HomeMy WebLinkAboutOrdinance - 10006-1997 - Adopting A Budget For Fiscal Year 1997-98 Transfer Of Funds Between Depts. - 08/14/1997First Reading
Item #53
August 14, 1997
Second Reading
Item 1117
August 28, 1997
ORnINANCE NO. """"1....,00....,.0 ..... 6------'_
AN ORDINANCE APPROVING AND ADOPTlNG A BUDGET FOR FISCAL
YEAR 1997M98 PROVIDING FOR NECESSARY TRANSFERS OF FUNDS BETWEEN
ACCOUNTS AND DEPARTMENTS, IF REQUIRED; APPROPRIATE FUNDS FOR nIE
1997M98 FISCAL YEAR BUDGET OF THE CITY OF LUBBOCK; ESTABLISffiNG
CIVJL SERVICE CLASSIFICATIONS; AND PROVIDING FOR A SAVINGS CLAUSE.
WHEREAS, the City Manager has prepared certain figures as a 1997--98 fiscal year
budget and has submitted the same to the City Council; artd
WHEllEAS, the City Manager, tiled such proposed budg·et with the City Secretary
for the fiscal year beginning October 1, 1997; and
WHEREAS, the City Secretary did post notice that such proposed budget had been
filed and a public hearing called thereon by the City Council in City Hall; and
WHEREAS, the City Council detennined such proposed budget for fiscal year 1997M
98 to be appropriate and correct in all respects and that all requirements of the law have been
satisfied; NO\V THEREFORE:
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF LUBBOCK:
SECTION 1. THAT the budget proposed by the City Manager for the fiscal year
October 1, 1997, through September 30, 1998, BE and the same is hereby approved and
adopted.
SECTION 2. TfIAt the figures prepared and submitted by the City Manager for the
1997-98 fiscal year budget BE and the same are hereby approved in all respects.
SECTION 3. THAT any necessary transfer of funds between accounts, departments
or programs by the City Manager for City purposes or as a result of unusual or unforseen
conditions during the administration of the 1997-98 fiscal year budget BE and are hereby
authorized and approved.
SECTION 4. THAt amounts set dttt under the 1997-98 headings ''1996-97 Revjscd;'
BE and are hereby authorized and approved.
SECTION 5. THAT the several amounts, as set forth in the proposed 1997-98 fiscal
year budget BE and are hereby appropriated to the objects and purposes named, subject to
notification in accordance with Section 3 hereto if necessary.
SECTION 6. THAT a copy of the 1997-98 fiscal year budget shall be filed with.
appropriate officials as r~quired by law.
No Text
SECTION 7. THAT in accordance with Section 7-34 of the Code of Ordinances of
the City ofLubboc~ the civil service classifications and positions set forth in the 1997-98
fiscal year budget BE and the same are hereby established by Ordinance.
SECTION 8. THAT should any section, paragraph, sentence, clause, phrase or word
of this Ordinance be declared unconstitutional or invalid for any reason, the remainder of this
Ordinance shall not be affected thereby.
AND IT IS SO ORDERED.
Passed by the City Council on first reading this 14th day of August, 1997.
Passed by the City Council on second reading this 28th day ofAugust, 1997.
ATTEST:
APPROVED AS TO CONTENT:
Anna Mosqued
Director Financial Services
D aid G. Vandiver
First Assistant City Attorney
OOV:gs\ccdocs\bdgt9798.ord
July 30, 1997
No Text
. copy of the,_..Dltli::..q.::L41'----------w--1
~alanche-Journal on the following dates:...,;'~~~~~~::L,.,_l!1~7r-~:.......----------
LUBBOCK AVALANCHE-JOURNAL
Morris Communication Corporation
FORM 58-10
No Text
(,'i(J' oj'J.11/Jbock ·
ANNUAL
BUDG:ET
1997-l'JCJH
P ,ROGRESS
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COVER
Top:
The Sears building was acquired by the City of Lubbock during FY 1982-83 and
the Municipal Building was established at this location in November, 1984.
Middle:
View of Buddy Holly Avenue in the Depot District in 1997. The renovated.Cactus
Theater and newly attracted busine~ are part of the revitalization of this area.
The revitalization also includes ornamental lighting and streetscaping. The City
Council approved $380,000 in FY 1997-98 for streetscape improvements within
the Depot District.
Bottom:
August, 1997 skyview of downtown Lubbock facing southwest.
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ANNUAL
BUDGET
1''isca! Year\1997-98 w~ Silt-On, Mayor
Wclor Hernantlez, Councilperron -Dislricl 1
TJ Pattersqn, Councilperson -Dislricl 2
J David NelstJn, C,ound/pers(m -District 3
Max In~, Councfl{Jersqn -lJislricl 4
Randy Neugebauer, Councilperson -District 5
Ale¥ "1y" Cooke, Councilperson -District 6
Bob Casi', City Manager
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PROGRESS
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Lubbock,
Texas
For the Fiscal Year Beginning
October 1, 1996
~K-~
Pre~dent 0 rf!fh-/.~
Executive Director
The Government Finance Officers Association of the United States and Canada {GFOA)
presented an award for Distinguished Budget Presentation to the City of Lubbock for its annual
budget for the fiscal year beginning October 1, 1996.
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.
The 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.
II
Organization Chart l CITIZENS i MAYOR: WINDY SITTON DISTRICT 1: VICTOR HERNANDl!!Z I DISTRICT2: T.J.PAfflRSON City of Lubbock I DISTRICT 3: J. DAVID NELSON I CITTZEN J CITY DISTRICT -4: MAX INCi!! BOARDS& COUNCIL DISTRICT 5: RANDY NIEUGEBAUl!R COMMISSIONS DISTRICT !I: TY COOK!! l I I -CITY MANAGER --AUDIT MUNICIPAL COURT CITY ATTORNEY ASSISTANT TO CITY MANAGER -BOBCASS CITY SECRETARY JAN MATTHl!WS ANITA BURGHS KAYTHIE DARNELL t:: Lf!QISLATIVE ASST. CITY MGRS. -AVIATION Dl!!BM B. FORT! (1ST) L COURT ADMIN. INT!FINS RICHARD BUROINE LMICROl'II.M CORPORATE COMMUNICATIONS --BUSINESS LIAISON t:: C0UNCI. HMM. PUBLIC INl'ORMATION -CONTRACT MANAGEMENT INFORMATION SERVICES --ENVIRONMENTAL COMPLIANCE t:RADIOSHOP TELECOMMUNlCATIONS I I I I I I I I I FINANCIAL HEALTll & COMM. STRATEGIC CUL TURE/1.EISURE POLICE FIRE TRANSPORTATION ELECTRIC UTIL HUMAN WATER UTILITIES SERVICES SERVICES PlANNING SERVICES SERVICES +ROll!RT RESOURCES TERRY ANNA MOSQUEDA DOUG OOOOMAN JIM BEfffltAM CAROLYN KEN WALKER STEVE HAILEY MILORl!!D COX MASSENGAU! MARY ANOFll!WS EU.l!!RBROOK MCCORMICK IIUOQf!T& H!!ALTKUe COMPRt!HelSM! CMCCENTERI L COMMUNICATlON J STRl!f!TS ADM1NISAU!S MST.DIFll:CTOl't ENGINEERING Fl'fSfWtai Sf!l'MCES fll.ANNIN(3 LIBIW!tl!S CENTER STREET CRAINAGt! PRODUCTION RfSl(MQTJIH'ETY TREATMENT f'IIWCE NINIILS!RVIC!$ EM!RQENCY MANAQEMENT PNll<SI TMl'FlC BUIHGJCOU.ECTION Rl!CRIJIT1NCJ Fll!CVWITJON ACC0UHTlNC» l!NVIRONMINTAI. FIECRl!ATION ADMINISTRATION SUPPORT S!IMCES INSPf!CllON NEIOHIIORl100D ~IT DISTRl!lUTlON 9'Nl!l'lTII I.AND APPLICATl0N MATt!FIW.S MQT. Sl!RIIICl!S CIJI.TUIW. Nml PATRCM. OPl!RATIONS llt.00. NSPf!Cl10N Sl!RIIICl!S S0IJO WASTE ORO. Dl!Vl!I.OPM!!NT -TER COI.LECT J l'l.f!f!T Sf!RVICl!S FACILITIES tM:STIGATIONS PREVf!HTION CUSTOMER SERVICE COMMUNn'YD!V. MNWJ!MENT OOMP!NSATION ANO HOUfflQ EQUIPMENT PIPELINE MAJIIITEN. MAIHTI!HNICI! w.t.Tt!R RESERVOIR TRAINING ENVll'!0N. PROGIWM, RitVINdt/1"117 +CONTRACT ) ) ) ) ') ) ) ') ) ) .) ~) ') ' ) ) .) -) I ) . )
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SECTION I.
TABLE OF CONTENTS
ANNUAL BUDGET -1997-98
Summaries and Detail
BUDGET MESSAGE-1997-98
Cover Page ................................................................................................. i
GFOA Distinguished Budget Award .......................................................... ii
Organizational Chart ................................................................................. iii
Table of Contents ..................................................................................... iv
City Manager's Letter of Transmittal .......................................................... x
SECTION II. SUMMARY/INFORMATION-1997-98
Citizen Summary ....................................................................................... 1
Personnel Summary ................................................................................ 17
Personnel Trend ...................................................................................... 18
Estimated Ad Valorem Tax Revenue and
Distribution .............................................................................................. 19
General Obligation Debt Service Fund Summary .................................... 20
SECTION Ill. FUND SUMMARIES-1997-98
GENERAL FUND
GENERAL GO\/ERNMENT:
General Fund Overvlew ........................................................................... 21
Summary of Revenues and Expenditures ............................................... 28
Schedule of Estimated Revenues ............................................................ 29
Schedule of Estimated Transfers ln ......................................................... 34
Schedule of Estimated Expenditures .................................................. : .... 35
Schedule of Estimated Transfers Out. ..................................................... 38 ·
General Government Organizational Chart ............................................. 39
City Council .............................................................................................. 40
City Manager ........................................................................................... 42
City Secretary ................................................................................................. 44
City Attorney ............................................................................................ 46
Microfilm ......................................................................................................... 48
Internal Audit ............................................................................................ 50
Municipal Court ................................. : ...................................................... 52
Public Information and Customer Service ............................................... 54
General Multipurpose .............................................................................. 56
Iv
Table of Contents
Annual Budget 1997-98
Summaries and Detail
(Continued)
FINANCIAL SERVICES:
Financial Services Organizational Chart .................................................. 58
Budget and Research ...... ; ....................................................................... 59
Accounting ............................................................................................... 61
Purchasing ............................................................................................... 63
HEALTH:
Health Organizational Chart .................................................................... 65
Personal Health ....................................................................................... 66
Laboratory & Support Services ................................................................ 68
Animal Services Shelter ........................................................................... 70
Animal Services Field Operations ............................................................ 72
Codes Administration ............................................................................... 74
Building Inspection ................................................................................... 76
Vector Control .......................................................................................... 78
STRATEGIC PLANNING:
Strategic Planning Organizational Chart .................................................. 80
Emergency Management. ........................................................................ 81
Community Services ................................................................................ 83
Planning ................................................................................................... 85
CULTURAL/LEISURE/RECREATION:
Cultural/Leisure/Rec Organizational Chart .............................................. 87
Mahon ...................................................................................................... 88
Godeke .................................................................................. : ................. 90
Patterson ................................................................................................. 92
Groves ..................................................................................................... 94
Cultural Arts Services .............................................................................. 96
Park Maintenance .................................................................................... 98
Park Development ................................................................................. 100
Indoor Recreation .................................................................................. 102
Outdoor Recreation ............................................................................... 104
Cemetery ............................................................................................... 106
Civic Center ........................................................................................... 108
Coliseum Auditorium .............................................................................. 110
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Table of Contents
Annual Budget 1997-98
Summaries and Detail
(Continued)
Fire Organizational Chart ....................................................................... 112
Fire Administration .................................................................................. 113
Fire Prevention ...................................................................................... 115
Fire Equipment Maintenance ................................................................. 117
Fire Trainlng ........................................................................................... 119
Fire Suppression .................................................................................... 121
TRANSPORTATION:
Transportation Organizational Chart ...................................................... 123
Traffic Engineering and Design ............................................................. 124
Traffic Operations .................................................................................. 126
Paved Streets ........................................................................................ 128
Unpaved Streets .................................................................................... 130
Street Cleaning ...................................................................................... 132
Storm Sewer Maintenance .................................................................... 134
Concrete Construction ........................................................................... 136
Street/Drainage Engineering ................................................................. 138
POLICE:
Police Organizational Chart ................................................................... 140
Police Administration ............................................................................. 141
Police Training ....................................................................................... 143
Police Automated Records .................................................................... 145
Police Investigations .............................................................................. 147
Police Patrol ........................................................................................... 149
HUMAN RESOURCES:
Human Resources/Relations Organizational Chart ............................... 151
Human Resources/Relations ................................................................. 152
STREET LIGHTING:
Street Lighting Organizational Chart ...................................................... 154
Street Lighting ........................................................................................ 155
VI
Table of Contents
Annual Budget 1997-98
Summaries and Detail
(Continued)
ELECTRIC REVENUE FUND
Electric Fund Overview .......................................................................... 157
Summary of Revenues and Expenditures ............................................. 159
Electric Organizational Chart ................................................................. 161
Electric Administration ........................................................................... 162
Electric Promotion .................................................................................. 164
Operations ............................................................................................. 166
Maintenance .......................................................................................... 168
Engineering ............................................................................................ 170
Underground Lines ................................................................................ 172
Overhead Lines ..................................................................................... 17 4
Customer Service .................................................................................. 176
Substations ............................................................................................ 178
Meter Shop ............................................................................................ 180
Field Services ........................................................................................ 182
Billing and Collections ............................................................................ 184
Business Development .......................................................................... 186
WATER FUND
Water Fund Overview ............................................................................ 188
Summary of Revenues and Expenditures ............................................. 190
Water Organizational Chart ................................................................... 192
Water Administration ............................................................................. 193
Engineering ............................................................................................ 195
Metering and Customer Service ............................................................ 197
Equipment Maintenance ........................................................................ 199
Pipeline Maintenance ............................................................................ 201
Laboratory Services ............................................................................... 203
Pumping and Control ............................................................................. 205
Water Treatment .................................................................................... 207
Water Production ................................................................................... 209
Water Reservoir .............................................. ~ ...................................... 211
SEWER FUND
Sewer Fund Overview ........................................................................... 213
Summary of Revenues and Expenditures ............................................. 214
Sewer Organizational Chart ................................................................... 216
Water Reclamation ................................................................................ 217
Wastewater Collection ........................................................................... 219
Land Application Site ............................................................................. 221
Monitoring/Pretreatment ................................................................ : ....... 223
Wastewater Lab ..................................................................................... 225
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Table of Contents
Annual Budget 1997-98
Summaries and Detail
(Continued)
soup WASTE FUND
Solid Waste Fund Overview .................................................................. 227
Summary of Revenues and Expenditures ............................................. 229
Solid Waste Organizational Chart .......................................................... 231
Residential Collection ............................................................................ 232
Commercial Collection ........................................................................... 234
Solid Waste Disposal ............................................................................. 236
Recycling Collection .............................................................................. 238
AIRPORT FUND
Airport Fund Overview ........................................................................... 240
Summary of Revenues and Expenditures ............................................. 242
Airport Organizational Chart .................................................................. 243
Administration and Marketing ................................................................ 244
Operations ............................................................................................. 246
Maintenance .......................................................................................... 248
Security Access ..................................................................................... 250
Security ................................................................................................. 252
STORMWATER FUND
Stormwater Utility Fund Overview ......................................................... 254
Summary of Revenues and Expenditures ............................................. 255
Stonnwater Organizational Chart .......................................................... 256
Stonnwater ......................................... , .................................................. 257
INTERNAL SERVICE FUND
Internal Service Fund Overview ............................................................ 259
Summary of Revenues and Expenditures ............................................. 261
General Government Internal Service Organizational Chart ................. 263
lnfonnation Services .............................................................................. 264
Radio Shop ............................................................................................ 266
Environmental Compliance .................................................................... 268
Financial Services Internal Service Organizational Chart ..................... 270
Garage -Auto Parts ............................................................................... 271
Warehouse ............................................................................................ 273
Print Shop .............................................................................................. 275
Strategic Planning Internal Service Organizational Chart ...................... 277
Building Services ................................................................................... 278
Police/Fire Internal Service Organizational Chart .................................. 280
Communication Center ................................................... : ...................... 281
vii I
Table of Contents
AnnuaIBudget1997-98
Summaries and Detail
(Continued)
SELF INSURANCE FUND
Self Insurance Fund Overview .............................................................. 283
Summary of Revenues and Expenditures ............................................. 285
Human Resources Self Insurance Organizational Chart ....................... 287
Self lnsurance ........................................................................................ 288
Self Insurance Health ............................................................................ 290
TRANSIT FUND
Transit Fund Overview .......................................................................... 292
Summary of Revenues and Expenditures ............................................. 293
Transportation Services Transit Organizational Chart ........................... 294
ECONOMIC DEVELOPMENT FUND
Economic Development Fund Overview ............................................... 295
Summary of Revenues and Expenditures ............................................. 297
Hotel Motel Tax -Economic Development ............................................ 298
Hotel Motel Tax Distribution ................................................................... 299
COMMUNITY DEVELOPMENT
Community Development Fund Overview ............................................. 300
Health Services Community Development Organizational Chart .......... 302 .
Community Development Administration ............................................... 303
Community Development Field Services .............................................. 305
SECTION IV. APPENDIX-1997-98
Appendix Table of Contents .................................................................. 307
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--LUBBOCK -City of ____ _
Pl,ANNlF:D
PROGRESS
BUDGET MESSAGE
Top:
1942 view of downtown Lubbock facing east on Broadway and Avenue K.
Bottom:
August, 1997 northwest skyview of downtown Lubbock.
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City of Lubbock
P.a. Boxeaoo
Lubbock. Texas 79457
(806) 787-3000
Honorable Mayor and Members of the City
Council
City of Lubbock
Lubbock, Texas 79457
October 1, 1997
The budget presented for Fiscal Year 1997-98 drops the tax rate from 0.5859 to 0.58
cents per $100 valuation -and meets all legal requirements and accepted administrative
practices. In addition, no rate increases are proposed in the Water, Sewer, Solid Waste
or Stormwater Enterprise Funds for this fiscal year.
The driving force behind the City of Lubbock policy decisions, and administrative
actions and priorities has been to ensure that there are constructive and well-formulated
plans for the betterment of our community and region. This year's budget reflects not
only this philosophy, but also the concept of re-Investing in our human resource and
capital asset base. This budget reflects our continued focus on cost recovery and public
safety, as well as a philosophical change to more closely forecast revenues based on
actual historical trends.
Cities have limited resources and thus limited numbers of programs or services they can
provide; therefore, the methods we use and fundamental choices we make are at the
very heart of the budgeting process.
We continue to involve a much larger segment of our workforce in budget preparation
and decision-making at all levels. At the same time we emphasize our expectations of
sound financial and operational decision making by our employees and organizational
leaders with a focus on strategic thinking and planning.
In developing the FY 1997-98 budget, staff focused on City Council Goals and City
Manager directives as well as the community wide goals adopted in the Goals for
Lubbock 2005. The City Council goals and policies continue to focus on:
1. Economic Development/Job Creation
2. Quality of Life
3; Infrastructure Maintenance
Council has set several objectives under these three main focuses including:
• Improve/enhance Lubbock's image
)(
Honorable Mayor and Members of the City Council
City of Lubbock
(Continued)
• Develop proactive local coalitions to influence state and national leadership
decisions to benefit Lubbock
• Develop plans to maintain excellent/competitive streets, parks, facilities
infrastructure and quality of life.
CITY MANAGER PRIORITIES:
1)
2)
Continue strategic planning and thinking that involves all levels of the
organization:
• Implement strategic thinking in the organization and critically evaluate the
statu$ quo
• The City of Lubbock will be participating in the International City Managers
Association (ICMA) Performance Measurement Consortium. It will work with
ICMA and other cities to create a database of performance measures to be
used by participating jurisdictions as the bases for analytical comparison of
service delivery and improvement of programs and processes. City
departments will begin the process in fall of the 1997.
• The City of Lubbock Employee Incentive Program was established in 1994 to
increase productivity, the quality of the work environment and promote cost
effectiveness. The Review Committee reviews Cost Savings Suggestions
and oversees grants to departments for their own recognition programs.
Cost Savings awards, which are 10% of the first year's verified savings, have
been awarded to the Fire Equipment Shop for a new foam trailer, a Water
Utilities team for the Indiana boring project, and to a firefighter for airpack
replacements.
Integration of the following planning parameters
a. Critical evaluation of status quo with focus on intergovernmental
coordination to benefit citizens as well as aggressive cost
recovery where feasible.
• Government budgets are under constant pressure to stay within
limits. This forces local governments to seek ways to lower costs
associated with delivering services. At Council's direction, City staff
began internal reviews to define those services or products in which
an element of cost recovery can be implemented, and at what level:
full cost recovery, partial cost recovery, or no cost recovery.
• The following items are currently being reviewed by staff to define a
level for cost recovery: Central Warehouse, Microfilm and Investment
Advisor.
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Honorable Mayor and Members of the City Council
City of Lubbock
(Continued)
b.
• The four major elements of cost recovery as we have defined them
for our organization are as follows:
4 Elements of Cost Recovery
Reduce Costs
Downsizing (staff reduction)
Operating Efficiencies
Outsourcing
In-kind services
Increase Returns
User Fees
Fee Increases
Increase Markets
New Products
Advertising
Alternative service Providers
Privatization
Nonprofit spin-offs
Volunteers
Alternative Funding Sources
Foundations
Grants
Dedicated tax
( hotel/motel tax )
Corporate Underwriting
Sponsorships
Focus on technology as a way to achieve productivity
improvements.
• Staff from the Radio Shop was trained to handle problems associated
with the 800 MHz Radio communication system that was purchased
in 1995-96. The trained staff should provide better interdepartmental
radio communication and coordination.
• Several departments (Purchasing, Planning, Civic Centers and the
Fire Department) have established Internet Web pages to allow for
users another avenue to retrieve information regarding City services.
• Some technology enhancements planned for FY 1997-98 include:
1) Intranet will be Implemented which will enable City policies and
department forms to be in a central location instead of on the
current 24 servers.
2) LP&L's fiber optic network, in addition to use for the SCADA
system, will be an Integral part of the new phone system, as the
fiber optic lines will be used for both voice and data transmission.
xii
Honorable Mayor and Members of the City Council
City of Lubbock
(Continued)
c.
d.
e.
f.
g.
h.
3) The Police Department will be upgraded from terminals that have
no hard drives to windows based PCs. Furthermore, the Fire
Marshall's Office is researching software that will allow them to
utilize lap top computers for inputting and retrieving information
during investigations and inspections.
Focus on Public Safety.
• The 1997-98 budget reflects a 1 % market adjustment for Civil Service
(Police and Fire). This was due to the need to increase entry level
salaries for civil service personnel based on a comparison with other
cities in order to be more competitive in the market.
Value public service as a high calling and focus on quality customer
service
• The Public Information office is in the process of conducting a Public
Service Survey that allows citizens to respond on City services.
Follow-up with respondents will take place in the Fall of 1997.
Continue Contingency planning for reduction or phase-outs in
state/federal funding
• The Transportation Division (Citibus) has aggressively pursued
alternate funding sources and legislation that has resulted in the
transfer from the City remaining constant with the previous year.
Commitment to workforce diversity and employee development
• Human Resources' Organizational Development provides
opportunities for employees to develop skills needed to enhance the
delivery of of quality products and services. In-house training focuses
on specific needs and can be customized by function and level. The
training curriculum includes management development, supervisory
training, computer skills and safety courses.
Continue planning for impact of Reese AFB closure and hospital
consolidation
• Both the Benefits Committee and Human Resources staff have tried
to anticipate the impact of the hospital consolidation and created
alternate benefit structures to address the possible changes.
Monitor legislation that could have an impact of City of Lubbock
operations.
• The City of Lubbock will be closely monitoring several areas of
legislation during the upcoming 1999 Legislative Session that will
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Honorable Mayor and Members of the City Council.
City of Lubbock .
(Continued)
have long term implications not only for Lubbock but for municipalities
throughout the state. Some of the issues relate to:
1) Electric Deregulation
2) Annexation
3) Economic Development
4) Telecommunication Franchises
• Staff will be developing the Legislative Package for City Council
consideration and adoption which will include topics not passed
during the last session such as, sale of the municipal cemetery and
regulation of the plays lakes within the city's extraterritorial jurisdiction
to assist with our storm drainage efforts.
• The Mayor and City Council are committed to establishing and
maintaining good solid relationships with our local legislative
delegation as well as other key legislators in Austin. Staff has been
encouraged to take· an active role in participating with interim study
committees and providing important technical and administrative
testimony during the off session year that we are in currently.
• During the Lubbock City Council Retreat in May 1997, Council
reached a consensus on working toward advancing the trade corridor
initiative. Lubbock will form partnerships with other West Texas Cities
and will endeavor to establish a national corridor by conducting a
feasibility study and working closely with our state and federal elected
officials. The trade corridor has the potential to shape our future and
impact our economic development efforts.
FINANCIAL POLICIES:
From a financial policy perspective, the following are some highlights of the approved
budget for 1997-98:
• More proactive forecasting of revenues.
• Retention of interest earnings in capital projects funds.
• Continued focus on Infrastructure maintenance for both Parks and Facilities.
The 1997-98 budget continues the $1,200,000 transfer for infrastructure reserve
established In the 1995-96 budget. This designation was created to supplement
existing efforts on parks, streets, and facility infrastructure maintenance. The money
will be utilized to expand resources in these areas and to build a reserve for future
needs. It is funded by a transfer from Lubbock Power & Light.
xiv
Honorable Mayor and Members of the City Council
City of Lubbock
(Continued)
• Maintain a 2 month operating reserve fund in the General Fund and 3 months in
Enterprise Funds.
GENERAL FUND BALANCE
crrv OF LUBBOCK
20 ----------------------------, 19
18
17
16
16
14 e u
0 12
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Q 10 .., 9
ml 8
:E 7
6
6
4
3
2
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88-87 87-88 88-89 89·90 90·91 91-92 92·93 93.94 94.95 95•98 98-97* I • Fund Balance 11!11 2 Months' Expenses I
• Minimize or where possible defer rate increases, matching benefit with cost.
Even though there is no rate increase for the 1997 -98 fiscal year, there are steps to
be taken when considering a potential rate increase:
1. Funding from cash flow of operation
2. Issue debt to minimize/eliminate increase
3. As a last resort, rate increase
• Proposed revenues and expenditures for the Water, Sewer and Solid Waste Funds
based on 1 O year Rate Model.
Compared to other Texas cities, Lubbock continues to rate favorably in terms of
employees per capita. (See page 326}. Internally, as the following General Fund chart
demonstrates, the city has been able to lower its personnel costs as a percentage of the
overall budget. This was partially a result of increased revenues, decreasing the overall
head count, and an impact of cost recovery efforts. Cost recovery efforts, such as the
Early Retirement program, and privatization of the lunchroom, golf operations and
custodial services and airport parking were instrumental in decreasing the amount of
money spent on personal services city-wide. The Early Retirement program allowed
employees close to retirement to move up their retirement date and receive benefits,
such as health coverage for the individual and spouse for three years after retirement.
Over the 1993-94 and 1995-96 fiscal year, 149 employees participated in this program.
xv
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Honorable Mayor and Members of the City Council
City of Lubbock
(Continued)
Personal Services as Percent of Budget-General Fund
Including Transfers
0.7
0.65
15 C) ,::, ::s IX) 61.9 -0.6 0
l i 0.55
0.5
1993-94 Act 1994-95Act 1995-96 Act 1996•97 App 1996•97 Rev 1997-98 App
Fiscal Year
Included in the Approved Fiscal Year 1997-98 budget are the new or expanded
programs totaling $1,056,776 across all funds. The programs focus in three main areas:
Technology, Staffing-to enhance direct service delivery and Public Safety.
• Technology
1. $35,788 -Lap Top Computers utilized by the Animal Services officers to
Increase productivity.
2. $50,000 -LED Red Lights in the Traffic Signal System with 5 year payback in
efficiency savings
• Staffing
3. $58,700 -Part Time Court (2) for Municipal Court includes a part-time judge and
bailiff to address court case overload
4. $40,567 -Public Information Specialist (1) that will enhance the public
information capabilities to citizens of Lubbock
xvi
Honorable Mayor and Members of the City Council
City of Lubbock
(Continued)
5. $22,651 -Data Entry Clerk (1) for Building Inspection will accelerate the entry of
the Inspector's data by allowing them to go back out on the street while the clerk
enters the data.
6. $28,742 -Park Development Planner (1) in Park Development 100% funded
through capital projects. Position will assist in the implementation of the Parks
Master Plan.
7. $64,907 -Electrician Distribution Relief Journeyman (1) & Apprentice (1) in
LP&L will address safety regulations (OSHA).
8. $12,277 -Electrical Engineer Interns (2) in LP&L will establish an intern program
for electrical engineering students.
9. $25,000 -Intermediate Engineering Technician (1) in Water Engineering will
provide the additional drafting support needed by the engineering staff and will
assist the department perform many engineering projects in-house and more
efficiently.
10. $219,879 -Construction Crew (4) for Water and Sewer will create one fully
equipped construction crew to work exclusively on water line changeouts,
increasing water pressure for customers and reducing water loss of system.
11. $22,065 -Senior Dispatch Clerk (1) in Water will provide the Meter and
Customer Service section with more effective and efficient customer response
. as well as data entry and retrieval.
• Public Safety
12. $169,788 -Four Firefighters, with two being funded by PSIP savings, will allow
for staff development and reduction of overtime
13. $58,510 -Desk Sergeant (1) in Patrol wilt free police officer for patrol duty
14. $116,944 -Clothing Allowance for Police officers.
15. $23,714 -Pawnshop Data Entry Clerk (1} in Investigations will free police officer
for patrol duty
16. $93,653 -Two Motorcycle Officers for Patrol will put two additional officers on
the street
17. $42,333 -Data Entry Clerk (1 full time and 2 part time) in Police Records will
reduce the overtime for this section.
xvi I
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Honorable Mayor and Members of the City Council
City of Lubbock
(Continued)
The approved budget also includes a one-time utilization of Fund Balance of
$2,932,500. These expenditures are for Economic Development and one-time capital
items as follows:
• $450,000 -Reese Redevelopment Authority enhanced marketing efforts and
other local match requirements
• $800,000-Workforce Development-Technology Center
• $350,000 -Municipal Square Renovation for Police
• $150,000 -Upgrade Police computers
• $100,000-Printing Press to address safety and operational efficiencies in the
Print Shop.
• $150,000-Codes Hardware/Software upgrade of Technology
• $50,000 -Enhance Library Books stock due to keeping book budget constant
for several years and Self-Check for Mahon Library to increase customer
efficiency.
• $800,000 -Airport Debt Payoff if market conditions are favorable.
• $82,500 -Crematorium at Animal Services will generate new revenue stream,
enhance services to citizens and at the same time reduce costs by minimizing
waste stream of landfill.
A summary overview of each Fund is provided in the proposed document preceding
each Fund section.
The approved budget for 1997-98 is the product of a budgeting process that includes
many hours of intensive work by the entire staff. We have made every effort to ensure
that this budget reflects the priorities and policies of the City Council and provides the
citizens of Lubbock with quality products and services. We are confident it will provide
the necessary framework for another successful year for the City of Lubbock.
Sincerely,
~ <)~s
Bob Cass
City Manager
xvi It
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__ LUBBOCK-City of ___ _
PI,ANNIED
PROGRESS
SUMMARY INFORMATION
Top:
Police vehicles and fire trucks in front of Lubbock City Hall during the early
1900's.
Middle:
August, 1997 new fire engine and newly constructed Fire Station 7 located at
202 Slide Road.
Bottom:
Lubbock City Hall during the 1970's located at 916 Texas Avenue.
--
Community Profile:
CITY OF LUBBOCK, TEXAS
September 30, 1997
Date of incorporation
Form of Government
Date present Charter adopted
Date Charter amended
Population
Area
Per Capital Income
Median Age
Education level in median years completed
School Enrollment
Unemployment Rate
Miles of streets:
Paved
Unpaved
Number of street lights
Fire protection:
Number of stations
Number of firemen and
officers (authorized)
Police protection:
Number of stations
Number of policemen
and officers (authorized)
Municipal employees:
Regular Full-Time
Part-Time
Education:
Colleges:
Texas Tech University
Lubbock Christian University
Wayland Baptist University
South Plains College
Other business colleges
1
CITIZEN SUMMARY
1909
Council -Manager
December 27, 1917
November 7, 1961
195,367
104.0 square miles
$1S,885
30
12.4
29,918
4.0
878
65
14,083
13
233
1
320
1,808.S
257
2
Public schools:
High schools
Junior high schools
Elementary schools
Private schools
Building permits issued (1)
(1) This is an annualized number.
Recreation and culture:
Number of parks
Number of playgrounds
News media:
Number of recreation centers
Number of golf courses
Number of swimming pools
Number of auditoriums/coliseums
Number of boys clubs
Number of civic centers
Number of libraries
Number of volumes
Number of daily newspapers
Number of radio stations
Number of television stations
( 4 network channels,
1 educational channel,
1 religious channel, and
1 Spanish language channel)
Medical facilities:
Number of hospitals
Number of beds
Number of clinics
Number of medical schools
Number of nursing schools
Churches:
Number of churches all
denominations
Banks:
Number of national banks
Number of state banks
Number of savings banks
2
CITIZEN SUMMARY
4
10
40
10
1,780
63
52
18
7
11
1
3
1
4
319,586
1
22
7
6
1,931
62
1
3
271
8
5
1
Municipal electric system
Number of meters
Average daily consumption
Transformers
Number of sub-stations
Number of steam turbines
Number of diesel engines
Number of gas turbo engines
Miles of distribution lines
Miles of transmission lines
Municipal water system:
Number of meters
Average daily consumption
Miles of distribution lines
Number of the hydrants
Number of water wells
Acres of water rights
Number of gallons allocated by
Canadian River Water Authority
Municipal Wastewater system:
Miles of sanitary sewer lines
Miles of storm sewer lines
Municipal Solid Waste system (1):
Number of residential accounts
Number of commercial accounts
Municipal airport:
Number of airline passengers
enplaned (2)
Daily average of airplane
departures and landings
Number of major airlines
Number of scheduled daily flights
(1) This is the number of records billed.
(2) This is an annual projection.
3
CITIZEN SUMMARY
52,225
4,347,256
24
11
5
2
4
889.86
78.21
66,405
35,580,000
1,175
3,448
279
99,152
9,950,118,000
800
41.24
54,130
3,279
615,053
270
5
40
CITIZEN SUMMARY
Economic Overview:
The economic outlook for Lubbock is a slow to moderate growth in the next fiscal year.
Employment, retail sales, new construction and population growth could still be
impacted by the closure of Reese Air Force Base and a possible decline in the rate of
growth for medical services employment. However, to date job expansion due to the
Montford facility and strong retail trade caused by excellent cotton crops and job
creation/retention efforts by Market Lubbock, Inc., have reduced these impacts.
Local employment figures remain steady with a May 1997 unemployment rate of 3. 7%.
This compares to the unemployment rate of 3.8 percent for May 1996. The total
number of employed persons did increase by 1,900 from May 1996 to May 1997, which
corresponded with a 1,900 increase in the civilian labor force. Lubbock typically has one
of the lowest levels of unemployment in Texas.
UNEMPLOYMENT RATE-LUBBOCK VS. NATION
1986 TO 1996
10%
9%
8%
7% ... 6% z UJ 0 5% It: ~ 4%
3%
2%
1%
0%
1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996
•LUBBOCK E UNITED STATES
Since October 1996, Market Lubbock, Inc., a City Council appointed economic
development entity, has provided incentives to existing and new businesses that will
assist in creating new investment in the community and new jobs. The new and existing
businesses that have been assisted in the past year are:
Company Jobs Investment
NTS Communications (Expansion) 65 created $3.2 million
lncode (Expansion) 21 created $400,000
Purina Mills (Expansion) 71 retained $15 million
AT&T Solutions Customer Care
(New Business) 1,000 created $5 million
West Teleservices (New Business) 500 created $3.5 million
Rehab Plus Therapeutic Products
(Expansion) 25 created $850,000
IGF Insurance (New Business) 23 created $300,000
4
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CITIZEN SUMMARY
A significant force in the Lubbock economy is agriculture, primarily cotton production. In
1996, approximately 3.1 million bales of cotton were produced in Lubbock and the 25
counties surrounding Lubbock. This was higher than the 2.6 million bales produced in
1995, and compares favorably to the 10-year average of 2.6 million bales. Projections
for the 1997 cotton crop are approximately 3.2 million bales.
Reese Air Force Base will close by September, 1997. This facility employed 2,500
persons and has contributed to the overall economic stability of our community for over
50 years. Employment at the base is down to less than 300 people and will continue to
decrease until closure. The Lubbock Reese Redevelopment Authority (LRRA) has been
recognized by the state as a separate governmental entity and has begun active
redevelopment within the next year. Redevelopment started with Texas Tech University
in the planning stages of a project which would locate a $26.2 million multidisciplinary
Institute for Environmental and Human Health at the base sometime in the near future.
The LRRA is currently working with numerous proposals and prospects to redevelop the
base.
Medical Services employment growth will decline due to cost containment programs in
both the public and private sectors, and consolidations to provide more efficient service.
In the past ten years, expansion of medical services has been the major contributor to
economic growth in Lubbock. Changes to Medicare will impact the medical field at an
undetermined level in the next year. Managed Medicare is an issue pending for the
year 1998. Medicaid changes that occurred in October 1996 required clients to select a
Primary Care Physician who participated in one of the three identified plans.
During calendar year 1996, there were 607 new housing starts which is a 3.1 percent
increase from 1995. During the first 5 months of 1997, there have been an additional
301 new residential housing starts. For 1997, there is an estimated of $334 million in
assessed valuations. Of that amount, $117 million Is In new construction added to the
tax roles last year.
NEW CONSTRUCTION VALUATION
1986 TO 1996
150
.... e
Cl) z Q 100 ... .,
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so
1988 1987 1988 1989 19110 1991 1992 1993 1994 1995 1996
s
CITIZEN SUMMARY
In 1996, multiple listing service sales increased by $12.8 million, or 6. 7% over the same
period for the last year. The inventory of available homes for sale is normal for a city the
size of Lubbock.
Deposits increased by 4.4 percent in 1995 over 1994. In 1996, Lubbock bank deposits
grew 11 percent from $2.6 billion to $2.9 billion.
The local inflation rate for 1996 was estimated at 3.4 percent. This is slightly higher
than the national inflation figure of 3.3 percent. The local inflation rate through April
1997 was .5 percent. For the past three years the local rate has slightly exceeded the
national rate. In many of the prior years, the Lubbock rate has been below the national
rate. The change in the direction of the Lubbock and National rates can be attributed to
rising costs of housing, health care, utilities and miscellaneous {entertainment, personal
care items). Also since the City's inflation rate was lower for many years, it will soon
resemble the Nation's.
COST OF LIVING INCREASE/DECREASE
1986 TO 1996
19B6 1987 198B 19B9 1990 1991 1992 1993 1994 1996 1996
a LUBBOCK CPI IE U.S. CPI
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CITIZEN SUMMARY
CITY OF LUBBOCK
BUDGET PROCESS AND CALENDAR
Preparation and administration of a city government's budget is one of the most
important activities in any municipal operation. The budget process is designed to
identify and plan the functions, activities and accomplishments of the organization as
well as plan for its financial needs.
The City of Lubbock uses a combination of Planned Program Budgeting, Zero Based
Budgeting, and traditional line item budgeting to determine its operating budget. The
City of Lubbock approach annually reexamines existing program activities and analyzes
the effect of reducing or reallocating current levels of resources.
Reevaluation of programs allows us to respond to our changing economic and political
environment, the needs of the community, the citizens and our employees. Following is
a brief outline of the budget process.
TIMEUNE:
• April
City Manager meets with department heads, managing directors, and Assistant
City Managers to communicate Council Goals.
• April• May
Departments develop a program of services, including goals and objectives, and
activity and performance measures, for the new fiscal year.
Revenue projections are prepared and provided to the City Manager.
• May
Departments develop operating budget requests, capital project budget
requests, and requests for expanded level packages.
• May-June
Assistant City Managers review budgets and expanded level packages with
divisions and Budget and Research.
• June
City Manager establishes a recommended budget which is printed and provided
to the City Council.
City Manager presents recommended budget to City Council in a public work
session. City Council tentatively establishes a proposed budget.
• July
Budget and Research incorporate Council recommendations, print proposed
budget, and file with City Secretary. Document made available at City libraries
and distributed to media.
7
CITIZEN SUMMARY
• July -August
City Secretary publishes notice of public hearing on proposed budget and tax
rate.
• August
Public hearings, as required by state law, are held on the budget and tax rate.
First and second reading are held for the budget and tax rate ordinances.
Second reading and formal adoption of the budget and tax rate ordinances
occurs at least two weeks after the public hearing and first reading.
• September -October
Budget and Research Department prints approved budgets, files with City
Secretary and County Clerk, and distributes to City departments.
At the mid-point of each fiscal year, the City Manager evaluates the budget and makes
revisions in response to changes in the local economy and unanticipated, unfunded
expenditure demands. Changes made to the current year budget (known as the
Revised Budget) are legally adopted as part of the budget ordinance for the upcoming
fiscal year.
The budget may be revised administratively during the course of the fiscal year. As
authorized by the Budget Ordinance, the City Manager may approve supplements or
transfers of funds between accounts, divisions, programs, or funds. However,
supplements that would materially increase total appropriations must be approved by
the City Council.
8
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CITIZEN SUMMARY
Summary of Major Funds:
The accounts of the City are organized on the basis of funds and account groups, each
of which is considered a separate accounting entity. The various funds are classified as
follows into three categories: Governmental, Proprietary, and Trust and Agency. Each
category is composed of its associated fund types ..
• Governmental Funds
1) General Fund is the general operating fund of the City used to account
for all financial resources except those required to be accounted for in
another fund.
2) General Obligation Debt Service Funds are used to account for the
accumulation of resources for, and the payment of, general long-term
debt principal, interest, and related costs. General obligation bonds
pledge the full faith and credit of the City for payment.
3) Special Revenue Funds are used to account for the proceeds of specific
revenue sources ( other than expendable trusts, or major capital projects)
that are legally restricted to expenditures for specified purposes.
• Proprietary Funds
1)
2)
Enterprise Funds are governmental accounting funds in which the
services provided are financed and operated similarly to those of a
private business. The rates for these services are established to ensure
that revenues are adequate to meet all necessary expenditures.
Enterprise funds in Lubbock are established for services including water
and sewer, electricity, stormwater, solid waste management, and the
airport.
Internal Service Funds are used to account for the financing of goods or
services provided by one department or agency to other departments or
agencies of the City, or to other governments, on a cost-reimbursement
basis.
• Trust and Agency Funds
1) Community Development Fund Is used to account for assets held by the
City of Lubbock as. an agent for the receipt and disbursement of
Community Development Block Grant funds.
Each of these fund types may also have one or more of the following types of restricted
funds:
• Capital Projects -provide for capital improvements to City facilities and
equipment, including construction, expansion, renovation and acquisition of
major capital items. ·
9
•
•
CITIZEN SUMMARY
Payments to Debt Service -provide for the payment of long-term debt principal,
interest and related cost.
Facilities and System Improvements -provide for the maintenance, repair, and
replacement of City buildings, facilities, and major capital equipment and
improvements to the city's infrastructure, including the extensions, upgrades,
renovations or replacement of infrastructure systems.
City operations and program expenditures are budgeted at the cost center level, which
is consistent with management needs. Budgets are approved at the cost center level,
as displayed in the Fund Expenditure Summaries.
City of Lubbock accounts are organized by fund in order to accurately monitor and
record all financial transactions for specific activities or government functions.
City of Lubbock
Fund Structure
I I l General Fund I $83,785,643 !Electric Fund I $64,648,189 !Water Fund $27,179,988 I
Solid Waste
$17,425,952
I
Economic Dev
$1,767,540
Airport Fund
$4,794,000
• portions funded from other funds.
Capital Projects
$55,216,421"
ranslt Fund
$879,200
••ooes not Include Self-Insurance Rlsk•Mgt.
I
Debt Service
$20,471,892*
Stormwater
$1,820,500
I
Sewer Fund
$15,943,666
Self Insurance
$9,923,025**
• General Fund includes general government, public safety, streets, planning, zoning,
health, building inspection, and culture and leisure services. These services are
financed by broad-based taxes (property tax and sales tax), charges for services,
fines and transfers from other funds
• Six Enterprise Funds account for services that are self-supporting and operate much
like private businesses -Electric, Water, Sewer, Solid Waste, Airport, Stormwater
and Transit funds
• Capital project funds provide for capital improvements to City facilities and
equipment, including construction, expansion, renovation and acquisition of major
capital items
10
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CITIZEN SUMMARY
• Economic Development Fund receives the $0.03 property tax allocation for
economic development. All revenue Is made available to Market Lubbock, Inc. for
business retention and recruitment programs
• Other funds include the Internal Services Fund which accounts for the activities of
departments that provide services to other departments on a cost reimbursement
basis; the Debt Service Fund which provides for the payment of long-term debt; and,
the Self Insurance Fund which accounts for the City's health insurance, workers
compensation and liability costs.
The following table shows the approved FY 1997-98 expenditures by category for each
of the major operating funds:
Expenditure General Electric Water Sewer Solid Waste Airport Stormwater
Category Fund Fund Fund Fund Fund Fund Fund
Payroll $52,316,291 $8,820,777 $4,234,708 $2,525,758 $2,536,077 1,727,460 $222,128
Supplies 2,926,015 34,396,548 809,469 710,514 430,553 151,798 7,685
Maintenance 4,707,267 1,192,758 894,425 766,388 1,923,669 452,898 64,914
Other Charges 12,320,654 4,756,199 4,738,634 2,678,277 4,623,093 1,182,127 182,359
Capital Outlay 911,269 130,178 80,100 78,515 7,580 31,650 0
Op. Transfer-48,440 0 0 0 0 0 0
PSIP
Reimbursements (418,690) 0 (311,000) (5,335) $0 0 0
Collect/Uncollect n 550,000 1,626,995 278,362 278,362 .5.QQO 178.362
Total Fund Exp. $72,811,246 $49,846,460 $12,073,331 $7,032.479 $9,799,334 $3,550,933 $655,448
11
CITIZEN SUMMARY
GENERAL FUND
The largest of the operating funds is the General Fund. Its two main revenue sources
are sales and property tax. The following chart puts in perspective the value citizens get
from their property tax dollars.
Cost of City Services
($0.58/$100 Valuation)
• Average home value -$59,096
• City taxes paid by each household per year -$343
• Per month -$29 to support these city services:
• 24 hour Police Protection
• 24 hour Fire Protection
• Maintenance of all public streets (878 miles of paved streets)
• Library facility and services which circulates books, video & audio tapes (1
main and 3 branch libraries)
• Park facilities including softball fields (2,310 acres of developed park land)
• Recreational facilities & activities including jogging tracks
• Animal Control services
• Environmental health services including restaurant inspections
• Building Inspections & permitting services
• Code Enforcement Services
• Health Services
• Emergency & Disaster Management
*In comparison, the cost of:
• Basic cable TV service: $29.98 per month.
• One night at the movies for a family of four with soft drinks and popcorn: $36.
• Average monthly expenditure to eat out for one person: $100.
*Source: Cox Cable Lubbock, Cinemark Movies 16 and Texas Restaurant Association
12
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CITIZEN SUMMARY
The City Council voted to reduce the property tax rate from .5859 cents to .58 cents for
the 1997-98 Fiscal Year. This ls the second time in three years the rate has been
decreased. As the graph below shows, the rate was constant until 1995 where the rate
was reduced from .61 to .5859.
Property Tax Rate
$0.70 ............... -.-.-.--,--,--,--,--.--...-.
so.60 H1 ; ; ; ; + N ~ ~ ~ $0.50 I I I i i I j I I i i
.co 11 il!I i! ·='i·el 1' U $0.40 . I I I I I , II jil II !!I I I i! I 111 f
$0.30 ------------------
87 88 89 90 91 92 93 94 95 96 97
calendar year
The following graph illustrates the percent each revenue stream comprises of the
General Fund Revenue. Property and sales tax comprise 56.9% of total revenue with
transfers from other funds being the next largest source. Charges for service (or user
charges} consist primarily of fees for Cultural/Recreation activities. As is detailed Qn the
Schedule of Estimated Revenues, starting on page 29 these include Civic
Center/Auditorium-Coliseum rental, user fees for community center activities and
concessions.
General Fund Revenue
Licenses & Pennlts 1.1%
Transfers 19.1%
Interest 1.1 %
Other 1.7%
13
-Intergovernmental 1.0%
User Charges 4.5%
Franclse Fees 6.9%
lltil Of Fund Balance 3.5%
CITIZEN SUMMARY
The graph below illustrates the General Fund operating expenditures by Division. Public
Safety comprises the biggest share of General Fund operating expenses at 54. 7%, with
expenditures for culture and leisure services (libraries, cultural arts, civic centers, parks
and recreation programs) making up the second largest share (18.1%).
General Fund Operating Expenditures by Division
Pubic Safety 54.7%
14
Financial Services 2.2%
StratPlannlng 1.1%
Hlth & Comm Svcs 6.6%
Human Resources 1.2%
General Govt 8.6%
f....._,
-
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CITIZEN SUMMARY
ENTERPRISE FUNDS
Electric Fund: Lubbock Power & Light has provided service to electric customers
within the City of Lubbock for 80 years. The success of LP&L in its competition over the
past few years has allowed this fund to cover its operating expenses, develop adequate
capital reserves, aggressively support economic development and provide a return on
investment to the citizens of Lubbock. This Is illustrated In the transfer to the General
Fund for Infrastructure maintenance, street lighting and payments in lieu of taxes that
offset 14.46 cents on the property tax rate. The budget for FY 1997-98 is a 5.9%
increase over the previous year. This positive trend upward is a result of the increase In
the number of customers. Aggressive marketing efforts has resulted in a net increase of
1,311 meters.
Water Fund: Water Utilities provides close to 12.5 billion gallons of water each year to
Lubbock residents. Approximately 85% of the water comes from Lake Meredith, which
is operated by the Canadian River Municipal Water Authority (CRMWA). The budgeted
increase over FY 1996-97 Is less than one percent for the current fiscal year. The
Water Fund revenue and expenditures are tied to a 1 O year Rate Model which was
developed and will be updated annually based on operating and capital expenditures
that responds to community needs.
Sewer Fund: This fund provides for the collection, treatment and disposal of
wastewater for the City of Lubbock. Each year, the City's Water Reclamation Plant
treats approximately 7.5 billion gallons of wastewater. A 3.2% increase in revenue is
anticipated for the 1997-98 fiscal year over the previous year. One of the main reasons
for the need for increased revenues is due to Digester 8 & 9 being overhauled in the
next fiscal year resulting in additional costs to take the sludge to the landfill.
Solid Waste Fund: The Solid Waste Management department is divided into four
functions: Residential Collection, Commercial Collection, Solid Waste Disposal and
Recycling. Trash Is collected twice weekly from both City households and Commercial
operations. Even though no rate increase is planned, an increase of 4.6% is expected
from FY 1996-97 to FY 1997-98. The fund is able to budget $2,732,284 toward Post
Closure Care of the existing landfill.
Airport Fund: The Department of Aviation is divided into two distinct functions -one
responsible for operations, maintenance and security; the other responsible for business
and financial matters. For the 1997-98, revenue enhancement projects Include a
request for proposal for a new rental car concession agreement and development of the
airport's commercial and industrial properties. A 2.3% decrease is budgeted in the
1997-98 fiscal In comparison to the previous year. This decrease is primarily due to the
privatization of the parking operation.
Stormwater Fund: The Stormwater Utility monitors and funds compliance costs related
to the quality of stormwater runoff. An EPA permit is expected to be approved In the
1997-98 fiscal year. Once the EPA permit is final, it will allow for the establishment of a
permanent fee structure. The utility fund reflects a minimal decrease from the 1996-97
15
CITIZEN SUMMARY
. fiscal year. The budget includes a debt payment expenditure for the Clapp Park
Drainage Project that will address major flooding issues.
Transit Fund: The City contributes funds toward the operation of Citibus which
contains routes, the demand response service, special services, subscription services,
the Texas Tech subsystem and the trolleys. The City's total contribution to the Transit
Fund is $879,200 which is the same level of funding from Fiscal Year 1996-97. This
service is contracted to McDonald Transit for the operation and management. Citbus'
budget is $5,970,000. However, its primary revenue streams are from Federal and
State grants and fares.
Debt Service Fund: The debt fund is used to account for the payment of interest and
principal on the general long-term debt of the city. A breakdown of the $20,471,892
budgeted in general obligation debt service expenditures is found on Page 20 .
Capital Projects Budget: City funding requests included in the Proposed Capital
Projects Budget for 1997-98 total $55,216,421 which consists of 103 new and
continuing projects in all areas of city operations. The three major categories of capital
Funds are Facilities and System Improvements, System Improvements and Capital
Project Funds. Detailed information on the Capital Improvement Plan is found in the FY ·
1997-98 Capital Projects Budget.
16
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1997-98 PERSONNEL SUMMARY
BREAKDOWN OF AUTHORIZED FULL TIME FUNDED POSTIONS*
GENERAL FUND
(16.9%)CULTIJRE & LEIS.
(1.3%)HUMANRESf Q
(8.0%) HEALTI ..
{0.5%) STREET LIGHTING
•• _,, FINANCIAi. SVC.
II-~)TRANS.SVC.
(1.0%) STRATEGIC PLAN,
6.4%) GENERAi. GOVT.
ENTERPRISE FUNDS
(24.3%) WATER
139.9%1 ELECTRIC
.0%) STORMWATER
.4%) AIRPORT
INTERNAL SERVICE/OTHER FUNDS
(32.8%) COMMUNICATIONS
(4.7%) SELF INSURANCE
(11.7%) IITTERNAL SVC OTHER (18.8%) INFORMATION SERVICES
INTERNAL SVC OTHER INCLUDES RADIO SHOP, CEITTRAL WAREHOUSE, PRIITT SHOP, ENVIRONMENTAL COMPLIANCE
"Does not include 61 grant funded positions.
A mOl'e detailed breakdown of authorized positions Is evaRable In the appendix.
17
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Personnel Trend
Authorized Full Time Positions
2,000 .-------------------------------------,
1,920.00
•
1,900
1,821.50 1,821.50
--------•-------•
1,800
1,700 ,__..__ ______ __. _______ _._ _______ ....__ ______ ~~
93-94 Actual 94-95 Actual 95-96 Actual
FISCAL YEAR
96-97 97-98 Approved
Includes grant-funded positions. A more detailed breakdown of authorized positions is available in the appendix.
18
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FISCAL YEAR 1997-98
SCHEDULE OF ESTIMATED REVENUES
GENERAL PROPERTY TAXES
NET ASSESSED VALUATION:
Estimated assessed valuation
Less: Exemptions
Less: Loss to Agricultural Use
Net Assessed Valuation
ESTIMATED PROPERTY TAX COLLECTIONS:
Net Assessed Valuation
Approved Tax Rate per $100 valuation
Estimated tax levy
TAX COLLECTIONS DISTRIBUTION SCHEDULE:
General Fund Revenue
Interest & Sinking Fund
Economic Development Fund
DISTRIBUTION OF ESTIMATED TAX REVENUE:
General Fund Revenue
Interest and Sinking Fund
Economic Development Fund
Total Estimated Tax Revenue
General Fund budgeted at 98% of collections
19
$5,832,316,561
0
0
$5,832,316,561
$5,832,316,561
0.58
$33,827,436
PCT OF TOTAL
TAX RATE
68.43%
26.40%
5.17%
100.00%
100% Collection
$23,147,881
8,929,860
1,749,695
$33,827,436
TAX RATE
DISTRIBUTION
0.39689
0.15311
0.03000
0.58000
98%
$22,684,924
$8,751,263
1,714,701
$33,150,887
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CITY OF LUBBOCK .r'\
DEBT SERVICE FUND ,....,
REVISED r'
ACTUAL BUDGET BUDGET BUDGET
FY 1995-96 FY 1996-97 FY 1996-97 FY 1997-98 0
Beginning Fund Balance 1,757,429 1,676,182 1,676,182 887,882 1'""'
~
Revenues:
Tax Collections 8,600,785 9,940,329 9,940,329 8,929,860 ,-
Interest on Investments 2,072,231 153,000 153,000 174,900 ,,......
Hotel Tax 384,219 385,120 385,120 387,775
Transfer from Water Fund 3,876,045 4,290,382 4,290,382 4,042,364 0.
Transfer from Sewer Fund 4,377,290 3,929,745 3,929,745 6,500,044 r
Transfer from Solid Waste 717,021 680,513 680,513 487,534
Transfer from Airport 191,291 0 0 0 r'
Transfer from Airport PFC Fund 562,562 549,024 549,024 124,311 0
Transfer from Gen. Cap. Proj. 370,870 793,000 793,000 0
Total Revenues 21,152,314 20,721,113 20,721,113 20,646,788
,.....,
0
Expenditures: r""', General Fund Bonds 5,439,670 6,325,285 6,325,285 7,417,851
PSIP Bonds 1,014,875 1,014,875 1,014,875 986,125 i"'
Airport GO Bonds 1,540,087 1,454,211 1,454,211 0 ,--..,
Airport PFC Bonds 562,562 549,024 549,024 538,199
Water GO Bonds 4,546,059 4,290,392 4,290,392 4,042,364 /~
Sewer GO Bonds 6,897,262 6,695,799 6,695,799 6,500,044 !' Solid Waste GO Bonds 717,021 680,513 680,513 487,534
Civic Center Bonds 384,219 385,120 385,120 387,775 .,,....,
Fiscal Agent Fees 113,103 25,000 25,000 25,000 0
Collections 18,703 72,000 72,000 72,000
Arbitrage Rebate Services 0 17,194 17,194 15,000 (-.,
Total Expenditures 21,233,561 . 21,509,413 21,509,413 20,471,892 .,,_
Remaining Fund Balance 1,676,182 887,882 8872882 1,062,778 r'
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overview
GENERAL FUND
1997-98 APPROVED BUDGET
The General Fund provides basic city services which are supported through tax revenues and
user fees. These services Include enforcement and safety services such as police; fire; zoning;
building inspection and code enforcement; environmental health and the municipal court. Public
services such as libraries, parks, recreation, basic health services and Civic Center operations are
also offered by the General Fund. In addition, the General Fund provides the management
operations necessary to ensure public funds are prudently allocated and managed.
Approved 1997-98 Revenues
General Fund revenues for FY 1997-98 are projected to be $80,853,143. This represents an
increase of $3,117,658 or 4% over the original 1996-97 budget amount. In addition to the revenue
from the General Fund operations and taxes, this budget proposes a one-time utilization of fund
balance of $2,932,500 for non-recurring expenditures and Economic Development/Marketing
Support. Sales tax revenues comprise 25.4% of the General Fund revenue stream and are one of
the City revenue sources most sensitive to changes in the business cycle. Another substantial
revenue source is property tax. The increase in Property Tax revenue of $2,015,489 can be
attributed to reevaluations and new property. A breakdown of each revenue source is found In the
Schedule of General Fund Revenues (see pages 29-33). As the bar chart below indicates,
General Fund revenue has been increasing at a slow, but steady pace over the past five years.
100
80 .. 60 C .5! E
2 40
20
0
1993-94
•Taxes
CJ Transfers
General Fund Revenue
Five Year Trend
1994-95 1995-96 1996-97 1997-98
a Licenses, Charges for Services • UtQlzatlon of Fund Balance
• Fines, '1taresl, Other
General Fund property taxes, delinquent taxes and penalty and interest on taxes Increase from
$20,669,435 to $22,684,924 due to increased valuations, and budgeting property tax collections
at 98%. The property tax rate will change to 58 cents. In January 1995, voters approved a one-
eight cent Increase In the sales tax which reduced the property tax rate by a corresponding
amount. This resulted in a budget of $2,630,694 In sales tax due to property tax reduction.
21
6
111 5
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3
2
Net Assessed Value -10 Year Trend
1988 1989 1990 1991 1992 1993 1994 1995 1996 1997
The following graph displays the history of sales tax receipts over a 10 year period.
Sales Tax Revenue -10 Year Trend
30
25
20 .. .§
5 E
.s 15 r! ~ 0
10
5
0
1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998
E.I sales tax BJ 1/8 cents increase
Southwestern Bell Telephone fees will increase $500,000 over FY 1996-97 due to the re-
negotiating of the franchise agreement. Franchise fees for electric, gas, and Cable TV utilities are
projected to increase by $24,370 above the 1996-97 budget amount.
Intergovernmental Revenue will show a decrease of $173,771. The majority of this is due to a
change in accounting of COPS AHEAD funds into a separate grant fund to capture all related
22
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--LUBBOQ(-Cityof ____ _
PI,ANNJF:D
PROGRESS
' . '
GENERAL FUND
Top:
July1 1972 groundbreaking ceremony of Mahon Libracy located at 1306 9th
Street. Dedication ceremony was held on March 161 1974 and opened for service
March 18t 1974.
Bottom:
August1 1997 Children's Room at Groves Libracy located at 5520 19th Street.
Groves is one of the three branch libraries located in the city.
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revenue and expenses in one place. A $50,000 reduction is the result of sewage inspection
services in the County reverting back to them for service delivery.
Charges for services Increased $793,040 or 26.7% over the FY 1996-97 budget. The most
significant increase In revenue can be found In the Cultural/Recreation area. Civic
Center/Auditorium revenue reflects a more positive picture due to Civic Lubbock operations. A
net change in revenue generation totals $626,709 from Commissions and Civic Center
operations, however this will be offset by increased expenditures in Civic Center and
Auditorium/Coliseum departments.
Fines are projected to increase by 4.3% due to Municipal Court fines for curfew violations, and
other activities. A new security fee revenue stream of $40,000 Is also included in the increase.
Only 55.7% of the 1996-97 Budget for interest Income will be budgeted for FY 1997-98. The
decrease results from keeping the investment income generated by capital projects in the capital
project funds to help fund additional capital projects rather than operating expenditures.
Recoveries of Expenditures declined 75% or 643,257 due to changes In the accounting of
revenue from the Airport to cover to the Airport Fire Station.
Transfers from other funds total $1,441,565 and Increased by 9.8%. As the graph below reflects,
transfers from the Electric Fund represent the single largest source of transfers into the General
Fund. ·
1997-98 Total General Fund Transfers
from Other Funds
(13.9%)Water
(25.4%)Sewer
Approved 1997-98 Expenditures
(47 .3%) Electric
(2.5%) Other
(5.2%) Airport
General Fund expenditures for FY 1997-98 total $80,853,143 or a 4% increase over the FY 1996-
97 budget with an additional $2,932,500 one time fund balance utilization. Operating
expenditures increased $3,402,024 or 4% over FY 1996-97. See the Schedule of Estimated
General Fund Expenditures starting on page 35 for more details.
23
All departments in the General Fund will see an increase over the prior year In three areas:
building maintenance, merit 3%, and TMRS Increase of 1 %. Building Maintenance costs were
distributed to individual cost center to more accurately reflect true operating costs this year based
on square footage as opposed to a lump sum paid by the General Fund. An offsetting decrease
will be found in the General Fund expenses for Information and Communication Services. An
average 3% merit has been budgeted for all employees plus an increase in the TMRS rate of 1 %.
The following graph identifies budget expenditures by category. The personal services category
increases by $2,615,890 or to 61.22% of total expenditures. This represents a minor decrease in
the percentage of the overall budget dedicated to personnel, which was 64.76% in 1996-97. The
increase in Personal Services can be attributed to several factors: 3% budget merit for
employees; 1 % market adjustment for Civil Service; a change in TMRS rates for employees from
6% to 7%; and increased costs of health insurance. The City of Lubbock rates favorably in terms
of employees per capita when compared to other Texas cities. A chart showing the comparison to
other Texas cities is found in the appendix on page 326.
General Fund Operating Expenditures by Category
Approved 1997-98-$83.7 Mllion
(61.9%) Personal Services
24
(5.6%) Maintenance
(3.5%) Suppffes
(14.7%) Other Charges
(13.2%) Transfers
(1.1 %) Capital Outlay
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General Fund Operating Expenditures by Division
A.Jblic Safety 54.7%
Rnancial Services 2.2%
Strat Aannlng 1.1%
Hth & ConmSvcs 6.6%
l-llman Resources 1.2%
General Govt 8.6%
The pie chart above identifies expenditures by division or functional area.
In the Public Safety area, both the Fire and Police Departments continue to be active in
addressing the safety of the community. Over the next two years of the Public Safety
Improvement Plan, five stations will be constructed at strategic locations throughout the city,
while six existing locations will be closed to improve coverage. This strategic placement of the
new stations will maintain the average response time at four minutes. The net loss of one station
will result in the elimination of two engine companies (23 positions in Suppression). By the end of
FY 1995-96, a net reduction of fourteen positions occurred. Also, at the conclusion of FY 199S.
1997 the goal of 23 personnel reductions will be reached. These salary savings will pay off the
debt service on the bonds issued to finance the construction of the new fire stations. PSIP
savings have also been used to purchase needed safety upgrade of bunker gear and airpacks,
and a new ladder truck.
The Fire Department budget will increase by $726,151 or 5.1% in 1997-98. Four additional
firefighters have been added for the upcoming fiscal year to help to reduce overtime and provide
for staff development Funding for two of these positions will come from PSIP savings.
Police expenditures increase by $950,062 or 4% in 1997-98, mainly due to the five new positions,
a clothing allowance and a 1 % market adjustment for Police Civil Service.
Overall, Culture and Leisure Services expenditures will increase by $908,023 or 7% in FY 1997-
98. Park Maintenance increased 5.2% primarily as a result of the transfer of a position from Park
Development for Parks Superintendent and enhanced capital and pesticide supplies.
25 ·
Funding for Infrastructure and quality of life issues are reflected in the FY 1997-98 budget for
Culture and Leisure Services. Operations will continue to be reviewed for increased cost
recovery. In the Parks department, most turf maintenance and mowing were contracted out to the
private sector. This privatization resulted in the reduction of nine full-time positions, and the
reallocation of those savings for enhanced overall maintenance of City parks for FY 1995-96.
These savings plus the increased funds for infrastructure remain in the Park Maintenance budget.
The Civic Center's budget increased $606,618 or 24% due to Civic Lubbock operations being
handled by the City of Lubbock. These increased expenses are being offset by additional
$626,709 revenue in the General Fund.
Transportation Services will increase by only $259,180. This 5% increase can be seen in
various departments in the division. Traffic's expanded level package of $50,000 LED Red Lights
for the traffic signals will have a 5 year payback as a result of reduced electricity usage. The
costs of seal coat also contributed to the division increase because of increased material costs.
Paved Streets have been experimenting with new longer lasting techniques in the seal coat
program. These techniques should further extend the life of the street after the seal coat process
and help minimize increase in cost of materials long term.
General Government expenditures will increase by $970,323 due to several departments.
Legal's budget increase can be attributed to the change in the methodology of labor distribution
for the three attorneys for environmental prosecutor, Municipal Court, Police legal advisor. The
salaries are covered by Electric, Water, Sewer, Solid Waste, Stormwater, Self Insurance and
Community Development funds. Rather than direct labor distribution, the indirect cost allocation
from these funds will adjust to more appropriately cover the costs of these positions consistent
with the rest of the organization. Other increases in the General Government division are seen in
Public Information and Municipal Court for additional staffing.
In FY 1997-98, Health and Community Services will focus its efforts on using technology to
make their service delivery more efficient. Animal Services will incorporate the use of lap top
computers into their daily work by the Animal Control officers. This will improve timelines and
efficiency in data entry. Animal Control officers will be able to directly load and access the
information while they are out in the field. Building Inspection will increase staff by a data entry
clerk who will take the information received by the building inspector and allow the inspector to
continue inspections and spend more time in the field. The clerk position will help to final
implement the automated record keeping system (KIVA) for Building Inspection which was funded
in FY 1996-97 to further automate the record keeping system. In FY 1997-98, expenditures in the
Health and Community Services Division will increase by $267,440 or 5.8%.
Financial Services will increase by $181,713, mainly due to the addition of two positions that
were added to Accounting during Revised Budget who will directly work with the over $20 million
in grants received by the City annually. Strategic Planning will increase by $27,691 or 3.7%, due
to the upgrade of computer equipment in Comprehensive Planning. Human Resource
expenditures will decrease $48,704 as a result of personnel re-allocation to support the Self
Insurance Fund.
The FY 1997-98 transfers out of the General Fund will increase by $1,684,509 from the 1996-97
budget amount. The additional transfers can be seen in two main areas: General Facility and
System Improvements and Traffic Signal System. The $1,957,697 increase in Facilities includes
$600,000 for facility's infrastructure and $1,300,000 for General Fund vehicle replacement. The
transfer for traffic signal will fund the design phase of an automated traffic system upgrade.
, Funding for the implementation will be included in the 5 year Capital Improvement Program (CIP)
planned for FY 1998-99.
26
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The transfer to Permanent Street Maintenance remains constant at $1,700,000. The $1,200,000
allocated as a reserve for infrastructure is budgeted in the General Facilities and Parks Fund. The
reserve will be used on an as needed basis for infrastructure maintenance, and to build a reserve
for future infrastructure maintenance needs.
The budget for Citibus remains constant but the transfer for a Lubbock image campaign increased
by $75,000. These funds to fund entranced marketing and Economic Development for the City of
Lubbock.
Ttie one time utilization of fund balance is for the following non-recurring capital expenditures:
• Reese Marketing and other local match requirements
• Workforce Development-Technology Center
• Municipal Square Renovation-Police
• Police Computer
• Printing Press
• Codes Hardware/Software
• Crematorium
• Library Books/Self Check-Mahon
• Airport Bond Debt Retirement
27
450,000
800,000
350,000
150,000
100,000
150,000
82,500
50,000
800,000
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ACTUAL ORIGBUDG REVISED APPROVED r
ACCOUNT DESCRIPTION 1995-96 1996-97 1996-97 1997-98 r ----------------___ ,.. _______ ---------r
UTILIZATION OF FUND BALANCE 0 0 0 2,932,500
,-..
TOTAL OPERATING REV 61,931,242 61,179,085 62,523,175 64,824,053 ,,....,
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EXPENSES/EXPENDITURES ,-..
PAYROLL 46,435,273 49,700,401 48,742,278 52,316,291
SUPPLIES 2,423,933 2,647,410 2,772,731 2,926,015 ,-..
MAINTENANCE 4,615,497 4,762,247 4,746,054 4,707,267 ,-..
OTHER CHARGES 10,837,066 11,583,389 12,103,005 12,320,654 r
CAPITAL OUTLAY 2,082,249 1,347,609 926,132 911,269
OPERA TING TRANS-PSIP 575,205 0 148,034 48,440 r
REIMBURSEMENTS (538,641) (631,834) (397,618) (418,690) r"'
TOTAL FUND EXPENDITURES 66,430,582 69,409,222 69,040,616 72,811,246 ,,-..,
VARIANCE 4,499,340 8,230,137 6,517,441 7,987,193 -r,.
TRANSFERS IN 13,765,839 14,587,525 15,212,310 16,029,090 r"'
TRANSFERS OUT 9,249,377 6,357,388 8,694,869 8,041,897 ,,-....,
UTILIZATION FUND BALANCE CAP 0 0 0 2,932,500 r
VARIANCE 4,516,462 8,230,137 6,517,441 7,987,193 ,-..,
,,-...
Total Revenue 75,697,081 75,766,610 77,735,485 83,785,643 r
Total Expenditures 75,679,959 75,766,610 77,735,485 83,785,643 " Variance 17,122 0 0 0 r,.
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' ,..... FISCAL YEAR 1997-98
SCHEDULE OF ESTIMATED REVENUES ,.....
GENERAL FUND
f' ,.., GENERAL FUND
,..., ACTUAL ORIGBUDG REVISED APPROVED
ACCOUNT DESCRIPTION 1995-96 1996-97 1996-97 1997-98 ,.... ------·-------------------------------,..., TAX REVENUES: ,.... General Property Tax 21,026,471 20,669,435 20,669,435 22,684,924
Delinq. Tax Coll 380,150 400,000 400,000 400,000 f'· Penalty/lnterest-Delinq.Tax 370,118 400,000 400,000 400,000
f' City Sales Tax 20,429,482 20,000,000 20,800,000 21,589,050
r Sales Tax/Prop Red. 2,398,034 2,570,530 2,570,530 2,630,694
f' Cox Cable Lubbock 511,226 528,300 528,300 538,900
South Public Serv 1,269,067 1,450,000 1,450,000 1,566,970 r South Bell phone 2,065,510 2,100,000 2,400,000 2,600,000 ,... Energas 1,256,118 1,100,000 1,100,000 1,009,300
("', SP Elec Cooperative 61,853 57,900 57,900 47,000
NTS Communications 2,243 1,500 1,500 3,600 f'. Adobe Gas Co. 13,104 14,700 14,700 13,100
f' Mixed Beverage Tax 500,163 488,000 488,000 516,800
,..... Bingo Tax 171,555 150,000 150,000 180,000
Miscellaneous Tax 1,753 0 0 1,050 ,..,
Total Tax Revenues 50,456,847 49,930,365 51,030,365 54,181,388
f'
f' LICENSES AND PERMITS:
r Ale. Bev Permits 33,750 30,000 30,000 30,000
Ale. Bev-Late Hour 4,875 4,000 4,000 4,000 r Ale. Bev-Caterers 1,300 900 900 1,000
. ,.... Septic Tank Permits 33,104 24,000 0 0
,..... Cafe Permits 142,617 130,000 130,000 135,000
Swim Pool Permits 24,795 23,000 23,000 24,000 ,..,
Reinspec Fee-Cafe Permits 900 1,000 1,000 500 ,.., Chauffeurs Permits 1,129 800 800 900
("'"'i Occupational Permits 9,342 9,375 9,375 11,000
. f' Electrician licenses 29,768 27,000 27,000 27,000
Taxicab Permits 1,805 1,200 1,200 1,200
("': Wrecker Serv Permits 15 105 105 105
. ,..., Certified Wrecker Permits 0 0 0 0 ,.... Building Permits 268,138 250,000 250,000 250,000
Electrical Permits 135,255 125,000 125,000 110,000 ,.... Plumbing Permits 149,269 150,000 150,000 150,000 ,...., Mechanical Permits 117,467 125,000 125,000 113,000
r Contractors Reg. 20,278 20,000 20,000 22,000
,.... Dog Licenses 45,503 43,500 43,500 45,000
Loading Zone Permits 800 900 900 550 ,.... Parade Permits 2,785 2,000 2,000 2,000 ,.... Miscellaneous 55,696 17,125 17,125 30,355 ,... Total Licenses and Permits 1,078,591 984,905 960,905 957,610
,-..,. 29
,-
r
City of Lubbock .r
FISCAL YEAR 1997-98 r
SCHEDULE OF ESTIMATED REVENUES
GENERAL FUND r
r
GENERAL FUND .-
ACTUAL ORIG BUDG REVISED APPROVED r
ACCOUNT DESCRIPTION 1995-96 1996-97 1996-97 1997-98 ,-.. --------·------------------------·-------------------------.,-.
GENERAL FUND ,,-..
INTERGOVERNMENTAL REVENUE:
Federal Grants: r
Drug Enforcement 69,591 56,191 56,191 63,853 ,-..
Teen Court 27,000 27,000 34,000 34,000 ,,-..
County Government: r,,
Library 570,816 570,816 570,816 570,800
Health-Vector Control 109,743 117,525 117,525 117,525 ..-
Health-Sewer Inspection 32,247 50,940 0 0 r"'
Grant-COPS AHEAD AWARD 0 123,977 123,977 0 r
Lubb Housing Authority:
Payment in Lieu of Taxes 0 37,500 · 51,000 58,000
,-..
Other Agencies: r"'
Health 0 0 0 0 r
Cultural Arts Grant 27,794 0 0 0 -Emergency Mgmt 56,834 34,000 34,000 0
Total Intergovernmental ,-...
Revenue 894,025 1,017,949 987,509 844,178 ..-
r
CHARGES FOR SERVICE:
Development Services r
Zoning & Application Fees 47,266 45,000 45,000 45,000 I".
Sale of Maps 1,757 2,000 2,000 2,250 r,
Blue-Line Printing 3,323 3,800 3,800 5,500 r, Zoning-Platting Fees 32,818 37,000 37,000 45,000
Zoning Maps, Ord. & Misc. 339 600 600 500 ,-..
Subtotal Development Services 85,503 88,400 88,400 98,250 r.
r General Government
Sale of Ordinances, Minutes 859 500 500 800
,,-..,
Municipal Building Parking 3,978 4,800 4,800 4,800 r.
Tax Certificates 21;581 24,000 24,000 24,000 r
Coll Fee-Delinquent Accts 535 2,300 2,300 3,000 ,-..
Serv Fees-Ret. Checks 7,700 8,300 8,300 9,000
Copy Service-Library 18,343 24,000 24,000 17,950 ,-..,
Cost of Court Fees 114,418 100,000 160,452 160,452 ,..-
Child Support-Admin Fees 6,322 6,600 6,600 6,600 .-Admin Fee Citation Dismissal 210,449 190,000 207,504 207,504
Security Fee-Municipal Court 0 0 0 40,000 r
Misc. Gen. Gov't 201 100 100 125 r
Subtotal General Government 384,386 360,600 438,556 474,231 r
30 r.
• ,.s_;.~" ,,...
(""'1
-('"''\ City of Lubbock
("', FISCAL YEAR 1997-98
SCHEDULE OF ESTIMATED REVENUES
f""', GENERAL FUND ,....,
,-., GENERAL FUND
ACTUAL ORIGBUDG REVISED APPROVED ,....,
ACCOUNT DESCRIPTION 1995-96 1996-97 1996-97 1997-98
(""I -----------------------------------,..._
,.... Public Safety
Accident Reports 55,780 48,000 48,000 50,000
("", Car Storage and Towing 0 0 0 0
(""I Record ChecksNerif. Letters 6,110 12,500 12,500 6,500
r Defensive Driving 0 0 0 0
Fire Investigative Reports 1,225 1,200 1,200 1,200
(', Finger Printing Fees 3,150 1,700 1,700 3,000 ,... Police-Recovery Spattfa 37,071 0 0 0 ,... Fire-Fire Marshall Training 621 0 1,194 500
("' Subtotal Public Safety 103,957 63,400 64,594 61,200
,-., Health
r Vital Statistics 171,773 175,000 175,000 177,000
(""I Animal Shelter Receipts 35,237 35,000 35,000 35,000
Adoption Fees 41,555 42,000 42,000 42,000
(""' Rabies Vaccine 7,969 10,000 10,000 8,000
("' Subtotal Health 256,534 262,000 262,000 262,000 ,...
Cultural and Recreation ,,,..,
Aquatics 54,321 69,500 69,500 65,000 r Athletics 279,894 283,860 283,860 264,450 ,..., Outdoor Concessions 62,511 60,500 60,500 60,500
r, Special Events 41,351 40,400 40,400 49,400
Reservations 33,997 36,500 36,500 32,536 ,-.. Indoor Recreation 184,966 160,050 160,050 158,128 ,-., Cultural Arts Services 34,588 57,600 44,550 49,445
("' Auditorium-Coliseum Rental 273,119 261,000 261,000 300,000
,.... Auditorium-Coliseum Parking 21,632 21,631 21,631 21,632
Commissions-A/C Concessions 155,658 169,800 18,020 25,670
I"" Civic Center Rent 376,384 325,000 325,000 350,000
("' Civic Center Catering 41,938 45,000 45,000 45,000 ,... Commissions-C.C. Concessions 81,845 94,665 23,061 29,924
Coliseum Advertising 28,625 71,500 56,000 66,500 ,...., Civic Lubbock Operations 60 0 785,976 835,580 ,..., Miscellaneous Other Charges 5,075 0 232 0
,...., Omnimax 200,000 200,000 200,000 200,000
Subtotal Cultural/Recreation 1,875,964 1,897,006 2,431,280 2,553,765 ,...,
,...., ,..
,....
,-.. 31
r
r
City of Lubbock r
FISCAL YEAR 1997-98 r
SCHEDULE OF ESTIMATED REVENUES r GENERAL FUND
r
GENERAL FUND r
ACTUAL ORIGBUDG REVISED APPROVED r
ACCOUNT DESCRIPTION 1995-96 1996-97 1996-97 1997-98 r ---------------------------------·---------------------------·----
r
Cemetery r
Lot Sales 133,992 155,000 155,000 135,000
124,075 125,000 125,000 160,000 r Grave Services
Miscellaneous 17,508 15,500 15,500 15,500 ,-...
Subtotal Cemetery 275,575 295,500 295,500 310,500. r
r
Total Charges for Services 2,981,919 2,966,906 3,580,330 3,759,946 r,
FINES AND FORFEITS: --M. Court Fines 2,759,423 3,225,000 3,450,000 3,370,000 r,
Library Fines 56,548 60,000 60,000 58,300
Deferred Adjudication 328,460 0 0 0 r
Total Fines and Forfeits 3,144,431 3,285,000 3,510,000 3,428,300 r
r
INTEREST EARNINGS: r,
Interest on Investments 1,873,788 1,631,000 1,631,000 908,900
Interest Miscellaneous 10,248 0 22,021 7,500 r
Total Interest Earnings 1,884,036 1,631,000 1,653,021 916,400 r'
RENTAL REVENUE:
Equipment Rental -Aud./Col. 3,455 2,000 2,000 3,000 r--\
Land & Lease Rental 250 0 900 1,928 r-
Total Rental Revenue 3,705 2,000 2,900 4,928 r'
r-. RECOVERIES OF EXPENDITURES:
Gasoline Tax Refunds 919 350 600 350 r',
Demolition and Cleanup Service 10,367 20,000 20,000 5,000 r',
Airport Fire Station 608,065 608,065 0 0 r,
Subdivision Engineering 33,610 20,800 20,800 20,800
State Signal Maint. Agreement 44,702 49,154 49,154 44,216
,...._
Indirect Cost Reimbursement 106,340 132,891 132,891 126,637 -Miscellaneous Recoveries 642 26,200 26,200 17,200 r
Total Recoveries 804,645 857,460 249,645 214,203 ~
OTHER REVENUE: ,-...
Sale of Surplus Property 153,554 148,500 148,500 110,000 ,,......_
Prop. Damage Claims 1,279 135,000 135,000 180,000 -City Pay Phones 8,220 7,000 7,000 7,500
Oil and Gas Leases 216,903 205,000 250,000 214,300 r
Other Miscellaneous 25,441 5,000 5,000 5,000 r
Total Other Revenue 405,397 500,500 545,500 516,800 I'""
32 r
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GENERAL FUND
ACCOUNT DESCRIPTION
CONTRIBUTIONS:
Misc. Contributions
Total Contributions
Total Gen Fund Operating Revenue
City of Lubbock
FISCAL YEAR 1997-98
SCHEDULE OF ESTIMATED REVENUES
GENERAL FUND
ACTUAL ORIG BUDG REVISED APPROVED
1995-96 1996-97 1996-97 1997-98
277,646 3,000 3,000 300
277,646 3,000 3,000 300
61,931,242 61,179,085 62,523,175 64,824,053
33
r
r
City of Lubbock .r
FISCAL YEAR 1997-98 r
SCHEDULE OF TRANSFERS IN
GENERAL FUND r
r
GENERAL FUND r
ACTUAL ORIGBUDG REVISED APPROVED ,,-.
ACCOUNT DESCRIPTION 1995-96 1996-97 1996-97 1997-98 ,---·--·------------·------------------
TRANSFERS FROM ,-..
Electric Property 1,175,323 1,175,323 1,175,323 1,175,323 ,,,.....
Electric Franchise 1,726,925 1,723,070 1,723,070 1,954,750
Electric Transfer 0 102,000 102,000 0 r
Electric GF lnfr 0 1,200,000 1,200,000 1,200,000 r-,
Electric Ind Cost 757,463 627,508 627,508 856,900 r
Electric St Light 1,843,202 1,885,373 1,885,373 1,880,927 r
Electric Gas Tax 527,472 527,472 527,472 527,472
Total Electric Rev Fund 6,030,385 7,240,746 7,240,746 7,595,372 ,-..
.-..
Water Property 857,335 857,335 857,335 912,948 " Water Franchise 826,974 814,230 814,230 815,399
Water Debt Service 672,754 0 0 0 r-
Water Ind Cost 374,536 383,663 383,663 497,095 ,.-
Total Water Rev Fund 2,731,599 2,055,228 2,055,228 2,225,442 r-
r'· Sewer Property 379,122 379,122 379,122 553,120
Sewer Franchise 443,960 459,042 459,042 463,310 r
Sewer Debt Service 2,518,726 2,766,054 2,766,054 2,766,054 0 I
Sewer Ind Cost 199,600 233,162 233,162 288,914 1' Total Sewer Rev Fund 3,541,408 3,837,380 3,837,380 4,071,398 r--.
Solid Waste Ind Cost 334,513 335,437 335,437 292,039 ,.-...
Solid Waste Property 137,935 137,935 137,935 107,748 r
Solid Waste Franchise 505,662 498,704 498,704 505,011 ,-..,
Total Solid Waste Fund 978,110 972,076 972,076 904,798 ,,.....,
Airport Ind Cost 193,986 182,526 182,526 217,270 r-.
AARF Costs 0 0 608,065 608,665 r.
Airport Ground Maint 50,000 50,000 50,000 0
Total Airport Rev Fund 243,986 232,526 840,591 825,935
,,-.
r
Hotel Motel Fund 223,720 225,491 242,211 332,221 r-.
Storm Ind Cost 6,300 24,078 24,078 30,924 ,...
Golf Rev Fund 0 0 0 43,000
Miscellaneous Con 10,331 0 0 0 -..,
TRANSFERS FROM 13,765,839 14,587,525 15,212,310 16,029,090 .,,.....,, -· ,,-..
,-..,
,,-..
34
,,,.....
f""' ,-.
f""' City of Lubbock ,..., FISCAL YEAR 1997-98 ,.. SCHEDULE OF DEPARTMENT EXPENDITURES
GENERAL FUND ,...,
("" ACTUAL ORIG BUDG REVISED APPROVED
r, ACCOUNT DESCRIPTION 1995-96 1996-97 1996-97 1997-98
--------·----·----------------·------------f': ,..., CUL Culture and Leisure
f' 5214 MAHON LIBRARY 0 1,549,568 1,549,568 1,568,925
5215 GODEKE LIBRARY 0 334,746 334,746 357,359 r,. 5216 PATTERSON LIBRARY 0 258,538 258,538 261,385 ,... 5217 GROVES LIBRARY 538 290,690 290,690 306,748
("' 5219 CULTURAL ARTS SERV 295,632 310,042 313,712 322,939 ,..., 5221 PARK MAINTENANCE 4,313,022 4,417,547 4,337,547 4,646,618
5223 PARK DEVELOPMENT 197,936 224,471 224,471 183,298 fl"'. 5224 GARDEN & ARTS CENT 25 0 0 0 ,... 5225 INDOOR RECREATION 1,165,728 1,171,308 1,151,283 1,202,823 ,-.. 5226 SENIOR CITIZEN SER 49 0 0 0
5227 OUTDOOR RECREATIO 785,497 851,897 851,897 856,004 ~ 5228 CEMETERY 308,419 393,371 393,371 397,484
~ 5231 LIBRARY ADMIN SERV 581,074 0 0 0
f' 5233 LIBRARY PUBLIC SER 528,212 0 0 0
,...,, 5234 LIBRARY EXTENSION 419,481 0 0 0
5235 COLLECTION SERVICE 580,352 0 0 0
f""; 5237 WEST TEXAS LIBRARY (1,650) 0 0 0
("" 5241 CIVIC CENTERS 1,688,320 1,667,961 1,844,949 1,880,324
,.... 5243 COLISEUM/AUDITORIU 860,471 823,239 1,208,780 1,217,494
CUL Culture and Leisure 11,723,106 12,293,378 12,759,552 13,201,401 f""' ,-. ELE Electric ,.., 7911 STREET LIGHTING 1,667,918 1,885,373 1,885,373 1,880,927
,..... ELE Electric 1,667,918 1,885,373 1,885,373 1,880,927
f""' FIR Fire
("" 5611 FIRE ADMINISTRATIO 927,016 1,002,381 1,002,381 1,026,188
("" 5613 FIRE PREVENTION 546,224 625,638 625,638 666,007
5615 FIRE EQUIPMENT MAI 441,732 467,448 467,448 525,414 ,-.., 5617 FIRE TRAINING 312,901 347,661 347,661 390,471
. ,,,,....: 5619 FIRE SUPPRESSION 12,153,425 11,669,375 11,669,375 12,230,574
,,,,.... FIR Fire 14,381,298 14,112,503 14,112,503 14,838,654
,-., GEN General Government ,.. 1111 CITY COUNCIL 290,455 310,350 337,350 351,660 ,.. 1113 CITY MANAGER 759,138 760,804 711,704 827,178 ,... 1115 GENERAL MUL TIPURPO 1,172,396 1,474,807 1,644,216 1,735,949
1211 CITY SECRETARY 217,754 235,158 243,325 288,859 ,..., 1311 LEGAL 1,012,127 1,137,034 1,137,034 1,328,574 ,... 2221 MICROFILM 52,853 62,011 62,011 63,536
,-2312 EMP INCENTIVE/COST 4,251 95,716 95,716 86,226
,-. 35
r
r
City of Lubbock r
FISCAL YEAR 1997-98 r
SCHEDULE OF DEPARTMENT EXPENDITURES r,
GENERAL FUND -
ACTUAL ORIG BUDG REVISED APPROVED r
ACCOUNT DESCRIPTION 1995-96 1996-97 1996-97 1997-98 r -----·------------·----------------------------------
2411 PUBLIC INFORMATION 255,593 321,159 321,159 450,374 r
3111 INTERNAL AUDIT 93,373 115,609 115,609 131,791 ,,....
3211 MUN. COURT-ADM REC 758,235 819,645 844,881 1,038,469 -' 5111 PUBLIC SAFETY AND 30 0 0 0
GEN General Government 4,616,205 5,332,293 5,513,005 6,302,616 r
,,-.,
HLH Health and Community Serv -4211 CODES ADMINISTRATI 1,125,682 1,214,117 1,173,330 1,277,076 r
. 4311 BUILDING INSPECTIO 608,145 590,108 590,108 644,587
5311 ANIMAL CONTROL - S 344,048 380,775 387,775 415,943 r--.
5313 ANIMAL CONTROL -F 387,679 353,107 387,400 442,658 ·""'
5415 PERSONAL HEAL TH SE 543,184 642,872 615,872 676,056 r-..
5417 HEAL TH LAB SERVICE 906,787 1,004,230 968,570 976,483 ,,-,.,
5418 WIC PROGRAM 328 0 0 0
5419 VECTOR CONTROL 347,835 380,519 380,519 400,365 .~
HLH Health and Community Serv 4,263,688 4,565,728 4,503,574 4,833,168 ,,-..
,,-..
HUM Human Resoures
2311 HUMAN RESOURCES 800,898 907,065 907,065 858,361 r
2421 HUMAN RELATIONS 27,220 0 0 0 r--
HUM Human Resoures 828,118 907,065 907,065 858,361 -·
INF Information and Communlcatio r-.
2521 BUILDING MAINTENAN 579,195 613,303 613,303 0 I'"';
2523 CUSTODIAL SERVICES 260,366 222,108 222,108 0 r'
INF Information and Communicatio 839,561 835,411 835,411 0 r~
POL Police ,,-.,,
5711 POLICE ADMINISTRAT 1,052,234 1,077,054 1,064,137 1,140,433 .r--.
5713 POLICE-TRAINING 460,989 471,609 472,009 494,042 ,,,--....
5715 POLICE RECORDS 1,868,883 2,016,357 2,016,357 2,046,642 ,,....
5731 POLICE-INVESTIGATI 4,853,336 5,166,985 4,916,985 5;580,613
5733 POLICE-SPECIAL SER 3,513 0 0 0 r--.
5735 PATROL 12,985,496 13,415,956 12,616,808 13,836,293 r--.
POL Police 21,224,451 22,147,961 21,086,296 23,098,023 r-,
STR Strategic Planning
,,....,
2261 EMERGENCY MANAGEM 107,747 119,105 119,105 90,915 ,,....._
2431 NEIGHBORHOOD SERVI 45,546 30,752 30,752 31,295 r--.
4111 COMPREHENSIVE PLAN 515,670 589,719 589,719 645,057
STR Strategic Planning 668,963 739,576 739,576 767,267 r
r
,,.....
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36
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City 6f Lubbock
FISCAL YEAR 1997-98
SCHEDULE OF DEPARTMENT EXPENDITURES
GENERAL FUND
ACTUAL ORIG BUDG REVISED APPROVED
ACCOUNT DESCRIPTION 1995-96 1996-97 1996-97 1997-98
--·---------------------------------
FIN Financial Services
2111 BUDGET AND RESEARC 342,653 368,570 368,570 386,340
3311 ACCOUNTING 667,937 726,039 764,945 847,066
3511 PURCHASING 314,917 326,730 326,730 369,646
FIN Financial Services 1,325,507 1,421,339 1,460,245 1,603,052
TRA Transportation
4523 TRAFFIC ENGINEERIN 374,131 430,154 432,974 445,752
4525 TRAFFIC OPERATIONS 1,126,172 1,046,639 1,113,239 1,114,467
4531 PAVED STREETS 1,624,630 1,828,052 1,828,052 1,893,353
4533 UNPAVED STREETS 542,917 567,483 567,483 580,614
4535 STREET CLEANING 314,470 332,774 332,774 349,603
4537 STORM SEWER MAINTE 82,991 107,112 107,112 103,925
4539 CONCRETE CONSTRUC 216,474 237,595 237,595 251,218
4541 STREET/DRAINAGE EN 510,358 618,787 618,787 688,844
TRA Transportation 4,792,143 5,168,596 5,238,016 5,427,776
Miscellaneous Fund Expenses 99,624
GENERAL FUND 66,430,582 69,409,223 69,040,616 72,811,245
37
City of Lubbock
FISCAL YEAR 1997-98
SCHEDULE OF TRANSFERS OUT
GENERAL FUND
GENERAL FUND
ACTUAL ORIG BUDG
ACCOUNT DESCRIPTION 1995-96 1996-97
------·-----... ---------------------
TRANSFERS OUT
Contingency Reserve 0 728,188
Transfer for Environ Comp 0 0
Cont. to Grant 0 0
Public Safety Cap Proj 153,239 0
Parks Capital Projects 475,000 175,000
Street Cap Proj-Thoroughfare 243,500 200,000
Perm Street Maintenance 2,313,843 1,700,000
General Fae & Sys Improve 1,790,000 1,300,000
General Capital Projects 1,411,408 0
Elec Sys Improvements 0 0
Economic Development 1,390,000 0
Mkting Campaign-METTS 0 175,000
Transit 794,800 879,200
Internal Service Cap Proj 181,040 0
Int. Serv PCMF 250,000 0
Mun Square Renov-ations 0 0
Traffic Signal Systems 0 0
Cops Ahead 0 0
Infrastructure Reserve 0 1,200,000
Miscellaneous Transfers 246,547 0
TRANSFERS OUT 9,249,377 6,357,388
38
REVISED
1996-97
----·-------
728,188
471,000
0
8,500
775,000
200,000
1,700,000
2,680,148
40,000
0
0
175,000
879,200
0
0
637,833
400,000
0
0
0
8,694,869
APPROVED
1997-98 ---------
580,000
0
0
0
775,000
200,000
1,700,000
3,257,697
0
0
0
250,000
879,200
0
0
0
400,000
0
0
0
8,041,897
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GENERAL GOVERNMENT
GENERAL FUND DEPARTMENTS
City Council
Boards
&
Commissions
I I I
City City City
Manager Attorney Secretary
-11ntemal Audit I L l Microfilm I -I Pubhc Information j
39
I
Municipal
Court
CENTER
CITY COUNCIL -1111
MISSION
DEVELOP GOALS AND POLICIES THAT DEFINE THE ROLE AND GUIDE THE ACTIONS OF THE CITY OF LUBBOCK ORGANIZATION IN
ENSURING THAT THE FUTURE OF LUBBOCK IS ONE OF QUALITY URBAN GROWTH, WITH A SENSITIVITY TO ITS DIVERSE
DEMOGRAPHICS AND ITS UNIQUE REGIONAL CULTURE.
GOALS/OBJECTIVES/SOURCE
SUPPORT STAFF;
1. PROVIDE MAYOR AND COUNCIL WITH APPROPRIATE ADMINISTRATIVE SUPPORT.
2. ESTABLISH CLEAR POLICIES REGARDING THE INFORMATION FLOW TO MANAGING DIRECTORS ON CITIZEN COMPLAINTS WITHIN
THEIR MANAGEMENT AREA.
3. ESTABLISH BETTER TRACKING AND FEEDBACK SYSTEM TO KEEP CITY COUNCIL INFORMED ON CURRENT ISSUES.
4. ESTABLISH BETTER INTERNAL COMMUNICATIONS WITHIN THE MAYOR, COUNCIL, AND THE CITY MANAGERS OFFICE, AND CITY
OPERATIONS.
5. CONTINUE TO DEVELOP STRATEGIES TO HANDLE INDIVIDUAL COUNCIL DIRECTIVES WHICH DO NOT APPEAR TO REPRESENT CITY
COUNCIL CONSENSUS.
6. CONTINUE TO UPDATE HANDBOOK FOR INTERNAL USE OF CITY COUNCIL, STAFF AND ADMINISTRATIVE INTERNS REGARDING
THEIR ADMINISTRATIVE ASSIGNMENTS AND THE APPROPRIATE WAY TO EXECUTE THEIR JOB DUTIES.
CITY COUNCIL:
1. DEVELOP A FLEXIBLE, WELL-COORDINATED ECONOMIC DEVELOPMENT PLAN THAT ADDRESSES ECONOMIC DEVELOPMENT
NEEDS AND DEFINES THE ROLE OF THE COUNCIL, CITY STAFF/DEPARTMENTS, AND COMMUNITY-BASED GROUPS.
2. TAKE A LEADERSHIP ROLE IN ADDRESSING THE ISSUE OF JWENILE CRIME.
3. RE-SHAPE CORPORATE CULTURE TO MORE FULLY INCORPORATE CRITICAL EVALUATION AND ANALYSIS OF STATUS QUO. MOVE
TOWARD COST RECOVERY AND WHERE APPROPRIATE, DIVESTITURE.
DEPARTMENTAL GOALS
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
CORRESPONDENCE DRAFTED WITHIN 3 WORKING DAYS 0 2,400 2,400 2,500
UTILIZE COMPUTER TECHNOLOGY TO MAXIMIZE 0 100 100 160
COMMUNICATION
PROCLAMATIONS, SPECIAL RECOGNITIONS, AND 114 150 150 160
APPRECIATION CERTIFICATES
APPOINTMENTS AND TRAVEL ARRANGEMENTS SCHEDULED 2,091 2,200 2,200 2,400
ANSWER/RESPOND TO CITIZEN CALLS & VISITS 13,800 15,500 15,500 16,000
PROVIDE BACK-UP MATERIALS & SPEECHES 900 1,000 1,000 1,100
PICK-UP & DELIVER AGENDA BOOKS AND 3,650 4,000 4,000 4,200
MISCELLANEOUS ITEMS.
ATTEND MAYOR & COUNCIL MEETINGS 150 370 400 400
RESEARCH SPECIAL MAYOR & COUNCIL PROJECTS 12 14 18 20
ARRANGE JOINT GOVERNMENT & TML REGION Ill 4 4 4 4
MEETINGS.
40
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,-,
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,,...._
(": ,...
,-.,
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("' ,...
f""' ,,..,
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,-,. ,....
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f",
,....,
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,...,. ,...
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,-.-,
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(""'I
,-..
,,-...
EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
... ,II I IIMt-"
ASSISTANT TO THE CITY COUNCIL
ADMINISTRATIVE ASSISTANT
EXECUTIVE APPOINTMENT SECRETARY
ADMINISTRATIVE SECRETARY
CLERK TYPIST
OTHER EMPLOYEES:
MAYOR
CITY COUNCIL PERSON
TOTAL
ACTUAL
1994-95
$159,590
$18,135
$1,649
$84,637
$3,104
$0
$267,115
JOB
GRADE
312
307
409
407
402
001
002
41
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$173,606 $199,288 $209,305
$23,435 $15,100 $13,250
$360 $1,006 $24,243
$81,795 $103,356 $104,861
$11,258 $18,600 $0
$0 $0 $0
$290,454 $337,350 $351,659
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
1 1 1
1 2 2
1 0 0
1 1 1
6 6 6
12 12 12
CENTER
CITY MANAGER· 1113
MISSION
FUND
GENERAL
PROVIDE LEADERSHIP IN DEFINING AND FACILITATING IMPLEMENTATION OF COMMUNITY AND ORGANIZATIONAL GOALS AND
ADMINISTER THE POLICIES ESTABLISHED BY THE CITY COUNCIL, WITH A COMMITMENT TO EFFICIENT DELIVERY OF QUALITY
PRODUCTS AND SERVICES TO ALL CITIZENS. PROVIDE COORDINATED ADMINISTRATIVE SUPPORT TO COUNCIUMANAGEMENT AND
SERVE AS LIAISONS IN THE AREAS OF PUBLIC RELATIONS, CITIZEN RESPONSES AND CLARIFYING COUNCIL, AND MANAGEMENT
POLICIES AND GOALS.
GOALS/OBJECTIVES/SOURCE
1. IMPLEMENT AND ADMINISTER THE GOAJ.S AND POLICIES ESTABLISHED BY THE CITY COUNCIL
2. IMPLEMENT A METHOD TO INVESTIGATE INEFFICIENCIES THROUGHOUT THE ORGANIZATION.
3. INVESTIGATE METHODS TO FACILITATE COMMUNICATION WITHIN THE ORGANIZATION AND THROUGHOUT THE COMMUNITY.
4. SUPPORT AND ENSURE EMPLOYEE DEVELOPMENT.
5. CONTINUE TO DIVEST THE CITY OF PROGRAMS WHICH ARE DUPLICATED BY THE PRIVATE OR NON-PROFIT SECTORS.
6. ESTABLISH AND PROMOTE A POSITIVE WORKING RELATIONSHIP WITH BUSINESS LEADERS AND PROVIDE AN AVENUE FOR THE
ADVANCEMENT OF TECHNICAL TRAINING IN THE COMMUNITY.
7. STABILIZE RESERVES TO INSULATE AGAINST FLAT GROWTH RATE AND DWINDLING RESOURCES AT THE FEDERAL LEVEL.
CITY/DEPARTMENTAL GOALS
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
EVALUATE DEPARTMENTS BY UTILIZING COST RECOVERY 100% 100%
PLAN
EVALUATE SERVICES PROVIDED BY ELEVEN DIVISIONS 11 11
WITHIN THE ORGANIZATION
RECEIVE AND RESOLVE CITIZEN COMPLAINTS 140
PROVIDE ADMINISTRATIVE SUPPORT FOR CITY COUNCIL 20
PROVIDE ADMINISTRATIVE SUPPORT FOR MANAGEMENT 76
SERVES AS A LIAISON FOR CHARITABLE ORGANIZATIONS. 16
42
,-
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EXPENDITURE · ACTUAL ACTUAL REVISED APPROVED SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $591,290 $641,041 $586,647 $688,222
SUPPLIES $15,453 $10,071 $12,500 $11,250
MAINTENANCE $0 $116 $614 $29,519
OTHER CHARGES $106,052 $101,993 $102,242 $98,188
CAPITAL OUTLAY $22,686 $5,919 $9,700 $0
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $735,481 $759,140 $711,703 $827,179
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
1s;1111 11MF•
CITY MANAGER 1 1 1
FIRST ASSISTANT CITY MANAGER 1 1 1
ASSISTANT CITY MANAGER 2 2 1
CONTRACT ADMINISTRATOR 0 0 1
ASSISTANT TO THE CITY MANAGER 315 0 1 1
ADMINISTRATIVE ASSISTANT I 307 2 0 0
OFFICE SUPERVISOR 411 1 1 1
EXECUTIVE SECRETARY 409 2 2 2
SECRETARY RECEPTIONIST 405 1 1 1
.
OTHER EMPLOYEES:
TOTAL 10 9 9
i : ,-, 43
CENTER
CITY SECRETARY-1211
MISSION
TO ENSURE ORDER AND CONTINUITY IN THE MUNICIPAL LEGISLATIVE PROCESS THROUGH GUARDIANSHIP OF CITY COUNCIL
AGENDAS, MINUTES, RECORDS, ORDINANCE CODIFICATION, ADVISORY BOARD APPOINTMENTS, ELECTIONS, AND VARIOUS PERMITS.
GOALS/OBJECTIVES/SOURCE
1. ACHIEVE MAXIMUM USE OF EXISTING HARDWARE AND SOFTWARE THROUGH ADVANCED TRAINING ON LOTUS, DBASE V,
MICROSOFT WORD, AND HARVARD GRAPHICS. (SOURCE: STRATEGIC PLAN)
2. IMPROVE DOCUMENT RETRIEVAL BY UTILIZING SEARCH EXPRESS SOFTWARE EXCLUSIVELY FOR ALL DOCUMENT RESEARCH
REQUESTS, BY KEEPING DOCUMENT INDEXES UP TO DATE, AND BY UTILIZING ADVANCED SEARCH TECHNIQUES AS NEEDED.
(SOURCE: STRATEGIC PLAN)
3. COMPLETE IMPLEMENTATION AND TRAINING OF DEPARTMENTS ON RECORDS RETENTION AND DESTRUCTION METHODS.
(SOURCE: STRATEGIC PLAN)
4. DEVELOP RECORDS DISASTER PLAN,. (SOURCE: STRATEGIC PLAN)
5. MINIMIZE ELECTION COSTS WITHOUT DECREASING VOTER CONVENIENCE. (SOURCE: STRATEGIC PLAN)
6. REPLACE OBSOLETE ELECTION SUPPLIES AND EQUIPMENT. (SOURCE: STRATEGIC PLAN)
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
AGENDAS AND MINUTES OF CITY COUNCIL
SPECIAL MEETINGS, REGULAR MEETINGS,
AND WORK SESSIONS 89 71 84 81
ORIGINAL ORDINANCES AND RESOLUTIONS
PROCESSED 468 511 384 454
LIABILITY CLAIMS PROCESSED 242 272 280 265
MISCELLANEOUS PERMITS ISSUED 374 1,279 3,584 1,745
LEGAL NOTICES PUBLISHED 253 217 180 218
GENERAL AND SPECIAL ELECTIONS HELD 1 1 1 2
44 '
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,...,
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,...,
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,....
,,,.....
,....
,....
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,....
,....
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,....
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f""· ,.... ,.
(",
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,....
,..,
,...,
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,,....
,....
f",
f",
EXPENDITURE SUMMARY
,n -... , .. __ u ·-__ ,, .. , ___
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
·-·-.. -~= SUMMARY
tl~~dliPATIONA[~~',!· I.>
LIC-TAXI CAB PERMITS
Llc-cHARITABLE SOLICIT P
UC-PUBLIC RIGHT OF WAY
FEE-SALE OF ORDIN BOOKS
TOTAL
. -··-
SCHEDULE
1"111 I IIM .. '
CITY SECRETARY
ADMINISTRATIVE SECRETARY
INTERMEDIATE CLERK TYPIST
OTHER EMPLQYEES;
TOTAL
ACTUAL
1994-95
;i.11::,,.:,0::,
$7,970
$1,496
$80,347
$1,472
$0
$206,854
ACTUAL.
1994-95
t~:451
$1,669
$640
$1,820
$613
$16,168
JUl:J
GRADE
201
407
403
4S
ACTUAL REVISED APPROVED 1995-96 1996-97 1997-98
,;p1u014;.:/ il>l"+V,Vl::I.) 1111::,::,,1~4
$6,224 $10,100 $10,100
$71 $1,600 $18,425
$89,355 $89,533 $97,210
$13,677 $2,000 $8,000
$0 $0 $0
$217,754 $243,326 $288,859
,.. ...... --. Kt:Vll>CLI .ft .. ·:-:;~.cu
1995-96 1996-97 1997-98
l~:~~ t~:375 sftoob
$1,805 $1,200 $1,200
$570 $325 $500
$2,785 $2,000 $2,000
$859 $500 $8,000
$18,626 $14,700 $17,547
Av I UAL !"'..-. ----_...__ .... w,r'l:IJ
1995-96 1996-97 1997-98
1 1 1
2 3· 3
1 0 0
4 4 4
CENTER
CITY ATTORNEY -1311
MISSION
FUND
GENERAL
TO PROVIDE THE LEGAL SERVICES REQUIRED BY THE CITY OF LUBBOCK IN ALL OF ITS DIVERSE GOVERNMENTAL AND PROPRIETARY
OPERATIONS INCLUDING LEGAL COUNSEL, LEGAL DOCUMENT PREPARATION, AND LEGAL REPRESENTATION BEFORE ALL STATE AND
FEDERAL COURTS, BOARDS AND AGENCIES.
GOALS/OBJECTIVES/SOURCE
TO PROVIDE TIMELY AND ACCURATE LEGAL SERVICES TO THE CITY OF LUBBOCK TO INCLUDE PREPARATION OF LEGAL DOCUMENTS,
ADVICE, AND REPRESENTATION IN OFFICE PRACTICE AND LITIGATION.
1. INCREASE EFFICIENCY AND RESEARCH CAPABILITY THROUGH COMPUTER TECHNOLOGY UPGRADES IN ORDER TO
EXPEDITE RESEARCH IN SUPPORT OF LEGAL SERVICES.
2. IMPROVE INTERNAL LEGAL DEPARTMENT COMMUNICATIONS TO AVOID DUPLICATION OF SERVICES AND ENSURE
ACCURACY OF ADVICE.
3. EXPAND INTERNET CAPABILITIES TO REDUCE LIBRARY COSTS.
4. DEVELOP USER-FRIENDLY RECORD RETENTION AND STORAGE SYSTEMS TO ENSURE EASY RETRIEVAL OF DOCUMENTS IN
SUPPORT OF DOCUMENT PREPARATION AND THE DELIVERY OF LEGAL SERVICES.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
PROVIDE LEGAL ADVICE IN A TIMELY FASHION.
EFFECTIVELY USE INFORMATION TECHNOLOGY TO
ENHANCE ORGANIZATIONAL STRUCTURES AND CLIENT
SERVICE PROCESSES, AND ENHANCE QUALITY IN THE
DELIVERY OF LEGAL SERVICES.
LEVERAGE INNOVATIONS IN INFORMATION TECHNOLOGY
SUCH AS NETWORK COMMUNICATIONS, ELECTRONIC
LEGAL RESEARCH RESOURCES, AND DOCUMENT
ASSEMBLY SOFTWARE, TO DELIVER LEGAL ASSIS-
TANCE SERVICES MORE EFFECTIVELY AND EFFI-
CIENTI.Y.
DEVELOP SPECIALIZED EXPERTISE FOR OUR CLIENTS.
PROVIDE AND EXPAND TRAINING, EDUCATION AND
PROFESSIONAL GROWTH NEEDED FOR THE DEVELOP•
MENT OF PROFESSIONAL POTENTIAL.
PROVIDE CONTINUING LEGAL EDUCATION IN LEGAL
ASSISTANCE FOR ATTORNEYS.
ENHANCE THE OVERALL QUALITY OF LITIGATION.
IMAGING TECHNOLOGY WILL BE USED TO SAVE
DOCUMENT STORAGE COSTS AND SPEED INFORMA-
TION PROCESSING.
*CITY ATTORNEY'S OFFICE CURRENTLY IN TRANSITION.
PERFORMANCE MEASURES ARE BEING REVIEWED.
46
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,--. ,....
f'"''\
,-,...
,..... ,...
,..... ,...
,....
,-
,..... ,...
,...,
,.....
,,...,
,-
,-.
,...., ,.., ,..,
f"'i ,....
r"' ,...
,-
,-
,....
,....,
,....
,-,. ,..
,...,
f'"'·
f"'\ ,-
r,' ,...
r-
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EXPENDITURE j
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES ,
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
&;;I II I I •n:11-•
CITY ATTORNEY
FIRST ASSISTANT CITY ATTORNEY
SUPERVISING ATTORNEY/OFFICE PRACTICE
SUPERVISING ATTORNEY/TRIAL SECTION
ATTORNEY Ill (FUNDED BY LP&L,S,WASTE,WATER,SEWER)
ATTORNEY II (1 FUNDED 50% BY SELF-INS. FUND)
ATTORNEY I (1 FUNDED BY CDBG)
LEGAL ASSISTANT
LEGAL SECRETARY Ill
LEGAL SECRETARY II
LEGAL SECRETARY I
SENIOR CLERK TYPIST
OTHER EMPLOYEES:
LAW CLERKS (7@ PART-TIME/1 FUNDED BY CODES ENF.)
TOTAL
t ACTUAL
1994-95
$707,800
$14,122
$63
$74,149
· $50,206
$0
$846,340
JOB
GRADE
316
312
310
410
409
407
405
404
806
47
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$855,582 $969,886 $1,116,845
$17,309 $19,700 $22,000
$739 $500 $43,799
$90,021 $98,111 $102,747
$48,476 $48,835 $43,185
$0 $0 $0
$1,012,127 $1,137,032 $1,328,576
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
1 1 1
1 1 1
0 1 1
3 6 6
3 2 2
1 1 1
1 1 1
2 3 3
1 1 0
1 1 1
6 7 7
22 27 26
CENTER
MICROFILM • 2221
MISSION
TO PROVIDE ACCESSIBLE ARCHIVAL STORAGE OF OFFICIAL CITY RECORDS.
GOALS/OBJECTIVES/SOURCE
1. DETERMINE THAT DOCUMENTS REQUIRING MICROFILMING ARE BEING MICROFILMED THROUGH THE RECORDS RETENTION
PROGRAM BEING IMPLEMENTED. (SOURCE: 1996-97 BUDGET)
2. ENSURE TIMELY FILMING OF CURRENT-USE DOCUMENTS AND PROMPT RETURN TO ORIGINATING DEPARTMENTS. (SOURCE:
1996-97 BUDGET)
3. ASSIST USER DEPARTMENTS WITH RETRIEVAL OF INFORMATION. (SOURCE: 1996-97 BUDGET)
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
DOCUMENTS FILMED (IN THOUSANDS} 329 719 540 529
MICROFICHE JACKETS PRODUCED/UPDATED
(IN THOUSANDS} 7.1 8.7 16.B 10.9
RETAKES PER REEL 0% 0.003% 0.002% 0.002%
RECORDS FILMED AS SCHEDULED 100% 100% 100% 100%
UPDATED MICROFICHE COMPLETED
WITHIN 14DAYS 100% 100% 100% 100%
48
,,,...
.-
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EXPENDITURE ' I ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $29,270 $46,249 $49,217 $45,920
SUPPLIES $4,529 $4,025 $6,500 $6,500
MAINTENANCE $130 $2,061 $2,000 $10,273
OTHER CHARGES $676 $517 $794 $842
CAPITAL OUTLAY $3,600 $0 $3,500 $0
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $38,205 $52,852 $62,011 $63,535
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
FUI I IIM ...
CLERK 401 2 2 2
OTHER EMPLOYEES:
TOTAL 2 2 2
49
CENTER
INTERNAL AUDIT • 3111
MISSION
FUND
GENERAL
THE MISSION OF THE INTERNAL AUDIT STAFF IS TO ENSURE THAT PUBLIC ASSETS ARE SAFEGUARDED THROUGH THE CONSISTENT
APPLICATION OF GENERALLY ACCEPTED AUDITING PRINCIPALS, INTERNAL CONTROLS, COMPLIANCE WITH LAWS, REGULATIONS AND
MANAGEMENT POLICIES. AND, TO SUPPORT THE CITY'S DEPARTMENTS IN EFFICIENTLY AND EFFECTIVELY MANAGING THE CITY'S
ASSETS.
GOALS/OBJECTIVES/SOURCE
1. PERFORM SUFFICIENT AUDITS OF A VARIETY OF CITY OPERATIONS TO PROVIDE ASSURANCES THAT INTERNAL CONTROLS ARE
ADEQUATE, OPERATIONS ARE EFFICIENT, CONTRACTUAL OBLIGATIONS ARE SATISFIED, LEGAL REQUIREMENTS ARE MET AND
ASSETS ARE SAFEGUARDED .
. 2. PROVIDE CASH HANDLING AND RELATED TRAINING TO THE CITY'S DEPARTMENTS AS THE OPPORTUNITIES PRESENT THEMSELVES
IN AN EFFORT TO BETTER SAFEGUARD ASSETS AND IMPROVE THE UNDERSTANDING OF INTERNAL CONTROL PROCESSES.
3. DEVELOP THE ANNUAL AND FIVE-YEAR AUDIT PROGRAM BASED UPON A RISK ASSESSMENT OF THE ORGANIZATION,
4. SUPPORT THE CITY MANAGEMENT TEAM IN REACHING SHORT-TERM AND LONG-TERM OBJECTIVES.
5. PROVIDE EXCELLENT CUSTOMER SERVICE TO BOTH INTERNAL AND EXTERNAL CUSTOMERS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
NEW EDP SYSTEMS AUDITS (HOURS) 1,800 500 200 80
MANAGEMENT REQUESTS AND OTHER AUDITS 700 1,100 1,100 1,200
GENERAL FUNCTIONS AND ADMINISTRATION 660 660 660 640
FINANCIAL AUDITS 500 500 650 650
CONTRACT AUDITS 200 750 850 850
INTERNAL CONTROL AUDITS 200 -300 300 300
GRANT AUDITS 100 200 400 440
so
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98 -~ ,IIOU,f.:>U ,110;.:,ou1 ~IU.:>,-"O.:> ~..-n,w::i ,. -· ..
SUPPLIES $853 $649 $760 $1,160
MAINTENANCE $0 $0 $0 $6,518
OTHER CHARGES $9,984 $10,224 $11,596 $12,508
CAPITAL OUTLAY $0 $0 $0 $0
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $91,567 $93,374 $115,609 $131,791
, .. _._,JUI: .A.vfUAL Al...fUAL Kl:.Yl;:)C:U Af'rn.vvc:u
SUMMARY 1994-95 1995-96 1996-97 1997-98
I IN I •IN 1 _ V_fl! BANK /o\1..,1.., I L(.;A .111.:)1,!j~U it,400
$132,6~1 $126,6~~ REF-INDIRECT COST RECOVE $140,444 $106,340
TOTAL $172,341 $113,798 $132,891 $126,637
. -··-JUtJ AC"fUAL KCVl.:il:.U r> ~-. ---
SCHEDULE GRADE 1995-96 1996-97 1997-98
, ... '"--·
INTERNAL AUDITOR 312 1 1 1
SENIOR AUDITOR 310 1 1 1
ADMINISTRATIVE SECRETARY 407 0 1 1
(SHARED POSITION)
OTHER EMPLQYEES:
TOTAL· 2 3 3
51
CENTER
MUNICIPAL COURT -3211
MISSION
IT IS THE RESPONSIBILITY OF THIS DEPARTMENT TO BRING TO A SATISFACTORY CONCLUSION A LEGAL PROCESS THAT BEGINS WITH
THE ENACTMENT OF STATE LAWS AND CITY ORDINANCES, CONTINUES WITH THE FILING OF CHARGES BY THE CITY'S LAW AND
CODES ENFORCEMENT PERSONNEL AND CONCLUDES WHEN THE CHARGES ARE DISPOSED OF BY EITHER THE PAYMENT OF A FINE
OR THE DISMISSAL OF THE CHARGES.
GOALS/OBJECTIVES/SOURCE
1. COMPUTERIZE TELEPHONE ANSWERING SYSTEM FOR THE COURT.
2. IMPLEMENT PROCEDURES FOR THE FORFEITURE OF NON CASH BONDS.
3. IMPLEMENT PLANS TO EXPAND COURT SERVICES BY ASSIGNING A COURT CLERK TO WORK AT THE POLICE DESK DURING
HOURS THAT THE COURT IS NOT OPEN.
4. INSTALL AN AUDIO SYSTEM TO RECORD ALL COURT PROCEEDINGS.
5. IMPROVE COURT SECURITY BY THE INSTALLATION OF CAMERAS AND A VISUAL RECORDING SYSTEM.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
CASES FILED 113,799 134,316 142,000 142,000
CASES CLEARED 91,392 107,859 120,000 120,000
JURY TRIALS HELO 26 53 50 50
NON JURY TRIALS HELO 10 48 120 120
WARRANTS ISSUED 16,339 19,382 . 20,000 20,000
WARRANTS CLEARED 15,273 18,634 19,000 19,000
TEEN COURT TRIALS 815 814 820 820
GROSS REVENUE 3.4 4.4 4.5 4.5
NON PARKING VIOLATIONS CLEARED .88% .78% .89% .89%
PARKING VIOLATIONS CLEARED .72% .84% .84% .84%
TOTAL VIOLATIONS CLEARED .80% .80% .85% .85%
WARRANTS CLEARED .93% .96% .95% .95%
52
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED SUMMARY 1994-95 1995-96 1996-97 1997-98 ,_
~::>4/,n,i ~l,UJ't lt0-lV,.1v.. ;t,1.1.:1, l I l -··--... ,._ .
SUPPLIES $24,841 $25,917 $33,511 $34,208
MAINTENANCE $4,908 $10,858 $6,474 $48,584
OTHER CHARGES $131,198 $160,223 $169,792 $177,226
CAPITAL OUTLAY $8,792 $4,134 $4,600 $19,300
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $717,530 $758,236 $844,881 $1,038,469
,_._, ACfUAL AC-fUAL ru:;v1.:icu ·-, ,._.'CU
SUMMARY 1994-95 1995-96 1996-97 1997-98
ree-cos'r'o"t= ~~i'r $97050 $11ms $160452 $tr~~
FEE-CITATION DISMISSAL $162334 $210449 $207504 $207504
FINE-MUNI CRT FINES/BOND $1729874 $2759423 $3450000 $3370000
ADJUDICATION FEE $558780 $328460 $0 $0
SECURITY FEE MUNICIPAL COURT $0 $0 $0 $40000
TOTAL $2575038 $3429750 $3851956 $3811956
DI.D...,n1UPJ,:;a1 .iua AvlUAL ..,..a;;;vl;:)CU A ... --,_ ·-· ------
SCHEDULE GRADE 1995-96 1996-97 1997-98
iFIIII IIM ...
MUNICIPAL COURT PRESIDING JUDG 1 1 1
MUNICIPAL COURT ADMINISTRATOR 311 1 1 1
TEEN COURT ADMINISTRATOR 307 1 1 1
CITY MARSHAL 411 1 1 1
DEPUTY CITY MARSHAL 409 1 1 1
LEGAL SECRETARY II 407 2 2 2
SENIOR DATA ENTRY OPERATOR 407 0 0 0
SECRETARY 405 2 2 2
SENIOR CASHIER 405 1 1 1
DATA ENTRY OPERATOR(S) 405 4 7 7
CASHIER 403 4 4 4
CLERK TYPIST 402 0 0 0
OTHER EMPLOYEES:
TOTAL 18 21 21
53
CENTER
PUBLIC INFORMATION -2411
MISSION
THE PUBLIC INFORMATION DEPARTMENT STRIVES TO DEVELOP EFFECTIVE COMMUNICATIONS STRATEGIES THAT WILL INFORM THE
PUBLIC OF CITY GOVERNMENT ACTIVITIES THROUGH MEDIA AND BY DIRECT CONTACT WITH CITY MANAGEMENT THROUGH PUBLIC
FORUMS; KEEP ELECTED OFFICIALS UPDATED REGARDING ISSUES THAT AFFECT BOTH CITY GOVERNMENT AND CITIZENRY; TRAIN
CITY EMPLOYEES TO ACHIEVE THE HIGHEST QUALITY PUBLIC PRESENTATION SKILLS; AND TO IMPLEMENT STRATEGIES TO MEASURE
CUSTOMER SATISFACTION.
GOALS/OBJECTIVES/SOURCE
1. DEVELOP AND IMPLEMENT COMPREHENSIVE COMMUNICATIONS STRATEGIES THAT WILL PROMOTE A POSITIVE IMAGE TO THE
PUBLIC BY ASSISTING DIRECTORS WITH SPOKEN AND VISUAL PRESENTATION SKILLS, IMPROVING WORKING RELATIONSHIP WITH
MEDIA, AND BY EFFECTIVE ISSUES MANAGEMENT. (STRATEGIC PLAN)
2. PROMOTE COMMUNICATION OF COUNCIL AND MANAGEMENT GOALS TO EMPLOYEES AT ALL LEVELS BY MAXIMIZING EXISTING
COMMUNICATIONS (THE EMPLOYEE NEWSLETTER AND E-MAIL), WHILE EXPLORING OTHER METHODS OF COMMUNICATION TO
INSURE THAT EMPLOYEES AT ALL CITY LOCATIONS ARE BEING REACHED. (SIP)
3. IDENTIFY COST RECOVERY ACTIVITIES AND REVENUE ENHANCEMENT POSSIBILITIES. (MANAGEMENT DIRECTIVE)
4. PROVIDE THE MEANS FOR ORGANIZATIONAL STAFF DEVELOPMENT WITH A SERIES OF TRAINING PROGRAMS IN GRAPHICS
PRESENTATION, SPEAKING SKILLS, WRITING SKILLS AND MEDIA TRAINING. (M/D)
5. INCREASE OUR CHANNEL 6 PROGRAMMING SCHEDULE BY 25% BY EXPANDING BOARD AND COMMISSION TAPINGS •
(DEPARTMENTAL GOAL)
6. CONDUCT FOUR MAJOR PUBLIC AWARENESS CAMPAIGNS TO RUN FOR THREE MONTHS EACH. (DIG)
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
VIDEO PRESENTATIONS 0 102 100 100
VIDEO TRANSFERS 75 100 200 200
PROGRAMMING HOURS 1,200 1,200 3,600 3,600
VIDEO FEATURES 175 175 175 175
NEWS RELEASES 250 250 275 275
SLIDE PRESENTATIONS 900 1,128 750 750
COMPUTER GRAPHIC DESIGNS 75 88 100 100
NEWS CLIPPINGS 1,200 2,276 2,250 2,250
EMPLOYEE NEWSLETTER (PAGES) 156 168 168 168
STILL PHOTOGRAPHY 96 238 200 200
CITIZEN COMPLAINT RESOLUTIONS 0 0 32 32
COST SAVINGS 0 0 0 0
PSAS 0 0 24 24
RADIO AND TV APPEARANCES 0 0 98 98
ISSUES MANAGEMENT 0 0 26 26
MEDIA RELATIONS ISSUES 0 0 6 6
ORGANIZATIONAL DEVELOPMENT/MEDIA CLASSES 0 0 18 18
ORGANIZATIONAL INITIATIVES 0 0 4 4
NEWS CONFERENCES 0 0 18 18
PUBLICITY CAMPAIGNS 0 0 4 4
SPECIAL PROJECTS 0 0 54 54
WRITING PROJECTS 0 0 32 32
INTERNAL COMMUNICATIONS 0 0 10 10
54
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EXPENDITURE £ ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $167,885 $202,568 $234,086 $344,229
SUPPLIES $22,207 $14,289 $12,624 $12,578
MAINTENANCE $2,874 $2,491 $5,100 $19,223
OTHER CHARGES $30,125 $36,365 $69,349 $68,344
CAPITAL OUTLAY $15,868 $0 $0 $6,000
REIMBURSEMENTS $0 -$120 $0 $0
TOTAL $238,979 $255,593 $321,159 $450,374
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
I ~I II I •nn-•
CORPORATE COMMUNICATIONS MANAGER 313 1 1 1
PUBLIC INFORMATION COORDINATOR 310 1 1 2
GRANTS ADMINISTRATOR 309 0 0 1
PUBLIC INFORMATION SPECIALIST 306 2 2 2
SECRETARY 405 1 1 1
SWITCHBOARD OPERATORS* 404 0 0 2
*PAID FOR OUT OF INTERNAL SERVICEFUND
OTHER EMPLOYEES:
INTERNS (PART TIME) 804 0 2 2
TOTAL 5 7 11
ss
CENTER
GENERAL MULTIPUPROSE -1115
MISSION
GOALS/OBJECTIVES/SOURCE
ACTIVITY/QUALITY/PERFORMANCE ACTUAL
MEASURES 1994-95
56
ACTUAL REVISED
1995-96 1996-97
APPROVED
1997-98
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAi. OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
_, .. , ·--·
OTHER EMPLOYEES:
PARTTIME ADMINISTRATIVE INTERN
TOTAL
ACTUAL
1994-95
$109,160
$647
$0
$1,004,916
$2,099
$0
$1,116,822
JOB
GRADE
806
57
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$134,018 $100,450 $104,753
$1,452 $3,000 $6,800
$0 $0 $0
$1,027,776 $1,532,556 $1,624,396
$9,150 $8,210 $0
$0 $0 $0
$1,172,396 $1,644,216 $1,735,949
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
4 4 4
4 4 4
1 -) ) 1 ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) .) J ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) )
FINANCIAL SERVICES
GENERAL FUND DEPARTMENTS
Boards
&
Commissions
I
Budget
and
Research
City Council
City Manager
Financial
Services
I
Finance
I
I I Accounting I I Purchasing I
58
CENTER
BUDGET AND RESEARCH -2111
MISSION
TO COORDINATE, MONITOR AND ASSIST IN THE DEVELOPMENT OF CITY BUDGETS FOR THE EFFICIENT USE OF RESOURCES AND TO
SUPPORT MANAGEMENT BY PROVIDING A GLOBAL PERSPECTIVE ON CITY OPERATIONS THROUGH RESEARCH, ANALYSIS AND
EVALUATION.
GOALS/OBJECTIVES/SOURCE
1. DEVELOP AND EVALUATE DEPARTMENT PERFORMANCE MEASURES (STRATEGIC PLAN ,GOAL 5).
2. IMPLEMENT A FIVE YEAR FINANCIAL FORECAST FOR ALL MAJOR CITY FUNDS (STRATEGIC PLAN ,GOAL 6)
3. CONTINUE TO FULLY DEVELOP AND MAXIMIZE THE USE OF JD EDWARDS FINANCIAL APPLICATIONS SYSTEM (STRATEGIC PLAN,
GOAL2)
4. ASSIST IN DEVELOPING RATE MODELS FOR CERTAIN CITY FUNDS; MAINTAIN AND UPDATE RATE MODELS BASED ON CHANGES IN
ANNUAL OPERATING AND CAPITAL PROJECT BUDGETS (STRATEGIC, GOAL 6)
5. MONITOR AND UPDATE CITY-WIDE COST RECOVERY EFFORTS (STRATEGIC PLAN, GOAL 3)
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
GFOA BUDGET AWARD RECEIVED 10 11 12 13
INTERNAL TRAINING SESSIONS/PRESENTATIONS 18 35 18
FAVORABLE RESPONSE AS MEASURES BY CUSTOMER
SATISFACTION SURVEY (TARGET OF 80%) 80%
DIVISIONS PARTICIPATING IN ICMA PERFORMANCE 12
BENCHMARKING CONSORTIUM
59
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EXPENDITURE ACTUAL
SUMMARY 1994-95
PERSONAL SERVICES $163,040
SUPPLIES $16,112
MAINTENANCE $0
OTHER CHARGES $26,264
CAPITAL OUTLAY $6,594
REIMBURSEMENTS $0
TOTAL $212,010
PERSONNEL JOB
SCHEDULE GRADE
... Ill I 1•n.n-•
MANAGING DIRECTOR, FINANCIAL SERVICES
BUDGET & RESEARCH MANAGER 313
SENIOR BUDGET ANALYST 310
BUDGET ANALYST 307
ADMINISTRATIVE SECRETARY 407
SECRETARY 405
OTHER EMPLOYEES:
ADMINISTRATIVE INTERN 806
TOTAL
60
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$249,082 $298,431 $309,633
$27,737 $19,400 $22,534
$0 $0 $11,661
$45,168 $46,472 $42,512
$20,667 $4,267 $0
$0 $0 $0
$342,654 $368,570 $386,340
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
0 1 1
3 2 2
0 1 1
1 1 1
1 1 1
7 8 8
CENTER
ACCOUNTING -3311
MISSION
FUND
GENERAL
TO DELNER QUALITY, COST-EFFECTIVE SUPPORT TO FACILITATE DEPARTMENTS THAT PROVIDE SERVICES TO CITIZEN§.
GOALS/OBJECTNES/SOURCE
1. PROVIDE "WORLD-CLASS" QUALITY SERVICE (STRATEGIC PLAN)
• MEASURE SERVICES AGAINST SIMILAR ENTITIES
• MEASURE SERVICES AGAINST FORTUNE 500 COMPANIES
• MONITOR NEW TRENDS IN THE MARKET AND IMPLEMENT WHEN APPROPRIATE
• SURVEY CUSTOMERS REGULARLY
2. MAXIMIZE THE AVAILABLE RESOURCES OF THE FINANCIAL SYSTEM (STRATEGIC PLAN)
• SIMPLIFY AND ENHANCE THE PAYMENT PROCESS
• PAY VENDORS ACCURATELY AND TIMELY
• INCREASE EARLY PAYMENT DISCOUNTS
* IMPLEMENT TECHNOLOGY PLAN TO AUTOMATE FUNCTIONS SUCH AS PAYMENTS, DATA ENTRY, REPORTS, ETC.
3. DEVELOP AND FOSTER TEAMWORK (ORGANIZATIONAL ASSESSMENT)
• COMMUNICATE EACH PERSON'S ROLE
• PROVIDE TRAINING, EQUIPMENT, ENVIRONMENT, ETC. TO ENABLE EACH PERSON TO MAXIMIZE PERFORMANCE IN THEIR ROLE
* PUBLICIZE ACCOUNTING'S ACCOMPLISHMENTS TO THE ORGANIZATION
• ESTABLISH INCENTIVE PROGRAM BASED ON THE ATTAINMENT OF A COMMON GOAL
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
CAFR PRESENTED BY 2ND COUNCIL MEETING IN JANUARY 100% 100% 100% 100%
GFOA CERTIFICATE OF EXCELLENCE FOR CAFR-NUMBER OF
YEARS RECEIVED 12 13 14 15
MONTH-END CLOSES COMPLETED WITHIN 10 WORKING DAYS 100% 100%
INTERIM FINANCIAL REPORTS COMPLETED FOR REVIEW
WITHIN 5 DAYS OF CLOSING 100% 100%
BANK STATEMENTS RECONCILED WITHIN 45 DAYS 100%
AVAILABLE VENDOR DISCOUNTS TAKEN 98% 98%
INVOICES PAID WITHIN TERMS 100% 100%
INVESTMENT RATE OF RETURN AT OR ABOVE CMT 100% 100%
AVAILABLE FUNDS INVESTED 98% 100%
TIME DEBT PER CAPITA LESS THAN MOODY'S MEDIAN 100%
CONSOLIDATED PORTFOLIO BALANCE $100M
BOND PORTFOLIO BALANCE $40M
DOLLAR VALUE OF DISCOUNTS TAKEN 64,296 61,296 62,500 60,000
.
61
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED SUMMARY 1994-95 1995-96 1996-97 1997-98 -· --·-.:>Cl'\VlvCl) ... ..,,,.,,11 -..::o, l ftl ill=, l 10 ;i>Of I ,..::<tt1
SUPPLIES $17,228 $20,626 $19,127 $23,000
MAINTENANCE $0 $256 $250 $19,527
OTHER CHARGES $202,316 $205,948 $212,053 $227,290
CAPITAL OUTLAY $1,074 $12,929 $24,400 $0
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $672,944 $667,938 $764,946 $847,066
n .. Jl:NUI: ACfUAL AC'f\JAL •-v1.:,cu .......•• .-rt:u
SUMMARY 1994-95 1995-96 1996-97 1997-98
..!Al,l,I ""' •I FEE-RETURNED CHECKS ia:430 ,647 $7~f'o8 ,a:soo !0:000
INT-INTEREST ON INVESTME $1,883,986 $1,873,788 $1,831,000 $908,900
DEPT CITIZEN DONATIONS $3,353 $0 $3,000 $0
PROPERTY DAMAGE CLAIMS 7510 $192,323 $1;1.79 $135,000 $180,000
TOTAL $2,089,739 $1,883,302 $1,779,600 $1,100,900
. JUl:l ACfUAL ,,. .. ,.1::icu ~• •• ,_.,rcu
SCHEDULE GRADE 1995-96 1996-97 1997-98
I-I II I I •IVI-•
ANANCE MANAGER 316 1 1 1
CHIEF ACCOUNTANT 314 1 1 1
SENIOR ACCOUNTANT 310 2 2 2
ASSISTANT TREASURER 309 1 1 1
STAFF ACCOUNTANT 307 2 3 3
SENIOR BOOKKEEPER 409 1 1 1
BOOKKEEPER 407 2 2 2
SENIOR ACCOUNT CLERK 405 3 4 4
OTHER EMPLOYEES:
TOTAL 13 15 15
62
CENTER
PURCHASING -3511
MISSION
FUD
GENERAL
TO MINIMIZE SHORT & LONG TERM COSTS OF GOODS AND/OR SERVICES THROUGH PROCUREMENT, MONITORING AND MANAGEMENT
OF CITY RESOURCES
GOALS/OBJECTIVES/SOURCE
1. ENSURE A HIGH LEVEL OF CUSTOMER SERVICE WITH ALL CITY DEPARTMENTS AND THE PUBLIC. (STRATEGIC PLAN/CUSTOMER
SERVICE SURVEY)
2. PROVIDE ADDITIONAL INSTRUCTION TO DEPARTMENTS ON THE JD EDWARDS FINANCIAL SYSTEM. (STRATEGIC PLAN)
3. CONTINUE TO PROMOTE THE LEVEL OF PARTICIPATION OF DBEIMBE/WBE AND LOCAL BUSINESS IN THE BID PROCESS.(STRATEGIC
PLAN/COMMUNITY GOAL) .
4. INCREASE THE PRODUCTIVITY LEVEL OF THE PURCHASING DEPARTMENT STAFF THROUGH TRAINING SESSIONS FOR INCREASED
KNOWLEDGE OF THE JD EDWARDS SYSTEM UPGRADES. (STRATEGIC PLAN)
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995.-96 1996-97 1997-98
PURCHASE ORDERS PROCESSED 9,900 14,200 16,500 17,300
PO LINES PROCESSED 58,800 60,500 62,000 64,100
BIDS PREPARED FOR CITY COUNCIL 185 167 190 165
PAYMENT AUTHORIZATION PROCESSED DAILY 98 98 99 100
REQUISITION PROCESS TIME IN DAYS 1 1 1 1
TOTAL DOLLARS EXPENDED IN MILLIONS 36 36 37.5 39.8
DOLLARS TO LUBBOCK VENDORS IN MILLIONS 24 24.5 24.8 25.7
DOLLARS TO DBE FIRMS IN MILLIONS 4.5 4.5 4.6 4.6
EXPAND/ESTABLISH NEW VENDORS YEARLY 120 140 150 150
PROCESS FAX/PHONE BIDS YEARLY 450 800 1,100 1560
IMPROVEMENT IN THE LEVEL OF SERVICE BASED ON
SURVEY 63% 65%
QUALITY OF GOODS/COMMODITIES ABOVE AVERAGE
BASED ON SURVEY 46% 50%
63
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SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
,,_ ~-·-~ ·--SUMMARY
mE:oF eQuiPr!.'rNt'~W6t
TOTAL
--·--~~-----
SCHEDULE
-••• I 1•--•
PURCHASING MANAGER
SENIOR BUYER
BUYER
ADMINISTRATIVE SECRETARY
SECRETARY
SENIOR CLERK TYPIST
OTHER EMPLQYEES:
TOTAL
ACTUAL
1994-95
;p, 10,.::.::,
$9,280
$1,035
$59,524
$12,341
$0
$298,402
A\.,IUAI..
1994-95
$1:J:~~
$141,613
.. vo
GRADE
313
309
306
407
405
404
64
ACTUAL REVISED APPROVED 1995-96 1996-97 1997-98 .~.,..,,uu, ~'tO,.::.::l:1 ;p,0.,,0't.,
$14,795 $10,417 $10,441
$2,735 $917 $14,173
$56,263 $68,367 $72,422
$6,116 $800 $8,968
$0 $0 $0
$314,916 $326,730 $369,647
AwiUAL ··-··---..,. "'-•'-"' 1995-96 1996-97 1997-98
$147~435 $140~ $100,000
$148,354 $140,350 $100,350
AC1UAL "-••~cu , ··-.. , _____
1995-96 1996-97 1997-98
1 1 1
1 1 1
2 2 2
1 1 1
1 1 1
1 1 1
7 7 7
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HEAL TH & COMMUNITY SERVICES
GENERAL FUND DEPARTMENTS
I
Health/Lab
Services
Boards
&
Commissions
I
City Council
City Manager
Health &
Community
Services
I
Animal
Control
Environmental
Inspection
:65
I
Building
Inspection
CENTER
HEAL TH -PERSONAL SERVICES • 5415
MISSION
TO (1) PREVENT EPIDEMICS AND THE SPREAD OF DISEASE, (2) EDUCATE AND EMPOWER PEOPLE TO ADOPT HEALTHY BEHAVIORS, (3)
ASSURE QUALITY AND ACCESSIBILITY OF HEALTH SERVICES, AND (4) DEVELOP NEW INSIGHTS AND INNOVATIVE SOLUTIONS TO
HEAL TH PROBLEMS.
GOALS/OBJECTIVES/SOURCE
1. DESIGN AND IMPLEMENT SOFTWARE-BASED, COMMUNITY-WIDE TRACKING SYSTEM, BASED ON NATIONALLY-RECOGNIZED HEALTH
INDICES. (MANAGEMENT TEAM ISSUE #3; DIVISION STRATEGIC GOAL #1, #3, #4)
2. SEEK OUT ALTERNATIVE FUNDING SOURCES FOR POTENTIAL FEDERAL OR STATE REDUCTIONS/PHASE OUTS (MANAGEMENT
TEAM STRATEGY #5)
3. IMPROVE EFFICIENCY AND QUALITY OF SERVICES (MANAGEMENT TEAM STRATEGY #5, DIVISION STRATEGIC GOAL #1)
• IMPLEMENT DIAL-IN IMMUNIZATION INFORMATION TECHNOLOGY AND UPGRADE EPIDEMIOLOGICAL SOFTWARE
• CONDUCT Bl-ANNUAL CUSTOMER SATISFACTION SURVEYS
• PROVIDE ADEQUATE COMPUTER TRAINING FOR EMPLOYEES (MANAGEMENT STRATEGY #4)
4. EMPHASIZE THE CORE PUBLIC HEALTH MISSION (DIVISION STRATEGIC GOAL #3)
• CONTINUED EMPHASIS ON EDUCATION, EPIDEMIOLOGY AND SURVEILLANCE (DIVISION STRATEGIC OBJECTIVE 3.1)
• NETWORK WITH OTHER HEAL TH CARE PROVIDERS AND HEAL TH EDUCATORS TO PROMOTE PREVENTIVE HEAL TH (DIVISION
STRATEGIC OBJECTIVE 3.2)
• EVALUATE EFFECTIVENESS OF COMMUNICABLE DISEASE REPORTING FROM HEALTH AND MEDICAL GROUPS.
5. MONITOR AVAILABILITY OF INDIVIDUALLY-BASED CLINICAL SERVICES (STRATEGIC GOAL #4)
• REPORT LEVELS OF CARE, LACK OF CARE TO BOARD OF HEAL TH ANO CITY COUNCIL
• IMPROVE SERVICES THROUGH EXPANDED MUL Tl-USE OF EXISTING COMMUNITY ANO SENIOR CITIZEN CENTERS (DIVISION
STRATEGIC PLAN #6)
• EVALUATE PLAN TO HOLD HEALTH-RELATED ACTIVITIES IN THESE CENTERS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
SURVEILLANCE:
DISEASES REPORTED NIA 620 1,908 2,200
COMMUNICABLE DISEASE INVESTIGATIONS NIA 277 396 447
REPORTED DISEASES MEETING CASE DEFINITION NIA 25% 25% 25%
HEAL TH EDUCATION/HEAL TH PROMOTION:
PERSONS SCREENED FOR HYPERTENSION NIA N/A 1,300 1,500
WHO RECEIVED FOLLOW-UP FOR ABNORMAL RESULTS NIA NIA 90% 90%
WOMEN WHO RECEIVE INFORMATION ON BREAST CANCER NIA NIA 2,500 2,500
WHO RECEIVE TARGETED INFO RE: EARLY INTERVENTION NIA NIA 10% 12%
PRESONS ATTENDING ED. EVENTS IN CDBG NEIGHBORHOODS NIA NIA 12,180 12,250
REFERRALS COMPLETED NIA NIA 25% 25%
PERSONS RECEIVING ED RE: TABACCO AWARENESS NIA NIA 850 950
RECEIVING TARGETED INFO RE: TABACCO CESS INFO NIA NIA 5% 5%
PREVENTION:
HEAL TH DEPARTMENT PREVENTION EVENTS 1,126 470 470 500
CLIENTS ENCOUNTERS 35,741 15,000 15,000 18,000
LBB CHILDREN W/IMMS.COMPLIANCE BY AGE 2 YEARS 46% 65% 72% 72%
(BENCHMARK: STATE OF TX RATE FOR 2 YEARS) 55 60 70 71
HIV CLIENTS RECEIVING POST-TEST COUNSELING NIA NIA NIA 80%
(BENCHMARK: STATE OF TX RATE) 70 70 70 70
66
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
: Flll I I •Mt-•
GENERAL FUND:
SUPERVISING NURSE
HEALTH EDUCATION COORDINATOR
DISEASE INTERVENTION SPECIALIS
PUBLIC HEAL TH NURSE
HEAL TH EDUCATOR
LICENSE VOCATIONAL NURSE
HEALTH AIDE Ill
SENIOR CLERK TYPIST
INTERMEDIATE CLERK TYPIST
TOH GRANT:
PUBLIC HEAL TH NURSE
HIV SURVEILLANCE
HIV COUNSELOR
LICENSE VOCATIONAL NURSE
HEAL TH AIDE 111/DATAENTRY OPERA TOR
SECRETARY
HEALTH AIDE II
INTERMEDIATE CLERK TYPIST
TlnEV:
PUBLIC HEAL TH NURSE
DATA ENTRY OPERATOR
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$500,604
$63,100
$3,191
$64,787
$0
$0
$651,682
JOB
GRADE
309
308
308
307
306
407
405
404
403
307
307
307
407
405
405
404
403
307
405
67
ACTUAL REVISED APPROVED
1995-86 1996-87 1997-98
$405,567 $480,503 $557,203
$23,795 $19,859 $22,181
$2,973 $1,164 $1,362
$110,848 $141,346 $149,781
$0 $0 $0
$0 -$27,000 -$54,470
$543,183 $615,872 $676,057
ACTUAL REVISED APPROVED
1995-96 1996-87 1997-88
2 2 2
1 1 1
1 1 1
4 2 3
1 3 3
2 2 0
1 0 0
1 1 1
1 1 2
4 3 2
1 1 1
1 1 1
0 0 2
1 1 1
1 1 1
2 0 0
0 1 0
0 1 1
0 1 1
24 23 23
CENTER
HEALTH-LAB SERVICES-5417
MISSION
FUND
GENERAL
TO (1) PREVENT EPIDEMICS ANO THE SPREAD OF DISEASE, (2) EDUCATE ANO EMPOWER PEOPLE TO ADOPT HEAL THY BEHAVIORS,
(3) ASSURE QUALITY AND ACCESSIBILITY OF HEALTH SERVICES, ANO (4) DEVELOP NEW INSIGHTS ANO INNOVATIVE SOLUTIONS TO
HEAL TH PROBLEMS. .
GOALS/OBJECTIVES/SOURCE
1. IMPROVE EFFICIENCY AND QUALITY OF SERVICES (DIVISION STRATEGIC GOAL #1)
* ENSURE ALL SUPPORT PERSONNEL CONTINUE COMPUTER TRAINING.
• CONDUCT Bl-ANNUAL CUSTOMER SATISFACTION SURVEY.
* MAINTAIN TESTING CERTIFICATION.
2. MINIMIZE IMPACT OF STATE ANO FEDERAL MANDATES THROUGH TRAINING AND LEGISLATIVE PROCESS (MANAGEMENT ISSUE #5,
DIVISION STRATEGIC GOAL #2)
* SEEK OUT ALTERNATIVE FUNDING SOURCES FOR POTENTIAL FEDERAL OR STATE REDUCTION/PHASE OUT. (MANAGEMENT
TEAM STRATEGY #5)
• UPDATE REGULA TORY TRAINING SEMINAR FOR ALL LABORATORY PERSONNEL.
3. EMPHASIZE THE CORE PUBLIC HEALTH MISSION (DIVISION STRATEGIC GOAL #3)
• EVALUATE REPORTING PROCESS FOR VITAL STATISTICS, EMPHASIZING EPIDEMIOLOGY AND SURVEILLANCE CHARACTERISTICS.
* EVALUATE LABORATORY SURVEILLANCE PROGRAM IN AREAS OF FOOD, WATER ANO GENERAL ENVIRONMENT.
4. SUPPORT AND ENSURE EMPLOYEE DEVELOPMENT (MANAGEMENT TEAM STRA TEGY#4)
* CONTINUE TO DIVERSIFY LAB STAFF TRAINING OPPORTUNITIES TO INCLUDE MORE ENVIRONMENTAL AND SURVEILLANCE
TRAINING.
• CONTINUE WITH CLERICAL STAFF CROSS TRAINING.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
TOTAL SPECIMENS TESTED 86,940 78,842 80,000 80,000
PROFICIENCY TESTING PASSED (BENCHMARK: CLIA) 95% 97% 90% 90%
FEDERAL CERTIFICATION (CLIA) ATTAINED 100 100 100 100
(100 = ATTAINED)
WATER CERTIFICATION ATTAINED 100 100 100 100
DAIRY CERTIFICATION ATTAINED 100 100 100 100
MANAGEABLE EXPENSE PER BILLABLE TEST (DOLLARS) 4.65 5 5 5
(BENCHMARK: LAB MGMT INDEX PROGRAM-CAP) 8.48 8.48 8.48 8.48 -VITAL RECORDS FILED 8,030 7,706 8,000 8,000
VITAL RECORDS FILED WITHOUT ERRORS 96% 95% 95% 95%
BIRTH RECORDS FILED WITHIN 5 DAYS OF RECEIPT 95% 95% 95% 95%
(BENCHMARK: TOH)
DEATH RECORDS FILED WITHIN 10 DAYS OF RECEIPT 95% 95% 95% 95%
(BENCHMARK: TOH)
CASH REPORTS WITHOUT ERRORS 90% 90% 95% 95%
CUSTOMERS GIVING •EXCELLENT" RATING 0 80% 90% 90%
(ON Bl-ANNUAL SATISFACTION SURVEY)
68
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EXPENDmJRE SUMMARY ·--·--1• -· ·---,,,_ ·-___ ... ,. ---
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
, ........ 'ENUE
SUMMARY ~~TAL 1 11\1.. .;::>II'\ I ,., I I\,,.;:>
-· ·-
SCHEDULE
Ii-I II I I IMt-•
MGN DIR. HLTH & COMMUNITY
PUBLIC HEAL TH MANAGER
MEDICAL SERVICES MANAGER
LABORATORY SERVICES COORDINATO
HEAL TH PROGRAM SUPERVISOR
PUBLIC HEAL TH MICRO II
MEDICAL TECHNOLOGIST
ADMINISTRATIVE ASSISTANT
PUBLIC HEALTH MICRO I
ADMINISTRATIVE SECRETARY
SECRETARY
VITAL STATISTICS REGISTRAR
INTERMEDIATE CLERK TYPIST
HEALTH AID
CLERK TYPIST
OTHER EMPLOYEES:
•SENIOR CASHIER
•SENIOR BOOKKEEPER
*MEDICAL TECHNOLOGIST
*GRANT FUNDED
TOTAL
~ ACTUAL
1994-95
~.l.;>V,l:l;J<t
$70,183
$120,923
$176,955
$6,107
$0
$905,122
"'-!UAL
1994-95
:Jiloo,-,u..:: $185,302
JUD
GRADE
312
312
309
309
308
307
307
306
407
405
405
403
403
402
405
409
307
69
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
"'-"';:,,l:flf " ~.110,00..:: --$68,952 $74,855 $75,851
$101,206 $93,581 $96,087
$162,201 $197,493 $205,884
$4,511 $400 $20,000
$0 $0 $0
$906,787 $968,571 $976,484
#\vi UAL --.'t;U ·-··----1995-96 1996-97 1997-98
!Htn3 !Hs:ooo J~ff,uuu 77,000
A\.>fUAL n ~. • ,,_.rt;D ·----
1995-96 1996-97 1997-98
1 1 1
0 1 1
1 0 0
1 1 1
1 1 0
1 1 1
1 1 1
1 0 0
3 3 3
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
2 2 1
1 1 1
1 0 0
20 18 16
CENTER
ANIMAL CONTROL -SHELTER -5311
MISSION
PROMOTE AND ENSURE THE PROTECTION OF PUBLIC HEALTH BY CONTROLLING ANIMAL POPULATIONS AND RELATED DISEASES
THROUGH PUBLIC EDUCATION AND ENFORCEMENT OF STATE AND LOCAL LAWS.
GOALS/OBJECTIVESfSOURCE
1. PROVIDE COMPREHENSIVE EDUCATION AND AWARENESS PROGRAMS TO CITIZENS PERTAINING TO ANIMAL RELATED ISSUES.
(2.5 CITY COUNCIL GOALS).
2. ACHIEVE A SAFER COMMUNITY BY INCREASING THE NUMBER OF VACCINATED AND LICENSED PETS IN LUBBOCK TO REDUCE THE
• POSSIBILITY OF A RABIES OUTBREAK. 5.1( OF CITY COUNCIL GOALS).
• PROVIDE LOW-COST RABIES VACCINATION CLINICS TO NEIGHBORHOOD ASSOCIATIONS.
* WORK WITH VET ASSOCIATION TO PROVIDE A CITY WIDE RABIES CLINIC.
• VACCINATE ALL PETS RECLAIMED BY OWNERS AND ANIMALS ADOPTED FROM ANIMAL SERVICES.
3. PROVIDE RESOURCES FOR LOW COST STERILIZATIONS TO DECREASE THE NUMBER OF UNWANTED PETS AND REDUCE THE
POSSIBILITY OF A RABIES OUTBREAK. (5.2 AND 5.4 OF CITY COUNCIL GOALS).
• WORK WITH LOCAL ANIMAL ORGANIZATIONS TO RAISE FUNDS FOR STERILIZATION ASSISTANCE.
• COMPLETE STUDY ON LOCAL ORDINANCE TO CONTROL INDISCRIMATE BREEDING OF PETS.
• PROVIDE STERILIZED PETS FOR ADOPTION IN COMPLIANCE WITH TEXAS HEALTH AND SAFETY CODE 828.013.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
RABIES VACCINATIONS GIVEN
PROMOTIONAL 1,750 532 300 500
PETS RECLAIMED AT SHELTER 749 828 1,000 1,000
ANIMALS BROUGHT TO SHELTER 3,442 2,036 2,500 2,500
ANIMALS RECOVERED 25% 28% 30% 30%
ANIMALS STERILIZED 876 708 1,000 1,000
DUES COLLECTED 142,006 136,634 140,000 140,000
70
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EXPENDITURE
SUMMARY
-• ·--•. ·-'->C"VlvC.:>
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
,.~ .... -·-··--SUMMARY
u:..1un..:1111 LIC-RABIEff VACCINE PERMI
UC-ADOPTION FEES
HLTH-ANIMAL SHELTER RECE
CONTRIB-ANIMAL SHELTER
TOTAL
. ,_,
SCHEDULE
.. I II I I inn-•
ANIMAL SERVICES MANAGER
ADOPTION CLERK
INTERMEDIATE CLERK TYPIST
DISPATCH CLERK
ANIMAL SHELTER ATTENDANT
OTHER EMPLQYEES:
PART-TIME SHELTER ATTENDANT
TOTAL
ACTUAL
1994-95
il>""U,OVO
$43,881
$5,709
$49,901
$3,232
$0
$323,231
AvfUAL
1994-95 •sa:r()j
$38,695
$31,780
$4,193
$142,912
JUts
GRADE
311
404
403
402
501
805
71
ACTUAL REVISED APPROVED 1995-96 1996-97 1997-98 .,,.,,,,;,;:, if>,C.;,f ,Q:;J:;J if>,C.:JQ,ll:101
$38,186 $38,742 $45,328
$15,598 $13,150 $17,692
$53,777 $87,327 $94,292
$10,219 $10,900 $1,650
$0 $0 $0
$344,049 $387,773 $415,943
AC.fUAL ..... --·---•• • _ _,.'t:D
1995-96 1996-97 1997-98
~;>,.1u.>
$7,969 ~8:8~~ ss:ooo
$41,555 $42,000 $42,000
$35,237 $35,000 $35,000
$0 $0 $0
$130,264 $130,500 $130,000
ACfUAL n-111,.-::ocu •• • -.'t:U
1995-96 1996-97 1997-98
1 1 1
1 1 1
1 1 1
2 2 2
3 3 3
3 3 3
11 11 11
CENTER
ANIMAL CONTROL-FIELD OPS.· 5313
MISSION
FUND
GENERAL
PROMOTE AND ENSURE THE PROTECTION OF PUBLIC HEALTH BY CONTROLLING ANIMAL POPULATIONS AND RELATED DISEASES
THROUGH PUBLIC EDUCATION AND ENFORCEMENT OF STATE AND LOCAL LAWS.
GOALS/OBJECTIVES/SOURCE
1. ACHIEVE A SAFER COMMUNITY BY DECREASING THE NUMBER OF STRAY DOGS AND CATS ROAMING-AT-LARGE ON LUBBOCK
STREETS TO ENSURE THE SAFETY OF CITIZENS. 2.6 CITY COUNCIL GOALS
• WORK WITH NEIGHBORHOOD ASSOCIATIONS TO IDENTIFY OWNERS OF STRAY ANIMALS.
• PROVIDE EDUCATIONAL PROGRAMS ON RESPONSIBLE PET OWNERSHIP.
2. PROTECT THE PUBLIC HEALTH BY IDENTIFYING ANIMALS NOT VACCINATED FOR RABIES. 2.6 CITY COUNCIL GOALS.
• PROMOTE CITY LICENSING OF ALL PETS THROUGH NEIGHBORHOOD ASSOCIATIONS.
• PROVIDE EDUCATIONAL PROGRAMS AND HANDOUTS ON BITE PREVENTION.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
COMPLAINTS AND OFFICER INIATED CALLS 25,671 26,387 26,000 26,000
EMERGENCY CALLS • AVERAGE RESPONSE TIME 15 15 15 15
ROUTINE CALLS· AVERAGE RESPONSE TIME 30 30 30 30
ANIMAL BITES 332 337 300 300
ANIMAL BITES CLEARED 309 309 295 295
BITE PREVENTION AND RESPONSIBLE PET OWNERSHIP 75 75 64 75
PROGRAMS
NEIGHBORHOOD ASSOCIATION PROGRAMS 0 0 0 10
72
--\
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
a-111 I IIMI-•
ANIMAL SERVICES ASSISTANT SUPERVISOR
SENIOR ANIMAL CONTROL OFFICER
ANIMAL CONTROL OFFICER
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$256,057
$23,518
$31,591
$7,848
$52,670
$0
$371,684
JOB
GRADE
306
301
406
73
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$265,814 $293,580 $297,605
$26,983 $25,459 $26,376
$48,025 $30,975 $41,656
$14,028 $15,457 $41,233
$32,830 $21,930 $35,788
$0 $0 so
$387,680 $387,401 $442,658
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 0 0
1 2 2
7 8 8
9 10 10
CENTER
CODES ADMINISTRATION -4211
MISSION
FUND
GENERAL
TO PROMOTE A CLEAN AND SAFE ENVIRONMENT THROUGH EDUCATION, INSPECTION AND ENFORCEMENT RELATED TO ZONING,
JUNK VEHICLES, WEEDS AND RUBBISH, SUBSTANDARD STRUCTURES, GENERAL SANITATION, AND FOOD PROTECTION.
GOALS/OBJECTIVES/SOURCE
1. IMPROVE THE EFFICIENCY AND QUALITY OF SERVICES THROUGH TECHNOLOGY (MANAGEMENT STRATEGIC GOAL).
*ACQUIRE SOFTWARE AND FIELD COMPUTERS. .
2. MINIMIZE THE IMPACT OF STATE AND FEDERAL MANDATES (MANAGEMENT STRATEGIC GOAL).
•MONITOR PENDING LEGISLATION TO DETERMINE THE IMPACT OF UNFUNDED MANDATES.
*PROVIDE PROPER TRAINING FOR CURRENT REGULATIONS.
3. IMPROVE EFFICIENCY AND QUALITY OF SERVICE BY EMPHASIZING THE PUBLIC HEALTH MISSION (CITY & DIVISION STATEMENTS).
*CONTINUE TO DEVELOP AN EXPANDED ROLE FOR DEPARTMENT EMPLOYEES EMPHASIZING EDUCATION, EPIDEMIOLOGY AND
SURVEILLANCE.
*NETWORK WITH OTHER HEAL TH EDUCATORS TO PROMOTE PREVENTATIVE HEALTH ISSUES.
4. MINIMIZE THE IMPACT OF INCREASED LANDFILL FEES ON SUBSTANDARD STRUCTURES (MANAGEMENT STRATEGIC GOAL).
*EVALUATE ALTERNATIVES TO DEMOLITION OF SUBSTANDARD STRUCTURES.
5. DEVELOP CONTINGENCY PLAN FOR REDUCTION OF STATE AND FEDERAL FUNDING (MANAGEMENT STRATEGIC GOAL).
*EVALUATE BILLING/LIEN PROCESS FOR IMPROVED COST RECOVERY.
*EVALUATE PROACTIVE APPROACHES TO GRAFFITI REMOVAL.
6. ASSIST NEIGHBORHOOD ASSOCIATIONS IN CREATING AN ENVIRONMENT WHICH MAINTAINS DISTINCTIVE, IDENTIFIABLE, HIGH
QUALITY, STABLE NEIGHBORHOODS AND REFLECTS COMMUNITY PRIDE (CITY COUNCIL GOAL).
*CONTINUE TO IMPROVE COMMUNICATION WITH THE NEIGHBORHOOD ASSOCIATIONS THROUGH THE •LINC" PROGRAM.
7. ESTABLISH COMMUNITY ACTION TO PREVENT AND CORRECT CAUSES OF COMMUNITY DETERIORATION (CITY COUNCIL GOAL).
*RESPOND TO GRAFFITI COMPLAINTS WITHIN 48 HOURS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
FOOD INSPECTIONS 2,398 2,525 3,080 3,080
ENVIRONMENTAL INSPECTIONS 0 799 750 1,300
CITIZEN COMPLAINT RESPONSES 1,800 4,474 4,000 4,000
EDUCATIONAL PROGRAMS (LINC ACTIVITIES) 100 104 100 150
GROUNDWATER ACTIVITIES 327 325 300 275
ZONING INSPECTIONS 9,601 14,255 13,500 13,500
WEED AND RUBBISH INSPECTIONS 31,953 39,546 38,500 38,500
HOUSING INSPECTIONS 1,526 814 750 750
GRAFFITI REMOVED 0 839 2,750 2,750
74
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EXPENDITURE SUMMARY . -· ~n._ OC"Vl\.tCO
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL ...............
SUMMARY
" 111,, 11-\Nr. rcnMI I ;::, LIC-CAFE PERMITS
LIC-SWIM POOL PERMITS
UC-REINSPEC.FEE/CAFE P
UC-PEDDLERS PERMITS
LIC-OUTSIDE SALE PMT ADM
LIC-PET SHOP PERMITS
UC-GREASE HAULER PERMIT
LIC-TATTOO SHOP PERMITS
GRANT-SEWAGE INSPECTION
DEPT-DEMOLITION CLEANUP
LIC-FOOD PROTECT CERTIFI
FEE-WEED MOWING
DEPT-WEED LIENS
TOTAL
SCHEDULE
~Ill I IIMt-•
ENV INSP SVC MANAGER
ENV INSP SVC COORDINATORS
ENVIRONMENTAL SPECIALIST Ill
ENVIRONMENT AL SPECIALIST II*
ENVIRONMENT AL SPECIALIST I
LEAD ADMINISTRATIVE SECRETARY
INTERMEDIATE CLERK TYPIST
GRAFFITI SPECIALIST
*ONE ES II PAID BY WATER
UTILITIES
OTHER EMPLOYEES;
PART-TIME CLERK
PART-TIME LAW CLERK
PART-TIME ENV TECHNICIANS
PART-TIME ENV COORD
PART-TIME GRAFFITI TEAM LEADER
TOTAL
ACTUAL
1994-95
il'O't0,104
$22,444
$21,992
$420,669
$0
$0
$1,111,259
ACfUAL
1994-95
sf41:~~~
$24,655
$1,226
$1,800
$10,625
$550
$0
$0
$34,934
$47,759
$0
$0
$0
$299,859
JUD
GRADE
314
309
307
306
303
408
403
503
802
806
806
811
807
75
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
il>0.:>.:>,.1t.:: •(42,0fl:# ,11ov.::,0'i..c:
$49,801 $59,051 $64,684
$46,253 $37,324 $68,763
$373,507 $334,077 $327,266
$22,550 $0 $13,500
$0 $0 $0
$1,125,683 $1,173,331 s1,2n.015
ACfUAL "-••ocu "'~ ...... -.. __
1995-96 1996-97 1997-98
J>-'~, l\14 $142,617 $130,0~~ $135.~
$24,795 $23,000 $24,000
$900 $1,000 $500
$2,725 $2,500 $2,500
$7,000 $5,000 $5,000
$500 $500 $500
$663 $0 $650
$1,045 $0 $1,500
$32,247 $0 $0
$10,367 $20,000 $5,000
$1,591 $0 $6,000
$0 $0 $15,000
$0 $0 $1,000
$257,554 $182,000 $196,650
AvfUAL --11.1•--·· •.. • ·-.'ED ~--·---
1995-96 1996-97 1997-98
1 1 1
2 2 2
4 5 5
10 9 9
0 0 0
1 1 1
3 3 3
1 1 1
1 1 1
1 1 1
4 4 4
1 1 1
2 2 2
31 31 31
CENTER
BUILDING INSPECTION -4311
MISSION
FUND
GENERAL
TO ENSURE SAFETY OF LIFE AND PROPERTY THROUGH PUBLIC AWARENESS AND COMPLIANCE OF CURRENT BUILDING CODES.
GOALS/OBJECTIVES/SOURCE
1. IMPROVE EFFICIENCY AND QUALITY OF SERVICE THROUGH TECHNOLOGY AND STAFF DEVELOPMENT. (#2-#5)
* PROVIDE TRAINING FOR ALL STAFF IN THE USE OF NEW TECHNOLOGY.
* PROVIDE EDUCATION AND TRAINING FOR STAFF TO MAINTAIN AND INCREASE KNOWLEDGE OF ALL CODES
AND MODERN CONSTRUCTION TECHNIQUES.
• ACQUIRE NEW COMPUTER EQUIPMENT AND SOFTWARE FOR ALL FIELD INSPECTION STAFF.
• DEVELOP EDUCATIONAL MATERIAL FOR PUBLIC EDUCATION OF DEPARTMENTAL RESPONSIBILITIES.
* REORGANIZE DEPARTMENTAL STAFF TO PROVIDE JOB INCENTIVE BY CREATING POSITION STEP INCREASES.
2. MAINTAIN AWARENESS OF STATE AND FEDERAL MANDATES THAT AFFECT OUR COMMUNITY. {#3-#4)
• WORK THROUGH STATE AND NATIONAL ASSOCIATIONS TO MONITOR UNFUNDED MANDATES.
• PROVIDE TRAINING AND UPDATED INFORMATION FOR STAFF TO MONITOR UNFUNDED MANDATES
AND PROVIDE INPUT FOR CHANGES.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL
MEASURES 1994-95 1995-96
STRUCTURAL INSPECTIONS 6,975 7,121
{2 INSPECTORS-AVE. PER DAY) 15 15
PLUMBING/ MECHANICAL INSPECTIONS 11,545 13,296
(3 PLUMBING INSPECTORS-AVE. PER DAY) 17 17
ELECTRICAL INSPECTIONS 5,137 5,353
(2 ELECTRICAL INSPECTORS-AVE. PER DAY) 11 13
EMERGENCY GAS INSPECTIONS 225 225
TOTAL INSPECTIONS 23,882 26,040
PLANS REVIEWED 1,672 1,527
SINGLE FAMILY RES/DUP. 617 587
NON-RESIDENTIAL PERMITS 1,306 2,164
ADDITION/ ALTERATIONS 628 584
OTHER PERMITS (ELEC .. PLBG., MECH., SIGNS) 7,013 6,791
TOTAL PERMITS 9,564 11,653
76
REVISED
1996-97
7,500
16
13,816
17
4,856
12
10
26,227
1,708
550
1,708
550
7,975
12,491
APPROVED
1997-98
7;267
16
13,300
18
4,856
12
10
25,479
1,619
575
2,159
564
7,900
12,817
-·,
,,.-..,
-~ I
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EXPENDITURE SUMMARY
,. -· ... ~---· ...... ___
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
ru:;vt:NUt:
SUMMARY
11 .. -· 11"\J\.,,l•\l,.. u .,-. LIC-BUILDING PERMITS ___
LIC-ELECTRICAL PERMITS
UC-PLUMBING PERMITS
LIC-MECHANICAL PERMITS
UC-CONTRACTOR REGISTRAT
TOTAL
.
SCHEDULE
~I II I I IM!'!•
BUILDING OFFICIAL
PLANS ANALYST
DATA ENTRY CLERK
SECRETARY
INTERMEDIATE CLERK TYPIST
SENIOR BUILDING INSPECTOR
SENIOR PLUMBING INSPECTOR
SENIOR ELECTRICAL INSPECTOR
BUILDING INSPECTOR
PLUMBINGINSPECTOR
ELECTRICAL INSPECTOR
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
, .... ,
$13,789
$8,527
$35,298
$12,599
$0
$557,065
fUAL
1994-95
f~l:1,105 $271,516
$140,989
$163,295
$139,909
$19,900
$764,764
JUts
GRADE
313
410
405
404
403
514
514
514
512
512
512
77
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98 ;p;;,,,,,o, ~ 1;s,.,,." il>::l'+l:l,OOU
$15,087 $14,718 $15,333
$12,904 $9,717 $26,556
$41,128 $42,331 $53,018
$16,264 $10,000 $0
$0 so $0
$608,145 $590,108 $644,587
At;;,1UAL KCVl;)CU • ... • , ,_ .'ED
1995-96 1996-97 1997-98
$~~~:~~g s2so:ooo s2sb:ooo
$135,255 $125,000 $110,000
$149,269 $150,000 $150,000
$117,467 $125,000 $113,000
$20,278 $20,000 $22,000
$720,175 $697,000 $672,000
Al.i,IUAL ft ,._.,. ____ .. ..... ··-·--
1995-96 1996-97 1997-98
1 1 1
1 2 2
0 0 1
1 1 1
1 1 1
1 1 1
1 0 0
1 0 0
1 1 1
2 3 3
2 2 2
12 12 13
CENTER
HEALTH· VECTOR CONTROL· 5419
MISSION
PROMOTE A CLEAN AND SAFE ENVIRONMENT THROUGH EDUCATION, INSPECTION AND ENFORCEMENT RELATED TO ZONING, JUNK
VEHICLES, WEEDS, SUBSTANDARD STRUCTURES, GENERAL SANITATION, FOOD PROTECTION AND VECTOR CONTROL.
GOALS/OBJECTIVES/SOURCE
1. MINIMIZE IMPACT OF STATE AND FEDERAL MANDATES THROUGH TRAINING AND LEGISLATIVE PROCESS.
* MONITOR PENDING STATE AND FEDERAL LEGISLATION.
* PROVIDE PROPER TRAINING FOR CURRENT MANDATE REGULATIONS
2. EMPHASIZE THE CORE PUBLIC HEAL TH MISSION.
• DEVELOP AN EXPANDED ROLE FOR DEPARTMENT EMPLOYEES EMPHASIZING EDUCATION, EPIDEMIOLOGY AND
SURVEILLANCE.
• NETWORK WITH OTHER HEALTH EDUCATORS TO PROMOTE PREVENTIVE HEALTH.
• EDUCATE NEIGHBORHOOD ASSOCIATION ACTIVITIES ABOUT VECTOR CONTROL PREVENTION.
ACTMTY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED
MEASURES 1994-95 1995-96 1996-97
ACRES ADUL TICIDED 166,330 696,587 300,000
ACRES LARVICIDED 2,048 5,379 3,500
SITES TREATED FOR FLIES 20,711 22,963 35,000
VECTOR COMPLAINTS 644 61,441 600
78
APPROVED
1997-98
300,000
3,500
35,000
600
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EXPENDITURE SUMMARY
-· m.~ll.!,. 'i;Jl;.r\YfV'-'-1
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
"~ ·-·-· ... --SUMMARY
\:it<AN I •vcv I VK 1.,Vl't 11'\VL. TOTAL
Ir
SCHEDULE
lli,;1111 1•--•
VECTOR CONTROL SUPERVISOR
SENIOR VECTOR CONTROL WORKER
VECTOR CONTROL WORKER
SENIOR CLERK TYPIST
OTHER EMPLOYEES;
TOTAL
ACTUAL 1994-95
., ... _, .. ,.1
$46,827
$9,127
$4,196
$27,296
$0
$320,861
A~IUAL
1994-95
11~g:888
.,VD
GRADE
510
508
506
404
79
ACTUAL REVISED APPROVED 1995-96 1996-97 1997-98 ........ ~., ... ., ijl<r;O<r;,vO't ii1,&./:J;,CJ2
$40,872 $70,686 $69,730
$19,317 $26,833 $21,482
$19,403 $20,636 $21,001
$18,518 $0 $14,900
$0 $0 $0
$347,835 $380,519 $400,365
AvlU#'\1-·-··---:,.. II 1,-.rt:.u
1995-96 1996-97 1997-98
!100:f~ l' 1 f,.I"-.> 117,525
~, 11,.1.:::,
$117,525
AvlUAL ·-·· -·-· ----.... -........ _,. __
1995-96 1996-97 1997-98
1 1 1
1 1 1
5 5 5
1 1 1
8 8 8
-
·-
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STRATEGIC PLANNING
GENERAL FUND DEPARTMENTS
City Council
Boards
&
Commissions
City Manager
Strategic
Planning
I I
Comprehensive Emergency Neighborhood
Planning Management Services
80
CENTER
EMERGENCY MANAGEMENT· 2261
MISSION
MAINTAIN AND IMPLEMENT AN EMERGENCY OPERATIONS PLAN THAT ADDRESS MITIGATION, PREPAREDNESS, AND RECOVERY FOR
LOCAL EMERGENCIES, IN CLOSE COORDINATION WITH LUBBOCK COUNTY AS WELL AS STATE AND FEDERAL AGENCIES.
GOALS/OBJECTIVES/SOURCE
1. COORDINATE WITH MANAGING DIRECTORS AND DEPARTMENT HEADS TO ENSURE AN OPTIMUM LEVEL OF EMERGENCY
PREPAREDNESS IS MAINTAINED FOR ALL DEPARTMENTS WITHIN THE CITY OF LUBBOCK. (EOP/STRATEGIC PLAN)
• UPDATE THE EMERGENCY OPERATIONS PLAN (EOP) AS REQUIRED TO MAINTAIN ACCURATE AND UP-TO-DATE INFORMATION.
• PROVIDE ASSISTANCE TO DEPARTMENTS WITH THE REVIEW AND REVISION OF THEIR DEPARTMENTAL ANNEXES/SOP'S TO
THEEOP.
• CONDUCT TRAINING WITH DEPARTMENTS TO ENSURE ALL FOUR PHASES OF EMERGENCY MANAGEMENT ARE COVERED IN
CLOSE COORDINATION WITH THE APPROVED EOP.
• PREPARE THE CITY'S ANNUAL EMERGENCY OPERATIONS PROGRAM AND COORDINATE THE APPROVAL OF THE PROGRAM
WITH THE TEXAS DEPARTMENT OF PUBLIC SAFETY DIVISION OF EMERGENCY MANAGEMENT. (DEM/EOP)
2. WORK WITH LUBBOCK COUNTY TO ENSURE THE APPROPRIATE LEVEL OF COORDINATION IS MAINTAINED WITH THE CITY OF
LUBBOCK AND LUBBOCK COUNTY FOR MAXIMUM LEVEL OF RESPONSE TO EMERGENCIES WITHIN THE COMMUNITY. (DEM/EOP)
* CONDUCT PLANNING MEETINGS WITH SELECTED AGENCIES IN THE COMMUNITY TO ENSURE THE OPTIMUM LEVEL OF
EMERGENCY PREPAREDNESS IS MAINTAINED WITHIN THE PRIVATE SECTOR.
• DEVELOP AND CONDUCT EMERGENCY EXERCISES AS REQUIRED BY THE DIVISION OF EMERGENCY MANAGEMENT TO ENSURE
AN OPTIMUM LEVEL OF EMERGENCY PREPAREDNESS IS MAINTAINED BY THE CITY OF LUBBOCK, LUBBOCK COUNTY AND
SUPPORTING VOLUNTEER AGENCIES.
3. MEET REQUIRED COMPLIANCE WITH 1998 TNRCC RULES AND REGULATIONS CONCERNING UNDERGROUND STORAGE TANKS
OWNED BY THE CITY.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
REVIEW AND UPDATE EMERGENCY PLAN 1 1 1
REVIEW ANNEXES, AND SOP'S
1
ANNEXS (TOTAUUP-DATED-REVIEWED) 21-211 21/9 21-21 21/11
SOP'S (TOTAUUP-DATED-REVIEWED) 38-5 38-5 38/27 38/11
PLANNING AND TRAINING SESSIONS CONDUCTED 12 16 20 20
PUBLIC AWARENESS PROGRAMS PRESENTED 15 24 24 25
PETROLEUM STORAGE TANK (PST) ACTIVE SITES 7 7 5
CORRECTIVE ACTION REQUIRED 7 7 5
IN PROGRESS 7 7 5
COMPLETED 0 2 0
HAZARDOUS WASTE SITES 3 3 1
CORRECTIVE ACTION REQUIRED 3 1 1
IN PROGRESS (2 TRANS. TO ENV. COMP.) 3 1 1
COMPLETED (2 TRANS. TO ENV. COMP.) 0 0 0
81
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $63,136 $66,468 $73,892 $0
SUPPLIES $8,194 $6,278 $5,515 $0
MAINTENANCE $1,806 $1,380 $2,128 $0
OTHER CHARGES $26,122 $33,621 $37,570 $90,915
CAPITAL OUTLAY $5,169 $0 $0 $0
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $104,427 $107,747 $119,105 $90,915
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
liCI II .. ~-·
EMERGENCY MANAGEMENT COORDINATOR 312 1 1 1
OTHER EMPLOYEES:
STUDENT (PART-TIME 15 TO 20
HOURS PER WEEK)
TOTAL 1 1 1
82
CENTER
COMMUNITY SERVICES -2431
MISSION
TO WORK WITH LUBBOCK UNITED NEIGHBORHOOD ASSOCIATION (LUNA) TO DEVELOP NEW NEIGHBORHOOD ASSOCIATIONS AND TO
FACILITATE COMMUNICATION AND COOPERATION BETWEEN ALL NEIGHBORHOOD ASSOCIATIONS AND CITY DEPARTMENTS.
GOALS/OBJECTIVES/SOURCE
1. CONTINUE TO COMMUNICATE WITH EXISTING NEIGHBORHOOD ASSOCIATIONS THROUGH THE L.I.N.C. PROGRAM AND BY
ATTENDING NEIGHBORHOOD ASSOCIATION MEETINGS ACROSS THE CITY.
2. WRITE ANO PUBLISH A BOOK •HOW TO START YOUR OWN NEIGHBORHOOD ASSOCIATION" TO HELP NEIGHBORHOOD LEADERS
TAKE THE MAJOR ROLE IN ORGANIZING NEW GROUPS.
• HOLD GROUP CLASSES TO TEACH NEIGHBORHOOD LEADERS HOW TO USE THE BOOK.
3. COMPILE AND PRODUCE A DETAILED, COMPREHENSIVE INDEX OF CITY SERVICES THAT WILL BE MADE AVAILABLE IN PRINT
AND ON THE INTERNET.
4. ESTABLISH AND FACILITATE AN INTERDEPARTMENTAL TEAM PROGRAM TO ADDRESS LOCALIZED NEIGHBORHOOD ISSUES.
5. COORDINATE THE PARTNERSHIP BETWEEN LUNA, MHMR AND THE CITY IN THE OPERATION OF THE AGGRESSIVE CURFEW
ENFORCEMENT CENTER.
SOURCES: GOALS FOR LUBBOCK 2000
ACTMTY/QUAUTY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
NEIGHBORHOOD ASSOCIATIONS EXISTING/ NEW 22/5 27 / 1 28/2 30/6
TRAINING CLASSES ON ·How TO START YOUR OWN NEIGH-4 8
BORHOOD ASSOCIATION•
NEIGHBORHOOD ASSOCIATIONS EXISTING/ NEW 22/5 27 / 1 28/2 30/6
NEIGHBORHOOD ASSOCIATION MEETINGS 30 30
ATTENDED
CITY SERVICE INDICES DISTRIBUTED OR 500
ACCESSED BY INTERNET
NEIGHBORHOOD TEAM PROJECTS 4
83
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SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
, ..... ··--· NEIGHBORHOOD COORDINATOR
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$45,575
$755
$1,465
$14,644
$0
$0
$62,439
JOB
GRADE
307
84
ACTUAL REVISED APPROVED
1995-96 1996-97 1997"'98
$35,302 $18,485 $21,226
$1,624 $6,950 $3,200
$0 $0 $0
$8,619 $5,317 $6,870
$0 $0 $0
$0 $0 $0
$45,545 $30,752 $31,296
ACTUAL REVISED APPROVED
1995-96 1996"'97 1997-98
1 1 1
1 1 1
CENTER
PLANNING· 4111
MISSION
TO ASSURE A QUALITY VISUAL AND PHYSICAL ENVIRONMENT THROUGH COMMUNITY GOALS SETTING, PROPER LAND USE PLANNING,
ZONING, LAND SUBDIVISION, URBAN DESIGN, HISTORIC PRESERVATION AND STRATEGIC PLAN FORMULATION AND IMPLEMENTATION.
GOALS/OBJECTIVES/SOURCE
1. EVALUATE LAND USE FOR A PROPOSED LAND USE PLAN AND ZONE CHANGE FOR THE EAST/WEST FREEWAY CORRIDOR (CARRIED
OVER FROM 95/96 BECAUSE OF A DELAY IN ACQUISITION AND RAILROAD RELOCATION). (GOALS FOR LUBBOCK· LANO USE &
URBAN DESIGN.
2. CONTINUE THE INTEGRATION OF THE INTERGRAPH GEOGRAPHIC INFORMATION SYSTEM (GIS) WITH THE KHIVA LAND USE
PROGRAM (STRATEGIC PLAN).
3. CONTINUE PLANS TO INTERFACE THE LUBBOCK APPRAISAL DISTRICT COMPUTER RECORDS WITH THE CITY OF LUBBOCK DATA
BASE.
4. COOROINA TE UPDATES OF DIVISIONS STRATEGIC PLANS (CITY MANAGER GOALS).
5. COORDINATE PLANNING EFFORTS FOR REESE AFB BETWEEN THE CITY AND THE LUBBOCK REESE REUSE AUTHORITY.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
HOURS FOR CENSUS, DEMOGRAPHIC & ECONOMIC BASE DATA *719 *510 **600 **600
HOURS (FT) TO LAND USE PROGRAM MAINTENANCE & GIS. 1,367 1,028 2,000 2,000
BASE MAPS CONVERTED TO PARCEL MAPS-% COMPLETE(167) 0 20 40 50
LAND USE PROGRAM PARCEL RECORDS 72,104 72,358 73,000 73,500
HOURS TO SPECIAL PROJECTS FOR DEPT. STUDIES 272 1,044 1,000 1,000
HOURS FOR SPECIAL PROJECT FOR OUTSIDE STUDIES 460 349 500 500
HOURS FOR URBAN DESIGN & HISTORIC PRESERVATION 486 459 700 500
STAFF SUPPORT FOR PZC/ZBA MEETINGS 24 24 24 24
PREPARATION OF VIEWFOILS, NOTICE & OTHER RELATED
MATERIALS BY TECHNICAL PERSONNEL HOURS 1,460 1,303 1,300 1,300
HRS OF PREPARATION OF PRESENTATION MATERIALS:
PLANNING COMMISSION 428 793 · 400 500
ZONING BOARD OF ADJUSTMENT 337 208 300 300
ORDINANCE AMENDMENTS 209 477 200 200
ZONE CASESNIEWFOILS PREPARED 60 53 50 50
ZBA CASES VIEWFOILS PREPARED 150 133 120 125
HOURS FOR PLAT ASSISTANCE 562 647 500 600
PLATS: PRELIMINARY PLATS 11 12 15 15
REAPPROVALS 10 16 25 25
FINAL PLATS 64 65 60 75
HOURS FOR CITIZENS ASSISTANCE ZONING:
PROFESSIONAL 1,780 1,569 1,700 1,700
TECHNICAL 467 253 600 600
OIL AND GAS PERMIT PREPARED 0 5 2 2
•4 PROF. & 1 TECH, **4 PROF. & 2 TECH
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SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
IKt:V't:NUt:
SUMMARY
'ti~ALC() aa:1LATE Houit I
UC-ALCOHOLIC BEV CATER
LIC-ALCOLOLIC BEV CARTAG
LIC-OIL AND GAS PERMITS
FEE.ZONING AND APPL FEES
FEE-ZONING PLATTING FEES
FEE-ZONING MAPS; ORD & M
TOTAL
..
SCHEDULE
hllf I I IMI-•
DIRECTOR OF STRATEGIC PLANNING
SENIOR PLANNER
PLANNER II
SENIOR ENGINEERING TECH
INTERMEDIATE ENGINEERING TECH
ADMINISTRATIVE SECRETARY
SECRETARY
GRANT FUNDED:
INTERMEDIATE ENGINEERING TECH
OTHER EMPLOYEES:
GRANT FUNDED 2 PLANNING AIDES
PLANNING AIDES -4 PT POSITIONS
TOTAL
ACTUAL
1994-95
,Jl'+.11,l:ll:I-'
$13,943
$4,130
$51,478
$5,790
$0
$527,333
A'-''""''-
1994-95
"'s3:~
$1,000
$110
$0
$55,691
$37,900
$1,495
$130,846
.,UC
GRADE
313
307
409
407
407
405
407
805
805
86
ACTUAL REVISED APPROVED 1995-96 1996-97 1997-98
~1::>,tnt1 ~(0,1;,::, ...-oo,1l:IO
$12,976 $18,001 $16,914
$563 $1,392 $32,990
$61,092 $65,977 $67,936
$25,224 $28,210 $39,020
$0 $0 $0
$515,671 $589,719 $645,058
Av1UAL " ·-··---·--·--1995-96 1996-97 1997-98 "'stars ;;p$u,uuu 4,000 iPs:tooo
$1,300 $900 $1,000
$140 $200 $150
$2,500 $500 $500
$47,266 $45,000 $45,000
$32,818 $37,000 $45,000
$339 $600 $500
$122,988 $118,200 $126,150
ACIUAL .,._,.,. ___ A .• __ rt:u
1995-96 1996-97 1997-98
1 1 1
1 1 1
3 3 3
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
2 2 2
4 4 4
16 16 16
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CULTURE/LEISURE SERVICES
GENERAL FUND DEPARTMENTS
I
Civic
Centers
Boards
&
Commissions
I
City Council
City Manager
Culture/Leisure
Services
I
Libraries
Parks/
Recreation
87
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Cultural
Arts
Services
CENTER
MAHON-5214
MISSION
MAHON LIBRARY IS THE HEADQUARTERS OF THE LUBBOCK PUBLIC LIBRARY SYSTEM, WITH THREE ELEMENTS. THE ADMINISTRATIVE
ELEMENT PROVIDES INTERNAL MANAGEMENT, PLANNING, AND EVALUATION. THE PUBLIC SERVICE ELEMENT PROVIDES STAFF
ASSISTANCE IN USE OF LIBRARY MATERIALS AND TECHNOLOGY, SELECTION OF MATERIALS, AND PROMOTION OF LIBRARY USE. THE
COLLECTION SERVICES ELEMENT ACQUIRES AND PREPARES MATERIALS FOR PUBLIC USE, AND MANAGES THE AUTOMATED
SYSTEMS THAT RELATE TO PUBLIC SERVICES AND COLLECTION.
GOALS/OBJECTIVES/SOURCE
1. USE NEW TECHNOLOGIES TO IMPROVE LIBRARY SERVICE.
* IMPLEMENT SELFCHECK SYSTEM AT THE MAHON LIBRARY DURING THE FIRST QUARTER OF FY 1997-98.
* EVALUATE THE NEED FOR ADDITIONAL SELFCHECK UNITS AT ALL LIBRARY FACILITIES.
* CONTINUE EXPANSION OF INTERNET ACCESS TO STAFF AND THE PUBLIC AT ALL FACILITIES.
2. IMPROVE COLLECTION DEVELOPMENT FUND ALLOCATIONS.
* CONDUCT MATERIALS AVAILABILITY SURVEY DURING THE FIRST QUARTER OF FY 1997-98.
* USING SURVEYS CONDUCTED IN FY 1996-97, REVISE MAIN/BRANCH FUNDING LEVELS DURING THE FIRST QUARTER OF FY
1997-98.
* REFOCUS COLLECTION DEVELOPMENT FUNDING TO INCLUDE MORE NON-TRADITIONAL FORMATS, SUCH AS BOOKS-ON-TAPE,
INTERNET, CD ROM'S, AND OTHER NEW TECHNOLOGIES BY THE FOURTH QUARTER OF FY 1997-98.
3. INCREASE STAFF INCLUSION AND EMPOWERMENT.
• CONTINUATION OF STAFF TASK FORCES TO DEVELOP SOLUTIONS AND STRATEGIES.
* IMPLEMENTATION OF INTENSIVE CUSTOMER SERVICE TRAINING FOR NEW STAFF.
4. IMPROVE COMMUNITY PARTNERSHIPS.
* USE OF CHILDREN'S TASK FORCE TO DEVISE YOUTH PROGRAMS TO DEVELOP THE NEXT GENERATION OF READERS AND
LIBRARY USERS.
* DEVELOP MARKETING STRATEGIES CENTERED AROUND CITIZENS' RESPONSES FROM 1997 SURVEYS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
MATERIALS CIRCULATED 311,324 307,476 283,857 284,141
INFORMATION USER ASSISTANCE 155,193 147,876 150,194 150,345
PROGRAM PARTICIPANTS 12,709 10,750 11,741 11,761
MISCELLANEOUS SERVICES PROVIDED 202,144 186,063 193,052 193,245
LIBRARY ATTENDANCE 204,632 183,811 151,345 151,496
TOTAL PATRON SERVICES 886,002 835,976 790,327 790,988
PROGRAMS PRESENTED 637 511 493 500
NEW PATRONS REGISTERED 7,574 7,235 6,845 6,850
BOOK INVENTORY 286,322 311,294 323,442 335,067
VOLUMES CATALOGED 22,458 26,485 18,680 18,157
VOLUMES PER CAPITA 1.2602 1.37 1.4012 1.4414
88
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED SUMMARY 1994-95 1995-96 1996-97 1997-98 ,, ---;pv ;pv i(ll:t 11, .. .,..:: illl:114,l:IOV -· ,. .. ____ ,,. ---
SUPPLIES $0 $0 $23,882 $26,458
MAINTENANCE $0 $0 $121,368 $118,358
OTHER CHARGES $0 $0 $285,927 $281,071
CAPITAL OUTLAY $0 $0 $206,959 $228,058
REIMBURSEMENTS $0 $0 $0 $0 TOTAL $0 $0 $1,549,568 $1,568,925
IC Al.tlUAL Al.tlUAL .......... 1-:it:.u ~-.. , ____
SUMMARY 1994-95 1995-96 1996-97 1997-98
· UJV>.N I •LIBiv-\n. l $18:491 "s~u,010 $24:~ ill;l/U,OUU FEE-COPY SERVICE LIBRARY 18,343 $17,950
FINE-LIBRARY FINE $50,634 $56,548 $60,000 $58,300
TOTAL $639,632 $645,707 $654,816 $647,050
1 • .... __ ._ JUtl ACIUAL n;cv1;;:it:.U ........ , ____
SCHEDULE GRADE 1995-96 1996-97 1997-98 !FIii i IIM ...
LIBRARY DIRECTOR 313 1 1 1
LIBRARIAN Ill (1 GRANT FUNDED) 308 3 3 3
LIBRARIAN II (GRANT FUNDED) 307 1 1 1
ADMINISTRATIVE ASSISTANT I 307 1 1 1
LIBRARIAN I 306 9 9 8
SENIOR LIBRARY ASSISTANT 410 1 1 1
LIBRARY ASSISTANT 407 2 2 2
BOOKKEEPER (GRANT FUNDED) 407 1 1 1
SECRETARY 405 1 1 1
SENIOR CLERK TYPIST (2 G.F.) 404 4 4 3
INT. CLERK TYPIST (G.F.) 403 1 1 1
CLERK TYPIST 401 4 4 4
CLERK 401 1 1 1
OTHER EMPLOYEES;
LIBRARY AIDE 111 806 1 1 3 LIBRARY AIDE I 804 9 8 8
PT. CLERK TYPIST (G.F.) 402 1 1 1
PT. LITERACY COORDINATOR (G.F) 306 1 0 0
TOTAL 42 40 40
89
CENTER
GODEKE-5215
MISSION
FUND
GENERAL
TO OFFER A VARIETY OF LIBRARY SERVICES FROM A LOCATION REMOTE FROM THE CENTRAL LIBRARY. TO ACCOMPLISH THIS GOAL,
STAFF SELECTS LIBRARY MATERIALS, PROVIDES REFERENCE GUIDANCE AND ASSISTANCE AND PRESENTS PROGRAMMING TO
PATRONS OF ALL AGES.
GOALS/OBJECTIVES/SOURCE
1. ENHANCE THE QUALITY OF LIFE FOR LUBBOCK AND AREA CITIZENS THROUGH A COMPREHENSIVE PLAN TO DEVELOP, ACQUIRE
AND MAINTAIN APPROPRIATE LIBRARY MATERIALS FOR BRANCH USE.
* STUDY MATERIALS AVAILABILITY REPORTS TO ASCERTAIN STRENGTHS AND WEAKNESSES IN THE BRANCH COLLECTION.
* SURVEY IN-HOUSE PATRONS AS TO NEEDS WHEN THEY SEEK ASSISTANCE.
2. PROMOTE LIBRARY RESOURCES TO THE CITIZENS AND CONTINUE TO EXPAND PUBLIC RELATIONS CAMPAIGN.
* CONTINUE TO PROVIDE QUALITY PROGRAMMING FOR ADULTS, QUERY AS TO INTERESTS.
* ENHANCE CHILDREN'S PROGRAMS TO INSTILL A LOVE OF READING AND LEARNING ADVENTURE.
* STRIVE TO INCORPORATE QUALITY TECHNOLOGY IN ADDITION TO LIBRARY MATERIALS TO THE BRANCH, I.E. CD-ROM UNITS
AND/OR INTERNET ACCESS.
3. IMPROVE COMMUNITY PARTNERSHIPS.
* USE OF BRANCH MANAGER AS A LIAISON TO COMMUNITY ORGANIZATIONS.
* DEVELOP MARKETING STRATEGIES CENTERED AROUND CITIZENS' RESPONSES FROM 1997 SURVEYS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
MATERIALS CIRCULATED 296,636 283,846 265,973 273,973
INFORMATION USER ASSISTANCE 108,276 108,555 99,676 104,659
PROGRAM PARTICIPANTS 6,342 5,464 2,001 4,800
MISCELLANEOUS SERVICES PROVIDED 80,133 84,656 82,144 84,603
LIBRARY ATTENDANCE 161,286 161,277 153,068 155,000
TOTAL LIBRARY SERVICES 652,673 643,798 591,596 897,008
PROGRAMS PRESENTED 320 328 275 285
NEW PATRONS REGISTERED 5,478 5,656 4,648 4,710
90
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SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
, ..... "--· LIBRARIAN II
LIBRARIAN I
LIBRARY ASSISTANT
CLERK TYPIST
INTERMEDIATE CLERK
OTHER EMPLOYEES:
LIBRARY AIDE Ill
LIBRARY AIDE I
TOTAL
. ' ACTUAL
' 1994-95
$0
$0
$0
$0
$0
$0
$0
JOB
GRADE
307
306
407
402
402
806
804
91
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$0 $194,990 $219,107
$0 $5,025 $6,000
$0 $23,992 $28,612
$0 $49,863 $42,763
$0 $60,876 $60,876
$0 $0 $0
$0 $334,746 $357,358
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
2 2 2
1 1 1
1 1 1
1 1 1
4 4 4
11 11 11
CENTER
PATTERSON· 5216
MISSION
TO OFFER A VARIETY OF LIBRARY SERVICES FROM A LOCATION REMOTE FROM THE CENTRAL LIBRARY. TO ACCOMPLISH THIS GOAL,
STAFF SELECT LIBRARY MATERIALS, PROVIDE READER GUIDANCE ANO REFERENCE ASSISTANCE, RENDER LEARNING ASSISTANCE IN
THE FAMILY LEARNING CENTER, ANO PRESENT PROGRAMMING TO PATRONS OF ALL AGES.
GOALS/OBJECTIVES/SOURCE
1. EVALUATE SERVICE AREA NEEDS ANO IMPLEMENT PROGRAMMING AT PATTERSON BRANCH LIBRARY (MAINTAIN/IMPROVE
SERVICE) AS PER OUR PLANNING PROCESS .
.. SURVEY CITIZENS OF EAST LUBBOCK ABOUT CHILDREN'S PROGRAMMING AND IMPLEMENT THOSE IDEAS IN OUR CURRENT
CHILDREN'S PROGRAM PLANS.
• PRODUCE ANO PRESENT A SERIES OF FOUR PROGRAMS FOR ADULTS.
2. INCREASE TECHNOLOGY AVAILABLE TO THE CITIZENS OF EAST LUBBOCK AT THE PATTERSON BRANCH LIBRARY AS PER OUR
STRATEGIC PLANNING PROCESS (MAINTAIN/IMPROVE.)
• PROVIDE WORD PROCESSING APPLICATIONS AT PATTERSON BRANCH LIBRARY (MAINTAIN/IMPROVE.)
• PROVIDE INTERNET ACCESS VIA THE LISD TIF GRANT WHICH ALSO PROMOTES COOPERATIVE EFFORTS BETWEEN LISD AND
LUBBOCK CITY-COUNTY LIBRARIES.
* PROVIDE INTERNET ACCESS BY ADDING ADDITIONAL TERMINAL ACCESS.
3. IMPROVE COMMUNITY PARTNERSHIPS.
• USE OF BRANCH MANAGER AS A LIAISON TO COMMUNITY ORGANIZATIONS.
• DEVELOP MARKETING STRATEGIES CENTERED AROUND CITIZENS' RESPONSES FROM 1997 SURVEYS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 199Nl8
MATERIALS CIRCULATED 0 29,440 35,390 36,096
INFORMATION USER ASSISTANCE 0 9,784 15,500 15,750
PROGRAM PARTICIPANTS 0 2,121 2,196 2,239
MISCELLANEOUS SERVICES 0 8,480 10,200 11,520
LIBRARY ATTENDANCE 0 31,009 39,200 40,100
TOTAL LIBRARY SERVICES 0 80,834 102,486 105,705
PROGRAMS PRESENTED 0 85 112 115
NEW PATRONS REGISTERED 0 1,669 1,010 1,100
LEARNING CENTER STUDENTS ENROLLED 0 267 150 160
LEARNING CENTER STUDENT HOURS 0 1,118 1,125 1,135
92
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SUMMARY
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SUPPLIES
MAINTENANCE
OTHER CHARGES .
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
JI-ii.I I IIIIUII-•
LIBRARIAN II
LIBRARY ASSISTANT
CLERK TYPIST
OTHER EMPLOYEES:
LIBRARY AIDE Ill
LIBRARY AIDE I
TOTAL
i i ACTUAL
1994-95
$0
$0
$0
$0
$0
$0
$0
JOB
GRADE
307
407
402
806
804
93
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$0 $168,660 $165,186
$0 $1,382 $1,853
$0 $19,016 $21,610
$0 $43,610 $43,187
$0 $25,870 $29,549
$0 $0 $0
$0 $258,538 $261,385
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
3 3 3
2 2 1
0 0 1
2 2 2
8 8 B
CENTER
GROVES -5217
MISSION
FUD
GENERAL
TO OFFER A VARIETY OF LIBRARY SERVICES FROM A LOCATION REMOTE FROM THE CENTRAL LIBRARY. TO ACCOMPLISH THIS GOAL,
BRANCH STAFF SELECT LIBRARY MATERIALS, PROVIDE READER GUIDANCE, REFERENCE ASSISTANCE, AND LIBRARY INSTRUCTION;
AND PRESENT PROGRAMMING TO PATRONS OF ALL AGES.
GOALS/OBJECTIVES/SOURCE
1. PROMOTE THE GROVES BRANCH THROUGH PARTNERSHIPS WITH LOCAL ORGANIZATIONS (MARKETING)
* MEET WITH EACH LOCAL NEIGHBORHOOD ASSOCIATION.
* MEET WITH EACH LOCAL SCHOOL (STAFF AND PTA)
* DEVELOP A RELATIONSHIP WITH LCU TO BENEFIT STAFF AND STUDENT BODY.
2. MARKET BRANCH INTERNET ACCESS AND FACILITATE PUBLIC USE (TECHNOLOGY.)
* PUBLICIZE AVAILABILITY
* INSURE STAFF COMPETENCY
* OFFER A VARIETY OF TRAINING OPPORTUNITIES TO BRANCH PATRONS.
3. ENCOURAGE BRANCH STAFF DEVELOPMENT {MARKETING)
• SUPPORT EMPLOYEE INVOLVEMENT IN DEPARTMENT AND CITY TASK FORCES AND COMMITTEES.
* ENCOURAGE PROFESSIONAL TRAINING AND DEVELOPMENT.
4. BEGIN A STRATEGIC PLANNING PROCESS (MARKETING)
• SURVEY BRANCH PATRONS REGARDING COLLECTION AND SERVICE QUALITY AND RELEVANCE.
* EVALUATE VARIOUS COMPUTER TECHNOLOGIES.
• CREATE A BRANCH SPECIFIC PROCEDURES MANUAL.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL
MEASURES 1994-95 1995-96
MATERIALS CIRCULATED 0
INFORMATION USER ASSISTANCE 0
PROGRAM PARTICIPANTS 0
MISCELI.ANEOUS SERVICES PROVIDED 0
LIBRARY ATTENDANCE 0
TOTAL LIBRARY SERVICES 0
PROGRAMS PRESENTED 0
NEW PATRONS REGISTERED 0
94
0
0
0
0
0
0
0
0
REVISED
1996-97
102,000
11,000
2,100
13,800
66,772
195,672
115
3,293
APPROVED
1997-98
103,500
11,500
2,250
14,100
68,100
199,450
120
3,100
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EXPENDITURE : ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $0 $0 $182,691 $192,583
SUPPLIES $0 $0 $3,176 $4,150
MAINTENANCE $0 $0 $17,452 $20,430
OTHER CHARGES $0 $538 $48,717 $49,106
CAPITAL OUTLAY $0 $0 $38,654 $40,478
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $0 $538 $290,690 $306,747
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
i:;111 I I Ill/IE~
LIBRARIAN Ill 308 1 1
LIBRARY ASSISTANT 407 3 3
MATERIALS HANDLER 404 1 1
CLERK TYPIST 402 1 1
OTHER EMPLOYEES:
LIBRARY AIDE I 804 2 2
TOTAL 8 8
95
CENTER
CULTURAL ARTS SERVICES -5219
MISSION
FUND
GENERAL
ENSURE A SPECTRUM OF QUALITY CULTURAL, ARTISTIC, AND EDUCATIONAL PROGRAMS THAT PROMOTE THE ARTS AND LUBBOCK
AS A REGIONAL CULTURAL CENTER.
GOALS/OBJECTIVES/SOURCE
1. COMPLETE PLANS FOR RELOCATION OF THE FINE ARTS CENTER TO INCLUDE A PERMANENT EXHIBITION OF BUDDY HOLLY
MEMORABILIA, A VISITOR INFORMATION CENTER-GIFT SHOP, AND EXHIBITION AND EDUCATIONAL SUPPORT SPACE FOR SPECIAL
EVENTS AND PROGRAMS (GOALS FOR LUBBOCK, GOALS: 2005, DIVISION OF CULTURE AND LEISURE SERVICES} •
.2. RESEARCH AND DEVELOP OTHER FUNDING SOURCES FOR OUTREACH PROGRAMS (DEPARTMENT GOAL}.
3. INCREASE REVENUES FOR RESERVATIONS AT THE GARDEN AND ART CENTER (DIVISION GOAL}.
4. CONTINUE TO DEVELOP AND PROMOTE CULTURALLY DIVERSE PROGRAMS AT THE FINE ARTS CENTER AND THE GARDEN ARTS
CENTER (GOAL: 2005).
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
REVENUES
FACSALES 4,574 1,541 3.500 4,000
HOTEL/MOTEL 0 108,491 125,211 120,000
GACSALES 2,386 987 900 1,445
GACCLASSES 16,640 16,384 18,000 21,500
GAC RESERVATIONS 12,970 15,676 22,150 22,500
ATTENDANCE
GAC 78,750 80,000 80,000 84,400
FAC 18,250 23,000 23,000 26,000
PROGRAMS
EXHIBITIONS 20 20 20 23
OUTREACH 2 3 4 4
SPECIAL EVENTS 4 4 4 4
96
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SUPPLIES $8,997 $13,889 $17,028 $14,825 ,-... MAINTENANCE $6,601 $15,965 $19,415 $27,715
OTHER CHARGES $79,577 $110,374 $106,523 $106,047 ,... CAPITAL OUTLAY $0 $10,294 $7,500 $5,700
REIMBURSEMENTS $0 $0 $0 $0 ,... TOTAL $213,504 $295,632 $313,714 $322,940
,.... SUMMARY 1994-95 1995-96 1996-97 1997-98 ,--$16:640 RESERVATIONS-GARDEN & A $16,384 $30,200 s22:soo
r, GARDEN AND ARTS CLASSES $12,970 $15,676 $23,000 $21,500
SALE-MISCELLANEOUS SALES $4,575 $1,541 $3,500 $4,000 ,-,. CONTRIB-FINE ARTS FUNDRA $32,872 $27,794 $0 $0
HOTEL MOTEL TAX $0 $118,720 $125,212 $120,000
r, TOTAL $69,443 $181,102 $182,812 $169,445
~ ,,...
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GRADE 1995-96 1996-97 1997-98 ,...,
r CULTURAL ARTS MANAGER 310 1 1 1
SUPERVISOR, GAC 304 1 1 1 ,... CULTURAL ARTS ASSISTANT 304 0 1 1
CUSTODIAN/MAINTENANCE 504 1 0 0
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OTHER EMPLOYEES: ,... PARTTIME PROJECT COORDINATOR 304 1 1 1
~ PARTTIME PROJECT COORDINATOR 812 1 1 1
ASSISTANT PROJECT COORDINATORS 807 5 5 5
f""' ,... TOTAL 10 10 10
f""' 97
CENTER
PARK -MAINTENANCE -5221
MISSION
FUND
GENERAL
PARK MAINTENANCE PROVIDES AND MAINTAINS IN A USEABLE, ATTRACTIVE AND SAFE CONDITION A SYSTEM OF PARKS AND
FACILITIES THAT ARE ACCESSIBLE, AND RESPOND TO CITIZEN AT NEIGHBORHOOD, COMMUNITY AND, REGIONAL LEVELS.
GOALS/OBJECTIVES/SOURCE
1. ENSURE HIGH QUALITY VISUALLY APPEALING OPEN SPACE WHICH MEET THE INTERESTS OF THE CITIZENS AS IDENTIFIED
THROUGH THE PARK MASTER PLAN.
• INVESTIGATE WITH HUMAN RESOURCES, THE POTENTIAL FOR FURTHER FULL-TIME STAFF REDUCTIONS THROUGH THE USE OF
SKILLED TEMPORARY LABOR POSITIONS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
TURF MAINTENANCE:
CLASS A PARK/FACILITIES 557 3 3 3
CLASS B PARK/FACILITIES 863 613 613 621
CLASS C PARK/FACILITIES 1,515 653 653 662
CLASS D PARK/FACILITIES 0 1,661 1,661 1,648
ANNUAL MOWING FREQUENCY
CLASS A PARK/FACILITIES 19 30 30 30
CLASS B PARK/FACILITIES 18 26 26 26
CLASS C PARK/FACILITIES 6 18 18 18
CLASS D PARK/FACILITIES 0 9 9 9
OTHER LANDSCAPE MAINTENANCE
TREES PLANTED
CLASS A PARK/FACILITIES 10 ·2 2 25
CLASS B PARK/FACILITIES 89 120 120 75
CLASS C PARK/FACILITIES 128 115 115 75
CLASS D PARK/FACILITIES 0 38 38 50
TURF ACREAGE TREATED WITH PESTICIDES 300 300 300 300
SEASONAL FLOWERS PLANTED 28,805 28,805 28,805 25,000
IRRIGATION MAINTENANCE, P-H OF SYSTEM MAINT. 11,118 12,480 12,480 12,480
ATHLETIC FIELD SERVICES, P-H OF PROGRAM SUPPORT 0 0 0 16,640
FACILITY MAINTENANCE LIGHTING
ATHLETIC LIGHTING WORK ORDERS 20 70 70 70
SECURITY LIGHTING WORK ORDERS 55 90 90 90
STRUCTURES
STRUCTURE RELATED WORK ORDERS 125 150 150 150
98
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EXPENDITURE : ACTUAL ACTUAL REVISED APPROVED
SUMMARY I 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $2,252,060 $2,302,001 $2,361,596 $2,680,737
SUPPLIES $222,464 $268,117 $303,842 $303,170
MAINTENANCE $284,382 $352,571 $293,023 $288,014
OTHER CHARGES $536,963 $1,283,425 $1,363,827 $1,354,197
CAPITAL OUTLAY $170,739 $106,907 $15,260 $20,500
REIMBURSEMENTS -$320 $0 $0 $0
TOTAL $3,466,288 $4,313,021 $4,337,548 $4,646,618
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
Fill I IIME:
PARKS & RECREATION MANAGER 316 0 1 1
PARKS MANAGER 314 1 0 0
PARKS SUPERINTENDENT 312 0 0. 1
PARK MAINTENANCE SUPERVISOR 307 3 3 3
PARK HORTICULTURIST 306 1 1 1
PARK MAINTENANCE FOREMAN 303 5 6 6
PARK MAINTENANCE LEADER 301 6 5 5
SENIOR CLERK TYPIST 404 1 1 1
PARK ELECTRICIAN 514 1 1 1
PESTICIDE APPLICATOR II 509 1 1 1
EQUIPMENT TECHNICIAN II 509 1 1 1
EQUIPMENT OPERATOR Ill 508 2 2 2
CARPENTER 507 1 1 1
PAINTER 507 1 1 1
IRRIGATION TECHNICIAN 507 3 3 3
PESTICIDE APPLICATOR I 506 2 1 1
ATHLETIC FIELD TECHNICIAN 506 0 1 1
SENIOR GROUND MAINT WORKER 503 26 25 25
EQUIPMENT OPERATOR I 503 8 8 7
GROUNDS MAINTENANCE WORKER 501 11 11 9
OTHER EMPLOYEES:
PART-TIME ADMINISTRATIVE AIDE I 806 2 2 1
TOTAL 76 75 72
99
CENTER
PARK· DEVELOPMENT -5223
MISSION
FUND
GENERAL
EVALUATE, DESIGN, AND OVERSEES THE IMPLEMENTATION AND PROMOTION OF A SYSTEM OF QUALITY DEVELOPED PARK,
COMMUNITY BEAUTIFICATION, AND OPEN SPACE AREAS TO MEET THE LEISURE NEEDS OF RESIDENTS AND VISITORS TO THE CITY.
GOALS/OBJECTIVES/SOURCE
1. EXPEDITE COMPLETION OF ALL PENDING CAPITAL PROJECTS.
* ASSIGN PROJECTS TO IN-HOUSE DESIGNERS AND LANDSCAPE ARCHITECTS THAT ARE IN PROGRESS FOR COMPLETION BY
SEPTEMBER 30, 1997. .
* ASSIGN PROJECTS TO THIRD PARTY DESIGN FIRMS AD PER CITY POLICIES AND PROCEDURES FOR COMPLETION BY SEPTEMBER
30, 1997.
* OVERSEE, MONITOR, AND DOCUMENT PROGRESS OF DESIGN SCHEDULE, CONSTRUCTION AND COMPLETION AS PER
SPECIFICATIONS.
2. PROVIDE SUPPORT FOR PARK MAINTENANCE AND RECREATION DIVISIONS, AND OTHER DEPARTMENTS FOR SPECIAL PROJECTS.
* TECHNOLOGY IMPLEMENTATION, SUCH AS NEW COMPUTER EQUIPMENT AND SOFTWARE.
*GRAPHICS
* DESIGNS
* WRITING IN FORM OF FL YER$
* T-SHIRT GRAPHICS
* SLIDE SHOWS
* GRANT PROPOSALS
3. INTEGRATE PARKS MASTER PLAN TO SERVE AS GUIDE FOR FUTURE PLANNING.
* INCORPORATE GIS BASE MAPS INTO AS BUILT MAPS OF PARKS;
* UPDATE 25 PARKAS BUILT MAPS BY SEPTEMBER 30, 1998.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
PROJECT PLANS PREPARED
(INCLUDING AS-BUil T SURVEYS, SITE
RRIGATION, DESIGN, AND LANDSCAPING) 45 45 45 46
PROJECTS DESIGNED AND SUPERVISED
-PCP 35 24 31 27
-GF&SI 4 4 1 2
MISCELLANEOUS (INCLUDES SPECIAL PROJECTS SUCH AS
LANDSCAPING, MEMORIAL GROVES, ETC.) 9 17 18 17
AS-BUil T PLANS PREPARED 45 45 60 50
SPECIFICATION PACKET PREPARED 12 12 19 18
COMPUTER GRAPHICS/SPECIAL PROJECTS 12 18 18 20
CERTIFICATES/RECOGNITION AWARDS PRESENTED 12 12 12 8
100
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
t-111 I 1•1vu-•
PARK DEVELOPMENT SUPERVISOR
PROGRAM DEVELOPMENT COORD
ADMINISTRATIVE ASSISTANT I
PARK PROJECTCOORDINATOR
LANDSCAPE ARCHITECT
SENIOR ENGINEERING TECHNICIAN
OTHER EMPLOYEES:
TOTAL
i i ACTUAL
1994-95
$164,728
$4,635
$1,629
$15,820
$12,098
$0
$198,910
JOB
GRADE
307
307
307
307
305
409
101
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$174,023 $191,953 $140,390
$5,177 $7,870 $7,109
$1,219 $1,510 $13,982
$17,517 $23,138 $21,818
$0 $0 $0
$0 $0 $0
$197,936 $224,471 $183,299
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 0
1 1 1
1 1 1
0 0 1
1 1 1
1 1 2
5 5 6
CENTER
INDOOR RECREATION· 5225
MISSION
FU
GENERAL
TO PROVIDE ACTIVITIES, FACILITIES AND PROGRAMS WHICH SUSTAIN INDIVIDUAL FAMILIES AND CITIZENS THROUGH RELEVANT
EDUCATIONAL, SOCIAL, PHYSICAL AND RECREATIONAL INTERVENTION.
GOALS/OBJECTIVES/SOURCE
1. IDENTIFY AND IMPLEMENT RELEVANT PROGRAMS AND ACTIVITIES (FOCUS GROUPS/COMMUNITY MEETINGS/STAFF).
* DEVELOP AND IMPLEMENT CENTER ADVISORY BOARD FOR EACH RECREATION CENTER DUE BY 10-1-97.
* ESTABLISH COMPREHENSIVE PROGRAM, EVENT AND ACTIVITY EVALUATION PROCESS DUE BY 1-1-98.
* DEVELOP AND IMPLEMENT A ROTATING SCHEDULE FOR CENTER AND AMENITY MAINTENANCE AND REPLACEMENT DUE BY 1-1-98.
2. INCREASE COMMUNITY AWARENESS OF AND PARTICIPATION IN PROGRAMS AND ACTIVITIES (FOCUS GROUPS/STAFF.)
* IMPLEMENT YOUTH SPORTS ORGANIZATION PER RECREATION CENTER DUE BY 10-1-97.
* COMPLY WITH PARKS, RECREATION AND OPEN SPACE MASTER PLAN AS PER CITY COUNCIL DIRECTION.
* FORMALIZE INTER AND INTRA CITY RELATIONSHIPS WITH COMPLIMENTARY ORGANIZATIONS, I.E. SCHOOL DISTRICTS,
MEDICAL COMMUNITY, HEALTH DEPARTMENT AND COMMUNITY DEVELOPMENT DUE BY 10-1-97.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
COMMUNITY CENTER MEAN DAILY ATTENDANCE 763 817 815 825
SENIOR CENTER MEAN DAILY ATTENDANCE 300 302 302 310
PARTY HOUSE TOTAL RENTAL NIA 331 331 330
COMMUNITY CENTER REVENUE 106,305 86,077 115,150 96,809
SENIOR CENTER REVENUE 71,009 105,411 51,400 66,792
PARTY HOUSE REVENUE 24,080 27,475 30,000 25,375
102
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EXPENDITURE SUMMARY
-· •. ·-tit:KVll...t:.:>
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
···-·--.. ~!: SUMMARY
RESERVA+l~~~=MAXEY
RESERVATIONS-RODGERS
RESERVATIONS-SIMMONS
RESERVATIONS-WOODS
RESERVATIONS-RAWLINGS
PARTY HOUSE RESERVATION
SENIOR CITIZENS DANCES
SENIOR CITIZENS CLASSES
SENIOR CITIZENS CERAMIC
SENIOR CITIZEN RESERVAT
SENIOR CITIZENS ID CARO
HODGES CLASSES
MAXEY CLASSES
RODGERS DANCES/SPECIAL
RODGERS CLASSES
SIMMONS CLASSES
WOODS DANCES/SPECIAL EV
WOODS CLASSES
RAWLINGS CLASSES
INDOOR CONC & SPEC EVEN
HODGES DANCES/SPECIALE
MAXEY DANCES/SPECIAL EV
SIMMONS DANCES/SPECIAL
RAWLINGS DANCES/SPECIAL
PR-MISC EQUIP DAMAGE
TOTAL
SCHEDULE
-••• I 1•--•
RECREATION SUPERINTENDENT
INDOOR RECREATION SUPERVISORII
RECREATION SUPERVISOR/
PUBLIC OUTREACH
RECREATION CENTER SUPERVISOR
PARKS MAINTENANCE FOREMAN
SENIOR CENTER SUPERVISOR
BUILDING MAINTENANCE WORKER
SENIOR CLERK TYPIST
PT SENIOR CENTER SUPERVISOR
(GRANT)
ASST. RECREATION SUPERVISOR
OTHEB EMPJ.OYEE&i
PT ASSISTANT REC CENTER SUPV
PT TRANSPORTATION AIDE
TOTAL
ACTUAL
l i 1994-95
• , <tO, l:101:1
$93,455
$23,215
$269,780
$35,880
$0
$1,171,299
Av.UAL
1994-95
~~700
$1,500
$1,065
$1,270
$1,370
$24,080
$67,936
$579
$2,273
$100
$121
$56,272
$25,512
$952
$1,588
$40
$406
$444
$0
$6,976
$2,000
$2,000
$471
$369
$114
$201,506
.iua
GRADE
312
307
306
304
304
304
304
304
304
304
807
806
103
..
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
.1)1.:J,UOO •otV,vlU lllfUU,"+IJ't
. $71,367 $63,735 $53,543
$99,832 $104,448 $140,966
$315,757 $286,051 $286,908
$5,704 $26,533 $21,000
$0 $0 $0
$1,165,726 $1,151,263 $1,202,621
A!,,i,IUAL ,_.,.., ...... . ... --·--
1995-96. 1996-97 1997-98
$6~8 l~:8~~ ;i,,.:,~t 61
$1,206 $500 $1,231
$1,390 $1,000 $1,156
$945 $1,000 $666
$1,440 $1,500 $1,316
$27,475 $30,000 $25,375
$99,703 $47,000 $61,091
$1,616 $1,000 $913
$2,887 $3,000 $2,768
$515 $400 $2,000
$690 $0 $0
$36,351 $60,000 $49,617
$35,790 $35,000 $31,719
$507 $1,000 $1,135
$2,218 $1,000 $2,602
$30 $200 $50
$738 $1,000 $626
$214 $350 $300
$0 $500 $125
$3,404 $5,000 $3,000
$0 $300 $200
$0 $300 $200
$70 $3,000 $500
$234 $1,000 $310
$2 $0 $0
$218,965 $196,550 $189,914
A1,,i,IUAL n.cvl.:it;U .. ,,,,. " -·--
1995-96 1996-97 1997-98
1 1 1
1 1 1
1 1 0
7 7 7
1 1 1
2 2 2
2 2 2
1 1 1
2 2 2
1 0 0
10 9 9
1 1 1
30 28 27
CENTER
OUTDOOR RECREATION • 5227
MISSION
IMPROVE THE PHYSICAL, MENTAL, EMOTIONAL AND SOCIAL HEALTH OF THE COMMUNITY BY DEVELOPING APPROPRIATE
RECREATIONAL, DEVELOPMENTAL AND EDUCATIONAL PROGRAMS IN ATHLETIC, AQUATIC, SAFETY CITY, SPECIAL EVENT, TENNIS
CENTER AND CULTURAL PROGRAMS.
GOALS/OBJECTIVES/SOURCE
1. DEVELOP A STRATEGY TO INCREASE PARTICIPATION IN VOLLEYBALL/AQUATICS. (STAFF)
,. DEVELOP AND EXECUTE A SURVEY FOR ALL PARTICIPANTS AND NON-PARTICIPANTS FOR ADULT VOLLEYBALL LEAGUES BY
JANUARY 30, 1998.
,. DEVELOP AND EXECUTE SPECIFIC STRATEGIES TO INCREASE PARTICIPATION AND FAMILIES ATTENDING MUNICIPAL
SWIMMING POOLS BY APRIL 15, 1998.
2. DEVELOP A MARKETING PROGRAM TO INCREASE NEIGHBORHOOD ASSOCIATIONS PARTICIPATION IN THE PARK PARTNERS
PROGRAM. (STAFF)
• DEVELOP AN EFFECTIVE BROCHURE AND MARKETING CATALOG TO INCREASE PARTICIPATION AND SPONSORSHIPS BY
FEBRUARY 27, 1998.
3. EVALUATE THE EFFECTIVENESS OF DEPARTMENTS COST RECOVERY EFFORTS WHILE MAINTAINING QUALITY OF SERVICE.
(STRATEGIC PLANNING)
• EVALUATE EXISTING PROGRAMS FOR THEIR COST EFFECTIVENESS AND IMPLEMENT FEE CHANGES OR ELIMINATIONS AS
NECESSARY BY MAY 15, 1998.
4. IMPLEMENT STRATEGIES DERIVED FROM PARKS MASTER PLAN STUDY. (MASTER PLAN)
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
PARTICIPATION:
SWIMMING POOL PARTICIPATION 52.412 50,654 55,000 55,000
SWIMMING POOL RESERVATIONS 55 58 60 60
YOUTH SPORT CAMPS 142 91 100 100
SOFTBALL TEAM REGISTRATION 535 464 475 475
BASKETBALL TEAM REGISTRATION 52 49 44 45
VOLLEYBALL TEAM REGISTRATION 179 135 136 140
FLAG FTBALL TEAM REGISTRATION 18 22 24 24
BASEBALL TEAM REGISTRATION 20 18 15 15
SAND VBALL TEAM REGISTRATION 55 42 30 30
SAFETY CITY PARTICIPATION N/A 4,600 7,500 7,500
SPECIAL EVENTS PARTICIPATION 25,717 10,159 15,000 15,000
GYM RENTAL PARTICIPATION 4,803 4,767 4,600 4,600
FIELD RENTALS NIA NIA 200 200
SHOW WAGON RENTALS 10 23 25 25
EQUIPMENT RENTALS NIA 35 30 30
TOURNAMENT PARTICIPATION NIA NIA 2,500 2,500
TENNIS CENTER RESERVATIONS 7,850 10,807 8,000 8,000
?EDUCATION
104
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SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
"-·-··--SUMMARY
1 ~~:SwiMMiNG iN~~tcr10N
PR-SWIM POOL CONCESSIONS
PR-SWIM POOL RENTAL
PR-MACKENZIE PK PLAYGROU
SAFETY CITY
PR-SPECIAL EVENTS
PR-BASKETBALL LEAGUE
PR-VOLLEYBALL LEAGUE
PR-GYM RENTAL
PR-S.B.ENTRY FEE
PR-FIELD RESERVATION
PR-ADULT SOCCER
PR-ADULT BASEBALL
PR-TENNIS INSTRUCTION
PR-TENNIS TOURNAMENTS
PR-CONCESSIONS
PR-BALL MACHINE RENTAL
PR-LEAGUES
PR-COURT FEES
PR-MEMBERSHIPS
PR-OUTOOOR CONCESSIONS
PR-MODEL AIRPORT PERMIT
PR-SHOW WAGON RENTAL
PR-FLAG FOOTBALL
PR-EQUIPMENT RENTAL
PR-SOFTBALL TOURNAMENT
TOTAL .
SCHEDULE
I. II I 1•--•
RECREATION SUPERVISOR II
ASST. RECREATION SUPERVISOR
INTERMEDIATE CLERK TYPIST
OTHEB EMeL.OYl;ES;
CONCESSION COORDINATOR
CONCESSION WORKERS
ASST. RECREATION CTR SUPV.
TOTAL
ACTUAL
i ' 1994-95
;;p.:nl,t:113
$115,637
$12,106
$417,101
$15,327
$0
$871,784
1-\vtUAL
1994-95
;i,ou,$10
$3,236
$5,510
$19,006
$24
$12,444
$8,708
$38,111
$33,848
$121,448
$4,074
$0
$9,066
$34,566
$6,801
$4,746
$221
$2,105
$7,670
$2,719
$55,270
$821
$2,950
$4,425
$0
$0
$428,047
JUD
GRADE
307
303
403
807
806
805
105
ACTUAL REVISED APPROVED 1995-96 1996-97 1997-98
;;p.)u.:J,~.:; .. ;;p;:54;:1,oou ,11.:,ou,.,..,,
$111,531 $102,089 $99,210
$9,593 $20,725 $33,588
$353,035 $3TT,223 $372,256
$8,015 $8,000 $0
$0 $0 $0
$785,498 $851,897 $856,005
ACfUAL --·---Al"r-n.vv'CU
1995-96 1996-97 1997-98
:ii44s!~1 ,1,;iv,u~g ;i,-10,$0
$4,157 $5,000 $4,500
$5,506 $4,500 $5,500
$21,559 $19,000 $23,500
$2,336 $500 $7,500
$7,860 $12,000 $8,000
$17,957 $14,300 $12,600
$25,343 $40,000 $23,500
$28,815 $30,000 $30,000
$125,557 $130,000 $118,000
$4,055 $3,500 $4,000
$70 $400 $400
$4,305 $9,000 $5,000
$39,581 $20,000 $30,000
$5,318 $6,000 $6,000
$7,256 $4,000 $6,000
$133 $200 $200
$3,820 $2,500 $3,000
$5,362 $6,000 $6,000
$5,720 $3,800 $5,000
$62,511 $60,500 $60,500
$381 $900 $900
$5,425 $4,500 $5,500
$4,862 $4,160 $4,750
$3,847 $3,500 $4,000
$1,739 $10,000 $10,000
$438,134 $454,260 $439,350
ACfUAL ~CYli:JCU ·-. ,,. _____
1995-96 1996-97 1997-98
1 1 1
2 3 3
1 1 1
1 1 1
5 5 5
3 3 3
13 14 14
CENTER
CEMETERY -5228
MISSION
FUND
GENERAL
PROVIDE AN AESTHETICALLY PLEASING AREA THAT SERVES AS A SUITABLE LOCATION FOR INTERMENT OF THE DECEASED,
THROUGH HIGH QUALITY MAINTENANCE OF THE CEMETERY GROUNDS AND SALES AND SERVICE OF PLOTS.
GOALS/OBJECTIVES/SOURCE
1. IMPROVE CEMETERY SALES AND COST RECOVERY. (STRATEGIC PLANNING)
* IMPLEMENT BURIAL PLOT AND GRAVE SERVICE PRICE INCREASES ON OCTOBER 1, 1997.
• REVISE COLLECTION PROCESS TO INCLUDE INTEREST ON PAYMENT PLANS FOR PROPERTY SALES -BY OCTOBER 1997.
* INVESTIGATE PROCEDURES FOR REPOSSESSING PROPERTY IF PAYMENTS ARE 45 DAYS DELINQUENT -BY DECEMBER 1997.
* IDENTIFY MARKETING PROCEDURES TO ENTICE PRENEED ARRANGEMENTS AND TO PRESENT THE CEMETERY IN A MORE
VISIBLE MANNER BY JANUARY 1998.
* INVESTIGATE FEE ADJUSTMENTS OF COUNTY INDIGENT BURIALS ANO LUBBOCK STATE SCHOOL BURIALS BY JUNE 1998.
2. INVESTIGATE ADDITIONAL REVENUE SOURCES. (DEPARTMENTAL GOAL)
* COST OF PLATING UNDEVELOPED AREAS OF THE CEMETERY AND MAKING THEM AVAILABLE FOR SALE.
* FEASIBILITY OF BUILDING A COLUMBARIUM, MAUSOLEUM OR LAWN CRYPTS.
3. ENHANCE OUR CUSTOMER SERVICE. (DEPARTMENTAL GOAL)
• UPGRADE RECORD KEEPING WITH NEW COMPUTER SOFTWARE.
* COORDINATE WITH PARK DEVELOPMENT AND UPDATE ALL CEMETERY MAPS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
FUNERAL SERVICES 452 456 450 450
SPACES SOLD 373 438 350 350
MONUMENT PERMITS ISSUED 280 308 290 275
MOWING FREQUENCY 23 25 26 26
FERTILIZATOIN FREQUENCY 2 2 2 2
AERATION FREQUENCY 2 2 2 2
NEW CORNER MARKERS INSTALLED 734 0 290 300
HOURS IN IRRIGATION SYSTEM MAINTENANCE 1,109 834 950 900
IRRIGATION HEADS REPLACED 124 162 130 100
IRRIGATION LINE REPAIRS 60 63 60 60
IRRIGATION CONTROLLER REPAIRS 37 22 30 30
106
--
r
-
r
-
---
r
r
r-, ,..
I" EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
~ SUPPLIES
. . . .
$30,089 $22,665 $31,323 $25,534 ,.... MAINTENANCE $20,745 $12,154 $29,165 $30,644
OTHER CHARGES $19,567 $13,737 $25,913 $29,132
("'i CAPITAL OUTLAY $16,802 $7,459 $5,200 $0
REIMBURSEMENTS $0 $0 $0 $0
(", TOTAL $362,721 $308,420 $393,371 $397,484
f""", SUMMARY 1995-96 ,,.., .
CEMETERY-GRAVE SERVICES
,-. CEMETERY-MISCELLANEOUS
TOTAL ,....
,....
(". ,...
,,.,.,
,.....
,....
,,...,
,....
f"'i ,-..
,-... ,...
SCHEDULE GRADE 1995-96 1996-97 1997-98 ,....
CEMETERY SUPERVISOR 307 1 1 1 ,-... CEMETERY MAINTENANCE FOREMAN 303 1 1 1 ,.... CEMETERY MAINTENANCE LEADER 301 0 0 0
EQUIPMENT OPERATOR II 505 1 1 1 ,.... EQUIPMENT OPERATOR I 503 2 2 2
SENIOR GROUNDS MAINTENANCE 503 1 1 1
r'· CEMETERY WORKER 502 2 2 2 ,.... INTERMEDIATE CLERK TYPIST 403 1 1 1
r-
f"' ,...,
,....
,....
r, , ...
,....
,....
OTHER EMPLOYEES: r, ,....
,....,
f""' TOTAL 9 9 9 ,.... 107
CENTER
CIVIC CENTER -5241
MISSION
TO PROMOTE CULTURAL AND ECONOMIC INTERCHANGE WITHIN THE COMMUNITY THROUGH MAXIMIZING FACILITY UTILIZATION. TO
PROVIDE QUALITY SERVICE AND FACILITIES THROUGH TEAMWORK AT A LEVEL THAT EXCEEDS THE EXPECTATION OF OUR CLIENTS
AND GUESTS.
GOALS/OBJECTIVES/SOURCE
1. DEVELOP AND IMPLEMENT STRATEGIES TO ACHIEVE A COST RECOVERY RATE OF 44% (CITY MANAGER/CITY COUNCIL)
* EVALUATE MARKETING PLAN AND IMPLEMENT STRATEGIES TO INCREASE UTILIZATION AND REVENUES
• SECURE TWO ADDITIONAL ASSOCIATION/ORGANIZATIONAL WEEKLY/MONTHLY MEETINGS
* INCREASE NUMBER OF BANQUET HALL, EXHIBIT HALL SPECIAL EVENTS, AND EVENING EVENTS ON NON-PEAK DAYS BY 15%
• TARGET TRAINING SEMINARS AND DANCES, AND EVALUATE INCENTIVE PACKAGE TO INCREASE UTILIZATION BY 9/98.
• EVALUATE ADVERTISING OPPORTUNITIES AND IMPLEMENT BY 9/98.
• DEVELOP ANO IMPLEMENT MARKETING CAMPAIGN TO INCREASE EVENTS UTILIZING FOOD/BEVERAGE SERVICES, THEREBY
INCREASING REVENUES BY 29%.
2. IMPROVE THE QUALITY OF SERVICES PROVIDED TO LESSEES AND PATRONS UTILIZING FACILITY (DEPARTMENT)
* EVALUATE AND UPDATE CLEANING. PREVENTATIVE MAINTENANCE AND ROUTINE MAINTENANCE TASK SCHEDULES, AND
INCORPORATING PROCEDURES TO MAINTAIN NEWLY RENOVATED FACILITY BY 11/97.
* DEVELOP PLAN TO IMPROVE THE MONITORING OF THE HVAC SYSTEM BY 12/97.
• PERFORM IMPROVEMENTS TO EXHIBIT HALL UTILITY BOXES TO BETTER SERVE EXHIBITORS BY AND EVALUATE RENTAL
STRUCTURE FOR RECOMMENDATIONS ON UTILITY CHARGES BY 3/98.
* DEVELOP PLAN TO INSURE DAIL Y/WEEKL Y/MONTHL Y INSPECTION OF FACILITY BY 10/97.
• PERFORM COMPLETE CARPET EXTRACTION ANNUALLY AND HIGH TRAFFIC AREAS BIANNUALLY.
• REPLACEMENT OF THEATER SOUND BOARD
3. PROVIDE A SAFE ENVIRONMENT FOR ALL EMPLOYEES AND EVENTS (DEPARTMENT)
• INSTALLATION OF FALL PROTECTION IN EXHIBIT HALL
• PROVIDE FOR EXIT DOOR FROM SECOND FLOOR BANQUET HALL SOUND BOOTH.
4. DEVELOP A TECHNOLOGY PLAN FOR THE FACILITY, IDENTIFYING COMPONENTS, COSTS, AND REVENUES (CITY MANAGER)
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
NUMBER OF EVENTS
UNDER 500 IN ATTENDANCE 315 345 300 340
OVER 500 IN ATTENDANCE 126 126 140 160
EVENT DAYS 750 858 750 825
EVENT ACTIVITIES 1,846 1,819 1,700 1,950
TOTAL EVENT ATTENDANCE 364,212 331,876 300,000 350,000
CONVENTIONS 20 20 18 19
CONVENTION RENTAL REVENUE 105,907 111,496 107,740 112,000
+/. EVENT ACTIVITIES OVER PRIOR VEAR -2% -1% -7% 15%
EVENTS RA TING STAFF MTS OR BETTER 89% 93% 95% 97%
INCREASE IN NON-PEAK (SUN-THURS) EVENTS IN BANQUET NIA 54 nla 63
HALL/EXHIBIT HALL (EXCLUDES CIVIC CLUB MTGS
AND CONVENTIONS)
DIRECT COST RECOVERED 36% 35% 44%
108
-
I,-.
-
r
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r
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r
r
-
r
r
r
r
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r ,...,
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,-..
,-.,
,-.
,-.
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,....,
,....,
,....,
,-..
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("',
(",
,-.,
,-.,
,-.,
,-.,
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r"'· ,-.. ,....
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EXPENDITURE SUMMARY ' -· ____ .::it:.KVl\.,t:.l>
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
1..,. ......... ~Uc
SUMMARY
, PR:Clvlc CENTER ~i~J~~G
PR-COMMISSIONS CIVIC CTR
SAS PROMOTER FEES
RENT-EQUIPMENT RENTAL
HOTEL MOTEL TAX
TOTAL
PERSONNEL
SCHEDULE
'""' I TIME=•
MANAGING DIRECTOR FOR CULTURE AND LEISURE SERVICES
CIVIC CENTERS MANAGER
OPERATIONS/ENGINEERING SUPERINTENDENT
FOOD/BEVERAGE COORDINATOR
ACCOUNTANT
TECHNICAL COORDINATOR
EVENTS COORDINATOR
ASSISTANT EVENTS COORDINATOR
OPERATIONS FOREMAN
BUILDING MAINTENANCE SUPERVISOR
BUILDING OPERATIONS SUPERVISOR
FOOD/BEVERAGE ASSISTANT
ADMINISTRATIVE SECRETARY
SECRETARY
BUILDING MAINTENANCE WORKER
SR CLERK TYPIST
FOOD/BEVERAGE WORKER
CUSTODIAN
TOTAL
ACTUAL
' 1994-95
11 ,515,IUl:I
$127,984
$238,114
$625,258
$42,970
-$244,279
$2,305,753
ACfUAL
1994-95
,l)-'00,139 $49,383
$81,346
$0
$2,493
$105,743
$604,104
JOB
GRADE
315
309
308
307
306
305
303
303
302
302
407
407
405
504
404
501
501
109
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
~1.u;,n~ ~,V-'::l,VO-' 11,v::10;1.:o
$97,779 $128,997 $143,885
$195,325 $201,509 $187,547
$463,238 $487,675 $459,347
$10,415 $10,509 $15,939
-$109,981 -$22,793 -$22,520
$1,688,319 $1,844,950 $1,880,324
ACfUAL n.cv1.::icu !'. .••• ~':CU
1995-96 1996-97 1997-98
1370,-'04 $41,938 ,1)$4s:ooo ,1)$4s:ooo
$81,845 $94,665 $29,924
$60 $27,124 $30,000
$3,455 $2,000 $3,000
$105,000 $117,000 $212,221
$608,682 $610,789 $457,924
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
1 1 1
2 2 2
1 1 1
1 1 1
1 1 1
2 2 2
1 1 1
1 0 0
7 7 7
26 25 25
CENTER
COLISEUM/AUDITORIUM -5243
MISSION
FU
GENERAL
TO PROMOTE CULTURAL AND ECONOMIC INTERCHANGE WITH THE COMMUNITY THROUGH MAXIMIZING FACILITY UTILIZATION. TO
PROVIDE QUALITY SERVICE AND FACILITIES THROUGH TEAMWORK AT A LEVEL THAT EXCEEDS THE EXPECTATIONS OF OUR CLIENTS
AND GUESTS.
GOALS/OBJECTIVES/SOURCE
1. DEVELOP AND IMPLEMENT STRATEGIES TO ACHIEVE A COST RECOVERY RATE OF 75% (CITY MANAGER/CITY COUNCIL)
• EVALUATE MARKETING PLAN AND IMPLEMENT STRATEGIES TO INCREASE UTILIZATION BY 9/98.
* INCREASE NUMBER OF MAJOR CONCERTS TO 8
* CONTRACT WITH THREE NEW PROMOTERS TO UTILIZE SELECT-A-SEAT TICKETING SERVICES
* INVESTIGATE CORPORATE SPONSORSHIPS AND DEVELOPMENT OF SUMMER CONCERT SERIES BY 1/98
* EVALUATE CATERING FEES AND MAKE RECOMMENDATIONS FOR CHANGES BY 12/97.
* EVALUATE DISPLAY ADVERTISING PROGRAM AND MAKE CHANGES TO INCREASE REVENUES GENERATED BY 11/97.
2. IMPROVE THE QUALITY OF SERVICES PROVIDED TO LESSEES AND PATRONS UTILIZING FACILITY (DEPARTMENT)
• EVALUATE ANO UPDATE CLEANING, PREVENTATIVE MAINTENANCE AND ROUTINE MAINTENANCE TASK SCHEDULES BY 11/97.
• DEVELOP PLAN TO INSURE DAILY/WEEKLY/MONTHLY INSPECTION OF FACILITY BY 10197.
• DEVELOP PLAN TO IMPROVE THE MONITORING OF FACILITY HVAC SYSTEM BY 12/97.
* IMPROVE COUNTERWEIGHT SYSTEM IN AUDITORIUM
,. EVALUATE COLISEUM CONCESSION STAND LAYOUT AND FRONT LINE EFFICIENCIES TO INCREASE PER CAPITA SPENDING WHILE
REDUCING LABOR COSTS AT BASKETBALL GAMES BY 1111197.
3. DEVELOP PLAN FOR RENOVATION OF THE MUNICIPAL AUDITORIUM.
• IDENTIFY COMPONENTS AND COSTS.
• EVALUATE CORPORATE UNDERWRITING OF IMPROVEMENTS.
4. DEVELOP CONTRACT WITH UNITED SPIRIT ARENA FOR TICKETINGG SERVICES.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
NUMBER OF EVENTS:
MAJOR TOURING EVENTS 13 17 16 19
OTHER EVENTS 116 114 110 120
EVENT DAYS 280 242 245 275
EVENT ACTIVITIES 318 367 365 375
TOTAL EVENT ATTENDANCE 405,214 429,067 450,000 440,000
INCREASE IN EVENTS OVER PRIOR YEAR 10% 2% -4% 10%
EVENTS RATING STAFF MTS OR BETTER 95% 84% 95% 95%
DIRECT COST RECOVERED 55% 80% 85%
110
,'""'
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f""' ,,...
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("'-· ,,..., ,..,
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EXPENDITURE
SUMMARY . -· ,.. ~---··• .. ---SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
,, .. vl::NUI::
SUMMARY
PR:~~~1+8~1~~ 88tl~ ~~l<N
PR-COMMISSIONS AUD COLIS
PR-COLISEUM ADVERTISING
TOTAL
PERSONNEL
SCHEDULE
J;lll I 11MJ-•
CIVIC CENTER ASSISTANT MANAGER
BOX OFFICE MANAGER
MARKETING COORDINATOR
ASSISTANT TECHNICAL COORDINATOR
ASSISTANT EVENTS COORDINATOR
ASSISTANT FOOD/BEVERAGE COORDINATOR
BUILDING OPERATIONS SUPERVISOR
FOOD & BEVERAGE ASSISTANT
SENIOR ACCOUNT CLERK
BUILDING MAINTENANCE WORKER
CUSTODIAN
TOTAL
ACTUAL
i I 1994-95
i>V
$12
$251
$0
$0
$0
$263
ACfUAL
1994-95 ->,~e:~e
$96,698
$0
$323,220
JOB
GRADE
312
309
307
305
303
303
302
407
405
504
501
111
ACTUAL REVISED APPROVED 1995-96 1996-97 1997-9B
.,.....,..,.,1,no il'QO::J,{Q::, 'II l_,,.:;Q.,
$31,602 $130,978 $135,403
$88,654 $129,128 $103,203
$211,049 $284,944 $285,705
$60,151 $23,766 $11,600
-$65,903 -$29,825 -$31,700
$860,471 $1,208,780 $1,217,494
ACfUAL ..,.._,.l;;»CU -" ..... ·--·--1995-96 1996-97 1997-98 ;Jls!",,,,:/ 21,632 ->,~tra~ ~,~~:~
$155,658 $18,020 $25,670
$28,625 $56,000 $66,500
$479,034 $356,651 $413,802
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-9B
1 1 1
1 1 1
0 1 1
1 1 1
1 0 0
1 1 1
2 2 2
1 1 1
1 1 1
2 2 2
3 3 3
14 14 14
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,... ,... ,...
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f"'. ,.... ,... ,... ,... ,...
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("', ,....
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r-i ,...
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(" ,,...
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,-.
FIRE
GENERAL FUND DEPARTMENTS
City Council
Boards
&
Commissions
City Manager
Fire
Department
I I I I
Equipment
Administration Prevention Maintenance Training Suppression
112
CENTER
FIRE-ADMINISTRATION -5611
MISSION
FUD
GENERAL
THE ADMINISTRATION SECTION'S RESPONSIBILITY IS TO PERFORM ADMINISTRATIVE FUNCTIONS NECESSARY FOR THE OPERATION
OF THE FIRE DEPARTMENT AND TO PROVIDE LEADERSHIP, PLANNING AND DIRECTION FOR AN EFFICIENT AND EFFECTIVE
DEPARTMENT WHICH IS CAPABLE OF MINIMIZING THE LOSS OF LIFE ANO PROPERTY DUE TO FIRE AND OTHER EMERGENCIES.
GOALS/OBJECTIVES/SOURCE
1. IMPROVE THE EFFECTIVENESS, EFFICIENCY AND SAFETY WHERE POSSIBLE BY IMPLEMENTING NEW OR REVISED POLICIES,
PROGRAMS AND PROCEDURES;
* REVIEW POLICIES AND PROCEDURES FOR NEEDED REVISIONS AND OPPORTUNITIES FOR IMPROVEMENTS. SOURCE IS THE
LUBBOCK FIRE DEPARTMENT MISSION STATEMENT (GOAL 4) AND THE CITY OF LUBBOCK MISSION STATEMENT ,GOALS FOR
LUBBOCK• OBJECTIVE 6.3).
• CONDUCT MEETINGS SEMI-ANNUALLY WITH ALL OFFICERS TO OBTAIN INPUT REGARDING PROCEDURAL, OPERATIONAL AND
OTHER CONCERNS. SOURCE IS THE LUBBOCK FIRE DEPARTMENT MISSION STATEMENT ((GOAL 4.1).
• CONDUCT THOROUGH RESEARCH AND PLANNING TO INCORPORATE A VERY HIGH LEVEL OF FUNCTIONAL EFFECTIVENESS AND
EFFICIENCY INTO THE DESIGN OF THE NEW FACILITIES THAT ARE BEING PROVIDED BY THE PSIP (PUBLIC SAFETY IMPROVE-
MENT PLAN). SOURCE IS THE LUBBOCK FIRE DEPARTMENT MISSION STATEMENT (GOAL 3.2 & 5.1) AND THE CITY OF LUBBOCK
MISSION STATEMENT ("GOALS FOR LUBBOCK• OBJECTIVE 6.3).
2. SUPPORT AND ENCOURAGE CONTINUING EFFORTS OF DIVISION COMMANDERS TO TRAIN, EMPOWER AND DEVELOP ALL OFFICERS
FOR BROADER ROLES OF OWNERSHIP, INITIATIVE AND MANAGEMENT IN THEIR AREAS OF RESPONSIBILITY;
* REVIEW PROGRESS, STRATEGY AND NEEDS FOR SUPPORT SEMI-ANNUALLY. SOURCE IS THE LUBBOCK FIRE DEPARTMENT
MISSION STATEMENT (GOAL 3.4).
3. PROTECT THE EFFICIENCY AND EFFECTIVENESS OF FIRE PROTECTION IN LUBBOCK BY PARTICIPATING IN FIRE SERVICE
STANDARDS AND RULE MAKING PROCESS;
• PROVIDE INPUT TO AT LEAST FOUR MEETINGS OF ORGANIZATIONS INVOLVED WITH STANDARDS AND REGULATIONS. FOCUS
OR PERSERVING HOME RULE AND AVOIDING INAPPROPRIATE AND COSTLY OVER REGULATION. SOURCE IS THE CITY OF
LUBBOCK MISSION STATEMENT ("GOALS FOR LUBBOCK-OBJECTIVE 6.3)
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
TOTAL ESTIMATED FIRE LOSS: 3.2 4.9 2.5 2.5
STRUCTURE FIRE LOSS (MULLIONS) 317 4.4 200 200
AND VALUE EXPOSED (MILLIONS) 373 122.8 400 400
OTHER FIRE LOSS (THOUSANDS) 72 73 80 80
MEETINGS HELD WITH ALL LFD OFFICERS 2 2 2 2
REGIONAL, STATE AND NATIONAL FIRE SERVICE 4 3 4 4
ORGANIZATIONS MEETINGS ATTENDED
APPROVED BUDGET EXPENDED 98.5% 99.2% 100% 100%
DEPARTMENT GOALS ACHIEVED 87% 93% 95% 95%
' 113
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r-.
EXPENDITURE ACTUAL ACTUAL REVISED APPROVED SUMMARY ; 1994-95 1995-96 1996-97 1997-98
PERSONAL SE"v,..,._,.. ;p..:uu, .... u "'""::,,o::,.:; ,i,c.:;;,.;,,.:;u I ;p..:0-,,100
SUPPLIES $9,150 $9,626 $10,570 $14,500
MAINTENANCE $10,869 $5,862 $10,474 $11,519
OTHER CHARGES $611,214 $681,636 $728,136 $717,001
CAPITAL OlJTl.A Y $0 $0 $0 $0
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $831,669 $927,016 $1,002,381 $1,026,188
REVENUE ACIUAL ACiUAL ·-·· A ,o ---,,.. • 1,ww--
SUMMARY 1994-95 1995-96 1996-97 1997-98 -=~ ., ,.,_ . _ .. ~:;;: r·cn1Y1d ti $75 $195 $1~ !~~5 TOTAL
\
.. __ ,.. __ , __ .,ua ACiUAL "c1'R>CU ... ,._ J&::U
SCHEDULE GRADE 1995-96 1996-97 1997-98 11:1111 --.JM.,_•
FIRE CHIEF 1 1 1
DEPUTY CHIEF 681 1 1 1
ADMINISTRATIVE SECRETARY 407 1 1 1
ADMINISTRATIVE ASSISTANT I 307 1 1 1
STOREKEEPER 404 0 0 1
OTHER EMPLQYEES:
PARTTIME LABORER 806 0 0 2
TOTAL 4 4 7
114
!CENTER
FIRE· PREVENTION • 5613
!DIVISION
FIRE
MISSION
!FOND
GENERAL
THE MISSION OF THE FIRE PREVENTION SECTION IS TO PROTECT THE LIVES AND PROPERTY OF LUBBOCK CITIZENS THROUGH
HAZARD ABATEMENT PROGRAMS, FIRE SAFETY EDUCATION PROGRAMS, FIRE INVESTIGATION PROGRAMS, AND BY SERVING AS
STORM SPOTTERS FOR EOC WHEN SEVERE WEATHER THREATENS THE CITY.
GOALS/OBJECTIVES/SOURCE
1. REDUCE FIRE RELATED DEATHS, INJURIES AND LOSSES THROUGH ENHANCED PUBLIC FIRE SAFETY EDUCATION PROGRAMS.
• SUPPORTS GOALS FOR LUBBOCK HEALTH, SAFETY, HUMAN SERVICES GOAL NUMBER 6; FIRE DEPARTMENT STRATEGIC GOAL
NUMBER 1; NEIGHBORHOOD AND CITIZEN INVOLVEMENT GOAL NUMBER 1; AND CITY MANAGEMENT HOT BUTTON ISSUE
NUMBER 9.
2. REDUCE THE IMPACT OF FIRE ON THE LOCAL ECONOMY THROUGH EFFECTIVE FIRE ORIGIN AND CAUSE DETERMINATIONS
WHICH GIVE DIRECTION TO ARSON CONTROL AND FIRE SAFETY EDUCATION EFFORTS.
* SUPPORTS GOALS FOR LUBBOCK HEALTH, SAFETY, HUMAN SERVICES GOAL NUMBERS 3 AND 6; ECONOMIC DEVELOPMENT
GOAL NUMBER 5; FIRE DEPARTMENT STRATEGIC GOAL NUMBER 1; AND CITY MANAGEMENT HOT BUTTON ISSUE NUMBER 9.
3. REDUCE THE NEGATIVE IMPACT OF FIRE ON THE COMMUNITY THROUGH EFFECTIVE INSPECTIONS IN COMMERCIAL OCCUPANCIES.
• SUPPORTS ECONOMIC DEVELOPMENT GOAL NUMBER 5; LUBBOCK HEALTH, SAFETY, HUMAN SERVICES GOAL NUMBER 6; FIRE
DEPARTMENT STRATEGIC GOAL NUMBER 1; CITY MANAGEMENT HOT BUTTON ISSUE NUMBER 9.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
ASSEMBLY OCCUPANCY INSPECTIONS 134 206 200 300
HAZARDOUS MATERIALS LOCATIONS INSPECTED 70 22 70 70
FIRE SAFETY HOUSE ATTENDEES 4,627 4,220 5,000 4,500
PUBLIC FIRE SAFETY EDUCATION 112 178 100 125
PRESENTATIONS
REQUIRED CERTIFIED INSPECTIONS 100% 100% 100% 100%
CONDUCTED
PERSONNEL ACHIEVING REQUIRED 85% 82% 81% 95%
CERTIFICATIONS
FIRE/ARSON INVESTIGATIONS CONDUCTED 209 222 280 225
SET FIRE CLEARED BY FILING OR 22% 17% 15% 15%
COUNSELING
115
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EXPENDITURE SUMMARY ' -• •--,_n __ .::IC.~Vl\,,CO
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
_,,_,.. __ ,..!,,!!;
SUMMARY
~• " "·-:r_11"\i;;;_ l!'t.lfCO 11\:>A I jV FIRE.:j:1RE MARSHALL TRAIN
TOTAL
"' --·---·-.....
SCHEDULE
tel II I I IM,-•
FIRE MARSHAL
SECRETARY
ASSISTANT FIRE MARSHAL (CAPT)
CAPTAIN*
LIETUENTANTS •
EQUIPMENT OPERATOR•
(FIRE INSPECTOR}
*If prior to the end of the fiscal year, an Individual serving In
the rank of Lieutenant or Equipment Operator has completed
two years of continuous service in that rank in the Fire
Prevention Section, and advances to the top of a promotional
list, then In such event and only In such event there is created
an additional position in the next higher rank. In the event
such position is created and filled, then and only then, there
shall be one position abolished at the rank immediately below
the newly created position. In the event an Individual with the
rank of Captain or Lieutenant leaves the Fire Prevention
Section, then In such event and only in such event, the
position he leaves will be abolished and then In such event
there is created an additional position in the rank of Equipment
Operator. The total number of Civil Service positions In the
Fire Prevention Section shall be maintained at eight.
OTHER EMPLOYEES:
TOTAL
116
ACTUAL ACTUAL REVISED APPROVED 1994-95 1995-96 1996-97 1997-98 ., .. =,., .. o ... o.,,o, f •;;n:i.>,vo.:i oPUVQ,O//
$20,015 $35,616 $39,508 $45,869
$247 $534 $7,325 $550
$14,755 sa,n4 $10,707 $11,011
$5,348 $17,424 $3,035 $0
$0 $0 $0 $0
$496,713 $546,225 $625,638 $666,007
AC1UAL ACIUAL ---·-----•.• ··-·•'CU
1994-95 1995-96 1996-97 1997-98 ,, . .::,8 ~~621 ;j1,.::w
$0 ~~~
$1,276 $1,846 $1,200 $1,700
JVl:J Al.i.-UAL ru:.v1.:icu •.. .._Jt;U
GRADE 1995-96 1996-97 1997-98
313 1 1 1
405 1 1 1
651 1 1 1
651 1 1 1
641 1 2 2
631 4 4 4
'
9 10 10
CENTER
FIRE· EQUIPMENT MAINTENANCE -5615
MISSION
FUND
GENERAL
THE EQUIPMENT MAINTENANCE IS RESPONSIBLE FOR MAINTAINING ALL FIRE DEPT. VEHICLES, TOOLS AND EQUIPMENT IN THE MOST
EFFICIENT AND EFFECTIVE WAY POSSIBLE TO ENSURE SAFE AND EFFECTIVE FIREFIGHTING OPERATIONS.
GOALS/OBJECTIVES/SOURCE
1. IMPROVE THE SAFETY OF FIREFIGHTERS AND CITIZENS. THIS SUPPORTS THE •GOALS FOR LUBBOCK• OBJECTIVE 6.3 , CITY
COUNCIL GOALS •HEALTH, SAFETY AND HUMAN SERVICES GOALS #6" AND THE OVERALL "FIRE DEPT. MISSION".
• INSTALL BACK-UP MONITOR SYSTEMS ON 2 EMERGENCY VEHICLES TO PROVIDE REAR VISION TO PREVENT BACKING ACCIDENTS
BY THE 4TH QUARTER. PHASE 2 OF A 7 YEAR PROGRAM.
2. IMPROVE THE CONDITION AND SERVICEABLE LIFE OF EMERGENCY VEHICLE. THIS SUPPORTS THE "GOALS FOR LUBBOCK"
OBJECTIVE 6.3, AND OVERALL "FIRE DEPT. MISSION".
• ADD HIGH SIDE COMPARTMENTS TO ONE FRONT LINE EMERGENCY VEHICLE.
3. IMPROVE EFFECTIVENESS OF SPECIAL TY OPERATIONS. THIS SUPPORTS THE ""GOALS FOR LUBBOCK" OBJECTIVE 6.3, CITY
COUNCIL GOALS, "HUMAN, SAFETY, AND HUMAN SERVICES GOALS #6•, AND OVERALL FIRE DEPT. MISSION".
• CONVERT UNIT 22, SEAGRAVE AERIAL, TO A HEAVY RESCUE VEHICLE
• CONVERT UNIT R-5, INTERNATIONAL ARFF VEHICLE, TO A BRUSH TRUCK
4. INCREASE SHOP OPERATIONS EFFECTIVENESS. THIS SUPPORTS THE "GOALS FOR LUBBOCK" OBJECTIVE 6.3, CITY COUNCIL
GOALS "HUMAN SAFETY AND HUMAN SERVICES GOALS #6", AND OVERALL "FIRE DEPT. MISSIONS".
• TRAIN TECHNICIANS IN AREAS OF NEW TECHNOLOGY SUCH AS COMPUTER CONTROLLED COMPONENTS ON FIRE APPARATUS.
• CONTINUE TO ENCOURAGE TECHNICIANS TO ACHIEVE AUTOMOTIVE SERVICE EXCELLENCE (ASE) AND EMERGENCY VEHICLE
TECHNICIANS (EVT) CERTIFICATION.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
REPAIRS PERFORMED TO FLEET OF 58 VEHICLES 683 919 620 543
REPAIRS PERFORMED TO OTHER FIREFIGHTING TOOLS 13 62 62 55
AND EQUIPMENT
VEHICLE PREVENTIVE MAINTENANCE OPERATIONS 130 137 120 130
COMPLETED.
SMALL GASOLINE POWERED EQUIPMENT RECEIVING 39 56 45 45
PREVENTIVE MAINTENANCE
FRONT LINE SNORKELS/AERIALS AND PUMPER 100% 94% 95% 95%
PASSING SCHEDULED ANNUAL NFPA TEST
117
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $142,083 $149,491 $157,421 $186,105
SUPPLIES $49,223 $52,887 $52,568 $53,196
MAINTENANCE $118,526 $108,536 $151,403 $164,157
OTHER CHARGES $1,732 $82,590 $88,246 $88,536
CAPITAL OUTLAY $43,435 $48,229 $17,810 $33,420
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $354,999 $441,733 $467,448 $525,414
PERSONNEL JOB ACTUAL REVISED APPROVED SCHEDULE GRADE 1995-96 1996-97 1997-98
'"'' lllllft-•
EQUIPMENT MAINTENANCE FOREMAN 306 1 1 1
EQUIPMENT TECHNICIAN II 509 3 3 3
OTHER EMPLOYEES:
TOTAL 4 4 4 .
118
!CENTER
FIRE -TRAINING -5617
/DIVISION
FIRE
MISSION
!FUND
GENERAL
THE LUBBOCK TRAINING ACADEMY DEVELOPS AND PRESENTS INNOVATIVE TRAINING PROGRAMS THAT PROVIDES THE INITIATIVE
FOR FIREFIGHTERS TO OPERATE SAFELY AND EFFECTIVELY AS A TEAM, WHILE PROTECTING THE LIVES AND PROPERTY OF THE
PUBLIC.
GOALS/OBJECTIVES/SOURCE
1. DEVELOP AND COORDINATE THE IMPLEMENTATION OF ANNUAL TRAINING REQUIRED BY LOCAL, STATE AND FEDERAL MANDATES.
CITY OF LUBBOCK MISSION STATEMENT
LUBBOCK FIRE DEPARTMENT MISSION STATEMENT
CITY COUNCIL GOALS, HEAL TH, SAFETY AND HUMAN SERVICES GOALS #6
2. RESEARCH AND DEVELOP MORE EFFICIENT AND EFFECTIVE MEANS OF PROVIDING LIFE SAFETY SERVICE TO THE PUBLIC.
CITY OF LUBBOCK MISSION STATEMENT
CITY COUNCIL GOAL #4
LUBBOCK FIRE DEPARTMENT MISSION STATEMENT
CITY COUNCIL GOALS, HEAL TH, SAFETY AND HUMAN SERVICES GOALS #6
3. IMPROVE THE LEVEL OF PROFESSIONAL DEVELOPMENT IN EMERGENCY OPERATIONS, TO SUPPORT THE FIRE DEPARTMENT·
MISSION STATEMENT.
LUBBOCK FIRE DEPARTMENT MISSION STATEMENT
4. CONTINUE TO IMPROVE FIRE DEPARTMENT IMAGE THROUGH ENHANCEMENT OF PUBLIC EDUCATION AND POSITIVE MEDIA
RELATIONS.
LUBBOCK FIRE DEPARTMENT MISSION STATEMENT
CITY COUNCIL GOALS, HEAL TH, SAFETY AND HUMAN SERVICES GOALS #6
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997.QB
DEVELOP AND ADMINISTER MEDIA RELATIONS CLASS 0 222
FOR ALL PERSONNEL.
DEVELOP AND ADMINISTER A CUSTOMER SERVICE 0 222
CLASS TO ALL PERSONNEL.
DEVELOP AND CONDUCT A 40 HOUR MEDIA ACADEMY 0 1
FOR LOCAL NEWS MEDIA (LIMIT TO 12 PEOPLE).
DEVELOP AND CONDUCT A HIGH RISE DRILL FOR ALL 0 222
PERSONNEL.
CONTINUE QUARTERLY DEVELOPMENT CLASS FOR ALL 230 230
OFFICERS (57 PERSONNEL PER QUARTER).
CONDUCT 6 HOUR EMERGENCY DRIVING CLASSES FOR 76 76
1/3 OF PERSONNEL.
COORDINATEQUARTERL Y EXERCISES FOR ALL 456 300
SPECIALITY TEAMS (75 PER QUARTER).
CONDUCT SCBA FACEPIECE FIT TEST FOR ALL 230 222
PERSONNEL.
119
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EXPENDITURE i ACTUAL
SUMMARY 1994-95
PERSONAL SERVICES $213,672
SUPPLIES $12,764
MAINTENANCE $1,166
OTHER CHARGES $16,070
CAPITAL OUTLAY $1,217
REIMBURSEMENTS $0
TOTAL $244,889
PERSONNEL JOB
SCHEDULE GRADE
I Flll I 11IVIE'.
DISTRICT CHIEF 661
CAPTAIN 651
LIEUTENANT 641
SECRETARY 405
OTHER EMPLOYEES:
TOTAL
120
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$255,908 $276,851 $314,624
$13,038 $30,504 $21,498
$6,953 $9,744 $10,960
$37,001 $30,562 $36,889
$0 $0 $6,499
$0 $0 $0
$312,900 $347,661 $390,470
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
2 2 2
1 1 1
1 1 1
5 5 5
CENTER
FIRE· SUPPRESSION· 5619
MISSION
THE FIRE SUPPRESSION SECTION rs RESPONSIBLE FOR MINIMIZING LOSS OF LIFE AND PROPERTY IN FIRES AND OTHER
EMERGENCIES. THIS IS ACCOMPLISHED THRU PRE-FIRE PLANNING SURVEYS, FIRE SAFETY SURVEYS, AND RESPONSE TO
EMERGENCY INCIDENTS
NOTE: THE AMOUNT SHOWN IN THE REIMBURSEMENT LINE ON THE EXPENDITURE SUMMARY IS THE TRANSFER OF SALARY SAVINGS
TO THE PUBLIC SAFETY CAPITAL PROJECTS FUND.
GOALS/OBJECTIVES/SOURCE
1. REDUCE PROPERTY LOSS BY CONTAINING FIRES TO PLACE OF ORIGIN.
* ACHIEVE AVERAGE RESPONSE TIME OF 4. 1 MINUTES OR LESS FROM INITIAL CALL UNTIL ARRIVAL OF EMERGENCY RESPONSE
UNITS.
SOURCE: COUNCIL HEALTH, SAFETY, AND HUMAN SERVICES GOAL, CITY OF LUBBOCK MISSION STATEMENT, LUBBOCK FIRE
DEPARTMENT MISSION STATEMENT, AND GOALS FOR LUBBOCK 6.2, 6.3, AND 6.4.
2. PREVENT FIRES BY ELIMINATING COMMON HAZARDS.
* COMPLETE TWO FIRE SAFETY SURVEYS FOR ALL OCCUPIED BUSINESSES.
SOURCE: COUNCIL HEALTH, SAFETY, AND HUMAN SERVICES GOALS, CITY OF LUBBOCK MISSION STATEMENT, LUBBOCK FIRE
DEPARTMENT MISSION STATEMENT, AND GOALS FOR LUBBOCK 6.2, 6.3, AND 6.4.
3. IMPROVE CAPABILITIES FOR EFFECTIVENESS IN EMERGENCIES.
• UPDATE AND COMPLETE COMPREHENSIVE PRE-FIRE PLANS ON 100% OF ALL TARGET HAZARD OCCUPANCIES.
* CONDUCT QUARTERLY TABLE TOP EXERCISES INVOLVING FIRE COMMUNICATION DISPATCHERS AND FIRE COMMAND
PERSONNEL RELATING TO EMERGENCY RESPONSE PLANS AND PROCEDURES.
SOURCE: COUNCIL HEALTH, SAFETY, AND HUMAN SERVICES GOAL 6, CITY OF LUBBOCK MISSION STATEMENT, LUBBOCK FIRE
DEPARTMENT MISSION STATEMENT, AND FIRE DEPARTMENT STRATEGIC GOALS FOR 3.1 -3.4, AND 4.11.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL . ACTUAL REVISED APPROVED
MEASURES 1994-85 1995-96 1996-97 1997-98
FIRE SAFETY SURVEYS CONDUCTED 6,530 6,561 6,600 6,600
CRITICAL LIFE SAFETY HAZARDS FOUND NIA NIA 300 300
CRITICAL LIFE SAFETY HAZARDS CORRECTED NIA NIA 60% 85%
TARGET HAZARD PRE-FIRE PLANS CONDUCTED 149 121 100 189
INCIDENTS DISPATCHED: 4,600 5,162 5,500 5,500
STRUCTURE FIRES 368 399 450 450
EMS ASSIST ALARMS 97 110 100 100
EXTRICATION ALARMS 84 87 84 85
CARBON MONOXIDE TEST CONDUCTED 366 412 400 400
ALL OTHER ALARMS 3,685 4,154 4,466 4,400
EMERGENCY RESPONSE PROCEDURE EXERCISES CONDUCTED 4 4 4 4
AVERAGE RESPONSE TIME FROM INITIAL CALL TO ARRIVAL 4 4 4.1 4.1
IN MINUTES:
STRUCTURE FIRES, EMS ASSIST, AND 32% 31.1% 30% 30%
EXTRICATION RESPONSE FROM INITIAL CALL TO
ARRIVAL TAKING 5 TO 8 MINUTES
STRUCTURE FIRES, EMS ASSIST, AND 4.2% 4.5% 4.1% 4.1%
EXTRICATION RESPONSES FROM INITIAL CALL TO
ARRIVAL TAKING OVER 8 MINUTES
STRUCTURE FIRES CONFINED TO ROOM OF ORIGIN 79.4% 77.6% 75% 75%
VALUE AT RISK, SAVED IN STRUCTURE FIRES 99% 96.4% 95% 97%
HYDRANTS FLOW TESTED 3,641 3,977 3,800 3,800
121
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EXPENDITURE ' ACTUAL ACTUAL REVISED APPROVED SUMMARY ,, i 1994-95 1995-96 1996-97 1997-98
--_l)t;t'!.VlvCQ ,Pl l,UOU,.::;x, :i,11,,ov,1:nt> ,i,11,1-,11-, ,111 l , , .,.,,_,.,..
SUPPLIES $106,099 $131,239 $164,257 $184,865
MAINTENANCE $55,828 $78,243 $89,882 $94,412
OTHER CHARGES $61,521 $63,159 $94,490 $116,659
CAPITAL OUTLAY $20,319 $24,764 $28,000 $35,644
REIMBURSEMENTS $0 $575,205 $148,034 $48,440
TOTAL $11,324,023 $12,153,425 $11,669,374 $12,230,574
,.. At..lUAL ""'' UAL n .. -.·,.,cu ·-· ~---SUMMARY 1994-95 1995-96 1996-97 1997-98 ~~tcosfs ... l"lr= l)IAIIV ,i,:::,o,:,,,$0 ijlOUO,U$0 $608,065 $0
TOTAL $583,728 $608,065 $608,065 $0
•-·~~-· JUa ACIUAL ft ··-· ·---·-. .
SCHEDULE GRADE 1995-96 1996-97 1997-98
-.;;111 I I iMt::
FIRE DEPUTY CHIEF 681 1 1 1
FIRE DISTRICT CHIEF 661 6 6 6
FIRE CAPTAIN 651 23 21 21
FIRE LIEUTENANT 641 37 39 39
FIRE EQUIPMENT OPERATOR 631 54 54 54
FIRE FIGHTER 821 109 98 102
SECRETARY 405 1 1 1
STOREKEEPER 404 1 1 0
Qil::IEB E.MeLOVEES;
PARTTIME LABORER 806 0 2 0
(MOVED TO ADMINISTRATION)
TOTAL 232 223 224
122
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TRANSPORTATION SERVICES
GENERAL FUND DEPARTMENTS
I
Streets
Boards
&
Commissions
City Council
City Manager
Transportation
Services
Street Drainage/
Engineering
123
I
Traffic
Engineering
CENTER
TRAFFIC -ENGINEERING AND DESIGN -4523
MISSION
FU D
GENERAL
TO PROVIDE SAFE AND EFFICIENT TRAFFIC MOVEMENT THROUGH DESIGN ANO OPERATION OF TRAFFIC CONTROL SYSTEMS.
GOALS/OBJECTIVES/SOURCE
1. UPDATE ANO EXPAND THE TRAFFIC CONTROL SYSTEM.
.. FINALIZE THE DESIGN PHASE FOR THE NEW CTCS •
.. INITIATE PHASE 1 OF CABINET AND CONTROLLER REPLACEMENTS ON THE SYSTEM COMPUTER.
* INITIATE SIGNAL UPGRADES.
* DESIGN TRAFFIC SIGNALS AT 2 LOCATION MEETING CRITERIA.
* SECURE FUNDING NECESSARY TO COMPLETE CTCS UPGRADE.
* COMMUNICATIONS MASTER PLAN FOR THE CITY COMPLETED AND PHASE 1 OF TRAFFIC COMMUNICATION INITIATED.
2. REDUCE TRAFFIC CONGESTION WITH LOW-COST IMPROVEMENTS ANO ALTERNATE TRIP SCHEDULING.
• COORDINATE WITH TXDOT STREET IMPROVEMENT CONSTRUCTION PROJECTS.
• INITIATE SIGNAL UPGRADES TO ALLOW BETTER 2-WAY PROGRESSION (DALLAS PHASING).
• ORGANIZE PROGRAM WITH MAJOR EMPLOYERS AND TRIP-GENERA TORS TO ALTER PEAK TRIP SCHEDULING TO REDUCE
CONGESTION.
3. IMPROVE CITY-WIDE TRAFFIC SAFETY THROUGH ENGINEERING, EDUCATION AND ENFORCEMENT.
• DETERMINE (BY TRAFFIC INVESTIGATIONS) THE HIGH ACCIDENT LOCATIONS, AND THEN THROUGH TRAFFIC ENGINEERING
PRINCIPALS AND PRACTICES, DETERMINE THE MEASURES TO REMEDY THE PROBLEMS.
• DESIGN THE REMEDIES DEVELOPED AND ADMINISTER THEIR IMPLEMENTATION WITH THE USE OF ENGINEERING, EDUCATION
AND ENFORCEMENT.
• CONDUCT 3 SAFETY CAMPAIGNS ON DIFFERENT TOPICS IN CLOSE COORDINATION WITH POLICE DEPARTMENT AND PUBLIC
INFORMATION.
• CONTINUE WITH RESIDENTIAL SPEED WATCH PROGRAM.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
TRAFFIC COUNTS 673 914 800 914
CITIZEN REQUESTS PROCESSED 299 306 400 306
SUBDIVISION PLATS CHECKED 87 103 100 103
CHANGE INACCIDENTSATTOP 15LOCATION (40%) (10%) (10%) (10%)
ACCIDENT REPORTS PROCESSED 7,407 7,345 2,993 7,345
SPEED ZONE STUDIES 86 85 80 85
SIGNAL TIMING STUDIES 50 72 40 72
TRAFFIC DESIGNS 21 50 21
124
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED SUMMARY ' 1994-95 1995-96 1996-97 1997-98
-· --·· ---,111 f .c.,;;,u, iP.&.0-.,Qltl ;;p,>,> I ,41/:S ~f,tf:;)tf
SUPPLIES $9,275 $11,606 $8,121 $9,336
MAINTENANCE $11,168 $15,844 $13,905 $31,617
OTHER CHARGES $30,216 $35,983 $41,103 $45,839
CAPITAL OUTLAY $26,997 $26,079 $38,427 $1,000
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $250,158 $374,131 $432,974 $445,751
I Kt:.-v'l:NUI= A\,IUAL At;fUAL ........ ,,,,u:u ...... ti.,..,_ ... __
SUMMARY 1994-95 1995-96 1996-97 1997-98
11 n ·-• • LVNC, t"Cl"\MI I .:> slf:2ie $44~~ $49,154 $¾216 STATE SIGNAL MAINT AGREE
TOTAL $48,226 $45,502 $50,054 $44,766
. olUi:> A\,t'UAL .... _. ____ A ..... .. ~-----
SCHEDULE GRADE 1995-96 1996-97 1997-98 •Ill I IIM••
CITY TRAFFIC ENGINEER 316 1 1 1
TRAFFIC ENGINEERING ASSOCIATE 309 1 1 1
SENIOR ENGINEERING TECHNICIAN 409 2 2 2
INTERMEDIATE ENGINEERING TECHN 407 1 1 1
ENGINEERING TECHNICIAN 405 1 1 1
SENIOR CLERK TYPIST 404 1 1 1
TRAFFIC SIGNAL ENGINEERING SPV 312 1 1 1
OTHER EMPLOYEES:
PART-TIME INTERN 806 1 1 1
PART-TIME TRAFF ENGINEER ASSOC 309 1 1 1
TOTAL 10 10 10
125
CENTER
TRAFFIC -OPERATIONS -4525
MISSION
INSTALL, MAINTAIN, AND OPERATE TRAFFIC CONTROL SIGNALS, SIGNS, AND PAVEMENT MARKINGS IN ACCORDANCE WITH THE
TEXAS MANUAL ON UNIFORM TRAFFIC CONTROL DEVICES FOR THE SAFEST AND MOST EFFICIENT STREET SYSTEMS FOR LUBBOCK
MOTORISTS AND PEDESTRIANS.
GOALS/OBJECTIVES/SOURCE
1. ENHANCE NEIGHBORHOOD SAFETY IN THE CITY OF LUBBOCK BY UPGRADING SIGN VISIBILITY:
• LOCATE AND REPLACE MISSING OR DEFECTIVE SIGNS. .
• A FIVE YEAR PLAN HAS BEEN DEVISED WITH A GOAL OF REPLACING REGULATORY SIGNS TO IMPROVE REFLECTIVITY
THROUGHOUT THE CITY.
2. CONTINUED UPGRADE OF STREET NAME SIGNS TO ENHANCE LUBBOCK'S IMAGE
• INSTALL 9" HIGH INTENSITY STREET NAME SIGNS ON ALL MAJOR ARTERIALS WITHIN 5 YEARS.
• REPLACEMENT OF FADED STREET NAME MARKERS.
• CONTINUED INSTALLATION OF NEW OVERHEAD STREET NAME SIGNS AT 50 LOCATIONS OUT OF 400 WHERE EXISTING SIGNS
HAVE DETERIORATED AND ARE UNREADABLE BY SEPTEMBER, 1998. (8 YEAR PLAN)
3. ENHANCE A SAFE ENVIRONMENT BY PROVIDING NEW TRAFFIC SIGNALS WHEN NECESSARY.
• INSTALL PHASE ONE OF CABINET AND CONTROLLER REPLACEMENTS FOR THE TRAFFIC CONTROL SYSTEM EXPANSION.
* INSTALL TWO NEW TRAFFIC SIGNALS WHEN WARRANTED.
4. CONTINUED ENHANCEMENT OF EMPLOYEE DEVELOPMENT FOR IMPROVED PRODUCTIVITY AND LOSS PREVENTION:
• IMSA AND TEEX TRAINING FOR ALL SHOP PERSONNEL. WORK ZONE SAFETY IS REQUIRED.
5. CONTINUED IMPROVEMENTS TO HIGH ACCIDENT LOCATIONS:
* INSTALL THERMOPLASTIC HOT TAPE AND RAISED PAVEMENT MARKINGS
• INSTALL ADDITIONAL TRAFFIC SIGNAL HEADS, MODIFY TIMING PLANS, REPLACE CONTROLLER EQUIPMENT AND ADD NECESSARY
UNDERGROUND BORING, CONDUIT AND WIRING.
* INSTALL FLORESCENT YELLOW-GREEN SCHOOL CROSSWALK SIGNS AT 10 MAJOR ARTERIAL OR COLLECTOR LOCATIONS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
SIGNS:
TRAFFIC SIGNS PRODUCED, INSTALLED & REPAIRED 4,794 5,550 5,500 5,550
STREET NAME MARKERS PRODUCED & REPAIRED 2,374 1,650 1,650 1,650
SERVICE CALLS ON STOP/YIELD SIGNS RESPONDED TO 100% 100% 100% 100%
WITHIN 1 HOUR
SERVICE CALLS ON ALL OTHER TRAFFIC CONTROL SIGNS 99% 99% 99% 99%
RESPONDED TO WITHIN ONE WORKING DAY
MARKINGS:
MILES OF LANE LINES PAINTED ON THOROUGHFARES 402 620 620 620
MILES OF LANE LINES PAINTED ON COLLECTORS 45 45 45 45
SCHOOL CROSSWALKS TAPED AND PAINTED 331 400 400 400
SCHOOL CROSSWALKS PAINTED OR TAPED ANNUALLY 100% 100% 100% 100%
THOROUGHFARES PAINTED TWICE ANNUALLY 68% 100% 100% 100%
SIGNALS:
EMERGENCY SERVICE CALLS 721 830 830 830
PM FOR TRAFFIC CONTROL CABINETS 64 172 172 172
SIGNAL SECTIONS RE-LAMPED 386 1,000 1,000 1,000
RESPONDED TO WITHIN 30 MINUTES 90 90 90 90
DECTECTOR LOOPS INSTALLED 45 76 76 76
126
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EXPENDITURE . ·" SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
[ I.I JI I I 1n1n:;;:.
TRAFFIC OPERATIONS MANAGER
TRAFFIC MAINTENANCE SUPERVISOR
TRAFFIC MAINTENANCE LEADER
EQUIPMENT OPERATOR REPAIRER
TRAFFIC SIGN FABRICATOR
TRAFFIC MAINTENANCE WORKER II
TRAFFIC MAINTENANCE WORKER I
TRAFFIC SIGN TECHNICIAN
SENIOR TRAFFIC SIGNAL TECHNICIAN
SENIOR TRAFFIC SIGNAL ELECTRONIC TECHNICIAN
TRAFFIC SIGNAL TECHNICIAN
TRAFFIC SIGNAL ELECTRONICS TECHNICIAN
SENIOR TRAFFIC SIGNAL MAINTENANCE WORKER
TRAFFIC SIGNAL MAINTENANCE WORKER
OTHER EMPLOYEES:
TRAFFIC MAINTENANCE WORKER I
TOTAL
ACTUAL ACTUAL REVISED APPROVED
1994-95 1995-96 1996-97 1997-98
$392,628 $590,699 $597,407 $637,276
$25,414 $50,458 $44,802 $46,084
$129,524 $290,305 $298,676 $307,539
$136,859 $147,416 $154,609 $63,497
$11,075 $47,293 $17,745 $60,071
$0 $0 $0 $0
$695,500 $1,126,171 $1,113,239 $1,114,467
JOB ACTUAL REVISED APPROVED
GRADE 1995-96 1996.:S7 1997-98
311 1 1 1
305 1 1 1
302 1 1 1
508 1 1 1
504 1 1 1
503 3 2 2
502 3 2 2
510 0 1 1
513 1 1 1
513 1 1 1
510 2 1 1
510 1 1 1
508 2 3 3
506 1 1 1
806 0 1 1
19 19 19
127
CENTER
STREETS -PAVED -4531
MISSION
FUND
GENERAL
MAINTAIN AND REPAIR ALL PAVED STREETS AND ALLEYS, BY DEVELOPING CONTRACT AND IN-HOUSE SEAL COAT AND RESURFACING
PROGRAMS AND HANDLING SPECIAL PROJECTS FOR QTHER DEPARTMENTS. .
GOALS/OBJECTIVES/SOURCE
1. PROTECT THE INVESTMENT IN PUBLIC STREETS THROUGH ADEQUATE REPAIR AND PREVENTIVE MAINTENANCE TO ASSURE
MAXIMUM LIFE.
• DEVELOP AN ANNUAL CONTRACT SEAL COAT PROGRAM BY JANUARY 1, 1998
• DEVELOP AN ANNUAL IN-HOUSE SEAL COAT PROGRAM BY MARCH 15, 1998
2. INSURE THE SAFETY OF TRAVEL FOR CITIZENS BY PROVIDING PROMPT AND ADEQUATE RESPONSE TO HAZARDOUS CONDITIONS,
AND RESPOND TO INCLEMENT WEATHER CONDITIONS WITHIN TWO HOURS OF NOTIFICATION.
3. INITIATE NEW METHODOLOGIES IN ORDER TO IMPROVE THE EFFICIENCY AND EFFECTIVENESS OF PAVED STREET ACTIVITIES.
• UPGRADE THE CURRENT •PAVEMENT MANAGEMENT SYSTEM" DATABASE TO COMPLY WITH REQUIREMENTS ESTABLISHED BY
ISTEA REGULATIONS ANO MONITORED BY TXDOT.
• CONTINUE THE COLLECTION AND INPUT OF DATA FOR THE "PAVER MANAGEMENT SYSTEM"
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
SY OF BASE FAILURES/UTILITY CUT REPAIRS 8,561 7,420 9,600 9,600
POT HOLES REPAIRED 7,826 8,366 15,000 15,000
LANE MILES OF PAVED STREETS 2,357 2,366 2,400
MAN-HOURS OF SPECIAL PROJECTS 4,890 7,241 5,300 5,300
SEAL COAT STREETS (SY)
THOROUGHFARES
GENERAL FUND 36,136 0 0 0
PSMF 67,110 102,835 357,800 357,800
SUBTOTAL 103,246 102,835 357,800 357,800
COLLECTORS
GENERAL FUND 241,531 0 0 0
PSMF 448,560 569,191 465,000 465,000
SUBTOTAL 690,091 569,191 465,000 465,000
RESIDENTIAL
GENERAL FUND 513,765 507,654 450,000 450,000
PSMF 95.426 107,551 0 0
SUBTOTAL 609,191 615,205 450,000 450,000
GRAND-TOTAL 1,402,528 1,287,231 1,272,800 1,272,800
SEAL COATED STREETS AS % OF ANNUAL NEED
THOROUGHFARES 31% 23% 60% 80%
COLLECTORS & INDUSTRIAL 140% 121% 99% 99%
RESIDENTIAL 58% 60% 44% 44%
128
-
,.-.
-I
EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996•97 1997-98
PERSONAL SERVICES $705,108 $763,376 $812,763 $860,071
SUPPLIES $50,146 $69,850 $64,221 $68,315
MAINTENANCE $1,155,452 $700,990 $805,210 $864,200
OTHER CHARGES $292,118 $241,494 $222,237 $240,585
CAPITAL OUTLAY $29,685 $41,057 $98,621 $35,182
REIMBURSEMENTS -$199,967 -$192,137 -$175,000 -$175,000
TOTAL $2,032,542 $1,624,630 $1,828,052 $1,693,353
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
11-lll IIMt-•
STREET SUPERINTENDENT 314 1 1 1
STREET MAINTENANCE SUPERVISOR 309 1 1 1
CONSTRUCTION & MAINTENANCE LEADER 506 4 4 4
CONSTRUCTION & MAINTENANCE FOREMAN 303 1 1 1
EQUIPMENT OPERATOR Ill 508 1 1 1
EQUIPMENT OPERATOR II 505 5 5 5
EQUIPMENT OPERATOR I 503 5 5 5
CONSTRUCTION & MAINTENANCE WORKER II 504 1 1 1
SENIOR CONSTRUCTION INSPECTOR 412 1 1 1
SENIOR ENGINEERING TECHNICIAN 409 1 1 1
DISPATCHER CLERK 402 2 2 2
OTHER EMPLOYEES:
CONSTRUCTION & MAINTENANCE WORKER I & DISPATCHER 805 3 3 3 CLERK
TOTAL 26 26 26
129
CENTER
STREETS -UNPAVED· 4533
MISSION
FU
GENERAL
CHECK AND GRADE ALL UNPAVED STREETS AND ALLEYS ON A REGULAR BASIS IN ADDITION TO MAKING EMERGENCY CALLS
(SAL TING ICE AND SNOW, FLOOD BARRICADING, HAZMAT, ETC.} AS NEEDED. SPECIAL PROJECTS ARE ALSO COMPLETED FOR OTHER
DEPARTMENTS.
GOALS/OBJECTIVES/SOURCE
1. INSURE THAT ALL UNPAVED STREETS AND ALLEYS ARE IN A SAFE, PASSABLE CONDITION AS A RESULT OF REGULAR
MAINTENANCE OPERATIONS.
• BLADE 50 PERCENT OF ALL UNPAVED STREETS ONCE PER MONTH, AS WEATHER PERMITS
• BLADE 9 PERCENT OF ALL ALLEYS ONCE PER MONTH, AS WEATHER PERMITS
2. EVALUATE NEW PRODUCTS/METHODOLOGIES IN ORDER TO IMPROVE THE EFFICIENCY AND EFFECTIVENESS OF UNPAVED
STREETS ACTIVITIES. .
• EVALUATE THE COST-EFFECTIVENESS OF USING A SALVAGE ASPHALT MATERIAL IN UNPAVED STREETS DESIGNATED AS
CONSISTENTLY REQUIRING EXTRA MAINTENANCE EFFORTS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
MILES BLADED OF UNPAVED STREETS 302 268 390 390
MILES BLADED OF UNPAVED ALLEYS 378 438 497 497
UNPAVED STREETS BLADED MONTHLY 39% 34% 50% 50%
UNPAVED ALLEYS BLADED MONTHLY 7% 8% 9% 9%
SERVICE CALLS RESOLVED WITHIN FIVE DAYS 69% 70% 50% 50%
MAN-HOURS OF SPECIAL PROJECTS 7,244 3,925 7,000 7,000
MAN-HOURS OF HAZMAT CLEANUP 419 249 500 500
· 130
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EXPENDITURE ' ; ACTUAL
SUMMARY 1994-95
PERSONAL SERVICES $339,755
SUPPLIES $37,684
MAINTENANCE $115,658
OTHER CHARGES $10,983
CAPITAL OUTLAY $4,850
REIMBURSEMENTS -$64,404
TOTAL $444,526
PERSONNEL JOB
SCHEDULE GRADE
I &;;I II I I •an-•
STREET MAINTENANCE SUPERVISOR 309
CONSTRUCTION & MAINTENANCE FOREMAN 303
EQUIPMENT OPERATOR Ill 508
EQUIPMENT OPERA TOR II 505
EQUIPMENT OPERATOR I 503
OTHER EMPLOYEES:
TOTAL
131
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$415,392 $428,210 $435,278
$56,021 $40,983 $45,325
$114,006 $125,377 $121,327
$18,454 $15,166 $22,161
$6,475 $7,747 $6,524
-$67,431 -$50,000 -$50,000
$542,917 $567,483 $580,615
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
4 4 4
4 4 4
2 2 2·
12 12 12
CENTER
STREETS • CLEANING • 4535
MISSION
FUND
GENERAL
ENSURES THAT PAVED STREETS ARE ACCEPTABLY CLEAN, THEREBY PREVENTING ACCELERATED DETERIORATION OF ASPHALT
STREETS. ASSIST IN EMERGENCY OPERATIONS (E.G., SALTING DURING ICE OR SNOW STORMS, FLOOD BARRICADING, HAZMAT,
ETC.). SPECIAL PROJECTS ARE ALSO COMPLETED FOR OTHER DEPARTMENTS.
GOALS/OBJECTIVES/SOURCE
1. INSURE THAT ALL THOROUGHFARES AND DOWNTOWN STREETS ARE IN AN ACCEPTABLY CLEAN CONDITION AS A RESULT OF
ROUTINE STREET SWEEPING OPERATIONS.
* SWEEP 60% OF THE THOROUGHFARES ONCE PER MONTH
* SWEEP 60% OF THE DOWNTOWN AREA ONCE PER MONTH
2. CLEAN ALL MATERIAL FROM HAZMAT SITE AT EAST AIRPORT DISTRICT.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
CUBIC YARDS OF MATERIAL COLLECTED 14,534 16,499 14,000 14,000
CITIZEN REQUESTS FOR SWEEPING/CLEANING 1,862 1,411 1,200 1,200
THOROUGHFARES SWEPT ONCE PER MONTH 59% 64% 60% 60%
DOWNTOWN AREA SWEPT ONCE PER MONTH 55% 63% 60% 60%
MAN-HOURS OF SPECIAL PROJECTS 1,347 1,618 1,200 1,200
ACTUAL ODOMETER SWEEPING MILES ---7,600
TOTAL SWEEPER ODOMETER MILES . --25,000
132
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
~IJII IIM,..•
CONSTRUCTION & MAINTENANCE FOREMAN
EQUIPMENT OPERATOR Ill
EQUIPMENT OPERATOR II
OTHER EMPLOYEES:
TOTAL
. ACTUAL
1994-95
$223,146
$18,665
$72,248
$3,424
$0
-$62,254
$255,229
JOB
GRADE
303
508
505
133
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$253,523 $260,200 $271.237
$27,073 $22,771 $24,942
$71,972 $75,956 $76,882
$8,293 $4,052 $8,042
$0 $4,795 $3,500
-$46,391 -$35,000 -$35,000
$314,470 $332,774 $349,603
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
6 6 6
6 8 8
CENTER
STORM SEWER MAINTENANCE -4537
MISSION
FUND
GENERAL
ENSURE THAT ALL STORM SEWER INLETS AND LINES ARE EFFECTIVELY CLEANED AND MAINTAINED. THIS SECTION IS ON 24-HOUR
CALL AND AIDS IN RECOVERING LOST ITEMS. THE REMOVAL OF DEBRIS AND FOREIGN MATTER INSURES PROPER FUNCTIONING OF
THE SYSTEM DURING POTENTIAL FLOODING CONDITIONS.
GOALS/OBJECTIVES/SOURCE
1. ENSURE THAT ALL STORM SEWER INLETS AND LINES ARE EFFECTIVELY CLEANED AND MAINTAINED TO DECREASE THE INCIDENCE
OF FLOODING, AND REDUCE THE DAMAGE AND COST TO PUBLIC AND PRIVATE PROPERTY.
• CHECK/CLEAN ALL STORM SEWER INLETS AT LEAST ONCE EVERY TWO MONTHS
• CHECK/CLEAN ALL HIGH-RISK INLETS ONCE PER WEEK
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
STORM SEWER INLETS CHECKED/CLEANED 6,373 4,486 8,000 8,058
(1,136 TOTAL INLETS)
POUNDS/UREA DISTRIBUTED BRIDGES/STREETS 2,640 2,260 5,000 3,000
MAN-HOURS OF SPECIAL PROJECTS 1,294 1,200 1,000 1,000
SCHEDULED INLETS CLEANED/CHECKED 80% 56% 100% 100%
134
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
11-ill I IIMt,..•
CONSTRUCTION AND MAINTENANCE FOREMAN
CONSTRUCTION & MAINTENANCE Ill
CONSTRUCTION & MAINTENANCE II
STREET TECHNICIAN SUPERVISOR
OTHER EMPLOYEES:
TOTAL
' t ACTUAL
1994-95
$88,793
$3,604
$2,169
$2,248
$0
$0
$96,814
JOB
GRADE
303
505
504
303
135
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$75,506 $94,790 $92,812
$3,029 $3,963 $4,074
$3,981 $4,469 $3,713
$3,608 $2,482 $3,326
$0 $1,408 $0
-$3,132 $0 $0
$82,992 $107,112 $103,925
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 0 0
1 1 1
1 1 1
0 1 1
3 3 3
CENTER
STREETS -CONCRETE CONSTRUCTION -4539
MISSION
TO MAINTAIN AND REPAIR ALL CONCRETE ALLEYS AND VALLEY GUTTERS. PROVIDES ASSISTANCE IN BASE FAILURES/UTILITY CUT
REPAIR AND CONSTRUCTION PROJECTS FOR OTHER CITY DEPARTMENTS. CONSTRUCT CURB RAMPS, AS REQUESTED BY CITIZENS.
GOALS/OBJECTIVES/SOURCE
1. ASSIST WITH DOWNTOWN REDEVELOPMENT EFFORTS.
* ASSIST IN THE RENOVATION AND RESTORATION OF 400 SQUARE YARDS OF DOWNTOWN BRICK STREETS PER YEAR
2. CONTINUE EFFORTS TO INSURE COMPLIANCE WITH AMERICAN WITH DISABILITY ACT REGULATIONS.
* CONSTRUCT CURB RAMPS IN COMPLIANCE WITH ADA REGULATIONS, ON AN AS-REQUESTED BASIS
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL
MEASURES 1994-95 1995-96
SY OF BASE FAILURE/UTILITY CUTS REPAIRED 5,708 4,946
SY OF VALLEY GUTTERS CONSTRUCTED OR RECONSTRUCTED 485 798
SY OF DOWNTOWN BRICK STREETS REPAIRED 569 523
MAN-HOURS OF SPECIAL PROJECTS 4,977 4,964
CURB RAMPS CONSTRUCTED 57 59
136
REVISED
1996-97
6,400
500
400
4,500
25
APPROVED
1997-98
6,400
500
400
4,500
25
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE ..... ..--· CONSTRUCTION & MAINTENANCE FOREMAN
CONSTRUCTION & MAINTENANCE LEADER
CEMENT FINISHER
EQUIPMENT OPERA TOR II
EQUIPMENT OPERATOR I
CONSTRUCTION & MAINTENANCE II
CONSTRUCTION & MAINTENANCE I
INTERMEDIATE ENGINEERING TECHNICIAN
OTHER EMPLOYEES:
TOTAL
' ACTUAL
1994-95
$235,250
$8,557
$9,332
$3,179
$0
-$106,824
$149,494
JOB
GRADE
303
506
507
505
503
504
503
407
137
ACTUAL REVISED APPROVEQ
1995-96 1996-97 1997-98
$254,195 $260,911 $271,019
$8,861 $8,643 $9,229
$15,351 $8,415 $10,057
$6,728 $3,883 $5,912
$0 $13,743 $5,000
-$68,661 -$58,000 -$50,000
$216,474 $237,595 $251,217
ACTUAL REVISED APPROVED
1995-96 1996-97 1997..QS
1 1 1
1 0 0
2 1 1
1 1 1
0 1 1
1 1 1
1 1 1
1 2 2
8 8 8
CENTER
STREETS -DRAINAGE ENGINEERING • 4541
MISSION
FU
GENERAL
TO PROVIDE SAFE, EFFICIENT, AND ECONOMICAL TRANSPORTATION, STREET AND STORM DRAINAGE SYSTEMS THROUGH
PLANNING, ENGINEERING, CONSTRUCTION AND LAND TRANSACTIONS.
GOALS/OBJECTIVES/SOURCE
1. IMPROVE QUALITY AND EFFICIENCY OF TRANSPORTATION SERVICES TO THE PUBLIC.
(TRANSPORTATION "GOALS FOR LUBBOCK", # 1 & # 3)
• RESPOND TO CITIZEN REQUESTS WITHIN FIVE (5) DAYS
• RESEARCH NEW PAVING METHODS AND MATERIALS
• INCREASE USE OF TECHNOLOGY TO PROVIDE EXPEDIENT ASSISTANCE
FOR CUSTOMERS, DEVELOPERS AND OTHER INTER-DEPARTMENT SERVICES.
• WORK WITH DEVELOPERS TO IMPROVE PAVING STRUCTURES IN NEW SUBDIVISIONS.
2. PROVIDE REQUESTED RIGHT OF WAY SERVICES. (TRANSPORTATION •GOALS FOR LUBBOCK",# 1)
* BEGIN ACQUISITION OF RAILROAD RELOCATION PROPERTY FOR THE EAST/WEST FREEWAY WHEN AUTHORIZED.
• PROVIDE RIGHT OF WAY ACQUISITION FOR STREET CONSTRUCTION AND OTHER CITY DEPARTMENTS WITHIN
REQUIRED TIME FRAMES.
3. PROVIDE EFFECTIVE TRANSPORTATION PLANNING. (TRANSPORTATION "GOALS FOR LUBBOCK",# 3:
TRANSPORTATION DIVISION STRATEGIC ISSUE #2)
• SEEK ALTERNATIVE FUNDING SOURCES TO SUPPLEMENT UNCERTAIN FEDERAL FUNDS
• CONTINUE DEVELOPMENT AND IMPLEMENTATION OF COMPREHENSIVE BICYCLE PLAN.
• INITIATE REVISION PROCESS FOR THE LUBBOCK MT P: 2015.
• UPDATE THE UNIFIED PLANNING WORK PROGRAM FOR FISCAL YEAR 1998.
• UPDATE THE TRANSPORTATION IMPROVEMENT PROGRAM FOR FISCAL YEAR 1998.
• PREPARE A DRAFT STANDARD OPERATING PROCEDURE MANUAL FOR TRANSPORTATION PLANNING.
• CONTINUE A PROACTIVE PUBLIC INVOLVEMENT PROCESS FOR TRANSPORTATION PLANNING ISSUES.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
CITIZEN REQUESTS RESOLVED NA NA NA 90%
WITHIN 5 DAYS
MAPS ALTERED NA NA NA 350
PARCELS ACQUIRED BY RIGHT OF WAY NA NA NA 80%
WITHOUT CONDEMNATION
EASEMENTS OR ROW ACQUIRED AT NO NA NA NA 50%
COST TO CITY
PLATS PROCESSING WITHIN 10 DAYS NA NA NA 90%
PRIVATE ENGINEERED PROJECTS NA NA NA 90%
PROCESSED WITHIN 10 DAYS
PROJECTS CONSTRUCTED WITHIN 10% OF NA NA NA 90%
ESTIMATED COST
ENGINEERING COST PERCENT OF DESIGN PROJECTS NA NA NA 6%
COST
MATERIALS TESTS PERFORMED 5,347 4,562 3,500 3,500
TESTS FINDING FAULTY MATERIALS NA NA NA 1000
CONSTRUCTION INSPECTIONS 5,456 7,443 7,500 7,500
INSPECTIONS FINDING FAUL TY NA NA NA 3,000
CONSTRUCTION
LINEAR FEET OF CONSTRUCTION STAKING NA NA NA 60,000
SPECIAL PROJECTS SURVEYED 115 204 150 150
138
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EXPENDITURE ' SUMMARY ' -· -•-;)Ct\ lvC.:t
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
IKl:VCNUI:
SUMMARY
[it.LANO ~~LICATION FEE
LIC-OIL AND GAS LEASE PM
FEE-SALE OF MAPS
FEE-BLUE LINE PRINTING
RENT-LAND AND LEASE RENT
SALE-OF STREETS AND ALLE
SALE-OF LAND
DEPT-NEW SUB/ CITY ENGR
DEPT-NEW SUB/ OUTSIDE EN
DEPT-ST & ALLEY PERMIT
TOTAL PETROLEUM
TOTAL
.. _ -,_,
SCHEDULE
~I II I I .ann-•
DIRECTOR OF TRANSPORTATION
CITY ENGINEER
SENIOR CIVIL ENGINEER
CIVIL ENGINEER
"TRANSPORTATION PLANNER -GRANT
RIGHT OF WAY AGENT
SENIOR CONSTRUCTION INSPECTOR
*SENIOR ENGINEERING TECH-GRANT
ASSISTANT RIGHT OF WAY AGENT
INTERMEDIATE ENGR TECHNICIAN
ENGINEERING TECHNICIAN
*NOTE:
TRANSPORTATION PLANNER AND ONE
SENIOR ENGINEERING TECHNICIAN
ARE COMPLETELY REIMBURSED
THROUGH THE FEDERAL HIGHWAY
ADMINISTRATION.
OTHER EMPLOYEES:
PARTTIME SENIOR ENGR TECH
TOTAL
139
ACTUAL ACTUAL REVISED APPROVED
1994-95 1995-96 1996-97 1997-98
,pvuv,.,.., ,11-'0U,UOO ;p:;iu.:,,~.r:u ,...,..,,.11::>
$21,172 $23,465 $22,280 $25,479
$9,510 $14,891 $14,024 $38,292
$61,723 $78,633 $77,563 $75,599
$14,731 $13,304 $1,000 $2,300
$0 $0 $0 $0
$467,477 $510,358 $618,787 $688,845
AC.IUAL AC..IUAL --··----• .• _,.'t;U
1994-95 1995-96 1996-97 1997-98
•sa:a1~ .pst;t, 12:000 l2:fo8 $17,836 $0 $205,000 $214,300
$1,959 $1,757 $2,000 $2,250
$3,568 $3,323 $3,800 $5,500
$0 $250 $0 $1,928
$4,316 $5,919 $7,500 $8,000
$2,500 $200 $1,000 $2,000
$800 $3,007 $800 $800
$31,951 $24,100 $15,000 $1,500
$2,848 $6,503 $5,000 $5,000
$201,648 $216,903 $0 $0
$309,405 $297,659 $246,900 $265,786
JUti ACfUAL ft "
, _______ ......... ._ ... __
GRADE 1995-96 1996-97 1997-98
1 1 1
317 1 1 1
314 1 1 1
310 2 2 2
310 1 1 1
309 1 1 1
412 1 1 1
409 5 5 5
408 1 1 1
407 3 3 3
405 1 1 1
807 0 1 1
18 19 19
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POLICE
GENERAL FUND DEPARTMENTS
City Council
Boards
&
Commissions
City Manager
Police
Department
I I I I
Administration Training Records Investigations Patrol
140
CENTER
POLICE -ADMINISTRATION -5711
MISSION
FUND
GENERAL
THE ADMINISTRATION DIVISION ORGANIZES AND DIRECTS POLICE DEPARTMENT ACTIVITIES; ENSURES EFFECTIVE LAW
ENFORCEMENT; EVALUATES POLICIES AND PROCEDURES; DEVELOPS PLANNING AND NEEDS ASSESSMENTS; CONDUCTS INTERNAL
AFFAIRS INVESTIGATIONS; AND PROMOTES PUBLIC RELATIONS WITH CRIME PREVENTION ACTIVITIES.
GOALS/OBJECTIVES/SOURCE
1. IMPROVE SERVICE QUALITY THROUGH TECHNOLOGY.
• IMPLEMENT A PUBLIC SAFETY LOCAL AREA NETWORK CONNECTING TO BOTH THE CITY AND COUNTY NETWORKS.
• IMPLEMENT A DIGITAL BOOKING SYSTEM AT THE COUNTY JAIL.
• BEGIN REPLACING OUTDATED VT100 DUMB TERMINALS WITH GRAPHICS CAPABLE PERSONAL COMPUTERS.
SOURCE: CITY MANAGER'S PLANNING PARAMETER #3, HOT BUTTON ISSUE #4, AND COUNCIL INTERGOVERNMENTAL
COORDINATION GOALS.
2. ADDRESS POLICE INVOLVEMENT WITH THE COMMUNITY IN COOPERATION WITH NEIGHBORHOOD ASSOCIATIONS.
• FOCUS APPROPRIATE CRIME PREVENTION ACTIVITIES AT THE ASSOCIATION LEVEL.
• CONTINUE TO ANALYZE AGGRESSIVE CURFEW ENFORCEMENT CENTER ACTIVITIES AND SUGGEST METHODS TO
* IMPROVE COST EFFECTIVENESS AND EFFICIENCY.
3. ADDRESS YOUTH CRIME ISSUES.
• EDUCATE SCHOOL AGED YOUTH ABOUT DRUGS, GANGS, AND OTHER PERTINENT ISSUES.
• ASSIST THE INVESTIGATIONS DIVISIONS WITH CRIME ANALYSIS TO IDENTIFY YOUTH CRIME TRENDS.
SOURCE: HOT BUTTON ISSUES #1 & #6; COUNCIL NEIGHBORHOOD & CITIZEN INVOLVEMENT; HEALTH/SAFETY/HUMAN SVC.
GOALS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
OF CRIME EYE CAMERAS MAINTAINED MONTHLY 95% 90% 85% 90%
DRUG PRESENTATIONS 677 88 300 300
ABANDONED VEHICLES STICKERED 409 351 500 500
ITEMS RECEIVED BY THE PROPERTY ROOM 21,311 22,077 22,600 23,000
FORMAL INTERNAL AFFAIRS INVESTIGATIONS 40 52 50 50
NEIGHBORHOOD ASSOCIATION MEETINS ATTENDED BY 85 23 40 50
CRIME PREVENTION
141
-
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r-
EXPENDITURE ACTUAL ACTUAL REVISED APPROVED SUMMARY 1994-95 1995-86 1996-97 1997-98
tt .... , .__._ u --~~l"\.Yl\,,,,flL.~ ,lltQl,o-t"' .,, Q.1,0 ... :;) ,l>ll:f"l,U..:.> ,JO'tQ, .. l:I ...
SUPPLIES $34,872 $40,511 '$46,684 $48,213
MAINTENANCE $11,674 $22,209 $23,372 $43,590
OTHER CHARGES $166,721 $189,825 $193,441 $202,137
CAPITAL OUTLAY $28,292 $33,865 $9,615 $0
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $1,003,401 $1,052,235 $1,064,137 $1,140,432
ltU::Vr:NUC #'\.vi UAL AC1UAL .. , ______ ...,.. .,_.. __
SUMMARY 1994-95 1995-96 1996-97 1997-98
'tle:¥3W-TRUCKPERMITS 1,.sg~ :n,$15 $105 $1~~
TOTAL $1,090 $1,144 $905 $1,005
JUD ACfUAL n.i;;v~t:U ,. •-' ,,i;;i., . ~-
SCHEDULE GRADE 1995-86 1996-97 1997-98
J;"lll I IIM..,.•
CHIEF OF POLICE 1 1 1
ASSISTANT CHIEF OF POLICE 680 1 1 1
POLICE LIEUTENANT 650 1 1 1
POLICE SERGEANT 640 3 3 3
POLICE CORPORAL 630 1 1 1
POLICE OFFICER 620 2 2 2
CRIME ANALYST II 307 1 1 1
CRIME ANALYST I 306 1 1 1
ADMINISTRATIVE SECRETARY 407 1 1 1
SECRETARY 405 1 1 1
PROPERTY ROOM ATTENDANT 405 2 2 2
OTHER EMPLOYEES;
TOTAL 15 15 15
142
CENTER
POLICE-TRAINING-5713
MISSION
FUND
GENERAL
THE TRAINING SECTION COORDINATES POLICE APPLICANT PRE-HIRE ACTIVITIES AND TRAINS NEW OFFICERS; ENSURES ALL
DEPARTMENT PERSONNEL MEETS MANDATED IN-SERVICE TRAINING AND STANDARDS. MAINTAINS LIAISON WITH THE ACADEMY
ADVISORY BOARD: OPERATES THE DEPARTMENT ARMORY AND FIREARMS RANGE; PROMOTES COMMUNITY RELATIONS BY HOSTING
AND COORDINATING THE CITIZEN'S POLICE ACADEMY.
GOALS/OBJECTIVES/SOURCE
1. ENSURE ALL OFFICERS MEET STATE MANDATED IN-SERVICE TRAINING STANDARDS.
* OFFER SIX SESSIONS OF MANDATED COURSES.
· SOURCE: CENTER MISSION STATEMENT.
2. PROVIDE INCREASED TRAINING OPPORTUNITIES FOR OFFICERS.
* OFFER EIGHT SESSIONS OF INTERMEDIATE COURSES.
* HOST AN INTERVIEW AND INTERROGATION SCHOOL.
SOURCE: CITY MANAGER'S PLANNING PARAMETER NUMBER 5. VALUE EMPLOYEE DEVELOPMENT.
3. PREPARE FOR ACADEMY RELOCATION BY DESIGNING A TECHNOLOGICALLY UPDATED FIRING RANGE.
* IDENTIFY TARGET SYSTEM ALTERNATIVES AND COST ESTIMATES BY DECEMBER, 1997.
* DETERMINE SIDE, FLOOR BAFFLE AND BACKSTOP/BULLET TRAP DESIGN AND MATERIAL ALTERNATIVE BY MARCH, 1998.
* OBTAIN MATERIAL COST ESTIMATES FOR ALTERNATIVES AND IDENTIFY THE MOST COST EFFECTIVE BY JUNE, 1998.
* OBTAIN LABOR COST ESTIMATES BY AUGUST, 1998.
* PREPARE COMPLETED DESIGN AND COST REPORT BY OCTOBER, 1998.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
TRAINING RECORDS MAINTAINED 1,099 1,642 1,700 1,700
CONTACT HOURS: FIREARMS, DRIVING 3,360 3,138 3,600 3,600
CONTACT HOURS: IN-SERVICE TRAINING 8,242 15,054 16,000 16,000
CONTACT HOURS: CITIZEN'S POLICE ACADEMY 495 0 0 0
FIREARMS REQUALIFICATIONS 80% 50% 100% 100%
DRIVING REQUALIFICATIONS 100% 100% 100% 100%
RECRUITS PASSING STATE LICENSING 100% 100% 100% 100%
REQUIRED STATE IN-SERVICE OFFERED 100% 232% 100% 100%
143
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED SUMMARY 1994-95 1995-96 1996-97 1997-98
•• _ .. __ --.:>Cl"\Vl\;l::.l::) ,Pv jU,;,., Ill' ;p.:;;, I , l l:1.l ,Pv.J'+,tlfi:i ~::ll,-'::I"'
SUPPLIES $49,022 $71,000 $58,002 $60,787
MAINTENANCE $8,349 $16,985 $11,344 $17,284
OTHER CHARGES $46,127 $61,313 $66,187 $59,579
CAPITAL OUTLAY $4,582 $20,495 $1,600 $5,000
REIMBURSEMENTS $0 $0 $0 $0 TOTAL $418,599 $460,988 $472,009 $494,042
ll'<Cva..,IUE AC'fUAL A'-'1UAL Kt:v1.:,cu :'..,,· • .... ~Yt:U SUMMARY 1994-95 1995-96 1996-97 1997-98
I \:>KAN I ;:, I I'\ IC l -... .. -t'UNUl::) !8 ;g:401 !~ l~ TOTAL
1•--.. --_,VO ACIUAL ................. ·A,• •-Jt:U
SCHEDULE GRADE 1995-96 1996-97 1997-98 I Fl II I I IM ....
POLICE CAPTAIN 660 1 1 1
POLICE LIEUTENANT 650 1 1 1
POLICE SERGEANT 640 1 1 1
POLICE CORPORAL 630 2 2 2
SENIOR CLERK TYPIST 404 1 1 1
..
'
OTHER EMPLQYEES;
TOTAL 6 6 6
144
CENTER
POLICE-RECORDS-5715
MISSION
FUND
GENERAL
THE RECORDS SECTION ENTERS POLICE REPORTS INTO THE POLICE INFORMATION SYSTEM AND MANAGES, MAINTAINS, AND
DISSEMINATES THIS INFORMATION ACCORDING TO THE OPEN RECORDS ACT AND POLICE DEPARTMENT POLICY.
GOALS/OBJECTIVES/SOURCE
1. IMPROVE THE QUALITY OF SERVICE BY CONTINUING TO UPGRADE THE ALPHA COMPUTER SYSTEM TO ACCESS
INFORMATION FROM OTHER AGENCIES.
2. CONTINUE TO REDUCE STORAGE SPACE IN THE RECORDS SECTION.
• CONFIRM AND FILE ARREST PHOTOS AND FINGERPRINTS.
• MERGE DUPLICATED INFORMATION AND ELECTRONICALLY STORE ALI. BOOKING INFORMATION.
SOURCE: EMPHASIS ON TECHNOLOGY
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED
MEASURES 1994-95 1995-96 1996-97
CASE ANO SUPPLEMENT REPORTS ENTERED WITHIN
12 HOURS OF LOG-IN. NIA NIA 95%
POLICE REPORTS MICROFILMED 90o/o 90% 90%
ARREST SHUCKS ELECTRONICALLY STORED 70% 90% 90%
CRIME/INCIDENT REPORTS 43,148 46,864 49,900
PRIORITY I CASE REPORTS 13,781 15,465 15,000
PRIORITY II CASE REPORTS 7,193 7,029 9,000
PRIORITY Ill CASE REPORTS 22,174 24,370 25,900
SUPPLEMENT REPORTS 29,436 28,684 35,000
BACKGROUND CHECKS 3,120 2,400 3,000
14S
APPROVED
1997-98
95%
90%
90%
51,000
15,400
9,400
26,200
40,000
3,100
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r, EXPENDITURE ACTUAL ACTUAL REVISED APPROVED SUMMARY 1994-95 1995-96 1996-97 1997-98
(" . . . .
SUPPLIES $34,019 $39,370 $48,116 $49,910 ,..... MAINTENANCE $4,916 $313 $3,750 $27,453
OTHER° CHARGES $1,013,533 $1,277,149 $1,353,757 $1,339,167 ,..... CAPITAL OUTLAY $2,305 $7,347 $12,883 $17,168
REIMBURSEMENTS $0 $0 $0 $0 ,.., TOTAL $1,605,212 $1,868,883 $2,016,357 $2,046,642
,..... SUMMARY 1994-95 1995-96 1996-97 1997-98 -I"'-POLICE-RECORD CHECKS $4:188 $4:soo ss:500 POLICE-VERIFICATION LETT $1,922 $8,000 $1,000 ,-, POLICE-FINGERPRINT FEES $3,150 $1,700 $3,000
TOTAL r $65,040 $62,200 $59,500
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SCHEDULE GRADE 1995-96 1996-97 1997-98 ,-
RECORDS SYSTEM SUPERVISOR 308 1 1 1 ,.... SENIOR DATA ENTRY OPERATOR 407 3 3 3
r DATA ENTRY OPERATOR 405 16 16 17
,.....
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,.... OTHER EMPLOYEES:
PARTTIME DATA ENTRY OPERATOR 405 0 0 2
r ,....
,-TOTAL 20 20 23 ,...,, 146
CENTER
POLICE• INVESTIGATIONS• 5731
MISSION
FUND
GENERAL
TO SERVE AND PROTECT THE HEALTH, SAFETY, WELFARE AND MORALS OF THE PUBLIC BY CONDUCTING CRIMINAL INVESTIGATIONS
AND ENFORCING LAWS GOVERNING PUBLIC HEALTH, ORDER AND DECENCY.
GOALS/OBJECTIVES/SOURCE
1. IMPROVE CLEARANCE RATE FOR PART I CRIMES.
• DEVELOP AND IMPLEMENT A PROGRAM TO IMPROVE COMMUNICATIONS WITH THE COMMUNITY INVOLVING CRIMES AGAINST
ELDERLY BY JANUARY 31, 1998. (TRIAD)
COUNCIL GOAL: #2.3 AND #5.1
2. TAKE A PROACTIVE ROLE ON ISSUES INVOLVING JUVENILE CRIME AND REMOVING DANGEROUS YOUTH FROM THE STREETS.
• MAINTAIN A KNOWN JWENILE OFFENDER PROGRAM WITH OTHER JWENILE AGENCIES.
COUNCIL GOAL #2.2, 3.1
• IDENTIFY AND IMPLEMENT CHANGES WITHIN OUR LOCAL SYSTEM; TO REDUCE BARRIERS AND ALIGN THE SYSTEM TO BE
CONGRUENT WITH NEW STATE LAWS.
COUNCIL GOAL #3.1
3. REDUCE ILLEGAL DRUG TRAFFICKING AND CRIMINAL ACTIVITY RELATED TO STREET GANGS.
* INVESTIGATE AND ARREST THOSE INDIVIDUALS INVOLVED IN THE DISTRIBUTION OF ILLEGAL DRUGS.
COUNCIL GOAL #2, 5.1
• IDENTIFY AND ARREST GANG MEMBERS INVOLVED IN CRIMINAL ACTIVITY.
COUNCIL GOAL #2.1, 2.2
• IDENTIFY AND TARGET FOR CLOSURE THOSE BUSINESSES OR RESIDENCES USED FOR THE DISTRIBUTION OF ILLEGAL DRUGS
OR THOSE USED BY GANG MEMBERS FOR CRIMINAL ACTIVITY. .
COUNCIL GOAL #2.1, 5.1, 5.5
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
CASES ASSIGNED TO PERSON CRIMES INVESTIGATORS 5,114 5,027 4,800 5,000
PERSON CRIMES INVESTIGATIONS CLEARED BY UNIFORM 0.83 0.89 0.83 0.86
CRIME REPORTING STANDARDS
CASES ASSIGNED TO PROPERTY CRIMES INVESTIGATORS 7,753 7,175 7,300 7,500
PROPERTY CRIMES INVESTIGATIONS CLEARED BY UNIFORM 0.42 0.50 0.46 0.46
CRIME REPORTING STANDARDS
CASES ASSIGNED TO JUVENILE CRIMES INVESTIGATORS 3,927 3,988 4,000 4,400
JUVENILE CRIMES INVESTIGATIONS CLEARED BY UNIFORM 0.65 0.78 0.75 0.75
CRIME REPORTING STANDARDS
INVESTIGATIONS CONDUCTED BY NARCOTICS 292 278 300 300
INVESTIGATORS
NARCOTIC INVESTIGATIONS CLEARED BY ARREST 0.89 0.96 ·0.91 0.91
LATENT PRINTS EVALUATED BY I.D. UNIT 7,770 5,522 5,500 4,000
147
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EXPENDITURE SUMMARY . -· -.
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
,._ ... ,._.,_,...,.. __
SUMMARY
Poucli-We~veRv sP'i..tt't:~
TOTAL
·-·
SCHEDULE
1"111 I IIME:
ASSISTANT CHIEF OF POLICE
POLICE CAPTAIN
POLICE LIEUTENANT
POLICE SERGEANT
POLICE CORPORAL
POLICE OFFICER
POLICE SERGEANT (GRANT)
POLICE CORPORAL (GRANT)
POLICE OFFICER (GRANT)
JWENILE SERVICES COORDINATOR
SECRETARY
SENIOR CLERK TYPIST
DATA ENTRY OPERATOR
OTHER EMPLQYEES:
-
TOTAL
' ACTUAL
1994-95
M, , .. .:;,c:,-,
$169,266
$121,507
$182,638
$119,104
$0
$4,735,208
AI..IUAL
1994-95 ~e.>.,so
$65,779
.,vc
GRADE
680
660
650
640
630
620
640
630
620
307
405
404
405
148
ACTUAL REVISED APPROVED 1995-96 1996-97 1997-98
;it4,v.:;o,.J'tu ., .. ,4lU,U.I:~ M,,u-.,::1.::0
$180,340 $187,219 $206,198
$125,290 $135,591 $239,166
$249,529 $272,423 $421,522
$269,839 $11,722 $8,800
$0 $0 $0
$4,853,338 $4,916,984 $5,580,614
ACfUAL "'-"l.>CU .... ---1995-96 1996-97 1997-98 $3t)~l ,071 .:,;;n;i, 1$0 .,C-',0$0
$106,662 $56,191 $63,853
ACiUAL ru;;v'l.:>t:U .. ....,, ... , ____
1995-96 1996-97 1997-98
1 1 1
3 3 3
4 3 3
10 10 10
19 19 19
43 43 44
1 1 1
1 1 1
4 4 3
0 1 1
1 1 1
5 5 5
0 0 1
92 92 93
·CENTER
POLICE· PATROL• 5735
MISSION
TO MAINTAIN SOCIAL ORDER THROUGH ENFORCEMENT OF LAWS, TIMELY RESPONSE TO CALLS FOR SERVICE, PRELIMINARY
INVESTIGATION OF CRIMINAL OFFENSES, APPREHENSION OF OFFENDERS, ENFORCEMENT OF TRAFFIC AND PARKING LAWS,
FURTHERANCE OF CRIME PREVENTION EFFORTS THROUGH INTERACTION WITH CITIZENS, AND A DETERRENT PRESENCE.
GOALS/OBJECTIVES/SOURCE
1. DEVELOP AND IMPLEMENT STRATEGIES TO LESSEN UNNECESSARY DEPLETION OF DIVISIONAL RESOURCES.
* CONTINUE TO MONITOR FALSE ALARMS AND ADJUST POLICIES AND PROCEDURES DEFINING RESPONSE PRIORITIES TO SITES
OF CHRONIC FALSE ALARMS.
* CONTINUE COOPERATIVE EFFORT WITH LUBBOCK COUNTY JAIL TO REDUCE TIME CONSUMED IN BOOKING PRISONERS.
2. ENHANCE IDENTIFICATION PROCESS FOR FIELD RELEASE OF CLASS C MISDEMEANOR OFFENDERS.
* IMPLEMENT A THUMBPRINT IDENTIFICATION SYSTEM FOR UNIDENTIFIED CLASS C OFFENDERS.
3. ENHANCE ENFORCEMENT OF CODES ADDRESSING NEIGHBORHOOD DETERIORATION, SUCH AS SUBSTANDARD HOUSING,
JUNKED/ABANDONED VEHICLES AND ACTIVITIES IN VIOLATION OF ZONING RESTRICTIONS.
* CONTINUE OFFICERS' ATTENDANCE AT NEIGHBORHOOD ASSOCIATION MEETINGS AND RELAY CODE-AND ZONE-RELATED
COMPLAINTS TO CODES ENFORCEMENT PERSONNEL FOR EXPEDITIOUS ATTENTION AND RESOLUTION.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
CALLS FOR SERVICE 174,697 180,535 179,500 182,000
CRIME REPORTS 40,361 40,565 42,000 42,000
ACCIDENT REPORTS 5,577 4,632 4,400 4,600
INCIDENT REPORTS 2,691 2,870 2,800 2,800
TRAFFIC CITATIONS 46,901 58,788 52,000 52,500
MOTORCYCLE UNIT TRAFFIC CITATIONS 9,887 7,780 4,000 7,500
PARKING CITATIONS 51,942 53,681 54,000 55,000
AVG. DISPATCH-TO-ARRIVAL TIME· HIGH PRIORITY 3.8 3.4 3.7 3.7
149
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $9,767,453 $10,542,900 $10,854,048 $11,799,380
SUPPLIES $486,017 $430,616 $541,232 $612,978
MAINTENANCE $661,238 $814,183 $676,696 $846,386
OTHER CHARGES $164,846 $437,071 $516,832 $530,398
CAPITAL OUTLAY $885,838 $760,726 $28,000 $47,150
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $11,965,392 $12,985.496 $12,616,808 $13,836,292
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
... 111 I 11.M,..•
CIVIL SERVICE
ASSISTANT POLICE CHIEF 680 1 1 1
POLICE CAPTAIN 660 3 3 4
POLICE LIEUTENANT 650 4 6 5
POLICE SERGEANT 640 29 28 29
POLICE CORPORAL 630 38 38 38
POLICE OFFICER 620 139 145 147
NON-CIVIL SERVICE
PARKING CONTROL OFFICER 307 6 6 6
SENIOR CLERK-TYPIST 405 2 2 2
DATA ENTRY CLERK 404 1 1 1
ADMINISTRATIVE ASSISTANT 402 1 1 1
PUBLIC SERVICE OFFICER 407 0 5 5
OTHER EMPLOYEES:
SCHOOL CROSSING GUARD 802 12 12 12
(35 PART-TIME)
TOTAL 236 248 251
150
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HUMAN RESOURCES
GENERAL FUND DEPARTMENTS
City Council
Boards
&
Commissions
City Manager
-
Human
Resources
I I
Recruiting/ Human Organizational
Compensation Relations/ Development
Staffing
1S1
CENTER
HUMAN RESOURCES • 2311
MISSION
TO PROVIDE PROGRAMS AND SERVICES TO INSURE THAT THE CITY OF LUBBOCK HAS THE HIGHEST QUALITY EMPLOYEES.
GOALS/OBJECTIVES/SOURCE
1. BROADEN RECRUITMENT ACTIVITIES FOR MINORITIES/FEMALES (STRATEGIC PLAN).
• CONTINUE TO IMPLEMENT THE 5-YEAR CIVIL SERVICE RECRUITMENT PLAN.
• DECREASE MIINORITY/FEMALE UNDER REPRESENTATION IN ALL JOB CATEGORIES WHERE DEFICIENCIES EXIST.
2. ASSUME THE LEAD ROLE IN RE-STRUCTURING OUR CURRENT COMPENSATION PLAN (STRATEGIC PLAN).
• DEVELOP, IMPLEMENT AND MONITOR COMPENSATION PROGRAMS TO MEET ORGANIZATIONAL GOALS.
• REVIEW PART-TIME CLASSIFICATIONS AND PAY RATES. MODIFY AS NECESSARY TO REDUCE NUMBER OF CLASSIFICATIONS
AND RELIEVE PAY COMPRESSION.
• PROVIDE STAFF RESOURCES TO COMPENSATION COMMITTEE FOR CONTINUING EVALUATION OF COMPENSATION INITIATIVES.
3. ENHANCE COMPREHENSIVE TRAINING PLAN (STRATEGIC PLAN).
• CONTINUE LEADERSHIP DEVELOPMENT PROGRAM THROUGH NEXT LEVEL OF MIDDLE MANAGERS.
• INCORPORATE ORGANIZATIONAL ASSESSMENT RESULTS INTO STRATEGIC PLANS BY CONDUCTING DEPARTMENTAL FOCUS
GROUPS.
• DEVELOP AND PRESENT COURSES AS NEEDED BY THE ORGANIZATION.
• CONTINUE CURRENT CURRICULUM WITH SUPERVISORY, EMPLOYEE DEVELOPMENT, SAFETY AND COMPUTER TRAINING
CLASSES.
• IMPLEMENT PUBLIC SERVICE INITIATIVE FOR ALL EMPLOYEES.
• PROVIDE CONSUL TING SERVICES ON PERFORMANCE MEASURES.
4. ASSIST WITH EMPLOYEE INVOLVEMENT TEAMS (CULTURE, REWARD AND RECOGNITION, INCENTIVE).
5. OPTIMIZE USE OF THE JOE HUMAN RESOURCES INFORMATION SYSTEM.
• AUTOMATIC TIME ENTRY.
• IMPROVE REPORTING CAPABILITIES: EMPLOYMENT, COMPENSATION, TRAINING.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL
MEASURES 1994-95
POSITIONS OPENED 345
NON-CIVIL SERVICE APPLICATIONS RECEIVED 6,500
CIVIL SERVICE APPLICATIONS RECEIVED 600
WOMEN & MINORITY APPLICATIONS
NON-CIVIL SERVICE 70%
CIVIL SERVICE 25%
OF APPLICATIONS SCREENED WITHIN 3 DAYS 90%
CLASSIFICATION RECOMMENDATIONS PREPARED 40
JOB DESCRIPTIONS PREPARED/REVISED 45
SURVEYS CONDUCTED/PARTICIPATED IN 40
CLASSIFICATION RECOMMENDATIIONS COMPLETED
WITHIN 30 DAYS OF RECEIPT OF QUESTIONNAIRE 80%
REDUCTION IN NUMBER OF JOB CLASSIFICATIONS 0%
EMPLOYEES ATTENDING TRAINING CLASSES 4,000
NUMBER OF TRAINING CLASSES HELD 200
1S2
ACTUAL
1995-96
300
5,500
500
70%
25%
80%
20
150
35
80%
0%
5,000
250
REVISED APPROVED
1996-97 1997-98
325 325
6,000 6,000
800 600
70% 70%
40% 40%
80% 80%
300 20
150 45
35 40
·80% 80%
30% 0%
4,200 4,200
225 225
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EXPENDITURE SUMMARY
t>ERSONAL Sc:rw11,.,c:,)
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
rtt:.\l't:.NUt:.
SUMMARY
""' ,.:--:_: l'\UM F"C TOTAL-----
" ..
SCHEDULE
1:111 I I 10,fl:::•
MANAGING DIRECTOR
ASSISTANT DIRECTOR
STAFFING/HUMAN RELATIONS COORD
ORGANIZATIONAL DEVELOP. COORD
PERSONNEL ANALYST
RECRUITER
TRAINER
PAYROLL TECHNICIAN II
LEAD AMINISTRATIVE SECRETARY
SECRETARY
SENIOR CLERK TYPIST
BENEFIT SPECIALIST
OTHER EMPLQYEES:
PT INTERN
PT CLERK· VOE STUDENT
TOTAL
ACTUAL
1994-95
""-"''•"..:v
$33,827
$0
$206,035
$17,162
$0
$788,344
ACIUAL
1994-95
Jg:339
.iva
GRADE
314
310
310
307
306
306
409
408
405
404
407
806
801
153
ACTUAL REVISED APPROVED 1995-96 1996-97 1997-98
,i,;;,011,,vo ljit)U;,,1'+0 ,11out,oo..:
$35,209 $34,502 $32,777
$465 $0 $27,141
$219,617 $264,913 $190,592
$3,119 $4,502 $0
$0 $0 $0
$828,118 $907,065 $858,362
l"\.uiUAL ---· .. .... . _ .......
1995-96 1996-97 1997-98
!s:322 :ti6,0VV $6,600 ~o.ouu $6,600
A~iUAL ·--.. -·--Ar·1'KVv1.1J
1995-96 1996-97 1997-98
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ELECTRIC UTILITIES
GENERAL FUND DEPARTMENTS
City Council
Boards
&
Commissions
City Manager
Electric
Utilities
L Street Lighting
154
CENTER
LP&L • STREET LIGHTING· 7911
MISSION
FUND
GENERAL
ENHANCE THE PUBLIC SAFETY FOR THE CITIZENS OF LUBBOCK THROUGH THE SAFE, EFFICIENT ANO TIMELY DESIGN, INSTALLATION
AND MAINTENANCE OF ROADWAY LIGHTING SYSTEMS.
GOALS/OBJECTIVES/SOURCE
1. IMPROVE PUBLIC SAFETY PROGRAMS BY INSTALLING HIGH PRESSURE SODIUM VAPOR STREET LIGHTS ON THOROUGHFARES
CURRENTL V WITH INADEQUATE LIGHTING.
* BEGIN 9TH YEAR OF 10 YEAR CONVERSION OF OVERHEAD SERIES MERCURY VAPOR STREET LIGHTS TO MORE EFFICIENT
UNDERGROUND MULTIPLE HIGH PRESSURE SODIUM STREET LIGHTS. THE THOROUGHFARES INVOLVED ARE:
. AVE. Q • 38TH TO 50TH
• UNIVERSITY AVENUE· CLOVIS ROAD TO 4TH STREET
• 4TH STREET· UNIVERSITY AVE. TO TECH FREEWAY
• 6TH STREET -TECH FREEWAY TO BOSTON AVE .
• CLOVIS ROAD· AVE. Q TO UNIVERSITY AVE.
* CLEAR 96 PERCENT OF ALL MAINTENANCE STREET LIGHT ORDERS RECEIVED WITHIN 24 HOURS OF RECEIPT.
* CLEAR 94 PERCENT OF ALI. DAMAGED STREET LIGHT ORDERS RECEIVED WITHIN 1 HOUR OF RECEIPT.
• INSTALL CHRISTMAS TREE LIGHTS BY THANKSGIVING AND REMOVE AFTER NEW YEAR'S DAV.
(ABOVE OBJECTIVES ARE BASED ON PREVIOUS YEARS WORKING CONDITIONS)
2. INCREASE THE NUMBER OF NEW RESIDENTIAL AND THOROUGHFARE STREET LIGHTS WITHIN THE CITY.
* INSTALL 70 NEW RESIDENTIAL STREET LIGHTS. (BASED ON ANTICIPATED DEVELOPMENT)
• SERVICE EXISTING AND NEW THOROUGHFARE/LOOP/1-27 STREET LIGHTS.
ACTMTY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED
MEASURES 1994-95 1995-96 1996-97
THOROUGHFARE SERIES CONVERSION B4 85 146
TOTAL STREET LIGHTS IN SERVICE 13,934 13,965 14,083
RESIDENTIAL 6,161 6,213 6,301
THOROUGHFARE 5,319 5,298 5,328
LOOP/1-27 2,454 2,454 2,454
DAMAGED STREET LIGHTS DAMAGED BY VEHICLE 162 89 125
CHRISTMAS LIGHTS INSTALLED/REMOVED 10,500 · 10,500 10,500
NEW RESIDENTIAL INSTALLATIONS 60 56 70
NEW THOROUGHFARE INSTALLATIONS 0 0 0
10 VEAR THOROUGHFARE SERIES CONVERSION COMPLETED 44% 50% 60%
MAINTENANCE ORDERS CLEARED WITHIN 24 HRS OF
RECEIPT 90% 88% 96%
DAMAGED ST. LT. ORDERS CLEARED WITHIN 1 HR OF
RECEIPT 82% 92% 94%
155
APPROVED
1997-98
175
14,153
6,371
5,328
2,454
125
10,500
70
0
70%
96%
94%
,-
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $527,951 $491,551 $596,599 $611,528
SUPPLIES $23,833 $20,865 $27,883 $27,883
MAINTENANCE $256,880 $164,815 $229,554 $203,820
OTHER CHARGES $999,189 $990,688 $1,031,337 $1,037,696
CAPITAi. OUTLAY $0 $0 $0 $0
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $1,807,853 $1,667,919 $1,885,373 $1,880,927
PERSONNEL JOB ACTUAL REVISED APPROVED SCHEDULE GRADE 1995-96 1996-97 1997•98 ..... I•=-•
ELECTRICAL ENGINEERING ASSOCIATE 309 1 1 1
LINEMAN JOURNEYMAN 914 3 3 3
APPRENTICE LINEMAN 908 0 1 1
APPRENTICE LINEMAN 910 0 1 1
GROUNDMAN 902 2 0 0
OTHER EMPLOYEES:
TOTAL 6 6 6
156
,-
,,-
ELECTRIC FUND.
Top:.
In 1952 Lubbock's first 11,500 KW steam turbo generator was installed at Plant
No. 2 located in Municipal Hill.
Bottom:
1997 control room monitors and gauges for gas turbine generator and boiler
installed in 1990 at Brandon Station located in Texas Tech University.
'
... -. . ·-·-···--·. ··---. ··---· . . . --·· .
•••• -····
---· LUBBOCK -City of __ .;..._,.__
Pl,ANNIE:D
PROGRESS
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ELECTRIC REVENUE FUND
1997-98 APPROVED BUDGET
Lubbock Power and Light has provided service to electric customers within the City of
Lubbock for 80 years. It is in a unique situation involved in direct competition with a
privately owned electric company. Competition is becoming a dynamic force in the
electric industry and it is expected to spread to retail markets in the near future. While
deregulation of the electric industry is certain to occur in the next few years, it is
uncertain to what extent it will affect rate structures and the tax exempt status of LP&L.
The City of Lubbock will continue to monitor and to actively participate in directing and
drafting federal and state legislation that affects electric utilities.
The success of LP&L in its competition over the past few years has allowed this fund to
cover its operating expenses, develop adequate capital reserves, and provide a return
on investment to the citizens of Lubbock. In 1997-98, LP&L will transfer $6,550,445 to
the General Fund in the form of indirect cost reimbursement, payments in lieu of
franchise, property, gas taxes, a street lighting capital project and a transfer for
infrastructure for continual improvement in City owned facilities and parks. In addition,
LP&L pays $1,880,927 in costs for the operation and maintenance of City street lights
for a total contribution of $8,431,372 as well as $102,000 for traffic signal electricity.
This provides a return on investment to all Lubbock tax payers whether they are LP&L
customers or not.
Approved 1997-98 Revenues and Expenditures
Total Electric Fund revenues for FY 1997-98 of $64,648,189 reflect an increase of
$3,629,657, or 5.9 percent over the original estimate for 1996-97. A significant increase
in general consumers metered, and municipal sales combine to continue the positive
trend. General Consumers Metered, which accounts for 88 percent of total revenues, is
the revenue line-item for electric residential and non-residential sales. The main reason
for the positive revenue trend is the increase in the number of customers. A net
increase of 1,311 meters added to LP&L's system in FY 1995-96 is mainly due to
aggressive marketing efforts. Following is a trend of the major revenue sources for the
last five fiscal years.
70
60
60
<40
30
20
10
0
Mllllons
1993-114 Act 1994-95 Ad I mGen. COnsumeni
19115-86 Act 11196-97 Bud 1997-88 App
c:::JMoolclpal Sales • Interest 111111111 Misc.
157
Operating expenditures are approved to increase $6,080,342 or 13.9 percent over the
original budget for 1996•97. The majority of this increase is due to increases in
production costs to meet system load growth. The two main production expenses are
fuel and purchased power. LP&L opts to purchase power when it is more economical
than producing total requirements. With the fluctuations in gas prices, this decision is
closely monitored. LP&L has contracted with a gas industry consultant to provide expert
assistance in forecasting gas industry fluctuations.
Reserves and Retainages are anticipated to decrease $2,527,711 due mainly to capital
improvements being funded by existing reserves. However, included in the budget is
$1,200,000 that will be reserved for rate stabilization to prepare for the impending
deregulation in the electric utility industry.
158
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f"', ,... City of Lubbock ,... SUMMARY OF REVENUES ANO EXPENDITURES
ELECTRIC FUND
("
(" ,... ACTUAL ORIGBUDG REVISED APPROVED
ACCQ!Jt!II QESCBleIIQ~ 199~-9f2 1996--91 1&9fHlZ 1991-98 ,..... General Consumers Metered 52.417,591 53,400,146 57,052,673 56,909,275
(" Municipal Sales 4,708,032 4,850,000 4,850,000 5,176,031
(" Interest on Investments 807,061 702,000 702,000 100,336
r Pole Rentals 64,821 67,200 67,200 68,369
Miscellaneous Revenues 198,489 399,186 399,186 416,250 ,..., TFR-From Electric CP 296,003 0 0 0 ,..., REF-Fee of Util Coll Dep 1,770,863 1,600,000 1,600,000 1,977,928
,-..
TOTAL REVENUES 60,262,860 61,018,532 64,671,059 64,648,189 (",
r OPERATING EXPENDITURES: ,..., Electric Administration 415,059 625,344 658,741 710,229
(" Electric Promotion 1,652,118 1,268,083 1,911,683 1,281,831
Electric Production
("", Operations 33,812,829 31,294,010 36,769,540 36,649,820
(", Maintenance 1,505,057 1,829,887 1,829,887 1,962,769
,,....
Total Electric Production 35,317,886 33,123,897 38,599,427 38,612,589
(", Electric Distribution:
(" Engineering 617,439 733,462 733,462 778,677
,,.... Underground Lines 564,913 717,833 717,833 718,021
Overhead Lines 944,938 1,273,091 1,273,091 1,278,373 ("" Customer Service 968,479 1,057,238 1,057,238 1,169,137 ,-Substations 508,768 573,327 573,327 562,253
("" Meter Shop 244,740 303,131 303,131 339,777
,....
Total Electric Distribution 3,849,277 4,658,082 4,658,082 4,846,238 ,... Public Utilities Collection ,... Field Services 1,183,348 1,134,765 1,134,765 1,181,644
(" Customer Service 2,178,120 2,294,300 2,294,300 2,477,473
,-.. Total Collections Office 3,361,468 3,429,065 3,429,065 3,659,117 ,-.. Business Development (234) 160,647 160,647 186,456
f""', Uncollectible Accounts 422,226 501,000 501,000 550,000
,..., Miscellaneous Exp. 13,242 0 0 0
,..., Total Operating Expenditures · 45,031,042 43,766,118 49,918,645 49,846,460
(" OTHER EXPENDITURES: ,... Payment for Debt Service 5,043,753 4,672,723 4,672,723 4,207,770
Market Lbk Inc 0 1,250,000 1,250,000 0
(""'i Reserve for Dereg/Rate Stabilizati 0 0 0 1,200,000 ,..., Section 2 Eco Development 0 0 0 142,454 ,... Section 3 Eco Development 0 0 0 220,133
Indirect Cost Allocation 757.463 627,508 627,508 856,900 ("
,-.. Total other Expenditures 5,801,216 6,550,231 6,550,231 6,627,257 ,-.. 159
City of Lubbock
SUMMARY OF REVENUES AND EXPENDITURES
ELECTRIC FUND
ACTUAL ORIGBUDG REVISED
ACCOUNT DESCRIPTION 1995-96 1996-97 1996-97
RESERVES AND RETAINAGES:
Elec Perm Cap Maint Fund 2,714,631 2,794,631 294,631
Brandon Station Reserves 723,829 809,314 809,314
Electric Capital Projects 0 70,000 70,000
Street Light Capital Proj 98,026 315,000 315,000
Streetlighting 1,843,202 1,885,373 1,885,373
Payments In Lieu of Taxes:
ProperyTax 1,175,323 1,175,323 1,175,323
Franchise Tax 1,726,925 1,723,070 1,723,070
Gas Tax 527,472 527,472 527,472
Reserve for Econ Development 100,000 100,000 100,000
Trsfr Gen Fund-lnfrastruct ure 0 1,200,000 1,200,000
Trsfr-Gen Fd Street Lights 0 102,000 102,000
----
Total Reserves/Retainages 8,909,408 10,702,183 8,202,183
Total Fund Expenditures 59,741,666 61,018,532 64,671,059
Remaining Balance 521,194 0 0
160
APPROVED
1997.:98
0
500,000
0
836,000
1,880,927
1,175,323
1,954,750
527,472
100,000
1,200,000
0
8,174,472
64,648,189
0
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Administration
ELECTRIC UTILITIES
ELECTRIC FUND DEPARTMENTS
Boards
&
Commissions
City Council
City Manager
Electric
Utilities
Promotion Production Distribution
161
I
Billing/
Collection
I
Business
Development
CENTER
LP&L -ADMINISTRATION -7111
MISSION
FUND
ELECTRIC
TO PROVIDE CUSTOMERS WITH QUALITY RELIABLE COMPETITIVE ELECTRIC SERVICE WHICH IS RESPONSIVE, EMPHASIZES
INTEGRITY, HELPS KEEP TAX RATE LOW, PROMOTES ECONOMIC DEVELOPMENT, AND PROMOTES COMMUNITY SERVICE.
GOALS/OBJECTIVES/SOURCE
1. EXPAND THE ELECTRIC SYSTEM SERVICE AND RELIABILITY TO INCREASE ITS VALUE TO THE CITIZENS OF LUBBOCK.
2. PROTECT THE FINANCIAL STRENGTH OF LP&L BY CLOSELY MANAGING OUR RESOURCES TO PROVIDE A STRONG FINANCIAL BASE
WHEREBY LP&L WILL BEAT OR MEET ANY OTHER ELECTRIC RATE OR SERVICE POLICY WITHIN OUR SERVICE DELIVERY
TERRITORY.
3. CONTINUE LP&L'S AGGRESSIVE SALES PROGRAM TO INCREASE ENERGY SALES AND THE NUMBER OF CUSTOMERS SERVICED BY
LP&L.
4. CONTINUE LP&L'S PROGRAMS TO PROMOTE THE ECONOMIC DEVELOPMENT OF LUBBOCK BY UTILIZING OUR SERVICE POLICIES
AND INFRASTRUCTURE FUNDING TO ATTRACT NEW BUSINESSES TO LUBBOCK AND TO HELP LOCAL BUSINESSES REMAIN
COMPETITIVE.
5. CONTINUE LP&L'S PARTICIPATION IN COMMUNITY PROJECTS AND ACTIVITIES THAT IMPROVE LUBBOCK'S QUALITY OF LIFE AND
LP&L'S IMAGE WITHIN THE COMMUNITY.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
SYSTEM LOSSES 5.92% 6.46% 5.85% 5.90%
NET INCOME AS A% OF REVENUE 9.72% 6% 0.0% 2.0%
NET OPERA TING REVENUE (MILLIONS) 54.3 57.1 64.7 67.2
MEGAWATTS HOURS SOLD 990,081 1,042,753 1,003,264 1,115,407
CUSTOMERS SERVED BY LP&L 59.9% 60.8% 60.9% 62.0%
ENERGY SOLD BY LP&L 59.4% 47% 60.4% 54.0%
METERS IN SERVICE 50,205 51,391 52,200 53,400
HOURS CONTRIBUTED TO COMMUNITY SERVICE 535 570 500 500
162
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $285,067 $168,727 $301,395 $428,639
SUPPLIES $3,122 $4,632 $4,656 $4,524
MAINTENANCE $1,949 $2,608 $1,829 $13,908
OTHER CHARGES $264,087 $228,866 $347,743 $260,257
CAPITAL OUTLAY $0 $10,226 $3,118 $2,900
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $554,225 $415,059 $658,741 $710,228
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
.... 1111 IHVlt"..•
MANAGING DIRECTOR ELECTRIC UTILITIES 0 1 1
DIRECTOR OF ELECTRIC SALES & SERVICE 203 1 1 1
ASSOCIATE DIRECTOR OF SYSTEM PLAN/DEV 315 1 1 1
ECONOMIC DEVELOP SPECIALIST 312 1 1 1
ADMINISTRATIVE SECRETARY 407 1 1 1
OTHER EMPLOYEES:
TOTAL 4 5 5
163
CENTER
LP&L -PROMOTION -7211
MISSION
PROMOTE CUSTOMER GROWTH AND RETENTION THROUGH INTEGRITY, COMMITMENT TO CUSTOMER SERVICE AND SATISFACTION,
COMMUNITY SERVICE, DIVERSIFIED INNOVATIVE TEAMWORK, AND SHARED OWNERSHIP WITH OUR CUSTOMERS.
GOALS/OBJECTIVES/SOURCE
1. INCREASE THE PERCENTAGE OF ELECTRIC SERVED BY LP&L
* INCREASE THE NUMBER OF CUSTOMERS SERVICED BY LP&L BY AT LEAST 700 THROUGH THE CHANGEOVER PROGRAM.
* INCREASE THE NUMBER OF CUSTOMERS SERVED BY SETTING 60% OR 300 NEW METERS RELEASED BY BUILDING INSPECTION.
• INCREASE MEGAWATT HOURS SLOD.
2. IMPROVE THE PUBLICS KNOWLEDGE REGARDING ENERGY CONSERVATION.
3. REDUCE UNBILLED KILOWATT HOURS IN VACANT APARTMENTS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
CUSTOMERS CHANGING TO LP&L 2,211 2,166 2,500 2,500
CUSTOMERS CHANGING TO SPS 1,425 1,314 1,850 1,850
GAIN IN CUSTOMERS FROM CHANGEOVERS 786 852 650 650
NEW BUILDING METERS RELEASED 674 449 500 500
NEW METERS SET BY LP&L 430 392 350 350
HIGH BILLING INVESTIGATIONS 172 242 300 300
ENERGY AUDITS PERFORMED 270 90 150 150
APARTMENT WHO'S USING INVESTIGATIONS 4,893 6,588 5,000 5,000
REDUCE APARTMENT UNBILLED KWH TO 1,354 2,215 2,000 2,000
(THOUSANDS)
164
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SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
~I I 11~1:•
ELECTRIC PROMOTION COORDINATOR
SENIOR POWER SALES REPRESENTATIVE
SENIOR POWER TECHNICIAL
POWER TECHNICIAN
POWER SALES REPRESENTATIVES
CUSTOMER SERVICE REPRESENTATIVES
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$369,175
$9,541
$11,661
$764,682
$14,881
$0
$1,189,940
JOB
GRADE
307
409
408
407
406
405
165
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$401,465 $390,808 $374,317
$8,819 $10,721 $9,834
$8,654 $16,366 $11,044
$1,205,716 $1,481,949 $886,635
$27,464 $11,839 $0
$0 $0 $0
$1,652,118 $1,911,683 $1,281,830
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
1 1 1
1 1 1
4 4 4
2 2 2
10 10 10
CENTER
LP&L -PRODUCTION OPERATIONS • 7311
MISSION
RESPONSIBLE FOR SUPPL YING STEAM TO TEXAS TECH AND ELECTRICITY TO LUBBOCK POWER AND LIGHT CUSTOMERS, UTILIZING
THE MOST ECONOMICAL MIX OF SELF-GENERATED AND PURCHASED POWER.
GOALS/OBJECTIVES/SOURCE
OPERATE DEPARTMENT TO REMAIN RELIABLE, PROVIDE ECONOMICAL POWER SOURCE FOR THE CITIZENS OF LUBBOCK, MAINTAIN A
SAFE WORKPLACE FOR ALL EMPLOYEES, MIX PURCHASED POWER WITH GENERATION TO PROVIDE THE LOWEST POSSIBLE COSTS
CONDUCT SAFETY TRAINING AND PROVIDE SAFETY EQUIPMENT NEEDED TO PROTECT OUR EMPLOYEES, EXPAND LUBBOCK POWER
AND LIGHT GENERATION WORKING TOWARD BUILDING GENERATION UNITS AT PLANT 2 TO BE COMPLETED BY 1999. MEET DEMANDS
OF DEREGULATION, SEEK OUT POWER SUPPLIERS WITH THE MOST ECONOMICAL POWER AVAILABLE, GENERATE POWER WHEN GAS
PRICES ALLOW THE COST OF GENERATION TO BE LOWER THAN PURCHASING POWER, SELL POWER OUTSIDE OUR SYSTEM WHEN
POSSIBLE.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
MWH-GENERATED-PURCHASED 1,049,253 1,054,499 1,136,715 1,188,239
MWH-GENERATEO 587,361 649,878 456,055 485,149
MWH-PURCHASEO 461,892 404,621 681,959 703,090
FUEL COST OF GENERATED POWER (MILLON$) 14,970,937 16,299,218 12,547,908 14,413,449
COST OF PURCHASED POWER 13,117,168 15,013,166 21,211,820 19,066,399
STEAM SALES TO TEXAS TECH 309,564 309,564 309,564 309,564
166
--
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $1,206,532 $1,538,194 $1,627,050 $1,717,441
SUPPLIES $27,560,913 $31,515,742 $34,116,568 $33,843,548
MAINTENANCE $10,887 $11,024 $11,958 $47,152
OTHER CHARGES $867,563 $745,905 $1,008,360 $1,041,680
CAPITAL OUTLAY $3,326 $1,963 $5,604 $0
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $29,649,221 $33,812,828 $36,769,541 $35,649,821
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE ·1995-96 1996-97 1997-98
l ... lll IIMI"'•
ASSISTANT PRODUCTION SUPERINTENDENT 922 1 1 1
PRODUCTION SUPERVISOR 921 1 1 1
SHIFT SUPERVISOR 920 5 5 5
COGEN OPERATOR 916 5 5 5
CONTROL ROOM OPERATOR 915 5 5 5
PLANT OPERATOR 913 3 3 3
PLANT OPERATOR 909 2 2 2
PLANT MAINTENANCE OPERATOR 907 1 1 1
PLANT MAINTENANCE OPERATOR 904 2 3 3
SENIOR CHEMIST 307 1 1 1
CHEMIST 306 1 1 1
ADMINISTRATIVE SECRETARY 407 1 1 1
OTHER EMPLOYEES:
TOTAL 28 29 29
167
CENTER
LP&L • PRODUCTION MAINTENANCE • 7313
MISSION
FUND
ELECTRIC
THE ELECTRIC PRODUCTION MAINTENANCE SECTION ENSURES THE PROD_UCTION OF RELIABLE POWER BY PERFORMING
PREVENTIVE MAINTENANCE, SCHEDULED REPAIRS, ANNUAL INSPECTIONS, MAJOR OVERHAULS, AND IMPROVEMENTS TO ALL
LUBBOCK POWER AND LIGHT GENERATING FACILITIES.
GOALS/OBJECTIVES/SOURCE
1. MAINTAIN POWER GENERATION EFFICIENCY AND RELIABILITY BY COMPLETING ANNUAL INSPECTIONS AND OVERHAULS OF THE
FOLLOWING GENERATING UNITS:
* TWO STEAM UNITS AND THREE GAS TURBINES AT HOLLY AVENUE-INSPECTION
* FOUR STEAM UNITS AT PLANT 2
• TWO Bl-ANNUAL INSPECTIONS AT BRANDON STATION
2. IMPROVE PRODUCTIVITY AND EFFECTIVENESS WITH INCREASED USE OF DIAGNOSTIC AND ANALYTICAL EQUIPMENT.
3. REDUCE PREMATURE FAILURE OF ROTATING EQUIPMENT BY UTILIZING VIBRATION MONITORING EQUIPMENT.
4. CALI BRA TE FUEL MEASUREMENT EQUIPMENT MONTHLY
5. PROMOTE PUBLIC RELATIONS BY IMPROVING APPEARANCE OF ELECTRIC GENERATING FACILITIES.
6. COMPLY WITH ENVIRONMENTAL AND SAFETY REGULATIONS
7. INVOLVE EMPLOYEES IN DECISION MAKING PROCESS
8. PAINTING HOLLY NO. 2 BOILER AND GAS TURBINE NO. 3
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
UNITS INSPECTED 8 8 10 10
UNITS MAINTAINED 8 8 10 10
FUEL MEASUREMENT INSTRUMENTATION CALIBRATION 24 24 24 24
ACREAGE MAINTAINED 56 56 56 56
168
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SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
~(II I IIMP":•
PRODUCTION SUPERINTENDENT
ASSIST ANT PRODUCTION SUPERINTENDENT
SP MAINTENANCE SUPERVISOR
SR SP JOURNEYMAN
SP MECHANIC JOURNEYMAN
SP MECHANIC APPRENTICE
SP WELDER
SR SP INSTRUMENT TECHICIAN
SP INSTRUMENT TECHNICIAN
SP INSTRUMENT TECHNICIAN
SP INSTRUMENT TECHNICIAN
SP ELECTRICIAN
MECHANICAL ENGINEERING ASSOCIATE
ENVIRONMENTAL COMPLIANCE
SP MECHANIC APPRENTICE
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$651,581
$97,060
$377,222
$36,704
$12,599
$0
$1,175,166
JOB
GRADE
316
922
921
920
914
908
914
917
914
908
905
914
310
306
905
169
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$771,222 $1,102,094 $1,195,411
$71,012 $103,094 $109,602
$577,401 $445,232 $467,738
$82,767 $142,624 $157,018
$2,656 $36,843 $33,000
$0 $0 $0
$1,505,058 $1,829,887 $1,962,769
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
1 1 1
1 1 1
3 5 5
0 1 1
1 1 1
1 1 1
1 1 1
1 1 1
0 1 1
1 1 1
1 1 1
0 1 1
1 2 2
14 20 20
CENTER
LP&L -ENGINEERING -7 411
MISSION
ASSURE SYSTEM RELIABILITY AND CUSTOMER SATISFACTION BY PROVIDING TIMELY, ACCURATE, INNOVATIVE DESIGNS AND
TECHNICAL SUPPORT FOR THE CONSTRUCTION, MAINTENANCE AND OPERATION OF THE ELECTRIC DISTRIBUTION SYSTEM.
GOALS/OBJECTIVES/SOURCE
1. PROVIDE ENGINEERING SUPPORT AND SERVICES FOR EXPANDING, IMPROVING AND MAINTAINING ELECTRIC DISTRIBUTION AND
TRANSMISSION SYSTEMS.
• DESIGN ANO ENGINEER APPROXIMATELY 22 MILES OF OVERHEAD AND UNDERGROUND LINES
• ISSUE APPROXIMATELY 430 OVERHEAD ANO UNDERGROUND CONSTRUCTION JOBS
• DESIGN AND ENGINEER 5 MILES OF FIBER OPTIC COMMUNICATION LINES
2. IMPLEMENT PLANS TO REDUCE SYSTEM LOSSES AND OPERATING COSTS.
* CONVERT APPROXIMATELY 2 MILES OF 4 KV DISTRIBUTION LINES TO 12 KV
• ENGINEER THE INSTALLATION OF APPROXIMATELY 40,000 KVAR OF SWITCHED CAPACITORS AT EXISTING SUBSTATIONS
3. UPDATE ANO AUTOMATE THE DISTRIBUTION AND TRANSMISSION MAPPING SYSTEM.
• CONVERT 10 SQ. MILES OF HARD COPY ELECTRIC FACILITY MAPS TO THE GIS SYSTEM
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
MILES OF LINE ENGINEERED
OVERHEAD POLE LINE MILES 12.4 7.5 12 12
UNDERGROUND DITCH LINE MILES 11.0 11.8 10 10
OVERHEAD CONSTRUCTION JOBS ISSUED 346 320 330 330
UNDERGROUND CONSTRUCTION JOBS ISSUED 109 106 100 100
SYSTEM LINE LOSSES • KWH .0529% .059% .0585% .0585%
SQ. MILES OF BASE MAPS CONVERTED 5 5 0 0
SQ. MILES OF FACILITY MAPS CONVERTED 0 0 10 10
"
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
• i II 1 •IVI-•
ELECTRIC DISTRIBUTION SUPERINTENDENT
SENIOR ELECTRICAL ENGINEER
SYSTEMS DESIGN ENGINEER
ELECTRICAL ENGINEER
ELECTRICAL ENGINEERING ASSOCIATE
ELECTRICAL ENGINEERING ASSISTANT
SENIOR ENGINEERING TECHNICIAN
INTERMEDIATE ENGINEERING TECHNICIAN
ADMINISTRATIVE SECRETARY
ELECTRIC ENGINEERING PROJECT COORDINATOR
CAD ENGINEERING TECHNICIAN
.
OTHER EMPLOYEES:
SR. ELEC. ENGINEERING PROJECT COORDINATOR
ELECTRICAL ENGINEER INTERNS
TOTAL·
ACTUAL
1994-95
$334,649
$13,260
$7,468
$232,677
$3,193
-$143
$591,104
JOB
GRADE
316
315
313
311
309
411
409
407
407
310
410
311
171
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$341,004 $437,569 $459,032
$13,409 $14,012 $13,416
$12,504 $10,434 $30,962
$250,522 $254,412 $258,956
$0 $17,035 $16,310
$0 $0 $0
$617,439 $733,462 $778,676
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
0 0 0
2 2 1
1 1 2
4 4 4
2 2 2
3 3 3
1 1 1
1 1 1
1 1 1
1 1 1
0 0 2
18 18 20
CENTER
LP&L ·UNDERGROUND• 7412
MISSION
ASSURE CUSTOMER SATISFACTION ANO SYSTEM IMPROVEMENT THROUGH THE SAFE, TIMELY, EFFICIENT CONSTRUCTION OF
RELIABLE UNDERGROUND SYSTEMS AND EQUIPMENT.
GOALS/OBJECTIVES/SOURCE
1. CONSTRUCT, UPGRADE, MAINTAIN ANO REPAIR UNDERGROUND ELECTRIC DISTRIBUTION FACILITIES IN RESPONSE TO NEW
BUSINESSES, NEW RESIDENTIAi. DEVELOPMENT EXPANSION BY EXISTING CUSTOMERS, CUSTOMERS CHANGING OVER TO LPL
ANO TO RETAIN EXISTING CUSTOMERS. SOURCE: HISTORICAL DATA
* INSTALL TEN MILES OF UNDERGROUND PRIMARY OR SECONDARY CABLES AND CONDUITS
2. INSTALL THOROUGHFARE LIGHTING POLES, FIXTURES, ANO CABLES TO IMPROVE PUBLIC SAFETY ANO REDUCE MAINTENANCE
ANO ENERGY COST.
* BEGIN 9TH YEAR OF 10 YEAR CONVERSION OF OVERHEAD SERIES MERCURY VAPOR STREET LIGHTS TO MORE EFFICIENT
UNDERGROUND MULTIPLE HIGH PRESSURE SODIUM LIGHTS ON THE FOLLOWING THOROUGHFARES:
• AVE. Q-38THTO 50TH
• UNIVERSITY -CLOVIS ROAD TO 4TH ST •
• 4TH ST. -UNIVERSITY TO TECH FREEWAY
• 6TH ST. -TECH FREEWAY TO BOSTON
. CLOVIS RD. -AVE. Q TO UNIVERSITY
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
MILES OF UNDERGROUND LINE CONSTRUCTED 11 104 10 10
UNDERGROUND CONSTRUCTION JOBS COMPLETED 111 106 100 100
TRANSFORMERS AND EQUIPMENT REPAIRED 511 357 540 540
TRANSFORMERS CLEANED AND PAINTED IN FIELD 31 43 40 40
172
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___ LUBBOCK -City of _____ _
Pl,ANNJED
PROGRESS
WATER FUND
Top:
1930's construction of an underground water storage tank located at approxi-
mately 5th Street and Avenue J.
Bottom:
Boring machine used in water line construction in west Lubbock at 34th Street
. and Alcove in 1997.
EXPENDITURE ACTUAL ACTUAL REVISED APPROVED SUMMARY 1994-95 1995•96 1996-97 1997..SS
PERSONAL SERVICES $285,184 $344,652 $459,136 $470,729
SUPPLIES $66,260 $62,212 $74,038 $77,976
MAINTENANCE $116,149 $83,111 $104,368 $101,464
OTHER CHARGES $32,881 $35,087 $52,041 $51,702
CAPITAL OUTLAY $22,206 $39,852 $28,250 $16,150
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $522,680 $564,914 $717,833 $718,021
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
, ... 111 I IIIYI~•
SENIOR POWER LINE FOREMAN 920 1 1 1
POWER LINE FOREMAN 916 1 1 1
ELECTRIC CONSTRUCTION FOREMAN 916 1 1 1
JOURNEY LINEMAN 914 6 6 6
APPRENTICE LINEMAN IV 911 1 3 1
APPRENTICE LINEMAN Ill 910 1 0 1
APPRENTICE LINEMAN II 908 2 1 2
GROUNDMAN 903 3 3 3
OTHER EMPLOYEES:
TOTAL 16 16 16
"
173
CENTER
LP&L ·OVERHEAD· 7413
MISSION
ASSURE CUSTOMER SATISFACTION AND SYSTEM IMPROVEMENT THROUGH THE SAFE, TIMELY, EFFICIENT CONSTRUCTION OF
RELIABLE OVERHEAD SYSTEMS AND EQUIPMENT.
GOALS/OBJECTIVES/SOURCE
1. CONSTRUCT, UPGRADE, MAINTAIN AND REPAIR OVERHEAD ELECTRIC DISTRIBUTION AND TRANSMISSION FACILITIES IN RESPONSE
TO NEW BUSINESSES, NEW RESIDENTIAL DEVELOPMENT, EXPANSION BY EXISTING CUSTOMERS, CUSTOMERS CHANGING OVER
TO LPL AND TO RETAIN EXISTING CUSTOMERS. (SOURCE: HISTORICAL DATA.)
* CONSTRUCT, CONVERT AND RECONDUCTOR 12 MILES OF OVERHEAD PRIMARY POLE LINE
2. REDUCE OUTAGES AND IMPROVE SERVICE RELIABILITY BY PERFORMING PREVENTATIVE MAINTENANCE IN SPECIFIED AREAS.
• CHANGE OUT POLES AND CROSSARM$, RESAG CONDUCTORS AND TIGHTEN HARDWARE.
(SOURCE: OUTAGE RECORDS)
• ALL MAIN FEEDER LINES OVER 5 YEARS OLD
3. BEGIN 9TH YEAR OF 10 YEAR CONVERSION OF OVERHEAD SERIES MERCURY VAPOR STREET LIGHTS TO MORE EFFICIENT
UNDERGROUND MULTIPLE HIGH PRESSURE SODIUM LIGHTS ON THE FOLLOWING THOROUGHFARES:
• AVE. Q -38TH TO 50TH
• UNIVERSITY -CLOVIS RD TO 4TH ST •
• 4TH ST· UNIVERSITY TO TECH FREEWAY
• 6TH ST· TECH FREEWAY TO BOSTON
• CLOVIS RD· AVE Q TO UNIVERSITY
4. IMPROVE PUBLIC SAFETY BY REPLACING UTILITY AND STREET LIGHT POLES DAMAGED BY VEHICLES AND STORMS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
MILES OF DISTRIBUTION LINES TO CONSTRUCT, CONVERT 14 8.7 12 12
AND RECONDUCTOR
MILES OF FIBER OPTIC CABLE INSTALLED 1 34 34 5
NEW TRANSFORMERS INSTALLED 431 390 361 361
OVERHEAD JOBS CONSTRUCTED 341 320 330 330
DAMAGED STREET LIGHTS REPLACED DUE TO 125 125 125 125
VEHICLES/STORM
MILES OF LINE RECEIVING PREVENTIVE MAINTENANCE 7 12 10 10
-
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
11:111 I IIM,-•
POWER LINE SUPERVISOR
SENIOR POWER LINE FOREMAN
POWER LINE FOREMAN
JOURNEYMAN LINEMAN
APPRENTICE LINEMAN
APPRENTICE LINEMAN
APPRENTICE LINEMAN
DRIVER/EQUIPMENT OPERATOR
CUSTODIAN
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$692,580
$100,062
$150,755
$201,502
$27,928
$0
$1,172,827
JOB
GRADE
921
920
916
914
912
911
908
911
501
175
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$639,851 $939,579 $959,837
$82,955 $101,487 $95,686
$150,758 $164,963 $160,108
$48,109 $62,062 $62,741
$23,265 $5,000 $0
$0 $0 $0
$944,938 $1,273,091 $1,278,372
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
6 6 6
8 8 8
0 0 1
1 1 3
2 2 0
6 6 5
1 1 0
26 26 25
CENTER
LP&L-CUSTOMER SERVICE• 7415
MISSION
ASSURE CUSTOMER SATISFACTION AND SYSTEM RELIABILITY THROUGH THE SAFE, TIMELY AND DEDICATED ATTENTION TO SYSTEM
OPERATIONS, TROUBLE SHOOTING, SERVICE RESTORATION, CUSTOMER ASSISTANCE AND REVENUE METERING ACTIVITIES.
GOALS/OBJECTIVES/SOURCE
1. ASSURE ELECTRICAL SYSTEM RELIABILITY AND PROTECT PUBLIC SAFETY THROUGH PROMPT RESPONSE TO ALL REPORTED
EMERGENCIES, POWER OUTAGES OR STREET LIGHTING PROBLEMS.
2. ASSURE CUSTOMER AND CITIZEN SATISFACTION THROUGH PROMPT AND ACCURATE RESPONSES TO ALL REQUESTS FOR
ASSISTANCE OR INFORMATION.
3. PROMOTE THE DEVELOPMENT OF A FLEXIBLE, WELL TRAINED WORK FORCE THROUGH CROSS TRAINING OF SERVICE CREWS,
DISPATCHERS AND CLERKS. INCREASE DISPATCHER SKILLS AND KNOWLEDGE OF SCADA SYSTEM THROUGH IN-HOUSE
TRAINING.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
METERS ACTUALLY SET FOR CUSTOMER SERVICE: 4,346 4,633 4,400 4,375
RESIDENTIAUCOMMERCIAUOTHERS
(DEM., IRRIG., INST.)
TROUBLE CALLS RECEIVED THAT RESULT IN AN ORDER: 5,684 5,684 4,980 4,575
EMPLOYEES CROSSTRAINED ON SERVICE, DISPATCH AND
SCADA: 16 16 16 16
METERS SET WITHIN 1/2 HOUR FOR
CUSTOMER RESPONSE: 92% 89% 90% 91%
RESIDENTIAUCOMMERCIAUOTHERS
TROUBLE ORDERS WORKED WITHIN
1/2 HOUR FOR RELIABILITY: 83 92 89 85
RESIOENTIAUCOMMERCIAUOTHERS
176
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES.
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
a;;;:111 • ·--·
SENIOR DISPATCH CLERK
DISPATCH CLERK
SAFETY SUPERVISOR
SENIOR POWERLINE FOREMAN
SCADA OPERATOR Ill
SCADA OPERATOR I
JOURNEYMAN LINEMAN
APPRENTICE LINEMAN IV
APPRENTICE LINEMAN Ill
APPRENTICE LINEMAN II
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$529,567
$56,252
$74,589
$68,935
$0
$0
$729,343
JOB
GRADE
404
402
312
920
909
905
914
911
910
908
177
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$560,107 $518,208 $713,185
$40,287 $55,044 $53,885
$92,702 $95,009 $103,130
$250,589 $280,982 $289,237
$24,794 $7,995 $9,700
$0 $0 $0
$958,479 $1,057,238 $1,159,137
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 0
1 1 0
1 1 1
1 1 1
5 5 5
0 0 2
4 4 4
0 0 4
1 1 0
2 2 1
16 16 18
CENTER
LP&L-SUBSTATION • 7417
MISSION
ASSURE THE RELIABILITY AND AVAILABILITY OF ELECTRIC SERVICE THROUGH DEDICATED ATTENTION TO THE OPERATION, TESTING,
MAINTENANCE AND CONSTRUCTION OF SUBSTATIONS, COMMUNICATION SYSTEMS AND CONTROL SYSTEMS.
GOALS/OBJECTIVES/SOURCE
1. ASSURE THE RELIABILITY OF ELECTRICAL SERVICE THROUGH A PREVENTIVE MAINTENANCE PROGRAM FOR ALL LP&L
SUBSTATIONS. THIS PROGRAM INCLUDES MANUFACTURER'S RECOMMENDED MAINTENANCE, DIAGNOSTIC TESTING TO DETECT
IMPENDING FAILURES, DATA COLLECTION AND ANALYSIS AND PERFORMANCE TESTING TO DEMONSTRATE SYSTEM OPERATION.
2. ENHANCE THE AVAILABILITY OF ELECTRICAL SERVICE BY DEVELOPING, OPERATING ANO MAINTAINING SCADA SYSTEMS AND
COMMUNICATION SYSTEMS. PROTECT SYSTEMS AND EQUIPMENT FROM PERMANENT DAMAGE THROUGH REGULAR AND
ACCURATE TESTING OF PROTECTIVE RELAY SYSTEMS.
3. PRESERVE AND IMPROVE COMMUNITY APPEARANCE AND LP&L'S IMAGE BY MAINTAINING SUBSTATION GROUNDS AND
EQUIPMENT. THIS WORK INCLUDES MAINTAINING LANDSCAPING, SECURITY FENCING, LIGHTING, WEED CONTROL, GRAFFITI
REMOVAL AND PAINTING OF BUILDINGS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
TEST VOLTAGE REGULATORS DURING WEEKLY CHECKS: 1,622 1,580 1,560 1,508
VOLTAGE REGULATORS TESTED WITHIN 1 HOUR: 96% 97% 97% 98%
TEST AIR CIRCUIT BREAKERS DURING MONTHLY CHECKS: 796 740 732 708
AIR CIRCUIT BREAKERS TESTED WITHIN 1 HOUR: 95% 96% 96% 97%
TEST POWER LINE CARRIER DURING MONTHLY CHECKS: 432 406 408 408
POWER LINE CARRIERS TESTED WITHIN 1 HOUR: 89% 88% 88% 89%
TEST SCADA SYSTEM AND REMOTE TERMINALS MONTHLY: 203 176 204 180
REMOTE TERMINALS TESTED WITHIN 1 HOUR: 95% 96% 98% 98%
SUBSTATION YARD AND HOUSE CLEANUP DURING
WEEKLY CHECKS: 884 844 868 816
SUBSTATIONS CLEANED WITHIN 1 HOUR: 75% 78% 80% 82%
178
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
,:;;111 .. ~-·
SUBSTATION AND OPERATIONS SUPERVISING ENGINEER
SUBSTATION AND SYSTEM RELAY SUPERVISOR
RELAY FOREMAN
SUBSTATION FOREMAN
SUBSTATION JOURNEYMAN
SUBSTATION APPRENTICE LINEMAN Ill
SUBSTATION APPRENTICE LINEMAN II
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$335,923
$25,406
$82,165
$45,099
$7,526
$0
$496,119
JOB
GRADE
313
921
916
916
914
910
908
179
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$317,518 $356,903 $348,382
$33,030 $32,999 $31,649
$94,107 $121,452 $94,998
$39,746 $48,273 $49,754
$24,366 $13,700 $37,470
$0 $0 $0
$508,767 $573,327 $582,253
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 0
1 1 1
1 1 1
1 1 2
2 2 1
0 0 1
7 7 7
CENTER
LP&L • METER SHOP· 7419
MISSION
ASSURE CUSTOMER SATISFACTION AND MAXIMIZE REVENUES BY PROVIDING ACCURATE METERING SYSTEMS, EQUIPMENT AND
RECORDS. INSURE THE PROTECTION AND SAFETY OF EMPLOYEES BY DEDICATED ATTENTION TO THE TESTING OF LINEMAN'S
GLOVES AND ACCESSORIES.
GOALS/OBJECTIVES/SOURCE
1. IMPROVE ACCURACY OF ALL INSTRUMENT METERS INCLUDING ELECTRONIC, PULSE AND MECHANICAL METERS TO ACHIEVE A
100% ACCURACY ON ALL METERS RECEIVED FOR STOCK AS WELL AS INSTALLED IN THE FIELD TO ACCURATELY REFLECT ALL OF
OUR CUSTOMERS ELECTRICAL USAGE AND DEMAND CONSUMPTION.
2. IMPROVE METER SHOP EMPLOYEE'S METERING KNOWLEDGE AND SKILLS BY IMPLEMENTING A 2 WEEK ROTATION PROGRAM SO
THAT EACH AND EVERY METER SHOP EMPLOYEE MAY GRASP EACH AND EVERY FUNCTION OF METERING AND UNDERSTAND
FULLY THE TECHNICAL ASPECTS OF VECTOR RELATIONSHIPS AS THEY APPLY TO PHASE ANGLES AND METERING.
3. FULLY UTILIZE METER SHOP EMPLOYEES TO OBTAIN THE MAXIMUM PRODUCTIVITY BY HAVING BOTH METER SHOP VEHICLES IN
THE FIELD AS MUCH AS POSSIBLE IN ORDER TO CHECK AND CONFIRM THE ACCURACY OF AS MANY METERS AS POSSIBLE;
THEREBY, UPDATING THE METER SHOP CUSTOMER AND METER DATABASE AND TO VERIFY CUSTOMER SERVICE DATA INPUT
FOR CUSTOMER BILLING.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
METERS PROCESSED TO BE SET BY CHECKING ACCURACY: 4,346 4,633 4,500 4,700
RESIDENTIAUCOMMERCIAUOTHERS
(DEM., IRRIG., INSTR.)
EMPLOYEES CROSSTRAINED IN ROTATION PROGRAM 6 6 6 6
INST~UMENT METERS FIELD TESTED BY CHECKING
ACCURACY: 1,249 1,052 1,000 920
METERS PROCESSED BY CALIBRATING
WITHIN 1/2 HOUR: 89% 94% 89% 86%
RESIDENTIAUCOMMERCIAUOTHERS
METERS CLEANED, CHECKED AND CALIBRATED
WITHIN 1/2 HOUR: 83% 92% 94% 90%
THREE PHASE AND INSTRUMENT METERS
180
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
lli,,IH I l•nn-•
METER SHOP FOREMAN
. JOURNEYMAN METERMAN
APPRENTICE METERMAN IV
APPRENTICE METERMAN Ill
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$195,084
$11,222
$30,099
$7,089
$2,207
$0
$245,701
JOB
GRADE
916
914
911
910
181
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$189,286 $237,200 $262,403
$12,907 $14,592 $15,036
$37,860 $32,471 $35,948
$4,687 $12,768 $12,943
$0 $6,100 $13,448
$0 $0 $0
$244,740 $303,131 $339,778
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
2 2 5
2 2 0
1 1 0
6 6 6
CENTER
LP&L -FIELD SERVICES • 7511
MISSION
THE FIELD SERVICES SECTION IS RESPONSIBLE FOR READING ALL WATER AND ELECTRIC METERS EACH MONTH, REPORTING ALL
METER EXCEPTIONS, PERFORMING CUSTOMER TURN-ONS, AND TURN-OFFS, FIELD COLLECTIONS, AND VARIOUS FIELD
INVESTIGATIONS.
GOALS/OBJECTIVES/SOURCE
1. PROVIDE WATER AND ELECTRIC METER ACCURACY. MAINTAIN 100% ON TIME METER READING SCHEDULE. READ ALL WATER AND
ELECTRIC METERS WITH AN ERROR RATE NOT TO EXCEED .13%.
2. PROVIDE FOR COLLECTIONS OF LP&L REVENUES IN THE MOST EFFICIENT AND ACCURATE MANNER. WORK ALL COLLECTION
ORDERS AND HAVE NO CARRY OVER AT LEAST ONCE DURING THE MONTH.
3. PROVIDE CUSTOMER SERVICE BY PROVIDING ACCURATE AND TIMELY SERVICE.
" COMPLETE 100% OF TURN-ONS, TURN-OFFS, AND TRANSFERS DAILY.
* COMPLETE 100% OF ALL INVESTIGATIONS ON THE SAME DAY AS RECEIVED.
* MAINTAIN AN ERROR RATE OF 010%.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL
MEASURES 1994-95
TOTAL METERS READ-ELECTRIC WATER 1,358,604
METERS READ ON TIME 100%
METERS READING ERRORS .17%
TOTAL SERVICE ORDERS WORKED 87,556
SERVICE ORDERS WORKED SAME DAY 100%
INVESTIGATION ORDERS WORKED SAMEDAY 100%
ERRORS IN FIELD SERVICE .01%
DAYS NO COLLECTION ORDER CARRIED OVER 6
DAYS NO WHO'S USINGS CARRIED OVER 11
182
ACTUAL REVISED APPROVED
1995-96 1996•97 1997-98
1,381,003 1,425,000 1,430,000
100% 100% 100%
.17% .13% .13%
92,004 101,500 101,500
100% 100% 100%
100% 100% 100%
.02% .10% .10%
8 8 12
10 12 12
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
•I-Ill I IIM.,.•
UTILITY FIELD SUPERVISOR
FIELD SERVICE WORKER
METER READER II
METER READERS I
DISPATCH CLERK
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$793,976
$38,104
$48,166
$172,403
$12,599
$0
$1,065,248
JOB
GRADE
307
407
406
404
402
183
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$822,989 $838,621 $873,809
$39,580 $45,491 $47,536
$64,712 $66,367 $65,179
$179,742 $184,286 $195,120
$76,325 $0 $0
$0 $0 $0
$1,183,348 $1,134,765 $1,181,644
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-9B
1 1 1
9 9 9
5 5 5
10 10 10
2 2 2
ZT ZT ZT
CENTER
LP&L -BILLING & COLLECTIONS • 7513
MISSION
TO PROVIDE HIGH QUALITY CUSTOMER SERVICE WHICH IS RESPONSIVE TO CUSTOMER REQUESTS, PRODUCES ACCURATE, TIMELY
STATEMENTS, PROVIDES ACCURATE RECORD OF ALL CUSTOMER TRANSACTIONS, AND ENSURES PROPER COLLECTION OF ALL
REVENUES. PROMOTE LP&L AND ENHANCE ITS MARKET SHARE. PROMOTE COMMUNITY SERVICE.
GOALS/OBJECTIVES/SOURCE
1. PROMOTE THE HIGHEST QUALITY OF CUSTOMER SERVICE POSSIBLE.
* IMPROVE ACCURACY ON ALL SERVICE RELATED WORK TO 99.88%.
• ENSURE RESPONSE TIME ON HIGH BILLS, SOLID WASTE, AND SEWER INVESTIGATIONS TO 98% OF THE ORDERS COMPLETED
WITHIN 24 HOURS.
* INCREASE LPL&L'S MARKET SHARE TO OVER 62% BY INITIATING 1650 ELECTRIC ACCOUNTS.
* IMPROVE COMMERCIAL SOLID WASTE CHANGEOVER PROGRAM TO ACHIEVE 60 ACCOUNTS.
* ENSURE 85% SERVICE LEVEL ON ALL INCOMING CUSTOMER CALLS.
2. PREPARE TIMELY, ACCURATE BILLING OF SERVICES AND RECEIPTING OF PAYMENTS FOR THE CUSTOMER.
* COMPLETE ON TIME BILLING TO 99.7% WITHIN THREE DAYS OF METER READING.
• ENSURE 99.45% DAILY POSTING OF PAYMENTS.
3. IMPLEMENT THE MOST EFFICIENT AND ACCURATE COLLECTIONS OF LP&L REVENUES.
* ACHIEVE AN AVERAGE DAYS/SALES AT 23 FOR WATER AND 21 FOR ELECTRIC.
* DECREASE THE PERCENTAGE OF ACTIVE DELINQUENT ACCOUNTS TO 16%.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED
MEASURES 1994-95 1995-96 1996-97
ACCURACY ON SERVICE RELATED WORK 99.92% 99.92% 99.88%
SALES ACHIEVED (ELECTRIC & SOLID WASTE) 1,647 1,849 1,700
RESPONSE TIME ON INVESTIGATIONS 99.00% 99.8% 98.00%
SERVICE LEVEL ON INCOMING CUSTOMER CALLS 84.00% 73.00% 83.00%
ACCTS BILLED WITHIN 3 DAYS OF
METER READING 99.75% 99.63% 99.70%
PAYMENTS POSTED SAME DAY 98.25% 98.38% 99.45%
ACTIVE DELINQUENT ACCOUNTS 20.00% 19.00% 18.00%
AVERAGE DAYS SALES ELECTRIC 21.9 25 23
AVERAGE DAYS SALES WATER 20.7 27 25
184
APPROVED
1997-98
99.88%
1,710
98.00%
85.00%
99.70%
99.45%
16.00%
21
23
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
11.1111 111vu•~
UTILITY COLLECTION MANAGER
CUSTOMER SERVICE SUPERVISOR
BILLING SUPERVISOR
COLLECTION SUPERVISOR
SENIOR CUSTOMER SERVICE REP
CUSTOMER SERVICE REP
SECRETARY
SENIOR CASHIER
SENIOR CLERK
CASHIER
CLERK
OTHER EMPLOYEES:
PART• TIME INTERMEDIATE CLERK
TOTAL
ACTUAL
1994-95
$747,674
$73,635
$34,913
$1,259,557
$0
$0
$2,115,779
JOB
GRADE
311
307
306
306
407
405
405
405
403
403
401
185
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$769,850 $825,450 $893,272
$68,967 $82,756 $81,556
$34,180 $26,408 $61,127
$1,275,191 $1,338,486 $1,440,319
$29,932 $21,200 $1,200
$0 $0 $0
$2,178,120 $2,294,300 $2,477,474
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
1 1 1
1 1 1
3 3 3
12 12 12
1 1 1
1 1 1
3 3 3
4 4 4
1 1 1
1 1 1
30 30 .30
CENTER
LP&L -BUSINESS DEVELOPMENT -7611
MISSION
TO SUPPORT THE ECONOMIC DEVELOPMENT EFFORTS OF MARKET LUBBOCK, IN. AND COORDINATE CITY COUNCIL AND STAFF TO
MAINTAIN A QUALITY BUSINESS CLIMATE.
GOALS/OBJECTIVES/SOURCE
1. ADMINISTER ENTERPRISE ZONES FOR THE CITY OF LUBBOCK.
• PREPARE AND PUBLISH ALL REPORTS REQUESTED OR REQUIRED BY STATE AND CITY.
• PREPARE AND PUBLISH ECONOMIC IMPACT ANAi. YSIS FOR BUSINESSES LOCATING IN THE CITY'S ENTERPRISE ZONES.
* CREATE ENTERPRISE ZONE AT LUBBOCK INTERNATIONAL AIRPORT.
• FACILITATE DEVELOPMENT OF TA ABATEMENT AND ECONOMIC DEVELOPMENT INCENTIVES POLICY AND GUIDELINES.
2. MAINTAIN DATABASE, UPDATES, AND ON-LINE SERVICE CONNECTIONS FOR RESEARCH SUPPORT.
• COMPILE ANO PUBLISH CITY COMMUNITY PROFILE AND LUBBOCK AT A GLANCE.
• DISSEMINATE PUBLICATIONS ANO INFORMATION TO PUBLIC AND PRIVATE SECTORS.
3. DEVELOP QUALITY BUSINESS CLIMATE.
• FACILITATE CITY STAFF RESPONSE TO BUSINESS DEVELOPMENT ISSUES.
• CONTINUE CITY'S TOP 100 BUSINESS PROGRAM.
* PROVIDE LIAISON FOR BUSINESS COMMUNITY TO COMMUNICATE WITH CITY HALL.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
COMPLETE 66% OF INFORMATION REQUESTS
WITHIN 48 HOURS NIA N/A N/A 66%
VISIT 50% OF THE CITY'S "TOP 100" BUSINESSES NIA NIA NIA 50%
186
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
I 1-111 I I HUU"" •
BUSINESS LIAISON
BUSINESS RESEARCH SPECIALIST
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$0
$0
$0
$0
$0
$0
$0
JOB
GRADE
316
411
.
187
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-118
-$296 $89,919 $124,318
$0 $15,950 $12,300
$0' $2,000 $0
$62 $52,778 $49,837
$0 $0 $0
$0 $0 $0
-$234 $160,647 $186,455
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
0 1 1
0 1 1
0 2 2
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Overview
WATER REVENUE FUND
1997-98 APPROVED BUDGET
The Water Utilities Fund provides close to 12.5 billion gallons of water each year to Lubbock
residents. Approximately 85 percent of this water comes from Lake Meredith, which is operated
by the Canadian River Municipal Water Authority. The remaining 15 percent comes from the
wellfields located primarily in Bailey County. The surface water is treated at the water treatment
facility located near the Airport. This plant has a peak treatment capacity of 75 million gallons per
day. This plant was rehabilitated to allow water to be treated In accordance with current and
anticipated Safe Drinking Water Act requirements.
Approyed 1997-98 Revenues and Expenditures
The Water Fund continues to be in line with previous years. The revenue over the years has
allowed for sufficient funds to cover normal operating expenditures, capital projects and build a
rate stabilization reserve. Revenue is projected to increase due to General Consumers Metered.
Overall revenue will increase $38,988, or .1%. The bar graph below show the make up of the
Water Fund revenue for the approved year plus the four prior years.
30
25
20
15
10
5
0
Milliens
93-94 Act 94-95 Act 95-96 Act 96-97 Bud 97-98 App
!•Gen Cons MetlillMunic Sales •sales to Cities llltnterest •Miscl
The budget for General Consumers Metered Is based on a ten year average of water
consumption. This revenue Is derived from nine sources: Commercial-large; Commercial-small;
Multi-Family Residential; Municipal Sales; Schools; Single Family Residential; Texas Tech
University; Sprinkler Systems; and other (City of Ransom Canyon, Reese Air Force Base, Buffalo
Springs Lake and City of Shallowater). Municipal Sales revenue comes from City owned facilities.
188
The main variance in the 1997-98 revenue compared to that of the original budget in 1996-97 can
be found in Interest Income. This amount decreased $707,800 due to the interest going to the
fund In which it is generated. The capital project funds will be able to incorporate the interest
earned into its fund balance.
Total approved operating expenses increased $527,571 or 4.5 percent from $11,545,760 to
$12,073,331. Other expenditures are expected to increase by $440,054 due to the Payment to
Debt Service. The increased bond payment can be attributed to the additional bonds to be sold
during the 1997-98 fiscal year to fund the Southwest Extension and Pump Station Rehabilitation.
Total reserves and retainages are budgeted to decrease from $5,187,594 to $4,258,957. The
Reserve and Retainages include a payment to the Canadian River Municipal Water Authority
(CRMWA) for North Panhandle Water Rights Project O & M payment of $503,000 anticipated to
start mid fiscal year. All approved capital projects will be funded by existing fund balances so no
transfers are needed with the exception of $187,000 which will be used to pay for 1997-98 fleet
replacement costs.
The Water Fund expenditures can be directly tied to the 10 year Rate Model based on approved
operating and capital expenditures to respond to community needs. The Rate Model will assist in
showing the need for rate changes and bond sales in future years.
189
,-,
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f'
(" ,..., . City of Lubbock ,-.. SUMMARY OF REVENUES AND EXPENDITURES
,-,. WATER FUND
,,.., WATER OPERATIONS ,-, ACTUAL ORIGBUDG REVISED APPROVED ,-, ACCOUNT DESCRIPTION 1995-96 1996-97 1996-97 1997-98 ,...
REVENUES ,..., General Consumers Metered 25,961,013 24,811,495 25,661,495 25,806,153 ,...., Municipal Sales 665,140 768,005 768,005 816,635
,-., Sales To Other Cities 271,327 250,000 250,000 250,000
Reimburse From Other Cities 0 286,000 0 0
("', Municipalities 525 0 0 0
f"' Fire Hydrant Rental 48,000 48,000 48,000 48,000 ,... Interest on Investment 1,091,019 834,000 834,000 126,200
f' Service Charges Checks 16,100 12,000 12,000 2,000
Reconnection Service Fee 121,688 120,000 120,000 120,000 ,.... Miscellaneous Other 97,958 11,500 11,500 11,000 ,..., Transfer From Rate Stabilizatio 5,408,936 0 0 0
,-. TOTAL REVENUES 33,681,706 27,141,000 27,705,000 27,179,988
f'
("' OPERATING EXPENSES
,-. Water Utilities Administration 299,842 353,483 353,483 389,533
Engineering 289,640 354,192 354,192 387,156 ,,..,
Metering & Customer Services 922,974 954,868 975,868 917,161
f"' Equipment Maintenance 457,380 551,632 364,400 326,556
f"', Pipeline Maintenance 1,126,879 1,037,098 1,037,098 1,193,464
,..., Laboratory Services 283,789 298,926 298,926 315,503
Pumping & Control 1,846,438 1,764,034 2,089,562 2,083,167 ,... Water Treatment 3,573,925 4,020,097 4,020,097 3,592,538 ,.. Water Reservoir 56 0 0 498,837 ,... Water Production 896,742 690,776 816,776 742,421
Collections 1,316,182 1,348,654 1,348,654 1,426,895 ,-. Uncollectible Accounts 352,816 172,000 172,000 200,100 ,... ,.. TOTAL OPERATING EXPENSES 11,366,663 11,545,760 11,831,056 12,073,331
OTHER EXPENDITURES ,....,
Payment to Debt Service 4,548,799 10,023,983 10,023,983 10,350,605 ,..., Indirect Cost Allocation 374,536 383,663 383,663 497,095 ,-Interest on Bonds 6,019,886 0 0 0
,...,
TOTAL OTHER EXPENDITURES 10,943,221 10,407,646 10,407,646 10,847,700
("'. ,..., RESERVES AND RETAINAGES: ,... Water Permanent Capital Maint. 2,572,100 0 1,200,000 187,000
Water Capital Projects 4,331,128 0 1,568,973 0 ,... Panhandle O&M Payment 0 0 0 503,000 ,..., Rate Stabilization Reserves 2,403,539 3,516,029 1,025,760 1,840,610
f" Transfers to Other Funds 5,000 0 0 0
,...,
190
WATER OPERATIONS
ACCOUNT DESCRIPTION
Payments in Lieu of Taxes:
Property Tax
Franchise Tax
TOTAL RESERVES/RETAININGS
TOTAL FUND EXPENDITURES
REMAINING BALANCE
. City of Lubbock
SUMMARY OF REVENUES AND EXPENDITURES
WATER FUND
ACTUAL ORIGBUDG REVISED APPROVED
1995-96 1996-97 1996-97 1997-98
-----------
857,335 857,335 857,335 912,948
826,974 814,230 814,230 815,399
10,996,076 5,187,594 5,466,298 4,258,957 ------------
33,305,960 27,141,000 27,705,000 27,179,988 -----------------
375,746 0 0 0
191
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WATER UTILITIES
WATER FUND DEPARTMENTS
City Council
Boards
&
Commissions
City Manager
Water
Utilities
I I I I
Meter/ Laboratory Water
Administration Customer Services Production &
Service Treatment
I I I I
Pumping Water
Engineering Maintenance and Reservoir
Control
192
CENTER
WATER-ADMINISTRATION· 6111
MISSION
FUND
WATER
TO ENHANCE THE QUALITY OF LIFE AND PROTECT THE PUBLIC HEAL TH THROUGH RESPONSIBLE MANAGEMENT OF WATER
RESOURCES. TO SUSTAIN AN ADEQUATE SUPPLY OF SAFE, HIGH-QUALITY WATER WITH AN EMPHASIS ON PROMPT AND RELIABLE
CUSTOMER SERVICE. TO PROTECT HEAL TH AND THE ENVIRONMENT BY PROVIDING RELIABLE AND COST-EFFECTIVE COLLECTION,
TREATMENT AND RECYCLING OF WASTEWATER IN CONFORMANCE WITH STATE AND FEDERAL REGULATIONS.
GOALS/OBJECTIVES/SOURCE
1. ENSURE SAFE, COST-EFFECTIVE AND ENVIRONMENTALLY-SOUND DISPOSAL OF EFFLUENT AND SLUDGE. (COUNCIL GOAL)
• PENDING APPROVAL OF PERMIT APPLICATION, IMPLEMENT BENEFICIAL USE OF SLUDGE PROGRAM.
• RESEARCH ALTERNATIVES FOR REUSE OF EFFLUENT.
2. ENSURE WATER SUPPLY ALTERNATIVES WHICH PROVIDE THE DEPENDABLE AND REASONABLE COST SOURCES. (COUNCIL GOAL)
• WORK WITH CRMWA TO IMPLEMENT NORTH PANHANDLE GROUND WATER PROJECT AND SALINITY CONTROL PROJECT.
3. MAINTAIN FUNDS FOR WATER AND SEWER PROJECTS TO LESSEN FUTURE CAPITAL DEBT.
4. MAINTAIN PROACTIVE REVIEW, COMMENT, AND RECOMMEND POSITION ON ALL PENDING AND ACTIVE STATE ENVIRONMENTAL
RULES AND REGULATIONS.
5. CONTINUE TO EVALUATE ALL SIGNIFICANT ASPECTS OF WATER AND SEWER OPERATIONS ND FORMULATE, AS APPROPRIATE.
6. CREATE RECOMMENDATIONS TO INCREASE EFFICIENCIES.
7. DEVELOP A WATER CONSERVATION EDUCATION PROGRAM FOR SCHOOLS, CIVIC GROUPS AND GENERAL PUBLIC.
8. DEVELOP AN INTERNAL TRAINING PROGRAM TO ADDRESS SAFETY ISSUES, WATER UTILITIES JOB OPPORTUNITIES AND EMPLOYEE
INTEREST TOPICS.
ACTIVITY/QUALITY/PERFORMANCE ACTIJAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
DEPARTMENTS WITHIN BUDGET 83% 100% 100% 100%
CAPITAL PROJECTS WITHIN BUDGET 98% 95% 95% 95%
CAPITAL PROJECTS COMPLETED WITHIN SCHD 95% 95% 95% 95%
ANNUAL DEPARTMENT OBJECTIVES ACHIEVED 87 95 95 95
WATER AUDITS 0 0 10 10
EDUCATION PROGRAMS
INTERNAL 0 0 0 9
EXTERNAL 0 0 0 25
NEIGHBORHOOD ASSOCIATION· (7 PRESENTATIONS) 0 0 0 7
PUBLIC SCHOOLS· (9 PRESENTATIONS) 0 0 6 9
PROFESSIONAL/EXHIBITIONS· (9 PRESENTATIONS) 0 0 0 9
193
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $195,649 $232,061 $243,669 $249,897
SUPPLIES $2,823 $3,065 $3,670 $4,n2
MAINTENANCE $215 $465 $403 $783
OTHER CHARGES $40,480 $60,784 $104,665 $134,081
CAPITAL OUTLAY $0 $3,467 $1,076 $0
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $239,167 $299,842 $353,483 $389,533
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 199Nl8
1-111 I 111\111--•
DIRECTOR OF WATER UTILmES 203 1 1 1
WATER PROGRAM MANAGER 312 1 1 1
TECHNICAL PROGRAMS & EDUCATION COORDINATOR 308 1 1 1
SENIOR CLERK TYPIST 404 2 2 2
OTHER EMPLOYEES:
PART-TIMEADMINSTRATIVE INTERN 1 1 1
TOTAL 6 6 6
194
CENTER
WATER-ENGINEERING -6211
MISSlON
FUND
WATER
THE MISSION OF WATER UTILITIES ENGINEERING IS TO ENHANCE THE QUALITY OF LIFE & PROTECT THE PUBLIC HEALTH THROUGH
RESPONSIBLE MANAGEMENT OF WATER RESOURCES. TO SUSTAIN AN ADEQUATE SUPPLY OF SAFE, HIGH-QUALITY WATER WITH AN
EMPHASIS ON PROMPT & RELIABLE CUSTOMER SERVICE. TO PROTECT HEAL TH & THE ENVIRONMENT BY PROVIDING RELIABLE &
COST EFFECTIVE COLLECTION, TREATMENT & RECYCLING OF WASTEWATER IN CONFORMANCE WITH STATE AND FEDERAL
REGULATIONS. THE WATER UTILITIES ENGINEERING CENTER PROVIDES ENGINEERING SERVICES FOR THE WATER UTILITIES
DIVISION, INCLUDING SURVEYING, DESIGN, PREPARATION OF PLANS & SPECIFICATIONS, AND COORDINATION & INSPECTION OF
PROJECTS ASSIGNED IN-HOUSE; REVIEW ALL SUBDIVISION PLATS & PLANS, AND INSPECT CONSTRUCTION; PROVIDE ENGINEERING
SERVICES FOR NEW SUBDIVISIONS WHEN REQUESTED BY THE DEVELOPER (FOR PROJECTS UNDER $10,000); UPDATE & MAINTAIN
MAPS OF THE WATER & SANITARY SEWER SYSTEMS; ASSISTS WITH & PERFORM CAPITAL PROJECT CONTRACT ADMINISTRATION.
GOALSIOBJECTIVES!SOURCE
1. PROVIDE PROFESSIONAL ENGINEERING SERVICES INCLUDING PROJECT MANAGEMENT, ADMINISTRATION, SURVEYING AND
INSPECTION SERVICES FOR WATER UTILITIES CAPITAL PROJECTS. IT IS OUR GOAL TO CREATE A PROACTIVE DEPARTMENT AND
PROVIDE SUPPORT TO OTHER WATER AND SEWER CENTERS. BASED ON PROJECTED TRENDS OF THE CITY, MAKE ACCURATE
AND RELIABLE RECOMMENDATIONS TO Cl.TY COUNCIL ON FUTURE NEEDS OF THE CITY IN RELATION TO WATER AND SANITARY
SEWER NEEDS.
* PROVIDE ENGINEERING, INSPECTION, MANAGEMENT AND ADMINISTRATION OF CAPITAL IMPROVEMENT PROJECTS, I.E., LAS,
W.P. OPERATIONS, YELLOWHOUSE CANYON L.S., VARIOUS SUBDIVISIONS, MASTER PLAN, GIS, PUMP STATION DESIGN, E-W
FREEWAY. [MAINTAIN AND IMPROVE LUBBOCK'S INFRASTRUCTURE, UTILITIES GOALS #2, #3, #4, #5, #6]
• CONTINUE TO UPDATE AND IMPLEMENT MASTER PLAN BASED ON IDEAS AND GOALS. ONCE GIS SYSTEM IS COMPLETED
COMBINE WITH MASTER PLAN PROJECTIONS TO PRODUCE READILY AVAILABLE INFORMATION FOR FUTURE GROWTH.
[MAINTAIN AND IMPROVE LUBBOCK'S INFRASTRUCTURE, UTILITIES GOALS #2, #3, #4, #5, #6]
2. IN ADDITION TO PROVIDING PROFESSIONAL ENGINEERING ASSISTANCE TO OTHER WATER UTILITIES CENTERS, CREATE A
PROACTIVE POSTURE BY WORKING TOWARD THE COMPLETION OF THE GIS PROGRAM AND TAKE OUR ENGINEERING SERVICE
AND SUPPORT TO A HIGHER LEVEL.
* CONTINUE TOWARD THE COMPLETION OF THE GIS MAPS ONTO THE MICRO STATION COMPUTER SYSTEM. ONCE THESE MAPS
ARE COMPLETED ALL WATER AND SANITARY SEWER STRUCTURES CAN BE ENTERED ONTO THE SYSTEM. AS OF MARCH 1995,
100% OF THE BASE MAPS HAVE BEEN COMPLETED, AND DATA ENTRY FOR WATER AND SEWER SYSTEMS ARE UNDERWAY.
[MAINTAIN AND
IMPROVE LUBBOCK'S INFRASTRUCTURE, UTILITIES GOALS #2, #3, #4, #5, #6]
3. CREA TE AN ENVIRONMENT WITH THE DEVELOPMENT COMMUNITY {ENGINEERS, DEVELOPERS, BUILDERS, CONTRACTORS)
RESULTING IN MUTUAL RESPECT AND UNDERSTANDING THAT IT IS NOT OUR GOAL TO HINDER OR DELAY DEVELOPMENT
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
ACTIVITY MEASURES:
JOB ORDERS DESIGNATED 103 82 95 95
FEET OF WATER LINES SURVEYED, DESIGNED, 77,002 49,640 50,000 50,000
PLANS AND SPECIFICATIONS
FEET OF SANITARY SEWER LINES SURVEYED, 38,543 30,010 30,000 30,000
DESIGNED, PLANS AND SPECIFICATIONS
PRELIMINARY PLATS REVIEWED 48 56 40 40
FINAL PLATS 64 65 60 60
CONTRACTS ADMINISTERED 10 10 10 10
FEET OF GALVANIZED AND UNDERSIZED LINES, 12,654 7,500 15,000 15,000
INVESTIGATED, EVALUATED AND AUTHORIZED
FOR REPLACEMENT THROUGH LINE CHANGE-
OUT PROGRAM
PERFORMANCE MEASURES:
ENGINEERING SERVICES FOR LINE INCLUDING 100% 100% 100% 100%
ESTIMATES FOR FINAL PLATES, COMPLETED
FIFTEEN WORKIN DAYS.
MAJOR CAPITAL PROGRAMS COMPLETED WITHIN 100% 100% 100% 100%
TIME FRAME AND BUDGETED AMOUNT.
19S
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
t..1111 ·•~t::
CHIEF ENGINEER
SENIOR CIVIL ENGINEER
CIVIL ENGINEER
CIVIL ENGINEER ASSOCIATE
CIVIL ENGINEER ASSISTANT
ENGINEERING CAD TECH
SENIOR ENGINEERING TECH
INTERMEDIATE ENGINEERING TECH
ENGINEERING TECH
SECRETARY
OTHER EMPLOYEES:
PART TIME INTERMEDIATE ENGINEERING TECH
PART TIME ENGINEERING TECH
TOTAL
ACTUAL
1994-95
$202,342
$11,016
$6,699
$45,194
$0
$0
$265,251
JOB
GRADE
317
314
310
308
410
410
410
407
405
405
407
405
196
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$210,879 $255,250 $283,050
$14,622 $18,583 $20,462
$10,897 $6,256 $18,435
$53,243 $55,059 $59,709
$0 $19,043 $5,500
$0 $0 $0
$289,641 $354,191 $387,156
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
0 1 1
1 0 0
2 1 1
1 3 3
2 2 2
1 1 1
4 2 2
1 1 2
1 2 2
1 1 1
1 1 1
0 0 2
15 15 18
CENTER
WATER-METER & CUSTOMER SERVICE· 6311
MISSION
FU D
WATER
METERING AND CUSTOMER SERVICE REPRESENTS THE WATER UTILITIES DIVISION TO THE PUBLIC BY INITIATING IMMEDIATE
RESPONSE TO CUSTOMER SERVICE REQUESTS. THE CENTER IS RESPONSIBLE FOR THE ACCURATE METERING OF WATER SOLD
THROUGH TIMELY AND EFFECTIVE REPAIR OF ALL MALFUNCTIONING METERS. THE CENTER COORDINATE THE DAY-TO-DAY
MAINTENANCE OF THREE CENTERS (6311, 6331, 6413) THROUGH RADIO AND TELEPHONE COMMUNICATION. THE CENTER
ENSURESTHE INTEGRITY OF THE WATER SYSTEM BY DETECTING AND ELIMINATING CROSS-CONNECTIONS. THE CENTER IS THE
PRIMARY SECTION FOR CUSTOMER RELATIONS.
GOALS/OBJECTIVES/SOURCE
1. WORK TO ACHIEVE AND MAINTAIN A 97% RATIO OF METERED WATER (SOLD) TO WATER PUMPED (PRODUCED) BY REPAIR OR
REPLACEMENT OF ALL MALFUNCTIONING METERS WITHIN 30 DAYS OF NOTIFICATION, FIELD TEST AND REPAIR OF ALL LARGE
METERS. REPLACEMENT OF ANY METER THAT IS NOT MATCHED TO ITS ACTUAL USE.
2. WORK WITH ENVIRONMENTAL AND BUILDING INSPECTION DEPARTMENTS AND WITHIN THE DEPARTMENT TO DEVELOP AND
IMPLEMENT A CROSS-CONNECTION CONTROL ORDINANCE.
3. IMPROVE THE PUBLIC'S PERCEPTION OF WATER UTILITIES BY WORKING WITHIN THE DIVISION TO DEVELOP AND DISTRIBUTE
INFORMATION PACKETS, VIDEOS AND PARTICIPATE IN SPEAKER GROUPS. WORK WITH THE WATER CONSERVATION PROGRAM
COORDINATOR TO ASSIST IN THE DEVELOPMENT AND DISTRIBUTION OF THE MATERIALS (W.U. STRATEGIC GOAL#9).
4. IMPLEMENT THE INVENTORY CONTROL SYSTEM (EST. AUG97) AND TRAIN ALI. EMPLOYEES ON ITS USE AND FUNCTION.
5. WORK WITH ALL EMPLOYEES TO IMPROVE THEIR CUSTOMER SERVICE SKILLS, TECHNICAL KNOWI.EDGE AND OVERALL
AWARENESS OF THE RESPONSIBILITIES OF WATER UTILITIES (CITY MANAGEMENT GOALS #4 AND 5).
6. WORK WITHIN THE DIVISION AND WITH INFORMATION SERVICES TO DEVELOP AND IMPLEMENT A COMPUTER PROGRAM THAT
WILL PRODUCE AN ACCURATE MODEL OF THE WATER AND SEWER SYSTEM (W.U. STRATEGIC GOAL #7).
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
MALFUNCTIONING METERS REPLACED 3,989 2,753 4,313 4,000
COMMERCIAL METERS TESTED AND REPAIRED 1,500 660 660 2,000
METERS IN SERVICE 63,350 66,405 66,405 67,500
SERVICE REQUESTS 32,000 34,234 34,234 35,000
WATER AND SEWER LINE LOCATES 1,600 5,121 5,121 5,000
METERED WATER(SOLD)TO PUMPED (PRODUCED 97% 97% 97% 97%
MALFUNCTIONING METERS IN SERVICE TO
TOTAL METERES IN SERVICE 1% 1% 1% 1%
197
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
l&;JIJ I l •ftll-•
WATER METER TECHNICIAN SUPERVISOR
WATER METER REPAIR FOREMAN
WATER METER SERVICE FOREMAN
RECORD DISPATCH SUPERVISOR
WATER METER SERVICE WORKER
CONSTRUCTION & MAINTENANCE LEADER
CONSTRUCTION & M AINTENANCE WORKER Ill
CONSTRUCTION & M AINTENANCE WORKER II
CONSTRUCTION & MAINTENANCE WORKER I
SENIOR DISPATCH CLERK
OTHER EMPLOYEES:
TOTAL
'' . ACTUAL
1994-95
$548,478
$40,478
$76,023
$119,840
$52,361
$0
$837,180
JOB
GRADE
310
304
304
303
506
506
505
504
503
404
198
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$567,880 $589,743 $629,406
$40,920 $41,680 $48,756
$103,752 $84,985 $94,351
$136,221 $147,760 $135,649
$74,201 $111,700 $9,000
$0 $0 $0
$922,974 $975,868 $917,162
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
1 1 1
1 1 1
5 5 5
1 1 1
2 2 2
3 3 3
1 1 1
2 2 3
18 18 19
CENTER
WATER • EQUIPMENT MAINTENANCE • 6321
MISSION
'FUND
WATER
TO ASSIST AND SUSTAIN AN ADEQUATE SUPPLY OF SAFE WATER WITH EMPHASIS ON SERVICE AND SUPPORT TO OPERATING
DEPARTMENTS, WITH THE USE OF OUR MECHANICAL AND STEEL FABRICATION EXPERTISE.
GOALS/OBJECTIVES/SOURCE
1. ENHANCE OVERALL SERVICE TO OTHER DEPARTMENTS AND CITIZENS OF LUBBOCK:
• COMPLETE WORK ORDERS REQUESTED BY DIFFERENT DEPARTMENTS IN A TIMELY MANNER
• tMPROVE PRODUCTIVITY BY INCREASING THE QUANTITY OF WORK ACCOMPLISHMENTS WITHOUT SACRIFICING THE QUALITY OF
THE FINISHED PRODUCT •
• DEVELOP A SYSTEM OF WORK SCHEDULING TO MINIMIZE WORK BACKLOGS.
2. IMPROVE OVERALL EMPLOYEE LEVEL OF COMPETENCE, WORK EFFICIENCY, PRODUCTIVITY AND MORALE:
* ACQUIRE AND MAINTAIN A LIBRARY OF TRAINING VIDEO TAPES TO PERMIT THE SUSTENANCE OF JOB KNOWLEDGE TO
DECREASE EMPLOYEE TURNOVER.
• ENCOURAGE THE DEVELOPMENT AND APPLICATION OF EMPLOYEE WORK INNOVATIONS AND DECISION MAKING SKILLS.
• ENCOURAGE SAFETY ON THE JOB THROUGH TRAINING AND PROPER APPLICATION OF ELECTRICAL MECHANICAL, CHEMICAL
AND OTHER SAFETY PROCEDURES.
• DEVELOP A SYSTEM TO EQUITABLY REWARD EMPLOYEES FOR GOOD PERFORMANCE CONSISTENT WITH APPROVED
GUIDELINES.
ACTMTY/QUALITYIPERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
SAFETY/TRAINING SESSIONS CONDUCTED 14 14 14 14
PERSONNEL CROSS-TRAINED 2 2 2 2
WORK ORDERS COMPLETED WITHIN 24 HOURS FROM ROST 15% 55% 70% 70%
WORK ORDERS COMPLETED WITHIN 3 DAYS FROM RECEIPT 50% 15% 10% 15%
WORK ORDERS COMPLETED WITHIN 10 DAYS FROM REPT 20% 10% 10% 10%
WORK ORDERS COMPLETED BEYOND 10 DAYS FROM RECPT 15% 20% 10% 5%
199
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
1-1 I IIMt:~
WATER UTILITIES MAINTENANCE FOREMAN
LIFT STATION MECHANIC
WELDER
WATER SYSTEM MECHANIC ASSISTANT
CONSTRUCTION & MAINTENANCE
ELECTRIC EQUIPMENT SPECIALIST
WATER SYSTEM ELECTRIC /INSTRUMENT TECHNICIAN
WATER SYSTEM INSTRUMENT TECHNICIAN
ELECTRICIAN ASSISTANT
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$345,592
$36,137
$21,982
$21,251
$2,794
-$31,608
$396,148
JOB
GRADE
307
511
509
507
503
515
514
513
508
200
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$323,126 $278,146 $253,401
$40,743 $22,205 $20,398
$28,162 $17,564 $16,259
$30,901 $28,785 $33,697
$34,448 $23,700 $8,800
$0 -$6,000 -$6,000
$457,380 $364,400 $326,555
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
2 2 2
1 1 1
1 1 1
1 0 0
2 0 0
2 0 0
1 0 0
12 6 6
CENTER
WATER-PIPELINE MAINTENANCE-6331
MISSION
FUND
WATER
SUSTAIN AN ADEQUATE SUPPLY OF SAFE, HIGH QUALITY WATER WITH EMPHASIS ON PROMPT AND RELIABLE CUSTOMER SERVICE.
GOALS/OBJECTIVES/SOURCE
1. PROVIDE PROFESSIONAL SERVICE AND QUALITY WATER TO CITY OF LUBBOCK WATER UTILITY CUSTOMERS.
• MAINTAIN AMPLE WATER SYSTEM PRESSURE AND VOLUME THROUGH RAPID SERVICE AND PREVENTIVE MAINTENANCE.
• MAINTAIN WASTEWATER SYSTEM FLOWAGE BY WAY OF PROMPT REPAIRS AND PREVENTIVE MAINTENANCE.
* COMPLETE WATER AND WASTEWATER TAPS IN A TIMELY MANNER.
• COMPLETE WATER AND WASTEWATER CONSTRUCTION/INSTALLATION REQUESTS IN A TIMELY MANNER.
2. PROVIDE AN ATMOSPHERE OF INTEGRITY AND LEARNING AIMED AT IMPROVING COMMUNICATIONS, SAFETY, JOB TRAINING AND
WORK PRODUCTIVITY.
* EXPOSE SECTION EMPLOYEES TO ALL ASPECTS OF UTILITY CONSTRUCTION AND MAINTENANCE.
* ENCOURAGE THE DEVELOPMENT AND APPLICATION OF EMPLOYEE WORK INNOVATIONS.
• ENHANCE THE ON-THE-JOB SAFETY THROUGH CLASSROOM AND •1N-THE-FIELD" TRAINING.
• PROVIDE AN "OPEN DOOR" POLICY AT ALL SUPERVISORY LEVELS FOR ALL SECTION EMPLOYEES.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
VALVES LOCATED AND EXERCISED 4,001 4,678 5,250 3,500
MAIN LINES REPAIRED
WATER 326 346 300 300
SEWER 35 89 60 60
FEET OF WATER MAINS REPLACED 4,705 11,133 6,000 6,000
FEET OF NEW WATER MAINS INSTALLED 33,426 28,454 12,500 12,500
NEW METER INSTALLATIONS 866 680 700 700
FEET OF NEW SEWER MAIN INSTALLED 7,511 8,528 4,000 4,000
NEW SEWER MANHOLES CONSTRUCTED 35 31 20 20
SAFETY/TRAINING MEETINGS 17 23 20 20
201
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OlJTLA Y
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
I.I II I t l~t::
PIPELINE & EQUIPMENT MAINTENANCE SUPERVISOR
SENIOR CONSTRUCTION & MAINTENANCE FOREMAN
CONSTRUCTION & MAINTENANCE FOREMAN
EQUIPMENT OPERA TOR II
CONSTRUCTION & MAINTENANCE II
CONSTRUCTION & MAINTENANCE I
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$838,194
$116,011
$509,207
$29,696
$104,907
-$397,107
$1,200,908
JOB
GRADE
310
307
303
505
504
503
202
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$842,041 $692,906 $827,372
$122,242 $125,120 $139,323
$628,490 $436,221 $443,758
$43,027 $49,851 $50,011
$7,908 $8,000 $8,000
-$516,830 -$275,000 -$275,000
$1,126,878 $1,037,098 $1,193,464
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
2 2 2
8 8 9
8 8 11
8 8 7
8 4 5
35 31 35
CENTER
WATER-PRcx:ESS CONTROL LABORATORY SERVICES -634
MISSION
FUND
WATER
TO PROVIDE PROPER AND EFFICIENT MANAGEMENT, UTILIZATION AND TESTING OF ALL CURRENT AND POTENTIAL WATER SUPPLIES
WITH AN EMPHASIS ON PLANNING FOR THE FUTURE. TO PROVIDE STATE OF THE ART LABORATORY SERVICES TO ALL WATER
DEPARTMENTS WITH EMPHASIS IN THE AREAS OF SAFE, HIGH.QUALITY WATER AND REGULATORY COMPLIANCE.
GOALS/OBJECTIVES/SOURCE
1. ENSURE COMPLIANCE WITH AMENDMENTS TO SAFE.DRINKING WATER ACT (SOWA) ANALYSIS. (SOURCE: WATER PRODUCTION
AND TREATMENT DEPARTMENT STRATEGIC PLAN #1).
• CONTINUE SAMPLING AND ANALYSES REQUIRED FOR INFORMATION COLLECTION RULE SEPTEMBER 1996.
• BEGIN THREE-YEAR PROJECT (1/2 EACH YEAR) TO SAMPLE ALL WELLS IN SANDHILLS WELLFIELD FOR CURRENT AND PROPOSED
SOWA CHEMICAL PARAMETERS BY JANUARY, 1998.
2. IMPROVE LABORATORY STAFF KNOWLEDGE OF ENVIRONMENTAL REGULATIONS. (SOURCE: USEPA AND TNRCC NEW AND
PROPOSED REGULATIONS).
• IMPLEMENT TRAINING ON PROPOSED FEDERAL (USEPA) ANALYTICAL METHODS RULE BY MAY 1998.
* IMPLEMENT PROGRAM TO INFORM LABORATORY PERSONNEL HOW OTHER WATER UTILITIES DEPARTMENTS ARE AFFECTED BY
* ENVIRONMENTAL REGULATIONS AND WHICH OF THESE INFLUENCES THE SAMPLES SUBMITTED TO HE LAB BY AUGUST 1998.
3. ENHANCE ANALYTICAL RESPONSES TO CHANGES IN WATER QUALITY (SOURCE: WATER PRODUCTION AND TREATMENT
DEPARTMENT STRATEGIC PLAN GOAL #2).
• EXPAND TRAINING OPPORTUNITIES CONCERNING LABORATORY INSTRUMENT OPERATION, INSTRUMENT MAINTENANCE AND
SPECIALIZED ENVIRONMENTAL ANALYSIS TECHNIQUES OFFERED TO PERSONNEL BY NOVEMBER.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
SAMPLES RECEIVED 12,448 12,290 12,950
ANALYSES PERFORMED 97,805 103,986 94,090 95,000
QUALITY CONTROL ANALYSES 9,781 10,399 9,410 9,500
ANALYSES VALIDATED.QUALITY CONTROL 98% 99% 99% 98%
AVERAGE COST PER SAMPLE (DOLi.AR$) 19 20 20 20
,-
203
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
11,.111 I IIMI'!!
LABORATORY SERVICES COORDINATOR
CHEMIST
LAB TECHNICIAN II
LAB TECHNICIAN I
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$196,715
$41,710
$6,646
$12,338
$4,460
$0
$261,869
JOB
GRADE
309
306
409
407
204
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$229,192 $244,156 $259,712
$51,697 $48,787 $52,415
$8,128 $11,734 $13,250
$14,550 $18,437 $20,126
$0 $10,973 $0
-$19,778 -$35,161 -$30,000
$283,789 $298,926 $315,503
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
3 3 3
1 1 1
2 2 2
7 7 7
CENTER
WATER· PUMPING & CONTROL· 6343
MISSION
FUND
WATER
TO SUSTAIN ON ADEQUATE SUPPLY OF SAFE, HIGH-QUALITY WATER THROUGH PROPER AND EFFICIENT OPERATION AND
MAINTENANCE OF THE WATER PUMPING SYSTEM.
GOALSJOBJECTIVESISOURCE
1. SUPPORT THE DEVELOPMENT OF A SYSTEMATIC PROCESS FOR EVALUATING MAINTENANCE REQUIREMENTS FOR AGING WATER
INFRASTRUCTURE IN THE CITY OF LUBBOCK.
* INSTALL THREE NEW MEDIUM VOLTAGE MOTOR CONTROLLERS AT PUMP STATION 7 TO SAVE DOWNTIME OF PROCESS
EQUIPMENT DUE TO INACCESSIBILITY OF OBSOLETE PARTS BY DECEMBER 1998.
* SUPPORT EFFORTS TO REPLACE WATER INFRASTRUCTURES ON THE GEOGRAPHIC INFORMATION SYSTEM (GIS) ON GOING TO
BE COMPLETED BY SEPTEMBER, 1998.
2. ASSIST IN DEVELOPMENT OF A WATER QUALITY EMERGENCY ACTION PLAN (WATER PRODUCTION AND TREATMENT DEPARTMENT
(STRATEGIC GOAL #2).
* UPGRADE CHLORINATION AND AMMONIATION FEED SYSTEMS AT SELECTED PUMP STATIONS BY SEPTEMBER, 1999.
* INSTALL ELECTRONIC CHLORINE MONITORS TO PROVIDE ADVANCED WARNING OF WATER QUALITY CHANGES AT PUMP STATION
GROUND RESERVOIRS BY SEPTEMBER, 1998
3. DEVELOP PLAN TO INTEGRATE USE OF MODERN TECHNOLOGY WITH EXISTING PROCESS EQUIPMENT AT SELECTED PUMP
STATIONS.
• INSTALL PROGRAMMABLE LOGIC CONTROLELRS (PLC'S) AT SELECTED PUMP STATIONS THAT WILL OFFER PROTECTION
AGAINST HUMAN ERROR AND EQUIPMENT MALFUNCTION. SCHEDULED TO BE IN PLACE BY JULY 1998 (STRATEGIC GOAL #4).
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
TOTAL WATER PUMPAGE (MG) 26,587 27,596 22,877 23,088
TOTAL WATER CONSUMPTION (MG) 14,476 14,839 12,456 12,929
TOTAL KW HOURS USED· THOUSANDS 18,393 18,272 16,832 17,085
PUMPING EFFICIENCY • KUIT 69 66 69 74
WATER CONSUMPTION AS% OF WATER PUMPAGE 54 54 56 56
TOTAL WAT DIS COST PER 1,000 GAL CTS 12 118 14 14
PREV MAINT LABOR COST VS TO TOTAL MAINT 0% 20.2% 21% 21%
MG: MILLION GALLONS
KWN: KILOWATT HOURS
CTS: CENTS
205
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EXPENDITURE ACTUAL
SUMMARY 1994-95
PERSONAL SERVICES $541,975
SUPPLIES $26,587
MAINTENANCE $80,438
OTHER CHARGES $1,134,435
CAPITAL OUTLAY $20,442
REIMBURSEMENTS $0
TOTAL $1,803,877
PERSONNEL JOB
SCHEDULE GRADE
•I ti I I a11v1-•
PROCESS EOUiPMENT MAINTENANCE SUPERVISOR 310
WATER UTILITIES MAINTENANCE FOREMAN 307
WATER SYSTEM MECHANIC FOREMAN 306
WATER SYSTEM MECHANIC 511
WATER UTILITY SHIFT LEADER 510
WATER SYSTEM MECHANIC ASSISTANT 507
PUMP MAINTENANCE WORKER 506
LAB TECHNICIAN 1 407
SENIOR CLERK TYPIST 404
ELECTRICAL EQUIPMENT SPECIALS 515
WATER SYSTEM ELECTRICIAN 514
ELECTRICIAN ASSISTANT 508
OTHER EMPLOYEES:
,
TOTAL
206
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$603,976 $715,664 $858,543
$32,465 $48,750 $48,024
$107,389 $82,292 $85,538
$1,058,015 $1,218,826 $1,068,061
$44,594 $41,530 $23,000
$0 -$18,000 $0
$1,846,439 $2,089,562 $2,083,166
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
0 1 1
1 0 0
2 2 2
5 5 5
2 2 2
3 3 3
0 1 1
1 1 1
1 1 1
3 3 3
1 1 1
20 21 21
CENTER
WATER-TREATMENT -6345
MISSION
TO ENHANCE THE QUALITY OF LIFE AND PROTECT THE PUBLIC HEAL TH THROUGH RESPONSIBLE MANAGEMENT OF WATER
RESOURCES AND TO SUSTAIN AN ADEQUATE SUPPLY OF SAFE. HIGH-QUALITY WATER WITH AN EMPHASIS ON PROMPT AND
· RELIABLE CUSTOMER SERVICE. TO PROVIDE PROPER AND EFFICIENT MANAGEMENT, UTILIZATION AND TESTING OF ALL CURRENT
AND POTENTIAL WATER SUPPLIES WITH AN EMPHASIS ON PLANNING FOR THE FUTURE. TO PROVIDE PROPER AND EFFICIENT
TREATMENT OF THE SURFACE WATER SUPPLY.
GOALS/OBJECTIVES/SOURCE
1. PARTICIPATE IN INFLUENCING FINAL REGULATIONS TO ENSURE THEY ARE BASED ON SOUND SCIENCE, REAL HEALTH RISKS ANO
COSTS VERSUS BENEFIT ANALYSIS (WATER PRODUCTION AND TREATMENT STRATEGIC GOAL #1).
* PARTICIPATE IN EVALUATION OF PROPOSED AND PENDING REGULATIONS· ONGOING.
* ASSIST IN IDENTIFYING PROBLEMS ANO PLAN FOR COMPLIANCE. • ONGOING
* PARTICIPATE IN COMMENTING TO FEDERAL AND STATE AGENCIES ON PROPOSED REGULATIONS USING SOUND SCIENCE
VERSUS BENEFITS AS THE BASIS FOR COMMENTS. • ONGOING.
2. OPTIMIZE WATER TREATMENT PROCESS. (WATER UTILITIES STRATEGIC GOAL #10)).
• EVALUATE PROCESS UNITS.
• RECOMMEND PROCESS EQUIPMENT AND PROCESS CHANGES AS NEEDED BY FEBRUARY 1996.
* IMPLEMENT IDENTIFIED OPERATIONAL CHANGES AND NEEDS.
• ADO PARTICLE COUNTERS TO INDIVIDUAL FILTERS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL
MEASURES 1994-95 1995-96
REVISED APPROVED
1996-97 1997-98
TOTAL WATER TREATED (MG) 11,356 11,251 11,806 11,806
TOTAL GALLONS TO LUBBOCK 9,500 9,195 9,950 9,950
TOTAL GALLONS TO OTHER CITIES 1,856 2,057 1,856 1,856
CHEMICAL & ENERGY COST/1,000 GAL. (CTS) 5 4 4 4
AVERAGE TURB LEVEL MEETS STATE AND FEDERAL REG. 100% 100% 100% 100%
MG: MILLIONS OF GALLONGS (BASED ON 80% ALLOCATION
FROM C.R.M.W.A. SURFACE WATER EXCLUDED)
CTS:CENTS
207
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
Fill I • IMC.:
WATER PRODUCTION & TREATMENT SUPERINTENDENT
WAiER UTILITIES CHIEF OPERATOR
TREATMENT PLANT OPERATOR II
INTERMEDIATE ENGINEERING TECHNICIAN
WATER UTILITIES MAINTENANCE FOREMAN
ASSISTANT WATER UTILITIES MAINT FOREMAN
WATER TREATMENT PLANT MAINT WORKER
WILDLIFE BIOLOGIST
WATER UTILITIES OPERATOR COORDIINATOR
PUMP MAINTENANCE WORKER
OTHER EMPLOYEES:
PARmME WILDLIFE TECHNICIAN (2 PARTTIME)
TOTAL
ACTUAL
1994-95
$665,158
$420,886
$72,694
$2,701,400
$20,790
$0
$3,880,928
JOB
GRADE
313
309
508
506
307
306
506
308
309
506
404
208
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$608,700 $630,223 $579,122
$372,127 $418,611 $418,495
$160,480 $174,822 $114,250
$2,396,076 $2,777,542 $2,470,871
$36,541 $18,900 $9,800
$0 $0 $0
$3,573,924 $4,020,097 $3,592,538
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 0 0
6 6 6
1 1 1
1 1 1
1 1 1
2 0 0
1 1 0
0 1 1
0 2 2
1 1 0
15 15 13
CENTER
WATER-PROCESS CONTROL PRODUCTION-6347
MISSION
TO ENHANCE THE QUALITY OF LIFE AND PROTECT THE PUBLIC HEAL TH THROUGH RESPONSIBLE MANAGEMENT OF WATER
RESOURCES AND TO SUSTAIN AN ADEQUATE SUPPLY OF SAFE, HIGH QUALITY WATER WITH AN EMPHASIS ON PROMPT AND
RELIABLE CUSTOMER SERVICE. TO PROVIDE PROPER AND EFFICIENT MANAGEMENT, UTILIZATION AND TESTING OF ALL CURRENT
AND POTENTIAL WATER SUPPLIES WITH AN EMPHASIS ON PLANNING FOR THE FUTURE. TO PROVIDE PROPER AND EFFICIENT
OPERATION AND MAINTENANCE OF ALL GROUND WATER SUPPLIES.
GOALS/OBJECTIVES/SOURCE
1. ENSURE COMPLIANCE WITH AMENDMENTS TO THE SAFE DRINKING WATER ACT AND OTHER REGULATORY AGENCY
REQUIREMENTS (SOURCES: TNRCC AND USEPA).
• COMPLETE REHABILITATION OF CHLORINATION AND CHLORAMINE DISINFECTION FACILITIES BY DECEMBER, 1997.
• COMPLETE ANNUAL MONITORING ACTIVITIES ON 150 POTABLE PRODUCTION WELLS BY SEPTEMBER, 1998.
2. UTILIZE LOCAL GROUND WATER TO CONSERVE AND SUPPLEMENT CURRENT DRINKING WATER SUPPLIES: (SOURCE: WATER.
PRODUCTION AND TREATMENT STRATEGIC PLAN).
• IDENTIFY LOCAL WELLS SUITABLE FOR RE-CHARGING THE CANYON LAKES SYSTEM BY DECEMBER, 1997.
3. DEVELOP PLANS AND PROCEDURES TO RESPOND TO WATER QUALITY CHANGES APPROPRIATELY; EMPHASIZING ANTICIPATION
OF CHANGES AND PREVENTATIVE ACTION. (SOURCE: WATER PRODUCTION AND TREATMENT STRATEGIC PLAN)
• INSTALL CHLORINE AND FLUORIDE MONITORS AT ALL PUMP STATIONS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
TOTAL WELL PRODUCTION (MG) 4,959 5,831 3,840 2,979
AVERAGE CAPACITY OF SANDHILL$ FIELD (MG) 66 66 67 67
WATER QUALITY SAMPLES 710 742 700 700
OPERATIONAL WELLS, SANDHILLS 165 160 167 167
TOTAL CENTER COSTS PER 1,000/GAL(CTS) 15 25 27 27
209
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
1-111 I I IM~•
GROUND WATER PRODUCTION SUPERVISOR
CONSTRUCTION & MAINTENANCE FOREMAN
PUMP MAINTENANCE LEADER
PUMP MAINTENANCE WORKER
CONSTRUCTION & MAINTENANCE WORKER II
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$171,445
$45,134
$45,403
$473,763
$24,959
$0
$760,704
JOB
GRADE
307
303
507
506
504
210
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$220,020 $225,313 $216,195
$91,226 $56,299 $50,641
$61,542 $69,259 $79,237
$522,761 $465,905 $396,348
$1,192 $0 $0
$0 $0 $0
$816,741 $816,777 $742,421
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
1 1 1
2 2 2
1 1 1
6 6 6
CENTER
WATER RESERVOIR· 6349.
MISSION
TO ENHANCE THE QUALITY OF LIFE AND PROTECT THE PUBLIC HEAL TH THROUGH RESPONSIBLE MANAGEMENT OF WATER
RESOURCES AND TO SUSTAIN AN ADEQUATE SUPPLY OF SAFE, HIGH-QUALITY WATER WITH AN EMPHASIS ON PROMPT AND
RELIABLE CUSTOMER SERVICE. TO PROVIDE PROPER MANAGEMENT OF LAKE ALAN HENRY'S LAND AND WATER RESOURCE, AND
IMPLEMENT PROPER PLANNING FOR RECREATIONAL IMPROVEMENTS AND PUBLIC SAFETY.
GOALS/OBJECTIVES/SOURCE
1. MANAGE THE WILDLIFE MITIGATION AREA AS REQUIRED BY STATE AND FEDERAL AGENCY GUIDELINES.
* PERFORM WILDLIFE HABITAT ENHANCEMENT ACTIVITIES SUCH AS FARMING SUPPLEMENTAL FOOD PLOTS, PLANTING
TREES/SHRUBS, PRESCRIBED BURNING, SURFACE WATER ENHANCEMENT, ETC.· ONGOING.
• MONITOR WILDLIFE POPULATION CHANGES.· ONGOING
• ENHANCE PUBLIC ACCESS TO THE WILDLIFE AREA, BY OFFERING PUBLIC GAME HUNTING OPPORTUNITIES WHEN APPROPRIATE,
AND NON-CONSUMPTIVE RECREATION SUCH AS HIKING, WILDLIFE AND NATURE PHOTOGRAPHY, AND PICNICKING,· ONGOING.
2. MANAGE THE RECREATIONAL AREA (WATER UTILITIES STRATEGIC GOAL #8)
• IMPLEMENT ACTIVITIES TO DEVELOP PUBLIC FACILITIES. • ONGOING
• PROVIDE FOR THE HEAL TH AND SAFETY OF THE PUBLIC ON THE PROPERTY THROUGH PROPER SOLID WASTE
COLLECTION/REMOVAL AND SANITATION. • ONGOING.
• INITIATE COST RECOVERY EFFORTS BY IMPLEMENT A PUBLIC USER FEE SCHEDULE OR PERMIT SYSTEM FOR AREA USERS.
3. COORDINATE LAKE MANAGEMENT ACTIVITIES WITH THE BRAZOS RIVER AUTHORITY (BRA).
• MONITOR LAW ENFORCEMENT ACTIVITIES FOR PERMIT COMPLIANCE AND PUBLIC SAFETY. -ONGOING
• MONITOR WATER QUALITY SAMPLING PROGRAMS AND TESTING RESULTS AS RECORDED BY BRA -ONGOING.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
TOTAL ACREAGE FARMED 75 100 100 100
TOTAL TREE/SHRUB SEEDLINGS PLANTED 200 175 0 75
WILDLIFE POPULATION SURVEYS 8 8 8 8
ANNUAL PERMITS SOLD FOR PUBLIC RECREATION
ANNUAL FAMILY PERMITS 100
ANNUAL INDIVIDUAL PERMITS 217
211
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
Cl II I I Hln:-•
LAKE ALAN HENRY PROJECT COORD
OTHER EMPLOYEES:
PARTI-TIME WILDLIFE TECH ·
PAT-TIME GATE ATTENDANTS
TOTAL
' ACTUAL :
1994-95
$0
$0
$0
$0
$0
$0
$0
JOB
GRADE
308
:>
504
502
212
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$0 $0 $78,009
$0 $0 $6,183
$0 $0 $28,564
$0 $0 $370,081
$0 $0 $16,000
$0 $0 $0
$0 $0 $498,837
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
1 1 1
3 3 3
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--LUBBOCK -City of ____ _
PT,ANNJF:D
PROGRESS
SEWER FUND
Top:
Laying sanitary sewer lines in west Lubbock in 1953.
Bottom:
Sanitary sewer line construction in west Lubbock in 1997.
Overview
SEWER REVENUE FUND
1997-98 APPROVED BUDGET
The Sewer Fund provides for the collection, treatment, and disposal of wastewater for the City of
Lubbock. Each year, the City's Water Reclamation Plant treats approximately 7.5 billion gallons of
wastewater. The treated effluent is then used as irrigation water at the Land Application Site. The
Sewer Fund also maintains 787 miles of sewer lines and 22 lift stations. The City attempts to
prevent intentional or accidental dumping of prohibited substances into the sewer system by
maintaining an aggressive industrial wastewater monitoring program.
Approved 1997-98 Revenues and Expenditures
Total Sewer Fund revenues are budgeted at an increase of $508,607, or 3.2 percent over the
1996-97 approved budget. The revenue from Sewer Service Charges is projected to increase
$650,667 or 4.8 percent. Interest on Investments is projected to decrease due change in the
placement of the interest generated. Beginning 1997-98, interest income from capital project fund
investments will remain in those funds therefore less will go to the Operating Fund.
Total operating expenditures increased $287,608, or 4.2 percent primarily due to Water
Reclamation having more sludge to be disposed at the landfill. Digesters 8 & 9 will be overhauled
over the next fiscal year so more sludge is expected to be taken to the landfill. Other
Expenditures decreased from $6,928,961 to $6,788,955 due to a reduction in the payment to
General Debt Service.
Reserves and Retainages increased $361,002 from Approved 1996-97 due to a transfer of
$499,700 to the Sewer Capital Project Fund to fund the proposed projects.
The Sewer Fund expenditures can be directly tied to the 10 year Rate Model based on proposed
operating and capital expenditures to respond to community needs. The Rate Model will assist in
showing the need for rate changes and bond sales in future years.
213
,,,.......,,
·"
City of Lubbock ,........_
SUMMARY OF REVENUES AND EXPENDITURES r'\
SEWER FUND "
SEWER OPERATIONS ,,,.......,,,
ACTUAL ORIGBUDG REVISED APPROVED r\
ACCOUNT DESCRIPTION 1995-96 1996-97 1996-97 1997-98 I". ----------
REVENUES I""',
Sewer Service Charges 14,241,042 13,639,863 13,639,863 14,290,530 ,,,__
Land Application 468,403 569,210 569,210 669,000 r'
Sales of Effluent 490,646 544,320 544,320 500,000 r--. Interest on Investments 745,411 547,000 547,000 351,500
Miscellaneous Revenues 331,685 6,700 6,700 4,670 r'.
Transfer from Debt Service 6,897,262 0 0 0 ,-....,
Transfer from Airport 0 127,966 127,966 127,966 ,,......,,
Transfer From Rate Stab. 554,497 0 0 0
.'\ ---------------
TOTAL REVENUES 23,728,946 15,435,059 15,435,059 15,943,666 I'"""\
I'"""\
OPERATING EXPENSES
Water Reclamation 3,337,096 3,402,773 3,624,892 3,608,984 ·"
Wastewater Collection 763,938 876,483 876,483 848,722 ,,......_
Land Application 1,129,627 1,515,973 1,515,973 1,557,935 ,_
Industrial Monitoring/Pre 399,324 451,865 451,865 462,833 I'"'\ Wastewater Laboratory 215,520 268,195 268,195 275,643
Collections 164,523 168,582 168,582 178,362 ,,,.......,,
Uncollectable Accounts 62,150 61,000 61,000 100,000 .'\
Misc Other Expenses (500,691} 0 0 0 0 -----------
TOTAL OPERATING EXPENSES 5,571,487 6,744,871 6,966,990 7,032,479 I'"'\
./'"""\
OTHER EXPENDITURES r'
Payment to Gen. Debt Service 2,518,726 1,895,116 1,895,116 6,500,044 t'.
Indirect Cost Allocation 199,600 233,162 233,162 288,914
SRF Debt Service 4,328,624 4,800,683 4,800,683 0 ,__
Interest on Bonds 2,951,514 0 0 0 r'
,,,__
TOTAL OTHER EXPENDITURES 9,998,464 6,928,961 6,928,961 6,788,958 ,_
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SEWER OPERATIONS
ACCOUNT DESCRIPTION
RESERVES ANO RETAINAGES:
Sewer Permanent Capital Maint.
Sewer Capital Projects
Rate Stabilization Reserves
Payments in Lieu of Taxes:
Property Tax
Franchise Tax
TOTAL RESERVES/RETAINING
TOTAL FUND EXPENDITURES
REMAINING BALANCE
. City of Lubbock
SUMMARY OF REVENUES ANO EXPENDITURES
SEWER FUND
ACTUAL ORIG BUOG REVISED APPROVED
1995•96 1996•97 199S.97 1997 .99
792,000 0 0 20,100
3,482,190 0 126,800 499,700
0 923,063 574,145 585,999
379,122 379,122 379,122 553,120
443,960 459,042 459,042 463,310
5,097,272 1,761,227 1,539,109 2,122,229
20,667,223 15,435,059 15,435,060 15,943,666 ---
3,061,723 0 (1) 0
215
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Water
Reclamation
SANITARY SEWER
SEWER FUND DEPARTMENTS
City Council
Boards
&
Commissions
City Manager
Sanitary
Sewer
I I
Wastewater Land Industrial
Collection Application Monitoring/
Pretreat
216
I
Wastewater
Laboratory
CENTER
WATER· RECLAMATION -6411
MISSION
TO PROTECT HEAL TH AND THE ENVIRONMENT BY PROVIDING RELIABLE AND COST EFFECTNE COLLECTION, AND RECYCLING OF
WASTEWATER IN CONFORMANCE WITH STATE AND FEDERAL REGULATIONS.
GOALS/OBJECTIVES/SOURCE
1. ENSURE CONSISTENT COMPLIANCE WITH ALL RELEVANT STATE/FEDERAL PERMIT REQUIREMENTS.
" SECURE APPROVAL OF TNRCC PERMIT, INCLUDING SLUDGE DISPOSAL, BY JANUARY, 1997.
2. PURSUE RE-RATING OF SOUTHEAST WATER RECLAMATION PLANT (SEWRP) THROUGH TNRCC PERMIT AMENDMENT ANO BEGIN
PLANNING FOR FINANCING AND CONSTRUCTION TO INCREASE THE TREATMENT CAPACITY OF THE SEWRP BY JANUARY, 1997.
(WATER UTILITIES STRATEGIC GOAL #4)
3. COMPLETE A MASTER OEPRECIA TION SCHEDULE FOR ALL MAJOR SEWER CAPITAL COMPONENTS.
* SCHEDULE REPLACEMENT ACCORDING TO PREDICTED COMPONENT LIFE.
* UPDATE OR RECALCULATE SYSTEM VALUE.
" DETERMINE ANNUAL FUNDING.
REQUIREMENTS. (WATER UTILITIES STRATEGIC GOAL #7).
4. EVALUATE CONDITION OF DIGESTER #8 AND #9 COMPLEX AND INITIATE REPAIRS BY OCTOBER, 1996.
5. EVALUATE NEED FOR ALTERNATE POWER SUPPLY TO SEWRP AND MAKE RECOMMENDATIONS BY JANUARY, 1997.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED
MEASURES 1994-95 1995-96 1996-97
GALLONS TO CITY LAND APPLICATION (MG) 4,570 4,407 4,664
GALI-ONS TO HANCOCK LAND APPLICATION 1,590 1,709 1,642
GALLONS TO SOUTHWESTERN PUBLIC 790 1,471 1.400
COST OF TREATMENT PER 1,000 GALLONS 0.36 0.44 0.47
SLUDGE TO LANDFILL (WET TONS) 13,750 12,983 18,250
MAINTENANCE WORK ORDERS COMPLETED 640 1,182 1,400
217
APPROVED
1997-98
4,000
1,600
1,400
0.50
18,000
1,600
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE ... ... ·--· WASTEWATER TREATMENT SUPERINTENDENT
WATER UTILITIES CHIEF OPERATOR
WATER UTILITIES OPERATION COORDINATOR
WATER SYSTEM ELECTRICIAN
WASTEWATER PLANT MAINTENANCE FOREMAN
ASSISTANT WASTEWATER MAINT FOREMAN
WATER RECLAMATION SHIFT LEADER
WASTEWATER PLANT MECHANIC
WASTEWATER PLANT OPERATOR II
EQUIPMENT OPERA TOR Ill
WASTEWATER PLANT MAINTENANCE WORKER
SENIOR CLERK TYPIST
OTHER EMPLOYEES:
WATER UTILITIES INTERN
TOTAL
ACTUAL
1994-95
$1,394,688
$392,983
$266,862
$1,622,082
$55,605
$0
$3,732,220
JOB
GRADE
313
309
309
514
307
306
511
511
509
508
507
404
218
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$952,007 $1,042,178 $1,053,667
$263,426 $282,315 $277,845
$297,748 $241,264 $277,408
$1,795,959 $2,029,559 $1,974,663
$27,956 $29,575 $25,400
$0 $0 $0
$3,337,096 $3,624,891 $3,608,983
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 0 0
0 1 1
0 0 2
1 1 1
1 1 1
5 6 6
3 4 4
8 7 7
1 1 1
2 2 1
1 1 1
1 0 0
25 25 26
CENTER
WATER-WASTEWATER COLLECTION-6413
MISSION
THE WASTEWATER COLLECTION IS RESPONSIBLE FOR THE INSPECTION, CLEANING AND MAINTENANCE OF THE PUBLIC
WASTEWATER COLLECTION LINES. MAINTENANCE AND OPERATION OF 22 LIFT STATIONS THAT ENSURE A CONTINUOUS
CONVEYANCE OF WASTEWATER TO THE TREATMENT PLANT. THE SECTION IS ALSO RESPONSIBLE FOR TELEVISING THE
COLLECTION MAINS AND SYSTEM TO DETERMINE THE SYSTEM REPAIR AND MAINTENANCE NEEDS IN ORDER TO MAINTAIN FULL
OPERATION OF THE SEWER INFRASTRUCTURE.
GOALS/OBJECTIVES/SOURCE
1. MAINTAIN AND IMPROVE LUBBOCK'S INFRASTRUCTURE.
* CONTINUE THE MANHOLE REHABILITATION PROGRAM WHICH REPAIRS OR REPLACES MANHOLES THAT HAVE BEEN
DETERIORATED BEYOND USE AND THAT POSE A THREAT OF HAZARDOUS WASTE SPILLS. SANITARY SEWER FLOWS (SSO).
* CCTV 25 MILES OF COLLECTION SYSTEM TO ASSESS THE CONDITIONS OF THE MAINS AND PRIORITIZE ACCORDING TO
IMMEDIATE NEEDS. IN SUPPORT OF (WATER UTILITIES STRATEGIC GOAL #5].
2. WORK WITH ALL DEPARTMENTS IN THE DIVISION TO IMPROVE AND MAINTAIN POSITIVE CUSTOMER RELATIONS (W.U. GOAL #9).
* ASSIST THE DEPARTMENT WITH THE ACCOMPLISHMENTS OF STRATEGIC GOALS BY TRAINING PERSONNEL IN-HOUSE WORKING
WITH THE PUBLIC INFORMATION STAFF AND CORPORATE BUSINESS MANAGERS. [CITY COUNCIL GOAL #5).
* PROVIDE THE CITIZENS A FORMAT FOR INPUT ON THE QUALITY OF SERVICES PROVIDED AND UTILIZING FEED BACK AND
FOLLOW-UP VISITS.
3. SECTION WILL PROVIDE SPECIALIZE TRAINING FOR PERSONNEL BY EVALUATING PERFORMANCE AND CHECKING EQUIPMENT TO
ENSURE SAFETY. PROVIDE PERSONNEL WITH THE NECESSARY EQUIPMENT TO COMPLY WITH OSHA AND NISOH. [CITY COUNCIL
GOAL #4 & #5].
ACTMTY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
MILES OF MAINLINE CLEANED 1,120 1,150 1,500 1,500
MILES CLEANED AND MAINTAINED 6,500 6,210 6,500 6,500
MILES OF LINES INSP. BY CCTV 18 7 25 25
LIFT STATIONS INSP. & P.M. 2,500 2,440 2,500 2,700
CUSTOMER COMPLAINTS INVESTIGATED 1,500 1,200 1,500 1,500
MAIN BLOCKAGES CLEARED 400 403 403 403
RESPONSE TIME 50 40 40 45
L.S. ALARMS WHICH REQUIRED MAINTENANCE
LINE OR EQUIPMENT FAILURE 14 4 30 30
219
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $412,937 $454,407 $521,853 $535,727
SUPPLIES $62,584 $59,291 $78,504 $73,589
MAINTENANCE $138,577 $144,846 $129,498 $136,579
OTHER CHARGES $115,299 $95,208 $85,328 $99,828
CAPITAL OUTLAY $0 $11,346 $58,300 $0
REIMBURSEMENTS -$525 -$959 $3,000 $3,000
TOTAL . $728,872 $763,939 $876,483 $848,723
PERSONNEL JOB ACTUAL REVISED APPROVED SCHEDULE GRADE 1995-96 1996-97 1997-98
·-••• I ••--•
CONSTRUCTION & MAINTENANCE FOREMAN 303 1 1 1
SERVICE WORKER 506 5 5 5
PUMP MAINTENANCE WORKER 506 2 2 2
CONSTRUCTION & MAINTENANCE WORKER II 504 1 1 1
CONSTRUCTION & MAINTENANCE WORKER I 503 5 5 5
OTHER EMPLOYEES:
TOTAL 14 14 14
220
CENTER
WATER-LANO APPLICATION -6415
MISSION
TO ENHANCE THE QUALITY OF LIFE AND PROTECT THE PUBLIC HEALTH THROUGH RESPONSIBLE MANAGEMENT OF WATER
RESOURCE. TO PROTECT HEALTH AND THE ENVIRONMENT BY PROVIDING RELIABLE AND COST-EFFECTIVE COLLECTION,
TREATMENT AND RECYCLING OF WASTEWATER IN CONFORMANCE WITH STATE AND FEDERAL REGULATIONS.
GOALS/OBJECTIVES/SOURCE
1. ENSURE COMPLIANCE WITH APPROPRIATE STATE/FEDERAL REQUIREMENTS.
• EVALUATE PROBLEM AREAS OF THE LAS AND IMPLEMENTS CENTER PIVOT REPLACEMENT TO FURTHER ENSURE EFFLUENT
CONTAiNMENT BY APRIL, 1998.
2. UPON TNRCC APPROVAL, IMPLEMENT BIOSOLIDS APPLICATION ACCORDING TO TNRCC REGULATION.
3. INCREASE THE NUMBER OF AREA FARMERS WITH WATER REUSE PERMITS.
* TIE-IN ADDITIONAL FARMERS TO DECREASE COST AND INCREASE REVENUES.
4. IMPROVE OVERALL LAS APPEARANCE.
* DEVELOP AND IMPLEMENT CLEAN UP PROGRAM FOR DEBRIS. THIS WILL BE AN ON-GOING PROCESS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
PLOTS MONITORED FOR APP. RATE 46 46 46 46
AVG. AC. FT./AC. EFFLUENT APP. 4.8 4.8 4.8 4.8
AVG. NUMBER OF CATTLE GRAZING 1,700 1,900 1,500 1,500
GAL. OF REMEDIAL WATER PUMPED 830 830 830 830
TOTAL POUNDS OF NITROGEN
REMOVED FROM GROUNDWATER 110,000 110,000 110,000 110,000
COMPLIANCE WITH ALL STATE/
FEDERAL REQUIREMENT(%) 100% 100% 100% 100%
REVENUES AS A PERCENT OF
GRAZING OPERATION 75% 75% 75% 75%
221
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $339,635 $349,039 $438,091 $463,401
SUPPLIES $138,400 $183,303 $288,376 $288,576
MAINTENANCE $187,658 $238,263 $247,462 $286,748
OTHER CHARGES $260,562 $310,833 $332,605 $486,045
CAPITAL OUTLA V $30,924 $63,215 $217,774 $41,500
REIMBURSEMENTS -$7,023 -$15,027 -$8,335 -$8,335
TOTAL $950,156 $1,129,626 $1,515,973 $1,557,935
PERSONNEL JOB ACTUAL REVISED APPROVED SCHEDULE GRADE 1995-96 1996-97 1997-88
I Cl II I I uuu;;; •
FARM MANAGER 314 1 1 1
ASSISTANT FARM MANAGER 307 1 1 1
SENIOR SITE FOREMAN 305 1 1 1
IRRIGATION FOREMAN 304 1 1 1
SECRETARY .405 1 1 1
FARMWORKER 505 6 6 6
OTHER EMPLOYEES:
TOTAL 11 11 11
222
CENTER
INDUSTRIAL MONITORING· 6417
MISSION
FUND
SEWER
TO PROTECT HEAL TH AND THE ENVIRONMENT BY PROVIDING RELIABLE AND COST EFFECTIVE COLLECTION, TREATMENT AND
RECYCLING OF WASTEWATER IN CONFORMANCE WITH STATE AND FEDERAL REGULATIONS.
GOALS/OBJECTIVES/SOURCE
1. ESTABLISH EQUITABLE SURCHARGE POLICIES TO KEEP THE CITY OF LUBBOCK IN COMPLIANCE WITH FEDERAL GRANTS, SRF
LOAN, FEDERAL AND STATE PERMIT REGULATIONS.
" INCREASE THE NUMBER OF SURCHARGE CUSTOMERS OVER THE NEXT THREE YEARS TO COVER ACTUAL COSTS OF SEWRP
OPERATIONS. (WATER UTILITIES STRATEGIC PLAN GOAL #6). (SOURCE REVENUE FROM SURCHARGE CUSTOMERS)
2. REDUCE TOXIC AND CONVENTUAL POLLUTANT UPSETS AT THE SEWRP.
• ENHANCE INDUSTRIAL MONITORING PROGRAM BY INCREASING MONITORING TO DETERMINE SOURCES OF TOXIC AND
CONVENTUAL POLLUTANTS.
" INCREASE INDUSTRIES ON SELF-MONITORING PROGRAMS, WHICH WILL ALLOW FOR INCREASED EFFORTS IN IDENTIFYING
PROBLEM DISCHARGERS.
* ENHANCE INDUSTRIAL MONITORING PROGRAM BY CONTINUED MONITORING OF COMMERCIAL FACILITIES THAT EXCEED
GREASE ORDINANCE LIMITS. (SOURCE OF REVENUE OPERATING BUDGET).
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
INDUSTRIES ON SURCHARGE
PROGRAM 20 30 30
INDUSTRIAUCOMMERCIAL SITE
INSPECTIONS 60 60 60
COM/INDUSTRIAL ENFORCEMENT
LETTERS 20 20 50
USER PERMITS ISSUED 40 40 40
AVERAGE INFLUENT BODS (MG/L) 300 250 275 275
223
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $6,615 $204,470 $224,965 $288,150
SUPPLIES $0 $21,853 $26,241 $22,229
MAINTENANCE $0 $26,392 $25,814 $45,453
OTHER CHARGES $2,793 $96,529 $154,374 $101,501
CAPITAL OUTLAY $0 $50,080 $20,471 $5,500
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $9,408 $399,324 $451,865 $462,833
PERSONNEL JOB ACTUAL REVISED APPROVED SCHEDULE GRADE 1995-96 1996-97 1997-98
ICIII 1u1un ... •
WASTEWATER PROGRAMS COORDINATOR 310 1 1 1
INDUSTRIAL CHEMIIST 307 3 3 5
SENIOR CLERK TYPIST 404 0 1 1
OTHER EMPLOYEES:
TOTAL 4 5 7
224
CENTER
WATER· WASTEWATER LABORATORY• 6419
MISSION
TO PROTECT HEAL TH AND THE ENVIRONMENT BY PROVIDING RELIABLE AND COST EFFECTIVE COLLECTION, TREATMENT, ANO
RECYCLING OF WASTEWATER IN CONFORMANCE WITH STATE AND FEDERAL REGULATIONS.
GOALS/OBJECTIVES/SOURCE
1. PROTECT THE PUBLIC HEAL TH AND THE ENVIRONMENT BY MONITORING AND DOCUMENTING THE CONFORMANCE OF PLANT
EFFLUENT WITH STATE AND FEDERAL REGULATIONS. (WATER UTILITIES STRATEGIC PLAN, SEWER FUND MISSION).
• ANALYZE PLANT EFFLUENT TO ASSURE COMPLIANCE WITH NPDES PERMIT, SLUDGE, STORMWATER AND PRETREATMENT
REGULATIONS.
* ANAL Y2E PROCESS CONTROL SAMPLES TO SUPPORT PLANT OPERATIONS.
* ANAL VZE INDUSTRIAL, SEPTIC HAULER AND INFLUENT UNKNOWNS TO PREVENT PLANT UPSETS.
2.. ANAL VZE INDUSTRIAL SAMPLES TO SUPPORT CITY'S SURCHARGE PROGRAM. (WATER UTILITIES STRATEGIC PLAN, GOAL #6),
3. PERFORM ANALYSES TO SUPPORT OTHER CITY DEPARTMENTS (LP&L) AND PROGRAMS (GROUNDWATER REMEDIATION).
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
PLANT SAMPLES 6,000 8,200 8,200 7,200
IWMP SAMPLES 250 750 750 1,000
SEPTIC HAULER SAMPLES 1,200 1,200 1,200 1,000
OTHER REGULATORY SAMPLES 550 850 850 1,250
ANALYSES PERFORMED 0 0 0 40,894
QUALITY CONTROL ANALYSES 0 0 0 4,089
225
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $5,704 $154,716 $176,736 $184,813
SUPPLIES $0 $36,168 $54,800 $48,275
MAINTENANCE $0 $13,404 $13,150 $20,200
OTHER CHARGES $0 $9,208 $11,640 $16,240
CAPITAL OUTLAY $0 $2,024 $11,869 $6,115
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $5,704 $215,520 $268,195 $275,643
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
I .. , 11 ,--·~·
SENIOR CHEMIST 307 1 0 0
CHEMIST 306 2 2 2
WASTEWATER LABORATORY TECHNICIAN II 409 2 ·2 2
LABORATORY SERVICE COORDINATOR 309 0 1 1
OTHER EMPLOYEES:
TOTAL 5 5 5
226
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--LUBBOCK -City of ____ _
Pl,ANN IF:D
PROGRESS
SOLID WASTE FUND
Top:
City of Lubbock sanitation truck during the 1960's.
Bottom:
1997 City of Lubbock hydraulic solid waste truck.
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Overview
SOLID WASTE REVENUE FUND
1997-98 APPROVED BUDGET
The Solid Waste Management Department, which collects and disposes of the City's solid waste,
is divided into four cost centers: Residential Collection, Commercial Collection, Solid Waste
Disposal and Recycling.
The Residential Collection section collects trash twice weekly from the City's households. The
Commercial Collection section collects trash twice weekly from the City's commercial customers.
The Solid Waste Disposal section operates the city of Lubbock Landfill which anticipates
processing approximately 319,291 tons of refuse in 1997-98. The Recycling center was created
in 1994-95 to allow all recycling related costs to be captured in a separate center and provide
better visibility of recycling program cost.
There are several issues facing this area -compliance with Subtitle D regulations; permitting of a
new landfill near Abernathy; and continue to monitor the contract of the residential collection route.
The most significant issue is compliance with Subtitle D regulations. Subtitle D regulations require
that each new cell excavated be lined and each cell that has been filled be covered and
monitoring wells be installed. This process has increased the operating costs at the Landfill
substantially.
Approved 1997-98 Revenues and Expenditures
Total approved revenues for 1997-98 are estimated to be $17,425,952, which reflect an increase
of $802,483, or 4.6 percent from the approved 1996-97 budget. Residential, Commercial and
Landfill fees revenue accounts make up the majority of the increase. Commercial Collections
revenues are expected to increase $165,283 over 1996-97. Major revenue sources for the Solid
Waste Fund are depicted in the following pie chart •
Interest 0.6%
Recycling 0.7%
227
Landf~I DISpOsal 29.5%
-Col!Vl'lercial Collecllons -4.6%
Total operating expenditures for the Solid Waste Fund are budgeted at a increase of $479,893 or
5.1 percent under the approved 1996-97 budget. All cost centers but Recycling budgeted an
increase from the prior year. Increased expenses in Residential can be attributed to budgeting 7
months of BFI payment and the remaining 5 months at City of Lubbock's cost. The contract will
expire and will be re-bid during the fiscal year.
Additional funds of $2,732,284 have been budgeted in Post Closure Care of the existing landfill.
The Solid Waste Fund is able to budget this amount to its post closure reserve due to smaller
amounts being transferred to capital project funds. Based on the 1 O year Solid Waste Rate
Model, projects were identified to be funded by bonds to more evenly distribute cost for major
capital requirement over useful life of project and thereby helping minimize rate fluctuations.
Based on the current Rate Model, disposal rate increases are not anticipated for another three
years. This will be evaluated annually.
228
/
("'
("' ,..., City of Lubbock ,..., SUMMARY OF REVENUES AND EXPENDITURES
(', SOLID WASTE FUND
f""'· SOLID WASTE MANAGEMENT ,...,, ACTUAL ORIGBUDG REVISED APPROVED
' ,..., ACCOUNT DESCRIPTION 1995-96 1996-97 1996-97 1997-98
r' REVENUES: ,..., Garbage Service Charges: ,..., Residential Collections 8,143,601 8,021,428 8,021,428 8,159,865
,..., Commercial Collections 595,575 594,000 642,000 759,283
Municipal Collections 166,920 144,800 144,800 112,604 ,..., Contractual Services 34,367 0 0 0 ,-... Roll-Off 83,852 40,000 40,000 35,000
,....
Net Garbage Service Charges: 9,024,315 8,800,228 8,848,228 9,066,752 ,...,
,..., Landfill Fees 5,025,445 4,562,266 4,562,266 5,062,500
,..., Municipal Landfill Fees 3,246,123 2,967,475 2,967,475 3,013,300
Composting Revenue 0 0 0 72,000 ,....
Interest on Investments 138,180 135,000 135,000 96,800 ,.... Sale of Equipment 307,818 0 0 0
("'-Recycling Programs 164,540 158,500 113,500 114,600
f""' Transfer from Debt Service 717,021 0 0 0
Miscellaneous Revenues 0 0 0 0 ,.... TFR-From Solid Waste CP 123,346 0 0 0 ,,.... ----,.... TOTAL REVENUES: 18,746,788 16,623,469 16,626,469 17,425,952
,,--, OPERATING EXPENDITURES: ,.... Residential Collection 6,395,920 6,338,862 6,338,862 6,581,092 ,.... Commercial Collection 566,742 549,503 · 602,503 636,887
,.... Solid Waste Disposal 1,466,829 1,518,166 1,518,166 1,682,118
Contractual Services 27,312 0 0 0 ,.... Recycling 551,625 655,328 655,328 620,875 ,,,._ Collections 164,523 168,582 168,582 178,362
,.... Uncollectible Accounts 86,580 89,000 89,000 100,000
f""' Total Operating Expenditures 9,259,531 9,319,441 9,372,441 9,799,334
r ,.... OTHER EXPENDITURES
,.... Indirect Cost Allocation 334,513 335,437 335,437 292,039
Miscellaneous Expense 0 0 0 0 ,.... Franchise Tax 505,662 498,704 498,704 505,011 ,..., In Lieu of Property Tax 137,935 137,935 137,935 107,748
,..., Payment to Debt Service 738,520 680,513 680,513 1,158,534
f""' Total Other Expenditures 1,716,630 1,652,589 1,652,589 2,063,332 ,...,
,...,
,,....
229
SOLID WASTE MANAGEMENT
ACCOUNT DESCRIPTION
RESERVES AND RETAINAGES:
Solid Waste Perm. Cap. Maint.
Solid Waste Capital Projects
Cap Proj Fd-Post Clos Care
Rate Stabilization Reserves
Total Reserves/Retainages
Total Fund/Expenditures
Remaining Balance
City of Lubbock
SUMMARY OF REVENUES AND EXPENDITURES
SOLID WASTE FUND
ACTUAL ORIG BUDG REVISED APPROVED
1995-96 1996-97 1996-97 1997-98
1,936,750 1,110,000 1,110,000 2,633,950
3,318,900 4,210,055 4,210,055 197,052
590,745 331,384 281,383 2,732,284
567,463 0 0 0
6,413,858 5,651,439 5,601,438 5,563,286
17,390,019 16,623,469 16,626,468 17,425,952
1,356,769 0 1 0
230
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0,
TRANSPORTATION SERVICES
SOLID WASTE FUND DEPARTMENTS
I
Residential
Collection
Boards
&
Commissions
I
City Council
City Manager
Transportation
Services
I
Commercial
Collection
Solid Waste
Disposal
231
I
Recycling
Collection
CENTER FUND
SOLID WASTE -RESIDENTIAL -5511 SOLID WASTE
MISSION
TO PROVIDE COMPREHENSIVE, COST EFFECTIVE AND ENVIRONMENTALLY SOUND COLLECTION, PROCESSING AND DISPOSAL OF
SOLID WASTE.
GOALS/OBJECTIVES/SOURCE
1. CONTINUE TO TRACK AND MONITOR COST PER UNIT MEASUREMENTS ( COST PER ACCOUNT, COST PER TON, COST PER PICKUP,
ETC.) TO ENSURE FULL COST RECOVERY AND EFFICIENT OPERATIONS. (SOURCE MANAGEMENT AND STAFF)
2. CONDUCT PUBLIC EDUCATION AND SERVICE IMPROVEMENT AND REVENUE ENHANCEMENT ACTIVITIES. (SOURCE MGT AND
STAFF)
• INFORM AND EDUCATE PUBLIC ON SOLID WASTE ISSUES VIA MAILOUTS, DOOR HANGERS, PRESENTATIONS, ETC.
• IMPLEMENT AND EDUCATE CITY ON NEW SOLID WASTE CODE
• INCREASE NUMBER OF SIDE LOADING COMMERCIAL ACCOUNTS
3. IMPROVE EFFICIENCY OF COLLECTION SERVICES. (SOURCE MGT AND STAFF)
• REEVALUATE THE NEED FOR AND EFFICIENCY OF EACH SERVICE PROVIDED BY THE COST CENTER, RECOMMEND CHANGES AS
NEEDED.
• CONDUCT ANNUAL ROUTE ANALYSIS AND UPDATE ROUTE MAPS
• INVESTIGATE AND TRY NEW AND DIFFERENT METHODS OF WASTE COLLECTION (CHANGE IN COLLECTION FREQUENCY,
METHODS, ETC.) CONTINUE WINTER COLLECTION PROGRAM (ONCE A WEEK COLLECTION IN WINTER MONTHS)
• CONTINUE TO AUDIT SIDE LOADING COMMERCIAL ACCOUNTS ON AN ANNUAL BASIS
• PURSUE GRANT FUNDING FOR THE IMPLEMENTATION OF NEW PILOT PROGRAMS
4. IMPROVE EMPLOYEE AND SUPERVISOR TECHNICAL, MANAGERIAL, CUSTOMER SERVICE AND SAFETY SKILLS. (SOURCE MGT AND
STAFF)
• EXPAND SAFETY PROGRAM, TO REDUCE THE NUMBER OF ACCIDENTS AND PERSONAL INJURY CLAIMS
• TRAIN OPERATORS AND SUPERVISORS IN TNRCC AND TEEX SOLID WASTE RELATED CLASSES
• SEND SUPERVISORS TO CONTINUING EDUCATION CLASSES, MANAGEMENT COURSES, COMPUTER CLASSES, ETC.
• PROVIDE ONGOING CUSTOMER SERVICE TRAINING TO ALL EMPLOYEES
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
SIDE-LOADING CONTAINERS IN SERVICE
CITY (INCLUDES SIDE LOADING COMMERCIAL) 21,365 15,516 16,400 16,450
BFI 0 4,218 4,441 4,446
TOTAL SIDELOADING CONTAINERS 21,365 19,734 20,841 20,896
TONS OF SOLID WASTE COLLECTED
CITY (INCLUDES SIDELOADING COMMERCIAL) 105,434 86,835 81,500 81,500
BFI TONNAGE FROM DISTRICT 3 24,395 24,500 24,500
TOTAL TONNAGE 105,434 111,230 106,000 106,000
INCIDENTS OF PROPERTY DAMAGE
(WATER AND GAS METERS, DRIVE WAYS, ETC.) 51 37 50 50
FENCES DAMAGED 431 315 400 350
HOUSEHOLDS/ACCOUNTS SERVICED BY
CITY OF LUBBOCK (INCLUDES SL COMMERCIAL) 41,845 42,045
BFI 15,600 15,600
TOTAL 57,445 57,445
CONTAINERS RENOVATED 4,003 2,890 3,551 3,298
232
EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $1,611,791 $1,340,143 $1,415,308 $1,393,172
SUPPLIES $239,433 $302,089 $196,513 $196,481
MAINTENANCE $1,357,957 $1,233,315 $1,260,952 $1,260,137
OTHER CHARGES $266,109 $4,631,681 $3,457,399 $3,727,222
CAPITAL OUTLAY $4,656 $9,359 $8,690 $4,080
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $3,479,946 $7,516,587 $6,338,862 $6,581,092
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
FUL I IIMt"'
SOLID WASTE SUPERINTENDENT 316 1 1 1
ASSIST ANT SUPERINTENDENT 309 1 1 1
FOREMAN 303 4 4 4
EQUIPMENT TECHNICIAN II 509 1 1 0
CONSTRUCTION AND MAINTENANCE Ill 505 1 1 1
EQUIPMENT OPERATOR II 505 31 31 32
EQUIPMENT OPERATOR I 503 0 0 1
SOLID WASTE WORKER 502 4 4 1
ADMINISTRATIVE SECRETARY 407 1 1 1
DISPATCH CLERK 402 1 1 1
OTHER EMPLOYEES:
ADMINISTRATIVE INTERN 806 1 1 1
TOTAL 46 46 44
233
CENTER FUND
SOLID WASTE -COMMERCIAL COLLECTIONS • 5513 SOLID WASTE
MISSION
TO PROVIDE COMPREHENSIVE, COST EFFECTIVE AND ENVIRONMENTALLY SOUND COLLECTION, PROCESSING AND DISPOSAL OF
SOLID WASTE.
GOALS/OBJECTIVES/SOURCE
1. INCREASE THE NUMBER FRONT-LOADING COMMERCIAL CUSTOMERS.
• ADVERTISE SERVICES IN AREA PUBLICATIONS AND AT PUBLIC/PRIVATE EVENTS.
• EVALUATE, REVISE AND MAINTAIN ON-GOING COMMERCIAL MARKETING EFFORT.
2. OFFER COMPETITIVE COMMERCIAL COLLECTION RATES AND QUALITY SERVICE:
• INCREASE COLLECTION FEE SCHEDULE AND INCLUDE FLEXIBLE RATE SCHEDULE.
3. INCREASE EFFICIENCY OF COST CENTER.
• ON-GOING AUDITS OF LP&L COMMERCIAL GARBAGE SERVICE ACCOUNTS.
• ANALYZE AND REVISE COMMERCIAL ROUTES, UTILIZING GIS SYSTEM.
4. QUALITY OF COLLECTION SERVICE/CUSTOMER SERVICE.
• RESPOND TO ALL REQUESTS WITHIN ONE (10 WORKING DAY).
• TRAIN EMPLOYEES IN TEEX/SOLID WASTE COURSES.
* MAINTAIN CONTACT WITH CUSTOMERS VIA ON-SITE SALES CALLS, TELEPHONE CALLS AND CORRESPONDENCE.
5. CONTINUE TO TRACK AND MONITOR COST PER UNIT-MEASUREMENTS, IE., COST PER CUSTOMER, COST PER TON, COST PER
CONTAINER, COST PER PICK-UP.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
FIL CUSTOMERS NIA 554 604 644
FIL CONTAINERS NIA 646 711 751
SALES CALLS 412 412 120 300
CUSTOMER COMPLAINTS N/A 66 54 50
CUSTOMER SERVICE CONTRACTS N/A 120 240 320
COMMERCIAL REVENUE $441,101 $585,468 $594,000 $759,283
TONS OF SOLID WASTE COLLECTED 9,675 8,129 8,856 11,032
COST PER TON NIA $63.72 $61.36 $57.24
234
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
1"1111 IIM~:
ACCOUNTS SUPERVISOR
SOLID WASTE FOREMAN
EQUIPMENT OPERATOR II
OTHER EMPLOYEES:
TOTAL
' ACTUAL
1994-95
$121,081
$43,836
$84,980
$37,192
$0
$0
$287,089
JOB
GRADE
307
303
505
235
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$148,462 $152,085 $158,741
$27,508 $28,141 $28,334
$121,072 $123,705 $122,240
$336,260 $298,572 $327,572
$2,240 $0 $0
$0 $0 $0
$635,542 $602,502 $636,887
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
3 3 3
5 5 5
CENTER FUND
SOLID WASTE -DISPOSAL -5515 SOLID WASTE
MISSION
TO PROVIDE COMPREHENSIVE, COST EFFECTIVE, AND ENVIRONMENTALLY SOUND COLLECTION, PROCESSING AND DISPOSAL OF
SOLID WASTE.
GOALS/OBJECTIVES/SOURCE
1. ENSURE COMPLIANCE WITH APPROPRIATE STATE AND FEDERAL REGULATIONS:
2. PROJECT POSITIVE PUBLIC IMAGE AND INCREASE AWARENESS OF CENTER ACTIVITIES THROUGH CITIZEN EDUCATION:
.. DISTRIBUTE INFORMATION ADDRESSING ENVIRONMENTAL ISSUES, SERVICES PROVIDED, AND SOLICIT INPUT AND SUGGESTIONS
FROM CUSTOMERS
.. IMPROVE THE AESTHETIC APPEARANCE OF THE LANDFILL THROUGH LANDSCAPING, CONTROL OF WINDBLOWN LITTER,
FENCING, ETC.
3. PERSONNEL GROWTH AND DEVELOPMENT:
.. PROVIDE COMPUTER TRAINING FOR STAFF
.. UTILIZE IIED, SWANA, AND OTHER SCHOOLS TO CERTIFY EMPLOYEES
4. IMPROVE OVERALL OPERATION OF LANDFILL:
.. INCREASE COMPACTION
.. REPAIR EXISTING FENCING
.. CHANGE TYPE OF EQUIPMENT USED TO INCREASE EFFICIENCY
.. GREATER EMPHASIS ON ENVIRONMENTAL MONITORING/COMPLIANCE PROGRAMS
5. ENSURE FULL COST RECOVERY OF LANDFILL OPERATIONS:
.. ELIMINATE NON-REVENUE GENERATING SERVICES
* INCLUDE POST CLOSURE COSTS IN RATE STRUCTURE VERSUS BONDING AT TIME OF CLOSURE
6. NEW LANDFILL OPERATIONAL BY FEBRUARY 1999:
* COMPLETE DESIGN
• INITIATE CONSTRUCTION
.. BEGIN NECESSARY GROUNDWATER MONITORING
ACTIVITY/QUALITY/PERFORMANCE
MEASURES
RESIDENTIAL COLLECTION (TONS)
BFI DISTRICT 3
COMMERCIAL COLLECTION (TONS)
CASH/CHARGE CUSTOMERS (TONS)
CITIZEN NO CHARGE (TONS)
CLEAN UP (TONS)
MUNICIPAL (TONS)
TOTAL TONS
TONS PER DAY OF OPERATION
OPERATIONAL COST PER TON
CUBIC YARDS OF SPACE CONSUMED PER YEAR
TNRCC NON-COMPLIANT INSPECTIONS
TONNAGE DIVERTED TO WOODWASTE RECYCLING
236
ACTUAL ACTUAL
1994-95 1995-96
105,434 86,835
N/A 24,395
6,420 8,129
163,163 152,474
2,972 2,658
300 980
41,541 25,461
319,396 300,932
1,034 990
3.89 4.92
705,000 696,000
0 3
NIA NIA
REVISED APPROVED
1996-97 1997-98
81,500 81,500
24,500 24,500
8,856 11,032
196,466 178,000
1,311 2,600
621 300
33,736 28,000
346,990 325,932
1,149 1,150
4.29 5.07
639,000 696,000
4 2
NIA 3,600
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $555,215 $640,099 $699,442 $774,825
SUPPLIES $112,836 $179,202 $140,756 $179,619
MAINTENANCE $403,169 $367,372 $430,699 $449,136
OTHER CHARGES $150,435 $1,776,543 $204,769 $274,639
CAPITAL OUTLAY $19,561 $49,003 $42,500 $3,500
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $1,241,216 $3,032,219 $1,518,166 $1,682,119
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
1-1111 IIM~•
LANDFILL SUPERVISOR 309 1 1 1
ENVIRONMENTAL COMPLIANCE SPECIALIST 307 1 1 1
TECHNICAL SERVICES COORDINATOR 307 0 1 1
SOLID WASTE FOREMAN 303 1 1 1
MECHANIC II 509 1 1 1
EQUIPMENT OPERATOR Ill 508 8 9 9
EQUIPMENT OPERATOR II 505 0 1 1
SOLID WASTE WORKER 502 3 2 2
BOOKKEPER 407 0 1 1
CASHIER 403 1 2 2
LANDFILL ENGINEER 314 0 1 1
•FUNDED BY CAPITAL PROJECTS
(TRANSFER OF 3 POSITIONS
FROM 5511)
OTHER EMPLOYEES:
TOTAL 16 21 21
237
CENTER FUND
SOLID WASTE -RECYCLING-5519 SOLID WASTE
MISSION
TO PROVIDE COMPREHENSIVE, COST EFFECTIVE, AND ENVIRONMENTALLY SOUND COLI.ECTION, PROCESSING AND DISPOSAL OF
SOLID WASTE.
GOALS/OBJECTIVES/SOURCE
1. IMPROVE THE PUBLIC'S AWARENESS OF ANO PARTICIPATION IN RECYCLING ANO WASTE DIVERSION PROGRAMS THROUGH PUBLIC
EDUCATION PROGRAMS AND EVENTS.
• EXPAND PUBLIC EDUCATION PROGRAM/EFFORTS
* DISTRIBUTE INFORMATION ON RECYCLING AND WASTE DIVERSION ACTIVITIES THROUGH MAILOUTS, PUBLIC PRESENTATIONS,
BROCHURES, LP&L STUFFERS, ETC.
2. WORK TOWARDS ACHIEVING THE REGION"S 25% WASTE STREAM REDUCTION GOAL.
* INCREASE PARTICIPATION IN THE BLUE BAG RECYCLING PROGRAM
* CONDUCT AN ONGOING ·ooN'T BAG IT" EDUCATION CAMPAIGN
* IMPLEMENT COMPOSTING OPERATIONS AT THE LANDFILL AND APPLY FOR THE 15% REBATE
* INCREASE PARTICIPATION IN THE CITY OF LUBBOCK COMMERCIAL ACCOUNTS FOR OFFICE PAPER RECYCLING
• INCREASE THE NUMBER OF CITY OF LUBBOCK COMMERCIAL ACCOUNTS FOR CARDBOARD RECYCLING
• DEVELOP RECYCLING GOALS FOR PRIVATE HAULERS
3. INVESTIGATE ALTERNATE METHODS OF RECYCLING COLLECTION WITH THE GOAL OF ACHIEVING A HIGHER LEVEL OF COST
RECOVERY ANO/OR MINIMIZING LOSS FOR ALL RECYCLING PROGRAMS.
4. PURSUE GRANT FUNDING FOR RECYCLING WASTE DIVERSION PROGRAMS.
5. CONTINUE TO MONITOR COST PER UNIT MEASUREMENTS (I.E. COST PER TON, COST PER HOME. ETC/) TO ENSURE EFFICIENT
OPERATIONS.
ACTMTY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
TONS OF RECYCLABLES COLLECTED IN THE BLUE BAG NIA 2,225 2,640 2,400
PROGRAM.
TONS OF NON BLUE BAGE MATERIALS DIVERTED FROM NIA 4,202 5,500 6,000
THE WASTE STREAM (CARDBOARD, PAPER, PHONE BOOKS,
CHRISTMAS TREES, WOOD WASTE, METALS, YARD
TRIMMINGS, ANO OTHER GREEN WASTES).
GALLONS OF USED OIL RECYCLED NIA 28.470 30,000 32,000
(30,000 GALLONS = 98 TONS)
EVENTS WHERE RECYCLING AND WASTE NIA NIA 25 35
EDUCATIONAL PRESENTATIONS AND PUBLIC NIA NIA 100 100
NET COLLECTION COST PER TON NIA $97.00 $78.45 $70.00
WASTE STREAM THAT IS DIVERTED OR NIA 6% 9.9% 11%
238
r.
EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $258,572 $212,944 $225,240 $209,340
SUPPLIES $3,614 $13,452 $16,091 $25,919
MAINTENANCE $51,819 $100,231 $71,240 $92,156
OTHER CHARGES $253,341 $225,852 $342,757 $293,460
CAPITAL OUTLAY $0 $1,945 $0 $0
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $567,346 $554,424 $655,328 $620,875
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
... 111 • ----· RECYCLING COORDINATOR 307 1 1 1
EQUIPMENT OPERATOR II 505 4 3 3
EQUIPMENT OPERATOR I 503 0 4 3
SOLID WASTE WORKER 502 4 0 0
EQUIPMENT OPERA TOR Ill 508 1 0 0
OTHER EMPLOYEES:
TOTAL 10 8 7
239
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---LUBBOCK -City of ______ _
PT ,ANNED
PROGREss
AIRPORT FUND
Top:
Lubbock International Airport tenninal southwest skyview in 1963. In 1963,
estimated passengel'S handled-140,000.
Bottom:
1996 Lubbock International Airport looking southwest. The new Lubbock
International Airport was dedicated and opened in April, 1976. In 1997, passen-
gel'S handled will be approximately-1,203,488.
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Overview
AIRPORT FUND
1997-98 APPROVED BUDGET
This year the Department of Aviation will complete a two year long reorganization process
that will increase operational efficiency and maximize the revenue potential of the airport.
The first phase in the process, completed last year, divided the Department into two
distinct divisions-one responsible for operations, maintenance and security; the other
responsible for business and financial matters. This year's changes will complete the
process by improving the Department's ability to manage the airport fund and will help to
ensure that all financial obligations under federal grant programs are met.
The initial changes in the organization have already yielded tangible benefits. Over the
last two years, the Operations and Safety Division has steadily improved the level of
service provided to the public and to airport tenants. The reliability of the terminal building
and airfield systems has increased and the overall appearance of the property has
markedly improved through signage and graphics improvements, new landscaping, and a
airport-wide clean-up campaign. And through an aggressive energy management
program, utility costs have been reduced. The Business Development Division has also
contributed to the airport's success by improving revenues. New contracts for display
advertising and the public parking concession have contributed to the airport income
stream.
In Fiscal Year 1997-98, the Department of Aviation will continue to fine tune both the
Operations and Business Development sides of the organization. Revenue enhancement
projects include a request for proposals under a new rental car concession agreement,
and development of the airport's commercial and industrial properties.
The airport receives assistance In its marketing and tourism efforts from the hotel motel
tax at $0.075 cent of the tax rate. This contribution will provide $22,500 for airport
marketing and tourism in FY 97-98. These funds are used to increase the number of
inbound air passengers through awareness programs in conjunction with existing airlines.
Such programs include reservation center promotions, sales calls on tour companies that
package airline promotional items, and industry trade shows.
Debt Service continues on the 1993 issuance of $2.5 million in bonds for the replacement
of the HVAC system and repairs to the terminal roof. Debt service for these projects is
paid through property tax revenues. The Airport will transfer revenue generated by
operations to its Capital Projects Fund.
240
Approved 1997-98 Revenues and Expenditures
As indicated below, airport revenues have remained fairiy stable over the past five years.
Airport Revenue
Five Year Trend
OLanding £!Hanger aTenninal EParklng 6ll0ther
Airport revenues approved for FY 97-98 total $4,794,000, which is $110,942, or 2.3
percent less than the $4,904,942 approved In the FY 96-97 budget. The decrease is
attributable to the privatization of the parking operation. In previous years, revenues and
expenditures were carried in the airport operating budget. With privatization, the parking
operator now handles revenues and expenditures and pays the City an annual fee. In FY
95-96, the gross revenue from parking operations was approximately $1,400,000 while
expenditures totaled about $400,000. For FY 97-98, revenue from the parking fee will be
$1,200,000 while expenditures will be $0.00. The overall result Is a projected Increase In
net income from parking operations of approximately $200,000.
The total operating revenue is expected to be $4,794,000. Total operating expenditures
this year will be $4,544,175, leaving a Remaining Balance of $249,825.
The Airport is currently repaying a $550,000 lease from the sewer fund which was used to
purchase automated parking equipment in FY 95-96. This lease repayment is budgeted
at $127,966 for FY 97-98 and will be repaid over the five year period ending in FY 99-00.
This is the second installment of this payback.
The Grounds. Maintenance expense of $50,000 will no longer be transferred to the
General Fund for Parks to maintain. Instead, this service will be contracted out by the
Airport beginning in FY 97-98. The expense of the Airport Rescue Fire Fighting (ARFF)
Station funded in the past out of the Airport Operations Cost Center is now being handled
as a transfer to the General Fund.
For FY 97-98, Airport will have a $20,000 transfer from Jetbridge Reserve, a fund
maintained by airline contracts. In the past, the expense for maintaining the jetbridges for
the airlines was handled in a capital project. Beginning this year, the expense will be
found in Aviation Maintenance.
In FY 97-98, the Airport will transfer $249,825 to Airport Capital Projects Fu_nd.
241
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(", City of Lubbock ,.. SUMMARY OF REVENUES AND EXPENDITURES
AIRPORT FUND ,..
r AIRPORT OPERATIONS ,.., ACTUAL ORIGBUDG REVISED APPROVED
("'-ACCOUNT DESCRIPTION 1995-96 1996-97 1996-97 1997-98
f" REVENUES:
Landing Area 775,429 770,000 763,500 820,000 ,..., Hanger Area 282,570 312,700 322,700 295,000 ,...., Terminal Area 2,046,285 2,108,100 2,113,100 2,145,600
Parking Area 1,433,259 1,415,500 1,415,500 1,215,500
r Agriculture and Rent 89,353 70,000 84,720 70,000
Industrial Area 154,676 149,800 156,000 147,000 ,...., Interest on Investments 11,176 11,000 20,000 26,400
("; Marketing Contrib-Hotel Tax 17,000 20,342 20,342 22,500
Miscellaneous 52,937 47,500 32,000 32,000 r TFR-From Jetbridge Reserve 0 0 0 20,000
TFR-From Airport CP 0 0 0 0
(", TFR-From Airport SYS IMP 0 0 0 0 ,..., TFR-From Airport Debt Serv 0 0 0 0
TFR-From Airport PFC 0 0 14,900 0 ,..
,...., TOTAL REVENUES 4,862,685 4,904,942 4,942,762 4,794,000
,.., OPERATING EXPENDITURES:
Administration and Marketing 472,323 573,476 592,718 628,726 r-, Operations 1,050,216 1,189,550 581,485 614,401
r Maintenance 1,356,226 1,488,064 1,485,064 1,584,363
Security 341,196 350,740 350,740 370,850 ,-., Security Access 319,150 334,052 334,052 347,593
Parking 343,480 351,304 210,914 0 r,, Uncollectible Accounts 880 1,342 135 5,000
r-, Total Oper. Expenditures 3,883,471 4,288,528 3,555,108 3,550,933
r,.
OTHER EXPENDITURES: r Revenue Bond Debt Service 0 0 0 0 ,.. Transfer to Internal SVC CP 0 0 0 0
Rent Lease Buildings 0 0 0 0
r Miscellaneous 579 0 0 0
("'-Transfer to Airport Cap Project-Sewer Park 127,966 0 127,966 127,966
Transfer to Gen'I Fae & Sys Improvement 0 0 0 19,341 ,...., Transfer to Sewer-Parking 0 127,966 0 0
Transfer to General Fund/ARFF 0 0 608,065 608,665 ,.... Airline Contract Jetbridge 0 0 0 20,000
,-... Indirect Cost Allocation 193,986 182,526 182,526 217,270
Payment for Debt Service 191,291 0 0 0 ,.. Grounds Maintenance 50,000 50,000 50,000 0
,..., Total Other Expenditures 563,822 360,492 968,557 993,242 ,..., RESERVES & RET AINAGES: ,.. Transfer to Airport Capital Project 0 0 0 249,825
Facilities & Sys lmprov Fund 131,116 255,922 419,097 O·
f" ,... Total Reserves/Retainages 131,116 255,922 419,097 249,825
f""' Total Fund Expenditures 4,578,409 4,904,942 4,942,762 4,794,000
f" Remaining Balance 284,276 0 0 0 ,..,
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GENERAL GOVERNMENT
AIRPORT FUND DEPARTMENTS
Boards
&
Commissions
I
Business
Administration
City Council
City Manager
Airport
Services
L Administ~
Marketing
243
I
Operations
-1 Operations I
-1 Maintenance I .
-Security Access
--,Security Police
CENTER
AVIATION -ADMINISTRATION AND MARKETING -4611
MISSION
DEVELOP AND PROMOTE A SAFE AND EFFICIENT AIR TRANSPORTATION SYSTEM THAT DELIVERS A FULL RANGE OF SERVICES TO
THE SOUTH PLAINS REGION, AND THAT PROJECTS AN IMAGE THAT IS CONSISTENT WITH THE PROGRESSIVE CHARACTER OF OUR
COMMUNITY.
GOALS/OBJECTIVES/SOURCE
1. DEVELOP ANO MAINTAIN THE AIRPORT SYSTEM IN COMPLIANCE WITH ALL FEDERAL, STATE AND LOCAL REGULATIONS.
2. PROMOTE THE ESTABLISHMENT OF PRIVATE SECTOR ENTERPRISES THAT SERVE THE NEEDS OF THE USERS OF THE AIRPORT
SYSTEM. .
3. PROJECT A POSITIVE, PROGRESSIVE IMAGE BY PROVIDING A HIGH LEVEL OF CUSTOMER SERVICE IN A PLEASANT,
USER-FRIENDLY ATMOSPHERE.
4. DEVELOP POLICIES AND PROGRAMS FOR THE TIMELY RECONSTRUCTION AND MAINTENANCE OF THE AIRPORT FACILITIES.
5. DEVELOP AND IMPLEMENT A PLAN TO MAKE THE AIRPORT REVENUE FUND FULLY SELF-SUSTAINING WITHIN SEVEN YEARS.
6. DEVELOP AND MARKET A FIRST CLASS COMMERCIAL DEVELOPMENT PARK THAT GENERA TES REVENUE FOR THE AIRPORT FUND
AND THAT ENHANCES THE ABILITY OF THE REGION'S ECONOMIC DEVELOPMENT AGENCIES TO ATTRACT INDUSTRY TO THE AREA.
SOURCE: AVIATION STRATEGIC PLAN AND GOALS FOR LUBBOCK/21ST CENTURY
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
PASSENGER AIR CARRIERS 4 4 5 5
TOTAL PASSENGERS 1,200,000 1,227,654 1,216,000 1,220,000
FREIGHT CARRIERS 5 4 4 4
TOTAL FREIGHT POUNDS 168,303,000 152,021,500 156,682,200 160,000,000
LANDINGS AND TAKEOFFS 115,000 189,580 175,000 175,000
COMMERCIAL PROPERTY CONTRACTS '37 37 36 36
CONCESSION AGREEMENTS 13 13 14 14
REVENUE PER ENPLANED PASSENGER 8.07 8.01 8.00 8.00
.
..
244
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $341,993 $345,635 $409,849 $435,633
SUPPLIES $9,268 $10,733 $11,400 $13,844
MAINTENANCE $872 $367 $2,650 $2,320
OTHER CHARGES $118,864 $105,359 $163,719 s110,9n
CAPITAL OUTLAY $7,182 $10,228 $5,100 $5,950
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $478,179 $472,322 $592,718 $628,724
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
1,,,111 I IIIVI~•
AVIATION MANAGER 1 1 1
DEPUTY AVIATION MANAGER 313 2 2 2
MARKETING COORDINATOR 307 1 1 1
AIRPORT OFFICE MANAGER 306 1 1 1
ADMINISTRATIVE SECRET ARY 407 1 1 1
SECRETARY 405 1 1 1
OTHER EMPLOYEES:
TOTAL 7 7 7
24S
CENTER
AVIATION· OPERATIONS• 4613
MISSION
CONSISTENT WITH THE DEPARTMENT OF AVIATION MISSION, ENSURE SAFE, RELIABLE AIRPORT OPERATIONS THROUGH THE
INSPECTION AND MAINTENANCE OF AIRSIDE AND LANDSIDE FACILITIES IN COMPLIANCE WITH ALL FEDERAL, STATE AND LOCAL
GUIDELINES ANO REGULATIONS.
GOALS/OBJECTIVES/SOURCE
1. MAINTAIN THE AIRPORT MAINTENANCE FUNCTIONS IN A COORDINATED APPROACH THAT BALANCES AVIATION COMMUNITY
NEEDS WITH REGULATORY NECESSITY.
2. CONSTANTLY STRIVE TO ATTAIN COST-EFFECTIVENESS IN ALL OPERATIONS.
3. AT ALL TIMES, KEEP THE FOLLOWING PRIORITIES IN MIND: SAFETY, RELIABILITY, EFFICIENCY.
4. PROJECT A POSITIVE, PROGRESSIVE IMAGE BY PROVIDING A HIGH LEVEL OF CUSTOMER SERVICE IN A PLEASANT,
USER-FRIENDLY ATMOSPHERE. (AVIATION STRATEGIC PLAN)
SOURCE: AVIATION STRATEGIC PLAN ANO GOALS FOR LUBBOCK/21ST CENTURY
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
AIRFIELD INSPECTIONS 732 732 732 732
AIRFIELD PAINTING (1,000 SQ. FT) 784 784 784 784
SNOW/ICE REMOVAL (100 MAN HOURS) 3 3 3 3
TONS UREA USED 50 50 50 50
AIRPORT SURFACES MAINTAINED
CONCRETE ('000 SQ. YOS) 676 676 676 676
ASPHALT fOOO SQ. YDS) 738 738 738 738
GRASS (ACRES) 1,325 1,325 1,325 1,325
246
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SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
.,.. •• I 111v•-•
~RPORTOPERATIONSFOREMAN
AIRPORT MAINTENANCE WORKER
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$248,958
$24,366
$100,658
$688,678
. $11,499
$0
$1,074,159
JOB
GRADE
303
508
247
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-9S
$243,311 $267,661 $285,056
$25,650 $50,882 $55,228
$79,565 $121,171 $134,269
$688,700 $141,771 $139,848
$12,989 $0 $0
$0 $0 $0
$1,050,215 $581,485 $614,401
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
6 6 6
7 7 7
CENTER
AVIATION· MAINTENANCE· 4615
MISSION
FUND
AVIATION
CONSISTENT WITH THE DEPARTMENT OF AVIATION MISSION, ENSURE MAINTENANCE OF BUILDINGS ANO SUPPORT FACILITIES THAT
ARE SAFE, EFFICIENT, RELIABLE, COMFORTABLE, AND THAT PROJECT AN IMAGE THAT IS APPROPRIATE FOR THE BUILDING'S
FUNCTION.
GOALS/OBJECTIVES/SOURCE
1. MAINTAIN AIRPORT BUILDINGS AND FACILITIES IN A COORDINATED APPROACH THAT BALANCES TENANT NEEDS, REGULATORY
REQUIREMENTS, AND DEPARTMENTAL GOALS.
2. MAINTAIN A BALANCE OF CONTRACTUAL AND IN-HOUSE CUSTODIAL SERVICES THAT ENSURE A CONSTANT LEVEL OF SERVICE
AND THE HIGHEST STANDARDS OF CLEANLINESS AND SANITATION.
3. CONSTANTLY STRIVE TO ATTAIN COST-EFFECTIVENESS IN ALL OPERATIONS.
4. AT ALL TIMES KEEP THE FOLLOWING PRIORITIES IN MIND: SAFETY, RELIABILITY, EFFICIENCY.
5. PROJECT A POSITIVE, PROGRESSIVE IMAGE BY PROVIDING A HIGH LEVEL OF CUSTOMER SERVICE IN A PLEASANT,
USER-FRIENDLY ATMOSPHERE.
SOURCE: AVIATION STRATEGIC PLAN AND GOALS FOR LUBBOCK/21 ST CENTURY
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVJSED
MEASURES 1994-95 1995-96 1996-97
APPROVED
1997-98
MAJOR SYSTEMS MAINTAINED 93% 95% 95% 98%
(COOLING TOWER, JETBRIDGES, AIR HANDLERS,
BOILER, CHILLERS, FIRE ALARM SYSTEMS, PA
SYSTEM, BAGGAGE SYSTEM)
TRAINING
REQUIRED 12 12 12 12
ADDITIONAL 0 0 0 4
RESPONSE CALLS 5,400 6,180 4,702 4,500
248
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
... Ill I 1•nn-•
BUILDING SERVICES SUPERVISOR
BUILDING MAINTENANCE SUPERVISOR
BUILDING MAINTENANCE TECH. II ** (5 POSITIONS)
CUSTODIAN
•• ONE MAINT. TECH II FROZEN
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$332,877
$59,729
$198,136
$700,700
$29,509
$0
$1,320,951
JOB
GRADE
306
302
508
501
249
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$341,932 $359,628 $372,950
$98,981 $66,471 $66,557
$211,225 $270,457 $294,373
$683,809 $755,408 $827,383
$20,277 $33,100 $23,100
$0 $0 $0
$1,356,224 $1,485,064 $1,584,363
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
5 4 4
6 6 6
13 12 12
CENTER
AVIATION· SECURITY ACCESS• 4616
MISSION
FUND
AVIATION
CONSISTENT WITH THE DEPARTMENT OF AVIATION MISSION, PROVIDE PROTECTION TO THE FLYING PUBLIC THROUGH THE
MAINTENANCE AND OPERATION OF A 24 HOUR SECURITY ACCESS CONTROL SYSTEM.
GOALS/OBJECTIVES/SOURCE
1. ENSURE THE SAFETY AND SECURITY OF THE TRAVELING PUBLIC THROUGH COMPLIANCE WITH FEDERAL AVIATION
ADMINISTRATION
SECURITY REQUIREMENTS AND THE OPERATION OF AN ACCESS CONTROL SYSTEM THAT COMPLIES WITH FAR 107.14.
2. CONSTANTLY STRIVE TO IMPROVE THE EFFECTIVENESS OF THE SECURITY SYSTEM THROUGH TRAINING, TENANT INVOLVEMENT
PROGRAMS AND ATTENTION TO CUSTOMER SERVICE.
3. PROJECT A POSITIVE, PROGRESSIVE IMAGE BY PROVIDING A HIGH LEVEL OF CUSTOMER SERVICE IN A PLEASANT,
USER-FRIENDLY ATMOSPHERE.
SOURCE: AVIATION STRATEGIC PLAN AND GOALS FOR LUBBOCK/21ST CENTURY
ACTIVITYIQUALITY/PERFORMANCE ACTUAL ACTUAL REVISED
MEASURES 1994-95 1995-96 1996-97
ACCESS POINTS MONITORED 100 100 100
ACCESS BADGES MAINTAINED WITHIN SYSTEM 285
SECURITY TRAINING SESSIONS ADMINISTERED 160
ACCESS SYSTEM VIOLATIONS DETECTED 100 100 100
OFFICER RESPONSES TO ACCESS VIOLATIONS 200 200 200
PERIMETER SECURITY PATROLS 1,520
SECURITY DOOR PATROLS 15,744
250
APPROVED
1997-98
100
285
160
280
280
1,520
15,744
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EXPENDITURE ACTUAL
SUMMARY 1994-95
PERSONAL SERVICES $261,693
SUPPLIES $3,090
MAINTENANCE $12,899
OTHER CHARGES $7,961
CAPITAL OUTLAY $1,125
REIMBURSEMENTS $0
TOTAL $286,768
PERSONNEL JOB
SCHEDULE GRADE
•1111 IIMt:.•
AIRPORT SECURITY COORDINATOR 308
AIRPORT SECURITY DISPATCHER 405
SECURITY ELECTRONICS TECH 513
OTHER EMPLOYEES:
TOTAL
251
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$277,964 $285,404 $299,089
$2,602 $4,545 $4,895
$10,892 $17,010 $17,010
$23,771 $24,493 $23,999
$3,922 $2,600 $2,600
$0 $0 $0
$319,151 $334,052 $347,593
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
6 6 6
2 2 2
9 9 9
CENTER
AVIATION -SECURITY -4617
MISSION
FUND
AVIATION
CONSISTENT WITH THE DEPARTMENT OF AVIATION MISSION, PROVIDE 24 HOUR A DAY PROTECTION FOR ALL PEOPLE AND
PROPERTY ON THE AIRPORT THROUGH THE PROVISION OF LAW ENFORCEMENT SERVICES AND SUPPORT FOR TENANTS,
PASSENGERS AN OTHER USERS OF THE AIRPORT.
GOALS/OBJECTIVES/SOURCE
1. PROVIDE LAW ENFORCEMENT SERVICES IN A MANNER THAT PROVIDES A POSITIVE, AGGRESSIVE IMAGE FOR THE COMMUNITY.
2. ENSURE COMPLIANCE WITH ALI. FAA SECURITY REGULATIONS AND PROVIDE SUPPORT FOR THE COMPLIANCE EFFORTS OF
AIRPORT TENANTS.
3. DEVELOP COOPERATIVE RELATIONSHIPS WITH OTHER LAW ENFORCEMENT AGENCIES WITHIN THE AVIATION SECURITY SYSTEM
AND ADJACENT JURISDICTIONS.
4. PROJECT A POSITIVE, PROGRESSIVE IMAGE BY PROVIDING A HIGH LEVEL OF CUSTOMER SERVICE IN A PLEASANT,
USER-FRIENDLY ATMOSPHERE.
SOURCE: AVIATION STRATEGIC PLAN AND GOALS FOR LUBBOCK/21ST CENTURYY
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED
MEASURES 1994-95 1995-96 1996-97
AIRPORT PROPERTY PATROLS 1,432 1.432 1,520
TERMINAL BUILDING PATROLS 15,744
PUBLIC ASSISTS 540 540 820
INCIDENT REPORTS 1,600 1.600 2,000
SECURITY VIOLATIONS 650 500 700
ARRESTS 10 10 20
INCIDENT REPORTS WHICH ARE SEC. VIOLATIONS(%) 40% 31% 35%
252
APPROVED
1997-98
1,520
15,744
820
2,000
700
20
35%
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995•96 1996-97 1997-98
PERSONAL SERVICES $298,748 $295,328 $322,560 $334,730
SUPPLIES $10,752 $7,965 $11,610 $11.274
MAINTENANCE $5,905 $5,754 $4,692 $4,926
OTHER CHARGES $7,788 $12,957 $11,878 $19,920
CAPITAL OUTLA V $0 $19,192 $0 $0
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $323,193 $341,196 $350,740 $370,850
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
·•Ill .uvt.-•
AIRPORT SECURITY SHIFT SUPERVISOR 307 3 2 2
AIRPORT SECURITY OFFICER 409 6 7 7
OTHER EMPLOYEES:
TOTAL 9 9 9
253
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--LUBBOCK -City of ____ _
Pl,ANNJE:D
PROGRESS
STORMWATER FUND
Top:
Trenching a 96° stormwater pipeline through Stubbs Park located at 36th Street
and Avenue Nin March, 1967.
Bottom:
August, 1997 stormwater vault located at 26th Street and Ivory. Flow meters are
used to grab water samples for testing water quality.
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Overview
STORMWATER UTILITY FUND
1997-98 APPROVED BUDGET
The Stormwater Utility Fund was created to monitor and fund compliance costs relating to the
quality of stormwater runoff. The City Council established an interim fee structure to -fund the EPA
permit costs and drainage and flood control projects. This includes continuing the monthly flat
rate of $1.71 per residential property and $11.35 per water meter for non-residential property.
These figures were calculated using average impervious acres for these two basic groups of
properties. The EPA permit is expected for the upcoming year. At that time, a permanent fee
structure will be established. Permanent billing will be based on the amount of impervious surface
area for non-residential properties.
Approved 1997-98 Revenues and Expenditures
The current billing rate for residential and non-residential property will produce approximately
$1,800,000 annually. Also included in the 1997-98 revenue projections Is $20,500 in Interest on
Investments.
Approved expenditures for 1997-98 reflects an increase in operating expenses of $8, 173 from the
approved 1996-97 budget. Also included in the 1997-98 budget is a $120,000 repayment to the
Water Fund. This is the third installment in a five year plan to pay back the Water Fund loan of
$600,000 for start up costs associated with this utility.
This budgeted level of revenues and expenditures will allow $684,128 to be transferred to the
Storrnwater Capital Projects Fund. This funding will be used to cover approved capital projects.
A $330,000 bond payment expense is included to cover debt service payment for a planned bond
sale to fund Clapp Park Drainage Project that will address major flooding issues.
254
,.....,
:~
City of Lubbock ,~
SUMMARY OF REVENUES AND EXPENDITURES . " STORM WATER FUND ,---...
STORMWATER UTILITY OPERATIONS
,_...,_
ACTUAL ORIGBUDG REVISED APPROVED ,--.,
ACCOUNT DESCRIPTION 1995-96 1996-97 1996-97 1997-98 ,,-,, ---------------r""-REVENUES
Interest on Investments 24,866 22,000 22,000 20,500 ,.-
General Consumers Metered 1,821,069 1,802,284 1,802,284 1,800,000 ,r"'"'\
Transfer from Stormwater Cp 46,305 0 0 0 /'"", -----------------
TOTAL REVENUES 1,892,240 1,824,284 1,824,284 1,820,500 ...--.
~
OPERATING EXPENDITURES r""".
Stormwater Permit Compliance 6,604 0 0 0
Stormwater Utility Operations 381,879 478,693 478,693 477,086
,-,
Utility Collections 4,376 168,582 168,582 178,362 /'-····\
----------I'
TOTAL EXPENSES 392,859 647,275 647,275 655,448 , .......
OTHER EXPENDITURES ,-.
Indirect Cost Allocations 6,300 24,078 24,078 30,924 ,,-
Payment to Debt Service 0 0 0 330,000 /---------
TOTAL OTHER EXPENDITURES 6,300 24,078 24,078 360,924 I-"'.,
0
RESERVES AND RETAINING$ r"',
Repayment to Water Fund 120,000 120,000 120,000 120,000 :' Stormwater Capital Projects 1,072,221 1,032,931 1,032,931 684,128 ,-.... -----
TOTAL RESERVES AND RETAINING 1,192,221 1,152,931 1,152,931 804,128 ,......_ ---------
TOTAL FUND EXPENDITURES 1,591,380 1,824,284 1,824,284 1,820,500 0
--------,-
REMAINING BALANCE 300,860 0 0 0 -,,..._
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TRANSPORTATION SERVICES
STORMWATER FUND
Boards
&
Commissions
City Council
City Manager
Transportation
Services
L
256
Stormwater
Management
CENTER
STORMWATER UTILITY -6511
MISSION
TO PROVIDE SAFE, EFFICIENT, AND ECONOMICAL TRANSPORTATION AND STORM DRAINAGE SYSTEMS THROUGH PLANNING,
ENGINEERING, CONSTRUCTION AND LAND TRANSACTIONS.
GOALS/OBJECTIVES/SOURCE
1. IMPROVE MANAGEMENT AND CONTROL OF THE CITY'S STORM WATER SYSTEM ("GOALS FOR LUBBOCK",
TRANSPORTATION, GOAL# 2)
• DEVELOP A COMPREHENSIVE STORM WATER MANAGEMENT PROGRAM
* IMPLEMENT NEW MASTER DRAINAGE PLAN AND DRAINAGE CRITERIA MANUAL
* PROCEED WITH THE DESIGN AND CONSTRUCTION OF NEEDED DRAINAGE AND FLOOD CONTROL PROJECTS.
* PURSUE FUNDING ALTERNATIVES FOR STORM WATER RELATED ACTIVITIES.
* COLLECT, ENTER, AND MAINTAIN ACCURATE DATA FOR STORM WATER UTILITY.
* TRANSITION FROM TEMPORARY TO PERMANENT FEE STRUCTURE AND INTEGRATE INTO LP&L'S BILLING SYSTEM.
* PROCESS CUSTOMER APPEALS AND CREDIT REQUESTS.
2. IMPLEMENT PROGRAMS AND REQUIREMENTS OF THE NPDES STORM WATER PERMIT.
(TRANSPORTATION DIVISION, STRATEGIC ISSUE# 8)
* COMPLY WITH IMPLEMENTATION PLAN AND SCHEDULES DEVELOPED FOR THE NPDES STORM WATER PERMIT.
* IMPROVE STORM WATER QUALITY THROUGH PUBLIC EDUCATION.
3. ENHANCE AESTHETICS OF DRAINAGE EASEMENTS, ("GOALS FOR LUBBOCK", TRANSPORTATION, OBJECTIVE# 1.9)
• PERFORM A NEEDS ASSESSMENT FOR DRAINAGE EASEMENT MAINTENANCE.
• IDENTIFY FUNDING NEEDS AND DEVELOP AND IMPLEMENT AN ACTION PLAN FOR MAINTAINING DRAINAGE EASEMENTS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
DRAINAGE MODELS REVIEWED NA NA NA 50
MASTER DRAINAGE PLAN ANALYSES & UPDATES NA NA NA 20
DRAINAGE PROJECTS DESIGNED IN-HOUSE NA NA NA 3
EPA ANNUAL INSPECTIONS OF CITY OWNED INDUSTRIAL
FACILITIES 7 6 6 7
STORM WATER SAMPLES TAKEN: 45 12 20
VAULTS 12
LAKES 8
HAZARDOUS SPILLS REPORTS COMPLETED NA NA NA 35
PROGRAMS IMPLEMENTED FOR EPA PERMIT
COMPLIANCE NA NA NA 12
DRAINAGE EASEMENTS MAINTAINED NA NA NA 20
STORM WATER UTILITY
NEW ENTRIES 9,000 500 600 500
MAINTENANCE ADJUSTMENTS 9,000 10,000 5,000 5,000
CUSTOMER COMPLAINTS HANDLED NIA NIA NIA 50
257
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
JC Ill ··~-·
SENIOR CIVIL ENGINEER
INDUSTRIAL CHEMIST
SENIOR ENGINEERING TECHNICIAN
ENGINEERING TECHNICIAN
SECRETARY
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$213,613
$4,347
$7,887
$32,628
$21,107
$0
$279,582
JOB
GRADE
314
307
409 . 405
405
258
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$205,495 $256,270 $222,128
$5,124 $6,472 $7,685
$5,968 $38,468 $64,914
$44,032 ,$173,748 $182,359
$121,260 $3,715 $0
$0 $0 $0
$381,879 $478,693 $477,066
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98.
1 1 1
2 2 0
2 2 2
1 1 1
1 1 1
7 7 5
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_LUBBOCK-City of __ _
· PT,ANNIED
\ PROGRESS
INTERNAL SERVICE FUND
Top:
1953 wheel alignment at the Lubbock City Garage.
Bottom:
In 1997 city of Lubbock Fleet Services Department uses engine analyzers to do
tune-ups and computerized tire balancing.
Overview
INTERNAL SERVICE FUND
1997-98 APPROVED BUDGET
The Internal Service Fund includes seven sections that provide services to other City
departments. The fund's sections are: Fleet Services, Facilities Management, Central
Warehouse, Print Shop, Information Services, Communications, and Environmental
Compliance. Expenditures for Internal Service Fund operations are directly offset by charges
to user departments. Fees and services are designed to be equal to or more favorable than
services offered in the private market. For fiscal year 1997-98, the Internal Service Fund
continues to place an increased emphasis on quality service and cost recovery to minimize
costs to user departments.
The Fleet Services section will continue to focus on total quality service, enhanced cost
recovery and reduction of the auto parts inventory for FY 1997-98. The City will evaluate a
consolidated fleet structure. This section will be more proactive in the maintenance of vehicles
and equipment, i.e. preventive maintenance, state inspections, registration, etc.
Implementation of a new incentive pay plan will reward the technicians for their increased
productivity. The Fleet section will generate $1,650,128 in revenue for FY 1997-98;
expenditures total $1,650,128.
Facilities Management is comprised of two centers: Custodial and Building Services. In
November 1995 the Custodial Services function was privatized with two separate custodial
contracts being awarded. Both contracts expire October 31, 1997, with a new contract
becoming effective November 1, 1997. Revenues and expenditures for Custodial Services
equal $654,192. Building Services will continue the implementation of a comprehensive
architectural, engineering and maintenance program. This center will also be very active
managing capital projects, with life to date budgets of over $15 million, that extend the useful
life of City facilities and reduce maintenance costs. Revenues and expenditures for this center
equal $929,441.
The Print Shop provides printing services and coordinates printing jobs with outside vendors.
In addition, this center also provides distribution of office supplies and mail. The Warehouse
provides a ready supply of commonly used items for quick access by City departments and a
limited stock of less common items that can not be readily found in commercial stores.
Warehouse surcharges are currently at 15 percent to pay for the full cost of this service. The
combined sections will generate $608,406 in revenue for FY 1997-98; combined expenditures
total $533,769.
Information Services is comprised of two centers: Information Services and the Radio Shop.
The former will be extremely active during 1997-98 supporting several computer systems
including GIS, the internet, two Library systems, the Civic Center Booking System while also
providing day-to-day, routine assistance in organizing and processing data and information;
Oversight of the implementation of the new telephone system and development of computer
telephony applications will be a focal point for 1997-98. The switchboard operations will be
part of the Public Information Office beginning in FY 1997-98. Information Services will
259
generate $2,925,092 in revenue for FY 1997-98. Over seventy-five percent of this revenue
comes from data processing charges to Electric Operations and the General Fund. The
former will contribute $1,262,111, while $920,989 comes from the latter. The remaining
$916,745 will be paid by the other Enterprise Funds, Community Development and outside
entities. Expenditures by Information Services equal $2,885,678. The Radio Shop will
continue to support and maintain the 800 MHz radio system, mobile data terminals and traffic
radar units for the Police Department, radio ·paging systems, emergency sirens and light
systems, etc. Revenue for the Radio Shop will equal $217,000, while its expenditures will total
$200,682. .
Communication Services serves as the vital link between the citizens and the public safety
departments. This center has focused on ensuring timely response to emergency calls for
service through enhanced training opportunities for staff. Communication Services will
generate $1,680,343 in revenue for FY 1997-98. Telephone revenue of $225,808 will cover
after hour and weekend switchboard operations. The remaining revenue will come from the
Public Safety departments with Police paying eighty (80) percent and Fire paying twenty (20)
percent. This equates to $1,120,414 and $280,103 respectively for use of the 9-1-1
emergency dispatch system. Communication Services will expend $1,680,343.
An Environmental Compliance office was created during FY 1994-95 to focus on
environmental regulations. The Environmental Compliance staff will work as a central point of
contact with responsibility for conducting audits and for facilitating compliance with Federal,
State and local environmental laws. Revenues and expenditures total $221,305 for FY 1997-
98.
The two bar graphs below depict a five year history of the net operating revenue generated by
each section for the years FY 1994 through Approved FY 1998.
NET OPERATING RE\IENUE FY FY 1994• APPROVED 1996
Fleet and Information Services
Thousands
NET OPERATING REVENUE FY FY 1994· APPROVED 1996
Facil!ies Mgt, Print ShopJ\/1/arehouse, Comm. and Env. CompL
Thousands
100
50
0 14!!~=::iiil::!~ii=i=='.==:!~;1
-50 ---
·100 .)--------------; -150 ___________ __,.
Faciltiel; Mgt Communication Print/Warehouse E1111lr. Com.
For 1997-98, Internal Service operations will produce $8,885,907; fund expenditures total
$8,755,538. The remaining balance of $130,369 will remain in the Internal Services Fund as
fund balance.
260
,-
,...,
,.... City of Lubbock ,.... SUMMARY OF REVENUES AND EXPENDITURES
,.... INTERNAL SERVICES FUND
r ,.... ACTUAL ORIGBUDG REVISED APPROVED
r"· ACQQU~I O1:SQBIPIIQ~ jSS5-S§ jftS§-SZ 1996-SZ HlSZ-&~
REVENUES: ,....
Custodial Services 591,493 563,409 563,409 654,192 ,...., Building Services 947,200 962,040 962,040 929,441 ,.... Communication Services 1,603,603 1,722,638 1,679,469 1,680,343
Fleet Services 1,696,836 1,594,084 1,594,084 1,650,128 ,....
Warehouse 333,109 285,000 285,000 322,564 ,.... Printing & Office Supplies 231,148 254,277 254,277 285,842 ,...., Information Services 2,366,381 2,661,491 2,601,491 2,925,092
,.... Radio Shop 148,993 186,475 186,475 217,000
Environmental Compliance 120,502 157,739 157,739 221,305 r =-----------------------------------------------,.... TOTAL REVENUES 8,039,265 8,387,153 8,283,984 8,885,907 ,....
OPERA TING EXPENDITURES: r STRATEGIC PLANNING
(""'\ Custodial Services 590,781 563,409 563,409 654,192
r'· Building Services 863,128 962,040 962,040 929,441
,....
Total Strategic Planning 1,453,909 1,525,449 1,525,449 1,583,633 r
r POLICE & FIRE
("'. Communication Services 1,652,584 1,722,638 1,679,469 1,680,343
,--. Total Police & Fire 1,652,584 1,722,638 1,679,469 1,680,343
r
("', FINANCIAL SERVICES
Fleet Services 1,365,388 1,508,065 1,548,537 1,650,128 ,....
Central Warehouse 228,729 230,686 230,686 247,927 ,.... Printing & Office Supplies 242,571 254,277 · 254,277 285,842 ,....
r. Total Financial Services 1,836,688 1,993,028 2,033,500 2,183,897
r GENERAL GOVERNMENT ,...., Information Services 2,030,208 2,661,491 2,601,491 2,885,678
r Radio Shop 145,282 184,687 184,687 200,682
Environmental Compliance 106,468 157,739 157,739 221,305 ,....
,.... Total General Government 2,281,958 3,003,917 2,943,917 3,307,665 ,.... =-----------=---------== =----=-===--------------r TOTAL OPERATING EXPENDITU 7,225,139 8,245,032 .8,182,335 8,755,538 ,.....
,,...
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261
City of Lubbock
SUMMARY OF REVENUES AND EXPENDITURES
INTERNAL SERVICES FUND
AQQQU~I Qi;SQB!eIIQ!':-:1
OTHER EXPENDITURES:
Gain/Loss From Operations
Miscellaneous Expenses
Bond Interest
TOTAL OTHER EXPENDITURES
RESERVES AND RETAINAGES:
TOTAL RESERVES/RETAININGS
TOTAL FUND EXPENDITURES
REMAINING BALANCE
ACTUAL ORIGBUDG REVISED APPROVED
1S95-96 1SS!2-97 199§-97 19SZ-f.U3
(225,428) 0 0 0
331,140 0 0 0
95,265 0 0 0
200,977 0 0 0
0 0 0 0
0 0 0 0
============ ============ ============ ============
7,426,116 8,245,032 8,182,335 8,755,538
============ ============ ============ ============
613,149 142,121 101,649 130,369
262
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GENERAL GOVERNMENT
INTERNAL SERVICE FUND DEPARTMENTS
City Council
Boards
&
Commissions
City Manager
I I
Information Environmental
Services Compliance
1Rad10 Shop j
263
CENTER
INFORMATION SERVICES -3411
MISSION
IFORMATION SERVICES PLANS AND PROVIDES FOR THE EFFICIENT OPERATION AND UTILIZATION OF INFORMATION TECHNOLOGY
AND COMMUNICATIONS. THE INFORMATION SERVICES ENVIRONMENT INCLUDES THREE IBM AS/400'S, SEVEN RS/6000'S, THREE DEC
MINI-COMPUTERS AND 24 LOCAL AREA NETWORKS. THERE ARE 21 APPLICATIONS RUNNING ON THE MINI-COMPUTERS ANO OVER 80
DIFFERENT TYPES OF MICRO APPLICATIONS BEING SUPPORTED ON 823 WORKSTATIONS. INFORMATION SERVICES ALSO MAINTAINS
A TELECOMMUNICATION NETWORK WITH MULTIPLE PBX SWITCHES AND CONNECTIONS VIA FIBER OPTICS, ISDN AND T-1'S.
GOALS/OBJECTIVES/SOURCE
1. CONTINUE LONG RANGE PLANNING AND IMPLEMENTATION OF A COMMUNICATIONS INFRASTRUCTURE INCORPORATING
TELECOMMUNICATIONS, FIBER OPTICS, 800 MHZ RADIO, 900 MHZ RADIO ANO OTHER RF SPECTRUM$. SEEK COOPERATIVE
FUNDING SOURCES ANO DEVELOP USAGE PLAN FOR THE INFRASTRUCTURE.
2. EXPAND THE IMPLEMENTATION OF THE WORK ORDER SYSTEM.
3. IMPLEMENT A CITY INTRANET, INCLUDING MSOS, FORMS GENERATION, POLICIES AND PROCEDURES, ETC.
4. EXPAND THE INTERNET CAPABILITIES AVAILABLE TO THE CITY EMPLOYEES AND TO THE CITIZENS OF LUBBOCK.
5. DEVELOP COMPUTER TELEPHONY APPLICATIONS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 '1997-98
HELP LINE CALL SHEETS 4,122 5,987 4,850 5,500
LP&L SYSTEMS USERS 91 169 247 250
FINANCIAL SYSTEM USERS 398 452 465 465
PUBLIC SAFETY SYSTEMS USERS 135 585 585 585
LIBRARY PUBLIC ACCESS COMPUTERS 27 54 64 60
ELECTRONIC MAIL USERS 697 900 860 1,000
MICRO/NETWORK USERS 999 1,213 1,160 1.400
PLANNING/CODES/PERMIT SYSTEM USERS 55 120 116 24
GIS WORKSTATIONS 12 16 30 40
INTERNET USERS 0 4 250 300
MDT USERS 0 75 209 209
264
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
•t-Ul '"-~· DIRECTOR , INFOJCOMM. SERVICES
INFORMATION SERVICES MANAGER
SYSTEMS ANALYST
LEAD PROGRAMMER ANALYST
SENIOR PROGRAMMER ANALYST
PROGRAMMER/ANALYST
PROGRAMMER
DATABASE ADMINISTRATOR
COMMUNICATIONS ANALYST
DATA PROCESSING OPERATIONS MANAGER
ADMINISTRATIVE SECRETARY
BOOKKEEPER
SWITCHBOARD OPERATOR
NEW POSITION
OTHER EMPLOYEES:
INTERN
COMPUTER OPERATOR
TOTAL
ACTUAL
1994-$15
$1,104,198
$57,212
$544,767
$168,484
$119,318
$0
$1,993,979
JOB
GRADE
317
313
311
310
308
307
313
312
310
407
407
404
315
813
809
265
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$1,253,796 $1,404,361 $1,447,370
$51,000 $63,700 $56,778
$522,649 $550,662 $798,474
$140,318 $506,889 $506,248
$61,945 $75,879 $76,800
$0 $0 $0
$2,030,208 $2,601,491 $2,885,678
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 0
1 1 1
1 1 1
6 6 6
4 6 1
1 1 0
3 4 4
1 1 1
1 1 1
1 1 1
0 1 1
1 0 0
2 2 0
0 0 1
1 1 2
2 2 1
J
26 29 27
CENTER
RADIO SHOP • 2241
MISSION
THE RADIO SHOP IS RESPONSIBLE FOR MINIMIZING THE SHORT AND LONG -TERM COSTS OF OPERATING TWO-WAY RADIO SYSTEMS.
THE RADIO SHOP MANAGES AND MAINTAINS PUBLIC SAFETY, PUBLIC WORKS, EMS AND LISD RADIO COMMUNICATION AND DATA
SYSTEMS.
THE RADIO SHOP PROVIDES MAINTENANCE FOR TRAFFIC RADAR UNITS , RADIO PAGING SYSTEMS, SOUND SYSTEMS,
COMMUNICATION CONNECTING LINKS, EMERGENCY SIRENS, EMERGENCY LIGHT SYSTEMS, AUTOMATED FUEL SYSTEM, VIDEO
CAMERAS, VIDEO MONITORS, AND CLOSED CIRCUIT TELEVISION.
GOALS/OBJECTIVES/SOURCE
1. ENHANCE AND EXPAND THE CITY'S COMMUNICATION INFRASTRUCTURE. (STRATEGIC PLAN)
* FINALIZE IMPLEMENTATION OF THE BAILEY COUNTY WATER WELL FIELD 800 MHZ SYSTEM. (STRATEGIC PLAN)
2. PROVIDE A RELIABLE RADIO SYSTEM INFRASTRUCTURE.
* PERFORM QUARTERLY PREVENTIVE MAINTENANCE ON RADIO INFRASTRUCTURE EQUIPMENT, EMERGENCY POWER
GENERATORS AND RADIO EQUIPMENT BUILDINGS.
• IMPLEMENT A MONITOR AND ALARM SYSTEM FOR NOTIFICATION OF INFRASTRUCTURE PROBLEMS.
3. PROVIDE HIGH QUALITY OF SERVICE FOR CUSTOMER'S RADIO EQUIPMENT.
•ATTEND TRAINING AS REQUIRED TO PROVIDE COMPETENT SERVICE.
IMPLEMENT CUSTOMER SURVEY TO MONITOR CUSTOMER SATISFACTION.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
CITY RADIOS ON VOICE SYSTEM 1,162 1,350 1,472 1,500
MOTS ON SYSTEM 0 75 209 215
OUTSIDE AGENCY RADIOS ON VOICE SYSTEM 0 30 65 98
WORK ORDERS ISSUED 1,490 1,480 1,250 1,300
«
266
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SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
IICl 11 ••n•-•
ELECTRONIC TECHNICIAN Ill
ELECTRONIC TECHNICIAN II
ELECTRONIC TECHNICIAN I
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$119,149
$2,212
$1,346
$9,320
$0
$0
$132,027
JOB
GRADE
515
513
508
267
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$123,742 $129,417 $142,983
$2,218 $3,978 $3,841
$2,943 $2,959 $2,834
$16,379 $48,333 $45,024
$0 $0 $6,000
$0 $0 $0
$145,282 $184,687 $200,682
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
1 1 1
3 3 3
CENTER
ENVIRONMENTAL COMPLIANCE· 1117
MISSION
THE ENVIRONMENTAL COMPLIANCE DEPARTMENT IS RESPONSIBLE FOR IDENTIFICATION AND RESOLUTION OF ENVIRONMENTAL
ISSUES: REGULATORY COMPLIANCE OVERSIGHT, GUIDANCE AND MONITORING; COORDINATION OF POLICY, TECHNICAL AND LEGAL
ACTIVITIES TO DEVELOP EFFECTIVE ENVIRONMENTAL STRATEGIES; MONITORING OF ENVIRONMENTAL LEGISLATION AND
APPRAISING THE CITY MANAGER'S OFFICE OF SITUATIONS, POTENTIAL SITUATIONS.AND CORRECTIVE MEASURES, IN A COST
EFFECTIVE AND INNOVATIVE MANNER.
GOALS/OBJECTIVES/SOURCE
ENSURE COMPLIANCE BY ALL CITY DEPARTMENTS WITH ALL ENVIRONMENTAL REQUIREMENTS PROMULGATED BY THE
ENVIRONMENTAL PROTECTION AGENCY, TEXAS DEPARTMENT OF HEALTH, AND THE TEXAS NATURAL RESOURCES CONSERVATION
COMMISSION, TO ATTAIN THE CITY MANAGER'S GOAL OF ACHIEVING 100 PERCENT ENVIRONMENTAL COMPLIANCE.
1. COORDINATE ASBESTOS AND LEAD REGULATION COMPLIANCE ISSUES, INCLUDING STAFF TRAINING PROGRAMS,
CONSTRUCTION/DEMOLITION AGENCY NOTIFICATION COMPLIANCE, IMPLEMENTATION OF AN O&M TEAM, AND ASSESSMENT OF
266 CITY STRUCTURES. .
2. EVALUATE AND MINIMIZE WASTE STREAMS OF VARIOUS DEPARTMENTS, AND ACHIEVE MORE FAVORABLE WASTE GENERATOR
CLASSIFICATIONS.
3. PROVIDE OVERSIGHT OF THE DOD ENVIRONMENTAL CLEANUP OF REESE AIR FORCE BASE, TO PROTECT COMMUNITY INTERESTS
IN THE BASE PROPERTY, AND ENHANCE REDEVELOPMENT OPPORTUNITIES.
4. FOCUS ON COMPLIANCE OF ALL DEPARTMENTS WITH THE TEXAS HAZARD COMMUNICATION ACT, INCLUDING EVALUATION OF AN
ORGANIZATION-WIDE ON LINE MSDS SYSTEM.
5. ENHANCE ECONOMIC DEVELOPMENT BY ASSISTING INDUSTRIAL PROSPECTS WITH RESEARCH ON EPA AND TNRCC
ENVIRONMENTAL REQUIREMENTS.
6. MANAGE ENVIRONMENTAL REMEDIATION OF CONTAMINATED FIRE TRAINING SITES.
SOURCE: STRATEGIC PLANNING PROCESS
ACTMTY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED
MEASURES 1994-95 1995-96 1996-97
DEPARTMENTAL ENVIRONMENTAL INQUIRIES
ANSWERED WITHIN 48 HOURS 90% 90%
ENFORCEMENT ACTIONS SUCCESSFULLY
ADDRESSED 90% 90%
ENVIRONMENTAL COMPLIANCE CONSULTATIONS 45
ENVIRONMENTAL DEFICIENCIES CORRECTED 20 300
CONTAMINATED SITES MANAGED 2
DEPARTMENTAL CONTACTS PERTAINING TO ENVIRONMENTAL
COMPLIANCE ISSUES 650 975
AGGREGATE FINES OR PENALTIES FOR ENVIRONMENTAL
VIOLATIONS, ALL DEPARTMENTS <$25,000 <$25,000
TEXAS HAZARD COMMUNICATION ACT
COMPLIANCE INSPECTIONS 50 50
ASBESTOS INSPECTIONS 30 65
268
APPROVED
1997-98
95%
90%
50
300
2
975
<$25,000
50
147
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
ICIHI 1 •11n-•
ENVIRONMENTAL COMPLIANCE MANAGER
ENVIRONMENT AL COMPLIANCE SPECIALIST II
BUILDING SERVICES MANAGER
OTHER EMPLOYEES:
ADMINISTRATIVE INTERN, PART TIME
TOTAL
ACTUAL
1994-95
$0
$0
$0
$0
$0
$0
$0
JOB
GRADE
316
308
312
806
269
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$80,217 $119,646 $177,481
$12,009 $11,029 $11,012
$260 $1,418 $3,096
$13,981 $24,501 $29,715
$0 $1,145 $0
$0 $0 $0
$106,467 $157,739 $221,304
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
0 0 1
1 1 1
3 3 4
-I
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FINANCIAL SERVICES
INTERNAL SERVICE FUND DEPARTMENTS
City Council
Boards
&
Commissions
City Manager
Financial
Services
I I I
Fleet
Print Shop Warehouse Services
270
CENTER
GARAGE -AUTO PARTS -3525
MISSION
FLEET SERVICES PROVIDES SERVICE FOR CITY OWNED VEHICLES AND EQUIPMENT. SERVICES INCLUDE SCHEDULED PREVENTIVE
MAINTENANCE, SPECIAL TY REPAIRS, MINOR, AND MAJOR VEHICLE REPAIRS AS REQUIRED. FLEET SERVICES IS RESPONSIBLE FOR
VEHICLE AND EQUIPMENT HISTORY FILES, TITLES, LICENSE PLATES, WARRANTIES, SPECIFICATIONS, ASSIGNMENT TO
DEPARTMENTS, FUEL, TAX REIMBURSEMENT AND FINANCIAL REPORTS. IN ADDITION, FLEET SERVICES MAINTAINS AN AUTO PARTS
INVENTORY REQUIRED TO MAINTAIN AND OPERATE THE CITY'S FLEET AND MANAGE THE OPERATION OF THE CITY'S AUTOMATED
FUEL SYSTEM.
GOALS/OBJECTIVES/SOURCE
1. REDUCE FLEET COSTS BY $1,500,000 TO 3,000,000 OVER THE NEXT SEVEN YEARS BY PROVIDING A COMPREHENSIVE PREVENTIVE
MAINTENANCE PROGRAM.
* SCHEDULE PREVENTIVE MAINTENANCE INSPECTIONS
2. MAINTAIN THE LOWEST COST FOR FLEET OPERATION AND MAXIMUM VEHICLE AVAILABILITY TO CITY DEPARTMENTS.
• CONTINUE TO SELL AND IMPROVE PREVENTIVE MAINTENANCE PROGRAM TO CITY DEPARTMENTS.
* RECOMMEND REPLACING OLDER VEHICLES WHEN THE COST TO OPERATE AND MAINTAIN THEM IS HIGHER THAN A NEW
VEHICLE.
* IMPLEMENT JOINT OIL ANALYSIS PROGRAM FOR HEAVY AND MEDIUM HEAVY DUTY VEHICLES AND EQUIPMENT.
3. OPERATE IN A COST RECOVERY MODE AND PROVIDE THE LOWEST VEHICLE MAINTENANCE COST TO
DEPARTMENTS.
* PROVIDE IN HOUSE SERVICES FOR QUALITY, COST SAVINGS AND REDUCED TURN-AROUND TIME. UTILIZE OUTSIDE PROVIDERS
WHEN APPROPRIATE.
4. DEVELOP AND IMPLEMENT AN INCENTIVE PAY PLAN FOR ALL TECHNICIANS WHICH WILL INCREASE PRODUCTION AND REWARD
INDIVIDUAL EFFORT.
* REWARD TECHNICIAN FOR EACH AUTOMOTIVE SERVICE EXCELLENCE (ASE) EARNED.
* REWARD TECHNICIAN FOR EACH BILLABLE HOUR THEY WORK BEYOND THE SET STANDARD OF 138 A MONTH.
5. CENTRALIZE THE CITY'S FLEET UNDER ONE OWNERSHIP, FLEET SERVICES.
* REDUCE FLEET BY PULLING VEHICLES INTO ONE PULL.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL
MEASURES 1994-95
NUMBER OF PM'S PERFORMED 3,490
QUALITY CONTROL INSPECTIONS 0
CUSTOMER SATISFACTION 0
AVERAGE DAILY OPEN WORK ORDERS/QUARTER (INHOUSE) 0
AVERAGE DAILY OPEN WORK ORDERS/QUARTER (OUTSIDE)
VENDOR 0
REDUCE ON-HAND PARTS INVENTORY 183,016
271
ACTUAL REVISED
1995-96 1996-97
3,500 4850
0 760
75 80
0 14
0 14
150,067 150,000
APPROVED
1997-98
5,000
760
85
10
10
150,000
I---
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $1,047,009 $1,057,555 $1,150,090 $1,224,426
SUPPLIES $53,020 $68,634 $65,174 $75,556
MAINTENANCE $76,236 $63,609 $70,818 $76,191
OTHER CHARGES $164,123 $167,023 $192,905 $205,437
CAPITAL OUTLAY $28,088 $8,508 $69,550 $68,518
REIMBURSEMENTS $0 $58 $0 $0
TOTAL $1,368,476 $1,365,387 $1,548,537 $1,650,128
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
.... " ·--· FLEET SERVICES MANAGER 312 1 1 1
FLEET MAINTENANCE MANAGERS 307 2 2 0
FLEET COORDINATOR 307 1 1 1
TECHNICIAN Ill 510 2 2 2
PARTS WORKER Ill 509 1 1 1
TECHNICIAN II 509 10 10 11
PARTS WORKER II 507 1 1 1
TECHNICIAN I 506 5 5 2
PARTS WORKER I 503 3 3 3
TECHNICIAN HELPER 503 2 2 0
SECRETARY 405 1 1 1
INTERMEDIATE CLERK TYPIST 403 1 1 0
SERVICE WRITER 506 0 0 3
SENIOR SERVICE WRITER 509 0 0 2
SERVICE COORDINATOR 307 0 0 1
BOOKKEEPER 407 0 0 1
FLEET SERVICES SUPERVISOR 305 0 0 2
OTHER EMPLOYEES:
PART TIME PERMANENT PosmoNS
TECHNICIAN HELPER 503 5 5 3
.
TOTAL 35 35 35
272
CENTER
WAREHOUSE -3521
MISSION
TO DELIVER QUALITY, COST-EFFECTIVE SUPPORT TO FACILITATE DEPARTMENTS THAT PROVIDE DIRECT SERVICE TO CITIZENS BY
RECEIVING, STORING, ANO MAINTAINING PROPER STOCK LEVELS TO SUPPORT USER REQUIREMENTS ANO BY SAFEGUARDING ANO
PROPERLY ACCOUNTING FOR ALL MATERIALS STORED AT THE CENTRAL WAREHOUSE.
GOALS/OBJECTIVES/SOURCE
1. MAINTAIN LOW COST OF PROVIDING SERVICE (STRATEGIC PLAN).
2. CONTINUE TRAINING DEPARTMENTS IN JOE SYSTEM (MISSION STATEMENT)
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
ANNUAL RATE OF STOCK TURNOVER 2 2 2.2 2.3
ITEMS STOCKED IN INVENTORY 3,550 3,500 2,800 2,318
RATIO OF STOCK ITEMS TO EMPLOYEE 590 875 700 580
EMPLOYEES TRAINED IN JOE INVENTORY 15 11 25 15
273
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $201,144 $145,454 $145,060 $150,422
SUPPLIES $4,847 $6,157 $5,768 $7,217
MAINTENANCE $11,340 $16,161 $14,825 $13,579
OTHER CHARGES $56,542 $52,842 $65,033 $70,592
CAPITAL OUTLAY $0 $8,114 $0 $6,117
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $273,873 $228,728 $230,686 $247,927
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
I.Ill ·--· SUPERINTENDENT OF WAREHOUSE 309 1 0 0
WAREHOUSE LEADER 509 1 1 1
STOREKEEPER 504 1 1 1
WAREHOUSE WORKER 503 2 1 1
SENIOR ACCOUNT CLERK 407 1 1 1
OTHER EMPLOYEES:
TOTAL 6 4 4
274
CENTER
PRINT SHOP • 3523
MISSION
TO DELIVER QUALITY, COST-EFFECTIVE SUPPORT TO FACILITATE DEPARTMENTS THAT PROVIDE DIRECT SERVICES TO CITIZENS BY
PROVIDING PRINTING, COPYING, OFFICE SUPPLIES AND MAIL DISTRIBUTION TO SUPPORT USER REQUIREMENTS.
GOALSIOBJECTIVES/SOURCE
1. ACCOUNTABILITY, ACCEPTING RESPONSIBILITY AS STEWARDS OF PUBLIC RESOURCES AND INVESTING PRIDE IN OUR WORK.
• PROVIDE QUALITY ECONOMICAL PRINTING AND COPYING, OFFICE SUPPLIES, MAIL DISTRIBUTION AND DELIVERY SERVICE
TO ALL DEPARTMENTS AS REQUIRED.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
PRINTING AND COPYING SALES 337,430 270,500 251,198 274,000
XEROX SALES 52,880 52,175 60,000 46,000
OFFICE SUPPLY SALES 296,503 312,490 300,237 350,000
275
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED SUMMARY 1994-95 1995-96 1996-97 1997-9B
PERSONAL SERVICES $127,800 $135,281 $142,684 $149,188
SUPPLIES $2,884 $2,639 $3,734 $3,046
MAINTENANCE $29,569 $32,440 $36,500 $55,674
OTHER CHARGES $69,322 $68,821 $71,359 $73,856
CAPITAL OUTLAY $19,796 $3,390 $0 $4,078
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $249,371 $242,571 $254,2TT $265,842
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
1~1111 ··--·
PRINT SHOP SUPERVISOR 304 1 1 1
MAIL CLERK 406 1 1 1
OFFICE SUPPLY CLERK 404 1 1 1
OFFSET EQUIPMENT OPERATOR 506 1 1 1
MATERIAL HANDLER 404 1 1 1
OTHER EMPLOYEES:
TOTAL 5 5 5
276
-'
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,-
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STRATEGIC PLANNING SERVICES
INTERNAL SERVICE FUND DEPARTMENTS
City Council
Boards
&
Commissions
City Manager
Strategic
Planning
Building -Services
277
CENTER
BUILDING SERVICES -2511
MISSION
TO MINIMIZE SHORT AND LONG-TERM COSTS ASSOCIATED WITH THE OPERATION, INSTALLATION, CONSTRUCTION, AND RENOVATION
OF FACILITIES AND EQUIPMENT USED IN SERVICE DELIVERY TO CITIZENS. TO ENSURE THE VALUE, EFFICIENCY, SAFETY, AND
SECURITY OF CITY FACILITIES AND PRIVATE SERVICE CONTRACTS UTILIZED BY CITY STAFF AND THE PUBLIC.
NOTE: THE BUILDING MAINTENANCE DEPARTMENT WAS MOVED FROM THE GENERAL FUND TO INTERNAL SERVICES IN FY 1995-96
AND COMBINED WITH BUILDING SERVICES. GENERAL FUND NUMBERS ARE NOT REFLECTED IN THE ACTUAL 1994-95 COLUMN ON THE
EXPENDITURES SUMMARY.
GOALS/OBJECTIVES/SOURCE
1. EXTEND THE USEFUL LIFE OF CITY FACILITIES AND REDUCE THE COSTS OF FACILITY MANAGEMENT BY IMPLEMENTING A
COMPREHENSIVE ARCHITECTURAL, ENGINEERING, AND MAINTENANCE PROGRAM. (STRATEGIC PLANNING PROCESS)
* IMPROVE THE SAFETY AND COST-EFFECTIVENESS OF FACILITIES MANAGEMENT FACILITIES THROUGH ANALYSIS OF EXISTING
ARCHITECTURAL, MECHANICAL, AND ELECTRICAL SYSTEMS AND ACCURATE SCHEDULING OF PREVENTIVE MAINTENANCE
ITEMS BY THE FIRST QUARTER OF 1997-98.
* REVISE AND UPDATE THE MUNICIPAL FACILITIES AND SYSTEMS IMPROVEMENTS CAPITAL PROJECTS FUND (INCLUDING
SUBSTANTIAL FACILITIES OPERATED AND MAINTAINED BY OTHER DEPARTMENTS BY THE FOURTH QUARTER OF 1997-98
RESULTING IN MORE ACCURATE PREDICTIONS OF LONG RANGE COSTS FOR FACILITY RENOVATION OR REPLACEMENT.
* INCREASE THE PERCENTAGE OF CAPITAL PROJECTS HANDLED BY FACILITIES MANAGEMENT.
2. ENSURE THE SAFETY OF ALL CITY EMPLOYEES AND PRIVATE CITIZENS THROUGH ASBESTOS MANAGEMENT PLANNING FOR
MUNICIPAL BUILDINGS IDENTIFIED AS HAVING PROBLEMATIC ASBESTOS CONTAINING MATERIALS. (STRATEGIC PLANNING
PROCESS
• PROVIDE INSPECTION OF, ANALYSIS OF ASBESTOS CONTAINING MATERIALS, AND A COMPREHENSIVE ASBESTOS MANAGEMENT
PLAN FOR 212 CITY FACILITIES BY THE FOURTH QUARTER OF 1997-98.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
SQUARE FOORAGE OF BUILDINGS MAINTAINED BY 522,474 532,900 543,326 544,727
FACILITIES MANAGEMENT (FM) (POTENTIAL ADDITIONAL
FACILITIES FOR 98-98 INCLUDING LHA, OLD PARKS, &
FINE ARTS CENTER WOULD BRING TOTAL TO 640,471)
REQUESTS FOR MAINTENANCE SERVICE 16,150 16,380 10,284 10,000
SQUARE FOOTAGE OF BUILDING WITH CUSTODIAL 365,430 523,218 554,483 554,483
SERVICES CONTRACT MANAGED BY FM (94-95 WAS
IN-HOUSE)
FACILITY LISTINGS UPDATED (MF&SICP) 2 8 45 275
CAPITAL PROJECTS MANAGED BY FM 41% 60% 54%
278
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
:..,,,., l•nnr-•
FACILITIES MANAGER
BUILDING SERVICES MANAGER
BUILDING & ENERGY MNGMT ADMIN
BUILDING SERVICES SUPERVISOR
SECRETARY
BUILDING MAINTENANCE TECH Ill
BUILDING MAINTENANCE TECH II
BUILDING MAINTENANCE TECH I
FACILITIES MAINTENANCE MANAGER
OTHER EMPLOYEES:
Part Time Engineering Tech
TOTAL
ACTUAL
1994-95
$123,367
$1,816
$0
$15,287
$0
$0
$140,470
JOB
GRADE
316
312
310
306
405
510
508
506
312
807
279
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$370,324 $439,158 $427,738
$19,285 $23,759 $25.211
$98,982 $111,043 $122,729
$374,536 $359,757 $352,364
$0 $28,323 $1.400
$0 $0 $0
$863,127 $962,040 $929,442
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 0 0
1 1 1
1 0 0
1 1 1
1 1 1
1 2 2
5 4 4
0 1 1
0 1 1
12 12 12
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POLICE/FIRE
INTERNAL SERVICE FUND DEPARTMENTS
City Council
Boards
&
Commissions
City Manager
I
Police Fire
Department Department
-Communication ,-
Center
280
CENTER
COMMUNICATIONS CENTER -2231
MISSION
TO PROVIDE POLICE OFFICERS, FIRE FIGHTERS AND CITIZENS WITH PUBLIC SAFETY COMMUNICATIONS BY ANSWERING INCOMING
EMERGENCY AND NON-EMERGENCY CALLS FOR SERVICE AND DISPATCHING THE APPROPRIATE PERSONNEL IN A TIMELY MANNER.
GOALS/OBJECTIVES/SOURCE
SOURCE: CITY COUNCIL GOAL #5 -HOT BUTTON ISSUE #3.
1. ENHANCE PERSONNEL KNOWLEDGE AND SKILLS.
• PROVIDE OPPORTUNITY TO ATTEND TRAINING SEMINARS, APCO AND NENA CONFERENCES; AND IN-HOUSE TRAINING.
• PROVIDE ADVANCED TRAINING FOR SUPERVISORY STAFF.
2. IMPLEMENT STANDARDIZED TRAINING PROGRAM.
• DEVELOP AND MAINTAIN TRAINING MANUAL AND TESTING PROCEDURES.
• BASIC STRUCTURE COMPLETED BY MAY, 1998.
3. DEVELOP AND MAINTAIN DEPARTMENTAL POLICY GUIDELINES.
* TO BE COMPLETED BY DECEMBER, 1997.
4. EXPAND AND UPGRADE DEPARTMENTAL LIBRARY.
• EXPAND TO THREE LEVELS; HISTORICAL, VARIOUS POLICIES AND PROCEDURES MANUALS, AND TRAINING AND EQUIPMENT
OPERATION MANUALS.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
ACTIVITIES
SWITCHBOARD CALLS 551,554 387,376 395,124 15,416
(AFTER HOURS & WEEKENDS)
POLICE CALLS 194,222 203,918 207,996 220,192
(DISPATCHED RUNS & OTHER SERVICE CALLS)
FIRE CALLS 5,956 7,176 7,320 6,830
(DISPATCHED RUNS & OTHER SERVICE CALLS)
9-1-1 TELEPHONE CALLS 80,071 81,672 83,305 75,426
PAGING 3,291 1,572 1,603 1,724
PERFORMANCE MEASURES
DISPATCH TIME (MINUTES)
POLICE (EMERGENCY CALLS) 1.5 1.5 . 1.5 1.5
FIRE (EMERGENCY CALLS) 0.50 0.50 0.50 0.50
EMS TRANSFER 0.25 0.25 0.25 0.25
TELECOMMUNICATOR CERTIFICATION 100% 79% 100% 100%
TLETS ERROR MESSAGES NIA NIA 13 9
281
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
.... ,,. ··--·
COMMUNICATION CENTER MANAGER
COMMUNICATION CENTER MANAGER
ADMINISTRATIVE SECRETARY
COMMUNICATION SHIFT SUPERVISOR
COMMUNICATION TRAINING SUPERVISOR
PUBLIC SAFETY DISPATCHER II
PUBLIC SAFETY DISPATCHER I
OTHER EMPLOYEES:
TOTAL
ACTUAL
1994-95
$1,301,232
$22,355
$12,927
$133,330
$26,100
$0
$1,495,944
JOB
GRADE
314
310
407
307
307
410
408
282
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$1,487,447 $1,506,303 $1,486,394
$16,409 $18,500 $23,837
$4,143 $1,951 $21,747
$143,526 $147,016 $146,940
$1,059 $5,700 $1,425
$0 $0 $0
$1,652,584 $1,679,470 $1,680,343
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 0 0
0 1 1
1 1 1
6 5 4
1 1 1
12 15 19
23 20 16
44 43 42
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___ LUBBOCI< ~ City of _____ _
PI,ANN JE:.o
PROGRESS
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SELF INSURANCE
Top:
The Sears building was acquired by the City of Lubbock during F¥ 1982-83 and
the Municipal Building was established at this location in Novembet; 1984.
Bottom:
August, 1997 front view of Municipal Building located at 1625 13th Street.
overview
SELF INSURANCE FUND
1997-98 APPROVED BUDGET
The Self Insurance Fund was established to account for self insurance general liability,
health claims, and worker's compensation liability. Like the Internal Service Fund, Self
Insurance generates its revenue through charges to other departments.
There are two functions in the Self Insurance Fund. The Self Insurance -Risk
Management section performs worker's compensation, liability insurance and other
commercial insurance monitoring. The Self Insurance -Health provides for
administration, reinsurance and claims for all related benefits. Revenue for the Self
Insurance -Risk Management center totals $3,887,672. Revenue for the Self Insurance ·
-Health is $9,923,025.
Worker's Compensation covers the cost to the City for injuries to employees incurred on
the job. This cost is distributed to each center based upon the center's exposure. For
FY 97-98, Worker's Compensation charges total $2,130,337. More than eighty-eight
percent of this revenue comes from the General Fund, the Water Fund, the Electric
Fund and the Solid Waste Fund combined. The remaining twelve percent comes from
the remaining enterprise funds, Internal Service Fund, Self-Insurance Fund and
Community Development Fund.
Liability insurance covers the cost to the City for third party liability claims. This cost is
distributed to each center based upon the center's liability exposure and actual claims
· frequency. Revenue is generated by charges to departments which total $1,445, 135 in
FY 97-98. Of the approved amount, 36 percent of the revenue for liability claims comes
from the General Fund while Electric Operations provides another 35 percent. The
remaining 29 percent of the revenue comes from the Internal Service Fund and other
Enterprise Funds.
Within the Self Insurance Worker's Compensation area, safety is the primary focus. In
FY 95-96, an additional person was added to the center to assist with safety training, as
. well as with safety audits throughout the city organization. Since the addition of the
Safety Coordinator, over 71 audits have been conducted throughout the city.
The Self Insurance -Risk Management center will produce $3,887,672 in revenue
during FY 97-98 as compared to $3,749,790 last year. These funds will be used to pay
for operating expenditures and worker's compensation and liability claims. Operating
expenditures are budgeted at $202,644 this year. The increase is attributed to the Self
Insurance -Risk Management center now funding half of a city attorney's salary and
benefits. The attorney has been added to work on general liability claims.
· The main responsibility of Self Insurance -Health is to administer the City's health
benefits. This section internally tracks the charges related to employee benefits to help
maintain a healthy Self Insurance Health Fund. Operating expenditures for this center
total $136,427 for FY 97-98. The increase in operating expenses is attributed to two
283
additional personnel added during the FY 96-97 revised process. To provide quality
customer service, two Benefits Specialists were added to the staff.
During the last fiscal year, a Benefits Committee made up of a diverse group of City
employees was established to review the current health plan and make
recommendations regarding plan design. With the help of this committee, the City will
continue to provide a quality health plan and continue to evaluate alternatives to help
minimize escalating health care costs.
284
r~,
r
City of Lubbock
SUMMARY OF REVENUES AND EXPENDITURES
SELF INSURANCE-RISK MANAGEMENT
ACTUAL ORIG BUDG REVISED
ACCOUNT DESCRIPTION 1995-96 1996-97 1996-97
EXPENDITURES:
SELF INSURANCE (155,596) (164,820) (164,820)
TOTAL EXPENDITURES (155,596) (164,820} (164,820)
REVENUES
INT-INTEREST ON INVESTMENTS 250,598 221,000 221,000
PREM-WORKERS COMP CLAIMS 2,130,548 2,083,656 2,083,656
PREM-LIABILITY PREM TO DEPT 1,466,409 1,445,134 1,445,134
TOTAL REVENUES 3,847,555 3,749,790 3,749,790 ---
VARIANCE 3,691,959 3,584,970 3,584,970
285
APPROVED
1997-98
(202,644)
(202,644}
312,200
2,130,337
1,445,135
3,887,672
3,685,028
-.
City of Lubbock . I\
SUMMARY OF REVENUE AND EXPENDITURES ,r--..
SELF INSURANCE FUND • HEAL TH ,,-..
r",
ACCOUNT ACTUAL ORIGINAL REVISED APPROVED ,-.,,.
DESCRIPTION FY 1995-96 FY 1996-97 FY 1996-97 FY 1997-98 ,,_
----------------
Beginning Balance 1,194,722 1,623,528 1,623,529 1,775,761 .~ !-
REVENUE
,_
Interest/ Surplus Prop. 163,454 166,000 166,000 167,800 r",
Prem-Group Hospital 5,574,326 6,393,605 6,256,746 6,789,397 r"
Prem.Group Dental 545,939 627,481 560,568 644,653
I'"
Prem-Basic Life 59,243 54,600 57,152 57,152 ,,,....,
Prem-Optional Life 295,451 384,280 306,341 315,531
Prem-Depend & Child Life 31,030 36,686 38,526 38,526 r,
Prem-Personal Accident 78,978 68,198 79,797 79,797 ,,..,..,,
Prem-Retiree/COBRA 864,749 1,100,000 1,219,915 1,437,234 ,-
Prem-LTD 162,797 211,250 228,092 234,935 r",
Prem.Cancer Insur 117,785 158,262 157,686 158,000 r,
Total Revenue 7,893,752 9,200,362 9,070,823 9,923,025 r",
,,--,.,
r"
EXPENDITURES
/~
Claims 5,125,376 9,144,843 6,597,914 7,587,601 ,.-.,
Plan Design Changes (213,991)
Washington Nat'I/Trustmark 1,732,033 1,412,783 1,554,061 ,-
Credit for Early Retirement (358,543) ('""'
lnsurnational/UICI (Claims Admin) 335,808 368,104 386,509 ,,,-.,
City Paid Life 22,039 ,-
Personal Accident 81,971 79,797 79,797 r'
Long Term Disability 339,091 228,092 234,935 f~
Cancer Insur 123,663 157,686 157,686 r"
Operating Center Exp 63,510 57,628 74,215 136,427 r"'.
-------r' Total Expenditures 7,464,948 9,202,471 8,918,591 9,923,025
;""'.
Net Revenue 428,804 (2,109) 152,232 (0) .-
/"'
Ending Balance 1,623,528 1,621,421 1,775,761 1,775,761 ·-,-,-
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HUMAN RESOURCES
SELF INSURANCE FUND
City Council
Boards
&
Commissions
City Manager
Human
Resources
I I
Self Insurance-Self Insurance -
RiskMgl Health
287
CENTER
SELF-INSURANCE -3113
MISSION
THE PURPOSE OF THE SAFETY SECTION IS TO IDENTIFY AND COORDINATE PROGRAMS AND POLICIES TO MINIMIZE PREVENTABLE
LOSSES IN ALL CITY OPERATIONS.
GOALS/OBJECTIVES/SOURCE
1. IMPROVE ALL WORKING ENVIRONMENTS FOR EMPLOYEES' AND CITIZENS' SAFETY IN ALL PUBLIC AREAS.
* INSPECT 30 MAJOR SITES ANO PUBLIC AREAS TO ASSIST DEPARTMENTS WITH LOSS PREVENTION.
2. REDUCE COST OF LOSSES ANO INSURE THE FINANCIAL STABILITY OF THE SELF-INSURANCE FUND.
* STRIVE TO INCREASE SELF-INSURANCE FUND RESERVES THROUGH REDUCTION OF CLAIMS AND COSTS.
• TARGET DEPARTMENTS WHICH HAVE A HIGH INCIDENCE OF LOSSES INDICATED BY PREVIOUS YEARS' COSTS.
WORK WITH THESE DEPARTMENTS TO IDENTIFY AND TARGET AREAS TO MINIMIZE FUTURE LOSSES.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 '"1995-96 1996-97 1997-98
WORK SITE INSPECTIONS CONDUCTED 12 6 20 30
ON-THE.JOB INJURIES SUSTAINED 300 301 290 280
LOST TIME INJURIES 110 57 100 95
PREVENTABLE VEHICLE ACCIDENTS 57 81 53 48
DOC CLASSES HELD 12 11 11 11
LIABILITY CLAIMS PROCESSED 280 251 260 250
DAYS LOST TO INJURY 440 1,090 1,000 900
288
---!
·r
EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 . 1996-97 1997-98
PERSONAL SERVICES $89,437 $133,862 $137,234 $156,209
SUPPLIES $4,283 $1,720 $5,718 $5,521
MAINTENANCE $850 · $809 $775 $4,729
OTHER CHARGES $10,091 $17,503 $16,381 $36,185
CAPITAL OUTLAY $2,611 $1,703 $4,712 $0
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $107,272 $155,597 $164,820 $202,644
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
&,.I II I 1 •nn-•
RISK MANAGER 310 1 1 1
SAFETY AND LOSS PREVENTION COORDINATOR 306 1 1 1
ADMINISTRATIVE SECRETARY 407 1 1 1
OTHER EMPLOYEES:
TOTAL 3 ~ 3
289
CENTER
SELF-INSURANCE HEAL TH -3119
MISSION
PROVIDE A COMPREHENSIVE BENEFITS PACKAGE.
GOALS/OBJECTIVES/SOURCE
1. EXPLORE THE POSSIBILITY OF ADDING THE FOLLOWING BENEFITS TO THE CURRENT PACKAGE:
• VISION CARE
• SECTION 125
CAFETERIA 125
SPENDING ACCOUNTS
• PREPAID LEGAL
• TEXAS TOMORROW COLLEGE FUND
• POST-TAX SAVINGS PLAN
• FINANCIAL COUNSELING SERVICES
2. STRENGTHEN BENEFITS CUSTOMER SERVICE BY:
• ON-LINE COMPUTER CAPABILITIES
• CROSS-TRAINING OF PAYROLL/INSURANCE STAFF
• PROVIDE ASSISTANCE IN CLAIMS FILING AND INTERPRETATION
3. PROVIDE BENEFITS EDUCATIONAL PROGRAMS
* BENEFITS FAIR
• ANNUAL BENEFITS STATEMENT
• GROUP MEETINGS
ACTMTY/QUAUTY/PERFORMANCE
MEASURES
BENEFITS CHANGES PROCESSED
BENEFITS QUESTIONS RESOLVED WITHIN
2DAYS.
HEALTH CLAIMS PROCESSED.
CLAIMS PROCESSED IN 14 DAYS.
PRESCRIPTIONS DISPENSED
GENERICS DISPENSED
NAME BRANDS DISPENSED
290
ACTUAL ACTUAL
1994-95 1995-96
0 0
0% 0%
39,675
0% 0%
0 31,766
37%
63%
REVISED
1996-97
2,250
0%
20,500
0%
16,500
45%
55%
APPROVED
1997-98
4,500
85%
41,000
75%
33,000
45%
55%
-
{~--
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EXPENDITURE ACTUAL ACTUAL REVISED APPROVED
SUMMARY 1994-95 1995-96 1996-97 1997-98
PERSONAL SERVICES $41,993 $47,928 $63,832 $107,305
SUPPLIES $0 $497 $1,650 $2,300
MAINTENANCE $0 $6 $0 $1,033
OTHER CHARGES $0 $1,627 $4,482 $25,789
CAPITAL OUTLAY $0 $0 $4,257 $0
REIMBURSEMENTS $0 $0 $0 $0
TOTAL $41,993 $50,058 $74,215 $136,427
PERSONNEL JOB ACTUAL REVISED APPROVED
SCHEDULE GRADE 1995-96 1996-97 1997-98
1-ill I 1•nn-•
BENEFITS/PAYROLL COORDINATOR 310 1 1 1
BENEFITS SPECIALIST 407 0 1 2
OTHER EMPLOYEES:
TOTAL 1 2 3
291
I'
,-
!
__ LUBBOCK -City of ____ _
PI,ANN IE:D
PROGRESS
TRANSIT FUND
Top:
In 1942 the Lubbock Bus Company for the City of Lubbock advertised war bonds.
Bottom:
In 1997 Citibus advertising and serving the Texas Tech University Campus.
Overview
TRANSIT ENTERPRISE FUND
1997-98 APPROVED BUDGET
The Transit fund contains the City's contribution towards operation of Citibus routes, the
demand response service, special services, subscription services, the Texas Tech
subsystem, and the trolleys. This fund operates to provide citizens of Lubbock with
dependable and economical public transportation. Operations are funded by federal
grants, state grants, fare box revenues, a city contribution and advertising sales.
Citibus carried 1,203,077 passengers in 1994-95 and 1, 147, 117 for 1995-96. The
proposed ridership for 1996-97 and 1997-98 is 1,057,310. Demand response service
ridership is also up. Ridership is expected to increase 26.3% from Fiscal Year 1994-95 .
to 1997-98. Total passengers is anticipated to be 30,500 more than the Revised
amount of 3,340,010. The base fare for a fixed route is $.75 and the fare for Demand
Response Service is $1.50.
Currently, the Transit Fund is operating the Downtown Transfer Center. This facility was
constructed in downtown Lubbock to provide a sheltered transfer area for over 2,100
passengers per day. The Transfer Plaza also allows for off street parking of buses,
providing a safer traffic flow and passenger protection.
Approved 1997-98 Revenues and Expenditures
The City's Total Contribution to the Transit Fund is $879,200 which is the same level of
funding from Fiscal Year 1996-97. Citibus revenue for capital assistance from the
. Federal Government is expected to increase $596,000 for the upcoming budget year
making up for more than 50% of the total $1,095,000 increase in the Transit Fund.
Another significant revenue increase (33%) is derived from Other Revenue. This source
of funding is comprised of Fare Box, Texas Tech University and Route Guarentee. The
advertising revenue is obtained from local businesses who purchase a vinyl covering
with their logo that attaches to the outside of the Citibus. Some companies who have
already participated include Texas Tech University, Kinkos, and Sonic.
Expenditures are expected to increase $1,095,000 from Approved 1996-97 budget. The
major increases are in capital expenditures which includes land and building acquisition,
landscaping and construction of passenger amenities.
292
FISCAL YEAR 1997 •98
SUMMARY OF REVENUES AND EXPENDITURES
TRANSIT FUND
ACTUAL BUDGET REVISED
DESCRIPTION FY 1995•96 FY 1996•97 FY 1996•97
··--------------··-----------·-----------·-·-----
REVENUES:
Grant Revenues:
Federal Operating Assistance $1,454,907 $1,550,000 $1,117,105
State Operating Assistance 343,900 429,817 663,712
Federal Capital Assistance 550,636 640,000 683,200
Federal Planning Assistance 56,800 56,800 56,800
State Planning Assistance 54,000 54,000 54,000
Other 0 0 0 ------------------------------
Total Grant Revenue 2,460,243 2,730,617 2,574,817
Contribution from City:
City Operating Assistance 607,258 705,000 694,200
City Capital Assistance 137,659 160,000 · 170,800
City Planning Assistance 14,200 14,200 14,200
-------------------------------
Total Contribution from City 759,117 879,200 879,200
Other Revenue:
Fare Box 734,088 700,000 877,666
Texas Tech University 470,155 502,000 532,000
Route Guarantee 33,594 63,183 94,000 -----------------------
Total Other Revenue 1,237,837 1,265,183 1,503,666
------------- -------------------
Total Revenues: $4,457,197 $4,875,000 $4,957,683 ----------·-------------------
OPERA TING EXPENDITURES:
Operations $3,643,902 $3,950,000 $3,978,683
Capital 688,295 800,000 854,000
Planning 125,000 125,000 125,000 ------------------------
Total Operating Expenditures $4,457,197 $4,875,000 $4,957,683 --------------------------
Total Fund Expenditures $4,457,197 $4,875,000 $4,957,683
============= ------------============
Remaining Balance $0 $0 $0
293
APPROVED
FY 1997•98 ------
1,200,000
800,000
1,236,000
61,600
·48,000
60,000 -----
3,405,600
614,800
249,000
15,400 ------··
879,200
880,000
635,200
170,000 -----
1,685,200 ------
$5,970,000 --------
$4,300,000
1,545,000
125,000 ---------
$5,970,000 ---------
$5,970,000
------------
$0
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TRANSPORTATION SERVICES
TRANSIT FUND
City Council
Boards
&
Commissions
City Manager
Transportation
Services
Transit I
294
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•
,
-LUBBOCK-City of ___ _
PI,ANNlE:D
i PROGRESS
!
I
ECONOMIC DEVELOPMENT
Top:
Downtown Lubbock view in front of First National Bank located on Main Street
and Texas Avenue during the early 1900's.
Bottom:
View of Buddy Holly Avenue in the Depot District in 1997. The renovated Cactus
Theater and newly attracted business are part of the revitalization of this area.
The revitalization also includes ornamental lighting and streetscaping. The City
Council approved $380,000 in FY 1997-98 for streetscape improvements within
the Depot District.
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ECONOMIC DEVELOPMENT FUND/HOTEL-MOTEL FUND
1997-98 APPROVED BUDGET
ECONOMIC DEVELOPMENT FUND OVERVIEW
The FY 1997-98 property tax allocation includes 3 cents to the economic development fund. This
is equivalent to $1,706,940 at 100% collections.
Market Lubbock, lnc.(MLI)
This entity was created by the City Council in FY 95-96 to enhance and encourage economic
development and job creation and to facilitate the development of new industries. MLI has
completed several successful retention/expansion and industrial attraction projects over the past
year. These projects, which included $2.3 million in incentives, created 212 local jobs, and had a
combined new investment of $28.7 million.
Market Lubbock, Inc. is funded by 3 cents of the property tax allocation, earned interest on
investments and the Cricket baseball ticket surcharge. Total revenues for MLI are budgeted at
$1,767,540 in FY 97-98. Economic development efforts this year will focus on business retention
and expansion as well as industrial attraction. The cost/benefit ratio is currently: For every $1
invested -$14 is received in return. This ratio is based on the Incentive Cost of $2,385,000 and
the Benefit (Investment and Payroll of business) of $33,777,855.
Cricket Baseball Ticket Surcharge
Revenues generated from the Cricket Baseball Ticket surcharge are projected to be $50,000 for
the 1997-98 fiscal year. Thls revenue is derived from a 50 cent surcharge for every home game
Cricket ticket sold.
Texas Tech Small Business Development Center/Contract Procurement Center
Market Lubbock, Inc. also funds operations of the Texas Tech Small Business Development
Center. This center provides management and technical assistance and contract procurement
assistance to the community's small businesses as well as assisting local businesses importing
and exporting products.
HOTEL-MOTEL FUND QYEBYJEW
During FY 94-95, the City of Lubbock appointed a citizen committee to evaluate the current
distribution of the Hotel/Motel Tax and recommend allocations which were subsequently adopted
by a Council ordinance. The approved allocation of expenditures is listed in this section.
29S
Economic Development Fund
( continued)
Marketing, Entertainment, Travel, Tourism, & Sports, Inc. (M.E.T.T.S.)
Convention and Tourism Bureau of Lubbock (CTBL)
The Convention and Tourism Bureau is responsible for planning and implementing an effective
destination marketing program which creates an atmosphere and positive image designed to
increase convention, group tour and tourism travel into Lubbock. The approved budget for FY
1997-98 is $998,997 but the distribution of Hotel-Motel funds is budgeted at $900,005 leaving a
variance of $98,992 to be funded by other sources.
Lubbock Sports Authority
The Lubbock Sports Authority's mission is to market Lubbock as the Sports Capital of West Texas
and Eastern new Mexico and to maintain current and aggressively solicit new sports conventions,
tournaments, events and organizations that have a positive economic impact to the City of
Lubbock, enhancing the entertainment options in the City. The approved budget for FY 1997-98 is
$228,038 but the distribution of Hotel-Motel funds Is budgeted at $239,999 leaving a variance of
$11,961.
296
-
r
r
r
City of Lubbock
SUMMARY OF REVENUES AND EXPENDITURES
ECONOMIC DEVELOPMENT FUND
EC DEVELOPMENT INCENTIVE
ACCOUNT DESCRIPTION
REVENUES:
Eco Dev Allocation of Prop Tax
Interest Income
Cricket Ticket Surcharge
TOTAL REVENUES
OPERATING EXPENDITURES:
Market Lubbock Inc
Bus Development Support Service
TTU/SBDC
Total Operating Expenditures
OTHER EXPENDITURES AND RESE
Airport Capital Projects
Industrial Development Reserve
Transfer to Reese Redevelopment
Total Other Expend & Reserves
Total Fund Expenditures
Remaining Balance
ACTUAL
1995-96
1,629,289
157,830
34,282
1,821,401
4,641,346
172,141
207,111
5,020,598
0
1,809,295
300,000
2,109,295
7,129,893
(5,308,492)
ORIGBUDG
1996-97
1,643,320
238,000
50,000
1,931,320
1,931,320
0
0
1,931,320
0
0
0
0
1,931,320
0
297
REVISED
1996-97
1,643,320
238,000
50,000
1,931,320
1,931,320
0
0
1,931,320
0
0
0
0
1,931,320
0
APPROVED
1997-98
1,706,940
10,600
50,000
1,767,540
1,767,540
0
0
1,767,540
0
0
0
0
1,767,540
0
City of Lubbock
Summary of Revenues and Expenditures
Hotel Motel Tax -Economic Development
HOTEUMOTEL TAX
ACTUAL ORIGBUDG
ACCOUNT DESCRIPTION 1995-96 1996-97 -------
REVENUE
HOTEL MOTEL TAX 2,072,604 :1,898,600
TOTAL REVENUE 2,077,604 1,898,600
EXPENSES/EXPENDITURES
ARTS AND RELATED ITEMS 0 0
CONVENTION ANO TOURISM 890,402 816,400
SPECIAL PROJECTS FOR PROMOTI 0 0
HOTEL TAX RESERVE 0 0
GENERAL FUND 0 0
CONVENTION INCENTIVE 0 0
CIVIC CTR RENOV & MKTING 593,601 414,700
LUBBOCK ARTS ALLIANCE 118,720 . 113,900
MUNICIPAL ARTS ADMINISTRATION 118,720 113,900
VISITOR INFO CTR ADMINISTRATIO 22,260 19,000
. INBO TOUR TRAV AIRPORT MKTIN 22,260 19,000
VISITING PART & SPECT SPORTS M 237,440 208,800
TOURISM RESERVE FUND 74,200 75,900
DEBT SERVICE 0 0
HOTEL & MOTEL -CIVIC CENTER 0 117,000
TRANSFER TO GEN FUND PCMF 0 0
TOTAL EXPENDITURES 2,077,603 1,898,600
REMAINING BALANCE 1 0
298
REVISED
1996-97
---
:1,898,600
1,898,600
0
816,400
0
0
0
0
414,700
113,900
.113,900
19,000
19,000
208,800
75,900
0
117,000
0
1,898,600
0
APPROVED
1997-98 ------
2,:1QQ,OOQ
2,100,000
0
900,005
0
0
0
0
387,775
120,000
120,000
22,500
22,500
239,999
75,000
0
212,221
0
2,100,000
0
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HOTEUMOTEL TAX
APPROVED 1997-98 BUDGET
During FY 94-95, the City of Lubbock evaluated the current distribution of the Hotel/Motel Tax and
modified the allocations through a Council ordinance. The approved allocation of expenditures of
the Municipal Hotel Occupancy tax for FY 97-98 is as follows:
Civic Center Renovation and Marketing 2.000 cents
This will renovate the interior of the Civic Center to update the current 1970's look with newer
aesthetics and functional improvements. Use marketing efforts to increase usage of municipal
facilities.
Convention and Tourism Bureau 3.000 cents
The goal of convention and leisure tourism is to Increase hotel occupancy.
Lubbock Arts Alliance
Dedicating funds to underwrite local visual and performing arts programs.
Municipal _Arts Administration
.400 cent
.400 cent
Need to build or renovate the existing facility that offers a suitable environment for the visual arts
and visitor information center, with an allocation for administrative services to be focused on
raising funds and programming.
Visitor Information Center Administration .075 cent
Central location for all information on what to see and do in Lubbock. This will be used for
operating costs only. Funds from the Municipal Arts Administration will be used to help raise the
funds to build this facility.
Inbound Tourist Travel Airport Marketing
Focus on accessibility and position Lubbock as mini-hub of the Southwest.
Visiting Participatory & Spectator Sports Marketing
.075 cent
.800 cent
Focus on recruiting spectator and participatory sporting events, promoting Lubbock as a viable
music and film venue.
Tourism Reserve Fund .250 cent
This Is a reserve where a portion of the tax fund will be put Into a reserve to go toward special
projects or unanticipated events that can only be allotted with Council approval.
299
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COMMUNITY DEVELOPMENT
Top:
Unveiling of the 1994 Chatman Hill Community Development Block Grant
entrance neighborhood sign.
Bottom:
1997 view of a renovated residential structure located in the Chatman Hill
Community Development Block Grant neighborhood.
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Overview
COMMUNITY DEVELOPMENT
1997-98 APPROVED BUDGET
The 1997-98 Community Development budget is comprised of two cost centers:
Community Development Administration and Community Development Housing. The
focus of the Community Development section Is on Improving the living environment In
areas of Lubbock showing slum and blight by arresting decline and helping
neighborhood residents secure and maintain a better way of life. The Administration
center serves as a contract and monitoring entity, while the Housing section focuses on
home ownership assistance and the preservation and revitalization of older.
neighborhoods and development of vacant lots within the city.
Funding for the section's activities consist of Community Development Block Grants
(CDBG) as well as grants for Emergency Shelter, Community Services Block Grant,
HOME · Investment Partnership Program, Homeownership for People Everywhere and
Weatherization.
Approved 1997-98 Revenues and Expenditures
The grant revenue for the Community Development Fund is obtained from the
Department of Housing and Urban Development (HUD). These funds are used to
operate the two main functions of the City of Lubbock's Community Development
section. The Administration center is funded primarily through CDBG with only a portion
(14%) being covered by CDBG funded projects; Emergency Shelter; and HOME grants.
The Housing center is funded by CDBG; Community Services Block Grant; CDBG
projects; HOPE; and Weatherization.
For 1997-98, the Community Development Administration cost center is budgeted to
expend $378,092 and Housing, $404,498. Total approved operating expenditures are
$782,590. This amount varies from year to year depending on the percentage of funds
obtained from other grant funding sources and the amount of CDBG distributed to
administration costs.
Annually. the City Council reviews and makes recommendations on the utilization of
Community Development Resources. For FY 97-98, a total of $5,696,952 has been
allocated for community projects, infrastructure and housing needs. This includes
funding towards street paving, neighborhood coordination and beautification, health and
youth programs as well as homeless prevention.
300
1997-1998 Projected Use of Community Development Resources by Grant /"'""''\
··•··•····•i•••tmtfilfi§i}#.i"#lr•r.f,ft#t?illii#ffij•i.JIIltt{ ::•r:r•ttJ:I•lMl:iIWIIIItitiiJI!!:I•Iltt:tiliII••::••············ :·•·•·•'. .. : Oversight & Monitoring $ 4,300.00
Renovation -Walker House $ 16,000.00
Operations -Walker House $ 5,475.00
Homeless Prevention -Salvation Army $ 25,800.00
Essential Services -Salvation Army $ 5,000.00
Renovation-South Plains Children's Shelter $ 525.00
Billy Meeks Center Renovation-MHMR $ 10,200.00
Essential Services -Women's Protective Services $ 18,700.00
:ilijg~pttr ~t~PMrt~$\~t@P~l?l~tnnmr:1tM@n :J;;@•t rn•• wHMtii· mm:·:: ffi • :: §~,.o,.Q9.~.,9 •: :
JiiiitlQM.,€:fiifiqfii#.tl!#:ttd:itil!IBC:il1ri#:mt:r:iI•••i::::tIJ[:i:::IJ]tlliltttt:J@i/Itrn:Mi:::::!1Ill:lUt•tIII
Oversight & Monitoring $ 101,600.00
Lease-Purchase Program-Community Housing Resource Board $ 152,400.00
Elderly Housing -Community Housing Resource Board $ 250,000.00
Reconstruction -Housing Department $ 512,000.00
;::f ({\mp~~tJijfR~§Mts1·({\r~H~~1~M•m: n:rn:M:mm: :n,mr::@;M••··rnrt M11rrn;1$1m1~;l)~9;ijg)J'M
:::::coiii6Uiiilfii1)6ettrnmetit:Jilildk/GfiiiiiPfOtifini=i:· l_i.'l.l.l.? .. i: .. _!i.l .. :.l:.·_:._!:.::_• .. :i .•. ::_·:_::.·!_·i.~.·i.l.i.l.:.·i.i.l.l .. \l.l.:.i.:.\.lt_;:_·: .... \_=:.\.::.i.·1.}_~.i.;.j·(.l ...... •.; .•. :;·•.i .•. :: .. :1 .. ·.l .. : .. 1::_::.\.:: .•. :: .•.. :;_,.:;_:.:_·;.·;.i .•. ·1.;. ll.l.i.·.lj.l.i ... :j.i.•l.l.-l.l.li. !_l.i.l.i.l.i.·;.::.i.l_:l.:,:.: _::.' __ ::_1 ... 1;.'·.::.).-i .• _:i.·:.:.i.i .. .: •••••.••• ,., ......... , .•.•.•.• ··•···· •.. )•,r::: •.•.. , ............ · ...•. ~ ...................... , . ..::. ..•.•••.•.•.•••.• : •.•. ..::, .•. , .• :·.••·•·•·•·•·· ... •·•·•·''•·•·•···•~· .. ;._ ....... ,}•. . . .
Oversight & Monitoring $ 367,264.00
City Attorney $ 44,067.00
Indirect Costs $ 50,000.00
Housing Delivery Services $ 392,506.00
Housing Rehabilitation $ 740,000.00
Barrier Free Living $ I 00,000.00
Roofing Loan Program $ 50,000.00
Paint the Town $ 45,000.00
Land Disposition $ I 5,000.00
Emergency Home Repair $ 325,000.00
Lead-Based Paint Removal Program $ 85,000.00
Pilot Paint Program for Seniors $ 50,000.00
Downpayment/Closing Cost Loans-Lubbock Housing Finance Corp. $ 125,000.00
Neighborhood Beautification $ 50,000.00
Acquisition-Child Advocacy Center $ 500,000.00
Shelter Construction-Women's Protective Services $ 400,000.00
Street Paving $ 200,000.00
Literacy Outreach-Lubbock Area Coalition $ I 5,000.00
Girl Power-Lubbock Regional Council on Alcohol & Drug Abuse $ 23,000.00
Neighborhood Coordination $ 30,698.00 r
Child Care Initiative-Catholic Family Services $ 50,000.00
Child Care Fee Assistance -Early Leaming Centers $ 8,125.00
SMART Youth Program-Fine Arts Center $ 35,000.00
SMART Moves -Boy's & Girl's Club $ 9,350.00
Keys to Homeownership-Lubbock Housing Finance Corp. $ 25,000.00
Graffiti Removal $ 50,000.00
Step Up To Health $ 8,000.00 r
YWCA Day Camp Expansion -YWCA ofLubbock $ 7,355.00
YW-Care Expansion Project-YWCA ofLubbock $ 5,177.00
Neighborhood Associations-Lubbock United Neighborhood Assoc. $ 22,202.00 r-
Youth Program-Fourth Corp $ 5,000.00 ---Summer Youth Program-Parks and Recreation $ 75,000.00
Contractor Apprentice Program-LHA, Local Contractors $ 100,000.00
Court Ordered Visitation Enforcement-COVE, Inc. $ 10,000.00
Business Facade Improvements $ 200,000.00
Microenterprise Loan Program $ 175,000.00
Environmental Inspection Services $ 150,000.00
Contingency Fund $ 52,208.00
•:rrn(Ilmiigi!'lf [r{~§ifi~lt/filll!f;Illil}i{i,llIJIJJIIlf I[J:l.IIItt•tlJtlifttrnlff ll!f !;f $);~~:itti r
TOTAL RESOURCES AVAILABLE: $ 5,696,952.00
301
HEAL TH & COMMUNITY SERVICES
COMMUNITY DEVELOPMENT FUND DEPARTMENTS
City Council
Boards
&
Commissions
City Manager
Health &
Community
Services
I I
Administration Housing
Section
302
CENTER
COMMUNITY DEVELOPMENT -ADMINISTRATION· 4439
MISSION
AS PART OF THE COMMUNITY DEVELOPMENT AND NEIGHBORHOOD INITIATIVES DEPARTMENT, THE COMMUNITY DEVELOPMENT
DEPARTMENT FOCUSES ON IMPROVING THE LIVING ENVIRONMENT IN AREAS OF LUBBOCK SHOWING SLUM AND BLIGHT BY
ARRESTING DECLINE AND HELPING NEIGHBORHOOD RESIDENTS SECURE AND MAINTAIN A BETTER WAY OF LIFE. THE
DEPARTMENTS RESOURCES COME FROM FEDERAL ENTITLEMENT FUNDS AND STATE FUNDS (I.E. THE COMMUNITY DEVELOPMENT
BLOCK GRANT, EMERGENCY SHELTER GRANT, HOME GRANT, HOPE GRANT, WEATHERIZATION STATE GRANT, & COMMUNITY
SERVICES STATE GRANT. THE DEPARTMENT ACTS AS A PASS-THROUGH OF FUNDS AND MONITORS THE DIRECT SERVICE
PROVIDERS AND RECIPIENTS FOR PROGRAM PERFORMANCE/COMPLIANCE AS ESTABLISHED BY LOCAL, STATE AND FEDERAL
GUIDELINES.
GOALS/OBJECTIVES/SOURCE
1. TO DEVELOP AND IMPLEMENT STRATEGIC PLANNING IN DEALING WITH THE USE OF ALL FEDERAL, STATE, AND LOCAL
RESOURCES. * TO PLAN, IMPLEMENT, AND MONITOR THE CDBG, ESG, HOME, AND CSBG PROGRAMS TO STABILIZE AND IMPROVE
DETERIORATING NEIGHBORHOODS, ADDRESSING INFRASTRUCTURE, HOUSING ECONOMIC DEVELOPMENT, AND PUBLIC
SERVICE NEEDS.
• TO SUPPORT THE ADMINISTRATION OF THE STATE WEATHERIZA TION PROGRAM AND HOPE Ill PROGRAM.
• TO DEVELOP CONTINGENCY PLANS FOR FEDERAL OR STATE FUNDING REDUCTIONS THROUGH RETURN OF INVESTMENTS AND
PHASE-OUT OF PUBLIC SERVICE ASSISTANCE.
* TO COMPILE AND UPDATE THE CONSOLIDATED PLANNING DOCUMENT TO CONTINUE TO ACCURATELY REFLECT THE CHANGING
NEEDS OF THE COMMUNITY.
2. TO EDUCATE THE CITIZENS, NEIGHBORHOODS, AND AGENCIES ON AVAILABLE PROGRAMS AND ENCOURAGE ACTIVE
PARTICIPATION IN THESE PROGRAMS.
* TO COORDINATE AND SUPPORT EFFORTS TO IDENTIFY OPPORTUNITIES, NEEDS, PROBLEMS, AND SOLUTIONS OF
NEIGHBORHOODS.
* TO CONTINUE TO FACILITATE COORDINATION AND PARTNERSHIPS BETWEEN AND AMONG ALL AGENCIES AND INTERESTED
PARTIES IN THE COMMUNITY THROUGH CONSORTIUMS AND ASSOCIATIONS.
• TO ASSIST SERVICE PROVIDERS IN IDENTIFYING, COORDINATING, COMPILING, AND DISSEMINATING INFORMATION ABOUT
SOCIAL PROGRAMS, RESOURCES, AND RECIPIENTS OF ASSISTANCE.
3. TO CONTINUE TO MONITOR AND TRACK ACCOMPLISHMENTS AND PERFORMANCE OF SUB-RECIPIENTS FOR ALL PROGRAMS.
4. TO CONTINUE TO BUILD THE CAPACITY OF AGENCIES, THROUGH TECHNICAL ASSISTANCE, TO PERFORM DIRECT SERVICES.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
CONSOLIDATED PLAN-FIVE YEAR & ONE YEAR 1 1 1 1
MONITORING OF PASS-THROUGH GRANTS 20 35 35 35
PROJECTS COMPLETED WITHIN ONE YEAR OF CONTRACT 10% 25% 50% 50%
PROJECTS COMPLETED WITHIN BUDGET 50% 75% 90% 90%
CLIENTS SERVED THROUGH SUBS 25,000 30,000 30,000 30,000
TRAINING AGENCIES FOR CAPACITY BUILDING 1 2 2 2
TRAINING CLASSES HELD 5 10 10 10
PRESENTATIONS TO NEGHBORHOOD ASSOCIATIONS ON
COMMUNITY DEVELOPMENT PROGRAMS 10 15 15 15
PARTNERSHIP GRANTS SUBMITTED TO THE CITY
OR BY THE CITY FOR COMMUNITY PROJECTS 15 15 15 15
303
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EXPENDITURE
SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
1::111 I 1 ••11-•
COMMUNITY DEVELOPMENT DIRECTOR
SECRETARY
ADMINISTRATIVE ASSISTANT
FINANCE & CONTRACT MANAGEMENT COORDINATOR
NEIGHBORHOOD SERVICES SPECIALIST
ACCOUNT ANALYST
BOOKKEEPER
LOAN PROCESSOR
PROGRAM ANALYST
SENIOR BOOKKEEPER
•
OTHER EMPLOYEES:
PART-TIME ADMINISTRATIVE INTERN
PART-TIME CLERK (VOE)
TOTAL
ACTUAL
1994-95
$147,709
$13,085
$3,344
$58,992
$8,316
$0
$231,446
JOB
GRADE
314
405
307
309
304
307
407
304
304
409
806
801
304
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$194,294 $236,073 $273,504
$12,222 $10,950 $12,053
$2,798 $850 $38,258
$57,594 $105,187 $50,777
$10,339 $17,072 $3,500
$0 $0 $0
$277,247 $370,132 $378,092
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
1 1 1
1 1 1
1 1 1
0 1 1
2 0 3
1 1 1
0 0 1
1 0 0
0 3 0
1 1 0
1 1 1
1 1 1
10 11 11
CENTER FUD
COMMUNITY DEVELOPMENT· FIELD SERVICES • 4440 COMMUNITY DEVELOPMENT
MISSION
TO ENSURE DECENT, SAFE AND SANITARY HOUSING FOR AS MANY QUALIFYING LOW AND MODERATE INCOME FAMILIES AND
INDIVIDUALS AS FUNDING WILL ALLOW.
GOALS/OBJECTIVES/SOURCE
1. VALUE EMPLOYl;E DEVELOPMENT (SOURCE: PLANNING PARAMETER #5 OF THE CITY MANAGER STRATEGIC GOALS)
• TAKE ADVANTAGE OF TRAINING CLASSES PROVIDED BY THE CITY, BY INDEPENDENT SOFTWARE COMPANIES AND BY
AGENCIES RESPONSIBLE FOR MANDATES & REGULATIONS OF OUR PROGRAMS.
2. DEVELOP CONTINGENCY PLANS FOR REDUCTIONS OR PHASE-OUTS IN FEDERAL OR STATE FUNDING. (SOURCE: PLANNING
PARAMETER #6 OF CITY MANAGER STRATEGIC GOALS)
• INCREASE OUR INCOMING REVENUES BY EXPANDING OUR CURRENT LOAN PORTFOLIO.
3. ENSURE SAFE, DECENT, ACCESSIBLE AND AFFORDABLE HOUSING FOR CITIZENS OF LUBBOCK (SOURCE: "GOALS FOR
LUBBOCK",NEIGHBORHOOD & CITIZEN INVOLVEMENT GOAL #3).
• COMBAT HOUSING DECLINE IN TARGETED NEIGHBORHOODS THROUGH HOUSING ASSISTANCE PROGRAMS • 3.2 INCREASE
AFFORDABLE HOME OWNERSHIP THROUGH THE HOPE 3 PROGRAM. AND DIRECT HOMEOWNERSHIP ASSISTANCE PROGRAM.
• LEVERAGE STATE WEATHERIZATION FUNDS WITH FEDERAL FUNDS TO HELP COMBAT HOUSING DECLINE IN TARGET AREAS.
4. PROMOTE PRESERVATION & REVITALIZATION OF OLDER NEIGHBORHOODS AND DEVELOPMENT OF VACANT LAND WITHIN CITY
LIMITS. (SOURCE: "GOALS FOR LUBBOCK", LAND USE AND URBAN DESIGN GOAL #4)
• INCREASE DISPOSITION OF URA LAND INVENTORIES THROUGH INNOVATIVE MARKETING.
5. EXPAND THE SUPPLY OF SKILLED LABOR FOR EXISTING AND NEW BUSINESSES IN LUBBOCK THROUGH ENHANCED EDUCATION &
TRAINING OPPORTUNTIES. (SOURCE: "GOALS FOR LUBBOCK", ECONOMIC DEVELOPMENT GOAL# 3)
* INCREASE SESSIONS TO MINORITY & WOMEN BUSINESS RECRUITING MEETINGS & TRAINING SESSIONS. 5.2 PROVIDE JOBS
THROUGH PROMOTION & RETENTION OF HOME REMODELING, HOME CONSTRUCTION & INFRASTRUCTURE PROGRAMS.
6. CONTINUE TO IMPROVE COMMUNICATIONS WITHIN THE CITY ORGANIZATION AND WITH THE COMMUNITY. (SOURCE: HOT BUTTON
ISSUE #1 OF CITY MANAGER STRATEGIC GOALS. 6.1 MEET WITH NEIGHBORHOOD ASSOC.'S TO DISTRIBUTE INFORMATION.
ACTIVITY/QUALITY/PERFORMANCE ACTUAL ACTUAL REVISED APPROVED
MEASURES 1994-95 1995-96 1996-97 1997-98
ACTIVITY MEASURES:
NIDP/BMRL REHAB. CASES 35 35 35 35
WEA THERIZA TION UNITS FROM 4/97-3/98 57 58 41 39
HOPE3CASES 36 36 16 0
HOPE 3 CASES FROM SALES PROCEEDS 0 0 0 3
HOME RECONSTRUCTION CASES 0 7 15 12
DIRECT HOMEOWNERSHIP ASSISTANCE 0 32 35 0
LAND PARCELS SOLD BY 04/97 30 20 18 18
CONTRACTORS RECRUITING MEETINGS HELD 2 2 2 2
CONTRACTOR GENERAL TRAININGS HELD 2 2 2 2
TRAININGS ATTENDED BY EMPLOYEES 0 4 12 12
HOUSING CONSORTIUM MEETINGS ATTENDED 0 12 12 12
LOANS IN LOAN PORTIFOLIO 169 220 320 420
FORECLOSURES 1 0 0 0
MINORITY & WOMEN BUSINESSES RECRUITED 10 10 10 10
PERFORMANCE MEASURES:
1995 HOPE FUNDS EXPENDED 0% 30% 80% 100%
1993 HOME FUNDS EXPENDED 20% 40% 60% 100%
1994 HOME FUNDS EXPENDED 0% 75% 95% 100%
1995 HOMES FUNDS EXPEN OED 0% 0% 25% 75%
1996 HOME FUNDS EXPENDED 0% 0% 0% 40%
TARGETED NEIGHBORHOOD ASSOC. CONTACTED 0% 100% 100% 100%
95-96 21ST YEAR FUNDS EXPENDED '0% 0% 80% 100%
96-97 22ND YEAR FUNDS EXPENDED 0% 0% 50% 80%
305
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SUMMARY
PERSONAL SERVICES
SUPPLIES
MAINTENANCE
OTHER CHARGES
CAPITAL OUTLAY
REIMBURSEMENTS
TOTAL
PERSONNEL
SCHEDULE
, ..... , .. ~-·
FIELD SERVICES COORDINATOR
REHABILITATION LOAN SPECIALIST
REAL ESTATE SPECIALIST
SECRETARY
BOOKKEEPER
SENIOR CLERK TYPIST
SENIOR BUILDING CONSTRUCTION INSPECTOR
HOUSING INSPECTOR
REHAB & REDEVELOPMENT COORDINATOR
PROGRAM SPECIALIST
OTHER EMPLOYEES:
PART-TIME CLERK
TOTAL
ACTUAL
1994-95
$203,660
$11,735
$5,654
$18,999
$10,730
$0
$250,TTS
JOB
GRADE
309
303
303
405
407
404
514
512
309
303
801
306
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
$156,069 $293,257 $310,198
$10,461 $11,750 $12,004
$5,4TT $3,835 $5,527
$33,506 $35,571 $33,169
$15,551 $17,280 $43,600
$0 $0 $0
$221,064 $361,693 $404,498
ACTUAL REVISED APPROVED
1995-96 1996-97 1997-98
0 1 1
1 1 3
1 1 1
1 1 1
1 1 0
0 1 1
1 1 1
3 4 3
1 0 0
0 1 0
1 0 0
10 12 11
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,,.
City of Lubbock Expansion 1909 -1997
! z
CITY LIMITS l
NORTH
Annexations : Population
1909-1929 --1910 1,938
1930-1949 c:, 1930 20,520
1950 71,747
1950-1969 CZ!) 1970 149,101
1970-1997 1997 195,367
___ LUBBOCK -City of _____ _
Pl,ANNIED
PROGRESS
t .
-
APPENDIX
The City of Lubbock Expansion Map illustrates the development of Lubbock from
its inception to 1997. In 1997 the land area of the City of Lubbock was over 104
square miles and a population approaching 200,000 people.
INDEX OF APPENDICES
Appendix A ................................................................................ 308-311
Budget Terminology
Budget Ordinances
Append ix B ................................................... _ .......................... 315
Community Data
Appendix C .............................................................................. 317-321
Combined Budget Statement -All Funds
Capital Project Overview
Capital Projects Summaries
Operating Impact of Capital Improvement Program
Appendix D .............................................................................. 326-336
Staffing Summaries
Unfinanced Expanded Level Programs
Revenue/Expenditure Trends
Appendix E .............................................................................. 337
General Tax and Debt Statistics
Appendix F ............................................................................... 349
Financial Policies
307
BUDGET TERMINOLOGY
Activity Measures -A numerical value used to describe and evaluate work. performed in carrying out
activity. For example, "The number of alleys bladed per month."
Actual -Actual unit of measurement i.e .. revenues, expenditures.
Allot (Allotment) -To allot Is to divide an appropriation.into amounts that may be encumbered or
expended during a time period.
Audit -An examination of organization financial statements and the utilization of resources.
BCR -Budget Change Request -Used to supplement budgets or make adjustments/transfers in
budgeted funds.
Budget -A plan of financial operation that links all planned revenues and expenditures with various
municipal services. The term "budget" usually indicates a financial plan for a single fiscal year.
Budget Document -The instrument used by the budget-making authority to present a comprehensive .
financial program to the appropriation body.
Budget Message -A general discussion of the proposed budget presented in writing by the City Manager
to the City Council. The budget message includes an explanation of the principal budget items, an
outline of the City's experience during the past year and its financial status at the time of the message,
and recommendations regarding the financial policy for the coming period.
Budgeted Funds -The funds that have been formally or legally appropriated by the City Council.
Capital Improvements Program Budget - A Capital Improvement Program (CIP} Budget Is a separate
budget from the operating budget. Items in the CIP are usually construction projects or major capital
purchases designed to improve and maintain the value of the City's assets.
Capital Outlay -Expenditures which result in the acquisition of or addition to fixed assets.
0ebt Service -The City's obligation to pay the principal and interest of all bonds and other debt
instruments according to a pre-determined payment schedule.
Debt Service Fund -A fund established to account for the accumulation of resources for the payment of
principal and interest on long term debt. May also be called a Sinking Fund. ·
Department -An administrative subsection of the City which indicates management responsibility for an
operation.
Disbursement -Payment for goods and services in cash or by check.
Division -A major. administrative section of the City which indicates overall management responsibility for
a group of related departments.
308
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(Continued}
Encumbrances -The pledge to expend appropriated funds to purchase an item or service. To encumber
funds means to set aside funds for future expenditures.
Enterprise Fund - A governmental accounting fund In which the services provided are financed and
operated similar1y to those of a private business. The rates for these services are established to insure
that revenues are adequate to meet all necessary expenditures. Enterprise Funds In Lubbock are
established for services including water and sewer, electric, sanitation, the airport and the municipal golf
course.
Estimated Revenue -The amount of projected revenue to be collected during the fiscal year.
Expenditure -The actual outflow of funds paid for an asset, goods, or services obtained.
Fees -Fees are charges for services.
Fiscal Year-A 12 month period to which the annual operating budget applies. The City determines its
financial position and the results of its operations at the end of the Fiscal Year. The Fiscal Year for
Lubbock begins October 1 and ends September 30.
FTE -FTE means full time equivalent, authorized position, filled or vacant.
Fund - A fiscal and accounting entity with a self balancing set of accounts that 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 projects funds,
enterprise funds, trust and agency funds, Internal service funds, and special assessment funds.
Funding Source - A funding source is the specifically identified dollars allocated to meet budgeted
requirements, expenses.
General Fund -The fund used to account for all financial resources except those required to be
accounted for in another fund. This fund includes most of the basic operating services such as fire and
police protection, health services, parks and recreation, libraries, street maintenance, and general
administration.
General Ledger - A file that contains the accounts needed to reflect the financial position and the results
of operations of the City.
· Goals -Targets or plans that are reflective of major departmental activities.
Interdepartmental Services -Interdepartmental services are budgeted expenses for services provided by
another department.
lnterfund Transfers -Amounts transferred from one fund to another.
Internal Service Fund - A fund used to account for the financing of goods or services provided by one
department to another on a cost reimbursement basis. Some examples include the Garage, Print Shop,
Central Warehouse, and Information Services.
.L.m -To impose taxes, special assessments, or service charges for the support of City services.
309
Budget Terminology
(Continued)
Line -Item Budget -A budget that lists each expenditures category (personnel, supplies, maintenance,
etc.) separately, along with the dollar amount budgeted for each specified category.
Objectives -New projects or programs that the department anticipates developing and Implementing
during the budget year.
Operating Budget -The plans of current expenditures and the proposed means of financing them. The
annual operating budget is the primary means by which most of the financing, acquisition, spending, and
service delivery activities of a government are controlled. The use of annual operating budgets Is usually
required by law.
PCMF-Permanent Capital Maintenance Fund in any of the CIP funds; example -General, Electric,
Water, etc.
Performance Measures -Specific quantitative and qualitative measures of work performed as an
objective of the department. For example, the percentage of thoroughfares swept monthly, the
percentage of lost and runaway children located, or the percentage of library books res helved within 48
hours.
Proposed Budget -As submitted to City Council.
Quarterly -Quarterly Operations and/or Capital Reports.
Requested Budget -As submitted by departments.
Reserve -An account used to earmark a portion of fund balance to indicate that It is not appropriate for
expenditure. A reserve may also be an account used to earmark a portion of fund equity as legally
segregated for a specific future use.
Revenue -Funds that the City receives as income. It includes such items as tax payments, fees from
specific services, receipts from other governments, fines, forfeitures, grants, shared revenues, and
interest income.
Revised Budget -Mid-year approved budget.
Transfers -Transfers are the authorized exchanges of cash or other resources between funds.
Variance -Difference between budget and actual amounts.
Work Books -Departmental budget submittals including all budget work.papers, justifications, and
projections.
Year End -Unit of measurement total/balance as of September 30th.
310
,-
,-
,--
,..., , , First Reading Second Reading • I (', , Item #53 Item 1117
,,.... August 14, 1997 August 28, 1997
,,....
i I ,... ORDIN&"'lCE NO. 10006
l r,. I AN ORDINANCE APPROVING AND ADOPTING A BUDGET FOR FISCAL ,... YEAR 1997-98 PROVIDING FOR NEC ESSARY TRA.t'ISFERS OF FUNDS BETWEEN ,... ACCOUNTS AND DEPARTMENTS, IF REQUIRED; APPROPRIATE FUNDS FOR THE
r 1997-98 FISCAL YEAR. BUDGET OF THE CITY OF LUBBOCK; EST ABLISHJNG ,... CIVIl., SERVICE CLASSIFICATIONS; AND PROVIDING FOR A SAVINGS CLAUSE.
,-, 'WHEREAS, the City Manager has prepared certain figures as a 1997-98 fiscal year ,... budget and has submitted the same to the City Council; and ,...
WHEREAS, the City Manager, filed such proposed budget with the City Secretary ,..., for the fiscal year beginning October 1, 1997; and ,....,
,..., \VHEREAS, the City Secretary did post notice that such proposed budget had been
,.... filed and a public hearing called thereon by the City Council in City Hall; and
,.... WHEREAS, the City Council determined such proposed budget for fiscal year 1997-
("'i 98 to be appropriate and correct in all respects and that all requirements of the law have been ,.... satisfied; NO\V THEREFORE: ,., BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF LUBBOCK: ,...
,...., SECTION 1. THAT the budget proposed by the City Manager for the fiscal year
(;' October I, 1997, through September 30, 1998, BE and the same is hereby approved and
adopted. r ,..., SECTION 2. THAT th~ figures prepared and submitted by the City Manager for 1he
,.... 1997-98 fiscal year budget DE and th!! same are hereby approved in all respects.
,....
SECTION 3. THAT :my necessary transfer of funds between accounts, departmenu i ,-,. or programs by the City Manager for City purposes or as a result of unusual or unforseen , .
("-. conditions during the administration of the J 997-98 fiscal year budget BE and are hereby I ,... . authorized and approved. I • • I ,..., I l SECTION 4. THAT amounts set out under the 1997-98 headings ··1996-97 Rcvisc~r·
f"'"'· i I HE and are ht.~reby authorized and approved.
r, i l SECTION 5. THAT the several amounts, as set fonh in the proposed 1997-98 fisi:a1 r Ii year budget BE and are hereby nppro;,rinted to the objects and purposes named. subject to
(', I! notification in accordance with Section 3 herc:to if necessary. ,...., I f '. SECTION 6. TI lAT a copy vf the 1997-98 fiscal year budget shall be filed with ,..., i
i appropriate officii\l~ as r~quired by law. I ,-, • I ,... I I
""' I ,....
~ 311
SECTION 7. THAT in accordance with Section 7-34 of the Code of Ordinances of
the City ofLubbock, the civil service classifications and positions set forth in the 1997-98
fiscal year budget BE and the same are hereby established by Ordinance.
SECTION 8. THAT should any section, paragraph, sentence, clause, phrase or word
of this Ordinance be declared unconstitutional or invalid for any reason, the remainder of this
Ordinance shall not be affected thereby.
AND IT IS SO ORDERED.
Passed by the City Council on first reading this 14th day of August, 1997.
Passed by the City Council on second reading this 28th day ofAugust, 1997.
ATTEST:
APPROVED AS TO CONTENT:
Anna Mosqued
Director Financial Services
APPROVED AS TO FORM: ·,
~@1,u£fi h-~~1-f
D aid G. Vandiver ,
First Assistant City Attorney
DGV:gs\ccdocs\bdgt9798.ord
July 30, l997
312
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i First Reading
! Item 1154 I August 14, 1997
!
;
Second Reading
Item 018
August 28, 1997
i
I l ii ORDINANCE NO. 10008
AN ORDINANCE SETTING THE TAX RATE AND LEVYING A TAX UPON
ALL PROPERTY SUBJECT TO TAXATION WITlilN THE CITY OF LUBBOCK,
TEXAS, FOR THE YEAR 1997, APPORTIONING SAID LEVY AMONG THE
VARIOUS FUNDS AND ITEMS FOR WIDCH REVENUE MUST BE RAISED; FIXING
THE TIMES IN WHICH SAID TAXES BE PAID AND ASSESSING PENALTY AND
INTEREST FOR NONPAYMENT OF SUCH TAXES \VITlilN THE TIME PROVIDED.
j WHEREAS, the City Council after all notices have been given and hearings held as
ll provided by law, has determined the tax rate necessary to produce the revenue necessary to
i operate the affairs of the City of Lubbock for the next fiscal year; NOW THEREFORE:
I BE IT ORDAINED.BY THE CITY COUNCIL OF THE CITY OF LUBBOCK:
I I I I
!
SECTION I. THAT there shall be levied and assessed upon all propeny subject to
taxation within the City of Lubbock, Texas, for the year of 1997, the sum of$.58 per One
Hundred and No/100 Dollars ($100.00) valuation thereof and the same shall be applied to the
various funds in the following manner:
$.153 I I
·$.39689
$.03000
per $ J 00 valuation to the Interest and Sinking Funds, allocated
among the existing Interest and Sinking Funds as shown on the
attached schedule;
per $100 valuation to the General Fund; and
per $100 valuation to the Economic Development Fund.
SECTION 2. THAT all valorem taxes shall be paid before the first day of February,
1998, and taxes not paid by that time shall be increased by such penalty and interest as
provided by Chapter 26 of the Code of Ordinances of the City of Lubbock.
313
AND IT IS SO ORDERED.
Passed by the City Council on first reading this 14th day of August, 1997.
Passed by the City Council on second reading this 28th day of August, 1997.
~ ~ JoN,MAYOR
ATTEST:
APPROVED AS TO CONTENT:
APPROVED AS TO FORM: \
·.-----~~C-~ 0\ .::-7 \ ~---. ( /J ~;\_~ (l'\ ; I _:g {,,..S' ~(' f ~ v., ',ls../ ·">-"" .. ' \ A·\(,· l-C~) , aid G. Vandiver
First Assistant City Attorney
DGV:gs\ccdocs\tax,97 .ord
July 30, 1997
314
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PERCENT EMPLOYMENT BASE
BY INDUSTRY CATEGORY
(29.8%) Wholesale/Retail
(20.6%) Govemment 1.6%) Agriculture
(4.7%) Finan/Insur/Real I a,~rvice & Mine
SOURCE: TEXAS WORKFORCE COMMISSION
• Wholesale/Retail Trade sector -employees of restaurants, distribution centers, general retail businesses.
• Services & Mine sector -employees of health care, leisure activities. businesses, oil production. caliche mining.
• Government sector-employees of local, state and federal govemment, including Texas Tech.
• Manufacturing sector -those employed in production of durable and non-durable goods.
• Finance/Insurance/Real Estate sector -employees in banking, insurance, claims adjustment, real estate sales/mgt.
• Transportation/Public Utilities sector -employees In public lransportalion, communications, utilities.
• Conslruction sector -those employed in• new building conslrUction, building renovations, highway contstructlon.
-20
MANUFACTURING
CONSTRUCTION
TRANS/COMM/UTIL
WHOLE/RETAIL
FIN/INS/RE
SERVICE
GOVERNMENT
PERCENT JOB GROWTH
BY INDUSTRY CATEGORY 1987-1996
-10 0 10 20 30 40 50
-9.1
42.5
SOURCE: CITY OF LUBBOCK BUSINESS DEVELOPMENT
• Service employment increased primarily because of strong growth in health services caused by an Increasing
elderly population with greatef health care needs.
• The decrease in Finanee/lnsurance/Real Estate has been caused by a slow real estate market, bank and savings
and loans consolidations, and the increasing use of automatic teller machines.
3t5
-69--Cl)
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hlo•-Besideatial
Calendar Number
Year of permits
----------
1987 2,102
1988 1,432
1989 1,346
1990 1,570
1991 1,206
1992 1,261
1993 1,359
1994 1,384
1995 1,376
1996 2,814
1997 (*) 4,342
------------------------------------
100
50
CITY OF LUBBOCK, TEXAS
CONSTRUCTION VALUATION
Besidential
Number
Valuation of permits Valuation
16,297,548 508 44,466,937
36,687,044 414 35,588,945
43,944,012 374 31,786,175
48,167,044 376 36,068,140
37,553,363 424 38,574,190
36,410,924 606 60,273,190
51,769,160 691 75,207,492
49,686,228 716 79,589,630
55,629,427 589 69,327,555
53,221,345 607 73,168,180
68,585,511 462 56,361,576
------------------------------------------------------
NEW CONSTRUCTION VALUATION
1987 TO 1997
Total New
Construction Valuation -------
60,764,485
72,275,989
75,730,187
84,235,184
76,127,553
96,684,114
126,976,652
129,275,858
124,956,982 ·
126,389,525
124,947,087
==================
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997*
NOTE:
(*) As of August, 1997
Source: City of Lubbock Business Development.
316
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,..., CITY.OF LUBBOCK
COMBINED BUDGET STATEMENT FY 1997-98-ALL FUNDS ,..., PROJECTED CHANGES IN POOLED CASH AND EQUIVALENTS ,..., ,...
,.... The accounts of the City of Lubbock are budgeted by Fund. The General Fund Is financed by general tax revenue,
fees, fines, charges for services and other miscellaneous sources. The Enterprise Funds, which are Electric, ,-., Water, Sewer, Solid Waste Management, Airport and Stormwater Management, are financed solely by charges for ,.., services provided by these centers. h a general rule, tax revenue does not support enterprise operations nor do
revenues gained from charges for enterprise services support General Fund activities. The exception to this is ,... Airport debt service which was approved by voters as tax supported projects. The Internal Services Fund, shown ,... separately to avoid double counting, provides services fumlshed by designated City centers to other City departments.
Special Revenue includes Hotel/Motel Tax allocations, excess sales tax, and court ordered forfeitures of monies. The ,..... Expendable Trust includes assets held by the City in a trustee capacity for Individuals, private organizations, other gov-
emmental units and/or funds such as Community Development Block Grants, Hving memorials, deferred compensation, ,..., as well as Police, Library, Health and other grants. ,... ,...
PROJECTED PROJECTED
f"', BEGINNING ENDING ,.., POOLED CASH REVENUE& OPERATING OTHER EXP. POOLED CASH
FUND & EQUIVALENTS TRANSFERS EXPENSES &RESERVES & EQUIVALENTS ,... ,... GENERAL $11,307,081 $83,785,643 $72,811,246 $10,974,397 $11,307,081
,... ELECTRIC 8,433,255 64,648,189 49,846,460 14,801,729 8,433,255 ,...
WATER 1,242,418 27,179,988 12,073,331 15,106,657 1,242,418 ,...
15,943,666 7,032,479 SEWER 6,182,479 8,911,187 6,182,479 ,-.
,..., SOLID WASTE 2,214,263 17,425,952 9,799,334 7,626,618 2,214,263
,....,
AIRPORT 197,464 4,794,000 3,550,933 1,243,067 197,464 ,...
TRANSIT a 879,200 879,200 a a ,.....
,.... STORMWATER 575,729 1,820,500 655,448 1,165,052 575,729
,..., ECON. DEV. 583,546 1,767,540 1,767,540 0 583,546 ,...,
DEBT SERVICE 1,623,358 21,060,676 20,471,892 a 2,212,142 ,.... ,... LESS OPERA TING TRANSFER Q (11,909.142) Q (11,909,142) Q
,..., OPERATING SUB-TOTAL $32,359,593 $227,396,212 $178,887,863 $47,919,565 $32,948,377
,.....
,.... SPECIAL REVENUE 1,839,790 2,100,000 2,100,000 a 1,839,790
,...., EXPENDABLE TRUST 7,988,106 5,696,952 5,696,952 0 7,988,106 ,,..,
LESS OTHER TRANSFERS Q Q57,221) ,Q (357,221) 12 ,...,
,..., TOTAL ALL FUNDS $42,187,489 $234,835,943 $186,684,815 $47,562,344 $42,776,Z,3
=========== =========== =========== =========== =========== ,... INTERNAL ,...., SERV. CHARGES $795,838 $8,865,907 $8,755,538 $0 $926,207 ,...
,-..
r"· 317
CAPITAL PROJECTS BUDGET OVERVIEW
Major capital items, those having a cost equal to or greater than $25,000 and a life of seven
years or more, are not funded directly through the general operating budget. These items are
detailed in a separate Capital Projects Budget. The projects finance the construction and.
renovation of major facilities to meet the needs of our citizens and improve Lubbock's quality
of life. Many of the projects require more than one year for completion and are accounted for
on a life to date basis. Therefore, they do not require approval each fiscal year.
In addition to previously funded current capital projects, new funding requests included in the
Approved Capital Projects Budget for 1997-98 total $55,216,421 for 105 new and continuing
projects in all areas of city operations. Some projects were based on direction from the City
.Council, others were authorized by the voters during bond elections. While some are essential
to meeting federal and state mandates, others were identified through City departmental
evaluation and examination of needs.
During the most recently completed budget process, departments were asked to identify
capital needs for the next five years. The result is better visibility of project costs, enhanced
planning with regard to the Capital Improvement Plan (CIP) as well as identification of future
bond funding needs. The Capital Project Fund summaries have been expanded to include the
five year projections. However, approval of new funding occurs on an annual basis.
Major sources of funding for capital projects are: Transfers from Operating Funds, General
Obligation Bonds, Certificates of Obligation Bonds, Permanent Capital Maintenance Funds,
and Federal and State Grants.
The two major categories of Capital Funds are Facilities and System Improvement Funds
(FSIF), and Capital Project Funds {CPF). The Facilities and System Improvement Funds
(which combine the funds previously known as Permanent Capital Maintenance and System
Improvement funds) usually receive allocations from operating budgets. The Capital Project
Funds are usually financed through bond funds or various governmental grants.
318
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fl'-. ,... CAPITAL PROJECTS BUDGET ALL FUND SUMMARY ,...,
,,,.,.
LTD APPROVED r FUND NAME BUDGET FY 1997-98 1998-99 1999-00 2000-01 2001-02 TOTAL ,-.., Public Safety CPF $10,736,740 $403,000 $1,497,358 $4,003,002 $500,000 $600,000 $17,740,100
('! ParksCPF 1,648,806, 184,500 0 0 0 0 1,833,306
,..., StreetCPF 26,718,000 873,000 845,000 1,205,000 725,000 705,000 31,071,000
StreetPCMF 0 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,500,000 ,...,
Street Lighting CPF 1,035,000 836,000 690,000 1,050,000 550,000 550,000 4,711,000 ,... Traf Ctrl Sys CPF 1,155,550 684,700 3,390,200 217,000 149,000 193,000 5,789,450
r GeneralCPF 6,314,975 0 2,053,974 0 0 0 8,368,949 ,... General FSIF 7,779,045 4,858,100 5,834,300 1,143,500 4,300 144,000 19,763,245 ,., Electric CPF 7,902,000 0 0 0 0 0 7,902,000
Electric: FSIF 4,171,000 8,243,200 4,880,000 4,510,000 6,990,000 4,840,000 33,634,200 ,.....
Electric: Sys Imp 3,070,330 0 0 0 0 0 3,070,330 ,... WaterCPF 39,782,920 11,047,016 6,113,000 5,475,000 925,000 10,025,000 73,367,936 ,... WaterFSIF 5,061,849 3,023,000 1,305,000 836,900 843,550 843,550 11,913,849 ,..., SewerCPF 9,212,900 499,700 11,522,000 5,110,000 261,100 313,400 26,919,100 ,... SewerFSI 1,103,271 885,000 1,345,000 1,075,000 1,055,000 890,000 6,353,271
Sewer Sys Imp 470,000 0 0 0 0 0 470,000 r Solid Waste CPF 3,274,055 6,252,138 4,193,138 2,920,148 3,670,284 1,141,103 21.450,866 ,... Solid Waste FSIF 40,250 2,633,950 2,320,150 1,727,481 2,784,468 2,567,169 12,-073,468 ,... AirportCPF 11,972,155 6,205,411 4,526,499 2,347,675 2,153,215 0 27,204,955
,...., Airport FSIF 221,668 187,706 33,306 33,306 33,306 33,306 542,598 ,... Stormwater CPF 1,485,000 6,450,000 4,955,000 5,545,000 5,000 5,755,000 24,195,000
Internal Svc: CPF 6,833,571 0 0 0 0 0 6,833,571 ,... lntemal Svc: FSIF 939,000 0 0 0 0 0 939,000 ,...,, Comm. Dev Fund 1,Q£!S,2~Q 25Q,QQQ Q Q Q Q l.34£!,25Q
r Total Budgets $152,027,335 $55,216,421 $57,203,925 $38,899,012 $22,349,223 $30,300,528 $355,996,444
~ ,,,.. Funding sources include transfers from operating funds, general obligation bonds, revenue bonds, Facilities and System Im-
f"'\ provement, as well as federal and state grants.
,-.
r LTD APPROVED ,-., SOURCE OF FUNDS BUDGET FY 1997-98 1998-99 1999-00 2000-01 2001-02 TOTAL
~ 1984 Gen. Obi Bonds $2,512,000 $0 $0 $0 $0 $0 $2,512,000
,-., 1987 Gen. Obi Bonds 4,650,000 0 0 0 0 0 4,650,000
1988 Gen. Obi Bonds 518,000 0 0 0 0 0 518,000
f"'· 1989 Cert of Obi Bonds 3,800,000 0 0 0 0 0 3,800,000 ,... 1989 Gen. Obi Bonds 4,587,000 0 0 0 0 0 4,587,000
f"', 1991 Cert of Obi Bonds 16,120,000 0 0 0 0 0 16,120,000
r 1991 Revenue Bonds 3,600,000 0 0 0 0 0 3,600,000
r 1992 Cert of Obi Bonds 53,000 0 0 0 0 0 53,000
1993 Gen Obi Bonds 13,730,550 1,157,700 845,000 1,205,000 725,000 0 17,663,250 ,-..,
1995 Gen Obi Bonds 3,233,440 0 0 0 0 0 3,233,440
(""'. ,...
319
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CAPITAL PROJECTS BUDGET ALL FUND SUMMARY ,,-..,,,
/--.,
LTD APPROVED
,--.,
SOURCE OF FUNDS BUDGET FY 1997-98 1998-99 1999-00 2000-01 2001-02 TOTAL ' -.
1996 Cert of Obi Bonds $9,915,500 $0 $0 $0 $0 $0 $9,915,500 --
ParksCPF 462,606 184,500 0 0 0 0 647,106 /--.,
Public Safety CPF 821,240 403,000 332,500 250,000 500,000 600,000 2,906,740 !-E.D.AGrant 1,312,500 1,271,300 0 0 0 0 2,583,800
Contr-MLI. 0 423,700 0 0 0 0 423,700 ,-
Comm. Dev Fund 1,099,250 250,000 0 0 0 0 1,349,250 r--
Stormwater CPF 1,485,000 3,450,000 1,455,000 45,000 5,000 1,433,000 7,873,000 ,-
Capital Lease 3,896,645 0 0 0 0 0 3,896,645 -· TX DOT 11,070,000 0 0 0 0 0 11,070,000 ,.........,
Fed. Trans Enhan. Fund 1,626,000 0 0 0 0 0 1,626,000
S. P. Fair Assoc 50,000 0 0 0 0 0 50,000 ·"°'
StreetCPF 660,000 0 0 0 0 705,000 . 1,365,000 (""
StreetPCMF 0 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,500,000 ('"""
Street Lighting CPF 1,035,000 836,000 690,000 1,050,000 550,000 550,000 4,711,000 ,-
Traf Ctrl Sys CPF 400,000 400,000 0 0 0 0 800,000 r'""',
Fundraising/F oundations 0 0 0 0 0 0 0
Hotel--Motel Tax 90,400 0 500,000 0 0 0 590,400 (~.
GeneralCPF 477,335 0 1,553,974 0 0 0 2,031,309 / .. ,
General FSIF 7,779,045 4,858,100 5,834,300 1,143,500 4,300 144,000 19,763,245 -Electric CPF 3,202,000 0 0 0 0 0 3,202,000 j • ..-.,
Electric FSIF 3,171,000 7,743,200 4,880,000 4,510,000 6,990,000 4,340,000 31,634,200 ,-
Sys Maint Res-Elec 1,000,000 500,000 0 0 0 500,000 2,000,000 .-Electric System Imp 2,970,330 0 0 0 0 0 2,970,330
1998 Bonds 0 15,182,962 20,851,258 19,370,002 1,777,215 9,115,000 66,296,437 I"""'-
WaterCPF 6,313,920 997,016 2,855,000 475,000 925,000 5,425,000 16,990,936 ,-.
Water FSIF 5,061,849 3,023,000 1,305,000 836,900 843,550 843,550 11,913,849 ,-
Brazos River Authority 6,177,000 0 0 0 0 0 6,177,000 ,-
Other Cities 193,000 0 0 0 0 0 193,000 -SewerCPF 6,849,400 499,700 3,722,000 210,000 261,100 313,400 11,855,600
SewerFSIF 1,103,271 885,000 1,345,000 1,075,000 1,055,000 890,000 6,353,271 r'
Sewer System Imp 470,000 0 0 0 0 0 470,000 ,-
Solid Waste CPF 3,221,055 6,252,138 4,193,138 2,920,148 3,670,284 1,141,103 21,397,866 -
Solid Waste FSIF 40,250 2,633,950 2,320,150 1,727,481 2,784,468 2,567,169 12,073,468 ,,....,
Internal Servic CPF 4,686,926 0 0 0 0 0 4,686,926 .,-,
Internal Service FSIF 939,000 0 0 0 0 0 939,000
FAA Grants 7,354,821 652,515 2,200,000 1,200,000 --225,000 0 11,632,336
Pass Fae Charge 3,983,859 1,724,934 588,299 1,147,675 300,000 0 7,744,767 ,,......
Airport CPF 83,475 0 0 0 0 0 83,475 ,--
Airport FSIF 221,668 187,706 ~ ~ ~ auol2 542,598 I"'"'
Total Funding $152,027,335 $55,216,421 $57,203,925 $38,899,012 $22,349,223 $30,300,528 $355,996,444 r
,-
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320
,,..
Capital Improvement Plan
Annual Operating Impact of FY 1997-98 Funding
The following describes the impact that new capital projects and capital projects receiving new
funding in FY 97-98 will have on the operating budget. Capital projects with no impact to the
budget are not included.
Public Safety Capital Proiects:
Replacing a 1978 Mack Pumper, at a cost of $250,000, will eliminate costs for miscellaneous
repairs other than routine maintenance. The addition of two brush trucks, budgeted at $70,000,
will make it possible to avoid placing expensive ($200,000+) structural fire engines in the path of
rapidly moving brush or grass fires. Routine maintenance costs will increase due to adding to the
Fire Department's fleet.
Parks Capital Projects:
Playground renovation at Maxey, Miller and McCullough Parks, each at a cost of $51,500,· will
replace weathered and worn wood equipment with colorful, metal multi-activity decks. The safer
equipment will reduce maintenance costs and liability exposure.
Tree planting, funded at $30,000 for up to 175 new trees, will increase annual park maintenance
costs by approximately $1,500 due to additional tree trimming and irrigation line repair.
Streets Capital Proiects:
The following projects will have a minimal impact on the operating budget: New funding of
$68,000 for widening Indiana Avenue from 95th St. to 114th St. brings the total project cost to
$454,000. Subdivision and assessment paving, budgeted at $50,000, provides for the City's
share of the cost associated with platting new subdivisions. Thoroughfare strip paving, funded at
$225,000, provides temporary paved access until full width thoroughfare paving is constructed.
New funding of $150,000 for Curb Ramps Phase V, brings the total project budget to $1,117,000,
will improve pedestrian access for disabled individuals and will move the City closer toward
compliance with federal mandates.
Streetscape improvements within the Depot District, budgeted at $380,000, will increase ongoing
maintenance by the Parks Department.
Street Lighting Capital Projects:
The Broadway Ornamental Lighting project, funded at $511,000, will convert the overhead series
street lighting system to an underground one along Broadway from University Avenue to MLK
Blvd. Approximately 120 high pressure sodium lights will be installed, each with an annual
maintenance cost of $121.
Replacement of a bucket truck and 25 ton crane, at a combined cost of $325,000, will reduce
vehicle and equipment maintenance costs.
Traffic Control System Capital Protects:
New funding of $684,700 for phase one of the Computerized Traffic System Upgrade brings the
total budget to $1,344,700 to replace the aging central digital computer system with state
of the art equipment. This new system will allow for better monitoring of intersections and
quicker response time to malfunctions.
321
General Facilities and System Improvements:
The Facilities Reroofing project, budgeted at $903,000, will provide a new roof or roofing system
for six municipal buildings. Fire Stations Renovations, with new funding of $153,000, will replace
roofs at three fire stations and waterproof two stations. Both projects will reduce maintenance
costs.
The Godeke HVAC and Roof Replacement project will replace three roof top HVAC units and bur
sections at a cost of $114,000. Renovations to Mahon's HVAC system, budgeted at $42,000, will
replace water pumps and also involve replacement of isolation valves and system flushing. Both
projects will reduce maintenance costs.
New funding of $398,000, for replacement of the roofs at the Garage and Radio Shop as well as
renovation of the Garage bay, brings the total project cost to $446,000. These renovations will
eliminate frequent repair and reduce maintenance costs.
Three refrigeration units (chillers) at the Civic Center will be replaced to decrease utility costs and
expensive recharging. The project, budgeted at $466,000, includes $106,000 in new funding.
Replacement of 2,800 yards of torn, spotted and "rolling" carpet in the Municipal Building will
reduce the possibility of injury to patrons and employees due to tripping and consequently reduce
repair and liability costs. New funding of $170,000 brings the total project budget to $228,700 .
. The Municipal Tennis Center will receive exterior and interior renovations. New funding of
$83,700 for exterior renovations, including rebuilding tennis courts, fencing, lighting and other
tennis court items, brings the total project budget to $422,200. The interior renovation project, at
a cost of $47,000, includes replacing carpet and exterior doors and renovating the rest rooms.
Both projects will reduce maintenance costs.
The Civic Center Exterior Renovations project will replace the steps located at the southwest
entrance of that building and it will resurface the existing walls. This $153,500 project will reduce
maintenance costs.
The Pesticide Program, budgeted at $62,500, will provide for a contract program to combat weed
infestations in parks. This program will compliment the existing operating turf maintenance
efforts.
Fleet replacement at a cost of $1,359,900 will provide for the replacement of light and medium
vehicles for general fund departments. Replacement of major capital equipment for the Streets
Department is funded at $500,000. Both projects will reduce maintenance costs associated with
the aging vehicles and equipment that are being replaced. •
Electric Facilities and System Improvements:
Expansion of the distribution system, required to meet normal system growth, will reduce
maintenance and other operating costs and ensure continued revenues through customer
retention and addition. The Overhead Distribution FY 97-98 project is funded at $1,000,000; the
Underground Distribution FY 97-98 project is budgeted at $1,500,000; Service Distribution
received funding of $340,000; and Distribution Transformers FY 97-98 is budgeted at $600,000.
The Holly Plant will receive a security system, at a cost of $35,000, that will be comparable to
other power plant systems in the area and that will help safeguard city equipment. Liability
exposure will be reduced as unauthorized peopre will be limited from entering the plant.
322
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Systems Maintenance 97-98 will provide for the unplanned maintenance or replacement of major
equipment. This $500,000 project will assist in the timely repair of equipment and will maintain
dependability of the electric supply.
Replacement of aging light and medium vehicles for Electric Fund departments will cost
$123,300. Major capital equipment in need of extensive repair will be replaced in two departments
at a cost of $245,000. The two projects will reduce maintenance costs.
Conversion of existing 4,160 volt substations to 12,470 volt substations at a cost of $150,000 will
reduce line losses and reduce equipment maintenance costs.
A new substation·, to serve the newly developed loads at the Plains Co-op Oil Mill, will cost
$2,500,000. Reliability to the City's Southeast Water Reclamation Plant will be improved.
Water Capital Projects:
New funding of $50,000 for the Geographical Information Mapping System will generate an
accurately computerized scale model of Lubbock. The project, with a total budget of $312,600,
will replace hand drawn maps as all critical data will be readily available on-line.
Emergency generators will be installed at key water facilities to maintain water supply and
pressure during power outages. New funding of $400,000 brings the total project cost to
$800,000. The generators will increase maintenance and supplies by $3,000 annually.
Construction on water mains and pump stations will be done to increase the transmission of
water supply to the west Lubbock. The $5,600,000 budget includes $4,850,000 in new funding.
Replacement of several pieces of laboratory instrumentation will cost $70,000. A soils laboratory
will be created, at a cost of $40,000, to analyze soils and solids separate from water samples,
preventing contamination. Both projects will improve lab testing efficiency, thus allowing for
acceptance of more samples that will lead to increased reimbursements.
Seven pump stations will be rehabilitated by replacing deteriorated roofs and reservoirs at a cost
of $5,200,000. The project will lower maintenance costs.
Recreational improvements, including public restrooms and campground development, at Lake
Alan Henry will receive $287,100. The project, with a total budget of $600.000, will lead to an
increase in public visitation, causing an increase in grounds maintenance, solid waste services
and personnel costs which will be partially offset by additional revenues.
Water Facilities and System Improvements:
Replacement of large broken and non-operative distribution system valves will cost $180,000,
including new funding of $60,000. Absence of these valves severely hampers system repairs.
Upgrade of existing chlorination facility and addition of ammoniation equipment at five pump
stations will enhance safety in neighborhoods by intercepting and neutralizing chlorine gas leaks.
The· $200,000 project includes $150,000 in new funding.
Pumping system rehabilitation, including replacement of pumps. valves, motors electric panels
and meters, will assist in providing quality customer service and compliance with TNRCC
requirements. New funding of $130,000 brings the total project budget to $1,797,835.
Rehabilitation of meter vaults that do not have by-pass piping and replacement of inaccurate
323
meters will receive an additional $100,000, bringing the total budget to $200,000. Meter register
conversion, with additional funding of $50,000, will replace standard registers with remote read
registers to eliminate back injuries from lifting heavy manhole and vault lids. The total project
budget is $100,000. 1
The Municipal Hill building, at a cost of $375,000, will receive a new training room, new
administrative offices and a four bay garage to shelter heavy equipment from inclement weather.
This project will result in increased maintenance and utility costs due to the expansion.
At a cost of $250,000, the Accelerated Water Change-out Program will replace sub-standard
water mains to eliminate substantial maintenance caused by cold weather teaks and low flow
problems.
Major capital equipment will be replaced for the Pipeline Maintenance department at a cost of
$156,000. Replacement of aging light and medium vehicles for Water Fund departments is
budgeted at $207,100. Both projects will reduce vehide and equipment maintenance costs.
New funding of $200,000 was approved for replacement of water meters that do not meet AWWA
accuracy standards or meters that are beyond repair. This project, with total funding of
$618,000, ensures that revenues are not lost as meters malfunction.
An additional $290,000 was approved for the construction and installation of water lines ahead of
paving. The project, with a total budget of $755,000, will ensure that future citizen needs are met
and it will avoid future paving repair costs.
Sewer Capital Projects:
Replacement of outdated laboratory equipment with more advanced technology, budgeted at
$97,500, will reduce maintenance costs on equipment and will increase productivity.
To meet TNRCC permit requirements, $402,200 has been budgeted to purchase and install new
equipment as well as modify and/or rehabilitate existing equipment, facilities and piping systems
at the Wastewater Treatment Plant. This project will reduce maintenance costs.
Sewer Facilities and System Improvements:
The Children's Home lift station will be rehabilitated at a cost of $200,000 to reduce the chance of
lift station failure and sewer backups. This project will reduce maintenance costs.
Funding of $40,000 was approved to purchase a set of 72' drive-on scales. The installation of
these scales will allow for the enhancement of revenues.
A sewer service line camera, at a cost of $30,000, will be used with the current closed circuit. TV
unit to evaluate and document the condition of customer's service lines. Productivity will increase
with the elimination of having to dig up the service tap to prove its condition.
An additional $265,000 was approved for the construction and installation of new sewer mains
ahead of paving projects. This project, with a total budget of $763,271, will meet the needs of
future customers and avoid future paving repair costs.
Sewer lines changeouts and extensions will occur to tower maintenance and operation costs.
The total budget of $300,000 includes $150,000 in new funding.
New funding of $200,000 for the Inflow Infiltration abatement project will aid in reduction of
324
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Sewer lines changeouts and extensions will occur to lower maintenance and operation costs. The
total budget of $300,000 includes $150,000 in new funding.
New funding of $200,000 for the Inflow Infiltration abatement project will aid in reduction of
sanitary sewer overflows as well as assist with manhole rehabilitation and line replacement. The
project, with a total budget of $455,000, will eliminate substantial maintenance costs.
Solid waste Management Capital Projects:
Provision of drainage structures, at a cost of $137,052, at the landfill for flood and erosion control
will help reduce future costs associated with erosion from flooding.
A ten-acre cell will be excavated and lined at the new landfill at a cost of $3,657,086. The cell will
have a two-year life span and will generate the landfill's annual revenue until it reaches its
capacity. A 600-ton per day transfer station will be constructed at the existing landfill, at a cost of
$2,398,000, to minimize costs involved with transporting refuse to the new landfill.
Water and gas monitoring wells will be constructed at the new landfill at a cost of $60,000 to
comply with state and federal requirements dealing with water quality and potential hazardous gas
build-up. This project will slightly impact operating budget when it becomes necessary to replace
damaged or stolen water well purge tanks.
Solid Waste Management Facilities and System Improvements:
Replacement of major capital equipment for Solid Waste is budgeted at $1,299,250.
Replacement of aging light and medium vehicles for Solid Waste Fund departments is funded at
$67,400. Both projects will reduce maintenance costs.
Replacement of 300 residential and 25 commercial containers is budgeted at $137,300 to reduce
maintenance costs. Heavy equipment will be purchased at a cost of $1,130,000 for start-up of the
new transfer station to minimize the cost of transporting refuse to the new landfill;
Airport Capital Projects:
New funding of $1,642,259 for paving the shoulders adjacent to runways, taxiways, and ramps will
eliminate turf maintenance costs in those areas. The total budget for the project is $4,695,000.
Land will be purchased north · of runway 8-26 for future airport development at a cost of
$2, 132,962. A rail spur will be constructed from the Burlington-Northern/Santa Fe line into the
Airport at a cost of $1,695,000. The value of industrial property will increase as will the revenue
potential.
Airport Facilities and System Improvements: .
The South end of the old terminal building will be renovated for lease to the Flight Standards
District Office. The lease will produce approximately $25,000 of revenue per year. Renovation of
building 310 and demolition of small service buildings in the area, funded at $60,000, will resolve
outstanding safety audit issues and enhance the marketability of the East Port industrial area.
Community Development Capital Projects:
Two new projects will combat neighborhood decline while assisting in the revitalization of CDBG
eligible areas. Tree shrubs and plants will be provided for neighborhood beautification at a cost of
$50,000. Street paving, budgeted at $200,000 to provide integral infrastructure improvements, will
increase the maintenance costs of the Streets Department.
325
TEXAS CITIES SURVEY COMPARISON STAFFING OF FULL TIME EMPLOYEES EMPLOYEES PER 1000 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 2 •Abilene Amrflo *Arfgtn *Austin Bmnt Carlton *Corpus *Dallas *FtWrth Garfand w *GrPrar tJ •Houston 0'I living *Lubb *McAllen Msqte •Mdlnd Odessa Pasdna Plano SanAng SanAnt *Waco *WichFals *Full Service Cities o WITHOUT ELECTRIC o WITH ELECTRIC Source: Texas Municipal League/Budget Office 1997 Municipal Survey ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) ) )) ) ) ) )
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FULL TIME AUTHORIZED AND FUNDED POSITIONS r GENERAL FUND ,..,. \ Variance
1995-96 1996-97 1996-97 1997-98 1996-97 to ,-.. DEPARTMENT ACTUAL APPROVED REVISED APPROVED 1997-98 ,.... I. GENERAL GOVERNMENT
CITY COUNCIL 5.00 5.00 5.00 5.00 0.00 ,..., CITY MANAGER 11.00 9.00 9.00 9.00 0.00
,..... CITY SECRETARY . 3.50 4.00 4.00 4.00 0.00
LEGAL 14.50 19.00 19.00 19.00 0.00 ,.... MICROFILM 2.00 2.00 2.00 2.00 0.00 ,.... AUDIT 2.00 2.00 2.00 2.00 0.00
MUNICIPAL COURT 18.00 18.00 21.00 21.00 3.00 ,... PUBLIC INFORMATION 5.00 5.00 5.00 9.00 4.00 ,... GENERAL GOVERNMENT TOTAL 61.00 64.00 67.00 71.00 7.00
f"" II. FINANCIAL SERVICES
,-. ACCOUNTING 13.00 13.00 15.00 15.00 2.00
BUDGET & RESEARCH 6.00 7.00 7.00 7.00 0.00 r PURCHASING 7.00 7.00 7.00 7.00 0.00
FINANCIAL SERVICES TOTAL 26.00 27.00 29.00 29.00 2.00 r-"·
(' Ill. STRATEGIC PLANNING
COMPREHENSIVE PLANNING 8.00 9.00 9.00 9.00 0.00 r EMERGENCY MANAGEMENT 1.00 1.00 1.00 1.00 0.00 ,.... NEIGHBORHOOD SERVICES 0.00 1.00 1.00 1.00 0.00
STATEGIC PLANNING TOTAL 9.00 11.00 11.00 11.00 0.00 ,...,
r"'· IV. TRANSPORTATION SERVICES
TRAFFIC ENGINEERING 8.00 8.00 8.00 8.00 0.00 ,..., TRAFFIC SIGNALS MAINTENANCE 19.00 18.00 18.00 18.00 0.00 ,-., PAVED STREETS 23.00 23.00 23.00 23.00 0.00
UNPAVED STREETS 12.00 12.00 12.00 12.00 0.00 r STREET CLEANING 8.00 8.00 8.00 8.00 0.00 ,.... STORM SEWER MAINTENANCE 3.00 3.00 3.00 3.00 0.00
CONCRETE CONSTRUCTION 8.00 8.00 8.00 8.00 0.00 ,-... STREET/DRAINAGE ENG 15.00 16.00 16.00 16.00 0.00 ,..., TRANSPORTATION SERVS TOTAL 96.00 96.00 96.00 96.00 0.00 ,... V. CULTURE & LEISURE SERVICES ,..,, CULTURAL ARTS SERVICES 4.00 3.00 3.00 3.00 0.00
OUTDOOR RECREATION 5.00 5.00 5.00 5.00 0.00 ,.. LIBRARY ,..,, MAHON 27.00 24.00 24.00 22.00 (2.00)
GODEKE 6.00 6.00 6.00 6.00 0.00 ,... PATTERSON 6.00 6.00 6.00 5.00 (1.00) ,.... GROVES 6.00 6.00 6.00 6.00 0.00
CIVIC CENTER 26.00 25.00 25.00 25.00 0.00
f"', AUDITORIUM/COLISEUM 14.00 14.00 14.00 14.00 0.00
PARK MAINTENANCE/ROW 82.00 74.00 71.00 71.00 (3.00) ,... PARK DEVELOPMENT 4.50 4.50 4.50 5.50 1.00 ,.. CEMETERY 9.00 9.00 9.00 9.00 0.00
INDOOR RECREATION 22.00 16.00 16.00 16.00 0.00 ,-. CULTURE & LIESURE SERVICES TOTAL 211.50 192.50 189.50 187.50 (5.00)
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Variance /.....,
1995-96 1996-97 1996-97 1997-98 1996-97 to , .......
DEPARTMENT ACTUAL APPROVED REVISED APPROVED 1997-98 ,---.
VI. HEAL TH AND COMMUNITY SERVICES .-,
PERSONAL HEALTH SERVICES 14.00 13.00 13.00 13.00 0.00
LAB SERVICES 16.00 16.00 15.00 14.00 (2.00) ,-..
ANIMAL CONTROL ,....._
SHELTER SERVICES 8.00 8.00 8.00 8.00 0.00
FIELD SERVICES 9.00 9.00 10.00 10.00 1.00 -ENVIRONMENTAL INSPECTION SERVICES ,-CODES ADMINISTRATION 22.00 22.00 22.00 22.00 0.00
VECTOR CONTROL 8.00 8.00 8.00 8.00 0.00 r"
BUILDING INSPECTION 12.00 12.00 12.00 13.00 1.00
COMM DEVT & NEIGH INITIATIVES ,.-..
COMMUN.& NEIGH. SERVICES 2.00 0.00 0.00 0.00 0.00 r,,.._
HEALTH TOTAL 91.00 88.00 88.00 88.00 0.00 .-
VII. HUMAN RESOURCES ,,_
HUMAN RESOURCES 14.00 15.00 15.00 14.00 (1.00)
HUMAN RELATIONS 1.00 0.00 0.00 0.00 0.00 ,-
HUMAN RESOURCES TOTAL 15.00 15.00 15.00 14.00 (1.00) r"
VIII. FIRE r"-
ADMINISTRATION 4.00 4.00 4.00 5.00 1.00 r PREVENTION 9.00 10.00 10.00 10.00 0.00
TRAINING 5.00 5.00 5.00 5.00 0.00 r"'
EQUIPMENT MAINT 4.00 4.00 4.00 4.00 0.00 ,,-.
SUPPRESSION 225.00 229.00 220.00 224.00 (5.00)
FIRE TOTAL 247.00 252.00 243.00 248.00 (4.00) .-...
r" IX. POLICE
ADMINISTRATION 15.00 15.00 15.00 15.00 0.00 .----
TRAINING-6.00 6.00 6.00 6.00 0.00 r RECORDS 20.00 20.00 20.00 21.00 1.00
INVESTIGATIONS * 86.00 87.00 86.00 88.00 1.00 r
PATROL 216.00 222.00 223.00 226.00 4.00 --POLICE TOTAL 343.00 350.00 350.00 ' 356.00 6.00
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X. STREET LIGHTING 6.00 6.00 6.00 6.00 0.00 -STREET LIGHTING TOTAL 6.00 6.00 6.00 6.00 0.00
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GENERAL FUND TOTAL 1,105.50 1,101.50 1,094.50 1,106.50 5.00 ,-.
GRANT FUNDED TOTAL 65.00 56.00 62.00 61.00 5.00 ,......
TOTAL GRANT & AUTHORIZED BUDGET 1,170.50 1,157.50 1,156.50 1,167.50 10.00 r
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ENTERPRISE FUNDS ,... ,... Variance
1995-96 1996-97 1996-97 1997-98 1996-97 to ,... DEPARTMENT ACTUAL APPROV REVISED APPROVED 1997-98 ,... I. ELECTRIC
ADMINISTRATION 4.00 5.00 5.00 5.00 0.00
("', PROMOTION 10.00 10.00 10.00 10.00 0.00 ,,... PRODUCTION OPERATIONS 28.00 29.00 28.00 28.00 (1.00)
PRODUCTION MAINTENANCE 17.00 20.00 20.00 20.00 0.00 ,... DISTRIBUTION ENGINEERING 17.00 17.00 17.00 17.00 0.00 ,,... DISTRIBUTION UNDERGROUND LINE 16.00 16.00 16.00 16.00 0.00
DISTRIBUTION OVERHEAD LINES 26.00 26.00 26.00 25.00 (1.00) ,,-.,. DISTRIBUTION CUSTOMER SERVICE 16.00 16.00 16.00 18.00 2.00
("': DISTRIBUTION SUBSTATIONS 7.00 7.00 7.00 7.00 0.00
DISTRIBUTION METER SHOP 6.00 6.00 6.00 6.00 0.00 ,... FIELD SERVICES -COLLECTIONS 27.00 27.00 27.00 27.00 0.00
r1 CUSTOMER SERVICE 29.00 30.00 29.00 29.00 (1.00)
(BILLING & COLLECTION) ,...! BUSINESS DEVELOPMENT 0.00 0.00 2.00 2.00 2.00
,-., LP&L TOTAL 203.00 209.00 209.00 210.00 1.00
,... II. WATER ,... ADMINISTRATION 5.00 5.00 5.00 5.00 0.00
ENGINEERING 14.00 14.00 14.00 15.00 1.00 ,... METERING & CUSTOMER SERV 17.50 18.00 18.00 19.00 1.00 ,.., EQUIPMENT MAINTENANCE 12.00 13.00 6.00 6.00 (7.00)
PIPELINE MAINTENANCE 31.00 31.00 31.00 35.00 4.00 ,.... LABORATORY 7.00 7.00 7.00 7.00 0.00 ,... PUMPING & CONTROL 16.00 16.00 21.00 21.00 5.00
TREATMENT 14.00 14.00 14.00 13.00 (1.00)
("'\ PRODUCTION 6.00 6.00 6.00 6.00 0.00
WATER RESERVES 0.00 0.00 0.00 1.00 1.00 r WATER TOTAL 122.50 124.00 122.00 128.00 4.00 ,..,
Ill. SEWER ,... RECLAMATION 23.50 25.00 26.00 26.00 1.00 ,... COLLECTION 14.50 14.00 14.00 14.00 0.00
LANO APPLICATION 9.00 11.00 11.00 11.00 0.00 ,... INDUSTRIAL MONITOR & PRETRT 4.50 6.00 .5.00 7.00 1.00
~ WASTEWATER LAB 6.00 5.00 5.00 5.00 0.00
SEWER TOTAL 57.50 61.00 61.00 63.00 2.00 r
r-IV. SOLID WASTE MANAGEMENT
RESIDENTIAL 45.50 45.00 45.00 43.00 (2.00) ,... COMMERCIAL 4.50 5.00 5.00 5.00 0.00 ,... DISPOSAL 16.00 18.00 21.00 21.00 3.00
PRIVATIZATION 1.00 0.00 0.00 0.00 0.00
r"', RECYCLING 10.00 8.00 8.00 7.00 (1.00) ,,.., SOLID WASTE MANAGEMENT TOTAL 77.00 76.00 79.00 76.00 0.00 ,... V. AIRPORT ,.., ADMIN & MARKETING 7.00 7.00 7.00 7.00 0.00
OPERATIONS 7.00 7.00 7.00 7.00 0.00 ,... MAINTENANCE 12.00 12.00 12.00 12.00 0.00 ,..., SECURITY-POLICE 9.00 9.00 9.00 9.00 0.00
SECURITY ACCESS CONTROL 9.00 9.00 9.00 9.00 0.00 ,..., PARKING 11.00 11.00 0.00 0.00 (11.00)
f"'. AIRPORT TOTAL 55.00 55.00 44.00 44.00 (11.00)
,... 329
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1995-96 1996-97 1996-97 1997-98 1996-97 to
DEPARTMENT ACTUAL APPROV REVISED APPROVED 1997-98 I""'
VI. STORM WATER 7.00 7.00 7.00 5.00 (2.00) ,,-,.
VII. INTERNAL SERVICES ,,,......__,,
FLEET MAINTENANCE 21.00 0.00 0.00 0.00 0.00 ,,.--.,
FLEET MANAGEMENT 4.00 0.00 0.00 0.00 0.00
FLEET SERVICES-AUTO PARTS 6.00 30.00 30.00 30.00 0.00 -COMMUNICATIONS 48.00 44.00 43.00 42.00 (2.00) ~
RADIO SHOP 3.00 3.00 3.00 3.00 0.00
CENTRAL WAREHOUSE 6.00 4.00 4.00 4.00 0.00 r"
PRINT SHOP 5.00 5.00 5.00 5.00 0.00 ,,.--.
LUNCHROOM
BUILDING SERVICES 4.00 12.00 12.00 11.00 (1.00) -BUILDING MAINTENANCE 8.00 0.00 0.00 0.00 0.00 ,.,..._,
INFORMATION SERVICES 21.00 26.00 26.00 24.00 (2.00)
ENVIRONMENTAL COMPLIANCE 1.00 2.00 2.00 3.00 1.00 ·-INTERNAL SERVICES TOTAL 127.00 126.00 125.00 122.00 (4.00) I""'
VIII. SELF INSURANCE ,,-,.
SELF INSURANCE-RISK MGT 3.00 3.00 3.00 3.00 0.00 ,,....._
SELF INSURANCE-HEAL TH 1.00 1.00 2.00 3.00 2.00
SELF INSURANCE TOTAL 4.00 4.00 5.00 6.00 2.00 -·
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ENTERPRISE FUNDS TOTAL 657.00 664.00 652.00 654.00 (10.00) ,,.-.
ALL FUNDS TOTAL ✓-
(INCLUDING GRANT FUNDED POSITIONS) 1827.50 1821.5 1808.5 1821.5 0.00 ,-.
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FISCAL YEAR 1997-98
UNFINANCED EXPANDED LEVEL PROGRAMS
During the budget process, departments submitted requests for expanded level programs in
addition to their existing budgets. In the 1997-98 budget, $3,407,983 in requests from all
funds were submitted. Due to financial constraints, only a portion of the requests were able
to be funded, leaving $2,351,207 in unfinanced needs.
GENERAL FUND
GENERAL GOVERNMENT
City Attorney -1311 Secretary $22,714
This position would be added to the office practice section. Currently this section has six full-
time attorneys and is supported by only one secretary. The addition of one support staff
would provide more timely and accurate legal services.
HEALTH AND COMMUNITY SERVICES
Building Inspection -4311 Inspector Supervisor $48,752
This position would allow for the reorganization of this department. This person's main duty
would be to oversee and monitor all field operations. This person would assist the Building
Official with evaluation of field staff, review all inspector assignments, review inspector
reports and maintain dialogue between office and field personnel.
Building Inspection -4311 Senior Plans Analyst $48,752
This position would be part of the reorganization of this department. This person would
supervise the office staff, assist the Building Official and provide support on the KIVA
system.
Building Inspection -4311 Computer Support Spec $48,752
This position would be part of the reorganization of this department. This person would
maintain and operate the KIVA, GUI and GIS computer software systems. Additional duties
would include development of information programs and reports, implementation of new
programs and data entry of building inspection activity.
Building Inspection -4311 Senior Clerk $22,651
This position would provide needed assistance in clerical work being generated by the newly
automated computer program. This position would result in data entry of more permits and
the issuance and collection of permit fees.
331
Building Inspection -4311 Car Allowance $4,200
This would provide the Building Official with a monthly car allowance and allow the
department the ability to use the car currently being used by the department head. The
Building Official has been asked to monitor vehicle usage/gas mileage and this information
will be reviewed to determine justification for allowance.
POLICE
Police Administration -5711 Prop Room Attendant $25,514
This package would provide for an additional position in the property room. This position
would function as lead attendant and would be responsible for the training and supervision of
the other two attendants. This addition would increase customer service and decrease the
need for overtime.
Police Administration -5711 Legal Advisor Vehicle $23.100
This package would provide a radio equipped vehicle to be used by the Police Legal Advisor.
This vehicle would improve response time to police emergencies by advisor who is on 24-
hour call. Advisor would also be required to make frequent trips to the courts.
Police Administration -5735 Desk Sergeant Vehicle $23,100
This package would provide a radio equipped vehicle to be used by the Desk Sergeant who
is to work at the police department's public complaint desk. This sergeant would be working
during the overnight shift.
CULTURE AND LEISURE SERVICES
Parks and Recreation/Indoor Rec -5225 After School Prog $14,500
This package would provide after school educational and recreational programming for latch
key children, including those who live in regions of Lubbock not currently served by a city
facility. This pilot program would provide a structured after-school environment for children
who are otherwise unsupervised and would increase the probability of academic success.
Parks and Recreation/Indoor Rec -5225 Transportation $10,000
This package would provide transportation to those individuals wishing to attend indoor
recreation activities. This would assist individuals with limited personal mobility, youth,
adults and senior citizens to access all the services parks has to offer.
332
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Parks and Recreation/Cemetery -5228 Cemetery Office $89,000
This package would provide for the design and construction of a cemetery office. The
current facility is over 30 years old and was not designed to act as an office. The
construction of a new office would provide adequate space for storage of office supplies and
would provide citizens with room to wait until they are served.
Parks and Recreation/Cemetery • 5228 Cemetery Roads $1,001,009
This package would provide for the renovation of roadways within the cemetery. In many
areas of the cemetery the asphalt is either non-existent or has deteriorated to the point of
being unstable. By renovating the roadways, burial plots would be more readily accessible
to visitors and would reduce the number of citizen complaints concerning road conditions.
Additionally, maintenance costs would be reduced.
Parks and Recreation/Indoor Rec • 6225 Replace Rec equip $45,000
This package would repair and/or replace recreation equipment at the city's eight recreation
centers. This would ensure that those citizens using the facilities have access to equipment
that is contemporary and safe.
Cultural Arts Services• 6219 Marketing/Cultural Events
Coordinator $37,300
This position would be dedicated to marketing Cultural Arts. This position would oversee the
research and development of a Cultural Arts gift shop, promote the Buddy Holly collection,
organize and implement special events, and promote classes, reservations and outreach
programs for both cultural arts/garden and arts centers.
.EIBE
Fire Training -6617 PIO Supplies and Equip $10,822
This would provide the Fire Department Public Information Officer with the supplies and
equipment necessary to conduct education campaigns, coordinate press releases, and .
coordinate with neighborhood associations.
333
INTERNAL SERVICES FUND
INFORMATION AND COMMUNICATION SERVICES.
Information Services -3411 City-Wide Technology
Applications $250,000
This package would provide for the research of implementing technology applications on an
organizational level. Implementing technology applications on a city-wide basis would
improve productivity, increase efficiency and reduce cost. The specific technologies that
have been identified as having city-wide impact are: Imaging system; CD-ROM writeable
equipment; Employee ID cards; and Bar coding.
Information Services -3411 Tech Training Funds $150,000
This package would provide the city organization with the funding necessary to train
personnel in technology related areas, especially in high turnover areas. This training would
allow for the enhanced use of current technology and would provide entry and intermediate
training on micro-computer software packages. This training would provide the organization
with a highly trained workforce.
Fleet Services -3525 Position Upgrade $52,527
This package would allow for the upgrade of five part-time Equipment Technician Helpers to
five full-time positions. This change would allow for more experienced technicians to provide
Quality Control Inspections and necessary training. It would also increase shop production
and provide fleet maintenance reliability.
ELECTRIC FUND
ELECTRIC UTILITIES *Decision will be made by the new LP&L Director on need of
expanded programs.
Electric Distribution -7 415 Apprentice Lineman $27,371
This position would address the OSHA regulation that restricts the nature of high voltage line
work that can be performed by a lineman. This package would provide the necessary
"qualified" apprentice lineman for one service truck that currently has only one person per
truck. Maintaining the necessary staff on site would also improve customer service and
provide greater flexibility in job assignments that can be performed.
334
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Electric Distribution -7911 Apprentice Linemen $80,643
These two positions would address the OSHA regulation that restricts the nature of high
voltage line work that can be performed by a lineman. This package would provide the
necessary "qualified" apprentice linemen for two street lighting trucks that currently have only
one person per truck. Maintaining the necessary staff on site would also improve customer
service and provide greater flexibility in job assignments that can be performed by each
truck.
Electric Distribution .. 7417 SCADA System Admin $52,745
This package would add a new SCADA System Administrator position to properly handle the
duties and responsibilities of administering the SCADA database and UNIX operating
system. This position would also have increased supervisory responsibilities of the Meter
Shop and dispatch area and would serve as backup for the operation of the electrical
distribution system.
Electric Distribution -7411 AM/FM Specialist $42,876
This package would establish a new position entitled Automated Mapping/Faci!ities
Management (AM/FM) Specialist. This position would be responsible for developing and
maintaining lP&L facility mapping and database systems. other responsibilities would
include developing interface between GIS and other systems.
WATER FUND
Water Utilities/Pipeline Maint -6331 Air Base Construct Crew $219,879
This package would create one fully equipped construction crew to take care of repairs and
maintenance of the water system at Reese Air Force Base. This would enhance the timely
distribution of safe water in the right volume and pressure to the Reese community.
335
CITY OF LUBBOCK, TEXAS
REVENUES AND EXPENDITURES
Last Five Fiscal Years
============================= ============ =-==---------------=--== =-========== ====--------
REVENUE:
FY 93-94 EY9~-95 FY95-96 EY 96-91 (1) FY 91-98 (2)
Taxes
Property Tax (3) 20,590,496 22,024,013 21,776,739 21,469,435 23,484,924
Sales Tax 19,467,903 20,082,629 22,827,516 23,370,530 24,219,744
Franchise Tax (4) 5,247,351 5,168,825 5,179,121 5,552,400 5,778,870
Bingo and Mixed Beverage Tax (5) 714,447 647,994 671,718 638,000 696,800
Miscellaneous Tax 0 0 1,753 0 1,050
Total Tax Collections 46,020,197 47,923,461 50,456,847 51,030,365 54,181,388
Licenses and Permits 974,061 1,077,353 1,078,591 960,905 957,610
Intergovernmental 848,278 933,294 894,025 987,509 844,178
Charges for Services 2,391,232 2,527,061 2,981,919 3,580,330 3,759,946
Fines and Forfeitures 2,141,811 2,339,288 3,144,431 3,510,000 3,428,300
Interest Earnings 1,242,129 1,873,874 1,884,036 1,653,021 916,400
Contributions and Miscellaneous 1,496,579 1,966,584 1,491,393 801,045 736,231
Transfers from Other Funds 13,810,921 13,210,213 13,765,839 15,212,310 16,029,090
Utilization of Fund Balance 0 0 0 0 2,932,500 -------------------------
TOTAL REVENUE 68,925,208 71,851,128 75,697,081 77,735,485 83,785,643
============================= ============ ============ ============ ============ ============
EXPENDITURES BY FUNCTION:
General Government
Human Resources
Financial Services
Strategic Planning
Transportation Services
.Culture/Leisure Services
Health
Public Safety
Information and Communication
Transfers Out
Other Expenditures
Capital-Utilization of Fund Balance
TOTAL EXPENDITURES
VARIANCE
NOTE:
(1) Per the 1996-97 Revised Budget.
(2) Per the 1997-98 Approved Budget.
4,344,194
651,079
866,825
637,173
4,806,932
10,523,066
4,099,194
33,934,590
845,151
5,839,196
16,261
0
66,563,661
2,361,547
4,329,373 4,616,205 5,513,005
790,750 828,118 907,065
1,183,356 1,325,507 1,460,245
631,759 668,963 739,576
4,890,850 4,792,143 5,238,016
10,599,483 11,723,106 12,759,552
4,246,919 4,263,688 4,503,574
34,791,472 37,273,667 37,084,172
873,863 839,561 835,411
6,380,940 9,249,377 8,694,869
223,880 99,624 0
0 0 0
68,942,645 75,679,959 77,735,485
2,908,483 17,122 0
(3) Includes Delinquent Taxes, Payment in Lieu of Property Tax, Penalties & Interest on Delinquent Taxes.
(4) Includes Payments in Lieu of Franchise Tax.
(5) FY 93-94 includes Hotel/Motel Tax.
336
6,302,616
858,361
1,603,052
767,267
5,427,776
13,201,401
4,833,168
39,817,604
0
8,041,898
0
2,932,500
83,785,643
0
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CITY OF LUBBOCK, TEXAS
ASSESSED AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY
LAST FIVE FISCAL YEARS
===========================================================================================
Ratio of
Real Property Personal Property Total Total
Assessed
Fiscal Estimated Estimated Estimated to Total
Year Assessed Actual Assessed Actual Assessed Actual Est. Actual
Ending Value Value Value Value Value Value Value
1992 3,869,593,943 4,039,878,723 872,013,837 910,388,372 4,741,607,780 4,950,267,095 95.8
1993 3,830,815,430 4,005,375,749 836,934,738 875,071,287 4,667,750,168 4,880,447,036 95.6
1994 4,002,181,680 4,218,743,456 908,581,368 908,581,368 4,910,763,048 5,127,324,824 95.8
1995 4,114,545,547 4,341,014,405 972,766,473 972,766,473 5,087,312,020 5,313,780,878 95.7
1996 4,335,043,928 4,569,711,436 1,064,312,534 1,064,312,534 5,399,356,462 5,634,023,970 95.8
1997 4,429,956,469 4,665,690,030 1,137,006,872 1,152,836,505 5,566,963,341 5,818,526,535 95.7
===========================================================================================
Sources: 1992-1996 Comprehensive Annual Financial Report
1997-1998 Lubbock Central Appraisal District
PRINCIPAL TAXPAYERS
May, 1997
============================================================================================
Taxpayer
Texas Instruments
South Plains Mall
Southwestern Bell Telephone
Southwestern Public Service
Wal-Mart Stores Inc.
Methodist
Plains Co-op Oil MUI
Eagle Picher Industries
H.A. Sessions
Archer Daniels Midland
_!ype of Business
Electronics Manufacturing
Retan Shopping
Telephone Utility
Electric Utility
Retail Merchandising
Health Care
Cottonseed Oil Mill
Manufacturing
Development
Cottonseed Oil Mill
Source: City of Lubbock Business Development
337
Valuation
$100,917,840
81,140,102
76,930,657
51,672,482
35,981,790
35,278,541
32,468,520
26,074,842
23,309,124
22,855,659
r::---------=-
$486,629,557
=-----------=
Percentage
of total
assessed
Valuation
1.74%
1.40%
1.33%
0.89%
0.62%
0.61%
0.56%
0.45%
0.40%
0.39%
--------=-
8.39%
=---------
CITY OF LUBBOCK
TAX LEVIES & COLLECTIONS
LAST TEN FISCAL YEARS
--------------------------=P=-e"""'rc"""'e"""'n-:-t o-=f~------=P~er-c-en-.t-o-:-f-0
Fiscal Year
Total
Tax Levy
Current Tax
Collections
Percent Delinquent Total Tax Outstanding Delinquent
Collections Delinquent Taxes To
To Levy Taxes Tax Levy
of Levy Tax Total Tax
Collected Collections Collections ====================================-===--=--------------------===-========================== 0
1988 27,303,606 26,195,328 95.9 %
1989 29,231,282 28,065,059 96.0
1990 29,733,854 28,588,878 96.1
1991 30,200,247 29,166,984 96.6
1992 30,313,029 29,518,830 97.4
1993 29,879,149 29,142,236 97.5
1994 31,334,334 30,674,554. 97.9
1995 32,481,841 31,944,366 98.3
1996 31,634,830 31,063,085 98.2
1997 (1) 32,617,490 31,621,953 96.9
(1) Collections through May 31, 1997
823,151 27,018,479
869,158 28,934,217
877,265 29,466,143
857,317 30,024,301
605,173 30,124,003
654,639 29,796,875
861,787 31,536,341
741,546 32,685,912
579,893 · 31,642,978
484,120 32,106,073
99.0 %
99.0
99.1
99.4
99.4
99.7
100.6
100.6
100.0
98.4
3,855,304
4,012,281
4,153,643
4,298,835
4,049,539
4,182,940
3,897,536
3,693,465
3,113,571
3,118,673
14.1 % r""-
13.7
14.0
14.2
13.4
14.0
12.4
11.4
9.8
9.6
Sources: City of Lubbock Comprehensive Annual Financial Report for the fiscal year ended September 30, 1996
1997 Lubbock Central Appraisal District
r
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338
Fi,cal
Year General
Ending Fund
1993 0.4D45
1994 0.4170
1995 0.4254
1996 0.3965
1997 0.3777
1998 0.3969
CllY OF LUBBOCK, TEXAS
PROPERTY TAX RATES-All OVERLAPPING GOVERNMENTS
PER $100 OF ASSESSED VALUE
Last Five Fiscal Years
City of Lubbock
High Plain,
Economic Debt City of Co1.1nty Underground
Develop-Service Lubbock Education Lubbock Water
men! Fund Total L.I.S.D. District County District
0.03S5 0.2000 0.6400 0.6000 0.9010 0.1763 0.0078
0.0231 0.1999 0.6400 1.4600 0.0000 0.1712 0.0080
0.0300 0.1846 0.6400 -1.4750 0.0000 0.1712 0.0084
0.0300 0.1594 0.5859 1.4650 0.0000 0.1689 0.0084
0.0300 0.1782 0.5859 1.4t70 0.0000 0.1689 0.0084
0.0300 0.1531 0.5800 1.5650 0.0000 0.1680 0.0084
Lubbock
County
Hoipital
Diitrict Total
0.1095 2.4346
0.1050 2.3842
0.1050 2.3996
0.1034 2.3316
0,1034 2.3636
0.1030 2.4244
------------------::::z:E-1:11 c=:::::;;;;; c=;;;;;;:c=;; •=-===-•2:-=:-~ sz: __ :z:___ ------------------------
Source: Lubbock Central Appraisal District
$1.(D
$100
Prq>erty Tax Rates
Per$100d As ssertValue
93
LI.S.D.
Oher
Oty
* Other indu:les Hgi AaillS lnlergOtnf WIier Clslrict and I I Hxd< Garity Hlspttal ClS1ric:t.
• 1993USOra!e indu:lesa:uty Ed.mien llslrid Rate.
339
MAJOR TEXAS CITIES
PROPERTY TAX PER CAPITA
Tax Tax
City eer Qa~ita City eecCapita
San Antonio $165 Brownsville 106
Dallas 297 Beaumont 185
El Paso 193 Abilene 130
Fort Worth 356 Mesquite 172
Arlington 215 Waco 195
Corpus Christi 183 Wichita Falls 170
Lubbock 164 Midland 192
Garland 204 Odessa 151
Plano 282 Carrollton 387
Irving 271 San Angelo 200
Amarillo 92 McAllen 168
Laredo 115 Richardson 309
Tyler 160
Property Tax Per Capita I TMLSurvey
400
San Anto El Paso Arlington Lubbock Plano Amarillo Browm.viii Abilene Waco 1\/lldland Carrollton McAllen Tyler
Dallas Fort Wort Corpus C Garland kvlng Laredo Beauman Mesquite Wichita F Odessa San Ange Richards
340
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1997 TAXATION & DEBT SURVEY TOP 25 TEXAS CITIES ASSESSED VALUE TAX G.O. TAX PER RANK TAX G.O. DEBT RANK DEBT FISCAL CITY POPULATION ($MILLIONS} RATE BOND DEBT CAPITA PER CAPITA PER CAPITA PER CAPITA YEAR Houston 65,333 0.665 1,629,170,000 238 19 894 22 7/01 San Antonio 1,115,600 $31,781 $0.580 $714,318,108 $165 8 640 18 10/01 Dallas 1,039,150 46,079 0.670 615,505,670 297 24 592 15 10/01 El Paso 583,421 17,710 0.636 109,005,000 193 14 187 7 9101 Fort Worth 4TT,850 17,928 0.950 344,277,400 356 25 720 20 10/01 Austin 465,622 25,763 0.526 429,798,000 291 23 923 23 10/01 Arlington 287,455 9,639 0.640 227,480,000 215 18 791 21 10/01 Corpus Christ 270,124 7,905 0.624 107,575,563 183 11 398 9 10/01 !Lubbock 193,064 5,399 0.586 63,131,999 164 7 327 8 101011 Gar1and 192,200 6,199 0.634 117,671,628 204 17 612 16 10/01 Plano 185,228 10,471 0.499 206,847,327 282 22 1,117 24 10/01 Irving 169,200 9,017 0.509 94,100,000 271 21 556 14 10/01 w Amarillo 168,358 6,176 0.252 0 92 1 0 1 10/01 .i:,. Laredo .166,000 3,635 0.527 70,850,000 115 3 427 11 10/01 · .... Pasadena 127,500 2,939 0.645 85,057,971 149 5 667 19 10/01 Brownsville 120,000 1,946 0.655 58,369,453 106 2 486 13 10/01 Beaumont 114,000 3,420 0.615 71,097,591 185 12 624 17 10/01 Abilene 112,062 2,703 0.539 8,811,320 130 4 79 5 10/01 Mesquite 111,550 3,546 0.541 45,322,406 172 10 406 10 10/01 Grand Prairie 105,350 4,007 0.696 715,636,147 265 20 6,792 25 10/01 Waco 103,590 3,032 0.667 48,948,333 195 15 473 12 10/01 Wichita Falls 102,790 2,583 o.6n 15,945,000 170 9 155 6 10/01 Midland 96,146 2,783 0.664 2,750,000 192 13 29 3 10/01 Odessa 94,223 2,228 0.637 3,135,000 151 6 33 4 10/01 San Angelo 91,556 2,212 0.828 1,605,000 200 16 18 2 10/01 Source: Texas Municipal League
CITY OF LUBBOCK
SUMMARY OF DEBT SERVICE
The City of Lubbock issues debt in the following three ways, as authorized by state
statute and City Charter: General Obligation Bonds, Revenue Bonds, and Certificates of
Obligation.
General Obligation Bonds are payable from the proceeds of an annual property tax,
levied within the limitations of the law. The payment of General Obligation Bonds is
guaranteed by the full faith and credit of the City. General Obligation Bonds must be
authorized by a vote of the citizens.
The principal and interest of Revenue Bonds are payable exclusively from net revenues
of an Enterprise Fund. The City of Lubbock operates the following Enterprise Funds:
Electric, Water, Sewer, Solid Waste, Airport and Stormwater Utility.
The third form of debt is Certificates of Obligation, which are payable from the proceeds
of an annual property tax, levied within the limitations of the law. In addition, they are
payable from.and secured by the surplus revenues of the City's Enterprise Funds.
The City of Lubbock's bonds are currently rated as follows:
General Obligation Bonds
LP&L Revenue Bonds
Certificates of Obligation
Moody's
Aa
Aaa
Aa
Standard & Poor's
AA
AAA
AA
The City has maintained these high ratings for the past several years.
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. There is no limitation within this $2.50
for debt service. For September 30, 1996, the tax rate for debt service is $0.17819 per
$100 Assessed Valuation, or 30.4% of the total tax rate of $0.5859 per $100 Assessed
Valuation.
Debt Limitation
There is no direct debt limitation in the City Charter or under State Law. 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. Administratively, the Attorney General
of the State of Texas will permit allocation of $1.50 of the $2.50 maximum tax rate for
general obligation debt service.
342
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COMMENTS ON DEBT MANAGEMENT
For over fifty years, The City has followed the policy of paying principal amounts in equal
installments. This method of debt structuring has allowed the City to ensure that 60% of
a debt issue principal and interest is paid within 1 O years of issuance.
Currently, 65% of all general obligation debt principal will be retired by the year 2005.
This strengthens the City's debt position and is viewed very favorably by rating agencies.
All debt issues, except refundings and certain other special issues, are advertised
nationally. All general obligation and revenue bond sales are advertised daily for thirty
days prior to the bond sale. This procedure increases the number of bidders and
therefore permits the City to issue debt at the lowest possible interest rate.
Bond issues are refunded only if there is a significant cash flow and present value
savings. The benchmark has been 5% to 10% of refunded principal. As an example, the
December 1993 general obligation refunding resulted in savings of approximately 8% of
refunded principal. This practice is particularly important because, according to the 1986
Tax Law, bond issues are allowed to be refunded only once.
The City has maintained high credit ratings since the 1960's due in part to the above
mentioned practices. A credit rating is an assessment of the City's ability and willingness
as well as its legal obligation to make full and timely payments of principal and interest on
the debt security over the course of its maturity schedule. Ratings are designed
exclusively for the purpose of grading bonds according to their credit qualities and do not
constitute a recommendation to buy or sell a security.
The ratings process looks at the past performance and trends as well as at estimated
future prospects. Qualitative data as well as quantitative data is considered. Historical
trends and current conditions, in addition to prepared projections, are utilized when
making evaluations about future performance. Evaluations are generally based on what
has taken place over the last five to ten years.
When applying for a credit rating, the items required of the City include the last three audit
reports, current budget document, current capital improvement program, statement of
long-and short-term debt, and indication of appropriate authority for debt issuance. In
addition, a ten-year trend of customers and five year forecast by categories of major
revenue producers is necessary.
Standard & Poor's rating scheme ranges from AAA to BBB. AAA is the highest rating and .
indicates the issuer has an extremely strong capacity to meet debt obligations. AA
indicates the issuer has a very strong capacity to meet debt
obligations and differs from an AAA rating only slightly.
343
An A indicates the issuer has a strong capacity to meet debt obligations but is more
susceptible to adverse economic conditions. BBB indicates the issuer has an adequate
capacity to meet debt obligations.
Moody's.has nine basic rating categories for long-term obligations. They range from Aaa
to C. An Aaa rating indicates the issuer has an extremely strong ability to meet its debt
obligations, whereas a C rating represents an adequate ability to meet debt requirements.
The City currently employs First Southwest Company in the capacity of financial advisor.
First Southwest Company coordinates the debt issuances of the City. In this regard, First
Southwest Company determines the City's capacity to authorize, issue and service debt.
On the basis of this determination and with the approval of the City, First Southwest
Company proceeds with the sale of the debt instruments. When a bid for the debt
instruments is accepted by the City, First Southwest Company directs the closing of the
bond sale.
344
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DEBT SERVICE/CAPITAL PROJECTS
The City budgets for debt service in six funds: General Debt Service, Electric Debt
Service, Water Debt Service, Sewer Debt Service, Solid Waste Debt Service and Airport
Debt Service. While some of these funds are at times consolidated to account for
combined enterprise totals, they are isolated and budgeted separately.
GENERAL DEBT SERVICE
General obligation debt service, which includes general obligation bonds and certificates
of obligation, is budgeted in the General Debt Service Fund and the appropriate
enterprise fund. The debt service payment is made initially by the General Debt Service
Fund and then reimbursed by the related enterprise fund for that portion of the payment
which represents enterprise fund debt obligation. Total general debt service is budgeted
at $21,395,218 for 1997-98.
ELECTRIC DEBT SERVICE
Total electric debt service is budgeted at $4,207,770.
WATER DEBT SERVICE
Through the issuance of bonds, the Water Fund has funded certain projects such as the
water treatment plant upgrade and the Lake Alan Henry Dam construction. Total general
debt requirements for 1997-98 are $4,042,366.
SEWER DEBT SERVICE
With bond issues, the Sewer Fund has funded certain projects such as wastewater
facilities improvements and the Land Application Site. Total general obligation for 1997-
98 is $6,500,095.
SOLID WASTE DEBT SERVICE
Bonds have been issued enabling the Solid Waste Fund to fund certain projects required
by EPA regulations such as landfill liner enhancements and landfill closure costs. Total
general obligation for 1997-98 is $487,534.
AIRPORT DEBT SERVICE
Other projects such as terminal repairs and hangar construction have been funded by
general obligation debt issuance. Total general debt service for 1997-98 is $1,891,576.
34S
:'
,...
CITY OF LUBBOCK, TEXAS r,
r-
DEBT SERVICE REQUIREMENTS
r-
FY 1987 Through FY 2016 ,...
r
FISCAL GENERAL f'
YEAR OBLIGATION REVENUE ,-..
ENDING BONDS BONDS TOTAL ,...
,...
1987 $12,843,041 $4,586,233 $17,429,274 I""'
1988 $13,022,748 $4,405,096 $17,427,844 ,-
1989 $13,295,366 $7,032,820 $20,328,186 r--
1990 $13,914,633 $6,776,080 $20,690,713 ,.....,
1991 $13,204,770 $6,472,795 $19,677,565
1992 $15,809,459 $7,066,100 $22,875,559
,-
1993 $17,688,951 $6,730,563 $24,419,514 ,-
1994 $16,940,432 $6,121,820 $23,062,252 l'""
1995 $19,632,207 $5,825,745 $25,457,952 I'"'.
1996 $21,289,841 $5,043,753 $26,333,594 I""'
1997 $21,395,218 $4,672,723 $26,067,941 r
1998 $20,359,891 $4,207,770 $24,567,661 r--
1999 $19,439,281 $3,988,055 $23,427,336 r"
2000 $18,204,206 $3,773,380 $21,977,586 .-
2001 $16,583,108 $3,554,830 $20,137,938 r
2002 $14,560,424 $3,324,578 $17,885,001 ,,-..
2003 $13,132,703 $2,751,048 $15,883,750 ,,-..
2004 $11,169,056 $2,598,488 $13,767,544 ,,-..
2005 $10,753,648 $1,981,093 $12,734,741 ,.-.
2006 $10,326,587 $1,870,340 $12,196,927 ,.-.
2007 $9,897,641 $1,764,098 $11,661,738
2008 $8,870,569 $1,312,750 $10,183,319 r
2009 $8,247,138 $445,313 $8,692,450 -
2010 $7,407,883 $421,875 $7,829,758 ,-
2011 $7,098,050 $398,438 $7,496,488 ,-
2012 $5,610,100 $5,610,100 ,-
2013 $5,344,125 $5,344,125 r
2014 $5,109,838 $5,109,838 ,-
2015 $1,866,206 $1,866,206 -
2016 $849,713 $849,713 r'
f
TOTALS $37318661830 $971125,781 $470,992,611 · -,
r'
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SERIES
1988
1988
1988
1989
1989
1991
1991
1991
1992
1992
1993
1993
1993
1995
1995
1995A
1997
CITY OF LUBBOCK
DEBT SERVICE FOR WHICH TAX IS LEVIED
FISCAL YEAR 1997-98
1997-98
DEBT
PURPOSE OF ISSUE SERVICE
General Obligation $341,550
Certificates of Obligation $336,700
Refunding Bonds $340,000
General Obligation $419,950
Certificates of Obligation $215,650
General Obligation $145,975
Certificates of Obligation $1,753,576
Contractual Obligation $120,126
Certificates of Obligation $3,627,656
Refunding Bonds $4,857,273
Certificates of Obligation $1,707,645
General Obligation $1,979,604
Refunding Bonds $847,425
General Obligation $469,706
Certificates of Obligation $1,576,604
General Obligation $641,219
Refunding Bonds $979,232
TOTAL TAX SUPPORTED BONDS $20,359,891 *
(""" * The total for FY 1997-98 debt service does not Include $25,000 for fiscal agent fees, $72,000 for collections
r, nor $15,000 for arbitrage rebate services.
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CITY OF LUBBOCK, TEXAS
RATIO OF NET GENERAL BONDED DEBT
TO ASSESSED VALUE AND NET BONDED DEBT PER CAPITA
LAST FIVE FISCAL YEARS
====================================================================================
Ratio
Debt of Net
Net Debt Payable Bonded Net
Fiscal Assessed Gross Service from Net Debt to Bonded
Year Popula-Value-Bonded Monies Enterprise Bonded Assessed Debt Per
Ending tion (1) Thousands Debt{2) Available Revenues Debt Value Capita
--------------------------------------------------------------------------
1992 187,493 4,741,608 131,813,752 882,147 88,771,330
1993 187,981 4,667,750 137,358,752 1,175,197 98,284,227
1994 190,038 4,910,763 152,633,955 268,630 103.455,4n
1995 191,020 5,087,312 148,130,295 1,614,523 96,590,300
1996 193,064 5,399,356 151,720,965 1,676,182 88,631,753
(1) Source: Based on City of Lubbock Planning Department estimates.
(2) Includes all long-term general obligation debt principal.
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42,160,275 0.88 224.86
37,899,328 o.n 201.61
48,899,848 1.00 257.32
49,925,472 0.98 261.36
61,413,030 1.14 318.10
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City of Lubbock
Financial Policies
PART I. STATEMENT OF PURPOSE
A. PURPOSE
The City of Lubbock has an important responsibility to its citizens to carefully account for
public funds, prudently manage municipal finances, and to plan for the adequate funding
of services desired by the public. The purpose of the financial policies is to enable the City
to achieve a long-term stable and positive financial condition by exercising integrity,
prudence, responsible stewardship, planning, accountability, and full and continuous
disclosure.
The City of Lubbock accomplishes this purpose by following policies like the ones
summarized below: ·
Reserves are maintained in fund balances/retained earnings, at levels sufficient to protect
the City's creditworthiness and to provide contingency funds in the event of emergency
and/or unforeseen cash outlays. Additionally, reserves are created when the City Council
takes action to set funds aside for a specific purpose or according to legal restrictions on
the use of assets. (PART II)
The City maintains a balanced and diversified revenue system to protect the City from
fluctuations in any one source due to changes in local. economic conditions which may
have an adverse impact. A conservative, objective, and analytical approach is used to
prepare revenue estimates along with an analysis of probable economic changes and their
impacts on revenues, historical collection rates, and trends in revenue shortfalls. (PART.
Ill)
The City operates on a current funding basis. Expenditures are budgeted and controlled
so as not to exceed an amount equal to current revenues plus the planned use of fund
balance accumulated through prior year savings. (PART IV)
Within the resources available each fiscal year, the City shall maintain capital assets and
infrastructure at a sufficient level to protect the City's investment to minimize future
replacement and maintenance costs, and to maintain service levels. (PART V)
Fund appropriations of the City Council are annually allocated to programs, offices,
departments, divisions, and projects in the legally adopted annual budget. The level of
budgetary control (that Is the level at which expenditures cannot legally exceed the
appropriated amount) is established by fund. The City Charter awards the City Manager
the authority to reallocate expenditures within funds as long as total funds stay within
budget. A budget supplement, approved by City Council, is required if actual expenditures
will exceed total budget. (PART VI)
An objective, analytical approach is used to make the determination of whether debt is
Issued. The process compares generally accepted standards of affordability to the current
values for the City. Those standards may indude measures such as debt per capita, debt
349
as a percent of assessed value, debt service payments as a percent of current revenues
and/or current expenditures, and the level of overlapping net debt of all local taxing
jurisdictions. The City strives to achieve the standards at levels below the median industry
measures for cities of comparable size. (PART VII)
The City encourages and participates In economic development efforts to expand
Lubbock's economy and tax base and to increase local employment in order to provide a
positive business environment in which local businesses can grow, flourish and create
jobs. (PART VIII)
The financial statements of the City of Lubbock, Lubbock County, Texas (City) conform to
generally accepted accounting principals (GAAP) of the Governmental Accounting
Standards Board (GASB) and program standards adopted by Government Finance
Officer's Association (GFOA). (PART IX)
B. ANNUAL REVIEW
These policies will be reviewed administratively by the Director of Financial Services and
City Manager and will be presented to the City Council for approval of any significant
changes.
PART II. FINANCIAL CONDITIONS, RESERVES AND STABILITY RATIOS
A. FUND BALANCE/RETAINED EARNINGS
When fund resources exceed uses, the result is fund balance accumulations for
governmental funds and retained earnings for proprietary funds. Reserves are maintained
in fund balances/retained earnings, at levels sufficient to protect the City's creditworthiness
and to provide contingency funds in the event of emergency and/or unforeseen cash
outlays. Additionally, reserves are created when the City Council takes action to set funds
aside for a specific purpose or according to legal restrictions on the use of assets.
Designations of fund balance/retained earnings are made when the appropriate level of
management requests an amount, purpose, and timeframe for the designation.
Designations are not authoritative and may be reallocated at any time. Reserves require
City Council or other appropriate authoritative action to reallocate.
General Fund
The City maintains an unreserved/undesignated fund balance at a minimum of two
month's budgeted operating expenditures to meet unanticipated contingencies and
fluctuations in revenue. After completion of the annual audit, if the
unreserved/undesignated fund balance exceeds two month's current budgeted operating
expenditures, the excess is reallocated by designating for subsequent capital expenditures
or transferring to the Capital Projects Reserve Fund, designated for infrastructure or any
other legal purpose. (Capital Expenditures are covered under the Capital Expenditures
and Improvements Financial Policy.)
A contingency in the amount of one penny on the ad valorem tax rate is reserved in the
General fund for emergencies, unanticipated expenditures or revenue shortfalls.
350
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Expenditures may be made from the contingency reserve upon approval by the City
Manager.
Debt Service Funds
The City maintains sufficient reserves In Debt Service funds to meet bond covenant
requirements. For revenue bonds the City maintains either the highest annual debt
service payment amount or the amount of one year's average annual debt service or
whatever the bond covenant requires. Coverages are maintained in accordance with bond
covenants.
Capital Project Funds
Unreserved/undesignated capital project fund balances or retained earnings are resources
available when all approved life-to-date budgets are committed. Reserves may be created
pursuant to City Co~ncil approval. There is a reserve of 2/5% of city sales tax revenues
for General Facilities and System Improvements and Streets Capital Maintenance.
Enterprise Funds
Retained earnings equal to three month's operating expense and debt requirements are
maintained in the undesignated retained earnings for unforeseen contingencies.
Resources are also maintained in the Rate Stabilization Fund to meet shortfalls in
revenues or fluctuating rate environments and may be allocated if there are not sufficient
resources in unreserved/undesignated retained earnings.
Internal Service Fund
When an internal service accumulates unreserved/undesignated retained earnings, it will
be used to offset any deficits in any other internal services funds. When deficits are
recovered, any excesses will be distributed to user funds on a pro rata basis. Rates are
evaluated annually to ensure that expenses charged to the operating departments cover
the cost of performing the internal service.
8. RISK MANAGEMENT
The City of Lubbock is primarily self-insured for liability, worker's compensation, and
medical and dental coverage. Insurance policies are maintained for liability insurance at
the airport, fire and extended coverage, boiler coverage, and miscellaneous floaters for
specific purposes as well as stop loss coverage for catastrophic health claims.
Premiums are based on prior year experience and necessary reserve adjustments are
distributed to appropriate city cost centers. Reserves are reviewed and adjusted annually
to the minimum of the estimated cost of the potential liability for all incurred claims.
The City reduces expenses for risk by actively managing claims and by supporting and
encouraging active loss prevention programs.
351
C. INVESTMENTS
The City's investment policies are governed by State statute and City ordinances.
Permissible investments include direct obligations of the United States or its agencies and
instrumentality's, certificates of deposit, prime domestic banker's acceptances, commercial
paper, repurchase agreements and deposits in a qualifying investment pool.
Investment policies and results are monitored by the Investment Review Committee.
Results are reported to management quarterly and the policy has been adopted by the
City Council.
D. RETIREMENT PLANS
Each qualified employee is included in one of two retirement plans in which the City of
Lubbock participates. These are the Texas Municipal Retirement System (TMRS) and the
Lubbock Firemen's Relief and Retirement Fund (LFRRF). The City does not maintain
accounting records, hold the investments or administer either fund. Funds are
appropriated annually to meet the actuarially determined funding levels of the plan.
TMRS is a state-wide agent multiple-employee retirement system that provides pension
benefits through a nontraditional joint contributory, defined contribution plan. LFRRF is a
single-employer defined benefits pension plan maintained by members of the City of
Lubbock's Fire Department under provisions of applicable law of the State of Texas. The
City also provides opportunities for investment by it's employees of several tax-exempt
long-term savings plans.
PART Ill. REVENUES
Tne City maintains a balanced and diversified revenue system to protect the City from
fluctuations in any one source due to changes in local economic conditions which may
have an adverse impact. In order to maintain a stable level of services, the City shall use
a conservative, objective, and analytical approach when preparing revenue estimates.
The process includes an analysis of probable economic changes and their impacts on
revenues, historical collection rates, and trends in revenue shortfalls.
A. COLLECTIONS
High collection rates are maintained by active collection efforts. The City monitors and
minimizes administrative costs necessary to generate revenues. Delinquent accounts and
insufficient checks are turned over to an outside collections agency for collection. As
collections are made, the collection agency remits the collections (net of fees). If
insufficient checks are not collected, they are returned to the City and turned over to the
District Attorney's office for collection. Collection efforts for other overdue payments are
pursued to the fullest extent of the law.
B. ENTERPRISE FUND REVENUES
Enterprise functions are fully self-supporting from their own source rates, fees, and
charges. Cost recovery includes direct operating and maintenance expense, indirect cost
352
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recovery, in-lieu of transfers to the General Fund for property and franchise tax payments,
capital expenditures and debt service payments, where appropriate.
Rates are approved by City Council during the annual budget process.
C. PROPERTY TAX
All taxable property within the City is subject to the assessment, levy, and collection by the
City of a continuing, direct annual ad valorem tax sufficient to provide payment of principal
and interest on all ad valorem tax debt and for operations and maintenance costs as
allowed by Article XI, Section 5, of the Texas Constitution as applicable to the City.
D. SALES TAX
The City has adopted the Municipal Sales and Use Tax Act, VATCS, Tax Code, Chapter
321, which grants the City the power to impose and levy a 1 % Local Sales and Use tax
within the City. The proceeds are credited to the General Fund and are not pledged to the
payment of obligations. In addition, in January 1995, the voters of the City approved the
imposition of an additional sales and use tax of one-eighth cent as authorized by VATCS,
Tax Code, Chapter 323, as amended. Collection of the additional tax commenced in
October 1995 with the proceeds des\gnated for the use and benefit of the City to replace
property tax revenues lost as a result of the adoption of the tax and is not pledged to the
payment of obligations.
E. DONATIONS/CONTRIBUTIONS
Contributions from individuals and/or groups will be evaluated to determine whether they
best meet the criteria of donated capital or a grant. Grants are managed in accordance
with Grant Policy. Donated Capital may be credited to the receiving fund or in an agency
fund until the activity for which it is received occurs.
F. GRANTS
The City applies for grants that are consistent with the objectives and high priority needs
identified by the City Council. The potential for incurring ongoing costs, including the
assumption of support for grant-funded positions from local revenues, will be considered
prior to applying for a grant. The City recovers indirect cost wherever possible.
All grant applications are reviewed for their cash match requirements, their potential
impact on the operating budget, and the extent to which they meet City policies. Funding
sources for local matches will be identified prior to the application process.
The City terminates grant-funded programs and associated positions when grant funds
expire unless an alternate funding sources Is Identified. Additional guidance is available in
the City of Lubbock Grant Application and Administration Policy.
353
G. INTEREST EARNINGS
Interest earnings from the investment of temporarily idle funds is distributed in a ratio of
each fund's equity in pooled cash, except, bond interest is dedicated to any cost overruns
or funding similar projects and Internal Services interest is transferred to the General
Fund.
H. HOTEUMOTEL TAX
Of the 7 cents of the total 13 cents of occupancy rates for hotels and motels in the City,
the City Council has allocated the distribution as follows:
Civic Center Renovation and Marketing
Convention and Tourism Bureau
Lubbock Arts Alliance
Municipal Arts Administration
Visitor Information Center Administration
Inbound Tourist Travel Airport Marketing
Visiting Participatory & Spectator Sports Marketing
Tourism Reserve Fund
PART IV. EXPENDITURES
A. CURRENT FUNDING BASIS
2.0 cents
3.0 cents
.4 cents
.4 cents
.075 cents
.075 cents
.80 cents
.25 cents
The City operates on a current funding basis. Expenditures are budgeted and controlled
so as not to exceed an amount equal to current revenues plus the planned use of fund
balance accumulated through prior year savings. (The use of fund balance is guided by
the Fund Balance/Retained Earnings Policy in Part II).
City staff and City management review expenditures on a monthly basis to ensure that
expenditures track budget projections. If at any time an operating deficit exists or is
projected, corrective action will be recommended. Corrective action my include, but is not
limited to, a hiring freeze, expenditure reductions, fee increases, or use of fund balance.
Expenditure deferrals to the following fiscal year, short-term loans or use of one-time
revenue sources will be avoided as attempts to balance the budget.
8. COST RECOVERY
Privatization and contracting with other governmental agencies will be evaluated as
alternative approaches to service delivery. Programs which are determined to be
inefficient and/or ineffective will be reduced in scope or eliminated. Cost recovery
continues to be a focus of management.
C. PURCHASING
Routine Purchases
354
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Departments can purchase items for which there is an approved budget (and the item is
not already on contract such as print shop items, warehouse items, garage parts, office
supplies, copiers, computers, etc.) For a complete listing of all purchasing policies, please
refer to the Purchasing Policies and Procedures Manual.
Petty cash
Pursuant to Purchasing Policy 3511-540, departments may be reimbursed for petty cash
purchases up to $100 per purchase.
Under $500 purchase orders
Departments have the authority to issue purchase orders for amounts up to $500.
Purchasing policy 3511-600 lists details of those policies.
Reguisitions
Requisitions may be entered by the department for any amount. For purchases less than
$5,000, requisitions must be electronically approved by the department head. For
purchases greater than $5,000, requisitions must be electronically approved by the
Director.
Emergency Purchases
Emergency Purchasing procedures are outlined In the Purchasing Policies and
Procedures Manual, Section 3511-480. An emergency is defined as a disruption which
may vitally affect the public health, welfare or safety (i.e. flood, bombing, tornado, etc.).
Department heads or their designees, can purchase goods or services and then follow up
later with a requisition describing the emergency along with an invoice indicating the
receipt of goods and services.
PART V. CAPITAL ASSETS
A. CAPITAL IMPROVEMENT PROJECTS
Within the resources available each fiscal year, the City shall maintain capital assets and
infrastructure at a sufficient level to protect the City's investment to minimize future
replacement and maintenance costs, and to maintain service levels. The City annually
reviews the need for capital Improvements and equipment, the current status of the City's
infrastructure, replacement and renovation needs, and potential new projects. All projects,
ongoing and proposed, will be prioritized based on an analysis of current needs and
resource availability. For every capital project, all operation and maintenance costs will be .
included in the proposal.
Capital project funds are used to accumulate resources to construct, install, or implement
new assets.
Facmty and System Improvements Funds accumulate resources to enhance existing
assets or improve existing facilities.
355
Permanent Street Maintenance Fund accumulates resources dedicated solely to the
maintenance of public streets, thoroughfares and public right-of-ways within the City of
Lubbock.
Costs to construct an asset or system improvement that exceed $25,000 and do not need
to be replaced for at least 5 years, will be accounted for as construction-in-progress.
When the project is complete, the project costs are capitalized and added to the City's
Fixed Assets. If a project does not meet the criteria for capitalization, the costs will be
treated as operating expenses and expensed as incurred.
B. CAPITAL REPLACEMENT POLICY
The City shall annually prepare a schedule for the replacement of its noninfrastructure
capital assets and replace those assets within the resources available each fiscal year.
Costs in excess of $1,000 for assets that will not need to be replaced any earlier than 3
years after acquisition, are capitalized as fixed assets. Fixed assets are inventoried
annually by department managers. Transfers and deletions are initiated and authorized by
department managers. Items that are not used may be contributed to Surplus Property,
maintained by the Purchasing Manager, either for use by another department or to be
auctioned off at the next City auction.
C. FINANCING
There are three basic methods of financing capital requirements:
• Funds may be budgeted from current revenues
• Purchases may be financed through surplus unreserved/undesignated fund
balance/retained earnings balances, subject to policy
• Debt may be issued in accordance with policy (PART VII DEBT POLICY)
PART VI. BUDGET APPROPRIATION/CONTROL
Budget controls are designed to ensure compliance with legal provisions embodied in the
annual appropriated budget approved by the City Council. Activities of the general fund
are included in the annual appropriated budget. Project-length financial plans are adopted
for the capital project funds. The level of budgetary control (that is the level at which
expenditures cannot legally exceed the appropriated amount) is established by fund. The
City Charter awards the City Manager the authority to reallocate expenditures within funds .
as long as total funds stay within budget. A budget supplement, approved by City Council,
is required if actual expenditures will exceed total budget.
Fund appropriations of the City Council are allocated to programs, offices, departments,
divisions, projects and character and object of expenditures by the City Manager or as
delegated to the Budget and Research Manager to provide managerial control and
reporting of budgetary operations.
356
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A. BUDGET CONTROL
Control of expenditures is accomplished administratively through City Council reviews.
Overexpenditures must be appropriated through a budget supplement.
Cost center supervisors prepare periodic revised expenditure estimates that are reviewed
by Budget and Research, Directors, and the City Management prior to submission to the
City Council for approval. Departmental budgets are reviewed monthly by the Budget and
Research department and reviewed with management monthly. The Budget and
Research staff prepares status reports to advise the City Manager and City Council.
B. BUDGET REPORTS/MONITORING
Departments retrieve cost center budget reports from the financial system that provide
detail by line item of the status of expenditures as compared to budget. A summary
report on contracts awarded, capital projects completed, and the status of the City's
various capital programs is prepared as a quarterly report and presented to the City
Manager and the City Council.
Various tools are used to assist management In examining critical issues and economic
conditions which could include, but are not limited to, rate models, rolling 5-year forecasts,
revenue projections, cash flow analyses, and other tools that may be useful in planning for
the future.
Annually the Budget and Research Department prepares and distributes a Revenue
Manual. The Revenue Manual includes primary revenue sources along with support for
projections. The Manual is a useful tool in monitoring collections.
PART VII DEBT POLICY
Debt financing may include, but is not limited to, general obligation bonds, revenue bonds,
certificates of obligation, lease/purchase agreements, certificates of participation or
commercial paper. The underlying asset that is being financed should have a longer
useful 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 that benefits, tangible and/or intangible
derived from financing exceed the related financing costs.
A. DEBT LIMITS
While there is no direct debt limitation in the City Charter or under State Law, 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. Administratively, the Attorney General
of the State of Texas will permit allocation of $1.50 of the $2.50 maximum tax rate for
general obligation debt service.
The City evaluates new debt issuance as it relates to the current debt level. The amount
of debt retired each year is compared to the amount of debt to be issued any given year
and an analysis performed to determine the community's ability to assume and support
357
additional debt service payments. When appropriate, the issuance of self-supporting
revenue bonds and self-supporting general obligation bonds are also considered.
An objective, analytical approach is used to make the determination of whether debt is
issued. The process compares generally accepted standards of affordability to the current
values for the City. Those standards may include measures such as debt per capita, debt
as a percent of assessed value, debt service payments as a percent of current revenues
and/or current expenditures, and the level of overlapping net debt of all local taxing
jurisdictions. The City strives to achieve the standards at levels below the median industry
measures for cities of comparable size.
B. REVENUE BONDS
When revenue bonds are issued or are outstanding, coverage requirements consistent
with the bond covenant will be maintained, usually at a level no less than 150%.
C. STRUCTURE
Bonds are issued with an average life of 10.5 years or less for general obligation bonds or
12.0 years for revenue bonds. Interest is paid in the first fiscal year after a bond sale and
principal is paid no later than the second fiscal year after the debt is issued. Call
provisions for bond issues shall be made a short as possible consistent with the lowest
interest cost to the City. The targeted maximum length to call is 1 O years.
A competitive bidding process is used in offering debt unless the issue warrants a
negotiated bid. The city attempts to award bonds based on a true interest cost (TIC)
basis, however upon the recommendation by the Director of Financial Services, a net
interest cost (NIC) approach may be used.
City staff is committed to providing full and continuous disclosure to rating agencies.
Credit ratings are sought from the top three rating agencies as recommended by the
Director of Financial Services. City Staff uses a variety of resources to prepare
information that may be useful to rating agencies during a bond rating. The
Comprehensive Annual Financial Report (CAFR) contains an annual update of required
continuing disclosure under Securities and Exchange Commission Rule 15c2-12
concerning primary and secondary market disclosure. The CAFR and material events are
reported to Nationally Recognized Municipal Securities Information Repositories
(NRMSIR's} according to timeframes required within the SEC ruling. ·
D. REFUNDING$
City staff and the city's financial advisor, monitor the municipal bond market for
opportunities to obtain interest savings by refunding outstanding debt. As a general rule,
the present value savings of a particular refunding should exceed 5% of the refunded
maturities.
358
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PART VIII ECONOMIC DEVELOPMENT
A. PROMOTION OF A POSITIVE BUSINESS ENVIRONMENT
The City, through its regulatory and administrative functions strives to provide a positive
business environment in which local businesses can grow, flourish and create jobs. The
City Council and Staff are sensitive to the needs, concerns, and issues facing local
businesses.
B. EXPANDING THE ECONOMY
The City encourages and participates in economic development efforts to expand
Lubbock's economy and tax base and to increase local employment. These efforts not
only focus on newly developing areas but on inner city areas, the Central Business
District, and other economic benefits. The City's economic development program also
seeks to expand the non-residential share of tax base to decrease the tax burden on
residential homeowners.
C. ECONOMIC INCENTIVES
The City uses economic incentives such as enterprise zones, tax abatement and others,
as allowed by law to encourage business expansion. The City also coordinates with state
and federal agencies on offering any incentives to programs they may provide for potential
economic expansion. Tax abatements are used to encourage growth and development in
Lubbock. The City uses due caution in the analysis of tax incentives used to encourage
development and periodically reviews tax abatement contracts to ensure that the
community is receiving promised benefits.
D. INTERLOCAL COOPERATION
The City's economic development program encourages close cooperating with other local
jurisdictions, chambers of commerce, and groups interested in promoting the economic
well-being of the area.
PART IX ACCOUNTING, AUDITING AND FINANCIAL REPORTING
A. BASIS OF ACCOUNTING
The financial statements of the City of Lubbock, Lubbock County, Texas (City) conform to
generally accepted accounting principals (GMP} of the Governmental Accounting
Standards Board (GASB} and program standards adopted by Government Finance
Officer's Association {GFOA). Lubbock's financial statements have been awarded the
Certificate of Achievement for Excellence in Financial Reporting for each of the fiscal
years ended September 30, 1984 through September 30, 1995.
B. INTERNAL CONTROL
The City is responsible for establishing and maintaining an internal control structure
designed to provide reasonable, but not absolute, assurance that the assets of the City
359
are protected from loss, theft, or misuse. The concept of reasonable assurance
recognizes that (1) the cost of a control should not exceed the benefits likely to be derived
and (2) the valuation of costs and benefits requires estimates and Judgments by
management.
C. EXTERNAL AUDITING
The City is audited annually by outside independent auditors. The auditors must be a
CPA firm that has won a competitive request for proposal that ensures that they have
breadth and depth of staff to conduct the City's audit in accordance with generally
accepted auditing standards and contractual requirements. The auditors report on the
City's financial statements must be completed in sufficient time such that the
Comprehensive Annual Financial Report (CAFR) may be presented to the City Council at
the first Council meeting in January following the fiscal year end.
The auditors are accountable to the City Council and will have access to direct
communication with the City Council if staff is unresponsive to auditor recommendations or
if the auditors consider such communication necessary to fulfill their legal and professional
responsibilities.
The City will distribute requests for proposals for audit services at least every three years.
D. INTERNAL AUDITING
The Internal Auditor annually prepares an audit plan to audit such programs, accounts,
areas, and/or processes as have been defined as priority areas by management. Reports
are distributed to responsible department heads, directors, Assistant City Managers and
City Manager. Responses are required, if recommended, to be returned within a
reasonable length of time. The Internal Auditor is responsible for maintaining the levels of
petty cash and change funds. The Internal Audit staff assists during the annual audit by
the external auditors.
E. EXTERNAL FINANCIAL REPORTING
Accounting Department prepares and publishes a comprehensive annual financial report
{CAFR). The CAFR is the official annual report for the City and contains appropriate
statements, schedules and other information for the major operations of the City and its
component units. Also included is an official audit opinion, transmittal letter from
management, and information that provides continuing disclosure as required by SEC
Rule 15c2-12. The CAFR is prepared in accordance with generally accepted accounting
principals and is submitted annually to the Government Finance Officer's Association for
evaluation for the Certificate of Achievement of Excellence in Financial Reporting. The
CAFR is published and presented to the City Council no later than the first City Council
meeting in January following the fiscal year end. CAFRs are distributed to appropriate
federal/state agencies, and other users, including but not limited to, students, other cities,
bondholders, city staff, financial institutions, required information depositories, and others.
360
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The Single Audit report is prepared and presented to granters no later than six months
following the fiscal year end. The Single Audit report lists the status and current
operations of all federal/state· and local funding awarded and received.
Monthly reports are distributed by the Accounting Department that include
schedules/statements that present interim results of operations along with an executive
style summary.
The Accounting Department prepares such other reports as are sufficient for management
to plan, monitor, and control the City's financial affairs. If delays will occur, the Director of
Financial Services will notify City Management and City Council of the delay and the
underlying reasons.
361
APPENDIX
Some graphic illustrations of the theory behind some selected financial policies is
presented. These include:
CASH FLOWS -Property tax receipts vs. General Fund outlays
The pattern of property tax collections in the fiscal year 1995 Is compared to the pattern of
cash outlays in the general fund. The timing of receipts occurs in a spike over a three
month period while cash outlays occur evenly over the year. Fund balance reserves offer
funding when cash outlays and cash receipts occur at different times. The fund balance
reserve discussion is contained in PART II FINANCIAL CONDITIONS, RESERVES AND
STABILITY RATIOS.
CITY-WIDE REVENUES -As of September 30, 1995
This pie chart shows city revenues from all funds to Illustrate a diversified revenue system.
The revenue system is described in PART Ill. REVENUES.
REVENUES VS. EXPENDITURES -For the fiscal year ending September 30, 1995
Each year, the balanced budget is presented to City Council for approval. When the
budget is approved, various procedures and tools are in place to monitor and control
expenditures to meet the approved budget. This graph illustrates the resulting "actual"
revenues and expenditures for the major funds for the fiscal year ending September 30,
1995. Expenditure control is discussed in PART IV. EXPENDITURES.
NET FIXED ASSETS -For the past 5 fiscal years
Infrastructure must be maintained on a timely and consistent basis. Deferring those costs
can increase future capital costs by 5-10 fold. Recognizing that, the City of Lubbock has
policies that propose setting aside funds annually specifically to address infrastructure
maintenance which are covered in PART V CAPITAL ASSETS.
TAX-SUPPORTED DEBT PER CAPITA -$49.9 M tax-supported debt per 191,000 citizens
Moody's conducts a survey of cities, schools, and countys of all sizes and publishes some
median measures to which cities may compare their debt ratios. In this graph the City of
Lubbock's debt per capita ratio is compared to the median measure for cities of the same
size published by Moody's. ·
TAX-SUPPORTED DEBT AS % OF ASSESSED VALUE -$49.9 M tax-supported debt per
$5 billion assessed value
Another measure of debt is a comparison of tax-supported debt to the total assessed
value. Moody's publishes a median ratio for cities the size of the City of Lubbock. This
graph compares the City of Lubbock's experience to Moody's median measure.
The Debt policy is discussed in PART VII. DEBT POLICY.
362
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INDEX BY SUBJECT
-A-
Accounting Department. ...................... 61 Organizational Chart ............................ iii
Acknowledgment ............................... 366 Secretary ........................................... 44
Administration ...................................... 42 City Attorney ........................................ 46
Agency Funds (definitlon) ...................... 9 City Council ......................................... 40
All City Funds (Summary) ................. 317 City Manager ....................................... 42
Animal Control City Secretary ...................................... 44
Animal Services Shelter .................... 70 Civic Center ....................................... 108
Animal Services Field ........................ 72 Code Administration ............................ 7 4
Appendices ........................................ 307 Commercial Collection ....................... 234
Assessed Valuation ........................ 19,22 Community Development Admin ....... 303
Attorney ............................................... 46 Community Development Field ... ~ ..... 305
Auditorium/Coliseum ......................... 11 O Community Profile ................................. 1
Authorized Positions .......................... 326 Comprehensive Planning .................... 85
Auto Parts .......................................... 271 Concrete Construction ....................... 136
Aviation Departments Council Goals/Olrectlves ..................... : xi
Aviation Admin & Marketing ............ 244 Cultural Arts Services Revenues &
Aviation Operations ......................... 246 Expenditures ...................................... 97
Aviation Maintenance ...................... 248 Cultural Arts Services .......................... 96
Aviation Sec Access ........................ 250
Aviation Sec Police .......................... 252 -D-
Aviation Fund (Citizen Summary) ..... 3, 15
Aviation Fund Overview .................... 240 Debt Information ................... 20,343-347
Aviation Fund Summary .................... 242 Debt Service Fund Summary .............. 20
Disposal ............................................ 236
-B-Distinguished Budget Award ................. ii
Basis of Accounting ........................... 359 -E-
Budget
Awards ................................................ ii Economic Development Fund
Calendar .............................................. 7 Overview .......................................... 295
Controls .................................... 356,357 Economic Outlook ................................. 4
Message .............................................. x Electric Fund Overview ...................... 157
Terminology ..................................... 308 Electric Utilities
Budget and Research .......................... 59 Administration .................................. 162
Building Inspection .............................. 76 Promotion ........................................ 164
Building Maintenance ........................ 278 Elec Production Operations ............. 166
Business Development. ..................... 186 Elec Production Maint. ..................... 168
Elec Distribution Engineering .......... 170
-C· Elec Distribution Underground ......... 172
Elec Distribution Overhead .............. 17 4
Capital Budget .................................. 318 Elec Distribution Cust. Serv ............. 176
Capital Improvements Impact on Elec Distribution Substation ............. 178
Operating Budget ............................ 321 Elec Distribution Meter Shop ........... 180
Capital Projects All Fund Field Services .................................. 182
Summary .................................. 317,318 Billing and Collections ...................... 184
Cemetery ........................................... 106 Business Development.. .................. 186
Central Warehouse ........................... 273 Street Lighting ................................. 155
Citizen Summary ................................... 1 Electric Utilities Division Summary .... 159
City Electric Fund (Citizen Summary) ......... 15
Debt Service ........................ 20,343-347 Emergency Management ................... 81
Goals and Priorities ............................. x Employees Per 1,000
Manager ............................. ; .............. 42 Population ........................................ 326
Environmental Compliance ................ 268
363
INDEX BY SUBJECT
-F--M-N-0-
Facilities Management ...................... 278 Maintenance
Financial Policies ............................... 349 Aviation ............................................ 248
Financial Services Building Services ............................. 278
Organizational Chart .......................... 58
Fire Department
Parks ................................................. 98
Manager ·
Administration .................................. 113 Letter of Transmittal ............................. x
Prevention ....................................... 115 Office ................................................. 42
Training ........................................... 119 Priorities .............................................. xi
Equipment Maintenance .................. 117 Manager's Office, City ......................... 42
Suppression .................................... 121 Microfilm .............................................. 48
Full Time Employees Summary ........ 326 Municipal Court .................................... 52
Fund Structure .................................. 9, 10 Municipal Court Revenues
and Expenditures .............................. 53
-G-Neighborhood Services ....................... 83
Office Supplies .................................. 275
GFOA Distinguished Budget Award ...... ii Operating Reserve .............................. xv
Garage Auto Parts ............................ 271 Ordinances ................................. 311,313
General Fund ...................................... 21 Organization of Funds ........................... 9
Revenues .......................................... 29 Organizational Chart ............................. iii
Expenditures ..................................... 35 Outdoor Recreation .........................•. 1 04
Summary ..................................... 28-38
General Fund Overview ...................... 21 -P-
General Multipurpose .......................... 56
General Government Organizational Parks
Chart .................................................. 39 Cemetery ......................................... 106
Glossary of Budget Terms ................ 308 Park Development ........................... 1 00
Governmental Funds (definition) ........... 9 Park Maintenance .............................. 98
Paved.Streets .................................... 128
-H-Personnel
Health Department Department. ..................................... 152
Personal Health ................................. 66 Planning ............................................... 85
Lab Servlces ...................................... 68 Police
Health & Community Services Police Administration .....................•. 141
Organizational Chart ......................... 65 Police Automatic Records ............... 145
Hotel/Motel Tax .......................... 298,299 Police lnvestigations ........................ 147
Human Resources ............................. 152 Police Patrol .................................... 149
Human Resources Organizational Police Training ................................. 143
Chart ................................................ 151 Policy Initiatives .................................. xiv
Print Shop/Office Supplies ................. 275
-1-Property Tax Per Capita ................... 340 ·
Proprietary Funds (definition) ................ 9
Indoor Recreation .............................. 102 Public Info/Customer Serv ................... 54
Information Servlces .......................... 264 Purchasing Department ....................... 63
Internal Audit ....................................... 50
Investment Policy .............................. 352
-J-K-L-
Radio Shop ........................................ 266
Legal Department ................................ 46 Recreation Indoor .............................. 102
Letter of Transmittal .............................. x Recreation Outdoor ........................... 104
Library Recycling Residential Collection ....... 238
Mahon ............................................... 88 Reserve Requirements ...................... 350
Godeke .............................................. 90 Revenues and Expenditures ............. 336
Patterson ........................................... 92 Safety -Risk Management ................ 288
Groves ............................................... 94 Sales Tax Trend .................................. 22
364
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Sanitary Sewer Division Summary .... 214
Self Insurance Health .................. , ..... 290
Self Insurance .................................. 288
Sewer Division
Land Application Site ....................... 221
Wastewater Collection ..................... 219
Water Reclamation .......................... 217
Water Reservoir ............................. 211
Sewer Revenue Fund Overview ....... 213
Sewer Fund (Citizen Summary) .......... 15
Solid Waste
Commercial Collection ..................... 234
Residential Collection ...................... 232
Recycling Collection ........................ 238
Solid Waste Disposal ...................... 236
Solid Waste Division Summary ......... 229
Solid Waste Fund (Citizen Summary) . 15
Solid Waste Fund Overview .............. 227
Storm Sewer Maintenance ................ 134
Stormwater Management .................. 257
Stormwater Fund (Citizen Summary)15
Stormwater Utility Fund Overview ..... 254
Stormwater Organizational Chart .....• 256
Strategic Planning Organizational
Chart .................................................. 80
Staffing Comparison .......................... 326
Streets, Paved ................................... 128
Streets, Unpaved ............................... 130
Street Cleaning .................................. 132
Street Drainage .................... ~ ............ 138
Street Drainage Revenues
and Expenditures ........................... 139
Street Lighting ................................... 155
-T-
Table of Contents ............................. Iv-ix
Traffic Engineering
Engineering and Design .................. 124
Traffic Operations ............................ 126
Transit ............................................... 292
Transit Fund (Citizen Summary) .••..•.•• 16
Transit Fund Overview ...................... 292
Transit Organizational Chart ............. 294
Trust & Agency Funds (definltion) ......... 9
-U-V-W-X-Y-Z-
Unfinanced Expanded Level ............. 331
Unpaved Streets ................................ 130
Vector Control ..................................... 78
Warehouse ........................................ 273
Water Division Summary ................... 190
Equipment Maintenance .................. 199
Meter & Customer Ser ..................... 197
Pipeline Maintenance ...................... 201
Process Control
Laboratory Services ....................... 203
Pumping & Control ........................ 205
Water Production ........................... 209
Water Treatment ........................... 207
Sanitary Sewer Division Summary .214
Industrial Monitoring/Pretreatment223
Land Application Slte .................... 221
Water Reclamation ....................... 217
Wastewater Collection .................. 219
Wastewater Laboratory ................ 225
Water Administration ....................... 193
Water Engineering ........................... 195
Water Fund Overview ...................... 188
Water Fund {Citizen Summary) .•...•.•• 15
365
CITY OF LUBBOCK, TEXAS
FY 1997-98 ANNUAL BUDGET
Bob Cass, City Manager
Anna Mosqueda, Managing Director -Financial Services
BUDGET OFFICE STAFF
Leslie Cox, Budget Manager
Corbin Pemberton, Budget Analyst Melissa Trevino, Budget Analyst
Irma Martinez, Secretary
Steven Treanor, Administrative Intern
David Morgan, Administrative Intern
ACKNOWLEDGMENTS
The Budget and Research Department would like to thank the City Council, management and
staff for their assistance in preparing the 1997-98 Annual Budget. Preparation of the budget
documents would not have been possible without the timely cooperation and assistance of each
City Department.
Graphic Design: Pat Maines Graphic Art
ALTERNATIYEFQRMATS
In accordance with the Americans with Disabilities Act, this document Is available in alternative
formats upon request. Please contact the Budget and Research Office at 775-2985.
366
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