City of Baytown FY 2015-16 Adopted Budget by City of Baytown-Finance

City of Baytown 2015-16 Adopted Budget Fiscal Year Ending September 30, 2016

City of Baytown, Texas 2015-2016 Budget Adopted September 10, 2015 This budget will raise less revenue from property taxes than last year’s budget by an amount of $1,123,996, which is a 4.88 percent decrease from last year’s budget. The property tax revenue to be raised from new property added to the tax roll this year is $562,138. RECORD VOTE ON BUDGET The members of the governing body voted on the budget as follows: FOR: Mayor Stephen H. DonCarlos Councilman Mercedes Renteria III Councilman Chris Presley Councilman Brandon Capetillo

Councilman Terry Sain Councilman Robert C. Hoskins Councilman David McCartney

AGAINST: PRESENT (and not voting): ABSENT: PROPERTY TAX RATE COMPARISON

Property Tax Rate: Effective Tax Rate: Effective Maintenance & Operations Tax Rate: Rollback Tax Rate: Debt Rate:

2015-2016 $0.82203/$100 $0.84317/$100 $0.44406/$100 $0.85160/$100 $0.37202/$100

2014-2015 $0.82203/$100 $0.80186/$100 $0.42650/$100 $0.83703/$100 $0.37641/$100

MUNICIPAL DEBT OBLIGATIONS The total amount of City of Baytown, Texas debt obligations secured by property tax is $9,911,469.

CITY OF BAYTOWN, TEXAS ANNUAL PROGRAM OF SERVICES 2015-16 ADOPTED BUDGET as submitted to

MAYOR AND COUNCIL by

Rick Davis, City Manager

September 10, 2015 Per H.B. 3195, once the certified tax rolls are received, information will be noted in the budget regarding taxes raised on new property.

Map of the City of Baytown, Texas

Major Venues Close to Baytown, Texas Kemah Boardwalk, Kemah NASA/Johnson Space Center, Houston Downtown Houston Hobby Airport, Houston Minute Maid Field, Houston BBVA Compass Stadium, Houston Toyota Center, Houston NRG Stadium, Houston Bush Intercontinental Airport, Houston Galveston, Texas (coastline) ii

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City of Baytown Mayor and Council Fiscal Year 2016

Stephen DonCarlos Mayor

Brandon Capetillo District 3 Mayor Pro Tem

Terry Sain District 4

Robert Hoskins District 5

Chris Presley District 2

Mercedes Renteria District 1

David McCartney District 6

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CITY OF BAYTOWN, TEXAS PRINCIPAL CITY OFFICIALS Rick Davis

City Manager

Ron Bottoms

Deputy City Manager

Kevin Troller

Assistant City Manager

Ignacio Ramirez

City Attorney

Julie Escalante

Municipal Court Judge

Carl Currie

Acting Director of Finance

Keith Dougherty

Police Chief

Shon Blake

Fire Chief, EMS

Nick Woolery

Interim Director of Public Works/Utilities & Director of Strategic Initiatives

Bill Vola

Emergency Management Coordinator

Raymond Pheris

Telecommunications Coordinator

Jose Pastrana

Director of Engineering

Tiffany Foster

Director of Planning & Development Services

Scott Johnson

Director of Parks & Recreation

Ed Tomjack

Director of Information Technology Services

Mike Lester

Director of Health

Carol Flynt

Director of Human Resources & Civil Service

Jamie Eustace

City Librarian

Leticia Brysch

City Clerk

Acknowledgments The preparation of the budget on a timely basis could not have been accomplished without the efforts and dedication of the Administration, Department Directors and the Budget Staff. We would like to express our appreciation to our staff from various departments who assisted in its preparation.

OUR VISION To be a progressive community that values quality of life, diverse economic opportunities and civic pride as we honor our past and shape our future.

OUR MISSION To balance public resources and services in order to provide for the health, safety, and welfare of the community, enhance quality of life, and plan for the future.

OUR FOUNDATION FOR SUCCESS Live the City’s Core Values      

Leadership: we show others the way Integrity: we earn and honor the trust of others Teamwork: we help each other succeed Excellence: we understand our jobs and take pride in doing them well Respect: we conduct our business with courtesy, kindness and fairness Service: we anticipate our customers’ needs and provide solutions

Get better all the time

 Innovate by learning from others and evaluating how we can improve the way we provide services  Ask customers and employees how we can improve  Train employees to perform their jobs at higher levels  Develop employees within their current positions and grow leaders from within the organization

Communicate

 Always step back when making a decision and consider who needs to be involved and who needs to be informed of what is happening, whether it’s the public or fellow employees

Make every decision with the future in mind

 Will the decision make Baytown a better place to live, work and visit?  What impact will the decision have on Baytown in twenty years?  Will the decision have a positive impact on Baytown’s community spirit?

Give back

 Positively impact the Baytown area as public servants and as members of the community

CITY OF BAYTOWN ORGANIZATION CHART Citizens City Council Boards and Commissions Municipal Judge

City Manager Legal

Municipal Court Of Record

Emergency Mgt.

Deputy City Manager

Assistant City Manager Police

Fire & EMS

Engineering

Public Works

Fiscal Operations

Human Resources

Planning & Development Services

Utilities

Information Technology Services (ITS)

Library

Parks & Recreation

Communications

Public Health

City Clerk

Capital Projects

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to City of Baytown, Texas for its annual budget for the fiscal year beginning October 1, 2014. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

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CITY OF BAYTOWN ANNUAL PROGRAM OF SERVICES ADOPTED BUDGET 2015-16 TABLE OF CONTENTS Map of City of Baytown, Texas Elected Officials Principal City Officials City of Baytown Core Values Organization Chart GFOA Distinguished Budget Presentation Award

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Table of Contents Reader's Guide (1) Overview of the City of Baytown, Texas Reader's Guide Budget Calendar Financial Policies Manager's Message (2) Manager's Message

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Major Budget Issues Report (3) General Fund General Debt Service Fund Hotel/Motel Fund Aquatics Fund Water and Sewer Fund Water and Wastewater Interest and Sinking Fund Sanitation Fund Storm Water Utility Fund Central Services Garage Fund Warehouse Operations Fund Baytown 2014-15 Update of the Strategic Action Plan

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Budget Summaries (4) Expenditure Budget Summary Comparison - Comparison of 2015 Budget to 2016 Adopted Budget Summary Comparison - Consolidated Summary of Fund Balances/Working Capital Summary of All Fund Types - Comparative Schedule of Budgets for 2016 Summary of Governmental Fund Types - Comparative Schedule of Budgets for 2016 Governmental Fund Expenditure Detail for Fiscal Year 2016 Summary of Proprietary Fund Types - Comparative Schedule of Budgets for 2016 Proprietary Fund Expenditure Detail for Fiscal Year 2016

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General Fund (5) Organization Chart Budget Summary by Type of Expenditure (Revenues & Expenditures by Type) Budget Summary by Function of Expenditure (Revenues & Expenditures by Function) General Fund Revenue Summary Revenue Detail Budget Summary by Department Budget Summary by Account General Fund Program Summaries and Departmental Budgets General Administration Fiscal Operations

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CITY OF BAYTOWN ANNUAL PROGRAM OF SERVICES ADOPTED BUDGET 2015-16 TABLE OF CONTENTS Page General Fund (5) (Cont.) Legal Services Information Technology Services Planning and Development Services Human Resources City Clerk Court of Record City Facilities General Overhead Police Fire & EMS Communications Emergency Management Public Works Administration Streets Traffic Control Engineering Public Health Parks and Recreation Sterling Municipal Library Transfers Out

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General Debt Service Fund (6) Budget Summary by Fund Assessed Valuation, Estimated Ad Valorem Collections and Ad Valorem Tax Rate Allocation Assessed Valuations, Tax Levy and Collections - Last Ten Fiscal Years General Long Term Debt Schedule of Fiscal Year 2015-16 Requirements Annual Requirement to Amortize General Obligation Debt Statement of Bonded Indebtedness Fiscal Year 2015-16

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Hotel/Motel Fund (7) Organization Chart Budget Summary by Fund Program Summary Service Level Budget Budget 2016 Programs

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Aquatics Fund (8) Organization Chart Budget Summary by Fund Program Summary Service Level Budget

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Water and Sewer Fund (9) Organization Chart Budget Summary by Fund (Revenues & Expenditures by Type) Budget Summary by Fund (Revenues & Expenditures by Function) Revenue Detail Budget Summary by Department Summary by Account Water and Sewer Fund Program Summaries and Departmental Budgets

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CITY OF BAYTOWN ANNUAL PROGRAM OF SERVICES ADOPTED BUDGET 2015-16 TABLE OF CONTENTS Page Water and Sewer Fund (9) (Cont.) Utility Billing and Collections Water and Sewer General Overhead Water Operations Wastewater Operations Utility Construction Transfers Out

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Water & Wastewater Interest & Sinking (WWIS) Fund (10) Budget Summary by Fund Summary of FY 2015-16 Debt Requirements Annual Requirement to Amortize Water & Sewer Debt Detail Debt Amortization Schedules

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Sanitation Fund (11) Organization Chart Budget Summary by Fund Program Summary Service Level Budget

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Storm Water Utility Fund (12) Organization Chart Budget Summary by Fund Program Summary Service Level Budget

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Central Services (13) Garage Fund Organization Chart Garage Fund Budget Summary by Fund Garage Operations Program Summary Garage Operations Service Level Budget Warehouse Operations Fund Organization Chart Warehouse Operations Fund Budget Summary by Fund Warehouse Operations Program Summary Warehouse Operations Service Level Budget Ordinances (14) Ordinance Adopting Budget Rate and Tax Levy Ordinance Salary Schedules All Funds (15) Summary of Full-time Positions by Fund & Department Schedule of Full-time Budgeted Positions Endnotes for Personnel Changes Grade Structure Salary Schedules Statistical Section (16) Net Position by Component Last Ten Fiscal Years Changes in Net Position Last Ten Fiscal Years Changes in Net Position Last Ten Fiscal Years (Continued)

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CITY OF BAYTOWN ANNUAL PROGRAM OF SERVICES ADOPTED BUDGET 2015-16 TABLE OF CONTENTS Page Statistical Section (16) (Cont.) Tax Revenues by Source, Governmental Activities Last Ten Fiscal Years Fund Balances, Governmental Funds Last Ten Fiscal Years Changes in Fund Balances, Governmental Funds Last Ten Fiscal Years Tax Revenues By Source, Governmental Activities Last Ten Fiscal Years Assessed Value and Estimated Actual Value of Taxable Property Last Ten Fiscal Years Property Tax Rates - Direct and Overlapping Governments Last Ten Fiscal Years Principal Property Taxpayers Current Year and Nine Years Ago Property Tax Levies and Collections Last Ten Fiscal Years Ratios of Outstanding Debt By Type Last Ten Years Ratios of General Bonded Debt Outstanding Last Ten Years Direct and Overlapping Governmental Activities Debt As of September 30, 2014 Legal Debt Margin Information Last Ten Fiscal Years Pledged Revenues Coverage (Water and Sewer Fund) Last Ten Years Demographic and Economic Statistics Last Ten Fiscal Years Principal Employers Current Fiscal Year and Nine Years Ago Full-Time Equivalent City Employees By Function/Program Last Ten Fiscal Years Operating Indicators by Function/Program Last Ten Fiscal Years Capital Asset Statistics By Function/Program Last Ten Fiscal Years

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Component Units (17) Baytown Area Water Authority (BAWA) Adopted Budget Baytown Area Water Authority Board of Directors Baytown Area Water Authority Board Organization Chart Baytown Area Water Authority - Manager's Message Baytown Area Water Authority Major Budget Issues Baytown Area Water Authority Program Summary Baytown Area Water Authority Budget Summary by Fund Baytown Area Water Authority Service Level Budget BAWA - Capital Improvement Program Fund Budget Summary by Fund 518 Baytown Area Water Authority Revenue Bonds Long Term Debt Amortization Schedules Baytown Area Water Authority Revenue Bonds Detail Debt Amortization Schedules City of Houston Untreated Water Rates Treated Water Rates City of Houston's Notification of Increased Water & Sewer Rates - Effective April 1, 2015 Baytown Area Water Authority Ordinance Crime Control and Prevention District (CCPD) Adopted Budget Crime Control and Prevention District (CCPD) Board Members Crime Control and Prevention District (CCPD) Budget Summary by Fund 206 Crime Control and Prevention District (CCPD) 2015-16 Base Level Footnotes Crime Control and Prevention District (CCPD) Ordinance Fire Control, Prevention and Emergency Medical Services District (FCPEMSD) Adopted Budget Fire Control, Prevention and Emergency Medical Services District (FCPEMSD) Board Members Fire Control, Prevention and Emergency Medical Services District (FCPEMSD) Budget Summary by Fund 207 Fire Control, Prevention and Emergency Medical Services District (FCPEMSD) Special District - Fire - 20701 Fire Control, Prevention and Emergency Medical Services District (FCPEMSD) 2015-16 Base Level Footnotes Fire Control, Prevention and Emergency Medical Services District (CCPD) Ordinance Municipal Development District Adopted Budget

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CITY OF BAYTOWN ANNUAL PROGRAM OF SERVICES ADOPTED BUDGET 2015-16 TABLE OF CONTENTS Page Component Units (17) (Cont.) Municipal Development District Members Municipal Development District - Manager's Message Municipal Development District Major Budget Issues Municipal Development District Program Fund Budget Summary for Fiscal Year 2015-16 Municipal Development District - Supplemental Information Included for Planning Purposes Municipal Development District Program Fund Budget Summary - Projected Working Capital Municipal Development District Detail Debt Amortization Schedules Municipal Development District Ordinance Baytown Reinvestment Zone #1 Fund 216 Budget Summary Baytown Reinvestment Zone #1 Historical Data Schedule

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Capital Improvement Program (CIP) (18) Capital Improvements Program Overview Capital Improvements Program 2007 - Approved by Voters on November 6, 2007 Schedule Utility Capital Improvement Projects Summary Active and Future Projects Municipal Development District Program Fund Budget Summary - Projected Working Capital

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Miscellaneous Funds (19) Miscellaneous Funds Overview Street Maintenance Tax Fund 211 Budget Summary Community Development Block Grant (CDBG) Fund 270 Budget Summary by Fund Capital Replacement Fund (CRF) 350 Budget Summary Capital Replacement Fund (CRF) 350 - Schedule of Repayment Capital Improvement Program Fund (CIPF) 351 Budget Summary Water & Sewer - Capital Improvement Program Fund (CIPF) 527 Budget Summary Water & Sewer - Impact Fees 529 Budget Summary Bayland Island Operations Fund 540 Budget Summary by Fund Medical Benefits Fund 560 Budget Summary by Fund Workers Compensation Fund 561 Budget Summary by Fund Other Miscellaneous Funds Municipal Court Special Revenue Fund 201 Budget Summary by Fund Parks & Recreation Escrow Special Revenue Fund 209 Budget Summary by Fund Hazmat/Homeland Security Special Revenue Fund 210 Budget Summary by Fund Police Forfeitures Fund 225 Budget Summary by Fund Family & Youth Program Fund 226 Budget Summary by Fund Police Academy Fund 228 Budget Summary by Fund Odd Trust & Agency Fund 231 Budget Summary by Fund Library Special Revenue Fund 266 Budget Summary by Fund Summer Youth Job Program Fund 280 Budget Summary by Fund Emergency Management Fund 291 Budget Summary by Fund Baytown Nature Center Operating Fund 296 Budget Summary by Fund Wetlands Education and Recreation Center Fund 298 Budget Summary by Fund Wetlands Education and Recreation Center Special Projects Fund 299 Budget Summary by Fund

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Glossary (20) Budget Glossary

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OVERVIEW OF THE CITY OF BAYTOWN, TEXAS General Information Baytown, the fourth largest city in the Houston-Sugarland-Baytown Metropolitan Statistical Area (MSA) is located primarily in eastern Harris County on the northern shore of Galveston Bay between the San Jacinto and Trinity rivers. The City is approximately 30 miles from downtown Houston and 40 miles north of Galveston. The City encompasses an area of about 40 square miles with an estimated population of 75,418. Baytown is ideally situated within 30 minutes of Hobby Airport and 45 minutes of George Bush Intercontinental Airport and is accessible to Interstate 10, a major transportation thoroughfare running through the north side of Baytown. Today, Baytown boasts a rich wetland environment, a bold history, and strong economic heritage. Surrounded by six bays and the Houston Ship Channel; the City is not only home to a booming petrochemical industry, but also offers a wide variety of recreational activities centered around the area’s waterways. Prehistorically, these bays would have provided the opportunity for the known settlers of the area (the Kawankawa’s Capoque and the Atakapan’s Akoksia tribes) to live in fairly dense seasonal settlements while taking intensive advantage of the shoreline and bay subsistence resources as well as that of the nearby prairie and flood plain environments. Visitors to the City’s historical museum can view many relics from this time in Baytown’s history. Fast-forward thousands of years and the Baytown area and its’ inhabitants saw the shipwreck of the famed explorer Cabeza de Vaca, and shortly thereafter, the rule of famed pirate, Jean LaFitte. The Baytown area continued its’ rich history into the nineteenth century as monumental events took place in and around it, namely the Texas Revolutionary War’s Battle of San Jacinto where Texas won its independence from Mexico. William Scott (one of Stephen F. Austin’s Old 300), Nathaniel Lynch (involved in the Runaway Scrape), Ashbel Smith, David Burnet and Sam Houston all held property in the area just to name a few. As a reminder of these instrumental times, some Baytown residents, today, can view the San Jacinto monument from their homes, the symbol of Sam Houston’s’ victory over Mexico’s former President Lopez de Santa Anna. General economic development, post war, included rice farming, and the development of brickyards. Then in 1908 there was an oil boom which spurred the rapid development of the Goose Bayland Guard Historical Markers Creek and surrounding communities. Baytown is largely a located at the Bayland Marina community centered on industry, including oil, rubber and chemical plants - home to petrochemical giants. Baytown serves an international community through the Port of Houston and Houston Ship Channel which reach 1,053 ports worldwide. In addition, the City’s position among bays and estuaries lends itself as a prime location for fishing, hunting and watersports, all of which are enjoyed by Baytown’s citizens. Baytown is also home to a Nature Center, Wetlands Education and many other green spaces. The City was incorporated January 24, 1948 as a Home Rule City operating under the Council-Manager form of government. The City Council is composed of a Mayor and six single district City Council members, elected for three year terms. The Mayor is elected at large. The City’s Charter requires the Council appoint a City Manager to act as the chief administrative and executive officer of the City. It is the responsibility of the City Manager to appoint and remove department heads and conduct the general affairs of the City in accordance with the policies of the Council. Summary of Local Economy The City of Baytown has experienced more than $280 million in new commercial construction and over $68 million in new residential value in the past five years. In April of 2015, the overall taxable valuation of properties within the City of Baytown in both Harris and Chambers counties indicated increases of 7.76% and 5.22% respectively, over the same periods in 2014. These value increases represent substantial investment in new residential and commercial properties yearover-year.

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City and Community Initiatives The community is proud of its industrial heritage and the many opportunities a strong industrial base provides. City officials, citizen groups, business and industry have a similar vision: to make this community a better place to live, work and raise children. Quality of life continues to be a focus for City leaders: •

•

• • • • • •

•

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On November 3, 2015 citizens will vote for or against the extension of the Baytown Crime Control and Prevention District (CCPD) for an additional five years. The CCPD is a special district designed to incorporate strategies for the enhancement of public safety by the adoption of a rate of 1/8 of 1% Sales and Use Tax. The CCPD funds patrol vehicles, mobile data terminals, CopLogic Citizen Online Crime Reporting System, and “Hot Spot” Unit and Commercial Motor Carrier Enforcement to include 14 Officers and one Sergeant/Supervisor. On November 3, 2015 citizens will vote for or against the extension of the Baytown Fire Control, Prevention, and Emergency Medical Services District (FCPEMSD) for an additional five years. The FCPEMSD is a special district dedicated to fire safety and emergency medical services through the adoption of a local Sales and Use Tax at a rate of one-eighth of one percent (1/8%). With the approval/renewal of the special district, special focus will be placed on enhancing and expanding the new Fire Training Center. This will entail planning and construction for the Industrial fire props needed to bring in industrial partners and aid in enhanced training for firefighters in industrial hazards. It will also add additional props to the present two-story burn room and enhance the fire behavior prop and vehicle training along with technical rescue components. The Pirates Bay Expansion Project Phase I opened in May 2014. The expansion included a wave pool, a new slide tower that includes two multi-rider slides, a large concession stand, additional restrooms and a staff room. The expansion increased the parks capacity from 1,000 to 1,500 visitors, and added two acres to the waterpark in addition to more parking spaces. The Central District Plant is being rehabilitated in order to improve the reliability of Baytown’s sewer system. This project elevates all major sewer components above the expected flood water elevations. The plant design is completed and construction is expected to be complete in 2017. Following a water production needs vs. capabilities Pirate’s Bay Waterpark analysis, the City determined the need for a second water plant: BAWA East. The new plant will increase production by an estimated 6 MGD, improve both water flow and pressure and meet the needs of our growing City. The project is in the design phase and expected to open in late 2017. Animal Services, a division of the Health Department, received a grant from the ASPCA to help fund an Emergency Evacuation and Mobile Adoption trailer. In direct response to the most recent Citizen’s Surveys, the City applied for and was awarded funding from TxDOT for an Adaptive Traffic Signal Control System designed to alleviate traffic congestion on busy segments of Garth Road and State Highway 146. With assistance from the Economic Alliance – Houston Port Region and the Houston-Galveston Area Council, the Parks Department installed two monument signs to better identify the gateways into Baytown. The opening of Buc-ee’s Ltd, a 60,000 sq. ft. convenience store located along I-10, in December 2014 included the first Tourism Kiosk for Baytown and for Buc-ee’s, located inside the store. The Baytown Tourism Kiosk allows for the City to promote and market it’s attractions and disseminate information to local citizens and visitors. In a joint project with GCCISD, an inclusive play park is currently planned in August 2015 at James Bowie Elementary School which will benefit children of all physical and developmental abilities. City Park Improvements and Trail expansions during 2014 and 2015: o Hutto – 1.27 mile loop trail o Cary Bayou trail TPWD – grant: Build a loop around new property at Jenkins Park (granite trail) o Goose Creek Stream Trail – Bridge to cross Goose Creek planned o Blue Heron Park – open: .63miles 1.2 miles to Barkaloo and back. o Town Square – to be completed by mid-November 2015 Construction of a new facility commonly referred to as the “911 Center”, commenced on February 24, 2015. The 911 Center is being built by Turner Construction to withstand a Category 4 Hurricane and is scheduled to be fully

operational prior to the 2016 Hurricane season. The 911 Center will be occupied by both the Communications (911 Dispatchers) and Information Technology Departments, and serve as the City’s core data center. The City of Baytown and its citizens share a vision of what this community can be. Baytown’s City Council is dedicated to improving our residents’ quality of life and increasing opportunities for our citizens and business community. Baytown has been recognized by several organizations and agencies, receiving the following awards: • • •

•

• •

• • • •

Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award for Fiscal Year 201415, 21st year to receive the award. GFOA Certificate of Achievement for Excellence in Financial Reporting for the annual audit report and the PAFR, the Popular Annual Financial Report for the Fiscal Year 2013-14, the 3rd year to receive the award. Harris/Galveston Area Council 2015 Park and Natural Areas Award On the Ground Project under $500K – GB Biosciences Wetlands Creation Project at the Baytown Nature Center (Award shared with Crouch Environmental Services). Texas Recreation and Park Society East Region 2014 Lone Star Programming – “Wetlands Wagon Outreach Program.” Texas Recreation and Park Society East Region Innovations in Park and Facility Design Award – Emmitt Hutto Parkway. Texas Recreation and Park Society East Region Advocate of the Year – Friends of the Baytown Nature Center. Texas Recreation and Park Society East Region Part Time Employee of the Year – Leon Smith Baytown Nature Center: Children’s Texas Recreation and Park Society Lone Star Recreation Programming Achievement Award Class III Nature Discovery Park – “Wetlands Wagon Outreach Program.” Texas Recreation and Park Society Outstanding Service in Conservation Award – Friends of the Baytown Nature Center. Texas Recreation and Park Society Dan Whitworth Fellow Award – Scott Johnson Texas Recreation and Park Society 2015 Hall of Honor Inductee – Scott Johnson Texas Amateur Athletic Federation 2015 Region 1 Hall of Honor Inductees: Dean Bigham, Bobby Rountree, and Kylie Wilson.

Industry's Effect on the City's Economy The City has created, within its extraterritorial jurisdiction, three industrial districts and has entered into contracts with companies located within those districts. These contracts specify payments to be made to the City in lieu of ad valorem taxes in exchange for a limited immunity from annexation by the City during the seven-year terms of the contracts. The City of Baytown currently has 56 active Industrial District Agreements (IDAs), which play a significant role in the City’s economy. Every seven years, the City Council approves a new industrial district policy and form of agreement that becomes the model contract as existing agreements expire or new agreements are executed. The key provisions of the current agreement are: • • • •

The industrial district payment rate will increase from 61% to 64% over the seven year life of the agreement; An additional 1% yearly public community improvement rate has been added to the industrial district payment rate and will be available for rebate to the company for approved beautification projects; If monies from the public community improvement rate are not utilized for a beautification project by the industry, the funds will be available for use by the City on public beautification projects; and The "base value" concept will continue with the value set at the higher value of January 1, 2002, January 1, 2009 as specified/and or used in a previous Industrial District Agreement between the Property Owner and the City, or the most recent certified value as of the date on which a contract is executed. This base value remains constant throughout

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the seven-year term of the agreement, which allows for predicable revenue for the City and also encourages economic development. New, first time IDAs include an added value clause that captures property value in excess of the base value in years five, six, and seven of the agreement by including a prorated amount of the “added” value as part of the overall value used to determine the total industrial district payment. This proration occurs at rates of 21%, 42% and 64% respectively. The added value clause applies only to new, first time contracts and does not extend beyond each contract’s initial term. The City’s strong industrial tax base provides the foundation for stable economic conditions necessary for maintaining a healthy, vibrant economy. The cornerstones of Baytown’s industrial development are four world-recognized entities consisting of ExxonMobil, Chevron Phillips, Bayer and Enterprise. ExxonMobil The ExxonMobil Baytown Complex is one of the largest integrated and most technologically advanced refining and petrochemical complexes in the world. Founded in 1919, ExxonMobil's Baytown, Texas complex is located on approximately 3,400 acres along the Houston Ship Channel. The Baytown complex is comprised of three manufacturing sites (a refinery, a chemical plant and an olefins plant), the chemical company's Technology and Engineering Complex and a regional downstream engineering office.

Humble Oil Historical Marker located at the ExxonMobil Baytown Complex

The Baytown complex is staffed by approximately 2,200 ExxonMobil employees and 3,000 contract personnel, who manage the businesses and operate and maintain the manufacturing facilities on a 24hour, year-round basis. The Baytown Refinery is one of the largest refineries in the United States, with a crude oil capacity of 584,000 barrels per day. The Baytown Chemical Plant produces more than 7.2 billion pounds of petrochemical products each year through its three ExxonMobil Chemical manufacturing groups. These are used in everyday products such as polyester fabric and plastic bottles, packaging and appliance parts. The Baytown Olefins Plant (BOP) produces 6 billion pounds of the world's most widely used primary petrochemicals -- ethylene, propylene and butadiene -- and is feedstock flexible.

The Baytown Technology and Engineering Complex provides worldwide research and development support to ExxonMobil Chemical's eleven global business groups, and houses Chemical's global manufacturing and engineering organizations. Over 1,400 ExxonMobil employees volunteer in Baytown annually. Their contributions, along with annuitants and the ExxonMobil Foundation, total over $2 million to United Way agencies in Baytown. In the Baytown area, over $1.5 million was contributed in community relations programs, which focus on education, environment and health. This contribution also includes $50,000 for the Mayor and ExxonMobil Summer Youth Work Program. ExxonMobil has started construction on a new ethane cracker and premium product facilities in the Baytown area to capitalize on abundant supplies of American natural gas with anticipation of a 2017 start-up of the new facilities. It will create about 10,000 jobs at the peak of construction and add about 350 permanent jobs. Bayer Baytown Industrial Park Another industrial corporate citizen’s presence in Baytown, the Bayer Baytown Industrial Park, is distinguished by steady expansion. Strategically positioned along Cedar Bayou for barge access, the Baytown plant is located on 1,688 acres, of which 35% is developed and employs approximately 2,000 people, including permanent contractors. Since 1971, when the first polyurethane unit started up, the site has grown more than ten-fold. Over the last ten years, Bayer Corporation has invested over $1.3 billion, by far the single largest capital investment within Bayer worldwide. Today, Baytown is the largest of Bayer's U.S. chemicals operations, home to three active business groups – Bayer Polymers, Bayer Chemicals and Bayer Corporate and Business Services.

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Chevron Phillips Chemical Chevron Phillips Chemical Company LLC (Chevron Phillips Chemical), with its affiliates, is one of the world's top producers of olefins and polyolefins and a leading supplier of aromatics, alpha olefins, styrenics, specialty chemicals, piping and proprietary plastics. The company currently has $12.3 billion in assets, more than $14.1 billion in annual revenues, and is owned equally by Chevron Corporation and Phillips 66. Chevron Phillips Chemical’s Cedar Bayou Chemical Plant in Baytown is the largest of the company’s domestic manufacturing facilities with approximately 800 employees and 700 contractors. The Cedar Bayou plant consists of approximately 1,700 acres, and is an integrated chemical complex that manufactures ethylene, normal alpha olefins, poly alpha olefins, 1-hexene, and polyethylene. Chevron Phillips Chemical is currently building the world-scale ethane cracker in Baytown and two polyethylene derivative units in Old Ocean. This $6 billion project is called the U.S. Gulf Coast Petrochemicals Project and is expected to be complete in 2017. The entire project is projected to create 10,000 temporary engineering and construction jobs and 400 permanent jobs. Chevron Phillips Chemical contracted Fluor to build the ethane cracker in Baytown, which has led Fluor to set-up an employment and training facility in Baytown. In addition, the company is currently expanding its normal alpha olefins production capacity by 20% and studying a possible expansion to poly alpha olefins capacity. In 2013, Chevron Phillips Chemical completed construction of the world’s largest on-purposed 1-hexene unit at the Cedar Bayou plant. The new unit is capable of producing up the 250,000 metric tons (551,000,000 lbs.) per year. 1-hexene is a critical component used in the manufacture of polyethylene, a plastic resin commonly converted into film, pipe, detergent bottles, and food and beverage containers. Enterprise Products Enterprise Products Partners L.P., one of the largest publicly-traded energy partnerships and a leading North American provider of midstream energy services, is constructing a PDH unit in Industrial District #2, which will produce 1.65 billion lbs. per year of Polymer Grade Proylene (“PGP”). This facility is contracted with average 15-year fee-based contracts with investment grade companies. The unit is expected to be completed in the third quarter of 2016. Cedar Crossing Business Park Cedar Crossing Business Park, located within the extraterritorial jurisdiction of Baytown in Chambers County, has infrastructure designed to address the requirements for a wide range of commercial and industrial uses. It provides two advantages critical to manufacturing and distribution: it is close to hundreds of existing manufacturers, distributors and potential customers and is relatively isolated from potential conflicting land uses. The Texas Department of Economic Development has identified Cedar Crossing as the prime industrial site in the Texas Gulf Coast region. As a planned industrial park, its primary uses are industrial, manufacturing, warehousing and distribution. Amenities include waterway, rail and highway transportation, on-site feedstock pipeline and abundant surface water for process operations. Top-tier companies including Home Depot, Wal-Mart, Seapac and US Filters have positioned themselves within Cedar Crossing. Chambers County Logistics Terminal Chambers County Logistics Terminal is a 545 acre master-planned Foreign Trade Zone designated logistics facility being developed in multiple phases within Baytown Industrial District #3 and will, when complete, encompass approximately 8 million square feet of state of the art warehouses storage, as well as high capacity rail and road access. Wal-Mart Wal-Mart maintains a strong presence in the community’s economy, with one of the largest Super Wal-Mart stores in Texas (one-quarter of a million square feet in sales area), and a 2 million square-foot distribution center on a 296-acre site which employs over 300 people, located in the Cedar Crossing Business Park.

Chevron Phillips Chemical Company: “The entire project is projected to create 10,000 temporary engineering and construction jobs and 400 permanent jobs.”

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City Outlook On May 22, 2007 City Council adopted the Baytown 2025 Comprehensive Plan. This Comprehensive Plan is an official public document that acts as a general guide for how the City should grow and operate over the next 20 years. The Comprehensive Plan plays many important roles in shaping the future of the community by the following:

•

• • •

Serving as a general “blueprint” for future development (and redevelopment) in and around Baytown with an emphasis on improving the community’s desirability as a place to live, work, play and shop; Documenting the character of the community, as well as anticipated issues, Baytown Gateway located on Interstate 10 trends, opportunities, and challenges facing the City; Providing a common vision supported by a series of goals and objectives for the next 20 years; Defining policies to guide daily decision-making regarding Baytown’s physical and economic growth; and Establishing a core set of strategies for aggressive implementation that emphasizes action and results.

Further, the Comprehensive Plan gives guidance to the content of the Unified Land Development Code – zoning chapter which became effective April 15, 2013 along with all 25,000 parcels in the City being rezoned to the new code. The Code provides clear regulations that will assist master plan developers in coming to Baytown and will assist neighbors in using the code to address uses of their personal property.

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READER'S GUIDE TO THE 2015-16 ANNUAL PROGRAM OF SERVICES (OPERATING BUDGET) The Reader's Guide provides an overview of the City of Baytown’s budget process and budget documents. The City of Baytown has prepared a budget designed to meet the highest standards of performance in municipal budgeting. The budget presentation format for department summaries has been designed to include program goals, objectives and meaningful workload and productivity measures. Various financial summaries, statistical information and detailed revenue sources are provided to help define the City's goals, purposes and assumptions for projections. The Major Funds are the Governmental Funds and the Proprietary Funds. All appropriations shall lapse at the end of the fiscal year to the extent that they shall not have been expended or lawfully encumbered. Project length financial plans are adopted for all capital project funds. BUDGET BASIS The budgets for the Governmental Funds are prepared on the modified accrual basis of accounting. Under this basis of accounting, revenues are recognized when they become both measurable and available to finance expenditures of the current period. Expenditures are recognized when the related fund liability is incurred, except for (1) inventories of material and supplies which may be considered expenditures when used; (2) prepaid insurance and similar items; (3) accumulated unpaid vacation, sick pay and other employee benefit amounts which need not be recognized in the current period and (4) principal and interest on long-term debts which are generally recognized when due. All proprietary fund types are accounted for on a flow of economic resources measurement focus and use the accrual basis of accounting. Revenues are recognized when they are earned and expenses are recognized when they are incurred. FINANCIAL STRUCTURE The financial structure of the Budget is organized by funds. The two types of funds utilized in this budget are Governmental and Proprietary. The specific funds that make up the Governmental Fund type are General Fund, General Debt Service Fund and Hotel/Motel Fund. The Proprietary Fund types are made up of the Aquatics Fund, Water and Sewer Fund, Water and Wastewater Interest and Sinking Fund, Sanitation Fund, Storm Water Utility Fund and Central Services Fund (Garage and Warehouse Operations). Each of the above mentioned funds operate separately and independently from one another; therefore, they are budgeted separately and include separate financial statements. A fund is generally defined as a fiscal and accounting entity, which has its own self-balancing set of accounts recording cash and other financial resources, as well as any liabilities or residual equities or balances. Funds are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with specific regulations, restrictions or limitations. MAJOR BUDGET PHASES The City of Baytown’s budget process includes four key phases. The timing and purpose of these phases defines the process. 1.

Budget Preparation and Training – March/April This period serves as a developmental timeline to highlight and include specific instructions for the new budget. Payroll projections are compiled and changes to systematic budget preparation are communicated and training is held.

Budget Priorities Through various strategic planning sessions held throughout the year and individual communications to the City Manager, the City Council has provided input concerning the City’s functional areas and the preferred methods of addressing budgetary challenges and revenue shortfalls; operational expenditures related to voter approved referendums; health care cost; sewer capacity/compliance issues and water and sewer rate increases.

The Proposed Budget - Late July Pursuant to City Charter, the Proposed Budget is required to be submitted to the City Council at least sixty (60) days prior to the beginning of each budget year. (Article V, Section 41 of the City Charter.) This document represents a modified and balanced version of departmental budget requests versus projected revenues. The Proposed Budget document is a product of proposals from the departments and revisions by City Administration and Finance staff.

The Adopted Budget – August/September The Adopted Budget represents a modified version of the Proposed Budget after the public hearing and the City Council’s review in August and September. Any changes deemed necessary by City Council to funding levels or revenue projections are reflected in the Adopted Budget. Revisions may also be made to reflect any updates to budget information.

THE BUDGET PROCESS The City of Baytown uses a hybrid zero based program oriented budgeting process. Each budgeting division within a department is given a target or "base level" funding based upon the previous year's funding level in which all expenditures must be justified each new fiscal year. With a few exceptions, no new fixed assets or new supplemental program funding

1-7

READERâ&#x20AC;&#x2122;S GUIDE (Continued) requests/positions may be included in base level funding. Any funding request that represents new expenditures and programs, or that is in excess of base level funding, must be submitted as a supplemental program funding request. These supplemental requests may be either a new program or an enhancement to an existing program. 1.

Budget Training for Support Staff/Budget Guideline Review February/March is when the budget guidelines, procedures and forms are reviewed. Changes may be made to the budget process in order to make budget development more efficient and address format requests from staff. More formal budget training is held in April. Departmental staff is convened for any new guidance on the budgetary process. During the training, staff is informed of the use of budgeting concepts, budget processes and the Cityâ&#x20AC;&#x2122;s budget system.

Revenue Projection The revenue projections for the new fiscal year begin mid-year of the current fiscal year. The Director of Finance, in consultation with department directors and division managers, base revenues upon consultations with state and local agencies, trend analysis, anticipated changes in the local and regional economy and discussions with directly associated staff members. Although beginning earlier, the budget revenue projection occurs concurrently with departmental budget development and extends until the budget is adopted based upon the receipt of any new information.

Proposed Budget Development During the budget development at the division and departmental level, the Budget Office works with managers to analyze requests, provide advice and lend assistance. Budget requests are based upon a base level funding, and any additional funding is made in the form of supplemental program funding requests. The program goals, objectives and measures are evaluated during budget development to determine effectiveness of program activities and levels of appropriate funding.

Proposed Budget Analysis/Compilation When division and departmental budget requests are completed, the Budget Office reviews and compiles a preliminary draft of the Proposed Budget. The Director of Finance, City Manager, Deputy City Manager, Assistant City Manager, and budget staff meet and review the submitted budgets during a series of meetings. Based on revenue projections and funding requirements, budget programs or supplemental requests are included in the proposed budget. A total recommended funding level is determined from both base level and supplemental program funding requests proposed. At this time the funding level is weighed against available resources. A tax rate increase may or may not be recommended depending upon program priorities and issues.

City Council Budget Study The Major Budget Issues Report is prepared by the City Manager for the Proposed Budget, which highlights and summarizes funding requirements, major changes in programs and alternatives for funding. The Major Budget Issues Report is then reviewed and discussed by the Council during the work sessions.

Public Hearing/Budget Adoption A public hearing on the budget is held in early August prior to final budget consideration. At the public hearing, the citizens or any other individual may make formal comment either for or against the Proposed Budget. The public also has the opportunity to attend City Council budget work sessions. Budget adoption can occur in late August or September after the City Council deliberations and the public hearing. The City Council may take action to modify the Proposed Budget per its discretion. The City Council also adopts a tax rate to support adopted funding levels. Pursuant to City Charter, the Proposed Budget as submitted by the City Manager becomes the Adopted Budget if no action is taken by September 27th. (See Article V, Section 46 contained in the City Charter.)

Compilation of Adopted Budget/Budget Maintenance An Adopted Budget is compiled and published during the first months of the new fiscal year. The Adopted Budget in the form of an amended Proposed Budget is available for public inspection in late September. Ledger amounts are prepared for the new fiscal year prior to October 1. Budget Maintenance is a year-round activity of division/department directors and the Budget Office. In addition to spending controls such as appropriation level "lock-out" and position control review, any unbudgeted expenses in the capital appropriation unit require authorization via a budget transfer. Other spending control mechanisms include monthly review of expenditures by the Budget Office.

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READERâ&#x20AC;&#x2122;S GUIDE (Continued) Quarterly budget analysis reports are prepared to present budget versus actual expenditure variances. These reports are reviewed by the staff and the City Council to identify and communicate any major expenditure variances. If necessary, a budget amendment ordinance is adopted based upon the third quarter budget analysis report. DEPARTMENT/DIVISION PROGRAM SUMMARIES Each division within a department is described by narrative information displayed on pages facing resource and expenditure information in order to give the City Council a well-rounded presentation of each division. Program summaries include the following information. Program Description - This section outlines the function and responsibilities performed by the division. It is provided to enable the reader to understand the program elements included in each particular division budget. Major Division Goals - Goals describe the purpose or benefit the division/department plans to provide to the community and/or organizations its serves. Goals identify the end result the division/department desires to achieve with its activities. Goals are often ongoing and may not be achieved in one year. Major Division Objectives - Objectives are quantifiable steps toward accomplishing stated goals. They should have a specific time frame or measurable achievement. Objectives should be able to be reached or completed within the current fiscal year. Objective statements are not required for every activity performed, but should focus on the major steps necessary for achieving established goals. Workload Measures - Workload measures reflect major activities of the division/department. They indicate the amount of work, which has been done in the past and projected workload levels for the current and next year. Workload measures should be able to be tracked with a reasonable amount of time and effort. Expenditures - The summary of expenditures show the category of expenses for each of the division's programs as compared from year to year. OTHER FUNDS The Baytown Area Water Authority (BAWA), Crime Control and Prevention District (CCPD), Fire Control, Prevention and Emergency Medical Services District (FCPEMSD) and Municipal Development District (MDD) included in the Component Unit section are presented for the overall comparability and are not subject to annual appropriation. Other miscellaneous funds are included in the budget to reflect the overall Cityâ&#x20AC;&#x2122;s operations. BAWA operates under a Board of Directors, which is appointed by the City of Baytown. The City of Baytown exercises oversight authority over the operations of BAWA; as a result, BAWA is reported as a component unit of the City. On May 14, 2011 the citizens voted to continue the Baytown CCPD dedicated to crime reduction programs and the adoption of a proposed local sale and use tax at a rate of one-eighth of one percent (1/8%). The City Council appoints all members of the governing board of CCPD. On May 14, 2011 the citizens voted to continue the Baytown FCPEMSD dedicated to fire safety and emergency medical services and the adoption of a proposed local sale and use tax at a rate of one-eighth of one percent (1/8%). The City Council appoints all members of the governing board of FCPEMSD. The MDD was created to levy and account for the collection of a sales and use tax at the rate of one-half of one percent for the purpose of financing economic development projects that provide economic benefit and diversify the economic base of the community. The boundaries of MDD include the portion of the City that is in Harris County and excludes the portion that is in Chambers County. The City Council appoints all members of the governing board of MDD and approves any debt issued by MDD. The Miscellaneous section consists of various funds designated for a single purpose. The presentation is a matter of information. Authorization is received by a grant, contractual arrangement, legislative requirement or budget appropriation in other funds.

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CITY OF BAYTOWN 2015-16 BUDGET CALENDAR Date

Day

Governing Body

April 1

Wednesday

Depts.

Budget Kickoff Meeting - Acting City Manager Explaining Budget Expectations

April 13

Monday

Depts.

Deadline for Computer/Technology requests to ITS

April 20

Monday

Depts.

Deadline for Departments to review their fee schedules and submit proposed changes

May 11

Monday

Depts.

Deadline submission for Department budget entry into system

May 20

Wednesday

Police

Final CCPD budget is due

May 15

Friday

Finance

May 27

Wednesday

Fire

May 26-Jun. 29

Activity

Budget Packet due to City Administration and major fund summaries available Final FCPEMSD budget is due

Adm./Finance/ Departmental Budget work sessions with City Management and Finance Staff Depts. CCPD Board reviews CCPD Proposed Budget & Set two Public Hearings CCPD

June 9

Tuesday

June 16

Tuesday

FCPEMSD

June 15

Monday

Finance

Final MDD budget due

June 29

Monday

BAWA

Final BAWA budget due

July 1

Wednesday

CCPD

July 2

Thursday

MDD

Publish notices of two CCPD Public Hearings on Proposed Budget (no later than 10 days before public hearings) MDD Board reviews MDD Proposed Budget at MDD Board Meeting & Set a Public Hearing

July 6

Friday

Budget

Final Changes to Budget Office by noon

July 8

Wednesday

FCPEMSD

July 14

Tuesday

CCPD

July 15

Wednesday

BAWA

Publish notice of FCPEMSD Public Hearing on Proposed Budget (no later than 10 days before public hearing) Conduct two Public Hearings & Consider Adoption of the Proposed CCPD Budget (no later than 60 days before October 1st). BAWA Board receives BAWA Proposed Budget & Set a Public Hearing

July 17

Friday

Budget

Send Proposed Budget to Print

July 21

Tuesday

FCPEMSD

July 22

Wednesday

MDD

July 23

Thursday

Council

July 23

Thursday

Council

July 23

Thursday

Council

July 29

Wednesday

Council

August 5

Wednesday

BAWA

Receive the CCPD Budget as adopted by CCPD Board (no later than 10 days after CCPD adopts the budget) Receive FCPEMSD Budget as adopted by FCPEMSD Board (no later than 10 days after FCPEMSD Board's adoption) Publish notices of the City Council Public Hearings on the Proposed CCPD and FCPEMSD Budgets (no later than 10 days before the public hearings) Publish notice of the BAWA Public Hearing on the Proposed BAWA Budget

August 6

Thursday

Council

City Council Budget Work Session

August 12

Wednesday

Council

Publish notice of the City Council Public Hearing on the Proposed City Budget

August 13

Thursday

Council

st Conduct Public Hearing on the Proposed Budgets of the CCPD (no later than 45 days before October 1 )

August 13

Thursday

Council

August 13

Thursday

Council

Conduct Public Hearing on the Proposed Budgets of the FCPEMSD (no later than 45 days before October 1st) Council Feedback on Proposed Budget & Set a Public Hearing

August 19

Wednesday

BAWA

Conduct Public Hearing & Consider Adoption of the Proposed BAWA Budget

August 20

Thursday

MDD

FCPEMSD Board reviews FCPEMSD Proposed Budget & Set a Public Hearing

Conduct a Public Hearing & Consider Adoption of the Proposed FCPEMSD Budget (no later than 60 days before October 1st). (only one public hearing is required) Publish notice of the MDD Public Hearing on the Proposed MDD Budget (no later than 10 days before public hearing) Receive the City's Proposed Budget submitted by City Manager & Set Budget Work session Date.

Conduct Public Hearing & Consider Adoption of the Proposed MDD Budget

* Note: Publishing Notice and Public Hearing dates subject to change.

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CITY OF BAYTOWN 2015-16 BUDGET CALENDAR Date

Day

Governing Body

August 27

Thursday

Council

August 27

Thursday

Council

City Council approves Special District Budgets: CCPD, FCPEMSD (no later than 30 days before October 1st) Conduct Public Hearing on the Proposed City Budget

September 10

Thursday

Council

st City Council approves Special District Budgets: BAWA (no later than 30 days before October 1 )

September 10

Thursday

Council

Consider Adoption of the Proposed City Budget

Budget

Submit Adopted Budget to GFOA for award 90 days after adoption of budget.

Activity

Tentative Tax Calendar Dates Dependent on Receipt of Certified Rolls (Subject to Change) August 19

Wednesday

Council

Certification of anticipated collection rate by tax collector

Late August

Council

Receive 2014 Certified Appraisal Rolls - Harris and Chambers County Appraisal Districts

September 10

Thursday

Council

Meeting of City Council to discuss tax rate. (If proposed tax rate exceeds the rollback rate or the effective tax rate, then vote to place a proposal to adopt the rate at future meeting. If motion passes, schedule two public hearings; second hearing may not be held earlier than the 3rd day after the first hearing.)

September 11

Friday

Council

N/A

Council

Publication of Effective and Rollback Tax Rates, unencumbered fund balances, debt obligation schedule and other applicable items (or as soon as practical thereafter; GCCISD publishes) Submit to City Council the Calculation of Effective and Rollback Tax Rates If Proposed Tax Rate exceeds the Rollback Rate or Effective Tax Rate, publish "Notice of Public Hearing on Tax Increase" (1st qtr.-page notice) at least seven days before public hearings; also on website and TV channel (60 second notice runs until 2nd hearing over) for first public hearing.

N/A

Council

If Proposed Tax Rate exceeds the Rollback Rate or Effective Tax Rate, hold 1st public hearing on the tax increase and announce the date, time and place of the meeting at which it will vote on the tax rate (vote shall be no less than 3 days and no more than 14 days after the second public hearing).

N/A

Council

If Proposed Tax Rate Exceeds The Rollback Rate or the Effective Tax Rate, hold 2nd public hearing on the tax increase (may not be held earlier than the 3rd day after the date of the first hearing) and announce the date, time and place of the meeting at which it will vote on the tax rate (vote shall be no less than 3 days and no more than 14 days after the second public hearing).

N/A

Council

October 8

Thursday

Council

Notice of Tax Revenue Increase published before meeting to adopt tax rate is the second quarter-page notice in newspaper before meeting and published on TV and website (if available, at least seven days before meeting). City Council adopts the 2015 Tax Rate ordinance (or before the 60th day after the date the certified appraisal roll is received by a taxing unit, whichever is later).

November 3

Tuesday

City

Late November

Council

Election Day Present published copy of budget document to City Council, City Clerk and County Clerk

* Note: Publishing Notice and Public Hearing dates subject to change.

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CITY OF BAYTOWN FINANCIAL POLICIES BUDGET ADMINISTRATION AND DEVELOPMENT INTRODUCTION The City of Baytown, Texas financial policies set forth the basic framework for the fiscal management of the City. These policies were developed within the guidelines established by the applicable provisions of the Texas Local Government Code and the Charter of the City of Baytown, Texas. They are intended to assist the City Council, management and staff in evaluating current activities and proposals for future programs. The policies are to be reviewed on an annual basis and modified to accommodate changes in circumstances or condition.

401

BUDGET PERIOD

401.1

Establishment of Fiscal Year. The fiscal year of the city government shall begin on the first day of October and shall end on the last day of September of each calendar year. Such fiscal year shall also constitute the budget and accounting year. As used in this charter the term "budget year" shall mean the fiscal year for which any particular budget is adopted and in which it is administered. (City of Baytown Charter, Article V, Section 40) Appropriation lapse at end of year. All appropriations shall lapse at the end of the budget year to the extent that they shall not have been expended or lawfully encumbered. (City of Baytown Charter, Article VII, Section 70)

401.2 402

BUDGET PROCESS

402.1

Determining Priorities. The budget shall provide a complete financial plan for the fiscal year, and the budget shall be prepared on the basis of policy priorities. Budget Prepared from Departmental Request. The City of Baytown departments shall prepare budgetary decision packages in a manner directed by the City Manager. Department directors shall indicate funding priorities. Deadline for Budget Submission. The city manager, at least sixty days prior to the beginning of each budget year, shall submit to the council a proposed budget and an explanatory budget message in the form and with the contents provided by sections 50 and 52. For such purpose, at such date as he shall determine, he, or an officer designated by him shall obtain from the head of each office, department or agency estimates of revenue and expenditure of that office, department, or agency detailed by organization units and character and object of expenditure, and such other supporting data as he may request. In preparing the budget, the city manager shall review the estimates, shall hold hearings thereon and may revise the estimates, as he may deem advisable. (City of Baytown Charter, Article V, Section 41) Public Hearing on Budget Submission. At the meeting of the council at which the budget and budget messages are submitted, the council shall determine the place and time of the public hearing on the budget, and shall cause to be published a notice of the place and time, not less than seven days after date of publication, at which the council will hold a public hearing. (City of Baytown Charter, Article V, Section 43) Truth in Taxation. Budget development procedures will be in conformance with the State law outlined in the Truth in Taxation process. In the event of a tax increase, notices will be given and public hearings will be held in conformance to this State law.

402.2 402.3

402.4

402.5

403

BUDGET ADMINISTRATION

403.1

Balanced Budget Required. The City of Baytown will develop balanced budgets in which current resources (current revenues plus fund balance) will equal or exceed current expenditures. The City will avoid budgetary procedures that balance the budget at the expense of meeting future yearâ&#x20AC;&#x2122;s expenses, such as: postponing expenditures, accruing future yearâ&#x20AC;&#x2122;s revenues, or rolling over short-term debt. The budget will provide for adequate maintenance and replacement of capital plant and equipment. Funding of Current Expenditures with Current Revenues. The budget will assure that current expenditures are funded with current revenues. Current operating expenses will not be capitalized or funded through the use of longterm debt. Use of Non-Recurring Resources. The City Of Baytown will use non-recurring resources to fund non-recurring expenditures. Performance Measures and Productivity Indicators. An annual budget where possible will utilize performance measures and productivity indicators.

403.2 403.3 403.4

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CITY OF BAYTOWN FINANCIAL POLICIES BUDGET ADMINISTRATION AND DEVELOPMENT 403.5

Department Budget Reporting. Regular reporting on budgetary status will be provided.

404

REVENUE POLICIES

404.1

Revenue Goal. The City will try to maintain a diversified and stable revenue system to protect itself from short run fluctuations in any individual revenue source. Development of Revenue Projection. The City will estimate its annual revenues using an objective analytical process. User Charges and Fees Required. User charges and fees will be established at levels related to cost of providing the services. The City will periodically revise user fees when necessary to adjust for inflation, program changes and policy changes. For Enterprise Funds, the City shall establish user fees and charges that fully support the total direct and indirect cost of the activity. Indirect costs include the cost of administration borne by other operating funds. For programs within the General Fund, the City shall establish and maintain fees for whose cost activities are to be supported by the user. For each supported activity, the City shall establish the level of support necessary. The fees shall be reviewed and adjusted when necessary to maintain the proper level. Tax Collection. The City will follow an aggressive policy of collecting property tax revenues. Tax Assessment. The City will monitor the appraisal procedures of the Harris & Chambers County Tax Appraisal Districts and provide necessary input to assure that sound appraisal procedures are maintained. Property will be assessed at 100% of full market value.

404.2 404.3 404.4 404.5 404.6 404.7

405

BUDGET AMENDMENT AND MODIFICATION

405.1

Adoption of Budget. The budget shall be adopted by the favorable votes of at least a majority of all members of the council. The budget shall be finally adopted not later than the twenty-seventh day of the last month of the fiscal year. Should the Council take no final action on or prior to such day, the budget as submitted by the City Manager shall be deemed to have been finally adopted by the Council. (City of Baytown Charter, Article V, Sections 45and 46) Budget, a Public Record. The budget and budget message and all supporting schedules shall be a public record in the office of the City Clerk open to public inspection by anyone. The City Manager shall cause sufficient copies of the budget and budget message to be prepared for distribution to interested persons. (City of Baytown Charter, Article V, Section 42) Transfer of Appropriations. At the request of the city manager, the council may by resolution transfer any unencumbered appropriation balance or portion thereof from one office, department or agency to another. (City of Baytown Charter, Article VII, Section 68) Amending the Budget. In case of grave public necessity, emergency expenditures to meet unusual and unforeseen condition, which could not by diligent thought and attention have been included in the original budget, may be authorized by the Council as an amendment to the original budget. In every case where such amendment is made, a copy of the ordinance adopting the amendment shall be filed with the City Clerk, published in the next issue of the official newspaper of the City, and attached to the budget originally adopted. Authority to Reduce Appropriations. The City Manager may at any time reduce appropriations for a department, office or agency.

405.2

405.3 405.4

405.5 406

RESERVE LEVELS

406.1

Undesignated Reserve Level Fund Balance. In order to maintain fiscal stability, the City maintains an unreserved fund balance to meet unforeseen emergencies that may arise. Appropriate levels of unreserved fund balances vary from entity to entity based on the relative impact of particular circumstances or financial conditions. The City of Baytown’s goal for unreserved fund balance considers factors such as bond ratings, threat of severe tropical weather due to our proximity to the Gulf Coast, our location adjacent to the petro-chemical complexes, unforeseen emergencies, and advice from the City’s financial advisor for fiscal planning. Potential fluctuations in revenue, and cash flow considerations between the start of the fiscal year (October 1) and the receipt of property tax revenues in December/January also require adequate reserves. Per Council’s adopted policy, the City’s targeted goal for unreserved fund balance is the equivalent of 60 to 90 days operating expenditures.

1-13

CITY OF BAYTOWN FINANCIAL POLICIES BUDGET ADMINISTRATION AND DEVELOPMENT 407

DEBT POLICY

407.1

Debt Policy. The objectives of the debt management policy is to maintain the City’s ability to incur present and future debt at minimal interest rates in amounts needed for infrastructure and economic development of the City without endangering the City’s ability to finance essential City services. Debt financing may include, but is not limited to, general obligation bonds, revenue bonds, certificate of obligation and lease/purchase agreements. The underlying asset that is being financed should have a longer life than the maturity schedule of the debt issued for the financing of the asset. Since issuing debt costs more to the entity than purchasing assets outright, the use of financing will be carefully evaluated to ensure the benefits, tangible and/or intangible, derived from financing exceed the related financing costs. Debt Limits. The City operates under a Home Rule Charter that limits the maximum tax rate, for all City Purposes, to $2.50 per $100 assessed valuation. Article XI, Section 5, of the Texas Constitution, provides for an overall limitation for Home Rule Cities of $2.50 per $100 assessed valuation. (See Statistical Section Tab for Computation of Legal Debt Margin.)

407.2

408

CAPITAL POLICY

408.1

408.3

Capitalization of an Item. An item is capitalized when it is recorded as a fixed asset and the acquisition cost is charged to a capital asset account. Capital Assets. This classification of an asset includes property, plant, equipment and infrastructure. Capital assets are defined as assets with an initial cost of more than $5,000 and useful life of more than one year. Capitalization Policy. Any asset with an acquisition cost of $5,000 or more and a useful life of more than one year is to be capitalized. Acquisition cost includes the purchase price, transportation costs and installation. Any asset with an acquisition cost of less than $5,000 or a useful life of less than one year is not to be capitalized. Its acquisition cost should be charged to an operating expense. Capital Projects are capitalized if it is new construction or if it extends the useful life of an existing fixed asset.

409

CAPITAL IMPROVEMENT POLICY

409.1

Capital Project or “Project”. As used in this charter, "capital project" or "project" means: (a) any physical public betterment or improvement and any preliminary studies and surveys relative thereto; (b) the acquisition of property of a permanent nature; (c) the purchase of equipment for any public betterment or improvement when first erected or acquired. (City of Baytown Charter, Article VI, Section 56) Power to Incur Indebtedness by Issuing Bonds, Notes, Certificates of Obligation, and Commercial Paper. The City may incur indebtedness by issuing its negotiable bonds, revenue bonds, notes, certificates of obligation and other commercial paper in accordance with state low to finance any capital project which it may lawfully construct or acquire, or for any legitimate public purpose. (City of Baytown Charter, Article VI, Section 57) Bond Ordinance; Vote Required. The City shall authorize the issuance of bonds by a “Bond Ordinance” passed by the affirmative votes of the majority of all members of its council. Revenue bonds may be issued by the council under the authority of Vernon’s Ann. Civ. St. arts. 1111-1118, as amended and all other applicable provisions of law. The issuance of tax bonds must be approved by a majority of the qualified voters who are property tax payers voting at an election called for that purpose. (City of Baytown Charter, Article VI, Section 58)

408.2

409.2

409.3

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CITY OF BAYTOWN

September 10, 2015

Honorable Mayor and Members of City Council City of Baytown, Texas

It is my privilege to submit the City Manager’s Adopted 2015-16 budget pursuant to Article V, Section 41 of the City Charter of the City of Baytown and relevant state law. This budget reflects a continuing commitment to provide a high level of service to our residents and support for our outstanding team of employees while preserving the City’s long-term viability. A copy of this budget document has been placed on file with the City Clerk and at the Sterling Municipal Library, where the public is welcome to review it during normal hours of operation. An electronic version will also be available on the City’s web site: www.baytown.org.

Budget Approach and Strategies This budget’s theme is “Frugality in the Face of Prosperity.” While the East Harris County economic climate continues to improve, the City still faces the challenges of revenue growth lagging behind the cost to keep pace with the needs of our city and our workforce. The ongoing expansions of the ExxonMobil, Chevron Phillips and Enterprise Products facilities will serve as a cornerstone for our growth over the next five years. The Chevron Phillips 1-Hexene project is complete and the new ethane cracker and expanded Normal Alpha Olefins unit projects are well underway. ExxonMobil’s steam ethane cracker construction continues and remains slated for completion in the second quarter of 2016. Enterprise Products is constructing a $1.5 billion Propane Dehydrogenation (PDH) unit in our ETJ just outside of Mont Belvieu and plans for additional projects in our ETJ should benefit the City in the future. These projects and other industrial growth will result in significant revenue enhancements through their Industrial District Agreements (IDA), especially when ExxonMobil and Chevron Phillips renew their agreements in 2016 and 2017, respectively. The Council-approved IDA advanced funding agreements will continue to provide a revenue stream supporting the additional Police Officers without burdening the General Fund with these recurring costs. Eighty percent of the funds advanced in the first three years will be incrementally repaid over a three year period after IDA renewals when our revenue streams should be greatly enhanced. The leadership of our City Council has positioned Baytown to support the impact of our growth with 17 public safety positions added in 2012-13 and 12 more in each of budget years 2013-14 and 2014-15. Negotiations with Police are ongoing for their increase to be effective January 1, 2016. The contract with the Fire membership is for two years with a 6% increase that was effective January 1, 2015 and will be effective January 1, 2016. FY2015-16 will be the third year of a three-year compensation plan to align our 2401 Market Street

P.O. Box 424 Baytown, Texas 77522-0424

(281)422-8281

Fax (281)420-6586

baytown@baytown.org

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employee compensation with a very competitive market. This budget includes an average 3% merit salary increase for non-civil service employees The ongoing desire to hold the line on taxes coupled with the need to support our most important resource, our employees, takes us into the next phase of compensation improvement. I am pleased to present a budget which continues our service level improvements, provides an average 3% merit based salary increase for our non-civil service employees, does not increase the employee cost for health care premiums and in fact provides employees a health insurance premium holiday of a month’s premiums as a way of sharing the health insurance fund’s fiscal success with employees. Furthermore, the Water and Sewer budget includes no rate increase. The top priorities established in the 2015-16 budget are: • • • • • • • • •

Provide outstanding Customer Service to our citizens and visitors through efficient delivery of essential services; Continue to enhance and improve public safety in Baytown; Continue capital project and bond programs to improve traffic safety and vehicular flow; Ensure our infrastructure keeps pace with demands of our growth; Attract and retain the highest quality workforce and provide competitive employee benefit programs; Continue quality of life and infrastructure maintenance and improvement programs; Continue economic development in all areas of our community; and Ensure long term financial integrity – matching recurring revenues to recurring expenditures and maintaining adequate working capital reserves. Begin strategic planning for the fiscal year 2016-17 budget on October 1, 2015

Employee Compensation Our employees are our most valuable asset. We have emerged from the economic recession that caused us to fall behind where we would like to be with our compensation programs. The lack of revenues made it very difficult to provide needed salary increases for our employees, many of whom have experienced increased workloads from our growth. Interim measures were taken to support our team members while we waited for recovery. The 2011-12 budget included a 5% bonus program and the 2012-13 budget provided a 4% across-the-board pay raise for our employees. In 2013 the Human Resources department completed a compensation study to help us develop a plan to return our compensation system to market competitiveness. As we work to re-establish our marketplace competitiveness, we have made a significant change in how we look at compensation. We redefined the market as cities in Texas from 80,000 to 300,000 population levels in the Houston, Dallas-Fort Worth and San Antonio metropolitan areas. This is a significant change that we knew would reflect greater disparity from market than our previous comparison cities. This change was warranted because Baytown is in competition for the top talent in this statewide arena. Because we want high quality employees at all levels in all departments, we are using the same market for all city positions throughout the organization. These philosophical changes also make the task of getting our employees to market compensation even more challenging. Now that we have all of our employees within the new salary ranges we need to work on placing them correctly within the ranges. This budget includes an average 3% merit-based salary increase for all non-civil service employees. This program of meaningful merit increases should keep us competitive in the market. This year’s budget also does not increase the employee portion of our healthcare insurance costs, and in fact provides for an

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employee “health insurance premium holiday” which will allow employees to share in the fiscal success of their health insurance program by eliminating one month of health insurance premiums for employees.

All Funds The total expenditures for all budgeted funds are $164,599,090 which is an increase of $5,241,048 compared to the current year budget. Summaries of the appropriations compared to this year are:

Fund General Fund General Debt Service Fund Hotel/Motel Fund Aquatics Fund Water & Sewer Fund WWIS Fund Sanitation Fund Storm Water Fund Central Services Funds Total Budgeted Funds

2014-15 Adopted Budget $75,648,897 16,270,553 1,364,818 3,637,141 36,314,665 16,259,495 5,037,046 1,367,987 3,457,440 $159,358,042

2015-16 Adopted Budget $82,341,247 14,454,064 1,276,832 3,351,350 42,063,118 11,386,647 5,282,871 1,786,551 2,656,410 $164,599,090

Increase (Decrease) $6,692,350 (1,816,489) (87,986) (285,791) 5,748,453 (4,872,848) 245,825 418,564 (801,030) $5,241,048

% Increase or (Decrease) 8.85% (11.16%) (6.45%) (7.86%) 15.83% (29.97%) 4.88% 30.60% (23.17%) 3.29%

General Fund The General Fund is our principal operating fund and accounts for many of the City’s services, such as Police, Fire & EMS, Health, Streets & Drainage, Traffic Control, Engineering, Parks & Recreation, Library, Planning & Development Services, etc. The General Fund budgeted revenues of $72,844,684 are 2.7% more than the current year’s budget primarily due to increases of $910,771 in Sales & Use Taxes, $618,950 in Industrial District Agreement payments and $519,766 in Property Taxes. Licenses & Permits increased by $68,400 due mainly to expanded commercial development fees and fee increases. Miscellaneous revenues are down $99,001 due discontinuance of passport issuance at the Library and a reduction in land rental of $20,000. Transfers in from other City funds are down $1,173,293 due to elimination of the Storm Water transfer and a reduction of the transfer from the Water & Sewer Fund. Total expenditures for the 2015-16 General Fund budget are $82,341,247, an increase of $6,692,350 or 8.85%. The full year cost of salary increases along with the expansion of public safety services creates a significant impact on expenditures in the General Fund.

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Comparison to Previous Budgets The budget has been prepared to provide core programs and services. The General Fund budget reflects an 8.85% increase over the 2014-15 budget. A historical comparison of General Fund budgets follows:

Water and Sewer Fund This rate-supported fund operates the water and wastewater utilities for the City. The cost of providing services is financed primarily through user charges. Total expenses for the 2015-16 budget are $42,063,118, an increase of $5,748,453 or 15.8% from the current budget. Operating expenses decreased $296,490 or 1.2% and the non-recurring expenses increased $6,044,943 or 51%. The primary increases are services, $650,588 for electricity and special services. In non-recurring expenses, a $5.4 million increase in the transfer to the Water and Sewer CIP Fund will be made, allowing us to allocate $8,430,000 on a payas-you-go basis to a number of water and sewer related capital projects. 2-4

Sanitation Fund This fund accounts for collection of residential refuse, brush and white goods, the yard waste management program and recycling activities. The Sanitation Fund currently provides the following services: • • • • •

Curbside collection of residential garbage/heavy trash, twice/week (Waste Management); Curbside recycling, once/week (Waste Management); Curbside collection of brush and limbs, once/month (City); Green Center – Recycling, open 4 days/week (Waste Management/City); Green Center – Drop-off, open 4 days/week (City).

The very successful, expanded recycling program that places 65 gallon or 96 gallon carts at all single family residences is in place in all neighborhoods in Baytown. No monthly rate increase for any Sanitation Fund activity is included.

Taxes, Rates and User Fees As we have persevered through the recent difficult economic circumstances, every effort was made to limit the financial burden on our residents. The City’s estimated property tax valuations continue to increase. Total taxable property values are expected to increase from $2,781,488,991 in tax year 2014 to $3,004,519,706 in tax year 2015 with no property tax rate increase included. The 4.3% increase in property tax revenues plus the 2% increase in IDA revenues comprise 17.1% and 43.6% respectively of General Fund revenues. IDA payments are received in lieu of ad valorem taxes in exchange for the City not annexing specific properties during the seven-year terms of the contracts. Key provisions of the current IDA policy include a rate increase ranging from 61% to 64% of the property’s fair market value over the life of the agreement and added value adjustments in contract years five through seven. The new model IDA policy is currently in development, the results of which may fundamentally change contract valuations into the future. There is no rate increase included for water and sewer or solid waste/recycling fees in this budget.

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Use of Fund Reserves The Cityâ&#x20AC;&#x2122;s adopted policy for General Fund Balance is to maintain the equivalent of 60 to 90 days of operating expenditures in ending Fund Balance. The ending fund balance of $11,829,842 projected for the 2015-16 budget represents 60 days of operating expenditures. Past practice has been to calculate days on total expenditures, not operating (recurring) expenditures, whereas this year funds in excess of 60 days have been transferred to CIPF for funding of capital projects on a pay-as-you-go basis. While this new method effectively reduces the amount required to be held in fund balance, these reserves are crucial for unplanned emergencies such as hurricanes and other natural disasters. In 2008 the City Council authorized the use of $5 million in General Fund Balance reserves just days after Hurricane Ike. These reserves are one reason we had such a rapid and successful recovery; the ending fund balance resulting from this budget provides a reserve level 240% higher than General Fund Balance reserves utilized in that recovery effort.

Economic Development The City maintains a mutually beneficial partnership with the Baytown Area/West Chambers County Economic Development Foundation (EDF) to enhance the Cityâ&#x20AC;&#x2122;s ability to recruit businesses that create jobs. The availability of Municipal Development District (MDD) funds is crucial to providing the resources necessary for this endeavor. Programs funded by the MDD include development of new and expansion of existing businesses, acquisition of property for economic development incentives and continued support of the EDF operations and special programs. Of special interest as this budget was developed was the announcement of plans to redevelop the 1,200,000 square foot San Jacinto Mall into a roughly 1,000,000 square foot open air shopping center. While demolition and reconstruction is expected to take up to five years, this project should reestablish this mall as the premier shopping destination in East Harris County and provide substantial long term economic benefits to the City and surrounding community.

Capital Improvement Program â&#x20AC;&#x201C; 2007 Voted GO Bond Funds Now Complete The City Council, Administration and Citizens agree that maintaining and improving the facilities and infrastructure within the City are vital to our growth and development. In November 2007, the voters overwhelmingly approved five initiatives that provide improvements in streets, sidewalks, drainage, public safety, parks, recreation and overall City beautification. A total of $69,000,000 of General Obligation Bonds (GOs) have been sold over the first five years of the 2007 program. In light of the stronger state of the economy and continuing favorable interest rates, the City issued the remaining $10.15 million of GOs in 2014-15. This completed the issuance of bonds authorized by voters. These funds provide the balance of funds needed for construction of the new 9-1-1 Center and provide matching funds for joint venture transportation projects and upgrades to our radio system.

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MAJOR BUDGET ISSUES Fiscal Year 2015-16 The purpose of this section is to provide basic revenue and expenditure information for all budgeted funds and staffâ&#x20AC;&#x2122;s recommendation for funding the 2015-16 budget. GENERAL FUND REVENUES General Fund revenue is comprised of taxes, license and permit fees, intergovernmental revenues, charges for services, miscellaneous revenues and transfers-in from other funds. The General Fund budgeted revenues are $72,844,684 which is an increase of $1,896,070 or 2.7% more than the 2014-15 budget. The budgeted increase is primarily attributed to increases in Sales & Franchise Taxes ($1,169,864), Industrial District Taxes ($618,950), Property Taxes ($519,766) and Fines and Forfeitures ($495,830). The revenue decreases are in Transfers In ($1,173,293), Miscellaneous ($99,001) and Intergovernmental ($57,126).

Property Tax Ad valorem taxes represent 17% of total revenue for the General Fund. The implementation of the 2007 General Obligation (GO) Bond Program approved by voters in November 2007 required the first increase in ad valorem property tax rates since 1992. The property tax rate increase in 2008-09 of $0.05 and in 2011-12 of $0.035 raised the Cityâ&#x20AC;&#x2122;s total tax rate to $0.78703 and $0.82203 respectively per $100 of property value. That increase was only allocated to the General Debt Service Fund for debt payments; therefore, large property tax revenue increases were not realized in the General Fund. The 2015-16 budget does not include a tax rate increase. The 2015 tax year (taxes used to finance the 2015-16 budget) estimated taxable assessed valuation is $3,004,519,706 which is an 8% increase in property values of $223,030,715 as compared to the 2014 tax year. Although the certified rolls are required to be presented to the taxing entities by July 25th or as soon thereafter as practicable, historically they have not been received until August, September or even as late as October. These budget projections are based on certified estimates of values as required by Texas Tax Code Sec. 26.01(c). Since this estimate of value is preliminary there may be differences between the certified tax roll and the preliminary estimated tax levy that could impact projected revenue in the budget. Total collections are estimated at $21,783,111 based on the preliminary property values and a tax rate of $0.82203 per $100 valuation. The levy allocates $11,965,098 for General Fund Maintenance & Operations (M&O) and $9,818,013 for General Obligation Interest & Sinking (GOIS) debt service. Industrial District Payments Industrial district payments are the largest source of revenue for the General Fund. The 2015-16 budget includes revenues of $31,566,433 from Industrial District Agreements (IDAs). IDA revenues comprise 43% of total General Fund revenues. The City has entered into contracts with industries located within its extraterritorial jurisdiction and these contracts specify payments to be made to the City in lieu of ad valorem taxes in exchange for limited immunity from annexation of specific properties during the seven-year terms of the contracts. The City of Baytown currently has 56 active Industrial District Agreements. Key provisions of the new IDA policy include a staggered rate increase from 61% to 64% over the seven year life of the agreement and an additional 1% yearly public community improvement rate will be added to the industrial district payment rate and will be available for rebate to the company for approved beautification projects. Payments are calculated using the "base value" concept with the value set at the higher value of January 1, 2002, January 1, 2009, as specified/and or used in a previous Industrial 3-1

MAJOR BUDGET ISSUES Fiscal Year 2014-15 District Agreement between the Property Owner and the City, or the most recent certified value as of the date on which a contract is executed. The existing contracts that have not come up for renewal compute the payments based upon fifty to sixty percent (50%-60%) of the fair market value of the industry within the industrial district times the current tax rate. The contract has a base year of 2002 or the latest certified value, whichever is greater. New, first time IDAs include an added value clause that captures property value in excess of the base value in years five, six and seven of the agreement by including a prorated amount of the “added” value as part of the overall value used to determine the total industrial district payment. This proration occurs at rates of 21%, 42% and 64% respectively. The added value clause applies to new, first time contracts and does not extend beyond each contract’s initial term. Sales & Use Taxes Sales and use taxes provide 19% of total revenues and is the second largest revenue source to the General Fund. Of the total sales tax rate in Baytown of 8.25%, the State of Texas retains 6.25% and 2% is remitted to the City. The City allocates that 2% as follows: the General Fund receives one-half of the 2% or 1%, the Municipal Development District (MDD) receives one-fourth of the 2% or 0.5%, the Street Maintenance Fund (SMF) receives one-eighth of the 2% or 0.25%, and the Baytown Crime Control and Prevention District (CCPD) and the Baytown Fire Control, Prevention and Emergency Medical Services District (FCPEMSD) both receive one-sixteenth of the 2% or 0.125% each. Because of the steadily improving local economy, the 2015-16 budget projection reflects an increase in sales tax revenue of 6.8% over current year budgeted amounts. Franchise Tax Franchise Taxes are projected at $3,900,000, an increase of $259,093 compared to the 2014-15 budget. Electric Utility franchise taxes comprise 68% of budgeted franchise tax revenues, up $117,093 or 5% from the current year. Telephone franchise tax revenues have decreased steadily in prior years due to the increased usage of cell phones instead of land lines, and adopted revenue on this line item again represents a decrease from the current year budget. Natural Gas franchise tax revenues, down in recent years due to lower natural gas prices, appear to have stabilized and we project $95,000 more in this revenue stream than budgeted currently. Cable TV franchise taxes are projected to increase 1.9% ($12,000) from the current year. Licenses & Permits The budget includes Licenses & Permits revenue of $1,405,550 which is $68,400 (5.1%) greater than the 2014-15 budget for this category. The increase is attributed to expanded building and development activity and fee increases. Licenses and permits constitute 1.9% of total General Fund revenue. Intergovernmental Revenues Intergovernmental revenues of $606,562 are estimated to decrease $57,126 from the 2014-15 budget, due primarily to elimination of $60,000 in Federal Emergency Management Administration (FEMA) revenue included in the 2014-15 budget. Intergovernmental revenues represent 0.8% of total General Fund revenue. Charges for Services Charges for Services are projected at $1,962,380 which is $313,180 more than the 2014-15 budget. Charges for Services are primarily revenues received from ambulance service ($1,700,000). This category comprises 2.7% of total General Fund revenue. Fines and Forfeitures Fines and forfeitures of $2,692,330 are comprised of revenues from the traffic safety enforcement activities through the Municipal Court of $2,300,000 and Motor Carrier Violations of $350,000 with $42,330 derived from Library fines. This revenue source represents 3.7% of General Fund revenues. Miscellaneous The largest single component of miscellaneous revenue is investment interest earnings, and while the City’s investment returns have improved over the prior year due to diversification, the low investment rate environment persists. Miscellaneous revenues budgeted for 2015-16 are estimated to decrease $99,001 from the current budget year, resulting from elimination of the passport issuance program at the Library and reduced rental income to the City. Operating Transfers In Operating transfers in are decreasing $1,173,293 from the 2014-15 budget and represent 4.5% of General Fund revenues. The decrease is primarily due to elimination of transfers to the General Fund from the Storm Water Fund and reduction of Water and Sewer Fund transfers. The Storm Water Fund transfer elimination will allow projects to 3-2

MAJOR BUDGET ISSUES Fiscal Year 2014-15 be funded directly from that fund rather than reimbursing the General Fund for the portion of eligible expenditures for activities required by the Cityâ&#x20AC;&#x2122;s Federal storm water permit. EXPENDITURES The purpose of this section is to give a general description of the major functional areas in the General Fund and describe the changes within them. Included in these expenditures are any new/expanded programs, continuing programs and capital purchases. The General Fund accounts for all municipal activities except for those required to be accounted for in another fund. Police, Fire, Emergency Medical Services, Health, Public Works, Parks, Library, etc. are funded within the General Fund. Total expenditures for the 2015-16 budget are $82,341,247, an increase of $6,692,650 (8.8%) over the current year budget. Increases in overall expenditure categories include Transfers Out â&#x20AC;&#x201C; CIPF ($6,808,800), Personnel Services ($1,741,868), Services ($311,773), Operating Transfers Out ($58,676) and Contingency ($27,000). Expenditure reductions, compared to the current year budget, are Capital Outlay ($1,810,193), Sundry ($35,139) and Maintenance ($13,215).

Personnel Services The increase in personnel services expenditures in the 2015-16 budget reflects several factors. Step pay increases for Police and Fire civil service will be honored pursuant to established salary pay grade schedules based on years of service. Non-civil service employees will be subject to a merit-based compensation adjustment as we move into the third year of our market equalization program. As in past years, the City and its employees will continue to share responsibility and work together to reduce healthcare costs. Last year the City expanded its wellness clinic due to a desire to strengthen its utilization rate and for 2015-16 the City is pleased to be able to offer employees a Health Care Holiday from one month of health care insurance premiums. This holiday lets employees share in the excellent fiscal performance of the Health Care Fund by reducing their contribution to that fund for one month of the upcoming fiscal year. Retirees over 65 continue to be on a Medicare supplement which provides them with equal or better coverage at a lower cost. The City no longer offers retiree insurance coverage for any employee who started employment with the City after January 1, 2010. No premium increase for employees or retirees is planned.

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MAJOR BUDGET ISSUES Fiscal Year 2015-16

INFRASTRUCTURE AND CAPITAL PROJECTS The City Council, Citizens and Administration agree that maintaining and improving the facilities and infrastructure within the City is vital to its growth and development. In November 2007, the voters overwhelmingly approved five initiatives that are providing improvements in the following areas: streets; sidewalks; drainage; public safety; parks, recreation and beautification. The full amount of the 2007 authorization of $79,975,000 in General Obligation Bonds (GO’s) have been sold through the 2014-15 budget year. The City will continue to monitor and assess the cash flow of projects and as necessary adjust the project schedule. Utility Capital Improvements - Another capital improvement initiative seen as critical to the growth and development of the City is the utility infrastructure. Current and active projects detailed in this document represent over $125 million in improvements from 2002 through 2018. Projects in this category include development and redevelopment of wastewater treatment plants and lift stations; water and sewer line rehabilitation; line extensions; new and rehabilitation of existing water towers; and water well replacement. The City issued $11 million in Certificates of Obligation (COs) in 2013-14 to provide funding for these projects. Additional ongoing projects that will improve the City’s utility infrastructure include the hardening of lift stations and other water and sewer facilities throughout the City. These projects are funded by grants and are budgeted in excess of $17 million. Street Maintenance Improvements – Funded by a dedicated sales tax which was reauthorized for a second time in 2011 and is up for another reauthorization in November 2015, the Street Maintenance Fund provides a critical program to address the maintenance of city streets in sub-standard condition. Represented in the current program is additional funding for Asphalt Base Restore/Mill and Overlay ($901,000); Crack Seal and Joint Repair ($100,000); Concrete Street Repair ($1,600,000); Street Striping ($200,000); and new Capital Project Initiatives ($900,000). General Capital Improvement Program Fund (CIPF) – This fund is used to provide for various projects and is primarily funded with a transfer from the General Fund as well Contributed Capital for specific projects. Major recurring programs reflected here include funding for the CIP Project Management ($307,164) and Building Demolition ($468,525). A major portion of the transfer from the General Fund in the 2015-16 budget year is for the San Jacinto Mall ($5,500,000) and 911 Center ($1,100,000) projects. Funding has been captured here from the Fire/EMS Special District to provide for Phase II of the Fire Training Grounds Facility ($1,711,538) and Fire Radio Replacement ($689,139). Other projects include Goose Creek Trail ($150,000), Marina Over-dredging Costs ($500,000), Quiet Zone ($255,602), Town Square Project ($238,853) and Improvements to Spur 330 Feeder Road ($1,007,123). Also budgeted is $1,000,000 for New Capital Project Initiatives that may be identified during the budget year. ECONOMIC DEVELOPMENT Increasing the retail base within the City of Baytown is crucial to the ability of the City to develop and provide the resources necessary to support the development. The addition of new and the retention of existing retail facilities not only enhances the tax base of the City, but it also creates jobs for our citizens which in itself creates a positive economic impact. 3-4

MAJOR BUDGET ISSUES Fiscal Year 2014-15 The City maintains a mutually beneficial partnership with the Economic Development Foundation (EDF) to enhance the City’s ability to recruit businesses that create jobs. The availability of Municipal Development District (MDD) funds is crucial to providing the resources necessary for this endeavor. Programs funded by the MDD include development of new and expansion of existing businesses, acquisition of property for economic development and continued support of the EDF operations and special programs. RESERVE LEVELS In order to maintain fiscal stability, governmental entities maintain a General Fund unrestricted fund balance to meet unforeseen emergencies that may arise. Appropriate levels of unrestricted fund balances vary from entity to entity based on the relative impact of particular circumstances or financial conditions. The City of Baytown’s goal for unrestricted fund balance considers factors such as bond ratings, threat of severe tropical weather due to our proximity to the Gulf Coast, our location adjacent to the petro-chemical complexes, unforeseen emergencies, and advice from the City’s financial advisor for fiscal planning. Potential fluctuations in revenue, and cash flow considerations between the start of the fiscal year (October 1) and the receipt of property tax revenues in December/January also require adequate reserves. The City’s targeted goal for unrestricted fund balance, per adopted resolution, is the equivalent of 60 to 90 days operating expenditures. The General Fund ending balance of $11,829,842 projected for the 2015-16 budget represents 60 days of operating expenditures. The 2015-16 budget will again use a portion of the fund balance to fund some of the non-recurring expenditures as follows: Total revenues

$72,844,684

Less recurring expenditures Revenues available to fund nonrecurring expenditures

(72,517,467)

Total non-recurring expenditures Decrease in fund balance

327,217 (9,823,780) ($9,496,563)

The Governmental Accounting Standards Board (GASB) issued Statement 45, entitled Accounting and Financial Reporting by Employers for Postemployment Benefits Other Than Pensions. The statement addresses how state and local governments should account for and report their costs and obligations related to post-employment healthcare and other non-pension benefits, commonly referred to as other post-employment benefits, or OPEB. Baytown implemented GASB 45 in FY2009. The City is currently on a pay-as-you-go option for its OPEB liability. To help limit the liability, the City no longer offers retiree health insurance coverage for any employee who starts employment with the City after January 1, 2010. GENERAL DEBT SERVICE FUND The General Debt Service Fund accounts for the payment of principal and interest on general long-term liabilities paid primarily by taxes levied on property within the City. The current debt service allocation for 2015-16 is $14,454,064, consisting of $9,406,293 in principal, $4,997,771 in interest and $50,000 for fiscal agent fees. Tax revenues are projected to be $10,363,013. Transfers of $3,987,341 from the Wastewater Interesting and Sinking Fund provides for servicing of debt related to water & sewer infrastructure and $426,713 from the Municipal Development District covers a portion of the debt for the Pirates Bay Water Park. HOTEL/MOTEL FUND This fund accounts for the use of Hotel/Motel Occupancy tax revenue generated by the City’s twenty-two hotels. The Hotel Occupancy Tax (HOT) is calculated by the hotel/motel based on 7% of their taxable receipts and remitted to the City on a quarterly basis. These revenues must be spent to promote or encourage tourism and/or convention delegates. Eligible expenditures to promote tourism include establishing or enhancing a convention center; administrative cost for facilitating convention registration; tourism-related advertising and promotions; and tourism-targeted programs that enhance the arts, historical restoration or preservation programs. The distribution of hotel/motel tax revenue is specified by state law. At least 1% of the 7% occupancy tax annual revenue must be spent on advertising and general promotion of the city and its vicinity. The city is prohibited from 3-5

MAJOR BUDGET ISSUES Fiscal Year 2015-16 spending more than the greater of 15% of the hotel occupancy fund balance or 1% of the 7% occupancy tax annual revenue for development or enhancement of arts programs. Expenditures for historical purposes are limited to a maximum of 50% of the annual hotel tax revenue collected, if the municipality does not allocate any hotel occupancy tax revenues for convention/civic center purposes. Since Baytown borders an estuary or bay with a population less than 80,000 we are eligible to utilize not more than 10% of the revenue derived from the hotel/motel revenue fund balance for maintenance, improvement and operation of parks and facilities that serve the purpose of attracting visitors and tourists to the City, as long as funds expended for promotional activities do not fall below the average annual expenditures of the prior three years. Any expenditure must be consistent with one of the categories noted and serve to promote tourism, conventions and the hotel industry. REVENUES The 2015-16 budgeted revenue from hotel occupancy tax of $1,200,000 represents an increase of $200,000 over the current year budget due to rising occupancy rates. It is anticipated that those occupancy rates will continue to rise with the current construction projects in and around the City. The budget also includes interest earnings of $3,500 for total revenue of $1,203,500.

EXPENDITURES Total expenditures budgeted for the Hotel/Motel Fund are $1,276,832, a decrease of $87,986 or 6.5% as compared to the current year budget. The majority of this decrease results from Capital Outlay ($147,000) and Contingency ($80,000) and is offset by Sundry & Other increasing by $125,000 to fund a new initiative of grant partnerships. The City’s Tourism Coordinator and Marketing Specialist continue to be fully funded in the 2015-16 budget. 

4th of July Celebration ($221,373) – The celebration is a source of tourism bringing people from outside the community to the City. The total cost of the celebration includes a fireworks display, live entertainment, sound and lights, security and personnel, supplies, advertising and other.

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Promotion and Advertising – The budget includes $1,050,498 for public relations activities, advertising and promoting tourism for events that are designed to bring out-of-town visitors to Baytown. Tourism advertising includes the advertisement of City-sponsored events such as the 3rd and 4th of July Festival, Grito Fest, Nurture Nature Fest and general promotion of all tourism venues in Baytown.

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Continuing for the 2015-16 budget is the method the city utilizes to distribute its HOT funding to outside entities. A new application process was instituted for the Baytown Tourism Partnership Grant Program in 2013-14. This program’s allocation for the 2015-16 budget year is $125,000. Outside organizations compete for these dollars based on their ability to bring in tourists and promote the Baytown convention and hotel industry.

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Funding for $7,000 is contained in the budget for maintenance of the promotional web page for the City of Baytown. This website is dedicated to providing information to potential visitors to promote tourism.

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Annual Cleanup of Bays, Waterways & Estuaries – The budget includes funding of $114,145 for the annual cleanup of bays, waterways and estuaries throughout Baytown. The current locations for this cleanup and

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MAJOR BUDGET ISSUES Fiscal Year 2014-15 maintenance include Bayland Marina, WC Britton Park, Goose Creek Park, the Baytown Nature Center, Bicentennial Park and Roseland Park. 

Summer Concert – Grito Fest – This allocation of $64,479 will fund a concert to include staged entertainment, food and beverage booths and security.

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Nurture Nature Fest and Great Goose Fest – Events for $28,700 are aimed at tapping the eco-tourism market and showcasing the Baytown Nature Center and the Eddie V. Gray Wetlands Recreation and Education Center.

AQUATICS FUND REVENUES In June 2010, the City opened the Pirates Bay Water Park, a Caribbean themed 3-acre water park. In May 2011 the Calypso Cove Water Park opened in N. C. Foote Park. Both are operated by the Baytown Parks and Recreation Department. With the expanded waterpark now operating, 2015-16 revenues for Pirates Bay and Calypso Cove are projected to be $3,026,300, down from $3,233,300 in the current budget. EXPENDITURES The 2015-16 budgeted expenditures for the Aquatics Fund which includes Pirates Bay Water Park and the Calypso Cove total $3,351,350 and includes $440,500 for capital outlay at the Water Parks. Pirates Bay Water Park opened for the season in May and staff estimates that attendance will be 178,000 for the current season. The new rate structure that went into effect in 2014-15 is designed to provide sufficient revenues to cover annual operations and maintenance costs of $2,439,683, as well as continuing the practice of allocating a dollar from each ticket sold to a capital replacement fund which for 2015-16 is projected to be $178,000. The Aquatics Fund will transfer $71,167 to the Water and Wastewater Interest and Sinking Fund, continuing funding of debt service for the Pirates Bay expansion begun in the 2014-15 year. WATER AND SEWER FUND This fund accounts for the water and wastewater utilities for the City in a manner similar to private business enterprises, where costs of providing services are financed primarily through user charges. REVENUES Water Volume – The 2015-16 budget estimates water sales of $18,354,390 based on an average usage of 12.5 million gallons per day (MGD). Fluctuations in rainfall amounts can significantly impact actual sales. No rate increase is adopted for the 2015-16 budget.

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MAJOR BUDGET ISSUES Fiscal Year 2015-16 The rate structure includes a “Customer Charge” of $3.62 per account inside the City and $7.24 outside the City, applied to all customer types, to recover the current costs of meter reading and maintenance, billing, and other customer service functions of the system. The “Base Facility Charge” is based upon meter size for all NonResidential, Irrigation, and High-Volume User accounts and per physical dwelling unit for Single-Family and MultiFamily residential accounts. No monthly consumption allowance is included in the “Base Facility Charge.” SingleFamily Residential and Irrigation accounts are calculated using an inclining block, conservation rate structure. Residential sewer has a 12,000-gallon cap. The Water and Sewer Rates for the current and new budget year are depicted on the following table. The Water and Sewer Rate Table: Service Individually Metered Single-Family Residential Inside City Water Monthly Customer Charge Water Monthly Base Facility Charge Water consumption rates: Up to 2,000 gallons per unit Between 2,001 - 6,000 gallons per unit Between 6,001 - 12,000 gallons per unit Between 12,001 - 18,000 gallons per unit Use over 18,000 gallons per unit Sewer Monthly Customer Charge Sewer Monthly Base Facility Charge Sewer consumption rates: Up to 2,000 gallons per unit Between 2,001 – 12,000 gallons per unit Outside City Water Monthly Customer Charge Water Monthly Base Facility Charge Water consumption rates: Up to 2,000 gallons per unit Between 2,001 - 6,000 gallons per unit Between 6,001 - 12,000 gallons per unit Between 12,001 - 18,000 gallons per unit Use over 18,000 gallons per unit Sewer Monthly Customer Charge Sewer Monthly Base Facility Charge Sewer consumption rates: Up to 2,000 gallons per unit Between 2,001 – 12,000 gallons per unit Volume User Water consumption rate/1,000 gallons

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Rates Effective FY2015 & FY2016 $ 3.62 $ 7.53 $ 2.57 $ 5.60 $ 6.71 $ 8.74 $11.36 $ 3.62 $ 7.53 $ 2.60 $ 5.63 $ 7.24 $15.05 $ 3.86 $ 8.39 $10.09 $13.10 $17.04 $ 7.24 $15.05 $ 3.91 $ 8.45

$ 4.13

MAJOR BUDGET ISSUES Fiscal Year 2015-16 EXPENDITURES Total expenditures for the 2015-16 budget are $42,063,118, an increase of $5,748,453 or 15.8%. Highlights of changes by object class include the following: 

Personnel related line items decreased $82,730 or 0.9%. Personnel costs include wages, health insurance, workers compensation and retirement.

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Supply costs are expected to decrease $759,848 or 6.6% primarily due to an anticipated volume reduction of treated water purchased from BAWA. The treated water expense of $10,000,000 represents 24% of the Utility’s total 2015-16 budget.

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Maintenance decreases are $104,500 or 6.9% due primarily to less required maintenance across the spectrum of operations.

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Services are increasing $650,588 or 0.3% due primarily to an increase in electricity costs.

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Capital outlay is decreasing $101,232 or 21% based on reduced planned spending on vehicles, machinery and equipment.

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Transfers to the CIP Fund are increasing by $5,430,000 based on current needs.

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Transfers to the W&S Debt Service Fund are increasing by $1,133,310 based on debt service requirements.

WORKING CAPITAL In order to maintain fiscal stability, governmental enterprise funds maintain a working capital balance to meet daily liquidity needs. Appropriate levels of working capital vary from entity to entity based on the relative impact of particular circumstances or financial conditions. The goal for Water & Sewer Fund working capital is 60 to 90 days operating expenses. Working capital is defined as current assets (e.g. cash, investments, accounts receivable) less current liabilities (e.g. accounts payable). Working capital of $3,972,729 or 60 days of operating expenses, is projected as of September 30, 2016. As in the General Fund, the Water and Sewer Fund is currently on a pay-as-yougo option for its OPEB liability. To help limit the liability, the City no longer offers retiree health insurance coverage for any employee beginning employment with the City after January 1, 2010. WATER AND WASTEWATER INTEREST & SINKING FUND The debt service requirement for 2015-16 is decreasing $4,872,848 due to lower scheduled debt service payments and a planned drawdown of fund balance.

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MAJOR BUDGET ISSUES Fiscal Year 2014-15 SANITATION FUND The Sanitation Fund accounts for collection of residential refuse, brush and white goods, the yard waste management program, and recycling activities. The Sanitation Fund either through a contract with Waste Management, Inc. or City crews, currently provides the following services:     

Twice per week curbside collection and disposal of residential garbage and heavy trash. (Waste Management) Once per week curbside recycling (Waste Management) Once a month curbside collection of brush and limbs. (City) Provision of a drop-off recycling center open 4 days per week. (Waste Management & City) Provision for a junk drop-off center open 4 days per week. (City)

REVENUES The Sanitation Fund’s revenues are projected to be $4,983,030, a decrease of $113,000 or 2.2%. This decrease results from most recent estimates of current year revenues, and a rate increase is not recommended at this time. The recycling program places 65 gallon or 96 gallon carts at all single family residences. There is still no cost to utilize the recycling center, which remains open to complement curbside recycling by accepting a wider range of materials (now including e-waste) as well as recyclable materials from businesses. EXPENDITURES Total expenditures for the 2015-16 budget are $5,282,871, an increase of $245,825 or 4.9% as compared to the 201415 budget.

WORKING CAPITAL In order to maintain fiscal stability, governmental entities maintain a working capital balance to meet daily liquidity needs. Appropriate levels of working capital vary from entity to entity based on the relative impact of particular circumstances or financial conditions. The Sanitation Fund is primarily a fee-for service fund and the working capital requirements are not as stringent since most costs are not incurred if service delivery is interrupted. Working capital of $502,829 or 38 days of operating expenses, is projected as of September 30, 2016. STORM WATER UTILITY FUND The Storm Water Utility Fund was established in order to ensure compliance with NPDES Storm Water Phase II. As part of the Federal Clean Water Act (CWA) under the National Pollutant Discharge Elimination System (NPDES) the U.S. Environmental Protection Agency (EPA) has mandated that the Texas Commission on Environmental Quality (TCEQ) establish permit guidelines, under the Texas Water Code, for Municipal Separate Storm Sewer Systems (MS4). Phase I of the requirement included medium to large (100,000+ population) cities with Phase II including those cities of less than 100,000 populations. There are two ways for a city to comply: (1) file for an individual NPDES permit; or (2) participate with a Texas Pollutant Discharge Elimination System (TPDES) General Permit. The 3-10

MAJOR BUDGET ISSUES Fiscal Year 2015-16 second option is far less expensive and provides greater coverage by the State program. The State has completed the implementation of the General Permit program and Council has begun adopting the necessary ordinances and rules for compliance. Our Storm Water Program is operated under both the EPA and State guidelines. This was an unfunded mandate by the USEPA and TCEQ; however, municipalities are allowed to create enterprise type funds which collect fees to offset the costs of the program. The City has created an enterprise fund and has also received a State General Permit to operate our Storm Water Phase II program. The Permit must be reviewed and renewed every five years to insure continued compliance with both the USEPA and TCEQ requirements. The Storm Water fee is a 22-tier rate structure, with the residential tier being the largest in number. A 50¢ increase is included in the rates, with each residential account being charged a $2.00 fee, up from the current $1.50 monthly charge. All non-residential accounts will be charged a fee based on the single-family living unit equivalent, which is determined by evaluating the impervious area of the property. This rate change will raise available revenue in this fund from $1,200,000 in the current year to $1,640,000 in the 2015-16 budget. In prior years the Storm Water Fund transferred funds to the General Fund for completion of storm water projects; effective this year these transfers will no longer be made. The Storm Water Fund will now fund these projects directly from this fund. Expenditures include 16 staff positions in Personnel Services ($1,083,176), Supplies ($86,550), Maintenance ($105,000), Services ($188,325), Sundry ($1,000) and Capital Outlay ($322,500). The estimated working capital at September 30, 2016 is $380,353 or 95 days.

CENTRAL SERVICES (Garage & Warehouse Operations) GARAGE FUND The Garage Fund provides motor vehicle service and repair for all City operations except Fire and Police. The Garage Fund is supported through charges to user departments. Total expenditures for the 2015-16 budget are $2,390,839. A fuel surcharge of 6% is assessed to user departments that fuel at the Garage to offset fixed costs associated with Garage operations. The fee structure for the various types of vehicles is as follows:   

Light vehicle rate (motor vehicles up to and including one ton load capacity) - $50/Hr. Medium vehicle and equipment rate (motor vehicles exceeding one ton capacity) - $65/Hr. Heavy and construction equipment rate - $80/Hr.

The budget for the Garage Fund is developed as a generally break even operation.

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MAJOR BUDGET ISSUES Fiscal Year 2014-15

WAREHOUSE OPERATIONS The Warehouse provides common items used on a daily basis throughout the city. The Warehouse maintains and accounts for supplies used in the field for Public Works and Parks & Recreation, office supplies used by most city departments and vehicle parts used on the city fleet. The Warehouse is supported through operating transfers from the General Fund and Water & Sewer Fund on a cost basis. Total expenditures for the 2015-16 budget are $265,571, a decrease of $747,096 due primarily to reduction of a one-time budget in the current year for water meter costs to be purchased for resale of $750,000 driven by local development. Revenues have decreased by a like amount. Like the Garage, the budget for the Warehouse is meant to be generally break-even.

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FY 2014-2015 UPDATE OF THE STRATEGIC ACTION PLAN Action REF # G Growth Capacity G1 Prioritize, budget for and include in the city’s capital improvements program the water and wastewater improvements identified in the Water and Wastewater Master Plans. G2

FY 2014-15 Status

The City will continue to make water and wastewater improvements annually in excess of $7,000,000 per year for the foreseeable future. In addition, the City has completed 90% design review of the new 6MGD Surface Water Treatment Plant. This plant, located on the East side of town, will have the ability to convert to alternative treatment processes such as Desalination. Update the city’s development ordinances to Amendments, like the changes proposed for Access Management, are still being reflect the infrastructure policies outlined in the considered for the subdivision ordinance based on recommendations from the Mobility Comprehensive Plan. Plan.

Identify and replace older wastewater lines that face infiltration problems.

The City continues to aggressively pursue updates and preventative maintenance to the City's sanitary sewer system. The minimum of $1,000,000 is spent yearly on this rehabilitation project. This continuing project is currently on schedule, recently, initiating neighborhood-wide pipe bursting projects at Baybrook. Engineering and Public Works continue to proactivly and systematically address the replacement of these older City systems. The City is currently designing for the rehabilitation and upsizing of two existing lift stations and the installation of one completely new lift station. For example, Garth Road lift station is being designed to allow for several new subdivisions and future growth in that service area; San Jacinto Boulevard is under design to include new sewer lines and a new lift station to serve the area between John Martin and Garth Road.

Establish a timeline for transition of services from Municipal Utility Districts inside city limits to city services.

The City continues to monitor the debt level and economic viability of the Municipal Utility Districts currently in the City's ETJ in an effort to analyze and determine if annexation of these MUD's would be in the City's overall best interest.

Establish a regular schedule for updating the The impact fees for water and sewer were updated in 2014 and require updating every 5 city’s capital recovery fee for new years under state law. The fees will be re-evaluated in 2019. development to ensure it reflects current costs.

Prioritize and implement the recommendations established in the Master Drainage and Flood Mitigation Plans by coordinating with other agencies, allocating resources, and incorporating projects into the city’s capital improvements program.

Develop drainage criteria and standards for new developments.

The San Jacinto Blvd. project is another example of the City's concerted effort to consolidate detention and minimize the number of ponds scattered throughout the City. The City will continue to emphasize regional and sub-regional detention initiatives. Another example of this concerted effort is between the City and Harris County Flood Control for the expansion of a regional detention facility to mitigate detention requirements for Rollingbrook Estates, which is a single family residential development on the south side of Rollingbrook near Emmett Hutto.

This has been addressed in the Master Drainage Plan. The City works with new developments to ensure the recommendations of the Master Drainage Plan are implemented. G8 Establish impact fees to assist in completing In lieu of implementing a new impact fee for drainage, the City raised its Municipal drainage improvements to counter the Drainage Utility System (MDUS) fee from $0.68 per single family living unit equivalent to impacts of new development. $1.50. This increase now brings Baytown's MDUS fee in line with other comparable local cities. The City will monitor the need for implementation of drainage impact fees and will propose when necessary. G9 Identify flood prone areas of Baytown and the FEMA is responsible for identifying flood-prone areas and producing the appropriate ETJ and produce maps with elevation levels elevation maps. The flood ordinance was amended and new FIRM adopted in 2015. for distribution to all residents. The City is currently working on updating the floodplain layer and updating all applicable interactive GIS maps. G10 Coordinate with other local, state and federal The Engineering Department continuously coordinates with Harris County, Chambers agencies in implementing drainage County, and the HCFCD to identify and implement drainage improvements in both improvements including the U.S. Army Corps of private development and publicly-funded projects. Engineers, Harris County, Chambers County and the Harris County Flood Control District.

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G11 Identify properties repeatedly damaged by flooding and establish a program for acquisition and relocation.

The City evaluated a program for the acquisition of properties repeatedly damaged by flooding and determined that it was not practical. The City works with property owners to build and remodel properties in accordance with the floodplain ordinance.

G12 Identify intersections that are prone to flooding This item has been addressed as part of the revisions to the City's Master Drainage Plan. and propose necessary improvements. The plan will assist staff in developing the criteria necessary to identify and prioritize floodprone intersection improvement projects as part of the capital improvements plan. Staff is preparing various code amendments and a Capital Improvement Plan as recommended by the Mobility Plan. M Mobility M1 Prepare a detailed transportation study and The City adopted a Mobility Plan and a Major Thoroughfare Plan. Code amendments are being considered as part of the Mobility Plan adoption. Some of these thoroughfare plan to identify and prioritize recommendations will affect the roadway designations in the Major Thoroughfare Plan specific improvements. (MTFP). The City is considering implementing a MTFP annual review in order to allow for routine amendments. M2 Evaluate the feasibility of implementing road Assessment was done in the Mobility Plan. Further consideration will be given in the impact fees to generate funding for and future and recommendations will be presented for consideration. recoup the costs of roadway improvements necessitated by and attributable to new development. M3 Develop an access management program The City has adopted an access management policy for non-residential development. that provides design requirements, revised This policy is constantly being reviewed. The Mobility Plan recommendations include development codes, and new development design requirements, revised development codes, and new development review review procedures to address access procedures to address access management issues associated with the development management issues through the development process. Working in conjunction with Engineering, Planning has been working to properly process. apply standards and to ensure they are following sound traffic principles. M4

Adopt a comprehensive maintenance program for area roadways that is based on a prioritized level of need versus making improvements on a district-by-district basis.

The City currently conducts an annual, city-wide review of the street system that includes developing a prioritized list of potential maintenance/improvement projects based on a pavement condition index rather than a district-by-district basis. Portions of the sales tax revenue that the city collects are allocated to fund annual street and sidewalk maintenance projects. A Pavement Condition Index assessment has been planned and funded for 2016.

Prepare a safety study in conjunction with the Houston-Galveston Area Council (H- GAC) to evaluate â&#x20AC;&#x153;high riskâ&#x20AC;? intersections within Baytown and identify recommendations for improvements at those locations.

The City has not completed the study of high risk intersections. Recommendations to improve intersections through access management, the subdivision code and the major thoroughfare plan have been proposed by the 2013 Mobility Plan and are currently being considered.

Revise the city's existing development codes to include standards and requirements for street and development connectivity.

The City adopted an access management policy for non-residential development. It is applied to all new development. Land dedication for future road expansions are requested when needed. The Mobility Plan includes design requirements, revised development codes, and new development review procedures to address access management issues associated with the development process.

Include requirements in the city's development codes for installation or enhancement of sidewalks and/or bicycle facilities when any new development or redevelopment occurs, where appropriate.

The adopted Parks and Trails Master Plan supports future regulations that require the installation of sidewalks and bicycle facilities during the subdivision review and approval process. The requirement of sidewalks for new development and infill construction is included in the ULDC, building code, and subdivision regulations.

Revise or adopt new cross section standards for collectors and arterials that include sufficient right-of-way for sidewalks and bike lanes, where appropriate.

The Mobility Plan included recommendations for cross-section standards for collectors and arterials. Amendments are being considered for the Subdivision Code and the Major Thoroughfare Plan. The cross section standards are currently being applied to newlydesigned rights-of-way including San Jacinto Blvd., Santavy Rd. and Blue Heron Pkwy.

Identify near-term critical needs for personal mobility and install dual purpose sidewalks/bike lanes to meet these needs.

The Parks and Recreation Department prioritized the trail/sidewalk plan to accomodate high traffic areas throughout the City and to complete as funding becomes available. The first phase included Rollingbrook, Baker, Hutto and West Main were completed. Ward Road sidewalk was completed in 2014. Additional sidewalk projects are planned for 2015.

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M10 Prepare a comprehensive bicycle and The adopted Parks and Trails Master Plan encourages sidewalks and bike lanes. The pedestrian master plan either for the entire Parks and Recreation Department has developed a sidewalk plan to link parks to community or on a special-area plan basis. As neighborhoods, schools and high traffic areas. part of this process, consider locations in Baytown where one or more roadways could be "retro-fitted" to accommodate bike lanes (as a "pilot" project to demonstrate how neighborhoods could be better linked). M11 Establish incentives or regulations for the provision of sidewalks that connect residential and commercial developments and create safe pedestrian access between homes and daily conveniences.

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Land Use Establish incentives to encourage infill The MDD Revolving Loan Program is in place to aid in the redevelopment of vacant sites. development or the redevelopment of vacant Regulations concerning the use of non-conforming structures and properties are sites/buildings. included in the ULDC to encourage redevelopment. The Downtown FaĂ§ade Program provides a matching fund for property owners to improve their building facades in the ACE District along Texas Avenue. The City has also used Chapter 380 Economic Development Agreements for infill and redevelopment opportunities. In 2014, City Council adopted the Revitalization Incentive Zone Program (RIZ) which provides incentives for improving properties within a certain area in the City limits.

Work with interested developers to assemble small parcels in older areas into feasible development sites. Implement the action statements in the Downtown Master Plan: Area One to revitalize this area that is currently underutilized.

Staff is continuing to work with developers and landowners throughout the development process with efforts to assemble and develop property while promoting the City. In 2011, the TxDOT Demonstration Project along Texas Avenue was completed and the City adopted the Arts, Cultural and Entertainment (ACE) District. The City completed construction of a public parking lot within the ACE District and is currently moving forward with the development of a public square with modular concession building, restrooms and a skating rink. Two existing businesses (TSO and Cork Grinders) utilized the City's Facade Improvement Program to update their facades. There is currently $50,000 to utilize in this year's budget for this same matching grant program. The second phase of the Texas Ave Streetscape Project is underway, with a completion date of November 2015. Additionally, a Town Square is also under construction to further highlight the redevelopment efforts in the downtown area. The Town Square has recreational amenities, including a seasonal portable ice-skating facility.

Identify areas within Baytownâ&#x20AC;&#x2122;s ETJ where The construction of San Jacinto Blvd, Santavy Road, and Hunt road will include utilities public utilities and services could be extended infrastructure and pumping systems to ensure that all development in the service areas in a cost-effective manner and where future can be supported effectively now and in the future. annexation is both desirable and feasible.

Update city ordinances including the Official Zoning Map to ensure uses and intensities are compatible and consistent with the goals and policies outlined in the Comprehensive Plan.

Establish minimum standards for the screening Implementing screening and buffering requirements as parcels are developed and of unattractive sites and/or buffering between redeveloped using the standards in the ULDC. incompatible land uses (i.e. dense landscaping, increased setbacks, walls/fencing).

Actively assist companies in developing greenbelts around heavy industry to act as a natural and attractive buffer.

The Planning Department is actively presenting changes/amendments to the ULDC in order to update and clarify items within the ordinance in efforts to make the document easier to administer. Staff if also working to update the Future Land Use Plan to ensure compatible land uses as properties develop.

The ULDC requires a 100-foot vegetative buffer and additional setbacks surrounding new industry. The City will continue to work with property owners of industrial uses to voluntarily establish greater buffer zones to mitigate their impact on surrounding residential areas.

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L10

Amend the Future Thoroughfare Plan to ensure that existing and future subdivisions are connected via collector roads that provide adequate connections to community destinations. Amend the cityâ&#x20AC;&#x2122;s subdivision regulations to mandate the provision of sidewalks in commercial areas to provide pedestrian access to these uses. Establish riparian zones (vegetated corridors along streams and rivers) consistent with state and federal standards to improve water quality and drainage as well as providing opportunities for public trails.

The Mobility Plan included the Future Thoroughfare Plan. Staff is drafting revisions to the Subdivision Code as recommended by the Mobility Plan and is proposing an amendment procedure for the Thoroughfare Plan that will facilitate annual updates and ROW extensions. The requirement of sidewalks for new development and infill construction is included in the ULDC, building code, and subdivision regulations. The adopted Parks and Trails Master Plan supports future regulations that require the installation of sidewalks during the subdivision review and approval process. The City's Watershed Protection Ordinance has effectively protected major riparian zones as new development occurs. The Parks, Recreation, Open Space, Greenways and Trails Master Plan suggests to add public trails along riparian corridors. The Master Plan also addresses the issue of preserving the vegetation along the bayous so when a trail is added, there should be little impact to the surroundings. The recently- adopted Future Land Use Plan includes a Bayou/Creek Conservation area that encourages environmental protection/development along the waterfront, creek and bayou frontage areas, specifically along Cedar Bayou, Goose Creek, and Spring Gully.

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Implement coastal zone requirements with minimum set-back standards and a minimum finished floor elevation (FFE) of 18 inches above base flood elevation (BFE).

The amended floodplain ordinance increased the freeboard from 18" to 24", created a new Coastal AE floodzone and restricted the use of slab on grade construction for new single family dwellings in the floodplain in an effort to decrease the risk of storm surge and flooding.

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Develop and maintain a long-range annexation planning map that identifies potential areas for annexation in the near and longer term.

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Establish criteria to assist staff and local officials in evaluating areas to be considered for either voluntary or involuntary annexations (i.e. population density threshold, distance from municipal infrastructure, fiscal impacts).

Staff has identified potential short and long-term annexation study areas. Staff is the midst of proposing a plan moving forward with three of the study areas. Each of these areas promote filling in "holes" that are currently not annexed but are surrounded by areas within or adjacent to the City limits. Such annexations protect areas of the City and ETJ as expansion and development occurs. In identifying short and long-term annexation study areas, staff is evaluating whether voluntary and involuntary annexation is appropriate.

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Identify opportunities to annex areas that do not need to be included in a three-year annexation plan as outlined by Chapter 43 of the Texas Local Government Code.

The City is evaluating potential annexation areas that do not require a three-year annexation plan and/or that will not negatively impact or tax the Cityâ&#x20AC;&#x2122;s infrastructure or land use plans.

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Review and revise annexation priorities with each annual Comprehensive Plan update to reflect changing growth and development patterns within the ETJ. Revise the city's Annexation Plan as needed in accordance with Chapter 43 of the Local Government Code (upon deciding to unilaterally annex an area that is not exempt from the annexation plan requirements).

This effort is ongoing and will be updated based on direction from the Council as well as any findings from future annexation area studies.

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Staff is in the midst of providing additional changes to the current annexation plan. This will involve an additional 3-5 areas of potential movement or growth for the City. Some of these areas are anticipated voluntary annexations but some of the areas will be involuntary in order to meet the City's current plans for growth.

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Economic Opportunity Work with business and industry representatives The City continues to partner with developers for infrastructure development. Santavy to identify priority road and infrastructure Road, San Jacinto Boulevard and Hunt Road expansions are joint efforts with developers improvements. expected to be completed in the near future. The projects will include water and sewer infrastructure as well as regional-concept detention to optimize land use.

Create a funding mechanism for community improvements and small business development such as a community development corporation (CDC).

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Future Action.

Expand public transportation options within Harris County Transit currently offers three Baytown routes as well as connecting routes to Baytown and between Baytown and regional Crosby, Highlands, Barrett Station, and McNair to the north. Existing routes also connect employment centers. to Metro at the San Jacinto Mall Park and Ride. In the past few years, the City has installed approximately 30 covered bus shelters along major commercial corridors and in areas of high ridership. In partnership with Harris County, the City provides local matching funds for operating the Baytown routes. As the population and demand for service increases, the City and Harris County will assess the need to expand the existing routes.

Launch a more comprehensive and coordinated beautification program as part of an overall campaign to improve Baytown’s image.

Start an “adopt-a-neighborhood” program to The Neighborhood Improvement Program is underway in the Middletown Addition. An engage the community in routine cleanup introduction letter and needs survey was sent to approximately 275 residents in the area. and beautification efforts. Staff received 10 responses to those surveys. The residents who responded seemed eager to begin a neighborhood association and are willing to work on cleaning up the area. Staff held a meeting with the residents and a neighborhood-wide trash-off on May 30, 2015. A Representative from the Police Department, Health Department and Public Works Department attended the meeting to answer questions. The Health Department continues to identify and work to abate property maintenance and nuisance code violations via the Neighborhood Protection Program. The transition from the Baytown Beautiful Advisory Committee (BBAC) to the new Keep Baytown Beautiful, Inc. (KBB) has been completed and KBB hosted the following cleanup-related events: Don't' Mess with Texas Trash- Off, Trash-Off Baytown Youth Art Contest, West Baytown Fall Cleanup and Recycles Day. The Health Department continues to provide anti-litter and beautification information to neighborhood associations, businesses and civic organizations.

Expedite the removal of abandoned and vacant buildings.

The annual residential demolition contract is still in place with J.T.B. Services as the contractor. This allows staff to demolish structures within 30-35 days of the court order. In 2014, City Council adopted the Revitalization Incentive Zone Program (RIZ) which provides incentives for improving properties within a certain area. The zone is located in the south-central portion of the City. The RIZ is made up of two incentive opportunities: Program 1 includes the “basic incentives,” which provide waivers of certain permit fees and impact fees. Program 2 provides property owners with the potential to earn a refund of the City’s ad valorem incremental tax increase associated with the improvements for up to five years. To qualify for incentives on an existing structure, the construction cost has to be equal to or greater than 20% of the assessed value of the property (per HCAD). For new construction, a minimum investment of $65,000 for residential structures and $100,000 for commercial structures is required. The City is taking a proactive approach to bring abandoned buildings into conformance with City codes. A dedicated full-time staff person is assigned to this effort and is processing properties each month in municipal court. To expedite the demolition of structures, the City entered into an annual residential demolition contract with a local demolition company.

Identify opportunities to transform underutilized and abandoned properties into neighborhood parks. Continue working with landowners and developers to identify and highlight sites wellsuited for retail and commercial development.

The Parks & Recreation Department added 11 acres of land on Cedar Bayou for a future park site. The retention pond on Blue Heron is complete and added 16 additional acres of parkland to the City's park inventory. The Development Review Committee will continue working with landowners and developers to identify and highlight sites well-suited for retail and commercial development. Staff also supports the Economic Development Foundation’s efforts to assist prospective developers in identifying potential sites.

The Health Department continues to utilize the Community Service Worker Program with two supervisors and 'crews' with activities seven days per week. This has allowed for additional cleanup during the week, overlapping work days and an additional two days per week for a single crew. A targeted cleanup program has identified two major commercial / retail areas and those roadways are cleaned weekly; as the areas stabilize the project will expand to other roadways. This enhances the Health Department's efforts to improve beautification efforts of the City as a whole.

3-17

Establish an overlay district for Baytown’s historic downtown that allows for mixed uses and provides design guidelines for the area.

The Arts, Cultural and Entertainment (ACE) District was adopted in 2011. The district identifies allowable land uses that are intended to compliment the City's efforts to revitalize the downtown area by promoting diverse, mixed-use development. Additionally, the new district eliminated restrictive front and side setbacks that conflicted with the existing built out environment. Staff developed a set of design standards as specified in the Downtown Design Guidelines, which the Council may consider in the future.

E10

Offer financial support for the community’s revolving loan fund to assist with beautification, façade improvements on historic buildings and small business loans.

The Downtown Façade Program provides a matching fund for property owners to improve their building facades in the ACE District along Texas Avenue. This past year there were no formal requests for these funds.

Q Q1

Quality of Life Periodically update the city’s Parks, Recreation, Open Space and Greenways Master Plan to ensure that identified needs and priorities are current and reflect future demands based on the latest growth projections. Develop a long-range capital plan that identifies future facility needs (i.e. public libraries, police stations, fire stations and community centers) and funding sources to ensure that Baytown's services and facilities continue to meet the needs of a growing population. Identify additional environmentally sensitive or undevelopable lands the city could acquire and preserve for public open space or recreational uses, such as areas adjacent to the bays, streams, bayous and waterways.

The Parks, Recreation, Open Space, Greenways and Trails Master Plan was completed in the Fall of 2010. The Parks and Recreation staff is continuing to implement the plan.

Construction has started on the new 911/Communications building that is located off of North Main with construction completion expected in 2016. This site will share the 48 acre site with Parks and Recreation. The future parkland will be developed as funding becomes available.

An 11 acre mitigation project is nearing completion at the Baytown Nature Center that was funded and constructed by GB Biosciences. The 11 acre project was being overseen by the Natural Resources Trustee Program (NRTP). The City of Baytown and the General Land Office Coastal Management Program completed two grants in 2012 and 2013 that removed 739 abandoned derelict pilings from Tabbs Bay. The City continued cleaning Tabbs Bay 2014; the project was paid for by the Municipal Development District and removed an additional 534 abandoned piles. The City applied for and received a General Land Office Coastal Management Program Cycle 19 Grant that will complete the removal of abandoned pilings from Tabbs Bay including removing the abandoned causeway to Hog Island during the summer of 2015.

Continue with the phased renovation of the Wayne Gray Sports Complex. Replace the city’s aging swimming pools to ensure that these facilities are safe, wellmaintained and continue to be a community asset for residents of Baytown.

The Parks and Recreation Department is planning the next expansion of Pirates Bay to be ready for the 2017 summer season. The Parks and Recreation Department is planning the construction of a water feature at the new Town Square Project downtown. A future spray ground is planned for Jenkins Park.

Evaluate the feasibility of adopting development incentives and/or regulatory measures to preserve open space and sensitive environmental areas.

Appropriate regulatory measures required to preserve open space will be considered in the revision to the subdivision regulations.

Amend the city’s development codes to The Parks and Recreation Department may present City Council with a proposed require parkland dedication or a fee-in-lieu of Parkland Dedication Ordinance in the future. The Parkland Dedication Ordinance was land in residential developments. recommended with the Parks, Recreation, Open Space, Greenways and Trails Master Plan. This issue will be considered in the revisions to the subdivision regulations. This ordinance is currently is being worked on internally with Parks office, but the draft ordinance is not ready for review.

Establish park development standards, including criteria for proposed land dedications, for implementation through the city’s subdivision regulations.

3-18

This issue will be considered in the revisions to the subdivision regulations by possibly having a payment in lieu program or something similar.

Undertake an updated community assessment of Baytown’s parks and recreation amenities to ensure residents’ desires are reflected in parks planning and acquisition.

Q10 Explore ways to protect and cover park facilities from sun exposure to increase public use during summer months. Q11 Work with TxDOT to develop a roadside park along I-10.

Update of the Parks, Recreation, Open Space, Greenways and Trails Master Plan was completed in the fall of 2010. The Master Plan addressed citizens' needs for each park and prioritized the needs. The Master Plan also merged the data from park amenities with the information from the survey to give a better understanding of recreational needs. The Parks and Recreation Department constructed two large shelters at the Wetlands Center and at Central Little League Park during 2015.

Feedback from stakeholders at the local and state levels indicate that this is no longer a viable TxDOT project due to issues with police protection, maintenance, access and liability. Q12 Explore the possibility of constructing an indoor The Parks, Recreation, Open Space, Greenways and Trails Master Plan considers a state recreational facility. of the art indoor recreation center as a high need. The potential time frame for the indoor recreation center would be by the year 2020. Q13 Continue the planned extension of the Goose Phase V of the Goose Creek Trail is currently under construction. The new trail will Creek trail and greenbelt to the north to connect to the Hutto Parkway Trail and to the Animal Control Facility. The project is provide additional access to the nature trail expected to be completed in 2015. Phase VI will connect Phase V to the Phase III trail and to provide links to more neighborhoods, near Bush Terrace Park. The project is scheduled to be constructed in late 2015. The parks and schools. Parks and Recreation Department plans for the Phase VII trail to link the Hutto Parkway Trail north to the Home Depot area. Q14 Develop a trail along Cedar Bayou to provide The Parks, Recreation, Open Space, Greenways and Trails Master Plan states that there is a north/south trail connection along the a high level of importance on acquiring land along the Cedar Bayou Corridor. The eastern limits of the city, with a link to the recommended time frame for implementation is within the next fifteen years. Goose Creek Stream trail and greenbelt. Q15 Evaluate the feasibility of on-street bike lanes and routes that will link trails to neighborhoods, parks, schools, churches, the public library and civic center, museums, major employers, medical facilities, social service agencies, and other key locations.

The Parks, Recreation, Open Space, Greenways and Trails Master Plan labeled areas that would work for linking bike lanes to one another. The Master Plan also addressed offstreet trails that could be dual use with bicycles. Reviewing these plans in conjunction with new development would accelerate these goals. Making these connections in the future will benefit connectivity in the City.

Q16 Grow the city's library system and educational Sterling Municipal Library added over 20,000 items to the collection in a variety of programs to accommodate future population formats including hardcover, paperback, magazines, graphic novels, audio-books, growth and community needs. DVDs, ebooks, and digital magazines. As circulation of print materials decreases, demand for downloadable services and access to technology continue to grow. Circulation of digital material has increased by 20 % in the past year and additional digital materials are being added to meet the rising demand. Staff continues to provide citizens with training on using tablets and smartphones to access library material. In the past year staff provided over 730 hours of technology training and completed more than 88,000 reference transactions. Educational programs including weekly story times, monthly family nights with a focus on culture and learning, and book discussion groups for pre-teens, teens, and adults were hosted by the library. Monthly exhibits encourage children and families to participate in hands-on learning and exploration.

Q17 Create design guidelines and development standards to enhance the aesthetics of the community.

Limited design standards are included in the ULDC. Additions to these standards may be included with some of the ordinance revisions but will need to go to both the Planning and Zoning Commission and City Council for approval. A sub-committee regarding additional standards would be a good method to initiate something like this in the future. Q18 Identify important community “gateways” and The Highway 146 - Fred Hartman Gateway project is currently under construction and is prepare specific corridor plans to prioritize expected to be completed during the summer of 2015. Future gateway projects have improvements such as landscaping, specially not been identified at this time. designed bridges and entrance signage in these areas. This could lead to the development of a corridor overlay district along specified enhancement roadways to enact area- specific design guidelines.

3-19

Q19 Review and amend the city’s sign regulations, as necessary, to better manage the location, type, size and scale of signs throughout the city. Q20 Continue the “Adopt-a-Street” program to capitalize on one of Baytown’s greatest assets – a strong volunteer community – in order to beautify the city and control litter. Target volunteer efforts to community focal points such as key corridors, parks and trail areas, downtown and community gateways.

A new sign ordinance will be considered for future action.

The new KBB, Inc. continues to sponsor the successful "Adopt-A-Site" program with staff support from the Health Department. The Program is growing with more volunteers conducting more cleanups and creating more awareness than ever before. As the Parks Department continues to increase the amount of walk and bike trails; the Program is emphasizing those areas for adoption.

Q21 Work with utility providers to determine the cost, timing and feasibility of relocating overhead utility lines underground with a priority on community focal points and enhancement corridors.

May be addressed in the future.

Q22 Identify and remove large signs that are damaged or dilapidated. Q23 Amend the procedures for city removal of unsafe buildings to expedite the process.

Building Services is developing a process to address abandoned sign structures using the substandard program. The Substandard Program was revised after the Stewart vs. City of Dallas case to present unsafe properties to the Municipal Court. Currently, the court is processing an average of six properties per month. Staff is working through the Substandard Program to remediate substandard properties as they are identified.

Q24 Establish a “performance bond” for commercial buildings and apartments to ensure funding for demolition if the site becomes vacant. Q25 Improve the appearance of properties utilized by the City of Baytown to set an example of attractive, high-quality development.

In lieu of performance bonds for substandard properties, Municipal Court Orders are issued that allow the City to demolish or secure the properties if the court-ordered timelines are not fulfilled.

3-20

The City works to maintain city facilities in code compliance and is actively beautifying city grounds and buildings such as City Hall, the Municipal Service Center, and park facilities. The general appearance of other facilities has also been approved such as; lift station outparcels with fencing and landscaping, and water towers with painting and design.

CITY OF BAYTOWN EXPENDITURE BUDGET SUMMARY COMPARISON

Expenditure/Expense Comparison of 2015 Budget to 2016 Adopted Budget 2014-15 Governmental Fund Types: General Fund Debt Service Fund Hotel/Motel Tax Fund

Total Enterprise Fund Types: Aquatics Fund Water & Sewer Fund WWIS Fund Sanitation Fund Storm Water Utility Fund Total Central Services Fund Types: Garage Fund Warehouse Operations Fund Total Total All Fund Types

75,648,897 16,270,553 1,364,818 93,284,268

Adopted 2015-16

82,341,247 14,454,064 1,276,832 98,072,143

Amount of Inc. (Dec.)

Percent of Inc. (Dec.)

6,692,350 (1,816,489) (87,986) 4,787,875

8.85% (11.16%) (6.45%) 5.13%

3,637,141 36,314,665 16,259,495 5,037,046 1,367,987 62,616,334

3,351,350 42,063,118 11,386,647 5,282,871 1,786,551 63,870,537

(285,791) 5,748,453 (4,872,848) 245,825 418,564 1,254,203

(7.86%) 15.83% (29.97%) 4.88% 30.60% 2.00%

2,444,773 1,012,667 3,457,440

2,390,839 265,571 2,656,410

(53,934) (747,096) (801,030)

(2.21%) (73.78%) (23.17%)

$ 159,358,042

$ 164,599,090

5,241,048

(5,241,048)

3.29%

4-1

CITY OF BAYTOWN BUDGET SUMMARY COMPARISON Consolidated Summary of Fund Balances/Working Capital

Estimated Fund Balance/ Working Capital* at 10/01/15 Governmental Fund Types: General Fund Debt Service Fund Hotel/Motel Tax Fund

Adopted Revenues

Total

21,326,405 2,900,801 1,641,961 25,869,167

Total

655,339 9,655,872 5,873,007 802,670 526,904 17,513,793

3,026,300 36,379,975 8,158,627 4,983,030 1,640,000 54,187,932

3,351,350 42,063,118 11,386,647 5,282,871 1,786,551 63,870,537

Internal Service Fund Types*: Garage Fund Warehouse Operations Fund Total

1,975 76,150 78,124

2,434,622 271,058 2,705,680

2,390,839 265,571 2,656,410

43,461,084

$ 145,750,863

$ 164,599,090

Enterprise Fund Types*: Aquatics Fund Water & Sewer Fund WWIS Fund Sanitation Fund Storm Water Utility Fund

Total All Funds

72,844,684 14,809,067 1,203,500 88,857,251

Projected Revenues Over Fund Balance/ Working Adopted (Under) Capital* at Expenses/ Expenditures or Expenses Expenditures 09/30/16

82,341,247 14,454,064 1,276,832 98,072,143

(9,496,563) $ 355,003 (73,332) (9,214,892)

(325,050) (5,683,143) (3,228,020) (299,841) (146,551) (9,682,605)

11,829,842 3,255,804 1,568,629 16,654,275

330,289 3,972,729 2,644,987 502,829 380,353 7,831,188

43,783 5,487 49,270 $ (18,848,227) $

45,758 81,637 127,394 24,612,857

* Fund balance is measured for governmental fund types; for proprietary fund types (consisting of enterprise and internal service funds) working capital is measured. Fund balance equals assets minus liabilities; working capital is defined as current assets minus current liabilities.

4-2

CITY OF BAYTOWN SUMMARY OF ALL FUND TYPES COMPARATIVE SCHEDULE OF BUDGETS FOR 2016

Governmental Fund Types Revenues Taxes Licenses & Permits Intergovernmental Charges for Services Fines & Forfeitures Miscellaneous Operating Transfers-in Refunding Bond Proceeds Total Revenues

73,342,689 1,405,550 606,562 2,175,380 2,692,330 908,124 7,299,903 426,713 88,857,251

Proprietary Fund Types $

1,045,705 46,435,100 516,000 133,500 8,763,307 56,893,612

Combined 2016 $

73,342,689 1,405,550 1,652,267 48,610,480 3,208,330 1,041,624 16,063,210 426,713 145,750,863

Expenditures by Classification Personnel Services Supplies Maintenance Services Sundry Miscellaneous Operating Transfers Out Total Operating

58,658,149 3,097,192 3,126,701 7,536,478 183,700 27,000 1,054,063 73,683,283

13,532,497 13,061,393 1,681,150 7,054,115 161,000 35,490,155

72,190,646 16,158,585 4,807,851 14,590,593 344,700 27,000 1,054,063 109,173,438

Capital Outlay Debt Requirements Transfers Out Contingency Total Expenditures

2,134,980 14,404,064 7,359,816 490,000 98,072,143

1,398,200 13,751,719 15,816,873 70,000 66,526,947

3,533,180 28,155,783 23,176,689 560,000 164,599,090

(9,214,892)

(9,633,335)

(18,848,227)

25,869,167

17,591,917

43,461,084

Excess (Deficit) Revenues Over Expenditures Fund Balance - Beginning Fund Balance - Ending

16,654,275

7,958,582

24,612,857

4-3

CITY OF BAYTOWN SUMMARY OF GOVERNMENTAL FUND TYPES COMPARATIVE SCHEDULE OF BUDGETS FOR 2016 Debt Service Fund

General Fund Revenues Taxes Licenses & Permits Intergovernmental Charges for Services Fines & Forfeitures Miscellaneous Operating Transfers-in Refunding Bond Proceeds Total Revenues

Expenditures by Classification Personnel Services Supplies Maintenance Services Sundry Miscellaneous Operating Transfers Out Total Operating Capital Outlay Debt Requirements Transfers Out Contingency Total Expenditures Excess (Deficit) Revenues Over Expenditures

4-4

1,200,000 3,500 1,203,500

73,342,689 1,405,550 606,562 2,175,380 2,692,330 908,124 7,299,903 426,713 88,857,251

50,000 50,000

284,131 52,250 10,500 643,935 125,000 1,115,816

58,658,149 3,097,192 3,126,701 7,536,478 183,700 27,000 1,054,063 73,683,283

2,134,980 7,348,800 340,000 82,341,247

14,404,064 14,454,064

11,016 150,000 1,276,832

2,134,980 14,404,064 7,359,816 490,000 98,072,143

355,003

21,326,405 $

10,363,013 32,000 3,987,341 426,713 14,809,067

Combined 2016

58,374,018 3,044,942 3,116,201 6,842,543 58,700 27,000 1,054,063 72,517,467

(9,496,563)

Fund Balance - Beginning Fund Balance - Ending

61,779,676 1,405,550 606,562 2,175,380 2,692,330 872,624 3,312,562 72,844,684

Hotel/Motel Fund

11,829,842

(73,332)

2,900,801 $

3,255,804

(9,214,892)

1,641,961 $

1,568,629

25,869,167 $

16,654,275

CITY OF BAYTOWN GOVERNMENTAL FUND EXPENDITURE DETAIL FOR FISCAL YEAR 2016

Acct.#

General Fund

Account Description

71002 71003 71009 71021 71022 71023 71028 71041 71043 71081

Regular Wages Part Time Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Employee Incentives Retired Employee Benefits Total Personnel Services

72001 72002 72004 72005 72006 72007 72011 72016 72019 72021 72022 72023 72026 72031 72032 72036 72041 72045 72046 72056 72061 72090

Office Supplies Postage Supplies Printing Supplies Animal Feed Supplies Clothing Allowance Wearing Apparel Disaster Supplies Motor Vehicle Supplies Supplies Purch For Resale Minor Tools Fuel For Generators Library Materials Cleaning & Janitorial Sup Chemical Supplies Medical Supplies Identification Supplies Educational Supplies Computer Software Supply Botanical Supplies Street Marking Supplies Meeting Supplies Print Shop Supplies Total Supplies

73001 73011 73012 73013 73022 73025

Land Maintenance Buildings Maintenance Docks & Piers Maintenance Recreation Equip Maint Sanitary Sewers Maint Streets Sidewalks & Curbs

36,606,244 725,070 1,806,311 5,851,840 6,923,221 2,992,749 599,931 314,300 885,594 1,668,758 58,374,018

Debt Service Fund $

Hotel/Motel Fund -

Combined Total

101,440 78,775 23,475 19,376 23,419 23,225 11,040 3,381 284,131

36,707,684 803,845 1,829,786 5,871,216 6,946,640 3,015,974 610,971 314,300 888,975 1,668,758 58,658,149

198,527 98,850 83,820 5,307 27,840 329,935 13,120 1,054,652 24,000 142,767 12,000 255,000 103,458 125,800 130,749 42,845 321,135 37,137 11,000 10,000 13,000 4,000 3,044,942

1,400 1,500 12,350 3,000 34,000 52,250

199,927 100,350 96,170 5,307 27,840 332,935 13,120 1,054,652 24,000 142,767 12,000 255,000 103,458 125,800 130,749 42,845 355,135 37,137 11,000 10,000 13,000 4,000 3,097,192

93,080 400,895 500 28,000 1,200 198,200

6,000 -

93,080 406,895 500 28,000 1,200 198,200 4-5

CITY OF BAYTOWN GOVERNMENTAL FUND EXPENDITURE DETAIL FOR FISCAL YEAR 2016 General Fund

Debt Service Fund

Hotel/Motel Fund

Combined Total

Acct.#

Account Description

73027 73028 73039 73041 73042 73043 73044 73045 73046 73048 73049 73055

Heat & Cool Sys Maint Electrical Maintenance Miscellaneous Maint Furniture/Fixtures Maint Machinery & Equip Maint Motor Vehicles Maint Street Signs Maint Radio & Testing Equipment Books - Maintenance Signal Systems Maint Barricades Maint Maintenance On Computers Total Maintenance

96,135 133,500 2,500 11,936 820,869 752,867 87,000 209,500 55,019 130,000 5,000 90,000 3,116,201

3,000 1,500 10,500

99,135 135,000 2,500 11,936 820,869 752,867 87,000 209,500 55,019 130,000 5,000 90,000 3,126,701

74001 74002 74003 74004 74005 74007 74011 74020 74021 74022 74023 74026 74029 74031 74036 74042 74045 74047 74051 74054 74056 74058 74070 74071 74082 74123 74210 74211

Communication Electric Service Street Lighting Water & Sewer Natural Gas TWC Claims Paid Equipment Rental Outside Contracts Special Services Audits Industrial Appraisal Janitorial Services Service Awards Wrecker Service Advertising Education & Training In-State Investigatv Trvl Support Of Prisoners Non City Facility Rental Council Reimbursables Vacant Lot Cleaning Landfill Fees Elections Association Dues Confidential Instructor Fees General Liability Ins K-9 Insurance

727,850 702,657 850,000 1,000 91,800 75,000 483,654 59,500 1,355,612 92,000 35,000 126,056 64,200 5,400 55,101 469,814 3,000 62,562 16,916 1,000 200,000 88,200 98,000 79,130 15,000 24,000 38,000 6,205

50,000 -

12,000 2,200 17,059 385,506 201,000 15,000 11,170 -

727,850 714,657 850,000 1,000 94,000 75,000 500,713 59,500 1,791,118 92,000 35,000 126,056 64,200 5,400 256,101 484,814 3,000 62,562 16,916 1,000 200,000 88,200 98,000 90,300 15,000 24,000 38,000 6,205

4-6

CITY OF BAYTOWN GOVERNMENTAL FUND EXPENDITURE DETAIL FOR FISCAL YEAR 2016

Acct.#

Account Description

74220 74230 74240 74241 74242 74271 74272 74277 74280 74281 74290 74295 74999

Errors & Omissions Law Enforcement Liability Auto Liability Auto Collision Auto Catastrophic Mobile Equipment Real & Personal Property Flood Insurance Bonds Employee Fraud Misc Liability Deductibles Perf Cont Energy Savings Total Services

75051 75061 75064 77106 77109 77111

Court Cost Medical - Preemployment Medical Services Little League Light Contr Bytn Beauti Adv Comm-Bbac Grant Partnerships Total Sundry & Other Total Operating

80001 82011 83025 84041 84042 84043 84061

Furniture & Equip <$5000 Building & Improvements Streets Sidewalks & Curbs Furniture & Fixtures Machinery & Equipment Motor Vehicles Other Equipment Total Capital Outlay

89001 89011

Bond Principal Interest On Bonds Total Principal & Interest

91101 91201 91226 91298

To General Fund To Municipal Ct Security To Miscellaneous Police To Wetland Research Ctr

General Fund

Debt Service Fund

78,000 59,289 205,000 128,000 3,600 22,606 225,000 60,000 2,500 5,078 3,000 135,000 88,813 6,842,543 14,700 5,500 38,500 12,000 15,000 85,700

643,935

78,000 59,289 205,000 128,000 3,600 22,606 225,000 60,000 2,500 5,078 3,000 135,000 88,813 7,536,478

125,000 125,000

14,700 5,500 38,500 12,000 15,000 125,000 210,700

1,115,816

72,629,220

50,000

28,500 412,000 350,000 8,000 941,700 337,780 57,000 2,134,980

46,867 90,294 206,424

Combined Total

50,000

71,463,404

Hotel/Motel Fund

9,406,293 4,997,771 14,404,064 -

28,500 412,000 350,000 8,000 941,700 337,780 57,000 2,134,980

9,406,293 4,997,771 14,404,064

11,016 -

11,016 46,867 90,294 206,424 4-7

CITY OF BAYTOWN GOVERNMENTAL FUND EXPENDITURE DETAIL FOR FISCAL YEAR 2016

Acct.#

General Fund

Account Description

91350 91351 91450 91550 91552

To Gen Capital Proj Fund To Capital Improvemnt Prg To Accrued Leave-General To Internal Service Fnd To Warehouse Operations Total Other Financing Uses

99001 99002

Contingencies Unforeseen/New Initiative Total Contingencies TOTAL EXPENDITURES

4-8

Debt Service Fund

Hotel/Motel Fund

Combined Total

95,300 7,348,800 357,000 213,742 44,436 8,402,863

11,016

95,300 7,348,800 357,000 213,742 44,436 8,413,879

40,000 300,000 340,000

150,000 150,000

40,000 450,000 490,000

82,341,247

14,454,064

1,276,832

98,072,143

CITY OF BAYTOWN SUMMARY OF PROPRIETARY FUND TYPES COMPARATIVE SCHEDULE OF BUDGETS FOR 2016 Enterprise Funds

Aquatics Fund Revenues Intergovernmental Charges for Services Fines & Forfeitures Miscellaneous Operating Transfers-in Refunding Bond Proceeds Total Revenues

3,026,300 3,026,300

Water & Sewer Fund $

1,045,705 34,724,770 516,000 93,500 36,379,975

Internal Service Funds

Sanitation Fund

WWIS Fund $

35,000 8,123,627 8,158,627

Storm Water Utility Fund

4,978,030 5,000 4,983,030

1,640,000 1,640,000

Garage Fund

Warehouse Operations Fund

2,046,000 388,622 2,434,622

20,000 251,058 271,058

Combined 2016 $

1,045,705 46,435,100 516,000 133,500 8,763,307 56,893,612

Expenditures by Classification Personnel Services Supplies Maintenance Services Sundry Total Operating

1,670,575 456,772 32,500 279,836 2,439,683

9,141,480 10,724,171 1,415,900 2,729,289 160,000 24,170,840

814,756 60,250 110,700 3,804,165 4,789,871

1,083,176 86,550 105,000 188,325 1,000 1,464,051

596,789 1,706,050 10,800 50,500 2,364,139

225,721 27,600 6,250 2,000 261,571

13,532,497 13,061,393 1,681,150 7,054,115 161,000 35,490,155

Capital Outlay Debt Requirements Transfers Out Unforeseen/New Initiatives Total Expenditures

440,500 471,167 3,351,350

386,500 6,419,876 11,035,902 50,000 42,063,118

7,331,843 4,054,804 11,386,647

218,000 255,000 20,000 5,282,871

322,500 1,786,551

26,700 2,390,839

4,000 265,571

1,398,200 13,751,719 15,816,873 70,000 66,526,947

Excess (Deficit) Revenues Over Expenditures

(325,050)

(5,683,143)

(3,228,020)

(299,841)

(146,551)

43,783

5,487

(9,633,335)

Working Capital- Beginning

655,339

9,655,872

5,873,007

802,670

526,904

1,975

76,150

17,591,917

3,972,729

$ 2,644,987

502,829

$ 380,353

Working Capital - Ending

330,289

45,758

81,637

7,958,582

4-9

CITY OF BAYTOWN PROPRIETARY FUND EXPENDITURE DETAIL FOR FISCAL YEAR 2016

Acct#

Aquatics Fund

Account Description

71002 71003 71009 71011 71021 71022 71023 71028 71041 71043 71081

Regular Wages Part Time Wages Overtime Extra Help/Temporary Health Insurance TMRS FICA Workers Compensation Allowances Employee Incentives Retired Employee Benefits Total Personnel Services

72001 72002 72004 72007 72015 72016 72017 72018 72019 72021 72022 72026 72028 72031 72032 72041 72045 72046 72052

WWIS Fund $

Storm Water Fund

Sanitation Fund -

488,885 22,000 130,788 90,334 38,229 28,376 16,144 814,756

Warehouse Operations Fund

Garage Fund

218,570 1,096,679 82,000 38,752 53,645 106,491 64,762 2,400 7,276 1,670,575

$ 5,054,844 401,006 2,640 1,161,107 948,712 419,076 108,074 10,800 136,659 898,562 9,141,480

Office Supplies Postage Supplies Printing Supplies Wearing Apparel Meter Purchase For Resale Motor Vehicle Supplies Parts Purchase For Resale Fuel Purchase For Resale Supplies Purch For Resale Minor Tools Fuel For Generators Cleaning & Janitorial Sup Swimming Pool Supplies Chemical Supplies Medical Supplies Educational Supplies Computer Software Supply Botanical Supplies Treated Water Supplies Total Supplies

11,200 4,000 17,422 180,000 500 27,000 30,000 170,000 4,400 7,250 5,000 456,772

19,630 152,000 1,200 29,566 204,950 44,025 20,000 6,000 246,700 100 10,000,000 10,724,171

2,500 55,000 1,500 250 1,000 60,250

2,600 250 1,000 4,100 30,000 9,500 25,100 5,500 8,500 86,550

73001 73011 73022 73023 73024 73025 73026 73027 73028 73042 73043 73047 73055

Land Maintenance Buildings Maintenance Sanitary Sewers Maint Water Distrib Sys Maint Reservoirs & Wells Maint Streets Sidewalks & Curbs Storm Drains Maint Heat & Cool Sys Maint Electrical Maintenance Machinery & Equip Maint Motor Vehicles Maint Meters & Settings Maint Maintenance On Computers Total Maintenance

15,000 7,500 10,000 32,500

11,500 10,500 27,000 200,000 38,000 25,000 5,500 385,000 299,500 400,000 13,900 1,415,900

200 500 110,000 110,700

74001 74002 74005

Communication Electric Service Natural Gas

2,000 113,625 2,500

1,790,662 300

4-10

Water & Sewer Fund

669,277 25,000 155,008 124,361 52,788 25,540 9,000 22,202 1,083,176

384,477 10,000 77,504 70,875 29,607 5,308 6,300 12,718 596,789

Combined Total

138,733 3,000 38,752 25,384 10,383 4,869 4,600 225,721

$ 6,954,786 1,096,679 543,006 2,640 1,601,911 1,313,311 656,574 236,929 28,500 199,599 898,562 13,532,497

2,600 5,500 338,250 1,350,000 4,000 3,500 2,000 200 1,706,050

1,000 1,200 20,000 4,000 1,300 100 27,600

34,430 152,250 6,200 57,388 20,000 299,450 338,250 1,350,000 184,000 60,325 20,000 35,000 30,000 442,050 4,800 13,750 8,500 5,000 10,000,000 13,061,393

30,000 75,000 105,000

4,000 800 2,500 3,500 10,800

3,500 2,750 6,250

11,700 33,500 27,000 200,000 38,000 25,000 30,000 13,800 10,000 387,500 490,750 400,000 13,900 1,681,150

2,000 1,904,287 2,800

CITY OF BAYTOWN PROPRIETARY FUND EXPENDITURE DETAIL FOR FISCAL YEAR 2016

Acct#

Account Description

74011 74020 74021 74022 74026 74029 74034 74036 74040 74042 74050 74071

Equipment Rental Outside Contracts Special Services Audits Janitorial Services Service Awards Household Garbage Contract Advertising Recycling Services Education & Training Disposal Services Association Dues Total Services

75088

Bad Debt-Cutoff Accounts Total Sundry & Other Total Operating

80001 82011 83023 83024 83026 83029 83035 83039 84041 84042 84043 84061

Furniture & Equip <$5000 Building & Improvements Water Distribution System Reservoirs & Wells Storm Drains Sewer Connections Meters & Connections Other Improvements Furniture & Fixtures Machinery & Equipment Motor Vehicles Other Equipment Total Capital Outlay

89001 89011 89021 89027

Bond Principal Interest On Bonds Fiscal Agent Fees Amortize Issuance Costs Total Principal & Interest

91101 91401 91450 91522 91527 91550 91552 92510

To General Fund To G O I S To Accrued Leave-General To W W I S To CIPF - Water&Sewer To Internal Service Fnd To Warehouse Operations Expense - BAWA Fund Total Other Financing Uses

99001

Contingencies Total Contingencies TOTAL EXPENDITURES

Water & Sewer Fund

Aquatics Fund

WWIS Fund

Sanitation Fund

Storm Water Fund

Warehouse Operations Fund

Garage Fund

Combined Total

45,400 6,000 105,000 5,311 279,836

8,000 624,273 16,512 4,060 38,500 246,000 982 2,729,289

223,205 3,432,492 1,500 25,625 1,500 119,843 3,804,165

175,000 2,500 10,000 825 188,325

40,000 6,500 4,000 50,500

2,000 2,000

8,000 40,000 1,074,378 16,512 4,060 6,000 3,432,492 109,000 25,625 61,311 365,843 1,807 7,054,115

160,000 160,000

1,000 1,000

161,000 161,000

2,439,683

24,170,840

4,789,871

1,464,051

2,364,139

261,571

35,490,155

262,500 178,000 440,500

81,500 200,000 10,000 15,000 80,000 386,500

218,000 218,000

80,000 7,500 60,000 175,000 322,500

26,700 26,700

4,000 4,000

4,000 81,500 200,000 10,000 80,000 15,000 80,000 7,500 262,500 86,700 393,000 178,000 1,398,200

4,790,000 2,451,843 36,000 54,000 7,331,843

100,000 71,167 300,000 471,167

2,000,000 224,400 6,419,876 8,430,000 174,880 206,622 17,455,778

3,987,341 67,463 4,054,804

255,000 255,000

2,355,000 3,987,341 224,400 6,491,043 8,730,000 174,880 206,622 67,463 22,236,749

50,000 50,000

20,000 20,000

70,000 70,000

$ 3,351,350

$ 42,063,118

$ 11,386,647

$ 5,282,871

$ 1,786,551

$ 2,390,839

265,571

$ 66,526,947

4-11

4-12

CITY OF BAYTOWN ORGANIZATION CHART GENERAL FUND

Citizens City Council Boards and Commissions

Municipal Judge City Manager Legal

Deputy City Manager

Fire & EMS

Muni. Crt of Record in the City of Baytown

Emergency Management

Assistant City Manager

Police Engineering

Public Works Administration

Fiscal Operations

Human Resources

Planning & Development Services

Streets & Drainage

Information Technology Services (ITS)

Library

Parks & Recreation

Traffic Control

Public Health

City Clerk

Communications

5-1

5-2

CITY OF BAYTOWN GENERAL FUND 101 BUDGET SUMMARY BY TYPE OF EXPENDITURE Actual

Budget

Estimated

Adopted

2013-14

2014-15

2015-16

Revenues Taxes - Property

11,363,200

12,095,382

11,613,000

12,615,148

Taxes - Sales & Franchise

16,938,781

16,242,931

16,435,953

17,412,795

Payment In Lieu of Taxes

14,635

15,000

15,300

Special Assessments Industrial District Taxes Total Taxes Licenses & Permits Intergovernmental

179,836

150,000

170,000

29,365,075

30,947,483

31,566,433

57,861,527

59,450,796

59,181,436

61,779,676

1,665,982

1,337,150

1,191,050

1,405,550

888,567

663,688

578,688

606,562

Charges for Services

2,361,185

1,843,000

1,966,500

2,175,380

Fines & Forfeitures

2,331,082

2,196,500

2,506,500

2,692,330

Miscellaneous

1,490,940

971,625

872,720

872,624

Transfers In

3,737,857

4,485,855

4,489,445

3,312,562

70,337,140

70,948,614

70,786,339

72,844,684

51,609,842

56,584,125

56,032,128

58,374,018

Supplies

2,998,219

3,487,362

3,061,653

3,044,942

Maintenance

2,725,798

3,131,941

3,197,255

3,116,201

Services

Total Revenues Recurring Expenditures by Type Personnel Services

5,557,227

6,531,070

5,895,820

6,842,543

Sundry

50,097

93,839

55,240

58,700

Miscellaneous

20,887

27,000

1,644,883

995,387

986,829

1,054,063

64,606,954

70,850,724

69,255,925

72,517,467

3,381,426

3,945,173

3,325,526

2,134,980

1,550,885

540,000

7,348,800

Operating Transfers Out Total Operating Non-Recurring Expenditures Capital Outlay Transfers Out - CIPF Contingency

Total Expenditures Excess (Deficit) Revenues Over Expenditures Fund Balance - Beginning Fund Balance - Ending

313,000

340,000

69,539,265

75,648,897

73,121,451

82,341,247

797,875 22,863,642

(4,700,283) 23,661,517

(2,335,112) 23,661,517

(9,496,563) 21,326,405

23,661,517

Days of Operating Expenditures

134

18,961,234

21,326,405

112

11,829,842 60

General Fund Expenditures by Type Miscellaneous 0.5% Services 8% Maintenance 4% Supplies 4%

Capital & Transfers 13%

Personnel Services 71%

5-3

CITY OF BAYTOWN GENERAL FUND 101 BUDGET SUMMARY BY FUNCTION OF EXPENDITURE Actual 2013-14 Revenues Taxes - Property Taxes - Sales & Franchise Payment In Lieu of Taxes Special Assessments Industrial District Taxes

Budget 2014-15

Total Taxes

Total Revenues

1,665,982 888,567 2,361,185 2,331,082 1,490,940 3,737,857 70,337,140

1,337,150 663,688 1,843,000 2,196,500 971,625 4,485,855 70,948,614

1,191,050 578,688 1,966,500 2,506,500 872,720 4,489,445 70,786,339

1,405,550 606,562 2,175,380 2,692,330 872,624 3,312,562 72,844,684

Expenditures by Function General Government Public Safety Public Works Health & Welfare Culture & Leisure Capital Transfers Out Total Expenditures

14,910,077 36,155,404 4,339,634 2,203,540 6,364,301 3,381,426 2,184,883 69,539,265

16,218,552 40,519,847 4,273,385 2,380,651 6,775,902 3,945,173 1,535,387 75,648,897

15,116,629 40,100,231 4,276,959 2,358,381 6,416,896 3,325,526 1,526,829 73,121,451

17,970,035 40,576,992 3,997,348 2,551,961 6,707,068 2,134,980 8,402,863 82,341,247

Excess (Deficit) Revenues Over Expenditures Fund Balance - Beginning

797,875 22,863,642

(4,700,283) 23,661,517

(2,335,112) 23,661,517

(9,496,563) 21,326,405

Fund Balance - Ending

23,661,517

12,095,382 16,242,931 15,000 150,000 30,947,483 59,450,796

18,961,234

11,613,000 16,435,953 15,000 170,000 30,947,483 59,181,436

Adopted 2015-16

11,363,200 16,938,781 14,635 179,836 29,365,075 57,861,527

Licenses & Permits Intergovernmental Charges for Services Fines & Forfeitures Miscellaneous Transfers In

Estimated 2014-15

21,326,405

12,615,148 17,412,795 15,300 170,000 31,566,433 61,779,676

11,829,842

General Fund Expenditures by Function Health & Welfare 4% Public Works 6%

Public Safety 56%

5-4

Culture & Leisure 9%

General Government 25%

CITY OF BAYTOWN GENERAL FUND REVENUE SUMMARY Actual 2013-14

Revenue Property Taxes Sales & Use Taxes Franchise Tax Payment In Lieu of Taxes Special Assessments Industrial District Licenses & Permits Intergovernmental Charges For Services Fines & Forfeitures Miscellaneous Transfers TOTAL REVENUES

11,363,200 12,884,886 4,053,895 14,635 179,836 29,365,075 1,665,982 888,567 2,361,185 2,331,082 1,490,940 3,737,857 70,337,140

Budget 2014-15 $

12,095,382 12,602,024 3,640,907 15,000 150,000 30,947,483 1,337,150 663,688 1,843,000 2,196,500 971,625 4,485,855 70,948,614

Estimated 2014-15 $

Adopted 2015-16

11,613,000 12,675,000 3,760,953 15,000 170,000 30,947,483 1,191,050 578,688 1,966,500 2,506,500 872,720 4,489,445 70,786,339

12,615,148 13,512,795 3,900,000 15,300 170,000 31,566,433 1,405,550 606,562 2,175,380 2,692,330 872,624 3,312,562 72,844,684

General Fund Revenues Other 16%

Property Taxes 17% Sales & Use Taxes 19%

Industrial District 43%

Franchise Tax 5%

5-5

CITY OF BAYTOWN GENERAL FUND REVENUE DETAIL Revenue Property Taxes 41101 Current Yr Property Taxes 41102 Prior Year Property Taxes 41103 Penalty And Interest 41104 Bankruptcy Interest Total Property Tax Sales & Use Taxes 41201 Sales Tax 41202 Mixed Drink Tax Total Sales & Use Tax Franchise Tax 41301 Electric Franchise Fees 41302 Nat. Gas Franchise Fees 41303 Telephone Franchise Fees 41304 Cable Franchise Fees 41312 Solid Waste - Commercial Total Franchise Tax

Actual

Budget

Estimated

Adopted

2013-14

2014-15

2015-16

10,455,875 587,438 284,507 35,380 11,363,200

11,395,332 425,000 275,000 50 12,095,382

10,900,000 425,000 275,000 13,000 11,613,000

11,965,098 425,000 225,000 50 12,615,148

12,688,377 196,509 12,884,886

12,477,024 125,000 12,602,024

12,500,000 175,000 12,675,000

13,322,795 190,000 13,512,795

2,352,558 268,576 298,218 720,985 413,558 4,053,895

2,345,907 235,000 220,000 625,000 215,000 3,640,907

2,346,098 309,855 220,000 625,000 260,000 3,760,953

2,463,000 330,000 240,000 637,000 230,000 3,900,000

14,635 179,836

15,000 150,000

15,000 170,000

15,300 170,000

29,365,075

30,947,483

31,566,433

TOTAL TAXES

57,861,527

59,450,796

59,181,436

61,779,676

Licenses & Permits 42001 Building 42002 Plumbing 42003 Mech & Air Conditioning 42004 Housemoving 42005 Multi-Family Dwellings 42006 Electrical 42007 Demolition 42008 Mobile Homes 42009 Sign Operating 42010 Contractor Registratn Fee 42012 GIS Fee 42014 Garage Sale Permit 42021 Health 42031 Alcoholic Beverage 42032 Taxi Cab 42036 Waste Collection Permit 42041 Pipeline Fees 42045 OEM Permit Fees 42050 Engineering Fee 42060 Planning Fees 42091 Miscellaneous Total Licenses & Permits

835,511 86,729 78,160 74,771 123,937 1,790 4,470 101,529 12,775 15,480 21,380 181,738 34,330 225 260 65,000 6,700 21,198 1,665,982

700,000 68,000 61,000 73,000 94,000 2,000 1,700 25,000 13,000 8,000 17,000 170,000 28,000 1,400 50 45,000 5,000 25,000 1,337,150

600,000 68,000 70,000 50,000 75,000 1,500 1,700 25,000 13,000 8,000 16,000 182,000 28,000 1,800 50 20,000 1,000 30,000 1,191,050

600,000 68,000 80,000 60,000 90,000 1,500 1,700 25,000 13,000 930 16,000 190,000 28,000 1,700 420 27,000 1,000 67,300 107,000 27,000 1,405,550

41500 Payment In Lieu Of Taxes 45101 Principal - Special Assmt Industrial District Tax 41400 ID Revenue

5-6

CITY OF BAYTOWN GENERAL FUND REVENUE DETAIL Revenue Intergovernmental 43104 FEMA 43113 Bright Star (GCCISD) 43115 Truancy Program (GCCISD) 43208 Dept Of Transportation 43213 TXDPS 43301 Emergency Svcs. Revenue 43315 H-GAC Total Intergovernmental Charges for Services 44112 Recovery Of Damages 44113 Subdivision Filing Fee 44114 Vital Statistics 44115 Animal Control Fees 44116 Weed Mowing 44121 Ambulance 44125 Mun Ct Cr Card Proc Fee 44137 False Alarm Reg. & Fees 44141 Curbs & Drainage 44305 Other Academy Fees-Outsid Total Charges for Services Cultural & Recreational 44201 Facility Rental 44202 Special Events Revenue 44204 Vending Machines 44205 Leisure Programs 44207 Athletics Fees Total Cultural & Recreational TOTAL SERVICES CHARGES Fines & Forfeitures 45001 Municipal Court 45002 Library Fees And Fines 45005 Motor Carrier Violations Total Fines & Forfeitures Miscellaneous 46023 Fire Inspections Fees 49001 Sale Of City Property 49003 Investment Interest 49004 Interest On Receivables 49009 Rental Of Land 49010 Phone Commissions 49012 Service Charge-(Contra) 49029 Plans & Specs 49040 Settlement Proceeds 49041 Passport Fees 49042 Library Print Fees 49091 Miscellaneous 49093 Overages And Shortages Total Miscellaneous TOTAL REVENUES

Actual

Budget

Estimated

Adopted

2013-14

2014-15

2015-16

74,624 144,824 43,779 69,122 3,455 496,364 56,401 888,567

60,000 38,688 70,000 460,000 35,000 663,688

38,688 70,000 460,000 10,000 578,688

39,462 71,400 460,000 35,700 606,562

7,623 14,826 86,774 40,275 124,547 1,812,707 281 31,188 6,732 10,991 2,135,943

19,000 8,000 60,000 48,000 80,000 1,400,000 22,000 2,000 10,000 1,649,000

19,000 10,000 58,000 46,000 90,000 1,500,000 22,000 1,500 10,000 1,756,500

19,380 8,160 61,200 48,960 90,000 1,700,000 22,440 2,040 10,200 1,962,380

90,911 31,541 235 21,663 80,892 225,242

75,000 35,000 17,000 67,000 194,000

85,000 40,000 18,000 67,000 210,000

86,000 41,000 19,000 67,000 213,000

2,361,185

1,843,000

1,966,500

2,175,380

1,956,803 41,365 332,914 2,331,082

1,900,000 41,500 255,000 2,196,500

2,200,000 41,500 265,000 2,506,500

2,300,000 42,330 350,000 2,692,330

15,000 300,000 80,000 10,000 5 1,000 80,000 13,000 472,420 200 971,625

15,000 200,000 80,000 12,000 100 1,000 80,000 11,000 472,420 1,200 872,720

15,300 300,000 60,000 12,000 100 1,020 11,000 473,000 204 872,624

66,462,759

66,296,894

69,532,122

15,939 62,777 602,080 141 107,700 17,424 (781) 1,050 62,854 94,050 18,314 509,653 (261) 1,490,940 66,599,283

5-7

CITY OF BAYTOWN GENERAL FUND REVENUE DETAIL Revenue Transfers 61231 From Odd Trust & Agency 61232 From Hotel/Motel Fund 61291 From T & A Emergency Mgmt 61500 From Solid Waste Fund 61502 From Aquatics Fund 61505 Transfer From Storm Water 61520 From Water And Sewer Fund 62215 Revenue From MDD Fund 62216 Transfer From TIRZ 62510 Revenue-BAWA Total Other Financing Sources TOTAL REVENUES & TRANSFERS $

5-8

Actual

Budget

Estimated

Adopted

2013-14

2014-15

2015-16

171,000 10,800 200 206,489 728,781 1,954,274 300,000 116,313 250,000 3,737,857 70,337,140

167,000 10,800 250,000 100,000 728,781 2,454,274 300,000 125,000 350,000 4,485,855 $

70,948,614

167,000 10,800 250,000 100,000 728,781 2,454,274 300,000 128,590 350,000 4,489,445 $

70,786,339

167,000 11,016 255,000 100,000 2,000,000 300,000 129,546 350,000 3,312,562 $

72,844,684

CITY OF BAYTOWN GENERAL FUND 101 BUDGET SUMMARY BY DEPARTMENT Actual 2013-14 General Government 1010 General Administration 1030 Fiscal Operations 1060 Legal Services 1070 ITS 1080 Planning and Development Svcs. 1140 Human Resources 1170 City Clerk 1171 Court of Record 1180 City Facilities 1190 General Overhead Total General Government

Public Safety 2000 Police 2020 Fire & EMS 2025 Communications 2030 Emergency Management Total Public Safety

1,175,672 2,089,808 765,170 1,955,923 1,629,475 769,310 494,781 1,162,480 134,635 4,732,822 14,910,077

Budget 2014-15

1,301,294 2,483,101 836,771 2,449,966 1,784,193 931,630 571,031 1,256,954 192,300 4,411,312 16,218,552

Estimated 2014-15

1,172,746 2,253,621 834,121 2,488,635 1,648,870 854,553 615,076 1,226,106 125,091 3,897,810 15,116,629

Adopted 2015-16

1,366,074 2,349,217 845,431 2,656,640 1,779,374 854,207 604,140 1,217,054 158,450 6,139,448 17,970,035

19,054,600 15,257,860 1,397,121 445,822 36,155,404

20,770,200 17,559,585 1,684,637 505,425 40,519,847

20,934,613 17,008,066 1,678,607 478,945 40,100,231

20,870,601 17,653,545 1,560,637 492,209 40,576,992

Public Works 3000 Public Works Administration 3010 Streets & Drainage 3020 Traffic Control 3030 Engineering Total Public Works

390,480 1,943,888 1,094,354 910,912 4,339,634

375,618 1,863,676 1,050,622 983,469 4,273,385

380,139 1,842,552 1,080,311 973,957 4,276,959

381,840 1,544,848 1,111,770 958,890 3,997,348

Health & Welfare 4000 Health & Welfare

2,203,540

2,380,651

2,358,381

2,551,961

Culture & Leisure 5000 Parks & Recreation 6000 Library Total Culture & Leisure

3,797,908 2,566,393 6,364,301

4,103,467 2,672,435 6,775,902

3,871,661 2,545,235 6,416,896

4,201,538 2,505,530 6,707,068

Capital Transfers Out

3,381,426 2,184,883

3,945,173 1,535,387

3,325,526 1,526,829

2,134,980 8,402,863

General Fund Total

69,539,265

75,648,897

73,121,451

82,341,247

5-9

CITY OF BAYTOWN GENERAL FUND 101 BUDGET SUMMARY BY ACCOUNT

Acct#

Acct Description

71002 71003 71009 71011 71021 71022 71023 71028 71041 71043 71052 71081 71091

Regular Wages Part Time Wages Overtime Extra Help/Temporary Health Insurance TMRS FICA Workers Compensation Allowances Employee Incentives Salary Savings Retired Employee Benefits Prsnl Srvices Reimbursed Total Personnel Services

72001 72002 72004 72005 72006 72007 72011 72016 72019 72021 72022 72023 72026 72031 72032 72036 72041 72045 72046 72056 72061 72090

73001 73011 73012 73013 73022 73025 73026 73027 73028 73039 73041 73042

Land Maintenance Buildings Maintenance Docks & Piers Maintenance Recreation Equip Maint Sanitary Sewers Maint Streets Sidewalks & Curbs Storm Drains Maint Heat & Cool Sys Maint Electrical Maintenance Miscellaneous Maint Furniture/Fixtures Maint Machinery & Equip Maint

5-10

Actual 2013-14 $

31,595,119 $ 677,654 2,070,961 19,066 5,987,670 6,236,719 2,470,005 511,195 256,390 2,310 1,782,763 (10) 51,609,842

Budget 2014-15 35,880,402 $ 703,429 1,743,409 17,000 6,366,597 6,889,688 2,816,638 591,597 319,054 4,500 (500,000) 1,751,811 56,584,125

Estimated 2014-15 35,261,471 $ 679,602 1,951,530 8,700 6,220,722 6,933,517 2,805,125 592,550 324,600 2,500 (500,000) 1,751,811 56,032,128

Adopted 2015-16 36,606,244 725,070 1,806,311 5,851,840 6,923,221 2,992,749 599,931 314,300 885,594 1,668,758 58,374,018

185,814 63,131 73,466 7,029 25,594 299,093 12,112 1,157,293 22,832 167,729 5,014 269,193 104,412 101,465 115,661 32,060 204,820 42,777 4,750 87,610 11,109 5,257 2,998,219

204,482 88,616 112,548 8,764 30,840 367,713 13,120 1,187,745 22,000 239,927 12,000 255,000 98,956 148,113 110,099 54,797 331,696 148,496 12,150 20,000 14,300 6,000 3,487,362

197,238 77,923 107,420 6,500 30,215 317,447 13,120 878,736 21,379 210,597 12,000 255,000 103,890 130,841 143,130 53,560 309,375 147,646 8,686 20,000 13,950 3,000 3,061,653

198,527 98,850 83,820 5,307 27,840 329,935 13,120 1,054,652 24,000 142,767 12,000 255,000 103,458 125,800 130,749 42,845 321,135 37,137 11,000 10,000 13,000 4,000 3,044,942

78,463 339,150 467 5,981 780 169,994 25,339 114,217 123,044 1,350 15,463 640,379

91,408 347,658 500 28,057 1,200 258,200 30,000 86,275 98,500 2,500 23,086 883,659

87,121 325,807 400 27,185 800 240,999 15,000 88,969 131,759 2,500 18,832 858,982

93,080 400,895 500 28,000 1,200 198,200 96,135 133,500 2,500 11,936 820,869

CITY OF BAYTOWN GENERAL FUND 101 BUDGET SUMMARY BY ACCOUNT Actual 2013-14

Budget 2014-15

Estimated 2014-15

Adopted 2015-16

Acct#

Acct Description

73043 73044 73045 73046 73048 73049 73053 73055

Motor Vehicles Maint Street Signs Maint Radio & Testing Equipment Books - Maintenance Signal Systems Maint Barricades Maint Vehicle Repair-Collision Maintenance On Computers Total Maintenance

888,404 95,781 3,107 45,650 116,430 11,834 (23,688) 73,655 2,725,798

761,835 89,450 108,500 61,313 107,500 7,000 9,000 136,300 3,131,941

805,005 89,000 158,000 50,639 147,500 4,757 9,000 135,000 3,197,255

752,867 87,000 209,500 55,019 130,000 5,000 90,000 3,116,201

74001 74002 74003 74004 74005 74007 74011 74020 74021 74022 74023 74026 74029 74031 74032 74036 74042 74045 74047 74051 74054 74056 74058 74070 74071 74082 74123 74210 74211 74220 74230 74240 74241 74242 74271 74272 74277 74280 74281

Communication Electric Service Street Lighting Water & Sewer Natural Gas TWC Claims Paid Equipment Rental Outside Contracts Special Services Audits Industrial Appraisal Janitorial Services Service Awards Wrecker Service Computer Programing Advertising Education & Training In-State Investigatv Trvl Support Of Prisoners Non City Facility Rental Council Reimbursables Vacant Lot Cleaning Landfill Fees Elections Association Dues Confidential Instructor Fees General Liability Ins K-9 Insurance Errors & Omissions Law Enforcement Liability Auto Liability Auto Collision Auto Catastrophic Mobile Equipment Real & Personal Property Flood Insurance Bonds Employee Fraud

604,877 698,482 791,797 865 85,513 83,762 356,359 66,108 902,565 77,050 35,000 112,236 20,858 6,190 54,232 404,801 4,088 56,358 26,719 674 133,053 56,518 43,719 10,180 15,216 33,034 5,396 67,197 51,556 140,915 107,691 3,000 19,657 230,275 47,403 170 4,416

591,791 730,000 750,000 1,200 75,000 75,000 454,389 68,271 1,220,933 72,000 35,000 124,896 19,200 6,600 1,950 60,201 587,713 5,038 62,562 30,492 6,200 140,000 80,778 70,100 64,176 13,000 24,000 38,058 6,205 78,007 59,289 169,879 129,229 3,600 22,606 264,816 62,500 2,500 5,078

570,826 639,738 821,770 2,200 77,242 51,784 364,793 66,730 1,003,121 72,000 35,000 121,970 19,200 5,000 1,950 63,160 506,297 4,000 60,000 28,988 1,000 140,000 60,751 56,000 57,366 15,000 16,439 38,058 6,205 78,007 59,289 197,000 129,229 3,600 22,606 210,468 62,500 2,500 5,078

5-11

CITY OF BAYTOWN GENERAL FUND 101 BUDGET SUMMARY BY ACCOUNT

Acct#

Actual 2013-14

Acct Description

74290 Misc Liability 74295 Deductibles 74999 Perf Cont Energy Savings Total Services 75001 75051 75061 75064 77106 77109

Contributions Court Cost Medical - Preemployment Medical Services Little League Light Contr Bytn Beauti Adv Comm-Bbac Total Sundry & Other Total Operating

Budget 2014-15

Estimated 2014-15

Adopted 2015-16

113,073 86,226 5,557,227

230,000 88,813 6,531,070

1,372 128,770 88,813 5,895,820

3,000 135,000 88,813 6,842,543

14,282 24,971 10,844 12,000 8,887 70,985

540 16,700 23,000 53,599 12,000 15,000 120,839

240 12,000 27,000 16,000 12,000 15,000 82,240

14,700 5,500 38,500 12,000 15,000 85,700

62,962,071

69,855,337

68,269,096

71,463,404

80001 80021 81001 82011 83025 83026 83039 84041 84042 84043 84047 84052 84061 85001 85011 86011

Furniture & Equip <$5000 Special Programs Land Purchase Building & Improvements Streets Sidewalks & Curbs Storm Drains Other Improvements Furniture & Fixtures Machinery & Equipment Motor Vehicles Computer Software Heavy Equipment Other Equipment Construction Engineering Capital Lease Payment Total Capital Only

981,703 347,833 1,000 30,569 78,383 71,817 511,411 1,077,139 119,763 36,485 22,976 38,464 63,882 3,381,426

81,906 392,555 602,036 350,000 80,000 25,000 13,200 936,498 1,236,645 80,000 70,083 77,250 3,945,173

131,068 366,858 294,607 350,000 41,531 25,000 13,200 810,558 1,160,695 20,000 70,595 41,414 3,325,526

28,500 412,000 350,000 8,000 941,700 337,780 57,000 2,134,980

91201 91226 91291 91298 91350 91351 91401 91450 91540 91550 91552

To Municipal Ct Security To Miscellaneous Police To Emergency Management To Wetland Research Ctr To Gen Capital Proj Fund To Capital Improvemnt Prg To G O I S To Accrued Leave-General To Bayland Island To Internal Service Fnd To Warehouse Operations Total Other Financing Uses

35,568 92,979 10,000 179,466 1,550,885 234,582 850,000 37,549 161,242 43,497 3,195,768

61,020 96,006 189,104 91,700 540,000 350,000 163,121 44,436 1,535,387

39,752 97,485 200,335 91,700 540,000 350,000 163,121 44,436 1,526,829

46,867 90,294 206,424 95,300 7,348,800 357,000 213,742 44,436 8,402,863

99001 Contingencies 99002 Unforeseen/New Initiative Total Contingencies TOTAL EXPENDITURES

5-12

69,539,265

13,000 300,000 313,000 $

75,648,897

73,121,451

40,000 300,000 340,000 $

82,341,247

5-13

1010 GENERAL ADMINISTRATION – PROGRAM SUMMARY Program Description The General Administration Department consists of three main divisions, the City Manager’s office, the City Council and Public Affairs. It also includes expenditures that are not directly associated with any other department within the General Fund. The City Manager is the chief executive and administrative officer of the City and is responsible for general administration of the City's affairs and serves as a liaison between the policy making and administrative branches of the City government. The City Manager provides City Council with the information needed to conduct the affairs of the City and coordinate the implementation of their decisions. This division oversees the operations of all city departments and reviews and updates management policies and regulations. Major Goals • Ensure delivery of City services in an effective and efficient manner through responsible administration. • Ensure that the response to citizen complaints and requests for action are performed in a timely manner. • Assist in the development of neighborhood organizations and coordinate implementation of neighborhood improvement projects and activities. • Conduct City Council meetings in accordance with the provisions of the City Charter and Ordinances. • Continue to provide quality information the citizens receive from local government by working with educational, business and neighborhood groups to communicate city events, public hearings and city staff initiatives. • Coordinate Council activities, negotiate contracts and supervise the staff to provide efficient and effective municipal services to the City of Baytown. Major Objectives • Provide the Council with timely and meaningful information. • Maintain up-to-date policies and regulations. • Encourage an innovative approach to problem resolution. • Supervise and coordinate the staff and provide oversight to all departmental operations. • Maintain a long-range outlook and provide the Council with recommendations for the future. • Act as the City's ambassador in developing and maintaining relations with outside agencies.

5-14

1010 GENERAL ADMINISTRATION - SERVICE LEVEL BUDGET

Acct# 7100 71002 71009 71021 71022 71023 71028 71041 7200 72001 72002 72004 72007 72041 72045 7300 73041 7400 74021 74036 74042 74054 74070 74071

Acct Description Personnel Services Regular Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Total Personnel Services Supplies Office Supplies Postage Supplies Printing Supplies Wearing Apparel Educational Supplies Computer Software Supply Total Supplies Maintenance Furniture/Fixtures Maint Total Maintenance Services Special Services Advertising Education & Training Council Reimbursables Elections Association Dues Total Services

Actual 2013-14 $

3,145 498 19,273 110 526 23,551

8000 Capital Outlay 80001 Furniture & Equip <$5000 80021 Special Programs Total Capital Outlay $

822,018 84,549 152,767 62,628 1,352 19,200 1,142,514

Estimated 2014-15 $

6,800 700 50,400 500 1,600 60,000

Total Operating

TOTAL DEPARTMENT

771,536 493 80,520 144,818 49,233 1,283 15,660 1,063,543

Budget 2014-15

500 500

725,186 84,549 142,836 57,810 1,317 19,200 1,030,898

Adopted 2015-16 $

861,457 77,504 155,820 65,817 1,451 19,500 1,181,549

6,500 400 50,400 418 1,400 59,118

6,600 22,600 25,900 500 1,200 100 56,900

22,438 5,817 45,576 674 14,072 88,577

23,500 6,000 44,670 6,200 17,910 98,280

22,610 7,000 36,770 1,000 15,350 82,730

14,000 2,500 45,770 1,000 48,000 16,355 127,625

1,175,672

1,301,294

1,172,746

1,366,074

1,431 22,279 23,710

5,000 5,000

2,500 2,500

1,199,382

1,306,294

1,175,246

1,368,574

5-15

1030 FISCAL OPERATIONS – PROGRAM SUMMARY Program Description The Fiscal Operations Department consists of Accounting, Payroll, Treasury, Budgeting, and Purchasing. This Department is responsible for administering the City’s fiscal affairs in accordance with applicable local, state and federal guidelines. The Department manages the annual audit, annual budget and advises management on all aspects of financial planning and debt management for the City. The Department is responsible for collection and disbursement of all City funds and implementation of effective internal control systems for the City of Baytown. The Department also actively manages the City’s investment portfolio in compliance with the Public Funds Investment Act (PFIA) and the City’s adopted investment policy. Major Goals • Ensure that all financial transactions are reported timely and accurately and in compliance with General Accepted Accounting Principles along with appropriate internal controls. • Provide timely financial information to users for management decisions, managing the City's assets and planning for future financial growth. • Provide quality budget development and analysis to foster financial accountability and responsible use of City funds. • Promote a better understanding of financial policies and procedures among internal and external customers. • Improve purchasing practices within the user departments to control costs and increase efficiency of city operations. • Review and improve cash collection procedures throughout the City. • Continue to structure the City’s portfolio to manage evolving economic conditions and fluid liquidity needs. Major Objectives • Continue to develop financial policies that will provide financial stability and continuity in a changing political and economic environment. • Achieve efficiencies in accounting and reporting activities through greater use of information technology. • Continue staff professional and technical growth. • Continue to obtain the GFOA Distinguished Budget Presentation Award, the GFOA Certificate of Achievement for Excellence in Financial Reporting, Texas Comptroller Leadership Circle Gold Member Award and the Popular Annual Financial Reporting (PAFR) Award. • Review and refinement of investment policy to stay in compliance with PFIA and evolving economic conditions. Services Provided • Financial planning and oversight of all financial applications. • Check issuance: payroll and accounts payable. • All City collections, deposits, investments and cash/debt management. • Project cost management and reporting. • Budget management and preparation. • Financial reporting, internal control and annual audit. • Fixed assets tracking and reporting. • Grant assistance and reporting. • Procurement services: purchase orders and annual contracts. • General financial support and assistance to City Manager and City Departments. Workload Measures 1. Investment portfolio (in millions) 2. Annual A/P & Payroll checks 3. Annual purchase orders issued 4. Annual contracts 5. Active grants Performance Measures 1. Tax collections as a % of levy 2. Annual estimated yield 3. Weighted avg. maturity of portfolio (days) 4. Invoices paid in 30 days 5. GFOA Award for Budget, CAFR & PAFR

5-16

Actual 2013-14 $137.1 14,576 8,310 86 22

Budget 2014-15 $153.0 14,700 8,000 100 30

Estimated 2014-15 $150.0 14,500 8,000 100 30

Projected 2015-16 $155.0 14,630 8,000 100 25

95% 0.17% 94 99% 3

96% 0.25% 100+ 99% 3

95.25% 0.20% 117 99.5% 3

96% 0.25% 120 99.7% 3

1030 FISCAL OPERATIONS - SERVICE LEVEL BUDGET

Acct# 7100 71002 71003 71009 71021 71022 71023 71028 71041 7200 72001 72002 72004 72007 72016 72021 72041 7300 73041 73043 7400 74011 74021 74022 74023 74036 74042 74071

Actual 2013-14 $

Total Operating 9000 Other Financing Uses 91351 To Capital Improvemnt Prg Total Other Financing Uses TOTAL DEPARTMENT

979,316 60,641 622 190,229 181,914 75,304 1,345 10,841 1,500,213

Budget 2014-15 $

1,126,807 33,516 4,500 199,750 206,493 89,946 2,652 10,800 1,674,464

Adopted 2015-16 $

1,196,127 32,630 6,750 183,103 214,661 94,364 1,691 10,800 1,740,126

18,828 5,311 2,782 398 3,034 1,297 31,649

19,830 7,400 3,100 400 4,900 2,000 300 37,930

19,830 5,758 2,482 50 300 1,000 420 29,840

17,500 6,313 2,500 50 300 1,000 300 27,963

249 249

500 1,000 1,500

1,000 1,000

7,822 345,893 77,050 35,000 3,088 10,857 2,988 482,697

10,000 555,862 72,000 35,000 2,601 30,524 3,980 709,967

10,016 401,520 72,000 35,000 2,601 23,200 3,980 548,317

8,512 416,485 92,000 35,000 2,601 21,000 4,530 580,128

2,014,808

2,483,101

2,253,621

2,349,217

75,000 75,000 $

1,162,138 33,519 18,500 199,750 216,325 90,080 2,592 10,800 1,733,704

Estimated 2014-15

2,089,808

2,483,101

2,253,621

2,349,217

5-17

1060 LEGAL SERVICES – PROGRAM SUMMARY Program Description The Legal Department is a service-oriented department providing counsel to the City Council, the Baytown Area Water Authority (BAWA), the Baytown Crime Control and Prevention District (CCPD), the Baytown Fire Control, Prevention, and Emergency Medical Services District (FCPEMSD), and the Baytown Municipal Development District (MDD), as well as to their boards and commissions. The department also tenders legal advice to officers and employees of the City relating to their powers and duties in such capacities. Legal services provided by the department include drafting and negotiating contracts, securing pre-clearance for all municipal elections, prosecuting violations of the transportation, health and penal codes as well as the Code of Ordinances, and representing and coordinating the representation of the City in various civil matters ensuring that the rights and interests of the City are being appropriately protected and pursued. Major Goals • Provide dependable legal advice to the City Council and to the Boards of Directors of BAWA, CCPD, FCPEMSD, and MDD and their boards and commissions as well as the officers and employees of the City. • Draft, review and negotiate legal instruments for City projects in order to achieve the desired project goals while ensuring that the City’s interests are adequately protected. • Represent the City, BAWA, CCPD, FCPEMSD, and MDD in all legal proceedings in an effective, zealous manner. • Prosecute all cases filed in Municipal Court. • Remain current on all state and federal laws and regulations applicable to the City, BAWA, CCPD, FCPEMSD, and MDD. • Serve on the negotiating team in the firefighter collective bargain process. Major Objectives • Legal counsel  Support all legal opinions, whether written or oral, with case or statutory authority, as appropriate.  Ensure that all requests for written opinions are honored in a timely manner. • Legal representation  Zealously represent the City, BAWA, CCPD, FCPEMSD, and MDD and protect their prospective interests.  Ensure court-imposed deadlines are met.  Ensure that all witnesses are advised in a timely manner of trial settings. • Legal documentation  Ensure all contracts accomplish the intended purposes while providing sufficient protections.  Maintain all written opinions issued by the department in an opinion book for future reference.

5-18

1060 LEGAL SERVICES - SERVICE LEVEL BUDGET

Acct# 7100 71002 71003 71009 71021 71022 71023 71028 71041 7200 72001 72002 72045 7300 73046 7400 74021 74042 74071 7500 75051

Acct Description Personnel Services Regular Wages Part Time Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Total Personnel Services Supplies Office Supplies Postage Supplies Computer Software Supply Total Supplies Maintenance Books - Maintenance Total Maintenance Services Special Services Education & Training Association Dues Total Services Sundry Charges Court Cost Total Sundry & Other

Actual 2013-14 $

Total Operating 8000 Capital Outlay 80001 Furniture & Equip <$5000 Total Capital Outlay TOTAL DEPARTMENT

476,789 7,328 254 60,390 89,395 33,655 632 9,203 677,647

Budget 2014-15 $

496,551 13,843 290 63,412 93,336 37,634 665 9,600 715,331

Adopted 2015-16 $

516,607 5,019 58,128 93,955 39,537 705 9,600 723,551

1,523 400 1,924

4,500 1,000 5,000 10,500

4,350 890 4,750 9,990

3,500 1,000 2,000 6,500

26,371 26,371

34,294 34,294

31,150 31,150

33,000 33,000

42,997 8,170 2,451 53,618

60,000 15,164 3,635 78,799

57,000 14,950 3,450 75,400

60,000 14,500 3,880 78,380

5,611 5,611

4,000 4,000

2,250 2,250

4,000 4,000

765,170

836,771

834,121

845,431

3,156 3,156 $

499,531 5,116 63,412 93,369 37,492 658 9,600 709,178

Estimated 2014-15

768,326

836,771

834,121

845,431

5-19

1070 INFORMATION TECHNOLOGY SERVICES – PROGRAM SUMMARY Program Description The Information Technology Services (ITS) Department has the responsibility of effectively administering all enterprise information technology throughout the City. ITS is responsible for the computers, cellular telephones, 2-way radios, and voice-over-ip (VoIP) telephone system for all City departments. ITS assists those departments in providing quality services to the community through the utilization of effective systems. Major Goals • Provide exceptional customer service to all City departments • Provide hardware and software expertise to all City departments to maintain a highly productive workplace • Ensure all enterprise services are fit for use and purpose • Expand knowledge of, and partnerships with, other public entities in the greater Houston area Major Objectives • 911 Center activation • Refresh the core network infrastructure • Fire Training Field activation • Expand and improve online Citizen services • Upgrade Fire Stations 1–5 to VoIP phones

Workload Measures 1. Total desktops/laptops/tablets supported 2. Total physical/virtual servers supported 3. Total business applications supported (excludes standard desktop) 4. Total network printers/point of sales units 5. Total sites supported 6. Total cellular/desktop phones supported 7. Total 700Mhz/800Mhz radios supported 8. Total public safety vehicles with data connectivity 9. Total calls for service Supported Sites: Police Administration Police Academy Police Substation Police Jail Police CVT Police Gun Range Fire Administration Fire Station 1 Fire Station 2 Fire Station 3 Fire Station 4 Fire Station 5 Fire Station 6 Fire Station 7 Fire Training Field EMS Station Emergency Management Municipal Court BAWA

5-20

Actual 2013-14 532/218/11 27/70 52

Budget 2014-15 546/229/14 25/80 52

Estimated 2014-15 571/269/38 20/88 75

Projected 2015-16 591/310/58 20/88 75

149/35 37 155/495 872 152 2,392

125/37 38 218/496 855 162 2,679

112/38 38 221/548 924 178 2,116

100/39 40 225/578 924 200 1,986

Site Address: 3200 N. Main Street 203 E. Wye Drive 3530 Market Street 3100 N. Main Street 307 S. Main 3307 McLean Rd. 201 E. Wye Drive 4123 Garth Road 2323 Market Street 3311 Massey Tompkins Road 910 E. Fayle 7210 Bayway Drive 10166 Pinehurst Drive 7215 Eastpoint Blvd. 7022 Bayway Drive 109 S. Main 205 E. Wye Drive 3120 N. Main Street 7425 Thompson Road

1070 INFORMATION TECHNOLOGY SERVICES – PROGRAM SUMMARY Supported Sites: Public Works Administration Public Works Traffic Public Works Central District Plant Public Works East District Plant Public Works West District Plant Public Works Northeast District Plant Health Administration Health Animal Services Health Mosquito Control City Hall Utility Billing Parks Administration Parks Service Center Parks Wetlands Center Parks N.C. Foote Park Parks Nature Center Parks Pirate’s Bay Water Park Library Tech Garage ITS Shop 911 Center

Site Address: 2123 Market Street 2103 Market Street 1709 W. Main Street 3030 Ferry Road 1510 I-10 East 8808 Needlepoint Road 220 W. Defee 405 N. Robert Lanier Drive 806 W. Nazro Street 2401 Market Street 2505 Market Street 2407 Market Street 1210 Park Street 1724 Market Street 2428 West Main 6213 Bayway Drive 5300 East Road 1009 W. Sterling Avenue 2511 ½ Cedar Bayou Rd. 2101 Market Street 7800 N Main Street

5-21

1070 INFORMATION TECHNOLOGY SERVICES - SERVICE LEVEL BUDGET

Acct# 7100 71002 71009 71021 71022 71023 71028 71041 7200 72001 72002 72021 7300 73011 73027 73042 73043 73045 73055 7400 74001 74002 74011 74021 74042 74071

Acct Description Personnel Services Regular Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Total Personnel Services Supplies Office Supplies Postage Supplies Minor Tools Total Supplies Maintenance Buildings Maintenance Heat & Cool Sys Maint Machinery & Equip Maint Motor Vehicles Maint Radio & Testing Equipment Maintenance On Computers Total Maintenance Services Communication Electric Service Equipment Rental Special Services Education & Training Association Dues Total Services

Actual 2013-14 $

Total Operating 8000 Capital Outlay 80001 Furniture & Equip <$5000 84042 Machinery & Equipment Total Capital Outlay 9000 Other Financing Uses 91351 To Capital Improvemnt Prg Total Other Financing Uses TOTAL DEPARTMENT

5-22

677,407 19,162 120,780 135,824 52,784 4,054 42,137 1,052,148

Budget 2014-15 $

789,476 12,500 137,393 154,125 61,573 4,768 46,800 1,206,635

Adopted 2015-16 $

790,103 15,000 125,944 150,661 63,392 4,890 46,800 1,196,790

8,473 12 1,049 9,533

8,500 250 3,000 11,750

8,500 2,700 11,200

8,500 250 3,000 11,750

968 438 545,321 144 2,147 73,655 622,673

1,500 1,250 754,150 105,500 136,300 998,700

1,500 1,000 750,000 155,000 135,000 1,042,500

80,000 6,250 694,150 205,500 90,000 1,075,900

1,072 3,273 209,353 4,178 33,693 251,569

1,700 4,000 150,000 11,000 65,000 500 232,200

1,700 3,300 148,000 15,000 60,000 300 228,300

1,700 270,000 45,000 55,000 500 372,200

1,935,923

2,449,966

2,488,635

2,656,640

117,262 117,262

562,000 562,000

500,000 500,000

684,000 684,000

20,000 20,000 $

791,991 15,000 137,393 154,368 61,502 3,862 43,200 1,207,316

Estimated 2014-15

2,073,185

3,011,966

2,988,635

3,340,640

5-23

1080 PLANNING & DEVELOPMENT SERVICES – PROGRAM SUMMARY Program Description The Planning and Development Services Department, in three divisions, leads the City's efforts in long-range and neighborhood planning; it implements the zoning, subdivision, and building codes by providing services to developers and residents; provides annexation analysis and service plans; implements the city’s community block grant program and provides building permit and inspection services. The department provides staff support to the Planning and Zoning Commission, Community Development Advisory Committee, Construction Board of Adjustment and Appeals, Sign Committee, Zoning Board of Adjustments, and the Development Review Committee. The Planning and Development Services Department works to improve property maintenance by coordinated code enforcement efforts, including the review, inspection, and registration of substandard and vacant structures, multi-family dwelling, manufactured home parks, and signs. The Building Division implements FEMA and other floodplain management standards. Major Goals • Successfully implement the ULDC and propose amendments to the new code as necessary • Implement successfully the third Neighborhood Improvement Project with the target neighborhood • Continue updating codes, addressing subdivision, parking and sign regulations • Continue process improvements at the One Stop Shop permit counter • Complete a five-year Capital Improvement Plan with the Engineering Department • Continue to improve interdivisional relationships inside the department and interdepartmental relationships in the development review process • Continue identifying areas to annex and implement an annexation plan Major Objectives • Work with individual neighborhoods, developers and property owners for better education concerning subdivision and zoning code; assist them with issues they may have regarding new and redevelopment • Continue to work with neighborhoods on education concerning various programs, how to establish an on-going neighborhood committee or community association to look after their needs • Development codes may need amendments to address glitches or industrial standards so we will do that work this year as well as begin the work on parking, signs and subdivision regulations • Continue the implementation of the comprehensive plan and make updates which will be a significant effort that will include meetings with council, planning and zoning commission, citizens, developers and neighborhoods

Workload Measures 1. Annexation service plans developed 2. Plats reviewed (includes re-submittals) 3. New residential permits 4. New commercial permits 5. Sign permits and renewals (every other year) 6. Electrical permits 7. All other permits (includes remodel) Performance Measures 1. Zoning inspections (violations) 2. Plan reviews 3. Field inspections 4. Customer service contacts (Telephone and walk-ins)

5-24

Actual 2013-14

Budget 2014-15

7 58 169 26 148 1,108 5,649

4 96 162 36 1,189 1,275 6,112

Estimated 2014-15 10 62 214 30 0 1,216 6,720

37 1,449 10,383 16,000

40 2,180 12,846 26,318

30 1,906 15,514 22,234

Projected 2015-16 15 93 320 45 1,344 1,372 7,000

40 2,300 17,044 27,500

1080 PLANNING & DEVELOPMENT SERVICES - SERVICE LEVEL BUDGET

Acct# 7100 71002 71009 71021 71022 71023 71028 71041 7200 72001 72002 72004 72007 72016 72021 72041 7300 73041 73043 7400 74021 74036 74042 74071

Acct Description Personnel Services Regular Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Total Personnel Services Supplies Office Supplies Postage Supplies Printing Supplies Wearing Apparel Motor Vehicle Supplies Minor Tools Educational Supplies Total Supplies Maintenance Furniture/Fixtures Maint Motor Vehicles Maint Total Maintenance Services Special Services Advertising Education & Training Association Dues Total Services

Actual 2013-14 $

Total Operating 8000 Capital Outlay 80001 Furniture & Equip <$5000 84043 Motor Vehicles Total Capital Outlay 9000 Other Financing Uses 91351 To Capital Improvemnt Prg Total Other Financing Uses TOTAL DEPARTMENT

984,750 2,908 196,268 184,670 71,425 2,431 16,738 1,459,190

Budget 2014-15 $

1,147,282 5,250 211,370 212,642 86,208 3,098 18,600 1,684,450

Estimated 2014-15 $

1,058,804 5,250 189,880 198,340 84,309 2,944 18,600 1,558,127

Adopted 2015-16 $

1,169,209 5,250 203,448 210,590 87,067 3,029 16,200 1,694,793

5,273 9,546 6,309 802 11,026 692 547 34,195

5,000 9,500 7,000 800 12,500 800 1,150 36,750

4,500 9,800 6,000 800 11,000 800 1,000 33,900

208 6,918 7,126

1,500 8,000 9,500

8,000 8,000

5,584 7,039 12,732 3,609 28,964

24,000 5,500 19,845 4,148 53,493

10,000 10,500 19,845 4,148 44,493

16,000 7,500 15,000 4,181 42,681

1,529,475

1,784,193

1,648,870

1,779,374

4,000 16,120 20,120

2,000 21,000 23,000

2,000 2,000

100,000 100,000

1,649,595

1,807,193

1,671,870

1,781,374

5-25

1140 HUMAN RESOURCES – PROGRAM SUMMARY Program Description The Department of Human Resources is a full service department supporting a comprehensive range of Human Resource needs, many of which are driven by evolving State and Federal legislation. The department performs various Human Resource functions by taking the following actions: developing and interpreting policy; acting as internal consultants to all departments on human resources related issues; maintaining employment practices consistent with applicable legislation; resolving employee concerns, grievances, and appeals; administering and resolving workers’ compensation and unemployment issues and claims; providing training and development; maintaining equitable and competitive compensation practices; and managing the City’s insurance programs. The department also administers Civil Service, Collective Bargaining and Meet and Confer. Major Goals • Revise entire Human Resources policy manual and administrative rules. • Provide employees with training in the areas of Customer Service and Teamwork. • Contribute to the City’s future planning by addressing how to develop current employees to meet the future competency requirements. • Review Health Benefits Program to determine potential cost effective measures. • Continue to develop Wellness Initiatives for employees to increase well-being and engagement. • Evaluate overall compensation through market survey. • Develop training for supervisors in management and leadership areas. • Stay abreast of current legislation, especially Healthcare Reform, to assure legal compliance. • Advise City Managers, Directors, and Supervisors regarding policies and procedures to ensure equitable application for all City employees. • Maintain Performance Management Program. • Improve recruiting, staffing, and retention programs. • Participate in Collective Bargaining and Meet and Confer negotiations as needed. Major Objectives • Provide leadership training for all managers to continue to develop needed skills. • Assist management in creating a positive work environment to attract and retain quality employees. • Provide training opportunities for employees to increase skill levels for improved job performance and career advancement. • Continue to promote Core Values and Foundations for Success.

Workload Measures 1. Positions Posted 2. Application/Resumes Processed 3. Jobs Evaluated Performance Measures 1. Total positions Filled/Hired/Prom/Transfers 2. Terminations – full time

5-26

Actual 2013-14 273 10,850 23

Budget 2014-15 185 12,000 10

Estimated 2014-15 165 10,500 12

Projected 2015-16 170 10,000 15

475 101

430 85

465 95

470 100

1140 HUMAN RESOURCES - SERVICE LEVEL BUDGET

Acct# 7100 71002 71003 71009 71011 71021 71022 71023 71028 71041 71043 7200 72001 72002 72041 7400 74021 74036 74042 74071 7500 75061 75064

Acct Description Personnel Services Regular Wages Part Time Wages Overtime Extra Help/Temporary Health Insurance TMRS FICA Workers Compensation Allowances Employee Incentives Total Personnel Services Supplies Office Supplies Postage Supplies Educational Supplies Total Supplies Services Special Services Advertising Education & Training Association Dues Total Services Sundry Charges Medical - Preemployment Medical Services Total Sundry & Other

Actual 2013-14 $

Total Operating 8000 Capital Outlay 80001 Furniture & Equip <$5000 84047 Computer Software Total Capital Outlay TOTAL DEPARTMENT

446,235 3,965 80,520 83,980 32,483 626 8,345 2,310 658,464

Budget 2014-15 $

496,454 4,000 50 84,550 93,275 37,543 671 9,600 2,500 728,643

Adopted 2015-16 $

496,843 4,000 976 77,504 89,748 36,462 674 9,600 2,500 718,307

8,530 2,023 28,253 38,806

7,450 3,000 44,700 55,150

8,000 2,500 25,817 36,317

7,400 2,500 36,000 45,900

27,643 11,340 7,089 1,786 47,858

57,886 10,800 15,550 4,035 88,271

42,293 10,800 10,000 3,000 66,093

40,000 10,000 12,000 3,000 65,000

21,471 2,711 24,182

17,000 47,128 64,128

21,000 2,500 23,500

25,000 25,000

769,310

931,630

854,553

854,207

80,000 80,000

51,150 20,000 71,150

492,238 768 976 8,400 84,550 90,858 35,950 641 7,200 2,500 724,081

Estimated 2014-15

769,310

1,011,630

925,703

854,207

5-27

1170 CITY CLERK – PROGRAM SUMMARY Program Description The City Clerk Department maintains official City records, administers elections, assists citizens and departments in search for information, responds to requests for public information, issues various permits, processes recordations and serves as the City’s records manager, elections administrator, public information officer and local registrar in accordance with State law. Major Goals • Process public information requests in compliance with the Texas Public Information Act and the City’s Public Information Request Policy. • Plan and administer the City’s general election and any special municipal elections as deemed appropriate by the Council. • Continue updates to the City’s Records Management Policy and Program and best practices across the organization regarding city-wide Electronic Records Retention and the Disposition Program. • Complete reorganization and implementation of the Vital Statistics Division and complete the migration of birth and death records from microfiche and paper format to electronic format. • Continue to provide training, education and efficient and customer friendly service to internal and external customers as they relate to the Texas Open Meetings Act. Major Objectives • Administer general and special elections. • Complete a City-wide Records Policy and Public Information Act Training. • Complete a City-wide disposition of records in accordance to State Law and the City’s Records Management Policy. • Continue implementation of Laserfiche Records Management Software in City Clerk’s Office. • Continue imaging and indexing of vital and permanent records. • Administer oaths, statements and training to all elected and appointed officials as it relates to the Texas Open Meetings Act and Texas Public Information Act. • Update codes, agreements and/or applications associated with tow trucks, taxicabs/drivers, salvage yards, and house moving permits.

Workload Measures 1. Agenda, City Council, others 2. Ordinances/Resolutions indexed 3. Public Information requests 4. Administer City elections 5. Permits issued 6. License/title City vehicles 7. Board member paperwork processed 8. Birth/death certificates issued 9. Records disposed (number of boxes) Performance Measures 1. Public Meeting Agendas Processed within the 72 hour notice requirements. 2. Boards and Commissions Appointments and Reappointments 3. Elections held with partnering entities in compliance with State and Local laws. 4. Public Information Requests and Attorney General Submissions Processed within legal guidelines.

5-28

Actual 2013-14 188 404 2,094 0 616 143 69 5,214 423

Budget 2014-15 200 350 2,500 2 1,200 95 75 5,000 950

Estimated 2014-15 190 400 2,800 6 1,600 145 69 6,600 450

Projected 2015-16 200 350 3,000 2 1,800 95 75 7,000 550

100%

100% 100%

100%

1170 CITY CLERK - SERVICE LEVEL BUDGET

Acct# 7100 71002 71003 71009 71011 71021 71022 71023 71028 71041 7200 72001 72002 72004 7300 73042 73046 7400 74021 74036 74042 74051 74070 74071 7500 75051

Acct Description Personnel Services Regular Wages Part Time Wages Overtime Extra Help/Temporary Health Insurance TMRS FICA Workers Compensation Allowances Total Personnel Services Supplies Office Supplies Postage Supplies Printing Supplies Total Supplies Maintenance Machinery & Equip Maint Books - Maintenance Total Maintenance Services Special Services Advertising Education & Training Non City Facility Rental Elections Association Dues Total Services Sundry Charges Court Cost Total Sundry & Other

Actual 2013-14 $

Total Operating 8000 Capital Outlay 80001 Furniture & Equip <$5000 Total Capital Outlay TOTAL DEPARTMENT

248,088 11,326 8,535 50,325 48,369 18,877 333 3,614 389,465

Budget 2014-15 $

318,850 13,291 7,342 63,414 60,754 25,136 451 3,600 492,838

Adopted 2015-16 $

320,959 13,291 7,342 58,128 58,695 27,318 481 3,600 489,814

8,170 3,864 12,034

11,000 4,000 15,000

9,500 4,000 13,500

11,000 4,000 2,500 17,500

8,681 8,681

11,000 11,000

10,000 10,000

2,400 11,000 13,400

40,302 13,654 14,281 14,175 672 83,085

4,000 19,000 7,800 13,722 70,100 926 115,548

4,000 16,400 6,100 13,722 56,000 1,016 97,238

4,000 18,000 7,800 1,200 50,000 926 81,926

1,515 1,515

1,500 1,500

494,781

571,031

615,076

604,140

6,700 6,700 $

276,066 13,291 7,342 52,844 52,110 22,347 383 3,600 427,983

Estimated 2014-15

501,481

571,031

615,076

604,140

5-29

1171 COURT OF RECORD – PROGRAM SUMMARY Program Description The Municipal Court of Record in the City of Baytown, Texas was created to provide a more efficient disposition of cases arising in the municipality. The Judicial division, Municipal Court division and the Marshal Program division perform their duties under the direction and control of the presiding judge in accordance with City Charter and State laws. Major Goals • Provide a fair, impartial system for timely adjudication of misdemeanor offenses within the jurisdiction of the Municipal Court of Record in the City of Baytown. • Increase program productivity by effectively serving outstanding warrants through innovative measures. • Full implementation of the Collections Desk/Collections Clerk for an in house collections program. Major Objectives • Continue to modify and update standard operating procedure as changes are made to each desk • Move forward with the Implementation of Video Arraignments • Build a collections program for the court to enable defendants the chance to solve their cases before they go to warrant • Continue to provide advance training to staff for Blackboard to further our collections. • Search companies with the knowledge and expertise to manage our back-file and day-forward scanning needs in order to move to Paper-Lite.

Workload Measures 1. Warrants issued (Capias/Arrest Warrants) 2. Warrants cleared 3. Tickets Received (Violations) 4. Tickets Disposed Performance Measures 1. Juvenile Cases Filed 2. Judge Trials 3. Jury Trials 4. Substandard/Dangerous Dog Hearings 5. Emergency Protective Orders 6. Emergency Mental Health Hearings 7. Search Warrants 8. Magistrate & Juvenile Magistrate Warnings 9. Showcause Hearings 10. Public Information Request 11. Motions for Time Served

5-30

Actual 2013-14 3,352 8,969 21,557 20,619

Budget 2014-15 9,900 11,459 20,417 21,203

Estimated 2014-15 7,762 11,518 19,278 26,120

Projected 2015-16 7,900 12,500 20,417 27,000

364 363 330 54 11 9 18 161 1,148 402 389

281 419 324 35 6 6 27 175 1,398 458 452

324 492 678 174 10 7 14 98 848 502 474

250 510 700 180 15 8 25 145 1,000 600 500

1171 COURT OF RECORD - SERVICE LEVEL BUDGET

Acct# 7100 71002 71009 71011 71021 71022 71023 71028 71041 71043 7200 72001 72002 72004 72007 72016 72021 72026 72041 7300 73011 73027 73041 73042 73043 7400 74001 74002 74011 74021 74026 74042 74051 74071 7500 75051

Acct Description Personnel Services Regular Wages Overtime Extra Help/Temporary Health Insurance TMRS FICA Workers Compensation Allowances Employee Incentives Total Personnel Services Supplies Office Supplies Postage Supplies Printing Supplies Wearing Apparel Motor Vehicle Supplies Minor Tools Cleaning & Janitorial Sup Educational Supplies Total Supplies Maintenance Buildings Maintenance Heat & Cool Sys Maint Furniture/Fixtures Maint Machinery & Equip Maint Motor Vehicles Maint Total Maintenance Services Communication Electric Service Equipment Rental Special Services Janitorial Services Education & Training Non City Facility Rental Association Dues Total Services Sundry Charges Court Cost Total Sundry & Other Total Operating

Actual 2013-14 $

646,228 8,476 161,040 121,379 46,533 2,715 5,493 991,863

Budget 2014-15 $

698,467 13,236 8,600 169,099 130,417 51,621 2,970 5,400 2,000 1,081,810

Estimated 2014-15 $

687,699 13,236 8,700 158,534 130,131 51,263 3,105 5,400 1,058,068

Adopted 2015-16 $

695,819 11,900 145,320 124,809 52,420 3,291 5,400 1,038,959

14,726 10,665 22,217 1,398 4,617 1,397 1,663 589 57,271

12,180 18,000 18,000 1,030 4,500 850 1,700 786 57,046

12,180 16,555 23,005 1,030 3,008 1,048 1,700 705 59,231

12,180 16,600 23,320 1,030 4,500 1,048 1,700 705 61,083

2,400 3,319 3,208 3,077 46 12,051

2,000 1,788 1,800 2,300 2,500 10,388

2,000 1,788 1,500 971 1,500 7,759

2,000 1,788 1,500 2,000 7,288

709 12,993 13,183 50,059 10,513 7,433 3,755 1,455 100,099

1,440 13,000 11,974 50,217 9,024 13,300 3,900 1,655 104,510

13,300 11,974 46,495 9,024 13,322 4,080 1,603 99,798

13,433 11,974 52,580 9,024 13,235 4,080 2,198 106,524

1,195 1,195

3,200 3,200

1,250 1,250

3,200 3,200

1,162,480

1,256,954

1,226,106

1,217,054 5-31

1171 COURT OF RECORD - SERVICE LEVEL BUDGET

Acct# 8000 80001 82011 84043

Acct Description Capital Outlay Furniture & Equip <$5000 Building & Improvements Motor Vehicles Total Capital Outlay TOTAL DEPARTMENT

5-32

Actual 2013-14

Budget 2014-15

60,389 32,031 92,420 $

1,254,901

Estimated 2014-15

8,600 22,600 31,200 $

1,288,154

Adopted 2015-16

8,600 5,650 14,250 $

1,240,356

47,000 47,000 $

1,264,054

1180 CITY FACILITIES - SERVICE LEVEL BUDGET This cost center provides funding to maintain City Hall. This budget includes utilities, rentals and equipment shared by all departments located in City Hall.

Acct# Acct Description 7200 Supplies 72022 Fuel For Generators 72026 Cleaning & Janitorial Sup Total Supplies 7300 Maintenance 73011 Buildings Maintenance 73027 Heat & Cool Sys Maint Total Maintenance 7400 Services 74002 Electric Service 74005 Natural Gas 74026 Janitorial Services Total Services

Actual 2013-14 $

Total Operating 8000 Capital Outlay 80001 Furniture & Equip <$5000 82011 Building & Improvements Total Capital Outlay TOTAL DEPARTMENT

5,014 7,946 12,960

Budget 2014-15 $

12,000 7,550 19,550

Estimated 2014-15 $

12,000 7,550 19,550

Adopted 2015-16 $

12,000 7,550 19,550

29,180 22,237 51,417

27,000 25,000 52,000

36,000 35,000 71,000

13,326 20,009 36,922 70,257

60,000 20,750 40,000 120,750

13,541 40,000 53,541

21,900 46,000 67,900

134,635

192,300

125,091

158,450

372,623 372,623

392,186 392,186

102,176 102,176

230,000 230,000

507,258

584,486

227,267

388,450

5-33

1190 GENERAL OVERHEAD - SERVICE LEVEL BUDGET General overhead includes expenditures that are not directly associated with any other department within the General Fund. The major components are insurance, street lighting, funding for the merit pay plan, special programs and contingencies.

Acct# 7100 71043 71052 71081 7200 72001 72002 72004 7400 74001 74003 74007 74011 74021 74029 74042 74071 74210 74211 74220 74230 74240 74241 74242 74271 74272 74277 74280 74281 74290 74295 74999

Acct Description Personnel Services Employee Incentives Salary Savings Retired Employee Benefits Total Personnel Services Supplies Office Supplies Postage Supplies Printing Supplies Total Supplies Services Communication Street Lighting TWC Claims Paid Equipment Rental Special Services Service Awards Education & Training Association Dues General Liability Ins K-9 Insurance Errors & Omissions Law Enforcement Liability Auto Liability Auto Collision Auto Catastrophic Mobile Equipment Real & Personal Property Flood Insurance Bonds Employee Fraud Misc Liability Deductibles Perf Cont Energy Savings Total Services Total Operating

5-34

Actual 2013-14 $

1,782,763 1,782,763

Budget 2014-15 $

Estimated 2014-15

Adopted 2015-16

$ (500,000) 1,751,811 1,251,811

883,094 1,668,758 2,551,852

9,308 1,258 3,540 14,106

13,000 1,846 6,300 21,146

10,000 1,500 1,500 13,000

566,285 791,797 83,762 38,285 15,718 20,858 8,244 995 33,034 5,396 67,197 51,556 140,915 107,691 3,000 19,657 230,275 47,403 170 4,416 113,073 86,226 2,435,953

540,000 750,000 75,000 202,325 53,750 19,200 23,500 1,000 38,058 6,205 78,007 59,289 169,879 129,229 3,600 22,606 264,816 62,500 2,500 5,078 230,000 88,813 2,825,355

540,000 821,770 51,784 100,000 53,750 19,200 12,000 1,000 38,058 6,205 78,007 59,289 197,000 129,229 3,600 22,606 210,468 62,500 2,500 5,078 1,372 128,770 88,813 2,632,999

700,000 850,000 75,000 110,000 353,305 64,200 15,000 7,000 38,000 6,205 78,000 59,289 205,000 128,000 3,600 22,606 225,000 60,000 2,500 5,078 3,000 135,000 88,813 3,234,596

4,232,822

4,098,312

3,897,810

5,799,448

1190 GENERAL OVERHEAD - SERVICE LEVEL BUDGET

Actual 2013-14

Acct# 8000 80001 80021 81001 82011 84042

Acct Description Capital Outlay Furniture & Equip <$5000 Special Programs Land Purchase Building & Improvements Machinery & Equipment Total Capital Outlay 9000 Other Financing Uses 91351 To Capital Improvemnt Prg Total Other Financing Uses 9900 Contingencies/Other 99001 Contingencies 99002 Unforeseen/New Initiative Total Contingencies/Other TOTAL DEPARTMENT

Budget 2014-15

300 325,554 1,000 10,000 336,854

392,555 50,000 442,555

500,000 500,000

5,069,676

4,853,867

50,000 50,000

13,000 300,000 313,000 $

Adopted 2015-16

366,858 50,000 416,858

Estimated 2014-15

4,314,668

40,000 300,000 340,000 $

6,189,448

5-35

2000 POLICE – PROGRAM SUMMARY Program Description Administration The Police Department is under the administration of the Chief of Police. Supporting the Police Chief is a staff that includes the following personnel. A) One Administrative Assistant B) One Corporal Position; Aide to the Chief C) One Assistant City Attorney; Legal Advisor D) Two Internal Affairs Investigators The rest of the Police Department is divided into three Bureaus. Each Bureau is led by an Assistant Chief. The Patrol Bureau is the central provider of basic uniform police services for the City of Baytown. This bureau is the largest and most visible bureau in the Police Department, and normally the first to respond to calls for service from the public. The Patrol Bureau also oversees Commercial Motor Vehicle Inspections (CMV), Canine Support (K-9); Community Service Officers, Domestic Violence and Victims Service, and the HOT SPOT Enforcement Team. The Support Bureau is responsible for all support functions of the Police Department. The support functions are divided into three divisions: A) The Investigations Division B) The Jail/Detention Division C) The Support Services Division The Community Services Bureau is a conduit between the Police Department and the Public. This bureau is also responsible for in-service and enhanced police training. Programs in the Community Services Bureau include Crime Prevention, DARE, Crime Stoppers, Neighborhood Watch Programs, Citizens Police Academy, Citizens on Patrol (COP’s) and the Baytown Police Academy. Major Goals of the Police Department • Detect and apprehend those involved in criminal activities in the City of Baytown. • Provide quality written reports and records of all incidents investigated. • Conduct thorough follow up criminal investigations to enhance the certainty of successful prosecutions. • Reduction of crime through community involvement. • To actively solicit information and ideas from the public. • Promote Baytown Crime Stoppers as well as the Campus Crime Stoppers programs. • Promote community involvement in the Citizens Police Academy and Alumni programs. • Reduce complaints against officers by conducting thorough internal affairs investigations. • Thoroughly investigate all complaints against Department personnel in a timely manner. • Promote and foster efficiency in Jail Operations related to the welfare of inmates as well as the processing and releasing of inmates and their property. • Increased enforcement of commercial vehicles through the CMV/Traffic Enforcement Unit. • Continue to move forward with technology, which assists in processing, identifying and accessing criminal information. • Develop a higher degree of expertise of Detectives in the investigation of criminal offenses through updated and advanced training. • Emphasize and encourage better and more thorough crime scene investigation and physical evidence collection to facilitate identifying the actor or what actually occurred. • Increase the pressure on narcotics users, sellers and distributors through proactive enforcement and prosecution. • Improve on career development and the quality of police supervision. • Update policies and procedures to meet the standards of Best Practices as outlined by the State of Texas. Major Objectives of the Police Department • Always striving to enhance good public relations by exhibiting the heart of a servant to the public whom we have sworn “To serve and protect.” • Protect lives and property of all citizens equally, with our own lives if necessary, until justice prevails.

5-36

2000 POLICE – PROGRAM SUMMARY • • • • • • • •

Patrol the City with a positive attitude and a determined focus toward deterring and detecting crimes, and apprehending those who commit crimes. Respond appropriately and professionally to all calls for police services. Utilize and be receptive to new techniques and methods of investigations by encouraging innovative and proactive thinking of the investigators. Reduction of the fear of crime, assisted by all officers in the Department. Improvement of the Department image in the community. To raise awareness among the criminal element that crime will never be tolerated here and such acts will result in swift apprehension and vigorous prosecution. Provide a more secure environment for the Citizens of Baytown and to enhance the quality of life in our City. Interface with the community and encourage the various community organizations to participate in the effort against criminal activity.

Workload Measures 1. Calls for Service

Actual 2013-14 55,045

Budgeted 2014-15 46,702

Estimated 2014-15 66,510

Projected 2015-16 60,000

14,820

13,914

14,778

16,000

Offense Reports Written

Prisoners Processed

6,755

6,422

6,626

7,100

Accident Reports

2,207

2,090

2,614

2,300

Total IA Complaints

Offenses Cleared

609

628

554

900

FBI Unified Crime Reporting (UCR) Crimes reported

3,492

3,380

3,006

4,000

Number of Violent Crimes reported (UCR)

233

198

208

250

Cases Inactivated

3,401

3,148

2,908

3,600

10.

Cases Unfounded

11.

Public Information Requests

1,532

1,600

1,260

1,800

17,904

15,844

15,338

14,000

1,251

1,208

1,468

1,500

880

882

950

775

1,970

1,802

1,946

2,100

73 lbs.

120.3 lbs.

53.8 lbs.

120 lbs.

Performance Measures 1.

Citations Issued

County Misdemeanor Charges

Felony Charges

Local Warrant Arrests

Illegal Drugs Seized

5-37

2000 POLICE - SERVICE LEVEL BUDGET

Acct# 7100 71002 71003 71009 71021 71022 71023 71028 71041 71091 7200 72001 72002 72004 72005 72006 72007 72016 72021 72026 72032 72036 72041 72061 7300 73001 73011 73027 73041 73042 73043 73046 73053 7400 74001 74002 74004

5-38

Acct Description Personnel Services Regular Wages Part Time Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Prsnl Srvices Reimbursed Total Personnel Services Supplies Office Supplies Postage Supplies Printing Supplies Animal Feed Supplies Clothing Allowance Wearing Apparel Motor Vehicle Supplies Minor Tools Cleaning & Janitorial Sup Medical Supplies Identification Supplies Educational Supplies Meeting Supplies Total Supplies Maintenance Land Maintenance Buildings Maintenance Heat & Cool Sys Maint Furniture/Fixtures Maint Machinery & Equip Maint Motor Vehicles Maint Books - Maintenance Vehicle Repair-Collision Total Maintenance Services Communication Electric Service Water & Sewer

Actual 2013-14

Budget 2014-15

Estimated 2014-15

Adopted 2015-16

$ 12,586,086 90,875 650,073 2,065,632 2,456,580 990,967 258,120 7,800 19,106,133

$ 12,786,908 101,000 600,000 1,895,261 2,368,329 1,017,374 271,791 7,800 19,048,463

29,269 8,500 7,898 3,300 25,800 125,919 640,800 153,472 14,175 930 54,197 127,854 11,000 1,203,114

26,000 8,500 6,000 3,500 25,800 110,660 494,911 124,017 19,395 830 53,245 127,854 11,400 1,012,112

29,269 8,500 5,500 2,500 23,400 106,870 595,180 65,312 17,375 730 42,245 107,000 10,500 1,014,381

21,136 44,704 18,359 1,907 45,122 249,509 2,621 (23,688) 359,669

20,082 56,720 19,147 4,486 61,007 230,000 3,019 9,000 403,461

21,645 52,100 17,975 3,986 37,933 233,000 2,989 9,000 378,628

21,880 49,895 19,147 3,886 60,819 230,000 3,019 388,646

8,393 121,074 865

11,955 123,000 1,200

8,800 123,500 2,200

5,200 124,735 1,000

$ 11,092,130 $ 12,457,190 76,794 103,260 829,654 500,000 1,942,545 2,087,323 2,193,621 2,354,147 860,508 949,001 216,175 244,371 7,830 7,800 (10) 17,219,247 18,703,092 25,841 7,183 3,940 2,887 21,953 109,786 667,932 95,581 12,821 598 32,060 92,423 8,638 1,081,642

2000 POLICE - SERVICE LEVEL BUDGET

Acct# 74005 74011 74021 74026 74031 74036 74042 74045 74047 74071 74082 74123

Acct Description Natural Gas Equipment Rental Special Services Janitorial Services Wrecker Service Advertising Education & Training In-State Investigatv Trvl Support Of Prisoners Association Dues Confidential Instructor Fees Total Services 7500 Sundry Charges 75061 Medical - Preemployment 75064 Medical Services Total Sundry Charges Total Operating 8000 80001 82011 84042 84043

Capital Outlay Furniture & Equip <$5000 Building & Improvements Machinery & Equipment Motor Vehicles Total Capital Outlay 8500 Construction In Process 85001 Construction 85011 Engineering Total Capital Outlay TOTAL DEPARTMENT

Actual 2013-14 5,779 13,303 14,006 39,589 6,190 1,247 98,938 4,088 56,358 1,948 10,180 450 382,408

Budget 2014-15 5,750 3,720 16,547 43,147 6,600 4,000 144,074 5,038 62,562 6,469 13,000 1,000 448,062

Estimated 2014-15 4,397 4,500 16,550 43,147 5,000 3,250 120,572 4,000 60,000 6,324 15,000 1,000 418,240

Adopted 2015-16 5,300 4,666 14,647 43,147 5,400 1,500 107,900 3,000 62,562 5,054 15,000 1,000 400,111

3,500 8,134 11,634

6,000 6,471 12,471

6,000 13,500 19,500

5,500 13,500 19,000

19,054,600

20,770,200

20,934,613

20,870,601

155,328 16,070 390,247 696,424 1,258,069

6,720 26,500 1,271 1,028,219 1,062,710

7,273 26,500 1,165 1,027,269 1,062,207

6,000 151,700 198,980 356,680

22,976 38,464 61,440 $ 20,374,110

$ 21,832,910

$ 21,996,820

$ 21,227,281

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2020 FIRE & EMS – PROGRAM SUMMARY Program Description The Baytown Fire Department is an all-hazard risk management agency that consists of five major divisions: Administrative/Support, Operations, Emergency Medical Services, Prevention, and Training/Homeland Security. The Administrative/Support Services Division is responsible for organizing and directing the activities of the Baytown Fire Department. The Division provides strategic leadership and administrative support to the Department and ensures the citizens of Baytown receive effective fire and emergency medical service delivery. Fire Administration provides procurement, researches and analyzes performance and planning data, produces strategic and operational plans, plans and oversees construction of new and replacement facilities; analyzes operations for cost effectiveness, represents the department with government entities and other operating units, processes fire and EMS reports, and provides administrative and personnel support to all fire personnel. The Administrative staff coordinates with Human Resources for the recruitment and advancement of Fire Department personnel. Additionally, the Administration division establishes, reviews, publishes and updates operational procedures and directives. The purpose of the Baytown Fire Department is to provide high quality, high value emergency and non-emergency services in a prompt, professional, compassionate manner and provide public education on fire and life safety issues. The Operations Division personnel provide the following services: fire and life safety education, fire suppression, emergency medical services, homeland security preparation and response, hazardous materials responses, technical rescue services, water rescue services and a variety of other emergency and non-emergency services. The Emergency Medical Division is responsible for responding to calls for assistance in the event of injury or medical emergencies. These include on scene stabilization and transport to proper medical facilities. Care given to patients ranges from basic first aid to advanced life support measures. The Fire Prevention Division is primarily responsible for community risk reduction. The Division delivers public education, fire investigations, code inspections of public and mercantile buildings, plans review, and code enforcement. The Division provides significant interface with other city, county, and governmental agencies. They ensure compliance with all fire and life safety codes. Properties that are inspected can range from Daycare centers, to assisted living facilities, schools, restaurants, and other businesses. Additionally, some items that are inspected include fire extinguishers, fire protection sprinkler systems, fire suppression systems, fire alarm systems, and occupant loads. The overall objective of the Prevention Division is to inspect all commercial occupancies to reduce incidents of unintentional injuries and property loss from fire or other hazards, while simultaneously heightening the life safety awareness of our citizens. The Training/Homeland Security Division has the primary responsibility for critical issues dealing with terrorism, both domestic and foreign and interfaces with Federal, State, County and industrial leaders throughout the City of Baytown area to assess current threats and to stay apprised of Homeland Security issues. Special Services include the management of our Regional Hazardous Materials Program as well as confined space, high angle, water rescue and the EMS First Responder Program. The Division is responsible for the development and management of all training needs and works closely with all other divisions to ensure we meet the departmental training needs. Major Goals • Prevent all fire deaths. • Prevent property losses from fire. • Provide prompt, efficient out of hospital care to the level required to reduce pain and suffering. • Prevent death from sudden cardiac arrest and medical emergencies. • Prevent damage from natural and man-made disasters. • Prevent negative economic community impact. • Prevent acts of terrorism within the community. Major Objectives • Involve all personnel in all aspects of life and fire safety at their locations. • Involve the community in neighborhood targeted life and fire safety programs. • Establish manageable performance based accountability systems at all levels of the department. • Provide manageable emergency response based on national standards of care. • Provide cost efficient and effective service based on NFPA 1710, ISO, and community expectations. • Aggressively deliver community risk reduction life and fire safety education to the community. • Aggressively work to prevent hazardous conditions. • Consistently respond promptly to all requests for emergency services.

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2020 FIRE & EMS – PROGRAM SUMMARY • • • • • •

Consistently ensure our actions are safe, professional, efficient and effective. Actively coordinate our service with other agencies in the region. Actively seek to provide other community services within the scope of our mission. Provide WMD/CBRNE/HazMat services to the community and region. Obtain Best Practices as established by the Texas Fire Chiefs Association for the Department. Obtain an ISO rating of 1 for the City of Baytown.

Workload Measures 1. Fire Engine/Ladder Responses 2. Ambulance Responses 3. No Transport / Patient Refusal 4. Patient Transports 5. Medical 1st Responder 6. HazMat/WMD Responses 7. Continuing Education (hours) 8. Plans Reviews 9. Code Inspections 10. Public Education Programs: 11.

BEAT Alley Programs:

Adults Children Faculty Students

Performance Measures 1. NFPA 1710 percentage of total incidents within a five minute response time for Initial Unit (includes one minute for turnout time) 2. NFPA 1710 percentage of total incidents within a nine minute response time for a full first alarm response 3.

5. 6. 7. 8. 9. 10. 11. 12.

NFPA 1710 percentage of total incidents within a five minute response time for First Responder at an emergency medical incident NFPA 1710 percentage of total incidents within a nine minute response time for Advanced Life Support at an emergency medical incident Advance Life Support Treatment within 15-30 minutes EMS Collection Ratio (All Receivables) Civilian Injuries Loss to Total Value Ratio Civilian Fire Deaths Investigations Commercial Fires with Loss > $75,000 Residential Fires with a Loss > $25,000

Actual 2013-14 1,858 9,498 3,255 6,212 5,829 233 10,325 271 991 590 132 0 0

Budget 2014-15 1,850 8,600 3,114 5,486 5,300 335 12,750 350 1,200 700 300 1,000 12,000

Estimated 2014-15 3,000 10,000 3,100 6,900 6,500 250 12,000 250 1,150 1,000 600 1,100 13,000

Projected 2015-16 3,200 12,000 3,114 7,200 6,650 275 13,350 275 1,250 1,100 700 1,150 13,500

60.86%

70%

66.63%

85%

87.06%

88%

85.26%

92%

54.25% 79.8%

70% 90%

59.59% 80%

85% 80%

98% 68.7% 11 1.56% 2 47 1 23

96% 60% 6 6.0% 0 70 2 16

96% 65% 6 12.50% 0 50 1 18

96% 65% 6 6.0% 0 55 2 20

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2020 FIRE & EMS - SERVICE LEVEL BUDGET

Acct# 7100 71002 71003 71009 71021 71022 71023 71028 71041 7200 72001 72002 72004 72006 72007 72016 72021 72026 72031 72032 72036 72041 72045 7300 73001 73011 73027 73041 73042 73043 7400 74001 74002 74005 74011 74021

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Acct Description Personnel Services Regular Wages Part Time Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Total Personnel Services Supplies Office Supplies Postage Supplies Printing Supplies Clothing Allowance Wearing Apparel Motor Vehicle Supplies Minor Tools Cleaning & Janitorial Sup Chemical Supplies Medical Supplies Identification Supplies Educational Supplies Computer Software Supply Total Supplies Maintenance Land Maintenance Buildings Maintenance Heat & Cool Sys Maint Furniture/Fixtures Maint Machinery & Equip Maint Motor Vehicles Maint Total Maintenance Services Communication Electric Service Natural Gas Equipment Rental Special Services

Actual 2013-14 $

Budget 2014-15

Estimated 2014-15

Adopted 2015-16

8,868,948 1,506 871,032 1,509,750 1,808,047 704,627 163,423 88,149 14,015,482

$ 10,548,226 851,391 1,632,868 2,095,686 842,388 196,605 141,754 16,308,918

$ 10,018,842 1,000,002 1,530,169 2,053,489 818,894 189,766 147,300 15,758,462

$ 10,617,030 850,849 1,511,328 2,126,576 942,875 224,261 135,500 16,408,419

13,000 8,838 3,842 3,642 165,500 206,223 19,234 12,201 7,241 114,381 27,778 4,072 585,952

13,828 12,020 5,000 5,040 207,833 227,036 19,385 14,498 18,296 106,869 600 87,026 717,431

13,808 10,741 3,751 4,415 177,089 154,828 19,043 14,441 17,536 140,000 315 86,774 642,741

14,328 9,800 4,000 4,440 196,370 200,000 16,650 14,000 15,000 126,869 600 82,000 684,057

4,056 67,874 3,953 3,646 27,971 255,164 362,664

5,821 51,950 7,350 2,500 45,702 194,188 307,511

5,673 60,108 18,424 2,496 45,512 228,881 361,094

4,700 57,500 5,350 41,000 234,000 342,550

2,336 84,031 20,743 2,323 53,195

4,161 66,000 14,500 4,500 12,795

2,322 85,700 24,844 4,348 16,133

6,000 86,557 24,100 4,500 13,595

2020 FIRE & EMS - SERVICE LEVEL BUDGET

Acct# 74026 74032 74042 74051 74071

Acct Description Janitorial Services Computer Programing Education & Training Non City Facility Rental Association Dues Total Services 7500 Sundry Charges 75001 Contributions Total Sundry Charges Total Operating 8000 80001 82011 84041 84042 84043 84052 84061

Capital Outlay Furniture & Equip <$5000 Building & Improvements Furniture & Fixtures Machinery & Equipment Motor Vehicles Heavy Equipment Other Equipment Total Capital Outlay 9000 Other Financing Uses 91351 To Capital Improvemnt Prg Total Other Financing Uses TOTAL DEPARTMENT

Actual 2013-14 7,444 82,368 5,823 258,262

Budget 2014-15 7,445 1,950 101,859 4,420 7,555 225,185

Estimated 2014-15 7,444 1,950 92,805 3,000 6,983 245,529

540 540

240 240

15,222,360

17,559,585

17,008,066

17,653,545

124,841 14,499 23,820 74,254 25,239 262,654

21,050 45,000 13,200 203,405 112,500 31,750 426,905

21,050 45,000 13,200 180,811 37,500 297,561

15,000 10,000 8,000 33,000

35,500 35,500 $ 15,520,514

$ 17,986,490

$ 17,305,627

Adopted 2015-16 7,445 65,500 3,300 7,522 218,519 -

$ 17,686,545

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2025 COMMUNICATIONS – PROGRAM SUMMARY Program Description The Communications Department is a consolidated communications center responsible for dispatching all critical services provided by the City of Baytown. The Department serves as the telecommunications interface between the public and all emergency services (Police, Fire and EMS), as well as General Governmental services. The telecommunicators maintain excellent customer service while communicating with the public and public safety responders. Major Goals • Improve the productivity, efficiency, and delivery of the department’s customer service. • Improve interdepartmental communications. • Improve productivity and efficiency of 9-1-1 telecommunications operations. • Improve capabilities of Comcate system and ensure all involved entities are satisfied with the program. • Improve Ask Baytown and 5311 operations to ensure public satisfaction • Achieve Intermediate, Advanced, and Master Telecommunicator TCOLE certifications for all eligible telecommunicators. Major Objectives • Improve customer service systems for internal and external customers. • Improve technological infrastructure to ensure reliability and improve efficiencies in departmental duties. • Create methods to improve departmental operating efficiency. • Improve public awareness of emergency communications services. • Seek grants, awards, and other funding opportunities for Communications resources. • Increase training opportunities for all telecommunicators.

Workload Measures 1. 9-1-1 Calls Handled 2. Non-Emergency Calls Handled 3. Calls for Service Dispatched

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Actual 2013-14 51,973 166,985 69,208

Budget 2014-15 63,460 184,958 64,186

Estimated 2014-15 57,207 165,538 77,731

Projected 2015-16 62,968 160,000 82,550

2025 COMMUNICATIONS - SERVICE LEVEL BUDGET

Acct# 7100 71002 71003 71009 71021 71022 71023 71028 71041 7200 72001 72002 72004 72021 72045 72061 7300 73042 7400 74001 74020 74042 74071

Acct Description Personnel Services Regular Wages Part Time Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Total Personnel Services Supplies Office Supplies Postage Supplies Printing Supplies Minor Tools Computer Software Supply Meeting Supplies Total Supplies Maintenance Machinery & Equip Maint Total Maintenance Services Communication Outside Contracts Education & Training Association Dues Total Services

Actual 2013-14 $

Total Operating 8000 Capital Outlay 80001 Furniture & Equip <$5000 Total Capital Outlay TOTAL DEPARTMENT

868,487 3,456 46,738 226,075 168,267 65,652 1,155 1,379,830

Budget 2014-15 $

969,795 56,172 243,081 186,719 75,367 1,316 2,400 1,534,850

Estimated 2014-15 $

984,568 37,005 243,081 188,585 74,084 1,346 2,400 1,531,069

Adopted 2015-16 $

985,673 48,000 222,824 183,436 75,151 1,360 2,400 1,518,844

684 311 652 283 483 2,413

850 500 400 500 117,171 800 120,221

850 468 400 480 117,171 650 120,019

850 500 400 500 13,336 800 16,386

3,955 3,955

1,000 1,000

300 300

1,000 1,000

1,732 8,573 617 10,923

2,000 12,931 13,010 625 28,566

2,154 11,390 13,000 675 27,219

1,300 12,400 10,707 24,407

1,397,121

1,684,637

1,678,607

1,560,637

2,936 2,936

3,000 3,000

1,400,057

1,687,637

1,681,607

1,563,637

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2030 EMERGENCY MANAGEMENT – PROGRAM SUMMARY Program Description The Office of Emergency Management coordinates all City-wide planning, preparation, mitigation, and response for major incidents, disasters, and homeland security issues, including communicable disease outbreaks and unclassified terrorism threats. As the primary community-wide warning point, Emergency Management operates, manages and maintains several community emergency warning systems including: the federally licensed AM 1610 low-powered Emergency Radio System, the BaytownAlert multimedia warning portal, manage the State of Texas Emergency Assistance Registry (STEAR), also known as Texas 211, which registers all of our Functional Needs and Specials Services citizens for emergency evacuations, and operates the Community Chemical Emergency Warning Siren System. OEM also manages, with industry, the Local Emergency Planning Committee (LEPC) a Superfund Amendments and Reauthorization Act (SARA) mandated community hazardous materials planning, community awareness and education committee. Emergency Management is responsible to coordinate FEMA and Homeland Security Grants, pre-and post-disaster federal and state funding, and facility hardening project. Since 2011 OEM has been regulating all custodial care facilities in which 3 or more people reside and receive care. Annually, we conduct comprehensive reviews of these facilities emergency plans and capabilities, help them maintain and improve those emergency plans for their residents, and issue facility permits. We also review applications for oil and gas wells to ensure that they have emergency plans that meet requirements set forth in City ordinance. Finally, we review plans for new pipelines that transport regulated hazardous materials to ensure compliance with City and federal haz mat regulations. Major Goals • Maintain the productivity, efficiency, and delivery of the Department’s customer service. • Maintain Disaster Planning and preparation of City Staff & departments. • Coordinate the timely communication of disaster and threat information to City Employees. • Coordinate City-Wide disaster training and exercises. • Maintain community disaster readiness and resilience. • Maintain effective Public Emergency Warning System. • Provide for First Responder Deployment post-disaster. • Maintain customer service systems for internal and external customers. • Create methods to improve departmental operating efficiency. • Maintain and research ways to improve community emergency information services. Major Objectives • Maintain complete, current (6 month age) citizen evacuation registry • Complete Continuity of Operations Plan (COOP) planning and create City-Wide pandemic plan. • Complete the implementation of the relocation of AM 1610 radio transmitters, towers, and infrastructure to enhance service area & coverage. • Deliver at least 1 quality Community Emergency Response Team (CERT) training program. • Manage and provide for CERT continuing education and training opportunities. • Deliver at least two community-wide disaster preparedness outreach programs. • Coordinate design and delivery of at least 1 TDEM/DHS approved exercises for City Staff. • Maintain City Basic Emergency Management Plan and 23 annexes. • Maintain personnel competence through providing and facilitating city-wide training & education. • Maintain Employee Disaster Staging Plan to include Humble Civic Center Plan. • Maintain and update Web Page and manage social media information sharing with community • Validate and correct annual Texas 211 (STEAR) and import into BaytownAlert prior to 6/01/16 Hurricane Season. • Seek Grants, Awards, and other funding opportunities for Emergency Management. • Maintain post-disaster EOC communications and internet access through the use of technology. • Reduce the need for internal travel for status briefings by utilizing EOC videoconferencing capabilities.

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2030 EMERGENCY MANAGEMENT â&#x20AC;&#x201C; PROGRAM SUMMARY

Workload Measures 1. Percent Warning Sirens Operational 24/7 2. City Employee Preparedness Training & Exercises Delivered 3. Residents Attending Community Outreach/Education 4. Attend Joint Terrorist Task Force (JTTF) restricted Homeland Security briefings 5. Complete all Custodial Care license renewals within 30 days of submittal 6. Complete all initial plans reviews within 10 days of notice 7. Maintain State Emergency Planning Classification 8. Custodial Care facilities with Permits

Actual 2012-13 97% 2 3,500 N/A

Budget 2014-15 97% 4 3,800 50%

Estimated 2014-15 97% 4 4,000 60%

Projected 2015-16 97% 2 4,000 60%

85% 85% Advanced 30

95% 90% Advanced 30

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2030 EMERGENCY MANAGEMENT - SERVICE LEVEL BUDGET

Acct# 7100 71002 71003 71009 71021 71022 71023 71028 7200 72001 72002 72004 72007 72011 72016 72021 72026 72041 72045 72061 7300 73001 73011 73027 73039 73041 73042 73043 73045 73048 7400 74001 74002 74005 74011 74020

5-48

Acct Description Personnel Services Regular Wages Part Time Wages Overtime Health Insurance TMRS FICA Workers Compensation Total Personnel Services Supplies Office Supplies Postage Supplies Printing Supplies Wearing Apparel Disaster Supplies Motor Vehicle Supplies Minor Tools Cleaning & Janitorial Sup Educational Supplies Computer Software Supply Meeting Supplies Total Supplies Maintenance Land Maintenance Buildings Maintenance Heat & Cool Sys Maint Miscellaneous Maint Furniture/Fixtures Maint Machinery & Equip Maint Motor Vehicles Maint Radio & Testing Equipment Signal Systems Maint Total Maintenance Services Communication Electric Service Natural Gas Equipment Rental Outside Contracts

Actual 2013-14 $

181,193 1,204 1,023 35,615 33,476 12,724 234 265,468

Budget 2014-15 $

217,008 3,720 2,200 31,706 39,802 16,295 289 311,020

Estimated 2014-15 $

217,365 2,000 31,706 40,422 16,227 289 308,009

Adopted 2015-16 $

217,509 2,000 29,064 40,385 15,879 292 305,129

5,006 474 3,086 505 12,112 5,031 1,253 1,044 4,615 1,946 929 36,000

7,600 1,400 2,700 750 13,120 6,000 3,000 1,500 4,500 6,000 1,500 48,070

6,000 1,200 3,000 750 13,120 1,983 3,000 550 4,500 6,500 900 41,503

6,000 650 2,700 500 13,120 4,000 2,000 1,000 4,000 7,200 1,000 42,170

2,448 8,040 7,000 1,350 4,436 1,260 960 13,942 39,436

3,505 6,500 2,500 2,500 1,000 6,500 7,000 3,000 7,500 40,005

3,505 7,000 2,500 2,500 5,400 6,500 3,000 7,500 37,905

2,500 6,500 3,000 2,500 5,500 4,000 4,000 20,000 48,000

9,869 10,822 152 4,932 66,108

8,650 12,000 500 4,500 55,340

8,650 11,000 173 55,340

8,650 11,110 200 59,500

2030 EMERGENCY MANAGEMENT - SERVICE LEVEL BUDGET

Acct# 74021 74026 74042 74071

Acct Description Special Services Janitorial Services Education & Training Association Dues Total Services

Total Operating 8000 Capital Outlay 80001 Furniture & Equip <$5000 84042 Machinery & Equipment 86011 Capital Lease Payment Total Capital Outlay TOTAL DEPARTMENT

Actual 2013-14 2,155 4,963 5,719 200 104,919

Budget 2014-15 2,000 7,200 15,190 950 106,330

Estimated 2014-15 2,000 5,415 8,000 950 91,528

Adopted 2015-16 2,000 6,000 8,500 950 96,910

445,822

505,425

478,945

492,209

30,624 56,154 32,000 118,778

87,000 87,000

45,994 45,994

564,600

592,425

524,939

492,209

5-49

3000 PUBLIC WORKS ADMINISTRATION – PROGRAM SUMMARY Program Description The administrative support staff maintains service and maintenance records for Public Works/Utilities. The support staff is also responsible for handling all personnel related duties such as time keeping, payroll data forms, workers compensation, and all clerical related duties necessary for the Director of Public Works and both Assistant Directors. The staff responds to residents’ needs both in person and by telephone; and maintains excellent customer service. The support staff is responsible for dispatching work orders to the field crews via radio and also acts as a liaison among the field crews, citizens and supervisors. The support staff ensures all purchases made are in compliance with the budget as well as monitoring contracts to ensure expenditures do not exceed contract amounts. Major Goals • Respond to citizen concerns and dispatch to the appropriate division within a reasonable time frame. • Maintain excellent service to the citizens when they come to Public Works or call on the telephone. Major Objectives • Provide accurate and complete information to citizens calling Public Works. • Accurately enter payroll data for all Public Works employees. • Monitor customer satisfaction reports and provide above average customer service at all levels.

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3000 PUBLIC WORKS ADMINISTRATION - SERVICE LEVEL BUDGET

Acct# 7100 71002 71009 71021 71022 71023 71028 71041 7200 72001 72002 72026 72032 72041 7300 73011 73027 7400 74001 74002 74005 74011 74026 74042 74071

Acct Description Personnel Services Regular Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Total Personnel Services Supplies Office Supplies Postage Supplies Cleaning & Janitorial Sup Medical Supplies Educational Supplies Total Supplies Maintenance Buildings Maintenance Heat & Cool Sys Maint Total Maintenance Services Communication Electric Service Natural Gas Equipment Rental Janitorial Services Education & Training Association Dues Total Services

Actual 2013-14 $

Total Operating 8000 Capital Outlay 82011 Building & Improvements Total Capital Outlay TOTAL DEPARTMENT

178,597 1,269 30,195 33,728 13,117 234 3,614 260,754

Budget 2014-15 $

170,325 1,000 31,706 32,235 12,827 230 3,600 251,923

Adopted 2015-16 $

170,469 1,500 29,064 31,051 12,881 233 3,600 248,798

17,952 141 14,181 189 32,463

16,000 400 9,300 400 250 26,350

17,000 400 11,000 400 250 29,050

17,387 17,190 34,577

27,000 8,000 35,000

81 38,383 7,799 1,409 9,069 5,762 184 62,687

41,000 5,000 11,140 6,000 400 63,540

39,200 8,566 10,000 6,000 400 64,166

39,592 11,000 10,000 8,000 400 68,992

390,480

375,618

380,139

381,840

50,000 50,000

169,346 1,500 31,706 31,673 12,679 224 3,600 250,728

Estimated 2014-15

390,480

425,618

430,139

431,840

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3010 STREETS – PROGRAM SUMMARY Program Description The Streets Division operates one asphalt-patching crew responsible for repairing asphalt streets and potholes, restoring streets damaged during utility work, and tying in new driveways. This division also operates a concrete crew responsible for the maintenance and repair of concrete streets and sidewalks. Additional responsibilities include the daily operation of the concrete delivery program, which provides concrete for all other city departments. The Drainage division was merged into the Storm Water Utility Fund during the FY2016 budget. Major Goals • Respond to citizen’s service request in a timely manner. • Increase the productivity of the concrete crew by cross training personnel. • Increase preventive repairs on streets. • Repair/Replace sidewalks, driveways, curb & gutters, streets within reasonable and acceptable time frame. Major Objectives • Schedule workload more efficiently. • Increase accountability for the quality of work. • Improve Customer Service. • Restore property to same or better conditions.

Workload Measures 1. Number of street cutouts – full depth repairs 2. Number of potholes repaired 3. Concrete production- cubic yards Performance Measures 1. Square yards of pavement replaced

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Actual 2013-14 135 3,627 327

Budget 2014-15 150 3,000 600

Estimated 2014-15 150 4,000 563

Projected 2015-16 150 2,500 800

15,000

10,000

3010 STREETS - SERVICE LEVEL BUDGET *The Drainage division has been merged into the Storm Water Utility Fund during FY16.

Acct# 7100 71002 71009 71021 71022 71023 71028 7200 72007 72016 72021 72031 7300 73025 73026 73042 73043 7400 74021 74042 74071

Acct Description Personnel Services Regular Wages Overtime Health Insurance TMRS FICA Workers Compensation Total Personnel Services Supplies Wearing Apparel Motor Vehicle Supplies Minor Tools Chemical Supplies Total Supplies Maintenance Streets Sidewalks & Curbs Storm Drains Maint Machinery & Equip Maint Motor Vehicles Maint Total Maintenance Services Special Services Education & Training Association Dues Total Services

Actual 2013-14 $

Total Operating 8000 80001 83025 83026 83039 84043 86011

Capital Outlay Furniture & Equip <$5000 Streets Sidewalks & Curbs Storm Drains Other Improvements Motor Vehicles Capital Lease Payment Total Capital Outlay 9000 Other Financing Uses 91351 To Capital Improvemnt Prg Total Other Financing Uses TOTAL DEPARTMENT

709,173 58,473 211,365 141,145 53,437 29,383 1,202,977

Budget 2014-15 $

781,051 45,000 221,943 158,917 62,154 35,115 1,304,180

Adopted 2015-16 $

742,426 25,000 174,384 135,705 56,798 31,585 1,165,898

5,605 74,781 5,990 3,198 89,574

10,000 75,000 5,600 6,800 97,400

8,000 60,201 11,500 4,600 84,301

6,600 45,000 5,650 3,000 60,250

168,665 25,339 187 188,631 382,822

250,000 30,000 166,500 446,500

234,371 15,000 166,500 415,871

190,000 91,500 281,500

24,600 7,964 32,564

15,000 8,000 200 23,200

30,000 8,000 200 38,200

30,000 7,000 200 37,200

1,707,936

1,863,676

1,842,552

1,544,848

6,932 78,383 71,817 177,984 31,882 366,997

350,000 80,000 25,000 455,000

350,000 41,531 25,000 416,531

350,000 110,000 460,000

235,952 235,952 $

787,533 45,000 221,943 151,159 57,907 33,034 1,296,576

Estimated 2014-15

2,310,886

2,318,676

2,259,083

2,004,848

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3020 TRAFFIC CONTROL – PROGRAM SUMMARY Program Description The Traffic Control Operations Division conducts traffic engineering studies, receives and investigates traffic requests, and recommends the installation and removal of traffic control devices in conformance with the latest revision of the Texas Manual of Uniform Traffic Control Devices. This division also installs, maintains and repairs all traffic control devices. These devices include traffic signals, flashing beacons, street signs, barricades and pavement markings. Traffic studies performed include turning movement counts, 24-hour volume counts, collision diagrams, speed studies and delay studies. Major Goals • Improve the safety and efficiency of the street system by the timely maintenance and installation of approved traffic control devices. • Assist other departments/divisions in the application of signs and markings to provide information and direction for parking and access to city facilities. • Review of existing traffic controls to ensure continuing applicability through the course of the City’s ever-changing demands. • Provide timely response for the repair of traffic control devices giving priority to regulatory signs and traffic signals. Major Objectives • Improve sign maintenance criteria. • Continue street marker replacement to meet MUTCD mandate. • Retro Reflectivity Sign Replacement

Workload Measures 1. Number of Requests for Traffic Study 2. Sign Fabrication 3. Sign Maintenance 4. Traffic Signal Service Calls 5. Traffic Signal Preventative Maintenance 6. Freeway lighting fixtures Performance Measures 1. Traffic Studies Complete 2. Signal Calls responded to within 1 hour 3. Safety Street Lighting Repaired 4. Annual Signal Maintenance 5. Linear feet of pavement markings/painted

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Actual 2013-14 5 1,350 622 322 126 22

Budget 2014-15 6 1,500 1,500 350 150 25

Estimated 2014-15 6 2,000 1,000 350 150 50

Projected 2015-16 6 1,500 1,500 350 150 25

6 98% 60 100% 57,142

6 90% 60 100% 50,000

3020 TRAFFIC CONTROL - SERVICE LEVEL BUDGET

Acct# 7100 71002 71009 71021 71022 71023 71028 7200 72007 72016 72021 72026 72056 7300 73011 73028 73042 73043 73044 73048 73049 7400 74001 74002 74021 74042

Acct Description Personnel Services Regular Wages Overtime Health Insurance TMRS FICA Workers Compensation Total Personnel Services Supplies Wearing Apparel Motor Vehicle Supplies Minor Tools Cleaning & Janitorial Sup Street Marking Supplies Total Supplies Maintenance Buildings Maintenance Electrical Maintenance Machinery & Equip Maint Motor Vehicles Maint Street Signs Maint Signal Systems Maint Barricades Maint Total Maintenance Services Communication Electric Service Special Services Education & Training Total Services

Actual 2013-14 $

Total Operating 8000 Capital Outlay 84043 Motor Vehicles Total Capital Outlay TOTAL DEPARTMENT

320,456 22,689 95,618 63,101 24,846 7,734 534,442

Budget 2014-15 $

346,332 25,000 100,403 68,346 26,558 9,374 576,013

Adopted 2015-16 $

396,057 25,000 101,724 74,443 32,709 11,259 641,192

2,943 17,353 1,761 330 87,610 109,997

5,000 24,000 4,000 500 20,000 53,500

3,500 16,388 6,000 500 20,000 46,388

3,500 21,000 2,500 500 10,000 37,500

4,560 80,052 201 37,932 95,781 102,488 10,023 331,037

2,500 50,000 1,000 35,000 85,000 100,000 6,000 279,500

2,500 86,697 3,000 38,000 85,000 140,000 4,000 359,197

2,500 85,000 3,000 38,000 85,000 110,000 4,000 327,500

1,984 76,266 31,732 8,896 118,878

91,000 50,000 6,000 147,000

77,800 8,913 12,000 98,713

78,578 15,000 12,000 105,578

1,094,354

1,050,622

1,080,311

1,111,770

342,599 25,000 100,403 66,741 26,843 9,036 570,622

Estimated 2014-15

1,094,354

1,050,622

1,080,311

28,800 28,800 $

1,140,570

5-55

3030 ENGINEERING – PROGRAM SUMMARY Program Description Provide professional engineering services for publicly funded Capital Improvement Projects (CIP) and oversees other publicly and privately funded infrastructure projects. Plan, program, design, and manage construction and engineering projects for improvement and expansion of municipal infrastructure. Develop and analyze courses of action for project development and recommend the best strategy for construction and engineering of CIP. Provide information to the public and other City departments as requested. Major Goals • Improve management of Capital Improvement Projects to ensure quality construction; and that it is completed on schedule and within budget. • Improve City services by reducing the backlog of maintenance and repair activities through Capital Improvement Projects, providing timely customer responses, and enforcing warranty issues. • Provide a thorough review of construction drawings and plats submitted for approval through the Development Review Committee in a timely manner. • Increase the use of technology to reap the benefits of cost/time savings, and increased productivity. • Improve the professional working relationship with: the citizens of Baytown; other City departments; community organizations; local, State, and Federal agencies; consulting engineers; and contractors. Major Objectives • Assist with the implementation of the National Pollution Discharge Elimination System (NPDES), Phase II storm water management program and permitting process. • Continue to improve the review of development drawing and plat review through the Development Review Process. Continually review and update standard detail sheet specifications to keep up with technological advances in materials and methods of construction (ongoing).  Review and update standard specifications to keep up with technological advances in materials and methods of construction.  Review and update ordinances.  Review and revise policies. • Continue to improve on the tracking of internal documents. Continually review and fine-tune checklists used for review of construction plans and plats. • Conduct informational meetings with contractors and sub-contractors. • Continue to develop and maintain a master Capital Improvement Program (CIP) schedule for departmental/administration use.

Workload Measures 1. Surveys performed

Actual 2013-14 200

Budget 2014-15 200

Estimated 2014-15 300

Projected 2015-16 300

100

105

2 16 20

2 15 25

1 15 25

90% 90% 90% 90% 100% 90%

90% 90% 100% 90% 100% 90%

90% 90% 100% 100% 100% 90%

90% 100% 100% 100% 100% 90%

(Construction, design, fact-finding, and misc.)

Projects inspected in-house (design, utility commercial, misc., and emergent projects)

3. 4. 5.

Projects inspected by outside firm Projects designed by in-house Projects designed by outside firm

Performance Measures 1. Plats reviewed within 10 days 2. Design Contracts completed within contract time 3. Residential Subdivisions in 14 Days 4. Commercial Plans Review 1 to 20 Days 5. Pipelines reviewed 1 to 20 Days 6. Engineering Reports & Row Applications in 14 Days 7.

Utility Availability Applications

85%

90%

95%

100%

Response to clients’ requests within 14 Days

90%

100%

5-56

3030 ENGINEERING - SERVICE LEVEL BUDGET

Acct# 7100 71002 71009 71011 71021 71022 71023 71028 71041 7200 72001 72002 72004 72007 72016 72021 72045 72061 7300 73041 73043 7400 74001 74042 74071

Acct Description Personnel Services Regular Wages Overtime Extra Help/Temporary Health Insurance TMRS FICA Workers Compensation Allowances Total Personnel Services Supplies Office Supplies Postage Supplies Printing Supplies Wearing Apparel Motor Vehicle Supplies Minor Tools Computer Software Supply Meeting Supplies Total Supplies Maintenance Furniture/Fixtures Maint Motor Vehicles Maint Total Maintenance Services Communication Education & Training Association Dues Total Services

Actual 2013-14 $

Capital Outlay Furniture & Equip <$5000 Machinery & Equipment Motor Vehicles Total Capital Outlay TOTAL DEPARTMENT

624,304 12,370 105,687 117,342 46,222 1,438 9,600 916,963

Estimated 2014-15 $

633,502 7,000 105,687 119,345 47,703 1,672 7,200 922,109

Adopted 2015-16 $

633,935 7,500 96,880 114,718 47,767 1,694 7,200 909,694

6,474 411 296 940 15,258 1,010 7,183 1,033 32,605

9,000 1,300 500 1,200 15,000 1,000 13,325 1,000 42,325

8,300 700 300 1,300 9,426 1,000 12,325 1,000 34,351

7,500 700 500 1,000 12,750 1,000 6,349 700 30,499

10,779 10,779

800 13,032 13,832

600 10,000 10,600

10,000 10,000

8,670 1,679 10,349

5,000 1,897 6,897

7,000 1,697 8,697

910,912

983,469

973,957

958,890

11,939 11,939

52,372 74,926 127,298

140 4,183 (351) 3,972

Total Operating 8000 80001 84042 84043

579,232 9,981 10,531 100,650 110,028 42,473 1,365 9,295 863,555

Budget 2014-15

922,851

1,110,767

1,101,255

958,890

5-57

4000 PUBLIC HEALTH – PROGRAM SUMMARY Program Description The Department consists of six divisions: Environmental Health, Mosquito Control, Neighborhood Protection, Storm Water Management, Community Service and Animal Services. The Department is responsible for the public environmental health concerns of the City. Included programs are: food establishment permits and inspections, public swimming pool permits and inspections, vector control (mosquito related public health and nuisance issues), environmental pollution complaints, neighborhood public nuisance complaints (high grass, weeds, illegal dumpsites and junk vehicles), public education and information opportunities, major scheduled clean up activities, storm water quantity and quality issues, community service program (court assigned probationers) and quality animal services (both field and shelter operations). Major Goals • Prevention of food borne illness or disease and/or disease transmission to and between humans. • Improvement of access to public and environmental health information and issues by the general public. • Increase the number of properties maintained in compliance within the City. • Increase public awareness and understanding of environmental health, mosquito control, animal services, litter abatement and storm water issues. • Maintain infrastructure and resources to effectively meet the needs of the community. Major Objectives • Continuation of standardized risk assessment and inspection program for food establishments, mosquito control, neighborhood protection and storm water. • Improve compliance resolution percentages of complaints in all divisions. • Improve web site access and establish routine information updates both on web site and in local media. • Provide quality animal services involving Animal Control field operations and operations at the Animal Services Shelter and Adoption Center.

Workload Measures 1. Food service establishment permits 2. Temporary events 3. Public pools inspected 4. Mosquito control miles sprayed/larvicided 5. Neighborhood Protection complaints 6. Neighborhood Protection miles surveyed 7. Neighborhood Protection scheduled clean up events 8. Animal pickups 9. Animal redemptions 10. Animal surrenders 11. Bite incidents 12. Adoptions Performance Measures 1. Food service inspections 2. Pools inspections 3. Mosquito Control Adulticide application hours 4. Mosquito Control Larvicide application/ surveillance hours 5. Neighborhood Protection complaints resolved

5-58

Actual Budget Estimate Projected 2013-14 2014-15 2014-15 2015-16 559 575 555 575 226 225 230 225 65 80 70 70 18,593 16,000 18,924 20,000 3,705 5,000 3,500 5,000 22,156 20,000 23,000 25,000 4 4 4 0 1,872 4,000 2,300 2,300 425 550 500 550 3,214 2,500 2,950 3,000 135 100 180 150 783 1,200 802 900

1,173 546 620 815 4,985

2,500 500 1,000 1,500 4,500

1,600 550 800 1,300 4,000

2,500 550 1,000 1,500 4,500

4000 PUBLIC HEALTH - SERVICE LEVEL BUDGET

Acct# 7100 71002 71003 71009 71021 71022 71023 71028 71041 7200 72001 72002 72004 72005 72007 72016 72021 72026 72031 72032 72041 72045 7300 73001 73011 73027 73041 73042 73043 7400 74001 74002 74005 74011 74021 74026

Acct Description Personnel Services Regular Wages Part Time Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Total Personnel Services Supplies Office Supplies Postage Supplies Printing Supplies Animal Feed Supplies Wearing Apparel Motor Vehicle Supplies Minor Tools Cleaning & Janitorial Sup Chemical Supplies Medical Supplies Educational Supplies Computer Software Supply Total Supplies Maintenance Land Maintenance Buildings Maintenance Heat & Cool Sys Maint Furniture/Fixtures Maint Machinery & Equip Maint Motor Vehicles Maint Total Maintenance Services Communication Electric Service Natural Gas Equipment Rental Special Services Janitorial Services

Actual 2013-14 $

1,000,010 7,277 30,136 231,495 193,139 75,460 6,853 20,714 1,565,084

Budget 2014-15 $

1,093,540 12,605 24,500 243,082 206,915 83,159 8,658 21,600 1,694,059

Estimated 2014-15 $

1,127,125 10,000 24,100 243,082 214,214 83,819 7,742 21,600 1,731,682

Adopted 2015-16 $

1,235,104 10,300 24,100 242,200 227,151 97,472 9,292 25,200 1,870,819

15,587 2,399 3,934 4,142 3,641 30,218 17,057 10,788 75,281 682 29,577 193,305

15,975 8,300 5,150 5,464 5,890 52,086 16,820 10,533 93,017 1,800 1,350 7,000 223,385

18,050 7,700 3,750 3,000 5,710 39,500 16,920 10,883 86,517 1,800 400 6,900 201,130

18,400 6,200 4,400 2,807 4,330 41,930 14,337 11,133 83,800 2,650 7,000 196,987

3,157 46,662 10,757 3,243 24,692 88,511

32,000 9,240 800 4,000 18,500 64,540

31,500 2,600 750 3,500 15,000 53,350

15,500 5,600 250 3,500 18,500 43,350

691 41,051 7,398 5,280 28,291 3,735

940 45,000 5,500 5,500 64,139 6,940

1,200 41,900 5,655 5,000 64,139 6,940

42,319 6,600 5,000 48,100 4,440

5-59

4000 PUBLIC HEALTH - SERVICE LEVEL BUDGET

Acct# 74042 74051 74056 74058 74071

Acct Description Education & Training Non City Facility Rental Vacant Lot Cleaning Landfill Fees Association Dues Total Services 7500 Sundry Charges 75051 Court Cost Total Sundry & Other 7700 Miscellaneous 77109 Bytn Beauti Adv Comm-Bbac Total Miscellaneous Total Operating 8000 80001 82011 84042 84043

Capital Outlay Furniture & Equip <$5000 Building & Improvements Machinery & Equipment Motor Vehicles Total Capital Outlay 9000 Other Financing Uses 91351 To Capital Improvemnt Prg Total Other Financing Uses TOTAL DEPARTMENT

5-60

Actual 2013-14 14,041 7,839 133,053 51,682 4,298 297,359

Budget 2014-15 21,820 7,200 140,000 73,610 5,018 375,667

Estimated 2014-15 19,800 7,236 140,000 55,209 3,140 350,219

Adopted 2015-16 19,000 7,236 200,000 81,000 6,110 419,805

5,960 5,960

8,000 8,000

7,000 7,000

6,000 6,000

8,887 8,887

15,000 15,000

2,159,107

2,380,651

2,358,381

2,551,961

6,181 8,295 50,260 64,736

14,000 14,000

25,000 25,000

44,433 44,433

2,268,277

2,394,651

2,372,381

2,576,961

5-61

5000 PARKS & RECREATION – PROGRAM SUMMARY Program Description The Parks and Recreation Department is responsible for the direction, supervision, operation and maintenance of forty-nine parks, comprising more than 1,137.81 acres, of which 584 acres are fully developed requiring regular maintenance. The Department is responsible for mowing over 120 miles of the City's medians/parkways, roadsides, ditches, alleys and the grounds of City Hall. They also operate a greenhouse/tree nursery at the Park Street Service Center. The Department is responsible for the City's recreation programs, special events, athletics, Pirates Bay Water Park, Calypso Cove, Bergeron Park Splash Deck, Roseland Park Spray Park, McElroy Park Spray Park, Pelly Park Splash Deck, Central Heights Splash Deck, two skate parks, a Bark Park and rental facilities. In addition, the Department maintains the Bayland Waterfront Marina and Boat Launching Facility. The Department is also responsible for the City’s environmental education programs and facilities including the Eddie V. Gray Wetlands Education and Recreation Center and the Baytown Nature Center. Supervisory staff also handles operations personnel handle planning, grant writing, renovations and construction of many City facility improvements. In addition to daily and seasonal maintenance operations, the Parks and Recreation Department sponsors and co-sponsors, with considerable volunteer support, many youth/adult programs, plus special events such as the July 3rd and 4th Celebration, Special Olympics Track Meet, Daddy and Me Valentines Dance, softball tournaments, Art Show, the Grito Fest, Christmas Parade and other community events. The Nurture Nature Festival highlighting the Baytown Nature Center and the Wetlands Center has proven to be a successful festival. The Department works closely with the Parks and Recreation Advisory Board in linking citizens to the planning of facility operations, programs, and events. Key staff has Transportation HUB and Liaison duties under the City's Emergency Management Plan. The Friends of the Baytown Nature Center and the Friends of the Eddie V. Gray Wetlands Education and Recreation Center as well as the Parks and Recreation Advisory Board are citizen committees on which the staff consult, monitor and assist. This year's budget includes 48 full-time employees and more than 350 part-time employees, most of who are employed on a seasonal basis. This includes Wetlands Center and Baytown Nature Center employees, building attendants and seasonal park maintenance staff and both Pirates Bay Water Park and Calypso Cove. The Department operates an enterprise fund for the Pirates Bay Waterpark which opened on June 23, 2010 and Calypso Cove that opened on May 28, 2011. The new facilities require over 300 part time employees including life guards, concession workers, ticket takers and maintenance personnel. The Pirates Bay Expansion project that opened in May 2014 increased the capacity of the park to 1,500 and in turn increased the number of seasonal employees from 200 to 300. Revenue from both facilities more than pays for the maintenance and operations of the two plants. At least two of the major goals set by the Baytown's Comprehensive Plan lay within the scope of this department. Those are beautification and expanded recreational opportunities. Major Goals • Demonstrate sensitivity to citizen’s needs in planning programs and facilities. • Follow the goals and objectives of the updated Parks, Recreation, Open Space and Greenway Master Plan that includes a citywide trail plan. • Support the accomplishment of the City Council’s visioning priorities which include, but are not limited to: Development and Redevelopment, Infrastructure Maintenance and Improvement, and Creating a Community we can all be proud of. • Expand promotional and marketing efforts for all special events and programs • Expand recreation opportunities, especially for youth. • Improve the community's image and appearance by providing quality recreation programs and safe, well-maintained parks and open spaces. • Heighten community awareness of the parks and recreation services available. • Ensure that maintenance standards are kept current, and continue to make improvements. • Maintain scheduled Municipal Development District (MDD) construction projects and improvements for park facilities. • Soften Baytown’s image by enhancing and promoting the City’s environmental resources. • Follow the guidelines of the Aquatic Facilities Study and the Strategic Master Plan for Pirates Bay Waterpark to add and improve the aquatic facilities of the department. • Continue to beautify the city’s medians. • Continue to expand the city’s trails, linking parks to neighborhood and commercial areas where possible.

5-62

5000 PARKS & RECREATION – PROGRAM SUMMARY

• • • • • • •

Major Objectives Solicit citizen involvement in planning of events, programs and new facilities. Maintain mowing rotation times with a goal in the Parks at 2 weeks, Medians at 2 weeks, Roadsides at 7 weeks and Slope Mowing at 7 weeks. Increase scope of weed control programs on medians and right of ways. Provide increased information to media and make regular presentations to community group Continue tree/shrub nursery operations, plant at least 30 sizable trees in parks, and provide over 1,500 saplings for Arbor Day. Inspect playgrounds on a consistent basis. Clean park facilities and remove litter a minimum of two times per week in all parks and seven days week in heavily used parks. Workload Measures 1. Number of grant applications submitted 2. Playground inspections 3. Inspection of skate park (Unidad & Jenkins Parks) 4. Right-of-ways mowing rotation 5. 1 gal. tree giveaways 6. Athletic league teams 7. Special events estimated attendance 8. Co-sponsored events 9. Centers/pavilions estimated attendance 10. Pirates Bay Waterpark Attendance 11. Calypso Cove Attendance 12. Number of Special Events Performance Measures 1. Number of Grant Applications Approved 2. Number of Park Construction Contracts Awarded 3. Community Appearance Program 4. Athletic League Revenue 5. Special Events Revenue 6. Centers and Park Pavilion Revenue 7. Leisure Program Revenue 8. Pirates Bay Water Park Revenue 9. Calypso Cove Revenue

Actual 2014-15

Budget 2014-15

Estimated 2014-15

Projected 2015-16

2 12 24 7 weeks 1,600 326 120,000 7 225,529 166,031 18,803 37

3 12 24 7 Weeks 1,500 330 120,000 7 305,000 159,980 16,821 38

1 12 24 8 weeks 1,200 330 125,000 7 200,000 168,000 18,000 38

3 12 24 8 weeks 1,500 320 125,000 7 200,000 170,000 18,000 38

2 16

3 12

1 19

2 31

5 cycles/6 weeks

$80,891 $31,541 $90,911 $21,662 $2,977,577 $87,761

$65,000 $25,000 $70,000 $17,000 $3,148,580 $84,420

$83,000 $33,000 $95,000 $21,000 $2,772,634 $86,000

$85,000 $30,000 $100,000 $20,000 $2,780,300 $86,000

5-63

5000 PARKS & RECREATION - SERVICE LEVEL BUDGET

Acct# 7100 71002 71003 71009 71021 71022 71023 71028 71041 7200 72001 72002 72004 72007 72016 72019 72021 72026 72031 72032 72041 72045 72046 72061 7300 73001 73011 73012 73013 73022 73025 73027 73028 73041 73042 73043 73044 73049

5-64

Acct Description Personnel Services Regular Wages Part Time Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Total Personnel Services Supplies Office Supplies Postage Supplies Printing Supplies Wearing Apparel Motor Vehicle Supplies Supplies Purch For Resale Minor Tools Cleaning & Janitorial Sup Chemical Supplies Medical Supplies Educational Supplies Computer Software Supply Botanical Supplies Meeting Supplies Total Supplies Maintenance Land Maintenance Buildings Maintenance Docks & Piers Maintenance Recreation Equip Maint Sanitary Sewers Maint Streets Sidewalks & Curbs Heat & Cool Sys Maint Electrical Maintenance Furniture/Fixtures Maint Machinery & Equip Maint Motor Vehicles Maint Street Signs Maint Barricades Maint Total Maintenance

Actual 2013-14 $

1,509,987 225,039 117,942 422,730 299,517 134,194 64,449 9,637 2,783,494

Budget 2014-15 $

1,672,662 244,023 123,856 422,750 327,928 151,311 74,935 9,600 3,027,065

Estimated 2014-15 $

1,645,736 221,834 81,182 422,750 317,316 124,735 66,042 6,000 2,885,595

Adopted 2015-16 $

1,738,043 287,239 132,125 406,896 331,675 102,617 24,530 6,000 3,029,125

14,473 463 3,595 7,466 121,221 22,832 15,947 36,598 15,745 49,847 4,750 26 292,961

13,700 500 6,100 8,391 125,173 22,000 14,500 30,700 30,000 100 62,180 12,150 325,494

13,370 611 5,832 8,140 85,291 21,379 15,089 30,371 22,188 100 60,105 8,686 271,162

14,000 537 4,600 8,385 118,492 24,000 16,970 30,700 24,000 100 88,680 1,152 11,000 342,616

29,301 53,232 467 5,981 780 1,329 2,417 42,992 6,242 112,235 1,811 256,787

40,000 61,488 500 28,057 1,200 8,200 3,500 48,500 500 6,500 85,115 4,450 1,000 289,010

39,298 44,099 400 27,185 800 6,628 3,182 45,062 300 11,366 94,624 4,000 757 277,701

45,000 59,000 500 28,000 1,200 8,200 3,500 48,500 300 6,500 114,367 2,000 1,000 318,067

5000 PARKS & RECREATION - SERVICE LEVEL BUDGET

Actual 2013-14

Acct# 7400 74001 74002 74005 74011 74021 74036 74042 74058 74071 74123

Acct Description Services Communication Electric Service Natural Gas Equipment Rental Special Services Advertising Education & Training Landfill Fees Association Dues Instructor Fees Total Services 7500 Sundry Charges 77106 Little League Light Contr Total Sundry & Other Total Operating 8000 80001 82011 84042 84043 84052 84061

Capital Outlay Furniture & Equip <$5000 Building & Improvements Machinery & Equipment Motor Vehicles Heavy Equipment Other Equipment Total Capital Outlay TOTAL DEPARTMENT

Budget 2014-15

Estimated 2014-15

Adopted 2015-16

423 230,233 16,298 31,800 129,066 12,047 11,459 4,836 1,740 14,766 452,667

945 205,000 13,000 25,870 145,637 12,300 14,737 7,168 2,241 23,000 449,898

175,638 11,319 46,955 141,118 12,609 14,633 5,542 1,950 15,439 425,203

237,249 13,500 33,002 156,900 13,000 13,209 7,200 2,670 23,000 499,730

12,000 12,000

3,797,908

4,103,467

3,871,661

4,201,538

58,518 22,895 30,065 94,524 36,485 242,487

5,536 15,750 16,450 70,083 45,500 153,319

5,495 15,281 16,216 70,595 41,414 149,001

80,000 57,000 137,000

4,040,395

4,256,786

4,020,662

4,338,538

5-65

6000 STERLING MUNICIPAL LIBRARY – PROGRAM SUMMARY Program Description The mission of this department is to provide a program of public library service which makes resources available to the citizens for: life-long learning; access to information; a rich and satisfying leisure life. Major Goals • Citizens will have access to current titles and information on a wide range of topics related to work, school and/or personal life. • • • • •

Patrons will be assisted in learning to find, evaluate, and use information effectively. Library staff will provide library programs to appeal to wide-range of leisure and cultural interest for children, teens, and adults. The library will provide areas for quiet reading and study by individuals and groups, areas of enrichment for children, story time spaces and places for small group conversation. The library will provide access to public computing and instruction in existing and emerging technologies The library will increase community awareness about library programs and services.

Major Objectives • Meet patron demand for popular material by limiting hold ratio to a maximum of three holds per item. • Annual circulation per capita will exceed state and local averages. • The number of users accessing electronic resources including databases, e-books and downloadable media will increase by 5% each year through 2016.

Workload Measures 1. Annual visits to library 2. Annual circulation 3. Use of electronic resources 4. Annual reference transactions 5. Materials added 6. Registered borrowers 7. Program attendance 8. Public service hours of user training 9. Passports issued (Discontinued service for FY16) Performance Measures 1. Reference transactions per user visit 2. Circulation per user visit 3. New materials per borrower 4. Average circulation per item owned 5. Attendance per program 6. Times databases accessed 7. Total Internet hits 8. Passport sales income to City

5-66

Actual 2013-14 322,713 535,765 229,279 88,152 22,114 52,295 13,640 1027 3,752

Budget 2014-15 340,000 523,000 340,000 92,000 26,526 47,300 14,500 1,100 3,500

Estimated 2014-15 330,000 485,000 280,000 80,000 24,000 52,000 14,000 1,000 2,800

Projected 2015-16 330,000 450,000 290,000 85,000 24,000 53,000 15,000 1,000 0

.27 1.6 .42 2.9 32 48,449 150,669 $93,801

.27 1.7 .5 3 30 37,000 240,000 $70,000

.24 1.5 .46 2.9 30 40,000 150,000 $82,000

.25 1.4 .46 2.7 32 40,000 150,000 $0

6000 STERLING MUNICIPAL LIBRARY - SERVICE LEVEL BUDGET

Acct# 7100 71002 71003 71009 71021 71022 71023 71028 71041 7200 72001 72002 72016 72021 72023 72026 72041 72090 7300 73001 73011 73027 73041 73042 73043 73046 7400 74001 74002 74005 74011 74021 74042 74051 74071

Acct Description Personnel Services Regular Wages Part Time Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Total Personnel Services Supplies Office Supplies Postage Supplies Motor Vehicle Supplies Minor Tools Library Materials Cleaning & Janitorial Sup Educational Supplies Print Shop Supplies Total Supplies Maintenance Land Maintenance Buildings Maintenance Heat & Cool Sys Maint Furniture/Fixtures Maint Machinery & Equip Maint Motor Vehicles Maint Books - Maintenance Total Maintenance Services Communication Electric Service Natural Gas Equipment Rental Special Services Education & Training Non City Facility Rental Association Dues Total Services Total Operating

Actual 2013-14 $

1,056,559 290,445 38,785 241,560 202,301 102,672 6,772 5,120 1,944,212

Budget 2014-15 $

1,108,468 292,243 36,000 243,081 208,720 107,638 6,135 5,100 2,007,385

Estimated 2014-15 $

1,050,712 292,243 36,000 243,081 204,778 101,943 6,281 5,100 1,940,138

Adopted 2015-16 $

1,035,966 276,610 38,000 213,136 190,813 124,849 7,422 5,100 1,891,896

8,820 9,334 600 5,179 269,193 6,840 54 5,257 305,277

10,000 10,000 750 15,000 255,000 8,500 6,000 305,250

10,000 6,500 400 8,000 255,000 7,500 3,000 290,400

10,000 7,000 500 12,000 255,000 8,500 4,000 297,000

18,365 64,143 28,547 6,494 622 844 7,976 126,992

22,000 79,000 8,500 8,700 1,500 1,000 13,000 133,700

17,000 71,000 8,500 7,700 1,000 2,000 6,500 113,700

19,000 65,000 8,500 6,000 3,000 1,500 8,000 111,000

11,164 67,032 7,335 28,668 64,710 8,820 950 1,232 189,911

20,000 70,000 10,000 36,000 74,600 13,000 1,250 1,250 226,100

6,000 68,400 8,747 34,000 71,600 10,300 950 1,000 200,997

5,000 69,084 9,200 36,000 74,000 10,000 1,100 1,250 205,634

2,566,393

2,672,435

2,545,235

2,505,530

5-67

6000 STERLING MUNICIPAL LIBRARY - SERVICE LEVEL BUDGET

Actual 2013-14

Acct# Acct Description 8000 Capital Outlay 80001 Furniture & Equip <$5000 84042 Machinery & Equipment Total Capital Outlay TOTAL DEPARTMENT

5-68

Budget 2014-15

18,543 18,543 $

2,584,936

Estimated 2014-15

30,000 30,000 $

2,702,435

Adopted 2015-16

30,000 30,000 $

2,575,235

26,000 26,000 $

2,531,530

9010 TRANSFERS OUT - SERVICE LEVEL BUDGET This cost center represents funding to other funds and costs allocation for operating services.

Acct# 9000 91201 91226 91291 91298 91350 91351 91401 91450 91540 91550 91552

Actual 2013-14

Acct Description Other Financing Uses To Municipal Ct Security To Miscellaneous Police To Emergency Management To Wetland Research Ctr To Gen Capital Proj Fund To Capital Improvemnt Prg To G O I S To Accrued Leave-General To Bayland Island To Internal Service Fnd To Warehouse Operations Total Other Financing Uses TOTAL DEPARTMENT

Budget 2014-15

35,568 92,979 10,000 179,466 540,000 234,582 850,000 37,549 161,242 43,497 2,184,883 $

2,184,883

Estimated 2014-15

61,020 96,006 189,104 91,700 540,000 350,000 163,121 44,436 1,535,387 $

1,535,387

Adopted 2015-16

39,752 97,485 200,335 91,700 540,000 350,000 163,121 44,436 1,526,829 $

1,526,829

46,867 90,294 206,424 95,300 7,348,800 357,000 213,742 44,436 8,402,863 $

8,402,863

5-69

5-70

CITY OF BAYTOWN GENERAL DEBT SERVICE FUND 401 BUDGET SUMMARY BY FUND Actual 2013-14 BEGINNING WORKING CAPITAL

3,715,520

Budget 2014-15 $

Estimated 2014-15

5,486,466

Adopted 2015-16 $

2,900,801

Add: Current Yr Property Taxes Delinquent Ad Valorem Taxes Penalty And Interest Investment Interest Miscellaneous From General Fund From Water And Sewer Fund From W W I S From Water&Sewer Reserve Revenue From MDD Fund Refunding Bond Proceeds Premium On Bonds Sold

9,206,609 491,089 223,307 41,646 2,579,696 234,582 (8,423,443) 1,531,611 85 427,738 28,520,000 1,864,050

9,625,503 370,000 175,000 32,000 437,888 3,490,000 -

9,200,000 370,000 175,000 32,000 437,888 3,490,000 -

9,818,013 370,000 175,000 32,000 3,987,341 426,713 -

36,696,969

14,130,391

13,704,888

14,809,067

FUNDS AVAILABLE FOR DEBT SERVICE

40,412,489

19,616,857

19,191,354

17,709,868

Deduct: Bond Principal Interest On Bonds Other Debt Payments Special Services Issuance Cost Fiscal Agent Fees Advanced Refunding Escrow To GO Yr 7 Of 7

6,482,061 3,686,186 80,783 28,250 325,255 2,440,464 10,658,024 11,225,000

12,246,422 3,976,131 48,000 -

12,246,422 3,796,131 200,000 48,000 -

9,406,293 4,997,771 50,000 -

34,926,023

16,270,553

16,290,553

14,454,064

Total Revenues

Total Deductions ENDING WORKING CAPITAL

5,486,466

3,346,304

2,900,801

3,255,804

Tax Rate Allocation Between Operating & Debt 54.74%

45.26%

Maintenance and Operations

Interest and Sinking

6-1

CITY OF BAYTOWN ASSESSED VALUATION, ESTIMATED AD VALOREM COLLECTIONS & AD VALOREM TAX RATE ALLOCATION

Estimates Estimate of Fiscal Year 2015-16 (Tax Year 2015) Taxable Values: HCAD CCAD (2015 Tax Year Certified Value) Recommended Adjustment to HCAD Total Est. Taxable Value

$ 2,742,412,794 161,293,912 14,045,866 2,917,752,572

Adjustments to Taxable Values: Subtract TIRZ increment Total Est. Adjustments to Taxable Value:

(168,519,454) (168,519,454)

Estimated Taxable Assessed Valuation for Fiscal Year 2015-16

2,749,233,118

Tax Rate per $100 Valuation

0.82203

Estimated Tax Levy*

22,599,521

Estimated Collections

96.50%

Total Estimated Tax Levy Available

21,808,538

TAX RATE PER $100

Tax Rate Allocation: Maintenance and Operations (M&O) Interest and Sinking (I&S) Totals Note: Revenue Generated per $0.01

Actual Rate 2013-14

Actual Rate 2014-15

Adopted Allocation Rate of Rate 2015-16 2015-16

Estimated

$ 0.43713 0.38490

$ 0.44562 0.37641

$ 0.45001 0.37202

54.74% $ 45.26%

11,938,810 9,869,728

$ 0.82203

100.00% $

21,808,538

Tax Levy

2015-16

$ 265,301

* Each year, the estimated tax levy may be different than the actual tax levy approved and adopted by the City Council. This difference is primarily due to delays in receiving the certified roll from the Harris County Appraisal District. Certified rolls are due by July 25th or as soon thereafter as practicable. The City traditionally receives the certified rolls in late August. This delay hinders the City's ability to finalize budget estimates for ad valorem taxes in a timely manner.

Revenue Projections are estimates based on assumptions and are subject to change.

6-2

CITY OF BAYTOWN ASSESSED VALUATIONS, TAX LEVY AND COLLECTIONS (Last Ten Fiscal Years)

Fiscal Year

Taxable Value

Rate Per $100 Valuation

Tax Levied

Current Year Taxes Collected

Percent Collected Current Year

2004-05

2,077,364,360

$ 0.73703

15,310,799

14,545,259

95.0%

2005-06

2,146,739,345

$ 0.73703

15,822,113

14,937,709

94.4%

2006-07

2,270,656,839

$ 0.73703

16,735,422

15,801,774

94.4%

2007-08

2,469,616,010

$ 0.73703

18,201,811

17,584,253

96.6%

2008-09

2,642,227,057

$ 0.78703

20,795,120

20,076,918

96.5%

2009-10

2,592,549,839

$ 0.78703

20,404,145

19,300,000

94.6%

2010-11

2,469,711,773

$ 0.78703

19,437,373

17,199,217

88.5%

2011-12

2,416,377,805

$ 0.82203

19,863,350

19,425,273

97.8%

2012-13

2,516,710,223

$ 0.82203

20,688,113

19,334,873

93.5%

2013-14

2,488,310,862 *

$ 0.82203

20,454,662

19,534,202

95.5%

2014-15

2,653,746,086

$ 0.82203

21,814,589

21,976,636

100.7%

*As of July 17, 2015

6-3

CITY OF BAYTOWN GENERAL LONG TERM DEBT SCHEDULE OF FISCAL YEAR 2015-16 REQUIREMENTS

Series 2007A 2008 2010 2010 2011 2012 2013 2014 2015

Obligation Certificate of Obligation General Obligation General Obligation Ref'd Certificate of Obligation General Obligation & Ref'd General Obligation & Ref'd General Obligation General Obligation & Ref'd General Obligation & Ref'd Subtotal Energy Performance Lease Total General Obligation Debt

6-4

Amount of Issue $ 1,000,000 12,890,000 16,190,000 10,000,000 22,390,000 30,225,000 16,800,000 28,520,000 25,310,000

3,473,619

Principal Outstanding Oct. 1, 2015 $ 235,000 9,965,000 3,755,000 8,045,000 17,155,000 26,485,000 15,465,000 26,970,000 25,310,000 133,385,000

Principal & Interest Requirements for 2015-16 Principal Interest Total $ 115,000 $ 6,781 $ 121,781 560,000 406,038 966,038 1,345,000 89,113 1,434,113 415,000 301,531 716,531 1,240,000 648,694 1,888,694 2,060,000 855,281 2,915,281 685,000 436,925 1,121,925 2,365,000 943,400 3,308,400 305,000 1,263,477 1,568,477 9,090,000 4,951,240 14,041,240

2,273,275 $ 135,658,275

316,293 9,406,293

46,531 $ 4,997,771

362,824 $ 14,404,064

Principal Outstanding Sept. 30, 2016 $ 120,000 9,405,000 2,410,000 7,630,000 15,915,000 24,425,000 14,780,000 24,605,000 25,005,000 124,295,000

1,956,982 126,251,982

CITY OF BAYTOWN ANNUAL REQUIREMENT TO AMORTIZE GENERAL OBLIGATION DEBT Fiscal Year 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035

Principal 9,090,000 10,120,000 9,630,000 8,925,000 9,280,000 9,395,000 9,850,000 9,430,000 8,915,000 8,250,000 7,100,000 6,125,000 5,465,000 4,615,000 4,785,000 4,240,000 3,365,000 2,545,000 1,495,000 765,000 133,385,000

Interest Due 2/1 2,578,753 2,372,486 2,216,019 2,067,394 1,916,432 1,742,082 1,536,744 1,314,766 1,108,765 936,447 766,503 623,785 501,578 400,263 317,041 228,556 151,150 91,759 45,200 15,300 20,931,021

Interest Due 8/1 2,372,486 $ 2,216,019 2,067,394 1,916,432 1,742,082 1,536,744 1,314,766 1,108,765 936,447 766,503 623,785 501,578 400,263 317,041 228,556 151,150 91,759 45,200 15,300 18,352,268 $

Total Interest 4,951,239 4,588,504 4,283,412 3,983,825 3,658,513 3,278,825 2,851,509 2,423,531 2,045,212 1,702,950 1,390,288 1,125,363 901,841 717,304 545,597 379,706 242,910 136,960 60,500 15,300 39,283,290

Annual Debt Requirement $ 14,041,239 14,708,504 13,913,412 12,908,825 12,938,513 12,673,825 12,701,509 11,853,531 10,960,212 9,952,950 8,490,288 7,250,363 6,366,841 5,332,304 5,330,597 4,619,706 3,607,910 2,681,960 1,555,500 780,300 $ 172,668,290

Annual Debt Service Requirements $15.00 $14.00

Interest

Principal

$13.00

$11.00 $10.00 $9.00 $8.00 $7.00 $6.00 $5.00 $4.00 $3.00 $2.00 $1.00

Fiscal Year

6-5

2035

2034

2033

2032

2031

2030

2029

2028

2027

2026

2025

2024

2023

2022

2021

2020

2019

2018

2017

$2016

Requirement (in millions)

$12.00

CITY OF BAYTOWN GENERAL DEBT SERVICE FUND STATEMENT OF BONDED INDEBTEDNESS Fiscal Year 2015-16 Fiscal Year

Interest Rate

Principal Due 02/01

Certificates of Obligation Series 2007A 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

3.82% $ 3.82% 3.82% 3.82% 3.82% 3.82% 3.82% 3.82% 3.82% 3.82% $

6-6

3.00% $ 3.00% 3.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.13% 4.25% 1.43% 4.38% 4.50% 4.50% $

Interest Due 08/01

Total Interest

Date of Issue - April 19, 2007 70,000 90,000 90,000 95,000 100,000 105,000 105,000 110,000 115,000 120,000 1,000,000

General Obligation Series 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028

Interest Due 02/01

29,923 17,763 16,044 14,325 12,511 10,601 8,595 6,590 4,489 2,292 123,131

504,283 260,769 254,544 248,019 238,919 229,319 219,219 208,619 197,419 185,719 173,419 160,419 146,819 132,519 117,419 101,125 83,381 64,788 44,663 22,838 3,594,214

260,769 254,544 248,019 238,919 229,319 219,219 208,619 197,419 185,719 173,419 160,419 146,819 132,519 117,419 101,125 83,381 64,788 44,663 22,838 3,089,931

Principal Outstanding $

1,000,000

1,000,000 930,000 840,000 750,000 655,000 555,000 450,000 345,000 235,000 120,000 -

12,890,000

12,890,000 12,785,000 12,370,000 11,935,000 11,480,000 11,000,000 10,495,000 9,965,000 9,405,000 8,820,000 8,205,000 7,555,000 6,875,000 6,160,000 5,405,000 4,615,000 3,780,000 2,905,000 1,985,000 1,015,000 -

Term - 10 Years $

47,686 33,807 30,369 26,836 23,111 19,196 15,185 11,078 6,781 2,292 216,341

February 15, 2008

Date of Issue 105,000 415,000 435,000 455,000 480,000 505,000 530,000 560,000 585,000 615,000 650,000 680,000 715,000 755,000 790,000 835,000 875,000 920,000 970,000 1,015,000 12,890,000

17,763 16,044 14,325 12,511 10,601 8,595 6,590 4,489 2,292 93,208

Annual Requirement

765,052 515,313 502,563 486,938 468,238 448,538 427,838 406,038 383,138 359,138 333,838 307,238 279,338 249,938 218,544 184,506 148,169 109,450 67,500 22,838 6,684,153

117,686 123,807 120,369 121,836 123,111 124,196 120,185 121,078 121,781 122,292 1,216,341

Term - 20 Years $

870,052 930,313 937,563 941,938 948,238 953,538 957,838 966,038 968,138 974,138 983,838 987,238 994,338 1,004,938 1,008,544 1,019,506 1,023,169 1,029,450 1,037,500 1,037,838 19,574,153

CITY OF BAYTOWN GENERAL DEBT SERVICE FUND STATEMENT OF BONDED INDEBTEDNESS Fiscal Year 2015-16 Fiscal Interest Principal Year Rate Due 02/01 General Obligation Refunding Series 2010 2010 2011 2012 2013 2014 2015 2016 2017 2018

Interest Due 02/01

Interest Due 08/01

Date of Issue -

February 1, 2010 $

3.00% $ 1.00% 2.00% 2.00% 2.50% 2.50% 3.00% 3.00% $

4,370,000 3,230,000 1,825,000 1,480,000 1,530,000 1,345,000 1,385,000 1,025,000 16,190,000

186,838 121,288 105,137 86,887 72,087 52,963 36,150 15,375 676,725

Certificates of Obligation - Combined Tax & Revenue Series 2010 Date of Issue 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

380,000 385,000 390,000 395,000 405,000 415,000 425,000 440,000 455,000 470,000 485,000 505,000 525,000 545,000 565,000 590,000 615,000 640,000 670,000 700,000 10,000,000

169,603 167,703 165,778 161,878 157,928 153,878 147,653 141,278 134,678 126,716 118,491 110,003 100,850 91,006 80,106 68,806 56,638 43,569 29,969 15,313 2,241,844

154,660 121,288 105,137 86,887 72,087 52,963 36,150 15,375 644,547

154,660 308,126 226,425 192,024 158,974 125,050 89,113 51,525 15,375 1,321,272

February 1, 2010 $

1.00% $ 1.00% 2.00% 2.00% 2.00% 3.00% 3.00% 3.00% 3.50% 3.50% 3.50% 3.63% 3.75% 4.00% 4.00% 4.13% 4.25% 4.25% 4.38% 4.38% $

Total Interest

140,394 167,703 165,778 161,878 157,928 153,878 147,653 141,278 134,678 126,716 118,491 110,003 100,850 91,006 80,106 68,806 56,638 43,569 29,969 15,313 2,212,635

140,394 337,306 333,481 327,656 319,806 311,806 301,531 288,931 275,956 261,394 245,207 228,494 210,853 191,856 171,112 148,912 125,444 100,207 73,538 45,282 15,313 4,454,479

Annual Requirement

Principal Outstanding $ 16,190,000

Term - 8 Years $

16,190,000 16,190,000 11,820,000 8,590,000 6,765,000 5,285,000 3,755,000 2,410,000 1,025,000 -

10,000,000

10,000,000 10,000,000 9,620,000 9,235,000 8,845,000 8,450,000 8,045,000 7,630,000 7,205,000 6,765,000 6,310,000 5,840,000 5,355,000 4,850,000 4,325,000 3,780,000 3,215,000 2,625,000 2,010,000 1,370,000 700,000 -

154,660 4,678,126 3,456,425 2,017,024 1,638,974 1,655,050 1,434,113 1,436,525 1,040,375 17,511,272

Term - 20 Years $

140,394 717,306 718,481 717,656 714,806 716,806 716,531 713,931 715,956 716,394 715,207 713,494 715,853 716,856 716,112 713,912 715,444 715,207 713,538 715,282 715,313 14,454,479

6-7

CITY OF BAYTOWN GENERAL DEBT SERVICE FUND STATEMENT OF BONDED INDEBTEDNESS Fiscal Year 2015-16 Fiscal Interest Principal Interest Year Rate Due 02/01 Due 02/01 General Obligation and Refunding Bonds Series 2011 Date of Issue 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031

0.25% $ 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 4.00% 5.00% 5.00% 3.50% 3.75% 4.00% 4.00% 4.00% 4.13% 4.25% 4.38% 4.38% $

1,720,000 1,140,000 1,170,000 1,205,000 1,240,000 1,270,000 1,315,000 1,345,000 1,400,000 1,465,000 1,540,000 715,000 740,000 770,000 805,000 835,000 870,000 910,000 945,000 990,000 22,390,000

427,211 384,272 367,172 349,622 331,547 317,147 297,222 277,497 257,322 229,322 192,697 154,197 141,684 127,809 112,409 96,309 79,609 61,666 42,328 21,656 4,268,698

Interest Due 08/01

February 1, 2010 $

General Obligation and Refunding Bonds Series 2012 Date of Issue 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

6-8

575,000 1,160,000 2,005,000 2,060,000 2,115,000 2,145,000 2,205,000 2,265,000 2,350,000 2,465,000 2,585,000 1,740,000 735,000 760,000 780,000 805,000 830,000 855,000 880,000 910,000 30,225,000

490,516 484,766 473,166 443,091 412,191 391,041 369,591 336,516 302,541 249,666 188,041 123,416 101,666 90,641 79,241 67,541 55,466 43,016 29,656 15,356 4,747,119

384,272 367,172 349,622 331,547 317,147 297,222 277,497 257,322 229,322 192,697 154,197 141,684 127,809 112,409 96,309 79,609 61,666 42,328 21,656 3,841,488

811,483 751,444 716,794 681,169 648,694 614,369 574,719 534,819 486,644 422,019 346,894 295,881 269,494 240,219 208,719 175,919 141,275 103,994 63,984 21,656 8,110,189

February 1, 2012 $

2.00% $ 2.00% 3.00% 3.00% 1.00% 1.00% 3.00% 3.00% 4.50% 5.00% 5.00% 2.50% 3.00% 3.00% 3.00% 3.00% 3.00% 3.13% 3.25% 3.38% $

Total Interest

389,687 484,766 473,166 443,091 412,191 391,041 369,591 336,516 302,541 249,666 188,041 123,416 101,666 90,641 79,241 67,541 55,466 43,016 29,656 15,356 4,646,291

389,687 975,281 957,931 916,256 855,281 803,231 760,631 706,106 639,056 552,206 437,706 311,456 225,081 192,306 169,881 146,781 123,006 98,481 72,672 45,013 15,356 9,393,405

Annual Requirement

Principal Outstanding $ 22,390,000

Term - 20 Years $

22,390,000 20,670,000 19,530,000 18,360,000 17,155,000 15,915,000 14,645,000 13,330,000 11,985,000 10,585,000 9,120,000 7,580,000 6,865,000 6,125,000 5,355,000 4,550,000 3,715,000 2,845,000 1,935,000 990,000 -

30,225,000

30,225,000 30,225,000 29,650,000 28,490,000 26,485,000 24,425,000 22,310,000 20,165,000 17,960,000 15,695,000 13,345,000 10,880,000 8,295,000 6,555,000 5,820,000 5,060,000 4,280,000 3,475,000 2,645,000 1,790,000 910,000 -

2,531,483 1,891,444 1,886,794 1,886,169 1,888,694 1,884,369 1,889,719 1,879,819 1,886,644 1,887,019 1,886,894 1,010,881 1,009,494 1,010,219 1,013,719 1,010,919 1,011,275 1,013,994 1,008,984 1,011,656 30,500,189

Term - 20 Years $

389,687 1,550,281 2,117,931 2,921,256 2,915,281 2,918,231 2,905,631 2,911,106 2,904,056 2,902,206 2,902,706 2,896,456 1,965,081 927,306 929,881 926,781 928,006 928,481 927,672 925,013 925,356 39,618,405

CITY OF BAYTOWN GENERAL DEBT SERVICE FUND STATEMENT OF BONDED INDEBTEDNESS Fiscal Year 2015-16 Fiscal Interest Principal Year Rate Due 02/01 General Obligation Bonds Series 2013 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

2.00% 2.00% $ 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.13% 3.13% 3.25% 3.25% 3.38% 3.38% $

Interest Due 02/01

Interest Due 08/01

Date of Issue -

April 1, 2013 $

660,000 675,000 685,000 700,000 715,000 730,000 745,000 760,000 780,000 800,000 825,000 850,000 875,000 905,000 935,000 965,000 995,000 1,030,000 1,065,000 1,105,000 16,800,000

235,238 228,638 221,888 215,038 208,038 200,888 193,588 186,138 174,738 163,038 151,038 138,663 125,913 112,788 99,213 84,603 69,525 53,356 36,619 18,647 2,917,588

General Obligation and Refunding Bonds Series 2014 Date of Issue 2014 2015 2.000% $ 1,550,000 $ 504,938 2016 3.000% 2,365,000 489,438 2017 3.000% 2,075,000 453,963 2018 3.000% 1,835,000 422,838 2019 3.000% 1,905,000 395,313 2020 4.000% 1,980,000 366,738 2021 4.000% 1,770,000 327,138 2022 4.000% 1,845,000 291,738 2023 4.000% 1,930,000 254,838 2024 4.000% 2,015,000 216,238 175,938 2025 4.000% 2,100,000 2026 4.000% 1,790,000 133,938 2027 3.250% 590,000 98,138 2028 3.375% 610,000 88,550 2029 3.500% 630,000 78,256 2030 3.500% 655,000 67,231 2031 3.750% 680,000 55,769 2032 3.750% 705,000 43,019 2033 4.000% 730,000 29,800 2034 4.000% 760,000 15,200 $ 28,520,000 $ 4,509,013

Total Interest

128,074 228,638 221,888 215,038 208,038 200,888 193,588 186,138 174,738 163,038 151,038 138,663 125,913 112,788 99,213 84,603 69,525 53,356 36,619 18,647 2,810,424

128,074 463,875 450,525 436,925 423,075 408,925 394,475 379,725 360,875 337,775 314,075 289,700 264,575 238,700 212,000 183,816 154,128 122,881 89,975 55,266 18,647 5,728,012

April 1, 2014 297,352 $ 489,438 453,963 422,838 395,313 366,738 327,138 291,738 254,838 216,238 175,938 133,938 98,138 88,550 78,256 67,231 55,769 43,019 29,800 15,200 4,301,427

297,352 994,375 943,400 876,800 818,150 762,050 693,875 618,875 546,575 471,075 392,175 309,875 232,075 186,688 166,806 145,488 123,000 98,788 72,819 45,000 15,200 8,810,440

Annual Requirement

Principal Outstanding $ 16,800,000

Term - 20 Years $

16,800,000 16,800,000 16,140,000 15,465,000 14,780,000 14,080,000 13,365,000 12,635,000 11,890,000 11,130,000 10,350,000 9,550,000 8,725,000 7,875,000 7,000,000 6,095,000 5,160,000 4,195,000 3,200,000 2,170,000 1,105,000 -

28,520,000

28,520,000 26,970,000 24,605,000 22,530,000 20,695,000 18,790,000 16,810,000 15,040,000 13,195,000 11,265,000 9,250,000 7,150,000 5,360,000 4,770,000 4,160,000 3,530,000 2,875,000 2,195,000 1,490,000 760,000 -

128,074 1,123,875 1,125,525 1,121,925 1,123,075 1,123,925 1,124,475 1,124,725 1,120,875 1,117,775 1,114,075 1,114,700 1,114,575 1,113,700 1,117,000 1,118,816 1,119,128 1,117,881 1,119,975 1,120,266 1,123,647 22,528,012

Term - 20 Years $ 297,352 2,544,375 3,308,400 2,951,800 2,653,150 2,667,050 2,673,875 2,388,875 2,391,575 2,401,075 2,407,175 2,409,875 2,022,075 776,688 776,806 775,488 778,000 778,788 777,819 775,000 775,200 $ 37,330,440

6-9

Interest Due 08/01

Total Interest

July 7, 2015

Annual Requirement

Principal Outstanding $ 25,310,000

Term - 20 Years $

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035

6-10

2.000% $ 5.000% 5.000% 5.000% 5.000% 5.000% 5.000% 5.000% 5.000% 5.000% 5.000% 5.000% 3.375% 3.500% 3.625% 3.625% 3.750% 3.750% 4.000% 4.000%

305,000 1,445,000 1,540,000 1,635,000 1,740,000 1,850,000 1,960,000 2,085,000 2,215,000 2,355,000 1,360,000 1,430,000 590,000 610,000 635,000 660,000 685,000 710,000 735,000 765,000 25,310,000

672,842 590,634 554,509 516,009 475,134 431,634 385,384 336,384 284,259 228,884 170,009 136,009 100,259 90,303 79,628 68,119 56,156 43,313 30,000 15,300 5,264,774

590,634 554,509 516,009 475,134 431,634 385,384 336,384 284,259 228,884 170,009 136,009 100,259 90,303 79,628 68,119 56,156 43,313 30,000 15,300 4,591,931

1,263,477 1,145,144 1,070,519 991,144 906,769 817,019 721,769 620,644 513,144 398,894 306,019 236,269 190,563 169,931 147,747 124,275 99,469 73,313 45,300 15,300 9,856,705

1,568,477 2,590,144 2,610,519 2,626,144 2,646,769 2,667,019 2,681,769 2,705,644 2,728,144 2,753,894 1,666,019 1,666,269 780,563 779,931 782,747 784,275 784,469 783,313 780,300 780,300 35,166,705

25,310,000 25,005,000 23,560,000 22,020,000 20,385,000 18,645,000 16,795,000 14,835,000 12,750,000 10,535,000 8,180,000 6,820,000 5,390,000 4,800,000 4,190,000 3,555,000 2,895,000 2,210,000 1,500,000 765,000 -

CITY OF BAYTOWN ORGANIZATION CHART HOTEL/MOTEL FUND

City Council

City Manager

Deputy City Manager

Hotel/Motel Fund

7-1

7-2

CITY OF BAYTOWN HOTEL/MOTEL FUND 232 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues Hotel/Motel Occupancy Tax $ Interest Income Total Revenues

Budget 2014-15

1,339,303 7,036 1,346,339

Estimated 2014-15

1,000,000 300 1,000,300

1,000,000 3,700 1,003,700

Adopted 2015-16 $

1,200,000 3,500 1,203,500

Expenditures Personnel Services Supplies Maintenance Services Sundry & Other Total Operating

143,145 18,334 2,437 515,166 679,082

279,255 57,542 10,500 629,721 977,018

207,788 40,214 10,500 633,570 892,072

284,131 52,250 10,500 643,935 125,000 1,115,816

Non-Recurring Expenditures Capital Outlay Transfers Out - General Fund Contingency Total Expenditures

16,779 10,800 706,661

147,000 10,800 230,000 1,364,818

75,391 10,800 978,263

11,016 150,000 1,276,832

Excess (Deficit) Revenues Over Expenditures Fund Balance - Beginning

639,678 976,846

(364,518) 1,616,524

Fund Balance - Ending Days of Operating Expenditures

1,616,524 869

1,252,006

25,437 1,616,524 $

1,641,961

468

672

(73,332) 1,641,961 $

1,568,629 513

Budget 2015-16 Expenditures by Function Historical 4% Promotional 82%

Bay Communities 9% Arts 5%

7-3

5030 HOTEL/MOTEL –PROGRAM SUMMARY Program Description The Hotel/Motel Occupancy Tax provides a significant source of revenue for programs, events and facilities that increase leisure and business travel to Baytown. The Tourism Division actively promotes the community and its resources while supporting the development of additional tourism opportunities, while the Parks and Recreation Department maintains facilities used by tourists and promotes events that encourage travel to Baytown. Major Goals • Provide activities and promotions to enhance leisure and business tourism within the City of Baytown. • Provide support for programs that enrich the quality of life for citizens and travelers by cultivating an appreciation for the Arts and historical preservation. Major Objectives • Continue upgrade and maintenance of facilities. • Provide marketing, advertising and promotions of special events. • Develop marketing campaigns that effectively promote the resources of the community. • Promote Pirates Bay Waterpark to attract visitors • Enhance Baytown’s image by promoting the City’s historical and environmental resources.

Expenditures by Function 50310 Arts 50320 Promotional 50330 Historical 50350 Bay Communities Total Expenditures

7-4

Actual 2013-14 $ 42,091 600,930 13,163 50,477 $706,661

Budget 2014-15 $ 68,484 1,176,541 27,500 92,293 $1,364,818

Estimated 2014-15 $ 54,724 818,958 22,304 82,277 $978,263

Proposed 2015-16 $ 60,489 1,050,498 51,700 114,145 $ 1,276,832

5030 HOTEL/MOTEL - SERVICE LEVEL BUDGET

Acct# 7100 71002 71003 71009 71021 71022 71023 71028 71043 7200 72001 72002 72004 72007 72041 7300 73011 73027 73028 7400 74001 74002 74005 74011 74021 74036 74042 74051 74071 7700 77111

Acct Description Personnel Services Regular Wages Part Time Wages Overtime Health Insurance TMRS FICA Workers Compensation Employee Incentives Total Personnel Services Supplies Office Supplies Postage Supplies Printing Supplies Wearing Apparel Educational Supplies Total Supplies Maintenance Buildings Maintenance Heat & Cool Sys Maint Electrical Maintenance Total Maintenance Services Communication Electric Service Natural Gas Equipment Rental Special Services Advertising Education & Training Non City Facility Rental Association Dues Total Services Sundry & Other Grant Partnerships Total Sundry & Other

Actual 2013-14 $

9100 91101 91351 9900 99002

Capital Outlay Special Programs Signs Total Capital Outlay Other Finance Uses To General Fund To Capital Improvemnt Prg Total Other Financing Uses Contingencies Unforeseen/New Initiative Total Contingencies TOTAL DEPARTMENT

74,063 27,974 14,443 18,628 7,525 513 143,145

Estimated 2014-15

101,964 74,897 34,730 21,137 24,824 16,027 271 5,405 279,255

101,344 23,833 21,200 21,137 23,726 12,812 3,736 207,788

Adopted 2015-16 $

101,440 78,775 23,475 19,376 23,419 23,225 11,040 3,381 284,131

134 2 1,054 17,144 18,334

700 1,200 3,350 1,000 51,292 57,542

2,000 600 2,550 1,064 34,000 40,214

1,400 1,500 12,350 3,000 34,000 52,250

724 1,537 176 2,437

6,000 3,000 1,500 10,500

8,079 2,646 9,839 271,125 208,078 5,030 902 9,466 515,166

1,140 10,000 2,000 15,500 278,911 298,000 13,000 11,170 629,721

9,900 1,904 14,120 278,890 298,000 20,000 305 10,451 633,570

12,000 2,200 17,059 385,506 201,000 15,000 11,170 643,935

Total Operating 8000 80021 81011

Budget 2014-15

125,000 125,000

679,082

977,018

892,072

16,779 16,779

147,000 147,000

70,000 5,391 75,391

10,800 10,800

11,016 11,016

230,000 230,000

150,000 150,000

706,661

1,364,818

978,263

1,115,816

1,276,832 7-5

CITY OF BAYTOWN HOTEL/MOTEL FUND BUDGET 2016 PROGRAMS

BAY PROMOTIONAL HISTORICAL COMMUNITIES

ARTS * Bay Communities Clean-up * * * * * * * * * * * * * * * * * * * *

Baytown Historical Museum Baytown Nature Center Baytown Tourism Advertising Baytown Tourism Partnership Grant Program Buc-ee's Visitor Kiosk Community Wide Banners Economic Alliance Expos, Training & Assc. Dues Grito Fest 6,841 Nurture Nature Fest 26,700 July 3rd/4th Festival 26,948 Personnel & Administrative Expenses Pirates Bay Advertising Republic of Texas Plaza Special Tourism Events (GeoTour, Amazing Race) Statewide Sponsorships Tourism Materials: Printing Services, and Tradeshow supplies Tourism Website Transfer to GF for Graphic Design Work & Newsletter Support Unforeseen/New Initiatives TOTAL PROGRAMS $ 60,489

7-6

TOTAL

13,500 93,000

27,700 -

114,145 -

114,145 27,700 13,500 93,000

105,000 48,049 5,000 10,000 26,170 57,618 2,000 194,074 242,571 55,000 -

20,000 4,000

125,000 48,049 5,000 10,000 26,170 64,459 28,700 221,022 242,571 55,000 4,000

6,700 5,000

18,800 7,000

11,016 150,000

1,050,498

51,700

114,145

1,276,832

CITY OF BAYTOWN ORGANIZATION CHART AQUATICS FUND

City Council

City Manager

Deputy City Manager

Aquatics Fund

8-1

8-2

CITY OF BAYTOWN AQUATICS FUND 502 BUDGET SUMMARY BY FUND Actual 2013-14

Budget 2014-15

Estimated 2014-15

Adopted 2015-16

Revenues Facility Rental $ Aquatics Concessions Rental - Misc Overages & Shortages Total Revenues

182,298 2,436,252 271,955 11,980 445 2,902,930

Expenditures Personnel Services Supplies Maintenance Services Total Operating

1,466,959 410,193 24,095 276,486 2,177,733

1,536,387 544,352 34,000 347,113 2,461,852

1,599,639 454,550 31,500 279,214 2,364,903

1,670,575 456,772 32,500 279,836 2,439,683

195,473

354,500 820,789

228,000 820,789

440,500 471,167

2,373,206

3,637,141

3,413,692

3,351,350

Non-Recurring Expenditures Capital Outlay* Transfers Out Total Expenditures Excess (Deficit) Revenues Over Expenditures

529,724

Working Capital - Beginning Working Capital - Ending Days of Operating Expenditures

1,210,397

(403,841)

(113,462) 794,135

GAAP to budget basis adjustment

61,000 2,900,000 266,000 6,000 300 3,233,300

806,556

203

(555,058)

1,210,397 $

116,181 2,458,880 272,000 11,273 300 2,858,634

(325,050)

1,210,397 $

655,339

120

101

150,000 2,600,000 266,000 10,000 300 3,026,300

655,339 $

330,289 49

* Includes $1.00 per ticket set aside for the Water Parks capital replacement.

Budget 2015-16 Expenditures Operations 15% Personnel Services 50%

Services & Sundry 8%

Capital & Transfers 27%

8-3

5000 AQUATICS – PROGRAM SUMMARY Program Description The Aquatics Enterprise Fund consists of two waterparks, Pirates Bay Waterpark and Calypso Cove in the City of Baytown. The Pirates Bay Water Park is an award winning Caribbean themed 5 - acre waterpark which won the Aquatics International 2011 Dream Designs Award. It is operated by the Baytown Parks and Recreation Department, the family-friendly resort styled park opened in June 2010. Pirates Bay features attractions for everyone with zero beach entry, a large active and colorful Pirate themed water play center complete with a large dumping bucket and an awesome array of spray nozzles, and water guns, a 671 foot long lazy river and two large slide towers. Tower activities include fun for both the little ones and daredevils with everything from run-outs to racing tubes. The feature attraction is a Flowrider surfing machine. The Flowrider provides an endless moving mountain of water with all the excitement of ocean surfing that will challenge all who enter. The park also features a climbing wall, a small rectangular pool for lap swimming and programs such as swim lessons, and water volleyball. A concession stand provides tasty burgers and other snacks; and covered picnic areas invite visitors to rest between activities. An air conditioned meeting room is available year-round for rentals for family reunions and company outings. The park also offers three large picnic pavilions available for rentals for birthday parties or family get-togethers. A souvenir stand “the Black Pearl” opened near the Flowrider in May 2012. The Pirates Bay Expansion Project Phase I opened in May 2014. The expansion includes a wave pool, a new slide tower that includes two multi rider slides, a large concession stand, additional restrooms and a staff room. The Pirates Bay Expansion Project Phase I opened in May 2014. The expansion includes a wave pool, a new slide tower that includes two multi rider slides, a large concession stand, additional restrooms and a staff room. The expansion will increase the parks capacity from 1,000 to 1,500 and add two acres to the waterpark and additional parking. Calypso Cove is a smaller Caribbean themed Water Park, located at N.C. Foote Park on West Main. The Park replaced a 1970 era pool and consists of two separate bodies of water. A shallow, zero beach entry pool that features several water guns, a small tot slide, a water mushroom and a large play feature with dumping bucket and is designed for the smaller children and families. A second pool located adjacent to the zero entry pool features a crossing activity, a 17 foot tall slide tower and body slide and optional water volleyball net and basketball goal can also be placed in the pool. This pool is also used for swim lesions and other group activities. Calypso Cove also features large coolbrellas, picnic tables, lounge chairs and a bathhouse. The Aquatics Division has four full time employees and over 300 part time employees included in the budget. Major Goals • Follow the guidelines of the Aquatic Facilities Study and the Strategic Master Plan for Pirates Bay Water Park to add and improve the aquatic facilities of the department. • Support the accomplishment of the City Council’s vision and priorities which include, but are not limited to: Development and Redevelopment, Infrastructure Maintenance and Improvement, and Creating a Community we can all be proud of. • Expand recreation opportunities, especially for youth. • Become a site for Flowrider competitions. Major Objectives • Continue to expand the proposed spray parks as outlined in the Aquatic Facilities Master Plan • Continue to add special events that will increase attendance and revenue such as the Itty Bitty Beach Party and Dive in movies. Services Provided • Swim Lessons • Flowrider Lessons • Dive In Movies • Itty Bitty Beach Parties Workload Measures 1. Pirates Bay Waterpark Attendance 2. Calypso Cove Attendance Performance Measures 1. Pirates Bay Water Park Revenue (attendance, concessions and rentals) 2. Calypso Cove (Attendance, Rentals and Vending)

8-4

Actual 2013-14 166,031 18,803

Budget 2014-15 159,980 16,821

Estimated 2014-15 168,000 18,000

Projected 2015-16 170,000 18,000

$2,977,577

$3,148,580

$2,772,634

$2,780,300

$87,761

$84,420

$86,000

5000 AQUATICS - SERVICE LEVEL BUDGET

Acct# 7100 71002 71003 71009 71021 71022 71023 71028 71041 71043 71081 7200 72001 72004 72007 72019 72021 72026 72028 72031 72032 72041 72046 7300 73011 73027 73028 7400 74001 74002 74005 74021 74029 74036 74042

Acct Description Personnel Services Regular Wages Part Time Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Employee Incentives Retired Employee Benefits Total Personnel Services Supplies Office Supplies Printing Supplies Wearing Apparel Supplies Purch For Resale Minor Tools Cleaning & Janitorial Sup Swimming Pool Supplies Chemical Supplies Medical Supplies Educational Supplies Botanical Supplies Total Supplies Maintenance Buildings Maintenance Heat & Cool Sys Maint Electrical Maintenance Total Maintenance Services Communication Electric Service Natural Gas Special Services Service Awards Advertising Education & Training Total Services Total Operating

Actual 2013-14 $

125,412 1,050,196 81,647 40,260 27,640 95,922 37,568 8,314 1,466,959

Budget 2014-15 $

204,304 1,062,095 25,000 42,275 42,235 98,789 59,289 2,400 1,536,387

Estimated 2014-15 $

212,264 1,050,000 75,000 42,275 53,115 101,746 62,839 2,400 1,599,639

Adopted 2015-16 $

218,570 1,096,679 82,000 38,752 53,645 106,491 64,762 2,400 7,276 1,670,575

11,243 3,835 13,778 177,525 1,181 24,754 20,118 148,393 3,287 664 5,414 410,193

13,202 4,500 21,000 240,000 1,000 30,000 18,000 200,000 4,400 7,250 5,000 544,352

11,000 2,000 20,050 180,000 500 29,000 17,000 180,000 4,000 6,000 5,000 454,550

11,200 4,000 17,422 180,000 500 27,000 30,000 170,000 4,400 7,250 5,000 456,772

12,154 5,770 6,171 24,095

15,000 4,000 15,000 34,000

15,000 7,000 9,500 31,500

15,000 7,500 10,000 32,500

22,457 110,282 1,377 46,437 1,295 87,630 7,008 276,486

5,248 170,000 1,500 37,400 7,500 120,000 5,465 347,113

2,000 112,500 314 35,000 6,000 118,000 5,400 279,214

2,000 113,625 2,500 45,400 6,000 105,000 5,311 279,836

2,177,733

2,461,852

2,364,903

2,439,683

176,500 178,000 354,500

50,000 178,000 228,000

262,500 178,000 440,500

100,000 70,789 650,000 820,789

100,000 71,167 300,000 471,167

8000 Capital Outlay 84041 Furniture & Fixtures 84061 Other Equipment * Total Capital Outlay 9000 Other Financing Uses 91101 To General Fund 91522 To W W I S 91527 To CIPF - Water&Sewer Total Other Financing Uses

10,639 184,834 195,473

TOTAL DEPARTMENT

$ 2,373,206

3,637,141

3,413,692

3,351,350

* Includes $1.00 per ticket set aside for the Water Parks capital replacement.

8-5

8-6

CITY OF BAYTOWN ORGANIZATION CHART WATER AND SEWER FUND

City Council

City Manager

Water Operations

Deputy City Manager

Assistant City Manager

Director of Public Works/Utilities

Director of Finance

Assistant Director of Utilities

Utility Billing & Collections

Wastewater Operations

Construction

9-1

9-2

CITY OF BAYTOWN WATER & SEWER FUND 520 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues Intergovernmental Operating Revenues Non-operating Revenues Miscellaneous Total Revenues

890,567 33,785,384 665,280 3,837,419 39,178,650

Budget 2014-15 $

Estimated 2014-15

1,139,112 34,024,500 455,800 98,500 35,717,912

1,025,200 34,514,000 511,500 98,500 36,149,200

Adopted 2015-16 $

1,045,705 34,724,770 516,000 93,500 36,379,975

Expenditures by Type: Personnel Services Supplies Maintenance Services Sundry Total Operating

8,316,219 10,918,931 1,241,822 2,479,512 84,734 23,041,218

9,224,210 11,484,019 1,520,400 2,078,701 160,000 24,467,330

9,212,664 11,085,392 1,516,087 2,544,463 160,000 24,518,606

9,141,480 10,724,171 1,415,900 2,729,289 160,000 24,170,840

Non-Recurring Expenditures Capital Outlay Debt Requirements Transfers Out Contingency Total Expenditures

6,813 8,969,549 9,039,635 41,057,215

487,732 5,286,566 6,018,037 55,000 36,314,665

337,000 5,286,566 6,018,037 36,160,209

386,500 6,419,876 11,035,902 50,000 42,063,118

Excess (Deficit) Revenues Over Expenditures

(1,878,565) (3,561,333) 15,106,779

GAAP to budget basis adjustment

Working Capital - Beginning Working Capital - Ending Days of Operating Expenditures

9,666,881 153

(596,753)

(11,009)

9,666,881 $

9,070,128

(5,683,143)

9,666,881 $

9,655,872

135

144

9,655,872 $

3,972,729 60

Budget 2015-16 Expenditures by Type Personnel Services 22%

Operating 36%

Debt Requirements 15% Capital & Transfers 27%

9-3

CITY OF BAYTOWN WATER & SEWER FUND 520 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues Intergovernmental Operating Revenues Non-operating Revenues Miscellaneous

Budget 2014-15 $

1,139,112 34,024,500 455,800 98,500 35,717,912

Estimated 2014-15 $

1,025,200 34,514,000 511,500 98,500 36,149,200

Adopted 2015-16

Total Revenues

890,567 33,785,384 665,280 3,837,419 39,178,650

1,045,705 34,724,770 516,000 93,500 36,379,975

Total Operating

2,848,222 13,164,009 5,705,465 1,330,336 23,048,031

3,545,778 14,238,611 5,587,376 1,638,297 25,010,062

3,172,231 13,690,582 6,282,826 1,709,967 24,855,606

3,368,793 13,176,956 6,326,499 1,735,092 24,607,340

8,969,549 9,039,635 18,009,184

5,286,566 6,018,037 11,304,603

6,419,876 11,035,902 17,455,778

41,057,215

36,314,665

36,160,209

42,063,118

Expenditures by Function General Government Water Operations Wastewater Operations Utility Construction Transfer to Debt Service Transfer to Other Funds

Total Expenditures Excess (Deficit) Revenues Over Expenditures Adj. req. to convert budget basis to GAAP Working Capital - Beginning Working Capital - Ending

(1,878,565) (3,561,333) 15,106,779

(596,753) 9,666,881

9,666,881

9,070,128

(11,009) 9,666,881 $

9,655,872

Budget 2015-16 Expenditures by Function General Government 8% Transfers & Other 42%

Utility Construction 4%

9-4

(5,683,143)

Water Operations 31%

Wastewater Operations 15%

9,655,872 $

3,972,729

CITY OF BAYTOWN WATER & SEWER FUND REVENUE DETAIL Actual 2013-14

Revenue BAWA - Contract Services Total Intergovernmental Sale Of Water Sewer Service Penalties Pollution Control Fees W & S Surcharge PSLIP Program Operating Revenues

890,567 890,567 17,322,560 15,103,432 788,868 489,455 (2,438) 83,507 33,785,384

Budget 2014-15 $

1,139,112 1,139,112

Estimated 2014-15 $

1,025,200 1,025,200

Adopted 2015-16 $

1,045,705 1,045,705

17,994,500 14,819,000 720,000 425,000 66,000 34,024,500

18,000,000 15,300,000 720,000 425,000 69,000 34,514,000

18,354,390 15,115,380 735,000 450,000 70,000 34,724,770

Turn-On Fees Water Tap Fees Sewer Tap Fees OT Turn-On Fees Non-operating Revenues

550,680 96,250 16,700 1,650 665,280

425,000 20,050 10,000 750 455,800

425,000 70,000 13,000 3,500 511,500

440,000 60,000 13,000 3,000 516,000

Investment Interest Contributd Capitl Wtr Ext Miscellaneous Overages And Shortages Total Miscellaneous

145,482 3,666,660 25,462 (185) 3,837,419

90,000 8,500 98,500

85,000 8,500 93,500

$ 35,717,912

$ 36,149,200

$ 36,379,975

Total Revenues

$ 39,178,650

9-5

CITY OF BAYTOWN WATER & SEWER FUND 520 BUDGET SUMMARY BY DEPARTMENT Actual 2013-14

Department Name General Government Fiscal Operations General Overhead Total General Government

Water Operations Utility Transmission Treated Water Restoration Water Treatment Total Water Operations

1,803,024 1,045,198 2,848,222

Budget 2014-15

Estimated 2014-15

2,219,049 1,326,729 3,545,778

2,066,887 1,105,344 3,172,231

Adopted 2015-16

1,362,615 10,249,406 593,414 958,574 13,164,009

1,661,443 10,714,529 723,527 1,139,112 14,238,611

1,579,097 10,286,411 704,471 1,120,603 13,690,582

1,954,829 10,000,000 1,222,127 13,176,956

Wastewater Operations Wastewater Treatment Pollution Control Total Wastewater Operations

5,378,876 326,589 5,705,465

5,174,252 413,124 5,587,376

5,863,724 419,102 6,282,826

5,926,572 399,927 6,326,499

Utility Construction Construction Total Utility Construction

1,330,336 1,330,336

1,638,297 1,638,297

1,709,967 1,709,967

1,735,092 1,735,092

Total Operations

20,199,810

21,464,284

21,683,375

24,607,340

Transfers Out Transfer to Debt Service Transfer to Other Funds Total Transfers

8,969,549 9,039,635 18,009,184

5,286,566 6,018,037 11,304,603

6,419,876 11,035,902 17,455,778

Water & Sewer Fund Total $ 41,057,215

$ 36,314,665

$ 36,160,209

$ 42,063,118

Budget 2015-16 by Function Water Operations 32%

General Government 8%

Transfer to Other Funds 26%

9-6

1,972,589 1,396,204 3,368,793

Wastewater Operations 15%

Utility Construction 4% Transfer to Debt Service 15%

CITY OF BAYTOWN WATER & SEWER FUND 520 BUDGET SUMMARY BY ACCOUNT Acct# 7100 71002 71003 71009 71011 71021 71022 71023 71028 71041 71043 71052 71081

Personnel Services Regular Wages Part Time Wages Overtime Extra Help/Temporary Health Insurance TMRS FICA Workers Compensation Allowances Employee Incentives Salary Savings Retired Employee Benefits Total Personnel Services

7200 72001 72002 72004 72007 72016 72021 72022 72026 72031 72032 72052

Supplies Office Supplies Postage Supplies Printing Supplies Wearing Apparel Motor Vehicle Supplies Minor Tools Fuel For Generators Cleaning & Janitorial Sup Chemical Supplies Medical Supplies Treated Water Supplies Total Supplies

7300 73001 73011 73022 73023 73024 73025 73027 73042 73043 73047 73055

Maintenance Land Maintenance Buildings Maintenance Sanitary Sewers Maint Water Distrib Sys Maint Reservoirs & Wells Maint Streets Sidewalks & Curbs Heat & Cool Sys Maint Machinery & Equip Maint Motor Vehicles Maint Meters & Settings Maint Maintenance On Computers Total Maintenance Services Communication Electric Service Natural Gas Equipment Rental Special Services Audits Janitorial Services

7400 74001 74002 74005 74011 74021 74022 74026

Actual 2013-14

Acct Description $

4,318,952 3,056 464,990 27,679 1,229,165 878,842 338,462 84,139 10,378 960,556 8,316,219

Budget 2014-15 $

5,195,189 $ 364,576 2,640 1,297,408 1,011,587 398,005 100,002 11,520 (100,000) 943,283 9,224,210

Estimated 2014-15 5,053,266 $ 472,366 12,000 1,298,384 1,016,946 399,708 105,911 10,800 (100,000) 943,283 9,212,664

Adopted 2015-16 5,054,844 401,006 2,640 1,161,107 948,712 419,076 108,074 10,800 136,659 898,562 9,141,480

18,340 126,563 1,091 26,816 232,478 44,591 4,566 215,043 35 10,249,406 10,918,931

19,702 204,855 9,017 31,066 241,550 45,050 5,500 212,450 300 10,714,529 11,484,019

21,800 194,855 1,500 29,566 218,060 49,250 6,200 277,450 300 10,286,411 11,085,392

19,630 152,000 1,200 29,566 204,950 44,025 20,000 6,000 246,700 100 10,000,000 10,724,171

10,630 10,231 17,570 195,527 23,753 24,997 7,502 354,659 363,245 233,707 1,241,822

11,500 11,000 27,000 220,000 3,000 50,000 7,500 386,000 282,200 514,800 7,400 1,520,400

11,500 11,000 30,000 200,000 10,500 40,000 7,500 511,000 299,500 384,087 11,000 1,516,087

11,500 10,500 27,000 200,000 38,000 25,000 5,500 385,000 299,500 400,000 13,900 1,415,900

3,339 1,737,473 180 6,393 453,092 8,564 3,755

3,257 1,325,000 600 12,900 429,100 16,512 4,060

400 1,772,500 169 20,400 442,500 16,512 4,400

1,790,662 300 8,000 624,273 16,512 4,060

9-7

CITY OF BAYTOWN WATER & SEWER FUND 520 BUDGET SUMMARY BY ACCOUNT Acct#

Acct Description

74042 Education & Training 74050 Disposal Services 74071 Association Dues Total Services 7500 Sundry Charges 75088 Bad Debt-Cutoff Accounts Total Sundry & Other Total Operating 8000 82011 83023 83024 83029 83035 84042 84043

Capital Outlay Building & Improvements Water Distribution System Reservoirs & Wells Sewer Connections Meters & Connections Machinery & Equipment Motor Vehicles Total Capital Outlay

9000 91101 91450 91522 91527 91550 91552

Other Financing Uses To General Fund To Accrued Leave-General To W W I S To CIPF - Water&Sewer To Internal Service Fnd To Warehouse Operations Total Other Financing Uses

9900 Contingencies 99001 Contingencies Total Contingencies TOTAL EXPENDITURES

9-8

Actual 2013-14

Budget 2014-15

Estimated 2014-15

Adopted 2015-16

42,466 223,648 603 2,479,512

39,105 244,500 3,667 2,078,701

38,200 245,900 3,482 2,544,463

38,500 246,000 982 2,729,289

84,734 84,734

160,000 160,000

23,041,218

24,467,330

24,518,606

24,170,840

6,813 6,813

56,232 200,000 10,000 70,000 126,500 25,000 487,732

5,000 200,000 15,000 80,000 12,000 25,000 337,000

81,500 200,000 10,000 15,000 80,000 386,500

1,954,274 220,000 8,969,549 6,540,250 113,829 211,282 18,009,184

2,454,274 220,000 5,286,566 3,000,000 129,152 214,611 11,304,603

2,000,000 224,400 6,419,876 8,430,000 174,880 206,622 17,455,778

55,000 55,000

50,000 50,000

$ 41,057,215

$ 36,314,665

$ 36,160,209

$ 42,063,118

9-9

1030 UTILITY BILLING & COLLECTIONS – PROGRAM SUMMARY Program Description Within the Water & Sewer Fund, the Utility Billing Division is responsible for the weekly, bi-monthly, and monthly procedures related to the billing of water, sewer, and garbage services provided to the citizens. They ensure the customer meters are properly read and billed for services received; generate weekly, bi-monthly, and monthly bills; monitor and disburse security deposits; process past due accounts; test, repair, and replace meters; curtail theft of service and report line leaks for repair. The main priority of the division is to provide excellent customer service. The Collection Division provides cash receipts system training to other City Departments. Processes and monitors: Industrial District In-Lieu-of Tax; solid waste gross receipts tax; hotel occupancy tax; franchise fees; water, sewer, garbage and storm water receipts; sales tax receipts; property tax deposits; and receipts for City leased land and buildings. Major Goals • Provide excellent customer service 100% of the time. • Exceed the customer’s expectations. • Maintain a high level of accuracy in billing. • Maintain meter reading accuracy at 99.9%. • Carry out the vision established through the codes and ordinances of the City of Baytown. Major Objectives • Accurately bill utility customers per City Ordinance. • Process payments in a timely manner. • Obtain accurate meter readings and stay on schedule for monthly readings. • Curtail theft of service. • Test, repair, and replace meters to assure precise readings for accurate billing. • Provide training and cross-training for all employees.

Workload Measures 1. Accounts billed – per month 2. Meters read – per month 3. Automatic bank drafts – per month 4. Payments processed – per month Performance Measures 1. Percent of Meters Read by MRX Unit 2. Daily service work orders – per year 3. Rereads requested – per year 4. No reads/Invalid reads – per year 5. Water Accountability – per year

Actual 2013-14 20,403 23,684 1,844 18,297

Budget 2014-15 20,097 22,489 1,836 18,789

Estimated 2014-15 20,685 24,240 1,900 18,353

Projected 2015-16 20,995 25,452 1,960 18,445

94% 34,672 1,227 17,477 87%

91% 32,337 1,908 47,927 82%

96% 36,610 1,034 10,740 86%

98% 34,779 982 9,600 90%

 Lock Box payments comprise thirty-three percent (33%) of the utility payments processed.  “No reads/Invalid reads” addresses meters that are unable to transmit a signal electronically requiring the Meter Technicians to read these meters manually to obtain the proper reading for billing accuracy. Ongoing meter maintenance is the key to reducing the no read/invalid reads.  “Water Accountability” is negatively impacted by lack of maintenance, stuck large meters, engineering projects unaccountability for water usage during project period, water main leaks/breaks, accurate flushing reporting, hydrant metering, straight lining and broken valves.

9-10

1030 UTILITY BILLING & COLLECTIONS - SERVICE LEVEL BUDGET

Acct# 7100 71002 71003 71009 71011 71021 71022 71023 71028 71041 7200 72001 72002 72004 72007 72016 72021 72026 7300 73027 73043 73047 73055 7400 74001 74002 74011 74021 74026 74042 74071

Acct Description Personnel Services Regular Wages Part Time Wages Overtime Extra Help/Temporary Health Insurance TMRS FICA Workers Compensation Allowances Total Personnel Services Supplies Office Supplies Postage Supplies Printing Supplies Wearing Apparel Motor Vehicle Supplies Minor Tools Cleaning & Janitorial Sup Total Supplies Maintenance Heat & Cool Sys Maint Motor Vehicles Maint Meters & Settings Maint Maintenance On Computers Total Maintenance Services Communication Electric Service Equipment Rental Special Services Janitorial Services Education & Training Association Dues Total Services

Actual 2013-14 $

Total Operating 8000 82011 84043 9100 91527 9900 99001

Capital Outlay Building & Improvements Motor Vehicles Total Capital Outlay Other Financing Uses To CIPF - Water&Sewer Total Other Financing Uses Contingencies Contingencies Total Contingencies TOTAL DEPARTMENT

Budget 2014-15

769,100 3,056 23,383 27,679 209,855 146,003 55,879 5,077 1,807 1,241,839

Estimated 2014-15

835,866 28,000 2,640 220,358 157,180 61,947 5,146 1,800 1,312,937

Adopted 2015-16

829,203 25,860 12,000 220,358 157,826 61,669 5,421 1,800 1,314,137

830,164 24,000 2,640 201,995 151,369 62,996 5,464 1,800 1,280,428

8,234 115,336 1,091 3,540 22,650 20,615 1,251 172,717

7,702 197,855 1,900 3,066 28,050 13,500 1,000 253,073

7,800 182,855 1,500 3,066 24,560 14,200 1,700 235,681

7,930 140,000 1,200 3,066 21,450 13,500 1,500 188,646

7,178 230,317 237,495

2,000 11,000 499,800 7,400 520,200

2,000 11,000 369,087 11,000 393,087

11,000 375,000 13,900 399,900

637 5,861 2,267 95,506 3,755 2,179 518 110,723

407 8,000 3,900 76,600 4,060 4,205 667 97,839

400 6,300 3,900 76,000 4,400 2,500 482 93,982

6,800 77,273 4,060 2,500 482 91,115

1,762,774

2,184,049

2,036,887

1,960,089

5,000 25,000 30,000

12,500 12,500

40,250 40,250

5,000 5,000

1,803,024

2,219,049

2,066,887

1,972,589

9-11

9-12

1190 WATER & SEWER GENERAL OVERHEAD - SERVICE LEVEL BUDGET Water & Sewer General Overhead codifies expenditures that are not directly associated with any other department within the Water & Sewer Fund. The major components are insurance, special programs and contingencies.

Acct# 7100 71002 71021 71022 71023 71028 71043 71052 71081 7200 72004 7400 74001 74022 7500 75088

Acct Description Personnel Services Regular Wages Health Insurance TMRS FICA Workers Compensation Employee Incentives Salary Savings Retired Employee Benefits Total Personnel Services Supplies Printing Supplies Total Supplies Services Communication Audits Total Services Sundry Charges Bad Debt-Cutoff Accounts Total Sundry & Other

Actual 2013-14 $

Total Operating 8000 82011 84042 9000 91101 9900 99001

Capital Outlay Building & Improvements Machinery & Equipment Total Capital Outlay Other Financing Uses To General Fund Total Other Financing Uses Contingencies Contingencies Total Contingencies TOTAL DEPARTMENT

Budget 2014-15

15,762 10,065 2,905 1,206 20 960,556 990,515

Estimated 2014-15

56,183 $ 10,569 10,203 4,208 72 (100,000) 943,283 924,518

Adopted 2015-16

59,555 $ 10,569 10,976 4,371 78 (100,000) 943,283 928,832

109,603 9,688 10,542 4,560 78 136,659 898,562 1,169,692

7,117 7,117

1,635 8,564 10,199

2,850 16,512 19,362

16,512 16,512

84,734 84,734

160,000 160,000

1,085,448

1,110,997

1,105,344

1,346,204

51,232 114,500 165,732

13,200 13,200

50,000 50,000

1,098,648

1,326,729

1,105,344

1,396,204

9-13

3040 WATER OPERATIONS – PROGRAM SUMMARY Program Description The Utility Transmission division is responsible for the operation and maintenance of the water distribution system (approximately 458 miles) including transmission lines, elevated storage tanks, and well site, the hydrant flushing program and leak detection program. Also, this division operates a restoration crew responsible for repairing and/or replacing streets, driveways, curbs, gutters and sidewalks damaged or removed during the repair of water utilities. They also assist the Drainage Division with concrete work and Community Development Block Grant (CDBG) projects. Major Goals • Operate and maintain a reliable distribution system with the ability to deliver a sufficient quantity of safe and good quality water under adequate pressure to the utilities’ customers at all times. • Obtain water and sewer certificates for all employees. • Maintain the wastewater collection system in order to provide a safe environment for the citizens of Baytown. Major Objectives • Continue to meet or exceed all Texas Commission on Environmental Quality (TCEQ) Rules and Regulations for water production and water distribution, to maintain the City’s “Superior Public Water System” rating by the TCEQ. • Continue to meet or exceed all TCEQ Rules and Regulations for wastewater collection.

Workload Measures 1. Leak repairs / day 2. Customer Repairs / week 3. Meter Change-outs / year 4. Cubic Yards Concrete Performance Measures 1. Average time to complete meter change outs/ hours 2. Average time to complete leak repairs/hours 3. Average response time for a water leak report 4. Utility lines located 5. Linear feet of curb and gutters repaired 6. Linear feet of sidewalks repaired 7. Driveways repaired

9-14

Actual 2013-14 4 7 10 140

1.5 3 1 297 173 649 18

Budget 2014-15 5 8 12 120

Estimated 2014-15 5 7 70 160

Projected 2015-16 5 8 12 160

1.5 3 1 300 200 300 20

1.5 3 1 300 200 600 20

1.5 3 1 300 200 700 20

3040 WATER OPERATIONS - SERVICE LEVEL BUDGET

Acct# 7100 71002 71009 71021 71022 71023 71028 71041 7200 72001 72007 72016 72021 72031 72032 72052 7300 73001 73011 73022 73023 73024 73025 73042 73043 73047 7400 74002 74011 74021 74042 74071

Acct Description Personnel Services Regular Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Total Personnel Services Supplies Office Supplies Wearing Apparel Motor Vehicle Supplies Minor Tools Chemical Supplies Medical Supplies Treated Water Supplies Total Supplies Maintenance Land Maintenance Buildings Maintenance Sanitary Sewers Maint Water Distrib Sys Maint Reservoirs & Wells Maint Streets Sidewalks & Curbs Machinery & Equip Maint Motor Vehicles Maint Meters & Settings Maint Total Maintenance Services Electric Service Equipment Rental Special Services Education & Training Association Dues Total Services Total Operating

8000 83024 84042 9000 91101

Actual 2013-14 $

1,286,485 172,426 418,704 266,307 104,778 38,039 3,547 2,290,287

Budget 2014-15 $

Estimated 2014-15

1,695,308 174,570 438,698 340,372 135,191 48,013 4,680 2,836,832

Adopted 2015-16

1,624,539 184,500 439,664 331,755 130,024 51,179 3,960 2,765,621

1,508,396 175,000 354,581 289,383 132,528 47,638 3,960 2,511,486

729 6,155 68,752 11,698 393 10,249,406 10,337,132

1,500 8,000 80,000 17,450 2,250 200 10,714,529 10,823,929

1,500 8,000 68,000 17,450 2,250 200 10,286,411 10,383,811

1,200 6,000 65,000 14,500 1,500 10,000,000 10,088,200

10,630 17 195,527 23,753 24,997 15 134,467 3,390 392,796

11,500 1,000 220,000 3,000 50,000 3,000 132,200 15,000 435,700

11,500 1,000 200,000 10,500 40,000 3,000 110,000 15,000 391,000

11,500 500 200,000 38,000 25,000 2,000 110,000 25,000 412,000

16,691 3,091 105,619 11,579 136,980

17,000 2,500 111,000 10,600 1,050 142,150

17,000 10,000 111,000 11,100 1,050 150,150

17,170 2,500 125,000 10,600 155,270

13,157,195

14,238,611

13,690,582

13,166,956

Capital Outlay Reservoirs & Wells Machinery & Equipment Total Capital Outlay Other Financing Uses To General Fund Total Other Financing Uses

6,813 6,813

10,000 10,000

31,036 31,036

TOTAL DEPARTMENT

$ 13,195,045

$ 14,238,611

$ 13,690,582

$ 13,176,956

9-15

3050 WASTEWATER OPERATIONS – PROGRAM SUMMARY Program Description The Wastewater Treatment division is responsible for the treatment and discharge of sanitary sewage to Texas Commission on Environmental Quality (TCEQ) and Environmental Protection Agency (EPA) Rules and Regulations. This division operates a lift station crew responsible for the maintenance and operation of 82 lift stations. Major Goals • To operate and maintain four Wastewater Treatment plants to meet health department, TCEQ and EPA Rules and Regulations at all times. • To operate and maintain 82 lift stations. Major Objectives • Continue to meet TCEQ, EPA, and the City of Baytown Rules and Regulations at all times. • Monitor and maintain the records for the Sanitary Sewer Overflow Initiative program.

Workload Measures 1. Tons of sludge per year - 30520 2. Volume of wastewater treated (mg) in a month - 30520 3. Permits Renewed – 30520 (3 year renewals) 4. Lift Stations checked daily

9-16

Actual 2013-14 1,300 950 2 82

Budget 2014-15 1,500 1,200 2 82

Estimated 2014-15 1,600 4,000 2 82

Projected 2015-16 1,700 4,500 0 82

3050 WASTEWATER OPERATIONS - SERVICE LEVEL BUDGET

Acct# 7100 71002 71009 71021 71022 71023 71028 71041 7200 72001 72002 72007 72016 72021 72022 72026 72031 7300 73011 73027 73042 73043 7400 74001 74002 74005 74011 74021 74042 74050 74071

Acct Description Personnel Services Regular Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Total Personnel Services Supplies Office Supplies Postage Supplies Wearing Apparel Motor Vehicle Supplies Minor Tools Fuel For Generators Cleaning & Janitorial Sup Chemical Supplies Total Supplies Maintenance Buildings Maintenance Heat & Cool Sys Maint Machinery & Equip Maint Motor Vehicles Maint Total Maintenance Services Communication Electric Service Natural Gas Equipment Rental Special Services Education & Training Disposal Services Association Dues Total Services

Actual 2013-14 $

Total Operating 8000 82011 84042

Capital Outlay Building & Improvements Machinery & Equipment Total Capital Outlay TOTAL DEPARTMENT

Budget 2014-15

1,696,088 121,453 433,162 335,077 126,559 25,843 5,023 2,743,206

1,934,597 72,006 458,683 365,248 142,105 30,272 5,040 3,007,951

Estimated 2014-15 $

1,947,653 102,006 458,693 378,313 149,049 31,153 5,040 3,071,907

Adopted 2015-16 $

1,949,531 92,006 420,459 361,869 152,787 32,615 5,040 3,014,307

8,024 11,227 12,191 82,803 4,793 3,316 200,281 322,634

8,500 7,000 14,000 73,500 6,375 4,500 200,200 314,075

10,500 12,000 12,500 63,500 7,600 4,500 250,200 360,800

8,500 12,000 13,500 58,500 7,600 20,000 4,500 225,200 349,800

10,231 7,502 349,367 62,517 429,616

10,000 5,500 378,000 54,000 447,500

10,000 5,500 503,000 53,500 572,000

10,000 5,500 378,000 53,500 447,000

1,066 1,714,921 180 250,148 19,980 223,648 65 2,210,009

1,300,000 600 1,500 241,500 15,800 244,500 1,950 1,805,850

1,749,200 169 1,500 251,500 15,900 245,900 1,950 2,266,119

1,766,692 300 500 416,500 15,900 246,000 500 2,446,392

5,705,465

5,575,376

6,270,826

6,257,499

12,000 12,000

69,000 69,000

5,705,465

5,587,376

6,282,826

6,326,499

9-17

3060 UTILITY CONSTRUCTION – PROGRAM SUMMARY Program Description The Utility Construction Division for the City of Baytown operates crews responsible for monitoring the wastewater collection system, installing water and sewer taps and maintaining utility transmission infrastructure. This division monitors approximately 430 miles of wastewater collection system, records all sanitary sewer overflows (SSO’s), and performs video inspections and smoke testing on the wastewater collection system. It also installs all new water and sewer taps and inspects/replaces existing sewer taps. This division operates a rehab crew responsible for the maintenance of large utility transmission lines and large meters, and the continuous replacement of old main water lines, fire hydrants, valves, and service taps. Major Goals • Maintain a reliable main water line transmission system at all times. • Maintain the wastewater collection system in order to provide a safe environment for the citizens of Baytown. • Obtain water and sewer certificates for all employees. • Maintain a maximum two-week schedule or better on installation of water and sewer taps. Major Objectives • Provide more safety training and necessary regulatory training. • Research the latest technology to improve productivity in the tapping crew. • Continue to meet or exceed all Texas Commission on Environmental Quality (TCEQ) Rules and Regulations for wastewater collection. • Provide a continuous, uninterrupted supply of water to the distribution system by implementation of preventative maintenance programs; and make timely repairs.

Workload Measures 1. Water taps 2. Sewer taps 3. Linear feet of new water lines installed 4. Linear feet of new sewer lines installed 5. Fire Hydrants repaired/replaced/month 6. Manholes repaired / year 7. Sewer stops / year 8. Manholes, mains vactored / year Performance Measures 1. Average time to install water taps (hours) short side 2. Average time to install water taps (hours) long side 3. Average time to install sewer taps (hours)

9-18

Actual 2013-14 151 29 8,000 400 18 40 1,177 383

Budget 2014-15 120 30 6,500 500 30 60 1,500 250

Estimated 2014-15 188 32 6,500 300 28 40 1,600 424

Projected 2015-16 160 30 7,000 400 25 60 1,650 500

3 5

2 4

2.5 4.5

3 5

4.5

3060 UTILITY CONSTRUCTION - SERVICE LEVEL BUDGET

Acct# 7100 71002 71009 71021 71022 71023 71028 7200 72001 72007 72016 72021 72031 72032 7300 73022 73042 73043 7400 74011 74021 74042 74071

Acct Description Personnel Services Regular Wages Overtime Health Insurance TMRS FICA Workers Compensation Total Personnel Services Supplies Office Supplies Wearing Apparel Motor Vehicle Supplies Minor Tools Chemical Supplies Medical Supplies Total Supplies Maintenance Sanitary Sewers Maint Machinery & Equip Maint Motor Vehicles Maint Total Maintenance Services Equipment Rental Special Services Education & Training Association Dues Total Services

Actual 2013-14 $

Total Operating 8000 83023 83029 83035

Capital Outlay Water Distribution System Sewer Connections Meters & Connections Total Capital Outlay TOTAL DEPARTMENT

Budget 2014-15

551,517 147,728 157,380 128,549 50,040 15,159 1,050,372

673,235 90,000 169,100 138,584 54,554 16,499 1,141,972

Estimated 2014-15 $

592,316 160,000 169,100 138,076 54,595 18,080 1,132,167

Adopted 2015-16 $

657,150 110,000 174,384 135,549 66,205 22,279 1,165,567

1,353 4,930 58,274 7,485 14,369 35 86,447

2,000 6,000 60,000 7,725 10,000 100 85,825

2,000 6,000 62,000 10,000 25,000 100 105,100

2,000 7,000 60,000 8,425 20,000 100 97,525

17,553 5,278 159,084 181,915

27,000 5,000 85,000 117,000

30,000 5,000 125,000 160,000

27,000 5,000 125,000 157,000

1,036 1,818 8,728 20 11,602

5,000 8,500 13,500

5,000 4,000 8,700 17,700

5,000 5,500 9,500 20,000

1,330,336

1,358,297

1,414,967

1,440,092

200,000 10,000 70,000 280,000

200,000 15,000 80,000 295,000

1,330,336

1,638,297

1,709,967

1,735,092

9-19

9010 TRANSFERS OUT - SERVICE LEVEL BUDGET This cost center represents funding to other funds and costs allocation for operating services.

Acct# 9000 91101 91450 91522 91527 91550 91552

Acct Description Other Financing Uses To General Fund To Accrued Leave-General To W W I S To CIPF - Water&Sewer To Internal Service Fnd To Warehouse Operations Total Other Financing Uses TOTAL DEPARTMENT

9-20

Actual 2013-14 $

1,910,038 220,000 8,969,549 6,500,000 113,829 211,282 17,924,698

$ 17,924,698

Budget 2014-15 $

2,454,274 220,000 5,286,566 3,000,000 129,152 214,611 11,304,603

$ 11,304,603

Estimated 2014-15 $

2,454,274 220,000 5,286,566 3,000,000 129,152 214,611 11,304,603

$ 11,304,603

Adopted 2015-16 $

2,000,000 224,400 6,419,876 8,430,000 174,880 206,622 17,455,778

$ 17,455,778

CITY OF BAYTOWN WATER & WASTEWATER INTEREST & SINKING (WWIS) FUND 522 BUDGET SUMMARY BY FUND Actual 2013-14 BEGINNING CASH BALANCE

Add: Investment Interest From Aquatics Fund Revenue From MDD Fund From Water And Sewer Fund From Water&Sewer Reserve Refunding Bond Proceeds Total Revenues FUNDS AVAILABLE FOR DEBT SERVICE Deduct: Bond Principal Interest On Bonds Fiscal Agent Fees Amortize Issuance Costs To G O I S To 2014 COs Expense - BAWA Fund Total Deductions GAAP to budget basis adjustment ENDING CASH BALANCE

4,611,856

Budget 2014-15 $

5,873,007

Estimated 2014-15 $

5,873,007

Adopted 2015-16 $

5,873,007

44,476 10,639 2,581,110 8,969,549 752,791 12,358,566

35,000 70,789 2,687,140 5,286,566 8,180,000 16,259,495

35,000 71,167 1,632,614 6,419,846 8,158,627

16,970,422

22,132,502

14,031,634

3,229,356 29,175 (28,981) (6,891,832) 12,000,000 64,938 8,402,655

13,115,000 2,990,795 36,000 54,000 63,700 16,259,495

4,790,000 2,451,843 36,000 54,000 3,987,341 67,463 11,386,647

(2,694,759) $

5,873,007

2,644,987

10-1

10-2

CITY OF BAYTOWN WATER AND SEWER SYSTEM SUMMARY OF FY 2015-16 DEBT REQUIREMENTS

Series Obligation

Amount of Issue

Principal Outstanding Oct. 1, 2015

Principal & Interest Requirements for FY 2015-16 Principal Interest Total

2005

Certificates of Obligation - TWDB 1

7,825,000

2007

Tax & Rev C.O.'s 1 Refunding Totals

8,655,000

8,655,000 $ 16,480,000

8,655,000 $16,480,000

2005 2006B 2007 2008 2013 2014 2015

Principal Outstanding Sept. 30, 2016 -

Certificates of Obligation - TWDB 2 Certificates of Obligation - TWDB 2 Tax & Rev C.O.'s Tax & Rev C.O.'s 3 Tax & Rev C.O.'s 4 Tax & Rev C.O.'s 5 Tax & Rev C.O.'s Subtotal

655,000 19,700,000 605,000 29,500,000 16,500,000 11,715,000 6,600,000

655,000 12,465,000 605,000 22,305,000 15,190,000 11,305,000 6,600,000 69,125,000

655,000 950,000 605,000 1,250,000 675,000 425,000 230,000 4,790,000

9,498 420,475 12,100 909,415 453,238 408,731 238,387 2,451,843

664,498 1,370,475 617,100 2,159,415 1,128,238 833,731 468,387 7,241,843

11,515,000 21,055,000 14,515,000 10,880,000 6,370,000 64,335,000

Transfer to GOIS - 2010 GO & Ref'd Transfer to GOIS - 2011 GO & Ref'd Transfer to GOIS - 2012 GO & Ref'd Transfer to GOIS - 2014 GO & Ref'd Transfer to GOIS - 2015 GO & Ref'd Transfer to GOIS (Energy Performance Lease)

10,535,870 3,590,000 9,790,000 6,242,624 13,218,231 1,146,294

2,747,907 2,554,000 8,578,495 5,386,035 13,218,231 750,181 33,234,848 680,000 33,914,848

1,014,250 198,400 667,234 517,699 159,271 101,119 2,657,973 50,000 2,707,973

64,688 103,790 277,026 206,510 659,787 17,567 1,329,368 17,463 1,346,831

1,078,938 302,190 944,260 724,209 819,058 118,686 3,987,341 67,463 4,054,804

1,733,657 2,355,600 7,911,261 4,868,336 13,058,960 649,062 30,576,876 630,000 31,206,876

$ 103,039,848

$ 7,497,973

$ 3,798,674

$ 11,296,647

Transfer to BAWA - 2006 TWDB Subtotal Total Water & Sewer Debt

Refunding to be paid out of escrow 7/2015.

Includes MDD share of NE WW Plant.

Includes MDD share.

Includes MDD and Aquatics shares.

1,000,000

95,541,876

10-3

CITY OF BAYTOWN ANNUAL REQUIREMENT TO AMORTIZE WATER & SEWER DEBT

Fiscal Year

Principal Due 2/01

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035

Interest Due 2/01

4,790,000 3,670,000 3,805,000 3,945,000 4,095,000 4,255,000 4,425,000 4,605,000 4,790,000 4,995,000 5,200,000 4,015,000 4,190,000 1,980,000 2,045,000 2,120,000 2,205,000 2,280,000 1,255,000 460,000 69,125,000

Interest Due 8/01

1,272,173 1,179,670 1,121,275 1,054,736 983,936 907,770 826,882 748,482 665,111 577,080 484,346 384,169 306,710 224,351 191,472 156,672 119,687 78,206 36,500 9,200 11,328,428

Total Interest

1,179,670 1,121,275 1,054,736 983,938 907,770 826,882 748,482 665,111 577,080 484,346 384,169 306,710 224,351 191,472 156,672 119,687 78,206 36,500 9,200 10,056,257

Annual Debt Requirement

2,451,843 2,300,945 2,176,011 2,038,674 1,891,706 1,734,652 1,575,365 1,413,594 1,242,191 1,061,426 868,515 690,878 531,060 415,822 348,144 276,359 197,894 114,706 45,700 469,200 21,844,685

7,241,843 5,970,945 5,981,011 5,983,674 5,986,706 5,989,652 6,000,365 6,018,594 6,032,191 6,056,426 6,068,515 4,705,878 4,721,060 2,395,822 2,393,144 2,396,359 2,402,894 2,394,706 1,300,700 90,040,485

Annual Debt Service Requirements $8.00 Interest

Principal

Requirement (in millions)

$7.00 $6.00 $5.00 $4.00 $3.00 $2.00 $1.00

Fiscal Year

10-4

2035

2034

2033

2032

2031

2030

2029

2028

2027

2026

2025

2024

2023

2022

2021

2020

2019

2018

2017

2016

CITY OF BAYTOWN WATER AND SEWER SYSTEM DETAIL DEBT AMORTIZATION SCHEDULES Fiscal Year

Interest Rate

Principal Due 2/01

Interest Due 2/01

Interest Due 8/01

Annual Requirement

Principal Outstanding

Certificate of Obligation - TWDB Refunded Series 2015 GO & Refunding, Escrow Pmt $7.825M Series 2005 Date of Issue - March 1, 2005 Term - 20 Years 2005 $ - $ - $ 135,036 $ 135,036 $ 13,370,000 2006 1.35% 375,000 189,895 187,364 752,259 12,995,000 2007 1.55% 400,000 187,364 184,264 771,628 12,595,000 2008 1.65% 420,000 184,264 180,799 785,063 12,175,000 2009 1.80% 445,000 180,799 176,794 802,593 11,730,000 2010 2.05% 470,000 176,794 171,976 818,770 11,260,000 2011 2.25% 495,000 171,976 166,408 833,384 10,765,000 2012 2.40% 525,000 166,408 160,108 851,515 10,240,000 2013 2.55% 555,000 160,108 153,031 868,139 9,685,000 2014 2.65% 585,000 153,031 145,280 883,311 9,100,000 2015 2.75% 620,000 145,280 9,498 774,778 8,480,000 2016 2.90% 655,000 9,498 664,498 7,825,000 2016 2.90% 7,825,000 7,825,000 $ 13,370,000 $ 1,725,416 $ 1,670,557 $ 16,765,974 Certificate of Obligation - TWDB Series 2006B 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

2.70% $ 2.75% 2.75% 2.80% 2.85% 2.95% 3.05% 3.10% 3.20% 3.25% 3.30% 3.40% 3.45% 3.50% 3.50% 3.50% 3.60% 3.60% 3.65% 3.70% $

Date of Issue - May 1, 2006 595,000 750,000 770,000 790,000 815,000 840,000 865,000 890,000 920,000 950,000 980,000 1,015,000 1,050,000 1,085,000 1,125,000 1,165,000 1,205,000 1,250,000 1,295,000 1,345,000 19,700,000

454,920 315,626 305,314 294,726 283,666 272,053 259,663 246,471 232,676 217,956 202,519 186,349 169,348 151,498 132,781 113,094 92,706 71,016 48,516 24,883 4,075,780

315,626 305,314 294,726 283,666 272,053 259,663 246,471 232,676 217,956 202,519 186,349 169,348 151,498 132,781 113,094 92,706 71,016 48,516 24,883 3,620,860

1,365,547 1,370,940 1,370,040 1,368,393 1,370,719 1,371,715 1,371,134 1,369,148 1,370,633 1,370,475 1,368,868 1,370,696 1,370,845 1,369,279 1,370,875 1,370,800 1,368,723 1,369,533 1,368,399 1,369,883 27,396,645

Term - 20 Years $ 19,700,000 19,105,000 18,355,000 17,585,000 16,795,000 15,980,000 15,140,000 14,275,000 13,385,000 12,465,000 11,515,000 10,535,000 9,520,000 8,470,000 7,385,000 6,260,000 5,095,000 3,890,000 2,640,000 1,345,000 -

10-5

CITY OF BAYTOWN WATER AND SEWER SYSTEM DETAIL DEBT AMORTIZATION SCHEDULES Interest Fiscal Principal Year Rate Due 2/01 Tax & Revenue Certificate of Obligation Series 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2016

6.00% $ 6.00% 6.00% 6.00% 6.00% 6.00% 4.75% 4.00% 4.00% 4.00% $

160,000 450,000 470,000 490,000 510,000 530,000 555,000 575,000 605,000 8,655,000 13,000,000

Tax & Revenue Certificate of Obligation Series 2008 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028

$ 4.000% 4.000% 3.500% 3.500% 4.000% 4.000% 4.000% 4.000% 4.000% 4.000% 4.000% 4.000% 4.000% 4.000% 4.125% 4.250% 4.250% 4.400% 4.500% 4.500% $

10-6

880,000 925,000 975,000 1,020,000 1,075,000 1,130,000 1,190,000 1,250,000 1,315,000 1,380,000 1,450,000 1,525,000 1,605,000 1,685,000 1,770,000 1,865,000 1,960,000 2,060,000 2,165,000 2,275,000 29,500,000

Interest Interest Annual Principal Due 2/01 Due 8/01 Requirement Outstanding Refunded Series 2015 GO & Refunding. Escrow Pmt - $8.655M Date of Issue - February 1, 2007 Term - 20 Years $ 13,000,000 $ 574,486 $ 294,066 $ 1,028,552 12,840,000 294,066 280,566 1,024,631 12,390,000 280,566 266,466 1,017,031 11,920,000 266,466 251,766 1,008,231 11,430,000 251,766 236,466 998,231 10,920,000 236,466 220,566 987,031 10,390,000 220,566 207,384 982,950 9,835,000 207,384 12,100 794,484 9,260,000 12,100 617,100 8,655,000 8,655,000 $ 2,343,864 $ 1,769,378 $ 17,113,241 Date of Issue - February 15, 2008 $

606,120 588,520 570,020 552,958 535,108 513,608 491,008 467,208 442,208 415,908 388,308 359,308 328,808 296,708 263,008 226,501 186,870 145,220 99,900 51,188 7,528,479

558,977 588,520 570,020 552,958 535,108 513,608 491,008 467,208 442,208 415,908 388,308 359,308 328,808 296,708 263,008 226,501 186,870 145,220 99,900 51,188 7,481,336

558,977 2,074,640 2,083,540 2,097,978 2,108,065 2,123,715 2,134,615 2,148,215 2,159,415 2,173,115 2,184,215 2,197,615 2,213,115 2,230,515 2,244,715 2,259,509 2,278,371 2,292,090 2,305,120 2,316,088 2,326,188 44,509,816

Term - 20 Years $ 29,500,000 29,500,000 28,620,000 27,695,000 26,720,000 25,700,000 24,625,000 23,495,000 22,305,000 21,055,000 19,740,000 18,360,000 16,910,000 15,385,000 13,780,000 12,095,000 10,325,000 8,460,000 6,500,000 4,440,000 2,275,000 -

CITY OF BAYTOWN WATER AND SEWER SYSTEM DETAIL DEBT AMORTIZATION SCHEDULES Interest Principal Fiscal Year Rate Due 2/01 Tax & Revenue Certificate of Obligation Series 2013 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

$ 2.000% 2.000% 2.000% 2.000% 2.500% 4.000% 4.000% 4.000% 2.500% 2.500% 2.500% 2.625% 3.000% 3.000% 3.125% 3.125% 3.250% 3.250% 3.300% 3.375% $

650,000 660,000 675,000 690,000 705,000 720,000 730,000 745,000 765,000 790,000 810,000 840,000 860,000 885,000 915,000 945,000 975,000 1,010,000 1,050,000 1,080,000 16,500,000

Tax & Revenue Certificate of Obligation Series 2014 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034

2.000% $ 3.000% 3.000% 3.000% 3.000% 3.000% 4.000% 4.000% 4.000% 4.000% 4.000% 4.000% 4.000% 3.250% 3.375% 3.500% 3.500% 3.750% 3.375% 4.000% 4.000% $

410,000 425,000 435,000 450,000 460,000 480,000 500,000 520,000 540,000 560,000 585,000 610,000 630,000 655,000 675,000 700,000 725,000 755,000 785,000 815,000 11,715,000

Interest Due 2/01

Interest Due 8/01

Annual Requirement

Date of Issue - May 26, 2013 $

243,094 236,594 229,994 223,244 216,344 207,531 193,131 178,531 163,631 154,069 144,194 134,069 123,044 110,144 96,869 82,572 67,806 51,963 35,550 18,225 2,910,597

132,351 236,594 229,994 223,244 216,344 207,531 193,131 178,531 163,631 154,069 144,194 134,069 123,044 110,144 96,869 82,572 67,806 51,963 35,550 18,225 2,799,854

132,351 1,129,688 1,126,588 1,128,238 1,129,588 1,128,875 1,120,663 1,101,663 1,087,163 1,082,700 1,088,263 1,088,263 1,097,113 1,093,188 1,092,013 1,094,441 1,095,378 1,094,769 1,097,513 1,103,775 1,098,225 22,210,451

Date of Issue - April 1, 2014 $

211,653 207,553 201,178 194,653 187,903 181,003 171,403 161,403 151,003 140,203 129,003 117,303 105,103 94,866 83,813 72,000 59,750 46,156 32,000 16,300 2,564,249

124,640 207,553 201,178 194,653 187,903 181,005 171,403 161,403 151,003 140,203 129,003 117,303 105,103 94,866 83,813 72,000 59,750 46,156 32,000 16,300 2,477,238

124,640 829,206 833,731 830,831 832,556 828,908 832,406 832,806 832,406 831,206 829,206 831,306 832,406 829,969 833,679 830,813 831,750 830,906 833,156 833,300 831,300 16,756,487

Principal Outstanding Term - 20 Years $16,500,000 16,500,000 15,850,000 15,190,000 14,515,000 13,825,000 13,120,000 12,400,000 11,670,000 10,925,000 10,160,000 9,370,000 8,560,000 7,720,000 6,860,000 5,975,000 5,060,000 4,115,000 3,140,000 2,130,000 1,080,000 -

Term - 20 Years $ 11,715,000 11,715,000 11,305,000 10,880,000 10,445,000 9,995,000 9,535,000 9,055,000 8,555,000 8,035,000 7,495,000 6,935,000 6,350,000 5,740,000 5,110,000 4,455,000 3,780,000 3,080,000 2,355,000 1,600,000 815,000 -

10-7

CITY OF BAYTOWN WATER AND SEWER SYSTEM DETAIL DEBT AMORTIZATION SCHEDULES Fiscal Year

Interest Rate

Principal Due 2/01

Tax & Revenue Certificate of Obligation Series 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035

2.000% 2.000% 5.000% 2.000% 2.000% 3.000% 3.000% 3.000% 3.000% 3.000% 3.000% 3.125% 3.375% 3.500% 3.625% 3.625% 5.000% 3.750% 5.000% 4.000% $

10-8

230,000 250,000 255,000 265,000 275,000 280,000 290,000 300,000 305,000 315,000 325,000 335,000 345,000 360,000 370,000 385,000 400,000 415,000 440,000 460,000 6,600,000

Interest Due 2/01

Interest Due 8/01

Annual Requirement

Date of Issue - July 7, 2015

127,865 110,522 108,022 101,647 98,997 96,247 92,047 87,697 83,197 78,622 73,897 69,022 63,788 57,966 51,666 44,959 37,981 27,981 20,200 9,200 1,441,521

110,522 108,022 101,647 98,997 96,247 92,047 87,697 83,197 78,622 73,897 69,022 63,788 57,966 51,666 44,959 37,981 27,981 20,200 9,200 1,313,656

468,387 468,544 464,669 465,644 470,244 468,294 469,744 470,894 466,819 467,519 467,919 467,809 466,753 469,631 466,625 467,941 465,963 463,181 469,400 469,200 9,355,177

Principal Outstanding

Term - 20 Years $ 6,600,000 6,370,000 6,120,000 5,865,000 5,600,000 5,325,000 5,045,000 4,755,000 4,455,000 4,150,000 3,835,000 3,510,000 3,175,000 2,830,000 2,470,000 2,100,000 1,715,000 1,315,000 900,000 460,000 -

CITY OF BAYTOWN ORGANIZATION CHART SANITATION FUND City Council

City Manager

Deputy City Manager

Director of Public Works/Utilities

Asst. Director of Public Works

Solid Waste

11-1

11-2

CITY OF BAYTOWN SANITATION FUND 500 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues Solid Waste and Recycling Collections $ Recycling Revenue Residential Recycling Recycle Bins Miscellaneous Total Revenues Expenditures Personnel Services Supplies Maintenance Services Sundry Total Operating Non-Recurring Expenditures Capital Outlay Transfers Out Contingency Total Expenditures Excess (Deficit) Revenues Over Expenditures GAAP to budget basis adjustment Working Capital - Beginning Working Capital - Ending

Estimated 2014-15

Adopted 2015-16

3,969,928 $ 31,936 613,181 3,446 4,618,491

5,063,000 $ 30,000 30 3,000 5,096,030

5,053,000 $ 25,000 30 3,000 5,081,030

4,953,000 25,000 30 5,000 4,983,030

798,784 63,401 113,773 3,505,373 154,207 4,635,538

798,221 60,250 93,200 3,699,875 30,000 4,681,546

804,700 60,950 113,200 3,717,898 4,696,748

814,756 60,250 110,700 3,804,165 4,789,871

101,147 220,554 4,957,239

3,000 332,500 20,000 5,037,046

3,000 332,500 5,032,248

218,000 255,000 20,000 5,282,871

58,984

48,782

(299,841)

753,888

802,670

(338,748) 179,155 913,481 $

Days of Operating Expenditures

Budget 2014-15

753,888 59

812,872

802,670

502,829

Budget 2015-16 Expenditures Operations 3% Personnel Services 16%

Services & Sundry 72%

Capital & Transfers 9%

11-3

3200 SANITATION – PROGRAM SUMMARY Program Description Sanitation is responsible for the daily residential solid waste management, residential recycling management, brush collection, Baytown Green Center operations, CLEAN Team operations, and a customer service and education program. Additionally, the Division is responsible for the debris management side of emergency management clean up after a natural disaster. Brush is collected curbside on a once-per-month schedule. Household garbage and heavy trash are collected twice weekly. The brush collected is recycled to chips and humus. These wood chips are used for wood burning fuel. The Baytown Green Center is a self-service drop off facility open to residents wishing to dispose of bulky items (ex: old furniture, lumber, household trash, etc…) and recycling. In addition to the traditional recycling materials of plastics, newspaper, tin/aluminum cans, glass and cardboard, electronic waste and brush is accepted. This facility is available during weekdays and on Saturday’s. The CLEAN Team is an effort for citywide eradication of litter and illegal dumping. This team removes debris and bulk items throughout the City streets, alleys, and right-of-ways. Additional responsibilities include graffiti removal, barricade maintenance and trimming of low hanging tree limbs. Major Goals • Collection of brush and junk on a timely basis with proper disposal or recycling. • Reduction of total waste stream through operation of a drop-off recycling center. • Reduce litter and illegal dumping throughout the City. Major Objectives • Collection of brush and limbs as scheduled. • Manage the chipping and removal of brush and limbs. • Provide excellent customer service by listening and educating the public regarding the correct procedures for brush/recycling collection and utilizing the Green Center. • Participation in clean-up programs.

Workload Measures 1. Cubic yards brush/limbs collected 2. Tons of junk disposal – Green Center 3. Tons of material recycled – Green Center

Performance Measures 1. Average cost to collect and process brush and limbs per unit per month 2. Weekly brush routes completed on time 3. Number of Clean Team Responses

11-4

Actual 2013-14 84,000 15,000 700

Budget 2014-15 85,000 16,500 200

Estimated 2014-15 85,000 16,000 200

Projected 2015-16 85,000 16,500 200

$4.75 100% 780

$5.00 100% 500

$5.00 100% 650

$5.00 100% 700

3200 SANITATION - SERVICE LEVEL BUDGET

Acct# 7100 71002 71009 71021 71022 71023 71028 71043 71081 7200 72007 72016 72021 72031 72041 7300 73001 73011 73043 7400 74001 74021 74034 74036 74040 74042 74050 7500 75088 75089

Acct Description Personnel Services Regular Wages Overtime Health Insurance TMRS FICA Workers Compensation Employee Incentives Retired Employee Benefits Total Personnel Services Supplies Wearing Apparel Motor Vehicle Supplies Minor Tools Chemical Supplies Educational Supplies Total Supplies Maintenance Land Maintenance Buildings Maintenance Motor Vehicles Maint Total Maintenance Services Communication Special Services Household Garbage Contract Advertising Recycling Services Education & Training Disposal Services Total Services Sundry Charges Bad Debt-Cutoff Accounts Depreciation Total Sundry Total Operating

8000 80021 84043 86011

Capital Outlay Special Programs Motor Vehicles Capital Lease Payment Total Capital Outlay

Actual 2013-14 $

448,718 $ 18,110 135,878 86,741 34,244 24,162 50,931 798,784

Budget 2014-15 479,424 $ 21,718 142,678 90,990 36,591 26,820 798,221

Estimated 2014-15

Adopted 2015-16

488,212 $ 21,718 142,678 90,306 35,040 26,746 804,700

488,885 22,000 130,788 90,334 38,229 28,376 16,144 814,756

2,720 57,957 2,551 173 63,401

3,500 55,000 1,500 250 60,250

2,500 55,000 3,200 250 60,950

2,500 55,000 1,500 250 1,000 60,250

831 792 112,151 113,773

2,700 500 90,000 93,200

2,700 500 110,000 113,200

200 500 110,000 110,700

1,246 210,460 3,176,275 1,382 15,257 1,386 99,367 3,505,373

223,205 3,331,250 2,000 25,000 1,500 116,920 3,699,875

223,205 3,348,773 2,000 25,000 2,000 116,920 3,717,898

223,205 3,432,492 1,500 25,625 1,500 119,843 3,804,165

25,983 128,223 154,207

30,000 30,000

4,635,538

4,681,546

4,696,748

4,789,871

101,147 101,147

3,000 3,000

218,000 218,000

11-5

3200 SANITATION - SERVICE LEVEL BUDGET Actual 2013-14

Acct# 9000 91101 91350 91550

Acct Description Other Financing Uses To General Fund To Gen Capital Proj Fund To Internal Service Fnd Total Other Financing Uses 9900 Contingencies 99001 Contingencies Total Contingencies TOTAL DEPARTMENT

11-6

Budget 2014-15

Estimated 2014-15

Adopted 2015-16

206,489 14,065 220,554

250,000 82,500 332,500

255,000 255,000

20,000 20,000

4,957,239

5,037,046

5,032,248

5,282,871

CITY OF BAYTOWN ORGANIZATION CHART STORM WATER UTILITY FUND

City Council

City Manager

Assistant City Manager

Director of Health

Storm Water Utility

12-1

12-2

CITY OF BAYTOWN STORM WATER UTILITY FUND 505 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues Storm Drainage Fee $ Total Revenues Expenditures Personnel Services Supplies Maintenance Services Sundry Total Operating Non-Recurring Expenditures Capital Outlay Transfers Out Total Expenditures Excess (Deficit) Revenues Over Expenditures GAAP to budget basis adjustment Working Capital - Beginning Working Capital - Ending Days of Operating Expenditures

Budget 2014-15

1,226,741 1,226,741

1,200,000 1,200,000

Adopted 2015-16 $

1,640,000 1,640,000

346,071 37,685 46,403 1,128 431,286

348,791 55,500 233,915 1,000 639,206

351,124 51,100 65,525 500 468,249

1,083,176 86,550 105,000 188,325 1,000 1,464,051

728,781 1,160,067

728,781 1,367,987

728,781 1,197,030

322,500 1,786,551

66,674 3,253 454,007 $

Estimated 2014-15

523,934 443

(167,987)

2,970

523,934 $

355,947 203

(146,551)

523,934 $

526,904 411

526,904 $

380,353 95

Budget 2015-16 Expenditures by Type Operating 26%

Personnel Services 74%

12-3

3050 STORM WATER UTILITY – PROGRAM SUMMARY Program Description The Storm Water Utility Fund is comprised of two divisions: the Storm Water Utility and the Storm Water Maintenance. The Storm Water Maintenance Division was formed during the FY2016 Budget Process and is formerly known as the Drainage division that previously resided in the General Fund. The Storm Water Utility division is responsible for the City’s compliance with the Federal mandate known as the National Pollutant Discharge Elimination System (NPDES). The NPDES mandate requires cities to implement programs and practices to control polluted storm water run-off through a permitting program. The NPDES permitting program is comprised of two phases. Phase I affects medium and large cities. Phase II affects smaller communities, such as Baytown. Baytown is required to develop a storm water management program that will address six minimum control measures. This program was developed to be implemented in phases over the next five years. The Storm Water Maintenance Division operates a maintenance crew which is responsible for maintaining drainage facilities, cleaning roadside ditches on an approximate five-year schedule, setting drainage pipe for residents as required, and repairing storm drain inlets and lines. It also operates a capital drainage improvement crew that is responsible for making drainage system improvements such as new drainage structures, major system upgrades, and area drainage system realignments. The Storm Water Maintenance Division also operates two street sweepers responsible for keeping all city roadways clear of small debris. Accomplished Major Goals • Adopted the final storm water management program (SWMP) outlining our best management practices (BMPs). • Received the Small MS4 permit in 2009. • Have educated the public about storm water requirements and pollution from urban run-off. • Have provided educational materials for all Goose Creek Consolidated Independent School District students. • Developed ordinances to address construction site run-off in, Illicit Discharge Detection and Control, and Post Construction Storm Water Management. • Inspected all construction sites within the city limits for compliance with state and local storm water regulations. • Establish good housekeeping practices for storm water in all City departments. • Educated all city owned industrial facilities operators about required Texas Commission on Environmental Quality (TCEQ) permits and assisted them in obtaining full compliance. • Reviewed Second Construction Site General Permit and MS4 Phase II drafts and provided input to TCEQ on issues affecting the City of Baytown. • Respond to citizen’s service request in a timely manner. • Increase the productivity of the drainage maintenance and capital drainage crews by cross training exercises. Major Objectives • Storm Water Engineer will audit City of Baytown detention ponds and make recommendations on how to improve them. • Work with engineering department to ensure full compliance with storm water regulations at all city projects. • Provide public education through brochures, presentations, and the website. This includes the general public, civic associations, homebuilders and developers, commercial businesses, and municipal employees. • Provide public outreach with community clean-up events. • Document and record illicit discharge complaints. • Build relationships with other City departments involved with the SWMP. • Prepare for the next permitting phase. • Schedule workload more efficiently. • Increase accountability for the quality of work. • Improve Customer Service. • Restore property to same or better conditions.

12-4

3050 STORM WATER UTILITY – PROGRAM SUMMARY

Workload Measures 1. Construction Site Inspections 2. Illicit Discharge Inspections 3. Plan Reviews 4. Other Complaints 5. Educational Brochures Distributed 6. Residential MDUS Fee Accounts 7. Commercial MDUS Fee Accounts 8. Frequency of sweeping a. Residential b. Main thoroughfares 9. Drainage maintenance linear feet 10. Number of pipe jobs a. New driveways installed – jobs b. Ditches piped – jobs Performance Measures 1. Construction Site Inspections 2. Percentage of sweeping done on time 3. Footage of pipe installed a. Driveways piped-ft. b. Ditches piped-ft. 4. Miles swept

Actual 2013-14 1,089 288 45 44 2,442 18,670 1,784

Budget 2014-15 860 320 100 55 4,000 20,100 1,995

Estimate 2014-15 1,200 290 75 65 2,400 18,000 1,775

Projected 2015-16 1,200 290 70 65 2,500 19,000 1,800

4 12 14,733

4 12 10,000

4 12 16,000

5 12

12 12

10 12

12 12

1249 98%

860 98%

1,200 98%

226 1,176 2,448

240 1,500 2,500

12-5

3050 STORM WATER UTILITY - SERVICE LEVEL BUDGET

Acct# 7100 71002 71009 71021 71022 71023 71028 71041 71043 71081 7200 72001 72002 72004 72007 72016 72021 72031 72041 72045 7300 73026 73043 7400 74001 74021 74036 74042 74071

Acct Description Personnel Services Regular Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Employee Incentives Retired Employee Benefits Total Personnel Services Supplies Office Supplies Postage Supplies Printing Supplies Wearing Apparel Motor Vehicle Supplies Minor Tools Chemical Supplies Educational Supplies Computer Software Supply Total Supplies Maintenance Storm Drains Maint Motor Vehicles Maint Total Maintenance Services Communication Special Services Advertising Education & Training Association Dues Total Services

Actual 2013-14 $

Total Operating 7500 Sundry Charges 75088 Bad Debt-Cutoff Accounts Total Sundry Charges 8000 Capital Outlay 83026 Storm Drains 83039 Other Improvements 84042 Machinery & Equipment 84043 Motor Vehicles Total Capital Outlay 9000 Other Financing Uses 91101 To General Fund Total Other Financing Uses TOTAL DEPARTMENT

12-6

Budget 2014-15

214,444 6,763 40,260 42,332 16,514 1,450 9,035 15,273 346,071

224,649 9,000 42,275 44,057 17,661 2,149 9,000 348,791

233,481 2,000 42,275 44,689 17,810 1,869 9,000 351,124

Adopted 2015-16 $

669,277 25,000 155,008 124,361 52,788 25,540 9,000 22,202 1,083,176

3,206 35 115 898 408 21,880 5,143 6,000 37,685

2,600 1,500 3,500 900 6,000 25,000 7,500 8,500 55,500

2,600 500 1,500 500 6,000 25,000 6,500 8,500 51,100

2,600 250 1,000 4,100 30,000 9,500 25,100 5,500 8,500 86,550

30,000 75,000 105,000

2,796 35,967 6,968 671 46,403

3,240 220,000 500 9,350 825 233,915

3,600 50,000 2,100 9,000 825 65,525

175,000 2,500 10,000 825 188,325

430,158

638,206

467,749

1,463,051

1,128 1,128

1,000 1,000

500 500

1,000 1,000

728,781 728,781 $

Estimated 2014-15

1,160,067

728,781 728,781 $

1,367,987

80,000 7,500 60,000 175,000 322,500

728,781 728,781 $

1,197,030

1,786,551

CITY OF BAYTOWN ORGANIZATION CHART GARAGE FUND

City Council

City Manager

Deputy City Manager

Director of Public Works/Utilities

Asst. Director of Public Works

Garage

13-1

13-2

CITY OF BAYTOWN GARAGE FUND 550 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues Departmental Billings - Fuel Departmental Billings - Repairs Transfer In - General Fund Transfer In - Water & Sewer Fund Transfer In - Solid Waste Fund Total Revenues

Expenditures Personnel Services Supplies Maintenance Services

1,357,120 722,612 161,242 113,829 14,065 2,368,868

Budget 2014-15 $

Estimated 2014-15

1,472,500 680,000 163,121 129,152 2,444,773

1,200,000 600,000 163,121 129,152 2,092,273

Adopted 2015-16 $

1,431,000 615,000 213,742 174,880 2,434,622

Total Operating

522,639 1,775,819 10,207 44,209 2,352,874

585,673 1,797,800 10,800 50,500 2,444,773

593,127 1,475,800 17,500 50,500 2,136,927

596,789 1,706,050 10,800 50,500 2,364,139

Non-Recurring Expenditures Capital Outlay Total Expenditures

2,352,874

2,444,773

2,136,927

26,700 2,390,839

15,994 3,261 27,374

Excess (Deficit) Revenues Over Expenditures Adj. req. to convert budget basis to GAAP

Working Capital - Beginning Working Capital - Ending

46,629

46,629 $

46,629

(44,654)

43,783

46,629

1,975

45,758

Budget 2015-16 Expenditures Operations 74.76% Personnel Services 25.24%

13-3

7010 GARAGE OPERATIONS – PROGRAM SUMMARY Program Description Equipment Services Division maintains, services, and repairs a fleet consisting of the vehicles and equipment operated by Public Works, Utilities, Parks and Recreation, Pollution Control, Engineering, Inspection, Library, Health, Purchasing, Utility Billing and BAWA. This division also maintains the fueling facility, Public Works gate access, standby generators, the equipment wash rack, and the garage owned mechanical equipment. In addition, assistance is rendered to Police and Fire garages and Park operations when necessary. This division processes all associated paperwork, as well as billing of fuel and services to all user departments. Major Goals • To provide for safe and efficient maintenance operations by performing vehicle and equipment preventative maintenance and repairs. • Provide these services in an economical and timely manner. Major Objectives • Coordinate with departmental supervisors to facilitate sufficient availability of equipment for their duties. • Reduce downtime and increase “mean-time-between-failure” for vehicles and equipment maintained by the garage. • Reduce rate of returns for unscheduled repairs with an aggressive preventative maintenance program

Workload Measures 1. Cost per hour of vehicle/fleet maintenance service (shop rate) 2.

Annual Vehicle Operating and repairs: • Heavy Equipment/Vehicle • Light Equipment/Vehicle • Trailers

Actual 2013-2014 Light $50/hr Heavy $65/hr X-Heavy $80

Budget 2014-2015 Light $50/hr Heavy $65/hr X-Heavy $80

Estimated 2014-2015 Light $50/hr Heavy $65/hr X-Heavy $80

Projected 2015-16 Light $50/hr Heavy $65/hr X-Heavy $80

1,300 1,100 100

1,200 1,700 140

1,475 1,130 100

Performance Measures 1. Number of vehicle work orders completed: • Scheduled preventative maintenance: In-house • Repair: In-house Contract

617

700

680

1,794 48

3,040 65

1,950 75

2. 3.

2 2,461

2 2,550

2 2,300

2 2,705

Average time per work order/hours Number of repair part requisitions/month

13-4

7010 GARAGEOPERATIONS - SERVICE LEVEL BUDGET

Acct# 7100 71002 71009 71021 71022 71023 71028 71041 71043 71081 7200 72007 72016 72017 72018 72019 72021 72026 72032 7300 73011 73027 73042 73043 7400 74020 74021 74042

Acct Description Personnel Services Regular Wages Overtime Health Insurance TMRS FICA Workers Compensation Allowances Employee Incentives Retired Employee Benefits Total Personnel Services Supplies Wearing Apparel Motor Vehicle Supplies Parts Purchase For Resale Fuel Purchase For Resale Supplies Purch For Resale Minor Tools Cleaning & Janitorial Sup Medical Supplies Total Supplies Maintenance Buildings Maintenance Heat & Cool Sys Maint Machinery & Equip Maint Motor Vehicles Maint Total Maintenance Services Outside Contracts Special Services Education & Training Total Services

Actual 2013-14 $

Total Operating 8000 Capital Outlay 84042 Machinery & Equipment Total Services TOTAL DEPARTMENT

Budget 2014-15

332,077 9,687 80,520 63,817 24,751 4,237 5,311 2,240 522,639

Estimated 2014-15

379,896 10,000 84,550 71,854 28,526 4,997 5,850 585,673

Adopted 2015-16

384,189 10,000 84,550 73,775 29,160 5,153 6,300 593,127

384,477 10,000 77,504 70,875 29,607 5,308 6,300 12,718 596,789

2,135 4,459 482,014 1,277,481 5,329 2,879 1,331 191 1,775,819

2,600 5,500 380,000 1,400,000 4,000 3,500 2,000 200 1,797,800

2,600 5,500 330,000 1,128,000 4,000 3,500 2,000 200 1,475,800

2,600 5,500 338,250 1,350,000 4,000 3,500 2,000 200 1,706,050

6,214 1,079 1,489 1,425 10,207

4,000 800 2,500 3,500 10,800

4,000 6,000 2,500 5,000 17,500

4,000 800 2,500 3,500 10,800

33,492 5,437 5,279 44,209

40,000 6,500 4,000 50,500

2,352,874

2,444,773

2,136,927

2,364,139

26,700 26,700

2,352,874

2,444,773

2,136,927

2,390,839

13-5

13-6

CITY OF BAYTOWN ORGANIZATION CHART WAREHOUSE OPERATIONS FUND

City Council

City Manager

Assistant City Manager

Director of Finance

Purchasing Manager

Warehouse Operations

13-7

13-8

CITY OF BAYTOWN WAREHOUSE OPERATIONS FUND 552 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues Water Meter Sales $ Investment Interest From General Fund From Water And Sewer Fund Total Revenues Expenditures Personnel Services Supplies Maintenance Services

70,761 95 43,497 211,282 325,635

Budget 2014-15 $

Estimated 2014-15

750,000 44,436 214,611 1,009,047

20,000 44,436 214,611 279,047

Adopted 2015-16 $

20,000 44,436 206,622 271,058

Total Operating

199,150 81,308 5,887 461 286,806

240,517 757,900 6,250 2,000 1,006,667

226,963 27,400 6,250 2,000 262,613

225,721 27,600 6,250 2,000 261,571

Non-Recurring Expenditures Capital Outlay Total Expenditures

5,690 292,496

6,000 1,012,667

6,000 268,613

4,000 265,571

(3,620)

10,434

5,487

65,716

76,150

Excess (Deficit) Revenues Over Expenditures GAAP to budget basis adjustment Working Capital - Beginning Working Capital - Ending

33,139 3,100 29,477 $

65,716

62,096

76,150

81,637

Budget 2015-16 Expenditures Operations 13%

Capital Outlay 2% Personnel Services 85%

13-9

7010 WAREHOUSE OPERATIONS – PROGRAM SUMMARY Program Description Provide Centralized warehousing and purchasing for commonly used supplies and materials throughout the city. Operation is designed to provide lower costs through volume purchasing and consolidation. Major Goals • Expansion of base inventory to facilitate citywide usage, while reducing items with low turnover. • Develop inventory-tracking system. • Develop inventory minimum and maximum levels based on usage. Major Objectives • Automation of physical inventory process. • Increase use of warehouse by city departments.

Workload Measures 1. Requisitions processed 2. Purchase orders processed 3. Items inventoried Performance Measures 1. Requisitions processed within required time frame. 2. Requisitions unable to be filled within required time frame.

13-10

Actual 2012-13 3,722 1,247 1,162

Budget 2013-14 5,500 2,500 3,100

Estimated 2013-14 5,500 2,500 3,100

Projected 2014-15 3,500 2,000 3,200

100% 0%

7010 WAREHOUSE OPERATIONS - SERVICE LEVEL BUDGET

Acct# 7100 71002 71009 71011 71021 71022 71023 71028 71043 71081 7200 72001 72007 72015 72016 72021 72032 72098 7300 73011 73043 7400 74042

Acct Description Personnel Services Regular Wages Overtime Extra Help/Temporary Health Insurance TMRS FICA Workers Compensation Employee Incentives Retired Employee Benefits Total Personnel Services Supplies Office Supplies Wearing Apparel Meter Purchase For Resale Motor Vehicle Supplies Minor Tools Medical Supplies Inventory Adjustments Total Supplies Maintenance Buildings Maintenance Motor Vehicles Maint Total Maintenance Services Education & Training Total Services

Actual 2013-14 $

Total Operating 8000 Capital Outlay 80001 Furniture & Equip <$5000 Total Capital Outlay TOTAL DEPARTMENT

Budget 2014-15

123,032 $ 1,265 40,260 22,842 8,397 3,958 (604) 199,150

148,923 4,813 1,235 42,275 27,915 10,444 4,912 240,517

Estimated 2014-15 $

138,540 4,813 42,275 26,403 10,227 4,705 226,963

Adopted 2015-16 $

138,733 3,000 38,752 25,384 10,383 4,869 4,600 225,721

1,002 1,169 71,431 3,325 980 27 3,375 81,308

1,000 1,500 750,000 4,000 1,300 100 757,900

1,000 1,000 20,000 4,000 1,300 100 27,400

1,000 1,200 20,000 4,000 1,300 100 27,600

4,192 1,694 5,887

3,500 2,750 6,250

461 461

2,000 2,000

286,806

1,006,667

262,613

261,571

5,690 5,690

6,000 6,000

4,000 4,000

292,496

1,012,667

268,613

265,571

13-11

13-12

14-1

14-2

14-3

14-4

14-5

14-6

CITY OF BAYTOWN SCHEDULE OF FULL-TIME EQUIVALENT (FTE) POSITIONS BY FUND/DEPARTMENT Adopted 2013-14

Fund Department 101 - General Fund General Administration Fiscal Operations Legal Services Information Technology Services (ITS) Planning & Development Services Human Resources City Clerk Court of Record Police Fire & EMS Communications Emergency Management Public Works Administration Streets & Drainage Traffic Control Engineering Public Health Parks & Recreation Sterling Municipal Library Total General Fund 232 - Hotel/Motel Fund 502 - Aquatics Fund 520 - Water & Sewer Fund Utility Billing & Collections General Overhead Water Operations Wastewater Operations Utility Construction Total Water & Sewer Fund 500 - Sanitation Fund 505 - Storm Water Utility Fund Central Services: 550 - Garage Fund 552 - Warehouse Operations Fund Total Central Services Total Operating Funds 201 206 207 211 215 226 241 270 296 298 351 527 561 -

Miscellaneous Funds Municipal Court Special Revenue Fund Crime Control and Prevention District (CCPD) Fire Control, Prevention & Emergency Medical Services District (FCPEMSD) Street Maintenance Fund Municipal Development District (MDD) Fund Miscellaneous Police Fund High Intensity Drug Trafficking Area (HIDTA) Community Development Block Grant (CDBG) Fund Baytown Nature Center Fund Wetlands Education and Recreation Center Fund Capital Improvement Program Fund Utility Capital Improvement Program Fund Workers Compensation Fund Total Miscellaneous Funds Total All Funds

Adopted 2014-15

8 1 18.90 2 6 3 12 4 19.50 5 8 6 5 16 193 7 150 8 21 5 3 9 21 9.50 10 10 23 40 11 24 12 592.90

8 18.90 6 13 20 8 5 16 199 156 23 3 3 21 9.50 10 23 40 23 605.40

2 13 3 14

2 4

20.85 1.00 41.60 43.40 16 122.85

13.50 4

16 17 18 19

8 4 12 750.25 2 15 2 3 21 4 0.25 22 4.50 23 1 2 3 1 24 1 38.75 789.00

Adopted 2015-16 a b c d e

f g h i

k l

8 18.90 A 6 14 B 21 C 8 D 6 E 15 F 199 G 156 H 23 3 3 17 I 10.50 J 10 25 K 42 L 22 M 607.40 2 4

20.85 1.00 41.60 43.40 16 122.85

n o p

13.50 q 4

20.85 1.50 37.10 43.40 18 120.85 13.50 16

8 4 12 775.75

2 15 2 s 3 4 0.25 t 4.00 u 1 2 3 v 1 1 w 38.25 802.00

2 15 2 5

8 4 12 763.75

4 0.25 4.00 1 2 3 2 1 41.25 817.00

15-1

N O P Q R S

T U

V W X

CITY OF BAYTOWN SCHEDULE OF FULL-TIME EQUIVALENT (FTE) BUDGETED POSITIONS Fund Dept.

Grade

1010 - General Administration 101 1010 City Manager 117 101 1010 Deputy City Manager 106 101 1010 Assistant City Manager 104 101 1010 Director of Strategic Initiatives 84 101 1010 Public Affairs/Mktg Coordinator 70 101 1010 Grant Coordinator 65 101 1010 Multimedia Specialist 64 101 1010 Executive Assistant 57 Total General Administration 1030 - Fiscal Operations 101 1030 Director of Finance 98 101 1030 Assistant Director of Finance 87 101 1030 Controller 82 101 1030 Treasurer 82 101 1030 Purchasing Manager 79 101 1030 Accounting Manager 74 70 101 1030 Budget Officer 101 1030 Accountant II 67 101 1030 Special Projects Coordinator 63 101 1030 Contract Administrator 62 101 1030 Accountant I 61 101 1030 Maintenance Coordinator 58 101 1030 Financial/Treasury Specialist 58 101 1030 Buyer 52 101 1030 Administrative Assistant 50 101 1030 Payroll Specialist 50 101 1030 Accounting Specialist II 50 101 1030 Accounting Specialist I 44 Total Fiscal Operations 1060 - Legal Services 101 1060 City Attorney 102 101 1060 First Assistant City Attorney 92 101 1060 Asst. City Attorney/Civil Svc Adv 82 101 1060 Asst. City Attorney Municipal Court 82 101 1060 Senior Legal Assistant 50 101 1060 Legal Assistant 46 Total Legal Services 1070 - Information Technology Services (ITS) 101 1070 Director of ITS 98 101 1070 Assistant Director of ITS 84 101 1070 Computer System Admin III/II/I 72/66/62 101 1070 Network System Admin II/I 66/62 101 1070 Comp User Support Specialist II/I 58/54 101 1070 E-Business & Web Technician 58 101 1070 Radio & Cell Equip Specialist I 54 Total Information Technology Services (ITS)

15-2

Adopted 2013-14

Adopted 2014-15

Adopted 2015-16

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00

1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.15 1.00 1.75 1.00 1.00 2.00 1.00 1.00 1.00 2.00 18.90 1.00 1.00 1.00 1.00 1.00 1.00 6.00 1.00 1.00 3.00 2.00 3.00 1.00 1.00 12.00

3 3

4 4 4 4

1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.15 1.00 1.00 0.75 1.00 1.00 2.00 1.00 1.00 1.00 2.00 18.90

1.00 1.00 1.00 1.00 1.00 1.00 6.00

1.00 1.00 3.00 3.00 3.00 1.00 1.00 13.00

1.00 4.00 3.00 3.00 2.00 1.00 14.00

c c

B B B B B

CITY OF BAYTOWN SCHEDULE OF FULL-TIME EQUIVALENT (FTE) BUDGETED POSITIONS Fund Dept. 1080 - Planning & Development Services 101 1080 Director Plan & CD 101 1080 Assistant Director Planning & CD 101 1080 Chief Building Officer/Floodplan Admin 101 1080 Senior Planning Manager 101 1080 Deputy Building Official 101 1080 Senior Plans Examiner 101 1080 Planner II 101 1080 Combination Inspector II/I 101 1080 Building Inspection Specialist 101 1080 Comprehensive Planner 101 1080 Development Services Coordinator 101 1080 Planning Technician 101 1080 Code Enforcement Coordinator 101 1080 Administrative Assistant 101 1080 Code Enforcement Officer Signs 101 1080 Permit Technician II/I Total Planning & Development Services 1140 - Human Resources 101 1140 Director Human Resources/CS 101 1140 Assistant Director Human Resources 101 1140 HR Manager 101 1140 Employee Development Manager 101 1140 Benefits & Wellness Coordinator 101 1140 Human Resources Specialist 101 1140 Human Resources Assistant 101 1140 Administrative Support Specialist Total Human Resources 1170 - City Clerk 101 1170 City Clerk 101 1170 Deputy City Clerk 101 1170 Records Specialist 101 1170 Open Government Specialist 101 1170 Vital Statistics Specialist 101 1170 Administrative Assistant Total City Clerk 1171 - Court of Record 101 1171 Municipal Court Judge 101 1171 Court Administrator 101 1171 City Marshal 101 1171 Deputy Court Coordinator 101 1171 Senior Municipal Court Clerk 101 1171 Municipal Court Clerk Total Court of Record

Adopted 2013-14

Adopted 2014-15

Adopted 2015-16

96 86 84 76 74 69 64 60/56 60 60 54 52 52 50 48 48/44

1.00 0.50 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 19.50

1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 20.00

1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 21.00

96 82 80 79 66 53 44 38

1.00 1.00 1.00 1.00 2.00 1.00 1.00 8.00

92 70 50 50 50 50

1.00 1.00 1.00 1.00 1.00 5.00

1.00 1.00 1.00 1.00 1.00 1.00 6.00

92 70 58 56 52 44

1.00 1.00 2.00 1.00 11.00 16.00

1.00 2.00 1.00 3.00 8.00 15.00

Grade

5 5

6 6

1.00 2.00 1.00 2.00 1.00 1.00 8.00

15-3

C C

D D D

F F

CITY OF BAYTOWN SCHEDULE OF FULL-TIME EQUIVALENT (FTE) BUDGETED POSITIONS Fund Dept. 2000 - Police 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000 101 2000

Adopted 2013-14

Adopted 2014-15

Adopted 2015-16

CSH CSH CSH CSH 100 60 58 56 56 56 54 54 52 50 50 50 48/42 46 44 42 42 38

3.00 8.00 14.00 118.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 14.00 2.00 3.00 3.00 1.00 6.00 193.00

3.00 8.00 15.00 123.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 14.00 2.00 3.00 3.00 1.00 6.00 199.00

3.00 8.00 16.00 122.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 14.00 2.00 3.00 3.00 1.00 6.00 199.00

CSJ CSJ CSJ CSJ CSJ CSJ CSJ NFP NFP 98 62 60 50 50 44

3.00 1.00 5.00 26.00 21.00 63.00 3.00 18.00 1.00 1.00 1.00 2.00 1.00 4.00 150.00

74 60 50/44

1.00 4.00 16.00 21.00

Grade Assistant Police Chief Police Lieutenant Police Sergeant Patrol Officer Police Chief Mechanic Supervisor Jail Supervisor Crime Analyst Records Supervisor Property Room Supervisor Senior Mechanic Facilities Coordinator Police Accounting Analyst Mechanic Administrative Assistant Open Records Specialist Detention Officer/Trainee Property Room Technician Senior Admin Support Specialist Police Records Technician Facilities Assistant Community Service Officer Total Police

2020 - Fire & EMS 101 2020 Assistant Fire Chief 101 2020 Emergency Medical Service (EMS) Coordinator 101 2020 Battalion Chief 101 2020 Fire Lieutenant 101 2020 Fire Equipment Operator 101 2020 Firefighter 101 2020 Certified Medic 101 2020 Non-Fire Paramedic Supervisor 101 2020 Non-Fire Paramedic 101 2020 Fire Chief 101 2020 Fire/EMS Admin Coordinator 101 2020 Mechanic Supervisor 101 2020 Mechanic 101 2020 Administrative Assistant 101 2020 Senior Admin Support Specialist Total Fire & Ems 2025 - Communications 101 2025 Telecommunications Coordinator 101 2025 Telecommunications Supervisor 2025 Telecommunicator/Trainee 101 Total Communications

15-4

8 8 8 8 8 8 8

8 8

4.00 5.00 29.00 21.00 84.00 3.00 1.00 1.00 1.00 2.00 1.00 4.00 156.00 1.00 4.00 18.00 23.00

f f

g g g g g g g

4.00 5.00 29.00 21.00 69.00 16.00 2.00 1.00 1.00 1.00 2.00 1.00 4.00 156.00 1.00 4.00 18.00 23.00

G G

H H H

CITY OF BAYTOWN SCHEDULE OF FULL-TIME EQUIVALENT (FTE) BUDGETED POSITIONS Fund Dept. 2030 - Emergency Management 101 2030 Emergency Mgmt. & Prep Coordinator 101 2030 Deputy Emergency Management Coordinator 101 2030 Administrative Assistant 101 2030 311 Telecomunicator Total Emergency Management 3000 - Public Works Administration 101 3000 Assistant Director Public Works 101 3000 Administrative Assistant 101 3000 Senior Admin Support Specialist Total Public Works Administration 3010 - Streets & Drainage 101 3010 Superintendent 101 3010 Foreman 101 3010 Quality Control Inspector 101 3010 Crew Chief 101 3010 Heavy Equipment Operator II/I 101 3010 Grade Chief 101 3010 Concrete Finisher 101 3010 Equipment Operator 101 3010 Concrete Worker Total Streets & Drainage 3020 - Traffic Control 101 3020 Superintendent 101 3020 Foreman 101 3020 Traffic Signal Technician 101 3020 Senior Traffic Control Worker 101 3020 Traffic Control Worker Total Traffic Control 3030 - Engineering 101 3030 Director Engineering 101 3030 Assistant Director Engineering 101 3030 Senior Project Coordinator 101 3030 Survey/GPS Coordinator 101 3030 Senior Construction Inspector 101 3030 Construction Inspector 101 3030 CAD/GIS Technician 101 3030 Engineering Coordinator 101 3030 Administrative Assistant 101 3030 Survey/GPS Technician Total Engineering 4000 - Public Health 101 4000 Director Health 101 4000 Assistant Director Health 101 4000 Animal Services Coordinator 101 4000 Environmental Health Specialist II/I 101 4000 Neighborhood Protection Coordinator 101 4000 Mosquito Control Coordinator 101 4000 Community Service Coordinator 101 4000 Neighborhood Protection Officer II/I 101 4000 Senior Animal Services Officer

Adopted 2013-14

Adopted 2014-15

Adopted 2015-16

84 74 50 38

1.00 1.00 1.00 2.00 5.00

1.00 1.00 1.00 3.00

84 50 44

1.00 1.00 1.00 3.00

74 61 58 54 50/47 48 48 44 38

1.00 2.00 1.00 5.00 1.00 2.00 7.00 2.00 21.00

1.00 1.00 1.00 2.00 4.00 4.00 3.00 1.00 17.00

74 61 52 46 42

0.50 2.00 3.00 4.00 9.50

96 85 66 60 60 56 56 56 50 46

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 10.00

96 84 66 64/58 64 64 64 57/53 56

1.00 1.00 1.00 3.00 1.00 1.00 4.00 1.00

1.00 1.00 1.00 4.00 1.00 1.00 1.00 4.00 1.00

Grade

0.50 2.00 3.00 4.00 9.50

0.50 1.00 2.00 3.00 4.00 10.50

15-5

I I I I I I I I

J J

K K

CITY OF BAYTOWN SCHEDULE OF FULL-TIME EQUIVALENT (FTE) BUDGETED POSITIONS Fund Dept. 4000 - Public Health (Cont.) 101 4000 Senior Mosquito Control Technician 101 4000 Community Service Supervisor 101 4000 Administrative Assistant 101 4000 Animal Services Officer 101 4000 Senior Admin Support Specialist Total Public Health 5000 - Parks & Recreation 101 5000 Director Parks & Recreation 101 5000 Assistant Director of Parks & Recreation 101 5000 Superintendent of Parks 101 5000 Superintendent of Recreation 101 5000 Recreation Services Manager 101 5000 Parks Project Coordinator 101 5000 Foreman 101 5000 Building Maintenance Supervisor 101 5000 Athletic/Sports Coordinator 101 5000 Recreation Specialist 101 5000 Crewleader 101 5000 Administrative Assistant 101 5000 Heavy Equipment Operator I 101 5000 Facilities Specialist 101 5000 Equipment Operator 101 5000 Construction Worker 101 5000 Groundskeeper 101 5000 Caretaker Total Parks & Recreation 6000 - Sterling Municipal Library 101 6000 City Librarian 101 6000 Assistant City Librarian 101 6000 Lead Librarian II/I 101 6000 Library Technology Coordinator 101 6000 Librarian II/I 101 6000 Library PC Technician 101 6000 Support Services Specialist 101 6000 Circulation Services Supervisor 101 6000 Administrative Assistant 101 6000 Senior Library Technician 101 6000 Assistant Circulation Services Supervisor 101 6000 Senior Customer Service Specialist 101 6000 Customer Service Specialist 101 6000 Library Technician 101 6000 Lead Shelver 101 6000 Custodian Total Sterling Municipal Library Total General Fund 232 - Hotel/Motel Fund 232 1010 Tourism Coordinator 232 1010 Tourism Marketing Specialist Total Hotel/Motel Fund

15-6

Adopted 2013-14

Adopted 2014-15

Adopted 2015-16

55 54 50 48 44

1.00 1.00 7.00 1.00 23.00

1.00 1.00 7.00 1.00 25.00

96 84 74 74 68 67 61 56 53 53 50 50 47 46 44 38 38 35

1.00 1.00 1.00 1.00 3.00 1.00 1.00 2.00 7.00 1.00 8.00 3.00 2.00 1.00 7.00 40.00

1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 8.00 1.00 8.00 1.00 2.00 2.00 1.00 7.00 40.00

1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 9.00 1.00 8.00 1.00 2.00 2.00 1.00 8.00 42.00

92 92 70/66 70 64/58 54 54 54 50 44 44 44 40 37 35 35

1.00 1.00 3.00 1.00 3.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 3.00 1.00 1.00 24.00 592.90

Grade

64 60

1.00 1.00 2.00

12 12

12 12 12 12

1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 2.00 1.00 1.00 23.00 605.40 1.00 1.00 2.00

k k

l l

1.00 3.00 5.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 2.00 1.00 22.00 607.40 1.00 1.00 2.00

K K

L L L L

M M M

M M M M M

CITY OF BAYTOWN SCHEDULE OF FULL-TIME EQUIVALENT (FTE) BUDGETED POSITIONS Fund Dept.

Grade

502 - Aquatics Fund 502 5000 Superintendent of Aquatics 502 5000 Aquatics Operations Coordinator 502 5000 Aquatics Business Coordinator 502 5000 Aquatics Maintenance Coordinator

74 63 63 63 Total Aquatics Fund

1030- Utility Billing & Collections 520 1030 Utility Billing Manager 75 520 1030 Accountant II 67 520 1030 Billing Coordinator 52 520 1030 Billing Analyst 52 520 1030 Collections Manager 52 520 1030 Meter Operations Coordinator 52 520 1030 Administrative Assistant 50 520 1030 Crew Chief 50 520 1030 Senior Collections Representative 46 520 1030 Senior Customer Service Representative 46 520 1030 Meter Technician II/I 42/40 520 1030 Customer Service Representative 42 520 1030 Collections Representative 38 Total Utility Billing & Collections 1190 - General Overhead 520 3040 Project Manager - SCADA 74 520 1090 GIS Coordinator 64 Total General Overhead 3040 - Water Operations 520 3040 Director Public Works/Utilities 98 520 3040 BAWA Superintendent 74 520 3040 Foreman 61 520 3040 BAWA Operations Coordinator 60 520 3040 Quality Control Inspector 58 520 3040 Maintenance Technician - Instrumental & Electronics 58 520 3040 Crew Chief 54 520 3040 Water Plant Operator II/I/Trainee 54/50/40 520 3040 Maintenance Technician - Mechanical 54 520 3040 Chief Laboratory Technician 54 520 3040 Heavy Equipment Operator II/I 50/47 520 3040 Administrative Assistant 50 520 3040 Project Manager - SCADA 74 520 3040 Laboratory Technician 50 520 3040 Concrete Finisher 48 520 3040 Equipment Operator 44 520 3040 Concrete Worker 38 520 3040 Laborer 36 520 3040 Utility Maintenance Technician SBP Total Water Operations

Adopted 2013-14 1.00 1.00 1.00 3.00 1.00 0.85 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 3.00 20.85 1.00 1.00 0.60 1.00 2.00 1.00 1.00 1.00 7.00 2.00 4.00 1.00 1.00 2.00 2.00 1.00 2.00 13.00 41.60

Adopted 2014-15

14 14

15 15

1.00 1.00 1.00 1.00 4.00 1.00 0.85 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 3.00 20.85

Adopted 2015-16 m

1.00 1.00 0.60 1.00 2.00 1.00 1.00 1.00 7.00 2.00 4.00 1.00 1.00 2.00 2.00 1.00 2.00 13.00 41.60

1.00 1.00 1.00 1.00 4.00 1.00 0.85 1.00 1.00 1.00 1.00 1.00 1.00 2.00 4.00 4.00 3.00 20.85

O O

0.50 1.00 1.50

0.60 1.00 1.00 1.00 1.00 1.00 7.00 2.00 1.00 2.00 1.00 0.50 1.00 1.00 1.00 1.00 2.00 12.00 37.10

15-7

Q Q

Q Q Q Q Q

CITY OF BAYTOWN SCHEDULE OF FULL-TIME EQUIVALENT (FTE) BUDGETED POSITIONS Fund Dept.

Grade

3050 - Wastewater Operations 520 3050 Director Public Works/Utilities 98 520 3050 Assistant Director Utilities 84 520 3050 Superintendent 74 520 3050 Foreman 61 520 3050 Wastewater Coordinator 60 520 3050 Maintenance Technician - Instrumental & Electronics 58 520 3050 Pollution Control Coordinator 58 520 3050 Chief Laboratory Technician 54 520 3050 Crew Chief 54 520 3050 Laboratory Technician 50 520 3050 Wastewater Operator III/II/I 54/50/42 520 3050 Wastewater Operator II/I - Lift Station 50/42 520 3050 Administrative Assistant 50 520 3050 Senior Pollution Control Technician 50 520 3050 Pollution Control Technician 46 520 3050 Senior Admin Support Specialist 44 520 3050 Maintenance Technician -Treatment 42 Total Wastewater Operations 3060 - Utility Construction 520 3060 Utility Maintenance Technician SBP 520 3060 Superintendent 74 520 3060 Foreman 61 520 3060 Crew Chief 54 520 3060 Administrative Assistant 50 Total Utility Construction Total Water & Sewer Fund 500 - Sanitation Fund 500 3200 Superintendent 74 500 3200 Foreman 61 500 3200 Crew Chief 54 3200 Heavy Equipment Operator II 50 500 500 3200 Heavy Equipment Operator I 47 500 3200 Equipment Operator 44 500 3200 Laborer 36 Total Sanitation Fund 505 - Storm Water Utility Fund 505 4000 Storm Water Engineer 79 505 4000 Storm Water Coordinator 74 505 4000 Storm Water Specialist 54 505 4000 Mosquito Control Technician 45 Total Storm Water Utility 505 3050 Foreman 61 505 3050 Grade Chief 48 505 3050 Heavy Equipment Operator II/I 50/47 505 3050 Equipment Operator 44 505 3050 Concrete Worker 38 Total Storm Water Maintenance Total Storm Water Utility Fund

15-8

Adopted 2013-14

Adopted 2014-15

0.40 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 20.00 4.00 1.00 2.00 1.00 4.00 43.40

12.00 1.00 1.00 1.00 1.00 16.00 122.85

0.50 1.00 1.00 2.00 2.00 4.00 3.00 13.50

1.00 1.00 1.00 1.00 4.00 4.00

18 18

0.40 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 20.00 4.00 1.00 2.00 1.00 4.00 43.40

Adopted 2015-16 p

12.00 1.00 1.00 1.00 1.00 16.00 122.85 0.50 1.00 1.00 2.00 2.00 4.00 3.00 13.50 1.00 1.00 1.00 1.00 4.00 4.00

0.40 1.00 1.00 5.00 1.00 1.00 1.00 1.00 20.00 3.00 1.00 1.00 2.00 1.00 4.00 43.40

15.00 1.00 1.00 1.00 18.00 120.85

0.50 1.00 1.00 2.00 2.00 4.00 3.00 13.50 1.00 1.00 1.00 1.00 4.00 1.00 2.00 4.00 4.00 1.00 12.00 16.00

R R R R

R R

U U U U U

CITY OF BAYTOWN SCHEDULE OF FULL-TIME EQUIVALENT (FTE) BUDGETED POSITIONS Fund Dept.

Adopted 2013-14

Adopted 2014-15

Adopted 2015-16

66 60 54 50 40

1.00 1.00 1.00 4.00 1.00 8.00

1.00 1.00 1.00 5.00 8.00

53 42 38

1.00 1.00 2.00 4.00 12.00

1.00 1.00 2.00

1.00 14.00 15.00

1.00 1.00 2.00

Grade

Central Services: 550 - Garage Fund 550 7010 Equipment Services Coordinator 550 7010 Mechanic Supervisor 550 7010 Senior Mechanic 550 7010 Mechanic 550 7010 Mechanic Helper Total Garage Fund 552 - Warehouse Fund 552 7010 Warehouse Manager 552 7010 Warehouse Assistant 552 7010 Warehouse Helper Total Warehouse Fund Total Central Services

201 - Municipal Court Special Revenue Fund 201 1171 Bailiff 56 1.00 201 1171 Juvenile Case Manager 54 1.00 Total Municipal Court Special Revenue Fund 2.00 206 - Crime Control and Prevention District (CCPD) Fund 206 2000 Police Sergeant CSH 1.00 206 2000 Patrol Officer CSH 14.00 15.00 Total CCPD Fund 207 - Fire Control, Prevention & Emergency Medical Services District (FCPEMSD) Fund 207 2020 Fire Lieutenant CSJ 1.00 207 2020 Firefighter CSJ 1.00 207 2020 Senior Admin Support Specialist 44 2.00 Total FCPEMSD Fund 211 - Street Maintenance Fund 211 3010 Crew Chief 54 211 3010 Heavy Equipment Operator II/I 50/47 211 3010 Equipment Operator 44 Total Street Maintenance Fund 215 - Municipal Development District (MDD) Fund 215 5000 Crewleader 50 1.00 215 5000 Caretaker 35 1.00 Total Parks & Recreation 2.00 215 4000 Community Service Supervisor 54 1.00 Total Public Health 1.00 Total MDD Fund 3.00 226 - Miscellaneous Police Fund 226 2000 Patrol Officer CSH 2.00 226 2000 Domestic Violence Coordinator 62 1.00 226 2000 Domestic Violence Caseworker 54 1.00 Total Miscellaneous Police Fund 4.00 241 - High Intensity Drug Trafficking Area (HIDTA) Fund 241 1030 Accountant I 61 0.25 Total HIDTA Fund 0.25

r r

1.00 2.00 2.00 5.00

1.00 1.00 2.00 1.00 1.00 3.00

2.00 1.00 1.00 4.00

0.25 0.25

15-9

V V V

W W W

CITY OF BAYTOWN SCHEDULE OF FULL-TIME EQUIVALENT (FTE) BUDGETED POSITIONS Fund Dept. 270 - Community Development Block Grant (CDBG) Fund 270 1080 Assistant Director Planning & CD 270 1080 Senior Program Manager 270 1080 Demo/Housing Inspector 270 1080 Property Specialist 270 1080 Community Development Technician Total CDBG Fund 296 - Baytown Nature Center (BNC) Fund 296 5000 BNC Naturalist Total Baytown Nature Center Fund 298 - Wetlands Education & Recreation Center Fund 298 5000 Superintendent of Natural Resources 298 5000 Education Specialist Total Wetlands Education & Recreation Center Fund 351 - General Capital Improvement Fund (CIPF) 351 3030 Traffic Engineer 351 3030 Civil Design Engineer 351 3030 Construction Inspector Total General CIPF Fund 527 - Utility Capital Improvement Fund (CIPF) 527 3030 Civil Design Engineer/Engineer In Training (EIT) Total Utility CIPF Fund 561 - Workers' Compensation Fund 561 1140 Risk & Safety Manager Total Worker's Compensation Fund

15-10

Grade

Adopted 2013-14

Adopted 2014-15

96 76 60 52 52

0.50 1.00 1.00 1.00 1.00 4.50

1.00 1.00

74 52

1.00 1.00 2.00

80 70 56

1.00 1.00 1.00 3.00

76/70

1.00 1.00

789.00

802.00

1.00 1.00 1.00 1.00 4.00

Adopted 2015-16 u

1.00 1.00

1.00 1.00 1.00 1.00 4.00

1.00 1.00 1.00 3.00 2.00 2.00

1.00 1.00 817.00

CITY OF BAYTOWN ENDNOTES FOR 2013-14 PERSONNEL CHANGES Ref # Department 101 - General Fund 1 General Administration 2 Fiscal Operations

3 4

Legal Services Information Technology Svs.

Planning & Development Services

6 7

Human Resources Police

Fire & EMS

9 10

Public Works Admin Traffic Control

11 12

Parks & Recreations Library

232 - Hotel/Motel Fund 13 Promotional 502 - Aquatics Fund 14 Aquatics 520 - Water and Sewer Fund 15 Utility Billing

16 17

Description of Change ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

Positions

Position title change. Accountant II is funded 15% in General Fund and 85% in Water and Sewer Fund. One Accountant I is funded 75% by General Fund and 25% HIDTA. Reorganization in Department. Position title change. Position title change. Reorganization in Department. The Asst. Director Planning/Development Services is now funded 50% by General Fund and 50% by CDBG Fund. Position title change. One Combination Inspector II added. Position title change. Six Patrol Officers added. Position title change. One Property Room Technician added. Emergency Medical Services merged in to Fire Department during FY2013. Three Firefighters added. Position title change. Upgraded two part-time Administrative Assistants to full-time. Reorganization in Department. Reorganization in Department. Superintendent of Traffic Control/Solid Waste/Rest is funded by 50% General Fund and 50% by Sanitation Fund. Position title change. Position title change. Upgraded one Librarian II to Lead Librarian I. Reorganization in Department.

1 6 1 3 2

● One Tourism Marketing Specialist added.

● One Aquatics Maintenance Manager added. ● Reorganization in Department.

General Overhead Water Operations

● ● ● ● ●

Wastewater Operations

● ● ● ● ● ●

Utility Construction

● Reorganization in Department. ● Skilled Based Pay (SBP) ● Skilled Based Pay (SBP)

Accountant II is funded 15% in General Fund and 85% in Water and Sewer Fund. Upgraded part-time Administrative Assistant to full-time. Position title change. One GIS Coordinator added. Director of Public Works/Utilities is funded 40% in the Water Operations Department and 60% in the Wastewater Operations Department in Water & Sewer Fund. Position title change. One Maintenance Technician added (BAWA). Reorganization in Department. One Water Plant Operator I added (BAWA). Skilled Based Pay (SBP) Director of Public Works/Utilities is funded 40% in the Water Operations Department and 60% in the Wastewater Operations Department in Water & Sewer Fund.

15-11

1 1

CITY OF BAYTOWN ENDNOTES FOR 2013-14 PERSONNEL CHANGES Ref # Department 500 - Sanitation Fund 20 Sanitation

Description of Change

● Superintendent of Traffic Control/Solid Waste/Rest is funded by 50% General Fund and 50% by Sanitation Fund. ● One Laborer added. 215 - Municipal Development District (MDD) Fund 21 MDD ● One Community Service Supervisor added. 241 - High Intensity Drug Trafficking Area (HIDTA) 22 HIDTA ● Accountant I is funded 75% by General Fund and 25% HIDTA. 270 - Community Development Block Grant (CDBG) Fund 23 CDBG ● The Asst. Director Planning/Development Services is now funded 50% by General Fund and 50% by CDBG Fund. ● Position title change. 527 - Capital Improvement Program - Sewer Fund 24 W & S CIPF ● One Civil Design Engineer added.

15-12

Positions

1 1

1 22

CITY OF BAYTOWN ENDNOTES FOR 2014-15 PERSONNEL CHANGES Ref # Department 101 - General Fund a General Administration b Fiscal Operations

Information Technology Svs.

Planning & Development Services

e f

Human Resources Police

Fire & EMS

h i

Communications Emergency Management

Traffic Control

k l

Parks & Recreations Library

502 - Aquatics Fund m Aquatics 520 - Water and Sewer Fund n Utility Billing o Water Operations

Wastewater Operations

Description of Change ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

Positions

Reorganization/Title Change in Department. Accountant II is funded 15% in General Fund and 85% in Water and Sewer Fund. Reorganization/Title Change in Department. One Accountant I is funded 75% by General Fund and 25% HIDTA. Reorganization/Position transfer from Library Department. Reorganization/Title Change in Department. The Assistant Director Planning & Development Services is now funded 100% in General Fund. Reorganization/Title Change in Department. Reorganization/Title Change in Department. Five Patrol Officers added. One Sergeant added. Six Firefighters added. Reorganization/Title Changes in Department related to EMS/Fire merger. Reorganization/Positions transferred from Emergency Management Department. Reorganization/Position Title Change in Department. Reorganization/Position transferred from Emergency Management Department. Superintendent of Traffic Control/Solid Waste/Rest is funded by 50% General Fund and 50% by Sanitation Fund. Reorganization/Title Change in Department. Reorganization/Position transfer to ITS Department. Reorganization/Title Change in Department.

● One Aquatics Manager added. ● Reorganization/Title Change in Department.

5 1 6

● Accountant II is funded 15% in General Fund and 85% in Water and Sewer Fund. ● Director of Public Works/Utilities is funded 40% in the Water Operations Department and 60% in the Wastewater Operations Department in Water & Sewer Fund. ● Reorganization/Position Title Change in Department. ● Skilled Based Pay (SBP) ● Director of Public Works/Utilities is funded 40% in the Water Operations Department and 60% in the Wastewater Operations Department in Water & Sewer Fund.

500 - Sanitation Fund q Sanitation

● Superintendent of Traffic Control/Solid Waste is funded by 50% General Fund and 50% by Sanitation Fund. 207 - Fire Control, Prevention and Emergency Medical Services District (FCPEMSD) s FCPEMSD ● Reprogrammed Firefighter position to fund Administrative position. 241 - High Intensity Drug Trafficking Area (HIDTA) t HIDTA ● Accountant I is funded 75% by General Fund and 25% HIDTA. 270 - Community Development Block Grant (CDBG) Fund u CDBG ● The Asst. Director Planning & Dev. Services is now funded 100% in General Fund. 351 - Capital Improvement Program Fund v CIPF ● Reorganization/Position Title Change in Department. 561 - Workers Compensation Fund w Workers Compensation Fund ● Reorganization/Position Title Change in Department. 13

15-13

CITY OF BAYTOWN ENDNOTES FOR 2015-16 PERSONNEL CHANGES Ref # Department 101 - General Fund A Fiscal Operations B

Information Technology Svs.

C D E F G H I

Planning & Dev. Svs. Human Resources City Clerk Court of Record Police Fire & EMS Streets & Drainage

Traffic Control

Public Health

Parks & Recreations

Library

502 - Aquatics Fund N Aquatics 520 - Water and Sewer Fund O Utility Billing P

General Overhead

Water Operations

Wastewater Operations

Utility Construction

500 - Sanitation Fund T Sanitation 505 - Storm Water Utility Fund U Storm Water Utility

15-14

Description of Change ● Accountant II is funded 15% in General Fund and 85% in Water & Sewer Fund. ● One Accountant I is funded 75% by General Fund and 25% HIDTA. ● Reprogrammed one Assistant Director position to fund one Network System Administrator I and one Computer User Support Specialist I ● One Planning Technician added. ● Reorganization/Title Change in Department. ● Reorganization in Department. ● Reorganization in Department. ● Reorganization in Department. ● Reorganization/Title Changes in Department related to EMS/Fire merger. ● Reorganization in Department. ● One Crew Chief added. ● One Concrete Finisher added. ● Superintendent of Traffic Control/Solid Waste/Rest is funded by 50% General Fund and 50% by Sanitation Fund. ● Reorganization in Department. ● One Environmental Health Specialist II added. ● Reorganization/Position transfers from MDD Fund to Public Health. ● Reorganization/Title Change in Department. ● Reorganization/Position transfers from MDD Fund to Parks & Recreation. ● Reorganization in Department. ● Reduced (1) Customer Service Specialist position.

Positions

1 1

-1

● Reorganization/Title Change in Department. ● Accountant II is funded 15% in General Fund and 85% in Water & Sewer Fund. ● Reorganization in Department. ● One Project Manager - SCADA funded by 50% General Overhead and 50% Water Operations. ● Director of Public Works/Utilities is funded 40% in the Water Operations Department and 60% in the Wastewater Operations Department in Water & Sewer Fund. ● One Chief Laboratory Technician added. ● One Project Manager - SCADA funded by 50% General Overhead and 50% Water Operations. ● Reorganization in Department. ● Skilled Based Pay (SBP) ● Director of Public Works/Utilities is funded 40% in the Water Operations Department and 60% in the Wastewater Operations Department in Water & Sewer Fund. ● Reorganization in Department. ● Two Utility Maintenance Technicians (UMT) added. ● Reorganization in Department.

0.50

1 0.50

● Superintendent of Traffic Control/Solid Waste/Rest is funded by 50% General Fund and 50% by Sanitation Fund. ● One Grade Chief added. ● One Heavy Equipment Operator II added. ● Reorganization in Department/Storm Water Maintenance Division created.

1 1

CITY OF BAYTOWN ENDNOTES FOR 2015-16 PERSONNEL CHANGES Ref # Department 211 - Street Maintenance Fund V Street Maintenance

Description of Change

Positions

● One Crew Chief added. ● One Heavy Equipment Operator II added. ● Two Equipment Operators added. ● Reorganization in Department/Storm Water Maintenance Division created. 215 - Municipal Development District (MDD) Fund W MDD ● Reorganization/Position transfers from MDD Fund to General Fund. 241 - High Intensity Drug Trafficking Area (HIDTA) X HIDTA ● Accountant I is funded 75% by General Fund and 25% HIDTA. 527 - Utility Capital Improvement Fund (CIPF) Y CIPF ● Reprogrammed Part Time position into Full Time Engineer In Training position.

15-15

1 1 2

1 15

CITY OF BAYTOWN Grade Structure Effective January 1, 2016 - September 30, 2016 GRADE 120 119 118 117 116 115 114 113 112 111 110 109 108 107 106 105 104 103 102 101 100 99 98 97 96 95 94 93 92 91 90 89 88 87 86 85 84 83 82 81 80 79 78 77 76 75 74 73 72 71 70 69 68

MIN $

179,005 174,639 170,380 166,224 162,170 158,215 154,356 150,591 146,918 143,335 139,839 136,428 133,101 129,854 126,687 123,597 120,583 117,642 114,772 111,973 109,242 106,577 103,978 101,442 98,968 96,554 94,199 91,901 89,660 87,473 85,340 83,258 81,227 79,246 77,313 75,428 73,588 71,793 70,042 68,334 66,667 65,041 63,455 61,907 60,397 58,924 57,487 56,085 54,717 53,382 52,080 50,810 49,571

MID $

223,757 218,299 212,975 207,780 202,713 197,768 192,945 188,239 183,648 179,168 174,798 170,535 166,376 162,318 158,359 154,496 150,728 147,052 143,465 139,966 136,552 133,222 129,972 126,802 123,710 120,692 117,749 114,877 112,075 109,341 106,674 104,073 101,534 99,058 96,642 94,285 91,985 89,741 87,553 85,417 83,334 81,301 79,318 77,384 75,496 73,655 71,859 70,106 68,396 66,728 65,100 63,513 61,963

MAX $

268,508 261,959 255,570 249,337 243,255 237,322 231,534 225,887 220,377 215,002 209,758 204,642 199,651 194,781 190,031 185,396 180,874 176,462 172,158 167,959 163,863 159,866 155,967 152,163 148,452 144,831 141,298 137,852 134,490 131,210 128,009 124,887 121,841 118,869 115,970 113,142 110,382 107,690 105,063 102,501 100,001 97,562 95,182 92,861 90,596 88,386 86,230 84,127 82,075 80,073 78,120 76,215 74,356

GRADE 67 66 65 64 63 62 61 60 59 58 57 56 55 54 53 52 51 50 49 48 47 46 45 44 43 42 41 40 39 38 37 36 35 34 33 32 31 30 29 28 27 26 25 24 23 22 21 20 19 18 17

MIN $

48,362 47,182 46,031 44,909 43,813 42,745 41,702 40,685 39,693 38,725 37,780 36,859 35,960 35,083 34,227 33,392 34,614 33,770 32,946 32,142 31,358 30,594 29,847 29,119 28,409 27,716 27,040 26,381 25,737 25,110 24,497 23,900 23,317 22,748 22,193 21,652 21,124 20,609 20,106 19,797 19,314 18,843 18,384 17,935 17,498 17,071 16,655 16,249 15,852 15,466 15,088

MID $

60,452 58,978 57,539 56,136 54,767 53,431 52,128 50,856 49,616 48,406 47,225 46,073 44,950 43,853 42,784 41,740 40,722 39,729 38,760 37,814 36,892 35,992 35,114 34,258 33,422 32,607 31,812 31,036 30,279 29,541 28,820 28,117 27,431 26,762 26,110 25,473 24,851 24,245 23,654 23,291 22,723 22,169 21,628 21,100 20,586 20,084 19,594 19,116 18,650 18,195 17,751

MAX $

72,543 70,773 69,047 67,363 65,720 64,117 62,553 61,028 59,539 58,087 56,670 55,288 53,939 52,624 51,340 50,088 46,830 45,688 44,574 43,487 42,426 41,391 40,382 39,397 38,436 37,498 36,584 35,692 34,821 33,972 33,143 32,335 31,546 30,777 30,026 29,294 28,579 27,882 27,202 26,784 26,131 25,494 24,872 24,265 23,674 23,096 22,533 21,983 21,447 20,924 20,414

* Grades 17-51: minimum is calculated using 85% of midpoint. Maximum is calculated using 115% of midpoint. * Grades 52-120: minimum is calculated using 80% of midpoint. Maximum is calculated using 120% of midpoint.

15-16

City of Baytown Certificate Pay Schedule Public Works Ground Water Treatment B Ground Water Treatment C

Monthly $90.00 $60.00

Surface Water Treatment A Surface Water Treatment B Surface Water Treatment C

$120.00 $90.00 $60.00

Tool Allowance

Mechanics Mechanic Helper

$75.00 $37.50

Water Distribution C

Monthly $60

Wastewater Treatment B Wastewater Treatment C

$90 $60

Wastewater Collection III Wastewater Collection II

$90 $60

CDL - DOT Hazmat Endorsement

$30

Police Intermediate Advanced Master FTO Pay Clothing Allowance

$92.08 $157.08 $212.33 $100.00 Office assignments

$600/yr.

Fire Intermediate Advanced Master

$83.33 $133.33 $190.00

Clothing Allowance Chief & Asst. Chief Investigators HazMat Cert Pay HazMat Assignment

$600.00/yr. $600.00/yr. $50.00 $75.00

Assignment Pay Assistant Chief Lieutenant Battalion Chief EMT FTO Pay EMT-Basic Assignment Pay EMT-Intermediate Assignment Pay Paramedic Assignment Pay

$100.00 $300.00 $300.00 $50.00 $100.00 $200.00 $400.00

Communications Intermediate Advanced

$50.00 $75.00

Emergency Response Bilingual Incentive Pay - Emergency Response (Fire, Police, EMS) Bilingual Incentive Pay - Court Interpreter

$50.00 $100.00

15-17

City of Baytown Fire Salary Schedule Effective January 1, 2016

Annual Salary Academy Trainee Probationary Fire Fighter Fire Fighter Paramedic Years in Rank 1 2 3 4 5 6 7

On Shift

$ 54,783

80 Hours $ 26.338

$ 54,783

$ 20.381

$ 26.338

Annual Salary

On Shift

80 Hours

$ $ $ $ $ $ $

56,429 58,120 59,865 61,663 63,510 65,418 67,377

Annual Salary Range

20.993 21.622 22.271 22.940 23.627 24.337 25.066

$ $ $ $ $ $ $

Non-Fire Paramedic* $36,142 - $59,837

27.129 27.942 28.781 29.646 30.534 31.451 32.393

Equipment Operator Tier

Years in Rank

Annual Salary

On Shift

80 Hours

1 2

0-6 mos 6 mos+

$ 70,751 $ 74,996

$ 26.321 $ 27.900

$ 34.015 $ 36.056

Tier

Years in Rank

Annual Salary

On Shift

80 Hours

1 2

0 1+

$ 81,115 $ 85,171

$ 30.177 $ 31.686

$ 38.998 $ 40.948

Tier

Years in Rank

Annual Salary

On Shift

80 Hours

1 2

0 1+

$ 93,899 $ 98,597

$ 34.933 $ 36.680

$ 45.144 $ 47.402

Tier

Years in Rank

Annual Salary

On Shift

80 Hours

1 2

0 1+

$ 105,416 $ 110,687

$ 39.217 $ 41.178

$ 50.681 $ 53.215

Lieutenant

Battalion Chief

Assistant Chief

After completion of probationary period, Fire Fighter will move to Tier 1. Thereafter, Fire Fighter will move to next tier on their anniversary of completion of probation. Annual salary does not include longevity or seniority pay and nothing in the annual salary column shall move with the employee when he/she steps up pursuant to 143.038(b). *Non-Fire Paramedic will move to the Fire Fighter rank scale once the Fire Certification has been obtained.

15-18

City of Baytown Police Salary Schedule Effective January 1, 2016

Police Officer Years in rank Probationary 1 2 3 4 5 6 7 8 9+

Annual Salary 2015 $ $ $ $ $ $ $ $ $ $

55,120 56,774 58,477 60,232 62,340 64,521 66,779 69,450 72,228 75,118

Hourly $ $ $ $ $ $ $ $ $ $

26.50 27.30 28.11 28.96 29.97 31.02 32.11 33.39 34.73 36.11

Sergeant Tier

Years in rank

1 2 3

0-2 3-4 5+

Annual Salary 2015 $ $ $

78,725 81,480 84,332

Hourly $ 37.85 $ 39.17 $ 40.54

Lieutenant Annual Salary 2015

Tier

Years in rank

1 2 3

0-2 3-4 5+

Tier

Years in rank

Annual Salary 2015

Hourly

1 2 3

0-2 3-4 5+

$ 99,459 $ 100,816 $ 110,257

$ 47.82 $ 48.47 $ 53.01

$ $ $

87,443 91,083 94,723

Hourly $ 42.04 $ 43.79 $ 45.54

Assistant Chief

15-19

FY 2016 SKILL BASED PAY SALARY STRUCTURE Water Distribution and Utility Construction Utility Maintenance Technicians EFFECTIVE DECEMBER 29, 2014 Exp. Class On Job Code 0-6 Entry months 6-12 I months 12-18 II months 18-24 III months 2+ IV years NEW JOB 3+ V years 4+ VI years NEW JOB 5+ VII years 6+ VIII years

15-20

Occupational Job Families and Job Class Utility Maintenance Technician Utility Maintenance Technician Utility Maintenance Technician Utility Maintenance Technician Utility Maintenance Technician DESCRIPTION: Certified Utility Maintenance Technician Certified Utility Maintenance Technician DESCRIPTION: Master Certified Utility Maintenance Technician Master Certified Utility Maintenance Technician

$ per. hour $12.96

Skill Based Top Out/Max. $12.96

$13.53

$14.19

$14.88

$15.61

$16.47

$17.27

$19.03

$20.29

$25.04/hr.

15-19

STATISTICAL SECTION The Statistical Section, lifted from the CAFR, presents multi-year data for expenditures, revenues, property tax levies and collections, property tax rates and valuations for overlapping governments, ratios of bonded debt, legal debt margin, overlapping debt, ratio of debt service to general expenditures, revenue bond coverage, property value/construction, principal taxpayers and miscellaneous statistics.

16-1

CITY OF BAYTOWN, TEXAS NET POSITION BY COMPONENT Last Ten Fiscal Years (Accrual Basis of Accounting)

2005 Governmental Activities Net investment in capital assets Restricted Unrestricted Total Governmental Activities Net Position

2007

2006

34,834,842 17,520,023 12,646,578 65,001,443

38,228,537 18,434,239 14,618,386 71,281,162

94,019,731 29,965,325 17,911,070 141,896,126

2008 $

94,051,443 41,741,277 14,311,352 150,104,072

Business-Type Activities Net investment in capital assets Restricted Umestricted Total Business-Type Activities Net Position

56,021,699 5,026,131 5,548,575 66,596,405

59,327,695 6,104,941 7,852,815 73,285,451

61,231,067 6,681,082 . 14,139,670 82,051,819

71,163,579 6,375,954 17,860,378 95,399,911

Primary Government Net investment in capital assets Restricted Unrestricted Total Primary Government Net Position

90,856,541 22,546,154 18,195,153 131,597,848

97,556,232 24,539,180 22,471,201 144,566,613

155,250,798 36,646,407 32,050,740 223,947,945

165,215,022 48,117,231 32,171,730 245,503,983

16-2

120

2009 $

119,146,529 29,680,983 (3,124,300) 145,703,212

2010 $

128,029,500 22,354,718 (5,377,969) 145,006,249

2012

2011 $

101,431,576 15,805,828 (2,797,904) 114,439,500

103,140,238 15,805,828 (1,993,410) 116,952,656

2013 $

108,585,824 32,167,392 (20,474,460) 120,278,756

2014 $

105,468,075 35,688,185 (26,434,814) 114,721,446

76,775,912 6,461,098 18,406,182 101,643,192

81,095,248 7,584,718 17,058,527 105,738,493

111,514,790 5,405,286 20,394,613 137,314,689

133,432,737 5,023,851 20,790,018 159,246,606

136,434,868 5,364,616 18,736,201 160,535,685

152,339,260 5,873,007 18,371,116 176,583,383

195,922,441 36,142,081 15,281,882 247,346,404

209,124,748 29,939,436 11,680,558 250,744,742

212,946,366 21,211,114 17,596,709 251,754,189

236,572,975 20,829,679 18,796,608 276,199,262

245,020,692 37,532,008 (1,738,259) 280,814,441

257,807,335 41,561,192 (8,063,698) 291,304,829

16-3

121

CITY OF BAYTOWN, TEXAS CHANGES IN NET POSITION Last Ten Fiscal Years (Accrual Basis of Accounting)

Business-type activities: Water and sewer Sanitation Bayland Island development Aquatics Storm water utility Total Business-Type Activities Expenses Total Primary Government Expenses Program Revenues Govenunental activities: Charges for services: General government Public safety Public works Public health Parks, recreation, and culture Operating grants and contributions Capital grants and contributions Total Governmental Activities Program Revenues

Business-type activities: Charges for services: Water and sewer Sanitation Bayland Island development Aquatics Storm water Operating grants and contributions Capital grants and contributions Total Business-Type Activities Program Revenues Total Primary Government Program Revenues Net (Expense)/Revenue Governmental activities Business-type activities Total Primary Government Net Expense

11,605,263 30,051,431 5,071,236 1,122,097 6,748,098 3,493,575 58,091,700

2007

2006

2005 Expenses Goverru11ental activities: General government Public safety Public works Public health Parks, recreation, and culture Interest and fiscal agent fees on long-term debt Total Governmental Activities Expenses

12,333,914 30,375,261 7,471,263 1,125,234 6,671,924 2,974,959 60,952,555

10,563,503 28,649,012 5,950,837 1,202,475 6,341,240 2,905,717 55,612,784

2008

21,327,943 29,838,903 6,538,034 1,806,566 6,791,904 2,813,437 69,116,787

17,408,005 2,773,726 69,662

18,187,507 2,876,730 60,770

19,746,886 3,274,139 65,858

22,144,119 3,596,913 60,105

106,055 20,357,448 78,449,148

141,122 21,266,129 82,218,684

197,558 23,284,441 78,897,225

199,677 26,000,814 95,117,601

88,874 3,206,990 601,465 177,502 209,187 5,605,951 3,639,831

121,468 2,899,453 866,055 405,424 278,666 5,904,790 1,434,147

132,747 3,168,682 946,473 443,070 304,541 2,360,977 109,215

156,740 3,741,394 1,117,539 523,151 359,585 8,556,359 4,252,180

13,529,800

11,910,003

7,465,705

18,706,948

21,355,121 3,144,372 42,660

23,042,411 2,994,578 41,154

24,119,344 3,182,861 44,166

26,500,708 3,320,233 49,499

376,321

477,563

1,415,066 26,333,540 39,863,340

1,183,218 27,738,924 39,648,927

505,372 21,847 1,749,002 29,622,592 37,088,297

509,091 4,241 2,623,031 33,006,803 51,713,751

(44,561 ,900) 5,976,092 (38,585,808)

(49,042,552) 6,472,795 (42,569,757)

(48,147,079) 6,338,151 (41 ,808,928)

(50,409,839) 7,005,989 (43,403 ,850)

16-4

122

2009

34,694,738 35,863,793 7,248,788 2,461,251 7,781,634 3,243,597 91,293,801

2010

23,768,225 38,294,806 8,982,131 2,730,527 8,588,907 2,888,909 85,253,505

2012

28,893,005 4,340,682 84,280

380,125 29,767,029 $ 121,060,830

463,602 33,781,569 $ 118,574,183

29,453,795 4,400,433 96,401 1,504,850 410,723 35,866,202 $ 121,119,707

30,344,693 4,396,725 146,375 2,051,620 467,170 37,406,583 $ 123,089,948

31,539,964 4,685,496 208,078 2,245,949 436,934 39,116,421 $ 124,265,154

32,762,226 4,742,268 200,308 2,917,055 448,681 41,070,538 $ 132,842,363

162,242 3,872,740 1,156,772 541,518 372,209 17,002,961 1,537,175

22,049,401 39,297,052 8,881,876 2,431,619 8,739,612 3,749,173 85,148,733

25,510,584 3,832,013 44,307

151,742 3,622,132 1,081,917 506,476 348,123 8,451,134 53,643

23,539,249 38,976,626 8,522,846 2,465,254 8,949,422 3,229,968 85,683,365

2014

145,936 3,483,521 1,040,514 487,094 334,801 9,181,350

2013

22,893,640 38,814,830 8,605,802 2,894,089 8,689,530 2,894,723 84,792,614

137,321 3,277,872 979,087 458,338 315,036 13,202,642 233,993

2011

159,520 3,807,788 1' 137,3 71 532,436 365,967 7,903,949 73,000

22,600,531 44,295,623 8,869,974 2,554,462 9,339,424 4,111,811 91,771,825

183,147 4,371,773 1,305,831 611,297 420,172 8,007,514

18,604,289

14,673,216

14,215,167

24,645,617

13,980,032

14,899,734

29,054,280 3,396,485 4,509

32,602,743 3,767,543 3,005

506,359 125,683 1,120,920 34,208,236 52,812,525

511,404

36,025,403 4,546,742 17,302 1,725,900 641,826

35,400,103 4,678,089 7,716 1,796,262 1,174,477 2,531,225

34,022,544 4,589,026 16,327 2,056,711 1,217,580

35,990,349 4,618,491 49,086 2,903,853 1,226,741

839,464 37,724,159 52,397,375

4,834,355 47,791,528 62,006,695

45,587,872 70,233,489

2,241,040 44,143,228 58,123,260

4,517,598 49,306,118 64,205,852

(70,119,398) 3,942,590 ( 66,17 6,808)

(71,038,338) 11,925,326 (59,113,012)

(61,037,748) 8,181,289 (52,856,459)

(71, 168,701) 5,026,807 (66,141,894)

(76,872,091) 8,235,580 (68,636,511)

(72,689,512) 4,441,207 $ (68,248,305)

16-5

123

CITY OF BAYTOWN, TEXAS CHANGES IN NET POSITION (Continued) Last Ten Fiscal Years (Accrual Basis of Accounting)

General Revenues and Other Changes in Net Position Governmental activities: Taxes: Property taxes Sales and hotel/motel taxes Franchise taxes Industrial district payments Investment earnings Miscellaneous income Transfers, net Total Governmental Activities

Business-type activities: Investment earnings Miscellaneous Transfers, net Total Business-Type Activities Total Primary Government Changes in Net Position Governmental activities Business-type activities Total Primary Government Changes in Net Position

15,344,175 9,724,993 3,196,447 16,870,355 1,581,491 2,720,882 1,519,299 50,957,642

2007

2006

2005

16,065,176 10,439,285 4,227,213 17,275,592 2,659,933 2,366,908 2,288,164 55,322,271

16,976,846 14,011,632 3,846,484 18,400,449 3,103,114 1,401,417 2,497,957 60,237,899

2008

18,447,192 14,659,564 3,911,211 19,241,209 2,321,652 1,677,695 2,498,087 62,756,610

910,808 63,944 (1 ,519 ,299) (544,547) 50,413,095

2,185,441 318,974 (2,288,164) 216,251 55,538,522

3,696,015 1,230,159 (2,497 ,957) 2,428,217 62,666,116

2,702,036 2,377,028 (2,498,087) 2,580,977 65,337,587

6,395,742 5,431,545

6,279,719 6,689,046

12,090,820 8,766,368

12,346,771 9,586,966

11,827,287

16-6 124

12,968,765

20,857,188

21,933,737

2010

2009

20,864,156 16,185,851 4,265,055 21,129,127 962,771 2,481,973 2,399,719 68,288,652

20,531,721 14,948,919 3,485,310 23,026,843 434,687 1,978,083 2,902,580 67,308,143

2012

2011

18,470,910 15,576,815 3,994,547 25,496,842 431,038 2,472,446 (16,088,839) 50,353,759

20,121,463 17,343,951 3,800,997 27,403,488 238,038 1,496,293 (16, 735,496) 53,668,734

2013

21,128,244 18,558,609 3,825,432 28,339,356 628,564 1,777,705 2,750,047 77,007,957

2014

21,788,376 20,494,629 4,053,895 29,379,711 699,761 2,469,911 (7,571,502) 71,314,781

870,575 3,331,218 (2,399,719) 1,802,074 70,090,726

339,306 2,948,592 (2,902,580) 385,318 67,693,461

422,355

154,808

16,088,839 16,511,194 66,864,953

16,735,496 16,890,304 70,559,038

(2,750,047) (2,484,955) 74,523,002

7,571,502 7,812,118 79,126,899

(4,400,860) 6,243,281

(2,811,255) 4,327,908

(20,684,579) 28,436,520

(7,369,014) 25,071,593

5,839,256 2,541,852

(5,557,310) 16,047,698

1,842,421

1,516,653

7,751,941

17,702,579

265,092

8,381,108

240,616

10,490,388

16-7

125

CITY OF BAYTOWN, TEXAS TAX REVENUES BY SOURCE, GOVERNMENTAL ACTIVITIES Last Ten Fiscal Years (Accrual Basis of Accounting)

2005

Function Property taxes Sales and hotel/motel taxes Franchise taxes Industrial in-lieu-of-taxes

Total

2007

2006

15,344,175 9,724,993 3,196,447 16,870,355 45,135,970

16-8

126

16,065,176 10,439,285 4,227,213 17,275,592 48,007,266

16,976,846 14,011,632 3,846,484 18,400,449 53,235,411

2008 $

18,447,192 14,659,564 3,911 ,211 19,241,209 56,259,176

2009 20,864,156 16,185,851 4,265,055 21,129,127 62,444,189

2010 20,531,721 14,948,919 3,485,310 23,026,843 61,992,793

2011 18,470,910 15,576,815 3,994,547 25,496,842 63,539,114

2012 20,121,463 17,343,951 3,800,997 27,403,488 68,669,899

2013 21,128,244 18,558,609 3,825,432 28,339,356 71,851,641

2014 $

21,788,376 20,494,629 4,053,895 29,379,711 75,716,611

16-9

127

CITY OF BAYTOWN, TEXAS FUND BALANCES, GOVERNMENTAL FUNDS Last Ten Fiscal Years (Modified Accrual Basis of Accounting)

2005 General fund: Nonspendable Unassigned Total General Fund

All Other Governmental Funds: Nonspendable and restricted Unassigned, repmied in special revenue funds Total All Other Governmental Funds

4,641 15,843,577 15,848,218

32,467,767

33,625,388

42,919,171

32,467,767

33,625,388

42,919,171

33,518,414

16-10

128

2008

14,017 19,734,391 19,748,408

393,500 16,065,063 16,458,563

959,335 14,680,301 15,639,636

2007

2006

2010

2009 $ $

936 16,679,153 16,680,089

$ $

169,624 17,854,264 18,023,888

41,517,086

(4,484,253) 37,032,833

2011 $

2012 $

2013

220,522 21,942,516 =$==22='=16=3,=03=8=

2,235 19,387,708 19,389,943

30,637,159

25,357,611

(705,793) 29,931,366

(2, 144,485) 23,213,126

=$==29='=98=3=,2=78=

29,983,278

2014

2,432 23,644,132 23,646,564

5,651 24,401,167 =$==24=,4=0=6=,8=18=

32,422,912

=$==35=,6=9=0,=12=7=

35,690,127

16-11

129

CITY OF BAYTOWN, TEXAS CHANGES IN FUND BALANCES, GOVERNMENTAL FUNDS Last Ten Fiscal Years (Modified Accrual Basis of Accounting)

Fiscal Year

2005 Revenues Taxes Licenses and permits Charges for services Fines and forfeitures Intergovernmental Investment earnings Other revenues

Total Revenues Expenditures General govenm1ent Public safety Public works Public health Parks, recreation, and culture Capital outlay Debt service: Principal Payment to bond escrow agent Interest Issuance costs Total Expenditures

2007

2006

45,085,265 691,096 1,857,755 3,025,647 6,365,752 1,514,693 1,430,402 59,970,610

47,867,459 1,004,601 1,657,473 2,590,884 6,565,100 2,548,099 1,575,506 63,809,122

53,035,426 1,103,462 1,841,588 2,050,463 2,470,192 2,929,591 1,401,417 64,832,139

2008 $

56,142,813 1,266,293 2,031,882 2,600,234 8,601,399 2,180,999 1,677,695 74,501,315

10,776,015 26,873,652 4,134,898 958,435 5,325,058 8,133,822

12,008,362 28,922,600 6,750,873 1,107,306 5,853,608 8,730,301

12,177,560 26,601,574 3,648,853 1,187,748 5,934,613 10,768,555

19,168,075 28,448,789 6,297,505 1,745,951 6,073,295 11,573,473

7,185,000

4,995,000

5,235,000

6,036,221

2,976,287 185,192 66,548,359

2,939,710 49,458 71,357,218

2,947,291 29,500 68,530,694

2,654,380 73,749 82,071,438

(Deficiency) of Revenues (Under) Expenditures

(6,577,749)

(7,548,096)

(3,698,555)

(7,570, 123)

Other Financing Sources (Uses) Transfers in Transfers out Debt issued Premium on refunded bonds Premium on bonds Payment to bond escrow agent Total Other Financing Sources

7,069,722 (5,739, 150) 12,800,000 5,743 1,164 (7,701,773) 6,435,706

5,140,378 (3,040,941) 5,215,000

4,505,705 (2,103,614) 1,625,106

9,902,966 (7,483,207) 12,890,000

4,027,197

15,309,759

Net Change in Fund Balances Debt service as a percentage of noncapital expenditures

(142,043)

17.40%

16-12

130

1,939 7,316,376 $

(231,720)

12.67%

328,642

14.17%

7,739,636

13.37%

Fiscal Year

2009 $

2011

2010

61,987,534 I ,066,981 2,014,938 2,085,735 13,436,635 899,362 2,481,973 83,973,158

61,847,746 1,196,580 694,539 3,600,747 9,181,350 412,651 1,978,083 78,911,696

63,803,207 923,871 1,951,435 2,835,084 8,504,777 413,708 2,472,446 80,904,528

2012 $

68,613,205 1,261,683 2,167,437 2,676,361 17,002,961 228,271 1,496,293 93,446,211

2013 $

71,412,597 1,487,239 1,862,802 2,653,042 7,976,949 628,564 1,777,705 87,798,898

2014 $

27,823,804 31,091,963 4,265,955 1,816,595 6,341,923 24,603,366

19,864,495 32,695,166 5,524,041 2,093,632 6,892,095 18,874,965

16,305,601 33,030,194 7,620,588 2,025,190 6,797,043 21,213,893

18,086,658 34,759,167 6,041,762 2,097,100 7,287,529 24,026,301

22,112,626 35,931,532 12,140,511 2,157,928 7,232,586 14,699,587

22,052,424 40,149,536 7,567,629 2,211,409 7,737,412 15,379,097

5,985,256

6,534,952

7,179,657

7,025,465

5,720,963

3,325,192 88,555 105,342,609

2,851,170 211,222 95,541,738

2,803,734 252,760 97,228,660

3,207,221 306,526 102,837,729

3,561,552 278,160 103,835,445

6,607,061 9,593,273 3,801,444 325,255 115,424,540

(21,369,451)

(16,630,042)

(16,324, 132)

(9,391,518)

(16,036,547)

(21,317,920)

4,499,671 (2,879 ,831) 5,630,293

8,631,417 (5,911,765) 17,933,100 107,342

5,838,266 (6,384,844) 22,390,000 766,072

10,884,230 (15,871,347) 30,225,000 2,204,993

9,207,896 (5,131,440) 16,800,000

20,118,032 (24, 142,524) 31,099,696

(8,069, 794) 12,690,300

(5,312, 193) 17,297,301

(8,508, 111) 18,934,765

283,150 7,250,133 $

76,037,374 1,665,982 2,446,596 2,779,642 8,007,514 699,601 2,469,911 94,106,620

(14, 119,318)

11.10%

(3,939,742)

12.49%

973,169

10.75%

9,543,247

11.18%

1,864,050 (3,593,865) 25,345,389

21,159,606 $

5,123,059

11.34%

4,027,469

10.44%

16-13 131

CITY OF BAYTOWN, TEXAS TAX REVENUES BY SOURCE, GOVERNMENTAL ACTIVITIES Last Ten Fiscal Years (Modified Accrual Basis of Accounting)

Function Property taxes Sales and hotel taxes Franchise taxes Industrial in-lieu-of-taxes

Total

2005 15,293,470 9,724,993 3,196,447 16,870,355 45,085,265

16-14

132

2006 15,925,369 10,439,285 4,227,213 17,275,592 47,867,459

2007 15,865,191 10,439,285 4,227,213 17,275,592 47,807,281

2008 18,330,829 14,659,564 3,911,211 19,241,209 56,142,813

2009 20,407,501 16,185,851 4,265,055 21,129,127 61,987,534

2010 20,386,674 16,185,851 4,265,055 21,129,127 61,966,707

2011 18,735,003 15,576,815 3,994,547 25,496,842 63,803,207

2012 20,064,769 17,343,951 3,800,997 27,403,488 68,613,205

2013 20,694,270 18,558,609 3,825,432 28,334,286 71,412,597

2014 22,109,139 20,494,629 4,053,895 29,379,711 76,037,374

16-15

133

CITY OF BAYTOWN, TEXAS ASSESSED VALUE AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY Last Ten Fiscal Years Fiscal Year

2005

2006

2007

2008

$ 2, 127,989,730

$ 2,382,435,518

$ 2,661,656,747

$ 2,577,257,056

Personal assessed value

460,761,590

536,062,697

549,496,484

471,658,764

Total assessed value (1)

2,588, 751,320

2,918,498,215

3,211,153,231

3,048,915,820

Real assessed value

Taxable value

$ 2,072,139,580

Taxable value as a percentage of assessed value Total tax rate

(785,578,290)

(516,611,740)

Less: real property exemptions

$ 2,132,919,925

80.0% $

0.73703

(910,929,124)

$ 2,300,224,107

0.73703

(1) Assessed valuations are considered to be 100 percent of actual valuations.

16-16

134

$ 2,471,003,277

71.6%

73.1%

(577,912,543)

0.73703

81.0%

0.73703

Fiscal Year

2009

2010

2011

2012

2013

2014

$ 3,113,666,103

$ 3,065,166,229

$ 3,015,384,493

$ 2,926,000,599

$ 2,939,825,902

$ 3,014,917,703

546,159,699

555,950,392

350,698,140

411,118,921

436,801,409

503,811,955

3,659,825,802

3,621,116,621

3,366,082,633

3,337,119,520

3,376,627,311

3,518,729,658

(967, 105,346) $ 2,692, 720,456

$ 2,648,560,961

0.78703

$ 2,441,722,934

0.78703

(928, 173,569) $ 2,408,945,951

72.5%

73.1%

73.6% $

(924,359 ,699)

(972,555,660)

0.78703

(886,164,075) $ 2,490,463,236

72.2% $

0.82203

(898,967,084) $ 2,619, 762,574

73.8% $

0.82203

74.5% $

0.82203

16-17

135

CITY OF BAYTOWN, TEXAS PROPERTY TAX RATES- DIRECT AND OVERLAPPING GOVERNMENTS Last Ten Fiscal Years Fiscal Year

2005 City of Baytown by fund General fund Debt service fund

$ Total

Harris County Harris County Flood Control District Port of Houston Authority Harris County Hospital District Harris County Dept. of Education Goose Creek Independent School District Lee Junior College District Total Direct and Overlapping Rates

2006

0.45700 0.28003 0.73703

0.39986 0.03322 0.01474 0.19216 0.00629 1.68371 0.20841 3.27542

Tax rates per $100 of assessed valuation Source: Harris County Appraisal District

16-18

136

2007

0.45700 0.28003 0.73703

0.40239 0.03241 0.01302 0.19216 0.00629 1.72750 0.20678 3.31758

2008

0.45700 0.28003 0.73703

0.40240 0.03241 0.01302 0.19216 0.00629 1.59562 0.20228 3.18121

0.45700 0.28003 0.73703 0.39239 0.03106 0.01437 0.19216 0.00585 1.30196 0.20678 2.88160

Fiscal Year

2009

$ $ $

2011

2010

0.45700 0.33003 0.78703

0.38923 0.03086 0.01773 0.19216 0.00584 1.28213 0.20588 2.91086

0.45700 0.33003 0.78703

0.39224 0.02922 0.01636 0.19216 0.00605 1.28213 0.22120 2.92639

2013

2012

0.45700 0.33003 0.78703

0.38805 0.02923 0.02054 0.19216 0.00658 1.30213 0.25200 2.97772

0.42578 0.39625 0.82203 0.39117 0.02809 0.01856 0.19216 0.00568 1.33213 0.25200 3.04182

2014

0.43658 0.38545 0.82203

$ $ $

0.43713 0.38490 0.82203

0.40021 0.02809 0.19216 0.18216 0.00662 1.33213 0.24100 3.20440

$ $ $ $ $ $ $ $

0.41455 0.02827 0.17160 0.17000 0.00636 1.38679 0.26070 3.26030

16-19

137

16-20

CITY OF BAYTOWN, TEXAS PRINCIPAL PROPERTY TAXPAYERS Current Year and Nine Years Ago Fiscal Year

2014

Property Taxpayer CenterPoint Energy Inc. Exxon Mobil Corp. LCY Elastomers LP TPC Group Inc. Wal Mart Foothills Texas Inc. MREF Villas LLC AHC Goose Creek LLC 2008 Baker Rd. 2012 Baker R II LTD Verizon Southwest Continental Airlines, Inc Valero Marketing & Supply Car Son Bay LP Memorial NW Pavillion LTD Camden Property Trust

Subtotal Other Taxpayers Total

Taxable Assessed Value 48,844,569.00 31,161,035 29,213,072 23,865,498 19,994,151 19,780,116 19,716,000 18,005,435 17,294,358 15,601,040

2005

Rank 1 2 3 4 5 6 7 8 9 10 n/a n/a n/a n/a n/a n/a

%of Taxable Assessed Value 1.86% 1.19% 1.12% 0.91% 0.76% 0.76% 0.75% 0.69% 0.66% 0.60% n/a n/a n/a n/a n/a n/a

Taxable Assessed Value Rank 57,784,828 2 140,711,926 * 9,537,454 10 n/a 24,039,291 4 n/a n/a n/a n/a n/a 24,750,800 3 16,970,170 5 12,349,160 6 11,945,301 7 10,646,100 8 9,950,000 9

%of Taxable Assessed Value 2% 7.01% 0.45% n/a 0.76% n/a n/a n/a n/a n/a 1.34% 0.76% 0.67% 0.64% 0.56% 0.50%

243,475,274

9.29%

318,685,030

15.11%

2,376,287,300

90.71%

1, 753,454,550

84.89%

2,619,762,574

100.00%

2,072,139,580

100.00%

Source: Goose Creek Independent School District Tax Office *A significant portion of Exxon Mobil Corporation's property was disannexed in fiscal year 20 I 0 and the tax revenue the City receives on such property is now accounted for as industrial district agreement revenue, not property tax revenue.

16-21

139

CITY OF BAYTOWN, TEXAS PROPERTY TAX LEVIES AND COLLECTIONS Last Ten Fiscal Years

Fiscal Year

2005 Tax levy

Current tax collected

15,151,788

120,502

15,720,260

15,594,283

0.79%

125,977

0.80%

16-22

140

16,826,185

95.73% 635,249 $

99.25%

127,157

0.75%

18,107,174 17,333,357

893,058

99.20%

16,953,342

93.98%

437,742 $

2008

15,933,127

96.41%

99.21%

2007

15,156,541

528,483

Total collections as a percentage of current levy

Outstanding delinquent taxes as percentage of current levy

95.75%

Delinquent tax collections

Outstanding delinquent taxes

15,272,290 14,623,305

Percent of current tax collections

Total tax collections

2006

17,968,606 99.23%

138,568

0.77%

Fiscal Year

2009 $

20,687,000

1,052,664 $

178,051

0.86%

20,329,242

249,751

1.21%

18,723,249

18,444,458

278,791

374,701

1.91%

20,289,862

21,420,205 20,706,861

96.16%

96.67%

327,119 $

98.09%

1.49%

19,215,684

2014

19,510,785

410,121

98.51%

19,590,385

95.99%

472,244 $

2013

18,805,563

95.99%

98.79%

2012

17,972,214

895,046

99.14%

94.44%

94.05%

20,508,949

20,578,993 19,434,196

19,456,285

2011

2010

19,837,904

97.77%

451,958

2.23%

20,706,861 96.67%

713,344

3.33%

16-23

141

CITY OF BAYTOWN, TEXAS RATIOS OF OUTSTANDING DEBT BY TYPE Last Ten Fiscal Years

Fiscal Year

2005 Governmental Activities: General obligation bonds Certificates of obligation Alternative minimum tax bonds Capital leases Premiums Business-Type Activities: Revenue bonds Certificates of obligation Discounts Premiums Total Primary Government

49,700,000 10,880,000 2,255,000

51,560,000 9,515,000 1,980,000 8,405

15,715,000 42,600,000

13,910,000 32,165,000

109,138,405

1,708

2008

48,045,000 9,085,000 1,690,000 589,947 7,867

1,520

154,672,035

142

57,035,000 7,510,000 1,385,000 333,726 7,329

10,050,000 109,610,000 (37,016) $

185,894,039

8.0% $

2,126

Note: Details regarding the City's outstanding debt can be found in the notes to the financial statements.

16-24

12,025,000 83,270,000 (40,779)

5.3%

5.0% $

2007

8,933

121,158,933

Percentage of personal income Per capita

2006

9.8%

2,502

Fiscal Year

2009

2010

52,615,000 8,690,000 1,065,000 3,538,763 6,791

52,343,100 12,850,000 725,000 3,353,811 106,638

7,985,000 105,165,000 (33,263) $

179,032,291

103,491 175,733,940

11.8% $

2,392

62,836,800 12,785,000 375,000 3,150,454 860,245

91,077 175,396,776

2,320

2,425

92,419,850 10,945,000

104,834,650 10,320,000

2,667,325 3,077,237

2,579,696 4,702,742

5,650,900 73,120,000

4,145,150 85,315,000

2,695,350 83,940,000

473,537 199,043,099

10.3% $

2014

2,874,038 3,014,470

78,663 176,817,171

11.3%

11.2%

2013

78,939,100 13,140,000

8,268,200 87,030,000

11,431,900 94,820,000

2012

2011

2,409

--- - - - - - - - - - - - -

866,564 209,939,002

12.5% $

2,692

11.5% $

2,783

------

16-25

143

CITY OF BAYTOWN, TEXAS RATIO OF GENERAL BONDED DEBT OUTSTANDING Last Ten Fiscal Years

Fiscal Year Net Taxable Assessed Value All property Net Bonded Debt Gross bonded debt Less debt service funds Total Net Bonded Debt

2005

2006

2007

2008

$ 2,072,139,580

$ 2,132,919,925

$ 2,300,224,107

$ 2,471,003,277

62,843,933 1,673,675 61,170,258

63,063,405 1,489,010 61,574,395

58,827,867 922,394 57,905,473

65,937,329 596,117 65,341,212

Ratio of Net Bonded Debt to Assessed Value

868

16-26 144

863

2.52%

2.64%

72,215

71,358

70,512 $

2.89%

2.95%

Population Net Bonded Debt per Capita

802

73,959 $

883

Fiscal Year

2009

2010

2011

$ 2,692, 720,456

$ 2,648,560,961

$ 2,441,722,934

$ 2,408,945,951

$ 2,490,463,236

$ 2,619,762,574

62,376,791 786,092 61,590,699

66,024,738 488,131 65,536,607

76,857,045 292,736 76,564,309

95,093,570 1,229,116 93,864,454

106,442,087 3,715,519 102,726,568

119,857,392 5,486,465 114,3 70,927

2.47%

2.29% 74,845 $

823

865

72,339 $

1,058

2013

2014

3.90%

3.14%

75,743 $

2012

4.12%

73,413 $

1,279

4.37%

72,418

1,419

73,972

1,546

16-27

145

16-28

CITY OF BAYTOWN, TEXAS DIRECT AND OVERLAPPING GOVERNMENTAL ACTIVITIES DEBT For the Year Ended September 30, 2014

Net Bonded Debt Outstanding Governmental Unit Debt repaid with property taxes Harris County (2) Harris County Dept of Education Harris County MUD #459 Goose Creek Independent School District Lee Junior College District Port of Houston Authority Chambers County (2) Subtotal, overlapping debt City direct debt

2,564,448,204 7,410,000 1,750,000 465,085,000 48,915,000 717,624,397 15,835,000

Estimated Share of Overlapping Debt

Estimated Percentage Applicable (1)

0.80% 0.80% 100.00% 39.96% 40.42% 0.80% 6.98%

3,821,067,601 122,437,088

Total Direct and Overlapping Debt

20,515,586 59,280 1,750,000 185,847,966 19,771,443 5,740,995 1,105,283 234,790,553

100%

122,437,088

357,227,641

Source: Harris County (1) Estimated percentage applicable obtained from Municipal Advisory Council of Texas. The percentage of overlapping debt applicable is estimated using taxable assessed property values. Applicable percentages were estimated by detennining the portion of the City's taxable assessed value that is within the City's boundaries and dividing it by the City's total taxable assessed value. (2) The City of Baytown is located within two counties. A resident would either live in Harris County or Chambers County, not both.

16-29 147

CITY OF BAYTOWN, TEXAS LEGAL DEBT MARGIN INFORMATION Last Ten Fiscal Years

Fiscal Year 2006

2005

Debt limit Total net debt applicable to limit Legal Debt Margin

207,213,958

Total net debt applicable to the limit as a percentage of debt limit

2008

213,291,993

227,377,841

24 7' 100,328

61,565,990 151,726,003

57,897,606 169,480,235

65,333,883 181,766,445

61,161,325 =$==1=4=6,=0=52=,6=3=3=

2007

29.52%

28.86%

25.46%

Legal Debt Margin Calculation for Fiscal Year 2014

Assessed value Debt limit (10% of assessed value) Debt applicable to limit: General obligation bonds Less: amount set aside for repayment of general obligation debt Total net debt applicable to limit Legal debt margin

$ 2,619,762,574 261,976,257 119,857,392

(5,486,4652_ $ 114,370,927 $ 147,605,330

Note: The City's Home Rule Chmier (1983), Section 7.07 limits all bonded debt to no more than 10 percent of the assessed valuation.

16-30

148

26.44%

Fiscal Year

2011

2010

2009

2012

2013

2014

269,272,046

264,856,096

244,172,293

240,894,595

249,046,324

261,976,257

61,590,699 207,681,34 7

65,918,100 198,937,996

75,996,800 168,175,493

95,093,570 145,801,025

106,442,087 142,604,237

114,370,927 147,605,330

22.87%

24.89%

31.12%

39.48%

42.74%

43.66%

16-31

149

CITY OF BAYTOWN, TEXAS PLEDGED REVENUE COVERAGE (WATER AND SEWER FUND) Last Ten Fiscal Years

Fiscal Year

2005 Gross Revenues

2006

22,102,730

12,195,906

Operating Expenses (1) Net Revenues Available for Debt Service

Debt Service Requirements (2) Principal Interest Total

2007

25,032,317

2008

28,764,540

19,617,174

12,762,643

26,269,326 14,379,665

9,906,824

12,269,674

9,147,366

11,889,661

2,970,000 2,340,842 5,310,842

3,510,000 2,681,200 6,191,200

4,440,000 3,749,409 8,189,409

5,135,000 4,707,217 9,842,217

Coverage

1.87

(1) Total operating expenses less depreciation (2) Includes revenue bonds only

16-32

150

1.98

1.12

1.21

Fiscal Year

2011

2010

2009 28,951,379

30,793,030

33,456,570

20,866,590

18,838,982

16,760,578

2012

2013

35,369,368 22,553,420

12,190,801

11,954,048

12,589,980

12,815,948

6,510,000 4,733,526 11,243,526

3,163,700 4,198,917 7,362,617

2,617,300 4,025,737 6,643,037

1,505,750 3,274,771 4,780,521

1.08

1.62

1.90

2.68

2014

34,022,544

22,570,370

=$==1=1,4==5=2=,1==74=

1,620,000 3,123,765 $ 4,743,765 ========= 2.41

35,990,349 23,234,448

12,755,901

2,380,000 3,224,871 5,604,871

2.28

16-33

151

CITY OF BAYTOWN, TEXAS DEA10GRAPHIC AND ECONOMIC STATISTICS Last Ten Fiscal Years

Fiscal Year

2005

2006

2007

2008

70,512

71,358

72,215

73,959

Personal income

$2,388,452,976

$2,044,906,206

$1,923,952,030

$1,887,655,557

Per capita personal income (2)

Population (1)

33,873

28,657

26,642

25,523

Median age (3)

30.6

35.0

30.9

31.0

Education level in years of schooling (3)

14.8

20,161

20,224

20,352

School enrollment (4) Unemployment rate (5)

7.40%

6.30%

5.80%

Data sources: (1) Years 2002-2009: City of Baytown Plmming Department projection. Years 2010 and 2011: 2010 Census. (2) City of Baytown's per capita personal income in Houston-Sugarland-Baytown MSA figures for years 2001 to 2008. Years 2009 to 2011:- American FactFinder. (3) Wikipedia- Baytown, Texas (4) Goose Creek Consolidated Independent School District (5) Texas Workforce Commission

16-34

152

20,697 7.40%

Fiscal Year

2009

2010

2012

2011

2013

2014

74,845

75,743

72,339

73,413

73,950

75,424

$1,513,740,125

$1,575,984,601

$ 1,546,318,464

$1,709,495,118

$1,588,963,650

$1,822,625,836

20,225

20,807

21,376

23,286

21,487

24,165

31.0

14.8

21,793

21,663

21,723

20,839

21,136

21,516

11.50%

11.00%

11.60%

9.50%

8.60%

6.40%

16-35

153

16-36

City of Baytown, Texas PRINCIPAL EMPLOYERS Current Fiscal Year and Nine Years Ago Fiscal Year 2014

Employer

Employees 3,785

Exxon Mobil-Baytown Complex Goose Creek Consolidated Independent School District San Jacinto Methodist Hospital Bayer Corporation

JSW Steel City of Baytown Chevron Phillips Chemical Company

Wal-Mart Distribution Center Lee College Home Depot Distribution Center TMK-IPSCO Exel Logistics Total

3,012 1,687 1,100 800 789 685 600 390 325 245 200 13,618

Rank 1 2 3 4 5 6 7 8 9 10 11 12

2005 Percentage of Total City Employment 11.89%

Employees 4,067

9.46% 5.30% 3.46% 2.51% 2.48% 2.15% 1.88% 1.23% 1.02% 0.77% 0.63%

2,377 1,357 1,650 n/a 664 640 n/a 359 n/a n/a n/a

42.78%

11,114

Rank 1 2 4 3 n/a 5 6 n/a 7 n/a n/a n/a

Percentage of Total City Employment 13.43% 7.85% 4.48% 5.45%

n/a 2.19% 2.11%

n/a 1.19%

n/a n/a n/a 36.70%

Source: Baytown Economic Development Foundation, City of Baytown and Lee College.

16-37

CITY OF BAYTOWN, TEXAS FULL-TIME EQUIVALENT CITY EMPLOYEES BY FUNCTION Last Ten Fiscal Years Fiscal Year

2006

2005 General Fund: General government Public safety Police Officers路 Civilians Fire Firefighters and officers Civilians Other public safety Public works Public health Parks, recreation, and culture General Fund Total

2007

2008

76.56

77.50

79.50

82.65

117.00 54.00

124.00 54.00

124.00 57.00

129.00 52.00

84.50 6.00 43.00 46.50 8.19 55.00 490.75

90.50 6.00 45.00 46.50 9.19 55.00 507.69

90.50 6.00 45.00 49.50 12.75 67.00 531.25

90.50 6.00 47.00 50.50 24.00 60.00 541.65

101.00 11.50 2.00 12.00 126.50

101.00 9.50 2.00 12.00 124.50

108.00 9.50 2.00 12.00 131.50

111.85 9.50 2.00 12.00 135.35

1.50 12.00

1.50 11.06

1.50 6.50

2.50 5.25

18.00

12.00 1.00 1.25 3.00

1.25 3.00 14.00

1.25 3.00 15.00

1.00 1.00 1.00 2.00

1.00 1.00 2.00 2.00

Hotel/Motel Fund Enterprise Fund: Aquatics Water and sewer Sanitation Storm water utility Internal service Enterprise Fund Total Program Funds: Emergency management Community development block grant Hanis County organized crime and narcotics task force Organized crime unit transitional High intensity drug trafficking area Miscellaneous police Crime control and prevention district Fire control, prevention and emergency medical services district Municipal comi special revenue Wetlands education and recreation center Capital improvement program CIPF-water and sewer Odd tmst and agency MDD Baytown Nature Center Workers' compensation Program Funds Total Total

1.25 3.00

1.00 1.00 2.00 1.00 1.00

1.00 2.00 1.00 1.00

41.75

1.00 35.81

1.00 32.25

1.00 34.00

659.00

668.00

695.00

711.00

16-38

156

Fiscal Year

2009

2011

2010

2012

2013

2014

87.65

91.40

92.40

93.40

129.00 52.00

129.00 51.00

131.00 49.00

137.00 49.00

143.00 50.00

101.00 6.00 50.00 50.50 23.00 64.00 563.15

101.00 6.00 50.00 49.50 23.00 65.00 565.90

106.00 6.00 50.00 49.50 23.00 65.00 570.90

106.00 6.00 49.00 44.50 22.00 64.00 563.90

112.00 6.00 53.00 44.50 23.00 64.00 580.90

140.00 10.00 26.00 43.50 23.00 64.00 592.90

0.50

1.00

2.00

113.85 9.50 2.00 12.00 137.35

113.85 12.50 3.00 12.00 141.35

2.00 116.85 12.50 4.00 12.00 147.35

2.00 117.85 12.50 4.00 12.00 148.35

3.00 122.85 13.50 4.00 12.00 155.35

4.75

4.50

0.25 3.00 15.00

0.25 4.00 15.00

1.00 1.00 2.00 3.00

1.00 2.00 3.00

2.00 2.00 2.00 3.00

2.00 2.00 2.00 3.00 1.00 3.00 1.00 1.00 38.75 789.00

1.00 31.00

1.00 30.75

2.00 1.00 1.00 36.75

732.00

738.00

743.00

767.00

16-39

157

CITY OF BAYTOWN, TEXAS OPERATING INDICATORS BY FUNCTION Last Ten Fiscal Years

Fiscal Year

2005 Function Police: Arrests Accident repmis Citations Offense reports Calls for service Fire: Medical responses Fire/rescue incidents Response times: One minute for turnout time Four minutes or less for the arrival ofthe first arriving engine company for a fire Eight minutes or less for the deployment of a full first alarm assignment at a fire suppression incident Five minutes or less for the arrival of the first arriving engine company for a fire Nine minutes or less for the deployment of a full first alarm assignment at a fire suppression incident Water: Number of water customers Source Average daily water usage (millions of gallons) Number of million gallons of surface water pumped Number of million gallons of well water pumped Peak daily consumption (millions of gallons) Sewer: Number of sewer connections Average daily treatment (millions of gallons) Total consumption (billions of gallons) Peak daily consumption (millions of gallons)

2006

2007

2008

5,411 2,010 14,248 12,432 57,029

5,689 2,230 17' 193 13,596 60,151

5,823 2,504 17,254 13,972 60,486

4,919 2,374 15,344 13,780 53,468

2,557 1,882

3,002 1,967

3,065 2,069

3,241 2,336

100%

90%

60%

59%

45%

42%

53%

32%

28%

48%

n/a

19,950 Trinity River 12.45 4,544 11.69 17.80

19,834 Trinity River 11.83 4,487 3.33 15.76

20,629 Trinity River 9.15 3,341 2.11 11.44

21,453 Trinity River 10.00 3,112 0.38 13.30

19,047 11.04 4,297 37.70

19,280 10.18 3,715 59.60

20,055 13.39 4,886 91.85

20,834 11.27 4,110 46.61

Data source: various City depmiments

* In2009, the new reporting software calculates the response times using the National Fire Protection Association 1710.

16-40 158

Fiscal Year

2010

2009

2011

2012

2013

2014

5,925 2,335 14,378 13,717 48,789

7,347 2,047 15,401 13,680 49,573

6,880 1,900 15,186 13,352 49,024

6,806 1,899 16,120 14,800 46,175

5,877 1,980 21,731 15,144 48,988

5,717 2,207 17,904 14,911 55,045

2,896 1,977

3,376 1,965

3,224 1,868

3,700 1,596

5,039 2,097

9,577 2,301

74%

67%

69.65%

65.86%

61.81%

69%

73%

86.36%

91.03%

85.44%

21,678 Trinity River 11.90 3,148 1.10 18.36

21,804 Trinity River 12.29 4,486 0.11 22.07

21,903 Trinity River 12.92 5,255 8.06 24.63

22,104 Trinity River 12.01 5,140 0.60 20.92

22,212 Trinity River 12.58 4,262 0.53 18.55

22,417 Trinity River 12.70 4,638 2.13 17.11

20,918 10.57 3,708 40.00

21,011 11.40 4,161 40.23

21,086 10.30 3,760 35.39

21,241 9.53 3,479 35.39

21,316 12.23 4.462 40.16

21,513 10.44 3,811 35.95

16-41 159

CITY OF BAYTOWN, TEXAS CAPITAL ASSET STATISTICS BY FUNCTION Last Ten Fiscal Years

2005 Function Police: Stations Patrol units Fire stations Other public works: Streets (miles) Streetlights Parks and recreation: Parks Parks acreage Parks - developed Parks - undeveloped Swinm1ing pools Spraygrounds Baseball/softball diamonds Tennis courts Conummity centers Water parks Quick soccer comis Water: Water mains (miles) Fire hydrants System capacity (millions of gallons) Sewer: Sanitary sewers (miles) Storm sewers (miles) Treatment plant capacity (millions of gallons)

Data source: various City departments

16-42

160

Fiscal Year 2006 2007

2008

3 75 5

288 4,013

375 4,038

379 4,358

404 4,481

45 985 490 495 2 I 21 10 2

45 985 490 495 2 1 21 10 2

45 985 490 495 2

45 985 490 495

21 10 2

21 8

366 1,661 26MGD

357 1,678 26MGD

359 1,700 26MGD

362 1,737 26MGD

365 180 16.2 MGD

347 170 16.2 MGD

350 172 16.2 MGD

352 173 16.2 MGD

Fiscal Year

2009

2011

2010

2012

2013

2014

5 78 5

5 83 5

3 83 6

3 87 6

3 93 7

408 4,921

408 4,726

409 4,641

429 4,728

429 5,098

431 4,91 I

45 985 490 495

47 1,084 967 117

50 I, 151 972 179

22 6

22 7

2 22 7

4 22 4

2 2

4 22 4 1 2 2

5 22 4 1 2 2

362 1,780 26MGD

378 1,810 26MGD

383 1,860 26MGD

385 1,896 26MGD

390 1,937 26MGD

398 2,003 26MGD

352 173 20.2 MGD

365 173 20.2MGD

366 169 20.2 MGD

367 172 20.2 MGD

372 173 20.2 MGD

377 174 24.2MGD

16-43

161

16-44

BAYTOWN AREA WATER AUTHORITY Baytown Area Water Authority, (BAWA), is a water authority created by Texas Legislature to purchase and distribute surface and/or underground supplies for the City and surrounding communities. The City accounts for approximately 90% of BAWA's annual sales. BAWA is considered a component unit of the City of Baytown.

17-1

17-2

BAYTOWN AREA WATER AUTHORITY (BAWA) ANNUAL PROGRAM OF SERVICES 2015-16 ADOPTED BUDGET

17-3

BAYTOWN AREA WATER AUTHORITY BOARD OF DIRECTORS BRENDA BRADLEY SMITH, President MIKE WILSON, Vice President WAYNE BALDWIN, Secretary LETICIA BRYSCH, Assistant Secretary BRANDON BENOIT, Director FRANK McKAY III, Director

17-4

BAYTOWN AREA WATER AUTHORITY (BAWA) ORGANIZATION CHART Board of Directors

General Manager

Plant Manager/ Director of Public Works/ Utilities

Superintendent Water Treatment

Baytown Area Water Authority

17-5

BAYTOWN AREA WATER AUTHORITY 7425 Thompson Road, Baytown, Texas 77521-1056

(281) 426-3517 FAX (281) 426-3519

August 19, 2015

President and Directors Baytown Area Water Authority Baytown, Texas It is my pleasure to present the 2015-16 Adopted Budget for the Baytown Area Water Authority (BAWA). The Budget sets forth the revenues and appropriations for the fiscal year October 1, 2015 through September 30, 2016. The financial guidance provided by the Board has resulted in BAWA’s ability to maintain a system that consistently provides a dependable and high quality water supply to the City of Baytown and surrounding communities. The assurance that we can meet the future water needs of our growing community is vital to our mission. To this end, this adopted budget continues to move forward the new BAWA East Water Treatment Plant, continues to address improvements to the current water treatment facility including replacement of the high service pump area of the plant. Additionally, toward this end we are adding personnel positions of one Chief Laboratory Technician and one Supervisory Control and Data Acquisition (SCADA) Technician. The development of the new BAWA plant continues to progress with the focus on design. The design costs were split over two fiscal years: FY14 - $2.5 million and FY15 - $1.4 million. Construction should begin in FY16 with completion expected in the summer of 2017. This budget anticipates issuing $15 million in bonds to fund the initial construction phase. Included in this budget is $5,500,000 for the replacement of the high service pump area, $650,000 for SCADA upgrades, $200,000 for rehabilitation of the flocculation and sedimentation basins and $186,000 for a new transfer pump. Also included is $709,594 for new initiatives bringing that total to $1,500,000 for FY16. The City of Houston notified BAWA of a 4.4% rate increase effective April 1, 2015, for untreated water purchased from the City of Houston. The rates increased from $0.6232 to $0.6506 per 1,000 gallons. The City of Houston’s Code of Ordinances provides that water and sewer rates be adjusted automatically each year in April to reflect the previous year’s percentage change to the Houston Regional Consumer Price Index plus Houston population growth. An updated rate study has calculated the effect of this increase, along with future capital and bond reserve needs, and recommends BAWA’s treated water rates increase 5% for its customers. This budget includes this recommended 5% rate increase to provide for the increased cost of untreated water, debt associated with the capital program and to provide a reserve for future capital project and working capital needs. Rates will be adjusted in future budgets to reflect funding needs based on the rate study and actual operational needs including debt service requirements.

17-6

17-7

MAJOR BUDGET ISSUES Fiscal Year 2015-16

BAYTOWN AREA WATER AUTHORITY This fund accounts for the operations of the Baytown Area Water Authority (BAWA). BAWA is a water authority created by the Texas Legislature to supply water for the City of Baytown (City) and surrounding communities. BAWA services a total of eight customers with the City as the largest customer, generating approximately 87% of BAWA’s annual sales. BAWA is a separate legal entity; however, it is considered a component unit of the City. Since it began operating, BAWA has not experienced shortages of its raw water supply to the plant or interruptions of service to its customers. REVENUES The 2015-16 adopted budget estimates sales of $12,372,759 for an average of 12.25 million gallons per day (MGD). Fluctuations in rainfall amounts can significantly impact actual sales. A 5% rate increase, recommended by the Utility Rate Study, effective October 1, 2015, is included in the 2015-16 budget. The existing rate structure of $2.61 per 1,000 gallons for the City of Baytown and $2.65 per 1,000 gallons for customers outside the city will increase to $2.74 and $2.78 respectively. This would cover the increased cost of operations, including debt service, the purchase of raw water, and provide a reserve for future capital projects. EXPENDITURES Total operating expenditures for the adopted 2015-16 budget are $6,276,375 which is an increase of $308,303 from the 2014-15 budget and includes additional personnel positions of one Chief Laboratory Technician and one Supervisory Control and Data Acquisition (SCADA) Technician. The budget also includes a transfer of $350,000 to the General Fund for an indirect cost allocation to reimburse the City for administrative services such as Human Resources, Fiscal Operations, Legal and Information Technology Services. Highlights of major operating changes are as follows: • • • • • •

Increase in personnel services Increase in supplies Increase in maintenance Decrease in services Decrease in capital outlay Increase in transfers out-capital improvements

$ 119,018 192,121 2,500 (5,336) (61,147) 919,960

Raw Water Supply Cost – BAWA purchases raw water from the City of Houston. The raw water supply contract with the City of Houston is in effect through the year 2040, and sets the maximum amount of raw water to be delivered to the BAWA plant at 20 MGD without penalties. The surcharge for water purchased over the 20 MGD is nominal at this time. BAWA received notice of a rate increase (4.4%) from $0.6232 to $0.6506 effective April 1, 2014. The annual rate adjustment is intended to help cover the City of Houston’s cost increases that impact the provision of safe, clean drinking water and the collection and treatment of wastewater. This includes operational costs as well as the costs involved in repairing portions of the City of Houston system’s aging infrastructure.

17-8

MAJOR BUDGET ISSUES Fiscal Year 2015-16

Debt Service – The transfer to cover the debt service requirement for the adopted 2015-16 budget is $3,187,063 which consists of $2,433,573 for existing debt and $753,490 for new debt related to the BAWA East Water Treatment Plant construction. CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program for BAWA is funded through the issuance of revenue bonds, grants, and revenue from operations. •

BAWA East Water Treatment Plant: Development of a six (6) million gallons per day (MGD) surface water treatment plant south of Interstate Highway (IH) 10 and west of SH 99 along the Coastal Water Authority (CWA) Barbers Hill Canal. The design will provide for the ability to expand the plant based on future water demands and allow the plant to convert to salt water treatment (desalinization) ensuring long term viability.

•

BAWA Fritz Lanham Water Treatment Plant: Improvements to this facility include implementation of the upgraded SCADA system, replacement of the high service pump area of the plant, rehabilitation flocculation basins, rehabilitation of sedimentation basins and replacement of one transfer pump and motor.

17-9

3070 BAYTOWN AREA WATER AUTHORITY – PROGRAM SUMMARY Program Description BAWA operates and maintains a 26 Million Gallon per Day (MGD) surface water treatment facility. It has a projected raw water flow of 12.25 MGD and projected finished water flow of 12.25 MGD for fiscal year 2015-16. BAWA currently serves 8 surrounding area customers, including the City of Baytown, which uses 87% of BAWA’s production. Operations personnel ensure the facility’s compliance with the Texas Commission on Environmental Quality’s (TCEQ) Rules and Regulations for Public Water Supplies. BAWA provides its customers with high quality, safe drinking water and consistent water pressure for fire protection. Major Goals • Maintain water quality necessary to be classified as "Meeting Optimum Corrosion Control" by TCEQ. • Maintain “Superior Public Water System” status. • Maintain standards for the Texas Optimization Program - a voluntary program through TCEQ that promotes the optimization of surface water treatment plants, by identifying and addressing the various factors that limit performance in order to lower the risk of waterborne disease. • Develop and maintain a staff of highly trained water professionals through continuing education classes and hands on training. Major Objectives • Produce 12.25 MGD of finished water. • Maintain finished water turbidity (haze measurement) consistently < 0.1 NTU. • Maintain compliance with all TCEQ and EPA regulations.

Workload Measures 1. Primary Customers 2. Average MGD of raw water treated 3. Average MGD of finished water produced

Performance Measures 1. Days without interruption of service 2. Days finished water turbidity < 0.1 NTU 3. Maintain Running Annual Average Distribution Chloramine Residual <4.0 mg/L

17-10

Actual 2013-14 8 12.25 12.25

Budget 2014-15 8 12.25 12.25

Estimated 2014-15 8 12.25 12.25

Projected 2015-16 8 12.25 12.25

365 365 365

366 366 366

BAYTOWN AREA WATER AUTHORITY FUND 510 BUDGET SUMMARY BY FUND

Actual 2013-14 Revenues Sale of Water - Baytown $ Sale of Water - Other Interest Revenue Miscellaneous Transfer From W&S Fund & WWIS Fund Total Revenues Expenditures Personnel Services Supplies Maintenance Services Total Operating Capital Outlay Transfers Out - Debt Service Transfers Out - Capital Improvement Transfers Out - General Fund Contingency Total Expenditures Excess (Deficit) Revenues Over Expenditures

10,714,529 1,497,169 2,000 63,700 12,277,398

10,286,411 1,497,169 2,000 63,700 11,849,280

Adopted 2015-16 $

10,800,732 1,572,027 2,040 67,463 12,442,262

1,139,112 3,945,542 222,300 661,118 5,968,072

1,008,543 4,054,868 223,800 695,608 5,982,819

1,258,130 4,137,663 224,800 655,782 6,276,375

70,509 2,427,133 3,195,000 250,000 -

197,747 2,947,903 4,000,000 350,000 75,000

130,000 2,947,903 4,000,000 350,000 -

136,600 3,187,063 4,680,000 350,000 75,000

11,192,430

13,538,722

13,410,722

14,705,038

(1,261,324)

(1,561,442)

(2,262,776)

6,293,679

4,732,237

(24,475) $

Estimated 2014-15

890,567 3,558,881 164,108 636,233 5,249,789

5,740,219

GAAP to budget basis adjustment

Days of Operating Expenditures

577,935

Working Capital - Beginning

Working Capital - Ending

10,249,406 1,451,275 3,833 914 64,938 11,770,366

Budget 2014-15

6,293,679 438

5,032,355 308

4,732,237 289

2,469,461 144

17-11

3070 BAYTOWN AREA WATER AUTHORITY- SERVICE LEVEL BUDGET

Acct# Acct Description 7100 Personnel Services 71031 Contract Personnel BAWA Total Personnel Services 7200 Supplies 72001 Office Supplies 72002 Postage Supplies 72007 Wearing Apparel 72016 Motor Vehicle Supplies 72021 Minor Tools 72022 Fuel For Generators 72026 Cleaning & Janitorial Sup 72031 Chemical Supplies 72032 Medical Supplies 72041 Educational Supplies 72051 Untreated Water Supplies 72055 Laboratory Supplies Total Supplies 7300 Maintenance 73011 Buildings Maintenance 73027 Heat & Cool Sys Maint 73028 Electrical Maintenance 73041 Furniture/Fixtures Maint 73042 Machinery & Equip Maint 73043 Motor Vehicles Maint Total Maintenance 7400 Services 74001 Communication 74002 Electric Service 74011 Equipment Rental 74021 Special Services 74022 Audits 74036 Advertising 74042 Education & Training 74071 Association Dues 74210 General Liability Ins 74220 Errors & Omissions 74240 Auto Liability 74241 Auto Collision 74271 Mobile Equipment 74272 Real & Personal Property 74277 Flood Insurance 74280 Bonds Total Services Total Operating

17-12

Actual 2013-14 $

890,567 890,567

Budget 2014-15 $

1,139,112 1,139,112

Estimated 2014-15 $

1,008,543 1,008,543

Adopted 2015-16 $

1,258,130 1,258,130

3,064 543 4,230 13,340 1,656 1,900 678,265 558 1,962 2,834,854 18,507 3,558,881

2,900 500 6,000 16,000 1,540 2,000 600,000 900 2,000 3,291,702 22,000 3,945,542

2,900 380 5,000 12,000 1,600 2,000 714,586 700 2,000 3,291,702 22,000 4,054,868

2,900 380 6,300 5,000 2,400 10,000 2,000 680,500 700 2,000 3,403,483 22,000 4,137,663

5,540 5,682 32,488 2,838 110,321 7,239 164,108

6,300 5,500 30,000 1,000 175,000 4,500 222,300

6,300 5,500 30,000 1,000 175,000 6,000 223,800

6,300 5,500 30,000 1,000 175,000 7,000 224,800

6,394 517,087 5,124 81,677 11,483 150 7,951 285 160 635 651 535 174 3,022 805 100 636,233

3,060 500,000 10,250 120,000 13,150 500 8,000 600 642 209 3,626 966 115 661,118

5,500 527,400 15,000 120,000 13,150 600 8,000 400 642 209 3,626 966 115 695,608

532,674 15,000 80,000 13,150 500 8,900 642 209 3,626 966 115 655,782

5,249,789

5,968,072

5,982,819

6,276,375

3070 BAYTOWN AREA WATER AUTHORITY- SERVICE LEVEL BUDGET

Acct# 8000 80001 82011 84042 84043 86011

Acct Description Capital Outlay Furniture & Equip <$5000 Building & Improvements Machinery & Equipment Motor Vehicles Capital Lease Payment Total Capital Outlay

9000 91511 91518 92101

Other Financing Uses To BAWA Debt Service To BAWA CIPF Fund Expense - General Fund Total Other Financing Uses

Actual 2013-14

9900 Contingencies 99001 Contingencies Total Contingencies TOTAL DEPARTMENT

Budget 2014-15

Adopted 2015-16

66 70,443 70,509

100,000 26,000 71,747 197,747

104,000 26,000 130,000

12,000 71,000 53,600 136,600

2,427,133 3,195,000 250,000 5,872,133

2,947,903 4,000,000 350,000 7,297,903

3,187,063 4,680,000 350,000 8,217,063

Estimated 2014-15

11,192,430

75,000 75,000 $

13,538,722

13,410,722

75,000 75,000 $

14,705,038

17-13

BAWA - CAPITAL IMPROVEMENT PROGRAM FUND 518 BUDGET SUMMARY BY FUND Carriedforward 2013-14

Actual 2013-14 Revenues Transfer In from Operating Fund $ 3,195,000 Interest Revenue 8,781 Total Revenues 3,203,781

Adopted 2014-15

Budget 2014-15

Estimated 2014-15

$ 4,000,000 3,000 4,003,000

$ 4,000,000 6,500 4,006,500

1,400,000 100,000 -

134,757 1,680,598 436,701 410,128 77,221 945 33,010 50,000 104,729 64,000 80,500 38,000 55,000 3,165,589

Carriedforward 2014-15 $

Allocation 2015-16

Budget 2015-16

$ 4,680,000 6,500 4,686,500

46,382 1,744,224 129,686 551,678 384,500 10,000 790,406 3,656,876

650,000 5,500,000 100,000 100,000 186,000 709,594 7,245,594

46,382 1,744,224 129,686 1,201,678 384,500 5,510,000 100,000 100,000 186,000 1,500,000 10,902,470

(3,656,876)

(2,559,094)

(6,215,970)

Expenditures Thompson Rd Utility Relocation BAWA Valve Project East Plant Feasibility Study BAWA East Plant Engineering BAWA East Plant Land SCADA System Flocculator Equipment Actuators Waterline - Thompson & Cedar Bayou Chlorine Room Improvements Filter Rating Decant Pumps Chain and Scraper Vertical Pump Thompson Rd Line Improvements (36") Chemical Feed System Improvements High Service Pumps Polymer Pumps Rehab Flocculation Basin Rehab Sedimentation Basin Transfer Pump and Motor New Capital Project Initiatives Total Expenditures

49,643 585,178 38,194 98,477 152,459 244,776 132,019 88,355 1,389,101

46,382 134,757 9,013 1,914,822 961,806 55,224 117,981 50,000 1,267,502 4,557,487

350,000 465,000 200,000 2,515,000

46,382 134,757 3,424,822 566,387 961,806 77,221 945 33,010 50,000 104,729 64,000 350,000 465,000 48,000 55,000 790,406 7,172,465

Excess (Deficit) Revenues Over Expenditures

1,814,680

(4,557,487)

1,488,000

(3,169,465)

4,961,019

6,775,699

2,218,212

6,775,699

7,616,610

3,959,734

$ 7,616,610

$ 6,775,699

$ 2,218,212

$ 3,706,212

$ 3,606,234

$ 7,616,610

$ 3,959,734

$ 1,400,640

Working Capital - Beginning Working Capital - Ending

17-14

840,911

BAYTOWN AREA WATER AUTHORITY REVENUE BONDS LONG TERM DEBT AMORTIZATION SCHEDULES Revenue Bonds Series, 2006 Series, 2007 Series, 2012

Amount of Issue $ 9,975,000 6,505,000 8,315,000 Total

Principal Outstanding Oct. 1, 2015 $ 4,800,000 3,405,000 6,800,000

Requirements Fiscal Year 2015-16 Principal Interest Total $ 640,000 $ 136,260 $ 776,260 805,000 140,613 945,613 535,000 176,700 711,700

Principal Outstanding Sept. 30, 2016 $ 4,160,000 2,600,000 6,265,000

$ 1,980,000

15,005,000

453,573

$ 2,433,573

13,025,000

Combined BAWA Debt, All Series Debt Requirements to Maturity Fiscal Year 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Total

Principal 5/01 1,980,000 2,030,000 2,090,000 2,165,000 1,290,000 1,025,000 985,000 300,000 310,000 315,000 325,000 335,000 345,000 360,000 370,000 385,000 395,000

Total Interest 453,573 393,393 331,181 264,518 195,060 162,870 135,755 108,394 100,894 92,369 82,919 73,169 62,700 51,488 39,788 27,300 13,825

Total Requirement 2,433,573 2,423,393 2,421,181 2,429,518 1,485,060 1,187,870 1,120,755 408,394 410,894 407,369 407,919 408,169 407,700 411,488 409,788 412,300 408,825

$ 15,005,000

$ 2,589,192

$ 17,594,192

Combined BAWA Debt, All Series Debt Requirement to Maturity

Interest Principal

Amount in Thousands

$3.000 $2.500 $2.000 $1.500 $1.000 $0.500 $0.000 2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

Fiscal Year

17-15

BAYTOWN AREA WATER AUTHORITY REVENUE BONDS DETAIL DEBT AMORTIZATION SCHEDULES Fiscal Year

Interest Rate

Principal Due 5/01

Revenue Bond, Series 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

2.250% 2.250% 2.300% 2.300% 2.350% 2.400% 2.500% 2.600% 2.650% 2.700% 2.750% 2.800% 2.850% 2.900% 2.900% 2.950%

595,000 530,000 540,000 550,000 565,000 580,000 590,000 605,000 620,000 640,000 655,000 675,000 695,000 710,000 735,000 690,000 $ 9,975,000

17-16

4.000% 4.000% 4.000% 4.000% 4.000% 4.000% 4.000% 4.000% 4.000% 4.000% 4.250% 4.250%

Interest Due 5/01

Annual Requirement

Principal Outstanding

Date of Issue - June 14, 2006

Rev. Refunding Bond, Series 2007 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Interest Due 11/01

40,000 40,000 45,000 45,000 695,000 715,000 745,000 775,000 805,000 835,000 865,000 900,000 $ 6,505,000

2,115.00 77,040 103,045 104,650 105,184 98,545 91,585 84,210 76,345 68,130 59,490 50,484 41,034 31,130 20,835 10,178 $ 1,024,000

51,400 107,112 107,542 111,509 105,184 98,545 91,585 84,210 76,345 68,130 59,490 50,484 41,034 31,130 20,835 10,178 $ 1,114,711

648,515 714,152 750,587 766,159 775,368 777,090 773,170 773,420 772,690 776,260 773,980 775,968 777,068 772,260 776,670 710,355 $ 12,113,711

9,380,000 8,850,000 8,310,000 7,760,000 7,195,000 6,615,000 6,025,000 5,420,000 4,800,000 4,160,000 3,505,000 2,830,000 2,135,000 1,425,000 690,000 -

Term - 20 Years $ 12,113,711 11,465,196 10,751,044 10,000,457 9,234,299 8,458,931 7,681,841 6,908,671 6,135,251 5,362,561 4,586,301 3,812,321 3,036,353 2,259,285 1,487,025 710,355 -

6,505,000 6,465,000 6,425,000 6,380,000 6,335,000 5,640,000 4,925,000 4,180,000 3,405,000 2,600,000 1,765,000 900,000 -

Term - 13 Years $ 8,842,941 8,776,788 8,472,175 8,169,163 7,862,750 7,558,138 6,605,325 5,660,313 4,713,900 3,767,288 2,821,675 1,878,263 938,250 -

Date of Issue - February 1, 2007 $

132,306 131,506 130,706 129,806 128,906 115,006 100,706 85,806 70,306 54,206 37,506 19,125 $ 1,135,894

66,153 132,306 131,506 130,706 129,806 128,906 115,006 100,706 85,806 70,306 54,206 37,506 19,125 $ 1,202,047

66,153 304,613 303,013 306,413 304,613 952,813 945,013 946,413 946,613 945,613 943,413 940,013 938,250 $ 8,842,941

Total Outstanding

BAYTOWN AREA WATER AUTHORITY REVENUE BONDS DETAIL DEBT AMORTIZATION SCHEDULES Fiscal Year

Interest Rate

Principal Due 5/01

Interest Due 11/01

Interest Due 5/01

Revenue Bond & 2002 Series Refunding-Series 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

2.000% 2.000% 2.000% 2.000% 2.000% 2.000% 2.000% 2.000% 2.000% 2.375% 2.500% 2.750% 3.000% 3.000% 3.125% 3.250% 3.250% 3.375% 3.500% 3.500%

485,000 510,000 520,000 535,000 540,000 550,000 570,000 580,000 290,000 295,000 300,000 310,000 315,000 325,000 335,000 345,000 360,000 370,000 385,000 395,000 $ 8,315,000

123,050 98,650 93,550 88,350 83,000 77,600 72,100 66,400 60,600 57,700 54,197 50,447 46,184 41,459 36,584 31,350 25,744 19,894 13,650 6,913 $ 1,147,422

Annual Requirement

Principal Outstanding

Issue Date - March 29, 2012 $

103,500 98,650 93,550 88,350 83,000 77,600 72,100 66,400 60,600 57,700 54,197 50,447 46,184 41,459 36,584 31,350 25,744 19,894 13,650 6,913 $ 1,127,872

711,550 707,300 707,100 711,700 706,000 705,200 714,200 712,800 411,200 410,400 408,394 410,894 407,369 407,919 408,169 407,700 411,488 409,788 412,300 408,825 $ 10,590,294

7,830,000 7,320,000 6,800,000 6,265,000 5,725,000 5,175,000 4,605,000 4,025,000 3,735,000 3,440,000 3,140,000 2,830,000 2,515,000 2,190,000 1,855,000 1,510,000 1,150,000 780,000 395,000 -

Total Outstanding Term-20 Yrs $ 10,590,294 9,878,744 9,171,444 8,464,344 7,752,644 7,046,644 6,341,444 5,627,244 4,914,444 4,503,244 4,092,844 3,684,450 3,273,556 2,866,188 2,458,269 2,050,100 1,642,400 1,230,913 821,125 408,825 -

17-17

CITY OF HOUSTON UNTREATED WATER RATES Effective Month/Year

Rate

04/81

.22142

02/83

.24157

10/86

.25123

10/87

.28022

01/88

.26591 FIRST 150 MGD/PER 1,000, .26113 NEXT 150 MGD

08/88

.28426 FIRST 300 MGD/PER 1,000, .27915 NEXT 300 MGD

07/89

.29344 FIRST 300 MGD/PER 1,000, .28817 NEXT 300 MGD

08/90

.31178 FIRST 300 MGD/PER 1,000, .30618 NEXT 300 MGD

02/92

.31820 FIRST 300 MGD/PER 1,000, .31249 NEXT 300 MGD

10/93

.32907 FIRST 300 MGD/PER 1,000, .32316 NEXT 300 MGD

10/94

.37192 (GRACE UP TO 13.1 MGD. IF WE GO OVER, THEN 5% ADDED TO ANYTHING OVER 11.9)

06/04

.385 (GRACE UP TO 13.1 MGD. IF WE GO OVER, THEN 5% ADDED TO ANYTHING OVER 11.9)

04/05

.398 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO ANYTHING OVER 15.8)

04/06

.4123 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO ANYTHING OVER 15.8)

04/07

.4238 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO ANYTHING OVER 15.8)

04/08

.4314 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO ANYTHING OVER 15.8)

04/09

.4533 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO ANYTHING OVER 15.8)

04/10

.4546 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO ANYTHING OVER 15.8)

06/10

.5647 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO ANYTHING OVER 15.8)

04/11

.5754 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO ANYTHING OVER 15.8)

04/12

.59439 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO ANYTHING OVER 15.8)

04/13

.61580 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO ANYTHING OVER 15.8)

04/14

.6232 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO ANYTHING OVER 15.8)

04/15

.6506 (GRACE UP TO 17.38 MGD. IF WE GO OVER, THEN 5% ADDED TO ANYTHING OVER 15.8)

17-18

TREATED WATER RATES

Year 1981 1985 - 1987

City Other Rate/1,000 Rate/1,000 gallons Gallons $0.97 $0.97

$0.97 $1.00

IncreaseCity

IncreaseOther

$0.00

$0.03

Comments

1988 - 1992 1993 - 1998 1999 - 2006

$1.07 $1.18 $1.26

$1.10 $1.21 $1.29

$0.10 $0.11 $0.08

2006-2007

$1.39

$1.42

$0.13

2007-2008

$1.46

$1.49

$0.07

Result of rising operating cost. (Raw water rates up 25%) Result of increase in raw water rates. Funding for plant expansion debt Funding for new water line debt and City of Houston rate increase. Funding for new water line debt and City of Houston rate increase.

2008-2009

$1.55

$1.58

$0.09

Funding for new water line debt, other operating increases and City of Houston rate increase.

2009-2010

$1.71

$1.74

$0.16

Funding for new water line debt, other operating increases and City of Houston rate increase.

2010-2011

$1.96

$1.99

$0.25

Funding for new water line debt, other operating increases and City of Houston rate increase.

2011-2012

$2.15

$2.18

$0.19

Funding for new water line debt, other operating increases and City of Houston rate increase.

2012-2013

$2.35

$2.39

$0.20

$0.21

Funding for new water line debt, other operating increases and City of Houston rate increase.

2013-2014

$2.53

$2.57

$0.18

Funding for new water line debt, other operating increases and City of Houston rate increase.

2014-2015

$2.61

$2.65

$0.08

Funding for new water line debt, other operating increases and City of Houston rate increase.

$0.13

Funding for new water line debt, other operating increases and City of Houston rate increase.

2015-2016

$2.74

$2.78

$0.13

17-19

17-20

17-21

17-22

CRIME CONTROL AND PREVENTION DISTRICT (CCPD) On May 14, 2011 the citizens voted to continue the Baytown Crime Control and Prevention District dedicated to crime reduction programs and the adoption of a proposed local sales and use tax at a rate of one-eighth of one percent (1/8%).

17-23

17-24

CITY OF BAYTOWN

CRIME CONTROL AND PREVENTION DISTRICT (CCPD) ANNUAL PROGRAM OF SERVICES 2015-16 ADOPTED BUDGET

17-25

CRIME CONTROL AND PREVENTION DISTRICT (CCPD) BOARD DIRECTORS RIKKI WHEELER, President PORTER FLEWELLEN, Vice President SAMUEL BARKER, Director JAMES COKER, Director CHRIS NAVARRE, Director RANDALL B. STRONG, Director DR. CHRIS L. WARFORD, Director

17-26

CITY OF BAYTOWN CCPD (POLICE) FUND 206 BUDGET SUMMARY

Actual 2013-14 Revenues Sales Tax Interest Income

Budget 2014-15

Total Revenues

Total Operating

1,298,127 8,932 1,307,059

1,453,572 10,375 10,000 1,473,947

1,472,543 8,500 10,000 1,491,043

1,548,328 10,625 1,558,953

Capital Outlay Unforeseen/New Initiatives Total Expenditures

460,075 1,767,134

100,680 90,000 1,664,627

100,680 1,591,723

170,890 100,000 1,829,843

Excess (Deficit) Revenues Over Expenditures Working Capital - Beginning Working Capital - Ending

(222,929)

597,156 374,227

1,536,507 80 1,536,587

(128,040)

374,227 246,187

1,536,507 80 1,536,587

Adopted 2015-16

1,544,106 99 1,544,205

Expenditures Personnel Supplies Services

Estimated 2014-15

(55,136)

374,227 319,091

1,567,237 82 1,567,319

(262,524)

319,091 56,567

17-27

CITY OF BAYTOWN DIVISION BUDGET WORKSHEET 20601 CCPD (POLICE) Acct.# Account Name Justification

Amount

PERSONNEL SERVICES 71002 Regular Wages 71002 3% SALARY INCREASE

$ 1,060,397 31,812

71009 Overtime

71021 Health Insurance

158,535

71022 TMRS 71022 TMRS for 3% SALARY INCREASE

191,614 5,748

71023 FICA 71023 FICA for 3% SALARY INCREASE

75,385 2,434

71028 Workers Compensation 71028 Workers Compensation for 3% SALARY INCREASE TOTAL PERSONNEL SERVICES SUPPLIES 72007 Wearing Apparel Regular Uniform Issue - (14) officers & (1) sergeant @ $400 each Body armor vests, new & replacement, 5 @ $925 each (Increased $250 due to increase in price of body armor, $50 increase per vest) TOTAL SUPPLIES

21,750 653 1,548,328 10,625 6,000 4,625 10,625

TOTAL OPERATING

1,558,953

CAPITAL 84042 Machinery & Equipment Replacement of MDT Computers in existing & new patrol units, plus related equipment 5 @ $3,320 Body Cameras

16,600

84043 Motor Vehicles Full-size Patrol Vehicles: 2 @ $31,000 Emergency Equipment for New Patrol Vehicles: 2 @ $21,145 TOTAL CAPITAL OUTLAY

62,000 42,290

CONTINGENCY 99002 Unforeseen/New Initiative Contingency money & requires Board approval to spend

17-28

66,600

50,000 104,290

170,890

TOTAL CONTINGENCY

100,000 100,000

TOTAL CCPD

$ 1,829,843

17-29

17-30

FIRE CONTROL, PREVENTION AND EMERGENCY MEDICAL SERVICES DISTRICT (FCPEMSD) On May 14, 2011 the citizens voted to continue the Baytown Fire Control, Prevention, and Emergency Medical Services District dedicated to fire safety and emergency medical services and the adoption of a proposed local sales and use tax at a rate of one-eighth of one percent (1/8%).

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17-32

CITY OF BAYTOWN

FIRE CONTROL, PREVENTION AND EMERGENCY MEDICAL SERVICE DISTRICT (FCPEMSD) ANNUAL PROGRAM OF SERVICES 2015-16 ADOPTED BUDGET

17-33

FIRE CONTROL, PREVENTION AND EMERGENCY MEDICAL SERVICES DISTRICT (FCPEMSD) BOARD DIRECTORS BRENDA BRADLEY SMITH, President JOHN ADKINS, Vice President GERALD BALDWIN, Director RICHARD CARR, Director ADELINA GOMEZ-ABSHIRE, Director MAURICE WATTS, Director KIMBERLEE WHITTINGTON, Director

17-34

CITY OF BAYTOWN FIRE - EMS SPECIAL DISTRICT FUND 207 BUDGET SUMMARY Actual 2013-14 Revenues Sales Tax Investment Interest Total Revenues Expenditures Personnel Services Total Operating

Capital Outlay Transfers Out Contingency Total Expenditures Excess (Deficit) Revenues Over Expenditures Working Capital - Beginning Working Capital - Ending

1,554,240 366 1,554,606

Budget 2014-15 $

1,513,364 250 1,513,614

Estimated 2014-15 $

1,573,899 200 1,574,099

Adopted 2015-16 $

1,621,116 200 1,621,316

478,768 478,768

300,265 300,265

273,481 10,000 283,481

177,674 177,674

185,124 1,000,000 1,663,892

341,894 1,300,000 13,034 1,955,193

341,894 1,300,000 1,925,375

380,766 1,300,000 13,000 1,871,440

(109,286) 1,191,690

(441,579) 1,082,404

(351,276) 1,082,404

1,082,404

640,825

731,128

(250,124) 731,128 $

481,004

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CITY OF BAYTOWN FIRE - EMS SPECIAL DISTRICT FUND 207 SPECIAL DISTRICT - FIRE/EMS - 20701 Actual 2013-14 Expenditures 71002 Regular Wages 71009 Overtime 71021 Health Insurance 71022 TMRS 71023 FICA 71028 Workers Compensation 71041 Allowances Personnel

74070 Elections

97,382 265,889 14,707 66,599 25,912 4,665 3,614 478,768

Budget 2014-15 $

Services

115,009 100,000 22,144 40,015 16,217 3,280 3,600 300,265

Estimated 2014-15 $

116,241 100,000 21,138 22,086 8,798 1,618 3,600 273,481

Adopted 2015-16 $

10,000 10,000

119,905 21,138 22,317 9,031 1,683 3,600 177,674 -

Total Operating

478,768

300,265

283,481

177,674

Furniture & Equip <$5000 Machinery & Equipment Motor Vehicles Radio & Testing Equipment Total Capital

21,381 68,043 87,275 8,426 185,124

13,584 170,300 127,000 31,010 341,894

10,784 178,200 160,000 31,782 380,766

91350 To Gen Capital Proj Fund 91351 To Capital Improvemnt Prg Total Transfers Out

400,000 600,000 1,000,000

600,000 700,000 1,300,000

80001 84042 84043 84045

99001 Contingencies Total Contingencies Out Total Expenditures

17-36

1,663,892

13,034 13,034 $

1,955,193

1,925,375

13,000 13,000 $

1,871,440

CITY OF BAYTOWN DIVISION BUDGET WORKSHEET 20701 Special District - Fire Acct.# Account Name Justification Personnel Services 7100 71002 Regular Wages 71002 6% SALARY INCREASE

Amount $116,289 3,616

71009 Overtime

119,905

71021 Health Insurance

21,138

71022 TMRS 71022 TMRS for 6% SALARY INCREASE

21,664 653

22,317

71023 FICA 71023 FICA for 6% SALARY INCREASE

8,754 277

9,031

71028 Workers Compensation 71028 Workers Compensation for 6% SALARY INCREASE

1,618 65

1,683

71041 Allowances

3,600

TOTAL PERSONNEL SERVICES 8000 Capital Outlay 80001 Furniture & Equip <$5000 NEW #6 - Paramedic Protocol Provider Software NEW #7 - Zoll Medical repairs not covered by warranty NEW #11 - License (1) Disconnect and (1) LAN for Medic 4 NEW #12 - Stryker Ambulance Stretcher Battered ARP 84042 Machinery & Equipment NEW #2 - Stryker Power Pro XT (Ambulance Stretcher) ARP NEW #3 - Lucas II Device (Compression Device) for M 4 NEW #4 - AFG Match Grant $15,000 for (7) Stryker Poweload NEW #5 - EMV Full Featured Tramsport Ventilators (4) NEW #8 - Lucus Replacement Batteries ARP NEW #9 - Zoll AED Program Battery and Pad Replacement NEW #10 - (2) Zoll X Series 12 Lead ECG and ETCO2 NEW #13 - Stryker Annual PM and Battery Replacement 84043 Motor Vehicles NEW #1 -Purchase of New Ambulance 84045 Radio & Testing Equipment NEW #14 - Voice Amplifiers ARP NEW #15 - Scott HAZMAT Radio Interface Houston Spec NEW #16 - Portable Radios (2) 154HZ Annual Replacement NEW #17 - Drop In Chargers for Portable Radios - ARP NEW #18 - Sigtronic Headsets (6) ARP TOTAL CAPITAL OUTLAY

177,674

10,784 1,500 5,000 3,184 1,100 178,200 15,000 16,000 15,000 48,000 6,200 1,000 70,000 7,000 160,000 160,000 31,782 3,465 16,217 7,600 2,000 2,500 380,766

17-37

CITY OF BAYTOWN DIVISION BUDGET WORKSHEET 20701 Special District - Fire Acct.# Account Name Justification

Amount

9000 Other Financing Uses 91350 To Gen Capital Proj Fund NEW #1 - Fire Technology and Capital Equipment - Apparatus 91351 To Capital Improvemnt Prg NEW - Construction of Fire Training Facility NEW - Radio Equipment - Communications

600,000 600,000 700,000 600,000 100,000

TOTAL TRANSFERS OUT 9900 Contingency 99001 Contingencies Contingency

17-38

1,300,000

13,000 13,000 TOTAL CONTINGENCY

13,000

TOTAL FCPEMSD

$ 1,871,440

RESOLUTION NO. 39

RESOLUTION

CONTROL,

THE

PREVENTION,

BOARD AND

DIRECTORS

EMERGENCY

THE

MEDICAL

BAYTOWN

SERVICES

FIRE

DISTRICT

ADOPTING A BUDGET FOR THE ENSUING FISCAL YEAR, BEGINNING OCTOBER 1, 2015, AND ENDING SEPTEMBER 30, 2016, IN ACCORDANCE WITH CHAPTER 344 OF

THE TEXAS LOCAL GOVERNMENT CODE AND THE ALTERNATIVE PROCEDURES ADOPTED BY THE DISTRICT; AND PROVIDING FOR THE EFFECTIVE DATE THEREOF.

WHEREAS, the General Manager of the Baytown Fire Control, Prevention, and Emergency Medical Services District ( the " District ") has submitted to the District a budget estimate of the revenues of the District

and the expense of conducting the affairs thereof for the ensuing fiscal year, beginning October 1, 2015, and ending September 30, 2016, being the four of five years of the sales and use tax authorization, and which said estimate contains all information as required by Chapter 344 of the Texas Local Government Code; and WHEREAS, the Board of Directors of the District ( the " Board ") has received the General Manager's

estimate and held a public hearing thereon as provided by both Chapter 344 of the Texas Local Government Code and the alternative procedures adopted thereunder; and WHEREAS, after full and final consideration of the information contained in the proposed budget and

the input received at the public hearing, it is the opinion of the Board that the budget attached hereto should be approved and adopted; NOW THEREFORE

BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE BAYTOWN FIRE CONTROL, PREVENTION, AND EMERGENCY MEDICAL SERVICES DISTRICT: Section l:

That the Board of Directors of the Baytown Fire Control, Prevention, and Emergency Medical Services District hereby adopts the budget, which is attached hereto as Exhibit " A" and incorporated herein for all intents and purposes for the District' s 2015 -16 fiscal year. Section 2:

That the Secretary of the Baytown Fire Control, Prevention, and Emergency Medical Services District is hereby ordered to submit for and on behalf of the Board of Directors the budget adopted in Section 1 to the City Council of the City of Baytown not later than the tenth ( 10"') day after the date hereof. Section 3:

This resolution shall take effect immediately from and after its passage by the Board of Directors of the Baytown Fire Control, Prevention, and Emergency Medical Services District. INTRODUCED, READ and PASSED by the affirmative vote of the Board of Directors of the Baytown Fire Control, Prevention, and Emergency Medical Services District, this the day of July, 2015. 2151

QWly

RENDA BRADLEY S ,

President

ATT

LETICIA BRYSCH, S

etary

APPROVED AS TO FORM:

ACIO RAMIREZ, SR., Gy(h4al Counsel R:`Karen-Tiles-City Councilfire Control,

vention and Emergency Medical Scrvieca District'.Resolutions12ol51July\ Adopt2015- 16Budget doe

17-39

17-40

17-41

17-42

CITY OF BAYTOWN

MUNICIPAL DEVELOPMENT DISTRICT (MDD) ADOPTED PROJECTS BUDGET 2015-16

17-43

CITY OF BAYTOWN

MUNICIPAL DEVELOPMENT DISTRICT (MDD) DIRECTORS STEPHEN H. DONCARLOS, President CHRIS PRESLEY, Vice President REGGIE BREWER, Secretary BRANDON CAPETILLO, Director GARY ENGLERT, Director MARY HERNANDEZ, Director ROBERT C. HOSKINS, Director DAVID P. JIRRELS, Director DAVID MCCARTNEY, Director MERCEDES RENTERIA III, Director TERRY SAIN, Director

17-44

MUNICIPAL DEVELOPMENT DISTRICT

August 20, 2015 President and Directors of the Municipal Development District Board I am pleased to present the adopted 2015-16 budget for the Baytown Municipal Development District (MDD). The 2015-16 budget year promises to be another outstanding year for growth and economic development in the Baytown area. Home sales are improving, commercial development is continuing and recently announced industrial expansion projects will keep Baytown moving forward. We look forward to reviewing this budget with you in the coming months. Listed below are the highlights of revenues and expenditures. Revenues – Based on current year sales tax receipts we anticipate revenues to increase in the next fiscal year. Sales tax revenue for 2015-16 is projected at $6,077,000 which is a 3% increase over current year estimated collections. Along with interest income and loan repayments total revenues for 2015-16 are projected at $6,096,800. Expenditures - The MDD projects for funding all play a significant role in the economic development and quality of life in our City. The allocations for projects in 2015-16 are classified in one of the following three (3) priorities: o Priority: Projects or expenditures designed to promote new or expanded business activity that create or retain primary jobs:  Development of New and Expansion of Existing Businesses and Industry  Economic Development Foundation – Basic Service  Economic Development Foundation – Special Projects  Economic Incentives  Property Acquisition for Economic Development o Priority: Projects which provide infrastructure for economic development:  State Infrastructure Bank Loan Repayment – Decker Dr to SH 146 S Flyover  Texas Avenue Streetscape and Town Square Project  Northeast Wastewater Treatment Plant – Debt Service to fund 60% of design and construction  I-10 Lift Station (new)

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17-46

MAJOR BUDGET ISSUES Fiscal Year 2015-16

MUNICIPAL DEVELOPMENT DISTRICT On May 5, 2001, in the general election, the citizens of the City of Baytown voted to authorize the creation of the Baytown Municipal Development District (MDD) and the imposition of a sales and use tax at the rate of one-half of one percent for the purpose of financing economic development and parks projects that provide economic benefit, diversify the economic base of the community and improve our quality of life. The board is composed of the Mayor, six council members and four at-large resident members. REVENUES – Based on current year sales tax receipts we anticipate revenues to increase in the next fiscal year. Sales tax revenue for 2015-16 is projected at $6,077,000 which is a 3% increase over current year estimated collections. Along with interest income and loan repayments total revenues for 2015-16 are projected at $6,096,800. EXPENDITURES – Included in this year’s program are economic development projects and improvements in the areas of streets, sidewalks, signalization, utilities and parks. Generally, project costs may include functions such as services, construction or debt service on long-term construction projects. Project administration costs of $300,000 are included to reimburse the General Fund for administrative, engineering and financial support of the MDD. PROJECTS Development of New and Expansion of Existing Businesses and Industry A significant function of this budget allocation is the development of new and expansion of existing businesses. These projects are critically important in light of the State Implementation Plan’s potential impact on the petro-chemical industry and underscore our need to diversify our economic foundation. $150,000 Economic Development Foundation – Basic Economic Development Services This provides continued funding for the basic economic development services contract with the Baytown Area/West Chambers County Economic Development Foundation (EDF). $250,000 Economic Incentives Several significant economic projects are currently in the development stage. The new Kroger store on Alexander has been announced and will result in a $150,000 per year payment beginning in FY2018. We are optimistic that another major announcement is forthcoming that will utilize these dollars. $500,000 Property Acquisition for Economic Development This allocation provides funding to purchase property that may become available to be used for future economic development purposes. Some of the projects discussed elsewhere in this report may require additional property acquisition. $100,000 State Infrastructure Bank Loan Repayment – Decker Drive to Highway 146 S. Flyover The MDD financed a $1,000,000 loan from the Texas State Infrastructure Bank (SIB) for a Decker Drive to Highway 146 South flyover project. This funding, combined with matching funds from the November 2007 bond election, allowed for completion of the Decker Drive to Highway 146 South flyover. The current project funding eliminates the “braided” on and off ramps. The postponement of the construction of these ramps would have impaired mobility in the area. The State matched our $2 million contribution to provide the $4 million necessary to 17-47

MAJOR BUDGET ISSUES Fiscal Year 2015-16

complete all elements of this flyover. Eligible projects must be on the state highway system and be included in the Statewide Transportation Improvement Plan. $148,957 Town Square Project – Phase II The budget includes continued funding and expands the scope of the project to include the Phase II which will complete the Town Square Project. Phase I included the initial development of the Town Square in the city-owned block bounded by Texas, Gaillard, Pearce and Ashbel. The project adopted for FY2015 also included extending the Streetscape Project from Gaillard to Ashbel, including the Ashbel intersection. This project includes a Bond-funded water feature in the form of a fountain. The fountain currently being designed will serve as centerpiece for the plaza and will serve as the platform for a portable ice rink for the 2015 Christmas holiday season. The fountain will be covered by a large Christmas tree resulting in a much improved community tree lighting event and ice skating around the community Christmas tree. A set of permanent restrooms will be constructed as will a matching building for storage, fountain equipment and the skate concession center. Phase II includes walking trails, a stage, landscaping, signage and lighting. $600,000 I-10 Lift Station This lift station is being upgraded to accommodate growth along Garth Road. These dollars are being used to help pay for upsizing the lift station. $250,000 Northeast Wastewater Treatment Plant – Debt Service The confirmed growth and development within the City necessitated the design and construction of the Northeast Wastewater Treatment facility. The project is estimated at $28,500,000 with 60% ($17,100,000) of the funding from the MDD. The remaining 40% ($11,400,000) is funded from the Water and Sewer Fund. This allocation includes the current year principal and interest payment on multiple debt issuances by the Texas Water Development Board (TWDB) loan and Certificates of Obligation. $1,256,535 Aquatic Facilities – Debt Service Pirate’s Bay Waterpark opened in 2010 and was funded with $4 million authorized in the November 2007 bond election and the issuance of $6 million in Certificates of Obligation in early 2010. MDD is funding the debt service on the $6 million in CO’s. This allocation funds the current year debt service requirement. $426,713 Pirates Bay Waterpark Expansion – Debt Service Attendance and popularity continue to be greater than anticipated with the waterpark’s capacity limiting tickets sales on a regular basis. The development of a multi-phased Pirates Bay Expansion Master Plan is in progress. MDD funding of the North Main water and sewer project debt service has been shifted to the Water and Sewer Fund to provide $5.5 million in MDD debt capacity to help fund the expansion. This allocation funds the current year debt service requirement. $376,079 Baytown Sports League Improvements The budget provides continuous funding for various improvements at little league, pony league and soccer facilities including bleacher covers, backstops, paving, trails, lighting and fencing repairs as needed. $50,000

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MAJOR BUDGET ISSUES Fiscal Year 2015-16

Golf Course â&#x20AC;&#x201C; Debt Service Funds are being allocated in the event that the voters approve the Golf Course Bonds in the November 2015 election. $500,000 Rent to Own/Purchase Ice Rink for Town Square The City plans to install and operate an ice rink during late November and December. The City plans to rent to own the ice rink the first year. The FY2016 cost to rent the rink that includes, set up, a chiller, ice skates and a golf cart mounted scraper is $81,940. Should the City decide to purchase the rink, there will be an additional cost of $135,000. Staff has added $10,000 for barricades and needed infrastructure for the operations of the rink. $226,940 Land Acquisition â&#x20AC;&#x201C; Future Parks This project provides funding to acquire future park land. This is a continued set-aside of funds to provide an allocation that would be used as land becomes available. $100,000 Pelly Park Loop Trail Staff has had request including a Parks Board member and a petition from the neighborhood to construct a loop walking trail around Pelly Park. The popular park is the only park in the immediate area for local residents that take advantage of the small splash deck and large picnic shelters. A loop walking trail would add another activity to the neighborhood park. The adjacent neighborhood have submitted a petition in support of the trail and also requested a short sidewalk along South Main to the E. Nazro Street. The project also includes a new playground that would replace the existing aging playground. The trail was requested by residents and by one of our Parks and Recreation Advisory Board members. The neighborhood submitted a petition in support of the project to the Parks and Recreation Department. The trail, sidewalk and new playground will be designed and installed by Parks and Recreation Department employees. $111,000 Westwood Park Fence Enclosure The West Little Leagues fields at Westwood Park are no more. The lights and poles have been salvaged and relocated to Central Little League Park and all Little League activities no longer exist at Westwood Park. The Parks and Recreation Department plan to include the old park site as part of the Baytown Nature Center as a future Chandler Arboretum site and would free up the property owned by the City on Sjolander that was donated to the city for the Chandler Arboretum. Westwood Park would be fenced and placed inside of the Baytown Nature Center include closing Schrek at Steinman Street and include fencing the pipeline easement to the bay front. The Neighborhood has indicated that the playground could go away, however, we will save room for a small neighborhood park if needed in the future. $50,663 Lincoln Cedars Park Fence Lincoln Cedars Park is located on four small lots backing up to vacant property. The park users often have balls that go over the small fence at the back of the park and get lost in the low swampy land behind the park. Local citizens have requested a tall fence be constructed to keep the balls in the park and to help keep the small children from going into the swampy area looking for balls. A 20 foot tall fence will be constructed along the back side of the park. Design and oversight will be done by the Parks and Recreation Department employees. $12,000

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MAJOR BUDGET ISSUES Fiscal Year 2015-16

Roseland Park Restroom Replacement The public restrooms were constructed in the mid 1990s. The restroom would be replaced with a new pre-constructed restroom at the same location. The new restrooms will be equipped with a HVAC system, water fountain and doors that will automatically close and lock when the park is closed. The building will be pre-engineered and constructed by local standards and codes. Design and oversight will be done by the Parks and Recreation Department employees. $135,000 Fire Fighters Memorial Repairs (50%) The project will improve the lighting and appearance of the Fire Fighter Memorial Plaza. The drought caused severe ground movement at the Fire Fighter Memorial Plaza. The plan is to repair the subgrade and reconstruct several areas. The project will also level the granite surrounding the plaza. Relocation and replacement of the plaza lighting is also included in the project. We are partnering with the Fire Department on this project with the cost being shared 50/50. Design and oversight will be done by the Parks and Recreation Department employees. $33,625 Community Center Path Improvements All three entrances to the Baytown Community Center are in need of replacement. The walkway between the Community Center and City Hall stands in deep water after a small rain event, making the connection from City Hall/Community Center almost impossible at time. A second part of this request will be to remove and replace the existing exposed aggregate entry walks and to replace. The new sidewalks will provide both a safer and more attractive appearance to the Community Center. The existing concrete walkways are uneven and could cause tripping hazards, this project will provide a safe, slip resistant entrance to the Community Center from three locations, City Hall, the Community Center Parking Lot and under canopy at senior side entrance. $67,830 Kayak Launches at Roseland and Bayland Parks Use of Kayaks continue to gain popularity. A kayak launch was added to the boat ramps at the Wetlands Center in 2015. Staff proposes adding two more launches in 2016 at both the Roseland Park and Bayland Park Boat Launches. The proposed kayak launches will provide easy access to the historic Goose Creek and Tabbs Bay area as well as the scenic Cedar Bayou. Both will be located adjacent to existing boat ramps that include plenty of parking for kayakers. $70,000 Paint Bridge Overpasses Throughout City The project will paint the bridge abutments that cross Goose Creek on Rollingbrook, Baker Road, Decker Drive, Market Street and West Main. The West Texas Avenue Bridge was repainted as part of a Goose Creek Park improvement project in 2015. Staff plans to paint as many bridges as possible with the available funding. $50,000 Project Administration & Overhead

$300,000

Unforeseen Project and New Initiatives

$500,000

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MUNICIPAL DEVELOPMENT DISTRICT (MDD) PROGRAM FUND BUDGET SUMMARY for Fiscal Year 2015-16 Actual 2013-14 Beginning working capital Revenues Sales Taxes Interest on Investments Miscellaneous Loan Repayments Interest on Loans Total MDD Revenues Expenditures Economic Development Projects Development of New and Expansion of Existing Businesses and Industry Econ Development Foundation - Basic Economic Development Services Econ Development Foundation - Special Economic Development Projects Economc Incentives Econ Development Foundation - Special Economic Development Projects-SBRLF Property Acquisition for Economic Development Downtown Redevelopment Assistance Baytown Little Theater Marketing Plan Update Subtotal

Carry-forward 2013-14

$ 6,407,476

6,809,000

$ 1,008,190

5,701,282 7,746 30,000 32,258 7,781 5,779,067

13,640 200,000 (5,811)

Parks Projects Aquatics Master Plan Phase 1 & 2 Construction (Debt Svc on $6mm) Pirates Bay Waterpark Expansion (Debt Service on $5.5mm) Baytown Sports League Improvements Golf Course (Debt Service on $12.5mm) Rent/Purchase of Ice Rink for Town Square Goose Creek Trail Phases V and VI Goose Creek Trail - Phase VI Land Acquisition - Future Parks Sports Complex (Parking, Fields & Lighting) East Road Girls Fields - Lighting & Wiring Pelly and Central Little League Parks Wetlands Picnic Shelter GLO / CMP Grant Match (Tabbs Bay) Tabbs Bay Cleanup Eddie Huron Park Phase II & III City Hall Courtyard Improvements Phase I & II Median Beautification Crew Community Service Supervisor Roseland Park Improvements Roseland Locomotive Improvements

Estimated 2014-15

6,809,000

$ 6,809,000

5,700,000 6,000 40,200 8,000 5,754,200

5,900,000 6,000

519,785

150,000

New Allocation 2015-16

Carry-forward 2014-15 $

4,426,650

Total Allocation 2015-16

568,784

4,426,650

10,765 3,040 5,919,805

6,077,000 6,000 10,870 2,930 6,096,800

669,785

655,233

14,552

150,000

164,552

250,000

330,558

100,000

430,558

165,812

264,746

500,000

110,000

1,455

522,521

100,000

622,521

298,468

324,053

100,000

424,053

31,101 240,385

500,000 1,982,864

600,000

500,000 2,582,864

1,369,513

500,000 1,213,351

1,000,000

500,000 2,213,351

911,710 311,261

100,000 150,000

511,710 500,000 461,261

500,000 461,261

511,710 -

764,967 29,872 85,200 205 2,103,215

148,957 500,000 15,000 913,957

148,957 1,264,967 29,872 85,200 15,205 3,017,172

148,957 917,285 72,390 15,205 2,115,098

347,682 12,810 872,202

148,957 600,000 748,957

148,957 947,682 12,810 1,621,159

342,013 -

100,000 -

254,535 250,000

250,000

254,535 500,000

1,201,581

1,302,255

1,256,535

1,002,966 7,500 344,113 26,257 2,582,417

62,522 70,000 474,535

1,009,356 2,411,611

1,009,356 70,000 2,886,146

1,009,356 2,311,611

70,000 574,535

1,506,535

70,000 2,081,070

427,738

437,888

426,713

375,529 100,000 315,000 50,000 575,000 86,400 110,500 77,200 -

375,529 120,650 292,052 315,000 273,139 7,974 575,000 179 10,000 86,400 6,691 109,955 130,349 1,536 10,278

375,529 95,309 199,837 45,000 1,300 7,974 575,000 179 10,000 86,400 6,691 109,955 99,760 1,536 10,278

25,341 92,215 270,000 271,839 -

376,079 50,000 500,000 226,940 100,000 -

376,079 75,341 500,000 226,940 92,215 270,000 371,839 -

Streets, Drainage, Sidewalks & Signalization Projects Land Acquisition for New Thoroughfares Land for San Jacinto Blvd City Gateway Project 38,739 State Infrastructure Bank Loan Repayment Decker Dr to 146 South flyover ( $1mm) 148,957 Texas Avenue Streetscape & Town Square Signal - 146 North and I-10 West 222,881 Signal - Hutto and Rollingbrook Garth Road Traffic Engineering 7,463 Subtotal 418,040 Utility Projects Economic Dev. Cost Share with Developers to Upsize New Utilities I-10 Lift Station NE WW Treatment Plant Debt Service (60% 2005 & 2006 TWDB CO's & 2014 & 2015 GO's Refunding) West District Plant Expansion Debt Service (50% - 2008 CO's) Hutto Lift Station Bucees Utility Lines Tri City Beach Road Sewer Ameriport Waterline Subtotal

Total Allocation 2014-15

Adopted 2014-15

377,275 155,568 207,948 45,067 14,631 99,858 1,871 20,693 129,997 28,951 100,111 49,547

20,650 292,052 223,139 7,974 369 10,000 6,691 (545) 53,149 1,759 10,278

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MUNICIPAL DEVELOPMENT DISTRICT (MDD) PROGRAM FUND BUDGET SUMMARY for Fiscal Year 2015-16 Actual 2013-14 Roseland Spray Park Renovations Special Needs Playground Jenkins/Holloway Park Improvements Goose Creek Park Improvements Jenkins Park Disc Golf Pelly Park Loop Trail Westwood Park Fence Enclosure Lincoln Cedars Fence Improvements Roseland Park Restroom Replacement Repair Fire Fighter Memorial Community Center Path Improvements Paint Bridge Overpasses Kayak Launch (Bayland & Roseland) Allenbrook Park Improvements Kayak Launch Subtotal Total MDD Projects

Carry-forward 2013-14

Total Allocation 2014-15

Adopted 2014-15

Estimated 2014-15

Carry-forward 2014-15

New Allocation 2015-16

Total Allocation 2015-16

36,933 1,755 1,826 111,960 24,972 1,836,701

61,699 50,960 738,175

42,000 25,000 2,194,517

42,000 25,000 61,699 50,960 2,932,279

42,000 25,000 44,747 31,550 2,205,933

16,952 19,410 695,757

111,000 50,663 12,000 135,000 33,625 67,830 50,000 70,000 2,209,850

16,952 19,410 111,000 50,663 12,000 135,000 33,625 67,830 50,000 70,000 2,905,607

5,077,543

5,298,789

6,120,085

11,418,461

8,002,155

3,355,845

5,465,342

8,821,187

Other Project Administration and Overhead Unforeseen/New Initiatives Subtotal

300,000 300,000

502,021 502,021

300,000 300,000

300,000 502,021 802,021

300,000 300,000

502,021 502,021

300,000 500,000 800,000

300,000 1,002,021 1,302,021

Total MDD Expenditures

5,377,543

5,800,810

6,420,085

12,220,482

8,302,155

3,857,866

6,265,342

10,123,208

(6,466,282)

(2,382,350)

(3,857,866)

Revenues over (under) expenses Ending working capital DEBT SERVICE PAYMENT RECAP Aquatics Master Plan Phase 1 & 2 Construction (Debt Svc on $6mm) Pirates Bay Expansion (Debt Svc on $5.5mm) Golf Course Construction (Debt Svc on $12.5mm) State Infrastructure Bank Loan Repayment Decker Dr to 146 South flyover ( $1mm) NE WW Treatment Plant Debt Service (60% 2005 & 2006 TWDB CO's & 2014 & 2015 GO's Refunding) West District Plant Expansion Debt Service (50% - 2008 CO's)

401,524 $ 6,809,000

1,008,190

(665,885) $

342,305

342,718

$ 4,426,650

568,784

(4,026,408)

(168,542) $

400,242

427,738 377,275

437,888 375,529

426,713 376,079

500,000

148,957

1,201,581

1,302,255

1,256,535

1,002,966

1,009,356

$ 3,273,985

3,273,985

$ 3,273,985

Total Debt Service Payments $ 3,158,517

17-52

(5,800,810)

2,708,284

SUPPLEMENTAL INFORMATION INCLUDED FOR PLANNING PURPOSES

17-53

MUNICIPAL DEVELOPMENT DISTRICT (MDD) PROGRAM FUND BUDGET SUMMARY - PROJECTED WORKING CAPITAL Fiscal Year 2015-16 Carryforward 2013-14

Adjusted Allocation 2013-14

Total Allocation 2014-15

Estimated Expenditures 2014-15

$ 6,809,000

$ 1,008,190

$ 6,809,000

5,700,000 6,000 48,200 5,754,200

1,099,496

519,785

1,300,000

Current Expenditures Beginning working capital Revenues Sales Taxes Interest on Investments Contributions & Miscellaneous Total MDD Revenues Expenditures Economic Development Projects Development of New and Expansion of Existing Businesses and Industry Econ Development Foundation - Basic Economic Development Services Econ Development Foundation - Special Economic Development Projects Economic Incentives Econ Development Foundation - Special Economic Development Projects-SBRLF Property Acquisition for Economic Development Downtown Redevelopment Assistance - Baytown Little Theater Subtotal

I-10 Lift Station NE WW Treatment Plant Debt Service (60% 2005 & 2006 TWDB CO's & 2014 & 2015 GO's Refunding) West District Plant Expansion Debt Service (50% - 2008 CO's) Hutto Lift Station Tri City Beach Road Sewer Subtotal

17-54

New Allocation 2015-16

Estimated revenue growth for projected years: Total Projected Projected Projected Allocation 2015-16 2016-17 2017-18 2018-19

568,784

$ 4,426,650

$ 2,163,475

6,077,000 6,000 13,800 6,096,800

6,199,000 6,000 20,000 6,225,000

6,323,000 6,000 20,000 6,349,000

6,449,000 6,000 20,000 6,475,000

6,578,000 6,000 20,000 6,604,000

6,710,000 6,000 20,000 6,736,000

150,000

669,785

655,233

14,552

150,000

164,552

300,000

250,000

200,000

308,554 -

330,558 -

100,000 -

430,558 -

165,812 -

264,746 -

500,000

264,746 500,000

100,000 500,000

100,000 650,000

100,000 150,000

100,000

110,000

621,197

522,521

100,000

622,521

298,468

324,053

100,000

424,053

100,000

300,000

3,429,247

500,000 1,982,864

600,000

500,000 2,582,864

1,369,513

500,000 1,213,351

1,000,000

500,000 2,213,351

1,200,000

1,350,000

1,050,000

511,710 500,000 461,261

500,000 461,261

511,710 -

100,000 -

148,957 1,264,967 29,872 85,200 15,205 3,017,172

148,957 917,285 72,390 15,205 2,115,098

347,682 12,810 872,202

148,957 600,000 748,957

148,957 947,682 12,810 1,621,159

150,000 250,000

148,957 500,000 15,000 913,957

$ 1,394,206

764,967 29,872 85,200 205 2,103,215

683,782

768,858

5,900,000 6,000 13,805 5,919,805

311,261

Projected 2020-21

5,700,000 6,000 48,200 5,754,200

(400,000) 500,000 150,000

400,242

Projected 2019-20

$ 4,426,650

911,710

2.0%

6,809,000

Streets, Drainage, Sidewalks & Signalization Projects Land Acquisition for New Thoroughfares Land for San Jacinto Blvd City Gateway Project State Infrastructure Bank Loan Repayment Decker Dr to 146 South flyover ( $1mm) 446,914 Texas Avenue Streetscape & Town Square 305,243 Signal - 146 North and I-10 West 22,247 Signal - Hutto and Rollingbrook 4,800 Garth Road Traffic Engineering 10,032 Subtotal 789,236 Utility Projects Economic Dev. Cost Share with Developers to Upsize New Utilities

Carryforward 2014-15

26,083

342,013

(87,478)

254,535

150,000

250,000

500,000

6,067,580

1,302,255

1,256,535

1,130,793

1,111,294

1,113,560

1,114,773

1,096,146

3,202,146 129,978 9,425,787

62,522 70,000 474,535

1,009,356 (62,522) 2,411,611

1,009,356 70,000 2,886,146

1,009,356 2,311,611

70,000 574,535

1,506,535

70,000 2,081,070

1,280,793

1,261,294

1,263,560

1,264,773

1,246,146

MUNICIPAL DEVELOPMENT DISTRICT (MDD) PROGRAM FUND BUDGET SUMMARY - PROJECTED WORKING CAPITAL Fiscal Year 2015-16 Current Expenditures Parks Projects Aquatics Master Plan Phase 1 & 2 Construction (Debt Svc on $6mm) Pirates Bay Waterpark Expansion - Debt Service on $5.5mm Baytown Sports League Improvements Golf Course (Debt Service on $12.5mm) Rent/Purchase of Ice Rick for Town Square Goose Creek Trail Phases V and VI Goose Creek Trail Phase VI Land Acquisition - Future Parks Sports Complex (Parking, Fields & Lighting) East Road Girls Fields - Lighting & Wiring Pelly and Central Little League Parks Wetlands Picnic Shelter GLO / CMP Grant Match City Hall Courtyard Improvements Phase I & II Median Beautification Crew Community Service Supervisor Roseland Park Improvements Roseland Locomotive Improvements Roseland Spray Park Renovations Special Needs Playground Jenkins / Holloway Park Improvements Goose Creek Park Improvements Pelly Park Loop Improvements Westwood Park Fence Enclosure Lincoln Cedars Fence Improvements Roseland Park Restroom Replacements Repair Fire Fighter Memorial Community Center Path Improvements Paint Bridge Overpasses Kayak Launch (Bayland & Roseland) Subtotal Total MDD Projects Other Project Administration and Overhead Unforeseen/New Initiatives Subtotal Total MDD Expenditures Revenues over (under) expenditures Ending working capital

Carryforward 2013-14

Adjusted Allocation 2013-14

Total Allocation 2014-15

Estimated Expenditures 2014-15

Carryforward 2014-15

New Allocation 2015-16

Estimated revenue growth for projected years: Total Projected Projected Projected Allocation 2015-16 2016-17 2017-18 2018-19

2.0% Projected 2019-20

Projected 2020-21

522,948

437,888

426,713

434,138

426,338

437,538

427,737

432,674

399,288 450,128

20,650

375,529 100,000

375,529 120,650

375,529 95,309

25,341

376,079 50,000

376,079 75,341

376,529 25,000

376,292 25,000

373,554 25,000

367,221 25,000

362,387 25,000

292,052 223,139 7,974 369 10,000 6,691 (545) 53,149 1,759 10,278 61,699 50,960 738,175

315,000 50,000 575,000 (190) 86,400 110,500 77,200 (223) 42,000 25,000 2,194,104

292,052 315,000 273,139 7,974 575,000 179 10,000 86,400 6,691 109,955 130,349 1,536 10,278 42,000 25,000 61,699 50,960 2,932,279

199,837 45,000 1,300 7,974 575,000 179 10,000 86,400 6,691 109,955 99,760 1,536 10,278 42,000 25,000 44,747 31,550 2,205,933

92,215 270,000 271,839 16,952 19,410 695,757

500,000 226,940 100,000 111,000 50,663 12,000 135,000 33,625 67,830 50,000 70,000 2,209,850

500,000 226,940 92,215 270,000 371,839 16,952 19,410 111,000 50,663 12,000 135,000 33,625 67,830 50,000 70,000 2,905,607

1,000,000 50,000 350,000 50,000 125,000 2,410,667

1,000,000 50,000 300,000 50,000 125,000 2,352,630

1,000,000 50,000 300,000 50,000 2,236,092

1,000,000 50,000 300,000 50,000 2,219,958

1,000,000 50,000 300,000 50,000 2,220,061

34,942 573,996 107,973 14,616 119,348 98,380 2,321,619 15,965,889

5,298,789

6,119,672

11,418,461

8,002,155

3,355,845

5,465,342

8,821,187

5,141,460

5,213,924

4,799,652

4,784,731

4,766,207

1,787,500 1,787,500

502,021 502,021

300,000 300,000

300,000 502,021 802,021

300,000 300,000

502,021 502,021

300,000 500,000 800,000

300,000 1,002,021 1,302,021

300,000 500,000 800,000

300,000 750,000 1,050,000

17,753,389

5,800,810

6,419,672

12,220,482

8,302,155

3,857,866

6,265,342

10,123,208

5,941,460

6,263,924

5,849,652

5,834,731

5,816,207

(17,753,389)

(5,800,810)

(6,466,282)

(2,382,350)

(3,857,866)

283,540

85,076

625,348

769,269

919,793

768,858

$ 1,394,206

$ 2,163,475

$ 3,083,268

$ (17,753,389) $ 1,008,190

(665,472) $

342,718

4,426,650

568,784

(168,542) $

400,242

(4,026,408) $

400,242

683,782

17-55

BAYTOWN MUNICIPAL DEVELOPMENT DISTRICT DETAIL DEBT AMORTIZATION SCHEDULES Refunded 7/2015 into Series 2015 GO & Refunding NE WW Treatment - $13,370,000 - W&S Issue Certificate of Obligation - TWDB (MDD portion-60%) Issue 1 of 2 $ 3,516,310 Series 2005 Date of Issue - March 1, 2005-Refund $2,241,204 as of Feb Term - 20 Years Fiscal Interest Principal Total Total Debt Balance of Year Rate Due 2/01 Interest for Fiscal Yr Principal 2006 1.35% $ 98,625 $ 99,219 $ 197,844 $ 3,417,685 2007 1.55% 105,200 97,738 202,938 3,312,485 2008 1.65% 110,460 73,009 183,469 3,202,025 2009 1.80% 117,035 71,088 188,123 3,084,990 2010 2.05% 123,610 68,927 192,537 2,961,380 2011 2.25% 130,185 88,995 219,180 2,831,195 2012 2.40% 138,075 85,873 223,948 2,693,120 2013 2.55% 145,965 82,355 228,320 2,547,155 2014 2.65% 153,855 78,456 232,311 2,393,300 2015 2.75% 163,060 40,707 203,767 2,230,240 2016 2.90% 172,265 2,498 174,763 2,057,975 2016 2.90% 2,057,975 2,057,975 $ 3,516,310 $ 788,866 $ 4,305,176

NE WW Treatment - $19,700,000 - W&S Issue Certificate of Obligation - TWDB (MDD portion-60%) Issue 2 of 2 $ 10,370,133 Series 2006B Date of Issue - May 1, 2006 Term - 20 Years Fiscal Interest Principal Total Total Debt Balance of Year Rate Due 2/01 Interest for Fiscal Yr Principal 2007 5.500% $ 313,210 $ 405,618 $ 718,828 $ 10,056,923 2008 5.500% 394,802 326,865 721,667 9,662,121 2009 5.500% 405,330 315,863 721,193 9,256,791 2010 5.500% 415,858 304,468 720,326 8,840,933 2011 5.500% 429,018 292,532 721,550 8,411,915 2012 5.500% 442,178 279,896 722,074 7,969,737 2013 5.500% 455,338 266,430 721,768 7,514,399 2014 5.500% 468,498 252,224 720,722 7,045,901 2015 5.500% 484,290 237,214 721,504 6,561,611 2016 5.500% 500,083 221,339 721,422 6,061,528 2017 5.500% 515,875 204,700 720,575 5,545,653 2018 5.500% 534,299 187,239 721,538 5,011,354 2019 5.500% 552,723 168,894 721,617 4,458,631 2020 5.500% 571,147 149,645 720,792 3,887,484 2021 5.500% 592,203 129,429 721,632 3,295,281 108,334 721,593 2,682,022 2022 5.500% 613,259 2023 5.500% 634,315 86,184 720,499 2,047,707 2024 5.500% 658,003 62,922 720,925 1,389,704 2025 5.500% 681,691 38,637 720,328 708,013 2026 5.500% 708,013 13,098 721,111 $ 10,370,133 $ 4,051,531 $ 14,421,664

17-56

BAYTOWN MUNICIPAL DEVELOPMENT DISTRICT DETAIL DEBT AMORTIZATION SCHEDULES W&S Projects- Northeast WW Treatment Plant GO & Refunding - (Refunding Comb Tax & Rev COs Series 2006A) $ 2,100,283 Series 2014 Date of Issue - April 1,, 2014 Term - 20 Years Fiscal Interest Principal Total Total Debt Balance of Year Rate Due 2/1 Interest for Fiscal Yr Principal 2014 $ 21,885 $ 21,885 $ 2,100,283 2015 2.00% $ 115,291 73,186 188,477 1,984,992 2016 3.00% 174,064 69,434 243,498 1,810,928 2017 3.00% 152,720 64,532 217,252 1,658,208 2018 3.00% 135,056 60,216 195,272 1,523,152 2019 3.00% 140,208 56,087 196,295 1,382,944 2020 4.00% 145,728 51,069 196,797 1,237,216 2021 4.00% 130,272 45,549 175,821 1,106,944 2022 4.00% 135,792 40,228 176,020 971,152 2023 4.00% 142,048 34,671 176,719 829,104 2024 4.00% 148,304 28,864 177,168 680,800 2025 4.00% 154,560 22,807 177,367 526,240 2026 4.00% 131,744 17,081 148,825 394,496 2027 3.25% 43,424 13,740 57,164 351,072 2028 3.38% 44,896 12,277 57,173 306,176 2029 3.50% 46,368 10,708 57,076 259,808 2030 3.50% 48,208 9,053 57,261 211,600 2031 3.75% 50,048 7,271 57,319 161,552 2032 3.75% 51,888 5,359 57,247 109,664 2033 4.00% 53,728 3,312 57,040 55,936 2034 4.00% 55,936 1,119 57,055 $ 2,100,283 $ 648,448 $ 2,748,731 W&S Projects- Northeast WW Treatment Plant GO & Refunding - (Refunding Comb Tax & Rev COs Series 2005) $ 1,886,198 Series 2015 Date of Issue - July 7, 2015 Term - 20 Years Fiscal Interest Principal Total Total Debt Balance of Year Rate Due 2/1 Interest for Fiscal Yr Principal 2016 2.00% $ 22,723 $ 94,129 $ 116,852 1,863,475 2017 5.00% 107,653 85,313 192,966 1,755,822 2018 5.00% 114,730 79,754 194,484 1,641,092 2019 5.00% 121,808 73,840 195,648 1,519,284 2020 5.00% 129,630 67,554 197,184 1,389,654 2021 5.00% 137,825 60,868 198,693 1,251,829 2022 5.00% 146,020 53,772 199,792 1,105,809 2023 5.00% 155,333 46,238 201,571 950,476 2024 5.00% 165,018 38,229 203,247 785,458 2025 5.00% 176,051 29,718 205,769 609,407 2026 5.00% 101,320 22,798 124,118 508,087 2027 5.00% 106,535 17,602 124,137 401,552 2028 3.38% 43,955 14,197 58,152 357,597 2029 3.50% 45,445 12,660 58,105 312,152 2030 3.63% 47,308 11,007 58,315 264,844 9,258 58,428 215,674 2031 3.63% 49,170 2032 3.75% 51,033 7,410 58,443 164,641 2033 3.75% 52,895 5,462 58,357 111,746 2034 4.00% 54,758 3,375 58,133 56,988 2035 4.00% 56,988 1,140 58,128 $ 1,886,198 $ 734,324 $ 2,620,522

17-57

BAYTOWN MUNICIPAL DEVELOPMENT DISTRICT DETAIL DEBT AMORTIZATION SCHEDULES Decker Dr to 146 Flyover - $1,000,000 - MDD Issue Texas State Infrastructure Bank Loan $ 1,000,000 Series 2008 Date of Issue - September 13, 2007 Term - 8 Years Fiscal Interest Principal Total Total Debt Balance of Year Rate Due 4/15 Interest for Fiscal Yr Principal 2009 4.07% $ 108,257 $ 40,700 $ 148,957 $ 891,743 2010 4.07% 112,664 36,294 148,957 779,079 2011 4.07% 117,249 31,709 148,957 661,830 2012 4.07% 122,021 26,936 148,957 539,809 2013 4.07% 126,987 21,970 148,957 412,822 2014 4.07% 132,156 16,802 148,957 280,666 2015 4.07% 137,534 11,423 148,957 143,132 2016 4.07% 143,132 5,825 148,957 $ 1,000,000 $ 191,660 $ 1,191,659 Aquatics Master Plan & Construction - $10,000,000 - GOIS Certificates of Obligation - Combined Tax & Revenue - Aquatics Portion $ 6,030,000 Series 2010 Date of Issue - February 1, 2010 Term - 20 Years Interest Principal Total Total Debt Balance of Fiscal Year Rate Due 2/1 Interest for Fiscal Yr Principal 2010 $ $ 84,635 $ 84,635 $ 6,030,000 2011 1.00% 235,000 203,313 438,313 5,795,000 2012 1.00% 225,000 201,013 426,013 5,570,000 2013 2.00% 240,000 197,488 437,488 5,330,000 2014 2.00% 235,000 192,738 427,738 5,095,000 2015 2.00% 250,000 187,888 437,888 4,845,000 2016 3.00% 245,000 181,713 426,713 4,600,000 2017 3.00% 260,000 174,138 434,138 4,340,000 2018 3.00% 260,000 166,338 426,338 4,080,000 2019 3.50% 280,000 157,538 437,538 3,800,000 2020 3.50% 280,000 147,737 427,737 3,520,000 2021 3.50% 295,000 137,674 432,674 3,225,000 2022 3.63% 300,000 127,074 427,074 2,925,000 2023 3.75% 320,000 115,637 435,637 2,605,000 2024 4.00% 325,000 103,137 428,137 2,280,000 434,737 1,935,000 2025 4.00% 345,000 89,737 2026 4.13% 350,000 75,619 425,619 1,585,000 2027 4.25% 375,000 60,431 435,431 1,210,000 2028 4.25% 380,000 44,387 424,387 830,000 2029 4.38% 410,000 27,344 437,344 420,000 2030 4.38% 420,000 9,187 429,187 $ 6,030,000 $ 2,684,766 $ 8,714,766

17-58

BAYTOWN MUNICIPAL DEVELOPMENT DISTRICT DETAIL DEBT AMORTIZATION SCHEDULES W&S Projects- $16,500,000 - COs Certificates of Obligation - Combined Tax & Revenue - Aquatics Portion $ 5,500,000 Series 2013 Date of Issue - March 26, 2013 Term - 20 Years Fiscal Interest Principal Total Total Debt Balance of Year Rate Due 2/1 Interest for Fiscal Yr Principal 2013 $ - $ 44,117 $ 44,117 5,500,000 2014 2.00% 216,667 159,896 376,563 5,283,333 2015 2.00% 220,000 155,529 375,529 5,063,333 2016 2.00% 225,000 151,079 376,079 4,838,333 2017 2.00% 230,000 146,529 376,529 4,608,333 2018 2.50% 235,000 141,292 376,292 4,373,333 2019 4.00% 240,000 133,554 373,554 4,133,333 2020 4.00% 243,333 123,888 367,221 3,890,000 2021 4.00% 248,333 114,054 362,387 3,641,667 2022 2.50% 255,000 105,900 360,900 3,386,667 2023 2.50% 263,333 99,421 362,754 3,123,334 2024 2.50% 270,000 92,754 362,754 2,853,334 2025 2.63% 280,000 85,704 365,704 2,573,334 2026 3.00% 286,667 77,729 364,396 2,286,667 2027 3.00% 295,000 69,004 364,004 1,991,667 364,814 1,686,667 2028 3.13% 305,000 59,814 2029 3.13% 315,000 50,126 365,126 1,371,667 2030 3.25% 325,000 39,923 364,923 1,046,667 2031 3.25% 336,667 29,171 365,838 710,000 2032 3.30% 350,000 17,925 367,925 360,000 2033 3.38% 360,000 6,075 366,075 $ 5,500,000 $ 1,903,484 $ 7,403,484

17-59

17-60

BAYTOWN REINVESTMENT ZONE #1

17-61

17-62

BAYTOWN TAX REINVESTMENT ZONE #1 FUND 216 BUDGET SUMMARY

Actual 2013-14

Budget 2014-15

Estimated 2014-15

Adopted 2015-16

Sources of Funding

TIRZ Increment - City TIRZ Increment - County TIRZ Incr. County - Chevron Total Sources

824,935 231,339 40,862 1,097,136

955,801 287,456

1,034,245 322,473 197,876 1,554,594

897,668 467,098 435,056 1,799,822

40,513 1,039,144

80,800 135,000 80,213 2,500 47,790 1,221,003

17,000 7,500 2,700 3,500 741,748 197,876 75,800 130,000 87,688 2,500 41,247 1,307,559

34,000 8,000 2,700 3,500 600,489 435,056 80,800 135,000 80,213 2,500 44,883 1,427,141

57,992

22,254

247,036

372,681

727,523 417,860 1,145,383

727,523 417,860 1,203,375

1,076,670 373,741 1,450,411

999,724 203,651 1,203,375

1,287,180 (61,551) 1,225,629

1,076,670 373,741 1,450,411

1,543,768 279,323 1,823,091

1,243,257

Uses of Funding

Zone Adm. & Project Mgmt. Legal Services Data Base Management Accounting Services Developer Payments Developer Payments-Chevron TIRZ Fees (rooftops) Debt Service Interest on Bonds Fiscal Agent Fees City Services Total Uses Excess (Deficit) Sources Over Uses

Working Capital Beginning: Harris County City of Baytown Total Working Capital - Ending: Harris County City of Baytown Total

1,615 9,779 2,700 3,000 645,000 40,862 75,800 125,000 94,875

25,000 15,000 2,700 7,000 825,000

17-63

CITY OF BAYTOWN INCREMENT Historical Tax Increment Schedule Tax Year 2001 Base Year 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Historical Annexed Tax Increment Schedule Taxable Annual Tax Year Value Increment

Taxable Cumulative Value Increment $ 50,494,093 $ 49,297,930 (1,196,163) 59,132,610 8,638,517 72,826,380 22,332,287 2004 Base Year $ 1,913 $ 73,907,237 23,413,144 2005 1,913 73,907,237 23,413,144 2006 1,913 89,611,438 39,117,345 2007 1,913 99,420,456 48,926,363 2008 1,913 113,856,490 63,362,397 2009 1,913 123,327,769 72,833,676 2010 1,913 132,354,308 81,860,215 2011 1,523 141,333,339 90,839,246 2012 1,617 144,510,493 94,016,400 2013 1,501 185,461,491 134,967,398 2014 2,292 182,061,125 131,567,032 2015 5,622

(390) (296) (412) 379 3,709

HARRIS COUNTY INCREMENT Historical Tax Increment Schedule Tax Year 2005 Base Year 2008 2009 2010 2011 2012 2013 2014 2015

17-64

Taxable Annual Value Increment $ 75,174,262 $ 99,331,039 24,156,777 113,920,501 38,746,239 122,984,748 47,810,486 135,950,014 60,775,752 133,742,385 58,568,123 148,787,787 73,613,525 255,566,256 180,391,994 339,168,779 263,994,517

Historical Annexed Tax Increment Schedule Taxable Annual Tax Year Value Increment 2005 Base Year $ 1,913 $ 2008 1,913 2009 1,913 2010 1,913 2011 1,523 (390) 2012 1,617 (296) 2013 1,501 (412) 2014 5,984 4,071 2015 5,622 3,709

CITY OF BAYTOWN CAPITAL IMPROVEMENT PROGRAM

The Capital Improvement Program (CIP) Budget is the City’s plan for the acquisition and construction of municipal public improvements. Projects included in the CIP program are usually expensive, nonrecurring projects, which have a useful life spanning more than ten years. Project schedules and information presented in the City’s annual budget represent the active and planned CIP projects.

Capital Planning The Capital Planning process is an ongoing assessment of the needs of the community. The City has developed a comprehensive plan that provides the roadmap for new development and expansion. The departments submit capital project proposals that include both the cost of construction and recurring operational impact of the project to the operating budget. The projects are prioritized and ranked according to established criteria weighing such factors as public safety and welfare, regulatory compliance, economic development impact, and community needs and support. The CIP program is designed to maintain the City’s infrastructure in accordance with the Texas Commission on Environmental Quality (TCEQ) guidelines and the City’s objective to maintain infrastructure to a high standard. The public improvement projects will normally have a construction cycle or period from twelve to thirty-six months. Therefore, any impact to the operating budgets may not occur until the period(s) following the period in which construction was started.

Capital Funding Funding for the current CIP program is provided primarily from three sources: 1) issuance of General Obligation (GO) bonds, supported or repaid by ad valorem property taxes, 2) issuance of Revenue bonds or Certificates of Obligation (CO), supported or repaid by water and wastewater utility revenue, and 3) sales tax revenue from the Municipal Development District (MDD). Secondarily, projects may be funded from other funds, intergovernmental revenues, developer contributions and interest income.

Effect on Operating Costs The annual effect on operating costs in the current projects has been estimated in the General Capital Improvement Program, Utility Capital Improvements Program and the MDD.

BUDGET OVERVIEW The 2015-16 CIP project summary and attached narratives are provided for information. These projects are part of the overall comprehensive CIP program, which includes utility system projects and other general public improvements projects. The 2015-16 projects in the Utility CIP program will be financed through Certificates of Obligation and General Obligation Bonds will support the General CIP Program authorized by referendum. Projects funded either entirely or partially by the Municipal Development District (MDD) have been submitted to the MDD board for review and approval. The CIP Budget is designed to annually review the development and continuing maintenance of the City’s infrastructure. The relationship between the assessed valuation, outstanding debt, annual debt service requirements and general government expenditures as illustrated provide a basis of project consideration and funding. Revisions and amendments may be incorporated into the plan as desired by City Council. 18-1

General Capital Improvement Program Before any general obligation bonds can be sold to fund capital projects, they must first be authorized by voters. Generally, a process is followed by which the City Council appoints a Steering Committee that decides how much additional general obligation debt can be issued based on factors such as projected revenue increases or decreases, anticipated increases or decreases in property values, and the impact of future bond sales on the property tax rate. After the committee decides the amount of debt that could be issued, a process determining which projects to put before the voters is undertaken. This process usually involves input from City staff and the public about needed projects, and cost estimates are developed for each project. Once the projects and their costs are determined, the City Council calls for the bond election and the voters determine which propositions are approved. After voter approval, the City is authorized to sell the bonds (usually over a period of years) for the propositions approved by the voters. The City Council, Citizens and Administration agree that maintaining and improving the facilities and infrastructure within the City are vital to its growth and development. In the November 2007 bond election, a bond program totaling $79,975,000 was approved. The voters overwhelmingly approved five initiatives that will provide improvements in the following areas: streets; sidewalks; drainage; public safety; and parks, recreation and beautification. In light of the stronger state of the economy and continuing favorable interest rates, the City issued the remaining $10.15 million of the GOs in 2014-15 for a grand total of $79,975,000 in bonds sold under the 2007 authorization. This completed the issuance of these GO bonds authorized by voters. Additionally, in fiscal year 2015 the City took advantage of low interest rate environment to refinance $23.86 million in bonds. The City will continue to monitor and assess the cash flow of projects and as necessary adjust the project schedule. In 2008-09, the tax rate impact to fund the debt service was $0.05 which was less than the $0.064 expected. A reassessment of the cash flow of projects related to Year Two and Year Three GOâ&#x20AC;&#x2122;s led the City to defer approximately $12,600,000 of debt issuance until fiscal year 2011. This also allowed the deferring of related debt service costs, which in turn allowed the City to defer the associated tax increase. Future tax rate increases are anticipated however, they may be mitigated by the increases in assessed values related to new construction or increased values. While there will be no ad valorem tax increase associated with the budgeted 2015-16 GO debt issuance, future issuances may require an increase. The following is a description of all the General CIP projects in the 2007 bond program and their estimated costs.

General Capital Improvement Program Projects Summaries Streets & Sidewalks Improvements Street Improvements Continuation of the Cityâ&#x20AC;&#x2122;s annual street rehabilitation program and a physical condition survey of the City streets. The survey will determine the streets in the worst physical condition and will assist in determining the next streets to be rehabilitated. $30,000,000 Operating Impact: Operating maintenance costs are projected to be $350,000. Matching Funds for Harris County and Texas Department of Transportation (TxDOT) Projects Matching funds for potential Harris County and TxDOT street and highway projects. $6,000,000 Operating Impact: Operating maintenance costs are projected to be $16,000.. Sidewalks Near Parks and Schools Construct sidewalks near parks and schools. $500,000 Operating Impact: General Fund operating and maintenance costs are projected at $19,800.

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East Baker Road Extension Extending Baker Road and related utility, sidewalks and drainage improvements. $7,100,000 Operating Impact: General Fund operating maintenance costs are projected at $281,000. Total Streets & Sidewalks Improvements

$43,600,000

Drainage Improvements Drainage Improvements Install and upgrade drainage to mitigate street flooding and improve drainage conditions. $2,000,000 Operating Impact: Annual operating and maintenance costs are projected at $79,000 to be absorbed in General Fund. Total Drainage Improvements

$2,000,000

Public Safety Improvements Northeast Fire Station #6 Construction of a Fire Station in the northeast area of the city. $3,006,600 Operating Impact: Personnel and operating maintenance costs were absorbed in the General Fund. Radio System Upgrade Upgrade to a digital radio system for police, fire and other emergency services. Operating Impact: Reduction in annual maintenance of $31,400. Replacement or Expansion of EMS Station on South Main Replace or expand the EMS Station on South Main. Operating Impact: Reduction of annual maintenance of $26,000. 911 Center and Fiber Upgrades Construction of the 911 Center and expansion of the fiber optic network. Operating Impact: Annual maintenance costs are projected at $285,000.

$4,250,000

$980,000

$9,500,000

North Central Fire Station Construction of a Fire Station in the north central area of the City. $4,030,400 Operating Impact: Personnel and operating maintenance costs of $1.25 million were absorbed in General Fund. Public Safety Building Improvements Improvements to public safety buildings in the City. Operating Impact: No impact to annual operating budget.

$600,000

Siren Replacement and Additions Replace warning sirens and add additional six sirens sites along the IH 10 corridor. Operating Impact: No impact to annual operating budget.

$418,000

Total Public Safety Improvements

$22,785,000

Parks, Recreation and Beautification Improvements Aquatics Master Plans Phases 1, 2 & 3 The Aquatic Needs Analysis has been completed and a Master Plan has been produced to further define the development in this recreational area. The final report provided information on utilization, feasibility of construction, and project cost estimates for aquatic facilities. The 2007-08 budget funded the Engineering and Design and construction began in early

18-3

2009 on a multi-million dollar aquatics facility. The project was funded with $4 million authorized in the November 2007 bond election and MDD is funding the debt service on the additional $6 million in COâ&#x20AC;&#x2122;s which also provided funding for the project; the Pirates Bay Water Park opened in Summer 2010. Operating Impact: Personnel and operating maintenance costs are $1.6 million, offset by user fees included in the Aquatics enterprise fund. Phase 2 includes the replacement of the NC Foote Pool and Phase 3 includes construction of a new sprayground park and splash pads. $9,300,000 Operating Impact: Operating and maintenance costs of $1.7 million will be funded by user fees in the Aquatics Fund. Park Land North of IH-10 Purchase of land north of IH-10 for future park site. Operating Impact: General Fund annual maintenance costs are projected to be $10,500.

$525,000

Beautification Visual improvements to the gateways of the City and medians including Alexander Drive, Baker Road and Rollingbrook Drive. $1,005,000 Operating Impact: No further impact to the annual operating budget. Total Parks, Recreation and Beautification Improvements Bond Issuance Costs

$10,830,000 $760,000

Total General Capital Improvement Program

$79,975,000

Utility Capital Improvement Program The City of Baytown is the sole supplier of water and wastewater services in the city limits of the City of Baytown. The City accounts for all revenues and expenses of water and wastewater operations through a utility enterprise fund. This is classified as a proprietary fund, similar to the operation of a business. Revenues in the fund are generated by user fees, not property or sales taxes, which are separate and distinct from the General Fund of the City. The City also provides water and wastewater services in some areas of the Cityâ&#x20AC;&#x2122;s extraterritorial jurisdiction (ETJ). Typically provision of utility services outside the City is pursuant to a contract with a municipal utility district. In 2003, the City Council adopted a policy defining its role in providing utility services outside the city limits. Due primarily to wastewater capacity concerns, this policy significantly limits any provision of utility services outside the City. In 2005, the City Council amended the policy to allow utility services to be provided to public educational institutions outside the city limits. Another capital improvement initiative seen as critical to the growth and development of the City is the utility infrastructure. Current and active projects detailed in this document represent over $125 million in improvements from 2002 through 2018. Projects in this category include development and redevelopment of wastewater treatment plants and lift stations; water and sewer line rehabilitation; line extensions; new and rehabilitation of water towers; and water well replacement. Additional ongoing projects that will improve the Cityâ&#x20AC;&#x2122;s utility infrastructure include the hardening of lift stations and other water and sewer facilities throughout the City. These projects are funded by grants and are budgeted in excess of $17 million. During the budget process, the staff reviewed the current and future utility capital improvements and included additional items in the CIP. As an enterprise fund which operates on fees charged to customers, water and sewer rates may be increased as necessary to fund these much needed capital improvements.

18-4

The following is a description of active and future Utility CIP projects and their estimated costs in the current program:

Utility Capital Improvement Program Project Summaries Rehabilitation Projects Miscellaneous Rehabilitation and Emergencies Provides funding for an annual program for rehabilitation and emergency sewer repairs throughout the City. $18,000,000 Operating Impact: No impact to the annual operating budget. Central District Wastewater Treatment Plant Rehabilitation Install bypass piping on influent head-works to prevent overflows during bar screen breakdowns, replace the 14-year-old mechanical bar screen and serpentex conveyor, replace administration building containing asbestos flooring and replace lift station motor control cabinet. $17,163,093 Operating Impact: Annual operating and maintenance costs are estimated to be $67,700. Central District Wastewater Treatment Plant Lift Station Replace the existing lift station. Operating Impact: Operating and maintenance costs are projected at $335,550.

$7,900,000

West District Plant Expansion Expand the plant capacity in order to treat an additional four million gallons per day of sewage and provide additional capacity to allow for new development in the service area. $29,600,000 Operating Impact: Additional operating and maintenance costs are projected to be $1,257,250. Gulf Coast Lift Station Replace the existing lift station. Operating Impact: Operational impact is estimated at $106,200.

$2,500,000

Steinman Lift Station & Force Main $7,440,000 Rebuild the lift station to increase capacity, eliminate the bypass, and install a new force main. Operating Impact: Additional operating costs of $316,000 is anticipated. Raccoon Lift Station Install new pumps and rehabilitation of existing wet well. Operating Impact: Operating and maintenance costs are projected at $188,700.

$4,443,350

Garth Road Lift Station Install new pumps, piping, control panel, and rehabilitation of existing wet well. Operating Impact: Additional maintenance costs are anticipated to be $97,700.

$3,300,000

West Main Lift Station $1,500,000 Install new piping, control panel, rehabilitation of existing wet well, and move pumps to ground level. Operating Impact: It will improve service, but no operating impact. Cedar Bayou Lynchburg Lift Station Install new pumps, piping, control panel, and rehabilitation of existing wet well. Operating Impact: Operating impact is projected at $43,300.

$5,219,847

I-10 Lift Station Install new pumps, piping, control panel, and rehabilitation of existing wet well. Operating Impact: Additional maintenance costs are anticipated to be $67,500.

$3,600,000

18-5

Slapout Gully Lift Station Install new pumps, rehab existing wet well, and move pumps to ground level. $300,000 Operating Impact: Maintenance and operation costs are projected to be an additional $6,400 annually. Hugh Wood Lift Station Increase wet well to accommodate a two-pump system. Operating Impact: Maintenance and operation costs are negligible.

$300,000

Little Missouri Lift Station $800,000 Install new pumps, piping and control panel. Increase wet well to accommodate two-pump system. Reconstruct lift station above known flood plain. Operating Impact: Maintenance and operation costs are projected at $34,000. McKinney Lift Station $500,000 Replace existing pump and install additional pump. Rehabilitate wet well, replace piping and control panel. Part of Sanitary Sewer Overflow Initiative. Operating Impact: It will improve service, but no operating impact Craigmont Lift Station Install new pumps and rehabilitation of existing wet well Operating Impact: Operating and maintenance costs are projected at $48,000

$2,500,000

Collection System Rehabilitation $14,758,000 (including Allenbrook, Oakwood/Lee Heights, Pelly/Gulf Heights, Lakewood Subdivisions, West Baytown and Pruetts Estates) Replace 163,000 feet of 8 inch through 18 inch pipe utilizing the pipe bursting method. It will also include the rehabilitation and/or replacement of lift stations in various subdivisions. Operating Impact: As a betterment, operating and maintenance costs are expected to diminish by $598,000. Rehabilitation Force Main Rehabilitation Rehabilitate force main by using pipe bursting and/or open cut method. Operating Impact: Maintenance costs are projected amounting to $10,600.

$500,000

Cedar Bayou Lift Station Investigative Study/Construction The study will investigate and determine the best solution to increase the pumping capacity of the lift station with implementation of the plan to follow. $2,100,000 Operating Impact: No impact to the annual operating budget. Central Heights Subdivision Rehabilitation The rehabilitation will replace the existing 6 inch and 8 inch sanitary sewer mains. $642,500 Operating Impact: Operating and maintenance costs are expected to diminish by $20,400. Pinehurst Sanitary & Storm Sewer Rehabilitation The rehabilitation will replace the existing 6, 8 and 10-inch sanitary sewer mains and along with the storm sewer piping. $4,900,000 Operating Impact: Additional operating and maintenance costs are projected at $52,000. Water System Rehabilitation The replacement of existing cast iron, galvanized and asbestos cement pipes and construct a 12 inch water main along John Martin from I-10 to Lynchburg â&#x20AC;&#x201C; Cedar Bayou Road. $10,575,000 Operating Impact: Additional operating and maintenance costs are anticipated at $193,000. Total Rehabilitation Projects 18-6

$138,541,790

System Improvement Projects Water Tower at Sports Complex The proposed one million gallon water tower will be located on the northeast corner of the Wayne Gray Sports Complex adjacent to the Republic of Texas Plaza. The tower will enhance the Cityâ&#x20AC;&#x2122;s overall water system. $2,400,000 Operating Impact: Operating and maintenance costs are projected to be $102,000. Baker Road and Bayway Water Tower Rehabs The rehabilitation will replace the interior and exterior coating of the tower and repair the minor corrosion on the tower. $1,450,000 Operating Impact: No significant operating costs are anticipated. Upsize Kilgore and East Baker Sewer Lines Upsize Kilgore line from 30 inch to 36 inch and East Baker line from 15 inch to 21 inch. $2,000,000 Operating Impact: Additional operating and maintenance costs are projected at $14,500. Baker Road Water Well Replacement Construction of a ground water well to replace an existing, failed well that provides raw water to the City of Baytown in citywide emergencies. $1,800,000 Operating Impact: Operating and maintenance costs are projected at $173,800. Thompson Road Utility Relocation

Relocation of existing municipal utilities in preparation for and coordination with a Harris County project for widening Thompson Road. BAWA contributed $500,000 funding for this $1,153,608 project. Operating Impact: It will improve service, but no operating impact. Total System Improvements Projects

$8,803,608

New Development/Other North Main/IH-10 Utility This project will extend water and wastewater service along North Main Street from just north of Cedar Bayou Lynchburg Road to Wallisville Road, effectively opening up this area for future development. The project is almost complete and the easements have been acquired. The City issued Series 2007 Certificates of Obligation to finance the project. $4,500,000 Operating Impact: Operating and maintenance costs are anticipated amounting to $217,200. Bond Issuance Costs Total New Development Projects/Other Total Utility Capital Improvement Program

$2,047,000 $6,547,000 $153,892,398

The Utility Capital Improvement Program provides for the issuance of various debt instruments to fund the projects. The following schedule depicts debt issues since fiscal year 2001-02. Fiscal Year Amount 2001-02 $ 5,415,000 2002-03 $ 5,830,000 2003-04 $11,980,000 2004-05 $13,370,000 2005-06 $31,930,000 2006-07 $13,000,000 2007-08 $29,500,000 2012-13 $11,000,000 2013-14 $11,715,000 18-7

A capital improvement initiative seen as critical for the growth and development of the City is utility infrastructure. Current and active projects detailed in this document represent over $120 million in improvements from 2002 through 2017 with over $105 million completed to date. Projects in this category include development and redevelopment of wastewater treatment plants and lift stations; water and sewer line rehabilitation; line extensions; new construction and rehabilitation of water towers; and water well replacement. Wastewater Operations continues to address repairs to or replacement of private service lines through the Private Sewer Lines Inspection Program (PSLIP) initiated in 2007. As lines are inspected, homeowners are notified of required improvements and given one year to take corrective action. This program’s continued success is critical to addressing the effects of inflow and infiltration within the sewer system. A reassessment of the cash flow of current projects and the utilization of residual bond funds and interest earnings allowed the City to fund many of the fiscal year 2009 and later projects without issuing additional debt. The City implemented a new rate structure in 2010 to generate the funding required for maintenance of the water and sewer systems in the City. The new rate structure is designed to equitably distribute the costs of service, and provide incentives for water conservation. There is no rate increase included for water and sewer fees. The following key planning assumptions have been used to evaluate the needs for rate adjustments: •

Growth in the water and wastewater customer accounts of approximately 2% per year.

•

Inflation factors as follows: o o o o o o o

15% 2% 10% 5% 3% 3% 1%

Health & Insurance Salary Savings Electric Service Machinery, Equipment and Motor Vehicles Salaries Other Operations Transfers

•

New and/or expanded programs.

•

Raw Water Supply Cost – BAWA purchases raw water from the City of Houston. The raw water supply contract with the City of Houston is in effect through the year 2040, and sets the maximum amount of raw water to be delivered to the BAWA plant at 15.8 MGD without penalties. The surcharge for water purchased over the 15.8 MGD is nominal at this time. BAWA received notice of a rate increase (4.4%) from $0.6232 to $0.6506 effective April 1, 2015. The annual rate adjustment is intended to help cover the City of Houston’s cost increases that impact the provision of safe, clean drinking water and the collection and treatment of wastewater. This includes operational costs as well as the costs involved in repairing portions of the City of Houston system’s aging infrastructure.

•

The Baytown Water Authority (BAWA) rates increased 5% effective October 1, 2015. This increase will cover the increased cost of operations, including debt service, the purchase of raw water, and provide a reserve for future capital projects.

•

Planned Debt Issues: Any changes to the Utility CIP could impact future rates.

18-8

Private Sewer Lines The City is experiencing inflow and infiltration (I&I) into its wastewater collection system from groundwater which causes the collection system and ultimately treatment facilities to exceed the capacity designed specifically for conveyance and treatment of wastewater. TCEQ has issued Notices of Violation for unauthorized discharges from the sanitary sewer collection system as a result of I&I into the system and mandated corrections. I&I problems result from defects in both public and private systems. The vast majority of this amount relates to public wastewater improvements. The Cityâ&#x20AC;&#x2122;s Utility CIP identifies needed public system improvements but does not address private service lines. Homeowners are contributing significantly to I&I problems by not replacing broken or defective private sewer laterals between their homes and the Cityâ&#x20AC;&#x2122;s system and by having uncapped clean outs or cross connections. The City Council expressed a desire to address I&I problems in the wastewater system by the repair of private service lines located between the public lines and the home. The I&I program started in fiscal year 2006-07 funded by a program in the Water & Sewer Fund which sends out work crews to identify problem private lines through smoke testing and to notify the property owners of the need for repairs. In February 2007, City Council modified the City ordinance (Section 42-63) to require a property owner to repair defective sewer services lines within 365 days after notification by the City and allows for a surcharge for noncompliance. Funds have been appropriated for low interest loans to assist certain qualified homeowners with financing for the needed improvements. Specifically, if a private sewer line becomes damaged, defective or deteriorated to the extent that it admits earth or surface or subsurface water or permits the escape of effluents, the City, when it becomes aware of such condition, shall send notice by certified mail to advise the property owner that repairs must be made within 365 days after receipt of such notice.

Economic Development Projects On May 5, 2001, in the general election, the citizens of the City of Baytown voted to authorize the creation of the Baytown Municipal Development District (MDD) and the imposition of a sales and use tax at the rate of one-half of one percent for the purpose of financing economic development and parks 18-9

projects that provide economic benefit, diversify the economic base of the community and improve our quality of life. The board is composed of the Mayor, six council members and four at-large resident members. PROJECTS Development of New and Expansion of Existing Businesses and Industry A significant function of this budget allocation is the development of new and expansion of existing businesses. These projects are critically important in light of the State Implementation Plan’s potential impact on the petro-chemical industry and underscore our need to diversify our economic foundation. $150,000 Economic Development Foundation – Basic Economic Development Services This provides continued funding for the basic economic development services contract with the Baytown Area/West Chambers County Economic Development Foundation (EDF). $250,000 Economic Development Foundation – Special Economic Development Projects The current MDD budget includes continued funding for a special projects contract with the EDF. The provisions of this contract are requested and approved on an annual basis. $100,000 Property Acquisition for Economic Development This allocation provides funding to purchase property that may become available to be used for future economic development purposes. Some of the projects discussed elsewhere in this report may require additional property acquisition. $100,000 Land Acquisition for new Thoroughfares Funds to purchase rights-of-way for roadway development or expansion.

$100,000

City Gateway Monument Additional funding for the current project at the Hartman Bridge.

$150,000

State Infrastructure Bank Loan Repayment – Decker Drive to Highway 146 S. Flyover The MDD financed a $1,000,000 loan from the Texas State Infrastructure Bank (SIB) for a Decker Drive to Highway 146 South flyover project. This funding, combined with matching funds from the November 2007 bond election, allowed for completion of the Decker Drive to Highway 146 South flyover. The current project funding eliminates the “braided” on and off ramps. The postponement of the construction of these ramps would have impaired mobility in the area. The State matched our $2 million contribution to provide the $4 million necessary to complete all elements of this flyover. Eligible projects must be on the state highway system and be included in the Statewide Transportation Improvement Plan. $148,957 Texas Avenue Streetscape and Town Square Project The budget includes continued funding and expands the scope of the project to include the Phase One development of a Town Square in the city-owned block bounded by Texas, Gaillard, Pearce and Ashbel. The project adopted for FY 2015 also includes extending the Streetscape Project from Gaillard to Ashbel, including the Ashbel intersection. Phase One of the Town Square is very innovative and includes the Bond-funded water feature in the form of a fountain. The fountain will serve as centerpiece of a round plaza that would serve as the platform for a portable ice rink for the 2015 Christmas holiday season. The fountain would be designed such that it would be covered by a large Christmas tree resulting in a much improved community tree lighting event and ice skating around the community Christmas tree. A set of permanent restrooms will be constructed as will a matching building for storage, fountain equipment and the skate concession center. An area for food trucks is envisioned along Gaillard and there is a large grassy area for concerts, farmers markets and other gathering events. Future phases include a stage and/or other structures. The City owns over ½ acre across Pearce from the Town Square and funding is included for public off-street parking to complement the parallel curbside parking around the block. The anticipated development of Ken Pridgeon’s Portrait of a Warrior Memorial Art Gallery on the east side of Ashbel would provide additional public parking. The City also owns a tract at Jones and Pearce that can be developed into additional parking, especially if the Brunson project comes to fruition. The total project cost is $1,750,000. Funding previously transferred to the Downtown Quiet Zone Project is not needed for 18-10

that project and is returned to this project resulting in available funding, subject to the Board’s allocation of $500,000, of $1,264,967. The downtown water feature has $290,000 in bond funds available and $250,000 in Street Maintenance Sales Tax will be allocated to assist with funding the roadway portion of the Streetscape. This is an ambitious project but the timing may be just right given the current boom times in Baytown. $500,000 Garth Road Traffic Engineering This funding continues support for traffic congestion mitigation along the Garth Road corridor. These funds will be utilized when outside engineering/design expertise is required. The vast majority of the projects to date have been designed in-house. $15,000 Economic Development Cost Share with Developers This funding allows the City to have the ability to upsize utility lines installed by developers to meet future water and sewer needs for undeveloped areas serviced by the same lines. $100,000 Northeast Wastewater Treatment Plant – Debt Service The confirmed growth and development within the City necessitated the design and construction of the Northeast Wastewater Treatment facility. The project is estimated at $28,500,000 with 60% ($17,100,000) of the funding from the MDD. The remaining 40% ($11,400,000) is funded from the Water and Sewer Fund. This allocation includes the current year principal and interest payment on multiple debt issuances by the Texas Water Development Board (TWDB) loan and Certificates of Obligation. $1,302,255 West District Plant Expansion – Debt Service The construction to expand the facility with a new 4.0 million gallon per day (MGD) treatment facility is complete. This expansion increased the facility to 8 MGD. MDD has reimbursed the City for 60%, or $1.2 million, of the design costs of approximately $2,000,000, which was authorized in the 2005-06 and 2006-07 budgets. The City issued Series 2008 Certificates of Obligation to finance the total construction costs of the project which is estimated at $27,600,000. MDD will provide 50% funding for the 20 year debt service. This allocation funds the current year debt service requirement. $1,009,356 Aquatic Facilities – Debt Service Pirate’s Bay Waterpark opened in 2010 and was funded with $4 million authorized in the November 2007 bond election and the issuance of $6 million in Certificates of Obligation in early 2010. MDD is funding the debt service on the $6 million in CO’s. This allocation funds the current year debt service requirement. $437,888 Pirates Bay Waterpark Expansion – Debt Service Attendance and popularity continue to be greater than anticipated with the waterpark’s capacity limiting tickets sales on a regular basis. The development of a multi-phased Pirates Bay Expansion Master Plan is in progress. MDD funding of the North Main water and sewer project debt service has been shifted to the Water and Sewer Fund to provide $5.5 million in MDD debt capacity to help fund the expansion. This allocation funds the current year debt service requirement. $375,529 Baytown Sports League Improvements The budget provides continuous funding for various improvements at little league, pony league and soccer facilities including bleacher covers, backstops, paving, trails, lighting and fencing repairs as needed. $100,000 Goose Creek Trail – Phase VI The project would connect the Goose Creek Stream Trail to the Hutto Parkway Trail and beyond. The project will cross Park Street and Decker Drive at the Highway 146 North Feeder Road. The project will go under four Highway 146 bridges and a consultant may be needed to provide engineering under both feeder roads. The trail will also require permission from TxDOT to utilize TxDOT Right of Way including traveling under the four Highway 146 bridges. The project will be the final link for the Goose Creek Trail that will connect Bayland Island to Hutto Parkway and beyond. With the exception of the 18-11

engineering required under the service road bridges, all planning and design will be completed by Parks and Recreation employees. The project will also replace two footbridges along the current Goose Creek Trail. Plans and Specifications will be provided with Baytown Parks and Recreation Department employees. The bridges were installed in 1993 and are in need of replacement. The total for this phase is $465,000 and the MDD funding is supplemented with $150,000 from the City’s Capital Improvement Project Fund. $315,000 Land Acquisition – Future Parks This project provides funding to acquire future park land. This is a continued set-aside of funds to provide an allocation that would be used as land becomes available. $50,000 Ball field Lighting and Wiring at Sports Complex - East Road (Girls) Fields The East Road side of the Sports Complex opened in 1973. The original ball field lighting included direct burial wiring for the quartz lighted 4 field Complex. In 1983, the lighting was upgraded to state of the art, MUSCO sports lighting system using the existing direct burial wiring. In 1998, the city upgraded the system by replacing the light poles. Special inserts were installed in the 1983 fixtures to increase the light levels. The lights were the only items that were not addressed during the 2003 Sports Complex renovations. During the past 10 years, the old 1973 direct burial wiring has begun to cause major issues needing to be replaced. The project would completely replace the existing system including lights and wiring with the exception of the 8 common concrete poles. The new energy efficient system will have a 25 year warranty and will increase the light levels to current standards and eliminate the expensive maintenance and downtime caused by 1973 wiring. The project will upgrade the ball field lighting and will provide much needed security lighting in the back of the complex. Increasing the light levels will provide safer playing fields for the Girls Fastpitch Softball Association. The energy efficient green system will also reduce electrical cost along with the 25 year warranty that will insure maintenance cost savings for years to come. The project will eliminate long and costly delays and lost game days on major repairs due to 1973 direct burial wiring. $575,000 GLO-CMP Cycle 19 Grant for Tabbs Bay and Goose Creek Stream Cleanup The City applied for and was awarded a General Land Office - Coastal Management Program Cycle 19 grant to continue removing derelict and abandoned pilings from Tabbs Bay. The 60/40 grant totaling $166,000 was awarded in February 2014 and grant funds will be available October 1, 2014. The City of Baytown's portion of the grant is $66,400. This is the 4th phase of the derelict pile removal project that has removed 1,272 piles from Tabbs Bay and Goose Lake. To address the community image issues with the remaining objects in Goose Creek from the Decker Bridge to the Business 146 bridge, staff has added an additional $20,000 to remove tires, shopping carts and other discarded junk that has been dumped into Goose Creek over the years. $86,400 Median Beautification Crew Initiated in 2013, this project continues funding of the Median Beautification Crew. The crew is responsible for the trimming and mowing maintenance of landscaping on Spur 330, Highway 146 and will be involved with the landscaping of Highway 146 between North Main and Garth Road scheduled for the fall of 2014. The crew also assists with maintenance of medians on Hutto, Baker and Alexander Drive. $110,500 Community Service Supervisor With the addition of the new Community Service Supervisor the court assigned community service worker crew can be “split” into two crews which will allow for additional litter abatement along the major roadways as well as additional mowing of City owned properties. This additional litter abatement will enhance the City’s efforts of beautification end economic development by improving the visual 18-12

perspective of the City. The carryover funding from FY14 will be used to replace the crew van and to provide replacement equipment for the crew members. $77,200 Roseland Spray Park Renovations Roseland Park Spray Park was opened in 2002. Other than routine maintenance, the system has worked consistently for the past 12 years. However, some of the major components have worn out. This project would replace the controller, all twelve electronic valves and raise the vault above ground. The vault has flooded three times over the years that caused major downtime for the system. The project will also include a cool deck to be installed in the spray area. Roseland Spray Park is the only painted spray park surface the city has. Cool deck will provide a non-slip surface and provide a surface that does not absorb the hot sun temperatures. Design and oversight will be provided by the Parks and Recreation Department employees. $42,000 Special Needs Playground We are partnering with Goose Creek CISD to establish a special needs playground at Bowie Elementary School. This effort will include the installation of specific park playground equipment that is specially made for special needs children. The Cityâ&#x20AC;&#x2122;s contribution includes the design of the playground and the installation of the playground equipment. $25,000 Project Administration & Overhead

$300,000

18-13

Capital Improvement Program 2007 Approved by Voters on November 6, 2007, revisions: June 26, 2008; September 10, 2009; July 15, 2010; September 8, 2011; July 12, 2012; July 11, 2013 Projected Costs at 5% Inflation Per Year Base Project Funding (To be

Year 1

Year 2

Year 3

Year 4

Year 5

Year 6

Year 7

Year 8

increased for Inflation)

FY 2007-08

FY 2008-09

FY 2009-10

FY 2010-11

FY 2011-12

FY 2012-13

FY 2013-14

FY 2014-15

Project

n/a

Issuance Costs

126,000

Street Improvements

30,000,000

5,000,000

Northeast Fire Station

2,892,000

600,000

2,406,600

Radio System Upgrade

4,000,000

1,000,000

2,100,000

6,000,000

1,000,000

400,000

Matching Funds for Harris County and TxDOT Projects Construction of drainage facilities Replacement or Expansion of EMS Station on South Main Aquatics Master Plans Phases 1&2 911 Center and Fiber Upgrades

2,000,000

900,000

8,750,000

Extension of Baker Road

138,000

173,000

180,000

143,000

5,000,000

400,000

100,000

880,000

500,000

3,100,000

8,000,000

225,000

6,000,000

750,000

Park land north of I-10

500,000

Sidewalks near Parks and Schools

500,000

North Central Fire Station

3,587,000

Beautification

1,000,000

580,000

418,000

75,127,000

Public Safety Building Improvements Siren Replacement and Additions

18-14

4,000,000

[MDD-$6m]

400,000

275,000

400,000

1,300,000

1,000,000

4,000,000

6,350,000

100,000

171,000

100,000

167,000

600,000

100,000

167,000

$ 10,773,600

1,842,000

9,685,000

3,006,600

1,150,000

4,250,000

5,000,000

6,000,000

2,000,000

980,000

9,300,000

9,500,000

7,100,000

525,000

4,000,000

525,000

100,000

500,000

400,000

3,630,400

4,030,400

167,000

166,000

1,005,000

600,000

418,000

$ 12,815,000

$ $

400,000

760,000

$ 30,000,000

[occupy]

$ $

[occupy]

400,000

2007 Authorized Total

6,515,000

$ 16,826,400

$ 11,368,000

$ 10,150,000

$ 79,975,000

Proposition 1 Proposition 2 Proposition 3 Proposition 4 Proposition 6 Issue Costs

$ 36,500,000 22,785,000 10,830,000 7,100,000 2,000,000 760,000 $ 79,975,000

UTILITY CAPITAL IMPROVEMENT PROJECTS SUMMARY Active and Future Projects Years 1-9

Project Description Rehabilitation Projects Miscellaneous Rehab & Emergencies-Sewer Central District W/W Plant Imprv Design Central District W/W Plant Lift Station West District Plant Expansion (Debt Svc on 50% of year 7 costs funded by MDD) Gulf Coast Lift Station Steinman Lift Station & Force Main Raccoon Lift Station Lift Stations-Various-PER's Garth Road Lift Station West Main Lift Station Cedar Bayou Lynchburg Lift Station I-10 Lift Station Slapout Gully Lift Station Hugh Wood Lift Station Little Missouri Lift Station McKinney Lift Station Craigmont Lift Station Sanitary / Water System Rehabilitation Allenbrook Subdivision Oakwood / Lee Heights Subdivision Pelly / Gulf Hill Subdivision Lakewood Subdivision Pelly Area Pruett Estates West Baytown Force Main Rehabilitation Cedar Bayou Lift Station Investigative Study/Const Central Heights Subdivision Rehabilitation Pinehurst Sanitary & Storm Sewer Rehabilitation Water System Rehabilitation Waterline from Sjolander to Blue Heron Water Main along J Martin ( I-10 to Cedar Bayou-Lynbg)

9,000,000 1,594,093 900,000

2011 Year 10

2012 Year 11

1,000,000 7,000,000

1,000,000 -

2015 Year 14

2016 Year 15

1,000,000 -

$ 1,000,000 -

2017 Year 16

1,000,000 15,569,000 -

2018 Year 17

2019 Year 18

1,000,000 -

$ 1,000,000 -

Total

18,000,000 17,163,093 7,900,000

4,200,000 1,000,000 -

1,000,000 8,000,000 1,000,000 -

1,000,000 340,000 1,000,000 -

2,300,000 185,000 1,000,000 275,000 1,550,000

3,600,000 800,000 250,000 750,000 -

500,000 182,000 1,000,000 -

2,500,000 280,000 1,000,000 -

4,200,000 371,000 1,000,000 -

29,600,000 2,500,000 7,440,000 4,443,350 3,300,000 1,500,000 5,219,847 3,600,000 300,000 300,000 800,000 500,000 2,500,000 12,000,000 525,000 700,000 450,000 250,000 182,000 280,000 371,000 500,000 2,100,000 642,500 4,900,000 8,750,000 275,000 1,550,000

47,239,790

26,900,000

7,750,000

11,000,000

3,340,000

6,310,000

21,969,000

2,682,000

4,780,000

6,571,000

138,541,790

2,400,000 1,800,000 1,153,608

650,000 -

800,000 2,000,000 -

2,400,000 1,450,000 2,000,000 1,800,000 1,153,608

5,353,608

650,000

2,800,000

8,803,608

4,500,000 1,447,000

100,000

4,500,000 2,047,000

5,947,000

100,000

6,547,000

Total $ 58,540,398

$ 27,550,000

3,440,000

$ 6,410,000

$ 24,769,000

2,782,000

$ 4,880,000

$ 6,671,000

Utility System Improvement Projects Water Tower at Sports Complex Baker Rd, Bayway and Massey T Water Tower Rehabs Upsize Kilgore and East Baker Sewer Lines Baker Road Water Well Replacement Thompson Rd Utility Relocation ($453,631 in Yr 8 BAWA) Total Utility System Improvement Projects New Development Projects/Other North Main/I-10 Utility Issue Costs Total New Development Projects/Other

6,500,000 3,700,000 1,500,000 2,000,000

1,000,000 -

2014 Year 13

300,000 300,000 4,000,000 700,000 450,000 1,000,000 -

Total Rehabilitation Projects

29,600,000 2,500,000 940,000 743,350 19,847 500,000 100,000 642,500 700,000 -

2013 Year 12

7,750,000

11,100,000

18-15

153,892,398

MUNICIPAL DEVELOPMENT DISTRICT (MDD) PROGRAM FUND BUDGET SUMMARY - PROJECTED WORKING CAPITAL Fiscal Year 2015-16 Carryforward 2013-14

Adjusted Allocation 2013-14

Total Allocation 2014-15

Estimated Expenditures 2014-15

$ 6,809,000

$ 1,008,190

$ 6,809,000

5,700,000 6,000 48,200 5,754,200

1,099,496

519,785

1,300,000

18-16

New Allocation 2015-16

Estimated revenue growth for projected years: Total Projected Projected Projected Allocation 2015-16 2016-17 2017-18 2018-19

568,784

$ 4,426,650

$ 2,163,475

6,077,000 6,000 13,800 6,096,800

6,199,000 6,000 20,000 6,225,000

6,323,000 6,000 20,000 6,349,000

6,449,000 6,000 20,000 6,475,000

6,578,000 6,000 20,000 6,604,000

6,710,000 6,000 20,000 6,736,000

150,000

669,785

655,233

14,552

150,000

164,552

300,000

250,000

200,000

308,554 -

330,558 -

100,000 -

430,558 -

165,812 -

264,746 -

500,000

264,746 500,000

100,000 500,000

100,000 650,000

100,000 150,000

100,000

110,000

621,197

522,521

100,000

622,521

298,468

324,053

100,000

424,053

100,000

300,000

3,429,247

500,000 1,982,864

600,000

500,000 2,582,864

1,369,513

500,000 1,213,351

1,000,000

500,000 2,213,351

1,200,000

1,350,000

1,050,000

511,710 500,000 461,261

500,000 461,261

511,710 -

100,000 -

148,957 1,264,967 29,872 85,200 15,205 3,017,172

148,957 917,285 72,390 15,205 2,115,098

347,682 12,810 872,202

148,957 600,000 748,957

148,957 947,682 12,810 1,621,159

150,000 250,000

148,957 500,000 15,000 913,957

$ 1,394,206

764,967 29,872 85,200 205 2,103,215

683,782

768,858

5,900,000 6,000 13,805 5,919,805

311,261

Projected 2020-21

5,700,000 6,000 48,200 5,754,200

(400,000) 500,000 150,000

400,242

Projected 2019-20

$ 4,426,650

911,710

2.0%

6,809,000

Carryforward 2014-15

26,083

342,013

(87,478)

254,535

150,000

250,000

500,000

6,067,580

1,302,255

1,256,535

1,130,793

1,111,294

1,113,560

1,114,773

1,096,146

3,202,146 129,978 9,425,787

62,522 70,000 474,535

1,009,356 (62,522) 2,411,611

1,009,356 70,000 2,886,146

1,009,356 2,311,611

70,000 574,535

1,506,535

70,000 2,081,070

1,280,793

1,261,294

1,263,560

1,264,773

1,246,146

Carryforward 2013-14

Adjusted Allocation 2013-14

Total Allocation 2014-15

Estimated Expenditures 2014-15

Carryforward 2014-15

New Allocation 2015-16

Estimated revenue growth for projected years: Total Projected Projected Projected Allocation 2015-16 2016-17 2017-18 2018-19

2.0% Projected 2019-20

Projected 2020-21

522,948

437,888

426,713

434,138

426,338

437,538

427,737

432,674

399,288 450,128

20,650

375,529 100,000

375,529 120,650

375,529 95,309

25,341

376,079 50,000

376,079 75,341

376,529 25,000

376,292 25,000

373,554 25,000

367,221 25,000

362,387 25,000

292,052 223,139 7,974 369 10,000 6,691 (545) 53,149 1,759 10,278 61,699 50,960 738,175

315,000 50,000 575,000 (190) 86,400 110,500 77,200 (223) 42,000 25,000 2,194,104

292,052 315,000 273,139 7,974 575,000 179 10,000 86,400 6,691 109,955 130,349 1,536 10,278 42,000 25,000 61,699 50,960 2,932,279

199,837 45,000 1,300 7,974 575,000 179 10,000 86,400 6,691 109,955 99,760 1,536 10,278 42,000 25,000 44,747 31,550 2,205,933

92,215 270,000 271,839 16,952 19,410 695,757

500,000 226,940 100,000 111,000 50,663 12,000 135,000 33,625 67,830 50,000 70,000 2,209,850

500,000 226,940 92,215 270,000 371,839 16,952 19,410 111,000 50,663 12,000 135,000 33,625 67,830 50,000 70,000 2,905,607

1,000,000 50,000 350,000 50,000 125,000 2,410,667

1,000,000 50,000 300,000 50,000 125,000 2,352,630

1,000,000 50,000 300,000 50,000 2,236,092

1,000,000 50,000 300,000 50,000 2,219,958

1,000,000 50,000 300,000 50,000 2,220,061

34,942 573,996 107,973 14,616 119,348 98,380 2,321,619 15,965,889

5,298,789

6,119,672

11,418,461

8,002,155

3,355,845

5,465,342

8,821,187

5,141,460

5,213,924

4,799,652

4,784,731

4,766,207

1,787,500 1,787,500

502,021 502,021

300,000 300,000

300,000 502,021 802,021

300,000 300,000

502,021 502,021

300,000 500,000 800,000

300,000 1,002,021 1,302,021

300,000 500,000 800,000

300,000 750,000 1,050,000

17,753,389

5,800,810

6,419,672

12,220,482

8,302,155

3,857,866

6,265,342

10,123,208

5,941,460

6,263,924

5,849,652

5,834,731

5,816,207

(17,753,389)

(5,800,810)

(6,466,282)

(2,382,350)

(3,857,866)

283,540

85,076

625,348

769,269

919,793

768,858

$ 1,394,206

$ 2,163,475

$ 3,083,268

$ (17,753,389) $ 1,008,190

(665,472) $

342,718

4,426,650

568,784

(168,542) $

400,242

(4,026,408) $

400,242

683,782

18-17

18-18

CITY OF BAYTOWN MISCELLANEOUS FUNDS OVERVIEW This section consists of various funds designated for a single purpose. The presentation is a matter of information. Authorization is received by a grant, contractual arrangement, legislative requirement or budget appropriation in other funds. The funds presented are as follows: •

Street Maintenance Sales Tax (Fund 211) In 2001 the Texas Legislature passed House Bill 445, which allows cities to raise their local sales tax rate by 0.25 percent if the funds are dedicated to street maintenance and repair. On May 15, 2004, in the general election, the citizens of the City of Baytown voted to authorize the imposition of a street maintenance sales tax. This sales tax must be reapproved every four years by voters or it will expire. The tax was overwhelmingly reauthorized by voters in May 2008 and November 2011. It is up for another four year reauthorization in November of 2015. This fund will account for the revenues collected from this sales tax and may only be used to maintain and repair municipal streets or sidewalks existing on the date of the election to adopt the tax. Sidewalks were added as an approved use in the 84th Texas Legislative Session.

•

Community Development Block Grant Fund (Fund 270) CDBG is funded through grants from the Department of Housing and Urban Development under its Entitlement Program and is used to carryout the initiatives of developing viable communities within the City of Baytown. The City’s initiatives under this program are to provide decent housing, suitable living environment, and expanding economic opportunities for low- and moderate-income persons within the CDBG targeted areas.

•

Capital Replacement Fund (Fund 350) The Capital Replacement Fund (CRF) was established to improve and maintain the City’s non-infrastructure capital, including, but not limited to, such items as vehicles, equipment, computer software and hardware. Items included in the CRF are usually expensive, non-recurring items that have a useful life that spans more than one year. Funding is provided through capital lease payments from other funds and interest income.

•

General Capital Improvement Program Fund (Fund 351) The General Capital Improvement Program Fund (CIPF) was established in 1998 to provide pay-as-you-go funding for the City’s General Capital projects. The CIPF can be used to offset the impact of debt issued for capital improvements.

•

Water & Sewer Capital Improvement Program Fund (Fund 527) The Water & Sewer Capital Improvement Program Fund (WSCIPF) was established in 2003 to provide payas-you-go funding for the City’s Water & Sewer Capital projects. The WSCIPF can be used to offset the impact of debt issued for capital improvements.

•

Water & Sewer Impact Fee Fund (Fund 529) On May 8, 2014, City Council adopted Ordinance number 12,540, updating the impact fee for the City. The fee is intended to ensure the provision of adequate public facilities to serve new development in the service area by requiring each such development to pay its pro rata share of the costs of water and wastewater capital improvements necessitated by and attributable to such new development.

19-1

CITY OF BAYTOWN MISCELLANEOUS FUNDS OVERVIEW •

Bayland Island Operations Fund (Fund 540) The activity relating to the leasing of facilities at Bayland Island is recorded in the Bayland Island Operations Fund. These funds are used to maintain the facilities and service the Alternate Minimum Tax (AMT) debt issued in 1992. A lease for the operation of the marina was executed in 2002 and revised in 2012.

•

Medical Benefits Fund (Fund 560) The Internal Service Risk Management Fund for medical benefits includes premium payments and claims for the City’s self-funded health and dental program. The City fully funds a reserve for claims incurred but not reported and maintains adequate reserves to cover unexpected spikes in plan costs. The target reserve level for the Medical Benefits fund is to maintain between a 90 to 120 days reserve to cover unexpected spikes in plan costs.

•

Workers Compensation Fund (Fund 561) The Internal Service Risk Management fund for workers compensation includes activities associated with the administration of the City’s self-funded workers compensation program. The target reserve level for the Workers Compensation Risk Management fund is to maintain between a 90 to 120 days reserve to cover unexpected spikes in plan costs. The City funds a reserve for claims incurred but not reported.

•

Other Miscellaneous Funds This section includes other funds with restricted uses. These are budgeted for the use of all available funds received to date. As new monies are received throughout the budget year, they will be presented to Council for acceptance and appropriation.

 Municipal Court Special Revenue Fund (Fund 201) Municipal Court Building Security SB 182 amended §102.107 of the Texas Code of Criminal Procedure to allow the Municipal Court to impose a $3.00 fee on all misdemeanor convictions in order to cover the costs of providing building security. This fee provides funding for personnel services for the bailiff in the City of Baytown’s Municipal Court. Municipal Court Technology SB 601 amended §102.0172 of the Texas Code of Criminal Procedure to allow the Municipal Court to impose a $4.00 fee on all misdemeanor offenses in order to purchase computer enhancements, such as computer systems; computer networks; imaging systems; electronic kiosks; electronic ticket writers; and docket management systems. This fee provides funding for the purchase of technological enhancements for the City of Baytown’s Municipal Court. RAP Program This program is funded by a $25 mandated fee which is added to all municipal court cases in which the defendant takes over thirty days to pay for assessed fines. Half of the twenty five dollar fee is retained by the city, the other half is sent to the state. The City of Baytown has primarily used their portion of the payment to fund our juvenile alternative sentencing program (R.A.P.). The R.A.P. program which stands for Responsibility, Accountability, and Pride is a community service program. Juveniles are supervised and perform community service (clean-up, graffiti, trash pickup, mowing of yards, washing cars) in lieu of payment of assessed fines. 19-2

CITY OF BAYTOWN MISCELLANEOUS FUNDS OVERVIEW

Juvenile Case Manager The Juvenile Case Manager is vital to our organization in which it opens up communication with the courts and opportunities relating to juveniles. This is a self-funded position by which a $5.00 fee is added to each citation that is processed through the Municipal Court. The funds allocated from these fees must go to specific causes such as salary, training, and supplies associated with this position.  Parks and Recreation Special Revenue Fund (Fund 209) This fund accounts for special contributions from individual and corporate groups dedicated to special programs within the Parks and Recreation Department that are not part of the normal operating budget.  Hazmat/Homeland Security Special Revenue (Fund 210) Weapons of Mass Destruction/Hazardous Materials This program will account for expenses and revenues associated with responses to incidents involving hazardous material spills outside the City or on behalf of non-residents.  Police Forfeitures (Fund 225) Special funds designated for programs outside the normal operating police budget. Funds are received through forfeitures of seized funds and contributions.  Family/Youth Programs (Fund 226) Drug Awareness Resistance Education (D.A.R.E.) Project This program provides Gangs and Drugs educational training to middle school students within the local independent school district. This educational training is provided by officers from the City of Baytown’s Police Department and is funded 50/50 through an intergovernmental partnership with the Goose Creek Consolidated Independent School District and the City of Baytown. Child Safety Fees and DARE Donations provide the City’s share for this project. Pursuant to Article 102.014 of the Texas Code of Criminal Procedure, the County assesses a Child Safety Fee in the amount of $25 against drivers that receive violations in school zones and remits the fee to the City monthly. Victims of Crime Act (VOCA) This grant program funds 80% of one domestic violence-counseling position within the Police Department. The City provides 20% matching funds for other expenses through local funds. The counselor assists domestic violence victims by responding to the crime scenes, providing immediate counseling and referral services and if needed, hospital accompaniment. Additionally, guidance is given to victims on the various legal steps within the criminal justice system such as crime victims’ compensation issues, protective orders, and court accompaniment.  Police Academy Fund (Fund 228) The academy provides in-service firearms training to City of Baytown police officers as well as providing training to new recruits and officers from other agencies at the Sgt. P.E. Badillo Firearms Training Center. This program is funded by fees charged to the Drug Enforcement Agency (DEA) for their use of the Firearms Training Center.

19-3

CITY OF BAYTOWN MISCELLANEOUS FUNDS OVERVIEW  Odd Trust and Agency Fund (Fund 231) This fund accounts for several miscellaneous programs including funds received from the local industrial plants and districts for the City to provide fire fighting and rescue services that are not included as a part of the Fire Department’s operating budget, municipal beautification efforts and the public community improvement program funded by a portion of industrial district agreement revenues.  Library Grant Fund (Fund 266) This fund accounts for local grant funds pass-through the State of Texas Library and the Texas State Library & Archives Commission (TSLAC). The grant funds are restricted to provide funds to maintain, improve, and enhance local library services, and to provide Texans who are not residents of a particular local community access to and services from the many participating public libraries in Texas. Contributions and donations fund special library programs, not a part of the normal operating budget.  Summer Youth Job Program Fund (Fund 280) This fund is to account for funds received from local businesses and individuals in support of the Mayor’s Summer Job Program. The primary use of these funds is to provide funding for the major’s initiatives to support the students who participate in the summer job program within the City.  Emergency Management Fund (Fund 291) Local Emergency Planning Committee (LEPC) This program is mandated by SARA Title III and is funded by contributions received from the various plants with matching funds from the City of Baytown General Fund. The LEPC board meets to make recommendations for expenditure of these funds. It is used primarily to provide hazardous material education awareness to the City of Baytown; plants located in the industrial district; as well as in the Extra Territorial Jurisdiction (ETJ).  Baytown Nature Center Fund (Fund 296)

The Baytown Nature Center is 420-acre special use facility designed for passive recreation. It is a nature preserve to be used for fishing, birding, hiking, picnicking and environmental education, and consists of upland wooded areas, salt marshes, trails, fishing piers and educational pavilions. Funding is provided by user-fees and donated funds for special purposes.  Wetlands Education and Recreation Center Operating Fund (Fund 298) Lee College, Goose Creek ISD, local industry, private contributions, and the City of Baytown fund this Parks and Recreation Department’s initiative. It provides environmental education and recreation to both youth and adult citizens.  Wetlands Education and Recreation Center Fund - Special Projects (Fund 299) Special contributions from Industry or other groups dedicated for the Wetlands Education and Recreation Center for improvements or activities.

19-4

CITY OF BAYTOWN STREET MAINTENANCE TAX FUND 211 BUDGET SUMMARY for Fiscal Year 2015-16 Actual 2013-14

Budget 2014-15

Estimated 2014-15

Carryforward

$ 1,300,849

$ 1,299,981

$ 2,498,344

$ 1,806,651

Revenues Sales Tax Interest on Investments

3,172,094 520

3,038,785 500

3,235,500 900

TOTAL REVENUES

3,172,614

3,039,285

TOTAL AVAILABLE RESOURCES

4,473,463

Expenditures Asphalt Mill & Overlay Crack Seal and Joint Repair Concrete Street Repair Street Striping Texas Avenue Street Assessment Survey Other Capital Project Initiatives

1,004,712 142,605 713,832 113,970 -

BEGINNING WORKING CAPITAL

TOTAL EXPENDITURES ENDING WORKING CAPITAL

1,975,119 $ 2,498,344

Budget 2015-16 436,381

$ 1,806,651

3,300,500 900

3,236,400

3,301,400

4,339,266

5,734,744

1,806,651

3,737,781

5,108,051

1,250,000 400,000 1,000,000 300,000 250,000 900,000

995,987 558,928 1,323,178 200,000 750,000 100,000 -

762,740 507,500 100,030 -

901,000 100,000 1,600,000 200,000 900,000

1,663,740 607,500 1,600,000 300,030 900,000

4,100,000

3,928,093

239,266

$ 1,806,651

Total Allocation

1,370,270 $

436,381

5,071,270

3,701,000 $

36,781

19-5

36,781

CITY OF BAYTOWN COMMUNITY DEVELOPMENT BLOCK GRANT FUND 270 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues CDBG - Entitlement Program Income

Budget 2014-15

Total Revenues

768,205 15,471 783,676

Expenditures CDBG Administration Substandard Structures Abatement (Demolition) Community Development Programs Senior/Disabled Transportation Neighborhood Improvement Program Baytown Family YMCA Swim Safe Baytown Resource Center Bay Area Homeless Services Central Heights Park The Bridge Over Troubled Waters Baytown Evening Optimist Communities in School Pelly Park Total Expenditures

96,640 49,345 401,159 67,134 1,713 1,023 3,500 6,062 148,239 2,030 3,128 3,703 783,676

Excess (Deficit) Revenues Over Expenditures

164,708

687,812 10,000 697,812

Adopted 2015-16 $

148,913 96,275 356,206 69,918 6,000 2,000 9,000 5,000 1,500 3,000 697,812

* CDBG-Entitlement Grant approved by City Council Resolution #2371, July 23, 2015.

19-6

164,708

878,504 10,000 888,504

148,913 96,275 382,190 69,918 6,000 2,000 9,000 5,000 1,500 3,000 723,796

Fund Balance-Beginning Fund Balance-Ending

Estimated 2014-15

651,748 5,000 656,748

143,004 97,275 307,390 72,579 6,000 12,000 6,000 4,500 8,000 656,748

19-7

CITY OF BAYTOWN CAPITAL REPLACEMENT FUND (CRF) 350 BUDGET SUMMARY Actual 2013-14 Sources Principal Interest on investments Operating Transfers In

Total Sources

235,472 2,004 400,000 637,476

Fire Department Police shoothouse Traffic bucket truck Overhead-Garage pumps Public Works Land Purchase Total CRF Uses

86,025 19,552 105,577

Net source/use of resources Budgetary Funds Available Beginning

531,899

Budgetary Funds Available Ending

19-8

Budget 2014-15 $

2,949,834

1,060,605 110,000 184,000 114,500 1,469,105

2,733,074

Adopted 2015-16 $

513,800

2,949,834

2,526,413

83,800 600,000 683,800 110,000 60,000 170,000

(423,421)

2,949,834

223,047 600,000 823,047

Carry Forward 2014-15

1,093,600 4,899 138,058 9,911 1,246,468

(216,760)

2,417,935

478,145 774,200 1,252,345

Estimated 2014-15

2,526,413

3,040,213

CITY OF BAYTOWN CAPITAL REPLACEMENT FUND (CRF) 350 SCHEDULE OF REPAYMENT Fund/Division 101 90010 90010 90010 30110

General Fund Traffic Garage Emergency Mgmt. Parks and Recreation Public Works

Actual 2013-14

Description

New bucket truck 50% cost fuel pumps, lines and jacks (pmt 1 of 5) Advance for PW match EOC storage building Land purchase - repaid from FY 2015 CO's Replacement of 1996 Patch Truck

207 Fire/EMS Spec Dist. 20701 Fire Advance for purchase fire truck and equipment

32,354

Budget 2014-15

36,800 22,900 32,000 406,398 -

Estimated 2014-15

36,800 32,000 -

Adopted 2015-16

36,800 32,000 -

400,000

600,000

Sanitation Fund 500 32010 PW 32010 PW PW 32010 Solid Waste Op.

Replace front loader (pmt 4 of 4) Replace picker truck (pmt 4 of 4) Puchase of land 2 Ton truck

41,250 41,250 18,923

41,250 41,250 -

15,000 -

BAWA 510 30710 BAWA Operations

BAWA plant Improvements (pmt 6 of 6)

71,747

605,524

$ 1,252,345

Total $

823,047

19-9

683,800

CITY OF BAYTOWN CAPITAL IMPROVEMENT PROGRAM FUND (CIPF) 351 BUDGET SUMMARY for Fiscal Year 2015-16

Actual Carry-forward Budget 2013-14 2013-14 2014-15 $ 5,155,533 $ 4,618,564 $ 1,459,574

Working Capital - beginning Revenues Interest on Investments Transfer in for Capital Improvements Contributions from Special Districts Settlement Proceeds Total Revenues Expenditures CIP Project Management Demolition of Buildings San Jacinto Mall Project 911 Center Fire Radio Replacement (FCPEMD) Fire Training Grounds (FPCEMSD) Marina Overdredging Costs Lee Drive Renovation New Capital Project Initiatives Park Street Property Number 1106 Revitalization of Downtown-Matching Prog Satcom System for EOC Software - Pentamation Community Center Improvements Traffic Signal - Blue Heron and Barkaloo Traffic Signal - South and Garth Traffic Signal Unallocated Fuel Tank Repairs Sirens for Emergency Management Fire Station Number 7 Retail Retention Goose Creek Trail - Phase 2 Municipal Court Security 601 South Burnett Municipal Court Restrooms John Martin Road Improvemnts PD Master Plan Completed and Closed Projects Quiet Zone Signs Building Security Cedar Bayou Crossing Chevy Silverade Texas Ave TxDot Fees Software for Health Department Metal Bldg at Fire Station 5 Town Square Project City Gateway Project - SH146 Improvements to Spur 330 Community Center Sound System Emergency Shutdown Switches Santavy Road Total Expenditures Excess (deficit) revenues over expenditures Working Capital - ending $

19-10

5,010 1,550,886 600,000 176,854 2,332,750

Estimated Carry-forward Budget 2014-15 2014-15 2015-16 $ 4,618,564 $ 6,095,666 $ 588,300

5,000 540,000 700,000 1,245,000

149,233 114,138 210,000 307,487 373,753 75,000 114,098 489,139 100,000 352,087 619,087 600,000 500,000 99,111 530,000 15,302 217,971 63,094 7,489 20,283 169,095 160,515 120,290 44,889 79,351 (30,281) 17,568 44,292 29,793 105,439 5,180 200,000 150,000 41,969 8,031 9,853 8,710 66,290 635,094 26,626 50,797 792,936 2,869,719 3,158,990 1,665,000 (536,969) (3,158,990) (420,000) 4,618,564 $ 1,459,574 $ 1,039,574 $

9,750 4,637,155 700,000 245,407 5,592,312 324,138 199,305 107,549 4,500 115,738 44,889 81,569 29,793 1,125 55,412 (159,100) 17,828 84,398 38,935 89,215 5,498 43,500 437,884 70,000 1,681,436 15,329 17,673 808,596 4,115,210 1,477,102 6,095,666 $

468,525 589,139 1,111,538 500,000 99,111 522,000 195,971 63,094 20,283 44,777 63,782 17,568 150,000 255,602 10,000 50,000 100,000 238,853 1,007,123 5,507,366 5,507,366 588,300

8,000 7,348,800 700,000 8,056,800

Total Allocation $ 6,095,666 8,000 7,348,800 700,000 8,056,800

307,164 307,164 468,525 5,500,000 5,500,000 1,100,000 1,100,000 100,000 689,139 600,000 1,711,538 500,000 99,111 478,000 1,000,000 195,971 63,094 20,283 44,777 63,782 150,000 150,000 17,568 150,000 255,602 10,000 50,000 100,000 238,853 1,007,123 8,235,164 13,742,530 (178,364) (5,685,730) $ 409,936 $ 409,936

CITY OF BAYTOWN WATER & SEWER - CAPITAL IMPROVEMENT PROGRAM FUND (CIPF) 527 BUDGET SUMMARY for Fiscal Year 2015-16 Actual 2013-14 Revenues Interest on Investments Developers Contribution Transfer from Aquatics Fund Transfer from Water & Sewer Fund

35,547 1,695,814 184,834 6,540,250 8,456,445

CarryForward 2013-14 $

Budget 2014-15 -

$ 20,000 837,000 3,000,000 3,857,000 837,000 166,500 1,000,000 185,000 1,000,000 43,000 92,000 92,000 140,000 263,000 107,000 50,000 150,000 4,125,500

Total Revenues Expenditures Aquatics Expenditures North Central Annex Utilities Water Distribution System Development Texas Ave Lift Station Modifications Ferry Road Sewer Repairs SCADA Master Plan Garth Road Waterline Rehab Needle Point Road Waterline Utility Project Management Sewer Rehab and Emergencies Sewer Rehab - Allenbrook Slapout Gully Lift Station Hugh Wood Lift Station Water System Rehabilitation Victoria Walker Lift Station Air Compressor PC Replacement Program Utility Billing Building Expansion Hunter Chase Lift Station Lift Station Number 6 Fuel Tank Repairs Valve Star Truck for Waste Water Department Kodiak 5th Wheel Truck Wash Truck Pumps and Blowers Tandem Dump Truck Public Works Building Renovations Meter Parts Ameriport Water and Sewer Chevy Colorado Texas Avenue Force Main Savell Street Sewer Repair I-10 Lift Station West District WWTP Repairs Little Missouri Lift Station Lakewood Area Pipebursting Kilgore Sewer line East Baker Sewer line Massey T Water Tower Painting Equipment East District WWTP New Capital Project Initiatives Total Expenditures

163,963 11,362 5,499 423,117 84,803 106 947,937 148,908 976,904 352,757 86,500 14,968 962,080 1,550,537 32,060 32,098 197,792 15,319 32,434 6,039,144

232,832 36,464 652,240 5,092 23,096 53,243 285,032 287,920 912,213 16,000 275,402 22,208 254,681 7,566 1,738,734 4,802,723

Excess (Deficit) Revenues Over Expenditures

2,417,301

(4,802,723)

3,575,635 $5,992,936

5,992,936 $1,190,213

Working Capital - Beginning Working Capital - Ending

(268,500) 1,190,213 $ 921,713

CarryForward 2014-15

Estimated 2014-15 $

29,500 241,508 837,000 3,000,000 4,108,008

419,132 201,544 76,751 171,592 830,645 11,896 76,674 605,001 1,038,823 275,402 101,809 42,950 92,000 92,000 140,000 213,038 107,000 15,314 118,873 24,936 113,004 44,552 135,650 93,000 5,041,586 (933,578) 5,992,936 $5,059,358

Budget 2015-16 -

$ 25,000 478,000 8,430,000 8,933,000

745,534 156,131 699,758 340,451 208,358 235,746 32,643 7,566 49,962 50,000 120,507 280,898 1,135,625 4,063,179

478,000 205,780 1,000,000 750,000 50,000 1,300,000 800,000 250,000 1,100,000 900,000 800,000 755,200 250,000 600,000 9,238,980

(4,063,179) $

5,059,358 996,179

Total Allocation 2015-16 $

1,223,534 156,131 699,758 205,780 1,340,451 208,358 985,746 32,643 7,566 49,962 100,000 120,507 1,580,898 800,000 250,000 1,100,000 900,000 800,000 755,200 250,000 1,735,625 13,302,159

(305,980) 996,179 $ 690,199

19-11

25,000 478,000 8,430,000 8,933,000

(4,369,159) $

5,059,358 690,199

CITY OF BAYTOWN WATER & SEWER - IMPACT FEES 529 BUDGET SUMMARY for Fiscal Year 2015-16

Actual 2013-14 Revenues Impact Fees Contributed Capital Buy-In

Budget 2014-15

Total Revenues

764,515 100,000 864,515

800,000 800,000

Expenditures N. Main/I-10 Utility ROW & Easements Baker Road Water Line Southeast Water Tower Water Main along J Martin (I-10 to Cedar Bayou-Lynbg) Waterline from Sjolander to Blue Heron San Jacinto Lift Station I-10 Lift Station Force Main New Capital Project Initiatives Total Expenditures

468,933 197,961 666,894

1,550,000 275,000 1,825,000

Revenues Over (Under) Expenditures

197,621

(1,025,000)

Carryforward 2014-15

Estimated 2014-15 $

700,000 1,400,000 2,100,000

1,081,882 77,500 1,159,382 940,618

Budget 2015-16

Total Allocation 2015-16

$ 900,000 900,000

197,336 1,895,307 1,550,000 275,000 347,350 4,264,993

1,300,000 500,000 1,800,000

197,336 1,895,307 1,550,000 275,000 347,350 1,300,000 500,000 6,064,993

(4,264,993)

(900,000) (5,164,993) -

Working Capital - Beginning Working Capital - Ending

19-12

4,589,533 $ 4,787,154

2,587,779 $ 1,562,779

4,787,154 $ 5,727,772

5,727,772 $ 1,462,779

1,462,779 $ 562,779

5,727,772 $ 562,779

CITY OF BAYTOWN BAYLAND ISLAND OPERATIONS FUND 540 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues Lease of Facilities $ Transfer In - General Fund Total Revenues Expenditures Supplies Maintenance Services

49,086 37,549 86,635

Budget 2014-15 $

47,000 47,000

Estimated 2014-15 $

47,000 47,000

Adopted 2015-16 $

47,940 47,940

Total Operating

373 2,500 10,837 13,710

1,100 14,550 15,368 31,018

600 10,089 11,429 22,118

1,100 15,025 11,910 28,035

Total Expenditures

4,687 18,397

61,160 92,178

61,047 83,165

33,000 61,035

68,238 87,102

(45,178) 155,340

(36,165) 155,340

(13,095) 119,175

Capital Outlay

Excess (Deficit) Revenues Over Expenditures Working Capital - Beginning Working Capital - Ending

155,340

110,162

119,175

106,080

19-13

CITY OF BAYTOWN MEDICAL BENEFITS FUND 560 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues Department Billings Dept. Billings - Dental Dept. Billings - Vision Retiree Contributions

Total Revenues Expenditures Services Claim Payments Administrative Fees Total Expenditures Excess (Deficit) Revenues Over Expenditures Fund Balance - Beginning Fund Balance - Ending

19-14

12,571,544 308,705 69,766 631,116 13,581,131

Budget 2014-15 $

Estimated 2014-15

12,058,185 265,000 68,000 586,924 12,978,109

12,600,000 265,000 68,000 586,924 13,519,924

385,911 9,939,749 2,100,148 12,425,807

408,625 10,281,000 2,288,040 12,977,665

418,620 9,505,137 2,672,874 12,596,631

1,155,324

444

923,293

3,308,243 4,463,567

4,463,567 4,464,011

4,463,567 5,386,860

Adopted 2015-16 $

11,902,673 270,300 69,360 353,658 12,595,991 642,972 10,197,039 2,644,104 13,484,115 (888,124)

5,386,860 4,498,736

CITY OF BAYTOWN WORKERS COMPENSATION FUND 561 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues Departmental Billings

Budget 2014-15

745,510 745,510

Expenditures Personnel Services Supplies Services Claim Payments Administrative Fee on Ins. Unforeseen/New Initiatives Total Expenditures

75,056 17,572 16,092 588,148 85,740 782,607

108,128 42,600 45,750 300,000 106,000 50,000 652,478

109,608 42,600 20,750 300,000 106,000 50,000 628,958

108,299 32,400 36,150 321,000 100,000 50,000 647,849

Excess (Deficit) Revenues Over Expenditures

(37,097)

(44,478)

(20,958)

(27,689)

490,567 2,082 455,552

455,552

434,594

Fund Balance - Beginning Fund Balance - Ending

608,000 608,000

411,074

608,000 608,000

Adopted 2015-16

Total Revenues

Budget Basis to GAAP adjustment

Estimated 2014-15

434,594

620,160 620,160

406,905

19-15

OTHER MISCELLANEOUS FUNDS This section includes other funds with restricted uses. These are budgeted for the use of all available funds received to date. As new monies are received throughout the budget year, they will be presented to Council for acceptance and appropriation.

19-16

CITY OF BAYTOWN MUNICIPAL COURT SPECIAL REVENUE FUND 201 BUDGET SUMMARY BY FUND Actual 2013-14

Budget 2014-15

Estimated 2014-15

Adopted 2015-16

Revenues Miscellaneous $ Charges for Services Interest on Investments Transfers in Total Revenues

779 179,477 1,038 35,567 216,861

Expenditures Building Security MUC Technology RAP Program Marshal Training Program Juvenile Case Manager Vital Stat Training Total Expenditures

64,160 60,382 17,644 63,055 1,544 206,785

79,792 115,919 35,634 1,684 73,032 2,000 308,061

80,498 87,068 13,660 67,686 9,257 258,169

82,126 93,776 20,235 2,469 75,628 5,095 279,329

10,076

(72,135)

(40,676)

(52,173)

82,773

92,849

52,173

Excess (Deficit) Revenues Over Expenditures Working Capital - Beginning Working Capital - Ending

92,849

750 173,906 250 61,020 235,926

20,714

785 176,706 250 39,752 217,493

52,173

750 179,284 255 46,867 227,156

19-17

CITY OF BAYTOWN PARKS & RECREATION ESCROW SPECIAL REVENUE FUND 209 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues Contribution

Budget 2014-15

106,071 106,071

Expenditures Personal Services Supplies Special Services Educational Landfill Fees Services Unforeseen / New Initiatives Total Operating

3,134 67,855 770 360 1,130 72,119

3,200 19,400 360 360 146,134 169,094

177 24,000 10,000 10,000 34,177

15,013 5,000 5,000 10,000 147,821 172,834

72,119

169,094

34,177

172,834

33,952

(149,094)

(24,177)

(165,334)

189,511

165,334

Total Expenditures Excess (Deficit) Revenues Over Expenditures Working Capital - Beginning Working Capital - Ending

19-18

155,559 $

189,511

20,000 20,000

(149,094) $

10,000 10,000

Adopted 2015-16

Total Revenues

Capital Outlay

Estimated 2014-15

165,334

7,500 7,500

CITY OF BAYTOWN HAZMAT/HOMELAND SECURITY SPECIAL REVENUE FUND 210 BUDGET SUMMARY BY FUND Actual 2013-14

Budget 2014-15

Estimated 2014-15

Adopted 2015-16

Revenues HazMat Billings $ Miscellaneous Contributions Total Revenues

1,100 2,536 3,636

Expenditures Personnel Supplies Services Unforeseen / New Initiatives Total Operating

953 8,354 50 9,357

7,500 10,450 224,953 242,903

1,752 7,557 2,425 11,734

7,500 10,800 215,692 248,992

(5,721)

(242,903)

1,043

(248,992)

Excess (Deficit) Revenues Over Expenditures Working Capital - Beginning Working Capital - Ending

253,670 $

247,949

11,866 911 12,777

247,949

(242,903) $

248,992

248,992 $

19-19

CITY OF BAYTOWN POLICE FORFEITURES FUND 225 BUDGET SUMMARY BY FUND Actual 2013-14

Budget 2014-15

Estimated 2014-15

Adopted 2015-16

Revenues Investment Interest $ Forfeited Revenue Misc Contributions Total Revenues

1,287 77,834 764 79,885

Expenditures Supplies Maintenance Services Unforeseen / New Initiatives Total Operating

2,900 11,955 36,885 51,740

22,252 22,252

9,362 2,819 13,138 25,319

138 3,000 42,874 46,012

Capital Outlay Total Expenditures

129,520 181,260

22,252

5,000 30,319

46,012

(101,375)

(20,552)

1,683

(44,631)

42,948

44,631

Excess (Deficit) Revenues Over Expenditures Working Capital - Beginning Working Capital - Ending

19-20

144,323 $

42,948

500 1,200 1,700

(20,552) $

500 30,000 1,502 32,002

44,631

510 871 1,381

CITY OF BAYTOWN FAMILY & YOUTH PROGRAM FUND 226 BUDGET SUMMARY BY FUND Actual 2013-14

Budget 2014-15

Estimated 2014-15

Adopted 2015-16

Revenues Bureau of Justice Assistance $ GCCISD Child Safety Seat Fines Contributions Transfers In Total Revenues

122,041 109,506 79,687 2,290 92,979 406,503

Expenditures DARE VOCA* Special Police Programs Child Safety Programs Unforeseen / New Initiatives Total Operating

219,012 145,731 11,384 17,216 393,343

235,882 164,344 15,561 34,029 10,980 460,796

235,718 171,738 16,135 31,979 455,570

240,698 174,352 4,345 33,925 4,478 457,798

Total Expenditures

393,343

460,796

455,570

457,798

13,160

(19,813)

Excess (Deficit) Revenues Over Expenditures Working Capital - Beginning Working Capital - Ending

19,423 $

32,583

147,036 117,941 78,000 2,000 96,006 440,983

(19,813) $

152,926 117,859 78,000 1,025 97,485 447,295

143,827 120,349 78,000 1,020 90,294 433,490

(8,275)

(24,308)

32,583

24,308

19-21

CITY OF BAYTOWN POLICE ACADEMY FUND 228 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues Drug Enforcement Agency $ Miscellaneous Total Revenues Expenditures Services Unforeseen / New Initiatives Total Operating Capital Outlay Total Expenditures Excess (Deficit) Revenues Over Expenditures Working Capital - Beginning Working Capital - Ending

19-22

25,000 10,558 35,558

Budget 2014-15 $

25,000 10,000 35,000

Estimated 2014-15 $

25,000 10,760 35,760

Adopted 2015-16 $

25,000 10,500 35,500

4,321 4,321

7,000 47,009 54,009

10,000 18,070

14,437 14,437

21,904 26,225

25,000 79,009

29,255 47,325

71,182 85,619

9,333

(44,009)

(11,565)

(50,119)

52,351

47,907

61,684

50,119

61,684

3,898

50,119

CITY OF BAYTOWN ODD TRUST & AGENCY FUND 231 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues Cable Franchise Fees $ TCEQ Department of Health Investment Interest Miscellaneous Total Revenues Expenditures Personnel Supplies Maintenance Services Miscellaneous

144,197 30,000 8,284 226,852 409,333

Budget 2014-15 $

Estimated 2014-15

334,000 334,000

3,408 334,490 337,898

Adopted 2015-16 $

336,800 336,800

Total Operating

10,251 10,251

19,000 19,000

1 19,000 2,200 21,201

18,750 32,000 9,700 60,450

Furniture & Fixtures < $5000 Machinery Motor Vehicles Construction Capital Outlay Unforeseen / New Initiatives Transfers Out Total Expenditures

59,489 30,000 23,000 12,877 125,366 171,000 306,617

18,000 20,000 38,000 339,751 167,000 563,751

109,580 3,972 113,552 169,500 304,253

8,000 8,000 367,324 167,000 602,774

102,716

(229,751)

33,645

(265,974)

232,329

265,974

Excess (Deficit) Revenues Over Expenditures Working Capital - Beginning Working Capital - Ending

129,613 $

232,329

(229,751) $

265,974

19-23

CITY OF BAYTOWN LIBRARY SPECIAL REVENUE FUND 266 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues Misc Contribution

Total Operating

43,035 3,114 46,149

32,300 5,000 55,604 92,904

26,300 5,000 31,300

32,000 5,000 55,066 92,066

Total Expenditures

18,629 64,778

7,000 99,904

15,000 46,300

10,000 102,066

(18,321)

(47,404)

6,200

(48,516)

60,637

42,316

48,516

(5,088) $

48,516

Excess (Deficit) Revenues Over Expenditures Working Capital - Beginning Working Capital - Ending

42,316

52,500 52,500

Adopted 2015-16

46,457 46,457

Capital Outlay

Estimated 2014-15

Total Revenues Expenditures Supplies Services Unforeseen

19-24

Budget 2014-15

53,550 53,550

CITY OF BAYTOWN SUMMER YOUTH JOB PROGRAM FUND 280 BUDGET SUMMARY BY FUND* Actual 2013-14

Budget 2014-15

Estimated 2014-15

Revenues Misc Contributions $ Total Revenues

70,425 70,425

Expenditures Personnel Services Supplies Services Unforeseen / New Initiatives Total Operating

54,759 915 9,213 64,887

47,773 1,600 14,500 21,901 85,774

5,538

(15,774)

5,423

10,961

(4,813) $

11,217

Excess (Deficit) Revenues Over Expenditures Working Capital - Beginning Working Capital - Ending

10,961

70,000 70,000

68,685 68,685

Adopted 2015-16

57,079 850 10,500 68,429

76,185 76,185 62,284 1,180 11,700 12,238 87,402

256

(11,217) 11,217 $

* Restricted funds for summer youth job program.

19-25

CITY OF BAYTOWN EMERGENCY MANAGEMENT FUND 291 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues Contributions Transfer-In

Budget 2014-15

Total Revenues Expenditures Personnel Services Supplies Maintenance Services Unforeseen / New Initiatives Total Operating

247 13,693 4,887 1,754 20,581

956 32,300 10,600 17,550 71,823 133,229

967 25,320 6,000 17,815 50,102

25,320 6,000 17,815 68,085 117,220

Capital Outlay Total Expenditures

20,581

5,100 138,329

50,102

117,220

14,244

(111,229)

(25,277)

(92,395)

103,428

117,672

92,395

Working Capital - Beginning Working Capital - Ending

19-26

117,672

27,100 27,100

6,443

24,825 24,825

Adopted 2015-16

24,825 10,000 34,825

Excess (Deficit) Revenues Over Expenditures

Estimated 2014-15

92,395

24,825 24,825

CITY OF BAYTOWN BAYTOWN NATURE CENTER FUND 296 BUDGET SUMMARY BY FUND Actual 2013-14 Revenues User Fees Contributions Overages/Shortages

Budget 2014-15

Total Revenues Expenditures Personnel Supplies Maintenance Services Unforeseen / New Initiatives Total Operating

132,689 6,840 2,222 3,423 145,174

137,983 15,350 1,500 16,441 123,465 294,739

141,699 12,850 1,000 4,950 160,499

153,979 14,850 2,000 16,415 134,469 321,713

145,174

2,000 296,739

2,000 162,499

2,000 323,713

(116,501)

17,739

(139,870)

122,131

139,870

Total Expenditures Excess (Deficit) Revenues Over Expenditures

(4,313)

Working Capital - Beginning Working Capital - Ending

126,444 $

122,131

180,238 180,238

(116,501) $

180,238 180,238

Adopted 2015-16

90,747 50,107 7 140,861

Capital Outlay

Estimated 2014-15

139,870

183,843 183,843

**Beginning 10/01/14, all BNC programs will be consolidated

19-27

CITY OF BAYTOWN WETLANDS EDUCATION AND RECREATION CENTER FUND 298 OPERATIONS BUDGET SUMMARY BY FUND Actual 2013-14

Budget 2014-15

Estimated 2014-15

Adopted 2015-16

Revenues Goose Creek CISD $ Lee College Contributions Transfer In - General Fund Total Revenues

40,000 15,000 12,218 179,466 246,684

Expenditures Personnel Services Supplies Maintenance Services Total Operating

211,730 7,740 4,231 22,983 246,684

220,079 8,400 5,348 24,277 258,104

235,219 7,900 4,200 22,016 269,335

238,779 8,400 5,348 23,197 275,724

Capital Outlay Total Expenditures

246,684

1,000 259,104

1,000 270,335

1,000 276,724

Excess (Deficit) Revenues Over Expenditures Working Capital - Beginning Working Capital - Ending

19-28

40,000 15,000 15,000 189,104 259,104

40,000 15,000 15,000 200,335 270,335

40,000 15,000 15,300 206,424 276,724

CITY OF BAYTOWN WETLANDS EDUCATION AND RECREATION CENTER FUND 299 SPECIAL PROJECTS BUDGET SUMMARY BY FUND Actual 2013-14 Funding Sources Contributions

Budget 2014-15

129,508 129,508

Expenditures Personnel Services Supplies Maintenance Services Sundry Unforeseen / New Initiatives Total Operating

68,373 34,773 789 8,250 112,185

82,010 58,622 1,200 11,638 17,766 239,293 410,529

69,782 35,250 500 8,500 114,032

100,897 73,416 1,200 10,816 17,569 189,772 393,670

112,185

29,962 440,491

1,411 115,443

393,670

17,323

(325,379)

Total Expenditures Excess (Deficit) Revenues Over Expenditures Funds Available - Beginning Funds Available - Ending

259,264 $

276,587

115,112 115,112

(325,379) $

115,112 115,112

Adopted 2015-16

Total Revenues

Capital Outlay

Estimated 2014-15 $

(331)

(276,256)

276,587 276,256

117,414 117,414

276,256 $

19-29

19-30

CITY OF BAYTOWN BUDGET GLOSSARY The Annual Budget contains specialized and technical terminology that is unique to public finance and budgeting. To assist the reader of the Annual Budget document in understanding these terms, a budget glossary has been included in the document. Accrual Basis. The basis of accounting under which transactions are recognized in the period benefited regardless of the timing of related cash flows. Accrued Expenses. Expenses incurred but not due until a later date. Ad Valorem Taxes. (Current) All property (real, personal, mixed, tangible, intangible, annexations, additions, and improvements to property) located within the taxing unit's jurisdiction, which are subject to taxation and valued on January 1 of the current budget year. Each year, by ordinance, the City Council exempts taxes on automobiles and other items from the tax levy. Following the final passage of the appropriations ordinance, City Council sets the tax rate and levy for the fiscal year beginning October 1 and continuing through the following September 30th. Ad Valorem Taxes. (Delinquent) All taxes are due on receipt of bill and are delinquent if not paid before February 1 of the fiscal year in which it is imposed, except when the taxing unit postpones the delinquency date due to late mail out of tax bills. Ad Valorem Taxes. (Interest) A delinquent tax incurs interest of one (1%) percent of the amount of tax for the first calendar month it is delinquent, plus one (1%) percent for each additional month or portion of the month the tax remains unpaid. Ad Valorem Taxes. (Penalty) A delinquent tax incurs a penalty of six (6%) percent of the amount of the tax for the first calendar month it is delinquent, plus one (1%) percent for each additional month or portion of the month the tax remains unpaid prior to July 1 of the year in which it becomes delinquent. However, the delinquent tax on July 1 incurs a total penalty of twelve (12%) percent of the amount of the delinquent tax without regard to the number of months the tax has been delinquent. Administrative Transfer. An interfund transfer designed to recover expenditures incurred or conducted in behalf of other funds. Appropriation. A legal authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. Appropriation Ordinance. The official enactment by the City Council to establish legal authority for City officials to obligate and expend resources. Assessed Valuation. A value that is established for real or personal property for use as a basis for levying property taxes. (Note: Property values are established by the Harris County Appraisal District.) Asset. Property owned by the City for which a monetary value has been established. Balanced Budget. A budget in which revenues equal or exceed expenditures. Basis of Accounting. Refers to when revenues, expenses, expenditures and transfers are recognized and reported. The budgetary basis accounting for all the funds is modified accrual. For GAAP purposes, the basis of accounting is accrual for all Enterprise Funds and Internal Service Funds, while the modified accrual basis is used for the General Fund and Special Revenue Funds. Baytown Area Water Authority (BAWA). A water authority created by Texas Legislature to purchase and distribute surface and/or underground supplies for the City and surrounding communities. The City accounts for approximately 90% of BAWA's annual sales. BAWA is considered a component unit of the City of Baytown.

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Bond.

A written promise to pay a sum of money on a specific date at a specified interest rate. The interest payments and the repayment of the principal are detailed in a bond ordinance. The most common types of bonds are general obligation and revenue bonds. These are most frequently used for construction of large capital projects, such as buildings, streets and bridges.

Budget. A plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. Used without any modifier, the term usually indicates a financial plan for a single fiscal year. In practice, the term "budget" is used in two senses. In one sense, it designates the financial plan presented to the appropriating body for adoption and, in the other, designates the plan finally approved by that body. It is usually necessary to specify whether the budget under consideration is preliminary and tentative or whether the appropriating body has approved it. Budget Adjustments. A legal procedure utilized by the City staff and City Council to revise a budget appropriation. The City of Baytown's City Charter requires City Council approval through the adoption of a supplemental appropriation ordinance (which specifies both the source of revenue and the appropriate expenditure account) for any interdepartmental or inter-fund adjustments. City staff has the prerogative to adjust expenditures within a departmental budget. Budget Calendar. The schedule of key dates or milestones, which the City departments follow in the preparation, adoption, and administration of the budget. Budget Document. The instrument used by the budget-making authority to present a comprehensive financial program to the City Council. Budget Message. The opening section of the budget, which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and the views and recommendations of the City Manager. Budgetary Basis. The basis of accounting used to estimate financing sources and used in the budget. Budgeted Funds. Funds that are planned for certain uses but have not been formally or legally appropriated by the legislative body. The budget document that is submitted for Council approval is composed of budgeted funds. CAFR. The Comprehensive Annual Financial Report. Capital Improvement Program (CIP). The Cityâ&#x20AC;&#x2122;s plan for the acquisition and construction of municipal public improvements for the City of Baytown. Projects included in the CIP program are usually expensive, non-recurring projects, which have a useful life spanning more than ten years. Capital Improvements Program Fund (CIPF). A fund for capital expenditures to be incurred each year over a fixed period of several future years setting forth each capital project, identifying the expected beginning and ending date for each project, the amount and the method of financing. Capital/Major Project Expenditure/Expense. An expenditure/expense that results in the acquisition or addition of a fixed asset or the improvement to an existing fixed asset. Capital Outlay. Expenditures for the acquisition of fixed assets which by definition have a useful life of more than one year and purchase price at least $5,000. Included in this category is the cost of land, buildings, permanent improvements, machinery, large tools, rolling and stationary equipment. Cash Basis. A basis of accounting under which transactions are recognized only when cash changes hands. Cash Management. The management of cash necessary to pay for government services while investing temporary cash excesses in order to earn interest revenue. Cash management refers to the activities of forecasting the inflows and outflows of cash, mobilizing cash to improve its availability for investment, establishing and maintaining banking relationships, and investing funds in order to achieve the highest interest and return available for temporary cash balances.

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Central Services - Garage Fund. To account for the cost of operating and maintaining vehicles and other equipment used by City departments. Service charges are billed to departments on a monthly basis to cover all expenses of the fund. Central Services - Warehouse Operations Fund. To account for the supplies, materials and fuel inventories and to take advantage of volume purchasing. Inventories used are allocated respectively to departments on a monthly basis to cover inventory cost. Certificate of Obligation (CO). A debt instrument that is issued by the City and has the same legal status as a general obligation bond. Proceeds from the issuance of the certificates may be used for construction of public works; purchase of materials, supplies, equipment, machinery, builds, land, and right a ways for authorized needs and purposes; or payment of contractual obligations for professional services. However, certificates of obligation are not authorized by the voters. Chambers County Appraisal District (CCAD). Responsible for local property tax appraisal and exemption administration for Chambers County. Contingency. A budgetary reserve set aside for emergencies or unforeseen expenditures. Cost.

(1) The amount of money or other consideration exchanged for property or services. (2) Expense.

Cost Accounting. That method of accounting, which provides for assembling and recording of all the elements of cost incurred to accomplish a purpose, to carry on an activity or operations, or to complete a unit of work or a specific job. Crime Control and Prevention District (CCPD). On May 14, 2011, citizens voted to continue the Baytown Crime Control and Prevention District dedicated to crime reduction programs and the adoption of a local sales and use tax at a rate of one-eighth of one percent (1/8%). Current Taxes. Taxes that are levied and due within one year. Debt Services. The City's obligation to pay the principal and interest of all bonds and other debt instruments according to a predetermined payment schedule. Deficit. (1) The excess of the liabilities of a fund over its assets. (2) The excess of expenditures over revenues during an accounting period; or, in the case of proprietary funds, the excess of expense over income during an accounting period. Delinquent Taxes. Taxes that remains unpaid on and after the date on which a penalty for non-payment is attached. Department. An administrative segment of the City, which indicates management responsibility for an operation, or a group of related activities within a functional area. Departments are the basic units of the budget. Depreciation. The process of estimating and recording the lost usefulness, expired useful life or diminution of service from a fixed asset that cannot or will not be restored by repair and will be replaced. The cost of the fixed asset's lost usefulness is the depreciation or the cost to reserve in order to replace the item at the end of its useful life. Encumbrances. Commitments related to unperformed (executory) contracts for goods or services. Enterprise Fund. A fund established to account for operations (a) that are financed and operated in a manner similar to private business enterprises--where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Examples of Enterprise Funds are water, sewer, and sanitation, utilities, Bayland Island and Baytown Area Water Authority. Expenditure. The outflow of funds paid or to be paid for an asset or goods and services obtained regardless of when the expense is actually paid. This term applies to all funds. Note: An encumbrance is not expenditure. An encumbrance reserves funds to be expended. Expenses. Charges incurred (whether paid immediately or unpaid) for operation, maintenance, interest and other charges.

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Fire Control, Prevention and Emergency Medical Services District (FCPEMSD). On May 14, 2011, citizens voted to continue the Baytown Fire Control, Prevention, and Emergency Medical Services District dedicated to fire safety and emergency medical services and the adoption of a local sales and use tax at a rate of one-eighth of one percent (1/8%). Fiscal Year. The time period designated by the City which is signifying the beginning and ending period for recording financial transactions. The City of Baytown has specified October 1 to September 30 as its fiscal year. Fixed Assets. Assets of a long-term character which are intended to continue to be held or used, such as land, buildings, improvements other than buildings, machinery and equipment. Franchise Tax. A charge paid for the use of City streets and public right of way and is in lieu of all other municipal charges, fees, street rentals, pipe taxes or rentals, easement or other like franchise taxes, inspections fees, and/or charges of every kind except only Ad Valorem and special assessment taxes for public improvements (e.g., gas, telephone, and cable tv). Full-Time Equivalent (FTE). Full-time position. Fund.

An accounting entity that has a set of self-balancing accounts and records all financial transactions for specific activities or government functions. Eight commonly used funds in public accounting are: general fund, special revenue funds, debt service funds, capital project funds, enterprise funds, trust and agency funds, internal service funds and special assessment funds.

Fund Balance. For Governmental Funds, fund balance is the difference between assets over liabilities. Also known as surplus funds. Furniture & Equipment < $5,000. The purchase of furniture or equipment less than $5,000. General Debt Service Fund. A fund established to account for the City's obligation to pay the principal and interest of all bonds and other debt instruments according to a pre-determined payment schedule. General Fund. The fund used to account for all financial resources except those required to be accounted for in another fund. General Obligation (GO) Bonds. Bonds that finance a variety of public projects such as streets, buildings, and improvements. The repayment of these bonds is usually made from property taxes and is backed by the full faith and credit of the issuing government. Generally Accepted Accounting Principles (GAAP). Uniform minimum standards of and guidelines to financial accounting and reporting. They govern the form and content of the basic financial statements of an entity. They encompass the conventions, rules, and procedures necessary to define accepted accounting practice at a particular time. They include not only broad guidelines of general application, but also detailed practices and procedures. They provide a standard by which to measure financial presentations. Goals. A purpose or benefit the department plans to provide to the community and/or organizations. Goals identify the end result the organization desires to achieve with its activities. Some of the goals are ongoing and may not be achieved in one year. Governmental Funds. Funds through which most governmental functions of the City are financed. The acquisition, use and balances of the City's expendable financial resources and the related liabilities (except those accounted for in Proprietary Funds) are accounted for in the Governmental Funds. Grants. Contributions or gifts of cash or other assets from another government to be used or expended for a specified purpose, activity, or facility. Harris County Appraisal District (HCAD). Responsible for local property tax appraisal and exemption administration for nearly 500 jurisdictions (taxing units) in Americaâ&#x20AC;&#x2122;s third most populous county, Harris County.

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Hotel/Motel Fund. Fund to account for the accumulation of resources from the Hotel/Motel Tax assessment levied by the City. These monies are to be spent to promote the progress, development or growth of the City within the guidelines set forth on disposition of revenues collected under the authority of the Texas Hotel Occupancy Tax Act (Article 1269; Vernon's Texas Civil Statutes.) Hotel/Motel Occupancy Tax (HOT). A tax levied upon the cost of occupancy of any room or space furnished by any hotel where such costs of occupancy are at the rate of two ($2.00) dollars or more per day. The law authorizes a room tax of not more than seven (7%) percent of the consideration paid by the occupant of such room to the hotel. Hybrid Zero - Based/Program-Oriented Budgeting. The City of Baytownâ&#x20AC;&#x2122;s budget process combines a method of zero-based budgeting in which all expenditures must be justified each new fiscal year and a program-oriented method of budgeting expenditures to meet programmatic objectives. Income. A term used in proprietary fund type accounting to represent (1) revenues or (2) the excess of revenue over expenses. Industrial District Agreement (IDA). An agreement the City enters into with industries located within its extraterritorial jurisdiction. The contracts specify payments to be made to the City in lieu of ad valorem taxes in exchange for limited immunity from annexation of specific properties during the seven-year terms of the agreements. Intergovernmental Revenue. Contributions received from the State and Federal Government in the form of grants and shared revenues. Internal Service Fund. Funds used to account for the financing of goods or services provided by one department to another department on a cost reimbursement basis, for example, the Garage Fund. Investments. Securities held for the production of revenues in the form of interest or lease payments. Levy. (Verb) To impose taxes, special assessments, or service charges for the support of governmental activities. (Noun) The total amount of taxes, special assessments, or service charges imposed by a government. Long-Term Debt. Debt with a maturity of more than one year after the date of issuance. Miscellaneous Funds. Funds used to account for miscellaneous special revenue sources, which are required to finance specific activities. Mixed Beverage Tax. A tax rate of ten (10%) percent imposed on the gross receipt of a Licensee for the sale, preparation, or service of mixed beverages or from the sale of ice or non-alcoholic beverages and consumed on the premises of the permittee. Modified Accrual Basis. The accrual basis of accounting adapted to the governmental fund type spending measurement focus. Under it, revenues are recognized when they become both measurable and available to finance expenditures of the current period. Expenditures are recognized when the related fund liability is incurred except for (1) inventories of materials and supplies which may be considered expenditures either when purchased or when used; (2) prepaid insurance and similar items which need not be reported; (3) accumulated unpaid vacation, sick pay, and other employee benefit amounts which need not be recognized in the current period, but for which larger-than- normal accumulations must be disclosed in the notes to the financial statements; and (4) principal and interest on long-term debt which are generally recognized when due. Municipal Development District (MDD). On May 5, 2001, in the general election, the citizens of the City of Baytown voted to authorize the creation of the Baytown Municipal Development District and the imposition of a sales and use tax at the rate of one-half of one percent for the purpose of financing economic development projects that provide economic benefit and diversify the economic base of the community. Object Code. Expenditure classification according to the types of items purchased or services obtained; for example, personal services, supplies, maintenance and capital.

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Objectives. Quantifiable steps toward accomplishing the stated goals. Each will have a specific time frame or measurable achievement. Objectives should be reached or completed within the fiscal year. Operating Budget. Plans of current expenditures and the proposed means of financing them. The annual operating budget (or, in the case of some state governments, the biennial operating budget) is the primary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets is usually required by law. Even where not required by law, however, annual operating budgets are essential to sound financial management and should be adopted by every government. Operating Expenses. Proprietary fund expenses which are directly related to the fund's primary service activities. Operating Grants. Grants which the grantor to operating purposes restricts or which may be used for either capital or operating purposes at the discretion of the grantee. Operating Income. The excess of proprietary fund operating revenues over operating expenses. Operating Revenues. Proprietary fund revenues, which are directly related to the fund's primary service activities. They consist primarily of user charges for services. Operating Transfers. All interfund transfers other than residual equity transfers. Ordinance. A formal legislative enactment by the governing board of a municipality. If it is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. The difference between an ordinance and a resolution is that the latter requires less legal formality and has a lower legal status. Ordinarily, the statutes or charter will specify or imply those legislative actions, which must be by ordinance and those, which may be by resolution. Revenue raising measures, such as the imposition of taxes, special assessments and service charges, universally require ordinances. Other Financing Sources. Governmental fund general long-term debt proceeds, operating transfers out, and material proceeds of fixed asset dispositions. Such amounts are classified separately from revenues. Overlapping Debt. The proportionate share of the debts of local governments located wholly or in part within the limits of the reporting government, which must be borne by property within each government. Performance Measures. Specific quantitative and qualitative measures of work performed as an objective of the department. Personnel Costs. Costs related to compensating employees, including salaries, wages, insurance, payroll taxes and retirement contributions. Productivity Measures. Criteria used to reflect how well a program is performing its activities to meet the needs of the public and the organization. They should measure productivity, effectiveness, efficiency or the impact of a service provided. While activity measures indicate "how much" activity the division/department is performing, productivity measures identify "how well" the division/department is performing. Program Description. Describe the nature of service delivery provided at this level of funding. It clearly explains how service delivery will be different from the prior budget year. Program Goals. Describes the purpose or benefit the division/department plans to provide to the community and/or organizations it serves. Goals identify the end result the division/department desires to achieve with its activities. Goals are often ongoing and may not be achieved in one year. Program Objectives. Quantifiable steps toward accomplishing stated goals having a specific time frame or measurable achievement. Objectives should be able to be reached or completed within the current fiscal year. Objective statements are not required for every activity performed, but should focus on the major steps necessary for achieving established goals. Property Tax. Taxes levied on both real and personal property according to the property's valuation and the tax rate.

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Proprietary Funds. Funds accounted for on a flow of economic resources measurement focus. The accounting objectives are a determination of net income, financial position and changes in cash flow. All assets and liabilities associated with a Proprietary Fund's activities are included on its balance sheet. Proprietary Fund equity is segregated into contributed capital and retained earnings. Reserve. An account to use to indicate that a portion of a fund's balance is legally restricted for a specific purpose and is, therefore, not available for general appropriation. Reserve for Encumbrances. An account used to set aside a portion of fund balance for obligations from the previous fiscal year. Residual Equity Transfers. Non-recurring or non-routine transfers of equity between funds. Resolution. A special or temporary order of a legislative body requiring less legal formality than an ordinance or statute. Revenue Bonds. Bonds whose principal and interest are payable exclusively from earnings of an Enterprise Fund. Revenues. (1) Increases in government fund type net current assets from other than expenditure refunds and residual equity transfers. Under NCGA Statement 1, general long-term debt proceeds and operating transfers in are classified as "other financing sources" rather than revenues. (2) Increases in proprietary fund type net total assets from other than expense refunds, capital contributions, and residual equity transfers. Under NCGA Statement 1, operating transfers in are classified separately from revenues. Risk Management Fund. To account for the operation of a self-insured retention fund for health services for all City employees and that relate to workersâ&#x20AC;&#x2122; compensation claims. Claims are primarily administered by an outside agency. Sales Tax. A general "sales tax" is levied on persons and businesses selling merchandise or services in the city limits on a retail basis. The categories for taxation are defined by state law. Monies collected under authorization of this tax are for the use and benefit of the City. Sanitation Fund. Fund used to account for the provision of services to the residents of the City. All activities necessary to provide such services are accounted for in the fund, including, but not limited to, administration, operations, maintenance, and financing and related debt service. Special Revenue Funds. Funds which account for revenues from specific taxes or other revenue sources which by law, or other agreement such as a Trust, are designated to finance particular functions or activities of government and which, therefore, cannot be diverted to other uses. Storm Water Utility Fund. The Clean Water Act (CWA) was enacted in 1972 to protect surface waters, such as lakes, rivers, and coastal areas. National Pollutant Discharge Elimination System (NPDES) permits were introduced to increase accountability for protecting water quality. This required industrial and municipal wastewater dischargers of pollutants into the waters of the US from a point source to obtain a NPDES permit. The final Phase II regulations that affect smaller communities, such as Baytown, were signed in October 1999. Small municipal separate storm sewer systems (MS4s) programs, such as Baytownâ&#x20AC;&#x2122;s, are required to participate. These MS4 programs should be developed and implemented in phases over the next five years. An advance from the General Fund to provide funds for start-up costs associated with the program was provided in 2003. First year costs included funding for a storm water utility feasibility study. Future funding is proposed from developing storm water utility fees to provide a dedicated funding source for the program. The Texas Legislature provided the procedures necessary to establish a storm water utility fee in Chapter 402 of the Local Government Code. Cities were required to file an application for a permit from the Texas Commission on Environmental Quality by December 2003. Street Maintenance Tax. In 2001 the Texas Legislature passed House Bill 445, which allows cities to raise their local sales tax rate by 0.25 percent if the funds are dedicated to street maintenance and repair. On May 15, 2004, in the general election, the citizens of the City of Baytown voted to authorize the imposition of a street maintenance sales tax. This sales tax must be reapproved every four years by voters or it will expire. In November 2011, reauthorized early due to Senate Bill100, Baytown citizens overwhelmingly reapproved the sales tax in order to continue this beneficial

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program. This fund will account for the revenues collected from this sales tax and may only be used to maintain and repair municipal streets that exist when the tax is adopted. Tax Increment Reinvestment Zone (TIRZ). A financing tool created by the state legislative to promote, develop, encourage and maintain housing, educational facilities, employment, commerce and economic development in the City. Tax Levy. The total amount to be raised by general property taxes for operating and debt service purposes. Tax Rate. The amount of tax stated in terms of a unit of the tax base, for example, $.50 per $100 (one hundred dollars) assessed valuation of taxable property. Tax Rate Limit. The maximum rate at which a government may levy a tax. The limit may apply to taxes raised for a particular purpose, or to taxes imposed for all purposes, and may apply to a single government, to a class of governments, or to all governments operating in a particular area. Overall tax rate limits usually restrict levies for all purposes and of all governments, state and local, having jurisdiction in a given area. Tax Roll. The official list showing the amount of taxes levied against each taxpayer or property. Frequently, the tax roll and the assessment roll are combined, but even in these cases the two can be distinguished.

Taxes. Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges as, for example, sewer service charges. Technical Adjustments. Represents adjustments made by the City Council to the Proposed Budget for the Final Adopted Budget. Texas Commission on Environmental Quality (TCEQ). The environmental agency for the State of Texas. Transfers In/Out. Amounts transferred from one fund to another to assist in financing the services of the recipient fund. Transmittal Letter. A general discussion of the proposed budget presented in writing as a part of the budget document. The transmittal letter explains the principal budget issues and presents the recommendations made by the City Manager. Unencumbered Balance. The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purchases. Unreserved Fund Balance. The portion of a fundâ&#x20AC;&#x2122;s balance that is not restricted for a specific purpose and is available for general appropriation. Water and Sewer Fund. Fund used to account for the rendering of water and sewer services to the residents of the City. Activities of the fund include the administration, operation and maintenance of the water and sewer system, and billing and collection activities. The fund also accounts for the accumulation of resources for, and the payment of, long-term debt principal and interest for revenue bonds and obligations under capital leases. All costs are financed through charges made to utility customers with rates reviewed regularly and adjusted if necessary to ensure the integrity of the fund. Water and Wastewater Interest and Sinking (WWIS) Fund. A fund established to account for the City's obligation to pay the principal and interest of all bonds and other debt instruments according to a pre-determined payment schedule. Working Capital. The amount by which total current assets exceed total current liabilities. Workload Measures. Reflects major activities of the division/department. They indicate the amount of work that has been done in the past and projected workload levels for the current and next years. Workload measures should be able to be tracked with a reasonable amount of time and effort.

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