2018-2019 Budget 1.28.2019 Interactive-Bookmark_201901281620133369CITY OF ALLEN, TEXASAnnualBudget
FISCAL YEAR 2018-2019
No Text
3CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
In accordance with the passage of S.B. No. 656, Local Government
Code, Sec. 102.007 was amended to require that an adopted
municipal budget must contain a cover page that includes the
following information:
“This budget will raise more revenue from property
taxes than last year’s budget by an amount of $3,249,725,
which is a 5.13 percent increase from last year’s budget.
The property tax revenue to be raised from new property
added to the tax roll this year is $2,143,191.”
The member of the governing body voted on the budget as follows:
FOR: Stephen Terrell, Mayor
Gary L. Caplinger, Mayor Pro Tem, Place No. 5
Kurt Kizer, Place No. 1
Carl Clemencich, Place No. 2
Lauren Doherty, Place No. 3
Robin L. Sedlacek, Place No. 4
Baine Brooks, Place No. 6
AGAINST: None
PRESENT and not voting: None
ABSENT: None
Property Tax Rate Comparison
Property Tax Rate $0.498000/100 $0.510000/100
Effective Tax Rate $0.479279/100 $0.483572/100
Effective Maintenance & Operations Tax Rate $0.369073/100 $0.368482/100
Rollback Tax Rate $0.503135/100 $0.515222/100
Debt Rate $0.104537/100 $0.117232/100
Total debt obligations and capital lease obligations for City of Allen secured by
property taxes: $87,484,246.
2018-2019 2017-2018
4 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CITY OF ALLEN, TEXASAnnualBudget
FISCAL YEAR 2018-2019
Presented to Allen City Council
September 11, 2018
COUNCILMEMBERS
Stephen Terrell Mayor
Gary L. Caplinger Mayor Pro Tem, Place No. 5
Kurt Kizer Place No. 1
Carl Clemencich Place No. 2
Lauren Doherty Place No. 3
Robin L. Sedlacek Place No. 4
Baine Brooks Place No. 6
MANAGEMENT STAFF
Peter H. Vargas City Manager
Eric Cannon Chief Financial Officer
Steven Glickman Assistant Chief Financial Officer
Chris Landrum Budget Manager
5CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
Our Mission
To achieve excellence in managing development of the community
and in providing city services so that conditions of living and public
confidence are continually enhanced.
Our Pledge
to fulfill our mission in a way that:
• Respects and values citizens and employees
• Nurtures community involvement
• Demonstrates the highest ethical standards
• Improves effective communication
• Models safety
• Exemplifies professionalism
• Promotes teamwork
• Demonstrates stewardship
• Rewards meritorious performance
• Maximizes the use of technology
• Encourages flexibility, innovation and creativity
• Utilizes effective planning
• Provides opportunities for personal and professional growth for
all personnel
• Assigns appropriate responsibility and accountability
6 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Dis tin gu ished Budget Pres en ta tion Award
PRESENTED TO
City of Allen
Texas
For the Fiscal Year Beginning
October 1, 2017
Executive Director
Government Finance Officers Association of the United States and
Canada (GFOA) presented a Distinguished Budget Presentation Award to
City of Allen, Texas, for its Annual Budget for the fiscal year beginning
October 1, 2017. In order to receive this award, a governmental unit must
publish a budget document that meets program criteria as a policy
document, as a financial plan, as an operations guide, and as a
communications device.
This award is valid for a period of one year only. We believe our current
budget continues to conform to program requirements, and we are submitting
it to GFOA to determine its eligibility for another award.
7CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
8 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
TABLE OF CONTENTS
BUDGET OVERVIEW
Transmittal Letter to City Council .......................................................................................................12
Economic Outlook ...................................................................................................................................21
Priorities and Issues ...............................................................................................................................23
Fund Structure ........................................................................................................................................26
Budget Process: Basis, Process, and Amendments ..........................................................................30
Budget Calendar .....................................................................................................................................32
Budget Process: Strategic Plan .............................................................................................................33
Strategic Plan ..........................................................................................................................................34
Budget Process: Other Planning ..........................................................................................................37
Financial Policies and Practices ..........................................................................................................38
Revenue Summary ................................................................................................................................44
Combined Budget Summary ................................................................................................................48
Organizational Chart.............................................................................................................................52
Staffing Summary ..................................................................................................................................53
GENERAL FUND
Revenue and Expenditure Summary ................................................................................................56
Revenue and Expenditures by Function Charts ..............................................................................57
Revenues ..................................................................................................................................................58
Tax Structure ...........................................................................................................................................60
Budget Assumptions ...............................................................................................................................61
Expenditures by Function ....................................................................................................................62
Expenditures by Classification ............................................................................................................63
GENERAL FUND DEPARTMENTS
City Administration ..........................................................................................................................64
City Secretary ......................................................................................................................................70
Community Development ................................................................................................................76
Community Services .........................................................................................................................90
Engineering .......................................................................................................................................109
Finance ................................................................................................................................................118
Fire........................................................................................................................................................125
Human Resources .............................................................................................................................133
Information Technology .................................................................................................................140
Internal Services ..............................................................................................................................146
Library ................................................................................................................................................150
Municipal Court ................................................................................................................................159
Parks and Recreation........................................................................................................................165
Event Center ......................................................................................................................................182
9CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
Police ....................................................................................................................................................191
Public and Media Relations Office ...............................................................................................200
DEBT SERVICE FUND
Debt Policy and Fund Balance Summary ........................................................................................206
Debt Service Requirements ...............................................................................................................207
TAX INCREMENT FINANCING FUND
Revenue and Expenditure Summary ...............................................................................................212
Tax Increment Financing ....................................................................................................................213
ENTERPRISE FUNDS
Water and Sewer ..................................................................................................................................218
Utility Collections ........................................................................................................................230
Solid Waste.............................................................................................................................................237
Drainage .................................................................................................................................................245
Golf Course ............................................................................................................................................252
OTHER FUNDS
Hotel Occupancy Tax ...........................................................................................................................262
Asset Forfeiture .....................................................................................................................................271
Special Revenue Fund ..........................................................................................................................275
Grant Fund ............................................................................................................................................ 280
Replacement Fund ...............................................................................................................................285
Facility Maintenance Fund ................................................................................................................290
Risk Management ................................................................................................................................295
Economic Development Corporation ..............................................................................................303
Community Development Corporation ..........................................................................................312
CAPITAL IMPROVEMENTS
Locator Map ...........................................................................................................................................322
Capital Projects Highlights ................................................................................................................323
Relationship between Operating and Capital Budgets ................................................................326
Capital Projects Expenditure Summary ..........................................................................................328
Debt Summary ......................................................................................................................................333
Long Range Plan ...................................................................................................................................336
APPENDIX
Budget and Tax Ordinances ...............................................................................................................340
Debt Management and Fund Balance Reserve Policy ..................................................................346
Where is Allen, Texas? ........................................................................................................................353
Miscellaneous Statistics ......................................................................................................................354
Demographics .......................................................................................................................................358
Principal Taxpayers & Major Employers .........................................................................................362
Glossary ..................................................................................................................................................364
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BudgetOverview
12BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEWOVERVIEW
October 1, 2018
Mayor Stephen Terrell
Members of the Allen City Council
City of Allen, Texas
Mayor Stephen Terrell and Members of the Allen City Council:
I am pleased to present the 2018-2019 City of Allen Annual Budget for Municipal Services. This budget
represents the expected revenues and planned expenditures for the City’s fiscal year from October 1, 2018 to
September 30, 2019. It has been prepared in conformance with the requirements of Article IV of the City
Charter, City financial policies, and State law. The public hearings on the 2018-2019 budget and tax rate were
held on August 14, 2018, and August 28, 2018. The budget and tax rate were adopted on September 11, 2018.
The Fiscal Year 2019 budget focuses on maintaining the excellent level of service that our citizens expect and
allocates the resources required to address the needs of a growing community. Necessary increases in
expenditures come primarily from a biennial market survey of sworn public safety employee salaries and the
resulting adjustments to those salaries, the addition of several full-time positions (primarily in public safety),
and increased investment in infrastructure maintenance. Resources allocated conform with our practice of
balancing excellent services with an expectation for organizational efficiency. Favorable growth in taxable
valuation allows for both the addition of resources and a tax rate decrease.
Resources allocated conform with our practice of providing excellent services to a growing population while
balancing organizational efficiency. Continued evaluation of the potential implications related to the State
Legislature’s anticipated efforts to impose revenue cap proposals on local governments have been factored
into the development of the Fiscal Year 2019 budget. This budget allocates resources according to the
priorities of our citizens and City Council, while maintaining the conservative fiscal approach that has
allowed Allen to continue to receive its AAA bond rating. Favorable growth in taxable valuation allows for
both the addition of resources and a tax rate decrease of $0.012. The reduction from the current rate of $0.510
to $0.498 represents a reduction of $1,631,484 in potential revenue to the City’s General Fund.
To provide a more accurate representation of costs incurred by individual departments, several General Fund
accounts were distributed to the departments responsible for the expenditure. The accounts included
electricity, natural gas, fuel, lease expense, and other costs previously appropriated in the Internal Services
Department. The total reallocated is approximately $5.7 million.
TRANSMITTAL LETTER
FISCAL YEAR 2018-2019
OVERVIEW
The 2019 fiscal year total combined budget revenue plus beginning fund balance equals $303,610,112 and total
budgetary expenditures are estimated at $220,725,510. Balancing the needs of our growing community with
available financial resources presents an annual challenge in the development of the budget. The 2018-2019
budget reflects the efforts of the City Council and City staff to meet those needs while maintaining the
conservative fiscal approach that has served our community well over the last several years.
Strategic Planning
The Strategic Plan is a working document that conveys the community’s highest priorities and provides
guidance to City staff when making budgetary and programmatic determinations. The strategic plan allows
City staff to properly align the City’s valuable resources with the community’s priorities, a vital step in
accomplishing the city’s goals. The goals for the upcoming fiscal year, as articulated by the City Council, are
listed below.
Strategic Goals for the City of Allen, Fiscal Year 2019
Goal 1 Enhance community livability and safety
Goal 2 Cultivate regional alliances and partnerships with agencies and governmental
units that affect Allen
Goal 3 Improve regional mobility through transportation initiatives
Goal 4 Signify, enhance and communicate Allen’s identity to the region and the nation
Goal 5 Systematically invest in public infrastructure
Goal 6 Maintain operational excellence in city government services
Goal 7 Provide economic investment that increases employment opportunity, the tax
base, and provides desired goods and services for residents and contributes to
the community character and identity
Goal 8 Proactively work to protect, conserve and manage water resources
Property Values
Per the Central Appraisal District, the total assessed property value for 2018-2019 equals $13.60 billion, which
equates to an overall increase of approximately $1.228 billion (9.93%) from the previous year.
7.32 7.39 7.60 8.00 8.37 9.16 10.18 11.23 12.37 13.60
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Assessed Property Valuation (in Billions)
13BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEWOVERVIEW
October 1, 2018
Mayor Stephen Terrell
Members of the Allen City Council
City of Allen, Texas
Mayor Stephen Terrell and Members of the Allen City Council:
I am pleased to present the 2018-2019 City of Allen Annual Budget for Municipal Services. This budget
represents the expected revenues and planned expenditures for the City’s fiscal year from October 1, 2018 to
September 30, 2019. It has been prepared in conformance with the requirements of Article IV of the City
Charter, City financial policies, and State law. The public hearings on the 2018-2019 budget and tax rate were
held on August 14, 2018, and August 28, 2018. The budget and tax rate were adopted on September 11, 2018.
The Fiscal Year 2019 budget focuses on maintaining the excellent level of service that our citizens expect and
allocates the resources required to address the needs of a growing community. Necessary increases in
expenditures come primarily from a biennial market survey of sworn public safety employee salaries and the
resulting adjustments to those salaries, the addition of several full-time positions (primarily in public safety),
and increased investment in infrastructure maintenance. Resources allocated conform with our practice of
balancing excellent services with an expectation for organizational efficiency. Favorable growth in taxable
valuation allows for both the addition of resources and a tax rate decrease.
Resources allocated conform with our practice of providing excellent services to a growing population while
balancing organizational efficiency. Continued evaluation of the potential implications related to the State
Legislature’s anticipated efforts to impose revenue cap proposals on local governments have been factored
into the development of the Fiscal Year 2019 budget. This budget allocates resources according to the
priorities of our citizens and City Council, while maintaining the conservative fiscal approach that has
allowed Allen to continue to receive its AAA bond rating. Favorable growth in taxable valuation allows for
both the addition of resources and a tax rate decrease of $0.012. The reduction from the current rate of $0.510
to $0.498 represents a reduction of $1,631,484 in potential revenue to the City’s General Fund.
To provide a more accurate representation of costs incurred by individual departments, several General Fund
accounts were distributed to the departments responsible for the expenditure. The accounts included
electricity, natural gas, fuel, lease expense, and other costs previously appropriated in the Internal Services
Department. The total reallocated is approximately $5.7 million.
TRANSMITTAL LETTER
FISCAL YEAR 2018-2019
OVERVIEW
The 2019 fiscal year total combined budget revenue plus beginning fund balance equals $303,610,112 and total
budgetary expenditures are estimated at $220,725,510. Balancing the needs of our growing community with
available financial resources presents an annual challenge in the development of the budget. The 2018-2019
budget reflects the efforts of the City Council and City staff to meet those needs while maintaining the
conservative fiscal approach that has served our community well over the last several years.
Strategic Planning
The Strategic Plan is a working document that conveys the community’s highest priorities and provides
guidance to City staff when making budgetary and programmatic determinations. The strategic plan allows
City staff to properly align the City’s valuable resources with the community’s priorities, a vital step in
accomplishing the city’s goals. The goals for the upcoming fiscal year, as articulated by the City Council, are
listed below.
Strategic Goals for the City of Allen, Fiscal Year 2019
Goal 1 Enhance community livability and safety
Goal 2 Cultivate regional alliances and partnerships with agencies and governmental
units that affect Allen
Goal 3 Improve regional mobility through transportation initiatives
Goal 4 Signify, enhance and communicate Allen’s identity to the region and the nation
Goal 5 Systematically invest in public infrastructure
Goal 6 Maintain operational excellence in city government services
Goal 7 Provide economic investment that increases employment opportunity, the tax
base, and provides desired goods and services for residents and contributes to
the community character and identity
Goal 8 Proactively work to protect, conserve and manage water resources
Property Values
Per the Central Appraisal District, the total assessed property value for 2018-2019 equals $13.60 billion, which
equates to an overall increase of approximately $1.228 billion (9.93%) from the previous year.
7.32 7.39 7.60 8.00 8.37 9.16 10.18 11.23 12.37 13.60
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Assessed Property Valuation (in Billions)
14BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEWOVERVIEW
Tax Rate
The budget reduces the city’s tax rate to $0.498, and continues the City’s commitment to providing high
quality services. The City continues to prepare for its future obligations and adheres to the City’s long-term
financial plan. Of the total tax rate, $0.393463 is dedicated to operations and maintenance (O&M) in the
General Fund, and $0.104537 is dedicated to general obligation debt service. The portion of the tax rate
dedicated to debt service is 20.99% of the overall tax rate. This rate is consistent with the City’s current policy
to maintain the debt service portion below 35%.
The average single-family home taxable value in Allen is currently $354,535, an increase of $21,648 or 6.5%,
from the previous year. At a property tax rate of $0.498, the municipal tax paid on the average single-family
home will be $1,766.
Home Value Tax rate Property Tax
$100,000 $0.498 $498
$354,535 (2018 avg.) $0.498 $1,766
$332,887 (2017 avg.) $0.51 $1,698
$307,970 (2016 avg.) $0.52 $1,601
$280,816 (2015 avg.) $0.53 $1,488
$255,121 (2014 avg.) $0.54 $1,378
$234,966 (2013 avg.) $0.55 $1,292
Debt Service
A portion of the City’s property tax rate is assigned to the debt service fund to pay for the General Obligation
(G.O.) Bonds, Tax Notes and Capital Leases that have been issued for the acquisition of public land or
construction of public infrastructure and facilities. In July 2018, the ratings on the City’s General Obligation
debt were reaffirmed at AAA by Standard and Poor’s, and were reaffirmed at Aaa by Moody’s. At the
beginning of fiscal year 2019, the total outstanding debt balance will be $87.484 million, and the debt service
0.555 0.554 0.553 0.552 0.550
0.540
0.530
0.520
0.510
0.498
0.46
0.47
0.48
0.49
0.50
0.51
0.52
0.53
0.54
0.55
0.56
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
History of Tax Rate
OVERVIEW
payments on this outstanding balance will be $13.953 million ($10,579,871 principal payment; $3,373,455
interest payment) for the year.
Programs and Staffing Levels
The City currently supports a staff of 818.96 full-time equivalent employees allocated among the operating
departments. This budget recommends an increase of 20.00 full-time equivalent (FTE) positions, setting the
total employment level for fiscal year 2019 at 838.96. This includes 15.00 additional General Fund FTE
positions, as well as an increase of 3.0 additional FTE positions in the Water and Sewer Fund and 1.0
additional FTE in the Solid Waste Fund and 1.0 additional FTE in the Drainage Fund. The staffing level has
been increased in these funds to address the goals established by City Council and to maintain current levels
of service.
The graph below reflects the number of employees per thousand citizens for the past five years.
General Fund
The General Fund accounts for all expenditures for traditional government services. This fund finances
operations such as Public Safety, the Library, City Administration, Community Services, Parks and
Recreation, Engineering, Municipal Court, and Community Development. General Fund revenues are
generated from ad valorem property taxes, a one-cent portion of the sales tax, and a variety of fees for
services.
General Fund revenues and budget transfers total $105,530,954 for the fiscal year 2018-2019 budget, an
increase of 5.44% from the amended 2017-2018 budget. The sales tax remains at the state maximum rate of
8.25%, with 1% contributed to the City of Allen’s General Fund. The sales tax is projected to generate revenue
of approximately $19.79 million, a 2.11% increase from the amended 2017-2018 budget. This is a result of
continued commercial retail development and population growth in Allen.
General Fund operating expenditures and budget transfers total $105,530,954 reflecting a 5.65% increase
from the amended 2017-2018 budget. The available ending fund balance for the General Fund is projected to
be $22,006,134, leaving 76.1 days of operational expenditures in reserve, within the city policy of 60 to 90
days.
The General Fund’s financial commitments described below explain the capacity in fiscal year 2019 for new
programs and additional staff, which are as follows:
8.38 8.35 8.09 8.12 7.95
4.00
5.00
6.00
7.00
8.00
9.00
2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
Employees per Thousand Citizens
15BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEWOVERVIEW
Tax Rate
The budget reduces the city’s tax rate to $0.498, and continues the City’s commitment to providing high
quality services. The City continues to prepare for its future obligations and adheres to the City’s long-term
financial plan. Of the total tax rate, $0.393463 is dedicated to operations and maintenance (O&M) in the
General Fund, and $0.104537 is dedicated to general obligation debt service. The portion of the tax rate
dedicated to debt service is 20.99% of the overall tax rate. This rate is consistent with the City’s current policy
to maintain the debt service portion below 35%.
The average single-family home taxable value in Allen is currently $354,535, an increase of $21,648 or 6.5%,
from the previous year. At a property tax rate of $0.498, the municipal tax paid on the average single-family
home will be $1,766.
Home Value Tax rate Property Tax
$100,000 $0.498 $498
$354,535 (2018 avg.) $0.498 $1,766
$332,887 (2017 avg.) $0.51 $1,698
$307,970 (2016 avg.) $0.52 $1,601
$280,816 (2015 avg.) $0.53 $1,488
$255,121 (2014 avg.) $0.54 $1,378
$234,966 (2013 avg.) $0.55 $1,292
Debt Service
A portion of the City’s property tax rate is assigned to the debt service fund to pay for the General Obligation
(G.O.) Bonds, Tax Notes and Capital Leases that have been issued for the acquisition of public land or
construction of public infrastructure and facilities. In July 2018, the ratings on the City’s General Obligation
debt were reaffirmed at AAA by Standard and Poor’s, and were reaffirmed at Aaa by Moody’s. At the
beginning of fiscal year 2019, the total outstanding debt balance will be $87.484 million, and the debt service
0.5550.5540.5530.5520.550
0.540
0.530
0.520
0.510
0.498
0.46
0.47
0.48
0.49
0.50
0.51
0.52
0.53
0.54
0.55
0.56
2010 2011 2012 2013 20142015 2016 2017 2018 2019
History of Tax Rate
OVERVIEW
payments on this outstanding balance will be $13.953 million ($10,579,871 principal payment; $3,373,455
interest payment) for the year.
Programs and Staffing Levels
The City currently supports a staff of 818.96 full-time equivalent employees allocated among the operating
departments. This budget recommends an increase of 20.00 full-time equivalent (FTE) positions, setting the
total employment level for fiscal year 2019 at 838.96. This includes 15.00 additional General Fund FTE
positions, as well as an increase of 3.0 additional FTE positions in the Water and Sewer Fund and 1.0
additional FTE in the Solid Waste Fund and 1.0 additional FTE in the Drainage Fund. The staffing level has
been increased in these funds to address the goals established by City Council and to maintain current levels
of service.
The graph below reflects the number of employees per thousand citizens for the past five years.
General Fund
The General Fund accounts for all expenditures for traditional government services. This fund finances
operations such as Public Safety, the Library, City Administration, Community Services, Parks and
Recreation, Engineering, Municipal Court, and Community Development. General Fund revenues are
generated from ad valorem property taxes, a one-cent portion of the sales tax, and a variety of fees for
services.
General Fund revenues and budget transfers total $105,530,954 for the fiscal year 2018-2019 budget, an
increase of 5.44% from the amended 2017-2018 budget. The sales tax remains at the state maximum rate of
8.25%, with 1% contributed to the City of Allen’s General Fund. The sales tax is projected to generate revenue
of approximately $19.79 million, a 2.11% increase from the amended 2017-2018 budget. This is a result of
continued commercial retail development and population growth in Allen.
General Fund operating expenditures and budget transfers total $105,530,954 reflecting a 5.65% increase
from the amended 2017-2018 budget. The available ending fund balance for the General Fund is projected to
be $22,006,134, leaving 76.1 days of operational expenditures in reserve, within the city policy of 60 to 90
days.
The General Fund’s financial commitments described below explain the capacity in fiscal year 2019 for new
programs and additional staff, which are as follows:
8.38 8.35 8.09 8.12 7.95
4.00
5.00
6.00
7.00
8.00
9.00
2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
Employees per Thousand Citizens
16BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEWOVERVIEW
Public Safety Compensation - A biennial market survey and review of public safety sworn employee salaries
resulted in a $1,807,823 budget increase by adjusting the salaries of various sworn positions in Fire and
Police.
Facility Maintenance - The budget includes an allocation of $1,334,500 to the Facility Maintenance Fund to
address aging City facilities. The Facility Maintenance Fund was established in FY 2017 to provide for the
large, complex, non-CIP facility repairs. This fund is not programmed as an operating budget, to allow for
these unforeseen funds allocated to facility related repairs or projects as they occur.
Roadway Maintenance - The budget includes appropriations of $1,571,800 to repair and replace street
infrastructure. This is an increase from the previous year’s funding of $800,000. This increase is
necessary to address the continually aging infrastructure and the continually increasing cost of
construction. Turner Building Cost Index increases 1.68% for the first quarter growth of 2018 and 5.63%
annual growth.
Community Development – One new Code Compliance Officer (1 FTE) is included to implement a
Commercial Inspections program. The new program focus will be on maintaining commercial properties
and compliance with zoning and property maintenance codes. There is also an increase of $50,000 in
Professional Services to provide the ability to augment Building & Code inspections with the use of a
contractual vendor when necessary.
Community Services – The department will address maintenance items including updating the Energy
Management System (HVAC) controls at the Service Center for approximately $54,000 and repairing
concrete settlement at City Hall with foam lifting techniques for $30,000. $28,500 is for a Diesel Exhaust
Fluid (DEF) tank to be installed at the fuel island, and connected to the fuel master system to relieve
departments of DEF purchase and provide better oversight.
Engineering – A one-time expense of $37,000 is included to identify all signs in public rights-of-way and
record in GIS. Asset management practices are utilizing GIS to track and provide analytics. This form of
asset tracking will greatly assist in making replacement decisions and tracking where/when changes
occur for risk management purposes.
Finance – One Buyer (1 FTE) is included due to the increasing volume of work required by a growing
organization.
Fire – One new Fire Prevention Specialist (1 FTE) is included as a result of growth and development in the
City of Allen. The addition of this position will increase capacity to ensure new development projects and
the continual repurposing of existing facilities meet construction deadlines. A storm siren upgrade is also
included at a cost of $140,000.
Information Technology – A position currently classified as a Senior Accountant in the Finance Department
will be reclassified as a Business Intelligence Analyst in the IT Department. There will not be an increase
in FTE. This reallocation will identify and improve the performance of our end-users, as well as, ensure
that adequate internal controls are in place in an ever-changing Information Technology environment.
IT is also including $25,000 for a GIS 3D jumpstart initiative to provide training to GIS staff in the world
OVERVIEW
of 3D GIS. The initiative will have an immediate impact in GIS, Community Development, Public Safety,
Community Services and Parks & Recreation.
Parks and Recreation – Two Maintenance Workers (2 FTE) are included in the Horticulture/Forestry division
of Parks and Recreation. New programming of adult softball at Spirit park is included which will generate
more revenue than the cost to run the program. The Senior Center has included a European riverboat
cruise which will also generate more revenue than the expense of the program. An addition of $55,000 is
included in maintenance and supplies needed to properly care for new park facilities.
Police – A total of nine new positions are included. The positions include five (5 FTE) Police Officers in
Patrol to meet the needs of a growing community, along with two new Investigators (2 FTE) in the
Criminal Investigation Division. Allen Independent School District (AISD) has requested five new School
Resource Officers (SROs). Two SROs (2 FTE) have been added to the FY2019 budget, with an additional 3
anticipated in future years. The two new SRO positions will be funded at 100% by AISD.
Public & Media Relations Office – One Social Media Coordinator (1 FTE) is included to increase audience
reach, provide responsive engagement and generate consistent quality content on all social media
platforms. In addition, Public, Educational, and Government Access Channel (PEG) Funds derived from
cable franchise fees will be used to purchase a $31,500 automated voting system for Council Chambers
and $17,500 in Civic Auditorium lighting upgrades at the Library.
To maintain the compensation philosophy established in prior years, funds are included in the budget to
implement up to a four percent (4%) merit-based increase in salary for general employees. Public Safety
compensation plans for sworn positions continue with the pay plan methodology that was implemented
three years ago. This methodology incorporated a step plan based on merit for both Police and Fire sworn
positions and employees in each rank are eligible to move a single four percent (4%) step on an annual basis
provided their performance warrants advancement.
With the organization’s increasing dependency on technology, we are faced with the need to re-invest in the
city’s technology infrastructure. Started in FY2018, an annual contribution to the Replacement Fund was
made from the General Fund, the FY2019 contribution is $350,000. Information Technology will be
systematically replacing infrastructure to ensure optimum functionality and redundancy of systems.
The City of Allen utilizes a conservative, realistic strategy when projecting revenues and expenditures.
Revenue and expenditure patterns are closely monitored so that adjustments to spending can be
implemented as needed. The City considers many influences as presented throughout this document along
with trend analysis to develop and manage the budget as the year progresses.
Water and Sewer Fund
The Water and Sewer Fund is expected to begin fiscal year 2019 with $12.601 million in working capital
balance. The total fund revenues are expected to be approximately $47,248,833. Expenses include a
$3,241,368 transfer to capital projects for systematic water and sewer infrastructure replacement projects and
future CIP funding. The budget incorporates the water and sewer rate study completed in 2017.
The $11.684 million in working capital ending balance results in 95 days of operating expenditures in reserve,
which is within the city policy of 90 to 120 days. This balance is necessary to fund future capital projects and
17BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEWOVERVIEW
Public Safety Compensation - A biennial market survey and review of public safety sworn employee salaries
resulted in a $1,807,823 budget increase by adjusting the salaries of various sworn positions in Fire and
Police.
Facility Maintenance - The budget includes an allocation of $1,334,500 to the Facility Maintenance Fund to
address aging City facilities. The Facility Maintenance Fund was established in FY 2017 to provide for the
large, complex, non-CIP facility repairs. This fund is not programmed as an operating budget, to allow for
these unforeseen funds allocated to facility related repairs or projects as they occur.
Roadway Maintenance - The budget includes appropriations of $1,571,800 to repair and replace street
infrastructure. This is an increase from the previous year’s funding of $800,000. This increase is
necessary to address the continually aging infrastructure and the continually increasing cost of
construction. Turner Building Cost Index increases 1.68% for the first quarter growth of 2018 and 5.63%
annual growth.
Community Development – One new Code Compliance Officer (1 FTE) is included to implement a
Commercial Inspections program. The new program focus will be on maintaining commercial properties
and compliance with zoning and property maintenance codes. There is also an increase of $50,000 in
Professional Services to provide the ability to augment Building & Code inspections with the use of a
contractual vendor when necessary.
Community Services – The department will address maintenance items including updating the Energy
Management System (HVAC) controls at the Service Center for approximately $54,000 and repairing
concrete settlement at City Hall with foam lifting techniques for $30,000. $28,500 is for a Diesel Exhaust
Fluid (DEF) tank to be installed at the fuel island, and connected to the fuel master system to relieve
departments of DEF purchase and provide better oversight.
Engineering – A one-time expense of $37,000 is included to identify all signs in public rights-of-way and
record in GIS. Asset management practices are utilizing GIS to track and provide analytics. This form of
asset tracking will greatly assist in making replacement decisions and tracking where/when changes
occur for risk management purposes.
Finance – One Buyer (1 FTE) is included due to the increasing volume of work required by a growing
organization.
Fire – One new Fire Prevention Specialist (1 FTE) is included as a result of growth and development in the
City of Allen. The addition of this position will increase capacity to ensure new development projects and
the continual repurposing of existing facilities meet construction deadlines. A storm siren upgrade is also
included at a cost of $140,000.
Information Technology – A position currently classified as a Senior Accountant in the Finance Department
will be reclassified as a Business Intelligence Analyst in the IT Department. There will not be an increase
in FTE. This reallocation will identify and improve the performance of our end-users, as well as, ensure
that adequate internal controls are in place in an ever-changing Information Technology environment.
IT is also including $25,000 for a GIS 3D jumpstart initiative to provide training to GIS staff in the world
OVERVIEW
of 3D GIS. The initiative will have an immediate impact in GIS, Community Development, Public Safety,
Community Services and Parks & Recreation.
Parks and Recreation – Two Maintenance Workers (2 FTE) are included in the Horticulture/Forestry division
of Parks and Recreation. New programming of adult softball at Spirit park is included which will generate
more revenue than the cost to run the program. The Senior Center has included a European riverboat
cruise which will also generate more revenue than the expense of the program. An addition of $55,000 is
included in maintenance and supplies needed to properly care for new park facilities.
Police – A total of nine new positions are included. The positions include five (5 FTE) Police Officers in
Patrol to meet the needs of a growing community, along with two new Investigators (2 FTE) in the
Criminal Investigation Division. Allen Independent School District (AISD) has requested five new School
Resource Officers (SROs). Two SROs (2 FTE) have been added to the FY2019 budget, with an additional 3
anticipated in future years. The two new SRO positions will be funded at 100% by AISD.
Public & Media Relations Office – One Social Media Coordinator (1 FTE) is included to increase audience
reach, provide responsive engagement and generate consistent quality content on all social media
platforms. In addition, Public, Educational, and Government Access Channel (PEG) Funds derived from
cable franchise fees will be used to purchase a $31,500 automated voting system for Council Chambers
and $17,500 in Civic Auditorium lighting upgrades at the Library.
To maintain the compensation philosophy established in prior years, funds are included in the budget to
implement up to a four percent (4%) merit-based increase in salary for general employees. Public Safety
compensation plans for sworn positions continue with the pay plan methodology that was implemented
three years ago. This methodology incorporated a step plan based on merit for both Police and Fire sworn
positions and employees in each rank are eligible to move a single four percent (4%) step on an annual basis
provided their performance warrants advancement.
With the organization’s increasing dependency on technology, we are faced with the need to re-invest in the
city’s technology infrastructure. Started in FY2018, an annual contribution to the Replacement Fund was
made from the General Fund, the FY2019 contribution is $350,000. Information Technology will be
systematically replacing infrastructure to ensure optimum functionality and redundancy of systems.
The City of Allen utilizes a conservative, realistic strategy when projecting revenues and expenditures.
Revenue and expenditure patterns are closely monitored so that adjustments to spending can be
implemented as needed. The City considers many influences as presented throughout this document along
with trend analysis to develop and manage the budget as the year progresses.
Water and Sewer Fund
The Water and Sewer Fund is expected to begin fiscal year 2019 with $12.601 million in working capital
balance. The total fund revenues are expected to be approximately $47,248,833. Expenses include a
$3,241,368 transfer to capital projects for systematic water and sewer infrastructure replacement projects and
future CIP funding. The budget incorporates the water and sewer rate study completed in 2017.
The $11.684 million in working capital ending balance results in 95 days of operating expenditures in reserve,
which is within the city policy of 90 to 120 days. This balance is necessary to fund future capital projects and
18BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEWOVERVIEW
ongoing major maintenance projects planned to ensure that water and sewer infrastructure continues to
meet the needs of the residents. Due to careful attention to cost containment, the City has been able to
maintain water and sewer rates that are among the lowest in the region.
One new Valve & Hydrant Crew consisting of three employees (3 FTE) has been included and will specialize
in the maintenance and supervision of mission essential valve and hydrant assets. This includes ensuring
over 5,000 hydrants and 15,000 valves are working properly and are accessible in case of any water main
breaks or scheduled outages to properly isolate sections of pipeline and avoid impacting customers in their
water service.
An additional $32,000 is included for the systematic expansion of flow monitoring equipment in compliance
with the City’s Capacity, Management, Operations and Maintenance (CMOM) program.
Solid Waste Fund
The Solid Waste Fund represents the financial activity related to solid waste collection and disposal, including
recycling, composting services, and management of household hazardous waste. The anticipated revenues in
fiscal year 2019 are $7,054,976 with budgeted expenses totaling $7,701,266. The total ending fund balance for
the Solid Waste Fund is projected to be $2,821,772. Consistent with prior City Council discussion, in fiscal
year 2019 the Solid Waste Fund Balance will continue to absorb the North Texas Municipal Water District
disposal cost increases, as opposed to passing these increases on to residents and businesses.
One new Commercial Waste Services Specialist (1FTE) is included to help with the increasing waste services
call volume associated with growing commercial development in the City. This position will provide added
customer service for commercial waste customers by proactively interfacing with commercial customers and
the solid waste provider.
The Solid Waste Fund will continue its efforts in fiscal year 2019 to keep Allen beautiful through its solid
waste, recycling, yard waste, and household hazardous waste programs, and by assisting the Keep Allen
Beautiful (KAB) Board in the execution of key events, including: Allen Recycles Day, Great American Cleanup,
Arbor Day/Trees for Allen Program, Earthfest, conducting a zero-waste Allen USA event, and the annual
AISD Educator’s Expo.
The Solid Waste Fund will contribute funding in the amount of $500,000 in fiscal year 2018 and 2019 for alley
repairs.
Drainage Fund
The Drainage Fund is supported by drainage fees on utility bills and development inspection fees. The fund
performs drainage system maintenance, funds the City’s contracts for street sweeping and greenbelt mowing
along drainage ways, and mosquito abatement activities. The fund also supports the City’s Texas Pollutant
Discharge Elimination System (TPDES) permit activities, and provides funds to accomplish drainage system
related capital improvements. A Stormwater Program Manager (1 FTE) is included to meet increasing
regulatory expectations and requirements of the Texas Commission of Environmental Quality (TCEQ), under
the guidance of the Environmental Protection Agency (EPA), on how stormwater is controlled, monitored and
treated prior to depositing into the waters of the US. As of January 2018, the City of Allen exceeded a
population of 100,000. This is the “threshold” population for municipalities to implement new, higher, and
much more demanding stormwater requirements.
OVERVIEW
The anticipated revenues in fiscal year 2019 are $1,788,610 with budgeted expenses totaling $1,907,359. The
total ending fund balance for the Drainage Fund is projected to be $808,852 providing for 155 days of reserves,
which is consistent with Fund Balance Policy.
Golf Course Fund
Golf course operational expenses in fiscal year 2019 are anticipated to be $3,769,512, which will be covered by
operational revenues estimated at $3,341,354, and transfers in from the General Fund of $408,158 including
depreciation, pension funding and operations. An additional one-time transfer of $20,000 is proposed to
replace the fuel pumps at The Courses at Watters Creek. The project will be funded with a transfer from the
Facility Maintenance Fund. General Fund support may decrease based upon actual revenues from green fees
and food & beverage exceeding budgets.
Hotel Occupancy Tax Fund
The Hotel Occupancy Tax Fund collects funds from a 7% tax on hotel rooms rented in the City of Allen. These
funds are used to support various projects that enhance and promote tourism, the arts and the
convention/hotel industry in the City of Allen.
Fund revenues for fiscal year 2019 are expected to total $1,901,028 with budgeted expenses of $1,738,124. Since
the Hotel Occupancy Tax Fund is directly benefited from the recruitment of events and programs held at Allen
Event Center, $235,000 is included to help offset performance guarantees, marketing, and advertising
expenses for the sporting events and performances that increase tourism and economic activity at local
hotels.
The fund budget also includes the costs of operating the City’s Convention and Visitors Bureau (CVB). CVB
operational and personnel costs are budgeted to be $1,166,024. This includes funding for the CVB’s targeted
marketing campaign for the opening of the Hotel and Convention Center.
Risk Management Fund
The Risk Management Fund is the combination of all risk and liability obligations the City incurs. Included
in the fund are health and dental costs, for which the City is self-insured. The fund also includes premiums
for workers’ compensation as well as property and liability insurance expenses. The City currently maintains
a prudent fund balance.
The cost of healthcare continues to increase and the City’s portion of premium costs are budgeted to increase
by approximately 5% for Plan A, Plan B and Plan C compared to FY2018. Employee contributions for all plans
will remain unchanged.
Based on an improved experience modifier, workers’ compensation insurance premiums and claims are
expected to decrease compared to the prior year. The budgeted amount for workers’ compensation coverage
is $530,000.
Property and Liability Insurance is anticipated to increase to a total budgeted amount of $779,300, which
includes several assets identified as not being covered on last year’s policy that are owned by the City of Allen.
The Risk Division continues to audit all policies on an ongoing basis.
19BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEWOVERVIEW
ongoing major maintenance projects planned to ensure that water and sewer infrastructure continues to
meet the needs of the residents. Due to careful attention to cost containment, the City has been able to
maintain water and sewer rates that are among the lowest in the region.
One new Valve & Hydrant Crew consisting of three employees (3 FTE) has been included and will specialize
in the maintenance and supervision of mission essential valve and hydrant assets. This includes ensuring
over 5,000 hydrants and 15,000 valves are working properly and are accessible in case of any water main
breaks or scheduled outages to properly isolate sections of pipeline and avoid impacting customers in their
water service.
An additional $32,000 is included for the systematic expansion of flow monitoring equipment in compliance
with the City’s Capacity, Management, Operations and Maintenance (CMOM) program.
Solid Waste Fund
The Solid Waste Fund represents the financial activity related to solid waste collection and disposal, including
recycling, composting services, and management of household hazardous waste. The anticipated revenues in
fiscal year 2019 are $7,054,976 with budgeted expenses totaling $7,701,266. The total ending fund balance for
the Solid Waste Fund is projected to be $2,821,772. Consistent with prior City Council discussion, in fiscal
year 2019 the Solid Waste Fund Balance will continue to absorb the North Texas Municipal Water District
disposal cost increases, as opposed to passing these increases on to residents and businesses.
One new Commercial Waste Services Specialist (1FTE) is included to help with the increasing waste services
call volume associated with growing commercial development in the City. This position will provide added
customer service for commercial waste customers by proactively interfacing with commercial customers and
the solid waste provider.
The Solid Waste Fund will continue its efforts in fiscal year 2019 to keep Allen beautiful through its solid
waste, recycling, yard waste, and household hazardous waste programs, and by assisting the Keep Allen
Beautiful (KAB) Board in the execution of key events, including: Allen Recycles Day, Great American Cleanup,
Arbor Day/Trees for Allen Program, Earthfest, conducting a zero-waste Allen USA event, and the annual
AISD Educator’s Expo.
The Solid Waste Fund will contribute funding in the amount of $500,000 in fiscal year 2018 and 2019 for alley
repairs.
Drainage Fund
The Drainage Fund is supported by drainage fees on utility bills and development inspection fees. The fund
performs drainage system maintenance, funds the City’s contracts for street sweeping and greenbelt mowing
along drainage ways, and mosquito abatement activities. The fund also supports the City’s Texas Pollutant
Discharge Elimination System (TPDES) permit activities, and provides funds to accomplish drainage system
related capital improvements. A Stormwater Program Manager (1 FTE) is included to meet increasing
regulatory expectations and requirements of the Texas Commission of Environmental Quality (TCEQ), under
the guidance of the Environmental Protection Agency (EPA), on how stormwater is controlled, monitored and
treated prior to depositing into the waters of the US. As of January 2018, the City of Allen exceeded a
population of 100,000. This is the “threshold” population for municipalities to implement new, higher, and
much more demanding stormwater requirements.
OVERVIEW
The anticipated revenues in fiscal year 2019 are $1,788,610 with budgeted expenses totaling $1,907,359. The
total ending fund balance for the Drainage Fund is projected to be $808,852 providing for 155 days of reserves,
which is consistent with Fund Balance Policy.
Golf Course Fund
Golf course operational expenses in fiscal year 2019 are anticipated to be $3,769,512, which will be covered by
operational revenues estimated at $3,341,354, and transfers in from the General Fund of $408,158 including
depreciation, pension funding and operations. An additional one-time transfer of $20,000 is proposed to
replace the fuel pumps at The Courses at Watters Creek. The project will be funded with a transfer from the
Facility Maintenance Fund. General Fund support may decrease based upon actual revenues from green fees
and food & beverage exceeding budgets.
Hotel Occupancy Tax Fund
The Hotel Occupancy Tax Fund collects funds from a 7% tax on hotel rooms rented in the City of Allen. These
funds are used to support various projects that enhance and promote tourism, the arts and the
convention/hotel industry in the City of Allen.
Fund revenues for fiscal year 2019 are expected to total $1,901,028 with budgeted expenses of $1,738,124. Since
the Hotel Occupancy Tax Fund is directly benefited from the recruitment of events and programs held at Allen
Event Center, $235,000 is included to help offset performance guarantees, marketing, and advertising
expenses for the sporting events and performances that increase tourism and economic activity at local
hotels.
The fund budget also includes the costs of operating the City’s Convention and Visitors Bureau (CVB). CVB
operational and personnel costs are budgeted to be $1,166,024. This includes funding for the CVB’s targeted
marketing campaign for the opening of the Hotel and Convention Center.
Risk Management Fund
The Risk Management Fund is the combination of all risk and liability obligations the City incurs. Included
in the fund are health and dental costs, for which the City is self-insured. The fund also includes premiums
for workers’ compensation as well as property and liability insurance expenses. The City currently maintains
a prudent fund balance.
The cost of healthcare continues to increase and the City’s portion of premium costs are budgeted to increase
by approximately 5% for Plan A, Plan B and Plan C compared to FY2018. Employee contributions for all plans
will remain unchanged.
Based on an improved experience modifier, workers’ compensation insurance premiums and claims are
expected to decrease compared to the prior year. The budgeted amount for workers’ compensation coverage
is $530,000.
Property and Liability Insurance is anticipated to increase to a total budgeted amount of $779,300, which
includes several assets identified as not being covered on last year’s policy that are owned by the City of Allen.
The Risk Division continues to audit all policies on an ongoing basis.
20BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEWOVERVIEW
The Risk Management Fund continues to be in good financial condition. The fund balance continues to
provide the financial security needed if catastrophic claims should occur.
Capital Improvement Program (CIP)
In May 2016, Allen citizens authorized the future issuance of $93.15 million in General Obligation Bonds to
fund capital improvement projects over the next seven years. The projects identified within that bond
program represent a significant investment in infrastructure, public facilities and recreational assets. No debt
from the 2007 election is scheduled to be issued for FY2018 or FY2019. Only $2 million remains authorized
and unissued from the 2007 bond election for use at the Municipal Service Center.
In FY2019, proceeds of approximately $9.190 million from the 2016 G.O. Bond Election will be received as a
result of new bond issuance. From that issuance, the following projects will be initiated:
$3,539,880 for various Signal and Roadway Improvements throughout the community
$5,650,000 for expansion of the Central Fire Station
Conclusion
This completes the highlights of the 2019 fiscal year budget. It is appropriate to once again thank the
department directors who have put much time and expertise into the development of the budget. The
development of this budget would not have been possible without the hard work of our Finance Department,
including Eric Cannon, Steven Glickman and Chris Landrum. In addition, I would like to give a special thanks
to all City employees who continue the important work of providing quality services to our citizens.
Respectfully submitted,
Peter H. Vargas
City Manager
The City of Allen has experienced moderate growth in recent years. Pent-up demand in housing and
relocation to the City has resulted in an increase in recent housing prices. Housing costs are expected to
return to a more normal rate of increase in the foreseeable future as evidenced by a slowing rate of
reappraisal. Below is a discussion of influencing factors and the impact of economic trends on the current
budget, and other issues that could affect future budgets.
Capital Projects and Debt
The issue facing the City of Allen in current and future budgets is that, while revenue growth is expected to
be moderate, capital projects will be completed which will increase the funding needs for both debt service
payments and for maintenance and operation of newly constructed facilities. The initiative by the State of
Texas elected officials to further limit allowable property tax revenue growth will further complicate future
expansion of services. The citizens approved the bond election held in FY2016 authorizing the sale of $93.15
million for future bond issuance. The issuance of new debt will have an impact on the Debt Service Fund as
well as an increase in maintenance and operations as the capital projects are completed. The 2016 Bond
Election was approved to be issued over seven years. In FY2018, $8.355 million was issued. The Tax Cuts
and Jobs Act, passed by the federal government, eliminated the tax-exempt status of advanced refunding
bonds issued after December 31, 2017. Advance refunding bonds allow the city to take advantage of
declining interest rates. New debt has been issued with shorter maturity periods to compensate for the
elimination of advanced refunding bonds. The shorter maturity periods demand a premium. The addition
of short-term tax notes, along with the upgrade of our debt ratings will have long-term impacts on our
interest rates. The city uses deferment as the main management tool to control the increase in debt and
operating costs. The City of Allen is also exploring public-private and public-public partnerships to finance
public facilities.
Historically, Water and Sewer infrastructure has been financed on a pay-as-you-go basis. Faced with a
potentially substantial increase in rates driven by the increase in the wholesale cost of water and the
rehabilitation costs of aging infrastructure. City Council approved the combination of an increase in impact
fees for new construction and the debt financing of major rehabilitation projects. $9.330 million in revenue
bonds were sold in FY2018.
Compensation Philosophy
The city conducts a study of compensation for general schedule employees as compared to the market every
other year. This process took place in 2017 and implemented the findings in FY2018. The study identifies
positions that are 5% or more below the average market compensation. The positions identified are
increased by 5% regardless of market compensation deficiency. Another study is scheduled to occur in 2019
for implementation in FY2020. In even years, sworn personnel are compared to market data. Salary ranges
are adjusted to be at the market average based on position. This study was conducted in 2018 and will be
implemented in FY2019. Additionally, other City staff will be eligible for a four percent (4%) increase if their
performance exceeds expectation or is rated superior. Employees who meet expectation will receive a two
percent (2%) increase. Employees who do not meet expectations will not receive an increase and will be
subject to a performance improvement plan or termination. FY2019 includes funds dedicated to
strategically implement the compensation plan mentioned above.
ECONOMIC OUTLOOK
FISCAL YEAR 2018-2019
21BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEWOVERVIEW
The Risk Management Fund continues to be in good financial condition. The fund balance continues to
provide the financial security needed if catastrophic claims should occur.
Capital Improvement Program (CIP)
In May 2016, Allen citizens authorized the future issuance of $93.15 million in General Obligation Bonds to
fund capital improvement projects over the next seven years. The projects identified within that bond
program represent a significant investment in infrastructure, public facilities and recreational assets. No debt
from the 2007 election is scheduled to be issued for FY2018 or FY2019. Only $2 million remains authorized
and unissued from the 2007 bond election for use at the Municipal Service Center.
In FY2019, proceeds of approximately $9.190 million from the 2016 G.O. Bond Election will be received as a
result of new bond issuance. From that issuance, the following projects will be initiated:
$3,539,880 for various Signal and Roadway Improvements throughout the community
$5,650,000 for expansion of the Central Fire Station
Conclusion
This completes the highlights of the 2019 fiscal year budget. It is appropriate to once again thank the
department directors who have put much time and expertise into the development of the budget. The
development of this budget would not have been possible without the hard work of our Finance Department,
including Eric Cannon, Steven Glickman and Chris Landrum. In addition, I would like to give a special thanks
to all City employees who continue the important work of providing quality services to our citizens.
Respectfully submitted,
Peter H. Vargas
City Manager
The City of Allen has experienced moderate growth in recent years. Pent-up demand in housing and
relocation to the City has resulted in an increase in recent housing prices. Housing costs are expected to
return to a more normal rate of increase in the foreseeable future as evidenced by a slowing rate of
reappraisal. Below is a discussion of influencing factors and the impact of economic trends on the current
budget, and other issues that could affect future budgets.
Capital Projects and Debt
The issue facing the City of Allen in current and future budgets is that, while revenue growth is expected to
be moderate, capital projects will be completed which will increase the funding needs for both debt service
payments and for maintenance and operation of newly constructed facilities. The initiative by the State of
Texas elected officials to further limit allowable property tax revenue growth will further complicate future
expansion of services. The citizens approved the bond election held in FY2016 authorizing the sale of $93.15
million for future bond issuance. The issuance of new debt will have an impact on the Debt Service Fund as
well as an increase in maintenance and operations as the capital projects are completed. The 2016 Bond
Election was approved to be issued over seven years. In FY2018, $8.355 million was issued. The Tax Cuts
and Jobs Act, passed by the federal government, eliminated the tax-exempt status of advanced refunding
bonds issued after December 31, 2017. Advance refunding bonds allow the city to take advantage of
declining interest rates. New debt has been issued with shorter maturity periods to compensate for the
elimination of advanced refunding bonds. The shorter maturity periods demand a premium. The addition
of short-term tax notes, along with the upgrade of our debt ratings will have long-term impacts on our
interest rates. The city uses deferment as the main management tool to control the increase in debt and
operating costs. The City of Allen is also exploring public-private and public-public partnerships to finance
public facilities.
Historically, Water and Sewer infrastructure has been financed on a pay-as-you-go basis. Faced with a
potentially substantial increase in rates driven by the increase in the wholesale cost of water and the
rehabilitation costs of aging infrastructure. City Council approved the combination of an increase in impact
fees for new construction and the debt financing of major rehabilitation projects. $9.330 million in revenue
bonds were sold in FY2018.
Compensation Philosophy
The city conducts a study of compensation for general schedule employees as compared to the market every
other year. This process took place in 2017 and implemented the findings in FY2018. The study identifies
positions that are 5% or more below the average market compensation. The positions identified are
increased by 5% regardless of market compensation deficiency. Another study is scheduled to occur in 2019
for implementation in FY2020. In even years, sworn personnel are compared to market data. Salary ranges
are adjusted to be at the market average based on position. This study was conducted in 2018 and will be
implemented in FY2019. Additionally, other City staff will be eligible for a four percent (4%) increase if their
performance exceeds expectation or is rated superior. Employees who meet expectation will receive a two
percent (2%) increase. Employees who do not meet expectations will not receive an increase and will be
subject to a performance improvement plan or termination. FY2019 includes funds dedicated to
strategically implement the compensation plan mentioned above.
ECONOMIC OUTLOOK
FISCAL YEAR 2018-2019
22BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
Legislative Issues
In recent years, bills have been presented in the State Legislature that would limit the property tax revenues
taxing entities can collect. In particular, Senate Bill 2 was proposed during the 2017 legislative session and
if it passed, would have lowered the rollback tax rate which caps the amount of property taxes a city can
collect, having a serious impact on cities’ revenues and the services they can provide residents. The city will
continue to monitor legislation as the 2019 session begins. In addition, the city has continued to reallocate
the cost from the internal services department to the departments where the expenditure exists. This
provides greater transparency and more accurately reflects the cost of each function. Aligning the costs in
such a way allows the city to comply with this proposed legislation as intended. The city also stays updated
on legislation at the Federal level, such as health care reform, and has implemented the necessary budgetary
and personnel steps required as a result of the Patient Protection and Affordable Care Act (PPACA).
23BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
Legislative Issues
In recent years, bills have been presented in the State Legislature that would limit the property tax revenues
taxing entities can collect. In particular, Senate Bill 2 was proposed during the 2017 legislative session and
if it passed, would have lowered the rollback tax rate which caps the amount of property taxes a city can
collect, having a serious impact on cities’ revenues and the services they can provide residents. The city will
continue to monitor legislation as the 2019 session begins. In addition, the city has continued to reallocate
the cost from the internal services department to the departments where the expenditure exists. This
provides greater transparency and more accurately reflects the cost of each function. Aligning the costs in
such a way allows the city to comply with this proposed legislation as intended. The city also stays updated
on legislation at the Federal level, such as health care reform, and has implemented the necessary budgetary
and personnel steps required as a result of the Patient Protection and Affordable Care Act (PPACA).
The priorities and issues have not changed from the previous budget year, as the priority continues to be to
maintain the excellent service our residents have come to expect and maintain our organizational
efficiency. However, as the city continues to reach build out there is a continued shift from developing a
high-quality, livable community to maintaining a community that still feels and looks new.
Community Livability
The community’s quality of life, and attractiveness to businesses and residents is heavily influenced by the
investment in community facilities, parks and infrastructure, and the protection of natural resources. As
the community develops, constructing high-quality facilities and infrastructure helps establish a sense of
identity and pride, contributes to economic value over time and creates a place where people want to live
and work. Timely construction of facilities is critical to promoting growth and development as well as
ensuring key services are in place as the community grows. In addition, the development and
implementation of superior design standards will preserve value and quality over the long-term. To ensure
these standards are being met one additional Code Compliance Officer is included to implement a
commercial inspection program to focus on maintaining commercial properties and compliance with
zoning and property maintenance codes.
An increased contribution to the Facility Maintenance Fund of $734,500 from the revised FY2018 budget is
included from the General Fund. These funds are unprogrammed and used to fund large repairs to aging
infrastructure. In FY2018, these funds address several projects including, sealing windows and stone at City
Hall, remodeling the public restrooms at the Municipal Courts and Parks & Recreation (MCPAR) building,
updating the energy management system (EMS) at the Allen Senior Center (ASC) and the Service Center,
and replacing one of two chillers at City Hall. The unprogrammed funding provides the flexibility to make
repairs as they arise instead of having to put off the repairs until funds become available which could cause
further damage.
Over the past several years increase funding has been provided to street maintenance, in FY2019 the budget
is approximately $1.8 million. These funds will not only go to repair streets but also to make repairs to
sidewalks and alleys. The Community Development Corporation (CDC) has authorized several park
development and enhancements in the FY2019 budget. These projects include a redesign of the Ford Park
East, Rolling Hills Park design and improvements at the Allen Station Park. Parks increase the visual
appearance of the community providing a significant impact to the community as well as long-term
economic value.
An adequate supply of high-quality water has become a critical issue for the future prosperity of Texas,
where water is a limited resource. Due to increasing populations, water demand is projected to increase.
Protecting, managing and planning for the wise use of our water resources is an efficient and effective
strategy to meet future water supply needs. Efforts include implementing the Water Conservation and Water
Resource Management Plan and the Allen Land Development Code, promoting water conservation in the existing
community and future developments, improving infrastructure and working with the North Texas
PRIORITIES AND ISSUES
2018-2019 FISCAL YEAR
24BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
Municipal Water District (NTMWD) to protect and conserve water resources by providing rebates to
citizens for their water conservation efforts (over $115k in FY2018 and FY2019).
Mobility
The most successful transportation system provides a multi-model network that ensures safe and efficient
movement of people and goods while balancing environmental concerns and community needs. The City
of Allen’s transportation system should provide for the safe and efficient movement that complements the
surrounding land uses and promotes a livable environment. This means providing a transportation network
that 1) handles regional and local traffic with innovative solutions and appropriate state of the art systems;
and 2) provides viable transportation alternatives like a bicycling and walking network designed on a
human-scale.
Although the majority of the roadways in Allen have been built, there are a number of roadways,
particularly west of North Central Expressway, that need to be completed or expanded to create additional
capacity and connectivity. Local roadway expansions are financed through a combination of county
participation, developer contributions, impact fees, capital improvement bonds and other agreements. The
city regularly seeks grants and partnerships, as well as leverages county, state and federal resources for
roadway funding. In FY2016, voters authorized the sale of $23.89 million specifically to fund Streets and
Drainage projects throughout the city. These funds will be used to build new roads, upgrade traffic signals,
improve intersection efficiency, provide irrigation, lighting and landscaping for medians, and provide
pavement upgrades in the Central Business District.
As the city continues to build out and vacant land is absorbed by infill development, roadways will
experience additional trip demand and increasing traffic. Poorly designed and controlled intersections of
roadways, driveways and alleys can reduce the capacity of thoroughfares. To address these issues, traffic
signal retiming has been deemed as the least cost solution which results in the highest impact. Routine
evaluation of existing timing is occurring based on community growth, increased number of signals and an
expanding roadway network. The city uses an Advanced Transportation Management System that
monitors and manages the traffic signals through wireless communication at the Traffic Management
Center. As the system grows and new signals are added, the traffic management system is re-evaluated and
synchronized.
With continuous changes in the development of projects, the city has also made a point of emphasis to
evaluate the context of roadways and consider designs which best contribute to overall quality and
functionality of the built environment. While the established standard street cross-section designs are
appropriate for most projects, the city is flexible to modifications that improve traffic mobility and further
enhance the built environment. Median enhancements directly influence the visual attractiveness of the
community and contribute to overall quality and value, while roundabouts have demonstrated substantial
safety and operational benefits compared to other intersection forms and controls, with especially
significant reductions in fatal and injury crashes as they effectively manage traffic speeds. Lastly, the city’s
approach to roadways with context sensitive solutions effectively link streets and land use typologies to
create integrated designs that provide multi-modal transportation and aesthetic appeal.
An additional area of considerable investment comes in the form of alternative transportation modes, such
as bike/pedestrian mobility via the trail system; approximately $2 million is allocated in the budget for
enhancements, maintenance and further development of the trail system. The city continues to achieve
25BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
goals established in the Parks, Recreation and Open Space Master Plan which includes plans for trails and bike
routes.
Land Use and Design
Planning for a city’s future requires balancing land uses to meet the long-term needs of the population for
homes, employment, entertainment, shopping and recreation. Allen’s previous plans guided the city’s
growth from a small agricultural town to a new, high-quality suburban community. Today Allen is over
80% developed. Therefore, the land use and design for the city is focused on how the remaining vacant land
should be developed to ensure a balanced mix of housing, commercial and employment opportunities.
Adding this diversity will provide more choices for citizens and help keep Allen desirable to a broader range
of people. This plan promotes the development of Allen as a livable community with a balanced mix of high-
quality housing, commercial and employment choices. The emphasis on utilizing the remaining
undeveloped land for uses and development types that are currently under-represented in the city drives
the decisions for remaining development.
Currently, there is a limited amount of land developed as professional employment centers, thus most
residents travel outside the community for work. Focusing future development on additional employment
centers will balance the community’s land use mix, add value, reduce transportation and provide more
opportunities for residents. A primary tool for attracting development is through the use of Economic
Grant Incentives, which are funded primarily by the City, Economic Development Corporation (EDC) and
Community Development Corporation (CDC). Additionally, property tax abatements can be utilized to
lessen the tax burden on prospective developers.
An increased emphasis is also being placed on the continued development of high-value, unique places with
a distinctive character and sense of identity within the city. Popular developments, whether commercial or
residential, typically have a unique quality that makes them distinctive, or different from the surrounding
community. Such places create identity, unique experiences and greater economic value. A community of
distinctive places offers a diversity of experiences that meet the needs of more residents. Through the
development process, the city has emphasized opportunities for creating distinctive places. One such place
is the Heritage Village. Continued support for the rehabilitation of structures in the Heritage Village has
been offered by the City and CDC.
While a majority of Allen’s housing is in traditional suburban neighborhoods, the community is becoming
more diverse. Shifts in demographics and market trends are showing an increased demand for housing
options that support all stages of life, income levels, and lifestyles. The remaining residential development
has been identified for multiple uses, such as for families, singles, young professionals, seniors, persons
with disabilities, and multi-generational families. Additional support for mixed-use centers has been
integrated into the development process to provide distinctive destinations for living, working and
shopping lifestyles. The city reviews each development for appropriateness and has a high standard for
unique development characteristics. These include the mix of uses, pedestrian oriented design and
gathering spaces or focal points. Through the review process, the best designs and uses can be further
identified and implemented.
Municipal Water District (NTMWD) to protect and conserve water resources by providing rebates to
citizens for their water conservation efforts (over $115k in FY2018 and FY2019).
Mobility
The most successful transportation system provides a multi-model network that ensures safe and efficient
movement of people and goods while balancing environmental concerns and community needs. The City
of Allen’s transportation system should provide for the safe and efficient movement that complements the
surrounding land uses and promotes a livable environment. This means providing a transportation network
that 1) handles regional and local traffic with innovative solutions and appropriate state of the art systems;
and 2) provides viable transportation alternatives like a bicycling and walking network designed on a
human-scale.
Although the majority of the roadways in Allen have been built, there are a number of roadways,
particularly west of North Central Expressway, that need to be completed or expanded to create additional
capacity and connectivity. Local roadway expansions are financed through a combination of county
participation, developer contributions, impact fees, capital improvement bonds and other agreements. The
city regularly seeks grants and partnerships, as well as leverages county, state and federal resources for
roadway funding. In FY2016, voters authorized the sale of $23.89 million specifically to fund Streets and
Drainage projects throughout the city. These funds will be used to build new roads, upgrade traffic signals,
improve intersection efficiency, provide irrigation, lighting and landscaping for medians, and provide
pavement upgrades in the Central Business District.
As the city continues to build out and vacant land is absorbed by infill development, roadways will
experience additional trip demand and increasing traffic. Poorly designed and controlled intersections of
roadways, driveways and alleys can reduce the capacity of thoroughfares. To address these issues, traffic
signal retiming has been deemed as the least cost solution which results in the highest impact. Routine
evaluation of existing timing is occurring based on community growth, increased number of signals and an
expanding roadway network. The city uses an Advanced Transportation Management System that
monitors and manages the traffic signals through wireless communication at the Traffic Management
Center. As the system grows and new signals are added, the traffic management system is re-evaluated and
synchronized.
With continuous changes in the development of projects, the city has also made a point of emphasis to
evaluate the context of roadways and consider designs which best contribute to overall quality and
functionality of the built environment. While the established standard street cross-section designs are
appropriate for most projects, the city is flexible to modifications that improve traffic mobility and further
enhance the built environment. Median enhancements directly influence the visual attractiveness of the
community and contribute to overall quality and value, while roundabouts have demonstrated substantial
safety and operational benefits compared to other intersection forms and controls, with especially
significant reductions in fatal and injury crashes as they effectively manage traffic speeds. Lastly, the city’s
approach to roadways with context sensitive solutions effectively link streets and land use typologies to
create integrated designs that provide multi-modal transportation and aesthetic appeal.
An additional area of considerable investment comes in the form of alternative transportation modes, such
as bike/pedestrian mobility via the trail system; approximately $2 million is allocated in the budget for
enhancements, maintenance and further development of the trail system. The city continues to achieve
26BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
The funds that make up the operating budget are divided into three categories: Governmental Funds,
Proprietary Funds, and Component Units.
Governmental funds are those generally used to account for tax-supported governmental activities. The
city accounts and budgets for Governmental Funds using the modified accrual basis of accounting. This
means that revenue is recognized in the accounting period in which it becomes available and measurable,
while expenditures are recognized in the accounting period in which they are incurred.
General Fund
The General Fund accounts for all financial resources except those required to be accounted for in other
funds, and include basic governmental services such as Police, Fire and Parks functions, among others. All
general tax revenues and other receipts not allocated to other funds by law or contractual agreement are
accounted for in this fund.
Debt Service Fund
The Debt Service Fund accounts for the accumulation of resources for, and the payment of, general long-
term debt principal, interest and related costs. Debt Service expenditures are recognized when they mature.
Tax Increment Financing (TIF) Fund
The Tax Increment Financing Fund accounts for property tax and sales tax revenues and eligible
infrastructure expenditures associated with the city’s Tax Increment Financing (TIF) zones and related TIF
agreements.
Special Revenue Funds
The Special Revenue Funds account for the proceeds of certain revenue sources, the expenditure of which
are legally restricted for specified purposes.
Hotel Occupancy Tax Fund
The Hotel Occupancy Tax Fund is used to account for funds received from hotel occupancy tax and
expended as allowed by state law.
Asset Forfeiture Fund
The Asset Forfeiture Fund is used to account for seized funds or property awarded to the city by court
order and expended solely for law enforcement purposes.
Special Revenue Fund
The Special Revenue Fund is used to account for funds that have external legal restrictions associated
with their use.
FUND STRUCTURE
FISCAL YEAR 2018-2019
GOVERNMENTAL FUND TYPES
Grant Fund
The Grant Fund is used to account for monies received from other governmental agencies that have
restricted legal requirements and multi-year budgets. The city’s matching portion is transferred in from
the applicable operating fund.
Proprietary funds use the flow of economic resources measurement focus and the accrual basis of
accounting. Under this method, revenues are recorded when earned and expenses are recorded at the time
they are consumed. There are two types of proprietary funds included in the budget: Enterprise Funds and
Internal Service Funds.
Enterprise Funds
The Enterprise Funds are used to account for operations that are financed and operated in a manner
consistent with a private business enterprise. The intent of the governing body is that the cost (expenses,
including depreciation) of providing goods or services to the public be financed or recovered primarily
through user charges.
Water and Sewer Fund
The Water and Sewer Fund is used to account for the provision of water and sewer services to the
residents of the city. Activities include administration, operation and maintenance of the water and
sewer system and billing and collection activities. Acquisition and construction of major water and
sewer capital facilities and repayment of indebtedness from related bond issues and lease purchases are
also accounted for in this proprietary fund. All costs are financed through charges made to utility
customers. Rates are reviewed and adjusted when necessary to ensure the solvency of the fund.
Solid Waste Fund
The Solid Waste Fund is used to account for revenues and expenses associated with the privately
contracted trash collection service and the solid waste disposal contract with the North Texas Municipal
Water District.
Drainage Fund
The Drainage Fund is used to account for the provision of developing and maintaining proper drainage
services to the residents of the city.
Golf Course Fund
The Golf Course Fund was established to support the daily operations of The Courses at Watters Creek.
Purchased in October 2004, the golf course provides additional recreational opportunities for the
citizens of Allen and the surrounding region.
Internal Service Funds
The Internal Service Funds are used to account for financing of goods or services provided by one
department or agency to other departments or agencies of the city, or to other governmental units, on a
cost-reimbursement basis.
Replacement Fund
The Replacement Fund accounts for the cost associated with the acquisition of capital assets such as
vehicles, machinery and equipment through the rental of such items to other departments.
PROPRIETARY FUND TYPES
27BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
The funds that make up the operating budget are divided into three categories: Governmental Funds,
Proprietary Funds, and Component Units.
Governmental funds are those generally used to account for tax-supported governmental activities. The
city accounts and budgets for Governmental Funds using the modified accrual basis of accounting. This
means that revenue is recognized in the accounting period in which it becomes available and measurable,
while expenditures are recognized in the accounting period in which they are incurred.
General Fund
The General Fund accounts for all financial resources except those required to be accounted for in other
funds, and include basic governmental services such as Police, Fire and Parks functions, among others. All
general tax revenues and other receipts not allocated to other funds by law or contractual agreement are
accounted for in this fund.
Debt Service Fund
The Debt Service Fund accounts for the accumulation of resources for, and the payment of, general long-
term debt principal, interest and related costs. Debt Service expenditures are recognized when they mature.
Tax Increment Financing (TIF) Fund
The Tax Increment Financing Fund accounts for property tax and sales tax revenues and eligible
infrastructure expenditures associated with the city’s Tax Increment Financing (TIF) zones and related TIF
agreements.
Special Revenue Funds
The Special Revenue Funds account for the proceeds of certain revenue sources, the expenditure of which
are legally restricted for specified purposes.
Hotel Occupancy Tax Fund
The Hotel Occupancy Tax Fund is used to account for funds received from hotel occupancy tax and
expended as allowed by state law.
Asset Forfeiture Fund
The Asset Forfeiture Fund is used to account for seized funds or property awarded to the city by court
order and expended solely for law enforcement purposes.
Special Revenue Fund
The Special Revenue Fund is used to account for funds that have external legal restrictions associated
with their use.
FUND STRUCTURE
FISCAL YEAR 2018-2019
GOVERNMENTAL FUND TYPES
Grant Fund
The Grant Fund is used to account for monies received from other governmental agencies that have
restricted legal requirements and multi-year budgets. The city’s matching portion is transferred in from
the applicable operating fund.
Proprietary funds use the flow of economic resources measurement focus and the accrual basis of
accounting. Under this method, revenues are recorded when earned and expenses are recorded at the time
they are consumed. There are two types of proprietary funds included in the budget: Enterprise Funds and
Internal Service Funds.
Enterprise Funds
The Enterprise Funds are used to account for operations that are financed and operated in a manner
consistent with a private business enterprise. The intent of the governing body is that the cost (expenses,
including depreciation) of providing goods or services to the public be financed or recovered primarily
through user charges.
Water and Sewer Fund
The Water and Sewer Fund is used to account for the provision of water and sewer services to the
residents of the city. Activities include administration, operation and maintenance of the water and
sewer system and billing and collection activities. Acquisition and construction of major water and
sewer capital facilities and repayment of indebtedness from related bond issues and lease purchases are
also accounted for in this proprietary fund. All costs are financed through charges made to utility
customers. Rates are reviewed and adjusted when necessary to ensure the solvency of the fund.
Solid Waste Fund
The Solid Waste Fund is used to account for revenues and expenses associated with the privately
contracted trash collection service and the solid waste disposal contract with the North Texas Municipal
Water District.
Drainage Fund
The Drainage Fund is used to account for the provision of developing and maintaining proper drainage
services to the residents of the city.
Golf Course Fund
The Golf Course Fund was established to support the daily operations of The Courses at Watters Creek.
Purchased in October 2004, the golf course provides additional recreational opportunities for the
citizens of Allen and the surrounding region.
Internal Service Funds
The Internal Service Funds are used to account for financing of goods or services provided by one
department or agency to other departments or agencies of the city, or to other governmental units, on a
cost-reimbursement basis.
Replacement Fund
The Replacement Fund accounts for the cost associated with the acquisition of capital assets such as
vehicles, machinery and equipment through the rental of such items to other departments.
PROPRIETARY FUND TYPES
28BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
Facility Maintenance Fund
The Facility Maintenance Fund accounts for the cost associated with major maintenance items arising
from aging facilities throughout the city. An annual contribution from the General Fund is the sole
source of revenue with expenditures being decided on a year to year basis by Executive Staff based on
need.
Risk Management Fund
The Risk Management Fund accounts for the health insurance portion of employee and retiree benefits,
for which the city is self-insured. The fund also includes property and liability insurance and worker’s
compensation insurance, as well as the administrative costs of operating the fund. The total costs of this
fund are charged proportionally to each of the other operating funds.
Component units are legally separate entities for which the city is financially accountable. The city is
considered financially accountable for its component units because the City Council appoints the board
members, approves the budgets, authorizes debt issuances, and has access to the organizations’ resources.
Allen Economic Development Corporation (AEDC)
The AEDC is responsible for aiding, promoting and furthering economic development within the city.
Community Development Corporation (CDC)
The CDC is responsible for supporting improvements in community parks and recreation, streets and
sidewalks, public safety and the community library.
The chart below shows the relationship among the various funds and their primary revenue sources.
Revenue Sources
Property
Tax
Sales &
Use Tax
User
Fees
Special
Revenue
Internal
Services
General Fund X X X
Debt Service Fund X
TIF Fund X X
Community Dev Corp X
Economic Dev Corp X
Water & Sewer X
Solid Waste X
Drainage X
Golf Course X
Hotel Tax Fund X
Asset Forfeiture X
Special Revenue X
Grant Fund X
Replacement Fund X
Facility Maintenance X
Risk Management X
COMPONENT UNITS
In addition to the funds presented in this document, the following funds, although not part of the annual
operating budget, are audited each year and are included in the city’s Comprehensive Annual Financial
Report (CAFR). All are classified as Governmental fund types.
Capital Projects Funds
The Capital Projects Funds account for all resources used for the acquisition and/or construction of major
capital facilities by the city, except those financed by proprietary funds and trust funds. The budget for
these funds are presented by project type as a five-year plan in the city’s Capital Improvement Program
document. This document is approved, and the updated plan is adopted, each year at the same time the
annual operating budget is adopted. These funds include: General Capital Projects, General Obligation
Bond Fund, and Drainage Improvements. More detailed explanations of the purpose of each fund may be
found in the Comprehensive Annual Financial Report.
Other Special Revenue Funds
Although this fund is not included in the annual adopted operating budget, the proceeds from this revenue
source are legally restricted to expenditures for specific purposes. The purpose of this fund is as follows:
Park Dedication Fund
To account for funds received and expended for the acquisition of additional park land and for the
development of neighborhood parks.
OTHER FUNDS
29BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
Facility Maintenance Fund
The Facility Maintenance Fund accounts for the cost associated with major maintenance items arising
from aging facilities throughout the city. An annual contribution from the General Fund is the sole
source of revenue with expenditures being decided on a year to year basis by Executive Staff based on
need.
Risk Management Fund
The Risk Management Fund accounts for the health insurance portion of employee and retiree benefits,
for which the city is self-insured. The fund also includes property and liability insurance and worker’s
compensation insurance, as well as the administrative costs of operating the fund. The total costs of this
fund are charged proportionally to each of the other operating funds.
Component units are legally separate entities for which the city is financially accountable. The city is
considered financially accountable for its component units because the City Council appoints the board
members, approves the budgets, authorizes debt issuances, and has access to the organizations’ resources.
Allen Economic Development Corporation (AEDC)
The AEDC is responsible for aiding, promoting and furthering economic development within the city.
Community Development Corporation (CDC)
The CDC is responsible for supporting improvements in community parks and recreation, streets and
sidewalks, public safety and the community library.
The chart below shows the relationship among the various funds and their primary revenue sources.
Revenue Sources
Property
Tax
Sales &
Use Tax
User
Fees
Special
Revenue
Internal
Services
General Fund X X X
Debt Service Fund X
TIF Fund X X
Community Dev Corp X
Economic Dev Corp X
Water & Sewer X
Solid Waste X
Drainage X
Golf Course X
Hotel Tax Fund X
Asset Forfeiture X
Special Revenue X
Grant Fund X
Replacement Fund X
Facility Maintenance X
Risk Management X
COMPONENT UNITS
In addition to the funds presented in this document, the following funds, although not part of the annual
operating budget, are audited each year and are included in the city’s Comprehensive Annual Financial
Report (CAFR). All are classified as Governmental fund types.
Capital Projects Funds
The Capital Projects Funds account for all resources used for the acquisition and/or construction of major
capital facilities by the city, except those financed by proprietary funds and trust funds. The budget for
these funds are presented by project type as a five-year plan in the city’s Capital Improvement Program
document. This document is approved, and the updated plan is adopted, each year at the same time the
annual operating budget is adopted. These funds include: General Capital Projects, General Obligation
Bond Fund, and Drainage Improvements. More detailed explanations of the purpose of each fund may be
found in the Comprehensive Annual Financial Report.
Other Special Revenue Funds
Although this fund is not included in the annual adopted operating budget, the proceeds from this revenue
source are legally restricted to expenditures for specific purposes. The purpose of this fund is as follows:
Park Dedication Fund
To account for funds received and expended for the acquisition of additional park land and for the
development of neighborhood parks.
OTHER FUNDS
30BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
Budget Process
The budget process is an annual activity as set forth in the City Charter, Article IV, Section 4.01 to 4.10. The
City Council adopts an annual budget prepared by City Management. It is part of the strategic planning
process the City of Allen uses to proactively forecast programs needed in a growing community. The budget
process starts each year in December with the city staff analyzing new projects and goals that the City Council
has identified as areas of interest and would like to see developed into the strategic plan. The Finance
department updates projections of major revenue sources to determine whether total expenditures will need
to be adjusted accordingly at midyear. Starting in January, departments begin preparing their personnel
requests for the coming year; these are due to Human Resources in February, to allow time for evaluation and
pricing prior to inputting budgets.
Starting in January and continuing through March departments prepare their requests for items to be
replaced from the Replacement Fund. The Fleet Coordinator and Community Services Assistant Director
determine if the item requires replacement based on a set of criteria. The criteria include physical condition,
age, mileage (or operating hours) and maintenance costs. Items meeting the criteria with positive equity
balances in the Replacement Fund are recommended for replacement to the City Manager. If items need to
be replaced and do not have a positive equity balance, the difference can be made up from the requesting
departments operating funds with the approval of the City Manager.
At the budget kick-off meeting in March, the City Manager gives departments the guidelines to be used in
preparing budget requests. The budget is broken down into three parts: a year-end estimate, a base budget
for the upcoming year and new programs for the new fiscal year.
The year-end estimate is a projection of revenues and expenditures for the remainder of the
current fiscal year. All accounts are evaluated to determine whether they need to be adjusted from
current budgets. Accounts that are under or over budget are revised to meet year-end needs. New
projects are not added to the year-end estimate. Only the cost for maintaining the current base
operation is revised as needed.
The base budget estimate for the upcoming fiscal year is the proposed cost for maintaining the
current base operation, and assumes no additions of personnel or equipment. Activities that
require additional resources to maintain the current service level, due to factors such as growth or
new facilities, are considered additions to the base budget, and are included in the new programs
part of the budget. Increases to the operating portion of the base estimate are limited by a set
percentage that is tied to an economic indicator to reflect inflation. All capital and one-time
purchases from the previous fiscal year are not included in the base budget.
The third part of the budget are new programs. These are defined as any change in program
emphasis, expenditure of funds, or allocation of personnel or equipment that will result in a change
in the level of service currently being delivered. All requests for new personnel, fleet, or equipment
that represent a net addition to the operation are included in new costs. For each new program,
BUDGET PROCESS: BUDGETING BASIS
FISCAL YEAR 2018-2019
the department provides a description, itemization, and justification for all costs included in the
new program. These are submitted by the departments in a list prioritized according to need.
When all three parts of the budget have been prepared by the departments, Finance reviews them to ensure
they are within the budget guidelines. Once all departmental budgets are completed, each Director meets
with the City Manager to discuss their requests for the upcoming year, as well as any adjustments needed in
the current year. The City Manager makes any necessary changes, and submits the proposed budget to
Council prior to August 10th. At the budget workshop meeting in August, Council reviews the budget with
the City Manager and department heads, and discusses their opinions and any concerns.
After the Council budget workshop, there are public hearings on the budget and public hearings on the tax
rate. Although public hearings on the tax rate are only required by law if certain criteria are met, the city
conducts two public hearings each year whether required or not. This gives Citizens a chance to voice their
opinions. In the FY2019 budget process, two public hearings were required on the tax rate. To be consistent,
the city chose to hold two public hearings on the FY2019 budget as well.
The City Council adopts the final budget at the first regular Council meeting in September.
Budget Adjustments/Amendments
Budget changes that do not affect the “bottom line” total for a department, but transfer dollars from one line-
item to another within a department’s operating budget, or changes between divisions within a department,
are allowed at each Director’s discretion. Any budget adjustment that brings about a change in the total
appropriation for a department may be allowed by the City Manager at the written request of the department,
based on the city’s ability to fund the request. Any budget adjustment that brings about a change in total
appropriations requires Council’s approval in the form of an ordinance.
31BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
Budget Process
The budget process is an annual activity as set forth in the City Charter, Article IV, Section 4.01 to 4.10. The
City Council adopts an annual budget prepared by City Management. It is part of the strategic planning
process the City of Allen uses to proactively forecast programs needed in a growing community. The budget
process starts each year in December with the city staff analyzing new projects and goals that the City Council
has identified as areas of interest and would like to see developed into the strategic plan. The Finance
department updates projections of major revenue sources to determine whether total expenditures will need
to be adjusted accordingly at midyear. Starting in January, departments begin preparing their personnel
requests for the coming year; these are due to Human Resources in February, to allow time for evaluation and
pricing prior to inputting budgets.
Starting in January and continuing through March departments prepare their requests for items to be
replaced from the Replacement Fund. The Fleet Coordinator and Community Services Assistant Director
determine if the item requires replacement based on a set of criteria. The criteria include physical condition,
age, mileage (or operating hours) and maintenance costs. Items meeting the criteria with positive equity
balances in the Replacement Fund are recommended for replacement to the City Manager. If items need to
be replaced and do not have a positive equity balance, the difference can be made up from the requesting
departments operating funds with the approval of the City Manager.
At the budget kick-off meeting in March, the City Manager gives departments the guidelines to be used in
preparing budget requests. The budget is broken down into three parts: a year-end estimate, a base budget
for the upcoming year and new programs for the new fiscal year.
The year-end estimate is a projection of revenues and expenditures for the remainder of the
current fiscal year. All accounts are evaluated to determine whether they need to be adjusted from
current budgets. Accounts that are under or over budget are revised to meet year-end needs. New
projects are not added to the year-end estimate. Only the cost for maintaining the current base
operation is revised as needed.
The base budget estimate for the upcoming fiscal year is the proposed cost for maintaining the
current base operation, and assumes no additions of personnel or equipment. Activities that
require additional resources to maintain the current service level, due to factors such as growth or
new facilities, are considered additions to the base budget, and are included in the new programs
part of the budget. Increases to the operating portion of the base estimate are limited by a set
percentage that is tied to an economic indicator to reflect inflation. All capital and one-time
purchases from the previous fiscal year are not included in the base budget.
The third part of the budget are new programs. These are defined as any change in program
emphasis, expenditure of funds, or allocation of personnel or equipment that will result in a change
in the level of service currently being delivered. All requests for new personnel, fleet, or equipment
that represent a net addition to the operation are included in new costs. For each new program,
BUDGET PROCESS: BUDGETING BASIS
FISCAL YEAR 2018-2019
the department provides a description, itemization, and justification for all costs included in the
new program. These are submitted by the departments in a list prioritized according to need.
When all three parts of the budget have been prepared by the departments, Finance reviews them to ensure
they are within the budget guidelines. Once all departmental budgets are completed, each Director meets
with the City Manager to discuss their requests for the upcoming year, as well as any adjustments needed in
the current year. The City Manager makes any necessary changes, and submits the proposed budget to
Council prior to August 10th. At the budget workshop meeting in August, Council reviews the budget with
the City Manager and department heads, and discusses their opinions and any concerns.
After the Council budget workshop, there are public hearings on the budget and public hearings on the tax
rate. Although public hearings on the tax rate are only required by law if certain criteria are met, the city
conducts two public hearings each year whether required or not. This gives Citizens a chance to voice their
opinions. In the FY2019 budget process, two public hearings were required on the tax rate. To be consistent,
the city chose to hold two public hearings on the FY2019 budget as well.
The City Council adopts the final budget at the first regular Council meeting in September.
Budget Adjustments/Amendments
Budget changes that do not affect the “bottom line” total for a department, but transfer dollars from one line-
item to another within a department’s operating budget, or changes between divisions within a department,
are allowed at each Director’s discretion. Any budget adjustment that brings about a change in the total
appropriation for a department may be allowed by the City Manager at the written request of the department,
based on the city’s ability to fund the request. Any budget adjustment that brings about a change in total
appropriations requires Council’s approval in the form of an ordinance.
32BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
January 20, 2018 Strategic Planning with Council
January 29 Vehicle replacement lists, forms, and instructions sent to departments
February 26 Personnel requests due to Human Resources
March 9 Technology requests due to I.T.
March 9 Vehicle/equipment replacement requests due to Finance (inspections - 3/28)
March 9 Facility Maintenance Requests due to Engineering
March 15 & 22 Budget training (March 15th at 10am and 2pm; March 22nd at 10am and 2pm)
March 20 Budget Kickoff (10am, Council chambers)
March 26 Preliminary meeting - Risk fund (Finance & HR)
April 5 Vehicle Replacement Committee Meets
April 5 Technology Committee Meets
April 6 Budget input deadline Level - Department (roll on 4/9)
April 13 Facility Maintenance recommendations to City Manager
April 13 Vehicle Replacement to City Manager
April 13 Risk fund meeting with City Manager (Finance & HR)
April 13 CIP/Bond meeting with City Manager
April 20 Budget input deadline (Level - Director) and Ranking Sheets due for all departments (roll on 4/23)
April 20 Capital Projects (CIP) information due to Engineering department
April 23 - May 11 Finance reviews departmental submittals; meets with departments as needed
April 30 - May 4 Staff review of Hotel Tax Grant applications
May 15 Personnel recommendations to City Manager (Finance & HR)
May 15 Technology recommendations to CM
May 15 Preliminary meeting - Allen Event Center
May 15 Hotel Tax Committee makes recommendations to City Manager
May 29 - June 6 City Manager/department head budget review (Memorial Day holiday is Monday, May 28th)
June 12 Department summary pages due to Finance; Org charts to Finance from Human Resources
June 13 - 22 Final budget preparations
June 26 Preliminary budget information to Council
July 3 Departmental performance measures due to Finance
July 11 Briefing to department heads on proposed budget
July 24 Deliver Proposed Budget to City Council; Council sets public hearing dates for budget & tax rate;
Council takes record vote to place on the agenda of a future meeting and proposal to adopt the tax rate
July 25 Deadline for chief appraiser to certify rolls to taxing units
July 26 Calculation of effective and rollback tax rates (County publishes in 8/2 paper)
Aug 2 (Thurs)County publishes Notice of 2018 Tax Year Property Tax Rates (at least 7 days before public hearing);
post on City website and cable channel until 9/13 (or day after last public hearing)
Aug 2 (Thurs)City publishes first notice of public hearing on budget (5 to 15 days before public hearing)
August 7 CIP document to Planning & Zoning Commission
August 14 First public hearings for budget and tax rate; announce date, time, and place of vote on tax rate
August 16 (Thurs)City publishes second notice of public hearing on budget (5 to 15 days before public hearing)
August 17 - 19 Council budget workshop
August 28 Second public hearing for budget and tax rate; announce date, time, and place of vote on tax rate
August 29 Remove notice of public hearing from website and TV; post Notice of Vote on Tax rate until 9/12
September 11 Adopt budget at City Council meeting; adopt tax rate at City Council meeting
September 12 Post supplemental notice on website and cable channel (post until 9/30)
October 19 Final document published (to CM office for 10/23 Council meeting)
BUDGET CALENDAR
FISCAL YEAR 2018-2019
33BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
Strategic Plan
The City of Allen takes the “team approach” to strategic planning. All departments participate in the
development of the city’s Strategic Plan, which is a detailed expansion of the eight goal statements
developed by the City Council. The City Council, along with the City Manager and Directors, have identified
one or more strategies related to each goal. Each of those strategies have one or more objectives which are
incorporated into the budget as resources are needed to achieve them. Department summaries found
throughout this document identify tasks related to attaining these objectives, in addition to normal “daily”
operations.
Each year, beginning in October, departments provide the City Manager’s office with an updated status for
each objective, as well as any suggestions for additional objectives which will help achieve the city’s overall
goals. These are compiled into the updated Strategic Plan document, which is presented to Council at the
January strategic planning session. This session is attended by the Council, the City Manager, Assistant
City Managers, Assistant to the City Manager, and Department Directors. At this meeting, Council reviews
the status of existing goals, and identifies additional goals. Based on this input, any newly identified goals
and objectives are then incorporated into the revised, updated document.
On the following pages, the Strategic Plan Summary is presented, followed by a list of the objectives for each
goal strategy. The information presented here is from the 2018 Strategic Plan document, which was the
basis and justification for budget items requested for FY2019.
Capital Budget
The capital planning and budgeting process is a major, ongoing part of the strategic planning process. Each
year, the Engineering and Finance departments, working with other departments, re-evaluate project
priorities, review funding sources, and identify new projects, as needed. This information is incorporated
into the five-year CIP document. The updated document is given to the City Council in late July, at the same
time the proposed budget is presented. Approved by Council at the same time the annual operating budget
is adopted, this document is used as a guide for project, debt and other related budget planning. As such,
future years are subject to change. In addition, debt issuance for future projects may be subject to voter
approval.
Throughout the year projects are monitored and reprioritized, as necessary. The city utilizes the project
accounting and budgeting components of the financial software to assist with the monitoring aspect of the
process. Quarterly reports are provided to Council to keep them informed of the status of projects.
Information from the CIP document, along with further discussion of capital projects, may be found in the
“Capital Improvements” section of this book.
BUDGET PROCESS: STRATEGIC PLAN
FISCAL YEAR 2018-2019
34BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
2018 STRATEGIC PLAN
IMPLEMENTATION PLAN
Goal 1. Enhance Community Livability and Safety Responsibility Target
Date
Continue to provide progressive and efficient emergency services
Ongoing Objectives:
Effectively use technology to enhance public safety services Police Jan-19
Research the feasibility of using high speed license plate scanners for increased public safety Police/ IT Jun-18
Manage growth and development to preserve Allen's character and maintain neighborhood
vitality
Ongoing Objectives:
Develop a comprehensive, long-term approach to maintain vitality for older neighborhoods and
commercial developments Comm. Dev./ AEDC Dec-19
Identify, communicate and facilitate awareness of services available to residents
Ongoing Objectives:
Identify the Collin County Services available to Allen residents and encourage the County to have a
higher profile in Allen Comm. Dev./ CMO Jun-18
Renovate and Construct Neighborhood Parks with Designs for Water Conservation
Ongoing Objectives:
Construct Windridge Neighborhood Park P&R Mar-18
Consider updates to the Allen Land Development Code
Ongoing Objectives:
Develop recommendation for signage, landscape and setback regulations along S.H. 121 Comm. Dev. Mar-18
Develop recommendations regarding Townhome Regulations Comm. Dev. Apr-18
Develop recommendations regarding Food Trucks and Special Events Comm. Dev./ Fire/
P&R May-18
Review current process for Special Event/ Temporary Use Permits to provide more flexibility Comm. Dev. Apr-18
Research and report on projected market conditions for mixed-use projects
Ongoing Objectives:
Include future projections of market conditions of urban residential components Comm. Dev. Jul-18
Research potential land-use concepts for large remaining undeveloped Single Family
Residential property
Ongoing Objectives:
Talk with property owner to discuss potential concepts Comm. Dev. Aug-18
Recommend contractual services for certain operations during high growth
Ongoing Objectives:
Review operational demands that peak during high growth periods Comm. Dev./ HR Apr-18
Goal 2.Responsibility Target
Date
Create recreational partnerships
Ongoing Objectives:
Continue partnership with ASA for future athletic facility and recreation opportunities P&R Dec-21
Goal 3. Improve regional mobility through transportation initiatives Responsibility Target
Date
Develop a local/regional transit plan including mass transit/light rail
Ongoing Objectives:
Monitor state legislation regarding public transportation funding Eng.Jun-19
Continue to leverage County, State (TxDOT) and Federal resources for road funding
Ongoing Objectives:
Work with TxDOT on US 75 Eng.Dec-23
Continue partnerships with County for new roadway projects Eng.Dec-23
-
Strategy -
-
-
Strategy -
Strategy -
Strategy -
Strategy -
Strategy -
Strategy -
-
-
-
Strategy -
-
-
Cultivate regional alliances and partnerships with agencies and
governmental units that affect Allen
Strategy -
-
Strategy -
Strategy -
-
-
-
-
-
-
-
Goal 4. Responsibility Target
Date
Continue to seek open space funding
Ongoing Objectives:
Advance Molsen Farm project to begin development in 2019 P&R Jun-21
Plan for the design and construction of needed City Parks and Recreation Facilities
Ongoing Objectives:
Establish new community park west of US 75 - Spirit Park P&R Aug-25
Signify the City of Allen through beautification efforts
Ongoing Objectives:
Implement the Public Art Master Plan P&R Jun-18
Encourage the awareness and use of Library services and programs through marketing,
outreach, and a welcoming social environment
Ongoing Objectives:
Provide a positive experience and welcoming environment for Library patrons Library Jun-22
Advance Trails Plan to ensure continuation and connectivity of the trails system
Ongoing Objectives:
- Update the City of Allen Trail Master Plan P&R/ Comm. Dev. Sep-18
Continue to support the Allen Convention & Visitors Bureau initiatives to establish Allen as a
tourism destination
Ongoing Objectives:
- Provide recommendations to continue to support Allen as a regional destination CVB Feb-19
Goal 5. Systematically invest in public infrastructure Responsibility Target
Date
Implementation of the G.O. Bond, Capital Improvement Program (CIP)
Ongoing Objectives:
Implement the 2007-2023 CIP GO Bond Program Eng.Dec-23
Construct and improve roadway infrastructure
Ongoing Objectives:
East Stacy Road Improvement - Phase II Eng.May-18
Ridgeview Drive Eng.Dec-20
Ridgeview Interchange with US 75 Eng.Dec-19
Plan for the construction of needed City facilities
Ongoing Objectives:
Renovate/ Expand Central Fire Station Eng.Jun-20
Construct Fire Station 6 Eng./ Fire Dec-24
- Complete a Master Plan Study of the Municipal Complex Eng./ CMO Aug-18
Goal 6. Maintain operational excellence in City government services Responsibility Target
Date
Utilize technology for optimum performance and customer service
Ongoing Objectives:
Expand use of GIS tools IT Jun-19
Implement the IT Master Plan IT/ City Sec. Oct-19
- Update the IT Master Plan for next 5 years IT Oct-20
Develop Human Resources programs to become the City that is the "Employer of Choice"
Ongoing Objectives:
Continue to improve and retain quality staff HR Oct-18
Continually review and address HR programs to maintain an excellent workforce HR May-18
-Cultivate the development of a diverse, culturally competent workforce to encourage an inclusive
workplace HR Jan-19
- Implement a comprehensive Organizational Development Program HR Jan-19
Ensure excellent fiscal management to maintain public trust
Ongoing Objectives:
Monitor the City's capital investments during economic challenges Finance May-18
Strengthen City Council/ Board relationship
Ongoing Objectives:
-Review schedules for Annual Board & Commission Reports City Sec. Apr-18
Strategy -
Strategy -
Signify, enhance and communicate Allen's identity to the region and
the nation
Strategy -
Strategy -
-
-
-
-
Strategy -
Strategy -
Strategy -
-
-
-
-
Strategy -
Strategy -
-
-
Strategy -
Strategy -
-
-
-
-
Strategy -
-
Strategy -
35BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
2018 STRATEGIC PLAN
IMPLEMENTATION PLAN
Goal 1. Enhance Community Livability and SafetyResponsibilityTarget
Date
Continue to provide progressive and efficient emergency services
Ongoing Objectives:
Effectively use technology to enhance public safety servicesPoliceJan-19
Research the feasibility of using high speed license plate scanners for increased public safetyPolice/ IT Jun-18
Manage growth and development to preserve Allen's character and maintain neighborhood
vitality
Ongoing Objectives:
Develop a comprehensive, long-term approach to maintain vitality for older neighborhoods and
commercial developmentsComm. Dev./ AEDC Dec-19
Identify, communicate and facilitate awareness of services available to residents
Ongoing Objectives:
Identify the Collin County Services available to Allen residents and encourage the County to have a
higher profile in AllenComm. Dev./ CMO Jun-18
Renovate and Construct Neighborhood Parks with Designs for Water Conservation
Ongoing Objectives:
Construct Windridge Neighborhood ParkP&RMar-18
Consider updates to the Allen Land Development Code
Ongoing Objectives:
Develop recommendation for signage, landscape and setback regulations along S.H. 121Comm. Dev. Mar-18
Develop recommendations regarding Townhome RegulationsComm. Dev. Apr-18
Develop recommendations regarding Food Trucks and Special EventsComm. Dev./ Fire/
P&RMay-18
Review current process for Special Event/ Temporary Use Permits to provide more flexibilityComm. Dev. Apr-18
Research and report on projected market conditions for mixed-use projects
Ongoing Objectives:
Include future projections of market conditions of urban residential componentsComm. Dev. Jul-18
Research potential land-use concepts for large remaining undeveloped Single Family
Residential property
Ongoing Objectives:
Talk with property owner to discuss potential conceptsComm. Dev. Aug-18
Recommend contractual services for certain operations during high growth
Ongoing Objectives:
Review operational demands that peak during high growth periodsComm. Dev./ HR Apr-18
Goal 2.ResponsibilityTarget
Date
Create recreational partnerships
Ongoing Objectives:
Continue partnership with ASA for future athletic facility and recreation opportunitiesP&RDec-21
Goal 3. Improve regional mobility through transportation initiativesResponsibilityTarget
Date
Develop a local/regional transit plan including mass transit/light rail
Ongoing Objectives:
Monitor state legislation regarding public transportation fundingEng.Jun-19
Continue to leverage County, State (TxDOT) and Federal resources for road funding
Ongoing Objectives:
Work with TxDOT on US 75Eng.Dec-23
Continue partnerships with County for new roadway projectsEng.Dec-23
-
Strategy -
-
-
Strategy -
Strategy -
Strategy -
Strategy -
Strategy -
Strategy -
-
-
-
Strategy -
-
-
Cultivate regional alliances and partnerships with agencies and
governmental units that affect Allen
Strategy -
-
Strategy -
Strategy -
-
-
-
-
-
-
-
Goal 4. Responsibility Target
Date
Continue to seek open space funding
Ongoing Objectives:
Advance Molsen Farm project to begin development in 2019 P&R Jun-21
Plan for the design and construction of needed City Parks and Recreation Facilities
Ongoing Objectives:
Establish new community park west of US 75 - Spirit Park P&R Aug-25
Signify the City of Allen through beautification efforts
Ongoing Objectives:
Implement the Public Art Master Plan P&R Jun-18
Encourage the awareness and use of Library services and programs through marketing,
outreach, and a welcoming social environment
Ongoing Objectives:
Provide a positive experience and welcoming environment for Library patrons Library Jun-22
Advance Trails Plan to ensure continuation and connectivity of the trails system
Ongoing Objectives:
- Update the City of Allen Trail Master Plan P&R/ Comm. Dev. Sep-18
Continue to support the Allen Convention & Visitors Bureau initiatives to establish Allen as a
tourism destination
Ongoing Objectives:
- Provide recommendations to continue to support Allen as a regional destination CVB Feb-19
Goal 5. Systematically invest in public infrastructure Responsibility Target
Date
Implementation of the G.O. Bond, Capital Improvement Program (CIP)
Ongoing Objectives:
Implement the 2007-2023 CIP GO Bond Program Eng.Dec-23
Construct and improve roadway infrastructure
Ongoing Objectives:
East Stacy Road Improvement - Phase II Eng.May-18
Ridgeview Drive Eng.Dec-20
Ridgeview Interchange with US 75 Eng.Dec-19
Plan for the construction of needed City facilities
Ongoing Objectives:
Renovate/ Expand Central Fire Station Eng.Jun-20
Construct Fire Station 6 Eng./ Fire Dec-24
- Complete a Master Plan Study of the Municipal Complex Eng./ CMO Aug-18
Goal 6. Maintain operational excellence in City government services Responsibility Target
Date
Utilize technology for optimum performance and customer service
Ongoing Objectives:
Expand use of GIS tools IT Jun-19
Implement the IT Master Plan IT/ City Sec. Oct-19
- Update the IT Master Plan for next 5 years IT Oct-20
Develop Human Resources programs to become the City that is the "Employer of Choice"
Ongoing Objectives:
Continue to improve and retain quality staff HR Oct-18
Continually review and address HR programs to maintain an excellent workforce HR May-18
-Cultivate the development of a diverse, culturally competent workforce to encourage an inclusive
workplace HR Jan-19
- Implement a comprehensive Organizational Development Program HR Jan-19
Ensure excellent fiscal management to maintain public trust
Ongoing Objectives:
Monitor the City's capital investments during economic challenges Finance May-18
Strengthen City Council/ Board relationship
Ongoing Objectives:
-Review schedules for Annual Board & Commission Reports City Sec. Apr-18
Strategy -
Strategy -
Signify, enhance and communicate Allen's identity to the region and
the nation
Strategy -
Strategy -
-
-
-
-
Strategy -
Strategy -
Strategy -
-
-
-
-
Strategy -
Strategy -
-
-
Strategy -
Strategy -
-
-
-
-
Strategy -
-
Strategy -
36BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
Goal 7. Responsibility Target
Date
Identify the type of industry the City of Allen desires to recruit to the SH121 corridor and
encourage development of commercial space that is most attractive to meet those needs
Ongoing Objectives:
Use partnerships and zoning to attract development that will maximize the value of the 121 Corridor AEDC/ Comm. Dev. Dec-18
Be prepared to recruit/support corporate relocation candidates to Allen AEDC Dec-18
Create and implement a timetable for public and private investment in the area surrounding
the U.S. 75 and S.H. 121 interchange
Ongoing Objectives:
Continue dialogue with Developers regarding their plans for a mixed-use development (U.S. 75 and S.H.
121 interchange)AEDC/ Comm. Dev. Dec-18
Use public incentives to affect the timeline and development of the projects in this area (U.S. 75 and S.H.
121 interchange)AEDC/ Comm. Dev. Dec-18
Continue to target prospects to achieve City goals for company recruitment and business
retention
Ongoing Objectives:
Recruit other service oriented developments to Allen AEDC Jan-19
Develop and Promote Business Parks AEDC Dec-18
Recruit Innovation Companies AEDC Dec-18
Recruit Data Centers AEDC Dec-18
Explore new avenues to encourage economic development AEDC Dec-18
Manage growth and redevelopment
Ongoing Objectives:
Begin focusing on redevelopment of older commercial areas AEDC/ Comm. Dev. Dec-18
Create a viable Central Business District (CBD)
Ongoing Objectives:
Redefine the vision for the CBD Comm. Dev. Dec-18
Evaluate the cost/benefit of redevelopment of the CBD Comm. Dev. Dec-18
Invest in CBD Infrastructure Comm. Dev. Dec-18
Identify potential developers for the CBD AEDC/ Comm. Dev. Dec-18
Goal 8. Responsibility Target
Date
Support efforts to assure continuity/restoration of current water supply to North Texas
Municipal Water District and development of future water rights for the region
Ongoing Objectives:
Support regional efforts to assure that NTMWD's plans to restore Lake Texoma Water are successful Comm. Serv. Dec-18
Support regional efforts to construct new reservoirs and acquire additional water sources that will add
to NTMWD's water rights Comm. Serv. Dec-18
Work with NTMWD to protect and conserve water resources
Ongoing Objectives:
Work with other member cities to review NTMWD's service philosophy and to examine such issues as
governance, sources of water supply, and rate structure Comm. Serv. Dec-18
Strategy -
-
-
Provide economic investment that increases employment
opportunity, the tax base, and provides desired goods and services
for residents and contributes to the community character and
identity
-
-
Strategy -
Strategy -
-
Strategy -
-
-
-
-
-
Strategy -
-
-
-
-
Proactively work to protect, conserve and manage water resources
-
Strategy -
Strategy -
-
-
37BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
Goal 7. ResponsibilityTarget
Date
Identify the type of industry the City of Allen desires to recruit to the SH121 corridor and
encourage development of commercial space that is most attractive to meet those needs
Ongoing Objectives:
Use partnerships and zoning to attract development that will maximize the value of the 121 Corridor AEDC/ Comm. Dev. Dec-18
Be prepared to recruit/support corporate relocation candidates to AllenAEDCDec-18
Create and implement a timetable for public and private investment in the area surrounding
the U.S. 75 and S.H. 121 interchange
Ongoing Objectives:
Continue dialogue with Developers regarding their plans for a mixed-use development (U.S. 75 and S.H.
121 interchange)AEDC/ Comm. Dev. Dec-18
Use public incentives to affect the timeline and development of the projects in this area (U.S. 75 and S.H.
121 interchange)AEDC/ Comm. Dev. Dec-18
Continue to target prospects to achieve City goals for company recruitment and business
retention
Ongoing Objectives:
Recruit other service oriented developments to AllenAEDCJan-19
Develop and Promote Business ParksAEDCDec-18
Recruit Innovation CompaniesAEDCDec-18
Recruit Data CentersAEDCDec-18
Explore new avenues to encourage economic developmentAEDCDec-18
Manage growth and redevelopment
Ongoing Objectives:
Begin focusing on redevelopment of older commercial areasAEDC/ Comm. Dev. Dec-18
Create a viable Central Business District (CBD)
Ongoing Objectives:
Redefine the vision for the CBDComm. Dev. Dec-18
Evaluate the cost/benefit of redevelopment of the CBDComm. Dev. Dec-18
Invest in CBD InfrastructureComm. Dev. Dec-18
Identify potential developers for the CBDAEDC/ Comm. Dev. Dec-18
Goal 8. ResponsibilityTarget
Date
Support efforts to assure continuity/restoration of current water supply to North Texas
Municipal Water District and development of future water rights for the region
Ongoing Objectives:
Support regional efforts to assure that NTMWD's plans to restore Lake Texoma Water are successfulComm. Serv. Dec-18
Support regional efforts to construct new reservoirs and acquire additional water sources that will add
to NTMWD's water rightsComm. Serv. Dec-18
Work with NTMWD to protect and conserve water resources
Ongoing Objectives:
Work with other member cities to review NTMWD's service philosophy and to examine such issues as
governance, sources of water supply, and rate structureComm. Serv. Dec-18
Strategy -
-
-
Provide economic investment that increases employment
opportunity, the tax base, and provides desired goods and services
for residents and contributes to the community character and
identity
-
-
Strategy -
Strategy -
-
Strategy -
-
-
-
-
-
Strategy -
-
-
-
-
Proactively work to protect, conserve and manage water resources
-
Strategy -
Strategy -
-
-
Comprehensive Plan
The Comprehensive Plan is a long-range plan adopted by the City Council that establishes a vision for the
city, provides policy guidance for growth and development and contains strategies for implementing the
vision. The plan establishes goals and strategies in areas such as land uses, transportation, housing,
economic development, parks, community facilities and infrastructure. The plan integrates the policies and
recommendations of various community initiatives and plans.
The various initiatives and plans incorporated into The Comprehensive Plan include but are not limited to:
The City Council Strategic Plan
The Parks, Recreation & Open Spaces Master Plan
CDBG Consolidated Plan
Citizen Survey of City Services
Master Land Use
Master Thoroughfare Plan
An effective planning process is essential to creating a plan that represents the vision of the community and
its residents. This planning effort is designed to provide for the collection and review of information from a
variety of sources, engage the community in a conversation about the future, empower key staff to
formulate a plan and provide goals and strategies for major plan components. The planning process is
completed in four phases:
Each initiative or plan is reviewed on an annual basis and updated as necessary. Updates are incorporated
into the comprehensive plan and require formal adoption by City Council. These updates are
communicated to Staff at the Budget Kickoff meeting in March and budgets are developed to implement the
plan. Measurements identified by the Comprehensive Plan are incorporated into the budget document in
the performance measures sections. A progress report is provided to City Council periodically.
The current plan is titled Allen 2030 Comprehensive Plan and can be found at the following location:
http://www.cityofallen.org/1403/Comprehensive-Plan-2030
Data Collection and
Analysis Public Participation Plan Development Recommendation
and Adoption
BUDGET PROCESS: OTHER PLANNING
FISCAL YEAR 2018-2019
38BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
Introduction
The City of Allen, Texas financial policies and practices set forth the basic framework for the fiscal
management of the city. These policies and procedures were developed within the parameters established
by applicable provisions of the Texas Local Government Code, the City of Allen Charter and internal
management.
Basis of Accounting and Budgeting
The city’s finances are accounted for in accordance with generally accepted accounting principles (GAAP)
as established by the Governmental Accounting Standards Board (GASB).
The accounts of the city are organized and operated based on funds and account groups. Funds are
established according to governmental accounting standards and are used to aid management in
demonstrating compliance with finance-related legal and contractual provisions.
The city uses a budget format based on modified accrual accounting for governmental funds. This means
that budgeted expenditures are recorded when the services or goods are received and the liabilities are
incurred, but revenues are recognized only when they are measurable (the amount of revenue can be
determined) and available (collectable within the current period or 60 days thereafter).
The city utilizes encumbrance accounting for its Governmental Fund types, under which purchase orders,
contracts and other commitments for the expenditure of monies are recorded to reserve that portion of the
applicable appropriation. Outstanding encumbrances at fiscal year-end do not constitute expenditures or
liabilities; these commitments are re-appropriated and honored the subsequent fiscal year. Significant
encumbrances are disclosed in the notes to the financial statements in conjunction with other
commitments.
Proprietary Funds are budgeted using a full accrual accounting basis. Revenues are recognized when they
are earned and are measurable by the city, and expenses are recognized as incurred. The budgetary basis for
proprietary funds differs from the full accrual basis in a few areas:
Principal Repayment – Repayment of debt principal is appropriated as an expense for budget
purposes. Full accrual accounting classifies repayment of debt as a reduction of a Liability.
Capital Equipment Purchase – Capital Outlay is an expense for budget purposes. Full accrual
accounting recognizes Capital Outlay as an Asset.
Depreciation – Depreciation is not recognized as an expense under the budgetary basis because
Capital Outlay is recognized as an expense when acquired. The Golf Course is an exception to this
rule as this fund is subsidized to maintain a positive working capital in compliance with policy.
Compensated Absences – The full accrual basis accrues compensated absences. The budgetary
basis recognizes these expenses as they come due.
The city’s operating budget is adopted on an annual basis; all appropriations lapse at fiscal year end. Capital
projects have project-length or multi-year budgets approved by Council.
FINANCIAL POLICIES & PRACTICES
FISCAL YEAR 2018-2019
Financial Reporting
Following the conclusion of the fiscal year, the city’s accounting records are audited by an independent
public accounting firm. The Finance department is responsible for preparing a Comprehensive Annual
Financial Report (CAFR) in accordance with generally accepted accounting and financial reporting
principles established by the Governmental Accounting Standards Board (GASB). The document shall also
satisfy all criteria of the Government Finance Officers Association’s Certificate of Achievement for
Excellence in Financial Reporting program.
The CAFR shows the status of the city’s finances based on generally accepted accounting principles (GAAP).
The CAFR shows fund revenues and expenditures on both a GAAP basis and budget basis for comparison
purposes.
The results of the annual audit prepared by independent certified public accountants designated by the City
Council is included as part of the CAFR.
On-line reporting has been developed to allow individual departments to review and compare actual
expenditures to budget as needed. The Finance department also reviews operating revenues and
expenditures, recommending adjustments as needed. On a quarterly basis, the Finance Department
submits reports to the Council of receipts and disbursements in sufficient detail to show the financial
condition of the city. Status reports for capital projects are also provided to Council on a quarterly basis.
Fund Balance, Working Capital and Debt Management Policy
To establish key elements for the financial stability of the city, the City Council formally approved a
separate Fund Balance, Working Capital and Debt Management Policy, setting guidelines for funds,
reserves and debt management. The Council adopted the policy in September of 2011.
Reserves
The city maintains a prudent level of financial resources to protect against the need to reduce service levels
or raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time expenditures. In the
General Fund, that level is 60 to 90 days of operating expenses. In the Enterprise Funds, the policy is for 90
to 120 days of operating expenses except for the Golf Course Fund. In the Debt Service Fund, a range of 5%
to 10% of the required annual principal and interest payments is maintained. Although not formally
adopted it is practice for the Risk Management Fund to maintain a minimum reserve of $3,500,000 to cover
unexpected costs relating to health insurance claims; the city is self-insured for this component of the fund.
All funds are monitored and managed according to the intended purpose of the individual fund.
Debt Management
All debt issuances are for the purposes of financing capital infrastructure or long-lived costly assets. Each
debt issuance is evaluated against multiple policies addressing: debt service as a percent of operating
expenditures, tax and revenue bases for the repayment of debt, the overall debt burden on the community,
statutory limitations and market factors affecting tax-exempt interest costs. Sizing of the city’s capital
improvement program based on debt capacity in conjunction with conservatively estimated pay-as-you go
revenues help stabilize per capita debt and lower annual debt service costs to the city over the long-term.
When interest rates decline, the city will analyze the benefits of issuing advance and current refunding
bonds to take advantage of the economic gain obtained from the reduction of long-term interest costs. The
city has identified the maximum amount of debt and debt service that should be outstanding at any time
39BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
Introduction
The City of Allen, Texas financial policies and practices set forth the basic framework for the fiscal
management of the city. These policies and procedures were developed within the parameters established
by applicable provisions of the Texas Local Government Code, the City of Allen Charter and internal
management.
Basis of Accounting and Budgeting
The city’s finances are accounted for in accordance with generally accepted accounting principles (GAAP)
as established by the Governmental Accounting Standards Board (GASB).
The accounts of the city are organized and operated based on funds and account groups. Funds are
established according to governmental accounting standards and are used to aid management in
demonstrating compliance with finance-related legal and contractual provisions.
The city uses a budget format based on modified accrual accounting for governmental funds. This means
that budgeted expenditures are recorded when the services or goods are received and the liabilities are
incurred, but revenues are recognized only when they are measurable (the amount of revenue can be
determined) and available (collectable within the current period or 60 days thereafter).
The city utilizes encumbrance accounting for its Governmental Fund types, under which purchase orders,
contracts and other commitments for the expenditure of monies are recorded to reserve that portion of the
applicable appropriation. Outstanding encumbrances at fiscal year-end do not constitute expenditures or
liabilities; these commitments are re-appropriated and honored the subsequent fiscal year. Significant
encumbrances are disclosed in the notes to the financial statements in conjunction with other
commitments.
Proprietary Funds are budgeted using a full accrual accounting basis. Revenues are recognized when they
are earned and are measurable by the city, and expenses are recognized as incurred. The budgetary basis for
proprietary funds differs from the full accrual basis in a few areas:
Principal Repayment – Repayment of debt principal is appropriated as an expense for budget
purposes. Full accrual accounting classifies repayment of debt as a reduction of a Liability.
Capital Equipment Purchase – Capital Outlay is an expense for budget purposes. Full accrual
accounting recognizes Capital Outlay as an Asset.
Depreciation – Depreciation is not recognized as an expense under the budgetary basis because
Capital Outlay is recognized as an expense when acquired. The Golf Course is an exception to this
rule as this fund is subsidized to maintain a positive working capital in compliance with policy.
Compensated Absences – The full accrual basis accrues compensated absences. The budgetary
basis recognizes these expenses as they come due.
The city’s operating budget is adopted on an annual basis; all appropriations lapse at fiscal year end. Capital
projects have project-length or multi-year budgets approved by Council.
FINANCIAL POLICIES & PRACTICES
FISCAL YEAR 2018-2019
Financial Reporting
Following the conclusion of the fiscal year, the city’s accounting records are audited by an independent
public accounting firm. The Finance department is responsible for preparing a Comprehensive Annual
Financial Report (CAFR) in accordance with generally accepted accounting and financial reporting
principles established by the Governmental Accounting Standards Board (GASB). The document shall also
satisfy all criteria of the Government Finance Officers Association’s Certificate of Achievement for
Excellence in Financial Reporting program.
The CAFR shows the status of the city’s finances based on generally accepted accounting principles (GAAP).
The CAFR shows fund revenues and expenditures on both a GAAP basis and budget basis for comparison
purposes.
The results of the annual audit prepared by independent certified public accountants designated by the City
Council is included as part of the CAFR.
On-line reporting has been developed to allow individual departments to review and compare actual
expenditures to budget as needed. The Finance department also reviews operating revenues and
expenditures, recommending adjustments as needed. On a quarterly basis, the Finance Department
submits reports to the Council of receipts and disbursements in sufficient detail to show the financial
condition of the city. Status reports for capital projects are also provided to Council on a quarterly basis.
Fund Balance, Working Capital and Debt Management Policy
To establish key elements for the financial stability of the city, the City Council formally approved a
separate Fund Balance, Working Capital and Debt Management Policy, setting guidelines for funds,
reserves and debt management. The Council adopted the policy in September of 2011.
Reserves
The city maintains a prudent level of financial resources to protect against the need to reduce service levels
or raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time expenditures. In the
General Fund, that level is 60 to 90 days of operating expenses. In the Enterprise Funds, the policy is for 90
to 120 days of operating expenses except for the Golf Course Fund. In the Debt Service Fund, a range of 5%
to 10% of the required annual principal and interest payments is maintained. Although not formally
adopted it is practice for the Risk Management Fund to maintain a minimum reserve of $3,500,000 to cover
unexpected costs relating to health insurance claims; the city is self-insured for this component of the fund.
All funds are monitored and managed according to the intended purpose of the individual fund.
Debt Management
All debt issuances are for the purposes of financing capital infrastructure or long-lived costly assets. Each
debt issuance is evaluated against multiple policies addressing: debt service as a percent of operating
expenditures, tax and revenue bases for the repayment of debt, the overall debt burden on the community,
statutory limitations and market factors affecting tax-exempt interest costs. Sizing of the city’s capital
improvement program based on debt capacity in conjunction with conservatively estimated pay-as-you go
revenues help stabilize per capita debt and lower annual debt service costs to the city over the long-term.
When interest rates decline, the city will analyze the benefits of issuing advance and current refunding
bonds to take advantage of the economic gain obtained from the reduction of long-term interest costs. The
city has identified the maximum amount of debt and debt service that should be outstanding at any time
40BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
(see “Debt Policy”, in the Debt Service Fund section, as well as the discussion of debt in the Capital Projects
section of this document).
Investment Policies
The City Council has formally approved a separate Investment Policy for the City of Allen that meets the
requirements of the Public Funds Investment Act (PFIA), Section 2256 of the Texas Local Government Code.
This policy is reviewed annually by the City Council and applies to all financial assets held by the city.
Investment Strategies
The city maintains portfolios which utilize the following four specific investment strategies designed to
address the unique characteristics of the fund groups represented in the portfolios:
Operating Funds - assure that anticipated cash flows are matched with adequate investment
liquidity and to create a portfolio structure which will experience minimal volatility during
economic cycles.
Debt Service Funds - the assurance of investment liquidity adequate to cover the debt service
obligation on the required payment date.
Reserve Funds - generate a dependable revenue stream to the appropriate fund from securities
with a low to moderate degree of volatility.
Special Projects or Special Purpose Funds - assure that anticipated cash flows are matched with
adequate investment liquidity.
Investment Objectives
The city shall manage and invest its cash with four objectives listed in priority order:
Safety of the principal invested
Liquidity and availability of cash to pay obligations when due
Receive the highest possible rate of return (yield) consistent with the city’s investment policy
Investment officials shall act responsibly as custodians of the public trust
Responsibility and Control
Authority to manage the city’s investment program is designated by a resolution adopted by the City
Council. The Chief Financial Officer (CFO) is designated as the primary investment officer and the Assistant
Chief Financial Officer is the secondary investment officer. The CFO may delegate the day-to-day activities
to a responsible individual(s) who has received the appropriate training required by state statute.
Investment officers shall attend at least one training session related to the officer’s responsibility under the
Act within 12 months after taking office or assuming duties. Investment officers are required to attend one
training session every two years.
41BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
(see “Debt Policy”, in the Debt Service Fund section, as well as the discussion of debt in the Capital Projects
section of this document).
Investment Policies
The City Council has formally approved a separate Investment Policy for the City of Allen that meets the
requirements of the Public Funds Investment Act (PFIA), Section 2256 of the Texas Local Government Code.
This policy is reviewed annually by the City Council and applies to all financial assets held by the city.
Investment Strategies
The city maintains portfolios which utilize the following four specific investment strategies designed to
address the unique characteristics of the fund groups represented in the portfolios:
Operating Funds - assure that anticipated cash flows are matched with adequate investment
liquidity and to create a portfolio structure which will experience minimal volatility during
economic cycles.
Debt Service Funds - the assurance of investment liquidity adequate to cover the debt service
obligation on the required payment date.
Reserve Funds - generate a dependable revenue stream to the appropriate fund from securities
with a low to moderate degree of volatility.
Special Projects or Special Purpose Funds - assure that anticipated cash flows are matched with
adequate investment liquidity.
Investment Objectives
The city shall manage and invest its cash with four objectives listed in priority order:
Safety of the principal invested
Liquidity and availability of cash to pay obligations when due
Receive the highest possible rate of return (yield) consistent with the city’s investment policy
Investment officials shall act responsibly as custodians of the public trust
Responsibility and Control
Authority to manage the city’s investment program is designated by a resolution adopted by the City
Council. The Chief Financial Officer (CFO) is designated as the primary investment officer and the Assistant
Chief Financial Officer is the secondary investment officer. The CFO may delegate the day-to-day activities
to a responsible individual(s) who has received the appropriate training required by state statute.
Investment officers shall attend at least one training session related to the officer’s responsibility under the
Act within 12 months after taking office or assuming duties. Investment officers are required to attend one
training session every two years.
Investment Portfolio
Authorized investments and maximum percent of total investments include:
Collateralized Certificates of Deposits (CD’s) 50%
Collateralized Repurchase Agreements 30%
U.S. Treasury Obligations 100%
Municipal Investment Pool 100%
Commercial Bank Savings Accounts 15%
U.S. Government Agency Securities, non-callable 100%
U.S. Government Agency Securities, callable 70%
U.S. Government Sponsored Corporation’s instruments, non-callable 75%
U.S. Government Sponsored Corporation’s Instruments, callable 70%
Commercial Paper 20%
Banker’s Acceptances 10%
Guaranteed Investment Contracts 25%
State or Local Governmental Obligations 30%
Money Market Mutual Funds 15%
Local Government Investment Pools 100%
Term of Investment
The maximum term of any investment may not exceed five (5) years.
Quarterly Reporting
On a quarterly basis, the authorized investment officers will submit a signed quarterly investment report
to the City Council that describes in detail the investment position of the City, states the book value and
market value of each separately invested asset at the beginning and end of the reporting period, states the
maturity date of each separately invested asset, and states the compliance of the city’s investment portfolio
as it relates to the investment strategy stated in the city’s Investment Policy.
Procurement Planning
All city purchases of goods or services are made in accordance with the Texas Local Government Code,
including Chapter 252, Purchasing and Contracting Authority of Municipalities, other relevant federal,
state and local statutes. The city’s purchasing policy requires all purchases greater than $20,000 be
approved by the City Manager and purchases of $50,000 or greater must be advertised in accordance with
the competitive bid process and awarded by the City Council.
The city implemented a Procurement Card (P-card) Program as a cost-effective alternative to the existing
purchase order process. The P-card is used for small dollar/high volume purchases to assist employees to
more quickly and easily obtain the goods and services needed to get the job done. Internal controls have
been implemented to safeguard against unauthorized transactions. The city’s audit software allows every
transaction to be reviewed for noncompliance and all findings are reviewed monthly. Cardholder activity
is also evaluated monthly to monitor program goals, identify specific situational needs, and to review
purchasing patterns.
42BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
The following shows a summary of approval requirements for purchases.
Prompt Payment
All invoices approved for payment by the proper city authorities shall be paid within thirty (30) calendar
days of receipt of goods or services or invoice date, whichever is later, in accordance with state law. The city
will take advantage of all purchase discounts when possible. Checks are issued every Friday of the month
except on holidays.
Insurance and Risk Management
The city has a comprehensive risk management program, including property & liability, safety, workers’
compensation, health & dental, and wellness.
The city has established a self-insurance plan for city employees and their covered dependents for medical
and dental care. A commercial insurance company re-insures the city for individual claims more than
$125,000. The city participates in the Texas Municipal League Intergovernmental Risk Pool (TMLIRP),
which provides the city with a full range of insurance products and services. TMLIRP carries the city’s
general liability, property and casualty, and workers’ compensation insurances.
Balanced Budget
The city is committed to a balanced budget, and provides full disclosure when a deviation from a balanced
budget is planned, or when one occurs. The city defines a balanced budget as one in which total
appropriated expenditures are equal to or less than total projected revenues plus beginning fund balances.
APPROVAL REQUIREMENTS FOR PURCHASES
Dollar Figure Requires
Quotes
Director
or
Designee
Department
Director
Purchasing
Manager
City
Manager
City
Council
$0 to less than
$3,000
(purchase order or
credit card)
√ √
$3,000 to less
than $20,000 √ √ √ √
$20,000 to less
than $100,000 √ √ √ √
$15,000 or more
Professional
Service Contracts
√ √ √ √
$50,000 or more
(Formal Bids -
State required
over $50,000)
Materials and
Equipment
√ √ √ √
Long-Range Planning
The city’s annual budget process involves incorporating the goals and strategies identified by the City
Council’s three-year Strategic Plan to provide for the community’s highest priority needs. Strategic
planning begins with determining the city’s fiscal capacity based upon long-term financial forecasts of
recurring available revenues. The city’s five-year Capital Improvement Program is used as a guide for
project, debt, and other related budget planning.
Revenue Diversification
The city is cognizant of the fact that a diversity of revenue sources is important to improve its ability to
handle fluctuations in individual sources. The city continues to search for new revenue sources, while
monitoring economic and legislative threats to current sources.
Use of One-Time Revenues
The City of Allen does not use one-time revenues for ongoing expenditures. Similarly, it does not allow
ongoing expenditures to result in a decrease to fund balance in any fund.
Budget Adjustments/Amendments
Budget changes that do not affect the “bottom line” total for a department, but transfer dollars from one
line-item to another within a department’s operating budget, or changes between divisions within a
department, are allowed at each Director’s discretion. Any budget adjustment that brings about a change
in the total appropriation for a department may be allowed by the City Manager at the written request of
the department, based on the city’s ability to fund the request. Any budget adjustment that brings about a
change in total appropriations requires Council’s approval in the form of an ordinance.
43BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
The following shows a summary of approval requirements for purchases.
Prompt Payment
All invoices approved for payment by the proper city authorities shall be paid within thirty (30) calendar
days of receipt of goods or services or invoice date, whichever is later, in accordance with state law. The city
will take advantage of all purchase discounts when possible. Checks are issued every Friday of the month
except on holidays.
Insurance and Risk Management
The city has a comprehensive risk management program, including property & liability, safety, workers’
compensation, health & dental, and wellness.
The city has established a self-insurance plan for city employees and their covered dependents for medical
and dental care. A commercial insurance company re-insures the city for individual claims more than
$125,000. The city participates in the Texas Municipal League Intergovernmental Risk Pool (TMLIRP),
which provides the city with a full range of insurance products and services. TMLIRP carries the city’s
general liability, property and casualty, and workers’ compensation insurances.
Balanced Budget
The city is committed to a balanced budget, and provides full disclosure when a deviation from a balanced
budget is planned, or when one occurs. The city defines a balanced budget as one in which total
appropriated expenditures are equal to or less than total projected revenues plus beginning fund balances.
APPROVAL REQUIREMENTS FOR PURCHASES
Dollar Figure Requires
Quotes
Director
or
Designee
Department
Director
Purchasing
Manager
City
Manager
City
Council
$0 to less than
$3,000
(purchase order or
credit card)
√ √
$3,000 to less
than $20,000 √ √ √ √
$20,000 to less
than $100,000 √ √ √ √
$15,000 or more
Professional
Service Contracts
√ √ √ √
$50,000 or more
(Formal Bids -
State required
over $50,000)
Materials and
Equipment
√ √ √ √
Long-Range Planning
The city’s annual budget process involves incorporating the goals and strategies identified by the City
Council’s three-year Strategic Plan to provide for the community’s highest priority needs. Strategic
planning begins with determining the city’s fiscal capacity based upon long-term financial forecasts of
recurring available revenues. The city’s five-year Capital Improvement Program is used as a guide for
project, debt, and other related budget planning.
Revenue Diversification
The city is cognizant of the fact that a diversity of revenue sources is important to improve its ability to
handle fluctuations in individual sources. The city continues to search for new revenue sources, while
monitoring economic and legislative threats to current sources.
Use of One-Time Revenues
The City of Allen does not use one-time revenues for ongoing expenditures. Similarly, it does not allow
ongoing expenditures to result in a decrease to fund balance in any fund.
Budget Adjustments/Amendments
Budget changes that do not affect the “bottom line” total for a department, but transfer dollars from one
line-item to another within a department’s operating budget, or changes between divisions within a
department, are allowed at each Director’s discretion. Any budget adjustment that brings about a change
in the total appropriation for a department may be allowed by the City Manager at the written request of
the department, based on the city’s ability to fund the request. Any budget adjustment that brings about a
change in total appropriations requires Council’s approval in the form of an ordinance.
44BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
The city’s largest revenue sources are ad valorem taxes, sales taxes, and charges for services. Combined they
constitute 87% of the total revenue. Below is a discussion of these major revenue sources and the underlying
assumptions used in developing the budget. It also includes any significant trends that affect the revenue
assumptions in the current and future fiscal years.
Ad Valorem Taxes
(30.4% of Total Revenues)
Ad Valorem Taxes are the city’s second largest revenue source overall, and are the largest revenue source in
the General Fund. Total estimated property tax revenues for FY2019 are $68.41 million. This is for the
General, Debt Service, and Tax Increment Financing (TIF) funds. In the General Fund, the portion of ad
valorem taxes makes up 50.0% of the fund’s budgeted revenues and is estimated at $52.73 million for fiscal
year 2018-2019. The portion allocated to the Debt Service Fund is approximately $14.02 million. The TIF
fund amount is $1.66 million.
The city’s property tax is levied each October 1 on the assessed value listed as of the prior January 1 for all
real and certain personal property located in the city. Appraised values are established by the Collin Central
Appraisal District at 100% of estimated value and certified by the Appraisal Review Board. The assessed
value upon which the 2018 levy (for FY2019) was based on is $13,595,699,267. The collection rate is estimated
at 100% and is based on the city’s historically high collection rate. The total tax rate was lowered to $0.498
per $100 of valuation, of which $0.393463 is for General Fund operations. The remainder of the tax rate,
$0.104537 per $100 of valuation, is for the Debt Service Fund. Portions from both the General and Debt
Service Funds will be allocated to the TIF fund.
Sales Tax
(17.8% of Total Revenues)
Sales taxes are collected by retailers and remitted to the State Comptroller’s Office for the sale of goods and
services within the City of Allen. The state returns the portion designated for the city. The city receives two
0.46
0.47
0.48
0.49
0.50
0.51
0.52
0.53
0.54
0.55
0.56
0
10,000
20,000
30,000
40,000
50,000
60,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019Revenues ($000)Tax Revenues and Tax Rate
General Fund Debt Service Tax Rate
REVENUE SUMMARY
FISCAL YEAR 2018-2019
cents of the total sales tax collected. One cent is used in the General Fund. The other one cent is split evenly
between the Allen Economic Development Corporation and the Allen Community Development
Corporation, and is the primary source of revenue in those two funds. The city’s sales tax continues to grow
and makes up approximately 18.8% of the total General Fund revenues. This avoids too heavy a reliance on
such an elastic source of revenue. With the growth in previous years, the City Council has made an effort to
use sales tax revenue to reduce the property tax rate for the citizens of Allen. Fiscal year 2018 revised is
projected at $39.3 million and fiscal year 2019 is projected at $40.1 million.
Charges for Services
(38.8% of Total Revenues)
User charges are the largest source of revenue for the city, projected for FY2019 at $87.5 million.
Approximately fifty-nine percent of this revenue stream is accounted for in the Water and Sewer and Solid
Waste Funds. The remainder comes from charges in the Drainage Utility Fund, user fees for various Parks
and Recreation programs and facilities, event-related revenue at the Allen Event Center and Community
Ice Rink. Other charges for services such as ambulance service, alarm registration fees and internal charges
that allow for cash funding of vehicle and equipment replacement and allocated costs of insurance
premiums and claims.
Discussion below will focus on the largest portion of this category, which comes from Water and Sewer and
Solid Waste revenues.
Water and Sewer Fund
Water and Sewer revenues are collected for the sale of water and disposal of sewage for residential,
commercial and apartment usage. Revenues for fiscal year 2018-2019 are estimated at $25.64 million for
water sales and $18.39 million for sewer charges. The city’s water and sewer rate study is used as a guide for
projecting water and sewer revenues. The city updated the rate study in late FY2017. A portion of the rate is
based on the wholesale water cost and wastewater service costs. The costs are set by the North Texas
Municipal Water District (NTMWD). Other factors that can impact this revenue source include the weather
and rainfall totals.
$-
$10
$20
$30
$40
$50
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019Revenues(in millions)Sales Tax
General Fund EDC CDC
45BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
The city’s largest revenue sources are ad valorem taxes, sales taxes, and charges for services. Combined they
constitute 87% of the total revenue. Below is a discussion of these major revenue sources and the underlying
assumptions used in developing the budget. It also includes any significant trends that affect the revenue
assumptions in the current and future fiscal years.
Ad Valorem Taxes
(30.4% of Total Revenues)
Ad Valorem Taxes are the city’s second largest revenue source overall, and are the largest revenue source in
the General Fund. Total estimated property tax revenues for FY2019 are $68.41 million. This is for the
General, Debt Service, and Tax Increment Financing (TIF) funds. In the General Fund, the portion of ad
valorem taxes makes up 50.0% of the fund’s budgeted revenues and is estimated at $52.73 million for fiscal
year 2018-2019. The portion allocated to the Debt Service Fund is approximately $14.02 million. The TIF
fund amount is $1.66 million.
The city’s property tax is levied each October 1 on the assessed value listed as of the prior January 1 for all
real and certain personal property located in the city. Appraised values are established by the Collin Central
Appraisal District at 100% of estimated value and certified by the Appraisal Review Board. The assessed
value upon which the 2018 levy (for FY2019) was based on is $13,595,699,267. The collection rate is estimated
at 100% and is based on the city’s historically high collection rate. The total tax rate was lowered to $0.498
per $100 of valuation, of which $0.393463 is for General Fund operations. The remainder of the tax rate,
$0.104537 per $100 of valuation, is for the Debt Service Fund. Portions from both the General and Debt
Service Funds will be allocated to the TIF fund.
Sales Tax
(17.8% of Total Revenues)
Sales taxes are collected by retailers and remitted to the State Comptroller’s Office for the sale of goods and
services within the City of Allen. The state returns the portion designated for the city. The city receives two
0.46
0.47
0.48
0.49
0.50
0.51
0.52
0.53
0.54
0.55
0.56
0
10,000
20,000
30,000
40,000
50,000
60,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019Revenues ($000)Tax Revenues and Tax Rate
General FundDebt ServiceTax Rate
REVENUE SUMMARY
FISCAL YEAR 2018-2019
cents of the total sales tax collected. One cent is used in the General Fund. The other one cent is split evenly
between the Allen Economic Development Corporation and the Allen Community Development
Corporation, and is the primary source of revenue in those two funds. The city’s sales tax continues to grow
and makes up approximately 18.8% of the total General Fund revenues. This avoids too heavy a reliance on
such an elastic source of revenue. With the growth in previous years, the City Council has made an effort to
use sales tax revenue to reduce the property tax rate for the citizens of Allen. Fiscal year 2018 revised is
projected at $39.3 million and fiscal year 2019 is projected at $40.1 million.
Charges for Services
(38.8% of Total Revenues)
User charges are the largest source of revenue for the city, projected for FY2019 at $87.5 million.
Approximately fifty-nine percent of this revenue stream is accounted for in the Water and Sewer and Solid
Waste Funds. The remainder comes from charges in the Drainage Utility Fund, user fees for various Parks
and Recreation programs and facilities, event-related revenue at the Allen Event Center and Community
Ice Rink. Other charges for services such as ambulance service, alarm registration fees and internal charges
that allow for cash funding of vehicle and equipment replacement and allocated costs of insurance
premiums and claims.
Discussion below will focus on the largest portion of this category, which comes from Water and Sewer and
Solid Waste revenues.
Water and Sewer Fund
Water and Sewer revenues are collected for the sale of water and disposal of sewage for residential,
commercial and apartment usage. Revenues for fiscal year 2018-2019 are estimated at $25.64 million for
water sales and $18.39 million for sewer charges. The city’s water and sewer rate study is used as a guide for
projecting water and sewer revenues. The city updated the rate study in late FY2017. A portion of the rate is
based on the wholesale water cost and wastewater service costs. The costs are set by the North Texas
Municipal Water District (NTMWD). Other factors that can impact this revenue source include the weather
and rainfall totals.
$-
$10
$20
$30
$40
$50
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019Revenues(in millions)Sales Tax
General Fund EDC CDC
46BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
Solid Waste Fund
Solid Waste fees are charged for residential, commercial and multi-family garbage collection and disposal.
These fees cover the cost of collection and disposal of waste by Community Waste Disposal, CWD, and the
North Texas Municipal Water District (NTMWD). Revenues for garbage, recycling, commercial, compost
and hazardous waste collections and disposal are projected for fiscal year 2018-2019 at $6.97 million.
Other Revenue Sources
(4.7% of Total Revenues)
Although not a large percentage of total city revenues, franchise fees and licenses and permits are an
important part of General fund revenues. Fluctuations in these revenue sources due to economic conditions
can have a significant impact on the General Fund.
Franchise Fees
Franchise Fees are received from specific entities that provide utility services to residents and businesses in
the City of Allen. Utilities (electric, telephone, gas, and cable) that operate in the city pay this fee for their
use of the city’s right of way to run their utility lines. Telephone franchise fees are based on number of access
lines. Other franchise fees are based on a percentage of gross receipts or units of energy sold. The budget is
$0
$5
$10
$15
$20
$25
$30
$35
$40
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019Revenues (in millions)Water and Sewer Revenues
Water Sewer
$0
$2
$4
$6
$8
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019Revenues(in millions)Solid Waste Revenues
Solid Waste Recycling Hazardous Waste Other
based on population increase and projected utility use. Electric and gas franchise fees can be impacted by
weather conditions. Franchise fees for Fiscal Year 2018-2019 are projected at approximately $7.59 million.
Licenses and Permits
License and Permit revenues represent 1.3%, or approximately $3.0 million, of the total projected revenues
for the new fiscal year. They are made up of commercial permits, and city licensing revenues and inspection
fees, and are collected by the Community Development department. They include project permits that
cover all parts of construction (electrical, plumbing, and mechanical permits and certificate of occupancy
fees), specific permits (fences, electric, plumbing, etc.) and service fees (re-inspections, special inspections
and special services). Overall permit revenue for FY2019 is expected to be less than the FY2018 revised
estimates based on the development anticipated in FY2019. A slight decrease in overall development
throughout the City is expected for FY2019.
47BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
Solid Waste Fund
Solid Waste fees are charged for residential, commercial and multi-family garbage collection and disposal.
These fees cover the cost of collection and disposal of waste by Community Waste Disposal, CWD, and the
North Texas Municipal Water District (NTMWD). Revenues for garbage, recycling, commercial, compost
and hazardous waste collections and disposal are projected for fiscal year 2018-2019 at $6.97 million.
Other Revenue Sources
(4.7% of Total Revenues)
Although not a large percentage of total city revenues, franchise fees and licenses and permits are an
important part of General fund revenues. Fluctuations in these revenue sources due to economic conditions
can have a significant impact on the General Fund.
Franchise Fees
Franchise Fees are received from specific entities that provide utility services to residents and businesses in
the City of Allen. Utilities (electric, telephone, gas, and cable) that operate in the city pay this fee for their
use of the city’s right of way to run their utility lines. Telephone franchise fees are based on number of access
lines. Other franchise fees are based on a percentage of gross receipts or units of energy sold. The budget is
$0
$5
$10
$15
$20
$25
$30
$35
$40
2010 2011 2012 2013 20142015 2016 2017 2018 2019Revenues (in millions)Water and Sewer Revenues
WaterSewer
$0
$2
$4
$6
$8
2010 2011 2012 2013 20142015 2016 2017 2018 2019Revenues(in millions)Solid Waste Revenues
Solid WasteRecyclingHazardous WasteOther
based on population increase and projected utility use. Electric and gas franchise fees can be impacted by
weather conditions. Franchise fees for Fiscal Year 2018-2019 are projected at approximately $7.59 million.
Licenses and Permits
License and Permit revenues represent 1.3%, or approximately $3.0 million, of the total projected revenues
for the new fiscal year. They are made up of commercial permits, and city licensing revenues and inspection
fees, and are collected by the Community Development department. They include project permits that
cover all parts of construction (electrical, plumbing, and mechanical permits and certificate of occupancy
fees), specific permits (fences, electric, plumbing, etc.) and service fees (re-inspections, special inspections
and special services). Overall permit revenue for FY2019 is expected to be less than the FY2018 revised
estimates based on the development anticipated in FY2019. A slight decrease in overall development
throughout the City is expected for FY2019.
48BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
COMBINED BUDGET SUMMARY
Special Revenue
General Debt TIF Water &Solid Drainage Golf Hotel
Fund Service Fund Sewer Waste Utility Course Occup. Tax
BEGINNING BALANCE 22,006,134$ 1,216,941$ 3,746,703$ 12,601,014$ 3,468,062$ 927,601$ 13,078$ 1,878,402$
REVENUES
Ad Valorem Taxes 52,726,466 14,024,502 1,662,501 - - - - -
Sales Tax 19,794,260 - 481,715 - - - - -
Hotel/Motel Tax - - - - - - - 1,852,376
Franchise Fees 7,433,496 - - - - - - -
Licenses and Permits 3,028,100 - - - - - - -
Charges for Services 13,405,250 - - 44,856,312 6,973,431 1,770,000 3,208,721 -
Fines 1,664,133 - - - - - - -
Miscellaneous 228,141 - - 28,000 36,500 - 132,633 -
Contributions 585,946 - - - - - --
Reimbursements 1,092,804 - - 427,000 - 5,000 - -
Intergovernmental 100,000 - 156,773 - - - - -
Interest Earned 556,706 122,376 42,666 159,985 45,045 13,610 - 48,652
Operating Transfers In 4,915,652 - - 1,777,536 - - 428,158 -
TOTAL REVENUES 105,530,954 14,146,878 2,343,655 47,248,833 7,054,976 1,788,610 3,769,512 1,901,028
TOTAL AVAILABLE 127,537,088$ 15,363,819$ 6,090,358$ 59,849,847$ 10,523,038$ 2,716,211$ 3,782,590$ 3,779,430$
EXPENDITURES
General Government 19,294,262 - 975,845 - - - - -
Public Safety 44,383,527 - -- - - - -
Public Works 6,721,137 - -38,975,796 6,959,125 1,559,958 - -
Culture & Recreation 29,586,511 - -- - - 3,629,357 1,734,353
Community Development 3,267,591 - -- - - --
Transfers Out 2,277,926 - -4,083,414 242,141 347,401 - 3,771
Debt Service - 13,968,359 - 1,865,151 - - - -
Capital Projects - -- 3,241,368 500,000 - - -
Depreciation - -- -- - 140,155 -
TOTAL EXPENDITURES 105,530,954 13,968,359 975,845 48,165,729 7,701,266 1,907,359 3,769,512 1,738,124
ENDING BALANCE 22,006,134 1,395,460 5,114,513 11,684,118 2,821,772 808,852 13,078 2,041,306
FISCAL YEAR 2018-2019
Enterprise Funds
Ad Valorem Taxes
30.4%
Sales Tax
17.8%
Hotel/Motel Tax
0.8%
Franchise Fees
3.4%
Licenses and Permits
1.3%
Charges for Services
38.8%
Fines
0.8%
Miscellaneous
0.6%
Contributions
0.3%
Reimbursements
1.0%
Intergovernmental
0.1%
Interest Earned
0.7%
Operating Transfers In
4.0%
DISTRIBUTION OF REVENUES -ALL FUNDS
COMBINED BUDGET SUMMARY
Total
Asset Special Grant Replacement Facility Risk Economic Community All Funds
Forfeiture Revenue Fund Fund Maintenance Management Development Development 2018-2019
214,946$ 1,125,189$ 271,247$ 11,483,596$ 829,502$ 5,012,359$ 4,459,044$ 9,016,139$ 78,269,957$
- - - - - - - - 68,413,469
- - - - - - 9,910,424 9,910,424 40,096,823
- - - - - - - - 1,852,376
- 157,079 - - - - - - 7,590,575
- -- - - - - - 3,028,100
- -- 3,450,337 - 13,841,740 - - 87,505,791
- 150,264 - - - -- - 1,814,397
190,000 - 505,958 153,000 - -- - 1,274,232
- - - - - -- - 585,946
- - - 100,000 - 610,500 - - 2,235,304
- 46,824 - - - -- - 303,597
2,352 16,667 2,458 157,751 14,856 64,737 162,821 173,030 1,583,712
- -65,732 - 1,334,500 534,255 - - 9,055,833
192,352 370,834 574,148 3,861,088 1,349,356 15,051,232 10,073,245 10,083,454 225,340,155
407,298$ 1,496,023$ 845,395$ 15,344,684$ 2,178,858$ 20,063,591$ 14,532,289$ 19,099,593$ 303,610,112$
- 117,342 - 2,789,448 362,318 13,762,332 7,562,362 2,314,202 47,178,111
20,292 - 27,739 - - - - - 44,431,558
- - 43,000 - - - - - 54,259,016
- - 4,400 - - - - - 34,954,621
- - 450,329 - - - - - 3,717,920
- 104,723 - - 20,000 - - - 7,079,376
- -- - - - 3,688,899 2,417,219 21,939,628
- -- - - - - 3,283,757 7,025,125
- -- - - - - - 140,155
20,292 222,065 525,468 2,789,448 382,318 13,762,332 11,251,261 8,015,178 220,725,510
387,006 1,273,958 319,927 12,555,236 1,796,540 6,301,259 3,281,028 11,084,415 82,884,602
FISCAL YEAR 2018-2019
Special Revenue Component UnitsInternal Service Funds
General Government
21.4%
Public Safety
20.1%
Public Works
24.6%
Culture & Recreation
15.9%
Community
Development
1.7%
Transfers Out
3.2%
Debt Service
9.9%
Capital Projects
3.2%
DISTRIBUTION OF EXPENDITURES -ALL FUNDS
49BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
COMBINED BUDGET SUMMARY
Special Revenue
GeneralDebtTIFWater &SolidDrainageGolfHotel
FundServiceFundSewerWasteUtilityCourse Occup. Tax
BEGINNING BALANCE22,006,134$ 1,216,941$ 3,746,703$ 12,601,014$ 3,468,062$ 927,601$ 13,078$ 1,878,402$
REVENUES
Ad Valorem Taxes52,726,466 14,024,502 1,662,501 - - - - -
Sales Tax19,794,260 - 481,715 - - - - -
Hotel/Motel Tax- - - - - - - 1,852,376
Franchise Fees7,433,496 - - - - - - -
Licenses and Permits3,028,100- - - - - - -
Charges for Services13,405,250 - - 44,856,312 6,973,431 1,770,000 3,208,721 -
Fines1,664,133 - - - - - - -
Miscellaneous228,141 - - 28,000 36,500- 132,633 -
Contributions585,946 - - - - - --
Reimbursements1,092,804- - 427,000 - 5,000- -
Intergovernmental100,000 - 156,773- - - - -
Interest Earned556,706122,376 42,666159,98545,04513,610- 48,652
Operating Transfers In4,915,652 - - 1,777,536- - 428,158 -
TOTAL REVENUES105,530,954 14,146,878 2,343,655 47,248,833 7,054,976 1,788,610 3,769,512 1,901,028
TOTAL AVAILABLE127,537,088$ 15,363,819$ 6,090,358$ 59,849,847$ 10,523,038$ 2,716,211$ 3,782,590$ 3,779,430$
EXPENDITURES
General Government19,294,262 - 975,845 - - - - -
Public Safety44,383,527 - -- - - - -
Public Works6,721,137- -38,975,796 6,959,1251,559,958 - -
Culture & Recreation29,586,511 - -- - - 3,629,3571,734,353
Community Development3,267,591- -- - - --
Transfers Out2,277,926- -4,083,414 242,141 347,401 - 3,771
Debt Service- 13,968,359 - 1,865,151 - - - -
Capital Projects- -- 3,241,368 500,000- - -
Depreciation- -- -- - 140,155 -
TOTAL EXPENDITURES105,530,954 13,968,359 975,845 48,165,729 7,701,266 1,907,359 3,769,512 1,738,124
ENDING BALANCE22,006,134 1,395,460 5,114,513 11,684,118 2,821,772 808,852 13,078 2,041,306
FISCAL YEAR 2018-2019
Enterprise Funds
Ad Valorem Taxes
30.4%
Sales Tax
17.8%
Hotel/Motel Tax
0.8%
Franchise Fees
3.4%
Licenses and Permits
1.3%
Charges for Services
38.8%
Fines
0.8%
Miscellaneous
0.6%
Contributions
0.3%
Reimbursements
1.0%
Intergovernmental
0.1%
Interest Earned
0.7%
Operating Transfers In
4.0%
DISTRIBUTION OF REVENUES -ALL FUNDS
COMBINED BUDGET SUMMARY
Total
Asset Special Grant Replacement Facility Risk Economic Community All Funds
Forfeiture Revenue Fund Fund Maintenance Management Development Development 2018-2019
214,946$ 1,125,189$ 271,247$ 11,483,596$ 829,502$ 5,012,359$ 4,459,044$ 9,016,139$ 78,269,957$
- - - - - - - - 68,413,469
- - - - - - 9,910,424 9,910,424 40,096,823
- - - - - - - - 1,852,376
- 157,079 - - - - - - 7,590,575
- -- - - - - - 3,028,100
- -- 3,450,337 - 13,841,740 - - 87,505,791
- 150,264 - - - -- - 1,814,397
190,000 - 505,958 153,000 - -- - 1,274,232
- - - - - -- - 585,946
- - - 100,000 - 610,500 - - 2,235,304
- 46,824 - - - -- - 303,597
2,352 16,667 2,458 157,751 14,856 64,737 162,821 173,030 1,583,712
- -65,732 - 1,334,500 534,255 - - 9,055,833
192,352 370,834 574,148 3,861,088 1,349,356 15,051,232 10,073,245 10,083,454 225,340,155
407,298$ 1,496,023$ 845,395$ 15,344,684$ 2,178,858$ 20,063,591$ 14,532,289$ 19,099,593$ 303,610,112$
- 117,342 - 2,789,448 362,318 13,762,332 7,562,362 2,314,202 47,178,111
20,292 - 27,739 - - - - - 44,431,558
- - 43,000 - - - - - 54,259,016
- - 4,400 - - - - - 34,954,621
- - 450,329 - - - - - 3,717,920
- 104,723 - - 20,000 - - - 7,079,376
- -- - - - 3,688,899 2,417,219 21,939,628
- -- - - - - 3,283,757 7,025,125
- -- - - - - - 140,155
20,292 222,065 525,468 2,789,448 382,318 13,762,332 11,251,261 8,015,178 220,725,510
387,006 1,273,958 319,927 12,555,236 1,796,540 6,301,259 3,281,028 11,084,415 82,884,602
FISCAL YEAR 2018-2019
Special Revenue Component UnitsInternal Service Funds
General Government
21.4%
Public Safety
20.1%
Public Works
24.6%
Culture & Recreation
15.9%
Community
Development
1.7%
Transfers Out
3.2%
Debt Service
9.9%
Capital Projects
3.2%
DISTRIBUTION OF EXPENDITURES -ALL FUNDS
50BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
COMBINED BUDGET SUMMARY
FISCAL YEAR 2018-2019
2016-2017 2017-2018 2017-2018 2018-2019
ACTUAL BUDGET AMENDED BUDGET
BEGINNING BALANCE 114,017,399$ 77,168,005$ 90,911,215$ 78,269,957$
REVENUES
Ad Valorem Taxes 58,875,936 63,467,777 63,784,337 68,413,469
Sales Tax 38,496,936 40,541,544 39,290,083 40,096,823
Hotel Tax 1,547,244 1,856,418 1,600,583 1,852,376
Franchise Fees 7,553,013 7,387,122 7,709,582 7,590,575
Licenses and Permits 3,569,609 3,002,600 3,378,100 3,028,100
Charges for Services 72,337,326 80,521,965 81,206,698 87,505,791
Fines 1,851,735 1,945,013 1,654,135 1,814,397
Miscellaneous 4,492,147 1,716,557 1,557,606 1,274,232
Contributions 540,741 570,171 591,371 585,946
Reimbursements 2,438,963 2,256,714 2,697,939 2,235,304
Intergovernmental 253,920 296,968 298,029 303,597
Interest Earned 1,152,535 1,062,000 1,401,800 1,583,712
Operating Transfers In 21,800,259 7,530,602 7,593,647 9,055,833
Bond Sale Proceeds 6,140,000 - - -
TOTAL REVENUES 221,050,364 212,155,451 212,763,910 225,340,155
TOTAL AVAILABLE 335,067,763 289,323,456 303,675,125 303,610,112
EXPENDITURES
General Government 88,429,378 58,568,627 64,531,271 47,178,111
Public Safety 35,225,250 39,273,198 39,483,675 44,431,558
Public Works 42,703,668 49,422,325 49,043,270 54,259,016
Culture & Recreation 26,585,834 31,346,605 34,426,942 35,094,776
Community Development 2,951,864 3,517,847 3,562,480 3,717,920
Debt Service 23,346,737 21,560,099 22,099,974 7,079,376
Capital Projects 362,598 4,490,962 6,141,409 21,939,628
Transfers Out 24,551,219 6,204,602 6,116,147 7,025,125
TOTAL EXPENDITURES 244,156,548 214,384,265 225,405,168 220,725,510
ENDING BALANCE 90,911,215 74,939,191 78,269,957 82,884,602
51BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
COMBINED BUDGET SUMMARY
FISCAL YEAR 2018-2019
Fund
2017-2018 Year
End Estimate
2018-2019 Year
End Projection Difference Explanation
General Fund $22,006,134 $22,006,134 $0 This fund is within fund balance policy of 60-90 days of operational
expenses.
Debt Service $1,216,941 $1,395,460 $178,519
The fund balance is within the policy requirement of 5%-10% of annual
debt service.
TIF $3,746,703 $5,114,513 $1,367,810
Property and sales tax have been collected in TIF #2; however, no grants
are currently being paid out. TIF #1 grants are paid annually.
Utility Enterprise Funds
(Water & Sewer, Solid Waste,
and Drainage Utility)
$16,996,677 $15,314,742 ($1,681,935)
For those funds that are over 120 days of operational reserves, a draw
down of fund balance is programmed to reduce the days of reserve to an
acceptable range of 90-120 days, per City policy.
Golf Course $13,078 $13,078 $0 This fund receives transfers from the General Fund to ensure positive net
position.
Hotel Occupancy Tax $1,878,402 $2,041,306 $162,904
Remaining funds will be used in subsequent years as allowed by state
law.
Asset Forfeiture $214,946 $387,006 $172,060
Funds collected in the current year may be appropriated in subsequent
years as allowed by law.
Special Revenue $1,125,189 $1,273,958 $148,769
Restricted revenues are accumulated in this fund and are expended as
allowed.
Grants $271,247 $319,927 $48,680
Funds carried over from prior years are appropriated for allowable
expenditures. Expenditures are only for those goods or services as
allowed by law, or as approved by the agencies awarding the grants.
Replacement Fund $11,483,596 $12,555,236 $1,071,640
Reserves in this fund are used for scheduled replacements of vehicles,
technology and equipment. Revenues are received based on the useful
life of existing assets, while expenses are based on a set replacement
schedule, which is subject to annual management review.
Facility Maintenance $829,502 $1,796,540 $967,038
Fund balance is accumulated in the fund to accommodate the needs of
large-scale projects for replacing components of aging facilities.
Risk Management $5,012,359 $6,301,259 $1,288,900 The fund balance is within targeted levels.
Economic Development $4,459,044 $3,281,028 ($1,178,016)
Reserves in this fund are used towards economic development
incentives, as they arise.
Community Development $9,016,139 $11,084,415 $2,068,276
Changes in fund balance are influenced by the timing, size and ability to
complete capital projects.
Totals $78,269,957 $82,884,602 $4,614,645
The following table indicates the reasons for projected changes in fund balances/retained earnings of $4,614,645:
52BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
Boards and Commissions
City ManagerCity Attorney Municipal Judge
Community Development
Assistant City Manager City Secretary
Community Services
Engineering
Finance
Fire
Human Resources
Information Technology
Library
Parks and Recreation
Police
Public and Media Relations
Citizens of Allen
City Council
CITY OF ALLEN
ORGANIZATIONAL CHART
53BUDGET OVERVIEWCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
BUDGET OVERVIEW
Boards and Commissions
City ManagerCity AttorneyMunicipal Judge
Community Development
Assistant City ManagerCity Secretary
Community Services
Engineering
Finance
Fire
Human Resources
Information Technology
Library
Parks and Recreation
Police
Public and Media Relations
Citizens of Allen
City Council
CITY OF ALLEN
ORGANIZATIONAL CHART
ACTUAL ORIGINAL REVISED PROPOSED Increase (Decrease)
General Fund 2016-2017 2017-2018 2017-2018 2018-2019 FY2018R to FY2019
City Secretary 3.50 3.50 3.50 3.50 -
Municipal Court 10.00 11.00 10.00 10.00 -
City Administration 5.50 5.50 5.50 5.50 -
Public & Media Relations 6.00 6.00 6.00 7.00 1.00
Information Technology 18.00 18.00 18.00 19.00 1.00
Human Resources 6.00 6.00 6.50 6.50 -
Police 185.00 189.00 190.00 199.00 9.00
Parks & Recreation 139.19 143.20 143.20 145.20 2.00
Allen Event Center 44.33 45.33 45.33 45.33 -
Library 37.79 37.79 37.79 37.79 -
Fire 114.00 116.00 116.00 117.00 1.00
Community Development 27.50 30.50 30.50 31.50 1.00
Community Services 29.00 29.00 29.00 29.00 -
Finance 19.00 20.00 20.00 20.00 -
Engineering 14.00 15.00 15.00 15.00 -
Total General Fund 658.81 675.82 676.32 691.32 15.00
Water & Sewer Fund 73.50 76.50 76.50 79.50 3.00
Solid Waste Fund 7.50 7.50 7.50 8.50 1.00
Drainage Fund 9.00 9.00 9.00 10.00 1.00
Golf Course Fund 33.64 33.64 33.64 33.64 -
Hotel Fund 4.50 5.50 5.50 5.50 -
Risk Management Fund 4.00 4.00 3.50 3.50 -
Economic Development Fund 7.00 7.00 7.00 7.00 -
Total City of Allen Employees, All Funds 797.95 818.96 818.96 838.96 20.00
All positions are shown as full-time equivalents (FTE).
Revised 2017-2018
Reduce 1.0 FTE in Municipal Court as Bailiff position moved to PD
Add .5 FTE in Human Resources as 1 FTE is now being split between Human Resources and the Risk Management Fund
Add 1 FTE in PD as Bailiff position moved from Municipal Courts to PD
Reduce.5 FTE in Risk as 1 FTE is now being split between Human Resources and the Risk Management Fund
Proposed 2018-2019
Add 1 FTE in Public & Media Relations for a Social Media Coordinator
Add 1 FTE in I.T. for a Business Intelligence Analyst (reclassification from Finance)
Add 9 FTE in Police for 5 Police Officers, 2 Investigators, and 2 School Resource Officers
Add 2 FTE in Parks for 2 Maintenance Workers
Add 1 FTE in Fire for a Fire Prevention Specialist
Add 1 FTE in Community Development for a Code Compliance Officer
Add 1 FTE in Finance for the addition of a Buyer and Remove 1 FTE, net 0 FTE
Add 3 FTE in the Water and Sewer Fund for a Crew Leader, an Equipment Operator and a Maintenance Worker
Add 1 FTE in the Solid Waste Fund for a Commercial Waste Services Specialist
Add 1 FTE in Drainage for a Stormwater Program Manager
STAFFING SUMMARY
FISCAL YEAR 2018-2019
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56GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
REVENUE & EXPENDITURE SUMMARY
FUND: GENERAL FUND
FISCAL YEAR 2018-2019
2016-2017 2017-2018 2017-2018 2018-2019
ACTUAL BUDGET AMENDED BUDGET
ASSIGNED FUND BALANCE 2,000,000 - 2,000,000 -
UNASSIGNED FUND BALANCE 19,801,859 19,709,071 19,810,153 22,006,134
TOTAL BEGINNING FUND BALANCE 21,801,859$ 19,709,071$ 21,810,153$ 22,006,134$
REVENUES
Ad Valorem Taxes 44,250,013 47,830,040 48,280,481 52,726,466
Sales Tax 18,990,970 19,998,330 19,385,619 19,794,260
Franchise Fees 7,350,060 7,200,853 7,533,278 7,433,496
Licenses and Permits 3,569,609 3,002,600 3,378,100 3,028,100
Charges for Services 11,648,977 12,824,924 13,014,692 13,405,250
Fines 1,694,998 1,794,749 1,503,506 1,664,133
Miscellaneous 133,848 104,769 165,968 228,141
Contributions 540,741 570,171 591,371 585,946
Reimbursements 1,031,637 976,002 1,056,579 1,092,804
Intergovernmental 126,008 111,826 100,000 100,000
Interest Earned 342,642 398,000 475,000 556,706
Operating Transfers In 4,616,064 4,603,089 4,603,089 4,915,652
TOTAL OPERATING REVENUES 94,295,567$ 99,415,353$ 100,087,683$ 105,530,954$
2016-2017 2017-2018 2017-2018 2018-2019
EXPENDITURES ACTUAL BUDGET AMENDED BUDGET
General Government*25,157,414 23,425,060 25,372,985 19,294,262
Public Safety 34,793,932 38,881,785 39,097,492 44,383,527
Public Works 3,733,370 5,066,736 5,030,952 6,721,137
Culture & Recreation 22,140,757 25,988,770 25,744,773 29,586,511
Community Development 2,530,911 3,194,184 3,052,311 3,267,591
TOTAL OPERATING EXPENDITURES 88,356,384$ 96,556,535$ 98,298,513$ 103,253,028$
Transfers Out 5,819,630 1,530,144 1,593,189 2,277,926
TOTAL GENERAL FUND EXPENDITURES 94,176,014$ 98,086,679$ 99,891,702$ 105,530,954$
ASSIGNED FUND BALANCE 2,000,000 - - -
UNASSIGNED FUND BALANCE 19,810,153 21,037,745 22,006,134 22,006,134
TOTAL ENDING FUND BALANCE 21,810,153$ 21,037,745$ 22,006,134$ 22,006,134$
DAYS UNRESTRICTED OPERATIONAL EXPENDITURES IN RESERVE 76.1
60 days of operational expenditure 17,347,554$
Fund Balance Required: 60 to 90 days operational expenditure
*Fiscal Year 2018 Amended includes $2 million in Hotel/Convention Center Incentive.
57GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
REVENUE & EXPENDITURE SUMMARY
FUND: GENERAL FUND
FISCAL YEAR 2018-2019
2016-20172017-20182017-20182018-2019
ACTUALBUDGETAMENDEDBUDGET
ASSIGNED FUND BALANCE2,000,000 - 2,000,000 -
UNASSIGNED FUND BALANCE19,801,859 19,709,071 19,810,153 22,006,134
TOTAL BEGINNING FUND BALANCE21,801,859$ 19,709,071$ 21,810,153$ 22,006,134$
REVENUES
Ad Valorem Taxes44,250,013 47,830,040 48,280,481 52,726,466
Sales Tax18,990,970 19,998,330 19,385,619 19,794,260
Franchise Fees7,350,060 7,200,853 7,533,278 7,433,496
Licenses and Permits3,569,609 3,002,600 3,378,100 3,028,100
Charges for Services11,648,977 12,824,924 13,014,692 13,405,250
Fines1,694,998 1,794,749 1,503,506 1,664,133
Miscellaneous133,848 104,769 165,968 228,141
Contributions540,741 570,171 591,371 585,946
Reimbursements1,031,637 976,002 1,056,579 1,092,804
Intergovernmental126,008 111,826 100,000 100,000
Interest Earned342,642 398,000 475,000 556,706
Operating Transfers In4,616,064 4,603,089 4,603,089 4,915,652
TOTAL OPERATING REVENUES94,295,567$ 99,415,353$ 100,087,683$ 105,530,954$
2016-20172017-20182017-20182018-2019
EXPENDITURESACTUALBUDGETAMENDEDBUDGET
General Government*25,157,414 23,425,060 25,372,985 19,294,262
Public Safety34,793,932 38,881,785 39,097,492 44,383,527
Public Works3,733,370 5,066,736 5,030,952 6,721,137
Culture & Recreation22,140,757 25,988,770 25,744,773 29,586,511
Community Development2,530,911 3,194,184 3,052,311 3,267,591
TOTAL OPERATING EXPENDITURES88,356,384$ 96,556,535$ 98,298,513$ 103,253,028$
Transfers Out5,819,630 1,530,144 1,593,189 2,277,926
TOTAL GENERAL FUND EXPENDITURES94,176,014$ 98,086,679$ 99,891,702$ 105,530,954$
ASSIGNED FUND BALANCE2,000,000 - - -
UNASSIGNED FUND BALANCE 19,810,153 21,037,745 22,006,134 22,006,134
TOTAL ENDING FUND BALANCE 21,810,153$ 21,037,745$ 22,006,134$ 22,006,134$
DAYS UNRESTRICTED OPERATIONAL EXPENDITURES IN RESERVE76.1
60 days of operational expenditure17,347,554$
Fund Balance Required: 60 to 90 days operational expenditure
*Fiscal Year 2018 Amended includes $2 million in Hotel/Convention Center Incentive.
REVENUES & EXPENDITURES CHARTS
FUND: GENERAL FUND
FISCAL YEAR 2018-2019
Ad Valorem Taxes
50.0%
Sales Tax
18.8%
Franchise Fees
7.0%
Licenses and Permits
2.9%
Charges for Services
12.7%
Fines
1.5%
Miscellaneous
0.2%
Contributions
0.6%
Reimbursements
1.0%
Intergovernmental
0.1%
Interest Earned
0.5%
Operating
Transfers In
4.7%
GENERAL FUND REVENUES FY2018-2019
General
Government
18.2%
Public Safety
42.1%
Public Works
6.4%Culture &
Recreation
28.0%
Community
Development
3.1%
Transfers Out
2.2%
GENERAL FUND EXPENDITURES BY FUNCTION
FY2018-2019
58GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
REVENUES
FUND: GENERAL FUND
FISCAL YEAR 2018-2019
REVENUE - DETAIL 2016-2017 2017-2018 2017-2018 2018-2019
PROPERTY TAXES ACTUAL BUDGET AMENDED BUDGET
Current 43,800,751$ 47,553,290$ 47,687,171$ 52,524,561$
Delinquent (31,105) 120,000 412,000 32,000
Penalty & Interest 171,331 153,750 180,000 166,905
Rollback 306,094 - - -
Miscellaneous Tax Revenue 2,942 3,000 1,310 3,000
SUBTOTAL 44,250,013$ 47,830,040$ 48,280,481$ 52,726,466$
SALES TAX
Mixed Drink Tax 403,240 412,200 413,740 428,979
Municipal Sales Tax 18,587,730 19,586,130 18,971,879 19,365,281
SUBTOTAL 18,990,970$ 19,998,330$ 19,385,619$ 19,794,260$
FRANCHISE FEES
Electric 3,563,150 3,672,751 3,633,298 3,705,955
Gas 924,277 904,136 1,112,475 977,634
Cable 1,015,983 970,845 911,924 814,006
Solid Waste 747,439 757,261 788,268 826,845
Access Line Fees 1,099,211 895,860 1,087,313 1,109,056
SUBTOTAL 7,350,060$ 7,200,853$ 7,533,278$ 7,433,496$
LICENSES & PERMITS
Permits 2,600 800 800 18,800
Licenses & Registrations 595,229 402,500 598,000 600,000
Single Family Permits 977,041 850,000 850,000 850,000
Multi-Family Permits 357,075 350,000 350,000 200,000
Commercial Permits 967,827 800,000 900,000 700,000
Building Permits-Other 382,470 400,000 400,000 400,000
Health Code Permits 135,750 115,000 120,000 125,000
Other Permits 45,660 34,300 34,300 34,300
Fire Code Permits 105,957 50,000 125,000 100,000
SUBTOTAL 3,569,609$ 3,002,600$ 3,378,100$ 3,028,100$
CHARGES FOR SERVICE
Charges for Service 2,716,578 2,590,455 2,650,118 2,766,505
Membership/Admission Revenue 791,168 769,583 769,396 781,857
Allen USA Revenue 170,052 129,600 129,600 129,600
COAST Revenue 74,060 27,785 27,785 29,085
Rental 358,139 333,270 335,270 361,707
Special Activities 486,839 394,957 394,957 348,411
Concession Sales 28,244 61,437 43,130 61,901
Antenna Rentals 486,859 499,152 525,291 545,618
Event Center Revenue 6,501,682 8,018,685 8,139,145 8,380,566
Development Fees*35,356 - - -
SUBTOTAL 11,648,977$ 12,824,924$ 13,014,692$ 13,405,250$
*Development Fees are related to the maintenance agreement with Twin Creeks Business Center. This revenue represents a
one-time deposit.
59GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
REVENUES
FUND: GENERAL FUND
FISCAL YEAR 2018-2019
2016-2017 2017-2018 2017-2018 2018-2019
FINES & FORFEITURES ACTUAL BUDGET AMENDED BUDGET
Fines 1,694,998 1,794,749 1,503,506 1,664,133
SUBTOTAL 1,694,998$ 1,794,749$ 1,503,506$ 1,664,133$
MISCELLANEOUS
Retail Store Sales 3,716 8,359 8,359 8,359
Miscellaneous 88,129 86,410 103,830 81,810
Sale of Assets 14,866 10,000 31,279 10,000
Abandoned Property Revenue 27,137 - 20,000 -
Grant Revenue**- - 2,500 127,972
SUBTOTAL 133,848$ 104,769$ 165,968$ 228,141$
CONTRIBUTIONS
Donations/Sponsorships 540,741 570,171 591,371 585,946
SUBTOTAL 540,741$ 570,171$ 591,371$ 585,946$
REIMBURSEMENTS
Reimbursements 1,031,637 976,002 1,056,579 1,092,804
SUBTOTAL 1,031,637$ 976,002$ 1,056,579$ 1,092,804$
INTERGOVERNMENTAL
Intergovernmental 126,008 111,826 100,000 100,000
SUBTOTAL 126,008$ 111,826$ 100,000$ 100,000$
INTEREST EARNED
Interest on Investments 342,642 398,000 475,000 556,706
SUBTOTAL 342,642$ 398,000$ 475,000$ 556,706$
OTHER FINANCING SOURCES
Operating Transfers In 4,616,064 4,603,089 4,603,089 4,915,652
SUBTOTAL 4,616,064$ 4,603,089$ 4,603,089$ 4,915,652$
TOTAL OPERATING REVENUES 94,295,567$ 99,415,353$ 100,087,683$ 105,530,954$
**Revenue and expenditure for grant funded positions are recognized in the General Fund.
60GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
TAX STRUCTURE
FUND: GENERAL FUND
FISCAL YEAR 2018-2019
ASSESSED VALUE - Certified 2018 Tax Year 13,595,699,267$
REVENUE AT $0.498000 PER $100 VALUATION 67,706,582$
CONTRIBUTION TO DEBT SERVICE 14,212,536$
CONTRIBUTION TO GENERAL FUND
100.00% COLLECTION RATE 53,494,046$
RATE PERCENT AMOUNT
GENERAL FUND 0.393463 79.01%53,494,046$
DEBT SERVICE FUND 0.104537 20.99%14,212,536
0.498000 100.00%67,706,582$ (A)
(A) Approximately $970,000 of the General Fund property taxes
and $304,000 of the Debt Service Fund property taxes will be allocated
to the TIF Fund as property tax increments for TIF Zones #1 and #2.
TAX RATE DISTRIBUTION
BUDGET ASSUMPTIONS
FUND: GENERAL FUND
FISCAL YEAR 2018-2019
Assumptions Used for Projecting 2018-2019 Revenues and Expenditures
1. Tax rate used = $ 0.498000
-Based upon certified FY2019 appraised value of $13,595,699,267 (9.93% increase)
-FY2018 final assessed value = $12,367,609,498
-Property tax incentive for Watters Creek is 50% and The Village at Allen is 90%
-The growth in property taxes comes from $430 million in new real property, $549 million increase in single
family reappraisals, and $248 million in other reappraisals.
2. Growth in municipal sales tax revenue of 2.11% over FY2018 revised budget
-FY2018 revised sales tax is estimated to increase 2.07% over FY2017 actual.
-Sales tax incentives for Watter's Creek is 50% and The Village at Allen is 90%.
-FY2019 sales tax includes general growth of population and commercial additions.
3. Overall City growth
-FY2019 residential growth projected at 500 permits.
-FY2019 commercial permits are projected to decrease from FY2018 revised.
- Multi-family permits are revised to $350,000 for FY2018 revised. FY2019 is expected at $200,000.
4. Population - FY2019 estimate: 105,504
5. Franchise fees
Electric:
Gas:Atmos gas franchise is projected to decrease from the revised FY2018 budget by 14.00% due to declining
commodity prices. FY2019 budget assumes historical average temperatures.
CoServ gas franchise is projected to decrease similar to Atmos, although much of this revenue is
dependent on commodity price and weather.
Telephone: Access line fees are projected at an increase of 2.00%, specifically with increases in business lines. The
revised FY2018 fees increased 4.77%, over FY2017 actual, according to the current trend.
Cable: Cable franchise fees projected to decrease to 10.7% below revised FY2018. Revenues continue to decrease
as customers seek alternatives to traditional cable products.
6. Other
Ambulance:FY2019 revenues projected to remain flat as compared to FY2018 revised.
Investments:Earnings were projected based on a cash-flow model and the benchmark average of the overall portfolio.
Gasoline:Used an average rate of $3.25 per gallon for FY2019 and $3.00 for Revised FY2018.
7. Event Center and The Village at Allen
-The City ticket fee is projected at $407,300 for FY2019. The reimbursement to MGHerring is budgeted at
75% of the ticket fee revenue and 100% of sports team facility fee.
-The property tax and sales tax reimbursement to MGHerring is budgeted at 90%.
TXU(Atmos) kilowatt hour usage is expected to increase 2.00% due to increased demand from a growing
population. CoServ and GCEC Electric franchise revenue projected to increase by 2.00% over FY2018
revised.
61GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
BUDGET ASSUMPTIONS
FUND: GENERAL FUND
FISCAL YEAR 2018-2019
Assumptions Used for Projecting 2018-2019 Revenues and Expenditures
1. Tax rate used = $ 0.498000
-Based upon certified FY2019 appraised value of $13,595,699,267 (9.93% increase)
-FY2018 final assessed value = $12,367,609,498
-Property tax incentive for Watters Creek is 50% and The Village at Allen is 90%
-The growth in property taxes comes from $430 million in new real property, $549 million increase in single
family reappraisals, and $248 million in other reappraisals.
2. Growth in municipal sales tax revenue of 2.11% over FY2018 revised budget
-FY2018 revised sales tax is estimated to increase 2.07% over FY2017 actual.
-Sales tax incentives for Watter's Creek is 50% and The Village at Allen is 90%.
-FY2019 sales tax includes general growth of population and commercial additions.
3. Overall City growth
-FY2019 residential growth projected at 500 permits.
-FY2019 commercial permits are projected to decrease from FY2018 revised.
- Multi-family permits are revised to $350,000 for FY2018 revised. FY2019 is expected at $200,000.
4. Population - FY2019 estimate: 105,504
5. Franchise fees
Electric:
Gas:Atmos gas franchise is projected to decrease from the revised FY2018 budget by 14.00% due to declining
commodity prices. FY2019 budget assumes historical average temperatures.
CoServ gas franchise is projected to decrease similar to Atmos, although much of this revenue is
dependent on commodity price and weather.
Telephone: Access line fees are projected at an increase of 2.00%, specifically with increases in business lines. The
revised FY2018 fees increased 4.77%, over FY2017 actual, according to the current trend.
Cable: Cable franchise fees projected to decrease to 10.7% below revised FY2018. Revenues continue to decrease
as customers seek alternatives to traditional cable products.
6. Other
Ambulance:FY2019 revenues projected to remain flat as compared to FY2018 revised.
Investments:Earnings were projected based on a cash-flow model and the benchmark average of the overall portfolio.
Gasoline:Used an average rate of $3.25 per gallon for FY2019 and $3.00 for Revised FY2018.
7. Event Center and The Village at Allen
-The City ticket fee is projected at $407,300 for FY2019. The reimbursement to MGHerring is budgeted at
75% of the ticket fee revenue and 100% of sports team facility fee.
-The property tax and sales tax reimbursement to MGHerring is budgeted at 90%.
TXU(Atmos) kilowatt hour usage is expected to increase 2.00% due to increased demand from a growing
population. CoServ and GCEC Electric franchise revenue projected to increase by 2.00% over FY2018
revised.
62GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
EXPENDITURES BY FUNCTION
FUND: GENERAL FUND
FISCAL YEAR 2018-2019
2016-2017 2017-2018 2017-2018 2018-2019
General Government:ACTUAL BUDGET AMENDED BUDGET
City Administration 874,315 962,687 950,607 1,008,012
City Secretary 509,943 545,840 580,349 608,501
Public & Media Relations 641,952 735,128 741,424 840,752
Information Technology 4,510,432 3,747,240 4,048,100 4,780,325
Human Resources 795,417 977,839 951,728 1,080,730
Internal Services*13,408,544 11,123,270 12,757,284 5,247,523
Finance 2,078,874 2,511,895 2,403,610 3,180,952
Municipal Court 661,984 785,218 756,850 914,051
Building Maintenance 1,126,069 1,246,555 1,392,835 1,393,045
Service Center**549,884 789,388 790,198 240,371
Total General Government 25,157,414$ 23,425,060$ 25,372,985$ 19,294,262$
Public Safety:
Fire 14,768,753 16,692,439 16,543,097 18,437,771
Police 20,025,179 22,189,346 22,554,395 25,945,756
Total Public Safety 34,793,932$ 38,881,785$ 39,097,492$ 44,383,527$
Public Works:
Community Services Administration 452,551 589,158 584,513 697,414
Streets 1,282,758 2,144,492 2,091,153 2,725,527
Engineering 1,998,061 2,333,086 2,355,286 3,298,196
Total Public Works 3,733,370$ 5,066,736$ 5,030,952$ 6,721,137$
Culture & Recreation:
Library 2,776,080 3,091,724 3,108,439 3,323,468
Parks & Recreation 11,080,219 13,961,879 13,554,373 16,155,996
Event Center 8,284,458 8,935,167 9,081,961 10,107,047
Total Culture & Recreation 22,140,757$ 25,988,770$ 25,744,773$ 29,586,511$
Community Development:
Building Services 1,395,190 1,628,858 1,512,343 1,606,964
Planning 1,135,721 1,565,326 1,539,968 1,660,627
Total Community Development 2,530,911$ 3,194,184$ 3,052,311$ 3,267,591$
TOTAL OPERATING EXPENDITURES 88,356,384$ 96,556,535$ 98,298,513$ 103,253,028$
Total Transfers Out 5,819,630$ 1,530,144$ 1,593,189$ 2,277,926$
TOTAL EXPENDITURES 94,176,014$ 98,086,679$ 99,891,702$ 105,530,954$
*Approximately $5.7 million in Internal Services expenditures have been allocated to departments in FY2019.
**Approximately $650,000 in Service Center fuel expenditures have been allocated to departments in FY2019.
63GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
EXPENDITURES BY CLASSIFICATION
FUND: GENERAL FUND
FISCAL YEAR 2018-2019
2017-2018
2016-2017 % OF REVISED % OF 2018-2019 % OF
CLASSIFICATION ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET
Personnel Services 57,159,388$ 60.6%61,860,999$ 61.9%67,363,698$63.8%
Operations 30,700,493 32.6%35,926,698 36.0%35,570,330 33.7%
Capital 496,503 0.5%510,816 0.5%319,000 0.3%
Transfers 5,819,630 6.2%1,593,189 1.6%2,277,926 2.2%
TOTAL 94,176,013$ 99,891,702$ 105,530,954$
79,543,883$ 84,652,745$ 88,471,676$
Personnel Services
63.8%
Operations
33.7%
Capital
0.3%
Transfers
2.2%
GENERAL FUND
EXPENDITURES BY CLASSIFICATION
64GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
City Manager
1 Executive Assistant
to City Manager
1
Assistant City
Manager
2.5
Assistant to the City
Manager
1
CITY ADMINISTRATION
FUND: GENERAL FUND
ORG: 1110100
65GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
City Manager
1Executive Assistant
to City Manager
1
Assistant City
Manager
2.5
Assistant to the City
Manager
1
CITY ADMINISTRATION
FUND: GENERAL FUND
ORG: 1110100
The City Manager serves under the policy direction of the City Council and is responsible for making
recommendations to the Council concerning policies, programs and developing methods to ensure the
efficient operation of city services. The office of the City Manager coordinates and administers the
implementation of ordinances, policies and procedures that will provide for the orderly, positive and
planned growth and development of the City of Allen.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Remained actively involved in critical water conservation initiatives implemented in conjunction
with the North Texas Municipal Water District. (also Goal 8)
Advocated Allen’s position and interests at the Texas Legislature through facilitation of resolutions
and joint letters to state representatives.
Strengthened relationships with members of the County Commissioners Court.
Goal 3. Improve regional mobility though transportation initiatives
Continued Collin County Rides transportation initiative with DART providing a taxi voucher
transportation program for seniors and residents with disabilities.
Goal 6. Maintain operational excellence in City government services
Provided continued refinement and oversight to MyAllen, a mobile application for residents to
request and/or report a need for City services.
Issued general obligation bonds in the amount of $9.5 million for Central Fire Station expansion
and improvements, street and alley repairs, roadway projects, and traffic signal installation and
improvements.
Issued water and sewer revenue bonds in the amount of $10 million for Phase 1 and Phase 2 of
Hillside Village infrastructure improvements, and design costs for Windridge Estates and Stacy
Pump Station No. 1.
City received perfect audit for the 10th consecutive year for the 2016-2017 Comprehensive Annual
Financial Report.
Maintained highest possible bond rating for G.O. debt, Aaa by Moody’s and AAA by Standard and
Poor’s.
Continued implementation of the City Council’s Strategic Plan.
Continued the City of Allen’s commitment to service excellence through the employee P.R.I.D.E.
program.
Goal 7. Provide economic investment that increases employment opportunity, the tax base, and
provides desired goods and services for residents and contributes to the community character and
identity
Welcomed a variety of new businesses.
Facilitated economic development incentive agreements.
CITY ADMINISTRATION
FUND: GENERAL FUND
ORG: 1110100
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
66GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Goal 1. Enhance Community Livability and Safety
Identify Collin County services available to Allen residents and encourage County to have a higher
profile in Allen.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Continue to carefully evaluate potential Private/Public Partnership opportunities.
Continue to build and strengthen relationships with members of the County Commissioners Court.
Goal 6. Maintain operational excellence in City government services
Continue to offer employees professional growth and development opportunities while identifying
outlets to celebrate organizational successes.
Encourage creativity, flexibility, and accessibility in responding to customers’ requests.
Maintain fiscally responsible policies and procedures to continue to operate the City in a cost
efficient manner.
Continue to review maintenance and operation costs related to both capital investment and the
provision of services so that our city operations are able to continue to achieve strategic priorities
in a sustainable manner.
The City Manager serves under the policy direction of the City Council and is responsible for making recommendations to the Council concerning policies, programs and developing methods to ensure the efficient operation of city services. The office of the City Manager coordinates and administers the implementation of ordinances, policies and procedures that will provide for the orderly, positive and planned growth and development of the City of Allen. Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Remained actively involved in critical water conservation initiatives implemented in conjunctionwith the North Texas Municipal Water District. (also Goal 8)Advocated Allen’s position and interests at the Texas Legislature through facilitation of resolutions and joint letters to state representatives.Strengthened relationships with members of the County Commissioners Court.Goal 3. Improve regional mobility though transportation initiatives Continued Collin County Rides transportation initiative with DART providing a taxi vouchertransportation program for seniors and residents with disabilities.Goal 6. Maintain operational excellence in City government services Provided continued refinement and oversight to MyAllen, a mobile application for residents torequest and/or report a need for City services.Issued general obligation bonds in the amount of $9.5 million for Central Fire Station expansionand improvements, street and alley repairs, roadway projects, and traffic signal installation andimprovements.Issued water and sewer revenue bonds in the amount of $10 million for Phase 1 and Phase 2 ofHillside Village infrastructure improvements, and design costs for Windridge Estates and StacyPump Station No. 1.City received perfect audit for the 10th consecutive year for the 2016-2017 Comprehensive AnnualFinancial Report.Maintained highest possible bond rating for G.O. debt, Aaa by Moody’s and AAA by Standard andPoor’s.Continued implementation of the City Council’s Strategic Plan.Continued the City of Allen’s commitment to service excellence through the employee P.R.I.D.E.program.Goal 7. Provide economic investment that increases employment opportunity, the tax base, and provides desired goods and services for residents and contributes to the community character and identity
Welcomed a variety of new businesses.
Facilitated economic development incentive agreements.
CITY ADMINISTRATION FUND: GENERAL FUND ORG: 1110100
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
67GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
CITY ADMINISTRATION
FUND: GENERAL FUND
ORG: 1110100
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 843,890 928,062 912,982 928,285
Operations 21,487 29,125 32,125 55,227
Supplies 3,847 5,500 5,500 5,500
Professional Services 5,091 - - 19,000
874,315$ 962,687$ 950,607$ 1,008,012$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
City Manager 1111
Assistant City Manager 2222
Assistant to the City Manager 1111
Executive Assistant to City Manager1111
5555
PART-TIME
Temporary Assistant City Manager 0.5 0.5 0.5 0.5
0.5 0.5 0.5 0.5
5.5 5.5 5.5 5.5
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 621,369 681,413 666,129 687,828
Longevity 2,292 2,460 2,388 2,348
Overtime 848 2,500 2,500 2,500
Deferred Compensation 17,530 17,587 18,112 18,840
FICA 36,965 41,748 49,962 41,386
TMRS 91,280 98,571 95,163 98,612
Worker's Compensation 1,060 1,354 1,220 1,372
Health Insurance 53,204 62,279 55,048 56,038
Health Savings 5,590 5,387 7,222 4,471
Dental Insurance 3,871 4,341 4,223 4,498
Long-term Disability 613 618 631 617
Life Insurance 668 690 719 718
Flexible Spending 100 114 88 57
Car Allowance 8,500 9,000 9,577 9,000
843,890$ 928,062$912,982$928,285$
OPERATIONS
Phone/ Data Connectivity*- - - 900
Technology Maintenance - 6,800 9,800 9,800
Travel & Training 13,215 14,860 14,860 13,300
Dues & Subscriptions*5,653 4,765 4,765 26,695
*Includes Reallocated Cost from Internal Services
EXPENDITURE SUMMARY
DEPARTMENT TOTAL
SUBTOTAL
TOTAL FULL-TIME-EQUIVALENT
TOTAL PART TIME
TOTAL FULL TIME
PERSONNEL SUMMARY
EXPENDITURE DETAIL
68GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
CITY ADMINISTRATION
FUND: GENERAL FUND
ORG: 1110100
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Meetings & Receptions 2,619 2,700 2,700 2,700
Insurance*- - - 1,832
21,487$29,125$ 32,125$ 55,227$
SUPPLIES
General Supplies 3,847 5,500 5,500 5,500
3,847$ 5,500$ 5,500$ 5,500$
PROFESSIONAL SERVICES
Contractual Services 5,091 - - -
Lease Agreements*- - - 4,000
Strategic Planning Exp.*- - - 15,000
5,091$ -$ -$ 19,000$
874,315$ 962,687$ 950,607$ 1,008,012$
*Includes Reallocated Cost from Internal Services
EXPENDITURE DETAIL - CONTINUED
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
SUBTOTAL
69GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
City Communication Channels
The Public and Media Relations Office of City
Administration oversees all primary
communication channels for the City of Allen.
Website traffic reached a historic high of 228,935
average page views per month in 2012. Since that
time, website traffic continues to decrease annually.
In the 2018 reporting period, website traffic averaged
160,399 monthly page views.
As website traffic continues to trend downward, the
use of social media has increased and expanded.
Also, during this same period, the deployment of the
mobile app eliminated the need for service request website forms.
As the website is supplemented by the use of social media, the reporting activity for all primary
communication channels began in 2017. The data presented does not include activity for department-
specific digital news and social media. There are 30 social media and digital news channels for specific
departments or facilities.
Digital News and Social Media Channels
The main digital publication for the city is
AllenNews.org Weekly Update. The weekly
newsletter continues to have slight subscriber
increases from year to year. For the 2018 reporting
period, subscribers increased from 4,373 to 4,414.
Subscribers and followers continue to increase for all
social media channels. Not included in the chart
below but important to note is the continued growth
of the city’s LinkedIn and Instagram social channels.
LinkedIn followers increased 28% over the 2018
reporting period ending with 1,603 followers. We
began using Instagram in March 2017 and continue to increase post activity and populate content. We
currently have 879 followers but plan to actively promote this channel in early 2019.
CITY ADMINISTRATION
FUND: GENERAL FUND
ORG: 1110100
219,894 204,546
174,713 160,399
0
50,000
100,000
150,000
200,000
250,000
2015 2016 2017 2018
Annual Website Page Views
Monthly Average
5,057
1,997 4,757
18,932
6,123
2,763 8,708
19,145
-
5,000
10,000
15,000
20,000
25,000
Facebook Twitter YouTube NextDoor
Annual Growth of Social
Media Channels
2017 2018
PERFORMANCE MEASURES
70GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
City Secretary
1
Senior Administrative
Assistant
1
Administrative Assistant
.5
Records Management
Specialist
1
CITY SECRETARY
FUND: GENERAL FUND
ORG: 1115100-1115120
71GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
City Secretary
1
Senior Administrative
Assistant
1
Administrative Assistant
.5
Records Management
Specialist
1
CITY SECRETARY
FUND: GENERAL FUND
ORG: 1115100-1115120
The City Secretary’s Office is responsible for the administration of city elections and the citywide Records
Management program, responding to Public Information Requests and the annual Board and Commission
appointment process. The Office operates the Municipal Records Center for the storage of inactive city
records until those records may be disposed of; identifies, preserves and serves as custodian of the city's
historical records.
Successfully conducted the General Election in accordance with State law.
Continued use of Public Information Request software system to track and respond to public
information requests. Complied with the Public Information Act in responding to requests for open
records in a timely fashion for the City of Allen.
Continued preservation of City’s permanent records by digitizing City Council minutes, board,
committee and commission minutes, City Council Ordinances and Resolutions into the Content
Management System (CMS). Oversaw the implementation of the CMS in the Human Resources
Department.
Implemented the Public Portal on the City’s website to provide online access to City records
(minutes, ordinances and resolutions).
Completed the annual destruction of city records in accordance with the Texas State Library
requirements.
Ensured new city personnel completed the Email Content Management Training Class.
Completed Supplement No. 14 to the Code of Ordinances and Supplement No. 15 to the Land
Development Code.
Conducted records management training for Records Liaison Officers.
Continued imaging program to ensure the preservation of commercial building plans.
Respond promptly to requests for documents so that customers receive information in a timely
manner.
Publish legal notices to satisfy state law and to inform the public through print media.
Maintain official city records to ensure the efficient retrieval of those records.
Administer city elections in accordance with state law, being unbiased and ethical in the process.
Continue to provide support and training for the Records Management program, ensuring
compliance with the Texas State Library guidelines for records management.
Continue the program to encourage and increase voter participation in city elections.
Continue the open government and public information training programs for city personnel.
CITY SECRETARY
FUND: GENERAL FUND
ORG: 1115100-1115120
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
72GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
CITY SECRETARY
FUND: GENERAL FUND
ORG: 1115100-1115120
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 334,376 367,790 369,699 368,140
Operations 100,581 112,476 117,676 170,848
Supplies 12,942 11,024 11,024 11,998
Professional Services 62,044 54,550 81,950 57,515
509,943$ 545,840$ 580,349$ 608,501$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
City Secretary 1111
Records Management Specialist1111
Senior Administrative Assistant 1111
3333
PART-TIME
Administrative Assistant 0.5 0.5 0.5 0.5
0.5 0.5 0.5 0.5
3.5 3.5 3.5 3.5
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 214,013 237,166 233,110 232,954
Council Salaries 34,875 34,500 36,337 34,500
Longevity 1,190 1,358 1,206 1,386
Overtime 991 1,440 1,440 1,500
FICA 16,190 18,029 19,726 17,691
TMRS 30,678 33,858 33,364 33,468
Worker's Compensation 399 510 467 505
Health Insurance 30,176 34,432 38,424 41,708
Health Savings Account 3,055 3,258 2,414 1,237
Dental Insurance 2,264 2,653 2,608 2,594
Long-term Disability 250 2 7 1 2 7 7 2 7 5
Life Insurance 238 258 265 265
Flexible Spending 57 57 61 57
334,376$ 367,790$369,699$368,140$
OPERATIONS
Phone/ Data Connectivity*- - - 300
Technology Maintenance - 43,121 43,121 28,700
Travel & Training 32,443 22,100 22,100 30,300
Dues & Subscriptions*1,920 1,495 1,495 47,725
Advertising 9,874 6,350 - -
Outside Printing*2,365 1,850 1,850 12,788
*Includes Reallocated Cost from Internal Services
EXPENDITURE SUMMARY
DEPARTMENT TOTAL
PERSONNEL SUMMARY
TOTAL FULL TIME
TOTAL PART TIME
TOTAL FULL-TIME-EQUIVALENT
SUBTOTAL
EXPENDITURE DETAIL
73GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
CITY SECRETARY
FUND: GENERAL FUND
ORG: 1115100-1115120
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Meeting & Receptions 53,979 37,560 42,760 43,520
Insurance*- - - 1,165
Notices Required by Law**- - 6,350 6,350
100,581$ 112,476$117,676$170,848$
SUPPLIES
General Supplies 12,942 11,024 11,024 11,998
12,942$ 11,024$11,024$11,998$
PROFESSIONAL SERVICES
Contractual Services 25,177 33,300 33,300 39,465
Professional Services 5,006 11,250 11,250 8,050
Elections 31,861 10,000 37,400 10,000
62,044$54,550$ 81,950$57,515$
509,943$ 545,840$ 580,349$ 608,501$
*Includes Reallocated Cost from Internal Services
**Moved from Advertising per Senate Bill 622
SUBTOTAL
SUBTOTAL
SUBTOTAL
DEPARTMENT TOTALS
EXPENDITURE DETAIL - CONTINUED
74GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Records Management
The purpose of the City’s Records Management Program is to provide records management services to City
departments and the Economic Development Corporation so their records are accessible using appropriate
technology, managed legally, economically and effectively, preserved for historical value, and disposed of
in accordance with State approved records schedules.
Performance Measure 2015 2016 2017 2018 est.
Training Sessions Provided 6 4 4 4
Cubic Feet of Eligible Records Destroyed 900 800 1,000 400
Number of Commercial Building Plans Pages Imaged 0 0 4,000 4,000
Number of Documents Imaged NA 25,000 25,000 25,000
Public Information Requests
The City Secretary serves as the official Public Information Officer for the City of Allen and the Economic
Development Corporation. Public information is provided to the Council, staff, media, and the public so
they can have timely and convenient access to City records.
Performance Measure 2015 2016 2017 2018 est.
Percentage of Open Records Requests Responded to
within 10 days
100% 100% 100% 100%
City Council Meetings
The City Secretary’s Office provides meeting coordination to the City Council so they can have assurance of
citizen participation, and an accurate, timely record of the meetings.
Performance Measure 2015 2016 2017 2018 est.
Number of Blue Star Flag Presentations 1 1 0 0
Number of Proclamations Presented at Council Meetings 15 16 25 29
Number of Citizen Recognitions Presented Outside of
Council Meetings
38 41 50 31
Boards and Commissions
The City Secretary’s Office coordinates the annual Board appointment process including training of newly
appointed and reappointed Board members regarding laws and procedures relating to their appointment.
CITY SECRETARY
FUND: GENERAL FUND
ORG: 1115100-1115120
PERFORMANCE MEASURES
75GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Performance Measures 2015 2016 2017 2018 est.
Percentage of Newly Appointed and Reappointed
Board Members Attending Annual Orientation Session
100% 100% 100% 100%
Percentage of Appointees Completing Open Meetings
Training required by the Open Meetings Act
100% 100% 100% 100%
Municipal Elections
The City Secretary’s Office provides election services to voters, petitioners, and candidates so they can
participate in the election process.
Performance Measures 2015 2016 2017 2018 est.
Number of Ballots Cast 1,815 4,503 4,980 3,284
Total Cost of General Election $9,204 $14,608 $9,023 $18,886
Cost Per Ballot Cast $5.07 $3.24 $1.82 $5.75
Percentage of Registered Voters Casting Ballots 3.5% 8.1% 8.7% 5.5%
Note: Election costs are based on the number of entities contracting with the Collin County Elections Administrator.
During even numbered years, the City of Allen costs increase due to the limited number of entities holding elections.
76GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Director
1
Senior Administrative
Assistant
1
Assistant Director
1
Building Official
1Administrative
Assistant
1
Building
Inspector
4
Senior
Environmental
Health Specialist
2
Plans Examiner
2
Senior Planner
1
Planner
1
Code Compliance
Officer
4*
Environmental
Health
Specialist
1
Senior Code
Compliance
Officer
2
Code & Health
Compliance Manager
1
Planner
1
Assistant Building
Official
1
Senior Planner
1
Planning
Technician
1
Senior Plans
Examiner
1
*One position funded from Water/Sewer and Solid Waste Funds.
COMMUNITY DEVELOPMENT
FUND: GENERAL FUND
ORG: 1500420, 1510110, 1515400, 1515410
Permit/ Utility Billing
Manager
1*
Customer
Service
Representative
2
Permit
Technician
1
Receptionist
1
*Position partially funded by Water & Sewer.
COMMUNITY DEVELOPMENT: PERMITS
FUND: GENERAL FUND
ORG: 1520110
77GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Director
1
Senior Administrative
Assistant
1
Assistant Director
1
Building Official
1Administrative
Assistant
1
Building
Inspector
4
Senior
Environmental
Health Specialist
2
Plans Examiner
2
Senior Planner
1
Planner
1
Code Compliance
Officer
4*
Environmental
Health
Specialist
1
Senior Code
Compliance
Officer
2
Code & Health
Compliance Manager
1
Planner
1
Assistant Building
Official
1
Senior Planner
1
Planning
Technician
1
Senior Plans
Examiner
1
*One position funded from Water/Sewer and Solid Waste Funds.
COMMUNITY DEVELOPMENT
FUND: GENERAL FUND
ORG: 1500420, 1510110, 1515400, 1515410
Permit/ Utility Billing
Manager
1*
Customer
Service
Representative
2
Permit
Technician
1
Receptionist
1
*Position partially funded by Water & Sewer.
COMMUNITY DEVELOPMENT: PERMITS
FUND: GENERAL FUND
ORG: 1520110
78GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
The Building Inspections division is a multi-functional division charged with the responsibility of
managing the plan review processes, building inspections, and compliance of building codes.
Goal 1. Enhance Community Livability and Safety
Administrated the Adopted 2015 International Codes and 2017 NEC Electrical Code for
enforcement.
Worked with builders and contractors to understand the amendments and changes in the 2015
codes.
Provided cross training for staff in areas that provide enhanced customer service.
Continued implementation of the Tyler Energov Building Inspection module and workflow
process.
Goal 6. Maintain operational excellence in City government services
Implemented a cross-training program for Building Inspectors to become Combination Inspectors,
creating a professional, “one stop” process that will expedite development and reduce the number
of trips to construction sites.
Building inspectors continued cross training with three inspectors completing a total of five ICC
Plumbing Inspector Certifications, and three inspectors obtaining their State Plumbing Inspector
License.
Goal 1. Enhance Community Livability and Safety
Continue support of the Insurance Services Office (ISO) rating for Building Inspections and
support to the Fire Inspections Department by using the latest codes and standards, adding staff
certifications, and providing more staff training opportunities.
Begin a commercial training program for building inspectors to develop broader skills towards
the combination of residential and commercial inspections.
Provide training and support to inspectors to achieve State Plumbing Inspector License.
Continue to provide technical support for the CDBG Home Repair program.
Goal 6. Maintain operational excellence in City government services
Monitor the plan review process to ensure that productivity and review turnaround times for
commercial and residential permits are reviewed and issued timely.
Begin the review of the 2018 International Codes and prepare for adoption.
Begin implementation of the Tyler software online customer service portal.
COMMUNITY DEVELOPMENT:
BUILDING INSPECTIONS
FUND: GENERAL FUND
ORG: 1510110-1520110
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
79GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
COMMUNITY DEVELOPMENT:
BUILDING INSPECTIONS
FUND: GENERAL FUND
ORG: 1510110-1520110
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 1,269,223 1,554,484 1,394,569 1,419,080
Operations 22,816 35,462 35,462 50,094
Supplies 13,051 21,600 21,600 27,078
Maintenance 3,404 5,500 5,500 5,500
Professional Services 86,696 11,812 55,212 105,212
1,395,190$ 1,628,858$ 1,512,343$ 1,606,964$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Building Official 1111
Utility Billing/Permit Manager *0.5 0.5 0.5 0.5
Assistant Building Official 1111
Senior Plans Examiner 0 1 1 1
Plans Examiner 3 2 2 2
Sr. Environmental Health Specialist 2222
Building Inspector 4444
Environmental Health Specialist 1111
Permit Technician 1111
Customer Service Representative 2222
Administrative Assistant 1111
Receptionist 0 1 1 1
16.5 17.5 17.5 17.5
16.5 17.5 17.5 17.5
* This position is split between Community Development-Permits and Water & Sewer-Utility Billing.
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 864,941 1,047,611 950,733 973,508
Longevity 2,524 3,158 2,768 3,672
Overtime 24,916 19,300 19,300 19,300
Other Pay 1,350 19,200 10,927 4,200
FICA 64,102 75,932 71,320 72,955
TMRS 126,820 148,940 136,330 142,003
Worker's Compensation 2,694 3,754 3,222 3,616
Health Insurance 168,243 219,966 182,992 181,911
Health Savings Account 1,952 2,129 3,324 2,867
Dental Insurance 9,576 12,057 11,384 12,756
Long-term Disability 1,057 1,252 1,187 1,248
EXPENDITURE DETAIL
TOTAL FULL-TIME-EQUIVALENT
TOTAL FULL TIME
DEPARTMENT TOTAL
EXPENDITURE SUMMARY
PERSONNEL SUMMARY
80GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
COMMUNITY DEVELOPMENT:
BUILDING INSPECTIONS
FUND: GENERAL FUND
ORG: 1510110-1520110
2016-2017 2017-2018 2017-2018 2018-2019
ACTUAL BUDGET AMENDED BUDGET
Life Insurance 716 844 802 845
Flexible Spending 332 341 280 199
1,269,223$ 1,554,484$ 1,394,569$ 1,419,080$
OPERATIONS
Fuel*- - - 14,348
Travel & Training 14,540 23,880 23,880 24,170
Dues & Subscriptions 2,121 4,322 4,322 4,316
Uniforms 5,369 6,200 6,200 6,200
Outside Printing 786 1,060 1,060 1,060
22,816$ 35,462$ 35,462$ 50,094$
SUPPLIES
General Supplies 13,051 21,600 21,600 27,078
13,051$ 21,600$ 21,600$ 27,078$
MAINTENANCE
Vehicle Maintenance 3,404 5,500 5,500 5,500
3,404$ 5,500$ 5,500$ 5,500$
PROFESSIONAL SERVICES
Contractual Services 15,451 9,812 3,212 3,212
Professional Services 71,245 2,000 52,000 102,000
86,696$ 11,812$ 55,212$ 105,212$
1,395,190$ 1,628,858$ 1,512,343$ 1,606,964$
*Reallocated from Community Services
EXPENDITURE DETAIL - CONTINUED
SUBTOTAL
SUBTOTAL
SUBTOTAL
PERSONNEL SERVICES - CONTINUED
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Building Permit Plan Review Time
Developers and individuals who desire to do
construction projects must fill out a permit
application and submit plans and other
supporting documents, which are reviewed by
the permit staff and a plans examiner. This is the
application procedure when applying for any
type of building permit in the City of Allen. The
goal is to provide for regulated growth with
quality assurance, comply with all applicable
building codes and city regulations, and build
relationships with excellent customer service.
While single-family development made up the
majority of the work load for many years, the
division now works with a much more diverse
project load. Plan review is our opportunity to
make sure that compliance is achieved with all
applicable building, local, and life safety code
requirements before proceeding with
construction. The Commercial Permit Review
Time chart reflects how recent changes have
reduced the number of days it takes to review a
commercial project which, in turn, allows us to
become a more user-friendly city.
Building Inspections
New commercial and residential buildings,
remodels, and miscellaneous permits are
inspected multiple times before a final approval
occurs and a certificate of occupancy may be
issued. This is required to ensure all construction
meets the requirements as set forth by the City of
Allen. These routine procedures are being
performed while we are transforming into a
combination inspection department with our
inspectors. Our goal is to provide a more efficient and high quality process for the customer and a more
prompt completion of projects.
COMMUNITY DEVELOPMENT:
BUILDING INSPECTIONS
FUND: GENERAL FUND
ORG: 1510110-1520110
9,583
7,123 7,207
8,871 8,800
0
2,000
4,000
6,000
8,000
10,000
12,000
2014 2015 2016 2017 2018 est.
Total Building Permits Issued
415 466 450
525
458
0
100
200
300
400
500
600
2014 2015 2016 2017 2018 est.
Single Family Permits Issued
15 16 18 16 15
0
5
10
15
2014 2015 2016 2017 2018 est.
Commercial Permit Review
Time (Business Days)
PERFORMANCE MEASURES
81GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Building Permit Plan Review Time
Developers and individuals who desire to do
construction projects must fill out a permit
application and submit plans and other
supporting documents, which are reviewed by
the permit staff and a plans examiner. This is the
application procedure when applying for any
type of building permit in the City of Allen. The
goal is to provide for regulated growth with
quality assurance, comply with all applicable
building codes and city regulations, and build
relationships with excellent customer service.
While single-family development made up the
majority of the work load for many years, the
division now works with a much more diverse
project load. Plan review is our opportunity to
make sure that compliance is achieved with all
applicable building, local, and life safety code
requirements before proceeding with
construction. The Commercial Permit Review
Time chart reflects how recent changes have
reduced the number of days it takes to review a
commercial project which, in turn, allows us to
become a more user-friendly city.
Building Inspections
New commercial and residential buildings,
remodels, and miscellaneous permits are
inspected multiple times before a final approval
occurs and a certificate of occupancy may be
issued. This is required to ensure all construction
meets the requirements as set forth by the City of
Allen. These routine procedures are being
performed while we are transforming into a
combination inspection department with our
inspectors. Our goal is to provide a more efficient and high quality process for the customer and a more
prompt completion of projects.
COMMUNITY DEVELOPMENT:
BUILDING INSPECTIONS
FUND: GENERAL FUND
ORG: 1510110-1520110
9,583
7,123 7,207
8,871 8,800
0
2,000
4,000
6,000
8,000
10,000
12,000
2014 2015 2016 2017 2018 est.
Total Building Permits Issued
415 466 450
525
458
0
100
200
300
400
500
600
2014 2015 2016 2017 2018 est.
Single Family Permits Issued
15 16 18 16 15
0
5
10
15
2014 2015 2016 2017 2018 est.
Commercial Permit Review
Time (Business Days)
PERFORMANCE MEASURES
82GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Environmental Health Inspections
The Environmental Health Division inspects all
food-service establishments, child-care centers,
public and semi-public swimming pools,
apartment complexes, mobile food vendors, and
temporary food vendors within Allen to make
certain that health codes are being followed.
Facilities that earn a poor score require
immediate corrections and re-inspection.
Thorough and timely inspections and food
handler education are key factors in keeping
scores high.
17 17 17 17 17
0
5
10
15
20
2014 2015 2016 2017 2018 est.
Average Inspection Time
(Minutes per Stop)
83GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Environmental Health Inspections
The Environmental Health Division inspects all
food-service establishments, child-care centers,
public and semi-public swimming pools,
apartment complexes, mobile food vendors, and
temporary food vendors within Allen to make
certain that health codes are being followed.
Facilities that earn a poor score require
immediate corrections and re-inspection.
Thorough and timely inspections and food
handler education are key factors in keeping
scores high.
17 17 17 17 17
0
5
10
15
20
2014 2015 2016 2017 2018 est.
Average Inspection Time
(Minutes per Stop)
The Planning division is responsible for land use and transportation planning, zoning administration,
development coordination, certain economic development initiatives, community development programs,
neighborhood integrity initiatives, code compliance and environmental health while providing staff
support for the Planning & Zoning Commission, the Board of Adjustment, the Sign Control Board, the Allen
Economic Development Corporation (EDC) and the Allen City Council.
Goal 1. Enhance Community Livability and Safety
Continued to facilitate the development of the hotel and convention center project through review
of development plans.
Continued to implement the development of Planned Development No. 108, with a focus on senior
living with the approval and construction of Larkspur at Twin Creeks (The Alders), a premier
independent living community.
Facilitated new developments including The Strand, Stacy Green, One Bethany, Ridgeview
Crossing, and various retail and restaurant establishments.
Strategy - Manage growth and development to preserve Allen's character and maintain
neighborhood vitality
Implemented 2018 CDBG Action Plan and completed 21 home repair projects and provided funding
to social and public services.
Code Compliance addressed over 5,000 property maintenance, nuisance and other violations.
Implemented pilot project of new Property Improvement Program with private funds received
from local banks.
Community Integrity Task Force completed five-year strategy to implement community
enhancement services.
Goal 1. Enhance Community Livability and Safety
Manage design and construction of The Strand mixed-use project being developed by Hines.
Partner with land owners and developers to facilitate high quality developments along the
Highway 121 corridor.
Work with the development community to facilitate appropriate mixed-use developments.
Strategy - Manage growth and development to preserve Allen's character and maintain
neighborhood vitality
Continue to implement the Comprehensive Plan.
Begin implementing strategies developed in the five-year community enhancement plan.
Implementation of the new Property Improvement Program in coordination with private funding
partners.
Goal 6. Maintain operational excellence in City government services
COMMUNITY DEVELOPMENT:
PLANNING
FUND: GENERAL FUND
ORG: 1500420 & 1515410
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
84GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Strategy - Utilize technology for optimum performance and customer service
Continue to implement the Tyler Technologies Software with an emphasis on designing and
implementing the Citizen Self Service (CSS) aspect of EnerGov. When implemented, CSS will allow
for a more streamlined permit and development review process, including the processing of
applications through an online portal.
85GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
COMMUNITY DEVELOPMENT:
PLANNING
FUND: GENERAL FUND
ORG: 1500420 & 1515410
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 1,030,159 1,336,632 1,311,274 1,357,557
Operations 15,932 114,515 114,515 149,141
Supplies 8,261 16,679 16,679 45,829
Maintenance 2,329 4,000 4,000 4,000
Professional Services 29,040 18,000 18,000 27,000
Miscellaneous 50,000 50,000 50,000 51,600
Capital - 25,500 25,500 25,500
1,135,721$ 1,565,326$ 1,539,968$ 1,660,627$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Director 1111
Assistant Director 1111
Code & Health Compliance Manager 1111
Senior Planner 2222
Planner 2222
Senior Code Compliance Officer 2222
Code Compliance Officer 1 2 2 3
Planning Technician 0 1 1 1
Senior Administrative Assistant 1111
11 13 13 14
11 13 13 14
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 758,825 956,570 942,996 965,040
Longevity 3,776 4,072 3,504 2,788
Overtime 870 3,811 3,811 3,811
FICA 54,316 68,203 68,898 70,963
TMRS 108,337 136,360 134,620 137,883
Worker's Compensation 1,689 2,615 2,360 2,658
Health Insurance 88,214 147,937 137,194 154,947
Health Savings 4,793 4,387 5,660 6,008
Dental Insurance 7,411 10,370 9,984 11,157
Long-term Disability 906 1,135 1,139 1,211
Life Insurance 751 887 852 863
Flexible Spending 271 285 256 228
1,030,159$ 1,336,632$ 1,311,274$ 1,357,557$
EXPENDITURE DETAIL
EXPENDITURE SUMMARY
PERSONNEL SUMMARY
TOTAL FULL TIME
DEPARTMENT TOTAL
SUBTOTAL
TOTAL FULL-TIME-EQUIVALENT
86GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
COMMUNITY DEVELOPMENT:
PLANNING
FUND: GENERAL FUND
ORG: 1500420 & 1515410
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS ACTUAL BUDGET AMENDED BUDGET
Phone/ Data Connectivity*- - - 9,300
Fuel*- - - 3,934
Technology Maintenance - 4,200 4,200 5,700
Rolling Stock Replacement - 71,470 71,470 77,815
Travel & Training 11,330 25,500 25,500 26,500
Dues & Subscriptions 3,364 5,545 5,545 5,795
Uniforms 483 3,300 3,300 3,300
Advertising 153 - - -
Outside Printing 320 2,500 2,455 2,200
Meetings & Receptions 282 2,000 2,000 2,000
Insurance*- - - 12,297
Notices Required by Law**- - 4 5 300
15,932$ 114,515$ 114,515$ 149,141$
SUPPLIES
General Supplies 8,261 14,800 14,800 16,950
IT-Small Equipment - 1,879 1,879 28,879
8,261$ 16,679$ 16,679$ 45,829$
MAINTENANCE
Vehicle Maintenance 2,329 4,000 4,000 4,000
2,329$ 4,000$ 4,000$ 4,000$
PROFESSIONAL SERVICES
Contractual Services 740 - - -
Lease Agreements*- - - 6,500
Professional Services 28,300 18,000 18,000 20,500
29,040$ 18,000$ 18,000$ 27,000$
MISCELLANEOUS
Donation Expense 50,000 50,000 50,000 51,600
50,000$ 50,000$ 50,000$ 51,600$
CAPITAL
Vehicle - 25,500 25,500 25,500
-$ 25,500$ 25,500$ 25,500$
1,135,721$ 1,565,326$ 1,539,968$ 1,660,627$
*Reallocated from Internal Services; Fuel reallocated from Community Services
**Moved from Outside Printing per Senate Bill 622
SUBTOTAL
EXPENDITURE DETAIL - CONTINUED
SUBTOTAL
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
87GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
COMMUNITY DEVELOPMENT:
PLANNING
FUND: GENERAL FUND
ORG: 1500420 & 1515410
2016-2017 2017-2018 2017-2018 2018-2019
Organizations ACTUAL BUDGET AMENDED BUDGET
Family Promise 3,000 3,000 3,000 1,600
CASA of Collin County 23,500 23,500 23,500 25,000
Collin County Committee on Aging 23,500 23,500 23,500 25,000
50,000$ 50,000$ 50,000$ 51,600$
2016-2017 2017-2018 2017-2018 2018-2019
CAPITAL ACTUAL BUDGET AMENDED BUDGET
Truck with light package - CC Officer - 25,500 25,500 -
Vehicle - CC Officer - - - 25,500
-$ 25,500$ 25,500$ 25,500$
*The items listed are non-recurring capital expenses based on increased service to the community.
SUBTOTAL
CAPITAL EXPENDITURE LIST*
SUBTOTAL
DONATION EXPENSE
88GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Development Projects Reviewed
The Planning Division reviews plans for development projects including zoning, specific use permits,
general development plans (GDP), preliminary plats, final plats, replats, and site plans. Plats and general
development plans are approved by the Planning & Zoning Commission. Zoning requests and specific use
permits are presented to the Planning & Zoning Commission for recommendation and then approved by
the City Council. Site Plans are approved by the Director of Community Development.
Permits Reviewed
The Planning Division reviews building permits, sign permits and civil plans for all new businesses and
building permits for zoning compliance.
COMMUNITY DEVELOPMENT:
PLANNING
FUND: GENERAL FUND
ORG: 1500420 & 1515410
2013 2014 2015 2016 2017 2018 est.
Zoning/SUP 30 25 23 26 16 21
GDP 220111
Plats 34 33 37 34 61 40
Site Plan 29 30 34 44 33 37
0
20
40
60
80
100
120
Development Projects Reviewed
408 487
611 600 658 629
0
200
400
600
800
2013 2014 2015 2016 2017 2018 est.
Building/ Certificate of Occupancy
PERFORMANCE MEASURES
Code Compliance Cases
Code Compliance protects the health, safety, and welfare of residents and maintains a higher quality of life
by promoting awareness and compliance with City codes.
Community Development Block Grant Projects
The City of Allen receives federal funds through the Community Development Block Grant Program
(CDBG). With these funds the City operates several programs including a home rehabilitation program and
support to public service agencies. The City’s allocation of federal funds for the CDBG program has
increased slightly over the past five years and the number of home repair projects is determined by the
average cost of those projects.
7,312
4,104 3,656
4,875
5,500 6,000
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2013 2014 2015 2016 2017 2018 est.
Code Compliance
9 9 29 22 25
$18,500
$21,800
$12,469 $13,088
$14,431
$0
$5,000
$10,000
$15,000
$20,000
$25,000
0
5
10
15
20
25
30
35
2014 2015 2016 2017 2018 est.Funding# of CDBG ProjectsHome Repair Projects
(includes minor repairs)
Houses $/House
89GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Development Projects Reviewed
The Planning Division reviews plans for development projects including zoning, specific use permits,
general development plans (GDP), preliminary plats, final plats, replats, and site plans. Plats and general
development plans are approved by the Planning & Zoning Commission. Zoning requests and specific use
permits are presented to the Planning & Zoning Commission for recommendation and then approved by
the City Council. Site Plans are approved by the Director of Community Development.
Permits Reviewed
The Planning Division reviews building permits, sign permits and civil plans for all new businesses and
building permits for zoning compliance.
COMMUNITY DEVELOPMENT:
PLANNING
FUND: GENERAL FUND
ORG: 1500420 & 1515410
2013 2014 2015 2016 2017 2018 est.
Zoning/SUP30 25 23 26 1621
GDP220111
Plats34 33 37 34 61 40
Site Plan29 30 34 44 33 37
0
20
40
60
80
100
120
Development Projects Reviewed
408487
611600658629
0
200
400
600
800
2013 2014 2015 2016 2017 2018 est.
Building/ Certificate of Occupancy
PERFORMANCE MEASURES
Code Compliance Cases
Code Compliance protects the health, safety, and welfare of residents and maintains a higher quality of life
by promoting awareness and compliance with City codes.
Community Development Block Grant Projects
The City of Allen receives federal funds through the Community Development Block Grant Program
(CDBG). With these funds the City operates several programs including a home rehabilitation program and
support to public service agencies. The City’s allocation of federal funds for the CDBG program has
increased slightly over the past five years and the number of home repair projects is determined by the
average cost of those projects.
7,312
4,104 3,656
4,875
5,500 6,000
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2013 2014 2015 2016 2017 2018 est.
Code Compliance
9 9 29 22 25
$18,500
$21,800
$12,469 $13,088
$14,431
$0
$5,000
$10,000
$15,000
$20,000
$25,000
0
5
10
15
20
25
30
35
2014 2015 2016 2017 2018 est.Funding# of CDBG ProjectsHome Repair Projects
(includes minor repairs)
Houses $/House
90GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Director
1
Senior Administrative
Assistant
1
Assistant Director
1
Superintendent
1
Building Maintenance
Foreman
1
Crew Leader
2
Equipment Operator
2
Maintenance Worker
7
Building Technician
3
Lead Custodian
2
Custodian
7
Fleet Coordinator
1
COMMUNITY SERVICES
FUND: GENERAL FUND
ORG: 1600100, 1615110, 1620470, 1625110
Community Services Administration is responsible for the efficient and effective administration and
direction of the following areas: Streets, Drainage, Building Maintenance, Service Center Administration,
Fleet Coordination, Waste Services, Water & Sewer, and Utility Collections.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Director continued as Board Chair to the NCTCOG Resource Conservation Council.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Quickly and completely responded to citizen requests for assistance and information.
Developed the eighth annual budget for the Municipal Service Center.
Helped develop electricity and natural gas budget estimates for all City funds.
Continued to report electric consumption in accordance with Senate Bill 898 compliance to reduce
municipal electric use by 5% per year through FY2021.
Goal 8. Proactively work to protect, conserve and manage water resources
Strategy - Work with NTMWD to protect and conserve water resources
Reported the 10th year progress for the TCEQ Sanitary Sewer Overflow Program.
Continued the 8th year of the free residential home irrigation audit program.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Continue fleet conversion to alternative fuels or vehicles meeting low emission standards (LEV).
Continue to be involved in electric deregulation through the Texas Coalition for Affordable Power
(TCAP) and in the management of the City’s power procurement and usage monitoring.
Continue Oncor’s electric demand and use reduction programs that are aimed at improving the
energy efficiency of city buildings.
Continue reporting of electric consumption in accordance with Senate Bill 898 compliance to
reduce municipal electric use by 5% per year through FY2021.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Respond to customer calls, e-mails, comment forms, or letters within one business day of the day
of receipt.
Provide responsible strategic planning to address long range water, sewer, drainage, and solid
waste needs for the City and NTMWD capital improvements.
COMMUNITY SERVICES:
ADMINISTRATION
FUND: GENERAL FUND
ORG: 1600100
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
91GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Director
1
Senior Administrative
Assistant
1
Assistant Director
1
Superintendent
1
Building Maintenance
Foreman
1
Crew Leader
2
Equipment Operator
2
Maintenance Worker
7
Building Technician
3
Lead Custodian
2
Custodian
7
Fleet Coordinator
1
COMMUNITY SERVICES
FUND: GENERAL FUND
ORG: 1600100, 1615110, 1620470, 1625110
Community Services Administration is responsible for the efficient and effective administration and
direction of the following areas: Streets, Drainage, Building Maintenance, Service Center Administration,
Fleet Coordination, Waste Services, Water & Sewer, and Utility Collections.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Director continued as Board Chair to the NCTCOG Resource Conservation Council.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Quickly and completely responded to citizen requests for assistance and information.
Developed the eighth annual budget for the Municipal Service Center.
Helped develop electricity and natural gas budget estimates for all City funds.
Continued to report electric consumption in accordance with Senate Bill 898 compliance to reduce
municipal electric use by 5% per year through FY2021.
Goal 8. Proactively work to protect, conserve and manage water resources
Strategy - Work with NTMWD to protect and conserve water resources
Reported the 10th year progress for the TCEQ Sanitary Sewer Overflow Program.
Continued the 8th year of the free residential home irrigation audit program.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Continue fleet conversion to alternative fuels or vehicles meeting low emission standards (LEV).
Continue to be involved in electric deregulation through the Texas Coalition for Affordable Power
(TCAP) and in the management of the City’s power procurement and usage monitoring.
Continue Oncor’s electric demand and use reduction programs that are aimed at improving the
energy efficiency of city buildings.
Continue reporting of electric consumption in accordance with Senate Bill 898 compliance to
reduce municipal electric use by 5% per year through FY2021.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Respond to customer calls, e-mails, comment forms, or letters within one business day of the day
of receipt.
Provide responsible strategic planning to address long range water, sewer, drainage, and solid
waste needs for the City and NTMWD capital improvements.
COMMUNITY SERVICES:
ADMINISTRATION
FUND: GENERAL FUND
ORG: 1600100
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
92GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Goal 8. Proactively work to protect, conserve and manage water resources
Strategy - Work with NTMWD to protect and conserve water resources
Continue a free residential home irrigation audit program.
Continue educational endeavors with AISD, scout groups, homeowner associations, garden clubs,
and special educational series of workshops.
Complete State required 5-year update to the City’s Water Conservation and Water Resource
Management Plan.
93GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Goal 8. Proactively work to protect, conserve and manage water resources
Strategy - Work with NTMWD to protect and conserve water resources
Continue a free residential home irrigation audit program.
Continue educational endeavors with AISD, scout groups, homeowner associations, garden clubs,
and special educational series of workshops.
Complete State required 5-year update to the City’s Water Conservation and Water Resource
Management Plan.
COMMUNITY SERVICES:
ADMINISTRATION
FUND: GENERAL FUND
ORG: 1600100
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 447,700 480,852 476,807 489,038
Operations 2,051 101,886 101,286 189,371
Supplies 2,800 3,170 3,170 3,230
Maintenance - 1,250 1,250 1,275
Professional Services - 2,000 2,000 14,500
452,551$ 589,158$ 584,513$ 697,414$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Director 1111
Assistant Director 1111
Senior Administrative Assistant 1111
3333
3 3 3 3
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 331,728 356,230 348,390 360,130
Longevity 2,612 2,756 2,756 2,900
Overtime 1,291 1,500 1,500 1,500
FICA 22,746 23,736 25,567 24,041
TMRS 47,626 50,761 50,032 51,729
Worker's Compensation 540 681 625 695
Health Insurance 37,797 41,572 44,232 44,292
Health Savings - - - 180
Dental Insurance 2,410 2,653 2,682 2,594
Long-term Disability 382 389 412 392
Life Insurance 397 403 429 4 1 4
Flexible Spending 171 171 182 171
447,700$ 480,852$476,807$ 489,038$
OPERATIONS
Phone/ Data Connectivity*- - - 4,200
Fuel*- - - 2,334
Natural Gas*- - - 33,000
Technology Maintenance - 3,900 3,900 4,200
Rolling Stock Replacement - 92,846 92,846 93,628
Travel & Training 40 1,965 1,615 1,615
*Reallocated from Internal Services; Fuel reallocated from Community Services
EXPENDITURE SUMMARY
DEPARTMENT TOTAL
PERSONNEL SUMMARY
TOTAL FULL-TIME-EQUIVALENT
TOTAL FULL TIME
EXPENDITURE DETAIL
SUBTOTAL
94GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
COMMUNITY SERVICES:
ADMINISTRATION
FUND: GENERAL FUND
ORG: 1600100
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Dues & Subscriptions 2,011 3 , 1 7 5 2,925 2,925
Insurance*- - - 47,469
2,051$ 101,886$ 101,286$ 189,371$
SUPPLIES
General Supplies 2,800 3,170 3,170 3,230
2,800$ 3,170$ 3,170$ 3,230$
MAINTENANCE
Vehicle Maintenance - 1 , 2 5 0 1 , 2 5 0 1 , 2 7 5
-$ 1,250$ 1,250$ 1,275$
PROFESSIONAL SERVICES
Lease Agreements*- - - 1 2 , 5 0 0
Professional Services - 2,000 2,000 2,000
-$ 2,000$ 2,000$ 14,500$
452,551$ 589,158$ 584,513$ 697,414$
*Reallocated from Internal Services
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
EXPENDITURE DETAIL - CONTINUED
ATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Low Emission Vehicles
The City of Allen is gradually replacing its
higher emission gas or diesel burning light
duty (non-emergency) vehicles with Ultra-
Low Emission Vehicles (ULEV), Low
Emission Vehicles (LEV), or Alternative
Fueled Vehicles (AFV) in order to meet EPA
requirements. Community Services,
Engineering, Building and Code, and Parks
and Recreation are all affected by the EPA
requirements and are procuring lower
emission replacement vehicles as a result.
Public Safety vehicles are not included in
the EPA requirements; however, all patrol
cars purchased in the past three years are
also LEV or ULEV.
COMMUNITY SERVICES:
ADMINISTRATION
FUND: GENERAL FUND
ORG: 1600100
99%99%99%
50%
60%
70%
80%
90%
100%
2016 2017 2018 est.
Percentage of City's Fleet that is
LEV/AFV
PERFORMANCE MEASURES
95GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
ATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Low Emission Vehicles
The City of Allen is gradually replacing its
higher emission gas or diesel burning light
duty (non-emergency) vehicles with Ultra-
Low Emission Vehicles (ULEV), Low
Emission Vehicles (LEV), or Alternative
Fueled Vehicles (AFV) in order to meet EPA
requirements. Community Services,
Engineering, Building and Code, and Parks
and Recreation are all affected by the EPA
requirements and are procuring lower
emission replacement vehicles as a result.
Public Safety vehicles are not included in
the EPA requirements; however, all patrol
cars purchased in the past three years are
also LEV or ULEV.
COMMUNITY SERVICES:
ADMINISTRATION
FUND: GENERAL FUND
ORG: 1600100
99%99%99%
50%
60%
70%
80%
90%
100%
2016 2017 2018 est.
Percentage of City's Fleet that is
LEV/AFV
PERFORMANCE MEASURES
96GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
The Building Maintenance division is responsible for maintaining a high-quality interior building
appearance and administering maintenance and repair contracts for City Hall, Municipal Service Center,
City Hall Annex, Municipal Court/ Parks & Recreation, Library, Police Station, Animal Shelter, Stacy Road
Pump Station, and administrative areas in the Central Fire Station. Building Maintenance performs a
variety of tasks including: janitorial and custodial services, building mechanical system preventive
maintenance and repair, furniture assembly, bulk mail transport, minor remodeling projects, and other
tasks to ensure efficient building operations and staff support.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Participated in planning of city buildings for energy efficiency through Oncor’s electric demand
and use reduction programs.
Continued membership with Metroplex Facility Managers Association.
Continued communication forum with private sector facility managers, including BOMA focus
group, and HVAC talk forum.
Continued participation in several groups through LinkedIn; Facility Maintenance Group, Building
Owners and Managers Group, Code Officials of America, Maintenance Technology and the
Maintenance Excellence Institute.
Goal 6. Maintain operational excellence in City government services
Strategy - Utilize technology for optimum performance and customer service
Continued automated building maintenance request system with assistance from the IT
department.
Strategy - Ensure excellent fiscal management to maintain public trust
Assisted in set up and break down at numerous City sponsored events.
Continued to manage annual preventive maintenance contracts for City Hall, Municipal Service
Center, Municipal Annex, Courts Facility, Library, Police Station, and Animal Shelter.
Oversaw and assisted with renovation projects; researched and developed recommendations for
replacement energy management system for HVAC equipment, oversaw installation of new EMS
system in Allen Public Library and Allen Police Headquarters.
Oversaw installation of new chiller for City Hall.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Pursue opportunities and work with other departments to make the best use of future ONCOR
programs dedicated towards further reducing the city’s energy consumption.
COMMUNITY SERVICES:
BUILDING MAINTENANCE
FUND: GENERAL FUND
ORG: 1615110
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
97GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Continue overseeing the replacement of chillers at City Hall.
Assist and oversee integrating Municipal Service Center into the new EMS system.
Work with the new Energy Management System to better utilize the systems’ ability to conserve
energy.
Develop new alliances through membership with International Facility Managers Association
(IFMA).
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Maintain a high level of maintenance and repair for City facilities the division maintains.
98GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
COMMUNITY SERVICES:
BUILDING MAINTENANCE
FUND: GENERAL FUND
ORG: 1615110
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 809,840 876,730 879,270 879,390
Operations 6,834 10,010 10,010 14,424
Supplies 81,299 70,220 70,220 73,950
Maintenance 70,840 88,310 182,050 167,924
Professional Services 157,256 201,285 251,285 228,857
Capital - - - 28,500
1,126,069$ 1,246,555$ 1,392,835$ 1,393,045$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Building Maintenance Foreman1111
Building Technician 3333
Lead Custodian 2222
Custodian 7777
13 13 13 13
13 13 13 13
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 492,549 523,160 522,678 525,442
Longevity 4,408 5,324 5,396 5,948
Overtime 51,058 60,000 60,000 60,000
FICA 38,856 42,025 42,635 42,962
TMRS 77,763 82,955 83,726 83,923
Worker's Compensation 9,565 11,989 11,276 12,129
Health Insurance 123,265 137,749 140,595 136,329
Health Savings 1,129 1,129 543 780
Dental Insurance 10,005 11,093 11,026 10,542
Long-term Disability 610 651 678 630
Life Insurance 347 370 380 363
Flexible Spending 285 285 337 342
809,840$ 876,730$879,270$879,390$
OPERATIONS
Fuel*- - - 4,304
Travel & Training 146 1,070 1,070 1,070
Dues & Subscriptions 111 545 545 545
Uniforms 6,487 5,495 5,495 5,605
*Reallocated from Community Services
TOTAL FULL-TIME-EQUIVALENT
SUBTOTAL
EXPENDITURE SUMMARY
DEPARTMENT TOTAL
PERSONNEL SUMMARY
EXPENDITURE DETAIL
TOTAL FULL TIME
99GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
COMMUNITY SERVICES:
BUILDING MAINTENANCE
FUND: GENERAL FUND
ORG: 1615110
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Advertising 90 150 150 -
Rentals - 2,750 2,750 2,750
Notices Required by Law**- - - 150
6,834$ 10,010$ 10,010$ 14,424$
SUPPLIES
General Supplies 75,266 63,440 63,440 64,700
Small Tools & Minor Equipment 6,033 6,780 6,780 9,250
81,299$ 70,220$ 70,220$ 73,950$
MAINTENANCE
Building Maintenance 69,179 85,560 179,300 165,119
Vehicle Maintenance 1,661 2,750 2,750 2,805
70,840$ 88,310$182,050$167,924$
PROFESSIONAL SERVICES
Contractual Services 155,754 198,785 248,785 226,357
Professional Services 1,502 2,500 2,500 2,500
157,256$ 201,285$251,285$ 228,857$
CAPITAL
Equipment - - - 28,500
-$ -$ -$ 28,500$
1,126,069$ 1,246,555$ 1,392,835$ 1,393,045$
**Moved from Advertising per Senate Bill 622
2016-2017 2017-2018 2017-2018 2018-2019
CAPITAL ACTUAL BUDGET AMENDED BUDGET
DEF Tank at Fuel Island - - - 28,500
-$ -$ -$ 28,500$
*The items listed are non-recurring capital expenses based on increased service to the community.
SUBTOTAL
SUBTOTAL
EXPENDITURE DETAIL - CONTINUED
CAPITAL EXPENDITURE LIST*
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
100GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Building Square Footage Cleaned
In FY2016, the city hall basement was
expanded by 5,206 SF for meeting room space.
Total Square Feet Cleaned per
Custodian
This measure reflects the efficiency of the
division’s cleaning efforts. The division has a
goal of 18,000 square feet cleaned per
custodian to allow for thorough cleaning.
Cleaning Cost
This is the cost incurred by the division for
each square foot cleaned. The dollar amount
includes salary and benefits for employees,
uniforms, supplies, and cleaning equipment.
COMMUNITY SERVICES:
BUILDING MAINTENANCE
FUND: GENERAL FUND
ORG: 1615110
222,006
227,006 227,006
218,000
220,000
222,000
224,000
226,000
228,000
2016 2017 2018 est.
Building Square Footage
Cleaned
25,223 25,223 25,223
0
5,000
10,000
15,000
20,000
25,000
30,000
2016 2017 2018 est.
Total Square Foot Cleaned per
Custodian
$3.34 $3.47 $3.61
$1.00
$1.50
$2.00
$2.50
$3.00
$3.50
$4.00
2016 2017 2018 est.
Dollars per Square Foot
Cleaned per Year
PERFORMANCE MEASURES
101GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Building Square Footage Cleaned
In FY2016, the city hall basement was
expanded by 5,206 SF for meeting room space.
Total Square Feet Cleaned per
Custodian
This measure reflects the efficiency of the
division’s cleaning efforts. The division has a
goal of 18,000 square feet cleaned per
custodian to allow for thorough cleaning.
Cleaning Cost
This is the cost incurred by the division for
each square foot cleaned. The dollar amount
includes salary and benefits for employees,
uniforms, supplies, and cleaning equipment.
COMMUNITY SERVICES:
BUILDING MAINTENANCE
FUND: GENERAL FUND
ORG: 1615110
222,006
227,006 227,006
218,000
220,000
222,000
224,000
226,000
228,000
20162017 2018 est.
Building Square Footage
Cleaned
25,22325,22325,223
0
5,000
10,000
15,000
20,000
25,000
30,000
201620172018 est.
Total Square Foot Cleaned per
Custodian
$3.34 $3.47 $3.61
$1.00
$1.50
$2.00
$2.50
$3.00
$3.50
$4.00
201620172018 est.
Dollars per Square Foot
Cleaned per Year
PERFORMANCE MEASURES The Service Center division is responsible for managing the common/ shared facilities located at the
Municipal Service Center. The division also budgets for all Municipal Service Center utilities including
water, sewer, natural gas, electricity, and gasoline. The Fleet division is responsible for coordination of fleet
maintenance with individual departments, fueling operations and reporting, vehicle wash operations, and
the fleet maintenance facility. The fleet division is also involved in the vehicle replacement program for
ordering and receiving non-public safety vehicles and equipment.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Oversaw operations of Municipal Service Center (MSC) including; administration building and
shop building.
Managed operations budget for Service Center for FY17-18 including the transfer of General Fund
fuel costs included in service center budget which will be reinstated in the individual general fund
departments in FY2019.
Continued a self-initiated Stormwater inspection in the same manner as the TCEQ for entire MSC
site.
Continued the limited operations of fleet services building.
Managed the automated vehicle fueling and vehicle wash facilities including the necessary
accounting and state reporting requirements associated with these services.
Fleet Coordinator position continued to manage fuel system, non-public safety vehicle GPS system,
vehicle registrations associated with the new “Texas Two Step” program, assist in fleet
replacements, fleet auction, fleet acquisition, and consolidation of vehicle records including
maintenance records awaiting a maintenance system to be fielded.
Managed the implementation and installation of the new live GPS system in newly added non-
public safety vehicles.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Monitor the operations budget and be prepared to make mid-year adjustments for FY18-19 and
develop the FY19-20 budget based on the facilities historic costs.
Continue to monitor the vehicle fueling and vehicle wash facilities including the necessary
accounting and state reporting requirements associated with these services.
Continue consolidation of vehicle records including maintenance records.
Continue to assist in fleet replacements, fleet auction, fleet acquisition, manage fuel system, non-
public safety vehicle GPS system, and non-public safety vehicle registrations.
COMMUNITY SERVICES:
SERVICE CENTER & FLEET
FUND: GENERAL FUND
ORG: 1620100-1620470
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
102GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
COMMUNITY SERVICES:
SERVICE CENTER
FUND: GENERAL FUND
ORG: 1620100-1620470
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel 82,146 87,713 88,523 89,576
Operations 367,218 614,615 614,615 61,295
Supplies 29,477 24,570 24,570 24,670
Maintenance 42,378 25,020 25,020 25,340
Professional Services 28,665 37,470 37,470 39,490
549,884$ 789,388$ 790,198$ 240,371$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Fleet Coordinator 1111
1111
1111
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 57,326 61,242 61,494 62,137
Longevity 104 152 152 200
Overtime 1,607 1,250 1,250 1,250
FICA 4,230 4,493 4,560 4,560
TMRS 8,377 8,876 8,851 9,024
Worker's Compensation 1,038 1,295 1,198 1,317
Health Insurance 8,469 9,315 9,911 9,947
Health Savings - - - 60
Dental Insurance 877 965 976 952
Long-term Disability 73 77 81 80
Life Insurance 45 48 50 4 9
82,146$87,713$ 88,523$ 89,576$
OPERATIONS
Fuel**366,134 610,520 610,520 1,000
Water*- - - 10,200
Electricity*- - - 46,000
Travel & Training 153 500 500 500
Dues & Subscriptions 350 325 325 325
Uniforms 581 1,020 1,020 1,020
Rentals - 2,000 2,000 2,000
Outside Printing - 250 250 250
367,218$ 614,615$ 614,615$ 61,295$
*Reallocated from Internal Services
**Allocated to departments
EXPENDITURE DETAIL
SUBTOTAL
SUBTOTAL
EXPENDITURE SUMMARY
DEPARTMENT TOTAL
PERSONNEL SUMMARY
TOTAL FULL-TIME-EQUIVALENT
TOTAL FULL TIME
103GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
COMMUNITY SERVICES:
SERVICE CENTER
FUND: GENERAL FUND
ORG: 1620100-1620470
2016-2017 2017-2018 2017-2018 2018-2019
SUPPLIES ACTUAL BUDGET AMENDED BUDGET
General Supplies 28,350 16,520 16,520 1 6 , 8 2 0
Small Tools & Minor Equipment 1,127 8,050 8,050 7,850
29,477$ 24,570$ 24,570$ 24,670$
MAINTENANCE
Facility Maintenance 30,691 1 2 , 8 0 0 1 2 , 8 0 0 13,000
Vehicle Maintenance 6,274 3,550 3,550 3,550
Equipment Maintenance 5,413 8,670 8,670 8,790
42,378$ 25,020$ 25,020$ 25,340$
PROFESSIONAL SERVICES
Contractual Services 25,978 37,470 37,470 39,490
Professional Services 2,687 - - -
28,665$ 37,470$ 37,470$ 39,490$
549,884$ 789,388$ 790,198$ 240,371$
EXPENDITURE DETAIL - CONTINUED
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
SUBTOTAL
104GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
The Streets division promotes quality of life and safe driving experiences by maintaining public streets,
sidewalks and alleys.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Performed routine concrete and asphalt street maintenance to extend the life of the City’s
roadways.
Managed the City/ Resident cost-shared sidewalk replacement program and continued to stay
caught up to avoid substantial backlog.
Developed and oversaw annual street and alley repair projects.
Responded to all citizen requests for assistance within 24 hours to demonstrate a high degree of
customer service.
Reconstructed several asphalt streets.
Completed the bi-annual street and alley rating system integrated into the GIS system.
Utilized the concrete truck to help facilitate delivery reliability and increase Streets, Drainage, and
Water and Sewer efficiency.
Rapidly and professionally repaired potholes utilizing the new pothole patching truck.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Continue input into the computerized maintenance management system (CityWorks) to formulate
the division’s Pavement Maintenance program.
Manage the City/ Resident cost-shared Sidewalk Replacement program.
Continue to perform routine concrete and asphalt street maintenance to extend the life of the City’s
infrastructure.
Continue to rapidly respond to citizen calls and concerns on streets, alleys, and sidewalks.
Continue to oversee the Streets and Alley projects.
Start rating system for sidewalks and integrate into the GIS system.
COMMUNITY SERVICES: STREETS
FUND: GENERAL FUND
ORG: 1625110
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
105GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
The Streets division promotes quality of life and safe driving experiences by maintaining public streets,
sidewalks and alleys.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Performed routine concrete and asphalt street maintenance to extend the life of the City’s
roadways.
Managed the City/ Resident cost-shared sidewalk replacement program and continued to stay
caught up to avoid substantial backlog.
Developed and oversaw annual street and alley repair projects.
Responded to all citizen requests for assistance within 24 hours to demonstrate a high degree of
customer service.
Reconstructed several asphalt streets.
Completed the bi-annual street and alley rating system integrated into the GIS system.
Utilized the concrete truck to help facilitate delivery reliability and increase Streets, Drainage, and
Water and Sewer efficiency.
Rapidly and professionally repaired potholes utilizing the new pothole patching truck.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Continue input into the computerized maintenance management system (CityWorks) to formulate
the division’s Pavement Maintenance program.
Manage the City/ Resident cost-shared Sidewalk Replacement program.
Continue to perform routine concrete and asphalt street maintenance to extend the life of the City’s
infrastructure.
Continue to rapidly respond to citizen calls and concerns on streets, alleys, and sidewalks.
Continue to oversee the Streets and Alley projects.
Start rating system for sidewalks and integrate into the GIS system.
COMMUNITY SERVICES: STREETS
FUND: GENERAL FUND
ORG: 1625110
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
COMMUNITY SERVICES: STREETS
FUND: GENERAL FUND
ORG: 1625110
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 642,922 838,771 785,432 805,220
Operations 13,299 14,955 14,955 45,425
Supplies 58,818 55,741 47,191 56,167
Maintenance 223,185 835,525 826,363 1,598,715
Professional Services 344,534 220,000 220,000 220,000
Capital - 179,500 197,212 -
1,282,758$ 2,144,492$ 2,091,153$ 2,725,527$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Streets/Drainage Superintendent 0 1 1 1
Foreman 1000
Crew Leader 2222
Equipment Operator 2222
Maintenance Worker 7777
12 12 12 12
12 12 12 12
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 403,853 523,357 486,411 502,987
Longevity 3,984 4,308 4,188 4,368
Overtime 19,680 18,000 20,000 20,000
FICA 30,077 38,217 37,018 37,612
TMRS 60,665 77,080 72,654 74,837
Worker's Compensation 15,602 21,000 19,565 23,157
Health Insurance 100,911 145,625 135,327 131,344
Health Savings - - - 660
Dental Insurance 7,318 10,131 9,214 9,162
Long-term Disability 479 610 609 634
Life Insurance 296 386 381 402
Flexible Spending 57 57 65 57
642,922$ 838,771$785,432$ 805,220$
OPERATIONS
Fuel*- - - 30,260
Travel & Training 3,449 3,470 3,470 3,470
Dues & Subscriptions 135 550 550 550
Uniforms 7,695 8,160 8,160 8,320
Rentals 2,020 2,775 2,775 2,825
13,299$ 14,955$ 14,955$ 45,425$
*Reallocated from Community Services: Service Center
EXPENDITURE DETAIL
SUBTOTAL
SUBTOTAL
TOTAL FULL-TIME-EQUIVALENT
TOTAL FULL TIME
DEPARTMENT TOTAL
PERSONNEL SUMMARY
EXPENDITURE SUMMARY
106GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
COMMUNITY SERVICES: STREETS
FUND: GENERAL FUND
ORG: 1625110
2016-2017 2017-2018 2017-2018 2018-2019
SUPPLIES ACTUAL BUDGET AMENDED BUDGET
General Supplies 36,264 37,725 33,675 38,475
Small Tools & Minor Equipment 22,554 17,666 13,166 17,342
Medical & Chemical Supply - 350 350 350
58,818$55,741$ 47,191$56,167$
MAINTENANCE
Vehicle Maintenance 14,390 14,600 14,600 14,890
Equipment Maintenance 8,079 11,800 11,800 12,025
Street/ Sidewalk Maintenance 200,716 809,125 799,963 1,571,800
223,185$ 835,525$ 826,363$ 1,598,715$
PROFESSIONAL SERVICES
Contractual Services 344,534 220,000 220,000 220,000
344,534$220,000$ 220,000$ 220,000$
CAPITAL OUTLAY
Machinery & Equipment - 9,500 22,050 -
Vehicles - 170,000 175,162 -
-$ 179,500$ 197,212$-$
1,282,758$ 2,144,492$ 2,091,153$ 2,725,527$
2016-2017 2017-2018 2017-2018 2018-2019
MACHINERY & EQUIPMENT ACTUAL BUDGET AMENDED BUDGET
Replacement - Sand Spreader 12yd - 9,500 13,550 -
Replacement - Concrete saw trailer - 8,500 -
-$ 9,500$ 22,050$ -$
VEHICLES
Pot Hole Patching Truck - 170,000 175,162 -
-$ 170,000$ 175,162$ -$
*The items listed are non-recurring capital expenses based on increased service to the community.
EXPENDITURE DETAIL - CONTINUED
CAPITAL EXPENDITURE LIST*
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Total Street Miles
Total street miles in Allen have increased
substantially in the past three years. Although
maintenance will eventually increase as a
result of the new construction, for the
immediate future the new streets will require
little maintenance. All new streets are
constructed with concrete due to lower
maintenance costs and greater lifespan.
Street Conditions
The City’s Pavement Service Rating (PSR)
system rates streets on a 0-5 scale, with 0 being
impassible, 3 being satisfactory, and 5 being
excellent or newly constructed. The rating
measures cracking, base condition, drainage,
surface condition, distortion, and ride quality.
Asphalt streets are cheaper to build but more
costly to maintain than concrete. Concrete
streets are evaluated every four years, and
asphalt streets are evaluated over a two year
period, 50% one year and the other 50% the
next. The Department is utilizing the new
computerized maintenance management
system and mapping the ratings to the GIS
system to better evaluate the network of
streets. This new method will completely
revamp the system changing from a 0-5 rating
to a, A-F rating system which will take place
when we have three years of data.
COMMUNITY SERVICES: STREETS
FUND: GENERAL FUND
ORG: 1625110
14.93 14.93 14.71
313.80 322.25 341.10
0.00
50.00
100.00
150.00
200.00
250.00
300.00
350.00
400.00
2016 2017 2018 est.
Total Street Miles
Asphalt Miles Concrete Miles
A “satisfactory” rating for concrete streets means a
rating of 3.5 or better.
A “satisfactory” rating for asphalt streets means a
rating of 3.0 or better.
Asphalt street ratings are determined after the year’s
overlay and sealing projects.
73%71%74%
93%91%90%
0%
20%
40%
60%
80%
100%
2016 2017 2018 est.
Percentage of Streets in
Satisfactory Condition or Better
Asphalt Miles Concrete Miles
PERFORMANCE MEASURES
107GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Total Street Miles
Total street miles in Allen have increased
substantially in the past three years. Although
maintenance will eventually increase as a
result of the new construction, for the
immediate future the new streets will require
little maintenance. All new streets are
constructed with concrete due to lower
maintenance costs and greater lifespan.
Street Conditions
The City’s Pavement Service Rating (PSR)
system rates streets on a 0-5 scale, with 0 being
impassible, 3 being satisfactory, and 5 being
excellent or newly constructed. The rating
measures cracking, base condition, drainage,
surface condition, distortion, and ride quality.
Asphalt streets are cheaper to build but more
costly to maintain than concrete. Concrete
streets are evaluated every four years, and
asphalt streets are evaluated over a two year
period, 50% one year and the other 50% the
next. The Department is utilizing the new
computerized maintenance management
system and mapping the ratings to the GIS
system to better evaluate the network of
streets. This new method will completely
revamp the system changing from a 0-5 rating
to a, A-F rating system which will take place
when we have three years of data.
COMMUNITY SERVICES: STREETS
FUND: GENERAL FUND
ORG: 1625110
14.93 14.93 14.71
313.80 322.25 341.10
0.00
50.00
100.00
150.00
200.00
250.00
300.00
350.00
400.00
2016 2017 2018 est.
Total Street Miles
Asphalt Miles Concrete Miles
A “satisfactory” rating for concrete streets means a
rating of 3.5 or better.
A “satisfactory” rating for asphalt streets means a
rating of 3.0 or better.
Asphalt street ratings are determined after the year’s
overlay and sealing projects.
73%71%74%
93%91%90%
0%
20%
40%
60%
80%
100%
2016 2017 2018 est.
Percentage of Streets in
Satisfactory Condition or Better
Asphalt Miles Concrete Miles
PERFORMANCE MEASURES
108GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Maintenance Dollars Funded per Year
per Pavement Type
The City has almost 23 times as many miles of
concrete streets as asphalt. Even though
asphalt streets are more expensive to maintain
than concrete, the difference in miles between
the surface types results in concrete streets
receiving the majority of funding in normal
operations. The numbers show water and
sewer funds that resurfaced asphalt streets
after sewer rehabilitation projects were
completed and additional work performed in
the CBD utilizing bond monies. 2018 dollars
were adjusted to match final budget approval.
Maintenance Dollars Spent per Center
Line Mile per Year
This measure analyzes the maintenance funds
spent per mile for both asphalt and concrete
streets. The 2016, 2017, and 2018 est. numbers
for asphalt includes additional money spent on
the High Meadows Subdivision, the Fountain
Park Subdivision, and phase one of the Hillside
Subdivision to resurface the streets after sewer
rehabilitation projects. The asphalt dollars also
include CBD bond monies. The Concrete
dollars include concrete replacement from
normal operation budgets and bond sales for
contract concrete street repair.
$124,000 $125,000
$344,000
$1,145,000
$1,670,000
$1,900,000
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
2016 2017 2018 est.
Maintenance Dollars Funded
Asphalt Concrete
$8,305 $8,372
$23,040
$3,648 $3,944 $5,186
$0
$5,000
$10,000
$15,000
$20,000
$25,000
2016 2017 2018 est.
Maintenance Dollars Spent per
Mile
Asphalt Concrete
Director
1
Senior Administrative
Assistant
1
Program Manager
1
Civil Engineer
1*
Construction
Inspector
3*/**
Engineering
Technician
1
Engineering
Coordinator
1*
Assistant Director
1
Facilities Project
Manager
1
Senior Signal Tech
1
Traffic Signal Tech
1
Signs/Markings
Tech
2
Traffic Signal Foreman
1
Senior Construction
Inspector
1
Traffic Signal
Assistant
1
Traffic Engineer
1
Stormwater Program
Manager
1**
*Engineering Coordinator, one Construction Inspector and one Civil Engineer are funded in Water &
Sewer.
**One Construction Inspector and Stormwater Program Manager funded in Drainage.
ENGINEERING
FUND: GENERAL FUND
ORG: 1650100, 1655110
Director
1
Senior Administrative
Assistant
1
Program Manager
1
Civil Engineer
1*
Construction
Inspector
3*/**
Engineering
Technician
1
Engineering
Coordinator
1*
Assistant Director
1
Facilities Project
Manager
1
Senior Signal Tech
1
Traffic Signal Tech
1
Signs/Markings
Tech
2
Traffic Signal Foreman
1
Senior Construction
Inspector
1
Traffic Signal
Assistant
1
Traffic Engineer
1
Stormwater Program
Manager
1**
*Engineering Coordinator, one Construction Inspector and one Civil Engineer are funded in Water &
Sewer.
**One Construction Inspector and Stormwater Program Manager funded in Drainage.
ENGINEERING
FUND: GENERAL FUND
ORG: 1650100, 1655110
109GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Maintenance Dollars Funded per Year
per Pavement Type
The City has almost 23 times as many miles of
concrete streets as asphalt. Even though
asphalt streets are more expensive to maintain
than concrete, the difference in miles between
the surface types results in concrete streets
receiving the majority of funding in normal
operations. The numbers show water and
sewer funds that resurfaced asphalt streets
after sewer rehabilitation projects were
completed and additional work performed in
the CBD utilizing bond monies. 2018 dollars
were adjusted to match final budget approval.
Maintenance Dollars Spent per Center
Line Mile per Year
This measure analyzes the maintenance funds
spent per mile for both asphalt and concrete
streets. The 2016, 2017, and 2018 est. numbers
for asphalt includes additional money spent on
the High Meadows Subdivision, the Fountain
Park Subdivision, and phase one of the Hillside
Subdivision to resurface the streets after sewer
rehabilitation projects. The asphalt dollars also
include CBD bond monies. The Concrete
dollars include concrete replacement from
normal operation budgets and bond sales for
contract concrete street repair.
$124,000$125,000
$344,000
$1,145,000
$1,670,000
$1,900,000
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
20162017 2018 est.
Maintenance Dollars Funded
AsphaltConcrete
$8,305$8,372
$23,040
$3,648$3,944$5,186
$0
$5,000
$10,000
$15,000
$20,000
$25,000
20162017 2018 est.
Maintenance Dollars Spent per
Mile
AsphaltConcrete
Director
1
Senior Administrative
Assistant
1
Program Manager
1
Civil Engineer
1*
Construction
Inspector
3*/**
Engineering
Technician
1
Engineering
Coordinator
1*
Assistant Director
1
Facilities Project
Manager
1
Senior Signal Tech
1
Traffic Signal Tech
1
Signs/Markings
Tech
2
Traffic Signal Foreman
1
Senior Construction
Inspector
1
Traffic Signal
Assistant
1
Traffic Engineer
1
Stormwater Program
Manager
1**
*Engineering Coordinator, one Construction Inspector and one Civil Engineer are funded in Water &
Sewer.
**One Construction Inspector and Stormwater Program Manager funded in Drainage.
ENGINEERING
FUND: GENERAL FUND
ORG: 1650100, 1655110
Director
1
Senior Administrative
Assistant
1
Program Manager
1
Civil Engineer
1*
Construction
Inspector
3*/**
Engineering
Technician
1
Engineering
Coordinator
1*
Assistant Director
1
Facilities Project
Manager
1
Senior Signal Tech
1
Traffic Signal Tech
1
Signs/Markings
Tech
2
Traffic Signal Foreman
1
Senior Construction
Inspector
1
Traffic Signal
Assistant
1
Traffic Engineer
1
Stormwater Program
Manager
1**
*Engineering Coordinator, one Construction Inspector and one Civil Engineer are funded in Water &
Sewer.
**One Construction Inspector and Stormwater Program Manager funded in Drainage.
ENGINEERING
FUND: GENERAL FUND
ORG: 1650100, 1655110
110GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
The Engineering Department provides planning and engineering services for City of Allen infrastructure
and facilities, including buildings, streets, traffic signals, drainage, water, and wastewater. In addition to
the implementation of the Capital Improvement Program, the department provides construction
inspection and ensures that all public traffic control devices are maintained and compliant with state and
federal guidelines.
Goal 3. Improve regional mobility through transportation initiatives
Strategy - Continue to leverage County, State (TxDOT) and Federal resources for road funding
Assigned engineering department staff to remain engaged in TxDOT projects in the community –
design of FM2551 (Angel Parkway), the reconstruction of FM2786 (Stacy Road), and the design of
Ridgeview Drive Overpass at US75.
Goal 5. Systematically invest in public infrastructure
Strategy - Construct and improve roadway infrastructure
Replaced street name blades in one zone; refreshed and replaced pavement markings throughout
the city in multiple intersections and roadways; replaced 5 complete traffic signal intersections
with 15 year LED modules; installed new traffic signal radios at 63 intersections; installed new
McCain traffic signal controllers at 30 intersections; installed 1 Gridsmart detection camera system
that can count & classify vehicles at 75 and Stacy; changed out 3 intersection traffic signal cabinets
with battery backup; converted 5 intersections to flashing yellow arrow; counted 12 locations for
signal warrants and citizen complaints and managed city wide volume traffic counts at 150
locations.
Finished design of new signal plans for three intersections, to be shovel-ready when need arises.
Completed property acquisition for the 2015 Intersection Improvements, which will provide an
additional right turn lane at three locations along arterial roadways.
Completed city-wide streets and alleys program ($1M), roadway rehabilitation in the Central
Business District (Anna, Coats, Daisy, and Belmont), Ridgeview Drive from east of Cottonwood
Creek to Chelsea Boulevard, Ridgemont Drive (Partnership with IntelliEPI), and Beverly Olsen
Sidewalk Improvement.
Began Construction of Alma Drive, Bethany Intersection Improvements, New Right Turn Lanes, as
well as 2018 Streets & Alleys Repair Project (estimated $1.2 M at various locations throughout the
community).
Completed the Median Lighting and Landscape Project.
Strategy - Plan for the construction of needed city facilities
Completed the design of the Central Fire Station expansion.
Finished construction of the Library Phase I parking lot expansion.
Completed the City Hall chiller replacement, PD dispatch server room AC, rotunda doors, wet
glazing, window seals at Rotunda and stonework leaks at ACTV offices.
Finished the Civic Campus Needs and Usage Assessment Study.
ENGINEERING
FUND: GENERAL FUND
ORG: 1650100-1655110
ACCOMPLISHMENTS IN FY2018
111GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Completed the MCPAR roof replacement.
Upgraded several facilities for climate control, including the replacement of all fan power boxes
and updating the HVAC system in the Senior Center and Fire Station #5.
Goal 8. Proactively work to protect, conserve and manage water resources
Completed the conversion of a sewer siphon at Sloan Creek and Stacy Road to an aerial crossing,
the repair of an 18” aerial crossing at Heritage Heights Subdivision, and the protection of an exposed
sewer line in the Waterford Park Subdivision.
Began design of a replacement sewer line in the Central Business District to prepare for
redevelopment downtown, a reconfigured water and sewer line at Greenville and Chaparral served
by the City of Plano, and new Hydraulic Study for the entire water network.
Assigned engineering department staff to remain engaged with the NTMWD Rowlett Creek
Parallel Trunk sewer project.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Continue partnering with Collin County and TxDOT to fund roadway projects such as: Ridgeview
Drive, Ridgeview Overpass at US75, Allen Drive overpass of US75, and FM2551 (Angel Parkway).
Partner with NTMWD and the Town of Fairview to create a regional lift station to support
“Monarch City” Development plans.
Goal 3. Improve regional mobility through transportation initiatives
Strategy - Continue to leverage County, State (TxDOT) and Federal resources for road funding
Continue to develop the design of Allen Dr./ US75 Intersection Improvements.
Complete right turn lanes at eastbound/ westbound McDermott at US75 and northbound
Greenville at Exchange.
Continue to deploy new vehicle detection and signal controllers at all 63 intersections and explore
‘brick-and-mortar’ improvements to improve mobility and operational efficiency.
Goal 5. Systematically invest in public infrastructure
Strategy - Construct and improve roadway infrastructure
Continue to replace street signs and refresh pavement markings throughout the city.
Complete installation of 33 remaining intersections with McCain Traffic controllers.
Install 63 managed switches at traffic signal intersections.
Install new traffic signal cabinets with back-up batteries at 5 intersections.
Install flashing yellow arrows at 10 intersections.
Integrate two reconstructed signals, being rebuilt by TxDOT on Stacy, into the signal network.
Implement new coordinated city traffic signal timing at select locations.
Strategy - Plan for the construction of needed city facilities
Continue to administer facility renovation projects in accordance with the approved budget for
ongoing facility reinvestment, such as: construction of Central Fire Station renovation, update the
EMS controls at the Service Center, replace pool heaters at the Natatorium, replace geothermal AC
system with a modern design at Joe Farmer Recreation Center, replace fuel pumps at The Courses
at Watters Creek, repaint and refinish MCPAR interior, and replace City Hall chiller #2.
Goal 8. Proactively work to protect, conserve and manage water resources
Finish construction of Hillside Water and Sanitary Sewer Rehabilitation Phase I Project, and begin
construction of Hillside Water and Sanitary Sewer Rehabilitation Phase II.
OBJECTIVES FOR FY2019
112GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Begin design of Stacy Pump Station #1 pump replacement.
Begin design of Windridge Water and Sanitary Sewer Rehabilitation.
113GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
ENGINEERING
FUND: GENERAL FUND
ORG: 1650100-1655110
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 1,189,102 1,513,205 1,399,674 1,476,144
Operations 16,877 71,659 71,659 978,589
Supplies 6,627 5,585 23,980 5,769
Maintenance 568,543 630,997 748,333 680,404
Professional Services 76,456 83,640 83,640 157,290
Capital 140,456 28,000 28,000 -
1,998,061$ 2,333,086$ 2,355,286$ 3,298,196$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Director 1111
Assistant Director 1111
Program Manager 1111
Traffic Engineer 1111
Construction Manager 1 1 0 0
Facility Projects Manager 0 0 1 1
Traffic Signal Foreman 1111
Senior Signal Technician 1111
Senior Construction Inspector 0 1 1 1
Construction Inspector 1111
Engineering Technician 1111
Traffic Signal Technician 1111
Senior Administrative Assistant 1111
Signs and Markings Technician 2222
Traffic Signal Assistant 1111
14 15 15 15
14 15 15 15
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 838,031 1,046,608 976,549 1,033,250
Longevity 4,400 4,368 4,608 4,924
Overtime 11,441 15,032 15,900 15,900
FICA 60,755 75,685 72,287 75,668
TMRS 121,165 150,933 141,516 149,578
Worker's Compensation 7,551 9,003 9,457 11,731
Health Insurance 136,413 198,517 167,558 171,152
Health Savings Account - - 169 1,717
Dental Insurance 7,230 10,612 9,210 9,686
Long Term Disability 1,032 1,276 1,222 1,279
Life Insurance 756 886 928 1,031
PERSONNEL SUMMARY
EXPENDITURE DETAIL
EXPENDITURE SUMMARY
DEPARTMENT TOTAL
TOTAL FULL TIME
TOTAL FULL-TIME-EQUIVALENT
114GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
ENGINEERING
FUND: GENERAL FUND
ORG: 1650100-1655110
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Flexible Spending 328 285 270 228
1,189,102$ 1,513,205$ 1,399,674$ 1,476,144$
OPERATIONS
Phone/ Data Connectivity*- - - 6,120
Fuel*- - - 20,967
Electricity*- - - 825,000
Technology Maintenance - 3,790 3,790 12,990
Travel & Training 8,304 10,720 10,720 10,660
Dues & Subscriptions 3,091 4,885 4,885 4,910
Uniforms 5,482 5,913 5,913 6,813
Rolling Stock Replacement - 46,351 46,351 82,611
Insurance*- - - 8,518
16,877$ 71,659$ 71,659$ 978,589$
SUPPLIES
General Supplies 6,627 5,585 23,980 5,769
6,627$ 5,585$ 23,980$ 5,769$
MAINTENANCE
Facility Maintenance - - 117,336 -
Vehicle Maintenance 5,460 5,054 5,054 6,150
Equipment Maintenance 315,475 320,943 320,943 369,254
Street/ Sidewalk Maintenance 247,608 305,000 305,000 305,000
568,543$ 630,997$ 748,333$ 680,404$
PROFESSIONAL SERVICES
Contractual Services 554 - - -
Lease Agreements*- - - 3,650
Professional Services 75,902 83,640 83,640 153,640
76,456$ 83,640$ 83,640$ 157,290$
CAPITAL
Vehicles 140,456 28,000 28,000 -
140,456$ 28,000$ 28,000$ -$
1,998,061$ 2,333,086$ 2,355,286$ 3,298,196$
*Reallocated from Internal Services; Fuel reallocated from Community Services
2016-2017 2017-2018 2017-2018 2018-2019
CAPITAL ACTUAL BUDGET AMENDED BUDGET
Bucket Truck 140,456 - - -
Sr. Construction Inspector Vehicle - 28,000 28,000 -
140,456$ 28,000$ 28,000$ -$
*The items listed are non-recurring capital expenses based on increased service to the community.
SUBTOTAL
EXPENDITURE DETAIL - CONTINUED
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
CAPITAL EXPENDITURE LIST*
DEPARTMENT TOTALS
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Capital Project
Funding
Every year the City spends
millions of dollars on large
scale construction or
maintenance projects and
on comprehensive studies
to prepare for such
projects; the Engineering
Department oversees
these activities. Some
example transportation
projects completed during
FY17-18 include roadway
rehabilitation in the
Central Business District,
Ridgeview Drive from east of Cottonwood Creek to Chelsea Boulevard, and Beverly Olsen sidewalk
improvement. The Streets & Alley’s repair project was finished and included $1.2 million of pavement
replacement throughout the community. Construction began on Alma Drive, Bethany intersection
improvements and the new right turn lanes project. Several facility upgrades for climate control were
completed, including, updating the HVAC system in the Senior Center and Fire Station #5, replacing one of
the City Hall chillers, and installing a new AC for the PD Dispatch server room. Design for the Central Fire
Station expansion was completed as well as the construction of the Library phase I parking lot expansion.
Water resource projects that were completed included the conversion of a sewer siphon at Sloan Creek and
Stacy Road to an aerial crossing, the repair of an 18” aerial crossing at Heritage Heights Subdivision for
redevelopment, and the protection of an exposed sewer line in the Waterford Park Subdivision. The Traffic
Division of Engineering replaced street name blades and regulatory signs in one, large zone for the city, and
refreshed and replaced pavement markings throughout the city. Additionally, the traffic team replaced 5
complete traffic signal intersections with LED, installed new traffic signal radios at 61 intersections,
installed new traffic signal controllers at 30 intersections and managed city wide volume traffic counts at
150 locations. Engineering staff continues to serve as a liaison to TxDOT on the reconstruction of FM2786
(Stacy Road). Staff also continues to participate in efforts with Collin County, NTMWD, TxDOT, Lucas, and
Parker for the future widening of FM 2551 (Angel Parkway). The amount spent on capital projects in varying
categories for past fiscal years is shown, above, along with estimates for FY18. Capital outlay planned in
future years is published in the City of Allen Capital Improvement Plan, updated annually, and adopted
simultaneously with the city budget.
ENGINEERING
FUND: GENERAL FUND
ORG: 1650100-1655110 $1.00 $5.50 $0.80 $10.40 $3.50 $5.28 $3.62 $0.42 $6.13 $8.61 $0.81 $4.11 $-$2.37 $7.44 $2.66 $2.70 $5.62 $7.60 $0
$2
$4
$6
$8
$10
$12
$14
Facilities Water/ Sewer Drainage Streets ParksMillionsTotal Dollars Spent - Capital Projects
2015 2016 2017 2018 est.
PERFORMANCE MEASURES
115GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Capital Project
Funding
Every year the City spends
millions of dollars on large
scale construction or
maintenance projects and
on comprehensive studies
to prepare for such
projects; the Engineering
Department oversees
these activities. Some
example transportation
projects completed during
FY17-18 include roadway
rehabilitation in the
Central Business District,
Ridgeview Drive from east of Cottonwood Creek to Chelsea Boulevard, and Beverly Olsen sidewalk
improvement. The Streets & Alley’s repair project was finished and included $1.2 million of pavement
replacement throughout the community. Construction began on Alma Drive, Bethany intersection
improvements and the new right turn lanes project. Several facility upgrades for climate control were
completed, including, updating the HVAC system in the Senior Center and Fire Station #5, replacing one of
the City Hall chillers, and installing a new AC for the PD Dispatch server room. Design for the Central Fire
Station expansion was completed as well as the construction of the Library phase I parking lot expansion.
Water resource projects that were completed included the conversion of a sewer siphon at Sloan Creek and
Stacy Road to an aerial crossing, the repair of an 18” aerial crossing at Heritage Heights Subdivision for
redevelopment, and the protection of an exposed sewer line in the Waterford Park Subdivision. The Traffic
Division of Engineering replaced street name blades and regulatory signs in one, large zone for the city, and
refreshed and replaced pavement markings throughout the city. Additionally, the traffic team replaced 5
complete traffic signal intersections with LED, installed new traffic signal radios at 61 intersections,
installed new traffic signal controllers at 30 intersections and managed city wide volume traffic counts at
150 locations. Engineering staff continues to serve as a liaison to TxDOT on the reconstruction of FM2786
(Stacy Road). Staff also continues to participate in efforts with Collin County, NTMWD, TxDOT, Lucas, and
Parker for the future widening of FM 2551 (Angel Parkway). The amount spent on capital projects in varying
categories for past fiscal years is shown, above, along with estimates for FY18. Capital outlay planned in
future years is published in the City of Allen Capital Improvement Plan, updated annually, and adopted
simultaneously with the city budget.
ENGINEERING
FUND: GENERAL FUND
ORG: 1650100-1655110 $1.00 $5.50 $0.80 $10.40 $3.50 $5.28 $3.62 $0.42 $6.13 $8.61 $0.81 $4.11 $-$2.37 $7.44 $2.66 $2.70 $5.62 $7.60 $0
$2
$4
$6
$8
$10
$12
$14
Facilities Water/ Sewer Drainage Streets ParksMillionsTotal Dollars Spent - Capital Projects
2015 2016 2017 2018 est.
PERFORMANCE MEASURES
116GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Developer
Contribution to
Infrastructure
During construction of a
project, developers
build infrastructure
improvements that the
City later maintains.
The department helps
plan for the
infrastructure needs,
oversees the
construction, and
facilitates the transfer.
Commercial
development continued in 2018 with some notable projects being One Bethany North, AISD Steam Center,
Stacy Green, Cyrus One, Hotel Convention Center, and Bethany Greenville Retail Center.
Commercial development is expected to remain steady with large-scale developments along SH 121 starting
to emerge. Single-Family residential developments included Walnut Springs, Montgomery Farm Estates
Ph. 2A, Connemara Crossing, The Village at Twin Creeks Ph. 3, Montgomery Ridge Ph. 2A, Ridgeview Villas,
and Ridgeview Crossing Phases 1A and 1B for a total of 563 lots. Multi-Family developments accepted in
2018 include Vera Watters Apartments and Montgomery Ridge Multifamily for a total of 599 units.
$0.89 $0.58 $1.27 $1.43 $2.05$0.10 $0.18 $0.74 $0.40 $0.91$0.57 $0.80 $0.50 $0.80 $3.97$0.40 $0.30 $1.08 $0.97 $2.68$0.00
$0.50
$1.00
$1.50
$2.00
$2.50
$3.00
$3.50
$4.00
$4.50
2014 2015 2016 2017 2018 est.MillionsValue of Infrastructure from Commercial
Development
Water Sewer Streets Storm
$0.76 $2.07 $1.53 $2.74 $1.36 $0.65 $1.67 $0.89 $2.55 $1.17 $2.57 $5.16 $3.54 $7.15 $1.62 $0.66 $1.44 $0.93 $3.36 $3.55 $0.00
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
$7.00
$8.00
2014 2015 2016 2017 2018 est.MillionsValue of Infrastructure from Residential
Development
Water Sewer Streets Storm
New Residential Lots
Projections for next year are 500 lots, which includes four subdivisions and townhome lots. This is believed
to be a conservative estimate, as other projects may reveal themselves in the coming months and in the next
fiscal year.
414 423
527
353
500
0
100
200
300
400
500
600
2014 2015 2016 2017 2018 est.
New Residential Lots
117GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Developer
Contribution to
Infrastructure
During construction of a
project, developers
build infrastructure
improvements that the
City later maintains.
The department helps
plan for the
infrastructure needs,
oversees the
construction, and
facilitates the transfer.
Commercial
development continued in 2018 with some notable projects being One Bethany North, AISD Steam Center,
Stacy Green, Cyrus One, Hotel Convention Center, and Bethany Greenville Retail Center.
Commercial development is expected to remain steady with large-scale developments along SH 121 starting
to emerge. Single-Family residential developments included Walnut Springs, Montgomery Farm Estates
Ph. 2A, Connemara Crossing, The Village at Twin Creeks Ph. 3, Montgomery Ridge Ph. 2A, Ridgeview Villas,
and Ridgeview Crossing Phases 1A and 1B for a total of 563 lots. Multi-Family developments accepted in
2018 include Vera Watters Apartments and Montgomery Ridge Multifamily for a total of 599 units.
$0.89 $0.58 $1.27 $1.43 $2.05$0.10 $0.18 $0.74 $0.40 $0.91$0.57 $0.80 $0.50 $0.80 $3.97$0.40 $0.30 $1.08 $0.97 $2.68$0.00
$0.50
$1.00
$1.50
$2.00
$2.50
$3.00
$3.50
$4.00
$4.50
2014 2015 2016 2017 2018 est.MillionsValue of Infrastructure from Commercial
Development
WaterSewerStreetsStorm
$0.76 $2.07 $1.53 $2.74 $1.36 $0.65 $1.67 $0.89 $2.55 $1.17 $2.57 $5.16 $3.54 $7.15 $1.62 $0.66 $1.44 $0.93 $3.36 $3.55 $0.00
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
$7.00
$8.00
2014 2015 2016 2017 2018 est.MillionsValue of Infrastructure from Residential
Development
WaterSewerStreetsStorm
New Residential Lots
Projections for next year are 500 lots, which includes four subdivisions and townhome lots. This is believed
to be a conservative estimate, as other projects may reveal themselves in the coming months and in the next
fiscal year.
414 423
527
353
500
0
100
200
300
400
500
600
2014 2015 2016 2017 2018 est.
New Residential Lots
118GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Chief Financial Officer
1
Senior
Administrative
Assistant
1
Assistant Chief Financial
Officer
1
Controller
1
Purchasing Manager
1
Senior
Accountant
1
Accounting
Technician
1
Buyer
2
Financial Analyst
1
Budget Officer
1
Payroll
Administrator
1
Contract
Administrator
1
Senior
Accountant II
1
Budget Manager
1
Strategic Services
Auditor
1
Accountant
1
Accountant
1
Purchasing
Agent
1
Senior
Accounting
Technician
1
FINANCE
FUND: GENERAL FUND
ORG: 1160100
The Finance department’s purpose is to provide responsive and accurate technical staff support to the City
Manager and all operating departments and to plan, manage and maintain the financial affairs of the City.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Continued to receive professional awards and recognition:
o Received the 19th Certificate of Achievement for Excellence in Financial Reporting from the
National Government Finance Officers Association (GFOA).
o Received the 19th Distinguished Budget Presentation Award from GFOA.
o Received the 18th Achievement of Excellence in Procurement Award from the National
Purchasing Institute (NPI).
For the tenth consecutive year, the external audit for the period ending September 30, 2017 resulted
in no deficiencies or “management comment items”.
The City maintained its bond ratings as follows: Standard and Poor’s rating of AAA on G.O. Bonds
and AAA on the Water and Sewer Revenue Bonds. Moody’s ratings are Aaa on G.O Bonds, Aa2 on
Economic Development Revenue Bonds and Aa2 on Community Development Revenue Bonds.
Issued G.O. Bonds in the amount of $8,355,000 in August 2018.
Continued financial reviews in various areas related to property taxes, sales taxes, hotel/motel
taxes, tax increment financing (TIF) agreements, economic development agreements, franchise
fees, and monitored long range financial plans for debt management and selected operating funds.
Provided financial analysis to monitor the economic incentive agreements related to various
agreements, including The Village at Allen, the Allen Event Center, Pulte and Watters Creek.
Updated the City of Allen’s Training and Travel policy for employees to streamline the process for
employees traveling, support staff and supervisors.
Promoted vendor education through the Collin County Governmental Purchaser’s Forum annual
“How to Do Business with Government Entities” vendor fair.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Continue to receive professional awards and recognition from GFOA and NPI.
Continue to monitor the impact of the economy on current financial conditions affecting the City’s
revenues and expenses, specifically with reviews in various areas related to property taxes, sales
taxes, hotel/motel taxes, franchise fees, building permits, and economic development agreements,
including TIFs.
Continue to analyze the City’s ability to implement the CIP program and the impact on the long
range financial plan for debt management and selected operating funds.
Continue to administer the Bond Program passed by the voters during FY2016.
FINANCE
FUND: GENERAL FUND
ORG: 1160100
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
119GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Chief Financial Officer
1
Senior
Administrative
Assistant
1
Assistant Chief Financial
Officer
1
Controller
1
Purchasing Manager
1
Senior
Accountant
1
Accounting
Technician
1
Buyer
2
Financial Analyst
1
Budget Officer
1
Payroll
Administrator
1
Contract
Administrator
1
Senior
Accountant II
1
Budget Manager
1
Strategic Services
Auditor
1
Accountant
1
Accountant
1
Purchasing
Agent
1
Senior
Accounting
Technician
1
FINANCE
FUND: GENERAL FUND
ORG: 1160100
The Finance department’s purpose is to provide responsive and accurate technical staff support to the City
Manager and all operating departments and to plan, manage and maintain the financial affairs of the City.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Continued to receive professional awards and recognition:
o Received the 19th Certificate of Achievement for Excellence in Financial Reporting from the
National Government Finance Officers Association (GFOA).
o Received the 19th Distinguished Budget Presentation Award from GFOA.
o Received the 18th Achievement of Excellence in Procurement Award from the National
Purchasing Institute (NPI).
For the tenth consecutive year, the external audit for the period ending September 30, 2017 resulted
in no deficiencies or “management comment items”.
The City maintained its bond ratings as follows: Standard and Poor’s rating of AAA on G.O. Bonds
and AAA on the Water and Sewer Revenue Bonds. Moody’s ratings are Aaa on G.O Bonds, Aa2 on
Economic Development Revenue Bonds and Aa2 on Community Development Revenue Bonds.
Issued G.O. Bonds in the amount of $8,355,000 in August 2018.
Continued financial reviews in various areas related to property taxes, sales taxes, hotel/motel
taxes, tax increment financing (TIF) agreements, economic development agreements, franchise
fees, and monitored long range financial plans for debt management and selected operating funds.
Provided financial analysis to monitor the economic incentive agreements related to various
agreements, including The Village at Allen, the Allen Event Center, Pulte and Watters Creek.
Updated the City of Allen’s Training and Travel policy for employees to streamline the process for
employees traveling, support staff and supervisors.
Promoted vendor education through the Collin County Governmental Purchaser’s Forum annual
“How to Do Business with Government Entities” vendor fair.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Continue to receive professional awards and recognition from GFOA and NPI.
Continue to monitor the impact of the economy on current financial conditions affecting the City’s
revenues and expenses, specifically with reviews in various areas related to property taxes, sales
taxes, hotel/motel taxes, franchise fees, building permits, and economic development agreements,
including TIFs.
Continue to analyze the City’s ability to implement the CIP program and the impact on the long
range financial plan for debt management and selected operating funds.
Continue to administer the Bond Program passed by the voters during FY2016.
FINANCE
FUND: GENERAL FUND
ORG: 1160100
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
120GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Continue to work on the implementation of the new administrative software, updates to
organizational policies to reflect process and procedural changes and/or improvements, and assist
with training departments in the use of the new software.
Continue vendor awareness of the web based electronic bid software to improve competitive
pricing and monitoring of vendor bids and contracts.
121GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
FINANCE
FUND: GENERAL FUND
ORG: 1160100
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 1,779,635 2,159,823 2,051,352 2,068,667
Operations 29,707 60,207 60,798 103,270
Supplies 13,381 11,775 13,025 39,020
Professional Services 256,150 280,090 278,435 969,995
2,078,874$ 2,511,895$ 2,403,610$ 3,180,952$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Chief Financial Officer 1111
Assistant Chief Financial Officer 1111
Budget Manager 1111
Controller 1111
Purchasing Manager 1111
Strategic Services Auditor 1111
Senior Accountant II 1111
Budget Officer 0 0 1 1
Purchasing Agent 0 0 1 1
Senior Accountant*1 3 2 1
Accountant 2 1 2 2
Contract Administrator 1111
Financial Analyst 1111
Payroll Administrator 0 0 0 1
Senior Payroll Specialist 1 1 1 0
Buyer 2 2 1 2
Senior Accountant Technician 0 0 0 1
Accounting Technician 3 3 2 1
Senior Administrative Assistant 1111
19 20 20 20
19 20 20 20
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 1,287,454 1,532,806 1,467,044 1,480,665
Longevity 5,436 5,312 4,692 4,908
Overtime 4,172 15,000 15,000 15,000
FICA 91,292 106,637 106,085 107,971
TMRS 184,051 219,538 206,569 212,942
Worker's Compensation 2,084 2,952 2,593 2,852
Health Insurance 186,839 255,912 227,184 221,414
Health Savings 1,661 1,129 3,012 4,074
EXPENDITURE SUMMARY
DEPARTMENT TOTAL
TOTAL FULL TIME
PERSONNEL SUMMARY
TOTAL FULL-TIME-EQUIVALENT
EXPENDITURE DETAIL
*One position was reclassified to a Business Intelligence Analyst in the IT Department.
122GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
FINANCE
FUND: GENERAL FUND
ORG: 1160100
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Dental Insurance 13,326 16,883 15,410 15,008
Long-term Disability 1,526 1,768 1,775 1,814
Life Insurance 1,177 1,316 1,353 1,406
Flexible Spending 618 570 635 613
1,779,635$2,159,823$ 2,051,352$ 2,068,667$
OPERATIONS
Phone/ Data Connectivity*- - - 900
Technology Maintenance - 16,250 16,436 20,850
Travel & Training 24,427 36,300 36,300 36,300
Dues & Subscriptions 5,281 7,657 7,657 7,657
Postage & Freight*- - - 30,000
Insurance*- - - 7,063
Notices Required by Law**- - 405 500
29,707$ 60,207$60,798$103,270$
SUPPLIES
General Supplies*13,381 11,775 13,025 39,020
13,381$ 11,775$ 13,025$ 39,020$
PROFESSIONAL SERVICES
Contractual Services 70,323 75,360 74,026 74,026
Lease Agreement*- - - 3,800
Professional Services*4,070 4,730 4,409 477,057
Credit Card Costs 181,756 200,000 200,000 205,800
OPEB Trust Expense*- - - 209,312
256,150$ 280,090$ 278,435$ 969,995$
2,078,874$ 2,511,895$ 2,403,610$ 3,180,952$
*Includes Reallocated Cost from Internal Services
**Moved from Professional Services per Senate Bill 622
EXPENDITURE DETAIL - CONTINUED
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
TER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Financial Management
To ensure long-term financial success of the City, sufficient reserves are required to maintain City
operations through unforeseen events. The City policy for the General Fund is to maintain a range of 60 to
90 days of operational expenditures in reserve. Water and Sewer bond covenants require that the Water
and Sewer Fund maintain a reserve fund equal to the average annual debt payment of all bonds. This is also
a critical element utilized by bond rating agencies in determination of the City’s bond rating. Long-range
financial planning and conservative budgeting has allowed the City to maintain required reserves.
General Fund 2015 2016 2017 2018 est.
Total Expenditures $84,659,234 $90,206,301 $84,176,013 $99,891,702
Ending Fund Balance $20,329,129 $22,041,761 $21,810,153 $22,006,134
Days Operational Expense in Reserve 80.6 85.8 76.8 80.4
G.O. Bond Rating:
Moody’s Aa1 Aaa Aaa Aaa
Standard & Poor’s AAA AAA AAA AAA
Water & Sewer Fund 2015 2016 2017 2018 est.
Available for Debt Service $9,951,052 $4,483,265 $2,319,976 $3,773,033
Annual Debt Service Requirement $1,526,235 $1,166,045 $1,136,496 $1,420,623
Coverage per Rate Covenant 6.52 3.84 1.99 2.66
W&S Revenue Bond Rating:
Standard & Poor’s AAA AAA AAA AAA
Awards
The Government Finance Officers Association (GFOA) has established criteria for financial reporting, in
which generally accepted accounting principles, applicable legal requirements, and presentation guidelines
must be satisfied – the end result to produce an easily readable and efficiently organized report. The City’s
Annual Budget document is also judged against criteria set by the GFOA, and is evaluated on how well it
serves as a policy document, a financial plan, an operations guide, and as a communication device.
In addition, each year the Purchasing Division applies for the Achievement of Excellence in Procurement
Award from the National Purchasing Institute, which is awarded for superior performance in the public
procurement field. The City plans to continue its participation in these programs in future years.
FINANCE
FUND: GENERAL FUND
ORG: 1160100
PERFORMANCE MEASURES
123GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
TER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Financial Management
To ensure long-term financial success of the City, sufficient reserves are required to maintain City
operations through unforeseen events. The City policy for the General Fund is to maintain a range of 60 to
90 days of operational expenditures in reserve. Water and Sewer bond covenants require that the Water
and Sewer Fund maintain a reserve fund equal to the average annual debt payment of all bonds. This is also
a critical element utilized by bond rating agencies in determination of the City’s bond rating. Long-range
financial planning and conservative budgeting has allowed the City to maintain required reserves.
General Fund 2015 2016 2017 2018 est.
Total Expenditures $84,659,234 $90,206,301 $84,176,013 $99,891,702
Ending Fund Balance $20,329,129 $22,041,761 $21,810,153 $22,006,134
Days Operational Expense in Reserve 80.6 85.8 76.8 80.4
G.O. Bond Rating:
Moody’s Aa1 Aaa Aaa Aaa
Standard & Poor’s AAA AAA AAA AAA
Water & Sewer Fund 2015 2016 2017 2018 est.
Available for Debt Service $9,951,052 $4,483,265 $2,319,976 $3,773,033
Annual Debt Service Requirement $1,526,235 $1,166,045 $1,136,496 $1,420,623
Coverage per Rate Covenant 6.52 3.84 1.99 2.66
W&S Revenue Bond Rating:
Standard & Poor’s AAA AAA AAA AAA
Awards
The Government Finance Officers Association (GFOA) has established criteria for financial reporting, in
which generally accepted accounting principles, applicable legal requirements, and presentation guidelines
must be satisfied – the end result to produce an easily readable and efficiently organized report. The City’s
Annual Budget document is also judged against criteria set by the GFOA, and is evaluated on how well it
serves as a policy document, a financial plan, an operations guide, and as a communication device.
In addition, each year the Purchasing Division applies for the Achievement of Excellence in Procurement
Award from the National Purchasing Institute, which is awarded for superior performance in the public
procurement field. The City plans to continue its participation in these programs in future years.
FINANCE
FUND: GENERAL FUND
ORG: 1160100
PERFORMANCE MEASURES
124GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Awards 2015 2016 2017 2018
Certificate of Achievement for Excellence in Financial Reporting
Distinguished Budget Presentation Award
Achievement of Excellence in Procurement Award
Although not an award, but an indication of the value of financial management, for the ninth time in the
history of the City the external audit for the period ending September 30, 2017 resulted in no deficiencies or
“management comment items”.
Investments
The Finance Department’s Investment Policy was established to achieve the goals of safety, liquidity, yield
and public trust for all investment activity. The goal for our investments is to exceed the benchmark of a
rolling six-month treasury bill. A summary of results is below:
Investments 2015 2016 2017 2018 est.
Actual Investment Yield 0.7210% 0.7376% 1.0444% 1.5900%
Benchmark (6-month Treasury
Bill) 0.1057% 0.3937% 0.8500% 1.8142%
Yield Compared to Benchmark 682% 187% 123% 88%
Chief
1
Senior
Administrative
Assistant
1
Assistant Chief
1
Assistant Chief
1
Fire Prevention
Specialist
3
Captain
18
Driver Operator
Engineer (DOE)
15
Firefighter/
Paramedic
64
Assistant Chief
1
Support Services
Technician
2
Fire Inspector &
Arson Investigator
2
Battalion Chief
3
Administrative
Assistant
1
Public Education
Coordinator
1
Fire/EMS Reporting
Spec
1
Division Chief
1
Division Chief
1
FIRE
FUND: GENERAL FUND
ORG: 11300100
125GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Awards 2015 2016 2017 2018
Certificate of Achievement for Excellence in Financial Reporting
Distinguished Budget Presentation Award
Achievement of Excellence in Procurement Award
Although not an award, but an indication of the value of financial management, for the ninth time in the
history of the City the external audit for the period ending September 30, 2017 resulted in no deficiencies or
“management comment items”.
Investments
The Finance Department’s Investment Policy was established to achieve the goals of safety, liquidity, yield
and public trust for all investment activity. The goal for our investments is to exceed the benchmark of a
rolling six-month treasury bill. A summary of results is below:
Investments 2015 2016 2017 2018 est.
Actual Investment Yield 0.7210% 0.7376% 1.0444% 1.5900%
Benchmark (6-month Treasury
Bill) 0.1057% 0.3937% 0.8500% 1.8142%
Yield Compared to Benchmark 682% 187% 123% 88%
Chief
1
Senior
Administrative
Assistant
1
Assistant Chief
1
Assistant Chief
1
Fire Prevention
Specialist
3
Captain
18
Driver Operator
Engineer (DOE)
15
Firefighter/
Paramedic
64
Assistant Chief
1
Support Services
Technician
2
Fire Inspector &
Arson Investigator
2
Battalion Chief
3
Administrative
Assistant
1
Public Education
Coordinator
1
Fire/EMS Reporting
Spec
1
Division Chief
1
Division Chief
1
FIRE
FUND: GENERAL FUND
ORG: 11300100
126GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
The Allen Fire Department serves and protects its citizens and visitors by providing the best in Emergency
Medical Services, Fire Suppression, Fire Prevention and Education, and Emergency Management.
Goal 1. Enhance Community Livability and Safety
Strategy - Continue to provide progressive and efficient emergency services
Expanded and enhanced the use of Community Emergency Response Team (CERT), team members
have actively been deployed during weather related high call volume events to perform damage
assessment and monitor downed electric utility lines.
Expanded the use of National Incident Management System (NIMS) simulation lab to include
additional mutual aid departments. Fairview Fire Department (FD) attends each training session
so that operations run smoothly during mutual aid fires.
Utilized the Data Analyst position and records management system to analyze our response data
and make system adjustments, apply for additional grants, and comply with increasing regulatory
reporting requirements. The Allen Fire Department once again received a grant from the
Ambulance Supplemental Payment (ASP) program in the amount of $555,784.
Completed installation of the Mobile Intensive Care Unit (MICU/ Ambulance) stretcher lifting
systems to reduce the possibility of injury to firefighters. The project was funded through the ASP
grant.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Increased inter-operability with neighboring departments through joint training, policy sharing
and facility placement.
Worked with Collin County Fire Chiefs to enhance the county-wide mutual aid system.
Worked with Texas Health Resources Allen to expand their heart catherization laboratory to
enhance cardiovascular treatment.
Coordinated meetings with area assisted living facilities to reduce demand on emergency services.
Goal 5. Systematically invest in public infrastructure
Strategy - Plan for the construction of needed City facilities
Actively developed the design documents for Central Fire Station. The design process is 90%
complete.
Took delivery of a new Pierce Engine for Central Fire Station. The new engine has more room for
EMS equipment and several other design changes to enhance emergency response capabilities.
Completed the installation and implementation of the Self-Contained Breathing Apparatus (SCBA)
replacement project that was approved by Council on June 27, 2017. The project involved a total
replacement of all SCBA and air fill systems. The new SCBA are lighter, have greater capacity, and
include an emergency bail-out system for firefighters.
FIRE
FUND: GENERAL FUND
ORG: 1300100
ACCOMPLISHMENTS IN FY2018
Goal 1. Enhance Community Livability and Safety
Strategy - Continue to provide progressive and efficient emergency services
Enhance/ expand the capabilities and use of the Citizens Fire Academy Alumni Rehab Team.
Implement community CPR Program.
Expand public education efforts with a partnership with AISD.
Reestablish relationship with Collin College for use of the Fire Training Facility.
Increase recruiting efforts to strengthen new firefighter availability.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Increase inter-operability with neighboring departments through joint training, policy sharing
and facility placement.
Work with Collin County Fire Chiefs to enhance area special operations capabilities.
Conduct regular meetings with representative from area healthcare providers about the future of
healthcare delivery in Allen.
Goal 5. Systematically invest in public infrastructure
Strategy - Plan for the construction of needed City facilities
Select contractor and begin repairs/ expansion of Central Fire Station.
Evaluate the timing for the design and construction of Fire Station #6.
Consider site engineering work on Fire Station #6 site in preparation for future construction.
OBJECTIVES FOR FY2019
127GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
The Allen Fire Department serves and protects its citizens and visitors by providing the best in Emergency
Medical Services, Fire Suppression, Fire Prevention and Education, and Emergency Management.
Goal 1. Enhance Community Livability and Safety
Strategy - Continue to provide progressive and efficient emergency services
Expanded and enhanced the use of Community Emergency Response Team (CERT), team members
have actively been deployed during weather related high call volume events to perform damage
assessment and monitor downed electric utility lines.
Expanded the use of National Incident Management System (NIMS) simulation lab to include
additional mutual aid departments. Fairview Fire Department (FD) attends each training session
so that operations run smoothly during mutual aid fires.
Utilized the Data Analyst position and records management system to analyze our response data
and make system adjustments, apply for additional grants, and comply with increasing regulatory
reporting requirements. The Allen Fire Department once again received a grant from the
Ambulance Supplemental Payment (ASP) program in the amount of $555,784.
Completed installation of the Mobile Intensive Care Unit (MICU/ Ambulance) stretcher lifting
systems to reduce the possibility of injury to firefighters. The project was funded through the ASP
grant.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Increased inter-operability with neighboring departments through joint training, policy sharing
and facility placement.
Worked with Collin County Fire Chiefs to enhance the county-wide mutual aid system.
Worked with Texas Health Resources Allen to expand their heart catherization laboratory to
enhance cardiovascular treatment.
Coordinated meetings with area assisted living facilities to reduce demand on emergency services.
Goal 5. Systematically invest in public infrastructure
Strategy - Plan for the construction of needed City facilities
Actively developed the design documents for Central Fire Station. The design process is 90%
complete.
Took delivery of a new Pierce Engine for Central Fire Station. The new engine has more room for
EMS equipment and several other design changes to enhance emergency response capabilities.
Completed the installation and implementation of the Self-Contained Breathing Apparatus (SCBA)
replacement project that was approved by Council on June 27, 2017. The project involved a total
replacement of all SCBA and air fill systems. The new SCBA are lighter, have greater capacity, and
include an emergency bail-out system for firefighters.
FIRE
FUND: GENERAL FUND
ORG: 1300100
ACCOMPLISHMENTS IN FY2018
Goal 1. Enhance Community Livability and Safety
Strategy - Continue to provide progressive and efficient emergency services
Enhance/ expand the capabilities and use of the Citizens Fire Academy Alumni Rehab Team.
Implement community CPR Program.
Expand public education efforts with a partnership with AISD.
Reestablish relationship with Collin College for use of the Fire Training Facility.
Increase recruiting efforts to strengthen new firefighter availability.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Increase inter-operability with neighboring departments through joint training, policy sharing
and facility placement.
Work with Collin County Fire Chiefs to enhance area special operations capabilities.
Conduct regular meetings with representative from area healthcare providers about the future of
healthcare delivery in Allen.
Goal 5. Systematically invest in public infrastructure
Strategy - Plan for the construction of needed City facilities
Select contractor and begin repairs/ expansion of Central Fire Station.
Evaluate the timing for the design and construction of Fire Station #6.
Consider site engineering work on Fire Station #6 site in preparation for future construction.
OBJECTIVES FOR FY2019
128GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
FIRE
FUND: GENERAL FUND
ORG: 1300100
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 13,696,039 14,635,743 14,441,401 15,745,093
Operations 234,657 1,252,787 1,252,787 1,646,861
Supplies 242,094 265,150 265,150 265,150
Maintenance 360,049 329,409 329,409 351,267
Professional Services 235,914 209,350 254,350 254,400
Capital - - - 175,000
14,768,753$ 16,692,439$ 16,543,097$ 18,437,771$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Fire Chief 1111
Assistant Fire Chief 3333
Fire Division Chief 1 1 2 2
Battalion Chief 3333
Fire Captain 18 18 18 18
Fire Driver Operator Engineer 15 15 15 15
Firefighter/ Paramedic 64 64 64 64
Fire Inspector/ Arson Investigator 0 3 2 2
Fire Prevention Specialist 4 1 2 3
Public Education Coordinator 1111
Fire/EMS Reporting Specialist 1111
Senior Administrative Assistant 1111
Support Services Technician 1 2 2 2
Administrative Assistant 1 2 1 1
114 116 116 117
114 116 116 117
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 9,064,709 9,611,555 9,434,332 10,335,684
Longevity 70,056 70,548 64,852 67,064
Overtime 773,422 800,000 800,000 891,904
FICA 710,657 758,933 746,691 821,846
TMRS 1,405,972 1,482,165 1,461,940 1,602,751
Worker's Compensation 110,307 137,149 126,697 149,515
Health Insurance 1,430,974 1,635,175 1,657,589 1,718,223
Health Savings Account 19,160 17,290 27,111 32,929
Dental Insurance 89,299 100,820 99,532 101,492
Long-term Disability 11,050 11,406 11,781 12,636
Life Insurance 7,242 7,510 7,731 8,270
Flexible Spending 3,191 3,192 3,145 2,779
13,696,039$ 14,635,743$ 14,441,401$ 15,745,093$
EXPENDITURE SUMMARY
SUBTOTAL
TOTAL FULL-TIME-EQUIVALENT
TOTAL FULL TIME
DEPARTMENT TOTAL
PERSONNEL SUMMARY
EXPENDITURE DETAIL
129GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
FIRE
FUND: GENERAL FUND
ORG: 1300100
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS ACTUAL BUDGET AMENDED BUDGET
Phone/ Data Connectivity*- - - 5,400
Fuel*2,775 - - 100,122
Water*- - - 24,480
Natural Gas*- - - 13,750
Electricity*- - - 74,000
Technology Maintenance - 51,803 51,803 53,290
Rolling Stock Replacement - 986,974 986,974 988,502
Travel & Training 52,239 57,000 57,000 59,000
Dues & Subscriptions*16,994 22,810 22,810 39,310
Uniforms 149,546 126,000 126,000 128,000
Postage & Freight 1,470 - - -
Advertising 9 9 500 400 -
Outside Printing 3,057 3,500 3,500 3,500
Meetings & Receptions 8,477 4,200 4,200 4,200
Insurance*- - - 152,807
Notices Required by Law**- - 100 500
234,657$ 1,252,787$ 1,252,787$ 1,646,861$
SUPPLIES
General Supplies 19,986 19,150 19,150 19,150
Small Tools & Minor Equipment 77,097 99,000 99,000 99,000
Medical & Chemical Supply 145,011 147,000 147,000 147,000
242,094$ 265,150$ 265,150$ 265,150$
MAINTENANCE
Facility Maintenance 149,636 118,000 118,000 118,000
Vehicle Maintenance 180,877 159,959 159,959 181,817
Equipment Maintenance 29,536 51,450 51,450 51,450
360,049$ 329,409$ 329,409$ 351,267$
PROFESSIONAL SERVICES
Contractual Services 170,725 148,100 193,100 177,400
Lease Agreements*- - - 6,250
Professional Services 65,189 61,250 61,250 61,250
Contract Mowing***- - - 9,500
235,914$ 209,350$ 254,350$ 254,400$
CAPITAL
Machinery & Equipment - - - 140,000
Vehicles - - - 35,000
-$ -$ -$ 175,000$
14,768,753$ 16,692,439$ 16,543,097$ 18,437,771$
*Includes Reallocated Cost from Internal Services; Fuel reallocated from Community Services
**Moved from Advertising per Senate Bill 622
***Moved from Contractual Services
EXPENDITURE DETAIL - CONTINUED
SUBTOTAL
SUBTOTAL
SUBTOTAL
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
130GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
FIRE
FUND: GENERAL FUND
ORG: 1300100
2016-2017 2017-2018 2017-2018 2018-2019
CAPITAL ACTUAL BUDGET AMENDED BUDGET
Storm Siren Upgrade - - - 140,000
Ford F150 - - - 35,000
-$ -$ -$ 175,000$
*The items listed are non-recurring capital expenses based on increased service to the community.
SUBTOTAL
CAPITAL EXPENDITURE LIST*
131GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Calls for Service
The number of Emergency Medical Service (EMS)
incidents as well as fire calls is increasing. Fire calls
include all non-medical calls such as fires, gas
leaks, chemical spills and public assistance. Total
incidents in both categories are projected to
increase as the community grows and both
buildings and the population age.
Response Time
Response time includes reflex time and drive time.
Reflex time begins when the station is alerted of an
emergency and ends when the vehicle begins
traveling toward the emergency. This measures
how quickly the firefighters (FFs) are able to stop
their station activities and don their protective
clothing. Drive time is influenced by factors
including traffic congestion, road construction, fire
station placement and distance to the emergency.
Injuries
This measure shows injuries to both firefighters
and the general public resulting from fires. Injuries
cannot be completely eliminated, but an emphasis
on public education and firefighter training will
help keep these to a minimum.
FIRE
FUND: GENERAL FUND
ORG: 1300100
1,710 1,819 2,043 2,141 2,400
3,584 3,780 3,940 3,952 4,200
-
1,000
2,000
3,000
4,000
5,000
2014 2015 2016 2017 2018 est.
Total Calls
Fire Calls EMS Calls
5:30
6:02 6:26 6:36 6:55
5:19 5:52 5:44 5:54 6:20
0:00
1:12
2:24
3:36
4:48
6:00
7:12
8:24
2014 2015 2016 2017 2018 est.Minutes/ SecondsAverage Response Times
Fire EMS
0
11
0
4
0
2
11
3
0
2
4
6
2014 2015 2016 2017 2018 est.
Injuries from Fires
General Public Firefighter
PERFORMANCE MEASURES
132GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Property Loss
Property loss is a financial measure of the
damage caused by fires in Allen. Property
damage can be reduced to an extent by quick
response times and well trained firefighters.
Fire loss can vary widely from year to year. A
single fire in an office resulted in a $9.7M fire
loss in FY16.
Inspections
The fire marshal inspects new buildings as part
of the process to certify them for occupancy.
The department reviews building plans before
construction to ensure that the building will be
constructed with the proper fire safety systems
such as sprinkler systems, alarm systems, exits
and fire mains. In addition, existing businesses
are inspected for fire hazards.
Educational Efforts
The Fire Department offers numerous public
education programs designed to increase fire
and life safety awareness. The decrease in
programs in 2014-2015 reflected a change in
delivery methods. For scheduling reasons, we
have worked with certain AISD campuses to
provide direct access to the material. The
teachers incorporate the material into their
lesson plans without direct AFD participation.
The statistics do not reflect these teacher lead
programs.
844,410
1,236,507
14,292,249
1,433,266
2,149,899
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
2014 2015 2016 2017 2018 est.
Property Loss
1,489
1,760
1,422 1,450 1,750
345
964
1,159
1,366 1,500
0
500
1,000
1,500
2,000
2014 2015 2016 2017 2018 est.
Inspections & Plan Review
Fire Inspections Plan Review
748 720
824
1,144
1,283 20,48318,40629,44037,44544,0000
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
50,000
0
200
400
600
800
1000
1200
1400
2014 2015 2016 2017 2018
est.Program Participants# of ProgramsPublic Education Programs
Programs Participants
Director
1
Sr. Administrative
Assistant
1
Human Resources
Analyst
1
Senior HR Analyst
Recruitment
1
Human Resources
Specialist
1
Human Resources
Supervisor*
1
Organizational
Development/Employee
Engagement
Administrator
1
*Position partially funded by Risk.
HUMAN RESOURCES
FUND: GENERAL FUND
ORG: 1130100
133GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Director
1
Sr. Administrative
Assistant
1
Human Resources
Analyst
1
Senior HR Analyst
Recruitment
1
Human Resources
Specialist
1
Human Resources
Supervisor*
1
Organizational
Development/Employee
Engagement
Administrator
1
*Position partially funded by Risk.
HUMAN RESOURCES
FUND: GENERAL FUND
ORG: 1130100
134GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
The Human Resources Department works in partnership with departments to maximize their workforce to
ensure they deliver the highest level of services to both our external and internal customers. The
department provides management expertise in manpower planning, compensation and benefits planning,
diversity and employee relations issues, training, and long-range human resources planning. Additionally,
the department provides support for and oversight of the city-wide employee appreciation (PRIDE)
program.
The Human Resources department’s vision is: “To create a positive environment where everyone matters.”
Goal 6. Maintain operational excellence in City government services
Strategy - Develop Human Resources programs to become the City that is the "Employer of
Choice"
Conducted three PRIDE rallies, awarded the 15th annual Day of PRIDE awards, and presented the
15th annual Excellence in PRIDE awards.
Assisted departments with various employee relations issues.
Continued partnerships with Jobing.com for public job postings to recruit from a large pool of
qualified individuals.
Presented departmental training on leadership development, team building, and customer service.
Gathered market data for Police & Fire Sworn classifications to maintain the city’s relative market
standing with respect to the city’s benchmark cities.
Goal 6. Maintain operational excellence in City government services
Strategy - Develop Human Resources programs to become the City that is the "Employer of
Choice"
Continue to develop an organization-wide diversity initiative which includes recruiting, training,
and employee relations.
Continue to build relationships and serve as a resource for both internal and external customers.
Partner with departments to create practical succession plans for key staff positions including a
mentoring program that develops and identifies competencies for positions to help with succession
planning and development of our workforce.
Enhance the online learning management system.
Continue to develop and facilitate training programs to reflect and promote our organizational
PRIDE values.
Provide training, resources and support to managers performing HR functions within
departments.
Update the city’s performance appraisal procedure and documentation, and implement an
electronic process.
HUMAN RESOURCES
FUND: GENERAL FUND
ORG: 1130100-1130140
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
135GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Continue to evaluate and update new employee orientation to provide comprehensive information
regarding the culture, goals, and objectives of the City of Allen.
Continue to provide quality, consistent and timely customer service regarding business processes
and decision making to include continuous process improvements that are user-friendly and easily
accessible.
Review and revise Human Resources policies ensuring compliance with state and federal
requirements.
Implement updated compensation plans to maintain the City’s relative market standing with
respect to our total compensation strategies.
Compile and disseminate quarterly recruitment statistics to department directors to assist in
workforce decisions.
Gather and analyze market data for General Government positions to retain market
competitiveness.
136GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
HUMAN RESOURCES
FUND: GENERAL FUND
ORG: 1130100-1130140
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 560,416 685,578 659,502 741,312
Operations 60,751 102,936 102,901 179,760
Supplies 28,868 36,643 36,643 9,650
Professional Services 112,179 122,682 122,682 120,008
Miscellaneous 33,203 30,000 30,000 30,000
795,417$ 977,839$ 951,728$ 1,080,730$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Director 1111
Human Resources Manager 1 1 0 0
001 1
Human Resources Supervisor*0 0 0.5 0.5
Senior Human Resources Analyst1111
Human Resources Analyst 1111
Human Resources Specialist 1111
Senior Administrative Assistant 1111
6.0 6.0 6.5 6.5
6.0 6.0 6.5 6.5
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 392,668 462,418 440,426 496,864
Longevity 1,428 1,540 1,076 1,760
Overtime 68 2,000 2,000 2,000
FICA 28,988 34,230 32,154 36,469
TMRS 57,382 65,891 62,788 71,040
Worker's Compensation 770 885 789 953
Health Insurance 47,978 70,156 71,825 82,085
Health Savings Account 1,993 2,258 2,239 3,503
Dental Insurance 3,666 5,064 5,045 5,401
Long-term Disability 469 564 573 612
Life Insurance 387 458 461 4 8 4
Flexible Spending 116 114 126 141
Educational Assistance 24,503 40,000 40,000 40,000
560,416$ 685,578$ 659,502$ 741,312$
OPERATIONS
Phone/ Data Connectivity*- - - 600
Technology Maintenance - 25,569 25,569 61,694
*Reallocated Cost from Internal Services
*Funding for this position is split between the Risk Fund and the General Fund
EXPENDITURE SUMMARY
DEPARTMENT TOTAL
PERSONNEL SUMMARY
Org. Development Administrator
TOTAL FULL-TIME-EQUIVALENT
TOTAL FULL TIME
EXPENDITURE DETAIL
SUBTOTAL
137GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
HUMAN RESOURCES
FUND: GENERAL FUND
ORG: 1130100-1130140
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Travel & Training 6,438 14,685 14,685 27,885
Dues & Subscriptions 4,139 3,572 3,537 4,842
Advertising 27,199 33,110 33,110 33,110
Meetings & Receptions 829 1,000 1,000 3,500
Insurance*- - - 1,998
Events/ Activities 22,146 25,000 25,000 46,131
60,751$ 102,936$102,901$ 179,760$
SUPPLIES
IT - Small Equipment (94)- - -
General Supplies 11,847 8,083 8,083 9,150
PRIDE Program (General Supplies)17,115 28,560 28,560 500
28,868$ 36,643$ 36,643$ 9,650$
PROFESSIONAL SERVICES
Contractual Services 19,035 66,135 66,135 8,000
Lease Agreements*- - - 3,100
Professional Services 93,144 56,547 56,547 108,908
112,179$122,682$ 122,682$ 120,008$
MISCELLANEOUS
Unemployment Claims 33,203 30,000 30,000 30,000
33,203$ 30,000$ 30,000$ 30,000$
795,417$ 977,839$ 951,728$ 1,080,730$
*Reallocated Cost from Internal Services
EXPENDITURE DETAIL - CONTINUED
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
138GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Recruitment
The Human Resources Department continues to
utilize the NEOGOV applicant tracking system for
the employment process. We continue to receive and
evaluate thousands of applications each fiscal year in
response to our advertised employment
opportunities.
NEOGOV continues to enable us to reach a large
applicant population while at the same time
assisting us in determining the best advertising
avenues so that we can more effectively focus our
recruiting efforts while minimizing ineffective and
unnecessary advertising expenses.
In FY2018, the Human Resources Department
assisted all departments with their recruiting efforts,
which included interviewing, new hire paperwork,
on-boarding, and promotional hiring needs. The
departments with the most challenging recruiting
needs included the Parks and Recreation
department, Police department, and Community
Development. Improvement in economic conditions
have made locating qualified candidates
challenging. Over the past year, the Human
Resources Department has assisted with numerous
departmental interviews in order to provide
additional assistance throughout the recruiting
process.
HUMAN RESOURCES
FUND: GENERAL FUND
ORG: 1130100-1130140
17,403 17,487 17,636
11,525
-
5,000
10,000
15,000
20,000
2015 2016 2017 2018 est.
Employment Applications
Processed
Internet
79%
Friend/
Relative
7%
TX
Employment
Comm
2%
Other
10%
Applicant Source
365
214
258
178
0
50
100
150
200
250
300
350
400
2015 2016 2017 2018 YTD
Employees Hired
PERFORMANCE MEASURES
Employee Turnover
The City of Allen experienced 13.8% turnover in
FY2017 which is a slight increase in turnover from
the previous year. Fiscal year 2018 to date is at
10.9%. Turnover rates are calculated for full-time
employees only due to the volatility of the part-time
Parks & Recreation positions. These employees are
primarily students that come and go as school
schedules dictate, and are not traditional part-time
employees.
Training and Development
The city provided a variety of training and development opportunities to employees in FY2018. Through an
Interlocal Agreement with the City of Plano, a series of Supervisor-specific trainings were offered to
managers across the organization. In collaboration with Alliance Work Partners, the city provided
professional and personal development courses in several areas. In partnership with Texas Municipal
League, the city offered a series of safety courses for field staff. The city continues to implement a Learning
Management System (LMS) to provide online learning opportunities as well as track training course
participation.
Some of the outcomes and deliverables of training and development offerings include:
Workplace Communication
StrengthsFinder 2.0
Parenting in the 21st Century
Staying Motivated on the Job
Talking to Your Kids About Money
Taking Charge of Your Healthcare
Managing Generations in the Workplace
Performance Management
Dealing with Difficult Employee Behavior
Other development initiatives that are directly related to the city’s PRIDE program include department
teambuilding activities, diversity events, customer service training, and the COA Impact Project which
connects employees with community service and volunteer opportunities. HR introduced an online
onboarding system to train new hires on customer service, sexual harassment and ethics. HR also
introduced and facilitated Supervisor Training Courses that consisted of the following topics: employee
relations, benefits, leave of absence management, recruitment/selection and workplace safety.
11.6%
13.4%13.0%13.8%
10.9%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
2014 2015 2016 2017 2018 YTD
Employee Turnover
139GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Recruitment
The Human Resources Department continues to
utilize the NEOGOV applicant tracking system for
the employment process. We continue to receive and
evaluate thousands of applications each fiscal year in
response to our advertised employment
opportunities.
NEOGOV continues to enable us to reach a large
applicant population while at the same time
assisting us in determining the best advertising
avenues so that we can more effectively focus our
recruiting efforts while minimizing ineffective and
unnecessary advertising expenses.
In FY2018, the Human Resources Department
assisted all departments with their recruiting efforts,
which included interviewing, new hire paperwork,
on-boarding, and promotional hiring needs. The
departments with the most challenging recruiting
needs included the Parks and Recreation
department, Police department, and Community
Development. Improvement in economic conditions
have made locating qualified candidates
challenging. Over the past year, the Human
Resources Department has assisted with numerous
departmental interviews in order to provide
additional assistance throughout the recruiting
process.
HUMAN RESOURCES
FUND: GENERAL FUND
ORG: 1130100-1130140
17,403 17,487 17,636
11,525
-
5,000
10,000
15,000
20,000
2015 2016 2017 2018 est.
Employment Applications
Processed
Internet
79%
Friend/
Relative
7%
TX
Employment
Comm
2%
Other
10%
Applicant Source
365
214
258
178
0
50
100
150
200
250
300
350
400
2015 2016 2017 2018 YTD
Employees Hired
PERFORMANCE MEASURES
Employee Turnover
The City of Allen experienced 13.8% turnover in
FY2017 which is a slight increase in turnover from
the previous year. Fiscal year 2018 to date is at
10.9%. Turnover rates are calculated for full-time
employees only due to the volatility of the part-time
Parks & Recreation positions. These employees are
primarily students that come and go as school
schedules dictate, and are not traditional part-time
employees.
Training and Development
The city provided a variety of training and development opportunities to employees in FY2018. Through an
Interlocal Agreement with the City of Plano, a series of Supervisor-specific trainings were offered to
managers across the organization. In collaboration with Alliance Work Partners, the city provided
professional and personal development courses in several areas. In partnership with Texas Municipal
League, the city offered a series of safety courses for field staff. The city continues to implement a Learning
Management System (LMS) to provide online learning opportunities as well as track training course
participation.
Some of the outcomes and deliverables of training and development offerings include:
Workplace Communication
StrengthsFinder 2.0
Parenting in the 21st Century
Staying Motivated on the Job
Talking to Your Kids About Money
Taking Charge of Your Healthcare
Managing Generations in the Workplace
Performance Management
Dealing with Difficult Employee Behavior
Other development initiatives that are directly related to the city’s PRIDE program include department
teambuilding activities, diversity events, customer service training, and the COA Impact Project which
connects employees with community service and volunteer opportunities. HR introduced an online
onboarding system to train new hires on customer service, sexual harassment and ethics. HR also
introduced and facilitated Supervisor Training Courses that consisted of the following topics: employee
relations, benefits, leave of absence management, recruitment/selection and workplace safety.
11.6%
13.4%13.0%13.8%
10.9%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
2014 2015 2016 2017 2018 YTD
Employee Turnover
140GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Director
1
IT Intern
1
Infrastructure Manager
1
IT Help Desk
Supervisor
1
System Administrator
4
IT Specialist
3
GIS Manager
1
GIS Administrator
1
Senior GIS Analyst
1
IT Applications
Specialist
1
IT Business Analyst
1
IT Project Manager
1
Senior IT Specialist
1
GIS Technician*
1
IT BI Analyst
1
*Position funded out of Water & Sewer.
INFORMATION TECHNOLOGY
FUND: GENERAL FUND
ORG: 1125100
141GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Director
1
IT Intern
1
Infrastructure Manager
1
IT Help Desk
Supervisor
1
System Administrator
4
IT Specialist
3
GIS Manager
1
GIS Administrator
1
Senior GIS Analyst
1
IT Applications
Specialist
1
IT Business Analyst
1
IT Project Manager
1
Senior IT Specialist
1
GIS Technician*
1
IT BI Analyst
1
*Position funded out of Water & Sewer.
INFORMATION TECHNOLOGY
FUND: GENERAL FUND
ORG: 1125100
The Information Technology (IT) department supports City goals through the optimal use of technology.
The technology division supports infrastructure, including hardware, network and key systems. The GIS
division provides mapping and analytical support for decision making. The software support division helps
with managing software rollouts and ongoing support and enhancements in addition to user training and
project management.
Goal 6. Maintain operational excellence in city government services
Strategy - Utilize technology for optimum performance and customer service
Enhanced Code Compliance processing in Energov to speed case entry and resolution.
Upgraded the library network backbone and doubled wifi capacity for patrons.
Replaced 140 desktop computers through the City’s lease with Dell.
Implemented Tyler Incode Court system in partnership with Finance/Court.
Continued working with the Police to find a replacement for their Records Management System.
Replaced several of Cisco switches across the enterprise.
Improved remote access capabilities using new Virtual Private Network (VPN) configuration.
Implemented Cityworks, an asset management software, in partnership with Community
Services.
Deployed 25+ iPads for field staff using Cityworks to improve productivity.
Installed UPS systems in each water tower to ensure Microwave network resilience during power
outages.
Completed in-person security awareness training classes for all employees.
Completed the Office 365 initial rollout.
Trained employees on Microsoft OneDrive, part of Office 365.
Began quarterly phishing email testing to continue raising cybersecurity awareness.
Began leased fiber implementation project to improve facility connectivity.
Hired additional GIS employee to manage Ctiyworks platform.
Continued the relationship with Microsoft and ESRI to maintain Enterprise License agreements.
Continued to enhance network security by implementing additional features on the Palo Alto
firewalls.
Developed AllenUSA mobile web application for staff and citizens.
Assisted Parks in implementation of Class to Activenet cloud system conversion.
Implemented additional internet connection to provide failover in case of internet outages with
primary vendor.
Kicked off Tyler Utility Billing project, expected to go live October of 2019.
Goal 6. Maintain operational excellence in city government services
Strategy - Utilize technology for optimum performance and customer service
INFORMATION TECHNOLOGY
FUND: GENERAL FUND
ORG: 1125100-1125130
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
142GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Continue annual security awareness training for all employees.
Renew the Enterprise License agreements with ESRI and Microsoft.
Continue to improve mobility options for field staff to improve connectivity and productivity.
Implement the Veeam backup software platform to add disk-based backup to the data center.
Build true dual-path internet redundancy centered at both City Hall and the Library.
Implement Cityworks with Parks department and Community Services facilities division.
Continue implementation of e-faxing solution for all departments.
Replace slow, end of life switches throughout the network.
Implement new help desk system for better service and work tracking.
Assist the City Secretary’s office with increased Laserfiche adoption for better electronic document
management.
Develop SharePoint forms to move from paper to electronic processes.
Replace 75 legacy Avaya phones to bring 100% modern phone deployment for all facilities.
Implement leased fiber services for 7 City facilities to add resiliency and speed.
Continue working with Tyler Technologies to implement Utility Billing software.
Continue working with the Public Safety to select and implement and new RMS/CAD system.
Implement Nutanix hyperconverged server platform to improve resiliency.
143GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
INFORMATION TECHNOLOGY
FUND: GENERAL FUND
ORG: 1125100-1125130
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 1,889,669 2,122,768 2,158,284 2,240,350
Operations 1,558,136 858,436 1,108,467 1,427,296
Supplies 141,701 104,950 119,057 113,300
Maintenance 24,213 170,479 170,479 151,479
Professional Services 540,667 490,607 491,813 757,900
Capital 356,046 - - 90,000
4,510,432$ 3,747,240$ 4,048,100$ 4,780,325$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Director 1111
Infrastructure Manager 1111
GIS Manager 1111
IT Project Manager 1111
System Administrator 4444
Help Desk Supervisor 0 0 0 1
AS400 System Administrator 1 1 1 0
GIS Administrator 1111
Business Intelligence Analyst*0 0 0 1
Senior GIS Analyst 1111
IT Business Analyst 1111
Senior IT Specialist 1111
IT Applications Specialist 1111
IT Specialist 3333
Sr. Administrative Assistant 1 1 0 0
18 18 17 18
PART TIME
IT Intern 0 0 1 1
001 1
18 18 18 19
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 1,312,765 1,469,881 1,497,629 1,552,093
Longevity 6,820 6,844 6,104 6,332
Overtime 58,816 50,000 50,000 50,000
FICA 98,979 106,583 112,646 115,798
TMRS 195,595 215,848 216,970 228,246
Worker's Compensation 3,174 4,498 4,060 4,431
Health Insurance 197,580 250,099 248,547 261,084
EXPENDITURE DETAIL
TOTAL PART TIME
*This position was reclassified from a Senior Accountant in the Finance Department.
EXPENDITURE SUMMARY
TOTAL FULL-TIME-EQUIVALENT
TOTAL FULL TIME
DEPARTMENT TOTAL
PERSONNEL SUMMARY
144GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
INFORMATION TECHNOLOGY
FUND: GENERAL FUND
ORG: 1125100-1125130
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Health Savings 272 - 3,581 4,134
Dental Insurance 12,730 15,679 15,299 14,874
Long-term Disability 1,558 1,791 1,822 1,770
Life Insurance 929 1,089 1,174 1,246
Flexible Spending 451 456 452 342
1,889,669$ 2,122,768$2,158,284$2,240,350$
OPERATIONS
Phone/ Data Connectivity*57,708 115,860 115,860 285,500
Fuel*- - - 503
Electricity*- - - 5,000
Rolling Stock Replacement - 6,504 256,535 356,535
Travel & Training 15,410 39,537 39,537 39,537
Dues & Subscriptions 12,029 11,400 11,400 16,400
Uniforms 297 2,000 2,000 2,000
Rentals - 400 400 400
Insurance*- - - 17,454
Software Maintenance 1,472,692 682,735 682,735 703,967
1,558,136$858,436$1,108,467$ 1,427,296$
SUPPLIES
General Supplies 7,801 5,300 5,300 5,600
Tools/ Small Equip 133,900 99,650 113,757 107,700
141,701$ 104,950$ 119,057$113,300$
MAINTENANCE
Vehicle Maintenance 853 4 0 0 4 0 0 4 0 0
Equipment Maintenance 23,360 170,079 170,079 151,079
24,213$ 170,479$ 170,479$ 151,479$
PROFESSIONAL SERVICES
Lease Agreements 333,433 338,075 338,075 376,008
Professional Services 207,234 152,532 153,738 381,892
540,667$490,607$ 491,813$ 757,900$
CAPITAL OUTLAY
Computer Equipment 356,046 - - 90,000
356,046$-$ -$ 90,000$
4,510,432$ 3,747,240$ 4,048,100$ 4,780,325$
*Includes Reallocated Cost from Internal Services; Fuel reallocated from Community Services
2016-2017 2017-2018 2017-2018 2018-2019
COMPUTER EQUIPMENT ACTUAL BUDGET AMENDED BUDGET
Microwave Network Upgrades 356,046 - - -
Internet Redundancy Project - - - 90,000
356,046$-$ -$ 90,000$
*The items listed are non-recurring capital expenses based on increased service to the community.
EXPENDITURE DETAIL - CONTINUED
CAPITAL EXPENDITURE LIST*
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
TOTAL
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Department Introduction
The Information Technology Department supervises, maintains and ensures the security and integrity of
over 100 servers for the City-wide network. They manage and provide support services pertaining to
hardware and software applications, network and desktop environments for 13 departments spanning 20
facilities, as well as 3 substations for the Police Department connected by 15 miles of fiber and Microwave.
Additionally, Information Technology is responsible for managing the Geographic Information System
(GIS). This system integrates hardware, software and data for capturing, managing, analyzing and
displaying all forms of geographically referenced information.
Support Service Requests
To support technology needs in a more efficient and timely manner, a help desk software application is
utilized. This allows the end user to submit a service request from their desktop thereby allowing staff to
respond in a more organized and timely fashion. This allows better prioritization of ongoing project work
with the daily support requirements necessary for city staff minimizing down time experienced for
everyone.
Performance Measure 2015 2016 2017 2018 est.
Total Service Requests Received 5,002 7,270 8,376 8,700
Average Hours to Close 147 161 168 150
Overview
Information Technology assists in supporting Computer Aided Dispatch (CAD) systems that communicate
with mobile vehicle applications necessary to serve the citizens of Allen. Additionally, Field Based
Reporting (FBR) and Records Management System (RMS) which is a reporting of all call interaction to
support criminal investigations and crime analysis. The Fire Department utilizes a similar RMS system
known as Firehouse for its call and personnel data.
In addition to public safety, Information Technology support all City Administrative departments and
software. Currently, we have converted systems from Sungard to Tyler Technologies for Finance and
HR/Payroll, Code, Permitting and Health, and Municipal Court. We are currently in the process of
converting Utility Billing.
INFORMATION TECHNOLOGY
FUND: GENERAL FUND
ORG: 1125100-1125130
PERFORMANCE MEASURES
145GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Department Introduction
The Information Technology Department supervises, maintains and ensures the security and integrity of
over 100 servers for the City-wide network. They manage and provide support services pertaining to
hardware and software applications, network and desktop environments for 13 departments spanning 20
facilities, as well as 3 substations for the Police Department connected by 15 miles of fiber and Microwave.
Additionally, Information Technology is responsible for managing the Geographic Information System
(GIS). This system integrates hardware, software and data for capturing, managing, analyzing and
displaying all forms of geographically referenced information.
Support Service Requests
To support technology needs in a more efficient and timely manner, a help desk software application is
utilized. This allows the end user to submit a service request from their desktop thereby allowing staff to
respond in a more organized and timely fashion. This allows better prioritization of ongoing project work
with the daily support requirements necessary for city staff minimizing down time experienced for
everyone.
Performance Measure 2015 2016 2017 2018 est.
Total Service Requests Received 5,002 7,270 8,376 8,700
Average Hours to Close 147 161 168 150
Overview
Information Technology assists in supporting Computer Aided Dispatch (CAD) systems that communicate
with mobile vehicle applications necessary to serve the citizens of Allen. Additionally, Field Based
Reporting (FBR) and Records Management System (RMS) which is a reporting of all call interaction to
support criminal investigations and crime analysis. The Fire Department utilizes a similar RMS system
known as Firehouse for its call and personnel data.
In addition to public safety, Information Technology support all City Administrative departments and
software. Currently, we have converted systems from Sungard to Tyler Technologies for Finance and
HR/Payroll, Code, Permitting and Health, and Municipal Court. We are currently in the process of
converting Utility Billing.
INFORMATION TECHNOLOGY
FUND: GENERAL FUND
ORG: 1125100-1125130
PERFORMANCE MEASURES
146GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
No Personnel in this Department
INTERNAL SERVICES
FUND: GENERAL FUND
ORG: 1150100
The Internal Services budget, administered by the City Manager’s Office, captures expenses that are shared
among many departments. Highlights of some of the items included in this department are as follows:
Economic incentive payments for projects such as The Village at Allen, Hotel/Convention Center,
and Pulte Homes
Professional Services fees for the City Attorney
Costs associated with City of Allen strategic planning
Transfers out for capital projects
INTERNAL SERVICES
FUND: GENERAL FUND
ORG: 1150100
147GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
The Internal Services budget, administered by the City Manager’s Office, captures expenses that are shared
among many departments. Highlights of some of the items included in this department are as follows:
Economic incentive payments for projects such as The Village at Allen, Hotel/Convention Center,
and Pulte Homes
Professional Services fees for the City Attorney
Costs associated with City of Allen strategic planning
Transfers out for capital projects
INTERNAL SERVICES
FUND: GENERAL FUND
ORG: 1150100
148GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
INTERNAL SERVICES
FUND: GENERAL FUND
ORG: 1150100
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 581,825 319,200 171,000 -
Operations 11,597,395 9,192,753 11,223,701 4,359,819
Supplies 27,642 24,000 46,000 -
Professional Services 1,201,682 1,587,317 1,316,583 887,704
Transfers Out 5,819,630 1,530,144 1,593,189 2,277,926
19,228,174$ 12,653,414$ 14,350,473$ 7,525,449$
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salary Reserve*581,825 319,200 171,000 -
581,825$ 319,200$ 171,000$ -$
OPERATIONS
Phone/ Data Connectivity*319,504 271,320 271,320 -
Water*1,026,387 1,078,400 1,078,400 -
Natural Gas*321,556 300,000 345,000 -
Electricity*2,918,813 2,600,000 2,600,000 130,000
Dues & Subscriptions*98,591 100,145 95,045 -
Postage & Freight*21,121 30,000 30,000 -
Outside Printing*- 11,238 10,738 -
Insurance*592,863 686,494 686,494 -
Vehicle/ Equipment Replacement*2,432,031 250,031 - -
Economic Grant Expenses 3,866,529 3,865,125 6,106,704 4,229,819
11,597,395$ 9,192,753$ 11,223,701$ 4,359,819$
SUPPLIES
General Supplies*27,642 24,000 46,000 -
27,642$ 24,000$ 46,000$ -$
PROFESSIONAL SERVICES
Contractual Services 5,500 - - -
Lease Agreements*93,089 94,000 89,000 10,000
Professional Services*1,095,580 811,256 774,993 400,000
Strategic Planning Expense*7,513 500,000 270,529 477,704
Post Employment Funding Exp*- 182,061 182,061 -
1,201,682$ 1,587,317$ 1,316,583$ 887,704$
OTHER FINANCING USES
Transfer Out 5,819,630 1,530,144 1,593,189 2,277,926
5,819,630$ 1,530,144$ 1,593,189$ 2,277,926$
19,228,174$ 12,653,414$ 14,350,473$ 7,525,449$
*Allocated to departments
EXPENDITURE SUMMARY
EXPENDITURE DETAIL
SUBTOTAL
SUBTOTAL
SUBTOTAL
DEPARTMENT TOTAL
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
INTERNAL SERVICES
FUND: GENERAL FUND
ORG: 1150100
2016-2017 2017-2018 2017-2018 2018-2019
SALARY RESERVE*ACTUAL BUDGET AMENDED BUDGET
Public Safety Holiday Payouts - 319,200 171,000 -
TMRS One-Time Contribution 581,825 - - -
581,825$ 319,200$ 171,000$ -$
2016-2017 2017-2018 2017-2018 2018-2019
OPERATING TRANSFERS OUT ACTUAL BUDGET AMENDED BUDGET
Special Revenue Fund 863,592 49,651 54,726 -
Grant Fund 124,401 130,597 129,544 55,732
Facility Maintenance Fund 600,000 600,000 600,000 1,334,500
Risk Management Fund-Admin costs 429,637 448,896 448,896 469,536
Golf Course Pension Funding - - 50,000 50,000
Golf Fund 402,000 301,000 310,023 358,158
Non-Bond Fund 3,400,000 - - -
City Match of Home Repair Donations - - - 10,000
5,819,630$ 1,530,144$ 1,593,189$ 2,277,926$ SUBTOTAL
SUBTOTAL
ACCOUNT DETAIL
TRANSFERS OUT
*The expenditures budgeted in this account are captured in the respective departments in the actual and revised estimate.
149GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
INTERNAL SERVICES
FUND: GENERAL FUND
ORG: 1150100
2016-2017 2017-2018 2017-2018 2018-2019
SALARY RESERVE*ACTUAL BUDGET AMENDED BUDGET
Public Safety Holiday Payouts - 319,200 171,000 -
TMRS One-Time Contribution 581,825 - - -
581,825$ 319,200$ 171,000$ -$
2016-2017 2017-2018 2017-2018 2018-2019
OPERATING TRANSFERS OUT ACTUAL BUDGET AMENDED BUDGET
Special Revenue Fund 863,592 49,651 54,726 -
Grant Fund 124,401 130,597 129,544 55,732
Facility Maintenance Fund 600,000 600,000 600,000 1,334,500
Risk Management Fund-Admin costs 429,637 448,896 448,896 469,536
Golf Course Pension Funding - - 50,000 50,000
Golf Fund 402,000 301,000 310,023 358,158
Non-Bond Fund 3,400,000 - - -
City Match of Home Repair Donations - - - 10,000
5,819,630$ 1,530,144$ 1,593,189$ 2,277,926$ SUBTOTAL
SUBTOTAL
ACCOUNT DETAIL
TRANSFERS OUT
*The expenditures budgeted in this account are captured in the respective departments in the actual and revised estimate.
150GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Senior
Administrative
Assistant
1
Senior Media
Production
Specialist
1
Library Services
Manager
1
Library Services
Manager
1
Support Services
Manager
1
Library Clerk
5.79
Library Clerk
1.5
Librarian
1
Senior
Librarian
3.5
Library Clerk
0.5
Library
Resource
Supervisor
1
Library Page
3.36
Temp
Library Page
0.25
Library
Specialist
1.48
Librarian
4
Senior
Librarian
1
Media
Production
Specialist
1
Librarian
3
Audio Visual
Tech
.24
Library
Acquisitions
Coordinator
1
Director
1
Library
Specialist
1
Temp-Library
Clerk
.09
Cultural Arts
Manager
1
Circulation
Supervisor
1
Temp-Library
Specialist
.08
LIBRARY
FUND: GENERAL FUND
ORG: 1400100
151GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Senior
Administrative
Assistant
1
Senior Media
Production
Specialist
1
Library Services
Manager
1
Library Services
Manager
1
Support Services
Manager
1
Library Clerk
5.79
Library Clerk
1.5
Librarian
1
Senior
Librarian
3.5
Library Clerk
0.5
Library
Resource
Supervisor
1
Library Page
3.36
Temp
Library Page
0.25
Library
Specialist
1.48
Librarian
4
Senior
Librarian
1
Media
Production
Specialist
1
Librarian
3
Audio Visual
Tech
.24
Library
Acquisitions
Coordinator
1
Director
1
Library
Specialist
1
Temp-Library
Clerk
.09
Cultural Arts
Manager
1
Circulation
Supervisor
1
Temp-Library
Specialist
.08
LIBRARY
FUND: GENERAL FUND
ORG: 1400100
As “a welcoming place to inspire the mind,” the Library serves the lifelong learning, informational, and
cultural needs of Allen citizens and provides a friendly environment for all ages to develop and nourish an
enduring love for reading and learning to enrich their lives and the quality of community life.
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation
Strategy - Encourage the awareness and use of Library services and programs through
marketing, outreach, and a welcoming social environment
Culminated the Library’s 50th anniversary celebration with a carnival, reception, musical
program, and premiere of an original documentary on the Library’s history.
Coordinated with Engineering, Community Services, and contractors to complete the first phase of
long-needed parking expansion, especially valuable for summer use.
Recognized by the Texas Municipal Library Directors Association for the fourth consecutive year
for Achievement of Library Excellence.
Received a Texas Library Association Branding Iron Award for Community Engagement.
Received a grant from the Texas State Library to implement the Family Place Library concept and
was awarded a Texas Book Festival grant to purchase books and e-books for children.
Encouraged reading and cultural literacy for all ages through displays and programs, including
Summer Reading Clubs for children, teens, and adults.
Visited Allen schools, day care centers, and community events to encourage reading, program
attendance, and participation in the Summer Reading Clubs.
Offered citizens access to information outside the Library through databases, Interlibrary Loans,
and expanded options for digital books and audiobooks.
Further developed the print and media collections to inform and entertain children, teens, and
adults.
Provided diverse programming for all ages, interests, and cultures inside and outside the Library
pertaining to art, crafts, science, travel, history, and music. Initiated outreach programming to
assisted living centers.
Promoted Library programs and services to Allen citizens through print, e-news, the website,
Facebook, and Instagram.
Produced approximately 40 hours of original programming on varied topics for ACTV broadcast,
on-demand video, and YouTube streaming, viewed and discussed far beyond Allen’s boundaries.
Partnered with the Allen Philharmonic Orchestra, the Allen Heritage Guild, and other community
organizations.
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation
Strategy - Encourage the awareness and use of Library services and programs through
marketing, outreach, and a welcoming social environment
LIBRARY
FUND: GENERAL FUND
ORG: 1400100
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
152GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Consider options and needs for future Library expansion and services to serve the still-growing
Allen community.
Partner with Parks and Recreation for the 2018 Christmas Tree lighting and associated activities.
Encourage reading and cultural literacy for all ages through displays and programs, including
Summer Reading Clubs for children, teens, and adults.
Visit schools, day cares, and community events to encourage reading, program attendance, and
participation in the Summer Reading Clubs.
Offer access to information outside the Library through databases, Interlibrary Loans, e-books, and
e-audiobooks.
Continue developing the book, media, and digital collections for children, teens, and adults,
including further expansion of options for digital materials.
Provide diverse programming for all ages, interests, and cultures inside and outside the Library
pertaining to art, crafts, science, travel, history, and music.
Promote Library programs and services through print, e-news, social media, and the City website.
Produce original programming for broadcast on ACTV and streaming on YouTube.
Participate in outreach and promotional opportunities with City departments and community
organizations.
153GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
LIBRARY
FUND: GENERAL FUND
ORG: 1400100
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 2,361,286 2,595,112 2,591,127 2,647,577
Operations 71,577 146,650 151,085 324,004
Supplies 305,517 310,999 307,599 300,599
Maintenance 1,049 2,075 1,600 2,100
Professional Services 36,651 36,888 57,028 49,188
2,776,080$ 3,091,724$ 3,108,439$ 3,323,468$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Director 1111
Library Services Manager 2222
Support Services Manager 1111
Cultural Arts Manager 1111
Senior Librarian 5 4 4 4
Librarian 5 6 6 7
Circulation Supervisor 1111
Senior Media Production Specialist 1111
Library Resource Supervisor 0 1 1 1
Library Associate 1 0 0 0
Senior Administrative Assistant 1111
Media Production Specialist 1111
Library Acquisitions Coordinator 1111
Library Specialist 1 1 1 0
Library Clerk 3333
25 25 25 25
PART TIME
Senior Librarian 0.50 0.50 0.50 0.50
Librarian 1.00 1.00 1.00 1.00
Library Specialist 2.48 2.48 2.48 2.48
Library Clerk 4.79 4.79 4.79 4.79
Library Page 3.36 3.36 3.36 3.36
12.13 12.13 12.13 12.13
TEMPORARY
Audio Visual Technician 0.24 0.24 0.24 0.24
Library Specialist 0.08 0.08 0.08 0.08
Library Clerk 0.09 0.09 0.09 0.09
Library Page 0.25 0.25 0.25 0.25
0.66 0.66 0.66 0.66
37.79 37.79 37.79 37.79
EXPENDITURE SUMMARY
PERSONNEL SUMMARY
DEPARTMENT TOTAL
TOTAL FULL TIME
TOTAL PART TIME
TOTAL TEMPORARY
TOTAL FULL-TIME-EQUIVALENT
154GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
LIBRARY
FUND: GENERAL FUND
ORG: 1400100
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 1,766,493 1,932,524 1,922,058 1,951,465
Longevity 14,337 15,667 15,451 17,032
Overtime 1 4 300 300 300
FICA 131,587 144,419 140,491 146,569
TMRS 233,047 251,934 253,646 279,399
Worker's Compensation 2,727 3,536 3,287 3,591
Health Insurance 189,308 220,721 228,657 223,011
Health Savings Account 4,538 4,516 5,541 5,488
Dental Insurance 16,032 18,084 18,139 17,276
Long-term Disability 1,705 1,807 1,903 1,853
Life Insurance 1,099 1,205 1,263 1,251
Flexible Spending 399 399 391 342
2,361,286$ 2,595,112$ 2,591,127$ 2,647,577$
OPERATIONS
Water*- - - 6,120
Natural Gas*- - - 27,500
Electricity*- - - 105,000
Technology Maintenance - 36,380 36,380 38,150
Travel & Training 5,461 7,050 6,420 7,500
Dues & Subscriptions 26,333 64,365 69,930 82,089
Postage & Freight 1,160 1,100 600 1,100
Insurance*- - - 18,035
Events/ Activities 38,623 37,755 37,755 38,510
71,577$ 146,650$ 151,085$ 324,004$
SUPPLIES
General Supplies 35,752 35,725 35,575 33,325
Library Book Expense 269,765 275,274 272,024 267,274
305,517$ 310,999$ 307,599$ 300,599$
MAINTENANCE
Equipment Maintenance 1,049 2,075 1,600 2,100
1,049$ 2,075$ 1,600$ 2,100$
PROFESSIONAL SERVICES
Contractual Services 4,966 5,400 5,400 5,400
Lease Agreements*1,548 1,548 1,548 8,048
Professional Services 17,144 18,140 17,080 18,740
Donation Expenses 12,993 11,800 33,000 17,000
36,651$ 36,888$ 57,028$ 49,188$
2,776,080$ 3,091,724$ 3,108,439$ 3,323,468$
*Includes Reallocated Cost from Internal Services
EXPENDITURE DETAIL
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
As “A welcoming place to inspire the mind,” the Library stimulates imagination and encourages a lifelong
love and pursuit for learning through printed, audio, video, and electronic materials in a friendly
environment of responsive, committed customer service. The Library also offers a diverse schedule of
cultural, historical, literary, and educational programs to enrich the lives of Allen citizens and enhance the
quality of community life.
Library Visits, Checkouts, and
Checkouts Per Capita
Annual Visits, the total number of Library
patrons continue to increase annually due to
Allen’s population growth and to increasing
awareness and use of the Library services
and programs. Patrons tend to come and
remain for longer periods of time to attend
programs, read, study, learn, or work
individually or collaboratively. These usage
patterns represent a significant contrast
from even a few years ago when patrons
returned borrowed materials, checked out
new ones, and left the Library in a relatively
short time. Such usage consequently creates different needs and expectations. One immediate need was
addressed with the first phase of parking expansion completed in December 2017. The second phase of
parking is planned to accompany future building expansion. Due to the increasing number of annual
visitors, the Library can play an integral role as an anchor for development in the downtown area.
FY2017 visits increased by 4.6% over FY2016. A 3.3% increase in projected in FY2018 and 3% in FY2019.
As usage has increased, insufficient physical space has hampered the Library’s ability to fulfill citizens’
needs and expectations for collections, programs, space to work and study, and other services.
Annual Checkouts, the total number of Library items checked out, is projected to increase again in FY2018
as it has every year for at least 23 years. Circulation surpassed 1 million checkouts for the first time in
FY2015. FY2018 will be the fourth consecutive year that checkouts have exceeded 1 million, 95% consisting
of physical items and 5% of digital books and audiobooks.
LIBRARY
FUND: GENERAL FUND
ORG: 1400100
327,300 346,903 366,380 378,979 396,421 409,503
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
2013 2014 2015 2016 2017 2018 est.
Annual Library Visits
PERFORMANCE MEASURES
155GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
As “A welcoming place to inspire the mind,” the Library stimulates imagination and encourages a lifelong
love and pursuit for learning through printed, audio, video, and electronic materials in a friendly
environment of responsive, committed customer service. The Library also offers a diverse schedule of
cultural, historical, literary, and educational programs to enrich the lives of Allen citizens and enhance the
quality of community life.
Library Visits, Checkouts, and
Checkouts Per Capita
Annual Visits, the total number of Library
patrons continue to increase annually due to
Allen’s population growth and to increasing
awareness and use of the Library services
and programs. Patrons tend to come and
remain for longer periods of time to attend
programs, read, study, learn, or work
individually or collaboratively. These usage
patterns represent a significant contrast
from even a few years ago when patrons
returned borrowed materials, checked out
new ones, and left the Library in a relatively
short time. Such usage consequently creates different needs and expectations. One immediate need was
addressed with the first phase of parking expansion completed in December 2017. The second phase of
parking is planned to accompany future building expansion. Due to the increasing number of annual
visitors, the Library can play an integral role as an anchor for development in the downtown area.
FY2017 visits increased by 4.6% over FY2016. A 3.3% increase in projected in FY2018 and 3% in FY2019.
As usage has increased, insufficient physical space has hampered the Library’s ability to fulfill citizens’
needs and expectations for collections, programs, space to work and study, and other services.
Annual Checkouts, the total number of Library items checked out, is projected to increase again in FY2018
as it has every year for at least 23 years. Circulation surpassed 1 million checkouts for the first time in
FY2015. FY2018 will be the fourth consecutive year that checkouts have exceeded 1 million, 95% consisting
of physical items and 5% of digital books and audiobooks.
LIBRARY
FUND: GENERAL FUND
ORG: 1400100
327,300 346,903 366,380 378,979 396,421 409,503
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
2013 2014 2015 2016 2017 2018 est.
Annual Library Visits
PERFORMANCE MEASURES
156GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
In FY2017 checkouts increased by 4.5% over
FY2016. A 3.3% increase is projected in
FY2018 and an additional 3% in FY2019. The
lack of space to expand, shelve, and display
Library collections has inhibited larger
circulation growth to serve patrons’ learning
and recreational needs and the capacity to
further develop collection depth and
breadth. Adult fiction, videos, and teen and
children’s materials of all types continue to
remain very popular among Allen citizens.
Circulation Per Visit has remained
consistent since 2016 despite the growing number of visitors attending programs, working, or studying
and not necessarily checking out materials.
2013 2014 2015 2016 2017 2018 est.
2.79 2.84 2.80 2.90 2.89 2.90
Circulation Per Capita, the total number of checkouts divided by Allen’s total estimated population, has
remained consistent since FY2016, continuing to keep pace with Allen’s population growth.
Library staff continues to focus on customer service, patron-oriented collection development practices,
internal merchandising, external marketing including weekly email newsletters and social media, and
community outreach through visits to Allen schools and participation in non-Library events. State Library
standards for Texas public libraries consider 7.5 or higher to be excellent.
2013 2014 2015 2016 2017 2018 est.
10.2 10.7 11.2 11.6 11.6 11.6
Collection Per Capita and Turnover Rate
Volumes Per Capita, the number of items in the Library divided by the City’s population, measures the
quantity and diversity of materials available to Allen citizens. For many years, the City Council’s goal has
been 2 volumes per capita. The Library’s intermediate goal has been striving to reach or surpass 1.5 while
continuing to develop a vital, current, relevant, and popular collection. Although the expansion of the
digital collections, e-books and e-audiobooks, has increase the availability of Library materials, steady
population growth and insufficient collection space have prevented reaching 1.5 volumes per capita since
2010. As Allen approaches its eventual build-out, at least 40% more collection space, especially in the
Children’s Library, is needed to achieve 2 volumes per capita.
2013 2014 2015 2016 2017 2018 est.
1.42 1.42 1.47 1.47 1.49 1.46
914,724 986,642 1,027,5621,100,638 1,147,102 1,187,251
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
2013 2014 2015 2016 2017 2018
est.
Annual Library Checks Outs
Collection Turnover Rate calculates the average number of checkouts per year for each item in the Library’s
collection. The Library’s collection turnover rate has annually been greater than 7 since FY2012. According
to Texas State Library accreditation standards for public libraries, 2.5 or higher is considered excellent. The
Library is one of the highest ranking public libraries in Texas for collection turnover rate.
2013 2014 2015 2016 2017 2018 est.
7.2 7.2 7.7 7.9 7.7 7.8
Programs and Program
Attendance
Library Programs include preschool
story times, outreach programs to Allen
daycares, schools, and assisted living
centers; programs for elementary
children, pre-teens, and teens; book
clubs; and cultural, historical, literary,
and educational programs to encourage
reading and provide lifelong learning
opportunities. The Library conducts an
annual summer reading programs for
children, teens, and adults.
Participation in summer programming
continues to increase annually. To prepare preschool children to read before starting school, the Library
offers sensory play activities to stimulate linguistic and other mental development in pre-readers. The
1,000 Books Before Kindergarten program began in 2016 and has proven to be very popular. Science,
Technology, Engineering and Math (STEM) and arts programming were expanded in 2018 with financial
support from private donors and the Friends of the Library.
The Library was selected in 2018 as one of twelve Texas Family Place grant recipients, which requires the
establishment of an educational play area, a parenting collection, and programming for parents to be
introduced in 2019. The Library also received a Texas Library Association Branding Iron Award for
community engagement for the extremely popular bilingual Mandarin-English story times.
Teen and pre-teen programs based on popular subjects and series encourage regular Library use and
promote continued reading at a critical stage of emotional development. Adult programs outside the
Auditorium have increased in frequency and variety, including crafts, travel, health, nutrition, and trivia
nights. Bach to Books programs in the Civic Auditorium focus on music, history, literature, movies, current
events, and cultural diversity.
Annual Library program attendance has increased for ten consecutive years. Attendance in FY2016
exceeded 80,000 for the first time and is projected to double in 2019 compared to 2013. Program attendance
is estimated to increase 5% to approach 90,000 in FY2018 and increase 3% in FY2019 to exceed 90,000.
However, attendance is expected to begin leveling off with the lack of additional program space, especially
for children, an increasingly significant factor. 45,328 61,096 73,866 83,126 84,095 88,300 809 809
1,023 1,071 935 925
-
20,000
40,000
60,000
80,000
100,000
-
200
400
600
800
1,000
1,200
2013 2014 2015 2016 2017 2018
est.# Attending# of ProgramsPrograms & Program Attendance
# Attending # of Programs
157GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
In FY2017 checkouts increased by 4.5% over
FY2016. A 3.3% increase is projected in
FY2018 and an additional 3% in FY2019. The
lack of space to expand, shelve, and display
Library collections has inhibited larger
circulation growth to serve patrons’ learning
and recreational needs and the capacity to
further develop collection depth and
breadth. Adult fiction, videos, and teen and
children’s materials of all types continue to
remain very popular among Allen citizens.
Circulation Per Visit has remained
consistent since 2016 despite the growing number of visitors attending programs, working, or studying
and not necessarily checking out materials.
2013 2014 2015 2016 2017 2018 est.
2.79 2.84 2.80 2.90 2.89 2.90
Circulation Per Capita, the total number of checkouts divided by Allen’s total estimated population, has
remained consistent since FY2016, continuing to keep pace with Allen’s population growth.
Library staff continues to focus on customer service, patron-oriented collection development practices,
internal merchandising, external marketing including weekly email newsletters and social media, and
community outreach through visits to Allen schools and participation in non-Library events. State Library
standards for Texas public libraries consider 7.5 or higher to be excellent.
2013 2014 2015 2016 2017 2018 est.
10.2 10.7 11.2 11.6 11.6 11.6
Collection Per Capita and Turnover Rate
Volumes Per Capita, the number of items in the Library divided by the City’s population, measures the
quantity and diversity of materials available to Allen citizens. For many years, the City Council’s goal has
been 2 volumes per capita. The Library’s intermediate goal has been striving to reach or surpass 1.5 while
continuing to develop a vital, current, relevant, and popular collection. Although the expansion of the
digital collections, e-books and e-audiobooks, has increase the availability of Library materials, steady
population growth and insufficient collection space have prevented reaching 1.5 volumes per capita since
2010. As Allen approaches its eventual build-out, at least 40% more collection space, especially in the
Children’s Library, is needed to achieve 2 volumes per capita.
2013 2014 2015 2016 2017 2018 est.
1.42 1.42 1.47 1.47 1.49 1.46
914,724986,6421,027,5621,100,6381,147,1021,187,251
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
2013 2014 2015 2016 2017 2018
est.
Annual Library Checks Outs
Collection Turnover Rate calculates the average number of checkouts per year for each item in the Library’s
collection. The Library’s collection turnover rate has annually been greater than 7 since FY2012. According
to Texas State Library accreditation standards for public libraries, 2.5 or higher is considered excellent. The
Library is one of the highest ranking public libraries in Texas for collection turnover rate.
2013 2014 2015 2016 2017 2018 est.
7.2 7.2 7.7 7.9 7.7 7.8
Programs and Program
Attendance
Library Programs include preschool
story times, outreach programs to Allen
daycares, schools, and assisted living
centers; programs for elementary
children, pre-teens, and teens; book
clubs; and cultural, historical, literary,
and educational programs to encourage
reading and provide lifelong learning
opportunities. The Library conducts an
annual summer reading programs for
children, teens, and adults.
Participation in summer programming
continues to increase annually. To prepare preschool children to read before starting school, the Library
offers sensory play activities to stimulate linguistic and other mental development in pre-readers. The
1,000 Books Before Kindergarten program began in 2016 and has proven to be very popular. Science,
Technology, Engineering and Math (STEM) and arts programming were expanded in 2018 with financial
support from private donors and the Friends of the Library.
The Library was selected in 2018 as one of twelve Texas Family Place grant recipients, which requires the
establishment of an educational play area, a parenting collection, and programming for parents to be
introduced in 2019. The Library also received a Texas Library Association Branding Iron Award for
community engagement for the extremely popular bilingual Mandarin-English story times.
Teen and pre-teen programs based on popular subjects and series encourage regular Library use and
promote continued reading at a critical stage of emotional development. Adult programs outside the
Auditorium have increased in frequency and variety, including crafts, travel, health, nutrition, and trivia
nights. Bach to Books programs in the Civic Auditorium focus on music, history, literature, movies, current
events, and cultural diversity.
Annual Library program attendance has increased for ten consecutive years. Attendance in FY2016
exceeded 80,000 for the first time and is projected to double in 2019 compared to 2013. Program attendance
is estimated to increase 5% to approach 90,000 in FY2018 and increase 3% in FY2019 to exceed 90,000.
However, attendance is expected to begin leveling off with the lack of additional program space, especially
for children, an increasingly significant factor. 45,328 61,096 73,866 83,126 84,095 88,300 809 809
1,023 1,071 935 925
-
20,000
40,000
60,000
80,000
100,000
-
200
400
600
800
1,000
1,200
2013 2014 2015 2016 2017 2018
est.# Attending# of ProgramsPrograms & Program Attendance
# Attending # of Programs
158GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Reference Questions
Reference Questions measures the
combined number of questions asked by
Library patrons at the Information,
Reference, and Children’s Desks.
Inquiries include requests to locate
materials by title, author, or subject;
reading lists and recommendations;
Library materials and programs;
consumer buying decisions; business
information, completing job applications,
and creating résumés; community
information and referrals; and
information about City activities and
accomplishments.
Beginning in FY2012, reference questions increased annually through FY2015, the Library’s all-time high
to date. After decreases in 2016 and 2017, a 6% increase is projected in 2018 and an increase of 3% in FY2019
to exceed 90,000 again.
In-House Use counts the number of materials used inside the Library for reading or research but not actually
checked out by patrons. This metric peaked in 2014, decreased in 2015 and 2016, but is holding stable at
approximately 75,000 items per year.
Five-Year and Ten-Year Statistical Increases
The current Library facility, scheduled for expansion in the next decade through the 2016 GO Bond
program, opened in February 2005. The following table compares key statistics between 2008 and 2018,
and between 2013 and 2018, including Allen’s corresponding increases in estimated population. Since the
Library opened on Allen Drive, usage has continued to outpace population growth. Since FY2013, the
Library has increased 1.2 FTE’s (all in FY2016): .5 FTE for the Civic Auditorium, .5 FTE for Adult Services,
and the balance for .2 for seasonal staff in the summer for Circulation and Youth Services.
Comparison Years Population Checkouts Visits Program Attendance
2018 vs. 2013 15% 30% 25% 89%
2018 vs. 2008 23% 77% 37% 316%
76,657 85,697 95,396 84,756 83,157 88,149 82,448 84,097 81,176 71,062 75,132 75,508 -
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
2013 2014 2015 2016 2017 2018 est.
Reference Questions & In-House
Use
Reference Questions In-House Use
Chief Financial Officer
Municipal Court
Administrator
1
Municipal Court
Supervisor
1
Deputy Court Clerk
3
Juvenile Case Manager
1*
Senior Deputy
Court Clerk
3
*Partially funded by Special Revenue.
MUNICIPAL COURT
FUND: GENERAL FUND
ORG: 1165100
159GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Reference Questions
Reference Questions measures the
combined number of questions asked by
Library patrons at the Information,
Reference, and Children’s Desks.
Inquiries include requests to locate
materials by title, author, or subject;
reading lists and recommendations;
Library materials and programs;
consumer buying decisions; business
information, completing job applications,
and creating résumés; community
information and referrals; and
information about City activities and
accomplishments.
Beginning in FY2012, reference questions increased annually through FY2015, the Library’s all-time high
to date. After decreases in 2016 and 2017, a 6% increase is projected in 2018 and an increase of 3% in FY2019
to exceed 90,000 again.
In-House Use counts the number of materials used inside the Library for reading or research but not actually
checked out by patrons. This metric peaked in 2014, decreased in 2015 and 2016, but is holding stable at
approximately 75,000 items per year.
Five-Year and Ten-Year Statistical Increases
The current Library facility, scheduled for expansion in the next decade through the 2016 GO Bond
program, opened in February 2005. The following table compares key statistics between 2008 and 2018,
and between 2013 and 2018, including Allen’s corresponding increases in estimated population. Since the
Library opened on Allen Drive, usage has continued to outpace population growth. Since FY2013, the
Library has increased 1.2 FTE’s (all in FY2016): .5 FTE for the Civic Auditorium, .5 FTE for Adult Services,
and the balance for .2 for seasonal staff in the summer for Circulation and Youth Services.
Comparison Years Population Checkouts Visits Program Attendance
2018 vs. 2013 15% 30% 25% 89%
2018 vs. 2008 23% 77% 37% 316%
76,657 85,697 95,396 84,756 83,157 88,149 82,448 84,097 81,176 71,062 75,132 75,508 -
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
2013 2014 2015 2016 2017 2018 est.
Reference Questions & In-House
Use
Reference QuestionsIn-House Use
Chief Financial Officer
Municipal Court
Administrator
1
Municipal Court
Supervisor
1
Deputy Court Clerk
3
Juvenile Case Manager
1*
Senior Deputy
Court Clerk
3
*Partially funded by Special Revenue.
MUNICIPAL COURT
FUND: GENERAL FUND
ORG: 1165100
160GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
The Municipal Court is responsible for the maintenance of court records on the disposition of cases, the
issuance of warrants for those individuals who do not meet their obligations to the court, and the collection
of fines. The Municipal Court also provides opportunities for the youth to engage and learn about the legal
system through the Teen Court Program. In addition, the court engages in initiatives to promote safety,
encourage rehabilitation and prevent recidivism.
Goal 1. Enhance Community Livability and Safety
Strategy - Identify, communicate and facilitate awareness of services available to residents
Participated in the statewide Municipal Courts Week by setting up an informational desk for
visitors with enhanced visibility of materials geared towards traffic safety awareness.
Participated in several community programs including the Allen Junior Police Academy and AISD
Career Day in efforts to educate the youth about the municipal justice system.
Goal 6. Maintain operational excellence in City government services
Strategy - Utilize technology for optimum performance and customer service
Successfully completed the conversion to a new court management software as scheduled, with
minimal impact on continuity of service and operations.
Added new services to enhance citizen access to court including online records search, online jury,
improved online payment, and operator-assisted telephone payment.
Strategy - Ensure excellent fiscal management to maintain public trust
Continued participation in the Court Clerk Certification Program with one Deputy Clerk receiving
Level I Certified status and another receiving Level II Certified status.
Reorganized court dockets to improve the flow of cases in the courtroom and ensuring that cases
are scheduled within a reasonable period.
The Allen Teen Court Program continued to gain participation from the Allen youth. The program
completed two (2) Teen Attorney Training Sessions and fielded a team to the State Teen Court
Competition.
Goal 1. Enhance Community Livability and Safety
Strategy - Identify, communicate and facilitate awareness of services available to residents
Participate in the statewide Municipal Courts Week by initiating a community outreach program
for education on traffic safety.
Goal 6. Maintain operational excellence in City government services
Strategy - Utilize technology for optimum performance and customer service
Develop other avenues for non-traditional contact while enhancing and improving current
services to give the flexibility of time for citizens to handle cases in a timely manner.
Continue to research the available platforms for integration and full utilization of the functionality
of the new court software.
MUNICIPAL COURT
FUND: GENERAL FUND
ORG: 1165100
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
161GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Strategy - Ensure excellent fiscal management to maintain public trust
Implement a Collection Improvement Program as mandated by law.
Enhance participation in the Clerk Certification Program to achieve 100% certification across all
court clerks.
162GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
MUNICIPAL COURT
FUND: GENERAL FUND
ORG: 1165100
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 606,604 709,173 680,805 769,981
Operations 12,208 18,695 18,695 83,070
Supplies 6,247 7,000 7,000 7,000
Professional Services 36,925 50,350 50,350 54,000
661,984$ 785,218$ 756,850$ 914,051$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Municipal Court Judge 1111
Municipal Court Administrator 1111
Municipal Court Supervisor 1111
Juvenile Case Coordinator *1111
Senior Deputy Court Clerk 2 2 3 3
Deputy Court Clerk 4 4 3 3
10 10 10 10
PART TIME
Bailiff**0 1 0 0
TOTAL PART TIME 0 1 0 0
10 11 10 10
**The Bailiff is recognized in the Police Department in FY2019.
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 437,652 483,313 473,017 536,950
Longevity 1,284 372 304 836
Overtime 2,829 3,000 3,000 3,000
FICA 32,031 34,958 36,491 39,413
TMRS 62,688 68,921 67,542 76,743
Worker's Compensation 718 928 846 1,034
Health Insurance 60,952 107,612 88,706 99,805
Health Savings 1,976 1,129 2,239 2,714
Dental Insurance 5,690 7,959 7,568 8,210
Long-term Disability 453 603 619 683
Life Insurance 279 378 440 536
Flexible Spending 5 2 - 3 3 5 7
606,604$ 709,173$ 680,805$ 769,981$
TOTAL FULL-TIME-EQUIVALENT
EXPENDITURE DETAIL
SUBTOTAL
* In FY2019, appropriations for this position were moved to this department. Revenue designated to support this position is
transferred to this fund.
EXPENDITURE SUMMARY
DEPARTMENT TOTAL
TOTAL FULL TIME
PERSONNEL SUMMARY
163GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
MUNICIPAL COURT
FUND: GENERAL FUND
ORG: 1165100
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS ACTUAL BUDGET AMENDED BUDGET
Electricity*- - - 23,000
Technology Maintenance*- - - 36,710
Travel & Training 5,504 12,250 12,250 12,750
Dues & Subscriptions 455 1,145 1,145 1,145
Outside Printing 5,183 3,800 3,800 3,800
Insurance*- - - 3,665
Juvenile Case Manager Expenses 1,066 1,500 1,500 2,000
12,208$ 18,695$ 18,695$ 83,070$
SUPPLIES
General Supplies 6,223 7,000 7,000 7,000
Teen Court Expenses 2 4 - - -
6,247$ 7,000$ 7,000$ 7,000$
PROFESSIONAL SERVICES
Contractual Services 2,339 6,600 16,600 16,600
Lease Agreements*- - - 3,650
Professional Services 34,586 43,750 33,750 33,750
36,925$ 50,350$ 50,350$ 54,000$
661,984$ 785,218$ 756,850$ 914,051$
*Reallocated Cost from Internal Services
EXPENDITURE DETAIL - CONTINUED
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
SUBTOTAL
164GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Court Statistics
Traffic offenses constitute approximately 90% of the total citations issued. The Municipal Court also
receives citations for animal and code compliance violations. The following chart outlines the staffing levels
(FTE), population, tickets issued, warrants issued and revenue and expenditures per fiscal year (FY).
Performance Measures 2016 2017 2018 (as of May 2018)
FTE 11 11 11
Population 94,173 97,807 97,807
Citations Issued 14,044 15,220 8,540
Warrants Issued 2,542 2,391 2,212
Percentage of Warrants to Tickets 18.1%22.0%26.0%
Revenue $1,544,209 $1,591,297 $828,979
Expenditure $603,739 $661,984 $452,658
The software conversion project allowed the court an opportunity to audit the existing caseload to ensure
that participants are afforded the full rights provided for by law. Concurrently, new laws were passed that
directly affected both the procedural and substantive aspect in case management and enforcement. We
implemented several adjustments and enhancements to court practices, conducted in-house programs to
ensure that warrant clearances and case dispositions are on par with historical numbers. As indicated in the
following table, the court has continued to be efficient and diligent in its task of enforcement of court
judgment and disposition of cases.
Performance Measure 2016 2017 2018 (as of May 2018)
Warrants Cleared 2,419 2,337 1,522
Warrants Cleared Value $83,119 $168,429 $157,625
Cases Disposed 12,446 10,638 9,095
MUNICIPAL COURT
FUND: GENERAL FUND
ORG: 1165100
PERFORMANCE MEASURES
Director
1 P&R Support Specialist
1
Assistant Director
1
Assistant Director
1
Reservations
Coordinator
1
Resource Dev
Manager
1
Special Events
Coordinator
1
Recreation Services
Manager
1
Administrative
Assistant
1
Grant/Project Specialist
1
Park Planner
1
Park Planning & Dev
Mgr
1
Marketing Manager
1
Senior Marketing
Coordinator
1
Parks
Construction
Inspector
1
Marketing
Coordinator
1
Senior
Administrative
Assistant
1
Administrative
Services Manager
1
Administrative
Assistant
1
Horticulture/Forestry
Urban Forester 1
Crew Leader 1
Forestry Maintenance
Worker 4
Maintenance Worker 4
Landscape
Architect
1
Assistant Director
1
PARKS & RECREATION:
ADMINISTRATION
FUND: GENERAL FUND
ORG: 1450355, 1450368, 1450366, 1450367, 1450356
165GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Court Statistics
Traffic offenses constitute approximately 90% of the total citations issued. The Municipal Court also
receives citations for animal and code compliance violations. The following chart outlines the staffing levels
(FTE), population, tickets issued, warrants issued and revenue and expenditures per fiscal year (FY).
Performance Measures 2016 2017 2018 (as of May 2018)
FTE11 11 11
Population94,173 97,807 97,807
Citations Issued 14,044 15,220 8,540
Warrants Issued 2,542 2,391 2,212
Percentage of Warrants to Tickets18.1%22.0%26.0%
Revenue$1,544,209 $1,591,297 $828,979
Expenditure$603,739 $661,984 $452,658
The software conversion project allowed the court an opportunity to audit the existing caseload to ensure
that participants are afforded the full rights provided for by law. Concurrently, new laws were passed that
directly affected both the procedural and substantive aspect in case management and enforcement. We
implemented several adjustments and enhancements to court practices, conducted in-house programs to
ensure that warrant clearances and case dispositions are on par with historical numbers. As indicated in the
following table, the court has continued to be efficient and diligent in its task of enforcement of court
judgment and disposition of cases.
Performance Measure 2016 2017 2018 (as of May 2018)
Warrants Cleared 2,419 2,337 1,522
Warrants Cleared Value $83,119 $168,429 $157,625
Cases Disposed 12,446 10,638 9,095
MUNICIPAL COURT
FUND: GENERAL FUND
ORG: 1165100
PERFORMANCE MEASURES
Director
1 P&R Support Specialist
1
Assistant Director
1
Assistant Director
1
Reservations
Coordinator
1
Resource Dev
Manager
1
Special Events
Coordinator
1
Recreation Services
Manager
1
Administrative
Assistant
1
Grant/Project Specialist
1
Park Planner
1
Park Planning & Dev
Mgr
1
Marketing Manager
1
Senior Marketing
Coordinator
1
Parks
Construction
Inspector
1
Marketing
Coordinator
1
Senior
Administrative
Assistant
1
Administrative
Services Manager
1
Administrative
Assistant
1
Horticulture/Forestry
Urban Forester 1
Crew Leader 1
Forestry Maintenance
Worker 4
Maintenance Worker 4
Landscape
Architect
1
Assistant Director
1
PARKS & RECREATION:
ADMINISTRATION
FUND: GENERAL FUND
ORG: 1450355, 1450368, 1450366, 1450367, 1450356
166GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Director
Assistant Director
Superintendent
1
Facility MaintenanceOperations Supervisor 1
Crew Leader 1
Park Maintenance Tech
4
Park Equipment
Specialist 1
Park Specialist 1
Building Tech 3
Maintenance Worker 3
Irrigation Specialist 1
Senior Irrigation Tech 2
Irrigation Tech 1
Maintenance Worker 2
Chemical Specialist 1
Chemical Tech 4
Athletic Fields
Sports Field Supervisor
1
Crew Leader 3
Equipment Operator 2
Maintenance Worker 8
Superintendent
1
Grounds MaintenanceOperations Supervisor 1
PARKS & RECREATION: PARKS
FUND: GENERAL FUND
ORG: 1450365, 1450366
Director
Assistant Director
Recreation
Rec Services
Manager
Senior Services
8.2
Joe Farmer
Recreation Center
12.67
Don Rodenbaugh
Natatorium
45.21
Athletics
4
Youth Services
3.12
Center Supv 1
Rec Program
Supervisor 1
Rec Spec II 3
Rec Spec I 3
Fitness Instructor
.20
Center Supv 1
Rec Program Supv
1
Rec Spec II 2
Rec Spec I 5.82
Chaperone St Nght
Rec N’Roll Program
.65
Camp Counselor
2.2
Natatorium Supv 1
Aquatic Program Supv
1
Rec Spec II 4
Rec Spec I 5.95
Fitness Spec 2.45
Head Lifeguard 4.2
Lifeguard 18
Lead Water Safety
Instructor .50
Water Safety
Instructor 5.63
Swim Teaching Asst
2.28
Pool Supervisor .20
Athletic Prgrm
Supv 1
Rec Spec II 2
Park Attendant 1
Youth Prgrm
Supv 1
Lead Rec Spec I
1
Rec Spec I 1.12
PARKS & RECREATION: RECREATION
FUND: GENERAL FUND
ORG: 1450370-1450374
167GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Director
Assistant Director
Superintendent
1
Facility MaintenanceOperations Supervisor 1
Crew Leader 1
Park Maintenance Tech
4
Park Equipment
Specialist 1
Park Specialist 1
Building Tech 3
Maintenance Worker 3
Irrigation Specialist 1
Senior Irrigation Tech 2
Irrigation Tech 1
Maintenance Worker 2
Chemical Specialist 1
Chemical Tech 4
Athletic Fields
Sports Field Supervisor
1
Crew Leader 3
Equipment Operator 2
Maintenance Worker 8
Superintendent
1
Grounds MaintenanceOperations Supervisor 1
PARKS & RECREATION: PARKS
FUND: GENERAL FUND
ORG: 1450365, 1450366
Director
Assistant Director
Recreation
Rec Services
Manager
Senior Services
8.2
Joe Farmer
Recreation Center
12.67
Don Rodenbaugh
Natatorium
45.21
Athletics
4
Youth Services
3.12
Center Supv 1
Rec Program
Supervisor 1
Rec Spec II 3
Rec Spec I 3
Fitness Instructor
.20
Center Supv 1
Rec Program Supv
1
Rec Spec II 2
Rec Spec I 5.82
Chaperone St Nght
Rec N’Roll Program
.65
Camp Counselor
2.2
Natatorium Supv 1
Aquatic Program Supv
1
Rec Spec II 4
Rec Spec I 5.95
Fitness Spec 2.45
Head Lifeguard 4.2
Lifeguard 18
Lead Water Safety
Instructor .50
Water Safety
Instructor 5.63
Swim Teaching Asst
2.28
Pool Supervisor .20
Athletic Prgrm
Supv 1
Rec Spec II 2
Park Attendant 1
Youth Prgrm
Supv 1
Lead Rec Spec I
1
Rec Spec I 1.12
PARKS & RECREATION: RECREATION
FUND: GENERAL FUND
ORG: 1450370-1450374
168GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
The Parks and Recreation Department (PARD) strives to provide park facilities and recreation programs
that enhance the aesthetic value of the City and help our citizens more fully enjoy living in Allen. The
department’s vision statement is: “Deliver innovative and responsive service to create experiences which engage
interests, encourage play, inspire learning, improve wellness, provide entertainment and foster economic growth for all of
Allen.”
Goal 1. Enhance Community Livability and Safety
Prevented establishment of Cattle Egret rookeries through the continued use of the Cattle Egret
Management Plan.
Continued to expand the central irrigation control throughout the park system.
Applied for an AARP grant in the amount of $8,994 for the purchase of six (6) adult electric/peddle
tricycles.
Partnered with local non-profits to promote North Texas Giving Day; Allen’s non-profits received
$180,456.
Initiated a drainage study for the Bethany Lakes Community Park watershed.
The Don Rodenbaugh Natatorium (DRN) identified three apartment complexes to once again host
LTS Outreach Program sessions.
Continued to identify and implement strategies for cultivating creative, innovative, and low-cost
recreation programs focusing on community building, health, wellness, and education.
Strategy - Identify, communicate, and facilitate awareness of services available to residents
Continued triannual publication of LIFE (recreation guide) and bi-monthly publication of Center-
Link (senior newsletter).
Implemented outdoor digital signage at Bethany Lakes Park, DRN and Joe Farmer Recreation
Center (JFRC).
Utilized the new digital school flyer process to distribute programs and event flyers.
Utilized paid marketing services from Facebook and Google to increase membership sales by 996
members during the first week of the annual membership drive (as compared to 2017) correlating
to $78,164 in additional revenue.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Strategy - Create recreational partnerships
Provided overflow tournament facilities to outside groups providing more opportunities for
visitors.
Provided non-standard rental times on synthetic fields to area high schools when their facilities
were too wet to use.
Continued ongoing partnerships with multiple agencies and private sports organizations
(including AISD, ASA, Congressman Sam Johnson’s office, Texas AgriLife Extension Service,
AARP, Collin County Master Gardeners).
Partnered with International Scooter Association to host an ISA Pro/Am regional qualifying
PARKS & RECREATION
FUND: GENERAL FUND
ORG: 1450355-1450375
ACCOMPLISHMENTS IN FY2018
competition at The Edge.
Partnered with several private sector sport organizations to provide tournaments and camps in
their respective sports which in turn utilized Allen hotels for their events.
Continued involvement and leadership with the Alliance for a Healthier Allen (AHA).
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Recognized by the National Recreation and Park Association (NRPA) and the American Academy
for Park and Recreation Administration (AAPRP) as the 2016 National Gold Medal Grand Plaque
recipient for being the best managed Parks and Recreation Department for cities with a population
of 75,000 to 150,000.
Received the Southwest Park and Recreation Training Institute’s 2018 TOMA award for best
creative project for the Allen Station Historic Dam Interpretive Trail Project.
Received the Collin County Historical Commission’s Leadership in Preservation Award for the
Allen Station Historic Dam Interpretive Trail Project.
Received the International Festival and Events Association Best New Promotion Activity - Gold
Award for the “Are You as Tough as a Cowboy” Combine Challenge conducted as part of the 2017
Market Street Allen USA.
Strategy - Continue to seek open space funding
Applied for a $200,000 grant from TPWD for construction of the Lower Rowlett Trail connection.
Completed $28,750 TCEQ grant for initiating recycling at Spirit Park and Ford Pool.
Completed TPWD and Collin County Grants totaling $500,000 for construction of Spirit Park and
related trails.
Completed a $355,000 Collin County Open Space grant for construction of the trail & community
garden at the Allen Senior Recreation Center (ASRC).
Strategy - Plan for the design and construction of needed City Parks and Recreation Facilities
Completed construction/renovation/rehabilitation projects at several parks (including Spirit Park,
Windridge Park, Reed Park East, & Green Park).
Upgraded the tennis court lighting at Reed Park East (Musco Control-Link and Green LED).
Completed various projects (Heritage Village sign, JFRC bridges, Allen Station overflow parking).
Completed several trail construction and repair/replacement projects throughout the city
(including the Watters Gap Trail, Cottonwood Creek Trail, and Stacy Rd Trail).
Completed various master planning and design processes for Ridgeview Crossing, Rolling Hills,
Heritage, Allen Adventure (imagery only), and Twin Creeks Business Parks.
Completed Trail Master Plan update.
Initiated the quinquennial update of the Parks and Recreation Master Plan expanding its focus
from concentrating solely on land and facilities to including recreation services and maintenance
as well.
Strategy - Signify the City of Allen through beautification efforts
Completed landscaping projects at multiple locations (including Heritage Village, US 75, various
medians, and pollinator gardens at the ASRC and Spirit Park).
Completed tree planting projects at Spirit (Allen Parks Foundation), Windridge, and Twin Creeks
(Arbor Day) Parks.
Completed Art installations at Windridge and Spirit Parks.
Initiated the planning process for the artwork at Allen Event Center (AEC) and continued planning
for artwork as part of the Allen Dr. / US 75 reconfiguration.
Completed initial site cleanup of the land acquired for the future expansion of Rolling Hills Park.
169GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
The Parks and Recreation Department (PARD) strives to provide park facilities and recreation programs
that enhance the aesthetic value of the City and help our citizens more fully enjoy living in Allen. The
department’s vision statement is: “Deliver innovative and responsive service to create experiences which engage
interests, encourage play, inspire learning, improve wellness, provide entertainment and foster economic growth for all of
Allen.”
Goal 1. Enhance Community Livability and Safety
Prevented establishment of Cattle Egret rookeries through the continued use of the Cattle Egret
Management Plan.
Continued to expand the central irrigation control throughout the park system.
Applied for an AARP grant in the amount of $8,994 for the purchase of six (6) adult electric/peddle
tricycles.
Partnered with local non-profits to promote North Texas Giving Day; Allen’s non-profits received
$180,456.
Initiated a drainage study for the Bethany Lakes Community Park watershed.
The Don Rodenbaugh Natatorium (DRN) identified three apartment complexes to once again host
LTS Outreach Program sessions.
Continued to identify and implement strategies for cultivating creative, innovative, and low-cost
recreation programs focusing on community building, health, wellness, and education.
Strategy - Identify, communicate, and facilitate awareness of services available to residents
Continued triannual publication of LIFE (recreation guide) and bi-monthly publication of Center-
Link (senior newsletter).
Implemented outdoor digital signage at Bethany Lakes Park, DRN and Joe Farmer Recreation
Center (JFRC).
Utilized the new digital school flyer process to distribute programs and event flyers.
Utilized paid marketing services from Facebook and Google to increase membership sales by 996
members during the first week of the annual membership drive (as compared to 2017) correlating
to $78,164 in additional revenue.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Strategy - Create recreational partnerships
Provided overflow tournament facilities to outside groups providing more opportunities for
visitors.
Provided non-standard rental times on synthetic fields to area high schools when their facilities
were too wet to use.
Continued ongoing partnerships with multiple agencies and private sports organizations
(including AISD, ASA, Congressman Sam Johnson’s office, Texas AgriLife Extension Service,
AARP, Collin County Master Gardeners).
Partnered with International Scooter Association to host an ISA Pro/Am regional qualifying
PARKS & RECREATION
FUND: GENERAL FUND
ORG: 1450355-1450375
ACCOMPLISHMENTS IN FY2018
competition at The Edge.
Partnered with several private sector sport organizations to provide tournaments and camps in
their respective sports which in turn utilized Allen hotels for their events.
Continued involvement and leadership with the Alliance for a Healthier Allen (AHA).
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Recognized by the National Recreation and Park Association (NRPA) and the American Academy
for Park and Recreation Administration (AAPRP) as the 2016 National Gold Medal Grand Plaque
recipient for being the best managed Parks and Recreation Department for cities with a population
of 75,000 to 150,000.
Received the Southwest Park and Recreation Training Institute’s 2018 TOMA award for best
creative project for the Allen Station Historic Dam Interpretive Trail Project.
Received the Collin County Historical Commission’s Leadership in Preservation Award for the
Allen Station Historic Dam Interpretive Trail Project.
Received the International Festival and Events Association Best New Promotion Activity - Gold
Award for the “Are You as Tough as a Cowboy” Combine Challenge conducted as part of the 2017
Market Street Allen USA.
Strategy - Continue to seek open space funding
Applied for a $200,000 grant from TPWD for construction of the Lower Rowlett Trail connection.
Completed $28,750 TCEQ grant for initiating recycling at Spirit Park and Ford Pool.
Completed TPWD and Collin County Grants totaling $500,000 for construction of Spirit Park and
related trails.
Completed a $355,000 Collin County Open Space grant for construction of the trail & community
garden at the Allen Senior Recreation Center (ASRC).
Strategy - Plan for the design and construction of needed City Parks and Recreation Facilities
Completed construction/renovation/rehabilitation projects at several parks (including Spirit Park,
Windridge Park, Reed Park East, & Green Park).
Upgraded the tennis court lighting at Reed Park East (Musco Control-Link and Green LED).
Completed various projects (Heritage Village sign, JFRC bridges, Allen Station overflow parking).
Completed several trail construction and repair/replacement projects throughout the city
(including the Watters Gap Trail, Cottonwood Creek Trail, and Stacy Rd Trail).
Completed various master planning and design processes for Ridgeview Crossing, Rolling Hills,
Heritage, Allen Adventure (imagery only), and Twin Creeks Business Parks.
Completed Trail Master Plan update.
Initiated the quinquennial update of the Parks and Recreation Master Plan expanding its focus
from concentrating solely on land and facilities to including recreation services and maintenance
as well.
Strategy - Signify the City of Allen through beautification efforts
Completed landscaping projects at multiple locations (including Heritage Village, US 75, various
medians, and pollinator gardens at the ASRC and Spirit Park).
Completed tree planting projects at Spirit (Allen Parks Foundation), Windridge, and Twin Creeks
(Arbor Day) Parks.
Completed Art installations at Windridge and Spirit Parks.
Initiated the planning process for the artwork at Allen Event Center (AEC) and continued planning
for artwork as part of the Allen Dr. / US 75 reconfiguration.
Completed initial site cleanup of the land acquired for the future expansion of Rolling Hills Park.
170GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Goal 5. Systematically invest in public infrastructure
Completed renovation of Glendover Park fishing pier utilizing upgraded composite decking
boards.
Strategy - Implementation of the G.O. Bond, Capital Improvement Program (CIP)
Initiated planning efforts for Exchange Parkway Recreation Center.
Goal 6. Maintain operational excellence in City government services
Continued the NRPA agency accreditation proce ss.
R.E.A.L. training sessions were offered to department staff quarterly. Additionally, DRN hosted
two summer orientation trainings instructing lifeguards in the importance of the R.E.A.L. service
philosophy.
Revised the CARE financial assistance program polices to reflect new eligibility guidelines and
began investigating a partnership with the Allen Parks Foundation to improve financial
functionality of the program.
Continued review and development of standard operating procedures.
Strategy - Utilize technology for optimum performance and customer service.
Completed the CLASS to ACTIVE software replacement plan; the ActiveNet platform is now live.
Continued and expanded the use of the Better Impact volunteer management software at ASRC.
Designed and launched a new standalone website for Special Events and Market Street Allen USA.
Strategy - Ensure excellent fiscal management to maintain public trust.
Numerous grant opportunities reviewed and provided to various departments throughout the City.
Continued the development of a comprehensive revenue policy for the Parks and Recreation
Department.
Realigned marketing funds to mail LIFE to all Allen households instead of requesting additional
funds.
Goal 1. Enhance Community Livability and Safety
Continue implementation of Cattle Egret Management Plan to prevent any rookeries from
establishing.
Identify and implement strategies for cultivating creative and innovative recreation programs.
Continue implementation of Spirit Park programming, league play, and tournaments.
Complete drainage study for the Bethany Lakes Community Park watershed and implement the
planning process for developing recommendations based on the results of the study.
Strategy - Identify, communicate, and facilitate awareness of services available to residents
Identify alternative marketing opportunities to ensure that citizens are well informed of recreation
opportunities.
Create messaging templates for various emergencies so they can be implemented quickly on the
website, email and social media if needed (e.g. weather events, etc.).
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Strategy - Create recreational partnerships
Identify and implement strategies to sustain current and develop new community partnerships.
Continue involvement and leadership with the Alliance for a Healthier Allen.
Increase partner presence on websites where applicable (e.g. AHA, ASA, sponsors).
OBJECTIVES FOR FY2019
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Utilize media platforms to increase exposure for Parks and Recreation events and programs.
Strategy - Continue to seek open space funding
Continue to monitor grant funding agencies and submit applications as appropriate.
Continue to seek funding for trail system expansion.
Develop and fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and
entities.
Strategy - Plan for the design and construction of needed City Parks and Recreation Facilities
Continue citywide trail repair and replacement under the trail maintenance program.
Design and construct several trail system expansion segments throughout the city.
Complete renovations, repairs, and additions at Twin Creeks Business and Heritage Parks.
Complete the planning process for expansion and renovation of the Allen Station Park play area.
Initiate the design process for expansion and renovation of Rolling Hills Park.
Continue to implement trail wayfinding, mile marker signage and requirements of the trail master
plan.
Implement projects funded by the CDC and projects authorized by voters in the 2016 bond election.
Strategy - Signify the City of Allen through beautification efforts
Continue to provide enhanced landscaping and when feasible explore opportunities with other
agencies to utilize pollinator gardens or other ecological augmentations to accomplish this.
Complete the installation of the AEC Artwork.
Plan the 2018 Arbor Day Celebration and tree planting project (tentatively scheduled for Country
Meadows Park).
Establish a performance measure and related tracking processes for the purpose of tree
replacement.
Goal 5. Systematically invest in public infrastructure
Continue to utilize the Long-Term Facility Maintenance Plan to schedule & budget major
maintenance projects.
Implement Tree Farm improvements (irrigation system and roadways).
Goal 6. Maintain operational excellence in City government services
Continue the NRPA agency accreditation process with the goal of receiving accreditation in
October 2019.
Continue working with the IT Department on the cemetery GIS mapping project.
Continue making the R.E.A.L. service philosophy the heart of our business.
Complete review and rollout of an update to the standard operating procedures for the Recreation
Services Divisions.
Continue review of the CARE financial assistance program and investigate options for improved
functionality.
Initiate tracking and organizing departmental accomplishments in anticipation of 2022 Gold
Medal application.
Initiate formal review of the Parks and Recreation Ordinance.
Strategy - Utilize technology for optimum performance and customer service
Initiate a comprehensive inventory of City trees in parks, at facilities, and in arterial medians.
Continue to use Triax for playground and turf impact attenuation evaluations.
Continue and expand use of EnerGov for reviews and inspections.
Continue to research and implement use of technology to support customers service efforts.
171GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Goal 5. Systematically invest in public infrastructure
Completed renovation of Glendover Park fishing pier utilizing upgraded composite decking
boards.
Strategy - Implementation of the G.O. Bond, Capital Improvement Program (CIP)
Initiated planning efforts for Exchange Parkway Recreation Center.
Goal 6. Maintain operational excellence in City government services
Continued the NRPA agency accreditation process.
R.E.A.L. training sessions were offered to department staff quarterly. Additionally, DRN hosted
two summer orientation trainings instructing lifeguards in the importance of the R.E.A.L. service
philosophy.
Revised the CARE financial assistance program polices to reflect new eligibility guidelines and
began investigating a partnership with the Allen Parks Foundation to improve financial
functionality of the program.
Continued review and development of standard operating procedures.
Strategy - Utilize technology for optimum performance and customer service.
Completed the CLASS to ACTIVE software replacement plan; the ActiveNet platform is now live.
Continued and expanded the use of the Better Impact volunteer management software at ASRC.
Designed and launched a new standalone website for Special Events and Market Street Allen USA.
Strategy - Ensure excellent fiscal management to maintain public trust.
Numerous grant opportunities reviewed and provided to various departments throughout the City.
Continued the development of a comprehensive revenue policy for the Parks and Recreation
Department.
Realigned marketing funds to mail LIFE to all Allen households instead of requesting additional
funds.
Goal 1. Enhance Community Livability and Safety
Continue implementation of Cattle Egret Management Plan to prevent any rookeries from
establishing.
Identify and implement strategies for cultivating creative and innovative recreation programs.
Continue implementation of Spirit Park programming, league play, and tournaments.
Complete drainage study for the Bethany Lakes Community Park watershed and implement the
planning process for developing recommendations based on the results of the study.
Strategy - Identify, communicate, and facilitate awareness of services available to residents
Identify alternative marketing opportunities to ensure that citizens are well informed of recreation
opportunities.
Create messaging templates for various emergencies so they can be implemented quickly on the
website, email and social media if needed (e.g. weather events, etc.).
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Strategy - Create recreational partnerships
Identify and implement strategies to sustain current and develop new community partnerships.
Continue involvement and leadership with the Alliance for a Healthier Allen.
Increase partner presence on websites where applicable (e.g. AHA, ASA, sponsors).
OBJECTIVES FOR FY2019
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Utilize media platforms to increase exposure for Parks and Recreation events and programs.
Strategy - Continue to seek open space funding
Continue to monitor grant funding agencies and submit applications as appropriate.
Continue to seek funding for trail system expansion.
Develop and fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and
entities.
Strategy - Plan for the design and construction of needed City Parks and Recreation Facilities
Continue citywide trail repair and replacement under the trail maintenance program.
Design and construct several trail system expansion segments throughout the city.
Complete renovations, repairs, and additions at Twin Creeks Business and Heritage Parks.
Complete the planning process for expansion and renovation of the Allen Station Park play area.
Initiate the design process for expansion and renovation of Rolling Hills Park.
Continue to implement trail wayfinding, mile marker signage and requirements of the trail master
plan.
Implement projects funded by the CDC and projects authorized by voters in the 2016 bond election.
Strategy - Signify the City of Allen through beautification efforts
Continue to provide enhanced landscaping and when feasible explore opportunities with other
agencies to utilize pollinator gardens or other ecological augmentations to accomplish this.
Complete the installation of the AEC Artwork.
Plan the 2018 Arbor Day Celebration and tree planting project (tentatively scheduled for Country
Meadows Park).
Establish a performance measure and related tracking processes for the purpose of tree
replacement.
Goal 5. Systematically invest in public infrastructure
Continue to utilize the Long-Term Facility Maintenance Plan to schedule & budget major
maintenance projects.
Implement Tree Farm improvements (irrigation system and roadways).
Goal 6. Maintain operational excellence in City government services
Continue the NRPA agency accreditation process with the goal of receiving accreditation in
October 2019.
Continue working with the IT Department on the cemetery GIS mapping project.
Continue making the R.E.A.L. service philosophy the heart of our business.
Complete review and rollout of an update to the standard operating procedures for the Recreation
Services Divisions.
Continue review of the CARE financial assistance program and investigate options for improved
functionality.
Initiate tracking and organizing departmental accomplishments in anticipation of 2022 Gold
Medal application.
Initiate formal review of the Parks and Recreation Ordinance.
Strategy - Utilize technology for optimum performance and customer service
Initiate a comprehensive inventory of City trees in parks, at facilities, and in arterial medians.
Continue to use Triax for playground and turf impact attenuation evaluations.
Continue and expand use of EnerGov for reviews and inspections.
Continue to research and implement use of technology to support customers service efforts.
172GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Strategy - Ensure excellent fiscal management to maintain public trust
Continue to ensure that programs and services are cost effective and reflect the interests of the
community.
Pursue strategies for improved cost recovery measures for divisions charged with generating
revenue.
Finalize and implement a comprehensive revenue policy for the Parks and Recreation Department.
Continue to practice solid financial management by implementing new program and rental fees
identified through a bi-annual comprehensive fee assessment when approved by the PRAB and
City Council.
Develop a sponsor package for department wide application.
Finalize rental fee rate review and present recommended fee ranges to City Council for adoption.
Devise and investigate new revenue streams.
173GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
PARKS & RECREATION
FUND: GENERAL FUND
ORG: 1450355-1450374
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 7,216,645 8,611,856 8,202,772 8,996,791
Operations 1,092,152 1,863,193 1,818,471 3,758,169
Supplies 391,458 583,938 583,438 586,220
Maintenance 738,886 830,076 830,076 767,585
Professional Services 1,641,078 1,922,816 1,969,616 2,047,231
Capital - 150,000 150,000 -
11,080,219$ 13,961,879$ 13,554,373$ 16,155,996$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Director 1111
Assistant Director 2222
0001
Recreation Services Manager 1111
Superintendent 2222
Administrative Services Manager1111
Landscape Architect 1111
Marketing Manager 1111
Resource Development Manager1111
Natatorium Supervisor I 0 0 0 1
Center Supervisor 3332
Park Operations Supervisor 1 1 2 2
Urban Forester 1111
Aquatic Program Supervisor 1111
Park Planner 2 2 2 1
Parks Construction Inspector 1111
Recreation Program Supervisor 1 1 2 2
Senior Marketing Coordinator 1111
Special Events Coordinator 1111
Youth Program Supervisor 1111
Athletic Program Supervisor 1111
Grant/Project Specialist 0 1 1 1
Irrigation Specialist 1111
Sports Field Supervisor 1111
Chemical Specialist 1111
Crew Leader 5 6 5 5
Grant Coordinator 1 0 0 0
Marketing Coordinator 1111
Recreation Specialist II 11 11 11 11
Parks & Rec. Support Specialist 1111
Parks Specialist 1111
Parks Equipment Specialist 1111
Senior Administrative Assistant 1111
Building Technician 3333
DEPARTMENT TOTAL
EXPENDITURE SUMMARY
PERSONNEL SUMMARY
Parks, Planning and Dev. Manager
174GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
PARKS & RECREATION
FUND: GENERAL FUND
ORG: 1450355-1450374
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Chemical Technician 4444
Equipment Operator 2222
Senior Irrigation Technician 0 0 2 2
Irrigation Technician 3 3 1 1
Parks Maintenance Technician 4444
Reservations Coordinator 1111
Administrative Assistant 2222
Forestry Maintenance Worker 0 0 2 4
Head Lifeguard 4444
Maintenance Worker 17 19 17 17
Lead Recreation Specialist I 1111
Recreation Specialist I 3333
93 96 97 99
PART TIME
Fitness Specialist 2.34 2.45 2.45 2.45
Lead Water Safety Instructor 0.50 0.50 0.50 0.50
Park Attendant 0.50 1.00 1.00 1.00
Recreation Specialist I 11.12 11.12 11.47 11.47
14.46 15.07 15.42 15.42
SEASONAL / TEMPORARY
Seasonal - Pool Supervisor 0.00 0.20 0.20 0.20
Seasonal - Head Lifeguard 0.00 0.20 0.20 0.20
Seasonal - Lifeguard 20.00 20.00 18.00 18.00
Seasonal - Water Safety Instructor 4.63 4.63 5.63 5.63
Seasonal - Swim Teaching Assistant 1.88 1.88 2.28 2.28
Temp - Fitness Instructor 0.20 0.20 0.20 0.20
Temp - Recreation Specialist I 0.82 0.82 1.42 1.42
Temp - Camp Counselor 2.20 2.20 2.20 2.20
Temp - Sat. Night Event Chaperone 2.00 2.00 0.65 0.65
31.73 32.13 30.78 30.78
139.19 143.20 143.20 145.20
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 5,029,046 5,928,374 5,618,035 6,089,468
Longevity 33,329 36,697 35,685 40,054
Overtime 156,326 183,199 184,619 205,804
FICA 381,215 446,102 423,280 464,068
TMRS 652,497 738,261 722,021 898,520
Worker's Compensation 65,653 90,965 80,694 93,386
Health Insurance 812,151 1,089,979 1,043,954 1,108,883
Health Savings Account 18,951 14,548 14,548 14,853
Dental Insurance 57,779 73,068 68,796 70,184
TOTAL FULL TIME
PERSONNEL SUMMARY - CONTINUED
TOTAL FULL-TIME-EQUIVALENT
TOTAL SEASONAL / TEMPORARY
TOTAL PART TIME
EXPENDITURE DETAIL
175GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
PARKS & RECREATION
FUND: GENERAL FUND
ORG: 1450355-1450374
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES- CONTINUED ACTUAL BUDGET AMENDED BUDGET
Long-term Disability 5,193 5,749 5,981 6,201
Life Insurance 3,503 3,888 4,034 4,201
Flexible Spending 1,002 1,026 1,125 1,169
7,216,645$8,611,856$ 8,202,772$8,996,791$
OPERATIONS
Phone/ Data Connectivity*- - - 26,880
Fuel*- - - 113,980
Water*- - - 989,400
Natural Gas*- - - 71,500
Electricity*- - - 548,000
Technology Maintenance - 39,522 39,522 40,272
Rolling Stock Replacement - 265,231 265,231 266,995
Travel & Training 60,322 115,197 115,197 114,929
Dues & Subscriptions 32,369 44,730 44,535 49,548
Uniforms 45,514 80,535 80,535 83,447
Postage & Freight 17,793 20,000 20,000 23,000
Advertising 675 61,029 60,304 60,000
Rentals 11,028 6,870 6,870 6,870
Outside Printing 3,793 3,650 3,650 3,900
Meetings & Receptions 9,096 2,775 2,775 2,831
Insurance*- - - 164,084
Notices Required by Law**- - 725 1,029
Class & Day Camp Expenditures 264,032 402,947 380,663 381,153
Special Events 271,600 358,277 358,277 339,959
Purchase - Concessions 19,883 69,339 47,096 69,929
Purchase - Retail 1,882 6,048 6,048 6,048
Cemetery Expenditures 8,000 16,994 16,994 16,994
Marketing Expenditures 90,361 101,330 101,330 103,363
Allen USA Expenses 255,804 268,719 268,719 274,058
1,092,152$1,863,193$1,818,471$ 3,758,169$
SUPPLIES
IT - Small Equipment - 1,879 1,879 1,879
General Supplies 272,717 409,004 408,504 413,926
Small Tools & Minor Equipment 72,757 104,572 104,572 96,655
Medical & Chemical Supply 31,674 49,953 49,953 53,980
COAST Expense 14,310 18,530 18,530 19,780
391,458$583,938$ 583,438$ 586,220$
MAINTENANCE
Facility Maintenance 572,550 639,058 639,058 574,224
Vehicle Maintenance 76,972 38,651 38,651 38,651
Equipment Maintenance 89,281 152,367 152,367 154,710
Small Repairs & Maintenance 83 - - -
738,886$ 830,076$ 830,076$ 767,585$
*Includes Reallocated Cost from Internal Services; Fuel reallocated from Community Services
**Moved from Advertising per Senate Bill 622
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
EXPENDITURE DETAIL - CONTINUED
176GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
PARKS & RECREATION
FUND: GENERAL FUND
ORG: 1450355-1450374
2016-2017 2017-2018 2017-2018 2018-2019
PROFESSIONAL SERVICES ACTUAL BUDGET AMENDED BUDGET
Contractual Services 769,424 776,235 843,235 823,230
Lease Agreements*- - - 19,250
Professional Services 125,329 134,970 114,770 138,140
Contract Mowing 746,325 1,011,611 1,011,611 1,066,611
1,641,078$ 1,922,816$ 1,969,616$ 2,047,231$
CAPITAL OUTLAY
Vehicles - 150,000 150,000 -
-$ 150,000$ 150,000$ -$
11,080,219$ 13,961,879$ 13,554,373$ 16,155,996$
*Includes Reallocated Cost from Internal Services
2016-2017 2017-2018 2017-2018 2018-2019
ACTUAL BUDGET AMENDED BUDGET
Cultural Arts Programs - Arts Alliance 70,000 70,000 70,000 70,000
Allen USA Celebration 255,804 268,719 268,719 274,058
Philharmonic Symphony 50,000 50,000 50,000 50,000
Summer Sounds 20,400 21,000 21,000 21,000
Public Art Projects 37,322 13,000 13,000 13,000
433,526$ 422,719$ 422,719$ 428,058$
2016-2017 2017-2018 2017-2018 2018-2019
VEHICLES ACTUAL BUDGET AMENDED BUDGET
Ford F150 x3 - 90,000 90,000 -
Ford F250 x2 - 60,000 60,000 -
-$ 150,000$ 150,000$ -$
*The items listed are non-recurring capital expenses based on increased service to the community.
TOTAL
TOTAL
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
Items here are funded by antenna
revenue:
CAPITAL EXPENDITURE LIST*
ACCOUNT DETAIL
EXPENDITURE DETAIL - CONTINUED
177GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
The City of Allen Parks and Recreation Department is one of the largest of the City’s departments and serves
Allen’s residents from cradle to grave with service ranging from infant learn to swim classes to the
operation of the Allen Cemetery. This being the case, the Parks and Recreation Department has an impact
on all eight of the goals in the City’s Strategic Plan. The following performance measures however relate
specifically to Goal 1 – Enhance community livability and safety, Goal 4 –Signify, enhance, and
communicate Allen's identity to the region and the nation, Goal 5 – Systematically invest in public
infrastructure, and Goal 6 – Maintain operational excellence in city government services.
General Fund Cost Per Capita
General Fund cost per capita includes all
park and recreation related operations.
This includes expenses for department
administration and park planning.
Additionally, expenses for the
administration and operation of the Allen
Event Center are included in this
calculation as well. Cost per capita spiked
in 2016 primarily as a result of an almost
14% increase in personnel expenses which
was principally due to the City’s
implementation of salary market rate
adjustments. These adjustments were most significant in the lower pay grades of the City’s pay plan where
the bulk of Parks and Recreation’s positions are classified. There were additional market rate adjustments
in 2017; however, they were more than offset by an exceptional budget savings of 5% achieved by the
department and a 7% increase in population (as reported by the Planning Department).
General Fund Revenue and Cost Recovery
Expenses in these calculations include not only recreation and event-based expenses, but all maintenance,
park planning, and department administration expenses as well. The 2015 cost recovery rate was positively
impacted by a $300,000 budget reduction near the end of the fiscal year, and 2016 was positively impacted
by the event center having an extraordinarily good revenue performance. The Finance Department
implemented a new accounting procedure at the end of 2017 that moved significant amounts of revenue
from FY17 into FY18; this resulted in total revenue and cost recovery being well short of goals. While not
impacting the FY18 budget, a change has been implemented going forward whereby utility expenses will
once again be included in the department’s budget. This combined with past and continuing market
pressures on salary expenses as well as expected increases in contracted maintenance services, forecast a
significant negative impact on the cost recovery rate for FY19.
PARKS & RECREATION
FUND: GENERAL FUND
ORG: 1450355-1450375 $203.41 $218.77 $193.50 $217.13 $211.46
$230.24
$219.92 $220.40
$170
$180
$190
$200
$210
$220
$230
$240
2015 2016 2017 2018 est.
Cost per Capita
$/Capita $/Capita Budget
PERFORMANCE MEASURES
178GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Park Acres
The ratio of park acres
to population has
historically been a
benchmark of the
adequacy of the park
system for city’s
residents. However,
numbers from the ratio
are not always
comparable between
cities due to variations
in how open space and
greenbelts within each
community are treated
in the ratio. Using
developed acres as an
alternative provides a useful benchmark for comparisons between city park systems. The 2010 Parks and
Recreation Master Plan and the 2015 update identify a range of 5-10 acres/1,000 population as the
department’s target for developed park land. The fluctuations in these ratios are indicative of our
population growth exceeding park development. New park acreage developed in 2016 included the
Orchards neighborhood park and additional development at Twin Creeks neighborhood park. With the
expected 2018 openings of Spirit Park, the ratio for community parks is expected to improve slightly;
however even with the 2018 opening of Windridge Park and the 2017 acquisition of the Twin Creeks
Business Development property, the neighborhood park ratio declined both years due to population
growth. Both ratios will continue to steadily decline in future years without significant funding for park
development. $10 $11 $9 $11 54%55%48%49%$10
$11 $11 $11
51%
52%51%
48%
44%
46%
48%
50%
52%
54%
56%
$-
$2
$4
$6
$8
$10
$12
2 0 1 5 2 02 1 6 2 03 1 7 2 0 1 8 e s t.% Cost RecoverRevenueMillionsRevenue & Cost Recovery
Total Revenue % Cost Recovery
Revenue Goal Cost Recovery Goal
2.182.222.152.093.283.213.003.170
2
4
6
8
10
2015 2016 2017 2018 est.AcresDeveloped Acres per 1,000 Population
Combined Acreage Target
Range (P & R Master Plan)
Neighborhood Parks Community Parks
179GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Cost Per Maintained Acre
Maintenance of parks and recreation
facilities has a large effect on the aesthetic
value of a city. For several years, cost
efficiency initiatives allowed the
department to maintain Allen’s national
gold medal winning park system at high
standards during difficult economic times.
Maintenance operations typically end the
year under budget; however, exceptional
budget savings and maintenance
deferments of $605,000 in 2016 and
$513,000 in 2017 allowed for a dramatically
improved performance. While still
estimating to be under budget, the 2018
figure is expected to be much closer due to single occurrence expenses and catching up on deferred
maintenance. Again, while not impacting the 2018 budget, a change has been implemented going forward
whereby utility expenses will once again be included in the department’s budget. This will result in a
significant increase in cost/acre for 2019.
Membership Sales
Along with classes, facility
membership sales are
important to the financial
success of the facilities. Each
facility sells a variety of
memberships. Memberships
sold at Don Rodenbaugh
Natatorium (DRN) are valid at
all locations, while those sold
at JFRC are valid for both
ASRC and the Visitor Center.
Memberships sold at the
ASRC and the Visitor Center
are specific to those facilities.
JFRC, DRN, and the ASRC each participate in the Silver Sneakers program. This program is a collaboration
with healthcare providers to provide seniors (age 65 and older), as well as persons with disabilities, the
opportunity to utilize facilities and programs as a benefit of their health insurance. The city is reimbursed
by the healthcare provider for visits. Over the past year there has been a decrease in Silver Sneakers
memberships due to some health care providers discontinuing the service. Staff is working to find other
means of providing this or a similar service.
With the continued opening of new fitness facilities and swim clubs in Allen, DRN and JFRC memberships
saw a decline starting in 2014 but have since leveled and are now beginning to rise in part due to
improvements made throughout the division including locker room updates at DRN (fall 2014), the addition
of cardio equipment at ASRC, DRN and JFRC (summer 2015), new play feature in the DRN Leisure Pool (fall $4,083.02 $4,092.03 $4,268.41 $4,675.30 $2,000
$3,000
$4,000
$5,000
2015 2016 2017 2018 est.
Cost per Acre
$/Acre $/Acre Budget
2015 2016 2017 2018 est.
ASRC 1,421 1,353 1,402 1,530
DRN 3,787 3,294 3,782 4,250
JFRC 2,812 3,115 3,293 3,300
EDGE 33 5 7 21
Combined Goal 7,200 7,200 7,402 8,000
0
2,000
4,000
6,000
8,000
10,000
# of MembershipsMembership Sales
180GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
2017), and new flooring in the fitness room at JFRC (summer 2017). It is projected that memberships will
increase further with more people participating in activities at recreation facilities and with more people
eligible for senior rates.
Customer Satisfaction
Now in its eighth year of execution, the REAL philosophy is the Parks and Recreation Department guiding
customer service. All Parks and Recreation staff are introduced and trained on the tailormade customer
service model within the first months of employment, while existing employees undergo regular training.
The Recreation Division uses a variety of surveys, comment cards, trailer (follow up) phone calls, and
various other means to measure satisfaction. The benchmark goal for customer satisfaction has been set at
95%.
Program Registration
Program registration is an indicator of an
individual or team registering for a program,
activity, or league. Learn to Swim classes
(DRN), youth camps (JFRC) and group travel
(ASRC) continue to be popular choices.
Participation in classes at the Visitor Center
continues to be a challenge; however, special
events and exhibitions in the park are highly
popular and well attended. Multiple turnover
occurrences in the programming staff and the
center supervisor positions between 2014 and
2017 negatively impacted program
registration at JFRC. Staff is evaluating the
viability of existing and new programs to
make sure they align with community
interests; increases in registration should be
seen over the next year. Registration
2015 2016 2017 2018 est.
EDGE 552 454 367 475
JFRC 6,752 7,185 4,289 4,450
DRN 8,735 8,566 8,915 8,750
Athletics
(teams)603 576 582 600
ASRC 7,784 10,272 10,110 10,200
Combined
Goal 26,100 26,100 26,600 26,600
5,000
10,000
15,000
20,000
25,000
Program Registration
Allen Senior
Recreation
Center
Athletics
Don
Rodenbaugh
Natatorium
Joe Farmer
Recreation
Center
The Edge
Visitor Center Total
2014 93%93%84%91%91%90.4%
2015 93%92%92%92%93%92.4%
2016 93%91%90%92%92%91.6%
2017 96%91%90%90%94%92.2%
Goal 95%95%95%95%95%95%
80%
85%
90%
95%
100%
Customer Satisfaction Rating Actuals
181GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
continues to rise at ASRC and DRN with a focus on creative and purpose-based programming. Increases
are anticipated in FY19 as well.
Class Success Rates
The success rate of classes is an indicator of how many programs and leagues are offered vs. the number that
were successfully held and not cancelled due to low enrollment or for other reasons. This is a significant
indicator as it relates to decisions being made about which programs to maintain. The 75% goal is aligned
to the industry standard. The 2017 success rate of 78%, up from 74% in 2016, was due to factors including
success rates at ASRC and DRN continuing to be well above industry standard, an increase in completed
programs at JFRC, and fewer weather related cancelations of athletic activities. Reduced turnover at JFRC
staff has been especially impactful. 94%78%84%53%42%70.2%94%81%90%57%60%76.4%94%64%97%65%51%74.2%95%77%89%84%43%77.6%30%
40%
50%
60%
70%
80%
90%
100%
Allen Senior
Recreation
Center
Athletics Don
Rodenbaugh
Natatorium
Joe Farmer
Recreation
Center
The Edge Visitor
Center
Total
Class Success Rate Actuals
2014 2015 2016 2017 Goal
182GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
General Manager
1
Administrative
Assistant
1
Lead Cash
Room
Attendant
.5
Cash Room
Attendant
1
Lead
Concessions/
Merchandise
Attndt
.69
Food/Bevg
Coord
1
Food &
Beverage
Specialist
.86
Sous Chef
1
Premium
Level
Coordinator
1
Assistant General
Manager
1
Lead Box
Office
Attendant
1
Box Office
Attendant
1.2
Lead Event
Attendant
1
Receptionist
.45
Event
Specialist
1Conversion
Specialist
2
Audio/
Visual
Specialist
1
Lead Event
Attendant
1.5
Crew Leader
1
Building
Technician
2
Booking &
Events Director
1
Food & Beverage
Director
1
Concessions
Manager
1
Executive
Chef
1
Food/Bevg
Coordinator
1
Guest Services
Supervisor
1
Director of
Operations &
Production
1
Center Supervisor
1
Rec Spec II
1
Rec Spec I
2.37
Ice
Attendant
1.8
Lead Rec
Spec I
.96
Ice Rink
Program
Supervisor
1
Ice
Operations
Coordinato
r
1
Rec Spec II
2
Box Office
Supervisor
1
Maintenance
Worker
1
Accounts
Payable
Technician*
1
Accounting
Technician*
1
Marketing
Coordinator
1
PARKS & RECREATION: EVENT CENTER
FUND: GENERAL FUND
ORG: 1480100, 1480322, 1480320, 1480330, 1480334, 1480340, 1480342
The Allen Event Center (AEC) was constructed through a partnership between the City of Allen, The MG
Herring Group/The Village at Allen, and Global Entertainment at a cost of $72,000,000. The facility opened
on November 6, 2009, and the City assumed management of the facility in June 2010. The Allen Event
Center consists of the main arena and support facilities, the Allen Community Ice Rink, the south parking
structure, and shared ownership of the north parking structure with The Village at Allen. The Center hosts
a variety of events ranging from professional and amateur athletics, concerts and family shows, trade
shows, graduation ceremonies and even private events. These functions are estimated to have an economic
impact of over $12,000,000 annually. In November 2019, the facility will celebrate its ten-year anniversary.
Goal 1. Enhance Community Livability and Safety
Strategy - Identify, communicate, and facilitate awareness of services available to residents
Continued to raise awareness of AEC in the region via general brand marketing.
Partnered with Allen Arts Alliance and Allen Americans to host Chalk the Walk special event and
host an Art Gallery at Allen Event Center.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
AEC and Allen Center Ice Rink (ACIR) hosted regional professional training events for the U.S. Ice
Rink Association and partnered with Texas Work Force Commission to host a regional Job Hiring
Fair.
AEC and ACIR expanded partnership with Collin County Toys for Tots benefiting Allen
Community Outreach.
Strategy - Create recreational partnerships
Continued partnership with the Dallas Stars organization to provide enhanced youth hockey
introduction programs.
ACIR continued partnership with Special Olympics to host the Special Olympics ice skating
competitions.
Food & Beverage division continued assisting the Allen Senior Recreation Center in enhancing
meals for events.
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Continued partnership with Live Nation and Venue Coalition to promote concerts bringing
increased national and regional credibility to the venue.
Coordinated with seven school districts and one college, to host ten graduations, bringing
approximately thirty thousand people to Allen.
Partnered with AISD to host health fairs at AEC.
Goal 5. Systematically invest in public infrastructure
Initiated modernization of AEC’s lighting control systems abilities to ensure the performance of
the building’s systems meet the functionality needs of current tenants and clients.
Replaced chiller tower linked to the ice chiller package to ensure continued efficient operations of
ice system.
ALLEN EVENT CENTER
FUND: GENERAL FUND
ORG: 1480100-1485320
ACCOMPLISHMENTS IN FY2018
183GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
General Manager
1
Administrative
Assistant
1
Lead Cash
Room
Attendant
.5
Cash Room
Attendant
1
Lead
Concessions/
Merchandise
Attndt
.69
Food/Bevg
Coord
1
Food &
Beverage
Specialist
.86
Sous Chef
1
Premium
Level
Coordinator
1
Assistant General
Manager
1
Lead Box
Office
Attendant
1
Box Office
Attendant
1.2
Lead Event
Attendant
1
Receptionist
.45
Event
Specialist
1Conversion
Specialist
2
Audio/
Visual
Specialist
1
Lead Event
Attendant
1.5
Crew Leader
1
Building
Technician
2
Booking &
Events Director
1
Food & Beverage
Director
1
Concessions
Manager
1
Executive
Chef
1
Food/Bevg
Coordinator
1
Guest Services
Supervisor
1
Director of
Operations &
Production
1
Center Supervisor
1
Rec Spec II
1
Rec Spec I
2.37
Ice
Attendant
1.8
Lead Rec
Spec I
.96
Ice Rink
Program
Supervisor
1
Ice
Operations
Coordinato
r
1
Rec Spec II
2
Box Office
Supervisor
1
Maintenance
Worker
1
Accounts
Payable
Technician*
1
Accounting
Technician*
1
Marketing
Coordinator
1
PARKS & RECREATION: EVENT CENTER
FUND: GENERAL FUND
ORG: 1480100, 1480322, 1480320, 1480330, 1480334, 1480340, 1480342
The Allen Event Center (AEC) was constructed through a partnership between the City of Allen, The MG
Herring Group/The Village at Allen, and Global Entertainment at a cost of $72,000,000. The facility opened
on November 6, 2009, and the City assumed management of the facility in June 2010. The Allen Event
Center consists of the main arena and support facilities, the Allen Community Ice Rink, the south parking
structure, and shared ownership of the north parking structure with The Village at Allen. The Center hosts
a variety of events ranging from professional and amateur athletics, concerts and family shows, trade
shows, graduation ceremonies and even private events. These functions are estimated to have an economic
impact of over $12,000,000 annually. In November 2019, the facility will celebrate its ten-year anniversary.
Goal 1. Enhance Community Livability and Safety
Strategy - Identify, communicate, and facilitate awareness of services available to residents
Continued to raise awareness of AEC in the region via general brand marketing.
Partnered with Allen Arts Alliance and Allen Americans to host Chalk the Walk special event and
host an Art Gallery at Allen Event Center.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
AEC and Allen Center Ice Rink (ACIR) hosted regional professional training events for the U.S. Ice
Rink Association and partnered with Texas Work Force Commission to host a regional Job Hiring
Fair.
AEC and ACIR expanded partnership with Collin County Toys for Tots benefiting Allen
Community Outreach.
Strategy - Create recreational partnerships
Continued partnership with the Dallas Stars organization to provide enhanced youth hockey
introduction programs.
ACIR continued partnership with Special Olympics to host the Special Olympics ice skating
competitions.
Food & Beverage division continued assisting the Allen Senior Recreation Center in enhancing
meals for events.
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Continued partnership with Live Nation and Venue Coalition to promote concerts bringing
increased national and regional credibility to the venue.
Coordinated with seven school districts and one college, to host ten graduations, bringing
approximately thirty thousand people to Allen.
Partnered with AISD to host health fairs at AEC.
Goal 5. Systematically invest in public infrastructure
Initiated modernization of AEC’s lighting control systems abilities to ensure the performance of
the building’s systems meet the functionality needs of current tenants and clients.
Replaced chiller tower linked to the ice chiller package to ensure continued efficient operations of
ice system.
ALLEN EVENT CENTER
FUND: GENERAL FUND
ORG: 1480100-1485320
ACCOMPLISHMENTS IN FY2018
184GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Goal 6. Maintain operational excellence in City government services
Conducted mandatory training for third party staff in the Guest Relations and Food & Beverage
Divisions.
Strategy - Utilize technology for optimum performance and customer service
Completed installation of the Archtics ticketing upgrade within the Ticketmaster system.
Strategy - Ensure excellent fiscal management to maintain public trust
Controlled costs to ensure that programs and services are cost effective and reflect the interests of
the community.
Revised reporting method on fiscal performance (including purchases of food & beverage services).
Goal 1. Enhance Community Livability and Safety
Strategy - Identify, communicate, and facilitate awareness of services available to residents
Continue to raise awareness of AEC in the region via general brand marketing.
Promote ten-year anniversary of building and hockey team locally and regionally.
Continue partnership with Allen Arts Alliance and Allen Americans to host the Chalk the Walk and
Art Gallery special events at AEC.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Host regional professional training events for U.S. Ice Rink Association and partner with Texas
Work Force Commission to host Regional Job Hiring Fair.
Expand partnership with Collin County Toys for Tots benefiting Allen Community Outreach.
Strategy - Create recreational partnerships
Continue partnership with the Dallas Stars organization to provide enhanced youth hockey
introduction programs.
Continue ACIR partnership with Special Olympics to host the Special Olympics ice skating
competitions.
Continue Food & Beverage Division assistance to the Allen Senior Recreation Center in enhancing
meals for events.
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Continue partnership with Live Nation and Venue Coalition to promote concerts bringing
increased national and regional credibility to the venue.
Continue working with local school districts and universities to host graduations bringing
thousands to Allen.
Partner with AISD to host health fairs at AEC.
Goal 5. Systematically invest in public infrastructure
Complete modernization of AEC’s lighting control systems technological components, capabilities,
and security.
Goal 6. Maintain operational excellence in City government services
Conduct mandatory training for third party staff in the Guest Relations and Food & Beverage
Divisions.
Strategy - Utilize technology for optimum performance and customer service
Continue and expand utilization of the Ticketmaster Archtics software to enhance customer service
in ticketing and Food & Beverage services.
OBJECTIVES FOR FY2019
Strategy - Ensure excellent fiscal management to maintain public trust
Continue to investigate new cost control measures to ensure that programs and services are cost
effective while still reflecting the interests of the community.
Continue reporting on fiscal performance (including purchases of food & beverage services).
185GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Goal 6. Maintain operational excellence in City government services
Conducted mandatory training for third party staff in the Guest Relations and Food & Beverage
Divisions.
Strategy - Utilize technology for optimum performance and customer service
Completed installation of the Archtics ticketing upgrade within the Ticketmaster system.
Strategy - Ensure excellent fiscal management to maintain public trust
Controlled costs to ensure that programs and services are cost effective and reflect the interests of
the community.
Revised reporting method on fiscal performance (including purchases of food & beverage services).
Goal 1. Enhance Community Livability and Safety
Strategy - Identify, communicate, and facilitate awareness of services available to residents
Continue to raise awareness of AEC in the region via general brand marketing.
Promote ten-year anniversary of building and hockey team locally and regionally.
Continue partnership with Allen Arts Alliance and Allen Americans to host the Chalk the Walk and
Art Gallery special events at AEC.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Host regional professional training events for U.S. Ice Rink Association and partner with Texas
Work Force Commission to host Regional Job Hiring Fair.
Expand partnership with Collin County Toys for Tots benefiting Allen Community Outreach.
Strategy - Create recreational partnerships
Continue partnership with the Dallas Stars organization to provide enhanced youth hockey
introduction programs.
Continue ACIR partnership with Special Olympics to host the Special Olympics ice skating
competitions.
Continue Food & Beverage Division assistance to the Allen Senior Recreation Center in enhancing
meals for events.
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Continue partnership with Live Nation and Venue Coalition to promote concerts bringing
increased national and regional credibility to the venue.
Continue working with local school districts and universities to host graduations bringing
thousands to Allen.
Partner with AISD to host health fairs at AEC.
Goal 5. Systematically invest in public infrastructure
Complete modernization of AEC’s lighting control systems technological components, capabilities,
and security.
Goal 6. Maintain operational excellence in City government services
Conduct mandatory training for third party staff in the Guest Relations and Food & Beverage
Divisions.
Strategy - Utilize technology for optimum performance and customer service
Continue and expand utilization of the Ticketmaster Archtics software to enhance customer service
in ticketing and Food & Beverage services.
OBJECTIVES FOR FY2019
Strategy - Ensure excellent fiscal management to maintain public trust
Continue to investigate new cost control measures to ensure that programs and services are cost
effective while still reflecting the interests of the community.
Continue reporting on fiscal performance (including purchases of food & beverage services).
186GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
ALLEN EVENT CENTER
FUND: GENERAL FUND
ORG: 1480100-1485320
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel 2,433,519 3,046,104 2,910,775 3,074,573
Operations 2,597,032 2,522,674 3,062,523 4,020,020
Supplies 148,823 201,120 202,498 214,576
Maintenance 374,614 377,465 350,242 337,565
Professional Services 2,730,470 2,787,804 2,555,923 2,460,313
8,284,458$ 8,935,167$ 9,081,961$ 10,107,047$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
General Manager 1111
Assistant General Manager 1 2 2 2
Booking and Events Director 1111
Food & Beverage Director 1111
Production & Operations Director1111
Center Supervisor 1111
Concessions Manager 1111
Executive Chef 1111
Ice Rink Program Supervisor 1111
Audio/Visual Specialist 1111
Crew Leader 1111
Event Specialist 1111
Senior Marketing Coordinator 0 0 1 1
Marketing Coordinator 1 1 0 0
Recreation Specialist II 3333
Guest Services Supervisor 1111
Accounting Technician 1111
Senior Administrative Assistant 1 1 0 0
Administrative Assistant 0 0 1 1
Box Office Supervisor 1111
Building Technician 2222
Ice Operations Coordinator 1111
Accounts Payable Technician 1111
Conversion Specialist 1 2 2 2
Premium Level Coordinator 1111
Sous Chef 1111
Lead Box Office Attendant 1111
Food & Beverage Coordinator 2222
Lead Event Attendant 2222
32 34 34 34
PART TIME
Maintenance Worker 0.00 1.00 1.00 1.00
Lead Cash Room Attendant 0.50 0.50 0.50 0.50
Lead Recreation Specialist I 0.96 0.96 0.96 0.96
EXPENDITURE SUMMARY
PERSONNEL SUMMARY
TOTAL FULL TIME
TOTAL EXPENDITURES
ALLEN EVENT CENTER
FUND: GENERAL FUND
ORG: 1480100-1485320
2016-2017 2017-2018 2017-2018 2018-2019
PART TIME - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Box Office Attendant 1.20 1.20 1.20 1.20
Recreation Specialist I 1.92 2.37 2.37 2.37
Lead Event Attendant 0.50 0.50 0.50 0.50
Receptionist 0.90 0.45 0.45 0.45
Cash Room Attendant 1.00 1.00 1.00 1.00
Lead Concession/Merchandise 0.80 0.69 0.69 0.69
Food & Beverage Specialist 1.20 0.86 0.86 0.86
Lead Premium Level Attendant 0.30 0.00 0.00 0.00
Food Runner 0.50 0.00 0.00 0.00
Ice Rink Attendant 1.80 1.80 1.80 1.80
Premium Level Attendant 0.75 0.00 0.00 0.00
12.33 11.33 11.33 11.33
44.33 45.33 45.33 45.33
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 1,663,712 2,063,465 1,947,370 2,051,146
Longevity 6,751 8,400 7,388 8,424
Overtime 86,335 107,481 107,481 92,000
FICA 130,480 157,404 144,318 157,910
TMRS 228,143 271,621 263,632 305,344
Worker's Compensation 23,210 32,735 28,937 33,979
Health Insurance 265,544 368,805 374,064 389,424
Health Savings Account 4,552 4,387 7,003 7,151
Dental Insurance 21,261 27,728 25,869 24,796
Long-term Disability 1,832 2,189 2,236 2,267
Life Insurance 1,205 1,433 1,484 1,505
Flexible Spending 494 456 993 627
2,433,519$ 3,046,104$ 2,910,775$ 3,074,573$
OPERATIONS
Phone/ Data Connectivity*- - - 4,200
Water*- - - 58,140
Natural Gas*- - - 226,050
Electricity*- - - 462,000
Travel & Training 20,888 32,778 32,778 32,778
Dues & Subscriptions 22,644 31,996 31,389 24,529
Uniforms 15,595 20,997 22,297 19,522
Advertising 2,465 11,500 11,500 9,500
Rentals 83,768 79,930 105,763 103,264
Outside Printing 1,048 21,250 15,330 15,250
Meetings & Receptions 247 500 500 500
*Includes Reallocated Cost from Internal Services
PERSONNEL SUMMARY - CONTINUED
EXPENDITURE DETAIL
SUBTOTAL
TOTAL FULL-TIME-EQUIVALENT
TOTAL PART TIME
187GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
ALLEN EVENT CENTER
FUND: GENERAL FUND
ORG: 1480100-1485320
2016-2017 2017-2018 2017-2018 2018-2019
PART TIME - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Box Office Attendant 1.20 1.20 1.20 1.20
Recreation Specialist I 1.92 2.37 2.37 2.37
Lead Event Attendant 0.50 0.50 0.50 0.50
Receptionist 0.90 0.45 0.45 0.45
Cash Room Attendant 1.00 1.00 1.00 1.00
Lead Concession/Merchandise 0.80 0.69 0.69 0.69
Food & Beverage Specialist 1.20 0.86 0.86 0.86
Lead Premium Level Attendant 0.30 0.00 0.00 0.00
Food Runner 0.50 0.00 0.00 0.00
Ice Rink Attendant 1.80 1.80 1.80 1.80
Premium Level Attendant 0.75 0.00 0.00 0.00
12.33 11.33 11.33 11.33
44.33 45.33 45.33 45.33
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 1,663,712 2,063,465 1,947,370 2,051,146
Longevity 6,751 8,400 7,388 8,424
Overtime 86,335 107,481 107,481 92,000
FICA 130,480 157,404 144,318 157,910
TMRS 228,143 271,621 263,632 305,344
Worker's Compensation 23,210 32,735 28,937 33,979
Health Insurance 265,544 368,805 374,064 389,424
Health Savings Account 4,552 4,387 7,003 7,151
Dental Insurance 21,261 27,728 25,869 24,796
Long-term Disability 1,832 2,189 2,236 2,267
Life Insurance 1,205 1,433 1,484 1,505
Flexible Spending 494 456 993 627
2,433,519$ 3,046,104$ 2,910,775$ 3,074,573$
OPERATIONS
Phone/ Data Connectivity*- - - 4,200
Water*- - - 58,140
Natural Gas*- - - 226,050
Electricity*- - - 462,000
Travel & Training 20,888 32,778 32,778 32,778
Dues & Subscriptions 22,644 31,996 31,389 24,529
Uniforms 15,595 20,997 22,297 19,522
Advertising 2,465 11,500 11,500 9,500
Rentals 83,768 79,930 105,763 103,264
Outside Printing 1,048 21,250 15,330 15,250
Meetings & Receptions 247 500 500 500
*Includes Reallocated Cost from Internal Services
PERSONNEL SUMMARY - CONTINUED
EXPENDITURE DETAIL
SUBTOTAL
TOTAL FULL-TIME-EQUIVALENT
TOTAL PART TIME
188GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
ALLEN EVENT CENTER
FUND: GENERAL FUND
ORG: 1480100-1485320
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Insurance*- - - 113,686
Notices Required by Law**- - 108 250
Liquor State Tax Expenses 37,043 55,543 36,229 44,235
Class/ Day Camp Expenses 188,943 181,396 190,881 185,025
Events/ Activities 1,910 4,890 2,697 4,890
Purchase - Concessions 267,155 285,490 255,490 268,601
Liquor Supply Expenses 118,719 151,100 131,100 155,153
Purchase - Retail 11,731 8,947 14,161 8,947
Ticket Reimbursement Expense 1,459,614 1,087,357 1,683,000 1,735,000
Economic Grant Expenses 352,640 465,000 386,800 402,000
Marketing Expense 8,294 84,000 76,500 96,500
Admin Fee Expenditure 4,328 - 66,000 50,000
2,597,032$ 2,522,674$ 3,062,523$ 4,020,020$
SUPPLIES
IT-Small Equipment - 9,000 9,000 20,096
General Supplies 74,496 95,051 75,796 82,531
Small Tools & Minor Equipment 74,327 97,069 117,702 111,949
148,823$201,120$ 202,498$214,576$
MAINTENANCE
Facility Maintenance 293,702 258,828 237,828 235,198
Vehicle Maintenance 539 - - -
Equipment Maintenance 80,373 118,637 112,414 102,367
374,614$ 377,465$ 350,242$ 337,565$
PROFESSIONAL SERVICES
Contractual Services 1,643,094 1,649,712 1,648,589 1,564,201
Lease Agreements*581 - - 6,250
Professional Services 1,086,795 1,138,092 907,334 889,862
2,730,470$ 2,787,804$ 2,555,923$ 2,460,313$
8,284,458$ 8,935,167$ 9,081,961$ 10,107,047$
*Includes Reallocated Cost from Internal Services
**Moved from Professional Services per Senate Bill 622
EXPENDITURE DETAIL - CONTINUED
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
The management and operation of the Allen Event Center has a significant impact on the community, and
as such there are several goals and strategies in the City’s Strategic Plan that guide its administration. This
includes Goal 2 – Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen, Goal 4 – Signify, enhance, and communicate Allen's identity to the region and the nation, Goal
6 – Maintain operational excellence in city government services, and Goal 7 – Provide economic investment
that increases employment opportunity, the tax base, and provides desired goods and services for residents
and contributes to the community character and identity. The following measures report on efforts toward
these goals.
Arena Attendance, Event
Days, & Events
A transition period was seen in
FY18 with the unexpected
suspension of operations by a
sports tenant for the 2017-2018
season. Resulting vacancies in the
second and third quarters were
filled, but first quarter event days
were lost. The open dates however
did allow the facility to host events
typically turned away due to lack of
availability (i.e. corporate events,
movie film shoots, culture specific
productions, consumer events and
additional graduations). By the end of FY18 the Event Center will have hosted 128 event days all of which
drive economic impact for the City. Taking into consideration the single sports tenant and the Allen
Americans’ first round exit from the playoffs, attendance trended upward for FY18 due in part to added
program diversity and increased hockey game average attendance. Unfortunately, the dates being held for
the additional six hockey games were unable to be filled with other activities on such short notice.
Allen Community Ice Rink Attendance
The Community Ice Rink (ACIR) is seeing consistent numbers in attendance. Programming saw a
participation record spurred by coverage of the Winter Olympics. Youth Hockey overcame challenges,
including separation from Dallas Stars Youth Hockey, recording only a slight decline in the registrations.
The Adult Hockey leagues remained consistent, and community engagement saw record numbers for
holiday and themed events. Rental attendance is on the decline as rentals are trending to practices or
smaller on ice activities as opposed to prior years when rentals were typically games and larger group
activities. The increased number of arena conversions this year reduced the number of available hours for
ACIR activities. Additionally, the early end of hockey resulted in the arena’s ice being removed several
ALLEN EVENT CENTER
FUND: GENERAL FUND
ORG: 1480100-1485320 268,337290,015253,795254,539135 127 138 170 107 105 101 97 80
100
120
140
160
150,000
175,000
200,000
225,000
250,000
275,000
300,000
2 0 1 5 2 0 1 6 2 0 1 7 2 0 1
est.
8 Event Days & EventsAttendanceArena Attendance, Event Days, &
Events
Attendance Event Days
Events Attendance Goal
Event Days Goal Events Goal
PERFORMANCE MEASURES
189GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
The management and operation of the Allen Event Center has a significant impact on the community, and
as such there are several goals and strategies in the City’s Strategic Plan that guide its administration. This
includes Goal 2 – Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen, Goal 4 – Signify, enhance, and communicate Allen's identity to the region and the nation, Goal
6 – Maintain operational excellence in city government services, and Goal 7 – Provide economic investment
that increases employment opportunity, the tax base, and provides desired goods and services for residents
and contributes to the community character and identity. The following measures report on efforts toward
these goals.
Arena Attendance, Event
Days, & Events
A transition period was seen in
FY18 with the unexpected
suspension of operations by a
sports tenant for the 2017-2018
season. Resulting vacancies in the
second and third quarters were
filled, but first quarter event days
were lost. The open dates however
did allow the facility to host events
typically turned away due to lack of
availability (i.e. corporate events,
movie film shoots, culture specific
productions, consumer events and
additional graduations). By the end of FY18 the Event Center will have hosted 128 event days all of which
drive economic impact for the City. Taking into consideration the single sports tenant and the Allen
Americans’ first round exit from the playoffs, attendance trended upward for FY18 due in part to added
program diversity and increased hockey game average attendance. Unfortunately, the dates being held for
the additional six hockey games were unable to be filled with other activities on such short notice.
Allen Community Ice Rink Attendance
The Community Ice Rink (ACIR) is seeing consistent numbers in attendance. Programming saw a
participation record spurred by coverage of the Winter Olympics. Youth Hockey overcame challenges,
including separation from Dallas Stars Youth Hockey, recording only a slight decline in the registrations.
The Adult Hockey leagues remained consistent, and community engagement saw record numbers for
holiday and themed events. Rental attendance is on the decline as rentals are trending to practices or
smaller on ice activities as opposed to prior years when rentals were typically games and larger group
activities. The increased number of arena conversions this year reduced the number of available hours for
ACIR activities. Additionally, the early end of hockey resulted in the arena’s ice being removed several
ALLEN EVENT CENTER
FUND: GENERAL FUND
ORG: 1480100-1485320 268,337290,015253,795254,539135 127 138 170 107 105 101 97 80
100
120
140
160
150,000
175,000
200,000
225,000
250,000
275,000
300,000
2 0 1 5 2 0 1 6 2 0 1 7 2 0 1
est.
8 Event Days & EventsAttendanceArena Attendance, Event Days, &
Events
Attendance Event Days
Events Attendance Goal
Event Days Goal Events Goal
PERFORMANCE MEASURES
190GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
weeks early. Hours were further
reduced this year by maintenance
projects requiring closing of the
facility. This has had an adverse
reaction on registrations.
112,092 132,698 116,024114,27290,478 119,871 106,756106,45821,614 12,827 9,2687,8140
5000
10000
15000
20000
25000
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
2 0 1 5 2 0 1 6 2 0 1 7 2 0 1
est.
8
ACIR Attendance
Annual Total Programs & Drop-ins
Rentals Annual Goal
Chief
1
Senior
Administrative
Assistant
1
Chaplains
CID Deputy Chief
1
Patrol Service Deputy Chief
1
Support Services Deputy Chief
1
Lieutenant
1
Administrative
Assistant
1
Police Services
Technician
2
Animal ControlSupervisor 1
Sr Animal Control
Officer 2
Animal Control Officer
4
Detention FacilityDetention Officer
8
CommunicationsPolice/Fire EMS Manager
1
Police/Fire EMS
Supervisor
3
Police/Fire EMS
Dispatcher
16
Records Technician
4
Administrative Assistant
1
Crimes Against PersonsSergeant 1
Corporal 1
Officer/Investigator 4
Child Abuse Investigator 3*
Victim Advocate 1
NarcoticsSergeant 1
Corporal 1
Officer/Investigator 2
Crime Analyst
1
Criminalist
2
Property Evidence Tech
2
Administrative
Assistant
1
A WatchLieutenant 2
Sergeant 4
Corporal 4
Officer 26
B WatchLieutenant 2
Sergeant 4
Corporal 4
Officer 28
Traffi cSergeant 1
Officer 5
K-9Sergeant 1
Officer 3
Lieutenant
1
Public Safety Officer
5
Community RelationsSergeant 1
Officer 3
Professional Standards
Lieutenant 1
Officer 3
Administrative Assistant 1
Crimes Against Property
Sergeant 1
Corporal 2
Officer/Investigator 8
Quartermaster
1
Street Crimes Unit
Officer 2
Administrative
Sergeant
1
School Resources
Sergeant 1
Corporal 1
Officer 10
Police Records
Supervisor
1
Internal AffairsSergeant 1
Officer 1
Municipal CourtBailiff
1**
*One FTE funded by Public Safety Grant.
** Position funded by Special Revenue.
POLICE
FUND: GENERAL FUND
ORG: 1330100, 1335100, 1335215, 1335220, 1335225, 1340100, 1345100
191GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
weeks early. Hours were further
reduced this year by maintenance
projects requiring closing of the
facility. This has had an adverse
reaction on registrations.
112,092 132,698 116,024114,27290,478 119,871 106,756106,45821,614 12,827 9,2687,8140
5000
10000
15000
20000
25000
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
2 0 1 5 2 0 1 6 2 0 1 7 2 0 1
est.
8
ACIR Attendance
Annual TotalPrograms & Drop-ins
RentalsAnnual Goal
Chief
1
Senior
Administrative
Assistant
1
Chaplains
CID Deputy Chief
1
Patrol Service Deputy Chief
1
Support Services Deputy Chief
1
Lieutenant
1
Administrative
Assistant
1
Police Services
Technician
2
Animal ControlSupervisor 1
Sr Animal Control
Officer 2
Animal Control Officer
4
Detention FacilityDetention Officer
8
CommunicationsPolice/Fire EMS Manager
1
Police/Fire EMS
Supervisor
3
Police/Fire EMS
Dispatcher
16
Records Technician
4
Administrative Assistant
1
Crimes Against PersonsSergeant 1
Corporal 1
Officer/Investigator 4
Child Abuse Investigator 3*
Victim Advocate 1
NarcoticsSergeant 1
Corporal 1
Officer/Investigator 2
Crime Analyst
1
Criminalist
2
Property Evidence Tech
2
Administrative
Assistant
1
A WatchLieutenant 2
Sergeant 4
Corporal 4
Officer 26
B WatchLieutenant 2
Sergeant 4
Corporal 4
Officer 28
Traffi cSergeant 1
Officer 5
K-9Sergeant 1
Officer 3
Lieutenant
1
Public Safety Officer
5
Community RelationsSergeant 1
Officer 3
Professional Standards
Lieutenant 1
Officer 3
Administrative Assistant 1
Crimes Against Property
Sergeant 1
Corporal 2
Officer/Investigator 8
Quartermaster
1
Street Crimes Unit
Officer 2
Administrative
Sergeant
1
School Resources
Sergeant 1
Corporal 1
Officer 10
Police Records
Supervisor
1
Internal AffairsSergeant 1
Officer 1
Municipal CourtBailiff
1**
*One FTE funded by Public Safety Grant.
** Position funded by Special Revenue.
POLICE
FUND: GENERAL FUND
ORG: 1330100, 1335100, 1335215, 1335220, 1335225, 1340100, 1345100
192GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
The City Charter provides for the Allen Police Department to preserve order within the city limits and
secure the residents from violence and property loss.
Goal 1. Enhance Community Livability and Safety
Strategy - Continue to provide progressive and efficient emergency services
Continued the Data-Driven Approach to Crime and Traffic Safety (DDACTS) program to address
property crimes and traffic related incidents in a defined area of the city.
Created and issued a Request for Proposals (RFP) for new public safety software to include dispatch,
mobile computers and law records management. The City is currently in the final stages of
evaluating and selecting a final software provider.
Entered into a long-term Inter-Local Agreement with the Allen Independent School District to
provide and enhance the School Resource Officer Program to meet the growing needs of both the
City and the School District.
Enhanced police officer recruiting to fill vacant positions and entered into an agreement to train
police officer recruits at the Plano - Richardson Police Academy. This included establishing a lateral
transfer program for qualified applicants that are already police officers in another jurisdiction.
Occupied and began utilizing the new firearms training center at Collin College for police
qualifications and training.
Goal 1. Enhance Community Livability and Safety
Strategy - Continue to provide progressive and efficient emergency services
Continue to pursue grants for the department to focus on personnel, crime victims, equipment and
technology needs.
Continue to monitor and enhance the DDACTS program and other crime prevention efforts to
deter property offenses in high crime areas of the city while lowering the amount of traffic related
incidents in the same zone.
Select a sole vendor to provide new and more functional software and hardware for dispatch,
mobile computing and police records management. Begin the implementation and setup process
for the new public safety software.
Conduct computer forensics in-house and work with other area law enforcement agencies to assist
each other with large scale investigations involving computer crimes.
Work with other area law enforcement agencies to better utilize the sharing of resources and
improve the exchange of intelligence information with an emphasis on enhancing the Collin
County Fusion Center.
POLICE
FUND: GENERAL FUND
ORG: 1330100-1350100
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
POLICE
FUND: GENERAL FUND
ORG: 1330100-1350100
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 18,801,366 19,538,877 19,726,377 22,524,002
Operations 335,747 1,745,268 1,767,617 2,468,787
Supplies 364,386 328,898 351,398 340,391
Maintenance 296,261 284,949 295,949 295,526
Professional Services 227,419 181,250 302,950 317,050
Capital - 110,104 110,104 -
20,025,179$ 22,189,346$ 22,554,395$ 25,945,756$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME - SWORN ACTUAL BUDGET AMENDED BUDGET
Police Chief 1111
Deputy Police Chief 3333
Police Lieutenant 7777
Police Sergeant 17 17 17 17
Police Corporal 13 13 13 13
Police Officer*85 89 89 98
Bailiff**0 0 1 1
126 130 131 140
FULL TIME - NON-SWORN
Emergency Comms. Manager 1111
Animal Control Supervisor 1111
Criminalist 2222
Victims Advocate 1111
Criminal Analyst 1111
Police Records Supervisor 1111
Police/Fire Dispatch Supervisor 3333
Police/Fire Dispatcher 16 16 16 16
Senior Animal Control Officer 1 1 2 2
Police Services Technician 1111
Senior Administrative Assistant 1111
Animal Control Officer 5 5 4 4
Detention Officer 8888
Property/Evidence Technician 2222
Public Safety Officer 5555
Quartermaster 1111
Administrative Assistant 4444
Police Records Technician 4444
58 58 58 58
184 188 189 198
*One position is funded by a Public Safety grant.
** This position is funded by special revenue.
TOTAL FULL TIME
EXPENDITURE SUMMARY
PERSONNEL SUMMARY
SUBTOTAL - NON-SWORN
SUBTOTAL - SWORN
DEPARTMENT TOTAL
193GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
POLICE
FUND: GENERAL FUND
ORG: 1330100-1350100
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 18,801,366 19,538,877 19,726,377 22,524,002
Operations 335,747 1,745,268 1,767,617 2,468,787
Supplies 364,386 328,898 351,398 340,391
Maintenance 296,261 284,949 295,949 295,526
Professional Services 227,419 181,250 302,950 317,050
Capital - 110,104 110,104 -
20,025,179$ 22,189,346$ 22,554,395$ 25,945,756$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME - SWORN ACTUAL BUDGET AMENDED BUDGET
Police Chief 1111
Deputy Police Chief 3333
Police Lieutenant 7777
Police Sergeant 17 17 17 17
Police Corporal 13 13 13 13
Police Officer*85 89 89 98
Bailiff**0 0 1 1
126 130 131 140
FULL TIME - NON-SWORN
Emergency Comms. Manager 1111
Animal Control Supervisor 1111
Criminalist 2222
Victims Advocate 1111
Criminal Analyst 1111
Police Records Supervisor 1111
Police/Fire Dispatch Supervisor 3333
Police/Fire Dispatcher 16 16 16 16
Senior Animal Control Officer 1 1 2 2
Police Services Technician 1111
Senior Administrative Assistant 1111
Animal Control Officer 5 5 4 4
Detention Officer 8888
Property/Evidence Technician 2222
Public Safety Officer 5555
Quartermaster 1111
Administrative Assistant 4444
Police Records Technician 4444
58 58 58 58
184 188 189 198
*One position is funded by a Public Safety grant.
** This position is funded by special revenue.
TOTAL FULL TIME
EXPENDITURE SUMMARY
PERSONNEL SUMMARY
SUBTOTAL - NON-SWORN
SUBTOTAL - SWORN
DEPARTMENT TOTAL
194GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
POLICE
FUND: GENERAL FUND
ORG: 1330100-1350100
2016-2017 2017-2018 2017-2018 2018-2019
PART TIME ACTUAL BUDGET AMENDED BUDGET
Police Services Technician 1111
1111
185 189 190 199
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 12,501,308 12,956,875 12,844,375 14,916,829
Longevity 81,098 85,786 85,786 87,918
Overtime 991,975 790,975 1,090,975 975,536
FICA 985,698 1,004,759 1,004,759 1,168,871
TMRS 1,930,887 1,933,681 1,933,681 2,272,954
Worker's Compensation 162,498 195,924 195,924 230,842
Health Insurance 1,926,532 2,323,794 2,323,794 2,604,227
Health Savings Account 27,395 25,076 25,076 36,409
Dental Insurance 133,077 157,250 157,250 159,048
Long-term Disability 14,724 15,887 15,887 18,252
Life Insurance 9,478 10,308 10,308 11,739
Flexible Spending 3,696 3,762 3,762 4,177
Clothing Allowance 33,000 34,800 34,800 37,200
18,801,366$ 19,538,877$ 19,726,377$ 22,524,002$
OPERATIONS
Phone/ Data Connectivity*- - - 70,980
Fuel*18,266 - - 360,283
Water*- - - 11,628
Natural Gas*- - - 7,700
Electricity*- - - 82,000
Technology Maintenance - 647,312 647,312 641,477
Rolling Stock Replacement - 795,983 802,442 827,793
Travel & Training 124,127 100,850 106,093 105,350
Dues & Subscriptions 18,654 12,025 12,025 16,000
Uniforms 85,163 82,600 93,247 85,000
Postage & Freight 9,950 9,350 9,350 10,000
Rentals 40,606 46,600 46,600 47,530
Outside Printing 9,528 12,500 12,400 8,500
Meetings & Receptions 9,804 11,270 11,270 11,270
Insurance*- - - 158,298
Canine Maintenance 7,872 8,500 8,500 8,500
Crime Prevention 5,429 7,478 7,478 7,478
Notices Required by Law**- - 100 1,000
*Includes Reallocated Cost from Internal Services; Fuel reallocated from Community Services
**Moved from Outside Printing per Senate Bill 622
TOTAL FULL-TIME-EQUIVALENT
TOTAL PART TIME
SUBTOTAL
EXPENDITURE DETAIL
PERSONNEL SUMMARY - CONTINUED
POLICE
FUND: GENERAL FUND
ORG: 1330100-1350100
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Narcotics Operations 6,348 10,800 10,800 8,000
335,747$ 1,745,268$1,767,617$ 2,468,787$
SUPPLIES
IT-Small Equipment - - - 12,565
General Supplies 71,897 71,400 71,400 76,500
Small Tools & Minor Equipment 211,697 172,828 175,328 167,540
Ammunition Supplies 57,664 72,500 72,500 75,786
SWAT Expenses 7,330 7,300 7,300 8,000
Abandoned Property Expenses 15,798 4,870 24,870 -
364,386$328,898$351,398$ 340,391$
MAINTENANCE
Facility Maintenance 7,411 7,500 18,500 8,500
Vehicle Maintenance 251,451 237,929 237,929 247,506
Equipment Maintenance 37,399 39,520 39,520 39,520
296,261$ 284,949$ 295,949$295,526$
PROFESSIONAL SERVICES
Contractual Services 99,941 6,600 111,600 126,600
Lease Agreements*2,976 3,300 3,300 19,050
Professional Services 118,405 156,350 173,050 156,400
Immunization/ Physical Exp - 5,000 5,000 5,000
Donation Expenses 6,097 10,000 10,000 10,000
227,419$181,250$302,950$317,050$
CAPITAL OUTLAY
Vehicles - 110,104 110,104 -
-$ 110,104$ 110,104$ -$
20,025,179$ 22,189,346$ 22,554,395$ 25,945,756$
*Includes Reallocated Cost from Internal Services
2016-2017 2017-2018 2017-2018 2018-2019
VEHICLES ACTUAL BUDGET AMENDED BUDGET
Two Ford SUV's - Patrol Vehicles - 60,000 60,000 -
New Vehicle Equipment Installation - 38,800 38,800 -
New Vehicle MDC's - 11,304 11,304 -
-$ 110,104$ 110,104$ -$
*The items listed are non-recurring capital expenses based on increased service to the community.
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
DEPARTMENT TOTALS
CAPITAL EXPENDITURE LIST*
EXPENDITURE DETAIL - CONTINUED
195GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
POLICE
FUND: GENERAL FUND
ORG: 1330100-1350100
2016-20172017-20182017-20182018-2019
PART TIMEACTUALBUDGETAMENDEDBUDGET
Police Services Technician 1111
1111
185189190199
2016-20172017-20182017-20182018-2019
PERSONNEL SERVICESACTUALBUDGETAMENDEDBUDGET
Salaries12,501,30812,956,875 12,844,375 14,916,829
Longevity81,098 85,78685,78687,918
Overtime991,975 790,975 1,090,975 975,536
FICA985,698 1,004,759 1,004,759 1,168,871
TMRS1,930,887 1,933,681 1,933,681 2,272,954
Worker's Compensation162,498 195,924 195,924 230,842
Health Insurance1,926,5322,323,7942,323,7942,604,227
Health Savings Account27,395 25,07625,07636,409
Dental Insurance133,077157,250157,250159,048
Long-term Disability14,724 15,88715,88718,252
Life Insurance9,47810,308 10,308 11,739
Flexible Spending3,696 3,762 3,762 4,177
Clothing Allowance33,000 34,800 34,800 37,200
18,801,366$ 19,538,877$ 19,726,377$ 22,524,002$
OPERATIONS
Phone/ Data Connectivity*- - - 70,980
Fuel*18,266- - 360,283
Water*- - - 11,628
Natural Gas*- - - 7,700
Electricity*- - - 82,000
Technology Maintenance- 647,312 647,312 641,477
Rolling Stock Replacement- 795,983802,442 827,793
Travel & Training124,127 100,850106,093 105,350
Dues & Subscriptions18,654 12,02512,02516,000
Uniforms85,16382,600 93,24785,000
Postage & Freight9,9509,350 9,350 10,000
Rentals40,606 46,600 46,600 47,530
Outside Printing9,528 12,500 12,400 8,500
Meetings & Receptions9,804 11,27011,27011,270
Insurance*- - - 158,298
Canine Maintenance7,872 8,5008,5008,500
Crime Prevention5,429 7,4787,4787,478
Notices Required by Law**- - 100 1,000
*Includes Reallocated Cost from Internal Services; Fuel reallocated from Community Services
**Moved from Outside Printing per Senate Bill 622
TOTAL FULL-TIME-EQUIVALENT
TOTAL PART TIME
SUBTOTAL
EXPENDITURE DETAIL
PERSONNEL SUMMARY - CONTINUED
POLICE
FUND: GENERAL FUND
ORG: 1330100-1350100
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Narcotics Operations 6,348 10,800 10,800 8,000
335,747$ 1,745,268$1,767,617$ 2,468,787$
SUPPLIES
IT-Small Equipment - - - 12,565
General Supplies 71,897 71,400 71,400 76,500
Small Tools & Minor Equipment 211,697 172,828 175,328 167,540
Ammunition Supplies 57,664 72,500 72,500 75,786
SWAT Expenses 7,330 7,300 7,300 8,000
Abandoned Property Expenses 15,798 4,870 24,870 -
364,386$328,898$351,398$ 340,391$
MAINTENANCE
Facility Maintenance 7,411 7,500 18,500 8,500
Vehicle Maintenance 251,451 237,929 237,929 247,506
Equipment Maintenance 37,399 39,520 39,520 39,520
296,261$ 284,949$ 295,949$295,526$
PROFESSIONAL SERVICES
Contractual Services 99,941 6,600 111,600 126,600
Lease Agreements*2,976 3,300 3,300 19,050
Professional Services 118,405 156,350 173,050 156,400
Immunization/ Physical Exp - 5,000 5,000 5,000
Donation Expenses 6,097 10,000 10,000 10,000
227,419$181,250$302,950$317,050$
CAPITAL OUTLAY
Vehicles - 110,104 110,104 -
-$ 110,104$ 110,104$ -$
20,025,179$ 22,189,346$ 22,554,395$ 25,945,756$
*Includes Reallocated Cost from Internal Services
2016-2017 2017-2018 2017-2018 2018-2019
VEHICLES ACTUAL BUDGET AMENDED BUDGET
Two Ford SUV's - Patrol Vehicles - 60,000 60,000 -
New Vehicle Equipment Installation - 38,800 38,800 -
New Vehicle MDC's - 11,304 11,304 -
-$ 110,104$ 110,104$ -$
*The items listed are non-recurring capital expenses based on increased service to the community.
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
DEPARTMENT TOTALS
CAPITAL EXPENDITURE LIST*
EXPENDITURE DETAIL - CONTINUED
196GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Crime Rates
Each year, cities and police departments throughout the country calculate, examine and make necessary
changes in reporting the previous year’s crime rate statistics. Generally, crime trends in America are based
upon two factors:
Crime Volume – the aggregate sum of the Crime Index
Crime Rates – the rate at which crimes are expressed as a number per 1,000 residents. This figure
compensates for the changes in population.
All projections for 2018 are based on prior call history, projections made by the department and other
factors.
Part I Crimes (Major Crimes)
In the 2017 calendar year, the Allen Police Department experienced an increase in Part I crimes. Part I
crimes are those serious offenses which include Murder, Rape, Aggravated Assault, Robbery, Arson,
Burglary, Larceny-Theft and Motor Vehicle Theft. Part II crimes generally refer to those crimes that include,
but are not necessarily limited to Forgery, Fraud, Stolen Property, Criminal Mischief, Liquor Law violations
and Weapons offenses.
*Statistical information based on reports from different informational sources.
**To be consistent with prior years the above mentioned numbers include Simple Assault statistics that are not a
Part I offense.
The City of Allen experienced an overall increase of approximately 12.14% in the Uniform Crime Index-
defined Part I crimes as compared to 2016. The increase is based upon raw number comparisons. Based on
UCR Part I crime (major crimes) statistics from January 1 through May 31, 2018, Part I incidents are projected
to slightly decrease this year. The Data Driven Approaches to Crime and Traffic Safety (DDACTS) program
implemented in 2017 continues to address the increase in property crimes such as theft and robbery (theft
by force) at high profile retail locations.
POLICE
FUND: GENERAL FUND
ORG: 1330100-1350100
1,528 1,442 1,570 1,787 1,740
0
500
1,000
1,500
2,000
2014 2015 2016 2017 2018 est.*
Part 1 Crimes**
PERFORMANCE MEASURES
In 2013, the Allen Police Department had a significant shift in how crimes are reported to the State of Texas
and subsequently the FBI. The police department must now manually compile all reportable crime statistics
to the State. Additionally, the police department lost the ability to utilize the National Incident Based
Reporting System (NIBRS) which was a more precise and accurate system of collecting crime information
about our community and allowed for a more comprehensive review of crime data. The department is
required to begin using NIBRS in 2019 to comply with federal and state requirements.
Offense Reports and Arrests
The Allen Police Department continually examines the number of offenses and information reports officers
submit and the number of arrests made. While Part I crimes measure only a few offense categories, the total
number of reports submitted provides a better look at the crimes and incidents that occur in the city. The
increase in reports submitted in 2017 is in part related to the increase in arrests that were made during the
year.
Another measurement the department utilizes is the number of arrests made by police officers in the city.
There was an increase in the number of arrests in 2017 when compared to 2016. Current 2018 projections
trend toward a reduction in arrest totals for the calendar year. Numerous factors can contribute to short
term fluctuations in arrest numbers to include, but not limited to, crime prevention/deterrence, types of
arrests made, staffing levels, and the varying nature and complexity of calls for service.
6,875
5,262
6,861 7,185 7,020
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2014 2015 2016 2017 2018 est.*
Reports Submitted
2,968
2,511 2,675 2,795 2,438
0
500
1,000
1,500
2,000
2,500
3,000
3,500
2014 2015 2016 2017 2018 est.*
Arrests Made
197GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Crime Rates
Each year, cities and police departments throughout the country calculate, examine and make necessary
changes in reporting the previous year’s crime rate statistics. Generally, crime trends in America are based
upon two factors:
Crime Volume – the aggregate sum of the Crime Index
Crime Rates – the rate at which crimes are expressed as a number per 1,000 residents. This figure
compensates for the changes in population.
All projections for 2018 are based on prior call history, projections made by the department and other
factors.
Part I Crimes (Major Crimes)
In the 2017 calendar year, the Allen Police Department experienced an increase in Part I crimes. Part I
crimes are those serious offenses which include Murder, Rape, Aggravated Assault, Robbery, Arson,
Burglary, Larceny-Theft and Motor Vehicle Theft. Part II crimes generally refer to those crimes that include,
but are not necessarily limited to Forgery, Fraud, Stolen Property, Criminal Mischief, Liquor Law violations
and Weapons offenses.
*Statistical information based on reports from different informational sources.
**To be consistent with prior years the above mentioned numbers include Simple Assault statistics that are not a
Part I offense.
The City of Allen experienced an overall increase of approximately 12.14% in the Uniform Crime Index-
defined Part I crimes as compared to 2016. The increase is based upon raw number comparisons. Based on
UCR Part I crime (major crimes) statistics from January 1 through May 31, 2018, Part I incidents are projected
to slightly decrease this year. The Data Driven Approaches to Crime and Traffic Safety (DDACTS) program
implemented in 2017 continues to address the increase in property crimes such as theft and robbery (theft
by force) at high profile retail locations.
POLICE
FUND: GENERAL FUND
ORG: 1330100-1350100
1,5281,4421,5701,7871,740
0
500
1,000
1,500
2,000
2014201520162017 2018 est.*
Part 1 Crimes**
PERFORMANCE MEASURES
In 2013, the Allen Police Department had a significant shift in how crimes are reported to the State of Texas
and subsequently the FBI. The police department must now manually compile all reportable crime statistics
to the State. Additionally, the police department lost the ability to utilize the National Incident Based
Reporting System (NIBRS) which was a more precise and accurate system of collecting crime information
about our community and allowed for a more comprehensive review of crime data. The department is
required to begin using NIBRS in 2019 to comply with federal and state requirements.
Offense Reports and Arrests
The Allen Police Department continually examines the number of offenses and information reports officers
submit and the number of arrests made. While Part I crimes measure only a few offense categories, the total
number of reports submitted provides a better look at the crimes and incidents that occur in the city. The
increase in reports submitted in 2017 is in part related to the increase in arrests that were made during the
year.
Another measurement the department utilizes is the number of arrests made by police officers in the city.
There was an increase in the number of arrests in 2017 when compared to 2016. Current 2018 projections
trend toward a reduction in arrest totals for the calendar year. Numerous factors can contribute to short
term fluctuations in arrest numbers to include, but not limited to, crime prevention/deterrence, types of
arrests made, staffing levels, and the varying nature and complexity of calls for service.
6,875
5,262
6,861 7,185 7,020
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2014 2015 2016 2017 2018 est.*
Reports Submitted
2,968
2,511 2,675 2,795 2,438
0
500
1,000
1,500
2,000
2,500
3,000
3,500
2014 2015 2016 2017 2018 est.*
Arrests Made
198GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Traffic
As the City and surrounding areas continue to grow, the police department will continue to experience
growth in the traffic volume. The chart below indicates the number of calls for service officers are
dispatched to both major and minor crashes. Report/ crash analysis still remains a challenge in the RMS
system. It should be noted that many times crashes are dispatched as a minor (no injuries) and change to a
major (injuries involved) once officers are on scene and vice versa.
Citations are also monitored by the department. The department received numerous complaints
throughout the city from homeowners, businesses, and homeowner associations relating to traffic
complaints, most often speeders and persons who disregard traffic control devices (stop signs/stop lights).
There is an increase in the projected number of citations for 2018. The department will continue to utilize
the State Traffic Enforcement Program (STEP) grant to increase traffic enforcement.
19,042
13,471 15,018 14,376 14,712
0
5,000
10,000
15,000
20,000
2014 2015 2016 2017 2018 est.*
Citations Issued
2,206
2,627 2,551
2,277 2,239
410 501 512 557 454
0
500
1,000
1,500
2,000
2,500
3,000
2014 2015 2016 2017 2018 est.*
Calls For Service - Crashes
Minor Major
Calls for Service/ Officer Initiated Activity
In 2017, the police department experienced a 12.34% increase in total calls for service and officer self-
initiated activity as follows:
Department 2014 2015 2016 2017 2018*
Police 73,031 65,192 67,627 77,147 76,956
Fire/ EMS 5,190 5,630 5,966 6,284 6,571
This increase is related to officers being assigned more dispatched calls for service and when available
increasing self-initiated activities such as traffic enforcement, preventive patrols, and self-initiated
investigations/ follow ups.
The Allen Police Department continues its proactive approach to crime prevention and Community
Oriented Policing. In 2017, the department conducted 120,848 directed patrols and 17,546 park & walks.
Volunteer programs such as the Citizens on Patrol, Citizens Police Academy and Volunteers In Policing
programs donated more than 10,000 hours of time to the department. This translates into a savings of
thousands of dollars and supports our Community Oriented Policing philosophies.
Animal Control
As a part of the Support Services Division, the Animal Control Unit is responsible for the safety of citizens
regarding domestic animals, wildlife and livestock. This includes rabies prevention, animal bite
investigation and public education on responsible pet ownership. In addition, this unit administers animal
adoptions and provides housing and care for stray and unwanted animals. In 2017, the Animal Control Unit
responded to 3,964 calls for service; this is a slight increase from 2016.
2,542 2,967
3,944 3,964
3,418
0
1,000
2,000
3,000
4,000
5,000
2014 2015 2016 2017 2018 est.*
Animal Control Calls for Service
199GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Traffic
As the City and surrounding areas continue to grow, the police department will continue to experience
growth in the traffic volume. The chart below indicates the number of calls for service officers are
dispatched to both major and minor crashes. Report/ crash analysis still remains a challenge in the RMS
system. It should be noted that many times crashes are dispatched as a minor (no injuries) and change to a
major (injuries involved) once officers are on scene and vice versa.
Citations are also monitored by the department. The department received numerous complaints
throughout the city from homeowners, businesses, and homeowner associations relating to traffic
complaints, most often speeders and persons who disregard traffic control devices (stop signs/stop lights).
There is an increase in the projected number of citations for 2018. The department will continue to utilize
the State Traffic Enforcement Program (STEP) grant to increase traffic enforcement.
19,042
13,47115,01814,37614,712
0
5,000
10,000
15,000
20,000
2014201520162017 2018 est.*
Citations Issued
2,206
2,6272,551
2,2772,239
410501512557454
0
500
1,000
1,500
2,000
2,500
3,000
2014201520162017 2018 est.*
Calls For Service - Crashes
MinorMajor
Calls for Service/ Officer Initiated Activity
In 2017, the police department experienced a 12.34% increase in total calls for service and officer self-
initiated activity as follows:
Department 2014 2015 2016 2017 2018*
Police 73,031 65,192 67,627 77,147 76,956
Fire/ EMS 5,190 5,630 5,966 6,284 6,571
This increase is related to officers being assigned more dispatched calls for service and when available
increasing self-initiated activities such as traffic enforcement, preventive patrols, and self-initiated
investigations/ follow ups.
The Allen Police Department continues its proactive approach to crime prevention and Community
Oriented Policing. In 2017, the department conducted 120,848 directed patrols and 17,546 park & walks.
Volunteer programs such as the Citizens on Patrol, Citizens Police Academy and Volunteers In Policing
programs donated more than 10,000 hours of time to the department. This translates into a savings of
thousands of dollars and supports our Community Oriented Policing philosophies.
Animal Control
As a part of the Support Services Division, the Animal Control Unit is responsible for the safety of citizens
regarding domestic animals, wildlife and livestock. This includes rabies prevention, animal bite
investigation and public education on responsible pet ownership. In addition, this unit administers animal
adoptions and provides housing and care for stray and unwanted animals. In 2017, the Animal Control Unit
responded to 3,964 calls for service; this is a slight increase from 2016.
2,542 2,967
3,944 3,964
3,418
0
1,000
2,000
3,000
4,000
5,000
2014 2015 2016 2017 2018 est.*
Animal Control Calls for Service
200GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Public and Media Relations
Director
1
Executive Producer
1
Video Producer
2
Marketing &
Content Manager
1
Senior Marketing
Specialist
1
Social Media
Coordinator
1
PUBLIC & MEDIA RELATIONS
FUND: GENERAL FUND
ORG: 1120100
The Public and Media Relations Office (PAMRO) provides information about city government, programs
and services to residents and the media. The office produces the City's weekly e-news and special
publications, oversees the City's website and social media outlets, and manages the government access
channel - Allen City Television (ACTV). The office also helps coordinate special events and works with other
City departments regarding education, outreach and marketing efforts.
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation
Supported Allen CVB marketing efforts for brand refresh, National Tourism Week, and Bring It to
Allen promotion.
Continued work with cross promotional team with Parks/ Event Center marketing staff, CVB and
PAMRO staff to discuss ongoing media and promotional opportunities and strategies.
Began monthly marketing meeting with EDC to determine local coverage for economic
development initiatives.
Produced the 2017-2020 Communication Plan to include continued growth of social channels,
expanded objectives for Crisis Communication, and completion of Phase I for new graphic identity
guidelines and standards.
Continued to support media requests, make story pitches, and report on media coverage utilizing
database platform.
Supported over 120 departmental requests for promotion, coverage, special projects, campaigns
and specialty content development.
Goal 6. Maintain operational excellence in City government services
Strategy - Utilize technology for optimum performance and customer service
Utilized software platforms for media distribution/monitoring, social media archiving and social
media monitoring.
Continued management of PrideWire, the employee intranet.
Continued to use and promote AllenNews.org as a primary source for city-wide news, events and
video coverage.
ACTV received 1st place for Overall Programming Excellence from both national and state
associations and was nominated for two Lone Star Emmy Awards.
Launched LIVE streaming on ACTV’s YouTube channel which allowed real-time streaming of
regional graduation ceremonies at the Allen Event Center which resulted in over 3,000 on-line
views.
Upgraded projection system and projection screen in Council Chambers to accommodate
widescreen HD presentations.
Launched newly designed graphic message board for cable channel.
Executed contract for TM Television to design, build and install Editorial Storage and Asset
Management system (CatDV) to allow sharing and archiving of video files between ACTV staff
members.
PUBLIC AND MEDIA RELATIONS
FUND: GENERAL FUND
ORG: 1120100
ACCOMPLISHMENTS IN FY2018
201GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Public and Media Relations
Director
1
Executive Producer
1
Video Producer
2
Marketing &
Content Manager
1
Senior Marketing
Specialist
1
Social Media
Coordinator
1
PUBLIC & MEDIA RELATIONS
FUND: GENERAL FUND
ORG: 1120100
The Public and Media Relations Office (PAMRO) provides information about city government, programs
and services to residents and the media. The office produces the City's weekly e-news and special
publications, oversees the City's website and social media outlets, and manages the government access
channel - Allen City Television (ACTV). The office also helps coordinate special events and works with other
City departments regarding education, outreach and marketing efforts.
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation
Supported Allen CVB marketing efforts for brand refresh, National Tourism Week, and Bring It to
Allen promotion.
Continued work with cross promotional team with Parks/ Event Center marketing staff, CVB and
PAMRO staff to discuss ongoing media and promotional opportunities and strategies.
Began monthly marketing meeting with EDC to determine local coverage for economic
development initiatives.
Produced the 2017-2020 Communication Plan to include continued growth of social channels,
expanded objectives for Crisis Communication, and completion of Phase I for new graphic identity
guidelines and standards.
Continued to support media requests, make story pitches, and report on media coverage utilizing
database platform.
Supported over 120 departmental requests for promotion, coverage, special projects, campaigns
and specialty content development.
Goal 6. Maintain operational excellence in City government services
Strategy - Utilize technology for optimum performance and customer service
Utilized software platforms for media distribution/monitoring, social media archiving and social
media monitoring.
Continued management of PrideWire, the employee intranet.
Continued to use and promote AllenNews.org as a primary source for city-wide news, events and
video coverage.
ACTV received 1st place for Overall Programming Excellence from both national and state
associations and was nominated for two Lone Star Emmy Awards.
Launched LIVE streaming on ACTV’s YouTube channel which allowed real-time streaming of
regional graduation ceremonies at the Allen Event Center which resulted in over 3,000 on-line
views.
Upgraded projection system and projection screen in Council Chambers to accommodate
widescreen HD presentations.
Launched newly designed graphic message board for cable channel.
Executed contract for TM Television to design, build and install Editorial Storage and Asset
Management system (CatDV) to allow sharing and archiving of video files between ACTV staff
members.
PUBLIC AND MEDIA RELATIONS
FUND: GENERAL FUND
ORG: 1120100
ACCOMPLISHMENTS IN FY2018
202GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation
Continue to support CVB marketing efforts.
Continue cross promotional team initiatives with Parks/ Event Center marketing staff, CVB and
EDC.
Implement new graphic standards citywide and continue to enhance overall graphic identity of
City communication.
Goal 6. Maintain operational excellence in City government services
Strategy - Utilize technology for optimum performance and customer service
Design and deploy more robust intranet for employee work tools and communication.
Installation of electronic voting system for Council Chambers.
Improve lighting for Civic Auditorium stage to enhance recording of programs that air on ACTV.
OBJECTIVES FOR FY2019
203GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation
Continue to support CVB marketing efforts.
Continue cross promotional team initiatives with Parks/ Event Center marketing staff, CVB and
EDC.
Implement new graphic standards citywide and continue to enhance overall graphic identity of
City communication.
Goal 6. Maintain operational excellence in City government services
Strategy - Utilize technology for optimum performance and customer service
Design and deploy more robust intranet for employee work tools and communication.
Installation of electronic voting system for Council Chambers.
Improve lighting for Civic Auditorium stage to enhance recording of programs that air on ACTV.
OBJECTIVES FOR FY2019 PUBLIC AND MEDIA RELATIONS
FUND: GENERAL FUND
ORG: 1120100
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 583,034 649,078 649,374 742,922
Operations 20,348 44,650 44,650 51,430
Supplies 1,302 3,000 3,000 3,000
Maintenance 54 600 600 600
Professional Services 37,214 37,800 43,800 42,800
641,952$ 735,128$ 741,424$ 840,752$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Public & Media Relations Director1111
Executive Producer 1111
Marketing and Content Manager 0 0 1 1
Interactive Media Manager 1 1 0 0
Video Producer 2222
Senior Marketing Specialist 0 1 1 1
Marketing Specialist 1 0 0 0
Social Media Coordinator 0 0 0 1
6667
6667
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 421,361 465,884 467,501 520,341
Longevity 2,616 2,912 3,044 2,584
Overtime 3,718 4,800 4,800 4,800
FICA 30,653 34,642 34,463 38,561
TMRS 60,690 67,019 65,528 74,888
Worker's Compensation 687 901 839 993
Health Insurance 58,247 67,133 67,512 93,547
Health Savings - - - 360
Dental Insurance 3,945 4,583 4,394 5,375
Long-term Disability 531 582 607 679
Life Insurance 415 451 471 509
Flexible Spending 171 171 215 285
583,034$649,078$ 649,374$742,922$
OPERATIONS
Phone/ Data Connectivity*- - - 1,200
Fuel*- - - 279
Technology Maintenance - 20,250 20,250 20,250
Travel & Training 11,249 13,325 13,325 14,425
*Includes Reallocated Cost from Internal Services; Fuel reallocated from Community Services
DEPARTMENT TOTAL
EXPENDITURE SUMMARY
PERSONNEL SUMMARY
TOTAL FULL-TIME-EQUIVALENT
TOTAL FULL TIME
EXPENDITURE DETAIL
SUBTOTAL
204GENERAL FUNDCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GENERAL FUND
PUBLIC AND MEDIA RELATIONS
FUND: GENERAL FUND
ORG: 1120100
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Dues & Subscriptions 9,099 9,575 9,575 10,950
Printing & Reproduction - 1,500 1,500 1,500
Insurance*- - - 2,826
20,348$ 44,650$44,650$51,430$
SUPPLIES
General Supplies 1,302 3,000 3,000 3,000
1,302$ 3,000$ 3,000$ 3,000$
MAINTENANCE
Vehicle Maintenance 54 600 600 600
54$600$ 600$ 600$
PROFESSIONAL SERVICES
Contractual Services 31,412 32,300 32,300 32,300
Professional Services 5,802 5,500 11,500 10,500
37,214$ 37,800$43,800$42,800$
641,952$ 735,128$ 741,424$ 840,752$
*Includes Reallocated Cost from Internal Services
EXPENDITURE DETAIL - CONTINUED
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
Debt Service Fund
DEBT SERVICE206 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
DEBT SERVICE
DEBT SERVICE
FUND: DEBT SERVICE FUND
ORG: 4000100
FUND BALANCE PROJECTIONS
FY 2018 FY 2019
PROJECTED FUND BALANCE 10/1 1,342,002$ 1,216,941$
TOTAL PROJECTED REVENUES 14,454,447 14,146,878
TOTAL PROJECTED EXPENDITURES (14,579,508) (13,968,359)
PROJECTED FUND BALANCE 9/30 1,216,941$ 1,395,460$
5% OF ANNUAL DEBT SERVICE*728,975$ 698,418$
*Ending Fund Balance required: 5% to 10% of annual debt service.
Debt Policy
The City of Allen issues general obligation bonds for a term of generally twenty years, for the
purpose of constructing major capital improvements which include municipal facilities, parks
and streets. Article XI, Section 5 of the Texas Constitution, applicable to cities of more than 5,000
population states that the maximum rate shall not exceed $2.50 per $100.00 of assessed valuation
of taxable property. The City’s Charter (Article 5, Section 1) states: “In accordance with the
constitution of the State of Texas, and not contrary thereto, the City of Allen shall have the power to
borrow money against the credit of the city for any public purpose that is not now nor
hereafter prohibited by the constitution and laws of the State of Texas”. The City’s debt policy,
adopted by Council in September 2011, is to keep the portion of ad valorem tax collections
appropriated to the debt service fund below 35% and to maintain a fund balance between 5% and
10% of annual principal and interest payments. In addition, the debt burden ratio, calculated by
total debt divided by the taxable assessed valuation must be below 2%. FY2019 debt burden ratio
is 0.65%. The proposed tax rate at October 1, 2018 is $0.498 per $100.00 of assessed valuation of
which $0.104537, or 20.99%, is designated to the debt service fund. This is within the limits of the
state law and is below the City’s policy limit.
Bond Ratings
In July 2018, the ratings on the City’s General Obligation debt were reaffirmed at AAA by
Standard and Poor’s and Aaa by Moody’s.
DEBT SERVICE
FUND: DEBT SERVICE FUND
ORG: 4000100
DEBT SERVICE REQUIREMENT
Balance Required Required Total
Bond Date of Amount Interest Maturity as of Principal Interest Required
Series Issue Issued Rate Date 10/1/2018 2018 - 2019 2018 - 2019 2018 - 2019
2006 07/26/06 1,595,000 4.14% 08/15/26 795,000 85,000 32,914 117,914
2009 05/01/09 15,400,000 3%-4.5% 08/15/28 2,465,000 790,000 98,600 888,600
2010 05/01/10 12,000,000 3%-4% 08/15/29 7,890,000 595,000 304,314 899,314
2010A 11/01/10 8,785,000 2%-3% 08/15/22 3,700,000 880,000 111,000 991,000
2011 05/01/11 8,840,000 2%-4.25% 08/15/30 4,375,000 545,000 163,364 708,364
2012 02/01/12 13,865,000 2%-5% 08/15/24 8,495,000 1,355,000 382,450 1,737,450
2013 05/01/13 5,065,000 2%-3.5% 08/15/32 3,965,000 240,000 112,700 352,700
2014 05/01/14 10,595,000 2%-4% 08/15/33 8,835,000 475,000 293,766 768,766
2015 05/19/15 32,245,000 2%-5% 08/15/34 21,285,000 3,605,000 943,044 4,548,044
2016 09/13/16 6,910,000 2%-4% 08/15/28 5,910,000 - 205,200 205,200
2017 07/26/17 11,845,000 2%-5% 09/30/32 10,715,000 645,000 345,688 990,688
2018 08/15/18 8,355,000 2%-5% 08/15/34 8,355,000 710,000 365,700 1,075,700
TOTAL 135,500,000$ 86,785,000$ 9,925,000$ 3,358,740$ 13,283,740$
2016 09/13/16 1,940,000 2.00% 08/15/19 635,000 635,000 12,700 647,700
TOTAL 1,940,000$ 635,000$ 635,000$ 12,700$ 647,700$
2017 03/30/18 75,663 3.65% 03/30/21 64,246 19,871 2,015 21,886
TOTAL 75,663$ 64,246$ 19,871$ 2,015$ 21,886$
GENERAL OBLIGATION BONDS:
TAX NOTES:
CAPITAL LEASE:
207DEBT SERVICECITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
DEBT SERVICE
DEBT SERVICE
FUND: DEBT SERVICE FUND
ORG: 4000100
DEBT SERVICE REQUIREMENT
Balance Required Required Total
Bond Date of Amount Interest Maturity as of Principal Interest Required
Series Issue Issued Rate Date 10/1/2018 2018 - 2019 2018 - 2019 2018 - 2019
2006 07/26/06 1,595,000 4.14% 08/15/26 795,000 85,000 32,914 117,914
2009 05/01/09 15,400,000 3%-4.5% 08/15/28 2,465,000 790,000 98,600 888,600
2010 05/01/10 12,000,000 3%-4% 08/15/29 7,890,000 595,000 304,314 899,314
2010A 11/01/10 8,785,000 2%-3% 08/15/22 3,700,000 880,000 111,000 991,000
2011 05/01/11 8,840,000 2%-4.25% 08/15/30 4,375,000 545,000 163,364 708,364
2012 02/01/12 13,865,000 2%-5% 08/15/24 8,495,000 1,355,000 382,450 1,737,450
2013 05/01/13 5,065,000 2%-3.5% 08/15/32 3,965,000 240,000 112,700 352,700
2014 05/01/14 10,595,000 2%-4% 08/15/33 8,835,000 475,000 293,766 768,766
2015 05/19/15 32,245,000 2%-5% 08/15/34 21,285,000 3,605,000 943,044 4,548,044
2016 09/13/16 6,910,000 2%-4% 08/15/28 5,910,000 - 205,200 205,200
2017 07/26/17 11,845,000 2%-5% 09/30/32 10,715,000 645,000 345,688 990,688
2018 08/15/18 8,355,000 2%-5% 08/15/34 8,355,000 710,000 365,700 1,075,700
TOTAL 135,500,000$ 86,785,000$ 9,925,000$ 3,358,740$ 13,283,740$
2016 09/13/16 1,940,000 2.00% 08/15/19 635,000 635,000 12,700 647,700
TOTAL 1,940,000$ 635,000$ 635,000$ 12,700$ 647,700$
2017 03/30/18 75,663 3.65% 03/30/21 64,246 19,871 2,015 21,886
TOTAL 75,663$ 64,246$ 19,871$ 2,015$ 21,886$
GENERAL OBLIGATION BONDS:
TAX NOTES:
CAPITAL LEASE:
DEBT SERVICE208 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
DEBT SERVICE
DEBT SERVICE
FUND: DEBT SERVICE FUND
ORG: 4000100
AGGREGATE DEBT SERVICE REQUIREMENTS
Period Total
Ending Principal Interest Debt Service
9/30/2019 9,925,000 3,358,735 13,283,735
9/30/2020 8,865,000 2,981,853 11,846,853
9/30/2021 8,245,000 2,647,315 10,892,315
9/30/2022 7,620,000 2,337,632 9,957,632
9/30/2023 6,865,000 2,092,186 8,957,186
9/30/2024 6,610,000 1,819,058 8,429,058
9/30/2025 5,690,000 1,543,086 7,233,086
9/30/2026 5,920,000 1,315,007 7,235,007
9/30/2027 6,040,000 1,061,296 7,101,296
9/30/2028 4,900,000 819,246 5,719,246
9/30/2029 4,045,000 631,081 4,676,081
9/30/2030 3,300,000 470,831 3,770,831
9/30/2031 3,070,000 338,106 3,408,106
9/30/2032 3,190,000 214,463 3,404,463
9/30/2033 1,975,000 92,238 2,067,238
9/30/2034 525,000 17,063 542,063
TOTAL 86,785,000 21,739,196 108,524,196
9/30/2019 635,000 12,700 647,700
TOTAL 635,000 12,700 647,700
9/30/2019 19,871 2,015 21,886
9/30/2020 20,609 1,277 21,886
9/30/2021 23,766 353 24,119
TOTAL 64,246 3,645 67,891
GENERAL OBLIGATION DEBT:
TAX NOTES DEBT:
CAPITAL LEASE DEBT:
DEBT SERVICE
FUND: DEBT SERVICE FUND
ORG: 4000100
The City Council approved an ordinance in September of 2011 that set debt issuance limits as follows:
35% of total tax rate towards debt
General Obligation, Certificates of Obligation and Capital Leases supported by property tax are
not to exceed a debt burden ratio of 2.0%
Debt Burden = Tax Debt / Taxable Assessed Value
PERFORMANCE MEASURES
26.6%25.6%26.2%23.3%23.8%23.0%21.0%0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
2013 2014 2015 2016 2017 2018 2019
Tax Rate Analysis
I&S Rate M&O Rate I&S % of Total Debt Service Policy 35% or less of total tax rate
35% Policy Threshold
1.26%1.16%1.09%0.94%0.79%0.73%0.64%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
2013 2014 2015 2016 2017 2018 2019
Debt Burden Ratio
Debt Burden Debt Burden Policy
2% Debt Burden Policy
209DEBT SERVICECITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
DEBT SERVICE
DEBT SERVICE
FUND: DEBT SERVICE FUND
ORG: 4000100
AGGREGATE DEBT SERVICE REQUIREMENTS
PeriodTotal
EndingPrincipalInterestDebt Service
9/30/20199,925,000 3,358,735 13,283,735
9/30/20208,865,000 2,981,853 11,846,853
9/30/20218,245,000 2,647,315 10,892,315
9/30/20227,620,000 2,337,632 9,957,632
9/30/20236,865,000 2,092,186 8,957,186
9/30/20246,610,000 1,819,058 8,429,058
9/30/20255,690,000 1,543,086 7,233,086
9/30/20265,920,000 1,315,007 7,235,007
9/30/20276,040,000 1,061,296 7,101,296
9/30/20284,900,000 819,246 5,719,246
9/30/20294,045,000 631,081 4,676,081
9/30/20303,300,000 470,831 3,770,831
9/30/20313,070,000 338,106 3,408,106
9/30/20323,190,000 214,463 3,404,463
9/30/20331,975,000 92,238 2,067,238
9/30/2034525,000 17,063 542,063
TOTAL86,785,000 21,739,196 108,524,196
9/30/2019635,000 12,700 647,700
TOTAL635,000 12,700 647,700
9/30/201919,871 2,015 21,886
9/30/202020,609 1,277 21,886
9/30/202123,766 353 24,119
TOTAL64,246 3,645 67,891
GENERAL OBLIGATION DEBT:
TAX NOTES DEBT:
CAPITAL LEASE DEBT:
DEBT SERVICE
FUND: DEBT SERVICE FUND
ORG: 4000100
The City Council approved an ordinance in September of 2011 that set debt issuance limits as follows:
35% of total tax rate towards debt
General Obligation, Certificates of Obligation and Capital Leases supported by property tax are
not to exceed a debt burden ratio of 2.0%
Debt Burden = Tax Debt / Taxable Assessed Value
PERFORMANCE MEASURES
26.6%25.6%26.2%23.3%23.8%23.0%21.0%0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
2013 2014 2015 2016 2017 2018 2019
Tax Rate Analysis
I&S Rate M&O Rate I&S % of Total Debt Service Policy 35% or less of total tax rate
35% Policy Threshold
1.26%1.16%1.09%0.94%0.79%0.73%0.64%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
2013 2014 2015 2016 2017 2018 2019
Debt Burden Ratio
Debt Burden Debt Burden Policy
2% Debt Burden Policy
r
P
J
0
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•.. � r w
' . r�• > p. � � per• ��y � �•
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's
Af
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Tax Increment Financing Fund
TAX INCREMENT FINANCING212 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
TAX INCREMENT FINANCING
REVENUE & EXPENDITURE SUMMARY
FUND: TIF FUND
REVENUES 2016-2017 2017-2018 2017-2018 2018-2019
Operating Revenues ACTUAL BUDGET AMENDED BUDGET
Property Tax (City Portion)806,036 1,323,265 1,149,409 1,662,501
Sales Tax 459,118 478,542 472,260 481,715
Intergovernmental (County Portion)127,912 138,318 125,270 156,773
TOTAL OPERATING REVENUES 1,393,065$ 1,940,125$ 1,746,939$ 2,300,989$
Non-Operating Revenues
Interest 17,660 15,000 38,000 42,666
TOTAL NON-OPERATING REVENUES 17,660$ 15,000$ 38,000$ 42,666$
TOTAL REVENUES 1,410,725$ 1,955,125$ 1,784,939$ 2,343,655$
2016-2017 2017-2018 2017-2018 2018-2019
EXPENDITURES ACTUAL BUDGET AMENDED BUDGET
TIF#1 - Montgomery Farms 808,621 885,398 888,068 958,845
TIF#2 - Central Business District 15,000 17,000 17,000 17,000
TOTAL TIF FUND EXPENDITURES 823,621$ 902,398$ 905,068$ 975,845$
TOTAL EXPENDITURES 823,621$ 902,398$ 905,068$ 975,845$
PROJECTED FUND BALANCE 10/1 2,866,832$ 3,746,703$
TOTAL PROJECTED REVENUES 1,784,939 2,343,655
TOTAL PROJECTED EXPENDITURES (905,068) (975,845)
PROJECTED FUND BALANCE 9/30 3,746,703$ 5,114,513$
TIF 1
PROJECTED FUND BALANCE 10/1 337,471$ 320,374$
TOTAL PROJECTED REVENUES 870,971 994,832
TOTAL PROJECTED EXPENDITURES (888,068) (958,845)
PROJECTED FUND BALANCE 9/30 320,374$ 356,361$
TIF 2
PROJECTED FUND BALANCE 10/1 2,529,361$ 3,426,329$
TOTAL PROJECTED REVENUES 913,968 1,348,823
TOTAL PROJECTED EXPENDITURES (17,000) (17,000)
PROJECTED FUND BALANCE 9/30 3,426,329$ 4,758,152$
FUND BALANCE PROJECTIONS
FISCAL YEAR 2018-2019
213CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET TAX INCREMENT FINANCINGTAX INCREMENT FINANCING
REVENUE & EXPENDITURE SUMMARY
FUND: TIF FUND
REVENUES2016-20172017-20182017-20182018-2019
Operating RevenuesACTUALBUDGETAMENDEDBUDGET
Property Tax (City Portion)806,036 1,323,265 1,149,409 1,662,501
Sales Tax459,118 478,542 472,260 481,715
Intergovernmental (County Portion)127,912 138,318 125,270 156,773
TOTAL OPERATING REVENUES1,393,065$ 1,940,125$ 1,746,939$ 2,300,989$
Non-Operating Revenues
Interest17,660 15,000 38,000 42,666
TOTAL NON-OPERATING REVENUES17,660$ 15,000$ 38,000$ 42,666$
TOTAL REVENUES1,410,725$ 1,955,125$ 1,784,939$ 2,343,655$
2016-20172017-20182017-20182018-2019
EXPENDITURESACTUALBUDGETAMENDEDBUDGET
TIF#1 - Montgomery Farms808,621 885,398 888,068 958,845
TIF#2 - Central Business District15,000 17,000 17,000 17,000
TOTAL TIF FUND EXPENDITURES823,621$ 902,398$ 905,068$ 975,845$
TOTAL EXPENDITURES823,621$ 902,398$ 905,068$ 975,845$
PROJECTED FUND BALANCE 10/12,866,832$ 3,746,703$
TOTAL PROJECTED REVENUES1,784,939 2,343,655
TOTAL PROJECTED EXPENDITURES(905,068) (975,845)
PROJECTED FUND BALANCE 9/303,746,703$ 5,114,513$
TIF 1
PROJECTED FUND BALANCE 10/1337,471$ 320,374$
TOTAL PROJECTED REVENUES870,971 994,832
TOTAL PROJECTED EXPENDITURES(888,068) (958,845)
PROJECTED FUND BALANCE 9/30320,374$ 356,361$
TIF 2
PROJECTED FUND BALANCE 10/12,529,361$ 3,426,329$
TOTAL PROJECTED REVENUES913,968 1,348,823
TOTAL PROJECTED EXPENDITURES(17,000) (17,000)
PROJECTED FUND BALANCE 9/303,426,329$ 4,758,152$
FUND BALANCE PROJECTIONS
FISCAL YEAR 2018-2019
No Personnel in this Department
TAX INCREMENT FINANCING
FUND: TIF FUND
ORG: 5310190-5300191
TAX INCREMENT FINANCING214 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
TAX INCREMENT FINANCING
The Tax Increment Financing (TIF) fund was established in FY2006 to track property tax and sales tax
revenue, and associated expenses, for the City’s Tax Increment Financing agreements. The City
established its first Reinvestment Zone in December 2005. The City now has two TIFs: the Montgomery
Farm “Garden District” and the Central Business District (CBD). Revenues from the TIF zones are used to
pay for eligible infrastructure costs, including parking garages, U.S. 75 ramp reversals, and public streets
and bridges within the defined TIF areas. The county also has an agreement with the city to contribute
property taxes to the “Garden District” TIF.
Goal 7. Provide economic investment that increases employment opportunity, the tax base, and
provides desired goods and services for residents and contributes to the community character
and identity
Monitored compliance of the TIF agreements to ensure eligible infrastructure costs are verified
prior to reimbursements.
Maintained fund reserves of $50,000 as required by the economic development agreement.
Goal 7. Provide economic investment that increases employment opportunity, the tax base, and
provides desired goods and services for residents and contributes to the community character
and identity
Continue to administer the financing plans for both TIFs as property tax and sales tax revenues
materialize.
Continue to monitor compliance of the TIF agreements to ensure eligible infrastructure costs are
verified prior to any reimbursements.
Continue to maintain fund reserve of $50,000 as required by the economic development
agreement.
TAX INCREMENT FINANCING
FUND: TIF FUND
ORG: 5310190-5300191
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
215CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET TAX INCREMENT FINANCINGTAX INCREMENT FINANCING
TAX INCREMENT FINANCING: #1
FUND: TIF FUND
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Operations 793,621 868,398 871,068 941,845
Professional Services 15,000 17,000 17,000 17,000
808,621$ 885,398$ 888,068$ 958,845$
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS ACTUAL BUDGET AMENDED BUDGET
Economic Grant Expenses 793,621 868,398 871,068 941,845
793,621$ 868,398$ 871,068$ 941,845$
PROFESSIONAL SERVICES
Administrative Expenses 15,000 15,000 15,000 15,000
Legal Expenses - 2,000 2,000 2,000
15,000$ 17,000$ 17,000$ 17,000$
808,621$ 885,398$ 888,068$ 958,845$
ORG: 5310190
EXPENDITURE SUMMARY
EXPENDITURE DETAIL
DEPARTMENT TOTAL
SUBTOTAL
SUBTOTAL
TOTAL EXPENDITURE
TAX INCREMENT FINANCING216 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
TAX INCREMENT FINANCING
TAX INCREMENT FINANCING: #2
FUND: TIF FUND
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Professional Services 15,000 17,000 17,000 17,000
15,000$ 17,000$ 17,000$ 17,000$
2016-2017 2017-2018 2017-2018 2018-2019
PROFESSIONAL SERVICES ACTUAL BUDGET AMENDED BUDGET
Administrative Expenses 15,000 15,000 15,000 15,000
Legal Expenses - 2,000 2,000 2,000
15,000$ 17,000$ 17,000$ 17,000$
15,000$ 17,000$ 17,000$ 17,000$
ORG: 5300191
EXPENDITURE DETAIL
EXPENDITURE SUMMARY
TOTAL EXPENDITURE
SUBTOTAL
DEPARTMENT TOTAL
Enterprise Funds
ENTERPRISE FUNDS218 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
REVENUE & EXPENSE SUMMARY
FUND: WATER AND SEWER
FISCAL YEAR 2018-2019 F
REVENUES 2016-2017 2017-2018 2017-2018 2018-2019
Operating Revenues ACTUAL BUDGET AMENDED BUDGET
Water Sales 20,931,095 22,959,882 22,959,882 25,644,184
Sewer Charges 14,768,352 16,422,343 16,422,343 18,394,628
Connections 203,400 160,000 195,000 205,000
Service Charges 643,032 652,500 612,500 612,500
Miscellaneous 326,205 405,412 443,412 455,000
TOTAL OPERATING REVENUES 36,872,084$ 40,600,137$ 40,633,137$ 45,311,312$
Non-Operating Revenues
Interest 87,684 94,000 145,000 159,985
Operating Transfer In(A)790,175 788,191 788,191 1,777,536
TOTAL NON-OPERATING REVENUES 877,859$ 882,191$ 933,191$ 1,937,521$
TOTAL REVENUES 37,749,943$ 41,482,328$ 41,566,328$ 47,248,833$
EXPENSES 2016-2017 2017-2018 2017-2018 2018-2019
General Government ACTUAL BUDGET AMENDED BUDGET
Utility Collections 1,028,978 1,257,201 1,269,216 1,412,837
TOTAL GENERAL GOVERNMENT 1,028,978$ 1,257,201$ 1,269,216$ 1,412,837$
Public Works
Water & Sewer Operating Expenses 3,463,856 8,026,985 7,898,002 5,382,911
NTMWD Expenses 23,796,421 26,607,085 26,619,267 28,938,680
Capital Improvement Projects 3,345,000 225,000 225,000 3,241,368
Transfers Out 7,533,211 4,192,562 4,192,562 7,324,782
TOTAL PUBLIC WORKS 38,138,488$ 39,051,632$ 38,934,831$ 44,887,741$
Debt Service 1,136,496$ 1,173,495$ 1,420,623$ 1,865,151$
TOTAL EXPENSES 40,303,962$ 41,482,328$ 41,624,670$ 48,165,729$
PROJECTED WORKING CAPITAL 10/1 12,659,356$ 12,601,014$
TOTAL PROJECTED REVENUES 41,566,328 47,248,833
TOTAL PROJECTED EXPENSES (41,624,670) (48,165,729)
PROJECTED WORKING CAPITAL 9/30 12,601,014$ 11,684,118$
DAYS OPERATIONAL EXPENSES IN RESERVE 111 9 5
Fund Balance Required: 90 to 120 days operational expenses
(A) FY2019 includes $1,731,477 transfer in of Impact Fees.
FUND BALANCE PROJECTIONS
219ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
REVENUE & EXPENSE SUMMARY
FUND: WATER AND SEWER
FISCAL YEAR 2018-2019F
REVENUES2016-20172017-20182017-20182018-2019
Operating RevenuesACTUALBUDGETAMENDEDBUDGET
Water Sales20,931,095 22,959,882 22,959,882 25,644,184
Sewer Charges14,768,352 16,422,343 16,422,343 18,394,628
Connections203,400 160,000 195,000 205,000
Service Charges643,032 652,500 612,500 612,500
Miscellaneous326,205 405,412 443,412 455,000
TOTAL OPERATING REVENUES36,872,084$ 40,600,137$ 40,633,137$ 45,311,312$
Non-Operating Revenues
Interest87,684 94,000 145,000 159,985
Operating Transfer In(A)790,175 788,191 788,191 1,777,536
TOTAL NON-OPERATING REVENUES 877,859$ 882,191$ 933,191$ 1,937,521$
TOTAL REVENUES 37,749,943$ 41,482,328$ 41,566,328$ 47,248,833$
EXPENSES2016-20172017-20182017-20182018-2019
General GovernmentACTUALBUDGETAMENDEDBUDGET
Utility Collections1,028,978 1,257,201 1,269,216 1,412,837
TOTAL GENERAL GOVERNMENT1,028,978$ 1,257,201$ 1,269,216$ 1,412,837$
Public Works
Water & Sewer Operating Expenses3,463,856 8,026,985 7,898,002 5,382,911
NTMWD Expenses23,796,421 26,607,085 26,619,267 28,938,680
Capital Improvement Projects3,345,000 225,000 225,000 3,241,368
Transfers Out7,533,211 4,192,562 4,192,562 7,324,782
TOTAL PUBLIC WORKS38,138,488$ 39,051,632$ 38,934,831$ 44,887,741$
Debt Service1,136,496$ 1,173,495$ 1,420,623$ 1,865,151$
TOTAL EXPENSES 40,303,962$ 41,482,328$ 41,624,670$ 48,165,729$
PROJECTED WORKING CAPITAL 10/112,659,356$ 12,601,014$
TOTAL PROJECTED REVENUES41,566,328 47,248,833
TOTAL PROJECTED EXPENSES(41,624,670) (48,165,729)
PROJECTED WORKING CAPITAL 9/3012,601,014$ 11,684,118$
DAYS OPERATIONAL EXPENSES IN RESERVE111 9 5
Fund Balance Required: 90 to 120 days operational expenses
(A) FY2019 includes $1,731,477 transfer in of Impact Fees.
FUND BALANCE PROJECTIONS
REVENUE & EXPENSE CHARTS
FUND: WATER AND SEWER
FISCAL YEAR 2018-2019
(A) FY2019 includes $1,731,477 transfer in of Impact Fees.
Water Sales
54.3%
Sewer Charges
38.9%
Connections
0.4%
Service Charges
1.3%
Miscellaneous
1.0%
Interest
0.3%
Operating Transfer
In(A)
3.8%
WATER & SEWER FUND REVENUES
FY 2018-2019
Utility Collections
2.9%
Public Works
93.2%
Debt Service
3.9%
WATER & SEWER FUND
EXPENSES BY FUNCTION
FY 2018-2019
ENTERPRISE FUNDS220 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
REVENUES
FUND: WATER AND SEWER
FISCAL YEAR 2018-2019
2016-2017 2017-2018 2017-2018 2018-2019
OPERATING REVENUES ACTUAL BUDGET AMENDED BUDGET
Water Sales 20,931,095 22,959,882 22,959,882 25,644,184
Sewer Charges 14,768,352 16,422,343 16,422,343 18,394,628
Penalties 413,641 480,000 440,000 460,000
Connections 203,400 160,000 195,000 205,000
Sewer Clean Outs 1,900 2,500 2,500 2,500
Charges for Services 227,490 170,000 170,000 150,000
Miscellaneous 5,405 28,000 28,000 28,000
Other Reimbursements 320,800 377,412 415,412 427,000
TOTAL OPERATING REVENUES 36,872,084$ 40,600,137$ 40,633,137$ 45,311,312$
Non-operating revenues
Interest on Investments 87,684 94,000 145,000 159,985
Operating Transfer In(A)790,175 788,191 788,191 1,777,536
TOTAL NON-OPERATING REVENUES 877,859$ 882,191$ 933,191$ 1,937,521$
TOTAL REVENUE 37,749,943$ 41,482,328$ 41,566,328$ 47,248,833$
(A)FY2019 includes $1,731,477 transfer in of Impact Fees.
Water Sales
54.3%
Sewer Charges
38.9%
Connections
0.4%
Service Charges
1.3%
Miscellaneous
1.0%
Interest
0.3%
Operating Transfer
In(A)
3.8%
WATER & SEWER FUND REVENUES
FY 2018-2019
221ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
REVENUES
FUND: WATER AND SEWER
FISCAL YEAR 2018-2019
2016-2017 2017-2018 2017-2018 2018-2019
OPERATING REVENUESACTUALBUDGETAMENDEDBUDGET
Water Sales20,931,095 22,959,882 22,959,882 25,644,184
Sewer Charges14,768,352 16,422,343 16,422,343 18,394,628
Penalties413,641 480,000 440,000 460,000
Connections203,400 160,000 195,000 205,000
Sewer Clean Outs1,900 2,500 2,500 2,500
Charges for Services227,490 170,000 170,000 150,000
Miscellaneous5,405 28,000 28,000 28,000
Other Reimbursements320,800 377,412 415,412 427,000
TOTAL OPERATING REVENUES36,872,084$ 40,600,137$ 40,633,137$ 45,311,312$
Non-operating revenues
Interest on Investments87,684 94,000 145,000 159,985
Operating Transfer In(A)790,175 788,191 788,191 1,777,536
TOTAL NON-OPERATING REVENUES 877,859$ 882,191$ 933,191$ 1,937,521$
TOTAL REVENUE37,749,943$ 41,482,328$ 41,566,328$ 47,248,833$
(A)FY2019 includes $1,731,477 transfer in of Impact Fees.
Water Sales
54.3%
Sewer Charges
38.9%
Connections
0.4%
Service Charges
1.3%
Miscellaneous
1.0%
Interest
0.3%
Operating Transfer
In(A)
3.8%
WATER & SEWER FUND REVENUES
FY 2018-2019
EXPENSES BY CLASSIFICATION
FUND: WATER AND SEWER
FISCAL YEAR 2018-2019
2017-2018
2016-2017 % OF REVISED % OF 2018-2019 % OF
CLASSIFICATION ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET
Personnel Services 4,828,560$ 12.0% 5,393,528$ 13.0% 6,005,041$ 12.3%
Operations 26,757,474$ 66.4% 30,396,957$ 73.0% 32,885,774$ 68.3%
Debt Service Payments 1,136,496$ 2.8%1,420,623$ 3.4%1,865,151$ 3.9%
Capital 48,221$0.1%221,000$ 0.5%84,981$ 0.2%
CIP 3,345,000$ 8.3%225,000$ 0.5%3,241,368$ 6.7%
Operating Transfers Out 4,188,211$ 10.4% 3,967,562$ 9.5% 4,083,414$ 8.5%
TOTAL 40,303,962$ 41,624,670$ 48,165,729$
Personnel Services
12.3%
Operations
68.4%
Debt Service
Payments
3.9%Capital
0.2%
CIP
6.7%
Operating
Transfers Out
8.5%
WATER & SEWER FUND
EXPENSES BY CLASSIFICATION
ENTERPRISE FUNDS222 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
Director
Assistant Director
Administrative
Assistant
1
Superintendent
1
Utility Billing
Supervisor
1
Customer Service
Rep
4
Water Foreman
1
Crew Leader
4 Pump Station
Operator
4
Crew Leader
6
Equipment
Operator
4
Maintenance
Worker
4
Equipment
Operator
6
Maintenance
Worker
5
Water Conservation
Manager
1
Public
Education
Coordinator
1
Sr Customer
Service Rep
2
Customer Service
Rep
.5
Wastewater Foreman
1
Crew Leader
3
Meter Services
Tech
8
Distribution/Special
Ops Foreman
1
Wastewater Foreman
1
Equipment
Operator
1
Maintenance
Worker
2
Crew Leader
5
Equipment Operator
3
Maintenance Worker
4
UB/Permit Manager
1*
*Partially funded by Community Development.
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ORG: 7006700, 7006710
223ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
Director
Assistant Director
Administrative
Assistant
1
Superintendent
1
Utility Billing
Supervisor
1
Customer Service
Rep
4
Water Foreman
1
Crew Leader
4Pump Station
Operator
4
Crew Leader
6
Equipment
Operator
4
Maintenance
Worker
4
Equipment
Operator
6
Maintenance
Worker
5
Water Conservation
Manager
1
Public
Education
Coordinator
1
Sr Customer
Service Rep
2
Customer Service
Rep
.5
Wastewater Foreman
1
Crew Leader
3
Meter Services
Tech
8
Distribution/Special
Ops Foreman
1
Wastewater Foreman
1
Equipment
Operator
1
Maintenance
Worker
2
Crew Leader
5
Equipment Operator
3
Maintenance Worker
4
UB/Permit Manager
1*
*Partially funded by Community Development.
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ORG: 7006700, 7006710
The Water and Sewer division is responsible for delivering potable water purchased from the North Texas
Municipal Water District (NTMWD) to Allen customers and collecting wastewater from customers and
delivering it to NTMWD sewer trunk lines.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Conducted self-evaluation of Texas Commission on Environmental Quality (TCEQ) Compliance
Evaluation Investigation for Public Water and Waste Water Systems. No operational violations
were noted.
Filed Texas Water Development Board Annual Audit – Water loss reported at 13.08% for CY2017.
Additional percentage of loss contributed to excessive flushing of system to maintain CL2 levels
during NTMWD’s chemical imbalance. Actual loss of 8.09%.
Continued to proactively address EPA’s wastewater system inspection findings and support
regional and local Capacity, Management, Operation and Maintenance (CMOM) plans with
NTMWD.
Completed annual update to CMOM manual.
Continued ongoing sewer system efforts to reduce sewer system inflow and infiltration (I&I).
Continued the Fat Oil Grease (FOG) inspections with a three person crew to monitor the program.
Filed final annual report for the Sanitary Sewer Overflow (SSO) Outreach Initiative through the
TCEQ.
Goal 8. Proactively work to protect, conserve and manage water resources
Continued an effective water leak detection program to reduce water loss for the year.
Completed the 10th year of commercial irrigation inspection program and reported results to
council.
Continued 8th year of the residential irrigation system inspection program.
Continued the water conservation Block Leader Program with 29 leaders who adopted 1,000+
homes.
Continued the water conservation hotline.
Continued the H2O Youth Education Program, and presented programs to 4,736 children.
Researched and acquired asset management software for infrastructure condition rating and work
order processing.
Assisted Engineering with installation of water and sewer replacement in first phase of Hillside
completed summer 2018; and continued the design of Hillside phase 2 water and sewer
rehabilitation project.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ORG: 7006700
ENTERPRISE FUNDS224 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
Maintain sanitary sewer system to minimize stoppages and back-ups; have no sewer discharges in
violation of National Pollutant Discharge Elimination System (NPDES) rules; control and lessen
sewer inflows and infiltration (I&I) and address 2015 EPA wastewater inspection corrective actions.
Monitor and update the City’s CMOM program and continue the Fats/Oil/Grease/Smoke (FOGS)
crew, field asset management/work order software, continue PACP/MACP/LACP rating of the
wastewater system.
Goal 8. Proactively work to protect and conserve water resources
Maintain an acceptable water loss of less than 10%.
Continue Commercial and Residential Irrigation inspection programs.
Continue all conservation programs.
Continue implementation of CityWorks asset management/work order software.
Continue to increase amount of wastewater lines to be camera inspected with addition of new crew.
Begin water and sewer rehabilitation of Hillside subdivision phase 2.
Improve valve and hydrant maintenance with staffing of new water crew.
225ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ORG: 7006700
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 4,427,498 5,006,839 4,905,161 5,484,096
Operations 25,108,379 28,304,128 28,320,825 30,694,548
Supplies 498,066 546,090 546,090 556,225
Maintenance 352,574 554,025 528,025 559,045
Professional Services 170,540 252,988 221,168 184,064
Capital 48,221 195,000 221,000 84,981
Transfers Out 7,533,211 4,192,562 4,192,562 7,324,782
38,138,488$ 39,051,632$ 38,934,831$ 44,887,741$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Civil Engineer*1111
Superintendent 1111
Water Conservation Manager 1111
Foreman 4444
Public Education Coordinator 0 1 1 1
Education Specialist 1 0 0 0
Construction Inspector * 1111
Crew Leader 16 17 17 18
Code Compliance Officer**0.5 0.5 0.5 0.5
Engineering Coordinator*0 0 0 1
ROW Utility Coordinator*1 1 1 0
GIS Technician***0 1 1 1
Pump Station Operator 4444
Equipment Operator 13 13 13 14
Meter Services Technician 8888
Administrative Assistant 1111
Maintenance Worker 13 14 14 15
65.5 68.5 68.5 71.5
PART TIME
Customer Service Representative 0.5 0.5 0.5 0.5
0.5 0.5 0.5 0.5
66.0 69.0 69.0 72.0
*These positions are under the supervision of the Engineering Dept.
**This position is split between Water & Sewer and Solid Waste.
***This position is under supervision of the Information Technology Department.
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 2,677,691 3,055,707 2,970,597 3,302,716
Longevity 28,494 30,354 28,426 29,222
DEPARTMENT TOTAL
TOTAL FULL-TIME-EQUIVALENT
TOTAL PART-TIME
EXPENSE DETAIL
EXPENSE SUMMARY
PERSONNEL SUMMARY
TOTAL FULL TIME
ENTERPRISE FUNDS226 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ORG: 7006700
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Overtime 223,668 245,000 245,000 245,000
FICA 207,548 229,905 235,192 254,852
TMRS 539,421 470,775 459,545 507,600
Worker's Compensation 46,616 58,529 54,485 67,006
Health Insurance 650,776 851,298 846,192 1,004,701
Health Savings Account 2,710 1,693 4,265 4,987
Dental Insurance 43,710 55,829 53,453 59,223
Long-term Disability 3,301 3,886 3,881 4,193
Life Insurance 2,033 2,381 2,386 2,601
Flexible Spending 1,530 1,482 1,739 1,995
4,427,498$ 5,006,839$ 4,905,161$ 5,484,096$
OPERATIONS
Phone/ Data Connectivity - 7,840 7,840 5,340
Fuel 77,881 117,000 117,000 127,502
Water 10,731 19,074 19,074 19,455
Natural Gas 2,849 4,050 5,000 5,500
Electricity 556,820 675,000 675,000 600,000
Technology Maintenance 40,000 61,100 61,100 87,100
Rolling Stock Replacement 294,875 441,441 441,441 490,424
Training & Travel 26,268 22,980 22,980 28,050
Dues & Subscriptions 101,398 108,334 108,334 112,187
Uniforms 33,189 44,266 44,266 47,302
Postage & Freight 3,843 10,000 10,000 10,000
Advertising - 2,000 2,000 2,000
Rentals - 6,000 6,000 6,000
Outside Printing 6,506 15,000 15,000 15,000
Insurance 41,744 47,208 50,773 84,258
NTMWD-Upper E. Fork 3,392,516 3,920,985 3,920,985 4,645,187
NTMWD-Regional Treatment 5,135,063 5,894,284 5,906,466 6,660,109
NTMWD-Water 15,208,356 16,711,159 16,711,159 17,552,727
NTMWD-Pretreatment 60,486 80,657 80,657 80,657
Conservation Rebates 115,856 115,750 115,750 115,750
25,108,379$ 28,304,128$ 28,320,825$ 30,694,548$
SUPPLIES
General Supplies 12,858 12,220 12,220 12,460
Small Tools & Minor Equipment 76,086 100,630 100,630 90,365
Water Meters 384,582 400,000 400,000 420,000
Medical & Chemical Supply 24,539 33,240 33,240 33,400
498,066$ 546,090$ 546,090$ 556,225$
MAINTENANCE
Facility Maintenance 37,216 53,000 53,000 53,000
Vehicle Maintenance 75,352 80,000 80,000 80,500
Equipment Maintenance 38,728 44,625 44,625 44,625
Infrastructure Maintenance - 120,000 94,000 120,000
Meter Maintenance 24,442 28,000 28,000 28,000
SUBTOTAL
SUBTOTAL
SUBTOTAL
EXPENSE DETAIL - CONTINUED
227ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ORG: 7006700
2016-2017 2017-2018 2017-2018 2018-2019
MAINTENANCE - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Water System Maintenance 91,717 114,200 114,200 116,460
Sewer System Maintenance 85,119 114,200 114,200 116,460
352,574$ 554,025$ 528,025$ 559,045$
PROFESSIONAL SERVICES
Contractual Services 88,837 113,723 113,723 81,723
Lease Agreements 3,073 3,100 3,100 3,100
Professional Services 42,022 100,910 85,000 45,000
Contract Mowing*- - - 32,000
Immunization/ Physical Expenses - 15,910 - -
Post-Employment Funding Expense - 19,345 19,345 22,241
Bad Debt Expense 36,608 - - -
170,540$ 252,988$ 221,168$184,064$
CAPITAL OUTLAY
Machinery & Equipment - 35,000 61,000 31,881
Vehicles 48,221 160,000 160,000 53,100
48,221$ 195,000$ 221,000$ 84,981$
OTHER FINANCE USES
Operating Transfer Out 4,188,211 3,967,562 3,967,562 4,083,414
Capital Projects Transfer Out 3,345,000 225,000 225,000 3,241,368
7,533,211$ 4,192,562$4,192,562$7,324,782$
38,138,488$ 39,051,632$ 38,934,831$ 44,887,741$
*Previously recognized in Professional Services
2016-2017 2017-2018 2017-2018 2018-2019
MACHINERY & EQUIPMENT ACTUAL BUDGET AMENDED BUDGET
Upgrade Software - camera truck - 35,000 35,000 -
Hach Flow Monitoring Accessories - - 26,000 31,881
-$ 35,000$ 61,000$ 31,881$
VEHICLES
FOG Crew - 1 ton truck 48,221 - - -
Ford F-750 Crane Truck - 160,000 160,000 -
Ford F-350 CC Utility Bed - - - 53,100
48,221$ 160,000$ 160,000$ 53,100$
48,221$ 195,000$ 221,000$ 84,981$
*The items listed are non-recurring capital expenses based on increased service to the community.
CAPITAL EXPENSE LIST*
TOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
EXPENSE DETAIL - CONTINUED
ENTERPRISE FUNDS228 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ORG: 7006700
2016-2017 2017-2018 2017-2018 2018-2019
OPERATING TRANSFER OUT ACTUAL BUDGET AMENDED BUDGET
General Fund 3,925,214 3,920,138 3,920,138 4,033,279
Replacement Fund 220,000 - - -
Risk Fund-Administrative costs 42,997 47,424 47,424 50,135
4,188,211$ 3,967,562$ 3,967,562$ 4,083,414$
CAPITAL PROJECTS TRANSFER OUT
Water Line Replacement 500,000 - - -
Sewer Line Replacement 1,000,000 - - -
Sewer Lift Station Maintenance 100,000 100,000 100,000 75,000
Pump Station Maintenance 125,000 125,000 125,000 125,000
Unprogrammed CIP 200,000 - - -
Flow Meters - - - 579,000
CBD Rehabilitation - - - 595,000
Water Tank Exterior Repainting 1,420,000 - - 956,000
Pay-as-you-go Contribution - - - 911,368
3,345,000$ 225,000$ 225,000$ 3,241,368$
TRANSFERS OUT DETAIL
TOTAL
TOTAL
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Water Loss
Water loss is the difference
between the volume of water
purchased from NTMWD and
the volume of water sold to
customers. The numbers do not
subtract water loss resulting
from routine daily operations
(such as firefighting and water
line flushing), construction
projects, and service line and
main line breaks. The City’s
water loss goal is based on the
NTMWD model water
conservation plan and is to not
exceed 10%. The running average of water loss for the three prior years is also shown. Due to the billing
period variances, the three year average is a more representative indicator of water loss. With the extreme
drought and high temperatures, crews flushed lines more than usual to maintain safe levels of disinfectant
which accounts for the rise in percentages. This year we have added the “actual water loss” column to better
define the difference between water loss and unaccounted for water. Large water line leaks have also been
discovered and repaired. The State now requires the data to be in calendar years, so this chart has been
revised to reflect calendar years.
Water Conservation
In 2004, the H2OME
IMPROVEMENT REBATE
program began offering rebate
incentives for residential water
conservation. Rebates up to
$125.00 are offered for water
efficient washing machines,
pressure reducing valves, rain
and freeze sensors, low flow
toilet, and rain barrels. In 2009,
an additional rebate for SMART
irrigation technology was added. The chart indicates the total number of rebates processed for each year.
WATER AND SEWER DIVISION
FUND: WATER AND SEWER FUND
ORG: 7006700
14.3%13.1%
10.0%
12.1%11.9%11.1%
5.0%
8.2%7.0%
0.0%
5.0%
10.0%
15.0%
CY16 CY17 CY18 est.
Percentage of Water Loss
CY Average
Last 3 Yr Average
Actual Water Loss/Unaccounted for
1,005
1,165
1,050
900
950
1,000
1,050
1,100
1,150
1,200
FY2016 FY2017 FY2018 est.
Rebates Processed
PERFORMANCE MEASURES
229ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Water Loss
Water loss is the difference
between the volume of water
purchased from NTMWD and
the volume of water sold to
customers. The numbers do not
subtract water loss resulting
from routine daily operations
(such as firefighting and water
line flushing), construction
projects, and service line and
main line breaks. The City’s
water loss goal is based on the
NTMWD model water
conservation plan and is to not
exceed 10%. The running average of water loss for the three prior years is also shown. Due to the billing
period variances, the three year average is a more representative indicator of water loss. With the extreme
drought and high temperatures, crews flushed lines more than usual to maintain safe levels of disinfectant
which accounts for the rise in percentages. This year we have added the “actual water loss” column to better
define the difference between water loss and unaccounted for water. Large water line leaks have also been
discovered and repaired. The State now requires the data to be in calendar years, so this chart has been
revised to reflect calendar years.
Water Conservation
In 2004, the H2OME
IMPROVEMENT REBATE
program began offering rebate
incentives for residential water
conservation. Rebates up to
$125.00 are offered for water
efficient washing machines,
pressure reducing valves, rain
and freeze sensors, low flow
toilet, and rain barrels. In 2009,
an additional rebate for SMART
irrigation technology was added. The chart indicates the total number of rebates processed for each year.
WATER AND SEWER DIVISION
FUND: WATER AND SEWER FUND
ORG: 7006700
14.3%13.1%
10.0%
12.1%11.9%11.1%
5.0%
8.2%7.0%
0.0%
5.0%
10.0%
15.0%
CY16 CY17 CY18 est.
Percentage of Water Loss
CY Average
Last 3 Yr Average
Actual Water Loss/Unaccounted for
1,005
1,165
1,050
900
950
1,000
1,050
1,100
1,150
1,200
FY2016 FY2017 FY2018 est.
Rebates Processed
PERFORMANCE MEASURES
ENTERPRISE FUNDS230 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
The Utility Billing and Collections (UB) division is responsible for billing and processing payments from city
utilities that include water, sewer, drainage, solid waste, household hazardous waste (HHW), and recycling
services. With extensive customer contact, this division places a strong emphasis on customer service.
Goal 6. Maintain operational excellence in City government services
Strategy - Utilize technology for optimum performance and customer service
Continued to expand the number of online banking customers using electronic check deposits. This
allowed us to receive customer payments via the internet and deposit them electronically without
credit card fees.
Processed an increasing number of on-line and telephone credit card payments.
Continued to promote the 20% senior citizen discount for solid waste fees.
Provided monthly updates regarding water conservation and recycling education for Utility Bill
publication.
Offered options for the customer to pay their bills by utilizing our web page.
Managed the website with safeguards to protect customer information.
Worked directly with the Public & Media Relations Office to update our “NetBill” site on the COA
website.
Strategy - Ensure excellent Fiscal management to maintain public trust
Underwent annual financial audit without any incorrect practices.
Maintained fiscal responsibility with UB division budget.
Worked directly with other departments to provide residents information concerning their
monthly water bill.
Reduced the amount of paper used on printing reports by saving electronic files instead of printing.
Started the kickoff for the implementation of Tyler Munis utility billing software.
Completed customer service training for Utility Billing Customer Service Representatives.
Informed the citizens of important information utilizing the “bill stuffer” program and space
allocation in the utility bill as an avenue of communication with our citizens.
Provided a high level of service to each customer with a courteous, efficient, and professional
manner.
Goal 6. Maintain operational excellence in City government services
Strategy – Utilize technology for optimum performance and customer service
Continue to encourage online, telephone credit card usage and or bank drafting payment options.
Implementation of the new Tyler Munis utility billing software system. This new system will be
innovative and productive to the Utility Billing staff which will cross over to our customer base.
Continue to educate citizens about the online credit card bill pay and bank drafting program to
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
UTILITY BILLING & COLLECTIONS
FUND: WATER AND SEWER
ORG: 7006710
231ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
increase citizen acceptance and participation.
Work with more online check companies by sending electronic customer payments to replace
paper checks which increases the divisions efficiency.
Goal 8. Proactively work to protect, conserve and manage water resources
Continue working with water conservation to provide residents information on conservation with
their monthly water bill.
Manage the utility bill “stuffer” program and space allocation to provide all City Departments
access to this communications avenue with citizens.
ENTERPRISE FUNDS232 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
UTILITY BILLING & COLLECTIONS
FUND: WATER AND SEWER
ORG: 7006710
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 401,061 482,107 488,367 520,945
Operations 16,401 25,057 21,492 140,245
Supplies 4,028 7,113 11,433 9,313
Maintenance 5,389 800 800 800
Professional Services 602,099 742,124 747,124 741,534
1,028,978$ 1,257,201$ 1,269,216$ 1,412,837$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Utility Billing/Permit Manager *0.5 0.5 0.5 0.5
Utility Billing Supervisor 1111
Sr. Customer Service Representative 1 1 1 2
Customer Service Representative 5 5 5 4
7.5 7.5 7.5 7.5
7.5 7.5 7.5 7.5
*This position is split between Community Development-Permits and Water & Sewer-Utility Billing.
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 268,036 296,998 308,829 338,564
Longevity 1,196 728 848 1,808
Overtime 3,199 6,500 6,500 6,500
FICA 19,198 20,822 22,923 24,803
TMRS 38,658 42,836 44,616 49,225
Worker's Compensation 436 577 555 663
Health Insurance 65,196 106,451 97,086 91,781
Health Savings - - - 450
Dental Insurance 4,564 6,514 6,272 6,354
Long-term Disability 318 383 407 439
Life Insurance 195 240 2 5 3 2 7 2
Flexible Spending 67 58 78 86
401,061$ 482,107$ 488,367$520,945$
OPERATIONS
Telephone - 3,050 3,050 -
Technology Maintenance*- - - 86,000
Travel & Training 3,257 10,600 10,600 10,812
Dues & Subscriptions 1,326 510 510 510
Postage & Freight 210 1,000 1,000 1,000
Advertising - 100 100 100
Outside Printing 8,568 6,232 6,232 6,232
*Reallocated Cost
SUBTOTAL
TOTAL FULL-TIME-EQUIVALENT
EXPENSE DETAIL
TOTAL FULL TIME
DEPARTMENT TOTAL
EXPENSE SUMMARY
PERSONNEL SUMMARY
233ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
UTILITY BILLING & COLLECTIONS
FUND: WATER AND SEWER
ORG: 7006710
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Insurance 3,040 3,565 - -
Service Cost*- - - 35,591
16,401$ 25,057$ 21,492$ 140,245$
SUPPLIES
General Supplies 4,028 7,113 11,433 9,313
4,028$ 7,113$ 11,433$ 9,313$
MAINTENANCE
Equipment Maintenance 5,389 800 8 0 0 800
5,389$ 800$ 800$ 800$
PROFESSIONAL SERVICES
Contractual Services 244,040 320,216 320,216 284,625
Lease Agreements 3,073 3,100 8,100 8,100
Professional Services 2,895 - - -
Credit Card Costs 352,091 418,808 418,808 448,809
602,099$742,124$747,124$741,534$
1,028,978$ 1,257,201$ 1,269,216$ 1,412,837$
*Reallocated Cost
EXPENSE DETAIL - CONTINUED
DEPARTMENT TOTALS
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
ENTERPRISE FUNDS234 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Utility Accounts
The total number of all
utility accounts has grown
steadily with the City’s
population. The graph
shows both total number
of accounts and accounts
handled monthly by each
Customer Service
Representative (CSR). We
currently have 5 FT CSRs,
1 Senior CSR and 1
supervisor. In FY19 we are
promoting one CSR to a
second Senior CSR, and will have 4 FT CSRs, 2 FT Senior CSRs and one supervisor.
Bill Payments
City efforts to improve on-time
utility bill payments included
increasing customers’ time
allowed to pay their accounts,
promotion of on-line and
telephone credit card payments
along with continual
advertising of bank drafting.
The City also allows
establishment of payment
plans. Our efforts have allowed
us to attain above a 90% on time
payment record. Starting FY17-18 electronic payments consist of 77% of all payments made for utility bills.
This number is expected to increase for FY18-19 to 80%. These payments include bank drafting, on-line
credit card payments via NetBill and electronic payment transfers from payment processing providers i.e.
CheckFee.
UTILITY BILLING & COLLECTIONS
FUND: WATER AND SEWER FUND
ORG: 7006710
29,995 30,322 30,920
4,999
5,055
5,153
4,900
4,950
5,000
5,050
5,100
5,150
5,200
29,400
29,600
29,800
30,000
30,200
30,400
30,600
30,800
31,000
2016 2017 2018 est.
Utility Accounts per Employee
# of Accounts Accounts per Employee
93%93%94%
50%
60%
70%
80%
90%
100%
2016 2017 2018 est.
Average Percentage of Bill Payments
Received On Time
PERFORMANCE MEASURES
WATER AND SEWER: DEBT SERVICE
FUND: WATER AND SEWER
ORG: 7006210
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Debt Service 1,136,496 1,173,495 1,420,623 1,865,151
1,136,496$ 1,173,495$ 1,420,623$ 1,865,151$
2016-2017 2017-2018 2017-2018 2018-2019
DEBT SERVICE ACTUAL BUDGET AMENDED BUDGET
Principal 975,000 1,040,000 1,040,000 1,360,000
Interest Expense 159,946 131,245 224,363 400,651
Miscellaneous Debt Expense 1,550 2,250 2,250 4,500
Debt Issuance Cost - - 154,010 100,000
1,136,496$ 1,173,495$ 1,420,623$1,865,151$
EXPENSE SUMMARY
SUBTOTAL
DEPARTMENT TOTAL
EXPENSE DETAIL
DEBT SCHEDULE
Period Total
Ending Principal Interest* Debt Service
09/30/19 1,360,000 389,739 1,749,739
09/30/20 805,000 579,102 1,384,102
09/30/21 815,000 402,873 1,217,873
09/30/22 825,000 382,970 1,207,970
09/30/23 840,000 361,016 1,201,016
09/30/24 880,000 338,658 1,218,658
09/30/25 650,000 313,350 963,350
09/30/26 405,000 293,850 698,850
09/30/27 415,000 281,700 696,700
09/30/28 435,000 260,950 695,950
09/30/29 455,000 239,200 694,200
09/30/30 480,000 216,450 696,450
09/30/31 505,000 1 9 2 , 4 5 0 697,450
09/30/32 530,000 167,200 697,200
09/30/33 550,000 146,000 696,000
09/30/34 570,000 124,000 694,000
09/30/35 595,000 101,200 696,200
09/30/36 620,000 77,400 697,400
09/30/37 645,000 52,600 697,600
09/30/38 670,000 26,800 696,800
TOTAL 13,050,000 4,947,507 17,997,507
*Interest is not adjusted for accruals
WATER & SEWER REVENUE BONDS
235ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Utility Accounts
The total number of all
utility accounts has grown
steadily with the City’s
population. The graph
shows both total number
of accounts and accounts
handled monthly by each
Customer Service
Representative (CSR). We
currently have 5 FT CSRs,
1 Senior CSR and 1
supervisor. In FY19 we are
promoting one CSR to a
second Senior CSR, and will have 4 FT CSRs, 2 FT Senior CSRs and one supervisor.
Bill Payments
City efforts to improve on-time
utility bill payments included
increasing customers’ time
allowed to pay their accounts,
promotion of on-line and
telephone credit card payments
along with continual
advertising of bank drafting.
The City also allows
establishment of payment
plans. Our efforts have allowed
us to attain above a 90% on time
payment record. Starting FY17-18 electronic payments consist of 77% of all payments made for utility bills.
This number is expected to increase for FY18-19 to 80%. These payments include bank drafting, on-line
credit card payments via NetBill and electronic payment transfers from payment processing providers i.e.
CheckFee.
UTILITY BILLING & COLLECTIONS
FUND: WATER AND SEWER FUND
ORG: 7006710
29,995 30,32230,920
4,999
5,055
5,153
4,900
4,950
5,000
5,050
5,100
5,150
5,200
29,400
29,600
29,800
30,000
30,200
30,400
30,600
30,800
31,000
201620172018 est.
Utility Accounts per Employee
# of AccountsAccounts per Employee
93%93%94%
50%
60%
70%
80%
90%
100%
201620172018 est.
Average Percentage of Bill Payments
Received On Time
PERFORMANCE MEASURES
WATER AND SEWER: DEBT SERVICE
FUND: WATER AND SEWER
ORG: 7006210
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Debt Service 1,136,496 1,173,495 1,420,623 1,865,151
1,136,496$ 1,173,495$ 1,420,623$ 1,865,151$
2016-2017 2017-2018 2017-2018 2018-2019
DEBT SERVICE ACTUAL BUDGET AMENDED BUDGET
Principal 975,000 1,040,000 1,040,000 1,360,000
Interest Expense 159,946 131,245 224,363 400,651
Miscellaneous Debt Expense 1,550 2,250 2,250 4,500
Debt Issuance Cost - - 154,010 100,000
1,136,496$ 1,173,495$ 1,420,623$1,865,151$
EXPENSE SUMMARY
SUBTOTAL
DEPARTMENT TOTAL
EXPENSE DETAIL
DEBT SCHEDULE
Period Total
Ending Principal Interest* Debt Service
09/30/19 1,360,000 389,739 1,749,739
09/30/20 805,000 579,102 1,384,102
09/30/21 815,000 402,873 1,217,873
09/30/22 825,000 382,970 1,207,970
09/30/23 840,000 361,016 1,201,016
09/30/24 880,000 338,658 1,218,658
09/30/25 650,000 313,350 963,350
09/30/26 405,000 293,850 698,850
09/30/27 415,000 281,700 696,700
09/30/28 435,000 260,950 695,950
09/30/29 455,000 239,200 694,200
09/30/30 480,000 216,450 696,450
09/30/31 505,000 1 9 2 , 4 5 0 697,450
09/30/32 530,000 167,200 697,200
09/30/33 550,000 146,000 696,000
09/30/34 570,000 124,000 694,000
09/30/35 595,000 101,200 696,200
09/30/36 620,000 77,400 697,400
09/30/37 645,000 52,600 697,600
09/30/38 670,000 26,800 696,800
TOTAL 13,050,000 4,947,507 17,997,507
*Interest is not adjusted for accruals
WATER & SEWER REVENUE BONDS
ENTERPRISE FUNDS236 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
WATER AND SEWER: DEBT SERVICE
FUND: WATER AND SEWER
ORG: 7006210
BOND RATINGS
The ratings on the City's Water & Sewer Revenue Debt were reaffirmed at AAA by Standard and Poor's in July 2018.
DEBT SERVICE REQUIREMENT
Balance Required Required Total
Bond Date of Amount Interest Maturity as of Principal Interest* Required
Series Issue Issued Rate Date 10/1/2018 2018-2019 2018-2019 2018-2019
2009 02/15/09 5,795,000 3.0%-3.5% 06/01/19 630,000 630,000 22,050 652,050
2013 10/15/13 3,370,000 2%-3% 06/01/25 2,395,000 330,000 71,850 401,850
2014 05/01/14 1,280,000 2.09% 06/01/24 695,000 110,000 14,526 124,526
2018 08/15/18 9,330,000 3.36% 06/01/38 9,330,000 290,000 281,313 571,313
TOTAL 19,775,000 13,050,000 1,360,000 389,739 1,749,739
*Required interest is not adjusted for accruals
WATER & SEWER REVENUE BONDS:
REVENUE & EXPENSE SUMMARY
FUND: SOLID WASTE
FISCAL YEAR 2018-2019
REVENUES 2016-2017 2017-2018 2017-2018 2018-2019
Operating Revenues ACTUAL BUDGET AMENDED BUDGET
Garbage Fees 5,125,543 5,340,454 5,250,000 5,307,852
Commercial Garbage Fees 1,230,565 1,335,805 1,267,482 1,322,000
Household Hazardous Waste 186,319 189,454 191,631 194,347
Recycling Revenues 76,568 75,619 75,619 77,232
Composting Revenue 80,063 64,000 69,512 72,000
Miscellaneous 36,500 47,500 36,500 36,500
TOTAL OPERATING REVENUES 6,735,558$ 7,052,832$ 6,890,744$ 7,009,931$
Non-Operating Revenues
Interest 30,970 23,000 40,000 45,045
TOTAL NON-OPERATING REVENUES 30,970$ 23,000$ 40,000$45,045$
TOTAL REVENUES 6,766,528$ 7,075,832$ 6,930,744$ 7,054,976$
EXPENSES 2016-2017 2017-2018 2017-2018 2018-2019
Public Works ACTUAL BUDGET AMENDED BUDGET
Solid Waste 890,529 1,275,322 1,060,771 1,219,712
Solid Waste Services(NTMWD)2,544,607 2,689,855 2,735,633 2,728,356
Contractual Services(CWD)2,607,691 2,757,668 2,700,000 3,011,077
Capital Improvement Projects 300,000 400,000 500,000 500,000
Transfers Out 241,034 234,062 234,062 242,121
TOTAL EXPENSES 6,583,861$ 7,356,907$ 7,230,466$ 7,701,266$
PROJECTED WORKING CAPITAL 10/1 3,767,784$3,468,062$
TOTAL PROJECTED REVENUES 6,930,744 7,054,976
TOTAL PROJECTED EXPENSES (7,230,466)(7,701,266)
PROJECTED WORKING CAPITAL 9/30 3,468,062$ 2,821,772$
DAYS OPERATIONAL EXPENSES IN RESERVE 188 143
Fund Balance Required: 90 to 120 days operational expenses
DOR = Ending Fund Balance / ((Operating Expenses)/365)
FUND BALANCE PROJECTIONS
237ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
WATER AND SEWER: DEBT SERVICE
FUND: WATER AND SEWER
ORG: 7006210
BOND RATINGS
The ratings on the City's Water & Sewer Revenue Debt were reaffirmed at AAA by Standard and Poor's in July 2018.
DEBT SERVICE REQUIREMENT
Balance Required Required Total
Bond Date of Amount Interest Maturityas ofPrincipal Interest* Required
Series Issue Issued Rate Date10/1/2018 2018-2019 2018-2019 2018-2019
2009 02/15/09 5,795,000 3.0%-3.5% 06/01/19630,000 630,000 22,050 652,050
2013 10/15/13 3,370,000 2%-3% 06/01/252,395,000 330,000 71,850 401,850
2014 05/01/14 1,280,000 2.09% 06/01/24695,000 110,000 14,526 124,526
2018 08/15/18 9,330,000 3.36% 06/01/389,330,000 290,000 281,313 571,313
TOTAL19,775,000 13,050,000 1,360,000 389,739 1,749,739
*Required interest is not adjusted for accruals
WATER & SEWER REVENUE BONDS:
REVENUE & EXPENSE SUMMARY
FUND: SOLID WASTE
FISCAL YEAR 2018-2019
REVENUES 2016-2017 2017-2018 2017-2018 2018-2019
Operating Revenues ACTUAL BUDGET AMENDED BUDGET
Garbage Fees 5,125,543 5,340,454 5,250,000 5,307,852
Commercial Garbage Fees 1,230,565 1,335,805 1,267,482 1,322,000
Household Hazardous Waste 186,319 189,454 191,631 194,347
Recycling Revenues 76,568 75,619 75,619 77,232
Composting Revenue 80,063 64,000 69,512 72,000
Miscellaneous 36,500 47,500 36,500 36,500
TOTAL OPERATING REVENUES 6,735,558$ 7,052,832$ 6,890,744$ 7,009,931$
Non-Operating Revenues
Interest 30,970 23,000 40,000 45,045
TOTAL NON-OPERATING REVENUES 30,970$ 23,000$ 40,000$45,045$
TOTAL REVENUES 6,766,528$ 7,075,832$ 6,930,744$ 7,054,976$
EXPENSES 2016-2017 2017-2018 2017-2018 2018-2019
Public Works ACTUAL BUDGET AMENDED BUDGET
Solid Waste 890,529 1,275,322 1,060,771 1,219,712
Solid Waste Services(NTMWD)2,544,607 2,689,855 2,735,633 2,728,356
Contractual Services(CWD)2,607,691 2,757,668 2,700,000 3,011,077
Capital Improvement Projects 300,000 400,000 500,000 500,000
Transfers Out 241,034 234,062 234,062 242,121
TOTAL EXPENSES 6,583,861$ 7,356,907$ 7,230,466$ 7,701,266$
PROJECTED WORKING CAPITAL 10/1 3,767,784$3,468,062$
TOTAL PROJECTED REVENUES 6,930,744 7,054,976
TOTAL PROJECTED EXPENSES (7,230,466)(7,701,266)
PROJECTED WORKING CAPITAL 9/30 3,468,062$ 2,821,772$
DAYS OPERATIONAL EXPENSES IN RESERVE 188 143
Fund Balance Required: 90 to 120 days operational expenses
DOR = Ending Fund Balance / ((Operating Expenses)/365)
FUND BALANCE PROJECTIONS
ENTERPRISE FUNDS238 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
Director
Waste Services
Manager
1
Education
Specialist
2
HHW Maintenance
Worker
3
Customer Service
Rep.
1
Commercial Waste
Services Specialist
1
SOLID WASTE
FUND: SOLID WASTE
ORG: 7050110
The Solid Waste Fund represents the financial activity related to solid waste collection and disposal,
including recycling services and management of household hazardous waste (HHW). Eighty-four
percent of revenues are used to fund contracts with the North Texas Municipal Water District (NTMWD),
the City’s franchised waste disposal vendor (Community Waste Disposal), and the City’s litter collection
contract for parks, greenbelts, and along US75. The fund also supports employees who manage solid
waste customer service; educate citizens and youth through environmental programs; run HHW
education and collection programs for HHW and the Chemical Reuse Center in coordination with the
Plano Reuse Center; and provides support staff to Keep Allen Beautiful.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Collaborated with the Parks Department to promote recycling at the City’s larger parks, the
Allen Event Center and Allen USA Celebration, as well as coordinated the annual Trees for Allen
community beautification program.
Continued to provide HHW services to residents through partnership with the City of Plano.
HHW payments to Plano: $59,000.
Continued the Community Waste Disposal (CWD) contract for solid waste collection and
recycling services: $3,011,077; and with NTMWD for transfer station and landfill activities:
$2,578,356
Participated in NCTCOG workshops, completed requested surveys and completed grant
reporting.
Partnered with Mayor’s Monarch Challenge, Connemara Meadow Pollinator Plots, and AISD
schools to promote environmental messages, provide public education and conserve natural
resources.
Met education-related standards for mandated Texas Pollutant Discharge Elimination System
(TPDES) program at special events & through public education.
Worked with National Wildlife Federation at Earthfest and in schools to promote The Monarch
Challenge.
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation
Continued to fund the litter collection contract managed by Parks & Recreation: $225,000.
Assisted the Keep Allen Beautiful Board (KAB) in the successful execution of key events: Allen
Recycles Day, Great American Cleanup, National Planting Day and the Educator Expo.
Prepared three competitive nominations through Keep Texas Beautiful (KTB), which resulted in
three winning applications as well as recognition for Sustained Excellence.
Received top awards from Keep America Beautiful, STAR North Texas, STAR, North Texas
Corporate Recycling Association (NTCRA), and Texas Solid Waste Association of North America
(TxSWANA).
SOLID WASTE
FUND: SOLID WASTE
ORG: 7050110
ACCOMPLISHMENTS IN FY2018
239ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
Director
Waste Services
Manager
1
Education
Specialist
2
HHW Maintenance
Worker
3
Customer Service
Rep.
1
Commercial Waste
Services Specialist
1
SOLID WASTE
FUND: SOLID WASTE
ORG: 7050110
The Solid Waste Fund represents the financial activity related to solid waste collection and disposal,
including recycling services and management of household hazardous waste (HHW). Eighty-four
percent of revenues are used to fund contracts with the North Texas Municipal Water District (NTMWD),
the City’s franchised waste disposal vendor (Community Waste Disposal), and the City’s litter collection
contract for parks, greenbelts, and along US75. The fund also supports employees who manage solid
waste customer service; educate citizens and youth through environmental programs; run HHW
education and collection programs for HHW and the Chemical Reuse Center in coordination with the
Plano Reuse Center; and provides support staff to Keep Allen Beautiful.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Collaborated with the Parks Department to promote recycling at the City’s larger parks, the
Allen Event Center and Allen USA Celebration, as well as coordinated the annual Trees for Allen
community beautification program.
Continued to provide HHW services to residents through partnership with the City of Plano.
HHW payments to Plano: $59,000.
Continued the Community Waste Disposal (CWD) contract for solid waste collection and
recycling services: $3,011,077; and with NTMWD for transfer station and landfill activities:
$2,578,356
Participated in NCTCOG workshops, completed requested surveys and completed grant
reporting.
Partnered with Mayor’s Monarch Challenge, Connemara Meadow Pollinator Plots, and AISD
schools to promote environmental messages, provide public education and conserve natural
resources.
Met education-related standards for mandated Texas Pollutant Discharge Elimination System
(TPDES) program at special events & through public education.
Worked with National Wildlife Federation at Earthfest and in schools to promote The Monarch
Challenge.
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation
Continued to fund the litter collection contract managed by Parks & Recreation: $225,000.
Assisted the Keep Allen Beautiful Board (KAB) in the successful execution of key events: Allen
Recycles Day, Great American Cleanup, National Planting Day and the Educator Expo.
Prepared three competitive nominations through Keep Texas Beautiful (KTB), which resulted in
three winning applications as well as recognition for Sustained Excellence.
Received top awards from Keep America Beautiful, STAR North Texas, STAR, North Texas
Corporate Recycling Association (NTCRA), and Texas Solid Waste Association of North America
(TxSWANA).
SOLID WASTE
FUND: SOLID WASTE
ORG: 7050110
ACCOMPLISHMENTS IN FY2018
ENTERPRISE FUNDS240 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
KAB provided $2,183 in support of youth education and youth projects and an annual $500
legacy scholarship through Allen Foundation for Schools. Additionally, KAB awarded 15 Waste
Works Awards jointly with CWD to support AISD environmental education in schools.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Brought Allen youth forward for Council recognition through the Reuse-a-Shoe Contest, Arbor
Day Poster Contest, and the Recycled Art Contest.
Continued to meet the public expectation of quality environmental services; HHW, waste, and
recycling.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Use grant funds & enterprise fund money to promote effective environmental management
programs.
Continue to provide HHW services to residents through partnership with the City of Plano.
HHW payments to Plano: $58,000.
Continue to provide effective environmental programs and education that impact the region
through cooperative sharing of programs, promotions and educational materials.
Coordinate renewal of existing Waste Services Contract or competitive procurement of a new
vendor.
OBJECTIVES FOR FY2019
SOLID WASTE
FUND: SOLID WASTE
ORG: 7050110
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 569,800 608,404 583,546 688,775
Operations 2,479,345 2,693,570 2,702,388 2,697,661
Supplies 27,880 37,750 37,750 37,840
Maintenance 6,272 2,840 8,450 3,450
Professional Services 2,959,530 3,380,281 3,164,270 3,531,419
Other Financing Uses 541,034 634,062 734,062 742,121
6,583,861$ 7,356,907$ 7,230,466$ 7,701,266$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Waste Services Manager 1111
Commercial Waste Services Specialist 0 0 0 1
Education Specialist 2222
Code Compliance Officer*0.5 0.5 0.5 0.5
HHW Maintenance Worker 3333
Customer Service Representative1111
7.5 7.5 7.5 8.5
7.5 7.5 7.5 8.5
*This position is split between Water & Sewer and Solid Waste.
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 386,164 418,373 400,361 466,758
Longevity 4,408 4,744 4,744 5,080
Overtime 7,769 9,500 9,500 9,500
FICA 29,400 30,947 30,059 35,706
TMRS 71,910 59,387 58,038 68,306
Worker's Compensation 4,882 6,292 5,779 6,746
Health Insurance 58,908 71,914 68,237 88,619
Health Savings 475 565 272 450
Dental Insurance 4,946 5,665 5,533 6,445
Long-term Disability 475 521 528 598
Life Insurance 292 325 313 339
Flexible Spending 171 171 182 228
569,800$ 608,404$ 583,546$ 688,775$
OPERATIONS
Phone/ Data Connectivity*- - - 600
Fuel 5,041 8,800 8,800 9,924
Technology Maintenance - 1,500 1,500 1,500
Travel & Training 6,267 12,795 12,795 12,759
*Includes Reallocated Cost from Internal Services
DEPARTMENT TOTAL
EXPENSE SUMMARY
PERSONNEL SUMMARY
TOTAL FULL TIME
EXPENSE DETAIL
SUBTOTAL
TOTAL FULL-TIME-EQUIVALENT
241ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
KAB provided $2,183 in support of youth education and youth projects and an annual $500
legacy scholarship through Allen Foundation for Schools. Additionally, KAB awarded 15 Waste
Works Awards jointly with CWD to support AISD environmental education in schools.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Brought Allen youth forward for Council recognition through the Reuse-a-Shoe Contest, Arbor
Day Poster Contest, and the Recycled Art Contest.
Continued to meet the public expectation of quality environmental services; HHW, waste, and
recycling.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Use grant funds & enterprise fund money to promote effective environmental management
programs.
Continue to provide HHW services to residents through partnership with the City of Plano.
HHW payments to Plano: $58,000.
Continue to provide effective environmental programs and education that impact the region
through cooperative sharing of programs, promotions and educational materials.
Coordinate renewal of existing Waste Services Contract or competitive procurement of a new
vendor.
OBJECTIVES FOR FY2019
SOLID WASTE
FUND: SOLID WASTE
ORG: 7050110
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 569,800 608,404 583,546 688,775
Operations 2,479,345 2,693,570 2,702,388 2,697,661
Supplies 27,880 37,750 37,750 37,840
Maintenance 6,272 2,840 8,450 3,450
Professional Services 2,959,530 3,380,281 3,164,270 3,531,419
Other Financing Uses 541,034 634,062 734,062 742,121
6,583,861$ 7,356,907$ 7,230,466$ 7,701,266$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Waste Services Manager 1111
Commercial Waste Services Specialist 0 0 0 1
Education Specialist 2222
Code Compliance Officer*0.5 0.5 0.5 0.5
HHW Maintenance Worker 3333
Customer Service Representative1111
7.5 7.5 7.5 8.5
7.5 7.5 7.5 8.5
*This position is split between Water & Sewer and Solid Waste.
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 386,164 418,373 400,361 466,758
Longevity 4,408 4,744 4,744 5,080
Overtime 7,769 9,500 9,500 9,500
FICA 29,400 30,947 30,059 35,706
TMRS 71,910 59,387 58,038 68,306
Worker's Compensation 4,882 6,292 5,779 6,746
Health Insurance 58,908 71,914 68,237 88,619
Health Savings 475 565 272 450
Dental Insurance 4,946 5,665 5,533 6,445
Long-term Disability 475 521 528 598
Life Insurance 292 325 313 339
Flexible Spending 171 171 182 228
569,800$ 608,404$ 583,546$ 688,775$
OPERATIONS
Phone/ Data Connectivity*- - - 600
Fuel 5,041 8,800 8,800 9,924
Technology Maintenance - 1,500 1,500 1,500
Travel & Training 6,267 12,795 12,795 12,759
*Includes Reallocated Cost from Internal Services
DEPARTMENT TOTAL
EXPENSE SUMMARY
PERSONNEL SUMMARY
TOTAL FULL TIME
EXPENSE DETAIL
SUBTOTAL
TOTAL FULL-TIME-EQUIVALENT
ENTERPRISE FUNDS242 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
SOLID WASTE
FUND: SOLID WASTE
ORG: 7050110
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Dues & Subscriptions 1,303 1,500 1,500 1,351
Uniforms 2,332 1,775 1,775 1,810
Postage & Freight 6,208 10,960 8,000 8,000
Outside Printing 16,872 14,125 14,125 15,000
Insurance 4,675 5,287 5,287 2,973
Solid Waste Services 2,415,852 2,539,855 2,585,633 2,578,356
Vehicle & Equipment Replacement 20,795 96,973 62,973 65,388
2,479,345$2,693,570$2,702,388$2,697,661$
SUPPLIES
General Supplies 24,871 34,410 35,410 35,465
Tools/ Small Equipment 2,419 2,340 2,340 2,375
Medical/ Chemical Supply 590 1,000 - -
27,880$ 37,750$ 37,750$ 37,840$
MAINTENANCE
Vehicle Maintenance 6,183 2,390 3,000 3,000
Equipment Maintenance 89 450 5,450 450
6,272$2,840$ 8,450$ 3,450$
PROFESSIONAL SERVICES
Contractual Services 2,884,145 3,298,668 3,086,000 3,402,077
Professional Services - - - 50,000
Immunizations/ Physical Expenses - 2,550 - -
Recycling 18,436 18,200 18,200 18,200
Household Hazardous Waste 56,949 59,000 58,207 59,000
OPEB Trust - 1,863 1,863 2,142
2,959,530$ 3,380,281$3,164,270$ 3,531,419$
OTHER FINANCING USES
Operating Transfer Out 241,034 234,062 234,062 242,121
Capital Projects Transfer Out 300,000 400,000 500,000 500,000
541,034$ 634,062$734,062$742,121$
6,583,861$ 7,356,907$ 7,230,466$ 7,701,266$
2016-2017 2017-2018 2017-2018 2018-2019
OPERATING TRANSFERS OUT ACTUAL BUDGET AMENDED BUDGET
Risk Management Admin Costs 4,300 4,486 4,486 4,915
General Fund 193,719 189,176 189,176 188,938
Water & Sewer Fund 40,175 38,191 38,191 46,059
General Fund PC Lease 1,435 765 765 765
Service Center Cost Allocation 1,405 1,444 1,444 1,444
241,034$ 234,062$ 234,062$ 242,121$
CAPITAL PROJECTS TRANSFERS OUT
Alley Repairs 300,000 400,000 500,000 500,000
300,000$ 400,000$ 500,000$ 500,000$
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
EXPENSE DETAIL - CONTINUED
TOTAL
TOTAL
TOTAL EXPENSES
SUBTOTAL
TRANSFERS OUT DETAIL
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Recycling
The City of Allen
measures the impact
of its recycling
programs by tracking
the pounds of
materials diverted,
including co-mingled
recyclables and yard
waste. Recycling
extends the life of the
landfill while
allowing resources
(glass, paper, plastics,
and metals) to be recovered for reuse or re-manufacturing. The City continues to gain recognition for its
innovative and progressive recycling and diversion efforts, including national, state and regional awards.
City provided commercial cardboard recycling diverts 2,612 tons per year. Urban residential complexes
(apartments) and Allen ISD divert 1,082 tons of single-stream recycling per year. Many of the large
commercial stores have found value in their recycling tonnages and no longer participate in local recycling
programs. Single-stream residential recycling in 95-gallon carts divert 7,637 tons of materials from the
landfill. The NTMWD composting program converts yard trimmings into soil amendments, saving landfill
space through diversion of 7,541 tons. Public Education efforts in 2017 reached 1,301 adults and 3,400 youth
through 54 hands-on environmental programs.
Trash Collection Complaints
The Solid Waste Division contracts
with Community Waste Disposal
(CWD) for garbage and recycling
collection and provides oversight to
their operations. CWD’s contract
renewed June 1, 2013. CWD is
contractually obligated to achieve
<1.1 service inquiries per 1,000
service opportunities. In 2017, CWD
performed 4,291,151 service
opportunities.
SOLID WASTE
FUND: SOLID WASTE
ORG: 7050110
15,482 10,578 10,463
62.99 62.07 61.15
50
55
60
65
70
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
2016 2017 2018 est.Pounds per HouseholdTonsRecyclable Trash Diverted
Recyclable Trash Diverted Pounds Per Household/ Month
0.40
0.34
0.38
0.30
0.32
0.34
0.36
0.38
0.40
0.42
2016 2017 2018 est.
Customer Complaints per 1,000
Service Opportunities
PERFORMANCE MEASURES
243ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
SOLID WASTE
FUND: SOLID WASTE
ORG: 7050110
2016-20172017-20182017-20182018-2019
OPERATIONS - CONTINUEDACTUALBUDGETAMENDEDBUDGET
Dues & Subscriptions1,303 1,5001,5001,351
Uniforms2,332 1,775 1,775 1,810
Postage & Freight6,20810,960 8,000 8,000
Outside Printing16,87214,12514,12515,000
Insurance4,675 5,287 5,287 2,973
Solid Waste Services2,415,8522,539,855 2,585,633 2,578,356
Vehicle & Equipment Replacement20,79596,97362,973 65,388
2,479,345$2,693,570$2,702,388$2,697,661$
SUPPLIES
General Supplies24,871 34,410 35,410 35,465
Tools/ Small Equipment2,4192,3402,3402,375
Medical/ Chemical Supply5901,000 - -
27,880$ 37,750$ 37,750$ 37,840$
MAINTENANCE
Vehicle Maintenance6,1832,390 3,000 3,000
Equipment Maintenance89 4505,450450
6,272$2,840$ 8,450$ 3,450$
PROFESSIONAL SERVICES
Contractual Services2,884,145 3,298,668 3,086,0003,402,077
Professional Services- - - 50,000
Immunizations/ Physical Expenses- 2,550 - -
Recycling18,436 18,200 18,200 18,200
Household Hazardous Waste56,94959,000 58,20759,000
OPEB Trust- 1,8631,8632,142
2,959,530$ 3,380,281$3,164,270$ 3,531,419$
OTHER FINANCING USES
Operating Transfer Out241,034 234,062 234,062 242,121
Capital Projects Transfer Out300,000400,000 500,000500,000
541,034$ 634,062$734,062$742,121$
6,583,861$ 7,356,907$ 7,230,466$ 7,701,266$
2016-20172017-20182017-20182018-2019
OPERATING TRANSFERS OUTACTUALBUDGETAMENDEDBUDGET
Risk Management Admin Costs4,300 4,486 4,486 4,915
General Fund193,719 189,176 189,176 188,938
Water & Sewer Fund40,175 38,191 38,191 46,059
General Fund PC Lease1,435 765 765 765
Service Center Cost Allocation1,405 1,444 1,444 1,444
241,034$ 234,062$ 234,062$ 242,121$
CAPITAL PROJECTS TRANSFERS OUT
Alley Repairs300,000 400,000 500,000500,000
300,000$ 400,000$ 500,000$ 500,000$
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
EXPENSE DETAIL - CONTINUED
TOTAL
TOTAL
TOTAL EXPENSES
SUBTOTAL
TRANSFERS OUT DETAIL
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Recycling
The City of Allen
measures the impact
of its recycling
programs by tracking
the pounds of
materials diverted,
including co-mingled
recyclables and yard
waste. Recycling
extends the life of the
landfill while
allowing resources
(glass, paper, plastics,
and metals) to be recovered for reuse or re-manufacturing. The City continues to gain recognition for its
innovative and progressive recycling and diversion efforts, including national, state and regional awards.
City provided commercial cardboard recycling diverts 2,612 tons per year. Urban residential complexes
(apartments) and Allen ISD divert 1,082 tons of single-stream recycling per year. Many of the large
commercial stores have found value in their recycling tonnages and no longer participate in local recycling
programs. Single-stream residential recycling in 95-gallon carts divert 7,637 tons of materials from the
landfill. The NTMWD composting program converts yard trimmings into soil amendments, saving landfill
space through diversion of 7,541 tons. Public Education efforts in 2017 reached 1,301 adults and 3,400 youth
through 54 hands-on environmental programs.
Trash Collection Complaints
The Solid Waste Division contracts
with Community Waste Disposal
(CWD) for garbage and recycling
collection and provides oversight to
their operations. CWD’s contract
renewed June 1, 2013. CWD is
contractually obligated to achieve
<1.1 service inquiries per 1,000
service opportunities. In 2017, CWD
performed 4,291,151 service
opportunities.
SOLID WASTE
FUND: SOLID WASTE
ORG: 7050110
15,482 10,578 10,463
62.99 62.07 61.15
50
55
60
65
70
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
2016 2017 2018 est.Pounds per HouseholdTonsRecyclable Trash Diverted
Recyclable Trash Diverted Pounds Per Household/ Month
0.40
0.34
0.38
0.30
0.32
0.34
0.36
0.38
0.40
0.42
2016 2017 2018 est.
Customer Complaints per 1,000
Service Opportunities
PERFORMANCE MEASURES
ENTERPRISE FUNDS244 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
Household Hazardous
Waste Collection
The household hazardous
waste (HHW) program is an
important part of our Texas
Pollution Discharge
Elimination System (TPDES)
program. The HHW program
is conducted in cooperation
with the City of Plano through
an Interlocal Agreement. The
program provides residents
with an environmentally safe
way to remove household
chemicals (paint, cleaners, oil,
etc.) from their homes. From
the beginning of the program (FY2002) through April 2018, 153,991 pounds of reusable chemicals have been
collected and redistributed to residents of Allen and Plano. In 2012, the Allen Municipal Service Center’s
Chemical Reuse Center (ACRC) was opened under the TCEQ permit for the City of Plano as a satellite station
to their Chemical Reuse Center. To date, 6,816 Allen and Plano residents have made use of the free chemicals
at the ACRC. In July 2008, curbside computer collection services changed to quarterly collections at one day
events. In 2013, e-cycling tonnages had decreased and twice a year collections are now programmed. This
important service continues to eliminate a potential hazard from the landfill system and in 2017, 78,223
pounds of e-cycling was collected as part of the City’s overall recycling efforts.
10,106 10,058
8,655
2,380
2,271
2,412
2,200
2,250
2,300
2,350
2,400
2,450
7,500
8,000
8,500
9,000
9,500
10,000
10,500
2016 2017 2018 est.Pounds of Reusable ChemicalsCurbside ParticipantsAxis Title
Household Hazardous Waste Collections
Pounds of Reusable Chemicals Curbside Participants
REVENUES 2016-2017 2017-2018 2017-2018 2018-2019
Operating Revenues ACTUAL BUDGET AMENDED BUDGET
Inspection Fees 138,508 40,000 80,000 70,000
Drainage Fees 1,494,962 1,651,032 1,651,032 1,700,000
TOTAL OPERATING REVENUES 1,633,470$ 1,691,032$ 1,731,032$ 1,770,000$
Non-Operating Revenues
Interest 9,343 6,000 12,000 13,610
Other Reimbursements 15,210 1,500 5,000 5,000
TOTAL NON-OPERATING REVENUES 24,553$ 7,500$17,000$ 18,610$
TOTAL REVENUES 1,658,023$ 1,698,532$ 1,748,032$ 1,788,610$
EXPENSES 2016-2017 2017-2018 2017-2018 2018-2019
Public Works:ACTUAL BUDGET AMENDED BUDGET
Drainage Operating Expenses 1,148,106 1,382,073 1,370,029 1,559,958
Capital Expenses 63,970 134,400 134,400 -
Transfers Out 323,819 321,334 321,334 347,401
TOTAL PUBLIC WORKS 1,535,895$ 1,837,807$ 1,825,763$ 1,907,359$
TOTAL EXPENSES 1,535,895$ 1,837,807$ 1,825,763$ 1,907,359$
PROJECTED WORKING CAPITAL 10/1 1,005,332$927,601$
TOTAL PROJECTED REVENUES 1,748,032 1,788,610
TOTAL PROJECTED EXPENSES (1,825,763) (1,907,359)
PROJECTED WORKING CAPITAL 9/30 927,601$ 808,852$
DAYS OPERATIONAL EXPENSES IN RESERVE*200 155
Fund Balance Required: 90 to 120 days operational expenses
*DOR = Ending Fund Balance / ((Operating Expenses)/365)
REVENUE & EXPENSE SUMMARY
FUND: DRAINAGE
FISCAL YEAR 2018-2019
FUND BALANCE PROJECTIONS
245ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
Household Hazardous
Waste Collection
The household hazardous
waste (HHW) program is an
important part of our Texas
Pollution Discharge
Elimination System (TPDES)
program. The HHW program
is conducted in cooperation
with the City of Plano through
an Interlocal Agreement. The
program provides residents
with an environmentally safe
way to remove household
chemicals (paint, cleaners, oil,
etc.) from their homes. From
the beginning of the program (FY2002) through April 2018, 153,991 pounds of reusable chemicals have been
collected and redistributed to residents of Allen and Plano. In 2012, the Allen Municipal Service Center’s
Chemical Reuse Center (ACRC) was opened under the TCEQ permit for the City of Plano as a satellite station
to their Chemical Reuse Center. To date, 6,816 Allen and Plano residents have made use of the free chemicals
at the ACRC. In July 2008, curbside computer collection services changed to quarterly collections at one day
events. In 2013, e-cycling tonnages had decreased and twice a year collections are now programmed. This
important service continues to eliminate a potential hazard from the landfill system and in 2017, 78,223
pounds of e-cycling was collected as part of the City’s overall recycling efforts.
10,10610,058
8,655
2,380
2,271
2,412
2,200
2,250
2,300
2,350
2,400
2,450
7,500
8,000
8,500
9,000
9,500
10,000
10,500
201620172018 est.Pounds of Reusable ChemicalsCurbside ParticipantsAxis Title
Household Hazardous Waste Collections
Pounds of Reusable ChemicalsCurbside Participants
REVENUES 2016-2017 2017-2018 2017-2018 2018-2019
Operating Revenues ACTUAL BUDGET AMENDED BUDGET
Inspection Fees 138,508 40,000 80,000 70,000
Drainage Fees 1,494,962 1,651,032 1,651,032 1,700,000
TOTAL OPERATING REVENUES 1,633,470$ 1,691,032$ 1,731,032$ 1,770,000$
Non-Operating Revenues
Interest 9,343 6,000 12,000 13,610
Other Reimbursements 15,210 1,500 5,000 5,000
TOTAL NON-OPERATING REVENUES 24,553$ 7,500$17,000$ 18,610$
TOTAL REVENUES 1,658,023$ 1,698,532$ 1,748,032$ 1,788,610$
EXPENSES 2016-2017 2017-2018 2017-2018 2018-2019
Public Works:ACTUAL BUDGET AMENDED BUDGET
Drainage Operating Expenses 1,148,106 1,382,073 1,370,029 1,559,958
Capital Expenses 63,970 134,400 134,400 -
Transfers Out 323,819 321,334 321,334 347,401
TOTAL PUBLIC WORKS 1,535,895$ 1,837,807$ 1,825,763$ 1,907,359$
TOTAL EXPENSES 1,535,895$ 1,837,807$ 1,825,763$ 1,907,359$
PROJECTED WORKING CAPITAL 10/1 1,005,332$927,601$
TOTAL PROJECTED REVENUES 1,748,032 1,788,610
TOTAL PROJECTED EXPENSES (1,825,763) (1,907,359)
PROJECTED WORKING CAPITAL 9/30 927,601$ 808,852$
DAYS OPERATIONAL EXPENSES IN RESERVE*200 155
Fund Balance Required: 90 to 120 days operational expenses
*DOR = Ending Fund Balance / ((Operating Expenses)/365)
REVENUE & EXPENSE SUMMARY
FUND: DRAINAGE
FISCAL YEAR 2018-2019
FUND BALANCE PROJECTIONS
ENTERPRISE FUNDS246 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
Director
Assistant Director
Superintendent
Equipment
Operator
2
Maintenance
Worker
3
Drainage
Inspector
1
Maintenance
Worker
1
Crew Leader
1
DRAINAGE
FUND: DRAINAGE
ORG: 7100110
The Drainage crew maintains drainage inlets, storm sewers, open drainage channels and ditches to assure
they remain free of vegetation and hazardous waste. Sedimentation must be controlled and channels should
carry water runoff flow as designed.
Goal 1. Enhance Community Livability and Safety
No homes and one business were flooded during heavy rain events. Maintained street sweeping
frequency of twice monthly on arterial and thoroughfares and once monthly on collectors; added
new roads to the sweeping plan based on funds made available by a lower cost street sweeping
contract; part of Texas Pollutant Discharge Elimination System (TPDES) permit requirements.
Maintained drainage ways with the Gradall and New Mini Excavator.
Implemented 11th year tasks in the City’s TPDES permit.
Continued the 9th year of Drainage Technician; Inspecting and verifying outfall structures and dry
weather inspections utilizing GIS data collector as required in the City’s TPDES Permit.
Completed an emergency repair of a collapsed 24” storm drainage line on Creekway Drive.
Worked with Engineering to continue to meet TPDES permit requirements.
Utilized Concrete mixer truck for delivery of concrete to Drainage, Streets, Water & Sewer, and
Parks.
Hired consultant to assist with next 5 year program for TPDES.
Goal 1. Enhance Community Livability and Safety
Inspect and clear all storm sewer inlets after major storm events.
Implement 12th year tasks in the City’s TPDES permit.
Continue installation of curb inlet markers in support of the storm drain marking program.
Maintain drainage structures or channels to prevent flooding.
Continue to ensure the drainage system is clear of debris: Drainage Maintenance: $92,750;
Contract mowing of greenbelts: $125,450; Contract street sweeping: $170,000.
Continue funding for Phase II NPDES professional services contract: $21,000.
Continue funding of costs of NPDES Stormwater Management Best Practices Manual from COG:
$9,500 and share of COG Stormwater Management Program: $5,700.
Continue to rapidly respond to citizen’s calls and concerns related to drainage and stormwater.
Increase financial support of Environmental Health’s response to mosquito related issues
(primarily West Nile Virus and Zika virus).
DRAINAGE
FUND: DRAINAGE FUND
ORG: 7100110
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
247ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
Director
Assistant Director
Superintendent
Equipment
Operator
2
Maintenance
Worker
3
Drainage
Inspector
1
Maintenance
Worker
1
Crew Leader
1
DRAINAGE
FUND: DRAINAGE
ORG: 7100110
The Drainage crew maintains drainage inlets, storm sewers, open drainage channels and ditches to assure
they remain free of vegetation and hazardous waste. Sedimentation must be controlled and channels should
carry water runoff flow as designed.
Goal 1. Enhance Community Livability and Safety
No homes and one business were flooded during heavy rain events. Maintained street sweeping
frequency of twice monthly on arterial and thoroughfares and once monthly on collectors; added
new roads to the sweeping plan based on funds made available by a lower cost street sweeping
contract; part of Texas Pollutant Discharge Elimination System (TPDES) permit requirements.
Maintained drainage ways with the Gradall and New Mini Excavator.
Implemented 11th year tasks in the City’s TPDES permit.
Continued the 9th year of Drainage Technician; Inspecting and verifying outfall structures and dry
weather inspections utilizing GIS data collector as required in the City’s TPDES Permit.
Completed an emergency repair of a collapsed 24” storm drainage line on Creekway Drive.
Worked with Engineering to continue to meet TPDES permit requirements.
Utilized Concrete mixer truck for delivery of concrete to Drainage, Streets, Water & Sewer, and
Parks.
Hired consultant to assist with next 5 year program for TPDES.
Goal 1. Enhance Community Livability and Safety
Inspect and clear all storm sewer inlets after major storm events.
Implement 12th year tasks in the City’s TPDES permit.
Continue installation of curb inlet markers in support of the storm drain marking program.
Maintain drainage structures or channels to prevent flooding.
Continue to ensure the drainage system is clear of debris: Drainage Maintenance: $92,750;
Contract mowing of greenbelts: $125,450; Contract street sweeping: $170,000.
Continue funding for Phase II NPDES professional services contract: $21,000.
Continue funding of costs of NPDES Stormwater Management Best Practices Manual from COG:
$9,500 and share of COG Stormwater Management Program: $5,700.
Continue to rapidly respond to citizen’s calls and concerns related to drainage and stormwater.
Increase financial support of Environmental Health’s response to mosquito related issues
(primarily West Nile Virus and Zika virus).
DRAINAGE
FUND: DRAINAGE FUND
ORG: 7100110
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
ENTERPRISE FUNDS248 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
ORG: 7100110
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 590,507 640,705 641,361 754,970
Operations 121,007 190,304 189,304 245,511
Supplies 49,310 59,275 47,575 60,025
Maintenance 111,191 120,020 120,020 122,340
Professional Services 276,091 371,769 371,769 377,112
Capital 63,970 134,400 134,400 -
Transfers Out 323,819 321,334 321,334 347,401
1,535,895$ 1,837,807$ 1,825,763$ 1,907,359$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Crew Leader 1111
Drainage Inspector 1111
Stormwater Program Manager 0 0 0 1
Construction Inspector *1111
Equipment Operator 2222
Maintenance Worker 4444
99910
99910
* This position is under the supervision of Engineering.
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 347,077 383,764 379,169 455,930
Longevity 4,344 4,672 4,324 4,952
Overtime 20,267 15,000 20,000 20,000
FICA 26,043 28,152 29,253 34,340
TMRS 67,097 56,988 57,485 68,242
Worker's Compensation 12,540 14,412 14,145 16,826
Health Insurance 106,226 129,626 128,747 144,482
Health Savings - - - 480
Dental Insurance 6,163 7,236 7,372 8,659
Long-Term Disability 429 488 495 588
Life Insurance 264 310 310 357
Flexible Spending 5 7 5 7 6 1 114
590,507$ 640,705$ 641,361$ 754,970$
OPERATIONS
Phone/ Data Connectivity - 100 100 300
Fuel 9,957 15,000 15,000 19,941
Technology Maintenance*- 2,100 2,100 2,100
*Includes Phase 5 Annual Maintenance
SUBTOTAL
DRAINAGE
FUND: DRAINAGE
EXPENSE SUMMARY
PERSONNEL SUMMARY
EXPENSE DETAIL
DEPARTMENT TOTAL
TOTAL FULL-TIME-EQUIVALENT
TOTAL FULL TIME
249ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
ORG: 7100110
DRAINAGE
FUND: DRAINAGE
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Travel & Training 111 2,500 2,500 2,500
Uniforms 5,766 7,417 7,417 7,417
Postage & Freight 471 1,500 1,000 1,000
Advertising 324 1,500 1,000 -
Rentals 5,443 7,140 7,140 7,280
Outside Printing 2,363 6,500 6,500 6,500
Insurance 6,011 6,798 6,798 8,213
Notices Required by Law**- - - 1,000
Vehicle & Equipment Replacement 90,561 139,749 139,749 189,260
121,007$ 190,304$ 189,304$ 245,511$
SUPPLIES
General Supplies 22,738 20,125 20,125 20,525
Tool/Small Equipment 25,963 14,750 14,750 15,100
Medical & Chemical Supply 609 24,400 12,700 24,400
49,310$ 59,275$ 47,575$ 60,025$
MAINTENANCE
Vehicle Maintenance 12,750 12,370 12,370 12,615
Equipment Maintenance 2,914 16,650 16,650 16,975
Infrastructure Maintenance 95,527 91,000 91,000 92,750
111,191$ 120,020$ 120,020$ 122,340$
PROFESSIONAL SERVICES
Contractual Services 186,702 335,300 335,300 214,850
Professional Services 89,389 34,176 34,176 34,176
Contract Mowing - - - 125,450
Post-Employment Funding Expense - 2,293 2,293 2,636
276,091$ 371,769$ 371,769$ 377,112$
CAPITAL OUTLAY
Machinery & Equipment 63,970 134,400 134,400 -
63,970$ 134,400$ 134,400$ -$
TRANSFERS OUT
Operating Transfer Out 323,819 321,334 321,334 347,401
323,819$ 321,334$ 321,334$ 347,401$
1,535,895$ 1,837,807$ 1,825,763$ 1,907,359$
**Moved from Advertising per Senate Bill 622
EXPENSE DETAIL - CONTINUED
TOTAL EXPENSES
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
ENTERPRISE FUNDS250 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
ORG: 7100110
DRAINAGE
FUND: DRAINAGE
2016-2017 2017-2018 2017-2018 2018-2019
MACHINERY & EQUIPMENT ACTUAL BUDGET AMENDED BUDGET
Replace VacTron Trailer 63,970 - - -
Trailer for Skid Steer Loader - 12,400 12,400 -
Mini Excavator - 92,000 92,000 -
Permanent Concrete Wash Out Pit - 30,000 30,000 -
63,970$ 134,400$ 134,400$ -$
***The items listed are non-recurring capital expenses based on increased service to the community.
2016-2017 2017-2018 2017-2018 2018-2019
OPERATING TRANSFER OUT ACTUAL BUDGET AMENDED BUDGET
Risk Management Admin Costs 5,528 5,768 5,768 5,898
General Fund Admin Support 318,291 311,006 311,006 336,943
Service Center Cost Allocation - 4,560 4,560 4,560
323,819$ 321,334$ 321,334$ 347,401$ TOTAL
TOTAL
CAPITAL EXPENSE LIST***
TRANSFERS OUT DETAIL
251ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Street Sweeping
Arterial and collector roads are swept during the
year in order to remove debris for aesthetics,
safety, and for TPDES permit compliance. These
are actual “curb miles” of streets swept. The
number of curb miles is larger than the number
of street miles in Allen because there are at least
two curb miles per mile of road (one curb on each
side) and up to four curbs on roads with
medians. Arterials are swept twice monthly and
collectors are swept once per month. The
number of curb miles swept has grown due to
the increase in roads.
DRAINAGE
FUND: DRAINAGE
ORG: 7100110
436
462
501
400
420
440
460
480
500
520
2016 2017 2018 est.
Curb Miles Swept
PERFORMANCE MEASURES
ENTERPRISE FUNDS252 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
REVENUES 2016-2017 2017-2018 2017-2018 2018-2019
Operating Revenues ACTUAL BUDGET AMENDED BUDGET
Greens Fees 2,034,822 2,270,000 2,270,000 2,324,675
Concession Sales 404,630 425,865 425,865 446,446
Retail Store 132,033 126,803 130,472 132,633
Lesson Fees 374,739 410,000 410,000 426,400
Facility Rentals 10,900 10,400 10,400 11,200
TOTAL OPERATING REVENUES 2,957,124$ 3,243,068$ 3,246,737$ 3,341,354$
Non-Operating Revenues
Reimbursements and Contributions 2,237 - 10,425 -
Operating Transfer In 402,000 301,000 310,023 358,158
Pension Funding Transfer - - 50,000 50,000
Facility Maintenance Transfer In - 151,500 151,500 20,000
TOTAL NON-OPERATING REVENUES 404,237$ 452,500$ 521,948$ 428,158$
TOTAL REVENUES 3,361,361$ 3,695,568$ 3,768,685$ 3,769,512$
2016-2017 2017-2018 2017-2018 2018-2019
EXPENSES ACTUAL BUDGET AMENDED BUDGET
Personnel Services 1,577,341 1,723,684 1,717,059 1,821,797
Operations 1,417,650 1,828,229 1,912,775 1,807,560
Depreciation 140,155 138,851 138,851 140,155
TOTAL EXPENSES 3,135,145$ 3,690,764$ 3,768,685$ 3,769,512$
PROJECTED WORKING CAPITAL 10/1 13,078$13,078$
TOTAL PROJECTED REVENUES 3,768,685 3,769,512
TOTAL PROJECTED EXPENSES (3,768,685)(3,769,512)
PROJECTED WORKING CAPITAL 9/30 13,078$ 13,078$
FUND BALANCE PROJECTIONS
REVENUE & EXPENSE SUMMARY
FUND: GOLF COURSE FUND
FISCAL YEAR 2018-2019
Director
Assistant Director
Golf Services Manager
1
Administrative Assistant
1
Golf Superintendent
1
Chemical Technician
1
Asst. Golf
Superintendent
1
Maintenance Worker
8
Temporary
Maintenance Worker
.96
Golf Specialist
2
Temporary Golf
Attendant
.75
Range Attendant
1.5
Golf Attendant
2.78
Food/Beverage
Supervisor
1
Food/Beverage
Specialist
.90
Park Maintenance
Tech
1
Lead Food/
Beverage Specialist
2
Temp-Food/
Beverage Specialist
.24
Irrigation Technician
1
Lead Golf
Specialist
1
Head Golf Professional
1
GOLF COURSE
FUND: GOLF COURSE
ORG: 7250100 - 7250350
253ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
Director
Assistant Director
Golf Services Manager
1
Administrative Assistant
1
Golf Superintendent
1
Chemical Technician
1
Asst. Golf
Superintendent
1
Maintenance Worker
8
Temporary
Maintenance Worker
.96
Golf Specialist
2
Temporary Golf
Attendant
.75
Range Attendant
1.5
Golf Attendant
2.78
Food/Beverage
Supervisor
1
Food/Beverage
Specialist
.90
Park Maintenance
Tech
1
Lead Food/
Beverage Specialist
2
Temp-Food/
Beverage Specialist
.24
Irrigation Technician
1
Lead Golf
Specialist
1
Head Golf Professional
1
GOLF COURSE
FUND: GOLF COURSE
ORG: 7250100 - 7250350
ENTERPRISE FUNDS254 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
The Golf Course Fund was established to support the daily operations of the golf course in providing
recreational opportunities for the Citizens of Allen and the surrounding region. The course closed in
October 2011 to begin a year-long renovation to improve playability, as well as course and homeowner
safety. Newly rebranded as The Courses at Watters Creek, the facility re-opened in January 2013 with a
redesigned 18-hole course and driving range. The Players 9-hole course and the Futures 6-hole course
opened for play in September 2013. The re-named Grill 33 received a minor remodel to enhance guests’
experiences. For the second time since the course re-opened, but to a lesser degree, #17 green suffered
significant flood damage in March 2018.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Strategy - Create recreational partnerships
Engaged local, regional and state golf associations to attract high level professional and amateur
golf events:
o Hosted the Texas Golf Association (TGA) State Winter Amateur Series and the American
Junior Golf Association (AJGA) Taylor Made –Adidas junior tournament.
o Hosted the regional Drive, Chip and Putt competition.
o Hosted numerous other Northern Texas Professional Golf Association (PGA) junior
tournaments and PGA junior camps.
o Hosted the Independent School District (ISD) Golf Championship tournaments for Plano
ISD and Frisco ISD.
Continued the association with the American Foot Golf League as a Certified Foot Golf Course.
Utilized the PGA of America’s “Golf 2.0” plan to create instructional opportunities for all customer
segments. A Junior League golf team was formed and competed locally against other league teams.
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Increased database and outreach to women, families and juniors.
Recognized by the Golf Channel as a host facility to the National Drive, Chip and Putt Competition.
Continued partnership with the Plane Truth and Individual instructors to enhance instructional
programs.
Prominent Golf Instructors associated with The Courses at Watters Creek (TCWC) include a Top
100 Golf Instructor (as designated by Golf Digest) and a Track Man Master Professionals (one of
only 65 in the world).
Participated in the PGA “Play Golf America” initiatives to grow the game.
Implemented a Get Golf Ready instructional series on Tuesday and Thursday nights.
Implemented a Saturday morning “walk- up” instruction program.
Recognized as the “Best Practice Facility” in the DFW market by Avid Golfer Magazine.
Goal 6. Maintain operational excellence in City government services
Strategy - Utilize technology for optimum performance and customer service.
Implemented agreement with Golf Now for new point of sale system and web design services.
GOLF COURSE
FUND: GOLF COURSE
ORG: 7250100-7250350
ACCOMPLISHMENTS IN FY2018
255ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Strategy - Create recreational partnerships
Continue discussions with outside groups to attract high level professional and amateur golf
events.
Continue to utilize the PGA of America’s “Golf 2.0” plan to create instructional opportunities for all
customers.
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation.
Continue to expand database and outreach efforts to women, families, and juniors.
Work closely with the Marketing Division to promote TCWC as a quality tournament and daily
play destination.
Work in conjunction with the PGA to promote TCWC as a learning destination with outstanding
practice facilities.
Continue discussions with the North Texas Gas Processors Association (NTGPA) and TGA to host
high profile amateur tournaments.
Goal 6. Maintain operational excellence in City government services
Strategy - Utilize technology for optimum performance and customer service
Continue to emphasize staff training in Golf Operations, Course Maintenance, and Food &
Beverage Services to ensure product and operational excellence.
Finalize the standard operating procedures manual for the entire facility.
OBJECTIVES FOR FY2019
ENTERPRISE FUNDS256 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 1,577,341 1,723,684 1,717,059 1,821,797
Operations 481,873 557,452 541,776 564,711
Supplies 187,753 177,052 184,232 186,384
Maintenance 82,809 253,199 288,341 122,249
Professional Services 665,214 840,526 898,426 934,216
Depreciation 140,155 138,851 138,851 140,155
3,135,145$ 3,690,764$ 3,768,685$ 3,769,512$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Golf Services Manager 1111
Golf Superintendent 1111
Head Golf Pro 1111
Golf Assistant Superintendent 1111
Food & Beverage Supervisor 1111
Golf Specialist 3333
Chemical Technician 1111
Irrigation Technician 1111
Parks Maintenance Technician 1111
Administrative Assistant 1111
Maintenance Worker 8888
Lead Food & Beverage Specialist2222
Lead Golf Attendant 0 0 0 1
Golf Attendant 1 1 1 0
23 23 23 23
PART TIME
Golf Attendant 1.78 1.78 1.78 1.78
Range Attendant 1.50 1.50 1.50 1.50
Food & Beverage Specialist 0.90 0.90 0.90 0.90
Maintenance Worker 4.51 4.51 4.51 4.51
8.69 8.69 8.69 8.69
TEMPORARY
Maintenance Worker 0.96 0.96 0.96 0.96
Golf Attendant 0.75 0.75 0.75 0.75
Food & Beverage Specialist 0.24 0.24 0.24 0.24
1.95 1.95 1.95 1.95
33.64 33.64 33.64 33.64
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 1,031,178 1,123,743 1,097,495 1,159,038
Longevity 6,987 8,316 8,125 9,473
GOLF COURSE
FUND: GOLF COURSE
ORG: 7250100-7250350
EXPENSE SUMMARY
PERSONNEL SUMMARY
EXPENSE DETAIL
TOTAL TEMPORARY
TOTAL FULL-TIME-EQUIVALENT
TOTAL PART TIME
TOTAL FULL TIME
DEPARTMENT TOTAL
257ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
GOLF COURSE
FUND: GOLF COURSE
ORG: 7250100-7250350
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Overtime 41,275 64,951 64,951 68,635
FICA 80,452 86,988 79,888 89,703
TMRS 181,299 152,155 147,833 175,571
Worker's Compensation 14,760 19,247 16,975 19,969
Health Insurance 204,461 248,140 281,758 278,171
Health Savings - - - 1,320
Dental Insurance 15,079 18,084 17,932 17,800
Long-term Disability 1,107 1,237 1,257 1,276
Life Insurance 671 766 784 784
Flexible Benefit Expense 71 57 61 57
1,577,341$1,723,684$1,717,059$ 1,821,797$
OPERATIONS
Phone/ Data Connectivity 4,833 14,496 14,496 15,480
Fuel 12,416 22,331 22,331 22,331
Water 91,468 120,000 120,000 132,850
Electricity 124,296 100,000 100,000 100,000
Travel & Training 2,055 7,127 7,127 6,472
Technology Maintenance 1,320 - - -
Dues & Subscriptions 9,545 7,740 7,740 12,682
Uniforms 9,143 17,582 17,582 17,766
Postage & Freight 67 80 80 80
Rentals 250 2,497 2,497 2,497
Outside Printing - 1,500 1,500 1,530
Liquor State Tax Expense 12,109 29,141 13,465 14,152
Purchases - Concessions 77,426 89,958 89,958 94,094
Purchases - Liquor 45,737 50,000 50,000 63,001
Purchases - Retail 88,210 90,000 90,000 76,776
Marketing Expenses 2,996 5,000 5,000 5,000
481,873$557,452$ 541,776$564,711$
SUPPLIES
General Supplies 134,484 144,875 148,655 165,537
Small Tools & Minor Equipment 53,269 32,177 35,577 20,847
187,753$ 177,052$184,232$186,384$
MAINTENANCE
Building Maintenance*34,251 215,412 234,852 83,912
Equipment Maintenance 48,558 37,787 53,489 38,337
82,809$253,199$ 288,341$122,249$
PROFESSIONAL SERVICES
Contractual Services 465,031 479,230 492,286 505,318
Lease Expenses 118,617 300,999 265,704 284,842
Professional Services 697 - - -
Credit Card Costs 80,870 51,000 81,139 83,367
*FY 18 Includes $151,500 in maintenance items that are funded by a Facility Maintenance Transfer In
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
EXPENSE DETAIL - CONTINUED
ENTERPRISE FUNDS258 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
GOLF COURSE
FUND: GOLF COURSE
ORG: 7250100-7250350
2016-2017 2017-2018 2017-2018 2018-2019
ACTUAL BUDGET AMENDED BUDGET
Post-Employment Funding Expense - 9,297 59,297 60,689
665,214$840,526$898,426$934,216$
MISCELLANEOUS
Depreciation 140,155$138,851$ 138,851$ 140,155$
140,155$ 138,851$138,851$140,155$
3,135,145$ 3,690,764$ 3,768,685$ 3,769,512$
SUBTOTAL
TOTAL EXPENSES
EXPENSE DETAIL - CONTINUED
PROFESSIONAL SERVICES - CONTINUED
SUBTOTAL
259ENTERPRISE FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Maintaining operational excellence in City government services and ensuring excellent fiscal management
to maintain public trust (Goal 6 of the City’s Strategic Plan) play a large part in the management of The
Courses at Watters Creek (TCWC) golf course. Three areas where performance is measured as it relates to
these goals include rounds produced, cost/maintained per acre, and revenue/golfer.
Rounds Produced & Cost per
Maintained Acre
TCWC was designed and is
managed with the goal of providing
“Golf for Everyone”. Its facilities
include courses of six (Futures),
nine (Players), and eighteen holes
(Traditions), short game practice
area, a large 52 station driving
range, and a clubhouse complete
with pro shop, restaurant, and
meeting/ event facility.
Golf rounds generated in FY17 were
the highest recorded number of
rounds since the opening of the redesigned course in 2013. This was primarily due to favorable playing
conditions in the winter months. Rounds in FY18 are trending to exceed 40,000 rounds for the third
consecutive year; however, they are projected lower than FY17. This is due to the cooler winter weather
experienced this year which required covering the greens on two occasions. Furthermore, a major flood
event in February 2018 required the course to be closed for clean-up and repairs. The #17 green was
significantly damaged in the flood and required extensive rehabilitation. The unexpected flood damage and
repairs are the main reason the cost per acre projection for FY18 is higher.
Revenue per Golfer
Revenue per golfer is calculated as the sum of all sales from green fees, cart fees, range balls, merchandise
sales and food & beverage purchases divided by the total number of rounds played. Revenue per golfer
remains comparable with past years. This is consistent with the industry as a whole due to minimal growth
in the golf trade and unchanged consumer spending habits. Overall, rounds increased in FY17 over previous
years, but as previously stated, are projected to decrease in FY18. TCWC continues to play an important role
in growing the game by hosting numerous junior tournaments and golf camps in addition to providing
opportunities for individual instruction. Staff is also working to implement a new program to increase
exposure and utilization of the practice facilities as well as the Traditions and Players courses.
GOLF COURSE
FUND: GOLF COURSE
ORG: 7250100-7250350 39,759 44,478 47,010 44,023 $5,002 $4,862 $4,861 $5,690 $4,200
$4,400
$4,600
$4,800
$5,000
$5,200
$5,400
$5,600
$5,800
30,000
35,000
40,000
45,000
50,000
2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 8 e s t.Cost per AcreRoundsRounds & Cost Per Acre
Rounds Produced Cost Per Acre Rounds Goal Cost Goal
PERFORMANCE MEASURES
ENTERPRISE FUNDS260 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
ENTERPRISE FUNDS
$39 $35 $37 $38
$9
$8
$9 $9
$8
$7
$6 $7
$3
$2
$3 $3
$62
$57 $57 $58
$30
$35
$40
$45
$50
$55
$60
$65
2015 2016 2017 2018 est.
Revenue/ Sales
Merchandise Driving Range Food & Bevg.
Green Fees Total Goal
Other Funds
OTHER FUNDS262 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
REVENUE & EXPENDITURE SUMMARY
FUND: HOTEL OCCUPANCY TAX
FISCAL YEAR 2018-2019
REVENUES 2016-2017 2017-2018 2017-2018 2018-2019
Operating Revenues ACTUAL BUDGET AMENDED BUDGET
Hotel Occupancy Tax 1,547,244 1,856,418 1,600,583 1,852,376
TOTAL OPERATING REVENUES 1,547,244$ 1,856,418$ 1,600,583$ 1,852,376$
Non-Operating Revenues
Interest 30,879 33,000 50,000 48,652
TOTAL NON-OPERATING REVENUES 30,879$ 33,000$ 50,000$ 48,652$
TOTAL REVENUES 1,578,123$ 1,889,418$ 1,650,583$ 1,901,028$
EXPENDITURES 2016-2017 2017-2018 2017-2018 2018-2019
Culture & Recreation ACTUAL BUDGET AMENDED BUDGET
Grants*391,586 395,300 3,495,300 572,100
Convention and Visitors Bureau 645,139 1,057,358 1,177,819 1,166,024
TOTAL EXPENDITURES 1,036,726$ 1,452,658$ 4,673,119$ 1,738,124$
PROJECTED FUND BALANCE 10/1 4,900,938$ 1,878,402$
TOTAL PROJECTED REVENUES 1,650,583 1,901,028
TOTAL PROJECTED EXPENDITURES (4,673,119)(1,738,124)
PROJECTED FUND BALANCE 9/30 1,878,402$ 2,041,306$
*$3.1 Million for the Hotel/Convention Center payment in FY2018.
FUND BALANCE PROJECTIONS
CVB Director
1
Senior Marketing
Specialist
1
CVB Sales Manager
2
Assistant City Manager
CVB Intern
.5
CVB Office
Manager
1
HOTEL OCCUPANCY TAX
FUND: HOTEL OCCUPANCY TAX
ORG: 5067100
263OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
REVENUE & EXPENDITURE SUMMARY
FUND: HOTEL OCCUPANCY TAX
FISCAL YEAR 2018-2019
REVENUES2016-20172017-20182017-20182018-2019
Operating RevenuesACTUALBUDGETAMENDEDBUDGET
Hotel Occupancy Tax1,547,244 1,856,418 1,600,583 1,852,376
TOTAL OPERATING REVENUES1,547,244$ 1,856,418$ 1,600,583$ 1,852,376$
Non-Operating Revenues
Interest 30,879 33,000 50,000 48,652
TOTAL NON-OPERATING REVENUES30,879$ 33,000$ 50,000$ 48,652$
TOTAL REVENUES1,578,123$ 1,889,418$ 1,650,583$ 1,901,028$
EXPENDITURES2016-20172017-20182017-20182018-2019
Culture & RecreationACTUALBUDGETAMENDEDBUDGET
Grants*391,586 395,300 3,495,300 572,100
Convention and Visitors Bureau645,139 1,057,358 1,177,819 1,166,024
TOTAL EXPENDITURES1,036,726$ 1,452,658$ 4,673,119$ 1,738,124$
PROJECTED FUND BALANCE 10/14,900,938$ 1,878,402$
TOTAL PROJECTED REVENUES1,650,583 1,901,028
TOTAL PROJECTED EXPENDITURES(4,673,119)(1,738,124)
PROJECTED FUND BALANCE 9/301,878,402$ 2,041,306$
*$3.1 Million for the Hotel/Convention Center payment in FY2018.
FUND BALANCE PROJECTIONS
CVB Director
1
Senior Marketing
Specialist
1
CVB Sales Manager
2
Assistant City Manager
CVB Intern
.5
CVB Office
Manager
1
HOTEL OCCUPANCY TAX
FUND: HOTEL OCCUPANCY TAX
ORG: 5067100
OTHER FUNDS264 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
The Hotel Occupancy Tax Fund collects revenue from a 7% tax on hotel rooms rented in Allen. The revenue
is used to support various projects that enhance and promote tourism, the arts and the convention/ hotel
industry in Allen, as allowed by state law.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Attended Connect Meetings, Connect Texas, Plan Your Meetings/ MPI and Small Meetings
tradeshows.
Showcased Allen as a destination during National Travel and Tourism Week in May by hosting the
3rd annual partner Travel Rally.
Allen Convention and Visitors Bureau (CVB) received the 2017 Texas Association of Convention &
Visitors Bureaus (TACVB) first place people’s choice award for National Travel and Tourism week
in their budget category. This is the second consecutive year the CVB has won this award.
Continued Partnerships with the National Collegiate Wrestling, The Sport Source Showcase, Triple
Crown Softball and Texas Twisters Taekwondo.
Hotel Occupancy Tax Grant assisted the following organizations: Allen Civic Ballet, Allen
Philharmonic Symphony, Allen Arts Alliance, Connemara Conservancy Allen Chamber of
Commerce, Allen Heritage Guild, Friends of the Library’s Jazz Blues Festival and ALLen Reads
program, Allen Event Center and Parks & Recreations.
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Continued to work with destination partners on key projects to successfully sell Allen as a
destination to attract and retain meetings, conventions and sports tournaments.
Launched brand creative refresh.
Launched Strategic Marketing Plan with Belmont Icehouse including media buying and search
engine marketing.
Gained 180 new Facebook page likes, 154 new Twitter followers, and 212 new Instagram followers.
Continued use of official hashtag, #VisitAllen, on all social platforms.
Promoted the launch of the Allen Convention & Visitors Bureau LinkedIn company page.
Oct. 1, 2017 - May 31, 2018: VisitAlllenTexas.com received 39,925 total sessions and 83,834
pageviews. 33,550 of the sessions were from new visitors and 3,625 were returning visitors. The
“Places to Stay and Things to Do” directory, which includes hotel listings, received 10,936 total
pageviews and 7,368 unique pageviews.
Continued the NorthTexasShopping.com partnership; 242,200 total website visits (Oct. 1, 2017 –
May 31, 2018).
Distributed 7,144 copies of the visitor’s guide from May 2017 to May 2018, a 78.6% increase from
the previous year.
HOTEL OCCUPANCY TAX
FUND: HOTEL OCCUPANCY TAX
ORG: 5067100
ACCOMPLISHMENTS IN FY2018
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Continue to position the City of Allen’s CVB as the principal vehicle for attracting new tourism
opportunities and marketing the city as a tourism destination.
Continue lead generation, marketing, prospecting and database development efforts.
Continue direct selling activity by attending tradeshows, hosting customer events and working
with destination partners on key projects to successfully sell Allen as a destination.
Showcase Allen as a destination during National Travel and Tourism Week.
Expand Destination Partner Program to increase partner participation.
Continue to update the video library with footage of event activities and testimonials from visitors
and planners to use in engaging ways.
Continue to increase engagement on social media, including Facebook, Twitter, Instagram and
LinkedIn.
Continue Hotel Occupancy Tax Grants to assist in funding local non-profit organizations.
Launch initiative to increase engagement with social media influencers and bloggers.
Continue working the 2017-2020 strategic marketing plan.
OBJECTIVES FOR FY2019
265OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
The Hotel Occupancy Tax Fund collects revenue from a 7% tax on hotel rooms rented in Allen. The revenue
is used to support various projects that enhance and promote tourism, the arts and the convention/ hotel
industry in Allen, as allowed by state law.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Attended Connect Meetings, Connect Texas, Plan Your Meetings/ MPI and Small Meetings
tradeshows.
Showcased Allen as a destination during National Travel and Tourism Week in May by hosting the
3rd annual partner Travel Rally.
Allen Convention and Visitors Bureau (CVB) received the 2017 Texas Association of Convention &
Visitors Bureaus (TACVB) first place people’s choice award for National Travel and Tourism week
in their budget category. This is the second consecutive year the CVB has won this award.
Continued Partnerships with the National Collegiate Wrestling, The Sport Source Showcase, Triple
Crown Softball and Texas Twisters Taekwondo.
Hotel Occupancy Tax Grant assisted the following organizations: Allen Civic Ballet, Allen
Philharmonic Symphony, Allen Arts Alliance, Connemara Conservancy Allen Chamber of
Commerce, Allen Heritage Guild, Friends of the Library’s Jazz Blues Festival and ALLen Reads
program, Allen Event Center and Parks & Recreations.
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Continued to work with destination partners on key projects to successfully sell Allen as a
destination to attract and retain meetings, conventions and sports tournaments.
Launched brand creative refresh.
Launched Strategic Marketing Plan with Belmont Icehouse including media buying and search
engine marketing.
Gained 180 new Facebook page likes, 154 new Twitter followers, and 212 new Instagram followers.
Continued use of official hashtag, #VisitAllen, on all social platforms.
Promoted the launch of the Allen Convention & Visitors Bureau LinkedIn company page.
Oct. 1, 2017 - May 31, 2018: VisitAlllenTexas.com received 39,925 total sessions and 83,834
pageviews. 33,550 of the sessions were from new visitors and 3,625 were returning visitors. The
“Places to Stay and Things to Do” directory, which includes hotel listings, received 10,936 total
pageviews and 7,368 unique pageviews.
Continued the NorthTexasShopping.com partnership; 242,200 total website visits (Oct. 1, 2017 –
May 31, 2018).
Distributed 7,144 copies of the visitor’s guide from May 2017 to May 2018, a 78.6% increase from
the previous year.
HOTEL OCCUPANCY TAX
FUND: HOTEL OCCUPANCY TAX
ORG: 5067100
ACCOMPLISHMENTS IN FY2018
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Continue to position the City of Allen’s CVB as the principal vehicle for attracting new tourism
opportunities and marketing the city as a tourism destination.
Continue lead generation, marketing, prospecting and database development efforts.
Continue direct selling activity by attending tradeshows, hosting customer events and working
with destination partners on key projects to successfully sell Allen as a destination.
Showcase Allen as a destination during National Travel and Tourism Week.
Expand Destination Partner Program to increase partner participation.
Continue to update the video library with footage of event activities and testimonials from visitors
and planners to use in engaging ways.
Continue to increase engagement on social media, including Facebook, Twitter, Instagram and
LinkedIn.
Continue Hotel Occupancy Tax Grants to assist in funding local non-profit organizations.
Launch initiative to increase engagement with social media influencers and bloggers.
Continue working the 2017-2020 strategic marketing plan.
OBJECTIVES FOR FY2019
OTHER FUNDS266 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
HOTEL TAX ADMINISTRATION
FUND: HOTEL OCCUPANCY TAX
ORG: 5060100
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Operations 391,586 393,300 3,493,300 570,100
Professional Services - 2,000 2,000 2,000
391,586$ 395,300$ 3,495,300$ 572,100$
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS ACTUAL BUDGET AMENDED BUDGET
Grants
Allen Chamber of Commerce 1,287 1,600 1,600 1,600
Allen Community Theatre 2,200 2,200 2,200 3,000
Allen Heritage Guild 1,874 2,500 2,500 2,500
Connemara Conservancy 2,624 3,000 3,000 3,000
Allen Arts Alliance 4,000 4,000 4,000 5,000
Allen Civic Ballet 10,000 10,000 10,000 10,000
Friends of the Library 10,000 10,000 10,000 10,000
Philharmonic Symphony 30,000 30,000 30,000 30,000
Special Event Hosting Fee 35,000 35,000 35,000 -
Special Events - - - 10,000
Community Events P&R 59,300 60,000 60,000 60,000
AEC Marketing and Advertising 235,301 235,000 235,000 235,000
Economic Grant Expense - - 3,100,000 200,000
391,586 393,300 3,493,300 570,100
PROFESSIONAL SERVICES
Legal Expenses - 2,000 2,000 2,000
- 2,000 2,000 2,000
391,586$ 395,300$ 3,495,300$ 572,100$
EXPENDITURE DETAIL
EXPENDITURE SUMMARY
TOTAL EXPENDITURE
SUBTOTAL
SUBTOTAL
DEPARTMENT TOTAL
CONVENTION & VISITORS BUREAU
FUND: HOTEL OCCUPANCY TAX
ORG: 5067100
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 296,855 430,260 414,181 485,381
Operations 239,058 528,933 469,503 472,308
Supplies 1,727 3,945 6,000 50,000
Maintenance 109 500 500 500
Professional Services 107,390 93,720 287,635 154,064
Transfers Out - - - 3,771
645,139$ 1,057,358$ 1,177,819$ 1,166,024$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
CVB Director 1111
CVB Sales Manager 1 2 2 2
Senior Marketing Specialist 0 1 1 1
Marketing Specialist 1 0 0 0
CVB Office Manager 1111
4555
PART TIME
CVB Intern 0.5 0.5 0.5 0.5
0.5 0.5 0.5 0.5
4.5 5.5 5.5 5.5
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 212,089 288,029 285,198 338,509
Longevity 576 746 704 950
Overtime 2,007 2,340 2,340 2,340
FICA 15,596 20,831 20,898 25,117
TMRS 30,462 41,164 40,782 48,503
Worker's Compensation 343 556 512 653
Health Insurance 32,966 71,535 59,258 64,187
Health Savings - - - 300
Dental Insurance 2,244 4,341 3,747 3,974
Long-term Disability 249 351 353 418
Life Insurance 151 196 207 259
Flexible Spending 171 171 182 171
296,855$ 430,260$ 414,181$ 485,381$
OPERATIONS
Phone/ Data Connectivity*- - - 1,800
Fuel 302 2,000 2,000 1,000
*Includes Reallocated Cost
EXPENDITURE SUMMARY
TOTAL FULL TIME
DEPARTMENT TOTAL
SUBTOTAL
TOTAL FULL-TIME-EQUIVALENT
TOTAL PART TIME
EXPENDITURE DETAIL
PERSONNEL SUMMARY
267OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
CONVENTION & VISITORS BUREAU
FUND: HOTEL OCCUPANCY TAX
ORG: 5067100
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 296,855 430,260 414,181 485,381
Operations 239,058 528,933 469,503 472,308
Supplies 1,727 3,945 6,000 50,000
Maintenance 109 500 500 500
Professional Services 107,390 93,720 287,635 154,064
Transfers Out - - - 3,771
645,139$ 1,057,358$ 1,177,819$ 1,166,024$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
CVB Director 1111
CVB Sales Manager 1 2 2 2
Senior Marketing Specialist 0 1 1 1
Marketing Specialist 1 0 0 0
CVB Office Manager 1111
4555
PART TIME
CVB Intern 0.5 0.5 0.5 0.5
0.5 0.5 0.5 0.5
4.5 5.5 5.5 5.5
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 212,089 288,029 285,198 338,509
Longevity 576 746 704 950
Overtime 2,007 2,340 2,340 2,340
FICA 15,596 20,831 20,898 25,117
TMRS 30,462 41,164 40,782 48,503
Worker's Compensation 343 556 512 653
Health Insurance 32,966 71,535 59,258 64,187
Health Savings - - - 300
Dental Insurance 2,244 4,341 3,747 3,974
Long-term Disability 249 351 353 418
Life Insurance 151 196 207 259
Flexible Spending 171 171 182 171
296,855$ 430,260$ 414,181$ 485,381$
OPERATIONS
Phone/ Data Connectivity*- - - 1,800
Fuel 302 2,000 2,000 1,000
*Includes Reallocated Cost
EXPENDITURE SUMMARY
TOTAL FULL TIME
DEPARTMENT TOTAL
SUBTOTAL
TOTAL FULL-TIME-EQUIVALENT
TOTAL PART TIME
EXPENDITURE DETAIL
PERSONNEL SUMMARY
OTHER FUNDS268 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
CONVENTION & VISITORS BUREAU
FUND: HOTEL OCCUPANCY TAX
ORG: 5067100
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Technology Maintenance 4 2 10,600 10,600 9,600
Rolling Stock Replacement 2,800 6,652 6,652 6,652
Travel & Training 10,732 20,800 20,800 18,500
Dues & Subscriptions 10,961 10,820 10,820 10,820
Postage & Freight 2,396 3,800 3,800 3,800
Advertising 78,600 248,471 199,520 178,054
Outside Printing 9,060 15,385 15,385 20,900
Meetings & Receptions 6,819 26,455 26,455 32,455
Insurance Expense*- - - 4,577
Special Activities 79,086 99,200 99,200 99,200
Marketing Expenses 38,262 84,750 74,271 84,950
239,058$ 528,933$ 469,503$ 472,308$
SUPPLIES
General Supplies**1,727 3,945 6,000 50,000
1,727$ 3,945$ 6,000$ 50,000$
MAINTENANCE
Vehicle Maintenance 109 500 500 500
109$ 500$ 500$ 500$
PROFESSIONAL SERVICES
Contractual Services 6,599 8,335 9,655 9,655
Lease Agreements***- - 140,000 6,300
Professional Services 100,792 84,525 137,120 137,120
Post-Employment Funding Expense - 860 860 989
107,390$ 93,720$ 287,635$ 154,064$
TRANSFERS OUT
Operating Transfer Out - - - 3,771
-$ -$ -$ 3,771$
645,139$ 1,057,358$ 1,177,819$ 1,166,024$
*Includes Reallocated Cost
**FY 19 Includes Cost for Office Move
***FY 18 Includes Cost for CVB Hotel Space Finish Out
SUBTOTAL
SUBTOTAL
SUBTOTAL
EXPENDITURE DETAIL - CONTINUED
TOTAL EXPENDITURE
SUBTOTAL
SUBTOTAL
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Allen Hotels & Rooms
Allen currently has eight
existing hotels. The Delta
Hotels by Marriott Watters
Creek Convention Center is
under construction and
expected to open by the end of
2018. The Hilton Tru broke
ground in August 2018 and
plans to be open October 2019,
the Aloft is projecting to break
ground in mid – 2019.
Online Marketing
The Allen CVB opened its
doors in July 2009 and
launched its brand during the
summer of 2012. Over the past
five years since establishing
the Allen brand, the CVB’s
primary marketing focus was
to establish Allen as a
meetings destination in the
DFW Region and to create
brand awareness. The
campaign has been very
successful with the online
advertising garnering
significant results.
CONVENTION & VISITORS BUREAU
FUND: HOTEL OCCUPANCY TAX
ORG: 5067100
136
228
300
103
150
95 87 114 104 90 59
0
50
100
150
200
250
300
350
# of RoomsHotels and Rooms
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
2013-2014 2014-2015 2015-2016 2016-2017 2017-YTD
Online Marketing Actuals
Impressions Clicks CTR
PERFORMANCE MEASURES
269OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
CONVENTION & VISITORS BUREAU
FUND: HOTEL OCCUPANCY TAX
ORG: 5067100
2016-20172017-20182017-20182018-2019
OPERATIONS - CONTINUEDACTUALBUDGETAMENDEDBUDGET
Technology Maintenance4 2 10,600 10,600 9,600
Rolling Stock Replacement2,800 6,652 6,652 6,652
Travel & Training10,732 20,800 20,800 18,500
Dues & Subscriptions10,961 10,820 10,820 10,820
Postage & Freight2,396 3,800 3,800 3,800
Advertising78,600 248,471 199,520 178,054
Outside Printing9,060 15,385 15,385 20,900
Meetings & Receptions6,819 26,455 26,455 32,455
Insurance Expense*- - - 4,577
Special Activities79,086 99,200 99,200 99,200
Marketing Expenses38,262 84,750 74,271 84,950
239,058$ 528,933$ 469,503$ 472,308$
SUPPLIES
General Supplies**1,727 3,945 6,000 50,000
1,727$ 3,945$ 6,000$ 50,000$
MAINTENANCE
Vehicle Maintenance109 500 500 500
109$ 500$ 500$ 500$
PROFESSIONAL SERVICES
Contractual Services6,599 8,335 9,655 9,655
Lease Agreements***- - 140,000 6,300
Professional Services100,792 84,525 137,120 137,120
Post-Employment Funding Expense- 860 860 989
107,390$ 93,720$ 287,635$ 154,064$
TRANSFERS OUT
Operating Transfer Out- - - 3,771
-$ -$ -$ 3,771$
645,139$ 1,057,358$ 1,177,819$ 1,166,024$
*Includes Reallocated Cost
**FY 19 Includes Cost for Office Move
***FY 18 Includes Cost for CVB Hotel Space Finish Out
SUBTOTAL
SUBTOTAL
SUBTOTAL
EXPENDITURE DETAIL - CONTINUED
TOTAL EXPENDITURE
SUBTOTAL
SUBTOTAL
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Allen Hotels & Rooms
Allen currently has eight
existing hotels. The Delta
Hotels by Marriott Watters
Creek Convention Center is
under construction and
expected to open by the end of
2018. The Hilton Tru broke
ground in August 2018 and
plans to be open October 2019,
the Aloft is projecting to break
ground in mid – 2019.
Online Marketing
The Allen CVB opened its
doors in July 2009 and
launched its brand during the
summer of 2012. Over the past
five years since establishing
the Allen brand, the CVB’s
primary marketing focus was
to establish Allen as a
meetings destination in the
DFW Region and to create
brand awareness. The
campaign has been very
successful with the online
advertising garnering
significant results.
CONVENTION & VISITORS BUREAU
FUND: HOTEL OCCUPANCY TAX
ORG: 5067100
136
228
300
103
150
95 87 114 104 90 59
0
50
100
150
200
250
300
350
# of RoomsHotels and Rooms
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
2013-2014 2014-2015 2015-2016 2016-2017 2017-YTD
Online Marketing Actuals
Impressions Clicks CTR
PERFORMANCE MEASURES
OTHER FUNDS270 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
Economic Impact
The economic impact of tourism in Allen continues to grow and supports 1,390 jobs in Allen. In 2017, $157
million was spent on tourism in Allen. 2017 is the most current year for which data is available.
1,240
1,380
1,420
1,450 1,460
1,390
111
139 150 155 153 157
0
20
40
60
80
100
120
140
160
180
1,100
1,150
1,200
1,250
1,300
1,350
1,400
1,450
1,500
2010 2012 2013 2014 2015 2017
Economic Impact
Total Employment Tourism Spending ($M)
271OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
Economic Impact
The economic impact of tourism in Allen continues to grow and supports 1,390 jobs in Allen. In 2017, $157
million was spent on tourism in Allen. 2017 is the most current year for which data is available.
1,240
1,380
1,420
1,4501,460
1,390
111
139150155153157
0
20
40
60
80
100
120
140
160
180
1,100
1,150
1,200
1,250
1,300
1,350
1,400
1,450
1,500
2010 2012 2013 2014 2015 2017
Economic Impact
Total EmploymentTourism Spending ($M)
REVENUE & EXPENDITURE SUMMARY
FUND: ASSET FORFEITURE FUND
FISCAL YEAR 2018-2019
REVENUES 2016-2017 2017-2018 2017-2018 2018-2019
Operating Revenues ACTUAL BUDGET AMENDED BUDGET
State Forfeiture 18,987 35,000 35,000 35,000
Federal Forfeiture - Justice Funds 166,122 150,000 150,000 150,000
TOTAL OPERATING REVENUES 185,109$ 185,000$185,000$185,000$
Non-Operating Revenues
Interest 2,397 2,000 2,750 2,352
Auction Revenue 29,031 5,000 8,187 5,000
TOTAL NON-OPERATING REVENUES 31,428$7,000$ 10,937$7,352$
TOTAL REVENUES 216,537$ 192,000$ 195,937$ 192,352$
2016-2017 2017-2018 2017-2018 2018-2019
EXPENDITURES ACTUAL BUDGET AMENDED BUDGET
Public Safety 133,411 119,059 149,113 20,292
TOTAL PUBLIC SAFETY 133,411$ 119,059$ 149,113$ 20,292$
TOTAL EXPENDITURES 133,411$ 119,059$ 149,113$ 20,292$
PROJECTED FUND BALANCE 10/1 168,122$214,946$
TOTAL PROJECTED REVENUES 195,937 192,352
TOTAL PROJECTED EXPENDITURES (149,113) (20,292)
PROJECTED FUND BALANCE 9/30 214,946$ 387,006$
FUND BALANCE PROJECTIONS
OTHER FUNDS272 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
No Personnel in this Department
ASSET FORFEITURE
FUND: ASSET FORFEITURE
ORG: 5085250-5085260
273OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
In accordance with the Code of Criminal Procedure, Chapter 59, this fund accounts for money, property, or
proceeds from the sale of property seized in connection with a crime and subsequently awarded by court
order to the law enforcement agency or agencies involved in the investigation or prosecution of that crime.
These monies must be accounted for separately, and may be used for law enforcement purposes.
ASSET FORFEITURE
FUND: ASSET FORFEITURE
ORG: 5085250-5085260
OTHER FUNDS274 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
ASSET FORFEITURE
FUND: ASSET FORFEITURE FUND
ORG: 5085250-5085260
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Supplies (Tools/ Small Equipment)118,623 98,767 124,821 -
Professional Services 14,788 20,292 24,292 20,292
133,411$ 119,059$ 149,113$ 20,292$
2016-2017 2017-2018 2017-2018 2018-2019
TOOLS/ SMALL EQUIPMENT ACTUAL BUDGET AMENDED BUDGET
State Forfeiture/ Seizure Expense - - 33,829 -
Federal Forfeiture Exp - Justice 118,623 98,767 90,992 -
118,623$ 98,767$ 124,821$ -$
PROFESSIONAL SERVICES
State Forfeiture/Seizure Expense 14,473 13,292 16,292 13,292
Federal Forfeiture Exp - Justice 315 7,000 8,000 7,000
14,788$ 20,292$ 24,292$ 20,292$
133,411$ 119,059$ 149,113$ 20,292$
2016-2017 2017-2018 2017-2018 2018-2019
ACTUAL BUDGET AMENDED BUDGET
18 Tasers - - 20,329 -
Ballistic Shields - - 13,500 -
-$ -$ 33,829$ -$
FEDERAL FORFEITURE EXPENSE - JUSTICE
Body Cameras 86,510 - - -
Rifles, Light System & Magazines 32,113 - - -
Rifles, Light Systems & Magazines - 76,500 - -
15 E-Citation Writers - 22,267 - -
11 Tasers and Accessories - - 19,179 -
50 Patrol Rifles and Accessories - - 71,813 -
118,623$ 98,767$ 90,992$ -$
STATE FORFEITURE/ SEIZURE EXPENSE
EXPENDITURE SUMMARY
EXPENDITURE DETAIL
TOOLS/ SMALL EQUIPMENT DETAIL
SUBTOTAL
DEPARTMENT TOTAL
TOTAL CAPITAL
TOTAL CAPITAL
TOTAL EXPENSES
SUBTOTAL
275OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
REVENUE & EXPENDITURE SUMMARY
FUND: SPECIAL REVENUE FUND
FISCAL YEAR 2018-2019
REVENUES 2016-2017 2017-2018 2017-2018 2018-2019
Operating Revenues ACTUAL BUDGET AMENDED BUDGET
Public Education Govt Access Fees 202,954 186,269 176,304 157,079
Juvenile Case Management Fines 59,367 62,610 62,610 62,610
Court Security Fines 35,036 37,566 37,566 37,566
Court Technology Fines 46,735 50,088 50,088 50,088
Red Light Fines*15,599 - 365 -
TOTAL OPERATING REVENUES 359,691$ 336,533$ 326,933$ 307,343$
Non-Operating Revenues
Interest 13,294 5,000 15,000 16,667
Intergovernmental (Radio System)- 46,824 72,759 46,824
Operating Transfer In 1,365,394 49,651 54,726 -
TOTAL NON-OPERATING REVENUES 1,378,688$ 101,475$ 142,485$ 63,491$
TOTAL REVENUES 1,738,379$ 438,008$ 469,418$ 370,834$
2016-2017 2017-2018 2017-2018 2018-2019
EXPENDITURES ACTUAL BUDGET AMENDED BUDGET
Public Education Govt Access Fees 77,207 60,125 166,976 105,225
Juvenile Case Management 46,540 63,208 71,051 67,157
Court Security 53,714 87,217 87,831 37,566
Court Technology 152,184 92,057 130,938 12,117
Red Light*11,331 27,125 26,573 -
Radio System 251,413 - 2,529 -
TOTAL EXPENDITURES 592,389$ 329,732$ 485,898$ 222,065$
PROJECTED FUND BALANCE 10/1 1,141,669$ 1,125,189$
TOTAL PROJECTED REVENUES 469,418 370,834
TOTAL PROJECTED EXPENDITURES (485,898) (222,065)
PROJECTED FUND BALANCE 9/30 1,125,189$ 1,273,958$
Restricted for:
Public Education Government Access 811,867$ 967,235$ 1,032,598$
Juvenile Case Manager 50,874 4,547 -
Court Technology 15,770 32,225 71,127
Radio System - 121,182 170,233
878,511$ 1,125,189$ 1,273,958$
*The Red-light Camera program was suspended in FY2016. Revenues represent year-to-date collections.
Expenditures exhaust the fund balance from this revenue source.
FUND BALANCE PROJECTIONS
OTHER FUNDS276 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
No Personnel in this Department
SPECIAL REVENUE
FUND: SPECIAL REVENUE
ORG: 5401211-5403301
277OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
The Special Revenue Fund is used to account for and report the proceeds of specific revenue sources that are
restricted or committed to expenditures for specific purposes other than debt service or capital projects.
This fund provides an enhanced level of accountability and transparency to taxpayers that the dollars will
go to the intended purpose. Where required additional revenue sources may be added to supplement
approved uses.
SPECIAL REVENUE
FUND: SPECIAL REVENUE
ORG: 5401211-5403301
OTHER FUNDS278 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
SPECIAL REVENUE FUND
FUND: SPECIAL REVENUE FUND
ORG: 5401211-5403301
2016-2017 2017-2018 2017-2018 2018-2019
ORGANIZATIONS ACTUAL BUDGET AMENDED BUDGET
PEG Expenses 77,207 60,125 166,976 105,225
Juvenile Case Management 46,540 63,208 71,051 67,157
Court Security 53,714 87,217 87,831 37,566
Court Technology 152,184 92,057 130,938 12,117
Red Light 11,331 27,125 26,573 -
Radio System 251,413 - 2,529 -
592,389$ 329,732$ 485,898$ 222,065$
2016-2017 2017-2018 2017-2018 2018-2019
PEG EXPENSES ACTUAL BUDGET AMENDED BUDGET
Technology Maintenance - 12,000 12,000 15,000
Tools/Small Equip 27,373 13,125 13,125 6,125
Maintenance - - - 600
Professional Services 4,460 11,000 11,000 11,500
Machinery & Equipment 45,374 24,000 130,851 72,000
77,207$ 60,125$ 166,976$105,225$
JUVENILE CASE MANAGEMENT
Personnel (Juvenile Case Manager)*46,540 63,208 71,051 67,157
46,540$63,208$ 71,051$67,157$
COURT SECURITY
Personnel (Court Bailiff)*53,714 87,217 87,831 37,566
53,714$ 87,217$ 87,831$ 37,566$
COURT TECHNOLOGY
Tools/Small Equip - - 4,002 3,117
Contractual Services 44,261 35,557 50,850 9,000
Professional Services 106,603 56,500 76,086 -
Computer Equipment & Software 1,320 - - -
152,184$92,057$ 130,938$12,117$
RED LIGHT
Personnel 3,015 - - -
Tools/Small Equip 7,716 27,125 26,573 -
Professional Services 600 - - -
11,331$ 27,125$ 26,573$ -$
RADIO SYSTEM
IT-Small Equipment 45,600 - 2,529 -
Machinery & Equipment 205,813 - - -
251,413$-$ 2,529$-$
592,389$ 329,732$ 485,898$ 222,065$
DEPARTMENT TOTAL
EXPENDITURE DETAIL
EXPENDITURE SUMMARY
TOTAL EXPENDITURE
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
*For FY2019, the Juvenile Case Manager and Bailiff are budgeted in the General Fund. Expenditures for these positions
represent the amount transferred to the General Fund.
279OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
SPECIAL REVENUE FUND
FUND: SPECIAL REVENUE FUND
ORG: 5401211-5403301
2016-2017 2017-2018 2017-2018 2018-2019
CAPITAL ACTUAL BUDGET AMENDED BUDGET
Audio Infrastructure Upgrade 25,950 - - -
New Projection Screen for Chambers 19,424 24,000 - -
Cisco Switches - ACTV CAT DV Server - - 20,049 -
Editorial Storage - - 110,802 -
2 Sony HD Cameras - - - 23,000
Automated Voting System - - - 31,500
Civic Auditorium Light Upgrade - - - 17,500
45,374$ 24,000$ 130,851$ 72,000$
*The items listed are non-recurring capital expenses based on increased service to the community.
TOTAL CAPITAL
CAPITAL EXPENDITURE LIST*
OTHER FUNDS280 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
REVENUE & EXPENDITURE SUMMARY
FUND: GRANT FUND
FISCAL YEAR 2018-2019
REVENUES 2016-2017 2017-2018 2017-2018 2018-2019
Operating Revenues ACTUAL BUDGET AMENDED BUDGET
Fire Grants 1,715 900 853 853
Police Grants 231,360 148,289 142,025 17,376
Library Grants 59,911 14,413 40,365 4,400
Park & Recreation Grants 190,000 200,000 210,000 -
Planning 416,233 323,663 458,736 440,329
Streets - - - 43,000
TOTAL OPERATING REVENUES 899,219$ 687,265$ 851,979$ 505,958$
Non-Operating Revenues
Interest on Investments 1,291 2,000 2,500 2,458
Operating Transfer In 124,401 130,597 129,544 65,732
TOTAL NON-OPERATING REVENUES 125,692$ 132,597$ 132,044$ 68,190$
TOTAL REVENUES 1,024,911$ 819,862$ 984,023$ 574,148$
2016-2017 2017-2018 2017-2018 2018-2019
EXPENDITURES ACTUAL BUDGET AMENDED BUDGET
Grants 999,178 810,430 987,604 525,468
TOTAL EXPENDITURES 999,178$ 810,430$ 987,604$ 525,468$
PROJECTED FUND BALANCE 10/1 274,828$271,247$
TOTAL PROJECTED REVENUES 984,023 574,148
TOTAL PROJECTED EXPENDITURES (987,604) (525,468)
PROJECTED FUND BALANCE 9/30 271,247$ 319,927$
FUND BALANCE PROJECTIONS
281OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
No Personnel in this Department
STATE AND FEDERAL GRANTS
FUND: GRANT FUND
ORG: 5500100-5506010
OTHER FUNDS282 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
The Grant Fund was created to track state and federal grants received and matching funds committed.
Grants are tracked by department within each of the funds. For purposes of staffing count, all personnel
are shown under their respective operating divisions.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Family Violence Investigator – received the fourth year of funding that allowed the Police
Department to continue to dedicate a full-time position to violent family and domestic abuse
situations and educated the public in relation to family violence.
Selective Traffic Enforcement Program Grant – funded through the Texas Department of
Transportation for the enforcement of traffic laws by targeting seat belt violations and violators of
the speed limit.
Community Development Block Grant (CDBG) – funded from the U.S. Department of Housing and
Urban Development to provide funding to public service agencies and assistance for low and
moderate-income families.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Community Development Block Grant (CDBG) – continue to seek funding from the U.S.
Department of Housing and Urban Development to provide funding to public service agencies and
assistance for low and moderate-income families.
Public Works Emergency Response Team (PWERT) – funded through the State Homeland Security
Program (SHSP) for the purchase of PWERT Trailer containing equipment of a critical need
following emergency situations.
STATE AND FEDERAL GRANTS
FUND: GRANT FUND
ORG: 5500100-5506010
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
STATE AND FEDERAL GRANTS
FUND: GRANT FUND
ORG: 5500100-5506010
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Grant Administration 30,001 - - -
Fire 1,704 900 853 853
Police*296,203 271,454 236,217 26,886
Library 50,315 14,413 40,365 4,400
Park & Recreation 200,000 200,000 200,000 -
Streets - - - 43,000
Planning 420,954 323,663 510,169 450,329
999,178$ 810,430$ 987,604$ 525,468$
2016-2017 2017-2018 2017-2018 2018-2019
GRANT ADMINISTRATION ACTUAL BUDGET AMENDED BUDGET
Miscellaneous Expense 30,001 - - -
30,001$ -$ -$ -$
FIRE DEPARTMENT
LEOSE 1,704 900 853 853
1,704$ 900$ 853$ 853$
POLICE DEPARTMENT*
Family Violence Investigator 118,472 154,097 129,563 -
STEP Overtime Grant 53,115 81,025 81,025 -
TCLEOSE Training Grant - 14,332 9,121 9,121
Bulletproof Vest Partnership Grant 13,324 22,000 16,508 17,765
Body Worn Cameras 111,292 - - -
296,203$ 271,454$ 236,217$ 26,886$
LIBRARY
Collin County Library Grant 41,986 - 10,000 -
Staff Chairs Grant 2,630 10,014 17,385 -
Texas Commission on the Arts 2,800 1,500 2,000 2,000
Interlibrary Loan Program 2,899 2,899 2,480 2,400
Family Place Libraries - - 6,000 -
Texas Book Festival - - 2,500 -
50,315$ 14,413$ 40,365$ 4,400$
PARKS & RECREATION
Spirit Park 200,000 200,000 200,000 -
200,000$ 200,000$ 200,000$ -$
STREETS
PWERT Tools and Equipment - - - 24,283
PWERT Trailer - - - 18,717
-$ -$ -$ 43,000$
*Revenue and expenditure for grant funded positions are recognized in the General Fund starting in FY2019
SUBTOTAL
SUBTOTAL
EXPENDITURE SUMMARY
EXPENDITURE DETAIL
SUBTOTAL
SUBTOTAL
SUBTOTAL
DEPARTMENT TOTAL
SUBTOTAL
283OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
STATE AND FEDERAL GRANTS
FUND: GRANT FUND
ORG: 5500100-5506010
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Grant Administration 30,001 - - -
Fire 1,704 900 853 853
Police*296,203 271,454 236,217 26,886
Library 50,315 14,413 40,365 4,400
Park & Recreation 200,000 200,000 200,000 -
Streets - - - 43,000
Planning 420,954 323,663 510,169 450,329
999,178$ 810,430$ 987,604$ 525,468$
2016-2017 2017-2018 2017-2018 2018-2019
GRANT ADMINISTRATION ACTUAL BUDGET AMENDED BUDGET
Miscellaneous Expense 30,001 - - -
30,001$ -$ -$ -$
FIRE DEPARTMENT
LEOSE 1,704 900 853 853
1,704$ 900$ 853$ 853$
POLICE DEPARTMENT*
Family Violence Investigator 118,472 154,097 129,563 -
STEP Overtime Grant 53,115 81,025 81,025 -
TCLEOSE Training Grant - 14,332 9,121 9,121
Bulletproof Vest Partnership Grant 13,324 22,000 16,508 17,765
Body Worn Cameras 111,292 - - -
296,203$ 271,454$ 236,217$ 26,886$
LIBRARY
Collin County Library Grant 41,986 - 10,000 -
Staff Chairs Grant 2,630 10,014 17,385 -
Texas Commission on the Arts 2,800 1,500 2,000 2,000
Interlibrary Loan Program 2,899 2,899 2,480 2,400
Family Place Libraries - - 6,000 -
Texas Book Festival - - 2,500 -
50,315$ 14,413$ 40,365$ 4,400$
PARKS & RECREATION
Spirit Park 200,000 200,000 200,000 -
200,000$ 200,000$ 200,000$ -$
STREETS
PWERT Tools and Equipment - - - 24,283
PWERT Trailer - - - 18,717
-$ -$ -$ 43,000$
*Revenue and expenditure for grant funded positions are recognized in the General Fund starting in FY2019
SUBTOTAL
SUBTOTAL
EXPENDITURE SUMMARY
EXPENDITURE DETAIL
SUBTOTAL
SUBTOTAL
SUBTOTAL
DEPARTMENT TOTAL
SUBTOTAL
OTHER FUNDS284 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
STATE AND FEDERAL GRANTS
FUND: GRANT FUND
ORG: 5500100-5506010
2016-2017 2017-2018 2017-2018 2018-2019
PLANNING DEPARTMENT ACTUAL BUDGET AMENDED BUDGET
CDBG Administration 4,488 5,000 3,090 5,000
Home Repair 368,466 270,663 352,888 380,780
Public Service Agencies 48,000 48,000 51,433 64,549
Public Infrastructure - - 102,758 -
420,954$ 323,663$ 510,169$ 450,329$
999,178$ 810,430$ 987,604$ 525,468$
EXPENDITURE DETAIL - CONTINUED
TOTAL EXPENDITURE
SUBTOTAL
285OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
REVENUE & EXPENSE SUMMARY
FUND: REPLACEMENT FUND
FISCAL YEAR 2018-2019
REVENUES 2016-2017 2017-2018 2017-2018 2018-2019
Operating Revenues ACTUAL BUDGET AMENDED BUDGET
General Fund 2,432,031 2,616,310 2,521,849 2,693,879
Water & Sewer 294,875 390,981 441,441 505,549
Solid Waste 20,795 71,743 62,973 65,388
Drainage 90,561 114,519 139,749 174,045
Convention/Visitor's Bureau 2,800 6,652 6,652 6,652
Risk Management - - 38,324 4,824
TOTAL OPERATING REVENUES 2,841,062$ 3,200,205$ 3,210,988$ 3,450,337$
Non-Operating Revenues
Interest 76,694 91,000 143,050 157,751
Auction Revenue 219,730 151,500 151,500 153,000
Other Reimbursements 131,447 129,800 129,800 100,000
Operating Transfer In 220,000 400,000 400,000 -
TOTAL NON-OPERATING REVENUES 647,871$ 772,300$ 824,350$ 410,751$
TOTAL REVENUES 3,488,933$ 3,972,505$ 4,035,338$ 3,861,088$
EXPENSES 2016-2017 2017-2018 2017-2018 2018-2019
Capital Outlay ACTUAL BUDGET AMENDED BUDGET
Replacement 3,447,772 3,012,521 3,402,417 2,789,448
Transfer Out 201,443 - - -
TOTAL EXPENSES 3,649,215$ 3,012,521$ 3,402,417$ 2,789,448$
PROJECTED FUND BALANCE 10/1 10,850,675$ 11,483,596$
TOTAL PROJECTED REVENUES 4,035,338 3,861,088
TOTAL PROJECTED EXPENSES (3,402,417) (2,789,448)
PROJECTED FUND BALANCE 9/30 11,483,596$ 12,555,236$
FUND BALANCE PROJECTIONS
OTHER FUNDS286 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
No Personnel in this Department
REPLACEMENT FUND
FUND: REPLACEMENT FUND
ORG: 6001610-6008210
287OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
The Replacement Fund is administered by the Finance Department to collect replacement fees on vehicles,
technology, and equipment so the city is able to replace them in a timely manner on a cash basis.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Continued paying into this fund for vehicles, equipment and technology items that were replaced
during the fiscal year.
Goal 6. Maintain operational excellence in City government services
Strategy - Ensure excellent fiscal management to maintain public trust
Continue to ensure that revenues are adequate to facilitate future replacements.
REPLACEMENT FUND
FUND: REPLACEMENT FUND
ORG: 6001610-6008210
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
OTHER FUNDS288 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
REPLACEMENT FUND
FUND: REPLACEMENT FUND
ORG: 6011601-6017301
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Non-Capital 322,361 771,854 1,064,546 97,535
Capital 3,125,412 2,240,667 2,337,871 2,691,913
Transfers Out 201,443 - - -
3,649,215$ 3,012,521$ 3,402,417$ 2,789,448$
NON-CAPITAL EXPENDITURES 2016-2017 2017-2018 2017-2018 2018-2019
Tools/ Small Equipment ACTUAL BUDGET AMENDED BUDGET
Technology Items 85,529 188,761 473,761 50,000
Fire - 504,393 504,393 -
Community Services 23,634 - - -
Public Works 15,543 - - -
124,706$ 693,154$978,154$50,000$
Professional Services
Technology Items 197,655 78,700 86,392 47,535
197,655$ 78,700$86,392$ 47,535$
322,361$ 771,854$ 1,064,546$ 97,535$
CAPITAL OUTLAY
Technology
Replacements - All Departments 37,128 59,452 59,452 -
37,128$ 59,452$ 59,452$ -$
Vehicles & Equipment
Risk - - 28,000 -
Fire 1,618,043 1,139,499 1,166,899 1,292,900
Police 753,352 604,478 646,282 462,954
Parks 136,609 74,330 74,330 170,800
Community Development - 48,590 48,590 -
Community Services 27,280 26,758 26,758 53,100
Engineering - - - 140,000
Public Works 552,999 287,560 287,560 572,159
3,088,283$2,181,215$2,278,419$2,691,913$
3,125,412$ 2,240,667$ 2,337,871$ 2,691,913$
Other Financing Uses
Transfers Out 201,443 - - -
201,443$ -$ -$ -$
3,649,215$ 3,012,521$ 3,402,417$ 2,789,448$
EXPENSE SUMMARY
DEPARTMENT TOTAL
EXPENSE DETAIL
SUBTOTAL
SUBTOTAL
SUBTOTAL
TOTAL NON-CAPITAL
SUBTOTAL
TOTAL CAPITAL
SUBTOTAL
TOTAL EXPENSE
289OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
REPLACEMENT FUND
FUND: REPLACEMENT FUND
ORG: 6011601-6017301
2016-20172017-20182017-20182018-2019
CLASSIFICATIONACTUALBUDGETAMENDEDBUDGET
Non-Capital322,361 771,854 1,064,546 97,535
Capital3,125,4122,240,667 2,337,8712,691,913
Transfers Out201,443 - - -
3,649,215$ 3,012,521$ 3,402,417$ 2,789,448$
NON-CAPITAL EXPENDITURES2016-20172017-20182017-20182018-2019
Tools/ Small EquipmentACTUALBUDGETAMENDEDBUDGET
Technology Items85,529 188,761 473,761 50,000
Fire- 504,393 504,393 -
Community Services23,634- - -
Public Works15,543- - -
124,706$ 693,154$978,154$50,000$
Professional Services
Technology Items197,65578,700 86,39247,535
197,655$ 78,700$86,392$ 47,535$
322,361$ 771,854$ 1,064,546$ 97,535$
CAPITAL OUTLAY
Technology
Replacements - All Departments37,12859,45259,452-
37,128$ 59,452$ 59,452$ -$
Vehicles & Equipment
Risk- - 28,000 -
Fire1,618,0431,139,499 1,166,899 1,292,900
Police753,352 604,478646,282 462,954
Parks136,609 74,33074,330170,800
Community Development- 48,590 48,590 -
Community Services27,28026,75826,75853,100
Engineering- - - 140,000
Public Works552,999287,560 287,560 572,159
3,088,283$2,181,215$2,278,419$2,691,913$
3,125,412$ 2,240,667$ 2,337,871$ 2,691,913$
Other Financing Uses
Transfers Out201,443 - - -
201,443$ -$ -$ -$
3,649,215$ 3,012,521$ 3,402,417$ 2,789,448$
EXPENSE SUMMARY
DEPARTMENT TOTAL
EXPENSE DETAIL
SUBTOTAL
SUBTOTAL
SUBTOTAL
TOTAL NON-CAPITAL
SUBTOTAL
TOTAL CAPITAL
SUBTOTAL
TOTAL EXPENSE
REPLACEMENT FUND
FUND: REPLACEMENT FUND
ORG: 6011601-6017301
VEHICLES Quantity
Fire
Pierce Fire Engine 1 732,900
Ambulance 2 560,000
SUBTOTAL 1,292,900$
Police
Ford Explorer 7 307,755
Chevy Tahoe 2 101,466
F-150 Crew Cab 1 53,733
SUBTOTAL 462,954$
Parks
F-150 Extended Cab Truck 1 29,410
F-250 Regular Cab Truck 3 102,230
F-350 Regular Cab Truck 1 39,160
SUBTOTAL 170,800$
Community Services
F-350 Crew Cab Utility 1 53,100
SUBTOTAL 53,100$
Engineering
Bucket Truck 1 140,000
SUBTOTAL 140,000$
Public Works
Vactor Truck 1 440,000
F-150 Regular Cab 1 25,959
F-350 Crew Cab Utility 2 106,200
SUBTOTAL 572,159$
TOTAL 2,691,913$
CAPITAL EXPENSE LIST*
*The items listed are on a replacement schedule based on their useful life. They are one-time replacements, then placed
back into the rotation to be replaced at the end of the useful life of the new asset.
OTHER FUNDS290 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
REVENUE & EXPENSE SUMMARY
FUND: FACILITY MAINTENANCE FUND
FISCAL YEAR 2018-2019
REVENUES 2016-2017 2017-2018 2017-2018 2018-2019
Non-Operating Revenues ACTUAL BUDGET AMENDED BUDGET
Interest 12,188 3,000 13,500 14,856
Reimbursements 48,676 - - -
Transfer In 600,000 600,000 600,000 1,334,500
TOTAL NON-OPERATING REVENUES 660,864$ 603,000$ 613,500$ 1,349,356$
TOTAL REVENUES 660,864$ 603,000$ 613,500$ 1,349,356$
EXPENSES 2016-2017 2017-2018 2017-2018 2018-2019
Maintenance ACTUAL BUDGET AMENDED BUDGET
Facility Maintenance 351,593 646,923 646,923 362,318
Transfer Out*- 151,500 151,500 20,000
TOTAL EXPENSES 351,593$798,423$ 798,423$ 382,318$
PROJECTED FUND BALANCE 10/1 -$-$1,014,425$ 829,502$
TOTAL PROJECTED REVENUES 660,864 - 613,500 1,349,356
TOTAL PROJECTED EXPENSES (351,593) - (798,423)(382,318)
PROJECTED FUND BALANCE 9/30 309,271$ -$ 829,502$1,796,540$
FUND BALANCE PROJECTIONS
*Facility Maintenance requests approved for the Golf Course are transferred to the Golf Course Enterprise Fund.
291OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
No Personnel in this Department
FACILITY MAINTENANCE
FUND: FACILITY MAINTENANCE FUND
ORG: 6056510
OTHER FUNDS292 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
The Facility Maintenance Fund is an Internal Service fund dedicated to accumulating resources to address
large repairs and aging facility infrastructure. The accumulation of resources will help address major
building repairs and prevent building deterioration. Routine maintenance and small repairs will continue
to be addressed in the related Operations and Maintenance.
FACILITY MAINTENANCE
FUND: FACILITY MAINTENANCE FUND
ORG: 6056510
FACILITY MAINTENANCE: ENGINEERING
FUND: FACILITY MAINTENANCE FUND
ORG: 6056510
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Maintenance 327,402 646,923 646,923 362,318
Professional Services 24,191 - - -
Transfer Out - 151,500 151,500 20,000
351,593$ 798,423$ 798,423$ 382,318$
2016-2017 2017-2018 2017-2018 2018-2019
MAINTENANCE ACTUAL BUDGET AMENDED BUDGET
Facility Maintenance 327,402 646,923 646,923 362,318
327,402$ 646,923$ 646,923$ 362,318$
PROFESSIONAL SERVICES
Contractual Services 14,002 - - -
Professional Services 10,189 - - -
24,191$ -$ -$ -$
TRANSFER OUT
Transfer Out - 151,500 151,500 20,000
-$ 151,500$ 151,500$ 20,000$
351,593$ 798,423$ 798,423$ 382,318$
2016-2017 2017-2018 2017-2018 2018-2019
PROJECTS ACTUAL BUDGET AMENDED BUDGET
EMS Controls; Multiple Locations 201,550 - - -
Police Carpet Replacement 14,920 - - -
HVAC Replacement 15,818 - - -
AEC Roof Repairs 10,189 - - -
Animal Shelter Floor & Painting 1,838 - - -
Animal Shelter Sign 53,798 - - -
Animal Shelter Parking Lot Lighting 2,750 - - -
Council Chambers - Bullet Resistant 34,575 - - -
Access Control Points 10,358 - - -
City Hall - 2nd Floor Cube Work 1,753 - - -
City Hall Outdoor Security Lights 2,840 - - -
Municipal Courts Lobby Area 1,205 - - -
MCPAR - Remodel Public Restrooms - 82,500 82,500 -
City Hall - Seal Window and Stone - 36,000 36,000 -
City Hall - Replace 1 of 2 Chillers - 224,028 224,028 -
EMS Controls - ASC/ Service Center - 94,395 94,395 -
JFRC - New HVAC - 210,000 210,000 -
Unprogrammed Facility Maint.- - - 362,318
351,594$ 646,923$ 646,923$ 362,318$
SUBTOTAL
EXPENSE DETAIL
PROJECT DETAIL
EXPENSE SUMMARY
SUBTOTAL
SUBTOTAL
DEPARTMENT TOTAL
SUBTOTAL
TOTAL EXPENSE
293OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
FACILITY MAINTENANCE: ENGINEERING
FUND: FACILITY MAINTENANCE FUND
ORG: 6056510
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Maintenance 327,402 646,923 646,923 362,318
Professional Services 24,191 - - -
Transfer Out - 151,500 151,500 20,000
351,593$ 798,423$ 798,423$ 382,318$
2016-2017 2017-2018 2017-2018 2018-2019
MAINTENANCE ACTUAL BUDGET AMENDED BUDGET
Facility Maintenance 327,402 646,923 646,923 362,318
327,402$ 646,923$ 646,923$ 362,318$
PROFESSIONAL SERVICES
Contractual Services 14,002 - - -
Professional Services 10,189 - - -
24,191$ -$ -$ -$
TRANSFER OUT
Transfer Out - 151,500 151,500 20,000
-$ 151,500$ 151,500$ 20,000$
351,593$ 798,423$ 798,423$ 382,318$
2016-2017 2017-2018 2017-2018 2018-2019
PROJECTS ACTUAL BUDGET AMENDED BUDGET
EMS Controls; Multiple Locations 201,550 - - -
Police Carpet Replacement 14,920 - - -
HVAC Replacement 15,818 - - -
AEC Roof Repairs 10,189 - - -
Animal Shelter Floor & Painting 1,838 - - -
Animal Shelter Sign 53,798 - - -
Animal Shelter Parking Lot Lighting 2,750 - - -
Council Chambers - Bullet Resistant 34,575 - - -
Access Control Points 10,358 - - -
City Hall - 2nd Floor Cube Work 1,753 - - -
City Hall Outdoor Security Lights 2,840 - - -
Municipal Courts Lobby Area 1,205 - - -
MCPAR - Remodel Public Restrooms - 82,500 82,500 -
City Hall - Seal Window and Stone - 36,000 36,000 -
City Hall - Replace 1 of 2 Chillers - 224,028 224,028 -
EMS Controls - ASC/ Service Center - 94,395 94,395 -
JFRC - New HVAC - 210,000 210,000 -
Unprogrammed Facility Maint.- - - 362,318
351,594$ 646,923$ 646,923$ 362,318$
SUBTOTAL
EXPENSE DETAIL
PROJECT DETAIL
EXPENSE SUMMARY
SUBTOTAL
SUBTOTAL
DEPARTMENT TOTAL
SUBTOTAL
TOTAL EXPENSE
OTHER FUNDS294 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
FACILITY MAINTENANCE: ENGINEERING
FUND: FACILITY MAINTENANCE FUND
ORG: 6056510
2016-2017 2017-2018 2017-2018 2018-2019
TRANSFER OUT ACTUAL BUDGET AMENDED BUDGET
Transfer to Golf Course Fund - 151,500 151,500 20,000
-$ 151,500$ 151,500$ 20,000$
351,594$ 798,423$ 798,423$ 382,318$
PROJECT DETAIL - CONTINUED
TOTAL EXPENSE
SUBTOTAL
295OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
REVENUES 2016-2017 2017-2018 2017-2018 2018-2019
Operating Revenues ACTUAL BUDGET AMENDED BUDGET
Charges for Self Insurance:
Employee*1,890,573 2,351,570 2,351,570 2,429,874
Employer*7,774,973 9,406,280 9,406,280 10,002,443
COBRA & Retiree Reimbursements 129,332 172,000 130,000 130,000
Worker's Compensation Charges 494,899 579,223 579,223 627,735
Post Employment Funding - 217,450 - -
Other Insurance Charges 651,171 752,679 752,679 781,688
Other Reimbursements 61,555 163,000 100,000 100,000
PARS Reimbursement - - 572,788 380,500
TOTAL OPERATING REVENUES 11,002,503$ 13,642,202$ 13,892,540$ 14,452,240$
Non-Operating Revenues
Interest 53,942 45,000 60,000 64,737
Operating Transfer In 482,462 506,574 506,574 534,255
TOTAL NON-OPERATING REVENUES 536,404$ 551,574$566,574$598,992$
TOTAL REVENUES 11,538,907$ 14,193,776$ 14,459,114$ 15,051,232$
EXPENSES 2016-2017 2017-2018 2017-2018 2018-2019
General Government ACTUAL BUDGET AMENDED BUDGET
Administration 379,735 521,904 499,453 536,710
Health and Dental 10,408,577 10,977,369 10,977,369 11,403,322
Worker's Compensation 413,489 505,000 535,000 530,000
Post Employment 192,288 587,450 370,000 370,000
Other Insurance 813,159 898,972 868,972 922,300
TOTAL GENERAL GOVERNMENT 12,207,249$ 13,490,695$ 13,250,794$ 13,762,332$
TOTAL EXPENSES 12,207,249$ 13,490,695$ 13,250,794$ 13,762,332$
PROJECTED FUND BALANCE 10/1 4,472,381$ 4,513,508$ 3,804,039$ 5,012,359$
TOTAL PROJECTED REVENUES 11,538,907 14,193,776 14,459,114 15,051,232
TOTAL PROJECTED EXPENSES (12,207,249) (13,490,695) (13,250,794) (13,762,332)
PROJECTED FUND BALANCE 9/30 3,804,039$ 5,216,589$ 5,012,359$ 6,301,259$
FUND BALANCE:
Health and Dental 2,403,781$ 3,704,222$ 3,584,170$ 4,815,948$
Worker's Compensation 518,768 511,582 562,991 660,726
Other Insurance 881,490 1,000,785 865,197 824,584
TOTAL FUND BALANCE:3,804,039$ 5,216,589$ 5,012,359$ 6,301,259$
City-wide Subrogation 172,271 100,000 65,000 65,000
*Assumes full employment; vacant & new positions are budgeted at Plan B-Employee plus Family.
REVENUES & EXPENSE SUMMARY
FISCAL YEAR 2018-2019
FUND BALANCE PROJECTIONS
FUND: RISK MANAGEMENT
OTHER FUNDS296 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
Human Resources
Director
Senior HR Analyst
Benefits
1
Senior Risk Analyst
1
Risk Manager
1
HR Supervisor*
1
*Position partially funded by General Fund.
RISK MANAGEMENT
FUND: RISK MANAGEMENT FUND
ORG: 6101810
297OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
Human Resources
Director
Senior HR Analyst
Benefits
1
Senior Risk Analyst
1
Risk Manager
1
HR Supervisor*
1
*Position partially funded by General Fund.
RISK MANAGEMENT
FUND: RISK MANAGEMENT FUND
ORG: 6101810
The purpose of the Risk Management Fund is to effectively manage the city’s insurance contracts, and to
recover costs in order to maintain adequate reserve for premiums and claims. The Risk Management Fund
includes the health and dental insurance benefits offered to city employees, as well as property, liability,
and worker’s compensation insurance coverage. Contributions to the fund are comprised of charges to the
operating departments for the city’s share of expenses, and payroll deductions for the employees’ elected
health and supplemental coverage.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that
affect Allen
Hosted several DPS training events that allowed the city the opportunity to obtain certification in
Work Zone Safety, Department of Transportation compliance and OSHA compliance .
Partnered with Texas Municipal League and hosted several safety related trainings.
Goal 6. Maintain operational excellence in city government services
Strategy - Develop Human Resources programs to become the city that is the "Employer of
Choice"
Hosted annual Employee Health Fair providing employee health screenings and healthy
living education.
Provided city employees with the opportunity to receive flu vaccinations for two different strains.
Provided city employees with the opportunity to receive biometric screenings.
Strategy - Ensure excellent fiscal management to maintain public trust
Continued the subrogation program to reduce repair cost for damaged property.
Continued to conduct a physical audit on city fleet.
Performed safety inspection on all city owned assets.
Redesigned the Wellness Program to increase participation as a way to manage claims costs.
Revised medical plans to encourage fiscally responsible medical spending.
Monitored and implemented Patient Protection and Affordable Care Act (PPACA) required
changes including but not limited to 30-hour tracking, Patient-Centered Outcomes Research
Institute) PCORI Fees, Transitional Reinsurance Fees (TRF) and ensured essential health benefits.
Goal 6. Maintain operational excellence in city government services
Strategy - Develop Human Resources programs to become the city that is the "Employer of
Choice"
Provide training opportunities for all city employees on various safety related subjects.
Implement new auto safety policy to ensure accountability.
Create an atmosphere of “safety awareness” via training and education.
Provide educational opportunities to employees to maximize benefits while reducing costs.
Strategy - Ensure excellent fiscal management to maintain public trust
Continue to develop new Risk Management programs ensuring the safety of all employees and
RISK MANAGEMENT
FUND: RISK MANAGEMENT FUND
ORG: 6101810-6101818
OBJECTIVES FOR FY2019
ACCOMPLISHMENTS IN FY2018
OTHER FUNDS298 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
citizens.
Provide supervisor training for Risk Management program.
Enhance the Wellness Program to increase participation and manage claims cost.
o Focus on reduction in tobacco usage.
o Refocus preventive screenings.
Increase participation in the Employee Wellness Program through marketing and education.
Continue to monitor and implement PPACA required benefit changes.
299OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
RISK MANAGEMENT
FUND: RISK MANAGEMENT
ORG: 6101810-6101818
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 304,124 387,139 359,864 373,347
Operations 11,662,992 12,510,065 12,548,389 12,990,407
Supplies 3,540 2,365 2,365 2,160
Maintenance 537 2,800 2,800 2,400
Professional Services 236,056 554,826 337,376 394,018
Capital - 33,500 - -
12,207,249$ 13,490,695$ 13,250,794$ 13,762,332$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Risk Manager 1.0 1.0 1.0 1.0
Human Resources Supervisor*0.0 0.0 0.5 0.5
Senior Human Resources Analyst 1.0 1.0 1.0 1.0
Senior Risk Analyst 1.0 1.0 1.0 1.0
Human Resources Analyst 1.0 1.0 0.0 0.0
4.0 4.0 3.5 3.5
4.0 4.0 3.5 3.5
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 209,823 260,755 242,137 254,155
Longevity 572 412 412 696
FICA 15,003 18,550 17,585 18,271
TMRS 29,855 36,866 34,353 36,165
Worker's Compensation 338 495 431 488
Health Insurance 44,520 64,950 59,219 57,876
Health Savings Account 1,212 1,129 2,164 2,268
Dental Insurance 2,354 3,376 2,974 2,809
Long-Term Disability 269 335 322 328
Life Insurance 164 209 199 204
Flexible Spending 1 4 6 2 6 8 8 7
304,124$ 387,139$ 359,864$ 373,347$
OPERATIONS
Fuel 559 2,500 2,500 726
Technology Maintenance - 600 600 600
Rolling Stock Replacement - - 38,324 4,824
Travel & Training 5,967 10,845 10,845 9,945
Dues & Subscriptions 3,849 3,959 3,959 4,340
Outside Printing - 3,750 3,750 3,750
Insurance 1,836,386 2,238,697 2,238,697 2,217,094
SUBTOTAL
EXPENSE SUMMARY
PERSONNEL SUMMARY
EXPENSE DETAIL
TOTAL FULL-TIME-EQUIVALENT
TOTAL FULL TIME
DEPARTMENT TOTAL
*Funding for this position is split between the Risk Fund and the General Fund
OTHER FUNDS300 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
RISK MANAGEMENT
FUND: RISK MANAGEMENT
ORG: 6101810-6101818
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Events/ Activity 34,853 40,823 40,823 45,823
Workers Comp Premium 184,507 280,000 241,000 280,000
Health & Dental Claims 9,344,693 9,653,891 9,653,891 10,123,305
Workers Comp Claims 228,982 225,000 294,000 250,000
Release of Claims Expense 23,196 50,000 20,000 50,000
11,662,992$ 12,510,065$ 12,548,389$ 12,990,407$
SUPPLIES
General Supplies 3,540 2,365 2,365 2,160
3,540$ 2,365$ 2,365$ 2,160$
MAINTENANCE
Vehicle Maintenance 537 2,800 2,800 2,400
537$ 2,800$ 2,800$ 2,400$
PROFESSIONAL SERVICES
Contractual Services 125,630 143,000 143,000 143,000
Professional Services 60,066 72,700 72,700 127,700
Immunization/Physical Expense 50,360 120,530 120,530 122,000
Post-Employment Funding Expense - 218,596 1,146 1,318
236,056$ 554,826$ 337,376$ 394,018$
CAPITAL
Vehicles - 33,500 - -
-$ 33,500$ -$ -$
12,207,249$ 13,490,695$ 13,250,794$ 13,762,332$
0 0 0 0
2016-2017 2017-2018 2017-2018 2018-2019
CAPITAL ACTUAL BUDGET AMENDED BUDGET
Ford Explorer with Light Package - 33,500 - -
-$ 33,500$ -$ -$
*The items listed are non-recurring capital expenses based on increased service to the community.
SUBTOTAL
TOTAL EXPENDITURE
SUBTOTAL
SUBTOTAL
SUBTOTAL
CAPITAL EXPENSE LIST*
EXPENSE DETAIL - CONTINUED
SUBTOTAL
SUBTOTAL
301OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Casualty Program Costs
The total program cost (premiums, paid and reserved losses) shown in the graphs below depicts the cost
associated with the Property and Casualty program for the City of Allen. Lines of coverage shown include
Workers Compensation claims, General Liability claims and Automobile claims.
Paid and reserved workers compensation claims have shown a desirable decrease as depicted in the chart
below:
The chart below depicts the General Liability Claims for the past four years.
RISK MANAGEMENT
FUND: RISK MANAGEMENT FUND
ORG: 6101810-6101818
$401,159
$485,218
$350,000 $373,615
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
2015 2016 2017 2018 est.
Workers Compensation Program Costs
$93,389
$40,743 $41,978
$70,737
$-
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
$100,000
2015 2016 2017 2018 est.
General Liability Program Cost
PERFORMANCE MEASURES
OTHER FUNDS302 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
Total incurred Automobile Liability and Automobile Physical Damage claims since 2015 are shown below:
Harassment and Discrimination Claims
The City has had a total of six Title VII related claims since 1997, which is a very low rate. Title VII refers to
a specific section of the Federal Civil Rights Act of 1964 that addresses discrimination in the workplace. Title
VII claims therefore are not related to injuries, but instead are from issues such as sexual harassment or
discrimination based on race, ethnicity, sex, and other protected classes. A lack of claims indicates a positive
organizational culture combined with controls to prevent and resolve issues before they turn into formal
grievances.
$163,768 $182,475 $197,821
$160,434
$-
$50,000
$100,000
$150,000
$200,000
$250,000
2015 2016 2017 2018 est.
Automobile Liability and Physical Damage Claim
Costs
REVENUE & EXPENSE SUMMARY
FUND: EDC
FISCAL YEAR 2018-2019
REVENUES 2016-2017 2017-2018 2017-2018 2018-2019
Operating Revenues ACTUAL BUDGET AMENDED BUDGET
Sales Tax 9,523,424 10,032,336 9,716,102 9,910,424
TOTAL OPERATING REVENUES 9,523,424$ 10,032,336$ 9,716,102$ 9,910,424$
Non-Operating Revenues
Interest 184,028 168,000 145,000 162,821
Other Reimbursements 281,102 - 277,935 -
Sale of Properties 2,600,412 - - -
Other Financing Sources*19,339,763 - - -
TOTAL NON-OPERATING REVENUES 22,405,305$ 168,000$ 422,935$ 162,821$
TOTAL REVENUES 31,928,729$ 10,200,336$ 10,139,037$ 10,073,245$
EXPENSES 2016-2017 2017-2018 2017-2018 2018-2019
General Government ACTUAL BUDGET AMENDED BUDGET
Operations 1,594,093 2,116,642 2,344,354 1,824,272
Economic Grant Incentives 10,561,768 11,555,611 10,406,572 5,738,090
Capital 10,521,016 - - -
TOTAL GENERAL GOVERNMENT 22,676,876$ 13,672,253$ 12,750,926$ 7,562,362$
Debt Service*20,296,329 3,683,513 3,685,362 3,688,899
TOTAL EXPENSES 42,973,205$ 17,355,766$ 16,436,288$ 11,251,261$
PROJECTED FUND BALANCE 10/1 10,756,295$ 4,459,044$
TOTAL PROJECTED REVENUES 10,139,037 10,073,245
TOTAL PROJECTED EXPENSES (16,436,288) (11,251,261)
PROJECTED FUND BALANCE 9/30 4,459,044$ 3,281,028$
*Represents the Series 2016 Bond Sale, Refunding and Defeasance.
FUND BALANCE PROJECTIONS
303OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
REVENUE & EXPENSE SUMMARY
FUND: EDC
FISCAL YEAR 2018-2019
REVENUES 2016-2017 2017-2018 2017-2018 2018-2019
Operating Revenues ACTUAL BUDGET AMENDED BUDGET
Sales Tax 9,523,424 10,032,336 9,716,102 9,910,424
TOTAL OPERATING REVENUES 9,523,424$ 10,032,336$ 9,716,102$ 9,910,424$
Non-Operating Revenues
Interest 184,028 168,000 145,000 162,821
Other Reimbursements 281,102 - 277,935 -
Sale of Properties 2,600,412 - - -
Other Financing Sources*19,339,763 - - -
TOTAL NON-OPERATING REVENUES 22,405,305$ 168,000$ 422,935$ 162,821$
TOTAL REVENUES 31,928,729$ 10,200,336$ 10,139,037$ 10,073,245$
EXPENSES 2016-2017 2017-2018 2017-2018 2018-2019
General Government ACTUAL BUDGET AMENDED BUDGET
Operations 1,594,093 2,116,642 2,344,354 1,824,272
Economic Grant Incentives 10,561,768 11,555,611 10,406,572 5,738,090
Capital 10,521,016 - - -
TOTAL GENERAL GOVERNMENT 22,676,876$ 13,672,253$ 12,750,926$ 7,562,362$
Debt Service*20,296,329 3,683,513 3,685,362 3,688,899
TOTAL EXPENSES 42,973,205$ 17,355,766$ 16,436,288$ 11,251,261$
PROJECTED FUND BALANCE 10/1 10,756,295$ 4,459,044$
TOTAL PROJECTED REVENUES 10,139,037 10,073,245
TOTAL PROJECTED EXPENSES (16,436,288) (11,251,261)
PROJECTED FUND BALANCE 9/30 4,459,044$ 3,281,028$
*Represents the Series 2016 Bond Sale, Refunding and Defeasance.
FUND BALANCE PROJECTIONS
OTHER FUNDS304 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
Allen City Council
AEDC Board of
Directors
Director
1
EDC Office
Manager
1
Business
Retention &
Expansion
Manager
1
Marketing
Manager
1
Assistant Director
1
EDC Analyst
1
Administrative
Assistant
1
ECONOMIC DEVELOPMENT
FUND: EDC
ORG: 8010100
The Allen Economic Development Corporation (AEDC) was formed in 1992 by the citizens of Allen. Its
primary mission is to recruit and retain businesses to increase the tax base and create quality jobs. The
AEDC is overseen by a five-member board appointed by City Council and is funded by one-half cent sales
tax. AEDC efforts stimulate employment, retail sales and the commercial tax base which in turn reduces
the property tax burden and improves the quality of life of Allen’s residents.
Goal 7. Provide economic investment that increases employment opportunity, the tax base, and
provides desired goods and services for residents and contributes to the community character and
identity
Strategy - Continue to target prospects to achieve City goals for company recruitment and
business retention
Partnered on the planning and announcing Monarch City, a 270-acre mixed-use development by
Howard Hughes Corp at the corner of US 75 & SH 121. The project is planned to contain 4 million
square feet of office space.
Assisted/facilitated the completion of One Bethany East, NetScout, Watchguard, Yeager and
IntelliEPI facilities. These projects represent +/- 500,000-square feet of new space and over 1,500
jobs on the US 75 corridor.
Recruited tenants to One Bethany East, including Boss Fight Entertainment, Verado Energy and
Cope Equities. This reduced the AEDC master lease obligation and provided verification that Allen
can support Class A office space.
Assisted CyrusOne with a 340,000-square foot first phase of their planned $1 billion data center
project. Assisted Compass Datacenters in constructing a $40-50 million data center pod as Phase
II of their project.
Led a coalition of landowners to stop plans for construction of an unsightly transmission line on
SH 121.
Negotiated a preliminary infrastructure incentive package and assisted Hines in obtaining zoning
for The Strand, a 135-acre urban mixed-use development that will bring corporate office campuses
to SH-121.
Recruited an investor/developer to accumulate land tracts totaling +/- 50-acres at Stacy/121 for a
mixed-use development that is planned to include 400,000 – 600,000-square feet of office space.
Built a partnership with Collin College for a four building Technical Campus in Allen, that will
serve between 4,000-6,000 students, and negotiated an incentive grant from the AEDC to support
the project.
Recruited Anritsu to lease 14,000-square feet and bring 50+ employees to the AllenPlace (KONE)
office building.
ECONOMIC DEVELOPMENT
FUND: EDC
ORG: 8010100-8018096
ACCOMPLISHMENTS IN FY2018
305OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
Allen City Council
AEDC Board of
Directors
Director
1
EDC Office
Manager
1
Business
Retention &
Expansion
Manager
1
Marketing
Manager
1
Assistant Director
1
EDC Analyst
1
Administrative
Assistant
1
ECONOMIC DEVELOPMENT
FUND: EDC
ORG: 8010100
The Allen Economic Development Corporation (AEDC) was formed in 1992 by the citizens of Allen. Its
primary mission is to recruit and retain businesses to increase the tax base and create quality jobs. The
AEDC is overseen by a five-member board appointed by City Council and is funded by one-half cent sales
tax. AEDC efforts stimulate employment, retail sales and the commercial tax base which in turn reduces
the property tax burden and improves the quality of life of Allen’s residents.
Goal 7. Provide economic investment that increases employment opportunity, the tax base, and
provides desired goods and services for residents and contributes to the community character and
identity
Strategy - Continue to target prospects to achieve City goals for company recruitment and
business retention
Partnered on the planning and announcing Monarch City, a 270-acre mixed-use development by
Howard Hughes Corp at the corner of US 75 & SH 121. The project is planned to contain 4 million
square feet of office space.
Assisted/facilitated the completion of One Bethany East, NetScout, Watchguard, Yeager and
IntelliEPI facilities. These projects represent +/- 500,000-square feet of new space and over 1,500
jobs on the US 75 corridor.
Recruited tenants to One Bethany East, including Boss Fight Entertainment, Verado Energy and
Cope Equities. This reduced the AEDC master lease obligation and provided verification that Allen
can support Class A office space.
Assisted CyrusOne with a 340,000-square foot first phase of their planned $1 billion data center
project. Assisted Compass Datacenters in constructing a $40-50 million data center pod as Phase
II of their project.
Led a coalition of landowners to stop plans for construction of an unsightly transmission line on
SH 121.
Negotiated a preliminary infrastructure incentive package and assisted Hines in obtaining zoning
for The Strand, a 135-acre urban mixed-use development that will bring corporate office campuses
to SH-121.
Recruited an investor/developer to accumulate land tracts totaling +/- 50-acres at Stacy/121 for a
mixed-use development that is planned to include 400,000 – 600,000-square feet of office space.
Built a partnership with Collin College for a four building Technical Campus in Allen, that will
serve between 4,000-6,000 students, and negotiated an incentive grant from the AEDC to support
the project.
Recruited Anritsu to lease 14,000-square feet and bring 50+ employees to the AllenPlace (KONE)
office building.
ECONOMIC DEVELOPMENT
FUND: EDC
ORG: 8010100-8018096
ACCOMPLISHMENTS IN FY2018
OTHER FUNDS306 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
Goal 7. Provide economic investment that increases employment opportunity, the tax base, and
provides desired goods and services for residents and contributes to the community character and
identity
Strategy - Continue to target prospects to achieve City goals for company recruitment and
business retention
Work with landowners and developers to attract large corporate office users and mixed-use
developments along SH 121. Target corporate campus relocation opportunities for the Allen SH 121
corridor.
Partner with developers to fill existing office buildings and stimulate new, speculative office
development for:
Watters Creek Office Park (One Bethany East now open).
Monarch City, The Strand, Thakkar Developers, the Gateway Project and other SH 121
developments.
Pursue quality development for AEDC land at Stacy/121 and Chelsea/121 with our development
partners.
Continue marketing momentum of One Bethany and The Convention Center in Watters Creek
Office Park to ensure that both facilities are successful upon completion. Market future phases of
development in the park for build-to-suit and speculative development.
Continue implementation of comprehensive digital marketing and business development
campaigns targeting site selectors, commercial real estate community and corporate decision
makers.
Explore additional opportunities for a business incubator.
Continue implementing the Business Retention & Expansion Program to develop and leverage
relations with existing business, City, secondary and higher education, workforce, chamber and
others to share intelligence and ideas on improving Allen’s competitiveness for corporate
investment and quality of life.
Assist in attracting economic growth in the Allen Central Business District.
OBJECTIVES FOR FY2019 ECONOMIC DEVELOPMENT
FUND: EDC
ORG: 8010100
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 645,057 818,625 781,167 810,195
Operations 11,186,157 12,233,345 11,087,660 6,462,098
Supplies 25,114 11,000 13,960 12,000
Professional Services 296,245 606,198 865,054 274,896
Miscellaneous 3,287 3,085 3,085 3,173
Capital 10,521,016 - - -
22,676,876$ 13,672,253$ 12,750,926$ 7,562,362$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Director 1111
Assistant Director 1111
EDC Marketing Manager 1111
Business Retention & Exp. Manager1111
Economic Development Analyst1111
EDC Office Manager 1111
Administrative Assistant 0 0 1 1
Receptionist 1 1 0 0
7777
7777
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 461,271 587,033 556,902 563,846
Longevity 1,400 1,640 1,652 1,752
Overtime 7,207 10,000 10,000 10,000
FICA 33,364 38,668 41,220 41,146
TMRS 67,527 73,955 73,762 82,533
Worker's Compensation 763 1,049 964 1,109
Health Insurance 59,398 89,268 79,504 92,685
Health Savings 2,371 3,258 4,035 3,474
Dental Insurance 4,455 6,271 5,608 6,140
Long-term Disability 557 658 667 687
Life Insurance 538 597 625 652
Flexible Spending 204 228 228 171
Car Allowance 6,000 6,000 6,000 6,000
645,057$818,625$781,167$810,195$
OPERATIONS
Phone/ Data Connectivity 13,557 8,700 10,240 12,700
Travel & Training 13,304 25,000 25,000 25,000
Dues & Subscriptions 77,608 65,034 68,184 80,128
Postage & Freight 3,267 3,500 2,500 2,500
Rentals 99,627 125,000 127,664 153,180
TOTAL FULL TIME
DEPARTMENT TOTAL
EXPENSE DETAIL
PERSONNEL SUMMARY
SUBTOTAL
TOTAL FULL-TIME-EQUIVALENT
307OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
Goal 7. Provide economic investment that increases employment opportunity, the tax base, and
provides desired goods and services for residents and contributes to the community character and
identity
Strategy - Continue to target prospects to achieve City goals for company recruitment and
business retention
Work with landowners and developers to attract large corporate office users and mixed-use
developments along SH 121. Target corporate campus relocation opportunities for the Allen SH 121
corridor.
Partner with developers to fill existing office buildings and stimulate new, speculative office
development for:
Watters Creek Office Park (One Bethany East now open).
Monarch City, The Strand, Thakkar Developers, the Gateway Project and other SH 121
developments.
Pursue quality development for AEDC land at Stacy/121 and Chelsea/121 with our development
partners.
Continue marketing momentum of One Bethany and The Convention Center in Watters Creek
Office Park to ensure that both facilities are successful upon completion. Market future phases of
development in the park for build-to-suit and speculative development.
Continue implementation of comprehensive digital marketing and business development
campaigns targeting site selectors, commercial real estate community and corporate decision
makers.
Explore additional opportunities for a business incubator.
Continue implementing the Business Retention & Expansion Program to develop and leverage
relations with existing business, City, secondary and higher education, workforce, chamber and
others to share intelligence and ideas on improving Allen’s competitiveness for corporate
investment and quality of life.
Assist in attracting economic growth in the Allen Central Business District.
OBJECTIVES FOR FY2019 ECONOMIC DEVELOPMENT
FUND: EDC
ORG: 8010100
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Personnel Services 645,057 818,625 781,167 810,195
Operations 11,186,157 12,233,345 11,087,660 6,462,098
Supplies 25,114 11,000 13,960 12,000
Professional Services 296,245 606,198 865,054 274,896
Miscellaneous 3,287 3,085 3,085 3,173
Capital 10,521,016 - - -
22,676,876$ 13,672,253$ 12,750,926$ 7,562,362$
2016-2017 2017-2018 2017-2018 2018-2019
FULL TIME ACTUAL BUDGET AMENDED BUDGET
Director 1111
Assistant Director 1111
EDC Marketing Manager 1111
Business Retention & Exp. Manager1111
Economic Development Analyst1111
EDC Office Manager 1111
Administrative Assistant 0 0 1 1
Receptionist 1 1 0 0
7777
7777
2016-2017 2017-2018 2017-2018 2018-2019
PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET
Salaries 461,271 587,033 556,902 563,846
Longevity 1,400 1,640 1,652 1,752
Overtime 7,207 10,000 10,000 10,000
FICA 33,364 38,668 41,220 41,146
TMRS 67,527 73,955 73,762 82,533
Worker's Compensation 763 1,049 964 1,109
Health Insurance 59,398 89,268 79,504 92,685
Health Savings 2,371 3,258 4,035 3,474
Dental Insurance 4,455 6,271 5,608 6,140
Long-term Disability 557 658 667 687
Life Insurance 538 597 625 652
Flexible Spending 204 228 228 171
Car Allowance 6,000 6,000 6,000 6,000
645,057$818,625$781,167$810,195$
OPERATIONS
Phone/ Data Connectivity 13,557 8,700 10,240 12,700
Travel & Training 13,304 25,000 25,000 25,000
Dues & Subscriptions 77,608 65,034 68,184 80,128
Postage & Freight 3,267 3,500 2,500 2,500
Rentals 99,627 125,000 127,664 153,180
TOTAL FULL TIME
DEPARTMENT TOTAL
EXPENSE DETAIL
PERSONNEL SUMMARY
SUBTOTAL
TOTAL FULL-TIME-EQUIVALENT
OTHER FUNDS308 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
ECONOMIC DEVELOPMENT
FUND: EDC
ORG: 8010100
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS - CONTINUED ACTUAL BUDGET AMENDED BUDGET
Meetings & Receptions 76,844 35,000 35,000 35,000
Insurance 2,838 5,500 5,500 5,500
Economic Incentive Grants 10,561,768 11,555,611 10,406,572 5,738,090
Marketing Expenses 299,261 345,000 345,000 345,000
Marketing Travel 7,682 20,000 17,000 20,000
Business Retention & Expansion 30,401 45,000 45,000 45,000
11,186,157$ 12,233,345$ 11,087,660$ 6,462,098$
SUPPLIES
General Supplies 25,114 11,000 13,960 12,000
25,114$ 11,000$ 13,960$12,000$
PROFESSIONAL SERVICES
Contractual Services 21,001 24,807 17,957 18,407
Professional Services*275,245 581,391 847,097 256,489
296,245$ 606,198$ 865,054$274,896$
MISCELLANEOUS
Donation Expense 3,287 2,500 2,500 2,500
Post-Employment Funding Expense - 585 585 673
3,287$3,085$ 3,085$ 3,173$
CAPITAL
Land 10,521,016 - - -
10,521,016$ -$ -$ -$
22,676,876$ 13,672,253$ 12,750,926$ 7,562,362$
*FY 18 Includes one-time expenses for new office space
2016-2017 2017-2018 2017-2018 2018-2019
LAND ACTUAL BUDGET AMENDED BUDGET
Betty Williams Land Purchase 6,025,349 - - -
Additional Land Purchase - - - -
Allen Community Outreach Building 250,309 - - -
CyrusOne Project 4,245,359 - - -
10,521,016$ -$ -$ -$
*The items listed are non-recurring capital expenses based on increased service to the community.
EXPENSE DETAIL - CONTINUED
SUBTOTAL
SUBTOTAL
SUBTOTAL
TOTAL EXPENSES
SUBTOTAL
SUBTOTAL
SUBTOTAL
CAPITAL EXPENSES LIST*
ECONOMIC DEVELOPMENT:
DEBT SERVICE
FUND: EDC
ORG: 8010210
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Professional Services 1,080 - 1,850 1,850
Debt Service 20,295,249 3,683,513 3,683,512 3,687,049
20,296,329$ 3,683,513$ 3,685,362$ 3,688,899$
2016-2017 2017-2018 2017-2018 2018-2019
PROFESSIONAL SERVICES ACTUAL BUDGET AMENDED BUDGET
Contractual Services 1,080 - 1,850 1,850
1,080$ -$ 1,850$ 1,850$
DEBT SERVICE
Principal 5,310,000 2,420,000 2,420,000 2,475,000
Interest Expense 652,211 581,410 581,410 529,195
Miscellaneous Debt Expense 308,815 2,250 2,250 3,000
Lebow Trust - Principal 603,690 603,690 615,763 628,080
Lebow Trust - Interest Expense 76,163 76,163 64,089 51,774
Payment to Escrow Agent 13,344,370 - - -
20,295,249$ 3,683,513$ 3,683,512$ 3,687,049$
EXPENSE DETAIL
DEBT SCHEDULE
SUBTOTAL
DEPARTMENT TOTAL
SUBTOTAL
FISCAL YEAR PRINCIPAL INTEREST TOTAL ANNUAL
2018 - 2019 2,475,000 529,195 3,004,195
2019 - 2020 2,530,000 470,295 3,000,295
2020 - 2021 1,005,000 3 9 5 , 7 0 0 1,400,700
2021 - 2022 1,045,000 355,500 1,400,500
2022 - 2023 1,100,000 303,250 1,403,250
2023 - 2024 1,150,000 248,250 1,398,250
2024 - 2025 1,210,000 190,750 1,400,750
2025 - 2026 1,270,000 130,250 1,400,250
2026 - 2027 1,335,000 66,750 1,401,750
TOTAL 13,120,000$ 2,689,940$ 15,809,940$
309OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
ECONOMIC DEVELOPMENT
FUND: EDC
ORG: 8010100
2016-20172017-20182017-20182018-2019
OPERATIONS - CONTINUEDACTUALBUDGETAMENDEDBUDGET
Meetings & Receptions76,844 35,000 35,000 35,000
Insurance2,838 5,5005,5005,500
Economic Incentive Grants10,561,768 11,555,611 10,406,5725,738,090
Marketing Expenses299,261345,000 345,000 345,000
Marketing Travel7,682 20,000 17,000 20,000
Business Retention & Expansion30,401 45,000 45,000 45,000
11,186,157$ 12,233,345$ 11,087,660$ 6,462,098$
SUPPLIES
General Supplies25,11411,000 13,960 12,000
25,114$ 11,000$ 13,960$12,000$
PROFESSIONAL SERVICES
Contractual Services21,001 24,807 17,95718,407
Professional Services*275,245581,391 847,097 256,489
296,245$ 606,198$ 865,054$274,896$
MISCELLANEOUS
Donation Expense3,287 2,5002,5002,500
Post-Employment Funding Expense- 585 585 673
3,287$3,085$ 3,085$ 3,173$
CAPITAL
Land10,521,016- - -
10,521,016$ -$ -$ -$
22,676,876$ 13,672,253$ 12,750,926$ 7,562,362$
*FY 18 Includes one-time expenses for new office space
2016-20172017-20182017-20182018-2019
LANDACTUALBUDGETAMENDEDBUDGET
Betty Williams Land Purchase6,025,349 - - -
Additional Land Purchase- - - -
Allen Community Outreach Building250,309 - - -
CyrusOne Project4,245,359- - -
10,521,016$ -$ -$ -$
*The items listed are non-recurring capital expenses based on increased service to the community.
EXPENSE DETAIL - CONTINUED
SUBTOTAL
SUBTOTAL
SUBTOTAL
TOTAL EXPENSES
SUBTOTAL
SUBTOTAL
SUBTOTAL
CAPITAL EXPENSES LIST*
ECONOMIC DEVELOPMENT:
DEBT SERVICE
FUND: EDC
ORG: 8010210
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET
Professional Services 1,080 - 1,850 1,850
Debt Service 20,295,249 3,683,513 3,683,512 3,687,049
20,296,329$ 3,683,513$ 3,685,362$ 3,688,899$
2016-2017 2017-2018 2017-2018 2018-2019
PROFESSIONAL SERVICES ACTUAL BUDGET AMENDED BUDGET
Contractual Services 1,080 - 1,850 1,850
1,080$ -$ 1,850$ 1,850$
DEBT SERVICE
Principal 5,310,000 2,420,000 2,420,000 2,475,000
Interest Expense 652,211 581,410 581,410 529,195
Miscellaneous Debt Expense 308,815 2,250 2,250 3,000
Lebow Trust - Principal 603,690 603,690 615,763 628,080
Lebow Trust - Interest Expense 76,163 76,163 64,089 51,774
Payment to Escrow Agent 13,344,370 - - -
20,295,249$ 3,683,513$ 3,683,512$ 3,687,049$
EXPENSE DETAIL
DEBT SCHEDULE
SUBTOTAL
DEPARTMENT TOTAL
SUBTOTAL
FISCAL YEAR PRINCIPAL INTEREST TOTAL ANNUAL
2018 - 2019 2,475,000 529,195 3,004,195
2019 - 2020 2,530,000 470,295 3,000,295
2020 - 2021 1,005,000 3 9 5 , 7 0 0 1,400,700
2021 - 2022 1,045,000 355,500 1,400,500
2022 - 2023 1,100,000 303,250 1,403,250
2023 - 2024 1,150,000 248,250 1,398,250
2024 - 2025 1,210,000 190,750 1,400,750
2025 - 2026 1,270,000 130,250 1,400,250
2026 - 2027 1,335,000 66,750 1,401,750
TOTAL 13,120,000$ 2,689,940$ 15,809,940$
OTHER FUNDS310 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
ECONOMIC DEVELOPMENT:
DEBT SERVICE
FUND: EDC
ORG: 8010210
DEBT SERVICE REQUIREMENT
BOND RATINGS
In November of 2016, the EDC revenue debt rating was affirmed at Aa2 by Moody's.
Balance Required Required Total
Bond Date of Amount Interest Maturity as of Principal Interest Required
Series Issue Issued Rate Date 10/1/2017 2018 - 2019 2018 - 2019 2018 - 2019
2017A 12/13/16 11,810,000 2-5% 09/01/25 10,020,000 940,000 462,500 1,402,500
2017B 12/13/16 6,140,000 1.25-2.3% 09/01/23 3,100,000 1,535,000 66,695 1,601,695
TOTAL 17,950,000$ 13,120,000$ 2,475,000$ 529,195$ 3,004,195$
SALES TAX REVENUE BONDS:
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Project Results – FY2018
Within the last fiscal year, the Allen Economic Development Corporation (AEDC) completed 10 projects.
These projects brought to the city:
1,880 jobs
Over $1.2 billion in new investment
1,775,000 square feet of new development
Leases totaling over 45,000 SF to existing Class A office space
These estimates do not include any jobs, investment, or development expected to be created by more than
12.5 million SF of corporate campuses and mixed-use development currently being planned on the SH-121
corridor.
Impact Report
The AEDC completed its biennial impact report with Insight Research Corporation to gauge the fiscal
impacts of its projects.
The report found that since its creation in 1992, the AEDC has:
Brought over $32.22 billion of new income into the regional economy
Created 15,164 jobs in the city, or 48% of the city’s current employment base.
Created over $1.696 billion, or 67%, of the city’s commercial property tax base.
Brought over $789 million in new sales and property tax revenues to local entities, including $291.8
million to the City of Allen and $398.3 million to Allen ISD.
Source: Insight Research Corporation (2015)
ECONOMIC DEVELOPMENT
FUND: EDC
ORG: 8010100-8018096
$0
$2
$4
$6
$8
$10
$12
2010 2011 2012 2013 2014 2015BillionsProperty Tax Base Created by AEDC Projects
AEDC-Related Tax Base Tax Base
PERFORMANCE MEASURES
311OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
ECONOMIC DEVELOPMENT:
DEBT SERVICE
FUND: EDC
ORG: 8010210
DEBT SERVICE REQUIREMENT
BOND RATINGS
In November of 2016, the EDC revenue debt rating was affirmed at Aa2 by Moody's.
Balance Required Required Total
Bond Date of Amount Interest Maturity as of Principal Interest Required
Series Issue Issued Rate Date 10/1/2017 2018 - 2019 2018 - 2019 2018 - 2019
2017A 12/13/16 11,810,000 2-5% 09/01/25 10,020,000 940,000 462,500 1,402,500
2017B 12/13/16 6,140,000 1.25-2.3% 09/01/23 3,100,000 1,535,000 66,695 1,601,695
TOTAL17,950,000$ 13,120,000$ 2,475,000$ 529,195$ 3,004,195$
SALES TAX REVENUE BONDS:
WATER AND SEWER DIVISION
FUND: WATER AND SEWER
ACCOUNT: 7006700
Project Results – FY2018
Within the last fiscal year, the Allen Economic Development Corporation (AEDC) completed 10 projects.
These projects brought to the city:
1,880 jobs
Over $1.2 billion in new investment
1,775,000 square feet of new development
Leases totaling over 45,000 SF to existing Class A office space
These estimates do not include any jobs, investment, or development expected to be created by more than
12.5 million SF of corporate campuses and mixed-use development currently being planned on the SH-121
corridor.
Impact Report
The AEDC completed its biennial impact report with Insight Research Corporation to gauge the fiscal
impacts of its projects.
The report found that since its creation in 1992, the AEDC has:
Brought over $32.22 billion of new income into the regional economy
Created 15,164 jobs in the city, or 48% of the city’s current employment base.
Created over $1.696 billion, or 67%, of the city’s commercial property tax base.
Brought over $789 million in new sales and property tax revenues to local entities, including $291.8
million to the City of Allen and $398.3 million to Allen ISD.
Source: Insight Research Corporation (2015)
ECONOMIC DEVELOPMENT
FUND: EDC
ORG: 8010100-8018096
$0
$2
$4
$6
$8
$10
$12
2010 2011 2012 2013 2014 2015BillionsProperty Tax Base Created by AEDC Projects
AEDC-Related Tax Base Tax Base
PERFORMANCE MEASURES
OTHER FUNDS312 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
REVENUE & EXPENSE SUMMARY
FUND: CDC
FISCAL YEAR 2018-2019
2016-2017 2017-2018 2017-2018 2018-2019
ACTUAL ORIGINAL AMENDED BUDGET
Restricted for Capital Projects 6,299,170 3,450,961 5,915,220 1,382,757
Restricted for CIP New Projects 1,520,000 900,000 900,000 2,581,000
Restricted for Hotel/Convention 3,100,000 - 2,803,610 -
Unrestricted Fund Balance 353,945 2,845,333 4,916,857 5,052,382
BEGINNING FUND BALANCE 11,273,115 7,196,294 14,535,687 9,016,139
REVENUES:
Sales Tax 9,523,424 10,032,336 9,716,102 9,910,424
Interest On Investments 82,927 95,000 160,000 173,030
TOTAL REVENUES 9,606,351 10,127,336 9,876,102 10,083,454
TOTAL AVAILABLE 20,879,466 17,323,630 24,411,789 19,099,593
2016-2017 2017-2018 2017-2018 2018-2019
EXPENSES:ACTUAL BUDGET AMENDED BUDGET
Operations:
Operations 45 7,210 7,210 7,210
Supplies 8,175 - - -
Maintenance 705,746 864,875 864,875 760,556
Professional Services 426,169 923,152 744,652 875,229
Capital 250,407 847,225 847,225 370,075
TOTAL OPERATIONS 1,390,543 2,642,462 2,463,962 2,013,070
Non-Operations:
Economic Incentive 638,424 446,583 5,100,798 301,132
Capital Improvement Projects 1,903,904 3,865,962 5,416,409 3,283,757
TOTAL CIP 2,542,328 4,312,545 10,517,207 3,584,889
Debt Service:
Debt Service 2,410,908 2,414,481 2,414,481 2,417,219
TOTAL DEBT 2,410,908 2,414,481 2,414,481 2,417,219
TOTAL EXPENSES 6,343,779 9,369,488 15,395,650 8,015,178
ENDING FUND BALANCE:
Restricted for Capital Projects 5,915,220 484,999 1,382,757 680,000
Restricted for Hotel/Convention 2,803,610 - - -
Unrestricted Fund Balance 5,816,857 7,469,142 7,633,382 10,404,415
ENDING FUND BALANCE 14,535,687 7,954,143 9,016,139 11,084,415
No Personnel in this Department
COMMUNITY DEVELOPMENT
CORPORATION
FUND: CDC
ORG: 8040100-8056510
313OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
No Personnel in this Department
COMMUNITY DEVELOPMENT
CORPORATION
FUND: CDC
ORG: 8040100-8056510
OTHER FUNDS314 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
Formed in 1996 by the voters of Allen, the Allen Community Development Corporation (CDC) receives funds from the Type B half-cent sales tax for community development projects. The Allen City Council appoints the seven-member board. The CDC identifies and authorizes projects to be funded by the tax. Expenditures are subject to the provisions of the Development Corporation Act of 1979 and Local Government Code, Title 12, Subtitle C1. The Type B half-cent sales tax continues to enable the City of Allen to undertake scores of quality-of-life projects, equipment purchases and community programs that would otherwise have to compete for limited sources of funds or remain unrealized.
Goal 4. Signify, enhance and communicate Allen’s identity to the region and the nation
Strategy – Plan for the design and construction of needed City Parks and Recreation Facilities
Publicized and conducted the annual “Town Hall” meeting to obtain public input regarding projects
funded by the Type B half-cent sales tax.
Oversaw the expenditure of Type B half-cent sales tax revenue on projects including:
o Trail Development and
Enhancement
o Allen USA Celebration
o Demand Response – Paratransit
Transportation
o Windridge Neighborhood Park
o Spirit Park and Artificial Turf
o Spirit Park – Vehicles, Special
Equipment, Tools and Supplies
o Trail Marker Program
o Bethany Lakes Park – Survey
and Drainage Study
o Special Services Equipment
Package
o 3rd Party Consultant for TRC
Process
o Bethany Ridge Park – Pedestrian
Bridge Decking Replacement
o The Courses at Watters Creek –
Pond Fountains
o Irrigation Central Control
Upgrade
o Allen Event Center – Lighting
Control System
o Allen Event Center – Daktronics
Electronic Marquee
o Allen Event Center – Chiller
Condenser
o Allen Station Park – Baseball
Scoreboard Replacement
o Various Parking Lot
Refurbishment and New
Pavement
o The Courses at Watters Creek –
Perimeter Fencing
o Park and Trail @ the Allen
Senior Recreation Center
o “Share the Road” Program
o Hotel and Conference Center
COMMUNITY DEVELOPMENT
CORPORATION
FUND: CDC
ORG: 8040100-8056510
ACCOMPLISHMENTS IN FY2018
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation
Strategy - Plan for the design and construction of needed City Parks and Recreation Facilities
Publicize and conduct the annual “Town Hall” meeting to obtain public input regarding projects
funded by the Type B half-cent sales tax.
Oversee the expenditure of Type B half-cent sales tax revenue for the following projects:
o Trail Development and
Enhancement
o Allen USA Celebration
o Demand Response – Paratransit
Transportation
o 3rd Party Consultant for TRC
Process (Year 2)
o Forestry Bucket Truck
o Mobile Recreation Unit
o Special Services ICC Central
Control Replacements
o Special Services Equipment
Package
o Park and Recreation Master Plan
Update
o Allen Station Park
Improvements
o Allen Drive Flyover
Improvements at US 75
o Rolling Hills Park Design
o Ford Park East Redesign
o Twin Creeks Civic Space
Construction
o Water Well at Molsen Farm
o Heritage Park Design
o Reed Park West Shade Structure
o Connemara Conservancy Tractor
o The Courses of Watters Creek –
Bridge Assessment
o Allen Outlet Mall Expansion
OBJECTIVES FOR FY2019
315OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
Formed in 1996 by the voters of Allen, the Allen Community Development Corporation (CDC) receives funds from the Type B half-cent sales tax for community development projects. The Allen City Council appoints the seven-member board. The CDC identifies and authorizes projects to be funded by the tax. Expenditures are subject to the provisions of the Development Corporation Act of 1979 and Local Government Code, Title 12, Subtitle C1. The Type B half-cent sales tax continues to enable the City of Allen to undertake scores of quality-of-life projects, equipment purchases and community programs that would otherwise have to compete for limited sources of funds or remain unrealized.
Goal 4. Signify, enhance and communicate Allen’s identity to the region and the nation
Strategy – Plan for the design and construction of needed City Parks and Recreation Facilities
Publicized and conducted the annual “Town Hall” meeting to obtain public input regarding projects
funded by the Type B half-cent sales tax.
Oversaw the expenditure of Type B half-cent sales tax revenue on projects including:
oTrail Development and
Enhancement
oAllen USA Celebration
oDemand Response – Paratransit
Transportation
oWindridge Neighborhood Park
oSpirit Park and Artificial Turf
oSpirit Park – Vehicles, Special
Equipment, Tools and Supplies
oTrail Marker Program
oBethany Lakes Park – Survey
and Drainage Study
oSpecial Services Equipment
Package
o3rd Party Consultant for TRC
Process
oBethany Ridge Park – Pedestrian
Bridge Decking Replacement
oThe Courses at Watters Creek –
Pond Fountains
oIrrigation Central Control
Upgrade
oAllen Event Center – Lighting
Control System
oAllen Event Center – Daktronics
Electronic Marquee
oAllen Event Center – Chiller
Condenser
oAllen Station Park – Baseball
Scoreboard Replacement
oVarious Parking Lot
Refurbishment and New
Pavement
oThe Courses at Watters Creek –
Perimeter Fencing
oPark and Trail @ the Allen
Senior Recreation Center
o“Share the Road” Program
oHotel and Conference Center
COMMUNITY DEVELOPMENT
CORPORATION
FUND: CDC
ORG: 8040100-8056510
ACCOMPLISHMENTS IN FY2018
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation
Strategy - Plan for the design and construction of needed City Parks and Recreation Facilities
Publicize and conduct the annual “Town Hall” meeting to obtain public input regarding projects
funded by the Type B half-cent sales tax.
Oversee the expenditure of Type B half-cent sales tax revenue for the following projects:
o Trail Development and
Enhancement
o Allen USA Celebration
o Demand Response – Paratransit
Transportation
o 3rd Party Consultant for TRC
Process (Year 2)
o Forestry Bucket Truck
o Mobile Recreation Unit
o Special Services ICC Central
Control Replacements
o Special Services Equipment
Package
o Park and Recreation Master Plan
Update
o Allen Station Park
Improvements
o Allen Drive Flyover
Improvements at US 75
o Rolling Hills Park Design
o Ford Park East Redesign
o Twin Creeks Civic Space
Construction
o Water Well at Molsen Farm
o Heritage Park Design
o Reed Park West Shade Structure
o Connemara Conservancy Tractor
o The Courses of Watters Creek –
Bridge Assessment
o Allen Outlet Mall Expansion
OBJECTIVES FOR FY2019
OTHER FUNDS316 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
COMMUNITY DEVELOPMENT
CORPORATION
FUND: CDC
ORG: 8040100-8056510
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL ORIGINAL AMENDED BUDGET
Operations 45 7,210 7,210 7,210
Supplies 8,175 - - -
Maintenance 705,746 864,875 864,875 760,556
Professional Services 426,169 923,152 744,652 875,229
Capital 250,407 847,225 847,225 370,075
Economic Incentive 638,424 446,583 5,100,798 301,132
Capital Improvement Projects 1,903,904 3,865,962 5,416,409 3,283,757
3,932,871$ 6,955,007$ 12,981,169$ 5,597,959$
2016-2017 2017-2018 2017-2018 2018-2019
OPERATIONS ACTUAL ORIGINAL AMENDED BUDGET
Advertising - 4,120 4,120 3,620
Meetings & Receptions 45 3,090 3,090 3,090
Notices Required by Law*- - - 500
45$7,210$ 7,210$ 7,210$
SUPPLIES
Tools/Small Equipment 8,175 - - -
8,175$ -$ -$ -$
MAINTENANCE
Facility Maintenance 705,746 864,875 864,875 760,556
705,746$864,875$864,875$760,556$
PROFESSIONAL SERVICES
Contractual Services 9,958 8,407 8,407 8,407
Professional Services 416,211 914,745 736,245 866,822
426,169$923,152$ 744,652$875,229$
CAPITAL
Machinery & Equipment 250,407 847,225 847,225 187,000
Vehicles - - - 183,075
250,407$847,225$ 847,225$ 370,075$
NON-OPERATING EXPENSES
Economic Grant Expense 638,424 446,583 5,100,798 301,132
Construction in Progress 1,903,904 3,865,962 5,416,409 3,283,757
2,542,328$ 4,312,545$10,517,207$ 3,584,889$
3,932,871$ 6,955,007$ 12,981,169$ 5,597,959$
*Moved from Advertising per Senate Bill 622
SUBTOTAL
SUBTOTAL
TOTAL OPERATING EXPENSES
SUBTOTAL
EXPENSE DETAIL
DEPARTMENT TOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
COMMUNITY DEVELOPMENT
CORPORATION
FUND: CDC
ORG: 8040100-8056510
2016-2017 2017-2018 2017-2018 2018-2019
MACHINERY & EQUIPMENT ACTUAL ORIGINAL AMENDED BUDGET
Special Services Equipment*182,117 181,488 181,488 -
ASP Scoreboard Upgrade 68,291 133,500 133,500 -
Spirit Park Equipment and Supplies - 142,020 142,020 -
TCWC - Pond Fountains - 84,017 84,017 -
AEC - Lighting Control System - 171,200 171,200 -
AEC - Daktronics - 135,000 135,000 -
Toro Reel Mower 5510 D - - - 85,000
SMG Artificial Turf Cleaning Unit - - - 53,000
Intelligent One Lining Unit - - - 34,000
Connemara Conservancy Tractor 15,000
250,407$847,225$ 847,225$ 187,000$
VEHICLES
Forestry Bucket Truck - - - 116,050
Mobile Recreation Unit - - - 67,025
-$ -$ -$ 183,075$
*Vehicles are included in Special Services Equipment
**The items listed are non-recurring capital expenses based on increased service to the community.
2016-2017 2017-2018 2017-2018 2018-2019
ECONOMIC GRANT EXPENSE ACTUAL ORIGINAL AMENDED BUDGET
Watters Creek 192,034 196,583 197,188 201,132
Hotel and Convention Center 296,390 - 4,803,610 -
TierPoint Sales Tax Rebate - 100,000 100,000 100,000
DART Transportation Services 150,000 150,000 - -
638,424$446,583$5,100,798$ 301,132$
CAPITAL IMPROVEMENT PROJECTS
Trail Development & Enhancement 796,913 991,255 1,150,150 951,757
Trail Marker Program - 100,000 65,000 35,000
Molsen Farm Phase II - - - 96,000
Watters Station Security Cameras 41,610 - - -
Allen Heritage Village 3,203 - - -
Ford Pool Design & Construction 591,225 - - -
Green Park Playground Replacement 200,000 - - -
City of Allen Entry Monument - 243,000 270,000 -
Windridge Neighborhood Park 51,922 65,000 212,024 -
Recreation LED Signs 117,878 81,707 86,122 -
Bridge/Trail Park ASRC 64,266 185,000 370,000 -
Spirit Park and Artificial Turf 36,887 2,200,000 3,263,113 -
Trail Development - - - 800,000
SUBTOTAL
SUBTOTAL
SUBTOTAL
CAPITAL EXPENSE DETAIL**
NON-OPERATING EXPENSE DETAIL
317OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
COMMUNITY DEVELOPMENT
CORPORATION
FUND: CDC
ORG: 8040100-8056510
2016-20172017-20182017-20182018-2019
CLASSIFICATIONACTUALORIGINALAMENDEDBUDGET
Operations45 7,2107,2107,210
Supplies8,175 - - -
Maintenance705,746 864,875 864,875 760,556
Professional Services426,169 923,152744,652 875,229
Capital250,407 847,225847,225370,075
Economic Incentive638,424 446,583 5,100,798 301,132
Capital Improvement Projects1,903,9043,865,9625,416,4093,283,757
3,932,871$ 6,955,007$ 12,981,169$ 5,597,959$
2016-20172017-20182017-20182018-2019
OPERATIONSACTUALORIGINALAMENDEDBUDGET
Advertising- 4,1204,1203,620
Meetings & Receptions45 3,0903,0903,090
Notices Required by Law*- - - 500
45$7,210$ 7,210$ 7,210$
SUPPLIES
Tools/Small Equipment8,175 - - -
8,175$ -$ -$ -$
MAINTENANCE
Facility Maintenance705,746 864,875 864,875 760,556
705,746$864,875$864,875$760,556$
PROFESSIONAL SERVICES
Contractual Services9,9588,407 8,407 8,407
Professional Services416,211 914,745 736,245866,822
426,169$923,152$ 744,652$875,229$
CAPITAL
Machinery & Equipment250,407 847,225847,225187,000
Vehicles- - - 183,075
250,407$847,225$ 847,225$ 370,075$
NON-OPERATING EXPENSES
Economic Grant Expense638,424 446,583 5,100,798 301,132
Construction in Progress1,903,9043,865,9625,416,4093,283,757
2,542,328$ 4,312,545$10,517,207$ 3,584,889$
3,932,871$ 6,955,007$ 12,981,169$ 5,597,959$
*Moved from Advertising per Senate Bill 622
SUBTOTAL
SUBTOTAL
TOTAL OPERATING EXPENSES
SUBTOTAL
EXPENSE DETAIL
DEPARTMENT TOTAL
SUBTOTAL
SUBTOTAL
SUBTOTAL
COMMUNITY DEVELOPMENT
CORPORATION
FUND: CDC
ORG: 8040100-8056510
2016-2017 2017-2018 2017-2018 2018-2019
MACHINERY & EQUIPMENT ACTUAL ORIGINAL AMENDED BUDGET
Special Services Equipment*182,117 181,488 181,488 -
ASP Scoreboard Upgrade 68,291 133,500 133,500 -
Spirit Park Equipment and Supplies - 142,020 142,020 -
TCWC - Pond Fountains - 84,017 84,017 -
AEC - Lighting Control System - 171,200 171,200 -
AEC - Daktronics - 135,000 135,000 -
Toro Reel Mower 5510 D - - - 85,000
SMG Artificial Turf Cleaning Unit - - - 53,000
Intelligent One Lining Unit - - - 34,000
Connemara Conservancy Tractor 15,000
250,407$847,225$ 847,225$ 187,000$
VEHICLES
Forestry Bucket Truck - - - 116,050
Mobile Recreation Unit - - - 67,025
-$ -$ -$ 183,075$
*Vehicles are included in Special Services Equipment
**The items listed are non-recurring capital expenses based on increased service to the community.
2016-2017 2017-2018 2017-2018 2018-2019
ECONOMIC GRANT EXPENSE ACTUAL ORIGINAL AMENDED BUDGET
Watters Creek 192,034 196,583 197,188 201,132
Hotel and Convention Center 296,390 - 4,803,610 -
TierPoint Sales Tax Rebate - 100,000 100,000 100,000
DART Transportation Services 150,000 150,000 - -
638,424$446,583$5,100,798$ 301,132$
CAPITAL IMPROVEMENT PROJECTS
Trail Development & Enhancement 796,913 991,255 1,150,150 951,757
Trail Marker Program - 100,000 65,000 35,000
Molsen Farm Phase II - - - 96,000
Watters Station Security Cameras 41,610 - - -
Allen Heritage Village 3,203 - - -
Ford Pool Design & Construction 591,225 - - -
Green Park Playground Replacement 200,000 - - -
City of Allen Entry Monument - 243,000 270,000 -
Windridge Neighborhood Park 51,922 65,000 212,024 -
Recreation LED Signs 117,878 81,707 86,122 -
Bridge/Trail Park ASRC 64,266 185,000 370,000 -
Spirit Park and Artificial Turf 36,887 2,200,000 3,263,113 -
Trail Development - - - 800,000
SUBTOTAL
SUBTOTAL
SUBTOTAL
CAPITAL EXPENSE DETAIL**
NON-OPERATING EXPENSE DETAIL
OTHER FUNDS318 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
COMMUNITY DEVELOPMENT
CORPORATION
FUND: CDC
ORG: 8040100-8056510
2016-2017 2017-2018 2017-2018 2018-2019
ACTUAL ORIGINAL AMENDED BUDGET
Heritage Village Pavilion*- - - 150,000
Allen Station Park Playground - - - 550,000
Allen Drive Flyover Improvements - - - 50,000
Rolling Hills Park Expansion - - - 75,000
Ford Park East Redesign - - - 100,000
Twin Creeks Civic Space Construction - - - 160,000
Heritage Park Design - - - 50,000
Bridge Erosion/Repair - TCWC - - - 266,000
1,903,904$ 3,865,962$ 5,416,409$ 3,283,757$
*$150,000 approved in FY2017 for Heritage Village Pavilion; $150,000 proposed for FY2019
CAPITAL IMPROVEMENT PROJECTS -
CONTINUED
SUBTOTAL
NON-OPERATING EXPENSE DETAIL - CONTINUED
COMMUNITY DEVELOPMENT
CORPORATION: DEBT SERVICE
FUND: CDC
ORG: 8049210
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL ORIGINAL AMENDED BUDGET
Debt Service 2,410,908 2,414,481 2,414,481 2,417,219
2,410,908$ 2,414,481$ 2,414,481$ 2,417,219$
2016-2017 2017-2018 2017-2018 2018-2019
DEBT SERVICE ACTUAL ORIGINAL AMENDED BUDGET
Contractual Services 490 2,400 2,400 2,400
Principal 1,715,000 1,715,000 1,715,000 1,735,000
Interest Expense 694,668 695,581 695,581 676,819
Miscellaneous Debt Expense 750 1,500 1,500 3,000
2,410,908$ 2,414,481$ 2,414,481$ 2,417,219$
2,414,481$
EXPENSE SUMMARY
DEBT SCHEDULE
SUBTOTAL
DEPARTMENT TOTAL
EXPENSE DETAIL
FISCAL YEAR PRINCIPAL INTEREST TOTAL ANNUAL
2018 - 2019 1,735,000 676,819 2,411,819
2019 - 2020 1,755,000 654,490 2,409,490
2020 - 2021 1,785,000 626,866 2,411,866
2021 - 2022 1,815,000 595,735 2,410,735
2022 - 2023 1,850,000 560,561 2,410,561
2023 - 2024 1,890,000 521,193 2,411,193
2024 - 2025 1,935,000 476,721 2,411,721
2025 - 2026 1,980,000 431,191 2,411,191
2026 - 2027 2,030,000 382,423 2,412,423
2027 - 2028 2,080,000 329,176 2,409,176
2028 - 2029 2,145,000 270,875 2,415,875
2029 - 2030 2,205,000 209,248 2,414,248
2030 - 2031 2,265,000 143,693 2,408,693
2031 - 2032 2,335,000 74,090 2,409,090
TOTAL 27,805,000 5,953,081 33,758,081
319OTHER FUNDSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
COMMUNITY DEVELOPMENT
CORPORATION
FUND: CDC
ORG: 8040100-8056510
2016-20172017-20182017-20182018-2019
ACTUALORIGINALAMENDEDBUDGET
Heritage Village Pavilion*- - - 150,000
Allen Station Park Playground- - - 550,000
Allen Drive Flyover Improvements- - - 50,000
Rolling Hills Park Expansion- - - 75,000
Ford Park East Redesign- - - 100,000
Twin Creeks Civic Space Construction- - - 160,000
Heritage Park Design- - - 50,000
Bridge Erosion/Repair - TCWC- - - 266,000
1,903,904$ 3,865,962$ 5,416,409$ 3,283,757$
*$150,000 approved in FY2017 for Heritage Village Pavilion; $150,000 proposed for FY2019
CAPITAL IMPROVEMENT PROJECTS -
CONTINUED
SUBTOTAL
NON-OPERATING EXPENSE DETAIL - CONTINUED
COMMUNITY DEVELOPMENT
CORPORATION: DEBT SERVICE
FUND: CDC
ORG: 8049210
2016-2017 2017-2018 2017-2018 2018-2019
CLASSIFICATION ACTUAL ORIGINAL AMENDED BUDGET
Debt Service 2,410,908 2,414,481 2,414,481 2,417,219
2,410,908$ 2,414,481$ 2,414,481$ 2,417,219$
2016-2017 2017-2018 2017-2018 2018-2019
DEBT SERVICE ACTUAL ORIGINAL AMENDED BUDGET
Contractual Services 490 2,400 2,400 2,400
Principal 1,715,000 1,715,000 1,715,000 1,735,000
Interest Expense 694,668 695,581 695,581 676,819
Miscellaneous Debt Expense 750 1,500 1,500 3,000
2,410,908$ 2,414,481$ 2,414,481$ 2,417,219$
2,414,481$
EXPENSE SUMMARY
DEBT SCHEDULE
SUBTOTAL
DEPARTMENT TOTAL
EXPENSE DETAIL
FISCAL YEAR PRINCIPAL INTEREST TOTAL ANNUAL
2018 - 2019 1,735,000 676,819 2,411,819
2019 - 2020 1,755,000 654,490 2,409,490
2020 - 2021 1,785,000 626,866 2,411,866
2021 - 2022 1,815,000 595,735 2,410,735
2022 - 2023 1,850,000 560,561 2,410,561
2023 - 2024 1,890,000 521,193 2,411,193
2024 - 2025 1,935,000 476,721 2,411,721
2025 - 2026 1,980,000 431,191 2,411,191
2026 - 2027 2,030,000 382,423 2,412,423
2027 - 2028 2,080,000 329,176 2,409,176
2028 - 2029 2,145,000 270,875 2,415,875
2029 - 2030 2,205,000 209,248 2,414,248
2030 - 2031 2,265,000 143,693 2,408,693
2031 - 2032 2,335,000 74,090 2,409,090
TOTAL 27,805,000 5,953,081 33,758,081
OTHER FUNDS320 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
OTHER FUNDS
COMMUNITY DEVELOPMENT
CORPORATION: DEBT SERVICE
FUND: CDC
ORG: 8049210
BOND RATINGS
In August of 2016, the City's CDC Revenue debt rating was upgraded to Aa2.
DEBT SERVICE REQUIREMENT
Balance Required Required Total
Bond Date of Amount Interest Maturity as of Principal Interest Required
Series Issue Issued Rate Date 10/1/2018 2017 - 2018 2017 - 2018 2017 - 2018
2016 08/16/16 31,235,000 0.75%-3.173% 09/01/32 27,805,000 1,735,000 676,819 2,411,819
TOTAL 31,235,000$ 27,805,000$ 1,735,000$ 676,819$ 2,411,819$
SALES TAX REVENUE BONDS:
COMMUNITY DEVELOPMENT
CORPORATION: DEBT SERVICE
FUND: CDC
ORG: 8049210
BOND RATINGS
In August of 2016, the City's CDC Revenue debt rating was upgraded to Aa2.
DEBT SERVICE REQUIREMENT
Balance Required Required Total
Bond Date of Amount Interest Maturity as of Principal Interest Required
Series Issue Issued Rate Date 10/1/2018 2017 - 2018 2017 - 2018 2017 - 2018
2016 08/16/16 31,235,000 0.75%-3.173% 09/01/32 27,805,000 1,735,000 676,819 2,411,819
TOTAL31,235,000$ 27,805,000$ 1,735,000$ 676,819$ 2,411,819$
SALES TAX REVENUE BONDS:
CapitalImprovements
322CAPITAL IMPROVEMENTSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CAPITAL IMPROVEMENTS
MAJOR PROJECTS: HIGHLIGHTS
FISCAL YEAR 2019-2023
323CAPITAL IMPROVEMENTSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CAPITAL IMPROVEMENTS
The City’s five-year Capital Improvement Program (CIP) represents the Capital Budget for 2019 and is a
financial plan for infrastructure and other improvements through 2023. The Engineering and Parks
departments, in conjunction with those departments whose projects are included, prepare this plan. The
CIP is a separate document that is formally adopted as part of the annual budget process. The CIP is used as
a guide for project, debt and other related budget planning. Current year projects have been approved.
Future years of the plan may change, with the later years being the most subject to change. In May 2016,
voters approved a $93.15 million bond proposal. The list of projects includes streets, drainage, public
facilities such as an expansion of the Allen Public Library, public art projects, public parks, public safety
facility upgrades at the Central Fire Station, acquisition of a Police Training Center and building a new fire
station.
Approximately $29.8 million is allocated to spend on capital projects in FY2019. Following are brief
descriptions of the larger projects that will be in progress, and a discussion of the relationship between the
capital budget and the operating budget. Also included is a complete list of all CIP projects that are in the
current plan, and debt information as it relates to capital projects. More complete information may be
found on each project in the City’s Capital Improvement Program document.
Public Safety
The repair and expansion of the existing Central Fire Station is scheduled for FY2019 with project costs
estimated at $5.65 million. In addition, $1.2 million for various facility upgrades is scheduled to be spent in
FY2018.
Public Art
$529 thousand is anticipated for construction of public art projects.
CAPITAL PROJECT HIGHLIGHTS
FISCAL YEAR 2018-2019
GENERAL GOVERNMENT
324CAPITAL IMPROVEMENTSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CAPITAL IMPROVEMENTS
Parks and Recreation
Funding of $6.244 million is provided in FY2019 for various parks projects. Projects include, but are not
limited to, Exchange Parkway Recreation Center for $1.71 million. Land acquisition of $1.068 million.
Neighborhood parks including Rolling Hills Park expansion, Ridgeview Crossing Park, and Heritage Park
redevelopment for $683 thousand. Park facilities and regional parks at $250 thousand and $865 thousand
respectively. Lastly, trail developments and enhancements in the amount of $1.34 million is scheduled.
Streets
Approximately $7.376 million in FY2019 is allocated for street projects; and is primarily being spent on the
following: Alma Drive improvements for $1.773 million, median landscaping and lighting at various
locations for $1.2 million, traffic signal upgrades for $766 thousand, and multiple other street and
intersection improvements totaling $2.567 million.
Street Maintenance
Routine replacement of street and alleys throughout the city totaling $1.070 million.
PARKS
PUBLIC WORKS
Exchange Parkway Recreation Center
325CAPITAL IMPROVEMENTSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CAPITAL IMPROVEMENTS
Parks and Recreation
Funding of $6.244 million is provided in FY2019 for various parks projects. Projects include, but are not
limited to, Exchange Parkway Recreation Center for $1.71 million. Land acquisition of $1.068 million.
Neighborhood parks including Rolling Hills Park expansion, Ridgeview Crossing Park, and Heritage Park
redevelopment for $683 thousand. Park facilities and regional parks at $250 thousand and $865 thousand
respectively. Lastly, trail developments and enhancements in the amount of $1.34 million is scheduled.
Streets
Approximately $7.376 million in FY2019 is allocated for street projects; and is primarily being spent on the
following: Alma Drive improvements for $1.773 million, median landscaping and lighting at various
locations for $1.2 million, traffic signal upgrades for $766 thousand, and multiple other street and
intersection improvements totaling $2.567 million.
Street Maintenance
Routine replacement of street and alleys throughout the city totaling $1.070 million.
PARKS
PUBLIC WORKS
Exchange Parkway Recreation Center
In FY2019, $6.185 million is allocated for the replacement of deteriorated water and sanitary sewer pipes in
various locations throughout the city. Water and Sewer line replacements for $2.203 million. Lift station
and pump station maintenance, as well as a new 12” Force Main and Lift Station along US 75 combined are
$450 thousand.
UTILITIES
326CAPITAL IMPROVEMENTSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CAPITAL IMPROVEMENTS
The City’s operating and capital projects budgets are closely linked. The capital budget is a multi-year
financial plan of the capital improvement program (CIP) for the acquisition, expansion, or rehabilitation
of infrastructure, capital assets, or productive capacity of city services.
Revenues for the capital budget come from bond sales, intergovernmental revenues, 4a/4b sales taxes,
development fees, and some current operating revenues. The capital improvement program, unlike the
operating budget, is a five-year plan. The plan is reviewed, and projects are reprioritized on an ongoing
basis.
Impact of Capital Projects on the Operating Budget
Capital projects impact the operating budget in several ways. First, since the City is committed to
systematically investing in infrastructure (Strategic Goal #5), each year funds are set aside in the operating
budget to provide cash financing toward some projects. Also, the City must generate enough operating
revenues to cover any payments for general obligation and revenue debt incurred for long-term financing
of capital projects approved this year and in prior years. These represent funds that would otherwise be
available to pay for other programs, services, or projects. Finally, after projects are completed, there is
usually a need for additional funding to cover ongoing maintenance, utilities, other operating costs, and
sometimes additional personnel or equipment. This year the total estimated impact of the capital budget
on the operating budget is approximately $26.7 million.
Operating
Budget
$220.7 m
Capital
Budget
$30 m
$26.7 m
RELATIONSHIP BETWEEN OPERATING
AND CAPITAL BUDGETS
FISCAL YEAR 2018-2019
Cash Financing and Debt Service
Debt service payments and cash financing for projects comprise of $25.7 million. The debt service payments
are $21.94 million; $13.97 million is for General Obligation debt, and $7.97 million is for Revenue debt.
Budgeted transfers from operating funds to the Capital Projects funds are $3.74 million, and include:
Water and Sewer Projects: $3,241,368 is appropriated for Bethany Tower exterior Repainting, CBD system
rehabilitation, flow meters for Stacy 1, Stacy 2 and Custer 1, lift station improvements and pump station
maintenance.
Solid Waste Projects: $500,000 is allocated for major alley repairs.
Other Operating Costs
In addition to cash financing and debt service, the increases in operating costs in the FY2018-2019 budget
related to the CIP totals approximately $1,016,000. These are listed below by project type.
Government:
Approximately $153,000 was included in the operating budget for FY2019 for Public Art, Allen Public
Library Expansion and Central Fire expansion.
Parks:
Approximately $701,000 is included in the operating budget for FY2019 to support the operations and
maintenance of Spirit Park, formerly called Watters Branch Community Park, as well as the trails developed
in FY2019. Additional personnel or other operating costs were approved in the budget for FY2019 for this
park and the associated trails developed in conjunction with the park.
Public Works:
Approximately $162,000 is included for electricity and water costs for median landscape and lighting
improvements.
Capital Projects List
A complete list of proposed projects for FY2019 through FY2023 is on the following pages.
327CAPITAL IMPROVEMENTSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CAPITAL IMPROVEMENTS
The City’s operating and capital projects budgets are closely linked. The capital budget is a multi-year
financial plan of the capital improvement program (CIP) for the acquisition, expansion, or rehabilitation
of infrastructure, capital assets, or productive capacity of city services.
Revenues for the capital budget come from bond sales, intergovernmental revenues, 4a/4b sales taxes,
development fees, and some current operating revenues. The capital improvement program, unlike the
operating budget, is a five-year plan. The plan is reviewed, and projects are reprioritized on an ongoing
basis.
Impact of Capital Projects on the Operating Budget
Capital projects impact the operating budget in several ways. First, since the City is committed to
systematically investing in infrastructure (Strategic Goal #5), each year funds are set aside in the operating
budget to provide cash financing toward some projects. Also, the City must generate enough operating
revenues to cover any payments for general obligation and revenue debt incurred for long-term financing
of capital projects approved this year and in prior years. These represent funds that would otherwise be
available to pay for other programs, services, or projects. Finally, after projects are completed, there is
usually a need for additional funding to cover ongoing maintenance, utilities, other operating costs, and
sometimes additional personnel or equipment. This year the total estimated impact of the capital budget
on the operating budget is approximately $26.7 million.
Operating
Budget
$220.7 m
Capital
Budget
$30 m
$26.7 m
RELATIONSHIP BETWEEN OPERATING
AND CAPITAL BUDGETS
FISCAL YEAR 2018-2019
Cash Financing and Debt Service
Debt service payments and cash financing for projects comprise of $25.7 million. The debt service payments
are $21.94 million; $13.97 million is for General Obligation debt, and $7.97 million is for Revenue debt.
Budgeted transfers from operating funds to the Capital Projects funds are $3.74 million, and include:
Water and Sewer Projects: $3,241,368 is appropriated for Bethany Tower exterior Repainting, CBD system
rehabilitation, flow meters for Stacy 1, Stacy 2 and Custer 1, lift station improvements and pump station
maintenance.
Solid Waste Projects: $500,000 is allocated for major alley repairs.
Other Operating Costs
In addition to cash financing and debt service, the increases in operating costs in the FY2018-2019 budget
related to the CIP totals approximately $1,016,000. These are listed below by project type.
Government:
Approximately $153,000 was included in the operating budget for FY2019 for Public Art, Allen Public
Library Expansion and Central Fire expansion.
Parks:
Approximately $701,000 is included in the operating budget for FY2019 to support the operations and
maintenance of Spirit Park, formerly called Watters Branch Community Park, as well as the trails developed
in FY2019. Additional personnel or other operating costs were approved in the budget for FY2019 for this
park and the associated trails developed in conjunction with the park.
Public Works:
Approximately $162,000 is included for electricity and water costs for median landscape and lighting
improvements.
Capital Projects List
A complete list of proposed projects for FY2019 through FY2023 is on the following pages.
328CAPITAL IMPROVEMENTSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CAPITAL IMPROVEMENTS
TYPE Major Project Total
CATEGORY Funding Est. thru Projected Projected Projected Projected Projected Projected
PROJECT Source(s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Investment
Government
Arts
Event Center Rotunda
Artwork GO Bonds, Other $ 4 $ 250 $50 $- $ - $- $ 304
Public Art GO Bonds, Other $ 12 $ 279 $ 576 $ 353 $ 358 $ 483 $ 2,061
Arts Subtotal 16$ 529$ 626$ 353$ 358$ 483$ 2,365$
Public Facilities
Allen Public Library Expansion GO Bonds $ 854 $ - $ 600 $ 14,364 $ 125 $ 125 $ 16,068
Public Facilities Subtotal 854$ -$ 600$ 14,364$ 125$ 125$ 16,068$
Public Safety
Central Fire Station Expansion
and Repair GO Bonds $ 950 $ 5,650 $- $- $ - $- $ 6,600
Facility Upgrades
General Fund
Revenues $ 730 $ 1,200 $ 1,000 $ 600 $ 600 $ 600 $ 4,730
Fire Station #6 & Equipment GO Bonds $ - $ - $- $- $ 800 $ 9,145 $ 9,945
Municipal Service Center,
Phase II GO Bonds $ - $ - $ 500 $ 1,500 $ - $- $ 2,000
Public Safety Subtotal 1,680$ 6,850$ 1,500$ 2,100$ 1,400$ 9,745$ 23,275$
Government Total 2,550$ 7,379$ 2,726$ 16,817$ 1,883$ 10,353$ 41,708$
Parks
Community Parks
Ford Park East Redesign 4a/4b Taxes $ - $ 100 $- $- $ - $- $ 100
Land Acquisition GO Bonds $ - $ 1,068 $ 500 $- $ 1,500 $- $ 3,068
Rowlett Creek Community
Park Recreation & Athletics
Center GO Bonds $ - $ 1,710 $ 7,695 $ 7,695 $ - $ 2,300 $ 19,400
Watters Branch Community
Park Spirit Park, Phase 1
GO Bonds, 4a/4b
Taxes, Intergov., Fees $ 10,815 $ - $- $- $ - $ 2,700 $ 13,515
Community Parks Subtotal 10,815$ 2,878$ 8,195$ 7,695$ 1,500$ 5,000$ 36,083$
Neighborhood Parks
Heritage Park Redevelopment 4a/4b Taxes $ - $ 50 $- $- $ - $- $50
Reed Park Improvements Fees $ 12 $ 49 $- $- $ - $- $61
Ridgeview Crossing
Neighborhood Park GO Bonds $ - $ 550 $- $- $ - $- $ 550
Rolling Hills Park Expansion GO Bonds, Fees $ 537 $ 83 $- $- $ - $- $ 620
Windridge Neighborhood
Park 4a/4b Taxes $ 215 $ 65 $- $- $ - $- $ 280
Neighborhood Parks Subtotal 764$ 797$ -$ -$ -$ -$ 1,561$
Park Facilities
Allen Station Park
Improvements (Playground
Area Redevelopment) 4a/4b Taxes $ - $ 550 $ 330 $- $ - $- $ 880
Heritage Village Pavilion 4a/4b Taxes $ - $ 150 $- $- $ - $- $ 150
Molsen / Environmental
Discovery Center
GO Bonds, 4a/4b
Taxes $ - $ 315 $ 1,640 $ 1,641 $ - $- $ 3,596
Twin Creeks Civic Space
Enhancement 4a/4b Taxes, Other $ 15 $ 286 $- $- $ - $- $ 301
Park Facilities Subtotal 15$ 1,301$ 1,970$ 1,641$ -$ -$ 4,927$
Trail
City-Wide Trail Master Plan 4a/4b Taxes $ 50 $ 10 $- $- $ - $-60$
Trail Development 4a/4b Taxes $ 220 $ 1,337 $ 408 $- $ - $-1,965$
Trail Marker Program 4a/4b Taxes $ 65 $ 35 $- $- $ - $-100$
Trail Subtotal 335$ 1,382$ 408$ -$ -$ -$ 2,125$
Parks Total 11,929$ 6,358$ 10,573$ 9,336$ 1,500$ 5,000$ 44,696$
Capital Projects Expenditure Summary
AMOUNTS IN 000's
329CAPITAL IMPROVEMENTSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CAPITAL IMPROVEMENTS
TYPE Major Project Total
CATEGORY Funding Est. thru Projected Projected Projected Projected Projected Projected
PROJECT Source(s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Investment
Capital Projects Expenditure Summary
AMOUNTS IN 000's
Public Works
Street Maintenance
Street Pavement
Replacement
GO Bonds, Oper.
Revenues $ 2,379 $ 1,070 $ 970 $ 870 $ 870 $ 650 $ 6,809
Street Maintenance Subtotal 2,379$ 1,070$ 970$ 870$ 870$ 650$ 6,809$
Streets
Allen Drive / US75
Interchange Improvement
GO Bonds, Intergov.,
4a/4b Taxes, Other $ 226 $ 317 $ 2,000 $ 373 $ - $- $ 2,916
Alma Drive Improvements
GO Bonds, Intergov.,
Fees, Other $ 3,866 $ 1,773 $ 1,200 $- $ - $- $ 6,839
Arterial Roadway Partnership
Project GO Bonds $ - $ - $ 570 $ 707 $ - $- $ 1,277
Bethany Intersection
Improvements
GO Bonds, Fees,
Other $ 1,463 $ 250 $- $- $ - $- $ 1,713
Central Business District
(CBD) Street Reconstruction GO Bonds $ 413 $ 500 $- $ 370 $ 880 $ 450 $ 2,613
FM 2551 (Angel Parkway) -
Main Street to Parker Road
Developer
Contributions $ - $ - $ 594 $- $ - $- $ 594
Median Landscaping /
Lighting (various locations) GO Bonds, Other $ 2,650 $ 1,200 $- $- $ - $- $ 3,850
Ridgeview Drive (Alma Drive
to West of Watters Creek) Intergov., Other $ - $ - $ 1,000 $- $ - $- $ 1,000
Ridgeview Drive (Chelsea Blvd
to US 75)GO Bonds $ - $ 500 $- $- $ 2,400 $ 4,100 $ 7,000
Ridgeview Drive (Cottonwood
Creek to Chelsea)
GO Bonds, Intergov.,
Fees, Other $ 4,629 $ 500 $- $- $ - $- $ 5,129
Right Turn Lane Intersection
Improvements
Intergov., Oper.
Revenues, Fees, Other $ 900 $ 500 $- $- $ - $- $ 1,400
Traffic Signals and Signal
Upgrades GO Bonds $ 667 $ 766 $ 746 $ 357 $ 662 $ 192 $ 3,390
Streets Subtotal 14,814$ 6,306$ 6,110$ 1,807$ 3,942$ 4,742$ 37,721$
Public Works Total 17,193$ 7,376$ 7,080$ 2,677$ 4,812$ 5,392$ 44,530$
Utilities
Wastewater
U.S. 75 Lift Station & 12" Force
Main Fees, Oper. Revenues $ - $ 450 $ 4,962 $- $ - $- $ 5,412
Wastewater Subtotal -$ 450$ 4,962$ -$ -$ -$ 5,412$
Water
Bethany Elevated and Stacy
Ground Tank Repaint Oper. Revenues $ 60 $ 1,024 $- $-$ - $- $ 1,084
CBD Water and Sewer Rehab Oper. Revenues $ 10 $ 35 $ 595 $ 595 $ 595 $ 1,190 $ 3,020
Custer and Rowlett Tower
Repaint Oper. Revenues $ - $ - $- $ 1,340 $ - $- $ 1,340
Greenville / Chaparral Water
and Sewer Other $ 50 $ 250 $- $- $ - $- $ 300
Lift Station Improvements Oper. Revenues $ 75 $ 75 $75 $ 75 $ 75 $ 345 $ 720
Pump Station Flow Meters Oper. Revenues $ - $ 579 $- $- $ - $- $ 579
Pump Station Minor
Renovation Oper. Revenues $ 125 $ 125 $ 125 $ 125 $ 125 $ 312 $ 937 p
Stacy Road Oper. Revenues $ - $ 400 $ 3,933 $- $ - $- $ 4,333
Water Subtotal 320$ 2,488$ 4,728$ 2,135$ 795$ 1,847$ 12,313$
330CAPITAL IMPROVEMENTSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CAPITAL IMPROVEMENTS
TYPE Major Project Total
CATEGORY Funding Est. thru Projected Projected Projected Projected Projected Projected
PROJECT Source(s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Investment
Capital Projects Expenditure Summary
AMOUNTS IN 000's
Water & Wastewater
Water Line & Sewer Main
Replacement Oper. Revenues, Other $ 4,519 $ 5,900 $- $ 5,600 $ - $ 5,500 $ 21,519
Water & Wastewater Subtotal 4,519$ 5,900$ -$ 5,600$ -$ 5,500$ 21,519$
Utilities Total 4,839$ 8,838$ 9,690$ 7,735$ 795$ 7,347$ 39,244$
Grand Total 36,511$ 29,951$ 30,069$ 36,565$ 8,990$ 28,092$ 170,178$
TYPE
CATEGORY Projected Projected Projected Projected Projected
PROJECT FY2019 FY2020 FY2021 FY2022 FY2023
Government
Arts
Public Art 119 158 170 183 191
Event Center Rotunda Artwork -8 8 8 8
Arts Subtotal 119$ 166$ 178$ 191$ 199$
Public Facilities
Allen Public Library Expansion 9 20 20 1,058 1,107
Public Facilities Subtotal 9$ 20$ 20$ 1,058$ 1,107$
Public Safety
Central Fire Station Expansion and Repair 25 35 35 36 36
Fire Station #6 and Equipment - - - - 1,142
Municipal Service Center - Phase II - - 3,632 1,876 -
Public Safety Subtotal 25$ 35$ 3,667$ 1,912$ 1,178$
Government Total 153$ 221$ 3,865$ 3,161$ 2,484$
Parks
Community Parks
Land Acquisition 6 8 8 14 15
Rowlett Creek Community Park -388 1,377 985 1,014
Spirit Park 322 331 341 351 362
Community Parks Subtotal 328$ 727$ 1,726$ 1,350$ 1,391$
Neighborhood Park
Ridgeview Crossing Neighborhood Park 22 22 23 24 25
Neighborhood Park Subtotal 22$ 22$ 23$ 24$ 25$
Park Facilities
Heritage Village Pavilion 5 5 5 5 5
Park Facilities Subtotal 5$ 5$ 5$ 5$ 5$
Regional Park
MOLSEN/Environmental Discovery Center - - 553 719 687
Park Facilities Subtotal -$ -$ 553$ 719$ 687$
Special Use Park
Twin Creeks Civic Space Enhancement 65 67 69 71 74
Park Facilities Subtotal 65$ 67$ 69$ 71$ 74$
Trails
Trail Marker Program 17 17 18 18 19
Trail Development 264 242 274 282 291
Trails Subtotal 281$ 259$ 292$ 300$ 310$
Parks Total 701$ 1,080$ 2,668$ 2,469$ 2,492$
AMOUNTS IN 000's
CAPITAL PROJECTS IMPACT ON OPERATIONS &
MAINTENANCE
331CAPITAL IMPROVEMENTSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CAPITAL IMPROVEMENTS
TYPE
CATEGORY Projected Projected Projected Projected Projected
PROJECT FY2019 FY2020 FY2021 FY2022 FY2023
Government
Arts
Public Art 119 158 170 183 191
Event Center Rotunda Artwork -8 8 8 8
Arts Subtotal 119$ 166$ 178$ 191$ 199$
Public Facilities
Allen Public Library Expansion 9 20 20 1,058 1,107
Public Facilities Subtotal 9$ 20$ 20$ 1,058$ 1,107$
Public Safety
Central Fire Station Expansion and Repair 25 35 35 36 36
Fire Station #6 and Equipment - - - - 1,142
Municipal Service Center - Phase II - - 3,632 1,876 -
Public Safety Subtotal 25$ 35$ 3,667$ 1,912$ 1,178$
Government Total 153$ 221$ 3,865$ 3,161$ 2,484$
Parks
Community Parks
Land Acquisition 6 8 8 14 15
Rowlett Creek Community Park -388 1,377 985 1,014
Spirit Park 322 331 341 351 362
Community Parks Subtotal 328$ 727$ 1,726$ 1,350$ 1,391$
Neighborhood Park
Ridgeview Crossing Neighborhood Park 22 22 23 24 25
Neighborhood Park Subtotal 22$ 22$ 23$ 24$ 25$
Park Facilities
Heritage Village Pavilion 5 5 5 5 5
Park Facilities Subtotal 5$ 5$ 5$ 5$ 5$
Regional Park
MOLSEN/Environmental Discovery Center - - 553 719 687
Park Facilities Subtotal -$ -$ 553$ 719$ 687$
Special Use Park
Twin Creeks Civic Space Enhancement 65 67 69 71 74
Park Facilities Subtotal 65$ 67$ 69$ 71$ 74$
Trails
Trail Marker Program 17 17 18 18 19
Trail Development 264 242 274 282 291
Trails Subtotal 281$ 259$ 292$ 300$ 310$
Parks Total 701$ 1,080$ 2,668$ 2,469$ 2,492$
AMOUNTS IN 000's
CAPITAL PROJECTS IMPACT ON OPERATIONS &
MAINTENANCE
332CAPITAL IMPROVEMENTSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CAPITAL IMPROVEMENTS
TYPE
CATEGORY Projected Projected Projected Projected Projected
PROJECT FY2019 FY2020 FY2021 FY2022 FY2023
AMOUNTS IN 000's
CAPITAL PROJECTS IMPACT ON OPERATIONS &
MAINTENANCE
Public Works
Streets
Allen Drive/US75 Interchange Improvement $-$ 48 $ 70 $ 72 $ 74
Alma Drive Improvements $ 19 $ 261 $ 269 $ 277 $ 285
FM 2551 (Angel Parkway) to Main Street $-$-$ 90 $ 93 $ 96
Median Landscape and Lighting $ 115 $ 258 $ 265 $ 273 $ 281
Ridgeview Drive (Alma Drive to Watters Creek) $-$-$ 70 $ 72 $ 75
Ridgeview Drive (Chelsea Blvd to US75) $-$-$-$-$ 75
Ridgeview Drive (Cottonwood Creek to Chelsea Blvd) $ 28 $ 29 $ 30 $ 31 $ 32
Streets Subtotal 162$ 596$ 794$ 818$ 918$
Public Works Total 162$ 596$ 794$ 818$ 918$
Grand Total 1,016$ 1,897$ 7,327$ 6,448$ 5,894$
333CAPITAL IMPROVEMENTSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CAPITAL IMPROVEMENTS
TYPE
CATEGORYProjected Projected Projected Projected Projected
PROJECTFY2019 FY2020 FY2021 FY2022 FY2023
AMOUNTS IN 000's
CAPITAL PROJECTS IMPACT ON OPERATIONS &
MAINTENANCE
Public Works
Streets
Allen Drive/US75 Interchange Improvement $-$ 48 $ 70 $ 72 $ 74
Alma Drive Improvements $ 19 $ 261 $ 269 $ 277 $ 285
FM 2551 (Angel Parkway) to Main Street $-$-$ 90 $ 93 $ 96
Median Landscape and Lighting $ 115 $ 258 $ 265 $ 273 $ 281
Ridgeview Drive (Alma Drive to Watters Creek) $-$-$ 70 $ 72 $ 75
Ridgeview Drive (Chelsea Blvd to US75) $-$-$-$-$ 75
Ridgeview Drive (Cottonwood Creek to Chelsea Blvd) $ 28 $ 29 $ 30 $ 31 $ 32
Streets Subtotal162$ 596$ 794$ 818$ 918$
Public Works Total162$ 596$ 794$ 818$ 918$
Grand Total1,016$ 1,897$ 7,327$ 6,448$ 5,894$
Debt
Part of the process of updating the City’s Capital Improvement Program (CIP) each year involves
identifying projects that may require funding through debt issuance. On the following pages are long-
term scenarios of the City’s General Obligation and Revenue debt, based on the projects planned for the
next several years.
Below are the assumptions used in the development of these scenarios followed by a discussion of the
City’s debt capacity. Again, this is based on the current plan; future years are subject to change.
General Obligation Debt Assumptions
The General Obligation debt projections assume that the debt portion of the tax rate will decrease from
0.104537 in FY2019 to 0.094757 in FY2022 due to the growth in valuation. The debt rate is estimated to
continue to decrease even when incorporating the additional $93 million bond program that will span
over the next seven years. Should the valuations not increase, there is a potential for the program to
increase the City’s debt rate during that period. All years assume a collection rate of 100%. Over the next
few years, the portion of the tax rate dedicated to debt reduces from approximately 21% to 19%, assuming
the tax rate stays the same, which is below the City’s policy limit of 35%. The policy was approved by the
City Council in September 2011 to reflect a more conservative approach to debt and to ensure that the
operational needs of the City receive a higher tax rate allocation.
The assumption for growth in the tax base through FY2022 is 3%, based upon reappraisal of existing
properties and new growth in residential and commercial property along Highway 121, US 75 Highway
and in areas of vacant land throughout the City. The rate of growth is expected to remain consistent in
subsequent years, as reflected in the City’s Comprehensive Plan. Commercial activity is expected to
continue for another 15 to 20 years until it reaches build out.
The debt scenario that follows reflects all currently authorized bond issues, as well as the voter-approved
$93 million bond program authorized in May 2016 for future infrastructure improvements and public
facilities. There is a potential 0.04 cent tax increase to help cover the additional operating costs associated
with these projects.
Bond issuances from the 2016 Bond Election have included projects with minimal O&M cost associated
with them. The projects have included street and drainage infrastructure along with a Firearms Training
Center and the expansion of the Library parking lot. The Firearms Training Center was built in
collaboration with Collin College. This partnership minimized the O&M impact to the city.
A select few future projects will have a greater impact on O&M costs. The costs are included on the
General Fund Long Range plan. The future projects with significant O&M costs include new construction
of Fire Station 6 and an Athletic Complex. Additionally, expansion of the Allen Public Library and Spirit
Park will have added O&M costs. Timing of these projects are dependent on the demand for service, the
pace of development and the ability of the tax revenue to support the additional O&M costs.
DEBT SUMMARY
FISCAL YEAR 2018-2019
334CAPITAL IMPROVEMENTSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CAPITAL IMPROVEMENTS
Revenue Debt Assumptions
Revenue debt as well as water and sewer rates are managed according to the City’s Water and Sewer Rate
Study. Our most recent rate study was completed in December of 2017. The forward-looking impact of
the revenues and expenditures in the Water and Sewer Fund is shown in the following
“Water/Wastewater Cost of Service Model” table derived from the rate study. Assumptions used in the
creation of the rate study are dynamic. If the assumptions used to build the rate model change
significantly, then the revenue debt issuances and the water and sewer rates would change as well.
Adequate revenues and working capital are projected to meet ongoing operational cost increases, to
provide funding for water and sewer infrastructure improvements, and to provide for existing debt
service. With Council’s approval, a 7% water rate increase and a 10% wastewater increase is being
implemented with additional rate increases planned in subsequent years. The water rate increase is 3%
less than projected in the 2017 rate study because NTMWD decreased their FY2019 water rate increase by
half, and the city therefore dropped the planned increase in consonance with NTMWD’s decreased charge
for wholesale water. NTMWD’s wastewater rate increase for FY2019 were not changed, so the wastewater
rate increase recommended for implementation in the rate study is the same as the 2017 rate study
recommended. New debt was issued for water and sewer projects, namely for rehabilitation of
infrastructure in the Hillside and Windridge neighborhoods. Included in the rate study was a population
growth factor that was consistent with the City’s long-range Comprehensive Plan. The water and sewer
bond covenants require that operating revenues, as defined, cover the current debt requirement including
principal and interest by a minimum of 1.2 times. Over the next four years, the rate study projected the
coverage ratio to range from 2.92 to 4.57. Projections also take into consideration a working capital
adequacy test of approximately 90 to 120 days of expenditures. The projected days of working capital over
the next four years is expected to be an average of 104 days according to the new rate study. The actual
number of days is dependent on weather conditions and water restrictions.
Debt Capacity
In 2011, the City’s policy of limiting the debt portion of the total tax rate to 35% would have translated
into authorizing approximately $95 million of new debt. From a cash flow and tax rate perspective the
2016 CIP Committee felt that $93 million of new debt was sufficient to cover the needs of the
community at the current time. The Committee proposed, and voters elected to approve $93 million in
new debt and raise taxes for the operating impact of the projects. The recommendation also took into
consideration the City’s requirement at that time to maintain a reserve of 10% in the Debt Service Fund.
During the CIP process the city and finance committee also anticipated the additional impact upon the
City due to the operating costs associated with the approved projects. The combination of operating
costs and new debt service associated with $93 million of new debt has the potential to raise taxes more
than the 0.04 cents voters approved.
As mentioned earlier, the City’s debt policy limit is now 35%. The projected growth in the assessed
value and fund balance of the G.O. Debt Service Fund indicates that the City has more than enough
capacity to issue the debt related to the 2016 Bond Program. Additionally, the City has authorized but
unissued an amount of $2 million from the 2007 election. There is not a current time table as to when
this debt will be issued. As mentioned above, the City has the capacity to issue the bonds that have
been authorized. It is projected that the percentage of the tax rate dedicated to debt service over the
next few years will be between 18% and 21%. Additionally, the debt service long range plan reflects a
fund balance that meets the fund balance reserve requirement of 5% to 10% of the annual debt service.
335CAPITAL IMPROVEMENTSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CAPITAL IMPROVEMENTS
The City has been proactive in building its water and sewer infrastructure. Since completion of the
Hillside Water Tower replacement project and the Custer Road pump station and storage project, the
City has had adequate storage tanks and water towers in place. Beginning again in FY2018, water and
sewer infrastructure projects will be funded through a mix of operating revenues and revenue debt.
This methodology will be utilized to meet the demand of aging infrastructure and provide additional
flexibility to staff and rate relief to citizens from impending rate increases. The system improvements
that have been made will essentially provide for future growth as the City reaches build out in
population and commercial development. Water and sewer line replacements in the older part of the
City, specifically the Hillside and Windridge neighborhoods, may need to be replaced through cash
financing or other sources. At this time, there is limited additional debt capacity in the Water and
Sewer area because the debt coverage ratio is projected to range from 2.92 to 4.57 as mentioned above.
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CAPITAL IMPROVEMENTS
YEAR 1 YEAR 2 YEAR 3
Actual Revised Proposed Estimated Estimated Estimated
2017 2018 2019 2020 2021 2022
BEGINNING BALANCE 1,254,402 1,342,002 1,216,941 1,395,461 1,318,937 1,313,718
REVENUES:
Ad valorem tax 13,880,307 14,502,506 14,212,536 13,986,346 14,064,095 14,077,467
Delinquent collections (623) 68,364 68,364 69,156 71,230 70,320
Penalty & interest 49,157 47,855 47,855 48,409 49,861 49,224
Investment earnings 91,656 100,000 122,376 72,564 68,585 68,313
Rollback Taxes 95,552 - - - - -
TIF Property Tax offset (204,505) (264,278) (304,253) (313,381) (322,782) (332,465)
TOTAL REVENUES 13,911,543 14,454,447 14,146,878 13,863,094 13,930,989 13,932,860
EXPENDITURES:
Commission & refunding exp 7,750 11,250 15,032 12,000 12,000 11,250
Bond Principal 9,715,000 10,145,000 9,925,000 8,775,000 8,150,000 7,525,000
Bond Interest 3,311,261 3,421,842 3,358,741 2,952,459 2,621,647 2,315,897
CO Principal 45,000 344,916 - - - -
CO Interest 24,150 - - - - -
Tax Note Principal 685,000 620,000 635,000 - - -
Tax Note Interest 35,782 25,100 12,700 - - -
Defeasance - - - 724,697 - -
* 2019 Issue - - - 1,452,234 780,874 780,334
* 2020 Issue - - - - 2,341,968 1,559,848
* 2021 Issue - - - - - 1,714,741
** Capital Lease - 11,400 21,886 23,227 29,721 29,500
TOTAL EXPENDITURES 13,823,944 14,579,508 13,968,359 13,939,617 13,936,209 13,936,569
ENDING FUND BALANCE 1,342,002 1,216,941 1,395,461 1,318,937 1,313,718 1,310,009
Revenues Over/(Under) Expenditures 87,600 (125,061) 178,519 (76,523) (5,219) (3,709)
Reserve requirement (10% ann. D/S):1,381,619 1,456,826 1,395,333 1,392,762 1,392,421 1,392,532
End F/B meets reserve req:No No Yes No No No
Amt. over (under) requirement:(127,217) (114,824) 128 (73,824) (78,703) (82,523)
Reserve requirement (5% ann. D/S):690,810 728,413 697,666 696,381 696,210 696,266
End F/B meets reserve req:Yes Yes Yes Yes Yes Yes
Amt. over (under) requirement:563,593 613,589 697,794 622,556 617,508 613,743
Debt portion of tax rate: 0.123727 0.117262 0.104537 0.099877 0.097507 0.094757
Debt % of tax rate: 23.79%22.99%20.99%20.06%19.58%19.03%
M&O portion of tax rate: 0.396273 0.392738 0.393463 0.398123 0.400493 0.403243
Total tax rate: 0.52000 0.51000 0.498000 0.498000 0.498000 0.498000
Fund Reserve %9.71%8.35%10.00%9.47%9.43%9.41%
Valuation 11,225,448,262 12,367,609,498 13,595,699,267 14,003,570,245 14,423,677,352 14,856,387,673
% growth in Valuation 10.28%10.17%9.93%3.00%3.00%3.00%
New Debt Issued 11,845,000 8,355,000 8,962,590 17,999,940 18,233,520 6,790,740
**Capital leases include 3 Police motorcycles currently under lease with a 4th added in 2021
Debt Service Fund
Long-Range Plan 2019-2022
*Estimated debt service totals for issues authorized by the 2016 Bond Election; future issuances are proposed based on a 15-year payback period
337CAPITAL IMPROVEMENTSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CAPITAL IMPROVEMENTS
YEAR 1YEAR 2YEAR 3
ActualRevised Proposed Estimated Estimated Estimated
201720182019202020212022
BEGINNING BALANCE1,254,402 1,342,002 1,216,941 1,395,461 1,318,937 1,313,718
REVENUES:
Ad valorem tax13,880,307 14,502,506 14,212,536 13,986,346 14,064,095 14,077,467
Delinquent collections(623) 68,364 68,364 69,156 71,230 70,320
Penalty & interest49,157 47,855 47,855 48,409 49,861 49,224
Investment earnings91,656 100,000 122,376 72,564 68,585 68,313
Rollback Taxes95,552 - - - - -
TIF Property Tax offset(204,505) (264,278) (304,253) (313,381) (322,782) (332,465)
TOTAL REVENUES13,911,543 14,454,447 14,146,878 13,863,094 13,930,989 13,932,860
EXPENDITURES:
Commission & refunding exp7,750 11,250 15,032 12,000 12,000 11,250
Bond Principal9,715,000 10,145,000 9,925,000 8,775,000 8,150,000 7,525,000
Bond Interest3,311,261 3,421,842 3,358,741 2,952,459 2,621,647 2,315,897
CO Principal45,000 344,916 - - - -
CO Interest24,150 - - - - -
Tax Note Principal685,000 620,000 635,000 - - -
Tax Note Interest35,782 25,100 12,700 - - -
Defeasance- - - 724,697 - -
* 2019 Issue- - - 1,452,234 780,874 780,334
* 2020 Issue- - - - 2,341,968 1,559,848
* 2021 Issue- - - - - 1,714,741
** Capital Lease- 11,400 21,886 23,227 29,721 29,500
TOTAL EXPENDITURES13,823,944 14,579,508 13,968,359 13,939,617 13,936,209 13,936,569
ENDING FUND BALANCE1,342,002 1,216,941 1,395,461 1,318,937 1,313,718 1,310,009
Revenues Over/(Under) Expenditures87,600 (125,061) 178,519 (76,523) (5,219) (3,709)
Reserve requirement (10% ann. D/S):1,381,619 1,456,826 1,395,333 1,392,762 1,392,421 1,392,532
End F/B meets reserve req:NoNoYesNoNoNo
Amt. over (under) requirement:(127,217) (114,824) 128 (73,824) (78,703) (82,523)
Reserve requirement (5% ann. D/S):690,810 728,413 697,666 696,381 696,210 696,266
End F/B meets reserve req:YesYesYesYesYesYes
Amt. over (under) requirement:563,593 613,589 697,794 622,556 617,508 613,743
Debt portion of tax rate: 0.1237270.1172620.104537 0.099877 0.097507 0.094757
Debt % of tax rate: 23.79%22.99%20.99%20.06%19.58%19.03%
M&O portion of tax rate: 0.396273 0.392738 0.393463 0.398123 0.400493 0.403243
Total tax rate: 0.520000.51000 0.498000 0.498000 0.498000 0.498000
Fund Reserve %9.71%8.35%10.00%9.47%9.43%9.41%
Valuation 11,225,448,262 12,367,609,498 13,595,699,267 14,003,570,245 14,423,677,352 14,856,387,673
% growth in Valuation10.28%10.17%9.93%3.00%3.00%3.00%
New Debt Issued 11,845,000 8,355,000 8,962,590 17,999,940 18,233,520 6,790,740
**Capital leases include 3 Police motorcycles currently under lease with a 4th added in 2021
Debt Service Fund
Long-Range Plan 2019-2022
*Estimated debt service totals for issues authorized by the 2016 Bond Election; future issuances are proposed based on a 15-year payback period
YEAR 1 YEAR 2 YEAR 3
Actual Revised Proposed Projected Projected Projected
2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2020-2021
BEGINNING BALANCE 21,801,859 21,810,153 22,006,134 22,006,134 25,292,970 24,943,808
REVENUES:
Ad valorem taxes 44,250,012 48,280,481 52,726,466 55,751,434 57,765,818 59,907,343
Sales tax 18,990,970 19,385,619 19,794,260 20,190,145 20,593,948 21,005,827
Franchise fees 7,350,059 7,533,278 7,433,496 7,507,831 7,582,909 7,658,738
Licenses and permits 3,569,609 3,378,100 3,028,100 3,088,662 3,150,435 3,213,444
Charges for services 10,933,139 12,220,713 12,571,465 12,822,894 13,079,352 13,340,939
Fines 1,694,998 1,503,506 1,664,133 1,697,416 1,731,364 1,765,991
Miscellaneous 397,363 544,247 646,226 659,151 672,334 685,780
Contributions 540,741 591,371 585,946 597,665 609,618 621,811
Reimbursements 1,483,962 1,472,279 1,508,504 1,538,674 1,569,448 1,600,837
Intergovernmental 126,008 100,000 100,000 102,000 104,040 106,121
Interest earnings 342,642 475,000 556,706 567,840 579,197 590,781
Transfers in 4,616,064 4,603,089 4,915,652 6,882,276 7,518,664 7,542,999
TOTAL REVENUES 94,295,567$ 100,087,683$ 105,530,954$ 111,405,988$ 114,957,127$ 118,040,611$
EXPENDITURES:
Salary 41,534,203 44,171,877 47,963,872 49,882,427 51,877,724 53,952,833
Benefits 15,625,185 17,689,122 19,399,826 20,175,819 20,982,852 21,822,166
Operations 18,176,815 21,723,485 20,136,900 20,539,638 20,950,431 21,369,439
Supplies 1,888,541 2,158,742 2,133,097 2,175,759 2,219,274 2,263,660
Maintenance 2,705,804 3,770,871 4,389,280 4,477,066 4,566,607 4,657,939
Professional Services 7,929,333 8,273,600 8,911,053 9,089,274 9,271,060 9,456,481
Capital 496,503 510,816 319,000 - - -
M&O from Bond Program - - - 221,000 3,865,000 3,161,000
TOTAL OPERATING EXPENDITURES 88,356,384$ 98,298,513$ 103,253,028$ 106,560,983$ 113,732,947$ 116,683,518$
* Operating Transfers Out 5,819,630 1,593,189 2,277,926 1,558,169 1,573,342 1,588,956
TOTAL GENERAL FUND EXPENDITURES 94,176,014$ 99,891,702$ 105,530,954$ 108,119,152$ 115,306,289$ 118,272,474$
ENDING FUND BALANCE 21,810,153$ 22,006,134$ 22,006,134$ 25,292,970$ 24,943,808$ 24,711,945$
Revenues Over/(Under) Expenditures 119,553 195,981 - 3,286,836 (349,162) (231,863)
# days operations in reserve, EOY 90.6 82.1 76.1 85.4 79.0 76.3
Tax rate variables:
Taxable values (thousands)11,225,448,262 12,367,609,498 13,595,699,267 14,003,570,245 14,423,677,352 14,856,387,673
% Growth in Valuation 10.28%10.17%9.93%3.00%3.00%3.00%
Operations & Maintenance:0.396273 0.397738 0.393463 0.398123 0.400493 0.403243
Debt Service:0.123727 0.117262 0.104537 0.099877 0.097507 0.094757
Total:0.520000 0.510000 0.498000 0.498000 0.498000 0.498000
New Debt Issuance 11,845,000 8,230,000 8,962,590 17,999,940 18,233,520 6,790,740
*FY2019 Operating Transfers Out includes a one-time increase in Facility Maintenance contributions to $1.3 million from the regular annual amount of
$600,000. FY2020 and future years return to the annual contribution of $600,000.
General Fund
Long-Range Plan 2019-2022
338CAPITAL IMPROVEMENTSCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
CAPITAL IMPROVEMENTS
Water/ Wastewater Cost of Service
Model
FISCAL YEAR 2018-2019 Date: 9/16/2018 2018 09 15 Allen RM Alt 2 Blend Final New '19 NTMWD Forecast Sum Alt 2 9_18 Update FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026Forecast SummaryScenario:Alt 2: Full IF; Blended CIP; New FY '19 NTMWDCITY OF ALLENWATER/WASTEWATER COST OF SERVICE MODEL4 Fund Balance, Revenues and ExpensesBeginning Water & Sewer Fund 200 Balance 11,916,144$ 12,582,340$ 12,171,283$ 14,740,252$ 14,570,933$ 14,932,192$ 15,285,194$ 14,063,585$ 13,622,515$ Revenues and ExpensesWater Rate Revenues23,701,065 25,874,544 28,325,003 30,541,522 32,811,423 35,226,236 37,494,437 39,823,846 41,934,721 WW Rate Revenues16,297,727 18,331,548 20,437,067 23,253,062 26,540,129 29,345,242 32,235,734 35,379,442 37,584,269 Non-Rate Revenues2,650,103 3,631,580 5,533,031 3,648,120 3,408,527 3,209,336 3,582,544 3,312,484 3,038,285 Total Revenues42,648,894 47,837,671 54,295,101 57,442,704 62,760,079 67,780,814 73,312,715 78,515,772 82,557,275 Operating Expenses39,045,861 42,683,511 47,278,338 52,557,479 56,661,540 60,705,397 64,951,449 68,547,890 71,943,348 ANet Revenues Available for Capital Outlays/Debt Service3,603,033 5,154,160 7,016,763 4,885,226 6,098,539 7,075,417 8,361,266 9,967,882 10,613,927 Misc. Capital Outlays1,242,343 1,630,035 1,390,038 1,368,159 1,466,122 1,927,194 1,552,513 1,597,612 1,644,228 PAYGO CIP Transfer Capital Outlay225,000 2,192,800 1,498,157 1,743,300 1,977,600 2,500,000 5,733,900 6,772,600 5,854,164 Total Operating Expense/Capital Outlays40,513,204 46,506,346 50,166,534 55,668,938 60,105,262 65,132,591 72,237,862 76,918,102 79,441,740 Net Revenues Available for Debt Service2,360,690 3,524,125 5,626,724 3,517,066 4,632,417 5,148,223 6,808,753 8,370,270 8,969,699 BDebt Service1,469,495 1,742,382 1,559,598 1,943,085 2,293,558 2,295,220 2,296,462 2,038,740 1,772,790 Total Cost of Service41,982,699 48,248,729 51,726,132 57,612,023 62,398,820 67,427,811 74,534,325 78,956,842 81,214,530 593,914 6,266,030 3,477,403 5,885,891 4,786,797 5,028,991 7,106,514 4,422,517 2,257,688 Contingency--Net Inc/(Dec) in Fund Balance666,195 (411,057) 2,568,969 (169,319) 361,259 353,003 (1,221,610) (441,070) 1,342,745 Percent of COS1.6%-0.9%5.0%-0.3%0.6%0.5%-1.6%-0.6%1.7%Ending Water & Sewer Fund 200 Fund Balance12,582,340 12,171,283 14,740,252 14,570,933 14,932,192 15,285,194 14,063,585 13,622,515 14,965,259 Revenue Adequacy TestsDebt CoverageA/B2.45 2.96 4.50 2.51 2.66 3.08 3.64 4.89 5.99 Days of Expenditures in Working Capital/Fund Balance (Fund 200)110 96 107 9 5 9 0 8 6 7 5 6 9 7 2 (Goal is 90-120 Days)One day FY '19: 126,181$ Page: 4www.newgenstrategies.net
Water/ Wastewater Cost of Service
Model
FISCAL YEAR 2018-2019
Appendix
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WHERE IS ALLEN,
TEXAS?
City of Allen is located approximately 25 miles north
of Dallas, Texas.
LOCATOR MAP
FISCAL YEAR 2018-2019
354APPENDIX CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
APPENDIX
Form of Government
The City of Allen utilizes a council-manager form of government. The council-manager system combines
the strong political leadership of elected officials in the form of a council or other governing body, with the
strong managerial experience of an appointed local government manager. The form establishes a
representative system where all power is concentrated in the elected council and where the council hires a
professionally trained manager to oversee the delivery of public services.
Per the Home Rule Charter for the city, the Allen City Council shall consist of the mayor and six council
members elected by numbered places and are elected at-large by the registered voters of Allen to serve
three-year, staggered terms of office. Each member of the Allen City Council serves citywide. The mayor
and city council members are as follows:
Stephen Terrell Mayor Term: 2017-2020 Years of Service: 22
Kurt Kizer Councilmember, Place 1 Term: 2018-2021 Years of Service: 7
Carl Clemencich Councilmember, Place 2 Term: 2017-2020 Years of Service: 2
Lauren Doherty Councilmember, Place 3 Term: 2018-2021 Years of Service: 1
Robin L. Sedlacek Councilmember, Place 4 Term: 2016-2019 Years of Service: 12
Gary L. Caplinger Mayor Pro Tem
Councilmember, Place 5
Term: 2018-2021 Years of Service: 13
Baine Brooks Councilmember, Place 6 Term: 2016-2019 Years of Service: 7
New Councilmember Lauren Doherty was elected in the May 2018 election. The average experience for
Allen’s City Council is just over 9 years per councilmember.
The City Manager is another critical piece of the management and delivery of city services to the city’s
residents. The City Manager, appointed by the City Council, is the City's Chief Administrative Officer. The
primary responsibilities of the City Manager’s Office include providing for the effective implementation of
the City Council’s policies and priorities, coordinating the activities of all city departments and ensuring
responsible organizational and fiscal management.
Appointed by the City Council in January 1999, Mr. Peter H. Vargas is the City’s Chief Administrative
Officer. With more than 30 years of municipal experience, Mr. Vargas is responsible for the daily activities
and services of the city, as well as implementing policies set by the City Council.
MISCELLANEOUS STATISTICAL
INFORMATION
FISCAL YEAR 2018-2019
355APPENDIXCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
APPENDIX
Form of Government
The City of Allen utilizes a council-manager form of government. The council-manager system combines
the strong political leadership of elected officials in the form of a council or other governing body, with the
strong managerial experience of an appointed local government manager. The form establishes a
representative system where all power is concentrated in the elected council and where the council hires a
professionally trained manager to oversee the delivery of public services.
Per the Home Rule Charter for the city, the Allen City Council shall consist of the mayor and six council
members elected by numbered places and are elected at-large by the registered voters of Allen to serve
three-year, staggered terms of office. Each member of the Allen City Council serves citywide. The mayor
and city council members are as follows:
Stephen Terrell Mayor Term: 2017-2020 Years of Service: 22
Kurt Kizer Councilmember, Place 1 Term: 2018-2021 Years of Service: 7
Carl Clemencich Councilmember, Place 2 Term: 2017-2020 Years of Service: 2
Lauren Doherty Councilmember, Place 3 Term: 2018-2021 Years of Service: 1
Robin L. Sedlacek Councilmember, Place 4 Term: 2016-2019 Years of Service: 12
Gary L. Caplinger Mayor Pro Tem
Councilmember, Place 5
Term: 2018-2021 Years of Service: 13
Baine Brooks Councilmember, Place 6 Term: 2016-2019 Years of Service: 7
New Councilmember Lauren Doherty was elected in the May 2018 election. The average experience for
Allen’s City Council is just over 9 years per councilmember.
The City Manager is another critical piece of the management and delivery of city services to the city’s
residents. The City Manager, appointed by the City Council, is the City's Chief Administrative Officer. The
primary responsibilities of the City Manager’s Office include providing for the effective implementation of
the City Council’s policies and priorities, coordinating the activities of all city departments and ensuring
responsible organizational and fiscal management.
Appointed by the City Council in January 1999, Mr. Peter H. Vargas is the City’s Chief Administrative
Officer. With more than 30 years of municipal experience, Mr. Vargas is responsible for the daily activities
and services of the city, as well as implementing policies set by the City Council.
MISCELLANEOUS STATISTICAL
INFORMATION
FISCAL YEAR 2018-2019
Geography
Land Area - 27.11 square miles
Population as of 3/31/2018 – 101,255
Allen is home to one of the only
remaining stone dams in the United
States. The remaining site includes the
stone dam, a foundation for a pump
house and a foundation for a water tower
which is designated by the Texas
Historical Commission as a State
Archaeological Landmark.
Community Profile
The City of Allen incorporated in 1953 and has experienced many growth spurts over the last 60 years
bringing the population from as low as 400 to its current inhabitants of just over 100,000.
Decade Population Percent Increase
9/30/1979 8,314 328.6%
9/30/1989 18,309 120.2%
9/30/1999 42,996 134.8%
9/30/2009 83,929 95.2%
Est. 9/30/2019 105,504 25.7%
Now that the growth is starting to slow down and the demand for city services is at its all-time high, the
focus is to maintain a high level of service for all residents.
Source: AEDC IEDC Data Sheets
The City of Allen remains a city of young, highly educated professionals that demand the highest quality
from their municipal services. Citizens are actively engaged in the community as members of service
organizations, home owners associations, religious groups, civic clubs, parent-teacher associations, and etc.
The direction from City Council has been to make Allen a “cradle to grave” community that provides all
30,972
20,613
33,274
17,056
2,721
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
17 and Under 18 - 34 35 - 54 55 - 74 75 and Older
Population by Age Group
356APPENDIX CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
APPENDIX
avenues of entertainment, education, shopping, healthcare services, and transportation offerings to allow
residents to do everything they need within the city limits.
DART On-Demand service is available for those residents with disabilities and elderly residents.
Additionally, Allen is known for having a great portion of city resources dedicated to its parks and
recreation services. Nearly 800 acres of developed park land and nearly 50 miles of hiking and nature trails
are located throughout the city and incorporated into almost every community subdivision within the city
limits.
Demographics and Economics
With the majority of property tax dollars
coming from residential properties, City
Staff and Council must be keenly aware of
the impact that rises and falls in the
valuations of homes have on the ability to
operate as a city. Due to increases in the
valuation of homes in recent years, City
Council has chosen to consistently lower
its tax rate at a level which will still allow
for a high-level service offering, while not
putting an increasing burden on its
citizenry.
4.1%
13.9%
19.7%
7.5%
36.0%
18.8%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
Non-High
School Graduate
High School
Graduate or
GED
Some College,
No Degree
Associate's
Degree
Bachelor's
Degree
Graduate or
Professional
Degree
Educational Attainment (25 - 64 years old)
Source: AEDC IEDC Data Sheets
Residential
71.06%
Commercial
14.98%
Personal
Property
6.45%
Exempt
7.51%
Property Tax Breakdown
357APPENDIXCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
APPENDIX
avenues of entertainment, education, shopping, healthcare services, and transportation offerings to allow
residents to do everything they need within the city limits.
DART On-Demand service is available for those residents with disabilities and elderly residents.
Additionally, Allen is known for having a great portion of city resources dedicated to its parks and
recreation services. Nearly 800 acres of developed park land and nearly 50 miles of hiking and nature trails
are located throughout the city and incorporated into almost every community subdivision within the city
limits.
Demographics and Economics
With the majority of property tax dollars
coming from residential properties, City
Staff and Council must be keenly aware of
the impact that rises and falls in the
valuations of homes have on the ability to
operate as a city. Due to increases in the
valuation of homes in recent years, City
Council has chosen to consistently lower
its tax rate at a level which will still allow
for a high-level service offering, while not
putting an increasing burden on its
citizenry.
4.1%
13.9%
19.7%
7.5%
36.0%
18.8%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
Non-High
School Graduate
High School
Graduate or
GED
Some College,
No Degree
Associate's
Degree
Bachelor's
Degree
Graduate or
Professional
Degree
Educational Attainment (25 - 64 years old)
Source: AEDC IEDC Data Sheets
Residential
71.06%
Commercial
14.98%
Personal
Property
6.45%
Exempt
7.51%
Property Tax Breakdown
0.555 0.554 0.553 0.552 0.550
0.540
0.530
0.520
0.510
0.498
0.46
0.47
0.48
0.49
0.5
0.51
0.52
0.53
0.54
0.55
0.56
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
History of Tax Rate
0.7727310.7650.7340.70460.625160.5995070.594970.550.525170.4980.46030.44660.4360860.34980
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
Comparison of Proposed Tax Rate
358APPENDIX CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
APPENDIX
The City of Allen is located in Collin County at the intersection of
Central Expressway (US-75) and Sam Rayburn Tollway (SH-121),
25 minutes north of Downtown Dallas. Allen is bordered by
incorporated cities on every side: to the north lie the cities of
McKinney (the county seat) and Fairview; the City of Plano
borders Allen on the south and west, and the City of Lucas
borders Allen to the east.
Important transportation connections include: Central
Expressway (US-75), which bisects the City in a north/south
direction towards Downtown Dallas and I-30; Sam Rayburn
Tollway (SH-121), which offers a direct 30-mile route to DFW
International Airport and a 10-mile route the Dallas North
Tollway, which houses many of the region’s largest corporate
headquarters. State Highway 5 connects with Greenville Avenue
in Allen and continues into the Dallas urban core. Dallas Love Field Airport is 25 miles from Allen and
McKinney National Airport is 9 miles away.
Allen was settled in the early 1850s as a farming community and remained relatively small until 1953 when
the City was officially incorporated with a Council-Manager form of government. In the 1960s, the
relocation of technology companies to North Dallas and Richardson—as well as the completion of Central
Expressway and Lavon—dramatically increased employment and development opportunities for Allen’s
citizens. Allen’s population growth placed it among the fastest-growing cities in the country, doubling
every 10 years from 8,324 in 1980 to 84,246 in 2010. The City’s population reached 104,636 in 2018 and is
expected to reach at least 117,606 by 2023. Allen’s median income is $107,602 with 81% of residents engaged
in white collar occupations and 56% of adults possessing at least a Bachelor’s degree (twice the national
average).
The City of Allen has established a national reputation for its superior quality of life driven by exemplary
public schools, quality residential and commercial developments, and abundant amenities. Allen has been
consistently recognized as one of the best places to live by prestigious publications such as CNN Money
78,179 87,796 92,250
104,636
117,606
0
20,000
40,000
60,000
80,000
100,000
120,000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
City of Allen Population Growth
DEMOGRAPHICS
FISCAL YEAR 2018-2019
Magazine, Forbes, Family Circle and D Magazine. In 2017, MONEY Magazine named Allen both the #2 Best Place
to Live and #2 Best Place to Launch a Career and CNBC ranked Allen as the #1 suburb for millennials in
Texas.
This quality of life has created a foundation that is propelling Allen into the next stage of its development
with more vibrant commercial activity in new Class A office parks and several mixed-use developments
with destination shopping, dining, and entertainment venues.
Since its creation by voters in 1992, the Allen Economic Development Corporation (AEDC) has dedicated its
resources to developing first-class business parks and recruiting quality companies that contribute to the
community. Allen’s corporate landscape is now a well-designed blend of corporate offices, professional
services, telecommunications, data centers, and other knowledge-based and technology-related industries.
In addition to creating jobs, AEDC projects relieve the property tax burden of homeowners by increasing
the commercial tax base. As of 2015, the AEDC has completed over 104 projects since its inception that have
added over $1.7 billion in taxable value to the Allen tax rolls and accounted for 71% of the city’s commercial
tax base. These projects have helped the City consistently reduce its property tax rate by over 28% since 1992
while delivering the services needed by a growing city.
$4.4 $4.8 $5.2 $5.7 $6.5 $7.0 $7.3 $7.4 $7.6 $8.0 $8.4 $9.2 $10.2 $11.2 $12.4 $13.6
$0
$2
$4
$6
$8
$10
$12
$14
$16
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018BillionsCity of Allen Assessed Property Valuation
359APPENDIXCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
APPENDIX
The City of Allen is located in Collin County at the intersection of
Central Expressway (US-75) and Sam Rayburn Tollway (SH-121),
25 minutes north of Downtown Dallas. Allen is bordered by
incorporated cities on every side: to the north lie the cities of
McKinney (the county seat) and Fairview; the City of Plano
borders Allen on the south and west, and the City of Lucas
borders Allen to the east.
Important transportation connections include: Central
Expressway (US-75), which bisects the City in a north/south
direction towards Downtown Dallas and I-30; Sam Rayburn
Tollway (SH-121), which offers a direct 30-mile route to DFW
International Airport and a 10-mile route the Dallas North
Tollway, which houses many of the region’s largest corporate
headquarters. State Highway 5 connects with Greenville Avenue
in Allen and continues into the Dallas urban core. Dallas Love Field Airport is 25 miles from Allen and
McKinney National Airport is 9 miles away.
Allen was settled in the early 1850s as a farming community and remained relatively small until 1953 when
the City was officially incorporated with a Council-Manager form of government. In the 1960s, the
relocation of technology companies to North Dallas and Richardson—as well as the completion of Central
Expressway and Lavon—dramatically increased employment and development opportunities for Allen’s
citizens. Allen’s population growth placed it among the fastest-growing cities in the country, doubling
every 10 years from 8,324 in 1980 to 84,246 in 2010. The City’s population reached 104,636 in 2018 and is
expected to reach at least 117,606 by 2023. Allen’s median income is $107,602 with 81% of residents engaged
in white collar occupations and 56% of adults possessing at least a Bachelor’s degree (twice the national
average).
The City of Allen has established a national reputation for its superior quality of life driven by exemplary
public schools, quality residential and commercial developments, and abundant amenities. Allen has been
consistently recognized as one of the best places to live by prestigious publications such as CNN Money
78,17987,79692,250
104,636
117,606
0
20,000
40,000
60,000
80,000
100,000
120,000
2008 2009 2010 2011 2012 2013 2014 20152016 2017 2018 2019 2020 2021 2022 2023
City of Allen Population Growth
DEMOGRAPHICS
FISCAL YEAR 2018-2019
Magazine, Forbes, Family Circle and D Magazine. In 2017, MONEY Magazine named Allen both the #2 Best Place
to Live and #2 Best Place to Launch a Career and CNBC ranked Allen as the #1 suburb for millennials in
Texas.
This quality of life has created a foundation that is propelling Allen into the next stage of its development
with more vibrant commercial activity in new Class A office parks and several mixed-use developments
with destination shopping, dining, and entertainment venues.
Since its creation by voters in 1992, the Allen Economic Development Corporation (AEDC) has dedicated its
resources to developing first-class business parks and recruiting quality companies that contribute to the
community. Allen’s corporate landscape is now a well-designed blend of corporate offices, professional
services, telecommunications, data centers, and other knowledge-based and technology-related industries.
In addition to creating jobs, AEDC projects relieve the property tax burden of homeowners by increasing
the commercial tax base. As of 2015, the AEDC has completed over 104 projects since its inception that have
added over $1.7 billion in taxable value to the Allen tax rolls and accounted for 71% of the city’s commercial
tax base. These projects have helped the City consistently reduce its property tax rate by over 28% since 1992
while delivering the services needed by a growing city.
$4.4 $4.8 $5.2 $5.7 $6.5 $7.0 $7.3 $7.4 $7.6 $8.0 $8.4 $9.2 $10.2 $11.2 $12.4 $13.6
$0
$2
$4
$6
$8
$10
$12
$14
$16
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018BillionsCity of Allen Assessed Property Valuation
360APPENDIX CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
APPENDIX
In the past two years, the AEDC and its partners announced or broke ground projects that amount to over
14 million SF of new development and at least $3.2 billion in capital investment. These projects include:
Monarch City, a 270-acre mixed-use development being planned by The Howard Hughes Corporation on the
hard corner of Central Expressway and Sam Rayburn Tollway. Current plans accommodate over 9 million
SF of space for Class A office buildings and corporate campuses, urban residential options, retail, and
hospitality. When completed, Monarch City will represent approximately $1 billion in capital investment.
The Strand is a similar 138-acre development being planned by Hines at the corner of Sam Rayburn Tollway
and Alma Drive. The Strand is envisioned as a mixed-use corporate campus environment that will feature
over 3 million SF of commercial space.
In September 2018, Collin College broke ground on the Collin College Technical Center, a $340 million
community college campus that will serve as Collin County’s central hub for corporate training and
workforce education programs. The campus will serve over 4,000 students when it opens in Fall 2020.
The Watters Creek Convention Center and Delta Hotels by Marriott, a $91 million convention center and four-star
hotel, is slated to open in quarter one of 2019 on the northwest corner to Central Expressway and Bethany
Drive. With assistance from the AEDC, the City of Allen and the Allen Community Development
Corporation (ACDC), the project will be one of the largest facilities of its kind in the Dallas-Fort Worth area
with 90,000 SF of meeting space. Garage parking will be available for 1,000 cars and visitors will enjoy
direct connectivity to the shopping and dining venues at Watters Creek at Montgomery Farm.
In April 2018, Kaizen Development Partners celebrated the grand opening of One Bethany East, a $35 million
Class A office building with 100% structured parking. Planning for an 8-story second phase is in progress
that would represent an additional $50+ million in investment with AEDC assistance.
The AEDC recruited NETSCOUT, a global network security and analytics company from a neighboring city
to construct a 145,000 SF Class A regional headquarters and R&D facility. NETSCOUT relocated
approximately 500 high-quality jobs to its new facility in August 2018.
The AEDC recruited CyrusOne, a global data center developer and operator, to develop a 1,100,000 SF data
center park that will result in over $800 million in investment that will translate into property and sales
and use taxes on equipment as well as sales tax on electricity. CyrusOne is opening Phase I of the project in
October 2018 and has recently acquired an additional 25 acres from the AEDC to expand the project beyond
its initial scope.
The AEDC assisted local employer WatchGuard, one of the largest manufacturers of police video recording
equipment in the world, with the construction of its new $47 million headquarters. WatchGuard Video will
eventually employ over 700 at the new facility it opened in 2018.
Past projects of the AEDC also include many of the amenities that Allen residents enjoy. The Allen Event
Center has made Allen a regional entertainment destination with its concerts, trade shows, professional
sporting events, festivals, and community ceremonies. The AEDC also assisted with the construction of The
Village at Allen, the 181-acre multi-use project that includes 1 million square feet of retail, 500,000 square feet
of office and a full-service hotel.
The AEDC and the City of Allen jointly assisted Watters Creek at Montgomery Farm, a premiere mixed-use
development that attracted regional and national attention and has added over $137 million to the city’s ad
valorem tax rolls. The AEDC and the ACDC also jointly assisted The Allen Premium Outlets—which cemented
Allen as the retail destination in Collin County—in its newly opened expansion and renovations that added
100,000 SF of retail space.
The AEDC Board of Directors and Staff are driven to build a diverse commercial tax base that increases and
diversifies revenue sources for Allen’s exemplary public schools, nationally-recognized parks and trails
system, police and fire protection, and transportation infrastructure. The companies and projects recruited
by the AEDC provide jobs and tax revenue that help the City of Allen grow and continue to be one of the best
places to live, work and play.
361APPENDIXCITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
APPENDIX
In the past two years, the AEDC and its partners announced or broke ground projects that amount to over
14 million SF of new development and at least $3.2 billion in capital investment. These projects include:
Monarch City, a 270-acre mixed-use development being planned by The Howard Hughes Corporation on the
hard corner of Central Expressway and Sam Rayburn Tollway. Current plans accommodate over 9 million
SF of space for Class A office buildings and corporate campuses, urban residential options, retail, and
hospitality. When completed, Monarch City will represent approximately $1 billion in capital investment.
The Strand is a similar 138-acre development being planned by Hines at the corner of Sam Rayburn Tollway
and Alma Drive. The Strand is envisioned as a mixed-use corporate campus environment that will feature
over 3 million SF of commercial space.
In September 2018, Collin College broke ground on the Collin College Technical Center, a $340 million
community college campus that will serve as Collin County’s central hub for corporate training and
workforce education programs. The campus will serve over 4,000 students when it opens in Fall 2020.
The Watters Creek Convention Center and Delta Hotels by Marriott, a $91 million convention center and four-star
hotel, is slated to open in quarter one of 2019 on the northwest corner to Central Expressway and Bethany
Drive. With assistance from the AEDC, the City of Allen and the Allen Community Development
Corporation (ACDC), the project will be one of the largest facilities of its kind in the Dallas-Fort Worth area
with 90,000 SF of meeting space. Garage parking will be available for 1,000 cars and visitors will enjoy
direct connectivity to the shopping and dining venues at Watters Creek at Montgomery Farm.
In April 2018, Kaizen Development Partners celebrated the grand opening of One Bethany East, a $35 million
Class A office building with 100% structured parking. Planning for an 8-story second phase is in progress
that would represent an additional $50+ million in investment with AEDC assistance.
The AEDC recruited NETSCOUT, a global network security and analytics company from a neighboring city
to construct a 145,000 SF Class A regional headquarters and R&D facility. NETSCOUT relocated
approximately 500 high-quality jobs to its new facility in August 2018.
The AEDC recruited CyrusOne, a global data center developer and operator, to develop a 1,100,000 SF data
center park that will result in over $800 million in investment that will translate into property and sales
and use taxes on equipment as well as sales tax on electricity. CyrusOne is opening Phase I of the project in
October 2018 and has recently acquired an additional 25 acres from the AEDC to expand the project beyond
its initial scope.
The AEDC assisted local employer WatchGuard, one of the largest manufacturers of police video recording
equipment in the world, with the construction of its new $47 million headquarters. WatchGuard Video will
eventually employ over 700 at the new facility it opened in 2018.
Past projects of the AEDC also include many of the amenities that Allen residents enjoy. The Allen Event
Center has made Allen a regional entertainment destination with its concerts, trade shows, professional
sporting events, festivals, and community ceremonies. The AEDC also assisted with the construction of The
Village at Allen, the 181-acre multi-use project that includes 1 million square feet of retail, 500,000 square feet
of office and a full-service hotel.
The AEDC and the City of Allen jointly assisted Watters Creek at Montgomery Farm, a premiere mixed-use
development that attracted regional and national attention and has added over $137 million to the city’s ad
valorem tax rolls. The AEDC and the ACDC also jointly assisted The Allen Premium Outlets—which cemented
Allen as the retail destination in Collin County—in its newly opened expansion and renovations that added
100,000 SF of retail space.
The AEDC Board of Directors and Staff are driven to build a diverse commercial tax base that increases and
diversifies revenue sources for Allen’s exemplary public schools, nationally-recognized parks and trails
system, police and fire protection, and transportation infrastructure. The companies and projects recruited
by the AEDC provide jobs and tax revenue that help the City of Allen grow and continue to be one of the best
places to live, work and play.
362APPENDIX CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
APPENDIX
January 1, 2018
2018 Percentage of
Taxable Total Assessed
Taxpayer Type of Business Value Valuation
VAA Improvements LLC Construction 160,963,346$ 1.18%
AT&T Mobility LLC Telephone services 160,243,944 1.18%
Watters Creek Owner LLC Mixed-use 125,111,460 0.92%
Allen Premium Outlets LP Retail 107,764,510 0.79%
Cisco Systems Inc Data Center 86,873,456 0.64%
Creekside Acquisition LP Apartment Complex 66,500,000 0.49%
Benton Pointe LP Apartment Complex 63,700,000 0.47%
Settler's Gate Apartments LP Apartment Complex 63,100,000 0.46%
AT&T Services INC Telephone services 62,440,495 0.46%
Twin Creeks Crossing LP Apartment Complex 48,600,000 0.36%
Total 945,297,211$ 6.95%
Total Assessed Valuation $ 13,595,699,267
September 30, 2018
Approximate Percentage of
Number Total Allen
Company Product or Service of Employees Employment
Allen Independent School District Education 2,660 6.73%
The Village at Allen & The Village at Fairview Mixed-use 2,160 5.47%
CVE Technology Group, Inc.Technology/Mobile 2,100 5.32%
Experian National Data Center/Credit Bureau 1,100 2.78%
Allen Premium Outlets Retail 1,000 2.53%
Watters Creek at Montgomery Farm Mixed-use 1,000 2.53%
City of Allen Municipal Government 875 2.21%
Texas Health Presbyterian Hospital Hospital/Medical Offices 715 1.81%
Frontier Communications Telecommunications 700 1.77%
Jack Henry & Associates Information Processing 700 1.77%
PRINCIPAL TAXPAYERS
MAJOR EMPLOYERS
January 1, 2018
2018Percentage of
Taxable Total Assessed
Taxpayer Type of Business ValueValuation
VAA Improvements LLCConstruction160,963,346$ 1.18%
AT&T Mobility LLCTelephone services160,243,944 1.18%
Watters Creek Owner LLCMixed-use125,111,460 0.92%
Allen Premium Outlets LPRetail107,764,510 0.79%
Cisco Systems IncData Center86,873,456 0.64%
Creekside Acquisition LPApartment Complex 66,500,000 0.49%
Benton Pointe LPApartment Complex63,700,000 0.47%
Settler's Gate Apartments LPApartment Complex 63,100,000 0.46%
AT&T Services INCTelephone services62,440,495 0.46%
Twin Creeks Crossing LPApartment Complex48,600,000 0.36%
Total945,297,211$ 6.95%
Total Assessed Valuation $ 13,595,699,267
September 30, 2018
Approximate Percentage of
NumberTotal Allen
CompanyProduct or Serviceof Employees Employment
Allen Independent School District Education2,6606.73%
The Village at Allen & The Village at Fairview Mixed-use2,1605.47%
CVE Technology Group, Inc.Technology/Mobile2,1005.32%
ExperianNational Data Center/Credit Bureau1,1002.78%
Allen Premium OutletsRetail1,0002.53%
Watters Creek at Montgomery FarmMixed-use1,0002.53%
City of AllenMunicipal Government8752.21%
Texas Health Presbyterian HospitalHospital/Medical Offices7151.81%
Frontier CommunicationsTelecommunications7001.77%
Jack Henry & AssociatesInformation Processing7001.77%
PRINCIPAL TAXPAYERS
MAJOR EMPLOYERS Glossary
364 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
GLOSSARY
APPENDIX
Accrual Method of accounting that recognizes the financial effect of transactions,
events, and inter-fund activities when they occur, regardless of the timing of
related cash flows.
Activity A specified and distinguishable line of work performed by a division.
ADA Americans with Disabilities Act
Ad Valorem A tax computed from the assessed valuation of land and improvements.
AEC Allen Event Center
AISD Allen Independent School District
Appropriation An authorization made by the legislative body of a government which
permits officials to incur obligations against and to make expenditures of
governmental resources. Specific appropriations are usually made at the
fund level and are granted for a one year period.
Appropriation The official enactment by the legislative body establishing the legal
Ordinance authority for officials to obligate and expend resources.
Arbitrage The ability to obtain tax-exempt bond proceeds and invest the funds in
higher yielding taxable securities resulting in a profit. Arbitrage restriction
requirements describe the circumstances in which investment in materially
higher yielding securities is allowed without compromising the tax-exempt
status of the bond issue. The rebate requirements identify what must be
done with profits earned from those securities under the arbitrage
restriction requirement.
ASRC Allen Senior Recreation Center
Assessed Valuation A value that is established for real or personal property for use as a basis for
levying property taxes. (Note: Property values are established by the
Central Appraisal District.)
Assets Resources owned or held by the City which have monetary value.
Balanced Budget A budget adopted by the legislative body and authority by ordinance where
the proposed expenditures are equal to or less than the proposed resources.
GLOSSARY
FISCAL YEAR 2018-2019
365CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET 377CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
APPENDIX
Bonds A written promise to pay a sum of money on a specific date at a specified
interest rate. The interest payments and the repayment of the principal are
detailed in a bond ordinance. The most common types of bonds are general
obligation and revenue bonds.
Budget A plan of financial operation embodying an estimate of proposed means of
financing it. The “operating budget” is the financial plan adopted for a single
fiscal year. The “proposed budget” designates the financial plan initially
developed by departments and presented by the City Manager to the
Council for approval. The “adopted budget” is the plan as modified and
finally approved by that body. The approved budget is authorized by
ordinance and thus specifies the legal spending limits for the fiscal year.
Budget Adjustment A legal procedure utilized by the City Staff and City Council to revise a
budget appropriation.
Budget Document The compilation of the spending plans for the various funds, along with
supporting schedules, tables and charts which, in total, comprises the
annual revenue and expenditure plan.
Budget Control The control or management of the organization in accordance with an
approved budget for the purpose of keeping expenditures within the
limitations of available appropriations and revenues.
CAFR Comprehensive Annual Financial Report
Capital Outlay An expenditure which results in the acquisition of or addition to fixed
assets, and meets these criteria: has an anticipated useful life of more than
one year; can be permanently identified as an individual unit of property;
belongs to one of the following categories: Land, Buildings, Structures &
Improvements, Equipment; constitutes a tangible, permanent addition to
the value of the City assets; cost generally exceeds at least $5,000; does not
constitute repair or maintenance; and, is not readily susceptible to loss.
Capital Reserve Funds that have been appropriated from operating revenues which are to be
set aside for designated types of maintenance to the existing infrastructure.
CATV Cable Access Television
CDBG Community Development Block Grant
CDC Community Development Corporation
CIP Capital Improvement Program
366 CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET378CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
APPENDIX
CMOM Acronym for “Capacity, Management, Operation and Maintenance” used by
the EPA in regard to its program for evaluating Sanitary Sewer collection
systems.
COA City of Allen
Contingency Fund A budgetary reserve set aside for emergencies or unforeseen expenditures
not otherwise budgeted.
Cost Center A section of the total organization having a specialized function or activity,
and segregated cost and revenue data.
COG Council of Governments
Covenant A binding agreement; contract.
Crime Index The Crime Index is composed of selected offenses used to gauge fluctuations
in the overall volume and rate of crime reported to law enforcement. The
offenses included are the violent crimes of murder and nonnegligent
manslaughter, forcible rape, robbery, and aggravated assault, and the
property crimes of burglary, larceny-theft, motor vehicle theft, and arson.
Current Taxes Taxes that are levied and due within one year.
CVB Convention and Visitors Bureau
DART Dallas Area Rapid Transit
Delinquent Taxes Taxes that remain unpaid on and after the date on which a penalty for non-
payment is attached.
Debt Service Fund A fund used to account for the monies set aside for the payment of interest
and principal to holders of the City’s general obligation and revenue bonds,
the sale of which finances long-term capital improvements, such as
facilities, streets and drainage, parks and water/wastewater systems.
Depreciation (1) Expiration in the service life of capital assets attributable to wear and
tear, deterioration, action of the physical elements, inadequacy or
obsolescence. (2) That portion of the cost of a capital asset which is charged
as an expense during a particular period.
DRN Don Rodenbaugh Natatorium
EDC Economic Development Corporation
367CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET378CITY OF ALLEN, TEXAS | 2018-2019 ANNUAL BUDGET
APPENDIX
CMOM Acronym for “Capacity, Management, Operation and Maintenance” used by
the EPA in regard to its program for evaluating Sanitary Sewer collection
systems.
COA City of Allen
Contingency Fund A budgetary reserve set aside for emergencies or unforeseen expenditures
not otherwise budgeted.
Cost Center A section of the total organization having a specialized function or activity,
and segregated cost and revenue data.
COG Council of Governments
Covenant A binding agreement; contract.
Crime Index The Crime Index is composed of selected offenses used to gauge fluctuations
in the overall volume and rate of crime reported to law enforcement. The
offenses included are the violent crimes of murder and nonnegligent
manslaughter, forcible rape, robbery, and aggravated assault, and the
property crimes of burglary, larceny-theft, motor vehicle theft, and arson.
Current Taxes Taxes that are levied and due within one year.
CVB Convention and Visitors Bureau
DART Dallas Area Rapid Transit
Delinquent Taxes Taxes that remain unpaid on and after the date on which a penalty for non-
payment is attached.
Debt Service Fund A fund used to account for the monies set aside for the payment of interest
and principal to holders of the City’s general obligation and revenue bonds,
the sale of which finances long-term capital improvements, such as
facilities, streets and drainage, parks and water/wastewater systems.
Depreciation (1) Expiration in the service life of capital assets attributable to wear and
tear, deterioration, action of the physical elements, inadequacy or
obsolescence. (2) That portion of the cost of a capital asset which is charged
as an expense during a particular period.
DRN Don Rodenbaugh Natatorium
EDC Economic Development Corporation
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EMS Emergency Medical Service
EMT Emergency Medical Technician
EOC Emergency Operations Center
Encumbrances Obligations in the form of purchase order, contracts or salary commitments
which are chargeable to an appropriation and for which a part of the
appropriation is reserved. When paid, the encumbrance is liquidated.
Enterprise Fund A fund established to account for operations that are financed and operated
in a manner similar to private business enterprises-- where the intent of the
governing body is that the costs of providing goods or services to the general
public on a continuing basis be financed or recovered primarily through
user charges.
EPA Environmental Protection Agency
Expenditures The cost of goods received or services rendered whether cash payments have
been made or encumbered.
Fiscal Year A twelve-month period designated as the operating year for accounting and
budgeting purposes in an organization. The City of Allen has specified
October 1 to September 30 as its fiscal year.
FLSA Fair Labor Standards Act
Fund An accounting device established to control receipt and disburse income
from sources set aside to support specific activities or attain certain
objectives. Each fund is treated as a distinct fiscal entity with a self-
balancing set of accounts.
Fund Balance The excess of a fund’s current assets over its current liabilities; sometimes
called working capital in enterprise funds. A negative fund balance is often
referred to as a deficit.
Funding Provides budgetary resources to cover the total cost of a program or project
at the time it is undertaken.
GAAP Generally Accepted Accounting Principles
GASB Governmental Accounting Standards Board
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General Fund The fund used to account for all financial resources except those required to
be accounted for in another fund. The General Fund is tax supported.
General Obligation Debt Monies owed on interest and principal to holders of the City’s general
obligation bonds. The debt is supported by revenue provided from real
property which is assessed through the taxation power of the local
governmental unit.
Generally Accepted Detailed accounting standards and practices for state and local
Accounting Principles governments as prescribed by the Governmental Accounting Standards
(GAAP) Board (GASB).
GIS Geographic Information System
Governmental Funds Funds generally used to account for tax-supported activities. There are five
different types of governmental funds: the general fund, special revenue
funds, debt service funds, capital projects funds, and permanent funds.
GO Debt General Obligation Debt
HHW Household Hazardous Waste
HOA Home Owners’ Association
ICMA International City and County Management Association - professional and
educational association for government officials.
Infrastructure That portion of a city’s assets located at or below ground level, including the
water system, sewer system, and streets.
Internal Service Fund A fund used to account for the financing of goods or services provided by
one City department or cost center to other departments, on a cost-
reimbursement basis.
JARC Job Access and Reverse Commute Program
JFRC Joe Farmer Recreation Center
LEED Leadership in Energy and Environmental Design
Liabilities Debt or other legal obligations arising out of transactions in the past which
must be liquidated, renewed, or refunded at some future date. This term
does not include encumbrances.
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Modified Accrual The accrual basis of accounting adapted to the governmental fund type
Basis spending measurement focus. Under it, revenues are recognized when they
become both “measurable” and “available to finance expenditures of the
current period.” Expenditures are recognized when the related fund
liability is incurred except for (1) inventories of materials and supplies
which may be considered expenditures either when purchased or when
used; (2) prepaid insurance and similar items which need not be reported;
(3)accumulated unpaid vacation, sick pay, and other employee benefit
amounts which need not be recognized in the current period, but for which
larger-than-normal accumulations must be disclosed in the notes to the
financial statements; (4) interest earnings on special assessment levies; and
(5) principal and interest on long-term debt which are generally recognized
when due.
Mission Statement General statement of purpose.
NCTCOG North Central Texas Council of Governments
NIMS National Incident Management System
NPDES National Pollutant Discharge Elimination System
NTMWD North Texas Municipal Water District
Note A certificate pledging payment, issued by a government or bank.
Operating Budget Plans of current expenditures and the proposed means of financing them.
The annual operating budget is the primary means by which most of the
financing, acquisition, spending, and service delivery activities of the City
are controlled. The use of annual operating budgets is required by State Law.
PEG Access Public Education Government access; Refers to a cable channel operated by
a local government entity.
P.C.O.R.I.Patient-Centered Outcomes Research Institute; non-profit organization
established by P.P.A.C.A.
P.P.A.C.A. Patient Protection and Affordable Care Act
Performance Indicators Specific quantitative measures of work performed within an activity or
program. They may also measure results obtained through an activity
program.
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P.R.I.D.E.People First, Respect, Integrity, Deliver, Excel. The P.R.I.D.E. program
recognizes and rewards employees who go the extra mile to provide
professional, quality customer service, including all full-time and part-time
personnel.
Reimbursement Repayment to a specific fund for expenditures incurred or services
performed by that fund to or for the benefit of another fund.
Replacement Cost The cost of an asset which can render similar service (but which need not be
of the same structural form) as the property to be replaced.
RFP Request for Proposals
RFQ Request for Quotes
Reserve An account used to indicate that a portion of fund resources is restricted for
a specific purpose, or is not available for appropriation and subsequent
spending.
Reserve Fund A backup fund for payment of matured bonds and interest should the Water
& Sewer Debt Service Fund fall short of required amounts.
Revenues All amounts of money received by a government from external sources
other than expense refunds, capital contributions, and residual equity
transfers.
RMS Records Management System
Rolling Stock Capital items such as motor vehicles, heavy equipment, and other
apparatus.
ROW Right-of-way
SAFER Staffing for Adequate Fire and Emergency Response
Service Area Major division within the total organization performing a function, which
is composed of departments and is under the oversight of an Assistant City
Manager who reports to the City Manager. Service areas include:
Administration, Development, and General Government.
SDE Spatial Data Engine
SH State highway
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SSI Service Standard Index
STEP State Traffic Enforcement Program
Strategic Plan Document which lists or describes major goals of an organization along
with the strategies that will be employed in attaining them.
Subrogation Transferring of financial responsibility to the party who, in equity and good
conscience, should pay it.
Tax Rate A percentage applied to all taxable property to raise general revenues. It is
derived by dividing the total tax levy by the taxable net property valuation.
Taxes Compulsory charges levied by a government for the purpose of financing
services performed for the common benefit.
Tax Increment Financing Tax Increment Financing; a tool to use future gains in property and sales
(TIF) taxes to finance eligible public infrastructure such as streets, drainage,
parking garages, parks, trails, and other improvements as allowed by law,
within a reinvestment zone.
Tax Increment See Tax Increment Financing; a term used interchangeably with TIF.
Reinvestment
Zone (TIRZ)
TCWC The Courses at Watters Creek
TCEQ Texas Commission on Environmental Quality
TMRS Texas Municipal Retirement System
TNRCC Texas Natural Resources Conservation Commission
TxDOT Texas Department of Transportation
TPDES Texas Pollutant Discharge Elimination System
W & S Water & Sewer