MISSION ANNUAL REPORT 2012

CITY OF MISSION1201 E. 8th StreetMission, TX 78572

(956) 580-8650

OFFICe OF The MAYOR

Dear Citizens of Mission,

It is with great satisfaction that we submit this Annual Report for 2011-2012. You will see how the strategic directions that your elected officials put in place have been met and the highlights of our achievements. The City of Mission has remained focused on making continuous improvements to services and programs for our residents, businesses and visitors. This report is for you and I encourage you to review it and see what we have accomplished.

As in every year, we’ve been extremely busy and continue to move steadfast. We have focused on many economic and infrastructure improvements while fulfilling the responsibility of providing the level of services that contribute to Mission’s quality of life. More importantly, we have maintained reserves that have kept us financially strong despite today’s challenging economic times. Our fiscally conservative approach has enabled the City of Mission to maintain quality services while not increasing the limited City budget. We will continue to reinvent ways to provide services while dealing with revenue growth and higher costs.

Much of the credit for the consistency in service delivery must go to our employees who have made the necessary financial sacrifices to help balance the budget, serve the community and maintain our outstanding

quality of life. We appreciate their efforts and thank them. We are proud of what we have accomplished and I welcome your feedback to this Council. This is your City and I look forward to working with you for its even greater future.

Respectfully,

Norberto ‘Beto’ Salinas

CITY COUNCIL

Maria Elena RamirezPlace 1

Ruben PlataPlace 2

Norie Gonzalez GarzaMayor Pro-TemPlace 3

Dr. Armando O’CañaPlace 4

OFFICe OF The CITY MANAgeR

Year after year, the Council and staff outline the priorities that are vital for the development and growth of Mission. We have focused on street and drainage improvements and on the services that affect the quality of life for our residents such as the major park improvements and increase in police personnel. We have been fiscally responsible and we will continue to maintain an operating budget that will help us to maintain the level of services you have come to expect. During fiscal year 2011-12, City staff was charged by the Mayor and City Council to maximize the City’s resources to complete new projects while lowering the property tax rate. Through creative approaches and capitalizing on our partnerships with the Mission Reinvestment Authority, Mission Economic Development Corporation and the Greater Mission Chamber of Commerce we continued to expand city services and make improvements to increase the quality of life for our citizens. This year’s accomplishments were due to the efforts of the staff and the guidance provided by Mayor and the City Council. We will continue to improve upon the goals and objectives as set by the City Council and will work diligently to provide you, our citizens, with the high standard of service that is “Mission.”

Sincerely,

Julio Cerda, P.E.City Manager

02 | MiSSiONANNuAlREPORt2012

CONTeNTSOffice of the Mayor 1

City Council Members 1

Office of the City Manager 2

City Secretary 4

Risk Management 5

Finance Department 6

Grant Administration 7

Purchasing Department 8

Human Resources 9

Mission Historical Museum 10

IT Department 11

Parks and Recreation Department 12

Public Works Department 14

Planning Department 15

Shary Municipal Golf Course 16

Municipal Library 17

Police Department 18

Municipal Court 21

Utility Billing 22

Civil Service 23

Fire Department 24

Fire Prevention Bureau 26

Community Development 27

Mission Chamber of Commerce 28

Mission Economic DevelopmentCorporation 30

Anzalduas International Bridge 32

CITY MANAgeR OFFICe STAFF

Aida lermaDeputy City Manager

Sonia MarroquinDeputy City Manager

Willie SeguinDeputy City Manager

Mission Historical Museum

Community Development

Speer Memorial Library

International Sister City Relations

Mayor’s Prayer Luncheon

Mayor’s International Brunch

Public Relations & Marketing

Community Events Coordinator

Police DepartmentFire DepartmentPublic Works DepartmentParks & Recreation DepartmentPlanning DepartmentHuman Resources DepartmentRisk Management DepartmentBoys and Girls ClubCivil Service Department

Finance Department

Purchasing Department

Utility Billing

Meter Reading

Information Technology Dept

| 03MiSSiONANNuAlREPORt2012

citrus fiesta parade


CITYSeCReTARY

The office of the City Secretary is at the forefront of the Legislative and Administrative process in local government. The City Secretary serves as a liaison between the city and the public. Many of the functions that are performed by the City Secretary are governed by various statutes, ordinances or charter provisions. The City Secretary serves as the Elections Administrator, Records Manager, Local Registrar for Vital Statistics and Open Records Officer.

The CITY SeCReTARY’S OFFICe IS dIvIdedINTO TwO dIvISIONS:

• AdministrAtive divisionThe Administrative Division is responsible in the preparation of city council agendas, agenda packets, taping and transcribing the city council minutes, typing and recording mowing liens, indexing of council minutes, ordinances and resolutions, receiving and processing open records requests, central filing system of essential city records such as contracts, deeds and all other permanent records, receive incoming phone calls via the switchboard, greet and direct all customers to their place of destination. All agendas and minutes are posted on the city’s website at www.missiontexas.us as a convenience to our citizens and the business community.

• vitAl stAtistics divisionThe Vital Statistics Division is responsible for registering all births and deaths occurring in the City. The deputies issue birth records to qualified persons born in Mission and within the state by searching state records. The Vital Statistics Division has been recognized by the State with

the Exemplary Five Star Award for timely submissions. They also issue death records for those records which are filed in our office. Last year a total of 6280 birth records and 781 death records were issued. The entire division staff is certified through the Attorney General’s Office to issue Acknowledgement of Paternity (AOP) forms to unwed parents in order for the child to be legally recognized by the father. The AOP process is a critical step to ensure the child is eligible for benefits associated with healthcare, social security, veteran’s benefits and child support. The Vital Statistics Division also oversees the funeral arrangements for three city owned cemeteries Laurel Hill Cemetery, San Jose Cemetery and Catholic Cemetery.

FISCAL YeAR 2012-13 gOALS:1. Continue Selling lots at Catholic Cemetery. 2. Continue with scanning of birth and death records into a centralized database 3. Update Code of Ordinance Manual 4. Strive to receive the 5 Star Award for Vital Statistics 5. Continue with the implementation of TER Death as requested by State of Texas 6. Continue with scanning all documents into Laserfiche System7. Continue to provide assistance and excellent customer service to all the citizens of Mission.

The CITY SeCReTARY depARTMeNT CONSISTS OF SeveN eMpLOYeeS:

• City Secretary

• Assistant City Secretary

• Administrative Assistant/ Vital Statistic Deputy

• 2 Vital Statistics Deputies

• 1 Receptionist

• 1 Records/File Clerk

Anna Carrillo

CitySecretary

MiSSiONANNuAlREPORt2012

RISkMANAgeMeNT

pURpOSeThe City of Mission Risk Management Department is re-sponsible for ensuring a safe workplace for all of its em-ployees. It ensures to meet compliance with the rules, regulations, and laws for both the state and federal gov-ernment. This is carried out through the enforcement of the City Safety Program, and adequate employee and su-pervisory safety & health training. The department also oversees and administers the Workers’ Compensation Program.

The RISk MANAgeMeNT dIReCTOR IS ReSpONSIbLe FOR The FOLLOwINg:• Investigate claims against and by the city.• Provide direction and assistance to the planning, devel-opment and coordination of safety & health programs.• Promote a safe and healthy work environment.• Reduce costs related to accidents and injuries.• Maintain database information regarding motor vehicle accidents, city mobile equipment, city vehicle, and city property inventory.• Processing of workers’ compensation, property and li-ability claims.

gOALS• The Risk Management Department will continue to look for ways to improve how workers’ compensation, liability and property claims are managed. We will work with vari-ous City departments to protect employees from injury and promote accident prevention. Finally, we will select pru-

dent and cost effective solutions to minimize the financial impact of losses to the City.

RobertHinojosa

RiskManagement

Director

ACCOMpLIShMeNTS

• A decrease of 14% in Workers Compensation claims from the previous year.

• A decrease of 43% in Auto Liability Claims from the previous year.

• An increase of only 4% in General Liability Claims from the previous year.

• Provided various trainings for employees including: Vehicle Operations for Maintenance Personnel, Following the Rules, Safety Essentials for Field Operations and Maintenance Personnel, Vehicle Operations for Public Entities, Pipeline Safety Training, Risk Management Essentials for Supervisors, Fire Safety, and Effective Supervisory Skill Building.

| 05

FINANCedepARTMeNT

The Finance Department is responsible for the City’s and the Mission Economic Development Corporation financial operations. The department has a staff of ten and it includes payroll, accounts receivable and payables, fixed assets, grants, and general accounting. The primary responsibility is to demonstrate accountability to Mission citizens and the best method to do so is through the City’s Comprehensive Annual Financial Report. For the last 11 years, the City has received the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA). The City has also received the Texas Comptroller Gold Leadership Circle Award for being transparent of its finances through the City’s website.In September 2012, the City Council adopted the fiscal year

2012-2013 annual budget, which provides $74 million in revenues and transfers-in and $78 million in expenditures/expenses and transfers-out. The difference coming in from fund balances and reserves set aside to spend for capital projects. Expenditures have been increasing steadily due to the rapid growth of the City. Within the last 10 years, the City’s population increased 70%. The 2012-2013 Budget will meet City Council’s objectives for services to the citizens of Mission. The City strives to maintain a healthy financial position by

implementing conservative financial policies. The Fund Balance Policy in place ensures that the City has sufficient funds to operate and meet two months of operations. The City’s investment policy, which is stricter than State Law, provides that the City’s portfolio of

OF THE $74 MILLION In REVEnUES AnD TRAnSFERS-

In, $47 MILLION IS GEnERATED BY GOVERnMEnTAL FUnDS

WHICH SUPPORT THE PRIMARY FUnCTIOnS

OF THE CITY.

GENERAL FUNDEXPENDITURES

GENERAL GOVERNMENT

PUBLIC SAFETY

HIGHWAYS AND STREETS

HEALTH AND WELFARE

CULTURE AND RECREATION

TRANSFERS-OUT

GENERAL FUNDREVENUES

TAXES

LICENSES AND PERMITS

INTERGOVERNMENTAL

CHARGES FOR SERVICES

TRANSFERS-IN

FINES AND FORFEITS

MISCELLANEOUS

GENERAL FUNDEXPENDITURES

GENERAL GOVERNMENT

PUBLIC SAFETY

HIGHWAYS AND STREETS

HEALTH AND WELFARE

CULTURE AND RECREATION

TRANSFERS-OUT

GENERAL FUNDREVENUES

TAXES

LICENSES AND PERMITS

INTERGOVERNMENTAL

CHARGES FOR SERVICES

TRANSFERS-IN

FINES AND FORFEITS

MISCELLANEOUS

expeNdITUReS

Of the $78 million, in expenditures/expenses and transfers-in, $49 million relate to governmental funds, which account for city activities primar-ily supported by taxes. Thirty-seven million is allocated to general fund and the remaining $12 million are allocated to special revenue and debt service. Enterprise Funds have a budget of $26 million and $3 million were allocated to the Inter-nal Service Fund for health insurance.

ReveNUe SOURCeS

The City receives revenues from various sources and for various purposes. Of the $74 million in rev-enues and transfers-in, $47 million is generated by governmental funds which support the primary functions of the City. Of that amount, $36 million comes from the General Fund, with the remain-ing $11 is attributable to special revenue and debt service. Revenues from the Enterprise Funds and Internal Service Fund amount to $27 million and include the utility system, golf course, solid waste, and health insurance.General Fund resources are derived from licens-

es, permits, charges for services, intergovernmen-tal, taxes, fines and forfeitures, miscellaneous, and transfers-in. Taxes make up 76% of the $36 mil-lion. Taxes include property taxes and sales taxes, which have continuously increased during the last few years. The current property tax rate is $0.5288 per $100 dollar valuation.

JanieFloresFinanceDirector


The Grant Administrator is responsible for directing the operation of the City grant programs and the performan-ce of administrative duties required to coordinate compliance requirement activities of the City government. Deve-lops and coordinates grant-funded pro-grams for the City by reviewing literatu-re dealing with funds available through grants from governmental agencies; determines the feasibility of developing program requirements and sources of funds available with administrative per-sonnel. Confers with personnel affected by proposed program to develop goals and objectives which outline how funds are to be used and explains procedures necessary to obtain funding. Comple-tes and submits grant applications to funding agencies or foundations; di-rects, coordinates the evaluation and monitoring of grant-funded programs; writes specifications for evaluation or monitoring of the program by outside agencies.

ACCOMpLIShMeNTS

pUbLIC SAFeTY: The Mission Poli-ce Department and the Mission Fire Department were awarded $592,955 from several federal and state agen-cies including the, U.S. Department of Homeland Security, U.S. Department of Justice, Office of the Governor, Texas Department of Public Safety, Texas Department of Transportation, and the Texas Attorney General. Grant funds

were used to purchase police and fire equipment and the reimbursement of overtime compensation for special operations conducted by the Mission Police Department.

ReCReATION: The City of Mission was awarded $155,000 in grant funds for equipment and park improvements. The Mission Hike and Bike Trail recei-ved $100,000 grant funds from Texas Parks and Wildlife Trails Grant for an extension of the existing trail and for several improvements to the amenities offered at this park due to the increase amount of community engagement and participation in this particular park. The Parks and Recreation Department also received a $30,000 grant from the Lower Rio Grande Valley Development Council to purchase equipment such as a brush chipper and a trailer that will be utilized in the cleaning of the rights of way, alleys and our City parks to reduce brush from going into landfills. The City will then use the recycled brush chips as moisture control for landscaping bedding in our park system which con-sists of 25 parks with a total of approxi-mately 255 acres.

hIghwAYS ANd STReeTS: The City of Mission was awarded $1,886,739 from the Texas Department of Rural Affairs for street and drainage improvements throughout the city. The funds were utilized for infrastructure improvements such as street reconstruction impro-

vements along with drainage improve-ments as well. The U.S. Department of Energy awarded the City of Mission $629,500 with the Energy Efficiency Grant. The City used the grant funds for light upgrades throughout the City. The City of Mission used grant funds to modify and upgrade existing traffic sig-nals, pedestrian walk signals and street lighting with energy efficient lighting technologies. The street light and the traffic signal upgrade will convert high pressure sodium and mercury vapor bulb to an LED bulb. The pedestrian walk signals that currently have krypton filled gas light bulbs will also be conver-ted to an LED bulb throughout the city. It will be a comprehensive light upgra-de that will increase energy efficiency, reduce energy consumption; reduce energy costs and maintenance costs with these improvements.

gRANTS MANAgedFISCAL YeAR 2011-2012

Total Grant Funds Managed

$6,132,761FISCAL YeAR 2012-2013 gOAL: Con-tinue to obtain grant funding for new programs and improvement projects to enhance all department services that improve the quality of life for the citizens of the City of Mission.

gRANTAdMINISTRATOR

$33 million be placed in safe investments.The City currently has $62 million in outstanding bond obligations. Property tax revenues

and user fees are used to repay the debt. The City’s bond obligations have a rating of A1 from Moody’s Investors.The City’s Comprehensive Financial Annual Report and the City’s annual budget are

available on the City’s website. http://www.missiontexas.us/fiscal-transparency2. The financial reports for Mission Economic Development Corporation, a component unit of the City, are also available on the City’s website.

LOCAL eCONOMYMission is one of the major cities of the McAllen-Edinburg-Mission Metropolitan Statistical Area (MSA). Like other border towns within the Rio Grande Valley, Mission is experiencing tremendous economic growth. Because of the semi-tropical weather, culture, friendliness, and proximity to Mexico, Mission has become home to “Winter Texans” for four to six months out of the year. Visitors from Mexico also contribute to the growing economy of the City. As a consequence, many businesses have opened their doors in Mission, which has contributed to the decline in unemployment form 11.2% in 2002 to 7.20% in 2012.

RandyPerezGrants

Director


pURpOSe ANd SCOpeThe Purchasing Department is committed to providing ex-ceptional service through effective collaboration and com-munication with internal/external customers and vendors alike, in order to fulfill the purchasing needs of the City in a professional, responsive and timely manner in compliance with all City policies and applicable federal, State, and local purchasing laws. Public purchasing has the responsibility to obtain the most value for the tax dollar in a fair, efficient and equitable manner. To achieve this objective, the Pur-chasing Division seeks to foster as much competition as possible in order to obtain fair and reasonable price and the overall best value. In doing so, we have adopted the

goal of fair and equal competition in order for all bidders to stand on an equal footing and to protect the integrity of the competitive bidding system.

FURTheRMORe OUR gOALS ARe TO:1. Foster full and open competition;2. Promote pub¬lic confidence in the integrity, fairness and accountability of the city’s purchasing/procurement sys-tem;3. Meet the customer’s needs in terms of cost, quality and timeliness of the delivered product or service;4. Solicit supplier suggestions in the determination of clear and adequate specifications and standards;5. Handle confidential information or proprietary infor-mation with proper consideration of the ethical and legal ramifications of disclosure; 6. Provide increased efficiency and effectiveness in the City’s purchasing activities, thereby exercising good stew-ardship of public funds and maximizing, to the fullest ex-tent possible, the purchasing value of those public funds;7. Cooperate with suppliers and consider possible diffi-culties they may encounter in order to provide for fair and impartial resolution of controversies in an expeditious and cost-efficient manner; and8. Observe strict truthfulness and highest ethics in all transactions and correspondence.

ObjeCTIveSThe City of Mission Purchasing Department is commit-ted to being open and fair in all aspects of the procure-ment process. The Purchasing Department is responsible for ensuring that City departments comply with federal, state and local statutes regulating competitive sealed bids, competitive sealed proposals, professional services, high technology purchases, cooperative purchases, and emergency and sole-source purchases. The Purchasing Department solicits for all competitive procurements as required by law.

FISCAL YeAR 2011-2012 ACCOMpLIShMeNTSDeveloped clear and unambiguous solicitations in ac-cordance with policies and procedures adopted by the

pURChASINg depARTMeNT

Request forQuotation

(RFQ)

Request forProposal

(RFP)

Invitationto Bid (ITB)

OrganizationalStrategy &

Performance

NetworkVisibility

PurchasingSupport

ResourceManagement

Benchmarking& Research

OperationsManagement

EduardoBelmarezPurchasing

Director


pURpOSe OF The hUMAN ReSOURCeS depARTMeNTThe Human Resources Department works with and for City de-partments by developing and administering Recruitment and Retention, Compensation, Status Changes (promotions, demo-tions, transfers, terminations), Personnel Records Administra-tion, Performance Evaluations, Disciplinary Action, Employee Relations, Policy and Procedures, Training and Development, State and Federal Labor Law Compliance, Family and Medical Leave, and Employee Benefits. The Human Resources Depart-ment also assists the Civil Service Department with Entry-Level and Promotional Testing for the Police and Fire Department. The Human Resources Department promotes health awareness and encourages healthy lifestyles.

FISCAL YeAR 2011-2012 ACCOMpLIShMeNTS 1. Completed revisions/updates to 2008 Personnel Policy Man-

ual.2. Provided training seminars to employees and supervisors on

various topics such as Legal Issues in Hiring, Fair Labor Stan-dards Act (FLSA), Family and Medical Leave (FMLA), Custom-er Service Management, Sexual Harassment, Energizing and Engaging Employees, Telephone Etiquette, and HIPAA.

3. Implemented a Wellness Program by hosting monthly Health and Wellness Seminars, monthly Health and Wellness news-letters, Tips of the Week, Share the Wellness Weekly Tips, and an Annual Employee Health Fair.

FISCAL YeAR 2012-2013 gOALS1. Implement an Employee Recognition Program.2. Implement a Monthly Training Calendar for Employees and

Supervisors.3. Implement a Wellness Committee to assist in promoting

health awareness and encouraging healthy lifestyles.4. Maintain a beneficial health plan for employees while secur-

ing a cost-effective plan for the City.

5. Develop an internal network (Intranet) for employees to receive and have access to City wide events and employee related communications.

hUMANReSOURCeS

SERVICES

QUOTE

PRODUCTS

SERVICES

QUOTE

PRODUCTS

Purchasing Department, allowing for the city to successfully establish forty-five (45) contractual agreements, which exposed the purchasing staff to in house training for procurement projects from cradle to grave. Developed a historical database of responsive

and responsible bidders/proposers in order to ac-quire the highest quality merchandise at the low-est price or at best value, and ensure prompt deliv-eries and uninterrupted flow of materials, supplies, and services through networking, workshops, conferences, and one-on-one vendor meetings in order to increase and receive sufficient competi-tion on all solicitations. The Purchasing Depart-ment participated in three (3) outreach events with Procurement Technical Assistance Center (PTAC), met with over 143 interested vendors, and 270 vendor applications were entered into the vendor database. Implemented an aggressive due diligence pro-

cess to include investigate and analyze price, mar-ket conditions, new products, market research, supplier research and assessment in order to reveal any and all potential risks associated with vendors and/or contractors.Consolidated many of the decentralized agree-

ments for goods, commodities, and services for the intention of establishing contracts that were directly administered to ensure and acquire fair and reasonable pricing, performance and respon-sive/responsible bidders.

FISCAL YeAR 2012-2013 gOALSChange from live to online auctions in order to generate an increase in revenue from surplus items. The online auction system would facilitate the means to monitor, manage and track surplus inventory and dollar amounts. It would also mini-mize the cost of storage. Decrease the number of contractual defaults and

cancellation of solicitations and take a proactive approach in the planning phase of future procure-ments. Increase cost savings through proper negotia-

tions, contracts management and competitive bid-ding.Implement Indefinite Delivery/Indefinite Quantity

(IDIQ) contracts and partnerships to take advan-tage of Economies of Scale. Establish a more user friendly vendor database through a variety of procurement system up-grades.


The Mission Historical Museum is dedicated to preserving the rich history and cultural heritage of Mission and west-ern Hidalgo County. The museum complex consists of two historic buildings in downtown Mission. The Shary Building, completed in 1939, once housed the offices of Valley land developer John H. Shary. Later, this building served as Mission’s City Hall. Immediately to the north of the Shary Building is the old Mission Post Office. This structure was built in 1940, and later served as offices for Mission CISD, and the Police Department before being converted to museum use. The museum maintains an extensive collection of artifacts and archives relating to the history of Mission and sur-rounding areas. Community members have been gener-

ous with their donations, and the collection now numbers upwards of 12,000 items. Collection highlights include items relating to the Texas Citrus Fiesta, Valley land devel-opment, local and early businesses and entrepreneurs, the movie She Came to the Valley, local military heroes, and the everyday life of Mission’s pioneer residents. The archives houses many important historical records, photographs, original land deeds, and family history information.The museum reached an audience of 5,542 people dur-ing FY 2011-12. The museum’s audience includes regular walk-in visitors; researchers; attendees at special events, programs and exhibits; and promotional outreach.The museum offers many services as a benefit and en-hancement to the quality of life of the community. Long-

MISSIONhISTORICALMUSeUM

LuisContreras

MuseumDirector

peRFORMANCe INdICATORS # OF peOpLe SeRvedGeneral Attendance 2,474

Programs/Tours 461

Outreach 1,381

Meetings Hosted 515

Special Events 711

Total 5,542

FINANCIAL deveLOpMeNT RepORT dONATIONS MeMORIALS SpONSORShIpS gRANTS

1 Quarter $400 $400 0 02 Quarter $600 0 0 03 Quarter $610 $1,100 0 $2,5004 Quarter $51,350 $200 $19,000 0 Total $52,960 $1,700 $19,000 $2,500

FY Total: $76,160


term and changing exhibits provide an entertaining and educational glimpse of local history and culture. A wide range of lectures, demonstrations, and concerts offer something for every age group. Special tours are offered to groups from schools and other organizations. Several meeting spaces are used by community organizations on a regular basis. The archives are always made available and convenient to researchers seeking historical informa-tion.As the museum looks toward the future, we foresee con-tinued development in all areas. Plans for a Landscape site improvement of the museum complex are underway. This project promises to make the museum a unique des-tination and a complimenting improvement to the down-town area. A comprehensive program of long-term exhib-its is also in the works. These initiatives, along with other projects, continue a tradition of excellence in serving the community of Mission and our many visitors.

ACCOMpLIShMeNTS FOR pRIOR FISCAL YeAR:1. Built and opened Hands-on History center to serve community youth (two-fold expansion planned for Sum-mer 2012)2. Increased amount of special programming from 3 to 6 programs per year and doubled the number of people served by each program.3. Revised three permanent exhibits to be more accurate and respond to visitor comments4. Developed or increased community partnerships (Po-lice, Fire, Upper Valley Art League, Chamber of Commerce, Boys and Girls Club, Library, Mission CISD.5. Increased overall attendance by approximately 200 visitors per month and increased use of the museum by Mission residents by over 50%.

gOALS FOR NexT FISCAL YeAR:1. Increase in fundraiser monies2. Continue to increase outreach which serves Mission residents3. Draft a comprehensive strategic plan to integrate City and Board initiatives to better serve the communities4. Begin construction of the Landscape site improve-ments project.5. Establish a cul-tural arts program initiative to edu-cate about the vi-sual, literary, and musical heritage of the region6. Begin an exhibit reconf igurat ion project and provide a visual chrono-logical timeline of events7. Broaden the bi-lingual aspect to better serve our communities8. Expand on bilin-gual exhibits and programming

INFORMATION TeChNOLOgY depARTMeNTMission Statement: The I.T. Department is always looking for ways to utilize the city’s equipment more productively. The IT department must make sure that all city-owned com-puters, hardware, software and network infrastructure, are working properly, serving as the support team for city em-ployees who encounter computer problems and finding the solutions to software, hardware and network problems. The IT Department keeps computer users updated with the best hardware and software available.I.T. Staff is constantly cross training across all the City De-partments: City Hall, Municipal Court, Parks and Recreation, Public Works, Fire Stations, Historical Museum, Boys and Girls Club and the Public Library. The Speer Memorial Li-brary does have a permanent I.T. employee, who with the help from I.T. Staff, supports all computers, printers, cam-eras, servers, etc. located in that building.I.T. Staff prepares and recommends technical specifications and requests for quotes and or proposals from vendors for all services and software or pieces of equipment that are to be purchased for all city departments except the Mission Police Department that has its own internal I.T. staff.The I.T. Staff updates and maintains the City’s Website (www.missiontexas.us) as needed and provides training and support to departments who need to make modifications to their own departmental area of the website. We maintain and support the city’s network infrastructure which includes domain controllers, servers, routers, switch-es and wireless equipment, as well as the network of Kronos time clocks that keep track of employee punch times.With the help of firewalls and software we maintain and troubleshoot our Internet Bandwidth. We provide solutions from simple cleaning to reinstalling operating systems when viruses, trojans or spyware attacks occur on city computers.I.T. Staff is the front line support for Software Applications utilized by the city personnel. A few of these include Incode Applications, Email, Microsoft Office, Backup software, Anti-virus and specialized software at the water distribution and waste water facili-ties.City of Mission I.T. Staff provides a one-stop-type-shop ser-vice for all the Infor-mation Technology related equipment and software for the City of Mission.

ITdepARTMeNT

RolandoRodriguez

I.T.Director


The City of Mission Parks & Recreation Department manages the operation of the City Parks Systems, the Facility Mainte-nance Division, the Sports Adult League activities, the main-tenance of City right-of-ways, and the Aquatics Facilities. In addition, the Parks Department also coordinates the summer youth programs alongside with the Boys & Girls Club. During the summer break the Parks Department sponsors the TAAF program where students from the community compete in various sports such as tennis, swimming, and track and field. The Facilities Division is responsible for the maintenance of

all city buildings. Parks & Recreation is also involved in the coordination of most special project events. The City of Mis-sion has an ongoing Graffiti Program which is also managed through the Parks Department.

pARkSThe City of Mission currently has 23 parks in the park sys-tem. The parks classifications consist of community parks, regional parks, neighborhood parks, and linear parks. These parks are maintained and operated by parks staff and provide a variety of amenities to the public. The City of Mission has 5 park zones that include the Central Zone, the Southeast Zone, the Southwest Zone, the northeast Zone, and the northwest Zone. The Parks & Recreation Department has an Advisory Board of local residents who are appointed by the Mayor and City Council which serve a 4 year term. The purpose of the Parks Board is to provide recommendations on parks and recreation related issues as well as to advise the City Council

on the needs of the Parks & Recreation Department. Parks are an essential part of the community. They are an important part of the City profile and they offer an essential component in the quality of life for our citizens.One of the latest project additions to the Parks systems has

been the construction of the northwest (Hollis Rutledge Sr.) Park located at 2 ½ Inspiration Road. This new park consist of 2 little league lighted fields, a walking trail, playground equip-ment, a pavilion, bathroom facilities, landscaping, and a site for future Jr. soccer fields.Another feature of the Mission Park system is the Mission

nature Hike & Bike Trail located 1 mile south on Conway Av-enue. The system has a 7 mile paved trail connected to the old Bentsen State Park or currently the World Birding Center and the Butterfly Center within the same area. It also has a network of off system dirt trails which offers fun and enjoy-ment to families and visitors of all ages.Another recent addition to the Mission Parks System is the

Regional Bentsen Palm Community Park. This is a 63 acre park located 2 ½ miles South on Inspiration Road. It offers 4 softball fields, several picnic shelters, playgrounds, tennis courts, and basketball courts. It includes soccer field areas and areas for family gatherings. It also has a pond with pier and a 2 mile walking trail. There are several features planned for this park in the near future such as a nature viewing area, an additional pavilion, and additional shelters around the baseball fields.

Julian Gonzalez

Parks and Recreation

Director

pARkSANdReCReATIONdepARTMeNT


The City of Mission currently has 23 parks in the park system. The parks classifications consist of community parks, regional

parks, neighborhood parks, and linear parks.

Roberto J.Salinas P.E.

Public WorksDirector

The Public Works Department – Administration is respon-sible for the operations and management of the Water Dis-tribution, Water Treatment Plants, Wastewater Treatment Plant, Street and Drainage, Traffic Light Operations, Fleet Vehicle Maintenance and Health Departments.In essence, the City of Mission, Public Works Department

handles the financial budget aspects of maintenance and construction entailing water distribution, sanitary sewer and storm drainage systems, streets, traffic signals, animal control, inspections and training for food establishments, and mosquito eradication. These administrative aspects are met efficiently with the cooperation from each Depart-ment Supervisor in order to maintain the City of Mission thriving productively. The Water Distribution Department diligently answered

calls to water breaks, and installed water and sanitary sewer lines totaling 8,800 linear feet; our inspectors re-viewed commercial and residential construction sites for proper utility infrastructure installation. Water Treatment Plant employees operate two Water

Treatment Plants with a total treatment average demand of 13 million gallons daily (mgd). An Annual Water Quality Report is created by the Department and mailed out to citi-zens to show that our City is in compliance with the State’s

Water Quality Requirements and may be found at our web-site www.missiontexas.us.Waste Water Treatment Plant staff is responsible for the

average treatment of 7 million gallons daily (mgd). Our Sewer Collection employees maintain Lift Stations, Force Mains and Gravity Lines adequately year round. Street and Drainage Department’s main efforts are to

keep our streets and storm drainage system maintained. Our Street employees construct and expand our streets by providing street overlay pavements throughout our City streets and alleyways. The Storm Drainage Department clears debris from the storm drainage systems and tele-vises obstructions within the drainage system.Traffic Signal Light Operations Division’s goals are to

make sure our City Signal Lights are in good working con-dition to reduce traffic congestion, accidents and travel time. Employees repair, replace and maintain Traffic Signal Lights daily to provide safety to the traveling public.Health Department responds to citizen’s requests for

Code Enforcement and Compliance. The requests come via calls dispatched for mosquito abatement, animal con-trol, inspections, permits, food establishment inspections and temporary events.

pUbLICwORkS depARTMeNT

2011-12 pUbLIC wORkS ACCOMpLIShMeNTS1. North Water Treatment Plant Expansion Phase III (6 MG) - The New 6 Million Gallon Water Plant Expansion has been constructed to provide additional Water Pro-duction for existing and future development.2. South Water Treatment Plant Filter Rehab Trains A & B & C – The Rehabilitation Project consisted of upgrad-ing the existing 8 MGD current Treatment Facility. This Project extended the life of the Plant to continue provid-ing the necessary water demand.3. Street Improvements constructed Military Parkway Roadway from Conway Avenue to the IBWC Levee to connect Conway to Inspiration south of Mission.

4. Street Improvements of reconstruction of Streets at Toellner Subdivision to include 4th Street and 2 1/2 Street. Project included construction of Curb and Gutter and a Storm Drainage System.5. The Stewart Drainage Project was successfully com-pleted to alleviate flooding during high intensity rainfall events. This Project was constructed between Pamela and US 83 Highway.6. Upgraded all Traffic Signals throughout the City limits to Light-Emitting Diode (LED) Lights. This Project de-creased energy use and maintenance cycles. 7. The Health Department accomplished the Expansion of the City Animal Shelter.


pLANNINgGuides the orderly development of the City using several primary ordinances which include Subdivision and Zoning. Planning also utilizes the Off-Street Parking, Landscaping, and Sign Codes. Planning enforces subdivision coordina-tion, zoning issues/violations, and is the City’s liaison with the Planning & Zoning Commission, Texas Department of Transportation and The Hidalgo County Metropolitan Plan-ning Organization.

ZONINg MApFiscal Year 2011-2012 Accomplishments:Updated the Future Land Use Map.Adopted the Public Zone.Adopted a new Landscape Ordinance.Established Private Street Policies. Continued GIS updates within the City.

LANd deveLOpMeNTFiscal Year 2012-2013 Goals:Continue on GIS Program to better serve our citizens, de-velopers, etc. (land use, infrastructure inventory). Continue substandard housing abatement and removing illegal dumping sites.

Continue Annexation of Properties via Council’s direction.Update Standards manual.

INSpeCTIONS dIvISIONInspections – Reviews building permit applications along with associated inspections using the most current In-ternational Code Council Build-ing Codes avail-able. Inspections also provide the enforcement of building code vio-lations, unsafe buildings, and ed-ucates citizens in relation to building construction.

COde eNFORCeMeNT dIvISIONCode Enforcement – Is responsible for enforcement and abatement of weedy lots, illegal dumping, junked vehicles, health & sanitation, sign violations, etc. Code Enforcement also meets with citizens to explain city ordinances.

The pLANNINg depARTMeNT OveRSeeS The INSpeCTIONS ANd COde eNFORCeMeNT dIvISIONSFOR The CITY OF MISSION. SOMe OF The SeRvICeS pROvIded ARe:

pLANNINgdepARTMeNT

DanielTijerina

PlanningDirector

BUILDING PERMIT VALUE

$34,124,224

$8,858,333

$8,675,000APARTMENTS

COMMERCIAL

NEW DWELLINGS


The 2011-2012 fiscal year was influenced by both econom-ics and Mother nature. Economically, players were playing less, using the same equipment and even took to walking in-stead of riding, all to save money to play golf. Mother nature showed her colors with extremely cold weather in January and February which caused revenues to plummet below ex-pectations. A very bad spring storm in April knocked out the new pump station which created a great expense that was not anticipated.Rounds played between October and December had kept

up with previous months in past years. However during Jan-uary and February, our busiest months of the year, weather conditions were very cold and wet which kept a majority of the players from coming out and enjoying the course.Tournament play was increased during this year with addi-

tions of several new tournaments added to our tournament program. Shary Golf Course hosted 22 tournaments during the year which were mostly fundraisers for many deserving programs such as Dentist Who Care, Lion’s Clubs, Rotary Clubs and Junior Golf programs. Shary Golf Course is a recreational golf facility that caters

to the player who wants to have fun. The majority of play comes from our Winter Texas population. Shary Golf course is host to 25 (9 hole leagues) and 19 (18 hole leagues). The course is also host to 3 High Schools (Mission, Veteran’s Memorial and Sharyland High Schools), 7 Junior Highs (Al-ton Memorial, Ralph Cantu Middle School, K. White, Mission Junior High, B.L Gray, Shary north and Valley View Junior High). The Junior golf program was very successful with 100 junior golfers taking lessons over the summer. Our biggest League is the Monday night Stroke League. This league has grown in from its’ infancy of 30 players 9 years ago to now averaging over 100 players every Monday Afternoon.

ShARYMUNICIpALgOLFCOURSe

2011-2012 ROUNdS INdICATORS

9 hole play

17,13918 hole play

34,295

Paul SchaeferGolf Pro & Golf

Course Director

FISCAL YeAR 2012-2013 gOALS• Adding a new pond on Hole #1 to

enhance the entrance to the course.• Completing new tee area for hole #12.• Bringing in South Texas College golf

Team.• Increase local play to build up year

round revenues.• Build up customer base by giving clinics

for beginners.

The course added one new Greensmower to its’ fleet this year.

Accomplishments for the 2011-2012 fiscal year for the Speer Memorial Library include initiating a Winter Reading Program for the children. We purchased Children’s Depart-ment furniture that made it a more engaging environment. We received Loan Star grant money that we used to pur-chase a firewall and computer peripherals. We upgraded our computer lab by purchasing a digital projector and screen for public use. Software was purchased to control print jobs from the public computers for better manage-ment purposes and to decrease paper waste. We made Of-fice 2010 available on some of our computers and added Access, Publisher, Onenote, Sharepoint, Infopath, along to Word, Excel, and Powerpoint which were already provided. We also purchased 27 computers to upgrade older models. The Library provided more programming including Book

Discussion group meetings, hosted Channel 4 On the Road as they broadcasted from our location, Dr Seuss’ birthday celebration, magic shows, and holiday themed activities such as Pictures with Santa Clause and Valentine’s Day Bingo. Our Summer Reading Program was a big success. We had an increase in the number of children registered and in the number of book reports turned in. We incorpo-rated children’s yoga into our Summer Reading Program along with the Mission Consolidated Independent School District Free Lunch Program. For the first time, Speer Me-

morial Library participated in the Citrus Parade with a float entry. We hosted our First Annual Fall Author Book Festival in which different authors and Illustrators gave entertain-ing and interesting presentations and were available for autographs and pictures and our First Children’s Health Fair in which twelve different agencies provided informa-tion to those in attendance.

gOALS FOR NexT FISCAL YeARThey include maintaining our 48,760 square foot library to meet the needs of our patrons. We will also review and revise our offerings in order to meet the changing needs and expectations of our public such as offering e-book services.The Library will also continue to work with various organi-

zations such as the AARP for free income tax preparation and AVAnCE for free civics and English classes. We will continue to apply for grants and rebate programs that we can effectively use and continue to upgrade/replace equip-ment as it becomes outdated in an effort to provide the best services possible to the public. We will continue to provide new and innovative programming that will engage the public and strive to make the Library the hub of the community.

MUNICIpALLIbRARY

MayraRochaLibrary

Director

STATS• Library material check outs (books,

CDs and DVDs): 88,982.• Library visits: 262,670.• Volunteer hours: 10,261.• Library program attendance: 18,073.• Library card registration: 6,404.• Internet Sessions: 157,762.


pOLICedepARTMeNT

MartinGarza

PoliceChief

The Mission Police Department is committed to excellence in law enforcement and is dedicated to the people, traditions and culture of our community. In order to protect life and property, prevent crime and reduce the fear of crime, we will provide service with integrity, trust, accountability and with a sense of community.The City of Mission Police Department serves our commu-

nity with a dedicated police staff of 146 peace officers and 53 civilian support staff. Profession-alism requires im-peccable conduct, careful protection of all citizens’ rights and the maintenance of high levels of ac-countability from all members of the department. We will protect

our citizens with courage and service them with compas-sion.The men and women of our department serve within the

eleven (11) bureaus that comprise our organization. Each individual person within each bureau is held to the high-est standards as they deliver quality police services. These services are rendered to the citizens of our community with courtesy, service and protection as our key to a successful resolution to any form of problem or concern that is being addressed by our dedicated staff.We continue to evolve in the modern policing world as we

continue to explorer new and innovative programs, tech-nologies and strategies to better solve and deter crime. We recognize the need to collaborate with the public in order to reduce crime, disorder, fear and all those negative factors lessening the quality of life. new and innovative technology is instituted every year in our efforts to improve the delivery of police services.Our organization is also dedicated to the philosophy of

Community-Oriented Policing that promotes organization strategies, which support the systematic use of partner-

$337,694.95Federal Grant Funds Received

$208,829.27State Grant Funds Received


ships and problem-solving techniques, to proac-tively address the immediate conditions that give rise to public safety issues such as crime, social disorder and fear of crime. We have established community partnerships, embraced organization transformation to improve the delivery of services and utilize problem solving to proactively and sys-tematically evaluate our response to the publics needs.The Mission Police Department prides itself not

only with the establishment of these important relationships with our community, but also with our law enforcement family. We have embraced the concept of regionalized policing. The creation and forging of these partnerships with other local, county, state and federal agencies have provided us with an unending supply of information that is ultimately utilized to solve crime in our community in our quest to provide an environment conducive to a peaceful and tranquil community to call home.

gRANT AwARdS FOR FY 2011 – 20121. Texas Attorney General’s OfficeVictim Coordinator Liaison Grant – CrimeVictim LiaisonFunding Amount: $42,000.00 Funds Crime Victim Services Liaison Position

2. Texas Comptroller of Public AccountsTobacco Compliance GrantFunding Amount: $4,500.00Enforcement of State of Texas Tobacco Laws

3. Texas Alcoholic Beverage CommissionEUDL Enforcement Grant (Minor Sting Operations)Funding Amount: $15,000.00Funds to conduct undercover minor sting opera-tions for the purchase of Alcoholic Beverages.

4. Office of the Governor – Criminal JusticeDivisionOperation SafeguardFunding Amount: $13,230.05Funds the purchase of three (3) Motorola Portable Radios.

5. Texas Department of Public Safety– Texas Rangers DivisionLocal Border Security Program – Operation Border StarFunding Amount: $39,728.38Funds for overtime to patrol the City of Mission and the U.S./Mexican Border.

6. Texas Department of TransportationSTEP – Selective Traffic Enforcement ProgramFunding Amount: $94,370.84Funds for overtime for DWI Enforcement, Seatbelt and Speed Enforcement

7. Texas Department of State Health Services– Texas Department of Transportation – SAFERIDERS CHILD SAFETY SEAT DISTRIBUTIOn AnD EDUCATIOn PROGRAM

ACCOMpLIShMeNTS YeAR 2012CITY COUNCIL AppROvALS:1. Addition of six New (6) Police Officer positions2. Salary increase for Communication Officers and Jailers3. Salary increase to Police Officer Incentive Packages

Mpd COMpLeTed pROjeCTS:1. Five (5) new Chevrolet Tahoe’s fully equipped.2. Formatting and initiating new patrol fleet image3. Painting and furniture upgrades to the interior of the Central Police Station. 4. Security upgrades to multiple records retention areas. 5. Purchase and installation of cameras systems at Traffic Intersections throughout the city to monitor vehicular traffic.6. Purchase of New Security Camera System for the main Police Station.7. Creation of Office of Professional Responsibility8. Creation of the Honor Guard9. Purchase of 70 Portable Radios10. Purchase of 30 Mobile Radios

Mpd pROjeCTS IN pROgReSS:1. Initiation of the Texas Best Practices Recognition Program to certify the Mission Police Department as a Best Practices Police Agency2. Revision of the Mission Police Department General Policy Manual3. nine (9) new Chevrolet Tahoe’s fully equipped are on order.4. New World Software upgrade to Version 7 – May 6, 20135. new Video Conferencing System6. Continuation of painting and furniture upgrades to interior areas of the Central Police Station.7. Purchase of exercise machines for the weight room in order to promote health and fitness8. Purchase of shelving for the Police Officer File Room and Juvenile File room.9. Purchase of new Sky Watch Tower using 2011 Stonegarden Grant monies.10. Overtime Grant monies from 2011 Stonegarden.11. Overtime Grant monies from 2013 Border Star.


Funding: 100 Child Safety Seats for our Community.Car Child Safety Seats to be distributed to low incomefamilies in Mission, Texas.

8. U.S. Department of JusticeBureau of Justice Assistance – Edward Byrne Memorial GrantFunding Amount: $10,244.00Funds the purchase of Motorola Portable Radios

9. U.S. Department of JusticeOffice of Justice Programs - Bureau of Justice Assistance Funding Amount: $22,796.00Funds the purchase of Bullet Proof Vests

10. U.S. Department of Homeland Security Operation Stonegarden Grant - 2009Funding Amount: $164,294.95Funds the purchase of police units and their equipment

11. U.S. Department of Homeland SecurityOperation Stonegarden Grant – 2010

Funding Amount: $140,360.00Funds the purchase of police units/equipment andovertime fundsFY 2011- 2012 State Grant Funds Received - $208,829.27FY 2011- 2012 Federal Grant Funds Received - $337,694.95

Mpd FY 2012 – 2013 gOALS1. To continue to develop partnerships between the community and the police in an effort to identify community concerns and crime problems.2. To develop community outreach programs such as an Explorer Program, Citizens Police Academy, and a Summer Youth Camp Program.3. Continue to build upon partnerships to continue our regional policing efforts to reduce crime in our community.4. To apply innovative technological strategies for the deployment of police resources.5. Focus on proactive policing to prevent crime, to respond to crime and reduce crime utilizing all available police resources.


The Municipal Court is the local branch of the judicial system, which enforces criminal laws, traffic laws, and munici-pal ordinances within the court’s jurisdiction. Our court primarily handles the following types of complaints filed against adults and juveniles:

CRIMINALClass C misdemeanor

complaints, e.g., Assault, Disorderly Conduct, Criminal Mis-chief, Public Intoxication, Failure to Attend School, etc.

TRAFFICTraffic tickets or citations issued by the Mission Police De-partment

MUNICIpAL ORdINANCeSComplaints filed by our city’s Code Enforcement Officers or other city officials, e.g., Weedy Lots, Dog Violations, Junked Vehicles, Curfew, etc.In the fiscal year 2011-2012, the Mission Municipal Court

strived to promote better customer service. Through the use

of the municipal court technology fund, system upgrades were made to the court computer software program and the court also installed a new computer server. These improve-ments allow court personnel to retrieve court documents more quickly and vastly increase the efficiency of process-ing payments. In 2011-12, the municipal court collected $1,596.044.00

in fines and court costs. Additionally, the court heard 1,587 indigent cases. Indigent cases were resolved with payment plans and community service hours were ordered in lieu of payment for those individuals who had an inability to pay court fines. Over 10,000 hours of community service were ordered to be performed throughout City Departments and various local non-profit organizations.A total of 754 failure to attend school hearings and 440

juvenile cases were heard during the fiscal year. The most common juvenile cases filed are for curfew. The court worked with local schools, parents, teachers, school coun-selors, probation officers, and various professional coun-seling and rehabilitative agencies in order to not only hold the juveniles responsible but also to discover the underlying problems thus reducing the risk of the juvenile reoffending and returning to the court system. The court’s office hours are Monday through Friday 8 a.m.

to 5 p.m. Payments are taken 8 a.m. to 4:45 p.m. The court remains open throughout the lunch hour to better serve the community.

MUNICIpALCOURT

JudgeJonathan

WehrmeisterMunicipal Court


The City of Mission Utility Billing Department strives to provide the highest level of customer service at all times. The Utility Billing Department bills the City’s Utility custom-ers for a wide variety of services, including water and sew-er consumption, garbage and brush collection and related taxes. The department strives to process utility statements timely and accurately to ensure the continuous provision of services to the citizens of Mission and its visitors.Whether you need emergency assistance, or simply have

a question about your bill, we’re here to help. The depart-ment is also responsible in assisting you with your needs such as connecting/disconnecting service, transferring service, billing inquiries, meter taps, establishing sanitation services, payments, as well as with any problems dealing with your meter. Call (956) 580-8660 for more information.The department is comprised of two divisions: Cashiers

and Customer Service Clerks and although they work to-gether, each has their own duties. The department consists of payments made at City Hall; either in the lobby, drive-thru, mail, night deposit box, or at the City’s approved pay-ment substation located inside Foy’s Supermarket. The City also takes payments on-line. Customer service clerks are on the other side of the spectrum and handle services such as connects and disconnects which are provided to our citizens via phone, in our lobby, and via fax as well.

The City of Mission is divided into three (3) general billing cycles. Each cycle is billed out monthly on the following scheduled:• Cycle 1 – Billed on the 10th of the month• Cycle 2 – Billed on the 20th of the month• Cycle 3 – Billed on the 30th of the monthStaff analyzes each customer’s water usage that is out

of the normal usage and further researching any inconsis-tencies within the account’s consumption history prior to billing.

wheN TO CONTACT OUR depARTMeNT:• to inquire on your utility account • for payment & billing inquiries • to connect, disconnect, or transfer services • for change of information such as: phone number, mailing address, etc. • to cancel services • to have meter tested and/or repaired • to report possible meter tampering • for status on installation of regular water meters & travel-ing meters • for assistance with City website and/or paying your water bill on-line

UTILITYbILLINg

depARTMeNT STATISTICS:

• In fiscal year 2011-2012, the Billing Department processed a total of 305,697 utility statements, averaging 25,475 monthly. • The total amount billed during this period was $17,132,078. Of this amount, $16,999,676 was collected for a collection rate of 99.2%• A total of 88,776 delinquent notices were also distributed, averaging 7,398 monthly. • Total water billed during this period was of 4,669,110,000 gallons. Staff:• 1 Utility Billing & Collections Manager • 1 Customer Service Supervisor • 1 Assistant Customer Service Supervisor • 2 Billing Clerks• 4 Cashiers• 1 Sanitation Clerk• Total Employees: 10


MeTeR ReAdeRS depARTMeNTThe Meter Reader Department is divided into two groups of employees which consist of the meter read-ers and the meter servicemen. The meter reader staff strives to read water meters over three cycles through-out the City, efficiently and accurately. The meter reader’s department uses a handheld device to record readings and any comments necessary to assist the billing staff in its review of the readings. This informa-tion is electronically imported directly in to the billing system for processing. Meter servicemen provide field customer service for Mission residents in the most professional and effi-cient manner. Field customer service consists of con-necting, disconnecting and reconnecting water service and rechecking meter readings. Staff is trained to sur-vey the area to help customers with their concerns or questions regarding the water meter and/or reading. Meter servicemen also perform requests submitted by utility billing and customer relations department staff such as rechecking meter readings and verification of meter locations. The department also has an, on-call personnel that serves our customers after business hours and during the weekend.

depARTMeNT STATISTICS:• On average, the department read 25,475 meters per month with less than 300 accounts needing to be re-read for corrections. This results in a reading accuracy rate of 99.8%.• During this period the department re-read and ad-justed 114 accounts due to billed but unused water. These 114 accounts received credits totaling $20,185 on 9,801,000 gallons of water.• During this period staff replaced approximately 380 damaged or inaccurate meters.Staff:• 1 Meter Reader Supervisor• 2 Meter Servicemen • 7 Meter ReadersTotal of 10 Employees

The Civil Service Department consists of Director Jesse Le-rma Jr., Commissioner Jerry Saenz, Commissioner Ruben Femat, Chairwoman Rosalinda Gonzalez, and Attorney Mark Sossi.The department conducted entry level exams for the Po-

lice Department with over 80 applicants and the Fire Depart-ment with over 60 applicants to fill all entry positions that were opened during 2012. The Fire Department is at full staff and the Police Department is filling extra positions that were added through the budget process. Three promotional examinations were conducted for the

Fire Department to complete their staffing that consists of four (4) Deputy Chiefs, six (6) Captains, seventeen (17) Lieu-tenants, fifteen (15) Engineers, twenty four (24) Firefighters, and Chief Saldana for a total of sixty seven (67) staff mem-bers.Additionally, three promotional examinations were con-

ducted for the Police Department to complete their staffing that consisists of four (4) Lieutenants, seven (7) Sergeants, eight (8) Corporals, one hundred and twenty four (124) Pa-trolman, Two (2) Assistant Chiefs, and Chief Martin Garza for a total of one hundred and forty six (146) staff members.The Department works very closely with the HR Depart-

ment and both Chiefs to keep the City, City Man-ager, and City Council in compliance with Chap-ter 143 (Civil Service) of the Texas Local Gov-ernment Code.

CIvILSeRvICe

JesseLerma

Civil ServiceDirector



The Mission Fire Department concept of operations is vast in nature and technical in terms. The following divisions are the components to the department: Administration, Operations, Fire Prevention, Training, Emergency Manage-ment and Special Response.The Administration Division manages fire department

resources including procurement of goods and services, fleet services, maintenance facilities and equipment main-tenance. The total fire department budget allocation is 5.3 million. The City of Mission ISO Rating is 4.The Mission Fire Department operates a staff of 76 mem-

bers, Fire Chief and 6 Administration staff members; Op-erations Division has 47 staff members; Fire Prevention Division has 6 staff members; Training Division, Training Captain and Emergency Management Division, Emergency Management Coordinator, and the Communications Divi-sion has 4 Communications Officers.The Fire Department operates five 5 fire stations and a

fleet of 20 Emergency Response Units. The fire stations and emergency response units are strategically located throughout the city to provide the best response time pos-

sible.

COMMUNICATIONS dIvISION:The Fire Department operates a 24 hour Communication Center that intakes emergency calls and dispatch of fire units to those calls.Fiscal year 2011-2012, the Mission Fire Department re-

sponded to 2050 alarms which included 1669 emergency medical calls, 78 structure fires, 63 vehicle fires, 129 grass fires, 16 mutual aid given, 22 weather related incidents and 73 special operation incidents.

FISCAL YeAR 2011-2012 ACCOMpLIShMeNTS:• Mission Fire Department 100 year anniversary• Dedication of Fire Station #4 and new park in honor of Past Fire Chief, Hollis Rutledge.• The department was certified as First Responder Agency through the Department of State Health Services.

eMeRgeNCY MANAgeMeNT dIvISION:Appointed by the Mayor, James Cardoza serves as the

FIRedepARTMeNT

RicardoSaldañaFire Chief

20Emergency

Response Units


City’s Emergency Management Coordinator, (EMC). The EMC is responsible for developing, implementing and maintaining emergency management programs and the City’s Emergency Operations Plan to minimize injury and loss of life, property to the citizens of Mission as a result of man-made or natural disaster.The EMC works on all aspects of emergency manage-

ment programs including mitigation planning and pre-paredness. The emergency management coordinator is a key figure during emergency operations activations that may include response, recovery and resources.The emergency management coordinator is responsible

for the professional development and training of staff on emergency management functions through the Texas Di-vision of Emergency Management.

TRAININg dIvISION:The Mission Fire Department Training Division is respon-sible for developing, implementing and delivering com-prehensive training programs for all certified firefighters,

volunteer firefighters and organizations within our com-munity. As we continue to grow, we must keep up with the change and deliver the best possible service to our citizens and visitors. Since September 11, 2001 the fire service has recognized the need to train as an all hazards response organization. Firefighters must now be trained in the fol-lowing:1.) Firefighting2.) EMS 3.) WMD4.) Specialized Responses such as confined space rescue, trench rescue and hazardous materials. 5.) Swift water rescue and Scuba 6.) Community Services and Professional DevelopmentAdditionally, as a first responder organization, we provide

quality pre-hospital emergency care to the community. The Training division has set a goal to increase the levels of EMS certification to the EMT-Basic level for all firefighters within the Mission Fire Department in the next five years.

• Department of State Health Service, Emergency Medical Service, (DSHS EMS), continuous education facility certification.• National Safety Council (First Responder Course)12 firefighters.• National Wildlife Coordinating Group, (NWCG), (130/S190/L180 Course ) 27 firefighters.• Texas Commission on Fire Protection, (TCFP), (Driver Operator Course) 14 firefighters.• Texas Commission on Fire Protection, (TCFP),(Fire Officer II Course) 18 firefighters.• Texas A & M Engineer Extension Service, (TEEX),(Driver Simulator Training) 60 firefighters• Rick Lasky (Pride & Ownership Conference)60 firefighters.

• Special Operations (Swift water Awareness training)60 firefighters.• American Heart association (CPR & First Aid Certification) 30 firefighters.• National Fallen Firefighters Foundation (CourageTo Be Safe) 60 firefighters.• Hotzone (Hazardous Materials Conference)8 firefighters.• Texas Intrastate Fire Mutual Aid System, (TIFMAS), (Started Task Books for Firefighter Type-1) 30 firefighters.• Mission Fire Dept. Training Division(Fire Officer Training) 30 firefighters.• Emergency Medical Task Force, (EMTF-11), (created team for medical task force) 6 firefighters.

FISCAL YeAR 2011-2012 ACCOMpLIShMeNTS:


The Fire Prevention Bureau main responsibities are the management of fire codes, plan reviews, fire inspections, fire safety education, and fire investigations.The Fire Prevention Bureau consists of 6 personal; one

Fire Marshal, two Assistant Fire Marshals, two Fire Inspec-tors, and one Administrative Secretary.The mission of the Fire Prevention Bureau is to protect

the public and fire service personal with coordinated ef-forts in code enforcement, fire inspections, and public edu-cation thereby reducing the risk of loss of life and property due to fire and other emergencies in the City of Mission. The Fire Prevention Bureau provides reviews of construc-tion documents, fire inspections, fire safety education, and fire safety training. The Fire Prevention Bureau works with other city departments, such as the Planning and Zoning, Engineering, Code Enforcement, Health as well as others.The vast majority of daily activity is to gain compliance of

the Fire Code through inspections and education. The Fire Prevention Bureau continuously educates building owners and tenants while conducting inspections. This helps to gain voluntary compliance, as well as limit the number of repeat violations in the future.The Fire Prevention Bureau educational programs provide

up-to-date life safety messages in fire and injury preven-tion through direct training programs, as well as presen-

tations and demonstrations. While many programs are aimed towards children audiences safety tips and pro-grams are also addressed to special concerns of senior citizens and businesses. The Mission Fire Prevention Bu-reau will continue to be “Dedicated to the Community We Protect… and Serve”.

FIRepReveNTIONbUReAU

GilbertSanchez

FireMarshal

1,803Fire Inspections

102Public Education

Presentations

316Plan Reviews

31Fire

Investigations

SpeCIAL pOINTSOF INTeReST

OUR gOAL:The goal of the Mission Fire Prevention Bureau is to direct its resources to provide effective service delivery in ar-eas of public education, construction, planning strategy, economic development, fire protection systems installa-tion and use, fire investigation, and code enforcement.

FISCAL YeAR 2011-2012 ACCOMpLIShMeNTS1) Implementation of a outreach program “Smoke De-tector Program for the Elderly”`2) Implemented new hardware and software to maintain proper chain of custody on fire scene photographs

FISCAL YeAR 2012-2013 gOALSThe Fire Prevention Bureau seeks to obtain a Portable Digital X-Ray Machine to assist fire investigations which will provide valuable documentation and evidence of fire scenes.

COMMUNITYdeveLOpMeNT

The City of Mission is a recipient of the Community De-velopment Block Grant program funded through the U. S. Department of Housing and Urban Development. The City has been receiving $21.9 million in Community Develop-ment Block Grant program funds since 1989. These funds have been used for the benefit of improving the lives of low to moderate income residents. For fiscal year 2011-2012, the department administered

$1,301,213 ($1,256,213 in CDBG funds and $45,000 from general fund). Overall spending totaled $948,107.65 for projects providing services for low and moderate income persons. The Community Development Department administered

their Housing Assistance Program which provides decent, safe and sanitary homes to eligible low income families. The Program offers a deferred loan depending on the type of assistance. Rehabilitation assistance provides major repair to existing homes to meet standard codes. Re-construction provides a new brick veneer energy efficient home. The homeowner’s original home is demolished and a new home is reconstructed on the same property. The family size determines the size of the home which ranges from a 2 bedroom 1-1/2 bath to a 3 bedroom 2 bathroom equipped with central air and heating. This program has strongly impacted the quality of life by improving neigh-borhoods in an attempt to solve neighborhood and com-munity problems. Through the end of the fiscal year, housing assistance was

provided to twenty seven (27) low and moderate income households whose dilapidated homes were in dire need of repair or reconstruction. In the area of housing rehabilita-tion $67,302.50 was expended providing assistance to six rehabilitation projects. In the area of housing reconstruc-tion, $674,396.00 was expended assisting twenty one low income families. It is evident from the funding for housing activities that this is the focus of the city’s priority. Addi-tionally $59,719.82 was used for oversight and soft costs of the Housing Assistance Program.The CD Department also completed the Community

Development Block Grant Program – Disaster Recovery funded by the Texas General Land Office formerly known as the Texas Department of Housing and Community Af-fairs. During this reporting period, $26,092 was spent as-

sisting one (1) applicant whose home was damaged by Hurricane Dolly.The CD Department was in the second year of receiving

the Hidalgo County Urban County Program funded through the Homeless Prevention and Rapid Rehousing Program. This program provided assistance to individuals/families at risk of becoming homeless with rental and/or utility as-sistance. Due to the economic situation, there was a tre-mendous amount of interest in this program. During this reporting period, the department expended $129,845.75 assisting forty six (46) eligible low income individuals/families with immediate homeless prevention assistance. All assisted were in the process of being evicted from their rental units or overcrowded situations.Four non-profit agencies were allocated $45,000 to pro-

vide services to low and moderate income persons as shown below:

AMiGOS DEl VAllE, iNC ............................. 20 ElDERlyChilDREN’S ADVOCACy CENtER ............ 53 ChilDRENDENtiStS WhO CARE, iNC ....................... 50 ChilDRENlRGVDC-AREA AGENCy ON AGiNG............. 15 ElDERly

Overall administrative expenses totaled $101,689.33 for the Community Development Department who monitors all participating subrecipients during the fiscal year to re-view activities are consistent with their agreements and ensure compliance with all federal requirements. Staff also monitors day to day operations of all projects to include previously assisted housing projects.

gOALS:• Fund high priority projects: Housing Rehabilitation, Hous-

ing Reconstruction, Public Services benefiting senior ser-vices-elderly, health-youth, abused/neglected-youth.

• Construct 15 homes that are beyond repair for eligible low income households.

• Rehabilitate 2 deteriorated homes for eligible low income households.

• To redesign floorplan to accommodate suitable living space.

• To seek additional funding for similar type activities.

Jo AnneLongoriaCommunity

DevelopmentDirector



The Greater Mission Chamber of Commerce proudly serves the Mission, Texas as the premier community en-tity. The Chamber executes four primary functions in the community: Business Member promotion & service, pro-moting Mission, Texas as a prime tourism destination and serving visitors as the Tourism Information Center, orga-nizing Quality-of-Life improvement activities for Greater Mission Area residents, and leading Legislative Advocacy efforts on behalf of Chamber Members and the City of Mis-sion. These functions are accomplished through activities in four key areas: Business-To-Business events and en-deavors, Business-To-Consumer community events and endeavors, Tourism Recruitment & Retention events & en-deavors, and Legislative Outreach events and endeavors.

ThROUghOUT The YeAR:The Chamber hosts a broad array of events and activities,

and also partners up with other groups and organizations in the community, to create maximum positive impact and create value for Chamber Members, community stake-holders, residents, visitors and the Greater Mission Area as a whole. Depending on the specific activity, the focus ranges from the businesses, residents and visitors in the City of Mission to the entire Rio Grande Valley. Some of the primary partner organizations which the Chamber works closely with include: The City of Mission, Mission Econom-ic Development Corporation, Mission Parks & Recreation, Mission Police Department, Mission Fire Department, Mission Boys & Girls Club, Mission ISD, Sharyland ISD, the Bentsen Rio Grande Valley State Park, The national Butterfly Center, the Rotary Club of Mission, Mission ACE Club, Mission CWV, Mission Citrus Fiesta, Mission Histori-cal Museum, Upper Valley Art League, Mission Regional Medical Center, Mission Communities of Faith Coalition,

MISSIONChAMbeR OF COMMeRCe

MattRuszczak

ChamberPresident /CEO

Winter texan fiesta


RGV Food Bank, The Rio Grande Valley Chap-ter of the national Hispanic Professional Or-ganization, South Texas nature Co-Op, South Texas Tourism Co-Op, RGV Film Commission, Rio South Texas Procurement Technical Assis-tance Center, South Texas Veterans Business Opportunities Council, RGV Veterans Alliance, The UTPA Small Business Development Cen-ter, and the Rio South Texas Economic Council among many others. Some of the Chamber’s closest legislative partners include The Office of State Representative Sergio Munoz, Jr., The Office of State Senator Juan “Chuy” Hinojosa, The Office of the Governor of Texas, The Office of Congressman Henry Cuellar and The Office of Senator John Cornyn.

The ChAMbeR’S FISCAL YeAR ACTIvITIeS:They included a plethora of events ranging from ribbon cuttings to major community events. Ongoing Business-To-Business activities in-cluded monthly After Hours Business Mixers, Bi-Monthly Business Hook-Up Breakfasts and Quarterly Buenas Tardes Luncheons. Regard-ing the Buenas Tardes Luncheon, the Chamber had the honor of hosting Congressman Henry Cuellar, State Representative Sergio Munoz, Jr. and State Senator Chuy Hinojosa as keynote speakers. In addition, the Chamber organized 12 monthly Business Education Lunch-and-Learn Seminars, a “Meet the Buyer” Govern-ment Contracting Expo, the Veterans Business Opportunities Conference, and various other events focused on expanding opportunities to Chamber Member businesses. Business-To-Consumer events included the Mother’s Day Celebration, the monthly Mission Staycation Day, the GoMission Campaign, and various business showcase opportunities at tourism and community oriented events. Speaking of these tourism and community oriented events, those included the Mission Welcome Home Par-ty and the Mission Winter Texan Fiesta which are both targeted at our Winter Texan visitors as well as the Mission Community Health Fair and the Texas Butterfly Festival focused on our area residents. The Chamber also hosted the Annual Banquet and Citizens Awards recogniz-ing exemplary community leaders, supported the Mission Citrus Fiesta, and partnered up the City of Mission on sister city activities from the Sister City Welcome Dinner over the Mayor’s International Brunch to outreach trips to Mex-ico. In addition, the Chamber either hosted or partnered up on community activities such as the Mission Community Trash Bash, the Rotary Fish Fry, the Mission ACE Club Memorial Day Celebration, Atlas International Youth Soccer Cup and others. Furthermore, throughout the year, the Chamber assisted various other or-ganizations in their Mission, Texas endeavors. The Greater Mission Chamber of Commerce is proud to serve the Mission, Texas as the pre-mier community entity. GoMission!!! annuaL HeaLtH fair

staYcatiOn daY


MISSIONedC AlexMeade

CEO ofMission

EDC

bUSINeSS ReTeNTION ANd expANSIONIn order to provide superior service to, and promote the growth of existing Mission businesses, Mission EDC serves as the main point of contact for the community.In April 2012, Mission EDC played a role in assuring that

the newly formed alliance between Hi-Tech Plastics and Royal Technologies had a smooth transition. Hi-Tech Plastics, a custom molder in Mission, Texas and Royal Technologies, a supplier to automotive, office furniture and consumer products companies in Hudsonville, MI formed this alliance to better serve their customers in Mexico. The alliance resulted in a capital investment of $4.8 million and an increase of approximately 30 jobs. This alliance proved to be a great match and in early Oct. 2012, Royal Tech-nologies acquired Hi- Tech plastics with the intention of increasing their facility, employment, and production in Mission, Texas. Royal Technologies has about 900 em-ployees throughout the U.S and Hi-Tech employs about 90 in Mission.

eNTRepReNeURShIpMission EDC continues to connect entrepreneurs with nec-essary assets in order to remove barriers to growth, drive up revenues, and increase employment opportunities for all residents. High-growth technology and knowledge-based businesses that generate export revenues will be

targeted specifically.Early this year, the Mission Economic Development Cor-

poration and the Mission City Council unanimously ap-proved the creation of Ruby Red Ventures, a $100,000 small business fund that aims to nurture entrepreneurial spirit and promote the creation of innovative businesses in the City of Mission. In particular, it sought to encourage entrepreneurially oriented Rio Grande Valley residents to expand and/or launch new ventures in Mission. The goal of Ruby Red Ventures is to allow participants to gain a bet-ter understanding of how to develop and follow a realistic business plan, as well as, provide the participants with fo-rums in which they develop skill in presenting their ven-tures. Ruby Red Ventures consists of two rounds of funding per year at $50,000 per round. Participants are required to attend small business workshops taught by UTPA’s Small Business Development Center team at the Greater Mission Chamber of Commerce to help them prepare sound busi-ness plans. Mission EDC had 18 applicants for Ruby Red Ventures’ first round of funding.

INFRASTRACTURe ANd TRANSpORTATIONMission possesses business infrastructure that is the envy of many cities in the Rio Grande Valley. With fully-served industrial sites, a nearby regional airport, rail, port access (Anzalduas Bridge), and major highways, the community is well positioned for growth.The City of Mission grew by 70% from the 2000 census to

the 2010 census and it is for reasons such as this that Mis-sion EDC must continue to invest in infrastructure.One of the first actions taken by our forward thinking

board of directors was to establish the Mission Corridors Fund. The Mission Corridors Fund allowed the EDC to set aside $1million to be used specifically on the Shary Re-tail Corridor (Shary Rd beginning on Business Hwy 83 to Military Rd.) and the Anzalduas International Corridor (be-ginning on HWY 83 and ending at the port of entry). With the continued demand for property along these two cor-ridors, Mission EDC is one step ahead of the competition and ready to further enhance infrastructure as businesses choose to setup along these rapidly growing routes.Further, Mission EDC also believes in strengthening the

vital regional transportation arteries. Mission EDC contin-ues to serve as a member of the Rio Grande Valley Partner-ship which lobbies for regional mobility at both the state and federal level and the 281 Coalition that garners sup-port for the highway’s inclusion in plans for Interstate 69, a trans-national trade route envisioned to be the shortest and fastest link between the economic centers of the Unit-ed States, Mexico and Canada.

ReCRUITMeNTEducate and recruit new businesses to Mission with an

president: Catherine Garcia • vice president: Polo De LeonTreasurer: S. David Deanda, Jr. • Member: Mayor Beto Salinas • Member: Linda RequenezMember: Jody Tittle • Alternate Member for Mayor: Councilman Ruben Plata


emphasis on targeted industry segments that would especially prosper in the local environ-ment. The Mission area has many assets that make it attractive to a diverse range of busi-nesses.Mission has seen unprecedented growth in

the last several years; hence, the continued interest from the retail industry. Due to the steady rise in population, Mission is continu-ing to see an influx of eateries, such as, Free-birds World Burrito, Genghis Grill, and Dickey’s BBQ, as well as, the staple chain pharmacies, CVS and Walgreens. Thanks to assets such as the Cimarron Country Club and the 6,000-acre master-planned community, Sharyland Plan-tation, Mission remains one of the most attrac-tive cities in the Rio Grande Valley with its high population density, above average household incomes, and ever increasing traffic counts. It is for this reason that Mission EDC maintains a strong presence at the various International Council of Shopping Centers conferences.nonetheless, Mission EDC remains focused

on strengthening its industrial base. Its prox-imity to Mexico and an international gateway with world-class infrastructure, Mission is perfectly situated to attract new manufactur-ing businesses. In addition, Mission EDC, a strong proponent for regionalism, continues to serve as a member of the Rio South Texas Economic Council which promotes the Rio Grande Valley region throughout the country. This regional effort allowed the corporation to attend various tradeshows at minimal cost, for example: AWEA, MDM, and WESTEC.

bALANCe SheeT

as Of septeMBer 30, 2012

assets current Year priOr Year

Cash and cash equivalents $1,356,424 $2,188,397

Investments 1,814,648 814,206

Prepaid 2,719 4,495

Receivables

Sales Tax 583,831 567,439

Accounts - other 1,989 33,500

Due from primary government 2,302 -

Accrued interest receivable $4,225 -

Total Assets $3,766,138 $3,608,037

LIAbILITIeS ANd FUNd eQUITY

Accounts Payable $84,240 $27,634

Retainage Payable - -

Due to other funds - -

Due to primary government - 12,965

Total Liabilities 84,240 40,599

FUNd bALANCeS

Nonspendable 2,719 4,495

Restricted for capital projects - -

Restricted for debt 527,191 524,795

Unassigned 3,151,988 3,038,148

Total Fund Balances 3,681,898 3,567,438

TOTAL LIAbILITIeS ANdFUNd bALANCeS $3,766,138 $3,608,037

ANZALdUASINTeRNATIONAL bRIdgeThe Anzalduas International Bridge officially opened for traf-fic at 6 a.m. on Tuesday, December 15, 2009. This highly an-ticipated opening of the bridge came after nearly 17 years of work and forging a strong partnership between the cities of McAllen, Mission, Hidalgo, and Granjeno. Anzalduas is a crucial international crossing on the U.S. – Mexico border in South Texas. This bridge is poised to facilitate millions of dol-lars of trade daily because it connects north America’s most powerful manufactures [Mexico City, Houston, Monterrey and Dallas-Fort Worth], goods, and people. Across from Anzaldu-as are 250 maquiladora manufacturing facilities in a city with a population of over 2 million people. In addition, Anzalduas lies two hours north on a direct route from Monterrey, Mexico’s manufacturing lead-ing city. The McAllen Shopping industry is a billion dollar in-dustry that strives on travelers from throughout Mexico, especially from this area. The Anzalduas In-

ternational Bridge counts with 5 lanes Southbound and 4 lanes northbound. The northbound lanes have one non-dedicated SEnTRI lane for travelers into the United States. This non-dedicated SEnTI lane is closed at times, according to the travelers’ demands. This accommodation tends to be a short term solution re-lieving travelers northbound but affecting SEnTRI users. Wait times on the bridge have many times surpassed 3 hours causing many people on the bridge to run out of gasoline or patience. Anzalduas is a true bridge and runs over 3 miles. Long wait times deter travelers from using Anzalduas there-fore less people choose to travel north. With security con-cerns, Anzalduas is a great option for travelers to use but with wait times, congestions and delays traveling thru the Anzald-uas is decreasing. The Anzalduas International Bridge has received a total of $7

million in funding secured by the Texas Department of Trans-

portation. $5.3 million to $7 million of these monies would like to be utilized to construct 4-6 additional Northbound Inspec-tion Booths at Anzalduas. Due to the location of this bridge, travelers from the interior of Mexico do not need to travel into Reynosa. This bridge provides a safer and more secure route, thus increasing traffic at Anzalduas.The Anzalduas International Bridge reported a positive up-

ward trent in southbound traffic since Februrary of 2011 when compared to previous year. This translates to over 7,000 more cars crossing through the Anzalduas International Bridge dur-ing the periods of October through September than the previ-ous year. The Anzalduas International Bridge’s toll revenues

were $2,596,703 for the period of Octo-ber through Septem-ber, approximately $305,026 more than the same time the previous year.The Capital Im-

provement Project Fund generates its income by the allo-cation of .25 cents out of every south-bound car toll cross-ing. The Governor of

Tamaulipas, Egidio Torre Cantu, in his first official visit into the United States, was welcomed by U.S. Representative Henry Cuellar, State Sena-tor Juan “Chuy” Hinojosa, Superintendent of Bridges Rigo Vil-larreal as well as many other state and local dignitaries as he visited the Anzalduas International Bridge to discuss in-frastructure plans to improve trade, specifically in the area of commercial traffic.

RigoVillarreal

Superintendentof Bridges

FISCAL YeAR2012-2013 gOALSContinue to Forge Stronger ties with Tamaulipas and Mexico.Promote trade through Anzalduas International Bridge.


ACkNOwLedgeMeNTSCreative director: Juan Eliseo Gonzalez • graphic design: Victor Hugo Hoyos / Scala Advertising

Concept: City Magazine Custom Publishing • print: FAGSA USA Printing

The City of Mission is a great place to live and do business! With a mixture of old and new, there’s something for everybody in Mission, Texas. Located along the U.S./Mexico border,

Mission is part of one of the fastest growing MSAs in the country. It has experienced tremendous growth in population, business development and its economy in recent years. Come enjoy the warm weather and rapid growth that Mission, Texas has to offer. It’s the

perfect place to do business or raise a family.

MISSIONA GREAt PlACE tO liVE

Documents

MISSION ANNUAL REPORT 2012