City of Alvin Annual Budget

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City of Alvin Annual Budget

Fiscal Year 2022

Adopted by the City Council on September 2, 2021

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Fiscal Year 2021-2022

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City of Alvin Fiscal Year 2022

Budget Cover Page This budget will raise more revenue from property taxes than last year’s budget by an amount of $501,433, which is a 4.21 percent increase from last year’s budget. The property tax revenue to be raised from new property added to the tax roll this year is $369,353.

FOR: Glenn Starkey Keko Moore Gabe Adame Richard Garivey Martin Vela Joel Castro Chris Vaughn

AGAINST: PRESENT and not voting: ABSENT: Property Tax Rate Comparison FY2021-2022 FY2020-2021 Property Tax Rate $0.768000/100 $0.768000/100No-New Revenue Tax Rate $0.755504/100 $0.718765/100No-New Maintenance & Operations Tax Rate $0.620895/100 $0.814229/100Voter Approval Tax Rate $0.829900/100 $0.804325/100Debt Rate $0.138794/100 $0.132566/100

Total debt obligation for CITY OF ALVIN secured by property taxes: $2,340,833.

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Mission Statement

A city government staffed with individuals who, through cooperation, teamwork and pride, serve to provide the highest level of services to

its community.

By investing in the growth and development of our employees, we secure a value-centered approach for customer service.

This investment results in strategic partnerships, fostering mutual

trust and respect throughout our community.

The City of Alvin remains committed to fiscal responsibility; a strong work ethic; and the belief that our citizens are our customers.

Serving with Pride

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Mayor and Council

Top Row (L to R):

Glenn Starkey Councilmember District D

Keko Moore Councilmember At Large 1

Gabe Adame Councilmember District E

Richard Garivey Councilmember District C

Martin Vela Councilmember District A

Bottom Row (L to R):

Joel Castro Councilmember At Large 2

Paul Horn Mayor

Chris Vaughn Councilmember District B

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City Administrators

Junru Roland Dixie Roberts Suzanne Hanneman City Manager Assistant City Manager/ City Attorney City Secretary Michael Higgins Robert Lee Rex Klesel Director of Administrative Chief of Police Fire Administrator Services Michelle Segovia Ron Schmitz Dan Kelinske Brandon Moody City Engineer EMS/Emergency Director of Parks Public Services Management Director and Recreation Director

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Table of Contents

Transmittal Letter ......................................................................................................................... 1-12

Budget Summaries Section (Tab 3)

Budget Calendar ............................................................................................................................... 14

Alvin City Map, History, Community and Demographics ........................................................ 15-22

Strategic Plan ............................................................................................................................. 24-52

Master Plans ............................................................................................................................... 54-66

Policies:

Budget Process ............................................................................................................... 68-70

Accounting System ........................................................................................................ 71-75

Financial Management Policy Statements ..................................................................... 76-94

Fund Balance Policies .................................................................................................... 95-96

Administrative Policies ........................................................................................................ 97

Donation Policy ............................................................................................................ 98-100

Fund Structure ................................................................................................................................ 101

Citywide Organizational Chart ...................................................................................................... 102

Summary of Revenues by Source (with graph) ..................................................................... 103-104

Summary of Expenditures by Classification (with graph) ..................................................... 105-106

Total Budget by Fund/Department ........................................................................................ 107-108

Tax Rate Distribution ..................................................................................................................... 109

Taxable Value History ................................................................................................................... 110

Personnel Summaries ............................................................................................................. 111-113

Major Revenue Sources ......................................................................................................... 115-121

Capital Outlays ....................................................................................................................... 123-124

General Operating Fund and Sub-Funds (Tab 4)

General Operating Fund (111) ...................................................................................................... 126

5-Year Revenue, Expenditure & Fund Balance ............................................................................. 127

Revenues by Type .......................................................................................................................... 128

Revenue Detail ....................................................................................................................... 129-131

Expenditures by Type .................................................................................................................... 132

Expenditures by Function .............................................................................................................. 133

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General Operating Fund Organizational Chart .............................................................................. 134

General Operating Fund Departmental Summary.......................................................................... 135

City Manager .................................................................................................................................. 136

Mayor & Council ........................................................................................................................... 139

Assistant City Manager/City Secretary .......................................................................................... 141

Economic Development ..................................................................................................... 146

Municipal Court ................................................................................................................. 149

Municipal Court Judge ...................................................................................................... 153

City Attorney .................................................................................................................................. 155

Administrative Services:

Finance ............................................................................................................................... 159

City Hall ............................................................................................................................. 164

Human Resources .......................................................................................................................... 166

Police:

Law Enforcement .............................................................................................................. 170

Animal Shelter ................................................................................................................... 175

Fire ................................................................................................................................................. 177

Emergency Management ............................................................................................................... 181

Engineering:

Engineering ........................................................................................................................ 183

Inspections ......................................................................................................................... 188

Code Enforcement .......................................................................................................................... 190

Parks & Recreation ........................................................................................................................ 192

Parks Administration .......................................................................................................... 194

Maintenance & Operations ................................................................................................ 197

Senior Center ...................................................................................................................... 199

Recreation .......................................................................................................................... 201

Museum .............................................................................................................................. 203

Library ............................................................................................................................................ 206

General Fund Other Requirements ................................................................................................ 207

Fire Capital Fund (126) .................................................................................................................. 210

Tree Preservation Fund (127) ........................................................................................................ 211

General Revenue Fund (309) ......................................................................................................... 212

General Projects Fund (311) .......................................................................................................... 214

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Special Revenue Funds (Tab 5)

Disaster Fund (100) ........................................................................................................................ 216

COVID Relief Fund (CRF) (102) .................................................................................................. 217

Hotel/Motel Tax Fund (121) .......................................................................................................... 218

Special Investigations Fund (123) .................................................................................................. 222

Municipal Court Building Security Fund (124) ............................................................................ 223

Municipal Court Technology Fund (125) ...................................................................................... 224

Juvenile Case Manager Fund (128)................................................................................................ 225

Park Dedication Fund (129) ........................................................................................................... 229

Public, Educational & Government Fees (PEG) Fund (130) ......................................................... 230

Cemetery Fund (511) ..................................................................................................................... 231

Donation Fund (512) ...................................................................................................................... 232

Senior Fund (513) .......................................................................................................................... 233

TIRZ Funds ................................................................................................................................... 234

Capital Projects Funds (Tab 6)

Sales Tax Fund (312) ...........................................................................................................................

Street & Drainage ............................................................................................................... 237

Code Enforcement ............................................................................................................. 243

Sidewalk Fund (320) ...................................................................................................................... 245

Debt Service Fund (Tab 7)

Tax Supported Debt Service (411) ................................................................................................. 247

Outstanding Debt Issues and Payment Allocation ......................................................................... 248

Total Outstanding Debt Service Schedule ..................................................................................... 249

Prior Bond Sales and FY2 Bond Sale ............................................................................................ 250

Bond Funds ............................................................................................................................ 251-256

Enterprise Funds (Tab 8)

All Utility Funds Revenues by Type .............................................................................................. 259

All Utility Funds Expenditures by Type ........................................................................................ 260

Utility Operating Fund (211) ......................................................................................................... 261

Water .................................................................................................................................. 266

Sewer .................................................................................................................................. 268

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Wastewater Treatment Plant .............................................................................................. 270

Administration ................................................................................................................... 272

Utility Billing ..................................................................................................................... 274

Public Services Facility ...................................................................................................... 278

Code Enforcement .............................................................................................................. 280

Utility Fund Other Requirements ....................................................................................... 282

Utility Debt Service Fund (209) ..................................................................................................... 284

Impact Fees Fund (210) ................................................................................................................. 285

Utility Projects Fund (220) ............................................................................................................ 286

Sanitation Fund (212) .................................................................................................................... 287

Emergency Medical Services Fund (213) ...................................................................................... 290

Internal Service Funds (Tab 9)

Internal Service Fund Summary..................................................................................................... 297

Fleet Maintenance (611) ................................................................................................................ 298

Vehicle Replacement Fund (612)................................................................................................... 302

IT Support and Maintenance (613) ................................................................................................ 305

Computer Replacement Fund (614) .............................................................................................. 309

Facility Maintenance Fund (616) .................................................................................................. 312

Capital Improvement Program (Tab 10)

Summary of CIP Projects ............................................................................................................... 316

Funding Sources ............................................................................................................................. 317

Project Details ........................................................................................................................ 318-369

Supplemental Information (Tab 11)

Certification & Education Pay Schedule................................................................................ 371-372

Position Listing ...................................................................................................................... 373-375

Franchise Report ............................................................................................................................ 378

Budget Ordinance........................................................................................................................... 379

Tax Rate Ordinance................................................................................................................ 380-382

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CITY OF ALVIN Office of the City Manager 216 W. Sealy Alvin, Texas 77511 (281) 388-4230 Fax (281) 388-4221

MEMORANDUM

TO: The Honorable Mayor and Members of the City Council FROM: Junru Roland, City Manager DATE: July 15, 2021 SUBJECT: Proposed Fiscal Year 2021-22 (FY22) Annual Budget I am honored to present to you for your review and consideration, the proposed budget for the fiscal year beginning October 1, 2021. Over the past year and a half our community has endured an incredibly historic and unusual experience that demanded much from us. It required that we approach our work and lives with flexibility, creativity, focus, commitment, courage, and stamina. While 2020 will be remembered for economic and social hardships, our resilience as a city and as a community has allowed us to persevere. We have worked together throughout the past fiscal year to sustain core services and advance key priorities. I am grateful for your direction and support throughout the budget development process and am pleased to present a balanced budget for Fiscal Year 2021-22. Together with your guidance, staff input and our joint visionary thoughts, we have judicially reviewed the proposed budget and have prioritized items to best meet the needs of our citizens, as well as our operational objectives. Discussions for the preparation of the Proposed FY22 budget began in January with strategic planning sessions. The City Council, interested citizens and city staff met to formulate and review the City’s visioning process. City Council established vision elements and objectives for the next 3-5 years. These vision elements categorize our focus on the following: infrastructure, community appeal, organizational excellence, mobility and transportation, and economic development. In March, staff presented the Multi-Year Capital Improvement Plan and Financial Forecast to City Council, as well as the long-range forecast which outlines the City’s financial outlook for the next five years.

The visioning process, along with the presentation of the capital improvement plan helped set the objectives and goals for staff to follow in preparation of the FY22 proposed budget. The proposed budget includes projected revenues and the allocation of expenditures necessary to provide quality services to our citizens, meet debt obligations of the City, and fund capital projects needed to sustain the future growth of the City.

Moving forward, a City Council work session is scheduled for August 5, 2021, at which time staff will discuss the FY22 proposed budget with City Council. Following the work session, City Council will set the tax rate cap and public hearing date in order to begin state-required advertising. An additional

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City Council’s work session is scheduled for August 10, 2021, for City Council to deliberate and provide guidance to staff for the finalization of the budget. The public hearings on the FY22 proposed budget and tax rate will be held on August 19, 2021. The adoption of the budget and tax rate is schedule for September 2, 2021.

Thank you in advance for your consideration and time that will be spent on reviewing the proposed budget. The remainder of this document includes a summary of the budgetary highlights for FY22.

PROPOSED BUDGET IN BRIEF

FY21 Amended

Budget

FY22 Proposed Budget

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Change Total General Operating Fund $18,482,982 $19,022,147 3%

Total Net Assessed Value $1,585,581,468 $1,607,854,733 1%

Ad Valorem Property Tax Rate $0.7680 $0.7680 -

Total Estimated Sales & Use Taxes $7,960,661 $8,973,496 13%

Total Utility Operating Fund $11,918,927 $12,625,927 6%

Total Full-Time Equivalent Employees 224 235 5%

PROPOSED BUDGETARY HIGHLIGHTS

Property Tax Values Property appraisal values have increased during (tax year) 2021. The Brazoria County Appraisal District (BCAD) preliminary appraised values for 2021 in the City of Alvin is $1,792,754,423. This represents an increase of $148,949,954 or a 9% increase from the prior year’s certified value of $1,643,804,469. Of this increase, $47,726,276 is new taxable value added to the 2021 preliminary appraisal roll. Staff is estimating after appeals by property owners, less the Tax Increment Reinvestment Zone value of $95,261,969, the 2021 certified taxable assessed value will be approximately $1,607,854,733 - a 1% increase. The City should receive the 2021 certified values from BCAD during the week of July 26, 2021. Property Tax Rate Based on the 2021 preliminary taxable values, I am proposing to maintain the current property tax rate of $0.7680 per $100 of taxable property value. The City previously lowered the property tax rates in

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FY14, FY15, FY17, FY18, FY20 and FY21. The FY22 proposed property tax rate will be officially calculated after the property values have been certified.

Sales Taxes

Per the City Charter, 1/3 of sales tax receipts are allocated to the General Fund for general operating purposes; with the remaining 2/3 allocated to the Sales Tax Fund to maintain streets, drainage and sidewalks. Staff anticipates ending FY21 with $8,546,186 of total sales tax revenues – a 7% increase over the FY21 amended budget. With a 5% projected increase in sales tax in FY22, total sales tax revenue is projected to be $8,973,496 – with $2,988,174 allocated to the General Operating Fund and $5,985,322 allocated to the Sales Tax (Street & Drainage) Fund.

Industrial District

State law allows cities to establish an Industrial District within the extraterritorial jurisdiction of a City. This allows cities to attract industry and enhances the economic stability of cities. In November 2013, the City of Alvin renewed the industrial district agreement with Denbury Onshore, LLC (Denbury). This contract extends through December 31, 2023, and consists of Denbury remitting to the City of Alvin annual payments in lieu of property taxes on Denbury’s property. The annual payment is equal to 50% of the amount of ad valorem taxes which would otherwise be payable to the City by Denbury if such property were situated within the city limits of the City of Alvin.

Denbury’s industrial district 2021 preliminary appraised property values have decreased. As a result, staff is projecting to receive $ 384,877 for FY22. Below is a historical summary of the Denbury industrial district’s appraised value and annual payments to the City.

Fiscal Year Appraised Value Annual Payment to City % Change in

Payment 2015 $217,744,407 $944,826 2016 $161,327,761 $676,447 (28%) 2017 $90,320,403 $360,378 (47%) 2018 $110,710,159 $436,198 21% 2019 $118,714,115 $467,713 7% 2020 $142,625,472 $554,969 19% 2021 $122,287,527 $469,584 (15%)

2022 (preliminary) $100,228,385 $384,877 (18%)

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COMPENSATION & STAFFING Maintaining a competitive compensation program is a major component to retain and attract qualified employees. This budget takes a large stride at restoring the competitiveness of our compensation plan, nurturing longevity, continuing excellent retention rates, and aiming for more successful recruitment opportunities. In FY21, the City of Alvin hired Public Sector Personnel Consultants (PSPC) -- a firm specializing in position classification and compensation studies for the public sector -- to assist with a compensation study. The survey comparators consisted of 14 cities as well as data from the private sector using the salary assessor tool for the Houston, Texas metro area provided through the Economic Research Institute. The results of the survey concluded that the City of Alvin’s current salary-plan-ranges are not competitive for most of the City’s salary survey benchmark job classifications, in relation to the designated public sector comparator agencies. As a result, I am proposing the adoption of the new step and pay-grade salary schedule as well as the adoption of the proposed market-based range assignments for all positions in the City – as recommended by PSPC. The cost to implement survey findings for positions in the City is $627,193 – which is factored in the FY22 proposed budget. In addition, I am proposing the continuation of the tenure pay plan which allows for a 2% annual increase on the later of the employee’s anniversary date or promotion date for eligible full-time employees not covered under the Collective Bargaining Agreement (CBA). Funds have been budgeted for all employees covered by the CBA. These employees will receive their rate adjustments in accordance to the provision of their contractual agreement. Even more, I am proposing the continuation of the 2% performance merit increase for eligible employees who significantly exceed expectations during their annual performance review; and, also the continuation of certification pay opportunities to encourage employees to obtain and/or maintain standards that would assure that the employee has and is continuing to meet certain standards of competence. New Employees/Reclassifications Below is my FY22 recommendations for additional employees and reclassifications. The related costs include the projected total personnel package (base pay, payroll taxes, insurance, retirement, and other personnel costs).

Three (3) Patrol Officers ($214,530)

One (1) Mental Health Officer ($71,510)

Two (2) Recreation Coordinators ($118,506)

Four (4) PT Recreation Attendants ($40,320)

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Two (2) Utility Worker I ($101,320)

One (1) Utility Worker II ($54,651)

One (1) Senior Human Resource Generalist ($70,523)

Reclassification of City Secretary to Assistant City Manager/City Secretary ($28,088)

Group Insurance The City provides health, dental and vision benefits for full-time employees through the Texas Municipal League’s (TML) health insurance pool. Employees choosing dependent coverage reimburse the City for premiums through payroll deductions. Currently, the City pays 100% of the cost of health, dental, and vision for full time employees and 50% of the cost of health, dental, and vision for qualified dependents. The City’s Health Plan consultant has informed staff that there will not be an increase in health, dental and vision rates for FY22. The claim loss ratio for the City of Alvin is 85.4% for the current plan year. A claim loss ratio is the ratio of what an insurance company pays in benefits (claims) and associated expenses to what is collected in premiums, expressed as a percentage. The standardized claim utilization loss ratio should be near 85% or lower for appropriate contribution offset, with administrative and reinsurance costs averaging the remaining 15%. The City’s claim loss ratio is a testament to the efforts of the Human Resources Department and emphasis on health awareness via the employee health fair and other health-awareness information provided to employees. Keeping the City’s claim loss ratio in close proximity to the 85% industry target level helps keep the City’s insurance rates from escalating exponentially. Texas Municipal Retirement System (TMRS) The City participates in the Texas Municipal Retirement System (TMRS). TMRS is a statewide retirement system established in 1947 that provides retirement, disability, and death benefits for employees of participating cities. TMRS calculates the City’s required contribution rate based on an actuarial formula that takes into consideration the City’s pension liabilities compared to its pension assets. The City’s required contribution rate for 2022 will be 17.14% of gross salary. This is a 2.3% decrease from the City’s 2021 required contribution rate of 17.54%, resulting in overall savings to the City. Changes to the funding ratio and contribution rate are largely due to changes in the assumptions used by the TMRS actuaries in calculating the current and future liabilities of the City’s plan. The City’s contribution rates are established by TMRS to achieve 100% funding of the City’s pension liability over time. The City’s TMRS planned funding currently stands at a healthy 87.3% of the City’s pension obligation, which is better than the industry benchmark of 80%. The city’s participation in the TMRS system provides a financially sound pension for employees.

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Debt Issuance & Capital Funding The issuance of approximately $4.8 million in water and sewer revenue bonds are planned for FY22. $2.4 million for the design of the Lift Station 23 Expansion Project – identified in the Utility Master Plan-- and $2.4 million for improvements to the Wastewater Treatment Plant. COVID Relief Fund In 2020 the federal government passed the Coronavirus Aid Relief and Economic Security (CARES) Act to address and respond to the effects of the COVID-19 emergency. Through the COVID Relief Fund (CRF), the CARES Act provided for payments to State, Local, and Tribal governments navigating the impact of the COVID-19 outbreak. The City received $1.5 million in funds based on a $55 per capita allocation. In FY20 these federal funds were received and recorded by the City as revenue in a separate fund called the COVID-19 Relief Fund (Fund 102). In the FY22 proposed budget, these funds are being transferred and allocated to the General Operating Fund, Sales Tax Fund, Utility Operating Fund and EMS Fund to reimburse these funds for salary expenditures for public safety and other eligible personnel costs related to the COVID-19 recovery.

BUDGET OVERVIEW GENERAL FUND The General Fund is the chief operating fund of the government. This fund is used to account for all current financial resources not required by law or administrative action to be reported as other designated funds. The primary governmental functions occurring within this fund are parks and recreation, public safety, and general administrative operations, such as city management, human resource, legal, and finance. The proposed General Fund Budget for FY22 is $19,022,147; an increase of 3% ($539,165) from the FY21 amended budget and includes funding for additional personnel, the implementation of the compensation survey, and public safety equipment. General Fund Reserve The City has followed a policy of maintaining a reserve of not less than 25%, or 90 days of expenditures for operating funds in the event of emergencies, financial recessions, and other unforeseen circumstances. Below is a listing of the General Fund unassigned spendable fund balances for the fiscal year ending September 30, 2020, a forecasted fund balance for the fiscal year ending September 30, 2021, and the projected fund balance for the fiscal year ending September 30, 2022. Fiscal Year-End

Actual 09/30/2020

Forecast 09/30/2021

Projected 09/30/2022

Fund Balance $8,384,827 $8,301,989 $8,301,989

% of Budgeted Expenditures 50% 45% 43%

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Utility Operating Fund The Utility Operating Fund accounts for the water and wastewater utilities for the City of Alvin. Being an enterprise fund, it is designed to be financed and operated in a manner similar to private business – meaning that the costs of providing the goods and services to the public will be financed through user charges. The adopted City’s Comprehensive Master Plan encourages the City to evaluate its Capital Improvement Program (CIP) to ensure that utility extensions and capacity improvement projects are consistent with the defined growth area. In doing so, in February 2014, the City engaged the services of Freese and Nichols to draft a Utility Master Plan (UMP). The adopted Utility Master Plan was completed in April 2016 and identified approximately $92 million in utility projects to be completed over the next 20 years. These improvements are necessary to provide for future growth, replace aging infrastructure, improve efficiency, and keep the City in compliance with TCEQ regulations.

In May 2016, the City completed a water & wastewater rate study to develop a multi-year plan of rate increases that would provide sufficient revenues to implement the first five years of capital improvements identified in the Utility Master Plan to fund water & wastewater operations & maintenance, and to fund the annual principal and interest on debt. The total projected cost of projects for the first 5 years is approximately $42 million. The projects identified for the first 5 years are needed to address the existing water & wastewater system problems and are needed to serve anticipated growth that the existing system does not have the capacity to currently serve. Those projects include:

54” Eastside Interceptor

Lift Station 30 expansion & Hwy 35 Bypass Gravity Main

Peak Flow Storage Basin at Wastewater Treatment Plant

Northwest/Northeast Basin Sanitary Sewer Survey

Lift Station Rehabilitation

Fairway Drive & South St. Waterline Improvements

Ground Storage Tank Replacements

Waterline Improvements

In February 2017, the City held a City Council workshop in which the City’s consultants presented the results of the water & wastewater rate study. The study identified the need to increase water & wastewater rates to implement the projects identified in the UMP.

A City ordinance requires that water and wastewater rates be increased, at minimum based on the annual consumer price index for all urban consumers (CPI-U) for the Houston-Galveston-Brazoria area

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and allows the consideration of other factors to determine if additional increase in water and wastewater rates is warranted. On June 15, 2017, City Council approved Ordinance 17-J, adopting a 5-year schedule of water and wastewater rates – which may be amended at any time by City Council through the adoption of a subsequent ordinance.

5-YEAR SCHEDULE OF WATER RATES

WATER RATES

FY 2017-18

FY 2018-19

FY 2019-20

FY 2020-21

FY 2021-22

Base up to 2,000 Gallons Residential $12.95 $15.15 $18.18 $19.27 $20.43 Commercial $13.59 $15.90 $19.09 $20.23 $21.44

Per 1,000 (2,001 – 7,000) $3.31 $3.87 $4.65 $4.93 $5.22 Per 1,000 (7,001- above) $5.05 $5.91 $7.09 $7.52 $7.97

WASTEWATER RATES

FY 2017-18

FY 2018-19

FY 2019-20

FY 2020-21

FY 2021-22

Base up to 2,000 Gallons Residential $20.08 $23.49 $28.19 $29.88 $31.68 Commercial $20.66 $24.17 $29.00 $30.74 $32.59

Per 1,000 (2,001-above) $3.31 $3.87 $4.65 $4.93 $5.22

The CPI-U for FY22 has increased by 4.5% which is closely in line with the 6% FY22 water and wastewater planned increase in rates. The FY22 water/sewer rates will result in a $4.67 monthly increase to the water/sewer bill for residents averaging 5,000 gallons/month. For FY22, the City anticipates generating $12.6 million in total Utility Operating Fund revenues, a 4% increase from the FY21 projected estimate of $12.1 million. FY22 proposed expenditures are anticipated to be $12.6 million, which is a 8% increase over the FY21 end of year projections. The revenue generated from these rate increases will be used to fund the Utility Master Plan capital improvement program, water & wastewater operations & maintenance needs, the annual principal and interest on present and future bond issues, and the required revenue bond covenant reserves. CAPITAL PROJECTS FUNDS Items budgeted in the Capital Projects Funds were recommended as part of the City’s 5-year Capital Improvement Program or recommended by Department Directors during the departmental budget hearings.

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General Projects Fund The General Projects Fund provides for a wide variety of capital projects including occasional large purchases. The major revenue source for this fund are budgeted transfers from the General Operating Fund. Also, at fiscal year-end, actual General Operating Fund revenues and expenditures are compared. If there are excess revenues, a portion (if not all) of the excess will be transferred to the General Projects Fund. The other portion will remain in the General Operating Fund to increase the fund balance, if necessary. In FY21 the following capital items were budgeted in the General Projects Fund:

City publication of newsletter - $24,000

Business Incentive Program - $50,000

Wayfinding Signage - $198,000

Bob Owen Pool renovation - $114,216

City Hall/Fire Station/PD/ Senior Center Caulking - $40,187

Renovation of Fire Station #1 to Parks Recreation Center - $702,505

Miscellaneous Capital Items - $20,000

West Alvin Regional Drainage & Thoroughfare Study - $60,000

We are anticipating project savings from some of these projects that will roll into FY22. For FY22, I am proposing the following capital projects to be funded from the General Projects Fund.

H-GAC Livable Centers Study - $20,000

Business Incentive Program - $50,000

HVAC Auto System for Police Station - $175,000

HVAC Auto System for Senior Center - $75,000

Replacement of Vehicle Radios for Fire and Police - $604,113

City Hall exhaust fans - $30,000

Storage Facility repair at Lions Park - $30,000

Two (2) air handler units at the Police Station - $30,000

Four (4) electric furnaces at the Police Station - $25,000

Exhaust fans at the Public Services Facility - $12,000

Exhaust fans at the Senior Center - $18,000

Street, Sidewalk and Drainage Capital Projects (Sales Tax Fund) The Sales Tax Fund is used to account for 2/3 of the total sales taxes received. The City Charter has designated these funds to be used to maintain streets, drainage, and sidewalks. The following capital projects were funded in FY21:

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New Street Sweeper - $296,640

CR 172 Bridge Replacement - $40,000

Annual Sidewalk Program - $210,000

Asphalt Pavement Program - $1,000,000

Concrete Pavement and Drainage - $1,800,000 The following projects are proposed for your consideration to be funded in FY22:

Asphalt Pavement Program - $1,500,000

Concrete Pavement and Drainage - $1,600,000 UTILITY CAPITAL PROJECTS FUND The Utility Projects Fund will account for a wide variety of water and sewer projects. These major projects are significant in cost but less than the amount requiring a bond issue. The sources of revenue in the Utility Capital Projects Fund are positive budget variances and fiscal year-end budget savings in the Utility Operating Fund. Projects proposed to be funded in FY22 include:

Server Software at Water Plant - $20,000

Coating of the WWTP Lift Station - $150,000

Portable 4’ Trailer Mounted Pump - $35,577

Lift Station #33 Pump - $24,412

SCADA Pump Controller at Lift Station #8 and #30 - $47,930

Fuel Master Island for Public Service Facility - $25,000

SANITATION FUND Residential solid waste services are outsourced to a private solid waste provider. The City bills citizens for solid waste services and the Sanitation Fund is used to account for revenues and expenses associated with the operations of the solid waste collection and disposal services for residents of the City. The City’s ordinance requires that solid waste rates be increased, at minimum, based on the annual consumer price index rate for all urban consumers (CPI-U) for the Houston Galveston-Brazoria, Texas area. The ordinance also allows the consideration of other factors to determine any additional solid waste rate changes. The solid waste rate adjustment is equal to the percentage that the CPI-U has changed over the previous 12-month period.

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Sanitation Fund Revenues Over the past few fiscal years, the City has been able to sustain a “healthy” fund balance in the Sanitation Fund as a result of the CPI-U provision for solid waste rates in the City’s ordinance. The CPI-U percentage has increased by 4.5% over the previous year, which would allow the city to increase solid waste rates for commercial and residential customers. However, staff recommends waiving the 4.5% CPI-U increase for commercial and residential customers in FY22; and instead, forego any increases to the current sanitation rates. Sanitation Fund Expenses The City has contracted with Texas Pride to provide sanitation services for the City of Alvin. The current contract expires September 30, 2027 -- with an option to extend agreement for two additional periods of three years – and provides for a CPI-U cost adjustment and an operational cost adjustment (including fuel). The contractual calculation for the FY22 rate adjustment consists of a 3.634% rate adjustment [CPI-U adjustment (4.5%) and a fuel adjustment (-8.134%)]. While not approved by city council at the time of the presentation of the proposed budget, the total proposed FY22 Sanitation Fund reflects Texas Pride’s projected rate. FY22 proposed Sanitation Fund expenditures are projected to be $2.6 million – approximately the same as FY21. Prior to final approval of this budget, city council will need to consider approval of the annual adjustment and rate proposed by Texas Pride. HOTEL OCCUPANCY TAX FUND Currently, there are 8 hotels in Alvin: Alvin Extended Stay, America’s Best Value Inn, Best Western Inn, Holiday Inn Express, Knights Inn, La Quinta Inn, Scottish Inn, and Super 8. The City collects a 7% hotel occupancy tax (HOT) on hotel room rentals in the city; and the State collects an additional 6%. Use of the City’s HOT funds are regulated by statue and can only be used to market Alvin as a destination for meetings, events, and/or tourism in an effort to increase hotel activity. Generally, this is accomplished via tourism and convention activities, promotion of the arts, and historical preservation and restoration projects. We are anticipating a $56,341 reduction in Fund Balance for FY22. EMERGENCY MEDICAL SERVICES (EMS) FUND The EMS fund is funded from receipts of medical service charges billed/collected by our contracted billing company, Medicare/Medicaid receipts, contractual payments from the Emergency Service District (ESD) and the Hillcrest EMS/Fire Service, as well as the EMS Utility Fee (adopted per Ordinance 19-U and Ordinance 19-AA). For FY22 staff is projecting $2,851,717 in total revenues; a $389,825 increase from the FY21 estimated year end – this includes the $367,517 reimbursement of COVID-19 salary expenditures from

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the CRF funds. Also, staff is budgeting for a $420,425 increase in expenditures for FY22; a majority of the increase is a result of the implementation of the compensation survey pay plan, the replacement of EMS radios and the purchase of new stretchers. INTERNAL SERVICE FUNDS Internal Service Funds account for the financing of goods and services provided by one City department to another on a cost reimbursement basis. The City currently has four internal service funds: Fleet Maintenance, Vehicle Replacement, Information Technology Maintenance, and Computer Replacement. Vehicle Replacement Fund The purpose of this fund is to provide for the replacement of vehicles as necessary based upon mileage, age, maintenance costs, and/or leasing terms. Each department transfers a scheduled amount to the Vehicle Replacement Fund on an annual basis. To ensure future needs are met, all departments will transfer 100% of the scheduled contribution amount in FY22. The FY22 proposed budget contains the leasing and replacement of 49 vehicles – $471,522 for lease payments and $571,951 for public safety motor vehicle and equipment replacements. Facility Maintenance Fund The Facility Maintenance Fund is a new Internal Service Fund that is being proposed in the FY22 proposed budget to account for costs associated with the upkeep and services provided to City facilities -- this includes but is not limited to costs for building maintenance, ground maintenance, utility cost, and salaries of staff who service City facilities. Currently, each department budgets for utility and maintenance costs based on their respective facility. This creates allocation issues when a repair cost needs to be charged to a facility that houses multiple departments, necessitating the use of multiple funds. To provide better efficiency and to expedite the servicing of city facilities, I am proposing in FY22 the creation of the Facility Maintenance Internal Service Fund in which each department pays into the Facility Maintenance Fund and when a utility or maintenance cost is incurred, the incurred cost is paid out of one fund – the Facility Maintenance Fund. In conclusion, this document could not have been prepared without the hard work of our Department Directors, Administrative Supervisors/Staff, and the contributions of Michael Higgins (Director of Administrative Services), Maria Aguirre (Accountant), Sarah Stapleton (Finance Specialist), and Ester Garay (Accounts Payable Technician). To Mayor Horn and all of our City Council, thank you for your guidance, and staff looks forward to offering all of the support you need to develop our final FY22 budget. Sincerely,

Junru Roland City Manager

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CITY OF ALVIN FY 2021‐22 COMPREHENSIVE BUDGET CALENDAR

December 21 Monday (10am-noon)

Review CIP projects

January 5 Tuesday (9am-11am)

Strategic Planning Session Kickoff Meeting (with RCC)

January 5 - 7 Tues-Thurs Council Strategic Planning Session Interviews (with RCC)January 13 Wednesday New and/or updated CIP projects submitted to City Manager January 14 Thursday

(6pm-9pm) Council Strategic Governance Session (with RCC)

January 16 Saturday (9am-3pm)

City Council/Staff Planning Session (with RCC)

February 2 Tuesday (9am-noon)

Implementation Plan with Staff (with RCC)

February 9 Tuesday CIP Workshop with City CouncilMarch 15 Monday FY22 Budget KickoffMarch 23 Tuesday Strict Deadline: Goals, Objectives, & Performance Measures

submitted to FinanceApril 15 Thursday Strict Deadline: Departmental Requests submitted to Finance

(including recommended fee changes) April 26 - 29 Monday –

Thursday Budget Hearings: City Manager and Finance Staff meet with Department Directors

April 29 Thursday Preliminary values to be provided from BCAD May 20 Thursday FY21 revenue forecast and FY22 revenue completedJune 1 - 17 City Manager and Finance staff compiles the budgetJuly 15 Thursday City Manager presents proposed budget to City Council

Set date for public hearing on proposed budget if vote to exceed NNRR

July 26 Monday Receive 2021 Certified Taxable Values from BCADAugust 5 Thursday (6 pm) City Council Budget Workshop:

(7 pm) Regular City Council meeting: if vote to exceed NNRR, set date and time for 1 public hearing

August 10 Tuesday Budget Workshop with City Council August 19 Thursday

6pm Budget Workshop with City council (if necessary)

If City’s rate > VAR, council must adopt the Budget and the Tax Rate no later than 8/25

Public Hearing on Budget & Tax Rate September 2 Thursday Council adopts budget and tax rateOctober 1 FY22 begins

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City of Alvin, Texas Population 27,373

Land Area 25.64 square miles Brazoria County Population 385,200

Alvin is located in northern Brazoria County, in the heart of the Texas Gulf Coast Region. Alvin is within easy commuting distance from Houston, NASA’s Johnson Space Center, the Gulf Coast petrochemical industries and the Galveston beaches. Major highways serving the community are State Highway 35, State Highway 6, State Highway 288, and FM 528 to Interstate 45.

Distance from Alvin:

Houston ………….27 miles San Antonio ….....242 miles

Clear Lake …..…...15 miles Dallas …………...292 miles

Galveston ……..….30 miles Texarkana ……….319 miles

Austin …………..213 miles Brownsville ……..357 miles

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History of Alvin

Looking back on the many years of life in Alvin can tell a lot about its future. The determination of settlers to build a life in the area began with one homestead paving the way to a city of family life and business.

The cattle industry brought settlers to the area in 1845, where Elisha and Missouri Thomas, their children and slaves built a home of cedar logs. When the Santa Fe Railroad expanded westward from Galveston to the interior of Texas, it built a water tank and holding pens for cattle that it shipped on the banks of the Mustang Bayou. The Railroad Company employed Alvin Morgan as an overseer. Morgan arrived in Alvin in 1879. He subsequently purchased two sections of land and built a house.

As the area developed, more settlers moved in and he opened a general store and saloon. He later moved a box car from the railroad and converted it into a post office. The citizenry proclaimed the area a town, and when the population reached 49, they named it Morgan. However, they learned that a town with that name already existed in Texas and changed its name to Alvin, still honoring their founding father. Alvin was incorporated in 1893, the first incorporated city in Brazoria County.

Although cattle constituted the first industry in the area, farming was well established by the 1890's. Strawberries, pears, and figs enjoyed periods of boom, and a canning plant was established. Vegetables were also grown for resale. Blocks of ice cut from frozen rivers and lakes in northern states were shipped to Alvin for use to keep the produce from spoiling. Eventually an icehouse was established in Alvin to produce ice and the Alvin Box and Material Company was established to produce crates to store the produce during shipment. Several nurseries grew Cape Jasmines (a flower similar to gardenias) for shipment. Several mild winters gave locals the false confidence to grow satsuma oranges during the 1910's. Hard freezes put an end to the citrus cultivation.

Rice farming was one of the major changes that Alvin has seen since its inception in 1948.

In the 1930's, oil was discovered in eastern Brazoria County and even today, oil plays a big part in the economy.

Today, growth and development make the community productive, yet a hometown feeling of friends and family still exists. The treasured buildings from the past are now being renovated and house new businesses in Alvin.

Located in northern Brazoria County Texas, Alvin has much to offer residents and visitors alike.

http://www.alvin-tx.gov/page/HistoryofAlvin.home

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Alvin Community College

Alvin Community College mission statement is to “exists to improve the lives of its constituents by providing affordable, accessible, high quality and innovative academic, technical and cultural educational opportunities for the diverse communities it serves.”

Alvin Community College is a public community college. For over 70 years, ACC has provided higher education opportunities in a broad range of programs; from certificate programs to Associate Degrees, including university transfer courses. ACC has a strong commitment to diversity and life-long learning.

ACC is in northern Brazoria County, approximately 35 miles from downtown Houston, the campus is located at 3110 Mustang Rd., and can also be accessed from SH 35 bypass on FM 1462 / Childress Drive.

ACC is primarily a 2-year institution, but through teaming with the University of Houston, ACC is offering senior level courses at local campuses. ACC offers a Dual Credit Program to eligible high school students to participate in college courses and receive both high school and college credit for the same course.

*Picture from ACC website: https://alvincommunitycollege.tumblr.com/

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Alvin Independent School District

History of Alvin ISD

In 1881 in a humble two-story, white frame building on House Street, Alvin Public Schools was born. From this early small town beginning to the official creation of the Alvin Independent School District by the state legislature in 1925, the district has continued to build on a foundation of excellence with a steady commitment to community and local service.

The area encompassing Alvin ISD has experienced steady growth since those early years. Initially serving small communities that were known as prairie cow towns in the teens and roaring twenties, the area transformed several times over the coming decades. From a rice and oil center in the depressed thirties to the population explosion at the turn of the century, the area encompassing Alvin ISD has steadily continued to experience growth.

Records indicate that the first high school aged students started school in Alvin Public Schools in 1894 when the 10th grade was added. The first graduating class completed Alvin High School in 1897 with five graduates. A few years later, the Great Storm of September 8, 1900 damaged the school building. Citizens donated money, and wood and material salvaged from the storm was used to rebuild the school. The 11th and 12th grades were added to the high school and the class of 1906 was the first class to graduate after a four-year term. The school remained in that facility until the oil boom of 1930 brought a great deal of money to the Alvin school’s tax base, enabling the district to build a multi-million dollar school building. By 1940, Alvin had a 22-acre school complex that included high school, intermediate, and elementary buildings. These building were located on the same site that Alvin High School is today.

Throughout the years, neighboring community schools consolidated with Alvin ISD. In 1973, voters approved the consolidation of Manvel ISD and 497 students from Manvel joined the 5,203 students already attending Alvin ISD schools. From its earliest beginnings in a one-room schoolhouse, to becoming the largest school district in Brazoria County, Alvin ISD has continued to be a dynamic learning organization committed to excellence for each student and every program. Alvin ISD alumni continue to have a tremendous impact both locally and throughout the world. They are recognized as world-class athletes, politicians, actors, writers, musicians, community leaders, and, of course, educators.

As the community and district steadily grow, Alvin ISD continues to prepare students for success, which helps preserve the heritage of our district, community, state, and nation.

AISD’s mission is to “offer exemplary programs enabling all students to possess the ability to learn for the rest of their lives and become productive citizens”. They are committed to excellence in academic performance, which has earned them accreditation and a recognized rating from the Texas Education Agency. AISD is growing each year, as enrollment continues to grow by approximately 1,200 students each year. The district is composed of three high schools, seven junior high schools, nineteen elementary schools, one academic alternate school and one behavior alternative school: all within 252 square miles in northern Brazoria County and serving eight surrounding communities.

www.alvinisd.net

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20202010 2019 Decennial 2025

Population Demographics Census Census Census Projections

Alvin City Limits 24,236 26,299 27,098 31,214Brazoria County 313,166 360,677 372,031 385,519

Population by Gender

Male 13,217 13,193 13,603 15,058Female 11,295 13,106 13,495 16,157

Population By Age0-4 1,746 2,356 2,422 2,796

5-14 3,068 3,599 4,740 4,272

15-19 1,518 1,918 2,526 2,276

20-24 1,467 2,018 2,004 2,395

25-34 3,584 3,621 3,596 4,298

35-44 3,992 3,680 3,655 4,368

45-54 3,930 3,415 3,391 4,053

55-64 2,356 2,496 1,950 2,963

65-74 1,613 1,706 1,333 2,025

75-84 793 959 952 1,138

85+ 445 531 527 630

Population by Race/Ethnicity

White 13,250 14,452 17,373 24,390

Black or African American 744 817 1,163 1,374

American Indian or Alaska Native 137 236 210 330

Asian or Pacific Islander 215 526 371 659

Native Hawaiian and Other Pacific Islander 6 38 8 39

Some Other Race 3,262 786 3,661 3,502

Two or More Races 622 429 4,312 920

Hispanic Ethnicity 7,392 10,476 10,209 11,017

Not Hispanic or Latino 17,120 15,823 16,889 20,197

The information is based on a 5-mile radius from downtown Alvin, Texas Source: data.census.gov

Demographics

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Demographics

20202010 2019 Decennial 2025

Census Census Census ProjectionsMedian Age 37.7 33.7 n/a 33.4

Median Household Income $46,110 $56,504 $61,742 $65,000

Housing UnitsTotal Housing Units 9,645 10,321 11,058 11,387

Owner Occupied 6,716 n/a 10,069 10,369

Renter Occupied 4,792 n/a n/a 570

Vacant 1,477 n/a 989 448

Educational Attainment (Age 25+) 16,713 16,408

High School Graduate 14,139 13,881 n/a 16,970

Some College - No Degree 7,042 n/a n/a 9,342

Associates Degree 2,653 n/a n/a 3,519

Bachelor's/Graduate Degree 2,774 2,724 n/a 3,680

137 236 #REF!

215 526 #REF!

Native Hawaiian and Other Pacific Islander 6 38 #REF!

3262 786 #REF!

622 429 #REF!

7392 10476 #REF!

17120 15823 #REF!

The information is based on a 5-mile radius from downtown Alvin, Texas Source: data.census.gov

2,642

2,344

2,574

3,279

4,593

3,618

5,027

3,021

0 1,000 2,000 3,000 4,000 5,000 6,000

$0 - $15,000

$15,000 - $24,999

$25,000 - $34,999

$35,000 - $49,999

$50,000 - $74,999

$75,000 - $99,999

$100,000 - $149,999

$150,000+

Number of Alvin Households by Income Level

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Major Employers Alvin Independent School District 3,274 INEOS Olefins & Polymers USA 575 Alvin Community College 545 Ascend Performance Materials 550 Wal-Mart Associates 520 Empereon Constar 330 Ron Carter Automotive 320 Team Industrial 268 BeAed 200 City of Alvin 198 Rice-Tec 144 Diversified Ceramics 91

College/University in Alvin Alvin Community College located at 3110 Mustang Road, Alvin Other Colleges/Universities with over 2,000 students near Alvin College of the Mainland (14 miles) San Jacinto College- South Campus (14 miles) San Jacinto College- Central Campus (20 miles) University of Houston-Pearland (13 miles) University of Houston- Clear Lake (18 miles) University of Houston- Downtown (24 miles) Houston Community College (23 miles) Texas Southern University (24 miles) Houston Baptist University (25 miles) Rice University (25 miles) University of St. Thomas (26 miles) Airports certified for carrier operation nearest to Alvin

William P. Hobby (17 miles) Ellington Field (15 miles) Brazoria County (24 miles) Other public use airports nearest to Alvin Alvin Airpark (1 mile) Wolfe Airpark (6 miles) Pearland Regional (9 miles) Houston Southwest Airports (15 miles) Amtrak Station Located at 902 Washington Ave, Houston, TX (18 miles)

Hospitals/Medical Centers near Alvin Alvin Emergency Center (1 mile) Affinity Immediate Care (1 mile) Stephen F Austin Community Health Network (1 mile) Memorial Hermann Medical Group (1.7 miles) UTMB Health Urgent Care (1.7 miles) Clear Lake Regional Medical Ctr. (11 miles) Houston Physician’s Hospital (11 miles) Memorial Hermann Southeast (12 miles) Houston Methodist St John’s (13 miles) Banks BBVA Compass Bank First National Bank of Alvin Hometown Bank of Alvin Regions Bank Texas Advantage Community Bank Wells Fargo Bank Woodforest National Bank Credit Unions AMOCO Federal Credit Union Associated Credit Union of Texas Chocolate Bayou Community FCU JSC Federal Credit Union Hotel Accommodations Alvin Extended Stay Americas Best Value Inn & Suites Holiday Inn Express & Suites Knights Inn La Quinta Inn & Suites Motel 6 Scottish Inn & Suites Super 8 Alvin

Communications Newspapers: The Alvin - Sun & Advertiser The Facts Houston Chronicle

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Around Town

Alvin Historical Museum

Take a step back in time and learn about the history of Alvin and its surrounding area at the Alvin Historical Museum located at 300 W Sealy St. Visitors can tour the museum exhibits every Thursday, Friday and Saturdays from 11:00am to 3:00pm. Visitors can also enjoy the gift shop which offers items such as books, memorabilia and gift items.

Thelma L. Anderson YMCA

Located off South Highway 35, members can enjoy activities such as Spinning class, Water Fitness, and Family Fun Night. The YMCA offers childcare, after school programs, and summer programs along with a wide variety of programs for seniors.

Bayou Wildlife Zoo

Take your family on an exciting wildlife adventure to Bayou Wildlife Zoo, in Alvin, TX. You can explore the zoo with an experienced guided tram ride where you can feed the animals in an up-close encounter. Journey through 80 acres of natural habitat seeing more than 400 animals, reptiles, and birds.

Froberg’s Farms

Visitors are offered an opportunity to tour the facility and pick their own homegrown fruits and vegetables. The farm also includes a variety of different kid-friendly activities. They are located off Highway 6.

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City of Alvin

2022 STRATEGIC PLAN

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Strategic Plan

Strategic Plan Development Process

During the latter part of December 2020, city staff discussed the need for a Strategic

Plan to assist in the development of the City’s long-term goals and how to keep it in

alignment with council’s direction. The City had put in place many plans such as the

Comprehensive Plan, Utility Plan, and Parks Plan to name a few, but a Strategic Plan

was needed to develop a unified approach about the overall vision and mission for

the City. The Strategic Plan was not designed to replace any existing plan, but to

enhance the overall governance model of the city.

In January, various meetings were held with individual City Council members and

the Mayor to discuss their goals, plans and expectations. In addition, a group meeting

with city departments was held to perform the same tasks which was to obtain input

from each department head. Then, a combined workshop was held with the City

Council, Mayor, and City staff to perform a SWOT analysis, review the current

Mission and Vision statements, and develop the five (5) key Areas of Emphasis:

Infrastructure, Community Appeal, Organizational Excellence, Mobility and

Transportation, and Economic Development. Lastly, an implementation session was

held with city staff to finalize strategic initiatives and action steps.

In April 2021, the final Strategic Plan report was presented to City Council for

adoption.

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Strategic Plan

Vision Statement 2035 Comprehensive Plan

Looking ahead to the Year 2035 and beyond, our vision is to… • manage growth in a manner that results in a predictable development of

exceptional quality improved economic competitiveness, diverse professional

and commercial activity, and an enhanced community character

• achieve a compatible pattern of land use that sustains property values and

supports a blend of housing types for all stages of life and income levels

• revitalize downtown as a true city center and community gathering place while

preserving Alvin’s rich history and unique character

• improve transportation efficiency and choices including increased opportunities

for walking and bicycling

• enhance safe and convenient access to parks and recreation facilities for citizens

of all ages, to enable healthy and active lifestyles

• protect valued open spaces and conserve natural resources, for the benefit and

integrity of our environment, drainage systems, and community appearance

• efficient use of community facilities and public infrastructure and their adequate

provision concurrent with new development

• and an attractive and well-maintained community that we, the Citizens of Alvin,

are proud to call home

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Strategic Plan

Mission Statement

A city government staffed with individuals who, through cooperation, teamwork

and pride, serve to provide the highest level of services to its community.

By investing in the growth and development of our employees, we secure a value-

centered approach for customer service.

This investment results in strategic partnerships, fostering mutual trust and respect

throughout our community.

The City of Alvin remains committed to fiscal responsibility; a strong work ethic;

and the belief that our citizens are our customers.

Serving with Pride

Mission Elements

• A professional staff

• Teamwork among Council and staff to get the job done together

• Focused goals

• Exciting projects and programs for all citizens to participate in and enjoy

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Strategic Plan

Key Vision Elements • A great place to live, work and play

• Prosperous

• Safe

• Think of Alvin first

• Balanced

• A place to grow up and stay

• Easy access and mobility

Values

Employee Code of Ethics

• Maintain the highest ethical standards

• Act at all times in the best interest of the community

• Be courteous and respectful to all persons

• Demonstrate integrity, responsibility and professionalism

• Provide honest, compete and accurate information

• Adhere to City policies, procedures and rules

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Strategic Plan

City Council

Leadership Philosophy

The City Council of the City of Alvin will lead by…

• Being open minded and unbiased

• Doing my homework

o Reading the materials

o Gathering facts

o Ask the right questions

o Forming my own opinion

o Being willing to change my mind

• Staying out of the way and letting staff do their work

• Providing the right tools to the staff

• Trust that we are all here to do the right thing for the right reasons

• Council trusts staff: Staff trusts Council

• Teamwork between Council and staff

• Holding each other accountable

• Being humble

• Knowing and understanding the common goal

• With integrity

• Having no hidden agenda – except for the good of the city.

• Leave emotions at home

• Always come back together after the vote as friends

• Accept that when the decision is made, it is the group’s decision and move forward

• Collaboration bringing good decisions. Eight heads are better than one.

• Getting people involved

• Be positive: Be “for” instead of “against”

• Coaching others

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Strategic Plan

City Council

Communication Philosophy

The City Council of the City of Alvin will communicate by…

• Listening

o To citizens

o To each other

o To staff

• Asking questions

• Communicating to and with citizens to gather and convey information

• Express what we are for, rather than focusing on what we are against

• Being levelheaded in our discussions

• Being clear and transparent in our discussions. Collaboration bringing good

decisions. Eight heads are better than one.

• Getting people involved

City Council and Staff

Expectations

Council expects the following of each other…

• Read the material

• Be informed

• Transparency

• Driving together without being in a rush

• Have and execute a plan of action

• Be willing to adjust the plan

• Hold each other accountable to the plan

• Ask staff but not direct

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Strategic Plan

Council expects the following of staff…

• Dedication to duty

• Knowing that we all work for the same “company”

• Have the right skill set for the job you are doing

• Be motivated

• Have pride in your work and in your City

• Honesty. Don’t be afraid to express your opinion to Council.

• Trust in Council and each other

• Maintain good relationships with Council and each other

• Follow the Chain of Command

• Be willing to go the extra mile

• Provide superior customer service to the citizens

Staff expects Council to (as defined by Council members themselves) …

• Be trustworthy

• Provide the proper tools – equipment, training, compensation

• Be approachable

• Communicate: Ask, listen, but do not direct. (Follow the Chain of Command.)

• Be supportive

• Provide fair compensation and benefits

• Provide proper working conditions – facilities and safety.

• Have a clear vision

• Have focused vision, planning, strategies and execution

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Strategic Plan

Strategic Plan

Areas of Emphasis

Guiding Principle

Infrastructure The City of Alvin will provide excellent infrastructure and

facilities that meets the needs of the citizens and businesses,

and staff.

Organizational

Excellence

The City of Alvin will operate in a transparent, efficient,

accountable and responsive manner by preparing the

organization and the staff for the future, focusing on core

services, attracting and retaining the best employees and wise

stewardship of financial resources.

Community

Appeal

The City of Alvin will improve the City’s perception and

appeal and tell its story in a positive manner that improves the

image of the community.

Mobility and

Transportation

The City of Alvin will support improving traffic and

congestion by forming partnerships with state and local

agencies and stakeholders to take a holistic and regional

approach to improving the mobility throughout the city.

Economic

Development

The City of Alvin will promote a strong and diverse economy

that strengthens the local sales tax and property tax base while

also contributing to a high quality of life.

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Strategic Plan

Area of Emphasis

Infrastructure

Guiding Principle

The City of Alvin will provide excellent infrastructure and facilities that meets the needs of the

citizens and businesses, and staff.

Initiatives

• Prepare a Facilities Master Plan

o Identify alternative facility availability including empty buildings.

o Plan for reinvesting in existing facilities for most efficient use.

o Plan for maintenance costs of all facilities.

• Continue implementation of all master plans

• Continue with drainage plan improvements

o Continue cooperative efforts with the drainage district.

o Expand drainage planning to Mustang Bayou watershed.

o Establish a plan for ensuring the proper maintenance of privately maintained detention

and drainage facilities.

o Establish a detention plan inspection program.

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Strategic Plan

Area of Emphasis

Community Appeal

Guiding Principle

The City of Alvin will improve the City’s perception and appeal and tell its story in

a positive manner that improves the image of the community.

Initiatives

• Establish a comprehensive program to beautify the City

o Improve entryway and corridors

Establish a standard and theme for entryway signage with approved

branding.

Establish a highway improvement program with TxDOT to improve the

aesthetics of the highways and ROW.

o Continue to work with Keep Alvin Beautiful on improvements.

• Undertake a comprehensive review of all codes and ordinances with an eye

to beautification

o Determine if zoning is an option.

o Establish a program and resources for enforcement of updated codes and

ordinances.

o Establish a strong public education program on why to beautify and any new

codes and ordinances that will affect the citizens.

• Establish rental property regulations to ensure code compliance for health

and safety of residents

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Strategic Plan

• Improve neighborhood amenities and overall value of new subdivision and

new home construction

o Review and revise existing codes accordingly.

o Provide resources for enforcement.

• Improve poor perception (stigma) of Alvin

o Establish public information initiative to tell the Alvin story.

o Communicate that story to commercial property owners (local and remote)

the need to improve perception.

o Provide staffing resources to tell the story.

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Strategic Plan

Area of Emphasis

Organizational Excellence

Guiding Principle

The City of Alvin will operate in a transparent, efficient, accountable and responsive manner by

preparing the organization and the staff for the future, focusing on core services, attracting and

retaining the best employees and wise stewardship of financial resources.

Initiatives

• Prepare and implement a staffing study for all departments

o Include critical review of current activities and eliminate as appropriate

o Move personnel to fit the redefined jobs

o Add personnel where needed

• Prepare and implement an employee retention and recruitment program for all

departments

o Review and plan for multiple management layers to encourage upward mobility

o Review and eliminate impediments to the inability to retain employees

o Review and eliminate impediments to recruitment of new employees

o Establish tuition reimbursement incentives

• Prepare and implement a comprehensive compensation and benefits plan

o Review and revise compensation and benefits at all levels

o Review and revise incentive plans and certificate pay in all departments

o Establish tuition reimbursements and fees for higher education and training

o Secure agreements to stay for the additional incentives

• Establish benchmark plans for all departments

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Strategic Plan

Area of Emphasis

Mobility and Transportation

Guiding Principle

The City of Alvin will support improving traffic and congestion by forming partnerships with

state and local agencies and stakeholders to take a holistic and regional approach to improving

the mobility throughout the city.

Initiatives

• Review and establish a public transportation system

o Identify funding sources

o Establish interlocal relationships with other entities

• Improve mobility during evacuation

o Study all evacuation routes and make recommendations for changes.

TxDOT and the Grand Parkway

The County mobility plan

Seek funding for improvements such as HGAC federal funds.

o Commit staff resources as necessary

o Communicate all plans to the citizens

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Strategic Plan

Area of Emphasis

Economic Development

Guiding Principle

The City of Alvin will promote a strong and diverse economy that strengthens the local sales tax

and property tax base while also contributing to a high quality of life.

Initiatives

• Continue to enhance redevelopment efforts throughout the entire city while

maintaining the city’s sense of history

• Enhance and expand business recruitment and retention programs

o Establish incentive programs for attracting targeted businesses

• Establish a “brand” for the city

o Identify what describes Alvin

o Include ACC and AISD

o Identify and deliver on a promise

• Improve the overall economic health and income of the citizens

o Establish ordinances and permitting to encourage economic growth at all socio-economic

levels

o Establish transportation systems and opportunities for low to moderate income citizens

o Trails and sidewalks to strategic areas

o Public transportation

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Strategic Plan

Vision Element #1 Infrastructure

Guiding Principle: The City of Alvin will provide excellent infrastructure and facilities that meets the needs of the citizens and businesses, and staff.

Strategic Initiatives Goals Action Steps Dept FY22

FY23

FY24

1.1 Identify alternative facilities availability including empty buildings

Identify alternative facilities availability including empty buildings.

Annual review of facility inventory

Parks *

Prepare to purchase/lease commercial real estate

Parks *

Annual departmental needs assessment

Parks *

Plan for reinvesting in existing facilities for most efficient use.

Conduct energy consumption assessment per facility

Parks *

Select most energy efficient equipment & fixtures

Parks *

Centralize & standardize facility HVAC controls

Parks *

Complete the construction of the Lift Station 30 Expansion Project

Eng *

Complete construction of the 2021 Asphalt Pavement Project

Eng *

Complete construction of the 2021 Concrete Pavement and Drainage Project

Eng *

Plan for maintenance costs of all facilities.

Routinely update facility condition assessment to include multi-year forecast of O&M items

Parks

*

Annually review and prioritize forecasted O&M items

Parks *

Annual budget request submittals for O&M items

Parks *

Create facility maintenance service fund

Parks *

Identify information technology improvements.

Assess & standardize current facilities

Parks *

Develop multi-year plan with funding sources

Parks *

Implement plan Parks *

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Strategic Plan


FY23

FY24

1.2 Continue implement. of all master plans.

Comprehensive Plan City Mngr

Thoroughfare Plan

Work with TxDOT on the Grand Parkway.

Eng *

Participate in the County mobility plan.

Eng *

Seek funding for improvements from entities such as HGAC federal funds.

Eng

*

Utilities Master Plan Continue implementation City Mngr

*

Parks and Recreation Plan

Continue implementation City Mngr

*

Economic Development Plan


*

Hazard Mitigation Action Plan


*

1.3 Continue drainage improvements.

Continue cooperative efforts with the drainage district.

Meet with C&R #3 to discuss recent & future improvements to watersheds.

ENG

*

Establish a detention plan inspection program.

Establish an inventory of private detention ponds in City

PW/ ENG *

Create & establish a pond inspection checklist form

PW/ ENG

*

Expand drainage planning to Mustang Bayou watershed.

Plan a study of Mustang Bayou watershed

PW/ ENG

*

Hire a consultant to conduct study

PW/ ENG

*

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Strategic Plan

Vision Element #2

Community Appeal

Guiding Principle: The City of Alvin will improve the City’s perception and appeal and tell its story in a positive manner that improves the image of the community.


FY23

FY24

2.1 Establish a comprehensive program to beautify the City.

Improve entryway and corridors.

Design and approve entryway signage and placement

Parks *

Implement a sustainable corridor beautification plan

Parks *

Solicit community support Parks *

Establish a standard and theme for entryway signage with approved branding.

Parks *

Establish a highway improvement program with TxDOT to improve the aesthetics of the highways and ROW.

Parks *

Continue to work with Keep Alvin Beautiful on improvements.

Support KAB's pursuit of the Governor's Achievement Award

Parks *

Utilize KAB as a vessel to capture funds for beautification projects

Parks *

2.2 Undertake a comprehensive review of all codes and ordinances with an eye to beautification.

Determine if zoning is an option.

Council workshop discussion

Pub Wrks

*

Community buy-in (interest) / Hold a public meeting

Pub Wrks

*

Establish a program and resources for enforcement of updated codes and ordinances.

Review & amend existing codes & ordinances

Pub Wrks

*

Hire an additional Code Officer

PW *

Establish a strong public education program on why to beautify and any new codes and ordinances that will affect the citizens.

Reach community w Social media/waterbills/Rail Publication

Pub Wrks

*

Public Townhall meeting Pub Wrks

*

2.3 Establish rental property regulations to ensure code compliance for

Improve the health & safety of renters & improve property values

Research other City's rental inspection programs

Pub Wrks

*

Inventory the number of rental properties

Pub Wrks

*

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Strategic Plan


FY23

FY24

health and safety of residents

Budget needs for resources (staffing & equipment)

Pub Wrks

*

Draft an Ordinance for consideration

Pub Wrks

*

2.4 Improve neighborhood amenities and overall value of new home construction.

Review and revise existing codes accordingly.

Amend the Subdivision Ordinance to include greenspace and amenities in all new subdivisions not just Planned Unit Developments.

ENG *

Amend the Tree Ordinance to add tree planting requirements for individual lots in new subdivisions.

ENG *

Provide resources for enforcement.

Consider hiring an Urban Forester to enforce the tree ordinance and greenspace/landscaping requirements.

ENG *

2.5 Improve poor perception of Alvin.

Establish public information initiative to tell the Alvin story.

Update information - departmental liaisons

City Sec

*

Establish means to track visits to website

City Sec

*

Use of current technology and social media platforms

City Sec

*

Develop story keeping history/planning for future

Econ *

Establish social media marketing plan to communicate story

Econ *


Econ *

Establish social media marketing plan to communicate story

Econ *

Communicate that story to commercial property owners (local and remote) the need to improve perception.

Incorporate use of videos. Update pictures for use.

City Sec

*

Improve visibility and content of City's website

City Sec

*

Work with Economic Development on establishing a "brand" for the City (to include ACC/AISD) with buy-in from community

City Sec

*


Econ *


Econ *

Improve visibility and content of City website.

Econ *

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41

Strategic Plan


FY23

FY24


Econ *


Econ *

Improve visibility and content of City's website.

Econ *

Provide staffing resources to tell the story.

Work with City Secretary to establish a "brand" for the City (to include ACC/AISD) with buy-in from community

Econ *

Work with City Secretary to establish a "brand" for the City (to include ACC/AISD) with buy-in from community

Econ *

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Strategic Plan

Vision Element # 3 Organizational Excellence

Guiding Principle: The City of Alvin will operate in a transparent, efficient, accountable and responsive manner by preparing the organization and the staff for the future, focusing on core services, attracting and retaining the best employees and wise stewardship of financial resources.

Strategic Initiatives

Goals

Action Steps

Dept

FY22

FY23

FY24

3.1 Prepare and implement a staffing study for all departments

Include critical review of current activities and eliminate as appropriate.

Parks *

Move personnel to fit the redefined jobs.

HR *

Add personnel where needed.

HR *

Recruit at least five new Volunteer Firefighters

Fire *

3.2 Prepare and implement an employee retention and recruitment program for all departments.

Review and plan for multiple management layers to encourage upward mobility.

HR *

Review and eliminate impediments to the inability to retain employees.

HR *

Review and eliminate impediments to recruitment of new employees.

HR *

Establish tuition reimbursement incentives.

HR *

3.3 Prepare and implement a comprehensive compensation and benefits plan.

Review and revise compensation and benefits at all levels.

HR *

Review and revise incentive plans and certificate pay in all departments.

Establish tuition reimbursements and fees for higher education and training.

HR *

Secure agreements with employees to stay for the additional incentives.

HR *

Complete the new Civil Service implementation.

HR *

3.4 Establish departmental goals and benchmarks

Court Traffic Safety Initiative Entry

Review community outreach completed through the year

Court *

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Strategic Plan


Goals

Action Steps

Dept

FY22

FY23

FY24

Create PowerPoint and write four to five page paper

Court *

Submit to TMCEC for review

Court *

Court Community Outreach (in-person & virtual)

Meet with Judges and staff for availability

Court *

Make contact with different organizations

Court *

Warrant Round-Up Court *

Community Outreach Court *

Schedule the event Court *

Implement new court procedural processes

Complete warrant application with Tyler Technologies

Court *

Assist with design and implementation of new court docket with Tyler Technologies

Court

*

Contempt Procedures Court * Call notifications Court * SABA (Self-aid buddy aid) Training

Court *

Court Active Shooter Procedures

Meet with Police Department and Presiding Judge

Court *

Create plan of action Court *

Implement and train Court *

Reconciliation/Posting of daily deposits/transactions

Daily reconciliation of deposits- Verify Wells Fargo bank deposits tie to deposits slips/Tyler Cashiering

Fin

*

Coordinate with Departments to make sure reports are being turned in on a daily basis

Fin

*

Daily posting of cash reports

Fin *

Complete the conversion of our third-party merchant to OpenEdge to enhance cash collections and additional payment options for residents

Fin

*

Issue monthly financial reports within 15 days of end of month

All month end entries posted/reconciled within the first week of the month

Fin *

Complete report/slides by 10th of the month

Fin *

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Strategic Plan


Goals

Action Steps

Dept

FY22

FY23

FY24

Submit to Director for review

Fin *

Reduce the ratio of checks to ACH payments

Contacting existing vendors each month to notify them of this service

Fin *

Updating vendors records as needed

Fin *

Setting up new ACH information in Tyler

Fin *

Implement a new budget development program

Research software options Fin *

Implement program Fin *

Put in place redundant Internet services City wide.

Coordinate with potential vendors services & pricing

Fin *

Manage progress of circuit installations

Fin *

Clean up security permissions for Active Directory

Decide on best software to use for analysis

IT *

Remove unnecessary groups and distribution lists

IT *

Reassign proper permissions to groups

IT *

Infrastructure Security Explore new technology for Best Practices

IT *

Implement best practice strategies

IT *

Test and verify IT *

Continue training on malware, spyware best protection practices

Install training software IT *

Improve training and testing

IT *

Expand the use of Opendoc software to more city departments

Initial installation and court use expansion

IT *

Introduce to Parks and Recreation

IT *

Provide training to Parks and Recreation

IT *

Implement once month billing

Review current procedures Util Blng

*

Establish plan to determine impact on customers

Util Blng

*

Covert to once monthly billing

Util Blng

*

Implement High Consumption Reporting program to enhance customer service experience

Review current procedures Util Blng

*

Establish plan to determine effective reporting

Util Blng

*

Implement procedure for weekly follow up on high consumption

Util Blng

*

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Strategic Plan


Goals

Action Steps

Dept

FY22

FY23

FY24

Maintain accurate and timely billing and responsiveness to customers' needs

Continue responding within one business day to requests

Util Blng

*

Operational improvement as Senior Center

Increase participation in existing program offerings (% YOY)

Parks *

Evaluate current and continue offering relevant programs & events (% YOY)

Parks *

Increase online presence (% YOY)

Parks *

Meet/exceed forecasted rental revenue (% YOY)

Parks *

Operational improvement Recreation

Engage/foster community partnerships that serve Alvin residents (# entities)

Parks *

Evaluate program relevance and/or enhancement through participant feedback (% YOY)

Parks *

Introduce new programs by recognizing local and national trends (% increase YOY)

Parks *

Engage in community outreach as a tool for marketing and partnership development (% increase YOY)

Parks *

Operational improvement Administrative Services

Act as central point of contact for all Departmental services (# requests)

Parks *

Administer the community service worker program

Parks *

Automate the Community Wide Event Application process

Parks *

Identify and assign job training for departmental staff (% staff)

Parks *

Operational improvement Park & Facility Maintenance

Establish predictable and routine response time for maintenance requests (completion %)

Parks *

Co-share resources with other entities including City departments as an O&M cost saving measure (% savings)

Parks *

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Strategic Plan


Goals

Action Steps

Dept

FY22

FY23

FY24

Maintain a "safety first" culture by utilizing training and implementing industry recognized best practices (OTJ reported injuries)

Parks *

Maintain all athletic fields using a routine turf management process (quarterly, 4X per year)

Parks *

Achieve a high level of Customer Service & Satisfaction

Provide Customer Service related training to employees

Parks *

Increase citizen understanding of the functions/responsibilities of the Public Services Dept.

Parks *

Recognize employees who demonstrate excellent customer service

Parks *

Ensure the best result & benefits for the customers through strict budgeting processed & fiscal responsibility.

Invest in quality equipment to minimize long term repair cost

Parks *

Budget adequate funds to provide superior service

Parks *

Look for innovative ways to save money, increase production, & improve quality

Parks *

Establish incentive programs for attracting targeted businesses.

Conduct 6 business expansion and retention visits

Econ *

Market Chapter 380 incentives to targeted industries

Econ *

Establish ordinances and permitting to encourage economic growth at all socio-economic levels.

Utilize Development Proposal Guidelines to allow for mixed use developments

Econ *

Revise ordinances to allow for development in blighted areas that would not be permitted for an undeveloped property

Econ *

Improve Performance Indicator Validity

Select new CAD/Reporting system with Consortium

Pol *

Complete implementation of new system

Pol *

Ensure performance data is agency-specific

Pol *

Improve Operational Effectiveness

Priority calls dispatched under 1 minute

Pol *

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Strategic Plan


Goals

Action Steps

Dept

FY22

FY23

FY24

Priority call patrol response under 3minutes

Pol *

Response under 15 minutes for all non-priority calls

Pol *

Create a contract/ agreement with Brazoria County to conduct all General, Special and Bond Elections.

City Sec

*

Enhance Communications ‐ Facebook Posts, Instagram Posts, Enhancement of Website Content, Publication of the bi‐annual Alvin Rail Newsletter, Newspaper Ads/News Release

City Sec

*

Scan remainder of archived Commercial Inspection Reports

Fire *

Assure justice in Municipal Court by making sure all alleged offenders are treated fairly and in a just manner.

City Atty

*

Provide the best possible legal advice to city officials and staff within the time available for response.

City Atty

*

Provide the best possible legal instruments for city projects within the time available for document preparation or review.

City Atty

*

Work with Civil Service Commission, PD and HR on implementation of Civil Service

City Atty

*


Maintain no euthanasia for time/space

Pol *

Intakes vs. Placements Pol *

Average days from intake to placement

Pol *

Convert to new CAD and reporting system with consortium

Pol *

Replace police radios due to manufacturer end of life

Pol *

Implement DDACTS Pol *

Host 3 on-site adoption/ fund-raising events

Pol *

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Strategic Plan


Goals

Action Steps

Dept

FY22

FY23

FY24

Increase Shelter Benefit to Community

Cooperate with local businesses to promote adoptions

Pol *

Apply for a grant to assist in animal sterilizations

Pol *

Coordinate with businesses and organizations to help plan events that generate hotel night stays.

Meet with businesses and organizations to discuss events

CVB *

Coordinate with hoteliers to track hotel nights

CVB *

Enhance communication between CVB and local businesses.

Create a social media workshop for businesses to attend

CVB *

Email local businesses with CVB updates to encourage communication

CVB *


Conduct 6 business expansion and retention visits

Econ *

Market Chapter 380 incentives to targeted industries

Econ *


Utilize Development Proposal Guidelines to allow for mixed use developments

Econ *

Revise ordinances to allow for development in blighted areas that would not be permitted for an undeveloped property

Econ *

Enhance social media marketing for events and tourism.

Create videos highlighting attractions in Alvin

Econ *

Expand exposure through social media influencers

Econ *

Create social media takeovers to highlight area venues

Econ *

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49

Strategic Plan

Vision Element # 4

Mobility and Transportation

Guiding Principle: The City of Alvin will support improving traffic and congestion by forming partnerships with state and local agencies and stakeholders to take a holistic and regional approach to improving the mobility throughout the city.


Goals

Action Steps

Dept

FY22

FY23

FY24

4.1 Review and establish a public transportation system.

Identify funding sources.

Annually monitor grantors (HGAC, TPWD, FTA) and other agencies "call for projects"

Parks *

Establish interlocal relationships with other entities.

ActionS, Connect Transit, Gulf Coast Center

Parks *

Establish transportation systems and opportunities for low to moderate income citizens.

Trails and sidewalks to strategic areas

Parks *

Public transportation Parks *

4.2 Improve evacuation mobility.

Study all evacuation routes and make recommendations for changes.

Review the evacuation plan for city and counties

EMS *

Develop a plan to notify residents of routes before hurricane season.

EMS *

Improve notification and alert process.

EMS

*

Establish and notify the public of re-entry process.

EMS

*

Acquire, Train, and put into service New Ladder Truck that has been ordered

Fire *

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Strategic Plan

Vision Element # 5


Guiding Principle: The City of Alvin will promote a strong and diverse economy that strengthens the local sales tax and property tax base while also contributing to a high quality of life.


FY23

FY24

5.1 Continue to enhance redevelopment efforts throughout the city while maintaining the city’s sense of history.

Commercial and retail. Continue Business Improvement Grant Prog.

Econ

*

Residential. Utilize code enforcement for dilapidated properties in historic neighborhoods to encourage redevelopment.

Econ

*

5.2 Enhance and expand business recruitment and retention programs.


Conduct 6 bus. expansion and retention visits.

Econ

*

Market Chap 380 incent to targeted industries.

Econ

*

Collaborate with AISD and ACC to develop workforce training programs.

Econ

*

5.3 Establish a “brand” for the city.

Identify what describes Alvin.

Work with City Secretary to establish a "brand" for the City.

Econ *

Collaborate with stakeholders to include ACC and AISD.

Econ *

Identify and deliver on a promise.


Econ *

Establish social media marketing plan to communicate story.

Econ *

5.4 Improve the overall economic health and income of the citizens.


Utilize Development Proposal Guidelines to allow for mixed use developments.

Econ *

Revise ordinances to allow for development in blighted areas that would not be permitted for an undeveloped property.

Econ *

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City of Alvin Master Plans

The following list of Master Plans are a brief snapshot of what are in the plans. Please refer to the actual plans on the City of Alvin’s website.

Alvin 2035 Comprehensive Plan The Alvin "Crossroads" Plan offers a strategic policy framework for both the corporate limits and the City's expansive extraterritorial jurisdiction (ETJ). The objective of the plan is to provide guidance for decisions relating to the future use of land, community growth and provision of infrastructure, and parks and recreation areas. The horizon of this plan is the Year 2035. Alvin is at a "crossroads" in the sense that it is choosing to embark on a new path – one that is guided by a blueprint for the future. It is the intent of this Comprehensive Plan that the policies and associated goals, objectives, and recommended implementation strategies and actions serve as a framework for community decision-making. The 2035 Comprehensive Plan is organized into five (5) main elements, addressing existing conditions, key issues, goals and objectives, and recommendations. These elements of the plan, with implementation, include the following:

1) Introduction and Vision 2) Community Snapshot 3) Land Use 4) Parks and Recreation 5) Growth Strategies 6) Implementation

1. Introduction and Vision The Introduction and Vision section discusses the value of the plan development process, the benefits of the plan, the community vision, and the plan's organization.

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Drafted in 2005, the Alvin “Crossroads” Plan had largely served its purpose in setting a trajectory and growth pattern for the community. The development of the Crossroads Plan was in response to the amount of recent and expected future development, in addition to several pending developments and infrastructure improvements that ultimately contributed to and influenced the pattern and character of new development. In February 2014, the citizens and leaders of Alvin decided to update their Comprehensive Plan. Therefore, a decision was made for the community to determine a course of action so as to forge the future - on its own terms - ensuring desirable outcomes. To do so, a shared vision was an essential first step to guide the community and its leaders in their decision making over the next two decades and beyond. Almost 10 years later, and in response to present growth and development circumstances, in 2015 the City initiated a process to develop the Alvin "Crossroads" Plan. It is now clear that development emanating from the Houston metropolitan area will soon impact the daily lives of Alvin’s citizens. In light of this fact, the plan development process was designed to enable residents and community leaders alike to come together and decide how they would like the community to develop, including critical considerations such as the pattern and sequencing of development within the city limits and throughout the extraterritorial jurisdiction, timely provision of adequate facilities and services, coordination of infrastructure improvements, and community appearance and character enhancements. The intended result of this process was to craft a statement of the community's vision, reflecting the expectations and desires of the residents. This vision of what the community aspires to achieve is the first step in charting a strategic path forward to address the complex decisions facing the community in both the near and distant future. Rather than simply reacting to events as they unfold, a shared vision will enable the community to develop a proactive plan for achieving the ideal future imagined by the community through this comprehensive planning process. 2. Community Snapshot Provides the first step toward understanding the past, recognizing existing circumstances, collectively deciding on a preferred scenario, and setting a course of action for realizing what is necessary in the future. This effort involved a review of the existing comprehensive plan, demographic and socioeconomic information, as well as regional indicators that may have impacts on Alvin’s future needs. Alvin is a community that is proud of its history and interested in preserving its heritage and uniqueness as a small town on the edge of the nation’s fourth largest Metropolitan Statistical Area (MSA). While the City’s history continues to be celebrated, made evident by the restoration of historic structures such as the Depot, and the preservation of “original town” neighborhoods, and traditional downtown area, this process of updating Alvin’s “Crossroads” Comprehensive Plan offers an opportunity for the community to remember its past while envisioning the future. Although future actions may depart from their previous course as a result of emerging new development, major transportation improvements, shifting patterns of use, and changing demographics, the success of the community in achieving its vision will largely depend on its treasured past and values as a small community. An important component of this section is the year 2035 projected population, which will be used throughout the plan to estimate future demands, requirements for parks and open space, infrastructure capacity needs, and future growth strategies. An understanding of existing population characteristics and future population demands is essential in determining the anticipated development and the resulting demands on the community and its facilities and services.

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3. Land Use and Character Provides a vision for the future physical development of the community and its extraterritorial jurisdiction (ETJ). This section establishes the necessary policy guidance for decisions concerning the compatibility and appropriateness of development within the context of the larger community. An essential component of this section is the land use policies, which will help the City in deciding the means by which it can manage its future land use and development. The purpose of this plan element is to establish the necessary enabling policy guidance to enable the City to plan effectively for future growth, development, and redevelopment. Sound planning is essential to ensure that the community is not only prepared to provide anticipated infrastructure needs, but also for preserving community character. Ensuring high quality development is as critical as providing the utility infrastructure and connecting transportation system of streets and sidewalks. The preparation of this land use element involved examination of the community’s historic pattern of development, which generally originated in downtown and radiated outward along the railroad and State Highways (S.H.) 6 and 35; the ongoing pattern of new development within the City and its expansive extraterritorial jurisdiction (ETJ); and the types, densities, and arrangement of individual land uses. The general pattern of agricultural lands; residential development of varying densities, including countryside (five plus acres), estate (one to five acres), suburban (7,000 square feet to one acre), and auto-urban commercial uses; auto-urban industrial uses; special institutional uses (public and tax-exempt properties); parks, open space and natural lands; vacant and undevelopable land use types were evaluated as to their contribution to the overall pattern of development and character of the community. This plan element provides an overall policy framework for guiding and directing the location, character and quality of future physical and economic development of Alvin and its extraterritorial area. The primary focus, or “planning area” of this section is within the City’s corporate limits and the ETJ, which extends one mile outward from the outer edges of the city. Advanced planning for the areas outside the City limits is particularly essential based upon the amount of existing and ongoing development occurring in the peripheral areas, the expectation of future incorporation of these areas, and the required provision of adequate municipal facilities and services. Each element of this Comprehensive Plan is inherently interrelated as each is influenced by the other elements. Therefore, the concepts of land use and community character are integral to other components of

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the plan. For instance, the transportation system provides access to land for use and development of varying densities. The provision or lack of utilities infrastructure can dictate the amount, location, and timing of development. Design and development character impact community aesthetics and, thus, the internal and external perceptions held by area residents and those considering investment in the community. Proximity to public facilities can impact public health and safety at specific locations and, as a result, impact the development potential of an area. However, it is the design of individual uses, districts, and neighborhoods that influence the character of development more than the use itself. The character of an area is more distinctly defined by the intensity (height and scale) of development, the relative arrangement of buildings and parking areas, the preservation and use of open space, and other aesthetic design features. Community character concepts, in general and as they specifically apply to Alvin, are discussed within this section. 4. Parks and Recreation Determines the community's current and future needs for parks and recreation facilities. This section addresses policy direction pertaining to the timing of park development, park siting within the City and planning area, the type and quality of facilities, and the method by which improvements are funded. City parks are dynamic institutions that play a vital, but not fully appreciated or understood role in the social, economic, and physical well-being of America’s cities and residents. Notable landscape architect Frederick Law Olmsted designed America’s first urban parks in the 19th Century. These green spaces provided relief from the stresses and strains of city life and brought people together across social, economic, and racial divides. During the post-World War II years people shied away from urban centers, preferring suburban homesteads with spacious yards. During these years, the quality of the nation’s park systems suffered enormously from lack of investment and interest. Many parks today have yet to fully recover. As cities across the country find that populations are being attracted back into the city and its urban core, revitalized park systems and recreation facilities are becoming central themes of this urban revival. They are not only safe and beautiful, but parks also aid in addressing critical urban issues from health and housing, to education and tourism—all of which are discussed in greater detail throughout the section. The purpose of this section is to address the community’s current parks and recreation needs and preferences through the preparation of a systematic program to guide ongoing development and enhancement of the system, while evaluating and quantifying anticipated future requirements. This element serves to provide guidance as to the methods for acquiring parks and open space; sources of funding available for development and maintenance; identification of existing and future “need areas,” both within the City limits and extraterritorial area; types and qualities of facilities; and the general timing of enhancements and improvements. This section is intended to guide the City’s short-term decisions and long-range planning efforts for developing a “first class” public parks and recreation system for the City of Alvin. 5. Growth Strategies Provides policies to guide decisions relating to timely extension of adequate infrastructure, provision of quality municipal services, and a logical sequencing of future development. The section also sets forth policies for managing future development in a manner that is wise and fiscally responsible.

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This comprehensive plan makes assumptions anticipating the pattern of future growth and offers the necessary policy guidance to effectively manage it. The intent of many of the principles, actions, and policies outlined within this section, as well as the Land Use section, are to encourage compact and efficient development patterns, thereby minimizing fiscal and other likely impacts caused by outward, sprawling development. 6. Implementation Identifies a course of policy direction for the community. The implementation element identifies the means by which this policy will be actualized. This includes a five-year action plan that contains recommendations that are linked to the different elements of the plan, the department or agency responsible for the actions, and the timeframe by which the actions will be completed. This section also identifies a process for an annual evaluation and a five-year review of the Comprehensive Plan. Plans are never intended to simply exist as a binder that is forever sitting on the shelf. These are collaborative works that involve many different contributors and include directions for many aspects of City development. Indeed, a great many people routinely put time and effort into chronicling ‘the next step’ for the City of Alvin. At the same time, experience dictates that plans become unused and reduced to shelf clutter. The addition of this Implementation section is intended to avoid that near term fate. Using this Plan on a frequent basis for policy, planning, regulatory, and capital decisions will lead to its commonplace acceptance and reference. This is the goal of this section and moreover, this Comprehensive Plan Update as a whole. The Comprehensive Plan should be viewed and used as a “living document,” that is, a document that is frequently referred to for guidance in community decision-making, and adapted to meet the changing needs of the community. Its assumptions, goals, policies and action strategies should be revisited periodically to ensure that it is providing clear and reliable direction on a range of matters, including land development issues and public investments in infrastructure and services. Implementation is not just about a list of action items. It is a challenging process that will require the commitment of the City’s elected and appointed officials, staff, residents, business owners, major institutions, other levels of government, and other organizations and individuals who will serve as champions of the plan and its particular direction and strategies. Equally important are formalized procedures for the ongoing monitoring and reporting of successes achieved, difficulties encountered, new opportunities, and challenges that have emerged. This is in addition to any other change in circumstances, which may require rethinking of Plan priorities.

Parks and Recreation Master Plan The 2017 Parks and Recreation Master Plan is an update of the City of Alvin’s 2006 Parks and Recreation Master Plan. The principal benefit of adopting and implementing this Plan is the value it creates for the lives of community residents. Parks and recreational programs offer opportunities for social interaction, physical fitness and activity, nature observance, and relief from the urban environment. Moreover, parks and recreation programs and facilities are key factors in connecting the community. Parks, trails, open spaces, and recreation programs create physical and social links that connect the community, and in turn, enhance its livability. While parks have traditionally been viewed only for their physical attributes, such as their beauty and provision of space for outdoor activity, there is an increasing awareness as to their spin-off values, which include: Enhanced social ties and connections within and between neighborhoods, schools, and both formal and

informal social networks; Improved aesthetic value for the immediate neighborhood and nearby environs by way of preserving

natural features, adding amenities, and retaining open space and mature vegetation; Improved community identity offering value in attracting visitors and retaining residents;

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Opportunities for better parks and recreation programs and facilities for persons of all ages (youth, adults, and seniors), interests, and abilities;

Improved health and fitness of community residents made possible by the provision of facilities and programs that promote active living, and offering therapeutic benefit by way of parks, trails, and public spaces;

Increased fiscal responsibility and efficiencies gained through coordinated programming and shared use of facilities;

Improved response to the needs of parks and recreation facility users, including the interests of recreation leagues and activity groups; and

Increased opportunities for partnerships and valued relationships with other providers - public, semi-public, and private - of recreation facilities and programs.

This plan update enables the City to plan in advance for acquiring, developing, and improving individual properties in the context of the City’s parks and recreation system. The purpose of the Alvin Parks and

Recreation Master Plan is to determine the community’s current and future needs for improving its existing parks and recreation system, and based on the amount of new development, to provide for adequate areas and facilities to meet both the short and long-term needs of the community and its residents and visitors. This Parks Master Plan is intended to guide the planning efforts for developing a “first class” public parks and recreation system while also directing other public, semi-public, and private contributions to the system through provision of active recreation areas and passive open spaces to meet the requisite needs of current and new development. This plan addresses the availability, quality, type, size, and location of

leisure and recreation opportunities in the corporate limits and extraterritorial jurisdiction of Alvin. About the Parks Master Plan The City of Alvin’s Parks and Recreation Master Plan is intended to be an expression of the community’s needs and priorities for the provision of parks and recreation areas and public open space for leisure and recreation activity. The plan is a guide for public policy and private decision-making related to the availability, quality, type, and location of leisure and recreation opportunities to meet the needs of residents. The objectives of the plan are to:

Determine the City’s current (2016) and future (2036) needs as they relate to existing parks (including active recreation areas and passive open space) and recreation facilities;

Assess the adequacy of existing parks and recreation facilities in meeting current and future needs and recommend necessary improvements;

Update and expand the inventories of park and recreation community assets; Document the vision of stakeholders including citizens and established groups and organizations

to identify the preferred types, locations, and designs of parks and recreation facilities; Provide strategic direction regarding required parks and recreation facilities to respond to issues

and gaps identified during the needs assessment, and to identify policies and standards for eliminating existing deficiencies;

Incorporate and address the recommendations and directives found in the City’s adopted Crossroads 2035 Comprehensive Plan;

Evaluate alternative approaches for acquiring, developing, and maintaining parks and recreation facilities;

Provide recommendations for the acquisition, development, and management of parks and recreation facilities.

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Research and document the recreational programs, services, and resources of other providers within the City to better ensure a complimentary program of offerings to Alvin residents;

Create a Capital Improvement Program (CIP) to include a detailed list of needed improvements for each existing park; and

Develop a Park Standards Manual, which will be used by the City to guide planning, design, and construction of park facilities and improvements, as well as installation of park equipment.

The specific content of this Master Plan includes a detailed photo inventory of park areas, facilities, and recreation equipment; condition assessment of the existing parks; analysis of the adequacy level of the existing facilities compared to established development standards and criteria; determination of current and future improvement needs; creation of an implementation and capital improvement plan; and the development of a park standards manual; all of which advance the community’s vision for its desired parks and recreation system. The existing system was evaluated to identify geographic areas of need, as well as the types of spaces, facilities, and services needed both now and in the coming years. Standards were applied to determine existing demands and future requirements, based upon anticipated growth and development, including order-of-magnitude cost estimates and an acquisition and development schedule of prioritized improvement needs.

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Thoroughfare Plan The City of Alvin’s 2016 Major Thoroughfare Plan (MTP) is a long-range transportation planning document utilized to guide future planning decisions, pursue funding options, and provide input for annual Capital Improvement Plan (CIP) budget. The plan identifies the existing and potential future roadways within the City Limits and its Extraterritorial Jurisdiction (ETJ) by functional classification allowing the City to reserve right-of-way (ROW) as development or redevelopment occurs. What it does not do is identify specific roadway projects or a timeline for improvements, if needed. Alvin’s MTP identifies six functional classifications. These classifications include: Major Arterial Toll Facility, Major Arterial, Minor Arterial, Major Collector, Minor Collector, and local roadway. Below is a description of each functional classification and the role is serves in the roadway network. The roadways identified within the MTP may not be maintained or controlled by the City of Alvin. Major Arterial Toll Facility – A tolled, controlled access roadway providing a high level of mobility between large activity centers in a region. These roadways are intended for longer trips. Major Arterial – Provides a high level of mobility with limited access points along the roadway. They are typically intended for longer trips and extend throughout a region. Minor Arterial - Provides a high level of mobility with increased number of access points along the roadway. These roadways typically are intended for longer trips and may extend throughout a region. Major Collector - Provides a medium level of mobility with a number of access points along the roadway. Typically these roadways are intended for medium length trips connecting local roadways to arterials.

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Utility Master Plan

Water In 2015, the City established a Utility Master Plan to provide the City of Alvin a planning tool that will serve as a guide for short-term and long-term improvements to the infrastructure within the water and wastewater systems. When the plan was implemented in 2015, the City population was nearly 26,800. Currently, utility water and wastewater service is provided to nearly 30,000 people and the population within the service area is projected to grow by almost 10,000 people, or 33%, over the next 15 years to 40,000 residents. Accommodating this growth in an efficient and cost effective manner, while also focusing on the maintenance of existing water and wastewater system assets, is the purpose of the 2015 Utility Master Plan. Population Population and projected land use are important elements in the analysis of water distribution and wastewater collection systems. Water demands and wastewater loads are dependent on the residential population and commercial development served by the systems and determine the sizing and location of system infrastructure. A thorough analysis of historical and projected populations provides the basis for future water demands and wastewater loads. Based on historical trends, an annual growth rate of 2% was used to project the 2020, 2025 and 2035 population. The table below presents the water and wastewater service population projections.

Year Service Population 2015 26,7592020 29,5442024 32,6182035 39,762

Water Demands Reviewing historical water demands provides insight into selecting design criteria used to project future water demands. Annual average day demand, maximum day to average day peaking factors, and per capita consumption were reviewed and provided a basis for determining the design criteria used to project water demands. The City’s water distribution system consists of 146 miles of water lines. Pipeline diameters range in size from 1-inch to 12-inches. The City relies on five (5) groundwater wells to provide water to its residents, three (3) water plants distribute groundwater throughout the City, six (6) ground storage tanks and two (2) active elevated storage tanks that make up the distribution system facilities. Hydraulics A hydraulic model was developed as a tool in the evaluation of the City of Alvin’s water distribution system. The model network was developed from the City’s geographic information system (GIS) and design plans. The calibration process involved adjusting system operational parameters, roughness values, demand allocation, and peaking factors to match a known condition. Hydraulic analyses were conducted to identify deficiencies in the City of Alvin’s existing water distribution system and to establish a capital improvements plan (CIP) to improve the existing system and meet projected water demands through 2035. Water System Capital Improvements Plan A water system CIP was developed for the City of Alvin to maintain high quality water service that promotes residential and commercial development. The recommended improvements will provide the required capacity and reliability to meet projected water demands through year 2035.

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Below is a list of the Water System Capital Improvement Projects planned from 2015-2035:

Water System CIP 2015-2020 2021-2025 2026-2035 Total

Fairway Drive and South Water Line Imp. $1,756,907 $1,756,907

Water Plant No. 6 Ground Storage Tanks Repl. $2,776,906 $2,776,906


Total 2015-2020 $4,533,813 $2,106,000 $0 $6,639,813


East Water Plant $5,304,000 $5,304,000

Total 2020-2025 $0 $5,304,000 $2,106,000 $7,410,000

East Water Plant Pump Expansion $78,000 $78,000

WWTP Water Line Improvements $7,091,438 $10,946,900 $1,565,100 $19,603,438

Total 2025-2035 $7,091,438 $10,946,900 $1,643,100 $19,681,438

Total $11,625,251 $18,356,900 $3,749,100 $33,731,251

Wastewater The City of Alvin’s wastewater system consists of 42 lift stations and associated force mains, a wastewater treatment plant and a network of gravity mains and force mains ranging from 3-inches to 42-inches. The majority of the system is comprised of 6 inch and 8 inch wastewater lines that commonly serve subdivisions, neighborhoods, and small commercial areas throughout the City. The main interceptors south of the Highway 35 Bypass are 27 inch and 33 inch lines. Wastewater Treatment Plant The City of Alvin owns and operates one (1) wastewater treatment plant (WWTP). The plant has a current permitted capacity of 5.0 MGD annual average day flow and 15 MGD peak 2-hour flow. The flow to the treatment plant is conveyed through parallel 27 inch and 33 inch gravity mains that converge into a single 42 inch pipe before entering the WWTP at the mechanical bar screen and influent lift station. Lift Stations The City owns and maintains 42 lift stations including the influent lift station at the wastewater treatment plant. The City’s contractor assembled a lift station inventory using data obtained from City staff, the City’s 1999 Carter & Burgess WWMP Report, 2 foot contours, field data obtained from ADS, and as-built drawings. Collection System The City of Alvin’s existing wastewater system consists of 144 miles of collector mains, interceptors and force mains. Pipeline diameters range in size from 3 inches to 42 inches. The majority of the system is comprised of 6 inch and 8 inch wastewater lines that commonly serve subdivisions, neighborhoods, and small commercial areas throughout the City. The main interceptors south of the Highway 35 Bypass are 27 inch and 33 inch lines.

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Monitoring The City’s contractor conducts flow monitoring at eight (8) locations in the Alvin wastewater system. The collected flow data was used to characterize dry and wet weather flow at key points within the wastewater system, evaluate wet weather inflow/infiltration (I/I), and calibrate the hydraulic model of the collection system. The flow monitoring results indicated large amounts of I/I in portions of the wastewater system. The eight (8) flow monitors were utilized to identify seven (7) wastewater basins for this study. Calculating the discrete I/I per flow monitor basin can help identify which basins should be prioritized for future condition assessment work. The amount of inflow and infiltration within each basin has been categorized as high, moderate, or low. Wastewater System Analyses and Hydraulic Modeling The City’s hydraulic modeling software built and calibrates the Alvin wastewater system. The wastewater model consists of gravity pipes 8 inches and larger, all lift stations and associated force mains, and the WWTP head works and influent lift station. As part of the system analyses, a condition assessment was conducted on twelve (12) of the City’s key lift stations. The condition assessment included a visual inspection of each lift station and individual condition ratings of five component groups. The lift stations were grouped into three condition ratings based on their final condition scores: Moderate, Poor and Very Poor. The results of the lift station condition assessment were used to develop rehabilitation projects. Various combinations of improvements and modifications were investigated to determine the most appropriate approach for conveying projected wastewater flows. Parameters used in developing the wastewater capital improvements plan included increasing system reliability, simplifying system operations, conveying peak wet weather flows, maintaining proper velocities, and reducing surcharging and sanitary sewer overflows. Wastewater System Capital Improvements Plan A wastewater capital improvements plan was developed for the City of Alvin to improve the wastewater collection system’s ability to convey flow to the wastewater treatment plant. The recommended improvements provide the capacity and reliability to meet projected wastewater flows through year 2035. Below is a list of the Wastewater System Capital Improvement Projects planned from 2015-2035:

Wastewater System CIP 2015-2020 2021-2025 2026-2035 Total

Replacement 54" Eastside Interceptor $18,612,815 $18,612,815

Lift Station 30 Exp. and H35 Bypass Gravity Mains $10,744,765 $10,744,765

Lift Station 14 & 17 Rehab $1,093,317 $1,093,317

Total 2015-2020 $30,450,897 $0 $0 $30,450,897

Peak Flow Storage Basin $4,000,000 $4,000,000

Lift Station 23 Expansion $13,941,590 $13,941,590

Wastewater SCADA System $2,373,600 $2,373,600

Lift Station 22 and 23 Expansion $1,232,400 $1,232,400

Lift Station 35 Expansion $645,900 $645,900

Lift Station 36 Expansion $435,300 $435,300

Lift Station 2 Rehab $390,000 $390,000

Lift Station 31 Rehab $3,223,500 $3,223,500

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Wastewater System CIP 2015-2020 2021-2025 2026-2035 Total

Lift Station 8 Rehab $1,519,200 $1,519,200

Total 2021-2025 $0 $23,018,790 $4,742,700 $27,761,490

Central Basin Sanitary Sewer $44,900 $44,900




Total 2026-2035 $0 $0 $1,776,500 $1,776,500

Total $30,450,897 $23,018,790 $6,519,200 $59,988,887

Asphalt Paving Plan The City of Alvin developed an asphalt paving plan to identify preventative maintenance needs. It is important for the City to ensure appropriate maintenance levels of 273 street, all totaling 73 miles and 8.9 million square feet. The age of the streets total from 1980 and prior (39%), 1990-1999 (30%), and 2000-2016 (31%). The list of streets was also identified as curb and gutters, open ditch, chip seal, or a combination of each. The other factor that was used to assess the rank is the traffic volume, with the three categories as being light, medium and heavy. The plan categorizes the street assessment levels into the following five rankings: 1) very poor, 2) poor, 3) fair, 4) good and 5) new roads.

Drought Contingency Plan A drought contingency Plan was initially adopted in 2010 and amended in 2014. It’s purpose is to develop a plan to conserve the available water supply and protect the integrity of water supply facilities, with a particular regard for domestic water use, sanitation, and fire protection. It also was designed to protect and preserve public health, welfare, and safety and minimize the adverse impacts of water supply shortage or other water supply emergency conditions. The service area of the City of Alvin is located within the Region H of the Water Panning Group, and is under the direction of the Director of Public Works with the provisions that the plan applies to all persons, customers, and property utilizing water provided by the City of Alvin. The terms " person" and "customer” in the plan include individuals, corporations, partnerships, associations and all other legal entities. Drought Response Stages The Director of Public Works monitors water supply and demand conditions on a daily basis and determines when conditions warrant the initiation or termination of each stage of the plan, that is when the specified “triggered” stages are reached. The criteria for the for the stages are based on known capacity limits. Below are the 5 stages, or “triggers,” as defined in the plan:

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Stage 1 – Mild Water Shortage Conditions Customers shall be requested to voluntarily conserve water and adhere to the prescribed restrictions on certain water uses when total daily water demand equals or exceeds 5.4 million gallons per day for three (3) consecutive days Stage 2 – Moderate Water Shortage Conditions Customers shall be required to comply with the requirements and restrictions on certain non-essential water uses when total daily water demand equals or exceeds 6.0 million gallons per day for two (2) consecutive days, and when system water pressure is approaching 40 psi in the distribution system as measured by the pressure gauges in the system. Stage 3 – Severe Water Shortage Conditions Customers shall be required to comply with the requirements and restrictions on certain non-essential water uses when the total system water demand equals or exceeds 6.5 million gallons per day for two (2) consecutive days, net storage in water storage is continually decreasing on a daily bass and falls below 24. million gallons (60% capacity) for 48 hours, and when water pressure is approaching 35 psi in the distribution system as measured by the pressure gauges in the system. Stage 4 – Critical Water Shortage Conditions Customers shall be required to comply with the requirements and restrictions on certain non-essential water uses when: 1) the imminent or actual failure of a major component of the system that would cause an immediate health or safety hazard, 2) total water demand is exceeding the total system capacity of 8.2 million gallons per day for a twenty-four (24) hour period, 3) all available water supplies, such as ground storage tanks, level is so low that the pumps cannot pump the daily water demand and replenishment of the storage tanks has stopped, and 4) when one well is out of service and usage goes above 6.0 million gallons per day for two consecutive days. Stage 5 – Emergency Water Shortage Conditions Customers shall be required to comply with the requirements and restrictions when Director of Public Works determines that a water supply emergency exists based on: 1) Major water line breaks, or pump or system failures occur, which cause unprecedented loss of capability to provide water service; or 2) a Natural or fabricated contamination of the water supply source(s). Notification The Director of Public Works, shall notify the public by means of a publication in a newspaper or general circulation, public service announcements, signs posted in public places, and take home fliers at schools. Additional notification include the Mayor/members of the council, Fire Chief(s), Emergency Management Coordinator(s), TCEQ, major water users, critical water users, street superintendent and facility managers. Water Use Restrictions Certain restrictions are placed under each stage to reduce daily water demand. These include: Stage 1 – Mild Water Shortage Conditions: voluntary10% in daily water demand Stage 2 – Moderate Water Shortage Conditions: voluntary15% in daily water demand Stage 3 – Severe Water Shortage Conditions: achieve 20% in daily water demand Stage 4 – Critical Water Shortage Conditions: achieve 25% in daily water demand Stage 5 – Emergency Water Shortage Conditions: achieve 30% in daily water demand

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BUDGET PROCESS

General Budget Requirements The budget process is an instrumental key to the development of the City of Alvin’s strategic plan. This allows the departments an opportunity to reassess goals and objectives and determine a means for accomplishing them. Budget preparation begins eight months prior to the Council adoption of the final budget in September.

The City Manager, between 60 to 90 days prior to the start of each fiscal year, shall submit to the Council a proposed budget. It should provide a complete financial plan for the fiscal year and shall be prepared in accordance with generally accepted accounting standards and guidelines established by the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA).

The budget and all supporting schedules shall be filed with the City Clerk, submitted to the

council and shall be a public record. The City Manager shall provide copies for distribution to all interested parties.

The Council shall fix the time and place of a public hearing on the budget and shall cause

to be published in the official newspaper of the city, a notice of hearing setting forth the time and place thereof at least five days before the date of such hearing. All interested parties shall be given an opportunity to be heard for or against any item or the amount of any item contained.

Prior to October 1, the budget shall be enacted by a favorable majority of the members of

the council.

Upon adoption, the budget shall be in effect for the fiscal year. A copy of the budget as finally adopted shall be filed with the City Clerk and the City of Alvin Library. The final budget shall be reproduced and electronic versions and/or printed copies shall be made available for the use of all offices, departments and agencies and for the use of all interested persons and organizations.

From the effective date of the budget, budget adjustments within a department are approved

by the City Manager or designee. All supplemental appropriations for a department should be approved by the City Council.

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BUDGET PROCESS

Budget Phases

Planning Phase - This is the period of time to annually review the Strategic Plan which is

to assist in the development of the City’s long-term goals and keep it in alignment with council’s direction. Although there are other plans in place such as the Comprehensive Plan, Utility Plan, and Parks Plan, the Strategic Plan was developed to be more specific about the overall vision and mission for the City. The Strategic Plan is designed to enhance the overall governance model of the City. Time Frame: January through February

Assessment Phase - This phase consists of assessing our current financial conditions and determining the existing needs within the City, evaluating short and long range economic and financial forecasts. Community feedback is extremely important in helping to establish priorities and determines a means of accomplishing those objectives for the coming budget year(s). Recommendations from the Parks Board, Planning Commission and City Departments are also reviewed. Time Frame: February through April

Development Phase - The development phase begins with distribution of budget instructions to all departments. Departments begin the process of developing program budgets addressing program objectives, setting goals and prioritizing needs for each program. Short term and long-term operating needs and capital outlay requests are determined during this phase. Time Frame: April

Adoption Phase

Assessment Phase

February- April

May- July

April

July- September

Developmental Phase

Review Phase

Planning Phase

January - February

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BUDGET PROCESS

Review Phase - This phase begins with the submission of budgets by each department. The

City Manager begins reviewing departmental budgets and objectives to ensure that City needs and Council priorities are being met while maintaining the fiscal integrity of the City. The City Manager meets with each department head to review their budget with the end result being the creation of a balanced budget the City Manager will submit to Council for adoption. Time Frame: May through July

Adoption Phase - A proposed budget is presented to City Council by the City Manager.

Work sessions are held by Council to review the proposed budget. A special City Council meeting is held for Council to vote to exceed the effective tax rate along with public hearings on the proposed budget and property tax rate. The adoption phase concludes with the adoption of the Budget and Tax Rate Ordinances in September. The new fiscal year begins October 1st. Time Frame: July through September

Property Taxes

The council shall have the power under the provisions of the state law to levy assess and collect an annual tax upon real and personal property within the city to the maximum provided by the constitution and laws of the State of Texas. The city council shall also have the power to levy other taxes consistent with the laws of the State of Texas.

All real and personal property within the city not expressly exempted by law shall be

subject to annual taxation.

The amount in the final adopted budget shall be the determination of the amount of the levy for the purposes of the city in the corresponding tax year; provided, however, that in no event shall such levy exceed the legal limit provided by the constitution and laws of the State of Texas.

Balanced Budget

Article VII, Section 14 of the Alvin Code of Ordinance states the total estimated expenditures of all fund types shall not exceed the total estimated resources of each fund (prospective income plus cash on hand). There may be instances when the City plans to spend fund balances from previous years on one time or non-routine expenditures. The City considers the budget to be balanced in this case, contingent upon the funding from previous years being available.

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ACCOUNTING SYSTEM Description of Funds and Fund Types

The accounts of the City are organized on the basis of funds and account groups, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenue, and expenditures or expenses, as appropriate. Government resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be spent the means by which spending activities are controlled. The City uses six fund types and two account groups.

GOVERNMENTAL FUNDS Governmental type activities are accounted by five fund types, which are the General Fund, Special Revenue Funds, Capital Projects Funds, Debt Service Fund and the Permanent Fund.

GENERAL FUND (Fund 111) - The General Fund is used to account for all financial transactions which are not accounted for in another fund. The principal source of revenues of the General Fund is property taxes, sales taxes, franchises, and fines and forfeits. Expenditures are for general government, finance, public safety, public works, culture parks maintenance and recreation, community development and other community services.

General Fund Sub Funds: Fire Capital Fund (Fund 126) - To account for revenue received from the Emergency

Services District to purchase fire capital. Tree Preservation Fund (Fund 127) - This Fund is set up to account for monies

collected and used for tree preservation or replacement. General Revenue Fund (Fund 309) - This fund is used to account for special revenues

that are specific to the General Fund which are identified to be used for specific projects that are not part of the Capital Projects Fund.

General Projects Fund (Fund 311) - The General Projects Fund provides for a wide

variety of Capital Projects including occasional large equipment purchases. The major revenue source for this fund comes from budget savings in the General Operating Fund.

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SPECIAL REVENUE FUNDS - The Special Revenue Funds are used to account for the proceeds of specific revenue sources (other than special assessments, or major capital projects) that are legally restricted to expenditures for special purposes. Special revenue funds include State of Texas and Federal grants as well as Hotel/Motel tax revenues. The City has the following special revenue funds:

Disaster Fund (Fund 100) - The Disaster Fund is used to account for disaster related

costs. Hotel/Motel Tax Fund (Fund 121) - Revenues are from a room occupancy tax with

expenditures for the promotion of tourism and the convention and hotel industry.

Special Investigation Fund (Fund 123) - This fund receives a share of money and property seized during drug related arrests. The funds are used by the police department for investigations involving drugs.

Municipal Court Building Security Fund (Fund 124) - This fund is set up to account for monies collected and used from Municipal Court fees required by state law for Municipal court building security purposes.

Municipal Court Technology Fund (Fund 125) - This fund is set up to account for monies collected and used from Municipal Court fees as required by state law for Municipal technology purposes.

Juvenile Case Manager Fund (Fund 128) - This fund is set up to account for monies collected and used to finance the salary and benefits of a Juvenile Case Manager employed by the City of Alvin Municipal Court.

Park Dedication Fund (Fund 129) - To account for Park land dedication and park development fee requirements that promote the development of additional neighborhood parks to retain sufficient park land for use by the current residence and sufficient park land for the new neighborhoods.

Public Education & Government (PEG) Fund (Fund 130) - To account for 1% of the cable operator’s gross receipts. These funds are restricted by federal law; and may be used only for capital costs related to PEG access facilities.

Donation Fund (Fund 512) - To account for donations received by the City. Funds are expended as specified by the donation.

Senior Fund (Fund 513)- To account for funds contributed for designated activities.

TIRZ Funds (Funds 801,802,803,804) - To accounts for revenues received from Tax Incremental Reinvestment zones (Star State/TIRZ#1, Kendall Lakes/TIRZ#2, Savannah Plantation/TIRZ#3, and RD Authority/TIRZ#4).

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CAPITAL PROJECTS FUNDS - The Capital Project Funds are used to account for major capital projects that are not funding from utility fees. Their funding sources are primarily derived from sales taxes. Sales Tax-Street Improvements Fund (Fund 312) - The Sales Tax Street Improvement

Fund is used to account for a portion of the Sales taxes received that Council has designated to be used for street projects, to support the streets and provide engineering and maintenance support of street. The primary source of revenue is two-thirds (2/3) of sales tax revenue received by the City.

Sidewalk Fund- (Fund 320) – The Sidewalk Fund is setup to account for the deposit of all sums paid in lieu of sidewalk installation. Funds shall only be used to build, maintain or replace sidewalks.

DEBT SERVICE FUND (Fund 411) - The Debt Service is used to account for the payment of interest and principal on all general obligation debts of the City secured by property taxes. The primary source of revenue for debt service is property taxes.

PERMANENT FUND (Fund 511) - The Permanent Fund is used to account for the handling and maintaining of the City’s Cemetery. PROPRIETARY FUNDS ENTERPRISE FUNDS - Enterprise Funds are proprietary funds used to account for operations that are financed and operated in a manner similar to private business enterprises- where the intent of the government’s council is that the costs of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges; or where the government’s council has decided that periodic determination of net income is appropriate for accountability purposes.

Utility Fund Debt Obligations (Fund 209) - To account for the payment of interest and

principal on all utility debt obligations of the city secured by water/sewer revenues. The primary source of revenues is water and sewer revenue collections.

Impact Fees (Fund 210) - To account for revenues collected for water and/or sewer sanitary facilities imposed on new development by the city in order to fund or recoup the costs of capital improvements or facilities expansions necessitated by and attributable to such new development.

Water & Sewer (Fund 211) - To account for revenues and expenses for water and

sewer services for the residents of the City.

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Sanitation (Fund 212) - To account for the revenues and expenses for solid waste collection, disposal services for the residents of the city and recycling education.

Emergency Medical Services (Fund 213) - To account for revenues and expenses for emergency medical service for the residents of Alvin and the surrounding area.

Utility Projects Fund (Fund 220) - The Utility Projects Fund provides for a variety of

Capital Projects including occasional large equipment purchases. The major revenue source for this fund comes from budget savings in the Utility Operating Fund.

INTERNAL SERVICE FUNDS - Internal Service funds are used to account for operations services provided by one department to other departments in the City on a cost reimbursement basis. Fleet Maintenance Fund (Fund 611) - To account for revenues and expenses for central

shop which handles the maintenance of vehicles and equipment for the different departments of the City.

Vehicle Replacement Fund (Fund 612) - To account for the accumulation of vehicle replacement cost and purchase of vehicles.

Information Technology Maintenance Fund (Fund 613) - To account for all expenditures, materials & supplies, contractual & capital outlay related to information technology.

Computer Replacement Fund (Fund 614) - To account for the accumulation of computer replacement cost and purchase of computers.

Facility Maintenance Fund (616) - To account for the maintenance, repair and utility

costs for all City facilities.

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ACCOUNT GROUPS General Fixed Assets Account Group - This account is established to account for the fixed assets owned by the City exclusive of those relating to proprietary fund operations. Expenditure transactions to acquire general fixed assets occur in the General Fund, Special Revenue Funds and Capital Projects Fund.

BASIS OF ACCOUNTING

Governmental Funds - The City’s accounting records for general governmental operations, including the Capital Project Fund, use the modified accrual basis of accounting. Revenues are recorded when available and measurable, and expenditures are recorded when the services and/or goods are received, and the liabilities incurred.

Proprietary Funds - The City’s proprietary activities are maintained on the accrual basis under which revenues are recognized when earned, and expenditures are recorded when the liabilities are incurred. BASIS OF BUDGETING

The City of Alvin annual budgets are prepared and adopted on a basis consistent with generally accepted accounting principles (GAAP) for all governmental and proprietary funds.

Governmental Funds Budgets - Presented using the current resource measurement focus and modified accrual basis of accounting. Revenue and other governmental fund resources are recognized in the accounting period in which they become susceptible to accrual- when they become both measurable and available to finance current operating expenditures for the fiscal period. Proprietary Fund Budgets - Presented using the economic resource measurement focus and accrual basis of accounting. Revenue is recognized when earned, and expenditures are recognized when they are incurred. For example, unbilled utility revenues (earned) are accrued and reported in the financial statements the same way they are incorporated.

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Financial Management Policy Statements

Purpose The City of Alvin’s Financial Management Policy Statements combine the City’s financial policies into one, all-inclusive document. These statements, adopted by the City Council, instruct City staff how to manage the City’s finances to meet current and future service needs. While most of these statements have been written to comply with federal law, state law, and the City Charter, others have been written to follow industry best practices and ensure transparency and accountability in the use of public funds. There may be situations that require exceptions to these policy statements. In such situations, the policy requiring an exception, the reasons for the exception, and possible impacts of the exception will be brought before City Council and/or City Manager for approval. Accounting, Auditing, and Financial Reporting The City of Alvin strives to maintain accounting practices that comply with federal, state, and local statues and regulations and follow Generally Accepted Accounting Principles (GAAP). Staff will regularly prepare and present reports that analyze and evaluate the City’s financial performance and economic condition.

A. Accounting Practices and Principles All accounting practices used by the City will conform to GAAP as defined by the Governmental Accounting Standards Board (GASB), which sets accounting standards for government bodies. Excluding monthly interim financial reports (which are on a cash basis and will be reported as budgeted), all City financial statements will meet these standards. Such documents include official statements accompanying debt issues, the Comprehensive Annual Financial Report (CAFR), and continuing disclosure statements. At year-end, the general ledger and financials will be converted to GAAP and GASB.

B. Financial and Management Reporting

Interim Financial Reports will be provided monthly to the City Council and presented to City Council on a quarterly basis. These reports will be reviewed monthly with the City Manager and provided to the City Council.

Quarterly, the status of Capital Projects will be reported to the City Manager and provided to the City Council.

C. Annual Audit The City shall have its records and accounts audited annually and shall have an annual financial statement and CAFR prepared based on the audit. A certified public accountant (CPA) licensed in the State of Texas shall conduct the audit. The official CAFR (including a Single Audit of Federal and State Grant report, when applicable) shall be issued within six

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months following the end of the City’s fiscal year. The Chief Financial Officer (CFO) shall be responsible ensuring that all audit recommendations are resolved in a timely manner.

The CFO or his/her designee will provide certain annual financial information to various information repositories through disclosures, documents or set of documents that include the necessary information as required by the Securities and Exchange Commission (SEC) Rule 5c2-12.

D. Signature of Checks

All checks shall have two signatures. Persons authorized to sign checks shall be the Mayor, City Manager, CFO, or City Secretary. Signatures shall be affixed to all City checks either with handwritten signatures, signature stamp or with a secure laser check printing system.

E. Compliance with Policy Statements

The Financial Management Policy Statements will be reviewed bi-annually and updated, revised or refined as deemed necessary. Policy statements adopted by the City Council are guidelines, and occasionally exceptions may be appropriate and required. Exceptions will be identified, documented, and explained to the City Council and/or City Manager.

Budget and Long-Range Financial Planning

A. Balanced Budget

A structurally balanced budget for the ensuing fiscal year shall be filed with the City Council by the City Manager pursuant to the prevailing state and local law. A structurally balanced budget is further defined as total estimated expenditures of all types of fund types and shall not exceed the total estimated resources of each fund (prospective income plus cash on hand) and shall adhere to fund balance policies. Short-term loans will be avoided as budget balancing techniques.

B. Current Funding Basis (Recurring Revenues)

The City shall budget on a current funding basis. Recurring expenditures shall be budgeted and controlled so as not to exceed current revenues. Recurring expenses will be funding exclusively with recurring revenue sources to facilitate operations on a current funding basis.

C. Use of Non-Recurring Revenues Non-recurring revenue sources, such as a one-time revenue remittance of fund balance in excess of policy can only be budgeted/used to fund non-recurring expenditures, such as capital purchases or capital improvement projects. This will ensure that recurring expenditures are not funded by non-recurring sources.

D. Pay-as-you-go Capital Projects

The transfer from the City’s General Fund and the City’s Utility Fund to fund pay-as-you-go capital projects will be budgeted when financially feasible and when

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projects present themselves for funding. The transfer will be based on the financial health of each fund with the long-term goal of adequately funding rehabilitation.

E. Revenue Estimating for Budgeting

The City shall use a conservative, objective, reasonable, and analytical approach when preparing revenue estimates to protect the City from revenue shortfalls and to maintain a stable level of service. The process shall include historical collection rates, trends, development, and probable economic changes. This approach is intended to reduce the likelihood of actual revenues falling short of budget estimates. When possible, the City will seek outside sources of revenue to leverage local dollars. Such revenue sources include federal, state, and local grants.

F. Employee Performance Evaluation Increases

In addition to an annual tenure 2%- step increase (based on date of hire), the City Manager may determine and budget funds to compensate fulltime employees based on rating results from annual performance evaluations. This amount will be calculated for each fund, based on a percentage of employee hourly rate. In addition, funds may be budgeted to bring identified jobs up to market salary rates when appropriate.

G. Budget Preparation

The primary responsibility for formulating budget requests rest with Department Heads. New or expanded services should support City Council goals, City Manager priority direction, and department goals.

Action on items that come up throughout the year can be made in full context of the annual budget process and long-range plan, unless unforeseen circumstances present themselves.

The City will seek to obtain the GFOA Distinguished Budget Award annually. The budget will be presented in a way that not only meets the criteria of the award, but also clearly communicates the budget to the public.

H. Budget Management

In accordance to Article 7, Section 14 of the City Charter, the City Council shall delegate authority to the City Manager or his/her designee to transfer appropriation balances from one expenditure account to another within a single department, within a fund. The City Manager will report to the City Council all inter-departmental or interfund budget transfers he or she has authorized during the fiscal year according to the City Council requirements.

Department Heads are responsible for recommending budget transfers within their department. Approval from the City Manager or authorized designee is required to complete the process. If a supplemental appropriation is deemed necessary during the fiscal year, the City Manager is responsible for verifying the availability of funds. A budget ordinance is then sent to City Council for approval. City Council may approve emergency appropriations which may arise during the fiscal year by

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emergency ordinance, requiring only one reading in accordance with the provisions of the City Charter.

I. Policy Statements on Interfund Transfers

When utilities and other industries use city property to distribute their services, cities are permitted by law to collect rental fees, also know as ‘franchise’ fees, for the use of public property. Similar to the private sector, the utility, EMS, Sanitation, and Cemetery funds will be charged a ‘franchise’ fee as compensation for the use of public right-of-way or easements. The ‘franchise’ fee is based on a percentage of gross revenues. In addition, the Utility, EMS, Sanitation, Cemetery, CVB, and Sales Tax funds will be assessed an administration charge for human resource, city management, accounting, and legal services. These charges are based on a percentage of costs in the affected departments. Both franchise and administrative charges are transferred into the General Fund.

J. Performance Management Performance measures will be utilized in department budgets. The City will maintain a measurement system that reports trends as a management tool to monitor and improve service delivery.

K. Operating Deficits

If at any time during the fiscal year expenditure and revenue re-estimates are such that ‘net income’ is lower than budgeted, the City shall take immediate corrective action. Such actions may include: 1. Deferral of capital equipment purchases 2. Deferral of percentage annual funding to replacement funds 3. Deferral of pay-as-you-go capital improvements 4. Expenditure reductions 5. Deferral of certain positions 6. Hiring freezes 7. Use of volunteers 8. Increase fees 9. Reduce work hours with subsequent reduction in pay 10. Eliminate positions which may require laying off employees if there aren’t other

vacant positions for which they are qualified

The use of fund balance, which is a one-time revenue source, may be used to fund an annual operating deficit, only with a subsequent approval of a plan to replenish the fund balance if is brought down below policy level.

L. Long-range Financial Plans

The City shall develop and maintain a five-year financial forecast for each major operating fund, in conjunction with the annual budget process. The forecast assesses long-term financial implications of current and proposed policies, programs, and assumptions that develop appropriate strategies to achieve the City’s goals. The forecast will provide an understanding of available funding; evaluate financial risk; assess the likelihood that services can be sustained; assess the level

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at which capital investments can be made; identify future commitments and resource demands; and identify the key variable that may cause change in the level of revenue.

Major operating funds are as follows: 1. General Fund 2. Debt Service Fund 3. Utility Fund

The forecast should enable current services and current service levels provided to be sustained over the forecast period. Operating impacts from completed capital improvement projects in the City’s Five-Year CIP shall be included in the forecast. Commitments/obligations already made that require future financial resources shall also be included. The forecast should identify impacts to property taxes and utility rates. Major financial decisions should be made in the context of the Long-Range Plan.

Revenues

A. Balance and Diversification in Revenue Sources

The City shall strive to maintain a balanced and diversified revenue system to protect the City from fluctuations in any one source due to changes in local economic conditions, which may adversely impact that source.

B. User Fee Creation and Revision

The Finance Department will work with each department to determine the cost for each service and determine a full-cost price. Proposed fees will be compared to the market, evaluated for potential effects on users such as low-income households, market demands, etc. A fee will then be recommended to the City Manager and City Council based on all information gathered through the fee evaluation.

C. User Fees – General Fund

For services that benefits specific users, the City shall establish and collect fees to recover the costs of those services. Where services provide a public benefit, the City shall recover the costs of those services through property and sales taxes. The City will strive to, at a minimum, cover direct costs. At a minimum, user fees should be reviewed every two or three years and adjusted to avoid sharp increases. Factors in setting fees shall include, but not be limited to, market and competitive pricing, effect of demand for services, and impact on users, which may result in recovering something less than direct, indirect and overhead costs. The City may set a different rate for residents versus non-residents. User fees shall be adopted by Council Ordinance and included in the Annual Comprehensive Fee Schedule.

D. User Fees – Enterprise Funds

Utility rates and other fund user fees shall be set at a level sufficient to cover operating expenditures (direct and indirect), meet debt obligations and debt service coverage, provide pay-as -you-go funding for capital improvements, and provided

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adequate levels of working capital. The City may set a different rate for residents versus non-residents. The Five-Year Financial Plan may serve as the basis for rate change considerations. Factors in setting of fees shall include but not be limited to, market competitive pricing, effect on demand for services, and impact on users, which may result in recovering something less than full cost.

E. Revenue Collection

The City shall maintain high collection rate for all revenues by monitoring monthly receivable. The City shall follow an aggressive, consistent, yet reasonable approach to collecting revenues fully allowed by law for all delinquent taxpayers and others overdue in payments to the City. Actual revenues received will be compared to budgeted revenues by the Finance Department. Any significant variances will be investigated. The City shall contract for billing and collection services when it makes financial sense to do so.

The City shall contract for collection of delinquent receivables when it makes economic sense for the City to do so. Uncollectable receivables shall be considered for write-off as follows: 1. State statute authorizing the release of extinguishment, in whole or in part, of

any indebtedness, liability, or obligation, if applicable 2. Undeliverable mail-accounts that remain outstanding for 12 months and all

steps have been exhausted 3. Accounts outstanding for three years, identified as uncollectible, and all

attempts to collect have been taken 4. Uncollectible Accounts may be written-off annually near year-end. 5. The write-off of uncollected accounts is a bookkeeping entry only and does not

release the debtor from any debt owed to the City 6. The City shall estimate uncollectible accounts through an allowance for

uncollectible accounts in each fund with receivables

Expenditures

A. Operating Expenditures Identify services, establish appropriate service levels, and administer the expenditure of available resources to assure fiscal stability and the effective and efficient delivery of those services.

B. Maintenance of Capital Assets

Within the resources available each fiscal year, the City shall maintain capital assets and infrastructure at sufficient levels to protect the City's investments, to minimize future replacement and maintenance costs, and to maintain service levels.

C. Periodic Program/Services Reviews

The City Manager and staff shall undertake periodic reviews of City programs and services for both efficiency and effectiveness. Programs or services

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determined to be inefficient and/or ineffective shall be recommended through the annual budget process to be reduced in scope or eliminated.

D. Outsourcing of City Services

Attempting to perform the many municipal services the City provides to its citizens in-house could dilute the City's efficiency and not be cost effective. Outsourcing and managed competition processes, the mere consideration of which provides economic benefits that flow from competition, are two management tools utilized by the City to maximize efficiency and cost effectiveness. The economic benefits of competition include lower costs and improved quality of performance irrespective of whether a given service is ultimately performed in-house or outsourced.

E. Purchasing

Article VII, Section 11 of the City Charter provides that the uniform guide for purchasing procedures be reviewed to determine consistency with state and federal laws.

Fund Balance Policy (Resolution 11-R-22)

The purpose of this policy is to establish a key element of the financial stability of the City by setting guidelines for fund balance. Unassigned fund balance is an important measure of economic stability. It is essential that the City maintain adequate levels of unassigned fund balance to mitigate financial risk that can occur from unforeseen revenue fluctuations, unanticipated expenditures, and similar circumstances. The fund balance also provides cash flow liquidity for the City’s general operations.

Definitions

A. Fund Equity – A fund’s equity is generally the difference between its assets and its liabilities.

B. Fund Balance – An accounting distinction is made between the portions of fund equity that are spendable and non-spendable. These are broken up into five categories:

1. Non-spendable fund balance – includes amounts that are not in a spendable form or are required to be maintained intact. Examples are inventory or permanent funds.

2. Restricted fund balance – includes amounts that can be spent only for the specific purposes stipulated by external resource providers either

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constitutionally or through enabling legislation. Examples include grants and child safety fees.

3. Committed fund balance – includes amounts that can be used only for the specific purposes determined by a formal action of the government’s highest level of decision-making authority. Commitments may be changed or lifted only by the government taking the same formal action that imposed the constraint originally.

4. Assigned fund balance – comprises amounts intended to be used by the government for specific purposed. Intent can be expressed by the governing body or by an official or body to which the governing body delegates the authority. In governmental funds other than the general fund, assigned fund balance represents the amount that is not restricted or committed. This indicates that resources in other governmental funds are, at a minimum, intended to be used for the purpose of that fund.

5. Unassigned fund balance – is the residual classification of the general fund and includes all amounts not contained in other classifications. Unassigned amounts are technically available for any purpose.

Policy

A. Committed Fund Balance – The City Council is the City’s highest level of decision-making authority and the formal action that is required to be taken to establish, modify, or rescind a fund balance commitment shall be by a resolution approved by the Council at the City’s Council meeting. The resolution must either be approved or rescinded, as applicable, prior to the last day of the fiscal year for which the commitment is made. The amount subject to the constraint may be determined in the subsequent period.

B. Assigned Fund Balance – The City Council has authorized the City’s Chief Financial Officer and/or City Manager as the officials authorized to assign fund balance to a specific purpose as approved by this fund balance policy.

C. Minimum Unassigned Fund Balance

General Fund – It is the goal of the City of achieve and maintain an unassigned fund balance equal to 25% of expenditures. The City considers a balance of less than $1,500,000 to be cause for concern, barring unusual or deliberate circumstances.

If the unassigned fund balance falls below the goal or has a deficiency, the City will take immediate action which includes the following, until the fund balance

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is replenished:

1. Deferral of capital equipment purchases

2. Deferral of percentage annual funding to replacement funds

3. Deferral of pay-as-you-go- capital improvements

4. Expenditure reductions

5. Deferral of certain positions

6. Hiring freezes

7. Use of volunteers

8. Increase fees

9. Reduce work hours with subsequent reduction in pay

10. Eliminate positions which may require laying off employees if there are no other vacant positions for which they may be qualified

Debt Service Fund – It is the goal of the City of achieve and maintain an unassigned fund balance equal to 50% of annual debt payments.

Sales Tax Fund – It is the goal of the City to achieve and maintain an unassigned fund balance equal to 25% of expenditures. The City considers a balance of less than 15% of annual revenues to be cause for concern, barring unusual or deliberate circumstances.

If the unassigned fund balance falls below the goal, or has a deficiency, the City will take immediate action which includes the following, until the fund balance is replenished:

1. Deferral of capital equipment purchases

2. Deferral of percentage annual funding to replacement funds

3. Deferral of pay-as-you-go capital improvements

4. Expenditure reductions

5. Deferral of certain positions

6. Hiring freezes

7. Use of volunteers

8. Reduce work hours with subsequent reduction in pay

9. Eliminate positions which may require laying off employees if there aren’t other vacant positions for which they are qualified

D. Order of Expenditure Funds – When multiple categories of fund balance are available for expenditure (for example, a construction project is being funded partly by a grant, funds set aside by the City Council, and unassigned fund balance), the City will start with the most restricted category and spend those funds first before moving down to the next category of available funds.

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Capital Expenditures and Improvements

City staff will annually review and monitor the state of the City’s capital equipment and infrastructure, setting priorities for its replacement and renovation based on needs, funding alternatives, and availability of resources.

A. Capitalization Threshold for Tangible Capital Assets (Resolution 10-R-32)

Tangible capital items should only be capitalized if they have an estimated useful life of at least four years following the date of acquisition or significantly extend the useful life of the existing asst and cannot be consumed, unduly altered, or materially reduced in value by use and has a cost of not less than $10,000 for any individual item.

The capitalization threshold of $10,000 will be applied to individual items rather than to a group of similar items, unless doing so would have a material impact on financial reporting.

B. Five-Year Capital Improvement Plan (CIP)

The City shall annually prepare a five-year capital improvement plan based on the needs for capital improvements and equipment, the status of the City infrastructure, replacement and renovation needs, and potential new projects. Capital projects are improvement or additions to the City’s facilities/infrastructure and become a part of the City’s asset inventory. Capital projects can be further categorized into land, building, improvements other than buildings, and infrastructure, which includes roads, sidewalks, bridges, utility lines, etc.

The City shall consider input from citizens, City staff, current master plans, and the City Council while developing the CIP. Projects shall be reviewed for their overall effect on the City’s finances including the need to issue debt, potential impacts on the tax rate, and operation and maintenance impacts. Once complete, the City Manager shall recommend the Five-Year CIP to the City Council for adoption.

Capital costs typically consist of preliminary design, final design, and construction, and may involve the acquisition of land or easements. Additionally, project costs shall be estimated, funding sources identified, and annual operation and maintenance costs computed. Subsequent years are for planning purposes only, and may move up, back, or be phased as the project becomes more refined

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based on preliminary engineering and completion of design work.

Projects are to be reviewed annually through the budget process and at year-end. For those identified as complete, any remining funds will close to fund balance. For those projects with identified savings, the project budget will be reduced, and the subsequent savings will flow to fund balance. These funds can then be re-appropriated during the next fiscal year capital budget. Funds remaining from bond proceeds will only be used in accordance with legal use of those funds.

The Five-Year CIP shall be limited to the affordability limits identified in the long-range financial plans of the City, taking into consideration pay-as-you-go funding, debt capacity, operating costs, etc. Affordability shall be determined by the revenue assumption used to build the five-year forecast. Projects that cannot be funded in the Five-Year CIP using the affordability assumptions will be included in the CIP for future reference as an appendix of unfunded requests and considered for future funding or a bond referendum.

C. Infrastructure Evaluation and Replacement/Rehabilitation

Water, wastewater, drainage, street lighting, streets and sidewalks, municipal facilities, and other infrastructure are fundamental and essential functions for public health and safety, environmental protections, and the economic well-being of the City. As a result, the City’s CIP should be focused on ensuring that infrastructure replacement and maintenance costs, and to maintain existing levels of service and accommodate growth.

High priority should be given to replacing/rehabilitating capital improvements prior to the time that they have deteriorated to the point where they are hazardous, incur high maintenance costs, negatively affect property values, or no longer serve their intended purpose.

The decision on whether to repair, replace, or to rehabilitate an existing capital asset will be based on which alternative is most cost-effective, which would include life-cycling costing, and provides the best value to the City.

D. Replacement of Capital Assets on a Regular Schedule (Fleet and Technology)

The City shall prepare a schedule for the replacement of its fleet and high technology capital assets on an annual basis. Funding for the replacement of these assets will be accomplished through the annual budget process, within the resources available each fiscal year. Funding sources shall include, but not be limited to, cash on hand and lease/purchase, based upon a determination of what would be in the best of the City.

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E. Capital Expenditure Financing

The City recognizes that there are three basic methods of financing its capital assets: funding from current revenues, funding from fund balance, or funding through the issuance of debt. Types of debt and guidelines for issuing debt are set forth in the Debt Policy Statements.

Debt Policy

Establish guidelines for debt financing that will provide needed facilities, land, capital equipment and infrastructure improvements while minimizing the impact of debt payments on current and future revenues

A. Use of Debt Financing

Debt financing, to include general obligation bonds, revenue bonds, certificates of obligation, certificates of participation, lease/purchase agreements, and other obligations permitted to be issued or incurred under Texas law, shall only be used to purchase capital assets that cannot be prudently acquired from either current revenues or fund balance and to fund infrastructure improvements and additions, or for the purposes of refunding existing obligations. Debt will not be used to fund current operating expenditures.

B. Affordability

The City shall use an objective analytical approach to determine whether it can afford to issue general-purpose debt, both General Obligations and Certificates of Obligation, water/sewer debt, sales tax revenue debt, and any other financing permitted by State law. The process shall include an internal feasibility analysis for each long-term financing which analyzes the impact on current and future budgets, which would include the tax and utility rates. The process shall also include the benefits of the proposed projects. The decision on whether to issue new debt shall be based on the benefits of the projects, current conditions of the municipal bond market, and the cost to the City of the new debt.

C. Bond Ratings

In the evaluation issuance of additional debt to finance projects, the City shall consider the statements of the rating agencies on the City’s financial situation and shall, with the assistance of the City’s Financial Advisor, consider the appropriateness of pursuing a rating in connection with an issuance of obligations. The City shall also maintain full disclosure of operations and open lines of communications with the rating agencies, coordinating such

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communications with the City’s Financial Advisor, whether in connection with an issuance of obligations or as a routine surveillance, and to ensure timely and appropriate disclosure of any changes in the City’s rating.

The City will continually strive to maintain or increase the City’s current bond ratings by prudently managing its funds and be reviewing and monitoring financial policies, budgets, forecasts and the financial health of the City. Ratings reflect the assessment and evaluation of the following factors:

1. Local economic activity

2. Strong financial policies

3. Budgetary performance and flexibility

4. Total liquidity and reserve balances

5. Debt and contingent liability – evaluation of debt carrying costs as a percent of expenditures, with adjustments for self-supporting debt

6. Impact of future debt issuance on bond ratings/debt profile and outlook

D. Debt Capacity

The City shall complete an annual debt capacity assessment to ensure that proposed debt is affordable and contributes to the financial strength of the City. The debt capacity is the upper limit on the dollar amount of capital improvements that the City can afford to fund from debt.

In no case will the City issue general obligation debt that will require a debt service tax rate of $1.50 per $100 assessed valuation, based on a 90% collection rate, which is the maximum tax rate permitted by State law.

For long-term planning, debt capacity calculations shall assume market rates for the average annual interest costs at the time the capacity is determined. Future refunding of any outstanding bonds and debt service requirements on current and proposed debt shall not be considered in such analysis.

The maximum capacity on debt supported by property tax shall be determined by an amount of annual debt service that the City can absorb within the proposed tax rate allocation for debt based on assumed growth in assessed valuation.

The maximum capacity for revenue debt shall be determined by the amount of annual debt service that the City can absorb within a proposed rate structure, or which can be supported by existing revenues or projected revenues pursuant to revenue bond covenants, including but not limited to the additional parity bonds test and the coverage of revenues by total annual parity bond debt service.

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Factors that may be included in the annual debt capacity determination shall include:

1. Existing debt obligations

2. Various measure of debt burden on the community

3. Debt-to-assessed-value ratio

4. Evaluation of revenue and expenditure trends

5. Debt per capita

6. Taxable value per capita

7. Market factors such as interest rates, credit ratings or market status

8. Statutory or constitutional requirements

E. Certificates of Obligations (CO)

Certificates of Obligation may be issued without voter approval to finance any pubic works project or capital improvement, as permitted by State law. It is the City’s policy to utilize CO’s to finance public improvements in certain circumstances and only after determining the City’s ability to assume additional debt. Such circumstances include, but are not limited to:

1. Issuing CO’s when conditions require a capital improvement to be funded rapidly rather than waiting for a GO bond election

2. Issuing CO’s for projects when there is no funding source available and the project is determined to be in the best interest of the City

3. Issuing CO’s if it would be more economical to issue CO’s rather than issuing GO bonds or revenue bonds

4. Issuing CO’s for projects for which the City will be reimbursed by Developer (principal and interest)

5. Issuing CO’s for projects that need to be completed regardless of voter approval, such as street construction and maintenance, rehabilitation of water and sewer lines, etc.

F. Revenue Bonds

Revenue bonds are generally payable from a designated source of revenue. They do not require voter approval. For the City to issue new revenue bonds, revenues, as defined in the ordinance authorizing the revenue bonds in question, shall meet the bond coverage ratio as defined in the ordinance and shall meet the additional parity bonds test if parity bonds are outstanding. Annual adjustments to the City’s rate structures for enterprise funds will be made as necessary to maintain the coverage factor.

If the City should issue CO’s for water/sewer improvements, the Water/Sewer fund should pay the annual debt service associated with the issue.

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G. General Obligation Bonds (GO)

When the list of unfunded projects contains projects that the City Council wishes to fund but cannot afford, the City may consider using GO bonds to fund the projects. GO bonds require voter approval and are secured by a promise to levy taxes in an amount necessary to pay annual debt service and must be issued for projects that are in accordance with the work in the bond proposition.

H. Bond Elections

The time of general obligation bond elections shall be determined by the inventory of current authorized, unissued bonds remaining to be sold and the Five-Year CIP. The total dollar amount of bond election propositions recommended to the voters should typically not exceed the City’s estimated ability to issue the bonds within a seven-year period. An analysis showing how the new debt, combined with current debt, impacts the City’s tax rate and debt capacity should accompany every future bond issue proposal.

I. Debt Structures

The City shall normally issue bonds with a life not to exceed 25 years for general obligation bonds and 30-years for revenue bonds, but in no case longer than the useful life of the asset. The City shall seek level or declining debt repayment schedules and shall seek to retire 90% of the total principal outstanding within 20-years of the year of issuance. There should be no debt structures that include increasing debt service levels in subsequent years, with the first and second year of a bond payout schedule the exception or as special situations may warrant. There shall be no ‘balloon’ bond repayment schedules, which consists of low annual payments and one large payment of the balance due at the end of the term. There shall always be at least interest paid in the first fiscal year after a bond issue. Normally, there shall be no capitalized interest included in the debt structure except for debt issuances reimbursing developers for infrastructure or in the case in which the project will generate revenue, but it takes a couple of years to produce the revenue. Capitalized interest should normally not exceed two years.

J. Debt Refunding

The City’s financial advisor shall monitor the municipal bond market for opportunities to obtain interest savings by refunding outstanding debt. Generally, the net present value savings of a particular refunding should exceed 3% of the refunded maturities unless (1) a debt restructuring is necessary; or (2) bond covenant revisions are necessary to facilitate the ability to provide services or to issue additional debt; or (3) the refunding is combined with a new debt issuance.

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K. Interest Earnings and Remaining Bonds Proceeds

Debt interest earning on bond proceeds will be limited to funding changes to the bond financed CIP in compliance with the voted propositions, cost overruns on bond projects, or be applied to debt service payments on the bonds issued. Issued but unspent bond proceeds may be appropriated for projects consistent with the ballot language after completion of projects identified in the approved bond propositions.

L. Sale Process

The City shall use a competitive bidding process in the sale of debt unless the nature of the issue warrants a negotiated sale. The City may consider utilizing, in consultation with the City’s Financial Advisor, a negotiated process when the issue is, or contains, a refinancing that is dependent on market/interest rate timing, if the interest rate environment or market/economic factors may affect the bond issue, or if the nature of the debt is unique and requires particular skills from the underwriters involved. The City shall award the bonds based on a true interest costs (TIC) basis. However, the City may award bonds based on a net interest cost (NIC) basis if the financial advisor agrees that the NIC basis can satisfactorily determine the lowest and best bid.

M. Underwriting Syndicates

The City’s financial advisor shall attempt to involve qualified and experienced firms, which consistently submit ideas to the City and financial advisors and actively participate in the City’s competitive sale in its negotiated underwritings. In conjunction with the City, the City’s financial advisor shall recommend the structure of underwriting syndicates, which will be optimal for the type and amount of debt being issued. However, the City’s financial advisor is prohibited from underwriting the City’s bonds while under contract with the City for municipal advisory services, and for a period of one year after termination of the municipal advisory contract.

N. Covenant Compliance

The City will comply with all covenants stated in the bond ordinance, including providing for annual disclosure information and providing for material event notices.

O. Arbitrage Rebate Monitoring and Reporting

Arbitrage is the interest earned on the investment of bond proceeds above the interest paid on the debt. The City will maintain a system of recordkeeping and

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reporting to meet the arbitrage rebate compliance requirement of the IRS regulation. The recordkeeping shall include tracking projection expenditures, interest earned on the bonds, calculating rebate payments, and remitting any rebate earnings to the federal government in a timely manner to preserve the tax-exempt status of the outstanding debt. Arbitrage rebate calculations will be performed annually on all debt issues and the liability recorded for any positive arbitrage. Due to the specialized nature of the calculations, this function will typically be outsourced.

P. Lease/Purchase Agreements

The City will use lease/purchase agreements for the acquisition of equipment when it is cost-effective, cost-efficient, and provides for attractive terms. All lease purchase agreements above $50,000 will be approved by the City Council.

Cash Management and Investments (in compliance with the most recently adopted Investment Policy)

The objective is to maintain the City’s cash in such a manner to ensure the absolute safety of principal, to meet the liquidity needs of the City, and to achieve the highest possible yield.

A. Investment Policy

All aspects of cash/investment management shall be designed to ensure safety and integrity of the City’s financial assets. Cash/investment management activities shall be conducted in full compliance with prevailing local, state, and federal regulation.

The City shall design and establish policies relating to a variety of investment management issues, such as the eligibility and selection of various broker/dealers, safekeeping requirements, collateral requirements, delivery versus payment requirements, weighted average maturity requirements and such other aspects of the program, which necessitate standard setting in pursuit of appropriate prudence and enhance protection of assets.

B. Investment Strategy

The City maintains a consolidated portfolio in which it pools its funds for investment purposes. The City’s investment program seeks to achieve safety of principal, adequate liquidity to meet cash needs, and reasonable yields commensurate with the preservation of principal and liquidity. Refer to the City’s Investment Strategy as adopted by the City Council in the City’s Investment

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Policy.

C. Interest Income

Interest earned from investments shall be distributed to the funds from which the funds were provided.

D. Arbitrage Investments and Reporting

Investment on bond proceeds will be made with safety of principal and liquidity in mind, but with a competitive rate of return. Investment of bond proceeds will be clearly tracked, and investment earnings recorded for arbitrage purposes. If there is a positive arbitrage, the rebated earnings will be sent to the IRS, as necessary.

E. Depository

The City will select its official bank through a formal bidding process to provide the City with the most comprehensive, flexible, and cost-effective banking services available. The City will, at a minimum, bid depository services every five years. The City will review the financial health of the City’s depository annually to include, but not limited to, earnings, assets, capital, and liquidity.

Only officials authorized by the City Council through the deposit contract may open accounts in the name of the City or its component units.

F. Collateralization of Deposits

The City shall have pledged collateral held by an independent third-party institution and evidenced by a written receipt.

The value of the pledge collateral should be marked to market monthly and shall be at least 102% of the par or market value of the investments, whichever is greater.

Substitutions of collateral shall meet the requirements of the collateral agreement and have prior written approval. Collateral shall not be released until the replacement collateral has been received, if the release of the collateral should result in the value being under 102%of par value.

The pledge of collateral shall comply with the City’s Investment Policy.

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Grants (Resolution 13-R-Grant Policy)

The City will seek, apply for, and effectively administer federal, state, and local grants, which support the City’s current priorities and policy objectives.

A. Approval

Any grant to be utilized by the City must be approved by the City Manager prior to submission of any application for grant funds.

B. Grant Administration

When a new grant agreement is signed, the Chief Financial Officer will initiate a meeting with the department who will be the program contact for the grant. At this meeting, roles and responsibilities relating to the administration of the grant will be established, and account numbers for the payment of invoices provided. Finance Department requires all grant files contain the following:

1. Copy of signed grant application/agreement

2. Copy of check vouchers and/or invoices for all expenditures that are allocated to the grant

3. Copy of draw requests

4. Any correspondence (email, fax, etc.) relating to the grant

Most grants require quarterly reports. Quarterly financial reports are prepared by the Chief Financial Officer, based on financial and other information provided by the department administering the grant. Program reports are generally prepared by the department administering the grant.

Reimbursement requests should be prepared as often as possible, and excessive expenditures should not build up before preparing a reimbursement request. Once the draw amount is known, a copy of the request is made for the CFO.

C. File Review

The Finance Department reviews each grant file before the annual and interim audit. Single audit summary reports are prepared by the Finance Department for the auditor’s review. Any supplemental schedules are prepared by the Finance Department as part of the single audit.

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Fund Balance Policies

Resolution No. 11-R-22 approved by City Council on July 7, 2011 adopted the City of Alvin Fund Balance Policy. The purpose of this policy is to establish a key element of the financial stability of the City by setting guidelines for fund balance. Unassigned fund balance is an important measure of economic stability. It is essential that the City maintain adequate levels of unassigned fund balance to mitigate financial risk that can occur from unforeseen revenue fluctuations, unanticipated expenditures, and similar circumstances. The fund balance also provides cash flow liquidity for the City’s general operations. Definitions Fund Equity – A fund’s equity is generally the difference between its assets and its liabilities. Fund Balance – An accounting distinction is made between the portions of fund equity that spendable and nonspendable. These are broken up into five categories:

1. Nonspendable fund balance – includes amounts that are not in a spendable form or are required to be maintained intact. Examples are inventory or permanent funds.

2. Restricted fund balance – includes amounts that can be spent only for the specific purposes stipulated by external resource providers either constitutionally or through enabling legislation. Examples include grants and child safety fees.

3. Committed fund balance – includes amounts that can be used only for the specific

purposes determined by a formal action of the government’s highest level of decision-making authority. Commitments may be changed or lifted only by the government taking the same formal action that imposed the constraint originally.

4. Assigned fund balance – comprises amounts intended to be used by the government for

specific purposes. Intent can be expressed by the governing body or by an official or body to which the governing body delegates the authority. In governmental funds other than the general fund, assigned fund balance represents the amount that is not restricted or committed. This indicates that resources in other governmental funds are, at a minimum, intended to be used for the purpose of that fund.

5. Unassigned fund balance – is the residual classification of the general fund and includes

all amounts not contained in other classifications. Unassigned amounts are technically available for any purpose.

Policy Committed Fund Balance

The City Council is the City’s highest level of decision-making authority and the formal action that is required to be taken to establish, modify, or rescind a fund balance commitment is a resolution approved by the Council at the City’s Council meeting. The resolution must either be approved or rescinded, as applicable, prior to the last day of the

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Fund Balance Policies fiscal year for which the commitment is made. The amount subject to the constraint may be determined in the subsequent period.

Minimum Unassigned Fund Balance General Fund - It is the goal of the City to achieve and maintain an unassigned fund balance equal to 25% of expenditures. The City considers a balance of less than $1,500,000 to be cause for concern, barring unusual or deliberate circumstances. If unassigned fund balance falls below the goal or has a deficiency, the City will take immediate action which includes the following until fund balance is replenished.

Deferral of capital equipment purchases Deferral of percentage annual funding to replacement funds Deferral of pay-as-you go capital improvements Expenditure reductions Deferral of certain positions Hiring freezes Use of volunteers Increase fees Reduce work hours with subsequent reduction in pay Eliminate positions which may require laying off employees if there are not other

vacant positions for which they are qualified Debt Service Fund - It is the goal of the City to achieve and maintain an unassigned fund balance equal to 50% of annual debt service expenditures. Sales Tax Fund - It is the goal of the City to achieve and maintain an unassigned fund balance equal to 25% of expenditures. The City considers a balance of less than 15% of annual revenues to be cause for concern, barring unusual or deliberate circumstances. If unassigned fund balance falls below the goal or has a deficiency, the City will take immediate action which includes the following until fund balance is replenished.

Deferral of capital equipment purchases Deferral of percentage annual funding to replacement funds Deferral of pay-as-you go capital improvements Expenditure reductions Deferral of certain positions Hiring freezes Use of volunteers Reduce work hours with subsequent reduction in pay Eliminate positions which may require laying off employees if there are not other

vacant positions for which they are qualified

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Administrative Policies

Budget Management and Adjustments

The object of this policy is to establish guidelines and procedures necessary to effectively administer and control the annual budget, a financial plan of operation for the City and the provision of services to the citizens.

In accordance with the City of Alvin Charter (Article VII, Sec. 14), estimated expenditures shall not exceed estimated revenues. The total estimated expenditures of all fund types shall not exceed the total estimated resources of each fund (prospective income plus cash on hand).

Responsibility is assigned to the City Manager who then delegates to each department head for maintaining expenditures within each object class account.

Budget Transfer – Department heads are responsible for recommending transfers within their department. Approval from the City Manager or authorized designee is required to complete the process.

Supplemental Appropriations – In the event that a supplemental appropriation is deemed necessary during the fiscal year, the City Manager is responsible for Verifying the availability of funds. A budget ordinance is then sent to City Council for Approval.

Emergency Appropriations – City Council may approve emergency appropriations which may arise during the fiscal year by emergency ordinance, requiring only one reading in accordance with the provisions of the charter.

This policy is necessary to enable a department to continue operations in times of emergency and change, yet still adhere to the budget requirements as outlined in the City Charter.

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Donation Policy

Ordinance No. 93-NN approved by City Council on December 23, 1993 established a procedure for accepting gifts or donations of property or money to the City of Alvin. Ordinance No. 06-TTT approved by City Council on January 4, 2007 amended this policy increasing the threshold of the gift or donation requiring a resolution from $500 to $5,000. I. Rationale

The City of Alvin desires to grow and prosper, whereby it offers its constituents the highest quality programs, services, facilities, and recreational offerings. There are many individuals, businesses, and entities that welcome the opportunity to be benefactors on behalf of the City. This policy is formulated to be amenable both to those unselfish patrons and sponsors who wish to give real and personal property and services of value to the City and to the recipient—the City, as well. Therefore, this policy is designed to promote the rendering of useful gifts to the City of Alvin with relative ease.

II. General

The City through the different departments will develop a list of acceptable items, with cost estimates with input from the Planning Commission, Parks Board, Senior Citizens Advisory Board, Alvin Volunteer Fire Department, Alvin Police Association and Alvin EMS Volunteer Association. This list will be approved by the City Council. The list may include some of the following examples: Parks playground equipment, Police equipment, Labor for specified projects/activities and other services.

The City of Alvin welcomes donations that appear on a list approved by City Council. Anyone wanting to donate services, real property, personal property, equipment, or money should contact the Finance Department to convey the nature of the gift and any stipulations regarding its use. The Finance Department will seek the City Manager’s approval (his/her determination that the proposed donation appears on the pre-approved list, or if the proposed donation has not received approval, then the City Manager will evaluate the proposed donation to ensure that it adheres with this policy and present it for Council approval) prior to presenting the patron with a Donation Form. When the Donation Form is completed, the donated services, items, materials, and property will be accepted as City property. All documentation will reside in the Finance Department.

III. Exclusions

1. Donations of real and personal property, and services are welcome, as long as they

are not considered to be “mission critical.” Broadly defined, “mission critical” refers to items, services, and property that are essential to the daily operation of the City.

2. Donations will not be accepted from individuals or companies who have had a

contractual relationship with the City within the last two years. Donations from franchises, however, will be accepted.

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Donation Policy

IV. Procedure for Development of List of Desired Items

1. The City Manager will determine if the donation is acceptable based on a consultation

with the appropriate department head before donations of real and personal property will be accepted from individuals or companies.

2. Solicitations for donations by employees must be pre-approved by the City Manager.

3. Because every City Department’s needs and desires vary over time, this policy

provides an avenue for the receipt of myriad acceptable items, materials, property, and services. The following list is a sampling of items and services that are needed by the City of Alvin: park playground equipment, outdoor seating, trees, shrubs, and flowers, park maintenance (adopt-a-park programs), real estate; travel and training, computer equipment, office furniture, office supplies, police, fire, and EMS equipment, food, decorations, and prizes for events, and labor for various projects and activities.

V. Procedure

1. The City of Alvin’s Donation Policy will be publicized via the City website, bulletin boards, and civic groups.

2. The appropriate department must justify proposed donations.

3. Proposed donations will be communicated to the City Manager’s office for approval.

4. All documentation will reside in the Finance Department.

5. If a donated item necessitates future insurance and maintenance obligations, the

following procedures must be followed:

a. Obtain a complete description of the vehicle or equipment item, including make, model, year, serial number, vehicle identification number, and statement of condition.

b. Provide an estimate of current value and replacement value by using and

referring to appropriate trade publications or other sources.

c. Establish and document the need for the item.

d. Estimated associated costs for ongoing maintenance and operations, and provide all documentation to the City Manager and Chief Financial Officer.

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Donation Policy

6. Donations, which are valued at a sum of five thousand dollars ($5,000) or greater

which is given to the City of Alvin shall be accepted by resolution.

VI. Desired Donations The City Manager’s office will be responsible for gleaning input regarding a list of desired items, property, materials, or services from all departments, boards, commissions, associations, and City Council committees. This list will be compiled and updated periodically on the City’s website.

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City of Alvin

Fund Structure

Utility Operating Fund Utility Debt Fund Obligations Impact Fee Fund

Utility Projects Fund Sanitation Fund Emergency Medical Services Fund

Fleet Maintenance Fund

Vehicle Replacement Fund IT Maintenance Fund Computer Replacement Fund Facility Maintenance Fund

ENTERPRISE FUNDS

INTERNAL SERVICE FUND

Pro

prie

tary

Fun

ds

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Citywide Organizational Chart

Asst. City Manager/City Secretary

City ManagerJunru Roland

EconomicDevelopment

Municipal CourtInformationTechnology

Human Resources

Administrative Services

Fire

Police

CVB

Emergency Medical Services

Public Services

Parks & Recreation

UtilitiesEngineering

Library

Emergency Management

Citzens

Mayor & Council

City Attorney Municipal Judge

Associate Judge

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Description

General Fund and

Sub-Funds

Special Revenue

Funds

Sales Tax Fund and Sub Funds

Debt Service Fund

Utility Funds

Sanitation Fund

EMS Fund

Internal Service Funds Total

Property Taxes 10,578,807$ 1,291,500$ 2,246,282$ 14,116,589$ Utility Revenues 12,160,210 12,160,210 Sales Taxes 3,052,674 5,985,322 9,037,996 Charges for Services 563,025 158,200 30,000 2,766,683 2,058,000 5,575,908 Franchise Taxes 1,205,000 1,205,000 Impact Fees 1,000,000 1,000,000 Licenses & Permits 957,015 957,015 Intergovernmental 42,815 417,150 459,965 Fines & Forfeitures 435,000 435,000 Other Income 260,209 71,820 1,500 216,500 500 50 550,579 Hotel Taxes 275,000 275,000 Park Dedication Fees 112,000 112,000 Investing Earnings 2,045 2,045 Donations 20,000 7,000 27,000 Grants 3,500 2,000 5,500 Transfers In 3,459,836 144,246 6,560,043 367,517 4,807,922 15,339,564 Total Revenues 20,554,381$ 1,932,020$ 6,161,068$ 2,246,282$ 19,936,753$ 2,767,183$ 2,851,717$ 4,809,967$ 61,259,371$

All Funds

Revenues: $61,259,371Summary of Revenues by Source

Property Taxes23%

Utility Revenues20%

Sales Taxes15%

Charges for Services

9%Franchise Taxes

2%

Impact Fees2%

Other4%

Transfers In25%

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Actual FY2020

Original Budget FY2021

Amended Budget FY2021

Forecast FY2021

Budget FY2022

100 DISASTER FUND 417,397$ -$ -$ 223,383$ -$

102 COVID RELIEF FUND 1,549,987 - - 1,200 450

111 GENERAL OPERATING FUND 17,649,373 17,633,231 17,633,231 18,347,202 19,186,245

121 HOTEL/MOTEL TAX FUND 272,101 264,500 264,500 287,673 298,200

123 SPECIAL INVESTIGATIONS FUND 37,384 29,500 29,500 14,647 18,600

124 BUILDING SECURITY FUND 10,429 13,000 13,000 10,794 10,100

125 MUNICIPAL COURT TECH FUND 10,326 17,300 17,300 9,328 10,000

126 FIRE CAPITAL FUND 75,000 75,000 75,000 453,400 43,015

127 TREE PRESERVATION FUND 101,858 - 5,505 10,010

128 JUVENILE CASE MANAGER FUND 14,383 25,900 25,900 11,963 12,100

129 PARK DEDICATION FUND 34,524 40,000 40,000 111,400 112,100

130 PUBLIC EDUC & GOVT (PEG) FUND 50,158 54,000 54,000 49,893 49,100

209 UTILITY FUND DEBT OBLIGATION FUND 1,967,889 5,000,000 5,000,000 5,001,714 6,309,826

210 IMPACT FEES FUND 842,675 370,000 370,000 1,624,718 1,001,000

211 UTILITY OPERATING FUND 11,390,782 11,150,667 11,150,667 12,071,844 12,625,927

212 SANITATION FUND 2,608,686 2,593,910 2,593,910 2,765,819 2,767,183

213 EMS FUND 2,282,708 2,343,400 2,343,400 2,461,892 2,851,717

309 GENERAL REVENUE FUND - - - 238,948 -

311 GENERAL CAPITAL PROJECTS FUND 760,779 851,752 1,450,887 1,451,137 1,315,111

312 SALES TAX FUND 5,784,753 5,348,803 5,348,803 5,704,262 6,131,068

320 SIDEWALK FUND 15,001 10,000 10,000 30,000 30,000

411 DEBT SERVICE FUND 1,292,742 2,008,793 2,008,793 1,973,738 2,246,282

511 CEMETERY FUND 116,256 51,500 51,500 123,211 101,900

512 DONATION FUND 36,845 20,000 20,000 11,920 20,015

513 SENIOR FUND 2,514 7,600 7,600 2,805 7,505

611 FLEET MAINTENANCE FUND 786,400 764,890 764,890 785,914 771,562

612 VEHICLE REPLACEMENT FUND 638,478 574,134 574,134 687,022 709,846

613 IT MAINTENANCE FUND 607,832 725,352 725,352 731,002 798,297

614 COMPUTER REPLACEMENT FUND 133,141 46,140 46,140 46,170 161,052

616 FACILITY MAINTENANCE FUND - - - - 2,369,211

802 TIRZ #2 KENDALL LAKES FUND 553,389 641,223 641,223 650,000 660,000

803 TIRZ #3 SAVANNAH PLANTATION FUND 4,675 4,800 4,800 4,500 4,500

804 RD AUTHORITY FUND 532,889 614,162 614,162 620,450 627,450

TOTAL REVENUES 50,581,352$ 51,279,556$ 51,878,691$ 56,513,455$ 61,259,371$

BUDGET SUMMARY

ALL FUNDS

Fund

REVENUES

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Classification

General Fund and

Sub-Funds

Special Revenue

Funds

Sales Tax and Sub Funds

Debt Service Fund

Utility Funds

Sanitation Fund

EMS Fund

Internal Service Funds Total

Personnel 11,907,640$ 107,023$ 1,217,756$ 1,901,886$ 1,627,828$ 773,957$ 17,536,090$

Materials & Supplies 567,532 71,475 252,025 584,458 219,000 342,920 2,037,410

Contractual Services 4,171,304 913,876 1,026,887 1,370,984 2,489,114 409,875 3,346,271 13,728,311

Capital Outlay 921,113 26,200 3,270,200 2,510,889 205,518 799,527 7,733,447

Reimbursements 220,149 220,149

Debt 37,758 7,203 2,340,843 5,691,836 10,600 7,608 8,095,848

Transfers Out 3,466,950 1,611,908 1,135,457 8,365,052 244,895 450,727 84,577 15,359,564

Total Expenditures 21,072,297$ 2,957,834$ 6,902,325$ 2,340,843$ 20,425,105$ 2,744,609$ 2,920,556$ 5,347,252$ 64,710,820$

Expenditures: $64,710,820

All FundsSummary of Expenditures by Type

Personnel27%

Materials & Supplies3%

Contractual Services21%

Capital Outlay12%

Reimbursements0.3%

Debt 13%

Transfers Out24%

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Actual FY2020

Original Budget FY2021

Amended Budget FY2021

Forecast FY2021

Budget FY2022

100 DISASTER FUND 105,258$ -$ 16,255$ 535,521$ -$ 102 COVID RELIEF FUND 99,911 - 1,398 5,703 1,446,797 111 GENERAL OPERATING FUND 16,749,759 17,633,231 18,482,982 18,427,975 19,186,245 121 HOTEL/MOTEL TAX FUND 443,415 355,444 359,355 304,848 364,541 123 SPECIAL INVESTIGATIONS FUND 30,470 39,000 39,850 52,063 37,850 124 BUILDING SECURITY FUND 41,819 13,537 13,537 11,938 30,184 125 MUNICIPAL COURT TECH FUND 5,351 15,157 15,157 17,399 31,131 126 FIRE CAPITAL FUND 37,758 78,266 78,266 688,155 70,941 127 TREE PRESERVATION FUND - - - 350 - 128 JUVENILE CASE MANAGER FUND 16,080 28,953 28,953 19,847 23,773 129 PARK DEDICATION FUND - 50,000 50,000 149,379 - 130 PUBLIC EDUC & GOVT (PEG) FUND - - - 34,002 25,000 209 UTILITY FUND DEBT OBLIGATION FUND 1,363,197 4,278,263 4,278,263 4,691,548 5,691,836 210 IMPACT FEES FUND - - - 378,500 1,900,000 211 UTILITY OPERATING FUND 9,633,860 11,150,667 11,918,927 11,733,634 12,625,928 212 SANITATION FUND 2,587,152 2,617,721 2,617,721 2,836,379 2,744,609 213 EMS FUND 2,425,060 2,362,933 2,384,850 2,500,172 2,920,556 220 UTILITY PROJECTS FUND 236,547 2,245,200 2,540,082 2,450,082 207,342 309 GENERAL REVENUE FUND - 682,755 682,755 682,755 500,000 311 GENERAL CAPITAL PROJECTS FUND 2,058,351 1,208,908 1,718,097 2,131,517 1,315,111 312 SALES TAX FUND 3,204,619 6,833,643 7,292,566 5,277,465 6,902,326 411 DEBT SERVICE FUND 1,303,977 2,118,099 2,118,099 2,078,302 2,340,843 511 CEMETERY FUND 48,479 65,459 65,459 65,480 80,782 512 DONATION FUND 27,801 12,000 16,013 19,432 15,000 513 SENIOR FUND 2,201 7,500 7,500 2,800 7,500 611 FLEET MAINTENANCE FUND 774,310 777,428 790,060 791,619 874,658 612 VEHICLE REPLACEMENT FUND 461,630 690,755 832,474 952,004 1,123,473 613 IT MAINTENANCE FUND 560,897 737,204 739,865 777,897 828,334 614 COMPUTER REPLACEMENT FUND 46,791 34,700 34,700 132,345 151,576 616 FACILITY MAINTENANCE FUND - - - 609,162 2,369,211 802 TIRZ #2 KENDALL LAKES FUND 525,720 609,162 609,162 212,674 627,000 804 RD AUTHORITY FUND 188,705 248,261 248,261 - 268,274

TOTAL EXPENDITURES 42,979,118$ 54,894,246$ 57,980,606$ 58,570,948$ 64,710,820$

BUDGET SUMMARY

ALL FUNDSEXPENDITURES

Fund

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Adopted Budget FY2022 Personnel

Materials & Supplies

Contract Services

Capital Outlay Transfers

Debt Service Reimb.

Mayor and Council 52,941$ 32,941$ 1,600$ 18,400$ -$ -$ -$ -$ Asst. City Manager/City Secretary 382,728 292,066 1,200 64,232 - 25,230 - - City Attorney 366,703 264,557 2,500 74,824 - 24,822 - - City Manager 390,248 352,989 700 16,560 - 19,999 - - Economic Development 120,408 68,884 1,850 28,695 - 20,979 - - Accounting 496,884 425,679 6,500 39,804 - 28,500 - (3,600) Court 307,962 254,134 4,800 19,680 - 29,348 - - Human Resources 379,160 277,551 14,500 67,110 - 19,999 - - City Hall 22,200 - 8,200 14,000 - - - - Police 8,459,842 6,861,123 221,625 514,736 - 862,357 - - Animal Control 571,583 384,369 55,250 14,530 - 117,435 - - Fire 1,235,493 500,399 169,775 316,340 - 248,980 - - Emergency Management 82,371 67,371 - 15,000 - - - - Inspections 453,643 398,655 6,100 9,160 - 39,728 - - Engineering 787,747 946,963 8,600 26,500 - (194,316) - - Code Enforcement 131,228 131,228 - - - - - - Parks 1,657,865 652,332 61,832 136,014 12,000 795,687 - - Library 120,624 - 2,500 37,966 - 80,158 - - Other Requirements 3,166,615 - - 2,351,754 - 814,861 - - Total General Fund 19,186,245 11,911,241 567,532 3,765,305 12,000 2,933,767 - (3,600)

COVID Relief Fund 1,446,797 - - - - 1,446,797 - -

Hotel/Motel Tax Fund 364,541 72,885 24,000 192,476 - 67,977 7,203 -

Special Investigations Fund 37,850 - 35,850 2,000 - - - -

Building Security Fund 30,184 8,763 1,000 19,500 - 921 - -

Municipal Court Tech Fund 31,131 - 2,300 12,200 1,200 15,431 - -

Fire Capital Fund 70,941 - - - - 33,183 37,758 -

Juvenile Case Manager Fund 23,773 21,773 800 1,200 - - - -

PEG Fund 25,000 - - - 25,000 - - -

Utility Debt Service Fund 5,691,836 - - - - - 5,691,836 -

Impact Fees Fund 1,900,000 - - - 1,900,000 - - -

Water 1,468,019 501,080 310,633 190,726 70,577 395,002 - - Sewer 1,025,498 497,476 151,350 141,300 23,370 212,002 - - Wastewater Treatment 1,260,611 286,252 102,925 198,236 399,600 273,598 - - Utility Admin 424,833 316,022 6,550 14,108 - 88,153 - - Utility Billing 465,967 283,765 2,600 82,040 - 97,562 - - Public Services Facility 97,472 - 6,000 7,300 - 84,172 - - Utility Code Enforcement 74,435 17,291 4,400 24,702 - 28,042 - - Utility Other Requirements 7,809,093 - - 622,572 - 7,186,521 - - Total Utility Operating Fund 12,625,928 1,901,887 584,458 1,280,984 493,547 8,365,052 - -

Sanitation Fund 2,744,609 - - 2,489,114 - 244,895 10,600 -

EMS Fund 2,920,556 1,627,827 219,000 409,875 205,518 450,727 7,608 -

Utility Projects Fund 207,342 - - 90,000 117,342 - - -

General Revenue Fund 500,000 - - - - 500,000 - -

General Projects Fund 1,315,111 - - 405,999 909,113 - - -

TOTAL BUDGET BY FUND/DEPARTMENTFY 2022

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Adopted Budget FY2022 Personnel


Contract Services

Capital Outlay Transfers

Debt Service Reimb.

TOTAL BUDGET BY FUND/DEPARTMENTFY 2022

Sales Tax Fund 6,902,326 1,217,757 252,025 1,026,887 3,270,200 1,135,457 - -

Debt Service Fund 2,340,843 - - - - - 2,340,843 -

Cemetary Fund 80,782 - - - - 80,782 - -

Donation Fund 15,000 - - 15,000 - - - -

Senior Fund 7,500 - 7,500 - - - - -

Fleet Maintenance Fund 874,658 198,167 167,025 400,810 25,000 83,656 - -

Vehicle Replacement Fund 1,123,473 - - 471,522 651,951 - - -

Information Technology Fund 828,334 166,256 8,900 652,257 - 921 - -

Computer Replacement Fund 151,576 - 44,000 - 107,576 - - -

Facility Maintenance Fund 2,369,211 409,535 122,994 1,821,682 15,000 - - -

TIRZ Funds 895,274 - 25 671,500 - - - 223,749

Grand Total 64,710,820$ 17,536,090$ 2,037,410$ 13,728,311$ 7,733,447$ 15,359,564$ 8,095,848$ 220,149$

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FY2021-2022 Tax Rate Distribution

The City is permitted, by Article XI, Section 5, of the State of Texas Constitution and City Charter to levy property taxes up to $2.50 per $100 of assessed valuation for general government services, within the $2.50 maximum levy there is no legal limit upon the amount of property taxes which can be levied for debt service.

The property tax rate to finance general government service and debt service for FY 2021-2022 year is $.6292 and $.1388, respectively, per $100 of assessed valuation. The 2021 net taxable value is $1,617,345,061. City Council approved the same combined tax rate as the prior year which is $0.7680 per $100 of taxable property value for FY 2021-2022.

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Taxable Value History

2021 Taxable Value $1,617,345,061

The Brazoria County Appraisal District is responsible for establishing appraised values according to procedures established by the Texas Legislature. Property taxes each year levied on October 1st are due upon receipt. They become delinquent on February 1st of the following year. The City’s property taxes are billed and collected by the County Tax Assessor-Collector. After certification of the taxable values by the Central Appraisal District, the county bills the City’s tax levies (around October), with additional tax bills sent in December, February, April and July. In July delinquent taxes are submitted to the County’s delinquent tax attorneys for final collection or other disposition.

City of Alvin Top 10 TaxpayersFY 2021-2022 Type of Property 2021 Taxable Value

Team Industrial Services, Inc. Oil Field Services 29,169,510$ Texas New Mexico Power Company Utility Provider 19,812,970 1800 FM 1092 LLP Real Estate 9,199,370 Highland Square, LTD Shopping Center 8,973,660 ZT Auto Real Estate Group LP Real Estate 8,533,590 Wal-Mart Real Estate Business Trust Retailer 8,248,737 BAH Willow Creek Manor LLC Real Estate 7,673,770 Hillcrest Village Partners LLP Real Estate 7,600,000 Riviana Foods Retailer 7,200,000 CVAL Partners LTD Real Estate 6,945,787

113,357,394 1,503,987,667

Total Assessed Valuation 1,617,345,061$

Sub-total of Top Ten Taxpayers All Others

$ Millions

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2017/18 2018/19 2019/20 2020/21 2021/22Function Budget Budget Budget Budget Budget

General Government 18 18 18 18 19Public Safety 102 102 103 109 113Community Development 16 17 17 20 19Public Services 33 32 32 36 36Community Services 12 12 13 9 11Utilities 32 31 31 32 35Total Authorized Personnel 213 212 214 224 233

Personnel Services makes up 32% of the current City's Operating Budget. General Government consist ofthe City Council, City Manager, City Secretary, Financial Services, City Attorney and EconomicDevelopment Departments. Public Safety is made up of Fire, Emergency Medical Services and the PoliceDepartment. Community Development is comprised of Inspections and Engineering. Public Services is acombination of Streets, Fleet Maintenance and Information Technologies. Community Services is comprisedof the Library, Parks and Recreation and the Convention Visitors Bureau. Utilities is made up of Water,Sewer, Wastewater Treatment Plant, Utility Administration, Code Enforcement and Utility Billing. In thefollowing graph the percentage of staffing is categorized by function.

STAFFING COMPARISON BY FUNCTION

SUMMARY BY FUNCTIONFY2022

PERSONNEL SERVICES

General Government

8%

Public Safety48%

Community Development

8%Public Services16%

Community Services

5%

Utilities15%

STAFFING BY FUNCTIONPercent of Total

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FY2018 FY2019 FY2020 FY2021 FY2022GENERAL FUND: City Manager 2 3 2 2 2 Emergency Management 0.5 0.5 0.5 0.5 0.5Asst. City Manager/City Secretary (a) 3 3 3 3 3 Economic Development (b) 0 0 0 0 1 Municipal Court (c) 0 0 0 0 3.5 Human Resources (d) 2 2 2 2 3 Financial Services Accounting 6 5 5 5 5 Municipal Court (c) 3 3 3.5 3.5 0City Attorney 2 2 2 2 2 Police Police 72 72 73 78 82

Animal Shelter 7 7 7 8 8Fire 5 5 5 5 5Engineering Inspections (e) 4 4 4 6 6 Engineering (f) 9 10 10 11 11Code Enforcement 2.5 2.5 2.5 2.5 2.5Parks & Recreation

Administration 8 8 9 3 3 Seniors Center 1 1 1 1 1 Facility Maintenance (g) 2 2 2 6 0 Recreation (h) 0 0 0 2 4Economic Development (b) 2 2 2 2 0TOTAL GENERAL FUND 131 132 133.5 142.5 142.5

SALES TAX FUND: Streets and Drainage 25 25 25 25 25 Code Enforcement 0.3 0.3 0.3 0.3 0.3TOTAL SALES TAX FUND 25.3 25.3 25.3 25.3 25.3

JUVENILE CASE MANAGER FUND: Juvenile Case Manager 0 0 0.5 0.5 0.5TOTAL JUVENILE CASE MANAGER FUND 0 0 0.5 0.5 0.5

HOTEL/MOTEL TAX FUND: Convention & Visitors Bureau 1 1 1 1 1TOTAL HOTEL/MOTEL TAX FUND 1 1 1 1 1

AUTHORIZED FULL-TIME PERSONNELSUMMARY BY DEPARTMENT/DIVISION

FIVE YEAR COMPARISON

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FY2018 FY2019 FY2020 FY2021 FY2022

AUTHORIZED FULL-TIME PERSONNELSUMMARY BY DEPARTMENT/DIVISION

FIVE YEAR COMPARISON

ENTERPRISE FUNDSUTILITY OPERATING FUND:

Water (i) 7 7 7 7 10Sewer 10 10 10 10 10Wastewater Treatment 6 5 5 5 5Billing/Collection 5 5 5 6 6Code Enforcement 1.2 1.2 1.2 0.2 0.2Administration 3 3 3 4 4

TOTAL UTILITY FUND 32.2 31.2 31.2 32.2 35.2

EMS FUND 17.5 17.5 17.5 17.5 17.5

TOTAL ENTERPRISE FUNDS 49.7 48.7 48.7 49.7 52.7

INTERNAL SERVICE FUNDS Fleet Maintenance Fund 4 3 3 3 3IT Maintenance Fund 2 2 2 2 2Facility Maintenance Fund (g) 6

TOTAL INTERNAL SERVICE FUNDS 6 5 5 5 11

GRAND TOTAL - ALL POSITIONS 213 212 214 224 233

(a) City Secretary position was promoted to Assistant City Manager/City Secretary in FY22. (b) The Economic Development Director position was eliminated during FY21. In FY22, the Economic Development Department was changed to report to the Assistant City Manager/City Secretary.(c) Municipal Court Division was changed to report to the Assistant City Manager/City Secretary in FY22.(d) HR Generalist position was added in FY22(e) During FY21, two Construction Inspector positions and the CAD Technician II position were eliminated. These positions were replaced with one City Planner and two Building Inspector positions.(f) During FY21, an Inspector II was added.(g) Facility Maintenance - all postiions were moved to the Facility Maintenance Fund in FY22.(h) Two Recreation Coordinator positions were added in FY22.(i) One Utility Worker II position was added and two Utility Worker I positions were added in FY22.

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Major Revenue Sources CURRENT PROPERTY TAXES 2021-22 General Fund Budget: $9,971,430 2021-22 Debt Service Fund Budget: $2,340,843 Property taxes (ad valorem) attach as an enforceable lien on property as of each January 1st. The city’s property tax is levied each October 1st on the assessed value listed as of January 1st for all real and business personal property located in the City. Assessed values are established by the Central Appraisal District of Brazoria County at 100% of the estimated market value and certified by the Appraisal Review Board. Pursuant to state law, individual residential values cannot increase more than 10% annually. The FY2021-2022 (2021 Tax Year) estimated net taxable value from the Brazoria County Appraisal District (including TIRZ incremental adjustment) is $1,617,345,061. This is a 3.6% increase from the prior year’s original certified net taxable value. The City sets a tax rate on the basis of cents per $100 of valuation. The tax rate is comprised of two components – the operations and maintenance (O&M) rate and the debt service rate.

Ad Valorem Tax Revenues (10-Year Trend)

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The operations and maintenance (O&M) rate provides for operating and maintaining general government functions. This portion of the tax rate is recorded as revenue in the General Operating Fund. O&M Rate vs Taxable Value (10-Year Trend)

The other component is the debt service rate. Revenue generated by the debt service rate is recorded in the Debt Service Fund. The debt rate is based on generating revenues sufficient to pay the principal and interest due on tax supported debt. The City is proposing a 1 cent decrease in the total tax rate per $100 of taxable property value. Debt Rate vs Taxable Value (10-year Trend)

Although there is no statutory debt limit for small municipalities, truth-in-taxation criterion does specify a maximum tax rate that a city may assess. Debt service requirements must be met first, followed by operation and maintenance. The property tax rate to meet these needs cannot exceed $2.50 per $100 of assessed valuation.

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SALES TAX REVENUE 2021-22 General Fund Budget: $2,988,174 (1/3 allocation) 2021-22 Sales Tax Fund Budget: $5,985,322 (2/3 allocation) Total $8,973,496 The sales tax rate in the City of Alvin is 8.25% of taxable goods or services sold or delivered within the boundaries of the City. The tax is collected by businesses making the sale and is remitted to the State Comptroller of Public Accounts. Of the 8.25% tax rate, the State of Texas retains 6.25% and distributes 1.5% to the City of Alvin and .5% to Brazoria County. 1.00% is allocated to the Sales Tax Fund for all equipment and materials used to construct and

maintain streets, drainage and sidewalks; employee, consultant and contractor cost incurred to construct and maintain City streets and drainage; facilities, storage, office costs, and improvements used by Street and Drainage personnel; and any administrative costs to manage and support the Street and Drainage operation. On April 18, 1968, the city council approved amending the City’s charter to use local sales and use tax revenue only for street-related improvements.

0.50% is allocated to the General Fund and used for the City’s general operating purposes. Voters

approved adding this additional ½ cent to the sales tax in 1992 to reduce property taxes. 0.50% is imposed by Brazoria County. 6.25% is retained by the State Comptroller of Public Accounts. 8.25% Total Sales Tax Rate Sales Tax Collections – General Fund and Sales Tax Fund (10-Year Trend)

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Total Sales Taxes vs. Budget (10-Year Trend) Sales taxes are conservatively budgeted each year to offset any possible shortfalls as a result of the local economy. As a result, the average difference between the annual budgeted amounts and the collected amounts is $296,000, or 4.1%.

FRANCHISE FEES 2021-22 General Fund Budget: $1,205,000 The City of Alvin maintains franchise agreements with utilities that use the City’s right-of-ways (ROW) to conduct their business. The agreements contain a franchise fee clause, which requires the utilities to compensate the City for use of ROW. Generally, the fees are based upon a percentage of a utility’s gross receipts or a per-unit of usage charge (generated by customers located within the City’s corporate limits that range from 2% - 5%). These revenues are accounted for in the General Operating Fund.

Electric Franchise fees are charged for use of city streets and (ROW’s). These fees are received monthly and are based on kilowatt hours delivered within Alvin’s city limits.

Gas Franchise fees are charged for use of city streets and ROW’s. This fee is based on a percentage of gross revenue.

Telecommunication Franchise fees are received from Certified Telecommunications Providers based on the number of lines within the municipality and the rate for each category of line calculated monthly. Fee-per-access line is regulated by the Public Utility Commission.

Cable Television Franchise fees are paid to the City for use of city streets and ROWs. Payments are made quarterly and are based on a percentage (5%) of the cable operator’s gross receipts [1% of the cable operator’s gross receipts for cable television are restricted by law for capital cost related to public, educational and governmental (PEG) programming. These revenues are accounted for in the PEG Special Revenue Fund].

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Franchise Revenues by Type (10-Year Trend)

The City’s franchise fees are estimated at $1,205,000 in FY 2022, which is a 5% decrease from the FY 2021 budget. Franchise fee projections are based on a trend analysis. OPERATING TRANSFERS IN 2021-22 General Fund Budget: $2,144,975 The City’s water, wastewater, sanitation, emergency management, and street/drainage operations annually reimburse the General Fund for administrative services provided during the year. These include general administration, computer services, personnel services, purchasing services, engineering services, and the like. These transfers ensure that the funds receiving the services are self-supporting and self-sufficient. For the FY 2022 budget, the transfers in to the General Fund equates to $2,144,975.

Transfers In by Fund Total Utility $827,695EMS $164,538

Sanitation $141,195Cemetery $33,265

Fire Capital $33,183Sales Tax $170,760CRF Fund $767,517HOT Fund $6,822

Total $2,144,975 COURT FINES & FEES 2021-22 General Fund Budget: $435,000 Court fine collections fluctuate in relation to the number of citations issued and the amount of court fines collected. These fines are primarily derived from violations of local ordinances and traffic offenses. Collections vary from year to year due to some fines and forfeitures being settled by jail time or performing community service. COVID has had an impact on court revenues as there has been fewer court dates. Estimated collections for FY21 are $421,975.

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Court Fine Collections vs. Budget (10-Year Trend)

EMERGENCY MEDICAL SERVICES 2021-22 Emergency Medical Services Fund Revenues: $2,851,717 With the creation of the County Emergency Service District in 2005, the City receives financial support for EMS services rendered outside of the City. As a result of the creation of the County Emergency Service District, Hillcrest Village EMS also elected to contract with the City of Alvin for EMS services. Overall revenues have stabilized since FY20 after the EMS Utility Fee was implemented.

EMS Revenues vs. Transports

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WATER & WASTEWATER REVENUES 2021-22 Utility Fund Budget: $12,625,927 The Utility Fund accounts for the water and wastewater utilities for the City of Alvin. Revenues for this fund are derived primarily from user charges (charges for service) in addition to license & permit fees. The budgeted revenues for FY22 reflect an increase of 13% from prior year’s budget due to the rate increase adopted by city council to fund projects identified in the Utility Master Plan and an increased customer base.

Water/Sewer Revenue Actual vs. Budget (10-Year Trend)

SANITATION REVENUES 2021-22 Sanitation Fund Revenue Budget: $2,767,183 The Sanitation Fund accounts for the collection of solid waste for the City of Alvin. Revenues for this fund are derived primarily from user charges (charges for service). The anticipated sanitation revenues for FY2022 reflect an increase of 7% from prior year’s budget.

Sanitation Revenue Actual vs. Budget (10-Year Trend)

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FY2022Fund Account Description Budget

General Fund111-7001-02-4100 Building & Property Marquee Sign 12,000

Total General Fund 12,000

Municipal Court Technology Fund

125-2502-00-4200 Computer System Various Computer Needs 1,200

Total Municipal Court Technology Fund 1,200

PEG Fund

130-1001-00-4150 Machinery & Equipment Screens for Council Schambers 25,000

Total PEG Fund 25,000

Utility Fund

211-6001-00-4150 Machinery & Equipment Portable 4" Trailer Mounted Pump 35,577 Well #3 150 HP Motor 15,000

SACAD Sowftware & Server 20,000

211-6002-00-4150 Machinery & Equipment Duplex Panels and Lift Stations #4, #6, #28 23,370

211-6003-00-4150 Machinery & Equipment WWTP Lift Station Pump 38,000

Aeration Basin Flowmeter 16,000

WWTP Lsft Station Wet Well Rehab 150,000

RAS Pump Flowmeter 13,500

RAS Pump 4" Trailer Unit 37,500

Lift Station Rehab 144,600

Total Utility Fund 493,547

EMS Fund

213-3503-00-4150 Machinery & Equipment Emergency Radios 130,518

Stretchers 75,000

Total EMS Fund 205,518

Utility Projects Fund

220-6001-00-4150 Machinery & Equipment Water Plant Server & Software 20,000

220-6003-00-4150 Machinery & Equipment SCADA Pump Controller at Lift Station #8 & #31 47,930

Lift Station #33 Pump 24,412

220-6004-00-4150 Machinery & Equipment Fuel Master Island 25,000

Total Utility Projects Fund 117,342

Capital Outlays

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FY2022Fund Account Description Budget

Capital Outlays

General Projects Fund

311-3501-00-4150 Machinery & Equipment Two Air Handler Units (Police) 30,000

Four Electric Furnaces (Police) 25,000

Emergency Radios (Police) 339,347

HVAC Building Auto System 175,000

311-3505-00-4150 Machinery & Equipment Emergency Radios (Fire) 264,765

311-7001-00-4150 Machinery & Equipment HVAC Building Auto System 75,000

Total General Projects Fund 909,113

Sales Tax Fund

312-5501-00-4150 Machinery & Equipment Zero Turn Motor with Deck 20,200

Total Sales Tax Fund 20,200

Fleet Maintenance Fund

611-8001-00-4150 Machinery & Equipment Fuel Master Island 25,000

Total Fleet Maintenance Fund 25,000

Fleet Replacement Fund

612-8002-00-4150 Machinery & Equipment EMS Ambulance 178,408

EMS Ambulance 185,805

Recorder Upgrade 39,438

Ramco In-Car PC 59,400

F-700 Patching Truck 108,900

612-8002-00-4250 Motor Vehicles Senior Bus 80,000

Total Fleet Replacement Fund 651,951

IT Replacement Fund

614-2506-00-4150 Machinery & Equipment Node for Disaster Recovery 15,335

Various Replacement Needs 37,241

Dark Fiver Install 55,000

Total IT Replacement Fund 107,576

Facility Maintenance Fund

616-8003-00-4150 Machinery & Equipment Various Replacement Needs 15,000

Total Facility Maintenance Fund 15,000

Grand Total All Funds 2,583,447

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General Fund and Sub Funds

General Fund (111)

Fire Capital Fund (126)

Tree Preservation Fund (127)

General Revenue Fund (309)

General Projects Fund (311)

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General Fund

The General Fund is the chief operating fund of the government. The principal source of revenues of the General Fund are property taxes, sales and use taxes, franchise fees, permit fees, and fines and forfeitures. The primary governmental functions occurring within this fund are general government operations such as City Administration and Finance, Community Development, Public Services, Community Services and Public Safety.

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FY18 FY19 FY20 FY21* FY22**

Revenues $17,143,940 $17,986,836 $17,649,373 $18,347,202 $19,186,245

Expenditures 16,360,020 16,758,776 16,749,759 18,430,040 19,186,245

Fund Balance $6,257,153 $7,485,213 8,384,827$ 8,301,989$ 8,301,989$

* Projected

**Adopted

5-Year Revenue, Expenditure and Fund Balance Summary

General Operating Fund

$0

$2

$4

$6

$8

$10

$12

$14

$16

$18

$20

FY18 FY19 FY20 FY21* FY22**

Mill

ion

s

Revenues Expenditures Fund Balance

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Property Taxes 10,578,807$ Current, Delinquent, Payments in Lieu of Taxes, Penalties & Interest

Sales Taxes 2,999,674 1/3 Allocation from State Comptroller

Franchise Taxes 1,205,000 Gas, Electrical, Telephone, Telephone-Right-of-Way, Cable TV

License & Permits 957,015 Building/Electrical/Plumbing, Plan Check Fees, Other

Fines & Forfeitures 435,000 Emergency Service District (ESD) Fee, Hillcrest EMS/Fire, Other

Other 865,774 Charges for Services, Investment Income, Other Taxes, Rental Income, Grants

Transfers 2,144,975 Interfund Transfers

19,186,245$


Revenues by Type: $19,186,245

Property Taxes

55%

Sales Taxes

16%

Franchise

Taxes

6%

License &

Permits

5%

Fines &

Forfeitures

2%

Other

5%Transfers

11%

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FY20 FY21 FY21 FY22

Description Actual Adjusted Budget Estimate Budget

Beginning (unassigned) Fund Balance 7,485,213$ 8,384,827$ 8,384,827$ 8,301,989$

Revenues/Resources

General Property Taxes 10,145,701 10,299,989 10,303,509 10,578,807

Sales Taxes 2,874,625 2,661,858 2,856,430 2,999,674

State Mixed Drink Tax 53,307 50,000 57,751 53,000

Franchise Taxes 1,206,972 1,270,000 1,203,890 1,205,000

License & Permits 931,836 695,400 1,027,430 957,015

Grant Proceeds 1,869 - 225,000 -

Charges for Services 425,512 462,780 478,065 553,025

Fines & Forfeitures 416,706 557,000 421,975 435,000

Investment Earnings 76,217 130,000 15,000 15,000

Rental Income 9,384 18,000 7,000 12,500

Intergovernmental 1,260,261 1,271,768 1,434,567 2,144,975

Other Income 246,982 216,436 316,586 232,249

Total Revenues/Resources 17,649,373 17,633,231 18,347,202 19,186,245

Total Revenue/Resources 25,134,586 26,018,058 26,732,030 27,488,234

Expenditures/Uses

City Manager 333,550 359,538 355,580 390,247

Mayor and Council 43,564 65,601 58,738 52,941

City Secretary 316,760 328,549 316,596 382,728

City Attorney 289,629 339,056 329,310 366,703

Economic Development 219,738 245,711 240,688 120,408

Human Resources 191,699 218,181 230,799 379,160

Finance 463,392 508,697 508,644 496,884

Municipal Court / Judge 252,532 291,224 290,896 307,961

City Hall 131,364 102,951 88,500 22,200

Police 7,465,507 8,074,470 8,051,232 8,459,842

Animal Control 486,423 553,721 528,433 571,583

Fire 964,818 1,119,576 1,077,555 1,235,493

Code Enforcement 100,685 127,724 98,300 131,228

Emergency Management 80,172 82,839 75,252 82,371

Engineering / Inspections 764,656 1,027,758 870,540 1,241,390

Parks Adm/Maint*/Sr. Center/Rec/Museum 1,594,570 1,982,745 1,916,864 1,657,866

Library 91,194 103,579 92,342 120,624

Other Requirements/Transfers 2,959,505 2,951,061 3,299,771 3,166,615

Total Expenditures/Uses 16,749,759 18,482,982 18,430,040 19,186,245

Revenue Over/(Under) Expenditures 899,614 (849,751) (82,838) 0

Ending (unassigned) Fund Balance 8,384,827$ 7,535,076$ 8,301,989$ 8,301,989$

* Various utility, grounds, and facility maintenance costs have been moved to the Facility Maintenance Fund in FY22.

GENERAL OPERATING FUND

BUDGET SUMMARY

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FY20 FY21 FY21 FY22

Account Actual Adjusted Budget Estimate Budget

General Property Taxes

111-400005 Current Tax Collections 9,360,032$ 9,627,905$ 9,592,802$ 9,971,430$

111-400010 Delinquent Taxes 141,356 135,000 138,802 135,000

111-400015 Occupation Taxes On Fees 2,871 2,500 2,900 2,500

111-400020 Payment In Lieu Of Taxes 554,969 469,584 469,584 384,877

111-400025 Penalty & Interest 80,086 60,000 93,253 80,000

111-400030 Rendition Penalty 6,388 5,000 6,168 5,000

Total General Property Taxes 10,145,701 10,299,989 10,303,509 10,578,807

Sales Taxes

111-400100 Sales Tax Revenue 2,863,281 2,650,196 2,845,880 2,988,174

111-400101 County Sales Tax Rebate 11,344 11,662 10,550 11,500

Total Sales Taxes 2,874,625 2,661,858 2,856,430 2,999,674

Other Taxes

111-400200 State Mixed Drink Tax 53,307 50,000 57,751 53,000

Total Other Taxes 53,307 50,000 57,751 53,000

Franchise Taxes

111-400300 Franchise - Gas Company 55,861 60,000 53,581 60,000

111-400310 Franchise - Electric 875,577 900,000 870,000 875,000

111-400320 Franchise - Telephone 61,660 65,000 52,203 50,000

111-400330 Telephone Lines Right-of-Way Fee 36,796 75,000 47,760 40,000

111-400340 Franchise - Cable 177,078 170,000 180,346 180,000

Total Franchise Fees 1,206,972 1,270,000 1,203,890 1,205,000

License & Permits

111-400400 Building Permits 303,497 210,000 300,000 310,000

111-400420 Demolition 950 500 1,050 500

111-400430 Electrical Permits 111,284 75,000 116,594 115,000

111-400440 Plumbing Permits 89,423 60,000 94,885 90,000

111-400450 Moving Permits 525 - - -

111-400460 Taxi Permits 315 500 315 315

111-400470 Beer Permits 2,503 2,500 2,524 2,500

111-400480 Mechanical Permits 66,493 60,000 63,804 64,000

111-400490 Mobile Home Park License Fee 36,535 35,000 37,000 37,000

111-400500 Placement Permit Fee 1,350 2,000 1,400 1,400

111-400510 Restaurant Permits 44,750 41,000 41,449 41,500

111-400520 Pool Tables 360 300 300 300

111-400525 Special Permits 2,506 2,000 2,000 2,000

111-400527 Oil & Gas Wells & Pipeline Fees 15,000 3,000 3,500 5,000

111-400530 Wrecker Permits 1,800 2,000 2,150 2,000

111-400540 Bowling Permits 100 100 100 100

111-400560 Irrigation Permit Fees 3,520 1,000 4,440 5,000

111-400570 Re-inspection Fees 4,750 2,000 7,410 7,000

111-400580 Plan Checking Fees 146,688 115,000 145,349 145,000

111-400590 Subdivision Plat Fees 13,665 8,000 64,000 12,000

111-400610 Engineering Fees - Surveying 28,748 25,000 70,000 50,000

111-400620 Amusement Store License 20,565 15,000 21,628 20,000

111-400630 Amusement Center License - 2,000 3,000 3,000

111-400640 Other Animal Pound Fees 23,855 25,000 27,420 27,000

111-400650 Animal Permits & Licenses 4,090 3,000 4,050 4,000

111-400660 Fire Marshal Fees 7,796 5,000 12,672 12,000

111-400670 Banner Permit Fees 770 500 390 400

Total Licenses & Permits 931,836 695,400 1,027,430 957,015

111 - GENERAL FUND

Revenue Detail

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FY20 FY21 FY21 FY22


111 - GENERAL FUND

Revenue Detail

Grant Proceeds

111-401010 Grant Proceeds 1,869 - 225,000 -

Total Grant Proceeds 1,869 - 225,000 -

Charges for Services

111-402010 Emergency Service District Fee 292,430 292,430 293,240 356,425

111-402020 Hillcrest EMS/Fire Service 27,600 27,600 27,600 27,600

111-402025 Manvel Interlocal Agreement 25,000 25,500 25,000 25,000

111-402030 Parks & Recreation Program 18,902 26,250 44,000 45,000

111-402040 Swimming Pool 22,482 32,250 30,000 30,000

111-402050 Sports Agreement Revenue 19,549 33,750 35,000 45,000

111-402060 Credit Card Service Fee 19,550 25,000 23,225 24,000

Total Charges for Services 425,512 462,780 478,065 553,025

Fines & Forfeits

111-403000 Fines & Forfeitures 410,684 550,000 416,514 430,000

111-403010 Child Safety Fines 699 1,000 1,000 1,000

111-403020 Traffic Control Fines 5,322 6,000 4,462 4,000

Total Fines & Forfeitures 416,706 557,000 421,975 435,000

Investing Earnings

111-404000 Interest Income 76,217 130,000 15,000 15,000

Total Interest Income 76,217 130,000 15,000 15,000

Rental Income

111-405000 Rental Income - City Property 1,396 3,000 3,000 2,500

111-405010 Rental Income - Senior Citizen 7,988 15,000 4,000 10,000

Total Rental Income 9,384 18,000 7,000 12,500

Other Income

111-409000 Insurance Claim Recovery - - 18,177 -

111-409020 Fees Copies/Police 3,897 2,000 3,633 3,000

111-409031 Municipal Ceremonies - 200 - -

111-409040 Sales Of Code Copies 69 100 340 100

111-409050 Return Check Fee 70 - - -

111-409060 Mowing Account 3,469 5,000 14,000 5,000

111-409070 Mowing Liens 1,534 2,000 14,200 2,000

111-409075 Miscellaneous Income 64,760 5,000 49,000 2,000

111-409100 Misc. Reimbursements - 2,000 17,100 -

111-409120 TIRZ 2 Municipal Services Fee 173,184 200,136 200,136 220,149

Total Other Income 246,982 216,436 316,586 232,249

Transfers In

111-406010 Transfer from Utility Fund 763,258 775,243 775,243 827,695

111-406020 Transfer from Sanitation Fund 136,279 136,537 136,537 141,195

111-406030 Transfer from EMS Fund 162,671 164,365 164,365 164,538

111-406060 Transfer from Cemetery Fund 30,754 26,934 26,934 33,265

111-406065 Transfer from Sales Tax Fund 160,864 162,201 325,000 170,760

111-406121 Transfer from HOT fund 6,435 6,488 6,488 6,822

111-406130 Transfer from Fire Capital Fund - - - 33,183

111-406803 Transfer from CRF Fund - - - 767,517

Total Intragovernmental 1,260,261 1,271,768 1,434,567 2,144,975

Total General Fund 17,649,373$ 17,633,231$ 18,347,202$ 19,186,245$

______________________________________________________________________________Annual Budget


129

Personnel 11,907,640$

Supplies 567,532

Contractual Services 3,765,306

Capital Outlay 12,000

Interfund Transfers & Reimbursements 2,933,768

Total 19,186,245$


Expenditures by Type: $19,186,245

Personnel62% Supplies

3%

Contractual Services

20%

Capital Outlay0.1%

Interfund Transfers &

Reimbursements15%

______________________________________________________________________________Annual Budget


130

General Government 2,250,926$ City Mngr, Council, City Sec, City Atty, Finance, Court/JudgePublic Safety 9,120,517 Police, Animal Control, Fire, Emergency MangementCommunity Devel. 1,527,207 Engineering, Inspections, Code EnforcementCommunity Services 1,002,074 Economic Development, Parks, LibraryOther 2,351,754 Health and General Insurance, Annual AuditInterfund Transfers & Reimb. 2,933,768 Transfers & ReimbursementsTotal 19,186,245$

Total Expenditures by Function: $19,186,245


General Government

12%

Public Safety48%Community

Devel.8%

Community Services

5%

Other12%

Interfund Transfers & Reimb.15%

______________________________________________________________________________Annual Budget


131


Asst. City Manager/ City Secretary


EconomicDevelopmentMunicipal Court

Human Resources

Administrative Services

Fire Police

Parks & Recreation

EngineeringLibrary


______________________________________________________________________________Annual Budget


132

FY20 FY21 FY21 FY22

Department Actual Adjusted Budget Estimate Budget

City Manager 333,550$ 359,538$ 355,580$ 390,247$

Mayor and Council 43,564 65,601 58,738 52,941

City Secretary 316,760 328,549 316,596 382,728

City Attorney 289,629 339,056 329,310 366,703

Economic Development 219,738 245,711 240,688 120,408

Human Resources 191,699 218,181 230,799 379,160

Finance 463,392 508,697 508,644 496,884

Municipal Court/Judge 252,532 291,224 290,896 307,961

City Hall 131,364 102,951 88,500 22,200

Law Enforcement 7,465,507 8,074,470 8,051,232 8,459,842

Animal Control 486,423 553,721 528,433 571,583

Fire 964,818 1,119,576 1,077,555 1,235,493

Code Enforcement 100,685 127,724 98,300 131,228

Emergency Management 80,172 82,839 75,252 82,371

Engineering/Inspections 764,656 1,027,758 870,540 1,241,390

Parks Adm/Maint/Sr. Center/Recreation/Museum 1,594,570 1,982,745 1,916,864 1,657,866

Library 91,194 103,579 92,342 120,624

Other Requirements 2,959,505 2,951,061 3,299,771 3,166,615

Total 16,749,759$ 18,482,982$ 18,430,040$ 19,186,245$


Budget Summary by Department

______________________________________________________________________________Annual Budget


133

General Fund

City Manager

FY21 FY22

Category Adjusted Budget Budget

1000 Personnel Services 330,670$ 352,988$

2000 Materials and Supplies 1,300 700

3000 Contractual Services 17,560 16,560

7000 Interfund Transfers 10,008 19,999

Total 359,538$ 390,247$

Number of Number of

Schedule of Personnel Pay Grade Positions Positions

City Manager UC 1 1

Management Assistant 24 1 1

Total 2 2

______________________________________________________________________________

Annual Budget Fiscal Year 2021-2022

134

FY20

ACTUAL

FY21

BUDGET

FY21

PROJECTED

FY22

BUDGET

50 52 51 52

Parks and Recreation Plan

Economic Development Plan

Utilities Master Plan

CITY MANAGER

Weekly reports provided to City Council

PERFORMANCE INDICATORS & MEASURES

Create a new Strategic Plan to enhance City governance and accountability

DEPARTMENT DESCRIPTIONThe City Manager's Department strives to provide oversight of all City operations, maintain strong partnerships with the City

Council, the community, and all stakeholders of the City of Alvin. Through best management practices and organizational

systems, the City Manager's Office desires to promote healthy accountability, open communication, collective responsibility,

visionary leadership, fiscal responsibility, and organizational effectiveness.

FY21 DEPARTMENTAL ACCOMPLISHMENTSPromote additional development and revitalization throughout the City

FY22 DEPARTMENTAL GOALS

Strategic Plan Initiatives

Hazard Mitigation Action Plan

Continue implement. of all master plans.1.2 Comprehensive Plan

______________________________________________________________________________Annual Budget


135

FY20 FY21 FY21 FY22


Personnel

111-1004-00-1001 Salaries 226,672$ 233,878$ 237,395$ 246,584$

111-1004-00-1005 Overtime 133 2,000 3,206 3,000

111-1004-00-1006 Longevity 673 852 743 1,044

111-1004-00-1009 TMRS 40,832 46,185 43,932 48,547

111-1004-00-1011 FICA 14,269 22,398 16,517 23,613

111-1004-00-1015 457 Deferred Compensation 14,936 15,157 15,569 20,000

111-1004-00-1018 Auto Allowance 8,413 7,800 7,700 7,800

111-1004-00-1021 Technology Stipend 2,438 2,400 2,400 2,400

Total Personnel 308,366 330,670 327,461 352,988

Supplies

111-1004-00-2100 Office Supplies 1,926 700 1,201 700

111-1004-00-2125 General Supplies 36 600 600 -

Total Supplies 1,962 1,300 1,801 700


111-1004-00-3170 Professional Development 2,856 9,000 9,000 9,000

111-1004-00-3180 Dues & Memberships 1,081 2,560 2,510 2,560

111-1004-00-3190 Communications 5,263 6,000 4,800 5,000

Total Contractual Services 14,285 17,560 16,310 16,560

Interfund Transfers

111-1004-00-7150 Transfer to Facility Maint Fund - - - 11,498

111-1004-00-7500 Transfer to Computer Repl Fund - - - 1,361

111-1004-00-7505 Transfer to IT Maintenance Fund 8,937 10,008 10,008 7,140

Total Interfund Transfers 8,937 10,008 10,008 19,999

Total City Manager 333,550$ 359,538$ 355,580$ 390,247$

City Manager

______________________________________________________________________________Annual Budget


136

General Fund

Mayor & Council

FY21 FY22



2000 Materials and Supplies 2,100 1,600


Total 65,601$ 52,941$

Number of Number of


N/A

______________________________________________________________________________Annual Budget


137

FY20 FY21 FY21 FY22


Personnel

111-1001-00-1010 Monthly Stipend 30,000$ 30,000$ 30,000$ 30,000$

111-1001-00-1011 FICA 2,341 2,341 2,341 2,341

111-1001-00-1018 Auto Allowance 600 600 600 600

Total Personnel 32,941 32,941 32,941 32,941

Supplies

111-1001-00-2100 Office Supplies 209 100 800 100

111-1001-00-2125 General Supplies 717 2,000 1,145 1,500

Total Supplies 927 2,100 1,945 1,600


111-1001-00-3100 Contract Services 2,960 20,160 20,160 10,000


111-1001-00-3210 Postage & Freight - 100 100 100


Total Mayor & City Council 43,564$ 65,601$ 58,738$ 52,941$

Mayor & City Council

______________________________________________________________________________Annual Budget


138

Assistant City Manager/City Secretary


Asst. City Manager/City SecretaryDixie Roberts

EconomicDevelopment

Court Administrator

Information Technology

CVB

Deputy Court

Juvenile Case Mngr / Deputy Court Clerk

Deputy Court Clerk

IT Technician

Records Coordinator

Deputy City Secretary

Full-time position Full-time position -Funding Split

Part-time

______________________________________________________________________________Annual Budget


139

General Fund

Assistant City Manager/City Secretary Summary

FY21 FY22

Division Adjusted Budget Budget

1002 City Secretary 328,549$ 382,728$

1005 Economic Development 245,711 120,408

2502 Municipal Court 222,851 239,326

2502-19 Municipal Court Judge 68,373 68,635

Total 865,484$ 811,098$

______________________________________________________________________________


140

General Fund


FY21 FY22






Total 328,549$ 382,728$

Number of Number of


* Assistant City Manager/City Secretary 45 0 1

* City Secretary 40 1 0

Deputy City Secretary 29 1 1

Records Coordinator 17 1 1

Total 3 3

* Reclassification of Director position from City Secretary to Assistant City Manager/City Secretary

______________________________________________________________________________Annual Budget


141

FY20 FY21 FY21 FY22


Personnel

111-1002-00-1001 Salaries 191,649$ 200,414$ 191,653$ 224,866$

111-1002-00-1005 Overtime - - 878 1,000

111-1002-00-1006 Longevity 4,541 4,763 4,300 2,053

111-1002-00-1009 TMRS 34,583 36,967 33,040 40,780

111-1002-00-1011 FICA 14,216 16,123 14,003 17,787

111-1002-00-1016 Certification & Education Pay 1,219 1,200 1,094 1,200

111-1002-00-1017 Equipment Allowance 792 780 736 780

111-1002-00-1018 Auto Allowance 3,652 3,600 3,400 3,600

Total Personnel 250,652 263,846 249,105 292,066

Supplies

111-1002-00-2100 Office Supplies 823 2,000 1,300 1,200

111-1002-00-2125 General Supplies 703 - - -

Total Supplies 1,526 2,000 1,300 1,200




111-1002-00-3180 Dues & Memberships 644 500 525 500

111-1002-00-3190 Communications 5,179 5,125 5,125 4,932

111-1002-00-3210 Postage & Freight 94 150 150 100

111-1002-00-3230 Advertising 9,214 11,000 15,000 10,000

111-1002-00-3235 Election 4,500 20,000 20,000 10,000

111-1002-00-3240 Recording Fees 252 500 500 500


Interfund Transfers


111-1002-00-7500 Transfer to Computer Repl Fund 1,877 220 220 3,022



Total Assistant City Manager/City Secretary 316,760$ 328,549$ 316,596$ 382,728$


______________________________________________________________________________Annual Budget


142

Improve poor perception of Alvin.

3.4 Establish departmental goals and

FY20

ACTUAL

FY21

BUDGET

FY21

PROJECTED

FY22

BUDGET

175 180 180 180

25 25 25 25

30 30 30 30

25 25 25 25

25 25 25 25

3 3 3 3

30,000 30,000 30,000 30,000

5 5 5 5

15 17 17 17

170 170 170 170

65 65 65 65

Web/Zoom based City Council meetings held

Bid Advertisements

Responses to Public Information Requests


2.5

Cemetery spaces sold in Oak Park Cemetery

Electronic Packets Prepared

Adopted Ordinances Codified

Social media posts per week (on average)

Laserfiche imaging of city‐wide documents (pages)


Communicate that story to commercial property owners (local and

remote) the need to improve perception.

ASSISTANT CITY MANAGER/CITY SECRETARY

City Council minutes prepared

Board & Commission Minutes filed

City Council Agendas Items Posted


Project manager overseeing the formulation of articles/submission of information and publication of two (2) Alvin Rail

Newsletters mailed to every household 2x.

Continued electronic scanning/storage of City records.

Successful November 2020 Special Initiative by Petition Election (Civil Service) and Successful May 2021 General and Special

Charter Election to include 39 propositions.

DEPARTMENT DESCRIPTIONThe City Secretary’s Office strives to present a courteous, customer service driven team of professionals who, in partnership

with City Council, City departments, and the community, serves the citizens of Alvin with great pride and integrity.

FY21 DEPARTMENTAL ACCOMPLISHMENTSImplementation of new Public Information Request Software (Just FOIA), included on city’s website for user submission and

retrieval of requested public information.



______________________________________________________________________________Annual Budget


143

General Fund


FY21 FY22



2000 Materials & Supplies 2,775 1,850



Total 245,711$ 120,408$

Number of Number of


* Economic Development/Government Relations Director 39 1 0

Development Coordinator 27 1 1

Total 2 1

* Council approved reclassification of Director position to City Planner under Engineering Department.

______________________________________________________________________________Annual Budget


144

FY20 FY21 FY21 FY22


Personnel

111-1005-00-1001 Salaries 145,052$ 152,982$ 153,912$ 53,668$

111-1005-00-1006 Longevity 1,596 1,763 1,707 456

111-1005-00-1009 TMRS 26,089 28,437 28,482 9,650

111-1005-00-1011 FICA 11,597 12,403 12,375 4,210

111-1005-00-1016 Certification & Education Pay - 900 - 900

111-1005-00-1017 Equipment Allowance 760 780 735 -

111-1005-00-1018 Auto Allowance 4,869 4,800 2,331 -

Total Personnel 189,964 202,064 199,542 68,884

Supplies

111-1005-00-2100 Office Supplies 1,425 1,700 939 1,500

111-1005-00-2125 General Supplies 173 1,075 770 350

Total Supplies 1,598 2,775 1,709 1,850





111-1005-00-3190 Communications 4,899 5,800 4,383 4,540

111-1005-00-3210 Postage & Freight 113 200 149 200

111-1005-00-3225 Promotional/Marketing 4,671 5,500 4,500 4,500


Interfund Transfers


111-1005-00-7500 Transfer to Computer Repl Fund 938 - - 2,341



Total Economic Development 219,738$ 245,711$ 240,688$ 120,408$


______________________________________________________________________________Annual Budget


145

5.3 Establish a “brand” for the city.

5.4 Improve the overall economic health

and income of the citizens.

FY20

ACTUAL

FY21

BUDGET

FY21

PROJECTED

FY22

BUDGET

n/a 100% 50% 100%

n/a 12 6 10

75% 100% 75% 100%

$50,000 $50,000 $0 $50,000

ECONOMIC DEVELOPMENT

Complete the citywide Wayfinding Signage Program (25 Signs)

Implement the Business Incentive Grant

Scheduled Business Retention Visits


Will complete planning phase for city‐wide wayfinding signage project and solicit for bid for fabrication and installation of

signage.Successfully executed two (2) Chapter 380 Agreements, one for Cline Crossing and one for Grand Products, Inc.

Completed retail recruitment efforts with consultant to locate targeted businesses within Alvin.

DEPARTMENT DESCRIPTIONThe mission of the Economic Development is to enrich the quality of life for the citizens of Alvin by

promoting and enhancing the economic vitality of the community.

FY21 DEPARTMENTAL ACCOMPLISHMENTSRevised Business Improvement Grant Guidelines to now include certain interior improvements for new downtown

businesses and administered program.



Number of Business Retention Visits

Successful November 2020 Special Initiative by Petition Election (Civil Service) and Successful May 2021 General and Special

Charter Election to include 39 propositions.

Identify what describes Alvin.

Establish ordinances and permitting to encourage economic growth at all

socio‐economic levels.

Facilitated organization of governmental entities (League City, City of Alvin, H‐GAC, Galveston County, Brazoria County,

elected leaders) to work together on the advancement of Grand Parkway Segment B.

2.5

3.4

Improve poor perception of Alvin.

Establish departmental goals and

benchmarks


Communicate that story to commercial property owners (local and remote)

the need to improve perception.Provide staffing resources to tell the story.






Enhance social media marketing for events and tourism.

______________________________________________________________________________Annual Budget


146

Municipal Court

Court Administrator

ACM/City SecretaryDixie Roberts


Juvenile Case / Deputy Court Clerk

Deputy Court Clerk

Deputy Court Administrator


Part-time

______________________________________________________________________________Annual Budget


147

FY20

ACTUAL

FY21

BUDGET

FY21

PROJECTED

FY22

BUDGET

60% 90% 95% 100%

95% 98% 100% 100%

90% 98% 100% 100%

3,692 3,533 4,000 4,500

2,040 1,951 2,500 2,800

1,401 2,062 2,500 2,800

144 69 200 250

1,028 957 1,200 1,500

MUNICIPAL COURT

Transition to a paperless environment

DEPARTMENT DESCRIPTIONThe mission of the Municipal Court is to accurately, expeditiously, and courteously perform the clerical and ministerial duties

required in the due process adjudication of misdemeanor violations of the law and ordinances filed in the Municipal Court of

the City of Alvin.

FY21 DEPARTMENTAL ACCOMPLISHMENTS

2021 Municipal Court Traffic Incentive Award Winner (MTSI)

Jail paperwork filed electronically


Amazon Web Service (AWS) Public Sector & Solution with Tyler Technologies Award

Deputy Court Administrator achieved Level Two Certification

Court Administrator was elected Clerk of the Year by the Texas Municipal Court Association (TMCA)

Launched Virtual Court & SeamlessDocs Software


Strategic Plan Initiatives3.4

Warrants Cleared

Deferred/DSC Dismissals

Develop written procedures for functional areas

Compliance Dismissals

Warrants Issued

Number of Citations filed

Court Community Outreach (in‐person & virtual)

Implement new court procedural processes

Court Active Shooter Procedures


benchmarks

______________________________________________________________________________Annual Budget


148

General Fund

Municipal Court Division

FY21 FY22






Total 222,851$ 239,326$

Number of Number of


Court Administrator 30 1 1

Deputy Court Administrator 18 1 1

Deputy Court Clerk 17 1 1

* Deputy Court Clerk/Juvenile Case Manager 17 0.5 0.5

Total 3.5 3.5

* Split funding; General Fund 50%, Juvenile Case Manager (Special Revenue) Fund 50%

______________________________________________________________________________Annual Budget


149

FY20 FY21 FY21 FY22


Personnel

111-2502-00-1001 Salaries 130,909$ 142,674$ 143,377$ 145,109$

111-2502-00-1005 Overtime 482 800 700 800

111-2502-00-1006 Longevity 607 883 838 1,205

111-2502-00-1009 TMRS 22,827 25,636 25,795 26,330

111-2502-00-1011 FICA 9,791 11,181 11,028 11,484


111-2502-00-1019 Municipal Judge Retainer 3,700 - 537 -

Total Personnel 169,548 182,975 185,074 187,928

Supplies

111-2502-00-2100 Office Supplies 2,405 2,800 2,747 2,800

111-2502-00-2125 General Supplies - 2,000 1,977 500

111-2502-00-2275 Program Supplies 437 1,200 1,198 1,200

Total Supplies 2,842 6,000 5,922 4,500


111-2502-00-3100 Contract Services 278 2,500 1,879 1,200

111-2502-00-3131 Juror Costs - 75 50 50

111-2502-00-3170 Professional Development 508 3,000 2,500 4,500

111-2502-00-3180 Dues & Memberships 265 900 892 1,200

111-2502-00-3190 Communications 5,206 5,600 4,558 5,600

111-2502-00-3210 Postage & Freight 3,159 4,000 3,595 4,000

111-2502-00-3220 Printing Services 394 600 532 700

111-2502-00-3254 Surety, Fidelity Bond 120 300 250 300


Interfund Transfers


111-2502-00-7500 Transfer to Computer Repl Fund - 220 220 -



Total Municipal Court Division 197,214$ 222,851$ 222,153$ 239,326$

Municipal Court Division

______________________________________________________________________________Annual Budget


150

General Fund

Municipal Court Judge Division

FY21 FY22



2000 Supplies - 300


Total 68,373$ 68,635$

Number of Number of


Presiding Judge UC 1 1

Associate Judge UC 2 2

Total 3 3

______________________________________________________________________________Annual Budget


151

FY20 FY21 FY21 FY22


Personnel

111-2502-19-1011 FICA 3,896$ 4,773$ 4,705$ 4,705$

111-2502-19-1017 Equipment Allowance 151 - 511 -

111-2502-19-1019 Municipal Judger Retainer 50,725 61,500 61,500 61,500

111-2502-19-1021 Technology Stipend 100 - - -

Total Personnel 54,872 66,273 66,716 66,205

Supplies

111-2502-19-2125 General Supplies - - - 300

Total Supplies - - - 300




111-2502-19-3190 Communications - 600 580 630

Total Contractual Services 446 2,100 2,028 2,130

Total Municipal Court Judge Division 55,318$ 68,373$ 68,744$ 68,635$

Municipal Court Judge Division

______________________________________________________________________________Annual Budget


152

City Attorney

City Attorney Suzanne Hanneman

City Council

Paralegal II


Part-time

______________________________________________________________________________Annual Budget


153

General Fund

City Attorney

FY21 FY22






Total 339,056$ 366,703$

Number of Number of


City Attorney UC 1 1

Paralegal II 29 1 1

Total 2 2

______________________________________________________________________________Annual Budget


154

FY20 FY21 FY21 FY22


Personnel

111-1003-00-1001 Salaries 202,851$ 213,346$ 211,877$ 210,277$

111-1003-00-1006 Longevity 867 951 950 1,047

111-1003-00-1009 TMRS 34,905 37,588 37,150 37,067

111-1003-00-1011 FICA 15,263 16,394 16,012 16,166

Total Personnel 253,886 268,278 265,988 264,557

Supplies

111-1003-00-2100 Office Supplies 1,347 2,100 1,600 2,000

111-1003-00-2125 General Supplies - 500 500 500

Total Supplies 1,347 2,600 2,100 2,500


111-1003-00-3100 Contract Services 4,422 5,000 600 5,000

111-1003-00-3120 Legal Services 13,802 40,000 40,000 45,000

111-1003-00-3122 APOA Legal Services - 2,500 - 15,000



111-1003-00-3190 Communications 4,834 6,050 6,050 5,424

111-1003-00-3210 Postage & Freight 593 900 874 900


Interfund Transfers


111-1003-00-7500 Transfer to Computer Repl Fund 938 220 220 3,022



Total City Attorney 289,629$ 339,056$ 329,310$ 366,703$

City Attorney

______________________________________________________________________________Annual Budget


155

FY20

ACTUAL

FY21

BUDGET

FY21

PROJECTED

FY22

BUDGET

Review, edit and revise all Ordinances presented to Council 31 12 15 30

Review, edit and revise all Resolutions presented to Council 28 15 15 30

Represent the State of Texas, City of Alvin in Jury Trials 0% 0% 0% 100%

Represent the State of Texas, City of Alvin in Non‐Jury Trials 0% 0% 0% 100%

Respond to requests for public information within 10 days 100% 100% 100% 100%

Provide timely and accurate legal advice to City Council & Staff 100% 100% 100% 100%

File, handle, and process claims with TML within 3 days of receipt 100% 100% 100% 100%

Work with Civil Service Commission, PD and HR on implementation of Civil Service


CITY ATTORNEY


Assure justice in Municipal Court by making sure all alleged offenders are treated fairly

and in a just manner.

Continue to prosecute cases via Virtual Court

Close and process four (4) boxes of completed files

Work with the Civil Service Commission in finalizing Local Rules, and working with Police Department and HR Department to

implement Civil Service

DEPARTMENT DESCRIPTIONThe mission of the City Attorney is to provide exceptional legal advice and recommendations to the Mayor, City Council, and all

departments within the City of Alvin. The City Attorney represents the City in all legal matters and prosecutes all cases in the

Municipal Court. City Attorney advises and assists every City department regarding legal issues associated with contracts, real estate

transactions, personnel, economic development (including all types of development agreements), engineering and public works issues,

emergency services, police and finance.


Strategic Plan Initiatives3.4 Improve Operational Effectiveness

Provide the best possible legal advice to city officials and staff within the time

available for response.

Provide the best possible legal instruments for city projects within the time available

for document preparation or review.

______________________________________________________________________________Annual Budget


156

Finance

Director of Administrative Services Michael Higgins


Controller

Accountant I

Finance Specialist

Accounts Payable Technician


Part-time

______________________________________________________________________________Annual Budget


157

General Fund

Administrative Services Summary

FY21 FY22


2501 Finance 508,697$ 496,884$

2504 City Hall 102,951 22,200

Totals 611,648$ 519,084$

______________________________________________________________________________


158

General Fund

Administrative Services/Finance Division

FY21 FY22






Total 508,697$ 496,883$

Number of Number of


Director of Administrative Services 41 1 1

* Assistant Director of Administrative Services 31 1 0

* Controller 31 0 1

Accountant I 25 1 1

Finance Specialist 21 1 1

Accounts Payable Technician 18 1 1

Total 5 5

* Reclassification of Assistant Director of Administrative Services to Controller

______________________________________________________________________________Annual Budget


159

FY20 FY21 FY21 FY22


Personnel

111-2501-00-1001 Salaries 315,832$ 337,734$ 343,481$ 331,150$

111-2501-00-1005 Overtime 152 500 2,200 500

111-2501-00-1006 Longevity 4,952 5,422 3,722 1,956

111-2501-00-1009 TMRS 56,108 61,403 61,921 59,641

111-2501-00-1011 FICA 24,450 26,781 26,396 26,012


111-2501-00-1017 Equipment Allowance 1,036 1,020 1,068 1,020

111-2501-00-1018 Auto Allowance 3,652 3,600 3,600 3,600

111-2501-00-1055 Salary Reimbursement from RDA (1,800) (3,600) (3,600) (3,600)

Total Personnel 406,208 434,660 440,597 422,079

Supplies

111-2501-00-2100 Office Supplies 2,863 5,500 5,200 4,000

111-2501-00-2125 General Supplies 1,273 3,700 3,083 2,500

Total Supplies 4,136 9,200 8,283 6,500





111-2501-00-3190 Communications 6,268 7,800 6,000 5,800

111-2501-00-3210 Postage & Freight 1,393 3,000 2,159 2,000

111-2501-00-3220 Printing Services 4,313 4,990 4,928 5,000

111-2501-00-3254 Surety, Fidelity Bond 400 200 400 400

111-2501-00-3260 Machinery & Equipment Maintenance * - 1,000 - -


Interfund Transfers





Total Finance Division 463,392$ 508,697$ 508,644$ 496,884$

* Moved to the Facility Maintenance Fund in FY22

Administrative Services/Finance Division

______________________________________________________________________________Annual Budget


160

FY20

ACTUAL

FY21

BUDGET

FY21

PROJECTED

FY22

BUDGET

6,600 6,600 6,978 7,500

3,608 3,500 4,495 5,000

4,035 3,026 2,632 2,400

N/A 1,000 765 1,200

350 375 219 370

1,050 1,100 1,010 1,100

Setup of new vendors

Daily deposits processed

FINANCE

Accounts payable checks issued

ACH vendor checks issued

Payroll direct deposits issued


Continue working to increase the number of vendor payments made by ACH, in efforts to reduce the number of printed

checks being processed

Completed the 2022 Strategic Plan document

Received the GFOA Distinguished Budget and Certificate of Acheivement Awards

DEPARTMENT DESCRIPTIONThe mission of the Alvin Police Department is to be the model of excellence in policing by working in partnership with the

community to fight crime and the fear of crime, enforce laws and enhance the quality of life while safeguarding the

Constitutional Rights of all people. We are committed to providing outstanding service to all our residents and visitors alike

and maintaining a work environment in which we continuously recruit, train and develop an exceptional team of

employees who possess honor, integrity and compassion.


Completed the City's pay plan implementation and tenure adjustment updates

Received the GTOT Investment Policy Certificate of Distinction

Pcard transactions processed


Strategic Plan Initiatives3.4 Establish departmental goals and

benchmarks

Reconciliation/Posting of daily deposits/transactions.

Issue monthly financial reports within 15 days of end of month.

Reduce the ratio of checks to ACH payments.

Implement a new budget development program.

______________________________________________________________________________Annual Budget


161

General Fund

City Hall Division

FY21 FY22


2000 Materials and Supplies 8,200$ 8,200$


Total 102,951$ 22,200$

Number of Number of


N/A

______________________________________________________________________________Annual Budget


162

FY20 FY21 FY21 FY22


Supplies

111-2504-00-2125 General Supplies 7,036$ 7,000$ 7,000$ 7,000$

111-2504-00-2200 Foods 228 1,200 200 1,200

Total Supplies 7,264 8,200 7,200 8,200


111-2504-00-3190 Communications 12,662 15,000 12,800 14,000

111-2504-00-3200 Utilities * 19,529 30,000 19,500 -

111-2504-00-3260 Machinery & Equipment Maintenance * 10,998 19,000 20,000 -

111-2504-00-3270 Building/Grounds Maintenance * 26,633 30,751 29,000 -


Interfund Transfers

111-2504-00-7500 Transfer to Computer Repl Fund 54,278 - - -

Total Interfund Transfers 54,278 - - -

Total City Hall Division 131,364$ 102,951$ 88,500$ 22,200$


General Fund/City Hall Division

______________________________________________________________________________Annual Budget


163

* Adopted

Human Resources

Human Resources Director Carmen Williams

Senior Human Resources Generalist *

HR Coordinator



Part-time

______________________________________________________________________________Annual Budget


164

General Fund

Human Resources

FY21 FY22






Total 218,181$ 379,160$

Number of Number of


* Human Resources Director 40 0 1

Human Resources Manager 35 1 0

** Senior Human Resources Generalist 29 0 1

HR Coordinator 23 1 1

Total 2 3

* Council approved Human Resources Director position.

** Council approved Senior Human Resources Generalist position.

______________________________________________________________________________Annual Budget


165

FY20

ACTUAL

FY21

BUDGET

FY21

PROJECTED

FY22

BUDGET

50% 60% 70% 75%

71 35 72 24

29 60 91 30

n/a 10 n/a 10

3.3

Total number of work‐related injuries

Total number of terminations

Review and revise compensation and benefits at all levels.

Review and revise incentive plans and certificate pay in all departments.

Prepare and implement a

comprehensive compensation

and benefits plan.


HUMAN RESOURCES

Total number of new hires

Applications processed within three business days


Implemented a new pay matrix and grade/ step schedule and transitioned all employees to the new pay plan.

Completed initial implementation of Civil Service for Police.


DEPARTMENT DESCRIPTIONHuman Resources is committed to providing quality service to all prospective, current, and past employees and treating such

individuals with respect and individual attention through their tenure with the City of Alvin.


Completed and implemented the new compensation study.

Completed Open Enrollment for Full‐Time employees

______________________________________________________________________________Annual Budget


166

FY20 FY21 FY21 FY22


Personnel

111-2503-00-1001 Salaries 102,886$ 107,704$ 114,806$ 218,402$

111-2503-00-1006 Longevity 3,507 3,712 3,606 303

111-2503-00-1009 TMRS 18,333 19,542 20,817 35,799

111-2503-00-1011 FICA 7,736 8,638 8,683 17,247

111-2503-00-1016 Certificate & Education Pay - - 600 1,200

111-2503-00-1018 Auto Allowance - - 1,400 3,600

111-2503-00-1022 Healthy Initiative - 1,000 1,000 -

111-2503-00-1025 Hiring Incentive 250 1,500 250 1,000

Total Personnel 132,712 142,095 151,161 277,551

Supplies

111-2503-00-2100 Office Supplies 977 1,000 900 1,000

111-2503-00-2125 General Supplies 1,355 500 3,000 500

111-2503-00-2270 Rewards & Recognition 713 4,000 2,627 4,000

111-2503-00-2271 Employee Appreciation 11,072 9,000 8,000 9,000

Total Supplies 14,117 14,500 14,527 14,500



111-2503-00-3160 Medical Services/Pre-employment 6,968 5,000 7,800 5,000

111-2503-00-3161 Preventative Medical Services - 4,000 4,000 4,000


111-2503-00-3180 Dues & Memberships 525 700 119 1,950

111-2503-00-3190 Communications 4,168 4,200 3,200 3,960

111-2503-00-3210 Postage & Freight 30 200 100 200


Interfund Transfers


111-2503-00-7500 Transfer to Computer Repl Fund - 220 220 1,361

111-2503-00-7505 Transfer to IT Maint Fund 5,958 6,672 6,672 7,140


Total Human Resources 191,699$ 218,181$ 230,799$ 379,160$

Human Resources Division

______________________________________________________________________________Annual Budget


167

* Adopted

Police-Law Enforcement

Chief of Police Robert Lee


Records Supervisor Sergeant CID

Admin Sergeant Jail Operations

Sergeant Dispatch

Property Evidence/

Street Crimes (with K-9) (3)

Captain (Support Services)

Captain (Field Operations)

Lieutenant (4)

Officers (26)(3 adopted)*

Traffic Unit (3)

Animal Shelter Manager

Animal Control Officers (3)

Kennel Tech (4)

Payroll Clerk / Recognition Manager

Executive Secretary

Records Clerks (3)

Crime Victim Liaison

Investigators (7)

Crime Prevention (1)

Detention Officers (6)

Dispatchers (8)

Corporal (4)

Warrant Investigator

Mental Health Officer *


Part-time position

Sergeant (4)

______________________________________________________________________________Annual Budget


168

General Fund

Police Department Summary

FY21 FY22


3501-00 Law Enforcement 8,074,470$ 8,459,842$

3501-18 Animal Control Services 553,721 571,583

Total 8,628,191$ 9,031,425$

______________________________________________________________________________


169

FY20

ACTUAL

FY21

BUDGET

FY21

PROJECTED

FY22

BUDGET

68% 88% 73% 88%

76% 55% 81% 55%

95% 96% 94% 96%

23,247 25,000 25,000 27,000

15,732 18,000 17,500 20,000

19,522 20,000 14,100 20,000

18,920 20,000 13,000 20,000

6,895 10,000 8,000 11,000

1,160 1,200 1,300 1,300

699 680 900 800

55% 50% 40% 50%

POLICE

Priority 1 dispatch under 1 min.


Increased activity on TxDOT STEP Comprehensive grant


DEPARTMENT DESCRIPTIONThe mission of the Alvin Police Department is to be the model of excellence in policing by working in partnership with the

community to fight crime and the fear of crime, enforce laws and enhance the quality of life while safeguarding the

Constitutional Rights of all people. We are committed to providing outstanding service to all our residents and visitors alike

and maintaining a work environment in which we continuously recruit, train and develop an exceptional team of employees

who possess honor, integrity and compassion.


Guardian Tracking “early warning” software implemented.

Completed Citizen’s Police Academy


Increased social media use to address public safety issues

Implemented new citation software, reducing equipment and maintenance costs

3.4 Improve Performance Indicator Validity


Increase Shelter Benefit to Community

Convert to new CAD and reporting system with consortium

Replace police radios due to manufacturer end of life

Implement DDACTS


benchmarks

Priority 1 response under 3 min.

Response under 15 minutes for all non‐priority calls

External calls fielded by Communications

Preferred Clearance Rate

External calls for police service

Residential Patrols****

Business Patrols**

Traffic Enforcement Contacts**

Traffic Crash Responses***

Traffic Crashes Investigated***

______________________________________________________________________________Annual Budget


170

General Fund

Police Department/Law Enforcement Division

FY21 FY22


1000 Personnel Services 6,478,717$ 6,861,123$




Total 8,074,470$ 8,459,842$

Number of Number of


Chief of Police 42 1 1

** Police Officers* * 55 58

** Mental Health Officer 27 0 1

Communication Supervisor 26 1 1

Executive Secretary 24 1 1

Records Supervisor 24 1 1

Communication Officer 20 8 8

Police Payroll Technician/Recognition Manager 20 1 1

Crime Victim Liaison 18 1 1

Detention Officers 18 6 6

Records Technicians 17 3 3

Total 78 82

* Pay plan is based on Collective Bargaining Agreement

** Council Approved 3 new Police Officer positions and 1 Mental Health Officer

______________________________________________________________________________


171

FY20 FY21 FY21 FY22


Personnel

111-3501-00-1001 Salaries 4,138,240$ 4,616,646$ 4,511,125$ 4,921,702$

111-3501-00-1005 Overtime 476,259 255,000 448,009 242,906

111-3501-00-1006 Longevity 74,812 83,446 77,648 87,640

111-3501-00-1009 TMRS 839,826 905,446 883,127 960,151

111-3501-00-1011 FICA 353,771 395,104 381,286 418,750

111-3501-00-1014 Clothing Allowance 9,009 9,000 8,991 10,800



111-3501-00-1018 Auto Allowance 14,862 14,400 14,450 14,400

Total Personnel 6,095,463 6,478,717 6,511,836 6,861,123

Supplies

111-3501-00-2100 Office Supplies 9,425 12,004 11,961 12,000


111-3501-00-2175 Janitorial Supplies 1,550 2,685 2,000 2,000

111-3501-00-2200 Foods 7,900 10,000 8,968 10,000

111-3501-00-2225 Medical Supplies 320 1,000 500 500

111-3501-00-2250 Uniform & Apparel 17,828 31,195 28,843 30,500

111-3501-00-2300 Vehicle & Equipment Supplies 14,123 12,500 12,500 12,500

111-3501-00-2301 Motor Vehicle Fuel 65,321 82,000 58,686 65,000

111-3501-00-2325 Ammunition 27,970 33,000 47,307 34,500

111-3501-00-2350 Safety Equipment 8,214 32,625 33,625 32,625

Total Supplies 171,647 244,829 231,890 221,625





111-3501-00-3190 Communications 119,486 113,000 113,435 112,020

111-3501-00-3200 Utilities * 55,316 70,000 56,012 -

111-3501-00-3210 Postage & Freight 1,201 2,000 2,000 2,000


111-3501-00-3230 Advertising - 2,000 2,000 8,000

111-3501-00-3250 General Insurance 20,462 22,509 26,093 27,000

111-3501-00-3260 Machinery & Equipment Maintenance 16,077 45,318 36,000 36,000


111-3501-00-3290 Technology Services 177,450 198,515 195,710 191,116

111-3501-00-3300 Special Investigations - 2,000 2,000 2,000

111-3501-00-3305 Special Programs 11,243 12,000 9,219 11,000

111-3501-00-3510 Vehicle Repairs 22,042 36,499 36,300 37,500


Interfund Transfers


111-3501-00-7500 Transfer to Computer Repl Fund 27,280 31,680 31,680 70,425


111-3501-00-7510 Transfer to Vehicle Maint Fund 158,635 167,155 167,155 167,155

111-3501-00-7515 Transfer to Vehicle Repl Fund 244,449 244,449 244,449 181,522


Total Law Enforcement Division 7,465,507$ 8,074,470$ 8,051,232$ 8,459,842$


Police Department/Law Enforcement Division

______________________________________________________________________________Annual Budget


172

General Fund

Police Department/Animal Control Services Division

FY21 FY22






Total 553,721$ 571,583$

Number of Number of


Animal Shelter Manager 25 1 1

Animal Control Corporal 20 1 0

Animal Control Officers 17 2 3

Kennel Technicians 16 4 4

Total 8 8

______________________________________________________________________________Annual Budget


173

FY20 FY21 FY21 FY22


Personnel

111-3501-18-1001 Salaries 237,864$ 283,620$ 270,255$ 284,123$

111-3501-18-1005 Overtime 22,057 12,000 13,000 12,000

111-3501-18-1006 Longevity 3,956 4,235 4,208 2,625

111-3501-18-1009 TMRS 46,514 53,816 51,977 53,852

111-3501-18-1011 FICA 19,743 23,517 21,470 23,488

111-3501-18-1016 Certification & Education Pay 609 600 566 600


Total Personnel 337,724 384,749 368,359 384,368

Supplies

111-3501-18-2100 Office Supplies 2,051 2,500 2,500 2,500



111-3501-18-2200 Foods 2,185 4,000 4,000 7,000

111-3501-18-2225 Medical Supplies 26,805 20,000 20,000 20,000

111-3501-18-2250 Uniform & Apparel 695 2,000 2,000 1,500

111-3501-18-2300 Vehicle & Equipment 40 250 115 -


111-3501-18-2350 Safety Equipment 300 1,000 1,000 1,250

Total Supplies 47,815 53,805 50,782 55,250





111-3501-18-3190 Communications 1,128 3,800 1,300 1,080

111-3501-18-3200 Utilities * 13,548 17,000 15,500 -

111-3501-18-3210 Postage & Freight 55 300 300 300

111-3501-18-3220 Printing Services - - - 500

111-3501-18-3230 Advertising 1,940 2,000 2,000 2,000




Interfund Transfers


111-3501-18-7500 Transfer to Computer Repl Fund 4,692 - - 3,403





Total Animal Control Division 486,423$ 553,721$ 528,432$ 571,583$


Police Department/Animal Control Services Division

______________________________________________________________________________Annual Budget


174

Fire

Fire Department AdministratorRex Klesel

Fire Fighter I Fire Marshal


Administrative Assistant II


Part-time

Assistant Fire Marshal

Assistant Fire Administrator

______________________________________________________________________________Annual Budget


175

3.1 Prepare and implement a staffing study for all

departments

3.4 Establish departmental goals and benchmarks

5.4 Improve the overall economic health and

income of the citizens

FY20

ACTUAL

FY21

BUDGET

FY21

PROJECTED

FY22

BUDGET

0% 75% 75% 100%

50% 100% 100% 100%

0% 100% 100% 100%

689 725 777 820

1,000 4,000 2,890 4,300

2,100 5,100 5,200 5,200

14 5 11 5Volunteer Firefighter Applications processed

External Public Safety Education Hrs.

The mission of the Fire Department, originally formed in 1893, is to protect life, property, and to respond to other emergencies that might arise in the

community through public education, management, and incident response while also participating in the most local service projects. The Fire Department

strives to meet the needs of our community with the dedication and skills of our people.


Recruit and trained fifteen (15) new Volunteer Firefighters.

Design and construct new Pumper Fire Truck to replace twenty‐six (26) year old truck.

Completed scanning of archived Commercial Inspection Reports.

Internal Training Hours Completed

Scan Archived Business Inspections

Add personnel where needed.


Establish ordinances and permitting to encourage economic growth at all socio‐economic levels.

FIRE DEPARTMENT

Provide virtual training for all Fire Stations

Calls for service

Volunteer firefighter applications processed within 3 bus. days


Put into service new Ladder Truck after training all Firefighters in the operation of the truck.

Completed construction and moved into new Fire/EMS Station #1.

Transition into New Fire/EMS Station that is under construction now.

DEPARTMENT DESCRIPTION



______________________________________________________________________________Annual Budget


176

General Fund

Fire Department

FY21 FY22






Total 1,119,576$ 1,235,493$

Number of Number of


Fire Department Administrator 39 1 1

Assistant Fire Department Administrator P/T 0.5 0.5

Fire Marshal 32 1 1

Firefighter I 26 1 1

Assistant Fire Marshal 20 1 1

Administrative Assistant II 18 1 1

Total 5.5 5.5

(This fund also includes part-time Fire Inspectors)

______________________________________________________________________________Annual Budget


177

FY20 FY21 FY21 FY22


Personnel

111-3502-00-1001 Salaries 303,415$ 342,167$ 338,222$ 342,344$

111-3502-00-1005 Overtime 5,989 5,200 8,200 7,200

111-3502-00-1006 Longevity 4,348 4,763 4,700 5,244

111-3502-00-1007 Extra Help 38,953 51,848 30,000 43,555

111-3502-00-1009 TMRS 54,143 67,838 67,391 68,234

111-3502-00-1011 FICA 26,147 31,097 30,676 31,301



Total Personnel 435,553 505,433 481,670 500,398

Supplies

111-3502-00-2100 Office Supplies 2,214 1,500 1,500 1,500



111-3502-00-2225 Medical Supplies 627 1,100 2,000 1,700

111-3502-00-2250 Uniform & Apparel 40,275 38,000 50,000 87,575

111-3502-00-2275 Program Supplies 4,743 8,500 6,000 7,000



Total Supplies 111,987 134,100 132,300 169,775


111-3502-00-3120 Legal Services 179 180 180 180

111-3502-00-3160 Medical Services/Pre-employment - 2,800 6,000 5,000



111-3502-00-3190 Communications 15,804 14,000 16,822 13,920

111-3502-00-3200 Utilities * 17,266 35,500 20,000 -

111-3502-00-3210 Postage & Freight 91 350 250 350





111-3502-00-3272 Fire Alarm Maintenance 18,510 29,400 25,000 26,525

111-3502-00-3310 Wrecker Fees 950 300 150 300

111-3502-00-3340 Pension Contribution 109,005 121,095 120,000 126,690

111-3502-00-3430 Miscellaneous Services 26 300 150 300

111-3502-00-3510 Vehicle Repairs 54,033 51,100 50,000 50,000

111-3502-00-3511 Radio Repairs 3,835 3,500 5,500 4,000


Interfund Transfers







Total Fire Department 964,818$ 1,119,576$ 1,077,555$ 1,235,493$


Fire Department

______________________________________________________________________________Annual Budget


178

General Fund


FY21 FY22


1000 Personnel Services * 65,839$ 67,371$


Total 82,839$ 82,371$

Number of Number of


EMS Director 40 0.5 0.5

Total 0.5 0.5

* EMS Director salary is split 50%/50% between General Fund and Emergency Medical Services Fund

______________________________________________________________________________Annual Budget


179

FY20 FY21 FY21 FY22


Personnel

111-3505-00-1001 Salaries 55,546$ 51,474$ 51,200$ 52,599$

111-3505-00-1006 Longevity 1,136 1,167 1,135 1,216

111-3505-00-1009 TMRS 9,713 9,190 9,150 9,439

111-3505-00-1011 FICA 4,276 4,008 3,982 4,117

Total Personnel 70,672 65,839 65,467 67,371


111-3505-00-3176 Emergency MMGT Communications 9,500 17,000 9,785 15,000


Total Emergency Management 80,172$ 82,839$ 75,252$ 82,371$


______________________________________________________________________________Annual Budget


180

Inspector II (3)

City Engineer Michelle Segovia


GIS Coordinator Project Manager Health OfficialBuilding Official


Part-time

Assistant City Engineer

Executive

City Planner

ConstructionSuperintendent

Plan Examiner

Building Inspector (2)

Permit Coordinator (2)

______________________________________________________________________________Annual Budget


181

General Fund

Engineering Department Summary

FY21 FY22


5001-17 Engineering 636,390$ 787,747$

5001-11 Inspections 391,368 453,643

Total 1,027,758$ 1,241,390$

______________________________________________________________________________Annual Budget


182

Continue drainage improvements.

2.4 Improve neighborhood amenities and

overall value of new home

FY20 ACTUAL

FY21

BUDGET

FY21

PROJECTED

FY22

BUDGET

100% 100% 95% 100%

n/a 95% 95% 100%

212 220 230 240

38,794,698$ 38,440,321$ 39,500,000$ 40,000,000$

25 16 20 25

4,503,340$ 43,867,083$ 45,000,000$ 50,000,000$

7,066 7,316 7,400 7,500

New commercial bldgs constructed

Value of commercial buildings

Total number of inspections performed



1.3

1.1 Complete the construction of the Lift Station 30 Expansion Project.

Complete construction of the 2021 Asphalt Pavement Project.

Review and revise existing codes accordingly.

ENGINEERING

New single‐family dwellings constructed

Value of single‐family dwellings

Residential building plans processed in 8 business days


Completion of the 2020 concrete pavement and drainage projects

Completion of the 2020 sidewalk project

Completion of the Waterline Improvements phase 2 Project

DEPARTMENT DESCRIPTIONThe mission of the Engineering Department is to provide the highest level of service to our citizens while ensuring their health,

safety, and general welfare in such a manner so as to create for them the highest standard of living that is possible in our

community.


Adoption of the 2020 hazard mitigation plan update

Civil site plans reviewed in 8 business days

Plan for reinvesting in existing

facilities for most efficient use.

Complete construction of the 2021 Concrete Pavement and Drainage Project.

Continue cooperative efforts with the drainage district.

Establish a detention plan inspection program.


______________________________________________________________________________Annual Budget


183

General Fund

Engineering Department/Engineering Division

FY21 FY22






8000 Reimbursements (366,500) (317,000)

Total 636,390$ 787,747$

Number of Number of


City Engineer 42 1 1

Assistant City Engineer 32 1 1

City Planner 32 1 1


Project Manager 31 1 1

Construction Superintendent 31 1 1

Plan Examiner 27 1 1

GIS Coordinator 26 1 1

Health Official 23 1 1

Building Inspector 23 2 2

Total 11 11

______________________________________________________________________________Annual Budget


184

FY20 FY21 FY21 FY22


Personnel

111-5001-17-1001 Salaries 538,550$ 680,814$ 532,875$ 731,947$

111-5001-17-1005 Overtime 2,375 3,000 2,500 3,000

111-5001-17-1006 Longevity 11,026 10,403 11,040 10,375

111-5001-17-1009 TMRS 96,311 123,576 118,213 132,676

111-5001-17-1011 FICA 40,382 53,897 41,027 57,865



111-5001-17-1018 Auto Allowance 3,916 3,600 3,850 3,600

Total Personnel 698,835 882,009 715,565 946,963

Supplies

111-5001-17-2100 Office Supplies 2,313 3,701 3,300 3,300


111-5001-17-2200 Foods 498 500 500 650

111-5001-17-2250 Uniform & Apparel - 150 150 150


Total Supplies 7,894 18,985 16,890 8,600



111-5001-17-3170 Professional Development - 2,000 2,000 2,000


111-5001-17-3190 Communications 8,252 9,000 8,700 9,000

111-5001-17-3210 Postage & Freight 170 500 300 300



111-5001-17-3320 Uniform Rental 355 400 400 400


Reimbursements

111-5001-17-8211 Reimbursement from Sales Tax (264,851) (325,000) (265,000) (265,000)

111-5001-17-8215 Reimbursement from Cemetery Fund (2,401) (1,500) (4,268) (2,000)

111-5001-17-8216 Reimbursement from Utility Fund (76,569) (40,000) (83,900) (50,000)

Total Reimbursements (343,821) (366,500) (353,168) (317,000)

Interfund Transfers

111-5001-17-7150 Transfer to Facility Maint Fund - - - 921

111-5001-17-7500 Transfer to Computer Repl Fund 2,815 9,400 9,400 7,704


111-5001-17-7510 Transfer to Vehicle Maintenance Fund 21,881 23,534 23,534 23,534



Total Engineering Division 441,017$ 636,390$ 482,038$ 787,747$

Engineering Department/Engineering Division

______________________________________________________________________________Annual Budget


185

General Fund

Engineering Department/Inspection Division

FY21 FY22






Total 391,368$ 453,643$

Number of Number of


Building Official 35 1 1

Inspector II 23 3 3

Permit Coordinator 18 2 2

Total 6 6

______________________________________________________________________________Annual Budget


186

FY20 FY21 FY21 FY22


Personnel

111-5001-11-1001 Salaries 222,016$ 262,130$ 265,122$ 311,959$

111-5001-11-1005 Overtime 80 500 - 500

111-5001-11-1006 Longevity 2,245 2,590 2,500 2,560

111-5001-11-1009 TMRS 38,874 47,120 47,521 55,855

111-5001-11-1011 FICA 16,721 20,551 20,045 24,361

111-5001-11-1016 Certification & Education Pay 914 1,800 900 1,800


Total Personnel 282,497 336,311 337,688 398,655

Supplies

111-5001-11-2100 Office Supplies 628 1,497 1,200 1,200


111-5001-11-2250 Uniform & Apparel - 400 400 400


Total Supplies 4,308 10,824 8,658 6,100


111-5001-11-3100 Contract Services 360 1,478 1,000 1,000


111-5001-11-3180 Dues & Memberships 492 1,000 1,000 1,000

111-5001-11-3190 Communications 2,102 4,000 2,400 3,960

111-5001-11-3210 Postage & Freight - 50 50 50


111-5001-11-3320 Uniform Rental 48 - - -


Interfund Transfers


111-5001-11-7505 Transfer to IT Maintenance Fees 11,915 13,345 13,345 14,280




Total Inspection Division 323,639$ 391,368$ 388,502$ 453,643$

Engineering Department / Inspection Division

______________________________________________________________________________Annual Budget


187

General Fund

Code Enforcement Division

FY21 FY22



Total 127,724$ 131,228$

Number of Number of


Code Compliance Officer II 23 1 1

Code Compliance Officer I 20 2 2

Total 3 3

* Code Compliance Officer II position is funded; 60% General Fund, 10% Utility Fund, 30% Sales Tax Fund

* Code Compliance Officer I position is funded; 90% General Fund, 10% Utility Fund

______________________________________________________________________________Annual Budget


188

FY20 FY21 FY21 FY22


Personnel

111-6007-00-1001 Salaries 80,072$ 100,403$ 78,000$ 103,838$

111-6007-00-1006 Longevity 891 1,189 900 986

111-6007-00-1009 TMRS 13,867 17,895 13,600 18,387

111-6007-00-1011 FICA 5,854 7,805 5,800 8,019

111-6007-00-1017 Equipment Allowance - 432 - -

Total Personnel 100,685 127,724 98,300 131,228

Total Code Enforcement Division 100,685$ 127,724$ 98,300$ 131,228$


______________________________________________________________________________Annual Budget


189

* Adopted

Parks

Recreation Manager

Parks & Recreation DirectorDan Kelinske


Senior Center Manager

Operations Manager

Building Maintenance Technician III (2)


Part-time


Administrative Assistant I

PT Asst Pool Manager

Equipment Operator III

Equipment Operator II (2)

PT Laborer (3)

RecreationCoordinator (1) *

Recreation Coordinator (1) *

PT Pool Manager

PT Attendant

PT Lifeguard

PT LTS Coordinator

PT WSI Instructor

(2) PT Recreation Attendants (1 FTE) *

Recreation Specialist

(2) PT Recreation Attendants (1 FTE) *

______________________________________________________________________________Annual Budget


190

General Fund

Parks Department Summary

FY21 FY22


7001-00 Administration 674,110$ 971,892$

7001-01 Maintenance and Operations * 814,493 -

7001-02 Senior Center 172,041 210,290

7001-03 Recreation 288,607 434,117

7001-04 Museum 33,494 41,567

Total 1,982,745$ 1,657,866$

* Maintenance and Operations has moved to Facility Maintenance Fund in FY22

______________________________________________________________________________Annual Budget


191

General Fund

Parks Department/Administration Division

FY21 FY22






Total 674,110$ 971,892$

Number of Number of


Director of Parks & Recreation 40 1 1


Administrative Assistant I 16 1 1

Total 3 3

______________________________________________________________________________Annual Budget


192

FY20

ACTUAL

FY21

BUDGET

FY21

PROJECTED

FY22

BUDGET

2,553 4,175 4,175 4,801

635 722 722 809

1,179 2,268 2,268 2,401

1,088 1,267 1,267 1,457

Operational improvement Park & Facility Maintenance

Achieve a high level of Customer Service & Satisfaction

Ensure the best result & benefits for the customers through strict budgeting processed & fiscal

responsibility.

Prepare a Facilities Master Plan

Prepare and implement a staffing study for all

departments

Establish departmental goals and benchmarks

Plan for maintenance costs of all facilities

Identify information technology improvements

Operational improvement as Senior Center

Operational improvement Recreation

Operational improvement Administrative Services

3.1

3.4

Include critical review of current activities and eliminate as appropriate.

Plan for reinvesting in existing facilities for most efficient use

Renovate Public Services Facility #2 (Dyche Lane) building to accommodate park and facility maintenance operations.

1.1 Identify alternative facilities availability including empty buildings

Plan for reinvesting in existing facilities for most efficient use

Plan for maintenance costs of all facilities

Program participants ‐ recreation (all ages)

Programs offered ‐ recreation (all ages)

Online registrations ‐ recreation

Service requests ‐ Park & Facility Maintenance

PARKS DEPARTMENT


Hugh Adams Park – Replacement of seven picnic pavilion with addition of shade canopy covering playground.

Administer and search for new activities amongst various Parks divisions




The Parks Department is committed to providing superior customer service on all levels. This is achieved by setting, following and enforcing City policies

and established best practices which create a culture of efficiency, accountability, quality of service and fiscal responsibility.


CIP Project – Pearson Park athletic field lighting. Complete within budget.

Bob S. Owen Pool ‐ replaster pool, resurfaced pool deck pergolas.

Obtain dedicated building for recreation and administrative services to expand recreational program offerings to the Alvin community.

______________________________________________________________________________Annual Budget


193

FY20 FY21 FY21 FY22


Personnel

111-7001-00-1001 Salaries 400,751$ 166,192$ 155,172$ 172,024$

111-7001-00-1005 Overtime 13,278 2,000 6,877 2,000

111-7001-00-1006 Longevity 4,688 1,532 1,469 1,724

111-7001-00-1007 Extra Help 61,795 - (100) -

111-7001-00-1009 TMRS 68,761 30,569 27,388 31,627

111-7001-00-1011 FICA 34,863 13,333 11,279 13,794

111-7001-00-1016 Certification & Education Pay - 960 600 960

111-7001-00-1018 Auto Allowance 3,652 3,600 3,600 3,600

Total Personnel 587,787 218,187 206,285 225,729

Supplies

111-7001-00-2100 Office Supplies 1,472 2,000 1,997 2,000


111-7001-00-2175 Janitorial Supplies 540 100 100 100

111-7001-00-2200 Foods 951 550 538 550

111-7001-00-2225 Medical Supplies 39 200 200 200

111-7001-00-2250 Uniform & Apparel 1,346 1,300 2,000 2,000

111-7001-00-2275 Program Supplies 9,850 - - -

111-7001-00-2300 Vehicle & Equipment Supplies 3,302 - - -


111-7001-00-2350 Safety Equipment 583 - - -

111-7001-00-2425 Chemicals & Insecticides 21,995 - - -

111-7001-00-2450 Botany Supplies 15,034 - - -

Total Supplies 102,648 19,150 16,632 17,350


111-7001-00-3100 Contract Services 49,395 - - 6,100



111-7001-00-3190 Communications 12,807 15,000 13,100 18,458

111-7001-00-3200 Utilities * 155,854 210,000 175,000 -

111-7001-00-3210 Postage & Freight 412 600 567 600

111-7001-00-3220 Printing Services 14,848 - - -

111-7001-00-3230 Advertising 4,238 - - -

111-7001-00-3260 Machinery & Equipment Maintenance * 16,205 - - -

111-7001-00-3270 Building/Grounds Maintenance * 140,320 - 402 -


111-7001-00-3320 Uniform Rental 1,449 - 1,500 1,500


Capital Outlay

111-7001-00-4150 Machinery & Equipment 27,442 - - -

Total Capital Outlay 27,442 - - -

Interfund Transfers


111-7001-00-7500 Transfer to Computer Repl Fund - 1,980 1,980 5,363





Reimbursements

111-7001-00-8212 Reimbursement from Sanitation Fund (21,883) - - -

Total Reimbursements (21,883) - - -

Total Park Administration Division 1,284,724$ 674,110$ 620,843$ 971,892$


Parks Department/Administration Division

______________________________________________________________________________Annual Budget


194

General Fund

Parks Department/Maintenance & Operations Division

FY21 FY22


1000 Personnel Services 377,946$ -$

2000 Materials and Supplies 126,677 -

3000 Contractual Services 293,366 -

4000 Capital Outlay 36,504 -

8000 Reimbursements (20,000) -

Total 814,493$ -$

* Maintenance and Operations has moved to Facility Maintenance Fund in FY22

______________________________________________________________________________Annual Budget


195

FY20 FY21 FY21 FY22


Personnel

111-7001-01-1001 Salaries 88,421$ 262,544$ 268,041$ -$

111-7001-01-1005 Overtime 1,679 19,000 24,000 -

111-7001-01-1006 Longevity 1,123 2,581 2,336 -

111-7001-01-1007 Extra Help - 20,758 8,752 -

111-7001-01-1009 TMRS 15,626 48,552 46,497 -

111-7001-01-1011 FICA 6,900 23,550 21,865 -

111-7001-01-1016 Certification & Education Pay - 960 - -

Total Personnel 113,748 377,946 371,492 -

Supplies

111-7001-01-2125 General Supplies 16,003 65,375 87,179 -

111-7001-01-2175 Janitorial Supplies 381 1,050 985 -

111-7001-01-2300 Vehicle & Equipment Supplies - 1,800 4,693 -

111-7001-01-2350 Safety Equipment 390 1,400 885 -

111-7001-01-2425 Chemicals & Insecticides - 27,152 23,792 -

111-7001-01-2450 Botany Supplies - 29,900 26,467 -

Total Supplies 16,774 126,677 144,001 -


111-7001-01-3100 Contract Services - 5,900 3,965 -

111-7001-01-3260 Machinery & Equipment - 27,000 13,351 -

111-7001-01-3270 Building/Grounds Maintenance 17,124 259,066 307,955 -

111-7001-01-3320 Uniform Rental - 1,400 1,400 -

Total Contractual Services 17,124 293,366 326,672 -

Capital Outlay


Total Capital Outlay - 36,504 33,148 -

Reimbursements

111-7001-01-8212 Reimbursement from Sanitation Fund - (20,000) (22,000) -

Total Reimbursements - (20,000) (22,000) -

Total Maintenance & Operations Division 147,646$ 814,493$ 853,312$ -$

* Charges have been reclassified to the Facility Maintenance Fund in FY22

Parks Department/Maintenance & Operations Division *

______________________________________________________________________________Annual Budget


196

General Fund

Parks Department/Senior Center Division

FY21 FY 22





4000 Capital Outlay - 12,000

7000 Interfund Transfers - 76,661

Total 172,041$ 210,290$

Number of Number of


Senior Center Manager 24 1 1

Total 1 1

______________________________________________________________________________Annual Budget


197

FY20 FY21 FY21 FY22


Personnel

111-7001-02-1001 Salaries 44,764$ 40,330$ 47,837$ 58,977$

111-7001-02-1005 Overtime - - - 2,000

111-7001-02-1006 Longevity 1,086 1,165 1,138 1,261

111-7001-02-1007 Extra Help 5,849 18,023 5,882 10,400

111-7001-02-1009 TMRS 7,855 8,952 8,551 9,077

111-7001-02-1011 FICA 3,955 4,706 4,302 5,557

Total Personnel 63,509 73,176 67,710 87,272

Supplies

111-7001-02-2100 Office Supplies 59 1,100 500 1,100



111-7001-02-2200 Foods 483 2,572 1,845 2,000


111-7001-02-2250 Uniform & Apparel - 300 300 300


Total Supplies 9,739 19,579 15,280 19,007



111-7001-02-3170 Professional Development - 500 150 500


111-7001-02-3190 Communications 4,859 5,000 4,900 6,000

111-7001-02-3200 Utilities * 14,256 20,000 16,480 -

111-7001-02-3210 Postage & Freight 5 200 132 200

111-7001-02-3220 Printing Services - 400 200 400




Capital Outlay

111-7001-02-4100 Building & Property - - - 12,000

Total Capital Outlay - - - 12,000

Interfund Transfers


Total Interfund Transfers - - - 76,661

Total Senior Center Division 135,413$ 172,041$ 147,743$ 210,290$


Parks Department/Senior Center Division

______________________________________________________________________________Annual Budget


198

General Fund

Parks Department/Recreation Division

FY21 FY22





Total 288,607$ 434,117$

Number of Number of


Recreation Manager 29 1 1

Recreation Specialist 16 1 1

* Recreation Coordinator 18 0 2

** Part-Time Recreation Attendants 0 2

Total 2 6

* Council approved 2 full-time Recreation Coordinator positions

** Council approved 4 new part-time Recreation positions (.5 each x 4 = 2 FT Equivalents)

______________________________________________________________________________Annual Budget


199

FY20 FY21 FY21 FY 22


Personnel

111-7001-03-1001 Salaries -$ 88,396$ 84,898$ 161,566$

111-7001-03-1005 Overtime - 4,000 - 6,985

111-7001-03-1006 Longevity - 1,749 1,717 1,941

111-7001-03-1007 Extra Help - 78,000 78,000 118,320

111-7001-03-1009 TMRS - 16,022 15,103 30,374

111-7001-03-1011 FICA - 12,955 7,032 18,945

111-7001-03-1016 Certification & Education Pay - 1,200 - 1,200

Total Personnel - 202,321 186,751 339,331

Supplies

111-7001-03-2275 Program Supplies - 15,000 12,931 23,500

111-7001-03-2350 Safety Equipment - 550 550 550

Total Supplies - 15,550 13,481 24,050


111-7001-03-3100 Contract Services - 40,000 36,770 40,000

111-7001-03-3220 Printing Services - 27,236 22,620 27,236

111-7001-03-3230 Advertising - 3,500 3,462 3,500

Total Contractual Services - 70,736 62,853 70,736

Total Recreation Division -$ 288,607$ 263,084$ 434,117$

Parks Department/Recreation Division

______________________________________________________________________________Annual Budget


200

General Fund

Parks Department/Museum Division

FY21 FY22


2000 Materials & Supplies 1,425$ 1,425$

3000 Contractual Supplies 32,069 -


Total 33,494$ 41,567$

______________________________________________________________________________Annual Budget


201

FY20 FY21 FY21 FY22


Supplies

111-7001-04-2125 General Supplies 134$ 1,425$ 1,000$ 1,425$

Total Supplies 134 1,425 1,000 1,425


111-7001-04-3200 Utilities * 12,739 15,000 14,000 -



Interfund Transfers



Total Museum Division 26,785$ 33,494$ 31,882$ 41,567$


Parks Department /Museum Division

______________________________________________________________________________Annual Budget


202

General Fund

Library

FY21 FY22





Total 103,579$ 120,624$

______________________________________________________________________________Annual Budget


203

FY20 FY21 FY21 FY22


Supplies

111-7002-00-2100 Office Supplies -$ 150$ -$ -$


111-7002-00-2175 Janitorial Supplies - 75 - -

Total Supplies 1,654 2,725 1,800 2,500


111-7002-00-3190 Communications 6,375 6,500 5,576 6,000

111-7002-00-3200 Utilities * 16,253 22,000 17,000 -


111-7002-00-3260 Machinery & Equipment Maintenance * 2,531 3,000 500 -


111-7002-00-3350 Special Book Collection 15,966 15,966 15,966 15,966


Interfund Transfers



Total Library 91,194$ 103,579$ 92,342$ 120,624$


Library

______________________________________________________________________________Annual Budget


204

General Fund

Other Requirements

FY21 FY22


3000 Contractual Services 2,182,929$ 2,351,754$


Total 2,951,061$ 3,166,615$

______________________________________________________________________________


205

FY20 FY21 FY21 FY 22



111-9001-00-3103 Merchant Credit Card Fees 20,306$ 25,000$ 16,000$ 15,000$

111-9001-00-3104 Bank Fees 5,403 - 10,300 11,000

111-9001-00-3110 Audit Fee 21,416 31,063 23,000 25,000

111-9001-00-3115 380 Agreement 145,835 - - -

111-9001-00-3117 MUD 73 Rebate 4,279 19,013 19,010 62,224

111-9001-00-3140 Appraisal District Fees 70,311 73,847 75,000 73,000



111-9001-00-3251 Workers' Compensation 71,482 81,264 81,000 89,338

111-9001-00-3252 Group Health Insurance 1,659,858 1,764,250 1,690,000 1,807,692

111-9001-00-3253 Unemployment Insurance 21,786 14,000 14,000 14,000

Total Contractual Services 2,179,699 2,182,929 2,174,860 2,351,754

Interfund Transfers

111-9001-00-7101 Transfer to General Revenue Fund - - 238,948 -

111-9001-00-7110 Transfer to General Projects Fund 757,844 768,132 531,163 814,861

111-9001-00-7140 Transfer to Cemetery Fund 21,962 - - -

111-9001-00-7144 Transfer to Fire Capital Fund - - 354,800 -

Total Interfund Transfers 779,806 768,132 1,124,911 814,861

Total Other Requirements 2,959,505$ 2,951,061$ 3,299,771$ 3,166,615$

Other Requirements

______________________________________________________________________________Annual Budget


206

General Fund - Sub Funds

Fire Capital Fund (126)

Tree Preservation Fund (127)

General Revenue Fund (309)

General Projects Fund (311)

______________________________________________________________________________Annual Budget


207

FY20 FY21 FY21 FY22


Beginning Balance 225,438$ 262,680$ 262,680$ 27,926$

Revenue/Resources

126-402080 ESD For Fire Capital Use Only 75,000 75,000 98,500 42,815

126-404000 Interest Income - - 100 200

126-406111 Transfer from General Fund - - 354,800 -

Total Revenues/Resources 75,000 75,000 453,400 43,015


Expenditures/Uses


126-3502-00-5001 Principal Debt Payments 28,331 37,758 37,758 30,199

126-3502-00-5002 Interest Debt Payments 9,427 8,508 8,508 7,560

126-3502-00-7100 Transfer to General Fund - - - 33,183

Total Expenditures/Uses 37,758 78,266 688,155 70,941

Total Revenue Over Expenditures 37,242 (3,266) (234,755) (27,926)

Ending Balance 262,680$ 259,415$ 27,926$ 0$

GENERAL SUB-FUND

FIRE CAPITAL FUND - 126

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


208

FY20 FY21 FY21 FY22



Revenue/Resources

127-404000 Interest Income - - 5 10

127-409144 Tree Preservation Revenue 101,858 - 5,500 10,000

Total Revenues/Resources 101,858 - 5,505 10,010


Expenditures/Uses

127-7001-00-2450 Botany Supplies - - 350 -

Total Expenditures/Uses - - 350 -

Total Revenue Over Expenditures 101,858 - 5,155 10,010

Ending Balance 133,820$ 133,820$ 138,975$ 148,985$

GENERAL SUB-FUND

TREE PRESERVATION FUND - 127

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


209

FY20 FY21 FY21 FY22



Revenue/Resources

Transfer from General Revenue Fund - - 238,948 -

Total Revenues/Resources - - 238,948 -

Total Revenues/Resources 943,807 943,807 1,182,755 500,000

Expenditures/Uses

Transfer to General Projects Fund - 682,755 682,755 500,000

Total Expenditures/Uses - 682,755 682,755 500,000

Total Revenue Over Expenditures - (682,755) (443,807) (500,000)

Ending Balance 943,807$ 261,052$ 500,000$ -$

GENERAL FUND SUB FUND

BUDGET SUMMARY

GENERAL REVENUE FUND - 309

______________________________________________________________________________Annual Budget


210

FY20 FY21 FY21 FY22


Beginning Balance 2,261,596$ 964,025$ 964,025$ 283,645$

Revenue/Resources

311-404000 Interest Income 2,935 - 250 250

311-406111 Transfer from General Fund 757,844 768,132 768,132 814,861

311-406309 Transfer from General Revenue Fund - 682,755 682,755 500,000

Total Revenues/Resources 760,779 1,450,887 1,451,137 1,315,111


Expenditures/Uses

311-1002-00-3220 Printing Services 12,413 24,000 18,555 -

311-1005-00-3100 Contractual Services - 60,000 60,000 -

311-1005-00-3100 Livable Centers Study - - - 20,000

311-1005-00-3102 Business Incentive Program 21,441 62,610 62,610 50,000

311-1005-00-9056 Wayfinding Signage 20,000 218,000 218,000 -


311-2504-00-4100 Building & Property 154,935 - - -


311-3501-00-3100 Contract Services - 904 904 -

311-3501-00-4100 Wrought Iron Fence - 70,000 70,000 -

311-3501-00-4150 Machinery & Equipment 186,906 11,200 60,000 -

311-3501-00-4150 HVAC Building Auto System - - - 175,000

311-3501-00-4150 Air Handler Units (2) - - - 30,000

311-3501-00-4150 Electric Furnaces (4) - - - 25,000

311-3501-00-4150 Vehicle Car Radios (Police) - - - 339,347

311-3501-00-4150 Concrete Repair - - 21,000 -


311-3502-00-4100 Building & Property 41,335 168,308 168,308 -

311-3502-00-4110 Land 65,413 - - -

311-3505-00-4150 Vehicle Car Radios (Fire) - - - 264,766

311-5001-17-3100 Contract Services 27,625 14,875 14,875 -

311-5001-17-7102 Transfer to Disaster Fund - - 223,383 -



311-7001-00-3270 Building/Ground Maintenance - - - 90,000

311-7001-00-4100 Building & Property - 856,908 856,908 -


311-7001-00-4150 HVAC Building Auto System (Parks Facility) - - - 75,000

311-7001-00-4150 HVAC Building Auto System (Depot) - - 13,600 -

311-7001-00-9060 Disc Golf 165,423 11,347 11,347 -

311-7001-02-3100 Contract Services 32,000 - - -


311-9001-00-3530 Reserved Contingency 28,041 20,000 20,000 245,998

311-9001-00-7122 Transfer to Series 2019 Bond Fund 1,217,035 - - -


Total Revenue Over Expenditures (1,297,571) (267,210) (680,380) -

Ending Balance 964,025$ 696,815$ 283,645$ 283,645$

BUDGET SUMMARY

GENERAL PROJECTS FUND - 311

GENERAL FUND SUB FUND

______________________________________________________________________________Annual Budget


211


______________________________________________________________________________Annual Budget


212

Special Revenue Funds

Disaster Fund (100)

COVID Relief Fund (102)

Hotel/Motel (HOT) Fund (121)

Special Investigation Fund (123)

Municipal Court Building Security Fund (124)

Municipal Court Technology Fund (125)

Juvenile Case Manager Fund (128)

Parks Dedication Fund (129)

Public, Education, and Government Fees Fund (130)

Cemetery Fund (511)

Donation Fund (512)

Senior Fund (513)

TIRZ Funds

______________________________________________________________________________Annual Budget


213

FY20 FY21 FY21 FY22


Beginning Balance -$ 312,139$ 312,139$ 0$

Revenue/Resources

100-401010 Grant Proceeds 417,397 - - -

100-406319 Transfer from General Projects Fund 223,383 -

Total Revenues/Resources 417,397 - 223,383 -

Total Revenues/Resources 417,397 312,139 535,522 0

Expenditures/Uses

Personnel

100-9003-00-1005 Overtime 49,443 - - -

100-9003-00-1009 TMRS 8,484 - - -

100-9003-00-1011 FICA 3,573 - - -

100-9003-00-1015 457 Deferred Compensation 193 - - -

Total Personnel 61,693 - - -

Supplies

100-9003-00-2125 General Supplies 22,052 - - -

Total Supplies 22,052 - - -




Total Expenditures/Uses 105,258 16,255 535,521 -

Total Revenue Over Expenditures 312,139 (16,255) (312,138) -

Ending Balance 312,139$ 295,883$ 0$ 0$

SPECIAL REVENUE FUNDS

DISASTER FUND - 100

CONSOLIDATED BUDGET SUMMARY

______________________________________________________________________________Annual Budget


214

FY20 FY21 FY21 FY22


Beginning Balance -$ 1,450,076$ 1,450,076$ 1,446,347$

Revenue/Resources

102-401010 Grant Proceeds 1,549,845 - - -

102-404000 Interest Income 142 - 1,973 450

Total Revenues/Resources 1,549,987 - 1,973 450


Expenditures/Uses

Personnel

102-9001-00-1001 Salaries 21,496 - - -

102-9001-00-1005 Overtime 11,406 - - -

102-9001-00-1009 TMRS 5,043 - - -

102-9001-00-1011 FICA 2,193 - - -

102-9001-00-1015 457 Deferred Compensation 107 - - -

Total Personnel 40,245 - - -

Supplies

102-9001-00-2125 General Supplies 28,288 - 1,200 -

102-9001-00-2175 Janitorial Supplies 6,845 66 405 -

102-9001-00-2200 Foods 637 - - -

102-9001-00-2225 Medical Supplies 7,051 - 373 -

102-9001-00-2300 Vehicle & Equipment Supplies 511 - - -

102-9001-00-2301 Motor Vehicle Fuel 97 - - -

Total Supplies 43,429 66 1,978 -




Interfund Transfers

102-9001-00-7100 Transfer to General Fund - - - 767,517

102-9001-00-7105 Transfer to Utility Fund - - - 167,517

102-9001-00-7120 Transfer to EMS Fund - - - 367,517

102-9001-00-7135 Transfer to Sales Tax Fund - - - 144,246

Total Interfund Transfers - - - 1,446,797

Total Expenditures/Uses 99,911 1,398 5,703 1,446,797

Total Revenue Over Expenditures 1,450,076 (1,398) (3,730) (1,446,347)

Ending Balance 1,450,076$ 1,448,678$ 1,446,347$ -$


COVID RELIEF FUND (CRF) - 102


______________________________________________________________________________Annual Budget


215

Hotel/Motel Tax Fund

CVB Coordinator

Asst. City Maanger//City SecretaryDixie Roberts



Part-time

______________________________________________________________________________Annual Budget


216

FY20 FY21 FY21 FY22Description Actual Adjusted Budget Estimate Budget


Revenue/Resources121-401500 Hotel/Motel Tax Receipts 261,071 235,000 262,515 275,000 121-404000 Interest Income 2,107 5,000 200 200 121-405005 Rental Income- Depot 3,515 4,500 2,325 3,000 121-409046 Tour de Braz Revenue 5,408 20,000 22,533 20,000 121-409075 Miscellaneous Income - - 100 -



Expenditures/Uses1006-00 Debt Service 8,241 7,275 7,275 7,203 1006-14 CVB 435,174 352,080 297,573 357,338


Total Revenue Over Expenditures (171,314) (94,855) (17,175) (66,341)

Ending Balance 474,670$ 379,815$ 457,495$ 391,154$

SPECIAL REVENUE FUNDHOTEL/MOTEL (HOT) TAX FUND - 121

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


217

Special Revenue Fund

HOTEL/MOTEL (HOT) TAX FUND - 121Alvin Convention & Visitors Bureau Division

FY21 FY22





5000 Debt Services 7,275 7,203


9000 Major Capital Projects 2,500 -

Total 359,355$ 364,541$

Number of Number of


CVB Coordinator 25 1 1

Total 1 1

______________________________________________________________________________Annual Budget


218

FY20 FY21 FY21 FY22


Personnel

121-1006-14-1001 Salaries 45,057$ 52,983$ 53,308$ 53,735$

121-1006-14-1006 Longevity 122 - - 104

121-1006-14-1009 TMRS 8,371 11,076 9,308 10,212

121-1006-14-1011 FICA 3,578 4,831 4,079 4,454

121-1006-14-1017 Equipment Allowance - - - 780

121-1006-14-1018 Auto Allowance 3,692 3,600 3,600 3,600

Total Personnel 60,819 72,490 70,295 72,885

Supplies

121-1006-14-2100 Office Supplies 792 1,000 200 1,000


121-1006-14-2180 Tour de Braz Expenses 5,408 20,000 25,907 20,000

Total Supplies 7,291 24,000 30,744 24,000


121-1006-14-3100 Contract Services 1,200 5,000 - 5,000


121-1006-14-3171 Tradeshows 1,102 8,000 200 7,000

121-1006-14-3173 Events - 5,000 - 5,000


121-1006-14-3190 Communications 1,398 2,500 2,100 2,136

121-1006-14-3200 Utilities * 6,104 8,500 8,300 -

121-1006-14-3210 Postage & Freight 15 500 67 500

121-1006-14-3225 Advertising/Marketing 30,322 45,000 27,000 42,000

121-1006-14-3226 Promotional Items 4,686 8,000 - 5,000

121-1006-14-3228 Grants 24,000 50,000 50,000 50,000

121-1006-14-3229 Public Art Program - 5,000 - 5,000

121-1006-14-3231 Alvin Historical Museum 30,866 50,000 50,000 45,000

121-1006-14-3250 General Insurance 1,425 1,650 - -

121-1006-14-3251 Workers' Compensation 546 600 89 100

121-1006-14-3252 Group Health Insurance 12,189 15,008 12,600 13,140



Debt Services

121-1006-00-5001 Principal Debt Payments 6,720 5,985 5,985 6,125


Total Debt Services 8,241 7,275 7,275 7,203

Interfund Transfers

121-1006-14-7100 Transfer to General Fund 6,435 6,488 6,488 6,822


121-1006-14-7500 Transfer to Computer Repl Fund - - - 681



Major Capital Projects

121-1006-14-9060 Disc Golf Upgrades 216,349 2,500 2,500 -

Total Major Capital Projects 216,349 2,500 2,500 -

Total Convention & Visitors Bureau Division 443,415$ 359,355$ 304,848$ 364,541$


Alvin Convention & Visitors Bureau Division

______________________________________________________________________________Annual Budget


219

FY20 FY21 FY21 FY22



Revenue/Resources

123-401030 Bullet Proof Vest Program 5,100 - - -

123-401040 Leose Reimbursements 3,348 3,500 3,104 3,500

123-403055 Restitution 28,306 25,000 11,443 15,000

123-404000 Interest Income 630 1,000 100 100



Expenditures/Uses

Supplies

123-3501-06-2125 General Supplies - Fed Forfeitures 4,658 5,000 16,969 5,000

123-3501-07-2125 General Supplies - State & Local Forfeitures 11,610 30,000 26,073 30,000

123-3501-09-2125 General Supplies - Bullet Proof Forfeitures 10,199 850 7,020 850

123-3501-16-2125 General Supplies - Misc 2,566 2,000 - -

Total Supplies 29,033 37,850 50,063 35,850


123-3501-07-3300 Special Investigations - State & Local Forfeitures 1,437 - - -

123-3501-08-3170 Professional Development - LEOSE - 2,000 2,000 2,000




Ending Balance 94,735$ 84,385$ 57,320$ 38,070$

BUDGET SUMMARY

SPECIAL REVENUE FUND

SPECIAL INVESTIGATION FUND - 123

______________________________________________________________________________Annual Budget


220

FY20 FY21 FY21 FY22



Revenue/Resources

124-403040 Building Security Fees 9,486 12,000 10,694 10,000

124-404000 Interest Income 943 1,000 100 100



Expenditures/Uses

Personnel

124-2502-00-1005 Overtime 6,924 7,000 5,994 7,000

124-2502-00-1009 TMRS 1,073 1,201 944 1,228

124-2502-00-1011 FICA 437 536 372 535

Total Personnel 8,434 8,737 7,310 8,763

Supplies

124-2502-00-2125 General Supplies - 800 730 1,000

Total Supplies - 800 730 1,000

Capital Outlay

124-2502-00-4100 Building & Property 32,001 - - -

Total Capital Outlay 32,001 - - -


124-2502-00-3100 Contract Services 233 500 498 500


124-2502-00-3260 Machinery & Equipment Maintenance - - - 15,000


Interfund Transfers


Total Interfund Transfers - - - 921


Total Revenue Over Expenditures (31,389) (537) (1,144) (20,084)

Ending Balance 137,955$ 137,418$ 136,810$ 116,726$


MUNICIPAL COURT BUILDING SECURITY FUND - 124

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


221

FY20 FY21 FY21 FY22



Revenue/Resources

125-403045 Court Technology Fees 10,177 17,000 9,328 10,000

125-404000 Interest Income 149 300 - -



Expenditures/Uses

Supplies

125-2502-00-2125 General Supplies - - - 2,300

Total Supplies - - - 2,300



125-2502-00-3260 Machinery & Equipment Maint 1,277 1,200 - -

125-2502-00-3290 Technology Services - 6,200 7,642 6,000


Capital Outlay

125-2502-00-4200 Computer System - - - 1,200


Interfund Transfers





Total Revenue Over Expenditures 4,975 2,143 (8,072) (21,131)

Ending Balance 53,135$ 55,278$ 45,064$ 23,933$


MUNICIPAL COURT TECHNOLOGY FUND - 125

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


222

Juvenile Case Manager Fund

Court Administrator

Asst. City Manager/City SecretaryDixie Roberts


Juvenile Case Manager


Part-time position

______________________________________________________________________________Annual Budget


223

FY20 FY21 FY21 FY22



Revenue/Resources

128-403030 Juvenile Case Mgr Fees 14,081 25,000 11,963 12,000

128-404000 Interest Income 303 900 - 100



Expenditures/Uses

1000 Personnel Services 12,788 20,011 17,925 21,774

2000 Supplies 139 1,200 1,194 800

3000 Contractual Services 3,152 7,741 728 1,200



Ending Balance 98,542$ 95,490$ 90,659$ 78,984$


JUVENILE CASE MANAGER FUND - 128

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


224

Special Revenue Fund


FY21 FY22



2000 Materials and Supplies 1,200 800


Total 28,953$ 23,774$

Number of Number of


*Deputy Court Clerk/Juvenile Case Manager 17 0.5 0.5

Total 0.5 0.5

*Position is split funding 50% Juvenile Case Manager Fund and 50% General Fund

______________________________________________________________________________Annual Budget


225

FY20 FY21 FY21 FY22


Personnel

128-2502-00-1001 Salaries 10,280$ 15,914$ 13,931$ 16,594$

128-2502-00-1006 Longevity - 71 - 80

128-2502-00-1009 TMRS 1,762 2,804 2,482 2,925

128-2502-00-1011 FICA 746 1,223 1,080 1,275

128-2502-00-1016 Certification & Education Pay - - 431 900

Total Personnel 12,788 20,011 17,925 21,774

Supplies

128-2502-00-2100 Office Supplies 139 1,200 1,194 800

Total Services 139 1,200 1,194 800


128-2502-00-3170 Professional Development - 800 728 1,200

128-2502-00-3252 Group Health Insurance 3,152 6,941 - -

Total Contractual Services 3,152 7,741 728 1,200

Municipal Court Division 16,080$ 28,953$ 19,847$ 23,774$


______________________________________________________________________________Annual Budget


226

FY20 FY21 FY21 FY22



Revenue/Resources

129-401501 Dedication Fees 34,500 40,000 111,300 112,000

129-404000 Interest Income 24 - 100 100



Expenditures/Uses

Capital Outlay

129-5501-00-4322 Hike & Bike Trail Project - 50,000 50,000 -

129-7001-00-4150 Machinery & Equipment - - 99,379 -

Total Capital Outlay - 50,000 149,379 -

Total Expenditures/Uses - 50,000 149,379 -

Total Revenue Over Expenditures 34,524 (10,000) (37,979) 112,100

Ending Balance 366,430$ 356,430$ 328,451$ 440,551$


PARK DEDICATION FUND - 129

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


227

FY20 FY21 FY21 FY22



Revenue/Resources

130-400340 Cable PEG Fees 35,415 35,000 40,604 40,000

130-402165 SWB PEG Fees 13,621 15,000 9,289 9,000

130-404000 Rental Income - Depot 1,121 4,000 - 100



Expenditures/Uses

Capital Outlay

130-1001-00-4150 Machinery & Equipment - - 34,002 25,000

Total Capital Outlay - - 34,002 25,000

Total Expenditures/Uses - - 34,002 25,000

Total Revenue Over Expenditures 50,158 54,000 15,890 24,100

Ending Balance 430,166$ 484,166$ 446,057$ 470,157$


PUBLIC, EDUCATIONAL, AND GOVERNMENT FEES (PEG) FUND - 130

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


228

FY20 FY21 FY21 FY22



Revenue/Resources

511-402081 Staking/Flagging Fee 2,000 1,500 2,100 1,700

511-402125 Sale of Cemetery Lots 87,500 45,000 120,911 100,000

511-404000 Interest Income 4,794 5,000 200 200

511-406111 Transfer From General Fund 21,962 - - -



Expenditures/Uses



511-1007-00-3290 Technology Services - - 21 -


Interfund Transfers






Total Revenue Over Expenditures 67,777 (13,959) 57,732 21,118

Ending Balance 705,642$ 691,683$ 763,374$ 784,492$


PERMANENT FUND

CEMETERY FUND - 511

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


229

FY20 FY21 FY21 FY22



Revenue/Resources

512-404000 Interest Income 280 - 15 15

512-406080 Police Activities 400 - 200 -

512-409514 Donation - EMS 244 - 1,000 -

512-409518 Donation - Waste Contractor 11,250 15,000 - 15,000

512-409519 Donations - Alvin Sunrise Rotary 5,000 5,000 5,000 5,000

512-409522 Misc. Donations 19,671 - 5,705 -



Expenditures/Uses

Supplies

512-1007-00-2450 Botany Supplies - Cemetery Adm 230 - 250 -

512-3501-00-2125 General Supplies - Police 3,010 4,013 4,013 -

Total Supplies 3,240 4,013 4,263 -


512-1001-00-3305 Special Programs - Mayor and Council 2,000 2,000 - -

512-3501-00-3305 Special Programs - Police (239) - 173 -

512-3501-18-3100 Contract Services - Animal Control 13,575 - - -

512-7001-00-3100 Contract Services - Parks 9,225 10,000 14,995 15,000



Total Revenue Over Expenditures 9,044 3,987 (7,512) 5,015

Ending Balance 118,221$ 122,207$ 110,709$ 115,724$


DONATION FUND - 512

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


230

FY20 FY21 FY21 FY22



Revenue/Resources

513-404000 Interest Income 117 100 5 5

513-409150 Senior Activities 2,133 6,000 2,500 6,000

513-409155 Senior Activities - Fuel 264 1,000 300 1,000

513-409165 Ticket Sales - Country Dance - 500 - 500



Expenditures/Uses

Supplies

513-7001-02-2277 Country Dance Supplies - 500 - 500

513-7001-02-2278 Senior Activity Supplies 1,945 6,000 2,500 6,000

513-7001-02-2301 Motor Vehicle Fuel 256 1,000 300 1,000

Total Supplies 2,201 7,500 2,800 7,500


Total Revenue Over Expenditures 312 100 5 5

Ending Balance 9,287$ 9,387$ 9,292$ 9,297$


SENIOR FUND - 513

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


231

FY20 FY21 FY21 FY22


Beginning Balance 840,150$ 1,216,679$ 1,216,679$ 1,669,793$

Revenue/Resources

802-400005 TIRZ #2 Current Tax Collections 553,389 641,223 650,000 660,000

803-400005 TIRZ #3 Current Tax Collections 4,675 4,800 4,500 4,500

804-400006 Kendall Lakes - Tax Collections RDA 525,720 609,162 620,000 627,000

804-404020 TIRZ Interest Income RDA 7,170 5,000 450 450



Expenditures/Uses

Personnel

804-8501-00-1002 TIRZ Salaries - RDA 3,600 3,600 3,600 3,600

Total Personnel 3,600 3,600 3,600 3,600

Supplies

804-8501-00-2125 TIRZ General Supplies - 25 286 25

Total Supplies - 25 286 25


804-8501-00-3100 TIRZ Contract Services 5,654 25,000 6,200 25,000

802-8501-00-3105 TIRZ # 2 RD Authority Payments 525,720 609,162 609,162 627,000

804-8501-00-3110 TIRZ Audit 3,695 5,000 - 5,000

804-8501-00-3120 TIRZ Legal Services 945 12,500 829 12,500

804-8501-00-3250 TIRZ General Insurance 1,627 2,000 1,623 2,000


Interfund Transfers

804-8501-00-7182 TIRZ Municipal Services Fee 173,184 200,136 200,136 220,149




Ending Balance 1,216,679$ 1,619,441$ 1,669,793$ 2,066,469$


TIRZ FUNDS


______________________________________________________________________________Annual Budget


232

Capital Projects Funds

Sales Tax Fund (312)

Sidewalk Fund (320)

______________________________________________________________________________Annual Budget


233

FY20 FY21 FY21 FY22


Beginning Balance 6,508,735$ 9,088,868$ 9,088,868$ 9,515,665$

Revenue/Resources

312-400100 Sales Tax Revenue 5,747,532 5,298,803 5,700,306 5,985,322

312-404000 Interest Income 35,761 50,000 1,550 1,500


312-407010 Sale of Surplus Property 1,332 - 2,406 -

312-409080 Other Income 127 - - -



Expenditures/Uses

5001 Streets 2,453,982 6,458,604 4,420,851 5,743,732

6007 Code Enforcement 21,647 21,951 22,142 23,136

2,475,629 6,480,556 4,442,993 5,766,868

Interfund Transfers


312-5501-00-7150 Transfer to Internal Service Funds 303,276 324,809 324,809 689,288

312-6007-00-7515 Transfer to Vehicle Repl Fund - - - 10,409


Total Revenue Over Expenditures 2,580,133 (1,943,763) 426,797 (771,257)

Ending Fund Balance 9,088,868$ 7,145,106$ 9,515,665$ 8,744,408$

SALES TAX FUND - 312

BUDGET SUMMARY

CAPITAL PROJECT FUNDS

______________________________________________________________________________Annual Budget


234

Sales Tax Fund Summary

FY21 FY22


5501 Streets 7,270,614$ 6,868,780$

6007 Code Enforcement 21,951 33,545

Totals 7,292,566$ 6,902,325$

______________________________________________________________________________Annual Budget


235

Sales Tax Fund/Streets & Drainage

Streets/Drainage Coordinator

Public Services Director Brandon Moody


Street Superintendent

Maintenance Worker (7)

Executive Secretary


Part-time position

Equipment Operator I (3)


Equipment Operator III (1)

Sign Technician

Maintenance Worker (1)

Equipment Operator I (3)


Equipment Operator III (3)

Code Compliance Officer II

Code Compliance Officer I(2)

______________________________________________________________________________Annual Budget


236

Sales Tax Fund

Street and Drainage Division

FY21 FY22




3000 Contractual Services 1,250,525 1,026,887

4000 Capital Outlay 346,613 20,200

7000 Interfund Transfers 812,010 1,125,048

9000 Capital Projects 3,601,842 3,250,000

Totals 7,270,614$ 6,868,780$

Number of Number of


Street Superintendent 31 1 1

Street/Drainage Coordinator 25 1 1

Sign & Traffic Signal Technician 21 1 1

Equipment Operator III 21 4 4

Equipment Operator II 19 4 4

Equipment Operator I 17 6 6

Maintenance Worker 16 8 8

Totals 25 25

______________________________________________________________________________Annual Budget


237

FY20 FY21 FY21 FY22


Personnel

312-5501-00-1001 Salaries 571,758$ 813,135$ 698,703$ 939,408$

312-5501-00-1005 Overtime 8,674 7,500 17,785 10,000

312-5501-00-1006 Longevity 3,994 4,052 4,300 5,341

312-5501-00-1009 TMRS 99,989 144,650 124,703 167,024

312-5501-00-1011 FICA 42,032 63,089 53,048 72,847

Total Personnel 726,446 1,032,425 898,539 1,194,620

Supplies

312-5501-00-2100 Office Supplies 1,479 500 519 750


312-5501-00-2250 Uniform & Apparel 85 2,500 2,395 3,500

312-5501-00-2300 Vehicle & Equipment Supplies 475 700 611 675



312-5501-00-2375 Street & Bridge Supplies 78,044 100,000 96,218 111,500

312-5501-00-2400 Signal Systems 6,359 7,500 3,900 7,500

312-5501-00-2425 Chemicals & Insecticides 6,066 8,000 7,927 9,500

312-5501-00-2600 Signs & Markers 33,365 40,000 39,795 40,000

Total Supplies 174,929 227,200 218,528 252,025



312-5501-00-3170 Professional Development - 2,000 - 2,000


312-5501-00-3190 Communications 34,489 29,000 40,874 42,220

312-5501-00-3200 Utilities * 177,979 190,000 183,000 -





312-5501-00-3260 Machinery & Equipment Maintenance 981 5,000 4,612 7,500


312-5501-00-3293 GIS Mapping 10,743 11,500 10,743 10,850

312-5501-00-3320 Uniform Rental 4,013 5,000 4,746 4,100

312-5501-00-3370 Misc. Drainage 25,000 25,000 25,000 25,000

312-5501-00-3390 Asphalt Street Maintenance 43,029 250,000 250,000 250,000

312-5501-00-3400 Traffic Control/pavement 8,193 10,000 10,000 10,000

312-5501-00-3410 Concrete Paving/Sidewalks 97,238 200,000 200,000 200,000

312-5501-00-3420 Right Of Way Maintenance 34,861 105,100 105,000 90,000

Total Contractual Services 966,693 1,250,525 1,201,437 1,026,887

Capital Outlay

312-5501-00-4150 Machinery & Equipment 2,000 296,640 232,431 20,200

312-5501-00-4300 Bridge Replacement Project - 49,973 4,130 -

Total Capital Outlay 2,000 346,613 236,561 20,200

Capital Projects

312-5501-00-9001 FM 528 Extension 3,864 425,529 425,529 -

312-5501-00-9014 Annual Sidewalk Program - 210,000 176,827 -

312-5501-00-9024 Asphalt Pavement Project 9,500 1,000,000 123,500 1,500,000

312-5501-00-9030 2018 Concrete Pvmt & Drnge Proj 3,100 1,800,000 1,123,617 1,600,000

312-5501-00-9031 Durant Pond 154,564 - - -

312-5501-00-9032 Moller Storm Improvements - 14,743 14,743 -

312-5501-00-9034 FM1462 Hwy Signage - 150,000 - 150,000

312-5501-00-9067 Johnson Street and Sidewalk Design 412,885 1,569 1,569 -

Total Capital Projects 583,913 3,601,842 1,865,786 3,250,000

312 - Sales Tax Fund - Street and Drainage Division

______________________________________________________________________________Annual Budget


238

FY20 FY21 FY21 FY22


312 - Sales Tax Fund - Street and Drainage Division

Interfund Transfers







Total Interfund Transfers 728,991 812,010 834,472 1,125,048

Total Street and Drainage Division 3,182,972$ 7,270,614$ 5,255,323$ 6,868,780$


______________________________________________________________________________Annual Budget


239

Sales Tax Fund - 312


FY21 FY22




Totals 21,951$ 33,545$

Number of Number of




Totals 3 3

* Code Compliance Officer II; 60% General Fund, 10% Utility Fund, 30% Sales Tax Fund

* Code Compliance Officer I; 90% General Fund, 10% Utility Fund

______________________________________________________________________________Annual Budget


240

312 - Sales Tax Fund - Code Enforcement Division

FY20 FY21 FY21 FY22


Personnel

312-6007-00-1001 Salaries 16,302$ 16,401$ 16,687$ 17,317$

312-6007-00-1006 Longevity 391 414 399 443

312-6007-00-1009 TMRS 2,985 3,076 3,105 3,242

312-6007-00-1011 FICA 1,238 1,341 1,242 1,414

312-6007-00-1017 Equipment Allowance 731 720 709 720

Total Personnel 21,647 21,951 22,142 23,136

Interfund Transfers

312-6007-00-7515 Transfer to Vehicle Repl Fund - - - 10,409


Total Code Enforcement Division $ 21,647 $ 21,951 $ 22,142 $ 33,545

______________________________________________________________________________Annual Budget


241

FY20 FY21 FY21 FY22Description Actual Adjusted Budget Estimate Budget

Beginning Balance 26,200$ 41,201$ 41,201$ 71,201$ Revenue/Resources320-409143 Sidewalk Revenue 15,001 10,000 30,000 30,000



Expenditures/Uses

Total Expenditures/Uses - - - -


Ending Fund Balance 41,201$ 51,201$ 71,201$ 101,201$

SIDEWALK FUND - 320BUDGET SUMMARY

______________________________________________________________________________Annual Budget


242

Debt Service Fund

The Debt Services Fund (411) is used to account for the payment of principal and interest on all general obligation bonds and other long-term debt of the City. The primary source of revenue for debt service is local property taxes.

______________________________________________________________________________Annual Budget


243

Long Term Debt Obligations This section is a representation of all long-term debt requirements as follows;

- The debt service fund (411) is used for the payment of principal and interest on all general obligation bonds and other long-term debt of the City, where the primary source of revenue is property taxes.

- Self-supporting long-term debt and other obligations financed by proprietary funds.

Legal Debt Margin for General Obligations

Rules promulgated by the Office of the Attorney General of Texas stipulate that such office will not approve tax bonds of any city unless the city can demonstrate its ability to pay debt service requirements on all outstanding tax debt, including the issue to be approved, from a tax levy of $1.50 per $100 valuation, based on 90% collection of the tax. Assuming the maximum tax rate for debt service of $1.50 on the 2021 taxable assessed valuation of $1,617,345,061 at 90% collection, tax revenue of $21,834,158 would be produced.

City’s total outstanding bond debt $74,650,000

Less Self-Supporting debt from Hotel, Utility and Sanitation -52,147,573

Net Tax Supporting Debt Outstanding $22,502,422

______________________________________________________________________________Annual Budget


244

FY20 FY21 FY21 FY22



Revenue/Resources

411-400005 Current Tax Collections 1,258,417 2,008,793 1,948,529 2,246,282

411-400010 Delinquent Taxes 16,610 - 12,000 -

411-400025 Penalty & Interest 10,110 - 12,000 -

411-400030 Rendition Penalty 866 - 1,200 -

411-404000 Interest Income 194 - 9 -

411-406319 Transfer from 2020 CO Bond 3,623 - - -

411-408000 Bond Proceeds 2,922 - - -



Expenditures/Uses

411-4001-00-5001 Principal Debt Payments 674,893 1,299,646 1,299,646 1,574,733


411-4001-00-5003 Agent Fees 640 1,200 800 1,500


Total Revenue Over Expenditures (11,236) 109,306 (104,564) (94,561)

Ending Fund Balance 383,184$ 273,878$ 278,621$ 184,060$

Debt Service Fund - 411

Tax Supported Debt

______________________________________________________________________________Annual Budget


245

Annual Fiscal Year Principal Interest Debt Service

2022 2021/2022 1,574,733 764,610 2,339,3432023 2022/2023 1,400,473 867,165 2,267,6382024 2023/2024 1,346,668 800,512 2,147,1802025 2024/2025 1,263,748 735,360 1,999,1082026 2025/2026 1,270,670 671,141 1,941,8112027 2026/2027 1,278,355 605,487 1,883,8422028 2027/2028 1,293,738 540,846 1,834,5842029 2028/2029 1,297,962 477,127 1,775,0892030 2029/2030 1,240,348 413,002 1,653,3502031 2030/2031 1,250,731 357,186 1,607,9172032 2031/2032 1,005,000 316,250 1,321,2502033 2032/2033 1,005,000 282,738 1,287,7382034 2033/2034 1,005,000 248,738 1,253,7382035 2034/2035 1,005,000 214,250 1,219,2502036 2035/2036 1,005,000 179,438 1,184,4382037 2036/2037 1,000,000 144,538 1,144,5382038 2037/2038 1,000,000 109,550 1,109,5502039 2038/2037 1,000,000 74,400 1,074,4002040 2039/2040 1,000,000 39,250 1,039,2502041 2040/2041 260,000 15,038 275,0382042 2041/2042 4,200 4,200

Grand Total 22,502,422$ 7,860,820$ 30,363,244$

Fund 411- Debt Service FundTax Supported Debt

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

Interest

Principal

Interest

Total Tax Supported Debt

______________________________________________________________________________Annual Budget


246

Par AmountRemaining General Water &

Debt Issues 9/30/2021 Fund Sewer Sanitation Hotel EMS TotalGeneral Obligation Refunding Bonds, Series 2011 680,000$ 46.04% 50.50% 2.06% 1.40% 0.00% 100%General Obligation Refunding Bonds, Series 2012 1,965,000 17.27% 82.73% 0.00% 0.00% 0.00% 100%General Obligation Refunding, Series 2013 3,660,000 0.00% 100.00% 0.00% 0.00% 0.00% 100%Tax & Revenue Certificates of Obligation, Series 2015 7,350,000 0.00% 100.00% 0.00% 0.00% 0.00% 100%General Obligation Refunding Bonds, Series 2017 3,590,000 69.22% 27.65% 1.03% 0.70% 1.40% 100%Water & Sewer System Revenue Bonds, Series 2018 7,895,000 0.00% 100.00% 0.00% 0.00% 0.00% 100%Tax & Revenue Certificates of Obligation, Series 2019 14,135,000 100.00% 0.00% 0.00% 0.00% 0.00% 100%Water & Sewer System Revenue Bonds, Series 2019 13,715,000 0.00% 100.00% 0.00% 0.00% 0.00% 100%Tax & Revenue Certificates of Obligation, Series 2020 5,230,000 100.00% 0.00% 0.00% 0.00% 0.00% 100%Water & Sewer System Revenue Bonds, Series 2020 16,430,000 0.00% 100.00% 0.00% 0.00% 0.00% 100%

74,650,000$

Outstanding Issues and Source of Payment Allocation

______________________________________________________________________________Annual Budget


247

Par AmountRemaining

Debt Issues at 9/30/2021General Obligation Refunding Bonds, Series 2011 680,000$ (Aa3)General Obligation Refunding Bonds, Series 2012 1,965,000$ (Aa3)General Obligation Refunding Bonds, Series 2013 3,660,000$ (Aa3)Tax & Revenue Certificates of Obligation, Series 2015 7,350,000$ (AA Stable)General Obligation Refunding, Series 2017 3,590,000$ (AA Stable)Water & Sewer System Revenue Bonds, Series 2018 7,895,000$ (AA Stable)Tax & Revenue Certificates of Obligation, Series 2019 14,135,000$ (AA Stable)Water & Sewer System Revenue Bonds, Series 2019 13,715,000$ (AA Stable)Tax & Revenue Certificates of Obligation, Series 2020 5,230,000$ (AA Stable)Water & Sewer System Revenue Bonds, Series 2020 16,430,000$ (AA Stable)

74,650,000$

FYE FYE FYE9/30 Principal Interest Total 9/30 Principal Interest Total 9/30 Principal Interest Total2022 5,465,000 2,518,590 7,983,590 2022 3,890,267 1,753,979 5,644,245 2022 1,574,733 764,610 2,339,3422023 5,015,000 2,478,404 7,493,404 2023 3,614,529 1,611,238 5,225,767 2023 1,400,473 867,165 2,267,6382024 4,655,000 2,277,201 6,932,201 2024 3,308,331 1,476,688 4,785,019 2024 1,346,668 800,512 2,147,1802025 4,700,000 2,079,714 6,779,714 2025 3,436,252 1,344,353 4,780,605 2025 1,263,748 735,360 1,999,1082026 4,735,000 1,874,425 6,609,425 2026 3,464,330 1,203,283 4,667,613 2026 1,270,670 671,141 1,941,8112027 4,775,000 1,661,326 6,436,326 2027 3,496,646 1,055,838 4,552,484 2027 1,278,355 605,487 1,883,8422028 4,815,000 1,447,816 6,262,816 2028 3,521,262 906,969 4,428,231 2028 1,293,738 540,846 1,834,5842029 4,065,000 1,254,754 5,319,754 2029 2,767,038 777,626 3,544,664 2029 1,297,962 477,127 1,775,0892030 3,960,000 1,082,671 5,042,671 2030 2,719,652 669,668 3,389,320 2030 1,240,348 413,002 1,653,3502031 3,975,000 928,946 4,903,946 2031 2,724,270 571,759 3,296,029 2031 1,250,731 357,186 1,607,9172032 3,620,000 803,830 4,423,830 2032 2,615,000 487,579 3,102,579 2032 1,005,000 316,250 1,321,2502033 3,620,000 695,283 4,315,283 2033 2,615,000 412,544 3,027,544 2033 1,005,000 282,738 1,287,7382034 3,620,000 589,954 4,209,954 2034 2,615,000 341,215 2,956,215 2034 1,005,000 248,738 1,253,7382035 3,620,000 483,229 4,103,229 2035 2,615,000 268,978 2,883,978 2035 1,005,000 214,250 1,219,2502036 3,095,000 383,261 3,478,261 2036 2,090,000 203,822 2,293,822 2036 1,005,000 179,438 1,184,4382037 3,085,000 290,992 3,375,992 2037 2,085,000 146,453 2,231,453 2037 1,000,000 144,538 1,144,5382038 3,085,000 198,723 3,283,723 2038 2,085,000 89,172 2,174,172 2038 1,000,000 109,550 1,109,5502039 2,625,000 114,342 2,739,342 2039 1,625,000 39,941 1,664,941 2039 1,000,000 74,400 1,074,4002040 1,860,000 48,926 1,908,926 2040 860,000 9,675 869,675 2040 1,000,000 39,250 1,039,2502041 260,000 15,039 275,039 2041 0 0 0 2041 260,000 15,038 275,0382042 4,201 4,201 2042 0 0 0 2042 4,200 4,200

Total 74,650,000$ 21,231,622$ 95,881,622$ Total 52,147,573$ 13,370,776$ 65,518,352$ Total 22,502,422$ 7,860,820$ 30,363,244$

Total Debt Service Self Supporting Debt Service Tax Supported Debt Service

Total Outstanding Debt Obligations

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Fund 411- Debt Service FundTax Supported Debt

BALANCE FY22 OUTSTANDING FY22 FY22 TOTAL

DEBT ISSUED 09/30/21 PRINCIPAL INTEREST REQUIRED

Series 2011, GO Refunding Bonds 313,071 101,288 10,497 111,785

Series 2012, General Obligation Refunding 339,355 162,338 4,961 167,299

Series 2017, General Obligation Refunding 2,484,996 301,107 75,052 376,159

Series 2019, Tax & Revenue Certificates of Obligation 14,135,000 745,000 539,525 1,284,525

Series 2020, Tax & Revenue Certificates of Obligation 5,230,000 265,000 134,575 399,575

TOTAL 22,502,422$ 1,574,733$ 764,610$ 2,339,343$

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249

The City of Alvin has no statutory debt limit. However, in the State of Texas, General Obligation bondsmust be approved in an election with the majority of the votes cast being in favor of the issuance of bonds.

As of September 30, 2021, the following long-term debt issues are:

Principal Debt Issue Balance

General Obligation Bonds Series 2011, General Obligaton Refunding Bonds 313,071 Series 2012, General Obligation Refunding Bonds 339,355 Series 2017, General Obligation Refunding Bonds 2,484,996

Bonds 3,137,422$

Certificates of ObligationSeries 2019, Tax & Revenue Certificates of Obligation 14,135,000 Series 2020 Tax & Revenue Certificates of Obligation 5,230,000

Certificates of Obligation 19,365,000$

Total General Long-Term Debt 22,502,422$

Tax Supported Debt ServiceG.O. LONG-TERM DEBT OVERVIEW

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250

City of Alvin, Series 2011 General Obligation Refunding BondsDate of Issuance: 5/15/2011Orginal Issue: $9,110,000 (46.04% Debt Service, 50.50% Enterprise Debt, Sanitation 2.06%, Hotel/Motel 1.40%)Interest Rate: 3.00% - 4.00%


2021/2022 101,288 10,497 111,7852022/2023 36,832 7,735 44,5672023/2024 39,134 6,215 45,3492024/2025 25,322 4,926 30,2482025/2026 25,322 3,913 29,2352026/2027 27,624 2,854 30,4782027/2028 27,624 1,750 29,3742028/2029 29,926 599 30,525

Total 313,071$ 38,489$ 351,561$

Tax Supported Debt Service Fund

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251

City of Alvin, Series 2012 General Obligation Refunding BondsDate of Issuance: 5/17/2012Orginal Issue: $9,245,000 (17.27% Debt Service, 82.73% Enterprise Debt)Interest Rate: 1.00% - 2.00%


2021/2022 162,338 4,961 167,2992022/2023 121,754 2,323 124,0762023/2024 55,264 553 55,817

Total 339,355$ 7,836$ 347,192$


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252

City of Alvin, Series 2017 General Obligation Refunding BondsDate of Issuance: 6/1/2019Orginal Issue: $4,325,000(69.22% Debt Service, 27.65% Enterprise Debt, Sanitation 1.03%, Hotel/Motel .70%, EMS 1.40%)Interest Rate: 3%


2021/2022 301,107 75,052 376,1592022/2023 231,887 67,057 298,9442023/2024 242,270 59,944 302,2142024/2025 228,426 52,884 281,3102025/2026 235,348 45,928 281,2762026/2027 245,731 37,483 283,2142027/2028 256,114 27,446 283,5602028/2029 263,036 18,378 281,4142029/2030 235,348 10,902 246,2502031/2031 245,729 3,686 249,415

Total 2,484,996$ 398,760$ 2,883,756$


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253

City of Alvin, Series 2019 Tax & Revenue Certificates of ObligationDate of Issuance: 6/1/2019Orginal Issue: $14,880,000(100% General Fund)Interest Rate: 5%


2021/2022 745,000 539,525 1,284,5252022/2023 745,000 502,275 1,247,2752023/2024 745,000 465,025 1,210,0252024/2025 745,000 427,775 1,172,7752025/2026 745,000 390,525 1,135,5252026/2027 745,000 353,275 1,098,2752027/2028 745,000 316,025 1,061,0252028/2029 745,000 278,775 1,023,7752029/2030 745,000 241,525 986,5252030/2031 745,000 211,725 956,7252031/2032 745,000 189,375 934,3752032/2033 745,000 167,025 912,0252033/2034 745,000 144,675 889,6752034/2035 745,000 122,325 867,3252035/2036 745,000 99,975 844,9752036/2037 740,000 77,700 817,7002037/2038 740,000 55,500 795,5002038/2039 740,000 33,300 773,3002039/2040 740,000 11,100 751,100

Total 14,135,000$ 4,627,425$ 18,762,425$


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254

City of Alvin, Series 2020 Tax & Revenue Certificates of ObligationDate of Issuance: 8/27/2020Orginal Issue: $5,230,000(100% General Fund)1.00% - 4.00%


2021/2022 265,000 134,575 399,5752022/2023 265,000 123,975 388,9752023/2024 265,000 113,375 378,3752024/2025 265,000 102,775 367,7752025/2026 265,000 92,175 357,1752026/2027 260,000 81,675 341,6752027/2028 265,000 73,825 338,8252028/2029 260,000 65,975 325,9752029/2030 260,000 55,575 315,5752030/2031 260,000 45,175 305,1752031/2032 260,000 38,675 298,6752032/2033 260,000 35,913 295,9132033/2034 260,000 32,663 292,6632034/2035 260,000 28,925 288,9252035/2036 260,000 24,863 284,8632036/2037 260,000 20,638 280,6382037/2038 260,000 16,250 276,2502038/2039 260,000 11,700 271,7002039/2040 260,000 7,150 267,1502040/2041 260,000 2,438 262,438

Total 5,230,000$ 1,108,313$ 6,338,313$


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255

The City of Alvin has no statutory debt limit. In June, 2011 the City of Alvin issued Tax and Revenue

Certificates of Obligation. As of September 30, 2020, the following long-term debt issues are;

Principal

Debt Issue Balance

General Obligation Refunding

Series 2017, General Obligation Refunding Bonds 50,260

Certificates of Obligation 50,260$

Total Debt payable from W/S Revenue 50,260$

Long-Term Debt OverviewPayable from EMS Revenue

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256

City of Alvin, Series 2017, General Obligation Refunding BondsDate of Issuance: 12/1/2017Orginal Issue: $4,325,000(69.22% Debt Service, 27.65% Enterprise Debt, Sanitation 1.03%, Hotel/Motel .70%, EMS 1.40%)Interest Rate: 3.00%

AnnualFiscal Year Princip Intere Debt Service

2021/2022 6,090 1,518 7,6082022/2023 4,690 1,356 6,0462023/2024 4,900 1,212 6,1122024/2025 4,620 1,069 5,6892025/2026 4,760 929 5,6892026/2027 4,970 758 5,7282027/2028 5,180 555 5,7352028/2029 5,320 372 5,6922029/2030 4,760 221 4,9812030/2031 4,970 75 5,045

Total 50,260$ 8,065$ 58,325$

Long-Term Debt Payable from EMS Revenue

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257



General Obligation Bonds Series 2011, General Obligaton Refunding Bonds 14,008 Series 2017, General Obligation Refunding Bonds 41,355

Bonds 55,363$

Total General Long-Term Debt 55,363$

The City of Alvin has no statutory debt limit. However, in the State of Texas, General Obligationbonds must be approved in an election with the majority of the votes cast being in favor of the

Long- Term Debt OverviewPayable from Sanitation Revenue

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258

Long Term DebtPayable from Sanitation Revenue


AnnualFiscal Year Principa Interes Debt Service

2021-2022 4,532 470 5,002 2022-2023 1,648 347 1,995 2023-2024 1,751 279 2,030 2024-2025 1,133 221 1,354 2025-2026 1,133 175 1,308 2026-2027 1,236 128 1,364 2027-2028 1,236 79 1,315 2028-2029 1,339 27 1,366

Total 14,008$ 1,726$ 15,734$

______________________________________________________________________________Annual Budget


259

City of Alvin, Series 2017 General Obligation Refunding BondsDate of Issuance: 12/1/2017Orginal Issue: $4,325,000(69.22% Debt Service, 27.65% Enterprise Debt, Sanitation 1.03%, Hotel/Motel .70%, EMS 1.40%)Interest Rate: 3.00%

AnnualFiscal Year Princip Inter Debt Service

2021-2022 4,481 1,117 5,598 2022-2023 3,451 998 4,449 2023-2024 3,605 892 4,497 2024-2025 3,399 787 4,186 2025-2026 3,502 683 4,185 2026-2027 3,657 557 4,214 2027-2028 3,811 408 4,219 2028-2029 3,914 273 4,187 2029-2030 3,502 162 3,664 2030-2031 3,657 55 3,712

Total 36,977$ 5,930$ 42,909$

Long Term DebtPayable from Sanitation Revenue

______________________________________________________________________________Annual Budget


260

The City of Alvin has no statutory debt limit. However, in the State of Texas, General Obligation bondsmust be approved in an election with the majority of the votes cast being in favor of the issuance of bonds.



General Obligation Bonds Series 2011, General Obligation Refunding Bonds 343,400 Series 2012, General Obligation Refunding Bonds 1,625,644 Series 2013, General Obligation Refunding Bonds 3,660,000 Series 2017, General Obligation Refunding Bonds 992,634

GO Bonds 6,621,678$

Certificate of ObligationSeries 2015, Tax & Revenue Certificates of Obligation Bond 7,350,000

7,350,000$

Revenue BondSeries 2018, Water & Sanitary Sewer Revenue Bond 7,895,000 Series 2019, Water & Sanitary Sewer Revenue Bond 13,715,000 Series 2020, Water & Sanitary Sewer Revenue Bond 16,430,000

Revenue Bonds 38,040,000$

Total Debt payable from W/S Revenue 52,011,678$

Long-Term Debt OverviewPayable from Water/Sewer Revenue

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261

AnnualFiscal Year Principal Interest Debt Service

2021/2022 3,869,040 1,749,795 5,618,8352022/2023 3,601,275 1,607,623 5,208,8982023/2024 3,294,435 1,473,507 4,767,9422024/2025 3,424,020 1,341,579 4,765,5992025/2026 3,451,785 1,200,911 4,652,6962026/2027 3,483,458 1,053,929 4,537,3872027/2028 3,507,605 905,594 4,413,1992028/2029 2,752,895 776,749 3,529,6442029/2030 2,709,010 669,174 3,378,1842030/2031 2,713,155 571,591 3,284,7462031/2032 2,615,000 487,578 3,102,5782032/2033 2,615,000 412,544 3,027,544 2033/2034 2,615,000 341,216 2,956,2162034/2035 2,615,000 268,978 2,883,9782035/2036 2,090,000 203,822 2,293,8222036/2037 2,085,000 146,453 2,231,4532037/2038 2,085,000 89,172 2,174,1722038/2039 1,625,000 39,941 1,664,9412039/2040 860,000 9,675 869,675

Grand Total 52,011,678$ 13,349,836$ 65,361,514$

Long-Term Debt

Amortization Schedule- Grand Total of All Debt

Payable from Water/Sewer Revenue

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

Interest

PrincipalInterest

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262


AnnualFiscal Year Principa Interest Debt Service

2021/2022 111,100 11,514 122,6142022/2023 40,400 8,484 48,8842023/2024 42,925 6,818 49,7432024/2025 27,775 5,404 33,1792025/2026 27,775 4,293 32,0682026/2027 30,300 3,132 33,4322027/2028 30,300 1,920 32,2202028/2029 32,825 657 33,482

Total 343,400$ 42,222$ 385,622$

Long-Term Debt Payable from Water/Sewer Revenue

______________________________________________________________________________Annual Budget


263

City of Alvin, Series 2012 General Obligation Refunding BondsDate of Issuance: 5/17/2012Orginal Issue: $9,245,000 (17.27% Debt Service, 82.73% Enterprise Debt)Interest Rate: 3.00% - 2.00%


2021/2022 777,662 23,764 801,4262022/2023 583,247 11,127 594,3742023/2024 264,735 2,647 267,382

Total 1,625,644$ 37,537$ 1,663,181$


______________________________________________________________________________Annual Budget


264

City of Alvin, Series 2013 General Obligation Refunding BondsDate of Issuance: 11/5/2013Orginal Issue: $5,005,000Interest Rate: 2.9548% - 4.300%


2021/2022 240,000 104,600 344,6002022/2023 265,000 97,139 362,1392023/2024 270,000 89,235 359,2352024/2025 685,000 75,126 760,1262025/2026 710,000 54,516 764,5162026/2027 735,000 33,168 768,1682027/2028 755,000 11,154 766,154

Total 3,660,000$ 464,938$ 4,124,938$


______________________________________________________________________________Annual Budget


265

City of Alvin, Series 2015, Tax & Revenue Certificates of ObligationDate of Issuance: 5/12/2015Orginal Issue: $10,000,000 (100% UF)Interest Rate: 2.00% - 3.25%

AnnualFiscal Year Principa Interest Debt Service

2021/2022 525,000 221,156 746,1562022/2023 525,000 205,406 730,4062023/2024 525,000 192,281 717,2812024/2025 525,000 181,453 706,4532025/2026 525,000 165,375 690,3752026/2027 525,000 144,375 669,3752027/2028 525,000 123,375 648,3752028/2029 525,000 105,000 630,0002029/2030 525,000 89,250 614,2502030/2031 525,000 73,500 598,5002031/2032 525,000 57,750 582,7502032/2033 525,000 41,672 566,6722033/2034 525,000 25,266 550,2662034/2035 525,000 8,531 533,531

Total 7,350,000$ 1,634,390$ 8,984,390$


______________________________________________________________________________Annual Budget


266

City of Alvin, Series 2017, General Obligation Refunding BondsDate of Issuance: 12/14/2017Orginal Issue: $10,815,000 (100% UF)Interest Rate: 3.80%


2021/2022 120,278 29,980 150,2582022/2023 92,628 26,786 119,4142023/2024 96,775 23,945 120,7202024/2025 91,245 21,115 112,3602025/2026 94,010 18,346 112,3562026/2027 98,158 14,973 113,1312027/2028 102,305 10,964 113,2692028/2029 105,070 7,342 112,4122029/2030 94,010 4,355 98,3652030/2031 98,155 1,472 99,627

Total 992,634$ 159,284$ 1,151,918$


______________________________________________________________________________Annual Budget


267

City of Alvin, Series 2018, Water & Sanitary Sewer System Revenue BondDate of Issuance: 8/21/2018Orginal Issue: $9,290,000Interest Rate: 3.00% - 4.00%


2021/2022 465,000 272,256 737,2562022/2023 465,000 253,656 718,6562023/2024 465,000 235,056 700,0562024/2025 465,000 216,456 681,4562025/2026 465,000 197,856 662,8562026/2027 465,000 179,256 644,2562027/2028 465,000 160,656 625,6562028/2029 465,000 143,800 608,8002029/2030 465,000 129,269 594,2692030/2031 465,000 115,319 580,3192031/2032 465,000 101,078 566,0782032/2033 465,000 86,547 551,5472033/2034 465,000 71,725 536,7252034/2035 465,000 56,322 521,3222035/2036 465,000 40,338 505,3382036/2037 460,000 24,150 484,1502037/2038 460,000 8,050 468,050

Total 7,895,000$ 2,291,790$ 10,186,790$


______________________________________________________________________________Annual Budget


268

City of Alvin, Series 2019, Water & Sanitary Sewer System Revenue BondsDate of Issuance: 6/1/2019Orginal Issue: $15,245,000Interest Rate: 3.00% - 5:00%


2021/2022 765,000 522,225 1,287,2252022/2023 765,000 483,975 1,248,9752023/2024 765,000 445,725 1,210,7252024/2025 765,000 407,475 1,172,4752025/2026 765,000 369,225 1,134,2252026/2027 765,000 330,975 1,095,9752027/2028 765,000 292,725 1,057,7252028/2029 760,000 258,400 1,018,4002029/2030 760,000 228,000 988,0002030/2031 760,000 197,600 957,6002031/2032 760,000 171,000 931,0002032/2033 760,000 148,200 908,2002033/2034 760,000 125,400 885,4002034/2035 760,000 102,600 862,6002035/2036 760,000 79,800 839,8002036/2037 760,000 57,000 817,0002037/2038 760,000 34,200 794,2002039/2040 760,000 11,400 771,400

Total 13,715,000$ 4,265,925$ 17,980,925$


______________________________________________________________________________Annual Budget


269

City of Alvin, Series 2020 Tax & Revenue Certificates of ObligationDate of Issuance: 11/1/2021Orginal Issue: $16,430,000(100% Utility Fund)2.125% - 5.00%


2021/2022 865,000 564,300 1,429,3002022/2023 865,000 521,050 1,386,0502023/2024 865,000 477,800 1,342,8002024/2025 865,000 434,550 1,299,5502025/2026 865,000 391,300 1,256,3002026/2027 865,000 348,050 1,213,0502027/2028 865,000 304,800 1,169,8002028/2029 865,000 261,550 1,126,5502029/2030 865,000 218,300 1,083,3002030/2031 865,000 183,700 1,048,7002031/2032 865,000 157,750 1,022,7502032/2033 865,000 136,125 1,001,1252033/2034 865,000 118,825 983,8252034/2035 865,000 101,525 966,5252035/2036 865,000 83,684 948,6842036/2037 865,000 65,303 930,3032037/2038 865,000 46,922 911,9222038/2039 865,000 28,541 893,5412039/2040 860,000 9,675 869,675

Total 16,430,000$ 4,453,750$ 20,883,750$


______________________________________________________________________________Annual Budget


270

As of September 30, 2020 the following long-term debt issues are:


General Obligation Bonds Series 2011, General Obligaton Refunding Bonds 9,520 Seris 2017, General Obligation Refunding Bonds 25,130

Bonds 34,650$

Total General Long-Term Debt 34,650$

The City of Alvin has no statutory debt limit. However, in the State of Texas, General Obligation bonds must be approved in an election with the majority of the votes cast being in favor of the issuance of bonds.

Long- Term Debt OverviewPayable from Hotel Motel Tax Revenue

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271


AnnualFiscal Year Principal Interest Debt Service2021-2022 3,080 319 3,399 2022-2023 1,120 235 1,355 2023-2024 1,190 189 1,379 2024-2025 770 150 920 2025-2026 770 119 889 2026-2027 840 87 927 2027-2028 840 53 893 2028-2029 910 18 928

9,520$ 1,170$ 10,690$

Long-Term DebtPayable from Hotel/Motel Tax Revenue

______________________________________________________________________________Annual Budget


272

City of Alvin, Series 2017 General Obligation Refunding BondsDate of Issuance: 12/1/2017Orginal Issue: $4,325,000(69.22% Debt Service, 27.65% Enterprise Debt, Sanitation 1.03%, Hotel/Motel .70%, EMS 1.40%Interest Rate: 3.00%

AnnualFiscal Year Principal Interest Debt Service2021-2022 3,045 759 3,804 2022-2023 2,345 678 3,023 2023-2024 2,450 606 3,056 2024-2025 2,310 535 2,845 2025-2026 2,380 464 2,844 2026-2027 2,485 379 2,864 2027-2028 2,590 278 2,868 2028-2029 2,660 186 2,846 2029-2030 2,380 110 2,490 2030-2031 2,485 37 2,522

25,130$ 4,032$ 29,162$

Long-Term DebtPayable from Hotel/Motel Tax Revenue

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273


______________________________________________________________________________Annual Budget



274

Bond Funds

These funds are used to account for revenues and expenditures for capital projects funded by bonds.

______________________________________________________________________________Annual Budget


275

2015 CO

2018 W&S

2019 W&S

2019 CO

2020 CO

2020 W&S

FY22 W&S Total

DrainageMoller Road Storm Sewer and Pavement Ph. 1 1,292,299$ 1,292,299$ Moller Road Storm Sewer and Pavement Ph. 2 381,980 3,700,000$ 4,081,980 Moller Road Storm Sewer and Pavement Ph. 3 95,756 95,756 Total Drainage - - - 1,770,035 3,700,000 - - 5,470,035

ParksPearson Park Capital Improvement Rec. 1,801,341 1,801,341 Misc 4,285 4,285 Total Parks - - - - 1,805,626 - - 1,805,626

FacilitiesFire / EMS Station 14,369,964 14,369,964 Unallocated 99,553 99,553 Total Facilities - - - 14,469,517 - - - 14,469,517

WaterWater Line Improvements Phase 1 922,985$ 768,203$ 1,691,188 Water Line Improvements Phase 2 1,763,593 1,763,593 Water Line Improvements Phase 3 975,289 3,303,900$ 4,279,189 Water Plant #4 Ground Storage Tank Repl. 113,827 113,827 Water Plant #6 Ground Storage Tank Repl. 2,776,905 2,776,905 Water Line Improvements Phase 4 129,804 157,974 13,027 300,805 Fire Hydrant Connection RetrofittingWater Line Improvements Phase 5Water Line Improvements Phase 6Water Line Improvements Phase 7Total Water - 3,943,521 3,665,059 - - 3,316,927 - 10,925,507

WastewaterFairway & South Water Line Imp. 1,643,080 1,643,080 Lift Station 30 Exp. & Hwy. 35 Bypass Mains 679,865 5,777,300 4,287,600 10,744,765 54" Eastside Interceptor 2,213,365 6,251,200 10,148,250 18,612,815 Peak Flow Storage Basin at WWTP 768,307 768,307 Lift Station 23 Expansion 1,389,800 2,400,000 3,789,800 Lift Station 14 & 17 Rehabilitation 1,093,317 1,093,317 WWTP Critical Improvements 2,400,000 2,400,000 Bond costs 9,500 9,500 Total Wastewater 1,389,800 5,629,627 12,796,807 - - 14,445,350 4,800,000 39,061,584

Total 1,389,800$ 9,573,148$ 16,461,866$ 16,239,552$ 5,505,626$ 17,762,277$ 4,800,000$ 71,732,269$

Prior Bond Sales and FY22 Bond Sale

______________________________________________________________________________Annual Budget


276

$10,130,700

Project Total

RESOURCES To Date Projected

Bond Proceeds Net Issuance Cost 10,144,753$ 10,144,753$

Revenues:

Interest Earned FY16 30,663 30,663





Interest Earned FY21 498 498

Transfer to Utility Projects Fund (94,461) (94,461)

10,474,441$ 10,474,441$

Original Amended Final

Project Project Project Total

EXPENDITURES Estimations Estimations To Date Projected Balance

Automated Meter Reading System 2,590,700$ 2,713,261$ 2,713,261$ 2,713,261$ ‐$

WWTP Phase II 7,540,000 5,449,366 5,449,366 5,449,366 ‐

Bar Screen @ WWTP 213,562 213,562 213,562 ‐

Sludge Removal 161,830 161,830 161,830 ‐

Lift Station 23 Expansion 1,389,800 797,099 1,389,800 592,701

Vactor Trailer Jet 59,330 59,330 59,330 ‐

Bond Issuance Costs 2,150 2,150 2,150 ‐

Fire Department Radio Antennas 10,899 10,802 10,899 97

Unallocated 14,053 474,231 474,243 474,243

Total Expenditures 10,144,753$ 10,474,429$ 9,407,401$ 10,474,441$ 1,067,040$

1,067,040$ ‐$

Total Resources

Fund 235 ‐ Series 2015 Tax & Revenue Certificate of Obligation Bonds

______________________________________________________________________________Annual Budget


277

Project TotalRESOURCES To Date Projected


Revenues

Accrued Interest 19,828 19,828

FY19 Interest Earned 195,291 195,291


FY19 Interest Earned 711 711

9,573,163$ 9,573,163$

Original Amended FinalProject Project Project Total


Fairway & South Water Line Imp. 530,000$ 1,643,080$ 1,643,080$ 1,643,080$ ‐$

Waterline Imp.‐ Phase I 1,300,000 922,985 852,031 922,985 70,954

Waterline Imp.‐ Phase 4 (design) 129,804 129,804 129,804

Water Plant #4 Tank Replacement 2,219,827 113,827 113,827 113,827

Water Plant #6 Tank Replacement 3,159,000 2,776,905 2,305,501 2,776,905 471,404

Lift Station #14 & 17 Rehab 1,560,000 1,093,317 1,013,861 1,093,317 79,456

LS #30 Expansion & Hwy 6 Gravity Mains 670,000 679,865 567,769 679,865 112,096 54" Eastside Interceptor 2,076,000 2,213,365 1,214,535 2,213,365 998,830

Miscellaneous 12,277 ‐ 15 ‐


1,976,386$ ‐$

Fund 236 ‐ Series 2018 Water & Sewer System Revenue Bonds

$9,290,000

Total Resources

______________________________________________________________________________Annual Budget


278

Project TotalRESOURCES To Date Projected


Revenues


FY20 Interest Earned 142,863 142,863 FY21 Interest Earned 5,279 5,279

16,461,996$ 16,461,996$


Project Project Project TotalEXPENDITURES Estimations Estimations To Date Projected Balance

Eastside Interceptor 5,898,880$ 6,251,200$ 6,251,200$ 6,251,200$

Lift Station 30 Expansion Hwy 35 5,777,300 5,777,300 5,777,300 5,777,300

Waterline Improvements Phase 1 839,074 839,074 839,074 839,074 0

Waterline Improvements Phase 2 3,687,038 1,763,593 679,631 1,763,593 1,083,962

Waterline Improvements Phase 3 975,289 40,859 975,288 934,429

Waterline Improvements Phase 4 87,103 87,103 87,103

Peak Flow Storage Basin 768,307 768,307 768,307

Unallocated ‐ 130 130


14,902,432$ ‐$

Fund 237 ‐ Water & Sewer System Revenue Bonds

Total Resources

$16,200,000

______________________________________________________________________________Annual Budget


279

Fund 318 ‐ Tax & Revenue Certificates of Obligation

$16,000,000

Project Total



Revenues




16,239,611$ 16,239,611$




Fire & EMS Construction

Construction (DivisionOne) 12,456,750$ 11,292,504$ 10,646,732$ 11,292,504$ 645,772$

Contingency (DivisionOne) 250,000 381,396 ‐ 381,396 381,396

Project Management (AGCM) ‐ 216,766 219,396 216,766 (2,630)

Environmental/GeoTechnical (Alpha Testing) 23,000 22,062 22,062 22,062 ‐

Reimbursables/Printing/Courier 12,000 12,000 ‐ 12,000 12,000

PC Care ‐ 8,638 8,638 8,638 ‐

Elec, Gas, Data Svc Connection (Centerpoint) 40,000 100,000 56,135 100,000 43,865

Furniture/Fixtures/Equipment 250,000 250,000 250,000 250,000

Construction Material Testing (Alpha Testing) 40,000 79,968 56,988 79,968 22,980

Mechanical System Testing & Balancing 18,000 18,000 18,000 18,000

Windstorm Certificate 24,000 24,000 24,000 24,000

Energy Code Commissionin 12,000 12,000 12,000 12,000

Accessibility Review & Inspections 4,000 4,000 4,000 4,000

IT Network Switches ‐ 50,000 50,000 50,000

Traffic Study 15,000 ‐ ‐ ‐

Additional Land Purchase ‐ 135,000 135,000 135,000 ‐

Fire Truck ‐ 1,424,686 1,424,686 1,424,686 ‐

Moller Road Phase 1 1,800,000 1,292,299 1,292,299 1,292,299

Moller Road Phase 2 (construction) 477,736 477,736 477,736

Unallocated ‐ 438,556 438,556 438,556


3,669,974$ ‐$

Total Resources

______________________________________________________________________________Annual Budget


280

Fund 319 ‐ Tax & Revenue CO's

Project Total



Revenues

Accrued Interest FY20 1,341 1,341


5,505,992$ 5,505,992$




Moller Road Phase 2 3,700,000$ 3,700,000$ 3,700,000$ ‐$

Park Improvements (Lighting) 1,472,115 1,472,115 1,268,297 1,472,115 ‐

Park Improvements‐ Concession Stand 327,885 327,885 327,885 ‐

Misc. (Parks) ‐ 1,341 1,341 ‐

Unallocated 4,651 4,651 ‐

Total Expenditures 5,500,000$ 5,505,992$ 1,268,297$ 5,505,992$ ‐$

4,237,695$ ‐$

Total Resources

$16,200,000

______________________________________________________________________________Annual Budget


281

Fund 238 ‐ 2020 Water & Sewer System Revenue Bonds

$17,739,750

Project Total



Revenues


17,763,459$ 17,763,458$




Eastside Interceptor 10,148,250$ 10,148,250$ 10,148,250$

Lift Station 30 Expansion Hwy 35 4,287,600 4,287,600 4,287,600

Water Improvements Phase III 3,303,900 3,303,900 3,303,900

Bond Issuance Costs 9,500 9,500 9,500 ‐

Unallocated 14,208 14,208 14,208

Total Expenditures ‐$ 17,763,458$ 9,500$ 17,763,458$ 17,753,958$

17,753,959$ ‐$

Total Resources

______________________________________________________________________________Annual Budget


282

Enterprise Funds

Utility Fund (211)

Utility Debt Service Fund (209)

Impact Fees (210)

Utility Project Fund (220)

Sanitation Fund (212)

Emergency Medical Services Fund (213)

______________________________________________________________________________Annual Budget


283

Utility Operating

FundUtility

Debt FundUtility

Project FundImpact

Fee Fund Total

Water 5,814,003$ 5,814,003$

Sewer 6,346,207 6,346,207

Investment Income 25,000 1,000 1,000 175 27,175

Rental Income 189,500 189,500

Impact Fees 1,000,000 1,000,000

Transfers 251,217 6,308,826 6,560,043 12,625,927$ 6,309,826$ 1,001,000$ 175$ 19,936,928$

All Utility FundsRevenues by Type

Total Revenues: $19,936,928

Water29%

Sewer32%

Impact Fees5.0%

Other 1%

Transfers In33%

______________________________________________________________________________Annual Budget


284

Utility Operating

FundUtility Debt

Fund

Utility Projects

FundImpact Fee

Fund TotalPersonnel 1,901,886$ 1,901,886$ Materials & Supplies 584,458 584,458 Contractual Services 1,280,984 90,000 1,370,984 Capital Outlay 493,547 117,342 1,900,000 2,510,889 Debt 5,691,836 5,691,836 Transfers Out 8,365,052 8,365,052 Total 12,625,927$ 5,691,836$ 207,342$ 1,900,000$ 20,425,105$

Total Expenditures: $20,425,105

Expenditures by TypeAll Utility Funds

Personnel9%


3%


7%

Capital Outlay12%

Debt 28%

Transfers Out41%

______________________________________________________________________________Annual Budget


285

Utility Fund

Sewer Utility Supervisor

Public Services DirectorBrandon Moody


Water Utility Supervisor

WWTP Chief Operator

Executive Secretary

Code Compliance Officer II

Code Compliance Officer I (2)


Part-time position

Utilities Superintendent

Utility Worker II (3)(1 adopted)*

Utility Worker I (6) (2 adopted)*

Utility Worker II (3)

Utility Worker I (6)

WWTP Operator (3)

Utility Worker I (1)

______________________________________________________________________________Annual Budget


286

FY20 FY21 FY21 FY22



Revenue/Resources

TCEQ Permit Fees 44,209 43,000 43,994 45,000

Grant Proceeds - - - -

Credit Card Service Fee 61,731 50,000 102,004 100,000

BCGCD Passthrough Fees 28,506 30,000 28,387 30,000

Penalty - Water 68,572 50,000 75,096 75,000

Penalty - Sewer 74,480 60,000 85,379 85,000

Sale of Water Meters 65,650 50,000 83,474 85,000

Sewer 5,467,688 5,700,000 6,044,819 6,210,207

Tapping Fee - Sewer 1,050 1,000 825 1,000

Tapping Fee - Water 11,152 5,000 11,655 11,000

Water 4,993,723 4,845,000 5,351,518 5,568,003

Senior Water Discount (27,034) (49,393) (49,845) (50,000)

Investment Earnings 81,029 100,000 25,000 25,000

Rental Income 3,600 3,000 2,400 2,400

Transfer from Sanitation Fund 66,281 80,893 80,893 83,700

Transfer from 2015 W&F Fund 161,830 - - -

Transfer from CRF Fund - - - 167,517

Other Income 288,317 182,167 186,246 187,100



Expenditures/Uses

Water 925,065 1,164,133 1,170,854 1,468,018

Sewer 810,594 930,585 849,364 1,025,498

Wastewater Treatment Plant 736,959 879,742 880,602 1,260,611

Administration 273,848 388,203 314,680 424,833

Billing & Collection 322,585 420,428 401,787 465,966

Public Services Facility 60,535 79,142 72,468 97,472

Code Enforcement Division 123,902 93,432 86,709 74,436

Other Requirements/Interfund Transfers 4,673,284 7,963,261 7,957,169 7,809,093


Total Revenue Over Expenditures 3,464,011 (768,260) 338,210 0

Ending Balance 7,219,601$ 6,451,341$ 7,557,811$ 7,557,811$

UTILITY OPERATING FUND - 211

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


287

FY20 FY21 FY21 FY22


License & Permit Fees

211-400565 TCEQ Permit Fees 44,209$ 43,000$ 43,994$ 45,000$

Total License & Permits 44,209 43,000 43,994 45,000

Charges for Service

211-402060 Credit Card Service Fee 61,731 50,000 102,004 100,000

211-402065 BCGCD Passthrough Fees 28,506 30,000 28,387 30,000

211-402115 Penalty - Water 68,572 50,000 75,096 75,000

211-402120 Penalty - Sewer 74,480 60,000 85,379 85,000

211-402130 Sale Of Water Meters 65,650 50,000 83,474 85,000

211-402140 Sewer Revenue 5,467,688 5,700,000 6,044,819 6,210,207

211-402150 Tapping Fee - Sewer 1,050 1,000 825 1,000

211-402155 Tapping Fee - Water 11,152 5,000 11,655 11,000

211-402160 Water Revenue 4,993,723 4,845,000 5,351,518 5,568,003

211-402161 Senior Water Discount (27,034) (49,393) (49,845) (50,000)

Total Charges for Service 10,745,517 10,741,607 11,733,312 12,115,210

Investment Earnings

211-404000 Interest Income 81,029 100,000 25,000 25,000

Total Investment Earnings 81,029 100,000 25,000 25,000

Rental Income

211-405000 Rental Income - City Property 3,600 3,000 2,400 2,400

Total Rental Income 3,600 3,000 2,400 2,400

Other Income

211-409035 Fire Hydrant Rental 7,379 7,000 9,237 9,000

211-409050 Return Check Fee 3,500 3,000 3,045 3,000

211-409075 Miscellaneous Income (714) 6,167 854 1,000

211-409090 Reconnect Fee 14,500 20,000 13,200 15,000

211-409135 Cleaning Fee 1,034 3,000 1,100 1,100

211-409141 Stormwater Permit Fees 16,380 10,000 14,850 13,000

211-409160 Sludge Disposal 159,338 60,000 63,771 65,000

211-409161 Effluent Fees 86,900 73,000 80,190 80,000

Total Other Income 288,317 182,167 186,246 187,100

Interfund Transfers

211-406212 Transfer from Sanitation Fund 66,281 80,893 80,893 83,700

211-406235 Transfer from 2015 W&S Bond Fund 161,830 - - -



Total Utility Operating Fund 11,390,782$ 11,150,667$ 12,071,844$ 12,625,927$

UTILITY OPERATING FUND - 211

Revenue Detail

______________________________________________________________________________Annual Budget


288

Utility Operating Fund Summary

FY21 FY22


6001 Water 1,164,133$ 1,468,018$

6002 Sewer 930,585 1,025,498

6003 Wastewater Treatment Plant 879,742 1,260,611

6004 Administration 388,203 424,833

6005 Billing & Collection 420,428 465,966

6006 Public Services Facility 79,142 97,472

6007 Code Enforcement Division 93,432 74,436

9002 Other Requirements 7,963,261 7,809,093

Total 11,918,927$ 12,625,927$

______________________________________________________________________________Annual Budget


289

FY20

ACTUAL

FY21

BUDGET

FY21

PROJECTED

FY22

BUDGET

0 500 300 500

1,200 1500 1,500 1,750

90% 95% 95% 95%

25000 ft 30000 ft 30000 ft 35000 ft

15 15 15 15

Drainage/storm sewer maintained

Mowing miles maintained

PUBLIC SERVICES


Northeast and Northwest Basins Sanitary Sewer Evaluation Study Project construction.Successfully provided clean drinking water and wastewater treatment services that achieve regulatory compliance to over

25,000 residents of Alvin.




To supply potable and palatable water, reliable sanitary sewer service in all weather, be proactive in dealing with

maintenance issues within distribution, collection, treatment, and production facilities, while continually providing the

residents, businesses, and visitors of Alvin prompt and courteous service. To enhance the City of Alvin by making it a safer

and cleaner place to live, work and play and protect the health, safety and general welfare of the residents through a

cooperative effort between the city and its citizens while providing prompt, courteous and professional service.

FY21 DEPARTMENTAL ACCOMPLISHMENTSCompleted TCEQ required Lead and Copper sampling and Federally Mandated (AWIA) America’s Water Infrastructure

Act.

Consulted with JET Engineering Services to update the Concrete and Asphalt Street Assessment.

Ensured all vehicles and equipment were repaired properly, promptly, and are safe for staff.

1.3 Continue drainage improvements. Establish a detention plan inspection program.


2.2 Undertake a comprehensive review of all codes and

ordinances with an eye to beautification.

Percentage of work orders responded to within 1 hour

Determine if zoning is an option.

Establish a strong public education program on why to

beautify and any new codes and ordinances that will affect

the citizens.

Training hours obtained by employees

Work orders processed

______________________________________________________________________________Annual Budget


290

Enterprise - Utility Fund

Utility Operating Fund/Water Division

FY21 FY22







Total 1,164,133$ 1,468,018$

Number of Number of


Utility Supervisor 26 1 1

* Utility Worker II 21 2 3

** Utility Worker I 19 4 6

Total 7 10

* Council approved 1 additional Utility Worker II position.

** Council approved 2 additional Utility Worker I positions.

______________________________________________________________________________


291

FY20 FY21 FY21 FY22


Personnel

211-6001-00-1001 Salaries 209,770$ 241,475$ 236,699$ 343,891$

211-6001-00-1005 Overtime 35,065 35,000 42,000 52,014

211-6001-00-1006 Longevity 2,751 3,249 3,128 3,823

211-6001-00-1009 TMRS 42,516 49,593 43,824 68,367

211-6001-00-1011 FICA 18,765 21,630 20,959 30,045

211-6001-00-1016 Certification & Education Pay 548 3,020 2,300 2,940

Total Personnel 309,416 353,968 348,910 501,080

Supplies


211-6001-00-2250 Uniform & Apparel 66 800 763 1,633

211-6001-00-2300 Vehicle & Equipment Supplies 380 1,000 753 3,000




211-6001-00-2475 Water Meter & Parts 73,019 50,000 104,000 75,000

211-6001-00-2500 Water/Sewer Main Repair Supplies 51,304 80,000 73,000 90,000

211-6001-00-2525 W/S Machinery & Equipment 1,115 20,000 20,000 20,000

Total Supplies 204,606 258,300 304,708 310,633




211-6001-00-3180 Dues & Memberships - 500 500 500

211-6001-00-3190 Communications 8,303 9,000 8,800 8,376

211-6001-00-3200 Utilities ** 149,422 170,000 164,000 -


211-6001-00-3270 Building/Grounds Maintenance ** 13,031 15,000 14,992 -

211-6001-00-3320 Uniform Rental 1,895 5,000 2,080 2,000

211-6001-00-3470 Regulatory Inspection Fees 28,570 30,000 29,000 30,000

211-6001-00-3480 Lab Testing Fees 9,384 12,000 11,878 12,000

211-6001-00-3490 BCGCD Water Fees 30,300 34,000 30,215 34,000


Capital Outlay



Interfund Transfers





Total Water Division 925,065$ 1,164,133$ 1,170,854$ 1,468,018$

** Moved to the Facility Maintenance Fund in FY22.

211 - Utility Fund/Water Division

______________________________________________________________________________Annual Budget


292


Utility Fund/Sewer Division

FY21 FY22







Total 930,585$ 1,025,498$

Number of Number of


Utility Supervisor 26 1 1

Utility Worker II 21 3 3

Utility Worker I 19 6 6

Total 10 10

______________________________________________________________________________


293

FY20 FY21 FY21 FY22


Personnel

211-6002-00-1001 Salaries 292,020$ 347,342$ 274,151$ 353,517$

211-6002-00-1005 Overtime 27,678 30,000 52,362 40,000

211-6002-00-1006 Longevity 1,998 2,616 1,977 2,810

211-6002-00-1009 TMRS 55,418 67,181 60,079 68,300

211-6002-00-1011 FICA 24,103 29,301 24,571 29,789


Total Personnel 402,861 479,500 414,739 497,476

Supplies


211-6002-00-2250 Uniform & Apparel 170 900 875 1,500

211-6002-00-2300 Vehicle & Equipment Supplies 92 900 640 900




211-6002-00-2500 Water/Sewer Main Repair Supplies 34,563 47,950 38,133 60,000


Total Supplies 78,001 151,750 138,934 151,350





211-6002-00-3190 Communications 10,414 11,000 10,300 10,500

211-6002-00-3200 Utilities * 82,838 88,000 87,880 -



211-6002-00-3320 Uniform Rental 1,740 2,900 2,025 1,800

211-6002-00-3480 Lab Testing Fees - - 65 -


Capital Outlay

211-6002-00-4150 Machinery & Equipment - - - 23,370


Interfund Transfers





Total Sewer Division 810,594$ 930,585$ 849,364$ 1,025,498$


211 - Utility Fund/Sewer Division

______________________________________________________________________________Annual Budget


294


Utility Fund/Wastewater Treatment Plant Division

FY21 FY22





4000 Capital Outlay 126,300 399,600


Total 879,742$ 1,260,611$

Number of Number of


WWTP Chief Operator 27 1 1

* WWTP Operator 20 2 3

Utility Worker I 19 1 1

* Maintenance Worker 16 1 0

Total 5 5

* Reclass Maintenance Worker to WWTP Operator position

______________________________________________________________________________


295

FY20 FY21 FY21 FY22


Personnel

211-6003-00-1001 Salaries 195,196 203,238 205,970 207,299

211-6003-00-1005 Overtime 15,254 12,000 16,200 15,000

211-6003-00-1006 Longevity 4,079 4,498 4,400 4,979

211-6003-00-1009 TMRS 37,100 38,889 39,896 39,686

211-6003-00-1011 FICA 15,137 16,961 16,750 17,308


Total Personnel 268,776 277,566 285,167 286,252

Supplies




211-6003-00-2250 Uniform & Apparel 376 500 395 775


211-6003-00-2350 Safety Equipment 263 750 750 1,000


211-6003-00-2500 Water/Sewer Main Repair Supplies 449 1,000 1,300 1,000


211-6003-00-2575 Lab Supplies & Chemicals 4,102 11,500 11,309 5,000

Total Supplies 97,322 123,400 122,989 102,925



211-6003-00-3170 Professional Development 855 1,500 885 1,500

211-6003-00-3180 Dues & Memberships 222 500 - 500

211-6003-00-3190 Communications 6,327 5,800 6,300 5,736

211-6003-00-3200 Utilities ** 149,302 145,000 147,000 -


211-6003-00-3270 Building/Grounds Maintenance ** 11,567 14,704 14,437 -

211-6003-00-3320 Uniform Rental 1,503 1,800 1,673 1,600


211-6003-00-3480 Lab Testing Fees 15,995 17,000 15,734 17,000

211-6003-00-3500 Sludge Disposal 85,838 66,327 64,296 84,000


Capital Outlay

211-6003-00-4150 Machinery & Equipment - 76,500 74,143 399,600

211-6003-00-9008 WWTP Upgrades - 49,800 49,800 -

Total Capital Projects - 126,300 123,943 399,600

Interfund Transfers





Total Waste Water Treatment Plant Division 736,959$ 879,742$ 880,602$ 1,260,611$

* Reclassification

211 - Utility Fund/Wastewater Treatment Plant Division

______________________________________________________________________________Annual Budget


296


Utility Fund/Administration Division

FY21 FY22






Total 388,203$ 424,833$

Number of Number of


Director of Public Services 41 1 1

Utilities Superintendent 31 1 1


Administrative Assistant III 21 1 1

Total 4 4

______________________________________________________________________________Annual Budget


297

FY20 FY21 FY21 FY22


Personnel

211-6004-00-1001 Salaries 131,354$ 215,720$ 158,114$ 238,762$

211-6004-00-1005 Overtime 1,490 2,000 6,023 2,000

211-6004-00-1006 Longevity 2,353 2,551 2,500 2,872

211-6004-00-1009 TMRS 24,154 40,102 30,097 44,277

211-6004-00-1011 FICA 10,479 17,490 12,858 19,311


211-6004-00-1017 Equipment Allowance 718 1,080 532 540

211-6004-00-1018 Auto Allowance 3,598 4,800 4,800 5,200

Total Personnel 175,767 286,224 216,524 316,022

Supplies

211-6004-00-2100 Office Supplies 1,885 2,500 2,468 3,000

211-6004-00-2125 General Supplies 405 500 491 500


211-6004-00-2250 Uniform & Apparel 250 250 312 650


Total Supplies 4,242 5,500 5,517 6,550


211-6004-00-3100 Contract Services 199 500 - 500



211-6004-00-3190 Communications 6,012 6,500 6,063 6,408

211-6004-00-3210 Postage & Freight 58 200 121 200

211-6004-00-3220 Printing Services 553 2,500 2,051 2,500


Interfund Transfers

211-6004-00-7500 Transfer to Computer Repl Fund 16,523 220 220 6,043



Total Utility Administration Division 273,848$ 388,203$ 314,680$ 424,833$

211 - Utility Fund/Administration Division

______________________________________________________________________________Annual Budget


298

Utility Billing

Utility Billing Manager

Director of Administrative Services Michael Higgins


Utility Billing Specialist

Utility Billing Clerk (2)


Part-time position

Meter Technician (2)

______________________________________________________________________________Annual Budget


299


Utility Fund/Utility Billing Division

FY21 FY22






Total 420,428$ 465,966$

Number of Number of


Utility Billing Manager 29 1 1

Utility Billing Clerk 16 2 2

Utility Billing Specialist 16 1 1

Meter Technician 17 2 2

Total 6 6

______________________________________________________________________________Annual Budget


300

FY20

ACTUAL

FY21

BUDGET

FY21

PROJECTED

FY22

BUDGET

409 445 468 704

475 506 516 792

345 388 408 812

286 318 324 168

428 460 484 556

317 337 344 248

1,058 1,322 1,392 3,032

UTILITY BILLING

Meter reprograms

New customer accounts


Implemented online credit card drafting.


DEPARTMENT DESCRIPTIONThe Utility Billing and Collections Division strives to provide the highest level of customer service to past, current and future

water, sewer and garbage account holders within the City of Alvin.


Implemented mobile service orders.

Added phone system menu for streamlining calls.

Implement once a month billing

Implement High Consumption Reporting program to enhance customer service

experienceMaintain accurate and timely billing and responsiveness to customers' needs


benchmarks

3.4

Disconnected accounts (due to moving)


Occupancy changes

Rereads

Meter installs (new construction)

Meter Change Outs

______________________________________________________________________________Annual Budget


301

FY20 FY21 FY21 FY22


Personnel

211-6005-00-1001 Salaries 169,428$ 206,368$ 201,306$ 222,647$

211-6005-00-1005 Overtime 67 1,500 - 1,500

211-6005-00-1006 Longevity 2,056 2,608 2,554 2,477

211-6005-00-1009 TMRS 29,826 36,954 36,030 39,787

211-6005-00-1011 FICA 14,155 16,117 12,335 17,353

211-6005-00-1016 Certification & Education Pay - 208 - -

Total Personnel 215,532 263,756 252,225 283,764

Supplies

211-6005-00-2100 Office Supplies 827 1,100 1,099 1,100

211-6005-00-2125 General Supplies 772 1,000 999 1,500

Total Supplies 1,599 2,100 2,098 2,600



211-6005-00-3170 Professional Development - 4,500 1,500 5,700

211-6005-00-3180 Dues & Memberships - 150 - 300

211-6005-00-3190 Communications 5,443 6,900 6,700 6,840

211-6005-00-3210 Postage & Freight 551 2,000 2,247 2,000


211-6005-00-3260 Machinery & Equipment Maintenance 1,131 - - -

211-6005-00-3290 Technology Services - 28,750 28,750 -


Interfund Transfers


211-6005-00-7500 Transfer to Computer Repl Fund - 1,980 1,980 22,513


211-6005-00-7515 Transfer to Vehicle Repl Fund - 2,062 2,062 5,147


Total Utility Billing Division 322,585$ 420,428$ 401,787$ 465,966$

211 - Utility Fund/Utility Billing Division

______________________________________________________________________________Annual Budget


302


Utility Fund/Public Services Facility Division

FY21 FY22





Total 79,142$ 97,472$

Number of Number of


N/A

______________________________________________________________________________


303

FY20 FY21 FY21 FY22


Supplies


211-6006-00-2200 Foods 1,728 2,500 2,488 2,500

Total Supplies 4,667 4,500 4,427 6,000


211-6006-00-3200 Utilities * 28,169 36,000 33,200 -



211-6006-00-3320 Uniform Rental 861 1,200 1,200 900


Interfund Transfers



Total Public Service Facility Division 60,535$ 79,142$ 72,468$ 97,472$


211 - Utility Fund/Public Service Facility Division

______________________________________________________________________________Annual Budget


304


Utility Fund/Code Enforcement Division

FY21 FY22


1000 Personnel 19,577$ 17,292$

2000 Material & Supplies 4,050 4,400

3000 Contract Services 27,245 24,702


Total 93,432$ 74,436$

Number of Number of




Total 3 3

* Code Compliance Officer II position is funded; 60% General Fund, 10% Utility Fund, 30% Sales Tax Fund

* Code Compliance Officer I position is funded; 90% General Fund, 10% Utility Fund

______________________________________________________________________________


305

FY20 FY21 FY21 FY22


Personnel

211-6007-00-1001 Salaries 47,370$ 14,887$ 12,248$ 13,554$

211-6007-00-1005 Overtime 319 500 - -

211-6007-00-1006 Longevity 283 178 140 159

211-6007-00-1009 TMRS 8,218 2,743 2,624 2,492

211-6007-00-1011 FICA 3,622 1,196 1,031 1,087

211-6007-00-1017 Equipment Allowance - 72 - -

Total Personnel 59,811 19,577 16,044 17,292

Supplies

211-6007-00-2100 Office Supplies 455 750 742 1,050

211-6007-00-2125 General Supplies 626 500 450 550

211-6007-00-2250 Uniform & Apparel 156 300 294 300


Total Supplies 4,470 4,050 3,730 4,400

Contract Services




211-6007-00-3190 Communications 6,924 7,495 6,500 6,552

211-6007-00-3210 Postage & Freight 3,613 3,000 2,967 3,000



Interfund Transfers




211-6007-00-7515 Transfer to Vehicle Repl Fund 2,486 2,486 2,486 -


Total Code Enforcement Division 123,902$ 93,432$ 86,709$ 74,436$

211 - Utility Fund/Code Enforcement Division

______________________________________________________________________________Annual Budget


306


Utility Fund/Other Requirements

FY21 FY22


3000 Contractual Services 570,095$ 622,572$

7000 Interfund Transfers 7,393,167 7,186,521

Total 7,963,261$ 7,809,093$

Number of Number of


N/A

______________________________________________________________________________Annual Budget


307

FY20 FY21 FY21 FY22



211-9002-00-3103 Merchant Credit Card Fees 50,582$ 50,000$ 57,155$ 50,000$

211-9002-00-3104 Bank Fees 2,316 - 16,061 20,000

211-9002-00-3110 Audit 21,416 31,063 22,000 25,000





Debt Service

211-9002-00-5004 Bond Issuance Costs 37,177 - - -

Total Debt Service 37,177 - - -

Interfund Transfers


211-9002-00-7106 Transfer to Utility Debt Fund 2,732,697 5,000,000 5,000,000 6,308,826

211-9002-00-7107 Transfer to Utility Projects Fund 541,890 1,577,924 1,577,924 -

Total Interfund Transfers 4,114,414 7,393,167 7,393,167 7,186,521

Total Other Requirements 4,673,284$ 7,963,261$ 7,957,169$ 7,809,093$

211 - Utility Fund/Other Requirements

______________________________________________________________________________Annual Budget


308

FY20 FY21 FY21 FY22



Revenue/Resources

209-404000 Interest Income 192 - 1,714 1,000

209-406211 Transfer From Utility Fund 5,251,546 5,000,000 5,000,000 6,308,826



Expenditures/Uses

209-4002-00-5001 Principal Debt Payments 2,985,140 2,989,614 2,989,613 3,869,040

209-4002-00-5002 Interest Debt Payments 1,360,882 1,286,649 1,700,051 1,819,796

209-4002-00-5003 Agent Fees 2,315 2,000 1,885 3,000



Ending Balance 3,147,593$ 3,869,330$ 3,457,758$ 4,075,748$

Required Balance 2,494,734$ 3,523,781$ 3,757,181$

BUDGET SUMMARY

WATER & SEWER SUPPORTED DEBT - 209

UTILITY DEBT SERVICE FUND

______________________________________________________________________________Annual Budget


309

FY20 FY21 FY21 FY22



Revenue/Resources

210-401503 Impact Fees Revenue 766,187 350,000 1,327,818 1,000,000

210-401505 Cap Cost Recovery - Martha's Vineyard 62,500 - 295,800 -

210-404000 Interest Income 13,988 20,000 1,100 1,000

Total Revenues/Resources 842,675 370,000 1,624,718 1,001,000


Expenditures/Uses

210-6001-00-9082 Water Plant #4 Tank Replacement - - 378,500 1,900,000

Total Capital Projects - - 378,500 1,900,000

Total Expenditures/Uses - - 378,500 1,900,000

Total Revenue Over Expenditures 842,675 370,000 1,246,218 (899,000)

Ending Balance 3,272,683$ 3,642,683$ 4,518,901$ 3,619,901$

IMPACT FEES - 210

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


310

FY20 FY21 FY21 FY22


Beginning Balance 830,686$ 1,255,695$ 1,255,695$ 1,233,761$

Revenue/Resources

220-401010 Grant Proceeds 25,205 850,000 850,000 -

220-404000 Interest Income - - 225 175

220-406211 Transfer from Utility Fund 541,890 1,577,924 1,577,924 -

220-406235 Transfer from 2015 W&S Fund 94,461 - - -

Total Revenues/Resources 661,556 2,427,924 2,428,149 175


Expenditures/Uses


220-6001-00-3100 Contract Services - Water - 130,000 40,000 90,000

220-6002-00-3100 Contract Services - Sewer 197,670 - - -

220-6003-00-3100 Contract Services - WWTP - 350,000 350,000 -

220-6006-00-3270 Building/Grounds Maintenance * - 115,000 115,000 -


Capital Outlay


220-6001-00-4150 Server/Software at Water Plant - - - 20,000

220-6003-00-4150 Transfer Switch & Pump 38,877 - - -

220-6003-00-4150 Lift Station #33 Pump - - - 24,412

220-6003-00-4150 SCADA Pump Controller at LS #8 & #30 - - - 47,930

220-6004-00-4150 Fuel Master Island - - - 25,000

Total Capital Outlay 38,877 170,000 170,000 117,342

Capital Projects

220-6003-00-9006 I and I Project - 809,009 809,009 -

220-6002-00-9058 Generators (GLO Grant) - 966,073 966,073 -

Total Capital Projects - 1,775,082 1,775,082 -

Total Expenditures/Uses 236,547 2,540,082 2,450,082 207,342


Ending Balance 1,255,695$ 1,143,536$ 1,233,761$ 1,026,594$

* Moved to the Facility Maintenance Internal Service Fund in FY22

UTILITY PROJECT FUND - 220

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


311

FY20 FY21 FY21 FY22



Revenue/Resources

212-400350 Franchise Fee (Roll-off Containers) - - 10,884 11,000

212-402085 Heavy Trash Pickup 1,015 1,000 (524) 1,000

212-402090 Garbage Fees - Commercial 1,615,376 1,665,888 1,633,610 1,633,610

212-402095 Garbage Fees - Residential 945,684 872,022 1,089,073 1,089,073

212-402110 Penalty - Garbage 33,492 35,000 31,676 32,000

212-404000 Interest Income 12,256 20,000 500 500

212-409075 Miscellaneous Income 862 - 600 -



Expenditures/Uses

3000 Contractual Services 2,304,502 2,369,585 2,588,243 2,489,114

5000 Debt Service 2,238 10,706 10,706 10,600

7000 Interfund Transfers 224,443 237,430 237,430 244,895


Total Revenue Over Expenditures 77,503 (23,811) (70,560) 22,574

Ending Balance 2,571,938$ 2,548,127$ 2,501,378$ 2,523,952$

SANITATION FUND - 212

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


312

Sanitation Fund

FY21 FY22


3000 Contractual Services 2,369,585$ 2,489,114$

5000 Debt Service 10,706 10,600


Total 2,617,721$ 2,744,609$

Number of Number of


N/A

______________________________________________________________________________Annual Budget


313

FY20 FY21 FY21 FY22


Contract Services

212-6501-00-3100 Contract Services 10,157$ 13,500$ 11,938$ 13,500$

212-6501-00-3380 Beautification 3,000 3,000 3,000 3,000

212-6501-00-3440 Collection Services 2,291,346 2,353,085 2,573,305 2,472,614

Total Contractual Services 2,304,502 2,369,585 2,588,243 2,489,114

Debt Service

212-6501-00-5001 Principal Debt Payments - 8,807 8,807 9,013


Total Debt Service 2,238 10,706 10,706 10,600

Interfund Transfers


212-6501-00-7105 Transfer to Utility Fund 66,281 80,893 80,893 83,700



Total Sanitation Fund 2,531,183$ 2,617,721$ 2,836,379$ 2,744,609$

212 - Sanitation Fund

______________________________________________________________________________Annual Budget


314

EMS

Emergency Medical Services DirectorRon Schmitz


Assistant EMS Director


Part-time position

Emergency MedicalTechnician

(6)

Paramedic Supervisor

(3)


Paramedic (6)

PT EMT's

______________________________________________________________________________Annual Budget


315

FY20 FY21 FY21 FY22



Revenue/Resources

213-401010 Grant Proceeds 35,149 - 7,713 2,000

213-402020 Hillcrest EMS/Fire Service 14,400 14,400 10,800 14,400

213-402070 Emergency Services District 369,000 369,000 380,250 402,750

213-402100 Medicaid 29,293 32,000 24,327 28,000

213-402105 Medicare 266,121 300,000 324,780 330,000

213-402135 Service Charges (R1 RCM) 766,694 800,000 864,475 850,000

213-402145 Utility Fee (EMS) 669,503 816,000 842,241 850,000

213-404000 Interest Income 1,995 5,000 50 50

213-406803 Transfer From CRF Fund - - - 367,517

213-409000 Insurance Claim Recovery 12,177 - - -

213-409075 Miscellaneous Income 87,852 - 112 -

213-409532 Private Donations 8,296 7,000 7,144 7,000



Expenditures/Uses

1000 Personnel Services 1,507,328 1,473,853 1,542,709 1,627,828

2000 Materials & Supplies 192,737 215,106 229,245 219,000

3000 Contractual Services 311,510 387,004 419,331 409,875

4000 Capital Outlay 21,974 - - 205,518


5000 Debt Service (366) 7,649 7,649 7,608



Ending Balance 213,998$ 172,548$ 175,718$ 106,879$

EMERGENCY MEDICAL SERVICES - 213

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


316

Emergency Medical Service

Enterprise/EMS Fund

FY21 FY22






5000 Debt Service 7,649 7,608


Total 2,384,850$ 2,920,556$

Number of Number of


EMS Director * 40 0.5 0.5

Assistant EMS Director 32 1 1


Paramedic Supervisor 24 3 3

Paramedic 21 6 6

Emergency Medical Technicians 17 6 6

Total 17.5 17.5

* EMS Director salary is split 50%/50% between General Fund and Emergency Medical Services Fund

______________________________________________________________________________Annual Budget


317

4.2 Improve evacuation mobility.

FY20

ACTUAL

FY21

BUDGET

FY21

PROJECTED

FY22

BUDGET

3,404 3,800 3,932 4,000

388 400 464 500

Strategic Plan InitiativesStudy all evacuation routes and make recommendations for changes.

EMS instructed 3 Stop the Bleed Programs

EMS became a COVID Vaccine Provider/Administration site

EMS

Non‐Billable Transports

Billable Transports


Staff attended the state's EMS Leadership Academy

EMS provided 17 car seats and 21 car seat inspections


DEPARTMENT DESCRIPTIONThe staff of the City of Alvin Emergency Medical Service hereby declare the motive, which impels them to unify in service

for the relief of suffering and the support of our fellow man in their time of need. As members of the City of Alvin

Emergency Medical Service, we commit our knowledge, skills, and abilities to provide emergency medical service for the

greater Alvin area that exceeds the needs and expectations of those who require our assistance. We will accomplish our

mission by remaining mutually committed to the support and advancement of our attributes while trusting in divine

providence for the continuance of our well‐being.


Participated in National Night Out.

Staff attended an ALERT training program sponsored Alvin ISD on active shooter response.

______________________________________________________________________________Annual Budget


318

FY20 FY21 FY21 FY22


Personnel

213-3503-00-1001 Salaries 696,178$ 746,223$ 728,408$ 828,792$

213-3503-00-1005 Overtime 372,381 300,000 358,614 350,000

213-3503-00-1006 Longevity 7,544 9,462 8,260 10,259

213-3503-00-1007 Extra Help 133,028 120,000 140,000 120,000

213-3503-00-1009 TMRS 207,639 206,714 214,256 221,064

213-3503-00-1011 FICA 89,389 90,158 91,972 96,417


Total Personnel 1,507,328 1,473,853 1,542,709 1,627,828

Supplies

213-3503-00-2100 Office Supplies 4,963 5,550 4,800 5,000



213-3503-00-2200 Foods 3,672 3,500 3,376 4,500

213-3503-00-2225 Medical Supplies 126,219 135,056 149,585 140,000

213-3503-00-2250 Uniform & Apparel 9,563 7,500 6,730 7,000

213-3503-00-2275 Program Supplies - 6,000 5,556 6,000




Total Supplies 192,737 215,106 229,245 219,000



213-3503-00-3103 Merchant Credit Card Fees - - 200 200

213-3503-00-3104 Bank Fees - - 8,500 8,000


213-3503-00-3190 Communications 14,056 15,000 11,000 14,880

213-3503-00-3200 Utilities * 10,149 22,500 13,188 -

213-3503-00-3210 Postage & Freight - 50 - 50




213-3503-00-3260 Machinery & Equipment Maintenance 462 4,500 1,500 53,000


213-3503-00-3511 Radio Repairs 1,527 2,000 1,000 2,000


Capital Outlay

213-3503-00-4150 Machinery & Equipment 21,974 - - 205,518

Total Capital Outlay 21,974 - - 205,518

Interfund Transfers








Other Requirements

213-9001-00-5001 Principal Debt Payments - 5,950 5,950 6,090


213-9002-00-5004 Bond Issuance Costs (2,204) - - -

Total Other Requirements (366) 7,649 7,649 7,608

Total EMS Fund 2,385,298$ 2,384,850$ 2,500,172$ 2,920,556$

* Moved to Facility Maintenance Fund in FY22

213 - EMS Fund

______________________________________________________________________________Annual Budget


319


______________________________________________________________________________Annual Budget



320

Internal Service Funds

Fleet Maintenance Fund (611)

Vehicle Replacement Fund (612)

IT Support & Maintenance Fund (613)

Computer Replacement Fund (614)

Facility Maintenance Fund (616)

______________________________________________________________________________Annual Budget


321

FY20 FY21 Adj FY21 FY22



Revenue/Resources

Interest Income 17,527 - 2,480 2,045

Insurance Claim Recovery 63,980 - 61,518 -

Miscellaneous Income 4 - 5,594 -

Sales of Assets - - 70,000 -

Transfers In 2,084,997 2,110,516 2,114,766 4,807,922



Expenditures/Uses

Personnel Services 284,149 323,410 324,491 773,957

Materials & Supplies 169,425 215,510 222,103 342,920

Contractual Services 1,115,950 1,608,979 1,625,656 3,346,271

Capital Outlay 11,208 216,688 447,758 799,527

Transfers Out 27,100 32,511 33,856 84,577



Ending Balance 4,895,586$ 4,609,004$ 4,496,079$ 3,958,795$

INTERNAL SERVICE FUNDS

BUDGET SUMMARY

ALL FUNDS

______________________________________________________________________________Annual Budget


322

FY20 FY21 FY21 FY22



Revenue/Resources

611-404000 Interest Income 1,176 - 300 100





611-409000 Insurance Claim Recovery 62,247 - 15,131 -

611-409075 Miscellaneous Income 4 - 39 -

611-409100 Misc. Reimbursement - - 5,555 -



Expenditures/Uses




4000 Capital Outlay - - - 25,000




Ending Balance 709,401$ 684,231$ 703,697$ 600,601$


BUDGET SUMMARY

FLEET MAINTENANCE FUND - 611

______________________________________________________________________________Annual Budget


323

Fleet Maintenance

Mechanic II

Public Service Director Brandon Moody


Mechanic I

Executive Secretary


Part-time position

Fleet Maintenance Supervisor

______________________________________________________________________________Annual Budget


324

Fleet Maintenance Division - 611

FY21 FY22







Total 790,060$ 874,657$

Number of Number of


Fleet Maintenance Supervisor 25 1 1

Mechanic II 22 1 1

Mechanic I 19 1 1

Total 3 3

______________________________________________________________________________Annual Budget


325

FY20 FY21 FY21 FY22


Personnel

611-8001-00-1001 Salaries 114,976$ 135,970$ 135,003$ 149,137$

611-8001-00-1005 Overtime 3,398 3,500 4,500 3,500

611-8001-00-1006 Longevity 1,576 1,776 1,730 2,124

611-8001-00-1009 TMRS 20,556 25,129 24,802 27,764

611-8001-00-1011 FICA 8,877 10,960 10,275 12,109

611-8001-00-1016 Certification & Education Pay - 520 - 520

611-8001-00-1017 Equipment Allowance - 1,500 1,481 3,012

Total Personnel 149,383 179,356 177,792 198,166

Supplies

611-8001-00-2100 Office Supplies 469 1,000 253 1,000



611-8001-00-2250 Uniform & Apparel - 300 295 375



611-8001-00-2350 Safety Equipment 544 1,000 800 1,000

611-8001-00-2550 Welding Supplies 563 500 498 1,900

Total Supplies 134,596 168,810 164,103 167,025


611-8001-00-3100 Contract Services 7,312 12,000 15,801 350

611-8001-00-3170 Professional Development 90 600 300 300

611-8001-00-3190 Communications 5,987 - 5,138 6,360

611-8001-00-3200 Utilities * 1,058 - 2,300 -

611-8001-00-3210 Postage & Freight 319 400 200 400




611-8001-00-3260 Machinery & Equip Maintenance 7,135 16,750 16,281 6,500

611-8001-00-3262 Radio Airtime 111,774 108,000 108,000 115,000


611-8001-00-3310 Wrecker Fees 14,945 5,000 4,794 5,000

611-8001-00-3320 Uniform Rental 1,388 2,500 1,560 1,400

611-8001-00-3460 Hazardous Waste Removal 439 4,000 3,981 5,500


611-8001-00-3510 Vehicle Repairs 198,392 140,000 139,069 140,000


Capital Outlay



Interfund Transfers


611-8001-00-7500 Transfer to Computer Repl Fund 1,877 - - -




Total Fleet Maintenance Division 758,369$ 790,060$ 791,619$ 874,657$

* Moved to Facility Maintenance Fund in FY22

611- Internal Service Fund/Fleet Maintenance Division

______________________________________________________________________________Annual Budget


326

VEHICLE REPLACEMENT FUND - 612

FY20 FY21 FY21 FY22



Revenues

612-404000 Interest Income 16,351 - 750 1,000





612-406611 Transfer from Fleet Maintenance 8,573 8,573 8,573 16,912

612-407000 Sale of Assets - - 70,000 -

612-409000 Insurance Claim Recovery 1,733 - 42,138 -



Expenditures/Uses

2000 Materials & Supplies 6,832 - - -


4000 Capital Outlay - 216,688 336,219 651,951

Total Expenditures/Uses 265,217 832,474 952,004 1,123,473


Ending Balance 3,132,798$ 2,874,458$ 2,867,815$ 2,454,188$


BUDGET SUMMARY

______________________________________________________________________________Annual Budget


327

Vehicle Replacement Fund - 612

FY21 FY22


3000 Contractual Services 615,785$ 471,522$

4000 Capital Outlay 216,688 651,951

Total 832,474$ 1,123,473$

Number of Number of


N/A

______________________________________________________________________________Annual Budget


328

FY20 FY21 FY21 FY22



612-8002-00-2300 Vehicle & Equipment Supplies 6,832$ -$ -$ -$

Total Materials & Supplies 6,832 - - -


612-8002-00-3515 Lease Payments 258,385 615,785 615,785 471,522


Capital Outlay


612-8002-00-4250 Motor Vehicles - 216,688 188,391 80,000

Total Capital Outlay - 216,688 336,219 651,951

Total Vehicle Replacement Fund 265,217$ 832,474$ 952,004$ 1,123,473$

612 - Vehicle Replacement Fund

______________________________________________________________________________Annual Budget


329

FY20 FY21 FY21 FY22



Revenue/Resources

613-404000 Interest Income - - 1,400 915


613-406121 Transfer from Hotel/Motel Fund 14,535 20,078 20,078 37,863

613-406125 Transfer from Court Tech Fund 1,062 3,757 3,757 11,048




613-406511 Transfer from Cemetery Fund 1,062 8,025 8,025 7,603

613-406611 Transfer from Fleet Maintenance 16,650 23,938 23,938 30,299

613-409000 Insurance Claim Recovery - - 4,250 -



Expenditures/Uses


2000 Materials & Supplies 489 12,000 12,000 8,900


4000 Capital Outlay 11,208 - 26,539 -

7000 Interfund Transfers - - - 921



Ending Balance 647,959$ 633,446$ 601,064$ 571,028$


BUDGET SUMMARY

IT SUPPORT & MAINTENANCE FUND - 613

______________________________________________________________________________Annual Budget


330

IT Support & Maintenance Fund - 613

FY21 FY22





7000 Interfund Transfers - 921

Total 739,865$ 828,334$

Number of Number of


IT Manager 35 1 1

IT Technician 23 1 1

Total 2 2

______________________________________________________________________________Annual Budget


331

FY20

ACTUAL

FY21

BUDGET

FY21

PROJECTED

FY22

BUDGET

n/a 60% 100% 100%

n/a 60% 0% 50%

560 500 620 900

173 225 180 200

29 30 26 35

Increase internet speed

Servers replicated to Disaster Recovery Site

INFORMATION TECHNOLOGY

Help Desk Tickets Closed per year

Number of workstations/PC’s to maintain

Email harvesting/phishing training campaign


Installation of 19 wireless access points at the new Fire/EMS Station

Installation of new network equipment at the new Fire/Ems Station

Install new cameras in City Council Chamber




The mission of the Information Technology Division is to provide the highest level of technological support within the

organization, while continually keeping the City’s technological capabilities up‐to‐date and researching new and improved

hardware and software.


City wide Switch Refresh

Refresh 38 old pc’s with new pc’s

Install new software to assist in computer patch management

Remove old Domain Controllers from the network

3.4 Put in place redundant Internet services City wide.

Infrastructure Security

Continue training on malware, spyware best protection practices

Expand the use of Opendoc software to more city departments


benchmarks

______________________________________________________________________________Annual Budget


332

FY20 FY21 FY21 FY22


Personnel

613-2505-00-1001 Salaries 102,805$ 107,842$ 110,249$ 125,175$

613-2505-00-1005 Overtime - 2,000 1,300 2,000

613-2505-00-1006 Longevity 545 726 732 919

613-2505-00-1009 TMRS 18,539 20,183 20,903 23,294

613-2505-00-1011 FICA 8,020 8,803 8,641 10,160


613-2505-00-1018 Auto Allowance 3,956 3,600 3,919 3,808

Total Personnel 134,766 144,054 146,700 166,256

Supplies

613-2505-00-2100 Office Supplies 374 500 500 500


Total Supplies 489 12,000 12,000 8,900




613-2505-00-3190 Communications 5,981 7,100 7,100 6,636

613-2505-00-3210 Postage & Freight 246 500 500 500

613-2505-00-3251 Workers' Compensation 1,091 1,201 139 1,200





Capital Outlay

613-2505-00-4150 Machinery & Equipment 11,208 - 26,539 -

Total Capital Outlay 11,208 - 26,539 -

Interfund Transfers


Total Interfund Transfers - - - 921

Total IT Support & Maintenance Fund 556,737$ 739,865$ 777,897$ 828,334$

613 - IT Support & Maintenance Fund

______________________________________________________________________________Annual Budget


333

FY20 FY21 FY21 FY22



Revenue/Resources

614-404000 Interest Income - - 30 30


614-406121 Transfer from Hotel/Motel Fund - - - 681

614-406125 Transfer from Court Tech Fund - - - 4,383


614-406213 Transfer from EMS Fund 7,830 - - 10,807

614-406312 Transfer from Sales Tax Fund 10,339 - - 2,042

614-406611 Transfer from Fleet Maintenance 1,877 - - -



Expenditures/Uses


4000 Capital Outlay - - 85,000 107,576

7000 Interfund Transfers - - 1,345 -


Total Revenue Over Expenditures 105,633 11,440 (86,175) 9,476

Ending Balance 405,428$ 416,868$ 319,253$ 328,729$


COMPUTER REPLACEMENT FUND - 614

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


334

Computer Replacement Division - 614

FY21 FY22


2000 Materials & Supplies 34,700$ 44,000$


Total 34,700$ 151,576$

______________________________________________________________________________Annual Budget


335

FY20 FY21 FY21 FY22


Supplies


Total Supplies 27,508 34,700 46,000 44,000

Capital Outlay



Interfund Transfers

614-2506-00-7500 Transfer to Computer Repl Fund - - 1,345 -

Total Interfund Transfers - - 1,345 -

Total Computer Replacement Fund 27,508$ 34,700$ 132,345$ 151,576$

614 - Computer Replacement Fund

______________________________________________________________________________Annual Budget


336

FY20 FY21 FY21 FY22


Beginning Balance -$ -$ -$ -$

Revenue/Resources

616-406111 Transfer from General Fund - - - 1,113,360

616-406121 Transfer from CVB Fund - - - 22,611

616-406211 Transfer from Utility Fund - - - 799,989

616-406213 Transfer from EMS Fund - - - 53,787

616-406312 Transfer from Sales Tax Fund - - - 303,263

616-406511 Transfer from Cemetery Fund - - - 37,914

616-406611 Transfer from Fleet Maint Fund - - - 36,445

616-406613 Transfer from IT Maint Fund - - - 921

616-406804 Transfer from Court Bldg Sec Fund - - - 921

Total Revenues/Resources - - - 2,369,211

Total Revenues/Resources - - - 2,369,211

Expenditures/Uses

1000 Personnel Services - - - 409,534

2000 Materials & Supplies - - - 122,995

3000 Contractual Services - - - 1,821,682

4000 Capital Outlay - - - 15,000

Total Expenditures/Uses - - - 2,369,211

Total Revenue Over Expenditures - - - -

Ending Balance -$ -$ -$ -$

* Council approved new fund to account for Facility Maint Services for FY22.


FACILITY MAINTENANCE FUND - 616

BUDGET SUMMARY

______________________________________________________________________________Annual Budget


337

Facility Maintenance Fund - 616

FY21 FY22


1000 Personnel -$ 409,534$

2000 Materials & Supplies - 122,995

3000 Contractual Services - 1,821,682


Total -$ 2,369,211$

Number of Number of


Operations Manager 31 1 1

Equipment Operator III 21 1 1

Equipment Operator II 19 2 2

Building Maintenance Tech III 18 2 2

Total 6 6

* Council approved new fund to account for Facility Maint Services for FY22.

______________________________________________________________________________Annual Budget


338

FY20 FY21 FY21 FY22


Personnel

616-8003-00-1001 Salaries -$ -$ -$ 275,121$

616-8003-00-1005 Overtime - - - 21,000

616-8003-00-1006 Longevity - - - 3,185

616-8003-00-1007 Extra Help - - - 31,241

616-8003-00-1009 TMRS - - - 52,667

616-8003-00-1011 FICA - - - 25,360

616-8003-00-1016 Certification & Education Pay - - - 960

Total Personnel - - - 409,534

Supplies

616-8003-00-2125 General Supplies - - - 64,093

616-8003-00-2175 Janitorial Supplies - - - 1,050

616-8003-00-2300 Vehicle & Equipment Supplies - - - 3,800

616-8003-00-2350 Safety Equipment - - - 2,000

616-8003-00-2425 Chemicals & Insecticides - - - 22,152

616-8003-00-2450 Botany Supplies - - - 29,900

Total Supplies - - - 122,995


616-8003-00-3100 Contract Services - - - 5,900

616-8003-00-3200 Utilities - - - 1,032,789

616-8003-00-3260 Machinery & Equipment Maintenance - - - 415,132

616-8003-00-3270 Building/Grounds Maintenance - - - 366,461

616-8003-00-3320 Uniform Rental - - - 1,400

Total Contractual Services - - - 1,821,682

Capital Outlay



Total Facility Maintenance Fund -$ -$ -$ 2,369,211$

616 - Facility Maintenance Fund

______________________________________________________________________________Annual Budget


339


______________________________________________________________________________Annual Budget



340

SOURCE OF FUNDSPRIOR YEARS

PROJECTED 2021 2022 2023 2024 2025 2026 TOTAL

2022 - 2026 Allocation

General Project Fund Revenue $1,618,208 $1,716,913 $430,400 $341,480 $306,200 $175,000 $4,588,201 $1,253,080Certificates of Obligation (CO) $21,737,982 $21,737,982Proposed CO Bonds $2,756,000 $2,826,800 $5,582,800 $5,582,800Proposed Rev Bonds $6,585,575 $2,400,000 $16,756,690 $8,765,243 $4,969,200 $39,476,708 $32,891,133Issued W/S Revenue Bonds $19,522,236 $17,739,750 $1,231,693 $2,196,080 $40,689,759 $3,427,773Sales Taxes $3,740,729 $3,205,556 $3,424,244 $2,500,000 $4,250,000 $3,850,000 $1,000,000 $21,970,529 $15,024,244Other Funding Sources $105,500 $227,594 $16,153,295 $758,120 $699,900 $769,280 $412,800 $19,126,490 $18,793,395TOTAL SOURCES (REVENUE) $53,310,230 $23,268,313 $24,400,112 $24,343,983 $19,044,223 $9,763,480 $1,412,800 $155,543,142 $78,964,598

USES BY TYPEPRIOR YEARS

PROJECTED 2021 2022 2023 2024 2025 2026 TOTAL


Drainage $235,189 $1,225,537 $3,200,985 $2,232,500 $250,000 $2,000,000 $1,600,000 $10,744,211 $9,283,485Parks $255,716 $2,188,281 $1,491,100 $3,824,120 $969,180 $3,366,880 $993,480 $13,088,757 $10,644,760Facilities $9,362,369 $6,599,860 $91,557 $16,053,785 $91,557Streets $3,555,795 $3,370,558 $2,300,000 $2,300,000 $2,300,000 $2,250,000 $16,100,000 $32,176,353 $25,250,000Water $559,004 $2,520,767 $6,311,211 $2,736,800 $2,468,800 $2,679,800 $2,595,600 $19,871,982 $16,792,211Wastewater $2,998,854 $15,436,842 $20,060,898 $15,964,018 $1,992,700 $2,373,600 $58,826,911 $40,391,216TOTAL USES $16,966,926 $31,341,845 $33,455,750 $27,057,438 $7,980,680 $12,670,280 $21,289,080 $150,761,999 $102,453,228

USES BY COSTPRIOR YEARS

PROJECTED 2021 2022 2023 2024 2025 2026 TOTAL


Land/Right of Way $515,682 $331,035 $846,717Design/Surveying $5,426,182 $3,514,285 $1,632,045 $538,400 $1,153,600 $2,990,200 $101,000 $15,355,712 $6,415,245Construction $9,218,980 $27,029,897 $31,340,794 $25,873,138 $6,391,780 $7,306,480 $21,188,080 $128,349,149 $92,100,272Equipment and Furniture $1,424,686 $250,000 $645,900 $435,300 $2,373,600 $5,129,486 $3,454,800Contingency $381,396 $216,627 $482,912 $1,080,935 $482,912TOTAL USES $16,966,926 $31,341,845 $33,455,750 $27,057,438 $7,980,680 $12,670,280 $21,289,080 $150,761,999 $102,453,228

SUMMARYFY 22-26 CAPITAL IMPROVEMENT PROGRAM

CITY OF ALVIN

______________________________________________________________________________Annual Budget


341

CO's/

Rev Bonds Sales Taxes

General

Projects

Park

Dedication

County/

Federal

Hotel

Taxes Impact Fees Other Total

Drainage

DR1801 Moller Road Storm Sewer and Pavement Ph. 1 1,292,299 249,932 1,542,231

DR1901 Moller Road Storm Sewer and Pavement Ph. 2 4,081,980 4,081,980

DR2001 Moller Road Storm Sewer and Pavement Ph. 3 ‐ 1,174,244 1,174,244

DR2101 Durant Street Storm Sewer and Pavement Ph. 1 2,050,000 2,050,000

DR2201 Durant Street Storm Sewer and Pavement Ph. 2 1,800,000 1,800,000

Total Drainage 5,374,279 5,274,176 ‐ ‐ ‐ ‐ ‐ ‐ 10,648,455

Parks

PA1901 Pearson Park Capital Improvement Rec. 1,801,341 155,715 861,900 2,818,956

PA1902 Tom Blakeney Trail Park Capital Imp. Rec. 2,756,000 100,001 2,856,001

PA2001 Briscoe Park Capital Improvement Rec. 385,280 640,680 1,025,960

PA2002 Nat. Oak Park & Bob Owen Pool Capital Imp. 58,386 112,594 170,980

PA2003 Newman Park Capital Improvement Rec. 43,100 758,100 801,200

PA2101 Prairie Dog Park Capital Improvement Rec. 182,200 407,000 589,200

PA2102 Ruben Adame Park Capital Imp. Rec. 367,600 30,000 397,600

PA2103 Talmadge Park Capital Improvement Rec. 197,200 197,200

PA2201 Hugh Adams Park Capital Improvement Rec. 104,940 104,940

PA2202 Lions Park Capital Improvement Rec. 626,800 338,720 965,520

PA2203 Morgan Park Capital Improvement Rec. 185,600 185,600

PA2301 Sealy Park Capital Improvement Rec. 311,900 311,900

PA2302 Marina Park Capital Improvement Rec. 2,200,000 220,000 2,420,000

PA2303 Bob Owen Municipal Pool Improvement Rec. 243,700 243,700

Total Parks 7,384,141 ‐ 2,023,722 3,460,894 ‐ ‐ ‐ 220,000 13,088,757

Facilities

FA1801 Fire / EMS Station 14,466,606 1,587,179 16,053,785

Total Facilities 14,466,606 ‐ 1,587,179 ‐ ‐ ‐ ‐ ‐ 16,053,785

Streets

ST1801 Sidewalk Program 1,710,000 1,710,000

ST1803 FM 528 Extension 1,186,353 15,100,000 16,286,353

ST1804 Concrete Pavement Program 7,300,000 7,300,000

ST1805 Wayfinding Signs Project 49,500 180,500 230,000

ST1901 Asphalt Pavement Program 6,500,000 6,500,000

ST2001 Alvin Parkway Signage Project 150,000 150,000

Total Streets ‐ 16,696,353 199,500 ‐ 15,100,000 180,500 ‐ ‐ 32,176,353

Water

WA Water Line Improvements Phase 2 1,763,593 1,763,593

WA2001 Water Line Improvements Phase 3 4,279,189 4,279,189

WA2002 Water Plant #4 Ground Storage Tank Repl. 113,827 2,370,673 2,484,500


WA2102 Fire Hydrant Connection Retrofitting 397,800 397,800




Total Water 16,938,414 ‐ 397,800 ‐ ‐ ‐ 2,370,673 ‐ 19,706,887

Wastewater

WW1803 Lift Station 30 Exp. & Hwy. 35 Bypass Mains 10,744,766 10,744,766

WW1804 54" Eastside Interceptor 18,612,815 18,612,815

WW2001 Peak Flow Storage Basin at WWTP 4,196,080 4,196,080

WW2101 Lift Station 23 Expansion 13,941,590 13,941,590

WW2102 WW Master Plan Update and Sanitary Sewer Eval. 380,000 380,000

WW2103 Lift Station 14 & 17 Rehabilitation 1,093,317 1,093,317

WW2104 Lift Station 2 Rehabilitation 390,000 390,000

WW2302 Lift Stations 22 and 33 Expansion 1,232,400 1,232,400

WW2304 Lift Station 35 Expansion 645,900 645,900

WW2305 Lift Station 36 Expansion 435,300 435,300

WW2401 Wastewater SCADA System 2,373,600 2,373,600

WW24__ WWTP Critical Improvements 4,781,143

Total Wastewater 58,446,911 ‐ 380,000 ‐ ‐ ‐ ‐ ‐ 58,826,911

Total 102,610,351 21,970,529 4,588,201 3,460,894 15,100,000 180,500 2,370,673 220,000 150,501,148

FY 22‐26 CIP Projects

Funding Sources

______________________________________________________________________________Annual Budget


342


PROJECTED 2021 2022 2023 2024 2025 2026 Total


General Project Fund RevenueCertificates of Obligation (CO) $5,470,035 $5,470,035Proposed CO BondsProposed Rev BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees Sales Taxes $249,932 $1,174,244 $250,000 $2,000,000 $1,600,000 $5,274,176 $5,024,244Other Funding SourcesTOTAL SOURCES $5,719,967 $0 $1,174,244 $250,000 $2,000,000 $1,600,000 $0 $10,744,211 $5,024,244

Project No. Project Name

PRIOR YEARS

PROJECTED 2021 2022 2023 2024 2025 2026 Total


DR1801 Moller Road Storm Sewer and Pavement Ph. 1 $235,189 $983,967 $323,075 $1,542,231 $323,075 DR1901 Moller Road Storm Sewer and Pavement Ph. 2 $241,570 $2,727,910 $1,112,500 $4,081,980 $3,840,410 DR2001 Moller Road Storm Sewer and Pavement Ph. 3 $95,756 $1,174,244 $1,270,000 $1,174,244 DR2101 Durant Street Storm Sewer and Pavement Ph. 1 $250,000 $1,800,000 $2,050,000 $2,050,000 DR2201 Durant Street Storm Sewer and Pavement Ph. 2 $200,000 $1,600,000 $1,800,000 $1,800,000

TOTAL USES $330,945 $1,225,537 $4,225,229 $1,362,500 $2,000,000 $1,600,000 $0 $10,744,211 $9,187,729

USESPRIOR YEARS

PROJECTED 2021 2022 2023 2024 2025 2026 Total


Prelim. Engineering ReportLand/Right of WayDesign/Surveying $235,189 $256,313 $290,410 $250,000 $200,000 $1,231,912 $740,410Construction $969,224 $2,910,575 $2,232,500 $1,800,000 $1,600,000 $9,512,299 $8,543,075Equipment and FurnitureContingencyTOTAL USES $235,189 $1,225,537 $3,200,985 $2,232,500 $250,000 $2,000,000 $1,600,000 $10,744,211 $9,283,485

CITY OF ALVINFY 22-26 CAPITAL IMPROVEMENT PROGRAM

Drainage

______________________________________________________________________________Annual Budget


343

PROJECT IMAGE

INCREMENTAL OPERATING AND MAINTENANCE COSTS

2022 2023 2024 2025 2026

PRIORYEARS

$249,932 $249,932 $235,189 $14,743 $249,932$1,800,000 $1,292,299 $969,224 $323,075 $1,292,299

$2,049,932 $1,542,231 $235,189 $983,967 $323,075 $0 $0 $0 $0 $1,542,231

PRIORYEARS

$1,800,000 $1,800,000 $1,292,299 $1,292,299

Proposed CO Bonds

$249,932 $249,932 $249,932 $249,932

$2,049,932 $2,049,932 $1,542,231 $0 $0 $0 $0 $0 $0 $1,542,231

Moller Road Storm Sewer and Pavement Improvements Phase 1

TOTAL SOURCESExplain & Identify Type of Other Sources:

Project Manager: City Engineer

Other Funding Sources1 -

2025 2026PROJECT

TOTALGeneral Project Fund RevenueCertificates of Obligation (CO)General Obligation Bonds (GO)

New/Proposed GO BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees Sales Taxes

ContingencyTOTAL COSTS

FUNDING SOURCESTOTAL

BUDGET

FY PROJECTED FUNDING SOURCES

TOTAL ESTIMATEPROJECTED

2021 2022 2023 2024

Equipment and Furniture

PROJECT COSTS ALLOCATION

TOTAL BUDGET

FY PROJECTED ALLOCATIONS


2021 2022 2023 2024 2025 2026PROJECT

TOTALPrelim. Engineering ReportLand/Right of WayDesign/SurveyingConstruction

PT/FT Staff Total

PROJECT NAME - Moller Road Storm Sewer and Pavement Improvements Phase 1

PROJECT DESCRIPTION

This project includes the design of the first of a three phase project to add a storm sewer system, concretecurb and gutter pavement and a sidewalk along Moller Road. This is the third of several drainage improvementprojects that were recommended in the M-1 Ditch Watershed Study that was completed in January 2011 byDannenbaum Engineering. Project location: Moller Road from South Street to just south of Carmie Street.

PROJECT JUSTIFICATION

To improve drainage in the M-1 Ditch Watershed by adding a storm sewer system along Moller Road.

Impact on operating budgetFiscal YearOperating Costs

Personnel Operating & MaintenanceUtilitiesTotal Operating Costs

PROJECT # DR1801

No Yes (See Below)

______________________________________________________________________________Annual Budget


344

PROJECT IMAGE


2022 2023 2024 2025 2026

PRIORYEARS

$381,980 $241,570 $140,410 $381,980$3,450,000 $2,587,500 $1,112,500 $3,700,000

$0 $3,831,980 $0 $241,570 $2,727,910 $1,112,500 $0 $0 $0 $4,081,980

PRIORYEARS

$3,700,000 $3,700,000 $4,081,980 $4,081,980

Proposed CO Bonds

$3,700,000 $3,700,000 $4,081,980 $0 $0 $0 $0 $0 $0 $4,081,980


2023

Construction


TOTAL BUDGET

Prelim. Engineering ReportLand/Right of WayDesign/Surveying



2021 2022 2023 2024 2025PROJECT

TOTAL2026


2024 2025PROJECT


New/Proposed GO BondsIssued W/S Revenue BondsW/S Project Fund Revenue

2026TOTAL

BUDGET


TOTAL ESTIMATE

Impact Fees Sales Taxes

Equipment and FurnitureContingencyTOTAL COSTS

FUNDING SOURCESPROJECTED

2021 2022




PROJECT DESCRIPTION


Impact on operating budgetFiscal YearOperating Costs

Personnel

This project includes the design of the second of a three phase project to add a storm sewer system, concretecurb and gutter pavement and a sidewalk along Moller Road. This is the fourth of several drainageimprovement projects that were recommended in the M-1 Ditch Watershed Study that was completed inJanuary 2011 by Dannenbaum Engineering. Project location: Moller Road from just south of Carmie Street tojust south of Stadium Drive.

To improve drainage in the M-1 Ditch Watershed by adding a storm sewer system along Moller Road.

Operating & MaintenanceUtilitiesTotal Operating CostsPT/FT Staff Total

PROJECT # DR1901

No Yes (See Below)

______________________________________________________________________________Annual Budget


345

PROJECT IMAGE

2022 2023 2024 2025 2026

PRIORYEARS

$150,000 $150,000 $150,000 $150,000$1,120,000 $1,120,000 $1,120,000

$150,000 $1,270,000 $0 $0 $150,000 $1,120,000 $0 $0 $0 $1,270,000

PRIORYEARS

$95,756 $95,756

Proposed CO Bonds

$1,270,000 $1,270,000 $1,174,244 $1,174,244

$1,270,000 $1,270,000 $95,756 $0 $1,174,244 $0 $0 $0 $0 $1,270,000


TOTAL SOURCES¹Explain & Identify Type of Other Sources:



2024 2025PROJECT





BUDGET


TOTAL ESTIMATE

PROJECTED 2021 2022 2023 2026

Construction

Total Operating CostsPT/FT Staff Total


TOTAL BUDGET



TOTAL ESTIMATE

PROJECTED 2021 2022 2023 2024 2025

PROJECT TOTAL2026

Utilities


PROJECT DESCRIPTION

This project includes the design of the third of a three phase project to add a storm sewer system, concrete curb and gutter pavement and a sidewalk along Moller Road and Stadium Drive. This is the fifth of several drainage improvement projects that were recommended in the M-1 Ditch Watershed Study that was completed in January 2011 by Dannenbaum Engineering. Project location: Moller Road just south of Stadium Drive and 615 feet along Stadium Drive east of the Moller Road intersection.


To improve drainage in the M-1 Ditch Watershed by adding a storm sewer system along Moller Road and Stadium Drive.


Impact on operating budget

Fiscal YearOperating Costs

Personnel Operating & Maintenance

PROJECT # DR2001

No Yes (See Below)

______________________________________________________________________________Annual Budget


346

PROJECT IMAGE

2022 2023 2024 2025 2026

PRIORYEARS

$250,000 $250,000 $250,000$1,800,000 $1,800,000 $1,800,000

$0 $2,050,000 $0 $0 $0 $0 $250,000 $1,800,000 $0 $2,050,000

PRIORYEARS

Proposed CO Bonds

$2,050,000 $2,050,000 $250,000 $1,800,000 $2,050,000.

$2,050,000 $2,050,000 $0 $0 $0 $250,000 $1,800,000 $0 $0 $2,050,000

Durant Street Storm Sewer and Pavement Improvements Phase 1

PAGE 9




2024 2025PROJECT





BUDGET



2021 2022 2023 2026

Construction



TOTAL BUDGET




2021 2022 2023 2024 2025PROJECT

TOTAL2026

Utilities

PROJECT NAME - Durant Street Storm Sewer and Pavement Improvements Phase 1 PROJECT # DR2101

PROJECT DESCRIPTION

This project includes the design and construction of the first of a two phase project to add a storm sewer system, concrete curb and gutter pavement and a sidewalk along Durant Street. This is the sixth of several drainage improvement projects that were recommended in the M-1 Ditch Watershed Study that was completed in January 2011 by Dannenbaum Engineering. Project location: Durant Street from South Street to just north of Iwo Street.


To improve drainage in the M-1 Ditch Watershed by adding a storm sewer system along Durant Street.





No Yes (See Below)

______________________________________________________________________________Annual Budget


347

PROJECT IMAGE

2022 2023 2024 2025 2026

PRIORYEARS

$200,000 $200,000 $200,000$1,600,000 $1,600,000 $1,600,000

$0 $1,800,000 $0 $0 $0 $0 $0 $200,000 $1,600,000 $1,800,000

PRIORYEARS

Proposed CO Bonds

$1,800,000 $1,800,000 $200,000 $1,600,000 $1,800,000

$1,800,000 $1,800,000 $0 $0 $0 $0 $200,000 $1,600,000 $0 $1,800,000

Durant Street Storm Sewer and Pavement Improvements Phase 2

PROJECT # DR2201




2024 2025PROJECT





BUDGET


TOTAL ESTIMATE PROJECTED 2021 2022 2023 2026

Construction


PROJECT COSTS ALLOCATIONTOTAL

BUDGETPrelim. Engineering ReportLand/Right of WayDesign/Surveying


TOTAL ESTIMATE PROJECTED 2021 2022 2023 2024 2025PROJECT

TOTAL2026

Utilities

PROJECT NAME - Durant Street Storm Sewer and Pavement Improvements Phase 2

PROJECT DESCRIPTION

This project includes the design and construction of the second phase of a two phase project to add a storm sewer system, concrete curb and gutter pavement and a sidewalk along Durant Street. This is the seventh of several drainage improvement projects that were recommended in the M-1 Ditch Watershed Study that was completed in January 2011 by Dannenbaum Engineering. Project location: Durant Street just north of Iwo Street to Stadium Drive.


To improve drainage in the M-1 Ditch Watershed by adding a storm sewer system along Durant Street.





No Yes (See Below)

______________________________________________________________________________Annual Budget


348


PROJECTED 2021 2022 2023 2024 2025 2026 Total


General Project Fund Revenue $255,716 $694,926 $350,400 $291,480 $256,200 $175,000 $2,023,722 $1,073,080Certificates of Obligation (CO) $1,801,341 $1,801,341Proposed CO Bonds $2,756,000 $2,826,800 $5,582,800 $5,582,800Proposed Rev BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees Sales TaxesOther Funding Sources $152,594 $888,200 $758,120 $699,900 $769,280 $412,800 $3,680,894 $3,528,300TOTAL SOURCES $2,057,057 $847,520 $1,238,600 $3,805,600 $3,782,900 $944,280 $412,800 $13,088,757 $10,184,180

Project No. Project NamePRIOR YEARS

PROJECTED 2021 2022 2023 2024 2025 2026 Total


PA1901 Pearson Park Capital Improvement Rec. $155,715 $1,801,341 $363,000 $200,800 $94,100 $116,000 $88,000 $2,818,956 $861,900 PA1902 Tom Blakeney Trail Park Capital Imp. Rec. $100,001 $50,000 $2,706,000 $2,856,001 $2,706,000 PA2001 Briscoe Park Capital Improvement Rec. $325,000 $315,000 $120,000 $93,280 $172,680 $1,025,960 $1,025,960 PA2002 Nat. Oak Park & Bob Owen Pool Capital Imp. $136,000 $34,980 $170,980 $170,980 PA2003 Newman Park Capital Improvement Rec. $80,000 $58,000 $313,200 $60,000 $290,000 $801,200 $801,200 PA2101 Prairie Dog Park Capital Improvement Rec. $197,200 $232,000 $160,000 $589,200 $589,200 PA2102 Ruben Adame Park Capital Imp. Rec. $29,000 $66,000 $127,600 $175,000 $397,600 $397,600 PA2103 Talmadge Park Capital Improvement Rec. $58,000 $58,000 $81,200 $197,200 $139,200 PA2201 Hugh Adams Park Capital Improvement Rec. $104,940 $104,940 PA2202 Lions Park Capital Improvement Rec. $116,000 $116,000 $118,720 $522,000 $92,800 $965,520 $849,520 PA2203 Morgan Park Capital Improvement Rec. $46,400 $127,600 $11,600 $185,600 $185,600 PA2301 Sealy Park Capital Improvement Rec. $2,500 $46,400 $88,000 $175,000 $311,900 $311,900 PA2302 Marina Park Capital Improvement Rec. $220,000 $2,200,000 $2,420,000 $2,420,000 PA2303 Bob Owen Municipal Pool Improvement Rec. $58,000 $138,000 $47,700 $243,700 $185,700

TOTAL USES $255,716 $2,188,281 $1,491,100 $3,824,120 $969,180 $3,366,880 $993,480 $13,088,757 $10,644,760

USESPRIOR YEARS

PROJECTED 2021 2022 2023 2024 2025 2026 Total


Prelim. Engineering Report $0 $0Land/Right of Way $0 $0Design/Surveying $100,001 $79,000 $101,500 $66,000 $266,000 $2,271,000 $101,000 $2,984,501 $2,805,500Construction $155,715 $2,109,281 $1,389,600 $3,758,120 $703,180 $1,095,880 $892,480 $10,104,256 $7,839,260Equipment and Furniture $0 $0Contingency $0 $0TOTAL USES $255,716 $2,188,281 $1,491,100 $3,824,120 $969,180 $3,366,880 $993,480 $13,088,757 $10,644,760

CITY OF ALVIN

FY 22-26 CAPITAL IMPROVEMENT PROGRAMPARKS

______________________________________________________________________________Annual Budget


349

PROJECT IMAGE

2022 2023 2024 2025 2026

$22,500 $2,000

$0 $0 $0 $22,500 $2,000

PRIORYEARS

$183,000 $183,000 $33,000 $10,000 $4,000 $10,000 $8,000 $65,000$2,753,956 $2,613,615 $155,715 $1,801,341 $330,000 $190,800 $90,100 $106,000 $80,000 $2,753,956

$2,936,956 $2,796,615 $155,715 $1,801,341 $363,000 $200,800 $94,100 $116,000 $88,000 $2,818,956

PRIORYEARS

$150,000 $155,715 $155,715 $155,715$1,800,000 $1,800,000 $1,801,341 $1,801,341

Proposed CO Bonds

$846,615 $840,900 $363,000 $200,800 $94,100 $116,000 $88,000 $861,900$2,796,615 $2,796,615 $1,957,056 $0 $363,000 $200,800 $94,100 $116,000 $88,000 $2,818,956

Pearson Park Capital Improvement Recommendations

PROJECT # PA1901

Utilities

PROJECT NAME - Pearson Park Capital Improvement Recommendations

PROJECT DESCRIPTIONIn fiscal year 2022, construct a wooden picnic deck near basketball court, mill, overlay and stripe 2 asphalt parking lots,color coat and stripe two tennis courts, two basketball courts and one multipurpose area. In fiscal year 2023, installationof sixteen bleacher shade coverings & playground cover is recommended. In fiscal year 2024, install irrigation on nineathletic playing fields & replace one wooden picnic pavilion with park standard metal pavilion. In fiscal year 2025 replace6 scoreboards, add 2 new scoreboards. In fiscal year 2026, install basketball court lighting.

PROJECT ORIGIN AND JUSTIFICATIONFY2022 - A wooden deck constructed under existing oak trees near the basketball court would offer a shaded area forpark users to rest, picnic as well as cover exposed tree roots and dirt, creating a tanquil and usable space. The asphaltparking lots are in need of overlay due to cracking and sinking of some areas. These areas are in need of professionalcoating & coloring which include sealing existing cracks in the concrete, making all areas safer and more attractive forusers. TheseFY2023 - Bleacher shade would provide relief from the sun to playground users and spectators duringsoftball games. FY2024 - Irrigation would allow for improved athletic turf management when applying granulated fertilizer,seed or ant treatment. FY2025 - 6 of 8 softball fields have existing scoreboards in need of repair or replacement,remaining 2 fields have no scoreboard. FY2026 - expand opportunity for park use in evening, report of vehicle headlightsbeing used.





FY PROJECTED ALLOCATIONSTOTAL

ESTIMATEPROJECTED

2021 2022 2023 2024 2025PROJECT

TOTAL2026

Construction




General Obligation Bonds (GO)


FUNDING SOURCES 2024 2025PROJECT

TOTALGeneral Project Fund RevenueCertificates of Obligation (CO)

TOTAL BUDGET

FY PROJECTED FUNDING SOURCESTOTAL

ESTIMATEPROJECTED

2021 2022 2023 2026

TOTAL SOURCESExplain & Identify Type of Other Sources: Park Dedication Fund, Accrued Interest

Project Manager: Parks and Recreation Director

New/Proposed GO BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees Sales TaxesOther Funding Sources1 -

No Yes (See Below)

______________________________________________________________________________Annual Budget


350

PROJECT IMAGE

2022 2023 2024 2025 2026

$10,000

$0 $10,000 $0 $0 $0

PRIORYEARS

$150,001 $100,000 $100,001 $50,000 $150,001$2,756,000 $2,756,000 $2,706,000 $2,706,000

$2,906,001 $2,856,000 $100,001 $50,000 $0 $2,706,000 $0 $0 $0 $2,856,001

PRIORYEARS

$100,000 $100,000 $100,001 $100,001

Proposed CO Bonds $2,756,000 $2,756,000 $2,756,000 $2,756,000

$2,856,000 $2,856,000 $100,001 $0 $0 $2,756,000 $0 $0 $0 $2,856,001

PROJECT # PA1902

Tom Blakeney Jr. Trail Park Capital Improvement Recommendations

Utilities

PROJECT NAME - Tom Blakeney Jr. Trail Park Capital Improvement Recommendations

PROJECT DESCRIPTION

FY2021 included $50,000 to complete engineering & design of hike and bike trail, section from Nelson Road at Fairway Drive to Alvin Community College. FY2023 is recommended to bid and construct due to timeline of east side interceptor replacement' which directly conflicts with trail alignmnent.

PROJECT ORIGIN AND JUSTIFICATION

Phase III of the hike and bike trail is planned to extend from South Street to Alvin Community College. This route was designed by a steering committee, approved by the Parks and Recreation Board and ultimately adopted by City Council as part of the 2035 Comprehensive Plan (Goal 4.3, Obj. 4.3.1, pg. 4-21) Phase III is emphasized in the 2017 Parks and Recreation Master Plan (Goal 2.0, obj. 2.1, Strategy 2.1.1, pg. 3.22). FY2019 - $100,000 was budgeted to provide preliminary design & opinioin of probable construction costs. Due to uncertainity of Grand Parkway,staff was directed to focus on design of trail section from Nelson Road to ACC.

INCREMENTAL OPERATING AND MAINTENANCE COSTSImpact on operating budget

Fiscal YearOperating CostsPersonnel Operating & Maintenance


ESTIMATEPROJECTED

2021 2022 2023 2024 2025PROJECT

TOTAL2026

Construction







TOTALGeneral Project Fund Certificates of Obligation (CO)

TOTAL BUDGET


ESTIMATEPROJECTED

2021 2022 2023 2026

TOTAL SOURCESExplain & Identify Type of Other Sources: Park Dedication Fund and/or General Projects Fund $100,000 was added to FY20 for revenues to balance out the project. Need to verify where this funding wil lcome from. Project Manager: Parks and Recreation Director


No Yes (See Below)

______________________________________________________________________________Annual Budget


351

PROJECT IMAGE

2022 2023 2024 2025 2026

$10,000

$0 $10,000 $0 $0 $0

PRIORYEARS

$151,600 $15,000 $15,000 $30,000 $60,000$1,900,320 $310,000 $300,000 $120,000 $93,280 $142,680 $965,960

$0 $2,051,920 $0 $0 $325,000 $315,000 $120,000 $93,280 $172,680 $1,025,960

PRIORYEARS

$385,280 $330,480 $54,800 $385,280

Proposed CO Bonds

$640,680 $142,800 $103,000 $69,600 $93,280 $232,000 $640,680$0 $1,025,960 $0 $330,480 $197,600 $103,000 $69,600 $93,280 $232,000 $1,025,960

Briscoe Park Capital Improvement Recommendations

PROJECT # PA2001

Utilities

PROJECT NAME Briscoe Park Capital Improvement Recommendations

PROJECT DESCRIPTIONIn fiscal year 2022, design & construct fishing pier @ the retention pond, drainage/grading/dirtwork @ Dog Park, Disc Golf, Football Fields, upgrade to larger waste water station, color coat & stripe basketball court . In fiscal year 2023, install curb and gutter and repair to sub-base of asphalt parking lot w/ slurry seal cap & re-stripe & install new splash pad. In fiscal year 2024, install five new shade covers. In fiscal year 2025, installation of solar lighting for the dog park. In fiscal year 2026, installation of two concrete parking lots (Northeast & Southwest)PROJECT ORIGIN AND JUSTIFICATIONFY2022 - Fishing pier would promote fresh water fishing in our community as the pond is currently registered with the Texas Parks and Wildlife Department. Drainage/grading/dirtwork - areas of the park continue to hold water after rain events, athletic fields need "re-crowing". Waste Water station is undersized during peak usage, replacement to larger station is needed. Basketball court surface has smooth concrete finish making for slick surface along with ponding water after rain event, coating will level the surface and provide anti-slip during play. FY2023 - parking lot has large areas of ponding water after rain event indicating failure of sub base material, curb & gutter is needed at entrance of parkig lot. A splash pad is the most needed park amenity according to a survey found in the 2017 Parks and Recreation Master Plan. FY2024 - three covers for bleachers, two for dog park. FY2025 - accommodate nighttime usage. FY2026 - releave congestion during sporting events as well as provide separate, more accessible parking at the disc golf course.







2021 2022 2023 2024 2025PROJECT

TOTAL2026

Construction








TOTAL BUDGET



2021 2022 2023 2026

TOTAL SOURCES¹Explain & Identify Type of Other Sources: Park Dedication Funds



No Yes (See Below)

______________________________________________________________________________Annual Budget


352

PROJECT IMAGE

2022 2023 2024 2025 2026

$10,000

$0 $0 $0 $0 $10,000

PRIORYEARS

$64,500 $5,000 $27,000 $25,000 $57,000$737,800 $80,000 $53,000 $286,200 $60,000 $265,000 $744,200

$0 $802,300 $0 $0 $80,000 $58,000 $313,200 $60,000 $290,000 $801,200

PRIORYEARS

$43,100 $26,100 $17,000 $43,100

Proposed CO Bonds

$759,200 $60,000 $53,900 $58,000 $296,200 $290,000 $758,100$0 $802,300 $0 $86,100 $53,900 $58,000 $313,200 $290,000 $0 $801,200

Newman Park Capital Improvement Recommendations

PROJECT # PA2003

Utilities

PROJECT NAME - Newman Park Capital Improvement Recommendations

PROJECT DESCRIPTION

In fiscal year 2022 replacement of two wooden pavilions, new shade cover along with coating and striping of basketball court. In fiscal year 2023, extending the existing concrete walking path is recommended. In fiscal year 2024, add lighting to basketball court and pathway. In fiscal year 2025, shade cover over playground is recommended. In fiscal year 2026, recommend to construct permanent restrooms, expand existing parking lot.


The existing wooden pavilions are over twenty years old, showing deterioration and need to be replaced using park stadards (pg. E.12). Basketball court is highly used, spectators and players need relief and protection from sun. Extending the concrete walking path has been requested by residents. Walking/Biking trails were also identified as a need in the Parks and Recreation Master Plan. Installation of lighting would provide an opportunity for community members to utilize the park in the evenings. Shade canopy provides protection for users and extends life of playground components, playground installed in 2017 funded by KaBoom! grant. Additional parking and onsite restrooms are needed.







2021 2022 2023 2024 2025PROJECT

TOTAL2026

Construction








TOTAL BUDGET



2021 2022 2023 2026

TOTAL SOURCES¹Explain & Identify Type of Other Sources: Park Dedication Fund and/or General Projects Fund



No Yes (See Below)

______________________________________________________________________________Annual Budget


353

PROJECT IMAGE

2022 2023 2024 2025 2026

$5,000

$0 $0 $0 $5,000 $0

PRIORYEARS

$33,500 $2,500 $5,000 $11,000 $15,000 $33,500$364,100 $26,500 $61,000 $116,600 $160,000 $364,100

$0 $397,600 $0 $0 $29,000 $66,000 $0 $127,600 $175,000 $397,600

PRIORYEARS

$192,600 $29,000 $36,000 $127,600 $175,000 $367,600

Proposed CO Bonds

$205,000 $30,000 $30,000$0 $397,600 $0 $29,000 $66,000 $0 $127,600 $175,000 $0 $397,600

Ruben Adame Park Capital Improvement Recommendations

PROJECT # PA2102

Utilities

PROJECT NAME - Ruben Adame Park Capital Improvement Recommendations

PROJECT DESCRIPTION

In fiscal year 2022, construct remaining 1/2 basketball court. In fiscal year 2023, install lighitng for the basketball court, playground and baskstop area, purchase and install new swing set with parent child swing(s) or other unique feature. In fiscal year 2025, install shade canopy over the basketball court. In fiscal year 2026, construct permanent restrooms.


Construction of the remaining 1/2 basketball court is recommended because the amount of CDBG funding in FY 2015 only allowed for 1/2 of the planned full basketball court. Illumination of the basketball court, playground and backstop area is recommended to allow use of these amenities in the evening hours, especially during the winter months (Parks Master Plan Obj. 2.3, page 3.26) A shade canopy over the basketball court would provide users protection from the sun, cooler playing conditions and attract more users (Parks Master Plan Strategy 3.2.2, page 3.29).







2021 2022 2023 2024 2025PROJECT

TOTAL2026

Construction








TOTAL BUDGET



2021 2022 2023 2026

TOTAL SOURCES¹Explain & Identify Type of Other Sources: Park Dedication, Community Development Block Grant



No Yes (See Below)

______________________________________________________________________________Annual Budget


354

PROJECT IMAGE

2022 2023 2024 2025 2026

$1,500

$0 $0 $0 $1,500 $0

PRIORYEARS

$12,000 $5,000 $5,000 $7,000 $17,000$127,200 $53,000 $53,000 $74,200 $180,200

$0 $139,200 $0 $58,000 $58,000 $0 $81,200 $0 $0 $197,200

PRIORYEARS

$139,200 $58,000 $58,000 $81,200 $197,200

Proposed CO Bonds

$0 $139,200 $0 $58,000 $58,000 $81,200 $0 $0 $0 $197,200

Talmadge Park Capital Improvement Recommendations

PROJECT # PA2103

Utilities

PROJECT NAME - Talmadge Park Capital Improvement Recommendations

PROJECT DESCRIPTION

In fiscal year 2022, construction of a concrete pathway connecting park amenities and parking lot is recommended.In fiscal year 2024 construction of a full court concrete basketball court, lighting and electrical outlets at the pavilion and installation of a unique play structure is recommended.


Construction of a full court concrete basketball court and addition of a unique playscape combined along with installation of lights and electrical outlets on the existing pavilion would provide an attractive feature for park users. Construction of a concrete pathway connecting the parking lot and all amenities would assist with accessibility within the park.






ESTIMATEPROJECTED

2021 2022 2023 2024 2025PROJECT

TOTAL2026

Construction








TOTAL BUDGET


ESTIMATEPROJECTED

2021 2022 2023 2026

TOTAL SOURCES¹Explain & Identify Type of Other Sources: General Projects Fund and/or Park Dedication Fund



No Yes (See Below)

______________________________________________________________________________Annual Budget


355

PROJECT IMAGE

2022 2023 2024 2025 2026

$0 $0 $0 $0 $0

PRIORYEARS

$17,000 $9,000 $9,000$181,220 $95,940 $95,940

$0 $198,220 $0 $104,940 $0 $0 $0 $0 $104,940

PRIORYEARS

$198,220 $104,940 $104,940

Proposed CO Bonds

$0 $198,220 $0 $104,940 $0 $0 $0 $0 $0 $104,940

Hugh Adams Park Capital Improvement Recommendations

PROJECT # PA2201

Utilities

PROJECT NAME - Hugh Adams Park Capital Improvement Recommendations

PROJECT DESCRIPTION

In fiscal year 2021, replacement of seven wooden picnic pavilions. In fiscal year 2022, installation of a shade canopy over the playground area.


The existing wooden pavilions are in need of replacement. Replacement pavilion design, material and color should follow the site furnishing standard outlined the Park Standards Manual (pg. E.12). The playground is currently in direct sunlight. Shade would allow for cooler temperatures on all playstructure surfaces as well as offer kids protection from the sun as recommended in the Park Standards Manual (Table 1 pg. E.4). Shade will also help maintain the integrity of the playground components and prevent premature color fading.






ESTIMATEPROJECTED

2021 2022 2023 2024 2025PROJECT

TOTAL2026

Construction








TOTAL BUDGET


ESTIMATEPROJECTED

2021 2022 2023 2026

TOTAL SOURCES¹Explain & Identify Type of Other Sources: Park Dedication Fund, General Fund


Proposed Rev BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees Sales TaxesOther Funding Sources1 -

No Yes (See Below)

______________________________________________________________________________Annual Budget


356

PROJECT IMAGE

2022 2023 2024 2025 2026

$11,500

$0 $0 $0 $11,500 $0

PRIORYEARS

$74,200 $10,000 $10,000 $45,000 $8,000 $73,000$786,520 $106,000 $106,000 $118,720 $477,000 $84,800 $892,520

$0 $860,720 $0 $116,000 $116,000 $118,720 $0 $522,000 $92,800 $965,520

PRIORYEARS

Proposed CO Bonds $522,000 $626,800 $626,800

$338,720 $116,000 $129,920 $92,800 $338,720$0 $860,720 $0 $0 $116,000 $129,920 $626,800 $0 $92,800 $965,520

Lions Park Capital Improvement Recommendations

PROJECT # PA2202

Utilities

PROJECT NAME - Lions Park Capital Improvement Recommendations

PROJECT DESCRIPTION

In fiscal year 2022, re-asphalt walking trail is recommended. In fiscal year 2023, installation of fourteen bleacher shade covers along with replacement of fourteen metal dug out roofs. In fiscal year 2025, installation of one large picnic pavilion to include four picnic tables, five smaller picnic pavilions with ten total picnic tables, playground designed for 5-12 year old children with age recommendation and safety rules sign along with athletic field lighting for the remaining three athletic playing fields and an irrigation system for all seven athletic playing fields. In fiscal year 2026, install 6 new scoreboards.PROJECT ORIGIN AND JUSTIFICATION

The bleacher shade covers will provide relief from the direct sun to everyone attending/watching games at all seven athletic fields. The current dug out roofs are built with corrugated tin aluminum and will need to be replace with heavier gauge aluminum preferably having a sun reflective finish to maintain cool temperatures within the dug out (refer to Park Standards Manual). Picnic pavilions with tables are needed because none exist currently and there is a need for relief from the sun to sit, eat and relax during breaks from baseball games. A playground is needed to provide a recreational outlet to park visitors, nothing currently exists. Athletic field lighting is always in demand, currently four of the seven fields have lights.







2021 2022 2023 2024 2025PROJECT

TOTAL2026

Construction








TOTAL BUDGET



2021 2022 2023 2026

TOTAL SOURCES¹Explain & Identify Type of Other Sources: Park Dedication Funds and/or General Project Funds



No Yes (See Below)

______________________________________________________________________________Annual Budget


357

PROJECT IMAGE

2021 2022 2023 2024 2025

$5,000

$0 $0 $0 $0 $5,000

PRIORYEARS

$15,000 $4,000 $11,000 $1,000 $16,000$169,600 $42,400 $116,600 $10,600 $169,600

$184,600 $0 $0 $46,400 $127,600 $11,600 $0 $0 $185,600

PRIORYEARS

$185,600 $46,400 $127,600 $11,600 $185,600

Proposed CO Bonds

$0 $185,600 $0 $0 $46,400 $127,600 $11,600 $0 $0 $185,600

Morgan Park

PROJECT # PA2203

Utilities

PROJECT NAME - Morgan Park

PROJECT DESCRIPTION

In fiscal Year 2022, purchase and installation of four bleacher shade covers are recommended. In fiscal year 2023, construct large pavilion (>701 sq ft) and renovate restrooms. In fiscal year 2024, installation of irrigation for the two athletic fields is recommended.


Bleacher shade would provide relief from the sun to spectators during athleticgames. Addition of a pavilion would allow space for community gatherings and a rentable amenity. The restrooms have not been renovated since 2006 and are in need of a re-fresh. Irrigation would allow for improved athletic turf management when applying granulated fertilizer, seed or ant treatment.





2021 2022 2023 2024 2025PROJECT

TOTAL2026

Construction




TOTAL BUDGET



2021 2022 2023 20262024 2025PROJECT

TOTAL



FUNDING SOURCESGeneral Project Fund RevenueCertificates of Obligation (CO)




No Yes (See Below)

______________________________________________________________________________Annual Budget


358

PROJECT IMAGE

2022 2023 2024 2025 2026

$5,000

$0 $0 $0 $5,000 $0

PRIORYEARS

$24,000 $4,000 $5,000 $15,000 $24,000$285,400 $2,500 $42,400 $83,000 $160,000 $287,900

$0 $309,400 $0 $0 $2,500 $0 $46,400 $88,000 $175,000 $311,900

PRIORYEARS

Proposed CO Bonds

$309,400 $2,500 $46,400 $88,000 $175,000 $311,900$0 $309,400 $0 $0 $2,500 $46,400 $88,000 $175,000 $0 $311,900

Sealy Park Capital Improvement Recommendations

PROJECT # PA2301

Utilities

PROJECT NAME - Sealy Park Capital Improvement Recommendations

PROJECT DESCRIPTION

In fiscal year 2022, add new color coat and striping to basketball court. In fiscal year 2024, construct new small hexagonal pavilion <701 sq. ft. In fiscal year 2025, construction of full court basketball court with lighting. In fiscal year 2026, construct permanent restrooms.


Basketball Court is non-reg 1/2 court and users would benefit from a professional color coating and striping which provides anti-slip surface for improved and safer play. Permanent Restrooms were also requested by park users as this park features tremendous shade and thus is an ideal area to host birthday and family gatherings. Without onsite restrooms, guests are often forced to leave to seek an available restroom. An onsite restroom and small pavilion could be offered as a fee based amenity in addition to providing enhanced user experience. Park users have suggested expanding the existing court to a full court.







2021 2022 2023 2024 2025PROJECT

TOTAL2026

Construction








TOTAL BUDGET



2021 2022 2023 2026

TOTAL SOURCES¹Explain & Identify Type of Other Sources: General Projects Fund and/or Park Dedication Fund



No Yes (See Below)

______________________________________________________________________________Annual Budget


359

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$200,000 $220,000 $2,200,000 $2,420,000$2,200,000

$0 $2,400,000 $0 $0 $0 $0 $220,000 $2,200,000 $0 $2,420,000

PRIORYEARS

Proposed CO Bonds $2,200,000 $2,200,000 $2,200,000

$200,000 $220,000 $220,000$0 $2,400,000 $0 $0 $0 $220,000 $2,200,000 $0 $0 $2,420,000

Marina Park

PROJECT # PA2302

Operating & Maintenance

PROJECT NAME - Marina Park

PROJECT DESCRIPTION

In fiscal year 2024, preliminary engineering/design for a parking lot, trail and pedestrian bridge connection to downtown and existing hike and bike trial destinations. In fiscal year 2025, construction of two parking lots, trail and pedestrian bridge.


In FY 2018 the City acquired owership of the 5.2 acre undeveloped land, by conveyence, from Brazoria County. The property is seated perfectly as a scenic pedestrian & pedicyclist thrououghfare from Highway 6 and the surrounding residential neighborhood to the existing hike and bike trail and downtown destinations. (Parks Master Plan, Obj. 1.2, Strategy 1.2.1, pg. 4.7)


Personnel


ESTIMATEPROJECTED

2021 2022 2023 2026

UtilitiesTotal Operating CostsPT/FT Staff Total


BUDGET

TOTAL BUDGET

2024 2025PROJECT

TOTALPrelim. Engineering ReportLand/Right of WayDesign/SurveyingConstructionEquipment and FurnitureContingencyTOTAL COSTS

FUNDING SOURCES


ESTIMATEPROJECTED

2021 2022 2023 2024 2025PROJECT

TOTAL


2026General Project Fund RevenueCertificates of Obligation (CO)General Obligation Bonds (GO)

New/Proposed GO BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees Sales TaxesOther Funding Sources1 - TOTAL SOURCES¹Explain & Identify Type of Other Sources:

No Yes (See Below)

______________________________________________________________________________Annual Budget


360

PROJECT IMAGE

2022 2023 2024 2025 2026

$0 $0 $0 $0 $0

PRIORYEARS

$5,000 $5,000 $10,000$100,700 $53,000 $133,000 $47,700 $233,700

$0 $100,700 $0 $58,000 $138,000 $0 $47,700 $0 $0 $243,700

PRIORYEARS

$100,700 $58,000 $138,000 $47,700 $243,700

Proposed CO Bonds

$0 $100,700 $0 $58,000 $138,000 $47,700 $0 $0 $0 $243,700

Bob Owen Municipal Pool

PROJECT # PA2303


PROJECT NAME - Bob Owen Municipal Pool

PROJECT DESCRIPTION

In fiscal year 2022, construct new cabanas / shade structures on pool deck, re-plaster pool. In fiscal year 2024, replacement of the existing cyclone fence is recommended.


Cabanas could be a fee based amenity as well as enhance the user experience. The existing fence is showing wear and tear making it unattractive. The replacement fence should be AmeriStar Montage Commercial Invisible Style, or equivalent, black powder coated steel fence with curved picket used to prevent a breach while providing a traditional decorative fence appearance.


Personnel


ESTIMATEPROJECTED

2021 2022 2023 2026



BUDGET

TOTAL BUDGET

2024 2025PROJECT


FUNDING SOURCES


ESTIMATEPROJECTED

2021 2022 2023 2024 2025PROJECT

TOTAL




No Yes (See Below)

______________________________________________________________________________Annual Budget


361


PROJECTED 2021 2022 2023 2024 2025 2026 Total


General Project Fund Revenue $1,312,993 $274,187 $1,587,179Certificates of Obligation (CO) $14,466,606 $14,466,606Proposed CO BondsProposed Rev BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees Sales TaxesOther Funding SourcesTOTAL SOURCES $15,779,599 $274,187 $0 $0 $0 $0 $0 $16,053,785 $0

Project NamePRIOR YEARS

PROJECTED 2021 2022 2023 2024 2025 2026 Total


Fire / EMS Station $9,362,369 $6,599,860 $91,557 $16,053,785 $91,557TOTAL USES $9,362,369 $6,599,860 $91,557 $0 $0 $0 $0 $16,053,785 $91,557

USESPRIOR YEARS

PROJECTED 2021 2022 2023 2024 2025 2026 Total


Prelim. Engineering ReportLand/Right of Way $515,682 $229,597 $745,279Design/Surveying $1,194,920 $456,817 $1,651,736Construction $5,845,685 $5,446,819 $11,292,504Equipment and Furniture $1,424,686 $250,000 $1,674,686Contingency $381,396 $216,627 $91,557 $689,580 $91,557TOTAL USES $9,362,369 $6,599,860 $91,557 $0 $0 $0 $0 $16,053,785 $91,557

CITY OF ALVIN

FY 22-26 CAPITAL IMPROVEMENT PROGRAMFACILITIES

______________________________________________________________________________Annual Budget


362

PROJECT IMAGE

2021 2022 2023 2024 2025

$10,000 $50,000

$10,000 $50,000 $0 $0 $0

PRIORYEARS

$0$310,000 $745,279 $515,682 $229,597 $745,279

$1,754,743 $1,697,576 $1,194,920 $456,817 $1,651,736$13,341,000 $11,673,900 $5,845,685 $5,446,819 $11,292,504

$1,424,686 $250,000 $1,674,686$381,396 $216,627 $91,557 $689,580

$15,405,743 $14,116,755 $9,362,369 $6,599,860 $91,557 $0 $0 $0 $0 $16,053,785

PRIORYEARS

$1,210,743 $531,552 $1,312,993 $274,187 $1,587,179$14,195,000 $13,220,606 $14,466,606 $14,466,606

$0Proposed CO Bonds $0

$0$0$0$0$0$0

$15,405,743 $13,752,158 $15,779,599 $274,187 $0 $0 $0 $0 $0 $16,053,785

Fire/EMS Station

PROJECT # FA1801

2026

TOTAL SOURCESExplain & Identify Type of Other Sources: EMS Fund $1,600,000 is needed to balance out revenues and expenditures.


2024 2025PROJECT


TOTAL BUDGET



2021 2022 2023

Sales Taxes


FUNDING SOURCES


New/Proposed GO BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees

Construction



TOTAL BUDGET





2021 2022 2023 2024 2025PROJECT

TOTAL2026

Project Manager: Fire Administrator / EMS Director

Utilities

PROJECT NAME - Fire/EMS Station

PROJECT DESCRIPTION

This project is to design and construct a new Fire and Emergency Medical Services (EMS) Station on the 4.36 acre property at the corner of Bellaire Boulevard and South Street that was purchased in December 2017.

PROJECT ORIGIN AND JUSTIFICATIONThe proposed combination facility would replace existing Fire Station #1 located at 302 W. House Street and the existing EMS Station located at 709 E. House Street. Compelling reasons to construct a new station include, but are not limited to, expanding service coverage to the south and east quarters of the Fire Department response territory, reducing response time, providing better access to the City's major thoroughfares, and increase geographical access to calls for service. The two existing stations lack sufficient windstorm ratings, have inadequate sleeping quarters for staff, have no room for future growth, are in poor physical condition (EMS Building), and have bays that are too small for the existing apparatus used.




Personnel

No Yes (See Below)

______________________________________________________________________________Annual Budget


363


PROJECTED 2021 2022 2023 2024 2025 2026 Total


General Project Fund Revenue $49,500 $50,000 $50,000 $50,000 $199,500 $150,000Certificates of Obligation (CO)Proposed CO BondsProposed Rev BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees Sales Taxes $3,490,797 $3,205,556 $2,250,000 $2,250,000 $2,250,000 $2,250,000 $1,000,000 $16,696,353 $10,000,000Other Funding Sources $105,500 $75,000 $15,100,000 $15,280,500 $15,100,000TOTAL SOURCES $3,645,797 $3,280,556 $17,400,000 $2,300,000 $2,300,000 $2,250,000 $1,000,000 $32,176,353 $25,250,000


PRIOR YEARS

PROJECTED 2021 2022 2023 2024 2025 2026 Total


ST1801 Sidewalk Program $500,000 $210,000 $250,000 $250,000 $250,000 $250,000 $1,710,000 $1,000,000ST1803 FM 528 Extension $990,797 $195,556 $15,100,000 $16,286,353 $15,100,000ST1804 Concrete Pavement Program $1,500,000 $1,800,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $7,300,000 $4,000,000ST1805 Wayfinding Signs Project $155,000 $75,000 $230,000 $0ST1901 Asphalt Pavement Program $500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $6,500,000 $5,000,000ST2001 Alvin Parkway Signage Project $50,000 $50,000 $50,000 $150,000 $150,000

TOTAL USES $3,645,797 $3,280,556 $17,400,000 $2,300,000 $2,300,000 $2,250,000 $1,000,000 $32,176,353 $25,250,000

USESPRIOR YEARS

PROJECTED 2021 2022 2023 2024 2025 2026 Total


Prelim. Engineering ReportLand/Right of WayDesign/Surveying $1,055,795 $180,058 $1,235,853Construction $2,500,000 $3,190,500 $2,300,000 $2,300,000 $2,300,000 $2,250,000 $16,100,000 $30,940,500 $25,250,000Equipment and FurnitureContingencyTOTAL USES $3,555,795 $3,370,558 $2,300,000 $2,300,000 $2,300,000 $2,250,000 $16,100,000 $32,176,353 $25,250,000


STREETS

______________________________________________________________________________Annual Budget


364

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$1,500,000 $250,000 $500,000 $210,000 $250,000 $250,000 $250,000 $250,000 $1,710,000

$1,500,000 $250,000 $500,000 $210,000 $250,000 $250,000 $250,000 $250,000 $0 $1,710,000

PRIORYEARS

Proposed CO Bonds

$1,500,000 $250,000 $500,000 $210,000 $250,000 $250,000 $250,000 $250,000 $1,710,000

$1,500,000 $250,000 $500,000 $210,000 $250,000 $250,000 $250,000 $250,000 $0 $1,710,000

Sidewalk Program

PROJECT # ST1801




2024 2025PROJECT





BUDGET



2021 2022 2023 2026

Construction






2021 2022 2023 2024 2025PROJECT

TOTAL2026

Utilities

PROJECT NAME - Sidewalk Program

PROJECT DESCRIPTION

This program is intended to provide adequate pedestrian access throughout Alvin where pedestrians are frequently observed. Concrete sidewalks will be installed and repaired in compliance with Americans with Disabilities Act (ADA) requirements.


To provide adequate pedestrian access as proposed in the 2035 Comprehensive Plan to increase the City's walkability.





No Yes (See Below)

______________________________________________________________________________Annual Budget


365

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$1,186,353 $1,186,353 $1,006,295 $180,058 $1,186,353$15,100,000 $15,100,000 $15,100,000

$1,186,353 $16,286,353 $1,006,295 $180,058 $0 $0 $0 $0 $15,100,000 $16,286,353

PRIORYEARS

Proposed CO Bonds

$1,186,353 $1,186,353 $990,797 $195,556 $1,186,353$15,100,000 $15,100,000 $15,100,000

$1,186,353 $16,286,353 $990,797 $195,556 $15,100,000 $0 $0 $0 $0 $16,286,353

FM 528 Extension

PROJECT # ST1803

TOTAL SOURCES¹Explain & Identify Type of Other Sources: Brazoria County (10%), Federal Funding (80%) through the Transportation Improvement Program (TIP) Project Manager: City Engineer


2024 2025PROJECT





BUDGET



2021 2022 2023 2026

Construction






2021 2022 2023 2024 2025PROJECT

TOTAL2026

Utilities

PROJECT NAME - FM 528 Extension

PROJECT DESCRIPTION

This project involves the design and construction of the extension of FM 528 from Gordon Street to Highway 6 along the right-of-way that has been acquired in the last ten plus years. The final environmental study for the project alignment was completed by TXDOT in 2016 and TXDOT submitted an application for funding of the construction of the project through the Transportation Improvement Program's (TIP) "2018 Call For Projects" in October 2018. The project was not selected for TIP funding. The majority of the construction cost for the project comes from the construction of the bridge over the railroad tracks.PROJECT JUSTIFICATION

Completion of this project will help to relieve traffic congestion at the Gordon Street and Highway 6 intersection, as well as, provide a secondary evacuation route over the railroad tracks in the event that the railroad underpass along Highway 6 floods.





No Yes (See Below)

______________________________________________________________________________Annual Budget


366

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$500,000 $1,500,000 $1,800,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $7,300,000

$0 $500,000 $1,500,000 $1,800,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $7,300,000

PRIORYEARS

Proposed CO Bonds

$500,000 $1,500,000 $1,800,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $7,300,000

$0 $500,000 $1,500,000 $1,800,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $7,300,000

Concrete Pavement Program

PROJECT # ST1804




2024 2025PROJECT





BUDGET



2021 2022 2023 2025

Construction






2021 2022 2023 2024 2025PROJECT

TOTAL2026

Utilities

PROJECT NAME - Concrete Pavement Program

PROJECT DESCRIPTION

This program includes the repair and / or removal and replacement of concrete pavement and the installation of associated storm pipes, inlets, manholes and sidewalks. Each year the project locations will be determined based on the recommendations from the 2020 Concrete Street Assessment by JET Civil Consulting.


To improve existing concrete infrastructure.





No Yes (See Below)

______________________________________________________________________________Annual Budget


367

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$49,500 $50,000 $49,500 $49,500$180,500 $180,500 $180,500 $180,500

$230,000 $230,500 $49,500 $180,500 $0 $0 $0 $0 $0 $230,000

PRIORYEARS

$50,000 $50,000 $49,500 $49,500

Proposed CO Bonds

$180,500 $180,500 $105,500 $75,000 $180,500$230,500 $230,500 $155,000 $75,000 $0 $0 $0 $0 $0 $230,000

Wayfinding Signs Project

PROJECT # ST1805

TOTAL SOURCES¹Explain & Identify Type of Other Sources: Hotel Occupancy Tax Fund

Project Manager: Economic Development Director

Other Funding Sources1

2024 2025PROJECT





BUDGET



2021 2022 2023 2026

Construction






2021 2022 2023 2024 2025PROJECT

TOTAL2026

Utilities

PROJECT NAME - Wayfinding Signs Project

PROJECT DESCRIPTION

Wayfinding is a way to use signage to direct people, both drivers and pedestrians, to locations of interest in our city. This can include public places and buildings, library, museum, downtown, and other points of interest. The location will be at various places throughout the corporate city limits.


This project was derived from the City of Alvin 2035 Comprehensive Plan under land use and character, specifically calling out the difficulty to locate places of interest and the need for wayfinding. The city has several state roadways traversing the city. Not all bring drivers to the downtown area or other points of interest. This program will create a uniqueness about Alvin while also improving the economic vitality of lesser known parts of the city that tourists and visitors may not be aware exist.





No Yes (See Below)

______________________________________________________________________________Annual Budget


368

PROJECT IMAGE

2020 2021 2022 2023 2024

$0 $0 $0 $0 $0

PRIORYEARS

$500,000 $500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $6,500,000

$0 $500,000 $500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $6,500,000

PRIORYEARS

Proposed CO Bonds

$500,000 $500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $6,500,000

$0 $500,000 $500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $6,500,000

Asphalt Pavement Program

PROJECT # ST1901




2024 2025PROJECT





BUDGET



2021 2022 2023 2026

Construction






2021 2022 2023 2024 2025PROJECT

TOTAL2026

Utilities

PROJECT NAME - Asphalt Pavement Program

PROJECT DESCRIPTION

This program involves the repair and/or rehabilitation of various asphalt streets within the City of Alvin. The scope of the project will be determined during the design phase based on the condition of each roadway. The street locations will be determined based on recommendations from the 2020 Asphalt Pavement Assessment by JET Civil Consulting.


To improve existing infrastructure.





No Yes (See Below)

______________________________________________________________________________Annual Budget


369

PROJECT IMAGE

2020 2021 2022 2023 2024

$0 $0 $0 $0 $0

PRIORYEARS

$150,000 $50,000 $50,000 $50,000 $150,000

$150,000 $0 $0 $50,000 $50,000 $50,000 $0 $0 $150,000

PRIORYEARS

$150,000 $50,000 $50,000 $50,000 $150,000

Proposed CO Bonds

$0 $150,000 $0 $0 $50,000 $50,000 $50,000 $0 $0 $150,000

Alvin Parkway Signage

PROJECT # ST2001

Utilities

PROJECT NAME - Alvin Parkway Signage

PROJECT DESCRIPTION

This project involves the replacement of signage along State Highway 288 near the FM 1462 exit. Currently there are four large signs along S.H. 288 (two along the south bound lanes and two along the north bound lanes) that identify the exit for FM 1462. These signs would be replaced with new signs that identify FM 1462 as "Alvin Parkway."


The project would help to further identify the City of Alvin for motorists travelling along S.H. 288.






2021 2022 2023 2024 2025PROJECT

TOTAL2026

Construction








TOTAL BUDGET



2021 2022 2023 2026




No Yes (See Below)

______________________________________________________________________________Annual Budget


370


PROJECTED 2021 2022 2023 2024 2025 2026 Total


General Project Fund Revenue $397,800 $397,800Certificates of Obligation (CO)General Obligation Bonds (GO)Proposed CO BondsProposed Rev Bonds $414,632 $3,169,000 $4,716,400 $2,595,600 $10,895,632 $10,481,000Issued W/S Revenue Bonds $2,738,882 $3,303,900 $6,042,782W/S Project Fund RevenueImpact Fees $378,500 $1,992,173 $2,370,673 $1,992,173Sales TaxesOther Funding Sources $165,095 $165,095 $165,095TOTAL SOURCES $3,153,514 $4,080,200 $2,157,268 $3,169,000 $4,716,400 $2,595,600 $0 $19,871,982 $12,638,268

Project No. Project NamePRIOR YEARS

PROJECTED 2021 2022 2023 2024 2025 2026

Project Total


WA1901 Water Line Improvements Phase 2 $271,226 $1,492,367 $1,763,593 $0WA2001 Water Line Improvements Phase 3 $549,900 $3,729,289 $4,279,189 $3,729,289WA2002 Water Plant #4 Ground Storage Tank Repl. $378,500 $2,106,000 $2,484,500 $2,106,000WA2101 Water Line Improvements Phase 4 $287,778 $178,122 $2,329,400 $2,795,300 $2,507,522WA2102 Fire Hydrant Connection Retrofitting $100,000 $297,800 $397,800 $297,800WA2201 Water Line Improvements Phase 5 $407,400 $2,036,600 $2,444,000 $2,444,000WA2301 Water Line Improvements Phase 6 $432,200 $2,160,600 $2,592,800 $2,592,800WA2401 Water Line Improvements Phase 7 $519,200 $2,595,600 $3,114,800 $3,114,800

TOTAL USES $559,004 $2,520,767 $6,311,211 $2,736,800 $2,468,800 $2,679,800 $2,595,600 $19,871,982 $16,792,211

USESPRIOR YEARS

PROJECTED 2021 2022 2023 2024 2025 2026 Total


Prelim. Engineering ReportLand/Right of WayDesign/Surveying $559,004 $1,053,424 $178,122 $407,400 $432,200 $519,200 $3,149,350 $1,536,922Construction $1,467,343 $6,133,089 $2,329,400 $2,036,600 $2,160,600 $2,595,600 $16,722,632 $15,255,289Equipment and FurnitureContingencyTOTAL USES $559,004 $2,520,767 $6,311,211 $2,736,800 $2,468,800 $2,679,800 $2,595,600 $19,871,982 $16,792,211


WATER

______________________________________________________________________________Annual Budget


371

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIOR YEARS

$6,900 $6,900

$1,684,288 $1,684,288

$0 $0 $1,691,188 $0 $0 $0 $0 $0 $0 $1,691,188

PRIOR YEARS

Proposed CO Bonds

$1,691,188 $1,691,188

$0 $0 $1,691,188 $0 $0 $0 $0 $0 $0 $1,691,188


General Project Fund RevenueCertificates of Obligation (CO)General Obligation Bonds (GO)

Proposed Rev BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees Sales TaxesOther Funding Sources1 - TOTAL SOURCES¹Explain & Identify Type of Other Sources:

2025 2026FUNDING SOURCES

2024 2025 2026


TOTAL BUDGET



2021PROJECT

TOTAL2022 2023

Prelim. Engineering ReportLand/Right of WayDesign/SurveyingConstruction

2024



BUDGET



2021 2022 2023PROJECT

TOTAL


Water Line Improvements Phase 1

PROJECT NAME - Water Line Improvements Phase 1 PROJECT # WA1901

PROJECT DESCRIPTION




Fiscal YearOperating CostsPersonnel

No Yes (See Below)

______________________________________________________________________________Annual Budget


372

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIOR YEARS

$396,250 $396,250 $271,226 $125,024 $396,250$1,367,343 $1,367,343 $1,367,343 $1,367,343

$1,763,593 $1,763,593 $271,226 $1,492,367 $0 $0 $0 $0 $0 $1,763,593

PRIOR YEARS

Proposed CO Bonds

$1,763,593 $1,763,593 $1,763,593

$0 $1,763,593 $1,763,593 $0 $0 $0 $0 $0 $0 $1,763,593


PROJECT # WA1901


PROJECT NAME - Water Line Improvements Phase 2

PROJECT DESCRIPTION

New 10-inch, 8-inch, and 6-inch water lines to connect and replace existing small diameter water lines in the area bounded by State Highway 6, State Highway 35 Bypass, Sealy Street, and Second Street. The replacement of the existing water lines will increase available fire flow capacity, improve water quality, and increase water system connectivity between the City’s water plants.


Identified in the 2015 Utility Master Plan by Freese and Nichols, Inc. that was approved by City Council on March 3, 2016




Personnel



2021 2022 2023PROJECT

TOTAL



BUDGETPrelim. Engineering ReportLand/Right of WayDesign/SurveyingConstruction

2024 2025 2026FUNDING SOURCES

2024 2025 2026


TOTAL BUDGET



2021PROJECT

TOTAL2022 2023




No Yes (See Below)

______________________________________________________________________________Annual Budget


373

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIOR YEARS

$549,900 $549,900 $549,900 $549,900$2,728,092 $2,728,092 $3,729,289 $3,729,289

$3,277,992 $3,277,992 $0 $549,900 $3,729,289 $0 $0 $0 $0 $4,279,189

PRIOR YEARS

Proposed CO Bonds

$3,063,900 $3,303,900 $975,289 $3,303,900 $4,279,189

$3,063,900 $3,303,900 $975,289 $3,303,900 $0 $0 $0 $0 $0 $4,279,189


PROJECT # WA2001

2026




2024 2025PROJECT


TOTAL BUDGET



2021 2022 2023

Sales Taxes


FUNDING SOURCES


Proposed Rev BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees

Construction






2021 2022 2023 2024 2025PROJECT

TOTAL2026

Utilities


PROJECT DESCRIPTION

New 8 inch and 6 inch water lines to connect and replace existing small diameter water lines in the area bounded by House Street, Bayou Drive, South Street, and Gordon Street. The replacement of the existing water lines will increase available fire flow capacity, improve water quality, and increase water system connectivity between the City's water plants.







No Yes (See Below)

______________________________________________________________________________Annual Budget


374

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$351,000 $351,000 $378,500 $378,500$2,100,500 $2,100,500 $2,106,000 $2,106,000

$2,451,500 $2,451,500 $0 $378,500 $2,106,000 $0 $0 $0 $0 $2,484,500

PRIORYEARS

Proposed CO Bonds$2,106,000 $2,106,000 $113,827 $113,827

$378,500 $1,992,173 $2,370,673

$2,106,000 $2,106,000 $113,827 $378,500 $1,992,173 $0 $0 $0 $0 $2,484,500

Water Plant #4 Ground Storage Tank Replacement

PROJECT # WA2002

2026




2024 2025PROJECT


TOTAL BUDGET



2021 2022 2023

Sales Taxes


FUNDING SOURCES



Construction






2021 2022 2023 2024 2025PROJECT

TOTAL2026

Utilities

PROJECT NAME - Water Plant #4 Ground Storage Tank Replacement

PROJECT DESCRIPTION

Decommission the existing 0.21 and 0.43 Million Gallon (MG) ground storage tanks and add a new 1.0 MG ground storage tank at Water Plant #4. Steel storage tanks are prone to corrosion, structural steel repair, roof replacement, and require regular maintenance, such as, re-coating approximately every ten years. Concrete ground storage tanks allow for consolidation of multiple Ground Storage Tanks (GSTs) into a single low maintenance tank. The life cycle cost of steel tank maintenance far outweighs the initial capital cost of a new concrete GST.PROJECT ORIGIN AND JUSTIFICATION






No Yes (See Below)

______________________________________________________________________________Annual Budget


375

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0

PRIORYEARS

Proposed CO Bonds

$2,776,905 $2,776,905

$0 $0 $2,776,905 $0 $0 $0 $0 $0 $0 $2,776,905



Proposed Rev BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees Sales TaxesOther Funding Sources1 - TOTAL SOURCES

¹Explain & Identify Type of Other Sources:

2025 2026FUNDING SOURCES

2024 2025 2026


TOTAL BUDGET


ESTIMATEPROJECTED

2021PROJECT

TOTAL2022 2023


2024



BUDGET


TOTAL ESTIMATE

PROJECTED 2021 2022 2023

PROJECT TOTAL


Water Plant #6 Ground Storage Tank Replacement

PROJECT NAME - Water Plant #4 Ground Storage Tank Replacement PROJECT # WA2002

PROJECT DESCRIPTION





Personnel

No Yes (See Below)

______________________________________________________________________________Annual Budget


376

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$465,900 $287,778 $178,122 $465,900$2,329,400 $2,329,400 $2,329,400

$0 $2,795,300 $287,778 $0 $178,122 $2,329,400 $0 $0 $0 $2,795,300

PRIORYEARS

Proposed Rev Bonds$2,795,300 $300,805 $2,329,400 $2,630,205

$165,095 $165,095$0 $2,795,300 $300,805 $0 $165,095 $2,329,400 $0 $0 $0 $2,795,300


PROJECT # WA2101



PROJECT DESCRIPTION

New 12 inch, 10 inch, 8 inch and 6 inch water lines to connect and replace existing small diameter water lines in the area bounded by Blum Street, Johnson Street, South Street, and Callaway Drive. The replacement of the existing water lines will increase available fire flow capacity, improve water quality, and increase water system connectivity between the City's water plants.






Personnel



2021 2022 2023 2026



TOTAL BUDGET

TOTAL BUDGET

2024 2025PROJECT


FUNDING SOURCES



2021 2022 2023 2024 2025PROJECT

TOTAL



New/Proposed GO BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees Sales TaxesOther Funding Sources1 - TOTAL SOURCES¹Explain & Identify Type of Other Sources: $165,095 Utility Project Fund

No Yes (See Below)

______________________________________________________________________________Annual Budget


377

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$397,800 $100,000 $297,800 $397,800

$0 $397,800 $0 $100,000 $297,800 $0 $0 $0 $0 $397,800

PRIORYEARS

$397,800 $397,800

Proposed CO Bonds

$397,800$0 $397,800 $0 $397,800 $0 $0 $0 $0 $0 $397,800


Proposed Rev BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees Sales TaxesOther Funding Sources1 - TOTAL SOURCES¹Explain & Identify Type of Other Sources: Utility Projects Fund

2023 2024 2025PROJECT

TOTAL

Project Manager: City Engineer and the Public Services Director

2026TOTAL

BUDGET

2024 2025PROJECT


FUNDING SOURCES



2021 2022



BUDGET



2021 2022 2023 2026

Fire Hydrant Connection Retrofitting

PROJECT # WA2102


PROJECT NAME - Fire Hydrant Connection Retrofitting

PROJECT DESCRIPTION

Replace existing fire hydrant connectors with new standardized 5-inch Hydrant Storz connectors and rehabilitate the hydrants throughout the City. This replacement would standardize fire protection equipment and maintain hydrant performance.






Personnel

No Yes (See Below)

______________________________________________________________________________Annual Budget


378

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$407,400 $407,400 $407,400$2,036,600 $2,036,600 $2,036,600

$0 $2,444,000 $0 $0 $0 $407,400 $2,036,600 $0 $0 $2,444,000

PRIORYEARS

Proposed CO Bonds$2,444,000 $407,400 $2,036,600 $2,444,000

$0 $2,444,000 $0 $0 $0 $407,400 $2,036,600 $0 $0 $2,444,000


PROJECT # WA2201



PROJECT DESCRIPTION

New 8 inch and 6 inch water lines to connect and replace existing small diameter water lines in the area bounded by Stevenwood Lane, Kost Road, Rosharon Road, and the Alvin City Limits. The replacement of the existing water lines will increase available fire flow capacity, improve water quality, and increase water system connectivity between the City's water plants.






Personnel



2021 2022 2023 2026



BUDGET

TOTAL BUDGET

2024 2025PROJECT


FUNDING SOURCES



2021 2022 2023 2024 2025PROJECT

TOTAL




No Yes (See Below)

______________________________________________________________________________Annual Budget


379

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$432,200 $432,200 $432,200$2,160,600 $2,160,600 $2,160,600

$0 $2,592,800 $0 $0 $0 $0 $432,200 $2,160,600 $0 $2,592,800

PRIORYEARS


$0 $2,592,800 $0 $0 $0 $432,200 $2,160,600 $0 $0 $2,592,800


PROJECT # WA2301



PROJECT DESCRIPTION

New 6 inch water lines to connect and replace existing small diameter water lines in the area bounded by Windsor Square, Fairway Drive, County Road 161, and Mustang Road. The replacement of the existing water lines will increase available fire flow capacity, improve water quality, and increase water system connectivity between the City's water plants.






Personnel



2021 2022 2023 2026



BUDGET

TOTAL BUDGET

2024 2025PROJECT


FUNDING SOURCES



2021 2022 2023 2024 2025PROJECT

TOTAL




No Yes (See Below)

______________________________________________________________________________Annual Budget


380

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$519,200 $519,200 $519,200$2,595,600 $2,595,600 $2,595,600

$0 $3,114,800 $0 $0 $0 $0 $0 $519,200 $2,595,600 $3,114,800

PRIORYEARS


$0 $3,114,800 $0 $0 $0 $0 $519,200 $2,595,600 $0 $3,114,800


PROJECT # WA2401



PROJECT DESCRIPTION

New 8 inch water lines to connect and replace existing small diameter water lines in the area bounded by Wheeler Drive, State Highway 35 Bypass, Dickinson Road, and North Gordon Street. The replacement of the existing water lines will increase available fire flow capacity, improve water quality, and increase water system connectivity between the City's water plants.






Personnel



2021 2022 2023 2026



BUDGET

TOTAL BUDGET

2024 2025PROJECT


FUNDING SOURCES



2021 2022 2023 2024 2025PROJECT

TOTAL




No Yes (See Below)

______________________________________________________________________________Annual Budget


381


PROJECTED 2021 2022 2023 2024 2025 2026 Total


General Project Fund Revenue $350,000 $30,000 $380,000 $30,000Certificates of Obligation (CO)General Obligation Bonds (GO)Proposed CO BondsProposed Rev Bonds $6,170,943 $2,400,000 $13,587,690 $4,048,843 $2,373,600 $28,581,076 $22,410,133Issued W/S Revenue Bonds $16,783,354 $14,435,850 $1,231,693 $2,196,080 $34,646,978 $3,427,773W/S Project Fund RevenueImpact Fees Sales TaxesOther Funding SourcesTOTAL SOURCES $22,954,297 $14,785,850 $2,430,000 $14,819,383 $6,244,923 $2,373,600 $0 $63,608,054 $25,867,906


PRIOR YEARS

PROJECTED 2021 2022 2023 2024 2025 2026 Total


WW1803 Lift Station 30 Exp. & Hwy. 35 Bypass Mains $536,157 $3,219,633 $6,988,975 $10,744,765 $6,988,975WW1804 54" Eastside Interceptor $1,046,655 $11,489,373 $6,076,787 $18,612,815 $6,076,787WW2001 Peak Flow Storage Basin at WWTP $4,196,080 $4,196,080 $4,196,080WW2101 Lift Station 23 Expansion $489,762 $307,338 $6,868,596 $6,275,895 $13,941,590 $13,144,491WW2102 Wastewater Master Plan Update and Sanitary Sewer Eval. $253,460 $126,540 $380,000 $126,540WW2103 Lift Station 14 & 17 Rehabilitation $926,280 $167,038 $1,093,318WW2104 Lift Station 2 Rehabilitation $390,000 $390,000 $390,000WW2302 Lift Stations 22 and 33 Expansion $1,232,400 $1,232,400 $1,232,400WW2304 Lift Station 35 Expansion $645,900 $645,900 $645,900WW2305 Lift Station 36 Expansion $435,300 $435,300 $435,300WW2401 Wastewater SCADA System $2,373,600 $2,373,600 $2,373,600WW2402 WWTP Critical Improvements $4,781,143 $4,781,143 $4,781,143

TOTAL USES $2,998,854 $15,436,842 $24,842,041 $11,507,875 $1,667,700 $2,373,600 $0 $58,826,911 $40,391,216

USESPRIOR YEARS

PROJECTED 2021 2022 2023 2024 2025 2026 Total


Prelim. Engineering ReportLand/Right of Way $101,438 $101,438Design/Surveying $2,281,274 $1,488,674 $1,062,013 $65,000 $205,400 $5,102,360 $1,332,413Construction $717,580 $13,846,730 $18,607,530 $15,253,118 $1,352,000 $49,776,958 $35,212,648Equipment and Furniture $645,900 $435,300 $2,373,600 $3,454,800 $3,454,800Contingency $391,355 $391,355 $391,355TOTAL USES $2,998,854 $15,436,842 $20,060,898 $15,964,018 $1,992,700 $2,373,600 $0 $58,826,911 $40,391,216


WASTEWATER

______________________________________________________________________________Annual Budget


382

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$760,515 $760,515 $536,157 $224,358 $760,515$9,984,250 $9,984,250 $2,995,275 $6,988,975 $9,984,250

$10,744,765 $10,744,765 $536,157 $3,219,633 $6,988,975 $0 $0 $0 $0 $10,744,765

PRIORYEARS

Proposed CO Bonds

$10,744,765 $10,744,765 $6,457,165 $4,287,600 $10,744,765

$10,744,765 $10,744,765 $6,457,165 $4,287,600 $0 $0 $0 $0 $0 $10,744,765

Lift Station 30 Expansion & Hwy 35 Bypass Gravity Mains

PROJECT # WW1803

2026




2024 2025PROJECT


TOTAL BUDGET



2021 2022 2023

Sales Taxes


FUNDING SOURCES



Construction






2021 2022 2023 2024 2025PROJECT

TOTAL2026

Utilities

PROJECT NAME - Lift Station 30 Expansion & Hwy 35 Bypass Gravity Mains

PROJECT DESCRIPTION

This project includes the expansion of Lift Station 30 from a firm pumping capacity of 4.1 Million Gallons per Day (MGD) to a firm pumping capacity of 11.7 MGD. This project includes a new 24 inch force main and upsizing of the gravity lines to 36 inch immediately upstream and downstream of Lift Station 30. The existing 30 inch gravity lines do not have enough capacity to convey projected 2035 peak wastewater flows. The 11.7 MGD lift station expansion and proposed gravity lines are sized to convey projected 2035 peak wastewater flows from the Northeast and Northwest Basins including proposed flows from the two developments northwest of the City.PROJECT ORIGIN AND JUSTIFICATION

Identified in the 2015 Utility Master Plan by Freese and Nichols, Inc. that was approved by City Council on March 3, 2016.





No Yes (See Below)

______________________________________________________________________________Annual Budget


383

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$101,438 $101,438$2,076,000 $2,076,000 $1,046,655 $686,573 $342,772 $2,076,000

$16,044,022 $16,044,022 $10,701,362 $5,342,660 $16,044,022

$391,355 $391,355$18,120,022 $18,120,022 $1,046,655 $11,489,373 $6,076,787 $0 $0 $0 $0 $18,612,815

PRIORYEARS

Proposed CO Bonds

$18,612,815 $18,612,815 $8,464,565 $10,148,250 $18,612,815

$18,612,815 $18,612,815 $8,464,565 $10,148,250 $0 $0 $0 $0 $0 $18,612,815

54" Eastside Interceptor

PROJECT # WW1804

2026




2024 2025PROJECT


TOTAL BUDGET


ESTIMATEPROJECTED

2021 2022 2023

Sales Taxes


FUNDING SOURCES


Proposed Revenue BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees

Construction





ESTIMATEPROJECTED

2021 2022 2023 2024 2025PROJECT

TOTAL2026

Utilities

PROJECT NAME - 54" Eastside Interceptor

PROJECT DESCRIPTION

This project includes the construction of a 54 inch wastewater line from Bypass 35 to the Wastewater Treatment Plant (WWTP). The model showed the existing 27 inch and 33 inch wastewater lines do not have enough capacity to convey existing peak flows to the plant. The new 54 inch wastewater line is sized to convey projected wastewater system peak flows through 2035. Constructing a single line in place of the two undersized lines will allow for easier system operations and less maintenance.







No Yes (See Below)

______________________________________________________________________________Annual Budget


384

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$4,196,080 $4,196,080 $4,196,080 $4,196,080

$4,196,080 $4,196,080 $0 $0 $0 $4,196,080 $0 $0 $0 $4,196,080

PRIORYEARS

Proposed CO Bonds

$4,200,000 $768,307 $1,231,693 $2,196,080 $4,196,080

$4,200,000 $0 $768,307 $0 $0 $1,231,693 $2,196,080 $0 $0 $4,196,080

Peak Flow Storage Basin at WWTP

PROJECT # WW2001


PROJECT NAME - Peak Flow Storage Basin at WWTP

PROJECT DESCRIPTION

This project includes the construction of a 1.0 million gallon (MG) peak flow storage basin at the wastewater treatment plant. The purpose of the basin is to maintain the peak flow discharge below 15 million gallons per day (MGD), and to prevent surcharging in the gravity interceptor upstream of the plant.






Personnel


ESTIMATEPROJECTED

2021 2022 2023 2026



BUDGET

TOTAL BUDGET

2024 2025PROJECT


FUNDING SOURCES


ESTIMATEPROJECTED

2021 2022 2023 2024 2025PROJECT

TOTAL



Proposed GO BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees Sales TaxesOther Funding Sources1 - TOTAL SOURCES¹Explain & Identify Type of Other Sources:

No Yes (See Below)

______________________________________________________________________________Annual Budget


385

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$1,389,800 $1,389,800 $489,762 $307,338 $592,701 $1,389,800$12,551,790 $12,551,790 $6,275,895 $6,275,895 $12,551,790

$13,941,590 $13,941,590 $489,762 $307,338 $6,868,596 $6,275,895 $0 $0 $0 $13,941,590

PRIORYEARS

Proposed CO Bonds$13,941,590 $1,389,800 $2,400,000 $10,151,790 $13,941,590

$0 $13,941,590 $1,389,800 $0 $2,400,000 $10,151,790 $0 $0 $0 $13,941,590

Lift Station 23 Expansion

PROJECT # WW2101


PROJECT NAME - Lift Station 23 Expansion

PROJECT DESCRIPTION

This project includes the expansion of Lift Station 23 from a firm pumping capacity of 2.02 Million Gallons per Day (MGD) to a firm pumping capacity of 9 MGD and elimination of lift stations 15 and 16. This project also includes the replacement of sanitary gravity mains along Steele Road, North Gordon, Rice Street, and Ave. E 1/2, with approximately 14,720 linear feet of new gravity mains, ranging in size from 15-inch to 30-inch, and replacing approximatly 7,000 linear feet of 16-inch and 12-inch sanitary force main along Highway 35 Bypass with 24-inch force main.PROJECT ORIGIN AND JUSTIFICATION

Identified in the 2015 Utility Master Plan by Freese and Nichols, Inc. that was approved by City Council on March 3, 2016 . The scope was revised in 2/2020 by LJA Engineering after a preliminary survey was done that indicated that lift stations 15 and 16 could be eliminated.




Personnel



2021 2022 2023 2026



BUDGET

TOTAL BUDGET

2024 2025PROJECT


FUNDING SOURCES



2021 2022 2023 2024 2025PROJECT

TOTAL




No Yes (See Below)

______________________________________________________________________________Annual Budget


386

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$380,000 $380,000 $253,460 $126,540 $380,000

$380,000 $380,000 $0 $253,460 $126,540 $0 $0 $0 $0 $380,000

PRIORYEARS

$350,000 $350,000 $30,000 $380,000

Proposed CO Bonds

$0 $350,000 $0 $350,000 $30,000 $0 $0 $0 $0 $380,000

Wastewater Master Plan Update Sanitary Sewer Evaluations and Utility Rate Study

PROJECT # WW2102

2026

TOTAL SOURCES¹Explain & Identify Type of Other Sources: To be funded from the Utility Fund budget. Project Manager: City Engineer and the Public Services Director

Other Funding Sources1

2024 2025PROJECT


TOTAL BUDGET



2021 2022 2023

Sales Taxes


FUNDING SOURCES


Proposed GO BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees

Construction






2021 2022 2023 2024 2025PROJECT

TOTAL2026

Utilities

PROJECT NAME - Wastewater Master Plan Update and Sanitary Sewer Evaluations

PROJECT DESCRIPTIONUpdate the wastewater portion of the Utility Master Plan that was done in 2015 and include the West Central Basin and Central Basin Sanitary Sewer Evaluation Surveys as part of the update. Provide a Utility Rate Study.


Since the 2015 Utility Master Plan was completed there have been numerous developments proposed which need to be considered with regard to the City being in a position to provide sanitary sewer service in the future.





No Yes (See Below)

______________________________________________________________________________Annual Budget


387

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$225,645 $225,645 $208,700 $16,945 $225,645$867,673 $867,673 $717,580 $150,093 $867,673

$1,093,318 $1,093,318 $926,280 $167,038 $0 $0 $0 $0 $0 $1,093,318

PRIORYEARS

Proposed CO Bonds

$1,093,317 $1,093,317 $1,093,317

$0 $1,093,317 $1,093,317 $0 $0 $0 $0 $0 $0 $1,093,317

Lift Station 14 & 17 Rehabilitation



Proposed GO BondsIssued W/S Revenue BondsW/S Project Fund RevenueImpact Fees Sales TaxesOther Funding Sources1 - TOTAL SOURCES¹Explain & Identify Type of Other Sources:

2025FUNDING SOURCESTOTAL

BUDGET



2021PROJECT

TOTAL2022 2023 2024 2026



BUDGET

TOTAL COSTS

Equipment and FurnitureContingency




2021 2022 2023PROJECT

TOTAL2024 2025 2026


PROJECT NAME - Lift Station 14 & 17 Rehabilitation

PROJECT DESCRIPTION

This project includes rehabilitation of Lift Station 14 & 17. The condition assessment results showed this lift station to be in very poor condition. In the 2015 Utility Master Plan it recommends rehabilitating the electrical equipment and performing a structural repair on the slab. This project will increase the service life and reliability of the lift station.






Personnel

PROJECT # WW2103

Utilities

No Yes (See Below)

______________________________________________________________________________Annual Budget


388

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$65,000 $65,000 $65,000$325,000 $325,000 $325,000

$0 $390,000 $0 $0 $0 $65,000 $325,000 $0 $0 $390,000

PRIORYEARS

Proposed CO Bonds$390,000 $390,000 $390,000

$0 $390,000 $0 $0 $0 $390,000 $0 $0 $0 $390,000

Lift Station 2 Rehabilitation

PROJECT # WW2104

2026




2024 2025PROJECT


TOTAL BUDGET



2020 2022 2023

Sales Taxes


FUNDING SOURCES



Construction






2020 2022 2023 2024 2025PROJECT

TOTAL2026

Utilities

PROJECT NAME - Lift Station 2 Rehabilitation

PROJECT DESCRIPTION

This project includes rehabilitation of Lift Station 2. The condition assessment results showed this lift station to be in very poor condition. In the 2015 Utility Master Plan it recommends rehabilitating the electrical equipment and performing a structural repair on the slab. This project will increase the service life and reliability of the lift station.







No Yes (See Below)

______________________________________________________________________________Annual Budget


389

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$205,400 $205,400 $205,400$1,027,000 $1,027,000 $1,027,000

$0 $1,232,400 $0 $0 $0 $0 $1,232,400 $0 $0 $1,232,400

PRIORYEARS

Proposed CO Bonds$1,232,400 $1,232,400 $1,232,400

$0 $1,232,400 $0 $0 $0 $0 $1,232,400 $0 $0 $1,232,400

Lift Stations 22 and 33 Expansion

PROJECT # WW2302



2023 2024

Prelim. Engineering ReportLand/Right of Way

2025PROJECT

TOTAL


2026TOTAL

BUDGET

PT/FT Staff Total


BUDGET

FUNDING SOURCES



2021 2022

Design/SurveyingConstructionEquipment and FurnitureContingencyTOTAL COSTS

2024 2025PROJECT

TOTAL



2021 2022 2023 2026


PROJECT NAME - Lift Stations 22 and 33 Expansion

PROJECT DESCRIPTION

This project includes the expansion of Lift Station 22 from a firm pumping capacity of 0.63 Million Gallons per Day (MGD) to a firm pumping capacity of 1.1 MGD, and the expansion of Lift Station 33 from a firm pumping capacity of 1.26 MGD to a firm pumping capacity of 2.4 MGD. The proposed lift station expansions are sized to convey projected 2035 peak wastewater flows from the Northeast Basin.






Personnel

UtilitiesTotal Operating Costs

No Yes (See Below)

______________________________________________________________________________Annual Budget


390

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$107,700 $107,700 $107,700$538,200 $538,200 $538,200

$0 $645,900 $0 $0 $0 $645,900 $0 $0 $0 $645,900

PRIORYEARS


$0 $645,900 $0 $0 $0 $645,900 $0 $0 $0 $645,900


PROJECT # WW2304



2023 2024


2025PROJECT

TOTAL


2026TOTAL

BUDGET

PT/FT Staff Total


BUDGET

FUNDING SOURCES



2021 2022


2024 2025PROJECT

TOTAL



2021 2022 2023 2026



PROJECT DESCRIPTION

This project includes the expansion of Lift Station 35 from a firm pumping capacity of 0.68 Million Gallons per Day (MGD) to a firm pumping capacity of 0.82 MGD. The proposed lift station expansion is sized to convey the additional peak flows from the Martha's Vineyard development.






Personnel


No Yes (See Below)

______________________________________________________________________________Annual Budget


391

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$72,600 $72,600 $72,600$362,700 $362,700 $362,700

$0 $435,300 $0 $0 $0 $0 $435,300 $0 $0 $435,300

PRIORYEARS


$0 $435,300 $0 $0 $0 $0 $435,300 $0 $0 $435,300


PROJECT # WW2305



2023 2024


2025PROJECT

TOTAL


2026TOTAL

BUDGET

PT/FT Staff Total


BUDGET

FUNDING SOURCES



2021 2022


2024 2025PROJECT

TOTAL



2021 2022 2023 2026



PROJECT DESCRIPTION

This project includes the expansion of Lift Station 36 from a firm pumping capacity of 0.38 Million Gallons per Day (MGD) to a firm pumping capacity of 0.55 MGD. The proposed lift station expansion is sized to convey the additional peak flows from the Martha's Vineyard development.






Personnel


No Yes (See Below)

______________________________________________________________________________Annual Budget


392

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$395,600 $395,600 $395,600$1,978,000 $1,978,000 $1,978,000

$0 $2,373,600 $0 $0 $0 $0 $0 $2,373,600 $0 $2,373,600

PRIORYEARS

Proposed CO Bonds$2,373,600 $2,373,600 $2,373,600

$0 $2,373,600 $0 $0 $0 $0 $0 $2,373,600 $0 $2,373,600

Wastewater SCADA System



2023 2024 2025

Project Manager: City Engineer and the Public Services Director

2026TOTAL

BUDGET

2024 2025PROJECT


FUNDING SOURCES



2021 2022PROJECT

TOTAL



BUDGET



2021 2022 2023 2026


PROJECT NAME - Wastewater SCADA System PROJECT # WW2401 PAGE 77

PROJECT DESCRIPTION

This project includes the installation of a Wastewater Supervisory Control and Data Acquisition (SCADA) system. The Utility Master Plan recommends that the wastewater SCADA system be connected to the operation of the peak flow basin. This system would allow City Staff to optimize the operation of the wastewater system.






Personnel

No Yes (See Below)

______________________________________________________________________________Annual Budget


393

PROJECT IMAGE

2021 2022 2023 2024 2025

$0 $0 $0 $0 $0

PRIORYEARS

$4,781,143 $4,781,143

$0 $0 $0 $0 $4,781,143 $0 $0 $0 $0 $4,781,143

PRIORYEARS

Proposed CO Bonds$4,781,143 $2,400,000 $2,381,143 $4,781,143

$0 $4,781,143 $0 $0 $2,400,000 $2,381,143 $0 $0 $0 $4,781,143


WWTP Critical Improvements

PROJECT NAME - WWTP Critical Improvements PROJECT # WW23__

PROJECT DESCRIPTION

Complete critical WWTP facility improvements such as impvovements in the influent screen and lift station, grit removal, a new blower at aeration basins, erositon control at the clarifiers, two new RAS pumps' valves and flow meteres, new tanks and improvements at the chemical building, new gates/valves/gaur rail at the aerated sludge holding tank, one new blower, a blower replacement and miscellanesous improvements such as roof improvements, a new autodialer, and upsizing of the water line in the admin building.


WWTP




Personnel



2021 2022 2023PROJECT

TOTAL



BUDGETPrelim. Engineering ReportLand/Right of WayDesign/SurveyingConstruction

2024 2025 2026FUNDING SOURCES

2024 2025 2026


TOTAL BUDGET



2021PROJECT

TOTAL2022 2023




No Yes (See Below)

______________________________________________________________________________Annual Budget


394

Per Month Annually

Telecommunicators (TCO):Intermediate Telecommunicator $50 $600Advanced Telecommunicator $100 $1,200Master Telecommunicator $150 $1,800

Police/Fire/EMS:Intermediate Inspector $25 $300Advanced Inspector $50 $600Master Inspector $75 $900Intermediate Peace Officer $50 $600Advanced Peace Officer $100 $1,200Master Peace Officer $150 $1,800

Engineering:Residential & Commercial Building Inspector ICC Certification $75 $900Residential & Commercial Electrical Inspector ICC Certification $50 $600Residential & Commercial Mechanical Inspector ICC Certification $50 $600Building Plans Examiner ICC Certification $75 $900Flood Plain Manager Certification $75 $900Certified Building Official (CBO) $75 $900

Economic DevelopmentProfessional Community & Economic Developer (PCED) $75 $900

Utility Operators:Water:Class A Water License $70 $840Class B Water License $60 $720Class C Water License $45 $540

Wastewater:Class A Wastewater License $70 $840Class B Wastewater License $60 $720Class C Wastewater License $45 $540

City Secretary:Texas Municipal City Clerk Certification $25 $3001st Recertification $50 $6002nd Recertification $75 $9003rd Recertification $100 $1,200

Certificate & Education Pay Schedule

______________________________________________________________________________Annual Budget


395

Per Month Annually

Certificate & Education Pay Schedule

Municipal Court:Certified Court Clerk I $50 $600Certified Municipal Court Clerk - Level II $75 $900Certified Municipal Court Clerk - Level III $100 $1,200Certified Court Manager (National Certification) $100 $1,200

IT/Financial:CGFO $75 $900CPFO $100 $1,200CPA $100 $1,200Microsoft Certification * $75 $900Network Certification * $75 $900* May obtain simultaneous certification pays for Microsoft and Network

Animal Control: Advanced Animal Control Officer Certification $50 $600Administrator Animal Control Officer Certification $75 $900

Special Certificate Pay:Senior Professional (SPHR), IPMA-SCP, or equivalent $100 $1,200Professional (PHR), IPMA-CP, or equivalent $75 $900Associate Professional (APHR) or equivalent $50 $600

Parks & RecreationCertified Parks & Recreation Professional $50 $600Certified Parks & Recreation Executive $75 $900Certified Playground Safety Inspector $40 $480Certified Pool Operator or Aquatics Facilities Operator $40 $480Licensed Professional Applicator $30 $360Certified Sports Field Manager $50 $600Certified Maintenance & Reliability Professional $75 $900

Note: Only the highest certification will be paid to an employee within each category regardless if they have more than one certification.

______________________________________________________________________________Annual Budget


396

Posotion Title

Salary

Grade

Step A

Minimum

Step J

Mid-Point

Step T

Maximum

Administrative Assistant I 16 31,350 37,466 45,671

Kennel Technician 16 31,350 37,466 45,671

Maintenance Worker 16 31,350 37,466 45,671

Recreation Specialist 16 31,350 37,466 45,671

UB Specialist 16 31,350 37,466 45,671

Utility Billing Clerk 16 31,350 37,466 45,671

Emergency Medical Technician 17 32,918 39,340 47,955

Deputy Court Clerk/Juvenile Case Manager 17 32,918 39,340 47,955

Animal Control Officer 17 32,918 39,340 47,955

Deputy Court Clerk 17 32,918 39,340 47,955

Equipment Operator I 17 32,918 39,340 47,955

Meter Technician 17 32,918 39,340 47,955

Records Coordinator 17 32,918 39,340 47,955

Records Technician 17 32,918 39,340 47,955

Deputy Court Administrator 18 34,564 41,307 50,353

Accounts Payable Technician 18 34,564 41,307 50,353

Administrative Assistant II 18 34,564 41,307 50,353

Building Maintenance Tech III 18 34,564 41,307 50,353

Crime Victim Liaison 18 34,564 41,307 50,353

Detention Officer 18 34,564 41,307 50,353

Permit Coordinator 18 34,564 41,307 50,353

Recreation Coordinator 18 34,564 41,307 50,353

Equipment Operator II 19 36,292 43,372 52,870

Mechanic I 19 36,292 43,372 52,870

Utility Worker I 19 36,292 43,372 52,870

Animal Control Corporal 20 38,106 45,541 55,514

Assistant Fire Marshal 20 38,106 45,541 55,514

Code Compliance Officer I 20 38,106 45,541 55,514

Communication Officer 20 38,106 45,541 55,514

Police Payroll Technician/Recognition Manager 20 38,106 45,541 55,514

WWTP Operator 20 38,106 45,541 55,514

Paramedic 21 40,012 47,818 58,290

Administrative Assistant III 21 40,012 47,818 58,290

Equipment Operator III 21 40,012 47,818 58,290

Finance Specialist 21 40,012 47,818 58,290

Sign & Traffic Signal Technician 21 40,012 47,818 58,290

Utility Worker II 21 40,012 47,818 58,290

(PT) Fire Inspector 22 42,012 50,209 61,204

Mechanic II 22 42,012 50,209 61,204

Code Compliance Officer II 23 44,113 52,719 64,264

Construction Inspector 23 44,113 52,719 64,264

FY 2022 Position Listing

______________________________________________________________________________Annual Budget


397

Posotion Title

Salary

Grade

Step A

Minimum

Step J

Mid-Point

Step T

Maximum


Health Official 23 44,113 52,719 64,264

HR Coordinator 23 44,113 52,719 64,264

Inspector II 23 44,113 52,719 64,264

IT Technician 23 44,113 52,719 64,264

Police Cadet 23 44,113 52,719 64,264

Paramedic Supervisor 24 46,319 55,355 67,477

Executive Secretary 24 46,319 55,355 67,477

Records Supervisor 24 46,319 55,355 67,477

Senior Center Manager 24 46,319 55,355 67,477

Management Assistant 24 46,319 55,355 67,477

Accountant I 25 48,635 58,123 70,851

Animal Shelter Manager 25 48,635 58,123 70,851

CVB Coordinator 25 48,635 58,123 70,851

Fleet Maintenance Supervisor 25 48,635 58,123 70,851

Street/Drainage Coordinator 25 48,635 58,123 70,851

Communication Supervisor 26 51,066 61,029 74,394

Firefighter I 26 51,066 61,029 74,394

GIS Coordinator 26 51,066 61,029 74,394

Utility Supervisor 26 51,066 61,029 74,394

Economic Development Coordinator 27 53,620 64,080 78,114

Plans Examiner 27 53,620 64,080 78,114

WWTP Chief Operator 27 53,620 64,080 78,114

Deputy City Secretary 29 59,116 70,649 86,120

Recreation Manager 29 59,116 70,649 86,120

Utility Billing Manager 29 59,116 70,649 86,120

Paralegal II 29 59,116 70,649 86,120

Senior Human Resources Generalist 29 59,116 70,649 86,120

Construction Superintendent 29 59,116 70,649 86,120

Court Administrator 30 62,071 74,181 90,426

Controller 31 65,175 77,890 94,948

Operations Manager 31 65,175 77,890 94,948

Project Manager 31 65,175 77,890 94,948

Street Superintendent 31 65,175 77,890 94,948

Utilities Superintendent 31 65,175 77,890 94,948

Assistant City Engineer 32 68,434 81,785 99,695

Assistant EMS Director 32 68,434 81,785 99,695

City Planner 32 68,434 81,785 99,695

Fire Marshal 32 68,434 81,785 99,695

______________________________________________________________________________Annual Budget


398

Mhiggins

Typewritten Text

Mhiggins

Typewritten Text

Mhiggins

Typewritten Text

Posotion Title

Salary

Grade

Step A

Minimum

Step J

Mid-Point

Step T

Maximum


Building Official 35 79,220 94,676 115,409

IT Manager 35 79,220 94,676 115,409

Fire Department Administrator 39 96,293 115,079 140,281

EMS Director 40 101,108 120,833 147,295

Director of Parks & Recreation 40 101,108 120,833 147,295

Human Resources Director 40 101,108 120,833 147,295

Director of Administrative Services 41 106,163 126,875 154,659

Director of Public Services 41 106,163 126,875 154,659

Chief of Police 42 111,471 133,218 162,392

City Engineer 42 111,471 133,218 162,392

Assistant City Manager 45 129,042 154,217 187,990

______________________________________________________________________________Annual Budget


399

Pay Step

Grade A B C D E F G H I J

16 31,350 31,977 32,617 33,269 33,935 34,613 35,305 36,012 36,732 37,466

15.07 15.37 15.68 15.99 16.31 16.64 16.97 17.31 17.66 18.01

17 32,918 33,576 34,248 34,933 35,631 36,344 37,071 37,812 38,568 39,340

15.83 16.14 16.47 16.79 17.13 17.47 17.82 18.18 18.54 18.91

18 34,564 35,255 35,960 36,679 37,413 38,161 38,924 39,703 40,497 41,307

16.62 16.95 17.29 17.63 17.99 18.35 18.71 19.09 19.47 19.86

19 36,292 37,018 37,758 38,513 39,283 40,069 40,870 41,688 42,522 43,372

17.45 17.80 18.15 18.52 18.89 19.26 19.65 20.04 20.44 20.85

20 38,106 38,869 39,646 40,439 41,248 42,073 42,914 43,772 44,648 45,541

18.32 18.69 19.06 19.44 19.83 20.23 20.63 21.04 21.47 21.89

21 40,012 40,812 41,628 42,461 43,310 44,176 45,060 45,961 46,880 47,818

19.24 19.62 20.01 20.41 20.82 21.24 21.66 22.10 22.54 22.99

22 42,012 42,853 43,710 44,584 45,475 46,385 47,313 48,259 49,224 50,209

20.20 20.60 21.01 21.43 21.86 22.30 22.75 23.20 23.67 24.14

23 44,113 44,995 45,895 46,813 47,749 48,704 49,678 50,672 51,685 52,719

21.21 21.63 22.06 22.51 22.96 23.42 23.88 24.36 24.85 25.35

24 46,319 47,245 48,190 49,154 50,137 51,139 52,162 53,205 54,270 55,355

22.27 22.71 23.17 23.63 24.10 24.59 25.08 25.58 26.09 26.61

25 48,635 49,607 50,599 51,611 52,644 53,696 54,770 55,866 56,983 58,123

23.38 23.85 24.33 24.81 25.31 25.82 26.33 26.86 27.40 27.94

26 51,066 52,088 53,129 54,192 55,276 56,381 57,509 58,659 59,832 61,029

24.55 25.04 25.54 26.05 26.57 27.11 27.65 28.20 28.77 29.34

27 53,620 54,692 55,786 56,901 58,040 59,200 60,384 61,592 62,824 64,080

25.78 26.29 26.82 27.36 27.90 28.46 29.03 29.61 30.20 30.81

28 56,301 57,427 58,575 59,747 60,941 62,160 63,404 64,672 65,965 67,284

27.07 27.61 28.16 28.72 29.30 29.88 30.48 31.09 31.71 32.35

29 59,116 60,298 61,504 62,734 63,989 65,268 66,574 67,905 69,263 70,649

28.42 28.99 29.57 30.16 30.76 31.38 32.01 32.65 33.30 33.97

30 62,071 63,313 64,579 65,871 67,188 68,532 69,902 71,300 72,726 74,181

29.84 30.44 31.05 31.67 32.30 32.95 33.61 34.28 34.96 35.66

31 65,175 66,478 67,808 69,164 70,547 71,958 73,398 74,865 76,363 77,890

31.33 31.96 32.60 33.25 33.92 34.60 35.29 35.99 36.71 37.45

32 68,434 69,802 71,198 72,622 74,075 75,556 77,067 78,609 80,181 81,785

32.90 33.56 34.23 34.91 35.61 36.33 37.05 37.79 38.55 39.32

33 71,855 73,292 74,758 76,253 77,779 79,334 80,921 82,539 84,190 85,874

34.55 35.24 35.94 36.66 37.39 38.14 38.90 39.68 40.48 41.29

34 75,448 76,957 78,496 80,066 81,667 83,301 84,967 86,666 88,399 90,167

36.27 37.00 37.74 38.49 39.26 40.05 40.85 41.67 42.50 43.35

35 79,220 80,805 82,421 84,069 85,751 87,466 89,215 90,999 92,819 94,676

38.09 38.85 39.63 40.42 41.23 42.05 42.89 43.75 44.62 45.52

36 83,182 84,845 86,542 88,273 90,038 91,839 93,676 95,549 97,460 99,410

39.99 40.79 41.61 42.44 43.29 44.15 45.04 45.94 46.86 47.79

37 87,341 89,087 90,869 92,687 94,540 96,431 98,360 100,327 102,333 104,380

41.99 42.83 43.69 44.56 45.45 46.36 47.29 48.23 49.20 50.18

38 91,708 93,542 95,413 97,321 99,267 101,253 103,278 105,343 107,450 109,599

44.09 44.97 45.87 46.79 47.72 48.68 49.65 50.65 51.66 52.69

39 96,293 98,219 100,183 102,187 104,231 106,315 108,442 110,610 112,823 115,079

46.29 47.22 48.17 49.13 50.11 51.11 52.14 53.18 54.24 55.33

40 101,108 103,130 105,192 107,296 109,442 111,631 113,864 116,141 118,464 120,833

48.61 49.58 50.57 51.58 52.62 53.67 54.74 55.84 56.95 58.09

41 106,163 108,286 110,452 112,661 114,914 117,213 119,557 121,948 124,387 126,875

51.04 52.06 53.10 54.16 55.25 56.35 57.48 58.63 59.80 61.00

42 111,471 113,701 115,975 118,294 120,660 123,073 125,535 128,045 130,606 133,218

53.59 54.66 55.76 56.87 58.01 59.17 60.35 61.56 62.79 64.05

43 117,045 119,386 121,773 124,209 126,693 129,227 131,811 134,448 137,137 139,879

56.27 57.40 58.54 59.72 60.91 62.13 63.37 64.64 65.93 67.25

44 122,897 125,355 127,862 130,419 133,028 135,688 138,402 141,170 143,993 146,873

59.09 60.27 61.47 62.70 63.96 65.23 66.54 67.87 69.23 70.61

45 129,042 131,623 134,255 136,940 139,679 142,473 145,322 148,228 151,193 154,217

62.04 63.28 64.55 65.84 67.15 68.50 69.87 71.26 72.69 74.14

City of Alvin Grade and Step Salary Schedule

______________________________________________________________________________Annual Budget


400

Pay

Grade

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

31

32

33

34

35

36

37

38

39

40

41

42

43

44

45

Step

K L M N O P Q R S T

38,216 38,980 39,760 40,555 41,366 42,193 43,037 43,898 44,776 45,671

18.37 18.74 19.12 19.50 19.89 20.29 20.69 21.10 21.53 21.96

40,127 40,929 41,748 42,583 43,434 44,303 45,189 46,093 47,015 47,955

19.29 19.68 20.07 20.47 20.88 21.30 21.73 22.16 22.60 23.06

42,133 42,976 43,835 44,712 45,606 46,518 47,448 48,397 49,365 50,353

20.26 20.66 21.07 21.50 21.93 22.36 22.81 23.27 23.73 24.21

44,240 45,124 46,027 46,947 47,886 48,844 49,821 50,817 51,834 52,870

21.27 21.69 22.13 22.57 23.02 23.48 23.95 24.43 24.92 25.42

46,451 47,381 48,328 49,295 50,281 51,286 52,312 53,358 54,425 55,514

22.33 22.78 23.23 23.70 24.17 24.66 25.15 25.65 26.17 26.69

48,774 49,750 50,745 51,759 52,795 53,851 54,928 56,026 57,147 58,290

23.45 23.92 24.40 24.88 25.38 25.89 26.41 26.94 27.47 28.02

51,213 52,237 53,282 54,347 55,434 56,543 57,674 58,827 60,004 61,204

24.62 25.11 25.62 26.13 26.65 27.18 27.73 28.28 28.85 29.43

53,773 54,849 55,946 57,065 58,206 59,370 60,558 61,769 63,004 64,264

25.85 26.37 26.90 27.43 27.98 28.54 29.11 29.70 30.29 30.90

56,462 57,591 58,743 59,918 61,116 62,339 63,585 64,857 66,154 67,477

27.15 27.69 28.24 28.81 29.38 29.97 30.57 31.18 31.80 32.44

59,285 60,471 61,680 62,914 64,172 65,456 66,765 68,100 69,462 70,851

28.50 29.07 29.65 30.25 30.85 31.47 32.10 32.74 33.40 34.06

62,249 63,494 64,764 66,060 67,381 68,728 70,103 71,505 72,935 74,394

29.93 30.53 31.14 31.76 32.39 33.04 33.70 34.38 35.06 35.77

65,362 66,669 68,003 69,363 70,750 72,165 73,608 75,080 76,582 78,114

31.42 32.05 32.69 33.35 34.01 34.69 35.39 36.10 36.82 37.55

68,630 70,003 71,403 72,831 74,287 75,773 77,289 78,834 80,411 82,019

33.00 33.66 34.33 35.01 35.72 36.43 37.16 37.90 38.66 39.43

72,062 73,503 74,973 76,472 78,002 79,562 81,153 82,776 84,432 86,120

34.64 35.34 36.04 36.77 37.50 38.25 39.02 39.80 40.59 41.40

75,665 77,178 78,721 80,296 81,902 83,540 85,211 86,915 88,653 90,426

36.38 37.10 37.85 38.60 39.38 40.16 40.97 41.79 42.62 43.47

79,448 81,037 82,658 84,311 85,997 87,717 89,471 91,261 93,086 94,948

38.20 38.96 39.74 40.53 41.34 42.17 43.01 43.88 44.75 45.65

83,420 85,089 86,790 88,526 90,297 92,103 93,945 95,824 97,740 99,695

40.11 40.91 41.73 42.56 43.41 44.28 45.17 46.07 46.99 47.93

87,591 89,343 91,130 92,953 94,812 96,708 98,642 100,615 102,627 104,680

42.11 42.95 43.81 44.69 45.58 46.49 47.42 48.37 49.34 50.33

91,971 93,810 95,686 97,600 99,552 101,543 103,574 105,646 107,758 109,914

44.22 45.10 46.00 46.92 47.86 48.82 49.80 50.79 51.81 52.84

96,569 98,501 100,471 102,480 104,530 106,620 108,753 110,928 113,146 115,409

46.43 47.36 48.30 49.27 50.25 51.26 52.28 53.33 54.40 55.49

101,398 103,426 105,494 107,604 109,756 111,951 114,190 116,474 118,804 121,180

48.75 49.72 50.72 51.73 52.77 53.82 54.90 56.00 57.12 58.26

106,468 108,597 110,769 112,984 115,244 117,549 119,900 122,298 124,744 127,239

51.19 52.21 53.25 54.32 55.41 56.51 57.64 58.80 59.97 61.17

111,791 114,027 116,307 118,634 121,006 123,426 125,895 128,413 130,981 133,601

53.75 54.82 55.92 57.04 58.18 59.34 60.53 61.74 62.97 64.23

117,381 119,728 122,123 124,565 127,057 129,598 132,190 134,833 137,530 140,281

56.43 57.56 58.71 59.89 61.08 62.31 63.55 64.82 66.12 67.44

123,250 125,715 128,229 130,794 133,409 136,078 138,799 141,575 144,407 147,295

59.25 60.44 61.65 62.88 64.14 65.42 66.73 68.06 69.43 70.81

129,412 132,000 134,640 137,333 140,080 142,881 145,739 148,654 151,627 154,659

62.22 63.46 64.73 66.03 67.35 68.69 70.07 71.47 72.90 74.36

135,883 138,600 141,372 144,200 147,084 150,026 153,026 156,087 159,208 162,392

65.33 66.63 67.97 69.33 70.71 72.13 73.57 75.04 76.54 78.07

142,677 145,530 148,441 151,410 154,438 157,527 160,677 163,891 167,169 170,512

68.59 69.97 71.37 72.79 74.25 75.73 77.25 78.79 80.37 81.98

149,811 152,807 155,863 158,980 162,160 165,403 168,711 172,085 175,527 179,038

72.02 73.46 74.93 76.43 77.96 79.52 81.11 82.73 84.39 86.08

157,301 160,447 163,656 166,929 170,268 173,673 177,147 180,690 184,304 187,990

75.63 77.14 78.68 80.25 81.86 83.50 85.17 86.87 88.61 90.38

City of Alvin Grade and Step Salary Schedule

______________________________________________________________________________Annual Budget


401

FRANCHISE REPORT

Comcast Cable In April 2000, by Ordinance No. 98-DDD, the City Council authorized the transfer of the cable television franchise (Ordinance No. 95-O) from TCI/TKR of Houston, Inc. to Texas Cable Partners, L.P. and further approved a change in actual working control from Texas Cable Partners, L. P. to Time Warner Cable and a change in control from Tele-Communications, Inc. to AT &T Corp. In September 1, 2005, Senate Bill 5 changed the “franchising authority” from the cities to the State for all cable and video/communication providers. The projected revenues to be received in FY21 are approximately $53,581 Texas-New Mexico Power Company In August 2017, the City of Alvin passed Ordinance No. 17-O granting TNMP a franchise to furnish and deliver electricity to the general public in the City of Alvin. The projected revenues to be received in FY21 are approximately $870,000. Southwestern Bell Telephone In June 1995, Southwestern Bell and the City of Alvin entered into a mutual agreement whereby Southwestern Bell has the non-exclusive right and privilege to use the public rights-of-way in the City of Alvin for the operation of a telecommunications system and Southwestern Bell may use such rights-of-way for its telecommunications facilities. In November 2015, through Ordinance No. 15-W, the City of Alvin established a tax pursuant to Section 321. 203( g) ( Consummation of Sale) of the Texas Tax Code on all telecommunications services sold within the City. The projected revenues to be received in FY21 are approximately $47,750. Centerpoint Energy In June 2014, under Ordinance 14-G, the City of Alvin granted the use of public rights-of-way and cost and obligations and in lieu of any license, charge, fee, street or alley rental or other character of charge for use and occupancy of the streets, alleys, and public places of the City to Centerpoint Energy. Centerpoint agrees to pay to the City quarterly during the continuance of this franchise a sum of two percent (2%) of its gross receipts for the preceding calendar quarter received from the sale of gas within the corporate limits of the City of Alvin plus seven cents (7¢) per Mcf for natural gas transported by Centerpoint for its Transport Customers during such quarter. The projected revenues to be received in FY21 are approximately $170,000 Texas Pride The City of Alvin’s current Solid Waste and Recycling Services Agreement, passed on April 2, 2020 under Ordinance 20-C, granted the City’s exclusive solid waste and recycling services to Texas Pride for a seven-year initial term effective October 1, 2020. The projected revenues to be received in FY21 are approximately $11,000.

______________________________________________________________________________Annual Budget


402

PERSONNEL SERVICES

1001 SALARIES Regular full-time and part-time employees.

1005 OVERTIME Payment for time worked in excess of 40 hours per week.

1006 LONGEVITY Benefit based on the number of years of service.

1007 EXTRA HELP Temporary part-time positions.

1009 TMRS City’s contribution to the employee’s pension plan.

1010 MONTHLY STIPEND Account used to budget monthly stipends.

1011 SOCIAL SECURITY City’s contribution to FICA.

1014 CLOTHING ALLOWANCE Annual clothing allowance for plain clothes Police Officers.

1015 457 DEFFERED COMPENSATION Deferred compensation retirement plan.

1016 CERTIFICATION & EDUCATION PAYMonthly stipend to compensate officers possessing specialized

certifications within their field and/or an educational degree.

1017 EQUIPMENT ALLOWANCEPre-determined amount reimbursed to the employee for the use of

personal equipment.

1018 AUTO ALLOWANCEMonthly allowance for travel in personal vehicle on City related

business.

1019 MUNICIPAL JUDGE RETAINER Monthly retainer payable to the Municipal Court Judge.

1021 TECHNOLOGY STIPENDMonthly allowance which allows employees to communicate (by

computer, telephone, internet) and work outside of the office.

1055 SALARY REIMBURSEMENT FROM RDAReimbursement from RDA for bookkeeping work associated with TIRZ

District.

MATERIALS & SUPPLIES

2100 OFFICE SUPPLIESAccount used to purchase office supplies, magazines, books, and the

charge of copy usage.

2125 GENERAL SUPPLIESAccount used to purchase engineering field, photographic, hardware

and building supplies, and minor tools and equipment.

2175 JANITORIAL SUPPLIES Account used to purchase cleaning supplies.

2200 FOODS Account used to purchase coffee supplies, food, etc.

2225 MEDICAL SUPPLIES Account used to purchase medical supplies.

2250 UNIFORM & APPARELCost of wearing apparel and related items such as slickers, boots, hard

hats, etc.

2270 REWARDS & RECOGNITIONAccount used for the purchase of employee recognition rewards, service

pins, etc.

2271 EMPLOYEE APPRECIATIONAccount used for city related eventssuch as annual picnic, Christmas

party, etc.

Object Classes

______________________________________________________________________________Annual Budget


403

Object Classes

2275 PROGRAM SUPPLIES Cost associated with the various special programs.

2300 VEHICLE & EQUIPMENT SUPPLIESCost associated with the purchase of oil, grease, and fuel used in the

operation and maintenance of equipment and vehicles.

2301 MOTOR VEHICLE FUEL Account used for the purchase of fuel.

2325 AMMUNITION Cost of ammunition used by law enforcement officers.

2350 SAFETY EQUIPMENTCost associated with the purchase of safety equipment such as

respirators, etc.

2375 STREET & BRIDGE SUPPLIESCost associated with the purchase of supplies related to street & bridge

maintenance.

2400 SIGNAL SYSTEMS Cost associated with the repair and maintenance of traffic signals.

2425 CHEMICALS & INSECTICIDES Cost of supplies such as chlorine, polymer and insecticides.

2450 BOTANY SUPPLIES Account used to purchase plants and other landscaping materials.

2475 WATER METER & PARTSCost associated with the purchase of new meters and parts to repair

existing meters.

2500 WATER/SEWER MAIN REPAIR SUPPLIESPurchase of parts for repairs and maintenance of water and sewer mains

and service lines.

2525 W/S MACHINERY & EQUIPMENTCost associated with the purchase of spare an replacement parts to

maintain utility related equipment such as well pumps and motors.

2550 WELDING SUPPLIESCost associated with the purchase of welding materials for use in

performing welding services.

2575 LAB SUPPLIES & CHEMICALS Cost associated with the purchase of supplies for analytical lab testing.

2600 SIGNS & MARKERSCost of materials for stop signs, directional signs, markers, barricades,

etc.

CONTRACTUAL SERVICES

3100 CONTRACT SERVICES Cost of professional services rendered to the City.

3110 AUDITCost of professional services rendered to the City for year-end auditing

and special projects.

3116 SALES TAX REBATEAccount used to contract professional services related to Sales Tax

Rebates

3120 LEGAL SERVICESCost of outside professional services rendered to the City for legal

advice.

3122 APOA LEGAL SERVICESAccount used for legal professional services related to the APOA

contract negotiations

3131 JUROR COST Account used to pay jurors for their services

3140 APPRAISAL DISTRICT FEESQuarterly payments for the city's portion of funding to the Brazoria

County Appraisal District.

______________________________________________________________________________Annual Budget


404

Object Classes

3160 MEDICAL SERVICE / PRE-EMPLOYMENTAccount used to pay for pre-employment exams and other medical

services as required

3161 PREVENTATIVE MEDICAL SERVICES Account used to pay for preventative medicals services (ex. shots)

3170 PROFESSIONAL DEVELOPMENTCost associated with schooling, training programs and reimbursement of

expenses incurred while away from the City on business.

3171 CVB MARKETING TRAVEL Account used for any related expenses by CVB director.

3176 EMERGENCY MMGT COMMUNICATIONS Cost associated with CTY expenses.

3180 DUES & MEMBERSHIPS Cost associated with annual dues, yearly memberships, etc.

3190 COMMUNICATIONS Cost associated with land lines, cell phones and pagers.

3200 UTILITIES Cost associated with monthly electrical, gas and water services.

3210 POSTAGE & FREIGHT Cost associated with mailing and shipping items.

3220 PRINTING SERVICES Cost associated with printing and binding services.

3225 PROMOTIONAL/MARKETINGCost associated with promotional and marketing such as advertisement,

etc.

3227 HOME FOR THE HOLIDAYS Cost associated with the Home for the Holidays annual event.

3228 MAJOR ANNUAL EVENTCosts associated with other annual major events sponsored by the City

of Alvin

3229 PUBLIC ART PROGRAM Costs associated with the Public Art Program

3230 ADVERTISING Cost associated with the advertisements and publishing of legal notices.

3235 ELECTION Cost associated with the purchase of election supplies.

3240 RECORDING FEES Cost associated with filing liens, plats, etc.

3250 GENERAL INSURANCECost of general liability, commercial auto, law enforcement insurance,

etc.

3251 WORKERS' COMPENSATION Cost of worker's compensation insurance.

3252 GROUP INSURANCE Cost of group health insurance.

3253 UNEMPLOYMENT INSURANCE Cost of unemployment insurance.

3254 SURETY, FIDELITY BOND Cost of bonding City officials and employees.

3260 MACHINERY & EQUIPMENT MAINT.Cost associated with repairs, testing and maintenance of large water

meters and rental of machinery and equipment.

3262 RADIO AIRTIME Cost associated with the purchase of annual radio airtime

3270 BUILDING/GROUNDS MAINTENANCECost associated with the repairs and maintenance of buildings,

stationary equipment and grounds keeping.

______________________________________________________________________________Annual Budget


405

Object Classes

3272 FIRE ALARM MAINTENANCE Costs associated with the annual maintenance of fire alarms

3280 DEMOLITION Expenses incurred with demolishing buildings.

3290 TECHNOLOGY SERVICES Cost associated with contractual IT services.

3300 SPECIAL INVESTIGATIONS Cost associated with special investigation projects.

3305 SPECIAL PROGRAMSCost associated with various departmental programs such as

recreational, police, child protective, etc.

3310 WRECKER FEES Cost associated with towing City vehicles.

3320 UNIFORM RENTAL Cost associated with providing uniforms to City employees.

3340 PENSION CONTRIBUTION Contributions to firefighters pension fund.

3350 SPECIAL BOOK COLLCETION Cost associated with lease of McNaughton books.

3380 BEAUTIFICATION Cost associated with beautification.

3390 ASPHALT STREET MAINTENANCE Cost associated with contractual repairs and maintenance to city streets.

3400 TRAFFIC CONTROL/PAVEMENTCost associated with contractual repairs and maintenance to pavement

markings and signs.

3410 CONRETE PAVING/SIDEWALKSCost associated with repairs and maintenance to concrete streets, paving

and storm inlets.

3420 RIGHT OF WAY MAINTENANCE Cost associated with Right of Way maintenance.

3430 MISCELLANEOUS SERVICES Cost associated with miscellaneous services as needed.

3440 COLLECTION SERVICES Cost of collections services provided on a contractual basis.

3450 DISPOSAL FEESCost associated with disposal of solid waste materials by City forces

working in the field.

3460 HAZARDOUS WASTE REMOVALExpenses incurred to contract a licensed hazardous waste hauler to

remove hazardous waste material.

3470 REGULATORY INSPECTION FEESCost of inspection fee for the regulation of the City's public water

supply.

3480 LAB TESTING FEESCost associated with contractual laboratory analysis performed as

required.

3490 BCGCD WATER FEES

Brazoria County Groundwater Conservation Commission's assessment

fees levied against pumped water from wells over four inches in

diameter.

3500 SLUDGE DISPOSAL Cost associated with the disposal of sludge.

3510 VEHICLE REPAIRSCost associated with contractual repairs and maintenance of motor

vehicles and radio/radar repair.

3511 RADIO REPAIRS Costs associate with the repair and maintenance of radios

3515 LEASE PAYMENT Costs associated with annual vehicle lease agreements

______________________________________________________________________________Annual Budget


406

Object Classes

CAPITAL OUTLAY

4100 BUILDING & PROPERTYAccount used for expenditures incurred in the acquisition of land,

construction or improvements of buildings and grounds.

4150 MACHINERY & EQUIPMENTAccount used for the purchase of mobile, special, recreation radar and

radio equipment.

4200 COMPUTER SYSTEMSAccount used for software applications, networking, purchase and

installation of computers, etc.

4250 MOTOR VEHICLES Account used for the purchase of trucks, cars, etc.

4300 BRIDGE REPLACEMENT PROJECT Account used for expenditures related to Bridge Replacement.

4325 SPECIAL PROJECTS Account used for the expenditures related to Special projects.

DEBT SERVICE

5001 PRINCIPAL DEBT PAYMENTS Account used for principal payments on bonds.

5002 INTEREST DEBT PAYMENTS Account used for interest payments on bonds.

5003 AGENT’S FEES Account used for processing debt service payments.

5004 BOND ISSUANCE COST Account used for bond issuance payments.

DEPRECIATION

6000 DEPRECIATION EXPENSES Account used to record depreciation expense.

INTERFUND TRANSFERS

7000 TRANSFER TO OTHER FUNDS Accounts used to record transfers to other funds.

7500 COMPUTER REPLACEMENT ACCRUALS Accounts used to record transfer of computer replacement accruals fees

7505 IT MAINTENANCE FEES Account used to record transfer of IT maintenance fees

7510 VEHICLE MAINTENANCE FEES Account used to record transfer of vehicle maintenance fees

7515 VEHICLE REPLACEMENT ACCRUALS Account used to record transfer of vehicle replacement accruals

REIMBURSEMENTS

8000 REIMBURSEMENTS Accounts used to record reimbursements from other funds.

MAJOR CAPITAL PROJECTS

9000 Major Capital Projects Accounts used for expenditures related to major capital projects

______________________________________________________________________________Annual Budget


407

Glossary of Terms

ACCOUNT A term used to identify an individual asset, liability, expenditure control, revenue control, encumbrance control, or fund balance. ACCRUAL ACCOUNTING The method of accounting under which revenues are recorded when they are earned (whether or not cash is received at the time) and expenditures that are recorded when goods and services are received (whether or not cash disbursements are made at that time). APPROPRIATION An authorization granted by a legislative body to make expenditures to incur obligations for specific purposes. An appropriation is limited in amount to the time it may be expended. AMENDMENT The process of formally altering or adding to the budget document. ASSESSED VALUATION A valuation set upon real estate or other property by a government as a basis for levying taxes. ASSETS Property owned by the city government which has monetary value. AUDIT A systematic examination of all governmental resources concluded in a written report and prepared by a certified public accountant. It is intended to test whether financial statements fairly present financial position and results of operations. BALANCED BUDGET The status of the General Fund budget whereby expected revenues exceed anticipated expenditures, without the designated use of prior years’ surplus. BOND A written promise, generally under seal, to pay a specified amount of money, called the face value, at a fixed time in the future, called the date of maturity, and carrying interest at a fixed rate, usually payable periodically. NOTE: The difference between a note and a bond is that the latter usually runs for a longer period of time and requires greater legal formality. BONDED DEBT That portion of indebtedness represented by outstanding bonds. BOND ISSUED Bonds sold. BOND RATING A grade given to bonds that indicates their credit quality such as the financial strength, or the ability to pay a bond’s principal and interest in a timely fashion. BRAZORIA COUNTY APPRAISAL DISTRICT Entity that is responsible for the appraisal of all property within the district. BRAZORIA COUNTY CONSERVATION & RECLAMATION An entity that is empowered to construct, improve and to maintain facilities necessary for the control of flood waters and navigation.

______________________________________________________________________________Annual Budget


408

Glossary of Terms

BUDGET (Operating) A plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. The term usually indicates a financial plan for a single fiscal year. BUDGET CALENDAR The schedule of key dates which the City Council follows in the preparation and adoption of the budget. BUDGET MESSAGE A general discussion of the proposed budget, as presented in writing by the budget-making authority, to the legislative body. BUDGET ORDINANCE The official enactment by the City council establishing the legal authority for officials to obligate and expend resources. CAPITAL ASSETS Assets of significant value and having a useful life of several years. Also called fixed assets. CAPITAL PROJECTS FUNDS Established to account for all resources, bond proceeds and construction grants, which are used for the acquisition of capital facilities. CAPITAL BUDGET A plan of proposed capital outlays and the means of financing them. Usually enacted as part of the complete annual budget. CAPITAL IMPROVEMENTS Projects which are long term assets such as roads, buildings, and landfills. CAPITAL IMPROVEMENT PROGRAM A plan for capital expenditures to be incurred each year over a fixed period of several future years setting forth each capital project, identifying the expected beginning and ending date for each project, the amount and the method of financing. CAPITAL OUTLAYS Expenditures which result in the acquisition of or addition to fixed assets. CERTIFICATE OF OBLIGATIONS A bond issued by a city, without voter approval for construction of any public work; purchase of items related to bond, and or payment of contractual obligations for professional services. CHART OF ACCOUNTS The classification system used by a city to organize the accounting for various funds. COMPENSATED ABSENCES ACCRUAL An accrual that is recorded in the year in which employees earn compensation of time off with pay, which can arise in the form of sick leave, holidays, and vacation time. CONSUMER PRICE INDEX An index of prices used to measure the change in the cost of basic goods and services in comparison with a fixed period. DEBT SERVICE Payments of principal and interest on bonds and other debt instruments according to a pre-determined schedule.

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Glossary of Terms

DEBT SERVICE FUND A fund established to finance and account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Also called a SINKING FUND. DEBT SERVICE FUND REQUIREMENTS The amounts of revenue which must be provided for a debt service fund so that all principal and interest payments can be made in full, on schedule. DEFICIT The excess of an entity’s liabilities over its assets or the excess of expenditures or expenses over revenues during a single accounting period. DEPRECIATION

(1) Expiration in the service life of fixed assets, attributable to wear and tear through use and lapse of time, obsolescence, inadequacy, or other physical or functional cause. (2) The portion of the cost of a fixed asset charged as an expense during a particular period.

DISASTER RECOVERY STATE GRANT A grant issued to the city for the purchase of equipment for disaster related situations. DISBURSEMENTS The expenditure of monies from an account. ENCUMBRANCES Obligations in the form of purchase orders, contracts, or salary commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbrances when paid or when the actual liability is set up. ENTERPRISE FUND A fund established to finance and account for operations that are financed and operated in a manner similar to private business enterprises – where the intent of the governing body is that the cost (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. Examples of enterprise funds are those of water, sewer, and sanitation services. EXPENDITURES If the accounts are kept on the accrual basis, this term designates total charges incurred, whether paid or unpaid, including expenses, provision for retirement of debt not reported as a liability of the fund from which retired, and capital outlays. NOTE: Encumbrances are not considered expenditures. EXPENSES Charges incurred, whether paid or unpaid, for operation, maintenance, and interest, and other charges which are presumed to benefit the current fiscal period. FISCAL PERIOD Any period at the end of which a governmental unit determines its financial condition and the results of its operations and closes its books. FISCAL YEAR A twelve-month period of time to which the annual budget applies and at the end of which a city determines its financial position and results of operations. FIXED ASSETS Assets of long-term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment.

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Glossary of Terms

FIXED CHARGES Expenses, the amount of which is more or less fixed. Examples are interest, insurance, and contributions as to pension funds. FOREIGN TRADE ZONE Separate, enclosed place near a port where goods may be brought for storage, inspection, packaging, or other processes FULL FAITH AND CREDIT A pledge of the General Taxing power of a government to repay debt obligations (typically used in reference to bonds). FUNCTION A group of related activities aimed at accomplishing a major service or regulatory program for which the city is responsible. For example, public safety is a function. FUND An independent fiscal and accounting entity with a self balancing set of accounts recording cash and/or other resources, together with all related liabilities, obligations, reserves, and equities which are segregated for the purpose of carrying on specific activities or attaining certain objectives. FUND BALANCE The excess of the assets of a fund over its liabilities, reserves and carryover. FUND BALANCE- UNRESERVED The excess of the assets of a governmental fund over its liabilities and reserved fund balance accounts. FUND BALANCE- UNRESERVED, DESIGNATED The segregation of a portion of fund balance to indicate tentative plans for future financial resource use, such as general contingencies or equipment replacement. These designations reflect tentative managerial plans or intent and should be clearly distinguished from reserves. FUND BALANCE- UNRESERVED, UNDESIGNATED The portion of fund balance representing expendable available financial resources. GENERAL FUND The fund that is available for any legal authorized purpose and which is therefore used to account for all revenues and all activities except those required to be accounted for in another fund. NOTE: The General Fund is used to finance the ordinary operations of a governmental unit. GENERAL OBLIGATION BONDS Bonds for whose payments the full faith and credit of the issuing body are pledged. More commonly, but not necessarily, general obligation bonds are considered to be those payable from taxes and other general revenues. GOVERNMENTAL FUND TYPES Funds used to account for the acquisition, use and balances of expendable financial resources and the related current liabilities, except those accounted for in the proprietary funds and fiduciary funds. Expendable assets are assigned to the particular fund type according to the purposes for which they may or must be used. Current liabilities are assigned to the fund type from which they are to be paid. The difference between the assets and liabilities of governmental fund types is referred to as fund balance. The measurement focus in these fund types is on the determination of financial position and changes in financial position (sources, used and balances of financial resources), rather than on net income determination. The statement of revenues, expenditures and changes in fund balance is the primary governmental fund type operating statement. It may be supported or supplemented by more detailed schedules of revenues, expenditures, transfers and other changes in fund balance. Under current GAAP, there are four governmental fund types; general, special revenue, debt service and capital projects.

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Glossary of Terms

GRANT A contribution by one governmental unit to another. The contribution is usually made to aid in the support of a specified function. HOMESTEAD EXEMPTION Designed to protect the value of the homes of residents from property taxes, creditors, and circumstances arising from the death of the homeowner spouse. IMPACT FEES Fees charged to developers to cover, in whole or in part, the anticipated cost of improvements that will be necessary as a result of the development. INCOME This term is used in accounting for governmental enterprises and represents the excess of the revenues earned over the expenses incurred in carrying on particular phases of and enterprise’s activities. The excess of the total revenues over the total expenses of the utility for a particular accounting period is called “net income.” INDIRECT COST A cost necessary for the functioning of the organization as a whole, but cannot be directly assigned to one service. INFRASTRUCTURE The physical assets of a government (e.g., streets, water, sewer, public building and parks). INTERFUND TRANSFERS The movement of monies between funds of the same governmental entity. INTERGOVERNMENTAL REVENUE Funds received from federal, state and other local government sources in the form of grants, shared revenues and payments in lieu of taxes. INTERNAL CONTROL A plan of organization for purchasing, accounting and other financial activities which, among other things, provides that: the duties of employees are subdivided so that no single employee handles a financial action from beginning to end; proper authorizations from specific responsible officials are obtained before key steps in the processing of a transaction are completed; and, records and procedures are arranged appropriately to facilitate effective control. INTERNAL SERVICE FUND Funds used to account for the financing of goods or services provided by one department or agency to other departments or agencies of a government, or to other governments, on a cost-reimbursement basis. INVESTMENTS Securities and real estate held for the production of income in the form of interest, dividends, rentals, or lease payments. The term does not include fixed assets used in city operations. LEVY To impose taxes for the support of government activities. LONG-TERM DEBT Debt with a maturity of more than one year after the date of issuance. MATERIALS AND SUPPLIES Expendable materials and operating supplies necessary to conduct departmental operations. MATURITIES The dates on which the principal or stated values of investments or debt obligations mature and may be reclaimed.

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Glossary of Terms

NET BUDGET The legally adopted budget less all interfund transfers and interdepartmental charges. NON-OPERATING INCOME Income of governmental enterprises of a business character which is not derived from the operation of such enterprises. An example is interest on investments or on bank deposits. OBLIGATIONS Amounts that a government may be legally required to meet out of its resources. They include not only actual liabilities, but also encumbrances not yet paid. OPERATING BUDGET The portion of the budget that pertains to daily operations providing basic governmental services. The program budgets in the financial plan form the operating budget. OPERATING EXPENSES As used in the accounts of governmental enterprises of a business character, the term means such costs as are necessary to the maintenance of the enterprise, the rendering of services for which operated, the sale of merchandise, the production and disposition of commodities produced, and the collection of the revenues. PERSONNEL SERVICES Expenditures for salaries, wages and fringe benefits of a government’s employees. PRIOR-YEAR ENCUMBRANCES Obligations from previous fiscal years in the form of purchase orders, contracts of salary commitments that are chargeable to an appropriation, and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise terminated. PROGRAM A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the City is responsible. PROPRIETARY FUND Funds used to present type activities in the government wide financial statements. PUBLIC PROTECTION CLASSIFIATION Up-to-date information about a community's fire-protection services. PURCHASE ORDER A document issued to authorize a vendor or vendors to deliver specified merchandise or render a specified service for a stated price. Outstanding purchase orders are called encumbrances. QUIET ZONES A section of rail line that contains one or more consecutive railroad crossings at which locomotive horns are not routinely sounded. REAL PROPERTY INVENTORY A document issued with the inventory of all real property held by the City of Alvin. REAPPROPRIATION Appropriations, which are not expended at the end of a fiscal year, that are an encumbrance of the County or for a specific purpose are funded for in the subsequent fiscal year.

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Glossary of Terms

REFUND BOND The act or practice in which the city repays a bond by making a new issue of another bond. RESERVE An account used to indicate that a portion of fund equity is legally restricted for a specific purpose or not available for appropriation and spending. RESERVE FOR CONTINGENCIES A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted for. RESOLUTION A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute. RETAINED EARNINGS An ownership account reflecting the accumulated earnings of an Enterprise Fund. REVENUE The yield of taxes and other sources of income that the city collects and receives into the treasury for public use. For those revenues which are recorded on the accrual basis, this term additions to assets which: (a) do not increase any liability;(b) do not represent the recovery of an expenditure; (c) do not represent the cancellation of certain liabilities without a corresponding increase in other liabilities or a decrease in assets; and (d) do not represent contributions of fund capital in enterprise and internal service funds. SOURCE OF REVENUE Revenues are classified according to their source or point of origin. SPECIAL REVENUE A fund used to account for the proceeds of specific revenue sources (other than special assessments, expendable trusts, or for major capital projects) that are legally restricted to expenditure for specified purposes. An example is the Revenue Sharing Fund typically maintained by cities. SUPPLEMENTAL APPROPRIATION An additional appropriation made by the governing body after the budget year or biennium has started. SURPLUS Assets with no future benefits or values to the organization. TAX LEVY The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. TAX RATE The amount of tax levied for each $100 of assessed valuation. TAXES Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. TRANSFERS All interfund transactions except loans or advances, quasi-external transactions and reimbursements.

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Glossary of Terms

TRUST AND AGENCY A fund used to account for assets held by a governmental unit in a trustee capacity or as an agent for individuals, private organizations, other governmental units, and/or other funds. These include (1) Expendable Trust Funds, (2) Nonexpendable Trust Funds, (3) Pension Trust Funds, and (4) Agency Funds. UNRESERVED FUND BALANCE The portion of a fund’s balance that is not restricted for a specific purpose and is available for general appropriation. USER CHARGES The payment of a fee for direct receipt of a public service by the party who benefits from the service.

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ACRONYMS

AAAC Alvin Animal Adoption Center

ACC Alvin Community College

AISD Alvin Independent School District

APD Alvin Police Department

APOA Alvin Police Officer’s Association

BCAD Brazoria County Appraisal District

BCGCD Brazoria County Groundwater Conservation District

C&R Conservation and Reclamation

CBA Collective Bargaining Agreement

CDBG Community Development Block Grant

COLA Cost of Living Allowance

CPI-U Consumer Price Index for all Urban Consumers

CVB Convention & Visitor Bureau (Promotion of tourism and convention/ hotel industry)

DLE Dogs for Law Enforcement

EMS Emergency Management Services

ESD Emergency Services District

ETJ Extra Territorial Jurisdiction

FEMA Federal Emergency Management Agency

FMA Flood Mitigation Assistance (Grant Program to reduce the risk of repetitive flood damage)

GAAP Generally Accepted Accounting Principles

GFOA Government Finance Officers Association

GIS Geographic Information Systems (Maps and visualization technology)

HFH Home for the Holidays

HGAC Houston-Galveston Area Council

HOT Hotel Occupancy Tax

I & I Inflow and Infiltration (Storm/groundwater infiltration into sewer collection system)

I & S Interest and Sinking (Tax rate used for debt retirement)

M & O Maintenance and Operations (Tax rate used for general operations)

MUD Municipal Utility District

PEG Public Education & Government (Franchise Fee)

PUC Public Utility Commission

PVS Pet Vaccination Services

RDA Re-development Authority (Associated with TIRZ- Kendall Lakes)

SRL Grant Severe Repetitive Loss Grant (Grant Program to eliminate the long- term risk of flood damage)

TCEQ Texas Commussion on Environmental Quality

THPF Texas Hotel Performance Factbook

TIRZ Tax Increment Reinvestment Zone

TMRS Texas Municipal Retirement System

TNMP Texas New Mexico Power

TWDB Texas Water Development Board

UC Under Contract

VFD Volunteer Fire Department

Glossary of Terms

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ORDINANCE 21- M

AN ORDINANCE OF THE CITY OF ALVIN, TEXAS, ADOPTING THEBUDGET FOR THE CITY OF ALVIN, TEXAS, FOR FISCAL YEAR 2021-2022; DIRECTING THE CITY SECRETARY TO POST A COPY OF THEBUDGET ON THE CITY OF ALVIN WEBSITE; AND SETTING FORTH

OTHER PROVISIONS RELATED THERETO.

WHEREAS, Texas State Law and the City' s Home Rule Charter require that the Cityenact an annual budget; and

WHEREAS, the City desires to comply with sound budgetary principles and protect thecitizens of the City by maintaining a fund balance adequate to cover the needs of the City duringfiscal year 2021- 2022; and

WHEREAS, the budget for fiscal year 2021- 2022 reflects City Council' s best efforts atproviding a balanced budget and maintaining the necessary fund balance to meet the City' sneeds;

NOW THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OFALVIN, TEXAS:

Section 1. That the City Council hereby adopts the recitals and findings set forth in thepreamble hereof.

Section 2. That the City Council hereby adopts the City of Alvin Annual Budget for fiscalyear 2021- 2022, a copy of which is attached hereto and incorporated herein by reference. Such

budget is adopted by the favorable vote of a majority of the members of the City Council of theCity of Alvin in a Council meeting duly assembled in accordance with Article VII of the Home-Rule Charter of the City of Alvin, Texas.

Section 3. That the City Council files the budget with the City Secretary and directs the CitySecretary to post a copy of the budget on the City of Alvin website.

Section 4. Open Meetings Act. It is hereby officially found and determined that themeeting at which this ordinance was passed was open to the public as required and that publicnotice of the time, place and purpose of said meeting was given as required by the OpenMeetings Act, Chapter 551 of the Texas Government Code.

PASSED and APPROVED on the 2nd day of September 2021.

CITY OF ALVIN, TEXAS: ATTEST

By:B

Paul A. Horn, Mayor Dixie Roberts, City Secretary

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ORDINANCE 21-N

AN ORDINANCE OF THE CITY OF ALVIN, TEXAS, LEVYING A PROPERTY TAX RATE FOR THE YEAR 2021; DIRECTING THE TAX ASSESSOR-COLLECTOR TO ASSESS, ACCOUNT FOR, AND DISTRIBUTE THE PROPERTY TAXES AS HEREIN LEVIED.

WHEREAS, Section 26.05(a) of the Texas Tax Code requires taxing authorities to

adopt a property tax rate by September 30 of each year or within sixty (60) days after receipt of the certified appraisal roll; and

WHEREAS, Section 26.05(a) of the Texas Tax Code requires the total property tax rate be approved in two components: (l) Maintenance and Operations; and (2) Debt Service; and

WHEREAS, Section 26.05(b) of the Texas Tax Code is applicable this year because the tax rate to be adopted exceeds the effective tax rate and exceeds the effective maintenance and operations rate.

NOW, THEREFORE: BE IT ORDAINED BY THE CITY COUNCIL OF THE

CITY OF ALVIN, TEXAS:

That there be and is hereby levied for the year 2021 on all real and personal property within the City limits of the City of Alvin, Texas, except so much thereof as may be exempt by the Constitution and laws of the State of Texas and of the United States the following: Section 1. An ad valorem tax of and at the rate of $0.629206 on the One Hundred Dollars valuation of the real and personal property and mineral royalties owned within the City limits of Alvin on the first day of January 2021 to provide for the current expenses of the City of Alvin, Texas (General Fund). Section 2. An ad valorem tax of and at the rate of $0.009919 on the One Hundred Dollars valuation of the real and personal property situated and owned within the City limits of Alvin on the first day of January 2021 to pay current interest and to provide a Sinking Fund on the General Obligation Refunding Bonds, Series 2012. Section 3. An ad valorem tax of and at the rate of $0.006659 on the One Hundred Dollars valuation of the real and personal property situated and owned within the City limits of Alvin on the first day of January 2021 to pay current interest and to provide a Sinking Fund on the General Obligation Refunding Bonds, Series 2011. Section 4. An ad valorem tax of and at the rate of $0.076183 on the One Hundred Dollars valuation of the real and personal property situated and owned within the City limits of Alvin on the first day of January 2021 to pay current interest and to provide a Sinking Fund on the Certificate of Obligations, Series 2019.

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Ord 21-N Page 2 of 3

Section 5. An ad valorem tax of and at the rate of $0.023712 on the One Hundred Dollars valuation of the real and personal property situated and owned within the City limits of Alvin on the first day of January 2021 to pay current interest and to provide a Sinking Fund on the Certificate of Obligation, Series 2020. Section 6. An ad valorem tax of and at the rate of $0.022321 on the One Hundred Dollars valuation of the real and personal property situated and owned within the City limits of Alvin on the first day of January 2021 to pay current interest and to provide a Sinking Fund on the General Obligation Refunding Bonds, Series 2017. Section 7. Taxes are to be calculated on the basis of one hundred percent (100%) of assessed value for the 2021 tax year.

A total tax rate of all property was set at $0.768000 per One Hundred Dollars valuation, and such total tax rate was adopted by favorable majority of the members of the City Council of the City of Alvin, Texas, in a Council meeting duly assembled in accordance with the Home-Rule Charter of the City of Alvin, Texas, and such action is hereby ratified, confirmed and affirmed.

Section 8. That the recorded vote of the City Council on this Ordinance is: Council Members voting FOR adoption:

Council member Martin Vela Council member Keko Moore

Council member Chris Vaughn Council member Glenn Starkey Council member Gabe Adame Council member Richard Garivey Council member Joel Castro

Council Members voting AGAINST adoption:

____________________________ ____________________________

Council Members absent:

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City of Alvin Annual Budget

Documents

Transcript of City of Alvin Annual Budget