HomeMy WebLinkAboutMIN AUG 13 2002 M I N U T E S - CITY OF BEAUMONT
Lulu L. Smith, Mayor Pro Tem EVELYN M. LORD, MAYOR Guy N. Goodson
Andrew P. Cokinos CITY COUNCIL MEETING Becky Ames
Bobbie J. Patterson August 13, 2002 Audwin Samuel
Lane Nichols, City Attorney Kyle Hayes, City Manager Susan Henderson, City Clerk
The City Council of the City of Beaumont,Texas, met in a regular session on August 13,2002, at
the City Hall Council Chambers, 801 Main Street, Beaumont, Texas, at 1:00 p.m. to consider the
following:
OPENING
Mayor Evelyn Lord called the meeting to order at 1:06 p.m.
Present at the meeting were:Mayor Lord,Mayor Pro Tem Smith,Councilmembers Cokinos,Ames,
and Patterson. (Council members Goodson and Samuel laterjoined the Executive Session.)Also,
present were Kyle Hayes,City Manager;Lane Nichols,City Attorney;Susan Henderson,City Clerk;
and Terri Hanks, Deputy City Clerk.
RECESS FOR EXECUTIVE SESSION
Mayor Evelyn Lord recessed into Executive Session at 1:07 p.m.
EXECUTIVE SESSION
Consider matters related to employment,evaluation and duties of a public officer or employee
in accordance with Section 551.074 of the Government Code:
Discussion of the appointment of a City Manager
Consider matters related to contemplated or pending litigation in accordance with Section
551.071 of the Government Code:
Tyrrell Park Horse Stables
RECONVENE MEETING
Invocation Pledge of Allegiance Roll Call
Mayor Evelyn Lord reconvened the meeting at 1:30 p.m. The Reverend Lewis Hawthorne,
Pastor of Abundant Life Baptist Church,gave the invocation. Councilmember Becky Ames led the
pledge of allegiance.
Present atthe meeting were: Mayor Lord, Mayor Pro Tem Smith,Councilmembers Goodson,
Cokinos, Ames, Samuel and Patterson. Also, present were Kyle Hayes, City Manager; Lane
Nichols, City Attorney; Susan Henderson, City Clerk; and Terri Hanks, Deputy City Clerk.
Presentations and Recognitions - No presentations and recognitions were given.
Public Comment: Persons may speak on scheduled agenda items
Comments were heard from Barbara Baron,6870 Sharon Circle, regarding Council Agenda
Item Number two. Audio and visual tapes are available in the City Clerk's Office.
Consent Agenda
Approval of minutes - Minutes of August 13, 2002.
Confirmation of committee appointments - No Appointments made.
A) Approve the extension of a contract ( from August 15, 2002 to no later than
September 30,2002)with Chandler,Brooks&Donahoe, Inc. related to a tourism assessment
study - Resolution No. 02-190
B) Accept maintenance of the street,storm sewer,(South Oaks Drive from existing South Oaks
Drive approximately 305 feet south to and including cul-de-sac, Harbor Oaks Drive from
existing Harbor Oaks Drive approximately 355 feet south to proposed Oak Brook Drive,and
Oak Brook Drive from proposed South Oaks Drive approximately 370 feet west to proposed
Harbor Oaks Drive)water and sanitary sewer improvements in ( Lots 7-18 and Townhome
Lots 15-44 ) West Oaks Subdivision, Phase II and West Oaks Townhomes, Phase II -
Resolution No. 02-191
Councilmember Cokinos moved to approve the Consent Agenda. Councilmember Ames
seconded the motion. MOTION PASSED.
Ayes: Mayor Lord, Mayor Pro Tern Smith, Councilmembers Goodson,
Cokinos, Ames, Samuel and Patterson
Nays: None
GENERAL BUSINESS
1. Consider the appointment of a City Manager
Mayor Pro Tern Smith to approve Resolution No. 02-192 appointing Kyle Hayes as City
Manager. Councilmember Ames seconded the motion. MOTION PASSED.
Ayes: Mayor Lord, Mayor Pro Tern Smith, Councilmembers Goodson,
Cokinos, Ames, Samuel and Patterson
Nays: None
2. Consider authorizing the execution of a lease agreement with the Southeast Texas Family
Resource Center
Minutes -August 13,2002 Page 2
Councilmember Cokinos moved to approve Resolution 02-193 authorizing the execution of
a thirty-five(35)year lease agreement with the Southeast Texas Family Resource Center
with an option of an additional twenty ( 20 ) years. Councilmember Ames seconded the
motion. MOTION PASSED.
Ayes: Mayor Lord, Mayor Pro Tern Smith, Councilmembers Goodson,
Cokinos, Ames, Samuel and Patterson
Nays: None
3. Consider approval of an annual contract for Security Guard and Event Staff services
Mayor Pro Tern Smtih moved to approve Resolution No.02-194 authorizing a contractwith
Lofton Staffing and Security Services. Councilmember Goodson seconded the motion.
MOTION PASSED.
Ayes: Mayor Lord, Mayor Pro Tern Smith, Councilmembers Goodson,
Cokinos, Ames, Samuel and Patterson
Nays: None
4. Receive the FY 2003 Proposed Budget and schedule a public hearing
City Manager Hayes discussed the Proposed FY 2003 Budget as shown in Exhibit "A."
Councilmember Goodson moved to approve Resolution No. 02-195 scheduling a public
hearing on Tuesday, September 3, 2002 at 1:30 p.m. to discuss the FY 2003 Proposed
Budget. Councilmember Ames seconded the motion. MOTION PASSED.
(Councilmember Samuel left City Council Chambers at 2:45 p.m. during the passage of
Council Agenda Item Number four and returned at 2:47 p.m.)
Ayes: Mayor Lord, Mayor Pro Tern Smith, Councilmembers Goodson,
Cokinos, Ames, and Patterson
Nays: None
5. Schedule a public hearing on the FY 2003 Capital Improvement Program (CIP)
City Manager Hayes discussed the FY 2003 Capital Improvement Program as shown in
Exhibit"B." Councilmember Patterson moved to approve Resolution No.02-196 scheduling
a public hearing on Tuesday,September 3,2002 at 1:30 p.m. to discuss the FY 2003 Capital
Improvement Program. Councilmember Samuel seconded the motion. MOTION PASSED.
Ayes: Mayor Lord, Mayor Pro Tern Smith, Councilmembers Goodson,
Cokinos, Ames, Samuel and Patterson
Nays: None
Minutes -August 13,2002 Page 3
6. Establish the proposed tax rate, take a record vote and schedule a public hearing
Councilmember Cokinos moved to approve Resolution No. 02-197 scheduling a public
hearing on Tuesday,September 3,2002 at 1:30 p.m.to discuss the proposed tax. Mayor Pro
Tern Smith seconded the motion. MOTION PASSED.
Ayes: Mayor Lord, Mayor Pro Tem Smith, Councilmembers Goodson,
Cokinos, Ames, Samuel and Patterson
Nays: None
WORK SESSION
FY 2003 Budget
There was no further discussion on the FY 2003 Budget.
Review Weed Abatement Program
Clean Community Director John Labrie discussed plans for resolution of weed abatement
issues. Audio and visual tapes are available in the City Clerk's Office.
COMMENTS
Councilmembers comment on various matters
Councilmember Patterson announced the PearOrchard Neighborhood Association will meet
7:00 p.m., August 20, 2002, at Our Mother of Mercy Catholic Church.
Councilmembers extended invitations to attend FY2003 Budget meetings for the following
Wards: Ward III - August 15, 2002, 7:00 p.m., Gospel of Jesus Christ Church; Ward IV -
August 21,2002,6:30 p.m.,Theodore Johns Library;and Ward I-August 19,2002,7:00 p.m.,
McFaddin Ward House.
Public Comment (Person are limited to three minutes)
Citizen comments were received from Leroy Lewis 111, 1855 North Street and Felipe Garcia,
1155 Houston Street. Audio and visual tapes are available in the City Clerk's Office.
There being no further business, the meeting adjourned at 3:25 p.m.
Evelyn M. Lord, Mayor
Susan Henderson, City Clerk
Minutes -August 13,2002 Page 4
CITY OF BEAUMONT, TEXAS
Fiscal Year 2003
PRELIMINARY
ANNUAL OPERATING BUDGET
October 1, 2002 - September 30, 2003
Kyle Hayes
City Manager
Andrea S. Deaton
Budget Officer
EXECUTIVE MANAGEMENT TEAM
Central Services Director Kirby Richard
City Attorney Lane Nichols
City Clerk Susan Henderson
Clean Community Director John Labrie
Community Services Director Maurine Gray
Fire Chief Micky Bertrand
Human Resources Director Marie Dodson
Police Chief Tom Scofield
Public Health Director Ingrid Holmes
Public Works Director Tom Warner
EXHIBIT "A"
TABLE OF CONTENTS
LETTER OF TRANSMITTAL
BUDGET SUMMARY
All Funds Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
GENERAL FUND
Statement of Revenues and Expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Summary of Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Summary of Expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Program Summaries
Executive Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
CityClerk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
City Attorney . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Central Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Police . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Fire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Public Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Public Works . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Community Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Transfers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
DEBT SERVICE
Statement of Revenues and Expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
WATER UTILITIES FUND
Program Summaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Statement of Revenues and Expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . 83
SOLID WASTE MANAGEMENT FUND
Program Summaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
Statement of Revenues and Expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
SPECIAL REVENUE FUNDS
Hotel Occupancy Tax Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
Street Maintenance Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
Municipal Transit Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
Other Special Revenue Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
INTERNAL SERVICE FUNDS
Capital Reserve Fund
Statement of Revenues and Expenditures . . . . . . . . . . . . . . . . . . . . . . . . 95
Recommended Equipment Purchases . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
Recommended Vehicle Purchases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
Debt Service Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
Fleet Management Fund
Statement of Revenues and Expenditures . . . . . . . . . . . . . . . . . . . . . . . . 99
Employee Benefits Fund
Statement of Revenues and Expenditures . . . . . . . . . . . . . . . . . . . . . . . 100
General Liability Fund
Statement of Revenues and Expenditures . . . . . . . . . . . . . . . . . . . . . . . 101
PERSONNEL SUMMARY
Personnel Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
Compensation Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
FINANCIAL POLICIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
�r
I c
City of Beaumont
August 13, 2002
Honorable Mayor and Members
of the City Council
Presented for your consideration is the Fiscal Year 2003 (October 1, 2002 to September 30,
2003) Proposed Annual Operating Budget and Program of Services for the City of Beaumont.
The proposed budget meets all legal requirements of the Civil Statutes of Texas and the Charter
of the City of Beaumont. The proposed budget for all funds totals approximately$152.7 million.
The criteria for the budget preparation was to
• generate $6 million in increased revenues/reduced expenditures
• maintain, to the greatest extent possible, current levels of service
• provide for the repayment of debt
• continue sufficient fund balances
I am pleased that this proposed budget successfully meets this criteria. It is possible because
of Mayor/Council and administration leadership,a dedicated and determined management team
and prudentfiscal management. Departments were challenged to reorganize to provide for more
effective and efficient operations and to do more with less. While the City has maintained
financial stability for FY 2003,the current trends of increased costs for personnel, materials and
capital improvements, along with limited revenue growth opportunities will make the FY 2004
budget process a challenge once again.
FY 2002 in Review
Following several years of 3.5% or more growth in sales tax receipts, the City experienced an
unexpected downturn in FY 2001 resulting in a reduction of$300,000 or 1.2%less than FY 2000
receipts. With consideration being given to the retail expansion in the west end of Beaumont,
the FY 2002 budget was prepared with an anticipated growth of 2.5% for a total estimate of
approximately $26.4M. Due in part to the events of September 11, 2001 and the subsequent
economic struggle facing the entire nation, our recovery was not as strong as expected. Current
projections indicate receipts for FY 2002 at $26M which is $365,000 under budget and
translates into a growth rate of slightly less than 1%.
In FY 2002, industrial district contracts were renegotiated and several new companies entered
into agreements with the City. These new contracts brought in approximately $400,000 in new
revenue. Additionally, in consideration for de-annexing property near their facility, ExxonMobil
agreed to an additional one time payment of approximately $280,000 in FY 2002.
Budget Message
August 13, 2002
Gross Receipt Tax revenues are expected to be$681,000 under original estimates for FY 2002.
This is attributable to the Entergy franchise payment of$3.3 Million which is $664,000 below
budget. This significant reduction is related to a State regulatory revision in the rate calculation
method being used. Actual receipts in FY 2000 were $3.7Million, and were $4AMillion in FY
2001 due to an unusually hot summer. The City Attorney's office is currently reviewing the new
calculation used.
From FY 2000 to FY 2002, a total of$0.05 of the dedicated property tax to the General Fund
has been shifted to the Debt Service Fund. One cent of property tax is equivalent to$380,000.
Although the additional resources were required for debt service, the financial impact of the
$0.05 loss to the General Fund was $1.9Million for FY 2002. It is important to note that the
reduction has a compounding effect which carries over from year to year.
Departmental cost reductions, including the aggressive review of personnel and capital outlay
and the deferral of an anticipated salary adjustment for Fire civil service personnel, will produce
savings of approximately $1.3Million from the original budget appropriation. The combination
of the above reduced the use of fund balance from $1 AMillion to $705,000. These positive
changes provided the foundation to maintain a fund balance equal to 9.5% of expenditures,
which is within the financial policy range of 8% - 10%.
STRATEGIC DIRECTIONS FOR 2003
The Strategic Directions for FY2003 provide the basis to achieve a shared vision for an
improved Beaumont.
• Maintain Financial Stability -The City is challenged to meet the increasing expectations
of citizens for quality services while controlling the tax burden and sustaining financial
vitality. The Administration will continue to take aggressive action to identify ways to reduce
the cost of government services. These actions include evaluation of vacant positions for
elimination, opportunities to privatize or transfer service responsibilities and the aggressive
application of federal/state grants.
• Improve the Visual Appearance of the City - The increased efforts of the Clean
Community Department relating to code enforcement, demolition of unsafe structures and
increased maintenance of public right-of-ways and private properties with code violations
will result in an improved community appearance.
• Build and Diversify the Economic Base - The City will continue the partnership with the
Chamber of Commerce, Jefferson County and the Partnership of Southeast Texas (POST)
in addressing the critical leadership responsibilities related to economic development. The
goal is to grow and diversify the economic base.
Budget Message
August 13, 2002
• Revitalize Neighborhoods - The Administration will continue with initiatives in property
maintenance, housing rehabilitation and construction, clean community efforts and
empowering residents to resolve neighborhood issues.Through community building efforts,
the Administration will involve residents in creating a sense of ownership in their
neighborhood.The continued construction of new single family homes(e.g. scattered sites,
MLK/Dick Dowling, Edwards School and South Beaumont neighborhoods)and rehabilitation
efforts will assist in stabilizing transitional neighborhoods.
In order to meet the challenges of limited funding and increased citizens' expectations for
service, the Administration is exploring ideas that reduce cost, generate revenue and increase
service quality. There is a focus on matching the taxes and fees that the public is willing to pay
with the cost of services that the public demands. These initiatives are necessary if significant
changes are to be made to provide the most cost efficient and effective services to our
customers. The results of these processes can not be achieved in one or two years. The
transformation of how this government provides service requires a long term commitment.
As part of this effort, the Administration will continue the following actions:
• Evaluate staffing levels and eliminate positions where feasible
• Eliminate services of low priority or need
• Transfer services to the private sector or another government/agency
• Improve or eliminate work processes that provide limited or no value
• Achieve increased productivity by empowered employees doing more with less
• Sell/lease City assets (land, building and equipment) not needed for City services that
create increased funds, produce tax benefits and enhance quality of life
• Aggressively pursue federal/state grants to address identified priorities in the City
STRATEGIC ISSUES
Debt Service
City Council has maintained an aggressive Capital Improvement Program (CIP) with
approximately$36.9Million in both general and publicworks projects completed since 1998.The
capital program is financed on a "cash flow" basis whereby debt is issued to generate enough
cash to pay the actual expenditures during the year for both existing and new projects. This
approach provides the most efficient use of the public tax dollars by allowing multi-year projects
to be initiated without issuing debt for the full cost of the projects at the time of project
commencement. Based on the "cash flow" approach the City last sold $8Million in Certificates
of Obligation dated August 1, 2001.
Budget Message
August 13, 2002
Total debt service payments for FY2003 are$14Million and will utilize$180,900 of fund balance.
Additional funding required to complete the proposed FY2003 Capital Program is$39AMillion.
The next anticipated sale date to continue funding the City's ongoing capital program is January
2003.This issue,anticipated at$9Million,will provide funding for current and scheduled projects
in the FY 2003 Capital Program.
The primary revenue source for debt service is the dedicated property tax rate. Currently this
rate is $0.325. With only a slight increase in assessed value for FY 2003 (.7%), the City was
challenged to hold steadfast to this rate while maintaining the continuity of the Capital Program.
In order to accomplish this,the issuance of the$9Million Certificates of Obligation was deferred
from its originally anticipated date of August 2002. Although the fund balance will dip to 16.2%,
which is below the financial policy level of 20%, the roll off of debt in FY 2004 and again in FY
2006 should allow for a quick recovery.
Municipal Transit
Operating costs for the Beaumont Municipal Transit system have increased due to fuel costs,
age of the fleet and employee wages.The FY 2002 budget provided,through a transfer from the
General Fund, an operating subsidy of$767,500 as well as $250,000 for capital match. These
increased costs are currently straining the Transit Fund. Although current projections provide
for a positive fund balance, any deficit, if realized, would be recovered through a transfer from
the General Fund. At the time the FY 2002 budget was prepared, the state subsidy was
estimated at $420,000, however the final contract amount was $525,000.
Included in the FY 2003 budget is a transfer of $1,275,000 to subsidize transit operating
services at their current level. This is an increase of 500,000 over the FY 2002 operating
subsidy. This increased City contribution is due in part to a reduction in state funding of
$204,000 over FY 2002 levels and a limitation to the amount the federal government will
contribute toward the deficit. In the past, the federal government would contribute 50% toward
the net operating deficit. Due to the federal government's own limited funding,there is now a cap
on appropriations. The estimated federal share for FY 2003 is $1,264,552. The net operating
deficit is $2.9Million.
Employment/Compensation
The Administration is committed to having the appropriate number of employees to provide
quality services on a consistent basis. As priorities and demand for services evolve, it is
necessary to adjust personnel levels among competing functions. The personnel levels for FY
2003 were reviewed in relation to the budgetary impact as well as the value added to
organizational goals.These are the guiding principles as budgetary limitations make a reduction
in workforce necessary. A reduction in workforce is a difficult but necessary process for the
effective management of the organization. In order to effectively size the General Fund
workforce, 32 full-time civilian positions were eliminated for FY 2003. This reduction includes
two programs that will be transferred to the Water and Solid Waste Enterprise Funds.
Additionally, improved performance in the Water Utilities Division allowed for a reevaluation of
the workforce.After careful review, 14 full-time positions will be eliminated. In addition to staffing
limitations, a wage freeze will be implemented for FY 2003 for all City employees other than
sworn police officers and firefighters.
Budget Message
August 13, 2002
Employee Health Benefits
For the last four years, the employee contribution toward dependent healthcare has increased
$12/month each year. The amount contributed by employees covers approximately 15% of the
total cost of their health and dental benefits. The City pays approximately 85%of the total cost.
For FY 2002, the City expects to pay $9,850,000 for medical benefits (including prescription
drugs)and$623,000 for dental coverage. This is an increase of$1.8M or 22%. While the City's
cost of providing medical and dental benefits has increased 58.7% since FY 1999, the cost to
employees has not increased by more than $12/month each year.
In an effort to balance employee benefits with available resources in this particularly challenging
budget year, it was necessary for the Administration to look closely at the specific plan
allowances. Currently, staff is working with plan administrators and our contracted consultant
to find ways to adjust the benefit plan with a goal of cost containment in mind. At this time the
specifics have not been determined; however,a restructuring of the co-pays for both the medical
and prescription plans are likely.
Considering the employee will be paying more for medical and prescription co-pays, it is the
Administrations recommendation that the employee contribution toward dependent healthcare
remain the same for FY 2003.
BALANCING THE FY 2003 BUDGET
Under ideal conditions, preparing the proposed budget would not require the consideration of
an increase in taxes or fees or the reduction of service levels. In prior years, increases in
assessed value and other revenue categories have been sufficient to fund City Council
supported programs, including aggressive capital improvements.However,economic conditions
have adversely affected the total assessed value and contributed to minimal increases in sales
tax revenue, challenging Administration to evaluate all aspects of city services and apply the
most effective and efficient method of program funding and service delivery.
Limited resources dictated the following significant items be included in the City Manager's
Proposed Budget.
• Property Tax Increase of$0.035 $1,897,000
• Utility In Lieu increase 1,225,000
• Eliminate Capital Reserve Transfer 300,000
• Shift Grass Cutting function 350,000
• General Operating Reductions 207,800
• Workforce Reduction 974,300
• Civilian Wage Freeze 300,000
• Use of Fund Balance 617,500
Total $5.871.600
Budget Message
August 13, 2002
These adjustments were the culmination of the efforts of dedicated Department Directors and
Administration to balance the FY 2003 budget.
TAX RATE ANALYSIS
The total property tax rate is expected to increase$0.035 to a total of$0.67 per$100 valuation.
In FY 2003, one cent($0.01 per$100 valuation)yields $380,000. The following chart puts into
perspective the value citizens receive for their local property tax dollars paid.
Cost of City Services ($0.67/$100 Valuation)
Based on an average residential assessed taxable value of$71,160, each household will pay
an average of $476.77 in city taxes for the year, or $39.73 per month, to support these city
services:
• 24 Hour Police Protection
• 24 Hour Fire Protection
• 24 Hour Emergency Medical Service
• Funding for major capital improvements
• Library facilities and services
• Park facilities and recreational activities
• Animal control services
• Environmental health services including restaurant inspections
• Building inspections and permitting services
• Code enforcement services
• Health services
• Emergency and disaster management
• Street lighting
In comparison, the cost of:
• Cable TV with expanded basic service with premium service is $62.35 per
month.
• One night at the movies for a family of four with soft drinks and popcorn is
$41.50.
ANALYSIS BY FUND
GENERAL FUND
General Fund activities include administrative, community services, public safety, and public
services. Expenditures of $72AMillion, including transfers out, are projected in FY2003 to
support these programs. Available resources include the use of$618,000 of unreserved fund
balance and revenues of$71.8Million to fund anticipated expenditures. Revenues projected for
FY2003 to fund General Fund operations include a property tax rate of $0.345 per $100
valuation.
Budget Message
August 13, 2002
Sales and use tax represents the largest classification in the total revenue stream of the
General Fund and is very responsive to prevailing economic conditions. Revenues recognized
from sales and use tax for FY2003 are expected to total $26.8Million, anticipating an increase
of 1.5% in the amount of sales tax revenue collected over FY 2002.
Property tax revenue is expected to total $13.6 Million. The proposed property tax rate for
General Fund purposes is$0.345 per$100 valuation.The assessed property value for FY 2003
reflects a growth rate of .7% over FY 2002.
Industrial tax payments are collected from companies located outside the City's taxing
jurisdiction. The payments are made contractually based on the assessed value of each
company, and as such, generate revenue much like a property tax. Contracts are expected to
provide a total of$11.8Million in FY2003.
These three revenue sources combine to provide 72.6% of General Fund revenues. Other
revenues include Gross Receipts Taxes, Utility Fund In Lieu Payments, Fines and Forfeitures,
Charges For Services and other miscellaneous receipts.
Total expenditures for FY2003 are expected to increase $576,100 over the FY 2002 budget,
including transfers,to$72.4Million.Administrative departments,comprised of City Manager, City
Attorney, City Clerk, Human Resources, Central Services, Economic Development and Finance,
accounting for 15.7% of General Fund expenditures, is projected to decrease by $166,700.
Public Health and Community Services combined represent 9.9%of the General Fund budget,
an estimated $7.1 Million. The Public Safety services departments, Police and Fire, represent
48.5% of expenditures, the equivalent of $35.1 Million. Public Works represents 16% of the
General Fund budget, an estimated $11.6Million. Transfers to other funds are projected at
$7.2Million for FY2003 and are distributed between the Municipal Transit, Municipal Airport,
Employee Benefits and General Liability Funds.
General Fund
Expenditure Summary by Major Category
Increase/
FY03 (Decrease)
Proposed Percent FY02 Percent
Budget of Total Budget Change
Wages $42,244,400 58.3% $ (160,000) -0.4%
Benefits 9,681,400 13.4% 468,000 5.1%
Supplies/Services 11,872,300 16.4% 96,500 0.8%
Equipment 1,407,700 1.9% 32,200 2.3%
Transfers 7,196,300 10.0% 139.400 2.0%
Total $72.402,100 100.0% $ 576.100 .9%
Budget Message
August 13, 2002
Personnel services are 71.7% of the total General Fund budget and consist of all direct
employee costs,including employee salaries,overtime, retirement benefits, longevity and other
special pay types, the City's portion of FICA/Medicare and employee-only life and health
insurance. This compares to 71.9% in the FY2002 Budget.
General Fund - Fund Balance as a Percentage of Expenditures
The City of Beaumont's financial policies define a range of 8-10% of expenditures as sufficient
for the General Fund fund balance. The FY 2003 budget proposes the use of available
unreserved fund balance to supplement anticipated revenues.This may be accomplished within
the established fund balance range maintaining a fund balance level of 8.4% of proposed
expenditures and transfers.
DEBT SERVICE FUND
The Debt Service Fund is a legally restricted fund utilized to account for revenues recognized
to liquidate the debt service requirements for the City's general obligation debt. Expenditures
anticipated for FY2003 total $14Million and are required to meet service requirements. This is
a $327,300 increase over FY2002. A dedicated tax rate of $0.325/$100 assessed valuation
along with $180,900 of available fund balance will fund the FY 2003 debt service payments
without an increase in the tax rate.
The fund balance at the end of FY2003 will be the equivalent of 16.2% of debt service
expenditures, which is below the City's financial policy of 20%. Although the fund balance is
below required levels, the roll off of debt in FY 2004 and FY 2006 should allow for an expedient
recovery.
ENTERPRISE FUNDS
Enterprise funds account for the business-like operations of the Water Utilities and Solid Waste
Funds. The intent is that the costs of providing goods or services to the general public is
recovered primarily through user charges.
Water Utilities Fund accounts for the provision of water and sewer services to residents and
commercial businesses in the City and the surrounding area. The rate structure implemented
in FY 2000 is adequate to fund the FY2003 budget. Even with this adjustment, the City
continues to compete for the lowest water/sewer rates in Southeast Texas. Revenues in FY
2003 are anticipated at $27.9Million.
The expense for operating the water and sewer system in FY 2003 is estimated at$11.4Million.
Non-operating costs of$16.4Million include payments for debt service,transfers out,equipment
and construction. Capital improvements to the system that require debt service are funded in
the Water Capital Improvement Program. In July 2002, $30Million in water revenue bonds were
issued to fund Phase 11 of a $70Million wastewater system improvement program.
Budget Message
August 13, 2002
Solid Waste Fund provides for trash and brush collection, disposal services, the operation of
the City landfill, enforcement of environmental codes and the dangerous structures demolition
program. In order to meet expenditure demands of$7.5Million, a rate increase, from $10.85 to
$12.00 per month, in waste collection fees is proposed in January 2003.A fee increase in waste
collections has not been implemented since 1995. Revenues of $7.1 Million and an adequate
fund balance will support the projected expenditures, including legal and engineering contracts
for a vertical expansion permit amendment with the TNRCC, the increased utility fund transfer
to the General Fund of$1,250,000 and equipment purchases.
SPECIAL REVENUE FUNDS
Special revenue funds are used to account for revenues allocated for restricted purposes or as
specified by law.
Hotel Occupancy Tax Fund used to account for the"HOT"tax received and to promote tourism
and the arts. Revenues generated by the authorized tax are expected to equal $1.6Million.
Expenditures are budgeted to include the use of$291,800 of unreserved fund balance. FY 2003
revenues are anticipated to be below FY 2002 due to 14 months of receipts being accounted
for during the previous fiscal year and slightly less tax receipts.
Street Maintenance Fund was created to account for funds received from a street user fee and
expended to repair streets in critical condition. The street user fee, which generated
approximately$1.5Million per year, will be eliminated at the start of FY 2003. A remaining fund
balance plus interest earnings will be used to complete approximately $1.9Million in general
street repair. Future funding of the maintenance program will be considered in the Capital
Improvement Program.
INTERNAL SERVICE FUNDS
Internal service funds are used to account for the financing of goods or services provided by one
department to other departments of the City on a cost reimbursement basis similar to an
enterprise fund where costs are recovered through user charges.
Capital Reserve Fund is used to account for revenues and costs associated with the purchase
and replacement of the City's fleet vehicles and equipment. Revenues of$1.7Million coupled
with $472,400 of fund balance will finance those expenditures for FY2003. The use of fund
balance is directly related to the elimination of the transfer of funds from the General Fund in
both FY 2002 and FY 2003.
Budget Message
August 13, 2002
Fleet Management Fund is used to account for the activities associated with maintaining fleet
vehicles owned by the City. Both revenues and expenditures are expected to remain fairly
stable. Receipt of new collection vehicles in the Clean Community Department is anticipated in
FY 2003.
Employee Benefits Fund is used to account for activities related to administration of the City's
healthcare and worker's compensation programs, along with other employee benefit costs. In
addition to service charges, the use of fund balance will also be required to fund expenditures
totaling $13.6Million. This will result in an ending fund balance of$631,000. In order to reduce
anticipated increases associated with rising health care costs, management proposes to
restructure employee benefit plans for medical and prescription drug coverage effective January
2003. Employee contribution levels are anticipated to remain at FY 2002 levels.
General Liability Fund is used to account for activities related to the City's self-funded general
liability programs, such as automobile liability, as well as other claims and judgments asserted
against the City. To maintain a sufficient fund balance, transfers from the General, Water
Utilities and Solid Waste Funds are needed to adequately support this activity. Total transfers
from the above three funds is $550,000.
GFOA BUDGET AWARD
The City's FY2002 Budget has been recognized as meeting the established proficiency criteria
for the Government Finance Officer's Association (GFOA) award program for distinguished
budget presentation. The program focuses on the management elements of the budget
document and its effectiveness as a policy plan in a public environment. Receiving the award
for the distinguished budget presentation reflects a significant accomplishment in financial
management by the Administration and reinforces the importance of the City's budgetary efforts.
This marks the sixth consecutive year the City has received this award.
ACKNOWLEDGMENTS
An extraordinary amount of work was necessary to develop this budget document. In order to
meet City Council goals and stay within established parameters, many hours were spent
reviewing and prioritizing additions, reductions and departmental requests.
Responding to major revenue shortfalls and unexpected expenditures generated new challenges
for the management team. It would be impossible to produce this document without the
cooperation of all departments. It is through teamwork and commitment that the Administration
is able to prepare and propose a balanced budget.
Budget Message
August 13, 2002
1 especially want to recognize the hard work of Andrea Deaton, Budget Officer for her efforts in
preparing this budgetary and service plan for FY 2003. Kirby Richard,Central Services Director,
was an invaluable member of the Budget Review Team in reviewing departmental budgets.
Carol Wilson, Fiscal Assistant, had the primary role of preparing the budget document. The
Finance staff provided financial information critical to the timely completion of the proposed
budget.
I would like to express appreciation to City Council and the Management Team for their support
in planning and conducting the financial operations of Beaumont in a responsible and cost
effective manner.
Respectfully submitted,
1 1
Kyle Hayes
City Manager
CITY OF BEAUMONT
ALL FUNDS SUMMARY
FY 2002 FY 2002 Balance FY 2003 FY 2003 Balance
Revenues Expenditures 10/01102 Revenues Expenditures 9130103
General Fund 69,846,000 70,551,200 6,699,326 71,784,600 72,402,100 6,081,826
Debt Service Fund 13,865,000 13,725,500 2,462,847 13,871,900 14,052,800 2,281,947
Total Governmental Funds 83,711,000 84,276,700 9,162,173 85,656,500 86,454,900 8,363,773
Water Utilities Fund 26,611,100 26,257,100 5,500,520 27,886,000 27,970,100 5,416,420
Solid Waste Management Fund 6,712,400 7,514,100 3,301,657 7,148,300 7,548,600 2,901,357
Total Enterprise Funds 33,323,500 33,771,200 8,802,177 35,034,300 35,518,700 8,317,777
Hotel Occupancy Tax Fund 1,801,500 1,673,300 291,830 1,571,500 1,863,300 30
Street Maintenance Fund 1,500,000 1,365,000 1,858,100 20,000 1,878,100 --
Municipal Transit Fund 4,788,300 4,910,900 8,366 3,525,700 3,500,000 34,066
Other Special Revenue Funds 1,023,900 1,203,000 2,097,100 921,200 2,902,700 115,600
Total Special Revenue Funds 9,113,700 9,152,200 4,255,396 6,038,400 10,144,100 149,696
Capital Reserve Fund 1,652,600 1,952,500 1,037,308 1,667,900 2,140,300 564,908
Fleet Management Fund 4,336,200 4,144,900 611,413 4,087,900 4,189,300 510,013
Employee Benefits Fund 12,466,600 13,045,000 1,019,466 13,168,600 13,556,700 631,366
General Liability Fund 430,000 738,400 949,942 580,000 674,000 855,942
Total Internal Service Funds 18,885,400 19,880,800 3,618,129 19,504,400 20,560,300 2,562,229
Total All Funds 145,033,600 147,080,900 25,837,875 146,233,600 152,678,000 19,393,475
1
Organizational Chart
City of Beaumont
CITIZENS
MAYOR &
CITY COUNCIL
City Clerk City Manager City Attorney
Administrative Community Public Public
Services Safety Services
Central Community Fire& Clean
Services Services Rescue Community
Finance public Health Police Public
Works mi
Human
Resources
2
GENERAL FUND
STATEMENT OF REVENUES AND EXPENDITURES
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
BEGINNING BALANCE $ 9,014,784 7,163,084 7,404,526 6,699,326
REVENUES:
Sales and use tax 26,180,055 26,752,000 26,375,000 26,760,000
Property taxes 12,521,224 12,213,000 12,193,000 13,561,000
Industrial payments 11,266,499 11,728,700 12,312,100 11,779,500
Gross receipts tax 7,115,147 6,350,000 5,669,000 5,695,000
Utility fund in lieu 4,250,000 5,100,000 5,100,000 6,325,000
Other 7,437,370 8,232,500 8,196,900 7,664,100
TOTAL REVENUES 68,770,295 70,376,200 69,846,000 71,784,600
TOTAL RESOURCES AVAILABLE 77,785,079 77,539,284 77,250,526 78,483,926
EXPENDITURES:
Executive Office 1,318,572 1,379,000 1,122,500 1,321,400
City Clerk 1,101,287 1,094,500 1,040,300 1,034,000
City Attorney 567,981 622,700 644,700 575,700
Human Resources 645,287 678,700 663,100 658,000
Central Services 6,558,338 6,552,400 6,705,700 6,573,400
Finance 1,179,635 1,187,400 1,071,000 1,185,500
Police 18,876,023 19,494,600 19,427,600 20,345,300
Fire 13,916,612 14,230,100 14,093,700 14,796,100
Public Health 4,487,930 4,573,100 4,368,800 4,615,900
Public Works 12,415,392 12,310,600 12,081,200 11,575,800
Community Services 2,528,971 2,646,000 2,575,700 2,524,700
TOTAL EXPENDITURES 63,596,028 64,769,100 63,794,300 65,205,800
OTHER FINANCING USES:
Transfers out 6,784,525 7,056,900 _ 6,756,900 7,196,300
TOTAL APPROPRIATIONS 70,380,553 71,826,000 70,551,200 72,402,100
ENDING FUND BALANCE:
Reserved for contingency — 1,500,000 — 1,500,000
Unreserved 7404,526 4,213,284 6,699,326 4,581,826
TOTAL ENDING FUND BALANCE $ 7,404,526 5,713,284 6,699,326 6,081,826
3
GENERAL FUND
SUMMARY OF REVENUES
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
Sales and use tax $ 26,180,055 26,752,000 26,375,000 26,760,000
Property taxes 12,521,224 12,213,000 12,193,000 13,561,000
Industrial payments 11,266,499 11,728,700 12,312,100 11,779,500
Gross receipts tax 7,115,147 6,350,000 5,669,000 5,695,000
Utility fund in lieu 4,250,000 5,100,000 5,100,000 6,325,000
Other 7,437,370 8,232,500 8,196,900 7,664,100
TOTAL REVENUES $ 68,770,295 A0,376,200- 69,846,000 71,784,600
REVENUES BY SOURCE
37.3%Sales and use tax
18.9% Property taxes
= 10.7%Other
®rM a
16.4%Industrial payments 8.8%Utility fund in lieu
7.9%Gross receipts tax
4
GENERALFUND
SUMMARY OF EXPENDITURES
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
Executive Office $ 1,318,572 1,379,000 1,122,500 1,321,400
City Clerk 1,101,287 1,094,500 1,040,300 1,034,000
Legal 567,981 622,700 644,700 575,700
Human Resources 645,287 678,700 663,100 658,000
Central Services 6,558,338 6,552,400 6,705,700 6,573,400
Finance 1,179,635 1,187,400 1,071,000 1,185,500
Police 18,876,023 19,494,600 19,427,600 20,345,300
Fire 13,916,612 14,230,100 14,093,700 14,796,100
Public Health 4,487,930 4,573,100 4,368,800 4,615,900
Public Works 12,415,392 12,310,600 12,081,200 11,575,800
Community Services 2,528,971 2,646,000 2,575,700 2,524,700
Transfers out _6,784,525 _ 7,056,900 6,756,900 7,196,300
TOTAL EXPENDITURES $_ 70,380,553 71,826,000 70,551,200 72,402,100
EXPENDITURES BY DEPARTMENT
1.4%City Clerk
10.0%Transfers Out 28.2%Police
9.1%Central Services
1.6%Finance F 0.9%Human Resources
3.5%Community Services
20.5%Fire
15.8%Public Works
0.8%Legal 1.8%Executive Office
6.4%Public Health
5
6
Executive Office
Program Summaries
EXECUTIVE OFFICE
CITY COUNCIL CITY MANAGER
Policymaking Authority Administrative/Executive Authority
Economic Development
8
EXECUTIVE OFFICE
The municipal government, as established pursuant to the Charter of the City of Beaumont, is a
Council-Manager form of government. Governed by the State Constitution and general laws of this
State, and by City Charter, all powers of the City shall be vested in an elective Council.
The City Council is comprised of the Mayor and six Council members, of which two serve at-large and
four serve in wards.They are charged with formulating public policy,enacting local legislation, adopting
budgets, and appointing the City Manager, City Attorney, City Clerk and Chief Magistrate.
The City Manager is the chief administrative and executive officer of the City, and implements Council
directives and policies, administers the fiscal affairs, and is responsible for the administration of the
municipal operations. The office also directs economic development, focusing on the diversification of
the tax base, retention/attraction of businesses and creation of value added jobs.
STRATEGIC ISSUES
• Maintain financial stability.
• Improve the visual appearance of the city.
• Build and diversify the economic base.
• Revitalize neighborhoods.
PERSONNEL FY 2001 FY 2002 FY 2003
City Council (elected officials) 7 7 7
City Manager
Exempt 1 1 1
Office/Clerical 3 3 3
Total 11 11 11
9
EXECUTIVE OFFICE
DEPARTMENT SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
DIVISIONS
City Council $ 257,501 $ 243,100 $ 237,700 $ 237,600
City Manager 393,747 402,900 404,500 304,800
Special Purpose 667,324 733,000 480,300 779,000
Total $ 1,318,572 $ 1,379,000 $ 1,122,500 $ 1,321,40. 0
---- ---------
Budget
FY 2003 5.0% Benefits
APPROPRIATIONS CATEGORY 27.8%Wages
Wages $ 367,500
Benefits 66,000
Operations 887,900
Total 1,321,400 67.2%Operations
PERSONNEL SUMMARY
Service/ Skilled/ Office/ Civil
Exempt Maintenance Craft Clerical Technical Service TOTAL
City Council (elected) 7 -- 7
City Manager 1 3 -- -- 4
----------
Total 8 3
10
EXECUTIVE OFFICE
DIVISION SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
City-Council
Wages $ 122,998 $ 126,000 $ 127,800 $ 130,200
Benefits 9,546 10,000 10,000 11,000
Supplies and equipment 9,830 9,500 10,000 9,500
Contract services 115,127 97,600 89,900 86,900
Total $ 257,501 $ 243,100 $ 237,700 $ 237,600
City-Manager
Wages $ 309,560 $ 312,700 $ 321,700 $ 237,300
Benefits 63,419 70,000 70,100 55,000
Supplies and equipment 13,346 12,100 7,200 7,300
Repair and maintenance 28 100 500 200
Contract services 7,394 8,000 5,000 5,000
Total $- 393,747 $_ 402,900 $ _ .__404,500 $ 30_,4 800_
Swint Purpoo8�
Wages $ -- 10,000 $ 10,000 $ --
Contract services 667,324 723,000 470,300 779,000
Total $ 667,3.24 $ 733,000 $ 480,300 $ . 779,_000
11
12
City Clerk
Program Summaries
13
CITY CLERK
CITY CLERK MUNICIPAL COURT
City Council Minutes Municipal Court
Elections Teen Court
Public Notices Truancy Program
Public Records Management
14
CITY CLERK
The City Clerk's office consists of the City Clerk and Municipal Court programs. The City Clerk, whose
position is established by City Charter, is appointed by Mayor/Council.
The City Clerk is custodian of the City's official records, including ordinances, resolutions, deeds,
contracts, leases, easements, annexation proceedings, petitions and minutes of City Council and other
official bodies; processes notices for publication; receives competitive bids and records minutes of the
official bid opening sessions. The City Clerk conducts joint elections each year with the Beaumont
Independent School District,the Port of Beaumont and the Port of Beaumont Navigation District for the
election of City officials, school trustees, and port commissioners.
Municipal Court provides the City of Beaumont with control over the adjudication of certain
misdemeanor criminal laws within its jurisdictional boundary. The Court maintains records of all traffic
and misdemeanor complaints and convictions, processes payments of fines, prepares documents for
and schedules trials, notifies witnesses and attorneys of court dates, processes overdue notices of
outstanding fines and collects data for reporting purposes. The office also processes warrants issued
for nonpayment of outstanding fines.
STRATEGIC ISSUES
• Expand record imaging technology process by transforming microfilm data and an outdated
retrieval procedure into one high-tech system. Expanding the record imaging system will
provide City departments and citizens with the fastest, most accurate record retrieval possible.
• Develop measures to encourage and increase voter participation in City elections and join with
Jefferson County to update the punch card method to an electronic, computerized voting
system.
• Create a technologically advanced automated court system whereby most paper files are
eliminated and replaced by electronically created files beginning with the issuance of citations
in the field and ending with computer filed judgments in the courtroom. Such a system can be
implemented in stages with partial funding provided in the Municipal Court Technology fund.
Automating the court system will enhance the overall goal of Municipal Court which is to
continue to facilitate expediting court procedures in order to reduce the time spent by citizens
conducting business in Municipal Court.
PERSONNEL FY 2001 FY 2002 FY 2003
City Clerk
Exempt 2 2 2
Office/Clerical 1 1 1
Municipal Court
Exempt 4 3 2
Office/Clerical 14 14 13
Total 21 20 18
15
CITY CLERK
DEPARTMENT SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
DIVISIONS
City Clerk $ 227,416 $ 238,100 $ 207,300 $ 239,100
Municipal Court 873,871 856,400 833,000 794,900
Total $ 1,101,287 $ 1,094,500 $ 1,040,300 $ 1,034,000
Budget
FY 2003 52.3%Wages
APPROPRIATIONS CATEGORY
Wages $ 540,900
Benefits 156,000
Operations 337,100
15.1%Benefits
32.6%Operations
Total $ 1,034,000
PERSONNEL SUMMARY
Service/ Skilled/ Office/ Civil
Exempt Maintenance Craft Clerical Technical Service TOTAL
City Clerk 2 -- -- 1 -- -- 3
Municipal Court 2 -- -- 13 -- -- 15
Total 4 -- -- 14 -- -- 18
16
CITY CLERK
DIVISION SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
C.Ity-.CJvrk
Wages $ 124,690 $ 130,900 $ 95,300 $ 118,000
Benefits 29,189 30,400 41,900 31,500
Supplies and equipment 3,116 5,200 3,200 4,200
Repair and maintenance 156 900 900 900
Contract services 70,265 70,700 66,000 84,500
Total $ 227,416 $ 238,100 $ 207,300 $ -239,100
Municipal CQurt
Wages $ 468,582 $ 485,000 $ 463,800 $ 422,900
Benefits 126,906 129,400 132,200 124,500
Supplies and equipment 19,951 24,200 21,000 22,000
Repair and maintenance - 300 - --
Contract services 258,432 217,500 216,000 225,500
Total $ 873,871 $- 856 400 $ 833,000 $ 794,900
17
18
City Attorney
Program Summaries
19
CITY ATTORNEY
LEGAL SERVICES LIABILITY ADMINISTRATION
Arbitration, Litigation Claims Management
City Council, Boards&Commissions Litigation Support
Eminent Domain Property Insurance
Legal Opinions&Documents Subrogation
Municipal Court Prosecutions
Police Legal&Union Advisor
State&Federal Regulations
20
CITY ATTORNEY
The office of City Attorney is established by the City Charter. The City Attorney and staff provide legal
counsel and representation for the City Council, City Manager and all City departments and
Commissions.
Legal Services provides preparation and review of ordinances, resolutions, contracts,deeds, liens and
other legal documents. Formal and informal opinions are given on questions of law pertaining to City
operations. Legal Services prosecutes cases in Municipal Court and represents the City in eminent
domain proceedings, damage suits, injunction suits, injury claims, arbitration and other litigation.
Representation is also provided in hearings conducted by federal and state agencies. The department
provides a variety of legal services relating to code enforcement,zoning and land use regulations,traffic
and parking control, utility rates, railroads, bond sales and other matters requiring legislative action or
involving interpretation and application of law. The department is actively involved in negotiations with
fire and police unions concerning labor agreements.
Liability Administration is responsible for the investigation and reporting of claims against the City;
negotiation and settlement of liability claims within established limits of authority; providing City Council
confidential assistance/advice regarding claims in executive session; maintaining proper liability
reserves; pursuing third party recovery of property damages done to City property; and identifying and
analyzing liability loss exposure throughout the City.
STRATEGIC ISSUES
• Employ the most current evaluative and investigative techniques defending claims and lawsuits
with a view of providing a fair resolution of such claims and lawsuits for the claimants at the
lowest possible cost to the City.
PERSONNEL FY 2001 FY 2002 FY 2003
Legal Services
Exempt 8 7 5
Office/Clerical 1 1 1
Liability Administration
Exempt 1 1 1
Total 10 9 7
21
CITY ATTORNEY
DEPARTMENT SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
DIVISIONS
Legal Services $ 503,243 $ 554,300 $ 576,800 $ 505,000
Liability Administration 64,738 68,400 67,900 70,700
Total $ 567,981 $ 622,700 $ 644,700 $ 575,700
Budget
FY 2003
APPROPRIATIONS CATEGORY 79.4%Wages
Wages $ 456,900
Benefits 101,600 3.0% Operations
Operations 17,200
17.6%Benefits
Total $ 575,700
PERSONNEL SUMMARY
Service/ Skilled/ Office/ Civil
Exempt Maintenance Craft Clerical Technical
Service TOTAL
Legal Services 5 6
Liability Administration
Total 6
� -7
22
CITY ATTORNEY
DIVISION SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
Legal Servic-n
Wages $ 398,316 $ 438,500 $ 457,800 $ 400,100
Benefits 85,565 97,800 99,400 87,700
Supplies and equipment 11,711 10,500 11,300 11,200
Repair and maintenance -- 500 -- --
Contract services 7,651 7,000 8,300 6,000
Total $ 503,243 $ _ 554,300 $ 576,800 $_ 505,000
Li.a.bilityAdminiskation
Wages $ 52,868 $ 55,600 $ 55,100 $ 56,800
Benefits 11,870 12,800 12,800 13,900
Total $ 64,738 $_ _ 68,400 $ $ 70,700
23
24
Human Resources
Program Summaries
25
HUMAN RESOURCES
ADMINISTRATION
BENEFITS PERSONNEL SAFETY
Deferred Compensation Civil Service Accident Investigation
Benefits Classification/ Safety Training/
Administration Compensation/FLSA Orientation
Retirement Grievances/ Workers'Comp
Administration EEOC Review Administration
Recruitment
&Employment
26
HUMAN RESOURCES
The Department of Human Resources provides support services in the areas of employment, health,
safety and welfare, compensation, employee recognition and satisfaction, and employee relations.
Administration is responsible for the communication, implementation and exercise of authority over all
management policies and directives, providing guidance and support to the department.Administration
is responsible for the City-wide Service Awards,the Drug Testing Program,the Ethics Program, and the
employee newsletter, The Pulse.
Personnel assists with the recruitment,selection,testing,hiring,and/or promotion of all employees.The
Civil Service arm of this program administers the hiring and promotion process for police officers and
firefighters.
Benefits prepares bid specifications, analyzes bid proposals for City insurance plans and, once
selected, administers medical, dental, and prescription drug plans, life insurance, long term disability,
the employee assistance program, and the retirement and 457 deferred compensation plan. Pre-
retirement seminars are conducted for employees.
Safety administers all functions of the City's safety program and, with the assistance of a third-party
administrator, manages the workers'compensation self-insurance program. The Safety program works
closely with the departments to establish safety objectives,standards and criteria,to provide a safe work
environment.The Safety Coordinator administers the vehicle safety program,the weekly safety/hazcom
orientations, the safety incentive program, and the city-wide safety education/training programs.
STRATEGIC ISSUES
• Evaluate available alternatives in providing cost effective benefits to employees and retirees.
• Organize and present a pre-retirement seminar to assist employees in preparing for and
evaluating whether their financial needs will be met during retirement years.
• Provide employee development and problem-resolution training for the organization.
• Acquire Council approval to implement Phase II of the classification/compensation plan.
PERSONNEL FY 2001 FY 2002 FY 2003
Administration
Exempt 1 1 1
Office/Clerical 1 1 1
Personnel
Exempt 5 5 5
Office/Clerical 2 2 1
Benefits
Exempt 2 2 2
Office/Clerical 2 2 2
Safety
Exempt 1 1 1
Office/Clerical 1 1 1
Total 15 15 14
27
HUMAN RESOURCES
DEPARTMENT SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
DIVISIONS
Administration $ 171,535 $ 183,200 $ 170,900 $ 149,500
Personnel 310,433 327,100 322,700 334,100
Benefits 163,319 168,400 169,500 174,400
Safety
Total $ 645,287 $ 678,700 $ 663,100 $ 658,000
Budget
FY-2003 71.0%Wages
APPROPRIATIONS CATEGORY
Wages $ 466,900
Benefits 125,300 10.0%Operations
Operations 65,800
Total 658,000 19.0%Benefits
PERSONNEL SUMMARY
Service/ Skilled/ Office/ Civil
Exempt Maintenance Craft Clerical Technical Service TOTAL
Administration 1 1 2
Personnel 4 2 6
Benefits 2 2 4
Safety 1 1 2
Total 8 6 14
E)penditures are presented in the Employee Benefits Fund, an Internal Service Fund.
28
HUMAN RESOURCES
DIVISION SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
Administration1.
Wages $ 90,600 $ 103,700 $ 90,200 $ 84,900
Benefits 21,098 24,700 24,100 19,400
Supplies and equipment 20,519 16,200 23,000 16,000
Repair and maintenance 75 -- - --
Contract services 39,243 38,600 33,600 29,200
Total $ _ 171,535 $ _ 183,200 $ _ 170,900 $_ 149,500
I?�r�n�Ql
Wages $ 233,740 $ 248,700 $ 246,600 $ 250,500
Benefits 58,195 63,700 63,700 68,900
Supplies and equipment 4,458 6,100 2,500 4,000
Contract services 14,040 8,600 9,900 10,700
Total $ 0433 $ _327,100 $ _ 322,700 $ _ 334,100
Bane
Wages $ 123,769 $ 131,100 $ 129,400 $ 131,500
Benefits 31,265 34,500 35,000 37,000
Supplies and equipment 2,229 1,400 1,000 1,400
Contract services 6,056 1,400 4,100 4,500
Total $_ --163,319 $ _ 168,400 $_ 169,500 $ _ 174,400
29
30
Central Services
Program Summaries
31
CENTRAL SERVICES
LALDMINISTRATION
BUILDING INFORMATION CONVENTION FLEET
SERVICES PURCHASING SERVICES FACILITIES COMMUNICATIONS MANAGEMENT
Building Commodities Systems Design Box Office Paging Fuel Stations
Utilities &Service Planning Systems
Procurement Operations Full Service
Maintenance
Construction Contract Systems Technical Radios
Services Administration Support Services Parts Inventory
Planning& Mail Service Telephones Vehicle
Contract Services Procurement
Real&Surplus &Maintenance
Property
Management
32
CENTRAL SERVICES
The role of the Central Services Department is to provide the City's operating departments with the
goods, services, equipment and facilities needed to successfully and efficiently deliver their services to
the public. Administration implements management directives and policies and administers the fiscal
affairs and operations of the department. New facility construction and major renovations, as well as
maintenance of leased properties, are managed within this program.
Building Services directs activities associated with building maintenance. The program is responsible
for structural maintenance and repair of the City's buildings; the development of specifications, plan
review and construction management of facility improvements;and utilities consumed by facilities within
the General Fund, excluding energy and operation of the City's street light system.
Purchasing provides diverse support services including procurement of all commodities and services,
contract administration,and the City's mail distribution service.The staff ensures that State bidding laws
are adhered to, and conducts auction sales for disposal of surplus goods and property, as well as items
confiscated by the Police Department.
Information Services is responsible for the management and security of four IBM iSeries computer
systems, several file servers, and manages the City's web page. Staff provides training and support for
over 1,300 users, and assists in the introduction of new computerized technologies that continue to
improve and streamline services provided by the City.
Convention Facilities directs activities at the Beaumont Civic Center, Julie Rogers Theatre of
Performing Arts, Jefferson Theater, Harvest Club, Fair Park Coliseum, the Fairgrounds and Riverfront
Park. These venues can accommodate a variety of events such as concerts, craft and trade shows,the
Neches River Festival, the annual Fourth of July celebration, rodeos, horse shows and motor sports.
Communications is responsible for the maintenance of the City's communication network consisting
of radio, internal telephone and specialized intercom systems.
Fleet Management provides primary maintenance support for all City owned vehicles and fleet type
equipment, offering 24-hour automated fueling and staffed parts and repair facilities for the user
departments. Annual departmental fleet equipment requests are evaluated and specifications for
procurement are developed as part of the program's activities.
The Beaumont Municipal Airport facilities are currently leased to a fixed base operator, who is
responsible for grounds maintenance and custodial services at the airport.
STRATEGIC ISSUES
• Plan, design and implementation of an energy management system for certain buildings within
the downtown complex.
• Analysis and planning to develop strategic business plan for procurement of electrical service.
• Determine feasibility of Phase II implementation of the 800 MHZ communications system.
33
CENTRAL SERVICES
PERSONNEL FY 2001 FY 2002 FY 2003
Administration
Exempt 1 1 1
Office/Clerical 1 1 1
Building Services
Exempt 3 3 3
Service/Maintenance 2 2 2
Skilled/Craft 14 14 13
Office/Clerical 2 2 2
Technical 2 2 2
Purchasing
Exempt 4 4 4
Office/Clerical 3 3 3
Information Services
Exempt 12 12 13
Office/Clerical 1 1 1
Technical 3 3 1
Convention Facilities
Exempt 3 3 3
Service/Maintenance 14 14 12
Office/Clerical 4 3 3
Communications
Exempt 1 1 1
Technical 3 3 3
Fleet Management
Exempt 2 2 2
Service/Maintenance 1 1 1
Skilled/Craft 23 23 23
Office/Clerical 7 7 7
Total 107 106 101
34
CENTRAL SERVICES
DEPARTMENT SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
DIVISIONS
Administration $ 264,722 $ 273,300 $ 267,700 $ 273,100
Building Services 3,651,349 3,524,400 3,655,300 3,510,500
Purchasing 389,286 371,800 380,800 470,000
Information Services 1,239,478 1,306,800 1,297,800 1,240,400
Convention Facilities 787,968 807,700 853,700 765,200
Communications 225,535 268,400 250,400 314,200
Fleet Management ' -- -- _- __
Total $ 6,558,338 $ 6,552,400 $ 6,705,700 $ 6,573,400
Budget
FY 2003 37.1%Wages
APPROPRIATIONS CATEGORY
10.3% Benefits
Wages $ 2,435,800
Benefits 675,400
Operations 3,462,200
Total $ 6,573,400 52.6%Operations
PERSONNEL SUMMARY
Service/ Skilled/ Office Civil
Exempt Maintenance Craft Clerical Technical Service TOTAL
Administration 1 -_ -_ 1 __ __ 2
Building Services 3 2 13 2 2 -- 22
Purchasing 4 -- -- 3 -- -- 7
Information Services 13 -- -- 1 1 -- 15
Convention Facilities 3 12 -_ 3 -- __ 18
Communications 1 -- -- -- 3 -- 4
Fleet Management 2 1 23 7 _ -- -- 33
Total 27 15 36 17 6 -- 101
' Expenditures are presented in the Internal Service Funds section.
35
CENTRAL SERVICES
DIVISION SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY__2.003 _
Administratig..n
Wages $ 114,323 $ 119,900 $ 115,800 $ 118,300
Benefits 24,688 27,200 26,200 28,600
Contract services 125,711 126,200 125,700 126,200
Total $ -- 264,722 $ - 273,300 $ $
Building Services
Wages $ 813,279 $ 825,900 $ 803,100 $ 789,000
Benefits 189,607 202,200 200,500 211,400
Supplies and equipment 46,737 46,400 46,200 45,200
Repair and maintenance 462,719 500,400 445,500 501,500
Contract services 356,185 334,700 555,200 377,700
Equipment 6,200 9,800 41,800 __ 10,700
Total $ 1,874,727 $ 1,919,400 $ 2,092,300 $ 1,935,500
Building f,lti1 i"
Utilities 1,776,622 1,605,000 1,563,000 1,575,000
Total $ 1,776,622 $- 1,605,000 $ _ 1,563,000 $ 1,575,000
Wages $ 225,605 $ 238,000 $ 237,600 $ 240,600
Benefits 74,130 62,400 61,900 55,400
Supplies and equipment 20,853 20,400 17,700 18,800
Repair and maintenance 3,693 2,700 1,700 2,000
Contract services 65,005 48,300 61,900 153,200
Total $ 389,286 $ 371,800 $- 380,800 $- 470,000
Information$etvices
Wages $ 630,528 $ 667,200 $ 644,200 $ 638,700
Benefits 153,696 164,800 165,000 170,800
Supplies and equipment 107,376 96,700 95,400 96,700
Repair and maintenance 107,340 128,000 148,000 117,500
Contract services _ 240,538 _ 250,100 _ 245,200 216,700
Total $ 1,239,478 $ _1,306,-800 $ 1,297,800 $ 1,240,400
C nv n-ign Facilities
Wages $ 575,428 $ 576,400 $ 596,700 $ 507,100
Benefits 155,748 165,500 167,800 169,900
Supplies and equipment 20,852 14,000 12,400 12,500
Repair and maintenance 4,470 5,500 5,500 5,500
Contract services 27,070 28,000 53,000 51,900
Equipment 4,400 18,300 18,300 18,300
Total $ 787,968 $ _ 807 700 $ _ 853,700 $- _765 200
�ommunice�ne
Wages $ 119,201 $ 155,400 $ 146,000 $ 142,100
Benefits 36,097 42,100 39,900 39,300
Supplies and equipment 6,814 7,500 7,400 7,600
Repair and maintenance 51,172 54,000 50,000 50,000
Contract services 12,251 9,400 7,100 75,200
Total $ 225,535 $- - 268400 $- 250,400 $ _ 314,200
36
Finance
Program Summaries
37
FINANCE
ADMINISTRATION
GRANTS
CASH ADMINISTRATION WATER UTILITIES
ACCOUNTING BUDGETING MANAGEMENT &HOUSING CUSTOMER SERVICE
Accounts Annual Accounts Grants Billing
Payable Budget Receivable Administration
Financial Capital Credit& Housing Customer
Reporting Improvement Collections Service
Program
Payroll Debt Meter
Long-Range Management Reading
Plan
Investments
Small Business
Loan Program
38
FINANCE
The Finance Department provides centralized financial services for the City. Budgeting,fiscal planning,
and management of the City's financial resources are conducted within this department.Administration
has oversight responsibilities for all functions of the department.
Accounting is responsible for financial analysis and reporting of activity for all funds in conformity with
the City Charter and with generally accepted accounting principles. Particular emphasis is placed on the
development and coordination of the Comprehensive Annual Financial Report (CAFR.)
Budgeting responsibilities include financial analysis and the preparation of the Annual Operating
Budget, Capital Improvement Program, and Long Range Financial Plan.
Cash Management is responsible for the cashier function;billing and collection of City receivables; and
management of the City's debt, cash funds, Small Business Loan Fund and investment portfolio. The
program serves as liaison with the City's bank depository, making all deposits,wire transfers and closely
monitoring cash balances each day.
The Housing program contributes to the City of Beaumont's revitalization program through the
construction of new affordable houses,the administration of first-time homebuyer's assistance and the
rehabilitation of older homes. The objective is to develop viable urban communities and improve
economic opportunities, principally for persons of low and moderate income.
Grants Administration is responsible for administering the Consolidated Block Grant Program, which
encompasses various Federal and State grants, and Section 108 Guaranteed Loan. This division also
administers Economic Development Initiative-Special Projects Grants(EDI), Shefter-Plus Care and the
U. S. Department of Justice Weed and Seed Initiative.
Water Utilities Customer Service directs the functions related to meter reading, billing and
account maintenance. Administered by Cash Management, this program is accounted for in the
Water Utilities Fund.
STRATEGIC ISSUES
• Implement GASB 34,the new financial reporting model. This will improve fiscal and operational
accountability by highlighting the big picture through government-wide financial statements,
long-term focus for governmental activities, providing cost data and a detail narrative overview
and analysis required for management discussion and analysis.
• Review various billing and collection alternatives for feasibility and cost effectiveness.
• Manage debt ratios relative to the issuance of new debt in order to maintain favorable bond
agency ratings.
39
FINANCE
PERSONNEL FY 2001 FY 2002 FY 2003
Administration
Exempt 2 2 2
Accounting
Exempt 3 3 3
Office/Clerical 5 4 4
Budgeting
Exempt 3 2 2
Cash Management
Exempt 4 4 4
Office/Clerical 10 9 9
Housing
Exempt 2 2 2
Office/Clerical 2 2 2
Technical 1 1 1
Grants Administration
Exempt 1 2 2
Office/Clerical 1 1 1
Water Customer Services
Exempt 1 1 1
Service/Maintenance 12 12 12
Skilled/Craft 1 1 1
Office/Clerical 11 11 11
Total 59 58 57
40
FINANCE
DEPARTMENT SUMMARY
Actual Budget Estimated Budget
FY 2001 - -FY 2002 ---- FY 2002 20,03
DIVISIONS
Administration $ 127,715 $ 147,200 $ 49,600 $ 146,200
Accounting 370,935 373,900 366,900 373,300
Budgeting 109,366 73,400 69,900 73,200
Cash Management 571,619 592,900 584,600 592,800
Housing
Grants Administration
Water Customer Service 2 -- --
Total $ 1,179,635 $_-_1,187,400 $ 1P71,00
Budget
FY 2003 67.5%Wages
APPROPRIATIONS CATEGORY
Wages $ 800,400
Benefits 224,000
Operations 161,100 13.6% Operat
Total $ 11,185,500 18.9% Benefits
PERSONNEL SUMMARY
Service/ Skilled/ Office/ Civil
Exempt Maintenance Craft Clerical Technical Service TOTAL
Administration 2 -- 2
Accounting 3 4 7
Budgeting 2 -- 2
Cash Management 4 9 -- 13
Housing 1 2 2 1 5
Grants Administration 2 -- -- 1 -- 3
Water Customer Service 1 12 1 25
Total -1-6 12 1 27 -------1 57
Expenditures for these programs are appropriated independent of the operating budget when grant is awarded.
Expenditures are presented in the Water Utilities Fund.
41
FINANCE
DIVISION SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
Administraffion.
Wages $ 92,277 $ 107,300 $ 32,000 $ 112,900
Benefits 23,371 26,500 11,100 27,900
Supplies and equipment 617 - - --
Contract services 11,450 13,400 _ 6,500 5,400
_
Total $7. $ 147,200 $ 49,600 $ 146,200
Acco.untina
Wages $ 268,298 $ 264,700 $ 262,600 $ 266,200
Benefits 66,923 67,700 66,900 73,200
Supplies and equipment 23,727 27,800 26,300 21,300
Contract services 11,987 13,700 11,100 12,6500
Total $ 370,935 $ 373,900. $ 366,900 $ - 373,300
Budgeting
Wages $ 69,158 $ 54,000 $ 53,900 $ 54,200
Benefits 33,118 12,400 12,400 13,200
Contract services 7,090 7,000 3,600 5,800
Total $ 109,366 $ 73,400 $ 69,900 $ 73,200
Cash__Ailanagement
Wages $ 345,630 $ 382,000 $ 363,300 $ 367,100
Benefits 106,289 102,400 99,300 109,700
Supplies and equipment 38,016 39,400 49,700 48,700
Repair and maintenance 232 300 300 300
Contract services _ 81,452 68,800 72,000 67,000
Total $ 571 1 619 $ 592,800 $ 584,600 $ 592 1_800
-_ - -____ ._-
42
Police
Program Summaries
43
POLICE
ADMINISTRATION
POLICE CRIMINAL SPECIAL
ADMINISTRATION PATROL INVESTIGATIONS SERVICES
Community Airborne Unit Auto Theft Narcotics
Relations Task Force Task Force
Crime Stoppers Communications Crime Analysis Narcotics/Vice
Grants Community Crimes Street Crimes
Management Resource Program Against Persons
Internal Affairs Patrol Property Crime
Recruitment Housing Unit Special Crimes
and Training
Property/Evidence SWAT Team
Management
44
POLICE
The Beaumont Police Department is responsible for providing 24-hour service and protection for the
citizens of Beaumont as well as visitors to our community by enforcing all city ordinances and Texas
statutes. Its mission is the development of a working alliance between the police and the community that
encourages mutual solutions to common problems resulting in a safe, secure and law-abiding
environment.
Administration encompasses several functions of the department. Training and Personnel provide in-
service field training; recruitment and hiring of qualified candidates for the department; and conducts
promotional assessment centers. Internal Affairs investigates complaints against members of the
department. Planning and Research is responsible for fiscal management, research and departmental
planning. Police Community Relations (PCR) maintains relationships with the community and local
schools through programs such as D.A.R.E.,G.R.E.A.T.,and the annual Cops and Kids Picnic.The unit
makes several presentations to groups concerning crime prevention and maintains media relations. The
unit also operates the Crime Stoppers Program. The Property Office maintains records and storage of
property and evidence recovered by the department.
The Patrol division's major activity is to provide patrol officers to enforce all city ordinances and the
Texas Penal Code. The Traffic/Motorcycle Unit handles all traffic related incidents, and oversees the
regulation of wreckers and taxis, and the public auction of police impounded vehicles. The
Communications Unit is responsible for answering calls for service,including 911 calls,and dispatching
the appropriate patrol unit via a computer aided dispatch system. The Housing Unit works with the
community's housing complexes to help identify and resolve issues, which aids in resident safety. The
officers conduct proactive police activities such as knock-n-talks, complex sweeps and identification
programs. The officers also take an active role in many of the residential programs. The COP Officers
Unit coordinates community policing efforts, neighborhood associations and the Citizens on Patrol
Program. A Resource Officer coordinates the use of prison labor to demolish condemned buildings
throughout the city. SWAT team members go through an intensive selection process and have the
primary job of responding to those stand-off situations such as barricaded subjects, hostage situations
and threatened suicides.
Criminal Investigations manages the investigation of criminal cases and the operation of special
investigative units. The Persons Crime Unit is responsible for the follow-up investigation of all crimes
against persons(homicide, robbery, kidnaping, and assaults)except sexual assaults. This includes the
Identification (Crime Scene Unit) Bureau and the Family Violence Unit. The Property Crime Unit is
responsible forthe follow-up investigation of crimes against property,including burglary,theft,fraud and
pawnshop detail.Auto Theft Task Force/Auto Theft conducts follow up on motor vehicle theft, salvage
yard auto repair shop inspections, and public awareness programs. The Special Crimes Unit is
responsible for conducting all investigations involving juvenile related crimes and sexual assault. Crime
Analysis is a supportive unit responsible for providing statistical information to all units of the Police
Department.
Special Services is responsible for investigating narcotic and drug violations,prostitution,and regulating
sexually-oriented businesses. This is accomplished through the cooperative efforts of the K-9 Unit,
Street Crimes Unit and the Narcotics Task Force.
45
POLICE
STRATEGIC ISSUES
• Develop and implement innovative strategies to reduce and prevent Part I crimes and drug
related crimes in the community.
• Continue to strengthen the relationship with the community in order to develop strategies that
reduce crime, the fear of crime and the conditions that foster crime by continuously monitoring
the community environment.
• Explore opportunities to improve the current Regional Police Academy training facility.
• Evaluate the effectiveness of the 800 MHZ radio system relative to meeting the department's
communication needs.
• Upgrade computer hardware and software, Internet access and information access for field
officers.
PERSONNEL FY 2001 FY 2002 FY 2003
Administration
Exempt 3 3 3
Service/Maintenance 1 1 1
Skilled/Craft 2 2 2
Office/Clerical 20 20 17
Civil Service 18 15 13
Patrol
Exempt 1 1 1
Office/Clerical 37 36 35
Civil Service 179 180 183
Criminal Investigations
Exempt 2 2 2
Office/Clerical 5 4 3
Technical 6 6 5
Civil Service 44 45 45
Special Services
Office/Clerical 1 1 1
Civil Service 21 22 21
Total 340 338 332
46
POLICE
DEPARTMENT SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
DIVISIONS
Administration $ 2,601,602 $ 2,544,400 $ 2,599,400 2,626,700
Patrol 11,707,439 12,166,000 12,084,500 12,986,800
Criminal Investigations 3,462,012 3,482,800 3,540,000 3,441,900
Special Services 1,104,970 1,301,400 1,203,700 1,289,900
Total $ 18,876,023 $ 19,494,600 $ 19,427,600 20,345,300
Budget
FY 2003
APPROPRIATIONS CATEGORY 74.6%Wages
Wages 15,172,400
Benefits 3,059,900
10.4% Operations
Operations 2,113,000
15.0%Benefits
Total $-,--,---20,345,300
PERSONNEL SUMMARY
Service/ Skilled/ Office/ Civil
Exempt Maintenance Craft Clerical Technical Service TOTAL
Administration 3 1 2 17 13 36
Patrol 1 -- -- 35 -- 183 219
Criminal Investigations 2 3 5 45 55
Special Services -- 1 -- 21 22
Total 6 1 2 ---------56- 5 ----262 332
47
POLICE
DIVISION SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
Administration
Wages $ 1,630,663 $ 1,576,400 $ 1,526,300 $ 1,497,900
Benefits 355,865 359,100 346,000 347,700
Supplies and equipment 215,950 206,300 202,700 212,500
Repair and maintenance 41,361 45,500 38,500 40,500
Contract services 313,703 309,700 438,500 506,700
Equipment 44,060 47,400 47,400 21,400
Total $ 2,601,602 $ .2,544,400. $. 2,599,400 $ 2,626,700.
Patrol
Wages $ 9,032,323 $ 9,493,800 $ 9,399,000 $ 9,985,900
Benefits 1,646,292 1,791,700 1,759,100 2,010,800
Supplies and equipment 264,066 232,900 227,600 230,200
Repair and maintenance 335,074 343,600 393,800 391,500
Contract services 33,885 39,000 40,000 40,300
Equipment 395,799 265,000 265,000 328,100
Total $ 11,707,439 $ 12,166,000 $_ 12,084,500 $ 12,986,800
C rimina_l-lnxestigations
Wages $ 2,680,457 $ 2,692,300 $ 2,712,300 $ 2,650,000
Benefits 484,076 499,400 519,400 521,300
Supplies and equipment 84,654 81,100 93,000 93,000
Repair and maintenance 82,271 81,500 65,000 70,000
Contract services 44,154 46,500 68,300 56,300
Equipment 86,400 82,000 82,000 51,300
Total $ 3,462,012 $ 3,482,800 $ 3,540000 $ 3,441,900
S,$BCial..Seryi�ss
Wages $ 866,908 $ 1,050,300 $ 960,200 $ 1,038,600
Benefits 164,985 172,400 170,100 180,100
Supplies and equipment 17,243 15,600 13,300 13,300
Contract services 55,834 63,100 60,100 57,900
Total $ 1.,104,970 $ 1,301,400 $_ 1,203,700 $ 1,289 900
48
Fire
Program Summaries
49
FIRE
ADMINISTRATION
FIRE FIRE
EMERGENCY PREVENTION/ TRAINING
OPERATIONS INVESTIGATION COMMUNICATIONS CENTER
Fire Code Enforcement Emergency Environmental
Suppression &Inspections Management Management
First Responder Criminal Emergency Facility
Program Investigations Medical Dispatch Maintenance
Hazardous Fire Cause Emergency Industrial and
Materials Determination Operations Center Departmental
Training
Rescue Public Education Fire Dispatch Programs
Operations
Hydrant Program Marketing
Mapping Project Design
&Construction
Mutual Aid Center
Research&
Development
50
FIRE
The mission of Beaumont Fire/Rescue Services is to preserve human life and property,and to minimize
casualties and property loss. These objectives are met through the implementation of extensive fire
prevention activities as well as through the rapid and effective response of emergency personnel.
Administration/Emergency Management is responsible for administrative services, purchasing, intra-
department training, and equipment and facilities management for the department. Intra-department
training personnel, in addition to being responsible for the Beaumont Fire/Rescue Training Center, are
also tasked with development and management of a departmental training program that complies with
the requirements of various local, state and federal regulatory agencies. In addition, the Fire Chief is
responsible for development and implementation of emergency procedures for management of various
disasters that may occur in the community.
Emergency Operations are carried out by staffing twelve strategically located fire stations.
Responsibilities include response to reports of vehicle and structure fires, emergency medical calls,
rescue,and requests for public assistance.Specially trained teams handle hazardous material incidents,
underwater and top water rescue, and high rise and heavy rescue situations. The Emergency
Operations program maintains a state of readiness through continuous training and preventive
maintenance of quality equipment.
Fire Preventionlinvestigation promotes fire safety through education and enforcement.The education
function includes fire safety programs, fire extinguisher demonstrations and fire drills. The Department
is proud to have the most extensive fire museum in the state, including a model home and fire safety
center used to teach children fire safety,as well as a mobile fire safety house.The enforcement function
is implemented through a comprehensive inspection program for commercial buildings, enforcement of
fire codes, building plans review and testing of fire suppression and detection systems. Another
responsibility of this office is the investigation of all fires to determine their origin and cause. This
information is used in determining fire trends, future prevention activities, and special fire problems. If
a fire is determined to be arson, investigators continue a criminal investigation to include the arrest and
prosecution of arsonists.
Communications is responsible for receiving emergency calls,dispatching the proper equipment, and
providing pre-arrival, lifesaving instruction to the caller for fire and medical emergencies. They are
responsible for tracking and maintaining the status of Fire and EMS units and notification of utility
companies and other support agencies necessary for emergency management. Staff also receives and
processes calls after normal business hours for other City departments. Additionally, the
Communications Center has a role in regional disaster management by functioning as the central
communications center for the area "mutual aid"organization, the Sabine-Neches Chiefs Association.
The Beaumont Fire/Rescue Training Center is a comprehensive educational complex, known
nationally for fire, rescue, and hazardous materials training. Intra-department training personnel, in
addition to being responsible for the departmental training program, are also tasked with development
and management of this facility. In partnership with Lamar University, this facility is one of four in the
country that is certified by OSHA.
51
FIRE
STRATEGIC ISSUES
• Review in lieu of tax agreements. Having reduced or eliminated internal fire protection and/or
emergency resources, industries are looking to rely or depend on the City for other emergency
services that expand the scope of general fire protection outlined in the agreements.
Agreements will be re-evaluated and adjusted at renewal as appropriate.
• Revise programs that support structural firefighting operations such as hydrant maintenance
and pre-fire planning to improve the availability of valuable information.
• Evaluate the risk of transportation and storage of hazardous materials.Their presence,as well
as the increasing possibility of the international threat of terrorism and biological weapons
across the world, underscores the need for actively preparing for these types of incidents.
• Maintain a high quality level of service in response to rising operating costs and budget
constraints.
• Assess the impact of new industry building on the City fringes with the expectation of
emergency services.
• Expand the First Responder program to meet the increased demand for emergency medical
care.
• Expand efforts to improve/enhance technical rescues and marine firefighting.Additionally,the
proposed relocation of rail facilities serving the Port of Beaumont will affect the Department's
ability to respond to the Charlton-Pollard neighborhood.
• Evaluate the type and frequency of inspections performed to more effectively address
community needs. Dilapidated structures will continue to be identified and processed through
a program designed to eliminate these target hazards.
• Redesign the Communications Center to reflect the changing needs and priorities of fire and
EMS services.
PERSONNEL FY 2001 FY 2002 FY 2003
Administration/Emergency Management
Exempt 2 2 2
Service/Maintenance 1 1 1
Office/Clerical 1 1 1
Civil Service 6 7 6
Emergency Operations
Office/Clerical 2 2 2
Civil Service 217 210 210
Fire Prevention/Investigation
Office/Clerical 1 1 1
Civil Service 7 7 7
Communications
Civil Service 10 10 11
Fire Training Center
Service/Maintenance 2 2 2
Skilled/Craft 2 2 2
Total 251 245
52
FIRE
DEPARTMENT SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
DIVISIONS
Administration/
Emergency Management $ 761,801 $ 691,200 $ 686,100 $ 630,100
Emergency Operations 12,027,161 12,363,200 12,272,800 12,918,400
Fire Prevention/investigation 470,794 484,900 477,500 491,800
Communications 656,856 690,800 657,300 755,800
Fire Training Center
Total $ 13,916,612 $ 14,230100 $ 14,093,700 $ _14,7961100
Budget
FY 2003
77.9%Wages
APPROPRIATIONS CATEGORY
Wages $ 11,519,500
Benefits 2,323,800 6.4%Operations
Operations 952,800
15.7%Benefits
Total 14,796,100
PERSONNEL SUMMARY
Service/ Skilled/ Office/ Civil
Exempt Maintenance Craft Clerical Technical Service TOTAL
Administration/
Emerg Management 2 1 6 10
Emergency Operations -- 2 210 212
Fire Prevention/
Investigation 1 7 8
Communications -- 11
Fire Training Center 2 2 -- 4
Total 2 2 -- 245
Funded by the Fire Training Grounds Fund,a Special Revenue Fund.
53
FIRE
DIVISION SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
Administrali_o-ol.rzm*-rgen.CY.Management
Wages $ 565,028 $ 519,200 $ 530,400 $ 474,400
Benefits 93,295 98,700 94,000 94,200
Supplies and equipment 22,326 26,400 20,000 22,000
Repair and maintenance 2,829 6,500 3,500 3,500
Contract services 67,264 40,400 38,200 36,000
Equipment 11,059 -- -- -
Total $ 761,801 $ 691,200 $ 686,100 $
EmergQ.ncv Orations
Wages $ 9,438,687 $ 9,662,000 $ 9,529,900 $ 10,024,600
Benefits 1,826,812 1,880,600 1,893,500 2,040,700
Supplies and equipment 200,431 200,300 188,200 185,000
Repair and maintenance 301,591 317,600 342,000 340,000
Contract services 1,440 23,000 35,000 17,500
Equipment 258,200 279,700 284,200 310,600
Total $ 1027,161 $_12,363,200 $ 12,272,800 $_ 12,918,400
Kre.Preventho-n/WyketWabon
Wages $ 394,261 $ 399,200 $ 397,700 $ 404,800
Benefits 70,511 74,300 74,300 78,500
Supplies and equipment 6,022 8,400 4,500 6,000
Repair and maintenance -- 1,000 -- 500
Contract services -- 2,000 1,000 2,000
Total $ 470,794 $ _ 484,900 $ 477,500 $ 491,800
C9mm�olFatlons
Wages $ 534,192 $ 558,400 $ 533,100 $ 615,700
Benefits 94,235 99,900 97,000 110,400
Supplies and equipment 27,085 28,000 24,000 27,000
Contract services 1,344 4,500 3,200 2,700
Total $ _ 656,856 $ 690,800 $ 657,300 $ 755,800
54
Public Health
Program Summaries
55
PUBLIC HEALTH
ADMINISTRATION
CLINICAL HEALTH ENVIRONMENTAL
SERVICES SERVICES EMS HEALTH WIC
Clinics Health 911 Ambulance Animal Control Breastfeeding
Planning Service Program
Communicable
Disease Health Public Consumer Food
Control Promotion Education Services Vouchers
Immunizations Technical Public Health Educational Nutrition
Services Referrals Education
Laboratory Vital Training Public Health
Statistics Referrals
56
PUBLIC HEALTH
The mission of the Public Health Department is to encourage, educate, and promote healthy lifestyles
for the citizens of Beaumont. Several grant funded programs, which are appropriated independent of
the operating budget, are represented throughout this oversight department.
Administration provides guidance and direction to the local public health service and is directly
responsible for the department's relationship with the Texas Department of Health and securing grant
funding for health services. This program also coordinates the City's public health response to
emergencies and bioterrorism.
Clinical Services provides both city and state supported programs. Services include immunizations;
STD treatment and surveillance; community-based chronic disease screening; tuberculosis detection,
treatment, and surveillance; HIV testing and counseling; reporting and surveillance of infectious
diseases, as they relate to natural or unusual occurrences; laboratory services; and employee health.
Health Services not performed in a medical clinic setting are found in this program and include the
supervision and performance of community based programs and the management of health data.Health
educators and program specialists work closely with local schools and civic and health organizations,
to promote healthy lifestyles and counsel against risky behaviors that can result in a seriously reduced
quality of life. Efforts include training in the use of automatic external defibrilators;training in the proper
use of infant and child car seats; and working with community groups to discourage teens from using
tobacco products and smoking. Managing public health data, including data collection, analysis and
recording, allows professional staff to identify trends, measure results, and uncover problems early so
that appropriate responses can be developed and implemented. Official records required by State
statute, such as birth and death records, can be obtained from our Vital Statistics Registrar for
identification and other legal purposes.
Emergency Medical Services (EMS) provides emergency medical services from five stations
strategically located throughout the city. This program provides training, supervision, management and
medical oversight for the Beaumont EMS system. The primary objectives of the program are clinical
excellence, response time reliability, customer satisfaction, and economic efficiency.
Environmental Health investigates and remedies public health nuisances, issues food service permits,
provides food manager training, conducts retail food establishment inspections, and enforces animal
control ordinances. Registered sanitarians and certified animal control officers conduct inspections to
identify and correct nuisances before the public is adversely affected. Field personnel respond to citizen
requests for service and initiate legal action when appropriate.
The Women, Infant and Children (W.I.C.) Program is a federally funded nutrition education and
voucher system. The program provides nutrition education and food vouchers to infants and children
up to the age of five, as well as pregnant and postpartum mothers. W.I.C. operates from two locations
within the city.
57
PUBLIC HEALTH
STRATEGIC ISSUES
• Collaborate with regional emergency management, hospital and public health officials to
develop a county-wide plan to address bioterrorism.
• Accurately develop public health strategies by re-evaluating ways to collect and analyze data.
• Meet the challenge of the public health needs of the community relative to the rapid increase
in geographic and economic development in the community.
PERSONNEL FY 2001 FY 2002 FY 200
Administration
Exempt 1 1 1
Office/Clerical 1 1 1
Clinical Services
Exempt 7 8 8
Office/Clerical 6 6 5
Technical 5 5 3
Health Services
Exempt 8 8 10
Service/Maintenance 3 3 3
Office/Clerical 5 4 4
EMS
Exempt 3 2 2
Office/Clerical 1 1 1
Technical 34 37 37
Environmental Health
Exempt 5 5 5
Service/Maintenance 4 4 4
Office/Clerical 2 2 2
WIC
Exempt 2 2 2
Office/Clerical 5 5 5
Technical 4 4 4
Total 96 98 97
58
PUBLIC HEALTH
DEPARTMENT SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
DIVISIONS
Administration $ 141,590 $ 149,500 $ 151,600 $ 153,000
Clinical Services 585,935 561,300 512,000 473,700
Health Services 659,094 725,200 668,400 673,800
EMS 2,619,943 2,640,600 2,544,400 2,821,600
Environmental Health 481,368 496,500 492,400 493,800
WIC
Total $ 4,487,930 $ 4,573,100 $ 4,368,800 4,615900
Budget
FY 2003
63.7%Wages
APPROPRIATIONS CATEGORY
Wages $ 2,940,700
Benefits 792,600
Operations 882,600
19.1%Operations
Total $ 4,615,900 17.2% Benefits
PERSONNEL SUMMARY
Service/ Skilled/ Office/ Civil
Exempt Maintenance Craft Clerical Technical Service TOTAL
Administration 1 1 -- 2
Clinical Services 8 -- 5 3 16
Health Services 10 3 4 -- 17
EMS 2 -- 1 37 40
Environmental Health 5 4 2 -- 11
WIC 2 -- 5 4 11-
28 7 18 44 97
Expenditures are appropriated independent of the operating budget when grant is awarded.
59
PUBLIC HEALTH
DIVISION SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
Adm1r i ti.Qn
Wages $ 113,236 $ 119,400 $ 120,800 $ 122,400
Benefits 25,013 27,400 27,800 29,600
Contract services 3,341 2,700 3,000 1,000
Total $ 141,590 $ 149,500 $ 151,600 $ 153,000
Ctlnical Services
Wages $ 349,246 $ 336,000 $ 293,500 $ 260,000
Benefits 88,209 91,800 92,000 82,900
Supplies and equipment 49,293 46,000 45,000 45,000
Repair and maintenance 1,785 1,500 3,000 1,500
Contract services 97,402 86,000 78,500 84,300
Total $ 585,935 $ _561,300 $ 512,000 $_ 473,700
Health_ rvi
Wages $ 427,681 $ 487,600 $ 461,200 $ 462,700
Benefits 119,818 124,700 122,200 126,500
Supplies and equipment 29,775 37,700 36,400 36,700
Repair and maintenance 522 2,500 1,600 1,500
Contract services 81,298 72,700 47,000 46,400
Total $ 659,094 $ 725,200 $ 668,400 $ 673,800
EMS
Wages $ 1,595,327 $ 1,611,900 $ 1,581,800 $ 1,772,500
Benefits 381,883 407,000 397,300 463,200
Supplies and equipment 323,923 303,200 275,400 290,200
Repair and maintenance 113,086 113,000 103,000 109,000
Contract services 107,324 107,600 89,000 93,500
Equipment 98,400 97,900 97,900 93,200
Total $ 2,619,943 $ 21640,600 $_ 2,544,400 $ 22821,600
En vir nlnowntal Health
Wages $ 317,184 $ 339,900 $ 329,200 $ 323,100
Benefits 80,683 82,000 85,100 90,400
Supplies and equipment 39,132 39,800 37,600 37,800
Repair and maintenance 18,789 15,500 19,500 17,500
Contract services 12,380 12,000 13,700 11,500
Equipment 13,200 7,300 7,300 13,500
Total $ _ 481,368 $ 496 500 $ _ 492,400 $ 493,800
60
Public Works
Program Summaries
61
PUBLIC WORKS
ADMINISTRATION
PLANNING PARKS& STREETS,
BUILDING & ENGINEERING PROPERTY DRAINAGE& WATER
CODES ZONING SERVICES TRANSPORTATION UTILITIES
Inspections Zoning Design& Citywide Drainage&Street Water
Ordinances Plan Review Grass Cutting Maintenance Distribution
Plans Comprehensive Drafting Facility ROW Water
Examination Neighborhood Maintenance Maintenance Production
Plans
Property Parks School Crossing Water
Acquisition Maintenance Guards Reclamation
Surveying Parks Signals/Signs Water/
Operations Sewer Line
Maintenance
62
PUBLIC WORKS
The Public Works Department is responsible for the functional integrity of the City's private and
commercial buildings and the street, drainage, park, transportation, water and sewer systems by
providing proper planning, design and maintenance of the City's major infrastructure. Issues relating to
water and sewer systems are discussed in the Water Utilities Fund section. The Beaumont Municipal
Transit System, directed by this department, is discussed in the Special Revenue Funds section.
Administration provides assistance to other Public Works programs for departmental activities such as
CIP development, budgeting,financial and operational planning and employee development. This program
also acts as the Public Works Department liaison with various local and state agencies and committees.
Building Codes ensures that building standards for private dwellings and commercial structures are
met. The program provides on-site inspections of work in progress; reviews site plans prior to the
issuance of building permits; reviews and permits oil and gas well applications, and issues permits for
driveway construction,street barricading,seismic work,street cuts within the City rights-of-way for utility
construction or repair, and pipeline license agreements.
Planning and Zoning directs the City's comprehensive planning activities and administers the zoning
ordinances and subdivision regulations,providing assistance with zoning change and specific use permit
requests, subdivision plat requests, certificates of appropriateness, historic tax exemptions and historic
preservation loans.
Engineering is responsible for the design and construction of capital improvement projects involving
streets, bridges,drainage systems and for the acquisition of real property for City projects. The program
reviews, inspects and approves all subdivisions and commercial/industrial site development plans for
code compliance; updates and maintains the various maps and files of all city-owned properties and
right-of-ways and manages all agreements for engineering and construction projects.
Parks and Property Services is responsible for park maintenance including mowing,trimming,litter and
debris removal, restroom maintenance,tree and plant material care,athletic field preparation, pesticide
application, pool and spray device maintenance, and repair of playground equipment. The program is
also responsible for grass cutting of medians and rights-of-way;mowing contracts,and maintaining plant
material and irrigation systems at sites throughout the City.
Street Lighting is used to capture the electrical cost of operating the City's street light system.
Streets and Drainage is responsible for the maintenance of the City's streets and drainage infrastructure
and street sweeping program, covering 750 miles of streets, 38 miles of unimproved right-of-ways; a
drainage ditch system over 1,240 combined miles in length; approximately 20,000 catch basins and eight(8)lift
stations located at various street underpasses throughout the city for which the program is responsible.
Transportation is responsible for the management and control of vehicular and pedestrian trafficwithin
the City,including traffic studies and improvements,downtown parking enforcement,the school crossing
guard program; fabrication, installation and maintenance of traffic signals, signs and pavement
markings and the repair of parking meters. The program also oversees the Transit System.
STRATEGIC ISSUES
• Implementation and documentation of the National Pollutant Discharge Elimination System
(NPDES) permit requirements. The existing permit expires in 2003.
63
PUBLIC WORKS
• Development of neighborhood traffic control techniques to provide alternative solutions to traffic
problems in partnership with the neighborhood and elected officials.
• Development of Railroad Crossing Elimination Program and develop implementation standards
for trackside horns.
PERSONNEL FY 2001 FY 2002 FY 2003
Administration
Exempt 1 1 1
Office/Clerical 1 1 1
Building Codes
Exempt 4 3 3
Office/Clerical 4 4 4
Technical 10 7 7
Planning and Zoning
Exempt 5 5 4
Office/Clerical 2 2 2
Technical 1 3 3
Engineering
Exempt 7 7 6
Service/Maintenance 2 2 2
Office/Clerical 3 3 2
Technical 11 11 10
Parks and Property Services
Exempt 5 3 3
Service/Maintenance 29 31 30
Skilled/Craft 31 29 24
Office/Clerical 2 2 1
Technical 2 2 —
Street Lighting N/A N/A N/A
Streets and Drainage
Exempt 3 3 3
Service/Maintenance 35 35 30
Skilled/Craft 34 34 34
Office/Clerical 3 3 3
Transportation
Exempt 3 3 3
Service/Maintenance 9 9 g
Skilled/Craft g g 7
Office/Clerical 2 2 2
Technical 6 6 6
Water Utilities
Exempt 13 14 14
Service/Maintenance 71 72 67
Skilled/Craft 47 45 44
Office/Clerical g 9 g
Technical g g 7
Total 370 367 339
64
PUBLIC WORKS
DEPARTMENT SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
DIVISIONS — - -------_ -
Administration $ 160,882 $ 170,100 $ 168,800 $ 175,000
Building Codes 731,124 621,100 620,100 639,300
Planning and Zoning 380,832 488,500 442,200 421,900
Engineering 1,414,620 1,314,500 1,325,200 1,228,400
Parks and Property Services 2,870,525 2,846,000 2,777,500 21448,500
Street Lighting 1,424,329 1,380,000 1,325,000 1,300,000
Streets&Drainage 3,909,303 3,978,700 3,882,200 3,921,700
Transportation 1,523,777 1,511,700 1,540,200 1,441,000
Water Utilities ' -- __ -_ --
Municipal Transit 2
Total $ 12,415,392 $ 12,310,600 $ 12,081,200 $ 11,575,800
Budget
FY 2003 50.6%Wages
APPROPRIATIONS CATEGORY
Wages $ 5,850,200
Benefits 1,715,200 ,
14.8% Benefitsz •
Operations 4,010,400 �
34.6%Operations
Total $ 11,575,800
PERSONNEL SUMMARY
Service/ Skilled/ Office/ Civil
Exempt Maintenance Craft Clerical Technical Service TOTAL
Administration 1 __ ®_ 1 -_ __ 2
Building Codes 3 -- -- 4 7 -- 14
Planning and Zoning 4 -- -- 2 3 -- 9
Engineering 6 2 -- 2 10 -- 20
Parks/Property Services 3 30 24 1 -- -- 58
Streets&Drainage 3 30 34 3 -- -- 70
Transportation 3 8 7 2 6 -- 26
Water Utilities ' 14 67 44 8 7 -- 140
Total 37 137 109 23 33 -- 339
' Expenditures are presented in the Water Utilities Fund.
65
PUBLIC WORKS
DIVISION SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
Administration -- - -
Wages $ 133,213 $ 139,100 $ 139,000 $ 141,700
Benefits 27,669 31,000 29,800 33,300
Total $-----T60�882_ $ 170,1.00_ $ 168,800 $. f75,0UW
Building Codes
Wages $ 530,312 $ 459,900 $ 457,000 $ 466,800
Benefits 148,914 120,700 120,100 130,900
Supplies and equipment 29,812 21,200 22,800 22,800
Repair and maintenance 8,231 6,400 6,500 6,500
Contract services 9,655 8,700 9,500 9,500
Equipment 4,200 4,200 4,200 2,800
Total ---731,124 $ 62:1,100 $ -620,100 $ -639,300=
Planning-and Zoning
Wages $ 284,256 $ 362,300 $ 323,500 $ 313,500
Benefits 67,306 90,000 89,100 83,900
Supplies and equipment 16,402 19,600 15,900 16,000
Repair and maintenance 1,109 900 1,700 1,000
Contract services 11,759 15,700 12,000 7,500
Total $ 832 $ -- 488-,5W $- _442,7 0- $
Engineering
Wages $ 805,478 $ 850,100 $ 786,300 $ 760,100
Benefits 202,065 217,400 205,800 201,000
Supplies and equipment 21,439 17,500 24,800 24,800
Repair and maintenance 11,196 6,000 15,300 12,500
Contract services 374,442 223,500 293,000 230,000
Total $ T;414 620 $=_=T,3T4,50i- $-- 1,325;200 $ - 1;228,406
Parks.and.Proper Services
Wages $ 1,628,507 $ 1,647,500 $ 1,592,800 $ 1,394,300
Benefits 492,093 475,800 456,800 444,800
Supplies and equipment 210,931 162,900 136,500 123,100
Repair and maintenance 324,960 297,500 324,500 240,700
Contract services 128,234 118,900 118,900 143,800
Equipment 85,800 143,400 148,000 101,800
Total $ 2;870;325- $-------2,846,000 $_7777,500 $ - 2,-448;50Q
fteet Lighting
Utilities $ 1,424,329 $ 1,3.80,000 $ 1,325,000 $ 1,300,000
Total $ _11424, 29 $_, X380,000 $ 3 .5,000 $ O,d00.
Streets and.Drainip
Wages $ 1,905,123 $ 1,945,300 $ 1,960,300 $ 1,891,000
Benefits 528,194 564,200 551,800 580,100
Supplies and equipment 197,777 217,300 197,200 191,100
Repair and maintenance 810,299 838,000 777,000 827,000
Contract services 50,710 48,000 30,000 27,000
Equipment 417,200 365,900 365,900 405,500
Total $ 909303 $ X378,700 $-_ 3 482-200 _-3�-9 ,76Q
TTr nspo-rtaftn
Wages $ 933,726 $ 955,200 $ 954,000 $ 882,800
Benefits 219,920 237,200 257,700 239,200
Supplies and equipment 46,690 44,500 45,400 45,900
Repair and maintenance 245,964 212,800 220,800 215,800
Contract services 9,677 7,400 7,700 6,800
Equipment 67,800 54,600 54,600 50,500
Total $ 1,523,777 $ 1,511700 $ 1,540,200 $ 1441,000
,. ---
66
Community Services
Program Summaries
67
COMMUNITY SERVICES
ADMINISTRATION
CIRCULATING TYRRELL CONVENTION
LIBRARIES LITERACY HISTORICAL RECREATION &TOURISM
AudioNisual Adult Archives Activity Center Promotion
Literacy
Childrens' Genealogy Facility Rentals Special Events
Services English as a
Second Texana Playgrounds/Pools Conventions
Circulation Language
Senior programs
Funding Family
Information Literacy Special Events
Center
Sports Leagues
Reference
68
COMMUNITY SERVICES
Community Services provides leisure, entertainment and information activities to citizens and visitors.
Administration is responsible for system oversight, including library material selection and processing,
and is also involved in the Sister City Program.
The Circulating Libraries make available educational,cultural,and recreational resources including books,
videos, periodicals, reference services, Internet access, and other materials. The Funding Information
Center assists nonprofit organizations in seeking sources of funding and persons seeking scholarships.
The Literacy program is affiliated with Literacy Volunteers of America. It provides one-on-one tutoring
using volunteers, as well as offering English as a second language and family literacy programs.
The Tyrrell Historical Library is a research library and archive for genealogy and for Texas history,
particularly Southeast Texas.
Recreation is charged with providing year-round recreational opportunities through leagues,special events
and leisure usage of parks and community buildings.Activities offered appeal to all age groups at the Sterling
Pruitt Activity Center, the Best Years Senior Center and through the Summer Food Service Program.
The Convention and Visitors Bureau (CVB), funded through the Hotel Occupancy Tax Fund,
promotes the City of Beaumont and generates room nights by marketing City hotels, attractions and
meeting facilities to event planners, tour operators, and the leisure traveler.
STRATEGIC ISSUES
• Promote increased usage of all library facilities
• Increase recreational programming and participation.
PERSONNEL FY 2001 FY 2002 FY 2003
Administration
Exempt 2 2 2
Office/Clerical 4 4 3
Circulating Libraries
Exempt 10 9 9
Service/Maintenance 2 2 1
Office/Clerical 13 13 14
Literacy
Exempt 1 1 1
Tyrrell Historical
Exempt 2 2 2
Office/Clerical 3 3 3
Recreation
Exempt 4 4 4
Service/Maintenance 9 9 8
Office/Clerical 1 1 1
Convention and Tourism
Exempt 6 6 6
Office/Clerical 2 2 2
Total 59 58 56
69
COMMUNITY SERVICES
DEPARTMENT SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
DIVISIONS
Administration 280,224 $ 300,400 $ 279,500 $ 260,300
Circulating Libraries 1,271,317 1,296,600 1,295,000 1,292,600
Literacy 75,287 55,900 75,400 80,900
Tyrrell Historical 192,589 211,800 205,800 210,200
Recreation 709,554 781,300 720,000 680,700
Convention &Tourism -- -- -----
Total $ 2,528,971 $ 2,646,000 $ 2,575,700 2,524,700
Budget
FY 2003 67.0%Wages
APPROPRIATIONS CATEGORY
Wages 1,693,200
Benefits 443,600
Operations 387,900 15.4%Operation:
17.6% Benefits
Total $ 2,524,700
PERSONNEL SUMMARY
Service/ Skilled/ Office/ Civil
Exempt Maintenance Craft Clerical Technical Service- TOTAL
Administration 2 3 5
Curculating Libraries 9 1 14 24
Literacy 1 -- -- I
Tyrrell Historical 2 -- 3 5
Recreation 4 8 1 13
Convention &Tourism 6 -- 2 8
Total 24 9 23 56
Expenditures are presented in the Hotel Occupancy Tax Fund, a Special Revenue Fund.
70
COMMUNITY SERVICES
DIVISION SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
Administration
Wages $ 207,964 $ 219,100 $ 203,400 $ 188,800
Benefits 51,204 56,300 58,100 51,500
Supplies and equipment 19,568 23,000 18,000 20,000
Contract services 1,488 2,000 -- -
Total $ _280,224 $ 30G,400 $ 279,500 $ 260,300
Circulating-Libraries
Wages $ 732,764 $ 787,500 $ 797,500 $ 784,900
Benefits 182,745 195,800 211,300 217,100
Supplies and equipment 14,857 14,300 14,200 14,100
Repair and maintenance 244,846 221,900 210,000 225,000
Contract services 95,605 77,100 62,000 51,500
Equipment 500 - - -
Total $ 1,271,317 $ 1,296,600 $ 1,295 000 $ 1,292,600
Literacy
Wages $ 54,637 $ 35,500 $ 53,800 $ 57,100
Benefits 9,800 9,100 10,400 11,500
Supplies and equipment 420 300 500 300
Repair and maintenance - 1,000 1,000 1,000
Contract services 10,430 10,000 9,700 11,000
Total $ 75,287 $ 55 900 $ 75,400 $ 80,900
Tyrrell.Historical
Wages $ 142,836 $ 150,600 $ 147,000 $ 149,400
Benefits 37,325 40,800 40,300 43,800
Supplies and equipment 5,780 6,400 5,500 5,500
Repair and maintenance 1,036 7,500 6,500 6,500
Contract services 5,612 6,500 6,500 5,000
Total $_ _192,589 $ 211,800 $ 205,800 $ 210,200
Recreation
Wages $ 513,907 $ 572,900 $ 552,500 $ 513,000
Benefits 108,239 119,600 115,200 119,700
Supplies and equipment 55,402 56,600 33,500 33,500
Repair and maintenance 10,721 11,000 3,800 4,000
Contract services 18,786 21,200 15,000 10,500
Equipment 2,499 -- - --
Total $ 709,554 $ _781,300 $_ 720,000 $ 680,700
71
72
Transfers Summary
73
TRANSFERS
Transfers are made to provide additional resources to other funds such as special revenue funds and
internal service funds.
Municipal Airport Fund,a special revenue fund whose primary source of revenue is the operating lease
for the airport and rental of T-Hangers, is supplemented by a transfer from the General Fund when
needed to provide for the operation of the airport facility.A transfer of$43,000 is proposed for FY 2003
to fully fund the Municipal Airport Fund.
Municipal Transit Fund, another special revenue fund, receives revenue in the form of fares for
services as well as federal and state grants. The federal grant provides for 50% of the operating deficit
and 80% of certain capital projects.A transfer of$1,275,000 is proposed for FY 2003 to fully fund the
Beaumont Municipal Transit system.
Capital Reserve Fund, an internal service fund which provides for the capital replacement of fleet
vehicles as well as major equipment and renovations, has been budgeted to receive a transfer of
$300,000 in prior years. This is intended to partially fund the purchase of equipment and provide for the
cost of facility renovations. The operating expense is booked in the departments, and offset with a
revenue to the Capital Reserve Fund,to recover the cost of fleet purchases based on depreciation over
the life of the asset. No transfer is proposed for FY 2003.
Employee Benefits Fund, an internal service fund, accounts for employee and dependent health and
dental plans, workers' compensation and the administration of these programs. Other sources of
revenue are departmental operating charges for the employee share as well as contributions made by
employees and retirees. Transfers of$4,350,800 and $1,227,500 in FY 2003 will provide resources to
the Employee Benefits Fund to fund dependent health and workers' compensation costs.
General Liability Fund, an internal service fund, relies solely on transfers from other funds for revenue,
and provides funding for the City's risk management activity related to torts and other statutory causes
of action. A transfer of$250,000 is proposed in FY 2003 for funding the General Liability Fund.
74
GENERAL FUND
TRANSFERS
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
Transfers out
Municipal Airport Fund $ -- -- -- 43,000
Municipal Transit Fund 845,000 1,020,000 1,020,000 1,275,000
Capital Reserve Fund 500,000 300,000 -- --
Employee Benefits Fund
Dependent health 1,059,266 1,227,400 1,227,400 1,277,500
Workers'comp 4,080,259 4,309,500 4,309,500 4,350,800
General Liability Fund 300,000 200,000 200,000 250,000
TOTAL $ 6,784,525 7,056,900 6,756,900 7,196300
FY 20 13 TRANSFERS
17.7%Municipal Transit Fund
0.6% Municipal Airport Fund
3.5%General Liability Fund
78.2%Employee Benefits Fun
75
76
DEBT SERVICE FUND
STATEMENT OF REVENUES AND EXPENDITURES
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
BEGINNING BALANCE $ 2,880,475 2,303,274 2,323,347 2,462,847
REVENUES
Property taxes 11,506,579 12,675,000 12,698,000 12,721,000
Interest earnings 240,915 240,000 100,000 100,000
Miscellaneous revenue 2,097 -- 250,500 328,800
Contributions from other funds 837,384 1,027,400 816,500 722,100
TOTAL REVENUES 12,586,975 13,942,400 13,865,000 13,871,900
TOTAL AVAILABLE RESOURCES 15,467,450 16,245,674 162188,347 16,334,747
EXPENDITURES
Principal payments 8,817,700 4,103,600 4,103,600 4,109,600
Interest payments 4,316,964 9,612,900 9,612,900 9,934,700
Service charges 9,439 10,000 7,400 8,500
Bond sale expenses -- -- 1,600 --
TOTAL EXPENDITURES 13,144,103 13,726,500 13,725,500 14,052,800
ENDING BALANCE $ 2,323,347 2,519,174 2,462,847 2,281,947
Principal & interest Payments
15
/ ( I
10
o Principal
0 Interest
5
Y
I
0
2001 2002 2003
77
78
Water Utilities
Program Summaries
79
WATER UTILITIES
ADMINISTRATION
SEWER
DISTRIBUTION PRODUCTION RECLAMATION MAINTENANCE
Distribution Facility Maintenance Collection System
Maintenance
Equipment Stormwater Distribution
Maintenance Water Storage Runoff
Lift Stations
Line Water Wastewater
Construction/ Treatment Treatment Meters
Extensions
Service Calls
80
WATER UTILITIES
The Public Works Department Water Utilities Program is responsible for providing an adequate supply
of high quality potable water for domestic and industrial uses and fire protection; collection and
treatment of wastewater for the protection of public health and the environment; maintenance and
construction of water and sewer facilities; planning of facilities to meet present and future needs; and
policies and procedures to ensure quality construction and usage of facilities.
Administration provides coordination and support of all program activities involving the EPA, the
TNRCC, the Texas Department of Transportation, Jefferson County, engineering/consulting firms,
construction contractors, and other City departments. This division administers the EPA's Pretreatment
Program;enforces a Backflow Prevention Program and the Grease and Grit Trap Ordinance.Water and
sanitary sewer system studies and capital improvement programs are managed by the engineering staff.
Water Customer Service,funded by the Water Utilities Fund, is administered by the Finance Department.
Water Distribution is responsible for the maintenance of 760 miles of water distribution mains, 3,550
fire hydrants, 45,000 water meters, several large motors and pumps and 15 miles of canal and levee
systems. This division provides water line extensions and heavy construction in conjunction with Street
and Drainage Projects.
Water Production consists of various water treatment, pumping and transfer facilities to provide safe
drinking water of adequate quantities and sufficient pressure while meeting all State and Federal
regulations. The surface water treatment plant, rated at twenty-six million gallons per day (26 MGD) is
progressing through several rehabilitation projects to increase production capacity to 40 MGD by the
year 2004. A new 5 MG clearwell/pump station, which will assist the system in reaching the 40 MGD
capacity, is currently under construction with a scheduled completion in late 2002. The raw water
delivery system is undergoing improvements to the Lawson's pump station and the Bunn's canal system.
The ground water system is a 16 MGD facility consisting of three deep wells, four booster pumps and
two 5 MG ground storage tanks. The City has five elevated water storage tanks with 4.8 MG of storage
capacity, four ground water storage tanks with 17.7 MG of storage capacity, for a total of 22.5 MG of
storage capacity. In order to extend the life of the water storage tanks, an aggressive proactive
maintenance program has been implemented.
Sewer Maintenance consists of sewer maintenance, centralized pump and motor maintenance and a
meter repair shop. The program is responsible for maintaining 760 miles of sanitary sewer collection
lines, 10,900 sanitary sewer manholes,72 sanitary sewer and ten(10)storm sewer lift stations, several
large motors and pumps and 15 miles of canal and levee systems.This division provides sanitary sewer
line extensions and heavy construction to accommodate the streets and drainage projects.
Water Reclamation consists of a thirty-million gallon per day(30 MGD)wastewater treatment plant and
a nine-hundred acre(900 Acre)constructed wetlands system which provide for the adequate treatment
of wastewater before discharging into the receiving stream.The wastewater effluent must meet stringent
regulations required by the TNRCC and the USEPA. The Cattail Marsh wetlands system located next
to Tyrrell Park, operates in harmony with the natural environment.
Non-Operating and Debt Service provides for costs not reported within a specific water function. Non-
Operating includes capital acquisitions,construction projects generally under$100,000,payment in lieu
of taxes and transfers to other funds. Debt Service provides for the repayment of debt related to bond
issues and capital leases.
81
WATER UTILITIES
STRATEGIC ISSUES
• Implement the Capital Improvement Program/Projects for the Water Production Plant,
Reclamation Plant,water distribution system,and the wastewater collection system to meet the
new drinking water guidelines from the United States Environmental Protection Agency
(USEPA)and the wastewater discharge permit with the Texas Natural Resource Conservation
Commission (TNRCC).
• Protect the water distribution system from harmful cross connections and protect the
wastewater collection system from grease and harmful industrial discharge.
• Improve construction quality to minimize future maintenance costs.
PERSONNEL FY 2001 FY 2002 FY 2003
Administration
Exempt 5 6 6
Service/Maintenance 4 — —
Skilled/Craft 4 — 1
Office/Clerical 1 1 1
Technical 4 4 3
Customer Service
Exempt 1 1 1
Service/Maintenance 12 12 12
Skilled/Craft 1 1 1
Office/Clerical 11 11 11
Water Distribution
Exempt 2 2 2
Service/Maintenance 27 29 26
Skilled/Craft 8 9 9
Office/Clerical 4 5 4
Water Production
Exempt 4 4 2
Service/Maintenance 5 5 4
Skilled/Craft 12 12 10
Office/Clerical 1 1 1
Technical 1 1 1
Sewer Maintenance
Service/Maintenance 31 34 36
Skilled/Craft 11 12 14
Office/Clerical 1 1 1
Technical 1 2 2
Water Reclamation
Exempt 2 2 2
Service/Maintenance 4 4 3
Skilled/Craft 12 12 10
Office/Clerical 1 1 1
Technical 2 2 1
Total 172 174 165
82
WATER UTILITIES FUND
STATEMENT OF REVENUES AND EXPENDITURES
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
BEGINNING BALANCE $ 4,157,351 6,163,049 5,146,520 5,500,520
REVENUES
Water sales 14,006,095 14,640,000 14,854,000 15,445,000
Sewer charges 9,571,141 9,904,000 9,953,000 10,322,000
Service charges 1,188,747 1,115,000 1,192,000 1,089,000
Interest 1,346,360 800,000 535,000 1,000,000
Miscellaneous revenue 54,564 11,000 77,100 30,000
TOTAL REVENUES 26,166,907 26,470,000 26,611,100 27,886,000
TOTAL AVAILABLE RESOURCES 30,324,258 32,633,049 31,757,620 33,386,520
EXPENDITURES
Wages 4,852,951 5,227,800 4,824,800 4,760,300
Benefits 1,356,742 1,475,000 1,390,800 1,430,900
Supplies and equipment 794,740 773,300 742,300 775,000
Repair and maintenance 2,444,420 2,170,500 2,146,300 2,376,500
Utilities 1,575,215 1,449,000 1,437,400 1,506,600
Contract services 245,642 281,600 369,900 506,200
Capital 3,157,474 3,591,700 4,396,700 4,395,600
Debt service 6,184,454 5,619,700 5,611,700 5,845,900
Other operating 3,650,000 4,350,000 4,350,000 5,325,000
Transfers out 916,100 987,200 987,200 1,048,100
TOTAL EXPENDITURES 25,177,738 25,925,800 26,257,100 27,970,100
Unreserved 5,146,520 6,707,249 5,500,520 5,416,420
ENDING FUND BALANCE 5,1.46,520 6,707,249 5,500,520 5 416 420
_... ..._._--L.._...___,42....
PERSONNEL SUMMARY
Service/ Skilled/ Office/ Civil
Exempt Maintenance Craft Clerical Technical Service TOTAL
Adm inistration 6 -- 1 1 3 -- 11
Customer Service ' 1 12 1 11 -- — 25
Water Distribution 2 26 9 4 -- — 41
Water Production 4 2 10 1 1 18
Sewer Maintenance — 36 14 1 2 — 53
Water Reclamation 2 3 10 1 1 — 17_
Total 15 -- 79 45 19 7 -- 165
' Activities reported under Finance in the General Fund.
83
WATER UTILITIES
DIVISION SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
Administration
Wages $ 582,711 $ 524,600 $ 441,900 $ 467,600
Benefits 186,422 205,200 119,100 151,200
Supplies and equipment 28,567 19,900 16,200 19,600
Repair and maintenance 12,400 22,500 22,500 21,300
Utilities 11,263 15,300 15,300 15,000
Contract services 36,166 41,400 37,000 37,000
Total $ 857,529 $ 828,900 $ 652,000 $ 711,700
Ciistomer.Service
Wages $ 584,755 $ 629,200 $ 594,100 $ 622,500
Benefits 165,510 178,500 173,500 191,700
Supplies and equipment 154,476 176,200 165,400 182,800
Repair and maintenance 27,816 39,400 34,900 48,200
Utilities 9,447 10,000 10,000 10,000
Contract services 24,758 36,600 39,500 40,700
Total $ 966,762 $ 1,069,900 $ 1,017,400 $ 1,095,900
Water Distribution
Wages $ 1,108,816 $ 1,309,100 $ 1,177,100 $ 1,187,100
Benefits 325,210 356,200 364,000 351,600
Supplies and equipment 102,864 110,400 112,000 116,000
Repair and maintenance 672,955 700,400 682,000 706,000
Utilities 48,434 50,300 44,200 44,200
Contract services 3,613 6,500 2,000 6,000
Total $ 2,261,892 $ 2,532 0 $ 2,381,300 $ 2,410,90
90 0
Watt-t-P.rotiuction
Wages $ 682,181 $ 722,600 $ 686,200 $ 588,300
Benefits 181,067 192,400 185,800 166,000
Supplies and equipment 191,535 160,800 160,600 155,500
Repair and maintenance 510,290 514,200 490,900 677,000
Utilities 957,874 827,700 817,700 818,200
Contract services 6,765 16,400 19,400 28,400
Capital 11,181 - - -
Total $ 2,540,893 $ 2,434,100 $ 2,360,600 $ 2,433,400
Sewer Maintenanse -
Wages $ 1,371,007 $ 1,453,500 $ 1,441,600 $ 1,406,200
Benefits 359,612 385,500 409,400 424,800
Supplies and equipment 130,164 133,800 137,000 140,000
Repair and maintenance 679,684 550,400 565,000 560,000
Utilities 186,715 192,100 166,000 167,000
Contract services 5,960 12,600 6,500 7,500
Total $ 2,733,142 $ _ 2,727,900 $ 2,725,500 $ 2,705.500
Wet"r edam-agn.
Wages $ 523,481 $ 588,800 $ 483,900 $ 488,600
Benefits 138,921 157,200 139,000 145,600
Supplies and equipment 187,134 172,200 151,100 161,100
Repair and maintenance 541,275 343,600 351,000 364,000
Utilities 361,482 353,600 384,200 452,200
Contract services 45,653 66,100 65,500 130,600
Total $_ 1797,946 $ 1,681,500 $ 1,574,700 $ 1,742,100
NQn-Ope�ting
Contract services $ 122,727 $ 102,000 $ 200,000 $ 256,000
Capital 3,146,293 3,591,700 4,396,700 4,395,600
Debt Service 6,184,454 5,619,700 5,611,700 5,845,900
Other Non-operating 3,650,000 4,350,000 4,350,000 5,325,000
Transfers 916,100 987,200 987,200 1,048,100
Total $ 14,019,574 $ _14,650,600 $ 15,545,600 $ 16,870,600
84
Clean Community
Program Summaries
85
CLEAN COMMUNITY
ADMINISTRATION
NEIGHBORHOOD SOLID WASTE SOLID WASTE
SERVICES COLLECTION DISPOSAL
Code Enforcement Garbage Collection Composting
Grass Cutting Green Waste Landfill
Collection
Substandard
Structures Bulky Waste Collection
86
CLEAN COMMUNITY
The Clean Community Department provides a wide range of programs and services for the City of
Beaumont ranging from solid waste management and environmental services to community
beautification and enhancement programs.The City of Beaumont is unique to other municipalities in that
the majority of all solid waste, environmental and beautification efforts are administered,monitored and
managed through one department.
Administration provides executive level management for the department. All budgetary, personnel,
customer relations, and service delivery responsibilities are addressed through this program.
Residential is responsible for automated garbage collection from single family residential households
and small commercial establishments. Once per week collection service is provided.
Yard Waste Collection is responsible for weekly collections of small containerized yard waste and
twice-a-month collection of large yard waste and bulky items. During the collection process,yard waste
is separated for composting, tires and major appliances are separated for recycling, and trash is
separated for landfill disposal.
The Recycling program was responsible for once a week collection of curbside recyclables. The
program was eliminated in FY 2002.
Grass Cutting is responsible for abatement of overgrown weeds on private property and for cutting
grass on abandoned and city-owned residential lots.
The Landfill Operations program is responsible for waste disposal in accordance with Federal and
State rules and regulations.The program is also responsible for composting yard waste and distributing
the finished product. Tire and major appliance recycling are included in landfill operations.
The Neighborhood Services program is responsible for enforcement and abatement of code or
ordinance violations related to substandard and/or dangerous structures, litter, weed abatement, and
junk motorvehicles.The program also supports Keep Beaumont Beautiful, Inc.in various programs such
as Operation Clean Street,the Annual Beaumont Paint-A-Thon,the Annual Neches River Clean-up and
others. In addition,the program coordinates neighborhood clean-ups on an ongoing basis,often working
with Neighborhood Associations, Beautify Beaumont, prison inmates and other volunteer groups.
Non-Operating and Debt Service is used to account for the department's employee benefits,
insurance, and long-term debt expense.
STRATEGIC ISSUES
• The vertical expansion of permitted landfill area will extend its useful life twenty-five years.The
permitting process was initiated and should be completed within two (2) years.
• Replacing the city-owned 41,000 residential garbage carts will be on-going for the next five(5)
years. The existing carts were purchased in 1988 with an estimated useful Irfe of eight (8)
years.
• Continue providing the community with cost efficient service delivery.
87
CLEAN COMMUNITY
PERSONNEL FY 2001 FY 2002 FY 2003
Administration
Exempt 2 3 3
Skilled/Craft 1 1 1
Office/Clerical 2 2 2
Residential
Service/Maintenance 1 1 1
Skilled/Craft 14 14 14
Yard Waste Collection
Service/Maintenance 1 1 1
Skilled/Craft 24 24 26
Recycling
Skilled/Craft 6 — —
Office/Clerical 1 — —
Grass Cutting
Skilled/Craft -- -- 4
Office/Clerical -- -- 1
Technical — -- 2
Landfill Operations
Exempt 1 1 1
Service/Maintenance 2 4 4
Skilled/Craft 10 10 10
Office/Clerical 1 1 1
Neighborhood Services
Exempt 2 2 2
Office/Clerical 3 3 3
Technical 3 3 3
Total 74 70 79
88
SOLID WASTE FUND
STATEMENT OF REVENUES AND EXPENDITURES
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
BEGINNING BALANCE $ 4,269,603 2,773,803 4,103,357 3,301,657
REVENUES
Residential collections 4,589,187 4,591,000 4,595,000 4,920,000
Recycling 51,318 -- 1,800 -
Landfill fees 1,270,436 1,282,000 1,685,000 1,685,000
Clean community fees 264,941 264,000 265,000 265,000
Interest earnings 192,048 100,000 85,000 75,000
Miscellaneous revenue 93,974 21,000 80,600 203,300
Transfers in 271,840 -- - -
TOTAL REVENUES 6,733,744 6,258,000 6,712,400 7,148,300
TOTAL AVAILABLE RESOURCES 11,003,347 9,031,803 10,815,757 10,449,957
EXPENDITURES
Wages 1,982,975 2,020,000 1,954,200 2,220,900
Benefts 561,160 554,000 552,900 655,300
Supplies and equipment 626,633 483,200 405,100 433,200
Repair and maintenance 1,131,212 1,256,500 1,273,000 1,160,800
Utilities 28,670 33,500 32,100 32,200
Contract services 295,458 358,300 325,500 259,700
Capital 651,771 1,056,900 1,592,000 574,200
Debt service 510,406 173,200 173,100 393,300
Other operating 664,105 750,000 750,000 1,250,000
Transfers out 447,600 456,200 456,200 569,000
TOTAL EXPENDITURES 6,899,990 7,141,800 7,514,100 7,548,600
Unreserved 4,103,357 1,890,003 3,301,657 2,901,357
ENDING BALANCE $ 4,103,357 1,890,003 3,301,657 2,901,357
PERSONNEL SUMMARY
Service/ Skilled/ Office/ Civil
Exempt Maintenance Craft Clerical Technical Service TOTAL
Administration 3 -- 1 2 - - 6
Residential -- 1 14 -- -- -- 15
Yard Waste Collection -- 1 26 -- - - 27
Grass Cutting - -- 4 1 2 -- 7
Landfill Operations 1 4 10 1 -- -- 16
Neighborhood Services 2 - -- 3 3 - 8
Total 6 6 - 55 - .7 - 5 79
89
CLEAN COMMUNITY
DIVISION SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
Administration
Wages $ 233,000 $ 245,300 $ 247,200 $ 278,400
Benefits 81,494 73,500 72,900 65,700
Supplies and equipment 19,696 27,000 25,500 25,500
Repair and maintenance 2,130 11,200 8,000 10,000
Utilities 19,645 25,000 22,700 22,800
Contract services 18,689 25,000 25,000 25,000
Equipment -- - - _ 52,000
Total $ 374,654 $ 407 000 $_ 40130 _ $ 479 400
ResiiiQntia_1
Wages $ 342,946 $ 369,800 $ 373,800 $ 374,200
Benefits 95,773 103,200 108,000 120,200
Supplies and equipment 315,483 208,000 120,000 120,000
Repair and maintenance 471,372 526,000 570,000 400,000
Total $ 1,225,574 $ 1,207,000 $ 1,171,800 $ 1,U14,400
Yard Waste C�e�t_ion
Wages $ 619,508 $ 656,900 $ 677,700 $ 711,100
Benefits 171,617 179,700 185,600 218,800
Supplies and equipment 124,511 106,500 111,500 111,500
Repair and maintenance 360,126 410,000 450,000 400,000
Contract services 20 - - -
Total $ _ 1,275,762 $ 1,333,1Ot) $ 1,424,800 $ 1,441 400
R���ling
Wages $ 143,461 $ - $ - $ -
Benefits 44,109 - - --
Supplies and equipment 20,977 - - -
Repair and maintenance 35,807 - -
Utilities 289 - - -
Total $ 244,643_ $ $ .. $..__-- -
Szra�s Cytting
Wages $ - $ - $ - $ 166,400
Benefits - - - 51,100
Supplies and equipment - - - 28,500
Repair and maintenance - - -- 74,800
Total $ - $ - $ - $ 320,860
La.ndfrll 00im ion-s
Wages $ 403,683 $ 492,500 $ 412,500 $ 447,100
Benefits 104,885 129,700 120,200 128,800
Supplies and equipment 105,815 100,400 98,800 98,400
Repair and maintenance 258,813 306,000 240,500 270,000
Utilities 8,736 8,500 9,400 9,400
Contract services 57,068 95,200 75,500 80,200
Equipment 603,488 _ 426,900 _ 1,218,000 320,000
Total $ 1,542,488 $ 1,559,20 0 $ _2,1_74,900 $ 1,353900-
Ne.ig h b o rh oo d-19rvi�a
Wages $ 240,377 $ 255,500 $ 243,000 $ 243,700
Benefits 63,282 67,900 66,200 70,700
Supplies and equipment 40,151 41,300 49,300 49,300
Repair and maintenance 2,964 3,300 4,500 6,000
Contract services 219,681 238,100 225,000 154,500
Total $ 666,455 $ 806,100 $ 588,000 $ 54,20
Non-0perating
Capital $ 48,283 $ 630,000 $ 374,000 $ 202,200
Debt service 510,406 173,200 173,100 393,300
Other Non-operating 664,105 750,000 750,000 1,250,000
Transfers out 447,600 456,200 456,200 569,000
Total $ $- -- , 09,400 $.__._1,703,300 $ 0
90
HOTEL OCCUPANCY TAX FUND
STATEMENT OF REVENUES AND EXPENDITURES
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
BEGINNING BALANCE $ 115,127 163,228 163,630 291,830
REVENUES
Gross receipts tax 1,629,345 1,650,000 1,790,000 1,560,000
Interest earnings 11,976 8,000 10,000 10,000
Miscellaneous revenues 3,004 1,000 1,500 1,500
TOTAL REVENUES 1,644,325 1,659,000 1,801,500 1,571,500
TOTAL AVAILABLE RESOURCES 1,759,452 1,822,228 1,965,130 1,863,330
EXPENDITURES
Wages 364,989 418,500 408,000 473,300
Benefits 68,814 75,100 74,800 78,900
Supplies and equipment 140,651 151,600 140,600 140,600
Repair and maintenance 23,191 14,300 8,500 10,000
Utilities 323,467 267,500 289,500 289,500
Contract services 618,934 817,600 697,400 822,100
Capital 12,376 30,700 7,600 --
Transfers out 43,400 46,900 46,900 48,900
TOTAL EXPENDITURES 1,595,822 1,822,200 1,673,300 1,863,300
ENDING BALANCE $ 163,630 __. . . . _.._.. 28 291,830 30
Service/ Skilled/ Office/ Civil
PERSONNEL Exempt Maintenance Craft Clerical Technical Service TOTAL
CVB 6 -- 2 -- - 8
CONVENTION & TOURISM
CONVENTION SERVICES TOURISM
Convention Sales Accounting Literature Distribution
Marketing Development Press Relations Marketing Development
Sports Commission Publications Tourism Sales
Visitor Information Center
91
STREET MAINTENANCE FUND
STATEMENT OF REVENUES AND EXPENDITURES
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
BEGINNING BALANCE $ 1,274,827 251,475 1,723,100 1,858,100
REVENUES
Service charges 1,451,550 1,450,000 1,460,000 --
Interest earnings 85,848 50,000 40,000 20,000
TOTAL REVENUES 1,537,398 1,500,000 1,500,000 20,000
TOTAL AVAILABLE RESOURCES 2,812,225 1,751,475 3,223,100 1,878,100
EXPENDITURES
General construction 1,089,125 1,751,400 1,365,000 1,878,100
TOTAL EXPENDITURES 1,089,125 1,751,400 1,365,000 1,878,100
Unreserved 1,723,100 75 1,858,100 --
ENDING BALANCE $ 1,723,100 75 1,858,100 —
92
MUNICIPAL TRANSIT FUND
STATEMENT OF REVENUES AND EXPENDITURES
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
BEGINNING BALANCE $ 84,852 209,151 130,966 8,366
REVENUES
Service charges 592,906 847,800 650,000 650,000
Intergovernmental revenue 1,795,025 2,938,600 3,118,300 1,600,700
Interest 677 -- -- --
Transfer from General Fund 845,000 1,020,000 1,020,000 1,275,000
TOTAL REVENUES 3,233,608 4,806,400 4,788,300 3,525,700
TOTAL AVAILABLE RESOURCES 3,318,460 5,015,551 4,919,266 3,534,066
EXPENDITURES
Contractserivices 3,152,328 3,240,000 3,332,300 3,500,000
Capital outlay 35,166 1,578,600 1,578,600 —
TOTAL EXPENDITURES 3,187,494 4,818,600 4,910,900 3,500,000
Unreserved 130,966 196,951 8,366 34,066
ENDING BALANCE $ 130,966 196,951 8,366 34,066
93
93
OTHER SPECIAL REVENUE FUNDS
STATEMENT OF REVENUES AND EXPENDITURES
Balance FY 2003 Balance
10/01/02 Reve .
nues Approp. 09/30/03
Confiscated Goods $ 899,000 $ 25,000 $ 924,000 $ --
Fire Training Grounds 4,700 333,500 338,200 --
Tax Increment Financing 213,300 113,000 326,300 --
Municipal Airport (12,200) 112,900 100,700 --
Texas Motor Carrier Violations 7,600 40,500 48,100
Municipal Court Security Fee 116,900 97,800 214,700 --
Municipal Court Technology 305,200 126,400 431,600
Julie Rogers Theatre Endowment 225,000 8,000 133,000 100,000
Tyrrell Historical Library 22,700 800 23,500 --
Expendable Trust 168,000 37,400 205,400 --
Library Trust 117,300 14,800 132,100 -
Library Endowment 22,500 800 7,700 15,600
Historical Fire Museum 7,100 10,300 17,400 -
TOTAL $ 2,097,100 $ 921,200 $ 2,902,700 $ 115,600
94
94
CAPITAL RESERVE FUND
STATEMENT OF REVENUES AND EXPENDITURES
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
BEGINNING BALANCE $ 1,387,780 1,171,380 1,337,208 1,037,308
REVENUES
Services 1,506,250 1,394,100 1,394,100 1,429,400
Interest earnings 54,633 60,000 50,000 30,000
Miscellaneous revenue 36,574 20,000 -- --
Transfers in 1,138,006 358,500 208,500 208,500
Other financing sources 15,636 — -- --
TOTAL REVENUES 2,751,099 1,832,600 1,652,600 1,667,900
TOTAL AVAILABLE RESOURCES 4,138,879 3,003,980 2,989,808 2,705,208
EXPENDITURES
Improvements 100,699 297,000 131,200 133,000
Equipment 1,149,612 266,400 322,000 149,100
Vehicles 964,875 1,058,400 748,000 990,500
Debt service 586,485 775,600 751,300 867,700
TOTAL EXPENDITURES 2,801,671 2,397,400 1,952,500 2,140,300
Unreserved 1,337,208 606,580 1,037,308 564,908
ENDING BALANCE $ 1,337,208 606,580 1,037,308 564,908
95
CAPITAL RESERVE FUND
RECOMMENDED EQUIPMENT PURCHASES
Central Services
IS Computer hardware $ 35,900
Computer software 51,500
Convention Facilities Mixer
Fire
Emergency Operations Self-contained breathing apparatus (6) 25,200
Lifepak 12 AEDS (1) 12,500
Communications Opticom emitters & receivers
Public Health
EMS M series Zoll monitors & defibrillators (8) 24,000
Total Equipment Purchases $ 149,100
96
CAPITAL RESERVE FUND
RECOMMENDED VEHICLE PURCHASES
Central Services
Building Services 3/4 Ton pickup $ 20,000
Lowboy trailer 7,000
Purchasing 1/2 Ton passenger van 18,500
Police
Administration Midsize sedan (2) 31,000
Patrol Patrol vehicle (17) 331,500
Criminal Investigation Midsize sedan (6) 93,000
Mini van 18,000
Fire
Admin/Emergency Mgmt Full size sedan 19,500
Operations Fire pumper (UP)
Suburban 27,000
Public Health
Environmental Health 3/4 Ton extended cab diesel 22,500
EMS Ambulance - remount 42,000
Public Works
Parks & Property Services Slope mower 65,000
1/2 Ton LWB pickup 18,000
Flail mower (4) 16,000
Streets & Drainage Excavator (UP)
1/2 Ton pickup crew cab 26,000
14 Yd Dump Truck (2) 170,000
Transportation Mid size sedan 15,500
1/2 Ton pickup 18,000
3/4 Ton pickup w/ utility bed 32,000
Total Vehicle Cost $ 990,500
UP - Lease/Purchase
97
CAPITAL RESERVE FUND
DEBT SERVICE REQUIREMENTS
Capital Lease Payments for Lease/Purchase Items
Mobile data communication units (Final of 3 payments) 167,400
800 MHZ communications system (2nd of 7 payments) 279,400
Fire pumper- FY98 (4th of 5 payments) 72,300
Fire pumper- FY99 (4th of 5 payments) 73,800
Fire pumper- FY01 (2nd of 5 payments) 75,100
Two ambulances (4th of 5 payments) 37,000
Two patching machines; two street sweepers; one gradall;
two 14-cy dump trucks (1st of 5 payments) 162,700
Total Debt Service Requirements $ 867,700
98
FLEET MANAGEMENT FUND
STATEMENT OF REVENUES AND EXPENDITURES
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
BEGINNING BALANCE $ 432,190 636,489 420,113 611,413
REVENUES
User fees 4,117,751 4,080,100 4,332,200 4,083,900
Interest earnings 6,642 4,000 4,000 4,000
TOTAL REVENUES 4,124,393 4,084,100 4,336,200 4,087,900
TOTAL AVAILABLE RESOURCES 4,556,583 4,720,589 4,756,313 4,699,313
EXPENDITURES
Wages 852,071 933,800 919,200 946,700
Benefits 231,169 261,300 257,300 281,200
Supplies and equipment 798,302 710,300 790,500 786,600
Repair and maintenance 1,538,181 1,555,500 1,555,300 1,538,500
Utilities 66,702 52,500 42,300 42,000
Contract services 483,045 476,300 412,900 397,800
Equipment 16,600 4,100 4,100 24,100
Transfers out 150,400 163,300 163,300 172,400
TOTAL EXPENDITURES 4,136,470 4,157,100 4,144,900 4,189,300
Reserved for inventory 350,000 350,000 350,000 350,000
Unreserved 70,113 213,489 261,413 160,013
ENDING BALANCE $ , 420,1.13_ 563,489 611,413 51.0,013
99
EMPLOYEE BENEFITS FUND
STATEMENT OF REVENUES AND EXPENDITURES
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
BEGINNING BALANCE $ 1,121,602 928,102 1,597,866 1,019,466
REVENUES
Interdepartmental transfers
Employee health 3,239,966 3,603,600 3,603,600 4,040,700
Dependent health 5,320,862 5,641,800 5,641,800 5,765,500
Workman's comp 1,014,147 1,109,900 1,109,900 1,232,400
General 290,000 410,000 410,000 350,000
Employee contribution 1,430,334 1,524,000 1,559,000 1,690,000
Interest 132,770 90,000 90,000 90,000
Insurance recoveries 51,323 -- 52,300 --
TOTAL REVENUES 11,479,402 12,379,300 12,466,600 13,168,600
TOTAL AVAILABLE RESOURCES 12,601,004 13,307,402 14,064,466 14,188,066
EXPENDITURES
Health
Standard indemnity plan 4,173,146 5,047,400 5,499,500 5,686,500
Managed health organization 2,917,189 3,350,000 3,150,000 3,595,000
Health prescriptions 1,575,535 1,750,000 1,900,000 1,950,000
Dental 557,489 617,000 623,000 645,000
Other benefits 78,709 95,000 90,000 95,000
Total 9,302,068 10,859,400 11,262,500 11,971,500
Worker's Compensation
Third party administration 88,828 91,000 94,000 102,000
Claims paid 1,028,002 900,000 1,200,000 1,000,000
Excess insurance 23,643 25,000 25,500 30,000
Safety management 90,470 92,800 93,000 93,200
Total 1,230,943 1,108,800 1,412,500 1,225,200
General
Unemployment 49,823 60,000 50,000 60,000
Short-term disability 420,304 350,000 320,000 _ 300,000
Total 470,127 410,000 370,000 360,000
TOTAL EXPENDITURES 11,003,138 12,378,200 13,045,000 13,556,700
Unreserved 1,597,866 929,202 1,019,466 631,366
ENDING BALANCE $ 1_,597,866 929,202 1,019,466 631,366
100
GENERAL LIABILITY FUND
STATEMENT OF REVENUES AND EXPENDITURES
Actual Budget Estimated Budget
FY 2001 FY 2002 _ FY 2002 FY 2003
BEGINNING BALANCE $ 1,476,986 1,272,987 1,258,342 949,942
REVENUES
Interest 76,634 60,000 30,000 30,000
Transfers in 500,000 400,000 400,000 550,000
TOTAL REVENUES 576,634 460,000 430,000 580,000
TOTAL AVAILABLE RESOURCES 2,053,620 1,732,987 1,688,342 1,529,942
EXPENDITURES
Professional services 50,946 100,000 55,000 70,000
Claims paid 740,912 700,000 680,000 600,000
Other insurance 3,420 4,000 3,400 4,000
TOTAL EXPENDITURES 795,278 804,000 738,400 674,000
Reserved for unpaid claims -- 900,000 -- 800,000
Unreserved 1,258,342 28,987 949,942 55,942
ENDING BALANCE $_ 1,258,_342_ 928,987 949,942 855 942
101
102
PERSONNEL SUMMARY
BY DEPARTMENT
DEPARTMENT FY 2001 FY 2002_ FY 2003
City Manager 4 4 4
City Clerk 21 20 18
City Attorney 10 9 7
Economic Development 24 27 --
Human Resources 15 15 14
Central Services 107 106 101
Finance 52 49 57
Police 340 338 332
Fire 251 245 245
Public Health 96 98 97
Public Works 362 357 339
Community Services 51 50 56
Clean Community 74 70 79
_. 1,407 —_1,388 _._1,349
103
PERSONNEL SUMMARY BY
Classified ��wm
-�ff��/' ----�er4cm - -S�Ued/'� -- --- Civil
Clerical _Maintenance- _C:mft _ Technical Administrative General Professional_ Service Executive _TOTAL
EXECUTIVE OFFICE
1 4
�
C� Mamogor _ 3. __�_�'
CITY CLERK
CUtyCi� 1 - - - 1 - - - 1 3
Municipo|Court 13 - - - --'-1 ____1 _ _____ ��� _ _�� _ __�� __ 15
-- — ---' --� '---� -� --' — - 1
Total - �� _ -_'� _ 2 18� -_� _� _-_--_�_ �� _ _____
LEGAL i - 1
Legal Services 1 - - - - 3 O
RiskManogement --__. __- - - - --
------- ---'----- - ---- -- -- � 3 - 1 7
Tn�| -'_---1 _ _--'--�� '-' -�� ---- � _' ------' _ �� -- -- - --' ------ --'----
HUMAN RESOURCES
2
Administration
Personnel 1 - - - 4 1 - - - 8
-`
Benefits 2 _ - - 2 - - - - 4
Safety 1 - - - __ 1_ _____�_ _ _____�� _ _�� _____��� __ 2
�---�' - - �-------- - '- ' --' -- --- 7 � - - - 14
Total 5� _ �. ____�� �� ----� ___' _ -_--- ' ---'— -- - ---'-'-- --- �---'
CENTRAL SERVICES
Administration 1 3
Building Services 2 2 13 2 2 1 - - - 22
Purchasing 3 - - - 3 1 - - - '
Information Services 1 - - 1 12 1 - - - 15
Convention Facilities 3 12 - - 2 1 - - - 18
Communications - - - 3 1 - - - - p
Fleat 7 1 23 - 1- 1- -_ - _'_--�� -�' _----33�
-- --- --'---� -' --- - '-'-' 8
Total 15� 3 - 6� 21 1O1� _---_�-_�� �� '� �
FINANCE^ 1 1 - - - 2
Administration - - - -
Accounting 4 - - - 2 1 - - - 7
Budgeting -- 2 - - - - 2
- - -
Cash Management O - - - 3 1 - - - 13
Customer Service 11 12 1 - 1 - - - - 25
Grants Administration 1 - - - 2 - - - - 3
2
Housing
- - 1 1 ____ 1 ___.____��_ __ �_ _ _�__� ___ '5�
Total 27 1-2 12 4
PERSONNEL SUMMARY BY DIVISION/CATEGORY
Classified Exempt
-W civil
Office! illidi
Clerical Maintenance Craft Technical Administrative General Professional Service Executive TOTAL
...... ------ ------
POLICE
Administration 17 1 2 2 1 13 36
Patrol 35 -- -- -- -- 1 183 219
Criminal Investigations 3 5 1 1 45 55
Special Services 1 -- — — 21. ---22-
------------
Total 56 1 2 5 3 3 262 332
FIRE
Admin/Emerg 1 1 -- 6 10
Emergency Operations 2 -- 210 212
Prevention/Investigation 1 -- 7 8
Communications -- -- -- 11 11
Fire Training 2 2 — 4
Total 4 3 2 234 245
PUBLIC HEALTH
Administration I — -- — 2
Clinical Services 5 -- 3 1 — 7 — 16
0 Health Services 4 3 — 7 2 1 — 17
0 EMS 1 -- 37 2 -- -- 40
Environmental Health 2 4 -- 4 1 11
WIC 5 -- 4 1 1 11
Total -- ----------44- ------------------------------- — — 97
PUBLIC WORKS
Administration — — 2
Building Codes 4 7 2 1 14
Planning 2 -- 3 — 1 3 9
Engineering 2 2 -- 10 3 1 2 20
Parks 1 30 24 -- 2 1 -- 68
Streets&Drainage 3 30 34 -- 2 1 70
Transportation 2 8 7 6 2 1 -- 26
Water Administration I -- 1 3 3 2 1 11
Water Distribution 4 26 9 -- 2 -- -- 41
Water Production 1 2 10 1 2 1 1 18
Sewer Maintenance 1 36 14 2 — -- — 53
Water Reclamation 1 3 10 1 — 1 1 17
Total 23 --137 109 —33 18 11 339
PERSONNEL SUMMARY BY DIVISION/CATEGORY
Classified Exempt
Office/ -Service/--- --- Skilledl _ _.._ _ .. _..-. _.... Civil
Clerical Maintenance Craft Technical Administrative General Professional Service Executive TOTAL
COMMUNITY SERVICES
Administration 3 -- -- -- 1 1 — -- -- 5
Circulating Libraries 14 1 -- -- — 1 8 -- -- 24
Literacy -- -- -- --
-- -- 1 -- — 1
Tyrrell Historical 3 -- -- -- — -- 2 -- — 5
Recreation 1 8 -- -- 3 1 -- — -- 13
Convention&Tourism 2 -- -- -- 5 1 -- -- -- 8
Total 23 9 — -- 9 4 11 -- -- 56
CLEAN COMMUNITY
Administration 2 -- 1 — 1 2 -- - -- 6
Residential — 1 14 — -- -- -- — -- 15
Yard Waste Collection — 1 26 — -- -- -- -- -- 27
Grass Cutting 1 -- 4 2 -- — — -- -- 7
Landfill Operations 1 4 10 — -- 1 -- -- -- 16
Neighborhood Services 3 -- -- 3 2 -- -- -- -- 8
Total 7 6 55 5 3 3 -- 79
TOTAL 198 190 205 94 93 38 -- 32 496 3 1,349
COMPENSATION PLAN
CLASSIFIED EXEMPT
Catego ry Grade Minimum Maximum Category Grade Minimum Maximum
Office/ C1 7.00 11.65 Administrative Al 25,200 41,539
Clerical C2 7.15 12.51 A2 28,200 47,187
C3 7.25 13.38 A3 30,600 50,494
C4 7.55 13.78 A4 34,200 54,145
C5 7.85 14.18 A5 38,400 63,169
C6 8.50 15.55
C7 8.85 16.02 General G1 43,200 68,817
C8 9.20 17.22 G2 48,000 76,119
C9 9.55 17.74 G3 54,000 85,626
C10 10.05 18.25 G4 63,000 102,366
C11 10.40 18.83 G5 64,800 106,774
C12 11.15 19.41
Professional P1 28,800 47,600
Service/ M1 7.00 11.37 P2 31,200 51,183
Maintenance M2 7.25 11.65 P3 34,200 56,349
M3 7.50 12.51 P4 39,600 62,893
M4 7.65 13.38 P5 42,600 68,817
M5 7.80 13.78 P6 47,100 76,119
M6 8.00 14.18 P7 52,800 84,110
M7 8.60 15.15 P8 59,100 98,370
M8 9.00 16.02
M9 9.55 17.22
M10 10.85 19.29
Skilled/ S1 8.00 13.38
Craft S2 8.20 13.78
S3 8.60 15.15
S4 9.00 16.02
S5 9.55 17.22
S6 9.95 18.25
S7 10.40 18.77
S8 10.85 19.29
S9 11.25 19.81
S10 11.60 20.32
Technical T1 7.25 12.51
T2 8.15 15.15
T3 8.50 15.55
T4 8.85 16.02
T5 9.20 17.22
T6 9.55 17.74
T7 9.95 18.25
T8 10.30 18.83
T9 10.85 19.41
T10 11.35 20.03
107
108
FINANCIAL POLICIES
INTRODUCTION
The City of Beaumont, Texas financial policies set forth the basic framework for the fiscal management
of the City.These policies were developed within the guidelines established by the applicable provisions
of the Texas Local Government Code and the Charter of the City of Beaumont, Texas. They are
intended to assist the City Council, management and staff in evaluating current activities and proposals
for future programs. The policies are to be reviewed on an annual basis and modified to accommodate
changes in circumstance or condition.
ANNUAL BUDGET (Charter Requirements * )
1.* The fiscal year of the City government shall begin on the first day of October and shall end on the
last day of September of the following calendar year. Such fiscal year shall also constitute the
budget and accounting year.
2. * The City Manager, at least forty-five days prior to the beginning of each budget year, shall submit
to the City Council a proposed budget and an explanatory budget message which shall contain the
following information:
a. The City Managers budget message to the City Council shall be explanatory of the budget,
contain an outline of the proposed financial policies of the city for the budget year and describe
the important features of the budget plan. It shall set forth the reasons for salient changes from
the previous year in expenditures and revenue items and explain any major changes in financial
policy.
b. Revenues shall be presented in a format that illustrates the actual amounts for each item of the
last complete fiscal year, the estimated amount for the current fiscal year and the proposed
amount for the ensuing budget year.
c. The proposed expenditures for administration,operation, maintenance and capital out of each
office,department or agency of the City shall be itemized by character and object. Expenditures
shall be presented in a format that illustrates the actual amounts for each item of the last
complete fiscal year,the estimated amount for the current fiscal year and the proposed amount
for the ensuing budget year.
d. Provision shall be made in the annual budget and in the appropriation ordinance for a
contingent appropriation in an amount of not more than three (3) percent of the total General
Fund expenditure, to be used in the case of unforeseen items of expenditures.
3. * Total proposed expenditures shall not exceed total anticipated revenues in the City Manager's
proposed budget.
4. * The budget, the budget message and all supporting schedules shall be a public record in the office
of the City Clerk open to public inspection.
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FINANCIAL POLICIES
5. * At the meeting of the Council at which the budget and budget message are submitted, the Council
shall determine the place and time of the public hearing on the budget, and shall cause to be
published a notice of the place and time, not less than seven (7)days after the date of publication,
at which the council will hold a public hearing.
6. * After conclusion of such public hearing, the Council may insert new items or may increase or
decrease the items of the budget, except items in proposed expenditures fixed by law. Before
inserting any additional item or increasing any item of appropriation, it must cause to be published
a notice setting forth the nature of the proposed increases and fixing a place and a time, not less
than five (5) days after publication, at which the Council will hold a public hearing thereon.
After such further hearing, the council may insert the additional item or items, and make the
increase or increases, to the amount in each case indicated by the published notice, or to a lesser
amount, but where it shall increase the total anticipated expenditures, it shall also increase the total
anticipated revenue to at least equal such total proposed expenditures.
7. * The budget shall be adopted by the favorable votes of at least a majority of all members of Council.
The budget shall be finally adopted not later than the twenty-seventh (27th) day of the last month
of the fiscal year. Should the Council take no final action on or prior to such day, the budget as
submitted by the City Manager shall be deemed to have been finally adopted by the Council.
8. * Upon final adoption, the budget shall be in effect for the budget year. A copy of the budget, as
finally adopted, shall be filed with the City Clerk, the County Clerk of Jefferson County, and the
State Comptroller of Public Accounts in Austin.
9.* From the effective date of the budget,the several amounts stated therein as proposed expenditures
shall be and become appropriated to the several objects and purposes therein named.The amount
stated therein as the amount to be raised by property tax shall constitute a determination of the
amount of the levy for the purposes of the City, in the corresponding year.
10. The annual budget document shall be published in a format that satisfies the criteria established
by the Government Finance Officers Association's Distinguished Budget Program.The final budget
document shall be published no later than sixty days following the date of the budget's adoption
by the Council.
BASIS OF ACCOUNTING AND BUDGETING
1. The City's finances shall be accounted for in accordance with generally accepted accounting
principles as established by the Governmental Accounting Standards Board.
a. The accounts for the City are organized and operated on a fund and account group basis. Fund
accounting segregates funds according to their intended purpose and is used to aid
management in demonstrating with finance-related legal and contractual provisions.A minimum
number of funds is maintained consistent with legal and managerial requirements. Account
groups are a reporting device to account for certain assets and liabilities of the governmental
funds not recorded directly in those funds. Governmental funds are used to account for the
city's general government activities and include General, Special Revenue, Debt Service and
Capital Project funds.
110
FINANCIAL POLICIES
b. Governmental fund types use the flow of current financial resources measurement focus and
the modified accrual basis of accounting. Under the modified accrual basis of accounting
revenues are recognized when susceptible to accrual (i.e., when they are "measurable and
available".) "Measurable" means the amount of the transaction can be determined and
"available"means collectible within the current period or soon enough thereafter to pay liabilities
of the current period. Substantially all revenues are considered to be susceptible to accrual.Ad
valorem, sales, franchise and payments in lieu of tax revenues recorded in the General Fund,
hotel occupancy tax revenues recorded in the Hotel Occupancy Tax Fund and ad valorem tax
revenues recorded in the Debt Service Fund are recognized under the susceptible to accrual
concept. Licenses and permits, charges for services, fines and forfeitures, and miscellaneous
revenues (except earnings on investment) are recorded as revenues when received in cash
because they are generally not measurable until actually received. Investment earnings are
recorded as earned since they are measurable and available. Expenditures are recognized
when the related fund liability is incurred, if measurable, except for principal and interest on
general long-term debt,which are recorded when due, and compensated absences,which are
recorded when payable from currently available resources.
c. The city utilizes encumbrance accounting for its Governmental fund types, under which
purchase orders, contracts and other commitments for the expenditure of monies are recorded
in order to reserve that portion of the applicable appropriation.
d. The City's Proprietary fund types are accounted for on a flow of economic resources
measurement focus and use the accrual basis of accounting. Under this method, revenues are
recorded when earned and expenses are recorded at the time liabilities are incurred, with the
exception of inventories which are recorded as expensed when used.
2 The City's annual budget shall be prepared and adopted on a basis consistent with generally
accepted accounting principles for all governmental and proprietary funds except certain special
revenue funds and capital projects funds,which adopt project-length budgets. Depreciation of fixed
assets is not recognized in proprietary fund budgets.All annual appropriations lapse at fiscal year
end. Outstanding encumbrances do not constitute expenditures or liabilities since they will be
reappropriated in the subsequent fiscal year.
BUDGET ADMINISTRATION
1. All expenditures of the City shall be made in accordance with the adopted annual budget. The
department level is the legal level of control enacted by the City Charter. Budgetary control is
maintained at the individual expenditure account level by the electronic review of all requisitions of
estimated purchase amounts prior to the release of purchase orders to vendors.
2. The following represents the City's budget amendment policy delineating responsibility and
authority for the amendment process.Transfers between expenditure accounts within a department
may occur with the approval of the department director and review of the budget officer. Transfers
between operating departments may occur within the same fund with the approval of the City
Manager. Transfers between funds must be accomplished by budget amendment approved by the
City Council. Budget amendments calling for new fund appropriations that exceed unencumbered
fund balances must also be approved by the City Council.
111
FINANCIAL POLICIES
FINANCIAL REPORTING
1. Following the conclusion of the fiscal year, the City's Finance Officer shall cause to be prepared
a Comprehensive Annual Financial Report (CAFR) in accordance with generally accepted
accounting principles established by the Governmental Accounting Standards Board.The document
shall also satisfy all criteria of the Government Finance Officers Association's Certificate of
Achievement in Financial Reporting Program.
2. The CAFR shall show the status of the City's finances on a GAAP basis.The CAFR shall show fund
revenues and expenditures on both a GAAP and budget basis for comparison purposes. Except
for the reporting of compensated absences(accrued but used leave)and depreciation expense this
reporting conforms to the way the City prepares its budget.
3. Included as part of the CAFR shall be the results of the annual audit prepared by independent
certified public accountants designated by the City Council.
4. The Finance Officer shall within thirty days following the conclusion of each calendar month, issue
a report to the Council reflecting the City's financial condition for that month. The monthly report
shall provide budget comparisons, detailing revenues and expenditures at the fund level, for the
current month, year to date, projected year end and amended budget.
REVENUES
1. To protect the City's financial integrity,the City will maintain a diversified and stable revenue system
to shelter it from fluctuations in any one revenue source. Recognizing that sales tax is a volatile,
unpredictable source of revenue, the City will attempt to reduce its dependence on sales tax
revenue.
2. For every annual budget, the City shall levy a single property tax rate that is apportioned between
operation/maintenance and debt service. The debt service apportionment shall be sufficient for
meeting all principal and interest payments associated with the City's outstanding general obligation
debt for that budget year. The debt service apportionment and related debt service expenditures
shall be accounted for in the Debt Service Fund. The operation and maintenance apportionment
shall be accounted for in the General Fund.
3. The City will establish user charges and fees at a level that attempts to recover the full cost of
providing the service.
4. The City will attempt to maximize the application of its financial resources by obtaining
supplementary funding through agreements with other public and private agencies forthe provision
of public services or the construction of capital improvements.
5. The City will consider market rates and charges levied by other public and private organizations for
similar services in establishing tax rates, fees and charges.
112
FINANCIAL POLICIES
6. When developing the annual budget, the City Manager shall project revenues from every source
based on actual collections from the preceding year and estimated collections of the current fiscal
year, while taking into account known circumstances which will impact revenues for the new fiscal
year.The revenue projections for each fund should be made conservatively so that total actual fund
revenues exceed budgeted projections.
OPERATING EXPENDITURES
1. Operating expenditures shall be accounting, reported and budgeted for in the following major
categories:
a. Operating, recurring expenditures
i. Wages
ii. Benefits
iii. Supplies and equipment
iv. Repair and maintenance
v. Utilities
vi. Contract Services
vii. Debt Service
viii. Transfers
b. Operating, non-recurring expenditures
i. Capital Outlay
2. The annual budget shall appropriate sufficient funds for operating, recurring expenditures
necessary to maintain established (i.e., status quo)quality and scope of City services.
3. The city will constantly examine the methods for providing public services in order to reduce
operating, recurring expenditures and/or enhance quality and scope of public services with no
increase to cost.
4. Wages and benefits expenditures will reflect the minimum staffing needed to provide established
quality and scope of city service. To attract and retain employees necessary for providing high
quality service, the City shall maintain a competitive compensation and benefit package.
5. Supply expenditures shall be sufficient for ensuring optimal productivity of City employees.
6. Repair and maintenance expenditures shall be sufficient for addressing the deterioration of the
city's capital assets to ensure the optimal productivity. Maintenance should be conducted to ensure
a relatively stable level of maintenance expenditures for every budget year.
7. The City will utilize contract labor for the provision of city services whenever private contractors can
perform the established level of service at less expense to the City. The City will regularly evaluate
its agreements with private contractors to ensure the established levels of service are performed
at the least expense to the City.
113
FINANCIAL POLICIES
8. Existing capital equipment shall be replaced when needed to ensure the optimal productivity of City
employees. Existing fleet equipment, except for enterprise fund purchases which are depreciated
within the fund,will be amortized by charges to the departments using the vehicle.The amortization
charges will be sufficient for replacing the fleet equipment at the end of its expected useful life.The
amortization charges and application of those funds will be accounting for in the Capital Reserve
Fund.
9. Expenditures for additional capital equipment shall be made only to enhance employee productivity,
improve quality of service, or expand scope of service.
FUND BALANCE
1. The annual budget shall be presented to Council with an ending fund balance that reflects a
prudent level within the following ranges:
a. General Fund ending fund balance shall reflect a level no less than eight (8) percent and no
more than ten (10) percent of that fund's annual operating expenditures.
b. Debt Service ending fund balance shall reflect a level no less than twenty (20) percent of that
fund's annual debt service requirements.
2. Fund balance which exceeds the minimum level established for each fund may be appropriated for
non-recurring capital projects or programs.
3. The City will exercise diligence in avoiding the appropriation of fund balance for recurring operating
expenditures.In the event fund balance is appropriated for recurring operating expenditures to meet
the needs of the Beaumont community, the budget document shall include an explanation of the
circumstances requiring the appropriation and the methods to be used to arrest the future use of
fund balance for operating expenditures.
DEBT EXPENDITURES
1. The City will issue debt only to fund capital projects that cannot be supported by current, annual
revenues.
2. Retirement of debt principal will be structured to ensure constant annual debt payments.
3. The City will attempt to maintain base bond ratings (prior to issuance) of Al (Moody's Investor's
Service) and A (Standard & Poor's) on its general obligation debt.
4. When needed to minimize annual debt payments,the City will obtain insurance for new debt issues.
CAPITAL PROJECT EXPENDITURES
1. The City will develop a multi-year plan for capital projects, which identifies all projects likely to be
constructed within a five year horizon. The multi-year plan will reflect for each project the likely
source of funding and attempt to quantify the project's impact to future operating expenditures.
114
FINANCIAL POLICIES
2. Capital projects will be constructed to:
a. Protect or improve the community's quality of life.
b. Protect or enhance the community's economic vitality.
c. Support and service new development.
3. To minimize the issuance of debt,the City will attempt to support capital projects with appropriations
from operating revenues or excess fund balances (i.e., "pay as you go".)
LONG-TERM FINANCIAL PLANS
1. The City will adopt the annual budget in context of a long-term financial plan for the General Fund.
Financial plans for other funds may be developed as needed.
2. The General Fund long-term plan will establish assumptions for revenues, expenditures and
changes to fund balance over a five year horizon. The assumptions will be evaluated each year as
part of the budget development process.
115
City um exas
Capital
Improvement
Program
FY 2003
s
EXHIBIT "B"
CAPITAL IMPROVEMENT PROGRAM
August 13, 2002
To the Honorable Mayor and Councilmembers
Capital Program
The Capital Program, sometime referred to as the Capital Improvement Program (CIP), is
a plan prepared annually to provide for both short and long range physical development
within the City of Beaumont. Charter requires the submission of the CIP to Council as part
of the financial planning process. It is adopted in September with the annual operating
budget. The CIP allows for project evaluation at a comprehensive level and also provides
the financial information necessary to plan and anticipate potential changes to the tax
structure, user fees and bonded indebtedness.
Generally, a capital improvement has the following characteristics: relatively high monetary
value (at least $100,000), long life (will last at least 10 years), and results in either the
creation of a fixed asset, or the revitalization of one. Fixed assets are resources owned by
the City which have monetary value, long-term character and will be held or used. Examples
are land, buildings and improvements to land other than buildings. Included within the above
definition are the following specific items: purchase, improvement and development of land;
construction of new facilities for the delivery of City services; remodeling of existing facilities;
and the planning/engineering costs related to specific improvements of the type listed above.
The CIP includes a listing of all General and Public Works improvement projects along with
project descriptions and cost estimates. General Improvements include Parks and
Recreation, Public Safety and other general government municipal facility improvements,
whereas Public Works Improvements include street and stormwater drainage projects. For
informational purposes, water system projects are listed separately in this document;
however, they are funded through water revenues rather than property taxes.
Approved projects are classified in three phases: current, scheduled and planned. A
project classified as current is underway or will be underway within the calendar year.Those
classified as scheduled are under design and right-of-way is being acquired; however, no
construction contract has been let. Projects classified as planned are approved projects but
are only in the preliminary development stage.Other projects for consideration,also included
in this presentation, represent projects that are desirable but are not included in the five year
plan.
Capital Program 2003
August 13, 2002
Completed Projects (1998-2002)
Since 1998, approximately$36.9M of projects, both general improvement and public works,
have been completed or will be completed prior to fiscal year end 2002. The general
improvement projects completed during this five year period totaled $16.3M. The costs for
all public works projects topped $20.6M. An average of$7.4M in projects were completed
annually during this period. A summary of the projects completed from 1998-2002 follows:
YEAR DESCRIPTION AMOUNT
Public Works Projects
1998 Royal Street Outfall $ 940,000
Eleventh Street -Washington to Fannett 1,900,000
Folsom Road -Crow to Dowlen 1,500,000
1999 Chaison Street-Threadneedle to Harriot 156,000
2000 Walden Road/Ditch 109 845,000
Ector Street Ditch 500,000
2001 Concord Road - Phase 1 (1-10 to Helena) 3,500,000
Franklin Street 785,000
Folsom Road 2,900,000
Frontage Road - Entertainment Complex 1,000,000
2002 Walden Road - Major Dr. To Fannett 6,570,000
General Improvement Projects
1998 Elmo Willard Library $1,695,000
Julie Rogers Theatre -Site Development 255,000
1999 Alice Keith Swimming Pool 1,380,000
2000 Municipal Court Building 1,904,000
Fire Station Construction (3) 2,285,000
Beaumont Yacht Club Additions 1,080,000
Parks Maintenance Facility 700,000
2001 Police Building Renovation 300,000
Fire Training Center Improvements 1,496,000
Athletic Complex- Softball Fields 1,616,000
Airport Fuel Facility 195,000
2002 Airport Runway Extension 268,000
Miller Library Expansion 475,000
T. R. Johns, Sr. Library 1,950,000
Playground Renovations 410,000
Perlstein Park 275,000
Capital Program 2003
August 13, 2002
Outstanding Debt
Relative to the assessed value of property within the Beaumont city limits, the outstanding
general obligation debt has ranged between a high of 2.41%at 10/01/99 and a low of 1.95%
at 10/01/97.The increasing assessed valuation of property is attributable to both the addition
of new property to the tax roll and increasing values of existing properties. The growth in
assessed value mirrors the level of debt issued by the City for improvements to infrastructure
which support a growing economy. The debt level has fluctuated between$67M at 10/01/94
to $89M at 10/01/99 while maintaining an average basis of 2.12% for period under review.
The projected debt ratio at 10/01/02 is in line with the average at 1.94% of assessed value.
The following table illustrates this discussion.
Outstanding Assessed Debt
Debt (1) Value Ratio
10/01/93 71,922,491 3,245,152,910 2.22%
10/01/94 67,584,491 3,251,615,993 2.08%
10/01/95 68,501,191 3,311,639,210 2.07%
10/01/96 71,482,591 3,420,010,280 2.09%
10/01/97 68,286,391 3,499,102,595 1.95%
10/01/98 76,723,691 3,661,785,240 2.10%
10/01/99 89,243,491 3,701,491,226 2.41%
10/01/00 81,093,791 3,779,873,302 2.15%
10/01/01 80,276,091 3,908,466,045 2.05%
10/01/02 76,362,576 3,935,778,866 1.94%
' Outstanding debt shown net of self-supporting HUD Section 108 loan.
Capital Program 2003
August 13, 2002
As a percentage of total general government expenditures(General Fund and Debt Service),
annual tax supported debt service payments have ranged from 14.85%to 15.77%during the
period FY99 through FY02. Considering existing debt levels along with the anticipated
issuance of$9M in January of FY 2003, this ratio is projected at 15.23% for FY 2003.
Fiscal General Govt. Debt Service Percent
Year Expenditures Payments of Total
1999 73,707,665 11,046,675 14.99%
2000 78,433,086 12,371,272 15.77%
2001 82,687,272 12,297,280 14.85%
2002 (Est) 83,249,300 12,689,100 15.24%
2003 (Proj) 85,420,941 13,010,341 15.23%
Debt Service Payments
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Capital Program 2003
August 13, 2002
Capital Program 2003
Current, scheduled and planned projects total $70.2M. Individual project descriptions, with
maps for street and drainage projects, may be found in the section titled "Project
Descriptions."
The following table identifies the specific cost associated with each phase of the CIP.
Capital Program 2003
Program Summary
Cost
Public Works Improvements
Current $23,360,000
Scheduled 6,000,000
Planned 28,400,000
Total 57,760,000
General Improvements
Current $1,353,900
Scheduled 1,225,000
Planned 9,897,000
Total 12,475,900
Total Program Cost $70,235,900
Funding
Financing for the annual program is provided by the "cash flow" approach, whereby debt is
issued to generate enough cash to pay the actual expenditures during the year for both
existing and new projects. This approach provides the most efficient use of the public tax
dollars by allowing multi-year projects to be initiated without issuing debt for the full cost of
the projects at the time of project commencement. All available funding sources are
considered. Historically, funding has been provided by the sale of general obligation debt,
Community Development Block Grant, and various Federal and State agencies.
Capital Program 2003
August 13, 2002
Based on a "cash flow" approach the City expects to sell $9M in Certificates of Obligation
(CO's) in early 2003. This inflow of cash will provide sufficient cash flow for current and
scheduled General and Public Works Improvement projects.
Funding for the remaining planned projects has not been identified. As these projects
transition into the "scheduled" or "current" classification funding requirements will be
reviewed and proposed. Several factors which are unforeseeable will dictate the amount of
debt issued. Weather, planning, design and construction costs all factor into the decision of
when and how much debt to issue.
The funding required to complete all current and scheduled projects is estimated at$8.9M
at this time.
Capital Program 2003
Funding Summary
Estimated Cost of Projects
Current $24,713,900
Scheduled 7,225,000
Planned 38,297,000
Total $70,235,900
Funds Available
Committed $23,040,500
2002 Proposed CO's 9,000,000
Total $32,040,500
Funds required to complete
Capital Program 2003 $38,195,400
Effect on Operating Costs
It is expected that the operational needs related to current and scheduled Public Works
Improvements will be absorbed into existing operating departments and will not require
additional personnel. The most significant operating item is maintenance of rights-of-way
related to street projects, which will be handled by the Parks Division.
The projects within the General Improvements category will be handled the same way.
Additional operating needs will be absorbed.
Capital Program 2003
August 13, 2002
Water Utilities Improvements
The City Public Works Department has worked with engineering firms to identify necessary
improvements to the water and waste water systems. Preliminary estimates for the
renovation of the systems, which will be completed over a five year period, is in excess of
$69.7M.These renovations are required to meet federal and state mandates as well as meet
the needs of the City's growth. Individual project descriptions may be found in the section
titled "Project Descriptions."
The initial sale of$25M in Water Revenue Bonds in August 2000 funded the first phase of
these improvements.A rate adjustment of 30%was made in July 2000 with increases of 4%
in July of 2001, 2002 and 2003. These increases are necessary to adequately fund debt
service requirements. A debt issuance of $30M will be completed this summer to provide
additional funding for these major system improvements.
Conclusion
The Capital Program is designed to annually review the development and continuing
maintenance of the City's infrastructure. The relationship between the assessed valuation,
outstanding debt, annual debt service requirements and general government expenditures
as illustrated provide a basis for project consideration and funding. Revisions and
amendments may be incorporated into the plan as desired by Council.
Capital Program 2003
Public Works Improvements
Amount
Current Projects
Major Drive $ 4,000,000 (1)
Neches River Hike and Bike Trail 3,400,000 (2)
Concord Road - Phase II (Includes Delaware outfall) 9,150,000
Concord Road - Phase III (Includes Concord Road North outfall) 5,310,000
Downtown Improvements 1,500,000 (3)
Total $ 23,360,000
Scheduled Projects
Main Street - Calder to Blanchette $ 2,000,000
Twenty-Third Street- College to Washington 1,500,000
Virginia - Mercantile to Avenue A 2,500,000
Total $ 6,000,000
Planned Projects
Caldwood Outfall $ 3,700,000
Delaware - Dowlen to Major 3,500,000 (4)
High School Ditch 8,000,000
Madison Street - Irving to Grove 1,500,000
Moore Street Relief 4,000,000
Old Dowlen - SH 105 Connector 2,600,000
Phelan Boulevard - Major Drive to West of Westbrook 1,500,000
South Park Relief- Remaining phases 3,600,000
Total $ 28,400,000
Total Public Works Improvements $ 57,760,000
(1) Includes TXDOT funding of 80% or $3.2M.
(2) Includes TXDOT funding of 80% up to maximum of$2.4M.
(3) Includes TIFF funding of$500,000
(4) Pursuing earmarked funding of 80% or$2.8M.
Capital Program 2003
General Improvements
Amount
Current Projects
Charlton Pollard Neighborhood Park $ 1,103,900 (1)
McLean and Roberts Park Improvements 250,000 (2)
Total $ 1,353,900
Scheduled Projects
Art Museum of Southeast Texas Roof Replacement $ 150,000
Athletic Complex - Tennis Courts 325,000 (4)
Cottonwood and Magnolia Park Improvements 325,000 (3)
Fletcher Mini Park Improvements 50,000 (4)
Julie Rogers Theatre Fire Alarm Sysetm 150,000
Pony League Baseball Field 50,000 (4)
Sprott, Rogers and Central Parks - Spray Devices 175,000 (4)
Total 1,225,000
Planned Projects
Central Park - Tennis Courts $ 62,000
Communications Network - Phase 11 750,000
EMS 2 Facility 375,000
Perlstein Park - Walking TraiVShelter 150,000 (5)
Riverfront Park - Bank Stabilization 1,135,000
Telephone System Replacement 500,000
Transit System - Coach Acquisition (20) 6,450,000 (6)
Tyrrell Park - Clubhouse 475,000
Total $ 9,897,000
Total General Improvements $12,475,900
(1) This project is 100% funded by a combination of CDBG and EDI Grants.
(2) This project includes grant funding of 80% from UPARR and 10% from TPW.
(3) This project includes grant funding of 80% from UPARR and 10% from TPW.
(4) These projects will utilize the $575,000 proceeds from the sale of a portion of Central Park.
(5) Requesting TPW - TX Recreation Trails Fund funding of $50,000.
(6) This project includes Federal, State and Local Transportation grant funding of 80% or $5.16M.
Pursuing other grant funds for remaining 20%.
CALDWOOD OUTFALL
When completed, this project will double the capacity of the Caldwood Addition Outfall and relieve street
flooding. The project includes installation of a trunk system on East Caldwood, installation of inlets and
laterals on Bristol, Sunbury, Medford, Canterbury and the reconstruction of the streets.Also included is the
installation of new laterals, replacement of 50 inlets and reconstruction of Cross, North Caldwood, Central
Caldwood, and South Caldwood Streets. The estimated cost of this project is$3,700,000.
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This project is needed to relieve the north/south traffic congestion on Eastex Freeway as well as to provide
an extension of M. L. King, Jr. Parkway. Concord road has an indefinite right-of-way and as a result,
additional right-of-way requirements are difficult to determine.The addition of a curb and gutter section will
also require the construction of the Concord Road North Outfall to complement this project as well as the
Delaware Outfall Drainage Project. This project will be carried out in three phases and provide for the
reconstruction of Concord Road from IH-10 to East Lucas into an arterial roadway. Phase I, IH-10 to Helena,
has been completed.Phase 11,Helena to the railroad track,includes the construction of the Delaware Outfall.
Estimated cost for Phase II is$9.2M. Phase III will cover the area from the railroad track to East Lucas and
will include the Concord Road North Outfall. Estimated cost for this phase is$5.3M. Maps with descriptions
for the outfalls are included in alphabetical sequence.
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During the design of the Concord Road Project it was determined that a drainage outfall would be needed
for the northern section of Concord Road. This outfall would drain an area that is bounded by Dogwood
Street on the south, U.S. 69/96287 on the west, East Lucas on the north, and the Santa Fe Railroad on
the east. In addition to providing drainage for the northern section of the Concord Road Project;it win also
provide relief to a portion of the Minglewood Subdivision. The estimated cost of this project is included in
Concord Road Phase III project
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The extension of Delaware is required to provide an additional easttwest corridor from Eastex Freeway
through to Major Drive. The limits of this project would run from Dowlen Road to Major Drive. Most of the
street right-0f-way has been donated, except in the area where an active tank farm exists. The oil field
company anticipates closing the tank farm by 2005. Upon completion of oil field activities, it is anticipated
that the property will become available for development.Property acquisition could delay completion of the
middle portion of the project, and may require construction to be completed in more than one phase. The
remaining right-of-way requirements are contingent upon oil field activity completion.Estimated cost for this
project is$3,500,000.
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Phase II of the Concord Road Project will require the construction of a drainage outfall. The outfall will be
constructed within the Delaware Street right-of-way from Concord Road to Pine Street,the Pine Street right-
of-way from Delaware to Manning Street, the Manning Street right-of-way from Pine to Astor Street and the
Astor Street right-of-way from Manning to Fletcher Street. In addition to serving as the outfall for Concord
Phase 11, this outfall will also provide relief in the Prince Street Drainage. The construction of the outfall is
required prior to commencement of Concord Road Phase li roadway improvements.
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DOWNTOWN IMPROVEMENTS
The downtown area is currently experiencing a tremendous amount of private investment. To make
downtown more attractive and entice further capital investment, the City plans to make street, sidewalk,
lighting and landscaping improvements.As a part of Phase I,the City will brick pave Crockett Street between
Main and Pearl,and brick pave the sidewalks in the surrounding block,which includes Crockett, Main, Bowie
and Pearl. The City will also make lighting and landscaping improvements in the above area and construct
arches over Crockett at Main and at Pearl for entrance points into the Crockett Street Entertainment District.
Total estimated cost is $1.5M, with $500,000 being funded with TIFF funds. Phase II will continue the
sidewalk, lighting and landscaping improvements to Orleans Street, in front of the Hotel Beaumont and on
Fannin Street in front of the Jefferson Theatre.
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There are two remaining phases of the High School Ditch project, South and North. Each section consists
of the installation of trunk lines, inlets, manholes and connecting pipe improvements that are required to
complete the drainage improvements in the entire High School Ditch area. This area covers approximately
600 acres and is served mostly by an underground storm sewer system. The primary outfall for the High
School Ditch Drainage area is a 9 foot x 6 foot concrete box culvert which runs from Oxford Street under
the Southern Pacific Railroad tracks and South 11th Street to a concrete lined ditch section near 13th Street.
The concrete lined ditch runs to near Highway 69, 96, 287, and IH-10, where the flow is carried under the
highway by three 7 foot x 8 foot concrete box culverts.The lined concrete ditch then conveys the flow from
the west side of the highway approximately 1,300 feet to Hillebrandt Bayou Oxbow.The engineering phase
of this project is complete. Estimated cost for this project is$8,000,000.
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Madison Street, from Irving to Grove, is the primary truck route for the industrial district located east of
Carroll Street. The existing concrete pavement is deteriorating and should be replaced. Estimated cost for
this project is$1,500,000.
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The existing pavement on Main Street, from Calder to Blanchette, is beginning to experience numerous
failures as a result of an old waterline that runs underneath it After continually repairing the roadway, it is
now at the point that the entire roadway needs to be replaced. The estimated cost to reconstruct this four-
lane concrete roadway is$2,000,000.
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Major Drive is a participation project with TxDOT specifically classified as a demonstration project. Our
funding provides for just the purchase of right-of-way and utility relocation that must occur prior to the state
proceeding with its construction project to widen Major Drive from Hwy 105 to Hwy 124. Total cost for just
ROW and utility relocation is estimated at$4M with TxDOT responsible for 80%or$3.2M. The City will be
responsible for the remaining 20% or$800,000. Currently the portion from Hwy 105 to Humble has been
completed.
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MOORE STREET RELIEF
The lack of roadside drainage facilities in residential areas, inadequate capacity within existing storm
sewer systems, and large paved areas within the Lamar University campus, all contribute to flooding
problems. The Moore Street Drainage Area is located within the southeast quadrant of the City and is
generally defined as the watershed contributing to the Moore Street Ditch. Drainage generally flows
westward from Highland Avenue and southerly from East Lavaca to University Drive, where storm sewer
pipes convey the storm water to the Moore Ditch. Proposed improvements include the construction of
storm sewers, the removal of a concrete restriction at the old Lower Neches Valley Authority Crossing and
realignment of the channel, the installation of a box culvert crossing Highland Avenue and the replacement
or modification of existing inlets. The preliminary engineering design is complete. The estimated cost of
this project is $4,000,000.
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This d provide for the construction of a hike and bike trail from Riverfront Park to Collier's erry
Recreational Area and Nature Preserve.The project is located on the 11-1-10 viewshed and would provide an
opportunity for travelers 1 to stop and view Neches - project's
location, it has been selected to receive federal funding from the Statewide Transportation Enhancement
Program through the Texas Department of Transportation (TxDOT). Total project cost is estimated at
$3,400,000 with TxDOT funding 80%of the cost up to$2.4M. The City's share is$1M.
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OLD DOWLEN
Due to the significant development in the Parkdale Mall area, a very high demand has been placed on Old
Dowlen Road between Dowlen and SH 105.While the Dowlen/Old Dowlen intersection has been signalized,
little room for improvement exists at the Old Dowlen/SH 105 intersection due to its close proximity to US 69.
Accommodating the various intersection movements and traffic queuing will require the relocation of the
north section of Old Dowlen Road several hundred feet west. This change would move the intersection
further away from US 69,and it would allow the installation of a traffic signal.Pavement widening to provide
a curb and gutter street will allow greater traffic loads with much less required maintenance. Also included
is the reconstruction of Caswell through to US 69, which Old Dowlen will connect to when relocated. The
estimated cost for this project is$2,600,000.
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Phelan Boulevard west of Major Drive is a heavily traveled two lane roadway that provides access to West
Brook High School and the west end of Beaumont The current roadway cannot adequately handle the traffic
demand and requires widening to a four lane curb and gutter section. Estimated cost for this project is
$1,500,000.
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The remaining phases of the South Park Relief project includes construction of laterals on Campus Avenue,
Zavalla Drive, East Woodrow, Kenneth Avenue, Saxe Street and Florida Avenue. Also included are
improvements to substandard inlets, manholes and connecting pipe. Estimated cost for this project is
$3,600,000.
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TWENTY-THIRD STREET - COLLEGE TO WASHINGTON
Twenty-third Street is currently a two lane roadway with open ditches from College Street to Washington
Blvd.Development along this section of Twenty-third consists of both commercial and residential properties.
The commercial development exists on each end with residential development in the center section. The
reconstruction of Twenty-third Street into a four lane concrete curb and gutter roadway will provide an
improved north/south corridor. Estimated cost for this project is$1,500,000.
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VIRGINIA - MERCANTILE TO AVENUE A
Virginia Street is currently four lanes from Fourth Street to Mercantile Street. The section from Mercantile
to Avenue A is only two lanes with ditches on both sides.The reconstruction of this section into a four lane
concrete curb and gutter roadway would provide a continuous collector between Fourth Street and Avenue
A. This construction would not require any additional right-of-way. Estimated cost for this project is
$2,500,000.
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CAPITAL PROGRAM 2003
GENERALIMPROVEMENTS
ART MUSEUM OF SOUTHEAST TEXAS ROOF REPLACEMENT
Due to numerous leaks and water ponding, replacement of the entire roofing
systems is needed at the Art Museum of Southeast Texas.Work may include a new
polyvinylchloride roofing membrane and structural repairs, including repairs to the
exterior insulation and finish (EIFS) system and stucco surfacing and replacement
of window glazing. Estimated cost of this project is $150,000.
ATHLETIC COMPLEX -Tennis courts
Seepage of water makes the existing eight (8) tennis courts, constructed in 1976,
unsafe and unplayable after rainfall. Renovation of the courts will include
installation of a post tension concrete surface, new surfacing material, striping,
nets, and new fencing. Estimated cost for this project is $325,000 and will be
funded with proceeds from the sale of a portion of Central Park.
CENTRAL PARK - Tennis Courts
This project will provide for the renovation of two (2) tennis courts at Central Park
with an asphalt overlay. The Parks and Recreation Advisory Committee has
recommended this project for FY 2003. Estimated cost of this project is $62,000.
CHARLTON-POLLARD NEIGHBORHOOD PARK
This project replaces Carroll Street Park which was sold to Exxon-Mobil in 1998.
Proceeds from the sale of the old park will be used to procure property for the new
site. The new park, located at the intersection of Sabine Pass and Mary Streets, is
part of a neighborhood revitalization effort in the City's south end. Park facilities
include off-street parking,security lighting,covered picnic area,creative playground
equipment,aquatic spray devices,softball fields,tennis courts,multi-purpose court,
restrooms and jogging path with exercise stations. Construction funding is provided
by a Community Development Block Grant(CDBG)and an Economic Development
Initiative (EDI) grant. The estimated total project cost is $1,103,900.
COMMUNICATIONS NETWORK - Phase II
Phase II allows for the Fire Department to connect to the City's 800 MHZ trunked
communication system. Phase I, which includes infrastructure, purchase of police
portables and mobiles, and project design was completed in September, 2001. The
estimated project cost is $750,000.
COTTONWOOD AND MAGNOLIA PARK IMPROVEMENTS
This project will provide for rehabilitation to Cottonwood and Magnolia Parks.
Improvements to Cottonwood Park will include playground equipment, a spray
device, surfacing, drainage improvements, sidewalks, site work and grading,
landscaping, a drinking fountain and a covered hard-surface pavilion.
Improvements to Magnolia Park will include playground equipment, surfacing,
drainage improvements,sidewalks,site work and grading,landscaping and drinking
fountain. Estimated cost for this project is $325,000 ($260,000 in UPARR funds,
$32,500 in Texas Park and Wildlife funds, and $32,500 in City funds).
EMS 2 FACILITY
This project would provide for the construction of a new EMS 2 Facility at 3020
Municipal Drive. "Medic 2"was previously stationed in a former City fueling station
at this address. Due to severe deterioration, the building was abandoned, and will
be demolished. The City now rents a modular unit to house the medic team. A
rental fee of$5,760 is paid annually.The requested facility contains living quarters,
supply storage areas and covered parking for two to three units. Estimated cost for
this project is $375,000.
FLETCHER MINI PARK IMPROVEMENTS
This project will provide for improvements to Fletcher Mini Park and will include
electrical service, lighting, playground equipment, sidewalks, ADA surfacing,
drinking fountain, grading, and site improvements. Estimated cost for this project
is $50,000 and will be funded with proceeds from the sale of a portion of Central
Park.
JULIE ROGERS THEATRE FIRE ALARM SYSTEM
This project provides for the replacement of an antiquated fire alarm system to meet
fire protection building codes at the Julie Rogers Theatre. Anticipated cost for this
project is $150,000.
MCLEAN AND ROBERTS PARK IMPROVEMENTS
This project provides for improvements to McLean and Roberts Parks.
Improvements to McLean Park will include playground equipment, surfacing,
drainage improvements, sidewalks, site work and grading, landscaping, and a
drinking fountain. Improvements to Roberts Park include playground equipment,
surfacing, drainage improvements, sidewalks, site work and grading, landscaping,
drinking fountain and a water playground.A UPARR grant was awarded in August,
2001. Total project amount is $250,000 ($200,000 in UPARR funds, $25,000 in
Texas Parks & Wildlife funds, and $25,000 in City funds).
PERLSTEIN PARK -Walking Trail/Shelter
This project would provide for a walking trail, parking and picnic shelter at Perlstein
Park. Estimated costforthis project is$150,000. Possible funding of up to$100,000
is being pursued from the Texas Recreation Trails Fund of the Texas Parks and
Wildlife Department.
PONY LEAGUE BASEBALL FIELD
The Beaumont Youth Baseball Association has requested a pony league field with
an outfield of 310 feet. Estimated cost for this project is$50,000 and will be funded
with proceeds from the sale of a portion of Central Park.
RIVERFRONT PARK - Bank Stabilization
This project provides for 1,225 feet of bank stabilization. The shoreline along the
west bank of the Neches River is eroding and the existing sidewalk supports are
exposed. The existing sidewalks on the north shore will collapse without support.
Estimated cost for this project is $1,135,000.
SPROTT, ROGERS AND CENTRAL PARKS - Spray Devices
This project provides for the installation of spray devices at Sprott, Rogers and
Central Parks and will include water features, controls, circular pad with non-slip
deck, concrete skirt, and electrical service. Existing wading pools will be removed;
area will be graded, leveled, material added, and sod placed around the new
concrete. Estimated cost for this project is $175,000 and will be funded with
proceeds from the sale of a portion of Central Park.
TELEPHONE SYSTEM REPLACEMENT
This project would provide for complete new telephone systems at City Hall, Police
Department, Fire Headquarters and health facilities located on Washington Blvd.
The existing systems at these locations are outdated and only used or
reconditioned parts are available. City Hall telephone communications switch
remains to be the hub for four sites and is at maximum capacity at this time.
Replacement of the switches would allow for future expansion, include improved
features, and would relieve the City of the precarious situation that currently exists.
Estimated cost for this project is $500,000.
TRANSIT SYSTEM - Coach Acquisition (20)
This project would provide for the purchase of twenty(20)alternatively fueled buses
to replace the existing fleet of diesel powered buses. Total estimated cost for this
project is$6,450,000,which includes Federal,State and Local Transportation grant
funding of 80%, or$5.16M. Currently pursuing other grant funds for the remaining 20%.
TYRRELL PARK - Clubhouse
This project provides for the renovation of the parking lot and clubhouse at the
Henry Homberg golf course. Estimated cost for this project is $475,000.
Capital Program 2002
Water and Sewer Improvements
Current Projects Amount
Aeration Pond No. 3 $ 1,640,000
Alley Water Meters & Mains 960,000
Bunn's Bluff Canal 360,000
Dowlen Road Interceptor 2,770,000
East Lucas Interceptor 2,950,000
Electric System Replacement at Sewage Treatment Plant 2,730,000
Eleventh Street Interceptor 2,760,000
Lawson's Canal Pipeline & Pump Station 8,380,000
Neches River Bank Stabillization 370,000
Primary and Secondary Digesters Rehabilitation 1,400,000
Prison Force Main 1,500,000
Raw Sewage Pumps Replacement 200,000
Salt Water Barrier 1,800,000
Sanitary Sewer Main Relocation 500,000
Sanitary Sewer Main Replacement 1,000,000
Tyrrell Park Road Interceptor 1,200,000
Water Distribution Main Relocation 500,000
Water Distribution Main Replacement 3,250,000
Water Storage Tank - Loeb 650,000
Water Storage Tank - North 7,830,000
Total $ 42,750,000
Scheduled Projects
Inlet Gates $ 50,000
Laboratory Refurbishing 160,000
Standby Generators - Wells No. 2 & 3 300,000
Washwater Facilities 580,000
Water Plant Expansion - Phase II 14,000,000
54" Central Interceptor 5,500,000
Total $ 20,590,000
Planned Projects
Aeration Ponds Dredging $ 2,000,000
Bunn's Bluff Canal - Phase II 2,500,000
Elevated Water Storage Tank 1,630,000
Raw Sewage Hoist System 80,000
Sidewalk Replacement 110,000
Total $ 61320,000
Total Water and Sewer Improvements $ 69,660,000
CAPITAL IMPROVEMENT PROGRAM 2002-2006
WATER AND SEWER IMPROVEMENTS
AERATION PONDS DREDGING
The dredging of two(2)aeration ponds is needed to remove and process 3.0 million
cubic feet of sludge and to comply with TNRCC regulations. Excess sludge in the
aeration ponds will hinder operations and cause state and federal wastewater
permit excursions. Estimated cost for this project is $2,000,000.
AERATION POND NO. 3
This project will provide for construction of aeration pond No. 3 (20 acres) at the
Water Reclamation plant.The new pond will help ensure permit compliance and aid
in the treatment process. Estimated cost for this project is $1,640,000.
ALLEY WATER METERS & MAINS
This project provides for the relocation of alley water lines and alley water meters
to street right-of-ways. The unlined cast iron alley pipes will be replaced to provide
customers with adequate pressure and prevent interruption of water service.
Estimated cost for this project is $960,000.
BUNN'S BLUFF CANAL - Phase I
This project provides for restoration planning, preliminary design and permitting for
the 5.1 mile Bunn's Bluff Canal. Estimated cost for this project is $360,000.
BUNN'S BLUFF CANAL - Phase II
Bunn's Bluff Canal dredging is needed to increase canal carrying capacity and
protect water supply from salt water intrusion. It is needed to improve the reliability
of the raw water delivery system. Estimated cost for the project is $2,500,000.
DOWLEN ROAD INTERCEPTOR
This project provides for the rehabilitation of the Dowlen Road sanitary sewer
interceptor from Folsom to Phelan Boulevard due to poor structural condition of the
pipe. The existing sanitary sewer line is in a very poor structural condition.
Restoring the line will provide uninterrupted service to a very large area and reduce
maintenance cost. This is a requirement of TNRCC. Estimated cost for this project
is $2,770,000.
EAST LUCAS INTERCEPTOR
This project provides for the rehabilitation of the East Lucas sanitary sewer
interceptor from US Highway 69/96/287 to the Primer Street lift station due to the
poor structural condition of the pipe. The existing sanitary sewer interceptor was
constructed in 1953. Estimated cost for the project is $2,950,000.
ELECTRIC SYSTEM REPLACEMENT
This project will provide for the upgrade of the electrical system at the Water
Reclamation Plant. The existing electrical system is very dangerous and very
expensive to maintain.The new system will provide a safe environment for workers,
reduce cost, and improve operations and reliability. Estimated cost for this project
is $2,730,000
ELEVATED WATER STORAGE TANK
This project provides for the construction of a new elevated water storage tank at
Major Drive and Humble Road to provide additional elevated water storage for fire
protection and adequate volume of water during peak hours. This is a requirement
of the TNRCC. Estimated cost for this project is $1,630,000.
ELEVENTH STREET INTERCEPTOR (PHASE I)
This project provides for the rehabilitation of the Eleventh Street sanitary sewer
interceptor from Harrison to Washington Boulevard. The structural condition of the
existing sanitary sewer line is very poor. Restoring the line will provide
uninterrupted service to a very large area and reduce maintenance cost. This is a
requirement of the TNRCC. Estimated cost for this project is $2,760,000.
54" CENTRAL INTERCEPTOR
This project provides for the rehabilitation of approximately 10,500 linear feet of the
existing 54" central trunk sanitary sewer interceptor east of 11th Street due to the
poor structural condition of the pipe. Restoring the line will provide uninterrupted
service to a very large area and reduce maintenance cost. This is a requirement of
TNRCC. Estimated cost of the project is $5,500,000.
INLET GATES
This project provides for the replacement of two (2) inlet gates at the Water
Reclamation's wetwell main pump room due to poor structural condition. This is an
operational requirement. Estimated cost for this project is $50,000.
LABORATORY REFURBISHING
This project provides for the refurbishing of the existing laboratory at the Water
Reclamation plant to provide a safe environment for workers and improve lab
performance. This is a safety and operational requirement. Estimated cost for this
project is $160,000.
LAWSON'S CANAL PIPELINE & PUMP STATION
Lawson's Crossing pipeline and pump station improvements are needed to comply
with the Environmental Protection Agency's Safe Drinking Water Act and to provide
reliable raw water delivery system. This project provides for the upgrade of the
existing pump station and installation of 2.5 miles of pipeline from the east side of
the Neches River to the Water Production plant. Estimated cost for this project is
$8,380,000.
NECHES RIVER BANK STABILIZATION
This project provides for 1,875 feet of river bank stabilization. The shoreline along
the west bank of the Neches River is eroding and the existing road along the river
bank is without protection. Estimated cost for this project is $1,400,000 (the Water
Utilities Division secured a $1,033,000 grant from the USDA).
PRIMARY AND SECONDARY DIGESTERS
The primary and secondary digesters at the Water Reclamation plant need to be
cleaned by removing snails, solids and hardened material to restore volume and
detention time to the manufacturing guidelines. Also, new equipment will be
purchased and installed to convert the digesters to an aerobic process. The
conversion is necessary to ensure the wastewater plant's compliance with
mandated limits set by TNRCC. This is an operational requirement. Estimated cost
for this project is $1,400,000.
PRISON FORCE MAIN
This project provides for the installation of a 16" sanitary sewer force main to
provide adequate capacity to all state and federal prisons. The existing 12" force
main cannot handle the increased sanitary sewer waste from all the prisons.
Estimated cost for this project is $1,500,000.
RAW SEWAGE HOIST SYSTEM
This project provides for the refurbishing of the hoist system in the raw sewage
main pump room. This is a safety and operational requirement. Estimated cost for
this project is $80,000.
RAW SEWAGE PUMPS REPLACEMENT
This project provides for the replacement of three (3) raw sewage pumps at the
main pump room of the Water Reclamation plant.The pumps were installed in 1952
and are in very poor condition. Estimated cost for this project is $200,000.
SALT WATER BARRIER
This project provides for the Neches River Salt Water Barrier Project. The City's
share of the cost is estimated at $1,800,000.
SANITARY SEWER MAIN RELOCATION
This project provides for the relocation of sanitary sewer mains throughout the city
to accommodate new street and drainage improvement projects. Estimated cost for
this project is $500,000.
SANITARY SEWER MAIN REPLACEMENT
This project provides for the replacement of 12", 16", and 18" sanitary sewer
collectors in Anderson Estates, Cheska Hollow, Tangledahl, Oak Hill Terrace, Tall
Timbers, and Thomas Road Addition. The estimated cost is $1,000,000.
SIDEWALK REPLACEMENT
This project provides for the replacement of sidewalks at the Water Reclamation
Plant to provide safe access to isolated units for maintenance. The project will also
repair roadways and improve storm drainage inside the plant. Estimated cost for
this project is $110,000.
STANDBY GENERATORS -WELLS NO. 2 & 3
Installation of new standby generators at wells number two and three in Hardin
County is needed to ensure reliability of the groundwater production. Estimated cost
for this project is $300,000.
TYRRELL PARK ROAD INTERCEPTOR
This project provides for the rehabilitation of the Tyrrell Road sanitary sewer
interceptor from Frint Drive to Fannett Road. The existing sanitary sewer line is in
a very poor structural condition. Restoring the line will provide uninterrupted service
to a very large area and reduce maintenance cost. This is a requirement of the
TNRCC. Estimated cost for this project is $1,200,000.
WASHWATER FACILITIES
This project provides for the construction of a washwater facility at the Water
Production plant to comply with rules and regulations from the TNRCC. Estimated
cost for this project is $580,000.
WATER DISTRIBUTION MAIN RELOCATION
This project provides for the relocation of water distribution mains throughout the
city to accommodate new street and drainage improvement projects. Estimated cost
for this project is $500,000.
WATER DISTRIBUTION MAIN REPLACEMENT
This project provides for the replacement of 2", 6", 8", 10" and 12" water mains
throughout the city due to the poor condition of the water mains which require
constant maintenance and interruption of service to our customers. In addition,
water main replacements are needed because of the loss of large quantities of
treated water. Estimated cost for this project is $3,250,000.
WATER PLANT EXPANSION - Phase 11
This project provides for the construction of six (6) new filters and two (2) new
clarifiers at the Water Production plant to comply with regulations set by the
TNRCC. This construction will increase plant capacity from 26 MGD to 40 MGD.
Estimated cost for this project is $14,000,000.
WATER STORAGE TANK - Loeb
The Loeb five-million gallon steel ground water storage tank is in poor structural
condition and is leaking. The inside wall of the tank has no paint coating protection.
This project will provide for the repair and repainting of the tank. Estimated cost for
this project is $650,000.
WATER STORAGE TANK - North
This project provides for a five-million gallon ground water storage tank and new
high service/backwash pump station in order to meet future capacity as required by
the TNRCC. Replacement of the north water ground storage reservoir will provide
reliable and adequate volume of finished water. Estimated cost for this project is
$7,830,000.
Other Projects for Consideration
Public Works Improvements
Project Amount
Avenue A - Virginia to Cardinal Drive $ 2,200,000
Broadway Box 1,500,000
Calder Avenue - 18th to West Lucas 1,000,000
Concord Road - Lucas to Hwy 105 8,475,000 (1)
Dowlen Road - College to Walden 4,000,000
Fannett Road Outfall 700,000
Fannin Street Box 8,400,000
Fire Training Center South Road/Drainage 350,000
Laurel Avenue & Laurel/Phelan connector 1,500,000
Prince Street Outfall 9,200,000
Rolfe Christopher Drive 1,250,000
Royal Street Outfall - Remaining phases 1,680,000
Twenty-Third Street Overpass 2,500,000
Washington Boulevard - Langham to Major 2,500,000
Total $ 45,255,000
General Improvements
Project Amount
Air Conditioning Duct Cleaning $ 175,000
Alice Keith Park Walking Path 150,000
Colliers Ferry Recreation Area - Bank stabilization 1,690,000
Colliers Ferry Recreation Area - Expansion 250,000
Fire Department Fleet Proposal 2,100,000
Fire Station No. 7 Relocation 1,200,000
Fire Training Center Improvements 2,000,000
Lefler Park 150,000
Mechanic Shop Addition 375,000
Northwest Command Center-Police 3,750,000
Playground Renovations - Alice Keith/Chaison 150,000
Port Interchange Yard 720,000
Restroom Facilities -Alice Keith Park 125,000
Rooftop Air Handler 175,000
School Safety Sidewalk Program - Various locations _100,000
Total $ 13110,000
Total Other Projects for Consideration $,58,365,_000
(1) Includes grant funding of$7,375,000 from the Federal Highway Administration.
OTHER PROJECTS FOR CONSIDERATION
AIR CONDITIONING DUCT CLEANING
To prevent particles of black soot from blowing onto employees' clothing, desk and
papers, mesh screens have been installed over air conditioning vents in Public
Works, Engineering and Human Resources office areas.These screens frequently
become clogged and they reduce air flow. To protect health and to improve the
quality and volume of air flow throughout City Hall, it is necessary that the duct
system be cleaned with a disinfectant. The duct has not been cleaned since its
original installation in 1978. Estimated cost for this project is $175,000.
ALICE KEITH PARK WALKING PATH
Construct a walking path beginning on the northeast side of the park encompassing
the outer areas of the entire site. Estimated cost for the project is $150,000.
AVENUE A - Virginia to Cardinal Drive
Avenue A from Virginia to Cardinal Drive is currently a two lane asphalt roadway
that will connect to the TxDOT proposed Spur 93. This new TxDOT highway will
provide better access to the prison system located in mid Jefferson County. With
the reconstruction of Avenue A into a four lane roadway,the increased traffic along
this corridor will be relieved. Estimated cost for this project is $2,200,000.
BROADWAY BOX
This project is designed to relieve the 204 acre area served by the Broadway Box,
by cross connecting the box with a parallel box in the abandoned Southern Pacific
Railroad right-of-way and reconstructing or replacing damaged or overloaded inlets.
This area runs between Eighth Street and the Neches River. Estimated cost for this
project is $1,500,000.
CALDER AVENUE - 18th to West Lucas
To relieve traffic congestion on Phelan Boulevard during peak hours, the widening
of Calder into a four-lane roadway from 18th to West Lucas is necessary.
Additionally,a significant increase in traffic has been realized due to the completion
of the West Lucas and Liberty/Laurel Overpass projects. Estimated cost for this
project is $1,000,000.
COLLIERS FERRY RECREATION AREA - BANK STABILIZATION
This project provides for 1,875 feet of bank stabilization. The shoreline along the
west bank of the Neches River is eroding and the existing road along the river will
have to be relocated without protection. Estimated cost for this project is
$1,690,000.
COLLIERS FERRY RECREATION AREA - EXPANSION
The Parks and Open Space Plan calls for additional improvements at Colliers Ferry,
including expansion to the south of the existing park. Additional parking, trails,
shelters, piers,and site improvements are proposed to increase the public's access
to the Neches River and enhance the Neches River Hike and Bike Trail. Estimated
cost for this project is $250,000.
CONCORD ROAD - Lucas to Hwy 105
This project will provide for a continuation of the reconstruction of Concord Road
through to Hwy 105. Estimated cost for this project is $8,475,000. Funding of
$7,375,000 has been approved by the Federal Highway Administration for this
project.
DOWLEN ROAD - College to Walden
The extension of Dowlen Road to the south of College is needed to provide an
additional north/south corridor in the developing southwest area of the City.
Specifically, it will extend from College to Walden Road. The right-of-way has been
donated by property owners adjacent to the corridor. Estimated cost for this project
is $4,000,000.
FANNETT ROAD OUTFALL
This project is required to improve the drainage in the Fannett Road area. The
construction of a trunk line system along Fannett Road to Harriot was recently
completed. It is now necessary to redirect the flows of existing ditches on each side
of Fannett Road into this trunk line system. Estimated cost for this project is
$700,000.
FANNIN STREET BOX
This project is needed to provide for more effective drainage of the Fannin Street
Box System which is approximately 490 acres. This project will include the
construction of 2,850 feet of concrete lined ditch, 8,200 feet of concrete boxes and
approximately 1,000 feet of pipe ranging from 18 inches to 72 inches. Engineering
for this project is complete. Estimated cost for this project is $8,400,000.
FIRE DEPARTMENT FLEET PROPOSAL
Implementation of a five year fleet replacement plan will improve the efficiency of
the fire fleet through consolidation of apparatus and revision of the fleet retirement
schedule. By consolidating three engines and three aerials into three quints and
replacing three rescue units (Suburbans) with initial attack apparatus (mini-
pumpers), impact upon the firefighting ability of the department will be minimized.
Under the existing replacement plan, at current prices, the financial impact
associated with replacing these nine units would be approximately$2.8M. With the
proposed plan the cost would be reduced to approximately$2.1 M. In addition to the
capital outlay savings,fewer apparatus would result in lower maintenance and fuel
costs. Further, the proposed plan will redistribute the retirement dates of the
apparatus over several years from the current three year period. This would
eliminate the budgetary hardship associated with replacing several large units in
a single year.
FIRE STATION NO. 7 RELOCATION
This project would replace an existing 60-year old station which serves the
downtown area, immediate west end and the area bordered by IH-10 East, Eastex
Freeway and East Lucas. Railroad tracks located immediately east of the station
create an impediment to units responding downtown from the current location. The
proposed relocation of this facility to the area of Babe Zaharias Park would provide
improved access to response areas in all directions, a better distribution of
resources, and a more modern facility. Estimated cost of this project is$1,200,000.
FIRE TRAINING CENTER IMPROVEMENTS
In an effort to meet the objectives outlined in the five year strategic plan developed
forthe Beaumont Fire Training Center,future improvements will be necessary in the
areas of facility street improvements,waste water system improvements and back-
up fire pump system. The estimated cost for these improvements is $2,000,000.
FIRE TRAINING CENTER SOUTH ROAD/DRAINAGE
This project provides for improvements to the drainage system and rehabilitation
of the roadway on the south side of the Fire Training Center. The current drainage
system and roadway are in very poor condition. The improvements and
rehabilitation will reduce problems with standing water during heavy rains and
provide better access to fire training projects on the south side. Estimated cost of
this project is $350,000.
LAUREL AVENUE & LAUREUPHELAN CONNECTOR
Due to increased traffic from the Liberty/Laurel Project, the widening of Laurel,
between the IH-10 West Service Road and 23rd Street, into a four-lane roadway
is proposed. This project will relieve traffic congestion in the area, particularly
during heavy traffic hours. Also included is the provision for a direct connection
between Laurel and the Liberty-Laurel overpass project. The short connection
between these two projects is needed to complete the roadway system involved
with the 1-10 Overpass. This project, in conjunction with the Calder project, will
complete the arterial system in this area. Estimated cost for this project is
$1,500,000.
LEFLER PARK
Citizen requests and the Parks and Recreation Advisory Committee has
recommended an uncovered basketball court and additional parking at Lefler Park.
The park is a Community park and the master plan calls for a court on the east side
of the park. Estimated cost for this project is $150,000.
MECHANIC SHOP ADDITION
This project would provide for the construction of a 60'x 1 00'mechanic shop facility
at the Lafin Road Fleet Service Center. The old former Municipal Transit Building
on Milam Street is currently being used by the Fleet Maintenance Division for
servicing equipment owned/operated by the Fire Department. Moving all of the
City's Fleet Maintenance operations to a single site would reduce operating costs,
allow for better utilization of available manpower, and improve management's
control over the quality and quantity of work performance. Estimated cost for this
project is $375,000.
NORTHWEST COMMAND CENTER
This project would provide for the construction of a new police command center in
the northwest end of town which is a current and presumably future growth area of
Beaumont. A site in the vicinity of the population and commerce expansion would
better serve the citizens by enabling officers to report to service and go into service
in the area in which they will work. Out of service time for prisoner transfer would
be significantly reduced by bringing prisoners to a holding area incorporated into
this building. Construction of this facility would relieve some of the current
overcrowding and lack of expansion potential for the current police building.
Estimated cost for this project is $3,750,000.
PLAYGROUND RENOVATIONS - PHASE II
Existing playgrounds at Alice Keith and Chaison Parks are outdated and require
replacement. The equipment at these two parks has served its useful life and is no
longer repairable. Estimated cost for this project is $150,000.
PORT INTERCHANGE YARD
As a part of the downtown revitalization effort,the City would like to take advantage
of its material resources and develop the riverfront behind the Civic Center and City
Hall. In order to make the development a reality, the City would need to purchase
the Port of Beaumont's Interchange Yard (6-7 acres) located between the Civic
Center and City Hall and Riverfront Park. Estimated cost for this project is
$720,000.
PRINCE STREET OUTFALL
The Prince Street drainage area covers approximately 1,350 acres. This area is
bounded roughly by East Lucas on the north, Pine Street on the east, Maple
Avenue on the south, Concord Road on the southwest and Detroit Avenue on the
west. Natural ground elevation in the study area varies from 33 feet in the Fair Park
area to 5 feet in the area east of Pine Street and 10 feet in the area north of Lucas,
the Hayes Gully Outfall. Roadside ditches, which are not adequate to handle the
amount of runoff, comprise 70% of the drainage system in the project area. This
area is also comprised of four sections which drain independently of each other.
The northwest area drains into Hayes Gully Outfall, and the other three areas drain
to the east into Brakes Bayou. The completion of this project will require the
installation of trunk lines, inlets, manholes and connecting pipe improvements,
which will provide for a more consolidated and effective drainage system. The
preliminary design is complete. Estimated cost for this project is $9,200,000.
RESTROOM FACILITIES -Alice Keith Park
This project would provide for new restroom facilities at Alice Keith Park. The
existing public restrooms are not ADA accessible and plumbing is very old with
frequent vandalism and sewer problems. Estimated cost for this project is$125,000.
ROLFE CHRISTOPHER DRIVE
The widening of this two-lane asphalt roadway from Virginia Street to Cardinal Drive
into a four-lane concrete roadway will greatly improve the flow of traffic around the
Lamar University area. Estimated cost for this project is $1,250,000.
ROOFTOP AIR HANDLER
This projectwould provide for the replacement of the rooftop air handler at City Hall.
The existing air handler unit at City Hall is over 20 years old and in very poor
condition. The housing, door gaskets, and drain pans have deteriorated beyond
repair. Approximately 30 feet of duct is coated with asbestos containing materials.
Water is leaking from rusted through drain pans, causing built-up roofing materials
to deteriorate. Estimated cost for this project is $175,000.
ROYAL STREET OUTFALL - Remaining Phases
Provides for the completion of Phases II, III, and IV of the Royal Street Outfall
Project. This project will be bounded by MLK Parkway on the east, Wall Street on
the north, Southern Pacific Railroad on the west and Irma Street on the south.
Estimated cost for this project is $1,680,000.
SCHOOL SAFETY SIDEWALK PROGRAM -Various locations
Prior to the beginning of the school year, a safe route to school map is prepared for
each elementary school. In conjunction with the safe route map, a listing of potential
sidewalk projects is developed that will enhance the safety of students walking to
school. The goals of the program are to serve the elementary school children;
provide sidewalks on high volume streets; provide sidewalks on streets with a large
pedestrian population; and provide a significant enhancement to the overall
sidewalk system. Estimated cost for this project is $100,000.
TWENTY-THIRD STREET OVERPASS
Due to the impact of the Liberty/Laurel and West Lucas projects, the extension of
Twenty-third Street will be needed to maintain a smooth flow of traffic in this area.
This project will involve the rehabilitation of Twenty-third Street from Laurel Street
to the Southern Pacific Railroad tracks with the construction of an overpass at the
railroad tracks. Estimated cost for this project is $2,500,000.
WASHINGTON BOULEVARD - Langham to Major
It is desirable to continue Washington Boulevard from Langham Road to Major
Drive as a four-lane arterial. The section from IH-10 to Langham Road was a
participation project with TxDOT and has been completed for several years. The
completion of the last section should be scheduled to coincide with improvements
on Major Drive. Estimated cost for this project is $2,500,000.
COMMUNITY SERVICES
DEPARTMENT SUMMARY
Actual Budget Estimated Budget
FY 2001 FY 2002 FY 2002 FY 2003
DIVISIONS
Administration $ 280,224 $ 300,400 $ 279,500 $ 260,300
Circulating Libraries 1,271,317 1,296,600 1,295,000 1,292,600
Literacy 75,287 55,900 75,400 80,900
Tyrrell Historical 192,589 211,800 205,800 210,200
Recreation 709,554 781,300 720,000 680,700
Convention &Tourism — --
Total $ 2,528,971 $ 2,646,000 $ 2,575,700 $ 2,524,700
Budget
FY 2003 67.0%Wages
APPROPRIATIONS CATEGORY
Wages $ 1,693,200
Benefits 443,600
Operations 387,900 15.4%Operation
Total $ 2,524,700 17.6% Beneffts
PERSONNEL SUMMARY
Service/ Skilled/ Office/ Civil
Exempt Maintenance Craft Clerical Technical Service TOTAL
Administration 2 3 5
Curculating Libraries 9 1 14 24
Literacy 1 -- -- I
Tyrrell Historical 2 -- 3 5
Recreation 4 8 1 13
Convention &Tourism 6 2 8
Total 24 9 23 56
Expenditures are presented in the Hotel Occupancy Tax Fund, a Special Revenue Fund.
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