c c c
Office of the Mayor
6
Board of Commissioners
8
City Manager’s Office
10
City Attorney’s Office
12
City Auditor’s Office
14
City Secretary’s Office
16
Building Permits and Inspections
20
Engineering
22
Health and Code Enforcement
24
McAllen Public Utility Engineering
26
Planning
28
Tax Office
30
Aviation
34
Community Development
36
Convention Facilities
38
Employee Benefits
40
Finance
42
Fire
44
Grant Administration
46
Human Resources
48
Information Technology
50
International Bridges
52
McAllen 311 Information Center
54
McAllen Public Library
56
Parks and Recreation
58
Palm View Golf Course
60
Police
62
Public Works
64
Risk Management
70
Traffic Operations
72
Transit
74
Board of Trustees
82
McAllen ISD
92
Utility Administration
83
South Texas College
94
Utility Billing
84
96
Meter Readers
85
Texas A&M Health Science Center McAllen Campus
Water System Division
86
98
Customer Relations
88
University of Texas– Pan American McAllen Teaching Site
Affordable Homes of South Texas, Inc.
102
Boys and Girls Club of McAllen
104
Chamber of Commerce
106
International Museum of Art and Science
108
McAllen Economic Development Corporation
110
McAllen Heritage Center
112
South Texas Symphony Association
114
Dear Friends and Neighbors, Inspired by the City of McAllen’s core values of integrity, accountability and commitment, I have accepted and am grateful for the trust the citizens have invested in me and the City Commissioners to lead this great, thriving City. In my inaugural year as Mayor, it is not only my obligation but my privilege to report on the state of the City. We have much to be proud of and I hope you will join me in celebrating everything–arts, businesses, culture, education, innovation, and excellent living environments–made in McAllen. Our financial position remains strong, and because of conservative and prudent financial policies, revenues exceeded expenditures and General Obligation bonds have AA+ ratings by Standard & Poor’s and Fitch Ratings. We’re delivering solid progress to our citizens with strategic and purposeful investments that will benefit the community as we continue to grow as a Texan urban center. The infrastructure needs of our flourishing City require us to continue to invest in its growth and revitalization. In November, citizens of McAllen approved the City’s $45 million Bond election. This is one of the most bold and exciting developments in the City’s history and includes infrastructure, parks and quality of life improvements.
I would like to thank the citizens who visited with me and the City Commissioners in October at the Bond Election Public Forums, all of the input we received was meaningful and much appreciated. The City is utilizing innovative ideas and tools to enhance service delivery to residents and businesses across McAllen. Our McAllen 311 Information Center and McAllen 311 mobile app were launched in October. In December, six departments were relocated to a “one-stop shop” Development Center to better serve citizens and developers. We’re creating a fun, visionary and inclusive culture in McAllen; the 2014 Annual Report is a testament to this fact. I congratulate our Departments, educational institutions and community partners for their successes and hope you share that sentiment as you review this Annual Report. There’s no doubt that we still face many challenges, but opportunities abound. The state of our City is strong and it is our collective character and vitality that will help us advocate for the McAllen we all believe in, one of the best cities in Texas. Thank you and many successes in 2014,
Mayor Jim Darling
We’re creating a fun, visionary and inclusive culture in McAllen...
The is led by City Manager Mike R. Perez, with support from his team which consists of Brent Branham, Deputy City Manager, Wendy L. Smith, Assistant City Manager, and Roel “Roy” Rodriguez, P.E., MPU General Manager and Assistant City Manager. The team provides overall management and direction to City Departments, Boards and Commissions in the implementation of ordinances and policies approved by the Mayor and the City Commission. The City Manager’s team oversees all City Departments’ projects, goals, missions and budgets. The City Manager is the Chief Budget Officer, overseeing all finances for the City of McAllen, and is also an ex-officio member of the following Administrative or Advisory Boards: McAllen-Hidalgo International Bridge Board Anzalduas Bridge Board Development Corporation of McAllen, Inc. City Audit Committee Firemen's Pension Fund
Ambulance Committee International Museum of Art and Science McAllen Industrial Foundation McAllen Economic Development Corporation
Mike R. Perez
Brent Branham
Roel “Roy� Rodriguez, P.E.
Wendy L. Smith
Design and complete the construction of projects outlined in the 2013 Bond election Construction to begin on Performing Arts Center Design of Youth Baseball Complex located at 29th Street and 5-Mile Line Design and acquire right-of-way for Street Improvement Projects to enhance safety and traffic circulation Begin construction of Convention Center hotel Complete major expansion of Airport Terminal Complete major expansion of McAllen Police Department Rebuild Fire Station #3 to meet capacity needs and upgrade the 50 year-old facility Open Soccer Complex at DeLeon Middle School by Summer Commence design and begin construction on southbound commercial inspection facilities Complete design and begin construction of improvements to McAllen Veterans Memorial Stadium in conjunction with McAllen Independent School District
Staffed with seven attorneys, a paralegal, a legal assistant and an administrative clerk, the City Attorney’s Office protects and promotes the City’s interest. The Office advises the Mayor, City Commission, management, boards and employees in all areas of law and is involved in the preparation and facilitation of contracts, code enforcement, legislation, real estate, litigation and labor and financial matters. Accordingly, the Office defends the City in civil lawsuits and prosecution of Class “C” misdemeanors in Municipal Court and oversees the City’s Right-of-Way Department relating to condemnation and other issues.
Continue development of the McAllen Development Code
Kevin Pagan
Continue development and implementation of Standard Operating Procedures Review and implement changes in state law from 2013 legislative sessions
The City Attorney also serves in the capacity of the City’s Emergency Management Coordinator by appointment of the Mayor and coordinates the emergency planning, preparedness, response, and recovery aspects of all departments Citywide. The Emergency Management Coordinator is responsible for developing, implementing and maintaining homeland security and emergency management programs and the City’s Emergency Operations Plan with the goal of reducing injury and loss of life or property as a result of an emergency or disaster. With the assistance of a Deputy Emergency Management Coordinator and three Assistant Emergency Management Coordinators, the Emergency Management Coordinator performs a key role during activations of the Emergency Operations Center which include response, recovery and the allocation of resources.
The City Auditor’s Office facilitates government accountability for McAllen citizens through non-partisan, factbased, independent and objective assessments of City programs, activities and functions. The Office’s vision is to positively impact process and organizational changes to increase assurance that public resources are used effectively, efficiently and responsibly. Performance audits are conducted by the Office’s two-member staff to improve and enhance the efficiency and effectiveness of City operations. Compliance audits of the City’s standard operating policies and contracts are also conducted. Additionally, the Office performs special assignments at the request of the Audit Committee or City officials. Concurrently, the Office manages the City’s Fraud Hotline and trains City employees on identifying fraud in the work place. The Office staff also conducts investigations on allegations pertaining to fraud, waste and abuse of City resources.
Achieved a 100 percent rate of completion of the annual audit plan Audit concurrence for recommendation rate reached 95 percent Implementation rate for audit recommendation reached 95 percent
Add value to the City’s internal control structure by evaluating and improving the effectiveness of controls, governance and risk management Promote an honest environment and a fraud-free organization by educating employees to "do the right thing" as an avenue to deter and prevent fraud, waste and abuse of City resources Help the City accomplish its goals and objectives by evaluating and analyzing processes and providing recommendations that enhance efficiency
The serves as a resource of information for the public in the most cost effective and efficient manner. As an officer of the City, the City Secretary implements the policies and procedures of the City Commission and City management including maintaining advisory board memberships; maintaining Code of Ordinances; processing permit applications; preparing proclamations and ceremonial items; publication of all legal notices; preparing agendas for City Commission meetings; and ensuring compliance with posting requirements pursuant to the Open Meetings Act. Agendas for City Commission meetings and entire agenda packets are published on the City’s website on Friday afternoons prior to regular meeting dates, the second and fourth Mondays of the month. The City Secretary attends City Commission meetings, documents all action taken, produces minutes to preserve as official City documents, and attests and seals all official documents of the City signed by the Mayor and City Manager. Additionally, the City Secretary’s Office responds to hundreds of requests for City records each year under the Texas Public Information Act. The City Secretary, a statutory position required by state law and City Charter, oversees a staff of 14 employees spanning three divisions: Passport Services, Records Management and Vital Statistics.
As the official custodian of records for the City, the City Secretary is responsible for administering a records management program for the control of the City’s records and a disposition program pursuant to the Vernon’s Texas Statutes and Codes Annotated (VTCA) Local Government Code.
Under the direction of the City Secretary, the City of McAllen became a Designated Passport Acceptance Facility in partnership with the U.S. Department of State in October 2007. This facility is responsible for processing applications for U.S. Passports parallel with the Western Hemisphere Travel Initiative aimed at strengthening border security and facilitating entry into the United States, for U.S. citizens and international travelers.
Under the direction of the City Secretary, the Vital Statistics Division is responsible for the timely submission of birth and death documents recorded in the City of McAllen to the Texas Department of State Health Services. The Local Registrar and staff are also responsible for attending to the high volume of requests for certified copies of said records while ensuring only candidates with proper credentials have access to these personal and confidential documents as per state law.
In December 2013, the Vital Statistics Division was recognized by the State with the Exemplary Five Star Award for timely submissions.
Explore and recommend options for an alternative permanent early voting location for future elections Continue utilization of an agenda management software to improve agenda packet preparation and implement Citywide use of software for the various board and commission agendas Continue attending to high volume of customers at Vital Statistics Division and City Passport Acceptance Facility Improve customer service delivery wherever possible Continue promoting the use of the Passport Acceptance Facility Continue serving as a resource of information for the public
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The City of McAllen is a one-stop shop designed to serve the development community from the beginning of a project through obtaining Occupancy. The Development Center is housed at 311 North 15th Street and was the site of City Hall originally constructed in 1968. The interior of the building was remodeled, with the purpose of salvaging as much of the existing structure as possible, in an effort to keep the construction costs low while maintaining the character of the surrounding neighborhood. The Center opened its doors at the end of December and now houses six departments focused on meeting the development needs of the community. The departments include Planning, Engineering, Building Permits and Inspections, Code Enforcement and Health, Tax Office, and McAllen Public Utility Engineering.
Visit Build McAllen Homepage at www.buildmcallen.net a website created to help customers understand the development process.
“Supporting and providing developers, entrepreneurs, and innovators with cooperation and resources to promote growth, enhancement, and development of our City “
The establishes building standards that provide safety and hazard-free living in the community by engaging in an alliance with the local construction industry. Consisting of 20 staff members, the Department is divided into three divisions: clerical staff, plan examiners, and building inspectors. The Chief Building Official is in charge of overseeing all operations. The Department clerical staff members collect fees and issue building permits. Plan examiners review permit applications for compliance on adopted building codes, and building inspectors reassure applicable compliance for building codes.
Implementation of credit card payment usage: Since October 19, 2013, 25 percent of customers have been utilizing this method of payment Implementation of electrical, plumbing and mechanical sub-contractors’ online permits and payments: 39 percent of subcontractors are registered and take advantage of this service Relocation to the new Development Service Center, a one-stop shop providing developers, contractors and citizens with streamlined processes in a more customer-friendly, transparent and accessible environment Implementation of overall cross training for Development Service Center staff to produce a well-informed staff who can assist and guide developers, contractors and citizens from the development process to the issuance of the Certificate of Occupancy
Fiscal Year 2013 Building Permit Activity Residential
1,010
Pool
669
Commercial
553
Moving
108
Demolition of Structure
62
Sign
16
Total
2,418
Improve customer service by enabling builders, contractors and citizens to obtain and pay a General Building Permit online Become more efficient by obtaining an additional module that interfaces with internal Accela software to enable automated plan reviews Implement the use of an Interactive Voice Response System to automate and upsurge the scheduling of inspections
The is responsible for the design, inspection and construction management of public infrastructure improvement projects that include water, sanitary sewer, paving, drainage and public facilities. The Department oversees public infrastructure development on City-funded projects as well as projects constructed by developers or individuals. Comprised of 28 employees including licensed engineers, designers, design technicians, inspectors and administrative personnel, the Department provides the residents of McAllen with cost-effective and long-lasting infrastructure improvements throughout the City.
The following projects were completed: Airport Pump Station Drill Tower at Fireman’s Training Facility Toronto and 10th Street Drainage Improvements Bicentennial Boulevard - Dove to Trenton Bentsen Road Pecan to 3 Mile Paving Improvements at McAllen-Hidalgo Bridge Dove at Bicentennial Boulevard Bridge Widening Northbound Pedestrian Canopy 21st Street Drainage Improvements – Phase III HVAC System Repairs Annual Repaving Project Uvalde Soccer Complex Parking Improvements The City was able to leverage funding for drainage improvement projects through funds awarded from FEMA’s Hazard Mitigation Grant Program. The City’s $1,334,261 grant award provides drainage improvement funds for the following projects: 4th and 6th Street Drainage Improvements Quince and 27th Street Drainage Improvements Redwood and Quince Drainage Improvements The Department also launched a new program to assist in the planning of future roadway maintenance projects. With the assistance of summer interns, we successfully completed data collection, assessment and data entry for all City-maintained streets. The data was input into the Department’s developing geodatabase so that data is collected in one program and available to support objective assessments of roadway conditions.
Design and complete the construction of projects outlined in the 2013 Bond election, focusing on the following projects: Bicentennial Boulevard Extension – Trenton Road to SH 107 Dove Avenue Extension – 41st Street to Bentsen Road Erie Avenue Extension – Ware Road to Bentsen Road Oakland Avenue Extension – “K” Center to Jackson Road Wisconsin (Auburn) Avenue Extension – 2nd Street to Main Street 29th Street Extension – Oxford Avenue to SH 107 Implement the following projects: Retiree Haven Paving and Drainage Improvements 4th and 6th Street Drainage Improvements Quince and 27th Street Drainage Improvements\ Quince and Redwood Drainage Improvements Downtown Trolley Park and Ride Golf Course Irrigation System Upgrade City Hall east parking lot Main Street ADA Ramp Upgrades Phase I Convention Center Utility Relocation for future hotel South Bentsen Road Improvements Continue to provide professional and technical support to City Departments as needed
The promotes and assures a higher quality of life in the City of McAllen for residents, visitors, and new and existing businesses. The Department is comprised of health inspectors, code enforcement officers, and administrative staff that serve the growing community. Health inspectors enforce the health of the food industry through validation of food handling certification, food management certification and new food establishment permits. Code enforcement officers enforce City ordinances by gathering evidence of violations, issuing tickets, and in some cases, giving court testimony for the involuntary abatement of such infractions. The administrative staff helps provide customers with acquisitions of garage sale permits, food handler and manager certificates, food establishment permits and temporary event permits.
Project Imagine Tomorrow seeks to encourage homeowners to either repair their substandard houses or demolish them through tax incentives, a voluntary demolition program, and practical home mortgage financing solutions. Working under a new contract with Affordable Homes of South Texas, Inc., the City of McAllen is happy to provide customers access to a counselor in obtaining grants, low interest loans, and home repair project guidance. The Voluntary Demolition Program is past the pilot stage and is currently providing incentives such as roll-off containers and City of McAllen demolition assistance in an effort to increase property values and beautify the community. The tax rebate program is currently under legal review.
Dallas Recognition: The Health and Code Enforcement vector control staff was recognized for their services in the 2012 West Nile outbreak in Dallas County by the Texas Mosquito Association Mosquito Training: The Center for Disease Control trained staff on new preventative methods for surveillance and control of mosquitoes and other vectors Technological Advances: Code Enforcement Officers implemented the use of tablets for on-site inspections, taking advantage of wireless technology Housing Revitalization Program: Project Imagine Tomorrow received support from the City Commission to encourage the revitalization of housing in the City of McAllen Food Trailer Program: The Food Trailer Program was established and has enjoyed a great initial attendance turnout by both aspiring entrepreneurs and established members of the business community
Maintain a high quality of service by enforcing the abatement of public nuisances such as weedy lots, accumulation, hazardous materials and vector control Continue providing a high quality of customer service Continue promoting food safety practices in the community Strive to assure a higher quality of life for everyone in the community
The Department oversees the administration and oversight of wastewater projects, review and approval of all utility requirements involving subdivisions and developmental issues, oversight of professional services and construction contracts, any mapping for subdivisions and projects that are needed and creating and maintaining all files and correspondence pertaining to these areas. A staff of eight implements the Utility Engineering Department’s projects: Wastewater Utility Engineer; Grant Writer; Assistant Utility Engineer for Development; Assistant to the Utility Board Secretary; Business Activities Specialist; Computer Aided Drafting Designer; and two Utility Inspectors.
Completed construction of new 1 Million Gallon Elevated Water Tower at South McColl Road Planned for sewer trunk lines to serve 30 colonias in the northwest ETJ (Sprague Sewer EDAP) that will also serve as the initial sewer framework for expanded service in the area and the newly annexed area along SH 107 Closed on $434,000 in financial assistance from Texas Water Development Board for planning of system Completed planning and began design of 7.5 mile long interceptor sewer along 7 Mile Line from the North Wastewater Treatment Plant to Moorefield Road that will serve as the backbone for extension of sewer service to the northern limits of McAllen’s ETJ Completed design of South Wastewater Treatment Plant Upgrade project that will improve efficiency and treatment effectiveness. Closed on $3.25 million in financial assistance from Texas Water Development Board for the design Completed design of reuse water line from the South Wastewater Treatment Plant to the Convention Center and pumping facilities at the South Wastewater Treatment Plant Closed on $7.8 million in financial assistance from Texas Water Development Board for design and construction Completed design of K Center Street Sewer line and bid Lift Station Replacement at 2nd and Violet Street Began design of Idela Interceptor Sewer project involving 10,000 feet of large diameter sewer from the South Wastewater Treatment Plant to enable extension of sewer service to the southern limits of McAllen’s sewer CCN Began design of Dicker Road Sewer project to serve area west of 23rd and north of Dicker Road Began planning for elimination of large lift station at 16th & Beech
Begin construction of South Wastewater Treatment Plant Upgrade; an estimated cost of $47 million Begin and complete construction of 2nd and Violet Lift Station replacement Begin design of colonia trunk lines and acquire Texas Water Development Board funding for design Begin design of Highland Sewer Phase 2 (Nolana to Highland Avenue) that will eliminate the Highland lift station Begin design of Lark Sewer Phase 2 Complete design of Dicker Road Sewer Begin construction of Idela Interceptor Sewer Begin design of Dicker Road Lift Station and force main Begin feasibility study for direct potable reuse of effluent from South Wastewater Treatment Plant
Dedication Ceremony for the City and State of Texas Historic Designation of the Paris Gum Factory
The is committed to providing high quality, proactive services and programs to enhance the quality of life for City of McAllen residents, businesses and visitors. To promote a well-designed, physically-integrated, livable and prosperous community consistent with City Commission long-range vision and strategic plans, the Department has 16 employees divided by short-range planning, long-range planning and administrative staff. Daily operations include rezoning requests, subdivisions, site plan reviews, variances, neighborhood planning, historic preservation and processing of permits. Short-range planning facilitates developments that are likely to occur in the near future, such as subdividing properties and gaining site plan approvals to initiate construction. Long-range planning works toward long-term goals for the City by developing various plans, such as the Foresight McAllen Comprehensive Plan, thoroughfare plans, annexations and neighborhood improvement projects. Department staff members provide direct support to 23 volunteers who comprise the Planning and Zoning Commission, the Zoning Board of Adjustment and Appeals, the Historic Preservation Council, and assist various other City Boards and Commissions.
Development Services and Customer Engagement: Developed and launched Build McAllen website Created “How Do I” landing pages Produced informational brochures Established Quick Response Codes on public notice signs Began accepting credit cards to facilitate payments Posted Citizen Access Portal Enhanced public education of Department programs and services through utilization of YouTube videos and McAllen Cable Network Short-Range Planning: Active subdivisions increased by 36 percent Continued enhancement of internal electronic review for development applications Historic Preservation: City and State Historic Designations for Paris Bubble Gum Factory with Markers Ceremony Certificate of Appropriateness approved Conducted six regular tours of historic landmarks in McAllen Distributed quarterly newsletters Neighborhood Planning: Approval of seven Residential Neighborhood Matching Grants, totaling $22,353.25 for neighborhood enhancements Formation of new neighborhood association, and supported 145 Homeowner’s Associations and Neighborhood Associations Long-Range Planning: Geographic Information System: Expansion of base map and parcel map for extended extraterritorial jurisdiction comprising 16.2 square miles, 120 subdivisions and 4,558 parcels Mapping vacant residential units using disconnected water utility listing from McAllen Public Utility and 2012 Tax Roll McAllen Development Code draft Amended Thoroughfare Plan: Kennedy Street, Erie Avenue and 40th Street
(QR) codes on public notice signs to inform citizens of development in their neighborhoods and upcoming public hearings
Update Comprehensive Plan, Land Use, and Thoroughfare Plan elements
Facilitate and encourage community economic development initiatives
Enhance customer service via utilization of case manager approach
Implement electronic applications and online payments
Encourage infill and housing sustainability using matching grants and neighborhood planning
Expand corporate limits by annexation, as directed by City Commission
The assesses and collects ad valorem taxes due to the City in a fair and uniform manner. Keeping citizens informed of the latest tax laws that could benefit them as property owners such as exemptions to the elderly, disabled or veterans, the Tax Office’s staff of six employees ensures that every property in the City is correctly appraised and assessed at fair market value and that every property owner meets the responsibility to pay property taxes upon ownership of
2013 Property Tax Rate remained unchanged at $.4313 New improvement value for 2013 was $136,648,779 2013 Certified Property Values included: Total Land Value Improvements (homes, buildings) Business Personal Total Market Value:
$3,263,261,332 $4,888,822,356 $1,344,698,983 $9,496,782,671
Continue working closely with the delinquent tax attorneys to make sure business personal property is put on the tax rolls and collected before the business is no longer in existence
c
YEAR
LEVY
AMOUNT
% COLLECTED
2011-2012 2010-2011 2009-2010 2008-2009 2007-2008 2006-2007 2005-2006 2004-2005 2003-2004 2002-2003
31,996,394 31,313,662 31,356,111 29,639,987 28,896,119 24,788,833 23,248,262 21,858,927 19,619,513 18,518,101
30,856,345 30,120,971 30,347,810 29,921,890 28,218,369 23,920,313 22,358,943 20,954,201 19,094,320 17,559,066
96.44% 96.19% 96.78% 100.00% 97.65% 96.50% 96.17% 95.86% 97.32% 94.82%
“Making citizens proud and giving people a reason to come here. Across McAllen, there’s a service story to tell.”
The McAllen-Miller International Airport fosters an aviation environment that promotes air carrier, general aviation and air cargo service in an economically viable, safe, secure, convenient and competitive manner for the residents of the Rio Grande Valley and regional, state, national and international customers. The Department of Aviation’s 39 employees serve in management, administration, operations, facility, and airfield maintenance roles. The Airport provides non-stop flights to Dallas-Fort Worth, Houston, Las Vegas, Mexico City, San Luis Potosi and seasonal service to Orlando, Florida. Amenities at the Airport, conveniently located directly across La Plaza Mall, the City’s premier shopping location, include easy access parking lots for shortterm, long-term and economy-parking; free wireless Internet access; a CNBC Store; a new restaurant; and five rental car counters. Terminal expansion is ongoing at the Airport; however, operations remain uninterrupted during the construction.
The ongoing terminal expansion construction totals $28 million and includes the new construction of 55,000 square feet and the renovation of 40,000 square feet including: Addition of one gate and hold room space New carpet and furnishings for the hold room and lobby areas–seating will offer power options for quick charging of electronic devices Widening the Transportation Security Administration’s Passenger Screening Area for installation of an additional screening lane for future growth and demand New office suite for the Transportation Security Administration will provide 3,500 square feet within one location (TSA currently occupies 1,500 square feet of various locations within the terminal) Mechanical upgrades include the installation of new energy efficient chillers/boilers New food and beverage concession pre-security and post security
Six percent increase in enplanements when compared to the previous year 16 percent increase in the number of flights when compared to the previous year Average load factor of 74 percent
Aeromar began nonstop service to Mexico City in March 2013 with an average of five flights weekly Aeromar began nonstop service to San Luis Potosi in November 2013 with an average of three flights weekly
Award of Airport Improvement Program 44 from the Federal Aviation Administration in the amount of $762,352 to be used for the purchase of a new Aircraft Rescue and Fire Fighting truck, security fencing, blast fence, and design of the runway safety area enhancements Grant award from U.S. Department of Transportation, Small Community Air Service Development Program in the amount of $750,000 to be utilized for potential air service to Denver
Award of a new food and beverage concession contract to CoffeeZone Installation of a new sterilizer to be used to sterilize trash for disposal from international flights which was funded through Airport Improvement Program funds Implementation of a based platform for the Shared Use Passenger Processing System at the Airport and installation of flat panel monitors at ticket counters Will unify existing airline software into one system Allows the Airport flexibility to move airlines from ticket counters or gates for better operational functions Minimizes start-up costs for new airlines into the market Completion of the Access Control System, a security system for the facility
Continue air service development activities to attract an additional airline or add service to a new destination Complete Terminal Expansion Project Continue implementation of the Airport Master Plan
Incorporate new operations equipment to streamline procedures
Install a new Flight Information Display System/Public Announcement System
Complete Runway 13/31 Safety Area Project to comply with a 2015 FAA mandate
The City of McAllen is a recipient of funds from the U.S. Department of Housing and Urban Development’s formula grant programs. Since the 1974 inception of the program, the City has been awarded more than $74.8 million in Community Development Block Grant (CDBG) funds which the Community Development Department manages. Additionally, more than $13.7 million in HOME Investment Partnership Program funds, as well as $1 million in homeless prevention and stabilization funds have been awarded to the City. These program funds are utilized for the betterment of the lives of low- and moderate- income level residents in the community.
Increased homeownership opportunities through Affordable Homes of South Texas, Inc.’s Neighborhood Revitalization, HOME New Construction, Helping Hands Principal Reduction Grants, and New Beginnings (rehabilitation) programs Completed the design of storm sewer lines in the Retiree Haven Subdivision; construction is underway Began construction on Kendlewood Avenue storm sewer lines Provided a new parking lot for the Uvalde Soccer Field Complex Installed park amenities at Los Encinos Park Replaced four family restrooms at The Salvation Army– Emergency Shelter Provided safety upgrades and other building improvements, including painting and air conditioning, at the Boys and Girls Club of McAllen–Brand Center Assisted 572 persons with health services through Comfort House, Dentists Who Care, Easter Seals–Rio Grande Valley, El Milagro Clinic, HOPE Family Health Center, Planned Parenthood Association and Vannie E. Cook, Jr. Cancer Foundation programs
Provided 51 seniors or homebound elderly citizens with services from Amigos Del Valle, Inc., Lower Rio Grande Valley Development Council–Area Agency on Aging, and Senior Companion Program Distributed food through the McAllen Food Pantry to 8,674 persons Dispensed food and supplies including blankets, clothing and medical services through The Salvation Army and Silver Ribbon Community Partners for 574 homeless or abused adults Afforded 875 youth with services provided by the Boys and Girls Club of McAllen, Girl Scouts of Greater South Texas, In His Steps Shoe Bank of McAllen, and the Lower Rio Grande Valley Development Council–Foster Grandparent Programs Assisted 418 victims of domestic violence through programs provided by the Women Together Foundation, Inc., CASA of Hidalgo County, and Children’s Advocacy Center of Hidalgo County Expended more than $2.5 million to increase the quality of life for residents via projects which leveraged more than $8,380,255 in federal, state, local and private funds
Continue to provide decent, safe, affordable and sustainable housing opportunities through a partnership with Affordable Homes of South Texas, Inc. Complete the second phase of construction for the Kendlewood Avenue Storm Sewer lines project Install pavilions at Roosevelt and Wilson Elementary campuses Provide homeless prevention programs and shelter services through the Emergency Solutions Grant Provide additional building improvements to the Boys and Girls Club of McAllen–Brand Center Increase access to health services provided by Comfort House, Dentists Who Care, Easter Seals–Rio Grande Valley, El Milagro Clinic, HOPE Family Health Center, Planned Parenthood Association, and Vannie E. Cook, Jr. Cancer Foundation Increase participation in senior activities and services provided by Amigos Del Valle, Inc., Lower Rio Grande Valley Development Council–Area Agency on Aging, and Senior Companion Program
Continue the distribution of food through the McAllen Food Pantry Maintain services and distribution of supplies for homeless and abused adults through programs provided by The Salvation Army and Silver Ribbon Community Partners Increase youth services and activities provided by the Boys and Girls Club of McAllen, Girl Scouts of Greater South Texas, In His Steps Shoe Bank of McAllen, and the Lower Rio Grande Valley Development Council– Foster Grandparent Program Continue services for victims of domestic violence provided by Women Together Foundation, Inc. and Children’s Advocacy Center of Hidalgo County
The McAllen Convention Facilities Department operates the 174,000-square-foot Convention Center located on Interstate 2 and Ware Road and the Civic Auditorium located on Interstate 2 and 10th Street. The Convention Center, a multi-purpose facility owned by the City of McAllen, was developed with the primary objective of booking events and activities aimed at generating significant economic benefits for the community and with a secondary objective of serving as a venue for entertainment and events that promote commerce and activities that enhance the quality of life of citizens. The Civic Auditorium, a 1,758-seat proscenium theater, opened in 1960 and continues to function for touring Broadway shows, concerts, local dance productions and various other public assemblies.
The Convention Center opened its doors in March of 2007, making Fiscal Year 2013 season its sixth full year of operation. Management has stabilized operational costs and a steady stream of bookings for the building. In Fiscal Year 2013, the Convention Center held 448 events, equaling 2,475 bookings. The Exhibit Hall realized a 46 percent utilization of occupied square foot days which is aligned with the national average of venues of the area’s destination type both regionally – less than 15,000 hotel rooms – and considering exhibit space – less than 100,000 square feet. Meeting planners throughout Texas, the United States, and Northern Mexico utilize the facility to bring conventions, conferences and tradeshows to South Texas which tends to have a large membership in state, national and international organizations. The Convention Center has had the pleasure of welcoming over 376,288 attendees to the facility for conventions, meetings, socials, and special events during the year. Actively seeking conventions, meetings and conferences for 2014 and beyond, the Convention Center hosted 23 conventions and conferences in Fiscal Year 2013. The Convention Center also manages the “PalmFest–International Folklife Celebration,” a two-day event which draws over 40,000 visitors. This event is part of the City’s Strategic Plan to develop destination events to attract visitors to McAllen, as well as the venue. The “McAllen International Carfest,” which is also produced by the Convention Center, displays over 350 classic cars and is held annually every January with over 20,000 visitors. The design of a new Performing Arts Center by ERO Architecture and Holzman Moss Botino Architects reached 95 percent completion in December 2013. This facility will be located in the Convention Center District and will host touring Broadway shows, symphonies, concerts, dance performances, and general assemblies. The City approved a $15 million bond election in November 2013 for the Performing Arts Center’s funding. The project will bid during the first quarter of 2014 with a projected opening in 2016. The Civic Auditorium continues to host events on a limited basis. In Fiscal Year 2013, the Auditorium hosted over 100,000 attendees at 79 events, equaling 128 booked days at the facility. Additionally, the City of McAllen and the McAllen Independent School District have entered into an inter-local agreement regarding the shared use of McAllen Veteran’s Memorial Stadium. Initial discussions between the two entities have focused on renovation and upgrades to be completed during 2014, with the City marketing the use of the venue for college football, concerts and other possible events.
Develop hotel properties in the Convention Center District to improve booking events and activities that will generate significant economic benefits to the community Establish an operating and marketing plan for the use of McAllen Veterans Memorial Stadium to attract events that will promote commerce and improve the quality of life of the City Initiate construction of the new Performing Arts Center
The advances wellness initiatives to improve employee morale, productivity and efficiency. Serving City employees through the administration of health plans and retirement, the Department’s five staff members promote a culture of health and wellness, in the workplace and beyond, to reduce absenteeism and workers compensations expenses for the City.
Conducted wellness events targeting the reduction of health plan expenses, sick leave hours and workers compensation expenses and the increase of productivity of the City’s workforce including the annual health fair and expo, health screenings, brown bag luncheons, nutritional cooking courses, dietary counseling, and seminars Increased participation in wellness activities with several events reaching maximum attendance capacity Began implementation of a benefits software platform that when complete, will increase productivity, efficiency and effectiveness of administrating employee benefits for City Employees Partnered with the Parks and Recreation Department for the inaugural McAllen Marathon
Complete the implementation of the new employee benefits software platform, Greenshades Increase the variety of wellness activities offered to City employees and their dependents Complete one-on-one benefits training with entire City employee population Continue partnership with the Parks and Recreation Department for the 2014 McAllen Marathon
The provides accountability to the public for the resources which have been provided to the City of McAllen in a transparent manner. Comprised of 18 full-time and one part-time employee, the Department is responsible for accounting, financial reporting and debt management and also participates in the City’s treasury/investment program. The accounting function of the Department includes management of cash receipts, billing, accounts receivable, accounts payable, payroll, capital assets and general accounting. The Department’s payroll function includes management of all aspects pertaining to payroll processing, including compilation and posting of employee time and payroll data, computing employee time worked, posting wages and deductions, and preparing paychecks for the City’s biweekly payroll. This function ensures compliance with state, federal, and local payroll laws, as well as ordinances, rules and regulations, and active collective bargaining agreements. The Department’s cash receipts/accounts receivable operations manage cash receipts from the public and City departments, as well as accounts receivable accounts for hotel collections, mowing liens and retiree insurance. Capital assets functions within the Department provide accounting, coordination and accountability support in all areas related to the acquisition, holding and disposal of fixed assets. General accounting administers the timely submission of financial information required by staff within the Department in addition to those external to it in order to have a suitable “closing of the books,” which becomes the basis of preparing the financial statements.
For the last 24 years, the City has received the Certificate of Achievement for Excellence in Financial Reporting, the highest level of recognition for proficiency from the Government Finance Officers Association. Additionally in Fiscal Year 2013, the Department began Phase 2 of implementation of the new ERP software and a plan of succession due to retirements. The City also chose a new audit firm for Fiscal Year 2013 and continues its orientation process with the local audit firm. As a result of conservative and prudent financial policies, the City’s financial position remains strong. General obligation bonds have AA+ ratings by both Standard & Poor’s and Fitch Ratings. The City’s investment portfolio of $248 million is placed in safe investments, in compliance with its written policy, which is more restrictive than state laws. Initiating a paperless payroll stub, the Payroll Department eliminated direct deposit pay stubs, a cost savings of approximately $3,500 annually.
Provide cashiering assistance and training for payments received at the Development Center Assist with financial plan as related to the 2013 successful bond election for Propositions 1, 2 and 3, totaling $45 million Continue Phase 2 implementation of the new ERP software Continue mentoring of new staff positions due to promotion
The protects the lives and property of all citizens from natural and manmade emergencies, utilizing mitigation efforts, control systems and support services with a staff of 167 certified firefighters and an 11-employee support staff. Administrative staff includes a fire chief, an assistant fire chief and four deputy chiefs of the Department’s four divisions: fire suppression, prevention, training and administrative support.
Provided fire suppression services to the community through the Fire Suppression Division: Responded to 5,949 total calls, including structure, vehicle, brush and other non-structure fires; five Airport alerts; 2,737 rescue/emergency medical calls; 29 hazmat calls; and 89 gas leaks Assisted McAllen’s surrounding cities by responding to 41 mutual aid calls Managed fire codes, inspections, fire investigations and life safety education through the Fire Prevention Division: Conducted 4,972 inspections including 18 fire investigations and 444 fire prevention investigations, reaching an audience of 143,779 citizens Developed and implemented comprehensive training programs for all certified firefighters through the Training Division: Logged a total of 20,786 continuous education hours; 1,797 hazmat training hours; 4,106 Aircraft Rescue Fire Fighting hours; and 2,320 hours for Emergency Care Attendants
Celebrated its 100th anniversary in June 2013 by hosting a three-day event, complete with a fajita cook off, fire truck parade, live vehicle extrication demonstrations for the public, open houses at the fire stations, and a dinner honoring all McAllen firefighters, past and present Selected as the honor guard to lead the funeral procession for the memorial services of the fallen firefighters in the City of West, Texas following the explosion in April in Central Texas Received recognition for the Department’s Honor Guard, chosen first among honor guards across the nation and Canada Hosted two fire department honor guard academies and housed attendees from across the state Bid successfully for the 2016 State Firefighters and Fire Marshals Association Convention, which will bring approximately 400 firefighters and their families from across the state for a weeklong stay in McAllen Donated a fire truck to the South Texas College Fire Academy program, helping to ensure the success of the academy
Hosted a Planning Conference for Spanish-speaking firefighters from Latin America and South America
Construct new Fire Station No. 3 Continue high citizen rating of fire service and low ratio of fires per population Reactivate smoke alarm installation program for elderly residents Continue implementation of regional Assistance to Firefighters Grant Program
Continue training employees on new and improved functions of Code Red emergency notification system Finalize improvements and agreements which formally co-locate local, state and federal partners into the Emergency Operations Center (EOC)
Incepted in Fiscal Year 2001, the provides a streamlined process of identifying grant opportunities, submitting grant proposals, and implementing grant awards. The Office ensures programmatic and fiscal compliance with grantor agency guidelines through various compliance strategies and practices. Additionally, the Grant Administration Office is responsible for developing contracts and conducting compliance reviews of the nonprofit organizations which receive funding from the City’s general fund, totaling over $3.8 million. These organizations deliver cultural, environmental, business development, and economic development programs and services to the McAllen community. Accumulatively, the Office’s professional staff of five has over 27 years grant writing and grant compliance experience.
Received grant awards from various foundation, state and federal funding agencies providing for City infrastructure, capital improvement, public safety, recreation, sustainability and expansion projects: $2,751,400 from the Federal Emergency Management Agency, Assistance to Firefighters Grant Program for the continued development of the Regional Radio System, a partnership between McAllen and 25 regional cities $1,334,261 grant from the Federal Emergency Management Agency, Hazard Mitigation Grant Program for various drainage improvements throughout the City $1,272,512 grant from the U.S. Department of Commerce, Economic Development Administration to support the South Bentsen Road Industrial Complex Improvements Project
$23,185 Justice Assistance Grant from the U.S. Department of Justice for the purchase of one digital imaging system and accessories to be utilized by the McAllen Police Department Explosive Ordnance Disposal (Bomb) Unit $1,020,265 Texas Department of Transportation, Transportation Enhancement Program Grant to fund the construction of the Bentsen Road Hike and Bike Trail $218,400 Texas Parks and Wildlife Department, Texas Recreational Trails Fund Grant for the construction of the McAllen Motocross Park, the first dedicated motorized trail in the Rio Grande Valley $75,000 grant from the Junior League of McAllen, Inc. Anniversary Fund for the first handicap-accessible playground at Morris Park
$750,000 through the U.S. Department of Transportation, Small Community Air Service Development for air service to Denver
$50,000 U.S. Soccer Foundation Field Enhancement Grant for the purchase of lighting for the DeLeon Soccer Complex
Three grant awards from Texas Department of Transportation’s Selective Traffic Enforcement Program for public safety efforts, including the Comprehensive Project award of $100,000, the Click It or Ticket award of $6,975 and the Impaired Driving Mobilization award of $24,502, a project total of $131,477
$4,000 National Recreation and Park Association Grant to implement the Walk with Ease and the Arthritis Foundation Exercise Programs Playful City USA designation by the KaBOOM! national nonprofit organization for the third consecutive year 600 trees from the Apache Foundation Tree Grant Program
The Office identifies funding to support initiatives that improve the quality of life for McAllen citizens.
$27,213 Universal Services Administration Company E -Rate Grant for Internet and telephone services at McAllen Public Library $10,000 Texas State Library and Archives Commission Impact Grant Program for the purchase of 30 learning Android tablets to be utilized throughout the McAllen Public Library System
Obtain funding to support infrastructure and capital improvement projects; park enhancements and trail expansions and development; public safety initiatives including police, fire and emergency management projects; and library collections, virtual desktop infrastructure, and new programs and services
Total Grant Funds Managed
$25,978,087.34
Local Match Funds Managed
$5,830,812.23
Total Grants Managed
$31,808,899.57
Total Grants Submitted
24
Total Grants Awarded
21
Success Rate
88 Percent
Explore the recently-broadened capabilities of the current, external Grant Management System and customize functions for the performance periods of Citywide grants to include research, proposal development, award notification, post-award programmatic and fiscal compliance, and closeout of projects Offer a regional grant writing and compliance seminar Sustain excellent grant development and management practices by participating in professional development experiences to keep informed of current and emerging issues Improve 88 percent grant success rate
The provides quality human resource services to attract, develop, motivate and retain a diverse workforce within a supportive work environment with an emphasis on customer service and the treatment of each customer with dignity and respect. The HR Department develops strategic partnerships with all City departments to provide organized and effective human resource management functions including but not limited to: Recruitment and hiring Compensation Labor law compliance and protection Employee development Communication of new rules, policies and procedures Development of position descriptions and job classifications Coordination of new employee orientation and testing Investigations of grievances and complaints Maintenance of record management system The HR staff currently consists of nine employees, seven of which are dedicated to the day-to-day operational functions of the Department and two of which are assigned to the City’s Employee Development and Training Division.
Partnered with the IT Department to implement the NeoGov system to facilitate and improve recruitment and hiring efficiencies Expanded training curriculum to include professional development classes including: Customer Service, Employee Recognition, Meeting Etiquette, Building Successful Teams, Employee Relations, Taking Initiative, Addressing Employee Misconduct, Anger Management, Employee Self-Development Skills, Emotional Intelligence, Excel Training, Appearance Matters, and the Importance of Accountability Provided department-specific trainings for the Purchasing, Library and McAllen Public Utility departments to address specialized training needs Coordinated project management trainings to mid- and upper-level management personnel Coordinated panel and focus groups with City Transit, Building Permits and Inspections, Customer Relations, McAllen Cable Network and Library departments to address departmental areas of concern identified by needs analysis Collaborated with The University of Texas–Pan American, South Texas College, Deer Oaks and local business partners to provide training to City employees at no cost Collaborated with Texas Department of Assistive and Rehabilitative Services from both McAllen and Dallas areas to provide sensitivity training aimed at internalizing the impact of comprehending physical disabilities Incorporated social media for recruitment including Facebook, LinkedIn and Indeed Utilized GP Software to automate employee database and establish employee data tracking systems Recruit and retain top talent Develop and reinforce the need for competitive compensation Support talent with professional development objectives Research and invest in professional development programs designed to improve job skills, leadership capabilities and employee productivity Utilize software upgrades to improve system efficiencies Utilize NeoGov and GP software capabilities to track HR activities (i.e., Family and Medical Leave Act, licenses, certifications, educational credentials, etc.) Upgrade program design to ensure services are properly aligned with City’s business objectives Departmental strategies and development will be revised to align with City’s business objectives
With a staff of 21 full-time employees providing ongoing project and support services for technology initiatives, the Information Technology Department administers and appropriates technological support and solutions to City staff and elected officials, enhancing overall service delivery to citizens and visitors of McAllen.
Department-Specific Projects Accela Citizen Access increased efficiency for community developers by providing online applications for additional building inspection permit types, a benefit to commuting contractors Access Control at Public Works expanded City’s access control system to the Public Works facility’s doors and gates Online Employee Benefits Integration to Financials implemented framework for future employee self-service for benefits-related inquiries Library Virtual Computer Expansion provided additional workstations for public computer Internet access Enterprise Projects Service Request Software/McAllen 311 improved citizen access to City information and requests via Public Stuff app and website Microsoft Dynamics Software transitioned Human Resources and Benefits departments to new software McAllen.net Refresh simplified McAllen.net website with a new, fresh, clean image and deleted unnecessary and nonfunctional pages Geographic Information Systems (GIS) Projects Online GIS Websites improved level of navigating, data search and overall map generating in GIS websites Census Data for 2010 was downloaded from the U.S. Census Bureau website and converted for use and display into GIS maps Infrastructure Projects Microsoft Exchange Upgrade and migration of 1,078 mailboxes to Exchange 365 on the cloud hosted by Microsoft Enterprise Level Backup Solution implemented an Enterprise Level Backup solution capable of meeting the demands of IT infrastructure Bring Your Own Device (BYOD) Policy and Tools developed policy and implemented tools to manage personal employee devices utilized for work purposes Wi-Fi Network Expansion for City Parks completed Wi-fi network access for Lark and Zinnia parks Fiber Network Expansion expanded network with seven additional miles of fiber for redundancy
IT implements McAllen 311 for transparent customer service to government information and services.
IT projects a new image for McAllen online.
Continue expanding public Wi-Fi network
The City of McAllen is pleased to provide customers access to the online permit portal 24 hours a day, 7 days a week.
Continue expanding fiber network
Upgrade Laserfiche to include workflow and electronic signatures
Development Center Technology infrastructure
Consolidate online permits
Create digital signage for North Bus slips
Implement Kronos replacement for employee time-keeping
Install and implement bus shelter surveillance
Implement pilot project on parking meter replacement
McAllen Performing Arts Center technology design
Implement GIS water and wastewater assessment plan
Upgrade voice-over IP phone system
Transition procurement card program
Implement ERP Phase II Assessment
Replace Bus Terminal surveillance system
Implement budget software
Replace Municipal Court camera system
Implement Agenda Management Software
The officially opened for traffic in 2009 after nearly 17 years of work and the forging of a strong partnership between the cities of McAllen, Mission, Hidalgo and Granjeno. The bridge serves as the most direct and efficient route between the Rio Grande Valley and Mexican cities such as Monterrey and Mexico City, reducing travel time by as much as 45 minutes. The opened in 1926 with two four-lane spans connecting the cities of McAllen and Hidalgo to Reynosa, Tamaulipas. Although the bridge itself is in Hidalgo, operations on the American side of the border are staffed by the City of McAllen.
Both the McAllen-Hidalgo and Anzalduas International Bridges have reported an increase in car, truck, buses and pedestrian crossings as a combined bridge system for Fiscal Year 2013 over that of the previous year, translating to over 5,900 more cars and 23,000 more pedestrians crossed through both international bridges during the periods of October through September than the previous year. McAllen-Hidalgo International Bridge toll revenues were $10,300,629 for the period of October through September, approximately $89,176 more than the same time the previous year. Anzalduas International Bridge toll revenues were $2,833,040 for the period of October through September, which were approximately $236,338 more during the same time the previous year. A canopy project providing protection for pedestrians traveling northbound beginning from the middle of the McAllenHidalgo International Bridge and on through began construction in August 2012 and is now complete and operational. The project cost approximately $716,000 and was funded 100 percent by the McAllen-Hidalgo International Bridge Capital Improvement Project Fund. The CIP Fund generates its income by the allocation of .25 cents out of every southbound car toll crossing and is earmarked for construction projects at the bridges.
Continue to forge stronger ties with Tamaulipas and Mexico
McAllen-Hidalgo International Bridge Port of Entry Generator Project
Promote trade through both McAllen-Hidalgo and Anzalduas International Bridges
Commence commercial traffic in January 2015
McAllen-Hidalgo International Bridge Northbound Fence Project McAllen-Hidalgo International Bridge Landscape Beautification Project McAllen-Hidalgo International Bridge Port of Entry Building Upgrade Project
Construct two northbound passenger lanes at Anzalduas International Bridge Commence tenant improvements at McAllen International Bridge Generate an estimated $70,000 in additional toll revenue per year using the new transit system automated lane at McAllen International Bridge
The system includes an Information Center and a web-based mobile application (app) to provide citizens with a direct communication and customer service to centrally and efficiently access the City. Averaging 350 to 500 calls each day, the four-member McAllen 311 Information Center staff answers and directs citizens’ calls relating to street lights, weedy lots, health issues, garbage collection and stray animals. Appropriately housed within the City’s Fire Administration Emergency Operations Center, McAllen 311 staff remain informed and responsive to the community when incidents affect the public. The McAllen 311 mobile app offers citizens a fast and convenient way to submit a request for service, track its progress, and receive an email once the request is complete. The app also allows citizens to upload a photo to support the service request. The following are McAllen 311 processes: Transfer callers to appropriate venue Create work orders Answer questions with accurate, up-to-date information Problem solve Available for free download and installation on the Google Play and Apple App stores, the app can be installed on a smart phone, tablet or computer and may be utilized to report concerns directly to the City. The combined system provides City employees with an enhanced ability to analyze output on a daily, weekly and monthly basis, allowing for greater long-term planning for the City.
After starting as a pilot program in December 2012, the McAllen 311 Information Center became an official division of the City Manager’s Office as marked by its October 2013 commencement. The McAllen 311 app, the easy-to-use official civic engagement tool designed to help the City respond to citizen concerns in a timely manner, launched that same month.
There are three ways to contact the City of McAllen through McAllen 311: McAllen 311 Mobile app McAllen 311 Website at www.mcallen.net/mcallen311 Call McAllen 311 Call Center at (956) 681-3111
Complete a major telephone upgrade with complementing training Establish an evaluation system for the new Public Stuff software, which will lead to custom changes to the operational structure of the software on a quarterly basis Create a five-year plan for the development of McAllen 311 Establish guidelines for the role of McAllen 311 during activation of the Emergency Operations Center Establish a guideline for greater communication between City employees and members of the public
c
is a dynamic civic resource that promotes the open exchange of ideas through free access to information and connects a culturally diverse population with the global community. All three locations of the McAllen Public Library system – Main, Lark Branch, and Palm View Branch – provide quick and efficient access of materials and electronic services to the public in welcoming, interactive environments that respect diversity and ensure privacy of patron information. The Library offers a variety of materials in English and Spanish to browse and borrow, including books and e-books, audiobooks and e-audiobooks, music CDs, DVDs, and Blu-rays, fun and informative programming for babies through adult focus on literacy and lifelong learning, as well as exceptional customer service from professional and para-professional staff. The Main Library has been celebrated internationally for its design awards, website and social media pages, and is heralded as the Library “where people and ideas meet and connect.”
Served over 950,000 visitors during Fiscal Year 2013, including notable special guests Texas State Comptroller Susan Combs, author and journalist Alfredo Corchado, Dallas Cowboy Phillip Tanner and Texas Poet Laureate Jan Seale
Hosted 1,273 professional and social events with more than 63,000 people in attendance at the Meeting Center, a facility with 16 indoor and outdoor spaces and state-of-the-art audiovisual technology for rent at modest prices
Featured on the cover of Texas Architecture Magazine’s March/April edition for Main Library’s Teen Space, Area 3819
Saw an increase of 20.5 percent in registered borrowers, welcoming new patrons and continuing to provide exceptional customer service to all of its visitors
Continued to receive international notice by winning the American Institute of Architects 2013 Honor Award, a coveted international prize awarded to only 28 out of 700 worldwide submissions
Provided instruction to 456 adults, including basic learners who have not had an opportunity to use computers, in a comfortable, hands-on environment for adultlearning Mango Languages courses and computer classes
Named one of the “15 Super Unique Libraries Around the World” by Matador Network; ranked No. 38 in the “Top 100 Libraries In The World to Follow on Facebook” by Matt Anderson, a library, design and marketing expert; named as one of the “20 Great Public Library Websites” by Matt Anderson; and took the top spot in Buzzfeed’s “30 Best Places To Be If You Love Books” Expanded social media presence to connect with the public through Tumblr, Twitter, SmugMug, GoodReads and Pinterest Grew Summer Reading Program by 7 percent Reached 11,295 babies, preschoolers and their parents through system-wide early literacy programs designed to encourage parents to read to their infants and toddlers, becoming an in-demand service from the community
Brought awareness to the community and showed support for children and their families through Lark Branch Library’s Walk-a-thons for children’s cancer, breast cancer, autism, and child abuse Encouraged physical fitness and healthy lifestyles for all ages via classes in yoga and martial arts; walk-a-thons that increased awareness of children’s cancer, breast cancer, autism and child abuse; and monthly films and discussions in the Fooducation series Celebrated the 15th anniversary of the book that started it all – Harry Potter and the Sorcerer’s Stone, the first in the Harry Potter series – by throwing a huge Harry Potter Celebration for over 800 attendees
Partnered with AARP Taxaide in the free preparation of over 1,000 tax returns for citizens Partnered with Cognosante and MHP to assist community members with accessing and enrolling in the Affordable Care Act Insurance Marketplace
Improve the physical entry experience to maintain award-winning design status
Increase emerging literacy participation at all three branches using new programs, incentives and outreach
Expand Meeting Center and Computer Lab hours of availability on Friday and Saturday evenings
Expand Library’s collection to serve the broadest and most diverse population possible
Improve daily operations through process revisions and cross-training
Expand provision of services to underserved populations Improve the physical appearance and seating at the branches
The Parks and Recreation Department:
Provides well-balanced, high-quality recreation programs for the residents of McAllen to enjoy during their leisure time Facilitates wholesome and constructive programs with a measureable value to the community Provides attractive and well-maintained major parks and recreation facilities in each sector of the City. These facilities are within a reasonable distance of every surrounding neighborhood and offer safe opportunities for athletic competition, facility gatherings and other passive and active recreation activities Promotes environmental conservation, eco- and cultural tourism, and sociallyoriented special events
Parks and Recreation Administration - Provides administrative support for the Parks Division, Recreation Division, Aquatics Division, three community centers, Quinta Mazatlan, City-wide building maintenance and the former Sundance Mobile Park property. Building Maintenance - Systematically plans and schedules facility and building maintenance to safeguard capital investment, extends the useful life of the facilities, promotes health and safety, and provides an appropriate environment for all who utilize the facilities
jointly with the Aquatics Division in the development and provision of various swimming programs held at City swimming pools. Aquatics - Provides affordable and accessible swimming programs that promote recreation, fitness, competition, water safety and educational opportunities for citizens and visitors of all ages and abilities
Parks Operations - Provides attractive and well-maintained major parks and recreation facilities in each sector of the City
Lark, Palm View and Las Palmas Community Centers - Promote physical and mental enrichment through a comprehensive program of recreational, cultural, educational, and social activities and events. Each center facilitates and supports the mission of the Recreation Department
Recreation - Plans, coordinates, and implements youth and adult recreation programs for the City. The Recreation Division operates at three community recreation centers and facilitates various sports leagues and special events. It also works
Quinta Mazatlan – Connects visitors to the history, beauty and wonder of the natural world. The sanctuary enriches visitors’ lives by sharing knowledge about birds, plants, and environmental stewardship in South Texas
Re-landscape high profile areas and incorporate a three -year herbicide/fertilization program Initiated construction of the DeLeon Soccer Complex; completion is scheduled for May 2014 Hosted over 4,000 participants at the Halloween Extravaganza which included the Fright Night 5K, haunted canoe ride, haunted house, games and prizes Sponsored the inaugural McAllen Marathon with attracted over 1,100 participants Awarded $75,000 Junior League of McAllen, Inc. Anniversary Fund Grant for construction of “No Boundaries” Playground, McAllen’s first handicap accessible playground Awarded a $218,000 grant from Texas Parks and Wildlife Department for the expanded development of Motocross Track Reopened Town Lake at Firemen’s Park with kayak and paddle boat rides, outdoor cooking classes and monthly runs around the lake Implemented the community-build playground construction at Los Encinos, made possible through a KaBoom! Grant investment, with the assistance of over 50 residents Held Mommy/Son Duck Dynasty event at Lark Community Center with over 150 participants in attendance Hosted the Texas Amateur Athletic Federation, Games of Texas, Regional Track Meet with over 2,000 participants, the highest number of participants throughout the state Implemented new hours of operation for the McAllen Nature Center to include weekends
Improve water conservation using wells, irrigation district water and improved maintenance operations to conserve potable water usage Build the active involvement in the planning, implementation and delivery of the McAllen Marathon, a new special event Design, install and bring to operation an 18-hole disc golf course to attract new participants for the sport to McAllen Continue working with community leaders and sponsors to bring more special events to McAllen Increase the quality of Learn-to-Swim programming by increasing the staff-to-student ratio Reduce department overtime usage by implementing flex time Modernize, update and renovate Las Palmas Community Center’s building and furniture Increase participation in evening programs, increase rental usage and attendance and expand senior programming at the three community centers Increase partnerships with outside organizations to provide free or minimal cost activities Launch Phase II of the Forest Sculpture Trail at Quinta Mazatlan and include bilingual signage Continue growing Quinta Mazatlan’s partnership with McAllen Independent School District by securing 3rd and 7th grade contracts
is an 18-hole championship golf course open to the public daily from 6:30 am to 10 pm. It consists of four divisions working together to provide those who play, practice or visit the City of McAllen with a high quality golf facility at the most affordable price possible. The Maintenance and Operations Division consists of eight full-time and four part-time employees who are responsible for the maintenance of the entire Golf Course and its practice facilities. The Dining Room Division operates with two full-time and three part-time employees and complements operations by providing prompt food and beverage services to the public. The Golf Cart and Driving Range Division accounts for one full-time Crew Leader and five part-time employees who maintain a 70-unit golf cart fleet and service a double-ended day and night driving range. The Pro Shop Division is made up of three full-time and three part-time employees who oversee daily operations and strive to provide all visitors with the highest level of customer service in the most fiscally efficient manner.
Since reopening in 2000, the Palm View Golf Course quickly established itself as one of the premier golf facilities in South Texas. During 2013, it accounted for 39,581 rounds played and hosted approximately 22 tournaments, including the famous RGV API Fundraiser, the prestigious VAMOS Cup Golf Tournament and the McAllen Amateur Golf Championship. The Palm View Golf Course also served as the home course for 17 Winter Texan Leagues, and its popular Wednesday Sundowner accounted for a near record 1,613 participants in a single season.
Fiscal Year
Revenue
During 2013, the Palm View Golf Course also began refurbishing the main components of its irrigation system. This project consists of replacing 1,234 sprinklers, 15 on-course satellite controllers, approximately 75,000 linear feet of sprinkler control wire, the central computer system and the pump station “skid.� The Palm View Golf Course staff also solicited bids to replace the existing bridges that cross the Mission Inlet, the Pilot Channel, at Holes 2 and 7.
Fiscal Year
Rounds Played
2000-2001
$963,456
2000-2001
42,840
2001-2002
$951,931
2001-2002
42,420
2002-2003
$1,031,484
2002-2003
43,237
2003-2004
$1,042,466
2003-2004
43,952
2004-2005
$1,066,557
2004-2005
42,624
2005-2006
$1,182,043
2005-2006
45,844
2006-2007
$1,185,634
2006-2007
42,214
2007-2008
$1,200,248
2007-2008
42,219
2008-2009
$1,250,618
2008-2009
43,803
2009-2010
$1,219,419
2009-2010
44,153
2010-2011
$1,224,832
2010-2011
40,832
2011-2012
$1,201,704
2011-2012
40,977
2012-2013
$1,185,807
2012-2013
39,581
Implement new programs specifically aimed to increase the number of rounds played Visit a minimum of eight Winter Texan parks during the first three months of the year Send 600 direct mail promotion packs and over 50 marketing emails
Continue its ad campaign in local newspapers and magazines Use the new Website to run biweekly online promotions aimed to increase rounds played and its customer email database Finish the reconstruction of the irrigation system and two golf cart/pedestrian bridges
The City of McAllen Police Department is the largest, most modern, and progressive police department in South Texas. The authorized strength at the McAllen Police Department is 281 sworn and 140 non-sworn employees. A workforce of 421 total employees enables the Department in delivering modern and effective law enforcement services with an emphasis on professionalism and treating people with dignity, fairness, and respect. The Department recognizes the patrol, dispatch, and investigative services form the nucleus of its service delivery system and has organized itself in a manner where that nucleus is stable, constant, and receives all required support – all while integrating the flexibility required in its organizational structure to meet continuous and varying demands. Every Division, Bureau, or Unit of the Department is tasked with mission objectives and performance measures, ensuring that every facet of the Department is charged with responsibilities that are clearly accountable for public service. That focus is behind every law enforcement function the Department performs. Additionally, the McAllen Police Department promotes excellent working relationships with many law enforcement agencies including the Hidalgo County Sheriff’s Office, U.S. Border Patrol, the Federal Bureau of Investigation, the Drug Enforcement Administration, and the U.S. Department of Homeland Security.
Prevent crime and when crime does occur, to determine and prosecute those responsible Property crime rate decreased by approximately 2.9 percent
Promote McAllen as a safe city
Violent crime rate increased by less than one percent, 0.8 percent
Enhance crime prevention and law enforcement through use of technology
Overall crime rate decreased by approximately 2.8 percent
Enhance police-community interaction through the Northwest Police-Community Network Center and the Los Encinos Police Community Network Center Respond to community concerns
McAllen is committed to preserving the beauty, quality of life and environmental welfare of the community through sustainable solid waste management practices, effective maintenance of public road and drainage infrastructure, and the provision of logistical support to other City Departments through fleet maintenance and resources management. Rendering a variety of services to the community, Public Works has evolved to 15 functional Divisions with a team of 259 employees and administers an annual budget of $26 million. The Department consists of the following: Street Cleaning, Street Maintenance, Drainage, Sidewalks, Graffiti, Residential Collection, Commercial Box, Roll-Off, Brush Collection, Recycling, Composting, Keep McAllen Beautiful, Fleet Operations, Materials Management and Facility Administration.
Street Cleaning, Street Maintenance, Drainage, Sidewalks, Graffiti The implementation of the McAllen 311 system facilitated public access to services provided by the Streets and Drainage Division. With a team of 72 employees, crews accomplished the following: Maintained over 13 miles of drain ditches clean and dredged
Commercial Box, Residential Collection, Brush Collection, Roll-Offs With a fleet of 20 automated residential trucks and 12 commercial refuse trucks, the Sanitation Division provides garbage, recycling and brush collection services to 40,000 accounts including residential, multi-family, commercial and industrial customers. Over 3,198 roll-off services were rendered throughout the fiscal year
Maintained over 20,650 acres of ditches mowed
Over 163,656 cubic yards of brush were collected by brush crews and the composting facility for processing
Cleaned and maintained 2,108 City storm sewers, inlets and manholes
A total of 122,499 tons of solid waste were hauled to the Edinburg Landfill
Maintained 626 center line miles of streets
Approximately 520 dumpsters and roll-offs were repaired or repainted, saving the City approximately $45,000.
Maintained 200 center line miles of alleys Repaired/Patched 5,586 potholes Built 5,940 Linear Feet/1.13 miles of sidewalks Swept City streets five time per year Graffiti removal on over 2,654 locations, equaling 219,222 square feet
The Welding shop also assists Fleet Operations with repairs to City vehicles and equipment to also save on repair costs. Downtown District cleanup services of litter receptacle and alleys are provided six days a week. Streets are also swept six days a week.
Over 28,000 people were reached with the message of the benefits of recycling, composting and illegal dumpsite eradication. Staff visited schools, civic groups, churches, and surrounding communities. Results included: 5,476 tons of recyclable commodities such as cardboard, paper, aluminum, and tin were collected, resulting in an increase of 5 percent of recyclables collected over last fiscal year
Mulch and compost surpassed the revenue goal with $213,416 in sales, an increase of 17 percent Customer base now includes areas in Brooks, Willacy and Starr Counties Received over $24,000 in grants from the Lower Rio Grande Valley Development Council for public outreach on recycling and composting practices. Received and distributed 800 trees to residents from the Apache Foundation’s Tree Grant Program
The Fleet Operations Division is the maintenance and repair center for over 850 City vehicles and equipment. Division highlights include: Declared the disposal of 61 surplus City vehicles and equipment generating $110,802 in proceeds Procured and dispensed over 1,191,426 gallons of fuel Material’s Management primary goal is to serve as a resource of supplies and auto parts to various City Departments in order to sustain their delivery of public services. The Division registered over $1,750,000 in sales during the fiscal year. KMB sponsored and participated in various community projects including: Project Clean Neighborhood - 31 Events Great American Clean Up - 2,500 participants Festive Holiday Lights Contest 6 Beautification Projects Awareness and Promotion of Green Events, Viva McAllen Streets, PalmFest, Vida Verde and Texas Recycles Week The Arbor Day Challenge: The Gold Leaf Arbor Day Award was presented to City of McAllen at the 34th Texas Tree Conference during the 2013 Texas Community Forestry Awards program. The goal of the event was to establish a permanent tree fund to help increase the canopy over the City. To celebrate and promote Arbor Day and create community involvement, a bicycle race, a bicycle tour, 5K and 10K races, and a family walk was organized with 565 people participating. The City gave away 300 trees and planted 77 trees that day. The event raised almost $16,000 for future tree planting initiatives.
Street Cleaning, Street Maintenance, Drainage, Sidewalks, Graffiti
Target a 10 percent annual repaving/pavement restoration of all streets inventory
Improve employee development and retention through educational training and development opportunities such as emergency response readiness training and cross training for career advancement within the City
Beautify drain ditches by securing the funding to landscape two more nodes at roadway crossings
Maintain five sweeping cycles for all residential/ commercial road right of ways including City facilities and 10 sweeping cycles for arterial road right of ways annually
Excavate regional detention facility in Southeast McAllen (El Rancho Road and McColl Road) to comply with City’s Strategic Business Plan’s Goal No. 6, Strategy 6.3.2
Continue to evaluate operational procedures and modify routes to increase productivity and efficiency through the use of GPS technology Repave 45 alleys per year through the Alley Rehabilitation Program
Construct 1.5 linear miles of sidewalk and 25 ADA required amenities per year
Continue to evaluate pavement preservation programs as an alternative to the street repaving program to include seal coating/rejuvenation and crack sealing
Request funding for the construction and reconstruction of sidewalk around public school sites under the TXDOT Safe Routes to School Program
Commercial Box, Residential Collection, Brush Collection, Roll-Offs Modify water bills (bill-print) in Utility Billing software to state sanitation service charges in detail Develop a new recycling route to alleviate high number of service stops on existing routes by 15 percent Evaluate a mobile document shredder program as an alternative to the existing office paper recycling program to provide confidential document destruction services and increase paper recycling sales Examine and adopt an effective method for gum removal from downtown sidewalks to improve aesthetics Increase the number of cardboard recycling accounts by 5 percent Upgrade 200 commercial cardboard recycling
Acquire right of way and re-profile 2,640 linear feet of the North/West Central Blueline drain ditch. (Sprague & 23rd Street)
Build sidewalk along Business 83 from Jackson Avenue to Ware Road
dumpsters with gravity-lid locks in order to increase efficiency Refurbish 200 dumpsters to decrease capital expenditure purchases Install signage on 40 roll-offs in high visibility areas to promote roll-off services provided by the City Refurbish and repaint 30 roll-offs to decrease future capital expenditure purchases Create a promotional video to advertise the City's roll-off services and post on traditional and social media forums Continue educational campaign to educate the public on the dangers of improper brush placement on gas and water utility lines, reducing property incidents by 10 percent
Recycling, Composting and Urban Forestry Increase number of participating businesses in the commercial recycling program by 10 percent Continue to promote recycling and sustainability initiatives through education and public outreach efforts at public events with a goal of increasing compliance in the curbside recycling program to 50 percent, in partnership with Keep McAllen Beautiful Increase document shredding services by 5 percent through promotion of its free services
Increase the sale of compost enriched soil products by 8 percent thorough outreach programs and projects to growers and ranchers Develop partnerships with Parks and Recreation Department throughout the region for the utilization of compost and mulch in City parks with the goal of reducing water consumption Introduce collaboration with Welcome Home Winter Texans to increase recycling drop-off collections by 5 percent Promote tree plantings and care for trees through two workshops conducted by Urban Forester
Promote the benefits of trees while beautifying drain ditch right-of-ways by creating Project Grove, a pilot beautification project with landscaping irrigated through use of solar power Promote the 2nd Annual Arbor Day Celebration, a public awareness event promoting the benefits of trees in preserving our City's natural environment Fleet Operations, Materials Management Implement a Preventive Maintenance Program for all City Fleet, establishing protocols that require City Departments to service fleet on timely intervals
Implement a Preventive Maintenance Program for all City Fleet, establishing protocols that require City Departments to service fleet on timely intervals Increase productivity: 80 percent of all available mechanic hours worked to be billed Increase maintenance and repairs performed in-house by 3 percent Implement 5 customer service-oriented initiatives to improve the level of customer satisfaction
Increase productivity: 80 percent of all available mechanic hours worked to be billed
Stock vehicle parts to improve the availability rate to 90 percent
Increase maintenance and repairs performed in-house by 3 percent
Maintain accurate and minimal stock outs of inventory at a level of 98 percent
Implement 5 customer service-oriented initiatives to improve the level of customer satisfaction Stock vehicle parts to improve the availability rate to 90 percent Maintain accurate and minimal stock outs of inventory at a level of 98 percent
The Department strives to identify, evaluate and minimize risk exposures associated with the protection of City of McAllen assets, the prevention of injuries and the promotion of a safe environment for all City employees and citizens. With more than 20 years of combined risk and safety management experience, the Department’s professional staff provides quality services to internal and external customers to reduce or eliminate risk from City operations. The Department is composed of three sections: Workers’ Compensation Program, Property and Casualty Insurance, and Safety and Loss Prevention. The Workers’ Compensation Program is self-funded and claims are administered in conjunction with a third party administrator and designated network providers. The Property and Casualty Insurance section administers claims associated with property, general liability, professional liability, business auto insurance coverage, and public official bonds. The Safety and Loss Prevention section is responsible for conducting City-wide safety trainings, safety audit inspections, accident investigations, loss control programs, and under the direction of the City Attorney’s Office, the administration of the City’s drug and alcohol program.
Create a safety culture for the City The Risk Management Department has undergone an internal re-organization of divisions in an ongoing effort to maximize the effectiveness of its mission.
Establish a Safety Outreach Training Program for employees and Safety Panel Discussions for designated department safety officers
Working closely and effectively with a third party administrator and network providers, the Department diligently maintained consistently low claim costs for the City.
Establish the Safety Review Committee to ensure all incidents are properly investigated and reviewed for effective corrective action outcomes and accountability measures
The promotion of safety awareness through the dissemination of newsletters and training materials served as in -house resources for Departments and supported the City’s decrease in claims.
Host the first annual Risk and Safety Symposium in June 2014 Continue to work diligently in the handling of all claims, case reviews, and litigation files while facilitating cost effective and expedient claim outcomes
a division within the Engineering Department, provides the highest level of service to citizens by providing a reduction in accidents, congestion and travel times through the efficient and effective installation, maintenance and operation of traffic control devices. Comprised of 29 employees and 20 vehicles operating out of a 4,500-square-foot facility at the corner of 20th Street and Cedar Avenue, the division is responsible for the installation, maintenance and operation of signals, signs and pavement markings in the City. To move goods and people over all modes of transportation, the division is committed to the continuous improvement of the traffic system as the City grows and traffic increases.
Implemented the new and innovative Traffic Adaptive Signal Control System on South Ware Road, 23rd Street and 10th Street, a great example of technology improving traffic congestion in McAllen. The Traffic Adaptive Signals are programmed to continuously adjust and provide additional green time as traffic demands. The signals adapt to predictable and unpredictable traffic patterns using detectors, allowing the signal to reallocate green time to the direction that most needs the time. The signals have reduced stops, congestion and travel time along the three corridors. Completed the signal optimization of 10th Street and Ware Road corridors, funded through the Hidalgo County Metropolitan Planning Organization and administered by the City of McAllen and the Texas Department of Transportation. The project cost approximately $120,000 and included the preparation and implementation of signal timing plans for the morning, afternoon, off-peak, and weekend periods. A summary of the project improvements are included in the tables below.
10th Street
Ware Road
Travel Time Reduction (time)
17 percent
8 percent
Fuel Saving (gal/yr)
62,500
72,700
Delay Saving (hrs/yr)
88,300
93,750
Saving ($/yr)
$2,100,000
$1,900,000
Total Project Cost
$120,000
Total Project Saving $/Year
$4,000,000
Total Project Benefit to Cost Ratio
33 to 1
Operate the traffic control devices in the City in a safe and efficient manner through the routine maintenance of signals, signs and pavement markings Build four and re-time 65 traffic signals Modernize traffic signals system by adding more fiber optic and Wi-Fi connectivity to traffic signals Widen and promote traffic safety of seven key intersections through the acquisition of right-of-way, restriping, and the construction of dedicated right and left-hand turn lanes as approved in the 2013 Bond Election
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The City of McAllen’s was created in 2001 in order to manage and maintain Central Station, the City’s International Transit Terminal Facility. In January 2005, the Transit Department took over McAllen Express Transit operations. This transition resulted in an annual operating cost savings of approximately $250,000. In addition to a cost savings, the Transit Department has been able to increase annual ridership. In February 2011, MET became what is now Metro McAllen. Currently operating seven intracity bus routes and a paratransit bus service for eligible patrons, McAllen Metro connects passengers to an array of international, national, regional and intracity destinations through the bus system’s hub at the downtown terminal facility.
Introduced Trolley route in Downtown McAllen
Increased ridership 16 percent
Increased fare revenue by 26 percent
Partnered with City of Brownsville and City of South Padre Island to begin Metro Connect service
Develop long-range Transit Plan
850,000 Annual Trips
Complete security technology improvements
Increase fare revenue by 15 percent
Implement IT system for fleet tracking Initiate Electric Vehicle Technology
Increased rental revenue by 20 percent Recorded 3.7 million visitors Recorded 397,000 departures for bus carriers Secured funding for park-and-ride facility in the downtown area Begin 2nd floor expansion Upgrade bus terminal surveillance Develop signage revenue opportunities Increase rental revenue by maximizing retail space Complete park-and-ride facility construction in the downtown area
Welcomed Texas Money Exchange as a new tenant at the parking garage
Lease available food court space
Increased overnight parking by 17.1 percent
Improve customer service and revenue by installing pilot digital meters with multi-payment options
Increased Parking Garage revenue by 5.4 percent
Continue to increase parking garage revenue
Performed improvements in surface lots in downtown area
The City of McAllen participated in a joint grant application submitted to the Texas Department of Transportation to develop a Regional Transit System. As the fiscal agent, the City of Brownsville was awarded $1.4 million in grant funds from the funding agency to provide this new service through a partnership with the City of McAllen and the City of South Padre Island. In November 2013, Metro Connect, the Rio Grande Valley’s newest Regional Public Transportation provider, opened its doors to the public. Metro Connect is a regional express route connecting the Valley via routes from McAllen to Brownsville, McAllen to the University of Texas-Pan American, and Brownsville to South Padre Island, with limited stops in between. Metro Connect gives the Rio Grande Valley community access to affordable, reliable transportation, and to an improved quality of life. After only two months of service, total ridership surpassed 10,000 passenger trips. All Metro Connect buses are wheelchair accessible and equipped with free Wi-Fi so riders may travel across the Valley while surfing the web.
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“The innovation happening at McAllen Public Utility will ensure sufficient water supply and wastewater infrastructure for a secure future.�
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Ernest R. William
Charles Amos
Tony Aguirre
Albert Cardenas
Veronica Vela Whitacre
The is governed by the McAllen Public Utility Board (MPUB), an elected board. The Board of Trustees of the McAllen Public Utility was created February 2, 1945 to oversee all aspects of water and sewer for the City of McAllen. The Board consists of four members elected at large by place, in a citywide election for four-year terms and one ex-officio member appointed by the Mayor. Utility Administration is responsible for the management and oversight of the general operation of the Utility and bond projects under direction of the McAllen Public Utility Board. This Department handles matters such as administration of water and sewer, and the preparation of materials for the McAllen Public Utility Board meetings, as well as the financial aspects of the Utility. Essentially, the Department handles all administrative tasks necessary to keep McAllen Public Utility running in an efficient manner with a staff of seven: General Manager; Assistant General Manager; Utility Board Secretary; Director of Finance for Utilities; Assistant Manager for Financial Operations; Accounting Clerk; and an Administrative Assistant.
Roel “Roy� Rodriguez, P.E.
Signed agreement to purchase 4,000 acre-feet of water rights from Hidalgo County Irrigation District No. 1
Implement Performance Management Systems Develop Internal Processes Pillar for MPU Strategic Plan Deliver continued success of MPU Strategic Plan Initiatives including customer service and learning and growth
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The Department bills City of McAllen Utility customers for a wide variety of services, including water and sewer consumption, garbage and recycling pickup, brush collection, related taxes, neighborhood association dues, sewer surcharges, and other miscellaneous charges. With a staff of nine, the Department processes utility statements timely and accurately to ensure delivery of services to citizens and visitors. The Department continually enhances the quality of services it provides through innovative technology while helping maintain some of the lowest utility rates in the state of Texas.
Customized the utility bill design, making it more informative and reader friendly Billed over $47.3 million in revenue for Utility and City services with water consumption of 8.8 billion gallons Processed 502,963 total bills and 31,215 electronic bills (E-bills) overall
Enhance the quality of utility billing services to the citizens of McAllen through the use of technology Use the Utility’s billing system to notify customers of possible issues with their water consumption
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The Department assists customers with efficient and accurate services including connecting and disconnecting water service when needed, briefing citizens on proper water usage techniques, detecting and locating leaks, and performing emergency after-hour calls. The Department’s staff of 18 meter technicians, licensed by the Texas Commission on Environmental Quality as Class D and C Water Operators, continually enhances the quality of services provided to citizens with innovative technology.
Enhanced the Mobile Service Order Software implemented in 2012 in conjunction with the application of new utility billing software to create an automated, paperless service request process to expedite services to citizens Processed 548,582 water meter reads and 44,382 service orders utilizing mobile software
Enhance customer service response time by developing new processes for maximum efficiency Implement automated meter reading through an Automatic Meter Reading/Infrastructure process which will enhance the ability to read meters and improve customer resolution Resolve customers’ consumption concerns by making historical and on-demand consumption data readily available
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The Water Systems Division, comprised of 85 employees staffing three subdivisions, provides safe drinking water to citizens on a daily basis without interruptions. The Water Treatment Subdivision provides a safe, ample supply of drinking water to citizens 24 hours a day, seven days a week in compliance with state of Texas regulations. The Water Laboratory Subdivision provides citizens assurances with regard to safe drinking water, maintaining compliance with state and federal regulations. The Transmission and Distribution Subdivision provides continuous, uninterrupted delivery of drinking water to citizens.
Produced 1,680 additional acre-feet of water blended with surface water through the construction of a ground water well at the Southwest Water Plant Purchased a state-of-the-art meter testing bench for verification of water meter flow efficiencies, ensuring meters are accurately measuring flows to the community
Utilize state-of-the-art technology and alternative water sources to provide citizens with a safe, high-quality and uninterrupted supply of drinking water on a daily basis
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With a staff of 18 providing the highest level of customer service, the Customer Relations Department assists customers with water, sewer and sanitation services including connections, transfers, billing inquires and collection of payments.
Serviced 44,068 water customers and 39,247 sewer customers Collected over $47.5 million in revenues for McAllen Public Utility and City services Implemented an outbound calling program through the Interactive Voice Response phone system to generate courtesy reminders to customers to avoid disruption of services, resulting in calls to 22,917 customers Marketed automatic bank draft as a payment option for customers, resulting in a 12.5 percent increase of this form of payment from the previous year Addressed the water and wastewater needs of citizens
Enhance the quality of service by providing an in-house credit card payment station for walk-in customers Expand the features of the McAllen 311 mobile app by allowing customers to view and pay bills Continue promoting and showcasing processes that provide customers with convenient billing and payment options
“In McAllen, the training and education opportunities for our citizens are better than ever.�
The McAllen Independent School District is a multicultural community in which students are enthusiastically and actively engaged in the learning process. Students demonstrate academic excellence in a safe, nurturing and challenging environment enhanced by technology and the contributions of the community. Recognized as a State (Texas High Performing Schools Consortium) and national (League of Innovative Schools) leader in education, McAllen ISD fosters creativity, ingenuity, and resourcefulness through studentcentered, inquiry-based learning. Students’ intellectual growth is led by a team of educators identified as 100 percent highly certified and recognized as some of the best in the region and state. McAllen ISD’s wide range of educational programs offer high academic rigor. The International Baccalaureate Program surpasses global passing rates and the Advanced Placement Program produces National Scholars. Extra-curricular programs provide rich, fullrounded experiences. The District’s determination to equip students with 21st Century skills includes placing cutting-edge technology into the hands of every student and teacher–a unique, cutting-edge teaching and learning framework, producing a culture of progressive thinking, balanced by sage classroom experience. McAllen ISD educates all students to become lifelong learners and productive citizens in a global society through a program of educational excellence utilizing technology and actively involving parents and the community. Rigorous and Relevant Instructional Programs Resources to Protect the Instructional Core Support Systems to Ensure Student, Teacher, and Principal Achievements Services and Products to Meet Campus Needs Board of Trustees/Superintendent Communicate Focus on Student Achievement
2013-2015 Apple Distinguished Program Designation
68 Associates degrees along with high school diplomas
2013 Airwatch Excellence in Education Award
Superior Achievement in School Finance Award, state’s Financial Integrity Rating
National 2013 American School Board Association Magna Award for “Best Practices and Innovative Programs that Advance Student Learning” Top 5 State Finalist 2013 H-E-B Excellence in Education District Award National 2013 Best Community for Music Education Exceeded Region in 25 out of 26 testing areas, STAAR 2013 Spring Passing Rates Increased student completion rate from 83.1 percent in 2008 to 90.2 percent in 2012 (newest state data)
National Award for Procurement Excellence (1 of 23 in U.S., 3 in state, 1st in Region) Highest Bond Ratings ever Certificate of Achievement for Excellence in Financial Reporting, Governor’s Finance Officers’ Association Texas Comptroller Gold Leadership Circle Award, rare honor for financial transparency Achieved healthy unassigned fund balance of nearly $42.2 million, up from $9.2 million in 2009
About 6,500 College Credit Hours earned through college-level instruction - AP, IB, Dual and Concurrent Enrollment, and Medical /Computer Science/Engineering Academies – and saving families about $5.5 million $23 million in scholarships earned by about 1,400 graduates, earning 900 professional certifications and
Create a unique funding mechanism to result in structural improvements to the District’s stadium, making it possible for the City to make use of the facility as a venue for concerts and sporting events Cross-market within community offices to increase impact and promote efficiency of resources Infuse real-world experience into the learning environment by developing a community-wide mentorship program through which students can gain invaluable insight from our business community Partner with the Chamber of Commerce for the McAllen Youth Entrepreneur Factory, simulating the real-world process as students work to develop a business idea and find its path to market Ultimately, the goals of the District are guided by the Five Year Plan:
Founded in 1993, South Texas College is committed to student success and credential completion with a growing student enrollment of more than 30,000 in fall 2013. The college offers more than 112 degree and certificate program options and is one of three Community Colleges in Texas accredited to offer Applied Bachelor Degrees. The mission of STC is to serve as a catalyst for regional economic prosperity and social mobility for Valley families. Today, STC is the largest institution of higher education south of San Antonio with a faculty and staff of more than 1,600 serving STC’s five state-of-theart campuses, three teaching centers and one virtual campus. In the last five years, STC has served 24,649 students with non-credit courses and programs through their Continuing, Professional and Workforce Education Department and has served 17,442 workers through the Institute for Advanced Manufacturing. In addition, since 2003, STC has provided tuition-free dual enrollment to over 81,000 students in 68 school sites, saving families over $85 million in tuition.
According to Community College Week, South Texas College ranks: 4th in Nation in awarding associate degrees to Hispanics 44th in Nation in associate degrees awarded Highest graduation rate of the 10 largest community colleges in Texas National, State and Local recognitions include: 2008 MetLife Foundation Community College Excellence Award 2009 Achieving the Dream Leader College Designation 2012 M. Dale Ensign Trustee Leadership Award to Founding Trustee Mr. Gary Gurwitz 2012 Texas Higher Education Coordinating Board Star Award: Dual Enrollment Medical Science Academy 2013 Leah Meyer Austin Award 2013 Finalist of the Student Success Excellence Award by the American Association of Community Colleges 2013 McGraw Hill Prize in Education 2014 Legacy Award Top Finalist: Dual Enrollment Medical Science Academy 20 Year Anniversary: South Texas College was proud to celebrate its 20 year anniversary in 2013. Since the college first opened its doors, it has seen steady growth in student enrollment starting with 1,058 students in 1993 to an impressive 31,232 students in fall 2013. Since 2003, STC has awarded 31,401 degrees and certificates. Today, ac-
cording to FY 2013 data, the economic impact of STC on the Rio Grande Valley due to employee salaries, student expenditures, institutional expenditures and new construction and renovation totals over $204,000,000 per year. 2013 Bond & Maintenance Election: Hidalgo and Starr County voters voiced support for higher education Tuesday, Nov. 5, in approving South Texas College’s two propositions on the ballot. Proposition 1, the issuance of $159 million in bonds for construction and equipping of college buildings, passed with a vote of 11,642 to 9,503. Proposition 2, an additional 3 cents maximum increase in the tax rate for the maintenance and operation of STC to accommodate increased student enrollment and expanded facilities, passed with a vote of 11,167 to 10,118. EMT Program: The EMT Program worked in conjunction with the McAllen Fire Department to train and evaluate the McAllen Fire Department Fire Fighters EMT Basic skills and competency levels. This is through the advanced coordinatorship of Dr. Robert Gonzalez. Dr Gonzalez has also served on the City of McAllen Ambulance Board. In February The EMT Program and its students will work in conjunction with McAllen Miller Airport Disaster Drill. Included are McAllen Fire Department, McAllen Police Department, Border Patrol, FBI etc.
Number of Students from McAllen attending STC: Fall 2012: Fall 2013:
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5,071 5,141
Fire Department provides skills demonstrations for Continuing Ed’s Kids College program every summer. Continuing Ed will be providing Forklift training to approximately 60 employees. Continuing Ed partnered with the McAllen Public Library to provide computer training under the Broadband Technology Opportunities Program. Continuing Ed is partnering with the McAllen Public Library for Teens College and Career Fair activities. McAllen Fire Department and South Texas College have developed a strong collaborative relationship to provide education and training for McAllen’s new fire fighters. City of McAllen has provided, for the past 5 years, a total of $2.4 million for workforce training. Donation of 6.63 acres of land for the expansion of the Nursing & Allied Health Campus.
Summary of Campus Expansion Pecan Campus Two academic classroom buildings, STEM building and a Student Support Services and Activities building à $55,042,870 Nursing & Allied Health Major campus expansion or new and expanded nursing and allied health professional training programs, Hospital Simulation Center and a new library à $24,015,721 Technology Campus New Technical and Workforce Training building à $15,642,496 Mid-Valley Campus $34,187,269 Starr County Campus $24,464,584 Regional Center for Public Safety $4,240,000 La Joya Teaching Center $1,436,000
The McAllen Campus is a branch of the Texas A&M Health Science Center School of Rural Public Health and is focused on academics, research and outreach. The mission of the Texas A&M Health Science Center is to dedicate the full measure of resources and abilities to advancing the knowledge and technologies of the Center’s professions, and to bringing Texans the finest in health education, promotion and care. The Texas A&M Health Science Center is a premier assembly of colleges devoted to educating health professionals and researchers of extraordinary competence and integrity. Faculty, staff and students are united by a belief that all people, regardless of geography, economics or culture, deserve the benefits of compassionate care, superior science and exceptional health education. Similarly, the vision of the School of Rural Public Health is that, the future we intend to help create, is a region, nation and world in which the health of the public is enhanced to the extent that is possible given technical, economic and social limitations. In that future, the School of Rural Public Health is widely recognized as a major contributor to that process. The School of Rural Public Health’s mission is to create, translate and apply knowledge in educating public health leaders, engage in public health service and research, and translate what the School’s community has learned into public health practices and policies. The fundamental strategy in carrying out that mission is the creative integration of education, research, practice and policy change to maximize our impact on population health status. The McAllen Campus provides students the opportunity to obtain a degree of Master of Public Health in Health Promotion and Community Health Sciences with an emphasis on Border Health. The Program is directed toward preparing graduates for work in health care and public health administration, program development, health policy, environmental and industrial settings, and related areas. Through research work in public health prevention, faculty at the McAllen Campus are developing appropriate ways to meet local health needs, including studies to develop ways to prevent and control chronic health problems with an emphasis in type 2 diabetes, obesity and asthma. Faculty also implements long-term research on the underlying causes of public health problems emphasizing prevention. Some projects provide measures for improving population health through lifestyle changes while other projects contribute to advancing the frontiers of scientific knowledge in public health and culturally appropriate behavioral interventions. In addition, faculty work with local organizations on program evaluation to encourage enhanced efficiency and effectiveness in healthcare and public health. Faculty and staff work closely with local, state and federal entities in an effort to provide outreach services to South Texas communities. Outreach programs are often undertaken through collaborative efforts that focus on prevention activities with the ultimate goal of improving the population health.
The Texas A&M Health Science Center College of Nursing signed an articulation agreement with South Texas College in June 2013. The agreement allows South Texas College students who complete the Associate Degree in Nursing program to enter Texas A&M College of Nursing and pursue a Bachelor of Science in Nursing. The joint admissions process creates a clear path for South Texas College students to pursue a bachelor’s degree, without the need to repeat successfully completed courses. The partnership addresses the October 2010 Institute for Medicine Future of Nursing report which called to increase the number of baccalaureate-prepared nurses in the workforce to 80 percent by 2020. The Master of Public Health Program was expanded to include the addition of policy and management courses to the curriculum and a name change to Health Promotion and Community Health Sciences. This unique program provides community health professionals with an opportunity to pursue graduate studies without leaving the Rio Grande Valley. Faculty has shared the outcome of their research through presentations at national public health conferences and through publications in refereed journals. Topics focused on pediatric asthma and educational interventions for caregivers, unintentional injuries in young children among Hispanic populations, safe cycling and the built environment.
Provide quality, state-of- the-art education and training to public health and health service professionals A Bachelor of Science in Public Health is in the planning phase for the McAllen Campus. This is the first public health undergrad program for the Rio Grande Valley and will recruit and train a diverse student body with a competency-based curriculum and support the need for well-educated public health professionals. Foster excellence in both basic and applied public health research in an effort consistent with the mission and vision of the School of Rural Public Health Expanding the collaborative with local hospitals focusing on asthma control in children is among the 2014 McAllen Campus goals. Faculty research efforts focus on collaborative problem solving and reflect community needs, interest and agenda. Participate in outreach and service activities in an effort to achieve the mission and vision Expansion of the successful 2013 Global Health on the Border program: Ongoing plans continue for the second educational outreach program to be held at the McAllen Campus. International and U.S. graduate and doctoral students will participate in the joint immersion program.
The University of Texas-Pan American serves the social, economic, research, and most importantly, the educational needs of South Texas. With a focus on promoting excellence in teaching, research, creative activity, and community engagement, the University prepares students to be socially conscious citizens and transformative leaders who will have a significant socio-economic impact on the region. UTPA’s McAllen Teaching Site (MTS) serves the needs of the community by providing convenient access to its academic and continuing education programs. Located at 1800 S. Main Street, Suite 110, MTS offers seven state-of-the art classrooms as well as a conference room with full interactive video capability within 9,985 square feet. Courses and programs offered at MTS target graduate students and community members employed in education, business, and public service fields. Two graduate programs – the Master’s in Business Administration (MBA) and the Master’s in Public Administration (MPA) – are taught in their entirety at MTS. Also, South Texas College (STC) utilizes classrooms for daytime instruction and UTPA’s English Language Institute (ELI) offers English classes to professionals in industries like the maquiladora industry as well as prospective college students.
Classroom utilization increased as new programs were offered at MTS in FY 2013, underscoring the importance of providing expanded learning options to the community. UTPA held 70 academic classes at MTS with a total enrollment of 1,201 students. The numbers of courses and students enrolled have increased steadily since the opening of MTS in 2009 with a 3 percent increase over FY 2012. The continuing education program offered 18 new programs at MTS in addition to its established courses in order to meet the community’s needs and served 529 individuals in FY 2013. STC offered 10 academic courses at MTS in FY 2013. UTPA also engages the community at MTS as non-profit organizations and others utilize the facility for their meetings and training sessions. For example, in FY 2013 Congressman Henry Cuellar held a video conference on grant writing for local agencies and others interested in seeking federal grant funding. The Rio Grande Valley Teen Pregnancy Coalition, a non-profit organization, holds its quarterly meetings at MTS under the sponsorship of UTPA’s Department of Social Work. The Community Advisory Board to College of Health Science and Human Services holds their regular meetings at MTS.
Future plans for MTS include the addition of graduate programs that are in high demand by working professionals in the education, business, and public service field. Programs that may be partly or fully offered at the location include the Master of Education in Educational Administration (MED-EA), Master of Nursing (MSN), and Master of Accountancy (MACC). Additionally, the continuing education program will continue to expand its offerings in order to meet the community needs for professional and personal growth. New programs such as the Certificate in Event Planning and Global Hospitality Management Program will be offered along with numerous other established programs including Certificate in Web Design, Grant Writing, Information Technology, and test preparation courses such as GMAT, GRE and LSAT. Strong collaborative partnerships with organizations like STC will be maintained and promoted for the benefit of the community.
UTPA academic and professional programs continue to grow and expand to meet the needs of the community. The close collaboration with the City of McAllen improves the quality of education and expands the services available to students; thus helping the university meet its goals. Increase in Graduate Student Enrollment
15 percent increase in enrollment in the MBA and MPA programs since the opening of MTS in FY 2010
Increase in Degrees Awarded
19 percent increase in the number of MBA and MPA degrees awarded by UTPA since FY 2010
Continuing Education Programs
97 percent increase in the number of individuals taking continuing education classes at MTS since FY 2010
MTS Utilization
48 percent increase in courses offered by UTPA, Continuing Education, STC, and the English Language Institute since FY 2010
“A return on investment is important to the success of any business or organization; but a return on relationships is the variable that makes the monetary return possible.�
As a community-based nonprofit organization, Affordable Homes of South Texas, Inc. (AHSTI) provides low-to moderateincome families with an opportunity to enhance their overall qualities of life. AHSTI was founded in the early days of home rehabilitation in the oldest sections of McAllen and further expanded upon by the visionary step of the successful merger between McAllen Affordable Homes, Inc. and the Community Development Corporation of South Texas. This creative spirit of regionalism has produced over 38 years of success and an expansion of services not imagined at the time of inception. Affordable Homes is a highly effective, efficient organization of engaged and dedicated professionals, inspired to offer eligible families in the Rio Grande Valley (RGV) a broad portfolio of affordable housing opportunities. Working in collaboration with partners to grow assets, AHSTI improves neighborhoods and builds sustainable communities. The AHSTI model is more than affordable housing. It is based on the principles of asset building, providing a stable home environment and successful integration into the community that only homeownership provides.
For the last five years, AHSTI has remained the largest volume builder in the City of McAllen. In FY 2013, AHSTI constructed and rehabilitated 80 homes in McAllen via grant and loan assistance, which increased the local tax base economy by approximately $5 million. In 2013 alone, AHSTI received 875 applications from prospective homebuyers wanting to live in McAllen (about 30 percent of all applications received). With 37 clients currently enrolled in AHSTI’s HomeBuyer’s Club who upon completion of the program will purchase a home in McAllen. Further, Homes Community Hope (HCH) Realty, AHSTI’s real estate division, closed on 10 real estate transactions in the McAllen, totaling approximately $832,500 in sales. Additionally, AHSTI paid $1.4 million in property taxes on behalf of its McAllen homeowners. Under collaboration with United Way, AHSTI’s Volunteer Income Tax Assistance (VITA) Program, which offers free income tax services to the community, processed 367 returns for a total refund amount of $961,182 under its McAllen site, making it the highest producing VITA site in the Valley. The 15th Annual Home Buyer’s Fair in 2013 saw a turnout of 2,300 in attendance and over 50 exhibitors in participation. The Fair is a free, bilingual, educational event connecting prospective homebuyers with resources they need to initiate their path towards homeownership. AHSTI’s new Home Ownership Center, a major site for homeownership counseling, was certified as an Energy Star Building in 2013—the only Energy Star Certified Building in McAllen for 2013. AHSTI received a total of 2,847 applications from prospective homebuyers. Over 150 clients are actively engaged in AHSTI’s HomeBuyer’s Club, a homeownership counseling program that guides families through the process of building or rebuilding credit to prepare successful and responsible homeowners. AHSTI built and rehabilitated 116 homes which increased the local tax base economy by $9.3 million paid over $2.1 million in property taxes on behalf of all clients. HCH Realty total real estate transactions amounted to over $1.5 million. The VITA Program (free income tax service) processed a total of 536 returns for a total refund amount of $1,304,948. Both McAllen and Mid-Valley Homebuyer’s Fair events provided outreach to over 2,400 potential homebuyers in the Valley.
In Fiscal Year 2014, Affordable Homes will assist the City of McAllen in the implementation of the Imagine Tomorrow Project an innovative Neighborhood Revitalization effort created by the City to help stabilize and revitalize the central-city area. Imagine Tomorrow will provide opportunities for existing homeowners to reinvest in their homes and improve their neighborhoods. AHSTI plans to provide direct referrals services to area banks, credit unions, and mortgage lenders in the community, as well as raising at least $2 million in lending capital and $500,000 in grant funding.
The Boys and Girls Club of McAllen enables all young people, especially those who need us most, to reach their full potential as productive, caring and responsible citizens. The organization envisions a future in which the Boys and Girls Club Movement is a catalyst for an age in which success is within reach of every child, and whole generations of children are inspired to a level of civic engagement not seen since the founding of the nation. The Boys and Girls Club of McAllen began in 1966, through efforts led by Othal E. Brand Sr., in a high school gym with a budget of $200 and 400 boys. Today, the organization provides youth and teen services at three Traditional Sites, two Afterschool Alliance Sites, and six 21st Century Sites with an annual operating budget of $3 million. The Boys and Girls Club of McAllen has grown to meet the needs of approximately 10,000 members. Over the past 45 years, the Boys and Girls Club has encouraged, supported and stimulated thousands of young people whose other choices were the loneliness of an empty house, or the risk associated with unsupervised activity. The Boys and Girls Club of McAllen is not simply a youth agency but a youth development agency. Every day youth members are offered relationships with caring, professional staff members. Programs have changed and the network has expanded to keep pace with changes in our society and the evolving needs of the community. Changing lives and building the future, the Boys and Girls Club of McAllen offers nationally-recognized programs in five core program areas–Character and Leadership Development; Education and Career Development; Health and Life Skills; Arts and Sports; and Fitness and Recreation including a variety of recreational sport leagues for youth ages four to 16 such as baseball, softball, basketball, volleyball and flag football.
Programmatic: Teen and youth members had the opportunity to get more involved with community events such as Boys and Girls Club Legislative Day in Austin, Texas. Members meet with Senators and State Representatives to share what the organization offers, why it is important and the importance of supporting bills that affect after school programs. Members also participated in community events such as Keep McAllen Beautiful events, March of Dimes, SPI Beach Clean Up, HEB Community Events, Job Fairs, Health Fairs, Youth Summits, Family Night OutMcAllen Crime Stoppers Event, VIVA-Crime Stoppers Event, McAllen Candlelight Posada, Lack’s Christmas Tree Contest, Skillastic Sport trainings and McAllen ISD events. Collaborations with other RGV Boys and Girls Clubs has greatly improved with trainings and special events shared and executed successfully throughout the year. Collaborations include SPI All Staff Training, National Program youth professional development trainings, RGV Professional Staff Association Meetings, South Texas Area Council Meetings, Sylvan Ace It! training (in which the organization had a 90 percent improvement in math Scores) and NASA Science Training. Boys and Girls Club of McAllen was the first nonprofit to participate in the HESTEC robotics competition at UTPA in October. A youth team members placed eighth out 64 entries. The Jr. Staff Program was a great success. The Program helps members develop interpersonal skills, work ethic and sense of community responsibility. Participants submitted applications along with letters of recommendations from teachers and/or coaches to Unit Directors. Interviews were conducted and over 50 positions were filled. Boys and Girls Club of McAllen and McAllen ISD-Instruction and Guidance have partnered to provide extra services to at-risk students. The Instruction and Guidance Center staff works with students at the Othal E. Brand Center as an incentive for participation and improved behavior. McAllen Ross Stores sponsored a Thanksgiving Dinner for all Club families at the Othal E. Brand Center. Ross Store managers and employees donated their time to serve and BGCM staff donated time to cook and prepare the meals. Staff and members also successfully collected canned foods and turkeys for Thanksgiving baskets which were delivered to over 30 families in the community.
Operational CDBG Funded Projects: Exterior and interior painting and roof renovations for the Othal E. Brand Center were completed including surveillance cameras, doors, frames, hardware, exit lighting, classroom and front desk renovations. The classroom kitchen is 95 percent complete and will be functional for the upcoming Summer Program. Insurance Funded Projects: The Othal E. Brand Center received extensive roof damage due to the April 2012 hail storm. Insurance proceeds allowed for roof replacement and installation of new HVAC system. Financial: Through the leadership and direction provided by the Board of Directors, the Boys and Girls Club of McAllen stabilized financially. This process started in Fiscal Year 2012 but was not fully realized until Fiscal Year 2013, allowing the Club to distribute an initial $30,000 check for the creation of a “rainy day” fund. With assistance from the City, the Boys and Girls Club successfully completed its first annual Tamalefest. This signature event will serve as another fundraising event further diversifying the Club’s revenue sources.
Improve programming for teens, youth and the popular summer program including: Complete implementation and operation of expanded teen program Implement a new model for evaluating and selecting Boys and Girls Club of McAllen Youth of the Year, the signature event for the Boys and Girls Club of America and which will become a signature event for McAllen. Objectives include having a teen Youth of the Year representing McAllen at the state level within three to five years and a youth representative representing McAllen at the national level within eight to 10 years Implement a standard training program for all youth professionals as improvement of youth programs begins with having trained and qualified staff provide pertinent and relevant programming to the largest member base–youths ages five to 12 Improve overall communication from the Boys and Girls Club of McAllen to the community, including promoting Club activities to the community and members; notifying sports members and parents with more timely and pertinent information; and marketing to donors and potential donors with relevant information on how donations positively impact Club members Complete Phase III of the facility improvement plan for the Othal E. Brand Center including updating all restroom facilities within the Club to ADA compliance standards and installation of a fire suppression system
The helps McAllen businesses succeed, accelerate connections, and enhance the image and quality of McAllen. Leading, partnering, and applauding efforts to improve McAllen, the Chamber continues to focus on impacting areas critical to the community’s success through: Creativity in several forms, especially the arts Innovation by encouraging new ideas and business opportunities; Convention Sales brought to McAllen by the Convention and Visitors Bureau, encouraging people to spend their money in McAllen, as well as Tourism to attract Mexican Nationals, Winter Texans, and Nature Tourists to come to the City and spend money; Small Business Development/Entrepreneurs by developing new programs and events that help small businesses make money and become more successful; and Quality of Place to help make McAllen an interesting and enjoyable place to live.
The McAllen Chamber of Commerce continues to aggressively promote McAllen in northern Mexico, specifically targeting Monterrey, for tourism and investment opportunities in McAllen. Local small business development remains a focal point for the Chamber of Commerce, and has been celebrated through events and meetings throughout Fiscal Year 2013. The Commerce supported members’ businesses via the hosting of six Business After Hours Mixers with 715 community professionals; showcasing of women-owned businesses at three All About Women events with 1,200 attendees; and the delivering of over 30,000 coupon books at three points of entry in the region: McAllen-Hidalgo, Anzalduas, and Pharr International Bridges. This past year, the Chamber also spotlighted fostering educational endeavors within the community. A total of $15,000 were raised for education initiatives through the successful Santa Fe Wine Classic, and $12,000 were raised for scholarships for McAllen ISD students at the Annual President’s Golf Tournament. The Chamber’s commitment to advance the community’s creative culture was also evident through the hosting of the Mexican Artisan Expo, which boasted over 10,000 attendees, and the attraction of 13,500 people with nine concerts and an average of 80 craft booths per event. As well, the Chamber awarded five Innovation grants totaling $45,000; one Business Plan Competition Grant totaling $5,000; and nine McAllen Arts Council grants totaling $9,400 to local organizations in need. The Chamber’s Convention sales and tourism enterprises included bookings of 38 events, 11,368 room nights, and responsiveness to 5,599 visitor information inquiries. Also, the Chamber hosted an annual Banquet with over 350 attendees honoring Becky Guerra, Woman of the Year, and Dr. John Gerling, Man of the Year. The Chamber too attracted over 6,300 attendees at the McAllen International Travel Show and 31,000 people at the Candlelight Posada, generated $1.7 million in 47 publications and electronic media articles, and $1.7 million in coverage through releases and pitches. Through its progressive innovation, the Chamber selected five projects for Innovation Grant Awards, and established the Mini Maker Faire with 50 exhibitors.
Enhance McAllen’s image as a top tier, convention, retail, sports, and nature tourist destination Enhance and promote McAllen as a destination point for Mexican Nationals for tourism, investment, and international trade Enhance members’ success by providing targeted marketing services, programs and events, and accelerated networking opportunities Enhance the arts, creativity, culture, music, food, education, and McAllen’s quality of place Foster innovation, entrepreneurship, and small businesses in the
The promotes a deeper appreciation for the arts and sciences through its exhibitions, cultural events, and educational programs; and preserves, expands, and displays its permanent art and science collections. The Museum’s vision is to become a gateway museum between North and South America, providing the community with world-class art and science exhibitions and excellent educational and cultural programming. As one of 1,400 Smithsonian Affiliates, and fully accredited by the American Alliance of Museums, IMAS provides a unique opportunity for its patrons to participate in hands-on science exhibits and to learn original works of art while encouraging creativity and innovation. The Museum's Permanent Collection includes over 9,000 pieces of Folk Art, Fine Art, Decorative Art, and a modest Geological Collection. IMAS serves over 70,000 visitors annually, 50 percent which are children from 4 to 12 years of age, and over 10,000
Exhibited “Quantics” from Sebastian, one of the world’s top five monumental sculptors; includes the display of “Sculptural Vision: A City Wide Exhibit” that consists of seven sculptures exhibited in key points of McAllen through October 2015
Secured contract from McAllen Independent School District for 2nd grade tours for the upcoming academic school year Offered in-kind tours for 600 students from the Southwest Keys Children Program
Worked with the Department of Physics and Astronomy of the University of Texas at San Antonio regarding nanotechnology and its influence on the artist’s work
Secured Anthropology Lectures with UTPA professors for the coming academic year
Completed professional development training for Education Department staff from Smithsonian Museum in Washington D.C.
Launched IMAS Legacy Project that will be taking place over a period of five years and culminating on the Museum’s 50th anniversary Increased facility rentals
Received sculpture entitled “Billow” as a gift from artist Richard Hyslin for the Museum’s permanent collection Received etching and lithograph entitled, “Family from Juchitan” as a gift from renowned Japanese artist Shinzaburo Takeda for the Museum’s permanent collection Attended (Executive Director and Curatorial Department) the Art, Science, Technology and Nature Symposium in San Antonio, Texas and met with Mexican artist Sebastian
Increased Gift Shop sales by 11 percent IMAS gift shop was featured in a national trade magazine, “Gifts, Souvenirs, and Novelties” Received donation of 11 Latin American art pieces for the IMAS permanent collection Sold out both annual fundraisers, “A Night at the Brew-seum” and “Collage”
Received a total of $19,600 through four different grants from JP Morgan Chase Bank, Time Warner Cable, Junior League, Inc. of McAllen and Texas Commission of the Arts
Google team developed an indoor Google map of the museum, one of only a few museums in the nation with this feature
Secured 90 percent funding to purchase an interactive permanent exhibition entitled DigiWall
Participated in Project Hire, an organization for children of special needs
Hired new curator
Completed a successful unqualified Audit for 2011–2012
Awarded a $3,000 grant from the Target Foundation to bring high school students for a tour of the Museum and to participate in a printmaking workshop Participated in Smithsonian Museum Day Live with 1,400 other museums nationwide Opened Permanent exhibition DigiWall to the public on September 28 for Smithsonian Museum Day Live
Increased the museum’s permanent collection through donations from artists in the amount of $237,076 Received $15,000 from BBVA Compass to purchase Smart Tablet and iPads Transitioned the restructuring of Education Department
Increase the Museum’ s success by building awareness, understanding and appreciation of the arts and sciences Strengthen the Museum’ s commitment to American Alliance of Museums’ and the Smithsonian Institution Implement standards of excellence, accountability, high professional standards, and continued institutional improvement Create and deliver dynamic and high quality experiences Inspire and better connect residents and visitors of all ages to IMAS’ creative exhibits and science initiatives Increase IMAS awareness and value throughout the Rio Grande Valley Manage and capitalize on IMAS resources Keep IMAS’ operating capacity commensurate with planned growth
(MEDC) is a non-profit organization contracted by the City of McAllen with a primary focus of recruiting advanced manufacturing companies to the McAllen and Reynosa area. MEDC’s vision for 2014 and the next 25 years is a strong scope that entails advocacy, customer service, job generation, and teamwork with City partners and the rest of the region. The MEDC believes a city should be more than just a site to do business. A city should offer unique shopping and dining opportunities, be rich with culture, and full of adventure. At MEDC, McAllen is more than just the place where we work, McAllen is our passion. McAllen has remained a premier location for business however, MEDC has a vision for McAllen extending beyond business. Through recruitment efforts, MEDC contributes and promotes economic development opportunities,
Recruited 770 jobs on the U.S. side and 10,100 new and recovered jobs on the Mexico side Attended trade shows in Nevada, Chicago, and California to build relationships with suppliers and network with possible recruiters and brokers Held the 6th annual Japanese supplier event where hundreds of Japanese suppliers met to learn more about MEDC and why McAllen/Reynosa is a strategic place to locate their companies Worked on a new vision and marketing plan to be implemented in 2014 Continued to reinforce relationships with the Reynosa Maquila Association, South Texas Manufacturers Association, US and Mexico manufacturers and supply chain partners Worked with The University of Texas-Pan American and the Korean Institute of Science and Technology to create a cooperative commercialization program for entrepreneurs from both regions
Create a friendly atmosphere aimed at assisting anyone who walks through the MEDC doors or calls its office Share experiences and stories with potential recruits to better inform them on the area through a qualitative approach Create content that promotes the positive aspect of our community Coordinate marketing efforts with the City of McAllen, McAllen Chamber of Commerce, McAllen Public Utility, and the McAllen Independent School District to build branding
The Korea Advanced Institute of Science and Technology specializes in science and engineering, education and research. MEDC hosted them for the third year in a row and continues to build relationships with international companies and organizations.
The is a place to learn about McAllen’s colorful history and offers historical exhibits, documents, writings, art, photographs, records, and films of traditional and cultural value. As a nonprofit corporation, the McAllen Heritage Center provides a place to exhibit and assist in the preservation of buildings, sites, works of art, documents, papers, pictures, records and writings of historical, traditional or cultural value; perpetuates those customs of the people and traditions and folklore which beautify and enrich the community of McAllen and beyond; discovers and works toward the development of areas of natural beauty and charm as well as those places of special natural history interests within the City and its environs; disseminates knowledge, promotes interest, encourages study and research and acts in an advisory capacity to interested groups of persons and organizations; educates the public, especially the youth of today and tomorrow, with the knowledge of the inherited regional values; and cooperates with other persons, groups, organizations and agencies in effectuating the Center’s objectives.
Held two fundraising and “awareness-raising” events: Folklife Celebration in October, through participation in PalmFest and Chuckwagon Dinner, a sold-out event
Offered an exhibit during July 4th for local war hero Fernando Resendez, whose war medals were delayed for 68 years following service in World War II
Received over 4,000 visitors from the region, other Texas cities, the United States and other countries
Presentation by Mr. Resendez and his family along with a reception for the public was well attended and was featured on KRGV Channel 5 news
MHC Board appointed a Managing Director to handle financial operations and the general management of the museum on a volunteer basis MHC worked with the Museum of South Texas History to develop first loaned exhibit, a historical collection of ranch and cowboy tools, clothing and other artifacts which remained at MHC for several months MOSTH has agreed to continue to work with MHC for loaned exhibits on an ongoing basis Installed surveillance cameras at museum entries for added safety and protection Submitted Capital Improvement Project applications for Fiscal Years 2014, 2015 and 2016 First application was awarded and will result in shade and sun block film installation in museum windows as well as wrought iron fencing around the MHC perimeter including a parking area Improvements completion is anticipated in early to mid 2014
Partnered with RGV Film Commission to bring fourReel Series seminars held on Saturdays at MHC Seminars were conducted by author Rogelio Agrasanchez Jr. who covered Mexican Cinema Offered exhibit dedicated to the history of McAllen’s longest serving cemetery “La Piedad,” which included a special presentation by Eddie Alaniz, the son of the leader of the cemetery’s renovation, enjoyed by a capacity crowd at the museum Opened Museum gift shop “La Tiendita” in February 2013: Inventory includes varied items for purchase Participated in the StoryCorps series featuring Spud Brown, Carmen De Leon, Nedra Kinerk and Elva Cerda being interviewed about old McAllen memories which will be permanently archived in the Library of Congress in Washington, D.C.
Continue fund-raising activities including participation in annual PalmFest Folklife Celebration, Chuckwagon Dinner, and membership dues Continue to seek and maintain community sponsors Continue to develop professional staff including hiring a curator/registrar to manage collection Provide training for staff in order to maintain an up-to-date professional museum for the community Engage the services of a grant writer to augment fundraising activities to ensure ongoing success Meet the challenges of developing new historical exhibits and collection management at MHC, assurance of ongoing cataloging in a systematic fashion Implement a more cohesive and mainstream marketing strategy to improve awareness of the Museum Sustain leadership development, volunteer development and board succession as a priority Develop more children's programs, storytelling sessions and other historically- centered activities that will draw more visitors to MHC Continue to work closely with the Museum of South Texas History with the exhibit exchange program and other resources Work to form solid working relationships with our local history museums in order be more effective in carrying out MHC’s mission in this Region Work towards funding the implementation of the video historical series project which will feature local historians and citizens that wish to share a bit of old McAllen memories. The stories will be recorded and archived at MHC where they will be shown regularly Begin steps to develop a new satellite exhibit at McAllen Public Library or McAllen-Miller International Airport
The engages, inspires and educates through excellence in the live performances of great music, improving life in a diverse community through artistic excellence in the performance and preservation of great music. STSA is populated with over 70 musicians from the Rio Grande Valley, unique compared to most orchestras. The Association’s most popular concerts like the Holiday and Pops concerts are held at the McAllen Civic Center, selling out to over 1,700 people. STSA has played a leading role in the cultural life of the community. Almost 100,000 students in grades 3-5 have been introduced to classical music through STSA’s Annual Educational Concert Programs. These concerts explore the artistic, historic, cultural and social context of music while introducing students to basic musical concepts and orchestra repertoire. Before the concert, students are provided with educational materials and recordings to recognize and gain exposure to the music prior to the live experience. The goal of the Educational Concerts is to encourage students to examine the nature, meaning and value of the arts in the community and in the world at large. The South Texas Youth Symphony Association provides the next avenue for children to become much more involved with music through their own concert series. Some children have accomplished great successes as new members of the Valley Symphony Orchestra. The STYS seeks to inspire community support for classical music and to promote its value through public performances and music education programs.
Ambitious ticket sale goals exceeded expectations thanks in large part to the citizens and business partners of McAllen and the Rio Grande Valley, securing funds to bring in guest artists from around the world, exposing audiences to cultures rarely seen in McAllen. STSA is garnering a reputation as the gateway of cultural exchange between the United States and Mexico. Association efforts were captured in original TV and radio programming with the help of PBS to promote educational and cultural enrichment goals, introducing the community to new artists and musicians which in turn garnered additional financial support. Expanding audiences were treated to educational concerts for elementary and middle school children, concerto competitions for the South Texas Youth Symphony Orchestra, chamber concerts held at the IMAS, and grand symphony concerts which are held at the McAllen Civic Center. The majority of STSA programs were 90 percent sellouts.
Increasing attendance is at the heart of STSA’s mission. With an increase in attendance, the Association can add to the musical variety and expand the ever‐growing educational concerts aimed to educate and foster a greater cultural awareness of music and the arts. STSA’s success in 2013 has exposed a need to increase the amount of concerts for citizens as most have sold out. Expanding the number of concerts by introducing an outdoor concert experience, concerto competitions for the South Texas Youth Symphony Orchestra, increasing the number of educational concerts for children, and expanding a number of chamber offerings for the City of McAllen are primary goals. The STSA is excited to prepare for the transition to McAllen’s Performing Arts Center. The new venue will help the Association invite and attract guest symphony conductors, musicians, and composers from around the world that will undoubtedly enhance the experience for our audience and musicians that call the Valley home.
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The 2014 Annual Report reflects the efforts and energies of . Sincere thanks to the staff members of the departments, educational institutions and community partners featured in this publication for contributing information, insights and photographs. This publication additionally benefited from photography provided by the City’s Public Information Office.
Carla M. Rodriguez
Amy Sepulveda
2014 Annual Report and State of the City Address Brochure Production by the Grant Administration Office
Claudia L. Farias Jaime D. Guzman Claudia Reyna
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