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CITY OF LAREDO ANNUAL BUDGET WORKSHOP M2004-W-002 CITY COUNCIL CHAMBERS 1110 HOUSTON STREET LAREDO, TEXAS 78040 AUGUST 9, 2004 5:30 P.M.
I. CALL TO ORDER
With a quorum present, Mayor Elizabeth G. Flores called the meeting to order. II. ROLL CALL
In attendance:
Elizabeth G. Flores, Mayor Alfredo Agredano, Council Member, District I Hector Garcia, Council Member, District II John C. Galo, Council Member, District III Johnny Amaya, Mayor Pro Tem, District IV Johnny Rendon Council Member, District V Gene Belmares, Council Member, District VI Jose A. Valdez, Jr., Council Member, District VII Juan Ramirez, Council Member, District VIII Gustavo Guevara, Jr., City Secretary Larry Dovalina, City Manager Cynthia Collazo, Deputy City Manager Jaime Flores, City Attorney
III. PLEDGE OF ALLEGIANCE
Mayor Elizabeth G. Flores led in the Pledge of Allegiance. IV. COMMUNICATIONS
V. DISCUSSION AND POSSIBLE ACTION REGARDING THE PROPOSED FISCAL YEAR 2004-2005 ANNUAL BUDGET.
A. Introduction of the budget by City Manager Larry Dovalina, including budget process, vision and goals, debt service, financial policies, and proposed personnel changes.
Larry Dovalina, City Manager, read the following statement:
“Honorable Mayor Elizabeth G. Flores and Members of the City Council:
Laredo is experiencing some of the most dynamic and exciting times we have ever seen! While some of what our community faces is challenging, together, we forge the necessary paths of progress, keeping with the fighting, rugged spirit of our ancestors that established this community over 249 years ago.
In accordance with the local and state law, I am pleased to present for your consideration the lean Annual Operating Budget for the fiscal year October 1, 2004 through September 30, 2005.
As we continue to provide services without cutting jobs, the product you see before you represents the effort and sweat of many City employees who undertook the formidable task to balance the budget.
This financial statement represents an overall plan for the City and was developed to offer a program of expenditures consistent with the growing needs of our community. I plan to maintain the high levels of service that have catapulted our City to standout positions over the last few years. Laredo created more jobs last year than any other City in the state. The Texas Work Force Commission reported Laredo created 3, 100 new jobs and had the most percentage of growth in new employment. That’s probably why last year the Gateway City was named the “Best Performing City” in the state of Texas and 7th in the nation in the areas of job creation, economic growth and thriving businesses.
Policy Statements and Goals
As the chief operating administrator of the city, I have implemented measures that ensure staff has instituted the strategic plan, adopted by the Mayor and City Council in December 2003, that addresses policies and one-to-five year goals. The budget process incorporated these future achievements into action and critically evaluates the effectiveness of existing programs to assess resource allocation and ensure successful accomplishment. The following highlights demonstrate the integration of the strategic plan into the budget.
Paths to security: Public Safety
The City continues to develop the City’s Community Oriented Policing Services (COPS) philosophy, by building police workstations in strategic locations and working through Community Oriented Policing Service Grants. Three new police workstations to be located at 5210 Hwy 359, 9402 NE Bob Bullock Loop and 13301 Mines road will open in the new fiscal year. Police Trust Fund (PTF) money was allocated for the construction of each station, showing a zero impact on the budget. Fifteen (15) Patrol Officer Cadets will be added to the Police force thanks to a $1,141,000 COPS grant acceptance for the next three years.
The proposed FY 2005 budget includes 385 full time peace officers and 333 full time certified firefighters and emergency personnel, which includes an additional Deputy Fire Chief. Both Police and Fire have increased their strength by 47 and 62 respectively. Total strength for the Police, after the addition of the 15 Patrol Officer, will be 400. Ambulance service and emergency medical technicians will continue to be a major component of the Fire Department.
Forty-seven new police sedans will be patrolling Laredo’s streets in the new fiscal year and other plans to enhance public safety are underway. For example, staff and I are currently working on requesting assistance from the State Home Land Security Grant Funds to implement a citywide interoperability communication system. This would entail a major upgrade to the current communication system to a new 800 MHz trunking system. The total project cost is estimated at $8,000,000 of which $5,000,000 is being requested from the State Home Land Security Grant Fund and $3,000,000 of which $3,000,000 to be funded with a proposed 2005 Certificate of Obligation (C0).
A bold measure to reinforce and better stabilize Police efforts to combat narcotics related criminal activity is evident in this budget document. Eight vacant positions were filled with former members of the multi-agency narcotics taskforce because of the need to augment our current in-house narcotics squad to substantially increase local productivity output in the number of investigations, arrests, money seizures and having the unit’s availability for targeting street level neighborhood drug activities. This allows for other outside agencies to take a greater role in the multi-agency task force and betters the City’s position to attain local goals in the war on drugs. The Laredo Police Department’s paramount objective is to cost effectively regain local control over the narcotics enforcement needs of our community. This could result in asset seizure proceeds going directly to the Police Trust Fund. The PTF has already afforded Laredo millions of dollars worth of equipment and departmental enhancements that could not have been attained without the alternative funding source.
On the fire front, staff is focusing on promoting the Laredo International Fire & Law Enforcement Training Facility and providing additional revenues for General Fund in the process. To fortify their marketing efforts, the Fire Department partnered with the Texas Engineering Extension Service (TEEX) to establish a contract with them to conduct training in the facility.
Progressive Inland Port
As the largest inland port on the Southern United States border, transportation remains a priority focus for the Gateway City. In 2003, North and Southbound pedestrian crossings totaled over 4.1 million, non-commercial crossings totaled over 8.5 million, and commercial truck crossings totaled over 2.7 million. Laredo will maintain this coveted title now and in the future with the addition of another international crossing and major enhancements to both of its dedicated non-commercial bridges.
As you know, the City of Laredo obtained approval from the Texas Transportation Commission on May 27, 2004 on the presidential permit application for a proposed fifth international bridge. This approval cleared the way for continued processing of the City’s application previously submitted to the U. S. Department of State. It is anticipated that the city will successfully obtain the necessary Presidential Permit within the next fiscal year. Subsequent steps would include initiation of design and securing a U. S. Coast Guard Permit and clearance from the International Boundary and Water Commission.
The Laredo Bridge System (LBS) continues with improvements through the El Portal project, where Bridge I, Gateway to the Americas, will get a $19-million facelift. This aesthetic process goes beyond skin-deep improvements and also offers a much-needed boost to downtown business and commerce, by developing an area that will add momentum to the revitalization of this important business sector. Lanes will be added to Bridge II, Lincoln-Juarez, for processing north – and south-bound traffic as well as an enhanced technological processing equipment package, in conjunction with the Department of Homeland Security, that will allow pre-approved frequent travelers to enter the U. S. without having to be stopped and inspected. The big picture means added crossings, revenue and enhanced customer service, making Laredo an international port to be reckoned with today and beyond.
Reminding state and federal legislators of this important status and its impact on Texas and the U. S. is an ever-evolving process. Laredo stays at the forefront of those minds by actively participating with the North American International Trade Corridor Partnership, Texas border Infrastructure Coalition, Border Trade Alliance, Texas Municipal League, national League of Cities, the U. S. Conference of Mayors, Texas City Management Association, and the International City Management Association. In addition, the proposed FY 2005 budget includes $390,200 for legislative support services to federal and state consultants. The City will continue its active involvement in all government areas to better serve the citizens of Laredo.
While Laredo maintains its international infrastructure, it must concentrate within City limits on its thoroughfares. The FY03-04 Transit system budget includes $6,000,000 for the construction, repair and maintenance of City streets. These funds are designated for 15 projects such as the Calton Rd. reconstruction, Hillside/McPherson Intersection and Santa Maria reconstruction to name a few.
Riverfront Revitalization
The aforementioned El Portal project also includes components that address one of the strategic planning goals to develop structure and staffing to insure that the Rio Grande riverfront achieves its full potential by providing recreational place and added ecologically sound amenities to the Gateway City. This project would also address quality of life issues while simultaneously enhancing the riverfront for tourists and Laredoans.
As you also know, recreational green space along the City’s riverbanks and creeks, like Zacate and Chacon, will soon tie in all waterways through a linear park. This added recreational space would draw people back to the City’s most precious of natural resources, hopefully instilling a renewed sense of pride and stewardship in Laredo. During FY2004 the City purchased 59.85 acres of vega land in order to continue the goals of the strategic plan.
Paths to Diversification
On the path to progress, Laredo continues to see new business setting up shop in all sectors of the City. In 2003-2004, Laredo saw some additions to its business landscape: Starbucks; Papa John’s Pizza, Marble Slab Creamery, Enterprise Rent-a-Car; Rocky Mountain Chocolate Factory; Krispy Kreme Donuts; Red Lobster; Family Nissan, and the Bank of America to name a few. Many of these new businesses first scouted Laredo and spoke with the professionals at the Laredo Development Foundation (LDF) to determine the viability of the Laredo market. In partnering with them, Laredo has greatly benefited from the expanded tax base. Therefore, the City of Laredo will maintain its portion of funding to LDF. The Laredo Development Foundation continues to work with various companies who have shown interest in establishing new restaurants, hotels, retail outlets, and service industries in Laredo that would provide new value added jobs and more importantly a diversified economy.
The City offers a tax abatement program for new businesses. Although it has had a minimal impact on tax revenues, thus far, the city continues to provide an incentive for business expansion. Qualified businesses are eligible to reduce up to 100% for up to five years of taxable value provided they meet certain requirements. Each applicant would have to invest a minimum amount of money and create a fixed number of full time jobs. The City is currently considering several applications for tax year 2005.
Laredo’s progressive paths are not limited to land; another major player in economic diversification is the Laredo International Airport. It has recently exceeded the air-cargo warehouse capacity of both San Antonio International and Austin Bergstrom International Airports. Due to major enterprises and private investment, the airport boasts 366,000 available square feet. The LIA has also experience an increase in passenger traffic for all carriers. This success will continue due to the millions in grant funds awarded to Laredo from the Federal Aviation Administration. Some of the grants include discretionary funds, and money dedicated to specific safety and security enhancements of the facility.
Parks & Paths: Building Social Infrastructure
Keeping with the strategic plan, parks and recreational facilities have abounded over the last year and this aggressive process will stay on track next year. In the works is a proposed Tax Supported CO for FY 2005 that includes over $2,000,000 for parkland and amenities to improve the quality of life for the citizens of Laredo. These specific plans are in the Capital Improvement Program. As of June of 2004 the city has invested over $4,000,000 in the following parks: Inner City Park, Eastwood Park, Mario Tijerina Park, El Cuatro park, and Lafeyette & Farias Park.
Clearing the Path to a Clean City
Significant strides along the path to a cleaner more aesthetically pleasing Laredo have been made and the FY 2005 budget will continue to build upon the already strong foundation set forth by the Mayor and the City Council. One prime example of this is the Green Space Preservation Ordinance. One of the first of its kind in Texas, it will aid in the creation and preservation of green spaces around creeks and waterways, which will not only enhance Laredo’s looks, but also provide greater recreational amenities for its citizens.
In a greater effort to engage the public in community stewardship, the City is establishing a Keep Laredo Beautiful affiliate organization, a non-profit group. This organization will focus on beautification efforts, especially efforts on reducing litter, and promoting community pride. In order to develop lasting strategies for a clean city, the goal of the entity will concentrate on developing partnerships between the City, citizens, and the private sector.
Staying on the path to a cleaner City, a litter abatement ordinance focusing on commercial by-products is in the works. Proposed language would be a compromise between business and enforcement authority to address cleanup efforts by commercial retailers. The ordinance is currently under review by the Citizens Environmental Advisory Committee and will be presented to the Mayor and City Council.
Revenues & Expenditures for Major Funds
General Fund
Revenues
The City’s General Fund continues to be challenged by the demand for more city services and infrastructure. As the City continues to grow, the demand for more police and fire protection, garbage pick-up, and larger facilities to better service our citizens continues to grow as well. The current year, FY 2003-2004, tax rate is $0.641761 per $100 assessed valuation. The FY 2004-2005 property values are projected to increase by 7.3% over the estimated FY2003-04 amended valuation. The Webb County Appraisal District (WCAD) provided an estimate of 95% of valuations for FY 2004-05 of $6,520,643,200.00. The increase in valuation is due to projected new improvements and revaluation by the WCAD.
During FY 2003-2004, sales tax revenue has stayed in line with the growth that was projected. Sales tax revenue is estimated to come in at $19,233,114, which translates into $81,537 or .4% over budgeted sales tax revenue. FY 2004-2005 projects sales tax revenue at $20,386,101, which is a $1,153,987 or 6% increase over FY 2003-2004 estimates. The General Fund receives a transfer from the Bridge Fund in the amount of fifty percent (50%) of Bridge Toll receipts. The FY 2004-2005 budget reflects a transfer from the Bridge Fund of $16,972,489, which translates into a $414,513, or 2.5% increase over FY2003-04 estimates.
Estimated revenues for FY 2003-04 are $92,629,186. The proposed FY 2004-2005 budget proposes revenues of $98,880,183. The projected increase in revenues is $4,869,645 or 5.3% over estimated FY 2003-2004, excluding one-time revenues.
Expenditures
The FY 2004-2005 proposed budget includes a 2.3% cost of living increase to all city employees (except Fire and Police), an average 3% merit increase, a 5% increase for health insurance premiums for all city employees and a .49% increase for the Texas Municipal Retirement System, which translates to an increase of $1,648,019.
The Police contract called for a salary survey of the index cities in FY 2003-2004 to determine the salary rate increases for FY 2005. The results translated to an increase of $1,069,125. In FY 2004-05 proposed budget Police overtime was increased by $500,000.
Measures to reduce the impact of the aforementioned expenditure increases in FY2004-2005 include the deletion of seven (7) full time and 11.78 full time positions were frozen for the FY2004-2005 for a savings of %550,898. The proposed Third Party was also reduced.
Estimated expenditures for FY2003-2004 are $91,732,812 which represents a decrease of $3,331,391 or 3.5% under FY 2002-2003. The proposed FY 2004-2005 budget proposes expenditures of $98,880,183. The proposed increase in expenditures is $7,147,371 or 7.8% over estimated FY 2003-2004.
Hotel-Motel Fund
Progressing along the path of promotion, Laredo must sell its attractions and events unique to the Gateway City and this two-nation shopping destination.
The Hotel-Motel Fund provides for the Convention and visitors Bureau (CVB) and various third party agencies that promote tourism, as well as, historical aspects of Laredo. In addition, the General Fund receives funding for City Promotion and the Civic Center receives funding for operations, debt service, and CIP projects. The Public Access Channel receives funding from Hotel-Motel for the promotional programming of the City that is produced and aired on our local public access channels.
Hotel-Motel Occupancy Tax revenues for FY 2004-2005 are projected to meet $3,095,943 which represents an increase of $129,628 or 4.4% over last year’s estimated occupancy tax revenue.
Laredo has done such a great job of selling itself and has reached such significant milestones that added monies are proposed for the FY 2004-2005 budget to accommodate the Miss Texas USA Pageant, Laredo’s 250th Anniversary Celebration, and the CHL All Star Game. It is an increase of $350,555 or 17.4% more than the estimated fiscal year 2003-2004 for the CVB.
Parking Meters Fund
The mission of the Parking Meters Fund is to facilitate and improve parking availability by maintaining and properly enforcing parking regulations in the Central Business District. Parking meter collections revenue for proposed FY2004-2005 budget reflects a $25,221 or 4.4% increase compared to FY2002-2003 actual. In addition, FY 2003-2004 parking lot facilities revenue is estimated to be at $512,542, which translates into an $84,542, or 19.8% increase over FY2003-2004 amended budget.
Estimated total expenditures for FY2003-2004 reflect $2,117,625, which translates into a $486,838 or a 29.9% increase over fiscal year 2003 actual total expenditures.
General Obligation Debt Service
During FY2003-2004, The city issued new debt in the amount of $13,535,000 for various projects including $6,015,000 for 25 automated garbage trucks, $6,100,000 for construction, repair and maintenance of City Streets, and $1,420,000 for the purchase of additional land for parking facilities in downtown which will help stimulate downtown revitalization.
Bridge Fund
Estimated toll receipt revenues for FY2003-2004 are $33,115,951 which represents an increase of $678,445 for a 2.1% over FY2002-2003 actual toll receipt revenue collected. However, staff estimates a revenue budget shortfall of approximately $391,421 in FY 2003-2004 compared to FY 2003-2004 original budget. The proposed FY 2004-2005 budget projects expenditures of $33,922,645. The increase in expenditures is $735,981 or 2.2% over the estimated FY 2003-2004.
Estimated expenditures of FY2003-2004 are $33,922,645. Estimated total expenditures are expected to fall below budgeted expenditures by $509,508 or 1.5% as a contingency plan to cut back expenditures due to the shortfall in projected revenues. The proposed FY 2004-2005 budget projects expenditures of $33,922,645. The increase in expenditures is $735,981 or 2.2 over estimated FY 2003-2004.
Closing Comments
The total of operating expenditures and transfers is $344,620,114. I am proud to present a balanced and lean budget that was the culmination of a tremendous effort on the part of all City departments. While each department knows the path to progress respectively, the team approached the task with the greater good of the community at heart. I would like to call particular attention to the dedication, commitment, and the long hours of hard work by the Budget Department, as well as, the financial Services Department, and the Administrative Services Department.
I would like to thank all City employees dedicated to providing quality municipal services to Laredoans and who are committed to the success of our City as we strive to keep pace with the tremendous progress of Laredo. Together, we will forge the new paths necessary for triumph, started by Don Tomas Sanchez and his family 249 years ago.”
Sincerely,
Larry Dovalina, City Manager
Noe Hinojosa, Financial Advisor for the City of Laredo, explained that he is not an employee of the City of Laredo but serves as extended staff that must review and scrutinize debt service so he can make financial recommendations to Council. He must assure that all figures that are presented to Council are consistent with the figures that were presented over the past ten (10) to twenty (20) years in terms of issues of debt. He added that despite the fact that Laredo has met some unexpected challenges over the last two or three years that the growth has been sufficient enough to compensate where those challenges have been presented before Council. The City has a sheet of liability of $300,000,000 which is comprised of various forms. The City has a property tax supported debt which a portion of the tax rate is dedicated to the retirement debt. Basically, the budget and the service fund section of the budget will illustrate that $190,000,000 of the $300,000,000 is for property tax supported debt.
Larry Dovalina, City Manager, explained to the Council that he is in the process of reorganizing several City Departments. He noted that he is creating a Financial Services Group which includes Finance, Budget, and MIS and they will be under the supervision of Heberto Ramirez. He announced that Jessica Hein will be promoted to Executive Assistant to the City Manager and she will be in charge of Special Projects, 911, Fleet, and Parking Divisions. Finally, he said that he will be reclassifying other departments and rewarding other employees; however, he will approach the Council before announcing the changes to the general public.
B. Ad-valorem tax rate.
Elizabeth Martinez, Tax Collector Assessor, gave the following presentation:
Significant improvements in our Operations
Electronic Processing of
Mortgage Payments Files Name and address changes reported by the WCAD Pay Station Utility Payments Tax Credit Refunds Interfacing Hotel Motel Receivable in the IS400
Current Year Collection Rate W/Original Roll
Tax Year Collection Rate %Increase From Previous Year
2003 96.82% 1.46% 2002 95.36% (.55%) 2001 95.91 .87% 2000 95.04
Prior Year Collection Rate w/Original Roll
Tax Year Collection Rate % Increase
2003 40.31% 8.00% 2002 32.31% 1.83% 2001 30.48% 1.44% 2000 29.04%
Truth in Taxation A Guide for Setting Tax Rates
The Texas Constitution and Property Tax Code embody the concept of truth-in-taxation to require taxing units to comply with certain steps in adopting their tax rates.
Truth in Taxation Purpose
To make taxpayers aware of tax rate proposals, and To allow taxpayers, in certain cases, to roll back or limit a tax increase.
Four principals in Truth in Taxation
Property owners have the right to know of increases in property value and estimated taxes that could result from the new value. Most taxing units must publish effective and rollback rates before adopting an actual tax rate. Most taxing units must publish special notices and hold a public hearing before adopting a tax rate that exceed the lower of the rollback rate or 103 percent of the effective tax rate. If a taxing unit adopts a rate that exceed the rollback rate, voters may petition for an election to limit the rate to the rollback rate.
Effective Tax Rate
The effective tax rate is a calculated rate that would provide the taxing unit with about the same amount of revenue it received in the past year, on properties taxes in both years. (Does not include property annexed or new improvements built after January 2003.)
Rollback Tax Rate
The rollback rate is a calculated maximum rate allowed by law without voter approval. It provides the taxing unit with about the same amount of tax revenue it spent the previous year for day to day operations, plus an extra eight (8) percent for those operations, and sufficient taxes to pay its debs in the coming year.
Preliminary Effective & Rollback Tax Rate Comparisons
Tax Year Tax Year 2003 2004 Effective Tax Rate .602758 .605067 Rollback Rate .641761 .638270 Adopted Tax .641761 .638270 (Proposed)
City of Laredo Tax Rate History
Tax Year Rate Increase/Decrease from Prior year
2004 .638270 (.003491) 2003 .641761 .011227 2002 .630534 .54176 2001 .576358 .00000 2000 .576358 .007140
C. Personnel issues, including proposed employee pay plan and employee health and benefits plan.
Dan Migura, Administrative Services Director, gave the following presentation:
Proposed Pay Plan
2.3% (COLA) Cost of Living Adjustment Effective Date 09/26/04 Except Unless otherwise addressed by the Collective Bargaining Agreement Retain the Current Merit Pay Plan
Cost of Living Adjustment Summary
2004-2005 2.3% Proposed COLA
2003-2004 1.6% 2002-2003 2.8% 2001-2002 3.0% 2000-2001 1.6%
Entry Level Wages of Index Cities
San Antonio $8.75 Laborer El Paso $8.57 Laborer McAllen $8.30 Laborer Laredo $7.48 Laborer Brownsville $7.43 Laborer Harlingen $7.31 Laborer Corpus Christi $7.23 Laborer
Average hourly salary $ 7.93
Entry Level Wages of Local Entities
Location Title Salary
Webb County Custodian $8.25 City of Laredo Custodian $7.48 L. I. S. D. Custodian $6.51 L. C. C. Custodian $6.40 TAMIU Groundskeeper $6.19 U. I. S. D. Custodian $6.23
Merit Distribution
Percentage of Increase Evaluation Evaluations Procd.
0% 2.9 or less 10 constantly below standard 1% 3.0 – 3.49 35 Occasionally below Standard 2% 3.5 – 3.99 115 Meets all standards 3% 4.0 – 4.49 382 Occasionally exceeds Standards
4% 4.5 – 5.0 449 Consistently Exceeds
Based on 991 Annual Performance Evaluations received between 10-01-03 through 8-8-04
Motion to instruct staff to amend the ordinance regarding director evaluations. The amendment should allow for subordinate employees to evaluate their directors. The amendment should provide information to the City Manager that will assist him in which would allow provide City Manager information on ways to improve departments.
Moved: Cm. Galo Second: Cm. Valdez For: 8 Against: 0 Abstain: 0
Motion to instruct City Manager to implement recommended pay plan.
Moved: Cm. Ramirez Second: Cm. Rendon For: 8 Against: 0 Abstain: 0
Facts
Escalating Medical and Prescription Cost Trends continue to Deplete the City’s Health and Benefits Fund
Since the plan was implemented in 1989 the following modifications have occurred:
1991 Rate Adjustment 1996 $10.00 Physician Office Co-Payment Introduced October 2000 10% Rate increase October 2001 20% Rate Increase and Plan Modification October 2002 10% Rate Increase October 2003 5% Increase and Plan Modification
Employee health Benefits Plan Adjustments Last Year
Increased Medical Contribution Rate by 5% Increased Preventative/Wellness Benefits from $200 to $400 Increased Dental Contribution Rate by 10%
Options Considered
Increase Deductible Increase Out of Pocket Maximum Change Prescription Plan Mac B to Mac A or C Increase Medical Contribution Rate (20% to 35%)
Proposed Employee Health Benefits Plan
Increase Medical Contribution Rate by 5%
Proposed Dependent Medical Contribution
Current Proposed Adjustment
Regular $108.97 $114.42 $5.45 Employee
Bi-Weekly Deduction
Civil Service $98.05 $102.95 $4.90 Employee
Bi-Weekly Deduction
Medical Claims
00-01 $7,919,202 (Amount budgeted $5,750,000) 01-02 $6,512,472 (Amount budgeted $6,612,500) 02-03 $6,798,080 (Amount budgeted $6,804,375) 03-04 $7,488,369 (Amount budgeted $7,144,594 Pending 2 reporting months)
Prescription Claims
00-01 $1,463,706 (Amount Budgeted $924,300) 01-02 $1,175,257 (Amount Budgeted $1,127,646) 02-03 $1,330,969 (Amount Budgeted $1,480,384) 03-04 $1,165,467 (Amount Budgeted $1,544,403)
Stop Loss
00-01 $566,393 (Amount Budgeted $467,337) 01-02 $938,478 (Amount Budgeted $701,615) 02-03 $946,718 (Amount Budgeted $1,127,629) 03-04 $746,712 (Amount Budgeted $1,296,773)
Motion to instruct City Manager to implement recommended medical contribution rate increase of five (5) percent.
Moved: Cm. Agredano Second: Cm. Garcia For: 8 Against: 0 Abstain: 0
Example:
Grade 23 Entry Level Employee Cola & Merit Impact
Hourly Rate Annual Rate
Current Hourly Rate $7.31 $15,204.80 +With 2.3% Cola $7.48 $15,554.51
+With 3% Merit Increase $7.70 $16,021.15 Example:
Monetary Impact of an employee with Dependents (2.3% Cola, 3% Merit Increase and 5% Medical Contribution Adjustment)
Laborer Grade 23
Hourly Rate Annual Salary
Current Hourly Rate $7.31 $15,204.80 With Cola 2.3% $7.48 $15,554.51 With Cola & 3% Merit $7.70 $16,021.15 Net Increase $.39 $816.35 (5.4%) -Less 5% Annual Med $141.70 Total Annual Increase $674.65 (4.4%)
D. Proposed General Fund highlights.
Martin Aleman, Budget Director, gave the following presentation:
Consolidated Budget Total Available $424,313,416
Permanent Fund $ 61,821 Enterprise Fund $170,937,361 General Fund $109,796,583 Special Revenue $ 87,108,655 Debt Service $ 28,246,122 Internal Service Fund $ 23,685,656 Improvements Fund $ 3,588,546 Other Programs $ 888,672
Consolidated Operating Revenues $322,741,375
Debt Service 13% Bridge 11% Water 7% Transit System 5% Sewer 5% Solid Waste 5% Other 4% Health & Benefits 4% Community Development 4% Sports & Community 2% Risk 1% Fleet 1% Airport 1% Hotel Motel 1% General Fund 31%
Consolidated Operating Expenditures $344,620,114
Debt Service 12% Bridge 10% Water 8% Solid Waste 6% Transit System 6% Sewer 5% Other 5% Health Benefits 4% Special Police 4% Health 3% Sports Community 2% Community Development 2% Risk 1% Airport 1% General Fund 30%
General Fund Revenues
Charges for Bridge 26.29% Franchise Fee 6.1% License & Permit 6.2% Other Financing Resources 2.7% Fines & Forfeits 2.7% Rents & Royalties 0.7% Reimbursements 0.6% Fees & Collections 0.6% Intergovernmental 0.4% Taxes 55.8%
FY02-03 FY03-04 FY04-05
Property Taxes $25,326,758 $29,243,814 $31,871,152 General & Use Tax $18,037,788 $19,233,114 $20,387,101 Bridge Transfer $16,218,753 $16,557,976 $16,972,489 Electric Franchise $ 3,907,595 $ 4,035,177 $ 4,145,912 Municipal Court $ 2,075,065 $ 2,514,452 $ 2,630,601 Telecommunications $ 2,673,325 $ 2,683,550 $ 2,809,859
Tax Rate History
FY01-02 FY02-03 FY03-04 FY04-05 Debt 0.140480 0.145776 0.141113 0.128323 M & O 0.435878 0.484758 0.500648 0.509947
Valuations
FY01-02 FY02-03 FY03-04 FY04-05 $5,095,724,179 $5,553,035,309 $6,076,978,885 $6,698,725,196
Sales Tax Trend History
FY02-03 FY03-04 FY04-05 Arena $ 4,509,447 $ 4,810,513 $ 5,051,038 Transit $ 4,331,368 $ 4,564,295 $ 4,792,510 City $18,037,788 $19,233,114 $20,387,101
General Fund Expenditures
Public Safety 58.8% Traffic 3.6% Government 12.8% Cultural 9.7% Other Uses 8.8% Public Works 5.8% Health 0.5%
Personnel Cost by Activity
FY02-03 FY03-04 FY04-05
Public Works $ 3,867,169 $ 4,398,232 $ 4,399,424 Cultural $ 6,160,024 $ 4,872,990 |