lower rio grande valley development councillrgvdc.org/downloads/2018 lrgvdc annual work program...

301 W. Railroad St. Weslaco, TX 78596

Lower Rio Grande Valley Development Council

2018 ANNUAL WORK PROGRAM & BUDGET

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Table of Contents

2 Table of Contents

3 Introduction

SECTION I. LRGVDC OVERVIEW & PURPOSE

5 LRGVDC Overview

7 Lower Rio Grande Valley Regional Strategic Plan

SECTION II. LRGVDC ORGANIZATIONAL STRUCTURE & PROGRAM OBJECTIVES

9 2017 – 2018 Board of Directors & Membership

12 LRGVDC Advisory Committees

14 LRGVDC Departments & Objectives

15 Administration Department

16 Economic Development District

18 Community & Environmental Services Department 19 Community Development Program 19 Disaster Recovery 20 Water Quality Management 21 Water Resource Planning 21 Solid Waste Management Planning

22 Health & Human Services Department

23 Area Agency on Aging

24 Public Safety Department 25 Emergency Communications (9-1-1 Program) 26 Criminal Justice 27 Homeland Security 28 Regional Police Academy

29 Transportation Department 30 Valley Metro 33 Hidalgo County Metropolitan Planning Organization

SECTION III. ANNUAL BUDGET

35 Indirect Cost Schedule

36 Fringe Benefit Rate Schedule Revenues

37 Combined State of Revenues

38 Dues Structure

44 Existing Grants

49 Proposed Grants

52 Grants Matching Data

53 Salary Allocation Schedule

58 Released Time Schedule

59 Fringe Benefits Schedule

60 Summary

63 Mileage & Per Diem Rate Schedule

64 Certification of Indirect Costs

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INTRODUCTION

Many regional projects and services have been accomplished since the inception of the Lower Rio Grande Valley Development Council (LRGVDC) in 1967. In an effort to assess current services and to provide for the continuance of progressive programs, the LRGVDC General Membership evaluates and adopts an annual plan of program objectives and budget projections referred to as the LRGVDC Annual Work Program (AWP).

Subject to review and approval, the AWP and Budget Committee will recommend to the Board of Directors and General Membership that the AWP document be adopted as the LRGVDC Annual Work Program and Budget. This document also provides funding agencies, organization stakeholders, and the general public with a better understanding of the LRGVDC's functions.

This document contains the following sections:

I. LRGVDC Overview & Purpose

o Provides an organization summary and purpose.

II. Organizational Structure & Program Objectives

o Outlines the governing body, advisory committees and departmental objectives.

III. Annual Budget

o Illustrates the current year budget, indirect and fringe benefit rate.

MISSION Encourage and permit local units of government to join and cooperate with one another and with representatives of major economic interests, citizen groups, and groups experiencing economic distress to improve the health, safety

and general welfare of their citizens and to plan for the future development of the region.

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SECTION I.

LRGVDC OVERVIEW &

PURPOSE

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LRGVDC OVERVIEW

The LRGVDC is a voluntary association of local governments formed under Texas Law to address issues and planning needs that cross the boundaries of individual local governments that require regional attention. The LRGVDC coordinates planning efforts, provides a regional approach to problem solving through cooperative action and at times provides direct services.

The LRGVDC is active in the fields of economic and industrial development, homeland security, criminal justice and law enforcement training, transportation planning and transit services, solid waste planning, water quality and quantity planning, services for the elderly, health, emergency communication, regional training, and disaster recovery. Funding to support these programs originates from local, state, and federal sources. Members of the LRGVDC contribute membership fees which are based on population for general purpose governments and a fixed fee for educational institutions and special governmental units. These and other funds are utilized as local match contributions to secure federal and state funds from the Economic Development Administration, Environmental Protection Agency, Federal Transit Administration, Texas Commission on Environmental Quality, Texas Water Development Board, State Office on Criminal Justice, Texas Health and Human Services Commission, Texas Department of Transportation, Commission on State Emergency Communications, Texas Department of Agriculture, Texas General Land Office, and the Texas Department of Health.

Formed in 1967 through a merger of the Texas Southmost Economic Development District and the Lower Rio Grande Valley Council of Governments, the LRGVDC is one of twenty-four (24) State Planning Regions codified pursuant to the Texas Local Government Code, Chapter 391. The designated geographical service area is comprised of the 3,643 square miles of Cameron, Hidalgo and Willacy Counties with a 2016 estimated population of 1,293,788.

LRGVDC’s general membership includes county and municipal government, school districts, public educational institutions, special purpose governmental units and representatives of grassroots, at-large and other stakeholder organizations dedicated to the regional, unified development of the Lower Rio Grande Valley. LRGVDC is governed by a twenty-seven (27) member Board of Directors of whom two-thirds are required to be elected officials of the designated boundaries. This Board is primarily responsible to provide direction for LRGVDC programmatic implementation and meets this responsibility through LRGVDC policies, committees, plans, and programmatic activities.

Further guidance and support is provided by the various programmatic Advisory Committees which are established in the interest of providing input and recommendations to the Board of Directors for final approval. Program implementation and oversight activities are carried out by a professional staff of approximately one hundred and sixty (160) employees; including an Executive Director defined as the organization’s Chief Executive Officer.

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The LRGVDC also serves an important role by implementing specific designated responsibilities as directed by local, state, and federal agencies to include the following:

• The Region’s Economic Development District (EDD) as designated by the United States Department ofCommerce under the Economic Development Administration (EDA). All EDA funded projects must beprocessed and recommended through the EDD office.

• The Area Agency on Aging as designated by the Texas Health and Human Services Commission underthe Older American's Act of 1965 as amended provides direct and contract services for the elderly.

• The Area Wide Wastewater Management Planning Agency (AWMPA) as designated by the Governor'sOffice.

• The Regional Solid Waste Management Planning Agency as designated by the Texas Commission onEnvironmental Quality (TCEQ) through Texas Health & Safety Code 361.014.

• The Regional Transportation Agency provides services and operates transit routes in rural and urban areasunder the Valley Metro banner.

• The Regional 9-1-1 Planning Agency as designated by the Commission on State EmergencyCommunications. Emergency Communication services for Hidalgo and Willacy Counties are managed bythe LRGVDC.

• The Administrative and Fiscal Agent for the Hidalgo County Metropolitan Planning Organization(HCMPO).

• The designated political subdivision to perform administrative and financial accountability for the RioGrande Regional Water Planning Group (RGRWPG) (Region M) which covers eight (8) counties in SouthTexas.

• Designated by The Office of the Governor (OOG) under direction from the Homeland Security GrantDivision (HSGD) and Criminal Justice Division (CJD) to provide support and assistance within theLRGVDC Region.

• The LRGVDC has been designated a “non-profit” entity currently under the auspices of the EconomicDevelopment Department. The Lower Rio Grande Valley Development Council Corporation(LRGVDCC) was created to provide services and programs that are beneficial to the general public and itswelfare.

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LOWER RIO GRANDE VALLEY REGIONAL STRATEGIC PLAN

Another significant purpose of the LRGVDC, as identified in Texas Local Government Code, is to make studies and plans to guide unified advancement, eliminate duplication, and promote efficiency in the coordinated development of the region.

Though LRGVDC conducts many ongoing studies and plans, the foundational planning process is the facilitation and publication of a five-year Regional Strategic Plan. This strategic plan, updated every two years to coincide with the Texas State Legislature, is aimed at bringing together elected officials, program experts, area stakeholders and the general public to identify priority goals and issues of the region. No single agency or entity is accountable to implementing all the goals and strategies contained within the strategic plan; however, LRGVDC’s programmatic scope of services are developed and designed in alignment with this identified vision of the region.

The Regional Strategic Plan is categorized into five strategic domains which interconnect a spectrum of community priorities. Each domain is equally vital and codependent, and through effective planning, collaboration and service delivery, residents and visitors are ensured the highest quality of life, now and for many years to come.

Economic Development

As a highly desirable place to live, work and visit, the Lower Rio Grande Valley will ensure regional

prosperity and a premier quality of life by sustaining a balanced and resilient international

economy, developing an educated, qualified workforce and providing enhanced opportunities for commercial, industrial and entrepreneurial growth.

Environmental Resources & Community Development

Through effective services, education and preservation efforts, we shall strive for the

healthiest environment where urban and rural community growth ensures residents safe and sustainable housing opportunities, appropriate

infrastructure development and proactive planning for the conservation of the Region’s vital

agricultural and natural resources.

Health and Human Services

The Lower Rio Grande Valley will develop, coordinate and maintain a locally based system of resources and comprehensive care for vulnerable individuals and accessible services to safeguard a livable, healthy, safe community for persons of all

ages.

Public Safety

To ensure optimal public safety throughout the region, criminal justice, homeland security, emergency communications, 9-1-1 and first

responders will work collaboratively, with quality training and resources to prevent, protect, respond

to and recover from threats.

Transportation

Through effective planning and service delivery, people and goods will be able to move throughout

the region safely and efficiently by using a seamless multi-modal transportation network.

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SECTION II.

LRGVDC ORGANIZATIONAL STRUCTURE &

PROGRAM OBJECTIVES

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2017-2018 Board of Directors & Membership

Executive Committee

President Mayor Ambrosio “Amos”

Hernandez City of Pharr

First Vice President Honorable Norma G. Garcia

Member-at-Large

Second Vice President Mayor David Suarez

City of Weslaco

Secretary Mayor Jim Darling

City of McAllen

Treasurer Judge Aurelio “Keter” Guerra

Willacy County

Immediate Past President Mayor Tony Martinez

City of Brownsville

Board of Directors

Alex Dominguez Commissioner, Cameron County

David Fuentes Commissioner, Hidalgo County

Pilar Garza Commissioner, Alamo

Rick Morales Mayor, Donna

Daniel A. Guzman Commissioner, Edcouch

Gilbert Enriquez Councilman, Edinburg

Chris Boswell Mayor, Harlingen

Esmeralda Lozano Commissioner, La Feria

Alma Moron Mayor, La Villa

Henry Hinojosa Mayor, Mercedes

Norie Gonzalez Garza Mayor Pro-tem, Mission

Benjamin “Ben” Gomez Mayor, San Benito

Jesus “Jesse” Ramirez Mayor Pro-tem, San Juan

Veronica Gonzales UT Rio Grande Valley

Paul Hernandez South Texas College

Javier De Leon Texas State Technical College

Troy Allen Delta Lake Irrigation District

Ronald Mills Willacy County Navigation

District

Eddy Gonzalez Member-at-Large

Mayor Rick Cavazos Member-at-Large

Arturo Ramirez Grassroots Organizations: Center

for Economic Opportunities

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LRGVDC Membership

Municipalities

Mayor Bob Steenbock Bayview

Mayor Marco Sanchez Combes

Mayor Alonzo “Al” Perez Elsa

Mayor Yvette Cabrera Granjeno

Mayor Martin Cepeda Hidalgo

Mayor Barbara Collum Indian Lake

Mayor Susie Houston Laguna Vista

Mayor J. A. “Fito” Salinas La Joya

Mayor Polo Narvaez Los Fresnos

Mayor Rick Cavazos Los Indios

Mayor Henry De La Paz Lyford

Mayor Ramiro J. Rodriguez, Jr. Palmhurst

Mayor John Cutney Palm Valley

Mayor David R. Kusch Primera

Mayor O.D. Emery Progreso Lakes

Mayor Gilbert Gonzalez Raymondville

Mayor Gustavo Olivarez Rio Hondo

Mayor Soyla D. Rodriguez San Perlita

Mayor Andres Contreras Santa Rosa

Mayor Dennis Stahl South Padre Island

Educational Institutions

Dr. Arturo J. Cavazos Harlingen C.I.S.D.

Superintendent

Mr. Jose A. Gonzalez McAllen I. S. D. Superintendent

Mr. Daniel Trevino, Jr. Mercedes I.S.D. Superintendent

Ms. Olivia Almanza-Pena Monte Alto I.S.D.

Dr. Daniel P. King Pharr-San Juan-Alamo I.S.D.

Superintendent

Mr. Ismael Garcia Rio Hondo I.S.D. Superintendent

Dr. Priscilla Canales Weslaco I.S.D. Superintendent

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Special Governmental Units

Mr. Oscar Cancino Agua Special Utility Group

Mr. Eduardo Campirano Brownsville Navigation District

Mr. John Bruciak Brownsville Public Utilities Board

Mr. Scott Fry Cameron County Drainage

District #1

Mr. Alan Moore Cameron County Drainage

District #5

Mr. Brian Macmanus East Rio Hondo Water Supply

Mr. Tom McLemore Harlingen Irrigation District CC#1

Mr. Darrell Gun Harlingen Water Works Systems

Mr. Randy Winston Hidalgo & Cameron County I.D. #9

Mr. Joe Aguilar Hidalgo Co. Irrigation District #6

Mr. Jack Martin Hidalgo County Mud #1

Mr. Carlos Galvan Laguna Madre Water District

Mr. Charles Amos McAllen Public Utilities Board

Mr. Amado E. Salinas Military Highway Water Supply

Mr. Steven Sanchez North Alamo Water Supply

Mr. Michael Perez Port of Harlingen Authority

Mr. Steve Bearden Port Isabel-San Benito

Navigation District

Ms. Virginia Lomas Port Mansfield PUB

Mr. Matt Ruszcak Rio South Texas Economic

Council

Ms. Sherilyn Dahlberg Sharyland Water Supply

Corporation

Mr. Mike Warshak United Irrigation District

Mr. Scott Fry Valley Mud #2

Mr. Keith Patridge McAllen Economic Development

Corporation

Ms. Marie McDermott Weslaco Economic Development

Corporation

Mr. Pat Hobbs Workforce Solutions Cameron

Members-at-Large

Mr. Eleazar “Yogi” Garcia, Jr. Mr. Brian Godinez Commissioner Leo Munoz

Ms. Diana Serna Ms. Anna Cass Commissioner Pete Garcia

Ms. Veronica Gonzales

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LRGVDC Advisory Committees

Administration

LRGVDC General Membership

Meets January & May of every year

LRGVDC Board of Directors Meets the last Wednesday of every month unless otherwise

approved

LRVDC Executive Committee Meets on an as needed basis

Annual Work Program (AWP) & Budget Committee

Meets January of every year

Nominating Committee Meets May of every year

Economic Development

Comprehensive Economic Development Strategy (CEDS)

Committee Meets on an as needed basis

Regional Small Cities Coalition Committee (RSCC)

Meets the second Thursday of every month

Regional Large Cities Coalition Committee (RLCCC)

Meets on an as needed basis

Binational Economic Development (BINED)

Committee Meets on an as needed basis

Community & Environmental Services

Regional Review Committee Meets a minimum of twice a year

Solid Waste Advisory Committee

Meets quarterly

Regional Housing Advisory Committee


Rio Grande Regional Water Planning Group


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Health & Human Services

Area Agency on Aging Advisory Council Committee

Meets the Second Tuesday of every month

Rio-Net ADRC Advisory Committee

Meets the Second Wednesday of the every month

Ad-Hoc Committee Meets on an as needed basis

Public Safety

Criminal Justice Advisory Committee

Meets a minimum of four times a year

Citizen Corps Council Meets on an as needed basis

911 Advisory Committee Meets quarterly

Homeland Security Advisory Committee


Metropolitan Medical Response System


Police Academy Advisory Committee

Meets quarterly

Transportation

Regional Transportation Advisory Panel (RTAP)


Regional Rail Coalition Meets on an as needed basis

Hidalgo County MPO Policy Committee

Meets the Third Thursday of every month

Hidalgo County MPO Technical Advisory Committee

Meets the first Tuesday of every month

BikeShare RGV Meets on an as needed basis

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LRGVDC DEPARTMENTS & OBJECTIVES

LRGVDC is comprised of approximately 160 full-time employees tasked at carrying out the programmatic implementation and compliance measures for the region. The organization encompasses six (6) departments; including an administrative department responsible for overall supervision of functions, operations and performance monitoring. LRGVDC is headquartered at 301 W. Railroad St. in Weslaco, Texas with satellite locations in Harlingen (Area Agency on Aging & Valley Metro), Weslaco (Emergency Communications & Valley Metro) and Rio Grande City (Valley Metro).

In addition to direct programmatic services, LRGVDC serves as the fiscal, administrative, and/or designated political subdivision for Hidalgo County Metropolitan Planning Organization (HCMPO), Lower Rio Grande Valley Development Corporation (LRGVDCC), and the Rio Grande Regional Water Planning Group (RGRWPG).

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ADMINISTRATION DEPARTMENT

The Executive Director is the Chief Administrative Officer of the LRGVDC and is responsible for the general oversight of program functions and formulation of the Personnel Policies and Procedures of the LRGVDC. The Human Resources Division is designated as the custodian of LRGVDC Personnel records, to maintain and update the Personnel Policies and Procedures, Personnel and Medical files, I-9’s and W-4’s, to ensure compliance with equal employment opportunity criteria, the Fair Labor Standards Act, Classification Act, and other state and federal laws and regulations. This department is also responsible for maintaining the medical, dental, and supplemental insurance(s) records for all LRGVDC employees. The Finance Division is responsible for all financial matters of LRGVDC affairs and maintains all accounting files. The Finance Division is also responsible for budget projections and LRGVDC audits. The Business Operations Division is tasked with contract development and compliance, purchasing and procurement activities and overall building and facilities oversight, repair, and maintenance.

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ECONOMIC DEVELOPMENT DISTRICT

The LRGVDC is the Economic Development District (EDD) designated and authorized by the U.S. Department of Commerce, Economic Development Administration (EDA) on March 16, 1967. LRGVDC’s Economic Development District serves as the local, field support partner for the Economic Development Administration (EDA). EDA has six offices throughout the United States with our corresponding Regional Office located in Austin, Texas. The Austin Region oversees a five-state area consisting of Texas, New Mexico, Oklahoma, Arkansas and Louisiana. The EDA’s national policy is to provide grants for infrastructure development, local capacity building, international trade, manufacturing, and business development for investment in the growth, expansion, and creation of businesses that will establish a foundation for sustainable job growth.

The responsibly of LRGVDC’s Economic Development Department is to function as the Economic Development District by leading the locally-based, regionally driven economic development planning process that leverages the involvement of the public, private and non-profit sectors to institute regional collaboration. The formal planning process, known as a Comprehensive Economic Development Strategy (CEDS), is a strategy-driven plan for regional economic development. The Economic Development Department serves as the coordinating mechanism for individuals, organizations, local governments, and private industry to engage in a meaningful conversation and debate about the economic direction of their region. Additionally, LRGVDC is tasked to provide organizational support, technical assistance, project development and grant administration for EDA funded grant opportunities allocated to the designated region.

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Strategic Objectives:

1. Administer and facilitate the region’s Comprehensive Economic Development Strategy (CEDS),including directing CEDS Steering Committee activities, public engagement forums, surveys, etc., andcarrying out appropriately identified projects.

2. Provide technical assistance and grant administrative services to local governments, educationalinstitutions, special districts, and economic development corporations for economic and businessdevelopment.

3. Administer the Regional Large and Small Cities Coalitions to provide local elected officials and staff aforum for issue prioritization, joint action planning and access to training and resources for unifieddevelopment.

4. Research, determine, write and apply for suitable innovative grant funding opportunities to provideadditional capacity and services to meet regional goals.

5. Enhance travel and tourism by partnering with regional tourism and marketing stakeholders to developstrategies and services to promote our area’s destinations and environmental assets.

6. Develop and promote “quality of life” projects and initiatives such as bike share programs, activetourism, and multi-modal transportation to enhance overall economic development of the region.

7. Support federal, state or local elected officials by participating, hosting, and/or facilitating technicalassistance workshops, critical topic forums, and/or interactive summits to address regional issues.

8. Promote a competitive U.S. border and foster increased international trade through collaborativeinitiatives and projects with appropriate international alliances, organizations, government officials, etc.

9. Support the advancement of local human capital through educational and workforce developmentstrategies, initiatives, projects and training opportunities.

10. Participate in regional advocacy activities through joint planning, preparing regional informationalreports, and attending appropriate congressional and legislative forum opportunities.

11. Provide and facilitate regional training programs such as grant writing workshops and information andaccess to resource organizations, financial and grant opportunities.

12. Serve as the region’s PACE District to promote, educate and administer the Property Assessed CleanEnergy (PACE) financing business improvement program.

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COMMUNITY & ENVIRONMENTAL SERVICES DEPARTMENT

The Community & Environmental Services Department provides governmental entities of the region services and support for urban and rural growth. Through funding from the Texas General Land Office, Texas Department of Agriculture, Texas Commission on Environmental Quality, and Texas Water Development Board, the department provides a wide range of technical assistance, planning, education and outreach services to ensure appropriate infrastructure and housing development for the Region. The department also strives to conserve and protect our most precious natural resources which include water, our native habitat, agriculture and the environment.

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Community Development

The LRGVDC administers the State of Texas’ allocation of Community Development Block Grants (CDBG) for non-entitlement communities and Texas General Land Office funds on Disaster Recovery efforts. As part of this effort, LRGVDC supports the Regional Review Committee, a body appointed by the Texas Department of Agriculture Commissioner with responsibility for identifying regional priorities and establishing scoring procedures and ensuring fair housing for all residents of the Lower Rio Grande Valley for non-entitlement community development grant funds. The LRGVDC’s Community Development Program will ensure housing needs are addressed throughout the region, create a sustainable living environment and expand economic opportunities to benefit low to moderate income families.


1. Coordinate and conduct education and outreach activities to ensure fair housing for all residents of theLower Rio Grande Valley, such as development of a resolution declaring April as Fair Housing Month,development of fair housing brochure and media release to support promotion awareness on FairHousing.

2. Attend fair housing meetings to increase knowledge of fair housing trends in order to effectivelycontinue to work with other entities to address ongoing issues and improve quality of life for residents.

3. Administer and maintain compliance of Texas Department of Agriculture CDBG Contract to providesupport staffing to Regional Review Committee (RRC) and technical assistance to TxCDBG eligiblecommunities.

4. Identify and establish regional priorities to promote and ensure basic public facilities and infrastructureneeds for the Region are addressed, such as TxCDBG Guidebook.

5. Coordinate with local, state, federal and private entities to provide training and provide professionaldevelopment to local communities within the Region.

Disaster Recovery

The LRGVDC administers the Texas General Land Office Disaster Recovery Program and has adopted a regional approach to address issues present within the Region. This will ensure housing needs are addressed, achieve economies of scale, ensure program consistency and build organizational capacity. The Disaster Recovery Program has directly improved housing infrastructure while at the same time reviving the local economy by creating jobs for contractors and general laborers. The program has brought forth a positive, long-term change for all communities within the region.

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1. Serve as subrecipient of funding provided by Texas General Land Office to reconstruct and rehabilitatelocal rental units damaged by Hurricane Dolly.

2. Administer contract agreements between applicants, contractors, GLO and LRGVDC, which includesbudgets, amendments, regulations and benchmarks.

3. Perform the successful implementation of Housing Disaster Recovery funds available to the Region, byconducting annual verification of recipients, monitoring completed projects, and providing technicalassistance and information to Texas General Land Office.

4. Coordinate with subcontractors, contractors and Texas General Land Office to ensure compliance onSection 3 and Davis Bacon.

Water Quality Management

The Texas Commission on Environmental Quality (TCEQ) is the designated agency responsible for developing and updating the State of Texas Water Quality Management Plan (WQMP). The WQMP identified water quality issues, formulated alternatives, recommended cost-effective solutions and provided current monitoring of conditions. This work plan serves as a basis to accomplish necessary regional water quality planning data for construction funding, and aiding the management, coordination and enhancement of natural resources in the Rio Grande Valley.


1. Develop a communication and regional information sharing process to notify the public on water qualityissues such as the Public Participation Plan.

2. Coordinate and attend meetings and workshops to transmit regional water quality goals and activitiessuch as Arroyo Colorado Steering Committee, Storm Water Task Force, and Water ManagementWorking Group.

3. Coordinate with project partners to solicit input and provide information on increasing public awarenesson water quality issues such as watershed protection and estuary programs.

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Water Resource Planning

The Rio Grande is our main source of water. Drought, international treaty issues, and increased demand are impacting long-term water availability. Because of this, the LRGVDC is leading efforts to develop strategies for long-term water supply alternatives.

The LRGVDC has been designated as the political subdivision to assist the Rio Grande Regional Water Planning Group (RGRWPG) (Region M) which is the designated group to develop the Eight County Regional Water Plan as required by Senate Bill 1. Region M is composed of Cameron, Hidalgo, Jim Hogg, Maverick, Starr, Webb, Willacy, and Zapata Counties. This plan has been successfully completed for 2016 and the LRGVDC will continue to coordinate RGRWPG's future water supply planning activities.


1. Update, support, maintain and implement Regional Water Supply Plan for the Region, as per TexasWater Development Board requirements.

2. Provide administrative support to Regional Water Planning Group such as facilitating quarterly RegionM meeting functions and coordinating public meetings, presentations, trainings, etc.

Solid Waste Management

The LRGVDC is the state designated agency for solid waste management issues in the region. The Solid Waste Management program, funded by the Texas Commission on Environmental Quality (TCEQ), includes the development of the Regional Solid Waste Management Plan, carried out under the guidance of the Solid Waste Advisory Committee (SWAC). The main focus of the Solid Waste Division is to assist local governments and communities with solid waste management issues important to the region.


1. Ensure implementation of LRGVDC Regional Solid Waste Management Plan by coordinating with allentities on addressing goals and activities listed on the Plan.

2. Establish and maintain Solid Waste Advisory Committee that addresses regional issues concerning SolidWaste Management within the Region.

3. Establish regional priorities and selection criteria for the region to develop LRGVDC Regional FundingPlan.

4. Assist and promote proper waste collection and minimization sites with the county’s rural areas, andwith innovative projects such as the “Road to Recycling Project”.

5. Promote public environmental education programs that help reduce illegal dumping, increase publicawareness for protection and conservation of our natural resources such as attending schoolpresentations, fairs, community clean-ups and other related events.

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HEALTH & HUMAN SERVICES DEPARTMENT

The Health and Human Services Department of the Lower Rio Grande Valley Development Council has been established in order to provide a vehicle to identify, develop, coordinate and maintain a comprehensive locally based system of resources. The department has a wide and comprehensive services scope such as providing access to quality health care, home and community-based services, comprehensive care for vulnerable individuals and accessible services to safeguard a livable, healthy, safe community for persons of all ages.

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Area Agency on Aging

The LRGVDC is designated as one of twenty-eight (28) Area Agencies on Aging (AAA) in the State of Texas under the Older Americans Act of 1965, as amended. It is the representative agency of the Texas Health and Human Services for the Lower Rio Grande Valley and functions as the coordinating and planning agency for services to persons who are 60 years of age and older and their caregivers. The overall objective of the AAA is to improve the quality of life of older persons through the development and expansion of a comprehensive and coordinated social service delivery system at the regional level. The AAA has continually provided direct services through access and assistance services which consist of case management, information, referral, and assistance, legal awareness, legal assistance, and long-term care ombudsman. Most project funds are subcontracted to social service agencies in Cameron, Hidalgo and Willacy Counties. Aging and Disability Resource Center

RIO-Net ADRC is one of twenty-two Aging and Disability Resource Centers designated by the Texas Health and Human Services. Its primary function being part of the “no wrong door system” to provide access to the State’s Long-term care systems and supports. This information and referral program provides information, referral and assistance to older individuals and persons with disabilities. Additionally, these services develop and maintain partnerships with local organizations to further carry out this mission. The ADRC is embedded within the Area Agency on Aging functioning seamlessly to provide services. Both programs maintain a web-based resource site (Network of Care), designed to be a multi-organization referral process and regional service directory for consumers and partners alike.


1. Achieve performance measures and compliance requirements as determined by the U.S. Department ofHealth and Human Services, Administration for Community Living (ACL) and Texas Health andHuman Services.

2. Address senior dietary inadequacy and social isolation through the management and monitoring of aregional network of nutrition sites for congregate and home-delivered meals.

3. Provide a locally-based comprehensive service delivery system connecting individuals with criticalservices and benefits such as case management, benefits counseling, caregiver respite care support, andombudsman services.

4. Provide seniors and individuals with disabilities available information and access to regional care andsupport services and organizations.

5. Promote healthy aging and wellness by providing federal funding support through contractual servicesto local senior community centers.

6. Develop and maintain a partnership network of local organizations to collaborate, develop best-practicemodeling and create more seamlessly referrals between agencies.

7. Provide opportunities to area stakeholders such as seniors, caregivers, service providers, Citizens’Advisory Council, and elected officials to comment and deliver input on local programs, policies andpriorities.

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PUBLIC SAFETY DEPARTMENT

The general public relies on a variety of critical services to provide safety and security in everyday life throughout the community. Public safety management professionals employed through governmental agencies at local, state and federal levels guarantee these services are run in an efficient and orderly manner, ensuring the highest standard of safety for the region.

The goal of the LRGVDC Public Safety Department is to continue to improve public safety and provide support services for public safety organizations and residents by addressing gaps and promoting innovative solutions to common challenges that our region faces on a daily basis. The LRGVDC Public Safety Department is committed to its mission and will continue to assist and support our local stakeholders by providing these valuable resources to prevent, protect, respond and recover from any threats through programs administered by the Public Safety division of Criminal Justice, Emergency Communications/9-1-1, Homeland Security and Regional Police Academy.

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Emergency Communications (9-1-1 Program)

The Emergency Communications Division / 9-1-1 Program serves to provide more efficient access for law enforcement, fire protection and emergency medical services professionals to emergency care and public safety facilities, personnel and equipment across the Lower Rio Grande Valley. The Emergency Communications Division also provides administrative functions under LRGVDC by maintaining the state 9-1-1 database, updating emergency maps, providing appropriate training to 9-1-1 call takers and by maintaining the 9-1-1 Public Outreach Program.


1. Fulfill compliance obligations of all state law requirements, as mandated by the Texas Commission onState Emergency Communications (CSEC), House Bill 9-1-1 and Article 1432f of State Statute inmaintaining a Regional Plan.

2. Maintain effective operation of 9-1-1 program and implement continuous improvement best practicesfor Public Safety Answering Points (PSAPS), Call Centers and Administrative Offices.

3. Coordinate with cities, counties, public utilities, service providers, state and federal agencies and thepublic in maintaining a current regional plan.

4. Support PSAPs and jurisdictions by providing on-site monitoring and assessment, updated GIS spatialdata, and long-term solutions such as equipment and backup power and redundant systems used for 9-1-1 calls.

5. Provide accurate, reliable and current Location Validation by verifying, validating and assigning 911addresses when necessary throughout urban and rural areas of Hidalgo and Willacy counties andconfirming Location Data is transferred between neighboring 9-1-1 jurisdictions.

6. Provide and coordinate training, professional development, and certifications for PSAPs,Telecommunicators and administrative staff.

7. Establish Memorandums of Understanding (MOU) with Emergency Service Districts to improvemedical pre-arrival instructions and minimize delays at the arrival of emergencies.

8. Administer 9-1-1 Public Outreach Program and Kari’s Law awareness by conducting and participatingin various local events, focusing on Texans 60 and older as well as elementary children from Pre-K tothird grade.

9. Maintain “Next Gen 911” (NG911) systems in concert with CSEC budget allowances and provide IPnetwork connections with adjacent regions and the state.

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Criminal Justice Passage by the 67th Legislative Session of Senate Bill 127 marked the establishment of the Criminal Justice Division (CJD) of the Office of the Governor. The Bill charged the Criminal Justice Division with administering state funds and limited amount of federal funds to local and state criminal justice agencies through Regional Councils of Government (COG’s) such as the LRGVDC. The Criminal Justice Division provides funds for crime reduction programs that are locally planned, designed and coordinated through the local governments.

Regional planning activities include an effort to coordinate and consolidate the activities of the criminal justice agencies within the three-county region and to maximize available funds and resources. This process involves identifying the local crime problem, system resources, goals and objectives, and projecting program and funding needs. Technical assistance is made available through CJD and the LRGVDC in order to facilitate the funding application process developed by the local governments on behalf of the criminal justice agency. This assistance is provided in order to assure that projects developed are consistent with the needs identified, and to not duplicate services or programs. Funds for the activities of the LRGVDC’s Regional Criminal Justice Coordination Program are obtained from the Criminal Justice Division of the State of Texas.


1. Establish infrastructure and communication practices to promote uniform information sharing amongagencies to facilitate planning.

2. Purchase interoperability equipment to enhance capability to level 5 (P25) compliance.

3. Assist in the notification of the new Computerized Criminal History (CCH) National Incident BasedReporting System (NIBRS).

4. Build capacity of law enforcement agencies and provide equipment and resources to reduce the numberof rapes, assaults, kidnappings, and homicides in the Rio Grande Valley.

5. Offer training to law enforcement, schools and youth centers on subject matters of child and adult abuse,and sexual assault.

6. Elevate community and public safety awareness of gang recruitment, stalking, dating situations, hatecrimes, and violence at home, the workplace and in schools.

7. Enhance public safety intelligence gathering and resource sharing to reduce local gang violence.

8. Criminal Justice Computerized Criminal History (CCH) data entry awareness to ensure requirementsmeets state and federal regulations and mandates.

9. Administer regional case management services through the LRGVDC Regional Crime Victims LiaisonProgram.

10. Work towards setting up a database to link local law enforcement agencies together and eventually, withother agencies nationwide.

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Homeland Security

In 2002, the 107th Congress of the United States of America passed H. R. 5005, otherwise known as the Homeland Security Act of 2002, which established the Department of Homeland Security. As a result of the passage of the Homeland Security Act, States are actively participating in the President’s initiative in securing the United States and its borders against terrorism and all hazards, whether man-made, technological or natural. COG’s are provided homeland security grant funds to perform homeland security planning and emergency preparedness related activities within their regions. As a result, the approach that the LRGVDC has taken in addressing emergency planning across all jurisdiction functional disciplines has improved the effectiveness of emergency response providers and has improved prevention, preparedness, response, recovery, and mitigation capabilities within the region. Programs funded by Homeland Security are the State Homeland Security Program, Law Enforcement Prevention Program, Metropolitan Medical Response System and Citizen Corps.


1. Secure and provide homeland security grant funds to perform homeland security planning andemergency preparedness related activities within the region.

2. Disseminate information to all jurisdictions on Homeland Security Grant programs, annual staterequirements, eligibility requirements and deadlines and continue to enhance the regions RICP on ayearly basis to identify and close any gaps.

3. Provide forums, specialized training opportunities, and strategic plan development to enhance firstresponder’s capabilities on emergency response.

4. Assist local governments in completing risk/threat/capability assessments as required by Department ofHomeland Security and updating and creating emergency management plans, as appropriate.

5. Aid local governments and response organizations in meeting requirements for adopting andimplementing National Incident Management System (NIMS).

6. Determine and identify Homeland Security training shortfalls within the region and implement strategiesto address the issues.

7. Enhance standard operating procedures and training for all public safety.8. Continue to enhance Interoperable Communications to Level 6.9. Enhance funding mechanism for the maintenance and upkeep of the Regional NPSPAC Radio System

and Spanish Severe Early Weather Warning Notification System and increase regional coverage.10. Continue to provide information to Public Safety agencies on FirstNet technology.11. Promote individual and community preparedness, response and recovery capabilities at the local level

and support agencies that initiate and sustain CERT and MRC programs.12. Identify training and volunteer opportunities such as LRGVDC Citizen Corps that build the capacity of

citizens to prepare for and respond to emergencies.13. Support regional efforts to build medical surge capacity and capability.14. Include the People with Access and Functional Needs (PAFN) population in preparedness and response

plans.

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Regional Police Academy

The Regional Police Academy (RPA) administers the Basic Peace Officer Certification (BPOC) course as stipulated by the Texas Commission on Law Enforcement (TCOLE). Currently the BPOC is set by the State at a minimum of 643 contact hours; however, the RPA exceeds the minimum standard to provide a high quality, comprehensive cadet academy. The RPA expands the minimum curriculum by including additional topics such as OC Spray, Standardized Field Sobriety Testing (SFST), expandable baton, Taser, and Verbal De-Escalation.

Additionally, the RPA provides in-service training to existing law enforcement officers and departments to accommodate state mandated continuation education requirements. The RPA provides professional training and professional development to the region and travels to agencies to provide training upon request. Such courses include, but are not limited to: Crime Scene Investigations, Interview and Interrogations, Human Trafficking, Crisis Intervention and various Instructor Courses, etc. Upon request and as training needs dictate, the Regional Training Center can design courses tailored to meet the needs for stakeholders.


1. Provide the basic certification entrance assessments and courses for those individuals wishing to obtain

their Texas Peace Officer license or Telecommunicators license.

2. Conduct Basic Peace Officer Course throughout the region through day and night course offerings.

3. Maintain TCOLE contractual obligations through ongoing communications with state agency personnel.

4. Attend required conferences/training, and update BPOC curriculum as revised.

5. Provide professional development opportunities for TCOLE licensees (peace officers, county jailers,

telecommunicators and school marshals) to maintain their license proficiency and acquire higher level

proficiency certificates, based on the license(s) held (basic, intermediate, advance, master).

6. Facilitate professional development and in-service trainings opportunities with local law enforcement

agencies.

7. Develop systems for electronic notification of agencies of Academy scheduled and available training.

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TRANSPORTATION DEPARTMENT

The Lower Rio Grande Valley Development Council provides public transportation in urbanized and non-urbanized areas of the lower Rio Grande Valley through its transit department, Valley Metro. As the designated recipient for Texas Department of Transportation (TxDOT) and Federal Transit Administration (FTA) funding, Valley Metro operates transit service in the McAllen urbanized area, Harlingen urbanized area, and the non-urbanized areas of Hidalgo, Cameron, Willacy, Starr, and Zapata counties. Additionally, in cooperation with University of Texas Rio Grande Valley and South Texas College, Valley Metro operates both Vaquero Express and JagExpress bus services open to students, faculty, staff, and general public riders.

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VALLEY METRO

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VALLEY METRO

Valley Metro is also the lead agency for regional public transportation in the Rio Grande Valley and coordinates the Regional Transportation Advisory Panel (RTAP). The RTAP, an advisory panel aimed at improving efficiency and service across the region, is composed of multiple stakeholders such as transit agencies, workforce representatives, health, human, and social services, non-profit organizations and general community members.

Utilizing public transit over traditional transportation, client comfort and rider satisfaction begins with a safe, dependable and reliable bus system. Valley Metro is comprised of three divisions: operations, maintenance and planning, each tasked towards specific duties and responsibilities to ensure the highest quality services.

An effective and reliable transit system is vital to our region’s economic development and quality of life by connecting workers to jobs at a low cost and empowering the general public by providing mobility throughout the region. Valley Metro strives to operate and maintain a professional transit system dedicated to maximizing resources, promote economic development, providing access to healthcare, shopping, social services, and municipal services.


1. Maintain and promote growth in transit ridership by operating an efficient, safe and reliable publictransit passenger service across rural and urban areas of the Rio Grande Valley.

2. Maintain fiscal compliance requirements and achieve assigned benchmarks as determined by fundingagencies such as Federal Transit Administration (FTA) and Texas Department of Transportation(TXDOT).

3. Administer high quality transit operations by displaying professional customer service with timelyresponse to incidents and addressing appropriate customer feedback, concerns and suggestions.

4. Preserve operational bus fleet utilizing safe and reliable maintenance practices while adhering to factoryrecommended service schedules.

5. Ensure mobility and service planning aligns with growing demand of transportation in the region tointroduce services such as ADA Para-transit and appropriate installation of transit infrastructure such asroute stops, bus shelters, etc.

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6. Increase stakeholder involvement in project planning, design and implementation by participating inpublic outreach activities, maintaining relationship with MPO’s in the region, administering theTransportation Advisory Panel (RTAP) and soliciting feedback from area elected officials,transportation organizations and public stakeholders throughout the service area.

7. Research and discover innovative funding sources in order to expand and provide improved, safer, andmore available transportation options.

8. Maximize existing transit routes and coordinate more efficient service connections with other Valleytransit providers by addressing local strategies as identified in the Regional Transportation Plan.

9. Develop further marketing strategies to promote Valley Metro transit services and expand communityawareness.

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HIDALGO COUNTY METROPOLITAN PLANNING ORGANIZATION

The Hidalgo County MPO (HCMPO) is a federally funded program that addresses the mobility goals of the communities within the urbanized area of Hidalgo County. HCMPO works with Hidalgo County, cities within the county, transit providers, and the Texas Department of Transportation to plan for the future transportation needs of this metropolitan area. Every metropolitan area with a population of 50,000 or more must have a designated Metropolitan Planning Organization (MPO).

The HCMPO administers all federal funds for urban transportation improvements in Hidalgo County, including: road and highway expansion, maintaining the existing infrastructure through pavement management systems, safety transportation planning (includes the creation of designated freight routes and bicycle/pedestrian paths), emergency response planning, rail studies and transit planning.

By contractual agreement, the Texas Department of Transportation designates the LRGVDC as the Metropolitan Planning Organization, governed by The MPO Transportation Policy Committee (TPC). Under direction of the TPC, the MPO assumes responsibility for expenditures of all Federal Highway Act Section 112 monies (PL), and the Federal Transit Administration Section 5303 (MPO Planning) and 5307 (Urbanized Transit Planning, budgeted and expended according to the latest approved Unified Planning Work Program.

The Lower Rio Grande Valley Development Council (LRGVDC) provides fiscal, human resource, and technical staff support services to the MPO by acting as the fiscal disbursing agent for MPO funds. Functionally, the HCMPO works in close collaboration with Valley Metro under the LRGVDC Transportation Department to provide regional planning, coordinating and implementing all modes of transportation.

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SECTION III.

ANNUAL BUDGET

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LOWER RIO GRANDE VALLEY DEVELOPMENT COUNCIL 2018 INDIRECT COST SCHEDULE

B U D G E T S U M M A R Y

2017 2018 BUDGET BUDGET

A. INDIRECT COSTS

1. PERSONNELa. Salaries 999,207 974,892 b. Fringe Benefits 527,282 525,174

SUB-TOTAL PERSONNEL 1,526,489 1,500,066

2. OPERATIONS/MAINTENANCEa. Building/Parking 217,737 217,737 b. Communications 60,000 60,000 c. Travel 68,000 62,000 d. Equip. Repairs/Maint. 120,000 120,000 e. Printing 25,000 22,000 f. Dues/Fees 20,000 15,000 g. Supplies 27,000 25,000 h. Insurance/Bonding 32,000 45,000 i. Audit 33,000 33,000 j. Postage 13,000 11,000 k. Computer Costs 10,000 20,000 l. Furniture/Equipment 50,000 50,000 m. Training 8,000 8,000 n. Legal 10,000 10,000 o. Contractual Services 15,000 15,000 p. Bank Charges 10,000 8,000 q. Other Costs 7,500 10,000

SUB-TOTAL OPERAT./MAINT. 726,237 731,737

(A) TOTAL INDIRECT COST $2,252,726 $2,231,803

B. DIRECT SALARIES & FRINGE BENEFITS 1. Direct Salaries 4,550,687 4,770,550 2. Fringe Benefits 2,401,398 2,569,896

(B) TOTAL DIRECT SALARIES & FRINGE BENEFITS $6,952,085 $7,340,446

C. INDIRECT COSTS COMPUTATION

INDIRECT COST RATE (A:B) 32.40% 30.40%

NOTE: Based on Total Budget Expenditures the Indirect Rate for the LRGVDC for FY 2018 would be 8.71%

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2018 FRINGE BENEFIT RATE SCHEDULE

2017 2018 BUDGET BUDGET

A. RELEASED TIME AND FRINGE BENEFITS

1. Vacation $339,462 $345,846

2. Holidays 243,235 303,463

3. Sick Leave 291,882 252,886

SUB-TOTAL RELEASED TIME 874,579 902,195

4. F.I.C.A. Taxes 491,472 506,440

5. Hospitalization Ins. 974,949 1,088,048

6. T.W.C. Taxes 27,018 1,413

7. Workmen's Compensation 104,740 109,579

8. Retirement 455,713 472,410

SUB-TOTAL FRINGE BENEFITS 2,053,892 2,177,890

(A) TOTAL RELEASED TIME & FRINGE BENEFITS 2,928,471 3,080,085

B. CHARGEABLE SALARIES

1. Total Salary Costs $6,424,473 $6,620,137

2. Less Released Time 874,579 902,195

(B) CHARGEABLE SALARIES $5,549,894 $5,717,942

C. FRINGE BENEFIT RATE COMPUTATION

FRINGE BENEFIT RATE A:B 52.77% 53.87%

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2018 COMBINED STATEMENT OF REVENUES

2018 SOURCE BUDGETED

FTA - TRANSPORTATION $5,639,691

FTA/TXDOT - METROPOLITAN PLANNING ORGANIZATION $1,454,119

ECONOMIC DEVELOPMENT ADMINISTRATION 296,665

HEALTH AND HUMAN SERVICES COMMISSION 6,463,567

COMMISSION ON STATE EMERGENCY COMMUNICATIONS 5,723,418

GENERAL LAND OFFICE 2,479,992

TEXAS DEPARTMENT OF TRANSPORTATION 1,710,560

TCEQ/SOLID WASTE MANAGEMENT 208,885

TEXAS WATER DEVELOPMENT BOARD 104,272

OFFICE OF THE GOVERNOR 908,055

TCEQ/WATER QUALITY 29,502

TEXAS DEPARTMENT OF AGRICULTURE 7,040

MEMBERSHIP DUES 246,086

LOCAL CASH 1,037,774

TOTAL REVENUE $26,309,626

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2018 DUES STRUCTURE

THE DUES STRUCTURE FOR THE LOWER RIO GRANDE VALLEY DEVELOPMENT COUNCIL IS BASED ON A PER CAPITA OF $.18 FOR GENERAL PURPOSE GOVERNMENTS, WITH A $50 MINIMUM, AND $300 FOR SPECIAL GOVERNMENTS. DUES FOR 2018 HAVE BEEN ASSESSED AS FOLLOWS:

2018 DUES MEMBERS POPULATION * BUDGETED

CAMERON COUNTY 106,608 $19,189

HIDALGO COUNTY 262,576 $47,264

WILLACY COUNTY 7,486 $1,347

ALAMO 19,220 $3,460

ALTON 16,895 $3,041

BAYVIEW 395 $71

BROWNSVILLE 183,823 $33,088

COMBES 3,055 $550

DONNA 16,518 $2,973

EDCOUCH 3,365 $606

EDINBURG 87,650 $15,777

ELSA 6,624 $1,192

GRANJENO 300 $54

HARLINGEN 65,539 $11,797

HIDALGO 13,831 $2,490

INDIAN LAKE 655 $118

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2018 DUES STRUCTURE (CONTINUED)

2018 DUES MEMBER POPULATION * BUDGETED

LAGUNA VISTA 3,200 $576

LA FERIA 7,271 $1,309

LA JOYA 4,293 $773

LA VILLA 2,664 $480

LOS FRESNOS 6,651 $1,197

LOS INDIOS 1,063 $191

LYFORD 2,595 $467

MCALLEN 142,212 $25,598

MERCEDES 16,624 $2,992

MISSION 83,563 $15,041

PALMHURST 2,718 $489

PALM VALLEY 1,292 $233

PALMVIEW 5,745 $1,034

PENITAS 4,854 $874

PHARR 77,320 $13,918

PORT ISABEL 5,019 $903

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2018 DUES STRUCTURE (CONTINUED)

2018 DUES MEMBER POPULATION * BUDGETED

PRIMERA 4,749 $855

PROGRESO 5923 $1,066

PROGRESO LAKES 252 $50

RAYMONDVILLE 11,173 $2,011

RIO HONDO 2,613 $470

SAN BENITO 24,476 $4,406

SAN JUAN 36,663 $6,599

SAN PERLITA 556 $100

SANTA ROSA 2,852 $513

SOUTH PADRE ISLAND 2,874 $517

WESLACO 40,033 $7,206

SUB-TOTAL 1,293,788 232,886

BASED ON JULY, 2016 ESTIMATES PROVIDED BY THE U.S. CENSUS BUREAU.

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2018 DUES STRUCTURE

**** SPECIAL PURPOSE DISTRICT DUES ****

2018 DUES MEMBERS BUDGETED

BROWNSVILLE ECONOMIC DEVELOPMENT COUNCIL $300

BROWNSVILLE PUBLIC UTILITIES BOARD $300

MCALLEN PUBLIC UTILITIES BOARD $300

MCALLEN ECONOMIC DEVELOPMENT CORPORATION $300

PORT MANSFIELD PUBLIC UTILITIES $300

WESLACO ECONOMIC DEVELOPMENT CORPORATION $300

AGUA SPECIAL UTILITY DISTRICT $300

BROWNSVILLE NAVIGATION DISTRICT $300

CAMERON COUNTY IRRIGATION DISTRICT #2 $300

CAMERON COUNTY DRAINAGE DISTRICT #1 $300

CAMERON COUNTY DRAINAGE DISTRICT #5 $300

DELTA LAKE IRRIGATION DISTRICT $300

EAST RIO HONDO WATER SUPPLY $300

EL JARDIN WATER SUPPLY CORP. $300

HARLINGEN IRRIGATION DISTRICT CAMERON CO. #1 $300

HARLINGEN WATERWORKS SYSTEM $300

HIDALGO & CAMERON CO. IRRIGATION DISTRICT #9 $300

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2018 DUES STRUCTURE

**** SPECIAL PURPOSE DISTRICT DUES **** (CONTINUED)


HIDALGO CO. IRRIGATION DISTRICT #6 $300

HIDALGO CO. WATER CONTROL & IMPROV. DIST. #18 $300

HIDALGO M.U.D. NO. 1 $300

LAGUNA MADRE WATER DISTRICT $300

MILITARY HIGHWAY WATER SUPPLY $300

NORTH ALAMO WATER SUPPLY $300

OLMITO WATER SUPPLY $300

PORT ISABEL/SAN BENITO NAVIGATION DISTRICT $300

PORT OF HARLINGEN AUTHORITY $300

SHARYLAND WATER SUPPLY CORPORATION $300

UNITED IRRIGATION DISTRICT $300

VALLEY M.U.D. #2 $300

WILLACY COUNTY NAVIGATION DISTRICT $300

WORKFORCE SOLUTIONS - CAMERON/BOARD $300

SOUTH TEXAS COLLEGE $300

TEXAS STATE TECHNICAL COLLEGE $300

UTRGV $300

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2018 DUES STRUCTURE

**** SPECIAL PURPOSE DISTRICT DUES **** (CONTINUED)


DONNA I.S.D. $300

HARLINGEN C.I.S.D. $300

MCALLEN I.S.D. $300

MERCEDES I.S.D. $300

MONTE ALTO I.S.D. $300

PHARR-SAN JUAN-ALAMO I.S.D. $300

RIO HONDO I.S.D. $300

SAN BENITO C.I.S.D. $300

VALLEY VIEW I.S.D. $300

WESLACO I.S.D. $300

SUB-TOTAL $13,200

GRAND TOTAL $246,086

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2018 EXISTING GRANT SCHEDULE

COST CATEGORY EDA CJD TCEQ/WQ TXDOT

Personnel $83,638 $104,915 $13,590 $490,950

Fringe Benefits 44,136 55,310 7,171 259,074

Indirect Costs 41,399 50,795 6,727 243,009

Contracted Services 233,328 3,128 0 101,631

Travel 5,168 6,164 100 12,780

Supplies 2,443 3,065 300 13,919

Capital 0 3,825 0 43,068

Other 2,385 14,704 1,614 318,143

TOTAL 412,497 241,906 29,502 1,482,574

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SOLID WASTE COST CATEGORY HHSC TDA CSEC MANAGEMENT

Personnel $827,566 $2,816 $567,825 $47,333

Fringe Benefits 445,065 1,436 299,641 24,979

Indirect Costs 380,517 1,363 281,059 23,429

Contracted Services 2,998,232 0 201,000 109,392

Travel 51,215 0 60,414 300

Supplies 10,057 250 36,850 565

Capital 10,000 0 305,050 0

Other 244,104 1,175 2,082,851 2,887

TOTAL 4,966,756 7,040 3,834,690 208,885

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HOMELAND SECURITY

COST CATEGORY MPO FTA Planning

Personnel $361,207 $457,224 $74,328

Fringe Benefits 194,257 241,276 39,223

Indirect Costs 166,084 226,315 36,791

Contracted Services 170,000 3,506,644 0

Travel 35,000 13,918 3,500

Supplies 7,520 5,631 2,000

Capital 22,500 0 0

Other 134,021 314,705 19,158

TOTAL 1,090,589 4,765,713 175,000

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HOMELAND HOMELAND GENERAL SECURITY SECURITY LAND

COST CATEGORY COG Contract Equipment OFFICE

Personnel $24,053 $0 $135,000

Fringe Benefits 12,693 0 72,603

Indirect Costs 11,906 0 62,073

Contracted Services 0 286 2,192,442

Travel 2,652 0 3,000

Supplies 0 11,000 6,400

Capital 0 130,085 0

Other 2,756 0 8,474

TOTAL 54,060 141,371 2,479,992

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POLICE COST CATEGORY ACADEMY TWDB TOTAL

Personnel $76,835 $0 $3,267,280

Fringe Benefits 40,546 0 1,737,410

Indirect Costs 38,031 0 1,569,498

Contracted Services 0 104,272 9,620,355

Travel 3,010 0 197,221

Supplies 1,607 0 101,607

Capital 0 0 514,528

Other 2,026 0 3,149,003

TOTAL 162,055 104,272 20,156,902

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2018 PROPOSED GRANT SCHEDULE

POLICE COST CATEGORY CJD ACADEMY TXDOT

Personnel $34,972 $37,844 $163,652

Fringe Benefits 18,437 19,970 86,360

Indirect Costs 16,932 18,732 81,005

Contracted Services 1,042 0 33,876

Travel 2,055 1,482 4,258

Supplies 1,021 792 4,639

Capital 1,275 0 14,357

Other 4,901 998 106,045

TOTAL 80,635 79,818 494,192

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COST CATEGORY HHSC CSEC MPO

Personnel $274,188 $279,675 $113,736

Fringe Benefits 147,458 147,584 61,167

Indirect Costs 126,072 138,432 52,296

Contracted Services 999,411 99,000 55,000

Travel 17,071 29,756 9,650

Supplies 3,353 18,150 2,325

Capital 5,000 150,249 7,500

Other 84,698 1,025,882 61,856

TOTAL 1,657,251 1,888,728 363,530

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COST CATEGORY FTA TOTAL

Personnel $152,407 $1,056,474

Fringe Benefits 80,426 561,402

Indirect Costs 75,436 508,905

Contracted Services 1,168,881 2,357,210

Travel 4,639 68,911

Supplies 1,877 32,157

Capital 0 178,381

Other 104,904 1,389,284

TOTAL 1,588,570 6,152,724

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2018 GRANTS MATCHING DATA SCHEDULE

2018 BUDGETED

MATCHING SHARE REQUIREMENTS CASH

Federal Transit Administration $714,592

Economic Development Admin 115,832

Criminal Justice Division 26,790

Health and Human Services Commission 160,440

Texas Department of Transportation 266,206

TOTAL $1,283,860

MATCHING SHARE RESOURCES

Membership Dues $246,086

Local Cash

Miscellaneous Providers 1,037,774

TOTAL $1,283,860

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2018 SALARY ALLOCATION SCHEDULE

RELEASED DEPARTMENT TIME INDIRECT TOTAL

Executive Office $76,677 $522,145 $598,822

Finance 79,498 452,747 532,245

TOTAL $156,175 $974,892 $1,131,067


RELEASED DEPARTMENT TIME EDA TOTAL

Economic Development Administration $21,236 $122,129 143,365

TOTAL $21,236 $122,129 $143,365

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HOMELAND HOMELAND RELEASED SECURITY SECURITY

DEPARTMENT TIME CJD PLANNING COG CONTRACT TOTAL

Homeland Security $25,772 $78,300 $64,665 $24,053 $192,790

$25,772 $78,300 $64,665 $24,053 $192,790


GENERAL RELEASED LAND SOLID WASTE

DEPARTMENT TIME TCEQ/WQ TDA OFFICE MANAGEMENT TOTAL

Regional Planning & Local Government Services $30,476 $13,590 $2,816 $125,472 $47,333 $219,687

$30,476 $13,590 $2,816 $125,472 $47,333 $219,687

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RELEASED POLICE LOCAL DEPARTMENT TIME ACADEMY FUNDS TOTAL

Regional Police Academy $18,790 $114,679 $15,048 $148,517

$18,790 $114,679 $15,048 $148,517


RELEASED DEPARTMENT TIME CSEC TOTAL

9-1-1 $124,427 $778,304 902,731

TOTAL $124,427 $778,304 $902,731

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RELEASED LOCAL DEPARTMENT TIME TXDOT FTA FUNDS TOTAL

Transportation $264,030 $654,602 $609,631 $545,461 $2,073,724

$264,030 $654,602 $609,631 $545,461 $2,073,724


RELEASED DEPARTMENT TIME HHSC TOTAL

Area Agency on Aging $187,317 $1,111,234 $1,298,551

$187,317 $1,111,234 $0 $1,298,551

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RELEASED DEPARTMENT TIME MPO TOTAL

MPO $73,972 $463,233 537,205

TOTAL $73,972 $463,233 $537,205

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LOWER RIO GRANDE VALLEY DEVELOPMENT COUNCIL

2018 RELEASED TIME SCHEDULE

ANNUAL ANNUAL SICK CHARGEABLE DEPARTMENT SALARIES LEAVE LEAVE HOLIDAYS SALARIES

Executive Office $598,822 $27,784 $22,225 $26,668 522,145

Finance 532,245 34,462 20,471 24,565 452,747

Economic Development 143,365 9,105 5,514 6,617 122,129

Homeland Security 192,790 9,459 7,415 8,898 167,018

Regional Planning & Local Government Services 219,687 13,769 7,594 9,113 189,211

Regional Police Academy 148,517 6,223 5,712 6,855 129,727

9-1-1- 902,731 48,042 34,720 41,665 778,304

Transportation 2,073,724 91,046 78,629 94,355 1,809,694

Area Agency on Aging 1,298,551 77,440 49,944 59,933 1,111,234

MPO 537,205 28,516 20,662 24,794 463,233

TOTAL $6,647,637 $345,846 $252,886 $303,463 $5,745,442

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2018 FRINGE BENEFITS SCHEDULE

ANNUAL HOSPITAL WORKMEN'S CHARGEABLE DEPARTMENT SALARIES FICA INSURANCE T.W.C. COMP RETIREMENT SALARIES

Executive Office $598,822 $45,810 $62,372 $81 $6,282 $50,918 $433,360

Finance 532,245 40,717 76,233 99 7,677 37,257 370,262

Economic Development 143,365 10,967 13,860 18 1,396 10,036 107,088

Homeland Security 192,790 14,748 34,651 45 3,490 13,495 126,360

Regional Planning & Local Government Services 219,687 16,806 20,791 27 2,094 15,378 164,591

Regional Police Academy 148,517 11,362 20,791 27 2,094 10,396 103,848

9-1-1- 902,731 69,059 124,744 162 12,563 63,191 633,011

Transportation 2,073,724 158,640 471,256 612 47,461 145,161 1,250,594

Area Agency on Aging 1,298,551 99,339 200,977 261 20,241 90,899 886,835

MPO 537,205 41,096 62,372 81 6,282 37,604 389,770

TOTAL $6,647,637 $508,544 $1,088,048 $1,413 $109,579 $474,335 $4,465,719

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2018 INDIRECT COST SUMMARY

A. SALARIES

Executive Director Executive Assistant Director of Human Resources Human Resource Specialist I Human Resource Specialist I Assistant Director of Business Operations Purchaser II Inventory Specialist V Custodian I Custodian II Director of Finance Assistant Director of Finance Account IV Accountant II Accountant I Accountant I Accountant I Financial Analyst I Accounting Technician II Accounting Technician II Accounting Technician II

B. AUDIT

Through Procurement Policy with LRGVDC Board approval

C. SPACE COSTS

The LRGVDC purchased the property situated at 205, 301, and 305 West Railroad St., Weslaco, Texas. The LRGVDC is responsible for the water, electricity, insurance, sewer, and garbage services. The LRGVDC purchased the property located on 200 West Railroad St., Weslaco, Texas for parking. This cost is paid by indirect.

D. COMMUNICATIONS

Communication costs are direct billed into grants except for costs incurred by administration, finance, human resources and procurement.

E. EQUIPMENT REPAIRS/MAINTENANCE

Estimate based on prior years

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2018 INDIRECT COST SUMMARY

(CONTINUED)

F. SUPPLIES


G. POSTAGE


H. PRINTING


I. CONTRACTUAL SERVICES


J. LEGAL


K. DUES/FEES

Texas Association of Regional Councils National Association of Development Organizations Texas Municipal League Society of Human Resource Management APCO International Southwest Region Executive Directors Association State of Texas Cooperative Purchasing Program

L. TRAVEL


M. INSURANCE/BONDING

General Liability Contents Public Officials' Liability Auto Liability/Physical Damage

N. FURNITURE/EQUIPMENT

Anticipated office acquisitions with a value of less than $5000.

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2018 FRINGE BENEFITS SUMMARY

A. ANNUAL LEAVE

10 days per year 10 days maximum may be accrued for the first five years 1 additional day maximum per year may be accrued after five years, up to 20 days maximum 10 days average taken each year by each employee

B. SICK LEAVE

12 days per year per employee 40 days maximum may be accrued

C. HOLIDAYS

New Year's Day Martin Luther King, Jr. Day Presidents' Day Good Friday Memorial Day Independence Day Labor Day Veteran's Day Thanksgiving (2 days) Christmas (2 days)

D. HOSPITALIZATION INSURANCE

Council pays total premium of $577.52 monthly per employee.

E. RETIREMENT

Insurance benefit for active full-time employees retiring in 2018 and beyond that have been employed at the LRGVDC for no less than 25 years and are at least 62 years of age, may request reimbursement up to $250.00 per month for health insurance.

F. Other BENEFITS

F.I.C.A. Taxes - 7.65% Council share T.W.C. Taxes - 0.1% Council share

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2018 MILEAGE & PER DIEM RATE SCHEDULE

A. MILEAGE RATE

To adopt the same travel reimbursement rate as the State of Texas

B. PER DIEM RATES

To adopt the same travel reimbursement rate as the State of Texas

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CERTIFICATION OF INDIRECT COSTS

This is to certify that I have reviewed the indirect cost rate proposal submitted herewith and to the best of my knowledge and belief.

All costs included in this proposal for the calendar year ending December 31, 2018 to establish billing (provisional) or final indirect costs rate for FY 2018 are allowable in accordance with the requirements of the Federal or State awards to which they apply and the provisions of 2 CFR 200. Unallowable costs have been adjusted for in allocating costs as indicated in the costs allocation plan.

All costs included in this proposal are properly allocable to Federal or State awards on the basis of a beneficial or causal relationship between the expenses incurred and the agreements to which they are allocated in accordance with applicable requirements.

Further, the same costs that have been treated as indirect costs have not been claimed as direct costs. Similar types of costs have been accounted for consistently and the Federal Government or State will be notified of any accounting changes that would affect the predetermined rate.

I declare that the foregoing is true and correct.

Governmental Unit: Lower Rio Grande Valley Development Council

Signature:

Name of Official: Ron Garza Title: Executive Director Date of Execution: January 2, 2018

Signature:

Name of Official: Crystal Balboa Title: Director of Finance Date of Execution: January 2, 2018

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Lower Rio Grande Valley Development Council 301 W. Railroad St. Weslaco, TX 78596 P: (956) 682-3481 F: (956) 631-4670 [email protected] www.lrgvdc.org

mailto:[email protected]

http://www.lrgvdc.org/

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