases.
Licenses and permits constitute 1.9% of total General Fund revenue.
Intergovernmental Revenues
Intergovernmental revenues of $606,562 are estimated to decrease $57,126 from the 2014 -15 budget, due primarily to
elimination of $60,000 in Federal Emergency Management Administration (FEMA) revenue included in the 2014 -15
budget. Intergovernmental revenues represent 0.8% of total General Fund revenue.
Charges for Services
Charges for Services are projected at $1,962,380 which is $313,180 more than the 2014 -15 budget. Charges for
Services are primarily revenues received from ambulance service ($1,700,000). This category comprises 2.7% of total
General Fund revenue.
Fines and Forfeitures
Fines and forfeitures of $2,692,330 are comprised of revenues from the traffic safety enforcement activities through
the Municipal Court of $2,300,000 and Motor Carrier Violations of $350,000 with $42,330 derived from Library fines.
This revenue source represents 3.7% of General Fund revenues.
Miscellaneous
The largest single component of miscellaneous revenue is investment interest earnings, and while the City's
investment returns have improved over the prior year due to diversification, the low investment rate environment
persists. Miscellaneous revenues budgeted for 2015 -16 are estimated to decrease $99,001 from the current budget
year, resulting from elimination of the passport issuance program at the Library and reduced rental income to the City.
Operating Transfers In
Operating transfers in are decreasing $1,173,293 from the 2014 -15 budget and represent 4.5% of General Fund
revenues. The decrease is primarily due to elimination of transfers to the General Fund from the Storm Water Fund
and reduction of Water and Sewer Fund transfers. The Storm Water Fund transfer elimination will allow projects to
3 -2
MAJOR BUDGET ISSUES
Fiscal Year 2014 -15
be funded directly from that fund rather than reimbursing the General Fund for the portion of eligible expenditures for
activities required by the City's Federal storm water permit.
EXPENDITURES
The purpose of this section is to give a general description of the major functional areas in the General Fund and
describe the changes within them. Included in these expenditures are any new /expanded programs, continuing
programs and capital purchases.
The General Fund accounts for all municipal activities except for those required to be accounted for in another fund.
Police, Fire, Emergency Medical Services, Health, Public Works, Parks, Library, etc. are funded within the General
Fund. Total expenditures for the 2015 -16 budget are $82,341,247, an increase of $6,692,650 (8.8 %) over the current
year budget. Increases in overall expenditure categories include Transfers Out — CIPF ($6,808,800), Personnel
Services ($1,741,868), Services ($311,773), Operating Transfers Out ($58,676) and Contingency ($27,000).
Expenditure reductions, compared to the current year budget, are Capital Outlay ($1,810,193), Sundry ($35,139) and
Maintenance ($13,215).
General Fund Expenditures by Function
I
Adopted ■ General Government
FY2016
■ Public Safety
Estimated Public works
FY2015 ■Health &welfare
Culture & Leisure
Actual
■ Capital
FY2014 Transfers Out
$0 $10 $20 $30 $40 $50 $60 $70 $80 $90
Billions
Personnel Services
The increase in personnel services expenditures in the 2015 -16 budget reflects several factors. Step pay increases for
Police and Fire civil service will be honored pursuant to established salary pay grade schedules based on years of
service. Non -civil service employees will be subject to a merit -based compensation adjustment as we move into the
third year of our market equalization program.
As in past years, the City and its employees will continue to share responsibility and work together to reduce
healthcare costs. Last year the City expanded its wellness clinic due to a desire to strengthen its utilization rate and for
2015 -16 the City is pleased to be able to offer employees a Health Care Holiday from one month of health care
insurance premiums. This holiday lets employees share in the excellent fiscal performance of the Health Care Fund by
reducing their contribution to that fund for one month of the upcoming fiscal year. Retirees over 65 continue to be on a
Medicare supplement which provides them with equal or better coverage at a lower cost. The City no longer offers
retiree insurance coverage for any employee who started employment with the City after January 1, 2010. No premium
increase for employees or retirees is planned.
3 -3
MAJOR BUDGET ISSUES
Fiscal Year 2015 -16
General Fund Expenditures by Type
■Personnel Services
■ supplies
Adopted Wlblaintmance
FY2016
■ Services
Estimated ■ Sundry
FY2015
■1�liscellaneous
operating Transfers
Actual out
FY2014 ■ Capital Outlay
■ Transfers Out - CIPF
$o $10 $20 $30 $40 $50 $60 $70 $80
■ Contingency
Minwns
INFRASTRUCTURE AND CAPITAL PROJECTS
The City Council, Citizens and Administration agree that maintaining and improving the facilities and infrastructure
within the City is vital to its growth and development. In November 2007, the voters overwhelmingly approved five
initiatives that are providing improvements in the following areas: streets; sidewalks; drainage; public safety; parks,
recreation and beautification. The full amount of the 2007 authorization of $79,975,000 in General Obligation Bonds
(GO's) have been sold through the 2014 -15 budget year. The City will continue to monitor and assess the cash flow of
projects and as necessary adjust the project schedule.
Utility Capital Improvements - Another capital improvement initiative seen as critical to the growth and
development of the City is the utility infrastructure. Current and active projects detailed in this document represent
over $125 million in improvements from 2002 through 2018. Projects in this category include development and
redevelopment of wastewater treatment plants and lift stations; water and sewer line rehabilitation; line extensions;
new and rehabilitation of existing water towers; and water well replacement. The City issued $11 million in
Certificates of Obligation (COs) in 2013 -14 to provide funding for these projects. Additional ongoing projects that will
improve the City's utility infrastructure include the hardening of lift stations and other water and sewer facilities
throughout the City. These projects are funded by grants and are budgeted in excess of $17 million.
Street Maintenance Improvements — Funded by a dedicated sales tax which was reauthorized for a second time in
2011 and is up for another reauthorization in November 2015, the Street Maintenance Fund provides a critical program
to address the maintenance of city streets in sub - standard condition. Represented in the current program is additional
funding for Asphalt Base Restore /Mill and Overlay ($901,000); Crack Seal and Joint Repair ($100,000); Concrete
Street Repair ($1,600,000); Street Striping ($200,000); and new Capital Project Initiatives ($900,000).
General Capital Improvement Program Fund (CIPF) — This fund is used to provide for various projects and is
primarily funded with a transfer from the General Fund as well Contributed Capital for specific projects. Major
recurring programs reflected here include funding for the CIP Project Management ($307,164) and Building
Demolition ($468,525). A major portion of the transfer from the General Fund in the 2015 -16 budget year is for the
San Jacinto Mall ($5,500,000) and 911 Center ($1,100,000) projects. Funding has been captured here from the
Fire /EMS Special District to provide for Phase II of the Fire Training Grounds Facility ($1,711,538) and Fire Radio
Replacement ($689,139). Other projects include Goose Creek Trail ($150,000), Marina Over - dredging Costs
($500,000), Quiet Zone ($255,602), Town Square Project ($238,853) and Improvements to Spur 330 Feeder Road
($1,007,123). Also budgeted is $1,000,000 for New Capital Project Initiatives that may be identified during the
budget year.
ECONOMIC DEVELOPMENT
Increasing the retail base within the City of Baytown is crucial to the ability of the City to develop and provide the
resources necessary to support the development. The addition of new and the retention of existing retail facilities not
only enhances the tax base of the City, but it also creates jobs for our citizens which in itself creates a positive
economic impact.
3 -4
MAJOR BUDGET ISSUES
Fiscal Year 2014 -15
The City maintains a mutually beneficial partnership with the Economic Development Foundation (EDF) to enhance
the City's ability to recruit businesses that create jobs. The availability of Municipal Development District (MDD)
funds is crucial to providing the resources necessary for this endeavor. Programs funded by the MDD include
development of new and expansion of existing businesses, acquisition of property for economic development and
continued support of the EDF operations and special programs.
RESERVE LEVELS
In order to maintain fiscal stability, governmental entities maintain a General Fund unrestricted fund balance to meet
unforeseen emergencies that may arise. Appropriate levels of unrestricted fund balances vary from entity to entity
based on the relative impact of particular circumstances or financial conditions. The City of Baytown's goal for
unrestricted fund balance considers factors such as bond ratings, threat of severe tropical weather due to our proximity
to the Gulf Coast, our location adjacent to the petro - chemical complexes, unforeseen emergencies, and advice from the
City's financial advisor for fiscal planning. Potential fluctuations in revenue, and cash flow considerations between
the start of the fiscal year (October 1) and the receipt of property tax revenues in December /January also require
adequate reserves. The City's targeted goal for unrestricted fund balance, per adopted resolution, is the equivalent of
60 to 90 days operating expenditures. The General Fund ending balance of $11,829,842 projected for the 2015 -16
budget represents 60 days of operating expenditures. The 2015 -16 budget will again use a portion of the fund balance
to fund some of the non - recurring expenditures as follows:
Total revenues $72,844,684
Less recurring expenditures (72,517,467)
Revenues available to fund non-
recurring expenditures 327,217
Total non-recurring expenditures (9,823,780)
Decrease in fund balance ($9,496,563)
The Governmental Accounting Standards Board (GASB) issued Statement 45, entitled Accounting and Financial
Reporting by Employers for Postemployment Benefits Other Than Pensions. The statement addresses how state and
local governments should account for and report their costs and obligations related to post - employment healthcare and
other non - pension benefits, commonly referred to as other post- employment benefits, or OPEB. Baytown
implemented GASB 45 in FY2009.
The City is currently on a pay -as- you -go option for its OPEB liability. To help limit the liability, the City no longer
offers retiree health insurance coverage for any employee who starts employment with the City after January 1, 2010.
GENERAL DEBT SERVICE FUND
The General Debt Service Fund accounts for the payment of principal and interest on general long -term liabilities paid
primarily by taxes levied on property within the City. The current debt service allocation for 2015 -16 is $14,454,064,
consisting of $9,406,293 in principal, $4,997,771 in interest and $50,000 for fiscal agent fees.
Tax revenues are projected to be $10,363,013. Transfers of $3,987,341 from the Wastewater Interesting and Sinking
Fund provides for servicing of debt related to water & sewer infrastructure and $426,713 from the Municipal
Development District covers a portion of the debt for the Pirates Bay Water Park.
HOTEL/MOTEL FUND
This fund accounts for the use of Hotel/Motel Occupancy tax revenue generated by the City's twenty-two hotels. The
Hotel Occupancy Tax (HOT) is calculated by the hotel /motel based on 7% of their taxable receipts and remitted to the
City on a quarterly basis. These revenues must be spent to promote or encourage tourism and/or convention delegates.
Eligible expenditures to promote tourism include establishing or enhancing a convention center; administrative cost
for facilitating convention registration; tourism - related advertising and promotions; and tourism- targeted programs
that enhance the arts, historical restoration or preservation programs.
The distribution of hotel /motel tax revenue is specified by state law. At least 1% of the 7% occupancy tax annual
revenue must be spent on advertising and general promotion of the city and its vicinity. The city is prohibited from
3 -5
MAJOR BUDGET ISSUES
Fiscal Year 2015 -16
spending more than the greater of 15% of the hotel occupancy fund balance or 1% of the 7% occupancy tax annual
revenue for development or enhancement of arts programs. Expenditures for historical purposes are limited to a
maximum of 50% of the annual hotel tax revenue collected, if the municipality does not allocate any hotel occupancy
tax revenues for convention /civic center purposes. Since Baytown borders an estuary or bay with a population less
than 80,000 we are eligible to utilize not more than 10% of the revenue derived from the hotel/motel revenue fund
balance for maintenance, improvement and operation of parks and facilities that serve the purpose of attracting visitors
and tourists to the City, as long as funds expended for promotional activities do not fall below the average annual
expenditures of the prior three years. Any expenditure must be consistent with one of the categories noted and serve to
promote tourism, conventions and the hotel industry.
REVENUES
The 2015 -16 budgeted revenue from hotel occupancy tax of $1,200,000 represents an increase of $200,000 over the
current year budget due to rising occupancy rates. It is anticipated that those occupancy rates will continue to rise with
the current construction projects in and around the City. The budget also includes interest earnings of $3,500 for total
revenue of $1,203,500.
Hotel/Motel Occupancy Tax Revenues
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
Actual FY2014 Estimated FY2015 Adopted FY2016
EXPENDITURES
Total expenditures budgeted for the Hotel /Motel Fund are $1,276,832, a decrease of $87,986 or 6.5% as compared to
the current year budget. The majority of this decrease results from Capital Outlay ($147,000) and Contingency
($80,000) and is offset by Sundry & Other increasing by $125,000 to fund a new initiative of grant partnerships. The
City's Tourism Coordinator and Marketing Specialist continue to be fully funded in the 2015 -16 budget.
• 4"' of July Celebration ($221,373) — The celebration is a source of tourism bringing people from outside the
community to the City. The total cost of the celebration includes a fireworks display, live entertainment, sound
and lights, security and personnel, supplies, advertising and other.
• Promotion and Advertising — The budget includes $1,050,498 for public relations activities, advertising and
promoting tourism for events that are designed to bring out -of -town visitors to Baytown. Tourism advertising
includes the advertisement of City- sponsored events such as the 3rd and 4d' of July Festival, Grito Fest, Nurture
Nature Fest and general promotion of all tourism venues in Baytown.
• Continuing for the 2015 -16 budget is the method the city utilizes to distribute its HOT funding to outside entities.
A new application process was instituted for the Baytown Tourism Partnership Grant Program in 2013 -14. This
program's allocation for the 2015 -16 budget year is $125,000. Outside organizations compete for these dollars
based on their ability to bring in tourists and promote the Baytown convention and hotel industry.
• Funding for $7,000 is contained in the budget for maintenance of the promotional web page for the City of
Baytown. This website is dedicated to providing information to potential visitors to promote tourism.
• Annual Cleanup of Bays, Waterways & Estuaries — The budget includes funding of $114,145 for the annual
cleanup of bays, waterways and estuaries throughout Baytown. The current locations for this cleanup and
00i
MAJOR BUDGET ISSUES
Fiscal Year 2014 -15
maintenance include Bayland Marina, WC Britton Park, Goose Creek Park, the Baytown Nature Center,
Bicentennial Park and Roseland Park.
• Summer Concert — Grito Fest — This allocation of $64,479 will fund a concert to include staged entertainment,
food and beverage booths and security.
• Nurture Nature Fest and Great Goose Fest — Events for $28,700 are aimed at tapping the eco- tourism market and
showcasing the Baytown Nature Center and the Eddie V. Gray Wetlands Recreation and Education Center.
HoteVMotel Budgeted Expenditures
$1,404,000
$1,054,000
• Bay Communities
$700;000 ■Historical
■Promotional
$350,000 4rts
$-
Actual FY2014 Estimated FY2015 Adopted FY 2016
AQUATICS FUND
REVENUES
In June 2010, the City opened the Pirates Bay Water Park, a Caribbean themed 3 -acre water park. In May 2011 the
Calypso Cove Water Park opened in N. C. Foote Park. Both are operated by the Baytown Parks and Recreation
Department. With the expanded waterpark now operating, 2015 -16 revenues for Pirates Bay and Calypso Cove are
projected to be $3,026,300, down from $3,233,300 in the current budget.
EXPENDITURES
The 2015 -16 budgeted expenditures for the Aquatics Fund which includes Pirates Bay Water Park and the Calypso
Cove total $3,351,350 and includes $440,500 for capital outlay at the Water Parks.
Pirates Bay Water Park opened for the season in May and staff estimates that attendance will be 178,000 for the
current season. The new rate structure that went into effect in 2014 -15 is designed to provide sufficient revenues to
cover annual operations and maintenance costs of $2,439,683, as well as continuing the practice of allocating a dollar
from each ticket sold to a capital replacement fund which for 2015 -16 is projected to be $178,000.
The Aquatics Fund will transfer $71,167 to the Water and Wastewater Interest and Sinking Fund, continuing funding
of debt service for the Pirates Bay expansion begun in the 2014 -15 year.
WATER AND SEWER FUND
This fund accounts for the water and wastewater utilities for the City in a manner similar to private business
enterprises, where costs of providing services are financed primarily through user charges.
REVENUES
Water Volume — The 2015 -16 budget estimates water sales of $18,354,390 based on an average usage of 12.5 million
gallons per day (MGD). Fluctuations in rainfall amounts can significantly impact actual sales. No rate increase is
adopted for the 2015 -16 budget.
3 -7
MAJOR BUDGET ISSUES
Fiscal Year 2015 -16
The rate structure includes a "Customer Charge" of $3.62 per account inside the City and $7.24 outside the City,
applied to all customer types, to recover the current costs of meter reading and maintenance, billing, and other
customer service functions of the system. The "Base Facility Charge" is based upon meter size for all Non -
Residential, Irrigation, and High - Volume User accounts and per physical dwelling unit for Single- Family and Multi -
Family residential accounts. No monthly consumption allowance is included in the "Base Facility Charge." Single -
Family Residential and Irrigation accounts are calculated using an inclining block, conservation rate structure.
Residential sewer has a 12,000 - gallon cap. The Water and Sewer Rates for the current and new budget year are
depicted on the following table.
The Water and Sewer Rate Table:
Service
Rates Effective
Individually Metered Single-Family Residential
FY2015 & FY2016
Inside City
Water Monthly Customer Charge
$ 3.62
Water Monthly Base Facility Charge
$ 7.53
Water consumption rates:
Up to 2,000 gallons per unit
$ 2.57
Between 2,001 - 6,000 gallons per unit
$ 5.60
Between 6,001 - 12,000 gallons per unit
$ 6.71
Between 12,001 - 18,000 gallons per unit
$ 8.74
Use over 18,000 gallons per unit
$11.36
Sewer Monthly Customer Charge
$ 3.62
Sewer Monthly Base Facility Charge
$ 7.53
Sewer consumption rates:
Up to 2,000 gallons per unit
$ 2.60
Between 2,001 — 12,000 gallons per unit
$ 5.63
Outside City
Water Monthly Customer Charge
$ 7.24
Water Monthly Base Facility Charge
$15.05
Water consumption rates:
Up to 2,000 gallons per unit
$ 3.86
Between 2,001 - 6,000 gallons per unit
$ 8.39
Between 6,001 - 12,000 gallons per unit
$10.09
Between 12,001 - 18,000 gallons per unit
$13.10
Use over 18,000 gallons per unit
$17.04
Sewer Monthly Customer Charge
$ 7.24
Sewer Monthly Base Facility Charge
$15.05
Sewer consumption rates:
Up to 2,000 gallons per unit
$ 3.91
Between 2,001 — 12,000 gallons per unit
$ 8.45
Volume User
Water consumption rate /1,000 gallons
$ 4.13
3 -8
MAJOR BUDGET ISSUES
Fiscal Year 2015 -16
EXPENDITURES
Total expenditures for the 2015 -16 budget are $42,063,118, an increase of $5,748,453 or 15.8 %. Highlights of changes
by object class include the following:
• Personnel related line items decreased $82,730 or 0.9 %. Personnel costs include wages, health insurance, workers
compensation and retirement.
• Supply costs are expected to decrease $759,848 or 6.6% primarily due to an anticipated volume reduction of
treated water purchased from BAWA. The treated water expense of $10,000,000 represents 24% of the Utility's
total 2015 -16 budget.
• Maintenance decreases are $104,500 or 6.9% due primarily to less required maintenance across the spectrum of
operations.
• Services are increasing $650,588 or 0.3% due primarily to an increase in electricity costs.
• Capital outlay is decreasing $101,232 or 21% based on reduced planned spending on vehicles, machinery and
equipment.
• Transfers to the CIP Fund are increasing by $5,430,000 based on current needs.
• Transfers to the W &S Debt Service Fund are increasing by $1,133,310 based on debt service requirements.
Water and Sewer Expenditures by Function
i I I m
■ General Governent
Adopted.
FY2016 ■ water Operations
Estimated Wastewater Operations
FY2015
■utility Construction
Actual
FY2014 . Transfer to Debt Service
$o $10 $20 $30 $40 $50 n Transfer to Otber Funds
Ai111nII5
WORKING CAPITAL
In order to maintain fiscal stability, governmental enterprise funds maintain a working capital balance to meet daily
liquidity needs. Appropriate levels of working capital vary from entity to entity based on the relative impact of
particular circumstances or financial conditions. The goal for Water & Sewer Fund working capital is 60 to 90 days
operating expenses. Working capital is defined as current assets (e.g. cash, investments, accounts receivable) less
current liabilities (e.g. accounts payable). Working capital of $3,972,729 or 60 days of operating expenses, is
projected as of September 30, 2016. As in the General Fund, the Water and Sewer Fund is currently on a pay- as -you-
go option for its OPEB liability. To help limit the liability, the City no longer offers retiree health insurance coverage
for any employee beginning employment with the City after January 1, 2010.
WATER AND WASTEWATER INTEREST & SINKING FUND
The debt service requirement for 2015 -16 is decreasing $4,872,848 due to lower scheduled debt service payments and
a planned drawdown of fund balance.
3 -9
MAJOR BUDGET ISSUES
Fiscal Year 2014 -15
SANITATION FUND
The Sanitation Fund accounts for collection of residential refuse, brush and white goods, the yard waste management
program, and recycling activities. The Sanitation Fund either through a contract with Waste Management, Inc. or City
crews, currently provides the following services:
• Twice per week curbside collection and disposal of residential garbage and heavy trash. (Waste Management)
• Once per week curbside recycling (Waste Management)
• Once a month curbside collection of brush and limbs. (City)
• Provision of a drop -off recycling center open 4 days per week. (Waste Management & City)
• Provision for a junk drop -off center open 4 days per week. (City)
REVENUES
The Sanitation Fund's revenues are projected to be $4,983,030, a decrease of $113,000 or 2.2 %. This decrease results
from most recent estimates of current year revenues, and a rate increase is not recommended at this time. The
recycling program places 65 gallon or 96 gallon carts at all single family residences. There is still no cost to utilize the
recycling center, which remains open to complement curbside recycling by accepting a wider range of materials (now
including e- waste) as well as recyclable materials from businesses.
EXPENDITURES
Total expenditures for the 2015 -16 budget are $5,282,871, an increase of $245,825 or 4.9% as compared to the 2014-
15 budget.
Sanitation Fund Expenditures by Type
■Personnel Services
Adopted ■ Supplies
FY2016
\[aintenance
Estimated ■ Services
FY2415 :A Sundry
Actual
■ Capital Oufla%
FY2014 Transfers Out
wpm
$- $1 $2 $3 $4 $5 $6 ■ Contingency
Millions
WORKING CAPITAL
In order to maintain fiscal stability, governmental entities maintain a working capital balance to meet daily liquidity
needs. Appropriate levels of working capital vary from entity to entity based on the relative impact of particular
circumstances or financial conditions. The Sanitation Fund is primarily a fee -for service fund and the working capital
requirements are not as stringent since most costs are not incurred if service delivery is interrupted. Working capital
of $502,829 or 38 days of operating expenses, is projected as of September 30, 2016.
STORM WATER UTILITY FUND
The Storm Water Utility Fund was established in order to ensure compliance with NPDES Storm Water Phase II. As
part of the Federal Clean Water Act (CWA) under the National Pollutant Discharge Elimination System ( NPDES) the
U.S. Environmental Protection Agency (EPA) has mandated that the Texas Commission on Environmental Quality
(TCEQ) establish permit guidelines, under the Texas Water Code, for Municipal Separate Storm Sewer Systems
(MS4). Phase I of the requirement included medium to large (100,000+ population) cities with Phase II including
those cities of less than 100,000 populations. There are two ways for a city to comply: (1) file for an individual
NPDES permit; or (2) participate with a Texas Pollutant Discharge Elimination System ( TPDES) General Permit. The
3 -10
MAJOR BUDGET ISSUES
Fiscal Year 2015 -16
second option is far less expensive and provides greater coverage by the State program. The State has completed the
implementation of the General Permit program and Council has begun adopting the necessary ordinances and rules for
compliance. Our Storm Water Program is operated under both the EPA and State guidelines. This was an unfunded
mandate by the USEPA and TCEQ; however, municipalities are allowed to create enterprise type funds which collect
fees to offset the costs of the program. The City has created an enterprise fund and has also received a State General
Permit to operate our Storm Water Phase II program. The Permit must be reviewed and renewed every five years to
insure continued compliance with both the USEPA and TCEQ requirements.
The Storm Water fee is a 22 -tier rate structure, with the residential tier being the largest in number. A 50¢ increase is
included in the rates, with each residential account being charged a $2.00 fee, up from the current $1.50 monthly
charge. All non - residential accounts will be charged a fee based on the single - family living unit equivalent, which is
determined by evaluating the impervious area of the property. This rate change will raise available revenue in this
fund from $1,200,000 in the current year to $1,640,000 in the 2015 -16 budget. In prior years the Storm Water Fund
transferred funds to the General Fund for completion of storm water projects; effective this year these transfers will no
longer be made. The Storm Water Fund will now fund these projects directly from this fund. Expenditures include 16
staff positions in Personnel Services ($1,083,176), Supplies ($86,550), Maintenance ($105,000), Services ($188,325),
Sundry ($1,000) and Capital Outlay ($322,500). The estimated working capital at September 30, 2016 is $380,353 or
95 days.
Adopted FY2016
Estimated FY2015
Actual FY2014
GARAGE FUND
$- $500,000 $1,000,000 $1,500,000 $2,000,000
CENTRAL SERVICES (Garage & Warehouse Operations)
nPersonnel Senioes
Supplies
R Maint enance
•Services
■ Sundry
r capital Outlay
■ Transfers Out
The Garage Fund provides motor vehicle service and repair for all City operations except Fire and Police. The Garage
Fund is supported through charges to user departments. Total expenditures for the 2015 -16 budget are $2,390,839.
A fuel surcharge of 6% is assessed to user departments that fuel at the Garage to offset fixed costs associated with
Garage operations. The fee structure for the various types of vehicles is as follows:
• Light vehicle rate (motor vehicles up to and including one ton load capacity) - $50/Hr.
• Medium vehicle and equipment rate (motor vehicles exceeding one ton capacity) - $65/Hr.
• Heavy and construction equipment rate - $8041r.
The budget for the Garage Fund is developed as a generally break even operation.
3 -11
MAJOR BUDGET ISSUES
Fiscal Year 2014 -15
Adopted FY2016
Estimated FY2015
Actual FY2014
Garage Fund Budgeted Expenditures by Type
$- $500,000 $1,000,000 $1,500,000 $2,900,000 $2,509,000
WAREHOUSE OPERATIONS
• Personnel Services
• Supplies
Maintenance
• Saviees
• Capital Outlay
The Warehouse provides common items used on a daily basis throughout the city. The Warehouse maintains and
accounts for supplies used in the field for Public Works and Parks & Recreation, office supplies used by most city
departments and vehicle parts used on the city fleet. The Warehouse is supported through operating transfers from the
General Fund and Water & Sewer Fund on a cost basis. Total expenditures for the 2015 -16 budget are $265,571, a
decrease of $747,096 due primarily to reduction of a one -time budget in the current year for water meter costs to be
purchased for resale of $750,000 driven by local development. Revenues have decreased by a like amount. Like the
Garage, the budget for the Warehouse is meant to be generally break -even.
Warehouse Fund Budgeted Expenditures by Type
■Personnel Senim
Adopted FY2016
■ Supplies
Estimated FY2415 Maintenance
■ services
Actual FY 014 ■CapitalOuiiz
5 5100:000 $200,000 $300;004
3 -12
FY 2014
-2015 UPDATE OF THE STRATEGIC ACTION
PLAN
REF
Action
FY 2014-15 Status
G
Growth Co act `
G 1
Prioritize, budget for and include in the city's
The City will continue to make water and wastewater improvements annually in excess
capital improvements program the water and
of $7,000,000 per year for the foreseeable future. In addition, the City has completed
wastewater improvements identified in the
90% design review of the new 6MGD Surface Water Treatment Plant. This plant, located
Water and Wastewater Master Plans.
on the East side of town, will have the ability to convert to alternative treatment
processes such as Desalination.
G2
Update the city's development ordinances to
Amendments, like the changes proposed for Access Management, are still being
reflect the infrastructure policies outlined in the
considered for the subdivision ordinance based on recommendations from the Mobility
Comprehensive Plan.
Plan.
G3
Identify and replace older wastewater lines
The City continues to aggressively pursue updates and preventative maintenance to the
that face infiltration problems.
City's sanitary sewer system. The minimum of $1,000,000 is spent yearly on this
rehabilitation project. This continuing project is currently on schedule, recently, initiating
neighborhood -wide pipe bursting projects at Baybrook. Engineering and Public Works
continue to proactivly and systematically address the replacement of these older City
systems. The City is currently designing for the rehabilitation and upsizing of two existing
lift stations and the installation of one completely new lift station. For example, Garth
Road lift station is being designed to allow for several new subdivisions and future growth
in that service area; San Jacinto Boulevard is under design to include new sewer lines
and a new lift station to serve the area between John Martin and Garth Road.
G4
Establish a timeline for transition of services
The City continues to monitor the debt level and economic viability of the Municipal
from Municipal Utility Districts inside city limits
Utility Districts currently in the City's ETJ in an effort to analyze and determine if annexation
to city services.
of these MUD's would be in the City's overall best interest.
G5
Establish a regular schedule for updating the
The impact fees for water and sewer were updated in 2014 and require updating every 5
city's capital recovery fee for new
years under state law. The fees will be re- evaluated in 2019.
development to ensure it reflects current costs.
G6
Prioritize and implement the
The San Jacinto Blvd. project is another example of the City's concerted effort to
recommendations established in the Master
consolidate detention and minimize the number of ponds scattered throughout the City.
Drainage and Flood Mitigation Plans by
The City will continue to emphasize regional and sub - regional detention initiatives.
coordinating with other agencies, allocating
Another example of this concerted effort is between the City and Harris County Flood
resources, and incorporating projects into the
Control for the expansion of a regional detention facility to mitigate detention
city's capital improvements program.
requirements for Rollingbrook Estates, which is a single family residential development on
the south side of Rollingbrook near Emmett Hutto.
G7
Develop drainage criteria and standards for
This has been addressed in the Master Drainage Plan. The City works with new
new developments.
developments to ensure the recommendations of the Master Drainage Plan are
implemented.
G8
Establish impact fees to assist in completing
In lieu of implementing a new impact fee for drainage, the City raised its Municipal
drainage improvements to counter the
Drainage Utility System (MDUS) fee from $0.68 per single family living unit equivalent to
impacts of new development.
$1.50. This increase now brings Baytown's MDUS fee in line with other comparable local
cities. The City will monitor the need for implementation of drainage impact fees and
will propose when necessary.
G9
Identify flood prone areas of Baytown and the
FEMA is responsible for identifying flood -prone areas and producing the appropriate
ETJ and produce maps with elevation levels
elevation maps. The flood ordinance was amended and new FIRM adopted in 2015.
for distribution to all residents.
The City is currently working on updating the floodplain layer and updating all
applicable interactive GIS maps.
G 10
Coordinate with other local, state and federal
The Engineering Department continuously coordinates with Harris County, Chambers
agencies in implementing drainage
County, and the HCFCD to identify and implement drainage improvements in both
improvements including the U.S. Army Corps of
private development and publicly- funded projects.
Engineers, Harris County, Chambers County
and the Harris County Flood Control District.
3 -13
G11
Identify properties repeatedly damaged by
The City evaluated a program for the acquisition of properties repeatedly damaged by
flooding and establish a program for
flooding and determined that it was not practical. The City works with property owners
acquisition and relocation.
to build and remodel properties in accordance with the floodplain ordinance.
G12
Identify intersections that are prone to flooding
This item has been addressed as part of the revisions to the City's Master Drainage Plan.
and propose necessary improvements.
The plan will assist staff in developing the criteria necessary to identify and prioritize flood -
prone intersection improvement projects as part of the capital improvements plan. Staff
is preparing various code amendments and a Capital Improvement Plan as
recommended by the Mobility Plan.
M
Mobility
Ml
Prepare a detailed transportation study and
The City adopted a Mobility Plan and a Major Thoroughfare Plan. Code amendments are
thoroughfare plan to identify and prioritize
being considered as part of the Mobility Plan adoption. Some of these
specific improvements.
recommendations will affect the roadway designations in the Major Thoroughfare Plan
(MTFP). The City is considering implementing a MTFP annual review in order to allow for
routine amendments.
M2
Evaluate the feasibility of implementing road
Assessment was done in the Mobility Plan. Further consideration will be given in the
impact fees to generate funding for and
future and recommendations will be presented for consideration.
recoup the costs of roadway improvements
necessitated by and attributable to new
development.
M3
Develop an access management program
The City has adopted an access management policy for non - residential development.
that provides design requirements, revised
This policy is constantly being reviewed. The Mobility Plan recommendations include
development codes, and new development
design requirements, revised development codes, and new development review
review procedures to address access
procedures to address access management issues associated with the development
management issues through the development
process. Working in conjunction with Engineering, Planning has been working to properly
process.
apply standards and to ensure they are following sound traffic principles.
M4
Adopt a comprehensive maintenance
The City currently conducts an annual, city -wide review of the street system that includes
program for area roadways that is based on a
developing a prioritized list of potential maintenance /improvement projects based on a
prioritized level of need versus making
pavement condition index rather than a district -by- district basis. Portions of the sales tax
improvements on a district -by- district basis.
revenue that the city collects are allocated to fund annual street and sidewalk
maintenance projects. A Pavement Condition Index assessment has been planned and
funded for 2016.
M5
Prepare a safety study in conjunction with the
The City has not completed the study of high risk intersections. Recommendations to
Houston - Galveston Area Council (H- GAC) to
improve intersections through access management, the subdivision code and the major
evaluate "high risk" intersections within
thoroughfare plan have been proposed by the 2013 Mobility Plan and are currently
Baytown and identify recommendations for
being considered.
improvements at those locations.
M6
Revise the city's existing development codes
The City adopted an access management policy for non - residential development. It is
to include standards and requirements for
applied to all new development. Land dedication for future road expansions are
street and development connectivity.
requested when needed. The Mobility Plan includes design requirements, revised
development codes, and new development review procedures to address access
management issues associated with the development process.
M7
Include requirements in the city's
The adopted Parks and Trails Master Plan supports future regulations that require the
development codes for installation or
installation of sidewalks and bicycle facilities during the subdivision review and approval
enhancement of sidewalks and /or bicycle
process. The requirement of sidewalks for new development and infill construction is
facilities when any new development or
included in the ULDC, building code, and subdivision regulations.
redevelopment occurs, where appropriate.
M8
Revise or adopt new cross section standards
The Mobility Plan included recommendations for cross - section standards for collectors
for collectors and arterials that include
and arterials. Amendments are being considered for the Subdivision Code and the Major
sufficient right -of -way for sidewalks and bike
Thoroughfare Plan. The cross section standards are currently being applied to newly -
lanes, where appropriate.
designed rights -of -way including San Jacinto Blvd., Santavy Rd. and Blue Heron Pkwy.
M9
Identify near -term critical needs for personal
The Parks and Recreation Department prioritized the trail /sidewalk plan to accomodate
mobility and install dual purpose
high traffic areas throughout the City and to complete as funding becomes available.
sidewalks /bike lanes to meet these needs.
The first phase included Rollingbrook, Baker, Hutto and West Main were completed.
Ward Road sidewalk was completed in 2014. Additional sidewalk projects are planned
for 2015.
3 -14
M 10
Prepare a comprehensive bicycle and
The adopted Parks and Trails Master Plan encourages sidewalks and bike lanes. The
pedestrian master plan either for the entire
Parks and Recreation Department has developed a sidewalk plan to link parks to
community or on a special -area plan basis. As
neighborhoods, schools and high traffic areas.
part of this process, consider locations in
Baytown where one or more roadways could
be "retro- fitted" to accommodate bike lanes
(as a "pilot" project to demonstrate how
neighborhoods could be better linked).
M11
Establish incentives or regulations for the
The adopted Parks and Trails Master Plan supports future regulations that require the
provision of sidewalks that connect residential
installation of sidewalks and bicycle facilities during the subdivision review and approval
and commercial developments and create
process. The requirement of sidewalks for new development and infill construction is
safe pedestrian access between homes and
included in the ULDC, building code, and subdivision regulations. Additional updates to
daily conveniences.
the subdivision ordinance will allow for further improvements and additions to roads.
L
Land Use]
Ll
Establish incentives to encourage infill
The MDD Revolving Loan Program is in place to aid in the redevelopment of vacant sites.
development or the redevelopment of vacant
Regulations concerning the use of non - conforming structures and properties are
sites /buildings.
included in the ULDC to encourage redevelopment. The Downtown Facade Program
provides a matching fund for property owners to improve their building facades in the
ACE District along Texas Avenue. The City has also used Chapter 380 Economic
Development Agreements for infill and redevelopment opportunities. In 2014, City
Council adopted the Revitalization Incentive Zone Program (RIZ) which provides
incentives for improving properties within a certain area in the City limits.
L2
Work with interested developers to assemble
Staff is continuing to work with developers and landowners throughout the development
small parcels in older areas into feasible
process with efforts to assemble and develop property while promoting the City.
,development sites.
L3
Implement the action statements in the
In 2011, the TxDOT Demonstration Project along Texas Avenue was completed and the
Downtown Master Plan: Area One to revitalize
City adopted the Arts, Cultural and Entertainment (ACE) District. The City completed
this area that is currently underutilized.
construction of a public parking lot within the ACE District and is currently moving
forward with the development of a public square with modular concession building,
restrooms and a skating rink. Two existing businesses (TSO and Cork Grinders) utilized the
City's Facade Improvement Program to update their facades. There is currently $50,000
to utilize in this year's budget for this same matching grant program. The second phase
of the Texas Ave Streetscape Project is underway, with a completion date of November
2015. Additionally, a Town Square is also under construction to further highlight the re-
development efforts in the downtown area. The Town Square has recreational
amenities, including a seasonal portable ice - skating facility.
L4
Identify areas within Baytown's ETJ where
The construction of San Jacinto Blvd, Santavy Road, and Hunt road will include utilities
public utilities and services could be extended
infrastructure and pumping systems to ensure that all development in the service areas
in a cost - effective manner and where future
can be supported effectively now and in the future.
annexation is both desirable and feasible.
L5
Update city ordinances including the Official
The Planning Department is actively presenting changes /amendments to the ULDC in
Zoning Map to ensure uses and intensities are
order to update and clarify items within the ordinance in efforts to make the document
compatible and consistent with the goals and
easier to administer. Staff if also working to update the Future Land Use Plan to ensure
policies outlined in the Comprehensive Plan.
compatible land uses as properties develop.
Lb
Establish minimum standards for the screening
Implementing screening and buffering requirements as parcels are developed and
of unattractive sites and /or buffering between
redeveloped using the standards in the ULDC.
incompatible land uses
(i.e. dense landscaping, increased setbacks,
walls /fencing).
L7
Actively assist companies in developing
The ULDC requires a 100 -foot vegetative buffer and additional setbacks surrounding new
greenbelts around heavy industry to act as a
industry. The City will continue to work with property owners of industrial uses to
natural and attractive buffer.
voluntarily establish greater buffer zones to mitigate their impact on surrounding
residential areas.
3 -15
L8
Amend the Future Thoroughfare Plan to ensure
The Mobility Plan included the Future Thoroughfare Plan. Staff is drafting revisions to the
that existing and future subdivisions are
Subdivision Code as recommended by the Mobility Plan and is proposing an
connected via collector roads that provide
amendment procedure for the Thoroughfare Plan that will facilitate annual updates and
adequate connections to community
ROW extensions.
destinations.
L9
Amend the city's subdivision regulations to
The requirement of sidewalks for new development and infill construction is included in
mandate the provision of sidewalks in
the ULDC, building code, and subdivision regulations. The adopted Parks and Trails
commercial areas to provide pedestrian
Master Plan supports future regulations that require the installation of sidewalks during the
access to these uses.
subdivision review and approval process.
L10
Establish riparian zones (vegetated corridors
The City's Watershed Protection Ordinance has effectively protected major riparian zones
along streams and rivers) consistent with state
as new development occurs. The Parks, Recreation, Open Space, Greenways and Trails
and federal standards to improve water
Master Plan suggests to add public trails along riparian corridors. The Master Plan also
quality and drainage as well as providing
addresses the issue of preserving the vegetation along the bayous so when a trail is
opportunities for public trails.
added, there should be little impact to the surroundings. The recently- adopted Future
Land Use Plan includes a Bayou /Creek Conservation area that encourages
environmental protection /development along the waterfront, creek and bayou frontage
areas, specifically along Cedar Bayou, Goose Creek, and Spring Gully.
L11
Implement coastal zone requirements with
The amended floodplain ordinance increased the freeboard from 18" to 24 ", created a
minimum set -back standards and a minimum
new Coastal AE floodzone and restricted the use of slab on grade construction for new
finished floor elevation (FFE) of 18 inches
single family dwellings in the floodplain in an effort to decrease the risk of storm surge
above base flood elevation (BFE).
and flooding.
L12
Develop and maintain a long -range
Staff has identified potential short and long -term annexation study areas. Staff is the
annexation planning map that identifies
midst of proposing a plan moving forward with three of the study areas. Each of these
potential areas for annexation in the near and
areas promote filling in "holes" that are currently not annexed but are surrounded by
longer term.
areas within or adjacent to the City limits. Such annexations protect areas of the City
and ETJ as expansion and development occurs.
L13
Establish criteria to assist staff and local
In identifying short and long -term annexation study areas, staff is evaluating whether
officials in evaluating areas to be considered
voluntary and involuntary annexation is appropriate.
for either voluntary or involuntary annexations
(i.e. population density threshold, distance
from municipal infrastructure, fiscal impacts).
L14
Identify opportunities to annex areas that do
The City is evaluating potential annexation areas that do not require a three -year
not need to be included in a three -year
annexation plan and /or that will not negatively impact or tax the City's infrastructure or
annexation plan as outlined by Chapter 43 of
land use plans.
the Texas Local Government Code.
L15
Review and revise annexation priorities with
This effort is ongoing and will be updated based on direction from the Council as well as
each annual Comprehensive Plan update to
any findings from future annexation area studies.
reflect changing growth and development
patterns within the ETJ.
L16
Revise the city's Annexation Plan as needed in
Staff is in the midst of providing additional changes to the current annexation plan. This
accordance with Chapter 43 of the Local
will involve an additional 3 -5 areas of potential movement or growth for the City. Some
Government Code (upon deciding to
of these areas are anticipated voluntary annexations but some of the areas will be
unilaterally annex an area that is not exempt
involuntary in order to meet the City's current plans for growth.
from the annexation plan requirements).
E
Economic O ortun`
El
Work with business and industry representatives
The City continues to partner with developers for infrastructure development. Santavy
to identify priority road and infrastructure
Road, San Jacinto Boulevard and Hunt Road expansions are joint efforts with developers
improvements.
expected to be completed in the near future. The projects will include water and sewer
infrastructure as well as regional- concept detention to optimize land use.
E2
Create a funding mechanism for community
Future Action.
improvements and small business
development such as a community
development corporation (CDC).
3 -16
E3
Expand public transportation options within
Harris County Transit currently offers three Baytown routes as well as connecting routes to
Baytown and between Baytown and regional
Crosby, Highlands, Barrett Station, and McNair to the north. Existing routes also connect
employment centers.
to Metro at the San Jacinto Mall Park and Ride. In the past few years, the City has
installed approximately 30 covered bus shelters along major commercial corridors and in
areas of high ridership. In partnership with Harris County, the City provides local matching
funds for operating the Baytown routes. As the population and demand for service
increases, the City and Harris County will assess the need to expand the existing routes.
E4
Launch a more comprehensive and
The Health Department continues to utilize the Community Service Worker Program with
coordinated beautification program as part of
two supervisors and 'crews' with activities seven days per week. This has allowed for
an overall campaign to improve Baytown's
additional cleanup during the week, overlapping work days and an additional two days
image.
per week for a single crew. A targeted cleanup program has identified two major
commercial / retail areas and those roadways are cleaned weekly; as the areas stabilize
the project will expand to other roadways. This enhances the Health Department's
efforts to improve beautification efforts of the City as a whole.
E5
Start an "adopt -a- neighborhood" program to
The Neighborhood Improvement Program is underway in the Middletown Addition. An
engage the community in routine clean- up
introduction letter and needs survey was sent to approximately 275 residents in the area.
and beautification efforts.
Staff received 10 responses to those surveys. The residents who responded seemed eager
to begin a neighborhood association and are willing to work on cleaning up the area.
Staff held a meeting with the residents and a neighborhood -wide trash -off on May 30,
2015. A Representative from the Police Department, Health Department and Public Works
Department attended the meeting to answer questions. The Health Department
continues to identify and work to abate property maintenance and nuisance code
violations via the Neighborhood Protection Program. The transition from the Baytown
Beautiful Advisory Committee (BBAC) to the new Keep Baytown Beautiful, Inc.
(KBB) has been completed and KBB hosted the following cleanup - related events: Don't'
Mess with Texas Trash- Off, Trash -Off Baytown Youth Art Contest, West Baytown Fall
Cleanup and Recycles Day. The Health Department continues to provide anti - litter and
beautification information to neighborhood associations, businesses and civic
organizations.
E6
Expedite the removal of abandoned and
The annual residential demolition contract is still in place with J.T.B. Services as the
vacant buildings.
contractor. This allows staff to demolish structures within 30 -35 days of the court order. In
2014, City Council adopted the Revitalization Incentive Zone Program (RIZ) which
provides incentives for improving properties within a certain area. The zone is located in
the south - central portion of the City. The RIZ is made up of two incentive opportunities:
Program 1 includes the "basic incentives," which provide waivers of certain permit fees
and impact fees. Program 2 provides property owners with the potential to earn a refund
of the City's ad valorem incremental tax increase associated with the improvements for
up to five years. To qualify for incentives on an existing structure, the construction cost has
to be equal to or greater than 20% of the assessed value of the property (per HCAD). For
new construction, a minimum investment of $65,000 for residential structures and
$100,000 for commercial structures is required. The City is taking a proactive approach to
bring abandoned buildings into conformance with City codes. A dedicated full -time
staff person is assigned to this effort and is processing properties each month in municipal
court. To expedite the demolition of structures, the City entered into an annual residential
demolition contract with a local demolition company.
E7
Identify opportunities to transform
The Parks & Recreation Department added 11 acres of land on Cedar Bayou for a future
underutilized and abandoned properties into
park site. The retention pond on Blue Heron is complete and added 16 additional acres
neighborhood parks.
of arkland to the City's park inventory.
E8
Continue working with landowners and
The Development Review Committee will continue working with landowners and
developers to identify and highlight sites well-
developers to identify and highlight sites well- suited for retail and commercial
suited for retail and commercial
development. Staff also supports the Economic Development Foundation's efforts to
development.
assist prospective developers in identifying potential sites.
3 -17
E9
Establish an overlay district for Baytown's
The Arts, Cultural and Entertainment (ACE) District was adopted in 2011. The district
historic downtown that allows for mixed uses
identifies allowable land uses that are intended to compliment the City's efforts to
and provides design guidelines for the area.
revitalize the
downtown area by promoting diverse, mixed -use development. Additionally, the new
district eliminated restrictive front and side setbacks that conflicted with the existing buill
out environment. Staff developed a set of design standards as specified in the
Downtown Design Guidelines, which the Council may consider in the future.
E10
Offer financial support for the community's
The Downtown Fagade Program provides a matching fund for property owners to
revolving loan fund to assist with
improve their building facades in the ACE District along Texas Avenue. This past year
beautification, fagade improvements on
there were no formal requests for these funds.
historic buildings and small business loans.
Q
Oucifffdf
Q1
Periodically update the city's Parks,
The Parks, Recreation, Open Space, Greenways and Trails Master Plan was completed in
Recreation, Open Space and Greenways
the Fall of 2010. The Parks and Recreation staff is continuing to implement the plan.
Master Plan to ensure that identified needs
and priorities are current and reflect future
demands based on the latest growth
projections.
Q2
Develop a long -range capital plan that
Construction has started on the new 911 /Communications building that is located off of
identifies future facility needs (i.e. public
North Main with construction completion expected in 2016. This site will share the 48
libraries, police stations, fire stations and
acre site with Parks and Recreation. The future parkland will be developed as funding
community centers) and funding sources to
becomes available.
ensure that Baytown's services and facilities
continue to meet the needs of a growing
,population.
Q3
Identify additional environmentally sensitive or
An 11 acre mitigation project is nearing completion at the Baytown Nature Center that
undevelopable lands the city could acquire
was funded and constructed by GB Biosciences. The 11 acre project was being
and preserve for public open space or
overseen by the Natural Resources Trustee Program (NRTP). The City of Baytown and the
recreational uses, such as areas adjacent to
General Land Office Coastal Management Program completed two grants in 2012 and
the bays, streams, bayous and waterways.
2013 that removed 739 abandoned derelict pilings from Tabbs Bay. The City continued
cleaning Tabbs Bay 2014; the project was paid for by the Municipal Development District
and removed an additional 534 abandoned piles. The City applied for and received a
General Land Office Coastal Management Program Cycle 19 Grant that will complete
the removal of abandoned pilings from Tabbs Bay including removing the abandoned
causeway to Hog Island during the summer of 2015.
Q4
Continue with the phased renovation of the
The Parks and Recreation Department is planning the next expansion of Pirates Bay to be
Wayne Gray Sports Complex.
ready for the 2017 summer season.
Q5
Replace the city's aging swimming pools to
The Parks and Recreation Department is planning the construction of a water feature at
ensure that these facilities are safe, well-
the new Town Square Project downtown. A future spray ground is planned for Jenkins
maintained and continue to be a community
Park.
asset for residents of Baytown.
Q6
Evaluate the feasibility of adopting
Appropriate regulatory measures required to preserve open space will be considered in
development incentives and /or regulatory
the revision to the subdivision regulations.
measures to preserve open space and
sensitive environmental areas.
Q7
Amend the city's development codes to
The Parks and Recreation Department may present City Council with a proposed
require parkland dedication or a fee -in -lieu of
Parkland Dedication Ordinance in the future. The Parkland Dedication Ordinance was
land in residential developments.
recommended with the Parks, Recreation, Open Space, Greenways and Trails Master
Plan. This issue will be considered in the revisions to the subdivision regulations. This
ordinance is currently is being worked on internally with Parks office, but the draft
ordinance is not ready for review.
Q8
Establish park development standards,
This issue will be considered in the revisions to the subdivision regulations by possibly
including criteria for proposed land
having a payment in lieu program or something similar.
dedications, for implementation through the
city's subdivision regulations.
3 -18
Q9
Undertake an updated community assessment
Update of the Parks, Recreation, Open Space, Greenways and Trails Master Plan was
of Baytown's parks and recreation amenities
completed in the fall of 2010. The Master Plan addressed citizens' needs for each park
to ensure residents' desires are reflected in
and prioritized the needs. The Master Plan also merged the data from park amenities
parks planning and acquisition.
with the information from the survey to give a better understanding of recreational
needs.
Q10
Explore ways to protect and cover park
The Parks and Recreation Department constructed two large shelters at the Wetlands
facilities from sun exposure to increase public
Center and at Central Little League Park during 2015.
use during summer months.
Q11
Work with TxDOT to develop a roadside park
Feedback from stakeholders at the local and state levels indicate that this is no longer a
along 1 -10.
viable TxDOT project due to issues with police protection, maintenance, access and
liability.
Q12
Explore the possibility of constructing an indoor
The Parks, Recreation, Open Space, Greenways and Trails Master Plan considers a state
recreational facility.
of the art indoor recreation center as a high need. The potential time frame for the
indoor recreation center would be by the year 2020.
Q13
Continue the planned extension of the Goose
Phase V of the Goose Creek Trail is currently under construction. The new trail will
Creek trail and greenbelt to the north to
connect to the Hutto Parkway Trail and to the Animal Control Facility. The project is
provide additional access to the nature trail
expected to be completed in 2015. Phase VI will connect Phase V to the Phase III trail
and to provide links to more neighborhoods,
near Bush Terrace Park. The project is scheduled to be constructed in late 2015. The
parks and schools.
Parks and Recreation Department plans for the Phase VII trail to link the Hutto Parkway
Trail north to the Home Depot area.
Q14
Develop a trail along Cedar Bayou to provide
The Parks, Recreation, Open Space, Greenways and Trails Master Plan states that there is
a north /south trail connection along the
a high level of importance on acquiring land along the Cedar Bayou Corridor. The
eastern limits of the city, with a link to the
recommended time frame for implementation is within the next fifteen years.
Goose Creek Stream trail and greenbelt.
Q15
Evaluate the feasibility of on- street bike lanes
The Parks, Recreation, Open Space, Greenways and Trails Master Plan labeled areas that
and routes that will link trails to neighborhoods,
would work for linking bike lanes to one another. The Master Plan also addressed off -
parks, schools, churches, the public library and
street trails that could be dual use with bicycles. Reviewing these plans in conjunction
civic center, museums, major employers,
with new development would accelerate these goals. Making these connections in the
medical facilities, social service agencies, and
future will benefit connectivity in the City.
other key locations.
Q16
Grow the city's library system and educational
Sterling Municipal Library added over 20,000 items to the collection in a variety of
programs to accommodate future population
formats including hardcover, paperback, magazines, graphic novels, audio - books,
growth and community needs.
DVDs, ebooks, and digital magazines. As circulation of print materials decreases,
demand for downloadable services and access to technology continue to grow.
Circulation of digital material has increased by 20 % in the past year and additional
digital materials are being added to meet the rising demand. Staff continues to provide
citizens with training on using tablets and smartphones to access library material. In the
past year staff provided over 730 hours of technology training and completed more than
88,000 reference transactions. Educational programs including weekly story times,
monthly family nights with a focus on culture and learning, and book discussion groups
for pre- teens, teens, and adults were hosted by the library. Monthly exhibits encourage
children and families to participate in hands -on learning and exploration.
Q17
Create design guidelines and development
Limited design standards are included in the ULDC. Additions to these standards may
standards to enhance the aesthetics of the
be included with some of the ordinance revisions but will need to go to both the
community.
Planning and Zoning Commission and City Council for approval. A sub - committee
regarding additional standards would be a good method to initiate something like this
in the future.
Q18
Identify important community "gateways" and
The Highway 146 - Fred Hartman Gateway project is currently under construction and is
prepare specific corridor plans to prioritize
expected to be completed during the summer of 2015. Future gateway projects have
improvements such as landscaping, specially
not been identified at this time.
designed bridges and entrance signage in
these areas. This could lead to the
development of a corridor overlay district
along specified enhancement roadways to
enact area- specific design guidelines.
3 -19
Q19
Review and amend the city's sign regulations,
A new sign ordinance will be considered for future action.
as necessary, to better manage the location,
type, size and scale of signs throughout the
city.
Q20
Continue the "Ado pt -a- Street" program to
The new KBB, Inc. continues to sponsor the successful "Adopt -A- Site" program with staff
capitalize on one of Baytown's greatest assets
support from the Health Department. The Program is growing with more volunteers
- a strong volunteer community - in order to
conducting more cleanups and creating more awareness than ever before. As the Parks
beautify the city and control litter. Target
Department continues to increase the amount of walk and bike trails; the Program is
volunteer efforts to community focal points
emphasizing those areas for adoption.
such as key corridors, parks and trail areas,
downtown and community gateways.
Q21
Work with utility providers to determine the
May be addressed in the future.
cost, timing and feasibility of relocating
overhead utility lines underground with a
priority on community focal points and
enhancement corridors.
Q22
Identify and remove large signs that are
Building Services is developing a process to address abandoned sign structures using the
.damaged or dilapidated.
substandard program.
Q23
Amend the procedures for city removal of
The Substandard Program was revised after the Stewart vs. City of Dallas case to present
unsafe buildings to expedite the process.
unsafe properties to the Municipal Court. Currently, the court is processing an average of
six properties per month. Staff is working through the Substandard Program to remediate
substandard properties as they are identified.
Q24
Establish a "performance bond" for
In lieu of performance bonds for substandard properties, Municipal Court Orders are
commercial buildings and apartments to
issued that allow the City to demolish or secure the properties if the court - ordered
ensure funding for demolition if the site
timelines are not fulfilled.
becomes vacant.
Q25
Improve the appearance of properties utilized
The City works to maintain city facilities in code compliance and is actively beautifying
by the City of Baytown to set an example of
city grounds and buildings such as City Hall, the Municipal Service Center, and park
attractive, high - quality development.
facilities. The general appearance of other facilities has also been approved such as; lift
station outparcels with fencing and landscaping, and water towers with painting and
,design.
3 -20
CITY OF BAYTOWN
EXPENDITURE BUDGET SUMMARY COMPARISON
Expenditure/Expense Comparison of 2015 Budget to 2016 Adopted
Governmental Fund Types:
General Fund
Debt Service Fund
Hotel/Motel Tax Fund
Enterprise Fund Types:
Aquatics Fund
Water & Sewer Fund
WWIS Fund
Sanitation Fund
Storm Water Utility Fund
Budget Adopted Amount of Percent of
2014 -15 2015 -16 Inc. (Dec.) Inc. (Dec.)
$ 75,648,897 $
82,341,247 $
6,692,350
8.85%
16,270,553
14,454,064
(1,816,489)
(11.16 %)
1,364,818
1,276,832
(87,986)
(6.45 %)
Total 93,284,268
98,072,143
4,787,875
5.13%
3,637,141
3,351,350
(285,791)
(7.86 %)
36,314,665
42,063,118
5,748,453
15.83%
16,259,495
11,386,647
(4,872,848)
(29.97 %)
5,037,046
5,282,871
245,825
4.88%
1,367,987
1,786,551
418,564
30.60%
Total 62,616,334
63,870,537
1,254,203
2.00%
Central Services Fund Types:
Garage Fund 2,444,773 2,390,839 (53,934) (2.21 %)
Warehouse Operations Fund 1,012,667 265,571 (747,096) (73.78 %)
Total 3,457,440 2,656,410 (801,030) (23.17 %)
Total All Fund Types $ 159,358,042 $ 164,599,090 $ 5,241,048 3.29%
4 -1
CITY OF BAYTOWN
BUDGET SUMMARY COMPARISON
Consolidated Summary of Fund Balances/Working Capital
Estimated
72,844,684 $
Projected
Fund Balance/
Revenues Over
Fund Balance/
Working
Adopted (Under)
Working
Capital*
Adopted Expenditures or Expenses/
Capital* at
at 10101115
Revenues Expenses Expenditures
09/30/16
Governmental Fund Types:
General Fund
Debt Service Fund
Hotel /Motel Tax Fund
Enterprise Fund Types *:
Aquatics Fund
Water & Sewer Fund
WWIS Fund
Sanitation Fund
Storm Water Utility Fund
$ 21,326,405 $
72,844,684 $
82,341,247 $
(9,496,563) $
11,829,842
2,900,801
14,809,067
14,454,064
355,003
3,255,804
1,641,961
1,203,500
1,276,832
(73,332)
1,568,629
Total 25,869,167
88,857,251
98,072,143
(9,214,892)
16,654,275
526,904
1,640,000
1,786,551
(146,551)
Total
Internal Service Fund Types *:
Garage Fund
Warehouse Operations Fund
Total
Total All Funds
655,339
3,026,300
3,351,350
(325,050)
330,289
9,655,872
36,379,975
42,063,118
(5,683,143)
3,972,729
5,873,007
8,158,627
11,386,647
(3,228,020)
2,644,987
802,670
4,983,030
5,282,871
(299,841)
502,829
526,904
1,640,000
1,786,551
(146,551)
380,353
17,513,793
54,187,932
63,870,537
(9,682,605)
7,831,188
1,975
2,434,622
2,390,839
43,783
45,758
76,150
271,058
265,571
5,487
81,637
78,124
2,705,680
2,656,410
49,270
127,394
$ 43,461,084 $ 145,750,863 $ 164,599,090 $ (18,848,227) $ 24,612,857
* Fund balance is measured for governmental fund types; for proprietary fund types (consisting of enterprise and
internal service funds) working capital is measured. Fund balance equals assets minus liabilities; working capital is
defined as current assets minus current liabilities.
4 -2
CITY OF BAYTOWN
SUMMARY OF ALL FUND TYPES
COMPARATIVE SCHEDULE OF BUDGETS FOR 2016
Revenues
Taxes
Licenses & Permits
Intergovernmental
Charges for Services
Fines & Forfeitures
Miscellaneous
Operating Transfers -in
Refunding Bond Proceeds
Total Revenues
Expenditures by Classification
Personnel Services
Supplies
Maintenance
Services
Sundry
Miscellaneous
Operating Transfers Out
Total Operating
Capital Outlay
Debt Requirements
Transfers Out
Contingency
Total Expenditures
Excess (Deficit) Revenues
Over Expenditures
Fund Balance - Beginning
Fund Balance - Ending
Governmental Proprietary Combined
Fund Types Fund Types 2016
$ 73,342,689 $
- $
73,342,689
1,405,550
-
1,405,550
606,562
1,045,705
1,652,267
2,175,380
46,435,100
48,610,480
2,692,330
516,000
3,208,330
908,124
133,500
1,041,624
7,299,903
8,763,307
16,063,210
426,713
-
426,713
88,857,251
56,893,612
145,750,863
58,658,149
13,532,497
72,190,646
3,097,192
13,061,393
16,158,585
3,126,701
1,681,150
4,807,851
7,536,478
7,054,115
14,590,593
183,700
161,000
344,700
27,000
-
27,000
1,054,063
-
1,054,063
73,683,283
35,490,155
109,173,438
2,134,980
1,398,200
3,533,180
14,404,064
13,751,719
28,155,783
7,359,816
15,816,873
23,176,689
490,000
70,000
560,000
98,072,143
66,526,947
164,599,090
(9,214,892)
(9,633,335)
(18,848,227)
25,869,167
17,591,917
43,461,084
$ 16,654,275 $ 7,958,582 $ 24,612,857
4 -3
CITY OF BAYTOWN
SUMMARY OF GOVERNMENTAL FUND TYPES
COMPARATIVE SCHEDULE OF BUDGETS FOR 2016
Revenues
Taxes
Licenses & Permits
Intergovernmental
Charges for Services
Fines & Forfeitures
Miscellaneous
Operating Transfers -in
Refunding Bond Proceeds
Total Revenues
Expenditures by Classification
Personnel Services
Supplies
Maintenance
Services
Sundry
Miscellaneous
Operating Transfers Out
Total Operating
Capital Outlay
Debt Requirements
Transfers Out
Contingency
Total Expenditures
Excess (Deficit) Revenues
Over Expenditures
Fund Balance - Beginning
Fund Balance - Ending
4 -4
Debt Service Hotel /Motel Combined
General Fund Fund Fund 2016
$ 61,779,676 $ 10,363,013 $ 1,200,000 $ 73,342,689
1,405,550
-
-
1,405,550
606,562
-
-
606,562
2,175,380
-
-
2,175,380
2,692,330
-
-
2,692,330
872,624
32,000
3,500
908,124
3,312,562
3,987,341
-
7,299,903
-
426,713
-
426,713
72,844,684
14,809,067
1,203,500
88,857,251
58,374,018
-
284,131
58,658,149
3,044,942
-
52,250
3,097,192
3,116,201
-
10,500
3,126,701
6,842,543
50,000
643,935
7,536,478
58,700
-
125,000
183,700
27,000
-
-
27,000
1,054,063
-
-
1,054,063
72,517,467
50,000
1,115,816
73,683,283
2,134,980
-
-
2,134,980
-
14,404,064
-
14,404,064
7,348,800
-
11,016
7,359,816
340,000
-
150,000
490,000
82,341,247
14,454,064
1,276,832
98,072,143
(9,496,563)
355,003
(73,332)
(9,214,892)
21,326,405
2,900,801
1,641,961
25,869,167
$ 11,829,842 $ 3,255,804 $ 1,568,629 $ 16,654,275
CITY OF BAYTOWN
GOVERNMENTAL FUND EXPENDITURE DETAIL
FOR FISCAL YEAR 2016
General Debt Service Hotel /Motel Combined
Acct.# Account Description Fund Fund Fund Total
71002
Regular Wages
$ 36,606,244 $
- $ 101,440 $
36,707,684
71003
Part Time Wages
725,070
- 78,775
803,845
71009
Overtime
1,806,311
- 23,475
1,829,786
71021
Health Insurance
5,851,840
- 19,376
5,871,216
71022
TMRS
6,923,221
- 23,419
6,946,640
71023
FICA
2,992,749
- 23,225
3,015,974
71028
Workers Compensation
599,931
- 11,040
610,971
71041
Allowances
314,300
- -
314,300
71043
Employee Incentives
885,594
- 3,381
888,975
71081
Retired Employee Benefits
1,668,758
- -
1,668,758
Total Personnel Services
58,374,018
- 284,131
58,658,149
72001
Office Supplies
198,527
- 1,400
199,927
72002
Postage Supplies
98,850
- 1,500
100,350
72004
Printing Supplies
83,820
- 12,350
96,170
72005
Animal Feed Supplies
5,307
- -
5,307
72006
Clothing Allowance
27,840
- -
27,840
72007
Wearing Apparel
329,935
- 3,000
332,935
72011
Disaster Supplies
13,120
- -
13,120
72016
Motor Vehicle Supplies
1,054,652
- -
1,054,652
72019
Supplies Purch For Resale
24,000
- -
24,000
72021
Minor Tools
142,767
- -
142,767
72022
Fuel For Generators
12,000
- -
12,000
72023
Library Materials
255,000
- -
255,000
72026
Cleaning & Janitorial Sup
103,458
- -
103,458
72031
Chemical Supplies
125,800
- -
125,800
72032
Medical Supplies
130,749
- -
130,749
72036
Identification Supplies
42,845
- -
42,845
72041
Educational Supplies
321,135
- 34,000
355,135
72045
Computer Software Supply
37,137
- -
37,137
72046
Botanical Supplies
11,000
- -
11,000
72056
Street Marking Supplies
10,000
- -
10,000
72061
Meeting Supplies
13,000
- -
13,000
72090
Print Shop Supplies
4,000
- -
4,000
Total Supplies
3,044,942
- 52,250
3,097,192
73001
Land Maintenance
93,080
- -
93,080
73011
Buildings Maintenance
400,895
- 6,000
406,895
73012
Docks & Piers Maintenance
500
- -
500
73013
Recreation Equip Maint
28,000
- -
28,000
73022
Sanitary Sewers Maint
1,200
- -
1,200
73025
Streets Sidewalks & Curbs
198,200
- -
198,200
4 -5
CITY OF BAYTOWN
GOVERNMENTAL FUND EXPENDITURE DETAIL
FOR FISCAL YEAR 2016
General Debt Service Hotel /Motel Combined
acct.# Account Description Fund Fund Fund Total
73027
Heat & Cool Sys Maint
96,135
- 3,000
99,135
73028
Electrical Maintenance
133,500
- 1,500
135,000
73039
Miscellaneous Maint
2,500
- -
2,500
73041
Furniture/Fixtures Maint
11,936
- -
11,936
73042
Machinery & Equip Maint
820,869
- -
820,869
73043
Motor Vehicles Maint
752,867
- -
752,867
73044
Street Signs Maint
87,000
- -
87,000
73045
Radio & Testing Equipment
209,500
- -
209,500
73046
Books - Maintenance
55,019
- -
55,019
73048
Signal Systems Maint
130,000
- -
130,000
73049
Barricades Maint
5,000
- -
5,000
73055
Maintenance On Computers
90,000
- -
90,000
Total Maintenance
3,116,201
- 10,500
3,126,701
74001
Communication
727,850
- -
727,850
74002
Electric Service
702,657
- 12,000
714,657
74003
Street Lighting
850,000
- -
850,000
74004
Water & Sewer
1,000
- -
1,000
74005
Natural Gas
91,800
- 2,200
94,000
74007
TWC Claims Paid
75,000
- -
75,000
74011
Equipment Rental
483,654
- 17,059
500,713
74020
Outside Contracts
59,500
- -
59,500
74021
Special Services
1,355,612
50,000 385,506
1,791,118
74022
Audits
92,000
- -
92,000
74023
Industrial Appraisal
35,000
- -
35,000
74026
Janitorial Services
126,056
- -
126,056
74029
Service Awards
64,200
- -
64,200
74031
Wrecker Service
5,400
- -
5,400
74036
Advertising
55,101
- 201,000
256,101
74042
Education & Training
469,814
- 15,000
484,814
74045
In -State Investigatv Trvl
3,000
- -
3,000
74047
Support Of Prisoners
62,562
- -
62,562
74051
Non City Facility Rental
16,916
- -
16,916
74054
Council Reimbursables
1,000
- -
1,000
74056
Vacant Lot Cleaning
200,000
- -
200,000
74058
Landfill Fees
88,200
- -
88,200
74070
Elections
98,000
- -
98,000
74071
Association Dues
79,130
- 11,170
90,300
74082
Confidential
15,000
- -
15,000
74123
Instructor Fees
24,000
- -
24,000
74210
General Liability Ins
38,000
- -
38,000
74211
K -9 Insurance
6,205
- -
6,205
4 -6
CITY OF BAYTOWN
GOVERNMENTAL FUND EXPENDITURE DETAIL
FOR FISCAL YEAR 2016
General Debt Service Hotel /Motel Combined
Acct.# Account Description Fund Fund Fund Total
74220
Errors & Omissions
78,000
- -
78,000
74230
Law Enforcement Liability
59,289
- -
59,289
74240
Auto Liability
205,000
- -
205,000
74241
Auto Collision
128,000
- -
128,000
74242
Auto Catastrophic
3,600
- -
3,600
74271
Mobile Equipment
22,606
- -
22,606
74272
Real & Personal Property
225,000
- -
225,000
74277
Flood Insurance
60,000
- -
60,000
74280
Bonds
2,500
- -
2,500
74281
Employee Fraud
5,078
- -
5,078
74290
Misc Liability
3,000
- -
3,000
74295
Deductibles
135,000
- -
135,000
74999
Perf Cont Energy Savings
88,813
- -
88,813
Total Services
6,842,543
50,000 643,935
7,536,478
75051
Court Cost
14,700
- -
14,700
75061
Medical - Preemployment
5,500
- -
5,500
75064
Medical Services
38,500
- -
38,500
77106
Little League Light Contr
12,000
- -
12,000
77109
Bytn Beauti Adv Comm -Bbac
15,000
- -
15,000
77111
Grant Partnerships
-
- 125,000
125,000
Total Sundry & Other
85,700
- 125,000
210,700
Total Operating
71,463,404
50,000 1,115,816
72,629,220
80001
Furniture & Equip <$5000
28,500
- -
28,500
82011
Building & Improvements
412,000
- -
412,000
83025
Streets Sidewalks & Curbs
350,000
- -
350,000
84041
Furniture & Fixtures
8,000
- -
8,000
84042
Machinery & Equipment
941,700
- -
941,700
84043
Motor Vehicles
337,780
- -
337,780
84061
Other Equipment
57,000
- -
57,000
Total Capital Outlay
2,134,980
- -
2,134,980
89001
Bond Principal
-
9,406,293 -
9,406,293
89011
Interest On Bonds
-
4,997,771 -
4,997,771
Total Principal & Interest
-
14,404,064 -
14,404,064
91101
To General Fund
-
- 11,016
11,016
91201
To Municipal Ct Security
46,867
- -
46,867
91226
To Miscellaneous Police
90,294
- -
90,294
91298
To Wetland Research Ctr
206,424
- -
206,424
4 -7
CITY OF BAYTOWN
GOVERNMENTAL FUND EXPENDITURE DETAIL
FOR FISCAL YEAR 2016
General Debt Service Hotel /Motel Combined
A Account Description Fund Fund Fund Total
91350
To Gen Capital Proj Fund
91351
To Capital Improvemnt Prg
91450
To Accrued Leave - General
91550
To Internal Service Fnd
91552
To Warehouse Operations
-
Total Other Financing Uses
99001
Contingencies
99002
Unforeseen/New Initiative
11,016
Total Contingencies
TOTAL EXPENDITURES
4 -8
95,300 -
-
95,300
7,348,800 -
-
7,348,800
357,000 -
-
357,000
213,742 -
-
213,742
44,436 -
-
44,436
8,402,863 -
11,016
8,413,879
40,000 -
-
40,000
300,000 -
150,000
450,000
340,000 -
150,000
490,000
$ 82,341,247 $ 14,454,064 $
1,276,832 $
98,072,143
CITY OF BAYTOWN
SUMMARY OF PROPRIETARY FUND TYPES
COMPARATIVE SCHEDULE OF BUDGETS FOR 2016
Revenues
Intergovernmental $ - $ 1,045,705 $ $ $ - $ - $ - $ 1,045,705
Charges for Services 3,026,300 34,724,770 4,978,030 1,640,000 2,046,000 20,000 46,435,100
Fines & Forfeitures - 516,000 - - - - 516,000
Miscellaneous - 93,500 35,000 5,000 - - - 133,500
Operating Transfers -in - - 8,123,627 - - 388,622 251,058 8,763,307
Refunding Bond Proceeds - - - - - - -
Total Revenues 3,026,300 36,379,975 8,158,627 4,983,030 1,640,000 2,434,622 271,058 56,893,612
Expenditures by Classification
Personnel Services
Enterprise Funds
Internal Service Funds
814,756
1,083,176
Storm
225,721
13,532,497
Supplies
Water
Warehouse
60,250
86,550
Aquatics Water & Sanitation Utility
Operations
Combined
Maintenance
Fund Sewer Fund WWIS Fund Fund Fund
Garage Fund Fund
2016
Revenues
Intergovernmental $ - $ 1,045,705 $ $ $ - $ - $ - $ 1,045,705
Charges for Services 3,026,300 34,724,770 4,978,030 1,640,000 2,046,000 20,000 46,435,100
Fines & Forfeitures - 516,000 - - - - 516,000
Miscellaneous - 93,500 35,000 5,000 - - - 133,500
Operating Transfers -in - - 8,123,627 - - 388,622 251,058 8,763,307
Refunding Bond Proceeds - - - - - - -
Total Revenues 3,026,300 36,379,975 8,158,627 4,983,030 1,640,000 2,434,622 271,058 56,893,612
Expenditures by Classification
Personnel Services
1,670,575
9,141,480
814,756
1,083,176
596,789
225,721
13,532,497
Supplies
456,772
10,724,171
60,250
86,550
1,706,050
27,600
13,061,393
Maintenance
32,500
1,415,900
110,700
105,000
10,800
6,250
1,681,150
Services
279,836
2,729,289
3,804,165
188,325
50,500
2,000
7,054,115
Sundry
-
160,000
-
1,000
-
-
161,000
Total Operating
2,439,683
24,170,840
4,789,871
1,464,051
2,364,139
261,571
35,490,155
Capital Outlay 440,500
386,500 -
218,000 322,500 26,700
4,000 1,398,200
Debt Requirements -
6,419,876 7,331,843
- - -
- 13,751,719
Transfers Out 471,167
11,035,902 4,054,804
255,000
15,816,873
Unforeseen/New Initiatives -
50,000 -
20,000 -
70,000
Total Expenditures 3,351,350
42,063,118 11,386,647
5,282,871 1,786,551 2,390,839
265,571 66,526,947
Excess (Deficit) Revenues
Over Expenditures (325,050) (5,683,143) (3,228,020) (299,841) (146,551) 43,783 5,487 (9,633,335)
Working Capital- Beginning 655,339 9,655,872 5,873,007 802,670 526,904 1,975 76,150 17,591,917
Working Capital - Ending $ 330,289 $ 3,972,729 $ 2,644,987 $ 502,829 $ 380,353 $ 45,758 $ 81,637 $ 7,958,582
4 -9
CITY OF BAYTOWN
PROPRIETARY FUND EXPENDITURE DETAIL
FOR FISCAL YEAR 2016
Water Storm Warehouse
Aquatics & Sewer WWIS Sanitation Water Garage Operations Combined
Acct# Account Description Fund Fund Fund Fund Fund Fund Fund Total
71002
Regular Wages
71003
Part Time Wages
71009
Overtime
71011
Extra Help /Temporary
71021
Health Insurance
71022
TMRS
71023
FICA
71028
Workers Compensation
71041
Allowances
71043
Employee Incentives
71081
Retired Employee Benefits
72026
Total Personnel Services
72001
Office Supplies
72002
Postage Supplies
72004
Printing Supplies
72007
Wearing Apparel
72015
Meter Purchase For Resale
72016
Motor Vehicle Supplies
72017
Parts Purchase For Resale
72018
Fuel Purchase For Resale
72019
Supplies Purch For Resale
72021
Minor Tools
72022
Fuel For Generators
72026
Cleaning & Janitorial Sup
72028
Swimming Pool Supplies
72031
Chemical Supplies
72032
Medical Supplies
72041
Educational Supplies
72045
Computer Software Supply
72046
Botanical Supplies
72052
Treated Water Supplies
$ 218,570
$ 5,054,844 $
- $ 488,885
$ 669,277
$ 384,477 $
138,733
$ 6,954,786
1,096,679
-
- -
-
-
-
1,096,679
82,000
401,006
- 22,000
25,000
10,000
3,000
543,006
-
2,640
- -
-
-
-
2,640
38,752
1,161,107
- 130,788
155,008
77,504
38,752
1,601,911
53,645
948,712
- 90,334
124,361
70,875
25,384
1,313,311
106,491
419,076
- 38,229
52,788
29,607
10,383
656,574
64,762
108,074
- 28,376
25,540
5,308
4,869
236,929
2,400
10,800
- -
9,000
6,300
-
28,500
7,276
136,659
- 16,144
22,202
12,718
4,600
199,599
-
898,562
- -
-
-
-
898,562
1,670,575
9,141,480
- 814,756
1,083,176
596,789
225,721
13,532,497
27,600
13,061,393
11,200
19,630
- -
2,600
-
1,000
34,430
-
152,000
- -
250
-
-
152,250
4,000
1,200
- -
1,000
-
-
6,200
17,422
29,566
- 2,500
4,100
2,600
1,200
57,388
-
-
- -
-
-
20,000
20,000
-
204,950
- 55,000
30,000
5,500
4,000
299,450
-
-
- -
-
338,250
-
338,250
-
-
- -
-
1,350,000
-
1,350,000
180,000
-
- -
-
4,000
-
184,000
500
44,025
- 1,500
9,500
3,500
1,300
60,325
-
20,000
- -
-
-
-
20,000
27,000
6,000
- -
-
2,000
-
35,000
30,000
-
- -
-
-
-
30,000
170,000
246,700
- 250
25,100
-
-
442,050
4,400
100
- -
-
200
100
4,800
7,250
-
- 1,000
5,500
-
-
13,750
-
-
- -
8,500
-
-
8,500
5,000
-
- -
-
-
-
5,000
-
10,000,000
-
-
-
-
10,000,000
74001 Communication 2,000 - - - - - 2,000
74002 Electric Service 113,625 1,790,662 - - - - 1,904,287
74005 Natural Gas 2,500 300 - - - - - 2,800
4 -10
Total Supplies
456,772
10,724,171
- 60,250
86,550
1,706,050
27,600
13,061,393
73001
Land Maintenance
-
11,500
- 200
-
-
-
11,700
73011
Buildings Maintenance
15,000
10,500
- 500
-
4,000
3,500
33,500
73022
Sanitary Sewers Maint
-
27,000
- -
-
-
-
27,000
73023
Water Distrib Sys Maint
-
200,000
- -
-
-
-
200,000
73024
Reservoirs & Wells Maint
-
38,000
- -
-
-
-
38,000
73025
Streets Sidewalks & Curbs
-
25,000
- -
-
-
-
25,000
73026
Storm Drains Maint
-
-
-
30,000
-
-
30,000
73027
Heat & Cool Sys Maint
7,500
5,500
-
800
-
13,800
73028
Electrical Maintenance
10,000
-
-
-
-
10,000
73042
Machinery & Equip Maint
-
385,000
- -
-
2,500
-
387,500
73043
Motor Vehicles Maint
-
299,500
- 110,000
75,000
3,500
2,750
490,750
73047
Meters & Settings Maint
-
400,000
- -
-
-
-
400,000
73055
Maintenance On Computers
-
13,900
- -
-
-
-
13,900
Total Maintenance
32,500
1,415,900
- 110,700
105,000
10,800
6,250
1,681,150
74001 Communication 2,000 - - - - - 2,000
74002 Electric Service 113,625 1,790,662 - - - - 1,904,287
74005 Natural Gas 2,500 300 - - - - - 2,800
4 -10
CITY OF BAYTOWN
PROPRIETARY FUND EXPENDITURE DETAIL
FOR FISCAL YEAR 2016
Water Storm Warehouse
Aquatics & Sewer WWIS Sanitation Water Garage Operations Combined
Acct# Account Description Fund Fund Fund Fund Fund Fund Fund Total
74011
Equipment Rental
-
8,000
- -
-
-
- 8,000
74020
Outside Contracts
-
-
- -
-
40,000
- 40,000
74021
Special Services
45,400
624,273
- 223,205
175,000
6,500
- 1,074,378
74022
Audits
-
16,512
- -
-
-
- 16,512
74026
Janitorial Services
-
4,060
- -
-
80,000 -
- 4,060
74029
Service Awards
6,000
-
- -
-
- -
- 6,000
74034
Household Garbage Contract
-
-
- 3,432,492
-
-
- 3,432,492
74036
Advertising
105,000
-
- 1,500
2,500
-
- 109,000
74040
Recycling Services
-
-
- 25,625
-
-
- 25,625
74042
Education & Training
5,311
38,500
- 1,500
10,000
4,000
2,000 61,311
74050
Disposal Services
-
246,000
- 119,843
-
-
- 365,843
74071
Association Dues
-
982
- -
825
-
- 1,807
Total Services
279,836
2,729,289
- 3,804,165
188,325
50,500
2,000 7,054,115
75088
Bad Debt -Cutoff Accounts
-
160,000
- -
1,000
-
- 161,000
-
Total Sundry & Other
-
160,000
- -
1,000
-
- 161,000
Total Operating 2,439,683 24,170,840 - 4,789,871 1,464,051 2,364,139 261,571 35,490,155
80001
Furniture & Equip <$5000
-
-
-
-
- -
4,000 4,000
82011
Building & Improvements
-
81,500
-
-
- -
- 81,500
83023
Water Distribution System
-
200,000
-
-
- -
- 200,000
83024
Reservoirs & Wells
-
10,000
-
-
- -
- 10,000
83026
Storm Drains
-
-
-
-
80,000 -
- 80,000
83029
Sewer Connections
-
15,000
-
-
- -
- 15,000
83035
Meters & Connections
-
80,000
-
-
- -
- 80,000
83039
Other Improvements
-
-
-
-
7,500 -
- 7,500
84041
Furniture & Fixtures
262,500
-
-
-
- -
- 262,500
84042
Machinery & Equipment
-
-
-
-
60,000 26,700
- 86,700
84043
Motor Vehicles
-
-
-
218,000
175,000 -
- 393,000
84061
Other Equipment
178,000
-
-
- -
- 178,000
Total Capital Outlay
440,500
386,500
-
218,000
322,500 26,700
4,000 1,398,200
89001
Bond Principal
-
-
4,790,000
-
- -
- 4,790,000
89011
Interest On Bonds
-
-
2,451,843
-
- -
- 2,451,843
89021
Fiscal Agent Fees
-
-
36,000
-
- -
- 36,000
89027
Amortize Issuance Costs
-
-
54,000
-
- -
- 54,000
Total Principal & Interest
-
-
7,331,843
-
- -
- 7,331,843
91101
To General Fund
100,000
2,000,000
-
255,000
- -
- 2,355,000
91401
To G O 1 S
-
-
3,987,341
-
- -
- 3,987,341
91450
To Accrued Leave - General
-
224,400
-
-
- -
- 224,400
91522
To W W I S
71,167
6,419,876
-
- -
- 6,491,043
91527
To CIPF - Water &Sewer
300,000
8,430,000
-
- -
- 8,730,000
91550
To Internal Service Fnd
-
174,880
-
- -
- 174,880
91552
To Warehouse Operations
-
206,622
-
- -
- 206,622
92510
Expense - BAWA Fund
-
-
67,463
-
- -
- 67,463
Total Other Financing Uses
471,167
17,455,778
4,054,804
255,000
- -
- 22,236,749
99001
Contingencies
-
50,000
-
20,000
- -
- 70,000
Total Contingencies
-
50,000
-
20,000
- -
- 70,000
TOTAL EXPENDITURES
$ 3,351,350
$ 42,063,118
$ 11,386,647
$ 5,282,871
$ 1,786,551 $ 2,390,839 $
265,571 $ 66,526,947
4 -11
BAYTOWN
S
4 -12
CITY OF BAYTOWN
ORGANIZATION CHART
GENERAL FUND
Citizens
City Council
Boards and Commissions
IF City Manager
Legal
Deputy City
Manager
Fire & EMS I [
Engineering Public Works
Administration
Planning & Streets & Drainage
Development Services
Parks & Recreation Traffic tic Control
Communications
Municipal Judge
Emergency Management Muni. Crt of Record in
City of Baytown
Assistant City
Manager
Police
Fiscal Operations Human Resources
Information Technology
Services (ITS)
Public Health
Library
City Clerk
BAYT04VN
S
5 -1
BAYTOWN
S
5 -2
CITY OF BAYTOWN
GENERAL FUND 101
BUDGET SUMMARY BY TYPE OF EXPENDITURE
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
Taxes - Property $
11,363,200 $
12,095,382 $
11,613,000 $
12,615,148
Taxes - Sales & Franchise
16,938,781
16,242,931
16,435,953
17,412,795
Payment In Lieu of Taxes
14,635
15,000
15,000
15,300
Special Assessments
179,836
150,000
170,000
170,000
Industrial District Taxes
29,365,075
30,947,483
30,947,483
31,566,433
Total Taxes
57,861,527
59,450,796
59,181,436
61,779,676
Licenses & Permits
1,665,982
1,337,150
1,191,050
1,405,550
Intergovernmental
888,567
663,688
578,688
606,562
Charges for Services
2,361,185
1,843,000
1,966,500
2,175,380
Fines & Forfeitures
2,331,082
2,196,500
2,506,500
2,692,330
Miscellaneous
1,490,940
971,625
872,720
872,624
Transfers In
3,737,857
4,485,855
4,489,445
3,312,562
Total Revenues
70,337,140
70,948,614
70,786,339
72,844,684
Recurring Expenditures by Type
Personnel Services
51,609,842
56,584,125
56,032,128
58,374,018
Supplies
2,998,219
3,487,362
3,061,653
3,044,942
Maintenance
2,725,798
3,131,941
3,197,255
3,116,201
Services
5,557,227
6,531,070
5,895,820
6,842,543
Sundry
50,097
93,839
55,240
58,700
Miscellaneous
20,887
27,000
27,000
27,000
Operating Transfers Out
1,644,883
995,387
986,829
1,054,063
Total Operating
64,606,954
70,850,724
69,255,925
72,517,467
Non - Recurring Expenditures
Capital Outlay
3,381,426
3,945,173
3,325,526
2,134,980
Transfers Out - CIPF
1,550,885
540,000
540,000
7,348,800
Contingency
-
313,000
-
340,000
Total Expenditures
69,539,265
75,648,897
73,121,451
82,341,247
Excess (Deficit) Revenues
Over Expenditures
797,875
(4,700,283)
(2,335,112)
(9,496,563)
Fund Balance - Beginning
22,863,642
23,661,517
23,661,517
21,326,405
Fund Balance - Ending $
23,661,517 $
18,961,234 $
21,326,405 $
11,829,842
Days of Operating Expenditures
134
98
112
60
General Fund Expenditures by Type
Miscellaneous Capital & Transfers
0.5% 13%
Services
8%
Maintenance
4% Personnel Services
71%
Supplies
4% 1k
5 -3
CITY OF BAYTOWN
GENERAL FUND 101
BUDGET SUMMARY BY FUNCTION OF EXPENDITURE
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
1,665,982
1,337,150
1,191,050
1,405,550
Taxes - Property
$ 11,363,200 $
12,095,382 $
11,613,000 $
12,615,148
Taxes - Sales & Franchise
16,938,781
16,242,931
16,435,953
17,412,795
Payment In Lieu of Taxes
14,635
15,000
15,000
15,300
Special Assessments
179,836
150,000
170,000
170,000
Industrial District Taxes
29,365,075
30,947,483
30,947,483
31,566,433
Total Revenues
Total Taxes 57,861,527
59,450,796
59,181,436
61,779,676
Licenses & Permits
1,665,982
1,337,150
1,191,050
1,405,550
Intergovernmental
888,567
663,688
578,688
606,562
Charges for Services
2,361,185
1,843,000
1,966,500
2,175,380
Fines & Forfeitures
2,331,082
2,196,500
2,506,500
2,692,330
Miscellaneous
1,490,940
971,625
872,720
872,624
Transfers In
3,737,857
4,485,855
4,489,445
3,312,562
Total Revenues
70,337,140
70,948,614
70,786,339
72,844,684
Expenditures by Function
General Government
14,910,077
16,218,552
15,116,629
17,970,035
Public Safety
36,155,404
40,519,847
40,100,231
40,576,992
Public Works
4,339,634
4,273,385
4,276,959
3,997,348
Health & Welfare
2,203,540
2,380,651
2,358,381
2,551,961
Culture & Leisure
6,364,301
6,775,902
6,416,896
6,707,068
Capital
3,381,426
3,945,173
3,325,526
2,134,980
Transfers Out
2,184,883
1,535,387
1,526,829
8,402,863
Total Expenditures
69,539,265
75,648,897
73,121,451
82,341,247
Excess (Deficit) Revenues
Over Expenditures 797,875 (4,700,283) (2,335,112) (9,496,563)
Fund Balance - Beginning 22,863,642 23,661,517 23,661,517 21,326,405
Fund Balance - Ending $ 23,661,517 $ 18,961,234 $ 21,326,405 $ 11,829,842
General Fund Expenditures by Function
Culture & Leisure
Health & Welfare 9%
° General Government
4% 25%
Public Works
6%
Public Safety
56%
5 -4
CITY OF BAYTOWN
GENERAL FUND REVENUE SUMMARY
Actual Budget Estimated Adopted
Revenue 2013 -14 2014 -15 2014 -15 2015 -16
Property Taxes
Sales & Use Taxes
Franchise Tax
Payment In Lieu of Taxes
Special Assessments
Industrial District
Licenses & Permits
Intergovernmental
Charges For Services
Fines & Forfeitures
Miscellaneous
Transfers
TOTAL REVENUES
$ 11,363,200 $ 12,095,382 $ 11,613,000 $ 12,615,148
12,884, 886
12,602,024
12,675,000
13,512,795
4,053,895
3,640,907
3,760,953
3,900,000
14,635
15,000
15,000
15,300
179,836
150,000
170,000
170,000
29,365,075
30,947,483
30,947,483
31,566,433
1,665,982
1,337,150
1,191,050
1,405,550
888,567
663,688
578,688
606,562
2,361,185
1,843,000
1,966,500
2,175,380
2,331,082
2,196,500
2,506,500
2,692,330
11490,940
971,625
872,720
872,624
3,737,857
4,485,855
4,489,445
3,312,562
$ 70,337,140 $
70,948,614 $
70,786,339 $
72,844,684
General Fund Revenues
Other Property Taxes
16% 17%
Sales & Use Taxes
19%
Industrial District Franchise Tax
43% 5%
6s",
CITY OF BAYTOWN
GENERAL FUND REVENUE DETAIL
Actual Budget Estimated Adopted
Revenue 2013 -14 2014 -15 2014 -15 2015 -16
Property Taxes
41101 Current Yr Property Taxes
41102 Prior Year Property Taxes
41103 Penalty And Interest
41104 Bankruptcy Interest
Total Property Tax
Sales & Use Taxes
41201 Sales Tax
41202 Mixed Drink Tax
Total Sales & Use Tax
Franchise Tax
41301 Electric Franchise Fees
41302 Nat. Gas Franchise Fees
41303 Telephone Franchise Fees
41304 Cable Franchise Fees
41312 Solid Waste - Commercial
Total Franchise Tax
41500 Payment In Lieu Of Taxes
45101 Principal - Special Assmt
Industrial District Tax
41400 ID Revenue
TOTAL TAXES
Licenses & Permits
42001 Building
42002 Plumbing
42003 Mech & Air Conditioning
42004 Housemoving
42005 Multi - Family Dwellings
42006 Electrical
42007 Demolition
42008 Mobile Homes
42009 Sign Operating
42010 Contractor Registratn Fee
42012 GIS Fee
42014 Garage Sale Permit
42021 Health
42031 Alcoholic Beverage
42032 Taxi Cab
42036 Waste Collection Permit
42041 Pipeline Fees
42045 OEM Permit Fees
42050 Engineering Fee
42060 Planning Fees
42091 Miscellaneous
Total Licenses & Permits
5 -6
$ 10,455,875 $ 11,395,332 $ 10,900,000 $ 11,965,098
587,438
425,000
425,000
425,000
284,507
275,000
275,000
225,000
35,380
50
13,000
50
11,363,200
12,095,382
11,613,000
12,615,148
12,688,3 77
12,477,024
12,500,000
13,322,795
196,509
125,000
175,000
190,000
12, 884,886
12,602,024
12,675,000
13,512,795
2,352,558
2,345,907
2,346,098
2,463,000
268,576
235,000
309,855
330,000
298,218
220,000
220,000
240,000
720,985
625,000
625,000
637,000
413,558
215,000
260,000
230,000
4,053,895
3,640,907
3,760,953
3,900,000
14,635
15,000
15,000
15,300
179,836
150,000
170,000
170,000
29,365,075 30,947,483 30,947,483 31,566,433
57,861,527 59,450,796 59,181,436 61,779,676
835,511 700,000 600,000 600,000
86,729 68,000 68,000 68,000
78,160 61,000 70,000 80,000
74,771
73,000
50,000
60,000
123,937
94,000
75,000
90,000
1,790
2,000
1,500
1,500
4,470
1,700
1,700
1,700
101,529
25,000
25,000
25,000
12,775
13,000
13,000
13,000
15,480
8,000
8,000
930
21,380
17,000
16,000
16,000
181,738
170,000
182,000
190,000
34,330
28,000
28,000
28,000
225
1,400
1,800
1,700
260
50
50
420
65,000
45,000
20,000
27,000
6,700
5,000
1,000
1,000
-
-
-
67,300
-
-
-
107,000
21,198
25,000
30,000
27,000
1,665,982
1,337,150
1,191,050
1,405,550
CITY OF BAYTOWN
GENERAL FUND REVENUE DETAIL
Actual Budget Estimated Adopted
Revenue 2013 -14 2014 -15 2014 -15 2015 -16
Intergovernmental
43104 FEMA
43113 Bright Star (GCCISD)
43115 Truancy Program (GCCISD)
43208 Dept Of Transportation
43213 TXDPS
43301 Emergency Svcs. Revenue
43315 H -GAC
Total Intergovernmental
Charges for Services
44112 Recovery Of Damages
44113 Subdivision Filing Fee
44114 Vital Statistics
44115 Animal Control Fees
44116 Weed Mowing
44121 Ambulance
44125 Mun Ct Cr Card Proc Fee
44137 False Alarm Reg. & Fees
44141 Curbs & Drainage
44305 Other Academy Fees - Outsid
Total Charges for Services
Cultural & Recreational
44201 Facility Rental
44202 Special Events Revenue
44204 Vending Machines
44205 Leisure Programs
44207 Athletics Fees
Total Cultural & Recreational
TOTAL SERVICES CHARGES
Fines & Forfeitures
45001 Municipal Court
45002 Library Fees And Fines
45005 Motor Carrier Violations
Total Fines & Forfeitures
Miscellaneous
46023 Fire Inspections Fees
49001 Sale Of City Property
49003 Investment Interest
49004 Interest On Receivables
49009 Rental Of Land
49010 Phone Commissions
49012 Service Charge - (Contra)
49029 Plans & Specs
49040 Settlement Proceeds
49041 Passport Fees
49042 Library Print Fees
49091 Miscellaneous
49093 Overages And Shortages
Total Miscellaneous
74,624
60,000
-
-
144,824
-
-
-
43,779
38,688
38,688
39,462
69,122
70,000
70,000
71,400
3,455
-
-
-
496,364
460,000
460,000
460,000
56,401
35,000
10,000
35,700
888,567 663,688 578,688 606,562
7,623
19,000
19,000
19,380
14,826
8,000
10,000
8,160
86,774
60,000
58,000
61,200
40,275
48,000
46,000
48,960
124,547
80,000
90,000
90,000
1,812,707
1,400,000
1,500,000
1,700,000
281
-
-
-
31,188
22,000
22,000
22,440
6,732
2,000
1,500
2,040
10,991
10,000
10,000
10,200
2,135,943
1,649,000
1,756,500
1,962,380
90,911
75,000
85,000
86,000
31,541
35,000
40,000
41,000
235
-
-
-
21,663
17,000
18,000
19,000
80,892
67,000
67,000
67,000
225,242 194,000 210,000 213,000
2,361,185 1,843,000 1,966,500 2,175,380
1,956,803
1,900,000
2,200,000
2,300,000
41,365
41,500
41,500
42,330
332,914
255,000
265,000
350,000
2,331,082
2,196,500
2,506,500
2,692,330
15,939
15,000
15,000
15,300
62,777
-
-
-
602,080
300,000
200,000
300,000
141
-
-
-
107,700
80,000
80,000
60,000
17,424
10,000
12,000
12,000
(781)
5
100
100
1,050
1,000
1,000
1,020
62,854
-
-
-
94,050
80,000
80,000
-
18,314
13,000
11,000
11,000
509,653
472,420
472,420
473,000
(261)
200
1,200
204
1,490,940
971,625
872,720
872,624
TOTAL REVENUES 66,599,283 66,462,759 66,296,894 69,532,122
6MA
CITY OF BAYTOWN
GENERAL FUND REVENUE DETAIL
Actual Budget Estimated Adopted
Revenue 2013 -14 2014 -15 2014 -15 2015 -16
Transfers
61231 From Odd Trust & Agency
61232 From Hotel/Motel Fund
61291 From T & A Emergency Mgmt
61500 From Solid Waste Fund
61502 From Aquatics Fund
61505 Transfer From Storm Water
61520 From Water And Sewer Fund
62215 Revenue From MDD Fund
62216 Transfer From TIRZ
62510 Revenue -BAWA
5 -8
171,000
167,000
167,000
167,000
10,800
10,800
10,800
11,016
200
-
-
-
206,489
250,000
250,000
255,000
-
100,000
100,000
100,000
728,781
728,781
728,781
-
1,954,274
2,454,274
2,454,274
2,000,000
300,000
300,000
300,000
300,000
116,313
125,000
128,590
129,546
250,000
350,000
350,000
350,000
Total Other Financing Sources 3,737,857 4,485,855 4,489,445 3,312,562
TOTAL REVENUES & TRANSFERS $ 70,337,140 $ 70,948,614 $ 70,786,339 $ 72,844,684
CITY OF BAYTOWN
GENERAL FUND 101
BUDGET SUMMARY BY DEPARTMENT
General Government
1010 General Administration
1030 Fiscal Operations
1060 Legal Services
1070 ITS
1080 Planning and Development Svcs
1140 Human Resources
1170 City Clerk
1171 Court of Record
1180 City Facilities
1190 General Overhead
Total General Government
Public Safety
2000 Police
2020 Fire & EMS
2025 Communications
2030 Emergency Management
Total Public Safety
Public Works
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
$ 1,175,672 $
1,301,294 $
1,172,746 $
1,366,074
2,089,808
2,483,101
2,253,621
2,349,217
765,170
836,771
834,121
845,431
1,955,923
2,449,966
2,488,635
2,656,640
1,629,475
1,784,193
1,648,870
1,779,374
769,310
931,630
854,553
854,207
494,781
571,031
615,076
604,140
1,162,480
1,256,954
1,226,106
1,217,054
134,635
192,300
125,091
158,450
4,732,822
4,411,312
3,897,810
6,139,448
14,910,077
16,218,552
15,116,629
17,970,035
19,054,600
20,770,200
20,934,613
20,870,601
15,257,860
17,559,585
17,008,066
17,653,545
1,397,121
1,684,637
1,678,607
1,560,637
445,822
505,425
478,945
492,209
36,155,404
40,519,847
40,100,231
40,576,992
3000 Public Works Administration
390,480
375,618
380,139
381,840
3010 Streets & Drainage
1,943,888
1,863,676
1,842,552
1,544,848
3020 Traffic Control
1,094,354
1,050,622
1,080,311
1,111,770
3030 Engineering
910,912
983,469
973,957
958,890
Total Public Works
4,339,634
4,273,385
4,276,959
3,997,348
Health & Welfare
4000 Health & Welfare
Culture & Leisure
5000 Parks & Recreation
6000 Library
Total Culture & Leisure
Capital
Transfers Out
2,203,540 2,380,651 2,358,381 2,551,961
3,797,908 4,103,467 3,871,661 4,201,538
2,566,393 2,672,435 2,545,235 2,505,530
6,364,301 6,775,902 6,416,896 6,707,068
3,381,426 3,945,173 3,325,526 2,134,980
2,184,883 1,535,387 1,526,829 8,402,863
General Fund Total $ 69,539,265 $ 75,648,897 $ 73,121,451 $ 82,341,247
5 -9
CITY OF BAYTOWN
GENERAL FUND 101
BUDGET SUMMARY BY ACCOUNT
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
71002
Regular Wages
$ 31,595,119 $
35,880,402 $
35,261,471 $
36,606,244
71003
Part Time Wages
677,654
703,429
679,602
725,070
71009
Overtime
2,070,961
1,743,409
1,951,530
1,806,311
71011
Extra Help /Temporary
19,066
17,000
8,700
-
71021
Health Insurance
5,987,670
6,366,597
6,220,722
5,851,840
71022
TMRS
6,236,719
6,889,688
6,933,517
6,923,221
71023
FICA
2,470,005
2,816,638
2,805,125
2,992,749
71028
Workers Compensation
511,195
591,597
592,550
599,931
71041
Allowances
256,390
319,054
324,600
314,300
71043
Employee Incentives
2,310
4,500
2,500
885,594
71052
Salary Savings
-
(500,000)
(500,000)
-
71081
Retired Employee Benefits
1,782,763
1,751,811
1,751,811
1,668,758
71091
Prsnl Srvices Reimbursed
(10)
-
-
-
72031
Total Personnel Services
51,609,842
56,584,125
56,032,128
58,374,018
72001
Office Supplies
185,814
204,482
197,238
198,527
72002
Postage Supplies
63,131
88,616
77,923
98,850
72004
Printing Supplies
73,466
112,548
107,420
83,820
72005
Animal Feed Supplies
7,029
8,764
6,500
5,307
72006
Clothing Allowance
25,594
30,840
30,215
27,840
72007
Wearing Apparel
299,093
367,713
317,447
329,935
72011
Disaster Supplies
12,112
13,120
13,120
13,120
72016
Motor Vehicle Supplies
1,157,293
1,187,745
878,736
1,054,652
72019
Supplies Purch For Resale
22,832
22,000
21,379
24,000
72021
Minor Tools
167,729
239,927
210,597
142,767
72022
Fuel For Generators
5,014
12,000
12,000
12,000
72023
Library Materials
269,193
255,000
255,000
255,000
72026
Cleaning & Janitorial Sup
104,412
98,956
103,890
103,458
72031
Chemical Supplies
101,465
148,113
130,841
125,800
72032
Medical Supplies
115,661
110,099
143,130
130,749
72036
Identification Supplies
32,060
54,797
53,560
42,845
72041
Educational Supplies
204,820
331,696
309,375
321,135
72045
Computer Software Supply
42,777
148,496
147,646
37,137
72046
Botanical Supplies
4,750
12,150
8,686
11,000
72056
Street Marking Supplies
87,610
20,000
20,000
10,000
72061
Meeting Supplies
11,109
14,300
13,950
13,000
72090
Print Shop Supplies
5,257
6,000
3,000
4,000
Total Supplies
2,998,219
3,487,362
3,061,653
3,044,942
73001
Land Maintenance
78,463
91,408
87,121
93,080
73011
Buildings Maintenance
339,150
347,658
325,807
400,895
73012
Docks & Piers Maintenance
467
500
400
500
73013
Recreation Equip Maint
5,981
28,057
27,185
28,000
73022
Sanitary Sewers Maint
780
1,200
800
1,200
73025
Streets Sidewalks & Curbs
169,994
258,200
240,999
198,200
73026
Storm Drains Maint
25,339
30,000
15,000
-
73027
Heat & Cool Sys Maint
114,217
86,275
88,969
96,135
73028
Electrical Maintenance
123,044
98,500
131,759
133,500
73039
Miscellaneous Maint
1,350
2,500
2,500
2,500
73041
Furniture/Fixtures Maint
15,463
23,086
18,832
11,936
73042
Machinery & Equip Maint
640,379
883,659
858,982
820,869
5 -10
CITY OF BAYTOWN
GENERAL FUND 101
BUDGET SUMMARY BY ACCOUNT
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
73043
Motor Vehicles Maint
888,404
761,835
805,005
752,867
73044
Street Signs Maint
95,781
89,450
89,000
87,000
73045
Radio & Testing Equipment
3,107
108,500
158,000
209,500
73046
Books - Maintenance
45,650
61,313
50,639
55,019
73048
Signal Systems Maint
116,430
107,500
147,500
130,000
73049
Barricades Maint
11,834
7,000
4,757
5,000
73053
Vehicle Repair - Collision
(23,688)
9,000
9,000
-
73055
Maintenance On Computers
73,655
136,300
135,000
90,000
Total Maintenance
2,725,798
3,131,941
3,197,255
3,116,201
74001
Communication
604,877
591,791
570,826
727,850
74002
Electric Service
698,482
730,000
639,738
702,657
74003
Street Lighting
791,797
750,000
821,770
850,000
74004
Water & Sewer
865
1,200
2,200
1,000
74005
Natural Gas
85,513
75,000
77,242
91,800
74007
TWC Claims Paid
83,762
75,000
51,784
75,000
74011
Equipment Rental
356,359
454,389
364,793
483,654
74020
Outside Contracts
66,108
68,271
66,730
59,500
74021
Special Services
902,565
1,220,933
1,003,121
1,355,612
74022
Audits
77,050
72,000
72,000
92,000
74023
Industrial Appraisal
35,000
35,000
35,000
35,000
74026
Janitorial Services
112,236
124,896
121,970
126,056
74029
Service Awards
20,858
19,200
19,200
64,200
74031
Wrecker Service
6,190
6,600
5,000
5,400
74032
Computer Programing
-
1,950
1,950
-
74036
Advertising
54,232
60,201
63,160
55,101
74042
Education & Training
404,801
587,713
506,297
469,814
74045
In -State Investigatv Trvl
4,088
5,038
4,000
3,000
74047
Support Of Prisoners
56,358
62,562
60,000
62,562
74051
Non City Facility Rental
26,719
30,492
28,988
16,916
74054
Council Reimbursables
674
6,200
1,000
1,000
74056
Vacant Lot Cleaning
133,053
140,000
140,000
200,000
74058
Landfill Fees
56,518
80,778
60,751
88,200
74070
Elections
-
70,100
56,000
98,000
74071
Association Dues
43,719
64,176
57,366
79,130
74082
Confidential
10,180
13,000
15,000
15,000
74123
Instructor Fees
15,216
24,000
16,439
24,000
74210
General Liability Ins
33,034
38,058
38,058
38,000
74211
K -9 Insurance
5,396
6,205
6,205
6,205
74220
Errors & Omissions
67,197
78,007
78,007
78,000
74230
Law Enforcement Liability
51,556
59,289
59,289
59,289
74240
Auto Liability
140,915
169,879
197,000
205,000
74241
Auto Collision
107,691
129,229
129,229
128,000
74242
Auto Catastrophic
3,000
3,600
3,600
3,600
74271
Mobile Equipment
19,657
22,606
22,606
22,606
74272
Real & Personal Property
230,275
264,816
210,468
225,000
74277
Flood Insurance
47,403
62,500
62,500
60,000
74280
Bonds
170
2,500
2,500
2,500
74281
Employee Fraud
4,416
5,078
5,078
5,078
5 -11
CITY OF BAYTOWN
GENERAL FUND 101
BUDGET SUMMARY BY ACCOUNT
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
74290
Misc Liability
-
-
1,372
3,000
74295
Deductibles
113,073
230,000
128,770
135,000
74999
Perf Cont Energy Savings
86,226
88,813
88,813
88,813
Total Services
5,557,227
6,531,070
5,895,820
6,842,543
75001
Contributions
-
540
240
-
75051
Court Cost
14,282
16,700
12,000
14,700
75061
Medical - Preemployment
24,971
23,000
27,000
5,500
75064
Medical Services
10,844
53,599
16,000
38,500
77106
Little League Light Contr
12,000
12,000
12,000
12,000
77109
Bytn Beauti Adv Comm -Bbac
8,887
15,000
15,000
15,000
Total Sundry & Other
70,985
120,839
82,240
85,700
Total Operating
62,962,071
69,855,337
68,269,096
71,463,404
80001
Furniture & Equip <$5000
981,703
81,906
131,068
28,500
80021
Special Programs
347,833
392,555
366,858
-
81001
Land Purchase
1,000
-
-
-
82011
Building & Improvements
30,569
602,036
294,607
412,000
83025
Streets Sidewalks & Curbs
78,383
350,000
350,000
350,000
83026
Storm Drains
71,817
80,000
41,531
-
83039
Other Improvements
-
25,000
25,000
-
84041
Furniture & Fixtures
-
13,200
13,200
8,000
84042
Machinery & Equipment
511,411
936,498
810,558
941,700
84043
Motor Vehicles
1,077,139
1,236,645
1,160,695
337,780
84047
Computer Software
-
80,000
20,000
-
84052
Heavy Equipment
119,763
70,083
70,595
-
84061
Other Equipment
36,485
77,250
41,414
57,000
85001
Construction
22,976
-
-
-
85011
Engineering
38,464
-
-
-
86011
Capital Lease Payment
63,882
-
-
-
Total Capital Only
3,381,426
3,945,173
3,325,526
2,134,980
91201
To Municipal Ct Security
35,568
61,020
39,752
46,867
91226
To Miscellaneous Police
92,979
96,006
97,485
90,294
91291
To Emergency Management
10,000
-
-
-
91298
To Wetland Research Ctr
179,466
189,104
200,335
206,424
91350
To Gen Capital Proj Fund
-
91,700
91,700
95,300
91351
To Capital Improvemnt Prg
1,550,885
540,000
540,000
7,348,800
91401
To G O I S
234,582
-
-
-
91450
To Accrued Leave - General
850,000
350,000
350,000
357,000
91540
To Bayland Island
37,549
-
-
-
91550
To Internal Service Fnd
161,242
163,121
163,121
213,742
91552
To Warehouse Operations
43,497
44,436
44,436
44,436
Total Other Financing Uses
3,195,768
1,535,387
1,526,829
8,402,863
99001
Contingencies
-
13,000
-
40,000
99002
Unforeseen/New Initiative
-
300,000
-
300,000
Total Contingencies
-
313,000
-
340,000
TOTAL EXPENDITURES
$ 69,539,265 $
75,648,897 $
73,121,451 $
82,341,247
5 -12
BAYTOWN
S
5 -13
1010 GENERAL ADMINISTRATION - PROGRAM SUMMARY
Program Description
The General Administration Department consists of three main divisions, the City Manager's office, the City Council and
Public Affairs. It also includes expenditures that are not directly associated with any other department within the General
Fund.
The City Manager is the chief executive and administrative officer of the City and is responsible for general administration of
the City's affairs and serves as a liaison between the policy making and administrative branches of the City government. The
City Manager provides City Council with the information needed to conduct the affairs of the City and coordinate the
implementation of their decisions. This division oversees the operations of all city departments and reviews and updates
management policies and regulations.
Major Goals
• Ensure delivery of City services in an effective and efficient manner through responsible administration.
• Ensure that the response to citizen complaints and requests for action are performed in a timely manner.
• Assist in the development of neighborhood organizations and coordinate implementation of neighborhood improvement
projects and activities.
• Conduct City Council meetings in accordance with the provisions of the City Charter and Ordinances.
• Continue to provide quality information the citizens receive from local government by working with educational,
business and neighborhood groups to communicate city events, public hearings and city staff initiatives.
• Coordinate Council activities, negotiate contracts and supervise the staff to provide efficient and effective municipal
services to the City of Baytown.
Major Objectives
• Provide the Council with timely and meaningful information.
• Maintain up -to -date policies and regulations.
• Encourage an innovative approach to problem resolution.
• Supervise and coordinate the staff and provide oversight to all departmental operations.
• Maintain a long -range outlook and provide the Council with recommendations for the future.
• Act as the City's ambassador in developing and maintaining relations with outside agencies.
5 -14
1010 GENERAL ADMINISTRATION - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 771,536 $
822,018 $
725,186 $
861,457
71009
Overtime
493
-
-
-
71021
Health Insurance
80,520
84,549
84,549
77,504
71022
TMRS
144,818
152,767
142,836
155,820
71023
FICA
49,233
62,628
57,810
65,817
71028
Workers Compensation
1,283
1,352
1,317
1,451
71041
Allowances
15,660
19,200
19,200
19,500
Total Personnel Services
1,063,543
1,142,514
1,030,898
1,181,549
7200
Supplies
72001
Office Supplies
3,145
6,800
6,500
6,600
72002
Postage Supplies
498
700
400
22,600
72004
Printing Supplies
19,273
50,400
50,400
25,900
72007
Wearing Apparel
110
500
418
500
72041
Educational Supplies
526
1,600
1,400
1,200
72045
Computer Software Supply
-
-
-
100
Total Supplies
23,551
60,000
59,118
56,900
7300
Maintenance
73041
Furniture /Fixtures Maint
-
500
-
-
Total Maintenance
-
500
-
-
7400
Services
74021
Special Services
22,438
23,500
22,610
14,000
74036
Advertising
5,817
6,000
7,000
2,500
74042
Education & Training
45,576
44,670
36,770
45,770
74054
Council Reimbursables
674
6,200
1,000
1,000
74070
Elections
-
-
-
48,000
74071
Association Dues
14,072
17,910
15,350
16,355
Total Services
88,577
98,280
82,730
127,625
Total Operating
1,175,672
1,301,294
1,172,746
1,366,074
8000
Capital Outlay
80001
Furniture & Equip <$5000
1,431
5,000
2,500
2,500
80021
Special Programs
22,279
-
-
-
Total Capital Outlay
23,710
5,000
2,500
2,500
TOTAL DEPARTMENT $ 1,199,382 $ 1,306,294 $ 1,175,246 $ 1,368,574
5 -15
1030 FISCAL OPERATIONS - PROGRAM SUMMARY
The Fiscal Operations Department consists of Accounting, Payroll, Treasury, Budgeting, and Purchasing. This Department is
responsible for administering the City's fiscal affairs in accordance with applicable local, state and federal guidelines. The
Department manages the annual audit, annual budget and advises management on all aspects of financial planning and debt
management for the City. The Department is responsible for collection and disbursement of all City funds and implementation
of effective internal control systems for the City of Baytown. The Department also actively manages the City's investment
portfolio in compliance with the Public Funds Investment Act (PFIA) and the City's adopted investment policy.
Major Goals
• Ensure that all financial transactions are reported timely and accurately and in compliance with General Accepted
Accounting Principles along with appropriate internal controls.
• Provide timely financial information to users for management decisions, managing the City's assets and planning for
future financial growth.
• Provide quality budget development and analysis to foster financial accountability and responsible use of City funds.
• Promote a better understanding of financial policies and procedures among internal and external customers.
• Improve purchasing practices within the user departments to control costs and increase efficiency of city operations.
• Review and improve cash collection procedures throughout the City.
• Continue to structure the City's portfolio to manage evolving economic conditions and fluid liquidity needs.
Major Objectives
• Continue to develop financial policies that will provide financial stability and continuity in a changing political and
economic environment.
• Achieve efficiencies in accounting and reporting activities through greater use of information technology.
• Continue staff professional and technical growth.
• Continue to obtain the GFOA Distinguished Budget Presentation Award, the GFOA Certificate of Achievement for
Excellence in Financial Reporting, Texas Comptroller Leadership Circle Gold Member Award and the Popular Annual
Financial Reporting (PAFR) Award.
• Review and refinement of investment policy to stay in compliance with PFIA and evolving economic conditions.
Services Provided
•
Financial planning and oversight of all financial applications.
•
Check issuance: payroll and accounts payable.
•
All City collections, deposits, investments and cash/debt management.
•
Project cost management and reporting.
•
Budget management and preparation.
•
Financial reporting, internal control and annual audit.
•
Fixed assets tracking and reporting.
•
Grant assistance and reporting.
•
Procurement services: purchase orders and annual contracts.
•
General financial support and assistance to City Manager and City Departments.
Actual
Budget
Estimated
Projected
Workload Measures
2013 -14
2014 -15
2014 -15
2015 -16
1.
Investment portfolio (in millions)
$137.1
$153.0
$150.0
$155.0
2.
Annual A/P & Payroll checks
14,576
14,700
14,500
14,630
3.
Annual purchase orders issued
8,310
8,000
8,000
8,000
4.
Annual contracts
86
100
100
100
5.
Active grants
22
30
30
25
Performance Measures
1.
Tax collections as a % of levy
95%
96%
95.25%
96%
2.
Annual estimated yield
0.17%
0.25%
0.20%
0.25%
3.
Weighted avg. maturity of portfolio (days)
94
100+
117
120
4.
Invoices paid in 30 days
99%
99%
99.5%
99.7%
5.
GFOA Award for Budget, CAFR & PAFR
3
3
3
3
5 -16
1030 FISCAL OPERATIONS - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 979,316
$ 1,162,138
$ 1,126,807
$ 1,196,127
71003
Part Time Wages
60,641
33,519
33,516
32,630
71009
Overtime
622
18,500
4,500
6,750
71021
Health Insurance
190,229
199,750
199,750
183,103
71022
TMRS
181,914
216,325
206,493
214,661
71023
FICA
75,304
90,080
89,946
94,364
71028
Workers Compensation
1,345
2,592
2,652
1,691
71041
Allowances
10,841
10,800
10,800
10,800
Total Personnel Services
1,500,213
1,733,704
1,674,464
1,740,126
7200
Supplies
72001
Office Supplies
18,828
19,830
19,830
17,500
72002
Postage Supplies
5,311
7,400
5,758
6,313
72004
Printing Supplies
2,782
3,100
2,482
2,500
72007
Wearing Apparel
398
400
50
50
72016
Motor Vehicle Supplies
3,034
4,900
300
300
72021
Minor Tools
1,297
2,000
1,000
1,000
72041
Educational Supplies
-
300
420
300
Total Supplies
31,649
37,930
29,840
27,963
7300
Maintenance
73041
Furniture /Fixtures Maint
-
500
-
-
73043
Motor Vehicles Maint
249
1,000
1,000
1,000
Total Maintenance
249
1,500
1,000
1,000
7400
Services
74011
Equipment Rental
7,822
10,000
10,016
8,512
74021
Special Services
345,893
555,862
401,520
416,485
74022
Audits
77,050
72,000
72,000
92,000
74023
Industrial Appraisal
35,000
35,000
35,000
35,000
74036
Advertising
3,088
2,601
2,601
2,601
74042
Education & Training
10,857
30,524
23,200
21,000
74071
Association Dues
2,988
3,980
3,980
4,530
Total Services
482,697
709,967
548,317
580,128
Total Operating
2,014,808
2,483,101
2,253,621
2,349,217
9000
Other Financing Uses
91351
To Capital Improvemnt Prg
75,000
-
-
-
Total Other Financing Uses
75,000
-
-
-
TOTAL DEPARTMENT
$ 2,089,808
$ 2,483,101
$ 2,253,621
$ 2,349,217
5 -17
1060 LEGAL SERVICES - PROGRAM SUMMARY
Program Description
The Legal Department is a service- oriented department providing counsel to the City Council, the Baytown Area Water
Authority (BAWA), the Baytown Crime Control and Prevention District (CCPD), the Baytown Fire Control, Prevention, and
Emergency Medical Services District (FCPEMSD), and the Baytown Municipal Development District (MDD), as well as to
their boards and commissions. The department also tenders legal advice to officers and employees of the City relating to their
powers and duties in such capacities. Legal services provided by the department include drafting and negotiating contracts,
securing pre - clearance for all municipal elections, prosecuting violations of the transportation, health and penal codes as well
as the Code of Ordinances, and representing and coordinating the representation of the City in various civil matters ensuring
that the rights and interests of the City are being appropriately protected and pursued.
Major Goals
• Provide dependable legal advice to the City Council and to the Boards of Directors of BAWA, CCPD, FCPEMSD, and
MDD and their boards and commissions as well as the officers and employees of the City.
• Draft, review and negotiate legal instruments for City projects in order to achieve the desired project goals while ensuring
that the City's interests are adequately protected.
• Represent the City, BAWA, CCPD, FCPEMSD, and MDD in all legal proceedings in an effective, zealous manner.
• Prosecute all cases filed in Municipal Court.
• Remain current on all state and federal laws and regulations applicable to the City, BAWA, CCPD, FCPEMSD, and
MDD.
• Serve on the negotiating team in the firefighter collective bargain process.
Major Objectives
• Legal counsel
➢ Support all legal opinions, whether written or oral, with case or statutory authority, as appropriate.
➢ Ensure that all requests for written opinions are honored in a timely manner.
• Legal representation
➢ Zealously represent the City, BAWA, CCPD, FCPEMSD, and MDD and protect their prospective interests.
➢ Ensure court- imposed deadlines are met.
➢ Ensure that all witnesses are advised in a timely manner of trial settings.
• Legal documentation
➢ Ensure all contracts accomplish the intended purposes while providing sufficient protections.
➢ Maintain all written opinions issued by the department in an opinion book for future reference.
5 -18
1060 LEGAL SERVICES - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 476,789 $
499,531 $
496,551 $
516,607
71003
Part Time Wages
7,328
-
13,843
-
71009
Overtime
254
5,116
290
5,019
71021
Health Insurance
60,390
63,412
63,412
58,128
71022
TMRS
89,395
93,369
93,336
93,955
71023
FICA
33,655
37,492
37,634
39,537
71028
Workers Compensation
632
658
665
705
71041
Allowances
9,203
9,600
9,600
9,600
Total Personnel Services
677,647
709,178
715,331
723,551
7200
Supplies
72001
Office Supplies
1,523
4,500
4,350
3,500
72002
Postage Supplies
400
1,000
890
1,000
72045
Computer Software Supply
-
5,000
4,750
2,000
Total Supplies
1,924
10,500
9,990
6,500
7300
Maintenance
73046
Books - Maintenance
26,371
34,294
31,150
33,000
Total Maintenance
26,371
34,294
31,150
33,000
7400
Services
74021
Special Services
42,997
60,000
57,000
60,000
74042
Education & Training
8,170
15,164
14,950
14,500
74071
Association Dues
2,451
3,635
3,450
3,880
Total Services
53,618
78,799
75,400
78,380
7500
Sundry Charges
75051
Court Cost
5,611
4,000
2,250
4,000
Total Sundry & Other
5,611
4,000
2,250
4,000
Total Operating
765,170
836,771
834,121
845,431
8000
Capital Outlay
80001
Furniture & Equip <$5000
3,156
-
-
-
Total Capital Outlay
3,156
-
-
-
TOTAL DEPARTMENT
$ 768,326 8
836,771 $
834,121 $
845,431
5 -19
1070 INFORMATION TECHNOLOGY SERVICES - PROGRAM SUMMARY
Program Description
The Information Technology Services (ITS) Department has the responsibility of effectively administering all enterprise
information technology throughout the City. ITS is responsible for the computers, cellular telephones, 2 -way radios, and
voice - over -ip (VoIP) telephone system for all City departments. ITS assists those departments in providing quality services to
the community through the utilization of effective systems.
Major Goals
• Provide exceptional customer service to all City departments
• Provide hardware and software expertise to all City departments to maintain a highly productive workplace
• Ensure all enterprise services are fit for use and purpose
• Expand knowledge of, and partnerships with, other public entities in the greater Houston area
Major Objectives
• 911 Center activation
• Refresh the core network infrastructure
• Fire Training Field activation
• Expand and improve online Citizen services
• Upgrade Fire Stations 1 -5 to VoIP phones
Actual Budget Estimated Projected
Workload Measures 2013 -14 2014 -15 2014 -15 2015 -16
1. Total desktops /laptops /tablets supported
2. Total physical /virtual servers supported
3. Total business applications supported (excludes standard
desktop)
532/218/11 546/229/14 571/269/38 591/310/58
27/70 25/80 20/88 20/88
52 52 75 75
4.
Total network printers /point of sales units
149/35
125/37
112/38
100/39
5.
Total sites supported
37
38
38
40
6.
Total cellular /desktop phones supported
155/495
218/496
221/548
225/578
7.
Total 700Mhz /800Mhz radios supported
872
855
924
924
8.
Total public safety vehicles with data connectivity
152
162
178
200
9.
Total calls for service
2,392
2,679
2,116
1,986
Supported Sites: I Site Address:
Police Administration
3200 N. Main Street
Police Academy
203 E. Wye Drive
Police Substation
3530 Market Street
Police Jail
3100 N. Main Street
Police CVT
307 S. Main
Police Gun Range
3307 McLean Rd.
Fire Administration
201 E. Wye Drive
Fire Station 1
4123 Garth Road
Fire Station 2
2323 Market Street
Fire Station 3
3311 Massey Tompkins Road
Fire Station 4
910 E. Fayle
Fire Station 5
7210 Bayway Drive
Fire Station 6
10166 Pinehurst Drive
Fire Station 7
7215 Eastpoint Blvd.
Fire Training Field
7022 Bayway Drive
EMS Station
109 S. Main
Emergency Management
205 E. Wye Drive
Municipal Court
3120 N. Main Street
BAWA
7425 Thompson Road
5 -20
1070 INFORMATION TECHNOLOGY SERVICES - PROGRAM SUMMARY
Supported Sites: I Site Address:
Public Works Administration
2123 Market Street
Public Works Traffic
2103 Market Street
Public Works Central District Plant
1709 W. Main Street
Public Works East District Plant
3030 Ferry Road
Public Works West District Plant
1510 I -10 East
Public Works Northeast District Plant
8808 Needlepoint Road
Health Administration
220 W. Defee
Health Animal Services
405 N. Robert Lanier Drive
Health Mosquito Control
806 W. Nazro Street
City Hall
2401 Market Street
Utility Billing
2505 Market Street
Parks Administration
2407 Market Street
Parks Service Center
1210 Park Street
Parks Wetlands Center
1724 Market Street
Parks N.C. Foote Park
2428 West Main
Parks Nature Center
6213 Bayway Drive
Parks Pirate's Bay Water Park
5300 East Road
Library
1009 W. Sterling Avenue
Tech Garage
2511 'h Cedar Bayou Rd.
ITS Shop
2101 Market Street
911 Center
7800 N Main Street
5 -21
1070 INFORMATION TECHNOLOGY SERVICES - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 677,407
$ 791,991
$ 789,476
$ 790,103
71009
Overtime
19,162
15,000
12,500
15,000
71021
Health Insurance
120,780
137,393
137,393
125,944
71022
TMRS
135,824
154,368
154,125
150,661
71023
FICA
52,784
61,502
61,573
63,392
71028
Workers Compensation
4,054
3,862
4,768
4,890
71041
Allowances
42,137
43,200
46,800
46,800
Total Personnel Services
1,052,148
1,207,316
1,206,635
1,196,790
7200
Supplies
72001
Office Supplies
8,473
8,500
8,500
8,500
72002
Postage Supplies
12
250
-
250
72021
Minor Tools
1,049
3,000
2,700
3,000
Total Supplies
9,533
11,750
11,200
11,750
7300
Maintenance
73011
Buildings Maintenance
968
1,500
1,500
80,000
73027
Heat & Cool Sys Maint
438
1,250
1,000
6,250
73042
Machinery & Equip Maint
545,321
754,150
750,000
694,150
73043
Motor Vehicles Maint
144
-
-
-
73045
Radio & Testing Equipment
2,147
105,500
155,000
205,500
73055
Maintenance On Computers
73,655
136,300
135,000
90,000
Total Maintenance
622,673
998,700
1,042,500
1,075,900
7400
Services
74001
Communication
1,072
1,700
1,700
1,700
74002
Electric Service
3,273
4,000
3,300
-
74011
Equipment Rental
209,353
150,000
148,000
270,000
74021
Special Services
4,178
11,000
15,000
45,000
74042
Education & Training
33,693
65,000
60,000
55,000
74071
Association Dues
-
500
300
500
Total Services
251,569
232,200
228,300
372,200
Total Operating
1,935,923
2,449,966
2,488,635
2,656,640
8000
Capital Outlay
80001
Furniture & Equip <$5000
117,262
-
-
-
84042
Machinery & Equipment
-
562,000
500,000
684,000
Total Capital Outlay
117,262
562,000
500,000
684,000
9000
Other Financing Uses
91351
To Capital Improvemnt Prg
20,000
-
-
-
Total Other Financing Uses
20,000
-
-
-
TOTAL DEPARTMENT
$ 2,073,185
$ 3,011,966
$ 2,988,635
$ 3,340,640
5 -22
BAYTOWN
S
5 -23
1080 PLANNING & DEVELOPMENT SERVICES - PROGRAM SUMMARY
Program Description
The Planning and Development Services Department, in three divisions, leads the City's efforts in long -range and
neighborhood planning; it implements the zoning, subdivision, and building codes by providing services to developers and
residents; provides annexation analysis and service plans; implements the city's community block grant program and provides
building permit and inspection services. The department provides staff support to the Planning and Zoning Commission,
Community Development Advisory Committee, Construction Board of Adjustment and Appeals, Sign Committee, Zoning
Board of Adjustments, and the Development Review Committee.
The Planning and Development Services Department works to improve property maintenance by coordinated code
enforcement efforts, including the review, inspection, and registration of substandard and vacant structures, multi - family
dwelling, manufactured home parks, and signs. The Building Division implements FEMA and other floodplain management
standards.
Major Goals
• Successfully implement the ULDC and propose amendments to the new code as necessary
• Implement successfully the third Neighborhood Improvement Project with the target neighborhood
• Continue updating codes, addressing subdivision, parking and sign regulations
• Continue process improvements at the One Stop Shop permit counter
• Complete a five -year Capital Improvement Plan with the Engineering Department
• Continue to improve interdivisional relationships inside the department and interdepartmental relationships in the
development review process
• Continue identifying areas to annex and implement an annexation plan
Major Objectives
• Work with individual neighborhoods, developers and property owners for better education concerning subdivision and
zoning code; assist them with issues they may have regarding new and redevelopment
• Continue to work with neighborhoods on education concerning various programs, how to establish an on -going
neighborhood committee or community association to look after their needs
• Development codes may need amendments to address glitches or industrial standards so we will do that work this year as
well as begin the work on parking, signs and subdivision regulations
• Continue the implementation of the comprehensive plan and make updates which will be a significant effort that will
include meetings with council, planning and zoning commission, citizens, developers and neighborhoods
Actual Budget Estimated Projected
Workload Measures 2013 -14 2014 -15 2014 -15 2015 -16
1. Annexation service plans developed
2. Plats reviewed (includes re- submittals)
3. New residential permits
4. New commercial permits
5. Sign permits and renewals (every other year)
6. Electrical permits
7. All other permits (includes remodel)
Performance Measures
7
4
10
15
58
96
62
93
169
162
214
320
26
36
30
45
148
1,189
0
1,344
1,108
1,275
1,216
1,372
5,649
6,112
6,720
7,000
1. Zoning inspections (violations)
37
40
30
40
2. Plan reviews
1,449
2,180
1,906
2,300
3. Field inspections
10,383
12,846
15,514
17,044
4. Customer service contacts (Telephone and walk -ins)
16,000
26,318
22,234
27,500
5 -24
1080 PLANNING & DEVELOPMENT SERVICES - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 984,750 $
1,147,282
$ 1,058,804 $
1,169,209
71009
Overtime
2,908
5,250
5,250
5,250
71021
Health Insurance
196,268
211,370
189,880
203,448
71022
TMRS
184,670
212,642
198,340
210,590
71023
FICA
71,425
86,208
84,309
87,067
71028
Workers Compensation
2,431
3,098
2,944
3,029
71041
Allowances
16,738
18,600
18,600
16,200
Total Personnel Services
1,459,190
1,684,450
1,558,127
1,694,793
7200
Supplies
72001
Office Supplies
5,273
5,000
5,000
4,500
72002
Postage Supplies
9,546
9,500
9,500
9,800
72004
Printing Supplies
6,309
7,000
7,000
6,000
72007
Wearing Apparel
802
800
800
800
72016
Motor Vehicle Supplies
11,026
12,500
12,500
11,000
72021
Minor Tools
692
800
800
800
72041
Educational Supplies
547
1,150
1,150
1,000
Total Supplies
34,195
36,750
36,750
33,900
7300
Maintenance
73041
Furniture/Fixtures Maint
208
1,500
1,500
-
73043
Motor Vehicles Maint
6,918
8,000
8,000
8,000
Total Maintenance
7,126
9,500
9,500
8,000
7400
Services
74021
Special Services
5,584
24,000
10,000
16,000
74036
Advertising
7,039
5,500
10,500
7,500
74042
Education & Training
12,732
19,845
19,845
15,000
74071
Association Dues
3,609
4,148
4,148
4,181
Total Services
28,964
53,493
44,493
42,681
Total Operating
1,529,475
1,784,193
1,648,870
1,779,374
8000
Capital Outlay
80001
Furniture & Equip <$5000
4,000
2,000
2,000
2,000
84043
Motor Vehicles
16,120
21,000
21,000
-
Total Capital Outlay
20,120
23,000
23,000
2,000
9000
Other Financing Uses
91351
To Capital Improvemnt Prg
100,000
-
-
-
Total Other Financing Uses
100,000
-
-
-
TOTAL DEPARTMENT
$ 1,649,595 $
1,807,193
$ 1,671,870 $
1,781,374
5 -25
1140 HUMAN RESOURCES - PROGRAM SUMMARY
Program Description
The Department of Human Resources is a full service department supporting a comprehensive range of Human Resource
needs, many of which are driven by evolving State and Federal legislation. The department performs various Human
Resource functions by taking the following actions: developing and interpreting policy; acting as internal consultants to all
departments on human resources related issues; maintaining employment practices consistent with applicable legislation;
resolving employee concerns, grievances, and appeals; administering and resolving workers' compensation and
unemployment issues and claims; providing training and development; maintaining equitable and competitive compensation
practices; and managing the City's insurance programs. The department also administers Civil Service, Collective Bargaining
and Meet and Confer.
Major Goals
• Revise entire Human Resources policy manual and administrative rules.
• Provide employees with training in the areas of Customer Service and Teamwork.
• Contribute to the City's future planning by addressing how to develop current employees to meet the future competency
requirements.
• Review Health Benefits Program to determine potential cost effective measures.
• Continue to develop Wellness Initiatives for employees to increase well -being and engagement.
• Evaluate overall compensation through market survey.
• Develop training for supervisors in management and leadership areas.
• Stay abreast of current legislation, especially Healthcare Reform, to assure legal compliance.
• Advise City Managers, Directors, and Supervisors regarding policies and procedures to ensure equitable application for
all City employees.
• Maintain Performance Management Program.
• Improve recruiting, staffing, and retention programs.
• Participate in Collective Bargaining and Meet and Confer negotiations as needed.
Major Objectives
•
Provide leadership training for all managers to continue to develop needed skills.
•
Assist management in creating a positive work environment to attract and retain quality employees.
•
Provide training opportunities for employees to increase skill
levels for improved job
performance and career
advancement.
•
Continue to promote Core Values and Foundations for Success.
Actual
Budget
Estimated
Projected
Workload Measures
2013 -14
2014 -15
2014 -15
2015 -16
1.
Positions Posted
273
185
165
170
2.
Application/Resumes Processed
10,850
12,000
10,500
10,000
3.
Jobs Evaluated
23
10
12
15
Performance Measures
1.
Total positions Filled/Hired/Prom/Transfers
475
430
465
470
2.
Terminations — full time
101
85
95
100
5 -26
1140 HUMAN RESOURCES - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 446,235 $
492,238 $
496,454 $
496,843
71003
Part Time Wages
3,965
768
4,000
4,000
71009
Overtime
-
976
50
976
71011
Extra Help /Temporary
-
8,400
-
-
71021
Health Insurance
80,520
84,550
84,550
77,504
71022
TMRS
83,980
90,858
93,275
89,748
71023
FICA
32,483
35,950
37,543
36,462
71028
Workers Compensation
626
641
671
674
71041
Allowances
8,345
7,200
9,600
9,600
71043
Employee Incentives
2,310
2,500
2,500
2,500
Total Personnel Services
658,464
724,081
728,643
718,307
7200
Supplies
72001
Office Supplies
8,530
7,450
8,000
7,400
72002
Postage Supplies
2,023
3,000
2,500
2,500
72041
Educational Supplies
28,253
44,700
25,817
36,000
Total Supplies
38,806
55,150
36,317
45,900
7400
Services
74021
Special Services
27,643
57,886
42,293
40,000
74036
Advertising
11,340
10,800
10,800
10,000
74042
Education & Training
7,089
15,550
10,000
12,000
74071
Association Dues
1,786
4,035
3,000
3,000
Total Services
47,858
88,271
66,093
65,000
7500
Sundry Charges
75061
Medical - Preemployment
21,471
17,000
21,000
-
75064
Medical Services
2,711
47,128
2,500
25,000
Total Sundry & Other
24,182
64,128
23,500
25,000
Total Operating
769,310
931,630
854,553
854,207
8000
Capital Outlay
80001
Furniture & Equip <$5000
-
-
51,150
-
84047
Computer Software
-
80,000
20,000
-
Total Capital Outlay
-
80,000
71,150
-
TOTAL DEPARTMENT
$ 769,310 $
1,011,630 $
925,703 $
854,207
5 -27
1170 CITY CLERK - PROGRAM SUMMARY
Program Description
The City Clerk Department maintains official City records, administers elections, assists citizens and departments in search
for information, responds to requests for public information, issues various permits, processes recordations and serves as the
City's records manager, elections administrator, public information officer and local registrar in accordance with State law.
Major Goals
• Process public information requests in compliance with the Texas Public Information Act and the City's Public
Information Request Policy.
• Plan and administer the City's general election and any special municipal elections as deemed appropriate by the Council.
• Continue updates to the City's Records Management Policy and Program and best practices across the organization
regarding city-wide Electronic Records Retention and the Disposition Program.
• Complete reorganization and implementation of the Vital Statistics Division and complete the migration of birth and
death records from microfiche and paper format to electronic format.
• Continue to provide training, education and efficient and customer friendly service to internal and external customers as
they relate to the Texas Open Meetings Act.
Major Objectives
• Administer general and special elections.
• Complete a City -wide Records Policy and Public Information Act Training.
• Complete a City-wide disposition of records in accordance to State Law and the City's Records Management Policy.
• Continue implementation of Laserfiche Records Management Software in City Clerk's Office.
• Continue imaging and indexing of vital and permanent records.
• Administer oaths, statements and training to all elected and appointed officials as it relates to the Texas Open Meetings
Act and Texas Public Information Act.
• Update codes, agreements and/or applications associated with tow trucks, taxicabs /drivers, salvage yards, and house
moving permits.
Workload Measures
Actual
2013 -14
Budget
2014 -15
Estimated
2014 -15
Projected
2015 -16
1.
Agenda, City Council, others
188
200
190
200
2.
Ordinances/Resolutionsindexed
404
350
400
350
3.
Public Information requests
2,094
2,500
2,800
3,000
4.
Administer City elections
0
2
6
2
5.
Permits issued
616
1,200
1,600
1,800
6.
License /title City vehicles
143
95
145
95
7.
Board member paperwork processed
69
75
69
75
8.
Birth/death certificates issued
5,214
5,000
6,600
7,000
9.
Records disposed (number of boxes)
423
950
450
550
Performance Measures
1.
Public Meeting Agendas Processed within the 72 hour notice
100%
100%
100%
100%
requirements.
2.
Boards and Commissions Appointments and Reappointments
100%
100%
100%
100%
3.
Elections held with partnering entities in compliance with State
100%
100%
100%
100%
and Local laws.
4.
Public Information Requests and Attorney General Submissions
100%
100%
100%
100%
Processed within legal guidelines.
5 -28
1170 CITY CLERK - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 248,088 $
276,066 $
318,850 $
320,959
71003
Part Time Wages
-
13,291
13,291
13,291
71009
Overtime
11,326
7,342
7,342
7,342
71011
Extra Help /Temporary
8,535
-
-
-
71021
Health Insurance
50,325
52,844
63,414
58,128
71022
TMRS
48,369
52,110
60,754
58,695
71023
FICA
18,877
22,347
25,136
27,318
71028
Workers Compensation
333
383
451
481
71041
Allowances
3,614
3,600
3,600
3,600
Total Personnel Services
389,465
427,983
492,838
489,814
7200
Supplies
72001
Office Supplies
8,170
11,000
9,500
11,000
72002
Postage Supplies
3,864
4,000
4,000
4,000
72004
Printing Supplies
-
-
-
2,500
Total Supplies
12,034
15,000
13,500
17,500
7300
Maintenance
73042
Machinery & Equip Maint
-
-
-
2,400
73046
Books - Maintenance
8,681
11,000
10,000
11,000
Total Maintenance
8,681
11,000
10,000
13,400
7400
Services
74021
Special Services
40,302
4,000
4,000
4,000
74036
Advertising
13,654
19,000
16,400
18,000
74042
Education & Training
14,281
7,800
6,100
7,800
74051
Non City Facility Rental
14,175
13,722
13,722
1,200
74070
Elections
-
70,100
56,000
50,000
74071
Association Dues
672
926
1,016
926
Total Services
83,085
115,548
97,238
81,926
7500
Sundry Charges
75051
Court Cost
1,515
1,500
1,500
1,500
Total Sundry & Other
1,515
1,500
1,500
1,500
Total Operating
494,781
571,031
615,076
604,140
8000
Capital Outlay
80001
Furniture & Equip <$5000
6,700
-
-
-
Total Capital Outlay
6,700
-
-
-
TOTAL DEPARTMENT
$ 501,481 $
571,031 $
615,076 $
604,140
5 -29
1171 COURT OF RECORD - PROGRAM SUMMARY
Program Description
The Municipal Court of Record in the City of Baytown, Texas was created to provide a more efficient disposition of cases
arising in the municipality. The Judicial division, Municipal Court division and the Marshal Program division perform their
duties under the direction and control of the presiding judge in accordance with City Charter and State laws.
Major Goals
• Provide a fair, impartial system for timely adjudication of misdemeanor offenses within the jurisdiction of the Municipal
Court of Record in the City of Baytown.
• Increase program productivity by effectively serving outstanding warrants through innovative measures.
• Full implementation of the Collections Desk/Collections Clerk for an in house collections program.
Major Objectives
• Continue to modify and update standard operating procedure as changes are made to each desk
• Move forward with the Implementation of Video Arraignments
• Build a collections program for the court to enable defendants the chance to solve their cases before they go to warrant
• Continue to provide advance training to staff for Blackboard to further our collections.
• Search companies with the knowledge and expertise to manage our back -file and day - forward scanning needs in order to
move to Paper -Lite.
Workload Measures
Actual
2013 -14
Budget
2014 -15
Estimated
2014 -15
Projected
2015 -16
1.
Warrants issued (Capias /Arrest Warrants)
3,352
9,900
7,762
7,900
2.
Warrants cleared
8,969
11,459
11,518
12,500
3.
Tickets Received (Violations)
21,557
20,417
19,278
20,417
4.
Tickets Disposed
20,619
21,203
26,120
27,000
Performance Measures
1.
Juvenile Cases Filed
364
281
324
250
2.
Judge Trials
363
419
492
510
3.
Jury Trials
330
324
678
700
4.
Substandard/Dangerous Dog Hearings
54
35
174
180
5.
Emergency Protective Orders
11
6
10
15
6.
Emergency Mental Health Hearings
9
6
7
8
7.
Search Warrants
18
27
14
25
8.
Magistrate & Juvenile Magistrate Warnings
161
175
98
145
9.
Showcause Hearings
1,148
1,398
848
1,000
10.
Public Information Request
402
458
502
600
11.
Motions for Time Served
389
452
474
500
5 -30
1171 COURT OF RECORD - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
kcct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 646,228 $
698,467
$ 687,699 $
695,819
71009
Overtime
8,476
13,236
13,236
11,900
71011
Extra Help /Temporary
-
8,600
8,700
-
71021
Health Insurance
161,040
169,099
158,534
145,320
71022
TMRS
121,379
130,417
130,131
124,809
71023
FICA
46,533
51,621
51,263
52,420
71028
Workers Compensation
2,715
2,970
3,105
3,291
71041
Allowances
5,493
5,400
5,400
5,400
71043
Employee Incentives
-
2,000
-
-
Total Personnel Services
991,863
1,081,810
1,058,068
1,038,959
7200
Supplies
72001
Office Supplies
14,726
12,180
12,180
12,180
72002
Postage Supplies
10,665
18,000
16,555
16,600
72004
Printing Supplies
22,217
18,000
23,005
23,320
72007
Wearing Apparel
1,398
1,030
1,030
1,030
72016
Motor Vehicle Supplies
4,617
4,500
3,008
4,500
72021
Minor Tools
1,397
850
1,048
1,048
72026
Cleaning & Janitorial Sup
1,663
1,700
1,700
1,700
72041
Educational Supplies
589
786
705
705
Total Supplies
57,271
57,046
59,231
61,083
7300
Maintenance
73011
Buildings Maintenance
2,400
2,000
2,000
2,000
73027
Heat & Cool Sys Maint
3,319
1,788
1,788
1,788
73041
Furniture /Fixtures Maint
3,208
1,800
1,500
1,500
73042
Machinery & Equip Maint
3,077
2,300
971
-
73043
Motor Vehicles Maint
46
2,500
1,500
2,000
Total Maintenance
12,051
10,388
7,759
7,288
7400
Services
74001
Communication
709
1,440
-
-
74002
Electric Service
12,993
13,000
13,300
13,433
74011
Equipment Rental
13,183
11,974
11,974
11,974
74021
Special Services
50,059
50,217
46,495
52,580
74026
Janitorial Services
10,513
9,024
9,024
9,024
74042
Education & Training
7,433
13,300
13,322
13,235
74051
Non City Facility Rental
3,755
3,900
4,080
4,080
74071
Association Dues
1,455
1,655
1,603
2,198
Total Services
100,099
104,510
99,798
106,524
7500
Sundry Charges
75051
Court Cost
1,195
3,200
1,250
3,200
Total Sundry & Other
1,195
3,200
1,250
3,200
Total Operating 1,162,480 1,256,954 1,226,106 1,217,054
5 -31
1171 COURT OF RECORD - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
8000
Capital Outlay
80001
Furniture & Equip <$5000
82011
Building & Improvements
84043
Motor Vehicles
Total Capital Outlay
TOTAL DEPARTMENT
5 -32
60,389 8,600 8,600 -
- 22,600 5,650 47,000
32,031 - - -
92,420 31,200 14,250 47,000
$ 1,254,901 $ 1,288,154 $ 1,240,356 $ 1,264,054
1180 CITY FACILITIES - SERVICE LEVEL BUDGET
Chis cost center provides funding to maintain City Hall. This budget includes utilities, rentals and equipment shared by all
iepartments located in City Hall.
Actual Budget Estimated Adopted
kcct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7200
Supplies
72022
Fuel For Generators
72026
Cleaning & Janitorial Sup
7,550
Total Supplies
7300
Maintenance
73011
Buildings Maintenance
73027
Heat & Cool Sys Maint
53,541
Total Maintenance
7400
Services
74002
Electric Service
74005
Natural Gas
74026
Janitorial Services
Total Services
Total Operating
8000 Capital Outlay
80001 Furniture & Equip <$5000
82011 Building & Improvements
Total Capital Outlay
TOTAL DEPARTMENT
$ 5,014 $
12,000 $
12,000 $
12,000
7,946
7,550
7,550
7,550
12,960
19,550
19,550
19,550
29,180
27,000
27,000
36,000
22,237
25,000
25,000
35,000
51,417
52,000
52,000
71,000
13,326
60,000
-
-
20,009
20,750
13,541
21,900
36,922
40,000
40,000
46,000
70,257
120,750
53,541
67,900
134,635
192,300
125,091
158,450
372,623 - - -
- 392,186 102,176 230,000
372,623 392,186 102,176 230,000
$ 507,258 $ 584,486 $ 227,267 $ 388,450
5 -33
1190 GENERAL OVERHEAD - SERVICE LEVEL BUDGET
General overhead includes expenditures that are not directly associated with any other department within the General Fund. The
major components are insurance, street lighting, funding for the merit pay plan, special programs and contingencies.
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71043
Employee Incentives
$ -
$ - $
- $
883,094
71052
Salary Savings
-
(500,000)
(500,000)
-
71081
Retired Employee Benefits
1,782,763
1,751,811
1,751,811
1,668,758
Total Personnel Services
1,782,763
1,251,811
1,251,811
2,551,852
7200
Supplies
72001
Office Supplies
9,308
13,000
10,000
10,000
72002
Postage Supplies
1,258
1,846
1,500
1,500
72004
Printing Supplies
3,540
6,300
1,500
1,500
Total Supplies
14,106
21,146
13,000
13,000
7400
Services
74001
Communication
566,285
540,000
540,000
700,000
74003
Street Lighting
791,797
750,000
821,770
850,000
74007
TWC Claims Paid
83,762
75,000
51,784
75,000
74011
Equipment Rental
38,285
202,325
100,000
110,000
74021
Special Services
15,718
53,750
53,750
353,305
74029
Service Awards
20,858
19,200
19,200
64,200
74042
Education & Training
8,244
23,500
12,000
15,000
74071
Association Dues
995
1,000
1,000
7,000
74210
General Liability Ins
33,034
38,058
38,058
38,000
74211
K -9 Insurance
5,396
6,205
6,205
6,205
74220
Errors & Omissions
67,197
78,007
78,007
78,000
74230
Law Enforcement Liability
51,556
59,289
59,289
59,289
74240
Auto Liability
140,915
169,879
197,000
205,000
74241
Auto Collision
107,691
129,229
129,229
128,000
74242
Auto Catastrophic
3,000
3,600
3,600
3,600
74271
Mobile Equipment
19,657
22,606
22,606
22,606
74272
Real & Personal Property
230,275
264,816
210,468
225,000
74277
Flood Insurance
47,403
62,500
62,500
60,000
74280
Bonds
170
2,500
2,500
2,500
74281
Employee Fraud
4,416
5,078
5,078
5,078
74290
Misc Liability
-
-
1,372
3,000
74295
Deductibles
113,073
230,000
128,770
135,000
74999
Perf Cont Energy Savings
86,226
88,813
88,813
88,813
Total Services
2,435,953
2,825,355
2,632,999
3,234,596
Total Operating 4,232,822 4,098,312 3,897,810 5,799,448
5 -34
1190 GENERAL OVERHEAD - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
8000 Capital Outlay
80001 Furniture & Equip <$5000
80021 Special Programs
81001 Land Purchase
82011 Building & Improvements
84042 Machinery & Equipment
Total Capital Outlay
9000 Other Financing Uses
91351 To Capital Improvemnt Prg
Total Other Financing Uses
9900 Contingencies /Other
99001 Contingencies
99002 Unforeseen/New Initiative
Total Contingencies /Other
TOTAL DEPARTMENT
300 - - -
325,554 392,555 366,858 -
1,000 - - -
- 50,000 50,000 50,000
10,000 - - -
336,854 442,555 416,858 50,000
500,000 - - -
500,000 - - -
- 13,000
- 40,000
- 300,000
- 300,000
- 313,000
- 340,000
$ 5,069,676 $ 4,853,867 $ 4,314,668 $ 6,189,448
5 -35
2000 POLICE - PROGRAM SUMMARY
Administration
The Police Department is under the administration of the Chief of Police. Supporting the Police Chief is a staff that includes
the following personnel.
A) One Administrative Assistant
B) One Corporal Position; Aide to the Chief
C) One Assistant City Attorney; Legal Advisor
D) Two Internal Affairs Investigators
The rest of the Police Department is divided into three Bureaus. Each Bureau is led by an Assistant Chief.
The Patrol Bureau is the central provider of basic uniform police services for the City of Baytown. This bureau is the largest
and most visible bureau in the Police Department, and normally the first to respond to calls for service from the public. The
Patrol Bureau also oversees Commercial Motor Vehicle Inspections (CMV), Canine Support (K -9); Community Service
Officers, Domestic Violence and Victims Service, and the HOT SPOT Enforcement Team.
The Support Bureau is responsible for all support functions of the Police Department. The support functions are divided
into three divisions:
A) The Investigations Division
B) The Jail/Detention Division
C) The Support Services Division
The Community Services Bureau is a conduit between the Police Department and the Public. This bureau is also
responsible for in- service and enhanced police training. Programs in the Community Services Bureau include Crime
Prevention, DARE, Crime Stoppers, Neighborhood Watch Programs, Citizens Police Academy, Citizens on Patrol (COP'S)
and the Baytown Police Academy.
Major Goals of the Police Department
• Detect and apprehend those involved in criminal activities in the City of Baytown.
• Provide quality written reports and records of all incidents investigated.
• Conduct thorough follow up criminal investigations to enhance the certainty of successful prosecutions.
• Reduction of crime through community involvement.
• To actively solicit information and ideas from the public.
• Promote Baytown Crime Stoppers as well as the Campus Crime Stoppers programs.
• Promote community involvement in the Citizens Police Academy and Alumni programs.
• Reduce complaints against officers by conducting thorough internal affairs investigations.
• Thoroughly investigate all complaints against Department personnel in a timely manner.
• Promote and foster efficiency in Jail Operations related to the welfare of inmates as well as the processing and releasing
of inmates and their property.
• Increased enforcement of commercial vehicles through the CMV /Traffic Enforcement Unit.
• Continue to move forward with technology, which assists in processing, identifying and accessing criminal information.
• Develop a higher degree of expertise of Detectives in the investigation of criminal offenses through updated and
advanced training.
• Emphasize and encourage better and more thorough crime scene investigation and physical evidence collection to
facilitate identifying the actor or what actually occurred.
• Increase the pressure on narcotics users, sellers and distributors through proactive enforcement and prosecution.
• Improve on career development and the quality of police supervision.
• Update policies and procedures to meet the standards of Best Practices as outlined by the State of Texas.
Major Objectives of the Police Department
• Always striving to enhance good public relations by exhibiting the heart of a servant to the public whom we have sworn
"To serve and protect."
• Protect lives and property of all citizens equally, with our own lives if necessary, until justice prevails.
5 -36
2000 POLICE - PROGRAM SUMMARY
• Patrol the City with a positive attitude and a determined focus toward deterring and detecting crimes, and apprehending
those who commit crimes.
• Respond appropriately and professionally to all calls for police services.
• Utilize and be receptive to new techniques and methods of investigations by encouraging innovative and proactive
thinking of the investigators.
• Reduction of the fear of crime, assisted by all officers in the Department.
• Improvement of the Department image in the community.
• To raise awareness among the criminal element that crime will never be tolerated here and such acts will result in swift
apprehension and vigorous prosecution.
• Provide a more secure environment for the Citizens of Baytown and to enhance the quality of life in our City.
• Interface with the community and encourage the various community organizations to participate in the effort against
criminal activity.
Workload Measures
Actual
2013 -14
Budgeted
2014 -15
Estimated
2014 -15
Projected
2015 -16
1.
Calls for Service
55,045
46,702
66,510
60,000
2.
Offense Reports Written
14,820
13,914
14,778
16,000
3.
Prisoners Processed
6,755
6,422
6,626
7,100
4.
Accident Reports
2,207
2,090
2,614
2,300
5.
Total IA Complaints
22
25
22
30
6.
Offenses Cleared
609
628
554
900
7.
FBI Unified Crime Reporting (UCR) Crimes reported
3,492
3,380
3,006
4,000
8.
Number of Violent Crimes reported (UCR)
233
198
208
250
9.
Cases Inactivated
3,401
3,148
2,908
3,600
10.
Cases Unfounded
33
28
16
25
11.
Public Information Requests
1,532
1,600
1,260
1,800
Performance Measures
1.
Citations Issued
17,904
15,844
15,338
14,000
2.
County Misdemeanor Charges
1,251
1,208
1,468
1,500
3.
Felony Charges
880
882
950
775
4.
Local Warrant Arrests
1,970
1,802
1,946
2,100
5.
Illegal Drugs Seized
73 lbs.
120.3 lbs.
53.8 lbs.
120 lbs.
5 -37
2000 POLICE - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 11,092,130
$ 12,457,190
$ 12,586,086
$ 12,786,908
71003
Part Time Wages
76,794
103,260
90,875
101,000
71009
Overtime
829,654
500,000
650,073
600,000
71021
Health Insurance
1,942,545
2,087,323
2,065,632
1,895,261
71022
TMRS
2,193,621
2,354,147
2,456,580
2,368,329
71023
FICA
860,508
949,001
990,967
1,017,374
71028
Workers Compensation
216,175
244,371
258,120
271,791
71041
Allowances
7,830
7,800
7,800
7,800
71091
Prsnl Srvices Reimbursed
(10)
-
-
-
Total Personnel Services
17,219,247
18,703,092
19,106,133
19,048,463
7200
Supplies
72001
Office Supplies
25,841
29,269
26,000
29,269
72002
Postage Supplies
7,183
8,500
8,500
8,500
72004
Printing Supplies
3,940
7,898
6,000
5,500
72005
Animal Feed Supplies
2,887
3,300
3,500
2,500
72006
Clothing Allowance
21,953
25,800
25,800
23,400
72007
Wearing Apparel
109,786
125,919
110,660
106,870
72016
Motor Vehicle Supplies
667,932
640,800
494,911
595,180
72021
Minor Tools
95,581
153,472
124,017
65,312
72026
Cleaning & Janitorial Sup
12,821
14,175
19,395
17,375
72032
Medical Supplies
598
930
830
730
72036
Identification Supplies
32,060
54,197
53,245
42,245
72041
Educational Supplies
92,423
127,854
127,854
107,000
72061
Meeting Supplies
8,638
11,000
11,400
10,500
Total Supplies
1,081,642
1,203,114
1,012,112
1,014,381
7300
Maintenance
73001
Land Maintenance
21,136
20,082
21,645
21,880
73011
Buildings Maintenance
44,704
56,720
52,100
49,895
73027
Heat & Cool Sys Maint
18,359
19,147
17,975
19,147
73041
Furniture/Fixtures Maint
1,907
4,486
3,986
3,886
73042
Machinery & Equip Maint
45,122
61,007
37,933
60,819
73043
Motor Vehicles Maint
249,509
230,000
233,000
230,000
73046
Books - Maintenance
2,621
3,019
2,989
3,019
73053
Vehicle Repair - Collision
(23,688)
9,000
9,000
-
Total Maintenance
359,669
403,461
378,628
388,646
7400
Services
74001
Communication
8,393
11,955
8,800
5,200
74002
Electric Service
121,074
123,000
123,500
124,735
74004
Water & Sewer
865
1,200
2,200
1,000
5 -38
2000 POLICE - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
kcct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
74005
Natural Gas
5,779
5,750
4,397
5,300
74011
Equipment Rental
13,303
3,720
4,500
4,666
74021
Special Services
14,006
16,547
16,550
14,647
74026
Janitorial Services
39,589
43,147
43,147
43,147
74031
Wrecker Service
6,190
6,600
5,000
5,400
74036
Advertising
1,247
4,000
3,250
1,500
74042
Education & Training
98,938
144,074
120,572
107,900
74045
In -State Investigatv Trvl
4,088
5,038
4,000
3,000
74047
Support Of Prisoners
56,358
62,562
60,000
62,562
74071
Association Dues
1,948
6,469
6,324
5,054
74082
Confidential
10,180
13,000
15,000
15,000
74123
Instructor Fees
450
1,000
1,000
1,000
Total Services
382,408
448,062
418,240
400,111
7500
Sundry Charges
75061
Medical - Preemployment
3,500
6,000
6,000
5,500
75064
Medical Services
8,134
6,471
13,500
13,500
Total Sundry Charges
11,634
12,471
19,500
19,000
Total Operating
19,054,600
20,770,200
20,934,613
20,870,601
8000
Capital Outlay
80001
Furniture & Equip <$5000
155,328
6,720
7,273
6,000
82011
Building & Improvements
16,070
26,500
26,500
-
84042
Machinery & Equipment
390,247
1,271
1,165
151,700
84043
Motor Vehicles
696,424
1,028,219
1,027,269
198,980
Total Capital Outlay
1,258,069
1,062,710
1,062,207
356,680
8500
Construction In Process
85001
Construction
22,976
-
-
-
85011
Engineering
38,464
-
-
-
Total Capital Outlay
61,440
-
-
-
TOTAL DEPARTMENT $ 20,374,110 $ 21,832,910 $ 21,996,820 $ 21,227,281
5 -39
2020 FIRE & EMS - PROGRAM SUMMARY
Program Description
The Baytown Fire Department is an all- hazard risk management agency that consists of five major divisions:
Administrative /Support, Operations, Emergency Medical Services, Prevention, and Training /Homeland Security.
The Administrative /Support Services Division is responsible for organizing and directing the activities of the Baytown Fire
Department. The Division provides strategic leadership and administrative support to the Department and ensures the citizens of
Baytown receive effective fire and emergency medical service delivery. Fire Administration provides procurement, researches
and analyzes performance and planning data, produces strategic and operational plans, plans and oversees construction of new
and replacement facilities; analyzes operations for cost effectiveness, represents the department with government entities and
other operating units, processes fire and EMS reports, and provides administrative and personnel support to all fire personnel. The
Administrative staff coordinates with Human Resources for the recruitment and advancement of Fire Department personnel.
Additionally, the Administration division establishes, reviews, publishes and updates operational procedures and directives.
The purpose of the Baytown Fire Department is to provide high quality, high value emergency and non- emergency services in a
prompt, professional, compassionate manner and provide public education on fire and life safety issues. The Operations Division
personnel provide the following services: fire and life safety education, fire suppression, emergency medical services, homeland
security preparation and response, hazardous materials responses, technical rescue services, water rescue services and a variety of
other emergency and non - emergency services.
The Emergency Medical Division is responsible for responding to calls for assistance in the event of injury or medical
emergencies. These include on scene stabilization and transport to proper medical facilities. Care given to patients ranges from
basic first aid to advanced life support measures.
The Fire Prevention Division is primarily responsible for community risk reduction. The Division delivers public education, fire
investigations, code inspections of public and mercantile buildings, plans review, and code enforcement. The Division provides
significant interface with other city, county, and governmental agencies. They ensure compliance with all fire and life safety
codes. Properties that are inspected can range from Daycare centers, to assisted living facilities, schools, restaurants, and other
businesses. Additionally, some items that are inspected include fire extinguishers, fire protection sprinkler systems, fire
suppression systems, fire alarm systems, and occupant loads. The overall objective of the Prevention Division is to inspect all
commercial occupancies to reduce incidents of unintentional injuries and property loss from fire or other hazards, while
simultaneously heightening the life safety awareness of our citizens.
The Training/Homeland Security Division has the primary responsibility for critical issues dealing with terrorism, both domestic
and foreign and interfaces with Federal, State, County and industrial leaders throughout the City of Baytown area to assess current
threats and to stay apprised of Homeland Security issues. Special Services include the management of our Regional Hazardous
Materials Program as well as confined space, high angle, water rescue and the EMS First Responder Program. The Division is
responsible for the development and management of all training needs and works closely with all other divisions to ensure we
meet the departmental training needs.
Major Goals
• Prevent all fire deaths.
• Prevent property losses from fire.
• Provide prompt, efficient out of hospital care to the level required to reduce pain and suffering.
• Prevent death from sudden cardiac arrest and medical emergencies.
• Prevent damage from natural and man -made disasters.
• Prevent negative economic community impact.
• Prevent acts of terrorism within the community.
Major Objectives
• Involve all personnel in all aspects of life and fire safety at their locations.
• Involve the community in neighborhood targeted life and fire safety programs.
• Establish manageable performance based accountability systems at all levels of the department.
• Provide manageable emergency response based on national standards of care.
• Provide cost efficient and effective service based on NFPA 1710, ISO, and community expectations.
• Aggressively deliver community risk reduction life and fire safety education to the community.
• Aggressively work to prevent hazardous conditions.
• Consistently respond promptly to all requests for emergency services.
5 -40
2020 FIRE & EMS - PROGRAM SUMMARY
• Consistently ensure our actions are safe, professional, efficient and effective.
• Actively coordinate our service with other agencies in the region.
• Actively seek to provide other community services within the scope of our mission.
• Provide WMD /CBRNE /HazMat services to the community and region.
• Obtain Best Practices as established by the Texas Fire Chiefs Association for the Department.
• Obtain an ISO rating of 1 for the City of Baytown.
Workload Measures
NFPA 1710 percentage of total incidents within a five minute
Actual
2013 -14
Budget
2014 -15
Estimated
2014 -15
Projected
2015 -16
1.
Fire Engine /Ladder Responses
1,858
1,850
3,000
3,200
2.
Ambulance Responses
70%
9,498
8,600
10,000
12,000
3.
No Transport / Patient Refusal
80%
3,255
3,114
3,100
3,114
4.
Patient Transports
6,212
5,486
6,900
7,200
5.
Medical I st Responder
5.
5,829
5,300
6,500
6,650
6.
HazMat/WMD Responses
EMS Collection Ratio (All Receivables)
233
335
250
275
7.
Continuing Education (hours)
11
10,325
12,750
12,000
13,350
8.
Plans Reviews
6.0%
271
350
250
275
9.
Code Inspections
0
991
1,200
1,150
1,250
10.
Public Education Programs:
Adults
590
700
1,000
1,100
1
2
Children
132
300
600
700
11.
BEAT Alley Programs:
Faculty
0
1,000
1,100
1,150
Students
0
12,000
13,000
13,500
Performance Measures
1. NFPA 1710 percentage of total incidents within a five minute
response time for Initial Unit (includes one minute for turnout
time) 60.86% 70% 66.63% 85%
2. NFPA 1710 percentage of total incidents within a nine minute
response time for a full first alarm response
87.06% 88% 85.26% 92%
3.
NFPA 1710 percentage of total incidents within a five minute
response time for First Responder at an emergency medical
incident
54.25%
70%
59.59%
85%
4.
NFPA 1710 percentage of total incidents within a nine minute
79.8%
90%
80%
80%
response time for Advanced Life Support at an emergency
medical incident
5.
Advance Life Support Treatment within 15 -30 minutes
98%
96%
96%
96%
6.
EMS Collection Ratio (All Receivables)
68.7%
60%
65%
65%
7.
Civilian Injuries
11
6
6
6
8.
Loss to Total Value Ratio
1.56%
6.0%
12.50%
6.0%
9.
Civilian Fire Deaths
2
0
0
0
10.
Investigations
47
70
50
55
11.
Commercial Fires with Loss > $75,000
1
2
1
2
12.
Residential Fires with a Loss > $25,000
23
16
18
20
5 -41
2020 FIRE & EMS - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 8,868,948
$ 10,548,226
$ 10,018,842
$ 10,617,030
71003
Part Time Wages
1,506
-
-
-
71009
Overtime
871,032
851,391
1,000,002
850,849
71021
Health Insurance
1,509,750
1,632,868
1,530,169
1,511,328
71022
TMRS
1,808,047
2,095,686
2,053,489
2,126,576
71023
FICA
704,627
842,388
818,894
942,875
71028
Workers Compensation
163,423
196,605
189,766
224,261
71041
Allowances
88,149
141,754
147,300
135,500
Total Personnel Services
14,015,482
16,308,918
15,758,462
16,408,419
7200
Supplies
72001
Office Supplies
13,000
13,828
13,808
14,328
72002
Postage Supplies
8,838
12,020
10,741
9,800
72004
Printing Supplies
3,842
5,000
3,751
4,000
72006
Clothing Allowance
3,642
5,040
4,415
4,440
72007
Wearing Apparel
165,500
207,833
177,089
196,370
72016
Motor Vehicle Supplies
206,223
227,036
154,828
200,000
72021
Minor Tools
19,234
19,385
19,043
16,650
72026
Cleaning & Janitorial Sup
12,201
14,498
14,441
14,000
72031
Chemical Supplies
7,241
18,296
17,536
15,000
72032
Medical Supplies
114,381
106,869
140,000
126,869
72036
Identification Supplies
-
600
315
600
72041
Educational Supplies
27,778
87,026
86,774
82,000
72045
Computer Software Supply
4,072
-
-
-
Total Supplies
585,952
717,431
642,741
684,057
7300
Maintenance
73001
Land Maintenance
4,056
5,821
5,673
4,700
73011
Buildings Maintenance
67,874
51,950
60,108
57,500
73027
Heat & Cool Sys Maint
3,953
7,350
18,424
5,350
73041
Furniture/Fixtures Maint
3,646
2,500
2,496
-
73042
Machinery & Equip Maint
27,971
45,702
45,512
41,000
73043
Motor Vehicles Maint
255,164
194,188
228,881
234,000
Total Maintenance
362,664
307,511
361,094
342,550
7400
Services
74001
Communication
2,336
4,161
2,322
6,000
74002
Electric Service
84,031
66,000
85,700
86,557
74005
Natural Gas
20,743
14,500
24,844
24,100
74011
Equipment Rental
2,323
4,500
4,348
4,500
74021
Special Services
53,195
12,795
16,133
13,595
5 -42
2020 FIRE & EMS - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
74026
Janitorial Services
74032
Computer Programing
74042
Education & Training
74051
Non City Facility Rental
74071
Association Dues
92,805
Total Services
7500
Sundry Charges
75001
Contributions
5,823
Total Sundry Charges
6,983
Total Operating
8000
Capital Outlay
80001
Furniture & Equip <$5000
82011
Building & Improvements
84041
Furniture & Fixtures
84042
Machinery & Equipment
84043
Motor Vehicles
84052
Heavy Equipment
84061
Other Equipment
35,500
Total Capital Outlay
9000
Other Financing Uses
91351
To Capital Improvemnt Prg
Total Other Financing Uses
TOTAL DEPARTMENT
7,444
7,445
7,444
7,445
-
1,950
1,950
-
82,368
101,859
92,805
65,500
-
4,420
3,000
3,300
5,823
7,555
6,983
7,522
258,262
225,185
245,529
218,519
540 240 -
540 240 -
15,222,360 17,559,585 17,008,066 17,653,545
124,841
21,050
21,050
15,000
14,499
45,000
45,000
10,000
-
13,200
13,200
8,000
23,820
203,405
180,811
-
74,254
112,500
37,500
-
25,239
-
-
-
-
31,750
-
-
262,654
426,905
297,561
33,000
35,500
-
-
-
35,500 - - -
$ 15,520,514 $ 17,986,490 $ 17,305,627 $ 17,686,545
5 -43
2025 COMMUNICATIONS - PROGRAM SUMMARY
Program Description
The Communications Department is a consolidated communications center responsible for dispatching all critical services
provided by the City of Baytown. The Department serves as the telecommunications interface between the public and all
emergency services (Police, Fire and EMS), as well as General Governmental services. The telecommunicators maintain
excellent customer service while communicating with the public and public safety responders.
Major Goals
• Improve the productivity, efficiency, and delivery of the department's customer service.
• Improve interdepartmental communications.
• Improve productivity and efficiency of 9 -1 -1 telecommunications operations.
• Improve capabilities of Comcate system and ensure all involved entities are satisfied with the program.
• Improve Ask Baytown and 5311 operations to ensure public satisfaction
• Achieve Intermediate, Advanced, and Master Telecommunicator TCOLE certifications for all eligible telecommunicators.
Major Objectives
• Improve customer service systems for internal and external customers.
• Improve technological infrastructure to ensure reliability and improve efficiencies in departmental duties.
• Create methods to improve departmental operating efficiency.
• Improve public awareness of emergency communications services.
• Seek grants, awards, and other funding opportunities for Communications resources.
• Increase training opportunities for all telecommunicators.
5 -44
Actual
Budget
Estimated
Projected
Workload Measures
2013 -14
2014 -15
2014 -15
2015 -16
1. 9 -1 -1 Calls Handled
51,973
63,460
57,207
62,968
2. Non - Emergency Calls Handled
166,985
184,958
165,538
160,000
3. Calls for Service Dispatched
69,208
64,186
77,731
82,550
5 -44
2025 COMMUNICATIONS - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 868,487 $
969,795
$ 984,568 $
985,673
71003
Part Time Wages
3,456
-
-
-
71009
Overtime
46,738
56,172
37,005
48,000
71021
Health Insurance
226,075
243,081
243,081
222,824
71022
TMRS
168,267
186,719
188,585
183,436
71023
FICA
65,652
75,367
74,084
75,151
71028
Workers Compensation
1,155
1,316
1,346
1,360
71041
Allowances
-
2,400
2,400
2,400
Total Personnel Services
1,379,830
1,534,850
1,531,069
1,518,844
7200
Supplies
72001
Office Supplies
684
850
850
850
72002
Postage Supplies
311
500
468
500
72004
Printing Supplies
652
400
400
400
72021
Minor Tools
283
500
480
500
72045
Computer Software Supply
-
117,171
117,171
13,336
72061
Meeting Supplies
483
800
650
800
Total Supplies
2,413
120,221
120,019
16,386
7300
Maintenance
73042
Machinery & Equip Maint
3,955
1,000
300
1,000
Total Maintenance
3,955
1,000
300
1,000
7400
Services
74001
Communication
1,732
2,000
2,154
1,300
74020
Outside Contracts
-
12,931
11,390
-
74042
Education & Training
8,573
13,010
13,000
12,400
74071
Association Dues
617
625
675
10,707
Total Services
10,923
28,566
27,219
24,407
Total Operating
1,397,121
1,684,637
1,678,607
1,560,637
8000
Capital Outlay
80001
Furniture & Equip <$5000
2,936
3,000
3,000
3,000
Total Capital Outlay
2,936
3,000
3,000
3,000
TOTAL DEPARTMENT
$ 1,400,057 $
1,687,637
$ 1,681,607 $
1,563,637
5 -45
2030 EMERGENCY MANAGEMENT - PROGRAM SUMMARY
Program Description
The Office of Emergency Management coordinates all City-wide planning, preparation, mitigation, and response for major
incidents, disasters, and homeland security issues, including communicable disease outbreaks and unclassified terrorism
threats. As the primary community -wide warning point, Emergency Management operates, manages and maintains several
community emergency warning systems including: the federally licensed AM 1610 low- powered Emergency Radio System,
the BaytownAlert multimedia warning portal, manage the State of Texas Emergency Assistance Registry (STEAK), also
known as Texas 211, which registers all of our Functional Needs and Specials Services citizens for emergency evacuations,
and operates the Community Chemical Emergency Warning Siren System. OEM also manages, with industry, the Local
Emergency Planning Committee (LEPC) a Superfund Amendments and Reauthorization Act (SARA) mandated community
hazardous materials planning, community awareness and education committee. Emergency Management is responsible to
coordinate FEMA and Homeland Security Grants, pre -and post- disaster federal and state funding, and facility hardening
project. Since 2011 OEM has been regulating all custodial care facilities in which 3 or more people reside and receive care.
Annually, we conduct comprehensive reviews of these facilities emergency plans and capabilities, help them maintain and
improve those emergency plans for their residents, and issue facility permits. We also review applications for oil and gas
wells to ensure that they have emergency plans that meet requirements set forth in City ordinance. Finally, we review plans for
new pipelines that transport regulated hazardous materials to ensure compliance with City and federal haz mat regulations.
Major Goals
• Maintain the productivity, efficiency, and delivery of the Department's customer service.
• Maintain Disaster Planning and preparation of City Staff & departments.
• Coordinate the timely communication of disaster and threat information to City Employees.
• Coordinate City-Wide disaster training and exercises.
• Maintain community disaster readiness and resilience.
• Maintain effective Public Emergency Warning System.
• Provide for First Responder Deployment post- disaster.
• Maintain customer service systems for internal and external customers.
• Create methods to improve departmental operating efficiency.
• Maintain and research ways to improve community emergency information services.
Major Objectives
• Maintain complete, current (6 month age) citizen evacuation registry
• Complete Continuity of Operations Plan (COOP) planning and create City-Wide pandemic plan.
• Complete the implementation of the relocation of AM 1610 radio transmitters, towers, and infrastructure to enhance
service area & coverage.
• Deliver at least 1 quality Community Emergency Response Team (CERT) training program.
• Manage and provide for CERT continuing education and training opportunities.
• Deliver at least two community-wide disaster preparedness outreach programs.
• Coordinate design and delivery of at least 1 TDEM/DHS approved exercises for City Staff.
• Maintain City Basic Emergency Management Plan and 23 annexes.
• Maintain personnel competence through providing and facilitating city-wide training & education.
• Maintain Employee Disaster Staging Plan to include Humble Civic Center Plan.
• Maintain and update Web Page and manage social media information sharing with community
• Validate and correct annual Texas 211 ( STEAR) and import into BaytownAlert prior to 6/01/16 Hurricane Season.
• Seek Grants, Awards, and other funding opportunities for Emergency Management.
• Maintain post- disaster EOC communications and internet access through the use of technology.
• Reduce the need for internal travel for status briefings by utilizing EOC videoconferencing capabilities.
5 -46
2030 EMERGENCY MANAGEMENT - PROGRAM SUMMARY
Actual Budget Estimated Projected
Workload Measures 2012 -13 2014 -15 2014 -15 2015 -16
1. Percent Warning Sirens Operational 24/7
2. City Employee Preparedness Training & Exercises Delivered
3. Residents Attending Community Outreach/Education
4. Attend Joint Terrorist Task Force (JTTF) restricted Homeland
Security briefings
5. Complete all Custodial Care license renewals within 30 days of
submittal
6. Complete all initial plans reviews within 10 days of notice
7. Maintain State Emergency Planning Classification
8. Custodial Care facilities with Permits
97%
97%
97%
97%
2
4
4
2
3,500
3,800
4,000
4,000
N/A
50%
60%
60%
85%
85%
85%
95%
85%
85%
85%
90%
Advanced
Advanced
Advanced
Advanced
30
30
30
30
5 -47
2030 EMERGENCY MANAGEMENT - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
kcct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
71003
Part Time Wages
71009
Overtime
71021
Health Insurance
71022
TMRS
71023
FICA
71028
Workers Compensation
33,476
Total Personnel Services
7200
Supplies
72001
Office Supplies
72002
Postage Supplies
72004
Printing Supplies
72007
Wearing Apparel
72011
Disaster Supplies
72016
Motor Vehicle Supplies
72021
Minor Tools
72026
Cleaning & Janitorial Sup
72041
Educational Supplies
72045
Computer Software Supply
72061
Meeting Supplies
900
Total Supplies
7300
Maintenance
73001
Land Maintenance
73011
Buildings Maintenance
73027
Heat & Cool Sys Maint
73039
Miscellaneous Maint
73041
Furniture/Fixtures Maint
73042
Machinery & Equip Maint
73043
Motor Vehicles Maint
73045
Radio & Testing Equipment
73048
Signal Systems Maint
Total Maintenance
7400
Services
74001
Communication
74002
Electric Service
74005
Natural Gas
74011
Equipment Rental
74020
Outside Contracts
5 -48
$ 181,193 $
217,008 $
217,365 $
217,509
1,204
3,720
-
-
1,023
2,200
2,000
2,000
35,615
31,706
31,706
29,064
33,476
39,802
40,422
40,385
12,724
16,295
16,227
15,879
234
289
289
292
265,468
311,020
308,009
305,129
5,006
7,600
6,000
6,000
474
1,400
1,200
650
3,086
2,700
3,000
2,700
505
750
750
500
12,112
13,120
13,120
13,120
5,031
6,000
1,983
4,000
1,253
3,000
3,000
2,000
1,044
1,500
550
1,000
4,615
4,500
4,500
4,000
1,946
6,000
6,500
7,200
929
1,500
900
1,000
36,000 48,070 41,503 42,170
2,448
3,505
3,505
2,500
8,040
6,500
7,000
6,500
7,000
2,500
2,500
3,000
1,350
2,500
2,500
2,500
-
1,000
-
-
4,436
6,500
5,400
5,500
1,260
7,000
6,500
4,000
960
3,000
3,000
4,000
13,942
7,500
7,500
20,000
39,436
40,005
37,905
48,000
9,869
8,650
8,650
8,650
10,822
12,000
11,000
11,110
152
500
173
200
4,932
4,500
-
-
66,108
55,340
55,340
59,500
2030 EMERGENCY MANAGEMENT - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
74021
Special Services
74026
Janitorial Services
74042
Education & Training
74071
Association Dues
5,719
Total Services
8,000
Total Operating
8000
Capital Outlay
80001
Furniture & Equip <$5000
84042
Machinery & Equipment
86011
Capital Lease Payment
445,822
Total Capital Outlay
478,945
TOTAL DEPARTMENT
2,155
2,000
2,000
2,000
4,963
7,200
5,415
6,000
5,719
15,190
8,000
8,500
200
950
950
950
104,919
106,330
91,528
96,910
445,822
505,425
478,945
492,209
30,624
-
-
-
56,154
87,000
45,994
-
32,000
-
-
-
118,778 87,000 45,994 -
$ 564,600 $ 592,425 $ 524,939 $ 492,209
5 -49
3000 PUBLIC WORKS ADMINISTRATION - PROGRAM SUMMARY
Program Description
The administrative support staff maintains service and maintenance records for Public Works/Utilities. The support staff is
also responsible for handling all personnel related duties such as time keeping, payroll data forms, workers compensation, and
all clerical related duties necessary for the Director of Public Works and both Assistant Directors. The staff responds to
residents' needs both in person and by telephone; and maintains excellent customer service. The support staff is responsible
for dispatching work orders to the field crews via radio and also acts as a liaison among the field crews, citizens and
supervisors. The support staff ensures all purchases made are in compliance with the budget as well as monitoring contracts
to ensure expenditures do not exceed contract amounts.
Major Goals
• Respond to citizen concerns and dispatch to the appropriate division within a reasonable time frame.
• Maintain excellent service to the citizens when they come to Public Works or call on the telephone.
Major Objectives
• Provide accurate and complete information to citizens calling Public Works.
• Accurately enter payroll data for all Public Works employees.
• Monitor customer satisfaction reports and provide above average customer service at all levels.
5 -50
3000 PUBLIC WORKS ADMINISTRATION - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100 Personnel Services
71002 Regular Wages
71009 Overtime
71021 Health Insurance
71022 TMRS
71023 FICA
71028 Workers Compensation
71041 Allowances
Total Personnel Services
7200 Supplies
72001 Office Supplies
72002 Postage Supplies
72026 Cleaning & Janitorial Sup
72032 Medical Supplies
72041 Educational Supplies
Total Supplies
7300 Maintenance
73011 Buildings Maintenance
73027 Heat & Cool Sys Maint
Total Maintenance
7400 Services
74001 Communication
74002 Electric Service
74005 Natural Gas
74011 Equipment Rental
74026 Janitorial Services
74042 Education & Training
74071 Association Dues
Total Services
Total Operating
8000 Capital Outlay
82011 Building & Improvements
Total Capital Outlay
TOTAL DEPARTMENT
$ 178,597 $
169,346 $
170,325 $
170,469
15269
1,500
1,000
1,500
30,195
31,706
31,706
29,064
33,728
31,673
32,235
31,051
13,117
12,679
12,827
12,881
234
224
230
233
3,614
3,600
3,600
3,600
260,754
250,728
251,923
248,798
17,952
16,000
17,000
17,000
141
400
400
400
14,181
9,300
11,000
11,000
-
400
400
400
189
250
250
250
32,463
26,350
29,050
29,050
17,387
17,190
27,000
8,000
27,000
8,000
27,000
8,000
34,577
35,000
35,000
35,000
81
-
-
-
38,383
41,000
39,200
39,592
7,799
5,000
8,566
11,000
1,409
-
-
-
9,069
11,140
10,000
10,000
5,762
6,000
6,000
8,000
184
400
400
400
62,687
63,540
64,166
68,992
390,480 375,618
- 50,000
380,139 381,840
50,000 50,000
- 50,000 50,000 50,000
$ 390,480 $ 425,618 $ 430,139 $ 431,840
5 -51
3010 STREETS - PROGRAM SUMMARY
Program Description
The Streets Division operates one asphalt - patching crew responsible for repairing asphalt streets and potholes, restoring
streets damaged during utility work, and tying in new driveways. This division also operates a concrete crew responsible for
the maintenance and repair of concrete streets and sidewalks. Additional responsibilities include the daily operation of the
concrete delivery program, which provides concrete for all other city departments. The Drainage division was merged into
the Storm Water Utility Fund during the FY2016 budget.
Major Goals
• Respond to citizen's service request in a timely manner.
• Increase the productivity of the concrete crew by cross training personnel.
• Increase preventive repairs on streets.
• Repair /Replace sidewalks, driveways, curb & gutters, streets within reasonable and acceptable time frame.
Major Objectives
• Schedule workload more efficiently.
• Increase accountability for the quality of work.
• Improve Customer Service.
• Restore property to same or better conditions.
Actual
Budget
Estimated
Projected
Workload Measures
2013 -14
2014 -15
2014 -15
2015 -16
1. Number of street cutouts — full depth repairs
135
150
150
150
2. Number of potholes repaired
3,627
3,000
4,000
2,500
3. Concrete production- cubic yards
327
600
563
800
Performance Measures
1. Square yards of pavement replaced
15,000
15,000
15,000
10,000
5 -52
3010 STREETS - SERVICE LEVEL BUDGET
*The Drainage division has been merged into the Storm Water Utility Fund during FYI 6.
Actual Budget Estimated Adopted
A Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 709,173
$ 787,533
$ 781,051
$ 742,426
71009
Overtime
58,473
45,000
45,000
25,000
71021
Health Insurance
211,365
221,943
221,943
174,384
71022
TMRS
141,145
151,159
158,917
135,705
71023
FICA
53,437
57,907
62,154
56,798
71028
Workers Compensation
29,383
33,034
35,115
31,585
Total Personnel Services
1,202,977
1,296,576
1,304,180
1,165,898
7200
Supplies
72007
Wearing Apparel
5,605
10,000
8,000
6,600
72016
Motor Vehicle Supplies
74,781
75,000
60,201
45,000
72021
Minor Tools
5,990
5,600
11,500
5,650
72031
Chemical Supplies
3,198
6,800
4,600
3,000
Total Supplies
89,574
97,400
84,301
60,250
7300
Maintenance
73025
Streets Sidewalks & Curbs
168,665
250,000
234,371
190,000
73026
Storm Drains Maint
25,339
30,000
15,000
-
73042
Machinery & Equip Maint
187
-
-
-
73043
Motor Vehicles Maint
188,631
166,500
166,500
91,500
Total Maintenance
382,822
446,500
415,871
281,500
7400
Services
74021
Special Services
24,600
15,000
30,000
30,000
74042
Education & Training
7,964
8,000
8,000
7,000
74071
Association Dues
-
200
200
200
Total Services
32,564
23,200
38,200
37,200
Total Operating
1,707,936
1,863,676
1,842,552
1,544,848
8000
Capital Outlay
80001
Furniture & Equip <$5000
6,932
-
-
-
83025
Streets Sidewalks & Curbs
78,383
350,000
350,000
350,000
83026
Storm Drains
71,817
80,000
41,531
-
83039
Other Improvements
-
25,000
25,000
-
84043
Motor Vehicles
177,984
-
-
110,000
86011
Capital Lease Payment
31,882
-
-
-
Total Capital Outlay
366,997
455,000
416,531
460,000
9000
Other Financing Uses
91351
To Capital Improvemnt Prg
235,952
-
-
-
Total Other Financing Uses
235,952
-
-
-
TOTAL DEPARTMENT
$ 2,310,886
$ 2,318,676
$ 2,259,083
$ 2,004,848
5 -53
3020 TRAFFIC CONTROL - PROGRAM SUMMARY
Program Description
The Traffic Control Operations Division conducts traffic engineering studies, receives and investigates traffic requests, and
recommends the installation and removal of traffic control devices in conformance with the latest revision of the Texas
Manual of Uniform Traffic Control Devices. This division also installs, maintains and repairs all traffic control devices.
These devices include traffic signals, flashing beacons, street signs, barricades and pavement markings. Traffic studies
performed include turning movement counts, 24 -hour volume counts, collision diagrams, speed studies and delay studies.
Major Goals
• Improve the safety and efficiency of the street system by the timely maintenance and installation of approved traffic
control devices.
• Assist other departments /divisions in the application of signs and markings to provide information and direction for
parking and access to city facilities.
• Review of existing traffic controls to ensure continuing applicability through the course of the City's ever - changing
demands.
• Provide timely response for the repair of traffic control devices giving priority to regulatory signs and traffic signals.
Major Objectives
• Improve sign maintenance criteria.
• Continue street marker replacement to meet MUTCD mandate.
• Retro Reflectivity Sign Replacement
Workload Measures
Actual
2013 -14
Budget
2014 -15
Estimated
2014 -15
Projected
2015 -16
1.
Number of Requests for Traffic Study
5
6
6
6
2.
Sign Fabrication
1,350
1,500
2,000
1,500
3.
Sign Maintenance
622
1,500
1,000
1,500
4.
Traffic Signal Service Calls
322
350
350
350
5.
Traffic Signal Preventative Maintenance
126
150
150
150
6.
Freeway lighting fixtures
22
25
50
25
Performance Measures
1.
Traffic Studies Complete
6
6
6
6
2.
Signal Calls responded to within 1 hour
98%
90%
90%
90%
3.
Safety Street Lighting Repaired
60
60
60
60
4.
Annual Signal Maintenance
100%
100%
100%
100%
5.
Linear feet of pavement markings /painted
57,142
50,000
50,000
50,000
5 -54
3020 TRAFFIC CONTROL - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 320,456 $
342,599
$ 346,332 $
396,057
71009
Overtime
22,689
25,000
25,000
25,000
71021
Health Insurance
95,618
100,403
100,403
101,724
71022
TMRS
63,101
66,741
68,346
74,443
71023
FICA
24,846
26,843
26,558
32,709
71028
Workers Compensation
7,734
9,036
9,374
11,259
Total Personnel Services
534,442
570,622
576,013
641,192
7200
Supplies
72007
Wearing Apparel
2,943
5,000
3,500
3,500
72016
Motor Vehicle Supplies
17,353
24,000
16,388
21,000
72021
Minor Tools
1,761
4,000
6,000
2,500
72026
Cleaning & Janitorial Sup
330
500
500
500
72056
Street Marking Supplies
87,610
20,000
20,000
10,000
Total Supplies
109,997
53,500
46,388
37,500
7300
Maintenance
73011
Buildings Maintenance
4,560
2,500
2,500
2,500
73028
Electrical Maintenance
80,052
50,000
86,697
85,000
73042
Machinery & Equip Maint
201
1,000
3,000
3,000
73043
Motor Vehicles Maint
37,932
35,000
38,000
38,000
73044
Street Signs Maint
95,781
85,000
85,000
85,000
73048
Signal Systems Maint
102,488
100,000
140,000
110,000
73049
Barricades Maint
10,023
6,000
4,000
4,000
Total Maintenance
331,037
279,500
359,197
327,500
7400
Services
74001
Communication
1,984
-
-
-
74002
Electric Service
76,266
91,000
77,800
78,578
74021
Special Services
31,732
50,000
8,913
15,000
74042
Education & Training
8,896
6,000
12,000
12,000
Total Services
118,878
147,000
98,713
105,578
Total Operating
1,094,354
1,050,622
1,080,311
1,111,770
8000
Capital Outlay
84043
Motor Vehicles
-
-
-
28,800
Total Capital Outlay
-
-
-
28,800
TOTAL DEPARTMENT $ 1,094,354 $ 1,050,622 $ 1,080,311 $ 1,140,570
6SMI
3030 ENGINEERING - PROGRAM SUMMARY
Provide professional engineering services for publicly funded Capital Improvement Projects (CIP) and oversees other
publicly and privately funded infrastructure projects. Plan, program, design, and manage construction and engineering
projects for improvement and expansion of municipal infrastructure. Develop and analyze courses of action for project
development and recommend the best strategy for construction and engineering of CIP. Provide information to the public and
other City departments as requested.
Major Goals
• Improve management of Capital Improvement Projects to ensure quality construction; and that it is completed on
schedule and within budget.
• Improve City services by reducing the backlog of maintenance and repair activities through Capital Improvement
Projects, providing timely customer responses, and enforcing warranty issues.
• Provide a thorough review of construction drawings and plats submitted for approval through the Development Review
Committee in a timely manner.
• Increase the use of technology to reap the benefits of cost/time savings, and increased productivity.
• Improve the professional working relationship with: the citizens of Baytown; other City departments; community
organizations; local, State, and Federal agencies; consulting engineers; and contractors.
Major Objectives
• Assist with the implementation of the National Pollution Discharge Elimination System (NPDES), Phase 11 storm water
management program and permitting process.
• Continue to improve the review of development drawing and plat review through the Development Review Process.
Continually review and update standard detail sheet specifications to keep up with technological advances in materials
and methods of construction (ongoing).
❖ Review and update standard specifications to keep up with technological advances in materials and methods of
construction.
❖ Review and update ordinances.
Review and revise policies.
• Continue to improve on the tracking of internal documents. Continually review and fine -tune checklists used for review
of construction plans and plats.
• Conduct informational meetings with contractors and sub - contractors.
• Continue to develop and maintain a master Capital Improvement Program (CIP) schedule for departmental /administration
use.
Workload Measures
Actual
2013 -14
Budget
2014 -15
Estimated
2014 -15
Projected
2015 -16
1.
Surveys performed
200
200
300
300
(Construction, design, fact - finding, and misc.)
2.
Projects inspected in -house
95
95
100
105
(design, utility commercial, misc., and emergent projects)
3.
Projects inspected by outside firm
2
2
1
1
4.
Projects designed by in -house
16
15
15
15
5.
Projects designed by outside firm
20
25
25
25
Performance Measures
1.
Plats reviewed within 10 days
90%
90%
90%
90%
2.
Design Contracts completed within contract time
90%
90%
90%
100%
3.
Residential Subdivisions in 14 Days
90%
100%
100%
100%
4.
Commercial Plans Review 1 to 20 Days
90%
90%
100%
100%
5.
Pipelines reviewed 1 to 20 Days
100%
100%
100%
100%
6.
Engineering Reports & Row Applications in 14 Days
90%
90%
90%
90%
7.
Utility Availability Applications
85%
90%
95%
100%
8.
Response to clients' requests within 14 Days
90%
100%
100%
100%
5 -56
3030 ENGINEERING - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 579,232 $
624,304 $
633,502 $
633,935
71009
Overtime
9,981
12,370
7,000
7,500
71011
Extra Help /Temporary
10,531
-
-
-
71021
Health Insurance
100,650
105,687
105,687
96,880
71022
TMRS
110,028
117,342
119,345
114,718
71023
FICA
42,473
46,222
47,703
47,767
71028
Workers Compensation
1,365
1,438
1,672
1,694
71041
Allowances
9,295
9,600
7,200
7,200
Total Personnel Services
863,555
916,963
922,109
909,694
7200
Supplies
72001
Office Supplies
6,474
9,000
8,300
7,500
72002
Postage Supplies
411
1,300
700
700
72004
Printing Supplies
296
500
300
500
72007
Wearing Apparel
940
1,200
1,300
1,000
72016
Motor Vehicle Supplies
15,258
15,000
9,426
12,750
72021
Minor Tools
1,010
1,000
1,000
1,000
72045
Computer Software Supply
7,183
13,325
12,325
6,349
72061
Meeting Supplies
1,033
1,000
1,000
700
Total Supplies
32,605
42,325
34,351
30,499
7300
Maintenance
73041
Furniture/Fixtures Maint
-
800
600
-
73043
Motor Vehicles Maint
10,779
13,032
10,000
10,000
Total Maintenance
10,779
13,832
10,600
10,000
7400
Services
74001
Communication
140
-
-
-
74042
Education & Training
4,183
8,670
5,000
7,000
74071
Association Dues
(351)
1,679
1,897
1,697
Total Services
3,972
10,349
6,897
8,697
Total Operating
910,912
983,469
973,957
958,890
8000
Capital Outlay
80001
Furniture & Equip <$5000
11,939
-
-
-
84042
Machinery & Equipment
-
52,372
52,372
-
84043
Motor Vehicles
-
74,926
74,926
-
Total Capital Outlay
11,939
127,298
127,298
-
TOTAL DEPARTMENT
$ 922,851 $
1,110,767 $
1,101,255 $
958,890
6SIFA
4000 PUBLIC HEALTH - PROGRAM SUMMARY
Program Description
The Department consists of six divisions: Environmental Health, Mosquito Control, Neighborhood Protection, Storm Water
Management, Community Service and Animal Services. The Department is responsible for the public environmental health
concerns of the City. Included programs are: food establishment permits and inspections, public swimming pool permits and
inspections, vector control (mosquito related public health and nuisance issues), environmental pollution complaints,
neighborhood public nuisance complaints (high grass, weeds, illegal dumpsites and junk vehicles), public education and
information opportunities, major scheduled clean up activities, storm water quantity and quality issues, community service
program (court assigned probationers) and quality animal services (both field and shelter operations).
Major Goals
• Prevention of food borne illness or disease and /or disease transmission to and between humans.
• Improvement of access to public and environmental health information and issues by the general public.
• Increase the number of properties maintained in compliance within the City.
• Increase public awareness and understanding of environmental health, mosquito control, animal services, litter abatement
and storm water issues.
• Maintain infrastructure and resources to effectively meet the needs of the community.
Major Objectives
• Continuation of standardized risk assessment and inspection program for food establishments, mosquito control,
neighborhood protection and storm water.
• Improve compliance resolution percentages of complaints in all divisions.
• Improve web site access and establish routine information updates both on web site and in local media.
• Provide quality animal services involving Animal Control field operations and operations at the Animal Services Shelter
and Adoption Center.
Workload Measures
Actual
2013 -14
Budget
2014 -15
Estimate
2014 -15
Projected
2015 -16
1.
Food service establishment permits
559
575
555
575
2.
Temporary events
226
225
230
225
3.
Public pools inspected
65
80
70
70
4.
Mosquito control miles sprayed/larvicided
18,593
16,000
18,924
20,000
5.
Neighborhood Protection complaints
3,705
5,000
3,500
5,000
6.
Neighborhood Protection miles surveyed
22,156
20,000
23,000
25,000
7.
Neighborhood Protection scheduled clean up events
4
4
4
0
8.
Animal pickups
1,872
4,000
2,300
2,300
9.
Animal redemptions
425
550
500
550
10.
Animal surrenders
3,214
2,500
2,950
3,000
11.
Bite incidents
135
100
180
150
12.
Adoptions
783
1,200
802
900
Performance
Measures
1.
Food service inspections
1,173
2,500
1,600
2,500
2.
Pools inspections
546
500
550
550
3.
Mosquito Control Adulticide application hours
620
1,000
800
1,000
4.
Mosquito Control Larvicide application/ surveillance hours
815
1,500
1,300
1,500
5.
Neighborhood Protection complaints resolved
4,985
4,500
4,000
4,500
5 -58
4000 PUBLIC HEALTH - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
kcct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
71003
Part Time Wages
71009
Overtime
71021
Health Insurance
71022
TMRS
71023
FICA
71028
Workers Compensation
71041
Allowances
83,819
Total Personnel Services
7200
Supplies
72001
Office Supplies
72002
Postage Supplies
72004
Printing Supplies
72005
Animal Feed Supplies
72007
Wearing Apparel
72016
Motor Vehicle Supplies
72021
Minor Tools
72026
Cleaning & Janitorial Sup
72031
Chemical Supplies
72032
Medical Supplies
72041
Educational Supplies
72045
Computer Software Supply
6,900
Total Supplies
7300
Maintenance
73001
Land Maintenance
73011
Buildings Maintenance
73027
Heat & Cool Sys Maint
73041
Furniture/Fixtures Maint
73042
Machinery & Equip Maint
73043
Motor Vehicles Maint
Total Maintenance
7400
Services
74001
Communication
74002
Electric Service
74005
Natural Gas
74011
Equipment Rental
74021
Special Services
74026
Janitorial Services
$ 1,000,010 $ 1,093,540 $ 1,127,125 $ 1,235,104
7,277
12,605
10,000
10,300
30,136
24,500
24,100
24,100
231,495
243,082
243,082
242,200
193,139
206,915
214,214
227,151
75,460
83,159
83,819
97,472
6,853
8,658
7,742
9,292
20,714
21,600
21,600
25,200
1,565,084
1,694,059
1,731,682
1,870,819
15,587
15,975
18,050
18,400
2,399
8,300
7,700
6,200
3,934
5,150
3,750
4,400
4,142
5,464
3,000
2,807
3,641
5,890
5,710
4,330
30,218
52,086
39,500
41,930
17,057
16,820
16,920
14,337
10,788
10,533
10,883
11,133
75,281
93,017
86,517
83,800
682
1,800
1,800
2,650
-
1,350
400
-
29,577
7,000
6,900
7,000
193,305
223,385
201,130
196,987
3,157
-
-
-
46,662
32,000
31,500
15,500
10,757
9,240
2,600
5,600
-
800
750
250
3,243
4,000
3,500
3,500
24,692
18,500
15,000
18,500
88,511 64,540 53,350 43,350
691
940
1,200
-
41,051
45,000
41,900
42,319
7,398
5,500
5,655
6,600
5,280
5,500
5,000
5,000
28,291
64,139
64,139
48,100
3,735
6,940
6,940
4,440
5 -59
4000 PUBLIC HEALTH - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
74042
Education & Training
14,041
21,820
19,800
19,000
74051
Non City Facility Rental
7,839
7,200
7,236
7,236
74056
Vacant Lot Cleaning
133,053
140,000
140,000
200,000
74058
Landfill Fees
51,682
73,610
55,209
81,000
74071
Association Dues
4,298
5,018
3,140
6,110
Total Services
297,359
375,667
350,219
419,805
7500
Sundry Charges
75051
Court Cost
5,960
8,000
7,000
6,000
Total Sundry & Other
5,960
8,000
7,000
6,000
7700
Miscellaneous
77109
Bytn Beauti Adv Comm -Bbac
8,887
15,000
15,000
15,000
Total Miscellaneous
8,887
15,000
15,000
15,000
Total Operating
2,159,107
2,380,651
2,358,381
2,551,961
8000
Capital Outlay
80001
Furniture & Equip <$5000
6,181
-
-
-
82011
Building & Improvements
-
-
-
25,000
84042
Machinery & Equipment
8,295
14,000
14,000
-
84043
Motor Vehicles
50,260
-
-
-
Total Capital Outlay
64,736
14,000
14,000
25,000
9000
Other Financing Uses
91351
To Capital Improvemnt Prg
44,433
-
-
-
Total Other Financing Uses
44,433
-
-
-
TOTAL DEPARTMENT $ 2,268,277 $ 2,394,651 $ 2,372,381 $ 2,576,961
5 -60
BAYTOWN
S
5 -61
5000 PARKS & RECREATION - PROGRAM SUMMARY
Program Description
The Parks and Recreation Department is responsible for the direction, supervision, operation and maintenance of forty-nine
parks, comprising more than 1,137.81 acres, of which 584 acres are fully developed requiring regular maintenance. The
Department is responsible for mowing over 120 miles of the City's medians /parkways, roadsides, ditches, alleys and the grounds
of City Hall. They also operate a greenhouse /tree nursery at the Park Street Service Center.
The Department is responsible for the City's recreation programs, special events, athletics, Pirates Bay Water Park, Calypso
Cove, Bergeron Park Splash Deck, Roseland Park Spray Park, McElroy Park Spray Park, Pelly Park Splash Deck, Central
Heights Splash Deck, two skate parks, a Bark Park and rental facilities. In addition, the Department maintains the Bayland
Waterfront Marina and Boat Launching Facility. The Department is also responsible for the City's environmental education
programs and facilities including the Eddie V. Gray Wetlands Education and Recreation Center and the Baytown Nature Center.
Supervisory staff also handles operations personnel handle planning, grant writing, renovations and construction of many City
facility improvements.
In addition to daily and seasonal maintenance operations, the Parks and Recreation Department sponsors and co- sponsors, with
considerable volunteer support, many youth/adult programs, plus special events such as the July 3rd and 4`" Celebration, Special
Olympics Track Meet, Daddy and Me Valentines Dance, softball tournaments, Art Show, the Grito Fest, Christmas Parade and
other community events. The Nurture Nature Festival highlighting the Baytown Nature Center and the Wetlands Center has
proven to be a successful festival. The Department works closely with the Parks and Recreation Advisory Board in linking
citizens to the planning of facility operations, programs, and events. Key staff has Transportation HUB and Liaison duties
under the City's Emergency Management Plan. The Friends of the Baytown Nature Center and the Friends of the Eddie V. Gray
Wetlands Education and Recreation Center as well as the Parks and Recreation Advisory Board are citizen committees on which
the staff consult, monitor and assist.
This year's budget includes 48 full -time employees and more than 350 part-time employees, most of who are employed on a
seasonal basis. This includes Wetlands Center and Baytown Nature Center employees, building attendants and seasonal park
maintenance staff and both Pirates Bay Water Park and Calypso Cove.
The Department operates an enterprise fund for the Pirates Bay Waterpark which opened on June 23, 2010 and Calypso Cove
that opened on May 28, 2011. The new facilities require over 300 part time employees including life guards, concession
workers, ticket takers and maintenance personnel. The Pirates Bay Expansion project that opened in May 2014 increased the
capacity of the park to 1,500 and in turn increased the number of seasonal employees from 200 to 300. Revenue from both
facilities more than pays for the maintenance and operations of the two plants.
At least two of the major goals set by the Baytown's Comprehensive Plan lay within the scope of this department. Those are
beautification and expanded recreational opportunities.
Major Goals
• Demonstrate sensitivity to citizen's needs in planning programs and facilities.
• Follow the goals and objectives of the updated Parks, Recreation, Open Space and Greenway Master Plan that includes a
citywide trail plan.
• Support the accomplishment of the City Council's visioning priorities which include, but are not limited to: Development
and Redevelopment, Infrastructure Maintenance and Improvement, and Creating a Community we can all be proud of
• Expand promotional and marketing efforts for all special events and programs
• Expand recreation opportunities, especially for youth.
• Improve the community's image and appearance by providing quality recreation programs and safe, well - maintained parks
and open spaces.
• Heighten community awareness of the parks and recreation services available.
• Ensure that maintenance standards are kept current, and continue to make improvements.
• Maintain scheduled Municipal Development District (MDD) construction projects and improvements for park facilities.
• Soften Baytown's image by enhancing and promoting the City's environmental resources.
• Follow the guidelines of the Aquatic Facilities Study and the Strategic Master Plan for Pirates Bay Waterpark to add and
improve the aquatic facilities of the department.
• Continue to beautify the city's medians.
• Continue to expand the city's trails, linking parks to neighborhood and commercial areas where possible.
5 -62
5000 PARKS & RECREATION - PROGRAM SUMMARY
Major Objectives
• Solicit citizen involvement in planning of events, programs and new facilities.
• Maintain mowing rotation times with a goal in the Parks at 2 weeks, Medians at 2 weeks, Roadsides at 7 weeks and Slope
Mowing at 7 weeks.
• Increase scope of weed control programs on medians and right of ways.
• Provide increased information to media and make
regular presentations to community group
• Continue tree /shrub nursery operations, plant at least 30 sizable trees in parks, and provide over 1,500 saplings for Arbor
Day.
• Inspect playgrounds on a consistent basis.
• Clean park facilities and remove litter a minimum of two times per week in all parks and seven days week in heavily used
parks.
Workload Measures
Actual
2014 -15
Budget
2014 -15
Estimated
2014 -15
Projected
2015 -16
1.
Number of grant applications submitted
2
3
1
3
2.
Playground inspections
12
12
12
12
3.
Inspection of skate park (Unidad & Jenkins Parks)
24
24
24
24
4.
Right -of -ways mowing rotation
7 weeks
7 Weeks
8 weeks
8 weeks
5.
1 gal. tree giveaways
1,600
1,500
1,200
1,500
6.
Athletic league teams
326
330
330
320
7.
Special events estimated attendance
120,000
120,000
125,000
125,000
8.
Co- sponsored events
7
7
7
7
9.
Centers /pavilions estimated attendance
225,529
305,000
200,000
200,000
10.
Pirates Bay Waterpark Attendance
166,031
159,980
168,000
170,000
11.
Calypso Cove Attendance
18,803
16,821
18,000
18,000
12.
Number of Special Events
37
38
38
38
Performance Measures
1.
Number of Grant Applications Approved
2
3
1
2
2.
Number of Park Construction Contracts Awarded
16
12
19
31
3.
Community Appearance Program
5 cycles /6 weeks
5 cycles /6 weeks
5 cycles /6 weeks
5 cycles /6 weeks
4.
Athletic League Revenue
$80,891
$65,000
$83,000
$85,000
5.
Special Events Revenue
$31,541
$25,000
$33,000
$30,000
6.
Centers and Park Pavilion Revenue
$90,911
$70,000
$95,000
$100,000
7.
Leisure Program Revenue
$21,662
$17,000
$21,000
$20,000
8.
Pirates Bay Water Park Revenue
$2,977,577
$3,148,580
$2,772,634
$2,780,300
9.
Calypso Cove Revenue
$87,761
$84,420
$86,000
$86,000
5 -63
5000 PARKS & RECREATION - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 1,509,987 $
1,672,662
$ 1,645,736
$ 1,738,043
71003
Part Time Wages
225,039
244,023
221,834
287,239
71009
Overtime
117,942
123,856
81,182
132,125
71021
Health Insurance
422,730
422,750
422,750
406,896
71022
TMRS
299,517
327,928
317,316
331,675
71023
FICA
134,194
151,311
124,735
102,617
71028
Workers Compensation
64,449
74,935
66,042
24,530
71041
Allowances
9,637
9,600
6,000
6,000
Total Personnel Services
2,783,494
3,027,065
2,885,595
3,029,125
7200
Supplies
72001
Office Supplies
14,473
13,700
13,370
14,000
72002
Postage Supplies
463
500
611
537
72004
Printing Supplies
3,595
6,100
5,832
4,600
72007
Wearing Apparel
7,466
8,391
8,140
8,385
72016
Motor Vehicle Supplies
121,221
125,173
85,291
118,492
72019
Supplies Purch For Resale
22,832
22,000
21,379
24,000
72021
Minor Tools
15,947
14,500
15,089
16,970
72026
Cleaning & Janitorial Sup
36,598
30,700
30,371
30,700
72031
Chemical Supplies
15,745
30,000
22,188
24,000
72032
Medical Supplies
-
100
100
100
72041
Educational Supplies
49,847
62,180
60,105
88,680
72045
Computer Software Supply
-
-
-
1,152
72046
Botanical Supplies
4,750
12,150
8,686
11,000
72061
Meeting Supplies
26
-
-
-
Total Supplies
292,961
325,494
271,162
342,616
7300
Maintenance
73001
Land Maintenance
29,301
40,000
39,298
45,000
73011
Buildings Maintenance
53,232
61,488
44,099
59,000
73012
Docks & Piers Maintenance
467
500
400
500
73013
Recreation Equip Maint
5,981
28,057
27,185
28,000
73022
Sanitary Sewers Maint
780
1,200
800
1,200
73025
Streets Sidewalks & Curbs
1,329
8,200
6,628
8,200
73027
Heat & Cool Sys Maint
2,417
3,500
3,182
3,500
73028
Electrical Maintenance
42,992
48,500
45,062
48,500
73041
Furniture/Fixtures Maint
-
500
300
300
73042
Machinery & Equip Maint
6,242
6,500
11,366
6,500
73043
Motor Vehicles Maint
112,235
85,115
94,624
114,367
73044
Street Signs Maint
-
4,450
4,000
2,000
73049
Barricades Maint
1,811
1,000
757
1,000
Total Maintenance
256,787
289,010
277,701
318,067
5 -64
5000 PARKS & RECREATION - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
kcct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7400
Services
74001
Communication
74002
Electric Service
74005
Natural Gas
74011
Equipment Rental
74021
Special Services
74036
Advertising
74042
Education & Training
74058
Landfill Fees
74071
Association Dues
74123
Instructor Fees
12,609
Total Services
7500
Sundry Charges
77106
Little League Light Contr
4,836
Total Sundry & Other
Total Operating
8000
Capital Outlay
80001
Furniture & Equip <$5000
82011
Building & Improvements
84042
Machinery & Equipment
84043
Motor Vehicles
84052
Heavy Equipment
84061
Other Equipment
46,955
Total Capital Outlay
423
945
-
-
230,233
205,000
175,638
237,249
16,298
13,000
11,319
13,500
31,800
25,870
46,955
33,002
129,066
145,637
141,118
156,900
12,047
12,300
12,609
13,000
11,459
14,737
14,633
13,209
4,836
7,168
5,542
7,200
1,740
2,241
1,950
2,670
14,766
23,000
15,439
23,000
452,667
449,898
425,203
499,730
12,000
12,000
12,000
12,000
12,000
12,000
12,000
12,000
3,797,908
4,103,467
3,871,661
4,201,538
58,518
5,536
5,495 -
-
15,750
15,281 -
22,895
16,450
16,216 80,000
30,065
-
- -
94,524
70,083
70,595 -
36,485
45,500
41,414 57,000
242,487 153,319 149,001 137,000
TOTAL DEPARTMENT $ 4,040,395 $ 4,256,786 $ 4,020,662 $ 4,338,538
5 -65
6000 STERLING MUNICIPAL LIBRARY - PROGRAM SUMMARY
Program Description
The mission of this department is to provide a program of public library service which makes resources available to the
citizens for: life -long learning; access to information; a rich and satisfying leisure life.
or Goals
• Citizens will have access to current titles and information on a wide range of topics related to work, school and /or
personal life.
• Patrons will be assisted in learning to find, evaluate, and use information effectively.
• Library staff will provide library programs to appeal to wide -range of leisure and cultural interest for children, teens,
and adults.
• The library will provide areas for quiet reading and study by individuals and groups, areas of enrichment for children,
story time spaces and places for small group conversation.
• The library will provide access to public computing and instruction in existing and emerging technologies
• The library will increase community awareness about library programs and services.
Major Objectives
• Meet patron demand for popular material by limiting hold ratio to a maximum of three holds per item.
• Annual circulation per capita will exceed state and local averages.
• The number of users accessing electronic resources including databases, e -books and downloadable media will
increase by 5% each year through 2016.
Workload Measures
Actual
2013 -14
Budget
2014 -15
Estimated
2014 -15
Projected
2015 -16
1.
Annual visits to library
322,713
340,000
330,000
330,000
2.
Annual circulation
535,765
523,000
485,000
450,000
3.
Use of electronic resources
229,279
340,000
280,000
290,000
4.
Annual reference transactions
88,152
92,000
80,000
85,000
5.
Materials added
22,114
26,526
24,000
24,000
6.
Registered borrowers
52,295
47,300
52,000
53,000
7.
Program attendance
13,640
14,500
14,000
15,000
8.
Public service hours of user training
1027
1,100
1,000
1,000
9.
Passports issued (Discontinued service for FYI 6)
3,752
3,500
2,800
0
Performance Measures
1.
Reference transactions per user visit
.27
.27
.24
.25
2.
Circulation per user visit
1.6
1.7
1.5
1.4
3.
New materials per borrower
.42
.5
.46
.46
4.
Average circulation per item owned
2.9
3
2.9
2.7
5.
Attendance per program
32
30
30
32
6.
Times databases accessed
48,449
37,000
40,000
40,000
7.
Total Internet hits
150,669
240,000
150,000
150,000
8.
Passport sales income to City
$93,801
$70,000
$82,000
$0
5 -66
6000 STERLING MUNICIPAL LIBRARY - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 1,056,559
$ 1,108,468 $
1,050,712 $
1,035,966
71003
Part Time Wages
290,445
292,243
292,243
276,610
71009
Overtime
38,785
36,000
36,000
38,000
71021
Health Insurance
241,560
243,081
243,081
213,136
71022
TMRS
202,301
208,720
204,778
190,813
71023
FICA
102,672
107,638
101,943
124,849
71028
Workers Compensation
6,772
6,135
6,281
7,422
71041
Allowances
5,120
5,100
5,100
5,100
Total Personnel Services
1,944,212
2,007,385
1,940,138
1,891,896
7200
Supplies
72001
Office Supplies
8,820
10,000
10,000
10,000
72002
Postage Supplies
9,334
10,000
6,500
7,000
72016
Motor Vehicle Supplies
600
750
400
500
72021
Minor Tools
5,179
15,000
8,000
12,000
72023
Library Materials
269,193
255,000
255,000
255,000
72026
Cleaning & Janitorial Sup
6,840
8,500
7,500
8,500
72041
Educational Supplies
54
-
-
-
72090
Print Shop Supplies
5,257
6,000
3,000
4,000
Total Supplies
305,277
305,250
290,400
297,000
7300
Maintenance
73001
Land Maintenance
18,365
22,000
17,000
19,000
73011
Buildings Maintenance
64,143
79,000
71,000
65,000
73027
Heat & Cool Sys Maint
28,547
8,500
8,500
8,500
73041
Furniture /Fixtures Maint
6,494
8,700
7,700
6,000
73042
Machinery & Equip Maint
622
1,500
1,000
3,000
73043
Motor Vehicles Maint
844
1,000
2,000
1,500
73046
Books - Maintenance
7,976
13,000
6,500
8,000
Total Maintenance
126,992
133,700
113,700
111,000
7400
Services
74001
Communication
11,164
20,000
6,000
5,000
74002
Electric Service
67,032
70,000
68,400
69,084
74005
Natural Gas
7,335
10,000
8,747
9,200
74011
Equipment Rental
28,668
36,000
34,000
36,000
74021
Special Services
64,710
74,600
71,600
74,000
74042
Education & Training
8,820
13,000
10,300
10,000
74051
Non City Facility Rental
950
1,250
950
1,100
74071
Association Dues
1,232
1,250
1,000
1,250
Total Services
189,911
226,100
200,997
205,634
Total Operating 2,566,393 2,672,435 2,545,235 2,505,530
5 -67
6000 STERLING MUNICIPAL LIBRARY - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
8000 Capital Outlay
80001 Furniture & Equip <$5000
84042 Machinery & Equipment
Total Capital Outlay
TOTAL DEPARTMENT
5 -68
18,543 30,000 30,000 -
- - - 26,000
18,543 30,000 30,000 26,000
$ 2,584,936 $ 2,702,435 $ 2,575,235 $ 2,531,530
9010 TRANSFERS OUT - SERVICE LEVEL BUDGET
This cost center represents funding to other funds and costs allocation for operating services.
Actual Budget Estimated Adopted
acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
9000
Other Financing Uses
91201
To Municipal Ct Security
91226
To Miscellaneous Police
91291
To Emergency Management
91298
To Wetland Research Ctr
91350
To Gen Capital Proj Fund
91351
To Capital Improvemnt Prg
91401
ToGOIS
91450
To Accrued Leave - General
91540
To Bayland Island
91550
To Internal Service Fnd
91552
To Warehouse Operations
234,582
Total Other Financing Uses
TOTAL DEPARTMENT
35,568
61,020
39,752
46,867
92,979
96,006
97,485
90,294
10,000
-
-
-
179,466
189,104
200,335
206,424
-
91,700
91,700
95,300
540,000
540,000
540,000
7,348,800
234,582
-
-
-
850,000
350,000
350,000
357,000
37,549
-
-
-
161,242
163,121
163,121
213,742
43,497
44,436
44,436
44,436
2,184,883
1,535,387
1,526,829
8,402,863
$ 2,184,883 $ 1,535,387 $ 1,526,829 $ 8,402,863
5 -69
BAYTOWN
S
5 -70
CITY OF BAYTOWN
GENERAL DEBT SERVICE FUND 401
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
BEGINNING WORKING CAPITAL $ 3,715,520 $ 5,486,466 $ 5,486,466 $ 2,900,801
Add:
Current Yr Property Taxes
Delinquent Ad Valorem Taxes
Penalty And Interest
Investment Interest
Miscellaneous
From General Fund
From Water And Sewer Fund
From WWIS
From Water &Sewer Reserve
Revenue From MDD Fund
Refunding Bond Proceeds
Premium On Bonds Sold
9,206,609
9,625,503
9,200,000
9,818,013
491,089
370,000
370,000
370,000
223,307
175,000
175,000
175,000
41,646
32,000
32,000
32,000
2,579,696
-
-
-
234,582
-
-
-
(8,423,443)
-
-
-
1,531,611
-
-
3,987,341
85
-
-
-
427,738
437,888
437,888
426,713
28,520,000
3,490,000
3,490,000
-
1,864,050
-
-
-
Total Revenues 36,696,969 14,130,391 13,704,888 14,809,067
FUNDS AVAILABLE FOR
DEBT SERVICE
Deduct:
Bond Principal
Interest On Bonds
Other Debt Payments
Special Services
Issuance Cost
Fiscal Agent Fees
Advanced Refunding Escrow
To GOYr7Of7
40,412,489 19,616,857 19,191,354 17,709,868
6,482,061 12,246,422
12,246,422 9,406,293
3,686,186 3,976,131
3,796,131 4,997,771
80,783 -
200,000 -
28,250 48,000
48,000 50,000
325,255 -
- -
2,440,464 -
- -
10,658,024 -
- -
11,225,000 -
- -
Total Deductions 34,926,023 16,270,553 16,290,553 14,454,064
ENDING WORKING CAPITAL
$ 5,486,466 $ 3,346,304 $ 2,900,801 $ 3,255,804
Tax Rate Allocation Between Operating & Debt
54.74%
■ Maintenance and Operations
45.26%
■ Interest and Sinking
6 -1
CITY OF BAYTOWN
ASSESSED VALUATION,
ESTIMATED AD VALOREM COLLECTIONS &
AD VALOREM TAX RATE ALLOCATION
Estimates
Estimate of Fiscal Year 2015 -16 (Tax Year 2015) Taxable Values:
HCAD $ 2,742,412,794
CCAD (2015 Tax Year Certified Value) 161,293,912
Recommended Adjustment to HCAD 14,045,866
Total Est. Taxable Value 2,917,752,572
Adjustments to Taxable Values:
Subtract TIRZ increment (168,519,454)
Total Est. Adjustments to Taxable Value: (168,519,454)
Estimated Taxable Assessed Valuation for Fiscal Year 2015 -16 2,749,233,118
Tax Rate per $100 Valuation 0.82203
Estimated Tax Levy* 22,599,521
Estimated Collections 96.50%
Total Estimated Tax Levy Available
$ 21,808,538
TAX RATE PER $100
Actual Actual Adopted Allocation Estimated
Rate Rate Rate of Rate Tax Levy
Tax Rate Allocation: 2013 -14 2014 -15 2015 -16 2015 -16 2015 -16
Maintenance and Operations (M &O)
$ 0.43713
$ 0.44562
$ 0.45001
54.74% $
11,938,810
Interest and Sinking (I &S)
0.38490
0.37641
0.37202
45.26%
9,869,728
Totals
$ 0.82203
$ 0.82203
$ 0.82203
100.00% $
21,808,538
Note: Revenue Generated per $0.01 $ 265,301
* Each year, the estimated tax levy may be different than the actual tax levy approved and adopted by the City Council.
This difference is primarily due to delays in receiving the certified roll from the Harris County Appraisal District. Certified
rolls are due by July 25th or as soon thereafter as practicable. The City traditionally receives the certified rolls in late August.
This delay hinders the City's ability to finalize budget estimates for ad valorem taxes in a timely manner.
Revenue Projections are estimates based on assumptions and are subject to change.
6 -2
CITY OF BAYTOWN
ASSESSED VALUATIONS, TAX LEVY AND COLLECTIONS
(Last Ten Fiscal Years)
Rate Current Year Percent
Fiscal Taxable Per $100 Tax Taxes Collected
Year Value Valuation Levied Collected Current Year
2004 -05
$
2,077,364,360
$
0.73703
$
15,310,799
$
14,545,259
95.0%
2005 -06
$
2,146,739,345
$
0.73703
$
15,822,113
$
14,937,709
94.4%
2006 -07
$
2,270,656,839
$
0.73703
$
16,735,422
$
15,801,774
94.4%
2007 -08
$
2,469,616,010
$
0.73703
$
18,201,811
$
17,584,253
96.6%
2008 -09
$
2,642,227,057
$
0.78703
$
20,795,120
$
20,076,918
96.5%
2009 -10
$
2,592,549,839
$
0.78703
$
20,404,145
$
19,300,000
94.6%
2010 -11
$
2,469,711,773
$
0.78703
$
19,437,373
$
17,199,217
88.5%
2011 -12
$
2,416,377,805
$
0.82203
$
19,863,350
$
19,425,273
97.8%
2012 -13
$
2,516,710,223
$
0.82203
$
20,688,113
$
19,334,873
93.5%
2013 -14
$
2,488,310,862 *
$
0.82203
$
20,454,662
$
19,534,202
95.5%
2014 -15
$
2,653,746,086
$
0.82203
$
21,814,589
$
21,976,636
100.7%
*As of July 17, 2015
6 -3
CITY OF BAYTOWN
GENERAL LONG TERM DEBT
SCHEDULE OF FISCAL YEAR 2015 -16 REQUIREMENTS
Principal Principal & Interest Principal
Amount of Outstanding Requirements for 2015 -16 Outstanding
Series Obligation Issue Oct. 1, 2015 Principal Interest Total Sept. 30, 2016
2007A
Certificate of Obligation
$ 1,000,000
$ 235,000
$ 115,000
$ 6,781
$ 121,781 $
120,000
2008
General Obligation
12,890,000
9,965,000
560,000
406,038
966,038
9,405,000
2010
General Obligation Refd
16,190,000
3,755,000
1,345,000
89,113
1,434,113
2,410,000
2010
Certificate of Obligation
10,000,000
8,045,000
415,000
301,531
716,531
7,630,000
2011
General Obligation & Refd
22,390,000
17,155,000
1,240,000
648,694
1,888,694
15,915,000
2012
General Obligation & Refd
30,225,000
26,485,000
2,060,000
855,281
2,915,281
24,425,000
2013
General Obligation
16,800,000
15,465,000
685,000
436,925
1,121,925
14,780,000
2014
General Obligation & Refd
28,520,000
26,970,000
2,365,000
943,400
3,308,400
24,605,000
2015
General Obligation & Refd
25,310,000
25,310,000
305,000
1,263,477
1,568,477
25,005,000
Subtotal
133,385,000
9,090,000
4,951,240
14,041,240
124,295,000
Energy Performance Lease
3,473,619
2,273,275
316,293
46,531
362,824
1,956,982
Total General Obligation Debt
$ 135,658,275
$ 9,406,293
$ 4,997,771
$ 14,404,064 $
126,251,982
6 -4
CITY OF BAYTOWN
ANNUAL REQUIREMENT TO AMORTIZE GENERAL OBLIGATION DEBT
Fiscal Interest Interest Total Annual Debt
Year Principal Due 2/1 Due 8/1 Interest Requirement
2016
$ 9,090,000 $
2,578,753 $
2,372,486 $
4,951,239
$ 14,041,239
2017
10,120,000
2,372,486
2,216,019
4,588,504
14,708,504
2018
9,630,000
2,216,019
2,067,394
4,283,412
13,913,412
2019
8,925,000
2,067,394
1,916,432
3,983,825
12,908,825
2020
9,280,000
1,916,432
1,742,082
3,658,513
12,938,513
2021
9,395,000
1,742,082
1,536,744
3,278,825
12,673,825
2022
9,850,000
1,536,744
1,314,766
2,851,509
12,701,509
2023
9,430,000
1,314,766
1,108,765
2,423,531
11,853,531
2024
8,915,000
1,108,765
936,447
2,045,212
10,960,212
2025
8,250,000
936,447
766,503
1,702,950
9,952,950
2026
7,100,000
766,503
623,785
1,390,288
8,490,288
2027
6,125,000
623,785
501,578
1,125,363
7,250,363
2028
5,465,000
501,578
400,263
901,841
6,366,841
2029
4,615,000
400,263
317,041
717,304
5,332,304
2030
4,785,000
317,041
228,556
545,597
5,330,597
2031
4,240,000
228,556
151,150
379,706
4,619,706
2032
3,365,000
151,150
91,759
242,910
3,607,910
2033
2,545,000
91,759
45,200
136,960
2,681,960
2034
1,495,000
45,200
15,300
60,500
1,555,500
2035
765,000
15,300
-
15,300
780,300
$ 133,385,000 $
20,931,021 $
18,352,268 $
39,283,290
$ 172,668,290
Annual Debt Service Requirements
$15.00
$14.00
$13.00 OInterest ■Principal
$12.00
y $11.00
C
° $10.00
$9.00
C
$8.00
A
$7.00
7 $6.00
Cr
a $5.00
$4.00
$3.00
$2.00
$1.00
$-
�D 1� 00 a, O - N M 7 W) b n 00 C, O N M 7 kf+
.� N N N N N N N N N N M M M M M M
O O O O O O O O O O O O O O O O O O O O
N N N N N N N N N N N N N N N N N N N N
Fiscal Year
6 -5
CITY OF BAYTOWN
GENERAL DEBT SERVICE FUND
STATEMENT OF BONDED INDEBTEDNESS
Fiscal Year 2015 -16
Fiscal Interest Principal Interest Interest Total Annual Principal
Year Rate Due 02/01 Due 02/01 Due 08/01 Interest Requirement Outstanding
Certificates of Obligation $ 1,000,000
Series 2007A Date of Issue - April 19, 2007 Term - 10 Years
General Obligation $ 12,890,000
Series 2008 Date of Issue - February 15, 2008 Term - 20 Years
$
1,000,000
2008
3.82% $
70,000 $
29,923 $
17,763 $
47,686 $
117,686
930,000
2009
3.82%
90,000
17,763
16,044
33,807
123,807
840,000
2010
3.82%
90,000
16,044
14,325
30,369
120,369
750,000
2011
3.82%
95,000
14,325
12,511
26,836
121,836
655,000
2012
3.82%
100,000
12,511
10,601
23,111
123,111
555,000
2013
3.82%
105,000
10,601
8,595
19,196
124,196
450,000
2014
3.82%
105,000
8,595
6,590
15,185
120,185
345,000
2015
3.82%
110,000
6,590
4,489
11,078
121,078
235,000
2016
3.82%
115,000
4,489
2,292
6,781
121,781
120,000
2017
3.82%
120,000
2,292
-
2,292
122,292
-
2019
$
1,000,000 $
123,131 $
93,208 $
216,341 $
1,216,341
7,555,000
2020
4.00%
680,000
160,419
General Obligation $ 12,890,000
Series 2008 Date of Issue - February 15, 2008 Term - 20 Years
$ 12,890,000 $ 3,594,214 $ 3,089,931 $ 6,684,153 $ 19,574,153
6 -6
$
12,890,000
2009
3.00% $
105,000 $
504,283 $
260,769 $
765,052 $
870,052
12,785,000
2010
3.00%
415,000
260,769
254,544
515,313
930,313
12,370,000
2011
3.00%
435,000
254,544
248,019
502,563
937,563
11,935,000
2012
4.00%
455,000
248,019
238,919
486,938
941,938
11,480,000
2013
4.00%
480,000
238,919
229,319
468,238
948,238
11,000,000
2014
4.00%
505,000
229,319
219,219
448,538
953,538
10,495,000
2015
4.00%
530,000
219,219
208,619
427,838
957,838
9,965,000
2016
4.00%
560,000
208,619
197,419
406,038
966,038
9,405,000
2017
4.00%
585,000
197,419
185,719
383,138
968,138
8,820,000
2018
4.00%
615,000
185,719
173,419
359,138
974,138
8,205,000
2019
4.00%
650,000
173,419
160,419
333,838
983,838
7,555,000
2020
4.00%
680,000
160,419
146,819
307,238
987,238
6,875,000
2021
4.00%
715,000
146,819
132,519
279,338
994,338
6,160,000
2022
4.00%
755,000
132,519
117,419
249,938
1,004,938
5,405,000
2023
4.13%
790,000
117,419
101,125
218,544
1,008,544
4,615,000
2024
4.25%
835,000
101,125
83,381
184,506
1,019,506
3,780,000
2025
1.43%
875,000
83,381
64,788
148,169
1,023,169
2,905,000
2026
4.38%
920,000
64,788
44,663
109,450
1,029,450
1,985,000
2027
4.50%
970,000
44,663
22,838
67,500
1,037,500
1,015,000
2028
4.50%
1,015,000
22,838
-
22,838
1,037,838
-
$ 12,890,000 $ 3,594,214 $ 3,089,931 $ 6,684,153 $ 19,574,153
6 -6
CITY OF BAYTOWN
GENERAL DEBT SERVICE FUND
STATEMENT OF BONDED INDEBTEDNESS
Fiscal Year 2015 -16
Fiscal Interest Principal Interest Interest Total Annual Principal
Year Rate Due 02/01 Due 02/01 Due 08/01 Interest Requirement Outstanding
General Obligation Refunding $ 16,190,000
Series 2010 Date of Issue - February 1, 2010 Term - 8 Years
Certificates of Obligation - Combined Tax & Revenue $ 10,000,000
Series 2010 Date of Issue - February 1, 2010 Term - 20 Years
$
16,190,000
2010
$
154,660 $
154,660 $
154,660
16,190,000
2011
3.00% $
4,370,000 $
186,838
121,288
308,126
4,678,126
11,820,000
2012
1.00%
3,230,000
121,288
105,137
226,425
3,456,425
8,590,000
2013
2.00%
1,825,000
105,137
86,887
192,024
2,017,024
6,765,000
2014
2.00%
1,480,000
86,887
72,087
158,974
1,638,974
5,285,000
2015
2.50%
1,530,000
72,087
52,963
125,050
1,655,050
3,755,000
2016
2.50%
1,345,000
52,963
36,150
89,113
1,434,113
2,410,000
2017
3.00%
1,385,000
36,150
15,375
51,525
1,436,525
1,025,000
2018
3.00%
1,025,000
15,375
-
15,375
1,040,375
-
2019
$
16,190,000 $
676,725 $
644,547 $
1,321,272 $
17,511,272
6,310,000
Certificates of Obligation - Combined Tax & Revenue $ 10,000,000
Series 2010 Date of Issue - February 1, 2010 Term - 20 Years
6 -7
$
10,000,000
2010
$
140,394 $
140,394 $
140,394
10,000,000
2011
1.00% $
380,000 $
169,603
167,703
337,306
717,306
9,620,000
2012
1.00%
385,000
167,703
165,778
333,481
718,481
9,235,000
2013
2.00%
390,000
165,778
161,878
327,656
717,656
8,845,000
2014
2.00%
395,000
161,878
157,928
319,806
714,806
8,450,000
2015
2.00%
405,000
157,928
153,878
311,806
716,806
8,045,000
2016
3.00%
415,000
153,878
147,653
301,531
716,531
7,630,000
2017
3.00%
425,000
147,653
141,278
288,931
713,931
7,205,000
2018
3.00%
440,000
141,278
134,678
275,956
715,956
6,765,000
2019
3.50%
455,000
134,678
126,716
261,394
716,394
6,310,000
2020
3.50%
470,000
126,716
118,491
245,207
715,207
5,840,000
2021
3.50%
485,000
118,491
110,003
228,494
713,494
5,355,000
2022
3.63%
505,000
110,003
100,850
210,853
715,853
4,850,000
2023
3.75%
525,000
100,850
91,006
191,856
716,856
4,325,000
2024
4.00%
545,000
91,006
80,106
171,112
716,112
3,780,000
2025
4.00%
565,000
80,106
68,806
148,912
713,912
3,215,000
2026
4.13%
590,000
68,806
56,638
125,444
715,444
2,625,000
2027
4.25%
615,000
56,638
43,569
100,207
715,207
2,010,000
2028
4.25%
640,000
43,569
29,969
73,538
713,538
1,370,000
2029
4.38%
670,000
29,969
15,313
45,282
715,282
700,000
2030
4.38%
700,000
15,313
-
15,313
715,313
-
$
10,000,000 $
2,241,844 $
2,212,635 $
4,454,479 $
14,454,479
6 -7
CITY OF BAYTOWN
GENERAL DEBT SERVICE FUND
STATEMENT OF BONDED INDEBTEDNESS
Fiscal Year 2015 -16
Fiscal Interest Principal Interest Interest Total Annual Principal
Year Rate Due 02/01 Due 02/01 Due 08/01 Interest Requirement Outstanding
General Obligation and Refunding Bonds $ 22,390,000
Series 2011 Date of Issue - February 1, 2010 Term - 20 Years
General Obligation and Refunding Bonds $ 30,225,000
Series 2012 Date of Issue - February 1, 2012 Term - 20 Years
$
22,390,000
2012
0.25% $
1,720,000 $
427,211 $
384,272 $
811,483 $
2,531,483
20,670,000
2013
3.00%
1,140,000
384,272
367,172
751,444
1,891,444
19,530,000
2014
3.00%
1,170,000
367,172
349,622
716,794
1,886,794
18,360,000
2015
3.00%
1,205,000
349,622
331,547
681,169
1,886,169
17,155,000
2016
3.00%
1,240,000
331,547
317,147
648,694
1,888,694
15,915,000
2017
3.00%
1,270,000
317,147
297,222
614,369
1,884,369
14,645,000
2018
3.00%
1,315,000
297,222
277,497
574,719
1,889,719
13,330,000
2019
3.00%
1,345,000
277,497
257,322
534,819
1,879,819
11,985,000
2020
4.00%
1,400,000
257,322
229,322
486,644
1,886,644
10,585,000
2021
5.00%
1,465,000
229,322
192,697
422,019
1,887,019
9,120,000
2022
5.00%
1,540,000
192,697
154,197
346,894
1,886,894
7,580,000
2023
3.50%
715,000
154,197
141,684
295,881
1,010,881
6,865,000
2024
3.75%
740,000
141,684
127,809
269,494
1,009,494
6,125,000
2025
4.00%
770,000
127,809
112,409
240,219
1,010,219
5,355,000
2026
4.00%
805,000
112,409
96,309
208,719
1,013,719
4,550,000
2027
4.00%
835,000
96,309
79,609
175,919
1,010,919
3,715,000
2028
4.13%
870,000
79,609
61,666
141,275
1,011,275
2,845,000
2029
4.25%
910,000
61,666
42,328
103,994
1,013,994
1,935,000
2030
4.38%
945,000
42,328
21,656
63,984
1,008,984
990,000
2031
4.38%
990,000
21,656
-
21,656
1,011,656
-
2032
$
22,390,000 $
4,268,698 $
3,841,488 $
8,110,189 $
30,500,189
-
General Obligation and Refunding Bonds $ 30,225,000
Series 2012 Date of Issue - February 1, 2012 Term - 20 Years
6 -8
$
30,225,000
2012
$
389,687 $
389,687 $
389,687
30,225,000
2013
2.00% $
575,000 $
490,516
484,766
975,281
1,550,281
29,650,000
2014
2.00%
1,160,000
484,766
473,166
957,931
2,117,931
28,490,000
2015
3.00%
2,005,000
473,166
443,091
916,256
2,921,256
26,485,000
2016
3.00%
2,060,000
443,091
412,191
855,281
2,915,281
24,425,000
2017
1.00%
2,115,000
412,191
391,041
803,231
2,918,231
22,310,000
2018
1.00%
2,145,000
391,041
369,591
760,631
2,905,631
20,165,000
2019
3.00%
2,205,000
369,591
336,516
706,106
2,911,106
17,960,000
2020
3.00%
2,265,000
336,516
302,541
639,056
2,904,056
15,695,000
2021
4.50%
2,350,000
302,541
249,666
552,206
2,902,206
13,345,000
2022
5.00%
2,465,000
249,666
188,041
437,706
2,902,706
10,880,000
2023
5.00%
2,585,000
188,041
123,416
311,456
2,896,456
8,295,000
2024
2.50%
1,740,000
123,416
101,666
225,081
1,965,081
6,555,000
2025
3.00%
735,000
101,666
90,641
192,306
927,306
5,820,000
2026
3.00%
760,000
90,641
79,241
169,881
929,881
5,060,000
2027
3.00%
780,000
79,241
67,541
146,781
926,781
4,280,000
2028
3.00%
805,000
67,541
55,466
123,006
928,006
3,475,000
2029
3.00%
830,000
55,466
43,016
98,481
928,481
2,645,000
2030
3.13%
855,000
43,016
29,656
72,672
927,672
1,790,000
2031
3.25%
880,000
29,656
15,356
45,013
925,013
910,000
2032
3.38%
910,000
15,356
-
15,356
925,356
-
$
30,225,000 $
4,747,119 $
4,646,291 $
9,393,405 $
39,618,405
6 -8
CITY OF BAYTOWN
GENERAL DEBT SERVICE FUND
STATEMENT OF BONDED INDEBTEDNESS
Fiscal Year 2015 -16
Fiscal Interest Principal Interest Interest Total Annual Principal
Year Rate Due 02/01 Due 02/01 Due 08/01 Interest Requirement Outstanding
General Obligation Bonds $ 16,800,000
Series 2013 Date of Issue - April 1, 2013 Term - 20 Years
General Obligation and Refunding Bonds $ 28,520,000
Series 2014 Date of Issue - April 1, 2014 Term - 20 Years
2014
$
297,352 $
297,352 $
$
16,800,000
2013
2.00%
1,550,000 $
$
128,074 $
128,074 $
128,074
16,800,000
2014
2.00% $
660,000 $
235,238
228,638
463,875
1,123,875
16,140,000
2015
2.00%
675,000
228,638
221,888
450,525
1,125,525
15,465,000
2016
2.00%
685,000
221,888
215,038
436,925
1,121,925
14,780,000
2017
2.00%
700,000
215,038
208,038
423,075
1,123,075
14,080,000
2018
2.00%
715,000
208,038
200,888
408,925
1,123,925
13,365,000
2019
2.00%
730,000
200,888
193,588
394,475
1,124,475
12,635,000
2020
2.00%
745,000
193,588
186,138
379,725
1,124,725
11,890,000
2021
3.00%
760,000
186,138
174,738
360,875
1,120,875
11,130,000
2022
3.00%
780,000
174,738
163,038
337,775
1,117,775
10,350,000
2023
3.00%
800,000
163,038
151,038
314,075
1,114,075
9,550,000
2024
3.00%
825,000
151,038
138,663
289,700
1,114,700
8,725,000
2025
3.00%
850,000
138,663
125,913
264,575
1,114,575
7,875,000
2026
3.00%
875,000
125,913
112,788
238,700
1,113,700
7,000,000
2027
3.00%
905,000
112,788
99,213
212,000
1,117,000
6,095,000
2028
3.13%
935,000
99,213
84,603
183,816
1,118,816
5,160,000
2029
3.13%
965,000
84,603
69,525
154,128
1,119,128
4,195,000
2030
3.25%
995,000
69,525
53,356
122,881
1,117,881
3,200,000
2031
3.25%
1,030,000
53,356
36,619
89,975
1,119,975
2,170,000
2032
3.38%
1,065,000
36,619
18,647
55,266
1,120,266
1,105,000
2033
3.38%
1,105,000
18,647
-
18,647
1,123,647
-
$
16,800,000 $
2,917,588 $
2,810,424 $
5,728,012 $
22,528,012
General Obligation and Refunding Bonds $ 28,520,000
Series 2014 Date of Issue - April 1, 2014 Term - 20 Years
2014
$
297,352 $
297,352 $
297,352 $
28,520,000
2015
2.000% $
1,550,000 $
504,938
489,438
994,375
2,544,375
26,970,000
2016
3.000%
2,365,000
489,438
453,963
943,400
3,308,400
24,605,000
2017
3.000%
2,075,000
453,963
422,838
876,800
2,951,800
22,530,000
2018
3.000%
1,835,000
422,838
395,313
818,150
2,653,150
20,695,000
2019
3.000%
1,905,000
395,313
366,738
762,050
2,667,050
18,790,000
2020
4.000%
1,980,000
366,738
327,138
693,875
2,673,875
16,810,000
2021
4.000%
1,770,000
327,138
291,738
618,875
2,388,875
15,040,000
2022
4.000%
1,845,000
291,738
254,838
546,575
2,391,575
13,195,000
2023
4.000%
1,930,000
254,838
216,238
471,075
2,401,075
11,265,000
2024
4.000%
2,015,000
216,238
175,938
392,175
2,407,175
9,250,000
2025
4.000%
2,100,000
175,938
133,938
309,875
2,409,875
7,150,000
2026
4.000%
1,790,000
133,938
98,138
232,075
2,022,075
5,360,000
2027
3.250%
590,000
98,138
88,550
186,688
776,688
4,770,000
2028
3.375%
610,000
88,550
78,256
166,806
776,806
4,160,000
2029
3.500%
630,000
78,256
67,231
145,488
775,488
3,530,000
2030
3.500%
655,000
67,231
55,769
123,000
778,000
2,875,000
2031
3.750%
680,000
55,769
43,019
98,788
778,788
2,195,000
2032
3.750%
705,000
43,019
29,800
72,819
777,819
1,490,000
2033
4.000%
730,000
29,800
15,200
45,000
775,000
760,000
2034
4.000%
760,000
15,200
15,200
775,200
-
$
28,520,000 $
4,509,013 $
4,301,427 $
8,810,440 $
37,330,440
6 -9
CITY OF BAYTOWN
GENERAL DEBT SERVICE FUND
STATEMENT OF BONDED INDEBTEDNESS
Fiscal Year 2015 -16
Fiscal Interest Principal Interest Interest Total Annual Principal
Year Rate Due 02/01 Due 02/01 Due 08/01 Interest Requirement Outstanding
General Obligation and Refunding Bonds $ 25,310,000
Series 2015 Date of Issue - July 7, 2015 Term - 20 Years
6 -10
$
25,310,000
2016
2.000% $
305,000 $
672,842 $
590,634 $
1,263,477 $
1,568,477
25,005,000
2017
5.000%
1,445,000
590,634
554,509
1,145,144
2,590,144
23,560,000
2018
5.000%
1,540,000
554,509
516,009
1,070,519
2,610,519
22,020,000
2019
5.000%
1,635,000
516,009
475,134
991,144
2,626,144
20,385,000
2020
5.000%
1,740,000
475,134
431,634
906,769
2,646,769
18,645,000
2021
5.000%
1,850,000
431,634
385,384
817,019
2,667,019
16,795,000
2022
5.000%
1,960,000
385,384
336,384
721,769
2,681,769
14,835,000
2023
5.000%
2,085,000
336,384
284,259
620,644
2,705,644
12,750,000
2024
5.000%
2,215,000
284,259
228,884
513,144
2,728,144
10,535,000
2025
5.000%
2,355,000
228,884
170,009
398,894
2,753,894
8,180,000
2026
5.000%
1,360,000
170,009
136,009
306,019
1,666,019
6,820,000
2027
5.000%
1,430,000
136,009
100,259
236,269
1,666,269
5,390,000
2028
3.375%
590,000
100,259
90,303
190,563
780,563
4,800,000
2029
3.500%
610,000
90,303
79,628
169,931
779,931
4,190,000
2030
3.625%
635,000
79,628
68,119
147,747
782,747
3,555,000
2031
3.625%
660,000
68,119
56,156
124,275
784,275
2,895,000
2032
3.750%
685,000
56,156
43,313
99,469
784,469
2,210,000
2033
3.750%
710,000
43,313
30,000
73,313
783,313
1,500,000
2034
4.000%
735,000
30,000
15,300
45,300
780,300
765,000
2035
4.000%
765,000
15,300
-
15,300
780,300
-
25,310,000
5,264,774
4,591,931
9,856,705
35,166,705
6 -10
CITY OF BAYTOWN
ORGANIZATION CHART
HOTEL /MOTEL FUND
11 City Council 11
11 City Manager 11
Deputy City
Manager
Hotel/Motel
Fund
BAYT04VN
S
7.1
BAYTOWN
S
7 -2
CITY OF BAYTOWN
HOTEL/MOTEL FUND 232
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
Hotel/Motel Occupancy Tax $ 1,339,303 $ 1,000,000 $ 1,000,000 $ 1,200,000
Interest Income 7,036 300 3,700 3,500
Total Revenues 1,346,339 1,000,300 1,003,700 1,203,500
Expenditures
Personnel Services
143,145
279,255
207,788
284,131
Supplies
18,334
57,542
40,214
52,250
Maintenance
2,437
10,500
10,500
10,500
Services
515,166
629,721
633,570
643,935
Sundry & Other
-
-
-
125,000
Total Operating
679,082
977,018
892,072
1,115,816
Non - Recurring Expenditures
Capital Outlay 16,779 147,000 75,391 -
Transfers Out - General Fund 10,800 10,800 10,800 11,016
Contingency - 230,000 - 150,000
Total Expenditures 706,661 1,364,818 978,263 1,276,832
Excess (Deficit) Revenues
Over Expenditures
639,678
(364,518)
25,437
(73,332)
Fund Balance - Beginning
976,846
1,616,524
1,616,524
1,641,961
Fund Balance - Ending $
1,616,524 $
1,252,006 $
1,641,961 $
1,568,629
Days of Operating Expenditures
869
468
672
513
Budget 2015 -16 Expenditures by Function
Promotional
82%
Historical
4%
Bay Communities
9%
its
_ Yo
7 -3
5030 HOTEL/MOTEL - PROGRAM SUMMARY
Program Description
The Hotel /Motel Occupancy Tax provides a significant source of revenue for programs, events and facilities that increase
leisure and business travel to Baytown. The Tourism Division actively promotes the community and its resources while
supporting the development of additional tourism opportunities, while the Parks and Recreation Department maintains
facilities used by tourists and promotes events that encourage travel to Baytown.
Major Goals
• Provide activities and promotions to enhance leisure and business tourism within the City of Baytown.
• Provide support for programs that enrich the quality of life for citizens and travelers by cultivating an appreciation for the
Arts and historical preservation.
Major Objectives
• Continue upgrade and maintenance of facilities.
• Provide marketing, advertising and promotions of special events.
• Develop marketing campaigns that effectively promote the resources of the community.
• Promote Pirates Bay Waterpark to attract visitors
• Enhance Baytown's image by promoting the City's historical and environmental resources.
Actual Budget Estimated Proposed
Expenditures by Function 2013 -14 2014 -15 2014 -15 2015 -16
50310 Arts $ 42,091 $ 68,484 $ 54,724 $ 60,489
50320 Promotional 600,930 1,176,541 818,958 1,050,498
50330 Historical 13,163 27,500 22,304 51,700
50350 Bay Communities 50,477 92,293 82,277 114,145
Total Expenditures $706,661 $1,364,818 $978,263 $ 1,276,832
7 -4
5030 HOTEL /MOTEL - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
71003
Part Time Wages
71009
Overtime
71021
Health Insurance
71022
TMRS
71023
FICA
71028
Workers Compensation
71043
Employee Incentives
23,726
Total Personnel Services
7200
Supplies
72001
Office Supplies
72002
Postage Supplies
72004
Printing Supplies
72007
Wearing Apparel
72041
Educational Supplies
143,145
Total Supplies
7300
Maintenance
73011
Buildings Maintenance
73027
Heat & Cool Sys Maint
73028
Electrical Maintenance
Total Maintenance
7400
Services
74001
Communication
74002
Electric Service
74005
Natural Gas
74011
Equipment Rental
74021
Special Services
74036
Advertising
74042
Education & Training
74051
Non City Facility Rental
74071
Association Dues
Total Services
7700
Sundry & Other
77111
Grant Partnerships
Total Sundry & Other
Total Operating
8000
Capital Outlay
80021
Special Programs
81011
Signs
Total Capital Outlay
9100
Other Finance Uses
91101
To General Fund
91351
To Capital Improvemnt Prg
Total Other Financing Uses
9900
Contingencies
99002
Unforeseen/New Initiative
Total Contingencies
TOTAL DEPARTMENT
$ 74,063 $
101,964 $
101,344 $
101,440
-
74,897
23,833
78,775
27,974
34,730
21,200
23,475
14,443
21,137
21,137
19,376
18,628
24,824
23,726
23,419
7,525
16,027
12,812
23,225
513
271
3,736
11,040
-
5,405
-
3,381
143,145
279,255
207,788
284,131
134
700
2,000
1,400
2
1,200
600
1,500
1,054
3,350
2,550
12,350
-
11000
1,064
3,000
17,144
51,292
34,000
34,000
18,334
57,542
40,214
52,250
724
6,000
6,000
6,000
1,537
3,000
3,000
3,000
176
1,500
1,500
1,500
2,437
10,500
10,500
10,500
-
1,140
-
-
8,079
10,000
9,900
12,000
2,646
2,000
1,904
2,200
9,839
15,500
14,120
17,059
271,125
278,911
278,890
385,506
208,078
298,000
298,000
201,000
5,030
13,000
20,000
15,000
902
-
305
-
9,466
11,170
10,451
11,170
515,166
629,721
633,570
643,935
- - 125,000
- - - 125,000
679,082 977,018 892,072 1,115,816
16,779 147,000 70,000 -
- - 5,391 -
16,779 147,000 75,391 -
10,800 10,800 10,800 11,016
10,800 10,800 10,800 11,016
- 230,000 - 150,000
- 230,000 - 150,000
$ 706,661 $ 1,364,818 $ 978,263 $ 1,276,832
pad
CITY OF BAYTOWN
HOTEL /MOTEL FUND
BUDGET 2016 PROGRAMS
BAY
ARTS PROMOTIONAL HISTORICAL COMMUNITIES TOTAL
* Bay Communities Clean -up
-
* Baytown Historical Museum
-
* Baytown Nature Center
-
* Baytown Tourism Advertising
-
* Baytown Tourism Partnership Grant
- 125,000
Program
-
* Buc -ee's Visitor Kiosk
-
* Community Wide Banners
-
* Economic Alliance
-
* Expos, Training & Assc. Dues
-
* Grito Fest
6,841
* Nurture Nature Fest
26,700
* July 3rd/4th Festival
26,948
* Personnel & Administrative Expenses
-
* Pirates Bay Advertising
_
* Republic of Texas Plaza
6,700
* Special Tourism Events (GeoTour,
- 5,000
Amazing Race)
- 18,800
* Statewide Sponsorships
-
* Tourism Materials: Printing Services, and
- 11,016
Tradeshow supplies
- 150,000
* Tourism Website
-
* Transfer to GF for Graphic Design Work
& Newsletter Support
-
* Unforeseen/New Initiatives
-
TOTAL PROGRAMS
$ 60,489 $
7 -6
- -
114,145 114,145
- 27,700
- 27,700
13,500 -
- 13,500
93,000 -
- 93,000
105,000 20,000
- 125,000
48,049 -
- 48,049
5,000 -
- 5,000
10,000 -
- 10,000
26,170 -
- 26,170
57,618 -
- 64,459
2,000 -
- 28,700
194,074 -
- 221,022
242,571 -
- 242,571
55,000 -
- 55,000
- 4,000
4,000
6,700
6,700
5,000 -
- 5,000
18,800 -
- 18,800
7,000 -
- 7,000
11,016 -
- 11,016
150,000 -
- 150,000
1,050,498 $ 51,700 $ 114,145 $ 1,276,832
CITY OF BAYTOWN
ORGANIZATION CHART
AQUATICS FUND
11 City Council 11
11 City Manager 11
II Deputy City II
Manager
11 Aquatics Fund 11
BAYT04VN
S
8 -1
BAYTOWN
S
8 -2
CITY OF BAYTOWN
AQUATICS FUND 502
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
1,466,959
1,536,387
1,599,639
1,670,575
Facility Rental $
182,298 $
61,000 $
116,181 $
150,000
Aquatics
2,436,252
2,900,000
2,458,880
2,600,000
Concessions
271,955
266,000
272,000
266,000
Rental - Misc
11,980
6,000
11,273
10,000
Overages & Shortages
445
300
300
300
Total Revenues
2,902,930
3,233,300
2,858,634
3,026,300
Expenditures
Personnel Services
1,466,959
1,536,387
1,599,639
1,670,575
Supplies
410,193
544,352
454,550
456,772
Maintenance
24,095
34,000
31,500
32,500
Services
276,486
347,113
279,214
279,836
Total Operating
2,177,733
2,461,852
2,364,903
2,439,683
Non - Recurring Expenditures
Capital Outlay*
-
354,500
228,000
440,500
Transfers Out
195,473
820,789
820,789
471,167
Total Expenditures
2,373,206
3,637,141
3,413,692
3,351,350
Excess (Deficit) Revenues
Over Expenditures
529,724
(403,841)
(555,058)
(325,050)
GAAP to budget basis adjustment
(113,462)
Working Capital - Beginning
794,135
1,210,397
1,210,397
655,339
Working Capital - Ending $ 1,210,397 $ 806,556 $ 655,339 $ 330,289
Days of Operating Expenditures 203 120 101 49
* Includes $1.00 per ticket set aside for the Water Parks capital replacement.
Budget 2015 -16 Expenditures
Operations
15%
Personnel Services
50% Services & Sundry
8%
MICapital & Transfers
27%
8 -3
5000 AQUATICS - PROGRAM SUMMARY
The Aquatics Enterprise Fund consists of two waterparks, Pirates Bay Waterpark and Calypso Cove in the City of Baytown.
The Pirates Bay Water Park is an award winning Caribbean themed 5 - acre waterpark which won the Aquatics International
2011 Dream Designs Award. It is operated by the Baytown Parks and Recreation Department, the family- friendly resort
styled park opened in June 2010. Pirates Bay features attractions for everyone with zero beach entry, a large active and
colorful Pirate themed water play center complete with a large dumping bucket and an awesome array of spray nozzles, and
water guns, a 671 foot long lazy river and two large slide towers. Tower activities include fun for both the little ones and
daredevils with everything from run -outs to racing tubes. The feature attraction is a Flowrider surfing machine. The
Flowrider provides an endless moving mountain of water with all the excitement of ocean surfing that will challenge all who
enter. The park also features a climbing wall, a small rectangular pool for lap swimming and programs such as swim lessons,
and water volleyball. A concession stand provides tasty burgers and other snacks; and covered picnic areas invite visitors to
rest between activities. An air conditioned meeting room is available year -round for rentals for family reunions and company
outings. The park also offers three large picnic pavilions available for rentals for birthday parties or family get - togethers. A
souvenir stand "the Black Pearl" opened near the Flowrider in May 2012. The Pirates Bay Expansion Project Phase I opened
in May 2014. The expansion includes a wave pool, a new slide tower that includes two multi rider slides, a large concession
stand, additional restrooms and a staff room. The Pirates Bay Expansion Project Phase I opened in May 2014. The expansion
includes a wave pool, a new slide tower that includes two multi rider slides, a large concession stand, additional restrooms
and a staff room. The expansion will increase the parks capacity from 1,000 to 1,500 and add two acres to the waterpark and
additional parking.
Calypso Cove is a smaller Caribbean themed Water Park, located at N.C. Foote Park on West Main. The Park replaced a
1970 era pool and consists of two separate bodies of water. A shallow, zero beach entry pool that features several water guns,
a small tot slide, a water mushroom and a large play feature with dumping bucket and is designed for the smaller children and
families. A second pool located adjacent to the zero entry pool features a crossing activity, a 17 foot tall slide tower and body
slide and optional water volleyball net and basketball goal can also be placed in the pool. This pool is also used for swim
lesions and other group activities. Calypso Cove also features large coolbrellas, picnic tables, lounge chairs and a bathhouse.
The Aquatics Division has four full time employees and over 300 part time employees included in the budget.
Major Goals
• Follow the guidelines of the Aquatic Facilities Study and the Strategic Master Plan for Pirates Bay Water Park to add and
improve the aquatic facilities of the department.
• Support the accomplishment of the City Council's vision and priorities which include, but are not limited to:
Development and Redevelopment, Infrastructure Maintenance and Improvement, and Creating a Community we can all
be proud of
• Expand recreation opportunities, especially for youth.
• Become a site for Flowrider competitions.
Major Objectives
• Continue to expand the proposed spray parks as outlined in the Aquatic Facilities
Master Plan
• Continue to add special events that will increase attendance and revenue such as the Itty Bitty Beach Party and Dive in
movies.
Services Provided
• Swim Lessons
• Flowrider Lessons
• Dive In Movies
• Itty Bitty Beach Parties
Actual
Budget
Estimated
Projected
Workload Measures
2013 -14
2014 -15
2014 -15
2015 -16
1. Pirates Bay Waterpark Attendance
166,031
159,980
168,000
170,000
2. Calypso Cove Attendance
18,803
16,821
18,000
18,000
Performance Measures
1. Pirates Bay Water Park Revenue
$2,977,577
$3,148,580
$2,772,634
$2,780,300
(attendance, concessions and rentals)
2. Calypso Cove (Attendance, Rentals and Vending)
$87,761
$84,420
$86,000
$86,000
8 -4
5000 AQUATICS - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
176,500
50,000
262,500
84061
71002
Regular Wages
$ 125,412 $
204,304 $
212,264 $
218,570
71003
Part Time Wages
1,050,196
1,062,095
1,050,000
1,096,679
71009
Overtime
81,647
25,000
75,000
82,000
71021
Health Insurance
40,260
42,275
42,275
38,752
71022
TMRS
27,640
42,235
53,115
53,645
71023
FICA
95,922
98,789
101,746
106,491
71028
Workers Compensation
37,568
59,289
62,839
64,762
71041
Allowances
-
2,400
2,400
2,400
71043
Employee Incentives
-
-
-
7,276
71081
Retired Employee Benefits
8,314
-
-
-
Total Personnel Services
1,466,959
1,536,387
1,599,639
1,670,575
7200
Supplies
72001
Office Supplies
11,243
13,202
11,000
11,200
72004
Printing Supplies
3,835
4,500
2,000
4,000
72007
Wearing Apparel
13,778
21,000
20,050
17,422
72019
Supplies Purch For Resale
177,525
240,000
180,000
180,000
72021
Minor Tools
1,181
1,000
500
500
72026
Cleaning & Janitorial Sup
24,754
30,000
29,000
27,000
72028
Swimming Pool Supplies
20,118
18,000
17,000
30,000
72031
Chemical Supplies
148,393
200,000
180,000
170,000
72032
Medical Supplies
3,287
4,400
4,000
4,400
72041
Educational Supplies
664
7,250
6,000
7,250
72046
Botanical Supplies
5,414
5,000
5,000
5,000
Total Supplies
410,193
544,352
454,550
456,772
7300
Maintenance
73011
Buildings Maintenance
12,154
15,000
15,000
15,000
73027
Heat & Cool Sys Maint
5,770
4,000
7,000
7,500
73028
Electrical Maintenance
6,171
15,000
9,500
10,000
Total Maintenance
24,095
34,000
31,500
32,500
7400
Services
74001
Communication
22,457
5,248
2,000
2,000
74002
Electric Service
110,282
170,000
112,500
113,625
74005
Natural Gas
1,377
1,500
314
2,500
74021
Special Services
46,437
37,400
35,000
45,400
74029
Service Awards
1,295
7,500
6,000
6,000
74036
Advertising
87,630
120,000
118,000
105,000
74042
Education & Training
7,008
5,465
5,400
5,311
Total Services
276,486
347,113
279,214
279,836
Total Operating 2,177,733 2,461,852 2,364,903 2,439,683
8000 Capital Outlay
84041
Furniture & Fixtures -
176,500
50,000
262,500
84061
Other Equipment * -
178,000
178,000
178,000
Total Capital Outlay -
354,500
228,000
440,500
9000
Other Financing Uses
91101
To General Fund -
100,000
100,000
100,000
91522
To W W I S 10,639
70,789
70,789
71,167
91527
To CIPF - Water &Sewer 184,834
650,000
650,000
300,000
Total Other Financing Uses 195,473
820,789
820,789
471,167
TOTAL DEPARTMENT $ 2,373,206 $ 3,637,141 $ 3,413,692 $ 3,351,350
* Includes $1.00 per ticket set aside for the Water Parks capital replacement.
8 -5
BAYTOWN
S
8 -6
CITY OF BAYTOWN
ORGANIZATION CHART
WATER AND SEWER FUND
City
Council
City
Manager
Deputy City Assistant City
Manager I I Manager
Director of Public Director of Finance
Works/Utilities
Assistant Director Utility Billing & Collections
of Utilities
Water Wastewater Construction
Operations I I Operations
BAYT04VN
S
9.1
BAYTOWN
S
9 -2
CITY OF BAYTOWN
WATER & SEWER FUND 520
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
8,316,219
9,224,210
9,212,664
9,141,480
Intergovernmental
$ 890,567
$ 1,139,112
$ 1,025,200
$ 1,045,705
Operating Revenues
33,785,384
34,024,500
34,514,000
34,724,770
Non - operating Revenues
665,280
455,800
511,500
516,000
Miscellaneous
3,837,419
98,500
98,500
93,500
Total Revenues
39,178,650
35,717,912
36,149,200
36,379,975
Expenditures by Type:
Personnel Services
8,316,219
9,224,210
9,212,664
9,141,480
Supplies
10,918,931
11,484,019
11,085,392
10,724,171
Maintenance
1,241, 822
1,520,400
1,516,087
1,415,900
Services
2,479,512
2,078,701
2,544,463
2,729,289
Sundry
84,734
160,000
160,000
160,000
Total Operating
23,041,218
24,467,330
24,518,606
24,170,840
Non - Recurring Expenditures
Capital Outlay
6,813
487,732
337,000
386,500
Debt Requirements
8,969,549
5,286,566
5,286,566
6,419,876
Transfers Out
9,039,635
6,018,037
6,018,037
11,035,902
Contingency
-
55,000
-
50,000
Total Expenditures
41,057,215
36,314,665
36,160,209
42,063,118
Excess (Deficit) Revenues
Over Expenditures (1,878,565) (596,753) (11,009) (5,683,143)
GAAP to budget basis adjustment (3,561,333)
Working Capital - Beginning 15,106,779 9,666,881 9,666,881 9,655,872
Working Capital - Ending $ 9,666,881 $ 9,070,128 $ 9,655,872 $ 3,972,729
Days of Operating Expenditures 153 135 144 60
Budget 2015 -16 Expenditures by Type
Operating
Personnel Services 36%
22 %
Debt Requirements
15%
Capital &
Transfers
27%
9 -3
CITY OF BAYTOWN
WATER & SEWER FUND 520
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
2,848,222
3,545,778
3,172,231
3,368,793
Intergovernmental
$ 890,567
$ 1,139,112
$ 1,025,200
$ 1,045,705
Operating Revenues
33,785,384
34,024,500
34,514,000
34,724,770
Non - operating Revenues
665,280
455,800
511,500
516,000
Miscellaneous
3,837,419
98,500
98,500
93,500
Transfer to Debt Service
Total Revenues 39,178,650
35,717,912
36,149,200
36,379,975
Expenditures by Function
General Government
2,848,222
3,545,778
3,172,231
3,368,793
Water Operations
13,164,009
14,238,611
13,690,582
13,176,956
Wastewater Operations
5,705,465
5,587,376
6,282,826
6,326,499
Utility Construction
1,330,336
1,638,297
1,709,967
1,735,092
Total Operating
23,048,031
25,010,062
24,855,606
24,607,340
Transfer to Debt Service
8,969,549
5,286,566
5,286,566
6,419,876
Transfer to Other Funds
9,039,635
6,018,037
6,018,037
11,035,902
18,009,184
11,304,603
11,304,603
17,455,778
Total Expenditures 41,057,215 36,314,665 36,160,209 42,063,118
Excess (Deficit) Revenues
Over Expenditures (1,878,565) (596,753) (11,009) (5,683,143)
Adj. req. to convert budget basis to GAAP (3,561,333)
Working Capital - Beginning 15,106,779 9,666,881 9,666,881 9,655,872
Working Capital - Ending
9 -4
$ 9,666,881 9,070,128 $ 9,655,872 $ 3,972,729
Budget 2015 -16 Expenditures by Function
General Government
8%
Transfers & Other
42%
Water Operations
31%
Wastewater
Utility Construction Operations
4% 15%
CITY OF BAYTOWN
WATER & SEWER FUND REVENUE DETAIL
Actual Budget Estimated Adopted
Revenue 2013 -14 2014 -15 2014 -15 2015 -16
BAWA - Contract Services $ 890,567 $ 1,139,112 $ 1,025,200 $ 1,045,705
Total Intergovernmental 890,567 1,139,112 1,025,200 1,045,705
Sale Of Water
17,322,560
17,994,500
18,000,000
18,354,390
Sewer Service
15,103,432
14,819,000
15,300,000
15,115,380
Penalties
788,868
720,000
720,000
735,000
Pollution Control Fees
489,455
425,000
425,000
450,000
W & S Surcharge
(2,438)
-
-
-
PSLIP Program
83,507
66,000
69,000
70,000
Operating Revenues
33,785,384
34,024,500
34,514,000
34,724,770
Turn -On Fees
550,680
425,000
425,000
440,000
Water Tap Fees
96,250
20,050
70,000
60,000
Sewer Tap Fees
16,700
10,000
13,000
13,000
OT Turn-On Fees
1,650
750
3,500
3,000
Non - operating Revenues
665,280
455,800
511,500
516,000
Investment Interest
145,482
90,000
90,000
85,000
Contributd Capid Wtr Ext
3,666,660
-
-
-
Miscellaneous
25,462
8,500
8,500
8,500
Overages And Shortages
(185)
-
-
-
Total Miscellaneous
3,837,419
98,500
98,500
93,500
Total Revenues
$ 39,178,650 $
35,717,912
$ 36,149,200
$ 36,379,975
9 -5
CITY OF BAYTOWN
WATER & SEWER FUND 520
BUDGET SUMMARY BY DEPARTMENT
Actual Budget Estimated Adopted
Department Name 2013 -14 2014 -15 2014 -15 2015 -16
General Government
Fiscal Operations
General Overhead
Total General Government
Water Operations
Utility Transmission
Treated Water
Restoration
Water Treatment
Total Water Operations
Wastewater Operations
Wastewater Treatment
Pollution Control
Total Wastewater Operations
Utility Construction
Construction
Total Utility Construction
Total Operations
Transfers Out
Transfer to Debt Service
Transfer to Other Funds
Total Transfers
$ 1,803,024 $
2,219,049 $
2,066,887 $
1,972,589
1,045,198
1,326,729
1,105,344
1,396,204
2,848,222
3,545,778
3,172,231
3,368,793
1,362,615
1,661,443
1,579,097
1,954,829
10,249,406
10, 714, 529
10,286,411
10,000, 000
593,414
723,527
704,471
-
95 8,574
1,139,112
1,120,603
1,222,127
13,164,009
14,238,611
13,690,582
13,176,956
5,378,876
5,174,252
5,863,724
5,926,572
326,589
413,124
419,102
399,927
5,705,465
5,587,376
6,282,826
6,326,499
1,330,336 1,638,297 1,709,967 1,735,092
1,330,336 1,638,297 1,709,967 1,735,092
20,199,810 21,464,284 21,683,375 24,607,340
8,969,549
5,286,566
5,286,566
6,419,876
9,039,635
6,018,037
6,018,037
11,035,902
18,009,184
11,304,603
11,304,603
17,455,778
Water & Sewer Fund Total $ 41,057,215 $ 36,314,665 $ 36,160,209 $ 42,063,118
Budget 2015 -16 by Function
Water Operations Wastewater
32% Operations
15%
General Government Utility Construction
8% 4%
Transfer to Debt
Service
15%
Transfer to Other
Funds
26%
9 -6
CITY OF BAYTOWN
WATER & SEWER FUND 520
BUDGET SUMMARY BY ACCOUNT
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100 Personnel Services
71002
Regular Wages
$ 4,318,952 $
5,195,189 $
5,053,266 $
5,054,844
71003
Part Time Wages
3,056
-
-
-
71009
Overtime
464,990
364,576
472,366
401,006
71011
Extra Help /Temporary
27,679
2,640
12,000
2,640
71021
Health Insurance
1,229,165
1,297,408
1,298,384
1,161,107
71022
TMRS
878,842
1,011,587
1,016,946
948,712
71023
FICA
338,462
398,005
399,708
419,076
71028
Workers Compensation
84,139
100,002
105,911
108,074
71041
Allowances
10,378
11,520
10,800
10,800
71043
Employee Incentives
-
-
-
136,659
71052
Salary Savings
-
(100,000)
(100,000)
-
71081
Retired Employee Benefits
960,556
943,283
943,283
898,562
Total Personnel Services
8,316,219
9,224,210
9,212,664
9,141,480
7200 Supplies
72001
Office Supplies
18,340
19,702
21,800
19,630
72002
Postage Supplies
126,563
204,855
194,855
152,000
72004
Printing Supplies
1,091
9,017
1,500
1,200
72007
Wearing Apparel
26,816
31,066
29,566
29,566
72016
Motor Vehicle Supplies
232,478
241,550
218,060
204,950
72021
Minor Tools
44,591
45,050
49,250
44,025
72022
Fuel For Generators
-
-
-
20,000
72026
Cleaning & Janitorial Sup
4,566
5,500
6,200
6,000
72031
Chemical Supplies
215,043
212,450
277,450
246,700
72032
Medical Supplies
35
300
300
100
72052
Treated Water Supplies
10,249,406
10,714,529
10,286,411
10,000,000
73055
Total Supplies
10,918,931
11,484,019
11,085,392
10,724,171
7300
Maintenance
73001
Land Maintenance
10,630
11,500
11,500
11,500
73011
Buildings Maintenance
10,231
11,000
11,000
10,500
73022
Sanitary Sewers Maint
17,570
27,000
30,000
27,000
73023
Water Distrib Sys Maint
195,527
220,000
200,000
200,000
73024
Reservoirs & Wells Maint
23,753
3,000
10,500
38,000
73025
Streets Sidewalks & Curbs
24,997
50,000
40,000
25,000
73027
Heat & Cool Sys Maint
7,502
7,500
7,500
5,500
73042
Machinery & Equip Maint
354,659
386,000
511,000
385,000
73043
Motor Vehicles Maint
363,245
282,200
299,500
299,500
73047
Meters & Settings Maint
233,707
514,800
384,087
400,000
73055
Maintenance On Computers
-
7,400
11,000
13,900
Total Maintenance
1,241,822
1,520,400
1,516,087
1,415,900
7400
Services
74001
Communication
3,339
3,257
400
-
74002
Electric Service
1,737,473
1,325,000
1,772,500
1,790,662
74005
Natural Gas
180
600
169
300
74011
Equipment Rental
6,393
12,900
20,400
8,000
74021
Special Services
453,092
429,100
442,500
624,273
74022
Audits
8,564
16,512
16,512
16,512
74026
Janitorial Services
3,755
4,060
4,400
4,060
9 -7
CITY OF BAYTOWN
WATER & SEWER FUND 520
BUDGET SUMMARY BY ACCOUNT
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
74042
Education & Training
42,466
39,105
38,200
38,500
74050
Disposal Services
223,648
244,500
245,900
246,000
74071
Association Dues
603
3,667
3,482
982
Total Services
2,479,512
2,078,701
2,544,463
2,729,289
7500
Sundry Charges
75088
Bad Debt - Cutoff Accounts
84,734
160,000
160,000
160,000
Total Sundry & Other
84,734
160,000
160,000
160,000
Total Operating
23,041,218
24,467,330
24,518,606
24,170,840
8000
Capital Outlay
82011
Building & Improvements
-
56,232
5,000
81,500
83023
Water Distribution System
-
200,000
200,000
200,000
83024
Reservoirs & Wells
-
-
-
10,000
83029
Sewer Connections
-
10,000
15,000
15,000
83035
Meters & Connections
-
70,000
80,000
80,000
84042
Machinery & Equipment
6,813
126,500
12,000
-
84043
Motor Vehicles
-
25,000
25,000
-
Total Capital Outlay
6,813
487,732
337,000
386,500
9000
Other Financing Uses
91101
To General Fund
1,954,274
2,454,274
2,454,274
2,000,000
91450
To Accrued Leave - General
220,000
220,000
220,000
224,400
91522
To W W I S
8,969,549
5,286,566
5,286,566
6,419,876
91527
To CIPF - Water &Sewer
6,540,250
3,000,000
3,000,000
8,430,000
91550
To Internal Service Fnd
113,829
129,152
129,152
174,880
91552
To Warehouse Operations
211,282
214,611
214,611
206,622
Total Other Financing Uses
18,009,184
11,304,603
11,304,603
17,455,778
9900
Contingencies
99001
Contingencies
-
55,000
-
50,000
Total Contingencies
-
55,000
-
50,000
TOTAL EXPENDITURES
$ 41,057,215
$ 36,314,665
$ 36,160,209
$ 42,063,118
9 -8
BAYTOWN
S
..
1030 UTILITY BILLING & COLLECTIONS - PROGRAM SUMMARY
Program Description
Within the Water & Sewer Fund, the Utility Billing Division is responsible for the weekly, bi- monthly, and monthly
procedures related to the billing of water, sewer, and garbage services provided to the citizens. They ensure the customer
meters are properly read and billed for services received; generate weekly, bi- monthly, and monthly bills; monitor and
disburse security deposits; process past due accounts; test, repair, and replace meters; curtail theft of service and report line
leaks for repair. The main priority of the division is to provide excellent customer service.
The Collection Division provides cash receipts system training to other City Departments. Processes and monitors: Industrial
District In- Lieu -of Tax; solid waste gross receipts tax; hotel occupancy tax; franchise fees; water, sewer, garbage and storm
water receipts; sales tax receipts; property tax deposits; and receipts for City leased land and buildings.
Major Goals
• Provide excellent customer service 100% of the time.
• Exceed the customer's expectations.
• Maintain a high level of accuracy in billing.
• Maintain meter reading accuracy at 99.9 %.
• Carry out the vision established through the codes and ordinances of the City of Baytown.
Major Objectives
• Accurately bill utility customers per City Ordinance.
• Process payments in a timely manner.
• Obtain accurate meter readings and stay on schedule for monthly readings.
• Curtail theft of service.
• Test, repair, and replace meters to assure precise readings for accurate billing.
• Provide training and cross - training for all employees.
Workload Measures
Actual
2013 -14
Budget
2014 -15
Estimated
2014 -15
Projected
2015 -16
1. Accounts billed — per month
20,403
20,097
20,685
20,995
2. Meters read — per month
23,684
22,489
24,240
25,452
3. Automatic bank drafts — per month
1,844
1,836
1,900
1,960
4. Payments processed — per month
18,297
18,789
18,353
18,445
Performance Measures
1.
Percent of Meters Read by MRX Unit
94%
91%
96%
98%
2.
Daily service work orders — per year
34,672
32,337
36,610
34,779
3.
Rereads requested — per year
1,227
1,908
1,034
982
4.
No reads /Invalid reads — per year
17,477
47,927
10,740
9,600
5.
Water Accountability — per year
87 %
82%
86%
90%
➢ Lock Box payments comprise thirty-three percent (33 %) of the utility payments processed.
➢ "No reads /Invalid reads" addresses meters that are unable to transmit a signal electronically requiring the Meter
Technicians to read these meters manually to obtain the proper reading for billing accuracy. Ongoing meter maintenance is
the key to reducing the no read /invalid reads.
➢ "Water Accountability" is negatively impacted by lack of maintenance, stuck large meters, engineering projects
unaccountability for water usage during project period, water main leaksibreaks, accurate flushing reporting, hydrant
metering, straight lining and broken valves.
9 -10
1030 UTILITY BILLING & COLLECTIONS - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 769,100 $
835,866 $
829,203 $
830,164
71003
Part Time Wages
3,056
-
-
-
71009
Overtime
23,383
28,000
25,860
24,000
71011
Extra Help /Temporary
27,679
2,640
12,000
2,640
71021
Health Insurance
209,855
220,358
220,358
201,995
71022
TMRS
146,003
157,180
157,826
151,369
71023
FICA
55,879
61,947
61,669
62,996
71028
Workers Compensation
5,077
5,146
5,421
5,464
71041
Allowances
1,807
1,800
1,800
1,800
Total Personnel Services
1,241,839
1,312,937
1,314,137
1,280,428
7200
Supplies
72001
Office Supplies
8,234
7,702
7,800
7,930
72002
Postage Supplies
115,336
197,855
182,855
140,000
72004
Printing Supplies
1,091
1,900
1,500
1,200
72007
Wearing Apparel
3,540
3,066
3,066
3,066
72016
Motor Vehicle Supplies
22,650
28,050
24,560
21,450
72021
Minor Tools
20,615
13,500
14,200
13,500
72026
Cleaning & Janitorial Sup
1,251
1,000
1,700
1,500
Total Supplies
172,717
253,073
235,681
188,646
7300
Maintenance
73027
Heat & Cool Sys Maint
-
2,000
2,000
-
73043
Motor Vehicles Maint
7,178
11,000
11,000
11,000
73047
Meters & Settings Maint
230,317
499,800
369,087
375,000
73055
Maintenance On Computers
-
7,400
11,000
13,900
Total Maintenance
237,495
520,200
393,087
399,900
7400
Services
74001
Communication
637
407
400
-
74002
Electric Service
5,861
8,000
6,300
6,800
74011
Equipment Rental
2,267
3,900
3,900
-
74021
Special Services
95,506
76,600
76,000
77,273
74026
Janitorial Services
3,755
4,060
4,400
4,060
74042
Education & Training
2,179
4,205
2,500
2,500
74071
Association Dues
518
667
482
482
Total Services
110,723
97,839
93,982
91,115
Total Operating
1,762,774
2,184,049
2,036,887
1,960,089
8000
Capital Outlay
82011
Building & Improvements
-
5,000
5,000
12,500
84043
Motor Vehicles
-
25,000
25,000
-
Total Capital Outlay
-
30,000
30,000
12,500
9100
Other Financing Uses
91527
To CIPF - Water &Sewer
40,250
-
-
-
Total Other Financing Uses
40,250
-
-
-
9900
Contingencies
99001
Contingencies
-
5,000
-
-
Total Contingencies
-
5,000
-
-
TOTAL DEPARTMENT
$ 1,803,024 $
2,219,049 $
2,066,887 $
1,972,589
9 -11
BAYTOWN
S
9 -12
1190 WATER & SEWER GENERAL OVERHEAD - SERVICE LEVEL BUDGET
Water & Sewer General Overhead codifies expenditures that are not directly associated with any other department within
the Water & Sewer Fund. The major components are insurance, special programs and contingencies.
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 15,762 $
56,183 $
59,555 $
109,603
71021
Health Insurance
10,065
10,569
10,569
9,688
71022
TMRS
2,905
10,203
10,976
10,542
71023
FICA
1,206
4,208
4,371
4,560
71028
Workers Compensation
20
72
78
78
71043
Employee Incentives
-
-
-
136,659
71052
Salary Savings
-
(100,000)
(100,000)
-
71081
Retired Employee Benefits
960,556
943,283
943,283
898,562
Total Personnel Services
990,515
924,518
928,832
1,169,692
7200
Supplies
72004
Printing Supplies
-
7,117
-
-
Total Supplies
-
7,117
-
-
7400
Services
74001
Communication
1,635
2,850
-
-
74022
Audits
8,564
16,512
16,512
16,512
Total Services
10,199
19,362
16,512
16,512
7500
Sundry Charges
75088
Bad Debt - Cutoff Accounts
84,734
160,000
160,000
160,000
Total Sundry & Other
84,734
160,000
160,000
160,000
Total Operating
1,085,448
1,110,997
1,105,344
1,346,204
8000
Capital Outlay
82011
Building & Improvements
-
51,232
-
-
84042
Machinery & Equipment
-
114,500
-
-
Total Capital Outlay
-
165,732
-
-
9000
Other Financing Uses
91101
To General Fund
13,200
-
-
-
Total Other Financing Uses
13,200
-
-
-
9900
Contingencies
99001
Contingencies
-
50,000
-
50,000
Total Contingencies
-
50,000
-
50,000
TOTAL DEPARTMENT
$ 1,098,648 $
1,326,729 $
1,105,344 $
1,396,204
9 -13
3040 WATER OPERATIONS - PROGRAM SUMMARY
The Utility Transmission division is responsible for the operation and maintenance of the water distribution system
(approximately 458 miles) including transmission lines, elevated storage tanks, and well site, the hydrant flushing program
and leak detection program. Also, this division operates a restoration crew responsible for repairing and/or replacing streets,
driveways, curbs, gutters and sidewalks damaged or removed during the repair of water utilities. They also assist the
Drainage Division with concrete work and Community Development Block Grant (CDBG) projects.
Major Goals
• Operate and maintain a reliable distribution system with the ability to deliver a sufficient quantity of safe and good
quality water under adequate pressure to the utilities' customers at all times.
• Obtain water and sewer certificates for all employees.
• Maintain the wastewater collection system in order to provide a safe environment for the citizens of Baytown.
Major Objectives
• Continue to meet or exceed all Texas Commission on Environmental Quality (TCEQ) Rules and Regulations for water
production and water distribution, to maintain the City's "Superior Public Water System" rating by the TCEQ.
• Continue to meet or exceed all TCEQ Rules and Regulations for wastewater collection.
Workload Measures
Actual
2013 -14
Budget
2014 -15
Estimated
2014 -15
Projected
2015 -16
1. Leak repairs / day
4
5
5
5
2. Customer Repairs / week
7
8
7
8
3. Meter Change -outs / year
10
12
70
12
4. Cubic Yards Concrete
140
120
160
160
Performance Measures
173
200
200
200
1.
Average time to complete meter change outs/ hours
1.5
1.5
1.5
1.5
2.
Average time to complete leak repairs/hours
3
3
3
3
3.
Average response time for a water leak report
1
1
1
1
4.
Utility lines located
297
300
300
300
5.
Linear feet of curb and gutters repaired
173
200
200
200
6.
Linear feet of sidewalks repaired
649
300
600
700
7.
Driveways repaired
18
20
20
20
9 -14
3040 WATER OPERATIONS - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 1,286,485
$ 1,695,308
$ 1,624,539
$ 1,508,396
71009
Overtime
172,426
174,570
184,500
175,000
71021
Health Insurance
418,704
438,698
439,664
354,581
71022
TMRS
266,307
340,372
331,755
289,383
71023
FICA
104,778
135,191
130,024
132,528
71028
Workers Compensation
38,039
48,013
51,179
47,638
71041
Allowances
3,547
4,680
3,960
3,960
Total Personnel Services
2,290,287
2,836,832
2,765,621
2,511,486
7200
Supplies
72001
Office Supplies
729
1,500
1,500
1,200
72007
Wearing Apparel
6,155
8,000
8,000
6,000
72016
Motor Vehicle Supplies
68,752
80,000
68,000
65,000
72021
Minor Tools
11,698
17,450
17,450
14,500
72031
Chemical Supplies
393
2,250
2,250
1,500
72032
Medical Supplies
-
200
200
-
72052
Treated Water Supplies
10,249,406
10,714,529
10,286,411
10,000,000
Total Supplies
10,337,132
10,823,929
10,383,811
10,088,200
7300
Maintenance
73001
Land Maintenance
10,630
11,500
11,500
11,500
73011
Buildings Maintenance
-
1,000
1,000
500
73022
Sanitary Sewers Maint
17
-
-
-
73023
Water Distrib Sys Maint
195,527
220,000
200,000
200,000
73024
Reservoirs & Wells Maint
23,753
3,000
10,500
38,000
73025
Streets Sidewalks & Curbs
24,997
50,000
40,000
25,000
73042
Machinery & Equip Maint
15
3,000
3,000
2,000
73043
Motor Vehicles Maint
134,467
132,200
110,000
110,000
73047
Meters & Settings Maint
3,390
15,000
15,000
25,000
Total Maintenance
392,796
435,700
391,000
412,000
7400
Services
74002
Electric Service
16,691
17,000
17,000
17,170
74011
Equipment Rental
3,091
2,500
10,000
2,500
74021
Special Services
105,619
111,000
111,000
125,000
74042
Education & Training
11,579
10,600
11,100
10,600
74071
Association Dues
-
1,050
1,050
-
Total Services
136,980
142,150
150,150
155,270
Total Operating
13,157,195
14,238,611
13,690,582
13,166,956
8000
Capital Outlay
83024
Reservoirs & Wells
-
-
-
10,000
84042
Machinery & Equipment
6,813
-
-
-
Total Capital Outlay
6,813
-
-
10,000
9000
Other Financing Uses
91101
To General Fund
31,036
-
-
-
Total Other Financing Uses
31,036
-
-
-
TOTAL DEPARTMENT
$ 13,195,045
$ 14,238,611
$ 13,690,582
$ 13,176,956
9 -15
3050 WASTEWATER OPERATIONS - PROGRAM SUMMARY
Program Description
The Wastewater Treatment division is responsible for the treatment and discharge of sanitary sewage to Texas Commission
on Environmental Quality (TCEQ) and Environmental Protection Agency (EPA) Rules and Regulations. This division
operates a lift station crew responsible for the maintenance and operation of 82 lift stations.
or Goals
To operate and maintain four Wastewater Treatment plants to meet health department, TCEQ and EPA Rules and
Regulations at all times.
To operate and maintain 82 lift stations.
Major Objectives
• Continue to meet TCEQ, EPA, and the City of Baytown Rules and Regulations at all times.
• Monitor and maintain the records for the Sanitary Sewer Overflow Initiative program.
Workload Measures
1. Tons of sludge per year - 30520
2. Volume of wastewater treated (mg) in a month - 30520
3. Permits Renewed — 30520 (3 year renewals)
4. Lift Stations checked daily
9 -16
Actual Budget Estimated Projected
2013 -14 2014 -15 2014 -15 2015 -16
1,300 1,500
950 1,200
2 2
82 82
1,600
1,700
4,000
4,500
2
0
82
82
3050 WASTEWATER OPERATIONS - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 1,696,088 $
1,934,597 $
1,947,653 $
1,949,531
71009
Overtime
121,453
72,006
102,006
92,006
71021
Health Insurance
433,162
458,683
458,693
420,459
71022
TMRS
335,077
365,248
378,313
361,869
71023
FICA
126,559
142,105
149,049
152,787
71028
Workers Compensation
25,843
30,272
31,153
32,615
71041
Allowances
5,023
5,040
5,040
5,040
Total Personnel Services
2,743,206
3,007,951
3,071,907
3,014,307
7200
Supplies
72001
Office Supplies
8,024
8,500
10,500
8,500
72002
Postage Supplies
11,227
7,000
12,000
12,000
72007
Wearing Apparel
12,191
14,000
12,500
13,500
72016
Motor Vehicle Supplies
82,803
73,500
63,500
58,500
72021
Minor Tools
4,793
6,375
7,600
7,600
72022
Fuel For Generators
-
-
-
20,000
72026
Cleaning & Janitorial Sup
3,316
4,500
4,500
4,500
72031
Chemical Supplies
200,281
200,200
250,200
225,200
Total Supplies
322,634
314,075
360,800
349,800
7300
Maintenance
73011
Buildings Maintenance
10,231
10,000
10,000
10,000
73027
Heat & Cool Sys Maint
7,502
5,500
5,500
5,500
73042
Machinery & Equip Maint
349,367
378,000
503,000
378,000
73043
Motor Vehicles Maint
62,517
54,000
53,500
53,500
Total Maintenance
429,616
447,500
572,000
447,000
7400
Services
74001
Communication
1,066
-
-
-
74002
Electric Service
1,714,921
1,300,000
1,749,200
1,766,692
74005
Natural Gas
180
600
169
300
74011
Equipment Rental
-
1,500
1,500
500
74021
Special Services
250,148
241,500
251,500
416,500
74042
Education & Training
19,980
15,800
15,900
15,900
74050
Disposal Services
223,648
244,500
245,900
246,000
74071
Association Dues
65
1,950
1,950
500
Total Services
2,210,009
1,805,850
2,266,119
2,446,392
Total Operating
5,705,465
5,575,376
6,270,826
6,257,499
8000
Capital Outlay
82011
Building & Improvements
-
-
-
69,000
84042
Machinery & Equipment
-
12,000
12,000
-
Total Capital Outlay
-
12,000
12,000
69,000
TOTAL DEPARTMENT
$ 5,705,465 $
5,587,376 $
6,282,826 $
6,326,499
9 -17
3060 UTILITY CONSTRUCTION - PROGRAM SUMMARY
Program Description
The Utility Construction Division for the City of Baytown operates crews responsible for monitoring the wastewater
collection system, installing water and sewer taps and maintaining utility transmission infrastructure. This division monitors
approximately 430 miles of wastewater collection system, records all sanitary sewer overflows (SSO's), and performs video
inspections and smoke testing on the wastewater collection system. It also installs all new water and sewer taps and
inspects /replaces existing sewer taps. This division operates a rehab crew responsible for the maintenance of large utility
transmission lines and large meters, and the continuous replacement of old main water lines, fire hydrants, valves, and service
taps.
Major Goals
• Maintain a reliable main water line transmission system at all times.
• Maintain the wastewater collection system in order to provide a safe environment for the citizens of Baytown.
• Obtain water and sewer certificates for all employees.
Maintain a maximum two -week schedule or better on installation of water and sewer taps.
Major Objectives
• Provide more safety training and necessary regulatory training.
• Research the latest technology to improve productivity in the tapping crew.
• Continue to meet or exceed all Texas Commission on Environmental Quality (TCEQ) Rules and Regulations for
wastewater collection.
• Provide a continuous, uninterrupted supply of water to the distribution system by implementation of preventative
maintenance programs; and make timely repairs.
Workload Measures
Actual
2013 -14
Budget
2014 -15
Estimated
2014 -15
Projected
2015 -16
1.
Water taps
151
120
188
160
2.
Sewer taps
29
30
32
30
3.
Linear feet of new water lines installed
8,000
6,500
6,500
7,000
4.
Linear feet of new sewer lines installed
400
500
300
400
5.
Fire Hydrants repaired/replaced/month
18
30
28
25
6.
Manholes repaired / year
40
60
40
60
7.
Sewer stops / year
1,177
1,500
1,600
1,650
8.
Manholes, mains vactored / year
383
250
424
500
Performance Measures
1. Average time to install water taps (hours) short side 3 2 2.5 3
2. Average time to install water taps (hours) 5 4 4.5 5
long side
3. Average time to install sewer taps (hours) 5 4 4.5 5
9 -18
3060 UTILITY CONSTRUCTION - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 551,517 $
673,235 $
592,316 $
657,150
71009
Overtime
147,728
90,000
160,000
110,000
71021
Health Insurance
157,380
169,100
169,100
174,384
71022
TMRS
128,549
138,584
138,076
135,549
71023
FICA
50,040
54,554
54,595
66,205
71028
Workers Compensation
15,159
16,499
18,080
22,279
Total Personnel Services
1,050,372
1,141,972
1,132,167
1,165,567
7200
Supplies
72001
Office Supplies
1,353
2,000
2,000
2,000
72007
Wearing Apparel
4,930
6,000
6,000
7,000
72016
Motor Vehicle Supplies
58,274
60,000
62,000
60,000
72021
Minor Tools
7,485
7,725
10,000
8,425
72031
Chemical Supplies
14,369
10,000
25,000
20,000
72032
Medical Supplies
35
100
100
100
Total Supplies
86,447
85,825
105,100
97,525
7300
Maintenance
73022
Sanitary Sewers Maint
17,553
27,000
30,000
27,000
73042
Machinery & Equip Maint
5,278
5,000
5,000
5,000
73043
Motor Vehicles Maint
159,084
85,000
125,000
125,000
Total Maintenance
181,915
117,000
160,000
157,000
7400
Services
74011
Equipment Rental
1,036
5,000
5,000
5,000
74021
Special Services
1,818
-
4,000
5,500
74042
Education & Training
8,728
8,500
8,700
9,500
74071
Association Dues
20
-
-
-
Total Services
11,602
13,500
17,700
20,000
Total Operating
1,330,336
1,358,297
1,414,967
1,440,092
8000
Capital Outlay
83023
Water Distribution System
-
200,000
200,000
200,000
83029
Sewer Connections
-
10,000
15,000
15,000
83035
Meters & Connections
-
70,000
80,000
80,000
Total Capital Outlay
-
280,000
295,000
295,000
TOTAL DEPARTMENT
$ 1,330,336 $
1,638,297 $
1,709,967 $
1,735,092
9 -19
9010 TRANSFERS OUT - SERVICE LEVEL BUDGET
This cost center represents funding to other funds and costs allocation for operating services.
Actual Budget Estimated Adopted
kcct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
9000
Other Financing Uses
91101
To General Fund
91450
To Accrued Leave - General
91522
ToWWIS
91527
To CIPF - Water &Sewer
91550
To Internal Service Fnd
91552
To Warehouse Operations
129,152
Total Other Financing Uses
TOTAL DEPARTMENT
9 -20
$ 1,910,038 $ 2,454,274 $ 2,454,274 $ 2,000,000
220,000
220,000
220,000
224,400
8,969,549
5,286,566
5,286,566
6,419,876
6,500,000
3,000,000
3,000,000
8,430,000
113,829
129,152
129,152
174,880
211,282
214,611
214,611
206,622
17,924,698
11,304,603
11,304,603
17,455,778
$ 17,924,698
$ 11,304,603
$ 11,304,603
$ 17,455,778
CITY OF BAYTOWN
WATER & WASTEWATER INTEREST & SINKING (WWIS) FUND 522
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
BEGINNING CASH BALANCE $ 4,611,856 $ 5,873,007 $ 5,873,007 $ 5,873,007
Add:
Investment Interest
44,476
35,000
35,000
35,000
From Aquatics Fund
10,639
70,789
70,789
71,167
Revenue From MDD Fund
2,581,110
2,687,140
2,687,140
1,632,614
From Water And Sewer Fund
8,969,549
5,286,566
5,286,566
6,419,846
From Water &Sewer Reserve
752,791
-
-
-
Refunding Bond Proceeds
-
8,180,000
8,180,000
-
Total Revenues
12,358,566
16,259,495
16,259,495
8,158,627
FUNDS AVAILABLE FOR DEBT
SERVICE 16,970,422 22,132,502 22,132,502 14,031,634
Deduct:
Bond Principal
-
13,115,000
13,115,000
4,790,000
Interest On Bonds
3,229,356
2,990,795
2,990,795
2,451,843
Fiscal Agent Fees
29,175
36,000
36,000
36,000
Amortize Issuance Costs
(28,981)
54,000
54,000
54,000
To G O I S
(6,891,832)
-
-
3,987,341
To 2014 COs
12,000,000
-
-
-
Expense - BAWA Fund
64,938
63,700
63,700
67,463
Total Deductions
8,402,655
16,259,495
16,259,495
11,386,647
GAAP to budget basis adjustment (2,694,75
ENDING CASH BALANCE $ 5,873,007 $ 5,873,007 $ 5,873,007 $ 2,644,987
10 -1
BAYTOWN
S
10 -2
CITY OF BAYTOWN
WATER AND SEWER SYSTEM
SUMMARY OF FY 2015 -16 DEBT REQUIREMENTS
Principal Principal & Interest Principal
Amount of Outstanding Requirements for FY 2015 -16 Outstanding
Series Obligation Issue Oct. 1, 2015 Principal Interest Total Sept. 30, 2016
2005
Certificates of Obligation - TWDB 1
7,825,000
7,825,000
7,825,000
-
7,825,000
2007
Tax & Rev C.O.'s 1
8,655,000
8,655,000
8,655,000
-
8,655,000
-
Refunding Totals
$ 16,480,000
$16,480,000
$ -
$16,480,000
2005
Certificates of Obligation - TWDB 2
655,000
655,000
655,000
9,498
664,498
-
2006B
Certificates of Obligation - TWDB 2
19,700,000
12,465,000
950,000
420,475
1,370,475
11,515,000
2007
Tax & Rev C.O.'s
605,000
605,000
605,000
12,100
617,100
-
2008
Tax & Rev C.O.'s 3
29,500,000
22,305,000
1,250,000
909,415
2,159,415
21,055,000
2013
Tax & Rev C.O.'S 4
16,500,000
15,190,000
675,000
453,238
1,128,238
14,515,000
2014
Tax & Rev C.O.'S 5
11,715,000
11,305,000
425,000
408,731
833,731
10,880,000
2015
Tax & Rev C.O.'s
6,600,000
6,600,000
230,000
238,387
468,387
6,370,000
Subtotal
69,125,000
4,790,000
2,451,843
7,241,843
64,335,000
Transfer to GOIS - 2010 GO & Refd
10,535,870
2,747,907
1,014,250
64,688
1,078,938
1,733,657
Transfer to GOIS - 2011 GO & Refd
3,590,000
2,554,000
198,400
103,790
302,190
2,355,600
Transfer to GOIS - 2012 GO & Refd
9,790,000
8,578,495
667,234
277,026
944,260
7,911,261
Transfer to GOIS - 2014 GO & Refd
6,242,624
5,386,035
517,699
206,510
724,209
4,868,336
Transfer to GOIS - 2015 GO & Refd
13,218,231
13,218,231
159,271
659,787
819,058
13,058,960
Transfer to GOIS (Energy Performance Lease)
1,146,294
750,181
101,119
17,567
118,686
649,062
33,234,848
2,657,973
1,329,368
3,987,341
30,576,876
Transfer to BAWA - 2006 TWDB
1,000,000
680,000
50,000
17,463
67,463
630,000
Subtotal
33,914,848
2,707,973
1,346,831
4,054,804
31,206,876
Total Water & Sewer Debt
$ 103,039,848
$ 7,497,973
$ 3,798,674
$11,296,647 $
95,541,876
1 Refunding to be paid out of escrow 7/2015.
2 Includes MDD share of NE WW Plant.
3 Includes MDD share.
4 Includes MDD and Aquatics shares.
10 -3
CITY OF BAYTOWN
ANNUAL REQUIREMENT TO AMORTIZE WATER & SEWER DEBT
Fiscal Principal Interest Interest Total Annual Debt
Year Due 2/01 Due 2/01 Due 8/01 Interest Requirement
2016
4,790,000
1,272,173
1,179,670
2,451,843
7,241,843
2017
3,670,000
1,179,670
1,121,275
2,300,945
5,970,945
2018
3,805,000
1,121,275
1,054,736
2,176,011
5,981,011
2019
3,945,000
1,054,736
983,938
2,038,674
5,983,674
2020
4,095,000
983,936
907,770
1,891,706
5,986,706
2021
4,255,000
907,770
826,882
1,734,652
5,989,652
2022
4,425,000
826,882
748,482
1,575,365
6,000,365
2023
4,605,000
748,482
665,111
1,413,594
6,018,594
2024
4,790,000
665,111
577,080
1,242,191
6,032,191
2025
4,995,000
577,080
484,346
1,061,426
6,056,426
2026
5,200,000
484,346
384,169
868,515
6,068,515
2027
4,015,000
384,169
306,710
690,878
4,705,878
2028
4,190,000
306,710
224,351
531,060
4,721,060
2029
1,980,000
224,351
191,472
415,822
2,395,822
2030
2,045,000
191,472
156,672
348,144
2,393,144
2031
2,120,000
156,672
119,687
276,359
2,396,359
2032
2,205,000
119,687
78,206
197,894
2,402,894
2033
2,280,000
78,206
36,500
114,706
2,394,706
2034
1,255,000
36,500
9,200
45,700
1,300,700
2035
460,000
9,200
-
469,200
-
$ 69,125,000 $
11,328,428 $
10,056,257 $
21,844,685 $
90,040,485
Annual Debt Service Requirements
$8.00
0Interest ■Principal
$7.00
$6.00
0
$5.00
a
° $4.00
E
o $3.00
d
a
$2.00 6j ii
$1.00
$-
N N N N N N N N N . N M M M M M M
O O O O O O O O O O O O O O O O O O O O
N N N N N N N N N N N N N N N N N N N N
Fiscal Year
10 -4
CITY OF BAYTOWN
WATER AND SEWER SYSTEM
DETAIL DEBT AMORTIZATION SCHEDULES
Fiscal Interest Principal Interest Interest Annual Principal
Year Rate Due 2/01 Due 2/01 Due 8/01 Requirement Outstanding
Certificate of Obligation - TWDB Refunded Series 2015 GO & Refunding, Escrow Pmt $7.825M
Series 2005 Date of Issue - March 1, 2005 Term - 20 Years
2005
$
- $
- $
135,036 $
135,036 $
13,370,000
2006
1.35%
375,000
189,895
187,364
752,259
12,995,000
2007
1.55%
400,000
187,364
184,264
771,628
12,595,000
2008
1.65%
420,000
184,264
180,799
785,063
12,175,000
2009
1.80%
445,000
180,799
176,794
802,593
11,730,000
2010
2.05%
470,000
176,794
171,976
818,770
11,260,000
2011
2.25 %
495,000
171,976
166,408
833,384
10,765,000
2012
2.40%
525,000
166,408
160,108
851,515
10,240,000
2013
2.55%
555,000
160,108
153,031
868,139
9,685,000
2014
2.65%
585,000
153,031
145,280
883,311
9,100,000
2015 2.75% 620,000 145,280 9,498 774,778 8,480,000
2016 2.90% 655,000 9,498 - 664,498 7,825,000
2016 2.90% 7,825,000 - - 7,825,000 -
$ 13,370,000 $ 1,725,416 $ 1,670,557 $ 16,765,974
Certificate of Obligation - TWDB
Series 2006B Date of Issue - May 1, 2006 Term - 20 Years
10 -5
$
19,700,000
2007
2.70% $
595,000 $
454,920 $
315,626 $
1,365,547
19,105,000
2008
2.75%
750,000
315,626
305,314
1,370,940
18,355,000
2009
2.75%
770,000
305,314
294,726
1,370,040
17,585,000
2010
2.80%
790,000
294,726
283,666
1,368,393
16,795,000
2011
2.85 %0
815,000
283,666
272,053
1,370,719
15,980,000
2012
2.95%
840,000
272,053
259,663
1,371,715
15,140,000
2013
3.05%
865,000
259,663
246,471
1,371,134
14,275,000
2014
3.10%
890,000
246,471
232,676
1,369,148
13,385,000
2015
3.20%
920,000
232,676
217,956
1,370,633
12,465,000
2016
3.25%
950,000
217,956
202,519
1,370,475
11,515,000
2017
3.30%
980,000
202,519
186,349
1,368,868
10,535,000
2018
3.40%
1,015,000
186,349
169,348
1,370,696
9,520,000
2019
3.45%
1,050,000
169,348
151,498
1,370,845
8,470,000
2020
3.50%
1,085,000
151,498
132,781
1,369,279
7,385,000
2021
3.50%
1,125,000
132,781
113,094
1,370,875
6,260,000
2022
3.50%
1,165,000
113,094
92,706
1,370,800
5,095,000
2023
3.60%
1,205,000
92,706
71,016
1,368,723
3,890,000
2024
3.60 %
1,250,000
71,016
48,516
1,369,533
2,640,000
2025
3.65%
1,295,000
48,516
24,883
1,368,399
1,345,000
2026
3.70%
1,345,000
24,883
-
1,369,883
-
$
19,700,000 $
4,075,780 $
3,620,860 $
27,396,645
10 -5
CITY OF BAYTOWN
WATER AND SEWER SYSTEM
DETAIL DEBT AMORTIZATION SCHEDULES
Fiscal Interest Principal Interest Interest Annual Principal
Year Rate Due 2/01 Due 2/01 Due 8/01 Requirement Outstanding
Tax & Revenue Certificate of Obligation Refunded Series 2015 GO & Refunding. Escrow Pmt - $8.655M
Series 2007 Date of Issue - February 1, 2007 Term - 20 Years
2015 4.00% 575,000 207,384 12,100 794,484 9,260,000
2016 4.00% 605,000 12,100 - 617,100 8,655,000
2016 4.00% 8,655,000 - - 8,655,000 -
$ 13,000,000 $ 2,343,864 $ 1,769,378 $ 17,113,241
Tax & Revenue Certificate of Obligation
Series 2008 Date of Issue - February 15, 2008 Term - 20 Years
$
13,000,000
2008
6.00% $
160,000 $
574,486 $
294,066 $
1,028,552
12,840,000
2009
6.00%
450,000
294,066
280,566
1,024,631
12,390,000
2010
6.00%
470,000
280,566
266,466
1,017,031
11,920,000
2011
6.00%
490,000
266,466
251,766
1,008,231
11,430,000
2012
6.00 %
510,000
251,766
236,466
998,231
10,920,000
2013
6.00%
530,000
236,466
220,566
987,031
10,390,000
2014
4.75%
555,000
220,566
207,384
982,950
9,835,000
2015 4.00% 575,000 207,384 12,100 794,484 9,260,000
2016 4.00% 605,000 12,100 - 617,100 8,655,000
2016 4.00% 8,655,000 - - 8,655,000 -
$ 13,000,000 $ 2,343,864 $ 1,769,378 $ 17,113,241
Tax & Revenue Certificate of Obligation
Series 2008 Date of Issue - February 15, 2008 Term - 20 Years
10 -6
$
29,500,000
2008
$
- $
- $
558,977 $
558,977
29,500,000
2009
4.000%
880,000
606,120
588,520
2,074,640
28,620,000
2010
4.000%
925,000
588,520
570,020
2,083,540
27,695,000
2011
3.500%
975,000
570,020
552,958
2,097,978
26,720,000
2012
3.500%
1,020,000
552,958
535,108
2,108,065
25,700,000
2013
4.000%
1,075,000
535,108
513,608
2,123,715
24,625,000
2014
4.000%
1,130,000
513,608
491,008
2,134,615
23,495,000
2015
4.000%
1,190,000
491,008
467,208
2,148,215
22,305,000
2016
4.000%
1,250,000
467,208
442,208
2,159,415
21,055,000
2017
4.000%
1,315,000
442,208
415,908
2,173,115
19,740,000
2018
4.000%
1,380,000
415,908
388,308
2,184,215
18,360,000
2019
4.000%
1,450,000
388,308
359,308
2,197,615
16,910,000
2020
4.000%
1,525,000
359,308
328,808
2,213,115
15,385,000
2021
4.000%
1,605,000
328,808
296,708
2,230,515
13,780,000
2022
4.000%
1,685,000
296,708
263,008
2,244,715
12,095,000
2023
4.125%
1,770,000
263,008
226,501
2,259,509
10,325,000
2024
4.250%
1,865,000
226,501
186,870
2,278,371
8,460,000
2025
4.250%
1,960,000
186,870
145,220
2,292,090
6,500,000
2026
4.400%
2,060,000
145,220
99,900
2,305,120
4,440,000
2027
4.500%
2,165,000
99,900
51,188
2,316,088
2,275,000
2028
4.500%
2,275,000
51,188
-
2,326,188
-
$
29,500,000 $
7,528,479 $
7,481,336 $
44,509,816
10 -6
CITY OF BAYTOWN
WATER AND SEWER SYSTEM
DETAIL DEBT AMORTIZATION SCHEDULES
Fiscal Interest Principal Interest Interest Annual Principal
Year Rate Due 2/01 Due 2/01 Due 8/01 Requirement Outstanding
Tax & Revenue Certificate of Obligation
Series 2013 Date of issue - May 26, 2013 Term - 20 Years
Tax & Revenue Certificate of Obligation
Series 2014 Date of Issue - April 1, 2014 Term - 20 Years
$
$16,500,000
2013
$
- $
- $
132,351 $
132,351
16,500,000
2014
2.000%
650,000
243,094
236,594
1,129,688
15,850,000
2015
2.000%
660,000
236,594
229,994
1,126,588
15,190,000
2016
2.000%
675,000
229,994
223,244
1,128,238
14,515,000
2017
2.000%
690,000
223,244
216,344
1,129,588
13,825,000
2018
2.500%
705,000
216,344
207,531
1,128,875
13,120,000
2019
4.000%
720,000
207,531
193,131
1,120,663
12,400,000
2020
4.000%
730,000
193,131
178,531
1,101,663
11,670,000
2021
4.000%
745,000
178,531
163,631
1,087,163
10,925,000
2022
2.500%
765,000
163,631
154,069
1,082,700
10,160,000
2023
2.500%
790,000
154,069
144,194
1,088,263
9,370,000
2024
2.500%
810,000
144,194
134,069
1,088,263
8,560,000
2025
2.625%
840,000
134,069
123,044
1,097,113
7,720,000
2026
3.000%
860,000
123,044
110,144
1,093,188
6,860,000
2027
3.000%
885,000
110,144
96,869
1,092,013
5,975,000
2028
3.125%
915,000
96,869
82,572
1,094,441
5,060,000
2029
3.125%
945,000
82,572
67,806
1,095,378
4,115,000
2030
3.250%
975,000
67,806
51,963
1,094,769
3,140,000
2031
3.250%
1,010,000
51,963
35,550
1,097,513
2,130,000
2032
3.300%
1,050,000
35,550
18,225
1,103,775
1,080,000
2033
3.375%
1,080,000
18,225
-
1,098,225
-
$
16,500,000 $
2,910,597 $
2,799,854 $
22,210,451
Tax & Revenue Certificate of Obligation
Series 2014 Date of Issue - April 1, 2014 Term - 20 Years
10 -7
$
11,715,000
2014
2.000% $
- $
- $
124,640 $
124,640
11,715,000
2015
3.000%
410,000
211,653
207,553
829,206
11,305,000
2016
3.000%
425,000
207,553
201,178
833,731
10,880,000
2017
3.000%
435,000
201,178
194,653
830,831
10,445,000
2018
3.000%
450,000
194,653
187,903
832,556
9,995,000
2019
3.000%
460,000
187,903
181,005
828,908
9,535,000
2020
4.000%
480,000
181,003
171,403
832,406
9,055,000
2021
4.000%
500,000
171,403
161,403
832,806
8,555,000
2022
4.000%
520,000
161,403
151,003
832,406
8,035,000
2023
4.000%
540,000
151,003
140,203
831,206
7,495,000
2024
4.000%
560,000
140,203
129,003
829,206
6,935,000
2025
4.000%
585,000
129,003
117,303
831,306
6,350,000
2026
4.000%
610,000
117,303
105,103
832,406
5,740,000
2027
3.250%
630,000
105,103
94,866
829,969
5,110,000
2028
3.375%
655,000
94,866
83,813
833,679
4,455,000
2029
3.500%
675,000
83,813
72,000
830,813
3,780,000
2030
3.500%
700,000
72,000
59,750
831,750
3,080,000
2031
3.750%
725,000
59,750
46,156
830,906
2,355,000
2032
3.375%
755,000
46,156
32,000
833,156
1,600,000
2033
4.000%
785,000
32,000
16,300
833,300
815,000
2034
4.000%
815,000
16,300
-
831,300
-
$
11,715,000 $
2,564,249 $
2,477,238 $
16,756,487
10 -7
CITY OF BAYTOWN
WATER AND SEWER SYSTEM
DETAIL DEBT AMORTIZATION SCHEDULES
Fiscal Interest Principal Interest Interest Annual Principal
Year Rate Due 2/01 Due 2/01 Due 8/01 Requirement Outstanding
Tax & Revenue Certificate of Obligation
Series 2015 Date of Issue - July 7, 2015 Term - 20 Years
10 -8
$
6,600,000
2016
2.000%
230,000
127,865
110,522
468,387
6,370,000
2017
2.000%
250,000
110,522
108,022
468,544
6,120,000
2018
5.000%
255,000
108,022
101,647
464,669
5,865,000
2019
2.000 %
265,000
101,647
98,997
465,644
5,600,000
2020
2.000%
275,000
98,997
96,247
470,244
5,325,000
2021
3.000%
280,000
96,247
92,047
468,294
5,045,000
2022
3.000%
290,000
92,047
87,697
469,744
4,755,000
2023
3.000%
300,000
87,697
83,197
470,894
4,455,000
2024
3.000%
305,000
83,197
78,622
466,819
4,150,000
2025
3.000%
315,000
78,622
73,897
467,519
3,835,000
2026
3.000%
325,000
73,897
69,022
467,919
3,510,000
2027
3.125%
335,000
69,022
63,788
467,809
3,175,000
2028
3.375%
345,000
63,788
57,966
466,753
2,830,000
2029
3.500%
360,000
57,966
51,666
469,631
2,470,000
2030
3.625%
370,000
51,666
44,959
466,625
2,100,000
2031
3.625%
385,000
44,959
37,981
467,941
1,715,000
2032
5.000%
400,000
37,981
27,981
465,963
1,315,000
2033
3.750%
415,000
27,981
20,200
463,181
900,000
2034
5.000%
440,000
20,200
9,200
469,400
460,000
2035
4.000%
460,000
9,200
-
469,200
-
$
6,600,000 $
1,441,521 $
1,313,656 $
9,355,177
10 -8
CITY OF BAYTOWN
ORGANIZATION CHART
SANITATION FUND
II Council II
II Manager II
II Deputy City II
Manager
II Director of Public II
Works/Utilities
Asst_ Director
of
Public Works
11 Solid Waste II
BAYT04VN
S
11.1
BAYTOWN
S
11 -2
CITY OF BAYTOWN
SANITATION FUND 500
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
Solid Waste and Recycling Collections $
3,969,928 $
5,063,000 $
5,053,000 $
4,953,000
Recycling Revenue
31,936
30,000
25,000
25,000
Residential Recycling
613,181
-
-
-
Recycle Bins
-
30
30
30
Miscellaneous
3,446
3,000
3,000
5,000
Total Revenues
4,618,491
5,096,030
5,081,030
4,983,030
Expenditures
Personnel Services
798,784
798,221
804,700
814,756
Supplies
63,401
60,250
60,950
60,250
Maintenance
113,773
93,200
113,200
110,700
Services
3,505,373
3,699,875
3,717,898
3,804,165
Sundry
154,207
30,000
-
-
Total Operating
4,635,538
4,681,546
4,696,748
4,789,871
Non - Recurring Expenditures
Capital Outlay
101,147
3,000
3,000
218,000
Transfers Out
220,554
332,500
332,500
255,000
Contingency
-
20,000
-
20,000
Total Expenditures
4,957,239
5,037,046
5,032,248
5,282,871
Excess (Deficit) Revenues
Over Expenditures
(338,748)
58,984
48,782
(299,841)
GAAP to budget basis adjustment
179,155
Working Capital - Beginning
913,481
753,888
753,888
802,670
Working Capital - Ending $
753,888 $
812,872 $
802,670 $
502,829
Days of Operating Expenditures
59
63
62
38
Budget 2015 -16 Expenditures
Operations
3%
Personnel Services i Services &Sundry
16% � 72%
Capital & Transfers
9%
11 -3
3200 SANITATION - PROGRAM SUMMARY
Program Description
Sanitation is responsible for the daily residential solid waste management, residential recycling management, brush
collection, Baytown Green Center operations, CLEAN Team operations, and a customer service and education program.
Additionally, the Division is responsible for the debris management side of emergency management clean up after a natural
disaster.
Brush is collected curbside on a once - per -month schedule. Household garbage and heavy trash are collected twice weekly.
The brush collected is recycled to chips and humus. These wood chips are used for wood burning fuel.
The Baytown Green Center is a self - service drop off facility open to residents wishing to dispose of bulky items (ex: old
furniture, lumber, household trash, etc...) and recycling. In addition to the traditional recycling materials of plastics,
newspaper, tin/aluminum cans, glass and cardboard, electronic waste and brush is accepted. This facility is available during
weekdays and on Saturday's.
The CLEAN Team is an effort for citywide eradication of litter and illegal dumping. This team removes debris and bulk
items throughout the City streets, alleys, and right -of -ways. Additional responsibilities include graffiti removal, barricade
maintenance and trimming of low hanging tree limbs.
Major Goals
• Collection of brush and junk on a timely basis with proper disposal or recycling.
• Reduction of total waste stream through operation of a drop -off recycling center.
• Reduce litter and illegal dumping throughout the City.
Major Objectives
• Collection of brush and limbs as scheduled.
• Manage the chipping and removal of brush and limbs.
• Provide excellent customer service by listening and educating the public regarding the correct procedures for
brush/recycling collection and utilizing the Green Center.
• Participation in clean -up programs.
Workload Measures
Actual
2013 -14
Budget
2014 -15
Estimated
2014 -15
Projected
2015 -16
1.
Cubic yards brush/limbs collected
84,000
85,000
85,000
85,000
2.
Tons of junk disposal — Green Center
15,000
16,500
16,000
16,500
3.
Tons of material recycled — Green Center
700
200
200
200
Performance Measures
1.
Average cost to collect and process brush and limbs per unit per month
$4.75
$5.00
$5.00
$5.00
2.
Weekly brush routes completed on time
100%
100%
100%
100%
3.
Number of Clean Team Responses
780
500
650
700
11 -4
3200 SANITATION - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 448,718 $
479,424 $
488,212 $
488,885
71009
Overtime
18,110
21,718
21,718
22,000
71021
Health Insurance
135,878
142,678
142,678
130,788
71022
TMRS
86,741
90,990
90,306
90,334
71023
FICA
34,244
36,591
35,040
38,229
71028
Workers Compensation
24,162
26,820
26,746
28,376
71043
Employee Incentives
-
-
-
16,144
71081
Retired Employee Benefits
50,931
-
-
-
Total Personnel Services
798,784
798,221
804,700
814,756
7200
Supplies
72007
Wearing Apparel
2,720
3,500
2,500
2,500
72016
Motor Vehicle Supplies
57,957
55,000
55,000
55,000
72021
Minor Tools
2,551
1,500
3,200
1,500
72031
Chemical Supplies
173
250
250
250
72041
Educational Supplies
-
-
-
1,000
Total Supplies
63,401
60,250
60,950
60,250
7300
Maintenance
73001
Land Maintenance
831
2,700
2,700
200
73011
Buildings Maintenance
792
500
500
500
73043
Motor Vehicles Maint
112,151
90,000
110,000
110,000
Total Maintenance
113,773
93,200
113,200
110,700
7400
Services
74001
Communication
1,246
-
-
-
74021
Special Services
210,460
223,205
223,205
223,205
74034
Household Garbage Contract
3,176,275
3,331,250
3,348,773
3,432,492
74036
Advertising
1,382
2,000
2,000
1,500
74040
Recycling Services
15,257
25,000
25,000
25,625
74042
Education & Training
1,386
1,500
2,000
1,500
74050
Disposal Services
99,367
116,920
116,920
119,843
Total Services
3,505,373
3,699,875
3,717,898
3,804,165
7500
Sundry Charges
75088
Bad Debt - Cutoff Accounts
25,983
30,000
-
-
75089
Depreciation
128,223
-
-
-
Total Sundry
154,207
30,000
-
-
Total Operating 4,635,538 4,681,546 4,696,748 4,789,871
8000 Capital Outlay
80021 Special Programs - 3,000 3,000 -
84043 Motor Vehicles - - - 218,000
86011 Capital Lease Payment 101,147 - - -
Total Capital Outlay 101,147 3,000 3,000 218,000
11 -5
3200 SANITATION - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
kcct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
9000 Other Financing Uses
91101 To General Fund
91350 To Gen Capital Proj Fund
91550 To Internal Service Fnd
Total Other Financing Uses
9900 Contingencies
99001 Contingencies
Total Contingencies
TOTAL DEPARTMENT
11 -6
206,489 250,000 250,000 255,000
- 82,500 82,500 -
14,065 - - -
220,554 332,500 332,500 255,000
- 20,000 - 20,000
20,000 - 20,000
$ 4,957,239 $ 5,037,046 $ 5,032,248 $ 5,282,871
CITY OF BAYTOWN
ORGANIZATION CHART
STORM WATER UTILITY FUND
City
Council
City
Manager
II
Assistant Managerlty II
Director of Health
11 Storm Water Utility 11
BAYT04VN
S
12.1
BAYTOWN
S
12 -2
CITY OF BAYTOWN
STORM WATER UTILITY FUND 505
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
Storm Drainage Fee $ 1,226,741 $ 1,200,000 $ 1,200,000 $ 1,640,000
Total Revenues 1,226,741 1,200,000 1,200,000 1,640,000
Expenditures
Personnel Services
346,071
348,791
351,124
1,083,176
Supplies
37,685
55,500
51,100
86,550
Maintenance
-
-
-
105,000
Services
46,403
233,915
65,525
188,325
Sundry
1,128
1,000
500
1,000
Total Operating
431,286
639,206
468,249
1,464,051
Non - Recurring Expenditures
Capital Outlay
-
-
-
322,500
Transfers Out
728,781
728,781
728,781
-
Total Expenditures 1,160,067 1,367,987 1,197,030 1,786,551
Excess (Deficit) Revenues
Over Expenditures 66,674 (167,987) 2,970 (146,551)
GAAP to budget basis adjustment 3,253
Working Capital - Beginning 454,007 523,934 523,934 526,904
Working Capital - Ending $
523,934 $
355,947 $
526,904 $
380,353
Days of Operating Expenditures
443
203
411
95
Budget 2015 -16 Expenditures by Type
Operating _\
26%
kM04__ Personnel Services
74%
12 -3
3050 STORM WATER UTILITY - PROGRAM SUMMARY
The Storm Water Utility Fund is comprised of two divisions: the Storm Water Utility and the Storm Water Maintenance. The
Storm Water Maintenance Division was formed during the FY2016 Budget Process and is formerly known as the Drainage
division that previously resided in the General Fund. The Storm Water Utility division is responsible for the City's
compliance with the Federal mandate known as the National Pollutant Discharge Elimination System ( NPDES). The NPDES
mandate requires cities to implement programs and practices to control polluted storm water run -off through a permitting
program. The NPDES permitting program is comprised of two phases. Phase I affects medium and large cities. Phase II
affects smaller communities, such as Baytown. Baytown is required to develop a storm water management program that will
address six minimum control measures. This program was developed to be implemented in phases over the next five years.
The Storm Water Maintenance Division operates a maintenance crew which is responsible for maintaining drainage facilities,
cleaning roadside ditches on an approximate five -year schedule, setting drainage pipe for residents as required, and repairing
storm drain inlets and lines. It also operates a capital drainage improvement crew that is responsible for making drainage
system improvements such as new drainage structures, major system upgrades, and area drainage system realignments. The
Storm Water Maintenance Division also operates two street sweepers responsible for keeping all city roadways clear of small
debris.
Accomplished Major Goals
• Adopted the final storm water management program (SWMP) outlining our best management practices (BMPs).
• Received the Small MS4 permit in 2009.
• Have educated the public about storm water requirements and pollution from urban run -off.
• Have provided educational materials for all Goose Creek Consolidated Independent School District students.
• Developed ordinances to address construction site run -off in, Illicit Discharge Detection and Control, and Post
Construction Storm Water Management.
• Inspected all construction sites within the city limits for compliance with state and local storm water regulations.
• Establish good housekeeping practices for storm water in all City departments.
• Educated all city owned industrial facilities operators about required Texas Commission on Environmental Quality
(TCEQ) permits and assisted them in obtaining full compliance.
• Reviewed Second Construction Site General Permit and MS4 Phase II drafts and provided input to TCEQ on issues
affecting the City of Baytown.
• Respond to citizen's service request in a timely manner.
• Increase the productivity of the drainage maintenance and capital drainage crews by cross training exercises.
Major Objectives
• Storm Water Engineer will audit City of Baytown detention ponds and make recommendations on how to improve them.
• Work with engineering department to ensure full compliance with storm water regulations at all city projects.
• Provide public education through brochures, presentations, and the website. This includes the general public, civic
associations, homebuilders and developers, commercial businesses, and municipal employees.
• Provide public outreach with community clean -up events.
• Document and record illicit discharge complaints.
• Build relationships with other City departments involved with the SWMP.
• Prepare for the next permitting phase.
• Schedule workload more efficiently.
• Increase accountability for the quality of work.
• Improve Customer Service.
• Restore property to same or better conditions.
12 -4
3050 STORM WATER UTILITY - PROGRAM SUMMARY
Workload Measures
Actual
2013 -14
Budget
2014 -15
Estimate
2014 -15
Projected
2015 -16
1. Construction Site Inspections
1,089
860
1,200
1,200
2. Illicit Discharge Inspections
288
320
290
290
3. Plan Reviews
45
100
75
70
4. Other Complaints
44
55
65
65
5. Educational Brochures Distributed
2,442
4,000
2,400
2,500
6. Residential MDUS Fee Accounts
18,670
20,100
18,000
19,000
7. Commercial MDUS Fee Accounts
1,784
1,995
1,775
1,800
8. Frequency of sweeping
a. Residential
4
4
4
4
b. Main thoroughfares
12
12
12
12
9. Drainage maintenance linear feet
14,733
10,000
16,000
16,000
10. Number of pipe jobs
a. New driveways installed —jobs
5
12
10
12
b. Ditches piped —jobs
12
12
12
12
Performance Measures
1. Construction Site Inspections
1249
860
1,200
1,200
2. Percentage of sweeping done on time
98%
98%
98%
98%
3. Footage of pipe installed
a. Driveways piped -ft.
226
240
240
240
b. Ditches piped -ft.
1,176
1,500
1,500
1,500
4. Miles swept
2,448
2,500
2,500
2,500
12 -5
3050 STORM WATER UTILITY - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 214,444 $
224,649 $
233,481 $
669,277
71009
Overtime
6,763
9,000
2,000
25,000
71021
Health Insurance
40,260
42,275
42,275
155,008
71022
TMRS
42,332
44,057
44,689
124,361
71023
FICA
16,514
17,661
17,810
52,788
71028
Workers Compensation
1,450
2,149
1,869
25,540
71041
Allowances
9,035
9,000
9,000
9,000
71043
Employee Incentives
-
-
-
22,202
71081
Retired Employee Benefits
15,273
-
-
-
Total Personnel Services
346,071
348,791
351,124
1,083,176
7200
Supplies
72001
Office Supplies
3,206
2,600
2,600
2,600
72002
Postage Supplies
35
1,500
500
250
72004
Printing Supplies
115
3,500
1,500
1,000
72007
Wearing Apparel
898
900
500
4,100
72016
Motor Vehicle Supplies
-
-
-
30,000
72021
Minor Tools
408
6,000
6,000
9,500
72031
Chemical Supplies
21,880
25,000
25,000
25,100
72041
Educational Supplies
5,143
7,500
6,500
5,500
72045
Computer Software Supply
6,000
8,500
8,500
8,500
Total Supplies
37,685
55,500
51,100
86,550
7300
Maintenance
73026
Storm Drains Maint
-
-
-
30,000
73043
Motor Vehicles Maint
-
-
-
75,000
Total Maintenance
-
-
-
105,000
7400
Services
74001
Communication
2,796
3,240
3,600
-
74021
Special Services
35,967
220,000
50,000
175,000
74036
Advertising
-
500
2,100
2,500
74042
Education & Training
6,968
9,350
9,000
10,000
74071
Association Dues
671
825
825
825
Total Services
46,403
233,915
65,525
188,325
Total Operating
430,158
638,206
467,749
1,463,051
7500
Sundry Charges
75088
Bad Debt - Cutoff Accounts
1,128
1,000
500
1,000
Total Sundry Charges
1,128
1,000
500
1,000
8000
Capital Outlay
83026
Storm Drains
-
-
-
80,000
83039
Other Improvements
-
-
-
7,500
84042
Machinery & Equipment
-
-
-
60,000
84043
Motor Vehicles
-
-
-
175,000
Total Capital Outlay
-
-
-
322,500
9000
Other Financing Uses
91101
To General Fund
728,781
728,781
728,781
-
Total Other Financing Uses
728,781
728,781
728,781
-
TOTAL DEPARTMENT
$ 1,160,067 $
1,367,987 $
1,197,030 $
1,786,551
12 -6
CITY OF BAYTOWN
ORGANIZATION CHART
GARAGE FUND
I Council II
City
Manager
Deputy City ��
Manager
Director of Public
Works/Utilities
Asst. Director of
Public Works
11 Garage 11
61
BAYT04VN
S
13 -1
BAYTOWN
S
13 -2
CITY OF BAYTOWN
GARAGE FUND 550
BUDGET SUMMARY BY FUND
Revenues
Departmental Billings - Fuel
Departmental Billings - Repairs
Transfer In - General Fund
Transfer In - Water & Sewer Fund
Transfer In - Solid Waste Fund
Total Revenues
Expenditures
Personnel Services
Supplies
Maintenance
Services
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
$ 1,357,120 $
1,472,500 $
1,200,000 $
1,431,000
722,612
680,000
600,000
615,000
161,242
163,121
163,121
213,742
113,829
129,152
129,152
174,880
14,065
-
-
-
2,368,868
2,444,773
2,092,273
2,434,622
522,639
585,673
593,127
596,789
1,775,819
1,797,800
1,475,800
1,706,050
10,207
10,800
17,500
10,800
44,209
50,500
50,500
50,500
Total Operating 2,352,874
2,444,773
2,136,927
2,364,139
Non - Recurring Expenditures
Capital Outlay
- 26,700
Total Expenditures 2,352,874 2,444,773 2,136,927 2,390,839
Excess (Deficit) Revenues
Over Expenditures 15,994 - (44,654) 43,783
Adj. req. to convert budget basis to GAAI 3,261
Working Capital - Beginning 27,374 46,629 46,629 1,975
Working Capital - Ending $ 46,629 $ 46,629 $ 1,975 $ 45,758
Budget 2015 -16 Expenditures
Operatior
74.76%
Personnel Services
25.24%
13 -3
7010 GARAGE OPERATIONS - PROGRAM SUMMARY
Program Description
Equipment Services Division maintains, services, and repairs a fleet consisting of the vehicles and equipment operated by
Public Works, Utilities, Parks and Recreation, Pollution Control, Engineering, Inspection, Library, Health, Purchasing, Utility
Billing and BAWA. This division also maintains the fueling facility, Public Works gate access, standby generators, the
equipment wash rack, and the garage owned mechanical equipment. In addition, assistance is rendered to Police and Fire
garages and Park operations when necessary. This division processes all associated paperwork, as well as billing of fuel and
services to all user departments.
Major Goals
• To provide for safe and efficient maintenance operations by performing vehicle and equipment preventative maintenance
and repairs.
• Provide these services in an economical and timely manner.
Major Objectives
• Coordinate with departmental supervisors to facilitate sufficient availability of equipment for their duties.
• Reduce downtime and increase "mean- time - between - failure" for vehicles and equipment maintained by the garage.
• Reduce rate of returns for unscheduled repairs with an aggressive preventative maintenance program
Actual
Budget
Estimated
Projected
Workload Measures
2013 -2014
2014 -2015
2014 -2015
2015 -16
1. Cost per hour of vehicle /fleet maintenance
Light $50 /hr
Light $50 /hr
Light $50/hr
Light $50/hr
service (shop rate)
Heavy $65/hr
Heavy $65/hr
Heavy $65/hr
Heavy $65/hr
X -Heavy $80
X -Heavy $80
X -Heavy $80
X -Heavy $80
2. Annual Vehicle Operating and repairs:
• Heavy Equipment/Vehicle
1,300
1,200
1,200
1,475
• Light Equipment/Vehicle
1,100
1,700
1,700
1,130
• Trailers
100
140
140
100
Performance Measures
1. Number of vehicle work orders completed:
• Scheduled preventative maintenance:
In -house 617 700 700 680
• Repair:
In -house 1,794 3,040 3,040 1,950
Contract 48 65 65 75
2. Average time per work order /hours 2 2 2 2
3. Number of repair part requisitions /month 2,461 2,550 2,300 2,705
13 -4
7010 GARAGEOPERATIONS - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100 Personnel Services
71002 Regular Wages
$ 332,077 $
379,896 $
384,189 $
384,477
71009 Overtime
9,687
10,000
10,000
10,000
71021 Health Insurance
80,520
84,550
84,550
77,504
71022 TMRS
63,817
71,854
73,775
70,875
71023 FICA
24,751
28,526
29,160
29,607
71028 Workers Compensation
4,237
4,997
5,153
5,308
71041 Allowances
5,311
5,850
6,300
6,300
71043 Employee Incentives
-
-
-
12,718
71081 Retired Employee Benefits
2,240
-
-
-
Total Personnel Services
522,639
585,673
593,127
596,789
7200 Supplies
72007 Wearing Apparel
2,135
2,600
2,600
2,600
72016 Motor Vehicle Supplies
4,459
5,500
5,500
5,500
72017 Parts Purchase For Resale
482,014
380,000
330,000
338,250
72018 Fuel Purchase For Resale
1,277,481
1,400,000
1,128,000
1,350,000
72019 Supplies Purch For Resale
5,329
4,000
4,000
4,000
72021 Minor Tools
2,879
3,500
3,500
3,500
72026 Cleaning & Janitorial Sup
1,331
2,000
2,000
2,000
72032 Medical Supplies
191
200
200
200
Total Supplies
1,775,819
1,797,800
1,475,800
1,706,050
7300 Maintenance
73011 Buildings Maintenance
6,214
4,000
4,000
4,000
73027 Heat & Cool Sys Maint
1,079
800
6,000
800
73042 Machinery & Equip Maint
1,489
2,500
2,500
2,500
73043 Motor Vehicles Maint
1,425
3,500
5,000
3,500
Total Maintenance
10,207
10,800
17,500
10,800
7400 Services
74020 Outside Contracts
33,492
40,000
40,000
40,000
74021 Special Services
5,437
6,500
6,500
6,500
74042 Education & Training
5,279
4,000
4,000
4,000
Total Services
44,209
50,500
50,500
50,500
Total Operating
2,352,874
2,444,773
2,136,927
2,364,139
8000 Capital Outlay
84042 Machinery & Equipment
-
-
-
26,700
Total Services
-
-
-
26.700
TOTAL DEPARTMENT $ 2,352,874 $ 2,444,773 $ 2,136,927 $ 2,390,839
13 -5
BAYTOWN
S
13 -6
CITY OF BAYTOWN
ORGANIZATION CHART
WAREHOUSE OPERATIONS FUND
11 City Council 11
City Manager
Assistant City ��
Manager
Director of Finance
11 Purchasing Manager 11
11 Warehouse Operations 11
BAYT04VN
S
13 -7
BAYTOWN
S
13 -8
CITY OF BAYTOWN
WAREHOUSE OPERATIONS FUND 552
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
199,150
240,517
226,963
225,721
Water Meter Sales $
70,761 $
750,000 $
20,000 $
20,000
Investment Interest
95
-
-
-
From General Fund
43,497
44,436
44,436
44,436
From Water And Sewer Fund
211,282
214,611
214,611
206,622
Total Revenues
325,635
1,009,047
279,047
271,058
Expenditures
Personnel Services
199,150
240,517
226,963
225,721
Supplies
81,308
757,900
27,400
27,600
Maintenance
5,887
6,250
6,250
6,250
Services
461
2,000
2,000
2,000
Total Operating
286,806
1,006,667
262,613
261,571
Non - Recurring Expenditures
Capital Outlay 5,690 6,000 6,000 4,000
Total Expenditures 292,496 1,012,667 268,613 265,571
Excess (Deficit) Revenues
Over Expenditures 33,139 (3,620) 10,434 5,487
GAAP to budget basis adjustment 3,100
Working Capital - Beginning 29,477 65,716 65,716 76,150
Working Capital - Ending $ 65,716 $ 62,096 $ 76,150 $ 81,637
Budget 2015 -16 Expenditures
Personnel Services
85%
ns
Capital Outlay
2%
13 -9
7010 WAREHOUSE OPERATIONS - PROGRAM SUMMARY
Program Description
Provide Centralized warehousing and purchasing for commonly used supplies and materials throughout the city. Operation is
designed to provide lower costs through volume purchasing and consolidation.
Major Goals
• Expansion of base inventory to facilitate citywide usage, while reducing items with low turnover.
• Develop inventory- tracking system.
• Develop inventory minimum and maximum levels based on usage.
Major Objectives
• Automation of physical inventory process.
• Increase use of warehouse by city departments.
Workload Measures
Actual
2012 -13
Budget
2013 -14
Estimated
2013 -14
Projected
2014 -15
1. Requisitions processed
3,722
5,500
5,500
3,500
2. Purchase orders processed
1,247
2,500
2,500
2,000
3. Items inventoried
1,162
3,100
3,100
3,200
Performance Measures
1. Requisitions processed within required time frame.
100%
100%
100%
100%
2. Requisitions unable to be filled within required time frame.
0%
0%
0%
0%
13 -10
7010 WAREHOUSE OPERATIONS - SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100
Personnel Services
71002
Regular Wages
$ 123,032 $
148,923 $
138,540 $
138,733
71009
Overtime
1,265
4,813
4,813
3,000
71011
Extra Help /Temporary
-
1,235
-
-
71021
Health Insurance
40,260
42,275
42,275
38,752
71022
TMRS
22,842
27,915
26,403
25,384
71023
FICA
8,397
10,444
10,227
10,383
71028
Workers Compensation
3,958
4,912
4,705
4,869
71043
Employee Incentives
-
-
-
4,600
71081
Retired Employee Benefits
(604)
-
-
-
Total Personnel Services
199,150
240,517
226,963
225,721
7200
Supplies
72001
Office Supplies
1,002
1,000
1,000
1,000
72007
Wearing Apparel
1,169
1,500
1,000
1,200
72015
Meter Purchase For Resale
71,431
750,000
20,000
20,000
72016
Motor Vehicle Supplies
3,325
4,000
4,000
4,000
72021
Minor Tools
980
1,300
1,300
1,300
72032
Medical Supplies
27
100
100
100
72098
Inventory Adjustments
3,375
-
-
-
Total Supplies
81,308
757,900
27,400
27,600
7300
Maintenance
73011
Buildings Maintenance
4,192
3,500
3,500
3,500
73043
Motor Vehicles Maint
1,694
2,750
2,750
2,750
Total Maintenance
5,887
6,250
6,250
6,250
7400
Services
74042
Education & Training
461
2,000
2,000
2,000
Total Services
461
2,000
2,000
2,000
Total Operating 286,806 1,006,667 262,613 261,571
8000 Capital Outlay
80001 Furniture & Equip <$5000 5,690 6,000 6,000 4,000
Total Capital Outlay 5,690 6,000 6,000 4,000
TOTAL DEPARTMENT $ 292,496 $ 1,012,667 $ 268,613 $ 265,571
13 -I1
BAYTOWN
S
13 -12
ORDINANCE NO. 12, 959
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF BAYTOWN,
TEXAS, ADOPTING A BUDGET FOR THE ENSUING FISCAL YEAR,
BEGINNING OCTOBER 1, 2015, AND ENDING SEPTEMBER 30, 2016, IN
ACCORDANCE WITH THE CHARTER AND ORDINANCES OF THE CITY OF
BAYTOWN; AND PROVIDING FOR THE PUBLICATION AND EFFECTIVE
DATE THEREOF.
************************************************** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * **
WHEREAS, the City Manager of the City of Baytown has submitted to the City Council a
budget estimate of the revenues of said City and the expenses of conducting the affairs thereof for the
ensuing fiscal year, beginning October 1, 2015, and ending September 30, 2016, and which said
estimate has been compiled from detailed information obtained from the several departments,
divisions, and offices of the City containing all information as required by the Charter of the City of
Baytown; and
WHEREAS, the City Council has received said City Manager's estimate and held a public
hearing thereon as provided by Section 44 of the Charter and Section 102.006 of the Texas Local
Government Code; and
WHEREAS, after full and final consideration of the public hearing and after certain revisions
to the proposed budget, it is the opinion of the Council that the budget as revised should be approved
and adopted; NOW THEREFORE
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF BAYTOWN, TEXAS:
Section 1: That the budget estimate of the revenues of the City of Baytown and the
expenses of conducting the affairs thereof for the ensuing fiscal year, beginning October 1, 2015, and
ending September 30, 2016, as finally submitted to the City Council by the City Manager of said City
(a copy of which is on file in the City Clerk's office) be, and the same is in all things, adopted and
approved as the budget estimate of all the current expenses as well as the fixed charges against said
City for the fiscal year beginning October 1, 2015, and ending September 30, 2016.
Section 2: That the sum of EIGHTY -TWO MILLION THREE HUNDRED FORTY -
ONE THOUSAND TWO HUNDRED FORTY -SEVEN AND NO /100 DOLLARS ($82,341,247.00)
is hereby appropriated out of the General Fund for the payment of Operating Expenses and Capital
Outlay of the City Government.
Section 3: That the sum of FOURTEEN MILLION FOUR HUNDRED FIFTY -FOUR
THOUSAND SIXTY -FOUR AND NO /100 DOLLARS ($14,454,064.00) is hereby appropriated out
of the General Debt Service Fund for the purpose of paying the accruing interest and redeeming the
bonds and debts as they mature on the General Debt Service Fund.
Section 4: That the sum of ONE MILLION TWO HUNDRED SEVENTY -SIX
THOUSAND EIGHT HUNDRED THIRTY -TWO AND NO /100 DOLLARS ($1,276,832.00) is
14 -1
hereby appropriated out of the Hotel/Motel Fund for the payment of Operating Expenses and Capital
Outlay of the City Government.
Section 5: That the sum of THREE MILLION THREE HUNDRED FIFTY -ONE
THOUSAND THREE HUNDRED FIFTY AND NO /100 DOLLARS ($3,351,350.00) is hereby
appropriated out of the Aquatics Fund for the payment of Operating Expenses and Capital Outlay of
the City Government.
Section 6: That the sum of FORTY -TWO MILLION SIXTY -THREE THOUSAND
ONE HUNDRED EIGHTEEN AND NO /100 DOLLARS ($42,063,118.00) is hereby appropriated
out of the Water and Sewer Fund for Operating Expenses and Capital Outlay Costs.
Section 7: That the sum of ELEVEN MILLION THREE HUNDRED EIGHTY -SIX
THOUSAND SIX HUNDRED FORTY -SEVEN AND NO /100 DOLLARS ($11,386,647.00) is
hereby appropriated out of the Water and Wastewater Interest and Sinking Fund for the purpose of
paying the accruing interest and redeeming the bonds and debts as they mature.
Section 8: That the sum of FIVE MILLION TWO HUNDRED EIGHTY -TWO
THOUSAND EIGHT HUNDRED SEVENTY -ONE AND NO /100 DOLLARS ($5,282,871.00) is
hereby appropriated out of the Sanitation Fund for the Operating Expenses and Capital Outlay of the
municipally owned Solid Waste Collection System.
Section 9: That the sum of ONE MILLION SEVEN HUNDRED EIGHTY -SIX
THOUSAND FIVE HUNDRED FIFTY -ONE AND NO /100 DOLLARS ($1,786,551.00) is hereby
appropriated out of the Storm Water Utility Fund for payment of Operating Expenses and Capital
Outlay of the City Government.
Section 10: That the sum of TWO MILLION THREE HUNDRED NINETY THOUSAND
EIGHT HUNDRED THIRTY -NINE AND NO /100 DOLLARS ($2,390,839.00) is hereby
appropriated out of the Garage Fund for the Operating Expenses and Capital Outlay for Municipal
Garage Services System and Activities.
Section 11: That the sum of TWO HUNDRED SIXTY -FIVE THOUSAND FIVE
HUNDRED SEVENTY -ONE AND NO /100 DOLLARS ($265,571.00) is hereby appropriated out of
the Warehouse Operations Fund for the Operating Expenses and Capital Outlay for Central
Warehouse Activities.
Section 12: That the City Manager is hereby authorized to transfer any unencumbered
appropriation balance or portion thereof between general classifications of expenditures within an
office, department or agency, in accordance with Section 68 of the Charter.
14 -2
Section 13: That the City Manager shall have the authority to increase a department's line
item budget by the amount equal to outstanding purchase orders as of September 30, 2015, to be
appropriated out of the Fund Balance.
Section 14: This ordinance shall be and remain in full force and effect from and after its
passage and approval of the City Council, and it shall be published once each week for two (2)
consecutive weeks in the official newspaper of the City of Baytown.
INTRODUCED, READ and PASSED by the affirmative vote ohe City Council of the City
of Baytown this the10t' day of September, 2015.
ATT
E ICIA BRYSCH, City C erk
APPROVED AS TO FORM:
4WACIO RAMIREZ, SR., Citottorney
TEPHEN H. DONCARLOS,
NX TO
• J 1 - •
/AI .
a �
iz s i \, •
00
'. lcobfs0l 1,LegaP•Karen`.Files\City Council.Ordinances\2015 September I0W doptCityotBaytownBudgetl5- 16.doc
14 -3
ORDINANCE NO. 12,985
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF BAYTOWN, TEXAS,
ADOPTING THE RATE AND TAX LEVY FOR GENERAL FUND MAINTENANCE
AND OPERATION AND DEBT SERVICE FOR THE CITY OF BAYTOWN FOR
THE FISCAL YEAR ENDING SEPTEMBER 30, 2016, UPON ALL TAXABLE
PROPERTY IN SAID CITY OF BAYTOWN IN ACCORDANCE WITH THE LAWS
OF THE STATE OF TEXAS AND THE CHARTER PROVISIONS AND
ORDINANCES OF SAID CITY; PROVIDING A REPEALING CLAUSE;
CONTAINING A SAVINGS CLAUSE; AND PROVIDING FOR THE EFFECTIVE
DATE THEREOF.
WHEREAS, the City's tax rate consists of the following two components:
1. the rate that, if applied to the total taxable value, will impose the amount of taxes needed
to pay debt service; and
2. the rate that, if applied to the total taxable value, will impose the amount of taxes needed
to fund maintenance and operation expenditures of the City for the next year; and
WHEREAS, the proposed tax rate of $0.45001 per $100 valuation for maintenance and
operations together with the proposed tax rate of $0.37202 per $100 valuation for debt service does not
exceed the effective tax rate; and
WHEREAS, the City, in accordance with Chapter 26 of the Texas Tax Code, desires to adopt the
tax rate for maintenance and operations and the tax rate for debt service for the fiscal year ending
September 30, 2016; NOW THEREFORE,
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF BAYTOWN, TEXAS:
Section 1: That the facts and matters set forth in the recitals of this Ordinance are hereby
found to be true and correct and are adopted by the City Council.
Section 2: That the City Council of the City of Baytown hereby adopts and sets for the
fiscal year ending September 30, 2016, an ad valorem tax rate of $ 0.45001 for each ONE HUNDRED
AND NO /100 DOLLARS ($100.00) of assessed value of property located within the city limits of the
City of Baytown on January 1, 2015, made taxable by law, which said taxes, when collected, shall be
apportioned among funds and departments of City Government of the City of Baytown for the purpose of
General Fund Maintenance and Operation.
Section 3: That the ad valorem tax rate of $ 0.45001, as set forth in Section 2, is hereby
levied and shall be assessed and collected on one hundred percent (100 %) of each ONE HUNDRED
AND N01100 DOLLARS ($100.00) worth of property located within the city limits of the City of
Baytown on January 1, 2015, as valued by the Harris County Appraisal District or the Chambers County
Appraisal District and made taxable by law.
Section 4: That the City Council of the City of Baytown hereby adopts and sets for the
fiscal year ending September 30, 2016, an ad valorem tax rate of $ 0.37202 for each ONE HUNDRED
AND NO /100 DOLLARS ($100.00) of assessed value of property located within the city limits of the
City of Baytown on January 1, 2015, made taxable by law, which said taxes, when collected, shall be
14 -4
apportioned among funds and departments of City Government of the City of Baytown for the purpose of
Debt Service.
Section 5: That the ad valorem tax rate of $ 0. 37202, as set forth in Section 4, is hereby
levied and shall be assessed and collected on one hundred percent (100 %) of each ONE HUNDRED
AND NO/100 DOLLARS ($100.00) worth of property located within the city limits of the City of
Baytown on January 1, 2015, as valued by the Harris County Appraisal District or the Chambers County
Appraisal District and made taxable by law.
Section 6: That the Tax Assessor and Collector of the City of Baytown is hereby directed to
assess, extend and enter upon the Tax Rolls of the City of Baytown, Texas, for the current year the
amounts and rates herein levied, and to keep a current account of same. All collection of such taxes, as
well as collection of taxes owed for prior years, to include penalty and interest thereof, shall be deposited
in the official depository of the City of Baytown to be distributed between the General Fund and the Debt
Service on a basis determined by the percentage that each bear to the total tax rate.
Section 7: All ordinances or parts of ordinances inconsistent with the terms of this
ordinance are hereby repealed; provided however, that such repeal shall be only to the extent of such
inconsistency and in all other respects this ordinance shall be cumulative of other ordinances regulating
and governing the subject matter covered by this ordinance.
Section 8: If any provisions, section, exception, subsection, paragraph, sentence, clause or
phrase of this ordinance or the application of same to any person or set of circumstances, shall for any
reason be held unconstitutional, void or invalid, such invalidity shall not affect the validity of the
remaining provisions of this ordinance or their application to other persons or sets of circumstances and to
this end all provisions of this ordinance are declared to be severable.
Section 9: This ordinance shall take effect immediately from and after its passage by the
City Council of the City of Baytown. %
INTRODUCED, READ and PASSED by the affirmative vote of tlycr City Council of the City of
Baytown this the 8h day of October, 2015.
7T1CI_AB_RYSCH,
City Cle
APPROVED AS TO FORM:
I t
DONCARLOS, Mayor
• oar
Y• I/ \� O /Y
4s•ee, P ` e °o
of Tr
` • %COBFSOP,Legal\Kare&Files',City Council Ordinances\2015.October 8 FixTaxRate4GeneralFundMaintenance &Ops &DebtService2015.doc
14 -5
BAYTOWN
S
14 -6
CITY OF BAYTOWN
SCHEDULE OF FULL -TIME EQUIVALENT (FTE) POSITIONS BY FUND/DEPARTMENT
Adopted Adopted Adopted
?und Department 2013 -14 2014 -15 2015 -16
101- General Fund
2
13
2
2
General Administration
8
1
8
a
8
Fiscal Operations
18.90
2
18.90
b
18.90 A
Legal Services
6
3
6
20.85
6
Information Technology Services (ITS)
12
4
13
c
14 B
Planning & Development Services
19.50
5
20
d
21 c
Human Resources
8
6
8
e
8 D
City Clerk
5
18
5
p
6 E
Court of Record
16
16
16
16
15 F
Police
193
7
199
f
199 G
Fire & EMS
150
8
156
g
156 H
Communications
21
13.50 T
23
h
23
Emergency Management
5
3
i
3
Public Works Administration
3
9
3
3
Streets & Drainage
21
21
r
17 1
Traffic Control
9.50
to
9.50
j
10.50 1
Engineering
10
Total Central Services
10
10
Public Health
23
23
750.25
25 K
Parks & Recreation
40
11
40
k
42 L
Sterling Municipal Library
24
12
23
1
22 M
2
Total General Fund 592.90
2
605.40
2
607.40
232- Hotel /Motel Fund
2
13
2
2
502-
Aquatics Fund
3
14
4
m
4 N
520-
Water & Sewer Fund
Utility Billing & Collections
20.85
15
20.85
n
20.85 o
General Overhead
1.00
16
1.00
0
1.50 P
Water Operations
41.60
17
41.60
37.10 Q
Wastewater Operations
43.40
18
43.40
p
43.40 R
Utility Construction
16
19
16
18 s
Total Water & Sewer Fund
122.85
122.85
120.85
500-
Sanitation Fund
13.50
20
13.50
q
13.50 T
505-
Storm Water Utility Fund
4
4
16 u
Central Services:
550-
Garage Fund
8
8
r
8
552-
Warehouse Operations Fund
4
4
4
Total Central Services
12
12
12
Total Operating Funds
750.25
763.75
775.75
Miscellaneous Funds
201-
Municipal Court Special Revenue Fund
2
2
2
206-
Crime Control and Prevention District (CCPD)
15
15
15
207-
Fire Control, Prevention & Emergency Medical Services District (FCPEMSD)
2
2
s
2
211-
Street Maintenance Fund
-
-
5 v
215-
Municipal Development District (MDD) Fund
3
21
3
- w
226-
Miscellaneous Police Fund
4
4
4
241-
High Intensity Drug Trafficking Area (HIDTA)
0.25
22
0.25
t
0.25 x
270-
Community Development Block Grant (CDBG) Fund
4.50
23
4.00
u
4.00
296-
Baytown Nature Center Fund
1
1
1
298-
Wetlands Education and Recreation Center Fund
2
2
2
351-
Capital Improvement Program Fund
3
3
v
3
527-
Utility Capital Improvement Program Fund
1
24
1
2 Y
561-
Workers Compensation Fund
1
1
W
1
Total Miscellaneous Funds
38.75
38.25
41.25
Total All Funds
789.00
802.00
817.00
15 -1
CITY OF BAYTOWN
SCHEDULE OF FULL -TIME EQUIVALENT (FTE) BUDGETED POSITIONS
Adopted Adopted Adopted
Fund Dept. Grade 2013 -14 2014 -15 2015 -16
1010 - General Administration
101
1010
City Manager
101
1010
Deputy City Manager
101
1010
Assistant City Manager
101
1010
Director of Strategic Initiatives
101
1010
Public Affairs /Mktg Coordinator
101
1010
Grant Coordinator
101
1010
Multimedia Specialist
101
1010
Executive Assistant
Total General Administration
1030 - Fiscal Operations
101
1030
Director of Finance
101
1030
Assistant Director of Finance
101
1030
Controller
101
1030
Treasurer
101
1030
Purchasing Manager
101
1030
Accounting Manager
101
1030
Budget Officer
101
1030
Accountant II
101
1030
Special Projects Coordinator
101
1030
Contract Administrator
101
1030
Accountant I
101
1030
Maintenance Coordinator
101
1030
Financial /Treasury Specialist
101
1030
Buyer
101
1030
Administrative Assistant
101
1030
Payroll Specialist
101
1030
Accounting Specialist 1I
101
1030
Accounting Specialist I
Total Fiscal Operations
1060 - Legal Services
101
1060
City Attorney
101
1060
First Assistant City Attorney
101
1060
Asst. City Attorney /Civil Svc Adv
101
1060
Asst. City Attorney Municipal Court
101
1060
Senior Legal Assistant
101
1060
Legal Assistant
Total Legal Services
1070 - Information Technology Services (ITS)
101
1070
Director of ITS
101
1070
Assistant Director of ITS
101
1070
Computer System Admin III/11/1
101
1070
Network System Admin II/I
101
1070
Comp User Support Specialist II/I
101
1070
E- Business & Web Technician
101
1070
Radio & Cell Equip Specialist I
1.00
Total Information Technology Services (ITS)
15 -2
117
1.00
1.00
1.00
106
1.00
1.00
1.00
104
1.00
1.00
1.00
84
1.00
1.00 a
1.00
70
1.00
1.00
1.00
65
1.00
1.00
1.00
64
1.00
1
1.00
1.00
57
1.00
1.00
1.00
8.00
8.00
8.00
98
1.00
1.00
1.00
87
1.00
1.00
1.00
82
1.00
1.00
1.00
82
1.00
1.00
1.00
79
1.00
1.00
1.00
74
1.00
1.00
1.00
70
1.00
1.00
1.00
67
0.15
2
0.15 b
0.15 A
63
-
1.00
1.00
62
1.00
1.00
1.00
61
1.75
2
0.75 b
0.75 A
58
1.00
1.00
1.00
58
1.00
1.00
1.00
52
2.00
2.00
2.00
50
1.00
1.00
1.00
50
1.00
1.00
1.00
50
1.00
1.00
1.00
44
2.00
2.00
2.00
18.90
18.90
18.90
102
1.00
1.00
1.00
92
1.00
1.00
1.00
82
1.00
1.00
1.00
82
1.00
1.00
1.00
50
1.00
3
1.00
1.00
46
1.00
3
1.00
1.00
6.00
6.00
6.00
98
1.00
1.00
1.00
84
1.00
1.00
- B
72/66/62
3.00
3.00
4.00 B
66/62
2.00
4
3.00 c
3.00 B
58/54
3.00
4
3.00
3.00 B
58
1.00
4
1.00 c
2.00 B
54
1.00
4
1.00
1.00
12.00
13.00
14.00
CITY OF BAYTOWN
SCHEDULE OF FULL -TIME EQUIVALENT (FTE) BUDGETED POSITIONS
Adopted Adopted Adopted
Fund Dept. Grade 2013 -14 2014 -15 2015 -16
1080 - Planning & Development Services
101
1080
Director Plan & CD
101
1080
Assistant Director Planning & CD
101
1080
Chief Building Officer /Floodplan Admin
101
1080
Senior Planning Manager
101
1080
Deputy Building Official
101
1080
Senior Plans Examiner
101
1080
Planner 11
101
1080
Combination Inspector II/I
101
1080
Building Inspection Specialist
101
1080
Comprehensive Planner
101
1080
Development Services Coordinator
101
1080
Planning Technician
101
1080
Code Enforcement Coordinator
101
1080
Administrative Assistant
101
1080
Code Enforcement Officer Signs
101
1080
Permit Technician 11/I
1.00
54
Total Planning & Development Services
1140
- Human Resources
101
1140
Director Human Resources /CS
101
1140
Assistant Director Human Resources
101
1140
HR Manager
101
1140
Employee Development Manager
101
1140
Benefits & Wellness Coordinator
101
1140
Human Resources Specialist
101
1140
Human Resources Assistant
101
1140
Administrative Support Specialist
3.00
3.00
Total Human Resources
1170 - City Clerk
101
1170
City Clerk
101
1170
Deputy City Clerk
101
1170
Records Specialist
101
1170
Open Government Specialist
101
1170
Vital Statistics Specialist
101
1170
Administrative Assistant
1171 - Court of Record
101
1171
Municipal Court Judge
101
1171
Court Administrator
101
1171
City Marshal
101
1171
Deputy Court Coordinator
101
1171
Senior Municipal Court Clerk
101
1171
Municipal Court Clerk
Total City Clerk
Total Court of Record
96
1.00
1.00
1.00
86
0.50
5
1.00 d
1.00
84
1.00
1.00
1.00
76
1.00
5
1.00
1.00
74
-
-
1.00 C
69
1.00
1.00
- C
64
1.00
1.00
1.00
60/56
5.00
5
5.00
5.00
60
1.00
1.00
1.00
60
1.00
1.00
1.00
54
1.00
1.00
1.00
52
-
-
1.00 C
52
1.00
1.00 d
1.00
50
1.00
1.00
1.00
48
1.00
1.00
1.00
48/44
3.00
3.00
3.00
19.50
20.00
21.00
96
1.00
1.00
1.00
82
1.00
-
- D
80
-
2.00
2.00 D
79
1.00
-
- D
66
1.00
1.00 e
1.00
53
2.00
6
2.00
2.00
44
1.00
6
1.00
1.00
38
1.00
1.00
1.00
8.00
8.00
8.00
92
1.00
1.00
1.00
70
1.00
1.00
1.00
50
1.00
1.00
1.00
50
1.00
1.00
1.00
50
-
-
1.00 E
50
1.00
1.00
1.00
5.00
5.00
6.00
92
1.00
1.00
1.00
70
1.00
1.00
- F
58
2.00
2.00
2.00
56
1.00
1.00
1.00
52
-
-
3.00 F
44
11.00
11.00
8.00 F
16.00
16.00
15.00
15 -3
CITY OF BAYTOWN
SCHEDULE OF FULL -TIME EQUIVALENT (FTE) BUDGETED POSITIONS
Adopted Adopted Adopted
Fund Dept. Grade 2013 -14 2014 -15 2015 -16
2000 - Police
101
2000
Assistant Police Chief
CSH
3.00
3.00
3.00
101
2000
Police Lieutenant
CSH
8.00
8.00
8.00
101
2000
Police Sergeant
CSH
14.00
15.00
f
16.00 G
101
2000
Patrol Officer
CSH
118.00
7
123.00
f
122.00 G
101
2000
Police Chief
100
1.00
1.00
1.00
101
2000
Mechanic Supervisor
60
1.00
1.00
1.00
101
2000
Jail Supervisor
58
6.00
6.00
6.00
101
2000
Crime Analyst
56
1.00
1.00
1.00
101
2000
Records Supervisor
56
1.00
1.00
1.00
101
2000
Property Room Supervisor
56
1.00
1.00
1.00
101
2000
Senior Mechanic
54
1.00
1.00
1.00
101
2000
Facilities Coordinator
54
1.00
1.00
1.00
101
2000
Police Accounting Analyst
52
1.00
7
1.00
f
1.00
101
2000
Mechanic
50
1.00
1.00
1.00
101
2000
Administrative Assistant
50
5.00
5.00
5.00
101
2000
Open Records Specialist
50
1.00
1.00
1.00
101
2000
Detention Officer /Trainee
48/42
14.00
14.00
14.00
101
2000
Property Room Technician
46
2.00
7
2.00
f
2.00
101
2000
Senior Admin Support Specialist
44
3.00
3.00
3.00
101
2000
Police Records Technician
42
3.00
3.00
3.00
101
2000
Facilities Assistant
42
1.00
1.00
1.00
101
2000
Community Service Officer
38
6.00
6.00
6.00
Total Police
193.00
199.00
199.00
2020
- Fire &
EMS
101
2020
Assistant Fire Chief
CSJ
3.00
4.00
g
4.00
101
2020
Emergency Medical Service (EMS) Coordinator
CSJ
1.00
8
-
g
-
101
2020
Battalion Chief
CSJ
5.00
5.00
5.00
101
2020
Fire Lieutenant
CSJ
26.00
8
29.00
g
29.00
101
2020
Fire Equipment Operator
CSJ
21.00
8
21.00
g
21.00
101
2020
Firefighter
CSJ
63.00
8
84.00
g
69.00 H
101
2020
Certified Medic
CSJ
-
-
16.00 H
101
2020
Non -Fire Paramedic Supervisor
NFP
3.00
8
-
g
-
101
2020
Non -Fire Paramedic
NFP
18.00
8
3.00
g
2.00 H
101
2020
Fire Chief
98
1.00
1.00
1.00
101
2020
Fire/EMS Admin Coordinator
62
1.00
8
1.00
1.00
101
2020
Mechanic Supervisor
60
1.00
1.00
1.00
101
2020
Mechanic
50
2.00
2.00
2.00
101
2020
Administrative Assistant
50
1.00
8
1.00
1.00
101
2020
Senior Admin Support Specialist
44
4.00
s
4.00
4.00
Total Fire & Ems
150.00
156.00
156.00
2025
- Communications
101
2025
Telecommunications Coordinator
74
1.00
1.00
1.00
101
2025
Telecommunications Supervisor
60
4.00
4.00
4.00
101
2025
Telecommunicator /Trainee
50/44
16.00
18.00
h
18.00
Total Communications
21.00
23.00
23.00
15 -4
CITY OF BAYTOWN
SCHEDULE OF FULL -TIME EQUIVALENT (FTE) BUDGETED POSITIONS
Adopted Adopted Adopted
Fund Dept. Grade 2013 -14 2014 -15 2015 -16
2030 - Emergency Management
101
3010
Superintendent
101
101
2030
Emergency Mgmt. & Prep Coordinator
84
1.00
1.00
1.00
101
2030
Deputy Emergency Management Coordinator
74
1.00
1.00
1.00
101
2030
Administrative Assistant
50
1.00
1.00
1.00
101
2030
311 Telecomunicator
38
2.00
-
-
2.00
2.00
Total Emergency Management
5.00
3.00
3.00
3000
- Public
Works Administration
0.50 J
61
-
-
101
3000
Assistant Director Public Works
84
1.00
1.00
1.00
101
3000
Administrative Assistant
50
1.00
1.00
1.00
101
3000
Senior Admin Support Specialist
44
1.00 9
1.00
1.00
85
1.00
Total Public Works Administration
1.00
3.00
3.00
3.00
3010 - Streets & Drainage
101
3010
Superintendent
101
3010
Foreman
101
3010
Quality Control Inspector
101
3010
Crew Chief
101
3010
Heavy Equipment Operator II /I
101
3010
Grade Chief
101
3010
Concrete Finisher
101
3010
Equipment Operator
101
3010
Concrete Worker
Total Streets & Drainage
3020 - Traffic Control
101
3020
Superintendent
101
3020
Foreman
101
3020
Traffic Signal Technician
101
3020
Senior Traffic Control Worker
101
3020
Traffic Control Worker
Total Traffic Control
3030 - Engineering
101
3030
Director Engineering
101
3030
Assistant Director Engineering
101
3030
Senior Project Coordinator
101
3030
Survey /GPS Coordinator
101
3030
Senior Construction Inspector
101
3030
Construction Inspector
101
3030
CAD /GIS Technician
101
3030
Engineering Coordinator
101
3030
Administrative Assistant
101
3030
Survey /GPS Technician
Total Engineering
4000 - Public Health
101
4000
Director Health
101
4000
Assistant Director Health
101
4000
Animal Services Coordinator
101
4000
Environmental Health Specialist 11/I
101
4000
Neighborhood Protection Coordinator
101
4000
Mosquito Control Coordinator
101
4000
Community Service Coordinator
101
4000
Neighborhood Protection Officer 11/I
101
4000
Senior Animal Services Officer
74
1.00
1.00
1.00
61
2.00
2.00
1.00 t
58
-
-
1.00 t
54
1.00
1.00
2.00 [
50/47
5.00
5.00
4.00 t
48
1.00
1.00
- t
48
2.00
2.00
4.00 t
44
7.00
7.00
3.00 t
38
2.00
2.00
1.00 t
21.00
21.00
17.00
74
0.50 to
0.50 i
0.50 J
61
-
-
1.00 J
52
2.00
2.00
2.00
46
3.00
3.00
3.00
42
4.00
4.00
4.00
9.50
9.50
10.50
96
1.00
1.00
1.00
85
1.00
1.00
1.00
66
1.00
1.00
1.00
60
1.00
1.00
1.00
60
1.00
1.00
1.00
56
1.00
1.00
1.00
56
1.00
1.00
1.00
56
1.00
1.00
1.00
50
1.00
1.00
1.00
46
1.00
1.00
1.00
10.00
10.00
10.00
96
1.00
1.00
1.00
84
1.00
1.00
1.00
66
1.00
1.00
1.00
64/58
3.00
3.00
4.00 K
64
1.00
1.00
1.00
64
-
-
1.00 K
64
1.00
1.00
1.00
57/53
4.00
4.00
4.00
56
1.00
1.00
1.00
15 -5
CITY OF BAYTOWN
SCHEDULE OF FULL -TIME EQUIVALENT (FTE) BUDGETED POSITIONS
Adopted Adopted Adopted
Fund Dept. Grade 2013 -14 2014 -15 2015 -16
4000 - Public Health (Cont.)
101
4000
Senior Mosquito Control Technician
101
4000
Community Service Supervisor
101
4000
Administrative Assistant
101
4000
Animal Services Officer
101
4000
Senior Admin Support Specialist
Total Public Health
5000 - Parks & Recreation
101
5000
Director Parks & Recreation
101
5000
Assistant Director of Parks & Recreation
101
5000
Superintendent of Parks
101
5000
Superintendent of Recreation
101
5000
Recreation Services Manager
101
5000
Parks Project Coordinator
101
5000
Foreman
101
5000
Building Maintenance Supervisor
101
5000
Athletic /Sports Coordinator
101
5000
Recreation Specialist
101
5000
Crewleader
101
5000
Administrative Assistant
101
5000
Heavy Equipment Operator I
101
5000
Facilities Specialist
101
5000
Equipment Operator
101
5000
Construction Worker
101
5000
Groundskeeper
101
5000
Caretaker
Total Parks & Recreation
6000 - Sterling Municipal Library
101
6000
City Librarian
101
6000
Assistant City Librarian
101
6000
Lead Librarian II/I
101
6000
Library Technology Coordinator
101
6000
Librarian II/1
101
6000
Library PC Technician
101
6000
Support Services Specialist
101
6000
Circulation Services Supervisor
101
6000
Administrative Assistant
101
6000
Senior Library Technician
101
6000
Assistant Circulation Services Supervisor
101
6000
Senior Customer Service Specialist
101
6000
Customer Service Specialist
101
6000
Library Technician
101
6000
Lead Shelver
101
6000
Custodian
Total Sterling Municipal Library
Total General Fund
232 - Hotel/Motel Fund
232 1010 Tourism Coordinator
232 1010 Tourism Marketing Specialist
15 -6
55
1.00
1.00
- K
54
-
-
1.00 K
50
1.00
1.00
1.00
48
7.00
7.00
7.00
44
1.00
1.00
1.00
23.00
23.00
25.00
96
1.00
1.00
1.00
84
1.00
1.00
- L
74
-
-
1.00 L
74
-
-
1.00 L
68
1.00
1.00
- L
67
1.00
11
1.00
1.00
61
3.00
3.00
3.00
56
1.00
1.00
1.00
53
1.00
11
1.00
k
1.00
53
2.00
1.00
k
1.00
50
7.00
8.00
9.00 L
50
1.00
1.00
1.00
47
8.00
8.00
8.00
46
-
1.00
k
1.00
44
3.00
2.00
2.00
38
2.00
2.00
2.00
38
1.00
1.00
1.00
35
7.00
7.00
8.00 L
40.00
40.00
42.00
92
1.00
1.00
1.00
92
1.00
1.00
- M
70/66
3.00
12
3.00
3.00 M
70
1.00
-
1
-
64/58
3.00
12
3.00
5.00 M
54
1.00
1.00
1
1.00
54
1.00
1.00
1.00
54
1.00
1.00
1.00
50
1.00
1.00
1.00
44
2.00
12
1.00
1
2.00 M
44
1.00
12
1.00
- M
44
-
-
1.00 M
40
3.00
12
5.00
1
3.00 M
37
3.00
2.00
2.00
35
1.00
12
1.00
- M
35
1.00
1.00
1.00
24.00
23.00
22.00
592.90
605.40
607.40
64 1.00 1.00 1.00
60 1.00 13 1.00 1.00
Total Hotel/Motel Fund 2.00 2.00 2.00
CITY OF BAYTOWN
SCHEDULE OF FULL -TIME EQUIVALENT (FTE) BUDGETED POSITIONS
Adopted Adopted Adopted
Fund Dept. Grade 2013 -14 2014 -15 2015 -16
502 - Aquatics Fund
520
3040
Director Public Works/Utilities
520
502
5000
Superintendent of Aquatics
74
-
1.00 M
1.00 N
502
5000
Aquatics Operations Coordinator
63
1.00 14
1.00
1.00
502
5000
Aquatics Business Coordinator
63
1.00
1.00
1.00
502
5000
Aquatics Maintenance Coordinator
63
1.00 14
1.00
1.00
52
1.00
Total Aquatics Fund
1.00
3.00
4.00
4.00
1030- Utility Billing & Collections
520
3040
Director Public Works/Utilities
520
3040
520
1030
Utility Billing Manager
75
1.00
3040
1.00
1.00
520
1030
Accountant II
67
0.85
15
0.85 n
0.85 o
520
1030
Billing Coordinator
52
1.00
Maintenance Technician - Mechanical
1.00
1.00
520
1030
Billing Analyst
52
1.00
3040
1.00
1.00
520
1030
Collections Manager
52
1.00
520
1.00
1.00
520
1030
Meter Operations Coordinator
52
1.00
Concrete Worker
1.00
1.00
520
1030
Administrative Assistant
50
1.00
15
1.00
1.00
520
1030
Crew Chief
50
1.00
1.00
1.00
1.00
520
1030
Senior Collections Representative
46
1.00
15
1.00
- o
520
1030
Senior Customer Service Representative
46
1.00
1.00
2.00 o
520
1030
Meter Technician I1/1
42/40
4.00
4.00
4.00
520
1030
Customer Service Representative
42
4.00
4.00
4.00
520
1030
Collections Representative
38
3.00
15
3.00
3.00
Total Utility Billing & Collections
20.85
20.85
20.85
1190
- General Overhead
520
3040
Project Manager - SCADA
74
-
-
0.50 P
520
1090
GIS Coordinator
64
1.00
16
1.00
1.00
Total General Overhead
1.00
1.00
1.50
3040 - Water Operations
520
3040
Director Public Works/Utilities
520
3040
BAWA Superintendent
520
3040
Foreman
520
3040
BAWA Operations Coordinator
520
3040
Quality Control Inspector
520
3040
Maintenance Technician - Instrumental & Electronics
520
3040
Crew Chief
520
3040
Water Plant Operator H/I /Trainee
520
3040
Maintenance Technician - Mechanical
520
3040
Chief Laboratory Technician
520
3040
Heavy Equipment Operator II /I
520
3040
Administrative Assistant
520
3040
Project Manager - SCADA
520
3040
Laboratory Technician
520
3040
Concrete Finisher
520
3040
Equipment Operator
520
3040
Concrete Worker
520
3040
Laborer
520
3040
Utility Maintenance Technician
Total Water Operations
98
0.60 17
0.60 o
0.60 Q
74
1.00
1.00
1.00
61
2.00
2.00
1.00
60
1.00
1.00 0
1.00
58
1.00 17
1.00
- Q
58
1.00
1.00
1.00
54
-
-
1.00 Q
54/50/40
7.00
7.00
7.00
54
2.00 17
2.00
2.00
54
-
-
1.00 Q
50/47
4.00
4.00
2.00 Q
50
1.00
1.00
1.00
74
-
-
0.50 Q
50
1.00
1.00
1.00
48
2.00
2.00
1.00 Q
44
2.00
2.00
1.00 Q
38
1.00
1.00
1.00
36
2.00
2.00
2.00
SBP
13.00 17
13.00 o
12.00 Q
41.60
41.60
37.10
15 -7
CITY OF BAYTOWN
SCHEDULE OF FULL -TIME EQUIVALENT (FTE) BUDGETED POSITIONS
Adopted Adopted Adopted
Fund Dept. Grade 2013 -14 2014 -15 2015 -16
3050 - Wastewater Operations
520
3050
Director Public Works/Utilities
98
0.40
18
0.40 p
0.40 R
520
3050
Assistant Director Utilities
84
1.00
1.00
1.00
520
3050
Superintendent
74
1.00
1.00
1.00
520
3050
Foreman
61
4.00
4.00
5.00 R
520
3050
Wastewater Coordinator
60
1.00
18
1.00
1.00
520
3050
Maintenance Technician - Instrumental & Electronics
58
-
-
1.00 R
520
3050
Pollution Control Coordinator
58
1.00
1.00
- R
520
3050
Chief Laboratory Technician
54
1.00
1.00
1.00
520
3050
Crew Chief
54
1.00
1.00
- R
520
3050
Laboratory Technician
50
1.00
1.00
1.00
520
3050
Wastewater Operator III /IUI
54/50/42
20.00
18
20.00
20.00
520
3050
Wastewater Operator 11/1 - Lift Station
50/42
4.00
18
4.00
3.00 R
520
3050
Administrative Assistant
50
-
-
1.00 R
520
3050
Senior Pollution Control Technician
50
1.00
1.00
1.00
520
3050
Pollution Control Technician
46
2.00
2.00
2.00
520
3050
Senior Admin Support Specialist
44
1.00
18
1.00
1.00
520
3050
Maintenance Technician - Treatment
42
4.00
4.00
4.00
Total Wastewater Operations
43.40
43.40
43.40
3060
- Utility
Construction
520
3060
Utility Maintenance Technician
SBP
12.00
19
12.00
15.00 s
520
3060
Superintendent
74
1.00
1.00
1.00
520
3060
Foreman
61
1.00
1.00
1.00
520
3060
Crew Chief
54
1.00
1.00
1.00
520
3060
Administrative Assistant
50
1.00
1.00
- s
Total Utility Construction
16.00
16.00
18.00
Total Water & Sewer Fund
122.85
122.85
120.85
500 -
Sanitation
Fund
500
3200
Superintendent
74
0.50
20
0.50 q
0.50 T
500
3200
Foreman
61
1.00
1.00
1.00
500
3200
Crew Chief
54
1.00
1.00
1.00
500
3200
Heavy Equipment Operator II
50
2.00
2.00
2.00
500
3200
Heavy Equipment Operator 1
47
2.00
2.00
2.00
500
3200
Equipment Operator
44
4.00
4.00
4.00
500
3200
Laborer
36
3.00
20
3.00
3.00
Total Sanitation Fund
13.50
13.50
13.50
505 -
Storm Water Utility Fund
505
4000
Storm Water Engineer
79
1.00
1.00
1.00
505
4000
Storm Water Coordinator
74
1.00
1.00
1.00
505
4000
Storm Water Specialist
54
1.00
1.00
1.00
505
4000
Mosquito Control Technician
45
1.00
1.00
1.00
Total Storm Water Utility
4.00
4.00
4.00
505
3050
Foreman
61
-
-
1.00 U
505
3050
Grade Chief
48
-
-
2.00 U
505
3050
Heavy Equipment Operator II /1
50/47
-
-
4.00 U
505
3050
Equipment Operator
44
-
-
4.00 U
505
3050
Concrete Worker
38
-
-
1.00 U
Total Storm Water Maintenance
-
-
12.00
Total Storm Water Utility Fund
4.00
4.00
16.00
15 -8
CITY OF BAYTOWN
SCHEDULE OF FULL -TIME EQUIVALENT (FTE) BUDGETED POSITIONS
Adopted Adopted Adopted
Fund Dept. Grade 2013 -14 2014 -15 2015 -16
Central Services:
550 -
Garage
Fund
550
7010
Equipment Services Coordinator
550
7010
Mechanic Supervisor
550
7010
Senior Mechanic
550
7010
Mechanic
550
7010
Mechanic Helper
552 - Warehouse Fund
552 7010 Warehouse Manager
552 7010 Warehouse Assistant
552 7010 Warehouse Helper
Total Garage Fund
Total Warehouse Fund
Total Central Services
66 1.00
1.00
1.00
60 1.00
1.00
1.00
54 1.00
1.00
1.00
50 4.00
5.00 r
5.00
40 1.00
- r
-
8.00
8.00
8.00
53
42
38
201 - Municipal Court Special Revenue Fund
201 1171 Bailiff 56
201 1171 Juvenile Case Manager 54
Total Municipal Court Special Revenue Fund
206 - Crime Control and Prevention District (CCPD) Fund
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
4.00
4.00
4.00
12.00
12.00
12.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
206 2000 Police Sergeant
CSH
1.00
1.00
1.00
206 2000 Patrol Officer
CSH
14.00
14.00
14.00
Total CCPD Fund
15.00
15.00
15.00
207 - Fire Control, Prevention & Emergency Medical Services District (
FCPEMSD) Fund
207 2020 Fire Lieutenant
CSJ
1.00
1.00
1.00
207 2020 Firefighter
CSJ
1.00
-
-
207 2020 Senior Admin Support Specialist
44
-
1.00 5
1.00
Total FCPEMSD Fund
2.00
2.00
2.00
211 - Street Maintenance Fund
211 3010 Crew Chief
54
-
-
1.00 v
211 3010 Heavy Equipment Operator II /I
50/47
-
-
2.00 v
211 3010 Equipment Operator
44
-
-
2.00 v
Total Street Maintenance Fund
-
-
5.00
215 - Municipal Development District (MDD) Fund
215 5000 Crewleader
50
1.00
1.00
- w
215 5000 Caretaker
35
1.00
1.00
- w
Total Parks & Recreation
2.00
2.00
-
215 4000 Community Service Supervisor
54
1.00 21
1.00
- w
Total Public Health
1.00
1.00
-
Total MDD Fund
3.00
3.00
-
226 - Miscellaneous Police Fund
226 2000 Patrol Officer
CSH
2.00
2.00
2.00
226 2000 Domestic Violence Coordinator
62
1.00
1.00
1.00
226 2000 Domestic Violence Caseworker
54
1.00
1.00
1.00
Total Miscellaneous Police Fund
4.00
4.00
4.00
241 - High Intensity Drug Trafficking Area (HIDTA) Fund
241 1030 Accountant I
61
0.25 22
0.25 t
0.25 x
Total HIDTA Fund
0.25
0.25
0.25
15 -9
CITY OF BAYTOWN
SCHEDULE OF FULL -TIME EQUIVALENT (FTE) BUDGETED POSITIONS
Adopted Adopted Adopted
Fund Dept. Grade 2013 -14 2014 -15 2015 -16
270 - Community Development Block Grant (CDBG) Fund
270
1080
Assistant Director Planning & CD
270
1080
Senior Program Manager
270
1080
Demo/Housing Inspector
270
1080
Property Specialist
270
1080
Community Development Technician
4.00
4.00
Total CDBG Fund
296 -
Baytown Nature Center (BNC) Fund
296
5000
BNC Naturalist
1.00
1.00
Total Baytown Nature Center Fund
298 -
Wetlands Education & Recreation Center Fund
298
5000
Superintendent of Natural Resources
298
5000
Education Specialist
1.00
1.00
Total Wetlands Education & Recreation Center Fund
351 -
General
Capital Improvement Fund (CIPF)
351
3030
Traffic Engineer
351
3030
Civil Design Engineer
351
3030
Construction Inspector
96
76
60
52
52
52
74
52
80
70
56
Total General CIPF Fund
527 - Utility Capital Improvement Fund (CIPF)
527 3030 Civil Design Engineer/Engineer In Training (EIT) 76/70
Total Utility CIPF Fund
561 - Workers' Compensation Fund
561 1140 Risk & Safety Manager 74
Total Worker's Compensation Fund
15 -10
0.50 23
- u
-
1.00
1.00
1.00
1.00
1.00
1.00
1.00 23
1.00
1.00
1.00
1.00
1.00
4.50
4.00
4.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
1.00
1.00 V
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
3.00
3.00
1.00 24
1.00
2.00 Y
1.00
1.00
2.00
1.00
1.00 w
1.00
1.00
1.00
1.00
789.00
802.00
817.00
CITY OF BAYTOWN
ENDNOTES FOR 2013 -14 PERSONNEL CHANGES
Ref # Department Description of Change Positions
101 - General Fund
1
General Administration
•
Position title change.
2
Fiscal Operations
•
Accountant II is funded 15% in General Fund and 85% in Water and Sewer Fund.
•
One Accountant I is funded 75% by General Fund and 25% HIDTA.
•
Reorganization in Department.
3
Legal Services
•
Position title change.
4
Information Technology Svs.
•
Position title change.
•
Reorganization in Department.
5
Planning & Development
•
The Asst. Director Planning /Development Services is now funded 50% by General Fund
Services
and 50% by CDBG Fund.
•
Position title change.
•
One Combination Inspector II added.
6
Human Resources
•
Position title change.
7
Police
•
Six Patrol Officers added.
•
Position title change.
•
One Property Room Technician added.
8
Fire & EMS
•
Emergency Medical Services merged in to Fire Department during FY2013.
•
Three Firefighters added.
•
Position title change.
•
Upgraded two part-time Administrative Assistants to full -time.
•
Reorganization in Department.
9
Public Works Admin
•
Reorganization in Department.
10
Traffic Control
•
Superintendent of Traffic Control /Solid Waste/Rest is funded by 50% General Fund and
50% by Sanitation Fund.
11
Parks & Recreations
•
Position title change.
12
Library
•
Position title change.
•
Upgraded one Librarian II to Lead Librarian 1.
•
Reorganization in Department.
232
- Hotel /Motel Fund
13
Promotional
•
One Tourism Marketing Specialist added.
502
- Aquatics Fund
14
Aquatics
•
One Aquatics Maintenance Manager added.
•
Reorganization in Department.
520
- Water and Sewer Fund
15
Utility Billing
•
Accountant II is fended 15% in General Fund and 85% in Water and Sewer Fund.
•
Upgraded part-time Administrative Assistant to full -time.
•
Position title change.
16
General Overhead
•
One GIS Coordinator added.
17
Water Operations
•
Director of Public Works/Utilities is funded 40% in the Water Operations Department
and 60% in the Wastewater Operations Department in Water & Sewer Fund.
•
Position title change.
•
One Maintenance Technician added (BAWA).
•
Reorganization in Department.
•
One Water Plant Operator I added (BAWA).
•
Skilled Based Pay (SBP)
18
Wastewater Operations
•
Director of Public Works/Utilities is funded 40% in the Water Operations Department
and 60% in the Wastewater Operations Department in Water & Sewer Fund.
•
Reorganization in Department.
•
Skilled Based Pay (SBP)
19
Utility Construction
•
Skilled Based Pay (SBP)
15 -11
C
3
tj
CITY OF BAYTOWN
ENDNOTES FOR 2013 -14 PERSONNEL CHANGES
Ref # Department Description of Change Positions
500 - Sanitation Fund
20 Sanitation • Superintendent of Traffic Control /Solid Waste/Rest is funded by 50% General Fund and
50% by Sanitation Fund.
• One Laborer added. 1
215 - Municipal Development District (MDD) Fund
21 MDD • One Community Service Supervisor added.
241 - Hijzh Intensity Druz Traffickinz Area (HIDTA)
22 HIDTA • Accountant I is funded 75% by General Fund and 25% HIDTA.
270 - Community Development Block Grant (CDBG) Fund
23 CDBG • The Asst. Director Planning /Development Services is now funded 50% by General Fund
and 50% by CDBG Fund.
• Position title change.
527 - Capital Improvement Prozram - Sewer Fund
24 W & S CIPF • One Civil Design Engineer added.
22
15 -12
CITY OF BAYTOWN
ENDNOTES FOR 2014 -15 PERSONNEL CHANGES
Ref # Department Description of Change Positions
101 - General Fund
a General Administration
b Fiscal Operations
c Information Technology Svs.
d Planning & Development
Services
e Human Resources
f Police
g Fire & EMS
h Communications
i Emergency Management
j Traffic Control
k Parks & Recreations
1 Library
502 - Aquatics Fund
in Aquatics
520 - Water and Sewer Fund
n Utility Billing
o Water Operations
p Wastewater Operations
500 - Sanitation Fund
• Reorganization/Title Change in Department.
• Accountant II is funded 15% in General Fund and 85% in Water and Sewer Fund.
• Reorganization/Title Change in Department.
• One Accountant I is funded 75% by General Fund and 25% HIDTA.
• Reorganization/Position transfer from Library Department.
• Reorganization/Title Change in Department.
• The Assistant Director Planning & Development Services is now funded 100% in
General Fund.
• Reorganization/Title Change in Department.
• Reorganization/Title Change in Department.
• Five Patrol Officers added.
• One Sergeant added.
• Six Firefighters added.
• Reorganization/Title Changes in Department related to EMS/Fire merger.
• Reorganization/Positions transferred from Emergency Management Department.
• Reorganization/Position Title Change in Department.
• Reorganization/Position transferred from Emergency Management Department.
• Superintendent of Traffic Control /Solid Waste/Rest is funded by 50% General Fund
and 50% by Sanitation Fund.
• Reorganization/Title Change in Department.
• Reorganization/Position transfer to ITS Department.
• Reorganization/Title Change in Department.
• One Aquatics Manager added.
• Reorganization/Title Change in Department.
• Accountant II is funded 15% in General Fund and 85% in Water and Sewer Fund.
• Director of Public Works/Utilities is funded 40% in the Water Operations Department
and 60% in the Wastewater Operations Department in Water & Sewer Fund.
• Reorganization/Position Title Change in Department.
• Skilled Based Pay (SBP)
• Director of Public Works/Utilities is funded 40% in the Water Operations Department
and 60% in the Wastewater Operations Department in Water & Sewer Fund.
q Sanitation • Superintendent of Traffic Control /Solid Waste is funded by 50% General Fund and
50% by Sanitation Fund.
207 - Fire Control, Prevention and Emergency Medical Services District (FCPEMSD)
s FCPEMSD • Reprogrammed Firefighter position to fund Administrative position.
241 - High Intensity Drug Trafficking Area (HIDTA)
t HIDTA • Accountant I is funded 75% by General Fund and 25% HIDTA.
270 - Community Development Block Grant (CDBG) Fund
u CDBG • The Asst. Director Planning & Dev. Services is now funded 100% in General Fund.
351 - Capital ImprovementPYOgram Fund
v CIPF • Reorganization/Position Title Change in Department.
561 - Workers Compensation Fund
w Workers Compensation Fund • Reorganization/Position Title Change in Department.
15 -13
5
1
6
13
CITY OF BAYTOWN
ENDNOTES FOR 2015 -16 PERSONNEL CHANGES
Ref # Department Description of Change Positions
101 - General Fund
A
Fiscal Operations
•
Accountant II is funded 15% in General Fund and 85% in Water & Sewer Fund.
•
One Accountant I is funded 75% by General Fund and 25% HIDTA.
B
Information Technology Svs.
•
Reprogrammed one Assistant Director position to fund one Network System
Administrator I and one Computer User Support Specialist I
C
Planning & Dev. Svs.
•
One Planning Technician added.
D
Human Resources
•
Reorganization/Title Change in Department.
E
City Clerk
•
Reorganization in Department.
F
Court of Record
•
Reorganization in Department.
G
Police
•
Reorganization in Department.
H
Fire & EMS
•
Reorganization/Title Changes in Department related to EMS/Fire merger.
I
Streets & Drainage
•
Reorganization in Department.
•
One Crew Chief added.
•
One Concrete Finisher added.
J
Traffic Control
•
Superintendent of Traffic Control /Solid Waste/Rest is funded by 50% General Fund
and 50% by Sanitation Fund.
•
Reorganization in Department.
K
Public Health
•
One Environmental Health Specialist II added.
•
Reorganization/Position transfers from MDD Fund to Public Health.
L
Parks & Recreations
•
Reorganization/Title Change in Department.
•
Reorganization/Position transfers from MDD Fund to Parks & Recreation.
M
Library
•
Reorganization in Department.
•
Reduced (1) Customer Service Specialist position.
502 -
Aquatics Fund
N
Aquatics
•
Reorganization/Title Change in Department.
520 -
Water and Sewer Fund
O
Utility Billing
•
Accountant II is funded 15% in General Fund and 85% in Water & Sewer Fund.
•
Reorganization in Department.
P
General Overhead
•
One Project Manager - SCADA funded by 50% General Overhead and 50% Water
Operations.
Q
Water Operations
•
Director of Public Works/Utilities is funded 40% in the Water Operations
Department and 60% in the Wastewater Operations Department in Water & Sewer
Fund.
•
One Chief Laboratory Technician added.
•
One Project Manager - SCADA funded by 50% General Overhead and 50% Water
Operations.
•
Reorganization in Department.
•
Skilled Based Pay (SBP)
R
Wastewater Operations
•
Director of Public Works/Utilities is funded 40% in the Water Operations
Department and 60% in the Wastewater Operations Department in Water & Sewer
Fund.
•
Reorganization in Department.
S
Utility Construction
•
Two Utility Maintenance Technicians (UMT) added.
•
Reorganization in Department.
500 -
Sanitation Fund
T
Sanitation
•
Superintendent of Traffic Control /Solid Waste /Rest is funded by 50% General Fund
and 50% by Sanitation Fund.
505 -
Storm Water Utility Fund
U
Storm Water Utility
•
One Grade Chief added.
•
One Heavy Equipment Operator II added.
•
Reorganization in Department /Storm Water Maintenance Division created.
15 -14
-1
0.50
0.50
N
CITY OF BAYTOWN
ENDNOTES FOR 2015 -16 PERSONNEL CHANGES
Ref # Department Description of Change Positions
211 - Street Maintenance Fund
V Street Maintenance • One Crew Chief added. 1
• One Heavy Equipment Operator II added.
• Two Equipment Operators added.
• Reorganization in Department/Storm Water Maintenance Division created.
215 - Municipal Development District (MDD) Fund
W MDD • Reorganization/Position transfers from MDD Fund to General Fund.
241 - Hijzh Intensity Drujz Traffickinz Area (HIDTA)
X HIDTA • Accountant I is funded 75% by General Fund and 25% HIDTA.
527 - Utility Capital Improvement Fund (CIPF)
Y CIPF • Reprogrammed Part Time position into Full Time Engineer In Training position.
15
15 -15
CITY OF BAYTOWN
Grade Structure
Effective January 1, 2016 - September 30, 2016
GRADE
MIN
MID
MAX
120
$ 179,005
$ 223,757
$ 268,508
119
174,639
218,299
261,959
118
170,380
212,975
255,570
117
166,224
207,780
249,337
116
162,170
202,713
243,255
115
158,215
197,768
237,322
114
154,356
192,945
231,534
113
150,591
188,239
225,887
112
146,918
183,648
220,377
111
143,335
179,168
215,002
110
139,839
174,798
209,758
109
136,428
170,535
204,642
108
133,101
166,376
199,651
107
129,854
162,318
194,781
106
126,687
15 8,3 59
190,031
105
123,597
154,496
185,396
104
120,583
150,728
180,874
103
117,642
147,052
176,462
102
114,772
143,465
172,158
101
111,973
139,966
167,959
100
109,242
136,552
163,863
99
106,577
133,222
159,866
98
103,978
129,972
155,967
97
101,442
126,802
152,163
96
98,968
123,710
148,452
95
96,554
120,692
144,831
94
94,199
117,749
141,298
93
91,901
114,877
137,852
92
89,660
112,075
134,490
91
87,473
109,341
131,210
90
85,340
106,674
128,009
89
83,258
104,073
124,887
88
81,227
101,534
121,841
87
79,246
99,058
118,869
86
77,313
96,642
115,970
85
75,428
94,285
113,142
84
73,588
91,985
110,382
83
71,793
89,741
107,690
82
70,042
87,553
105,063
81
68,334
85,417
102,501
80
66,667
83,334
100,001
79
65,041
81,301
97,562
78
63,455
79,318
95,182
77
61,907
77,384
92,861
76
60,397
75,496
90,596
75
58,924
73,655
88,386
74
57,487
71,859
86,230
73
56,085
70,106
84,127
72
54,717
68,396
82,075
71
1 53,382
66,728
80,073
70
52,080
65,100
78,120
69
50,810
63,513
76,215
68
49,571
61,963
74,356
GRADE
MIN
MID
MAX
67
$ 48,362
$ 60,452
$ 72,543
66
47,182
58,978
70,773
65
46,031
57,539
69,047
64
1 44,909
56,136
67,363
63
43,813
54,767
65,720
62
42,745
53,431
64,117
61
41,702
52,128
62,553
60
40,685
50,856
61,028
59
39,693
49,616
59,539
58
1 38,725
48,406
58,087
57
37,780
47,225
56,670
56
36,859
46,073
55,288
55
35,960
44,950
53,939
54
35,083
43,853
52,624
53
34,227
42,784
51,340
52
33,392
41,740
50,088
51
34,614
40,722
46,830
50
33,770
39,729
45,688
49
32,946
38,760
44,574
48
32,142
37,814
43,487
47
31,358
36,892
42,426
46
30,594
35,992
41,391
45
29,847
35,114
40,382
44
29,119
34,258
39,397
43
28,409
33,422
38,436
42
27,716
32,607
37,498
41
27,040
31,812
36,584
40
26,381
31,036
35,692
39
25,737
30,279
34,821
38
25,110
29,541
33,972
37
24,497
28,820
33,143
36
23,900
28,117
32,335
35
23,317
27,431
31,546
34
22,748
26,762
30,777
33
22,193
26,110
30,026
32
21,652
25,473
29,294
31
21,124
24,851
28,579
30
20,609
24,245
27,882
29
20,106
23,654
27,202
28
19,797
23,291
26,784
27
19,314
22,723
26,131
26
18,843
22,169
25,494
25
18,384
21,628
24,872
24
17,935
21,100
24,265
23
17,498
20,586
23,674
22
17,071
20,084
23,096
21
16,655
19,594
22,533
20
16,249
19,116
21,983
19
15,852
18,650
21,447
18
15,466
18,195
1 20,924
17
1 15,088
17,751
1 20,414
• Grades 17 -51: minimum is calculated using 85% of midpoint. Maximum is calculated using 115% of midpoint.
• Grades 52 -120: minimum is calculated using 80% of midpoint. Maximum is calculated using 120% of midpoint.
15 -16
City of Baytown
Certificate Pay Schedule
Public Works
Monthly
Intermediate
Monthly
Ground Water Treatment B
$90.00
Water Distribution C
$60
Ground Water Treatment C
$60.00
Clothing Allowance
$600.00 /yr.
Office assignments
$600 /yr.
Wastewater Treatment B
$90
Surface Water Treatment A
$120.00
Wastewater Treatment C
$60
Surface Water Treatment B
$90.00
Lieutenant
$300.00
Surface Water Treatment C
$60.00
Wastewater Collection III
$90
EMT -Basic Assignment Pay
$100.00
Wastewater Collection II
$60
Tool Allowance Mechanics
$75.00
Mechanic Helper
$37.50
CDL - DOT Hazmat Endorsement
$30
Police
Intermediate
$92.08
Advanced
$157.08
Master
$212.33
FTO Pay
$100.00
Clothing Allowance
$600.00 /yr.
Office assignments
$600 /yr.
Fire
Intermediate
$83.33
Advanced
$133.33
Master
$190.00
Clothing Allowance
Chief & Asst. Chief
$600.00 /yr.
Investigators
$600.00 /yr.
HazMat Cert Pay
$50.00
HazMat Assignment
$75.00
Assignment Pay
Assistant Chief
$100.00
Lieutenant
$300.00
Battalion Chief
$300.00
EMT FTO Pay
$50.00
EMT -Basic Assignment Pay
$100.00
EMT - Intermediate Assignment Pay
$200.00
Paramedic Assignment Pa
$400.00
Communications
Intermediate $50.00
Advanced $75.00
Emergency Response
Bilingual Incentive Pay - Emergency Response $50.00
(Fire, Police, EMS)
Bilingual Incentive Pa - Court Interpreter $100.00
15 -17
City of Baytown
Fire Salary Schedule
Effective January 1, 2016
Annual
Salary
Academy Trainee $ 54,783
Probationary Fire Fighter $ 54,783
Fire Fighter Paramedic
Years in
Rank
Annual
Salary
1
$ 56,429
2
$ 58,120
3
$ 59,865
4
$ 61,663
5
$ 63,510
6
$ 65,418
IL 7
$ 67,377
Equipment Operator
Lieutenant
Battalion Chief
Years in
Annual
Tier
$
Hours
$
Rank
Salary
1
0 -6 mos
$ 70,751
2
6 mos+
$ 74,996
Battalion Chief
Years in
Annual
Tier
$
Hours
$
Rank
Salary
1
0
$ 81,115
2
1+
$ 85,171
Battalion Chief
Assistant Chief
Years in
Annual
Tier
$
Hours
$
Rank
Salary
1
0
$ 93,899
2
1+
$ 98,597
Assistant Chief
On Shift
Years in
Annual
Tier
$
Hours
$
Rank
Salary
1
0
$ 105,416
2
1+
$ 110,687
On Shift
80
On Shift
20.993
$
Hours
$
$ 26.338
$ 20.381
$ 26.338
On Shift
80
Hours
$
20.993
$
27.129
$
21.622
$
27.942
$
22.271
$
28.781
$
22.940
$
29.646
$
23.627
$
30.534
$
24.337
$
31.451
$
25.066
$
32.393
Non -Fire Paramedic*
Annual Salary
Range
$36,142 - $59,837
After completion of probationary period, Fire Fighter will move to Tier 1. Thereafter, Fire Fighter will move to next tier on their anniversary of completion
of probation. Annual salary does not include longevity or seniority pay and nothing in the annual salary column shall move with the employee when he /she
steps up pursuant to 143.038(b).
*Non -Fire Paramedic will move to the Fire Fighter rank scale once the Fire Certification has been obtained.
15 -18
80
On Shift
Hours
$ 26.321
$ 34.015
$ 27.900
$ 36.056
Non -Fire Paramedic*
Annual Salary
Range
$36,142 - $59,837
After completion of probationary period, Fire Fighter will move to Tier 1. Thereafter, Fire Fighter will move to next tier on their anniversary of completion
of probation. Annual salary does not include longevity or seniority pay and nothing in the annual salary column shall move with the employee when he /she
steps up pursuant to 143.038(b).
*Non -Fire Paramedic will move to the Fire Fighter rank scale once the Fire Certification has been obtained.
15 -18
80
On Shift
Hours
$ 30.177
$ 38.998
$ 31.686
$ 40.948
Non -Fire Paramedic*
Annual Salary
Range
$36,142 - $59,837
After completion of probationary period, Fire Fighter will move to Tier 1. Thereafter, Fire Fighter will move to next tier on their anniversary of completion
of probation. Annual salary does not include longevity or seniority pay and nothing in the annual salary column shall move with the employee when he /she
steps up pursuant to 143.038(b).
*Non -Fire Paramedic will move to the Fire Fighter rank scale once the Fire Certification has been obtained.
15 -18
80
On Shift
Hours
$ 34.933
$ 45.144
$ 36.680
$ 47.402
Non -Fire Paramedic*
Annual Salary
Range
$36,142 - $59,837
After completion of probationary period, Fire Fighter will move to Tier 1. Thereafter, Fire Fighter will move to next tier on their anniversary of completion
of probation. Annual salary does not include longevity or seniority pay and nothing in the annual salary column shall move with the employee when he /she
steps up pursuant to 143.038(b).
*Non -Fire Paramedic will move to the Fire Fighter rank scale once the Fire Certification has been obtained.
15 -18
80
On Shift
Hours
$ 39.217
$ 50.681
$ 41.178
$ 53.215
Non -Fire Paramedic*
Annual Salary
Range
$36,142 - $59,837
After completion of probationary period, Fire Fighter will move to Tier 1. Thereafter, Fire Fighter will move to next tier on their anniversary of completion
of probation. Annual salary does not include longevity or seniority pay and nothing in the annual salary column shall move with the employee when he /she
steps up pursuant to 143.038(b).
*Non -Fire Paramedic will move to the Fire Fighter rank scale once the Fire Certification has been obtained.
15 -18
Police Officer
Sergeant
Lieutenant
Assistant Chief
City of Baytown
Police Salary Schedule
Effective January 1, 2016
Years in
rank
Annual Salary
2015
Annual
Salary
2015
Hourly
Probationary
$
55,120
$
26.50
1
$
56,774
$
27.30
2
$
58,477
$
28.11
3
$
60,232
$
28.96
4
$
62,340
$
29.97
5
$
64,521
$
31.02
6
$
66,779
$
32.11
7
$
69,450
$
33.39
8
$
72,228
$
34.73
a 9+
$
75,118
$
36.11
Tier
Years in rank
Annual
Salary
2015
Hourly
1
0 -2
$ 78,725
$ 37.85
2
3 -4
$ 81,480
$ 39.17
3
5+
$ 84,332
$ 40.54
Tier
Years in rank
Annual
Salary
2015
Hourly
1
0 -2
$ 87,443
$ 42.04
2
3 -4
$ 91,083
$ 43.79
3
5+
$ 94,723
$ 45.54
Tier
Years in rank
Annual
Salary
2015
Hourly
1
0 -2
$ 99,459
$ 47.82
2
3 -4
$ 100,816
$ 48.47
3
5+
$ 110,257
_L 53.01
15 -19
FY 2016
SHILL BASED PAY SALARY STRUCTURE
Water Distribution and Utility Construction
Utility Maintenance Technicians
EFFECTIVE DECEMBER 29, 2014
Exp.
Class
Occupational Job
$ per.
Skill Based
On Job
Code
Families and Job Class
hour
Top Out/Max.
0 -6
Entry
Utility Maintenance
$12.96
$12.96
months
Technician
6 -12
I
Utility Maintenance
$13.53
$13.53
months
Technician
12 -18
II
Utility Maintenance
$14.19
$14.19
months
Technician
18 -24
III
Utility Maintenance
$14.88
$14.88
months
Technician
2+
IV
Utility Maintenance
$15.61
$15.61
years
Technician
NEW
JOB
DESCRIPTION:
3+
V
Certified Utility
$16.47
$16.47
years
Maintenance Technician
4+
VI
Certified Utility
$17.27
$17.27
years
Maintenance Technician
NEW
JOB
DESCRIPTION:
5+
VII
Master Certified Utility
$19.03
$19.03
years
Maintenance Technician
6+
VIII
Master Certified Utility
$20.29
$25.04/hr.
years
Maintenance Technician
15 -20 15 -19
STATISTICAL
SECTION
The Statistical Section, lifted from the CAFR, presents multi -year data for expenditures,
revenues, property tax levies and collections, property tax rates and valuations for overlapping
governments, ratios of bonded debt, legal debt margin, overlapping debt, ratio of debt service to
general expenditures, revenue bond coverage, property value /construction, principal taxpayers
and miscellaneous statistics.
BAYTOWN
S
16 -1
CITY OF BAYTOWN, TEXAS
NET POSITION BY COMPONENT
Last Ten Fiscal Years
(Accrual Basis of Accounting)
Business -Type Activities
Net investment in capital assets
2005
2006
2007
2008
Governmental Activities
5,026,131
6,104,941
6,681,082
6,375,954
Net investment in capital assets $
34,834,842
$ 38,228,537
$ 94,019,731
$ 94,051,443
Restricted
17,520,023
18,434,239
29,965,325
41,741,277
Unrestricted
12,646,578
14,618,386
17,911,070
14,311,352
Total Governmental Activities Net Position
65,001,443
71,281,162
141,896,126
150,104,072
Business -Type Activities
Net investment in capital assets
56,021,699
59,327,695
61,231,067
71,163,579
Restricted
5,026,131
6,104,941
6,681,082
6,375,954
Unrestricted
5,548,575
7,852,815
14,139,670
17,860,378
Total Business -Type Activities Net Position
66,596,405
73,285,451
82,051,819
95,399,911
Primary Government
Net investment in capital assets
90,856,541
97,556,232
155,250,798
165,215,022
Restricted
22,546,154
24,539,180
36,646,407
48,117,231
Unrestricted
18,195,153
22,471,201
32,050,740
32,171,730
Total Primary Government Net Position
$ 131,597,848
$ 144,566,613
$ 223,947,945
$ 245,503,983
16 -2
120
2009 2010
2011 2012
2013
2014
$ 119,146,529
$ 128,029,500
$ 101,431,576
$ 103,140,238
$ 108,585,824
$ 105,468,075
29,680,983
22,354,718
15,805,828
15,805,828
32,167,392
35,688,185
(3,124,300)
(5,377,969)
(2,797,904)
(1,993,410)
(20,474,460)
(26,434,814)
145,703,212
145,006,249
114,439,500
116,952,656
120,278,756
114,721,446
76,775,912
81,095,248
111,514,790
133,432,737
136,434,868
152,339,260
6,461,098
7,584,718
5,405,286
5,023,851
5,364,616
5,873,007
18,406,182
17,058,527
20,394,613
20,790,018
18,736,201
18,371,116
101,643,192
105,738,493
137,314,689
159,246,606
160,535,685
176,583,383
195,922,441 209,124,748
36,142,081 29,939,436
15,281,882 11,680,558
$ 247,346,404 $ 250,744,742
212,946,366 236,572,975
21,211,114 20,829,679
17,596,709 18,796,608
$ 251,754,189 $ 276,199,262
121
245,020,692 257,807,335
37,532,008 41,561,192
(1,738,259) (8,063,698)
$ 280,814,441 $ 291,304,829
16 -3
CITY OF BAYT®WN, TExAs
CHANGES IN NET POSITION
Last Ten Fiscal Years
(Accrual Basis of Accounting)
Expenses
Governmental activities:
General government
Public safety
Public works
Public health
Parks, recreation, and culture
Interest and fiscal agent fees on long -term debt
Total Governmental Activities Expenses
Business -type activities:
Water and sewer
Sanitation
Bayland Island development
Aquatics
Storm water utility
Total Business -Type Activities Expenses
Total Primary Government Expenses
Program Revenues
Governmental activities:
Charges for services:
General goverrmlent
Public safety
Public works
Public health
Parks, recreation, and culture
Operating grants and contributions
Capital grants and contributions
Total Governmental
Activities Program Revenues
Business -type activities:
Charges for services:
Water and sewer
Sanitation
Bayland Island development
Aquatics
Storm water
Operating grants and contributions
Capital grants and contributions
Total Business -Type Activities Program Revenues
Total Primary Government Program Revenues
Net (Expense) /Revenue
Governmental activities
Business -type activities
Total Primary Government Net Expense
16 -4
2005 2006 2007
$ 11,605,263
$ 12,333,914
$ 10,563,503
30,051,431
30,375,261
28,649,012
5,071,236
7,471,263
5,950,837
1,122,097
1,125,234
1,202,475
6,748,098
6,671,924
6,341,240
3,493,575
2,974,959
2,905,717
58,091,700
60,952,555
55,612,784
2008
$ 21,327,943
29,838,903
6,538,034
1,806,566
6,791,904
2,813,437
69,1 16,787
17,408,005 18,187,507 19,746,886 22,144,119
2,773,726 2,876,730 3,274,139 3,596,913
695662 60,770 65,858 60,105
106,055
141,122
197,558
199,677
20,357,448
21,266,129
23,284,441
26,000,814
78.449.148
$ 82.218,684
$ 78,897.225
$ 95,117.601
$ 88,874 $
121,468 $
132,747 $
156,740
3,206,990
2,899,453
3,168,682
3,741,394
601,465
866,055
946,473
1,117,539
177,502
405,424
443,070
523,151
209,187
278,666
304,541
359,585
5,605,951
51904,790
2,360,977
8,556,359
3,639,831
1,434,147
109,215
4,252,180
13,529,800 11,910,003 7,465,705 18,706,948
21,355,121
23,042,411
24,119,344
26,500,708
3,144,372
2,994,578
3,182,861
3,320,233
42,660
41,154
44,166
49,499
376,321
477,563
505,372
509,091
-
-
21,847
4,241
1,415,066
1,183,218
1,749,002
2,623,031
26,333,540
27,738,924
29,622,592
33,006,803
39,863,340
39,648,927
37,088,297
51,713,751
(44,561,900)
5,976,092
(38,585,808)
122
(49,042,552) (48,147,079) (50,409,839)
6,472,795 6,338,151 7,005,989
2009 2010 2011 2012 2.013 2014
$ 34,694,738 $ 22,893,640 $ 23,768,225 $ 23,539,249 $ 22,049,401 $ 22,600,531
35,863,793
38,814,830
38,294,806
38,976,626
39,297,052
44,295,623
7,248,788
8,605,802
8,982,131
8,522,846
8,881,876
8,869,974
2,461,251
2,894,089
2,730,527
2,465,254
2,431,619
2,554,462
7,781,634
8,689,530
8,588,907
8,949,422
8,739,612
9,339,424
3,243,597
2,894,723
2,888,909
3,229,968
3,749,173
4,111,811
91,293,801
84,792,614
85,253,505
85,683,365
85,148,733
91,771,825
25,510,584
28,893,005
29,453,795
30,344,693
31,539,964
32,762,226
3,832,013
4,340,682
4,400,433
4,396,725
4,685,496
4,742,268
44,307
84,280
96,401
146,375
208,078
200,308
-
-
1,504,850
2,051,620
2,245,949
2,917,055
380,125
463,602
410,723
467,170
436,934
448,681
29,767,029
33,781,569
35,866,202
37,406,583
39,116,421
41,070,538
$ 121,060,830
$ 118,574,183
$ 121,119,707
$ 123,089,948
$ 124,265,154
$ 132,842,363
$ 137,321
$ 145,936
$ 151,742
$ 162,242
$ 159,520
$ 183,147
3,277,872
3,483,521
3,622,132
3,872,740
3,807,788
4,371,773
979,087
1,040,514
1,081,917
1,156,772
1,137,371
1,305,831
458,338
487,094
506,476
541,518
532,436
611,297
315,036
334,801
348,123
372,209
365,967
420,1.72
13,202,642
9,181,350
8,451,134
17,002,961
7,903,949
8,007,514
233,993
-
53,643
1,537,175
73,000
-
18,604,289
14,673,216
14,215,167
24,645,617
13,980,032
14,899,734
29,054,280
32,602,743
36,025,403
35,400,103
34,022,544
35,990,349
3,396,485
3,767,543
4,546,742
4,678,089
4,589,026
4,618,491
4,509
3,005
17,302
7,716
16,327
49,086
-
-
1,725,900
1,796,262
2,056,711
2,903,853
506,359
511,404
641,826
1,174,477
1,217,580
1,226,741
125,683
-
-
2,531,225
-
-
1,120,920
839,464
4,834,355
-
2,241,040
4,517,598
34,208,236
37,724,159
47,791,528
45,587,872
44,143,228
49,306,118
52,812,525
52,397,375
62,006,695
70,233,489
58,123,260
64,205,852
(72,689,512) (70,119,398) (71,038,338) (61,037,748)
4,441,207 3,942,590 11,925,326 8,181,289
(68,248,305) $ (66,176,808) $ (59,113,012) $ (52,856,459)
123
(71,168,701) (76,872,091)
5,026,807 8,235,580
(66,141,894) $ (68,636,511)
16 -5
CiTy OF BAYTOWN, TF AS
CHANGES INNET POSITION (Continued)
Last Ten Fiscal Years
(Accrual Basis of Accounting)
General Revenues and Other Changes in
Net Position
Governmental activities:
Taxes:
Property taxes
Sales and hotel/motel taxes
Franchise taxes
Industrial district payments
Investment earnings
Miscellaneous income
Transfers, net
Total Governmental Activities
Business -type activities:
Investment earnings
Miscellaneous
Transfers, net
Total Business -Type Activities
Total Primary Government
Changes in Net Position
Governmental activities
Business -type activities
Total Primary Government
Changes in Net Position
16 -6
2005
$ 15,344,175
9,724,993
3,196,447
16,870,355
1,581,491
2,720,882
1,519,299
50,957,642
910,808
63,944
(1,519,299)
(544,547)
50,413,095
2006 2007
$ 16,065,176
10,439,285
4,227,213
17,275,592
2,659,933
2,366,908
2,288,164
55,322,271
2,185,441
318,974
(2,288,164)
216,251
55,538,522
$ 16,976,846
14,011,632
3,846,484
18,400,449
3,103,114
1,401,417
2,497,957
60,237,899
3,696,015
1,230,159
(2,497,957)
2,428,217
62,666,116
2008
$ 18,447,192
14,659,564
3,911,211
19,241,209
2,321,652
1,677,695
2,498,087
62,756,610
2,702,036
2,377,028
(2,498,087)
2,580,977
65,337,587
6,395,742 6,279,719 12,090,820 12,346,771
5,431,545 6,689,046 8,766,368 9,586,966
$ 11,827,287 $ 12,968,765
124
$ 20,857,188
$ 21,933,737
2009 2010 2011 2012 2013 2014
$ 20,864,156 $ 20,531,721 $ 18,470,910 $ 20,121,463
16,185,851
14,948,919
15,576,815
17,343,951
4,265,055
3,485,310
3,994,547
3,800,997
21,129,127
23,026,843
25,496,842
27,403,488
962,771
434,687
431,038
238,038
2,481,973
1,978,083
2,472,446
1,496,293
2,399,719
2,902,580
(16,088,839)
(16,735,496)
68,288,652
67,308,143
50,353,759
53,668,734
$ 21,128,244
18,558,609
3,825,432
28,339,356
628,564
1,777,705
2,750,047
77,007,957
$ 21,788,376
20,494,629
4,053,895
29,379,711
699,761
2,469,911
(7,571,502)
71,314,781
870,575
339,306
422,355
154,808
265,092
240,616
3,331,218
2,948,592
-
-
-
-
(2,399,719)
(2,902,580)
16,088,839
16,735,496
(2,750,047)
7,571,502
1,802,074
385,318
16,511,194
16,890,304
(2,484,955)
7,812,118
70,090,726
67,693,461
66,864,953
70,559,038
74,523,002
79,126,899
(4,400,860)
(2,811,255)
(20,684,579)
(7,369,014)
5,839,256
(5,557,310)
6,243,281
4,327,908
28,436,520
25,071,593
2,541,852
16,047,698
$ 1,842,421
$ 1,516,653
$ 7,751,941
$ 17,702,579
$ 8,381,108
$ 10,490,388
16 -7
125
CI'T'Y OF BAYTOWN, TFXAS
TAXREVENUES BY SOURCE, GOVERNMENTAL ACTIVITIES
Last Ten Fiscal Years
(Accrual Basis of Accounting)
Function
2005
2006
2007
2008
Property taxes
$ 15,344,175
$ 16,065,176
$ 16,976,846
$ 18,447,192
Sales and hotel /motel taxes
9,724,993
10,439,285
14,011,632
14,659,564
Franchise taxes
3,196,447
4,227,213
3,846,484
3,911,211
Industrial in- lieu -of -taxes
16,870,355
17,275,592
18,400,449
19,241,209
Total $ 45,135,970
$ 48,007,266
$ 53,235,411
$ 56,259,176
16 -8
126
2009
2010
2011
2012
2013
2014
$ 20,864,156
$ 20,531,721
$ 18,470,910
$ 20,121,463
$ 21,128,244
$ 21,788,376
16,185,851
14,948,919
15,576,815
17,343,951
18,558,609
20,494,629
4,265,055
3,485,310
3,994,547
3,800,997
3,825,432
4,053,895
21,129,127
23,026,843
25,496,842
27,403,488
28,339,356
29,379,711
$ 62,444,189
$ 61,992,793
$ 63,539,114
$ 68,669,899
$ 71,851,641
$ 75,716,611
16 -9
127
CITY OF BAYTOWN, ` E:xAS
FUND BALANCES, GOVERNMENTAL FUNDS
Last Ten Fiscal Years
(Modified Accrual Basis of Accounting)
2005 2006 2007 2008
General fund:
Nonspendable $ 959,335 $ 393,500 $ 14,017 $ 4,641
Unassigned 14,680,301 16,065,063 19,734,391 15,843,577
Total General Fund $ 15,639,636 $ 16,458,563 $ 19,748,408 $ 15,848,218
All Other Governmental Funds:
Nonspendable and restricted $ 33,518,414 $ 32,467,767 $ 33,625,388 $ 42,919,171
Unassigned, reported in
special revenue fiends - - - -
Total All Other Governmental Funds $ 33,518,414 $ 32,467,767 $ 33,625,388 $ 42,919,171
16 -10
128
2009 2010 2011 2012 2013 2014
$ 936 $ 169,624 $ 2,235 $ 220,522 $ 2,432 $ 5,651
16,679,153 17,854,264 19,387,708 21,942,516 23,644,132 24,401,167
$ 16,680,089 $ 18,023,888 $ 19,389,943 $ 22,163,038 $ 23,646,564 $ 24,406,818
$ 41,517,086 $ 30,637,159 $ 25,357,611 $ 29,983,278 $ 32,422,912 $ 35,690,127
(4,484,253) (705,793) (2,144,485) - - -
$ 37,032,833 $ 29,931,366 $ 23,213,126 $ 29,983,278 $ 32,4225912 $ 35,690,127
16 -11
129
Revenues
Taxes
Licenses and permits
Charges for services
Fines and forfeitures
Intergovernmental
Investment earnings
Otherrevenues
CITY OF BAYTOWN, Te AS
CHANGES IN FUND BALANCES, GO VERNMENTAL FUNDS
Last Ten Fiscal Years
(Modified Accrual Basis of Accounting)
Total Revenues
Expenditures
General government
Public safety
Public works
Public health
Parks, recreation, and culture
Capital outlay
Debt service:
Principal
Payment to bond escrow agent
Interest
Issuance costs
Total Expenditures
(Deficiency) of Revenues
(Under) Expenditures
Other Financing Sources Uses
Transfers in
Transfers out
Debt issued
Premium on refunded bonds
Premium on bonds
Payment to bond escrow agent
Total Other Financing Sources
Fiscal Year
2005 2006 2007 2008
$ 45,085,265 $ 47,867,459 $ 53,035,426 $ 56,142,813
691,096
1,004,601
1,103,462
1,266,293
1,857,755
1,657,473
1,841,588
2,031,882
3,025,647
2,590,884
2,050,463
2,600,234
6,365,752
6,565,100
2,470,192
8,601,399
1,514,693
2,548,099
2,929,591
2,180,999
1,430,402
1,575,506
1,401,417
1,677,695
59,970,610
63,809,122
64,832,139
74,501,315
10,776,015
12,008,362
12,177,560
19,168,075
26,873,652
28,922,600
26,601,574
28,448,789
4,134,898
6,750,873
3,648,853
6,297,505
958,435
1,107,306
1,187,748
1,745,951
5,325,058
5,853,608
5,934,613
6,073,295
8,133,822
8,730,301
10,768,555
11,573,473
7,185,000
4,995,000
5,235,000
6,036,221
2,976,287
2,939,710
2,947,291
2,654,380
185,192
49,458
29,500
73,749
66,548,359
71,357,218
68,530,694
82,071,438
(6,577,749)
(7,548,096)
(3,698,555)
(7,570,123)
7,069,722
5,140,378
4,505,705
9,902,966
(5,739,150)
(3,040,941)
(2,103,614)
(7,483,207)
12,800,000
5,215,000
1,625,106
12,890,000
5,743
-
-
-
1,164
1,939
-
-
(7,701,773)
-
-
-
6,435,706
7,316,376
4,027,197
15,309,759
Net Change in Fund Balances $ (142,043) $ (231,720) $ 328,642 $ 7,739,636
Debt service as a percentage
of noncapital expenditures 17.40% 12.67% 14.17% 13.37%
16 -12
130
Fiscal Year
2009 2010 2011 2012 2013 2014
$ 61,987,534 $
61,847,746 $
63,803,207
$ 68,613,205
$ 71,412,597 $
76,037,374
1,066,981
1,196,580
923,871
1,261,683
1,487,239
1,665,982
2,014,938
6945539
1,951,435
2,167,437
1,862,802
2,446,596
2,0855735
3,600,747
25835,084
2,676,361
2,653,042
2,779,642
13,436,635
9,181,350
8,504,777
17,002,961
7,976,949
8,007,514
899,362
412,651
413,708
228,271
628,564
699,601
2,481,973
1,978,083
25472,446
1,496,293
1,777,705
2,469,911
83,973,158
78,911,696
80,904,528
93,446,211
87,798,898
94,106,620
27,823,804
19,864,495
16,305,601
18,086,658
22,112,626
22,052,424
31,091,963
32,695,166
33,030,194
34,759,167
35,931,532
40,149,536
4,265,955
5,5245041
7,620,588
6,041,762
12,140,511
7,567,629
1,816,595
2,093,632
25025,190
2,097,100
25157,928
2,211,409
6,341,923
6,892,095
6,797,043
7,287,529
7,232,586
7,737,412
24,603,366
18,874,965
21,213,893
24,026,301
14,699,587
15,379,097
5,985,256
6,534,952
7,179,657
7,025,465
5,720,963
6,607,061
-
-
-
-
-
91593,273
3,325,192
2,851,170
2,803,734
3,207,221
3,561,552
3,801,444
88,555
211,222
252,760
306,526
278,160
325,255
105,342,609
95,541,738
97,228,660
102,837,729
103,835,445
115,424,540
(21,369,451)
(16,630,042)
(16,324,132)
(9,391,518)
(16,0365547)
(21,317,920)
4,499,671
8,631,417
5,838,266
10,884,230
9,207,896
20,118,032
(25879,831)
(5,9115765)
(6,384,844)
(15,871,347)
(5,131,440)
(24,142,524)
55630,293
17,933,100
22,390,000
30,2255000
16,800,000
31,099,696
-
107,342
766,072
2,204,993
-
-
-
-
-
-
2835150
1,864,050
-
(8,069,794)
(5,312,193)
(8,508,111)
-
(35593,865)
7,250,133
12,690,300
17,297,301
18,934,765
21,159,606
25,345,389
$ (14,119,318) $ (3,939,742) $ 973,169 $ 9,543,247 $ 5,123,059 $ 4,027,469
11.10% 12.49% 10.75% 11.18% 11.34% 10.44%
16 -13
131
• c 7*Lmy �
TAX RE VENUE, S B Y SO UR CE, GO VERNMENTAL A CTIVITIES
Last Ten Fiscal Years
(Modified Accrual Basis of Accounting)
Function
Property taxes
Sales and hotel taxes
Franchise taxes
Industrial in- lieu -of -taxes
Total
2005
$ 15,293,470
9,724,993
3,196,447
16,870,355
$ 45,085,265
16 -14
132
2006 2007 2008
$ 15,925,369 $ 15,865,191 $ 18,330,829
10,439,285
4,227,213
17,275,592
$ 47,867,459
10,439,285
4,227,213
17,275,592
$ 47,807,281
14,659,564
3,911,211
19,241,209
$ 56,142,813
2009 2010 2011
$ 20,407,501 $ 20,386,674 $ 18,735,003
16,185,851 16,185,851 15,576,815
4,265,055 4,265,055 3,994,547
21,129,127 21,129,127 25,496,842
$ 61,987,534 $ 61,966,707 $ 63,803,207
2012 2013
$ 20,064,769
17,343,951
3,800,997
27,403,488
$ 68,613,205
20,694,270
18,558,609
3,825,432
28,334,286
$ 71,412,597
2014
$ 22,109,139
20,494,629
4,053,895
29,379,711
$ 76,037,374
16 -15
133
CITY OF BAYTOWN, TExAS
ASSESSED VALUE AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY
Last Ten Fiscal Years
Taxable value as a percentage of
assessed value 80.0% 73.1%
Total tax rate $ 0.73703 $ 0.73703
(1) Assessed valuations are considered to be 100 percent of actual valuations.
16 -16
134
71.6% 81.0%
$ 0.73703 $ 0.73703
Fiscal Year
2005
2006
2007
2008
Real assessed value
$ 2,127,989,730
$ 2,382,435,518
$ 2,661,656,747
$ 2,577,257,056
Personal assessed value
460,761,590
536,062,697
549,496,484
471,658,764
Total assessed value (1)
2,588,751,320
2,918,498,215
3,211,153,231
3,048,915,820
Less: real property exemptions
(516,611,740)
(785,578,290)
(910,929,124)
(577,912,543)
Taxable value
$ 2,072,139,580
$ 2,132,919,925
$ 2,300,224,107
$ 2,471,003,277
Taxable value as a percentage of
assessed value 80.0% 73.1%
Total tax rate $ 0.73703 $ 0.73703
(1) Assessed valuations are considered to be 100 percent of actual valuations.
16 -16
134
71.6% 81.0%
$ 0.73703 $ 0.73703
16 -17
135
Fiscal Year
2009
2010
2011
2012
2013
2014
$ 3,113,666,103
$ 3,065,166,229
$ 3,015,384,493
$ 2,926,000,599
$ 2,939,825,902
$ 3,014,917,703
546,159,699
555,950,392
350,698,140
411,118,921
436,801,409
503,811,955
3,659,825,802
3,621,116,621
3,366,082,633
3,337,119,520
3,376,627,311
3,518,729,658
(967,105,346)
(972,555,660)
(924,359,699)
(928,173,569)
(886,164,075)
(898,967,084)
$ 2,441,722,934
$ 2,408,945,951
$ 2,490,463,236
$ 2,648,560,961
$ 2,692,720,456
$ 2,619,762,574
73.6%
73.1%
72.5%
72.2%
73.8%
74.5%
$ 0.78703
$ 0.78703
$ 0.78703
$ 0.82203
$ 0.82203
$ 0.82203
16 -17
135
CI`P'Y OF BAYT'OiI N, 'T ExAS
PROPERTY TAX RATES - DIRECT AND OVERLAPPING GOVERNMENTS
Last Ten Fiscal Years
2005
Fiscal Year
2006 2007
2008
City of Baytown by fund
General fund
$
0.45700
$
0.45700
$
0.45700
$
0.45700
Debt service fined
0.28003
0.28003
0.28003
0.28003
Total
$
0.73703
$
0.73703
$
0.73703
$
0.73703
Harris County
$
0.39986
$
0.40239
$
0.40240
$
0.39239
Harris County Flood Control District
0.03322
0.03241
0.03241
0.03106
Port of Houston Authority
0.01474
0.01302
0.01302
0.01437
Harris County Hospital District
0.19216
0.19216
0.19216
0.19216
Harris County Dept. of Education
0.00629
0.00629
0.00629
0.00585
Goose Creek Independent School District
1.68371
1.72750
1.59562
1.30196
Lee Junior College District
0.20841
0.20678
0.20228
0.20678
Total Direct and Overlapping Rates
$
3.27542
$
3.31758
$
3.18121
$
2.88160
Tax rates per $100 of assessed valuation
Source: Harris County Appraisal District
16 -18
136
Fiscal Year
2009 2010 2011 2012 2013 2014
$
0.45700
$
0.45700
$
0,45700
$
0.42578
$ 0.43658
$
0.43713
0.33003
0.33003
0,33003
0,39625
0.38545
$
0.38490
$
0.78703
$
0.78703
$
0.78703
$
0.82203
$ 0.82203
$
0.82203
$
0.38923
$
0.39224
$
0,38805
$
0.39117
0.40021
$
0.41455
0.03086
0.02922
0.02923
0.02809
0.02809
$
0.02827
0,01773
0.01636
0.02054
0.01856
0.19216
$
0.17160
0.19216
0.19216
0.19216
0.19216
0,18216
$
0.17000
0.00584
0.00605
0.00658
0.00568
0.00662
$
0.00636
1.28213
1.28213
1.30213
1.33213
1.33213
$
1.38679
0.20588
0.22120
0.25200
0.25200
0.24100
$
0.26070
$
2.91086
$
2.92639
$
2.97772
$
3.04182
$ 3.20440
$
3.26030
16 -19
137
BAYTOWN
S
16 -20
Property Taxpayer
CenterPoint Energy Inc.
Exxon Mobil Corp.
LCY Elastomers LP
TPC Group Inc.
Wal Mart
Foothills Texas Inc.
MREF Villas LLC
AHC Goose Creek LLC
2008 Baker Rd.
2012 Baker R II LTD
Verizon Southwest
Continental Airlines, Inc
Valero Marketing & Supply
Car Son Bay LP
Memorial NW Pavillion LTD
Camden Property Trust
Subtotal
Other Taxpayers
CITY OF BAYTOWN, TExAs
PRINCIPAL PROPERTY TAXPAYERS
Current Year and Nine Years Ago
Fiscal Year
243,475,274
2,376,287,300
Total $ 2,619,762,574
9.29% 318,685,030 15.11%
90.71% 1,753,454,550 84.89%
100.00% $ 2,072,139,580 100.00%
Source: Goose Creek Independent School District Tax Office
*A sigiuficant portion of Exxon Mobil Corporation's property was disannexed in fiscal year 2010 and the tax revenue the City
receives on such property is now accounted for as industrial district agreement revenue, not property tax revenue.
16 -21
139
2014
2005
% of
% of
Taxable
Taxable
Taxable
Taxable
Assessed
Assessed
Assessed
Assessed
Value
Rank
Value
Value
Rank
Value
$ 48,844,569.00
1
1.86%
$ 57,784,828
2
2%
31,161,035
2
1.19%
140,711,926
* 1
7.01%
29,213,072
3
1.12%
9,537,454
10
0.45%
23,865,498
4
0.91%
-
n/a
n/a
19,994,151
5
0.76%
24,039,291
4
0.76%
19,780,116
6
0.76%
-
n/a
n/a
19,716,000
7
0.75%
-
n/a
n/a
18,005,435
8
0.69%
-
n/a
n/a
17,294,358
9
0.66%
-
n/a
n/a
15,601,040
10
0.60%
-
n/a
n/a
-
n/a
n/a
24,750,800
3
1.34%
-
n/a
n/a
16,970,170
5
0.76 %
-
n/a
n/a
12,349,160
6
0.67%
-
n/a
n/a
11,945,301
7
0.64%
-
n/a
n/a
10,646,100
8
0.56%
-
n/a
n/a
9,950,000
9
0.50%
243,475,274
2,376,287,300
Total $ 2,619,762,574
9.29% 318,685,030 15.11%
90.71% 1,753,454,550 84.89%
100.00% $ 2,072,139,580 100.00%
Source: Goose Creek Independent School District Tax Office
*A sigiuficant portion of Exxon Mobil Corporation's property was disannexed in fiscal year 2010 and the tax revenue the City
receives on such property is now accounted for as industrial district agreement revenue, not property tax revenue.
16 -21
139
CITY OF BAYTOWN, 'TEXAS
PROPERTY TAX LEVIES AND COLLECTIONS
Last Ten Fiscal Years
percentage of current levy
Outstanding delinquent taxes
Outstanding delinquent taxes
as percentage of current levy
16 -22
$ 120,502 $ 125,977 $ 127,157 $ 138,568
0.79% 0.80% 0.75% 0.77 %
140
Fiscal Year
2005
2006
2007
2008
Tax levy $
15,272,290 $
15,720,260 $
16,953,342 $
18,107,174
Current tax collected
14,623,305
15,156,541
15,933,127
17,333,357
Percent of current tax collections
95.75%
96.41%
93.98%
95.73%
Delinquent tax collections
528,483
437,742
893,058
635,249
Total tax collections $
15,151,788 $
15,594,283 $
16,826,185 $
17,968,606
Total collections as a
99.21%
99.20%
99.25%
99.23%
percentage of current levy
Outstanding delinquent taxes
Outstanding delinquent taxes
as percentage of current levy
16 -22
$ 120,502 $ 125,977 $ 127,157 $ 138,568
0.79% 0.80% 0.75% 0.77 %
140
Fiscal Year
2009
2010
2011
2012
2013
2014
$ 20,687,000 $
20,578,993 $
18,723,249 $
19,590,385 $
20,289,862 $
21,420,205
19,456,285
19,434,196
17,972,214
18,805,563
19,510,785
20,706,861
94.05%
94.44%
95.99%
95.99%
96.16%
96.67%
1,052,664
895,046
472,244
410,121
327,119
-
$ 20,508,949 $
20,329,242 $
18,444,458 $
19,215,684 $
19,837,904 $
20,706,861
99.14%
98.79%
98.51%
98.09%
97.77%
96.67%
$ 178,051 $ 249,751 $ 278,791 $ 374,701 $ 451,958 $ 713,344
0.86% 1.21% 1.49% 1.91% 2.23% 3.33%
16 -23
141
CITY OF BAYTOWN, 'T ExAS
RATIOS OF OUTSTANDING DEBT BY TYPE
Last Ten Fiscal Years
Business -Type Activities:
Revenue bonds
15,715,000
Fiscal Year
12,025,000
10,050,000
Certificates of obligation
2005
2006
2007
2008
Governmental Activities:
-
-
(40,779)
(37,016)
General obligation bonds
$ 49,700,000
$ 51,560,000 $
48,045,000
$ 57,035,000
Certificates of obligation
10,880,000
9,515,000
9,085,000
7,510,000
Alternative minimum tax bonds
2,255,000
1,980,000
1,690,000
1,385,000
Capital leases
-
-
589,947
333,726
Premiums
8,933
8,405
7,867
7,329
Business -Type Activities:
Revenue bonds
15,715,000
13,910,000
12,025,000
10,050,000
Certificates of obligation
42,600,000
32,165,000
83,270,000
109,610,000
Discounts
-
-
(40,779)
(37,016)
Premiums
-
-
-
-
Total Primary Government
T 121,158,933
$ 109,138,405
$ 154,672,035
$ 185,894,039
Percentage of personal income
5.0%
5.3%
8.0%
9.8%
Per capita
$ 1,708
$ 1,520
$ 2,126
$ 2,502
Note: Details regarding the City's outstanding debt can be found in the notes to the financial statements.
16 -24
142
Fiscal Year
2009
2010
2011
2012
2013
2014
105,165,000
94,820,000
87,030,000
73,120,000
85,315,000
$ 52,615,000
$ 52,343,100
$ 62,836,800
$ 78,939,100 $
92,419,850
$ 104,834,650
8,690,000
12,850,000
12,785,000
13,140,000
10,945,000
10,320,000
1,065,000
725,000
375,000
-
-
-
3,538,763
3,353,811
3,150,454
2,874,038
2,667,325
2,579,696
6,791
106,638
860,245
3,014,470
3,077,237
4,702,742
7,985,000
11,431,900
8,268,200
5,650,900
4,145,150
2,695,350
105,165,000
94,820,000
87,030,000
73,120,000
85,315,000
83,940,000
(33,263)
-
-
-
-
-
-
103,491
91,077
78,663
473,537
866,564
$ 179,032,291
$ 175,733,940
$ 175,396,776
$ 176,817,171
$ 199,043,099
$ 209,939,002
11.8%
11.2%
11.3%
10.3%
12.5%
11.5%
$ 2,392
$ 2,320
$ 2,425
$ 2,409
$ 2,692
$ 2,783
16 -25
143
CITY OF BAYTOWN, 'TEXAS
RATIO OF GENERAL BONDED DEBT OUTSTANDING
Last Ten Fiscal Years
Fiscal Year
Ratio of Net Bonded Debt
to Assessed Value
Population
Net Bonded Debt per Capita
16 -26
2.95%
70,512
868 $
144
2.89% 2.52% 2.64%
71,358 72,215 73,959
863 $ 802 $ 883
2005
2006
2007
2008
Net Taxable Assessed Value
All property
$ 2,072,139,580
$ 2,132,919,925
$ 2,300,224,107
$ 2,471,003,277
Net Bonded Debt
Gross bonded debt
62,843,933
63,063,405
58,827,867
65,937,329
Less debt service funds
1,673,675
1,489,010
922,394
596,117
Total Net Bonded Debt
$ 61,170,258
$ 61,574,395
$ 57,905,473
$ 65,341,212
Ratio of Net Bonded Debt
to Assessed Value
Population
Net Bonded Debt per Capita
16 -26
2.95%
70,512
868 $
144
2.89% 2.52% 2.64%
71,358 72,215 73,959
863 $ 802 $ 883
16 -27
145
Fiscal Year
2009
2010
2011
2012
2013
2014
$ 2,692,720,456
$ 2,648,560,961
$ 2,441,722,934
$ 2,408,945,951
$ 2,490,463,236
$ 2,619,762,574
62,376,791
66,024,738
76,857,045
95,093,570
106,442,087
119,857,392
786,092
488,131
292,736
1,229,116
3,715,519
5,486,465
$ 61,590,699
$ 65,536,607
$ 76,564,309
$ 93,864,454
$ 102,726,568
$ 114,370,927
2.29%
2.47%
3.14%
3.90%
4.12%
4.37%
74,845
75,743
72,339
73,413
72,418
73,972
$ 823
$ 865
$ 1,058
$ 1,279
$ 1,419
$ 1,546
16 -27
145
BAYTOWN
S
16 -28
CITY OF BAYTOWN, TF AS
DIRECT AND OVERLAPPING GOVERNMENTAL ACTIVITIES DEBT
For the Year Ended September 30, 2014
Source: Harris County
(1) Estimated percentage applicable obtained from Municipal Advisory Council of Texas. The percentage
of overlapping debt applicable is estimated using taxable assessed property values. Applicable percentages
were estimated by deten3ining the portion of the City's taxable assessed value that is within the City's
boundaries and dividing it by the City's total taxable assessed value.
(2) The City of Baytown is located within two counties. A resident would either live in Harris County
or Chambers County, not both.
16 -29
147
Estimated
Net Bonded
Estimated
Share of
Debt
Percentage
Overlapping
Outstanding
Applicable (1)
Debt
Governmental Unit
Debt repaid with property taxes
Harris County (2)
$ 2,564,448,204
0.80%
$ 20,515,586
Harris County Dept of Education
7,410,000
0.80%
59,280
Harris County MUD #459
1,750,000
100.00%
1,750,000
Goose Creek Independent School District
465,085,000
39.96%
185,847,966
Lee Junior College District
48,915,000
40.42%
19,771,443
Port of Houston Authority
717,624,397
0.80%
5,740,995
Chambers County (2)
15,835,000
6.98%
1,105,283
Subtotal, overlapping debt
3,821,067,601
234,790,553
City direct debt
122,437,088
100%
122,437,088
Total Direct and Overlapping Debt
$ 357,227,641
Source: Harris County
(1) Estimated percentage applicable obtained from Municipal Advisory Council of Texas. The percentage
of overlapping debt applicable is estimated using taxable assessed property values. Applicable percentages
were estimated by deten3ining the portion of the City's taxable assessed value that is within the City's
boundaries and dividing it by the City's total taxable assessed value.
(2) The City of Baytown is located within two counties. A resident would either live in Harris County
or Chambers County, not both.
16 -29
147
CITY OF BAYTOWN, TExAS
LEGAL DEBT MARGIN INFORMATION
Last Ten Fiscal Years
Total net debt applicable to the limit
as a percentage of debt limit 29.52% 28.86% 25.46% 26.44%
Legal Debt Margin Calculation for Fiscal Year 2014
Fiscal Year
$ 2,619,762,574
Debt limit (10 % of assessed value)
2005
2006
2007
2008
119,857,392
Less: amount set aside for
Debt limit $ 207,213,958
$ 213,291,993 $
227,377,841
$ 247,100,328
Total net debt applicable to limit 61,161,325
61,565,990
57,897,606
65,333,883
Legal Debt Margin $ 146,052,633
$ 151,726,003 $
169,480,235
$ 181,766,445
Total net debt applicable to the limit
as a percentage of debt limit 29.52% 28.86% 25.46% 26.44%
Legal Debt Margin Calculation for Fiscal Year 2014
Assessed value
$ 2,619,762,574
Debt limit (10 % of assessed value)
261,976,257
Debt applicable to limit:
General obligation bonds
119,857,392
Less: amount set aside for
repayment of general
obligation debt
(5,486,465)
Total net debt applicable to limit
$ 114,370,927
Legal debt margin
$ 147,605,330
Note: The City's Home Rule Charter (1983), Section 7.07 limits all bonded debt to no more than 10 percent of the
assessed valuation.
16-30
148
Fiscal Year
2009 2010 2011 2012 2013 2014
$ 269,272,046 $ 264,856,096 $ 244,172,293 $ 240,894,595 $ 249,046,324 $ 261,976,257
61,590,699 65,918,100 75,996,800 95,093,570 106,442,087 114,370,927
$ 207,681,347 $ 198,937,996 $ 168,175,493 $ 145,801,025 $ 142,604,237 $ 147,605,330
22.87% 24.89% 31.12% 39.48% 42.74% 43.66%
16 -31
149
CITY OF BAYTOWN, TExAS
PLEDGED REVENUE COVERAGE (WATER AND SEWER FUND)
Last Ten Fiscal Years
(1) Total operating expenses less depreciation
(2) Includes revenue bonds only
16 -32
150
Fiscal Year
2005
2006
2007
2008
Gross Revenues
$
22,102,730
$
25,032,317
$
28,764,540
$
26,269,326
Operating Expenses (1)
12,195,906
12,762,643
19,617,174
14,379,665
Net Revenues Available for Debt
Service
$
9,906,824
$
12,269,674
$
9,147,366
$
11,889,661
Debt Service Requirements (2)
Principal
$
2,970,000
$
3,510,000
$
4,440,000
$
5,135,000
Interest
2,340,842
2,681,200
3,749,409
4,707,217
Total
$
5,310,842
$
6,191,200
$
8,189,409
$
9,842,217
Coverage
1.87
1.98
1.12
1.21
(1) Total operating expenses less depreciation
(2) Includes revenue bonds only
16 -32
150
2009 2010
28,951,379 $ 30,793,030
Fiscal Year
2011 2012 2013
$ 33,456,570 $ 35,369,368 $ 34,022,544
2014
$ 35,990,349
16,760,578 18,838,982 20,866,590 22,553,420 22,570,370 23,234,448
$ 12,190,801 $ 11,954,048 $ 12,589,980 $ 12,815,948 $ 11,452,174 $ 1.2,755,901
$ 6,510,000 $
3,163,700 $
2,617,300 $
1,505,750 $
1,620,000 $
2,380,000
4,733,526
4,198,917
4,025,737
3,274,771
3,123,765
3,224,871
$ 11,243,526 $
7,362,617 $
6,643,037 $
4,780,521 $
4,743,765 $
5,604,871
1.08
1.62
1.90
2.68
2.41
2.28
16 -33
151
CI'T'Y OF BAYTOWN, ` ExAS
DEMO GRAPHIC AND ECONOMIC STATISTICS
Last Ten Fiscal Years
Data sources:
(1) Years 2002 -2009: City of Baytown P1arming Department projection. Years 2010 and 2011: 2010 Census.
(2) City of Baytown's per capita personal income in Houston- Sugarland-B aytown MSA figures for years 2001 to 2008.
Years 2009 to 2011: - American FactFinder.
(3) Wikipedia - Baytown, Texas
(4) Goose Creek Consolidated Independent School District
(5) Texas Workforce Commission
16 -34
152
Fiscal Year
2005
2006
2007
2008
Population (1)
70,512
71,358
72,215
73,959
Personal income
$2,388,452,976
$2,044,906,206
$1,923,952,030
$1,887,655,557
Per capita personal income (2)
$ 33,873
$ 28,657
$ 26,642
$ 25,523
Median age (3)
30.6
35.0
30.9
31.0
Education level in years of schooling (3)
14.8
14.8
14.8
14.8
School enrollment (4)
20,161
20,224
20,352
20,697
Unemployment rate (5)
7.40%
6.30 %
5.80%
7.40%
Data sources:
(1) Years 2002 -2009: City of Baytown P1arming Department projection. Years 2010 and 2011: 2010 Census.
(2) City of Baytown's per capita personal income in Houston- Sugarland-B aytown MSA figures for years 2001 to 2008.
Years 2009 to 2011: - American FactFinder.
(3) Wikipedia - Baytown, Texas
(4) Goose Creek Consolidated Independent School District
(5) Texas Workforce Commission
16 -34
152
Fiscal Year
2009
2010
2011
2012
2013
2014
74,845
75,743
72,339
73,413
73,950
75,424
$1,513,740,125
$1,575,984,601
$1,546,318,464
$1,709,495,118
$1,588,963,650
$1,822,625,836
$ 20,225
$ 20,807
$ 21,376
$ 23,286
$ 21,487
$ 24,165
31.0
31.0
31.0
31.0
31.0
31.0
14.8
14.8
14.8
14.8
14.8
14.8
20,839
21,136
21,516
21,793
21,663
21,723
11.50%
11.00%
11.60%
9.50%
8.60%
6.40%
16 -35
153
BAYTOWN
S
16 -36
CITY OF BAYTOWN, TEXAS
PRINCIPAL EMPLOYERS
Current Fiscal Year and Nine Years Ago
Employer
Exxon Mobil- Baytown Complex
Goose Creek Consolidated
Independent School District
San Jacinto Methodist Hospital
Bayer Corporation
JSW Steel
City of Baytown
Chevron Phillips Chemical Company
Wal -Mart Distribution Center
Lee College
Home Depot Distribution Center
TMK -IPSCO
Exel Logistics
Fiscal Year
2014
2005
Percentage Percentage
of Total City of Total City
Employees Rank Employment Employees Rank Employment
3,785 1 11.89% 4,067 1 13.43%
3,012
2
9.46%
2,377
2
7.85%
1,687
3
5.30%
1,357
4
4.48%
1,100
4
3.46%
1,650
3
5.45%
800
5
2.51%
n/a
n/a
n/a
789
6
2.48%
664
5
2.19%
685
7
2.15%
640
6
2.11%
600
8
1.88%
n/a
n/a
n/a
390
9
1.23%
359
7
1.19%
325
10
1.02%
n/a
n/a
n/a
245
11
0.77%
n/a
n/a
n/a
200
12
0.63%
n/a
n/a
n/a
Total 13,618 42.78% 11,114
Source: Baytown Economic Development Foundation, City of Baytown and Lee College.
36.70%
16 -37
CITY OF BAYTOWN, TExA
FULL -TIME EQUIVALENT CITYEMPLOYEES BYFUNCTION
Last Ten Fiscal Years
Fiscal Year
Program Funds:
Emergency management
2005
2006
2007
2008
General Fund:
12.00
11.06
6.50
5.25
General government
76.56
77.50
79.50
82.65
Public safety
18.00
12.00
-
-
Police
-
1.00
-
-
Officers
117.00
124.00
124.00
129.00
Civilians
54.00
54.00
57.00
52.00
Fire
-
-
14.00
15.00
Firefighters and officers
84.50
90.50
90.50
90.50
Civilians
6.00
6.00
6.00
6.00
Other public safety
43.00
45.00
45.00
47.00
Public works
46.50
46.50
49.50
50.50
Public health
8.19
9.19
12.75
24.00
Parks, recreation, and culture
55.00
55.00
67.00
60.00
General Fund Total
490.75
507.69
531.25
541.65
Hotel /Motel Fund
-
-
-
-
Enterprise Fund:
Aquatics
-
-
-
-
Water and sewer
101.00
101.00
108.00
111.85
Sanitation
11.50
9.50
9.50
9.50
Storm water utility
2.00
2.00
2.00
2.00
Internal service
12.00
12.00
12.00
12.00
Enterprise Fund Total
126.50
124.50
131.50
135.35
Program Funds:
Emergency management
1.50
1.50
1.50
2.50
Community development block grant
12.00
11.06
6.50
5.25
Harris County organized crime and
narcotics task force
18.00
12.00
-
-
Organized crime unit transitional
-
1.00
-
-
High intensity drug trafficking area
1.25
1.25
1.25
1.25
Miscellaneous police
3.00
3.00
3.00
3.00
Crime control and prevention district
-
-
14.00
15.00
Fire control, prevention and emergency
medical services district
-
-
1.00
1.00
Municipal court special revenue
1.00
-
1.00
1.00
Wetlands education and recreation center
1.00
1.00
1.00
2.00
Capital improvement program
2.00
2.00
2.00
2.00
CIPF -water and sewer
1.00
1.00
-
-
Odd trust and agency
1.00
1.00
-
-
MDD
Baytown Nature Center
Workers' compensation
-
1.00
1.00
1.00
Program Funds Total
41.75
35.81
32.25
34.00
Total
659.00
668.00
695.00
711.00
16 -38
156
Fiscal Year
2009
2010
2011
2012
2013
2014
87.65
91.40
91.40
92.40
92.40
93.40
129.00
129.00
129.00
1 31.00
137.00
143.00
52.00
51.00
51.00
49.00
49.00
50.00
101.00
101.00
1.06.00
106.00
112.00
140.00
6.00
6.00
6.00
6.00
6.00
10.00
50.00
50.00
50.00
49.00
53.00
26.00
50.50
49.50
49.50
44.50
44.50
43.50
23.00
23.00
23.00
22.00
23.00
23,00
64.00
65.00
65.00
64.00
64.00
64.00
563.15
565.90
570.90
563.90
580.90
592.90
0.50
-
-
1.00
1.00
2.00
-
-
-
2.00
2.00
3.00
113.85
113.85
113.85
116.85
117.85
122.85
9.50
12.50
12.50
12.50
12.50
13.50
2.00
3.00
3.00
4.00
4.00
4.00
12.00
12.00
12.00
12.00
12.00
12.00
1.37.35
141.35
141.35
147.35
148.35
155.35
4.75
4.50
4.50
4.50
4.50
4.50
0.25
0.25
0.25
0.25
0.25
0.25
3.00
3.00
3.00
4.00
4.00
4.00
15.00
15.00
15.00
15.00
15.00
1.5.00
1.00
1.00
1.00
1.00
2.00
2.00
1.00
1.00
1.00
-
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
3.00
3.00
3.00
3.00
3.00
3.00
-
-
-
-
-
1.00
2.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
31.00
30.75
30,75
30.75
36.75
38.75
732.00
738.00
743.00
743.00
767.00
789.00
16 -39
157
CITY OF BAYTOWN, TEXAv
OPERATING INDICA TORS T Y F UNCTION
Last Ten Fiscal Years
Fiscal Year
2005 2006 2007 2008
Function
Police:
Arrests
5,411
5,689
5,823
Accident reports
2,010
2,230
2,504
Citations
14,248
17,193
17,254
Offense reports
12,432
13,596
13,972
Calls for service
57,029
60,151
60,486
Fire:
Medical responses
2,557
3,002
3,065
Fire /rescue incidents
1,882
1,967
2,069
Response times:
One minute for turnout time
100%
100%
90%
Four minutes or less for the arrival of the first arriving
engine company for a fire
59%
45%
42%
Eight minutes or less for the deployment of a full first
alarm assignment at a fire suppression incident
53%
32%
28%
Five minutes or less for the arrival of the first arriving
engine company for a fire
n/a
n/a
n/a
Nine minutes or less for the deployment of a full first
alarm assignment at a fire suppression incident
n/a
n/a
n/a
Water:
Number of water customers
19,950
19,834
20,629
Source
Trinity River
Trinity River
Trinity River
Average daily water usage (millions of gallons)
12.45
11.83
9.15
Number of million gallons of surface water pumped
4,544
4,487
3,341
Number of million gallons of well water pumped
11.69
3.33
2.11
Peak daily consumption (millions of gallons)
17.80
15.76
11.44
Sewer:
Number of sewer connections
19,047
19,280
20,055
Average daily treatment (millions of gallons)
11.04
10.18
13.39
Total consumption (billions of gallons)
4,297
3,715
4,886
Peak daily consumption (millions of gallons)
37.70
59.60
91.85
Data source: various City departments
* In 2009, the new reporting software calculates the response times
using the National Fire Protection
Association 1710.
16 -40
158
4,919
2,374
15,344
13,780
53,468
3,241
2,336
60%
42%
48%
n/a
n/a
21,453
Trinity River
10.00
3,112
0.38
13.30
20,834
11.27
4,110
46.61
Fiscal Year
2009
2010
2011
2012
2013
2014
5,925
7,347
6,880
6,806
5,877
5,717
2,335
2,047
1,900
1,899
1,980
2,207
14,378
15,401
15,186
16,120
21,731
17,904
13,717
13,680
13,352
14,800
15,144
14,911
48,789
49,573
49,024
46,175
48,988
55,045
2,896
3,376
3,224
3,700
5,039
9,577
1,977
1,965
1,868
1,596
2,097
2,301
16 -41
159
'74%
74%
67 %
69.65%
65.86%
61.81%
69%
69%
73%
86.36 %
91.03 %
85.44%
21,678
21,804
21,903
22,104
22,212
22,417
Trinity River
Trinity River
Trinity River
Trinity River
Trinity River
Trinity River
11.90
12.29
12.92
12.01
12.58
12.70
3,148
4,486
5,255
5,140
4,262
4,638
1.10
0.11
8.06
0.60
0.53
2.13
18.36
22.07
24.63
20.92
18.55
17.11
20,918
21,011
21,086
21,241
21,316
21,513
10.57
11.40
10.30
9.53
12.23
10.44
3,708
4,161
3,760
3,479
4.462
3,811
40.00
40.23
35.39
35.39
40.16
35.95
16 -41
159
CITY OF BAYTO'S N, TFxAS
CAPITAL ASSET STATISTICS BYFUNCTION
Last Ten Fiscal Years
Fiscal Year
Data source: various City departments
16 -42
160
2005
2006
2007
2008
Function
Police:
Stations
3
3
3
3
Patrol units
75
75
75
75
Fire stations
5
5
5
5
Other public works:
Streets (miles)
288
375
379
404
Streetlights
4,013
4,038
4,358
4,481
Parks and recreation:
Parks
45
45
45
45
Parks acreage
985
985
985
985
Parks - developed
490
490
490
490
Parks - undeveloped
495
495
495
495
Swimming pools
2
2
2
1
Spraygrounds
1
1
1
1
Baseball /softball diamonds
21
21
21
21
Tennis courts
10
10
10
8
Community centers
2
2
2
1
Water parks
-
-
-
-
Quick soccer courts
-
-
-
-
Water:
Water mains (miles)
366
357
359
362
Fire hydrants
1,661
1,678
1,700
1,737
System capacity (millions of gallons)
26 MGD
26 MGD
26 MGD
26 MGD
Sewer:
Sanitary sewers (miles)
365
347
350
352
Storm sewers (miles)
180
170
172
173
Treatment plant capacity (millions of gallons)
16.2 MGD
16.2 MGD
16.2 MGD
16.2 MGD
Data source: various City departments
16 -42
160
Fiscal Year
2009 2010 2011 2012 2013 2014
5
5
3
3
3
3
78
83
83
87
87
93
5
5
6
6
6
7
408
408
409
429
429
431
4,921
4,726
4,641
4,728
5,098
4,911
45
47
47
47
47
50
985
1,084
1,084
1,084
1,084
1,151
490
967
967
967
967
972
495
117
117
117
117
179
1
-
1
-
-
-
1
1
2
4
4
5
22
22
22
22
22
22
6
7
7
4
4
4
1
1
1
1
1
1
-
1
2
2
2
2
-
-
-
2
2
2
362
378
383
385
390
398
1,780
1,810
1,860
1,896
1,937
2,003
26 MGD
26 MGD
26 MGD
26 MGD
26 MGD
26 MGD
352
365
366
367
372
377
173
173
169
172
173
174
20.2 MGD
20.2 MGD
20.2 MGD
20.2 MGD
20.2 MGD
24.2 MGD
16 -43
161
BAYTOWN
S
16 -44
BA YTO WN AREA
WATER
AUTHORITY
Baytown Area Water Authority, (BAWA), is a water authority created by Texas Legislature
to purchase and distribute surface and/or underground supplies for the City and surrounding
communities. The City accounts for approximately 90% of BAWA's annual sales. BAWA is
considered a component unit of the City of Baytown.
17 -1
BAYTOWN
S
17 -2
BAYTOWN AREA WATER
AUTHORITY (BAWA)
ANNUAL PROGRAM OF SERVICES
2015 -16
ADOPTED BUDGET
17 -3
BAYTOWN AREA WATER
AUTHORITY
BOARD OF DIRECTORS
BRENDA BRADLEY SMITH, President
MIKE WILSON, Vice President
WAYNE BALDWIN, Secretary
LETICIA BRYSCH, Assistant Secretary
BRANDON BENOIT, Director
FRANK McKAY III, Director
17 -4
BAYTOWN AREA WATER
AUTHORITY
(BAWA)
ORGANIZATION CHART
17 -5
August 19, 2015
BAYTOWN AREA WATER AUTHORITY
7425 Thompson Road, Baytown, Texas 77521 -1056 (281) 426 -3517 FAX (281) 426 -3519
President and Directors
Baytown Area Water Authority
Baytown, Texas
It is my pleasure to present the 2015 -16 Adopted Budget for the Baytown Area Water Authority
(BAWA). The Budget sets forth the revenues and appropriations for the fiscal year October 1, 2015
through September 30, 2016. The financial guidance provided by the Board has resulted in BAWA's
ability to maintain a system that consistently provides a dependable and high quality water supply to
the City of Baytown and surrounding communities.
The assurance that we can meet the future water needs of our growing community is vital to our
mission. To this end, this adopted budget continues to move forward the new BAWA East Water
Treatment Plant, continues to address improvements to the current water treatment facility including
replacement of the high service pump area of the plant. Additionally, toward this end we are adding
personnel positions of one Chief Laboratory Technician and one Supervisory Control and Data
Acquisition ( SCADA) Technician.
The development of the new BAWA plant continues to progress with the focus on design. The design
costs were split over two fiscal years: FY14 - $2.5 million and FY15 - $1.4 million. Construction
should begin in FY16 with completion expected in the summer of 2017. This budget anticipates
issuing $15 million in bonds to fund the initial construction phase.
Included in this budget is $5,500,000 for the replacement of the high service pump area, $650,000 for
SCADA upgrades, $200,000 for rehabilitation of the flocculation and sedimentation basins and
$186,000 for a new transfer pump. Also included is $709,594 for new initiatives bringing that total to
$1,500,000 for FYI 6.
The City of Houston notified BAWA of a 4.4% rate increase effective April 1, 2015, for untreated
water purchased from the City of Houston. The rates increased from $0.6232 to $0.6506 per 1,000
gallons. The City of Houston's Code of Ordinances provides that water and sewer rates be adjusted
automatically each year in April to reflect the previous year's percentage change to the Houston
Regional Consumer Price Index plus Houston population growth. An updated rate study has calculated
the effect of this increase, along with future capital and bond reserve needs, and recommends BAWA's
treated water rates increase 5% for its customers. This budget includes this recommended 5% rate
increase to provide for the increased cost of untreated water, debt associated with the capital program
and to provide a reserve for future capital project and working capital needs. Rates will be adjusted in
future budgets to reflect funding needs based on the rate study and actual operational needs including
debt service requirements.
17 -6
The capital improvements and efficient operations at BAWA are designed to provide the foundation
for new growth and continued reliable service of the highest quality water for our customers.
I look forward to reviewing this document with you.
Sincerely,
G
Rick Davis
General Manager
17 -7
MAJOR BUDGET ISSUES
Fiscal Year 2015 -16
BAYTOWN AREA WATER AUTHORITY
This fund accounts for the operations of the Baytown Area Water Authority (BAWA). BAWA is a
water authority created by the Texas Legislature to supply water for the City of Baytown (City) and
surrounding communities. BAWA services a total of eight customers with the City as the largest
customer, generating approximately 87% of BAWA's annual sales. BAWA is a separate legal
entity; however, it is considered a component unit of the City. Since it began operating, BAWA has
not experienced shortages of its raw water supply to the plant or interruptions of service to its
customers.
REVENUES
The 2015 -16 adopted budget estimates sales of $12,372,759 for an average of 12.25 million gallons
per day (MGD). Fluctuations in rainfall amounts can significantly impact actual sales. A 5% rate
increase, recommended by the Utility Rate Study, effective October 1, 2015, is included in the
2015 -16 budget. The existing rate structure of $2.61 per 1,000 gallons for the City of Baytown and
$2.65 per 1,000 gallons for customers outside the city will increase to $2.74 and $2.78 respectively.
This would cover the increased cost of operations, including debt service, the purchase of raw water,
and provide a reserve for future capital projects.
EXPENDITURES
Total operating expenditures for the adopted 2015 -16 budget are $6,276,375 which is an increase of
$308,303 from the 2014 -15 budget and includes additional personnel positions of one Chief
Laboratory Technician and one Supervisory Control and Data Acquisition (SCADA) Technician.
The budget also includes a transfer of $350,000 to the General Fund for an indirect cost allocation to
reimburse the City for administrative services such as Human Resources, Fiscal Operations, Legal
and Information Technology Services. Highlights of major operating changes are as follows:
• Increase in personnel services $ 119,018
• Increase in supplies 192,121
• Increase in maintenance 2,500
• Decrease in services (5,336)
• Decrease in capital outlay (61,147)
• Increase in transfers out - capital improvements 919,960
Raw Water Supply Cost — BAWA purchases raw water from the City of Houston. The raw water
supply contract with the City of Houston is in effect through the year 2040, and sets the maximum
amount of raw water to be delivered to the BAWA plant at 20 MGD without penalties. The
surcharge for water purchased over the 20 MGD is nominal at this time. BAWA received notice of
a rate increase (4.4 %) from $0.6232 to $0.6506 effective April 1, 2014. The annual rate adjustment
is intended to help cover the City of Houston's cost increases that impact the provision of safe, clean
drinking water and the collection and treatment of wastewater. This includes operational costs as
well as the costs involved in repairing portions of the City of Houston system's aging infrastructure.
17 -8
MAJOR BUDGET ISSUES
Fiscal Year 2015 -16
Debt Service — The transfer to cover the debt service requirement for the adopted 2015 -16 budget is
$3,187,063 which consists of $2,433,573 for existing debt and $753,490 for new debt related to the
BAWA East Water Treatment Plant construction.
CAPITAL IMPROVEMENT PROGRAM
The Capital Improvement Program for BAWA is funded through the issuance of revenue bonds,
grants, and revenue from operations.
• BAWA East Water Treatment Plant: Development of a six (6) million gallons per day
(MGD) surface water treatment plant south of Interstate Highway (11-1) 10 and west of SH 99
along the Coastal Water Authority (CWA) Barbers Hill Canal. The design will provide for
the ability to expand the plant based on future water demands and allow the plant to convert
to salt water treatment (desalinization) ensuring long term viability.
• BAWA Fritz Lanham Water Treatment Plant: Improvements to this facility include
implementation of the upgraded SCADA system, replacement of the high service pump area
of the plant, rehabilitation flocculation basins, rehabilitation of sedimentation basins and
replacement of one transfer pump and motor.
WORKING CAPITAL
In order to maintain fiscal stability, governmental entities maintain a working capital balance to
meet daily liquidity needs. Appropriate levels of working capital vary from entity to entity based on
the relative impact of particular circumstances or financial conditions. Working capital is defined
as current assets (e.g., cash, investments and accounts receivable) less current liabilities (e.g.,
accounts payable).
In the 2015 -16 adopted budget, BAWA's working capital level at year end is projected to represent
144 days of operating expenditures; a contingency line item of $75,000 is provided; plus we are able
to transfer out $4,680,000 to BAWA's Capital Improvement Project Fund (CIPF). The $4,680,000
will be available for funding future capital projects, and to help downsize future borrowing
requirements.
17 -9
3070 BAYTOWN AREA WATER AUTHORITY - PROGRAM SUMMARY
Program Description
BAWA operates and maintains a 26 Million Gallon per Day (MGD) surface water treatment facility. It has a projected raw
water flow of 12.25 MGD and projected finished water flow of 12.25 MGD for fiscal year 2015 -16. BAWA currently serves
8 surrounding area customers, including the City of Baytown, which uses 87% of BAWA's production. Operations personnel
ensure the facility's compliance with the Texas Commission on Environmental Quality's (TCEQ) Rules and Regulations for
Public Water Supplies. BAWA provides its customers with high quality, safe drinking water and consistent water pressure for
fire protection.
Major Goals
• Maintain water quality necessary to be classified as "Meeting Optimum Corrosion Control" by TCEQ.
• Maintain "Superior Public Water System" status.
• Maintain standards for the Texas Optimization Program - a voluntary program through TCEQ that promotes the
optimization of surface water treatment plants, by identifying and addressing the various factors that limit performance in
order to lower the risk of waterborne disease.
• Develop and maintain a staff of highly trained water professionals through continuing education classes and hands on
training.
Major Objectives
•
Produce 12.25 MGD of finished water.
•
Maintain finished water turbidity (haze measurement) consistently < 0.1 NTU.
•
Maintain compliance with all TCEQ and EPA regulations.
Actual
Budget
Estimated
Projected
Workload
Measures
2013 -14
2014 -15
2014 -15
2015 -16
1.
Primary Customers
8
8
8
8
2.
Average MGD of raw water treated
12.25
12.25
12.25
12.25
3.
Average MGD of finished water produced
12.25
12.25
12.25
12.25
Performance Measures
1.
Days without interruption of service
365
365
365
366
2.
Days finished water turbidity < 0.1 NTU
365
365
365
366
3.
Maintain Running Annual Average Distribution Chloramine
365
365
365
366
Residual <4.0 mg /L
17 -10
BAYTOWN AREA WATER AUTHORITY FUND 510
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
890,567
1,139,112
1,008,543
1,258,130
Sale of Water - Baytown $
10,249,406 $
10,714,529 $
10,286,411 $
10,800,732
Sale of Water - Other
1,451,275
1,497,169
1,497,169
1,572,027
Interest Revenue
3,833
2,000
2,000
2,040
Miscellaneous
914
-
-
-
Transfer From W &S Fund & WWIS Fund
64,938
63,700
63,700
67,463
Total Revenues
11,770,366
12,277,398
11,849,280
12,442,262
Expenditures
Personnel Services
890,567
1,139,112
1,008,543
1,258,130
Supplies
3,558,881
3,945,542
4,054,868
4,137,663
Maintenance
164,108
222,300
223,800
224,800
Services
636,233
661,118
695,608
655,782
Contingency
Total Operating 5,249,789
5,968,072
5,982,819
6,276,375
Capital Outlay
70,509
197,747
130,000
136,600
Transfers Out - Debt Service
2,427,133
2,947,903
2,947,903
3,187,063
Transfers Out - Capital Improvement
3,195,000
4,000,000
4,000,000
4,680,000
Transfers Out - General Fund
250,000
350,000
350,000
350,000
Contingency
-
75,000
-
75,000
Total Expenditures 11,192,430 13,538,722 13,410,722 14,705,038
Excess (Deficit) Revenues
Over Expenditures 577,935 (1,261,324) (1,561,442) (2,262,776)
Working Capital - Beginning 5,740,219 6,293,679 6,293,679 4,732,237
GAAP to budget basis adjustment (24,475)
Working Capital - Ending $ 6,293,679 $ 5,032,355 $ 4,732,237 $ 2,469,461
Days of Operating Expenditures 438 308 289 144
17 -11
3070 BAYTOWN AREA WATER AUTHORITY- SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
7100 Personnel Services
71031 Contract Personnel BAWA
Total Personnel Services
7200 Supplies
72001 Office Supplies
72002 Postage Supplies
72007 Wearing Apparel
72016 Motor Vehicle Supplies
72021 Minor Tools
72022 Fuel For Generators
72026 Cleaning & Janitorial Sup
72031 Chemical Supplies
72032 Medical Supplies
72041 Educational Supplies
72051 Untreated Water Supplies
72055 Laboratory Supplies
Total Supplies
7300 Maintenance
73011 Buildings Maintenance
73027 Heat & Cool Sys Maint
73028 Electrical Maintenance
73041 Furniture /Fixtures Maint
73042 Machinery & Equip Maint
73043 Motor Vehicles Maint
Total Maintenance
7400 Services
74001 Communication
74002 Electric Service
74011 Equipment Rental
74021 Special Services
74022 Audits
74036 Advertising
74042 Education & Training
74071 Association Dues
74210 General Liability Ins
74220 Errors & Omissions
74240 Auto Liability
74241 Auto Collision
74271 Mobile Equipment
74272 Real & Personal Property
74277 Flood Insurance
74280 Bonds
Total Services
Total Operating
17 -12
$ 890,567 $ 1,139,112 $ 1,008,543 $ 1,258,130
890,567 1,139,112 1,008,543 1,258,130
3,064
2,900
2,900
2,900
543
500
380
380
4,230
6,000
5,000
6,300
13,340
16,000
12,000
5,000
1,656
1,540
1,600
2,400
-
-
-
10,000
1,900
2,000
2,000
2,000
678,265
600,000
714,586
680,500
558
900
700
700
1,962
2,000
2,000
2,000
2,834,854
3,291,702
3,291,702
3,403,483
18,507
22,000
22,000
22,000
3,558,881
3,945,542
4,054,868
4,137,663
5,540
6,300
6,300
6,300
5,682
5,500
5,500
5,500
32,488
30,000
30,000
30,000
2,838
1,000
1,000
1,000
110,321
175,000
175,000
175,000
7,239
4,500
6,000
7,000
164,108
222,300
223,800
224,800
6,394
3,060
5,500
-
517,087
500,000
527,400
532,674
5,124
10,250
15,000
15,000
81,677
120,000
120,000
80,000
11,483
13,150
13,150
13,150
150
500
600
500
7,951
8,000
8,000
8,900
285
600
400
-
160
-
-
-
635
-
-
-
651
-
-
-
535
642
642
642
174
209
209
209
3,022
3,626
3,626
3,626
805
966
966
966
100
115
115
115
636,233 661,118 695,608 655,782
5,249,789 5,968,072 5,982,819 6,276,375
3070 BAYTOWN AREA WATER AUTHORITY- SERVICE LEVEL BUDGET
Actual Budget Estimated Adopted
Acct# Acct Description 2013 -14 2014 -15 2014 -15 2015 -16
8000
Capital Outlay
2,947,903
2,947,903
80001
Furniture & Equip <$5000
66 -
- -
82011
Building & Improvements
- -
- 12,000
84042
Machinery & Equipment
- 100,000
104,000 71,000
84043
Motor Vehicles
- 26,000
26,000 53,600
86011
Capital Lease Payment
70,443 71,747
- -
Total Capital Outlay
70,509 197,747
130,000 136,600
9000 Other Financing Uses
91511 To BAWA Debt Service
2,427,133
2,947,903
2,947,903
3,187,063
91518 To BAWA CIPF Fund
3,195,000
4,000,000
4,000,000
4,680,000
92101 Expense -General Fund
250,000
350,000
350,000
350,000
Total Other Financing Uses
5,872,133
7,297,903
7,297,903
8,217,063
9900 Contingencies
99001 Contingencies - 75,000 - 75,000
Total Contingencies - 75,000 - 75,000
TOTAL DEPARTMENT $ 11,192,430 $ 13,538,722 $ 13,410,722 $ 14,705,038
17 -13
BAWA - CAPITAL IMPROVEMENT PROGRAM FUND 518
BUDGET SUMMARY BY FUND
Carried- Carried -
Actual forward Adopted Budget Estimated forward Allocation Budget
2013 -14 2013 -14 2014 -15 2014 -15 2014 -15 2014 -15 2015 -16 2015 -16
Revenues
Transfer In from Operating Fund $ 3,195,000 $ - $ 4,000,000 $ 4,000,000 $ 4,000,000 $ - $ 4,680,000 $ 4,680,000
Interest Revenue 8,781 - 3,000 3,000 6,500 - 6,500 6,500
Total Revenues 3,203,781 - 4,003,000 4,003,000 4,006,500 - 4,686,500 4,686,500
Expenditures
Thompson Rd Utility Relocation
-
46,382
-
46,382
-
46,382
-
46,382
BAWA Valve Project
49,643
134,757
-
134,757
134,757
-
-
-
East Plant Feasibility Study
-
9,013
-
-
-
-
-
-
BAWA East Plant Engineering
585,178
1,914,822
1,400,000
3,424,822
1,680,598
1,744,224
-
1,744,224
BAWA East Plant Land
-
-
-
566,387
436,701
129,686
-
129,686
SCADA System
38,194
961,806
-
961,806
410,128
551,678
650,000
1,201,678
Flocculator Equipment
98,477
-
100,000
77,221
77,221
-
-
-
Actuators
152,459
-
-
-
-
-
-
-
Waterline - Thompson & Cedar Bayou
244,776
55,224
-
945
945
-
-
-
Chlorine Room Improvements
132,019
117,981
-
33,010
33,010
-
-
-
Filter Rating
-
50,000
50,000
50,000
-
-
-
Decant Pumps
88,355
-
-
-
-
-
-
-
Chain and Scraper
-
-
-
104,729
104,729
-
-
-
Vertical Pump
-
-
-
64,000
64,000
-
-
-
Thompson Rd Line Improvements (36 ")
-
-
350,000
350,000
-
-
-
-
Chemical Feed System Improvements
-
-
465,000
465,000
80,500
384,500
-
384,500
High Service Pumps
-
-
-
48,000
38,000
10,000
5,500,000
5,510,000
Polymer Pumps
-
-
-
55,000
55,000
-
-
-
Rehab Flocculation Basin
-
-
-
-
-
-
100,000
100,000
Rehab Sedimentation Basin
-
-
-
-
-
-
100,000
100,000
Transfer Pump and Motor
-
-
-
-
-
-
186,000
186,000
New Capital Project Initiatives
-
1,267,502
200,000
790,406
-
790,406
709,594
1,500,000
Total Expenditures
1,389,101
4,557,487
2,515,000
7,172,465
3,165,589
3,656,876
7,245,594
10,902,470
Excess (Deficit) Revenues
Over Expenditures
Working Capital - Beginning
Working Capital - Ending
17 -14
1,814,680 (4,557,487) 1,488,000 (3,169,465) 840,911 (3,656,876) (2,559,094) (6,215,970)
4,961,019 6,775,699 2,218,212 6,775,699 6,775,699 7,616,610 3,959,734 $ 7,616,610
$ 6,775,699 $ 2,218,212 $ 3,706,212 $ 3,606,234 $ 7,616,610 $ 3,959,734 $ 1,400,640 $ 1,400,640
BAYTOWN AREA WATER AUTHORITY REVENUE BONDS
LONG TERM DEBT AMORTIZATION SCHEDULES
Principal Requirements Principal
Revenue Amount of Outstanding Fiscal Year 2015 -16 Outstanding
Bonds Issue Oct. 1, 2015 Principal Interest Total Sept. 30, 2016
Series, 2006 $ 9,975,000
$ 4,800,000
$ 640,000 $
136,260
$ 776,260 $
4,160,000
Series, 2007 6,505,000
3,405,000
805,000
140,613
945,613
2,600,000
Series, 2012 8,315,000
6,800,000
535,000
176,700
711,700
6,265,000
Total
$ 15,005,000
$ 1,980,000 $
453,573
$ 2,433,573 $
13,025,000
Combined BAWA Debt, All Series
Combined BAWA Debt, All Series ni�m,esc
Debt Requirement to Maturity
■Rincipol
$3.000
y $2.500 -
b
$2.000 -
$1.500
S
c $1.000
0
0
$0.500
$0.000
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032
Fiscal Year
11FO
Debt Requirements to Maturity
Fiscal
Principal
Total
Total
Year
5/01
Interest
Requirement
2016
1,980,000
453,573
2,433,573
2017
2,030,000
393,393
2,423,393
2018
2,090,000
331,181
2,421,181
2019
2,165,000
264,518
2,429,518
2020
1,290,000
195,060
1,485,060
2021
1,025,000
162,870
1,187,870
2022
985,000
135,755
1,120,755
2023
300,000
108,394
408,394
2024
310,000
100,894
410,894
2025
315,000
92,369
407,369
2026
325,000
82,919
407,919
2027
335,000
73,169
408,169
2028
345,000
62,700
407,700
2029
360,000
51,488
411,488
2030
370,000
39,788
409,788
2031
385,000
27,300
412,300
2032
395,000
13,825
408,825
Total
$ 15,005,000
$ 2,589,192
$ 17,594,192
Combined BAWA Debt, All Series ni�m,esc
Debt Requirement to Maturity
■Rincipol
$3.000
y $2.500 -
b
$2.000 -
$1.500
S
c $1.000
0
0
$0.500
$0.000
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032
Fiscal Year
11FO
BAYTOWN AREA WATER AUTHORITY REVENUE BONDS
DETAIL DEBT AMORTIZATION SCHEDULES
Fiscal Interest Principal Interest Interest Annual Principal Total
Year Rate Due 5/01 Due 11/01 Due 5/01 Requirement Outstanding Outstanding
Revenue Bond, Series 2006
Bond, Series 2007
Date of Issue - June 14, 2006
100,706
100,706
Term - 20 Years
4,180,000
4,713,900
2015
4.000%
775,000
85,806
85,806
$ 12,113,711
2007
2.250% $
595,000
$ 2,115.00
$ 51,400
$ 648,515 $
9,380,000
11,465,196
2008
2.250%
530,000
77,040
107,112
714,152
8,850,000
10,751,044
2009
2.300%
540,000
103,045
107,542
750,587
8,310,000
10,000,457
2010
2.300%
550,000
104,650
111,509
766,159
7,760,000
9,234,299
2011
2.350%
565,000
105,184
105,184
775,368
7,195,000
8,458,931
2012
2.400%
580,000
98,545
98,545
777,090
6,615,000
7,681,841
2013
2.500%
590,000
91,585
91,585
773,170
6,025,000
6,908,671
2014
2.600%
605,000
84,210
84,210
773,420
5,420,000
6,135,251
2015
2.650%
620,000
76,345
76,345
772,690
4,800,000
5,362,561
2016
2.700%
640,000
68,130
68,130
776,260
4,160,000
4,586,301
2017
2.750%
655,000
59,490
59,490
773,980
3,505,000
3,812,321
2018
2.800%
675,000
50,484
50,484
775,968
2,830,000
3,036,353
2019
2.850%
695,000
41,034
41,034
777,068
2,135,000
2,259,285
2020
2.900%
710,000
31,130
31,130
772,260
1,425,000
1,487,025
2021
2.900%
735,000
20,835
20,835
776,670
690,000
710,355
2022
2.950%
690,000
10,178
10,178
710,355
-
-
$
9,975,000
$ 1,024,000
$ 1,114,711
$ 12,113,711
Rev. Refunding
Bond, Series 2007
Date of Issue - February 1, 2007
100,706
100,706
Term - 13 Years
4,180,000
4,713,900
2015
4.000%
775,000
85,806
85,806
$ 8,842,941
2007
3,767,288
$ -
$ - $
66,153 $
66,153 $
6,505,000
8,776,788
2008
4.000%
40,000
132,306
132,306
304,613
6,465,000
8,472,175
2009
4.000%
40,000
131,506
131,506
303,013
6,425,000
8,169,163
2010
4.000%
45,000
130,706
130,706
306,413
6,380,000
7,862,750
2011
4.000%
45,000
129,806
129,806
304,613
6,335,000
7,558,138
2012
4.000%
695,000
128,906
128,906
952,813
5,640,000
6,605,325
2013
4.000%
715,000
115,006
115,006
945,013
4,925,000
5,660,313
2014
4.000%
745,000
100,706
100,706
946,413
4,180,000
4,713,900
2015
4.000%
775,000
85,806
85,806
946,613
3,405,000
3,767,288
772016
4.000%
805,000
70,306
70,306
945,613
2,600,000
2,821,675
2017
4.000%
835,000
54,206
54,206
943,413
1,765,000
1,878,263
2018
4.250%
865,000
37,506
37,506
940,013
900,000
938,250
2019
4.250%
900,000
19,125
19,125
938,250
-
-
$ 6,505,000
$ 1,135,894
$ 1,202,047
$ 8,842,941
17 -16
BAYTOWN AREA WATER AUTHORITY REVENUE BONDS
DETAIL DEBT AMORTIZATION SCHEDULES
Fiscal Interest Principal Interest Interest Annual Principal Total
Year Rate Due 5/01 Due 11/01 Due 5/01 Requirement Outstanding Outstanding
Revenue Bond & 2002 Series Refunding- Series 2012 Issue Date - March 29, 2012 Term -20 Yrs
$ 10,590,294
2013 2.000% $ 485,000 $ 123,050 $ 103,500 $ 711,550 $ 7,830,000 9,878,744
2014
2.000%
510,000
98,650
98,650
707,300
7,320,000
2015
2.000%
520,000
93,550
93,550
707,100
6,800,000
2016
2.000%
535,000
88,350
88,350
711,700
6,265,000
2017
2.000%
540,000
83,000
83,000
706,000
5,725,000
2018
2.000%
550,000
77,600
77,600
705,200
5,175,000
2019
2.000%
570,000
72,100
72,100
714,200
4,605,000
2020
2.000%
580,000
66,400
66,400
712,800
4,025,000
2021
2.000%
290,000
60,600
60,600
411,200
3,735,000
2022
2.375%
295,000
57,700
57,700
410,400
3,440,000
2023
2.500%
300,000
54,197
54,197
408,394
3,140,000
2024
2.750%
310,000
50,447
50,447
410,894
2,830,000
2025
3.000%
315,000
46,184
46,184
407,369
2,515,000
2026
3.000%
325,000
41,459
41,459
407,919
2,190,000
2027
3.125%
335,000
36,584
36,584
408,169
1,855,000
2028
3.250%
345,000
31,350
31,350
407,700
1,510,000
2029
3.250%
360,000
25,744
25,744
411,488
1,150,000
2030
3.375%
370,000
19,894
19,894
409,788
780,000
2031
3.500%
385,000
13,650
13,650
412,300
395,000
2032
3.500%
395,000
6,913
6,913
408,825
-
$ 8,315,000
$ 1,147,422
$ 1,127,872
$ 10,590,294
9,171,444
8,464,344
7,752,644
7,046,644
6,341,444
5,627,244
4,914,444
4,503,244
4,092,844
3,684,450
3,273,556
2,866,188
2,458,269
2,050,100
1,642,400
1,230,913
821,125
408,825
Ir21111/
CITY OF HOUSTON
UNTREATED WATER RATES
Effective
Month/Year
Rate
04/81
.22142
02/83
.24157
10/86
.25123
10/87
.28022
01/88
.26591 FIRST 150 MGD/PER 1,000, .26113 NEXT 150 MGD
08/88
.28426 FIRST 300 MGD/PER 1,000, .27915 NEXT 300 MGD
07/89
.29344 FIRST 300 MGD/PER 1,000, .28817 NEXT 300 MGD
08/90
.31178 FIRST 300 MGD/PER 1,000, .30618 NEXT 300 MGD
02/92
.31820 FIRST 300 MGD/PER 1,000, .31249 NEXT 300 MGD
10/93
.32907 FIRST 300 MGD/PER 1,000, .32316 NEXT 300 MGD
10/94
.37192 (GRACE UP TO 13.1 MGD. IF WE GO OVER, THEN 5% ADDED TO
ANYTHING OVER 11.9)
06/04
.385 (GRACE UP TO 13.1 MGD. IF WE GO OVER, THEN 5% ADDED TO
ANYTHING OVER 11.9)
04/05
.398 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO
ANYTHING OVER 15.8)
04/06
.4123 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO
ANYTHING OVER 15.8)
04/07
.4238 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO
ANYTHING OVER 15.8)
04/08
.4314 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO
ANYTHING OVER 15.8)
04/09
.4533 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO
ANYTHING OVER 15.8)
04/10
.4546 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO
ANYTHING OVER 15.8)
06/10
.5647 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO
ANYTHING OVER 15.8)
04/11
.5754 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO
ANYTHING OVER 15.8)
04/12
.59439 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO
ANYTHING OVER 15.8)
04/13
.61580 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO
ANYTHING OVER 15.8)
04/14
.6232 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO
ANYTHING OVER 15.8)
04/15
.6506 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO
ANYTHING OVER 15.8)
17 -18
TREATED WATER RATES
17 -19
City
Other
Rate /1,000
Rate /1,000
Increase-
Increase -
Year
gallons
Gallons
City
Other
Comments
1981
0.97
0.97
1985-1987
$0.97
$1.00
$0.00
$0.03
Result of rising operating cost. Raw water rates
1988-1992
$1.07
$1.10
$0.10
$0.10
up 25 %)
1993-1998
$1.18
$1.21
$0.11
$0.11
Result of increase in raw water rates.
1999-2006
$1.26
$1.29
$0.08
$0.08
Funding for plant expansion debt
Fun mg or new water line debt and City of
2006 -2007
$1.39
$1.42
$0.13
$0.13
Houston rate increase.
Funding for new water line debt and City o
2007 -2008
$1.46
1 $1.49
$0.07
$0.07
Houston rate increase.
Funding for new water line debt, other operating
2008 -2009
$1.55
$1.58
$0.09
$0.09
increases and City of Houston rate increase.
Funding for new water line debt, other operating
2009 -2010
$1.71
$1.74
$0.16
$0.16
increases and City of Houston rate increase.
Funding for new water line debt, other operating
2010 -2011
$1.96
$1.99
$0.25
$0.25
increases and City of Houston rate increase.
Funding for new water line debt, other operating
2011 -2012
$2.15
$2.18
$0.19
$0.19
increases and City of Houston rate increase.
Funding for new water line debt, other operating
2012 -2013
$2.35
$2.39
$0.20
$0.21
increases and City of Houston rate increase.
Funding for new water line debt, other operating
2013 -2014
$2.53
1 $2.57
$0.18
$0.18
increases and City of Houston rate increase.
Funding for new water line debt, other operating
2014 -2015
$2.61
$2.65
$0.08
$0.08
increases and City of Houston rate increase.
Funding for new water line debt, other operating
2015 -2016
$2.74
$2.78
$0.13
$0.13
increases and City of Houston rate increase.
17 -19
CITY OF HOUSTON
Public Works and Engineering
Department
NOTIFICATION OF WATER RATE ADJUSTMENT
Effective April 1, 2015, water and sewer rates are adjusting upward by 4.4 %. The City
of Houston's Code of Ordinances provides that water and sewer rates be adjusted each
year in April. These new rates will appear on your April 2015 billing which you will
receive in May. This rate adjustment is based on a combination of the 2014 Houston
Regional Consumer Price Index (CPI) of 2.8% plus the City of Houston's population
increase, 1.6% according to the United States Census Bureau.
NEW RATES AND CHARGES
Classification
Rate
Contract Treated Water
P x $2.842 plus (P -M) x $0.705' Airgap _
P x$3.469 plus (P -M) x $0.705* Non-AI[ gap
Untreated Water Rates where there is no contract
First 10,000 000 gallons
$1.6276
per 1,000
gallons
Next 10,000,000 gallons
$1.4625
per 1,000
gallons
Next 30,000,000 gallons
$1.3793
per 1,000
gallons
Next 100,000 000 gallons
$1.2960
per 1,000
gallons
Excess of 150,000,000 gallons
$1.2544
per 1,000
gallons
Untreated Water Rates under written contracts
$0.6506
per 1,000
gallons
* P = Total water delivery during the month in thousand gallons, except If the minimum
monthly specified in the customer's contract is greater than P, P shall equal M.
M = Minimum monthly amount of water specified in the customer's contract expressed In
units of one thousand gallons.
For further information, please:
Refer to the Rates and Prices or the Billing and Payment section of your contract
Visit: http:/ www.houstontx.govlcodes/ (Sections 47-61 and 47 -84 et seq.)
Please contact Maria Carrillo at Utility Customer Service at (832) 395 -6220 if you have specific
questions about your bill.
17 -20
RESOLUTION NO. 2015-10
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE BAYTOWN
AREA WATER AUTHORITY ADOPTING A BUDGET FOR THE ENSUING
FISCAL YEAR, BEGINNING OCTOBER 1, 2015, AND ENDING
SEPTEMBER 30, 2016; MAKING OTHER PROVISIONS RELATED
THERETO; AND PROVIDING FOR THE EFFECTIVE DATE THEREOF.
*********************************************** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * **
WHEREAS, the General Manager of the Baytown Area Water Authority (`BAWA ") has
submitted to BAWA's Board of Directors a budget estimate of the revenues of BAWA and the
expense of conducting the affairs thereof for the ensuing fiscal year, beginning October 1, 2015,
and ending September 30, 2016; and
WHEREAS, the Board of Directors of BAWA (the "Board ") received the General
Manager's estimate and held a public hearing thereon; and
WHEREAS, after full and final consideration of the information contained in the
proposed budget and the input received at the public hearing, it is the opinion of the Board that
the budget attached hereto should be approved and adopted; NOW THEREFORE
BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE BAYTOWN AREA
WATER AUTHORITY:
Section 1: That the Board of Directors of the Baytown Area Water Authority hereby
adopts the budget, which is attached hereto as Exhibit "A" and incorporated herein for all intents
and purposes for BAWA's 2015 -16 fiscal year.
Section 2: This resolution shall take effect immediately from and after its passage by
the Board of Directors of the Baytown Area Water Authority.
INTRODUCED, READ and PASSED, by the affirmative vote of the Board of Directors
of the Baytown Area Water Authority this the 19th day of August, 2015.
A T:
I k i
LETICIA BRYSCH, Assistant Secretary
APPROVED AS TO FORM:
NACIO RAMIREZ, SR. eneral Counsel
RENDA BRADLEY SM , President
o-
ACOM0F Legal`•. Karen'•. Files`• BAWA'. Resolution\2015�August\Adopt2015 -16 Budget.doc 17 -21
BAYTOWN
S
17 -22
CRIME CONTROL
AND
PREVENTION
DISTRICT (CCPD)
On May 14, 2011 the citizens voted to continue the Baytown Crime Control and
Prevention District dedicated to crime reduction programs and the adoption of a proposed local
sales and use tax at a rate of one - eighth of one percent (1/8 %).
BAYTOWN
S
17 -23
BAYTOWN
S
17 -24
CITY OF BAYTOWN
CRIME CONTROL AND
PREVENTION DISTRICT
(CCPD)
ANNUAL PROGRAM OF SERVICES
2015 -16
ADOPTED BUDGET
BAYTOWN
S
17 -25
CRIME CONTROL AND
PREVENTION DISTRICT
(CCPD)
BOARD DIRECTORS
RIKKI WHEELER, President
PORTER FLEWELLEN, Vice President
SAMUEL BARKER, Director
JAMES COKER, Director
CHRIS NAVARRE, Director
RANDALL B. STRONG, Director
DR. CHRIS L. WARFORD, Director
17 -26
BAYTOWN
S
CITY OF BAYTOWN
CCPD (POLICE) FUND 206
BUDGET SUMMARY
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
1,307,059
1,473,947
1,491,043
1,558,953
Sales Tax
$ 1,544,106 $
1,536,507 $
1,536,507 $
1,567,237
Interest Income
99
80
80
82
Total Revenues
1,544,205
1,536,587
1,536,587
1,567,319
Expenditures
1,664,627
1,591,723
1,829,843
Personnel
1,298,127
1,453,572
1,472,543
1,548,328
Supplies
8,932
10,375
8,500
10,625
Services
-
10,000
10,000
-
Total Operating
1,307,059
1,473,947
1,491,043
1,558,953
Capital Outlay
460,075
100,680
100,680
170,890
Unforeseen/New Initiatives
-
90,000
-
100,000
Total Expenditures
1,767,134
1,664,627
1,591,723
1,829,843
Excess (Deficit) Revenues
Over Expenditures
(222,929)
(128,040)
(55,136)
(262,524)
Working Capital - Beginning
597,156
374,227
374,227
319,091
Working Capital - Ending
$ 374,227 $
246,187 $
319,091 $
56,567
17 -27
CITY OF BAYTOWN
DIVISION BUDGET WORKSHEET
20601 CCPD (POLICE)
Acct.# Account Name
Justification
PERSONNEL SERVICES
71002 Regular Wages
71002 3% SALARY INCREASE
71009 Overtime
71021 Health Insurance
71022 TMRS
71022 TMRS for 3% SALARY INCREASE
71023 FICA
71023 FICA for 3% SALARY INCREASE
71028 Workers Compensation
71028 Workers Compensation for 3% SALARY INCREASE
TOTAL PERSONNEL SERVICES
72007 Wearing Apparel
Regular Uniform Issue - (14) officers & (1) sergeant @ $400 each 6,000
Body armor vests, new & replacement, 5 @ $925 each 4,625
(Increased $250 due to increase in price of body armor, $50 increase per vest)
TOTAL SUPPLIES
TOTAL OPERATING
CAPITAL
84042 Machinery & Equipment
Replacement of MDT Computers in existing & new patrol units, plus related equipment 16,600
5 @ $3,320
Body Cameras 50,000
84043 Motor Vehicles
Full -size Patrol Vehicles: 2 @ $31,000 62,000
Emergency Equipment for New Patrol Vehicles: 2 @ $21,145 42,290
TOTAL CAPITAL OUTLAY
CONTINGENCY
99002 Unforeseen/New Initiative
Contingency money & requires Board approval to spend
TOTAL CONTINGENCY
TOTAL CCPD
17 -28
Amount
$ 1,060,397
31,812
158,535
191,614
5,748
75,385
2,434
21,750
653
1,548,328
10,625
10,625
1,558,953
66,600
104,290
170,890
100,000
100,000
$ 1,829,843
RESOLUTION NO. 41
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE BAYTOWN CRIME
CONTROL AND PREVENTION DISTRICT ADOPTING A BUDGET FOR THE
ENSUING FISCAL YEAR, BEGINNING OCTOBER 1, 2015, AND ENDING
SEPTEMBER 30, 2016, IN ACCORDANCE WITH CHAPTER 363 OF THE TEXAS
LOCAL GOVERNMENT CODE AND THE ALTERNATIVE PROCEDURES
ADOPTED BY THE DISTRICT; MAKING OTHER PROVISIONS RELATED
THERETO; AND PROVIDING FOR THE EFFECTIVE DATE THEREOF.
****************************************************** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * **
WHEREAS, the General Manager of the Baytown Crime Control and Prevention District (the
"District ") has submitted to the District a budget estimate of the revenues of the District and the expense
of conducting the affairs thereof for ensuing fiscal year, beginning October 1, 2015, and ending
September 30, 2016, being the third of five years of the sales and use tax authorization, and which said
estimate contains all information as required by Chapter 363 of the Texas Local Government Code; and
WHEREAS, the Board of Directors of the District (the "Board ") has received the General
Manager's estimate and held public hearings thereon as provided by both Chapter 363 of the Texas Local
Government Code and the alternative procedures adopted thereunder; and
WHEREAS, after full and final consideration of the information contained in the proposed budget
and the input received at the public hearings, it is the opinion of the Board that the budget attached hereto
should be approved and adopted; NOW THEREFORE
BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE BAYTOWN CRIME
CONTROL AND PREVENTION DISTRICT:
Section 1: That the Board of Directors of the Baytown Crime Control and Prevention
District hereby adopts the budget, which is attached hereto as Exhibit "A" and incorporated herein for all
intents and purposes, for the District's 2015 -16 fiscal year.
Section 2: That the Secretary of the Baytown Crime Control and Prevention District is
hereby ordered to submit for and on behalf of the Board of Directors the budget adopted in Section 1 to
the City Council of the City of Baytown not later than the tenth (I Or) day after the date hereof.
Section 3: This resolution shall take effect immediately from and after its passage by the Board
of Directors of the Baytown Crime Control and Prevention District.
INTRODUCED, READ and PASSED by the affirmative vote of the Board of Directors of the
Baytown Crime Control and Prevention District, this the 14`" day of July, 2015.
ATTES
LE CIA BRYSCH, Secreta
APPROVED AS TO FORM:
�- '4✓t14JCA-�-�-'V �.
R WHEELER, President
ACIO RAMIREZ, SR., Gene Counsel
R:1,Kare6files1,City CounciP.Crime Control & mvention District Resolutions\2015 Vuly\AdoptFY2015- 16Budget.doc 17-29
.3
�o
o
ACIO RAMIREZ, SR., Gene Counsel
R:1,Kare6files1,City CounciP.Crime Control & mvention District Resolutions\2015 Vuly\AdoptFY2015- 16Budget.doc 17-29
BAYTOWN
S
17 -30
FIRE CONTROL,
PREVENTIONAND
EMERGENCY
MEDICAL SERVICES
DISTRICT
(FCPEMSD)
On May 14, 2011 the citizens voted to continue the Baytown Fire Control, Prevention,
and Emergency Medical Services District dedicated to fire safety and emergency medical services
and the adoption of a proposed local sales and use tax at a rate of one - eighth of one percent
(1/8 %).
BAYTOWN
S
17 -31
BAYTOWN
S
17 -32
CITY OF BAYTOWN
FIRE CONTROL, PREVENTION
AND EMERGENCY MEDICAL
SERVICE DISTRICT (FCPEMSD)
ANNUAL PROGRAM OF SERVICES
2015 -16
ADOPTED BUDGET
BAYTOWN
S
17 -33
FIRE CONTROL, PREVENTION
AND EMERGENCY MEDICAL
SERVICES DISTRICT
(FCPEMSD)
BOARD DIRECTORS
BRENDA BRADLEY SMITH, President
JOHN ADKINS, Vice President
GERALD BALDWIN, Director
RICHARD CARR, Director
ADELINA GOMEZ- ABSHIRE, Director
MAURICE WATTS, Director
KIMBERLEE WHITTINGTON, Director
17 -34
61
BAYTOWN
S
CITY OF BAYTOWN
FIRE - EMS SPECIAL DISTRICT FUND 207
BUDGET SUMMARY
Revenues
Sales Tax
Investment Interest
Total Revenues
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
$ 1,554,240 $ 1,513,364 $ 1,573,899 $ 1,621,116
366 250 200 200
1,554,606 1,513,614 1,574,099 1,621,316
Expenditures
Personnel
478,768
300,265
273,481
177,674
Services
-
-
10,000
-
Total Operating
478,768
300,265
283,481
177,674
Capital Outlay
185,124
341,894
341,894
380,766
Transfers Out
1,000,000
1,300,000
1,300,000
1,300,000
Contingency
-
13,034
-
13,000
Total Expenditures
1,663,892
1,955,193
1,925,375
1,871,440
Excess (Deficit) Revenues
Over Expenditures
(109,286)
(441,579)
(351,276)
(250,124)
Working Capital - Beginning
1,191,690
1,082,404
1,082,404
731,128
Working Capital - Ending
$ 1,082,404 $
640,825 $
731,128 $
481,004
17 -35
CITY OF BAYTOWN
FIRE - EMS SPECIAL DISTRICT FUND 207
SPECIAL DISTRICT - FIRE /EMS - 20701
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Expenditures
71002
Regular Wages
$ 97,382 $
115,009 $
116,241 $
119,905
71009
Overtime
265,889
100,000
100,000
-
71021
Health Insurance
14,707
22,144
21,138
21,138
71022
TMRS
66,599
40,015
22,086
22,317
71023
FICA
25,912
16,217
8,798
9,031
71028
Workers Compensation
4,665
3,280
1,618
1,683
71041
Allowances
3,614
3,600
3,600
3,600
Personnel
478,768
300,265
273,481
177,674
74070
Elections
-
-
10,000
-
Services
-
-
10,000
-
Total Operating
478,768
300,265
283,481
177,674
80001
Furniture & Equip <$5000
21,381
13,584
13,584
10,784
84042
Machinery & Equipment
68,043
170,300
170,300
178,200
84043
Motor Vehicles
87,275
127,000
127,000
160,000
84045
Radio & Testing Equipment
8,426
31,010
31,010
31,782
Total Capital
185,124
341,894
341,894
380,766
91350
To Gen Capital Proj Fund
400,000
600,000
600,000
600,000
91351
To Capital Improvemnt Prg
600,000
700,000
700,000
700,000
Total Transfers Out
1,000,000
1,300,000
1,300,000
1,300,000
99001
Contingencies
-
13,034
-
13,000
Total Contingencies Out
-
13,034
-
13,000
Total Expenditures $ 1,663,892 $ 1,955,193 $ 1,925,375 $ 1,871,440
17 -36
CITY OF BAYTOWN
DIVISION BUDGET WORKSHEET
20701 Special District - Fire
Acct.# Account Name
Justification Amount
7100 Personnel Services
71002 Regular Wages $116,289 $ 119,905
71002 6% SALARY INCREASE 3,616
71009 Overtime - -
71021 Health Insurance 21,138 21,138
71022 TMRS 21,664 22,317
71022 TMRS for 6% SALARY INCREASE 653
71023 FICA 8,754 9,031
71023 FICA for 6% SALARY INCREASE 277
71028 Workers Compensation 1,618 1,683
71028 Workers Compensation for 6% SALARY INCREASE 65
71041 Allowances 3,600 3,600
TOTAL PERSONNEL SERVICES 177,674
8000 CanitalOutla
80001 Furniture & Equip <$5000
10,784
NEW #6 - Paramedic Protocol Provider Software
1,500
NEW #7 - Zoll Medical repairs not covered by warranty
5,000
NEW #11 - License (1) Disconnect and (1) LAN for Medic 4
3,184
NEW #12 - Stryker Ambulance Stretcher Battered ARP
1,100
84042 Machinery & Equipment
178,200
NEW #2 - Stryker Power Pro XT (Ambulance Stretcher) ARP
15,000
NEW #3 - Lucas II Device (Compression Device) for M 4
16,000
NEW #4 - AFG Match Grant $15,000 for (7) Stryker Poweload
15,000
NEW #5 - EMV Full Featured Tramsport Ventilators (4)
48,000
NEW #8 - Lucus Replacement Batteries ARP
6,200
NEW #9 - Zoll AED Program Battery and Pad Replacement
1,000
NEW #10 - (2) Zoll X Series 12 Lead ECG and ETCO2
70,000
NEW #13 - Stryker Annual PM and Battery Replacement
7,000
84043 Motor Vehicles 160,000
NEW #1 - Purchase of New Ambulance 160,000
84045 Radio & Testing Equipment 31,782
NEW #14 - Voice Amplifiers ARP 3,465
NEW #15 - Scott HAZMAT Radio Interface Houston Spec 16,217
NEW #16 - Portable Radios (2) 154HZ Annual Replacement 7,600
NEW #17 - Drop In Chargers for Portable Radios - ARP 2,000
NEW #18 - Sigtronic Headsets (6) ARP 2,500
TOTAL CAPITAL OUTLAY 380,766
17 -37
CITY OF BAYTOWN
DIVISION BUDGET WORKSHEET
20701 Special District - Fire
Acct.# Account Name
Justification Amount
9000 Other Financing Uses
91350 To Gen Capital Proj Fund 600,000
NEW #1 - Fire Technology and Capital Equipment - Apparatus 600,000
91351 To Capital Improvemnt Prg 700,000
NEW - Construction of Fire Training Facility 600,000
NEW - Radio Equipment - Communications 100,000
TOTAL TRANSFERS OUT 1,300,000
9900 Contingency
99001 Contingencies
Contingency
17 -38
13,000
13,000
TOTAL CONTINGENCY 13,000
TOTAL FCPEMSD S 1.871.440
RESOLUTION NO. 39
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE BAYTOWN FIRE
CONTROL, PREVENTION, AND EMERGENCY MEDICAL SERVICES DISTRICT
ADOPTING A BUDGET FOR THE ENSUING FISCAL YEAR, BEGINNING OCTOBER 1,
2015, AND ENDING SEPTEMBER 30, 2016, IN ACCORDANCE WITH CHAPTER 344 OF
THE TEXAS LOCAL GOVERNMENT CODE AND THE ALTERNATIVE PROCEDURES
ADOPTED BY THE DISTRICT; AND PROVIDING FOR THE EFFECTIVE DATE
THEREOF.
WHEREAS, the General Manager of the Baytown Fire Control, Prevention, and Emergency Medical
Services District (the "District ") has submitted to the District a budget estimate of the revenues of the District
and the expense of conducting the affairs thereof for the ensuing fiscal year, beginning October 1, 2015, and
ending September 30, 2016, being the four of five years of the sales and use tax authorization, and which said
estimate contains all information as required by Chapter 344 of the Texas Local Government Code; and
WHEREAS, the Board of Directors of the District (the "Board ") has received the General Manager's
estimate and held a public hearing thereon as provided by both Chapter 344 of the Texas Local Government
Code and the alternative procedures adopted thereunder; and
WHEREAS, after full and final consideration of the information contained in the proposed budget and
the input received at the public hearing, it is the opinion of the Board that the budget attached hereto should be
approved and adopted; NOW THEREFORE
BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE BAYTOWN FIRE CONTROL,
PREVENTION, AND EMERGENCY MEDICAL SERVICES DISTRICT:
Section l: That the Board of Directors of the Baytown Fire Control, Prevention, and Emergency
Medical Services District hereby adopts the budget, which is attached hereto as Exhibit "A" and incorporated
herein for all intents and purposes for the District's 2015 -16 fiscal year.
Section 2: That the Secretary of the Baytown Fire Control, Prevention, and Emergency Medical
Services District is hereby ordered to submit for and on behalf of the Board of Directors the budget adopted in
Section 1 to the City Council of the City of Baytown not later than the tenth (10"') day after the date hereof.
Section 3: This resolution shall take effect immediately from and after its passage by the Board of
Directors of the Baytown Fire Control, Prevention, and Emergency Medical Services District.
INTRODUCED, READ and PASSED by the affirmative vote of the Board of Directors of the Baytown
Fire Control, Prevention, and Emergency Medical Services District, this the 2151 day of July, 2015.
`QWp RENDA BRADLEY S ,President
ATT
LETICIA BRYSCH, S etary A
APPROVED AS TO FORM:
OF
.ACIO RAMIREZ, SR., Gy(h4al Counsel
R:•:KarewFi1es•eCity Council-fire Control, vention and Emergency Medical Services District. Resolutions12ol51Ju ly\Adopt2Ol5- 16Budget doc
17 -39
BAYTOWN
S
17 -40
MUNICIPAL
DEVELOPMENT
DISTRICT
On May 5, 2001, in the general election, the citizens of the City of Baytown voted to
authorize the creation of the Baytown Municipal Development District and the imposition of a
sales and use tax at the rate of one -half of one percent for the purpose of financing economic
development projects that provide economic benefit and diversify the economic base of the
community.
BAYTOWN
s
17 -41
BAYTOWN
S
17 -42
CITY OF BAYTOWN
MUNICIPAL
DEVELOPMENT DISTRICT
(MDD)
ADOPTED PROJECTS BUDGET
2015 -16
BAYTOWN
S
17 -43
CITY OF BAYTOWN
MUNICIPAL DEVELOPMENT
DISTRICT (MDD)
DIRECTORS
STEPHEN H. DONCARLOS, President
CHRIS PRESLEY, Vice President
REGGIE BREWER, Secretary
BRANDON CAPETILLO, Director
GARY ENGLERT, Director
MARY HERNANDEZ, Director
ROBERT C. HOSKINS, Director
DAVID P. JIRRELS, Director
DAVID MCCARTNEY, Director
MERCEDES RENTERIA III, Director
TERRY SAIN, Director
BAYTOWN
S
17 -44
MUNICIPAL DEVELOPMENT DISTRICT
August 20, 2015
President and Directors of the
Municipal Development District Board
I am pleased to present the adopted 2015 -16 budget for the Baytown Municipal
Development District (MDD). The 2015 -16 budget year promises to be another
outstanding year for growth and economic development in the Baytown area. Home
sales are improving, commercial development is continuing and recently announced
industrial expansion projects will keep Baytown moving forward. We look forward to
reviewing this budget with you in the coming months. Listed below are the highlights of
revenues and expenditures.
Revenues — Based on current year sales tax receipts we anticipate revenues to
increase in the next fiscal year. Sales tax revenue for 2015 -16 is projected at
$6,077,000 which is a 3% increase over current year estimated collections. Along with
interest income and loan repayments total revenues for 2015 -16 are projected at
$6,096,800.
Expenditures - The MDD projects for funding all play a significant role in the economic
development and quality of life in our City. The allocations for projects in 2015 -16 are
classified in one of the following three (3) priorities:
o Priority: Projects or expenditures designed to promote new or expanded
business activity that create or retain primary jobs:
➢ Development of New and Expansion of Existing Businesses and Industry
Economic Development Foundation — Basic Service
➢ Economic Development Foundation — Special Projects
➢ Economic Incentives
➢ Property Acquisition for Economic Development
o Priority: Projects which provide infrastructure for economic development:
➢ State Infrastructure Bank Loan Repayment — Decker Dr to SH 146 S Flyover
➢ Texas Avenue Streetscape and Town Square Project
➢ Northeast Wastewater Treatment Plant — Debt Service to fund 60% of design
and construction
➢ 1 -10 Lift Station (new)
17 -45
o Priority: Projects that improve a community's quality of life, including
parks, athletic facilities, etc:
Pirates Bay Waterpark Construction Debt Service
Pirates Bay Waterpark Expansion Debt Service
Baytown Sports League Improvements
Golf Course Construction Debt Service (new)
Rent/Purchase Ice Rink for Town Square (new)
Land Acquisition — Future Parks
Pelly Park Loop Trail (new)
Westwood Park Fence Enclosure (new)
Lincoln Cedars Park Fence (new)
r Roseland Park Restroom Replacement (new)
Fire Fighters Memorial Repairs (new)
Community Center Path Improvements (new)
Kayak Launches at Roseland & Bayland Parks (new)
Paint Bridge Overpasses Throughout City (new)
Additional narrative on each of the foregoing projects is included in the "Major Budget
Issues" section of the budget packet.
Project administration costs of $300,000 are included to reimburse the General Fund for
administrative, engineering and financial support of the MDD. There is an allocation of
$500,000 for unforeseen /new initiatives this year. These funds provide flexibility to allow
the Board to utilize MDD funds to secure federal, state and local grant funds when
available and to enhance and expand the impact that the MDD has on the economic
development of the community as opportunities arise. It will also allow funding for
unexpected or inflationary increases on project costs, if needed.
We are excited about the economic development accomplishments in Baytown and look
forward to continuing our growth and development into the future.
Sincerely,
Rick Davis
City Manager
17 -46
MAJOR BUDGET ISSUES
Fiscal Year 2015 -16
MUNICIPAL DEVELOPMENT DISTRICT
On May 5, 2001, in the general election, the citizens of the City of Baytown voted to authorize the
creation of the Baytown Municipal Development District (MDD) and the imposition of a sales
and use tax at the rate of one -half of one percent for the purpose of financing economic
development and parks projects that provide economic benefit, diversify the economic base of the
community and improve our quality of life. The board is composed of the Mayor, six council
members and four at -large resident members.
REVENUES — Based on current year sales tax receipts we anticipate revenues to increase in the
next fiscal year. Sales tax revenue for 2015 -16 is projected at $6,077,000 which is a 3% increase
over current year estimated collections. Along with interest income and loan repayments total
revenues for 2015 -16 are projected at $6,096,800.
EXPENDITURES — Included in this year's program are economic development projects and
improvements in the areas of streets, sidewalks, signalization, utilities and parks. Generally,
project costs may include functions such as services, construction or debt service on long -term
construction projects. Project administration costs of $300,000 are included to reimburse the
General Fund for administrative, engineering and financial support of the MDD.
PROJECTS
Development of New and Expansion of Existing Businesses and Industry
A significant function of this budget allocation is the development of new and expansion of
existing businesses. These projects are critically important in light of the State Implementation
Plan's potential impact on the petro - chemical industry and underscore our need to diversify our
economic foundation. $150,000
Economic Development Foundation — Basic Economic Development Services
This provides continued funding for the basic economic development services contract with the
Baytown Area/West Chambers County Economic Development Foundation (EDF). $250,000
Economic Incentives
Several significant economic projects are currently in the development stage. The new Kroger
store on Alexander has been announced and will result in a $150,000 per year payment beginning
in FY2018. We are optimistic that another major announcement is forthcoming that will utilize
these dollars. $500,000
Property Acquisition for Economic Development
This allocation provides funding to purchase property that may become available to be used for
future economic development purposes. Some of the projects discussed elsewhere in this report
may require additional property acquisition. $100,000
State Infrastructure Bank Loan Repayment — Decker Drive to Highway 146 S. Flyover
The MDD financed a $1,000,000 loan from the Texas State Infrastructure Bank (SIB) for a
Decker Drive to Highway 146 South flyover project. This funding, combined with matching
funds from the November 2007 bond election, allowed for completion of the Decker Drive to
Highway 146 South flyover. The current project funding eliminates the "braided" on and off
ramps. The postponement of the construction of these ramps would have impaired mobility in the
area. The State matched our $2 million contribution to provide the $4 million necessary to
17 -47
MAJOR BUDGET ISSUES
Fiscal Year 2015 -16
complete all elements of this flyover. Eligible projects must be on the state highway system and
be included in the Statewide Transportation Improvement Plan. $148,957
Town Square Project— Phase II
The budget includes continued funding and expands the scope of the project to include the Phase
II which will complete the Town Square Project. Phase I included the initial development of the
Town Square in the city -owned block bounded by Texas, Gaillard, Pearce and Ashbel. The
project adopted for FY2015 also included extending the Streetscape Project from Gaillard to
Ashbel, including the Ashbel intersection. This project includes a Bond - funded water feature in
the form of a fountain. The fountain currently being designed will serve as centerpiece for the
plaza and will serve as the platform for a portable ice rink for the 2015 Christmas holiday season.
The fountain will be covered by a large Christmas tree resulting in a much improved community
tree lighting event and ice skating around the community Christmas tree. A set of permanent
restrooms will be constructed as will a matching building for storage, fountain equipment and the
skate concession center. Phase II includes walking trails, a stage, landscaping, signage and
lighting. $600,000
I -10 Lift Station
This lift station is being upgraded to accommodate growth along Garth Road. These dollars are
being used to help pay for upsizing the lift station. $250,000
Northeast Wastewater Treatment Plant — Debt Service
The confirmed growth and development within the City necessitated the design and construction
of the Northeast Wastewater Treatment facility. The project is estimated at $28,500,000 with
60% ($17,100,000) of the funding from the MDD. The remaining 40% ($11,400,000) is funded
from the Water and Sewer Fund. This allocation includes the current year principal and interest
payment on multiple debt issuances by the Texas Water Development Board (TWDB) loan and
Certificates of Obligation. $1,256,535
Aquatic Facilities — Debt Service
Pirate's Bay Waterpark opened in 2010 and was funded with $4 million authorized in the
November 2007 bond election and the issuance of $6 million in Certificates of Obligation in early
2010. MDD is funding the debt service on the $6 million in CO's. This allocation funds the
current year debt service requirement. $426,713
Pirates Bay Waterpark Expansion — Debt Service
Attendance and popularity continue to be greater than anticipated with the waterpark's capacity
limiting tickets sales on a regular basis. The development of a multi - phased Pirates Bay
Expansion Master Plan is in progress. MDD funding of the North Main water and sewer project
debt service has been shifted to the Water and Sewer Fund to provide $5.5 million in MDD debt
capacity to help fund the expansion. This allocation funds the current year debt service
requirement. $376,079
Ba own Sports League Improvements
The budget provides continuous funding for various improvements at little league, pony league
and soccer facilities including bleacher covers, backstops, paving, trails, lighting and fencing
repairs as needed. $50,000
17 -48
MAJOR BUDGET ISSUES
Fiscal Year 2015 -16
Golf Course — Debt Service
Funds are being allocated in the event that the voters approve the Golf Course Bonds in the
November 2015 election. $500,000
Rent to Own/Purchase Ice Rink for Town Square
The City plans to install and operate an ice rink during late November and December. The City
plans to rent to own the ice rink the first year. The FY2016 cost to rent the rink that includes, set
up, a chiller, ice skates and a golf cart mounted scraper is $81,940. Should the City decide to
purchase the rink, there will be an additional cost of $135,000. Staff has added $10,000 for
barricades and needed infrastructure for the operations of the rink. $226,940
Land Acauisition — Future Parks
This project provides funding to acquire future park land. This is a continued set -aside of funds
to provide an allocation that would be used as land becomes available. $100,000
Pelly Park Loop Trail
Staff has had request including a Parks Board member and a petition from the neighborhood to
construct a loop walking trail around Pelly Park. The popular park is the only park in the
immediate area for local residents that take advantage of the small splash deck and large picnic
shelters. A loop walking trail would add another activity to the neighborhood park. The adjacent
neighborhood have submitted a petition in support of the trail and also requested a short sidewalk
along South Main to the E. Nazro Street. The project also includes a new playground that would
replace the existing aging playground.
The trail was requested by residents and by one of our Parks and Recreation Advisory Board
members. The neighborhood submitted a petition in support of the project to the Parks and
Recreation Department.
The trail, sidewalk and new playground will be designed and installed by Parks and Recreation
Department employees. $111,000
Westwood Park Fence Enclosure
The West Little Leagues fields at Westwood Park are no more. The lights and poles have been
salvaged and relocated to Central Little League Park and all Little League activities no longer
exist at Westwood Park. The Parks and Recreation Department plan to include the old park site
as part of the Baytown Nature Center as a future Chandler Arboretum site and would free up the
property owned by the City on Sjolander that was donated to the city for the Chandler Arboretum.
Westwood Park would be fenced and placed inside of the Baytown Nature Center include closing
Schrek at Steinman Street and include fencing the pipeline easement to the bay front.
The Neighborhood has indicated that the playground could go away, however, we will save room
for a small neighborhood park if needed in the future. $50,663
Lincoln Cedars Park Fence
Lincoln Cedars Park is located on four small lots backing up to vacant property. The park users
often have balls that go over the small fence at the back of the park and get lost in the low
swampy land behind the park. Local citizens have requested a tall fence be constructed to keep
the balls in the park and to help keep the small children from going into the swampy area looking
for balls. A 20 foot tall fence will be constructed along the back side of the park. Design and
oversight will be done by the Parks and Recreation Department employees. $12,000
17 -49
MAJOR BUDGET ISSUES
Fiscal Year 2015 -16
Roseland Park Restroom Replacement
The public restrooms were constructed in the mid 1990s. The restroom would be replaced with a
new pre - constructed restroom at the same location. The new restrooms will be equipped with a
HVAC system, water fountain and doors that will automatically close and lock when the park is
closed. The building will be pre- engineered and constructed by local standards and codes. Design
and oversight will be done by the Parks and Recreation Department employees. $135,000
Fire Fighters Memorial Repairs (50%)
The project will improve the lighting and appearance of the Fire Fighter Memorial Plaza. The
drought caused severe ground movement at the Fire Fighter Memorial Plaza. The plan is to repair
the subgrade and reconstruct several areas. The project will also level the granite surrounding the
plaza. Relocation and replacement of the plaza lighting is also included in the project.
We are partnering with the Fire Department on this project with the cost being shared 50150.
Design and oversight will be done by the Parks and Recreation Department employees. $33,625
Community Center Path Improvements
All three entrances to the Baytown Community Center are in need of replacement. The walkway
between the Community Center and City Hall stands in deep water after a small rain event,
making the connection from City Hall /Community Center almost impossible at time. A second
part of this request will be to remove and replace the existing exposed aggregate entry walks and
to replace. The new sidewalks will provide both a safer and more attractive appearance to the
Community Center.
The existing concrete walkways are uneven and could cause tripping hazards, this project will
provide a safe, slip resistant entrance to the Community Center from three locations, City Hall,
the Community Center Parking Lot and under canopy at senior side entrance. $67,830
Kayak Launches at Roseland and Bayland Parks
Use of Kayaks continue to gain popularity. A kayak launch was added to the boat ramps at the
Wetlands Center in 2015. Staff proposes adding two more launches in 2016 at both the Roseland
Park and Bayland Park Boat Launches.
The proposed kayak launches will provide easy access to the historic Goose Creek and Tabbs Bay
area as well as the scenic Cedar Bayou. Both will be located adjacent to existing boat ramps that
include plenty of parking for kayakers. $70,000
Paint Bridge Overpasses Throughout City
The project will paint the bridge abutments that cross Goose Creek on Rollingbrook, Baker Road,
Decker Drive, Market Street and West Main. The West Texas Avenue Bridge was repainted as
part of a Goose Creek Park improvement project in 2015. Staff plans to paint as many bridges as
possible with the available funding. $50,000
Project Administration & Overhead $300,000
Unforeseen Project and New Initiatives $500,000
17 -50
MUNICIPAL DEVELOPMENT DISTRICT (MDD) PROGRAM FUND
BUDGET SUMMARY for Fiscal Year 2015 -16
Actual Carry- forward
Adopted
Total
Allocation
Estimated
Carry - forward
New
Allocation
Total Allocation
2013 -14
2013 -14
2014 -15
2014 -15
2014 -15
2014 -15
2015 -16
2015 -16
Beginning working capital
$ 6,407,476
$ 6,809,000
$ 1,008,190
$ 6,809,000
$ 6,809,000
$ 4,426,650
$ 568,784
$ 4,426,650
Revenues
Sales Taxes
5,701,282
5,700,000
5,700,000
5,900,000
-
6,077,000
6,077,000
Interest on Investments
7,746
6,000
6,000
6,000
6,000
6,000
Miscellaneous
30,000
-
-
-
Loan Repayments
32,258
40,200
40,200
10,765
10,870
10,870
Interest on Loans
7,781
8,000
8,000
3,040
1
2,930
2,930
Total MDD Revenues
5,779,067
5,754,200
5,754,200
5,919,805
6,096,800
6,096,800
Expenditures
Economic Development Projects
Development of New and Expansion of
Existing Businesses and Industry
13,640
519,785
150,000
669,785
655,233
14,552
150,000
164,552
Econ Development Foundation - Basic
Economic Development Services
200,000
250,000
250,000
250,000
250,000
250,000
Econ Development Foundation - Special
Economic Development Projects
5,811
330,558
100,000
430,558
165,812
264,746
-
264,746
Economc Incentives
-
-
500,000
500,000
Econ Development Foundation - Special
Economic Development Projects -SBRLF
-
110,000
-
110,000
-
110,000
-
110,000
Property Acquisition for Economic
Development
1,455
522,521
100,000
622,521
298,468
324,053
100,000
424,053
Downtown Redevelopment Assistance -
Baytown Little Theater
-
500,000
500,000
-
500,000
-
500,000
Marketing Plan Update
31,101
-
-
-
-
-
Subtotal
240,385
1,982,864
600,000
2,582,864
1,369,513
1,213,351
1,000,000
2,213,351
Streets, Drainage, Sidewalks & Signalization
Projects
Land Acquisition for New Thoroughfares
-
911,710
100,000
511,710
-
511,710
-
511,710
Land for San Jacinto Blvd
-
-
-
500,000
500,000
-
City Gateway Project
38,739
311,261
150,000
461,261
461,261
State Infrastructure Bank Loan Repayment
Decker Dr to 146 South flyover ( $1 mm)
148,957
-
148,957
148,957
148,957
-
148,957
148,957
Texas Avenue Streetscape & Town Square
-
764,967
500,000
1,264,967
917,285
347,682
600,000
947,682
Signal - 146 North and 1 -10 West
222,881
29,872
-
29,872
-
-
-
Signal - Hutto and Rollingbrook
-
85,200
-
85,200
72,390
12,810
-
12,810
Garth Road Traffic Engineering
7,463
205
15,000
1 15,205
15,205
-
-
-
Subtotal
418,040
2,103,215
913,957
3,017,172
2,115,098
872,202
748,957
1,621,159
Utility Projects
Economic Dev. Cost Share with Developers to
Upsize New Utilities
342,013
100,000
254,535
-
254,535
-
254,535
1 -10 Lift Station
-
-
250,000
250,000
250,000
500,000
NE WW Treatment Plant Debt Service (60% -
2005 & 2006 TW DB CO's & 2014 & 2015
GO's Refunding)
1,201,581
1,302,255
1,302,255
1,302,255
-
1,256,535
1,256,535
West District Plant Expansion Debt Service -
(50 % - 2008 CO's)
1,002,966
1,009,356
1,009,356
1,009,356
-
Hutto Lift Station
7,500
62,522
-
-
-
BuceesUtilityLines
344,113
-
-
-
-
-
Tri City Beach Road Sewer
-
70,000
70,000
70,000
70,000
Ameriport Waterline
26,257
-
-
-
-
-
Subtotal
2,582,417
474,535
2,411,611
2,886,146
2,311,611
574,535
1,506,535
2,081,070
Parks Projects
Aquatics Master Plan Phase 1 & 2
Construction (Debt Svc on $6mm)
427,738
437,888
437,888
437,888
426,713
426,713
Pirates Bay Waterpark Expansion (Debt
Service on $5.5mm)
377,275
375,529
375,529
375,529
376,079
376,079
Baytown Sports League Improvements
155,568
20,650
100,000
120,650
95,309
25,341
50,000
75,341
Golf Course (Debt Service on $12.5mm)
-
-
-
-
500,000
500,000
Rent/Purchase of Ice Rink for Town Square
-
226,940
226,940
Goose Creek Trail Phases V and VI
207,948
292,052
-
292,052
199,837
92,215
-
92,215
Goose Creek Trail - Phase VI
-
315,000
315,000
45,000
270,000
-
270,000
Land Acquisition - Future Parks
-
223,139
50,000
273,139
1,300
271,839
100,000
371,839
Sports Complex (Parking, Fields & Lighting)
45,067
7,974
-
7,974
7,974
-
East Road Girls Fields - Lighting & Wiring
-
575,000
575,000
575,000
-
-
Pelly and Central Little League Parks
14,631
369
-
179
179
Wetlands Picnic Shelter
10,000
-
10,000
10,000
GLO / CMP Grant Match ( Tabbs Bay)
-
86,400
86,400
86,400
Tabbs Bay Cleanup
99,858
-
Eddie Huron Park Phase II & III
1,871
-
City Hall Courtyard Improvements Phase I & II
20,693
6,691
-
6,691
6,691
Median Beautification Crew
129,997
(545)
110,500
109,955
109,955
-
Community Service Supervisor
28,951
53,149
77,200
130,349
99,760
Roseland Park Improvements
100,111
1,759
-
1,536
1,536
-
Roseland Locomotive Improvements
49,547
10,278
10,278
10,278
17 -51
MUNICIPAL DEVELOPMENT DISTRICT (MDD) PROGRAM FUND
BUDGET SUMMARY for Fiscal Year 2015 -16
Actual Carry- forward
Adopted
Total
Allocation
Estimated
Carry - forward
New
Allocation
Total Allocation
2013 -14
2013 -14
2014 -15
2014 -15
2014 -15
2014 -15
2015 -16
2015 -16
Roseland Spray Park Renovations
-
42,000
42,000
42,000
Special Needs Playground
25,000
25,000
25,000
-
-
-
Jenkins /Holloway Park Improvements
36,933
61,699
-
61,699
44,747
16,952
16,952
Goose Creek Park Improvements
1,755
50,960
50,960
31,550
19,410
-
19,410
Jenkins Park Disc Golf
1,826
-
-
-
Pelly Park Loop Trail
-
111,000
111,000
Westwood Park Fence Enclosure
50,663
50,663
Lincoln Cedars Fence Improvements
12,000
12,000
Roseland Park Restroom Replacement
135,000
135,000
Repair Fire Fighter Memorial
33,625
33,625
Community Center Path Improvements
67,830
67,830
Paint Bridge Overpasses
50,000
50,000
Kayak Launch (Bayland & Roseland)
70,000
70,000
Allenbrook Park Improvements
111,960
-
-
Kayak Launch
24,972
-
-
Subtotal
1,836,701
738,175
2,194,517
2,932,279
2,205,933
695,757
2,209,850
2,905,607
Total MDD Projects
5,077,543
5,298,789
6,120,085
11,418,461
8,002,155
3,355,845
5,465,342
8,821,187
Other
Project Administration and Overhead
300,000
-
300,000
300,000
300,000
300,000
300,000
Unforeseen /New Initiatives
502,021
-
502,021
502,021
500,000
1,002,021
Subtotal
300,000
502,021
300,000
802,021
300,000
502,021
800,000
1,302,021
Total MDD Expenditures
5,377,543
5,800,810
6,420,085
12,220,482
8,302,155
3,857,866
6,265,342
10,123,208
Revenues over (under) expenses
401,524
(5,800,810)
(665,885)
(6,466,282)
(2,382,350)
(3,857,866)
(168,542)
(4,026,408)
Ending working capital
$ 6,809,000
$ 1,008,190
$ 342,305
$ 342,718
$ 4,426,650
$ 568,784
$ 400,242
$ 400,242
DEBT SERVICE PAYMENT RECAP
Aquatics Master Plan Phase 1 & 2
Construction (Debt Svc on $6mm)
427,738
437,888
437,888
437,888
-
426,713
426,713
Pirates Bay Expansion (Debt Svc on $5.5mm)
377,275
375,529
375,529
375,529
-
376,079
376,079
Golf Course Construction (Debt Svc on
$12.5mm)
-
-
-
-
-
500,000
500,000
State Infrastructure Bank Loan Repayment
Decker Dr to 146 South flyover ( $1 mm)
148,957
148,957
148,957
148,957
-
148,957
148,957
NE WW Treatment Plant Debt Service (60% -
2005 & 2006 TW DB CO's & 2014 & 2015
GO's Refunding)
1,201,581
1,302,255
1,302,255
1,302,255
-
1,256,535
1,256,535
West District Plant Expansion Debt Service -
(50% - 2008 CO's)
1,002,966
1,009,356
1,009,356
1,009,356
Total Debt Service Payments
$ 3,158,517 $
$ 3,273,985
$ 3,273,985
$ 3,273,985
$ -
$ 2,708,284
$ 2,708,284
17 -52
SUPPLEMENTAL INFORMATION
INCLUDED FOR PLANNING
PURPOSES
17 -53
MUNICIPAL DEVELOPMENT DISTRICT (MDD) PROGRAM FUND
BUDGET SUMMARY - PROJECTED WORKING CAPITAL
Fiscal Year 2015 -16 Estimated revenue growth for projected years: 2.0%
beginning working capital
Current
Expenditures
Carry-
forward
Adjusted
Allocation
Total
Allocation
Estimated
Expenditures
Carry-
forward
New
Allocation
Total
Allocation
Projected
Projected
Projected
Projected
Projected
2013 -14
2013 -14
2014 -15
2014 -15
2014 -15
2015 -16
2015 -16
2016 -17
2017 -18
2018 -19
2019 -20
2020 -21
beginning working capital
$
$6,609,000
1 $1,uud,19U
$6,609,000
$ 6,8U9,000
$4,426,650
1 $ 566,184
$4,426,650
$ 4UU,242
1 $ 653,762
$ 768,858
$1,394,2U6
1 $2,163,475
Revenues
Sales Taxes
5,700,000
5,700,000
5,900,000
6,077,000
6,077,000
6,199,000
6,323,000
6,449,000
6,578,000
6,710,000
Interest on Investments
6,000
6,000
6,000
6,000
6,000
6,000
6,000
6,000
6,000
6,000
Contributions & Miscellaneous
48,200
48,200
13,805
13,800
13,800
20,000
20,000
20,000
20,000
20,000
Total MDD Revenues
5,754,200
5,754,200
5,919,805
6,096,800
6,096,800
6,225,000
6,349,000
6,475,000
6,604,000
6,736,000
Expenditures
Economic Development Projects
Development of New and Expansion of Existing
Businesses and Industry
1,099,496
519,785
150,000
669,785
655,233
14,552
150,000
164,552
300,000
300,000
300,000
300,000
300,000
Econ Development Foundation - Basic Economic
Development Services
1,300,000
-
250,000
250,000
250,000
-
250,000
250,000
200,000
200,000
200,000
200,000
200,000
Econ Development Foundation - Special
Economic Development Projects
308,554
330,558
100,000
430,558
165,812
264,746
264,746
100,000
100,000
100,000
100,000
100,000
Economic Incentives
-
-
-
500,000
500,000
500,000
650,000
150,000
150,000
150,000
Econ Development Foundation - Special
Economic Development Projects -SBRLF
100,000
110,000
-
110,000
-
110,000
-
110,000
-
-
Property Acquisition for Economic Development
621,197
522,521
100,000
622,521
298,468
324,053
100,000
424,053
100,000
100,000
300,000
300,000
300,000
Downtown Redevelopment Assistance - Baytown
Little Theater
500,000
500,000
500,000
500,000
Subtotal
3,429,247
1,982,864
600,000
2,582,864
1,369,513
1,213,351
1,000,000
2,213,351
1,200,000
1,350,000
1,050,000
1,050,000
1,050,000
Streets, Drainage, Sidewalks & Signalization Projects
Land Acquisition for New Thoroughfares
-
911,710
(400,000)
511,710
-
511,710
-
511,710
100,000
100,000
100,000
100,000
100,000
Land for San Jacinto Blvd
500,000
500,000
500,000
-
-
-
-
City Gateway Project
-
311,261
150,000
461,261
461,261
-
-
-
State Infrastructure Bank Loan Repayment
Decker Dr to 146 South flyover ( $1 mm)
446,914
-
148,957
148,957
148,957
-
148,957
148,957
-
-
Texas Avenue Streetscape & Town Square
305,243
764,967
500,000
1,264,967
917,285
347,682
600,000
947,682
150,000
150,000
150,000
150,000
150,000
Signal - 146 North and 1 -10 West
22,247
29,872
-
29,872
-
-
-
-
-
-
Signal - Hutto and Rollingbrook
4,800
85,200
-
85,200
72,390
12,810
12,810
-
-
Garth Road Traffic Engineering
10,032
205
15,000
15,205
15,205
-
-
-
-
-
Subtotal
789,236
2,103,215
913,957
3,017,172
2,115,098
872,202
748,957
1,621,159
250,000
250,000
250,000
250,000
250,000
Utility Projects
Economic Dev. Cost Share with Developers to
Upsize New Utilities
26,083
342,013
87,478
254,535
-
254,535
-
254,535
150,000
150,000
150,000
150,000
150,000
1 -10 Lift Station
-
-
250,000
250,000
250,000
250,000
500,000
-
NE WW Treatment Plant Debt Service (60 %-
2005 & 2006 TWDB CO's & 2014 & 2015 GO's
Refunding)
6,067,580
1,302,255
1,302,255
1,302,255
-
1,256,535
1,256,535
1,130,793
1,111,294
1,113,560
1,114,773
1,096,146
West District Plant Expansion Debt Service -
(50% - 2008 CO's)
3,202,146
1,009,356
1,009,356
1,009,356
-
-
-
-
-
-
Hutto Lift Station
129,978
62,522
(62,522)
-
-
Tri City Beach Road Sewer
70,000
70,000
70,000
70,000
Subtotal
9,425,787
474,535
2,411,611
2,886,146
2,311,611
574,535
1,506,535
2,081,070
1,280,793
1,261,294
1,263,560
1,264,773
1,246,146
17 -54
MUNICIPAL DEVELOPMENT DISTRICT (MDD) PROGRAM FUND
(BUDGET SUMMARY - PROJECTED WORKING CAPITAL
revenue arowrn rnr nroiecrea years,
Parks Projects
Current
Ex enditures
Carry-
forward
Adjusted
Allocation
Total
Allocation
Estimated
Expenditures
Carry-
forward
New
Allocation
Total
Allocation
Projected
Projected
Projected
Projected
Projected
Aquatics Master Plan Phase 1 & 2 Construction
(Debt Svc on $6mm)
2013 -14
2013 -14
2014 -15
2014 -15
2014 -15
2015 -16
2015 -16
2016 -17
2017 -18
2018 -19
2019 -20
2020 -21
Parks Projects
Aquatics Master Plan Phase 1 & 2 Construction
(Debt Svc on $6mm)
522,948
437,888
437,888
437,888
426,713
426,713
434,138
426,338
437,538
427,737
432,674
Pirates Bay Waterpark Expansion - Debt Service
on $5.5mm
399,288
375,529
375,529
375,529
376,079
376,079
376,529
376,292
373,554
367,221
362,387
Baytown Sports League Improvements
450,128
20,650
100,000
120,650
95,309
25,341
50,000
75,341
25,000
25,000
25,000
25,000
25,000
Golf Course (Debt Service on $12.5mm)
-
-
-
-
-
-
500,000
500,000
1,000,000
1,000,000
1,000,000
1,000,000
1,000,000
Rent/Purchase of Ice Rick for Town Square
-
-
-
-
226,940
226,940
50,000
50,000
50,000
50,000
50,000
Goose Creek Trail Phases V and A
292,052
-
292,052
199,837
92,215
-
92,215
-
-
-
-
-
Goose Creek Trail Phase VI
-
315,000
315,000
45,000
270,000
-
270,000
350,000
300,000
300,000
300,000
300,000
Land Acquisition - Future Parks
34,942
223,139
50,000
273,139
1,300
271,839
100,000
371,839
50,000
50,000
50,000
50,000
50,000
Sports Complex (Parking, Fields & Lighting)
573,996
7,974
-
7,974
7,974
125,000
125,000
-
East Road Girls Fields - Lighting & Wiring
-
-
575,000
575,000
575,000
-
-
-
-
-
Pelly and Central Little League Parks
369
(190)
179
179
Wetlands Picnic Shelter
-
10,000
-
10,000
10,000
GLO / CMP Grant Match
107,973
-
86,400
86,400
86,400
City Hall Courtyard Improvements Phase I & II
14,616
6,691
-
6,691
6,691
Median Beautification Crew
119,348
(545)
110,500
109,955
109,955
Community Service Supervisor
-
53,149
77,200
130,349
99,760
Roseland Park Improvements
98,380
1,759
(223)
1,536
1,536
Roseland Locomotive Improvements
-
10,278
-
10,278
10,278
Roseland Spray Park Renovations
-
42,000
42,000
42,000
-
-
Special Needs Playground
-
25,000
25,000
25,000
Jenkins / Holloway Park Improvements
61,699
-
61,699
44,747
16,952
16,952
Goose Creek Park Improvements
50,960
50,960
31,550
19,410
19,410
Pelly Park Loop Improvements
-
-
-
-
111,000
111,000
Westwood Park Fence Enclosure
50,663
50,663
Lincoln Cedars Fence Improvements
12,000
12,000
Roseland Park Restroom Replacements
135,000
135,000
Repair Fire Fighter Memorial
33,625
33,625
Community Center Path Improvements
67,830
67,830
Paint Bridge Overpasses
50,000
50,000
Kayak Launch (Bayland & Roseland)
70,000
70,000
Subtotal
2,321,619
738,175
2,194,104
2,932,279
2,205,933
695,757
2,209,850
2,905,607
2,410,667
2,352,630
2,236,092
2,219,958
2,220,061
Total MDD Projects
15,965,889
5,298,789
6,119,672
11,418,461
8,002,155
3,355,845
5,465,342
8,821,187
5,141,460
5,213,924
4,799,652
4,784,731
4,766,207
Other
Project Administration and Overhead
1,787,500
-
300,000
300,000
300,000
-
300,000
300,000
300,000
300,000
300,000
300,000
300,000
Unforeseen /New Initiatives
502,021
502,021
502,021
500,000
1,002,021
500,000
750,000
750,000
750,000
750,000
Subtotal
1,787,500
502,021
300,000
802,021
300,000
502,021
800,000
1,302,021
800,000
1,050,000
1,050,000
1,050,000
1,050,000
Total MDD Expenditures
17,753,389
5,800,810
6,419,672
12,220,482
8,302,155
3,857,866
6,265,342
1 10,123,208
5,941,460
6,263,924
5,849,652
5,834,731
5,816,207
Revenues over (under) expenditures
(17,753,389)
(5,800,810)
(665,472)
(6,466,282)
(2,382,350)
(3,857,866)
(168,542)
(4,026,408)1
283,540
85,076
625,348
769,269
919,793
Ending working capital
$ 17,753,389
$ 1,008,190
$ 342,718
$ 342,718
$ 4,426,650
$ 568,784
$ 400,242
$ 400,242
1 $ 683,782
$ 768,858
$ 1,394,206
$ 2,163,475
$ 3,083,268
17 -55
BAYTOWN MUNICIPAL DEVELOPMENT DISTRICT
DETAIL DEBT AMORTIZATION SCHEDULES
Refunded 7/2015 into Series 2015 GO & Refunding
2011
2.25%
130,185
NE WW Treatment - $13,370,000 - W &S Issue
219,180
Certificate of Obligation - TWDB (MDD
portion -60 %) Issue 1 of 2 $
3,516,310
Series 2005
85,873
Date of Issue - March 1, 2005 - Refund $2,241,204 as of Feb Term - 20 Years
Fiscal
Interest
Principal
Total Total Debt
Balance of
Year
Rate
Due 2/01
Interest for Fiscal Yr
Principal
2006
1.35%
$ 98,625
$ 99,219 $ 197,844 $
3,417,685
2007
1.55%
105,200
97,738 202,938
3,312,485
2008
1.65%
110,460
73,009 183,469
3,202,025
2009
1.80%
117,035
71,088 188,123
3,084,990
2010
2.05%
123,610
68,927 192,537
2,961,380
2011
2.25%
130,185
88,995
219,180
2,831,195
2012
2.40%
138,075
85,873
223,948
2,693,120
2013
2.55%
145,965
82,355
228,320
2,547,155
2014
2.65%
153,855
78,456
232,311
2,393,300
2015
2.75%
163,060
40,707
203,767
2,230,240
2016
2.90%
172,265
2,498
174,763
2,057,975
2016
2.90%
2,057,975
-
2,057,975
-
415,858
$
3,516,310 $
788,866 $
4,305,176
5.500%
2021
5.500%
592,203
NE WW Treatment - $19,700,000 - W &S Issue
721,632
Certificate of Obligation - TWDB (MDD portion -60 %) Issue 2 of 2 $
10,370,133
Series 2006B
Date of Issue - May 1, 2006
Term - 20 Years
Fiscal
Interest
Principal
Total
Total Debt
Balance of
Year
Rate
Due 2/01
Interest
for Fiscal Yr
Principal
2007
5.500%
$ 313,210
$ 405,618 $
718,828 $
10,056,923
2008
5.500%
394,802
326,865
721,667
9,662,121
2009
5.500%
405,330
315,863
721,193
9,256,791
2010
5.500%
415,858
304,468
720,326
8,840,933
2011
5.500%
429,018
292,532
721,550
8,411,915
2012
5.500%
442,178
279,896
722,074
7,969,737
2013
5.500%
455,338
266,430
721,768
7,514,399
2014
5.500%
468,498
252,224
720,722
7,045,901
2015
5.500%
484,290
237,214
721,504
6,561,611
2016
5.500%
500,083
221,339
721,422
6,061,528
2017
5.500%
515,875
204,700
720,575
5,545,653
2018
5.500%
534,299
187,239
721,538
5,011,354
2019
5.500%
552,723
168,894
721,617
4,458,631
2020
5.500%
571,147
149,645
720,792
3,887,484
2021
5.500%
592,203
129,429
721,632
3,295,281
2022
5.500%
613,259
108,334
721,593
2,682,022
2023
5.500%
634,315
86,184
720,499
2,047,707
2024
5.500%
658,003
62,922
720,925
1,389,704
2025
5.500%
681,691
38,637
720,328
708,013
2026
5.500%
708,013
13,098
721,111
-
$
10,370,133 $
4,051,531 $
14,421,664
17 -56
BAYTOWN MUNICIPAL DEVELOPMENT DISTRICT
DETAIL DEBT AMORTIZATION SCHEDULES
W &S Projects- Northeast WW Treatment Plant
GO & Refunding - (Refunding Comb Tax & Rev COs Series 2006A) $ 2,100,283
Series 2014 Date of Issue - April 1„ 2014 Term - 20 Years
Fiscal Interest Principal Total Total Debt Balance of
Year Rate Due 2/1 Interest for Fiscal Yr Principal
2014 $ 21,885 $ 21,885 $ 2,100,283
2015
2.00% $
115,291
73,186
188,477
1,984,992
2016
3.00%
174,064
69,434
243,498
1,810,928
2017
3.00%
152,720
64,532
217,252
1,658,208
2018
3.00%
135,056
60,216
195,272
1,523,152
2019
3.00%
140,208
56,087
196,295
1,382,944
2020
4.00%
145,728
51,069
196,797
1,237,216
2021
4.00%
130,272
45,549
175,821
1,106,944
2022
4.00%
135,792
40,228
176,020
971,152
2023
4.00%
142,048
34,671
176,719
829,104
2024
4.00%
148,304
28,864
177,168
680,800
2025
4.00%
154,560
22,807
177,367
526,240
2026
4.00%
131,744
17,081
148,825
394,496
2027
3.25%
43,424
13,740
57,164
351,072
2028
3.38%
44,896
12,277
57,173
306,176
2029
3.50%
46,368
10,708
57,076
259,808
2030
3.50%
48,208
9,053
57,261
211,600
2031
3.75%
50,048
7,271
57,319
161,552
2032
3.75%
51,888
5,359
57,247
109,664
2033
4.00%
53,728
3,312
57,040
55,936
2034
4.00%
55,936
1,119
57,055
-
$
2,100,283 $
648,448 $
2,748,731
W &S Projects- Northeast WW Treatment Plant
GO & Refunding - (Refunding Comb Tax & Rev COs Series 2005) $ 1,886,198
Series 2015 Date of Issue - July 7, 2015 Term - 20 Years
Fiscal Interest Principal Total Total Debt Balance of
Year Rate Due 2/1 Interest for Fiscal Yr Principal
2016 2.00% $ 22,723 $ 94,129 $ 116,852 1,863,475
2017
5.00%
107,653
85,313
192,966
1,755,822
2018
5.00%
114,730
79,754
194,484
1,641,092
2019
5.00%
121,808
73,840
195,648
1,519,284
2020
5.00%
129,630
67,554
197,184
1,389,654
2021
5.00%
137,825
60,868
198,693
1,251,829
2022
5.00%
146,020
53,772
199,792
1,105,809
2023
5.00%
155,333
46,238
201,571
950,476
2024
5.00%
165,018
38,229
203,247
785,458
2025
5.00%
176,051
29,718
205,769
609,407
2026
5.00%
101,320
22,798
124,118
508,087
2027
5.00%
106,535
17,602
124,137
401,552
2028
3.38%
43,955
14,197
58,152
357,597
2029
3.50%
45,445
12,660
58,105
312,152
2030
3.63%
47,308
11,007
58,315
264,844
2031
3.63%
49,170
9,258
58,428
215,674
2032
3.75%
51,033
7,410
58,443
164,641
2033
3.75%
52,895
5,462
58,357
111,746
2034
4.00%
54,758
3,375
58,133
56,988
2035
4.00%
56,988
1,140
58,128
-
$
1,886,198 $
734,324 $
2,620,522
17 -57
BAYTOWN MUNICIPAL DEVELOPMENT DISTRICT
DETAIL DEBT AMORTIZATION SCHEDULES
2016 4.07% 143,132 5,825 148,957 -
Aquatics Master Plan & Construction - $10,000,000 - GOIS
Certificates of Obligation - Combined Tax & Revenue - Aquatics Portion $ 6,030,000
Series 2010 Date of Issue - February 1, 2010 Term - 20 Years
Fiscal Interest Principal Total Total Debt Balance of
Year Rate Due 2/1 Interest for Fiscal Yr Principal
2010
$
- $
Decker Dr to 146 Flyover - $1,000,000 - MDD Issue
Texas State
Infrastructure Bank Loan
2011
1.00%
$ 1,000,000
Series 2008
438,313
Date of Issue - September 13, 2007
2012
Term - 8 Years
Fiscal
Interest
Principal
Total
Total Debt
Balance of
Year
Rate
Due 4/15
Interest
for Fiscal Yr
Principal
2009
4.07%
$ 108,257
$ 40,700 $
148,957
$ 891,743
2010
4.07%
112,664
36,294
148,957
779,079
2011
4.07%
117,249
31,709
148,957
661,830
2012
4.07%
122,021
26,936
148,957
539,809
2013
4.07%
126,987
21,970
148,957
412,822
2014
4.07%
132,156
16,802
148,957
280,666
2015
4.07%
137,534
11,423
148,957
143,132
2016 4.07% 143,132 5,825 148,957 -
Aquatics Master Plan & Construction - $10,000,000 - GOIS
Certificates of Obligation - Combined Tax & Revenue - Aquatics Portion $ 6,030,000
Series 2010 Date of Issue - February 1, 2010 Term - 20 Years
Fiscal Interest Principal Total Total Debt Balance of
Year Rate Due 2/1 Interest for Fiscal Yr Principal
2010
$
- $
84,635 $
84,635 $
6,030,000
2011
1.00%
235,000
203,313
438,313
5,795,000
2012
1.00%
225,000
201,013
426,013
5,570,000
2013
2.00%
240,000
197,488
437,488
5,330,000
2014
2.00%
235,000
192,738
427,738
5,095,000
2015
2.00%
250,000
187,888
437,888
4,845,000
2016
3.00%
245,000
181,713
426,713
4,600,000
2017
3.00%
260,000
174,138
434,138
4,340,000
2018
3.00%
260,000
166,338
426,338
4,080,000
2019
3.50%
280,000
157,538
437,538
3,800,000
2020
3.50%
280,000
147,737
427,737
3,520,000
2021
3.50%
295,000
137,674
432,674
3,225,000
2022
3.63%
300,000
127,074
427,074
2,925,000
2023
3.75%
320,000
115,637
435,637
2,605,000
2024
4.00%
325,000
103,137
428,137
2,280,000
2025
4.00%
345,000
89,737
434,737
1,935,000
2026
4.13%
350,000
75,619
425,619
1,585,000
2027
4.25%
375,000
60,431
435,431
1,210,000
2028
4.25%
380,000
44,387
424,387
830,000
2029
4.38%
410,000
27,344
437,344
420,000
2030
4.38%
420,000
9,187
429,187
-
$
6,030,000 $
2,684,766 $
8,714,766
17 -58
BAYTOWN MUNICIPAL DEVELOPMENT DISTRICT
DETAIL DEBT AMORTIZATION SCHEDULES
W &S Projects- $16,500,000 - COs
Certificates of Obligation - Combined Tax & Revenue - Aquatics Portion $ 5,500,000
Series 2013 Date of Issue - March 26, 2013 Term - 20 Years
Fiscal Interest Principal Total Total Debt Balance of
Year Rate Due 2/1 Interest for Fiscal Yr Principal
2013 $ - $ 44,117 $ 44,117 5,500,000
2014
2.00%
216,667
159,896
376,563
5,283,333
2015
2.00%
220,000
155,529
375,529
5,063,333
2016
2.00%
225,000
151,079
376,079
4,838,333
2017
2.00%
230,000
146,529
376,529
4,608,333
2018
2.50%
235,000
141,292
376,292
4,373,333
2019
4.00%
240,000
133,554
373,554
4,133,333
2020
4.00%
243,333
123,888
367,221
3,890,000
2021
4.00%
248,333
114,054
362,387
3,641,667
2022
2.50%
255,000
105,900
360,900
3,386,667
2023
2.50%
263,333
99,421
362,754
3,123,334
2024
2.50%
270,000
92,754
362,754
2,853,334
2025
2.63%
280,000
85,704
365,704
2,573,334
2026
3.00%
286,667
77,729
364,396
2,286,667
2027
3.00%
295,000
69,004
364,004
1,991,667
2028
3.13%
305,000
59,814
364,814
1,686,667
2029
3.13%
315,000
50,126
365,126
1,371,667
2030
3.25%
325,000
39,923
364,923
1,046,667
2031
3.25%
336,667
29,171
365,838
710,000
2032
3.30%
350,000
17,925
367,925
360,000
2033
3.38%
360,000
6,075
366,075
-
$
5,500,000 $
1,903,484 $
7,403,484
17 -59
RESOLUTION NO. 256
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE BAYTOWN
MUNICIPAL DEVELOPMENT DISTRICT ADOPTING A BUDGET FOR THE
ENSUING FISCAL YEAR, BEGINNING OCTOBER 1, 2015, AND ENDING
SEPTEMBER 30, 2016; AND PROVIDING FOR THE EFFECTIVE DATE
THEREOF.
BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE BAYTOWN
MUNICIPAL DEVELOPMENT DISTRICT:
Section 1: That the budget estimate of the revenues of the Baytown Municipal
Development District and the expenses of conducting the affairs thereof for the ensuing fiscal
year, beginning October 1, 2015, and ending September 30, 2016, as finally submitted to the
Board of Directors by the General Manager of said District be, and the same is in all things,
adopted and approved as the budget estimate of all the current expenses as well as the fixed
charges against said District for the fiscal year beginning October 1, 2015, and ending
September 30, 2016. A copy of the budget is attached hereto as Exhibit "A" and incorporated
herein for all intents and purposes.
Section 2: This resolution shall take effect immediately from and after its passage by
the Board of Directors of the Baytown Municipal Development District.
INTRODUCED, READ, and PASSED by the affirmativeyf# of the Board of Directors
of the Baytown Municipal Development District this the 20th day August, 2015.
A T:
LETICIA BRYSCH, As ' tant Secretary
APPROVED AS TO FORM:
4 nta A?!�7
ACIO RAMIREZ, SR., G n al ounsel
STJZPHEN -H. DONCARLOS,
R:'%Karen%Files,City CounciMunicipal Development District Resolutions\2015 Wugust\Adoptl5- 16Budget.doc
17 -60
=a
G�
R:'%Karen%Files,City CounciMunicipal Development District Resolutions\2015 Wugust\Adoptl5- 16Budget.doc
17 -60
BAYTOWN
REINVESTMENT
ZONE #1
B TowN
s
17 -61
BAYTOWN
S
17 -62
BAYTOWN TAX REINVESTMENT ZONE #1 FUND 216
BUDGET SUMMARY
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Sources of Funding
1,615
25,000
17,000
TIRZ Increment - City
824,935
955,801 1,034,245
897,668
TIRZ Increment - County
231,339
287,456 322,473
467,098
TIRZ Incr. County - Chevron
40,862
197,876
435,056
Total Sources
1,097,136
1,243,257 1,554,594
1,799,822
Uses of Funding
Zone Adm. & Project Mgmt.
1,615
25,000
17,000
34,000
Legal Services
9,779
15,000
7,500
8,000
Data Base Management
2,700
2,700
2,700
2,700
Accounting Services
3,000
7,000
3,500
3,500
Developer Payments
645,000
825,000
741,748
600,489
Developer Payments- Chevron
40,862
197,876
435,056
TIRZ Fees (rooftops)
75,800
80,800
75,800
80,800
Debt Service
125,000
135,000
130,000
135,000
Interest on Bonds
94,875
80,213
87,688
80,213
Fiscal Agent Fees
2,500
2,500
2,500
City Services
40,513
47,790
41,247
44,883
Total Uses
1,039,144
1,221,003
1,307,559
1,427,141
Excess (Deficit) Sources Over Uses
Working Capital -
Beginning:
Harris County
City of Baytown
Total
Working Capital - Ending:
Harris County
City of Baytown
Total
57,992 22,254 247,036 372,681
727,523
727,523
727,523
1,076,670
417,860
417,860
417,860
373,741
1,145,383
1,203,375
1,203,375
1,450,411
999,724
1,287,180
1,076,670
1,543,768
203,651
(61,551)
373,741
279,323
1,203,375
1,225,629
1,450,411
1,823,091
17 -63
CITY OF BAYTOWN INCREMENT
$ 50,494,093
Historical Annexed Tax Increment
Historical Tax Increment Schedule
Schedule
I
2008
Taxable
Cumulative
(1,196,163)
Taxable
Annual
Tax Year
Value
Increment
Tax Year
Value
I Increment
2001 Base Year
$ 50,494,093
$ -
Historical Tax Increment Schedule
Schedule
2008
2002
49,297,930
(1,196,163)
Taxable
Annual
Tax Year
2003
59,132,610
8,638,517
Value
I Increment
2011
2004
72,826,380
22,332,287
2004 Base Year
$ 1,913 $
-
2005
73,907,237
23,413,144
2005
1,913
-
2006
73,907,237
23,413,144
2006
1,913
-
2007
89,611,438
39,117,345
2007
1,913
-
2008
99,420,456
48,926,363
2008
1,913
-
2009
113,856,490
63,362,397
2009
1,913
-
2010
123,327,769
72,833,676
2010
1,913
-
2011
132,354,308
81,860,215
2011
1,523
(390)
2012
141,333,339
90,839,246
2012
1,617
(296)
2013
144,510,493
94,016,400
2013
1,501
(412)
2014
185,461,491
134,967,398
2014
2,292
379
2015
182,061,125
131,567,032
2015
5,622
3,709
HARRIS COUNTY INCREMENT
2005 Base Year
Historical Annexed Tax Increment
Historical Tax Increment Schedule
Schedule
2008
Taxable
Annual
38,746,239
Taxable
Annual
Tax Year
Value
Increment
Tax Year
Value
I Increment
2005 Base Year $ 75,174,262
2008 99,331,039
2009 113,920,501
2010 122,984,748
2011 135,950,014
2012 133,742,385
2013 148,787,787
2014 255,566,256
2015 339,168,779
17 -64
$ -
2005 Base Year
$ 1,913 $
-
24,156,777
2008
1,913
-
38,746,239
2009
1,913
-
47,810,486
2010
1,913
-
60,775,752
2011
1,523
(390)
58,568,123
2012
1,617
(296)
73,613,525
2013
1,501
(412)
180,391,994
2014
5,984
4,071
263,994,517
2015
5,622
3,709
CITY OF BAYTOWN
CAPITAL IMPROVEMENT PROGRAM
= BAYTOWN
S
The Capital Improvement Program (CIP) Budget is the City's plan for the acquisition and construction of
municipal public improvements. Projects included in the CIP program are usually expensive, non-
recurring projects, which have a useful life spanning more than ten years. Project schedules and
information presented in the City's annual budget represent the active and planned CIP projects.
Capital Planning
The Capital Planning process is an ongoing assessment of the needs of the community. The City has
developed a comprehensive plan that provides the roadmap for new development and expansion. The
departments submit capital project proposals that include both the cost of construction and recurring
operational impact of the project to the operating budget. The projects are prioritized and ranked
according to established criteria weighing such factors as public safety and welfare, regulatory
compliance, economic development impact, and community needs and support.
The CIP program is designed to maintain the City's infrastructure in accordance with the Texas
Commission on Environmental Quality (TCEQ) guidelines and the City's objective to maintain
infrastructure to a high standard. The public improvement projects will normally have a construction
cycle or period from twelve to thirty-six months. Therefore, any impact to the operating budgets may not
occur until the period(s) following the period in which construction was started.
Capital Funding
Funding for the current CIP program is provided primarily from three sources: 1) issuance of General
Obligation (GO) bonds, supported or repaid by ad valorem property taxes, 2) issuance of Revenue bonds
or Certificates of Obligation (CO), supported or repaid by water and wastewater utility revenue, and 3)
sales tax revenue from the Municipal Development District (MDD). Secondarily, projects may be funded
from other funds, intergovernmental revenues, developer contributions and interest income.
Effect on Operating Costs
The annual effect on operating costs in the current projects has been estimated in the General Capital
Improvement Program, Utility Capital Improvements Program and the MDD.
BUDGET OVERVIEW
The 2015 -16 CIP project summary and attached narratives are provided for information. These projects
are part of the overall comprehensive CIP program, which includes utility system projects and other
general public improvements projects. The 2015 -16 projects in the Utility CIP program will be financed
through Certificates of Obligation and General Obligation Bonds will support the General CIP Program
authorized by referendum. Projects funded either entirely or partially by the Municipal Development
District (MDD) have been submitted to the MDD board for review and approval.
The CIP Budget is designed to annually review the development and continuing maintenance of the
City's infrastructure. The relationship between the assessed valuation, outstanding debt, annual debt
service requirements and general government expenditures as illustrated provide a basis of project
consideration and funding. Revisions and amendments may be incorporated into the plan as desired by
City Council.
18 -1
General Capital Improvement Program
Before any general obligation bonds can be sold to fund capital projects, they must first be authorized by
voters. Generally, a process is followed by which the City Council appoints a Steering Committee that
decides how much additional general obligation debt can be issued based on factors such as projected
revenue increases or decreases, anticipated increases or decreases in property values, and the impact of
future bond sales on the property tax rate. After the committee decides the amount of debt that could be
issued, a process determining which projects to put before the voters is undertaken. This process usually
involves input from City staff and the public about needed projects, and cost estimates are developed for
each project. Once the projects and their costs are determined, the City Council calls for the bond
election and the voters determine which propositions are approved. After voter approval, the City is
authorized to sell the bonds (usually over a period of years) for the propositions approved by the voters.
The City Council, Citizens and Administration agree that maintaining and improving the facilities and
infrastructure within the City are vital to its growth and development. In the November 2007 bond
election, a bond program totaling $79,975,000 was approved. The voters overwhelmingly approved five
initiatives that will provide improvements in the following areas: streets; sidewalks; drainage; public
safety; and parks, recreation and beautification. In light of the stronger state of the economy and
continuing favorable interest rates, the City issued the remaining $10.15 million of the GOs in 2014 -15
for a grand total of $79,975,000 in bonds sold under the 2007 authorization. This completed the issuance
of these GO bonds authorized by voters. Additionally, in fiscal year 2015 the City took advantage of low
interest rate environment to refinance $23.86 million in bonds. The City will continue to monitor and
assess the cash flow of projects and as necessary adjust the project schedule.
In 2008 -09, the tax rate impact to fund the debt service was $0.05 which was less than the $0.064
expected. A reassessment of the cash flow of projects related to Year Two and Year Three GO's led the
City to defer approximately $12,600,000 of debt issuance until fiscal year 2011. This also allowed the
deferring of related debt service costs, which in turn allowed the City to defer the associated tax increase.
Future tax rate increases are anticipated however, they may be mitigated by the increases in assessed
values related to new construction or increased values. While there will be no ad valorem tax increase
associated with the budgeted 2015 -16 GO debt issuance, future issuances may require an increase.
The following is a description of all the General CIP projects in the 2007 bond program and their
estimated costs.
General Capital Improvement Prollram Projects Summaries
Streets & Sidewalks Improvements
Street Improvements
Continuation of the City's annual street rehabilitation program and a physical condition survey of the
City streets. The survey will determine the streets in the worst physical condition and will assist in
determining the next streets to be rehabilitated. $30,000,000
Operating Impact: Operating maintenance costs are projected to be $350, 000.
Matching Funds for Harris County and Texas Department of Transportation (TxDOT) Projects
Matching funds for potential Harris County and TxDOT street and highway projects. $6,000,000
Operating Impact: Operating maintenance costs are projected to be $16, 000..
Sidewalks Near Parks and Schools
Construct sidewalks near parks and schools. $500,000
Operating Impact: General Fund operating and maintenance costs are projected at $19,800.
18 -2
East Baker Road Extension
Extending Baker Road and related utility, sidewalks and drainage improvements. $7,100,000
Operating Impact: General Fund operating maintenance costs are projected at $281, 000.
Total Streets & Sidewalks Improvements $43,600,000
Drainage Improvements
Drainage Improvements
Install and upgrade drainage to mitigate street flooding and improve drainage conditions. $2,000,000
Operating Impact: Annual operating and maintenance costs are projected at $79,000 to be
absorbed in General Fund.
Total Drainage Improvements
Public Safety Improvements
$2,000,000
Northeast Fire Station #6
Construction of a Fire Station in the northeast area of the city. $3,006,600
Operating Impact: Personnel and operating maintenance costs were absorbed in the General Fund.
Radio System Upgrade
Upgrade to a digital radio system for police, fire and other emergency services. $4,250,000
Operating Impact: Reduction in annual maintenance of $31,400.
Replacement or Expansion of EMS Station on South Main
Replace or expand the EMS Station on South Main. $980,000
Operating Impact: Reduction of annual maintenance of $26, 000.
911 Center and Fiber Upgrades
Construction of the 911 Center and expansion of the fiber optic network. $9,500,000
Operating Impact: Annual maintenance costs are projected at $285, 000.
North Central Fire Station
Construction of a Fire Station in the north central area of the City. $4,030,400
Operating Impact: Personnel and operating maintenance costs of $1.25 million were absorbed in
General Fund.
Public Safety Building Improvements
Improvements to public safety buildings in the City.
Operating Impact: No impact to annual operating budget.
Siren Replacement and Additions
Replace warning sirens and add additional six sirens sites along the IH 10 corridor
Operating Impact: No impact to annual operating budget.
Total Public Safety Improvements
Parks, Recreation and Beautification Improvements
$600,000
$418,000
$22,785,000
Aquatics Master Plans Phases 1, 2 & 3 The Aquatic Needs Analysis has been completed and a Master
Plan has been produced to further define the development in this recreational area. The final report
provided information on utilization, feasibility of construction, and project cost estimates for aquatic
facilities. The 2007 -08 budget funded the Engineering and Design and construction began in early
18 -3
2009 on a multi - million dollar aquatics facility. The project was funded with $4 million authorized in
the November 2007 bond election and MDD is funding the debt service on the additional $6 million
in CO's which also provided funding for the project; the Pirates Bay Water Park opened in Summer
2010.
Operating Impact: Personnel and operating maintenance costs are $1.6 million, offset by user fees
included in the Aquatics enterprise fund.
Phase 2 includes the replacement of the NC Foote Pool and Phase 3 includes construction of a new
sprayground park and splash pads. $9,300,000
Operating Impact: Operating and maintenance costs of $1.7 million will be funded by user fees in
the Aquatics Fund.
Park Land North of IH -10
Purchase of land north of IH -10 for future park site. $525,000
Operating Impact: General Fund annual maintenance costs are projected to be $10,500.
Reautification
Visual improvements to the gateways of the City and medians including Alexander Drive, Baker
Road and Rollingbrook Drive. $1,005,000
Operating Impact: No further impact to the annual operating budget.
Total Parks, Recreation and Beautification Improvements $10,830,000
Bond Issuance Costs $760,000
Total General Capital Improvement Program 79
Utility Capital Improvement Program
The City of Baytown is the sole supplier of water and wastewater services in the city limits of the City of
Baytown. The City accounts for all revenues and expenses of water and wastewater operations through a
utility enterprise fund. This is classified as a proprietary fund, similar to the operation of a business.
Revenues in the fund are generated by user fees, not property or sales taxes, which are separate and
distinct from the General Fund of the City. The City also provides water and wastewater services in some
areas of the City's extraterritorial jurisdiction (ETJ). Typically provision of utility services outside the
City is pursuant to a contract with a municipal utility district. In 2003, the City Council adopted a policy
defining its role in providing utility services outside the city limits. Due primarily to wastewater capacity
concerns, this policy significantly limits any provision of utility services outside the City. In 2005, the
City Council amended the policy to allow utility services to be provided to public educational institutions
outside the city limits.
Another capital improvement initiative seen as critical to the growth and development of the City is the
utility infrastructure. Current and active projects detailed in this document represent over $125 million in
improvements from 2002 through 2018. Projects in this category include development and redevelopment
of wastewater treatment plants and lift stations; water and sewer line rehabilitation; line extensions; new
and rehabilitation of water towers; and water well replacement. Additional ongoing projects that will
improve the City's utility infrastructure include the hardening of lift stations and other water and sewer
facilities throughout the City. These projects are funded by grants and are budgeted in excess of $17
million.
During the budget process, the staff reviewed the current and future utility capital improvements and
included additional items in the CIP. As an enterprise fund which operates on fees charged to customers,
water and sewer rates may be increased as necessary to fund these much needed capital improvements.
18 -4
The following is a description of active and future Utility CIP projects and their estimated costs in the
current program:
Utility Capital Improvement Program Proiect Summaries
Rehabilitation Projects
Miscellaneous Rehabilitation and Emergencies
Provides funding for an annual program for rehabilitation and emergency sewer repairs throughout
the City. $18,000,000
Operating Impact: No impact to the annual operating budget.
Central District Wastewater Treatment Plant Rehabilitation
Install bypass piping on influent head -works to prevent overflows during bar screen breakdowns,
replace the 14- year -old mechanical bar screen and serpentex conveyor, replace administration
building containing asbestos flooring and replace lift station motor control cabinet. $17,163,093
Operating Impact: Annual operating and maintenance costs are estimated to be $67,700.
Central District Wastewater Treatment Plant Lift Station
Replace the existing lift station. $7,900,000
Operating Impact: Operating and maintenance costs are projected at $335,550.
West District Plant Expansion
Expand the plant capacity in order to treat an additional four million gallons per day of sewage and
provide additional capacity to allow for new development in the service area. $29,600,000
Operating Impact: Additional operating and maintenance costs are projected to be $1,257,250.
Gulf Coast Lift Station
Replace the existing lift station.
Operating Impact: Operational impact is estimated at $106,200.
$2,500,000
Steinman Lift Station & Force Main $7,440,000
Rebuild the lift station to increase capacity, eliminate the bypass, and install a new force main.
Operating Impact: Additional operating costs of $316, 000 is anticipated.
Raccoon Lift Station
Install new pumps and rehabilitation of existing wet well. $4,443,350
Operating Impact: Operating and maintenance costs are projected at $188,700,
Garth Road Lift Station
Install new pumps, piping, control panel, and rehabilitation of existing wet well. $3,300,000
Operating Impact: Additional maintenance costs are anticipated to be $97,700.
West Main Lift Station $1,500,000
Install new piping, control panel, rehabilitation of existing wet well, and move pumps to ground level.
Operating Impact: It will improve service, but no operating impact.
Cedar BaLynchburg Lift Station
Install new pumps, piping, control panel, and rehabilitation of existing wet well. $5,219,847
Operating Impact: Operating impact is projected at $43,300.
I -10 Lift Station
Install new pumps, piping, control panel, and rehabilitation of existing wet well. $3,600,000
Operating Impact: Additional maintenance costs are anticipated to be $67,500.
18 -5
Slapout Gully Lift Station
Install new pumps, rehab existing wet well, and move pumps to ground level. $300,000
Operating Impact: Maintenance and operation costs are projected to be an additional $6,400
annually.
Hugh Wood Lift Station
Increase wet well to accommodate a two -pump system. $300,000
Operating Impact: Maintenance and operation costs are negligible.
Little Missouri Lift Station
$800,000
Install new pumps, piping and control panel. Increase wet well to accommodate two -pump system.
Reconstruct lift station above known flood plain.
Operating Impact: Maintenance and operation costs are projected at $34, 000.
McKinney Lift Station $500,000
Replace existing pump and install additional pump. Rehabilitate wet well, replace piping and control
panel. Part of Sanitary Sewer Overflow Initiative.
Operating Impact: It will improve service, but no operating impact
Craigmont Lift Station $2,500,000
Install new pumps and rehabilitation of existing wet well
Operating Impact: Operating and maintenance costs are projected at $48, 000
Collection System Rehabilitation $14,758,000
(including Allenbrook, Oakwood /Lee Heights, Pelly /Gulf Heights, Lakewood Subdivisions, West
Baytown and Pruetts Estates)
Replace 163,000 feet of 8 inch through 18 inch pipe utilizing the pipe bursting method. It will also
include the rehabilitation and/or replacement of lift stations in various subdivisions.
Operating Impact: As a betterment, operating and maintenance costs are expected to diminish by
$598,000.
Rehabilitation Force Main Rehabilitation
Rehabilitate force main by using pipe bursting and/or open cut method. $500,000
Operating Impact: Maintenance costs are projected amounting to $10,600.
Cedar Bayou Lift Station Investigative Study /Construction
The study will investigate and determine the best solution to increase the pumping capacity of the lift
station with implementation of the plan to follow. $2,100,000
Operating Impact: No impact to the annual operating budget.
Central Heights Subdivision Rehabilitation
The rehabilitation will replace the existing 6 inch and 8 inch sanitary sewer mains. $642,500
Operating Impact: Operating and maintenance costs are expected to diminish by $20,400.
Pinehurst Sanitary & Storm Sewer Rehabilitation
The rehabilitation will replace the existing 6, 8 and 10 -inch sanitary sewer mains and along with the
storm sewer piping. $4,900,000
Operating Impact: Additional operating and maintenance costs are projected at $52, 000.
Water System Rehabilitation
The replacement of existing cast iron, galvanized and asbestos cement pipes and construct a 12 inch
water main along John Martin from I -10 to Lynchburg — Cedar Bayou Road. $10,575,000
Operating Impact: Additional operating and maintenance costs are anticipated at $193, 000.
Total Rehabilitation Projects
18 -6
$138,541,790
System Improvement Projects
Water Tower at Sports Complex
The proposed one million gallon water tower will be located on the northeast corner of the Wayne
Gray Sports Complex adjacent to the Republic of Texas Plaza. The tower will enhance the City's
overall water system. $2,400,000
Operating Impact: Operating and maintenance costs are projected to be $102, 000.
Baker Road and BMLwgy Water Tower Rehabs
The rehabilitation will replace the interior and exterior coating of the tower and repair the minor
corrosion on the tower. $1,450,000
Operating Impact: No significant operating costs are anticipated.
Upsize Kilgore and East Baker Sewer Lines
Upsize Kilgore line from 30 inch to 36 inch and East Baker line from 15 inch to 21 inch. $2,000,000
Operating Impact: Additional operating and maintenance costs are projected at $14,500.
Baker Road Water Well Replacement
Construction of a ground water well to replace an existing, failed well that provides raw water to the
City of Baytown in citywide emergencies. $1,800,000
Operating Impact: Operating and maintenance costs are projected at $173,800.
Thompson Road Utility Relocation
Relocation of existing municipal utilities in preparation for and coordination with a Harris
County project for widening Thompson Road. BAWA contributed $500,000 funding for this
project. $1,153,608
Operating Impact: It will improve service, but no operating impact.
Total System Improvements Projects
New Development /Other
$8,803,608
North Main/IH -10 Utility
This project will extend water and wastewater service along North Main Street from just north of
Cedar Bayou Lynchburg Road to Wallisville Road, effectively opening up this area for future
development. The project is almost complete and the easements have been acquired. The City issued
Series 2007 Certificates of Obligation to finance the project. $4,500,000
Operating Impact: Operating and maintenance costs are anticipated amounting to $217,200.
Bond Issuance Costs $2,047,000
Total New Development Projects /Other
Total Utility Capital Improvement Program
$6,547,000
153.892.398
The Utility Capital Improvement Program provides for the issuance of various debt instruments to fund
the projects. The following schedule depicts debt issues since fiscal year 2001 -02.
Fiscal Year Amount
2001 -02 $ 5,415,000
2002 -03 $ 5,830,000
2003 -04 $11,980,000
2004 -05 $13,370,000
2005 -06
$31,930,000
2006 -07
$13,000,000
2007 -08
$29,500,000
2012 -13
$11,000,000
2013 -14
$11,715,000
18 -7
A capital improvement initiative seen as critical for the growth and development of the City is utility
infrastructure. Current and active projects detailed in this document represent over $120 million in
improvements from 2002 through 2017 with over $105 million completed to date. Projects in this
category include development and redevelopment of wastewater treatment plants and lift stations; water
and sewer line rehabilitation; line extensions; new construction and rehabilitation of water towers; and
water well replacement.
Wastewater Operations continues to address repairs to or replacement of private service lines through the
Private Sewer Lines Inspection Program (PSLIP) initiated in 2007. As lines are inspected, homeowners
are notified of required improvements and given one year to take corrective action. This program's
continued success is critical to addressing the effects of inflow and infiltration within the sewer system.
A reassessment of the cash flow of current projects and the utilization of residual bond funds and interest
earnings allowed the City to fund many of the fiscal year 2009 and later projects without issuing
additional debt. The City implemented a new rate structure in 2010 to generate the funding required for
maintenance of the water and sewer systems in the City. The new rate structure is designed to equitably
distribute the costs of service, and provide incentives for water conservation. There is no rate increase
included for water and sewer fees.
The following key planning assumptions have been used to evaluate the needs for rate adjustments:
• Growth in the water and wastewater customer accounts of approximately 2% per year.
• Inflation factors as follows:
o 15% Health & Insurance
0 2%
Salary Savings
o 10%
Electric Service
0 5%
Machinery, Equipment and Motor Vehicles
0 3%
Salaries
0 3%
Other Operations
0 1%
Transfers
• New and /or expanded programs.
Raw Water Supply Cost — BAWA purchases raw water from the City of Houston. The raw
water supply contract with the City of Houston is in effect through the year 2040, and sets the
maximum amount of raw water to be delivered to the BAWA plant at 15.8 MGD without
penalties. The surcharge for water purchased over the 15.8 MGD is nominal at this time. BAWA
received notice of a rate increase (4.4 %) from $0.6232 to $0.6506 effective April 1, 2015. The
annual rate adjustment is intended to help cover the City of Houston's cost increases that impact
the provision of safe, clean drinking water and the collection and treatment of wastewater. This
includes operational costs as well as the costs involved in repairing portions of the City of
Houston system's aging infrastructure.
The Baytown Water Authority (BAWA) rates increased 5% effective October 1, 2015. This
increase will cover the increased cost of operations, including debt service, the purchase of raw
water, and provide a reserve for future capital projects.
• Planned Debt Issues: Any changes to the Utility CIP could impact future rates.
18 -8
City of Baytown
Water and Sewer Rate Increases
7.00%
6.009u
5.00%
4.00%
3.00%
2.00%
1.00%
0.009'0 0.009!0
0.00%
2009 -10 2010 -11 2011 -12 2012 -13
2013 -14
2014 -15
2015 -16
Adopted Adopted Adopted Adopted*
Adopted
Adopted **
Adopted * **
* No Increase for FY2012 -13
** Effective 1st Cycle in January 2015
* ** No Increase for FY2015 -16
5.859ro 5.859'0 5.859?u 5.859'0 5.8590
0.009'0 0.009!0
Private Sewer Lines
The City is experiencing inflow and infiltration (I &I) into its wastewater collection system from
groundwater which causes the collection system and ultimately treatment facilities to exceed the capacity
designed specifically for conveyance and treatment of wastewater. TCEQ has issued Notices of Violation
for unauthorized discharges from the sanitary sewer collection system as a result of I &I into the system
and mandated corrections. I &I problems result from defects in both public and private systems.
The vast majority of this amount relates to public wastewater improvements. The City's Utility CIP
identifies needed public system improvements but does not address private service lines. Homeowners
are contributing significantly to I &I problems by not replacing broken or defective private sewer laterals
between their homes and the City's system and by having uncapped clean outs or cross connections.
The City Council expressed a desire to address I &I problems in the wastewater system by the repair of
private service lines located between the public lines and the home. The I &I program started in fiscal
year 2006 -07 funded by a program in the Water & Sewer Fund which sends out work crews to identify
problem private lines through smoke testing and to notify the property owners of the need for repairs. In
February 2007, City Council modified the City ordinance (Section 42 -63) to require a property owner to
repair defective sewer services lines within 365 days after notification by the City and allows for a
surcharge for noncompliance. Funds have been appropriated for low interest loans to assist certain
qualified homeowners with financing for the needed improvements. Specifically, if a private sewer line
becomes damaged, defective or deteriorated to the extent that it admits earth or surface or subsurface
water or permits the escape of effluents, the City, when it becomes aware of such condition, shall send
notice by certified mail to advise the property owner that repairs must be made within 365 days after
receipt of such notice.
Economic Development Projects
On May 5, 2001, in the general election, the citizens of the City of Baytown voted to authorize the
creation of the Baytown Municipal Development District (MDD) and the imposition of a sales and use tax
at the rate of one -half of one percent for the purpose of financing economic development and parks
18 -9
projects that provide economic benefit, diversify the economic base of the community and improve our
quality of life. The board is composed of the Mayor, six council members and four at -large resident
members.
PROJECTS
Development of New and Expansion of Existing Businesses and Industry
A significant function of this budget allocation is the development of new and expansion of existing
businesses. These projects are critically important in light of the State Implementation Plan's potential
impact on the petro - chemical industry and underscore our need to diversify our economic foundation. $150,000
Economic Development Foundation — Basic Economic Development Services
This provides continued funding for the basic economic development services contract with the Baytown
Area/West Chambers County Economic Development Foundation (EDF). $250,000
Economic Development Foundation — Special Economic Development Projects
The current MDD budget includes continued funding for a special projects contract with the EDF. The
provisions of this contract are requested and approved on an annual basis. $100,000
Property Acquisition for Economic Development
This allocation provides funding to purchase property that may become available to be used for future
economic development purposes. Some of the projects discussed elsewhere in this report may require
additional property acquisition. $100,000
Land Acquisition for new Thoroughfares
Funds to purchase rights -of -way for roadway development or expansion. $100,000
City Gateway Monument
Additional funding for the current project at the Hartman Bridge.
$150,000
State Infrastructure Bank Loan Repayment — Decker Drive to Highway 146 S. Flyover
The MDD financed a $1,000,000 loan from the Texas State Infrastructure Bank (SIB) for a Decker Drive
to Highway 146 South flyover project. This funding, combined with matching funds from the November
2007 bond election, allowed for completion of the Decker Drive to Highway 146 South flyover. The
current project funding eliminates the "braided" on and off ramps. The postponement of the construction
of these ramps would have impaired mobility in the area. The State matched our $2 million contribution
to provide the $4 million necessary to complete all elements of this flyover. Eligible projects must be on
the state highway system and be included in the Statewide Transportation Improvement Plan. $148,957
Texas Avenue Streetscape and Town Square Project
The budget includes continued funding and expands the scope of the project to include the Phase One
development of a Town Square in the city -owned block bounded by Texas, Gaillard, Pearce and Ashbel.
The project adopted for FY 2015 also includes extending the Streetscape Project from Gaillard to Ashbel,
including the Ashbel intersection. Phase One of the Town Square is very innovative and includes the
Bond - funded water feature in the form of a fountain. The fountain will serve as centerpiece of a round
plaza that would serve as the platform for a portable ice rink for the 2015 Christmas holiday season. The
fountain would be designed such that it would be covered by a large Christmas tree resulting in a much
improved community tree lighting event and ice skating around the community Christmas tree. A set of
permanent restrooms will be constructed as will a matching building for storage, fountain equipment and
the skate concession center. An area for food trucks is envisioned along Gaillard and there is a large
grassy area for concerts, farmers markets and other gathering events. Future phases include a stage and /or
other structures. The City owns over 1/2 acre across Pearce from the Town Square and funding is included
for public off - street parking to complement the parallel curbside parking around the block. The
anticipated development of Ken Pridgeon's Portrait of a Warrior Memorial Art Gallery on the east side of
Ashbel would provide additional public parking. The City also owns a tract at Jones and Pearce that can
be developed into additional parking, especially if the Brunson project comes to fruition. The total project
cost is $1,750,000. Funding previously transferred to the Downtown Quiet Zone Project is not needed for
18 -10
that project and is returned to this project resulting in available funding, subject to the Board's allocation
of $500,000, of $1,264,967. The downtown water feature has $290,000 in bond funds available and
$250,000 in Street Maintenance Sales Tax will be allocated to assist with funding the roadway portion of
the Streetscape. This is an ambitious project but the timing may be just right given the current boom times
in Baytown. $500,000
Garth Road Traffic En ing eering
This funding continues support for traffic congestion mitigation along the Garth Road corridor. These
funds will be utilized when outside engineering /design expertise is required. The vast majority of the
projects to date have been designed in- house. $15,000
Economic Development Cost Share with Developers
This funding allows the City to have the ability to upsize utility lines installed by developers to meet
future water and sewer needs for undeveloped areas serviced by the same lines. $100,000
Northeast Wastewater Treatment Plant — Debt Service
The confirmed growth and development within the City necessitated the design and construction of the
Northeast Wastewater Treatment facility. The project is estimated at $28,500,000 with 60%
($17,100,000) of the funding from the MDD. The remaining 40% ($11,400,000) is funded from the
Water and Sewer Fund. This allocation includes the current year principal and interest payment on
multiple debt issuances by the Texas Water Development Board (TWDB) loan and Certificates of
Obligation. $1,302,255
West District Plant Expansion — Debt Service
The construction to expand the facility with a new 4.0 million gallon per day (MGD) treatment facility is
complete. This expansion increased the facility to 8 MGD. MDD has reimbursed the City for 60 %, or
$1.2 million, of the design costs of approximately $2,000,000, which was authorized in the 2005 -06 and
2006 -07 budgets. The City issued Series 2008 Certificates of Obligation to finance the total construction
costs of the project which is estimated at $27,600,000. MDD will provide 50% funding for the 20 year
debt service. This allocation funds the current year debt service requirement. $1,009,356
Aquatic Facilities — Debt Service
Pirate's Bay Waterpark opened in 2010 and was funded with $4 million authorized in the November 2007
bond election and the issuance of $6 million in Certificates of Obligation in early 2010. MDD is funding
the debt service on the $6 million in CO's. This allocation funds the current year debt service
requirement. $437,888
Pirates Bay Waterpark Expansion — Debt Service
Attendance and popularity continue to be greater than anticipated with the waterpark's capacity limiting
tickets sales on a regular basis. The development of a multi - phased Pirates Bay Expansion Master Plan is
in progress. MDD funding of the North Main water and sewer project debt service has been shifted to the
Water and Sewer Fund to provide $5.5 million in MDD debt capacity to help fund the expansion. This
allocation funds the current year debt service requirement. $375,529
Baytown Sports League Improvements
The budget provides continuous funding for various improvements at little league, pony league and
soccer facilities including bleacher covers, backstops, paving, trails, lighting and fencing repairs as
needed. $100,000
Goose Creek Trail — Phase VI
The project would connect the Goose Creek Stream Trail to the Hutto Parkway Trail and beyond. The
project will cross Park Street and Decker Drive at the Highway 146 North Feeder Road. The project will
go under four Highway 146 bridges and a consultant may be needed to provide engineering under both
feeder roads. The trail will also require permission from TxDOT to utilize TxDOT Right of Way
including traveling under the four Highway 146 bridges. The project will be the final link for the Goose
Creek Trail that will connect Bayland Island to Hutto Parkway and beyond. With the exception of the
18 -11
engineering required under the service road bridges, all planning and design will be completed by Parks
and Recreation employees.
The project will also replace two footbridges along the current Goose Creek Trail. Plans and
Specifications will be provided with Baytown Parks and Recreation Department employees. The bridges
were installed in 1993 and are in need of replacement.
The total for this phase is $465,000 and the MDD funding is supplemented with $150,000 from the City's
Capital Improvement Project Fund. $315,000
Land Acquisition — Future Parks
This project provides funding to acquire future park land. This is a continued set -aside of funds to
provide an allocation that would be used as land becomes available. $50,000
Ball field Lighting and Wiring at Sports Complex - East Road (Girls)
The East Road side of the Sports Complex opened in 1973. The original ball field lighting included direct
burial wiring for the quartz lighted 4 field Complex. In 1983, the lighting was upgraded to state of the art,
MUSCO sports lighting system using the existing direct burial wiring. In 1998, the city upgraded the
system by replacing the light poles. Special inserts were installed in the 1983 fixtures to increase the light
levels. The lights were the only items that were not addressed during the 2003 Sports Complex
renovations. During the past 10 years, the old 1973 direct burial wiring has begun to cause major issues
needing to be replaced. The project would completely replace the existing system including lights and
wiring with the exception of the 8 common concrete poles. The new energy efficient system will have a
25 year warranty and will increase the light levels to current standards and eliminate the expensive
maintenance and downtime caused by 1973 wiring.
The project will upgrade the ball field lighting and will provide much needed security lighting in the back
of the complex. Increasing the light levels will provide safer playing fields for the Girls Fastpitch Softball
Association. The energy efficient green system will also reduce electrical cost along with the 25 year
warranty that will insure maintenance cost savings for years to come. The project will eliminate long and
costly delays and lost
game days on major repairs due to 1973 direct burial wiring. $575,000
GLO -CMP Cycle 19 Grant for Tabbs Bay and Goose Creek Stream Cleanup
The City applied for and was awarded a General Land Office - Coastal Management Program Cycle 19
grant to continue removing derelict and abandoned pilings from Tabbs Bay. The 60/40 grant totaling
$166,000 was awarded in February 2014 and grant funds will be available October 1, 2014. The City of
Baytown's portion of the grant is $66,400. This is the 4th phase of the derelict pile removal project that
has removed 1,272 piles from Tabbs Bay and Goose Lake.
To address the community image issues with the remaining objects in Goose Creek from the Decker
Bridge to the Business 146 bridge, staff has added an additional $20,000 to remove tires, shopping carts
and other discarded junk that has been dumped into Goose Creek over the years. $86,400
Median Beautification Crew
Initiated in 2013, this project continues funding of the Median Beautification Crew. The crew is
responsible for the trimming and mowing maintenance of landscaping on Spur 330, Highway 146 and
will be involved with the landscaping of Highway 146 between North Main and Garth Road scheduled for
the fall of 2014. The crew also assists with maintenance of medians on Hutto, Baker and Alexander
Drive. $110,500
Community Service Supervisor
With the addition of the new Community Service Supervisor the court assigned community service
worker crew can be "split" into two crews which will allow for additional litter abatement along the major
roadways as well as additional mowing of City owned properties. This additional litter abatement will
enhance the City's efforts of beautification end economic development by improving the visual
40%
perspective of the City. The carryover funding from FY14 will be used to replace the crew van and to
provide replacement equipment for the crew members. $77,200
Roseland Spray Park Renovations
Roseland Park Spray Park was opened in 2002. Other than routine maintenance, the system has worked
consistently for the past 12 years. However, some of the major components have worn out. This project
would replace the controller, all twelve electronic valves and raise the vault above ground. The vault has
flooded three times over the years that caused major downtime for the system. The project will also
include a cool deck to be installed in the spray area. Roseland Spray Park is the only painted spray park
surface the city has. Cool deck will provide a non -slip surface and provide a surface that does not absorb
the hot sun temperatures. Design and oversight will be provided by the Parks and Recreation Department
employees. $42,000
Special Needs Playground
We are partnering with Goose Creek CISD to establish a special needs playground at Bowie Elementary
School. This effort will include the installation of specific park playground equipment that is specially
made for special needs children. The City's contribution includes the design of the playground and the
installation of the playground equipment. $25,000
Project Administration & Overhead $300,000
18 -13
Capital Improvement Program 2007
Approved by Voters on November 6, 2007, revisions: June 26, 2008; September 10, 2009; July 15, 2010; September 8, 2011; July 12, 2012; July 11, 2013
Projected Costs at 5% Inflation Per Year
Proposition 1
Base Project
Proposition 2
22,785,000
Proposition 3
10,830,000
Proposition 4
7,100,000
Proposition 6
2,000,000
Issue Costs
760,000
$ 79,975,000
2007
Funding
(To be
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Year 8
Authorized
Project
increased for
Inflation
FY 2007 -08
FY 2008 -09
FY 2009 -10
FY 2010 -11
FY 2011 -12
FY 2012 -13
FY 2013 -14
FY 2014 -15
Total
Issuance Costs
n/a
$
126,000
$
138,000
$
173,000
$
180,000
$
143,000
$
760,000
Street Improvements
$
30,000,000
$
5,000,000
$
5,000,000
$
5,000,000
$
5,000,000
$
5,000,000
$
5,000,000
$ 30,000,000
Northeast Fire Station
$
2,892,000
$
600,000
$
2,406,600
[occupy]
$
3,006,600
Radio System Upgrade
$
4,000,000
$
1,000,000
$
2,100,000
$ 1,150,000
$
4,250,000
Matching Funds for Harris
$
6,000,000
$
1,000,000
$ 5,000,000
$
6,000,000
County and TxDOT Projects
Construction of drainage
$
2,000,000
$
400,000
$
400,000
$
400,000
$
400,000
$
400,000
$
2,000,000
facilities
Replacement or Expansion of
$
900,000
$
100,000
$
880,000
[occupy]
$
980,000
EMS Station on South Main
Aquatics Master Plans Phases
$
8,750,000
$
4,000,000
[MDD -$6m]
$
500,000
$
3,100,000
$
400,000
$
1,300,000
$
9,300,000
1 & 2
911 Center and Fiber
$
8,000,000
$
225,000
$
275,000
$
1,000,000
$
4,000,000
$ 4,000,000
$
9,500,000
Upgrades
Extension of Baker Road
$
6,000,000
$
750,000
$
6,350,000
$
7,100,000
Park land north of 1 -10
$
500,000
$
525,000
$
525,000
Sidewalks near Parks and
$
500,000
$
100,000
$
100,000
$
100,000
$
100,000
$
100,000
$
500,000
Schools
North Central Fire Station
$
3,587,000
$
400,000
$
3,630,400
$
4,030,400
Beautification
$
1,000,000
$
171,000
$
167,000
$
167,000
$
167,000
$
167,000
$
166,000
$
1,005,000
Public Safety Building
$
580,000
$
6005000
$
600,000
Improvements
Siren Replacement and
$
418,000
$
418,000
$
418,000
Additions
$
75,127,000
$
12,815,000
$
10,773,600
$
1,842,000
$
9,685,000
$
6,515,000
$
16,826,400
$
11,368,000
$ 10,150,000
$ 79,975,000
Proposition 1
$ 36,500,000
Proposition 2
22,785,000
Proposition 3
10,830,000
Proposition 4
7,100,000
Proposition 6
2,000,000
Issue Costs
760,000
$ 79,975,000
18 -14
UTILITY CAPITAL IMPROVEMENT PROJECTS SUMMARY
Active and Future Projects
Project Description
Years
1 -9
2011
Year 10
2012
Year 11
2013
Year 12
2014
Year 13
2015
Year 14
2016
Year 15
2017
Year 16
2018
Year 17
2019
Year 18
Total
Rehabilitation Proiects
Miscellaneous Rehab & Emergencies -Sewer
$ 9,000,000
$ 1,000,000
$ 1,000,000
$ 1,000,000
$ 1;000,000
$ 1,000,000
$ 1,000,000
$ 1,000,000
$ 1,000,000
$ 1,000,000
$ 18,000,000
Central District W/W Plant Impry Design
1,594,093
-
-
-
-
-
15,569,000
-
-
-
17,163,093
Central District W/W Plant Lift Station
900,000
7,000,000
-
-
7,900,000
West District Plant Expansion (Debt Svc on 50% of year 7 costs
funded by MDD)
29,600,000
-
29,600,000
Gulf Coast Lift Station
2,500,000
-
2,500,000
Steinman Lift Station & Force Main
940,000
6,500,000
7,440,000
Raccoon Lift Station
743,350
3,700,000
4,443,350
Lift Stations - Various -PER'S
-
-
-
Garth Road Lift Station
-
1,000,000
2,300,000
3,300,000
West Main Lift Station
1,500,000
-
-
1,500,000
Cedar Bayou Lynchburg Lift Station
19,847
-
1,000,000
-
4,200,000
5,219,847
I -10 Lift Station
-
3,600,000
-
3,600,000
Slapout Gully Lift Station
300,000
-
300,000
Hugh Wood Lift Station
300,000
-
300,000
Little Missouri Lift Station
800,000
800,000
McKinney Lift Station
-
-
-
500,000
-
500,000
Craigmont Lift Station
-
-
2,500,000
2,500,000
Sanitary / Water System Rehabilitation
4,000,000
8,000,000
-
-
-
12,000,000
Allenbrook Subdivision
-
340,000
185,000
525,000
Oakwood / Lee Heights Subdivision
700,000
-
-
-
700,000
Pelly / Gulf Hill Subdivision
450,000
-
450,000
Lakewood Subdivision
-
250,000
-
250,000
Pelly Area
-
182,000
-
182,000
Pruett Estates
-
280,000
280,000
West Baytown
-
371,000
371,000
Force Main Rehabilitation
500,000
-
-
-
500,000
Cedar Bayou Lift Station Investigative Study / Const
100,000
2,000,000
2,100,000
Central Heights Subdivision Rehabilitation
642,500
642,500
Pinehurst Sanitary & Storm Sewer Rehabilitation
700,000
4,200,000
4,900,000
Water System Rehabilitation
-
1,000,000
1,000,000
1,000,000
1,000,000
1,000,000
750,000
1,000,000
1,000,000
1,000,000
8,750,000
Waterline from Sjolander to Blue Heron
-
-
-
275,000
-
-
-
-
275,000
Water Main along J Martin ( I -10 to Cedar Bayou - Lynbg)
-
-
-
-
-
1,550,000
-
-
-
-
1,550,000
Total Rehabilitation Projects
47,239,790
26,900,000
7,750,000
11,000,000
3,340,000
69310,000
21,969,000
2,682,000
4,780,000
6,571,000
138,541,790
Utility
Svstem improvement Proiects
Water Tower at Sports Complex
2,400,000
-
-
-
-
-
-
-
-
-
2,400,000
Baker Rd, Bayway and Massey T Water Tower Rehabs
-
650,000
800,000
1,450,000
Upsize Kilgore and East Baker Sewer Lines
-
-
-
2,000,000
2,000,000
Baker Road Water Well Replacement
1,800,000
-
1,800,000
Thompson Rd Utility Relocation ($453,631 in Yr 8 BAWA)
1,153,608
-
-
-
1,153,608
Total Utility System Improvement Projects
5,353,608
650,000
2,800,000
8,803,608
-
New Development Proiects /Other
North Main/1 -10 Utility
4,500,000
-
4,500,000
Issue Costs
1,447,000
100,000
100,000
100,000
100,000
100,000
100,000
2,047,000
Total New Development Projects /Other
5,947,000
-
100,000
100,000
100,000
100,000
100,000
100,000
6,547,000
Total
$ 58,540,398
$ 27,550,000
$ 7,750,000
$ 11,100,000
$ 3,440,000
$ 6,410,000
$ 24,769,000
$ 2,782,000
$ 4,880,000
$ 6,671,000
$ 153,892,398
18 -15
MUNICIPAL DEVELOPMENT DISTRICT (MDD) PROGRAM FUND
BUDGET SUMMARY - PROJECTED WORKING CAPITAL
Fiscal Year 2015 -16 Estimated revenue growth for projected years: 2.0%
beginning working capital
Current
Expenditures
Carry-
forward
Adjusted
Allocation
Total
Allocation
Estimated
Expenditures
Carry-
forward
New
Allocation
Total
Allocation
Projected
Projected
Projected
Projected
Projected
2013 -14
2013 -14
2014 -15
2014 -15
2014 -15
2015 -16
2015 -16
2016 -17
2017 -18
2018 -19
2019 -20
2020 -21
beginning working capital
$
$6,609,000
1 $1,uud,19U
$6,609,000
$ 6,8U9,000
$4,426,650
1 $ 568,184
$4,426,650
$ 4U0,242
1 $ 683,782
$ 768,858
$1,394,2U6
1 $2,163,475
Revenues
Sales Taxes
5,700,000
5,700,000
5,900,000
6,077,000
6,077,000
6,199,000
6,323,000
6,449,000
6,578,000
6,710,000
Interest on Investments
6,000
6,000
6,000
6,000
6,000
6,000
6,000
6,000
6,000
6,000
Contributions & Miscellaneous
48,200
48,200
13,805
13,800
13,800
20,000
20,000
20,000
20,000
20,000
Total MDD Revenues
5,754,200
5,754,200
5,919,805
6,096,800
6,096,800
6,225,000
6,349,000
6,475,000
6,604,000
6,736,000
Expenditures
Economic Development Projects
Development of New and Expansion of Existing
Businesses and Industry
1,099,496
519,785
150,000
669,785
655,233
14,552
150,000
164,552
300,000
300,000
300,000
300,000
300,000
Econ Development Foundation - Basic Economic
Development Services
1,300,000
-
250,000
250,000
250,000
-
250,000
250,000
200,000
200,000
200,000
200,000
200,000
Econ Development Foundation - Special
Economic Development Projects
308,554
330,558
100,000
430,558
165,812
264,746
264,746
100,000
100,000
100,000
100,000
100,000
Economic Incentives
-
-
-
500,000
500,000
500,000
650,000
150,000
150,000
150,000
Econ Development Foundation - Special
Economic Development Projects -SBRLF
100,000
110,000
-
110,000
-
110,000
-
110,000
-
-
Property Acquisition for Economic Development
621,197
522,521
100,000
622,521
298,468
324,053
100,000
424,053
100,000
100,000
300,000
300,000
300,000
Downtown Redevelopment Assistance - Baytown
Little Theater
500,000
500,000
500,000
500,000
Subtotal
3,429,247
1,982,864
600,000
2,582,864
1,369,513
1,213,351
1,000,000
2,213,351
1,200,000
1,350,000
1,050,000
1,050,000
1,050,000
Streets, Drainage, Sidewalks & Signalization Projects
Land Acquisition for New Thoroughfares
-
911,710
(400,000)
511,710
-
511,710
-
511,710
100,000
100,000
100,000
100,000
100,000
Land for San Jacinto Blvd
500,000
500,000
500,000
-
-
-
-
City Gateway Project
-
311,261
150,000
461,261
461,261
-
-
-
State Infrastructure Bank Loan Repayment
Decker Dr to 146 South flyover ( $1 mm)
446,914
-
148,957
148,957
148,957
-
148,957
148,957
-
-
Texas Avenue Streetscape & Town Square
305,243
764,967
500,000
1,264,967
917,285
347,682
600,000
947,682
150,000
150,000
150,000
150,000
150,000
Signal - 146 North and 1 -10 West
22,247
29,872
-
29,872
-
-
-
-
-
Signal - Hutto and Rollingbrook
4,800
85,200
-
85,200
72,390
12,810
12,810
-
Garth Road Traffic Engineering
10,032
205
15,000
15,205
15,205
-
-
-
-
-
Subtotal
789,236
2,103,215
913,957
3,017,172
2,115,098
872,202
748,957
1,621,159
250,000
250,000
250,000
250,000
250,000
Utility Projects
Economic Dev. Cost Share with Developers to
Upsize New Utilities
26,083
342,013
87,478
254,535
-
254,535
-
254,535
150,000
150,000
150,000
150,000
150,000
1 -10 Lift Station
-
-
250,000
250,000
250,000
250,000
500,000
-
NE WW Treatment Plant Debt Service (60 %-
2005 & 2006 TWDB CO's & 2014 & 2015 GO's
Refunding)
6,067,580
1,302,255
1,302,255
1,302,255
-
1,256,535
1,256,535
1,130,793
1,111,294
1,113,560
1,114,773
1,096,146
West District Plant Expansion Debt Service -
(50% - 2008 CO's)
3,202,146
1,009,356
1,009,356
1,009,356
-
-
-
-
-
-
Hutto Lift Station
129,978
62,522
(62,522)
-
-
Tri City Beach Road Sewer
70,000
70,000
70,000
70,000
Subtotal
9,425,787
474,535
2,411,611
2,886,146
2,311,611
574,535
1,506,535
2,081,070
1,280,793
1,261,294
1,263,560
1,264,773
1,246,146
18 -16
MUNICIPAL DEVELOPMENT DISTRICT (MDD) PROGRAM FUND
(BUDGET SUMMARY - PROJECTED WORKING CAPITAL
revenue arowrn rnr nroiecrea years,
Parks Projects
Current
Ex enditures
Carry-
forward
Adjusted
Allocation
Total
Allocation
Estimated
Expenditures
Carry-
forward
New
Allocation
Total
Allocation
Projected
Projected
Projected
Projected
Projected
Aquatics Master Plan Phase 1 & 2 Construction
(Debt Svc on $6mm)
2013 -14
2013 -14
2014 -15
2014 -15
2014 -15
2015 -16
2015 -16
2016 -17
2017 -18
2018 -19
2019 -20
2020 -21
Parks Projects
Aquatics Master Plan Phase 1 & 2 Construction
(Debt Svc on $6mm)
522,948
437,888
437,888
437,888
426,713
426,713
434,138
426,338
437,538
427,737
432,674
Pirates Bay Waterpark Expansion - Debt Service
on $5.5mm
399,288
375,529
375,529
375,529
376,079
376,079
376,529
376,292
373,554
367,221
362,387
Baytown Sports League Improvements
450,128
20,650
100,000
120,650
95,309
25,341
50,000
75,341
25,000
25,000
25,000
25,000
25,000
Golf Course (Debt Service on $12.5mm)
-
-
-
-
-
-
500,000
500,000
1,000,000
1,000,000
1,000,000
1,000,000
1,000,000
Rent/Purchase of Ice Rick for Town Square
-
-
-
-
226,940
226,940
50,000
50,000
50,000
50,000
50,000
Goose Creek Trail Phases V and A
292,052
-
292,052
199,837
92,215
-
92,215
-
-
-
-
-
Goose Creek Trail Phase VI
-
315,000
315,000
45,000
270,000
-
270,000
350,000
300,000
300,000
300,000
300,000
Land Acquisition - Future Parks
34,942
223,139
50,000
273,139
1,300
271,839
100,000
371,839
50,000
50,000
50,000
50,000
50,000
Sports Complex (Parking, Fields & Lighting)
573,996
7,974
-
7,974
7,974
125,000
125,000
-
East Road Girls Fields - Lighting & Wiring
-
-
575,000
575,000
575,000
-
-
-
-
-
Pelly and Central Little League Parks
369
(190)
179
179
Wetlands Picnic Shelter
-
10,000
-
10,000
10,000
GLO / CMP Grant Match
107,973
-
86,400
86,400
86,400
City Hall Courtyard Improvements Phase I & II
14,616
6,691
-
6,691
6,691
Median Beautification Crew
119,348
(545)
110,500
109,955
109,955
Community Service Supervisor
-
53,149
77,200
130,349
99,760
Roseland Park Improvements
98,380
1,759
(223)
1,536
1,536
Roseland Locomotive Improvements
-
10,278
-
10,278
10,278
Roseland Spray Park Renovations
-
42,000
42,000
42,000
-
-
Special Needs Playground
-
25,000
25,000
25,000
Jenkins / Holloway Park Improvements
61,699
-
61,699
44,747
16,952
16,952
Goose Creek Park Improvements
50,960
50,960
31,550
19,410
19,410
Pelly Park Loop Improvements
-
-
-
-
111,000
111,000
Westwood Park Fence Enclosure
50,663
50,663
Lincoln Cedars Fence Improvements
12,000
12,000
Roseland Park Restroom Replacements
135,000
135,000
Repair Fire Fighter Memorial
33,625
33,625
Community Center Path Improvements
67,830
67,830
Paint Bridge Overpasses
50,000
50,000
Kayak Launch (Bayland & Roseland)
70,000
70,000
Subtotal
2,321,619
738,175
2,194,104
2,932,279
2,205,933
695,757
2,209,850
2,905,607
2,410,667
2,352,630
2,236,092
2,219,958
2,220,061
Total MDD Projects
15,965,889
5,298,789
6,119,672
11,418,461
8,002,155
3,355,845
5,465,342
8,821,187
5,141,460
5,213,924
4,799,652
4,784,731
4,766,207
Other
Project Administration and Overhead
1,787,500
-
300,000
300,000
300,000
-
300,000
300,000
300,000
300,000
300,000
300,000
300,000
Unforeseen /New Initiatives
502,021
502,021
502,021
500,000
1,002,021
500,000
750,000
750,000
750,000
750,000
Subtotal
1,787,500
502,021
300,000
802,021
300,000
502,021
800,000
1,302,021
800,000
1 1,050,000
1,050,000
1,050,000
1,050,000
Total MDD Expenditures
17,753,389
5,800,810
6,419,672
12,220,482
8,302,155
3,857,866
6,265,342
10,123,208
541,460
6,263,924
5,849,652
5,834,731
5,816,207
Revenues over (under) expenditures
(17,753,389)
(5,800,810)
(665,472)
(6,466,282)
(2,382,350)
(3,857,866)
(168,542)
(4,026,408)1
283,540
1 85,076
625,348
769,269
919,793
Ending working capital
$ 17,753,389
$ 1,008,190
$ 342,718
$ 342,718
$ 4,426,650
$ 568,784
$ 400,242
1 $ 400,242
1 $ 683,782 $ 768,858
$ 1,394,206
1 $ 2,163,475
$ 3,083,268
18 -17
BAYTOWN
S
18 -18
CITY OF BAYTOWN
MISCELLANEOUS FUNDS
OVERVIEW
This section consists of various funds designated for a single purpose. The presentation is a matter of
information. Authorization is received by a grant, contractual arrangement, legislative requirement or budget
appropriation in other funds. The funds presented are as follows:
• Street Maintenance Sales Tax (Fund 211)
In 2001 the Texas Legislature passed House Bill 445, which allows cities to raise their local sales tax rate by
0.25 percent if the funds are dedicated to street maintenance and repair. On May 15, 2004, in the general
election, the citizens of the City of Baytown voted to authorize the imposition of a street maintenance sales
tax. This sales tax must be reapproved every four years by voters or it will expire. The tax was
overwhelmingly reauthorized by voters in May 2008 and November 2011. It is up for another four year
reauthorization in November of 2015. This fund will account for the revenues collected from this sales tax
and may only be used to maintain and repair municipal streets or sidewalks existing on the date of the
election to adopt the tax. Sidewalks were added as an approved use in the 84th Texas Legislative Session.
• Community Development Block Grant Fund (Fund 270)
CDBG is funded through grants from the Department of Housing and Urban Development under its
Entitlement Program and is used to carryout the initiatives of developing viable communities within the City
of Baytown. The City's initiatives under this program are to provide decent housing, suitable living
environment, and expanding economic opportunities for low- and moderate - income persons within the
CDBG targeted areas.
• Capital Replacement Fund (Fund 350)
The Capital Replacement Fund (CRF) was established to improve and maintain the City's non - infrastructure
capital, including, but not limited to, such items as vehicles, equipment, computer software and hardware.
Items included in the CRF are usually expensive, non - recurring items that have a useful life that spans more
than one year. Funding is provided through capital lease payments from other funds and interest income.
• General Capital Improvement Program Fund (Fund 351)
The General Capital Improvement Program Fund (CIPF) was established in 1998 to provide pay -as- you -go
funding for the City's General Capital projects. The CIPF can be used to offset the impact of debt issued for
capital improvements.
• Water & Sewer Capital Improvement Program Fund (Fund 527)
The Water & Sewer Capital Improvement Program Fund (WSCIPF) was established in 2003 to provide pay -
as- you -go funding for the City's Water & Sewer Capital projects. The WSCIPF can be used to offset the
impact of debt issued for capital improvements.
• Water & Sewer Impact Fee Fund (Fund 529)
On May 8, 2014, City Council adopted Ordinance number 12,540, updating the impact fee for the City. The
fee is intended to ensure the provision of adequate public facilities to serve new development in the service
area by requiring each such development to pay its pro rata share of the costs of water and wastewater capital
improvements necessitated by and attributable to such new development.
19 -1
CITY OF BAYTOWN
MISCELLANEOUS FUNDS
OVERVIEW
• Bayland Island Operations Fund (Fund 540)
The activity relating to the leasing of facilities at Bayland Island is recorded in the Bayland Island Operations
Fund. These funds are used to maintain the facilities and service the Alternate Minimum Tax (AMT) debt
issued in 1992. A lease for the operation of the marina was executed in 2002 and revised in 2012.
• Medical Benefits Fund (Fund 560)
The Internal Service Risk Management Fund for medical benefits includes premium payments and claims for
the City's self - funded health and dental program. The City fully funds a reserve for claims incurred but not
reported and maintains adequate reserves to cover unexpected spikes in plan costs. The target reserve level
for the Medical Benefits fund is to maintain between a 90 to 120 days reserve to cover unexpected spikes in
plan costs.
• Workers Compensation Fund (Fund 561)
The Internal Service Risk Management fund for workers compensation includes activities associated with the
administration of the City's self - funded workers compensation program. The target reserve level for the
Workers Compensation Risk Management fund is to maintain between a 90 to 120 days reserve to cover
unexpected spikes in plan costs. The City funds a reserve for claims incurred but not reported.
• Other Miscellaneous Funds
This section includes other funds with restricted uses. These are budgeted for the use of all available funds
received to date. As new monies are received throughout the budget year, they will be presented to Council
for acceptance and appropriation.
❖ Municipal Court Special Revenue Fund (Fund 201)
Municipal Court Building Security
SB 182 amended §102.107 of the Texas Code of Criminal Procedure to allow the Municipal Court to
impose a $3.00 fee on all misdemeanor convictions in order to cover the costs of providing building
security. This fee provides funding for personnel services for the bailiff in the City of Baytown's
Municipal Court.
Municipal Court Technology
SB 601 amended §102.0172 of the Texas Code of Criminal Procedure to allow the Municipal Court to
impose a $4.00 fee on all misdemeanor offenses in order to purchase computer enhancements, such as
computer systems; computer networks; imaging systems; electronic kiosks; electronic ticket writers; and
docket management systems. This fee provides funding for the purchase of technological enhancements
for the City of Baytown's Municipal Court.
RAP Program
This program is funded by a $25 mandated fee which is added to all municipal court cases in which the
defendant takes over thirty days to pay for assessed fines. Half of the twenty five dollar fee is retained by
the city, the other half is sent to the state. The City of Baytown has primarily used their portion of the
payment to fund our juvenile alternative sentencing program (R.A.P.). The R.A.P. program which stands
for Responsibility, Accountability, and Pride is a community service program. Juveniles are supervised
and perform community service (clean -up, graffiti, trash pickup, mowing of yards, washing cars) in lieu of
payment of assessed fines.
19 -2
CITY OF BAYTOWN
MISCELLANEOUS FUNDS
OVERVIEW
Juvenile Case Manager
The Juvenile Case Manager is vital to our organization in which it opens up communication with the courts
and opportunities relating to juveniles. This is a self - funded position by which a $5.00 fee is added to each
citation that is processed through the Municipal Court. The funds allocated from these fees must go to
specific causes such as salary, training, and supplies associated with this position.
❖ Parks and Recreation Special Revenue Fund (Fund 209)
This fund accounts for special contributions from individual and corporate groups dedicated to special
programs within the Parks and Recreation Department that are not part of the normal operating budget.
❖ HazmatlHomeland Security Special Revenue (Fund 210)
Weapons of Mass Destruction /Hazardous Materials
This program will account for expenses and revenues associated with responses to incidents involving
hazardous material spills outside the City or on behalf of non - residents.
❖ Police Forfeitures (Fund 225)
Special funds designated for programs outside the normal operating police budget. Funds are received
through forfeitures of seized funds and contributions.
❖ Family/Youth Programs (Fund 226)
Drug Awareness Resistance Education (D.A.R.E.) Project
This program provides Gangs and Drugs educational training to middle school students within the local
independent school district. This educational training is provided by officers from the City of Baytown's
Police Department and is funded 50150 through an intergovernmental partnership with the Goose Creek
Consolidated Independent School District and the City of Baytown. Child Safety Fees and DARE
Donations provide the City's share for this project. Pursuant to Article 102.014 of the Texas Code of
Criminal Procedure, the County assesses a Child Safety Fee in the amount of $25 against drivers that
receive violations in school zones and remits the fee to the City monthly.
Victims of Crime Act (VOCA)
This grant program funds 80% of one domestic violence - counseling position within the Police Department.
The City provides 20% matching funds for other expenses through local funds. The counselor assists
domestic violence victims by responding to the crime scenes, providing immediate counseling and referral
services and if needed, hospital accompaniment. Additionally, guidance is given to victims on the various
legal steps within the criminal justice system such as crime victims' compensation issues, protective orders,
and court accompaniment.
❖ Police AcademyFund(Fund228)
The academy provides in- service firearms training to City of Baytown police officers as well as providing
training to new recruits and officers from other agencies at the Sgt. P.E. Badillo Firearms Training Center.
This program is funded by fees charged to the Drug Enforcement Agency (DEA) for their use of the
Firearms Training Center.
19 -3
CITY OF BAYTOWN
MISCELLANEOUS FUNDS
OVERVIEW
❖ Odd Trust and Agency Fund (Fund 231)
This fund accounts for several miscellaneous programs including funds received from the local industrial
plants and districts for the City to provide fire fighting and rescue services that are not included as a part of
the Fire Department's operating budget, municipal beautification efforts and the public community
improvement program funded by a portion of industrial district agreement revenues.
❖ Library Grant Fund (Fund 266)
This fund accounts for local grant funds pass - through the State of Texas Library and the Texas State
Library & Archives Commission (TSLAC). The grant funds are restricted to provide funds to maintain,
improve, and enhance local library services, and to provide Texans who are not residents of a particular
local community access to and services from the many participating public libraries in Texas.
Contributions and donations fund special library programs, not a part of the normal operating budget.
❖ Summer Youth Job Program Fund (Fund 280)
This fund is to account for funds received from local businesses and individuals in support of the Mayor's
Summer Job Program. The primary use of these funds is to provide funding for the major's initiatives to
support the students who participate in the summer job program within the City.
❖ Emergency Management Fund (Fund 291)
Local Emergency Planning Committee (LEPC)
This program is mandated by SARA Title III and is funded by contributions received from the various
plants with matching funds from the City of Baytown General Fund. The LEPC board meets to make
recommendations for expenditure of these funds. It is used primarily to provide hazardous material
education awareness to the City of Baytown; plants located in the industrial district; as well as in the Extra
Territorial Jurisdiction (ETJ).
❖ Baytown Nature Center Fund (Fund 296)
The Baytown Nature Center is 420 -acre special use facility designed for passive recreation. It is a nature
preserve to be used for fishing, birding, hiking, picnicking and environmental education, and consists of
upland wooded areas, salt marshes, trails, fishing piers and educational pavilions. Funding is provided by
user -fees and donated funds for special purposes.
❖ Wetlands Education and Recreation Center Operating Fund (Fund 298)
Lee College, Goose Creek ISD, local industry, private contributions, and the City of Baytown fund this
Parks and Recreation Department's initiative. It provides environmental education and recreation to both
youth and adult citizens.
❖ Wetlands Education and Recreation Center Fund -Special Projects (Fund 299)
Special contributions from Industry or other groups dedicated for the Wetlands Education and Recreation
Center for improvements or activities.
19 -4
CITY OF BAYTOWN
STREET MAINTENANCE TAX FUND 211
BUDGET SUMMARY for Fiscal Year 2015 -16
Artnal R11llRPt FetimatAd f arrv- RnrlaPt Tntal
BEGINNING WORKING CAPITAL
$ 1,300,849
$ 1,299,981
$ 2,498,344
$ 1,806,651
$ 436,381
$ 1,806,651
Revenues
Sales Tax
3,172,094
3,038,785
3,235,500
-
3,300,500
3,300,500
Interest on Investments
520
500
900
-
900
900
-
3,301,400
3,301,400
TOTAL REVENUES
3,172,614
3,039,285
3,236,400
1,806,651
3,737,781
5,108,051
TOTAL AVAILABLE RESOURCES
4,473,463
4,339,266
5,734,744
Expenditures
Asphalt Mill & Overlay
1,004,712
1,250,000
995,987
762,740
1
901,000
1,663,740
Crack Seal and Joint Repair
142,605
400,000
558,928
507,500
100,000
607,500
Concrete Street Repair
713,832
1,000,000
1,323,178
-
1,600,000
1,600,000
Street Striping
113,970
300,000
200,000
100,030
200,000
300,030
Texas Avenue
-
250,000
750,000
-
-
-
Street Assessment Survey
-
-
100,000
-
-
-
Other Capital Project Initiatives
-
900,000
-
-
900,000
900,000
1,370,270
3,701,000
5,071,270
TOTAL EXPENDITURES
1,975,119
4,100,000
3,928,093
$ 436,381
$ 36,781
$ 36,781
ENDING WORKING CAPITAL $ 2,498,344 $ 239,266 $ 1,806,651
19 -5
CITY OF BAYTOWN
COMMUNITY DEVELOPMENT BLOCK GRANT FUND 270
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
CDBG - Entitlement $ 768,205 $ 878,504 $ 687,812 $ 651,748
Program Income 15,471 10,000 10,000 5,000
Total Revenues 783,676 888,504 697,812 656,748
Expenditures
CDBG Administration
96,640
148,913
148,913
143,004
Substandard Structures Abatement (Demolition)
49,345
96,275
96,275
97,275
Community Development Programs
401,159
382,190
356,206
307,390
Senior /Disabled Transportation
67,134
69,918
69,918
72,579
Neighborhood Improvement Program
1,713
6,000
6,000
6,000
Baytown Family YMCA Swim Safe
1,023
2,000
2,000
-
Baytown Resource Center
3,500
9,000
9,000
12,000
Bay Area Homeless Services
6,062
5,000
5,000
6,000
Central Heights Park
148,239
-
-
-
The Bridge Over Troubled Waters
-
1,500
1,500
-
Baytown Evening Optimist
2,030
3,000
3,000
4,500
Communities in School
3,128
-
-
8,000
Pelly Park
3,703
-
-
-
Total Expenditures
783,676
723,796
697,812
656,748
Excess (Deficit) Revenues
Over Expenditures - 164,708 - -
Fund Balance- Beginning
Fund Balance- Ending
$ - $ 164,708 $ - $ -
* CDBG- Entitlement Grant approved by City Council Resolution #2371, July 23, 2015.
19 -6
BAYTOWN
S
19 -7
CITY OF BAYTOWN
CAPITAL REPLACEMENT FUND (CRF) 350
BUDGET SUMMARY
Actual Budget Estimated Carry Forward Adopted
2013 -14 2014 -15 2014 -15 2014 -15 2015 -16
Sources
Principal $ 235,472 $ 478,145 $ 223,047 $ - $ 83,800
Interest on investments 2,004 - - - -
Operating Transfers In 400,000 774,200 600,000 - 600,000
Total Sources 637.476 1.252.345 823.047 - 683.800
Fire Department
86,025 1,060,605
1,093,600 - -
Police shoothouse
19,552 110,000
4,899 - 110,000
Traffic bucket truck
- 184,000
138,058 - -
Overhead- Garage pumps
- 114,500
9,911 - -
Public Works Land Purchase
- -
- - 60,000
Total CRF Uses
105,577 1,469,105
1,246,468 - 170,000
Net source /use of resources
Budgetary Funds Available -
Beginning
Budgetary Funds Available -
Ending
19 -8
531,899 (216,760) (423,421)
513,800
2,417,935 2,949,834 2,949,834 2,526,413
$ 2,949,834 $ 2,733,074 $ 2,526,413 $ 2,526,413 $ 3,040,213
CITY OF BAYTOWN
CAPITAL REPLACEMENT FUND (CRF) 350
SCHEDULE OF REPAYMENT
Actual Budget Estimated Adopted
Fund/Division Description 2013 -14 2014 -15 2014 -15 2015 -16
101 General Fund
90010 Traffic
New bucket truck $
90010 Garage
50% cost fuel pumps, lines and jacks (pmt 1 of 5)
90010 Emergency Mgmt.
Advance for PW match EOC storage building
- Parks and Recreation
Land purchase - repaid from FY 2015 CO's
30110 Public Works
Replacement of 1996 Patch Truck
207 Fire/EMS Spec Dist.
20701 Fire
Advance for purchase fire truck and equipment
500 Sanitation Fund
32010 PW
Replace front loader (pmt 4 of 4)
32010 PW
Replace picker truck (pmt 4 of 4)
PW
Puchase of land
32010 Solid Waste Op. 2 Ton truck
510 BAWA
- $ 36,800 $ 36,800 $ 36,800
- 22,900 - -
- 32,000 32,000 32,000
- 406,398 - -
32,354 - - -
400,000 600,000 600,000 600,000
41,250 41,250 41,250 -
41,250 41,250 41,250 -
- - - 15,000
18,923 - - -
30710 BAWA Operations BAWA plant Improvements (pmt 6 of 6) 71,747 71,747 71,747 -
Total $ 605,524 $ 1,252,345 $ 823,047 $ 683,800
19 -9
CITY OF BAYTOWN
CAPITAL IMPROVEMENT PROGRAM FUND (CIPF) 351
BUDGET SUMMARY for Fiscal Year 2015 -16
19 -10
Actual
2013 -14
Carry - forward
2013 -14
Budget
2014 -15
Estimated
2014 -15
Carry-forwardl
2014 -15
Budget
2015 -16
I Total
Allocation
Working Capital - beginning
$ 5,155,533
$ 4,618,564
$ 1,459,574
$ 4,618,564
$ 6,095,666
$ 588,300
$ 6,095,666
Revenues
Interest on Investments
5,010
-
5,000
9,750
-
8,000
8,000
Transfer in for Capital Improvements
1,550,886
-
540,000
4,637,155
-
7,348,800
7,348,800
Contributions from Special Districts
600,000
-
700,000
700,000
-
700,000
700,000
Settlement Proceeds
176,854
-
-
245,407
-
-
-
Total Revenues
2,332,750
-
1,245,000
5,592,312
-
8,056,800
8,056,800
Expenditures
CIP Project Management
149,233
114,138
210,000
324,138
-
307,164
307,164
Demolition of Buildings
307,487
373,753
75,000
199,305
468,525
-
468,525
San Jacinto Mall Project
-
-
-
-
-
5,500,000
5,500,000
911 Center
-
-
-
-
-
1,100,000
1,100,000
Fire Radio Replacement (FCPEMD)
114,098
489,139
100,000
-
589,139
100,000
689,139
Fire Training Grounds (FPCEMSD)
352,087
619,087
600,000
107,549
1,111,538
600,000
1,711,538
Marina Overdredging Costs
-
500,000
-
-
500,000
-
500,000
Lee Drive Renovation
-
99,111
-
-
99,111
-
99,111
New Capital Project Initiatives
-
-
530,000
-
522,000
478,000
1,000,000
Park Street Property Number 1106
15,302
217,971
-
4,500
195,971
-
195,971
Revitalization of Downtown- Matching Prog
-
63,094
-
-
63,094
-
63,094
Satcom System for EOC
7,489
20,283
-
-
20,283
-
20,283
Software - Pentamation
169,095
160,515
-
115,738
44,777
-
44,777
Community Center Improvements
120,290
44,889
-
44,889
-
-
-
Traffic Signal - Blue Heron and Barkaloo
-
-
-
81,569
-
-
-
Traffic Signal - South and Garth
-
-
-
-
63,782
-
63,782
Traffic Signal Unallocated
-
79,351
-
-
-
150,000
150,000
Fuel Tank Repairs
(30,281)
17,568
-
17,568
-
17,568
Sirens for Emergency Management
44,292
29,793
29,793
-
-
-
Fire Station Number 7
105,439
5,180
1,125
-
-
-
Retail Retention
-
200,000
-
-
-
-
-
Goose Creek Trail - Phase 2
-
-
150,000
-
150,000
-
150,000
Municipal Court Security
41,969
8,031
-
-
-
-
-
601 South Burnett
9,853
-
-
-
-
-
-
Municipal Court Restrooms
8,710
66,290
-
55,412
-
-
-
John Martin Road Improvemnts
635,094
-
-
(159,100)
-
-
-
PD Master Plan
26,626
50,797
-
17,828
-
-
-
Completed and Closed Projects
792,936
-
-
-
-
-
-
Quiet Zone
-
-
-
84,398
255,602
-
255,602
Signs
-
-
-
-
10,000
-
10,000
Building Security
-
-
-
-
50,000
-
50,000
Cedar Bayou Crossing
-
-
-
-
100,000
-
100,000
Chevy Silverade
-
-
-
38,935
-
-
-
Texas Ave TxDot Fees
-
-
-
89,215
-
-
-
Software for Health Department
-
-
-
5,498
-
-
-
Metal Bldg at Fire Station 5
-
-
-
43,500
-
-
-
Town Square Project
-
-
-
437,884
238,853
-
238,853
City Gateway Project - SH146
-
-
-
70,000
-
-
-
Improvements to Spur 330
-
-
-
1,681,436
1,007,123
-
1,007,123
Community Center Sound System
-
-
-
15,329
-
-
-
Emergency Shutdown Switches
-
-
-
17,673
-
-
-
Santavy Road
-
-
-
808,596
-
-
-
Total Expenditures
2,869,719
3,158,990
1,665,000
4,115,210
5,507,366
8,235,164
13,742,530
Excess (deficit) revenues over expenditures
(536,969)
(3,158,990)
(420,000)
1,477,102
5,507,366
(178,364)
(5,685,730)
Working Capital - ending
$ 4,618,564
$ 1,459,574
$ 1,039,574
$ 6,095,666
$ 588,300
$ 409,936
$ 409,936
19 -10
CITY OF BAYTOWN
WATER & SEWER - CAPITAL IMPROVEMENT PROGRAM FUND (CIPF) 527
BUDGET SUMMARY for Fiscal Year 2015 -16
Carry -
Actual Forward Budget Estimated
2013 -14 2013 -14 2014 -15 2014 -15
Revenues
Interest on Investments $ 35,547 $
Developers Contribution 1,695,814
Transfer from Aquatics Fund 184,834
Transfer from Water & Sewer Fund 6,540,250
Total Revenues 8,456,445
Expenditures
Aquatics Expenditures
North Central Annex Utilities
Water Distribution System Development
Texas Ave Lift Station Modifications
Ferry Road Sewer Repairs
SCADA Master Plan
Garth Road Waterline Rehab
Needle Point Road Waterline
Utility Project Management
Sewer Rehab and Emergencies
Sewer Rehab - Allenbrook
Slapout Gully Lift Station
Hugh Wood Lift Station
Water System Rehabilitation
Victoria Walker Lift Station
Air Compressor
PC Replacement Program
Utility Billing Building Expansion
Hunter Chase Lift Station
Lift Station Number 6
Fuel Tank Repairs
Valve Star
Truck for Waste Water Department
Kodiak 5th Wheel Truck
Wash Truck
Pumps and Blowers
Tandem Dump Truck
Public Works Building Renovations
Meter Parts
Ameriport Water and Sewer
Chevy Colorado
Texas Avenue Force Main
Savell Street Sewer Repair
I -10 Lift Station
West District WWTP Repairs
Little Missouri Lift Station
Lakewood Area Pipebursting
Kilgore Sewer line
East Baker Sewer line
Massey T Water Tower Painting
Equipment
East District WWTP
New Capital Project Initiatives
Total Expenditures
Excess (Deficit) Revenues Over Expenditures
Working Capital - Beginning
Working Capital - Ending
$ 20,000 $
837,000
3,000,000
- 3,857
29,500 $
241,508
837,000
3,000,000
4,108,008 1
Carry-
Forward
2014 -15
Budget
2015 -16
Total
Allocation
2015 -16
- $ 25,000
$ 25,000
- 478,000
478,000
- 8,430,000
8,430,000
- 8,933,000
8,933,000
163,963
232,832
837,000
419,132
745,534
478,000
1,223,534
11,362
-
-
201,544
156,131
-
156,131
5,499
-
-
-
-
-
-
-
36,464
-
-
-
-
-
423,117
-
-
-
-
-
-
84,803
-
-
-
-
-
-
106
652,240
-
76,751
699,758
-
699,758
947,937
-
-
-
-
-
-
148,908
5,092
166,500
171,592
-
205,780
205,780
976,904
23,096
1,000,000
830,645
340,451
1,000,000
1,340,451
352,757
53,243
185,000
11,896
-
-
-
86,500
-
-
-
-
-
-
14,968
285,032
-
76,674
208,358
-
208,358
962,080
287,920
1,000,000
605,001
235,746
750,000
985,746
1,550,537
912,213
-
1,038,823
32,643
-
32,643
-
16,000
-
-
-
-
-
32,060
-
-
-
-
-
-
32,098
275,402
-
275,402
-
-
-
197,792
22,208
-
-
-
-
-
15,319
254,681
-
101,809
-
-
-
32,434
7,566
-
-
7,566
-
7,566
-
-
43,000
42,950
-
-
-
-
-
92,000
92,000
-
-
-
-
92,000
92,000
-
-
-
-
140,000
140,000
-
-
-
-
-
263,000
213,038
49,962
-
49,962
-
-
107,000
107,000
-
-
-
-
-
50,000
-
50,000
50,000
100,000
-
-
-
15,314
-
-
-
-
-
-
118,873
120,507
-
120,507
-
-
-
24,936
-
-
-
-
-
-
113,004
-
-
-
-
-
-
44,552
-
-
-
-
-
-
135,650
280,898
1,300,000
1,580,898
-
-
-
93,000
-
-
-
-
-
-
-
-
800,000
800,000
-
-
-
-
-
250,000
250,000
-
-
-
-
-
1,100,000
1,100,000
-
-
-
-
-
900,000
900,000
-
-
-
-
-
800,000
800,000
-
-
-
-
-
755,200
755,200
-
-
-
-
-
250,000
250,000
-
1,738,734
150,000
-
1,135,625
600,000
1,735,625
6,039,144
4,802,723
4,125,500
5,041,586
1 4,063,179
9,238,980
13,302,159
2,417,301 (4,802,723) (268,500) (933,578) (4,063,179) (305,980) (4,369,159)
3,575,635 5,992,936 1,190,213 5,992,936 5,059,358 996,179 5,059,358
$5,992,936 $1,190,213 $ 921,713 $5,059,358 1 $ 996,179 $ 690,199 $ 690,199
19 -11
CITY OF BAYTOWN
WATER & SEWER - IMPACT FEES 529
BUDGET SUMMARY for Fiscal Year 2015 -16
Expenditures
N. Main/I -10 Utility ROW & Easements
Baker Road Water Line
Southeast Water Tower
Water Main along J Martin (I -10 to Cedar Bayou - Lynbg)
Waterline from Sjolander to Blue Heron
San Jacinto Lift Station
I -10 Lift Station Force Main
New Capital Project Initiatives
Total Expenditures
Revenues Over (Under) Expenditures
Working Capital - Beginning
Working Capital - Ending
19 -12
Carry- Total
forward Budget Allocation
2014 -15 2015 -16 2015 -16
- $ 900,000 $ 900,000
- 900.000 900,000
-
Actual
2013 -14
Budget
2014 -15
Estimated
2014 -15
-
Revenues
468,933
-
Impact Fees $ 764,515
$ 800,000
$ 700,000 $
Contributed Capital Buy -In 100,000
-
1,400,000
Total Revenues 864.515
800.000
2.100.000
Expenditures
N. Main/I -10 Utility ROW & Easements
Baker Road Water Line
Southeast Water Tower
Water Main along J Martin (I -10 to Cedar Bayou - Lynbg)
Waterline from Sjolander to Blue Heron
San Jacinto Lift Station
I -10 Lift Station Force Main
New Capital Project Initiatives
Total Expenditures
Revenues Over (Under) Expenditures
Working Capital - Beginning
Working Capital - Ending
19 -12
Carry- Total
forward Budget Allocation
2014 -15 2015 -16 2015 -16
- $ 900,000 $ 900,000
- 900.000 900,000
-
-
-
197,336
-
197,336
468,933
-
-
-
-
-
197,961
-
1,081,882
1,895,307
-
1,895,307
-
1,550,000
-
1,550,000
-
1,550,000
-
275,000
-
275,000
-
275,000
-
-
77,500
347,350
-
347,350
-
-
-
-
1,300,000
1,300,000
-
-
-
-
500,000
500,000
666,894
1,825,000
1,159,382
4,264,993
1,800,000
6,064,993
197,621
(1,025,000)
940,618
(4,264,993)
(900,000)
(5,164,993)
4,589,533
2,587,779
4,787,154
5,727,772
1,462,779
5,727,772
$ 4,787,154
$ 1,562,779
$ 5,727,772
$ 1,462,779
$ 562,779
$ 562,779
CITY OF BAYTOWN
BAYLAND ISLAND OPERATIONS FUND 540
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
Lease of Facilities $ 49,086 $ 47,000 $ 47,000 $ 47,940
Transfer In - General Fund 37,549 - - -
Total Revenues 86,635 47,000 47,000 47,940
Expenditures
Supplies 373
1,100
600
1,100
Maintenance 2,500
14,550
10,089
15,025
Services 10,837
15,368
11,429
11,910
Total Operating 13,710
31,018
22,118
28,035
Capital Outlay
4,687
61,160
61,047
33,000
Total Expenditures
18,397
92,178
83,165
61,035
Excess (Deficit) Revenues
Over Expenditures
68,238
(45,178)
(36,165)
(13,095)
Working Capital - Beginning
87,102
155,340
155,340
119,175
Working Capital - Ending $ 155,340 $ 110,162 $ 119,175 $ 106,080
19 -13
CITY OF BAYTOWN
MEDICAL BENEFITS FUND 560
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
Department Billings $
12,571,544 $
12,058,185 $
12,600,000 $
11,902,673
Dept. Billings - Dental
308,705
265,000
265,000
270,300
Dept. Billings - Vision
69,766
68,000
68,000
69,360
Retiree Contributions
631,116
586,924
586,924
353,658
Total Revenues
13,581,131
12,978,109
13,519,924
12,595,991
Expenditures
Services
385,911
408,625
418,620
642,972
Claim Payments
9,939,749
10,281,000
9,505,137
10,197,039
Administrative Fees
2,100,148
2,288,040
2,672,874
2,644,104
Total Expenditures
12,425,807
12,977,665
12,596,631
13,484,115
Excess (Deficit) Revenues
Over Expenditures
Fund Balance - Beginning
Fund Balance - Ending
19 -14
1,155,324 444 923,293 (888,124)
3,308,243 4,463,567 4,463,567 5,386,860
$ 4,463,567 $ 4,464,011 $ 5,386,860 $ 4,498,736
CITY OF BAYTOWN
WORKERS COMPENSATION FUND 561
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
Departmental Billings $ 745,510 $ 608,000 $ 608,000 $ 620,160
Total Revenues 745,510 608,000 608,000 620,160
Expenditures
Personnel Services
75,056
108,128
109,608
108,299
Supplies
17,572
42,600
42,600
32,400
Services
16,092
45,750
20,750
36,150
Claim Payments
588,148
300,000
300,000
321,000
Administrative Fee on Ins.
85,740
106,000
106,000
100,000
Unforeseen/New Initiatives
-
50,000
50,000
50,000
Total Expenditures
782,607
652,478
628,958
647,849
Excess (Deficit) Revenues
Over Expenditures
(37,097)
(44,478)
(20,958)
(27,689)
Fund Balance - Beginning
490,567
455,552
455,552
434,594
Budget Basis to GAAP adjustment
2,082
Fund Balance - Ending $
455,552 $
411,074 $
434,594 $
406,905
19 -15
OTHER
MISCELLANEOUS
FUNDS
This section includes other funds with restricted uses. These are budgeted for the use of all available funds
received to date. As new monies are received throughout the budget year, they will be presented to Council for
acceptance and appropriation.
19 -16
CITY OF BAYTOWN
MUNICIPAL COURT SPECIAL REVENUE FUND 201
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
64,160
79,792
80,498
82,126
Miscellaneous $
779 $
750 $
785 $
750
Charges for Services
179,477
173,906
176,706
179,284
Interest on Investments
1,038
250
250
255
Transfers in
35,567
61,020
39,752
46,867
Total Revenues
216,861
235,926
217,493
227,156
Expenditures
Building Security
64,160
79,792
80,498
82,126
MUC Technology
60,382
115,919
87,068
93,776
RAP Program
17,644
35,634
13,660
20,235
Marshal Training Program
-
1,684
-
2,469
Juvenile Case Manager
63,055
73,032
67,686
75,628
Vital Stat Training
1,544
2,000
9,257
5,095
Total Expenditures
206,785
308,061
258,169
279,329
Excess (Deficit) Revenues
Over Expenditures 10,076 (72,135) (40,676) (52,173)
Working Capital - Beginning 82,773 92,849 92,849 52,173
Working Capital - Ending $ 92,849 $ 20,714 $ 52,173 $ -
19 -17
CITY OF BAYTOWN
PARKS & RECREATION ESCROW SPECIAL REVENUE FUND 209
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
Contribution $ 106,071 $ 20,000 $ 10,000 $ 7,500
Total Revenues 106,071 20,000 10,000 7,500
Expenditures
Personal Services
3,134
3,200
177
-
Supplies
67,855
19,400
24,000
15,013
Special Services
-
-
10,000
5,000
Educational
770
-
-
-
Landfill Fees
360
360
-
5,000
Services
1,130
360
10,000
10,000
Unforeseen / New Initiatives
-
146,134
-
147,821
Total Operating
72,119
169,094
34,177
172,834
Capital Outlay
Total Expenditures 72,119 169,094 34,177 172,834
Excess (Deficit) Revenues
Over Expenditures
Working Capital - Beginning
Working Capital - Ending
19 -18
33,952 (149,094) (24,177) (165,334)
155,559 - 189,511 165,334
$ 189,511 $ (149,094) $ 165,334 $ -
CITY OF BAYTOWN
HAZMAT /HOMELAND SECURITY SPECIAL REVENUE FUND 210
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
HazMat Billings $ 1,100 $ - $ 11,866 $ -
Miscellaneous Contributions 2,536 - 911 -
Total Revenues 3,636 - 12,777 -
Expenditures
Personnel
953
-
1,752
-
Supplies
8,354
7,500
7,557
7,500
Services
50
10,450
2,425
10,800
Unforeseen / New Initiatives
-
224,953
-
215,692
Total Operating
9,357
242,903
11,734
248,992
Excess (Deficit) Revenues
Over Expenditures (5,721) (242,903) 1,043 (248,992)
Working Capital - Beginning 253,670 - 247,949 248,992
Working Capital - Ending $ 247,949 $ (242,903) $ 248,992 $ -
19 -19
CITY OF BAYTOWN
POLICE FORFEITURES FUND 225
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
Investment Interest $ 1,287 $ 500 $ 500 $ 510
Forfeited Revenue 77,834 - 30,000 -
Misc Contributions 764 1,200 1,502 871
Total Revenues 79,885 1,700 32,002 1.381
Expenditures
Supplies
2,900 -
9,362
138
Maintenance
11,955 -
2,819
3,000
Services
36,885 -
13,138
-
Unforeseen / New Initiatives
- 22,252
-
42,874
Total Operating
51,740 22,252
25,319
46,012
Capital Outlay 129,520 - 5,000 -
Total Expenditures 181,260 22,252 30,319 46,012
Excess (Deficit) Revenues
Over Expenditures (101,375) (20,552) 1,683 (44,631)
Working Capital - Beginning 144,323 - 42,948 44,631
Working Capital - Ending $ 42,948 $ (20,552) $ 44,631 $ -
19 -20
CITY OF BAYTOWN
FAMILY & YOUTH PROGRAM FUND 226
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
219,012
235,882
235,718
240,698
Bureau of Justice Assistance $
122,041 $
147,036 $
152,926 $
143,827
GCCISD
109,506
117,941
117,859
120,349
Child Safety Seat Fines
79,687
78,000
78,000
78,000
Contributions
2,290
2,000
1,025
1,020
Transfers In
92,979
96,006
97,485
90,294
Total Revenues
406.503
440.983
447.295
433.490
Expenditures
DARE
219,012
235,882
235,718
240,698
VOCA*
145,731
164,344
171,738
174,352
Special Police Programs
11,384
15,561
16,135
4,345
Child Safety Programs
17,216
34,029
31,979
33,925
Unforeseen / New Initiatives
-
10,980
-
4,478
Total Operating
393,343
460,796
455,570
457,798
Total Expenditures 393,343 460,796 455,570 457,798
Excess (Deficit) Revenues
Over Expenditures
Working Capital - Beginning
Working Capital - Ending
13,160 (19,813) (8,275) (24,308)
19,423 - 32,583 24,308
$ 32,583 $ (19,813) $ 24,308 $ -
19 -21
CITY OF BAYTOWN
POLICE ACADEMY FUND 228
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
Drug Enforcement Agency $ 25,000 $ 25,000 $ 25,000 $ 25,000
Miscellaneous 10,558 10,000 10,760 10,500
Total Revenues 35,558 35,000 35,760 35,500
Expenditures
Services 4,321 7,000 10,000 14,437
Unforeseen / New Initiatives - 47,009 - -
Total Operating 4,321 54,009 18,070 14,437
Capital Outlay 21,904 25,000 29,255 71,182
Total Expenditures 26,225 79,009 47,325 85,619
Excess (Deficit) Revenues
Over Expenditures
Working Capital - Beginning
Working Capital - Ending
19 -22
9,333 (44,009) (11,565) (50,119)
52,351 47,907 61,684 50,119
$ 61,684 $ 3,898 S 50,119 $ -
CITY OF BAYTOWN
ODD TRUST & AGENCY FUND 231
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
Cable Franchise Fees $ 144,197 $ - $ - $ -
TCEQ - - 3,408 -
Department of Health 30,000 - - -
Investment Interest 8,284 - - -
Miscellaneous 226,852 334,000 334,490 336,800
Total Revenues 409,333 334,000 337,898 336,800
Expenditures
Personnel -
- -
18,750
Supplies -
- 1
32,000
Maintenance 10,251
- -
-
Services -
19,000 19,000
9,700
Miscellaneous -
- 2,200
-
Total Operating 10,251
19,000 21,201
60,450
Furniture & Fixtures < $5000
59,489
18,000
109,580
8,000
Machinery
30,000
20,000
-
-
Motor Vehicles
23,000
-
-
-
Construction
12,877
-
3,972
-
Capital Outlay
125,366
38,000
113,552
8,000
Unforeseen / New Initiatives
-
339,751
-
367,324
Transfers Out
171,000
167,000
169,500
167,000
Total Expenditures
306,617
563,751
304,253
602,774
Excess (Deficit) Revenues
Over Expenditures
102,716 (229,751) 33,645 (265,974)
Working Capital - Beginning 129,613 - 232,329 265,974
Working Capital - Ending $ 232,329 $ (229,751) $ 265,974 $ -
19 -23
CITY OF BAYTOWN
LIBRARY SPECIAL REVENUE FUND 266
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
Misc Contribution $ 46,457 $ 52,500 $ 52,500 $ 53,550
Total Revenues 46,457 52,500 52,500 53,550
Expenditures
Supplies
43,035
32,300
26,300
32,000
Services
3,114
5,000
5,000
5,000
Unforeseen
-
55,604
-
55,066
Total Operating
46,149
92,904
31,300
92,066
Capital Outlay
18,629
7,000
15,000
10,000
Total Expenditures
64,778
99,904
46,300
102,066
Excess (Deficit) Revenues
Over Expenditures
Working Capital - Beginning
Working Capital - Ending
19 -24
(18,321) (47,404) 6,200 (48,516)
60,637 42,316 42,316 48,516
$ 42,316 $ (5,088) $ 48,516 $ -
CITY OF BAYTOWN
SUMMER YOUTH JOB PROGRAM FUND 280
BUDGET SUMMARY BY FUND*
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
Misc Contributions $ 70,425 $ 70,000 $ 68,685 $ 76,185
Total Revenues 70,425 70,000 68,685 76,185
Expenditures
Personnel Services
54,759
47,773
57,079
62,284
Supplies
915
1,600
850
1,180
Services
9,213
14,500
10,500
11,700
Unforeseen / New Initiatives
-
21,901
-
12,238
Total Operating
64,887
85,774
68,429
87,402
Excess (Deficit) Revenues
Over Expenditures 5,538 (15,774) 256 (11,217)
Working Capital - Beginning 5,423 10,961 10,961 11,217
Working Capital - Ending $ 10,961 $ (4,813) $ 11,217 $ -
* Restricted funds for summer youth job program.
19 -25
CITY OF BAYTOWN
EMERGENCY MANAGEMENT FUND 291
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
Contributions $ 24,825 $ 27,100 $ 24,825 $ 24,825
Transfer -In 10,000 - - -
Total Revenues 34,825 27,100 24,825 24,825
Expenditures
Personnel Services
247
956
967
-
Supplies
13,693
32,300
25,320
25,320
Maintenance
4,887
10,600
6,000
6,000
Services
1,754
17,550
17,815
17,815
Unforeseen / New Initiatives
-
71,823
-
68,085
Total Operating
20,581
133,229
50,102
117,220
Capital Outlay - 5,100 - -
Total Expenditures 20,581 138,329 50,102 117,220
Excess (Deficit) Revenues
Over Expenditures
Working Capital - Beginning
Working Capital - Ending
19 -26
14,244 (111,229) (25,277) (92,395)
103.428 117.672 117.672 92.395
$ 117,672 $ 6,443 $ 92,395 $ -
CITY OF BAYTOWN
BAYTOWN NATURE CENTER FUND 296
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
User Fees $ 90,747 $ 180,238 $ 180,238 $ 183,843
Contributions 50,107 - - -
Overages /Shortages 7 - - -
Total Revenues 140,861 180,238 180,238 183,843
Expenditures
Personnel
132,689
137,983
141,699
153,979
Supplies
6,840
15,350
12,850
14,850
Maintenance
2,222
1,500
1,000
2,000
Services
3,423
16,441
4,950
16,415
Unforeseen / New Initiatives
-
123,465
-
134,469
Total Operating
145,174
294,739
160,499
321,713
Capital Outlay - 2,000 2,000 2,000
Total Expenditures 145,174 296,739 162,499 323,713
Excess (Deficit) Revenues
Over Expenditures
Working Capital - Beginning
Working Capital - Ending
(4,313) (116,501) 17,739 (139,870)
126,444 - 122,131 139,870
$ 122,131 $ (116,501) $ 139,870 $ -
"Beginning 10101114, all BNCprograms will be consolidated
19 -27
CITY OF BAYTOWN
WETLANDS EDUCATION AND RECREATION CENTER FUND 298
OPERATIONS
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Revenues
211,730
220,079
235,219
238,779
Goose Creek CISD $
40,000 $
40,000 $
40,000 $
40,000
Lee College
15,000
15,000
15,000
15,000
Contributions
12,218
15,000
15,000
15,300
Transfer In - General Fund
179,466
189,104
200,335
206,424
Total Revenues
246,684
259,104
270,335
276,724
Expenditures
Personnel Services
211,730
220,079
235,219
238,779
Supplies
7,740
8,400
7,900
8,400
Maintenance
4,231
5,348
4,200
5,348
Services
22,983
24,277
22,016
23,197
Total Operating
246,684
258,104
269,335
275,724
Capital Outlay
-
1,000
1,000
1,000
Total Expenditures
246,684
259,104
270,335
276,724
Excess (Deficit) Revenues
Over Expenditures
-
-
-
-
Working Capital - Beginning
-
-
-
-
Working Capital - Ending $
- $
- $
- $
-
19 -28
CITY OF BAYTOWN
WETLANDS EDUCATION AND RECREATION CENTER FUND 299
SPECIAL PROJECTS
BUDGET SUMMARY BY FUND
Actual Budget Estimated Adopted
2013 -14 2014 -15 2014 -15 2015 -16
Funding Sources
Contributions $ 129,508 $ 115,112 $ 115,112 $ 117,414
Total Revenues 129,508 115,112 115,112 117,414
Expenditures
Personnel Services
68,373
82,010
69,782
100,897
Supplies
34,773
58,622
35,250
73,416
Maintenance
789
1,200
500
1,200
Services
8,250
11,638
8,500
10,816
Sundry
-
17,766
-
17,569
Unforeseen / New Initiatives
-
239,293
-
189,772
Total Operating
112,185
410,529
114,032
393,670
Capital Outlay - 29,962 1,411 -
Total Expenditures 112,185 440,491 115,443 393,670
Excess (Deficit) Revenues
Over Expenditures
Funds Available - Beginning
Funds Available - Ending
17,323 (325,379) (331) (276,256)
259,264 - 276,587 276,256
$ 276,587 $ (325,379) $ 276,256 $ -
19 -29
BAYTOWN
S
19 -30
CITY OF BAYTOWN
BUDGET GLOSSARY
The Annual Budget contains specialized and technical terminology that is unique to public finance and budgeting. To assist the
reader of the Annual Budget document in understanding these terms, a budget glossary has been included in the document.
Accrual Basis. The basis of accounting under which transactions are recognized in the period benefited regardless of the
timing of related cash flows.
Accrued Expenses. Expenses incurred but not due until a later date.
Ad Valorem Taxes. (Current) All property (real, personal, mixed, tangible, intangible, annexations, additions, and
improvements to property) located within the taxing unit's jurisdiction, which are subject to taxation and valued on
January 1 of the current budget year. Each year, by ordinance, the City Council exempts taxes on automobiles and
other items from the tax levy. Following the final passage of the appropriations ordinance, City Council sets the tax
rate and levy for the fiscal year beginning October 1 and continuing through the following September 30th.
Ad Valorem Taxes. (Delinquent) All taxes are due on receipt of bill and are delinquent if not paid before February 1 of the
fiscal year in which it is imposed, except when the taxing unit postpones the delinquency date due to late mail out of
tax bills.
Ad Valorem Taxes. (Interest) A delinquent tax incurs interest of one (1 %) percent of the amount of tax for the first calendar
month it is delinquent, plus one (1 %) percent for each additional month or portion of the month the tax remains
unpaid.
Ad Valorem Taxes. (Penalty) A delinquent tax incurs a penalty of six (6 %) percent of the amount of the tax for the first
calendar month it is delinquent, plus one (1 %) percent for each additional month or portion of the month the tax
remains unpaid prior to July 1 of the year in which it becomes delinquent. However, the delinquent tax on July 1
incurs a total penalty of twelve (12 %) percent of the amount of the delinquent tax without regard to the number of
months the tax has been delinquent.
Administrative Transfer. An interfund transfer designed to recover expenditures incurred or conducted in behalf of other
funds.
Appropriation. A legal authorization granted by a legislative body to make expenditures and to incur obligations for specific
purposes.
Appropriation Ordinance. The official enactment by the City Council to establish legal authority for City officials to obligate
and expend resources.
Assessed Valuation. A value that is established for real or personal property for use as a basis for levying property taxes.
(Note: Property values are established by the Harris County Appraisal District.)
Asset. Property owned by the City for which a monetary value has been established.
Balanced Budget. A budget in which revenues equal or exceed expenditures.
Basis of Accounting. Refers to when revenues, expenses, expenditures and transfers are recognized and reported. The
budgetary basis accounting for all the funds is modified accrual. For GAAP purposes, the basis of accounting is
accrual for all Enterprise Funds and Internal Service Funds, while the modified accrual basis is used for the General
Fund and Special Revenue Funds.
Baytown Area Water Authority (BA WA). A water authority created by Texas Legislature to purchase and distribute surface
and/or underground supplies for the City and surrounding communities. The City accounts for approximately 90% of
BAWA's annual sales. BAWA is considered a component unit of the City of Baytown.
20 -1
Bond. A written promise to pay a sum of money on a specific date at a specified interest rate. The interest payments and the
repayment of the principal are detailed in a bond ordinance. The most common types of bonds are general obligation
and revenue bonds. These are most frequently used for construction of large capital projects, such as buildings, streets
and bridges.
Budget. A plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed
means of financing them. Used without any modifier, the term usually indicates a financial plan for a single fiscal
year. In practice, the term "budget" is used in two senses. In one sense, it designates the financial plan presented to
the appropriating body for adoption and, in the other, designates the plan finally approved by that body. It is usually
necessary to specify whether the budget under consideration is preliminary and tentative or whether the appropriating
body has approved it.
Budget Adjustments. A legal procedure utilized by the City staff and City Council to revise a budget appropriation. The City
of Baytown's City Charter requires City Council approval through the adoption of a supplemental appropriation
ordinance (which specifies both the source of revenue and the appropriate expenditure account) for any inter-
departmental or inter -fund adjustments. City staff has the prerogative to adjust expenditures within a departmental
budget.
Budget Calendar. The schedule of key dates or milestones, which the City departments follow in the preparation, adoption,
and administration of the budget.
Budget Document. The instrument used by the budget- making authority to present a comprehensive financial program to the
City Council.
Budget Message. The opening section of the budget, which provides the City Council and the public with a general summary
of the most important aspects of the budget, changes from the current and previous fiscal years, and the views and
recommendations of the City Manager.
Budgetary Basis. The basis of accounting used to estimate financing sources and used in the budget.
Budgeted Funds. Funds that are planned for certain uses but have not been formally or legally appropriated by the legislative
body. The budget document that is submitted for Council approval is composed of budgeted funds.
CAFR. The Comprehensive Annual Financial Report.
Capital Improvement Program (CIP). The City's plan for the acquisition and construction of municipal public improvements
for the City of Baytown. Projects included in the CIP program are usually expensive, non - recurring projects, which
have a useful life spanning more than ten years.
Capital Improvements Program Fund (CIPF). A fund for capital expenditures to be incurred each year over a fixed period of
several future years setting forth each capital project, identifying the expected beginning and ending date for each
project, the amount and the method of financing.
Capital /Major Project Expenditure /Expense. An expenditure /expense that results in the acquisition or addition of a fixed asset
or the improvement to an existing fixed asset.
Capital Outlay. Expenditures for the acquisition of fixed assets which by definition have a useful life of more than one year
and purchase price at least $5,000. Included in this category is the cost of land, buildings, permanent improvements,
machinery, large tools, rolling and stationary equipment.
Cash Basis. A basis of accounting under which transactions are recognized only when cash changes hands.
Cash Management. The management of cash necessary to pay for government services while investing temporary cash
excesses in order to earn interest revenue. Cash management refers to the activities of forecasting the inflows and
outflows of cash, mobilizing cash to improve its availability for investment, establishing and maintaining banking
relationships, and investing funds in order to achieve the highest interest and return available for temporary cash
balances.
20 -2
Central Services - Garage Fund. To account for the cost of operating and maintaining vehicles and other equipment used by
City departments. Service charges are billed to departments on a monthly basis to cover all expenses of the fund.
Central Services - Warehouse Operations Fund. To account for the supplies, materials and fuel inventories and to take
advantage of volume purchasing. Inventories used are allocated respectively to departments on a monthly basis to
cover inventory cost.
Certificate of Obligation (CO). A debt instrument that is issued by the City and has the same legal status as a general
obligation bond. Proceeds from the issuance of the certificates may be used for construction of public works; purchase
of materials, supplies, equipment, machinery, builds, land, and right a ways for authorized needs and purposes; or
payment of contractual obligations for professional services. However, certificates of obligation are not authorized by
the voters.
Chambers County Appraisal District (CCAD). Responsible for local property tax appraisal and exemption administration for
Chambers County.
Contingency. A budgetary reserve set aside for emergencies or unforeseen expenditures.
Cost. (1) The amount of money or other consideration exchanged for property or services. (2) Expense.
Cost Accounting. That method of accounting, which provides for assembling and recording of all the elements of cost incurred
to accomplish a purpose, to carry on an activity or operations, or to complete a unit of work or a specific job.
Crime Control and Prevention District (CCPD). On May 14, 2011, citizens voted to continue the Baytown Crime Control and
Prevention District dedicated to crime reduction programs and the adoption of a local sales and use tax at a rate of
one - eighth of one percent (1/8 %).
Current Taxes. Taxes that are levied and due within one year.
Debt Services. The City's obligation to pay the principal and interest of all bonds and other debt instruments according to a pre-
determined payment schedule.
Deficit. (1) The excess of the liabilities of a fund over its assets. (2) The excess of expenditures over revenues during an
accounting period; or, in the case of proprietary funds, the excess of expense over income during an accounting period.
Delinquent Taxes. Taxes that remains unpaid on and after the date on which a penalty for non - payment is attached.
Department. An administrative segment of the City, which indicates management responsibility for an operation, or a group of
related activities within a functional area. Departments are the basic units of the budget.
Depreciation. The process of estimating and recording the lost usefulness, expired useful life or diminution of service from a
fixed asset that cannot or will not be restored by repair and will be replaced. The cost of the fixed asset's lost
usefulness is the depreciation or the cost to reserve in order to replace the item at the end of its useful life.
Encumbrances. Commitments related to unperformed (executory) contracts for goods or services.
Enterprise Fund. A fund established 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, and /or net income is appropriate for capital maintenance, public policy, management control, accountability,
or other purposes. Examples of Enterprise Funds are water, sewer, and sanitation, utilities, Bayland Island and
Baytown Area Water Authority.
Expenditure. The outflow of funds paid or to be paid for an asset or goods and services obtained regardless of when the
expense is actually paid. This term applies to all funds. Note: An encumbrance is not expenditure. An encumbrance
reserves funds to be expended.
Expenses. Charges incurred (whether paid immediately or unpaid) for operation, maintenance, interest and other charges.
20 -3
Fire Control, Prevention and Emergency Medical Services District (FCPEMSD). On May 14, 2011, citizens voted to
continue the Baytown Fire Control, Prevention, and Emergency Medical Services District dedicated to fire safety and
emergency medical services and the adoption of a local sales and use tax at a rate of one - eighth of one percent (1/8 %).
Fiscal Year. The time period designated by the City which is signifying the beginning and ending period for recording
financial transactions. The City of Baytown has specified October 1 to September 30 as its fiscal year.
Fixed Assets. Assets of a long -term character which are intended to continue to be held or used, such as land, buildings,
improvements other than buildings, machinery and equipment.
Franchise Tax. A charge paid for the use of City streets and public right of way and is in lieu of all other municipal charges,
fees, street rentals, pipe taxes or rentals, easement or other like franchise taxes, inspections fees, and /or charges of
every kind except only Ad Valorem and special assessment taxes for public improvements (e.g., gas, telephone, and
cable tv).
Full -Time Equivalent (FTE). Full -time position.
Fund. An accounting entity that has a set of self - balancing accounts and records all financial transactions for specific
activities or government functions. Eight commonly used funds in public accounting are: general fund, special
revenue funds, debt service funds, capital project funds, enterprise funds, trust and agency funds, internal service funds
and special assessment funds.
Fund Balance. For Governmental Funds, fund balance is the difference between assets over liabilities. Also known as surplus
funds.
Furniture & Equipment < $5,000. The purchase of furniture or equipment less than $5,000.
General Debt Service Fund. A fund established to account for the City's obligation to pay the principal and interest of all
bonds and other debt instruments according to a pre - determined payment schedule.
General Fund. The fund used to account for all financial resources except those required to be accounted for in another fund.
General Obligation (GO) Bonds. Bonds that finance a variety of public projects such as streets, buildings, and improvements.
The repayment of these bonds is usually made from property taxes and is backed by the full faith and credit of the
issuing government.
Generally Accepted Accounting Principles (GAAP). Uniform minimum standards of and guidelines to financial accounting
and reporting. They govern the form and content of the basic financial statements of an entity. They encompass the
conventions, rules, and procedures necessary to define accepted accounting practice at a particular time. They include
not only broad guidelines of general application, but also detailed practices and procedures. They provide a standard
by which to measure financial presentations.
Goals. A purpose or benefit the department plans to provide to the community and/or organizations. Goals identify the end
result the organization desires to achieve with its activities. Some of the goals are ongoing and may not be achieved in
one year.
Governmental Funds. Funds through which most governmental functions of the City are financed. The acquisition, use and
balances of the City's expendable financial resources and the related liabilities (except those accounted for in
Proprietary Funds) are accounted for in the Governmental Funds.
Grants. Contributions or gifts of cash or other assets from another government to be used or expended for a specified purpose,
activity, or facility.
Harris County Appraisal District (HCAD). Responsible for local property tax appraisal and exemption administration for
nearly 500 jurisdictions (taxing units) in America's third most populous county, Harris County.
20 -4
Hotel /Motel Fund. Fund to account for the accumulation of resources from the Hotel/Motel Tax assessment levied by the City.
These monies are to be spent to promote the progress, development or growth of the City within the guidelines set
forth on disposition of revenues collected under the authority of the Texas Hotel Occupancy Tax Act (Article 1269;
Vernon's Texas Civil Statutes.)
Hotel/Motel Occupancy Tax (HOT). A tax levied upon the cost of occupancy of any room or space furnished by any hotel
where such costs of occupancy are at the rate of two ($2.00) dollars or more per day. The law authorizes a room tax of
not more than seven (7 %) percent of the consideration paid by the occupant of such room to the hotel.
Hybrid Zero - Based /Program- Oriented Budgeting. The City of Baytown's budget process combines a method of zero -based
budgeting in which all expenditures must be justified each new fiscal year and a program- oriented method of
budgeting expenditures to meet programmatic objectives.
Income. A term used in proprietary fund type accounting to represent (1) revenues or (2) the excess of revenue over expenses.
Industrial District Agreement (IDA). An agreement the City enters into with industries located within its extraterritorial
jurisdiction. The contracts specify payments to be made to the City in lieu of ad valorem taxes in exchange for limited
immunity from annexation of specific properties during the seven -year terms of the agreements.
Intergovernmental Revenue. Contributions received from the State and Federal Government in the form of grants and shared
revenues.
Internal Service Fund. Funds used to account for the financing of goods or services provided by one department to another
department on a cost reimbursement basis, for example, the Garage Fund.
Investments. Securities held for the production of revenues in the form of interest or lease payments.
Levy. (Verb) To impose taxes, special assessments, or service charges for the support of governmental activities. (Noun) The
total amount of taxes, special assessments, or service charges imposed by a government.
Long -Term Debt. Debt with a maturity of more than one year after the date of issuance.
Miscellaneous Funds. Funds used to account for miscellaneous special revenue sources, which are required to finance specific
activities.
Mixed Beverage Tax. A tax rate of ten (10 %) percent imposed on the gross receipt of a Licensee for the sale, preparation, or
service of mixed beverages or from the sale of ice or non - alcoholic beverages and consumed on the premises of the
permittee.
Modified Accrual Basis. The accrual basis of accounting adapted to the governmental fund type spending measurement focus.
Under it, revenues are recognized when they become both measurable and available to finance expenditures of the
current period. Expenditures are recognized when the related fund liability is incurred except for (1) inventories of
materials and supplies which may be considered expenditures either when purchased or when used; (2) prepaid
insurance and similar items which need not be reported; (3) accumulated unpaid vacation, sick pay, and other
employee benefit amounts which need not be recognized in the current period, but for which larger -than- normal
accumulations must be disclosed in the notes to the financial statements; and (4) principal and interest on long -term
debt which are generally recognized when due.
Municipal Development District (MDD). On May 5, 2001, in the general election, the citizens of the City of Baytown voted to
authorize the creation of the Baytown Municipal Development District and the imposition of a sales and use tax at the
rate of one -half of one percent for the purpose of financing economic development projects that provide economic
benefit and diversify the economic base of the community.
Object Code. Expenditure classification according to the types of items purchased or services obtained; for example, personal
services, supplies, maintenance and capital.
20 -5
Objectives. Quantifiable steps toward accomplishing the stated goals. Each will have a specific time frame or measurable
achievement. Objectives should be reached or completed within the fiscal year.
Operating Budget. Plans of current expenditures and the proposed means of financing them. The annual operating budget (or,
in the case of some state governments, the biennial operating budget) is the primary means by which most of the
financing acquisition, spending, and service delivery activities of a government are controlled. The use of annual
operating budgets is usually required by law. Even where not required by law, however, annual operating budgets are
essential to sound financial management and should be adopted by every government.
Operating Expenses. Proprietary fund expenses which are directly related to the fund's primary service activities.
Operating Grants. Grants which the grantor to operating purposes restricts or which maybe used for either capital or operating
purposes at the discretion of the grantee.
Operating Income. The excess of proprietary fund operating revenues over operating expenses.
Operating Revenues. Proprietary fund revenues, which are directly related to the fund's primary service activities. They
consist primarily of user charges for services.
Operating Transfers. All interfimd transfers other than residual equity transfers.
Ordinance. A formal legislative enactment by the governing board of a municipality. If it is not in conflict with any higher
form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the
boundaries of the municipality to which it applies. The difference between an ordinance and a resolution is that the
latter requires less legal formality and has a lower legal status. Ordinarily, the statutes or charter will specify or imply
those legislative actions, which must be by ordinance and those, which may be by resolution. Revenue raising
measures, such as the imposition of taxes, special assessments and service charges, universally require ordinances.
Other Financing Sources. Governmental fund general long -term debt proceeds, operating transfers out, and material proceeds
of fixed asset dispositions. Such amounts are classified separately from revenues.
Overlapping Debt. The proportionate share of the debts of local governments located wholly or in part within the limits of the
reporting government, which must be borne by property within each government.
Performance Measures. Specific quantitative and qualitative measures of work performed as an objective of the department.
Personnel Costs. Costs related to compensating employees, including salaries, wages, insurance, payroll taxes and retirement
contributions.
Productivity Measures. Criteria used to reflect how well a program is performing its activities to meet the needs of the public
and the organization. They should measure productivity, effectiveness, efficiency or the impact of a service provided.
While activity measures indicate "how much" activity the division/department is performing, productivity measures
identify "how well" the division/department is performing.
Program Description. Describe the nature of service delivery provided at this level of funding. It clearly explains how service
delivery will be different from the prior budget year.
Program Goals. Describes the purpose or benefit the division/department plans to provide to the community and/or
organizations it serves. Goals identify the end result the division/department desires to achieve with its activities.
Goals are often ongoing and may not be achieved in one year.
Program Objectives. Quantifiable steps toward accomplishing stated goals having a specific time frame or measurable
achievement. Objectives should be able to be reached or completed within the current fiscal year. Objective
statements are not required for every activity performed, but should focus on the major steps necessary for achieving
established goals.
Property Tax. Taxes levied on both real and personal property according to the property's valuation and the tax rate.
20 -6
Proprietary Funds. Funds accounted for on a flow of economic resources measurement focus. The accounting objectives are
a determination of net income, financial position and changes in cash flow. All assets and liabilities associated with a
Proprietary Fund's activities are included on its balance sheet. Proprietary Fund equity is segregated into contributed
capital and retained earnings.
Reserve. An account to use to indicate that a portion of a fund's balance is legally restricted for a specific purpose and is,
therefore, not available for general appropriation.
Reserve for Encumbrances. An account used to set aside a portion of fund balance for obligations from the previous fiscal
year.
Residual Equity Transfers. Non - recurring or non - routine transfers of equity between funds.
Resolution. A special or temporary order of a legislative body requiring less legal formality than an ordinance or statute.
Revenue Bonds. Bonds whose principal and interest are payable exclusively from earnings of an Enterprise Fund.
Revenues. (1) Increases in government fund type net current assets from other than expenditure refunds and residual equity
transfers. Under NCGA Statement 1, general long -term debt proceeds and operating transfers in are classified as
"other financing sources" rather than revenues. (2) Increases in proprietary fund type net total assets from other than
expense refunds, capital contributions, and residual equity transfers. Under NCGA Statement 1, operating transfers in
are classified separately from revenues.
Risk Management Fund. To account for the operation of a self - insured retention fund for health services for all City
employees and that relate to workers' compensation claims. Claims are primarily administered by an outside agency.
Sales Tax. A general "sales tax" is levied on persons and businesses selling merchandise or services in the city limits on a retail
basis. The categories for taxation are defined by state law. Monies collected under authorization of this tax are for the
use and benefit of the City.
Sanitation Fund. Fund used to account for the provision of services to the residents of the City. All activities necessary to
provide such services are accounted for in the fund, including, but not limited to, administration, operations,
maintenance, and financing and related debt service.
Special Revenue Funds. Funds which account for revenues from specific taxes or other revenue sources which by law, or other
agreement such as a Trust, are designated to finance particular functions or activities of government and which,
therefore, cannot be diverted to other uses.
Storm Water Utility Fund. The Clean Water Act (CWA) was enacted in 1972 to protect surface waters, such as lakes, rivers,
and coastal areas. National Pollutant Discharge Elimination System ( NPDES) permits were introduced to increase
accountability for protecting water quality. This required industrial and municipal wastewater dischargers of
pollutants into the waters of the US from a point source to obtain a NPDES permit. The final Phase II regulations that
affect smaller communities, such as Baytown, were signed in October 1999. Small municipal separate storm sewer
systems (MS4s) programs, such as Baytown's, are required to participate. These MS4 programs should be developed
and implemented in phases over the next five years. An advance from the General Fund to provide funds for start-up
costs associated with the program was provided in 2003. First year costs included funding for a storm water utility
feasibility study. Future funding is proposed from developing storm water utility fees to provide a dedicated funding
source for the program. The Texas Legislature provided the procedures necessary to establish a storm water utility fee
in Chapter 402 of the Local Government Code. Cities were required to file an application for a permit from the Texas
Commission on Environmental Quality by December 2003.
Street Maintenance Tax. In 2001 the Texas Legislature passed House Bill 445, which allows cities to raise their local sales
tax rate by 0.25 percent if the funds are dedicated to street maintenance and repair. On May 15, 2004, in the general
election, the citizens of the City of Baytown voted to authorize the imposition of a street maintenance sales tax. This
sales tax must be reapproved every four years by voters or it will expire. In November 2011, reauthorized early due to
Senate BillI00, Baytown citizens overwhelmingly reapproved the sales tax in order to continue this beneficial
20 -7
program. This fund will account for the revenues collected from this sales tax and may only be used to maintain and
repair municipal streets that exist when the tax is adopted.
Tax Increment Reinvestment Zone (TIRZ). A financing tool created by the state legislative to promote, develop, encourage
and maintain housing, educational facilities, employment, commerce and economic development in the City.
Tax Levy. The total amount to be raised by general property taxes for operating and debt service purposes.
Tax Rate. The amount of tax stated in terms of a unit of the tax base, for example, $.50 per $100 (one hundred dollars)
assessed valuation of taxable property.
Tax Rate Limit. The maximum rate at which a government may levy a tax. The limit may apply to taxes raised for a particular
purpose, or to taxes imposed for all purposes, and may apply to a single government, to a class of governments, or to
all governments operating in a particular area. Overall tax rate limits usually restrict levies for all purposes and of all
governments, state and local, having jurisdiction in a given area.
Tax Roll. The official list showing the amount of taxes levied against each taxpayer or property. Frequently, the tax roll and
the assessment roll are combined, but even in these cases the two can be distinguished.
Taxes. Compulsory charges levied by a government for the purpose of financing services performed for the common benefit.
This term does not include specific charges made against particular persons or property for current or permanent
benefits such as special assessments. Neither does the term include charges for services rendered only to those paying
such charges as, for example, sewer service charges.
Technical Adjustments. Represents adjustments made by the City Council to the Proposed Budget for the Final Adopted
Budget.
Texas Commission on Environmental Quality (TCEQ). The environmental agency for the State of Texas.
Transfers In /Out. Amounts transferred from one fund to another to assist in financing the services of the recipient fund.
Transmittal Letter. A general discussion of the proposed budget presented in writing as apart of the budget document. The
transmittal letter explains the principal budget issues and presents the recommendations made by the City Manager.
Unencumbered Balance. The amount of an appropriation that is neither expended nor encumbered. It is essentially the
amount of money still available for future purchases.
Unreserved Fund Balance. The portion of a fund's balance that is not restricted for a specific purpose and is available for
general appropriation.
Water and Sewer Fund. Fund used to account for the rendering of water and sewer services to the residents of the City.
Activities of the fund include the administration, operation and maintenance of the water and sewer system, and billing
and collection activities. The fund also accounts for the accumulation of resources for, and the payment of, long -term
debt principal and interest for revenue bonds and obligations under capital leases. All costs are financed through
charges made to utility customers with rates reviewed regularly and adjusted if necessary to ensure the integrity of the
fund.
Water and Wastewater Interest and Sinking (WWIS) Fund. A fund established to account for the City's obligation to pay the
principal and interest of all bonds and other debt instruments according to a pre - determined payment schedule.
Working Capital. The amount by which total current assets exceed total current liabilities.
Workload Measures. Reflects major activities of the division/department. They indicate the amount of work that has been
done in the past and projected workload levels for the current and next years. Workload measures should be able to be
tracked with a reasonable amount of time and effort.
20 -8