Page 88 - Budget Book FY2020-2021

General Fund
City Manager

www.mcallen.net/departments/manager
Mission Department Summary
Statement: Actual Adj. Budget Estimated Budget
City Management's Expenditure Detail: 18-19 19-20 19-20 20-21
Mission is to consistently Personnel Services
provide high quality Salaries and Wages $ 1,277,165 $ 1,235,875 $ 1,235,875 $ 1,292,738
services and quality of life Employee Benefits 232,325 239,731 239,731 271,418

to all who live, work and Supplies 8,649 8,930 8,930 8,930
visit the City of McAllen. Other Services and Charges 88,701 94,181 94,181 94,181
Maintenance 382 1,680 1,680 1,680

Operations Subtotal 1,607,221 1,580,397 1,580,397 1,668,947

Capital Outlay 3,426 - - -
Total Expenditures $ 1,610,647 $ 1,580,397 $ 1,580,397 $ 1,668,947
PERSONNEL
Exempt 7 7 7 7
Non-Exempt 4 4 3 4
Part-Time 2 3 2 3
Total Positions Authorized 13 14 12 14

Contact Us: MAJOR FY 20-21 GOALS
Roel "Roy" Rodriguez P.E., 1.) Expand offerings of "first to market" entertainment @ McAllen Performing Arts Center. (1.1.5)
M.P.A. 2.) Quinta Mazatlán Center of Urban Ecology Facility. (1.1.6)
City Manager
1300 Houston Avenue 3.) Expand & Improve City Parades, most prominently the illuminated Holiday Parade. (1.2.1)
McAllen, TX. 78501 4.) Continue City-funded public events: 4th of July celebration, Vida Verde, Fiesta de Palmas, Moon over Mazatlán -
(956) 681-1001 and more. (1.2.2)
5.) Continue and expand music events; funding. (1.2.3 & 1.2.4)
6.) Target regional Winter Texans and Mexican tourists in major recreational events. (1.2.5 & 3.4.5)
7.) Design and erect new monument signs/landscaped areas at key McAllen entry points. (1.3.2 & 3.2.2)
8.) Palm View Golf Course continual improvements to maintain top quality. (1.5.1)
9.) City Health Fair. (1.5.8)
10.) Expand entertainment events which attract attendees from both South Texas and Northern Mexico. (2.1.5)
11.) Continue efforts which target specific entertainment & dining options that are regional in nature. These are
often confidential until after secured and adopted by Commission action. (2.1.6)
12.) Facilitate the expansion of McAllen's top tax generator, Simon Property's La Plaza leveraging using a city
incentive to provide parking garages. (2.2.1)
13.) Work with retail recruitment firm, to attract specific retailers to the City. (2.2.2; 2.2.3; 2.2.4; 3.1.3; 3.1.11)
14.) City Fiber Optic Networking. (3.1.6)
15.) Continue 380 Economic Incentive Agreements for new & existing businesses for general business and property
base expansion. (3.1.8)
16.) Oversee Project Imagine Tomorrow to identify and rebuild/remodel the dilapidated homes in targeted areas.
(3.3.3)
17.) Ordinance Review Committee identifying Code/Ordinance items which can be improved to improve ease of
compliance. (3.3.4)
18.) Continue Chamber's operatation of former Main Library as a business "incubator". (3.3.5)
19.) Continue Chamber Entrepreneur program to assist those wishing to form new businesses. (3.3.6)
20.) Fund CVB to promote tourism. (3.4.1)
21.) Work with contract lobbyist to leverage contacts and state appointed leaders for funding possibilities. (5.1.5)
22.) Plan for improvements based upon 2019 external & internal service surveys. (5.2.3)
23.) Continually improve ease of Development Process. (6.1.3)
24.) Continue working with STC to supplement training in the region. (7.1.2)

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