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O-3514-9-17
ORDINANCE NO. 3514-9-17 ' AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, APPROVING AND ADOPTING A BUDGET FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2017, AND ENDING SEPTEMBER 30, 2018; PROVIDING THAT EXPENDITURES FOR SAHI FISCAL YEAR SHALL BE MADE IN ACCORDANCE WITH SAID BUDGET; APPROPRIATING AND SETTING ASIDE THE NECESSARY FUNDS OUT OF THE GENERAL AND OTHER REVENUES FOR SAID FISCAL YEAR FOR THE MAINTENANCE AND OPERATION OF THE VARIOUS DEPARTMENTS AND FOR VARIOUS ACTIVITIES AND IMPROVEMENTS OF THE CITY; APPROPRIATING THE VARIOUS AMOUNTS REQUIRED FOR SUCH BUDGET; PROVIDING FOR RECORDING OF THE ORDINANCE; PROVIDING FOR A REPEALING CLAUSE; PROVIDING FOR A SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the City Manager of the City of Allen, Collin County, Texas, has submitted to the City Council a proposed budget of the revenues and expenditures of conducting the affairs of the City and providing a complete financial plan for 2017-2018; and, WHEREAS, the City Council has received the City Manager's proposed budget and a copy of the proposed budget and all supporting schedules have been filed with the City Secretary of the City of Allen, Collin County, Texas; and, WHEREAS, the City Council has conducted the necessary public hearings as required by law. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, THAT: SECTION 1. The proposed budget of the revenue and expenditures necessary for conducting the affairs of the City of Allen, Collin County, Texas, said budget being in the amount of $214,384,265, providing a complete financial plan for the ensuing fiscal year beginning October 1, 2017, and ending September 30, 2018, as submitted to the City Council by the City Manager, be, and the same is hereby, in all things adopted and approved as the budget of the City of Allen, Collin County, Texas for the fiscal year beginning October 1, 2017, and ending September 30, 2018. SECTION 2. The sum of $214,384,265 is hereby appropriated for the payment of the expenditures established in the approved budget for the fiscal year beginning October 1, 2017, and ending September 30, 2018, a copy of which has been filed with the City Secretary, and is made a part hereof for all purposes. SECTION 3. The expenditures during the fiscal year beginning October 1, 2016, and ending September 30, 2017, shall be made in accordance with the budget approved by this ordinance unless otherwise authorized by a duly enacted ordinance of the City of Allen, Texas. SECTION 4. All budget amendments and transfers of appropriations budgeted from one account or activity ' to another within any individual activity for the fiscal year 2016-2017 are hereby ratified, and the budget Ordinance for fiscal year 2016-2017, heretofore enacted by the City Council, be and the same is hereby, amended to the extent of such transfers and amendments for all purposes. SECTION 5. Specific authority is given to the City Manager to make the following adjustments: ' 1. Transfer of appropriations budgeted from one account classification to another account classification within the same department. 2. Transfer of appropriations from designated appropriation from one department or activity to another department or activity within the same fund. 3. Transfers from the General Fund and all other Funds of unexpended appropriations and excess revenues for the fiscal year 2016-2017 are hereby ratified. SECTION 6. The City Council hereby approves the Capital Improvement Program for 2018-2022, as a plan describing and scheduling capital improvement projects for the City of Allen, and authorizes the City Manager to use the funding sources reflected in the plan. SECTION 7. All notices and public hearings required by law have been duly completed. The City Secretary is directed to provide a certified copy of the budget to the County Clerk of Collin County for recording after final passage hereof. SECTION 8. Should any word, sentence, paragraph, subdivision, clause, phrase or section of this ordinance, be adjudged or held to be void or unwnstim[ional, the same shall not affect the validity ofthe remaining portions of said ordinance, as amended hereby, which shall remain in full force and effect. SECTION 9. All ordinances of the City of Allen, Collin County, Texas, in conflict with the provisions of this ordinance be, and the same are hereby, repealed; provided, however that all other provisions of said ordinances not in conflict with the provisions of this ordinance shall remain in full force and effect. ' SECTION 10. This Ordinance shall take effect immediately from and after its passage as the law and charter in such cases provide. DULY PASSED AND APPROVED BY THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, ON THIS THE 12" DAY OF SEPTEMBER 2017. APPROVED: ""141- ZjQ2 Stephen erreff, MAYOR APPROVED AS TO FORM: ATTEST: 1 (34 3 ^��A Peter G. Smith, CITY ATTORNEY Shelley B. Geo , CITY SECRETARY Ordinance No. 3514-9-17, Page 2 DELIVERING ON SERVICE a 2017 - 2018 ANNUAL BUDGET ALLENJEXAS I 1 1 In accordance with the passage of S.B.No. 656,Local Govenunent Code, Sec. 102.007,was amended to require that an adopted municipal budget must contain a cover page that includes the following information: 1 "This budget will raise more revenue from property taxes than last 1 year's budget by an amount of$3,643,666, which is a 6.23 percent increase from last year's budget. The property tax revenue to be raised 1 from new property added to the tax roll this year is $1,447,497." 1 The members of the governing body voted on the budget as follows: FOR: Stephen Terrell, Mayor Gary L. Caplinger, Mayor Pro Tem, Place 5 Kurt Kizer, Place 1 Carl Clemencich, Place 2 Joey Herald, Place 3 1 Robin L. Sedlacek, Place 4 Baine Brooks, Place 6 AGAINST: None PRESENT and not voting: None 1 ABSENT: None 1 Property Tax Rate Comparison 1 2017-2018 2016-2017 Property Tax Rate: $0.510000/100 $0.520000/100 Effective Tax Rate: $0.483572/100 $0.490907/100 Effective Maintenance & Operations Tax Rate: $0.368482/100 $0.376293/100 Rollback Tax Rate: $0.515222/100 $0.530123/100 1 Debt Rate: $0.117262/100 $0.123727/100 1 Total debt obligation for City of Allen secured by property taxes: $90,235,000 i ' CITY OF ALLEN, TEXAS ' ANNUALBUDGET FISCAL YEAR 2017 - 2018 ' CITY OF ALLEN Presented to the City Council ' September 12, 2017 ' Councilmembers Mayor Stephen Terrell Mayor Pro Tem, Place No. 5 Gary L. Caplinger Councilmember, Place No. 1 Kurt Kizer ' Councilmember, Place No. 2 Carl Clemencich Councilmember, Place No. 3 Joey Herald Councilmember, Place No. 4 Robin L. Sedlacek Councilmember, Place No. 6 Baine Brooks Management Staff ' City Manager Peter H. Vargas ' Chief Financial Officer Eric Cannon Assistant Chief Financial Officer Joanne Stoehr Budget Manager Chris Landrum C I T Y OF A L L E N t Our 9lission 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 COMMUNICATIONS§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§ AND ASSIGNS APPROPRIATE RESPONSIBILITY AND ACCOUNTABILITY. ' CITY OF ALLEN t i t tGOVERNMENT FINANCE OFFICERS ASSOCIATION t Distinguished Budget Presentation t Award PRESENTER 10 t City of Allen t Texas Fortk Fiscal Year Beginning iOctober 1, 2016 iC¢vmnv 0.mYv t t tGovernment 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 t Oscal year beginning October 1, 2016. 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, tas an operations guide,and as a communications device. i 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. t t TABLE OF CONTENTS BUDGET OVERVIEW ' Transmittal Letter to City Council..................................................................................1 EconomicOutlook.......................................................................................................10 Pnontiesand Issues....................................................................................................11 Departmental Performance Measures Overview........................................................15 FundStructure..................................................................... .......................................16 Budget Process—Basis, Process, and Amendments.................................................20 BudgetCalendar..........................................................................................................22 Budget Process—Strategic Plan.................................................................... ............23 ' Strategic Plan..............................................................................................................24 Budget Process—Other Planning...............................................................................27 ' Financial Policies and Practices...................................................................................28 Revenue Summary................. 33 Combined Budget Summaries....................................................................................38 1 Organizational Chart...................... ... . .................... ............................................42 StaffingSummary........................................................................................................43 ' GENERALFUND Revenue and Expenditure Summary ...................................................... .................45 Revenue and Expenditures by Function Charts.........................................................46 Revenues...................................................................................................................47 TaxStructure................................................ ...... ......................................................49 I Budget Assumptions...................................................................................................50 Expenditures by Function... .......................................................................................51 Expenditures by Classification...................................................................................52 GENERAL FUND DEPARTMENTS CityAdministrabon......................................................................................................53 CitySecretary.............................................................................................................59 Community Development............ . ............................................ ...............................65 Community Services.................................................. ................................................77 Engineering ................................................................................................................94 Finance................................. ......................... .......... ..............................................100 Fire ...........................................................................................................................106 ' Human Resources................ ...................................................... ... ................. ......112 InformationTechnology............................................................................................118 InternalServices.......................................................................................................123 Library.......................................................................................................................127 MunicipalCourt.........................................................................................................136 Parks and Recreation................................................................................... ......... .141 EventCenter.............................................................................................................155 ' Police........ ...... ................................................................. ......................................162 Public and Media Relations Office...........................................................................171 TABLE OF CONTENTS 1 DEBT SERVICE FUND Debt Policy and Fund Balance Summary.................................................................177 ' Debt Service Requirements ............... ................ ................. .................................178 TAX INCREMENT FINANCING FUND ' Revenue and Expenditure Summary.......................................................................181 Tax Increment Financing...... ............................................................ .................. ...182 WATER AND SEWER FUND , Revenue and Expense Summary.............................................................................187 Revenue and Expenses by Function Charts............. .......... . ........ ........................188 ' RevenueDetail.........................................................................................................189 Expenses by Classification....................................................................................... 190 Waterand Sewer . ........ .............. . .............. .......... .......... . .................................191 ' UtilityCollections......................................................................................................198 OTHER FUNDS SolidWaste..............................................................................................................203 Drainage...................................................................................................................211 ' GolfCourse..............................................................................................................219 HotelOccupancy Tax..... .........................................................................................225 AssetForfeiture........................................................................................................233 , Special Revenue Fund.............................................................................................237 GrantFund ...............................................................................................................243 ReplacementFund............. . ........ . .............. .......... ..................... ..... ..................247 Facility Maintenance Fund .......................................................................................253 RiskManagement.....................................................................................................259 ' Economic Development Corporation.............. ...... ..................................................267 Community Development Corporation.....................................................................275 CAPITAL PROJECTS ' LocatorMap................................................................................................ . ........ . 283 Major Projects-Highlights.......................................................................................284 Relationship between Operating and Capital Budgets............................. ..............287 Capital Projects Funding Summary................................................. ........................289 Debt..........................................................................................................................292 APPENDIX Budget and Tax Ordinances.....................................................................................297 Debt Management and Fund Balance Reserve Policy............................................301 Whereis Allen.Texas?.............................................................................................310 Miscellaneous Statistics...........................................................................................311 Glossary..... ................................................ .......... ... ..............................................321 ;7= ' CITY OF ALLEN October 1,2017 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 Fiscal Year 2018 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, 2017, to September 30, 2018. 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 2017-2018 budget and tax rate were held on August 8, 2017, and August 22, 2017.The budget and tax rate were adopted on September 12, 2017. The Fiscal Year 2018 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 the addition of various parks,the increased demand on Public Safety as the population increases,and the need to address ' the ability of various departments to manage rapid growth while maintaining quality development in the community. After a very lean approach to the Fiscal Year 2017 budget without any increases in General Fund staffing, this year's budget includes the additional resources necessary to address the increased demands placed on city operations. 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 of$0.01.The reduction from the current rate of $0.52 to $0.51 represents a reduction of$1,236,761 in potential revenue to the City's General Fund. Continued review of various revenue cap proposals and the potential implications of automatic elections associated with those caps at the Special Called State Legislative Session may ultimately impact this budget and require changes to the tax rate and/or expenditures. The First Special Called State Legislative Session was called to order at the time of this submittal. The budget includes a change that requires budgeting many technology operating expenditures in the departments that incur the expense rather than recognizing these expenses in the Information Technology Department budget. Namely, expenditures related to software maintenance are recognized in departmental budgets starting in the FY 2018.With this change, ' there will be greater transparency in departmental specific operating costs by including their specific technology expenditures. Software maintenance expenditures that cross multiple departments will continue to be recognized in the Information Technology department. The Fiscal Year 2018 total combined budget revenue plus beginning fund balance equals $289,323,456 and total budgetary expenditures are estimated at $214,384,265. Balancing the needs of our growing community with available financial resources presents an annual challenge 305 CRMJRY PARKWAY-ALLEN,TEXAS 75013$0.12•214.509-4100 ' WEB:w cityofallm.org•EMAIL wa@atyofaUm.org in the development of the budget. The Fiscal Year 2018 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 2018 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 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 ' According to the Central Appraisal District, the total assessed property value for 2017-2018 equals $12.37 billion, which equates to anoverall increase of approximately $1.142 billion ' (10.17%) from the previous year. Assessed Property Valuation (in Billions) 12.37 ' 0 9.16 _ 7.02 7.32 7.39 7.60 9.00 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 City of Allen 2 FY2018 Budget Tax Rate The budget reduces the city's tax rate to$0.51,and continues the City's commitment to provide 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, $0.392738 is dedicated to operations and ' maintenance(O&M)in the General Fund,and$0.117262 is dedicated to general obligation debt service. The portion of the tax rate dedicated to debt service is 22.99% of the overall tax rate. This rate is consistent with the City's current policy to maintain the debt service portion below 35%. History of Tax Rate 0.56 0.556 --0.555 0.554 0.553 0.552 0.55 0.55 0.54 ' 0.54 0.53 0.53 0.52 0.52 0.51— ' 0.51 0.50 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 u Total Tax Rate The average single-family home value in Allen is currently $332,887, an increase of$245917, ' or 8.09%,from the previous year. At a taxable property tax rate of$0.51,the municipal tax paid on the average single-family home will be$1,698. ome Value Tax rate Property Tax t $100,000 $0.51 $510 $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 $225,256(2012 avg.) $0.552 $1,243 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 and Certificates of Obligation that have been issued for the acquisition of public land or construction of public infrastructure and facilities. In June 2017,the ratings on the City's General Obligation debt were reaffirmed at AAA by Standard and Poor's, and were reaffirmed at Ann by Moody's. At the beginning of Fiscal Year 2018,the total outstanding debt balance will be$90.235 million,and the debt service payments on this outstanding balance will be$14.277 million for the year. ' City of Allen 3 FY2018 Budget Programs and Staffing Levels The City currently supports a staff of 797.95 frill-time equivalent employees allocated among the operating departments.This budget includes an increase of 21.01 full-time equivalent(FTE) positions,setting the total employment level for Fiscal Year 2018 at 818.96. This includes 17.01 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 Hotel Fund. The staffing level has been increased in these funds to address the goals established in the Strategic Plan and to maintain current levels of service. ' The graph below reflects the number of employees per thousand citizens for the past five years. Employees per Thousand Citizens 8.28 8.38 8.35 8,88 8.13 , t 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 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 revenue is 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$99,415,353 for the Fiscal Year 2018 budget, an increase of 3.8% from the amended Fiscal Year 2017 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 $19.99 million, a 2.97% increase ' from the amended Fiscal Year 2017 budget. This is a result of continued commercial retail development and population growth in Allen. General Fund operating expenditures and budget transfers total $98,086,679, reflecting a 0.006%increase from the amended Fiscal Year 2017 budget.The available ending fund balance for the General Fund is projected to be $21,037,745, leaving 78.3 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 2018 for new programs and additional staff, which are as follows: City of Allen 4 FY2018 Budget , • Community Development — One new Planning Specialist (I FTE) is included to enhance staffs ability to address continued demands related to growth and development. One position to reinstate the city-wide receptionist (I FTE), and one new Code Compliance Officer(1 FTE)to help maintain neighborhood integrity are also included. ' • Community Services—The addition of a pot hole patching truck will provide for safer,more permanent repair in less time with the final product being more aesthetically pleasing. A total of$170,000 for this vehicle is included in the budget. • Engineering—One new Senior Construction Inspector(1 FTE) is included due to ongoing growth in commercial development. This position is necessary to balance the increased workload with both the development related construction projects and the City's capital improvement projects. • Event Center — Two part-time Maintenance Workers (1 FTE) have been included in the ' budget for the Event Center to meet the growing demands of properly maintaining the facility, including very complicated ice operations. • Finance—One Senior Accountant (1 FTE) is included to office at the Allen Event Center and work closely with the General Manager and staff but report through the Finance Department. This will provide a dedicated professional accounting staff member to focus on the complexity of Allen Event Center's finances. • Fire — One new Administrative Assistant (1 FTE) as well as one new Support Services ' Technician (1 FTE) are included to accommodate a restructure of Fire Command staff and to enhance Emergency Management efforts. • Municipal Court—One Court Bailiff(I FTE) has previously been budgeted in the Police Department but is now budgeted in Municipal Court with the intention to utilize part-time retired Police Officers to fill the position. 1 • Parks and Recreation—One new Parks Maintenance Crew is scheduled to be added at mid- year due to the addition of Spirit Park.This crew consists of one Crew Leader(1 FTE), one Maintenance Worker(I FTE) and one Irrigation Maintenance Worker(1 FTE). In addition, one part-time employee (0.5 FTE) is included in the role of Park Attendant, and part-time hours equivalent to (0.51 FTE) are included for Head Lifeguards, Pool Supervisors, and Fitness Specialists.The budget also includes$174,049 in added expenditures for equipment ' and supplies related to the maintenance of new properties including Spirit Park,Windridge Park, Orchards Park, and Twin Creeks Park. • Police—Three Police Officers (3 FTE), which includes two assigned to the Patrol Division and one assigned to the Traffic Division,have been added to accommodate continued growth and demand in the community. As the Police Department's three-yew grant period has ended,the budget reflects the Family Violence Investigator(I FTE)position in the General ' Fond rather than the Grant Fund. Two Patrol Vehicles will be added to the fleet to maintain adequate supply of vehicles for use in the Patrol Division. The addition of these positions allowed overtime to be reduced by$92,000. 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 City of Allen 8 FY2018 Budget 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. A biennial market survey and review of general schedule employee salaries resulted in a$350,000 budget increase for market adjustments to targeted positions throughout the organization. With the organization's increasing dependency on technology,we are faced with the need to re- , invest in the city's technology infrastructure. Starting in FY 2018, an annual contribution to the Replacement Fund will be made from the General Fund,with the initial contribution of$250,000 scheduled this fust year. Information Technology will be systematically replacing infrastructure to ensure optimum functionality and redundancy of systems using this Replacement Fund concept. This initial contribution amount will begin the establishment of a source of funds dedicated to the replacement of technology infrastructure. The balance needed as technology ' replacement items come due for replacement will be included as new budget item requests in future years. 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 2018 with $12.205 million in working capital balance. The total fund revenues are expected to be approximately$41,482,328. Expenses include a $225,000 transfer to capital projects for systematic water and sewer infrastructure replacement projects. The budget incorporates the results of the new Water and Sewer Rate Study conducted in 2017,with the previous rate study having been updated in Fiscal Year 2012. Additional funding for CIP projects is being researched by staff and may be acquired through the state at an interest rate lower than the market rate. The $12.205 million in working capital ending balance results in 108 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 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 Wastewater Crew consisting of two employees (2 FTE) that will specialize in conducting video inspections of wastewater lines has been added to meet the increased enforcement demands from the Environmental Protection Agency(EPA). This crew will begin at mid-year,beginning April 1, 2018. One GIS Technician(1 FTE), is included in the Water& Sewer fund budget. This position,which will be member of the Information Technology's GIS ' Division, is critical in implementation of the City's Asset Management system that directly City of Allen 6 FY2018 Budget supports the regional Capacity Management and Operations Maintenance (CMOM) plan that the City is engaging in as a response to EPA inspections. New wireless monitoring and measurement equipment has been added in the amount of$35,000 and will be deployed in locations susceptible to sanitary sewer back up and will automatically notify appropriate personnel of potential problems. Finally,the Water and Sewer Fund includes a request for a crane track to facilitate inspections and repairs at Lift Stations throughout the city. The track will cost $160,000 and will allow for additional maintenance at Lift Stations, thus extending the life of the assets. Additionally,the crane cock will be used in the replacement of fire hydrants. 1 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 2018 are $7,075,832 with budgeted expenses totaling$7,356,907. The total ending fund balance for the Solid Waste Fund is projected to be ' $2,671,846. Consistent with prior City Council discussion,in Fiscal Year 2018 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. ' The Solid Waste Fund will continue its efforts in Fiscal Year 2018 to keep Allen beautiful through its solid waste,recycling,yard waste,and household hazardous waste programs,and by I 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 AND Educator's Expo. The Solid Waste Fund will contribute funding in the amount of$400,000 in Fiscal Year 2018 for alley repairs. ' Drainage Fund The Drainage Fund is supported by drainage fees on utility bills and development inspection I 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. In order to satisfy requirements of the City's TPDES permit, $30,000 has been included for a permanent concrete wash-out pit to eliminate the chance of concrete entering the storm water system. A mini-excavator is also included in the amount of$92,000 to assist the Drainage division in conducting more efficient operations. The anticipated revenues in Fiscal Year 2018 are $1,698,532 with budgeted expenses totaling $1,837,807. The total ending fund balance for the Drainage Fund is projected to be $528,717 with 113 days of operational expenses in reserve,which is consistent with Fund Balance policy. City of Allen 7 FY201B Budget Golf Course Fund Golf course operational expenses in Fiscal Year 2018 we anticipated to be $3,690,764, which ' will be covered by operational revenues estimated at $3,243,068, and transfers in from the General Fund of $301,000 and the Facility Maintenance Fund of $151,500. 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 2018 are expected to total$1,889,418 with budgeted expenses of $1,452,658. Since the Hotel Occupancy Tax Fund directly benefits 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 $1,057,358. This includes funding for the CV B's targeted marketing campaign for the opening of the Hotel and Convention Center.A full-time Sales Manager(1 FTE)has been added to assist with the opening of the new Hotel/Convention Center at the end of FY 2018,with the position starting on April 1,2018. ' 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 10% for Plan A and Plan B compared to FY 2017. Employee contributions for Plan A will increase by 8%. Employee contributions for Plan B will increase by 5%. Plan C and Dental contributions will not increase for either the City or the ' employee. 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 $505,000. Additionally, to mitigate potential long-term Workers Compensation expenses, $49,880 was included to provide additional vaccinations for at-risk , field employees. The Risk Manager will oversee vaccinations for at-risk enterprise fund employees as well. Property and Liability Insurance is anticipated to increase to a total budgeted amount of ' $898,972,which includes several assets identified as not being covered on last year's policy that 1 City O Allen a FY2018 Budget are owned by the City of Allen. The Risk Division continues to audit all policies on an ongoing basis. 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 find 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 FY2017 or FY2018. Only $2 million remains authorized and unissued from the 2007 bond election for use at the Municipal Service Center. tIn FY 2018, approximately$7.819 million from the 2016 series of bonds will be issued. From that issuance, the following projects will be initiated: t . $5,650,000 for the Central Fire Station Expansion project . $1,629,880 for various Signal and Roadway Improvements throughout the community . $389,000 for public art projects . $150,000 for the next phase of development at Molsen Farm ' Lastly,during the fourth quarter of FYI the City issued approximately$2 million in Tax Notes to fund the replacement of its public safety radio equipment.The repayment of these notes is on schedule and will Conclude in August 2019. tConclusion This completes the highlights of the 2018 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,Joanne Stoehr 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 . Vargas City Manager 1 ' City of Allen 9 FY2018 Budget CITY OF ALLEN , ECONOMIC OUTLOOK 2017-2018 FISCAL YEAR 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. 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 moderate, capital , projects will be completed which will increase the funding needs for debt payments and for operating costs. 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 Series of debt was approved to be , issued over seven years. Debt refinancing and 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 a management tool to control the increase in debt and operating costs. $1.94 million in tax notes were issued in FY2016. When ' prudent,the city refinances previously issued debt in order to take advantage of lower interest rates. Additionally, City Council has worked with staff to create a new method of financing infrastructure from the Water 8 Sewer fund as there are projects in the Hillside and Windridge neighborhoods that require large investments while minimizing the impact on the water and sewer rates for citizens. The next round of revenue bonds is scheduled to be sold in ' FY2018 and in proximate years thereafter to fund those critical community projects. 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 will implement 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 the market compensation deficiency. Another study is scheduled to occur in 2019 for , implementation in FY2020. In off 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 2016 and was implemented in FY2017 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 (29/6) increase. FY2018 includes funds dedicated to strategically implement the compensation plan mentioned above. 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 monitored this bill and its progress through the bi-annual legislative session and responded by sending sworn public safety officers for testimony, as well as by participating in opportunities to talk directly with legislators. 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). Other Government Mandates In response to a recent audit performed by the Environmental Protection Agency (EPA), recommendations were received from the Agency to implement a Capacity, Management, Operations, and Maintenance (CMOM) ' program for the city's sanitary sewer collection systems. While no funding was received to help implement the program from the EPA, city staff created an implementation plan to help meet program objectives in the timeframes prescribed. Starting in FY17, a Fats, Oils, and Grease(FOG) remediation crew was funded, complete ' with new equipment and asset management software to help meet increased enforcement demands, and in FY2018 another new crew designated to conduct video examination of sanitary sewer lines was approved to ensure full compliance with the program. The equipment and personnel budgeted in response to the CMOM program's implementation represent a ' significant increase in service to the community. This increased service will allow a greater ability to meet reporting requirements from the EPA and other regulatory agencies, such as the Texas Commission on Environmental Quality (TCEQ). The goal of these programs is to maintain engagement and compliance with ' these requirements to provide the highest possible service to the community. City of Allen 10 FY2018 Budget f CITY OF ALLEN PRIORITIES AND ISSUES 2017-2018 FISCAL YEAR Over the last 15 years, Allen has been a fast-growing suburb of North Texas, doubling in population each decade. This has created a high-quality, livable community that still looks and feels new. Today ' the city is "land-locked" with no area for expansion and a dwindling supply of undeveloped land. While new development will continue, the era of rapid growth is winding down. Meanwhile, some of the older sections of the community are starting to show signs of age. The community is entering a time of transition. Conversations about the future of the community include topics of property maintenance, infrastructure reinvestment, neighborhood integrity and redevelopment. Planning for the long-term maintenance and integrity of the community is now just as important as planning for growth and development. 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, the implementation of urban design elements, 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. Projects such as the Watters Branch Community Park (a.k.a. Spirit Park) and the Allen Public Library Expansion are two such examples with significant resources being allocated and significant impacts to ' the community. Parks such as Spirit Park require more than just the initial investment necessary to build the park. A new crew was approved by City Council to staff the operations and maintenance at Spirit Park ($108k for a half-year of salary and benefits) as well as the equipment needed for that crew ' to operate at a high level of service ($201k). Other enhancements, such as the expansion of the parking lot at the Allen Public Library, had less of a maintenance impact($0 needed in FY18). City staff has been diligent to include the maintenance and operation costs in the evaluation of new projects and routinely provides that level of detail to Boards & Commissions and City Council to allow them to make the best decisions for the community. The visual appearance of the community has a significant impact on the perceived quality of the ' community as well as long-term economic value. The city influences the appearance of the built environment through both regulations of private development and design of public facilities and spaces. Programs that promote public art, identification and gateways can make the community attractive and create a distinctive sense of identity. One new Planning Technician was approved to assist with the development process. Additional resources have been allocated for the construction of an entry monument for all visitors and residents of Allen ($243k). Moreover, a concerted effort to maintain city facilities has been made since FY2016 by Executive Staff and City Council with an annual allocation of ' $600k for use to maintain aging facilities through the Facility Maintenance Fund. Additionally, two new full-time equivalent (FTE) positions were added to specifically address these priorities: one new Code Compliance Officer to address neighborhood integrity issues, as well as one Senior Construction ' Inspector that will allow for increased oversight at commercial developments to ensure the direction of Community Development staff and City Council is being upheld during construction. ' 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 tConservation and Wafer Resource Management Plan and the Allen Land Development Code, City of Allen it FY2018 Budget CITY OF ALLEN ' PRIORITIES AND ISSUES 2017-2018 FISCAL YEAR promoting water conservation in the existing community and future developments, improving ' infrastructure and working with the North Texas Municipal Water District (NTMWD) to protect and conserve water resources by providing rebates to citizens for their water conservation efforts (over ' $110k in FY2017 and$115k budgeted in FY2018). When comparing the costs associated with providing water to the community, the City of Allen has seen , a marked increase in the costs coming from NTMWD, our sole provider of potable water for the residents of Allen. Significant population growth, upgrades and additions to infrastructure, and increased regulations are all key contributors to an increase in cost coming from NTMWD. Despite the increase in costs to the Cit water rates have remained constant over the past two ears at the request Y, P Yn , of City Council to use available fund balance to mitigate the rise in costs. However, based on the results of the FY2017 Water & Sewer Rate Study, a significant increase in rates was prescribed. Council's direction has been to have the least possible rate, thus City Staff adjusted course and the ' Rate Study incorporated changes in our financial philosophy. Previous direction from City Council was to pay cash for major infrastructure projects, saving money each year for various capital improvements identified throughout the city. This philosophy was augmented to include increased Water and Sewer ' Impact Fee Rates for the funding of capital projects. Additionally, City Council authorized staff to sell revenue bonds to help offset immediate costs and achieve the goal of lessening the impact of raising water and sewer rates. Based on this change in philosophy, the change in water rates went from +20% down to +10%, representing a savings of approximately $100 per resident annually. ' Mobility The most successful transportation systems provide 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 including public transit and 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 1 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. City of Allen 12 FY2018 Budget ' ' CITY OF ALLEN PRIORITIES AND ISSUES 2017-2018 FISCAL YEAR 1 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 bikelpedestrian mobility via the trail system, public transportation funded by the Community Development Corporation (CDC), as well as "Share the Road" initiatives also supported by the CDC. ' Approximately $1.3 million is allocated in the budget for enhancements, maintenance and further development of the trail system, while $150k and $50k were allocated to public transportation and "Share the Road" initiatives, respectively. The city continues to achieve goals established in the Parks, Recreation and Open Space Master Plan which includes plans for trails and bike routes. 1 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 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 t 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. Current agreements with Class A office ' developers total approximately $2.5 million in FY2018 alone. 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. City of Allen 13 FY2018 Budget CITY OF ALLEN ' PRIORITIES AND ISSUES 2017.2018 FISCAL YEAR 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. , 1 1 City of Allen 14 FY2018 Budget ' ' CITY OF ALLEN DEPARTMENTAL PERFORMANCE MEASURES 2017-2018 FISCAL YEAR ' Throughout the Annual Budget document, performance measures for each department's ' functional areas are included to tie their budget back to their performance as a business unit. These measures are updated to reflect changes in the Strategic Plan and other departmental goals as they change. ' Performance measurement can be defined as "measurement on a regular basis of the results(outcomes)and efficiency of services or programs."'The ultimate purpose of any performance measure is to provide a quantifiable measure of the results or effectiveness of an action. In the case of measurements in government, they are typically tied to programs and services. By finding quantifiable measures that are tied to the goals of a ' service, the effectiveness of the program can be judged against the preferred level of achievement, against the program's past performance, and against similar programs in other cities. ' Performance measures fall into five categories. The first, and most simple, is input measures which shows the amount and kinds of resources assigned to a program.Budgets actually contain input measures when they show divisions of money and personnel.The second category is output, or workload measures that show amount of work performed and services received. Individually,these first two categories only provide a frame for the ' activities of a program, but when outputs are examined in terms of the inputs needed to produce them, an efficiency measure is created which is the first real measure of actual ' performance. Outcome or Effectiveness measures are designed to report the results of a program,especially the quality of the results. "Effectiveness refers to the degree to which services are responsive to the needs and desires of a community."2 The final category is ' productivity measures, which combine efficiency and effectiveness to show the cost to produce a quality result or how poor results harm total costs(for example having to repair a street twice after doing it poorly the first time). ' The measures throughout the document fall into the final four categories. An attempt was made to compose measures for the major functions of all City departments. The ' measures were also designed to tie in as closely as possible with the departmental goals and objectives listed in the departmental pages in the budget.As a result these measures can be used as a tool for more accurate budget decisions,as a gauge of goal achievement, ' plus as a running overview of trends in departmental performance. 1 From page 5 of Harry P.Hatry's book Performance Measurment ' 2 From the National Center for Public Productivity.Rutgers University City or Allen is FY2018 Budget CITY OF ALLEN , FUND STRUCTURE 2017-2018 FISCAL YEAR The funds that make up the operating budget are divided into three categories: Governmental Funds, ' Proprietary Funds,and Component Units. Governmental Fund Types 1 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. Tax Increment Financing Fund , The Tax Increment Financing Fund accounts for property tax and sales tax revenues and eligible infrastructure expenditures associated with the ciWs Tax Increment Financing(TIF)zones and related TIF agreements. t 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 Tox 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. t Special Revenue Fund The Special Revenue Fund is used to account for funds that have external legal restrictions associated ' with their use. 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. 1 City of Allen 16 FY2818 Budget ' CITY OF ALLEN FUND STRUCTURE 2017-2018 FISCAL YEAR Proprietary Fund Types 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 the liability is incurred. 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 similar to a private business enterprise. The intent of the governing body is that the cost (expenses, including depreciation) of providing goods or services to the general 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. ' Drainaae 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 and machinery and equipment through the rental of such items to other departments. 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. City of Allen 17 FY2018 Budget CITY OF ALLEN FUND STRUCTURE 2017-2018 FISCAL YEAR 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 workers 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 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 Sales&Use User Special Internal Tax Tax Fees Revenue Services ' General Fund X X X Debt Service Fund X Tax Increment Finance 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 t Grant Fund X Replacement Fund X Facility Maintenance X Risk Management X City of Allen 18 FY2018 Budget , ' CITY OF ALLEN FUND STRUCTURE 2017-2018 FISCAL YEAR Other Funds 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 is 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. 1 ' City of Allen 19 FY2018 Budget CITY OF ALLEN ' BUDGETPROCESS - BUDGET 2017-2018 FISCAL YEAR Budget Process ' The budget process is a yearly 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 Co ' criteria include physical condition, age, mileage (or operating hours) and maintenance sts. 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 is new programs. This is 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, 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. City of Allen 20 FY2018 Budget , ' CITY OF ALLEN BUDGETPROCESS - BUDGET 2017-2018 FISCAL YEAR 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 10. 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 is a public hearing on the budget and a public hearing 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 FY2018 budget process, two public hearings were required on the tax rate. To be consistent, the city chose to hold two public hearings on the FY2018 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. 1 1 ' City of Allen 21 FY2018 Budget CITY OF ALLEN BUDGET CALENDAR ' FISCAL YEAR 2017-2018 January 28,2017 Strategic Planning with Council January 30 Vehicle replacement lists,forms,and instructions sent to departments ' February 27 Personnel requests due to Human Resources March 30 Technology requests due to I.T. March 10 Vehicle/equipment replacement requests due to Finance(inspections week of 3113) ' March 10 'Facility Maintenance Requests due to Engineering March 8&15 Budget training(March 8th at 10am and fpm;March 15th at loam and fpm) March 21 Budget kickoff meeting(10am,Council chambers) t March 27 Preliminary meeting-Risk fund(Finance&HR) April Vehicle Replacement Committee Meets April 'Technology Committee Meets ' April 14 'Budget input deadline level-Department(roll on 4/17) April 14 'Facility Maintenance recommendation to City Manager 10:00 am April 14 Vehicle Replacement to City Manager 11:00 am ' April 14 Risk fund meeting with City Manager(Finance&HR)3:00 pm April 17 'Roll Budget Projection Levels to Director review level April 18 'CIP/Bond meeting with City Manager ' April 21 'Budget input deadline(Level-Director)and Ranking Sheets due for all departments(roll on 4/24) April 21 Capital Projects(CIP)information due to Engineering department April 24 'Roll Budget Projection Levels to Finance Department Review level ' April 24-May 12 Finance reviews departmental submittals;meets with departments as needed May 1-5 Staff review of Hotel Tax Grant applications May 3 Personnel recommendations to City Manager(Finance&HR)10:00 am , May Technology recommendations to CM May Preliminary meeting-Allen Event Center Week of May 15 Hotel Tax Committee makes recommendations to City Manager , May 18-June 2 City Manager/department head budget review(Memorial Day holiday is Monday,May 19th) June 13 Department summary pages due to Finance; Ong charts to Finance from Human Resources June 14-23 Final budget preparations June 27 Preliminary budget information to Council , July 3 Departmental performance measures due to Finance July 12 Briefing to department heads on proposed budget July 25 Deadline for chief appraiser to certify rolls to taxing units , July 25 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 26 Calculation of effective and rollback tax rates(County publishes in 7/27 paper) , July 27(Thum) County publishes Notice of 2016 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) July 27(Thum) City publishes first notice of public hearing on budget(5 to 15 days before public hearing) August 8 First public hearings for budget and tax rate;announce date,time,and place of vote on tax rate August 10(Thum) City publishes second notice of public hearing on budget(5 to 15 days before public hearing) August 15 CIP document to Planning&Zoning Commission August l8-20 Council budget workshop August 22 Second public hearing for budget and tax rate;announce date,time,and place of vote on tax rate August 23 Remove notice of public hearing from website and TV;post Notice of Vote on Tax rate until 9/13 August 24(Thum) County publishes second Notice of Vote on Tax Rate(required due to timing) September 12 Adopt budget at City Council meeting;adopt tax rate at City Council meeting September 13 Post supplemental notice on website and cable channel(post until 9/30) October 20 Final document published(to CM office for 10/24 Council meeting) 'new calendar item City of Allen 22 FY2018 Budget , ' CITY OF ALLEN BUDGET PROCESS — STRATEGIC PLAN 2017-2018 FISCAL YEAR 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 I Directors, has identified one or more strategies related to each goal. Each of those strategies has 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 2017 Strategic Plan document, which was the basis and justification for budget items requested for FY2018. 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 Projects" section of this book. ' City of Allen 23 FY2018 Budget CITY OF ALLEN , 2017 STRATEGIC PLAN IMPLEMENTATION PLAN year --farget ,Goall. Enhance Community Livability and Safety Responsibility Identified Date Ongoing Strategies: ' Strategy 1. Continue to provide progressive and efficient emergency services Pole/Fire 2002 Ill Ongoing Objectives: Objecirvel. Effectively use tecM1nobgyto enhance public safety services PclicelFue 2002 "1 Strategy 2. Manage growth and development to preserve Allen's character and maintain neighborhood vitality Plan 2001 Mar 18 ' Ongoing Objectives: pOleCtivel Develop ensive,longterm approach to maintain vitality for older neighborhoods and commercial Plan 2013 Mar-18 d Develelopmentsants M1e Strategy 3. Identify,communicate and facilitate awareness Of services available to residents Admin/Plan 2014 job 19 , Ongoing Objectives: Objective Adirmpplan 2014 Jan-18 Identity the Colin County Services available to Allen residents and encourage the County to have a higher enable In Allan Strategy 4. Renovate a no Construct Neighborhood Pa rks wit h Designs for WaterConservation P&fl 2002 Feb IS Ongoing Objectives: ' Objective 1 Construct Windbdge Neighbmhvod Park PBR 2007 Fe1-18 Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that yea, Target affect Allen Responsibility Identified Date Ongoing Strategies: , Strategy 1. Create recreational partnerships P&R 2005 Dec 21 Ongoing Objectives: Objecivel Develop parnerahip with ASA for More thrift,facilities and recreational opporturnes ESP 2005 Isi Yea, Total Goal 3. Improve regional mobility through transportation initiatives Responsibility Identified DaM Ongoing Strategies: I Strategy 1. Develop a local/regional transit plan including masstransit/light rail Plan/Eng 2003 Jun 19 Ongoing Objectives: , Obledivel.Monitor slate lu,shron regaNing public transportationfunding Eng 2003 Jun 19 Strategy 2. Continue to leverage County,State lTxDOTI and Federal resources for road funding Eng 2004 Dec 18 Ongoing Objectives: Objective 1.Work with TxDOT on US 75 Eng 2004 Mar-18 , Objective 2.Continue partnerships with County for new roadway projects Eng 2005 Dec-IB yea Tiur ,Goal 4. Signify,enhance and communicate Allen's identity to the region and the nation Responsibility Idepull r Ongoing Strategies: , Strategy 1. Continue to seek open space funding P&R 20D2 May-21 Ongoing Objectives: Objective 1. Molsen Farm Protect P8R 2008May-21 ' Strategy 2. Plan for the design and and construction of needed City Parks and Recreation Facilities P&R 2003 May 18 Ongoing Objectives: Objectives Establish new community park west of U575 FSR 2003 May-1R Strategy 3. Signify the City of Allen through beautification efforts P&R/Eng 2004 May-18 ' Ongoing Objectives: Objecpvet Implement the Public At Master Pon PBR 2007 May-18 Strategy 4. Encourage the awareness and use of Library services and programs through marketing,outreach,and Library 2011 May Z2 welcoming social environment ' angojng ObjecEves: Objectival Provide a poativeexpenence and welcoming earomentort-b2rypaborm Library 2011 May-22 1 City of Allen 24 FY2018 Budget , 1 i CITY OF ALLEN 2017 STRATEGIC PLAN IMPLEMENTATION PLAN ,Goal 5. Systernatically invest in 1Year Target i public Ongoing Strategies: Strategy 1. Implementation of the G.O.Bond, Capital Improvement Program(CIP) Eng 2008 Dec-23 Ongoing Objectives: Objectivist Implemere Ne2007-2023CIPGOBorMProgrem Eng 2008 Oec23 i Strategy 2. Construct and Improve roadway Infrastructure Eng 2000 Dec-19 Ongoing Objectives: Obfetllvei East Stacy Road improvement-Phase 11 Eng 2007 Apr-18 Objective 2. Ridge us Ome Eng 2007 Dec 19 i Objecrrve3 RiE,vaivintemhingswith U575 Eng 2007 Oec-16 Strategy 3. Plan for the Construction of needed City facilities Eng 2005 Dec-20 Ongoing Objectives: Objectivist FireSlabon2 Eng 2012 Oac-19 iO1,legrve2 Construct Fire Station 6 Ei 2007 Dec-20 i operational r government r ate Ongoing Strategies: Strategy 1. Utilize technology for optimum performance and customer service IT 2006 Mar-19 Ongoing Objectives: Objective[ ExpenOuseof GISt0o6 Plan 2001 Dec-i6 i Oonchs 2 Implement the IT Master Plan IT 2007 Ml Strategy 2. Develop Human Resources programs to become IM1e City that is the"Employer of Choice" HR 2000 May 18 Ongoing Objectives iCali Continuetoimproan erveanuretainqualitystag a RR2007 May-t8 Obrci Contin0aly re and sources HR programs to maintain celpnt wrkforc HR 2008 May-18 Strategy 3. Ensure excellent fiscal management to maintain public trust FinCe 2000 May IS Ongoing Objectives: iObjectivist Monitor the Citys capital investments during sconomm challenges Finance 2009 May-1B 1 1 1 1 1 i i iCity of Allen 25 FY2018 Budget CITY OF ALLEN , 2017 STRATEGIC PLAN IMPLEMENTATION PLAN Goi Provide economic investment th�, Waste I and provides desired goods and semi Orr dents and contributes to the community Year Target character and identity Responsibility Identified Date Ongoing Strategies: ' Strategy 1. Identify the type of Industry the City of Allen desires to recruit to the SH121 corridor and encourage AEDC/Plan 2010 Dec 17 development of commercial space that is most attractive to meet those needs ' Ongoing Objectives: Objeci Use partnerships and zomng to about development that will maximize the value of the 121 Comtlor PIrudi C 2010 Di Oblechiw 2 Be pitiful to recmitlsuppan corporate relocation candidates to Allen AEDGPIan 2010 Deep Strategy 2. Create and implement a timetable for public and private investment In the area surrounding the U.S.75 Plan/AEDC 2006 Dec 17 ' and S.H.121 interchange Ongoing Objectives: Conserve 1 Continue dialogue with Developers regarding their plans for a mixed use development(U 5 75 and S H 121 Planli 2006 Dwi roe un , Objective Usepublic blemcenlrvesb affect the rmeline and development of[M1e protects in this area(US ]S and S.H 121 PlanIAEOC 2006 DecA Strategy 3. Continue to target prospers to achieve City goals for company recruitment and business retention AEDC 2006 Dec-1] Ongoing Objectives: ' Objectival Recruit other service oriented developments to Alkn AEDC 2006 Dec17 Objective 2. Develop add Promote Business Parks AEDC 2006 Dec-17 Objective RecmX Innovation Companies AEDOIPIan 2008 Dec17 Objective 4 n¢cmit Data Centers AEDC 2008 Dec-12 ' Objective Explore new avenues to encourage economic development AEDC 2008 Dec 17 Strategy 4. Ma nage growth a no redevelopment Plan/AEDC 2003 Dec-17 Ongoing Objectives: Object Begin focusing on redevelopment o(older commercial areas Plod 2003 Tom 17 ' Strategy 5. Create a viable Central Business District(CBDj Plan 2004 Dec-17 Ongoing Objectives: Collective Redefine The vision for CBD Pten 2004 Dec-1] Objective Evaluate the obvicAenetil of redevelopment of the CBO Plan 2004 Us.-07 ' Objective 3. Invest in CBD Infrastructure Plan 2004 Dec-t] Objective 4. Identify hatenbal developers for the CBD Panzi 2004 Decd] Gol Proactively work to protect,conserve and manage water resources Rics,pursibilit, Identified b Ongoing Strategies: Strategy 1. Support efforts to assure continuity/restoration ofcurrent water supply to North Texas Municipal water CS 2012 Edi ' District and development of future water rights for the region Ongoing Objectives: Objective Support regional efforts to assure that NTMWC%plans to restore lake Texoma Water are successful CS 2012 Deco] Objective Support reposed efforts to consumer new reservmm and acquire additional water sources that will add to CS 2012 Dec-17 , NTMWO'e water fights Strategy 2. Work with NTMWDto protect and conserve water resources CS 2007 Dec-17 Ongoing Objectives: offset-1. Work with other member cities W review NTMWD'a serve philosophy and to examine such issues as o5 2007 Dec 17 govemaooe,sources minister supply and rate structure , i 1 City of Allen 26 FY2018 Budget , ' CITY OF ALLEN BUDGET PROCESS — OTHER PLANNING 2017-2018 FISCAL YEAR 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: Data Collection • . '. � . • • . • r •• ' r • e • • t 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: htlo://w .citvofallen.oro/1403/Comprehensive-Plan-2030. ICity of Allen 27 FY2018 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2017-2018 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 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 City of Allen 28 FY2018 Budget ' ' CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2017-2018 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 I 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 1 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 I 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 (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 City of Allen 29 FY201e Budget CITY OF ALLEN ' FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2017-2018 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 strategy considerations designed to address the unique characteristics of the fund groups represented in the portfolios: ' Operating Funds: to 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 field 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 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 701% U.S. Government Sponsored Corporation's instruments, non-callable 750/6 U.S. Government Sponsored Corporation's Instruments, callable 70% Commercial Paper 20% Banker's Acceptances 10% City of Allen 30 FY2018 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2017-2018 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 ' $15,000 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 dollarihigh 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. The following shows a summary of approval requirements for purchases. ' APPROVAL REQUIREMENTS FOR PURCHASES Dollar Figure Requires Director or Department Purchasing City City ' Quotes Designee Director Manager Manager Council $0 to less than$3,000 (purchase order or credit ' card) J J $3,000 to less than$15,000 J J J J $15,000 to less than$50,000 J J J J $15,000 or more Professional Service Contracts J J J J I $50,000 or more (Formal Bids-State required over$50,000) Materials and Equipment J J J J ' City of Allen 31 FY2018 Budget CITY OF ALLEN ' FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2017-2018 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. 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. ' City of Allen 32 FY2018 Budget ' ' CITY OF ALLEN REVENUE SUMMARY 2017-2018 FISCAL YEAR ' The city's largest revenue sources are ad valorem taxes, sales taxes, and charges for services. 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 (29.9%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 FY2018 are $63.46 million. This is for the General, Debt Service, and Tax Increment Financing (TIF) funds. The General fund portion makes up 48.2% of that fund's budgeted revenues and is estimated at ' $47.83 million for fiscal year 2017-2018. The portion allocated to the Debt Service fund is approximately$14.31 million. The TIF fund amount is $1.32 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 2017 levy (for FY2018) was based is $12,367,609,498. 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$0.51 per$100 of valuation, of which $0.392738 is for General Fund operations. The remainder of the tax rate, $0.117262 per ' $100 of valuation, is for the Debt Service Fund. Portions from both the General and Debt Service funds will be allocated to the TIFfund. ' Tax Revenues and Tax Rate 60,000 0.56 50,000 0.55 g 0.54 40,000 0.53 ' b 30,000 0.52 °C 20,000 0.51 0.50 10,000 0.49 ' 0 0.48 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 e>a General Fund ®Debt Service ee►.Tax Bate The chart above illustrates the growth in total property tax revenues over the last 10 years. In recent years, the debt portion of the revenues has increased to cover debt that has been issued for new facilities. This is consistent with the city's long-term plan, which is updated annually. 1 City of Allen 33 FY2018 Budget CITY OF ALLEN ' REVENUE SUMMARY 2017-2018 FISCAL YEAR Sales Tax ' (19.1%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 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 20.1% 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 2017 revised is projected at $39.4 million and fiscal year 2018 is projected at $40.5 , million. Sales Tax ' $50 $40fell ' 9 $30 $20 ,$30 $- _ 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 ■General Fund ®EDC OCDC Charges for Services , (38.0%of Total Revenues) User charges are the largest source of revenue for the city, projected for FY2018 at $80.5 ' million. Approximately sixty-five 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, 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 will focus on the largest portion of this category, which comes from Water and Sewer and Solid Waste revenues. City of Allen 34 FY2018 Budget t ' CITY OF ALLEN REVENUE SUMMARY 2017-2018 FISCAL YEAR 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 2017-2018 are t estimated at $22.96 million for water sales and $16.42 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 f-Y2017. ' Water and Sewer Revenues e $40 $35 c $30 ' $25 $20 $15 ' $10 $5 $0 - - -- - ' 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 ■Water 95ewer ' Solid Waste Fund These 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 and the North Texas Municipal Water District. Revenues for garbage, recycling, commercial, compost and hazardous waste collections and disposal are projected for fiscal year ' 2017-2018 at$7.08 million. ' Solid Waste Revenues „ $8 f $6 c ' u $4 a z $2 ' $0 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 ■Solid Waste ■Recycling ■Hazardous Waste ■other ' City of Allen 35 FY2018 Budget CITY OF ALLEN REVENUE SUMMARY 2017-2018 FISCAL YEAR Other Revenue Sources ' 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 speck 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. Budget is based on population increase ' and projected utility use. Franchise fees for fiscal year 2017-2018 are projected at approximately$7.39 million. Licenses and Permits ' License and Permit revenues represent 3.0%, or approximately $3.0 million, of the total projected General fund 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 FY2018 is expected to be less than the FY2017 revised estimates based on the development anticipated in FY2018. A slight decrease in overall development throughout the City is expected for FY2018. , 1 t City of Allen 36 FY2018 Budget ' 1 1 1 1 1 1 1 1 _ 1 CITY OF ALLEN 1 1 1 1 1 1 1 1 CITY OF ALLEN ' COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES FOR FISCAL YEAR 2017-2018 EnUr nse FUMs Special Revenue t General Debt TIF WaferA soliE Drainage Goll Inner FUM serv4e iuM Sever Waste Cir Ccune come.Tu BEGINNING BALANCE $ 19,709071 4213,679 Z867,659 12,205,289 2,952,921 5 667932 7M 3601 899 BEVEX E ' Ad Valorem Taxes 6],830,040 14,3M,472 1,323,265 - - - - - Sales Tax 19,938,330 678,542 - - - - Hotel/Motel Tax - - - - - - 11.56,418 Franchise Fees 7,2110,853 - - - - - - - ' Licenses and Permits 3,002,600 - - - - g - - ChaesEwServias 12,00],206 - - 40,194,]25 ],005,332 1,691,032 3,116,265 - Fines 1,794,749 - - - - - - - Miscellaneous 485,489 - - 281000 47,500 - 126,803 - Contributions 570,171 - - - Reimbursements 1,413,002 - - 377AN - 1,500 - - Irnergavernmartal 11LBM - 138,318 - -Interest earned 318,00C, 82,000 15,0]0 94,000 23,000 6,000 - 33,002 Operating Transfers In 4.603,089 - 788,191 - - 652,503 - ' TOTAL REVENGES 99,415,353 14,396,472 1,955,125 41,482,328 ],0]5,832 1.698.532 3,695,568 1,889,418 TOTALAVAILABLE $ 119,124,424 $ 15.610,151 $ 4.022,784 5 63,687,617 $ 10,028,753 $ 2.366.524 $ 3.696,302 $ 3,491.317 EXPENDITURES ' General Government 23,425,060 - 902,398 - - - - - PublicSafely 38.881,785 - - - - - Pud¢Works 5,0E.,736 - - 36,116,271 6,722,045 1,516,4]3 - CuhureBRet,nommn 25,980,770 - - - - 3,551,913 L452,658 Community Development 3.194.184 - - - - - -Transfers Our 1,530.144 - - 3,967,562 23a,062 321,334 - - DeMSerace - 14,288,610 - 1,173,495 - - CaudalProlens - - 225,003 400,000 Depreciation - - - - - - 138,851 TOTAL EXPENDITURES 98,086,679 14,288,610 902,398 41,482,328 7,356,907 3,837,807 3,690,764 1,452,658 ENDING BALANCE 21,037,745 1,321,541 3,920,386 12,205,209 2,611,846 520,71] 5,53B 2.038.659 Distribution of Revenues-AII Funds t rPpAd 71 -C,Tir,11 Operating Transfers In ' 3.5% \4 Hotel/Motel Tax 0.9% Interest Earned ' 0.5% Franchise Fees Intergovernmental 3.5% 01% Reimbursements Charges eServicest 1.1% :: i�! Contributions Licenses and Permits ' 0.3% 14% MisAJAcellaneous Fines 0.8% 0.9% City of Allen 38 FY2018 Budget ' CITY OF ALLEN COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES FOR FISCAL YEAR 2017-2018 s ecilRevenue Intt1111 ke Funas Cnm n eMUMh robl <sse[ Spetlal Grant Repletemmt FatiNty Ruk Fmnomio Community AIIFuMs Farhilure Rewnue PoN Fund MelMenen[e Men men[ Oerel Ment Oevelo meM 201T2019 1 170,914 1 1016,203 5 271,863 5 10,331,706 $ 882200 $ 4,513,508 $ 11,565,672 5 7,196,295 5 77,160,005 63,46],7]] - - - - - 10,032,636 10,032,336 40,541,544 - - - - 1,856,418 - 106,269 - - - - - 7,387,122 3,002,600 3,200,205 - 13,307,202 - - 80,521965 15,264 - - - - - - 1,945,013 ' 190100 - 687,265 151,500 - - - 1,716,557 70,171 129A0 335,00 2,25,714 46,824 296,968 2,00 5,00 2100 91000 3,000 45,00 16800 95,000 1,062,LN - 49.651 130,59] 40.00 60,40 506,574 - - 7,530,602 192,000 430,00 819AU 3,972,505 603,00 14,193,776 10,200,336 1,127,336 212,155,451 $ 362,914 $ 1,454,611 $ 1,01725 $ 14,304,211 $ 1,405,200 $ 18,707,204 $ 21,766,00 $ 17,323,631 $ 289,323456 - 329,732 - 3,012,521 646,923 13,490,695 13,672,253 3,009,045 50,560,62) 119,059 - 272,354 - - - - - 39,2]3,190 49,422,325 - - 234,613 - - - - 31,20],]54 323,663 3,517,047 15150 6,204,602 3,683,513 21414,481 21560,099 ' - - - - - - - 3,865,96E 4,490,962 138,851 119,059 329.732 010,430 3,012,521 790,423 13,490,695 V,355,766 9,369,408 214,384,265 243,855 1,124,079 281,295 11,291.690 606,777 5,216,589 4,410,242 7,954,143 74,939,191 ' Distribution of Expenditures-AII Funds Capital Projects G�recall Government' ' Transfers Out - 2.9% Community Development Culture&Recreati., Public Safety Public Works ' City of Allen 39 FY2018 Budget CITY OF ALLEN COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES FISCAL YEAR 2017.2018 ' 2015-2016 2016-2017 2016-2017 2017-2018 ACTUAL BUDGET AMENDED BUDGET ' BEGINNING BALANCE $ 91,100,945 $ 92,714,825 $ 98,605,977 $ 77,168,005 REVENUES ' Ad Valorem Taxes 54,104,131 58,845,891 58,877,475 63,467,777 Sales Tax 38,151,031 38,732,931 39,373,785 40,541,544 , Hotel Tax 1,607,263 1,763,785 1,641,486 1,856,418 Franchise Fees 7,295,931 7,484,342 7,326,457 7,387,122 Licenses and Permits 2,891,704 2,698,645 3,480,600 3,002,600 Charges for Services 71,665,802 76,000,801 75,301,261 80,521,965 Fines 1,579,629 1,932,429 1,759,929 1,945,013 Miscellaneous 1,794,102 1,801,046 4,780,203 1,716,557 Contributions 621,532 543,552 557,652 570,171 Reimbursements 2,575,428 1,948,551 2,425,853 2,256,714 Intergovernmental 253,556 284,893 239,738 296,968 Interest Earned 801,848 593,820 872,000 1,062,000 Operating Transfers In 8,018,288 8,446,569 8,500,496 7,530,602 Bond Sale Proceeds 39,140,753 19,339,763 TOTAL REVENUES 230,500,996 201,077,255 224,476,698 212,155,451 TOTAL AVAILABLE 321,601,941 293,792,080 323,082,675 289,323,458 EXPENDITURES ' General Government 43,036,081 54,756,846 76,703,472 58,568,627 Public Safety 32,950,254 37,396,896 35,225,545 39,273,198 t Public Works 40,021,753 43,927,343 44,283,826 49,422,325 Culture 8 Recreation 27,184,968 34,761,459 33,254,974 31,346,605 Community Development 2,833,008 3,233,139 3,303,435 3,517,847 ' Debt Service 58,259,169 20,322,138 37,856,072 6,204,602 Capital Projects 5,469,953 9,103,750 8,013,209 21,560,099 Transfers Out 13,240,778 7,293,773 7,274,137 4,490,962 TOTAL EXPENDITURES 222,995,964 210,795,344 245,914,670 214,384,265 ENDING BALANCE 98,605,977 82,996,736 77,168,005 74,939,191 City of Allen 40 FY2018 Budget , ANALYSIS OF CHANGES IN ' FUND BALANCES/RETAINED EARNINGS The following table indicates the reasons for projected changes in fund balances/retained earnings of($2,228,814 . ' 2016.2017 Year 2017-2018 Year Fund End Estimate End Pro action Difference Exolanauon General Fund $19,]09,0]1 $21,03],]45 $1,328,6]4 This fund is within fund balance policy of 60-90 days of ' operational expenses. Debt Service $1,213,6]9 $1,321,541 $10],862 The fund balance is within the policy requirement of 5%- 0%. ' Property and sales tax have been collected in TIF#2, IF $2.867,659 $3,920,386 $1,052,727 however,no grants are currently being paid out TIE#1 grants are paid annually ' Utility Enterprise Funds For those funds that are over 120 days of operational (Water B Sewer,Solid Waste, $15,826,202 $15,405,852 ($420,350) reserves.a draw down of fund balance is programmed to and Drainage Utility) reduce the days of reserve to an acceptable range of 90- 120 days, per City policy. Golf Course $734 $5,538 $4,804 This fund is subsidized in order o break even. Hotel Occupancy Tax $1.601,899 $2,038,659 $435,780 Remaining funds will be used in subsequent years as allowed by state law. sset Forfeiture $1]0,914 $243,855 $72.941 Funds collected in the current year are appropriated in the ' following year. Special Revenue $1,016,603 $1,124,879 $108,276 Restricted revenues accumulate in this fund and are expanded as allowed. ' Funds carried over from prior years are appropriated for Grants $271,863 $281.295 $9,432 allowable expenditures. Expenditures are only far those goods or services as allowed by law,or as approved by the agencies awarding the grants. Reserves in this fund are used for scheduled replacements of vehicles,technology and equipment. ' Replacement Fund $10,331,708 $11,291,690 $959,984 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. ' Fund balance is accumulated in the fund to accommodate Facility Maintenance $882.200 $686,7]] ($195,423) the needs of large-scale projects for replacing components of aging facilities. Risk Management' $4,513,508 $5,216,589 $703,081 An increase in fund balance is projected to return to the targeted fund balance of$5 million. Reserves in this fund are used to spur economic growth. Economic Development $11,565,672 $4,410,242 ($7,155,430)A dravAlown is expected based on Ne economic ' incentives programmed. Community Development $7.196295 $7.954,143 $]5],848 Changes in fund balance are influenced by the timing,size and ability to complete capital projects. ' Totals $]],168,005 $74,939,191 ($2,228,814) ' City of Allen 41 FY2018 Budget CITY OF ALLEN ORGANIZATIONAL CHART Citizens of Allen 1 City Coundl , Boards and Commissions 1 DM Anomey City Manager Municipal Judge Assistant Ciy Manager Assistant Cily Manager ' Human Resources City Seaetary ' Public and Media Relaborm Community Development Community Services Ergineedrg Finance Fue 1 Library Infonnatlan Technology , Police Parks and Recreagon t City of Allen 42 FY2018 Budget ' CITY OF ALLEN STAFFING FISCAL YEAR 2017-2018 ' ACTUAL ORIGINAL REVISED PROPOSED In,mane(Decnase) General Fund 2015-2016 2016-2017 201&2017 2017-2018 "2017R to"2018 City Secretary 3.50 3.50 3.50 3.50 - Municipal Court 10.00 10.00 10.00 11.00 1.00 ' City Administration 5.50 5.50 5.50 5.50 - Public&Media Relations 6.00 6.00 6.00 6.00 IT 18.00 18.00 1800 18.00 - ' Human Resources 6.00 6.00 6.00 6.00 - Police 185.00 185.00 185.00 189.00 4.00 Parks&Recreation 139.19 139.19 139.19 143.20 4.01 Allen Event Center 44.33 44.33 44.33 45.33 1.00 Library 37.79 37.79 37.79 37.79 - Fire 114.00 114.00 114.00 11600 2.00 Community Development 28.50 27.50 27.50 30.50 3.00 Community Services 29.00 29.00 29.00 29.00 - ' Finance 18.00 19.00 19.00 20.00 1.00 Engineering 1400 14.00 14.00 15.00 1.00 Total General Fund 658.81 658.81 658.81 675.82 17.01 ' Water&Sewer Fund 69.50 73.50 73.50 76.50 3.00 Solid Waste Fund 7.50 7.50 7.50 7.50 Drainage Fund 9.00 9.00 9.00 9.00 Golf Course Fund 33.64 33.64 33.64 33.64 - Hotel Fund 3.50 4.50 4.50 5.50 1.00 Risk Management Fund 4.00 4.00 400 4.00 Economic Development Fund 7.00 7.00 7.00 7.00 ' Total City of Allen Employees,All Funds 792.95 797.95 797.95 818.96 21.01 All positions are shown as full-time equivalents(FTE) ' Revised 2016-2017 No new positions were added at midyear FY2017 Pr000sed 2017-2018 ' Add 1 FTE in Munical Court for Bailiff Add 4 FTE's in Police for 3 Police Officers and 1 Family Violence Investigator(previously funded by grants) Add 1.01 FTE's in Parks for Park Attendant, Fitness Specialist,Pool Supervisor and Head Lifeguard Add 3 FTE's in Parks for Crew Leader and 2 Maintenance Workers starting 04/01/18 Add 1 FTE in the Event Center for 2 part-time Maintenance Workers Add 2 FTE's in Fire for an Administrative Assistant and Support Services Technician ' Add 3 FTE's in Community Development for Receptionist,Planning Specialist and Code Compliance Officer Add 1 FTE in Finance for a Senior Accountant-Event Center Add 1 FTE in Engineering for a Senior Construction Inspector Add 1 FTE in Water&Sewer for a GIS Technician ' Add 2 FTE's in Water&Sewer for a Crew Leader and Maintenance Worker starting 04/01/18 Add 1 FTE in Hotel Fund for Sales Manager starting 04/01/18 City of Allen 43 FY2018 Budget 1 1 1 1 1 1 i 1 CITY OF ALLEN 1 1 1 1 1 1 1 1 1 CITY OF ALLEN GENERAL FUND ' REVENUE AND EXPENDITURE SUMMARY FISCAL YEAR 2017 - 2018 2015-2016 2016-2017 2016-2017 2017-2018 ACTUAL BUDGET AMENDED BUDGET RESTRICTED FUND BALANCE 721,178 873,445 849,374 - COMMITTED FUND BALANCE - - - - ASSIGNEDFUNDBALANCE 921,030 2,050,000 2,000,000 UNASSIGNED FUND BALANCE 18,688,361 18,543,059 19,192,387 19,709,071 TOTAL BEGINNING FUND BALANCE $ 20,330,569 $ 21,466,504 $ 22,041,761 $ 19,709,071 REVENUES Ad Valorem Taxes 40,938,997 44,137,050 44,243,895 47,830,040 ' Sales Tax 18,821,587 19,130,032 19,420,971 19,998,330 Franchise Fees 7,295,931 7,221,523 7,116,697 7,200,853 Licenses and Permits 2,891,704 2,698,645 3,480,600 3,002,600 Charges for Services 12,368,921 12,309,661 12,448,639 12,007,204 Fines 1,579,629 1,774,749 1,594,749 1,794,749 Miscellaneous 691,037 502,119 504,560 485,489 Contributions 621,532 543,552 557,652 570,171 Reimbursements 1,778,907 1,339,551 1,398,755 1,413,002 Intergovernmental 128,237 111,826 111,826 111,826 Interest Earned 252,115 194,400 253,000 398,000 Operating Transfers In 4,556,699 4,586,821 4,616,064 4,603,089 TOTAL OPERATING REVENUES $ 91,925,296 $ 94,549,929 $ 95,747,408 $ 99,415,353 EXPENDITURES ' General Government- 22,537,523 26,746,776 29,205,030 23,425,060 Public Safety 32,660,052 35,019,165 34,760,430 38,881,785 Public Works 3,377,872 4,030,372 4,070,992 5,066,736 ' Culture&Recreation 23,149,457 24,662,617 24,979,046 25,988,770 Community Development 2,362,056 2,672,674 2,744,970 3,194,184 TOTAL OPERATING EXPENDITURES $ 84,086,960 $ 93,131,604 $ 95,760,468 $ 96,556,535 Transfers Out 6,119,341 2,341,770 2,319,630 1,530,144 TOTAL GENERAL FUND EXPENDITURES $ 90,206,301 $ 95,473,374 $ 98,080,098 $ 98,086,679 ' RESTRICTED FUND BALANCE 849,374 - - - COMMITTEDFUNDBALANCE - - - - ' ASSIGNED FUND BALANCE - 2,000,000 - - UNASSIGNED FUND BALANCE 21,192,387 18,543,059 19,709,071 21,037,745 TOTAL ENDING FUND BALANCE 22,041,761 20,543,059 19,709,071 21,037,745 ' DAYS UNRESTRICTED OPERATIONAL EXPENSES IN RESERVE 79.3 60 days of operational expenses $ 16,123,838 IFund Balance Required: 60 to 90 days operational expenses ' 'Fiscal Year 2017 Amended includes$2 million in Hotel/Convention Center Incentive. 1 City of Allen 45 FY2018 Budget 1 GENERAL FUND REVENUE FY 2017-2018 1 Licenses and Permits Miscellaneous 1 3.0% 0.5% Fines nnchise 1.8% FA Contributions Fees 0.6% 1 7.2% Charges for Service Reimbursements 1.4% Sales To. Intergovernmental 1 201% 0.1% VIM Interest Earned 0.4% 1 Operating Transfers Ad Valorem Taxes In 4.6% 1 i 1 EXPENDITURES BY FUNCTION FY 2017-2018 1 Community Development Transfers Out 3.3% 1.6% 1 16 5 Public Safety 1 1 1 1 Public Works 5.2% 1 1 1 City of Allen 46 FY2018 Budget 1 ' CITY OF ALLEN GENERAL FUND ' REVENUES FISCAL YEAR 2017 - 2018 REVENUE-DETAIL 2015-2016 2016-2017 2016-2017 2017-2018 ' PROPERTY TAXES ACTUAL BUDGET AMENDED BUDGET Current $ 40,718,851 $ 43,782,531 $ 43,869,172 $ 47,553,290 Delinquent 31,225 206,776 226,980 120,000 ' Penalty&Interest 131,326 144,743 144,743 153,750 Rollback 49,948 Miscellaneous Tax Revenue 7,648 3,000 3,000 3,000 SUBTOTAL $ 40,938,997 $ 44,137,050 $ 44,243,895 $ 47,830,040 SALES TAX Mixed Drink Tax 398,934 387,486 397,365 412,200 Municipal Sales Tax 18,422,653 18,742,546 19,023,606 19,586,130 ' SUBTOTAL $ 18,821,587 $ 19,130,032 $ 19,420,971 $ 19,998,330 FRANCHISE FEES Public Education Govt Access Fee' 245,225 - - - ' Electric 3,559,472 3,648,791 3,633,900 3,672,751 Gas 787,132 849,506 868,053 904,136 Cable 1,218,473 1,292,095 1,020,973 970,845 Solid Waste 661,821 651,546 730,635 757,261 ' Access Line Fees 823,808 779,585 863,136 895,860 SUBTOTAL $ 7,295,931 $ 7,221,523 $ 7,116,697 $ 7,200,853 LICENSES&PERMITS ' Permits - 2,700 1,600 800 Licenses&Registrations 367,603 309,500 389,500 402,500 Single Family Permits 841,662 1,030,000 1,030,000 850,000 Multi-Family Permits 288,113 200,000 530,000 350,000 Commercial Permits 680,589 600,000 920,000 800,000 Budding Permits-Other 482,811 361,145 400,000 400,000 Health Code Permits 121,800 115,000 115,000 115,000 ' Other Permits 35,990 30,300 34,500 34,300 Fire Code Permits 73,136 50,000 60,000 50,000 SUBTOTAL $ 2,891,704 $ 2,698,645 $ 3,480,600 $ 3,002,600 ' CHARGES FOR SERVICE Charges for Service 4,326,268 3,290,829 3,060,992 3,107,058 Court Technology' 41,384 - - - Membership/Admission Revenue 197 658,287 957,416 963,087 I Allen USA Revenue" - 137,100 137,100 129,600 COAST Revenue" - 25,285 25,285 27,785 Rental 1,256,552 1,091,200 1,086,740 1,178,186 Special Activities 217,636 279,395 362,535 407,299 Alcohol Sales 836,706 829,000 829,000 769,000 Concession Sales 1,250,593 1,157,021 1,137,563 1,110,937 Antenna Rentals 467,786 542,644 485,752 499,152 Box Office Sales Revenue 3,475,753 3,825,950 3,825,950 3,342,150 Event Center Facility Ticket Fees 516,383 507,000 507,000 507,000 Additional Facility Ticket Fee (20,336) (34,050) (34,050) (34,050) Development Fees'"' - - 67,356 - SUBTOTAL $ 12,368,921 $ 12,309,661 $ 12,448,639 $ 12,007,204 'Accounts moved to the Special Revenue Fund in Fiscal Year 2017. ' Account created in Fiscal Year 2017;Revenue previously recognized in Charges for Service account "'Development Fees are related to the maintenance agreement with Twin Creeks Business Center. This revenue represents a one-time deposit. ' City of Allen 47 FY2018 Budget 1 CITY OF ALLEN 1 GENERAL FUND REVENUES 1 FISCAL YEAR 2017 - 2018 REVENUE-DETAIL 2015-2016 2016-2017 2016-2017 2017-2018 FINES&FORFEITURES ACTUAL BUDGET AMENDED BUDGET 1 Fines 1,579,629 1,774,749 1,594,749 1,794,749 SUBTOTAL $ 1,579,629 $ 1,774,749 $ 1,594,749 $ 1,794,749 MISCELLANEOUS 1 Retail Store Sales 348,411 155,359 150,849 155,719 Sponsorship Revenue 210,679 228,000 232,000 233,360 Miscellaneous 113,421 103,760 94,915 86,410 1 Sale of Assets 10,735 15,000 11,965 10,000 Abandoned Property Revenue 7,791 24,831 SUBTOTAL $ 691,037 $ 502,119 $ 504,560 $ 485,489 CONTRIBUTIONS 1 Donations/Sponsorships 621,532 543,552 557,652 570,171 SUBTOTAL $ 621,532 $ 543,552 $ 557,652 $ 570,171 REIMBURSEMENTS 1 Reimbursements 1,778,907 1,339,551 1,398,755 1,413,002 SUBTOTAL $ 1,778,907 $ 1,339,551 $ 1,398,755 $ 1,413,002 INTERGOVERNMENTAL Intergovernmental 128,237 111,826 111,826 111,826 1 SUBTOTAL $ 128,237 $ 111,826 $ 111,826 $ 111,826 INTEREST EARNED Interest on Investments 252,115 194,400 253,000 398,000 1 SUBTOTAL $ 252,115 $ 194,400 $ 253,000 $ 398,000 OTHER FINANCING SOURCES Operating Transfers In 4,556,699 4,586,821 4,616,064 4,603,089 _ SUBTOTAL $ 4,556,699 $ 4,SB6,821 $ 4,616,064 $ 4,603,089 TOTAL OPERATING REVENUES $ 91,925,296 $ 94,549,929 $ 95,747,408 $ 99,415,353 1 1 1 i i i 1 City of Allen 48 FY2018 Budget 1 ' CITY OF ALLEN TAX5TRUCTURE FISCAL YEAR 2017 - 2018 ASSESSED VALUE -2017 Tax year $ 12,367,609,498 tREVENUE AT$0.510000 PER$100 VALUATION $ 63,074,808 ' CONTRIBUTION TO DEBT SERVICE $ 14,502,506 CONTRIBUTION TO GENERAL FUND 100.0%COLLECTION RATE $ 48,572,302 ' TAX RATE DISTRIBUTION RATE PERCENT AMOUNT GENERALFUND 0.392738 77.01% $ 48,572,302 ' DEBT SERVICE FUND 0.117262 22.99% 14,502,506 0.510000 100.00% $ 63,074,808 (A) ' (A)Approximately$1,019,000 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#1and q2. t ' City of Allen 49 FY2018 Budget CITY OF ALLEN ' BUDGET ASSUMPTIONS FISCAL YEAR 2017 -2018 Assumptions Used for Projecting 2017-2018 Revenues and Expenditures 1. Tax rate used=$0.510000 ' - Based upon certified FY2018 appraised value of$12,367,609,498(10.17%increase) - FY2017 final assessed value=$11,225,448,262 - Property tax incentive for Watters Creek is 50%and The Village at Allen is 90% ' -The growth in property taxes comes from$290 million in new real property,$703 million increase in single family reappraisals,and$148 million in other reappraisals. 2. Growth in sales tax revenue of 2 96%over FY2017 revised budget ' - FY2017 revised sales tax is estimated to increase 3.26%over FY2016 actual. - Sales tax is estimated at$957,083 for W atter's Creek and$2,922,718 for The Village at Allen. Of these amounts,50%of Watter's Creek and 90%of The Village at Allen developers as economic development incentives. - FY2018 sales tax includes general growth of in-line retail and restaurant additions. The Village at Allen and Watters Creek sales tax continue to grow,but have slowed as there is less available retail space ' 3. Overall City growth - FY2018 Residential growth projected at 530 permits. ' - FY2018 Commercial permits are projected to decrease from FY2017 revised. - Multi-family permits are revised to$530,000 for FY2017 from the original projection of$200,000. FY2018 is expected at$350,000. 4. Population-FY2018 estimate: 100,725 , 5. Franchise fees Electric: T%U(Atmos)kilowatt hour usage is expected to increase 1.20%due to increased demand from a ' growing population. CoSery and GCEC Electric franchise revenue projected to increase by 0.79%over FY2017 revised. Gas: Atmos gas franchise is projected to increase from the revised FY2017 budget at 4.00%. FY2018 , budget assumes historical average temperatures. CoSery gas franchise is projected to increase 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 3.79%,specifically with large increases in business lines.The revised FY2017 fees increased 4.77%,over FY2016 actual,according to the current trend. Data line connections impact this revenue source. ' Cable: Cable franchise fees projected to decrease to 4.91%below revised FY2017. Revenues for all four cable providers are decreasing. 6. Other Ambulance: FY2018 revenues projected at no growth over FY2017 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$3.00 per gallon for FY2018 and$2.40 for Revised FY2017. 7.Event Center and The Village at Allen ' -The city ticket fee is projected at$507,000 for FY2018. The reimbursement to MG Herring is budgeted at 75%of the ticket fee revenue. -The property tax and sales tax reimbursement to MGHerring is budgeted at 90%. City of Allen s0 FY2018 Budget ' ' CITY OF ALLEN GENERAL FUND EXPENDITURES 8Y FUNCTION FISCAL YEAR 2017-2018 2015-2016 2016-2017 2016-2017 2017-2018 General Government: ACTUAL BUDGET AMENDED BUDGET City Administration 834,355 890,480 897,403 962,687 City Secretary 464,500 466,640 504,228 545,840 Public&Media Relations 604,896 656,074 658,683 735,128 ' PEG Access` 107,885 - - - Information Technology 3,801,010 4,724,332 4,668,822 3,747,240 Human Resources 715,559 894,609 905,794 977,839 ' Internal Services 11,804,870 14,248,573 16,824,362 11,123,270 Finance 2,012,110 2,218,216 2,170,500 2,511,895 Municipal Court 603,739 736,897 738,756 785,218 ' Building Maintenance 1,085,434 1,117,884 1,176,044 1,246,555 Service Center 503,165 793,071 660,438 789,388 Total General Government $ 22,537,523 $ 26,746,776 $ 29,205,030 $ 23,425,060 Public Safetv: ' Fire 13,915,655 15,262,403 15,086,985 16,692,439 Police 18,744,397 19,756,762 19,673,445 22,189,346 Total Public Safety $ 32,660,052 $ 35,019,165 $ 34,760,430 $ 38,881,785 ' Public Works: Community Services Administration 442,362 472,145 473,796 589,158 Streets 994,634 1,433,552 1,439,323 2,144,492 Engineenng 1,940,876 2,124,675 2,157,873 2,333,086 ' Total Public Works $ 3,377,872 $ 4,030,372 $ 4,070,992 $ 5,066,736 Culture&Recreation: Library 2,690,032 2,907,869 2,970,271 3,091,724 ' Parks&Recreation 10,532,983 12,358,164 12,681,488 13,961,879 Event Center 9,926,442 9,396,584 9,327,287 8,935,167 Total Culture&Recreation $ 23,149,457 $ 24,662,617 $ 24,979,046 $ 25,988,770 ' Community Development. Building Services 1,623,291 1,790,593 1,888,194 2,118,260 Planning 738,765 882,081 856,776 1,075,924 Total Community Development $ 2,362,056 $ 2,672,674 $ 2,744,970 $ 3,194,184 ' TOTAL OPERATING EXPENDITURES $ 84,086,960 $ 93,131,604 $ 95,760,468 $ 96,556,535 ' Total Transfers Out $ 6,119,341 $ 2,341,770 $ 2,319,630 $ 1,530,144 TOTAL EXPENDITURES $ 90,206,301 $ 95,473,374 $ 98,080,098 $ 98,086,679 ' 'PEG Access moved to the Special Revenue Fund in Fiscal Year 2017 City of Allen 61 FY2018 Budget CITY OF ALLEN ' EXPENDITURES BY CLASSIFICATION AS A PERCENT OF TOTAL GENERAL FUND BUDGET FISCAL YEAR 2017 - 2018 2016-2017 , 2015-2016 %OFREVISED %OF 2017-2018 %OF CLASSIFICATION ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET Personnel Services $ 54,173,248 60.0% $ 59,303,157 60.5% $ 63,057,551 64.3% ' Operations 29,744,993 33.0% 35,869,649 36.6% 33,005,880 33.6% Capital 168,720 0.2% 587,662 0.6% 493,104 0.5% ' Transfers 6,119,341 6.8% 2,319,630 2.4% 1,530,144 1.6% TOTAL $ 90,206,302 $ 98,080,098 $ 98,086,679 ' GENERAL FUND EXPENDITURES BY CLASSIFICATION 1 OperationsPersonnelServices , Capital 1 0.5% Transfers 1.6% , City of Allen 52 FY2018 Budget ' CITY ADMINISTRATION ORG 1110100 ' Qty Manager Fxecutrve Ass'stantto ' 1 1 ' Assetanl to the City Assustanl CM1y Manager AssatantCM Manager Manager Assbtanl CS Manager 1 t t City of Allen 53 FY2018 Budget iliaou FUND DEPARTMENT GENERAL FUND CITY AD . AJCN 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. ' .. IGoal -,. ri Hshments in FY 1 Goal2. 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. ' • Completed Heritage Village. Goal 3. Improve regional mobility though transportation initiatives • Implemented Collin County Rides transportation initiative with DART providing a taxi voucher transportation program for seniors and residents with disabilities. t 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. , • Refinanced General Obligation(G.O.)bond debt,resulting in a savings of$867,633 over 12 years. • Issued general obligation bonds in the amount of $12.62 million for street and alley repairs, roadway projects, drainage improvements,public facilities and public safety. , • City received perfect audit for the 9'h consecutive year for the 2015-2016 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 o 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 including Rise Biscuits Donuts,NETSCOUT,Compass Data Center,Cyrus One , Data Center,Kendra Scott,Firewater Kitchen&Bar,Aloft Hotel,and WatchGuard Corporate Headquarters. • Facilitated economic development incentive agreements for Delta by Marriot Hotel and Watters Creek Convention Center. Objectives 1 ' 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 realonal 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 operations 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. City of Allen 64 FY2018 Budget ' ;GENERAL FUND CITY ADMINISTRATION 1110 EXPENDIT LIFE,SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 ' CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 812,294 868,725 875,748 928,062 Operations 18,376 18,405 18,405 29,125 ' Supplies 2,339 3,350 3,250 5,500 Professmnal Services 1,345 - DEPARTMENTTOTAL - $34,355 $ 890,480 $ 897,403 $ 962,667 4 2015-2016 2016-2017 2016-2017 2017-2018 ' FULLTIME ACTUAL BUDGET AMENDED BUDGET City Manager 1 1 1 1 Assistant City Manager 2 2 2 2 ' Assistant to the City Manager 1 1 1 1 Executive Assistant o City Manager 1 1 1 1 TOTAL FULL TIME 5 5 5 5 ' PART-TIME Temporary Assistant City Manager 0.50 0.50 0.50 0.50 TOTAL PART TIME 0.50 0.50 0.50 D.50 ' TOTAL FU LL-TIME-EQUIVALENT 5.5 5.5 5.5 5.5 I 2015-2016 2016-2017 2016-2017 2017-2018 ' PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salaries 590,538 634,551 636,601 681,413 Longevity 1,980 2,220 2,220 2,460 Overtime 2,655 2,500 2,500 2,500 ' Deferred Compensation 17,165 17,381 17,705 17,587 FICA 35,027 37,751 40,419 41,748 TMRS 85,385 89,718 94,055 98,571 ' Worker's Compensation 894 1,282 1,282 1,354 Health Insurance 59,941 64,524 61,399 62,279 Health Savings 5,344 5,423 5,423 5,387 ' Dental Insurance 3,916 4,110 4,110 4,341 Lang-term Disability 781 502 699 618 Life Insurance 712 839 711 690 Flexible Spending 157 124 124 114 ' Car Allowance 7,800 7,800 8,500 91000 SUBTOTAL $ 812,294 $ 868,725 $ 875,748 $ 928,062 ' CIH of Allen 55 FY2018 Budget 1 FUND DEPARTMENT . . 1 ,GENERAL FUND CITY ADMINISTRATION 1110100i 1 2015-2016 2016-2017 2016-2017 2017-2018 OPERATIONS ACTUAL BUDGET AMENDED BUDGET Travel1 Training& 10,505 10,940 10,940 14,860 Dues&Subscriptions 5,265 4,765 4,765 4,765 Meetings&Receptions 2,606 2,700 2,700 2,700 1 Software Maintenance 6,800 SUBTOTAL $ 18,376 $ 18,405 $ 18'05 $ 29,125 SUPPLIES 1 General Supplies 2,339 3,350 3,250 5,500 SUBTOTAL $ 2,339 $ 3,350 $ 3,250 $ S,SD0 PROFESSIONAL SERVICES Contractual Services 1,345 1 SUBTOTAL $ 1,345 $ - $ - $ - DEPARTMENT TOTALS $ 834,355 $ 890,480 $ 897,403 $ 962,687 1 1 i 1 1 1 1 1 1 1 1 City of Allen 56 FY2018 Budget 1 ' FUND DEPARTMENT ACCOUNT GENERALFUND CITY ADMINISTRATION 11r ar PERFORMANCE City Communication Channels ' The Public and Media Relations Office of City Administration oversees all primary communication channels for the City of Allen. From a historic perspective,the City website was established in 1998. For the purpose of this report, website traffic statistics were recorded in 2005 with page views averaging 45,725 per month. Through 2012, website traffic continued to increase and reached a historic high of 228,935 average page views per month. ' For calendar years 2013 through 2016, a monthly page views for the Annual Website Page Views avers it Y P 8 Monthly Average website trends downward, slightly up '50'°00 226,936 and then down again as follows: 2013— 2uR2 MAO ' 207,989; 2014 — 214,327; 2015 — 20 ine 1)W113 219,894;and 2016—204,546. 1w.000 ' The upward trend in 2014 is attributed to changes in water conservation stages 100,000 and site traffic from California due to ' Toyota corporate relocation. In 2015, 50"X0 the website was redesigned. New features and department subsites for ' AIIenNews.org, AIIenParks.org, and 2M2 =4 Me All AIIenLibrary.org were promoted2017 shows monthly ovem9e thmugn May 31 extensively. While website traffic has been expected to level off as the city reaches build-out, it seems to be trending downward prematurely. An explanation for this would be the growth of ' digital news and social media.As website traffic peaked in 2012 and has generally trended downward, use of digital news and social media began and expanded during this same time frame. Currently,the city has 27 social ' media accounts and eight digital AIIenNews.org Weekly Update newsletters. For this reason, additional Annual Subscribers ' information on digital news and social 6'0°° 4.205 4,373 media managed by the Public and 4,000 Media Relations Office will be included 3 3,192 ,000 ' in this annual performance summary specific to City Hall Facebook, Twitter, 1400 ACTV YouTube, and AllenNews.org 1.000 t Weekly Update. 2014 2016 2017• 2017 mbzcrher5Y V through May 31 City of Allen 57 FY2018 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND CITY ADMINISTRATION 1110100 A weekly digital newsletter was available to subscribers just prior to 2012 and the number ' of subscribers continues to increase annually. It was rebranded in 2015 as a subscriber publication of the new subsite AIIenNews.org. The new format was designed for mobile viewing. , Statistics for the city's three primary Social Media:Annual tikes,Followers&subscribers social media accounts, Facebook, 6,000 ' Twitter, and YouTube, are provided 4,916 starting 2014 which is prior to 5,0D0 4,s19 implementation of a digital 4.334 ' engagement strategy in 2015. As 4,M engagement increases on social media, it is important to note that 3,000 2,799 ' followers/subscribers and overall reach more than doubles during the 2.000 1,629 same time frame as website traffic 1.161 ' drops. 1.000 ' 21 ' ' Additional communication channels ' include the city's NextDoor agency 2014 2016 2017• account started in 2016, which reaches approximately 13,000 Allen •101 7 YTO lbrougM1 May 31 neighbors per post, or can be used for targeted messaging. Early 2017, ' the City's Linkedln agency account Social Media.Annual Reach,Impressions&Views was updated and averages one to two posts per week. In addition, ' Instagram will soon be promoted as 2617- yet Pyet another city communication d62.143 channel. ' While the City's website will remain 759,791 3016 Jg9,gq ' the primary source for resource Is6a61< information about the city, programs, and services, the use of digital/subscriber news and social - 494'461 , mu 549 media for ongoing news and events is anticipated to have a permanent ' impact on website traffic. Moving ..1.e moos some Rome Ions) Ilea= I.. ,emm4 forward, performance benchmarks ,r°ubw .Tw,t.r .Fxeb A will include review of all major ' communication channels. W17 rm through Mar31 City of Allen 68 FY2018 Budget ' CITY SECRETARY ORGS CITY SECRETARY 1115100 MAYOR AND COUNCIL 1115120 ' City Seaetery 1 Rewres Management Senior Mministra0w Assistant Administrative Assistant Speaaliat t 5 1 i 1 1 City of Allen 69 FY2018 Budget FUND DEPARTMENT GENERAL FUND CITY SECRETARY 1115100-1115120 /,4y OF lf" The City Secretary's Office is responsible for the administration of city elections and the ft%•' 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 such time as those records may be disposed of;identifies,preserves and serves as custodian of the city's historical records. Accomplishments in FY 1 ' Goal 6. Maintain operational excellence in City government services t • 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.14 to the Land Development Code. • Conducted records management training for Records Liaison Officers. • Continued imaging program to ensure the preservation of commercial building plans. Objectives for FY 2018: ' Goal 6. Maintain operational excellence in City government services • 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 of Allen so FY2018 Budget ' FUND DEPARTMENT OFM GENERALFUND CITY SECRETARY �5 2015-2016 2016-2017 2016-21317 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 319,448 334,309 335,372 367,790 Operations 69,527 68,055 82,255 112,476 ' Supplies 5,784 8,326 9,651 11,024 Professional Services 69,742 55,950 76,950 54,550 DEPARTMENT TOTAL $ 464,500 $ 466,640 $ 504,228 $ 545,840 2015-2016 2016-2017 2016-2017 2017-2018 ' FULLTIME ACTUAL BUDGET AMENDED BUDGET City Secretary 1 1 1 1 Records Management Specialist 1 1 1 1 ' Senior Administrative Assistant 1 1 1 1 TOTAL FULL TIME 3 3 3 3 PART-TIME Administrative Assistant 0.50 0.50 050 0.50 TOTAL PART TIME 0.50 0.50 0.50 0.50 TOTAL FULL-TIME,EQUIVALENT 3.5 3.5 3.5 3.5 ' 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salaries 211,600 221,306 222,473 237,166 Council Salaries 34,500 34,500 34,500 34,500 ' Longevity 1,010 1,190 1,190 1,358 Overtime 859 1,008 1,008 1,440 FICA 16,301 17,527 16,922 18,029 ' TMRS 30,256 31,718 31,881 33,858 Worker's Compensation 352 479 479 510 Health Insurance 19,829 21,513 21,851 34,432 ' Health Savings Account 2,115 2,141 2,141 3,258 Dental Insurance 2,080 2,282 2,282 2,653 Long-term Disability 240 304 304 271 Life Insurance 230 279 279 258 ' Flexible Spending 71 62 62 57 SUBTOTAL $ 319848 $ 334,309 $ 335,372 $ 367,790 OPERATIONS ' Training/Travel/Mileage 18,373 20,800 28,800 22,100 Dues&Subscriptions 1,285 1,495 1,495 1,495 Advertising 6,144 6,350 6,350 6,350 Outside Printing 1,984 1,850 1,850 1,850 ' Meeting&Receptions 41,741 37,560 43,760 37,560 Software Maintenance 43,121 SUBTOTAL $ 69,527 $ 68,055 $ 82,255 $ 112,476 City of Allen 61 FY2018 Budget 1 1 FUND DEPARTMENT ORG EXPENDITURE DETAIL--CONTINUED ---- 1 GENERAL FUND CITY SECRETARY 111SIXX 2015-2016 2016-2017 2016-2017 2017-2018 SUPPLIES ACTUAL BUDGET AMENDED 13UDGET1 General Supplies 5,784 8,326 9,651 11,024 SUBTOTAL $ 5,784 $ 8,326 $ 9,651 $ 11,024 PROFESSIONAL SERVICES 1 Contractual Services - 33,300 33,300 33,300 Professional Services 19,672 12,650 12,650 11,250 Elections 5D,070 10,000 31,000 10,000 SUBTOTAL $ 69,742 $ 55,950 $ 76,950 $ 54,550 1 DEPARTMENTTOTALS $ 464,500 $ 466,640 $ 504,228 $ 545,840 1 1 1 1 1 i 1 1 1 1 1 1 City of Allen 62 FY2018 Budget 1 FUND DEPARTMENT ACCOUNT GENERALFUND- CITY SECRETARY 1115100-1115120 , PERFORMANCE MEASURES 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 2014 2015 2016 2017 Est. ' Training Sessions Provided 2 6 4 4 Cubic Feet of Eligible Records 0 900 800 600 Destroyed ' Number of Commercial Building Plans 0 0 0 4,000 Pages Imaged Number of Documents imaged NA NA 25,000 20,000 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 2014 2015 2016 2017 Est. ' Percentage of Open Records Requests 100% 100% 100% 100% Responded to within 10 days ' 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 2014 2015 2016 2017 Est. ' Number of Blue Star Flag 1 1 1 2 Presentations Number of Proclamations Presented 16 15 16 25 ' at Council Meetings Number of Citizen Recognitions 25 38 41 50 Presented Outside of Council Meeting tCity of Allen 63 FY2018 Budget DEPARTMENT ACCOUNT tr, MI CITY SECRETARY 1115100-1115120 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. ' Performance Measure 2014 2015 2016 2017 Est. , Percentage of Newly Appointed and Reappointed Board Members 100% 100% 100% 100% Attending Annual Orientation Session ' Percentage of Appointees Completing Open Meetings Training required by 100% 100% 100% 100% the Open Meetings Act , Municipal Elections ' The City Secretary's Office provides election services to voters, petitioners, and candidates so they can participate in the election process. Performance Measure 2014 2015 2016 2017 Number of Ballots Cast 3,134 1,815 4,503 4,980 Total Cost of General Election $11,751 $9,204 $14,608 $9023 Cost per ballot cast $3.75 $5.07 $3.24 $1.82 Percentage of Registered Voters 6.1% 3.5% 8.1% 8.7% , Casting Ballots 1 City of Allen 64 FY2018 Budget ' COMMUNITY DEVELOPMENT DEPARTMENT ORGS PLANNING 1500420 BUILDING INSPECTIONS 1510110 ENVIRONMENTAL HEALTH 1515400 CODE COMPLIANCE 1515410 Director Sen or Admmisimbve AssBtant 1 BuildingOfficial Senior Planner Assistant Director Adminislralive 1 � Assistant ' 1 Planner Assistant Buiming 1 Senior Planner ORtlal 1 Planning Technioan PWnner ' Building Inspector 1 1 4 Code&Health Compliance Manager ' Senor Plans 1 Examine Senor Cade Compliance OfficerPlans Examiner 2 2 CodeCompliance ' Officer 3' Senior Eneimnmental Healm Specialist 2 EnA.nmental Heaah ' Specialist 1 -One position paid from Water/Sewer and Solid Waste Funds. City of Allen 66 FY2018 Budget PERMITS ORG 1520110 PerniV lkilily Billing Manager 1' RerePfwnal ' 1 i Pt TecMitlan Customer SeMm ' I ermRepresenlatire 2 -Position is partially funded by the Water&Sewer Fund. 1 1 1 1 City of Allen 66 FY2018 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY DEVELOPMENT BUILDING INSPECTIONS 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 ' : Administered the adopted 101,International Codes and 2014 NEC Electrical Code for compliance. Worked with builders and contractors to understand the amendments and changes in the 2015 codes. Provided cross training for staff in areas that enhanced customer service. ' • Implemented Energov Building Permits and Inspections module and workflow processes. 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 expedited development and reduced the number of trips to construction sites. • Completion of ICC Plumbing Inspector Certifications for 2Inspection staff.(3 certifications) '�ai1:(•t'a"4iit79.�t7i y'61if IfS _ _ '� ' 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. • Provide training hours to building inspectors to maintain their respective licenses and certifications to perform the ' duties required. Continue cross training program with inspectors to develop them into combination inspectors in order to streamline the inspection process creating a"one stop"process for development. ' Provide training and support to inspectors to achieve State Plumbing Inspector License. • Continue to provide technical support for the CDBG Home Repair program. ' Goa:6, Maintain coeiatlonol excellence in City government services Continue to monitor the plan review process to ensure that productivity and review turnaround times for commercial and residential permits are timely. ' • Continue monitoring the plan review process and project coordination techniques. • Monitor the Tyler Energov Software for efficiency and any glitches. City of Allen 67 FY2018 Budget 1 1!FUND DEPARTMENT OFIG EXPENDITURE SUMMARY i GENERAL FUND COMMUNITY DEVELOPMENT 1SXXXXX BUILDING INSPECTIONS 2015-2016 2016-2017 2016-2017 2017-2019 i CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 1,546,308 1,691,307 1,673,908 1,987,641 Operations 19,696 44,586 42,586 47,057 i Supplies 24,380 27,100 27,100 28,250 Maintenance 8,925 7,980 7,980 8,000 Professional Services 23,983 19,62D 136,620 21,812 i Capital - - - 25,500 DEPARTMENTTOTAL $ 1,623,291 $ 1,790,593 $ 1,888,194 $ 211181260 1 2015-2016 2016-2017 2016-2017 2017-2018 FULLTIME ACTUAL BUDGET AMENDED BUDGET i Building Official 1 1 1 1 Utility Billing/Permit Manager• 0.5 0.5 0.5 0.5 Assistant Building Official 1 1 1 1 Senior Plans Examiner 0 0 0 1 i Plans Examiner 3 3 3 2 Sr.Environmental Health Specialist 2 2 2 2 Building Inspector 4 4 4 4 i Environmental Health Specialist 1 1 1 1 Permit Technician 1 1 1 1 Customer Service Representative 2 2 2 2 i Administrative Assistant 1 1 1 1 Receptionist 1 0 0 1 TOTAL FULL TIME 17.5 16.5 16.5 17.5 TOTAL FULL-TIME-EQUIVALENT 17.50 16.50 16.50 17.50 i 'This position is split between Community DevelopmentPermitsand Water&SewerUtilityBilling. i 2015-2016 2016-2017 2016-2017 2017-2018 i PERSONNEL SERVICES ACUAL BUDGET AMENDED BUDGET Salaries 1,062,720 1,179,639 1,162,120 1,365,948 Longevity 4,672 3,632 3,848 4,662 i Overtime 31,750 17,111 17,111 20,111 FICA 79,290 83,067 81,222 97,767 TMES 155,543 167,241 166,650 191,434 i Worker's Compensation 3,135 4,356 4,406 5,015 Health Insurance 190,060 214,426 217,789 278,935 1 i City of Allen 68 FY2018 Budget i :FUNDDEPARTMENT GENERALIFUND COMMUNITY DEVELOPMENT BUILDING INSPECTIONS EXPENDITURE a ' 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES-CONTINUED ACTUAL BUDGET AMENDED BUDGET Health Savings Account 4,353 3,214 2,141 4,258 ' Dental Insurance 12,196 15,072 15,072 16,398 Lang-term Disability 1,320 1,787 1,787 1,621 Life Insurance 869 1,142 1,142 1,037 Flexible Spending 399 620 620 455 SUBTOTAL $ 1,546,308 $ 1,691,307 $ 1,673,908 $ 1,987,641 OPERATIONS Training/Fravel 8,926 27,565 27,565 30,880 ' Dues/Subscriptions/License 2,838 5,361 5,361 5,617 Uniforms 7,194 8,600 8,600 9,500 Outside Printing 738 3,060 1,060 1,060 ' SUBTOTAL $ 19,696 $ 44,586 $ 42,586 $ 47,057 SUPPLIES General Supplies 24,380 27,100 27,100 28,250 SUBTOTAL $ 24,380 $ 27,100 $ 27,100 $ 28,250 ' MAINTENANCE Vehicle Maintenance 8,925 7,980 7,980 8,000 SUBTOTAL $ 8,925 $ 7,980 $ 7,980 $ 8,000 PROFESSIONAL SERVICES Contractual Services 1,825 7,620 9,620 9,812 Professional Services 22,158 12,OOD 127,000 12,000 ' SUBTOTAL $ 23,983 $ 19,620 $ 136,620 $ 21,812 CAPITAL Vehicle 25,500 SUBTOTAL $ $ - $ - $ 25,500 ' DEPARTMENT TOTALS $ 1,623,291 $ 1,790,593 $ 1,888,194 $ 2,118,260 ' 2015-2016 2016-2017 2016-2017 2017-2018 ' CAPITAL ACTUAL BUDGET AMENDED BUDGET Truck with light package-CC Officer25,500 SUBTOTAL $ -$ $ $ 25,500 ' 'The items listed are non-recurring capital expenses based on increased service to the community. ' City of Allen 69 FV2018 Budget t . • F F 1 1 r . Building Permit Plan Review Time ' Developers and individuals who desire to do construction projects Total Buildlni: Permits Issued must fill out a permit application and submit plans and other 10,000 supporting documents, which are reviewed by the permit staff and ' a plans examiner. This is the 5,000 application procedure when applying for any type of building ' permit in the City of Allen. The 0 goal is to provide for regulated FY2013 FY2014 FY2015 FY2016 FY2017 Est. growth with quality assurance, Sinsle Family Permits Issued comply with all applicable 750 , building codes and city regulations, and build 500 relationships with excellent ' customer service. While single- family development made up the 250 - - majority of the work load for ' many years, the division now 0 works with a much more diverse FY2013 FY2014 FY2015 FY2016 FY2017 Est. project load. Plan review is our ' opportunity to make sure that compliance is achieved with all Commercial Permit Review Time applicable building, local,and life (Business Days) , safety code requirements before 19 proceeding with construction. The Commercial Permit Review 18 Time chart reflects how recent 17 , changes have reduced the 16 number of days it takes to 15 ' review a commercial project 14 which, in turn, allows us to become a more user-friendly 13 FY2013 FY2014 FY2015 H201616 FY2017 Est city. City or Allen 70 FY2018 Budget , WWI ! Building Inspections Averai:e Inspection Time New commercial and residential ' buildings, remodels, and (Minutes Per Stop) 20 miscellaneous permits are inspected multiple times before ' a final approval occurs and a certificate of occupancy may be 10 issued. This is required to ' ensure all construction meets the requirements as set forth by 0 the City of Allen. These routine FY2013 FY2014 FY2015 FY2016 FY2017 Est. t 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 prompter completion of projects. ' 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. 1 ' City of Allen 71 FY2016 Budget 11 .7 ACCOUNT 1500420 The Land Development and Community Integrity divisions are responsible for land use and transportation , planning, zoning administration, development coordination, certain economic development initiatives, community development programs, neighborhood integrity initiatives, codecompliance 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 and the Allen City Council. Goal 1. Enhance Community Livability and Safety Strategy2. Manage growth and development to preserve Allen's character and maintain neighborhood vitality • 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 The Alders at Twin Creeks,a premier independent living community. • Facilitated new developments including Fountain Gate Independent Living,PINSTACK,Aloft Hotel at Watters Creek, Cornerstone Village at SH121 and Custer Road,and various retail and restaurant establishments. ' • Implemented 2017 CDBG Action Plan and completed 17 home repair projects and provided funding to social and public services. • Code compliance addressed over 4,772 property maintenance,nuisance and other violations. ' • Completed amendments to the Allen Land Development Code related to permitted uses in the Central Business District and Agricultural Open Space zoning categories, security bars, fueling station canopies, urban residential housing types,outdoor lighting,as well as landscaping,street and construction design standards. Objectives for IFY 2018: Goal1. Enhance Community Livability and Safety ' Strategy2. Manage growth and Development to preserve Allen's character and maintain neighborhood vitality • Partner with land owners and developers to facilitate high quality development along the Highway 121 corridor. , • Work with the development community to facilitate appropriate mixed-use developments. • Manage the design and construction of the hotel and convention center project. • Continue to implement the Comprehensive Plan. • Continue to develop a Community Integrity program, specifically through the efforts of the Community Integrity , Task Force. Goal 6. Maintain operational excellence in City government services , Strategy 1. 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. 1 City of Allen 72 FY2018 Budget , iGENERAL FUND _ s . COMMUNITYDTMEVELOPMENT , . t PLANNING ' 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 661,459 789,831 764,526 903,475 t Operations 18,241 26,000 26,000 102,920 Supplies 4,649 7,000 7,000 10,029 Maintenance 131 1,250 1,250 1,500 Professional Services 4,285 8,000 8,000 8,000 Miscellaneous 50,000 50,000 50,000 50,000 DEPARTMENTTOTAL $ 738,765 $ 882,081 $ 856,776 $ 1,075,924 2015-2016 2016-2017 2016-2017 2017-2018 ' F LU LTIME ACTUAL BUDGET AMENDED BUDGET Director 1 1 1 1 Assistant Director 1 1 1 1 ' Code&Health Compliance Manager I 1 1 1 Senior Planner 2 2 2 2 Planner 2 2 2 2 Senior Code Compliance Off icer 2 2 2 2 ' Code Compliance Officer 1 1 1 2 Planning Specialist 0 0 0 1 Senior Administrative Assistant 1 1 1 1 TOTAL FULL TIME 11 11 IS 13 TOTAL FULL-TIME-EQUIVALENT 11 Il 11 13 A 2015-2016 2016-2017 2016-2017 2017-2018 ' PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salaries 493,407 588,282 564,807 657,433 Longevity 2,980 2,224 2,224 2,568 ' Overtime - 3,000 3,000 3,000 FICA 34,846 40,022 38,242 46,368 TMRS 70,285 81,950 80,888 93,866 Worker's Compensation 722 1,096 1,096 1,354 ' Health Insurance 52,516 64,518 65,530 88,968 Heal[h Savings 1,115 1,141 1,141 2,258 Dental Insurance 4,199 5,708 5,708 6,029 ' Long-term Disability 610 822 822 766 Lfelnsurance 561 758 758 694 Flexible Spending 219 310 310 171 SUBTOTAL $ 661p16$ $ 75531 's ' City of Allen 73 FY2018 Budget Ultilit"I.FUND COMMUNITY DEVELOPMENT 1500420 PLANNING EXPENDITURE DETAIL-CONTINUED - 2015-2016 2016-2017 2016-2017 2017-2018 ' OPERATIONS ACTUAL BUDGET AMENDED BUDGET Training&Travel 13,461 17,500 17,500 18,500 Dues&Subscriptions 2,298 4,000 4,000 4,250 ' Advertising 1,045 - - - Outside Printing 1,352 2,500 2,500 2,500 Meetings&Receptions 85 2,000 2,000 2,000 t Software Maintenance - - - 4,200 Rolling Stock Replacement 71,470 SUBTOTAL $ 18,241 $ 26,000 $ 26,000 $ 102,920 SUPPLIES ' General Supplies 4,649 7,000 7,000 8,150 IT-Small Equipment 1,879 SUBTOTAL $ 4,649 $ 7,000 $ 7,000 $ 10,029 ' MAINTENANCE Vehicle Maintenance 131 1,250 1,250 1,500 SUBTOTAL $ 131 $ 1,250 $ 1,250 $ 1,500 PROFESSIONAL SERVICES ' Professional Services 4,285 8,000 8,000 8,000 SUBTOTAL $ 4,285 $ 8,000 $ 8,000 $ 8,000 MISCELLANEOUS , Donation Expense 50,000 50,000 50,000 50,000 SUBTOTAL $ 50,000 $ 50,000 $ 50,000 $ 50,000 DEPARTMENT TOTALS $ 738,765 $ 882,081 $ 856,776 $ 1,075,924 ' 2015-2016 2016-2017 2016-2017 2017-2018 , Organizations ACTUAL BUDGET AMENDED BUDGET Family Promise 3,500 3,000 3,000 3,000 ' Children's Advocacy Center of CC 15,500 - - - CASA ofCollin County 15,500 23,500 23,500 23,500 Collin County Committee on Aging 15,500 23,500 23,500 23,500 SUBTOTAL $ 50,000 $ 50,000 $ 50,000 $ 50,000 ' City of Allen 74 FY2018 Budget ' ' Emir, DEPARTMENT ACCOUNT COMMUNITY DEVELOPMENT rr. t PLANNING r . ' Development Projects Reviewed The Land Development Division reviews plans for development projects including zoning, specific use permits, general development plans, 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. ' Development Projects Reviewed ' 120 1zo 100 80 60 ' 40 20 -- 0 ' 2013 2014 2015 2016 2017 Est. Site Plan 29 30 34 43 40 Plats 34 33 37 51 56 ' GOP 2 2 0 1 0 Zon0 25 23 30 24 ing/Sl1P 3 ' Permits Reviewed The Land Development Division reviews building permits, sign permits and civil plans for all new ' businesses and building permits for zoning compliance. Permits Reviewed ' Boo 700 ' 00 500 400 ' 300 200 — 100 — 0 2013 2014 2015 2016 2017 Est. ■Building/CO 408 487 611 744 692 ' City of Allen 75 FY2018 Budget FUND DEPARTMENT ACCOUNT ' GENERAL FLING COMMUNITY DEVELOPMENT rr. t 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. In calendar year 2016 Code Compliance ' Officers resolved 4,875 violations,while only issuing 98 citations.Seventy-two percent of violations were resolved within 30 days. Code Compliance Cases (FY) , 8,000 6,000 4,000 ' 2,000 2013 2014 2015 2016 2017 Es[. ri•Cases': 7,312 4,104 3,656 4,875 5,000 , Community Development Block Grant Projects The City of Allen receives federal funds through the Community Development Block Program (CDBG). t 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 repairs projects is determined by the ' average cost of those projects. Home Repair Projects t (includes minor repairs) , 25 - - $25,000 20 $20,000 ' 15 $15,000 10 $10,000 ' 5 $5,000 o - '' $o ' 2013 2014 2015 2016 2017 ESt. Houses 13 9 9 19 20 $/Hoose $22,500 518,500 $21,900 $18,912 $15,527 City of Allen 76 FY2018 Budget . COMMUNITY SERVICES ' ORES ADMINISTRATION 1600100 ' BUILDING MAINTENANCE 1615110 SERVICE CENTER 1620470 STREETS 1625110 1 Director 1 ' ' Senior Admnslrahve Assistant t ' Assistant Director 1 ' S uperi tendage Fleet Coortlnator Building Maintenance Forms Supenntentlml t ' Crew Leader _ Building Technician 2 3 Lead Custodan Equipment Operator 2 2 Maintenance Worker _ Custodsn 7 1 1 City of Allen 77 FY2018 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY SERVICES 1600100 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 ' Stfategy3. Ensure excellent fiscal management to maintain public trust • Quickly and completely responded to citizen requests for assistance and information. • Developed the seventh 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 gill 898 compliance to reduce municipal electric use by 5%per year through FY 2021. Goal 8. Proactively work to Protect.conserve and manage water resources , Strategy 2. Work with NTMWD to protect and conserve water resources • Reported the 9"year progress for the TCEQ Sanitary Sewer Overflow Program. ' • Continued the 7th 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 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 Oncors electric demand and use reduction programs that are aimed at improving the energy efficiency of city buildings Goal 6. Maintain operational excellence in City government services ' Strategy 3. Ensure excellent fiscal management to maintain public trust • Respond to customer calls,emails,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 City and NTMWD capital improvements. • Continue fleet conversion to alternative fuels or vehicles meeting low emission standards(LEV). • Continue reporting of electric consumption in accordance with Senate Bill 998 compliance to reduce municipal ' electric use by 5%per year through FY 2021. Goal 8. Proactively work to Protect,conserve and manage water resources ' Strategy 2. Work with NTMWD to protect and conserve water resources • Continue a free residential home irrigation audit program. • Continue educational endeavors with AISD, scout groups, homeowners associations, garden clubs, and special , educational series of workshops. City of Allen 78 FY2018 Budget ' ' FUND DEPAR7NILKADWICINGENERALFUND COMMUNITY SERVICESF ADMINISTRATION EXPENDITURE SUMMARY ' 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 437,392 460,670 462,321 480,852 Operations 1,422 4,940 4,940 101,886 Supplies 3,452 3,110 3,110 3,170 Maintenance 96 1,225 1,225 1,250 Professional Services 2,300 2,300 2,000 ' DEPARTMENTTOTAL PERSONNEL SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 FULLTIME ACTUAL BUDGET AMENDED BUDGET Director 1 1 1 1 Assistant Director 1 1 1 1 Senior Administrative Assistant 1 1 1 1 TOTAL FULL TIME 3 3 3 3 TOTAL FULL-TIME-EQUIVALENT 3 3 3 3 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salaries 320,197 336,764 338,039 356,230 Longevity 2,468 2,612 2,612 2,756 Overture 987 1,500 1,500 1,500 FICA 22,278 22,244 22,129 23,736 TMRS 45,777 48,372 48,159 50,761 Worker's Compensation 469 646 MIS 681 ' Health Insurance 41,762 44,868 45,572 41,572 Dental Insurance 2,410 2,512 2,512 2,653 Long-term Disability 418 416 416 389 Ufelnsurance 458 550 550 403 Flexible Spending 171 186 186 171 SUBTOTAL $ 437,392 $ 460,670 $ 462,321 $ 480,852 OPERATING EXPENDITURES ' Training&Travel 1,121 1,965 1,965 1,965 Dues&Subscriptions 301 2,875 2,875 3,175 Software Maintenance - - - 3,900 Rolling Stock Replacement - - - 92,846 SUBTOTAL $ 1,422 $ 4,840 $ 4,840 $ 101,886 SUPPLIES General Supplies 3,452 3,110 3,110 3,170 SUBTOTAL $ 3,452 $ 3,110 $ 3,110 $ 3,1'70 MAINTENANCE Vehicle Maintenance 96 1,225 1,225 1,250 SUBTOTAL $ 96 S 1,225 $ 1,225 $ 1,250 ' City of Allen 79 FV2010 Budget 2015-2016 2016-201] 2016-2011 201]-2018 PROFESSIONAL SERVICES ACTUAL BUDGET AMENDED BUDGET Professional Services 2,300 2,300 2,000 SUBTOTAL $ - $ 2,300 $ 2,300 $ 2,000 DEPARTMENT TOTALS $ 442,362 $ 412,145 $ 973,196 $ 589,158 City of Allen 80 FY2018 Budget 1GENERAL FUND COMMUNITY SERVICES ' FUND DEPARTMENT/DVVAi.,* M' ' Low Emission Vehicles The City of Allen is gradually Percentage of City's Fleet replacing its higher emission gas or that is LEV/AFV ' diesel burning light duty (non- 100% emergency)vehicles with Ultra-Low Emission Vehicles (ULEV), Low Emission Vehicles (LEV), or 90% - ' Alternative Fueled Vehicles (AFV) in order to meet EPA requirements. Community Services, Engineering, 80% - -- Building and Code, and Parks and Recreation are all affected by the 70% EPA requirements and are procuring lower emission replacement vehicles as a result. 80% Public Safety vehicles are not ' included in the EPA requirements; 50% however, all patrol can purchased 2014 2015 2016 2017 Est. in the past three years are also LEV or ULEV. 1 City of Allan 81 FY2018 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY SERVICES 1615110 BUILDING MAINTENANCE DIVISION 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. Accomplishments in FY t , Goal 2. Cultivate regional alliances and Partnerships with aeencles and governmental units that affect Allen • Participated in planning of city buildings for energy efficiency through Oncor's electric demand and use reduction ' programs. • Joined Metroplex Facility Managers Association. • Developed communication forum with private sector facility managers,participated in a BOMA focus group,and , HVAC talk forum • Joined several groups through Linkedln,such as the 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 , Strategyl. Utilize technology for optimum performance and customer service • Continued automated building maintenance request system with assistance from the IT department. Strategy3. Ensure excellent fiscal management to maintain public trust • Assisted inset up and breakdown 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 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. • Help develop the plan to replace Chillers at City Hall. ' • Assist and oversee integrating the new EMS system at Police HO. • Work with new Energy Management System to better utilize the systems'ability to conserve energy. • Develop new alliances through membership in the International Facility Managers Association(IFMA) ' Goal 6. Maintain operational excellence in City government services Strategy 3. Ensure excellent Fiscal management to maintain public trust • Maintain a high level of maintenance and repair for City facilities the division maintains. , City of Allen 82 FY2018 Budget ' :GENERAL FUND COMMUNITY SERVICES 161511n FUND DEPARTMENTIDIVISION EXPENDITURE SUMMARY ' 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 772,418 783,016 829,176 876,730 Operations 6,503 9,905 9,905 10,010 Supplies 87,985 68,870 68,870 70,220 Maintenance 15,386 80,700 92,700 88,310 ' Professional Services 203,142 175.393 175,393 201,285 DEPARTMENT TOTAL $ 1,085,434 $ 1,117,884 $ 1,176,044 $ 1,246,555 2015-2016 , 2016-2017 2016-2017 2017-2018 FULLTIME ACTUAL BUDGET AMENDED BUDGET Building Maintenance Foreman 1 1 I 1 Building Technician 3 3 3 3 Lead Custodian 2 2 2 2 ' Custodian 7 7 7 7 TOTAL FULL TIME+a TOTAL FULL-TIME-EQUIVALENT 13 13 13 13 ' 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salaries 456,179 493,941 497,866 523,160 ' Longevity 4,344 4,664 4,408 5,324 Overtime 61,038 23,000 60,000 60,000 FICA 36,849 36,691 39,931 42,025 TMRS 73,770 74,020 74,256 82,955 ' Worker's Compensation 7,995 10,225 10,225 11,989 Health Insurance 121,029 128,469 130,484 137,749 Health Savings 376 - - 1,129 Dental Insurance 9,640 10,502 10,502 11,093 Long-term Disability 577 748 748 651 Life Insurance 337 446 446 370 Flexible Spending 285 310 310 285 SUBTOTAL $ 772,418 $ 783,016 $ 829,176 $ 876,730 OPERATIONS Training&Travel 1,092 1,070 1,070 1,070 ' Dues&Subscriptions - 545 545 545 Clothing&Uniforms 5,411 5,390 5,390 5,495 Advertising - 150 150 150 ' Re0tals/Leasing - 2,750 2,750 2,750 SUBTOTAL $ 6,503 Si 9,905 $ 9,905 $ 10,010 City of Alle0 83 FY2018 Budget FUND DEPARTMENT/DIVISION ORG GENERAL FUND COMMUNITY SERVICES 1615110 BUILDING MAINTENANCE 2015-2016 2016-2017 2016-2017 2017-2018 , SUPPLIES ACTUAL BUDGET AMENDED BUDGET Janitorial Supplies 82,757 62,220 62,220 63,440 Small Tools&Minor Equipment 5,228 6,650 6,650 6,780 ' SUBTOTAL $ 87,985 $ 68,870 $ 68,870 $ 70,220 MAINTENANCE Building Maintenance 12,624 78,000 90,000 85,560 , Vehicle Maintenance 2,761 2,700 2,700 2,750 SUBTOTAL $ 15,386 $ 60,700 $ 92,700 $ 88,310 PROFESSIONAL SERVICES Contractual Services 203,030 172,893 172,893 198,785 ' Professional Services 111 2,500 2,500 2,500 SUBTOTAL $ 203,142 $ 175,393 $ 175,393 $ 201,285 DEPARTMENT TOTALS $ 1,085,434 $ 1,117,884 $ 1,176,044 $ 1,246,555 ' City of Allen 94 FY2018 Budget ' FUND DEPARTMENT/DIVISION GENERAL FUND COMMUNITY SERVICES BUILDING MAINTENANCA-.;�- Building Square Footage Cleaned The total amount of square footage Building Square Footage Cleaned cleaned was increased October 2010 as 229,000 227,Go6 227,006 tthe Municipal Service Center was 227,000 t completed at that time. An additional 225,00029,100 square feet of area was added to 223, 00the total with the completion of the 221,000 service center. In December 2015, the city 219,000 - hall basement will be expanded by 5206 SF 217,000 — for meeting room space. 2014 2015 2016 2017 Total Square Feet Cleaned per Custodian This measure reflects the efficiency of the Total Square Feet Cleaned Division's cleaning efforts.The Division has a 25,500 per Custodian ' goal of 18,000 square feet cleaned per r 25,223 25,223 custodian to allow for thorough cleaning. In 25,000 - - - ' FY2011, one new custodian was added to 24.644 24,644 clean the service center. 24,500 — 24,000 ' 2014 2015 2016 2017 Cleaning Cost Dollars per Square Foot Cleaned ' This is the cost incurred by the division for per Year each square foot cleaned. The dollar amount $4.00 includes salary and benefits for employees, $3.50 ' uniforms,supplies,and cleaning equipment. $3.00 $2.50 $2.00 $1.50 $1.00 _ ' 2014 2015 2016 2017 ' City of Allen 85 FY2018 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY SERVICES 00 CENTER DIVISION __,dJJJJML SERVICE 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. Goal 6. Maintain operational excellence in City government services Strategy3. Ensure excellent fiscal management to maintain public trust • Oversaw operations of the Municipal Service Center including administration building and shop building. ' • Managed operations budget for the Service Center for FY 16-17 including the transfer of General Fund fuel costs included in the Service Center budget. • Underwent Storm Water inspections from the TCEQ and EPA for entire MSC site and received notice of no ' violations. Objectives 1 , Goal6. Maintain operational excellence in City goyernmentservices ' Strategy3. Ensure excellent fiscal management to maintain public trust • Develop and monitor the operations budget and be prepared to make mid-year adjustments and develop the FY 17-18 budget based on the facilities historic costs that are developed. CIH of Allen 86 FY3018 Budget , 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel 79,685 83,251 84,118 8],]13 ' Operations 340,294 623,200 489,700 614,615 Supplies 36,007 24,250 24,250 24,570 Maintenance 18,572 24,900 24,900 25,020 ' Professional Services 28,608 3],4]0 3],4]0 37,470 DEPARTMENT TOTAL $ 503,165 $ ]93,0]1 $ 660,438 $ 789,388 2015-2016 2016-2017 2016-2017 2017-2018 FULLTIME ACTUAL BUDGET AMENDED BUDGET Fleet Coordinator 1 1 1 1 TOTAL FULL TIME 1 1 1 1 TOTAL FULL-TIME-EQUIVALENT 1 1 1 1 ry 2015-2016 2016-201] 2016-201] 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salaries 56,317 58,493 58,593 61,242 Longevity 56 104 104 152 Overtime 752 1,000 1,500 1,250 FICA 4,083 4,242 4,315 4,493 TMRS 8,106 8,457 8,515 8,876 Worker's Compensation 907 1,213 1,213 1,295 Health Insurance 8,469 8,688 8,824 9,315 Dental Insurance 8]] 914 914 965 ' Long-term Disability 73 88 88 ]] Ufelnsurance 44 52 52 48 SUBTOTAL $ 79,685 $ 83,251 $ 84,118 $ 87,713 OPERATIONS Fuel 339,200 619,125 485,625 610,520 Training&Travel 500 500 500 Dues&Subscriptions 310 325 325 325 Clothing&Uniforms 784 1,000 1,000 1,020 Rentals 2,000 2,000 2,000 Outside Printing 250 250 250 ' SUBTOTAL $ 340,294 $ 623,200 $ 489,700 $ 614,615 City of Allen 87 FY2018 Budget FUND DEPARTMENT/DIVISION ORG GENERAL FUND COMMUNITY SERVICES 1620XXXi - - -SERVICE CENTER EXPENDITURE DETAIL-CONTINUED 2015-2016 2016-2017 2016-2017 2017-2018 SUPPLIES ACTUAL BUDGET AMENDED BUDGET General Supplies 27,453 16,200 16,200 16,520 Small Took&Minor Equipment 8,554 8,050 8,050 8,050 ' SUBTOTAL $ 36,007 $ 24,250 $ 24,250 $ 24,570 MAINTENANCE Facility Maintenance 8,961 12,800 12,800 12,800 Vehicle Maintenance 5,962 3,550 3,550 3,550 ' Equipment Maintenance 3,648 8,550 8,550 8,670 SUBTOTAL $ 18,572 $ 24,900 $ 24,900 $ 25,020 PROFESSIONAL SERVICES ' Contractual Services 26,802 37,470 37,470 37,470 Professional Services 1,806 - - - SUBTOTAL $ 28,608 $ 37,470 $ 37,470 $ 37,470 ' DEPARTMENTTOTALS $ 503,165 $ 793,071 $ 660,438 $ 789,388 City of Allen 88 FY2018 Budget , DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY SERVICES 1625110 ;. L TS DIVISION Streets division is responsible for promoting quality of life and the public's safe driving experience through maintaining public streets,sidewalks,and alleys. Accomplishments in FY 1 ' Goal 6. Maintain operational excellence in City government services Strategy3. 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.Caught upon substantial backlog. Developed and oversaw annual street and alley repair project. • Responded to all citizen requests for assistance within 24 hours to demonstrate a high degree of customer service. • Continued the Micro Slurry Seal program for resurfacing asphalt streets in Fountain Park and High Meadow subdivisions. • Developed a new street and alley rating system integrated into the GIS system, utilizing mobile devices.Thus far we have rated all residential and collector streets and are 50%complete with alley ratings. • Utilized the concrete truck to help facilitate delivery reliability and increase Streets,Drainage,and Water and Sewer efficiency. ' Goa16. Maintain operational excellence in City government services Strategy 3. Ensure excellent fiscal management to maintain public trust • Implement a new computerized maintenance management system to formulate the division's Pavement Maintenance program. • Continue to 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 inspect alleys and provide ratings for use in the street and alley repair project. • Develop and oversee the street and alley repair project for this fiscal year. City of Allen 89 FY2018 Budget (FUND DEPARTMENT/DIVISION 4 ' . ' �GENERALFUND COMMUNITY STREETS EXPENDITURE SUMMARY 1 2015-2016 2016-2D17 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 706,621 767,551 767,687 838,771 Operations 17,620 14,725 14,725 14,955 ' Supplies 13,086 24,271 24,271 55,741 Maintenance 127,906 457,005 462,640 835,525 Professional Services 129,400 170,000 170,000 220,000 Capital - - 179,500 , DEPARTMENTTOTAL $ 994,634 $ 1,433,552 $ 1,439,323 $ 2,144,492 2015-2016 2016-2017 2016-201] 2017-2018 FULLTIME ACTUAL BUDGET AMENDED BUDGET ' Streets/Drainage Superintendent 0 0 0 1 Foreman 1 1 1 0 Crew Leader 2 2 2 2 Equipment Operator 2 2 2 2 , Maintenance Worker 7 7 7 7 TOTAL FULL TIME 12 12 12 12 TOTAL FULL-TIME-EQUIVALENT 12 12 12 12 2015-2016 2016-2017 2016-201] 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salaries 440,722 482,230 484,730 523,357 ' Longevity 3,824 4,384 3,984 4,308 Overtime 22,126 18,000 18,000 18,000 FICA 32,892 35,482 34,105 38,217 , TMRS 66,221 71,612 69,057 77,080 Worker's Compensation 15,391 20,191 20,191 21,000 Health Insurance 116,447 125,456 127,424 145,625 Dental Insurance 7,975 8,904 8,904 10,131 ' Long-term Disability 567 732 732 610 Life Insurance 341 436 436 386 Flexible Spending 114 124 124 57 ' SUBTOTAL $ 7116,621 $ 767,551 $ 767,667 $ 838,771 OPERATIONS Training/Travel/Mileage 2,175 3,450 3,450 3,470 Dues&Subscriptions 2,082 550 550 550 Clothing&Uniforms 9,387 8,000 8,000 8,160 Rentals 3,976 2,725 2,725 2,775 SUBTOTAL $ 17,620 $ 14,725 $ 14,725 $ 14,955 , City of Allen 90 FV2018 Budget , I ' 2015-2016 2016-2017 2016-2017 2017-2018 SUPPLIES ACTUAL BUDGET AMENDED BUDGET General Supplies 9,515 12,725 12,725 37,725 ' Small Tools&Minor Equipment 3,572 11,196 11,196 17,666 Medical&Chemical Supply 350 350 350 SUBTOTAL $ 13,086 $ 24,271 $ 24,271 $ 55,741 MAINTENANCE Vehicle Maintenance 9,815 14,330 14,330 14,600 Equipment Maintenance 10,116 11,575 11,575 11,800 Street/Sidewalk Maintenance 107,976 431,100 436,735 809,125 ' SUBTOTAL $ 127,906 $ 457,005 $ 462,640 $ 835,525 PROFESSIONAL SERVICES Contractual Seryices 129,400 P0,000 1]0,000 220,000 SUBTOTAL $ 1291 $ 170,000 $ 170,000 $ 220,000 CAPITALOUTLAY Machinery&Equipment 9,500 Vehicles 170,000 SUBTOTAL $ - $ - $ - $ 179,500 DEPARTMENT TOTALS $ 994,634 $ 1,433,552 $ 1,439,323 $ 2,144,492 s ' 2015-2016 2016-2017 2016-2017 2017-2018 MACHINERY&EQUIPMENT ACTUAL BUDGET AMENDED BUDGET Replacement-Sand Spreader 12yd 9,500 SUBTOTAL $ - $ - $ - $ 91 ' VEHICLES Pot Hole Patching Truck 170,000 ISUBTOTAL $ - $ - $ - $ 170,000 •The items listed are non-recurring capital expenses based on increased service to the community. City of Allen 911 FY2018 Budget FUND DEPARTMENT/DIVISION ACC. ' GENERAL FUND COMMUNITY SERVICES 1625110 STREETS PERFORMANCE ME ASURES Total Street Miles Total Street Miles , Total street miles in Allen have increased by 400 approximately 11 miles in the past three 302.40 308.25 313.80 319.52 years. Although maintenance will 300 ' eventually increase as a result of the new construction, for the immediate future the 200 new streets will require little maintenance. , All new streets are constructed with 100 -- concrete due to lower maintenance costs 16.25 14.93 14.93 14.93 and greater lifespan. 0 ' 2014 2015 2016 2017 Est. ❑Asphalt Miles ■Concrete Miles Street Conditions Percentage of Streets in The City's Pavement Service Rating FSR) Satisfactory Condition or Better system rates streets on a 0-5 scale, with 0 100% ' being impassible,3 being satisfactory,and 5 80% - being excellent or newly constructed. The rating measures cracking, base condition, 60% drainage, surface condition, distortion, and ride quality. Asphalt streets are cheaper to 40% build but more costly to maintain than 20% concrete. Concrete streets are evaluated every four years, and asphalt streets are 0% evaluated over a two year period, 50%one 2014 2015 2016 2017 Est. year and the other 50% the next. The ■Asphalt Miles ■Concrete Miles ' Department will be utilizing the new computerized maintenance management . A"satisfactory"rating for concrete streets means a system in the future to tie ratings to the GIS rating of 3.5 or better. , system to better evalute the network of • A"satisfactory"rating for asphalt streets means a streets. This new method will completely rating of 3.0 or better. revamp the system changing from a 0-5 - Asphalt street ratings are determined after the year's , rating to a,A-F rating system. overlay and sealing projects. City of Allen 92 FY2018 Budget ' ! �DIVISION ACCOUNT '.01MMUNITY SERVICES 1625110 ! Maintenance Dollars Funded per Year per Pavement Type The City has almost 23 times as ! many miles of concrete streets as $1,400,000 Maintenance Dollars Funded asphalt. Even though asphalt streets are more expensive to maintain than $1,200,000 - ! concrete, the difference in miles between the surface types results in $1,000,000 concrete streets receiving the majority of funding in normal $800,000 ! operations. The numbers show $600,000 water and sewer funds that ! resurfaced asphalt streets after $400,000 _ N sewer rehabilation projects were completed. $200,000 ! $0 2014 2015 2016 2017 Est. EAsphalt •Concrete ! Maintenance Dollars Spent per Center Line Mile per Year ! This measure analyzes the maintenance funds spent per mile for Maintenance Dollars Spent per Mile both asphalt and concrete streets. $9,000 S8.305 58,372 The 2015, 2016, and 2017 numbers $8,000 — ----- forasphaltincludesadditional money $7,000 ..--. $ 032 spent on the High Meadows $6,000 Subdivision and the Fountain Park ! Subdivision to resurface the streets $5,000 $a,974 -- after sewer rehabilitation projects. $4,000 - 53648 The Concrete dollars include $3,000 - ! concrete replacement from normal $2000 $2'105 51653 $1816 operation budgets and bond sales for contract concrete street repair. $1,000 ! $0 2014 2015 2016 2017 Est DAsphalt ■Concrete ! ! ! ! ! City of Allen 93 FY2018 Budget ENGINEERING ORGS , ENGINEERING 1650100 TRAFFIC 1655110 ' Diredor ' 1 Senor Mministrat - Assistant , 1 Conshuchon Manager 1 Assistant Diredor ' 1 Program Manager Traffic Signal Foreman Traffic Engineer Senor Conmrudon ' t Inspector Senior Signal Ted Cons! own CMI Engineer 1 Inspector 3" Engineering Traffic Signal Ted ' Technidan t ROWIUdity Tref Sngnal Coordinator AsslsNnt ' t Sins/Markngs ' Te h 2 • ROW/Utility Coordinator,one Construction Inspector and one Civil Engineer are funded in Water& ' Sewer ' **One position funded out of the Drainage Fund City of Allen 94 FY2018 Budget ' FUND DEPARTMENT ACCOUNT ' GENERALFUND ENGINEERING 1650100-1655110 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 publictraffic control devices are maintained and compliant with state and federal guidelines. Goa13. Improve regional mobility through transportation initiatives Strategy 2. Continue to leverage County,State(TxDOT)and Federal resources for road funding ' • Assigned Engineering department staff to remain engaged in TOOT projects in the community—widening of U575 and the reconstruction of FM2786(Stacy Road). Goal 5. Systematically Invest in Public Infrastructure I Strategy 2. Construct and improve roadway Infrastructure Replaced street name blades in two of thirty zones; replaced pavement markings throughout the city and portions of Stacy Road, Exchange Parkway and Ridgeview Drive; installed new school zone flashers,signage and pavement markings for Kerr Elementary;replaced 4 complete traffic signal intersection LED modules as well as 12 school flasher batteries,re-established radio communications to 30 traffic signal intersections by upgrading software,cabling and hardware;installed 10 Battery Backup Systems on existing traffic signals and replaced 80 Batteries. • Finished construction on the next phase of Ridgeview Drive near the future Watters Branch Community Park,the . Montgomery Boulevard Extension to U575,and the Alma Drive Intersection Improvements at Exchange Parkway. Completed property acquisition for the 2015 Intersection Improvements,providing additional right turn lanes. Began roadway rehabilitation in the Central Business District,along with city-wide pavement replacement($1.2m). Strategy 3. Plan for the construction of needed cityfacilities • Upgraded climate control at several facilities including replacing all fan power boxes&updating the HVAC system in the Police HQ data room. Completed year 2 of the EMS controls project at City Hall,Police HQ and Fire Station N5. • Completed and opened the newly expanded Fire Station p2 with upgrades to enhance emergency response. ' • Designed and installed 4 LED signs for the Animal Shelter,Bethany Lakes Park,Natatorium and JFRC. • Completed the schematic design for the expansion to the Central Fire Station. • Completed the design of the Library Phase I parking lot expansion. Goal 8. Proactively work to Protect,conserve and manage water resources Repainted the Rowlett Water Tower interior and Stacy Pump Station Ground Storage Tank 42. Finished Fountain Park Water&Sanitary Sewer Rehab Phase II Project and completed design of the Hillside Project. ' Objectives 1 Goa12. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen Continue partnering with Collin County and TxDOTto fund roadway projects(Ridgeview Drive,FM2551,etc.). Partner with TOOT to implement traffic signal upgrades coincident with TOOT roadway widening projects. Goal 3. Improve regional mobility through transportation initiatives Strategy 2. Continue to leverage County,State(TMDOT)and Federal resources for road funding ' Finalize concept design of Allen Drive/US75 Intersection Improvements. Complete four lanes of Ridgeview Drive from Cottonwood to Chelsea before 2 n year of Preston Elementary. Goal S. Systematically invest in Public infrastructure t Strategy 2. Construct and improve roadway infrastructure Complete installation of median landscape&lighting improvements in various locations throughout the community. • Complete construction on 2017 Streets&Alley Repair project at various locations throughout the community. ' : Complete design of new signal plans for Malone&Angel and Stacy&Curtis to be shovel-ready when need arises. Upgrade signals to improved technology,replace batteries,and continue conversion to utilize flashing yellow arrows. Install new traffic signal controllers city-wide and install new cabinet hardware as budget allows. Strategy 3. Plan for the construction of needed city facilities ' • Complete the renovation to the Central Fire Station and replace the roof. Complete the conversion of energy management controls for the Senior Center and Service Center. • Continue to administer facility renovation projects in accordance with the approved budget for ongoing facility ' reinvestment. ' City of Allen 95 FY201 B Budget !,FUND DEPARTMENT ORG GENERAL FUND ENGINEERING 165XXXX 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET ' Personnel Services 1,316,434 1,417,540 1,311,318 1,513,205 Operations 16,238 22,107 21,527 71,659 Supplies 5,768 5,550 5,550 5,585 t Maintenance 528,354 572,478 572,478 630,997 Professional Services 74,081 82,000 82,000 83,640 Capital 25,000 165,000 28,000 DEPARTMENT TOTAL $ 1,940,876 $ 2,124,675 $ 2,157,873 $ 2,333,066 ' 2015-2016 2016-2017 2016-2017 2017-2018 ' FULLTIME ACTUAL BUDGET AMENDED BUDGET Director 1 1 1 1 ' Assistant Director 1 1 1 1 Program Manager 1 1 1 1 Traffic Engineer 1 1 1 1 Construction Manager 1 1 1 1 ' Traffic Signal Foreman 1 1 1 1 Senior Signal Technician 1 1 1 1 Senior Construction Inspector 0 0 0 1 , Construction Inspector 1 1 1 1 Engineering Technician 1 1 1 1 Traffic Signa l Technician 2 2 1 1 ' Senior Administrative Assistant 1 1 1 1 Signs and Markings Technician 2 2 2 2 Traffic Signal Assistant 0 0 1 1 TOTAL FULL TIME 14 14 34 IS ' TOTAL FU LL-TIME-EQUIVALENT 14 14 14 15 V-. J 1 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET , Salaries 941,203 1,008,080 905,480 1,046,608 Longevity 6,244 5,676 4,400 4,368 Overtime 9,807 15,032 15,032 15,032 ' FICA 68,521 70,868 65,068 75,685 TMRS 135,675 144,112 130,978 150,933 Worker's Compensation 7,525 10,429 10,429 9,003 , Health insurance 133,350 146,543 163,131 198,517 Health Savings Account 4,200 4,282 4,282 Dental Insurance 7,476 9,364 9,364 10,612 Long Term Disability 1,135 1,470 1,470 1,276 , City of Allen 96 FY2018 Budget ' 2015-2016 2016-2017 2016-2017 2017-2018 ' PERSONNEL SERVICES-CONTINUED ACTUAL BUDGET AMENDED BUDGET Life Insurance 866 1,126 1,126 886 Flexible Spending 432 558 558 285 ' SUBTOTAL $ 1,316,434 $ 1,417,540 $ 1,311,318 $ 1,513,205 OPERATIONS Training/Travel/Mileage 8,262 10,720 10,720 10,720 Dues&Subscriptions 3,504 5,565 4,985 4,885 ' Clothing&Uniforms 4,473 5,822 5,822 5,913 Software Maintenance 3,790 Rolling Stock Replacement 46,351 ' SUBTOTAL $ 16,238 $ 22,107 $ 21,527 $ 71,659 SUPPLIES General Supplies 5,768 5,550 5,550 5,585 ' SUBTOTAL $ 5,768 $ 5,550 $ 5,550 $ 5,585 MAINTENANCE Vehicle Maintenance 6,061 5,054 5,054 5,054 Equipment Maintenance 285,756 317,424 317,424 320,943 ' Street/Sidewalk Maintenance 236,537 250,000 250,000 305,000 SUBTOTAL $ 528,354 $ 572,478 $ 572,478 $ 630,997 PROFESSIONAL SERVICES ' Contractual services 350 - -Professional Services 73,731 82,000 82,000 83,640 SUBTOTAL $ 74,081 $ 82,000 $ 82,000 $ 83,640 CAPITAL ' Vehicles 25,000 165,000 28,000 SUBTOTAL $ $ 25,000 $ 165,000 $ 28,000 ' DEPARTMENTTOTALS $ 1,940,876 $ 2,124,675 $ 2,157,873 $ 2,333,086 ' 2015-2016 2016-2017 2016-2017 2017-2018 CAPITAL ACTUAL BUDGET AMENDED BUDGET Traffic Foreman-F150 - - 25,000 - ' Bucket Truck - - 140,000 - Sr.ConstructionlnspectorVehicle 28,000 SUBTOTAL $ - $ - $ 165,000 $ 28,000 ' -The items listed are non-recurring capital expenses based on Increased service to the community. City of Allen 97 FY2018 Budget FUND DEPARTMENT ACCOUNT GENERALFUND ENGINEERING 1650100-1655110 Capital Project Funding Every yearthe City spends millions of dollars on large scale construction or maintenance projects and t on comprehensive studies to prepare for such projects.The Engineering Department oversees these activities. Projects completed during FY2017 include the Reconstruction of Ridgemont Drive, the widening of Chelsea Boulevard (including revised intersection control at Commerce Parkway), and ' starting a new median enhancement project for various locations throughout the community. The 2017 Streets & Alley's Repair project began which includes $1.2 million of pavement replacement throughout the community. Several facility upgrades for energy management control(year two of , three-year project)were finished along with improvements made on public facility appearance and security. Design for repair and renovation of Fire Station#2 is ongoing with construction planned by year end. Construction was completed on the Exchange Parkway sidewalk addition in front of the ' RaceTrac development,following original contractor default. Property acquisition concluded for the Intersection Improvements Project,which will provide an additional right turn lane at four locations along arterial roadways. Upgrades to our communication and control hardware/software for the traffic signal system were completed, as well as interior and exterior repainting of two water tanks. ' Additionally, the Traffic Division of Engineering replaced street name blades and regulatory signs in one, large zone for the city, updated school zone times on over 140 signs, refreshed and replaced pavement markings throughout the city, and made improvements to eight (8) signals at strategic ' locations for improved operations. Engineering staff continues to serve as a liaison to TxDOT on the US 75 project and the reconstruction of FM2786(Stacy Road). Staff continues to participate in efforts with Collin County, NTMWD, TOOT, Lucas, and Parker for the future widening of FM 2551 (Angel t Parkway). The amount spent on capital projects in varying categories for past fiscal years is shown, below,along with estimates for FY2017. 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. Total Dollars Spent - Capital Projects t 512 m a $10 ' 58 —_I $2 $o Faalrties Water/Sewer Drainage Streets Parks •2014 12016 "2016 e2017Est City of Allen 98 FY2018 Budget ' FUND DEPARTMENT ACCOUNTi GENERAL FUND ENGINEERING 1650100-1655110 ' Developer Contribution to Infrastructure During construction of a project, ' developers build infrastructure Value of Infrastructure from improvements that the City later Commercial Development maintains. The department helps plan $2'5 for the infrastructure needs, oversees $2.0 --- - the construction, and facilitates the transfer. a $1.5 0 ' 0 $0 Commercial development continued in $0 5 2017 with some notable projects being Allen Premium Outlets Expansion, $0.0 ' Compass Data Center, IntelliEpi, 2014 2015 2016_ 2017 Est Watchguard Video, Millenium Office eWATER wSEWER 11STREETS OSTORM Park (Kaizen), and the Allen Hotel ' Convention Center. Value of Infrastructure from Residential Development Commercial development is expected to $6 - remain steady with large-scale developments along SH 121 starting to $5 emerge. Single-Family residential $4 ' developments included Montgomery Ridge Ph. 2, Parkview Lane, Rivercrest = $3 Park, St. Andrews, Angel Field East, and f E2 ' Montgomery Farm Estates for a total of 617 lots. Multi-Family developments $1 accepted in 2017 include Alders at Twin Creeks and Twin Creeks Crossing, Phase $0 ' 20[4 2015 2016 2017 est. 2 S7 units). WATER SEWER •STREETS OSTORM ' New Residential Lots New Residential Lots The artificial fiscal year reporting period 600 would seem to indicate a decrease from ' last year in single family development 400 with only 353 lots anticipated to be accepted for permits in FV17. These ' numbers are not indicative of a trend, 200 though; rather, it is the natural consequence of construction timing not 0 coinciding with fiscal year end. As of this 2014 2015 2016 2017 Est. ' writing, projections for next year are 514 lots,which includes two large subdivisions that are already under construction. This is believed to be a conservative estimate, as other projects may reveal themselves in the coming months and o the next fiscal year,not yet realized at the date of publication. 1 City of Allen 99 FY2018 Budget FINANCE ORG 'ADMINISTRATION 1160100 Strategic Senricea Chief Fnancial Officer ' Audior 1 1 Senor Ass iAtlmmist2b ' 1 Assiscanl Chiet Financial Ofioer ' I � ' Butlget Mana3er Conimller Purchasug Manager ' Financial Analyst Senior AccountaAtl nt COMuad t II miniat2Mr ■■ 1 7 Sunt Accounlanl Buyer 1 A6oVnt81t 1 2 1 Senior Payroll SenprAecouulant ' Specialist 2 Technician Technician Technician Technician 1 2 t 1 1 City of Allen 100 FY2018 Budget ' FUND DEPARTMENT ACCOUNT GENERAL FUND FINANCE 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 Strategy3. Ensure excellent fiscal management to maintain public trust • Continued to receive professional awards and recognition: o Received the 18'" Certificate of Achievement for Excellence in Financial Reporting from the National Government Finance Officers Association(GFOA). o Received the 18'h Distinguished Budget Presentation Award from GFOA. o Received the 17'" Achievement of Excellence in Procurement Award from the National Purchasing Institute(NPI). • For the ninth consecutive year, the external audit for the period ending September 30, 2016 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 Water and Sewer Revenue Bonds,Aa2 on Economic Development Revenue Bonds and Aa2 on Community Development Revenue Bonds. • Issued G.O.Bonds m the amount of$12,623,930 in lune 2017. • 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,Central Business District 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 Purchasers Forum annual "How to Do Business with Government Entities'vendor fair. Goal6. Maintain operational excellence in City government services Strategy3. 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 TIF's • 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. • 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. S City of Allen 101 FY2016 Budget FUND DEPARTMENT QRG- GENERALIFUND FINANCE 1160100 EXPENDITURE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 1,692,795 1,889,919 1,833,498 2,159,823 Operations 25,496 46,182 42,487 60,207 Supplies 11,781 11,775 11,675 11,775 ' Professional Services 282,037 270,340 282,840 280,090 DEPARTMENT TOTAL $ 2,012,110 $ 2,218,216 $ 2,170,500 $ 2,511,895 2015-2016 2016-2017 2016-2017 2017-2018 FULLTIME ACTUAL BUDGET AMENDED BUDGET , Chief Financial Officer 1 1 1 1 Assistant Chief Financial Officer 1 1 1 1 Budget Manager 0 1 1 1 Controller 1 1 1 1 Purchasing Manager 1 1 1 1 Senior Accountant II 1 1 1 1 Strategic Services Auditor 1 1 1 1 Senior Accountant' 1 1 1 3 Accountant 2 2 2 1 Contract Administrator 1 1 1 1 ' Financial Analyst 1 1 1 1 Budget Officer 1 0 0 0 Senior Payroll Specialist 1 1 1 1 Buyer 2 2 2 2 Accounting Technician 2 3 3 3 Senior Administrative Assistant 1 1 1 1 TOTAL FULL TIME 18 19 19 20 TOTAL FULL-TIME-EQUIVALENT 18.00 19.00 19.00 20.00 'One povbon is located at the Allen Event Center a a 2015-2016 2016-2017 2016-2017 2017-2018 1 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salaries 1,218,251 1,340,165 1,312,720 1,532,806 ' Longevity 5,396 5,160 5,256 5,312 Overtime 11,973 15,000 15,000 15,000 FICA 88,801 95,037 90,865 106,637 , TMRS 174,874 192,158 184,477 219,538 Worker's Compensation 1,795 2,541 2,476 2,952 City of Allen 102 FY2018 Budget 1 1FUND DEPARTMENT 6RdGENERAL 1 FINANCE 2015-2016 2016-2017 2016-2017 2017-2018 1 PERSONNEL SERVICES-CONTINUED ACTUAL BUDGET AMENDED BUDGET Health Insurance 175,529 219,081 204,028 255,912 Health Savings - 1,073 - 1,129 i Dental Insurance 13,017 15,719 14,842 16,883 Long-term Disability 1,535 1,932 1,869 1,768 Ufelnsurance 1,126 1,438 1,407 1,316 Flexible Spending 499 615 558 570 1 SUBTOTAL $ 1,692,795 $ 1,889,919 $ 1,833,498 $ 2,159,823 OPERATIONS Training[I'my l/Mileage 20,452 37,400 34,900 36,300 1 Dues&Subscriptions 5,044 8,782 7,587 7,657 Software Maintenance 16,250 SUBTOTAL $ 25,496 $ 46,182 $ 42,487 $ 60,207 1 $UPPLIES General Supplies 11,781 11,775 11,675 11,775 SUBTOTAL $ 11,781 $ 11,775 $ 11,675 $ 11,775 PROFESSIONAL SERVICES i Contractual Services 53,703 68,110 78,110 75,350 Professional Services 36,256 2,230 4,730 4,730 Credit Card Costs 192,078 200,000 200,000 200,000 1 SUBTOTAL $ 282,037 $ 270,340 $ 282,840 $ 280,090 DEPARTMENTTOTALS $ 2,012,110 $ 2,218,216 $ 2,170,500 $ 2,511,895 1 1 1 i i 1 1 i 1 City of Allen 103 FY2018 Budget FUND DEPARTMENT ACCOUP GENERALFUND FINANCE 11601# , PERFORMANCE MEASURES 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 2014 2015 2016 2017 Est. Total Expenditures $79,543,883 $84,659,234 $90,206,301 $98,080,098 Ending Fund Balance $ 19,091,532 $20,329,129 $22,041,761 $19,709,071 Days Operational Expense in Reserve 87.6 80.6 85.8 73.3 G.O.Bond Rating: , Moody's Investor Service Aal Aal Aaa Aaa Standard&Poor's AAA AAA AAA AAA WATER&SEWER FUND 2014 2015 2016 2017 Est. Available for Debt Service $6,511,667 $9,951,052 $4,483,265 $2,319,976 Annual Debt Service Requirement $1,647,441 $1,526,235 $1,166,045 $1,162,998 ' Coverage per Rate Covenant 3.95 6.52 3.84 1.99 W&S Revenue Bond Rating: Moody's Investor Service Aa2 Aa2 Aa2 Aa2 ' 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 Citys Annual Budget document is also judged against criteria set by the GFC and is evaluated on how well it serves as a policy document, a financial plan, an operations guide, and as a communication device. t 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. City of Allen 104 FY2018 Budget ' .t rr 2014 2015 2016 2017 ' Certificate of Achievement for Excellence in Financial Reporting 0 0 B Distinguished Budget Presentation Award 0 B ' Achievement of Excellence in Procurement Award ® 0 z ' Although not an award, but an indication of the value of financial management, for the eighth time in the history of the City the external audit for the period ending September 30, 2016 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: ' FY2014 FY2015 FY2016 FY2017 Est. Actual Investment Yield 0.5068% 0.7210% 0.7376% 1.0436% ' Benchmark l6-month Treasury Bill) 0.068% 0.1057% 0.3937% 0.8529% ' Yield Compared to Benchmark 745% 682% 187% 122% i i City of Allen 106 FY2018 Budget 1 1 FIRE ORG ' ADMINISTRATION 1300100 1 crier 1 FiehMS Repadrng Senbr Pdmrnetretne 1 Spedalrst Assistant 1 1 Assistant Chief A Igant Chef AssislaMChiaf Dnssron Chef ' a o- Pubic Edumficn 1 Adminigrafi�re Ass'stant Badafon Chief Adminigmb" Coardeator t Assrgant 1 1 SLppal SerNces Filo Preventbn Technroan Cepa n Speaalet 2 1 1 Odver Operebr File Inspector&Arson Fsgineer lDDE) Invegigalor 1 15 3 FrrefigbletParanedre 1 i 1 1 1 1 City of Allen 106 FY2018 Budget 1 FUND DEPARTMENT ACCOUNT ' GENERALFUND FIRE 1300100 ' The Allen Fire Departmentserves and protects its citizens andvisitors by providingthe best in Emergency Medical Services, Fire Suppression,Fire Prevention and Education,and Emergency Management. Accomplishments in FY 1 Goal 1. Enhance Community Livability and Safety ' strategy 1. Continue to provide Progressive and efficient emergency services Activated additional features of the Station Alerting system to further reduce response times. Selected a new Medical Director.Wrote medical treatment protocols to establish ownership of the work product. • Enhanced quality improvement and quality assurance programs related to EMS incidents. Implemented new storm monitoring program for evaluating severe weather and its potential impact on Allen. Expanded our development programs for shift officers,apparatus drivers and future leaders. • Researched and implemented practices to comply with new regulatory mandates. ' • Received Texas Ambulance Supplemental Payment Program award in the amount of$503,655.We replaced some of our durable medical equipment with this funding. • Contracted with 3'd party experts to conduct a HIPAA audit to help ensure on-going compliance. ' • CERT expanded radio broadcasting capabilities and notification processes via CAD. Goal 2. Cultivate reaional alliances and partnerships with agencies and governmental units that affect Allen • Increased inter-operability with neighboring fire departments through joint training and resource sharing. ' Enhanced operations and federal grant eligibility by completing NIMS and ICS training requirements. • Worked with the Insurance Service Office to maintain our Public Protection Classification(PPC).The PPC for Allen is a Class 2 (on a scale of 1 to 10 with 1 being the best rating). This places Allen in the top 5%. Goal 5. Systematically Invest in public infrastructure Strategy 3. Plan for the construction of needed City facilities • Completed the construction of Fire Station a2. • Developed construction documents for the repairs/expansion of Central Fire Station. Objectives for FY 21 Goal1. Enhance Community Livability and Safety Strategy 1. Continue to provide progressive and efficient emergency services ' : Enhance/expand the capabilities and use of the Community Emergency Response Team(CERT). Expand the use of NIMS simulation lab to include additional mutual aid departments. • Utilize 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. Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen • Increase interoperability with neighboring departments through joint training,policy sharing and facility placement. Work with Collin County Fire Chiefs to enhance the county-wide mutual aid system. Continue to push local hospital emergency departments to increase their capabilities and working relationship with the AFD to insure the highest level of care for our citizens transported by ambulance to their facilities. ' • Conduct regular meetings with representative from area healthcare providers about the future of healthcare delivery in Allen. Goal S. Systematically invest in public infrastructure Strategy 3. 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 a6. • Consider site engineering work on FSN6 site in preparation for future construction. City of Allen 107 FY2018 Budget FUND DEPARTMENT ORG GENERAL FUND FIRE 1300100 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 12,941,986 14,264,443 14,089,025 14,635,743 Operations 220,479 217,010 214,010 1,252,787 Supplies 236,282 262,150 265,150 265,150 ' Maintenance 313,811 309,450 309,450 329,409 Professional Services 203,097 209,350 209,350 209,350 DEPARTMENT TOTAL $ 13,915,655 $ 15,262,403 $ 15,086,985 $ 16,692,439 2015-2016 2016-2017 2016-2017 2017-2018 ' FULLTIME ACTUAL BUDGET AMENDED BUDGET Fire Chief 1 1 1 1 Assistant Fire Chief 3 3 3 3 , Fire Division Chief 1 1 1 1 Battalion Chief 3 3 3 3 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 0 3 3 Fire Prevention Specialist 4 4 1 1 Public Education Coordinator 1 1 1 1 Fire/EMS Reporting Specialist 1 1 1 1 Senior Administrative Assistant 1 1 1 1 Support Services Technician 1 1 1 2 ' Administrative Assistant 1 1 1 2 TOTAL FULL TIME 114 114 114 116 TOTAL FULL-TIME-EQUIVALENT 114 114 114 116 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salaries 8,537,099 9,607,889 9,254,873 9,611,555 ' Longevity 63,572 68,484 67,444 70,548 Overtime 679,376 703,040 750,000 800,000 FICA 663,504 703,719 736,885 758,933 , TMRS 1,313,447 1,402,458 1,472,431 1,482,165 Worker's Compensation 92,785 120,213 124,881 137,149 Health Insurance 1,465,554 1,521,644 1,545,514 1,635,175 ' Health Savings Account 15,302 15,269 15,269 17,290 Dental Insurance 90,206 96,612 96,612 100,820 Long-term Disability 10,894 13,030 13,030 11,406 Life Insurance 6,906 8,489 8,489 7,510 , City of Allen 108 FY2018 Budget t 1 1 i F 2015-2016 2016-2017 2016-2017 2017-2018 1 PERSONNEL SERVICES-CONTINUED ACTUAL BUDGET AMENDED BUDGET Flexible Spending 3,340 3,596 3,596 3,192 SUBTOTAL $ 12,941,986 $ 14,264,443 $ 14,089,025 $ 14,635,743 1 OPERATIONS Tanning\Travel 78,572 57,000 57,000 57,000 Dues\Subscriptions\License 19,232 22,810 22,810 22,810 Uniforms 111,955 126,000 126,000 126,000 1 Advertising 135 500 500 500 Rentals 184 3,000 Outside Printing 4,797 3,500 3,500 3,500 1 Meetings&Receptions 5,604 4,200 4,200 4,200 Software Maintenance 51,803 Rolling Stock Replacement 986,974 1 SUBTOTAL $ 220,479 $ 217,010 $ 214,010 $ 1,252,787 SUPPLIES General Supplies 22,703 19,150 19,150 19,150 Small Tools&Minor Equipment 89,752 99,000 99,000 99,000 1 Medical&Chemical Supply 123,827 144,000 147,000 147,000 SUBTOTAL $ 236,282 $ 262,150 $ 265,150 $ 265,150 MAINTENANCE 1 Facility Maintenance 96,263 118,000 118,000 118,000 Vehicle Maintenance 196,394 140,000 140,000 159,959 Equipment Maintenance 21,154 51,450 51,450 51,450 SUBTOTAL $ 313,811 $ 309,450 $ 309,450 $ 329,409 1 PROFESSIONAL SERVICES Contractual Services 2,236 148,100 148,100 148,100 Professional Services 200,861 61,250 61,250 61,250 1 SUBTOTAL $ 203,097 $ 209,350 $ 209,350 $ 209,350 DEPARTMENT TOTALS $ 13,915,655 $ 15,262,403 $ 15,086,984 $ 16,692,439 1 1 1 i 1 1 1 City of Allen 109 FV2018 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND FIRE 1300100 PERFORMANCE MEASURES- Calls for Service Total Calls The number of Emergency Medical 4,500 , Service(EMS)incidents as well as fire calls 4,000 are increasing. Fire calls include all non- 3,500 medical calls such as fires, gas leaks, 3,000 2,500 ' chemical spills and public assistance. 2,000 Total incidents in both categories are 1,500 projected to increase as the community 1,000 grows and both buildings and the population age. 2014 2015 2016 2017 Est. o Fire Calls 1,710 1,819 2,043 2,205 EMS Calls 3.584 3,780 3,940. F 4,095 ' Response Time Average Response Times ' Response time includes reflex time and drive time. Reflex time begins when the station is alerted of an emergency and o 6.00 , ends when the vehicle begins traveling toward the emergency. This measures m ' how quickly the firefighters are able to m 400 stop their station activities and don their protective clothing. Drive time is i 2:00 influenced by factors including traffic , congestion, road construction,fire station placement and distance to the emergency. 0:00 IFY 2014 FY 2015 FY 2016 FY 2017 est. nFire 5:30 602 626 6.38 ' .EMS 5:19 552 5:41 559 Injuries This measure shows injuries to both InIUri88 From Fires ' firefighters and the general public resulting 2 from fires. Injuries cannot be completely eliminated, but an emphasis on public 1 education and firefighter training will help keep these to a minimum. 0 2017 2014 2015 2016 Est General Public 0 1 1 0 Firefighter 0 2 1 1 ' City of Allen 110 FY2018 Budget ' FUND DEPARTMENT ACCOUNT GEMERAL . FIRE 1300100 Property Loss Property Loss Property loss is a financial measure of the damage caused by fires in Allen. c $16 Property damage can be reduced to an o $14 extent by quick response times and f $12$10 ' well-trained firefighters. Fire loss can $8 vary widely from year to year. Asingle $e $8 fire in an office resulted in a$9.7M fire $4 ' loss in FY16. $2 $ FY Z014 FY 2015 FY 2016 FY xov E:t C—�rota155 .44,410 1,236sm 1o,2sz,x4s x,34x,azs. ' Inspections Inspections & Plan Review The fire marshal inspects new buildings' 1,800 as part of the process to certify them 1,600 1,400 for occupancy. The department 1,200 reviews building plans before 1'000 ' 800 construction to ensure that the building 600 will be constructed with the proper fire 200 safety systems such as sprinkler 0 201 ' systems, alarm systems, exits and fire 201 201 201 7 mains. In addition, existing businesses 4 5 6 Est. are inspected for fire hazards. Fire Inspections 1,489 1,760 1,422 1,457 .Plan Review 345 964 1159 1221_ Educational Efforts Public Education Programs The Fire Department offers numerous public education programs designed to 40,0001000 increase fire and life safety awareness. 35,000 The decrease in programs in 2014-2015 ' reflected a change in delivery methods. N 800 30,000 0. For scheduling reasons, we have E 25,000 C worked with certain AISD campuses to 0 600 20,000 a provide direct access to the material. 4 E The teachers incorporate the material 16 400 15,000 m in to their lesson plans without direct 10,000 AFD participation.The statistics do not 200 a i reflect these teacher lead programs. 5,000 0 L 0 2014 2015 2016 2017 Est. City of Allen ill FY2018 Budget HUMAN RESOURCES ORG ,ADMINISTRATION 1130100 Director 1 Sr.Administrative Assistant 1 'Human Resources Manager 1 Senior FR Analyst ReautmentRmning 1 Human Resources ' Analyst Human Resources Spedalnt 1 ' t City of Allen 112 FY2018 Budget , FUND DEPARTMENT ACCOUNT GENERAL FUND HUMAN RESOURCES 1130100-1130140 I The Human Resources Department works in partnership with departments to maximize their workforce to ensure they deliver the highest level of service 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 Strategy2. Develop Human Resources programs to become the City that is the"Employer of Choice" • Conducted three PRIDE rallies, awarded the 14th annual Day of PRIDE awards, and presented the 14`h annual ' Excellence in PRIDE awards. • Assisted departments with various employee relations issues. • Continued partnerships with Monster.com and 7obing.com for public job postings in order 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 in order to maintain the city's relative market standing with respect to the city's benchmark cities. Objectives for FY 2018: ' Goal 6. Maintain operational excellence in City government services Strategy2. 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. 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 in order 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. ' City of Allen 113 FY2018 Budget FUND DEPARTMENT ORG GENERALFUND HUMAN RESOURCES 11301XX 1 EXPENDITURE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACFUAL BUDGET AMENDED BUDGET ' Personnel Services 543,474 628,477 632,162 685,578 Operations 51,711 52,367 77,367 102,936 Supplies 53,951 61,083 43,583 36,643 ' Professional Services 48,782 122,682 122,682 122,682 Miscellaneous 17,640 30,000 30,000 30,000 DEPARTMENT TOTAL $ 715,559 $ 894,609 $ 905,794 Now_ , 2015-2016 2016-201] 2016-2017 201]-2018 ' FULLTIME ACTUAL BUDGET AMENDED BUDGET Director 1 1 1 1 Human Resources Manager 1 1 1 1 ' Senior Human Resources Analyst 1 1 1 1 Human Resources Analyst 1 1 1 1 Human Resources Specialist 1 1 1 1 Senior Administrative Assistant 1 1 1 1 , TOTAL FULL TIME 6 6 6 6 TOTAL FULL-TIME-EQUIVALENT 6 6 6 6 ' 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salaries 373,256 428,236 429,861 462,418 Longevity 1,020 1,300 1,428 11540 Overtime 507 2,000 2,000 2,000 FICA 27,532 30,700 30,547 34,230 TMRS 55,952 60,307 61,484 65,891 , Worker's Compensation 674 807 807 885 Health Insurance 51,233 5],881 58,]89 70,156 Health Savings Account 1,151 1,141 1,141 2,258 Dental Insurance 3,827 4,794 4,794 5,064 ' Long-term Disability 495 638 638 564 Life Insurance 386 487 487 458 Flexible Spending 132 186 186 114 , Educational Assistance 27,311 40,000 40,000 40,000 SUBTOTAL $ 543,474 $ 628,477 $ 632,162 $ 685,578 OPERATIONS Traming/Travel/Mileage 14,709 14,685 14,685 14,685 ' Dues&Subscriptions 8,016 3,572 3,572 3,572 Advertising 28,415 33,110 33,110 33,110 Meetings&Receptions 570 1,000 1,000 1,000 ' Software Maintenance - - - 25,569 City of Allen 114 FY2018 Budget ' 20152016 2016-2017 2016-2017 2017-2018 ' OPERATIONS-CONTINUED ACTUAL BUDGET AMENDED BUDGET Events/Activeles 25,000 25,000 SUBTOTAL $ 51,711 $ 52,367 $ n,367 $ 102,936 SUPPLIES General Supplies 40,420 33,083 8,083 8,083 PRIDE Program(General Supplies) 13,531 28,D00 35,500 28,560 SUBTOTAL $ 53,951 $ 61,083 $ 43,583 $ 36,643 ' PROFESSIONAL SERVICES Contractual Services 70,932 66,135 Professional Services 48,782 122,682 51,750 56,547 ' SUBTOTAL $ 48,792 $ 122,682 $ 122,682 $ 122,682 MISCELLANEOUS Unemployment Claims 17,640 30,000 30,000 30,000 SUBTOTAL $ 17,640 $ 30,000 $ 30,000 $ 30,000 DEPARTMENT TOTALS $ 735,559 $ 894,609 $ 905,]94 $ 977,839 1 t 1 ' City of Allen 115 FY2018 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND HUMAN RESOURCES----- 1130100-1130140 PERFORMANCE Recruitment Employment Applications The Human Resources Department continues to Processed ' utilize the NEOGOV applicant tracking system 20,000 - ----------------for the employment process. We continue to receive and evaluate thousands of applications 15,000 each fiscal year in response to our advertised employment opportunities. ' 10,000 FY2014 FY2015 FY2016 FY2027 Est. , Applicant Source NEOGOV continues to enable us t to reach a large applicant 2% population while at the same ■Internet time assisting us in determining ' the best advertising avenues so ■Friend/Relative that we can more effectively , focus our recruiting efforts while ■TX Employment Comm minimizing ineffective and unnecesseary advertising 0 ■other expenses. ' Employees Hired In FY2016,the Human Resources Department assisted , 400 all departments with their recruiting efforts, which 350 _. included interviewing, new hire paperwork, on- boarding, and promotional hiring needs. The , 300 --- departments with the most challenging recruiting 250 needs included the Parks and Recreation department, 200 Police department, and Community ' Development. Inprovement in economic conditions 150 — have made locating qualified candidates 100 challenging. Over the past year,the Human Resources ' 50 Department has assisted with numerous 0 departmental interviews in order to provide additional FY2014 FY2015 FY2016 FYTD2017 assistance throughout the recruiting process. ' City of Allen 116 FY2018 Budget GENERAL FUND HUMAN RESOURCES0tr r ' Employee Turnover The City of Allen experienced 12.5%turnover in 20.0% Employee Turnover FY2016 which is a slight decrease in turnover ' from the previous year. Turnover rates are 15.0% calculated for full-time employees only due to the volatility of the part-time Parks & 10.0% ' Recreation positions. These employees are t primarily students that come and go as school 5.0% schedules dictate,and are not traditional part- time employees. 0.0% ' FY2014 FY2015 FY2016 FY2017YTD ' Training In addition to the established collaboration with Alliance Work Partners to provide leadership development to managerial/supervisory staff, the city has added on on-line training resource for ' employees,Skillsoft. Some of the outcomes and deliverables of training include: Effective Leadership • Managing Generations in the Workplace ' . Performance Management Dealing with Difficult Employee Behavior • Managing Conflict ' . Professional Presence Personal and Professional Resilience ' Other training initiatives that are directly related to the city's PRIDE program include a Department Team Building workshop,Customer Service training,as well as a Leadership Academy which prepares first time supervisors and crew leaders with their new supervisory responsibilities. HR also introduced and ' facilitated Supervisory training that consisting of the following topics:employee relations, benefits,leave of absence management,recruitment/selection and workplace safety. ' City of Allen 117 FY2018 Budget INFORMATION TECHNOLOGY ORG ' IT ADMINISTRATION 1125100 Cie0or Sr Atlminntretive Assis ant 7 GIS Manger Netwrk Systems Manages ITPmjec'Menager GIS Atlminniralor AS4005ystem Atlminisimtar ITApplicetions Speaalst t t 1 ' Senior GIS Analyst System Atlmnslrator IT Bleiness Analyst 1 4 , GISTerhncian` Senor lT Specielst 1 1 ' ITSpeciahst , 3 -Position funded out of Water/Sewer Fund. , City of Allen 118 FY2018 Budget ' DEPARTMENT ACCOUNT FUND GENERALFUND INFORMATION TECHNOLOGY 1125100-1125130 ' 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. ' Accomplishments in FY 2017: Goal 6. Maintain operational excellence in city government services ' Strategy 1. Utilize technology for optimum performance and customer service Implemented the LaserFiche Portal solution for public record access with City Secretary's office. • Completed rollout of Energov software for Code and Permitting,also known as Tyler phase IV. ' . Replaced the microwave network to improve resilience and network speed. Replaced 150 desktop computers through the City's lease with Dell. Continued working with the Police to find a replacement for their Records Management System. • Upgraded the Avaya PBX and implemented new features and resiliency for the phone system. t Upgraded the Milestone servers for CCN recording and replaced the Management Server for all cameras. Replaced dozens of Cisco switches across the enterprise. • Switched City mobile providerfrom Sprint to T-Mobile,which resulted in lowercosts and improved coverage in Allen. ' • Installed backup power to the Library Data closet to improve uptime to all East side facilities during major power outages • Implemented new certification requirements and career path options for infrastructure and application teams. ' : Began in-person security awareness training classes for all employees. Investigated additional fiber connectivity for City facilities. • Hired additional tech support employee to address growing technology support needs. • Continued the relationship with Microsoft and ESRI to maintain Enterprise License agreements ' . Updated IT policy to address mobile,cloud and other recent changes to the technology landscape. Continued to enhance network security by implementing additional features on the Palo Alto firewalls. • Developed Story Map web application for public art. ' Deployed technology,including new wireless point-to-point link,to Ford Pool. Objectives 1 I Goal 6. Maintain operational excellence in cin government services ' Strategy 1. Utilize technology for optimum performance and customer service • Complete the first annual security awareness training and create an ongoing security awareness and phishing testing program to improve organizations security posture. • Create GIS-based tool for managing City cemetery. ' Assist Parks in implementation of Class to Activenet cloud system conversion. Implement Cityworks asset management software in partnership with Community Services and GIS. • Implement additional internet connection to provide failover in case of internet outages with primary vendor. Improve remote access capabilities using new Virtual Private Network(VPN)configuration. Begin Disaster Recovery(DR)planning for key systems. • Plan for data center consolidation and continued system virtualization to build resiliency. Renew the Enterprise License agreements with ESRI and Microsoft. Continue working with Tyler Technologies to implement both Court and Utility Billing software. Continue working with the Police to select and implement and new RMS/CAD implementation as needed • Replace several servers across the organization to improve service levels and maintain system support. 1 ' City of Allen 119 FY2018 Budget FUND DEPARTMENT ORG 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET ' Personnel Services 1,819,475 1,984,288 1,929,034 2,122,768 Operations 1,385,291 1,499,889 1,475,089 858,436 Supplies 123,032 128,660 128,660 104,950 ' Maintenance 42,357 67,400 67,400 170,479 Professional Services 411,227 621,433 645,977 490,607 Capital 19,629 422,662 422,662 DEPARTMENT TOTAL $ 3,801,010 $ 4,724,332 $ 4,668,822 $ 3,747,240 , 2015-2016 2016-2017 2016-2017 2017-2018 ' FULLTIME AMAL BUDGET AMENDED BUDGET Director 1 I 1 1 ' Network Systems Manager 1 1 1 1 GIS Manager 1 1 1 1 IT Proi Manager 1 1 1 1 System Administrator 3 3 4 4 ' AS400 System Administrator 1 1 1 1 Database Administrator 1 1 0 0 GIS Administrator 1 1 1 1 ' IT Business Analyst 0 0 1 1 Senior GIS Analyst 1 1 1 1 Senior IT Specialist 0 0 1 1 IT Applications Specialist 2 2 1 1 ' ITSpecialist 4 4 3 3 Sr Administrative Assistant 1 1 1 1 TOTAL FULL TIME 18 18 18 18 ' TOTAL FULL-TIME-EQUIVALENT 18 18 18 18 f ' 2015-2016 2016-2017 2016-2017 2017-2D18 PERSONNEL SERVICES ACTUAL BUDGE r AMENDED BUDGET ' Salaries 1,278,195 1,409,185 1,339,810 1,469,881 Longevity 6,996 7,300 6,244 6,844 Overtime 51,662 35,000 55,000 50,000 44 ' FICA 94,672 101, 2 99,829 106,583 TMRS 189,251 204,531 198,100 215,848 Worker's Compensation 2,762 3,801 3,801 4,498 ' Health Insurance 181,124 205,309 208,530 250,099 Dental Insurance 11,779 13,704 13,704 15,679 Long-term Disability 1,585 2,086 2,086 1,791 City of Allen 120 FY2018 Budget ' FUND IT 1125 t o . 2015-2016 2016-2017 2016-2017 2017-2018 ' PERSONNEL SERVICES-CONTINUED ACTUAL BUDGET AMENDED BUDGET Life Insurance 1,013 1,372 1,372 1,089 Flexible Spending 437 558 558 456 ' SUBTOTAL $ 1,819,475 $ 1,984,288 $ 1,929,034 $ 2,122,768 OPERATIONS Telephone 66,072 94,500 94,500 115,860 Training/Travel/Mileage 31,487 37,195 37,195 39,537 ' Dues&Subscriptions 345 1,470 1,470 11,400 Uniforms 848 2,000 2,000 2,000 Rentals&Leasing 292 400 400 400 ' Software Maintenance 1,286,247 1,364,324 1,339,524 682,735 Rolling Stock Replacement 6,504 SUBTOTAL_$_ 1,385,291 $ 1,499,889 $ 1,475,089 $ 858,436 SUPPLIES General Supplies 5,979 5,300 5,300 5,300 Tools/Small Equip 117,053 123,360 123,360 99,650 SUBTOTAL $ 123,032 $ 128,660 $ 128,660 $ 104,950 MAINTENANCE Vehicle Maintenance 26 400 400 400 Equipment Maintenance 42,331 67,000 67,000 170,079 ' SUBTOTAL $ 42,357 $ 67,400 $ 67,400 $ 170,479 PROFESSIONAL SERVICES Lease Agreements 215,785 323,690 323,690 338,075 Professional Services 195,441 29],]43 322,287 152,532 ' SUBTOTAL $ 411,227 $ 621,433 $ 645,977 $ 490,607 CAPITAL OUTLAY Computer Equipment - 422,662 422,662 - ' Vehicles 19,629 - - - SUBTOTAL $ 19,629 $ 422,662 $ 422,662 $ DEPARTMENT TOTALS $ 3,801,010 $ 4,724,332 $ 4,668,822 $ 3,747,240 ' 2015-2016 2016-2017 2016-2017 2017-2018 COMPUTER EQUIPMENT ACTUAL BUDGET AMENDED BUDGET Microwave Network Upgrades 422,662 422,662 TOTAL $ - $ 422,662 $ 422,662 $ VEHICLES Ford Escape 19,629 TOTAL T 19,629 $ $ $ "The items listed are non-recurring capital expenses based on increased service to the community. ' City of Allen 121 FY2018 Budget FUND DEPARTMENT ACCOUNT GENERALFUND INFORMATION 1125100-1125130 TECHNOLOGY K_-APJRFORMANCE MEASURES Department Introduction , The Information Technology Department supervises, maintains and ensures the secuity and integrity of over 100 servers for the City-wide network. They manage and provide support services pertaining to hardware and software applications,networkand desktop environmentsfor 13 departments spanning 20 ' facilites,as well as 3 substations for the Police Department connected by 15 miles of fiber. 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 ' In order 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 2014 2015 2016 2017 Est. ' Total Service Requests Received 5,429 5,002 7,270 7,252 Average Hours to Close 194 147 161 107 ' 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 departmentsand ' software. Currently, we have converted systems from Sungard to Tyler Technologies for Finance and HR/Payroll,Code, Permitting and Health. We are currently in the process of converting Municipal Court and will kick-off Utility Billing in this summer. Additional Tyler modules may be evaluated in the future. ' City of Allen 122 FY2018 Budget ' i i INTERNAL SERVICES ! ORG 1150100 1 ! ! ! 1 1 No Personnel in this Department i 1 1 i 1 1 1 iCity of Allen 123 FY2018 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND INTERNAL SERVICES 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, Pulte Homes and Intelligent Epitaxy. • Electricity,natural gas,telephone and water utilities ' • Insurance contributions for the City's Property and Liability insurances. • Professional Services fees for the City Attorney and Collin County Tax Appraisals. • Copier services including paper costs,monthly lease fees and maintenance. , • Costs associated with City of Allen strategic planning. • Trust expenses for post-employee benefits. • Transfers out for capital projects. 1 City of Allen 126 FY2018 Budget , FUND DEPARTMENT FUND INTERNAL SERVICES EXPENDITURE-SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 ' CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 733,425 838,517 319,200 Operations 10,690,410 11,994,050 14,472,737 9,192,753 Supplies 37,549 24,000 24,000 24,000 Professional Services 1,076,911 1,497,098 1,489,108 1,587,317 Transfers Out 6,119,341 2,341,770 2,319,630 1,530,144 DEPARTMENT TOTAL $ 17,924,211 $ 16,590,343 $ 19,143,992 $ 12,653,414 2015-2016 2016-2017 2016-2D17 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salary Reserve 733,425 838,517 319,200 ' SUBTOTAL $ - $ 733,425 $ 838,517 $ 319,200 OPERATIONS Telephone 294,585 299,500 299,500 271,320 Water 1,030,480 902,000 982,000 1,078,400 ' Natural Gas 271,205 325,000 286,549 300,000 Electricity 2,846,231 3,200,000 3,050,000 2,600,000 Dues&Subscriptions 72,356 99,254 99,254 100,145 ' Postage&Freight 36,242 50,000 30,243 30,000 Outside Printing 12,221 5,000 9,325 11,238 Insurance 545,630 592,863 592,863 686,494 Vehicle/Equipment Replacement 1,746,980 2,398,639 2,432,031 250,031 ' Economic Grant Expenses 3,834,479 4,121,794 6,690,972 3,865,125 SUBTOTAL-$- 10,690,410 $ 11,994,050 $ 14,472,737 $ 9,192,753 SUPPLIES ' General Supplies 37,549 24,000 24,000 24,000 SUBTOTAL $ 37,549 $ 24,000 $ 24,000 $ 24,000 PROFESSIONAL SERVICES ' Lease Agreements 100,623 110,340 92,500 94,000 Professional Services 745,365 741,000 800,850 811,256 Strategic Planning Expense 48,863 493,697 443,697 500,000 Post Employment Funding Exp 182,061 152,061 152,061 182,061 SUBTOTAL $ 1,076,911 $ 1,497,098 $ 1,489,108 $ 1,587,317 OTHER FINANCING USES Transfer Out 6,119,341 2,341,770 2,319,630 1,530,144 ' SUBTOTAL $ 6,119,341 $ 2,341,770 $ 2,319,630 $ 1,530,144 DEPARTMENT TOTALS $ 17,924,211 $ 16,590,343 $ 19,143,992 $ 12,653,414 ' City of Allen 125 FV2018 Budget ! GENERAL FUND -1-INITERNAL—S-ERVICES 1150100 1 ACCOUNTa i 2015-2016 2016-2017 20162017 2017-2018 Salary Reserve' ACTUAL BUDGET AMENDED BUDGET 1 Public Safety Holiday Payouts - 254,327 256,692 319,200 Market Adjustments - 11,000 - - TMRSOne-Time Contribution 468,098 581,825 - 1 SUBTOTAL $ - $ 733,425 $ 838,517 S 319,200 'The expenditures budgeted in this amount are captured in the respective departments in the actual and revised estimate ! 2015-2016 2016-2017 2016-2017 2017-2018 ! Operating Transfers Out. ACTUAL BUDGET AMENDED BUDGET Special Revenue Fund - 919,976 863,592 49,651 1 Grant Fund 87,744 92,157 124,401 130,597 Facility Maintenance Fund 1,592,105 60,000 600,000 600,000 Risk Management Fund-Admin costs 396,853 429,637 429,637 448,896 Golf Fund 300,000 300,000 302,000 301,000 ! NonBondFund 3,742,639 SUBTOTAL $ 6,119,341 $ 2,341,770 $ 2,319,630 $ 1,530,144 ! 1 1 1 1 1 i City of Allen 126 FY2018 Budget 1 LIBRARY ORG ADMINISTRATION 1400100 ' Director 1 Senior Atlminsirativx Assistant 1 ' Cultural Arts Manager Audp M24alTech Media Production Senior Med.Pmductbn ' Specalisl Speaafst 1 1 ' C irculationSupport S9rmces Library Segrvices Library SoNices Maria er Manager Manager Librarian Senior Librarian Senior Liberian 1 3.5 1 ernp-Lbrary leric LbraryCIeM LibrarianLibrarian 09 5 3 3 ' Library Acquisition Library Speaal Lbrary Coordinator 148 Spedalst 2 Library Rescurce Temp-Lbrary Supervlsa Spe.ati 1 .08 Library Clark 0.5 ' Library Page 3.36 Temp Library Page 0.25 City of Allen 127 FY2018 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND LIBRARY 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 4. Encourage the awareness and use of Library services and programs through marketing,outreach,and a welcoming social environment • Presented programming and coordinated events to celebrate the Librarys 50th anniversary. • Coordinated with Engineering,Community Services and contractors for Phase I parking lot expansion. ' • Recognized by the Texas Municipal Library Directors Association for the third consecutive year for Achievement of Library Excellence • Promoted diverse programming for Allen citizens of all ages and cultures by print,a-news and online. • Recorded and edited video for 40 full-length Bach to Books programs totaling 45 hours of original programming for ACTV broadcast,on-demand video and YouTube streaming,finding viewers beyond Allen's boundaries. • Provided pre-school story times, pre-literacy sensory play days, arts and crafts, health and travel programs,family events,offsite outreach and programs with musicians, historians and authors. , • Encouraged readingand cultural literacyforall ages through displays and programs,including5ummer Reading Clubs for children,teens and adults. • Visited Allen schools and participated in school activities to encourage reading, Library usage and participation in ' the Summer Reading Club. • Organized,coordinated and created informative and engaging Gallery displays. • Provided access to information databases for career&test preparation,homework help,health&wellness resources and borrowed books for patrons from other libraries through Interlibrary Loan. ' • Continued to develop the book,video,audiobook,a-book and e-audiobook collections for children,teen and adults. Objectives for IFY 2018: ' Goal 4. Siznifv,enhance and communicate Allen's Identity to the region and the nation Strategy 4. Encourage the awareness and use of Library services and programs through marketing,outreach,and a welcoming social environment • Premiere an original documentary about the Librarys history with other 50th Anniversary celebration activities in October 2017. • Continue to collect and analyze data to consider future options and needs for eventual building expansion. ' • Achieve recognition by the Texas Municipal Library Directors Association for the fourth consecutive year for Achievement of Library Excellence. • Promote diverse programming for Allen citizens of all ages and cultures by print,a-news and online. • Record and edit video for full-length Bach to Books programs,totaling 45 hours of original for ACTV broadcast,on- demand video and YouTube streaming. • Coordinate with ACTV to begin offering some live Bach to Books programming • Provide pre-school story times, pre-literacy sensory play days, arts and crafts, health and travel programs, family , events,offsite outreach and programs with musicians,historians and authors. • Encourage reading and cultural literary for all ages through displays and programs,including Summer Reading Clubs for children,teens and adults. , • Visit Allen schools,including community fairs,parents'nights and the Educators'Expo,to encourage reading,Library usage and participation in the Summer Reading Club. • Organize,coordinate and create informative and engaging Gallery displays. ' • Provide access to information databases for career&test preparation,homework help,health&wellness resources and borrowed books for patrons from other libraries through Interlibrary Loan. • Continue to develop the book,video,audiobook,a-book and e-audiobook collections for children,teen and adults. • Participate in outreach and promotional opportunities with other City departments. City of Allen 128 FY2018 Budget FUND ' GENERALFUND LIBRARY 1400 EXPENDITURE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 2,305,299 2,490,310 2,531,412 2,595,112 Operations 61,699 76,345 76,345 146,650 Supplies 287,253 303,601 306,601 310,999 Maintenance 1,342 2,345 2,045 2,075 Professional Services 34439 35,268 53,868 36,888 DEPARTMENTTOTAL $ 2,690,032 $ 2,907,869 $ 2,970,271 $ 3,091,724 2015-2016 2016-2017 2016-2017 2017-2018 FULLTIME ACTUAL BUDGET AMENDED BUDGET Director 1 1 1 1 ' Ubrary Services Manager 2 2 2 2 Support Services Manager 1 1 1 1 Cultural Arts Manager 1 1 1 1 Senior Librarian 5 5 4 4 ' Librarian 5 5 6 6 Circulation Supervisor 1 1 1 1 Senior Media Production Specialist 1 1 1 1 Library Resource Supervisor 0 0 0 1 Library Associate 1 1 1 0 Senior Administrative Assistant 1 1 1 1 ' Media Production Specialist 1 1 1 1 Library Acquisitions Coordinator 1 1 1 1 Library Specialist 1 1 1 1 Library Clerk 3 3 3 3 ' TOTAL FULL TIME 25 25 25 25 PARTTIME Senior Librarian 0.50 0.50 0.50 0.50 ' Librarian 1.00 100 1.00 1.00 Ulb r,Specialist 248 2.48 248 2.48 Library Clerk 479 4.79 439 479 Library Page 3.36 3.36 3.36 3.36 TOTAL PART TIME 12.13 12.13 12.13 12.13 TEMPORARY Audio Visual Technician 0.24 024 024 0.24 Library Specialist 0.08 008 008 008 Library Clerk 0.09 009 009 009 Ubrary Page 0.25 0.25 0.25 0.25 ' TOTALTEMPORARV 0.66 0.66 0.66 0.66 TOTAL FULL-TIME-EQUIVALENT 37.79 37.79 37.79 37.79 City of Allen 129 FV2018 Budget ,FUND DEPARTMENT ORG GENERAL FUND LIBRARY 1400100 EXPENDITURE DETAIL 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET ' Salaries 1,724,825 1,863,062 1,896,537 1,932,524 Longevity 14,382 14,872 14,337 15,667 Overtme - 300 300 300 , FICA 128,188 136,967 136,944 144,419 TMRS 225,354 239,870 244,827 251,934 Worker's Compensation 2,400 3,373 3,373 3,536 Health Insurance 187,293 205,781 209,009 220,721 , Health Savings Account 2,333 2,282 2,282 4,516 Dental insurance 17,341 19,860 19,860 18,084 Long-term Disability 1,655 2,090 2,090 1,80] Life Insurance 1,085 1,357 1,357 1,205 Flexible Spending 442 496 496 399 SUBTOTAL T 2,305,299 $ 2,490,310 $ 2,531,412 $ 2,595,112 , OPERATIONS Traimng/Travel/Mileage 3,833 7,080 5,580 7,050 Dues&Subscriptions 23,844 25,850 27,350 64,365 Postage&Freight 1,239 1,400 1,400 1,100 ' Events/Activities 32,783 42,015 42,015 37,755 Software Maintenance 36,380 SUBTOTAL $ 61,699 $ 76,345 $ 76,345 $ 146,650 ' SUPPLIES General Supplies 31,]]6 33,]25 36,]25 35,725 Library Book Expense 255,4]] 269,876 269,876 275,274 SUBTOTAL $ 287,253 $ 303,601 $ 306,601 $ 310,999 , MAINTENANCE Equipment Maintenance 1,342 2,345 2,045 2,075 SUBTOTAL $ 1,342 $ 2,345 $ 2,045 $ 2,075 , PROFESIONAL SERVICES Contractual Services 5,400 5,400 5,400 5,400 Lease Agreements 1,548 1,548 1,548 1,548 ' Professional Services 15,675 16,620 18,620 18,140 Donation Expenses 11,816 11,700 28,300 11,800 SUBTOTAL $ 34,439 $ 35,268 $ 53,868 $ 36,888 DEPARTMENTTOTALS $ 2,690,032 $ 2,907,869 $ 21970,271 $ 3,091,724 , 1 City of Allen 130 FY2018 Budget , FUND DEPARTME14T ACCOUNT GENERAL . LIBRARY 1400100 PERFORMANCE Visitation, Circulation,and Circulation Per Capita Annual Visits or total number of Library patrons, is tracked by electronic counters incorporated into the RFID security gates for collection materials. Visits have increased annually for the past 21 years except FY2011 during the separation from the Plano Public Library. tFY2016 visits increased by 3.4%over FY 2015. A 3%increase is estimated for FY2017. Although service levels have increased, lack of parking and building space have negatively impacted the Library's ability to ' meet patron demand. The Library continues to provide a welcoming environment as a community cultural center, an emphasis on exceptional customer service, and the willingness and ability to readily respond to citizens' needs and interests. Annual Checkouts the total number of Library items checked out, is projected to increase again as it has every year for at least 22 years. ' Circulation surpassed 1 million for the first time in FY2015. FY2017 will be the third consecutive year that checkouts exceed 1 million. FY2016 checkouts increased by 7.1% over FY2015. A 3% increase is estimated for FY2017. The lack of space to expand and display Library collections has inhibited larger ' circulation growth and the capacity to develop the depth and breadth of the collections. Visitation and Circulation N N N p1 � V t0 A pt W C m � W tp W V A W 2014 2015 2016 2017 Est. f ❑Annual Visits ❑Annual Checkouts 1 City of Allen 131 FY2018 Budget FUND DEPARTMENT ACCOUNT ' Circulation Per Visit increased in FY2014, decreased slightly in 2015, increased again in 2016 and is expected to remain static for 2017. 2014 2015 2016 2017 Est. ' Circulation 2.84 2.80 2.90 2.90 Per Visit Circulation Per Capita,the total number of checkouts divided by Allen's total estimated population, has increased each year from FY2007 through FY2016 but has flattened as Allen's population continues to increase. Library staff continues to focus on customer service, patron-oriented collection development practices, , internal merchandising, external marketing, and outreach to the community through social media and visits to Allen schools. The Library's circulation per capita is projected to again exceed 11 for FY2017. Public library standards in Texas consider 7.5 or higher to be excellent. 2014 2015 2016 2017 Est. Circulation 10.7 11.2 11.6 11.5 , Per Capita Collection Per Capita and Turnover Rate , Collection Turnover Rate measures the average number of checkouts per year for each item in the Library's collection. The Library's collection turnover rate has been greater than 7 each year since FY2012 and is currently approaching 8. According to Texas state accreditation standards,2.5 or higher is ' considered excellent. 2014 2015 2016 2017 Est. ' Collection Turnover 7.2 7.7 7.9 8.0 Rate , Volumes Per Capitathe number of items in the Library divided by the City's population, measures the ' quantity and diversity of materials available to Allen citizens. The City Council's eventual goal is 2 volumes per capita. The Library's intermediate goal has been 1.5 while continuing to develop a vital, current, relevant, and popular collection. Steady population increases combined with insufficient collection space has prevented reaching 1.5 volumes per capita since 2010. City of Allen 132 FY2010 Budget , Volumes Per Capita 1.42 1.47 1.47 1.44 2014 2015 2016 2017 Est. Programs and Program Attendance Library Programs include preschool storytimes, 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 program for children,teens,and adults. Participation continues to increase annually. Preschool story times and programs emphasize early literacy, incorporating the recommendations of the American Library Association's Every Child Ready to Read 2.0 initiative. 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 which began in 2016 has proven to very popular. 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. Teen and pre-teen programs based on 1 popular subjects and series are intended to encourage regular library use and promote continued reading at a critical age. Annual Library program attendance has increased for nine consecutive years. Attendance in FY2016 exceeded 80,000, a 12.5% increase over 2015, and averaged 78 persons per program. Program attendance is estimated to increase 4% to exceed 85,000 in FY2017 and average 91 persons per program. Average attendance is expected to flatten with lack of additional program space an increasingly significant factor. i City of Allen 133 FY2018 Budget r . • . , GENERAL . 1400 10 # of Programs Attendance ' 1,200 90,000 83,126 86,451 1,100 73,866 80,000 1,000 1,071 70,000 61,096 1,023 900 950 60,000 , 800 809 50,000 700 40,000 2014 2015 2016 2017 Est. 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 resumes; community information referrals; and information , about City activities and accomplishments. 100;000 Reference Questions and In-House Use , 90,000 QD — w 80,000 t0 ' ON O tD.T , 70,000 " `�° 60,000 rn , N 50.000 - 2014 2015 2016 2017 Est. Reference Questions In-House Use t City of Allen 134 FY2018 Budget ! ! FUND DEPARTMENT ACCOUNT GENERALFUND LIBRARY 1400100 ! Beginning in F2012, reference questions increased annually through FY2015, which still represents the Library's all-time high to date. Also decreasing notably in 2016,there has been a slight increase in 2017. ! In-House Use counts the number of materials used inside the Library for reading or research but not actually checked out by citizens. Although this metric decreased in 2015 and 2016, a 12% increase is estimated for 2017. ! Five-Year and Ten-Year Statistical Increases The current Library facility, scheduled for expansion through the 2016 GO Bond program, opened in ! February 2005. The following table compares key statistics between FY 2016 and FY 2011 and also between 2016 and 2006, including Allen's estimated population increases. Since opening the building on Allen Drive, Library usage has outpaced population growth. Program Reference Population Checkouts Visits ! Attendance Requests 2036 vs.2011 10% 38% 22% 116% 26% 2016 vs.2006 24% 84% 38% 164% 36% ! ! ! i ! City of Allen 135 FY2018 Budget 1 1 MUNICIPAL COURT ORG 1165100 i Chief financial Officer Munippal Court Atlministrapr 1 1 Juvenp C'se Manager Municipal Coit Supervise Balllir Deputy Court Clark Senior Deputy Court , 3 Cl3erk -Funded out of the Special Revenue Fund. 1 i 11 i 1 1 1 City of Allen 136 FY2018 Budget 1 tFUND DEPARTMENT ACCOUNT GENERAL FUND MUNICIPAL COURT .1 The Municipal Court is responsible forth e 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 our legal system through the I Teen Court Program.In addition,the court engages in initiatives to promote safety,encourage rehabilitation and prevent recidivism. Accomplishments in FY 1 ' Goal 6. Maintain operational excellence In City government services Strategy 1. Utilize technology for optimum performance and customer service Purchased and started implementation process of Incode 10,the new court software to improve efficiency in the management of the court's responsibilities and services provided. Strategy 3. Ensure excellent fiscal management to maintain public trust Restarted the Teen Court Program to provide juveniles an opportunity to settle cases without the necessary financial burden on parents while learning about the justice system,volunteerism and positive life skills. • Initiated proactive measures,including courtesy postcards and call outs,to increase appearance and compliance for the timely resolution and disposition of cases. • Filled the position of Court Administrator and a full complement of FTEs, and increased participation in the Court ' • Clerk Certification program with two more Court Clerks receiving Level I Certified status. Audited processes and procedures to ensure consistency of service and proper disposition of cases. . • 1 Goal 1. Enhance Community Livability and Safety Strategy 3. 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 1. Utilize technology for optimum performance and customer service • Ensure adherence to the implementation calendar for the new court software and successfully complete migration ' by the target date of December 2017. Continue to research on available platforms for integration and full utilization of the functionality of the new court software. Improve on the utilization of electronic citations,online payment options and digital access to court services. Strategy 3. Ensure excellent fiscal management to maintain public trust. • Continue participation in the Clerk Certification Program with the goal that all FTEs are at least Level I certified. • Continue to improve processes in connection with the Collection Improvement Program in preparation for eventual ' mandatory compliance. Ensure compliance with the law with respect to the utilization of special funds. • Continue to operate and improve the Allen Teen Court Program. City of Allen 137 FY2018 Budget FUND DEPARTMENT 6RG ,GENERAL FUND ----MUNICIPA-LCO-URT 11651001, EXPENDITURE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 521,276 669,117 670,976 709,173 Operations 44,192 10,930 12,930 18,695 Supplies 15,767 7,000 7,000 7,000 , Professional Services 22,504 49,850 47,850 50,350 DEPARTMENTTOTAL $ 603,739 $ 736,897 $ 738,756 $ 785,218 2015-2016 2016-2017 2016-2017 2017-2018 FULLTIME ACTUAL BUDGET AMENDED BUDGET Municipal Court Judge 1 1 1 1 Municipal Court Administrator 1 1 1 1 Municipal Court Supervisor 1 1 1 1 Juvenile Case Coordinator' 1 1 1 1 Senior Deputy Court Clerk 2 2 3 3 Deputy Court Clerk 4 4 3 3 TOTAL FULLTIME 10 10 10 30 PART-TIME Bailiff* 0.00 0.00 0.00 1.00 TOTAL PART TIME 0.00 0.00 0.00 1.00 TOTAL FULL-TIME-EQUIVALENT 10.0 10.0 10.0 11.0 , 'These Positions arefunded in the Special Revenue Fund a 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET , Salaries 367,682 4]],839 478,839 483,313 Longevity 2,244 1,300 1,124 372 Overtime 5,905 1,250 1,250 3,000 FICA 27,227 31,291 31,195 34,958 TMRS 53,081 65,089 64,911 68,921 Worker's Compensation 527 871 871 928 Health Insurance 59,482 83,472 84,781 107,612 ' Health Savings - - - 1,129 Dental Insurance 4,290 6,622 6,622 7,959 Long-term Disability 433 532 532 603 Lifelnsurance 300 541 541 378 Flexible Spending 105 310 310 SUBTOTAL $ 521,276 $ 669,117 $ 670,976 $ 709,173 , OPERATIONS Trammg/Travel/Mileage 5,974 4,950 4,950 12,250 Dues&Subscriptions 519 900 900 1,145 Outside Printing 1,545 4,080 6,080 3,800 ' Court Technology Expense 36,154 - - - Juvenile Case Manager Expenses 1,000 1,000 1,500 SUBTOTAL $ 44,192 $ 10,930 $ 12,930 $ 18,695 City of Allen 138 FY2018 Budget t 1 I 2015-2016 2016-2017 2016-2017 2017-2018 1 SUPPLIES ACTUAL BUDGET AMENDED BUDGET General Supplies 15,767 7,000 7,000 7,000 SUBTOTAL $ 15,767 $ 7,000 $ 7,000 $ 7,000 1 PROFESSIONAL SERVICES Contractual Services 465 17,600 7,600 6,600 Professional Services 22,039 32,250 40,250 43,750 SUBTOTAL $ 22,504 $ 49,850 $ 47,850 $ 50,350 1 DEPARTMENTTOTALS $ 603,739 $ 736,897 $ 738,756 $ 785,218 I t 1 t r 1 1 1 t 1 1 t City of Allen 139 FV2018 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND MUNICIPALCOURT 1165100 PERFORMANCE ' Court Statistics Traffic offenses constitute approximately 90% of the total citations issued. The Municipal Court also receives , citations for animal and code enforcement violations. The following chart outlines the staffing levels (FTEj, population,tickets issued,warrants issued and revenue and expenditures perfiscal year(FY(. Tickets Warrants %Warrants FY FTE Population Issued Issued To Tickets Revenue Exp. 2016-2017' 11 97,807 10,863 2,391 22.0% $1,538,960 $604,409 ' 2015-2016 11 94,173 14,044 2,542 18.1% $1,544,209 $603,739 2014-2015 11 91,918 13,716 5,554 40.5% $1,760,065 $736,270 ' 2013-2014 11 91,431 20,122 5,993 29.7% $2,396,708 $686,068 2012-2013 31 88,547 13,990 4,596 32.8% $1,537,364 $716,438 .YTD The Municipal Court skipped the annual state-wide warrant round up program that was held in March 2017 due to personnel and technical complications. Nonetheless,the court was able to make procedural adjustments and ' implemented 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 and disposition of cases. , FY 15/16 FY 16/17• Warrants Cleared 2419 2337 Warrant Cleared Value $ 83,119 $168,429 Bonds Cleared Value $195,852 $206,048 Cases Disposed 12,446 10,638 "YTD City of Allen 140 FY2018 Budget ' PARKS&RECREATION-ADMINISTRATION ORGS ADMINISTRATION 1450355 PARKS DEVELOPMENT 1450368 SITE SERVICES 1450366 ' FRESTRY/HORTICULTURE 1450367 SPECIAL EVENTS 1450356 Dveaor P&R Suppoe 5pecetsl 1 1 Senmr Aaminislm4ve AGminisRntty, Ass ts A55istant + 1 asslslant DVMor MaRelm MenVer Resoume Dev Msnaa AssrslanL Drzecler AJmimstmtne Seances g + g Man ager ' Rev®tion SeMces MaMelbg RexrvaLbns Aamin¢Vatie Maagea CooMnaloa Caatllabr AssiBant Senior MeilmO�M Speoal Erenb GranVRolea ' CooNnalor CmNinabr Speaabl 1 1 1 axwv xn ' MMwm WaFsa laMeapa NMgect Park Planner Park(Cotle) t Inapeaor + .One position funded in Event Center Marketing. City of Allen 141 FY2018 Budget PARKS&RECREATION-PARKS ORGS ' PARKS FACILITIES 1450365 SITE SERVICES 1450366 oire.mr 1 �:�:mm ormo• PaM SrpalMrtlMr PeM SupvirleMM1 ' 1 1 FSIIMy Wlnlnsce tl1 U CMm I ClC...1 .4 CR'a UNv1 U. Pa*ewpwwspma'sH Pa&wami1 erltllm�We N9MVN Wo1rv3 IrrgfficnieN3 MaMeama WaFa$ cmnna. S,tl ....I W ve4.re S�gvvYor ♦ pd t P9E. Spwb Fltl Suy 3 1 nwleva S1tl1mOgnar1 9dve ' MWvkrB 1 City of Allen 142 FV2018 Budget PARKS&RECREATION-RECREATION IORGS ATHLETICS 1450370 JOE FARMER RECREATION CENTER 1450371 I DON RODENBAUGH NATATORIUM 1450372 SENIOR SERVICES 1450373 YOUTH SERVICES 1450374 Dire«« Iw«aNm Drel«aa�rwo«i ' RU Savlw Mna]« ' F9trCaeRneacbaiW r5BAW'52 rMcWl1W1 f DWE� �, CnRYMWNae5rnNipbmm1 h A1HPea5nAc IuPi91md9r1m1®a5nrpvl VOYWWNR39S1nY2 RCPm,n 5w .rl .uW1 3 RBS0114 Rw SWc 11 Rtt Speclr l2 RxS( cl3 Rx 5pc159 n4WrNRoFMESpe205 HWdLlnwd4.2 1 UN,.,ie lea]Waler S., rWa r50 W9ar$tlPyIwVucl« M 9u1 dSW Acc 1.7 PotlSµemor M S ' City of Allen 143 FY2018 Budget DEPARTMENT ACCOUNc— ',Ieg)�RKS , F 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. Vision statement: "To achieve excellence and create fun beyond imagination!" Goal 1. Enhance Community Livability and Safety ■ • Installed video surveillance at the Historic Dam and at Ford Pool. ■■ • Prevented the establishment of any Cattle Egret rookeries through the continued implementation of the Cattle Egret Management Plan. ' • Increased park and playground safety issue assessments and repairs by acquiring a Triax device to aid in monitoring the impact attenuation properties of playground safety surfaces. • Created the"Center-Link",a bi-monthly newsletter to bring activities and community information to senors. • Continued to expand the central irrigation control throughout the park system. Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen Strategy 1. 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. • Participated 1n the'Master Outdoor Leadership Training"offered by TPWD. • Partnered with Congressman Sam Johnson's office and the NCTCOG to provide Medicare open enrollment information. • Provided educational information to seniors by working closely with community partners and agencies such as Texas A&M Agrilife Extension,AARP,senior living communities and healthcare providers. • Continued ongoing partnerships with multiple local agencies including AISD and private sports organizations. • Partnered with International Scooter Association to host an ISA Pro/Am regional qualifying competition at The Edge. • Partnered with Challenger Sports British Soccer Camp program to provide enhanced youth soccer camp programs • Partnered with Triple Creek Baseball, Triple Crown Baseball, Triple Crown Softball, Dallas Charge Professional ' Woman's Softball,American Freedom Gold Softball and Elite Lacrosse to provide tournaments and camps in their respective sports which utilize our hotels for their events. • Continued involvement and leadership with the Alliance for a Healthier Allen assisting with the reorganization of the program to better meet the needs of the community,as well as worked with stakeholders to revitalize and ' increase awareness. • Identified and implemented strategies for cultivating creative and innovative recreation programs resulting in multiple new successfully executed special events being created at ASRC,ORN,JFRC,and TEVC. ■ • Staff identified four apartment complexes that were eligible for inclusion in the Outreach Learn to Swim Program !■ with lessons offered at all four. Strategy 2. Complete development of Heritage Village to maintain Allen's history ' • Completed implementation of funded elements of the Heritage Village master plan. Goal 4. Signify.enhance.and communicate Allen's identity to the region and the nation • Recognized by the National Recreation and Park Association and the American Academy for Park and Recreation Professionals 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. Strategy 1. Continue to seek open space funding • Applied for funding assistance for the Bethany Lakes Trail Loop through the Texas Parks and Wildlife's Recreational Trails grant program. • Received funding in the amount of$357,500 through the Collin County Parks and Open Space Funding Assistance Program for the Allen Senior Recreation Center bridge and trail/park project. • Received funding assistance from the Land and Water Conservation Fund as passed through the Texas Parks and Wildlife Department, from Collin County Parks and Open Space Funding Assistance Program and from the Texas Commission on Environmental Quality passed through the North Central Texas Council of Governments See Less Trash grant program in the amount of$529,385 for Spirit Park. ' City of Allen 144 FY2018 Budget ' Received funding assistance from the Collin County Parks and Open Space Funding Assistance Program for the Allen Water Station Historic Dam Restoration and Interpretive Trail Project in the amount of$312,682. Strategy 2. Plan for the design and construction of needed City Parks and Recreation Facilities • Completed trail replacements under the trail maintenance program throughout the city including at Ford Pool, Hidden Creek Apartments and various other locations. • Repaired Trail at the Woods and Starcreek nature trails. Constructed several trail segments in conjunction with private development throughout the city. Completed design plans for the Watters Gap Trail and the Cottonwood Creek Trail at the Senior Recreation Center and Heritage Village • Completed the Ford Pool reconstruction project on May 25,2017. ' • Initiated construction of Spirit Park. Completed design plans for various park projects including Windridge,Reed Park East and Green Park. Strategy 3. Signify the City of Allen through beautification efforts Opened the Allen Water Station Historic Dam Restoration and Interpretive Trail Project on April 1,2017. Completed landscaping at the Heritage Village,including the monument sign. • Completed landscaping at Ford Pool. Renovated wildflower areas on Cedar Drive,Watters Drive and at Bethany Lakes Park. Improved and enhanced landscape beds in the Civic Plaza and on Bethany Drive. Conducted Arbor Day and associated tree installations at Orchards Park. • Completed landscape installation and renovation at Ford Pool(included installation of new bed and split rail fence as well as extensive tree work). Completed tree planting project at Heritage Village. Goal S. Systematically invest In Public infrastructure ' • Updated and expanded the Long-Term Facility Maintenance Plan to include new department-maintained facilities. Strategy 1. Implementation of the G.O.Bond,Capital Improvement Program(CIP) • Completed construction of Twin Creeks Park Phase 2 and Orchards Park. Acquired 2.9 acres of neighborhood park land in Rolling Hill neighborhood for$510,000 in Land Acquisition bonds. Goal 6. Maintain operational excellence in City government services • Continued the National Recreation and Park Association agency accreditation process. • Continued a comprehensive review of the standard operating procedures for the Recreation Services Division. ' • 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 polities governing the CARE financial assistance program to include new eligibility information. Recognized as the National Recreation and Park Association Gold Medal Winner. • Recognized by Texas Festival and Events Association for five awards—SILVER gest Festival/Event Website,Best New Sponsor Program,GOLD:Best Festival/Event Mobile Application,Best Miscellaneous Printed Materials,Best Miscellaneous Multimedia;and by International Festival and Events Association for seven awards—BRONZE Best ' Festival/Event Mobile Application,SILVER:Best Ad Series,Best Sponsor Partner,GOLD:Best Festival/Event Website,Best Miscellaneous Multimedia,Best Single Newspaper Ad,Best Vendor/Supplier Strategy 1. Utilize technology for optimum performance and customer service • Procured and trained staff on utilization of new equipment (Triax) for monitoring the impact attenuation of playground safety surfaces and turf. • Procured and trained staff on utilization of project management and scheduling software(EnerGov). Implemented the replacement plan for the discontinued"CLASS"recreation management software • Initiated a project at the Allen Senior Recreation Center to determine the effectiveness of the Better Impact volunteer management software. Strategy 3. Ensure excellent fiscal management to maintain public trust • Completed the bi-annual comprehensive fee assessment project. Implemented quarterly revenue goals,as well as monthly revenue reporting of all DRN programs. • Implemented a strategy to increase success of revenue generating programs by ensuring activities are well marketed and accessible for registration at ASRC. ' City of Allen 145 FY2018 Budget 1 Objectives 1 ' 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. • Identify alternative marketing opportunities to ensure that citizens are well informed of recreation opportunities. • Complete park renovations at Green Park and Reed Park East. ' • Complete new development of Windndge Park. • Complete renovations and expansion to the Glendover fishing pier. • Complete drainage study for Bethany Lakes Community Park. ' Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen Strategy 1. 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. Goal 4. Signify,enhance.and communicate Allen's identity to the region and the nation • Identify and implement conservation efforts for pollinators through regional partnerships with National Wildlife Federation,North Texas Native Plant Society and other agencies. ' Strategy 1. 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. ' Strategy 2. Plan for the design and construction of needed City Parks and Recreation Facilities • Continue to implement trail wayfinding,mile marker signage and requirements of the trail master plan. • Complete trail construction along Watters Branch tributary,Senior Recreation Center and Heritage Village,Mustang Creek and Allen Heights. , • Implement projects funded by the CDC and projects authorized by voters in the 2007&2016 bond elections. Strategy 3. Signify the City of Allen through beautification efforts • Continue to improve and enhance the city's facilities and beds including the Civic Plaza,Allen Public Library and Allen ■ Event Center ■! • Plan the 2017 Arbor Day Celebration and tree planting project(tentatively scheduled for Twin Creeks Park). Goal 5. Systematically invest in public Infrastructure ' • Continue to utilize the Long-Term Facility Maintenance Plan to schedule&budget major maintenance projects. Strategy 1. Implementation of the G.O.Bond,Capital Improvement Program(CIP) • Finalize Spirit Park construction and development. • Begin initial design planning efforts for Westside Recreation Center. ' Goal 6. Maintain operational excellence in Cltv government services • Continue the National Recreation and Park Association agency accreditation process with the goal of receiving accreditation in October 2018. • 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 Division. Strategy 1. Utilize technology for optimum performance and customer service • Continue to use Triax for playground and turf impact attenuation evaluations. • Continue to use EnerGov reviews and inspections. • Complete the CLASS to ACTIVE software replacement plan. ' • Expand the utilization of the Better Impact volunteer management software. Strategy 3. 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 that have a deficit. • Develop 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 Parks and Recreation Board and City Council. City of Allen 148 FY2018 Budget ' FUND� DEPARTMENT GENERALFUND PARKS&RECREATION 1450* EXPENDITURE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 6,966,967 7,863,376 7,789,893 8,611,856 Operations 710,852 1,215,067 1,399,785 1,863,193 Supplies 468,463 587,782 573,575 583,938 Maintenance 591,860 618,383 739,806 830,076 Professional Services 1,]1],990 2,073,556 2,178,429 1,922,816 Capital 76,851 - 150,000 DEPARTMENT TOTAL $ 10,532,983 $ 12,358,164 $ 12,681,488 $ 13,961,879 2015-2016 2016-2017 2016 20172017-2018 FULLTIME ACTUAL BUDGET AMENDED BUDGET ' Director 1 1 1 1 Assistant Director 2 2 2 2 Recreation Services Manager 1 1 1 1 Superintendent 2 2 2 2 ' Administrative Services Manager 1 1 1 1 Landscape Architect 1 1 1 1 Marketing Manager 1 1 1 1 ' Resource Development Manager 1 1 1 1 Center Supervisor 3 3 3 3 Park Operations Supervisor 1 1 1 1 ' Urban Forester 1 1 1 1 Aquatic Program Supervisor 1 1 1 1 Athletic Program Supervisor 1 1 1 1 Park Planner 2 2 2 2 Recreation Program Supervisor 1 1 1 1 Senior Marketing Coordinator 1 1 1 1 Special Events Coordinator 1 1 1 1 ' Youth Program Supervisor 1 1 1 1 Grant/Project Specialist 0 0 0 1 Grant Coordinator 1 1 1 0 Irrigation Specialist 1 1 1 1 Sports Field Supervisor 1 1 1 1 Chemical Specialist 1 1 1 1 Crew Leader 5 5 5 6 Marketing Coordinator 1 1 1 1 Recreation Specialist 11 it 11 11 it Parks Code Inspector 1 1 1 1 ' Parks&Reo,Support Specialist 1 1 1 1 Parks Specialist I I I 1 Building Technician 3 3 3 3 Parks Equipment Specialist 0 0 1 1 Senior Administrative Assistant 1 1 1 1 Chemical Technician 4 4 4 4 Equipment Operator 2 2 2 2 ' Irrigation Technician 3 3 3 3 Parks Maintenance Technician 4 4 4 4 City of Allen 147 FY2018 Budget GENERAL FUND PARKS&RECREATION ---14SOXXX' PERSONNEL SUMMARY-corfriNuEb 2015-2016 2016-2017 2016-2017 2017-2018 , FULL TIME-CONTINUED ACTUAL BUDGET AMENDED BUDGET Reservations Coordinator 1 1 1 1 Administrative Assistant 2 2 2 2 Head Lifeguard 4 4 4 4 ' Maintenance Worker 18 18 17 19 Lead Recreation Specialist 1 1 1 1 Recreation Specialist) 3 3 3 3 , TOTAL FULLTIME 93.00 93.00 93.00 96.00 PARTTIME Fitness Specialist 2.34 2.34 2.34 2.45 Lead Water Safety Instructor 0.50 0.50 0.50 0.50 ' Park Attendant 0.50 0.50 0.50 1.00 Recreation Specialist) 11.12 11.12 11.12 11.12 TOTAL PART TIME 14.46 14.46 14.46 15.07 , SEASONAL/TEMPORARY Seasonal Pool Supervisor 000 0.00 000 020 Seasonal Head Lifeguard 0.00 000 0.00 020 ' Seasonal-Lifeguard 20.00 2000 20.00 20.00 Seasonal-Water Safety Instructor 4.63 4.63 4.63 4.63 Seasonal-Swim Teaching Assistant 1.88 1.88 1.88 '1.88 Temp-Fitness Instructor 0.20 0.20 0.20 0.20 ' Temp-Recreation Specialist l 0.82 0.82 0.82 0.82 Temp-Camp Counselor 2.20 2.20 2.20 2.20 Temp-Saturday Night Event Chaperone 2.00 2.00 2.00 2.00 ' TOTAL SEASONAL/TEMPORARY 31.73 31.73 31.73 32.13 TOTAL FULL-TIME-EQUIVALENT 139.19 139.19 139.19 143.20 2015-2016 2016-2017 2016-2017 2017-2018 PERSON NEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salaries 4,843,440 5,478,289 5,430,273 5,928,374 Longevity 31,728 35,438 33,235 36,697 ' Overtime 140,566 17D,052 170,052 183,199 FICA 366,776 411,142 398,129 446,102 TMRS 632,436 690,137 666,005 738,261 Worker's Compensation 57,761 82,845 82,845 90,965 ' Health Insurance 809,776 901,039 914,944 1,089,979 Health Savings Account 17,648 14,832 14,832 14,548 Dental Insurance 57,170 66,420 66,420 73,068 ' Long-term Disability 5,202 7,088 7,088 5,749 Life Insurance 3,397 4,768 4,768 3,888 Flexible Spending 1,069 1,326 1,302 1,026 ' SUBTOTAL $ 6,966,967 $ 7,863,376 $ 7,789,893 $ 8,611,856 OPERATIONS Training/Travel/Mileage 35,479 107,802 107,802 115,197 Dues&Subscriptions 17,058 28,117 36,169 44,730 ' City of Allen 148 FY2018 Budget , EXPIENIMURE DETAIL-CONTINUED 2015-2016 2016-2017 2016-2017 2017-2018 ' OPERATIONS-CONTINUEDCA TUAL BUDGET AMENDED BUDGET Uniforms 27,915 71,746 75,693 80,535 Postage&Freight - - 19,757 20,000 ' Advertising 19,796 82,029 61,029 61,029 Rentals 5,570 57,292 10,059 6,870 Outside Printing 11,770 71,250 3,650 3,650 Meetings&Receptions 2,350 2,775 6,721 2,775 ' Class&Day Camp Expenditures 310,193 393,707 380,987 402,947 Special Events 200,412 301,272 260,521 358,277 Cost of Goods Sold-Concessions 24,403 68,750 56,977 69,339 ' Cost of Goods Sold-Retail 1,055 8,190 3,700 6,048 Cemetery Expenditures 6,340 14,398 14,398 16,994 Marketing Expenditures 48,512 7,739 99,039 101,330 Allen USA Expenses - - 263,283 268,719 Software Maintenance 39,522 Rolling Stock Replacement 265,231 SUBTOTAL $ 710,852 $ 1,215,067 $ 1,399,785 $ 1,863,193 ' SUPPLIES General Supplies 429,873 469,578 405,682 409,004 Small Tools&Minor Equipment 37,298 108,492 102,492 104,572 ' Medical&Chemical Supply 1,292 9,712 47,644 49,953 IT-Small Equipment 1,879 COAST Expense 17,757 18,530 SUBTOTAL $ 068,463 . $ 587,782 $ 573,575 $ 583,938 MAINTENANCE Facility Maintenance 498,016 363,336 565,519 639,058 Vehicle Maintenance 28,942 34,651 34,651 38,651 ' Equipment Maintenance 64,903 220,396 139,636 152,367 SUBTOTAL $ 591,860 $ 618,383 $ 739,806 $ 830,076 PROFESSIONAL SERVICES Contractual Services 1,490,853 1,733,425 764,831 776,235 Professional Services 227,137 340,131 318,570 134,970 Contract Mowing 1,095,020 1,011,611 SUBTOTAL $ 1,717,990 $ 2,073,556 $ 2,178,429 $ 1,922,816 CAPITAL OUTLAY Machinery&Equipment 54,362 - Vehicles 22,489 150,000 SUBTOTAL $ 76,851 $ - $ - $ 150,000 DEPARTMENT TOTALS $ 10,532,983 $ 12,358,164 $ 12,681,488 $ 13,961,879 1 ' City of Allen 149 FY2018 Budget DEPARTMENT ORG r r Items here funded by Antenna revenue: 2015-2016 2016-2017 2016-2017 2017-2018 ACTUAL BUDGET AMENDED BUDGET ' Cultural Arts Programs-Arts Alliance 70,000 70,000 70,000 70,000 Allen USA Celebration 253,368 259,868 263,283 268,719 Philharmonic Symphony 50,000 50,000 50,000 50,000 t Summer Sounds 20,400 20,400 21,000 21,000 Public Art Projects 32,472 37,322 13,000 13,000 TOTAL $ 426,240 $ 437,590 $ 417,283 $ 422,719 1 2015-2016 2016-2017 2016-2017 2017-2018 , Machinery&Eouioment ACTUAL BUDGET AMENDED BUDGET Sport Champ Artificial Turf Cleaner 48,177 - - - 14PH16t5Trailer 6,185 TOTAL $ 54,362 $ Vehicles F-150 for Park Tech 22,489 - - ReplacementofRetainedVehicles - 150,000 ' TOTAL $ 22,489 $ $ $ 150,000 'The items listed are non-recurring capital expenses based on increased service to the community. ' t 1 t City,of Allen 750 FY2O18 Budget ' ' FUND DEPARTMENT ACCOUNTi GENERAL FUND PARKS& RECREATIONr 1PERFORMANCE MEASURES General Fund Cost Per Capita Cost Per Capita ' General Fund cost per capita includes all park $240 and recreation related operations. This includes $224.11 expenses for department administration and $220 $209.19 ' park planning. Additionally, expenses for the $200 $195 72 $198.85 administration and operation of the Allen Event Center are included in this calculation as well. $180 ' Cost per capita spiked in 2016 primarily as a result of an almost 14% increase in personnel $160 expenses which was principally due to the City's ' implementation of salary market rate $140 adjustments. These adjustments were most significant in the lower pay grade positions. $120 ' These positions constitute the bulk of parks and recreation's positions. Additionally the figure $100 for 2015 was artificially lowered by a late year 2014 2015 2016 2017 Est. ' $300,000 budget cut that had to be absorbed. Costs spiked again in 2017 due to expiration and rebidding of several maintenance contracts(mowing, enhanced landscaping,and janitorial)that resulted in significant increases in expenses. t General Fund Revenue and Cost Recovery Expenses in these calculations include Revenue & Cost Recovery not only recreation and event based ' 100% expenses, but all maintenance, park 12,000.000 planning, and department 90% administration expenses as well. Cost 10,000,000 80% recovery for the general fund was v, - 70% positively impacted in 2013 by the o s000.000 m ze consolidation of utility expenses outside 60%0 ' of the Parks and Recreation 1.61000,000 50%" Department. This budget practice has 40%s continued to date. Here again, the 4,000,000 30%8 ' $300,000 budget cut in 2015 had an - z impact resulting in the 2015 rate being 2,000,000 20% artificially raised. The event center had 10% ' an exceptionally good revenue year in o 0% 2016 with several high grossing 2014 2015 2016 2017 Est, concerts and rentals. Estimates and ■Total Revenue 0%Cost Recovery projections for 2017 revenue are falling ' more in line with historical trends. This being the case,cost recovery is expected to continue its positive trend of hovering around 50%; however, with the 2016 salary market rate adjustments and the increases in contracted maintenance services,it may take time to get back above 50%. t City of Allen 151 FY2018 Budget FUND DEPARTMENT ACCOLINTi GENERALFILIND PARKS&RECREATION 145035r Park Acres Developed Acres Per 1000 Population ' The ratio of park acres to population has 4.00 historically been a benchmark of the adequacy of the park system for a city's residents. 3.50 3.29 3.21 3.07 3.06 ' However, numbers from the ratio are not 3.00 always comparable between cities due to 2.50 variations in how open space and reenbets 17 2.12 2.11 2.11 ' within each community are treated in the 2.00 ratio. Using developed acres as an alternative a 1.50 provides a useful benchmark for comparisons between city park systems. The fluctuation in 1.00 t both the community park and neighborhood 0.50 park numbers are indicative of our population growth exceeding park development. New 0.00 ' park acreage developed in 2016 included the 201a 2015 2016 2017 Est. Orchards neighborhood park and additional PNeighborhood Parks ■Commonly Parks development at Twin Creeks neighborhood ' park. With the expected openings of Spirit and Windridge Parks and the addition of Benton Greenbelt and the Ridgeview Crossing park both ratios are expected to climb; however, the ratios will resume a steady decline thereafter without significant funding for park development in subsequent years. ' Cost Per Maintained Acre Cost per Acre Maintenance of parks and recreation facilities $5,00o , has a large effect on the aesthetic value of a $4 668 city. For several years, cost efficiency initiatives allowed the department to $4022 $4,083 $4.092 ' maintain Allen's national gold medal winning se,wo park system at high standards during difficult economic times. Onetime cost cutting ' measures 2014 allowed for $459,000 in savings in the maintenance division budgets. $3.000 Without this savings, the rate in 2014 would ' have been -$4,400 which would have been significantly above the actual results for 2015. r However, it must be kept in mind that the $2.000 2015 figure would have been$4,336 had there 2014 2015 2016 2017 Est. ' not been a $300,000 budget cut. It was originally estimated 2016 would result in a cost/acre of$4,742(due to the 2016 salary market rate adjustments), but exceptional budget savings and maintenance deferments of$634,000 allowed for a dramatically improved ' outcome. Although the 2016 spike did not materialize, it was initially anticipated the results would be tempered somewhat in 2017 with the addition of acres to the system. While the estimated year-end result for 2017 is still less than the original 2016 estimate, a significant spike is still predicted due to increased costs for contracted ' maintenance services(mowing,enhanced landscaping,and janitorial). 1 City of Allen 152 FY2018 Budget ' DEPARTMENT ACCOUNT Membership Sales — — Membership Sales Along with classes, facility membership 10,000 sales are important to the financial 8000 ' success of the facilities. Each facility iap0o sells a variety of memberships. Those Z ]poo memberships sold at Don Rodenbaugh c e.o00 ' Natatorium (DRN) are valid at all u 5.000 locations, while those sold at the JFRC, M 4,000 ASRC,and the Visitor Center are specific ° 3,000 ' to those facilities. The JFRC membership 2,000 number also includes the special 4,000 membership charged for the Saturday o 2014 201512016 201]Est.Night R2C N Roll youth program. epBRC 1623 1421 1404 rrORN 3534 3487 1 3296 3250 JFRC, DRN, and the ASRC each IMJFRC 1 2496 1 2812 1 3115 3516 participate In the Silver Sneakers DEDGE1 46 1 33 1 5 1 ] 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. The program is tracked in the membership line item. With the continued opening of new fitness facilities and swim clubs in Allen, DRN and JFRC memberships saw a ' decline starting in 2014. The locker room renovations at DRN (completed fall 2014) and cardio equipment replacement at ASRC, DRN, and JFRC (summer 2015) have helped to stabilize membership levels, and levels are now beginning to rise with the increasing number of Baby Boomers becoming eligible for the Silver Sneakers program. Additionally, members are becoming more active and are engaging in more activities and programs at recreation facilities. Customer Satisfaction Now in its seventh year of execution, the REAL philosophy is the Parks and Recreation Department's guiding customer service program. 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%. 00% __Customer Satisfaction Rating Actuals — 5% 90% 85% - 80% Alen SeniOr DOn Rohenba,h J.,F- I n,Ed,v s mr A1Mcims ei total Recreation Genlar Nalatonum Rncreaiion Center Center - 2014 93% 93% 84"4 91% 9Y/. 994°/ 2015 93% 921, 92% 92°6, 53'4 924% 2016 93% 91% 90% 92% 92'/0 916 �Goai1 95% 95% 95% 55% 95% b ' City of Allen 153 FY2018 Budget FUND r _ACCOUli GENERALFUND PARKS&RECREATION1450355-1450374 Program Registration Proaram Registration ' Program registration is an indicator of a unique individual orteam 28,000 _ registering for a program,activity,or league. Learn to Swim classes(DRN) 24,000 and youth camps(JFRC(continue to be popular choices. Participation in 20.0000 classes at the Visitor Center continues ' to be a challenge; however,special 16,000 events and exhibitions In the park are 12,000 highly popular and well attended. ' The growth trend in registration at 8,000 - -- --- JFRC has taken a temporary setback due to the complete turnover of all 4roo0 - ' 2010 2015 2016 eon est programming staff and the center •EDGE 760 552454 475 supervisor. However,with a strategic JFRC 6,511 6,752 7,185 7.002 focus on programs with low ll 8558 8 735 8,566 8.714 ' enrollment,the growth pattern is 'oAthiatics 570 669 576 572 expected to resume. '.DASRG- 6,997 7,]86 10,272 �.. 10,556._ 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 dueto 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 2016 success rate of 74%was due to factors including staff turnover at multiple facilities,weather related cancellations and facility availability. Staff turnover has been especially impactful at JFRC over the last ' three years, while weather and facility availability played a large part in the lower success rate for Athletics. Success rates at ASRC and DRN continue to be well above industry standards. Class Success Rate Actuals 100% 90% 80% — 60% — 50% '40% Allen Re real Senior Athlelica Dan Rotlenbaugb Joe Farmer The Edge Vi Total n Center Natatodurn Recreation Center Cerrter ' 2014 94% 78% 84% 53% 42% 70.2% n 2015 94% 81% L 90% 57% 60% 78.4% 2016 94% 64% 97% 65% 51% 742% ' —Goal 75% 75% 75% 75% � 75% 75% City of Allen 154 FY2018 Budget , ' PARKS&RECREATION-EVENT CENTER ORGS EVENT CENTER ARENA 1480100 ' EVENT CENTER-OPERATIONS 1480322 EVENT CENTER-FACILITY 1480320 EVENT CENTER-BOX OFFICE 1480330 EVENT CENTER-GUEST SERVICES 1480334 FOOD&BEVERAGE 1480340 EVENT CENTER—COMMUNITY ICE RINK OPERATIONS 1480342 I 1 1 ' City of Allen 155 FY2018 Budget into The Allen Event Center was constructed through a partnership between the City of Al len,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 $9,000,000 annually. , Goal 1. Enhance Community Livability and Safety , Strategy 3. Identify,communicate,and facilitate awareness of services available to residents • Continued to raise awareness of AEC in the region via general brand marketing. Goa12. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen ' • AEC and ACIR hosted regional professional training events for the U.S.Ice Rink Association and partnered with NCTCOG to host a regional Job Hiring Fair. Strategy 1. 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 venue. • Partnered with AISD and Dallas Sidekicks to host health fairs at AEC. ' Goal S. Systematically Invest in Public infrastructure • Upgraded AECs High Definition AV capabilities to ensure the performance of building systems meet the functionality needs of current tenants and clients. • Constructed additional storage space for facility. , • Completed ice warm floor upgrades to Community Ice Rink. Goal 6. Maintain operational excellence in City government services • Conducted mandatory training for third parry staff in the Guest Relations and Food&Beverage Divisions , Strategy 1. Utilize technology for optimum performance and customer service • Completed installation of the Bypass point of sale system. Strategy3. Ensure excellent fiscal management to maintain public trust , • Reduced costs to ensure that programs and services are cost effective and reflect the interests of the community. • Established annual Cost of Goods Sold(COGS)reporting on Food&Beverage information. Objectives 1 ' Goall. Enhance Community Livability and Safety Strategy 3. Identify,communicate,and facilitate awareness of services available to residents ' Continue to raise awareness of AEC in the region via general brand marketing. Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen • AEC and ACIR will host regional professional training events for U.S.Ice Rink Association and partnered with , NCTCOG to host Regional lob Hiring Fair. Strategy 1. Create recreational partnerships • Continue partnership with the Dallas Stars organization to provide enhanced youth hockey introduction programs. ' • ACIR continue partnership with Special Olympics to host the Special Olympics ice skating competitions. • Food&Beverage division continue assisting the Allen Senior Recreation Center in enhancing meals for events. City of Allen 156 FY2018 Budget ' ' 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 venue. ' Partner with AISD and Dallas Sidekicks to host health fairs at AEC. Goals. Systematically Invest In Public Infrastructure • Implement an upgrade of the Arena Lighting Control System that brings modern technology components,capabilities t and security to arena sports lights and general operational lighting. • Implement an upgrade of the Daktronics Video Board to help promote events and raise facility awareness. Goal 6. Maintain operational excellence in City government services • Conduct mandatory training for third parry staff in the Guest Relations and Food&Beverage Divisions. ' Strategy 1. Utilize technology for optimum performance and customer service Upgrade sports lighting controls to current technology to allow for optimal security,economy and event usage. Strategy3. Ensure excellent fiscal management to maintain public trust • Reduce costs to ensure that programs and services are cost effective and reflect the interests of the community. 1 ' City of Allen 167 FY2016 Budget 1 FUND DEPARTMENT ORG EXPENDITURE SUMMARY i GENERALFUND ALLEN EVENT CENTER 14SOXXX 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET , Personnel $ 2,530,492 $ 2,790,941 $ 2,722,147 $ 3,046,104 Operations 2,408,392 3,190,165 3,126,654 2,522,674 Supplies 210,317 207,996 177,852 201,120 i Maintenance 281,215 267,177 307,787 3]],465 Professional Services 4,496,026 2,940,305 2,992,847 2,787,804 TOTAL EXPENDITURES $ 9,926,442 $ 9,396,584 $ 9,327,287 $ 8,935,167 2015-2016 2016-2017 2016-2017 2017-2018 i F LU LTIME ACTUAL BUDGET AMENDED BUDGET General Manager 1 1 1 1 Assistant General Manager 1 1 2 2 i Booking and Events Director 1 1 1 1 Food&Beverage Director 1 1 1 1 Production&Operations Director 1 1 1 1 Center Supervisor 1 1 1 1 ' Concessions Manager 1 1 1 1 Executive Chet 1 1 1 1 Ice Rink Program Supervisor 1 1 1 1 i Audio/Visual Specialist 1 1 1 1 Crew Leader 1 1 1 1 Event Specialist 1 1 1 1 i Marketing Coordinator 1 1 1 1 Recreation Specialist 11 3 3 3 3 Accounting Technician 1 1 1 1 Building Technician 2 2 2 2 i Senior Administrative Assistant 1 1 1 1 Box Office Supervisor 1 1 1 1 Guest Services Supervisor 1 1 1 1 i Ice Operations Coordinator 1 1 1 1 Accounts Payable Technician 1 1 1 1 Conversion Specialist 1 1 2 2 Premium Level Coordinator 1 1 1 1 i Sous Chet 1 1 1 1 Lead Box Office Attendant 1 1 1 1 Food&Beverage Coordinator 2 2 2 2 i Lead Event Attendant 2 2 2 2 TOTAL FULL TIME 32 32 34 34 1 1 i City of Allen 768 FY2018 Budget i ' ,FUND DEPARTMENT GENERALIFUND ALLEN EVENT CENTER 1480M PERSONNEL SUMMARY-CONTINUED 2015-2016 2016-2017 2016-2017 2017-2018 PARTTIME ACTUAL BUDGET AMENDED BUDGET Maintenance Worker 000 000 000 100 Lead Cash Room Attendant 050 050 050 050 Lead Recreation Specialist) 0.96 0.96 096 096 Box Office Attendant 1.20 1.20 120 120 Cash Room Attendant 1.00 1.00 100 100 ' Lead Event Attendant 0.50 0.50 050 0.50 Recreation Specialist) 192 1.92 2.37 237 Receptionist 090 0.90 045 0.45 Lead Concession/Merchandise 0.80 0.80 0.69 069 ' Food&Beverage Specialist 1.20 1.20 0.86 086 Lead Premium Level Attendant 0.30 0.30 0.00 0.00 Food Runner 0.50 0.50 000 0.00 Ice Rink Attendant 1.80 1.80 1.80 180 Premium Level Attendant 075 0.75 0.00 0.00 TOTAL PARTTIME 12.33 12.33 10.33 11.33 ' TOTAL FULL-TIME-EQUIVALENT 44.33 44.33 44.33 45.33 ' 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salaries 1,723,336 1,916,929 1,870,112 2,063,465 Longevity 6,782 7,633 7,104 8,400 Overtime 91,183 104,756 103,347 107,481 ' FICA 134,842 148,099 140,084 157,404 TMRS 232,413 245,078 230,212 271,621 Worker's Compensation 21,401 29,522 29,522 32,735 Health Insurance 288,928 303,170 308,158 368,805 Health Savings Account 6,484 8,851 6,705 4,387 Dental Insurance 21,259 22,366 22,366 27,728 Long-term Disability 1,976 2,406 2,406 2,189 ' Life Insurance 1,262 1,511 1,511 1,433 Flexible Spending 627 620 620 456 SUBTOTAL $ 2,530,492 $ 2,790,941 $ 2,722,147 $ 3,046,104 OPERATIONS Training/Travel/Mileage 20,613 28,191 28,191 32,778 Dues and Subscriptions 15,958 23,374 26,787 31,996 Uniforms 12,087 26,672 21,122 20,997 Advertising 96,179 - 9,400 11,500 Rentals 65,405 76,180 84,344 79,930 Outside Printing 5,202 17,050 16,800 21,250 Meetings and Receptions 581 500 500 500 Uquor State Tax Expenses 56,346 55,543 50,000 55,543 Class/Day Camp Expenses 164,208 177,839 170,998 181,396 Events/Activities 3,736 4,794 2,094 4,890 City of Allen 159 FT2O18 Budget CIRIS FUND ALLEN EVENT CENTER 14BOXXX EXPENDITURE DETAIL-CONTINUED 2015-2016 2016-2017 2016-2017 2017-2018 OPERATIONS-CONTINUED ACTUAL BUDGET AMENDED BUDGET ' Cost of Goads Sold-Concessions 328,170 366,000 317,000 285,490 Liquor Supply Expenses 144,934 178,600 178,996 151,100 Cast of Goods Sold-Retail 12,279 8,772 8,772 8,947 ' Ticket Reimbursement Expense 1,028,896 1,395,000 1,585,000 1,08],35] Economic Grant Expenses 455,631 489,000 489,000 465,000 Marketing Expense (1,830) 342,650 137,750 84,000 SUBTOTAL $ 2,408,392 $ 3,190,165 $ 3,126,654 $ 2,522,674 ' SUPPLIES General Supplies 101,062 100,481 81,424 95,051 Small Tools and Minor Equipment 109,255 107,515 96,428 97,069 t IT-Small Equipment - - - 9,000 SUBTOTAL $ 210,317 $ 207,996 $ 177,852 $ 201,120 MAINTENANCE ' Facility Maintenance 181,407 213,724 251,334 258,828 Equipment Maintenance 99,808 53,453 56,453 118,637 SUBTOTAL $ 281,215 $ 267,177 $ 307,787 $ 377,465 PROFESSIONAL SERVICES ' Contractual Services 1,667,533 1,663,855 1,697,019 1,649,712 Lease Agreements 2,909 2,88D 581 - Professional Services 2,825,583 1,273,570 1,295,247 1,138,092 ' SUBTOTAL-$- 4,496,026 $ 2,940,305 $ 2,992,847 $ 2,787,804 DEPARTMENT TOTALS $ 9,926,442 $ 9,396,584 $ 9,327,287 $ 8,935,167 City of Allen 160 FY2018 Budget ' ' FUND DEPARTMENT GENERALFUND ALLEN EVENT CENTER 1480100-1480342 PERFORMANCE MEASURES Arena Attendance,Event Days,&Events The building programming has matured and this is reflected in the Arena Attendance,Event Days & Events notoriety and size of artists and events. In 2017 the event center 300,000 ----- --- - - 160 will host 5 concerts, 5 graduations, 150 275,000 60 sport tenant games, and a 140 d ' multitude of other events that drive $ 250,000 225,000 120 130 w economic impact for the City of w m Allen culminating in 121 event days. < ' The venue continues improving its 200,000 110 6 activity in the months of July, 100 August, and September minimizing 175,000 Lk 90 programming lulls with a 150,000 "` 80 professional bull riding event being 2014 2015 2016 2017 Est added in 2017. EAltendance ■Event Days ciEvents Attendance is trending upward due to an increase in large concerts; however, this is strongly linked to the performance of the building's three sport tenants due to the number of dates they hold. This had a dramatic impact on the 2017 attendance figure as the Allen Americans exited the playoffs in the second round resulting in eight fewer well attended hockey games than in prior years. The dates that were being held on the calendar for those games were unable to be filled with other activities on such short notice as there was not sufficient time to ' successfully market and conduct ticket sales for an event. The facility continues to execute on multiple cooperative concert promotion with promoters which brings strong national acts to Allen. ' Allen Community Ice Rink Attendance Al Attendance The facility continues to see consistent ' numbers, and while maintenance 140,000 projects will always impact operating 120,000 -- -----4132,6981M,320 hours and reduced program opportunities,this year there were three 100,000 extended periods when the facility was 80,000 without ice due to major repair projects (December, lune, and July). This in turn 60,00was reflected in the dramatic decline in40,000 both attendance figures for 2017. Withthe lack of consistent programming dates 20,000 and times, the rink had to adjust by focusing more on prioritizing core 2014 2015 programs, moving other programs to Rt •Annual TOM 117,690 112.092 in available times,and offering more and •Programs&Drop In 91.995 90478 , different types of drop-ins. Rentals 25.695 21,614 12,827 6.320 City of Allen 161 FY2018 Budget POLICE ' ORGS ADMINISTRATION 1330100 ANIMAL SHELTER 1335225 SUPPORTSERVICES 1335100 CRIMINAL INVESTIGATIONS 1340100 , SCHOOL RESOURCE OFFICER 1335215 PATROL 1345100 DETENTION 1335220 ■ Chief minSenior 1 Atllstmtive Assistant 1 RMeaxmalabnbM• Imunal Albh• ' Lieutenant Sergeantl O11i Cfficerl Administrative Assistant . , Slnp blm••Vnll Olficer2 Cammunay R+tlbn• ' Sergee Otficer3r3 Depuy CChief euppl hief cIO Pabtl B•rvka Deputy Chief Depuy Chief , 1 1 1 Chaplains LeuknaM Adinhistr+dve Asmslant Administrative Assistant 1 1 1 AdminisUrdtive Assistant Anim+conml Lieutenant 4 Superveorl 1 Lieuterant2 Sr Animal Control Officer 1 Sergeant 4 , Animal Control Ofioer 5 Corporal Polce Sermces Technician cbnaa Aa+n+canon• Offioar 24 2 Sergeam 1 Podce Records CorpomlI cameo,I'Mulb Supervisor Odiciadnvengffior2 swab ' 1 Child Muse Investigator 7 Leutenantl Deterdon canker Yetlm Ari o ate Sergeant S Famiy Violencetrnesdgatorl Corporal Records Tedmidan Olficer25 ' calnanaow7 4 POice/Fie EMS Manager xtloaro PolcelFia EMS Slperviso Public Safety Oficer Sergeant ScTranI tl 3 5 Corporal1 Corporal POIceIFYlsp a EMS Datrhe ORcedln estigator3 Officers , 16 sceotl a.atle c.vn;o'emot 1 Sergeant t Sergcent 1 xe Property Evidence Tell Corporal 1 Corporal 1 Sergent 1 2 Oalcer6 Cftc rdnvestgatof6 Ofgam3 Mminliradve Sergeant Cummeorms r CnmeArelyst 1 1 Comnelst 2 -One FTE funded in Grants&Special Revenue fund by Public Safety grant. City of Allen 162 FY2016 Budget 1 DEPARTMENT ACCOUNT y. ..;•. E 1330100-1350101' ■ 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 1. Continue to provide progressive and efficient emergency services • Started 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 various crime analysis reports to identify frequent call for service locations and call types which allows the department to be proactive in identifying and addressing chronic locations for crime and calls for service. ' • Retained publicsafety software consultantto evaluate ourcurrent dispatch and police records software and assisted the city in releasing a Request for Proposal for a new,more functional software and hardware. • Completed upgrade on department's 9-1-1 and emergency radio communications voice recording system. The system now provides some level of redundancy along with enhanced quality assurance protocols. ' • Began implementation of a new body-worn camera system in conjunction with an updated incarvideo system including equipment installation, policy development and training. Goal 1. Enhance Community Livability and Safety t Strategy 1. Continue to provide progressive and efficient emergency services Continue to pursue grants forthe department to focus on personnel,equipment and technology needs. • Complete Implementation of a new body worn camera system for first responders including contract negotiations, ' procurement,implementation,policy development and training. o Continue to monitor and enhance the DDACTS program to deter property offenses in high crime areas of the city while lowering the amount of traffic related incidents in the same zone. • Evaluate new publicsafety software and select a vendor to provide new and more functional software and hardware for dispatch and police records management. • 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 exchanging of intelligence information with an emphasis on enhancing the Collin County Fusion Center. ' City of Allen 163 FY2018 Budget FUND DEPARTMENT ORG GENERALFUND POLICE 13XXXXX EXPENDITURE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 17,639,620 18,721,644 18,568,347 19,538,877 Operations 288,522 296,958 310,162 1,745,268 Supplies 345,970 307,090 361,285 322,898 60 , Maintenance 356,506 275,020 277, 1 284,949 Professional Services 113,779 156,050 156,050 181,25D Capital - - - 116,104 DEPARTMENT TOTAL $ 18,744,397 $ 19,756,762 $ 19,673,445 $ 22,189,346 ' 2015-2016 2016-2017 2016-2017 2017-2018 FULLTIME ACTUAL BUDGET AMENDED BUDGET Police Chief 1 1 1 1 ' Deputy Police Chief 3 3 3 3 Police Lieutenant 7 7 7 7 Police Sergeant 17 17 17 17 Police Corporal 12 12 13 13 , Police Officer' 86 86 85 89 SUBTOTAL-Sworn 126 126 126 130 Emergency Comms.Manager 1 1 1 1 ' Animal Control Supervisor 1 1 1 1 Crimmabst 2 2 2 2 , Victims Advocate 1 1 1 1 Criminal Analyst 1 1 1 1 Police Records Supervisor 1 1 1 1 Police/Fire Dispatch Supervisor 3 3 3 3 , Police/Fire Dispatcher 16 16 16 16 Senior Animal Control Officer 1 1 1 1 Police Services Technician 1 1 1 1 ' Senior Administrative Assistant 1 1 1 1 Animal Control Officer 5 5 5 5 Detention Officer 8 8 8 8 Property/Evidence Technician 2 2 2 2 , Public Safety Officer 5 5 5 5 Quartermaster 1 1 1 1 Administrative Assistant 4 4 4 4 ' Police Records Technician 4 4 4 4 SUBTOTAL-Non-sworn 58 58 58 58 TOTAL FULL TIME 184 194 184 188 ' 'One position Is funded in the Grant Fund by a Public Safety grant. City of Allen 164 FY2018 Budget , FUND DEPARTME Om GENERAL FUND POLICE ° 2015-2016 2016-2017 2016-2017 2017-2018 I PARTTIME ACTUAL BUDGET AMENDED BUDGET Police Services Technician 1.00 100 1.00 1.00 TOTAL PARTTIME 1.00 1.00 1.00 1.00 TOTAL FULL-TIME-EQUIVALENT 185.00 185.00 185.00 189.00 ' 2 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDEDU8 DGET Salaries 11,628,794 12,592,100 12,346,224 12,956,875 Longevity 78,058 81,174 78,870 85,786 Overtime 977,189 854,309 851,000 790,975 FICA 922,967 931,793 944,223 1,004,759 TMRS 1,803,678 1,839,609 1,884,268 1,933,681 Worker's Compensation 135,277 169,847 170,060 195,924 ' He alth Insurance 1,877,274 2,018,299 2,057,102 2,323,794 Health Savings Account 25,515 25,537 25,537 25,076 Dental Insurance 129,899 143,626 144,540 157,250 Long-term Disability 14,212 17,493 17,602 15,887 ' Life Insurance 8,908 11,165 11,229 10,308 Flexible Spending 3,558 4,092 4,092 3,762 Clothing Allowance 34,291 33,600 33,600 34,800 ' SUBTOTAL $ 17,639,620 $ 18,721,644 $ 18,568,347 $ 19,5381 OPERATIONS Software Maintenance - - - 647,312 Rolling Stock Replacement - - - 795,983 ' Training/Travel/Mileage 100,020 95,776 109,380 100,850 Dues&Subscriptions 19,731 14,780 14,780 12,025 Clothing&Uniforms 67,015 81,000 81,000 82,500 ' Postage&Freight 9,259 9,350 9,350 9,350 Rentals/Leasing 41,943 45,692 45,692 46,600 Printing&Reproduction 13,059 12,500 12,100 12,500 Meetings and Receptions 9,171 11,270 11,270 11,270 Canine Maintenance 15,263 8,500 8,500 8,50D Crime Prevention 6,242 7,478 7,478 7,478 Narcotics Operations 6,819 10,612 10,612 10,800 ' SUBTOTAL $ 288,522 $ 296,958 $ 310,162 $ 1,745,268 SUPPLIES IT-Small Equipment - - 2,175 - ' General Supplies 125,753 68,269 68,269 71,400 Small Tools&Minor Equipment 216,238 169,521 186,580 166,828 Ammunition Supplies - 62,000 62,000 72,500 SWAT Expenses 3,979 7,300 7,300 7,300 I Abandoned Property Expesnses - - 34,961 4,870 SUBTOTAL $ 345,970 $ 307,090 $ 361,285 $ 322,898 City of Allen 165 FV2018 Budget FUND DEPARTMENT ORG EXPENDITURE DETAIL-CONTINUED 2015-2016 2016-2017 2016-2017 2017-2018 MAINTENANCE ACTUAL BUDGET AMENDED BUDGET , Facility Maintenance 11,155 7,500 7,500 7,500 Vehicle Maintenance 323,985 228,000 228,000 237,929 Equipment Maintenance 21,366 39,520 42,101 39,520 ' SUBTOTAL $ 356,506 $ 275,020 $ 277,601 $ 284,949 PROFESSIONAL SERVICES Contractual Services 592 13,200 13,200 13,200 Lease Agreements 2,604 3,300 3,300 31300 ' Professional Services 104,815 129,550 129,550 149,750 Immunization/Physical Exp - - - 5,000 Donation Expenses 5,768 10,000 10,000 10,000 ' SUBTOTAL $ 113,779 $ 156,050 $ 156,050 $ 181,250 CAPITAL OUTLAY Machinery&Equipment - - - 6,000 , Vehicles - - 110,104 SUBTOTAL $ - $ - $ - $ 116,104 DEPARTMENT TOTALS 18,744,397 $ 19,756,762 19,673,445 22,189,346 ' 2015-2016 2016-2017 2016-2017 2017-2018 ' MACHINERY&EQUIPMENT ACTUAL BUDGET AMENDED BUDGET Commercial Washer/Dryer-Shelter - - - 6,000 SUBTOTAL $ - $ - $ - $ 6,000 VEHICLES Two Ford SUV's-Patrol Vehicles - - - 60,000 New Vehicle Equipment Installation - - - 38,800 New Vehicle MDC's 11,304 SUBTOTAL $ - $ - $ - $ 110,104 'The items listed are non-recurring capital expenses based on increased service to the community, ' City of Allen 166 FY2018 Budget ' tFUND DEPARTMENT GENERALFUND POLICE 1330100-1350100 „ PERFORMANCE 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;and 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 2017 are based on prior call history, projections made by the department and other factors. ' PART I CRIMES(Major Crimes) In the 2016 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. ' Part I Crimes" 2,000 1,500 1,000 Soo — 0 2013 2014 2015 2016 2017 Projected' ' •5Tobe lmistentoititpn vnre Me abnm 6ffi,twnedarmbef mcmumes • Ta be ronslstentwith pna years the vbpve men[ionednumber include SjmpleAssault stpM1s[ics Mat are nvtpart I offinse The City of Allen experienced an overall increase of approximately 8.15% in the Uniform Crime Index-defined Part I crimes as compared to 2015.The increase is based upon raw number comparisons. Based on UCR Part I crime (major crimes) statistics from January 1 through May 30, 2017 Part I incidents are expected to increase this year.A new program titled Data Driven Approaches to Crime and Traffic Safety (DDACTS) has been implemented to address the increase in theft at high profile retail locations. It should be noted that 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. ICIH of Allen 167 FY2018 Budget FUND DEPARTMENT ACCOUNT GENERALFUND POLICE 1330100-1350100 Offense Reports and Arrest The Allen Police Department continually examines the number of offense 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 2016 is in part related to the increase in arrests that were made during the year. Reports Submitted ' 10,000 s,000 I — 2013 2014 2015 2016 2017 Protected` Arrests Made ' 3,500 ' 2,800 2,100 � • 1,400 700 0 2013 2014 2015 2016 2017 Projected' Another measurement the department utilizes is the number of arrests made by police officers in the ' city. In 2017, we are projecting that the number of arrests will increase as call demand for the officers continues to increase. 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 in reference 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. ' CM/of Allen 168 FY2018 Budget FUND DEPARTMENT GENERALFUND POLICE 1330100-1350100 Calls For Service - Crashes ' 3,000 2,500 2,000 1,500 1,000 500 0 LILALI" 2013 2014 2015 2016 2017' Projected ■Minor + Major 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 2017.The department will continue to utilize the STEP grant to increase traffic enforcement. ' Citations Issued 20,000 15,000 10,000 5,000 0 -1 AV 2013 2014 2015 2016 2017 Projected' Calls for Service/Officer Initiated Activity In 2016, the police department experienced a 3.6% increase in total calls for service and officer self- initiated activity as follows: Department 2013 12014 12015 2016 2017` Police 62,999 73,031 65,192 67,627 70,656 IFire/EMS 5,241 5,190 5,630 5,966 6,036 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. City of Allen lee FY2018 Budget 1 FUND DEPARTMENT ACCOUNT GENERAL FUND POLICE 1330101i--1350100 The Allen Police Department continues its proactive approach to crime prevention and Community Oriented Policing. In 2016, the department conducted 113,100 Directed Patrols and 17,833 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 2016,the Animal Control Unit responded to 3,944 calls for service. This is an increase from 2015. Animal Control Calls For Service ' 5,000 ..-- 2,500 -- - g 1 2013 2014 2015 2016 2017 Projected* Adoption fees were adjusted in 2014 along with implementation of a spay neuter program that utilizes area veterinarians who provide services at a reduced rate to the City of Allen. All cat and dogs that are adopted from the shelter have been spayed/ neutered, microchipped and vaccinated. It is anticipated that the Animal Control Unit will continue to see a slight increased call volume as the city continues to ' grow and their staffing increases. City of Allen 170 FY2018 Budget 1 1 PUBLIC AND MEDIA RELATIONS 1 ORG 1120100 1 1 Pubic and Meda Relatiora Director 1 1 Evecutrre Inteacuw Metlia Senior Marketing Producer Manager Spa cWall vaso Protlieer 1 2 1 1 i i 1 1 1 1 1 1 1 City of Allen 171 FY2018 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND PUBLIC AND MEDIA RELATIONS 1120100 The Public and Media Relations Office provides information about city government, programs and services to ' residents and the media.The office produces the City's weekly a-news and special publications,oversees the City's website and social media outlets,and manages the government access channel--Allen City Television/ACIV.The office also helps coordinate special events and works with other City departments regarding education,outreach ' and marketing efforts. r.- :'777,- t Goal 4. Signify,enhance and communicate Allen's identity to the region and the nation. • Supported Allen CVB marketing efforts to include support for strategic objectives specific to communication and ' advisory capacity for brand refresh. • 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. • Continued implementation of the 2014-2017 Communication Plan to include enhanced use of social media which ' included digital brand strategy development,increased use of Twitter including a monthly Hashtagalong feature to showcase operations,development and use of Unkedln,and added Instagram. • Developed and implemented website and social media standards and best practice guidelines. ' • Facilitated over 300 annual media requests and utilized the Gsion platform to increase, monitor and report local, regional and national news coverage. • Produced monthly Allen Image features,weekly a-news and five annual publications. ' Goal 6. Maintain operational excellence in City government services Strategyl. Utilize technology for optimum performance and customer service. • Utilized software platforms for media distribution/monitoring,social media archiving and social media monitoring. , (external to the city's social media accounts) • Continued management of PrideWire,the employee intranet. • Monitored website analytics to continually improve customer use and experience. ' • Continued to use and promoted AllenNews.org as a primary source for city-wide news,events and video coverage. • ACfV received 3r° place for Overall Programming Excellence from national association and 1" place for Overall Programming Excellence from state association. • Continued creative programs including Work of Art,Kid Dubs and On The Go Produced over 120 promotional PSAs. Objectives for FY 2018: , 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 PAMRO • Update the 2014-2017 Communication Plan to include and updated graphic identity policy. Goal 6. Maintain operational excellence in City government services Strategy 1. Utilize technology for optimum performance and customer service. • Explore use of new technology to integrate employee communication and work tools • Continue production of original and award-winning programming. ' City of Allen 172 FY2018 Budget ' 1 1 FUND DEPARTMENT tEXPENDITURE SUMMARY GENERAL FUND PUBLIC AND MEDIA RELATIONS 2015-2016 2016-2017 2016-2017 2017-2018 1 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 559,802 592,684 593,973 649,078 Operations 21,750 22,190 22,190 44,650 1 Supplies 1,024 3,000 3,000 3,000 Maintenance 65 600 600 600 Professional Services 22,255 37,600 38,920 37,800 DEPARTMENT TOTAL $ 604,896 $ 656,074 $ 658,683 $ 735,128 t 2015-2016 2016-2017 2016-2017 2017-2018 FULLTIME ACTUAL BUDGET AMENDED BUDGET Public&Media Relations Director 1 1 1 1 t Executive Producer 1 1 1 1 Interactive Media Manager 1 I 1 1 Video Producer 2 2 2 2 Senior Marketing Specialist 0 0 0 1 1 Marketing Specialist 1 1 1 0 TOTAL FULLTIME 6 6 ' 6 ...6 1 TOTAL FULL-TIME-EQUIVALENT 6 6 6 6 1 t 1 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salaries 403,738 427,688 428,019 465,884 t Longevity 2,508 2,740 2,616 2,912 Overtime 4,798 4,800 4,800 4,800 FICA 29,603 31,262 30,894 34,642 t TMRS 58,042 61,762 62,299 67,019 Worker's Compensation 603 821 821 901 Health Insurance 55,587 58,189 59,102 67,133 t Dental Insurance 3,834 4,110 4,110 4,583 Long-term Disability 524 647 647 582 Life Insurance 395 479 479 451 Flexible Spending 171 186 186 171 1 SUBTOTAL $ 559,802 $ 592,684 $ 593,973 $ 649,078 OPERATIONS Software Maintenance - - - 20,250 t Training/Travel/Mileage 13,130 11,825 11,825 13,325 Dues&Subscriptions 8,110 8,865 8,865 9,575 Printing&Reproduction 510 1,500 1,500 1,500 SUBTOTAL $ 21,750 $ 22,190 $ 22,190 $ 44,650 1 1 1 City of Allen 173 FV2018 Budget i RELATIONS 1 2015-2016 2016-2017 2016-2017 2017-2018 SUPPUES ACTUAL BUDGET AMENDED BUDGET 1 General Supplies 1,024 3,000 3,000 3,000 SUBTOTAL $ 1,024 $ 3,000 $ 3,000 $ 3,000 MAINTENANCE 1 Vehicle Maintenance 65 600 600 600 SUBTOTAL $ 65 $ 600 $ 600 $ 600 PROFESSIONAL SERVICES Contractual Services 11,777 32,100 33,420 32,300 1 Professional Services 10,478 5,500 5,500 5,500 SUBTOTAL $ 22,255 $ 37,600 $ 38,920 $ 37,800 DEPARTMENT TOTALS $ 600,896 $ 656,074 $ 658,683 $ 735,128 1 1 i i 1 1 1 1 1 1 1 1 Cityof Allen 174 FY2018 Budget 1 GENERAL FUND PUBLIC EDUCATION GOVERNMENT ACCESS 1121111D 2015-2016 2016-2017 2016-2017 2017-2018 ' CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Supplies 19,861 Professional Services 15,782 - - - ' Capital Outlay 72,241 - DEPARTMENTTOTAL $ 107,885 $ $ $ 2015-2016 2016-2017 2016-2017 2017-2018 SUPPUES ACTUAL BUDGET AMENDED BUDGET ' Small Tools&Minor Equipment 19,861 = SUBTOTAL $ 19,861 $ $ $ PROFESSIONAL SERVICES ' Professional Services 15,782 SUBTOTAL $ 15,782 $ $ $ CAPITALOUTIAY Machinery&Equipment 72,241 ' SUBTOTAL $ 72,241 $ - $ - $ - EPARTMENTTOTALS $ 107,885 $ $ $ , ' 2015-2016 2016-2017 2016-2017 2017-2018 MACHINERY AND EQUIPMENT ACTUAL BUDGET AMENDED BUDGET Mac Pro Editing Workstation 9,774 - - - StudioENGCamera 28,407 - - - Laser Projector for Council Chambers 14,956 - - - AutomatedStreamingEngine 19,105 TOTAL $ 72,741 $ $ $ `Expenddures were moved to the Special Revenue Fund 540 in FY2017. "The items listed are non-recurring capital expenses based on increased service to the community 1 1 City of Allen 176 FY2018 Budget i 1 1 1 1 1 CITY OF ALLEN 1 1 1 1 1 1 1 1 1 ' CITY OF ALLEN DEBT SERVICE FUND ' FISCAL YEAR 2017 - 2018 Debt Polity 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%. FY2018 debt ' burden ratio is 0.73%. The proposed tax rate at October 1, 2017 is $0.51 per$100.00 of assessed valuation of which $0.117262, or 22.99%, 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 lune 2017, the ratings on the City's General Obligation debt were reaffirmed at AAA by ' Standard and Poor's and Aaa by Moody's. The ratings on the City's Water & Sewer Revenue debt were upgraded to AAA from AA+ by Standard and Poor's in June 2012. The Water & Sewer rating was upgraded by Moody's to Aa2 from Aa3 in May 2010. In ' August 2016,the City's CDC Revenue debt rating was upgraded to Aa2. The EDC Revenue debt rating was affirmed at Aa2 by Moody's in November 2016. FUND BALANCE PROJECTIONS ' FY 2017 FY 2018 PROJECTED FUND BALANCE 10/1 $ 1,254,401 $ 1,213,679 ' TOTAL PROJECTED REVENUES 13,892,543 14,396,472 ' TOTAL PROJECTED EXPENDITURES (13,933,265) (14,288,630) ' PROJECTED FUND BALANCE 9/30 $ 1,213,679 $ 1,321,541 5%OF ANNUAL DEBT SERVICE' $ 696,101 $ 713,868 ' -Ending Fund Balance required: 5%to 10%of annual debt service. ' City of Allen 177 FY2018 Budget f CITY OF ALLEN , DEBT SERVICE REQUIREMENT FISCAL YEAR 2017 - 2018 GENERAL OBLIGATION BONDS: 2006 07/26/06 1,595,000 414% 08/15/26 880,000 85,000 36,432 121,432 ' 2009 05/01/09 15,400,000 3%-4.5% 08/15/28 3,225,000 760,000 129,000 889,000 2010 05/01/10 12,000,000 3%-4% 08/15/29 8,465,000 575,000 321,563 896,563 , 2010A 11/01/10 8,785,000 2%-3% 08/15/22 4,550,000 850,00 136,500 986,500 2011 05/01/11 8,840,000 2%-4.25% 08/15/30 4,895,000 520,000 183,275 703,275 ' 2012 02/01/12 13,865,000 2%-5% 08/15/24 9,800,000 1,305,000 434,650 1,739,650 2013 05/01/13 5,065,000 2%-3 5% 08/15/32 4,200,000 235,000 117,400 352,400 2014 05/01/14 10,595,000 2%-4% 08/15/33 9,310,000 475,000 303,265 778,265 2015 05/19/15 32,245,000 2%-5% 08/15/34 25,495,000 4,210,000 1,153,544 5,3631544 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%-S% 09/30/32 11,845,000 1,130,000 399,621 1,529,621 TOTAL $ 127,145,000 $ 88,575,000 $ 10,145;000 $ 3,420,450 $ 13,565,450 ' CERTIFICATES OF OBLIGATION: ' 20048 10/01/04 765,000 52%-55% 09/01/24 405,000 45,000 21,810 66,810 TOTAL $ 765,000 $ 405,000 $ 45,000 $ 21,810 $ 66,810 ' TAX NOTES: 2016 09/13/16 1,940,000 2.00% 08/15/19 1,255,000 620,000 25,100 645,100 ' TOTAL $ 1,940,000 $ 1,255,000 $ 620,000 $ 25,100 $ 645,100 , City of Allen 178 FY2018 Budget ' CITY OF ALLEN AGGREGATE DEBT SERVICE tREQUIREMENTS ■ GENERAL OBLIGATION DEBT: 9/30/2018 10,810,000 3,467,360 14,277,360 9/30/2019 9,900,000 3,025,204 12,925,204 9/30/2020 8,520,000 2,647,173 11,167,173 9/30/2021 7,890,000 2,321,719 10,211,719 ' 9/30/2022 7,245,000 2,025,396 9,270,396 9/30/2023 6,480,000 1,794,111 8,274,111 9/30/2024 6,205,000 1,539,908 7,744,908 9/30/2025 5,195,000 1,283,836 6,478,836 9/30/2026 5,400,000 1,080,507 6,480,507 9/30/2027 5,490,000 852,796 6,342,796 9/30/1028 4,325,000 638,246 4,963,246 9/30/2029 3,440,000 478,831 3,918,831 9/30/1030 2,665,000 348,831 3,013,831 9/30/2031 2,405,000 247,856 2,652,856 9/30/1032 2,490,000 157,463 2,647,463 9/30/2033 1,250,000 63,238 1,313,238 9/30/2034 525,000 17,063 542,063 TOTAL $ 90,235,000 $ 21,989,538 $ 112,224,538 City of Allen 179 FY2018 Budget The City Council approved an ordinance in September of 2011 that set debt issuance limits as follows'. ' 35%of total tax rate towards debt 07 40.0% Tax Rate Analysis , . _..__. -- _- -- " 35%Policy Threshold 0.6 = 35.0% ' 0.5 - 26.7% 26.6% 25.6% 26.2% _ 30.0% 23.3% 23.8% 23.0% 25.0% 0.4T — 20.0% 15.0% 0.2 10.0% 0.1 5.0% ' 0 0.0% 1 2012 2013 2014 2015 2016 2017 2018 I&5 Rate minveM&O Rate– I&5%of Total—Debt Service Policy 35%or less oftotal tax rate General Obilaartion,Certificates of Obligation and Capital Leases supported by Property tax not to exceed a debt burden ratio of 2.0% Debt Burden=Tax Debt/Taxable Assessed Value Debt Burden Ratio 2.50% 2%Debt Burden Policy 2.00% 143% 1.50% 1.26% 1.16% 1.09% 0.94% 1.00% --- -� 0.79%-----0.73%----' 0.50% 0.00% _-,-. _. –• � 2012 2013 2014 2015 2016 2017 2018 tDebt Burden —Debt Burden Policy City of Allen 780 FY2018 Budget ' CITY OF ALLEN TAX INCREMENT FINANCING FUND ' REVENUE AND EXPENDITURE SUMMARY FISCAL YEAR 2017 - 2018 ' REVENUES 2015-2016 2016-2017 2016-2017 2017-2018 Operating Revenues ACTUAL BUDGET AMENDED BUDGET Property Tax(City Portion) 702,096 925,733 806,037 1,323,265 Sales Tax 453,396 430,177 464,604 478,542 Intergovernment(County Portion) 125,319 126,243 127,912 138,318 TOTALOPERATING REVENUES $ 1,280,810 $ 1,482,153 $ 1,398,553 $ 1,940,125 Non-Operating Revenues Interest 12,686 9,840 17,000 15,000 TOTAL NON-OPERATING REVENUES $ 12,686 $ 91840 $ 17,000 $ 15,000 tTOTAL REVENUES $ 1,293,497 $ 1,491,993 $ 1,415,553 $ 1,955,125 ' 2015-2016 2016-2017 2016-2017 2017-2018 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET ' TIFX1-Montgomery Farms 798,313 830,892 810,622 885,398 TIFX2-Central Business District 15,000 17,000 17,000 17,000 TOTAL TIF FUND EXPENDITURES $ 813,313 $ 847,892 $ 827,622 $ 902,398 ' TOTAL EXPENDITURES $ 813,313 $ 847,892 $ 827,622 $ 902,398 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 $ 2,279,728 $ 2,867,659 TOTAL PROJECTED REVENUES 1,415,553 1,955,125 TOTAL PROJECTED EXPENDITURES (827,622) (902,398) PROJECTED FUND BALANCE 9/30 $ 2,867,659 $ 3,920,386 ' TIF 1 PROJECTED FUND BALANCE 10/1 $ 300,677 $ 346,562 ' TOTAL PROJECTED REVENUES 856,507 898,028 TOTAL PROJECTED EXPENDITURES (810,622) (885,398) PROJECTED FUND BALANCE 9/30 $ 346,562 $ 359,192 ' TIF2 PROJECTED FUND BALANCE 10/1 $ 1,979,052 $ 2,521,097 TOTAL PROJECTED REVENUES 559,045 1,057,097 TOTAL PROJECTED EXPENDITURES (17,000) (17,000) PROJECTED FUND BALANCE 9/30 $ 2,521,097 $ 3,561,194 ' City of Allen 181 FY2018 Budget TAX INCREMENT FINANCING FUND ORGS 5300190-5300191 ' 1 No Personnel in this Department ' City of Allen 102 FY2018 Budget FUND DEPARTMENT ACCOUNT TIF TAX INCREMENT FINANCING 5300190-5300191 ' The Tax Increment Financing (TIF)fund was established in FY 2006 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 iployment on2onunity,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'dent tv • 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. ' City of Allen 183 FY2018 Budget �FUND DEPARTMENT ACCOUNT TIF TAX INCREMENT FINANCING-TIF#1 53-00190 EXPENDITURE ' 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGETt Operations 783,313 813,892 793,622 868,398 Professmnal Services 15,000 17,000 17,000 17,000 OEPABTMENTTOTAL $ 798,313 $ 830,892 $ 810,622 $ $85,398 2015-2016 2016-2017 2016-2017 2017-2018 OPERATIONS ACTUAL BUDGET AMENDED BUDGET Emnomic Grant Expenses 783,313 813,892 793,622 868,398 SUBTOTAL $ 783,313 $ 813,892 $ 793,622 $ 868,398 PROFESSIONAL SERVICES , Administrative Expenses 15,000 15,000 15,000 15,000 Legal Expenses 2,000 2,000 2,000 SUBTOTAL $ 15,000 $ 17,000 $ 17,000 $ 17,000 TOTAL EXPENSES $ 798,313 $ 830,892 $ 810,622 $ 885,398 City of Allen 184 FY2018 Budget , 1 1FUND DEPARTMENT ACCCUOTE TIF TAX INCREMENT FINANCING-TIF#2 53001911EXPENDITURE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 1 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Professional Services 15,000 17,000 17,000 17,000 DEPARTMENTTOTAL $ 15,000 $ 17,000 $ 17,000 $ 17,000 2015-2016 2016-2017 2016-2017 2017-2018 1 PROFESSIONAL SERVICES ACTUAL BUDGET AMENDED BUDGET Administrative Expenses 15,000 15,000 15,000 15,000 Legal Expenses 2,000 2,000 2,000 SUBTOTAL $ 15,000 $ 17,000 $ 17,000 $ 17,000 1 TOTAL EXPENSES $ I5,000 17 S9 17000 1 1 1 1 I 1 1 1 1 i 1 1 City of Allen 185 FY2018 Budget 1 1 1 1 1 1 1 CITY OF ALLEN 1 1 1 1 1 1 1 i 1 ' CITY OF ALLEN WATER AND SEWER FUND ' REVENUE AND EXPENSE SUMMARY FISCAL YEAR 2017-2018 ' REVENUES 2015-2016 2016-2017 2016-2017 2017-2018 Operating Revenues ACTUAL BUDGET AMENDED BUDGET Water Sales 20,832,880 23,000,000 21,500,000 22,959,882 Sewer Charges 14,233,692 14,444,453 14,741,453 16,422,343 ' Connections 208,154 130,000 180,000 160,000 Service Charges 592,013 512,500 622,500 652,500 Miscellaneous 373,038 298,000 318,000 405,412 ' TOTAL OPERATING REVENUES $ 36,239,777 $ 38,384,953 $ 37,361,953 $ 40,600,137 Non-Operatmg Revenues Interest 78,357 56,880 88,000 94,000 ' Operating Transfer In 786,365 790,175 790,175 788,191 TOTAL NON-OPERATING REVENUES $ 864,722 $ 847,055 $ 878,175 $ 882,191 TOTAL REVENUES $ 37,104,099 $ 39,232,008 $ 38,240,128 $ 41,482,328 ' EXPENSES 2015-2016 2016-2017 2016-2017 2017-2018 General Government ACTUAL BUDGET AMENDED BUDGET Utility Collections 1,024,352 1,043,040 1,141,051 1,257,201 TOTAL GENERAL GOVERNMENT $ 1,024,352 $ 1,043,040 $ 1,141,051 $ 1,257,201 ' Public Works Water&Sewer Operating Expenses 10,836,345 11,836,750 11,711,910 12,219,547 I NTMWD Expenses 21,395,962 24,012,849 23,938,421 26,607,085 Capital Improvement Projects 1,995,000 3,345,000 3,345,000 225,000 TOTAL PUBLIC WORKS $ 34,227,307 $ 39,194,599 $ 38,995,331 $ 39,051,632 IDebt Service $ 1,366,045 $ 1,162,998 $ 11162,998 $ 1,173,495 TOTAL EXPENSES $ 36,417,704 $ 41,400,637 $ 41,299,380 $ 41,482,328 FUND BALANCE PROJECTIONS ' PROJECTED WORKING CAPITAL 10/1 $ 15,264,541 $ 12,205,289 TOTAL PROJECTED REVENUES 38,240,128 41,482,328 TOTAL PROJECTED EXPENSES (41,299,380) (41,482,328) ' PROJECTEDWORKING CAPITAL 9/30 $ 12,205,289 $ 12,205,289 ' DAYS OPERATIONAL EXPENSES IN RESERVE 117 108 Fund Balance Required:90 to 120 days operational expenses City of Allen 187 FY2018 Budget WATER & SEWER FUND REVENUES FY 2017-2018 , "ewer Char Connections , 0.4% Service Charges ' 1.6% Water Sales Miscellaneous r 164 1.0% Interest , 0.2% Operating Transfer In ' 1.9% WATER & SEWER FUND EXPENSES BY FUNCTION FY 2017-2018 , Debt Service 2.8% ' Utility Collections 3.0% City of Alleo tae FY2018 Budget CITY OF ALLEN WATER AND SEWER FUND ' REVENUE DETAIL FISCAL YEAR 2017 - 2018 2015-2016 2016-2017 2016-2017 2017-2018 Operating Revenues ACTUAL BUDGET AMENDED BUDGET Water Sales 20,832,880 23,000,000 21,500,000 22,959,882 ' Sewer Charges 14,233,692 14,444,453 14,741,453 16,422,343 Penalties 447,903 400,000 480,000 480,000 Connections 208,154 130,000 180,000 160,000 ' Sewer Clean Outs 2,100 2,500 2,500 2,500 Charges for Services 142,009 110,000 140,000 170,000 Miscellaneous 24,300 28,000 28,000 28,000 Other Reimbursements 348,738 270,000 290,000 377,412 ' TOTALOPERATING REVENUES $ 36,239,777 $ 38,384,953 $ 37,361,953 $ 40,600,137 Non-Operating Revenues ' Interest on Investments 78,357 56,880 88,000 94,000 Operating Transfer In 786,365 790,175 790,175 788,191 TOTAL NON-OPERATING REVENUES $ 864,722 $ 847,055 $ 878,175 $ 882,191 TOTAL REVENUE $ 37,104,499 $ 39,232,008 $ 38,240,128 $ 41,482,328 ' WATER & SEWER FUND REVENUES FY 2017-2018 pp" 5e�er'Charge L 6% Connections 0.4% Service Charges ' 1.6% Miscellaneous 1.0% -interest 0.2% Operating Transfer In ' 1.9% ' City of Allan 189 FY2018 Budget CITY OF ALLEN , WATER & SEWER FUND EXPENSES BY CLASSIFICATION AS A PERCENT OF TOTAL BUDGET FISCAL YEAR 2017 - 2018 2016-2017 2015-2016 %OF REVISED %OF 2017-2018 %OF CLASSIFICATION ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET Personnel Services $ 4,734,313 13.0% $ 5,067,846 12.3% $ 5,488,946 13.2% t Operations $ 24,045,968 66.0% $ 26,879,825 65.1% $ 30,432,325 73.4% Debt Service Payments $ 1,166,045 3.2% $ 1,162,998 2.8% $ 1,173,495 2.8% ' Capital $ 635,425 1.7% $ 655,500 1.6% $ 195,000 0.5% Transfers Out $ 5,835,953 16.0% $ 7,533,211 18.2% $ 4,192,562 10.1% TOTAL $ 36,417,704 $ 41,299,380 $ 41,482,328 1 WATER & SEWER FUND ,Expenses By Classification Debt ServicePayments 2.8% ' Capital 0.5%IV Transfers , Out Operatic, Services 1 City of Allen 190 FY2018 Budget ' WATER AND SEWER ORGS WATER AND SEWER 7006700 ' UTILITY BILLING 7006710 ' Ovedor UBIPemnt Manager Aualant Director � Mmnalbabw Assietenl Utility&tlirg Suparwsor t t Customer Sarvim Rap Sr Cuetaner senna S Rep VJaler Conmrwtpn Manager SupannteiMe�t t 1 1 Cuebmer Serum Rep Public .5 Mumboncooran.mr t ' N69ewatar Foreman N9ter Foreman OinrlaboNSpxpl Ods Wastewater Foreman Feemen 1 ' sewer Crew Lamer Crew Leatler Pump Station a S Opera Crew Leader 4 5 Equipment Equipment Operator Opereror Crew Leatle FAuiPmeM are 4 5 3 3 Mmntenave Maintenanm Mrker NbrMer Meter Sernma Tecb 4 q g Mantenanm Nbrker 4 ' EquiPmeM Operate 1 Maptenanm Npker 2 -Half of position funded out of Community Development. City of Allen 191 FY2018 Budget FUND DEPARTMENT WATER & SEWER WATER & SEWER DIVISION 7006700 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. 1 Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen • Completed TCEQ Compliance Evaluation Investigation for Public Water and Waste Water Systems. No operational violations were noted. Retained"Superior"system rating. • Filed Texas Water Development Board Annual Audit—Water loss reported at 14.35%for CY 2016.Additional percentage of loss contributed to excessive flushing of system to maintain CL2 levels during NTMWD's chemical t imbalance.Actual loss approximately 5% • Continue to proactively address EPA's findings and support regional and local CMOM plans with NTMWD. • Continued ongoing sewer system efforts to reduce sewer system inflow and infiltration(1&I). • Implemented the FOG ordinance and hired three person crew to monitor the program • Filed ninth annual report for the Sanitary Sewer Overnow(SSO)Outreach Initiative through the TexasCommission on Environmental Quality(TCEQ)with one overflow reported in the period. ' Goal 5. Systematically Invest in public infrastructure • Researched and acquired asset management software for infrastructure condition rating and work order process • Assisted Engineering with installation of water and sewer replacement in Fountain Park,Phase 2 completed summer 2017;and began design of Hillside water and sewer rehabilitation project. ' • Painted the interior of Rowlett Water Tower and the entire ground storage tank 92 at Stacy Pump Station Goal B. Proactively work to protect.conserve and manaze water resources Strategy 1. 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 • Continued an effective water leak detection program to reduce water loss for the year. • Completed the 9'h year of commercial irrigation inspection program and reported results to council. , • Continued 7'h year of the residential irrigation system inspection program. • Continued the water conservation Block Leader Program with 27 leaders who adopted 1,000.homes. • Continued the water conservation hotline • Continued the H2O Youth Education Program,and presented programs to 5,094 children. , Objectives for IFY 2018: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen , • Maintain sanitary sewer system to minimize stoppages and back-ups;have no sewer discharges in violation of NPDES rules;control and lessen sewer inflows and infiltration(1&1)and continue the 550 Outreach Initiative in ' coordination with the TCEQ. • Monitor and update the City's CMOM program.Continue the Fats/Oil/Grease/Smoke(FOGS)crew,field asset management/work order software,continue PACP/MACP/LACP rating of the wastewater system. Goal S. Systematically Invest in public Infrastructure • Implement asset management/work order software • Increase amount of wastewater lines to be camera inspected with addition of new crew • Begin water and sewer rehabilitation of Hillside subdivision phase 1. Goal B. Proactively work to protect.conserve and manage water resources Strategyl. 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 ' • Maintain an acceptable water loss of less than 10%. • Continue Commercial and Residential Irrigation inspection programs. • Continue all conservation programs 1 City of Allen 192 FY2018 Budget , L . , • WATER-SEWER W&S/WATER AND SEWER 70062 EXPENSE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2013 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 4,323,596 4,675,425 4,622,912 5,006,839 Operations 22,617,640 25,545,897 25,424,292 28,304,128 Supplies 252,188 111,883 111,883 546,090 Maintenance 392,071 405,625 417,375 554,025 Professional Services 170,434 227,058 230,158 252,988 Capital 635,425 695,500 655,500 195,000 I Transfers Out 5,835,953 7,533,211 7,533,211 4,192,562 DEPARTMENTTOTAL $ 34,227,307 $ 39,194,599 $ 38,995,331 $ 39,051,632 I d 2015-2016 2016-2017 2016-2017 2017-2018 F-ULLTIME ACTUAL BUDGET AMENDED BUDGET Civil Eagmeer* 1 1 1 1 Superintendent 1 1 1 1 Water Conservation Manager 1 1 1 1 Foreman 4 4 4 4 Public Education Coordinator 0 0 0 1 ' Education Specialist 1 1 1 0 Construction Inspector* 1 1 1 1 Creta Leader 15 16 16 17 Code Enforcement Officer** 0.5 0.5 0.5 0.5 ROW Utility Coordmator' 1 1 1 1 GIS Technician 0 0 0 1 Pump Station Operator 4 4 4 4 ' Equipment Operator 10 13 13 13 Meter Services Technician 8 8 8 8 Administrative Assistant 1 1 1 1 Maintenance Worker 13 13 13 14 ' TOTAL FULL TIME 61.50 65.50 65.50 68.50 PARTTIME Customer Service Representative 0.5 0.5 0.5 0.5 ' TOTAL PART-TIME 0.5 0.5 0.5 0.5 TOTAL FULL-TIME-EQUIVALENT 62.00 66.00 66.00 69.00 These positions are under the supervision of the Engineering Dept. "*This position is split between Water&Sewer and Solid Waste. ' DETAILEXPENSE 0 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salaries 2,555,320 2,833,347 2,840,091 3,055,707 Longevity 28,982 28,930 27,386 30,354 Overtime 243,282 245,000 245,000 245,000 ' FICA 199,163 218,251 215,922 229,905 TMRS 539,014 456,517 436,939 470,775 Worker's Compensation 39,223 50,023 50,237 58,529 Health Insurance 666,520 783,623 747,315 851,298 Health Savings Account 1,887 570 2,785 1,693 Dental Insurance 43,412 50,506 48,754 55,829 ' City of Allen 193 FY2D18 Budget FUND DEPARTMENT/DIVISION ORG WATER-SEWER W&S/WATER AND SEWER 7006700 EXPENSE DETAIL-CONTINUED 2015-2016 2016.2017 2016-2017 2017-2018 PERSONNEL SERVICES-CONTINUED ACTUAL BUDGET AMENDED BUDGET , Long-term Disability 3,212 4,263 4,161 3,886 Life Insurance 1,932 2,481 2,524 2,381 Flexible Spending 1,650 1,914 1,798 1,482 SUBTOTAL $ 4,323,596 $ 4,675,425 $ 4,622,912 $ S,OD6,839 OPERATIONS Telephone - 6,100 6,100 7,840 Fuel 73,144 116,000 85,000 117,000 Water 16,823 19,074 19,074 19,074 Natural Gas 2,864 4,050 4,050 4,050 Electricity 548,857 725,000 677,250 675,000 Training&Travel 27,840 24,300 24,300 22,980 ' Dues&Subscriptions 84,785 96,467 102,736 108,334 Clothing&Uniforms 32,985 41,992 41,992 44,266 Postage&Freight 1,869 18,000 10,000 10000 Advertising 396 2,OOD 2,000 2,000 Rentals 3,053 6,000 6,000 6,000 Outside Printing 6,520 20,0D0 15,000 15,000 Insurance 45,406 41,744 41,744 47,208 ' NTMWD-UpperE Fork 2,786,032 3,475,428 3,392,516 3,920,985 NTMWD-Regional Treatment 4,804,874 5,273,686 5,277,063 5,894,284 Water District-Water 13,765,666 15,208,356 15,208,356 16,711,159 NTMWD Pretreatment 39,389 55,379 60,486 80,657 ' Vehicle&Equipment Replacement 282,125 311,571 294,875 441,441 Conservation Rebates 95,012 100,750 115,750 115,750 Software Maintenance - - 40,000 61,100 SUBTOTAL $ 22,617,640 $ 25,545,897 $ 25,424,292 $ 28,304,128 SUPPLIES General Supplies 23,181 11,990 11,990 12,220 Small Tools&Minor Equipment 211,956 71,733 71,733 100,630 , Water Meters - - - 400,000 Medical&Chemical Supply 17,051 28,160 28,160 33,240 SUBTOTAL_$_ 252,188 $ 111,883 $ 111,883 $ 546,090 MAINTENANCE Facility Maintenance 63,210 52,000 52,000 53,000 Vehicle Maintenance 92,584 60,750 70,000 80,000 Equipment Maintenance 39,219 43,375 43,375 441625 Infrastructure Maintenance 1,719 - - 120,000 Meter Maintenance 26,388 25,500 28,000 28,000 Water System Maintenance 112,614 112,000 112,000 114,200 Sewer System Maintenance 56,336 112,000 112,000 114,200 , SUBTOTAL $ 392,071 $ 405,625 $ 417,375 $ 554,025 PROFESSIONAL SERVICES Contractual Services 69,173 142,713 142,713 113,723 ' Lease Agreements 1,263 - 3,100 3,100 Professional Services 80,653 65,000 65,000 100,910 Immunization/Physical Expenses - - - 15,910 Post-Employment Funding Expense 19,345 19,345 19,345 19,345 ' SUBTOTAL $ 170,434 $ 227,058 $ 230,158 $ 252,988 City of Allen 194 FY2018 Budget WATER-SEWER W&S/WATER AND SEWER 7006 it EXPENSE DETAIL-CONTINUED 2015-2016 2016-2017 2016-2017 2017-2018 ' ACTUAL BUDGET AMENDED BUDGET CAPITALOUTLAY Machinery&Equipment 113,006 125,000 85,000 35,000 Vehicles 24,445 50,500 50,500 160,000 Mains&Connections - 120,000 120,000 - Meters 497,975 400,D00 400,000 SUBTOTAL $ 635,425 $ 695,500 $ 655,500 $ 195,000 OTHER FINANCE USES Operating Transfer Out 3,840,953 4,188,211 4,188,211 3,967,562 Capital Projects Transfer Out 1,995,000 3,345,D00 3,345,000 225,000 SUBTOTAL $ 5,835,953 $ 7,533,211 $ 7,533,211 $ 4,192,562 ' DEPARTMENT TOTALS $ 34,227,307 $ 39,194,599 $ 38,995,331 $ 39,051,632 2015-2016 2016 2017 2016-2017 2017-2018 MACHINERY&EQUIPMENT' ACTUAL BUDGET AMENDED BUDGET Replace Vac Trailer 44,070 _ - - 50-59 kW Generator 68,936 CMOM Integration System - 125,000 85,000 - Upgrade Software-camera truck - - - 35,000 VEHICLES' 00 $ 000 SUBTOTAL $ 113,006 $ 125,0 85 $ 000, 35, 1150 Regular Cab 24,445 - - - ' FOG Crew-1 ton truck - 50,500 50,500 - Ford F-750 Crane Truck 160,000 SUBTOTAL $ 24,445 $ 501500 $ 50,500 $ 160,000 MAINS&CONNECTIONS' Mains&Connections 120,000 120,000 SUBTOTAL $ - $ 120,000 $ 120,000 $ - METERS' Meters 497,975 400,000 400,000 - SUBTOTAL $ 497,975 $ 400,000 $ 400,000 $ ' TOTAL $ 635,425 $ 695,500 $ 655,500 $ 195,000 'The nems listed are non-recurring capital expenses based on increased service to the community. ' 'Mains&Connections budget,,moved to the Infrastructure Maintenance accountin 1Y201& 'Meters budget,s moved to the Supplies subcategory in FY1018 and beyond. City of Allen 196 FY2018 Budget WATER-SEWER W&S/WATER AND SEWER 7006700 TRANSFERS OUT DETAIL 2015-2016 2016-2017 2016-2017 2017-2018 OPERATING TRANSFER OUT ACTUAL BUDGET AMENDED BUDGET ' General Fund 3,800,857 3,925,214 3,925,214 3,920,138 Replacement Fund - 220,000 220,000 - Risk Fund-Administrative costs 40,096 42,997 42,997 47,424 ' TOTAL $ 3,640,953 $ 4,188,211 $ 4,188,211 $ 3,967,562 CAPITAL PROJECTS TRANSFER OUT Water Line Replacement 1,100,000 500,000 500,000 - Sewer Line Replacement 500,000 1,000,000 1,000,000 - SewerLikStationMaintenance 70,000 100,000 100,000 100,000 Pump Station Maintenance 125,000 125,000 125,000 125,000 ' Unprogrammed CIP 200,000 20,000 200,000 - RowlettElevatedTankRepaint - 750,000 750,000 - Stacy Ground Tank N2Repaint - 670,000 670,000 - TOTAL $ 1,995,000 $ 3,345,000 $ 3,345,000 $ 225,000 ' 1 1 t City of Allen 196 FY2018 Budget ' I I Water Loss ' Water loss is the difference between the Percentage of Water Loss volume of water purchased from NTMWD 15% and the volume of water sold to customers. 14.3% 1z 1% 1zo% 11.1% ' The numbers do not subtract water loss &9% 9.9% 10.0% resulting from routine daily operations (such 10% as firefighting and water line flushing, 70: , construction projects, and service fine and 601/' main line breaks. The City's water loss goal is 5% 5.0% based on the N7MWD model water ilk' conservation plan and is to not exceed 10%. The running average of water loss for the 0% three prior years is also shown. flue to the CY2014 CY2015 CY2016 CY2017 Est. billing period variances, the three year ' average is a more representitive indicator of ■CY Average water loss. With the extreme drought and 0 Last 3 Yr Average high temperatures, crews flushed lines more •Actual Water Loss/Unaccounted For ' 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. I Water Conservation In 2004, the HOME IMPROVEMENT REBATE Rebates Processed 300 program began offering rebate incentives for residential water conservation. Rebates up to 1200 1,150 $125.00 are offered for water efficient washing machines, pressure reducing valves, 1100 rain and freeze sensors, low flow toilet, and 1 C05 rain barrels. In 2009, an additional rebate for 1000 024 SMART irrigation technology was added. The 900 syn chart indicates the total number of rebates processed for each year. 800 700 IL — ' FY2014 FY2015 FY2016 FY21317 Est. f 1 1 ' City of Allen 197 FY2018 Budget FUND DEPARTMENT ACCOUNT , WATER & SEWER UTILITY BILLING & COLLECTIONS DIVISION 11 . / The Utility Billing and Collections division is responsible for billing and processing payments from city utilities ' that include water,sewer,drainage,solid 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 1. 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 3. Ensure excellent Fiscal management to maintain public trust • Underwent annual financial audit without any incorrect practices. ' • Maintained fiscal responsibility with U8 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 ' • Stared 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. Objectives for FY 2018: Goal 6. Maintain operational excellence in City government services Strategyl. 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 crossover to our customer base. ' • Continue to educate citizens about the online credit card bill pay and bank drafting program to increase citizen acceptance and participation. • Work with more online check companies by sending electronic customer payments to replace paper checks which increase the divisions efficiency. ' Goal S. 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. City of Allen 198 FY2018 Budget ' FU II I . I - :WATER-SEWER W&S-UTILITY BILLING ---- 7007 I EXPENSE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 ' CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 410,]1] 452,923 444,934 482,107 Operations ]6,]69 21,200 21,200 25,057 Supplies 6,734 9,131 9,131 7,113 Maintenance 580 800 800 800 Professional Services 529,552 558,986 664,986 742,124 DEPARTMENT TOTAL $ 1,024,352 $ 1,043,040 $ 1,141,051 $ 1,257,201 ' PERSONNEL 2015-2016 2016-2017 2016-201] 2017-2018 ' FULLTIME ACTUAL BUDGET AMENDED BUDGET Utility Billing/Permit Manager• 0.5 05 0.5 05 UOhly Billing Supervisor 1 1 1 1 Sr.Customer Service Representative 1 1 1 1 ' Customer Service Representative 5 5 5 5 TOTAL FULL TIME 7.5 7.5 7.5 7.5 TOTAL FULL-TIME-EQUIVALENT 7.50 7.50 7.50 7.50 ' "Thispositionis split between Community Development-Permits and water&Sewer-Utd,ty Billing. a As 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET ' Salaries 268,299 292,563 285,666 296,998 Longevity 1,484 1,304 1,196 728 Overtime 3,890 4,500 4,500 6,500 ' FICA 19,116 20,608 20,263 20,822 TMRS 38,745 42,342 41,703 42,836 Worker's Compensation 395 562 562 577 Health Insurance 73,244 84,571 84,571 106,451 ' Dental Insurance 4,948 5,708 5,708 6,514 Long-term Disability 336 441 441 383 Life Insurance 203 262 262 240 t Flexible Spending 57 62 62 58 SUBTOTAL $ 410,717 $ 452,923 $ 448934 $ 482,107 OPERATIONS Telephone - 3,050 3,050 3,050 ' Training&Travel 6,181 7,400 7,400 10,600 Dues&Subscriptions 361 500 500 510 Postage&Freight 58,012 1,000 1,000 1,000 Advertising - 1D0 100 100 ' Outside Printing 8,378 6,110 6,110 6,232 Insurance 3,837 3,040 3,040 3,565 SUBTOTAL s7- 76,769 $ 21,200 $ 21,200 $ 25,057 ' SUPPLIES General Supplies 6,734 9,131 9,131 7,113 SUBTOTAL $ 6,734 $ 9,131 $ 9,131 $ 7,113 MAINTENANCE ' Equipment Maintenance 580 800 800 800 SUBTOTAL $ 580 $ 800 5 800 $ g00 ' City of Allen 199 FY2018 Budget WATER-SEWER W&S-UTILITY BILLING 7006710 EXPENSE DETAIL-CONTINUED 2015-2016 2016-2017 2016-2017 2017-2018 ACTUAL BUDGET AMENDED BUDGET ' PROFESSIONAL SERVICES Contractual Services 174,676 311,486 311,486 320,216 Lease Agreements 1,263 - 3,100 3,100 Professional Services 3,599 - - - ' Credit Card Casts 350,015 247,500 35D,40D 418,808 SUBTOTAL $ 529,552 $ 558,986 $ 664,986 $ 742,124 DEPARTMENT TOTALS $ 1,024,352 $ 1,043,040 $ 1,141,051 $ 1,257,201 ' 1 t 1 1 City of Allen 200 FY2018 Budget , FUND DEPARTMENTIDIVISION ACCOUNT WATER AND SEWER W&S/UTILITY COLLECTIONS 7006710 PERFORMANCE MEASURES Utility Accounts Utility Billina Workload ' The total number of all utility accounts 30,500 - 5,055_.—� 5,100 has grown steadily with the City's population. The rah shows both 4,999 5.050 graph 30,000 -- -- --- ' total number of accounts and 4,955 5.000 accounts handled monthly by each 4,950 Customer Service Representative 29'500 4.900 ' (CSR(. We currently have 5 FT CSR's, 1 4,81 4.850 Senior CSR and 1 supervisor. The 28,000 4.800 conversion to contracted utiltity bill printing and mailing in FY 2008 freed 28,500 4,750 ' time for our CSR's to handle additional - 4,700 customer workload. 28,000 4,650 2014 2015 2016 2017 Est. ' e�#PlAaauMs tAorouMa pe�EmPlPyee ' Bill Payments Average Percentage of Bill Payments City efforts to improve on-time utility bill Received on Time payments included increasing customers' 700.0% ' 93.0% . 93.0% 93.0% 94.0% time allowed to pay their accounts, 95.0 promotion of on-line and telephone credit 90.0% ' card payments along with continual advertising of bank drafting. The City also 85.0% allows establishment of payment plans. Our 80.0% efforts have allowed us to attain above a ' 90% on time payment record. Starting FY 75.0 2017,electronic payments consist of 77%of 70.0 all payments made for utility bills. This 65.0% — t number is expected to increase for FY 2018 to 80%. These payments include bank 60.0% drafting, on-line credit card payments via 55.0% ' NetBill and electronic payment transfers from payment processing providers i.e. 50.0% CheckFee. 2914 2015 2016 2017 Est. tCity of Allen 201 FY2018 Budget 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET ' Debt Service 1,166,045 1,162,998 1,162,998 1,173,495 DEPARTMENT TOTAL $ 1,166,045 $ 1,162,998 $ 1,162,998 $ 1,173,495 2015-2016 2016-2017 2016-2017 2017-2018 DEBT SERVICE ACTUAL BUDGET AMENDED BUDGET ' Principal 975,000 1,000,000 1,000,000 1,040,000 Interest Expense 188,745 160,748 160,748 131,245 Miscellaneous Debt Expense 2,300 2,250 2,250 2,250 SUBTOTAL $ 1,166,045 $ 1,162,998 $ 1,162,998 $ 1,173,495 ' FISCAL YEAR PRINCIPAL INTEREST TOTAL ANNUAL ' 2027-2019 1,040,000 141,675 1,181,675 2018-2019 1,070,000 108,426 1,178,425 2019-2020 455,000 74,177 529,177 2020-2021 465,000 61,573 526,573 2021-2022 475,000 48,670 523,670 , 2022-2023 490,000 35,466 525,466 2023-2024 505,000 21,858 526,858 2024-2025 260,000 7,800 267,800 ' TOTAL $ 4,760,000 $ 499,643 $ 5,259,643 Balance Required Required Total .• • L . • • ' Series Issue Rate F. 10/1/2017 1 1 1 1 2017-2018 WATER 8 SEWER REVENUE BONDS:issued ' 2009 02/15/09 5,795,000 30%-35% 06/01/19 1,240,000 610,000 43,400 653,400 ' 2013 10/15/13 3,370,000 2%-3% 06/01/25 2,715,000 320,000 81,450 401,450 2014 05/01/14 1,280,000 2.09% 06/01/24 805,000 130,000 16,825 126,825 TOTAL $ 1DA45AW $ 4,760,000 $ 1,040,000 $ 141,675 $ 1,181,675 ' 1 City of Allen 202 FY2018 Budget t CITY OF ALLEN SOLID WASTE FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2017-2018 REVENUES 2015-2016 2016-2017 2016-2017 2017-2018 Operating Revenues ACTUAL BUDGET AMENDED BUDGET Garbage Fees 5,224,399 5,149,384 5,142,742 5,340,454 Commercial Garbage Fees 1,156,542 1,125,000 1,214,369 1,335,805 Household Hazardous Waste 92,978 186,000 187,000 189,454 Recycling Revenues 65,283 73,500 73,500 75,619 ' Composting Revenue 77,980 58,000 64,000 64,000 Miscellaneous 70,000 47,500 47,500 47,500 TOTAL OPERATING REVENUES $ 6,687,381 $ 6,639,384 $ 6,729,111 $ 7,052,832 ' Non-Operating Revenues Interest 18,782 15,600 22,000 23,000 TOTAL NON-OPERATING REVENUES $ 18,782 $ 15,600 $ 22,000 $ 23,000 ' TOTAL REVENUES $ 6,705,963 $ 6,654,984 $ 6,751,111 $ 7,075,832 EXPENSES 2015-2016 2016-2017 2016-2017 2017-2018 Public Works ACTUAL BUDGET AMENDED BUDGET Solid Waste 1,642,930 1,374,875 1,391,477 1,659,384 Solid Was te$ervices(NTMWD) 2,272,185 2,469,952 2,477,990 2,539,855 Contractual Servires(CWD) 2,505,056 2,732,688 2,632,688 2,757,668 Capital Improvement Projects 500,000 300,000 300,000 400,000 tTOTAL EXPENSES $ 6,920,170 $ 6,877,515 $ 6,802,155 $ 7,356,907 FUND BALANCE PROTECTIONS PROJECTED WORKING CAPITAL 10/1 $ 3,003,965 $ 2,952,921 ' TOTAL PROJECTED REVENUES 6,751,111 7,075,832 TOTAL PROJECTED EXPENSES (6,802,155) (7,356,907) ' PROJECTED WORKING CAPITAL 9/30 $ 2,952,921 $ 2,671,846 DAYS OPERATIONAL EXPENSES IN RESERVE 166 140 ' Fund Balance Required.90 to 120 days operational expenses DOR=Ending Fund Balance/((Operating Expenses)/365) 1 City of Allen 203 FY2018 Budget SOLID WASTE ORG ' 7050110 Director Waste Services t Manager 1 HHW Mamtenance Customer Service Worker Rep. E4ucatio ZSPerAalist 3 ' 1 City of Allen 204 FY2018 Budget ' FUND DEPARTMENT ACCOUNT SOLID WASTE SOLID WASTE 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).Most of the revenue collected is 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, operate the Chemical ' Reuse Center in coordination with the Plano Reuse Center and provide support staff to Keep Allen Beautiful. ' Goa.2. Cultivate regional alliances and Partnerships with aaencies and governmental units that affect Allen Worked with the Parks Department to promote recycling at the City's larger parks,the Event Center and Allen USA Celebration,as well as coordinated the Trees for Allen community beautification program. • Continued to provide HHW services to residents through partnership with the City of Plano. HHW payments to Plano-$58,000. • Continued the Community Waste Disposal(CWD)contract for solid waste collection and recycling services- $2,632,688 and NTMWD-$2,477,990. Participated in NCTCOG workshops,completed requested surveys and completed grant reporting. Partnered with National Wildlife Federation at Earthfest and in schools to promote The Monarch Challenge. • Meteducation-relatedstandards for mandated TPDES program at special events&through public education. ' Goal 4. Signify,enhance and communicate Allen's identity to the region and the nation Strategy 3. Signify the City of Allen through beautification efforts • 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, Earthfest,Great American Cleanup, National Planting Day and the Educator Expo. • Prepared three competitive nominations through KTB which resulted in three first place winning applications. Received a TKSWANA Texas'Finest Award,a Keep America Beautiful Award,a NTCRA award,STAR first place and honorable mention state awards. KAB provided$4,555 in support of youth education projects and an annual$500 legacy scholarship through the Foundation for Allen Schools.Additionally,KAB awarded 12 Waste Works Awards jointly with CWD to support AISD ' environmental education in schools. Goal 6. Maintain operational excellence in City government services • Brought Allen youth forward for Council recognition through the Reuse-a-Shoe Contest,Arbor Day Poster Contest, t • and the Recycled Art Contest. Continued to meet the public expectation of quality environmental services--HHW,waste disposal,and recycling. • Implemented a successful waste services route change with minimal impact on residential customers. ' Objectives 1 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. ' City of Allen 205 FY2018 Budget FUND DEPARTMENT ORG SOLID WASTE SOLID WASTE 7050110 EXPENSE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET , Personnel Services $ 550,286 $ 561,722 $ 577,952 $ 608,404 Operations 2,330,686 2,552,030 2,549,220 2,693,570 Supplies 39,732 37,906 37,656 37,750 Maintenance 3,243 2,795 5,450 21840 ' Professional Services 2,912,807 3,196,801 3,090,843 3,380,281 Capital 140,440 - - - Other Financing Uses 942,976 526,261 541,034 634,062 DEPARTMENTTOTAL $ 6,920,170 $ 6,877,515 $ 6,802,155 $ 7,356,907 2015-2016 2016-2017 2016-2017 2017-2018 , FULLTIME ACTUAL BUDGET AMENDED BUDGET Waste Services Manager 1 1 1 1 ' Education Specialist 2 2 2 2 Code Enforcement Officer* 0.5 0.5 05 0.5 HHW Maintenance Worker 3 3 3 3 Customer Service Representative 1 1 1 1 ' TOTAL FULL TIME 7.50 7.50 7.50 7.50 TOTAL FULL-TIME-EQUIVALENT 7.50 7.50 7.50 7.50 , *This position is split between Water&Sewer and Solid Waste. 2015-2016 2016-2017 2016-2017 2017-2018 PERSONN EL SERVICES ACTUAL BUDGET AMENDED BUDGET , Salaries 380,392 394,727 396,140 418,373 Longevity 3,500 3,812 4,408 4,744 Overtime 5,568 9,384 9,384 9,500 FICA 28,864 29,999 29,281 30,947 TMRS 72,535 57,887 57,969 59,387 Worker's Compensation 4,255 5,720 5,720 6,292 Health Insurance 49,282 53,808 68,665 71,914 Health Savings 557 571 571 565 ' Dental insurance 4,396 4,676 4,676 5,665 Long-term Disability 478 597 S97 521 Life Insurance 280 355 355 325 flexible Spending 178 186 186 171 SUBTOTAL $ 550,286 $ 561,722 $ 577,952 $ 608,404 OPERATIONS Gasoline 5,050 8,500 6,000 8,800 , IT Technology Maintenance - - - 1,500 Training&Travel 3,784 11,595 11,595 12,795 Dues&Subscriptions 1,303 1,400 1,400 1,500 Uniforms 1,379 1,680 1,680 1,775 Postage&Freight 6,429 10,960 10,960 10,960 Outside Printing 13,093 14,125 14,125 14,125 Insurance 4,799 4,675 4,675 5,287 ' City of Allen 206 FY2018 Budget ' FUND ' SOLID WASTE SOLID WASTE 7050110 EXPENSE DETAIL-CONTINUED 2015-2016 2016-2017 2016-2017 2017-2018 ' OPERATIONS-CONTINUED ACTUAL BUDGET AMENDED BUDGET Solid Waste Services 2,272,185 2,469,952 2,477,990 2,539,855 Vehicle&Equipment Replacement 22,664 29,143 20,795 96,973 SUBTOTAL $ 2,330,686 $ 2,552,030 $ 2,549,220 $ 2,693,570 ' SUPPLIES General Supplies 30,860 34,361 34,361 34,410 Tools/Small Equipment 8,628 2,295 2,295 2,340 ' Medical/Chemical Supply 244 1,250 1,000 1,000 SUBTOTAL $ 39,732 $ 37,906 $ 37,656 $ 37,750 MAINTENANCE Vehicle Maintenance 3,243 2,345 5,000 2,390 Equipment Maintenance - 450 450 450 SUBTOTAL $ 3,243 $ 2,795 $ SA50 $ 2,840 PROFESSIONAL SERVICES Contractual Services 2,622,880 3,123,688 3,013,688 3,298,668 Professional Services 212,024 Immunizations/Physical Expenses 2,550 Recyclmg 16,388 13,250 17,292 18,200 ' Household Hazardous Waste 59,653 58,000 58,000 59,000 OPER Trust 1,863 1,853 1,863 1,863 SUBTOTAL-$- 2,912,807 $ 3,196,801 $ 3,090,843 $ 3,380,281 CAPITALOUTIAy ' Vehicles 140,440 SUBTOTAL-$-- 140,440 $ $ $ OTHER FINANCING USES ' Operating Transfer Out 442,976 226,261 241,034 234,062 Capital Projects Transfer Out 5D0,000 300,000 300,000 400,000 SUBTOTAL $ 942,976 $ 526,261 $ 541,034 $ 634,062 TOTAL EXPENSES $ 6,920,170 $ 6,877,515 $ 6,802,155 $ 7,356,907 2015-2016 2016-2017 2016-2017 2017-2018 OPERATING TRANSFERS OUT ACTUAL BUDGET AMENDED BUDGET Risk Management Admin Costs 3,777 4,300 4,300 4,486 ' General Fund 150,121 178,946 193,719 189,176 Water&Sewer Fund 36,365 40,175 40,175 38,191 Debt Service 250,000 - - - General Fund PC Lease 1,435 1,435 1,435 765 Service Center Cost Allocation 1,278 1,405 1,405 1,444 TOTAL $ 442,976 $ 226,261 $ 241,034 $ 234,062 ' ' CAPITAL PROIECTSTRANSFERS OUT Alley Repairs 500,000 300,000 300,000 400,OD0 TOTAL $ 500,000 $ 300,000 $ 300,000 $ 400,000 1 City of Allen 207 FT2018 Budget FUND DEPARTMENT ACCOUNT ' SOLID SOLID PERFORMANCE MEASURES Recvclina Recycling Impact The City of Allen measures the 17,000 i - 70 a ' impact of its recycling programs by 63.2 63.24 0 tracking the pounds of materials 16,500 62.99 ' 65 diverted, including co-mingled 61.9 'o m 16,000 r recyclables and yard waste. c 60 Recycling extends the life of the 1-15,500 n landfill while allowing resources r 55 a (glass, paper, plastics, and metals) 15,000 C ' to be recovered for reuse or re- 14,500 --- 50 a manufacturing. The City continues 2014 2015 2016 2017 Est. to gain recognition for its Recyclable Trash Diverted , innovative and progressive recycling and diversion efforts, +Pounds Per Houshold/month including national, state and regional awards. City provided commercial cardboard recycling diverts ' 2,063 tons per year. Multi-family complex (apartment) and Allen ISD divert 658 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 the local recycling programs. This has greatly impacted the City's overall ' recycling numbers. Single-stream residential recycling in 95-gallon carts diverts 7,448 tons of materials from the landfill. The NTMWD composting program converts yard trimmings into soil amendments, saving landfill space through diversion of 5,313 tons. Public Education efforts in 2016 reached 1,942 , adults and 4,458 youth through 65 hands-on environmental programs. Customer Complaints per 1000 Service Trash Collection Complaints Opportunities 0 il The Solid Waste Division contracts 07 with Community Waste Disposal 0.58 (CWD) for garbage and recycling 0.6 collection and provides oversight 0.5 ---- ' to their operations. CWD's contract renewed June 1, 2013. 0.4 0.40 0.40 0.3 CWD is contractually obligated to ' achieve <1.1 service inquiries per 2 - 1000 service opportunities. In 0, - 2016, CWD performed 4,243,300 0.35 service opportunities. 0.1 , 0 2014 2015 2016 2017 Est. , City of Allen 208 FY2018 Budget fFUND SOLIDSOLID rt , ' Household Hazardous Waste Collection In FY 2002, funding for the HHW Collection Impact + ' residential HHW program was a approved by City Council. The 10,500 2,380 2,400E program began in February 2002 n 10,000 2'327 2.324 2,350 2 ' through a gran[ from NRCOG and + E 9,500 2'300 n continued without cost to + residents through FY 2003. In FY r g,000 2'175 2250 to 2004, a $0.50 fee was included on '—+ 2,200S the water utility bill to support '` 8,500 + the HHW program. In June 2008,a 2'150 § 8.000 . .. r r. : - : •• fee increase to $0.57 per month 2,100&° was approved to overcome the 7,500 -- -- 2,050 rising costs of non-reusable HHW 2014 2015 2016 2017 Est. collection disposal. This program is Pounds of Reuseable Chemicals an important part of our Texas Pollution Discharge Elimination --*--Curbside Participants 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 through April 2016, 120,990 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, 5,761 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 2016, 79,014 pounds of e-cycling was collected as part of the City's overall recycling efforts. ' City of Allen 209 FY2018 Budget 1 1 1 1 1 1 1 1 CITY OF ALLEN � i 1 1 i i i 1 1 CITY OF ALLEN DRAINAGE FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2017-2018 ' REVENUES 2015-2016 2016-2017 2016-2017 2017-2018 Operating Revenues ACTUAL BUDGET AMENDED BUDGET Inspection Fees 45,764 40,000 110,000 40,000 Drainage Fees 1,453,035 1,510,000 1,510,000 1,651,032 ITOTAL OPERATING REVENUES 1,498,799 $ 1,550,000 $ 1,620,000 $ 1,691,032 Non-OoeraLung Revenues Interest 5,284 4,320 6,000 6,000 Other Reimbursements 20,606 1,SOD 14,300 1,500 TOTAL NON-OPERATING REVENUES $ 25,890 $ 5,820 $ 20,300 $ 7,500 TOTAL REVENUES $ 1,524,689 $ 1,555,820 $ 1,640,300 $ 1,698,532 ' EXPENSES 2015-2016 2016-2017 2016-2017 2017-2018 Public Works: ACTUAL BUDGET AMENDED BUDGET Drainage Operating Expenses 1,447,353 1,536,053 1,591,361 1,703,407 ' Capital Expenses 146,135 81,000 81,000 134,400 TOTAL PUBLIC WORKS $ 1,593,488 $ 1,617,053 $ 1,672,361 $ 1,837,807 TOTAL EXPENSES $ 1,593,488 $ 1,617,053 $ 1,672,361 $ 1,837,807 FUND BALANCE PROJECTIONS ' PROJECTED WORKING CAPITAL 10/1 $ 700,053 $ 667,992 ' TOTAL PROJECTED REVENUES 1,640,300 1,698,532 TOTAL PROJECTED EXPENSES (1,672,361) (3,837,807) PROJECTED WORKING CAPITAL 9/30 $ 667,992 $ 528,717 DAYS OPERATIONAL EXPENSES IN RESERVE- 153 113 Fund Balance Required:90 to 120 days operational expenses DOR=Ending Fund Balance/((Operating Expenses)/365) 1 1 ICity of Allen 211 FY2018 Budget DRAINAGE ORG 7100110 D'aector AssaYanl D'retlar ' Superinlentleit Drainage Inspector � Crew Leader 1 ' Maintenance Equipment Mart rzaa yy01t,�, Operator Worker 2 3 1 City of Allen 212 FY2018 Budget FUND DEPARTMENT ACCOUNT DRAINAGE DRAINAGE 7100110 The Drainage crew maintains drainage inlets, storm sewers, open drainage channels and ditches to assure they remain free of vegetation and hazardous wastes. Sedimentation must be controlled and channels should carry water runoff flow as designed. 1Accomplishments in FY 2017: Goal 1. Enhance Community Livability and Safety No homes or businesses 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. • Fulfilled TPDES permit requirements. Maintained drainage ways with the Gradall. Implemented 10th year tasks in the City's TPDES permit. • Continued the 8th year of Drainage Technician--Inspected and verified outfall structures and dry weather ' . inspections utilizing GIS data collector as required in the City's TPDES Permit. Completed a$28,000 emergency repair of a collapsed 48"storm drainage line on Ash 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. Purchase a replacement for the VacTron trailer for spill responses($68,600 . Hired consultant to assist with next 5 year program for TPDES. Objectives for IFY 2018: Goal 1. Enhance Community Livability and Safety ' . Inspect and clear all storm sewer inlets after major storm events. o Implement 11th 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-$91,000. Contract mowing of greenbelts-$125,400. Contract street sweeping-$170,000 • Continue funding for Phase II NPDES professional services contract-$21,000. ' : Continue funding of costs of NPDES Storm Water Management Best Practices Manual from COG -$10,000 and share of COG Storm Water Management Program-$6,000. Continue to rapidly respond to citizens calls and concerns related to drainage and storm water. • Increase financial support of Environmental Health's response to mosquito related issues(primarily West Nile Virus ' and Zika virus(. 1 ' City of Allen 213 FY2018 Budget ,FUND DEPARTMENT ORG DRAINAGE DRAINAGE 7100110 EXPENSE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel Services 568,278 593,159 592,095 640,705 Operations 90,027 149,437 138,089 190,304 Supplies 64,448 52,505 67,505 59,275 Maintenance 151,129 132,460 130,260 120,020 Professional Services 230,964 299,143 339,593 371,769 Capital 146,135 81,000 81,000 134,400 Transfers Out 342,508 309,349 323,819 321,334 ' DEPARTMENTTOTAL $ 1,593,488 $ 1,617,053 $ 1,672,361 $ 1,837,807 2015-2016 2016-2017 2016-2017 2017-2018 F LU LTIME ACTUAL BUDGET AMENDED BUDGET Crew Leader 1 1 1 1 Drainage Inspector 1 1 1 1 Construction Inspector" 1 1 I 1 Equipment Operator 2 2 2 2 Maintenance Worker 4 4 4 4 TOTAL FULL TIME 9 9 9 9 TOTAL FULL-TIME-EQUIVALENT 9 9 9 9 This position is under the supervision of Engineering. , 2015-2016 2016-2017 2016-2017 2017-2018 PERSON NEL SERVICES ACTUAL BUDGET AMENDED BUDGET , Salaries 334,972 364,397 366,247 383,764 Longevity 3,636 4,144 4,288 4,672 Overtime 19,067 14,000 14,000 15,000 FICA 25,094 26,829 25,758 28,152 , TMRS 66,673 54,287 52,300 56,988 Worker's Compensation 10,669 14,397 14,397 14,412 Health Insurance 101,327 107,546 107,546 129,626 ' Dental Insurance 6,098 6,622 6,622 7,236 Long-Term Disability 428 548 548 488 Life Insurance 258 327 327 310 Fleuble Spending 57 62 62 57 ' SUBTOTAL $ 568,278 $ 593,159 $ 592,095 $ 640,705 OPERATIONS Telephone - 100 100 100 Fuel 10,050 18,000 15,000 15,000 , Training&Travel 833 2,500 2,500 2,500 Uniforms 3,635 7,417 7,417 7,417 Software Maintenance - - - 2,100 Postage&Freight 2 1,500 1,500 1,500 Advertising - 1,500 1,500 1,500 Rentals 4,772 7,000 7,000 7,140 Outside Printing 2,765 6,500 6,500 6,500 ' City of Allen 214 FY2018 Budget , :FUND DEPARTMENT , . DRAINAGE DRAINAGE 710OUl tEXPENSE DETAIL-CONTINUED 2015-2016 2016-2017 2016-2017 2017-2018 OPERATIONS-CONTINUED ACTUAL BUDGET AMENDED BUDGET Insurance 5,906 6,011 6,011 6,798 Vehicle&Equipment Replacement 62,063 98,909 90,561 139,749 SUBTOTAL $ 90,027 $ 149A37 $ 138,089 $ 190,304 SUPPLIES General Supplies 11,839 5,125 20,125 20,125 Tool/Small Equipment 27,340 22,980 22,980 14,750 I Medical&Chemical Supply 25,268 24,400 24,400 24,400 SUBTOTAL $ 64,448 $ 521505 $ 67,505 $ 59,275 MAINTENANCE Vehicle Maintenance 7,842 12,135 12,135 12,370 Equipment Maintenance 21,147 16,325 16,325 16,650 Infrastructure Maintenance 122,139 104,000 101,800 91,000 SUBTOTAL $ 151,129 $ 132,460 $ 130,260 $ 120,020 PROFESSIONAL SERVICES Contractual Services 216,722 259,850 300,300 335,300 Professional Services 11,948 37,0011 37,000 34,176 Post-Employment Funding Expense 2,293 2,293 2,293 2,293 SUBTOTAL $ 230,964 $ 299,143 $ 339,593 $ 371,769 CAPITAL OUTLAY Machinery&Equipment 11,400 81,000 81,000 134,40D Vehicles 134,735 ' SUBTOTAL $ 146,135 $ 81,000 $ 81,000 $ 134,400 TRANSFERS OUT Operating Transfer Out 342,508 309,349 323,819 321,334 ' SUBTOTAL $ 342,508 $ 309,349 $ 323,819 $ 321,334 TOTAL EXPENSES $ 1,593,488 $ 1,617,053 $ 1,672,361 $ 1,837,807 2015-2016 2016-2017 2016-2017 2017-2018 VEHICLES ACTUAL BUDGET AMENDED BUDGET Concrete Mixer Truck 134,735 SUBTOTAL $ 134,735 $ $ $ MACHINERY&EQUIPMENT Trailer for Backhoe 11,400 Replace Hammerhead Breaker - 12,40D 12,400 - Replace VacTron Trailer - 68,600 68,600 - Trailer for Skid Steer Loader 12,400 Mmi Excavator - - - 92,000 Permanent Concrete Wash Out Pit 30,000 SUBTOTAL $ 11,400 $ 81,000 $ 81,000 $ 134,400 TOTAL $ 146,135 $ 81,000 $ 81,000 $ 134,400 "Thenems listed are non-recurring capital expensesbasedon increased servicatothe community. ' City of Allen 215 FY2018 Budget ! DRAINAGEFUND DEPARTMENT ORG DRAINAGE 7100 110 TRANSFERS OUT DETAIL 1 2015-2016 2016-2017 2016-2017 2017-2018 OPERATING TRANSFER OUT ACTUAL BUDGET AMENDED BUDGET 1 Risk Management Admin Costs 4,649 5,528 5,528 5,768 General Fund Admin Support 337,859 303,821 318,291 315,566 TOTAL $ 342,508 $ 309,349 $ 323,819 $ 321,334 ! 1 ! 1 1 1 1 i i 1 1 i City of Allen 216 FY2018 Budget ! tFUND DEPARTMENT ACCOUNTiDRAINAGE DRAINAGE 7100110 PERFORMANCE Street Sweeping ' Arterial and collector roads are swept Curb Miles Swept during the year in order to remove 470 debris for aesthetics, safety, and for 462 TPDES permit compliance. These are 480 actual "curb miles' of streets swept. The number of curb miles is larger than the number of street miles in Allen 450 ' because there are at least two curb 436 miles per mile of road (one curb on 440 each side)and up to four curbs on roads 428 431 with medians. Arterials are swept twice 430 monthly and collectors are swept once ' per month. The number of curb miles 420 swept has grown due to the increase in roads. A decrease in contract price 410 allowed the City to begin sweeping 2014 2015 2016 2017 Est, arterials twice monthly in 2003. r i ' City of Allen 217 FY2018 Butlyet i 1 1 1 CITY OF ALLEN 1 1 i i i 1 1 1 1 ' CITY OF ALLEN GOLF COURSE FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2017-2018 REVENUES 2015-2016 2016-2017 2016-2017 2017-2018 Operating Revenues ACTUAL BUDGET AMENDED BUDGET Greens Fees 1,840,859 2,270,400 2,270,400 2,270,000 Concession Sales 374,461 416,296 416,296 425,865 I Retail Store 112,784 131,588 131,588 126,803 Lesson Fees 353,571 401,000 400,000 410,000 Facility Rentals 3,052 9,600 9,600 10,400 ' TOTAL OPERATING REVENUES 5 2,684,727 $ 3,228,884 $ 3,227,884 $ 3,243,068 Non-Operating Revenues Reimbursements and Contributions 21,080 - - - ' Operating Transfer In 300,000 300,000 302,000 301,000 Facility Maintenance Transfer In 151,500 TOTAL NON-OPERATING REVENUES $ 321,080 $ 300,000 $ 302,000 $ 452,500 ' TOTALREVENUES $ 3,005,806 $ 3,528,884 $ 3,529,884 $ 3,695,568 2015-2016 2016-2017 2016-2017 2017-2018 EXPENSES ACTUALUB DGET AMENDED BUDGET Personnel Services 1,505,148 1,655,975 1,662,481 1,723,684 Operations 1,431,324 1,749,057 1,773,758 1,828,229 Depreciation 138,851 123,852 138,851 138,851 TOTAL EXPENSES $ 3,07S,323 $ 3,528,884 $ 3,575,090 $ 3,690,764 FUND BALANCE PROJECTIONS ' PROJECTED WORKING CAPITAL 10/1 $ 45,940 $ 734 TOTAL PROJECTED REVENUES 3,529,884 3,695,568 ' TOTAL PROJECTED EXPENSES (3,575,090) (3,690,764) PROJECTED WORKING CAPITAL 9/30 $ 734 $ 5,538 ' City of Allan 219 FY2018 Budget GOLF COURSE ORG ' 7250100-7250350 Director Assistant Daedor 1 Supenntendent Golf Services Manager t 1 Admimsirative Assistant ' 1 Golf SupaintendeM 1 Asst.Goff Gol(Pmgram Syxrvisar FoodSeverage Supervisor Superintendent Lead Goff Lead Food/Beverage Chenricel Techmcian Specialist Speclalisl 2 ' Foodf8everage Maintenance Worker Golf Speaalist Spedalet g 2 .90 Temp-Food/Bewrage TemporaMaintermarcl Golf AHentlant Specialistmrmr ' 96 2 78 Park Maintenance Tech Tmporary Goff 1 Attendant .75 Irngadon Technic Range ACendant ' 1.5 I Ctty of Allen 220 FY2018 Budget ' FUND DEPARTMENT ACCOUNT COURSEGOLF 0. — 7250350 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. The course experienced significant flood damage on two greens in November 2015 and Ireopened for play in August 2016. Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen Strategy 1. Create recreational partnerships • Engaged local,regional and state golf associations to attract high level professional and amateur golf events: ' Hosted the Texas Golf Association State Amateur qualifier and TRGA Amateur Series tournament. Hosted the regional Drive,Chip and Putt competition. • Hosted numerous other Northern Texas PGA junior tournaments and PGA junior camps. ' • Hosted the District Golf Championships for area 6A schools. 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 Golf Digest and a Track Man Master Professionals(one of only 65 in the world). ' • Hosted the first ever Collin County Tournament of Champions golf tournament. • Participated in the PGA"Play Golf America"initiatives to grow the game. Continued to promote TCWC regionally via multiple media outlets such as the live on-site broadcast of 1310AM The Ticket's"The Teebox"Saturday morning golf show. r: ' Goa12. Cultivate regional alliances and partnerships with agencles and governmental unks that affect Allen Strategy 1. 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 customer segments. Goal 4. Signify,enhance,and communicate Allen'shentity to the region and the nation Continue to expand database and outreach efforts to women,families,and juniors. Work closely with the Parks and Recreation Marketing Division to promote The Courses at Watters Creek(TCWC) as a quality tournament and daily play destination. Work in conjunction with the PGA of America to promote TCWC as a learning destination with outstanding practice facilities. Continue discussion with the PGA Tour as a potential host site to a Champions Tour Event. Goal 6. Maintain operational excellence In City government services • Continue to emphasize staff training in Golf Operations,Course Maintenance,and Food&Beverage Services to ensure product and operational excellence. • Work towards the completion of a standard operating procedures manual for the entire facility. ' City of Allen 221 FY2018 Budget FUND DEPARTMENT GOLF COURSE GOLF COURSE 72SXXXX EXPENDITURE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET ' Personnel Services 1,505,148 1,655,975 1,662,481 1,723,684 Operations 451,611 584,170 579,853 557,452 Supplies 168,414 194,450 201,450 177,052 Maintenance 119,793 99,913 102,413 253,199 Professional Services 691,506 870,524 890,042 840,526 Depreciation 138,851 123,852 138,851 138,851 DEPARTMENT TOTAL $ 3,075,323 $ 3,528,884 $ 3,575,090 $ 3,690,764 ' 0001hok.: �..l 2015-2016 2016-2017 2016-201] 2017-2018 FULLTIME ACTUAL BUDGET AMENDED BUDGET Golf Services Manager 1 1 1 1 Golf Superintendent 1 1 1 1 Head Golf Pro 1 1 1 1 Golf Assistant Superintendent 1 1 1 1 Golf Program Supervisor 1 1 0 0 Food&Beverage Supervisor 1 1 1 1 ' Golf Specialist 2 2 3 3 Chemical Technician 1 1 1 1 Irrigation Technician 1 1 1 1 ' Parks Maintenance Technician 1 1 1 1 Administrative Assistant 1 1 1 1 Maintenance Worker 8 8 8 8 Lead Food&Beverage Specialist 2 2 2 2 Golf Attendant 1 1 1 1 TOTAL FULL TIME 23 23 23 23 PARTTIME Golf Attendant 1.78 1.78 138 178 ' Range Attendant 150 1.50 1.50 1.50 Food&Beverage Specialist 0.90 0.90 0.90 0.90 Maintenance Worker 4.51 4.51 451 4.51 TOTAL PARTTIME 8.69 8.69 8.69 8.69 TEMPORARY Maintenance Worker 0.96 0.96 0.96 096 Golf Attendant 0.75 O.75 075 0J5 ' Food&Beverage Specialist 0.24 0.24 0.24 0.24 TOTALTEMPORARY 1.95 1.95 1.95 1.95 TOTAL FU LL-TIME-EQUIVALENT 33.64 33.64 33.64 33.64 ' 2015-2016 2016-2017 2016-2017 2017-2018 , PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salaries 950,497 1,081,215 1,101,934 1,123,743 ' Longevity 6,351 7,273 6,987 8,316 Overtime 55,781 63,127 63,127 64,951 FICA 76,370 82,084 77,205 86,988 TMRS 181,784 150,959 141,911 152,155 ' City of Allen 222 FY2018 Budget ' FUND DEPARTMENT GOLF COURSE GOLF COURSE 725XXXX EXPENSE DETAIL ' 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES-CONTINUED ACTUAL BUDGET AMENDED BUDGET Worker's Compensation 12,620 17,216 17,216 19,247 Health Insurance 203,627 232,431 232,431 248,140 Health Savings 1,227 1,141 1,141 - Dental Insurance 15,093 18,032 18,032 18,084 Long-term Disability 1,082 1,449 1,449 1,237 Lde Insurance 643 862 862 766 ' Flexible Benefit Expense 71 186 186 57 SUBTOTAL $ 1,505,148 $ 1,655,975 $ 1,662,481 $ 3,723,684 OPERATIONS 1 Telephone 914 12,600 12,600 14,496 Gasoline 12,609 18,755 18,755 22,331 Water 83,206 107,462 117,462 120,00 Electricity 123,171 130,000 130,000 100,000 ' Traming&Travel 1,427 8,296 8,296 7,127 Dues&Subscriptions 3,946 12,485 12,485 7,740 Uniforms 6,750 17,012 17,012 17,582 Postage&Freight 530 77 77 80 Rentals 1,925 2,448 2,448 2,497 Outside Printing 896 1,500 1,500 1,500 Liquor State Tax Expense 11,079 27,801 27,801 29,141 ' Cost of Goods Sold-Concessions 75,609 87,088 87,088 89,958 Liquor Supply Expenses 42,278 59,574 50,000 50,000 Cost of Goods Sold-Retail 79,511 94,743 90,000 90,000 Marketing Expenses 7,760 4,329 4,329 5,000 SUBTOTAL $ 451,611 $ 584,170 $ 579,853 $ 557,452 SUPPLIES General Supplies 133,340 142,000 142,000 144,875 Small Tools&Minor Equipment 35,074 52,450 59,450 32,177 SUBTOTAL $ 16BA14 $ 194,450 $ 201ASO $ 177,052 MAINTENANCE Building Maintenance` 43,977 62,659 62,659 215,412 ' Equipment Maintenance 75,816 37,254 39,754 37,787 SUBTOTAL $ 119,793 $ 99,913 $ 102,413 $ 253,199 PROFESSIONAL SERVICES Contractual Services 12,652 545,309 564,827 479,230 Lease Expenses 122,670 265,918 265,918 300,999 Professional Services 468,618 Credit Card Casts 78,269 50,000 5D,000 51,000 Post-Employment Funding Expense 9,297 9,297 9,297 9,297 SUBTOTAL $ 691,506 $ 870,524 $ 890,042 $ 840,526 MISCELLANEOUS Depreciation $ 138,851 $ 123,852 $ 138,851 $ 138,851 SUBTOTAL $ 138,851 $ 123,852 $ 138,851 $ 138,851 TOTAL EXPENSES $ 3,075,323 $ 3,528,884 $ 3,575,090 $ 3,690,764 'Includes$151,500 in maintenance items that are funded by a Facility Maintenance Transfer In 1 ' City of Allen 223 FY2018 Budget FUND DEPARTMENT AMOUNTGOLF COURSE- GOLF COURSE 7250100-7250350 ' PERFORMANCE ' Rounds Produced&Cost per Maintained Acre60.004 Rounds & Cost Per Acre ' 6,000 With the January 2013 reopening, 48,000 5,500 additions to the facility included a 46,000 six-hole course (Futures course), a 44,000 6,000 , O 4,500 short game practice area and a c 42.000 - $ m on larger driving range tee with 52 40,000 4,000 c n hitting stations. These additions 36,000 ."�' IF 3,500 � ' and the need to add new 36,000 3,000 specialized maintenance 34,000 32,000 2,500 equipment increased the cost per 30,000 2,000 ' maintained per acre but have also 2014 2015 2016 2017 Est. generated new revenue opportunities. The improvements ■Rounds Produced OCost Per Acre also accomplished the goal of providing "Golf for Everyone". Golf rounds generated in FY 2015 were impacted by two winter snow storms, significant rainfall during the prime months of April and May, as well as the Thanksgiving flood ' that destroyed two greens. Golf rounds in FY 2017 are trending to exceed 40,000 rounds for the second consecutive year. Revenue Per Golfer Revenue /Sales ' Revenue per golfer is calculated as the $65 sum of all sales from green fees, cart $60 855 fees, range balls, merchandise sales $50 and food & beverage purchases. This $45 - -_-- measure is projected for a slight $IO ' $35 increase in FY 2017 and again in FY $30 -- ..-.-- ------ --- 2018 due to the emphasis on 2014 2015 2015 2017 ESL ' maximizing"revenue per golfer' by all PMercnandise $2 ss 5340 1z as $2 52 staff members. Another factor in the oorro�"0 as"se $655 5766 1655 $668 increase is the return to "rack rate' .Food&9evy. $bas $8.67 $94 $870 pricing with the re-opening of the two •Green reel $4424 i 836.71 134813 83x.13 li ' greens damaged in the November 2015 flood. Overall rounds are expected to increase in FY 2017 with the continued high level of maintenance, delivery of quality food and beverage products and strong marketing efforts to appeal to ' golfers of all segments. The Courses at Watters Creek 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. City of Allen 224 FY2018 Budget ' ' CITY OF ALLEN HOTEL OCCUPANCY TAX FUND REVENUES AND EXPENDITURES BY FUNCTION FISCAL YEAR 2017-2018 REVENUES 2015-2016 2016-2017 2016-2017 2017-2018 Oneratina Revenues ACTUAL BUDGET AMENDED BUDGET Hotel Occupancy Tax 1,607,263 1,763,785 1,641,486 1,856,418 TOTAL OPERATING REVENUES $ 1,607,263 $ 1,763,785 $ 1,641,486 $ 1,856,418 Non-0oeratina Revenues Interest 27,786 20,400 34,000 33,000 ' TOTAL NON-OPERATING REVENUES $ 27,786 $ 20,400 $ 34,000 $ 33,000 TOTAL REVENUES $ 1,635,049 $ 1,784,185 $ 1,675,486 $ 1,889,418 EXPENDITURES 2015-2016 2016-2017 2016-2017 2017-2018 Culture&Recreation ACTUAL BUDGET AMENDED BUDGET ' Grants" 395,659 395,570 3,495,300 395,300 Convention and Visitors Bureau 524,854 959,295 937,827 1,057,358 TOTAL EXPENDITURES $ 920,513 $ 1,354,865 $ 4,433,127 $ 1,452,658 IFUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 $ 4,359,540 $ 1,601,899 TOTAL PROJECTED REVENUES 1,675,486 1,889,418 tTOTAL PROJECTED EXPENDITURES (4,433,127) (1,452,658) ' PROJECTED FUND BALANCE 9/30 $ 1,601,899 $ 2,038,659 '$3.1 Million for the Hotel/Convention Center payment is expected in FY2017. City of Allen 225 FY2018 Budget HOTEL OCCUPANCY TAX FUND ORG 5067100 Ass 6tant City Manager 1 CVB Director CVB 08ce ' 1 Manager 1 Senior Marketing CVB Saks Manager CVB lntem , Spa list 2 5 1 1 City of Allen 226 FY2018 Budget ' FUND DEPARTMENT ACCOUNT HOTEL OCCUPANCY TAX HOTEL OCCUPANCY TAX 00 ' The Hotel Occupancy Tax Fund collects funds from a 7%tax on hotel rooms rented in Allen. These funds amused to support various projects that enhance and promote tourism, the arts and the convention/hotel industry in IAllen,as allowed by state law. ■ Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that aff ectAll Attended Connect Meetings,Connect Texas,Plan Your Meetings/MPI and Small Meetings tradeshows. • Showcased Destination Allen during National Tourism Week in May by hosting the 2na annual partner Travel Rally ' and hosted staff appreciation breaks. Allen CV8 received the 2016 Texas Association of Convention & Visitors Bureaus(TACVB)first place people's choice award for National Travel and Tourism week in their budget category. • Continued Partnerships with the Lone Star Conference Basketball Championships. ' 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 Alter Reads program,Allen Event Center and Parks&Recreation Department. ' Goal 4, Signify,enhance.and communicate Allen's identity to the region and the nation Continued to work with our destination partners on key projects to successfully sell Allen as a destination to attract and retain meetings/conventions and sporting tournaments. • Continued in-house management of search engine marketing campaigns. ' October 1,2016-May 31,2017:Google AdWords-144,952 impressions and 4,592 clicks/interactions. October 1,2016-May 31,2017:Bing Ads--177,736 impressions&4,065 clicks • Total Search Results--322,688 impressions and 8,657 clicks/interactions. Gained 127 new Facebook page likes. Continued use of official hashtag,4VisitAllen,on all social platforms. Oct. 1, 2016 - May 31, 2017:VisitAlllenTexas.com received 36,175 total visits--75,572 page views, 59,739 unique ' page views and Hotel"Where to stay page"received 10,082 views with 6,399 unique hotel page views Continued the NorthTexasShopping.com partnership website 331,393 total views(March 2016—February 2017). Distributed 4,000 copies of the visitor's guides from May 2016 to May 2017. • Sales Efforts focused on the sports and local market--grew planner database by 390 new planners and generated ' 110 new RFPs. Objectives for FY 2018: 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 ' establishing 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 our destination ' partners on key projects to successfully sell Allen as a destination. • Showcase Destination Allen during National Tourism Week. • Expand Destination Partner Program to increase partner participation. ' : Continue to update video library footage of event activity and personal feedback from visitors and planners to use in engaging ways. Continue to increase social media such as Facebouk,Twitter and Linkedln in engaging ways. • Continue Hotel Occupancy Tax Grants to assist in funding local non-profit organizations. Launch initiative to increase engagement with social media and blogger influencers. Launch brand creative refresh. • Launch 2018-2020 Strategic Marketing Plan 1 ' City of Allen 227 FY2018 Budget 1 FUND DEPARTMENT a ' 1 HOTEL TAX HOTEL TAX ADMINISTRATION t.I It EXPENDITURE1 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET1 Operations 395,311 393,570 3,493,300 393,300 Professional Services 348 2,000 2,000 2,000 DEPARTMENTTOTAL $ 395,659 $ 395,570 $ 3,495,300 $ 395,300 1 EXPENDITUREDETAIL 2015-2016 2016-2017 2016-2017 2017-2018 1 OPERATIONS ACTUAL BUDGET AMENDED BUDGET Advertising - 270 - - Community Events P&R 60,000 60,000 60,000 60,000 1 Allen Civic Ballet 10,000 10,000 10,000 10,000 Allen Community Theatre 2,200 2,200 2,200 2,200 Allen Chamber of Commerce 1,600 1,600 1,600 1,600 1 Allen Heritage Guild 2,500 2,500 2,500 2,500 Philharmonic Symphony 30,000 30,000 30,000 30,000 Connemara Conservancy - 3,000 3,000 3,000 Friends of the Library 5,000 10,000 10,000 10,000 1 Allen Arts Alliance 4,000 4,000 4,000 4,000 AEC Marketing and Advertising 235,000 235,000 235,000 235,000 Special Event Hosting Fee 45,011 35,000 35,000 35,000 1 Hotel/Convention Center Incentive - - 3,100,000 - SUBTOTAL 395,311 393,570 3,493,300 393,300 PROFESSIONAL SERVICES Legal Expenses 348 2,000 2,000 2,000 1 SUBTOTAL 348 2,000 2,000 2,000 TOTAL EXPENDITURE $ 395,659 $ 395,570 $ 3,495,300 $ 395,300 1 1 1 1 1 i 1 City of Allen 228 FY2018 Budget 1 FUND DEPARTMENTIDIVISION :HOTELTAX CONVENTION&VISITORS BUREAU 5067a EXPENDITURE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 ' CLASSIFICATION ACTUAL BUDGET AMENDEDU@ DGET Personnel Services 261,599 333,632 325,178 430,260 Operations 167,262 406,583 345,044 528,933 ' Supplies 6,944 3,945 13,945 3,945 Maintenance 500 500 500 Professional Services 62,828 209,035 253,160 93,720 Capital 26,221 - - - Transfers Out - 5,600 - - DEPARTMENTTOTAL $ 524,854 $ 959,295 $ 937,827 $ 1,057,358 ' PERSONNEL 2015-2016 2016-2017 2016-2017 2017-2018 ' FULLTIME ACTUAL BUDGET AMENDED BUDGET CVB Director 1 1 1 1 CVB Sales Manager 1 2 1 2 Senior Marketing Specialist 0 0 0 1 Marketing Specialist 1 1 1 0 CVB Office Manager 0 0 1 1 TOTAL FULL TIME 3 4 4 5 ' PARTTIME CVB Intern 0.5 0.5 0.5 0.5 TOTAL FULL TIME 0.5 0.5 0.5 0.5 ' TOTAL FULL-TIM E.EQUIVALENT 3.50 4.50 4.50 5.50 2015-2016 2016-2017 2016-2017 2017-2018 PERSON N EL SERVICES ACTUAL BUDGET AMENDED BUDGET ' Salaries 185,949 233,339 226,595 288,029 Longevity 408 560 560 746 Overtime 1,592 2,340 2,340 2,340 ' FICA 13,613 17,175 16,362 20,831 TMRS 26,670 33,474 32,087 41,164 Worker's Compensation 266 438 515 556 Health Insurance 30,561 42,852 43,219 71,535 ' Dental Insurance 2,026 2,720 2,739 4,341 Long-term Disability 223 330 351 351 Life Insurance 134 189 193 196 ' Flexible Spending 157 215 217 171 SUBTOTAL $ 261,$9$ {f 30 $1 325,178 $ WWI ' City of Allen 229 FY2018 Budget HOTELTAX CONVENTION&VISITORS BUREAU 5067100 EXPENDITURE DETAIL-CONTINUED 2015-2016 2016-2017 2016-2017 2017-2018 OPERATIONS ACTUAL BUDGET AMENDED BUDGET Fuel 158 2,000 2,000 2,000 Vehicle Replacement Contribution - 2,800 2,800 6,652 Training&Travel 10,393 14,800 14,800 20,800 ' Dues&Subscriptions 9,638 10,820 10,820 10,820 Postage&Freight 1,426 3,800 3,800 3,800 Advertising 55,607 154,913 104,045 248,471 Outside Printing 1,789 15,385 15,385 15,385 ' Meetings&Receptions 14,010 20,094 20,094 26,455 Special Activities 26,634 109,200 99,200 99,200 Marketing Expenses 47,608 72,771 72,100 84,750 ' Software Maintenance - - - 10,600 SUBTOTAL $ 167,262 $ 406,583 $ 345,044 $ 528,933 SUPPLIES ' General Supplies 6,944 3,945 13,945 3,945 SUBTOTAL $ 6,944 $ 3,945 $ 13,945 $ 3,945 MAINTENANCE Vehicle Maintenance - 500 500 SOO ' SUBTOTAL $ - $ Soo $ Sao $ SOD PROFESSIONAL SERVICES Professional Services 57,668 208,175 103,965 84,525 t Contractual Services 4,300 - 8,335 8,335 Lease Agreements - - 140,000 - Post-Employment Funding Expense 860 860 860 860 SUBTOTAL $ 62,828 $ 209,035 $ 253,160 $ 93,720 ' CAPITAL OUTLAY Vehicles 26,221 SUBTOTAL $ 26,221 $ - $ - $ TRANSFERS OUT Operating Transfer Out 5,600 - SUBTOTAL - 5,600 TOTAL EXPENDITURE $ 524,854 $ 959,295 $ 937,827 $ 1,057,358 1 City of Allen 230 FY2018 Budget ' tFUND DEPARTMENT ACCOUNT � HOTEL OCCCUPANCY TAX CONVENTION&VISITORS 5067100 BUREAU • PP "a11111M ' Allen Hotels&Rooms Hotels and Rooms Allen currently has seven existing hotels. 350300 By the end of FY2017, the Hyatt Place 300 ■ will finish construction. Aloft is 250 j22 ■■ scheduled to break ground in 2017 and 200 136 150 be completed by the end of 2018. The 150 103 87 114 104 90 Delta Hotels by Marriott Watters Creek 100 59 Convention Center is under 50 construction and expected to open by 0 the end of 2018. Po'S Qci°`a-0 y�.oy°cce�J`°e�JA% °`p yJ`, �`cc ok A'� gW Gssa c °°D °off � 0°a 00� �Q`Oc� ,oa0A��°� \Aoy�o-J`c�ac ' Online Marketing - Online Marketinq Actuals The Allen CVB opened its doors in 1,400 July 2009 and launched its brand 1200, -- 200 ' during the summer of 2012. 6 1,000 -- 150 Over the past five years since 2•' 800 establishing the Allen brand,theE` 600 100 CVB's primary marketing focus 200 50 s was to establish Allen as a 0 meetings destination in the DFW 2013-2014 2014 20152015-2016 2017-YTD Region and to create brand essions 786140 91,672 1215.342 322,688 Vks 17638 21.679 10,151 8,657 awareness. The campaign has R 2.23% 236% 1.25% 229% been very successful with the - - - online advertising garnering significant results. ' Economic Impact Economic In1D8Ct The economic impact of tourism in 1,500 200 ' Allen continues to grow and supports 1,450 _ 1,460 jobs in Allen. In 2015, $153 1,400 150 million was spent on tourism in Allen. 1,350 2015 is the most current year for1,300 100 which data is available. 1.250 200 50 1,150 00 0 2010 2072 2013 2014 2015 ■Total Employment DToursim Spending($M) ' City of Allen 231 FY2018 Budget 1 1 1 1 1 1 1 1 CITY OF ALLEN 1 1 1 1 1 1 1 1 1 CITY OF ALLEN ASSET FORFEITURE FUND ' REVENUE AND EXPENDITURE SUMMARY FISCAL YEAR 2017-2018 t REVENUES 2015-2016 2016-2017 2016-2017 2017-2018 Operating Revenues ACTUAL BUDGET AMENDED BUDGET State Forfeiture 40,561 35,000 35,000 35,000 Federal Forfeiture-Justice Funds 79,593 150,000 150,000 150,000 ' TOTAL OPERATING REVENUES $ 120,1SS $ 185,000 $ 185,000 $ 185,000 Non-Operating Revenues ' Interest 1,856 660 2,000 2,000 Auction Revenue 13,413 5,000 27,585 5,000 TOTAL NON-OPERATING REVENUES $ 15,269 $ 5,660 $ 29,585 $ 7,000 TOTAL REVENUES $ 135,423 $ 190,660 $ 214,585 $ 192,000 ' 2015-2016 2016-2017 2016-2017 2017-2018 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Public Safety 108,475 129,292 129,292 119,059 ' Capital Outlay 5,775 - - - TOTAL PUBLIC SAFETY $ 114,250 $ 129,292 $ 129,292 $ 119,059 TOTAL EXPENDITURES $ 114,250 $ 129,292 $ 129,292 $ 119,059 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 $ 85,621 $ 170,914 TOTAL PROJECTED REVENUES 214,585 192,000 TOTAL PROJECTED EXPENDITURES (129,292) (119,059) PROJECTED FUND BALANCE 9/30 $ 170,914 $ 243,855 L ' City of Allen 233 FY2018 Budget � I ASSET FORFEITURE FUND ORGS 5085250-5085260 , 1 No Personnel in this Department ' t t 1 City of Allen 234 FY2018 Budget , FUND DEPARTMENT ACCOUNT ASSET FORFEITURE ASSET FORFEITURE 5085250-5085260 ' 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. ' City of Allen 235 FY2018 Budget FUND DEPARTMENT ORG FORFEITURE ASSET FORFEITURE EXPENDITURE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET ' Supplies(Tools/Small Equipment) 74,778 109,000 109,000 98,767 Professional Services 33,697 20,292 20,292 20,292 Capital 5,775 - DEPARTMENTTOTAL $ 114,250 $ 129,292 S 129,292 $ 119,059 , ` 2015-2016 2016-2017 2016-2017 2017-2018 TOOLS/SMALL EQUIPMENT ACTUAL BUDGET AMENDED BUDGET State Forfeiture/Seizure Expense 51,135 - - - Federal Forfeiture Exp-Justice 23,643 109,000 109,000 98,767 ' SUBTOTAL $ 74,778 $ 109,000 $ 109,000 $ 98,767 PROFESSIONAL SERVICES State Forfeiture/Seizure Expense 17,461 13,292 13,292 13,292 ' Federal Forfeiture Exp-Justice 16,236 7,000 7,000 7,000 SUBTOTAL $ 33,697 $ 20,292 $ 20,292 $ 20,292 CAPITALOUTLAY Vehicles 5,775 - - ' SUBTOTAL $ 5,775 $ - $ - $ TOTAL EXPENSES $ 114,250 $ 129,292 $ 129,292 $ 119,059 2015-2016 2016-2017 2016-2017 2017-2018 STATE FORFEITURE/SEIZURE EXPENSE ACTUAL BUDGET AMENDED BUDGET 37 Tasers and Accessories 51,135 TOTALCAPITAL $ 51,135 $ $ FEDERAL FORFEITURE EXPENSE-JUSTICE 20 Helmets,Shields and Batons 9,040 - - - ForensicComputerSystem/Training 12,363 Zetx lmestigative Software/Trammg 2,240 - - - CanversionoflmCarCameraSystem - 100,000 100,000 - 12 Rifles,Light System&Magazines - 9,000 9,000 - Rifles,LightSystems&Magazines - - - 76,500 15 E-Citation Writers22,267 TOTAL CAPITAL $ 23,643 Si 00 109,0 $ 109,000 $ 98,767 City of Allen 236 FY2018 Budget , ' CITY OF ALLEN SPECIAL REVENUE FUND REVENUE AND EXPENDITURE SUMMARY FISCAL YEAR 2017-2018 REVENUES 2015-2016 2016-2017 2016-2017 2017-2018 Operating Revenues ACTUAL BUDGET AMENDED BUDGET Public Education Govt Access Fees - 262,819 209,760 186,269 Juvenile Case Management Fines - 61,506 61,506 62,610 ' Court Security Fines - 36,927 36,927 37,566 Court Technology Fines 49,247 49,247 50,088 Red Light Fines 10,000 17,500 ' TOTAL OPERATING REVENUES $ - $ 420,499 $ 374,940 $ 336,533 Non-Operating Revenues ' Interest - - 4,000 5,000 Intergovernmental(Radio System) 46,824 46,824 Operating Transfer In 1,374,954 1,365,394 49,651 TOTAL NON-OPERATING REVENUES $ - $ 1,421,778 $ 1,369,394 $ 101,475 ' TOTAL REVENUES $ $ 1,842,277 $ 1,741,334 $ 438,008 2015-2016 2016-2017 2016-2017 2017-2018 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET ' Public Education Govt Access Fees - 172,100 203,100 60,125 Juvenile Case Management 58,537 58,697 63,208 Court Security 102,828 51,144 87,217 CourtTechnology - 33,668 150,761 92,057 ' Red Light - 10,000 12,216 27,125 Radio System 108,115 251,813 TOTAL EXPENDITURES $ $ 485,248 $ 727,731 $ 329,732 ' FUND BALANCE PROJECTIONS ' PROJECTED FUND BALANCE 30/1 $ - $ 1,016,603 TOTAL PROJECTED REVENUES 1,744,334 438,008 ' TOTAL PROJECTED EXPENDITURES (727,731) (329,732) PROJECTED FUND BALANCE 9/30 $ 1,016,603 $ 1,124,879 Restricted for. ' Public Education Government Access $ 821,760 $ 952,137 Juvenile Case Manager 2,820 2,232 Court Security CourtTechnology 116,156 74,518 ' Red Light 27,125 - Radio System 48,742 95,992 $ 1,016,603 $ 1,124,879 1 ' City of Allen 237 FY2018 Budget 1 1 SPECIAL REVENUE FUND ORGS 5401211-5403301 i 1 1 1 i 1 Personnel in this fund are shown on the departmental Ong Charts i 1 1 1 1 i 1 i City of Allen 238 FY2018 Budget i FUND DEPARTMENT ORGANIZATION SPECIAL REVENUE SPECIAL REVENUE 540XXXX 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. City of Allen 239 FY2018 Budget FUND DEPARTMENT ORE SPECIAL REV. SPECIAL REVENUE FUND 540XXXX EXPENDITURE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 ORGANIZATIONS ACTUAL BUDGET AMENDED BUDGET PEG Expenses - 172,100 203,100 60,125 Juvenile Case Management - 58,537 58,697 63,208 Court Security - 102,828 51,144 87,217 CourtTechnology - 33,668 150,761 92,057 , Red Light - 10,000 12,216 27,125 Radio System 108,115 251,813 - DEPARTMENTTOTAL $ $ 485,248 $ 727,731 $ 329,732 wamrd 2015-2016 2016-2017 2016-2017 2017-2018 ' PEG EXPENSES ACTUAL BUDGET AMENDED BUDGET IT-Technology Maintenance - - - 12,000 Tools/Small Equip - 17,100 17,100 13,125 Professional Services - 26,000 26,000 11,000 Machinery&Equipment 129,000 160,000 24,000 SUBTOTAL $ - $ 172,100 $ 203,100 $ 60,125 JUVENILE CASE MANAGEMENT , Personnel(Juvenile Case Manager) 58,537 58,697 63,208 SUBTOTAL $ - $ 58,537 $ 58,697 $ 63,208 COURTSECURITY ' Personnel(Court Bailiff) - 1D2,828 51,144 87,217 SUBTOTAL $ - $ 102,828 $ 51,144 $ 87,217 COURTTECHNOLOGY Contractual Services - - 44,261 35,557 ' Professional Services - - 106,500 56,500 Computer Equipment&Software 33,668 SUBTOTAL $ - $ 33,668 $ 150,761 $ 92,057 RED LIGHT ' Personnel - 3,500 3,500 - Tools/Small Equip - 5,500 7,716 27,125 Professional Services - 1,000 1,000 - ' SUBTOTAL $ - $ 10,000 $ 12,216 $ 27,125 RA010 SYSTEM IT-Small Equipment - - 46,000 - Machinery&Equipment - 108,115 205,813 , SUBTOTAL $ - $ 108,115 $ 251,813 $ - TOTAL EXPENDITURE $ $ 485,248 $ 727,731 $ 329,732 , City of Allen 240 FY2018 Budget FUND ' SPECIAL REV. SPECIAL REVENUE FUND CAPITAL EXPENDITURE LIST' 2015-2016 2016-2017 2016-2017 2017-2018 CAPITAL ACTUAL BUDGET AMENDED BUDGET Laser Projector for CouncilChambers 15,000 7,000 CATDV Media Management Server - 15,000 - - TigerStorage&Management System - 54,000 108,000 - ' Audio Infrastructure Upgrade - 45,000 45,000 - Court Technology Expense 33,668 NICE Dispatch System - 108,115 205,813 - ' New Projection Screen for Chambers - - - 24,000 TOTALCAPITAL $ $ 270,783 $ 365,813 $ 24,000 'The nems listed are non-recurring capital expenses based on increased service to the community 1 City of Allen 241 FY2018 Budget 1 1 1 i 1 1 1 CITY OF ALLEN 1 1 1 i 1 1 1 1 1 CITY OF ALLEN GRANTFUND ' REVENUES AND EXPENDITURES BY FUNCTION FISCAL YEAR 2017 -2018 REVENUES 2015-2016 2016-2017 2016-2017 2017-2018 ' Operating Revenues ACTUAL BUDGET AMENDED BUDGET Fire Grants 1,559 1,704 1,714 900 Police Grants 101,200 192,758 231,875 148,289 Library Grants 38,294 66,912 66,311 14,413 Park&Recreation Grants 200,000 200,000 Planning 452,290 560,465 558,465 323,663 TOTAL OPERATING REVENUES $ 593,343 $ 821,839 $ 1,058,365 $ 687,265 ' Non-Operating Revenues Interest on Investments 1,858 1,560 2,000 2,000 ' Other Reimbursements 15,494 - - - Operating Transfer ln 87,744 92,157 124,401 130,597 TOTAL NON-OPERATING REVENUES $ 105,096 $ 93,717 $ 126,401 $ 132,597 TOTAL REVENUES $ 698,439 $ 915,556 $ 1,184,766 $ 819,862 ' 2015-2016 2016-2017 2016-2017 2017-2018 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Grants 879,741 913,037 1,161,999 810,430 TOTAL EXPENDITURES $ 879,741 $ 913,037 $ 1,161,999 $ 810,430 ' FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 $ 249,096 $ 271,863 ITOTAL PROJECTED REVENUES 1,184,766 819,862 1 TOTAL PROJECTED EXPENDITURES (1,161,999) (810,430) PROJECTED FUND BALANCE 9/30 $ 271,863 $ 281,295 I i City of Allen 243 FY2018 Budget GRANTFUND ORGS 5500100-5506010 ' 1 No Personnel in this Department ' 1 City of Allen 244 FY2018 Budget ' FUND DEPARTMENT GRANTFUND STATE • e FEDERAL GRANTS 5500100-5506010 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. ' 1 Goal.2. Cultivate realonal alliances and Partnerships with agencies and governmental units that affect Allen Body Worn Cameras—received funding through the State of Texas,Office of the Governor-Criminal Justice Division to help offset the costs for body worn and in-dash cameras for patrol officers to utilize in the line of duty. These cameras will be able to provide enhanced evidence for criminal cases and greater transparency to the public. • Force Options Simulator—received funding through the State of Texas, Office of the Governor-Criminal Justice Division for the purchase of a force options simulator that will be used to ensure that officers are able to correctly evaluate situations that they encounter while on-duty and to determine the officer's ability to react under stress. • Family Violence Investigation and Prevention Officer Grant—received the third 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 ' Developmentto provide funding to public service agencies and assistance for low and moderate-income families. Objectives 1 ' Goa.2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen Child Abuse Investigation and Prevention Officer Grant— pursue funding that will allow the Police Department to dedicate a full-time position to child abuse situations and to educate the public in relation to family violence. ' • Selective Traffic Enforcement Program Grant — continue to pursue funding 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)—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. ' City of Allen 245 FY2018 Budget FUND DEPARTMENT ORG GRAINITFUND STATE AND FEDERAL GRANTS 55OXXXX EXPENDITURE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Grant Administration 193,161 - - Fire 1,559 1,704 1,714 900 Police 174,394 282,456 33,109 271,454 ' Library 39,674 68,412 67,711 14,413 Park&Recreation - - 200,000 200,000 Planning 470,953 560,465 558,465 323,663 DEPARTMENTTOTAL $ 879,741 $ 913,037 $ 1,161,999 $ 810,430 ' 2015-2016 2016-2017 2016-2017 2017-2018 GRANTADMINISTRATION ACTUAL BUDGET AMENDED BUDGET Miscellaneous Expense 193,161 SUBTOTAL $ 193,161 $ - $ - $ - FIRE DEPARTMENT LEOSE 1,559 1,704 1,714 900 SUBTOTAL $ 1,559 $ 1,704 $ 1,714 $ 900 , POLICE DEPARTMENT Family Violence Investigator 115,726 105,325 105,517 154,097 STEP Overture Grant 38,548 81,090 81,090 81,025 ' TCLEOSE Training Grant 900 14,332 9,667 14,332 Bulletproof Vest Partnership Grant 19,220 16,709 20,440 22,000 Body Worn Cameras - - 52,395 - Force Simulator Grant - 65,000 65,000 - SUBTOTAL $ 174,394 $ 282,456 $ 334,109 $ 271AM LIBRARY Collin County Library Grant 34,985 63,512 42,012 10,014 ' Staff Chairs Grant - - 20,000 - Texas Commission onthe Arts 2,760 3,000 2,800 1,500 Interlibrary Loan Program 1,929 1,900 2,899 2,899 ' SUBTOTAL $ 39,674 $ 68,412 $ 67,711 $ 14,413 PARKS&RECREATION Watters Branch Park 200,000 200,000 SUBTOTAL $ - $ - $ 200,000 $ 200,000 ' PLANNING DEPARTMENT Job Access/Reverse Commute Grant 35,833 - - - CDBG Administration 2,937 5,000 3,000 5,000 , Home Repair 388,683 507,465 507,465 270,663 Public Service Agencies 43,500 48,000 48,000 48,000 SUBTOTAL $ 470,953 $ 560,465 $ 558,465 $ 323,663 ' TOTAL EXPENDITURE $ 879,741 $ 913,037 $ 11161,999 $ 810,430 City of Allen 246 FY2018 Budget ' CITY OF ALLEN REPLACEMENT FUND ' REVENUES AND EXPENDITURES BY FUNCTION FISCAL YEAR 2017 - 2018 ' REVENUES 2015-2016 2016-2017 2016-2017 2017-2018 ' Operating Revenues ACTUAL BUDGET AMENDED BUDGE General Fund 1,767,780 2,432,031 2,432,031 2,616,310 Water&Sewer 271,725 294,875 294,875 390,981 Solid Waste 17,464 20,795 20,795 71,743 Drainage 56,863 90,561 90,561 114,519 Convention/Visitor's Bureau 2,800 2,800 6,652 TOTALOPERATING REVENUES $ 2,113,832 $ 2,841,062 $ 2,841,062 $ 3,200,205 Non-Operating Revenues Interest 75,486 69,000 87,000 91,000 Auction Revenue 146,871 80,000 189,733 151,500 Other Reimbursements 50,387 - 117,298 129,800 Operating Transfer In 220,000 220,000 400,000 TOTAL NON-OPERATING REVENUES $ 272,744 $ 369,000 $ 614,031 $ 772,300 TOTAL REVENUES $ 2,386,576 $ 3,210,062 $ 3,455,093 $ 3,972,505 EXPENSES 2015-2016 2016-2017 2016-2017 2017-2018 Capital Outlay ACTUAL BUDGET AMENDED BUDGET Replacement 2,795,527 3,313,117 3,932,901 3,012,521 Transfer Out - 201,443 201,443 - TOTAL EXPENDITURES $ 2,795,527 $ 3,514,560 $ 4,134,344 $ 3,012,521 FUND BALANCE PROJECTIONS ' PROJECTED FUND BALANCE 10/1 $ 11,010,957 $ 10,331,706 TOTAL PROJECTED REVENUES 3,455,093 3,972,505 ITOTAL PROJECTED EXPENSES (4,134,344) (3,012,521) PROJECTED FUND BALANCE 9/30 $ 10,331,706 $ 11,291,690 ' Fully Funded Balance 13,421,499 14,883,930 Percent Funded 77% 76% ' City of Allen 247 FY2018 Budget 1 i REPLACEMENT FUND ORGS 6001410-6008210 i 1 i 1 1 i No Personnel in this Department i 1 1 1 1 1 1 1 i City of Allen 248 FY2018 Budget i ' FUND DEPARTMENT REPLACEMENT FUND REPLACEMENT FUND 6001610-6008210 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 3. 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. ' Goal6. Maintain operational excellence in City government services Strategy 3. Ensure excellent fiscal management to maintain public trust • Continue to ensure that revenues are adequate to facilitate future replacements. City of Allen 249 FY2019 Budget FUND DEPARTMENT OPUS REPLACEMENT REPLACEMENT FUND 60OXXXX EXPENDITURE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET ' Non-Capital 21,530 68,248 136,468 693,154 Capital 2,773,997 3,244,869 3,796,433 2,319,367 Transfers Out - 201,443 201,443 DEPARTMENTTOTAL $ 2,795,527 $ 3,514,560 $ 4,134,344 $ 3,012,521 NON-CAPITAL EXPENDITURES 2015-2016 2016-2017 2016-2017 2017-2018 Tools/Small Equipment ACTUAL BUDGET AMENDED BUDGET Technology Items 17,630 68,248 104,540 188,761 ' Fire - - 31,928 504,393 Parks 3,901 SUBTOTAL $ 21,530 $ 68,248 $ 136,468 $ 693,154 ' CAPITALOUTLAY Technology, Replacements-All Departments 427,228 657,044 655,589 138,152 SUBTOTAL $ 427,228 $ 657,044 $ 655,589 $ 138,152 ' Vehicles&Equipment Fire 1,064,383 1,246,870 1,642,828 1,139,499 , Police 524,209 599,294 756,355 604,478 Parks 251,692 145,161 145,161 74,330 Community Development 94,347 - - 48,590 Community Services - 28,000 28,000 26,758 ' Engineering 49,983 - - - Public Works 362,154 568,500 568,500 287,560 SUBTOTAL $ 2,346,769 $ 2,587,825 $ 3,140,W $ 2,181,215 ' TOTALCAPITAL $ 2,773,997 $ 3,244,869 $ 3,796,433 $ 2,319,367 Other Financing Uses ' Transfers Out - 201,443 201,443 - SUBTOTAL $ - $ 201,443 $ 201,443 $ - TOTAL EXPENDITURE $ 2,795,527 $ 3,514,560 $ 4,134,344 $ 3,012,521 ' 1 City of Allen 250 FY2018 Budget ' FUND DEPARTMENT 0111ft REPLACEMENT REPLACEMENT FUND 6OOXXn CAPITAL EXPENDITURE UST' TECHNOLOGY ' IT Master Plan Professional Services 138,152 SUBTOTAL $ 138,152 ' EQUIPMENT Fire Equipment 1 136,400 Pu du:Works Equipment 1 89,107 SUBTOTAL $ 225,507 ' VEHICLES Fire Vehicles 3 1,003,099 ' Police Vehicles 17 604,478 Parks Vehicles 2 74,330 Community Development Vehicles 2 48,590 ' Community Services Vehicles 1 26,758 Public Works Vehicles 5 198,453 SUBTOTAL $ 1,955,708 TOTAL $ 2,319,367 '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 1 1 ' City of Allen 251 FY2018 Budget 1 1 1 1 1 1 CITY OF ALLEN 1 1 1 1 i 1 1 1 1 ' CITY OF ALLEN FACILITY MAINTENANCE FUND ' REVENUES AND EXPENDITURES BY FUNCTION FISCAL YEAR 2017 - 2018 REVENUES 2015-2016 2016-2017 2016-2017 2017-2018 Non-Operating Revenues ACTUAL BUDGET AMENDED BUDGET Interest 2,382 - 7,000 3,000 Transfer In 1,592,105 600,000 600,000 600,000 TOTAL NON-OPERATING REVENUES $ 1,594,487 $ 600,000 $ 607,000 $ 603,000 ' TOTAL REVENUES $ 1,594,487 $ 600,000 $ 607,000 $ 603,000 t EXPENSES 2015-2016 2016-2017 2016-2017 2017-2018 Maintenance ACTUAL BUDGET AMENDED BUDGET Facility Maintenance 886,065 439,200 433,200 646,923 Transfer Out` - - - 151,500 TOTAL EXPENDITURES $ 886,065 $ 439,200 $ 433,200 $ 798,423 FUND BALANCE PROJECTIONS ' PROJECTED FUND BALANCE 10/1 $ 708,400 $ 882,200 TOTAL PROJECTED REVENUES 607,000 603,000 ' TOTAL PROJECTED EXPENSES (433,200) (798,423) ' PROJECTED FUND BALANCE 9/30 $ 882,2D0 $ 686,777 'FadIny Maintenance requests approved for the Golf Course will be transferred to the Golf Course Enterprise Fund in FY2018. 1 ' City of Allen 253 FY2018 Budget FACILITY MAINTENANCE FUND ORG 6056510 ' t No Personnel in this Department t t City of Allen 254 FY2018 Budget ' tFUND DEPARTMENT ACCOUNTFACILITY MAINTENANCE FACILITY MAINTENANCE 0 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. City of Allen 255 FY2078 Budget 1 iFUND DEPARTMENT EXPENDITURE SUMMARY i FACILITIES ENGINEERING 6056510 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET i Facility Maintenance 435,392 439,200 433,200 646,923 Professional Servmes 450,674 - - - Transfer Out - - - 151,500 i DEPARTMENTTOTAL $ 886,065 $ 439,200 $ 433,200 $ 798,423 ® 20152016 2016-2017 2D16-2017 2017-2018 Mamtenance ACTUAL BUDGET AMENDED BUDGET Facility Maintenance $ 435,392 $ 439,200 $ 433,200 $ 646,923 , SUBTOTAL $ 435,392 $ 439,200 $ 433,200 $ 646,923 Professional Services Contractual Services $ 415,841 Professional Services 34,833 - SUBTOTAL $ 450,674 $ - $ Transfer Out i Tre nsfer Out - - 151,500 SUBTOTAL $ - S - $ - $ 151,500 TOTAL EXPENDITURE $ 886,065 $ 439,200 $ 433,200 $ 798,48 �•,. AN 2015-2016 2016-2017 2016-2017 2017-2018 i Poll ACTUAL BUDGET AMENDED BUDGET Bid Advertising $ 522 $ Animal Selter/Ubrary HVAC 51,202 - - - AnimalSelterKennels/Flooring 143,914 - - - CityHallPanicButtons 4,798 - - - TCWC Doors/Bailiff Glass/Panic 19,141 Mist,Cube Work 34,598 - - - LibraryEnergyManagementControls 50,320 - - - Epoxy Flooring @ Celebration 19,091 New Energy Management Controls 33,757 - - - ConsultantfofPhdseIofPDHVAC 11,329 - - - Access Control Points 24,998 - - - Fire Life Safety Relay 1,322 Signage Throughout City Hall 9,353 - - - lst Floor Lobby Renovations 8,996 - - - RecarpetTCWC,adddoubledoors 41,921 Consultant for HVAC Protects 19,268 - - - Pressure Wash Library 4,384 - - - MCPARReplace 19VAV/EMS Controls 151,568 Eaterior Parking Pole Fixtures 7,326 - - - Paint CH Interior/PD Headquarters 31,685 - - - FurnitureforBasementMeeting 32,173 - - - Mist Concrete Repairs 10,000 City of Allen 256 FY2018 Budget i li iFUND DEPARTMENT . . FACILITIES ENGINEERING 60565M 2015-2016 2016-2017 2016-2017 2012-2018 i Projects-Continued ACTUAL BUDGET AMENDED BUDGET Emergency Replacement of HVAC 26,424 Replace list Floor Library Carpet 25,841 - - - i Trace Out Generator Load 540 - - - Allen Event Center Elevator Repair 45,294 Emergency Ice Rink Repair 26,300 - - - EMSControls,MultipleLocations - 200,000 200,000 - i Carpet Replacement 20,000 20,000 Police-Records Area Furniture 12,000 12,000 Roof Replacement - 100,000 100,000 i HVAC Replacement - 45,000 45,000 - 1FRCFlooring Replacement 34,400 34,400 Unprogrammed Facility Maint. 22,800 21,800 646,923 i SUBTOTAL $ 886,065 $ 439,200 $ 433,200 $ 646,923 Transfer Out Transfer to Golf Course Fund 151,500 SUBTOTAL $ - $ - $ - $ 151,500 ail i TOTALE%PENDITURE $ 886,065 $ 439,200 $ 433,200 $ 298,423 � 1 � i i 1 1 i iCity of Allen 267 FY2018 Budget 1 1 1 1 1 1 1 1 CITY OF ALLEN 1 1 1 1 i 1 1 1 1 ' CITY OF ALLEN RISK MANAGEMENT FUND ' REVENUES AND EXPENDITURES BY FUNCTION FISCAL YEAR 2017 - 2018 REVENUES Operating Revenues 2015-2016 2016-2017 2016-2017 2017-2018 Charges for Self Insurance: ACTUAL BUDGET AMENDED BUDGET ' Employee" 1,880,627 2,081,741 2,081,741 2,351,570 Employer- 7,710,797 8,111,137 8,111,137 9,406,280 COBRA&Retiree Reimbursements 146,798 174,500 180,000 172,000 Worker's Compensation Charges 423,084 532,539 538,201 579,223 ' Post Employment Funding - 187,450 187,450 217,450 Other Insurance Charges 611,078 611,078 651,171 752,679 Other Reimbursements" 242 163,000 165,500 163,000 ' TOTAL OPERATING REVENUES $ 10,772,625 $ 11,861,445 $ 11,915,200 $ 13,642,202 Non-Operating Revenues Interest 37,500 34,800 42,000 45,000 ' Operating Transfer In 445,375 482,462 482,462 506,574 TOTAL NON-OPERATING REVENUES $ 482,875 $ 517,262 $ 524,462 $ 551,574 TOTALREVENUES $ 11,255,500 $ 12,378,707 $ 12,439,662 $ 14,193,776 ' EXPENSES 2015-2016 2016-2017 2016-2017 2017-2018 General Government ACTUAL BUDGET AMENDED BUDGET ' Administration 387,840 484,991 477,220 521,904 Health and Dental 9,782,903 8,898,387 9,994,530 10,977,369 Worker's Compensation 422,499 521,190 538,201 505,000 ' Post Employment 463,875 590,000 590,000 587,450 Other Insurance 632,043 796,319 814,757 898,972 TOTAL GENERAL GOVERNMENT $ 11,689,159 $ 11,290,887 $ 12,414,708 $ 13,490,695 ' TOTAL EXPENDITURES $ 11,689,159 $ 11,290,887 $ 12,414,708 $ 13,490,695 FUND BALANCE PROJECTIONS ' PROJECTED FUND BALANCE 10/1 $ 4,922,213 $ 5,954,962 $ 4,488,554 $ 4,513,508 TOTAL PROJECTED REVENUES 11,255,500 12,378,707 12,439,662 14,193,776 TOTAL PROJECTED EXPENSES (11,689,159) (11,290,887) (12,414,708) (13,490,695) PROJECTED FUND BALANCE 9/30 $ 4,488,554 $ 7,042,782 $ 4,513,508 $ 5,216,589 ' FUND BALANCE: Health and Dental $ 3,069,031 $ 5,692,846 $ 3,092,070 $ 3,704,222 Worker's Compensation 437,359 532,292 437,359 511,582 ' Other Insurance 982,165 817,644 984,079 1,000,785 TOTAL FUND BALANCE: $ 4,488,554 $ 7,042,782 $ 4,513,508 $ 5,216,589 City-wide Subrogation 128,880 172,271 100,000 •FY18 Budget assumes full employment,vacant&new positions are budgeted at Plan B-Employee plus Family. '•Subrogation andiIIIIIIIIIIIIIIIIIIIIIIIiare partially recognized in this fund starting in FY2017. ' City of Allen 259 FY2018 Budget RISK MANAGEMENT ORG 6101810 1 Human Resources ' Director Senor HR Analyst Risk Mareger ■ BenefAs 1 ■■ 1 HRAnalyst Senior Risk Analyst ' Benefits � i 1 1 City of Allen 260 FY2018 Budget fFUND DEPARTMENT RISK MANAGEMENT RISK MANAGEMENT 6101910-6101818 ' The purpose of the Risk Management Fund is to effectively manage the citys 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. Accomplishments I_ ' Goa.2. Cultivate regional alliances and Partnerships with agen�es 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 NN government services Strategy2. 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 3. Ensure excellent fiscal management to maintain public trust o Implemented new subrogation program to reduce repair cost for damaged property. Performed 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 PPACA required changes including but not limited to 30-hour tracking,PCORI Fees,TRF Fees and ensured essential health benefits. ' Objectives for FY 2018: Goal 6. Maintain operational excellence in city government services Strategy 2. 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. Implement new claims software. Create an atmosphere of"safety awareness"via training and education. • Provide educational opportunities to employees to maximize benefits while reducing costs. Strategy 3. Ensure excellent fiscal management to maintain public trust Continue to develop new Risk Management programs ensuring the safety of all employees and citizens. • Provide supervisor training for Risk Management program. • Enhance the Wellness Program to increase participation and manage claims cost. Focus on reduction in tobacco usage. Refocus preventive screenings. ' : Increase participation in the Employee Wellness Program through marketing and education. Continue to monitor and implement PPACA required benefit changes. City of Allen 281 FY2018 Budget FUND DEPARTMENT ORG RISK MGMT RISK MANAGEMENT 610181X EXPENDITURE ' 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET , Personnel Services 314,412 353,666 352,895 387,139 Operations 11,255,100 10,388,815 11,506,407 12,510,065 Supplies 1,854 1,500 1,500 2,365 Maintenance 415 500 500 2,800 ' Professional Services 117,379 546,406 553,406 554,826 Capital 33,500 DEPARTMENTTOTAL $ 11,689,159 $ 11,290,887 $ 12,414,708 $ 13,490,695 ' -h, 2015-2016 2016-2017 2016-2017 2017-2018 F LU LTIME ACTUAL BUDGET AMENDED BUDGET Risk Manager 1 1 1 1 Senior Human Resources Analyst 1 1 1 1 Senior Risk Analyst 1 1 1 1 Human Resources Analyst 0 1 1 1 Benefits Specialist 1 0 0 0 TOTAL FULL TIME 4 4 4 4 ' TOTAL FULL-TIME-EQUIVALENT 4 4 4 4 .-r-$.._ a 1 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET , Salaries 229,273 258,056 259,431 260,755 Longevity 352 572 572 412 Overtime 41 - - - , FICA 16,808 18,957 18,957 18,550 TMRS 32,470 36,700 36,700 36,866 Worker's Compensation 326 494 494 495 Health Insurance 32,414 33,777 33,777 64,950 , Health Savings Account - 2,146 - 1,129 Dental Insurance 2,190 2,282 2,282 3,376 Long-Term Disability 302 391 391 335 ' Life Insurance 181 229 229 209 Flexible Spending 57 62 62 62 SUBTOTAL $ 314,412 $ 353,666 $ 352,895 $ 387,139 OPERATIONS ' Fuel 1,117 2,000 2,000 2,500 Software Maintenance - - - 600 Tramng/Travel/Mileage 2,432 8,345 8,095 10,845 Dues&Subscriptions 6% 3,884 4,134 3,959 Outside Printing 3,509 3,750 3,750 3,750 Insurance 2,069,246 2,004,031 2,050,361 2,238,697 Events/Activity 39,177 47,723 40,723 40,823 ' City of Allen 262 FY2018 Budget ' FUND ' RISK IVIGIVIT RISK MANAGEMENT 6101)8* ' EXPENDITURE . CONTINUED 2015-2016 2016-2017 2016-2017 2017-2018 OPERATIONS-CONTINUED ACTUAL BUDGET AMENDED BUDGET Workers Comp Premium 229,835 296,190 260,000 280,000 Health&Dental Claims 8,709,872 7,747,892 8,809,143 9,653,891 Workers Comp Claims 192,664 225,000 278,201 225,000 ' Release of Claims Expense 6,558 50,000 50,000 50,000 SUBTOTAL $ 11,255,100 $ 10,388,815 $ 11,506,407 $ 12,510,065 SUPPLIES ' General Supplies 1,854 1,500 1,500 2,365 SUBTOTAL $ 1,854 $ 1,500 $ 1,500 $ 2,365 MAINTENANCE Vehicle Maintenance 415 500 500 2,800 SUBTOTAL $ 415 $ Soo $ SOD $ 2,800 PROFESSIONAL SERVICES CaMractual Services 456 143,000 143,000 143,000 ' Professional Services 59,692 102,700 102,700 72,700 Immunization/Physical Expense 56,085 79,560 86,560 120,530 Post-Emplaymen[Funding Expense 1,146 221,146 221,146 218,596 SUBTOTAL-$- 117,379 $ 546,406 $ 553,406 $ 554,826 CAPITAL Vehicles 33,500 SUBTOTAL-$- - $ - $ - $ 33,500 ' TOTAL EXPENDITURE $ 11,689,159 $ 11,290,887 $ 12,414,708 $ 13,490,695 t2015-2016 2016-2017 2016-2017 2017-2018 CAPITAL ACTUAL BUDGET AMENDED BUDGET Ford Explorer with Light Package - - - 33,500 SUBTOTAL $ $ $ $ 33,500 *The items listed are non-recurring capital expenses based on increased service to the community. City of Allen 263 FY2018 Budget FUND DEPARTMENT ACCOUNT RISK FUND RISK MANAGEMENT 6101810- 10 818 PERFORMANCE MEASURES Casualty Program Costs The total program cost (premiums paid and reserved losses)shown in the graphs below depict the cost ■ associated with the Property and Casualty program for the City of Allen. Lines of coverage shown include I Workers Compensation claims,General Liability claims and Automobile claims. Paid and reserved workers compensation claims have shown a desirable decrease for FY2017,as depicted ' in the chart below: Workers Compensation Program Costs ' $600,000 _- $500,000 —.— $400,000 $300,000 -- � r $200,000 $100,000 $0 ALE I 2014 2015 2016 2017 t The chart below depicts the General Liability Claims for the past four years. General Liability Program Cost $120,000 - --- $80,000 1 $40,000 ? r ' $O 2014 2015 2016 2017 City of Allen 266 FY2018 Budget FUND DEPARTMENT ACCOUNT : RISK FUND RISK MANAGEMENT 6101810-6101818 ITotal incurred Automobile Liability and Automobile Physical Damage claims since 2014 are shown below: I Automobile Liability and Physical Damage Claim Costs $250,000 ---------------- ' $200,000 — ' $150,000 $100,000 $50,000 $o 2014 2015 2016 2017 Harrassment 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 theyturn into formal grievances. ' City of Allen 265 FY2018 Budget 1 1 1 1 1 1 1 1 CITY OF ALLEN 1 1 1 1 1 1 1 1 1 ' CITY OF ALLEN ECONOMIC DEVELOPMENT CORPORATION FUND REVENUE AND EXPENSE SUMMARY FISCAL YEAR 2017-2018 ' REVENUES 2015-2016 2016-2017 2016-2017 2017-2018 Operating Revenues ACTUAL BUDGET AMENDED BUDGET Sales Tax 9,438,024 9,586,361 9,744,105 10,032,336 TOTALOPERATING REVENUES $ 9,438,024 $ 9,586,361 $ 9,744,105 $ 10,032,336 Nan-Operating Revenues ' Interest 139,969 90,960 156,000 168,000 Other Reimbursements 23 260,000 Sale of Properties 25,000 - 2,607,872 - Other Financing Sources* 19,339,763 TOTAL NON47PERATING REVENUES $ 164,992 $ 90,960 $ 22,363,635 $ 168" TOTAL REVENUES $ 9,603,016 $ 9,677,321 $ 32,107,740 $ 10,200,336 EXPENSES 2015-2016 2016-2017 2016-2017 2017-2018 General Government ACTUAL BUDGET AMENDED BUDGET Operations 1,408,811 1,636,423 1,617,977 2,116,642 Economic Grant Incentives 1,532,360 11,660,203 9,885,651 11,555,611 ' Capital 30,000 - 10,530,105 - TOTALGENERALGOVERNMENT 7 2,971,171 $ 13,296,626 $ 22,033,733 $ 13,672,253 IDebt Service- 2,277,038 2,274,229 20,348,640 3,683,513 TOTAL EXPENSES $ 5,248,209 $ 15,570,855 $ 42,382,373 $ 17,355,766 ' FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 $ 21,840,305 $ 11,565,672 TOTAL PROJECTED REVENUES 32,107,740 10,200,336 ' TOTAL PROJECTED EXPENSES (42,382,373) (37,355,766) PROJECTED FUND BALANCE 9/30 $ 11,565,672 $ 4,410,242 *Represents the Series 2016 Bond Sale,Refunding and Defeasance. ' City of Allen 267 FY2018 Budget 1 i ECONOMIC DEVELOPMENT ORG i 8010100 1 Allen Gty Counal 1 AEDC BoaN of i Drtedars 1 Director EDC�.m i Manager 1 Assistant Director i 1 EDC Analyst ' 1 Receplonnt i 1 EDC Business i Re enkon& ansion Mane i EOC Marketing Manager i 1 i i City of Allen 298 FV2018 Budget i DEPARTMENT 0-KONOMIC DEVELOPMENT g ' s :111 i1 : 1/: 1 • • ' 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 I 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. Accomplishments in FY r ' 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'dent tv Strategy 3. Continue to target prospects to achieve City goals for company recruitment and business retention Broke ground on the$91 million Convention Center at Watters Creek and Delta Hotels by Marriott with 90,000-SF of convention space,planned to open in 032018. Broke ground on a 5-story, 125,000-SF office building called One Bethany that will be Allen's first luxury Class A office building with a capital investment of$34 million and parking for 550 employees. • Recruited relocation of the regional office of NetScout, a network and security company that will bring over 500 employees and cause the construction of a 145,000-SF office facility with an investment of$55 million • Recruited a 1,000,000-SF data center campus that will bring an estimated$1 billion investment to the city. • Secured the second phase of the Compass Datacenters development, increasing the project's estimated capital investment to$400 million. • Incentivized the completion of Phase I of the Tech Center at Greenville and commenced Phase II of the same project. Acquired 17-acres near Stacy/121 as a location for a mixed-use office park to stimulate growth on SH 121. Served as a liaison for opposition to a proposed transmission line near SH 121 in Allen. • Formed a development partnership with Hines and assisted in the creation of a concept plan for a 135-acre tract on SH121for corporate campuses and an urban mixed-use center called The Strand. ' Goa17. Provide economic Investment that increases employment opportunity,theta.base and Provides desired goods and services for residents and contributes to the community character and identity ' Strategy 3.Continue to target prospects to achieve City goals for company recruitment and business retention • Work with landowners and developers to attract large corporate users and mixed-use developments along SH 121. • Partner with developers to fill existing office buildings and stimulate new,speculative office development for: • Watters Creek Office Park(One Bethany under construction). , • AIIenPlace Office Center(Phase II being planned). Howard Hughes,Stacy/121 and Hines Developments(SH 121). • Proceed with the marketing 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. • Target corporate campus relocation opportunities for the Allen SH 121 corridor. • Recruit data center tenants to fill space in the two major data center co-location/cloud campuses in order to stimulate construction of future phases of data center construction. • Develop and implement comprehensive digital marketing and business development campaigns targeting site selectors,commercial real estate community and corporate decision makers. • Attract high-growth small businesses by developing a facility for a small 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. Monitor Allen's retail sector and provide site selection assistance to tenants. Assist in attracting economic growth in the Allen Central Business District. ICity of Allen 269 FY2018 Budget FUND DEPARTMENT ' EDC ECONOMIC DEVELOPMENT 9010100 EXPENSE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET , Personnel Services 614,477 675,010 687,496 818,625 Operations 2,081,944 12,302,541 10,524,707 12,233,345 Supplies 15,950 28,000 23,700 11,000 ' Professional Services 227,126 287,990 263,640 606,198 Miscellaneous 1,675 3,085 4,085 3,085 Capital 30,000 - 10,530,105 - DEPARTMENTTOTAL $ 2,971,171 $ 13,296,626 $ 22,033,733 $ 13,672,253 ' 2015-2016 + 2016-2017 2016-2017 2017-2018 ' F LU LTIME ACTUAL BUDGET AMENDED BUDGET Director 1 1 1 1 Assistant Director 1 1 1 1 EDC Marketing Manager 1 1 1 1 Business Retention&Exp.Manager 1 1 1 1 Economic Development Analyst 1 1 1 1 , EDC Office Manager 1 1 1 1 Receptionist 0 0 1 1 TOTAL FULL TIME 6 6 7 7 ' PARTTIME Intern 1 1 0 0 TOTALPART-TIME 1 1 0 0 TOTAL FU LL-TIME-EQUIVALENT 7 7 7 7 2015-2016 2016-2017 2016-2017 2017-2018 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET , Salaries 439,893 483,621 498,371 587,033 Longevity 1,172 1,480 1,400 1,640 Overtime 4,073 10,000 10,000 10,000 FICA 32,202 35,554 34,789 38,668 TMRS 63,946 68,736 67,317 73,955 Worker's Compensation 651 936 936 1,049 Health Insurance 59,374 61,087 61,087 89,268 Health Savings 1,115 1,141 1,141 3,258 Dental Insurance 4,821 5,024 5,024 6,271 Long-term Disability 577 676 676 658 ' Life Insurance 526 631 631 597 Flexible Spending 128 124 124 228 Car Allowance 6,000 6,000 6,000 6,000 SUBTOTAL $ 614,477 $ 675,010 $ 687,496 $ 818,625 ' City of Allen 270 FY2018 Budget ' !FUND DEPARTMENT ECONOMICEDC :tII . ' EXPENSE DETAIL CONTINUED 2015-2016 2016-2017 2016-2017 2017-2018 OPERATIONS ACTUAL BUDGET AMENDED BUDGET Telephone 14,174 16,500 15,200 8,700 Training&Travel 11,567 28,000 20,000 25,000 Dues&Subscriptions 80,194 80,000 76,656 65,034 Postage&Freight 2,492 4,000 3,500 3,500 Rentals&Leasing 96,641 101,000 101,000 125,000 Meetings&Receptions 34,855 86,500 66,500 35,000 I Insurance 5,500 2,838 5,500 5,500 Economic Incentive Grants 1,532,360 11,660,203 9,885,651 11,555,611 Marketing Expenses 303,645 305,000 300,700 345,1700 Marketing Travel 516 18,500 15,000 20,000 Business Retention&Expansion 35,000 45,000 SUBTOTAL $ 2,081,944 $ 12,302,541 $ 10,524,707 $ 12,233,345 ' SUPPLIES General Supplies 15,950 28,000 23,700 11,000 SUBTOTAL $ 15,950 $ 28,000 $ 23,700 $ 11,000 PROFESSIONAL SERVICES Contractual Services 18,412 51,307 19,607 24,807 Professional Services 208,714 236,683 244,033 581,391 SUBTOTAL $ 227,126 $ 287,990 $ 263,640 $ 606,198 ' MISCELLANEOUS Donation Expense 1,090 2,500 3,500 2,500 Post-Employment Funding Expense 585 585 585 585 SUBTOTAL $ 1,675 $ 3,085 $ 4,085 $ 3,085 ' CAPITAL Land 30,000 10,530,105 SUBTOTAL $ 30,000 $ - $ 10,530,105 $ - ITOTAL EXPENSES $ 2,971,171 $ 13,296,626 $ 22,033,733 $ 13,6]2,253 2015-2016 2016-2017 2016-2017 LAND ACTUAL BUDGET AMENDED BUDGET ' Betty Williams Land Purchase $ 30,000 - 6,025,350 Additional Land Purchase 4,504,755 SUBTOTAL $ 30,000 $ $ 10,530,105 ' *The items listed are non-recurring capital expenses based on increased service to the community. City of Allen 271 FY2018 Budget FUND DEPARTMENT/DIVISION ORG EDC DEBT SERVICE EDC 8010210 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET ' Professional Services 310 - 1,080 - Debt Semce 2,276,728 2,274,229 20,347,560 3,683,513 DEPARTMENT TOTAL $ 2,277,038 $ 2,274,229 $ 20,348,640 $ 3,683,513 2015-2016 2016-2017 2016-2017 2017-2018 PROFESSIONAL SERVICES ACTUAL BUDGET AMENDED BUDGET Contractual Services 310 1,080 SUBTOTAL $ 310 $ - $ 11080 DEBT SERVICE Principal 900,000 930,000 5,619,068 2,420,000 Interest Expense 694,625 662,126 393,204 581,410 Miscellaneous Debt Expense 2,250 2,250 311,065 2,250 Lebow Trust-Wan Expense 591,853 603,690 603,690 603,690 Lebow Trust-Interest Expense 88,000 76,163 76,163 76,163 Payment to Escrow Agent - - 13,344,370 - ' SUBTOTAL $. 2,276,726 $ 2,274,229 $ 20,347,560 $ 3,683,513 DEBT a FISCALYEAR PRINCIPAL INTEREST TOTALANNUAL 2017-2018 2,420,000 581,410 3,001,410 ' 2018-2019 2,475,000 529,195 3,004,195 2019-2020 2,530,000 470,295 3,000,295 2020-2021 1,005,000 395,700 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 $15,540,000 $3,271,350 $ 18,811,350 DEBT SERVICE REQUIREMENT Sualamuce Required Required Total Buond Date of Amount Interest Maturity as of Principal Interest I . I Series Issue Issued fluxte, 18 SALES TAX REVENUE e0N05: • 10/1/2017 , ' r , 2017A 12/13/16 11,810,000 2-5% 09/01/25 30.930,000 9101000 489,800 1,399,800 20178 12/13/16 6,140,000 125-23% 09/01/23 4,610,000 11530,000 91,610 1,601,610 TOTAL Sa7,950.000 $15.540,000 5 2A10.000 $ 581A10 6 3.001.410 CRy of Allen 272 FY2018 Budget ' 1 1FUND EDC ECONOMICDEVELOPMENT :r 1PERFORMANCE mmsuns Prosect Results—FY 2016 1 Within the last fiscal year,the Allen Economic Development Corporation(AEDC)completed 19 projects. These projects brought to the city: 1 : 2,125 jobs,increasing to 3,550 jobs once the projects reach full occupancy $421 million in new investment • 1,050,000 square feet of new commercial space 1 • Leases totaling over 100,000 SF to existing space Impact Report 1 The AEDC completed its biennial impact report with Insight Research Corporation to gauge the fiscal impacts of its projects. 1 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 15,164jobs in the city,or 48%of the city's current employment base. 1 • 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. 1 Property Tax Base Created by AEDC Projects 1 $12 $10 1 $a - - -- - - .0 $6 - 1 m $2 - i $D _ 2010 2011 2012 2013 2014 2015 ■AEDC-Related Tax Base ■Tax Base 1 1 1 1 1 City of Allen 273 FY201B Budget 1 1 1 1 1 1 1 1 CITY OF ALLEN 1 1 1 1 1 1 1 1 1 ' CITY OF ALLEN COMMUNITY DEVELOPMENT CORPORATION FUND ' REVENUE AND EXPENSE SUMMARY FISCAL YEAR 2017 -2018 ' 2015-2016 2016-2017 2016-2017 2017-2018 ACTUAL ORIGINAL AMENDED BUDGET Restricted for Capital Projects 7,819,170 2,656,369 6,299,170 3,450,961 Restricted for CIP New Projects - 1,520,000 1,520,000 900,000 Restricted for Debt Service Reserve 855,542 Restricted for Hotel/Convention - 3,100,000 3,100,000 - ' Unrestricted Fund Balance 4,193,579 182,602 353,944 2,845,333 BEGINNING FUND BALANCE 12,012,749 8,314,513 11,273,115 7,196,295 REVENUES: ' Sales Tax 9,438,024 9,586,361 9,744,105 10,032,336 Interest On Investments 79,512 51,600 87,000 95,000 Reimbursements" 193,161 - - Refunding Bond Proceeds 31,235,000 TOTAL REVENUES 40,945,695 9,637,961 9,831,105 10,127,336 TOTAL AVAILABLE 52,958,444 17,952A74 21,104,220 17,323,631 ' 2015-2016 2016-2017 2016-2017 2017-2018 EXPENSES: ACTUALRIO GINAL AMENDED BUDGET Operations: Operations— 290,153 3,447,785 5,465,912 453,793 Maintenance 193,849 930,744 930,744 864,875 Professional Services 396,885 420,591 420,591 923,152 Capital 6,410 458,900 308,900 847,225 TOTAL OPERATIONS 887,297 5,258,020 7,126,147 3,089,045 ' TOTAL DEBT SERVICE 35,066,607 2,954,046 2,413,569 2A14,481 Non-Operations: Capital Projects 5,731,426 5,118,850 4,368,209 3,865,962 t TOTALCIP 5,731,426 5,118,850 4,368,209 3,865,962 TOTALEXPENSES 41,685,329 13,330,916 13,907,925 9,369,488 ' ENDING FUND BALANCE: Restricted for Capital Projects 6,299,170 528,000 3,450,961 485,000 Restricted for Debt Service Reserve - 855,542 - - Restricted for Hotel/Convention 3,100,000 - ' Unrestricted Fund Balance 1,873,944 3,238,016 3,745,333 7,469,142 ENDING FUND BALANCE 11,273,115 4,621,558 7,196,295 7,954,143 ' 'Amount returned from Grant Fund for IARC contribution •'Amended FY2017 Budget includes the economic grant expense for the Hotel/Convention Center. City of Allen 275 FY2018 Budget COMMUNITY DEVELOPMENT CORPORATION ORGS 8040100-8056510 ' 1 t No Personnel in this Department ' 1 City of Allen 276 FY2018 Budget ' ' 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 Cl.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. Accomplishments in FY 1 Goal 4. Signify,enhance and communicate Allen's identity to the region and the nation Strategy Z. 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 o Spirit Park and Artificial Turf Enhancement o Park and Trail @ the Allen Senior o Allen USA Celebration Recreation Center o Demand Response—Paratransit o "Share the Road"Program Transportation o Ford Pool Re-Development o Windridge Neighborhood Park o Hotel and Conference Center o Recreation LED Signs o Allen Outlet Mall Expansion Objectives for FY 2018: Goal 4. Signify,enhance and communicate Allen's identity to the region and the nation ' Strategy 2.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 Allen Station Park-Baseball Scoreboard o Third party staffing for Park Upgrade Development ' o Bethany Lakes Park—Survey and o Allen USA Celebration Drainage Study o Irrigation Central Control Upgrade o Bethany Ridge Park—Pedestrian Bridge o Trail Construction and Repair Decking Replacement o Special Services Equipment ' o Spirit Park Vehicles,Special Equipment, o Demand Response—Paratransit Tools and Supplies Transportation o Allen Event Center—Chiller Condenser o Various Parking Lot Refurbishment and ' o Allen Event Center—Lighting Control New Pavement System o The Courses at Watters Creek—Pond o Allen Event Center—Daktromcs Fountains ' Electronic Marquee o The Courses of Watters Creek— o Trail Marker Program Perimeter Fencing o "Share the Road" Program c The Courses of Watters Creek—Bridge ' Assessment ' CIH of Allen 277 FY201B Budget CDC COMMUNITY DEVELOPMENT CORPORATION 80XXXXX 4 EXPENSE SUMMARY 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL ORIGINAL AMENDED BUDGET ' Operations 290,153 3,447,785 5,465,912 453,793 Maintenance 193,849 930,744 930,744 864,875 Professional Services 396,885 420,591 420,591 923,152 ' Capital 6,410 458,900 308,900 847,225 Construction in Progress 5,731,426 5,118,850 4,368,209 3,865,962 DEPARTMENTTOTAL $ 6,618,722 $ 10,376,870 $ 11,494,356 $ 6,955,007 1 2015-2016 2016-2017 2016-2017 2017-2018 ' OPERATIONS ACTUAL ORIGINAL AMENDED BUDGET Advertising - 4,120 4,120 4,120 Meetings&Receptions - 3,090 3,090 3,090 ' Economic Grant Expense 290,153 3,440,575 5,458,702 446,583 SUBTOTAL $ 290,153 $ 3,447,785 $ 5,465,912 $ 453,793 MAINTENANCE Facility Maintenance $ 193,849 $ 930,744 $ 930,744 $ 864,875 ' SUBTOTAL $ 193,849 $ 930,744 $ 930,744 $ 864,875 PROFESSIONAL SERVICES Contractual Services 9,027 8,407 8,407 170,907 ' Professional Services 387,858 412,184 412,184 752,245 SUBTOTAL $ 396,885 $ 420,591 $ 420,591 $ 923,152 CAPITAL Machinery&Equipment 6,410 458,900 308,900 847,225 ' SUBTOTAL $ 6,410 $ 458,900 $ 308,900 $ 847,225 NON-OPERATING EXPENSES Construction in Progress 5,731,426 5,118,850 4,368,209 3,865,962 ' SUBTOTAL $ 5,731,426 $ 5,118,850 $ 4,368,209 $ 3,865,962 TOTAL EXPENSES $ 6,618,722 $ 10,376,870 $ 11,494,356 $ 6,955,007 ' ,: EXPENSEDETAIL 2015-2016 2016-2017 2016-2017 2017-2018 ' ECONOMIC GRANT EXPENSE ACTUAL ORIGINAL AMENDED E WET Watters Creek $ 190,153 $ 190,575 $ 192,035 $ 196,583 Hotel and Convention Center - 3,100,000 5,100,000 - ' TAPS On Demand 12,500 - - - NCTCOGOnDemandRideService 37,500 150,000 150,000 150,000 DART Transportation Services 50,000 - - - Compass Data Center Rebate - - 16,667 100,000 ' SUBTOTAL $ 290,153 $ 3,440,575 $ 5,458,702 $ 446,583 City of Allen 278 FY2018 Budget ' 'CDC -COMMUNITY-DEVELOPMENT CORPORATION iFUND0 t OPERATING EXPENSE DETAIL-CONTINUED 2015-2016 2016-2017 2016-2017 2017-2018 MAINTENANCE ACTUAL RO IGINAL AMENDED BUDGET jFRC Renovations lF(16 approval) $ $ 74,600 $ 74,600 $ Bolin Field Upgrade - 16,000 16,000 - ' Ford Park Field Lighting _ 22,000 22,000 Production Upgrade 337,144 337,144 Dayspring Park Decking - 13,000 13,000 - Trail Enhancement 70,175 150,000 150,000 200,000 ' AEC South Garage Storage - 130,000 130,000 - DRN Leisure Pool Renovation 188,000 188,000 AEC Chiller Repair - - - 220,000 Pedestrian Bridge Decking-Bethany Ridge - - - 7,000 TCWC Perimeter Fencing 14,375 Parking Lot Rehabilitation - - - 350,000 Irrigatuon Central Control Upgrade - - - 23,500 Tree Farm 5,357 AEC Brine Replacement 43,951 'Share the Road'Bicyclist Signs 35,520 - - 50,000 Park Pier Deck Replacement 18,811 - - - Celebration Park Sprayground 20,036 SUBTOTAL $ 193,849 $ 930,744 $ 930,744 $ 864,875 PROFESSIONAL SERVICES Audit Fees $ 9,027 $ 8,407 $ 8,407 $ 8,407 Third Party Staffing - - - 162,500 Legal Fees - 515 515 515 Project Administration Fees 104,295 124,606 124,606 127,098 Project Staff Support 125,196 126,617 126,617 128,394 Park Planner 68,367 70,446 70,446 83,238 Celebration USA 90,000 90,000 90,000 100,000 Bethany Lakes Park Survey&Drainage Stud 47,000 TCWC Bridge Assessment 266,000 SUBTOTAL $ 396,885 $ 420,591 $ 420,591 $ 923,152 ' 2015-2016 2016-2017 2016-2017 2017-2018 MACHINERY&EQUIPMENT ACTUAL ORIGINAL AMENDED BUDGET Special Services Equipment $ - $ 203,500 $ 203,500 $ 181,488 ' ASP Scoreboard Upgrade - 105,400 105,400 133,500 Locomotive for Train Depot 150,000 Spirit Park Equipment and Supplies - - - 142,020 Trailer for Urban Forestry 6,410 - - - TCWC-Pond Fountains 84,017 AEC-Ughting Control System 171,200 AEC-Daktromcs 135,000 SUBTOTAL $ 6,410 $ 456,900 $ 308,900 $ 847,225 City of Allen 279 FY2018 Budget FUND DEPARTMENT ORG :CDC COMMUNITY DEVELOPMENT CORPORATION 8OXXXXX CONSTRUCTION IN PROGRESS EXPENSE DETAIL 2015-2016 2016-2017 2016-2017 2017-2018 CONSTRUCTION IN PROGRESS ACTUAL ORIGINAL AMENDEDUB DGET Trail Development&Enhancement $ 795,163 $ 1,002,000 $ 2,067,832 $ 991,255 Trail Marker Program - - - 100,000 Molsen Farm Phase II - 95,642 Park Security Camera System 33,689 - - - Watters Station Security Cameras - 54,208 41,610 - Allen Heritage Village 1,244,497 - 3,203 - FordPoolDesign&Construction 3,055,196 - 591,271 Orchards Neighborhood Park 323,751 - - - ASPFieldNRenovations 5,400 - - - Cardio Fitness Equipment 1,553 AEC Chiller 162,676 - - - TCWCCapitalEqulpment 24,784 - - - Cottonwood Creek Stabilization 84,715 - - - Green Park Playground Replacement - 200,000 200,000 - CityofAllenEntryMonument - 27,000 27,000 243,000 Windridge Neighborhood Park - 255,000 215,000 65,000 Recreation LED Signs - - 122,293 81,707 Bridge/Trail Park ASRC - 185,000 - 185,000 Watters Branch Community Park/Turf - 3,150,000 1,100,000 2,200,000 Heritage Village Pavilion - 150,000 - ' SUBTOTAL $ 5,731,426 $ 51 $ 4,368,209 $ 3,865,962 City of Allen 280 FV2018 Budget a 2015-2016 2016-2017 2016-2017 2017-2018 CLASSIFICATION ACTUAL ORIGINAL AMENDED BUDGET Debt Service 35,066,607 2,954,046 2,413,569 2,414,481 DEPARTMENTTOTAL $ 35,066,607 $ 2,954,046 $ 2,413,569 $ 2,414,481 EXPENSE DETAIL 2015-2016 2016-2017 2016-2017 2017-2018 DEBTSERVICE ACTUALRO IGINAL AMENDED BUDGET Contractual Services 1,080 2,400 2,40D 2,400 Principal 1,190,000 1,245,000 1,715,000 1,715,000 ' Interest Expense 1,760,455 1,705,146 694,669 695,581 Miscellaneous Debt Expense 351,439 1,500 1,500 1,500 Payment to Escrow Agent 31,763,633 SUBTOTAL T 35,(66,607 $ 2,954,046 $ 2,413,569 $ 2,414,481 DEBT ' FISCAL YEAR PRINCIPAL INTEREST TOTAL ANNUAL 2017-2018 1,715,000 695,581 2,410,581 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 1,615,000 595,735 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 29,520,000 6,648,662 36,168,662 DEBT 4 Balance Required Required Total Bond Onto of Amount Interest Maturity as of Principal Interest Required Series Issue Iss.-ed- Rae Date 1011/2017 2017�2018 2017�2018 2017-2018_ SALES TAX REVENUE BONDS: ' 2016 08/16/16 31,235,000 0.75%-3.173% 09/01/32 29,520,000 1,715,000 695,581 2,410,581 TOTAL $31,235,000 $29,520,000 $1,715,000 $ 695,581 $2,410,581 ' City of Allen 281 FY2018 Budget 1 1 1 1 1 1 1 CITY OF ALLEN � 1 1 1 1 1 1 1 1 ' City of Allen, Texas All lr_ CapitalImprovements ' MY OF ALLEN FY 2018-2022 McKinney �• Fairview s • • E< Lucas Plano Parker Public Works Governmenk Parks Utilities 1 ' City of Allen 283 FY2018 Budget CITY OF ALLEN , CAPITAL PROJECTS 2017-2018 FISCAL YEAR The City's five-year Capital Improvement Program represents the Capital Budget for 2018 and is a , financial plan for infrastructure and other improvements through 2022. 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 $42.6 million is allocated to spend on capital projects in FY2018. 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. Highlights General Government Public Safety. The repair and expansion of the existing Central Fire Station is scheduled for FY2018 with project , costs estimated at $5.65 million. In addition, $2.3 million has been allocated for the funding of a Public Safety Firearms Training Center. Lastly, $876 thousand for various facility upgrades is scheduled to be spent in FY2018. ' Public Art. $596 thousand is anticipated for construction of public art projects. (1) PW icM ' M .+v 121 mien Pudic rmrary Ervarsan (3) Fanlm UNM, 1t (4) Fire SWIM*aM EQUIp l (5) C M Fire Slats FSWnsm am R aaw � (6) Firearms Tramin center(CGCG) .` 1 (r) rnn,croai Service c Wr�naez City of Allen 284 FY2018 Budget ' ' CITY OF ALLEN CAPITAL PROJECTS 2017-2018 FISCAL YEAR Parks and Recreation Funding of$12.054 million is provided in FY2018 for various parks projects. The majority is allocated ' for community parks and park facilities. Projects include, but aren't limited to, the 55 acre Watters Branch Community Park at $8.245 million. There is also $600 thousand for the development of the Rowlett Creek Community Park. Parks and Recreation is planning land acquisition of$585 thousand ' for future development. Neighborhood park development at Windridge and Reed parks, amongst others, for $214 thousand is planned for FY2018. Funding for parks facilities, such as the Environmental Discovery Center, Heritage Village, Molsen Farm and the Senior Center, is planned for $1.26 million. Lastly, trail developments and enhancements in the amount of $1.15 million is ' scheduled. Community Perks p) La,q AcgWsitoo ' 121 Rmkien Creek Community Park Recreation 8 r AMleb.Center (3) Wavers Branch Cemommay Park.PinceI kkudh mnikm Park llevsloemen[ 101 NeighWTooCDeveents (6) Rem Park IQkeg rtienis 1 16) WlMrkige AkgnBanooO PaM1 • 1 �/ %t t Park'-dumas 7 Environmental Dlswv Cemer t (8) 8Mge 6 Tom/ParkmNon senor Re[Center j (9) CDC Capital Rolect�2015 (10) e Her11a9e VAtage Pa0,lion I x (11) MikFarm Spec4l Use Park r .f•- t (12) Wale,sump Sectalty Cameros �+ 1 r Torus and Grasnbns ' 1131 Share the Road Bike Route Mak o,, - ns) hail Numer Rogan Pbio (15) hail Devekpment (16) Watters Branch Gap Tomi es+n Public Works Streets Approximately $14.456 million in FY2018 is allocated for street projects; and is primarily being spent on the following: Alma Drive improvements from Hedgcoxe to SH121 for $3.215 million, Median Landscaping and Lighting at various locations for $3.0 million, Ridgeview Drive construction from Cottonwood Creek to Chelsea Boulevard for $4.341 million, Intersection Improvements at various locations for $2.52 million, Allen Drive and US 75 Interchange Improvement for $300 thousand and street reconstruction in the Central Business District for$210 thousand. Street Maintenance. Routine replacement of street and alleys throughout the city totaling $870 thousand. 1 ' City of Allen 286 FY2018 Budget CITY OF ALLEN ' CAPITAL PROJECTS 2017-2018 FISCAL YEAR ;o-«t wlnumnn ' 0) street Pavement 0.epWcertrent(various Localbns) uuc r (2) 2015Inlersedidnlmprovements(Vanous Locatmns) (3) Ai onw Inpwement f • • la) Benmy Inte lm tft Y ems ^` } (5) FM 2S51(AnO Pan") Win 61 to Pa . (6) Rldgevew Dnve(Cotimwvod Creek to Caelsea) p) Nkn give I US 751ntertlralge ln,,nc merits (8) MnUal PdrinHSnes (9) Genal Branleis otsinet(CBDI S11eel RiS.M t. } � (to)Me3an larl6scagrg ad lgHng } 1 •�. (11)Rl,1ge U A (CMSea 6lMto US 75) (12)Traffic Signal art Signal Upgrades t �r ggg e�.ro ••� X44 Utilities In FY2018, $6.67 million is allocated for the replacement of deteriorated water and sanitary sewer ' pipes in various locations throughout the city. Water and Sewer line rep}acements for $6.07 million. Lift station and pump station maintenance, as well as a new 12" Force Main and Lift Station along US 75 combined are$600 thousand. t wastewmer ' t i) US 75 Lift Slgt B 12'Force MaMenance IN , (2) Lm Statl Improvement 1 r'arww (3) Pump Station Wor Retavation ••y.•�, .___ ' (a) Be ,and cuss Toyer Rewmi i 151 Punp SiMm Flaw Meters ,.._._.. ® �— (6) R.*11 Tower Repa1M � , ) (7) Slaty P.,Slat.Re .firm 3 (81 water Lure art Sewer Mam 0.eplacemenl ""'^` 6 y n Lny rMv City of Allen 286 FY2018 Budget , 1 1 CITY OF ALLEN RELATIONSHIP BETWEEN OPERATING AND CAPITAL BUDGETS 2017-2018 FISCAL YEAR 1 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, 1 expansion, or rehabilitation of infrastructure, capital assets, or productive capacity of City Services. 1 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 1 and projects are reprioritized on an ongoing basis. 1 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 1 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 1 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 1 additional personnel or equipment. This year the total estimated impact of the capital budget on the operating budget is approximately $22.3 million. 1 1 1 1 Operating Capital 1 Budget $22.3m Budget 1 $ 214 .4 m $42 . 6 m 1 1 1 City of Allen 287 FY2018 Budget CITY OF ALLEN ' RELATIONSHIP BETWEEN OPERATING AND CAPITAL BUDGETS 2017-2018 FISCAL YEAR Cash Financing and Debt Service 1 Debt service payments and cash financing for projects comprise $21.5 million of this total. The debt service payments are $20.87 million; $14.28 million is for General Obligation debt, and ' $6.59 million is for Revenue debt. Budgeted transfers from operating funds to the Capital Projects funds are $625 thousand, and include: Water and Sewer Proiects: $225,000 is appropriated for pump station and lift station ' improvements. Solid Waste Proiects: $400,000 is allocated for major alley repairs. Other Operating Costs ' In addition to cash financing and debt service, the increases in operating costs in the FY2017- 2018 budget related to the CIP totals approximately $827,000. These are listed below by ' project type. Government: ' Approximately $102,000 was included in the operating budget for FY2018 for Public Art and The Allen Public Library Expansion. Parks: ' Approximately $707,000 is included in the operating budget for FY2018 to support the operations and maintenance of Spirit Park, formerly called Watters Branch Community Park, ' as well as the trails developed in FY2018. Additional personnel or other operating costs were approved in the budget for FY2018 for this park and the associated trails developed in conjunction with the park. , Public Works: Approximately $18,000 is included for electricity and water costs for median landscape and , lighting improvements. Capital Projects List ' A complete list of proposed projects for FY2017 through FY2022 is on the following pages. 1 City of Allen 288 FY2018 Budget , CITY OF ALLEN Capital Projects Expenditure Summary ' pn 00o'sl TYPE Major Project Total CATEGORY Funding Est thru Projected Projected Projected Projected Projected Projected PROJECT Sources) H2017 Mon FY2019 M020 FY2021 M022 Investment Government Arts Public An GO Bonds,Other $ 10 $ 596 $ 492 $ 322 $ 322 $ 392 $ 2,134 Aft,Submtal $ 10 $ 5% $ 492 $ 322 $ 322 $ 392 $ 2,134 Public Facilities Allen Public library Expansion GO Bond, $ 854 $ $ $ 600 $ 14,364 $ 250 $ 16,068 ' Public Facili0es$ubtotal $ 854 $ $ $ 600 $ 14,364 $ 250 $ 11 Public Safety General Fund Facility Upgrades Revenues $ 429 $ 876 $ 600 $ 600 $ GOO $ 600 $ 3,705 Municipal Service Center, Phase 11 GO Bonds $ - $ - $ 500 $ 11500 $ - $ - $ 2,000 Fire Station 36&Equipment GO Bands $ - $ - $ - $ - $ - $ 800 $ 000 Firearms Training Center GO Bonds $ - $ 2,300 $ 2,300 $ - $ - $ - $ 4,600 ' Central Fire Station Expannon and Repair 60 Bonds $ 950 $ 5,650 $ $ $ $ $ 6,600 Public Safety Subtotal $ 1,379 $ 8,826 $ 3,400 $ 2,100 $ 600 $ 1,400 $ 17,705 Government Total $ 2,243 $ 9,422 $ 3,893 $ 3,= $ 15,286 $ 2,042 $ 35907 ' Parks Community Parks Land Acquisition GO Bonds $ 3 $ 585 $ 1,500 $ - $ - $ 1,500 5 3,588 Watters Branch Community GO Bonds,4a/46 Park,Phase 1 Taxes,Intergov.,Fees S 2,570 $ 8,245 $ - $ - $ $ - $ 10,815 Rowlett Creek Community ' Park GO Bonds $ $ 600 $ 2,000 $ 14,500 $ - $ - $ 17,100 Community Parks Subtotal $ 2573 $ 9,430 $ 3,500 $ 14,500 $ $ 1,500 $ 31,503 Neighborhood Parks Neighborhood Park ' Development GO Bonds $ 100 $ SOD $ - $ - $ - $ - $ 200 Reed Park Improvements Fees $ 12 $ 49 $ $ $ $ $ 61 W mdridge Neighborhood Park 411/41,Taxes $ 215 $ 65 $ - $ - $ - 5 - $ 280 ' Neighborhood Parks Subtotal $ 337 $ 214 $ $ - $ - $ $ 541 Park Facilities Environmental Discovery Center GO Bonds $ - $ 50 $ 450 $ - $ - $ - $ SOO ' COC Capital Prolect52015 4a/4b Taxes $ 150 $ 324 $ - $ - $ - $ - $ 474 Heritage Village Pamhon 4a/4b Taxes $ - $ 150 $ - $ - $ - $ - $ 150 Bridge&Trail/Park at Allen 4a/4b Taxes, Senior per Center Intergov. $ 312 $ 490 $ - $ - $ - $ - $ 802 ' Molsen Farm Special Use GO Bonds,4a/4b Park Taxes $ - $ 246 $ 1,425 $ 1,425 $ - $ - $ 3,096 Park Facilities Subtotal $ 462 $ 1.260 $ 1,875 $ 1,425 $ $ $ 5,022 Trail ' Trail Development 4a/41,Taxes $ 65 $ 800 $ - $ $ $ - $ 865 Share the Road Bike Route Markings 4a/4b Taxes $ - $ 50 $ - $ - $ $ - $ 50 Trail Marker Program 4a/4b Taxes $ - $ 100 $ - $ - $ - $ - $ 100 Watters Branch Gap Trail 4a/4b Taxes $ 475 $ 200 $ - $ - $ - $ - $ 675 Trail Subtotal $ 540 $ 1,150 $ - $ $ $ $ 1,690 Parks Total $ 3,902 $ 12,054 $ 5,375 $ 15,925 $ $ 1,500 $ 38,756 1 City of Allen 289 FY2018 Budget CITY OF ALLEN ' Capital Projects Expenditure Summary-continued... 'TYPE Major Project (in 000'") Total CATEGORY Footling ESL thro Projected Projected Projected Projected Projected Projected PROJECT Source(s) MO17 M018 WZG19 M02D FY2021 M022 Investment Public Works ' Street Maintenance Street Pavement GO Bonds,Oper. Replacement Revenues $ 1,179 $ 870 $ 870 $ 870 $ 870 $ 870 $ 5.529 ' Street Maintenance Subtotal $ 1,179 $ 870 5 870 $ 870 $ 870 $ 870 $ 5,519 Streets FM 2551(Angel Parkway)- Developer Main Street to Parker Road Contributions $ - $ - 5 - 5 568 $ - $ - $ 568 , Median landscaping/ Ughting(various locations) GO Bonds,Other $ 650 5 3,000 $ - $ - $ - $ - $ 3,650 Ridgeview Drive (Cottonwood Creek to GO Bonds,lntergov, ' Chelsea) Fees,Other $ 2,103 5 4,341 $ - $ - $ - $ - $ 6,444 Traffic Signals and Signal Upgrades GO Bonds $ 443 $ 490 $ 496 $ 907 $ 512 $ 542 $ 3,390 Bethany Intersection ' Improvements GO Bonds,Other $ 150 $ 1,000 $ - $ - $ GO Bonds,lntergov, Aima Drive Improvements Other $ 374 $ 3,215 $ 2,500 $ - $ - $ - $ 6,089 20151nterseonon ' Improvements lntergov.,Fees $ 273 $ 1,030 $ - $ - $ - $ - $ 1,303 Allen Drive/US75 GO Bonds,lntergov, Interchange Improvement 4a/4b Taxes,Other $ 226 $ 300 $ - $ 1,580 $ - $ - $ 2,106 Arterial Roadway Partnership Project GO Bonds $ - $ - $ - $ - $ 1,250 $ - $ 1,250 Central Business District (CBD(Street Reconstruction GO Bonds $ 203 $ 210 $ - $ 870 $ 880 $ - $ 2,163 Ridgeview Drive(Chelsea ' Blvd to U575) GO Bonds $ - $ - $ - $ - $ 2,900 $ 4,100 $ 7,000 Streets Subtotal $ 4,422 5 13,586 5 2,996 $ 3,925 $ 5,542 $ 4,642 $ 35,113 Public Works Total $ S,6113 $ 14,456 $ 3,866 $ 4,795 $ 6,412 $ 5,512 $ 40,642 Utilities Wastawater US 75 Lift Station&12" , force Main Fees 5 50 $ 400 $ 4,665 $ - $ $ - $ 5,115 Wastewater5ubtotal $ SO $ 400 $ 4,665 $ $ $ $ 5,115 Water Bethany and Custer Tower t Repaint Oper Revenues $ - $ - $ 140 $ 1,263 $ - $ - $ 1,403 Ufl Station Improvements Oper.Revenues $ - $ 75 $ 75 $ 75 $ 75 $ 320 $ 62D Pump Station Major Renovation Oper.Revenues $ - $ 125 $ 125 $ 125 $ 125 $ 4,636 $ 5,136 ' Slaty Pump Station Renovation Oper.Revenues $ - $ - $ - $ - $ - $ 4,333 $ 4,333 Pump Station Flow Meters Oper.Revenues $ - $ - $ 579 $ - $ - $ - $ 579 Rowlett Tower Repaint Oper.Revenues $ $ - $ - $ - $ 89 $ 804 $ 893 Water Subtotal $ $ 200 $ 919 $ 1,463 $ 289 $ 10,093 $ 22,%4 ' Water&wastewater Revenue Bonds, Water Line&Sewer Main Oper Revenues, Replacement Other $ 430 $ 6,070 $ 4,144 $ 1,600 $ 5,758 $ 4,000 5 22,002 ' Water&Wastewater Subtotal $ 430 $ 6,070 $ 4,144 $ 1,600 $ 5,758 $ 4,000 $ 22,002 Utilities Total $ 480 $ 6,670 $ 9,728 $ 3,063 $ 6,047 $ 14,093 $ 40,081 1 City of Allen 290 FY2018 Budget ' CITY OF ALLEN CAPITAL PROJECTS IMPACT ON OPERATIONS & MAINTENANCE To 000's) Projected Projected Projected Projected Projected TYPE CATEGORY PROJECT FY2018 FY2019 FY2020 FY2021 FY2022 Government Arts Public Art $ 93 $ 114 $ 152 $ 164 $ 176 Arts Subtotal $ 93 $ 114 $ 152 $ 164 $ 176 Public Facilities Allen Public Library Expansion $ 9 5 9 $ 30 $ 30 $ 1,055 Public Facilities Subtotal $ 9 $ 9 S 10 $ 30 $ 1,055 Public Safety ' Central Fire Station Expansion and Repair $ - $ 9 $ 9 $ 10 $ 10 Fire Station P6 and Equipment $ - $ - $ - $ - $ 40 Municipal Service Center-Phase 11 $ $ $ 3,632 $ 1,876 $ ' Public Safety Subtotal $ - $ 9 $ 3,641 $ 1,886 $ 50 Government Total $ 102 $ 132 $ 3,803 $ 2,060 $ 1,281 ' Parks Community Parks Land Acquisition $ 2 $ 6 $ 6 $ 6 $ 10 Rowlett Creek Community Park $ - $ - $ 373 $ 1,324 $ 947 Watters Branch Community Park $ 448 $ 309 $ 318 $ 328 $ 338 Community Parks Subtotal $ 450 $ 315 $ 692 $ 1,658 $ 1,295 Neighborhood Park Molsen Farm Special Use Park $ 9 $ 9 $ 9 $ 10 $ 30 ' Park Fail Subtotal $ 9 5 9 5 9 5 10 $ 10 Park Facilities Bridge&Trail/Park at Allen Senior Re[ $ 1 $ 7 $ 8 $ 8 $ 8 ' CDC Capital Projects-2015 $ 7 $ 9 $ 9 $ 9 $ 10 Environmental Discovery Center $ - $ 89 $ 76 $ 78 $ 81 Heritage Village Pavilion $ - $ 5 $ 5 $ 5 $ 5 Moll Farm Special Use Park $ $ $ 306 $ 393 $ 353 ' Park Facilities Subtotal $ 8 $ 110 $ 404 $ 493 $ 457 Trails Trail Marker Program $ 16 $ 17 $ 17 $ 18 $ 18 ' Trail Development S 224 $ 203 $ 210 $ 216 $ 222 Watters Branch Gap Trail $ $ 7 $ 7 $ 8 S 8 Park Facilities Subtotal $ 240 $ 227 5 234 $ 242 $ 248 ' Parks Total $ 707 $ 661 S 1,344 $ 2,403 $ 2,010 Public Works Park Facilities ' Allen Dove/i Interchange Improvement $ $ $ $ 65 $ 67 Alma Drive Improvements $ - $ 1B $ 251 $ 259 $ 266 FM2551(Angel Parkway)to Main St. $ - $ - $ - $ 87 $ 89 ' Median Lanni and Lighting $ 18 $ 65 $ 67 $ 69 $ 71 Rldgeview Drive(Chelsea Blvd to U575) $ - $ - $ - $ 68 $ 70 Ch $ $ $ 5 29 $ 30 ' Park Facilities Subtotal $ i8 $ 83 $ 318 $ 577 $ 593 Parks Tubal $ 18 $ 83 S 318 $ 577 $ 593 ' City of Allen 291 FY2018 Budget CITY OF ALLEN ' DEBT SUMMARY 2017-2018 FISCAL YEAR 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 t decrease from 0.117262 in FY2018 to 0.098862 in FY2021 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 99%. Over the next few years, the portion of the tax rate dedicated to debt reduces from approximately 23% 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 FY2021 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 he voter- , approved $93 million bond program authorized in May 2016 for future infrastructure improvements and public facilities. There is a potential .04 cent tax increase to help cover the additional operating costs associated with these projects. ' 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 2012. 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 is derived from the rate ' study. Recently a new rate study was completed in FY2017. 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, we are implementing an 8.18% rate increase from our new rate study with additional rate increases planned in subsequent years. Also, new debt is planned to be issued for water and sewer projects, namely for rehabilitation of ' City of Allen 292 FY2018 Budget ' ' CITY OF ALLEN DEBT SUMMARY 2017-2018 FISCAL YEAR 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 2.57 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 105 days according to the new rate study. The actual number of days could be more or less 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 .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 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 23%. 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. ' 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 2.57 to 4.57 as mentioned above. ' City of Allen 293 FY2019 Budget City of Allen Debt Service Fund Long-Range Plan Fiscal Year I I • YEAR 1 YEAR 2 YEAR 3 ' Actual Revised Proposed Estimated Estimated Estimated 2016 2017 2018 2019 2020 2021 BEGINNING BALANCE 1,293,213 1,254401 1,213,6!9 1,321,510 1,357,950 1,20.918 ' REVENUES: Ad valorem to, 12,564495 13,888,910 14,502,506 13,751.614 12.543.744 13,360.627 ' Delmquent collectins 13,578 85,000 80,364 69,156 71,230 62,719 Penalty 8 interest 33627 45,421 47,855 48,409 49,861 43.903 Investment earnmgs 66267 KIM!:) 82000 68,720 70,613 65,048 Rollback Texas 15,207 - - - - - Refunding Bond Proceeds 0,910,000 Net Premum 995,753 - - - - - TrensferfromOtherPos 250,000 - - - - - TIF Property Tax offset 163889 191788 304,253 (313381) 322.782 332.465 TOTAL REVENUES 20,887,058 13,892,513 14,396,472 13,624,518 12,412,667 13,199,81 , EXPENDITURES: Paying Agent Fees 8,050 10,500 11.250 12,000 12,750 13.500 Band Prinapal 9,095,000 9,700,000 10,145.000 9,215.000 8,465.000 7.030.000 , Band Interest 3640,208 3372,833 3,420.450 2,993,035 2,630,353 2,307.815 CO Prinapal 40,000 45,000 45.000 50,000 55,01 80.000 CO Interest 28,230 24,150 21810 19,470 16.020 13.905 Tax Note Principal - 685,000 020,000 635,000 - - TaxNotelnterest - 35,782 25,100 12,700 - - 05 650. ' 2018 Issue - - - 650,905 650,9905 2019 Issue - - - - 880,071 686,871 2020 Issue - - - - - 1 573,775 Retuning Ex nd1W1e 7,916,382 - - - - TOTAL EXPENDITURES 20,725,8T0 13,933,265 14,288,610 13,588,109 12,519,699 13,138,771 ENDING FUND BALANCE 1,254401 1,213,679 1,321,540 1,357,950 1,250,918 1,311,978 Revenues 0verl(Unded Expenditures (38,812) (40)22) 107,862 36,409 (107,032) 61,080 ' Reserve requrehont(10%ann DR) 1,280,144 1,393,277 1,427,736 1,357,611 1,250,695 1,312,527 End FIB is reserve req Yes No No Yes Yea No , Amt over(under)requirement 13,039 (137,876) (108,196) 339 223 (549) Reserve requlrement(5%ann 0S) 640,072 696,138 713,868 678,805 625,347 656,284 End FIB meets reserve req Yes Yes Yes Yes Yes Yes t Amt over(under)requirement 653,141 558,263 607,672 679,144 625,570 655,714 Debt portion of has rate: 0.123]27 0.123727 0.117262 0.107952 0.095602 0.098862 Debt%of lax rate: 23.349. 23.79% 22.99% 21.174 10.75% 19 38% MBO portion of tax rate: 0.406273 0.396273 0.392738 0.402048 0.414390 0.411138 , Total tax rale: 0.53000 0.52000 0.51000 0.51000 0.51000 0.51000 Valuation 10,179,176,133 11,225,148,262 12,307,009,496 12]38637,783 13,120,798,916 13,514,420,824 ' %growth In Valuation 11.40% 10 MA 10.17% 100% 3.00% 3.00% New Debt Issued 8,850,000 12,623930 7,07,700 8,104,370 18,515,000 19,713,000 'Estimated amounts tar Issues a mored by the 2016 Bond Election. , City of Allen 294 FY2018 Budget ' City of Allen General Fund Long-Term Plan City Manager Proposed 2017-2018 Budget YEAR 1 YEAR 2 YEAR 3 Actual Revised Proposed Projected Projected Projected ' ' BEGINNING BALANCE 20,322,76) 22,001,761 19,)09,0)1 '21,03),)45 '21,304,956 '1),668,))6 REVENUES: ' Ad valmem taxes 40,938,997 44,243,895 47,830,040 50,432,112 53,390,210 54,551,346 Salestax 18,821,587 19,420,971 19,998,330 20,598,280 21,216,228 21,852,715 Franchise fees 7,295,931 7,116,697 7,200,853 7,272,862 7,314,432 7,387,576 Usames and permlts 2,891,)04 3,480600 3,001 3,092,678 3,185,458 3,281,022 Charges for services 14368,921 12,448,639 12,007,204 12,367,420 12,738,443 13,120,596 Fines 1,579,629 1,594,749 1,794,749 1,830,644 1,867,257 1,904,602 Miscellaneous 61 504,560 485,489 495,199 505,103 515,205 Contributions 621,532 557,652 570,171 58),2)6 600,894 623,041 Reimbursements 1,)78,90) 1,398,755 1,413,002 1,441,262 1,470,087 1,499,489 ' Intergovernmental 128,23) 111,826 111,826 111,826 111,826 111,826 Interest earnings 252,115 253,1,40 398,000 405,960 414,079 422,361 Transfers in 4,556,699 4,616.064 4,603,089 4,691 4)89054 4,884,835 TOTAL REVENUES $ 91,925,296 $ 95,)4),408 $ 99,415,353 $ 103,330,670 $ 107,607,071 $ 110,154,614 EXPENDITURES: Salary 39,056,559 42,863,)4) 45,072,561 46,875,463 491 5111801981 Market SunrePlocrai - - - 300,000 1501000 300,000 ' Benefits 15,116,689 16,439,410 17,984,990 18,281,431 19,134,368 19,960,583 hhof BenMarket morease(211 6a,950 32,475 64,950 Operations 12,582,232 15,248,728 15,04),82) 16,749,302 17,044,780 17,344,977 Economic Development Incentives: Village stollen incentive 3,830,873 3,879.972 31 3,970,779 4,089,902 4,212,599 ' Fbrel/Convention Center - 2,000,000 Ir - - - nALgentEpitar, &11,000 Pulte 3,606 10,000 10,1100 101000 101000 10,000 Supplies 1,994,701 2,100,433 2,091,562 2,133,393 2,176,061 2,219,582 ' Maintenance 2,286,525 2,842,862 3,585,655 31 3,730,515 3,805,126 Professional Services 9,047,056 8,986,654 8,415,711 81 8,)55,)06 8,930820 Capital 16$720 587,662 493,104 - - - Operating Transfers Out 2A30341 2,319,630 1,530,144 1,560,747 1,591,962 1,623,801 ' Cash Frnarme of CIP Pmjesrs 3,686,000 _ - - - - M&O from Bond Program 876.000 5,465,000 5,040,000 TOTAL EXPENDITURES 5 90206,302 $ 98,080,098 $ 98,086,679 $ 103,053,459 $ 111,243,252 $ 114,693,419 tENDING FUND BALANCE $ 22,001,761 $ 19,)09,0)1 $ 21,037,745 $ 21,300,956 $ 1),668,)76 $ 13,129,971 Revenues Over/funder)Expenditures 1,718,994 12,332,6901 1,328,674 267,211 (3,636,180) (4,538,805) ' of Reserve 77 7 74,9 78.3 75.5 58.0 41.8 Tax rate variables: Taxable Values(thousands) 10,1)9,1)6,133 11,225,448,262 12,367,609,498 12,)38,63),)83 13,120,796,916 13,514,420,824 ' `%Growth in Valuation 11.10% 1028% 10 ll% 3.00% 3.00% 300% Operations&Maintenance: 0.406273 0.396273 0.392738 0.402048 0414398 0411138 Debt Service: 0.123727 0.123)2) 0.117262 0.107952 0.095602 0098862 Total: 0.530000 O.S200001 0.510000 0.510000 0.510000 0.510000 ' New Debt Issuance 818501000 12,623,930 7,657,700 8,104,370 10,515,000 19,713,000 •%Growth In Valuation Is consistent with assumptions used for 2016 Bond Election 1 ' City of Allen 296 FY2018 Budget ",, . ! , :, • ; _ „ !< r , , ea � lA , l • \ � � / ) § • F , ,. , , 1 ;, l: � . . � � \ { i , } p ! ! a9r1800 ! - � City `Allen 296 Budget ORDINANCE NO.3514-9-17 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, APPROVING AND ADOPTING A BUDGET FOR THE FISCAL YEAR BEGINNING OCTOBER I, 2017, AND ENDING SEPTEMBER 30, 2018; PROVIDING THAT EXPENDITURES FOR SAID FISCAL YEAR SHALL BE MADE IN ACCORDANCE WITH SAID BUDGET; APPROPRIATING AND SETTING ASIDE THE NECESSARY FUNDS OUT OF THE GENERAL AND OTHER REVENUES FOR SAID FISCAL YEAR FOR THE MAINTENANCE AND OPERATION OF THE VARIOUS DEPARTMENTS AND FOR VARIOUS ACTIVITIES AND IMPROVEMENTS OF THE CITY; APPROPRIATING THE VARIOUS AMOUNTS REQUIRED FOR SUCH BUDGET; PROVIDING FOR RECORDING OF THE ORDINANCE; PROVIDING FOR A REPEALING CLAUSE; PROVIDING FOR A SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS,the City Manager of the City of Allen,Collin County,Texas,has submitted to the City Council a proposed budget of the revenues and expenditures of conducting the affairs of the City and providing a complete financial plan for 2017-2018; and, WHEREAS, the City Council has received the City Manager's proposed budget and a copy of the proposed budget and all supporting schedules have been filed with the City Secretary of the City of Allen,Collin County, Texas;and, WHEREAS,the City Council has conducted the necessary public hearings as required by law. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY,TEXAS,THAT: SECTION 1. The proposed budget of the revenue and expenditures necessary for conducting the affairs of the City of Allen, Collin County, Texas, said budget being in the amount of$214,384,265, providing a complete financial plan for the ensuing fiscal year beginning October I,2017,and ending September 30,2018,as submitted to the City Council by the City Manager, be, and the same is hereby, in all things adopted and approved as the budget of the City of Allen, Collin County, Texas for the fiscal year beginning October 1, 2017, and ending September 30,2018. SECTION 2. The sum of$214,384,265 is hereby appropriated for the payment of the expenditures established in the approved budget for the fiscal year beginning October 1, 2017, and ending September 30, 2018,a copy of which has been filed with the City Secretary,and is made a pan hereof for all purposes. SECTION 3. The expenditures during the fiscal year beginning October 1,2016,and ending September 30, 2017,shall be made in accordance with the budget approved by this ordinance unless otherwise authorized by a duly enacted ordinance of the City of Allen,Texas. SECTION 4. All budget amendments and transfers of appropriations budgeted from one account or activity to another within any individual activity for the fiscal year 2016-2017 are hereby ratified, and the budget Ordinance for fiscal year 2016-2017, heretofore enacted by the City Council, be and the same is hereby, amended to the extent of such transfers and amendments for all purposes. Ctty of Allen 297 FY2018 Budget i SECTIONS. Specific authority is given to the City Manager to make the following adjustments: i 1. Transfer of appropriations budgeted from one account classification to another account classification i within the same department. 2. Transfer of appropriations from designated appropriation from one department or activity to another department or activity within the same fund. i 3. Transfers from the General Fund and all other Funds of unexpended appropriations and excess revenues for the fiscal year 2016-2017 are hereby ratified. SECTION 6. The City Council hereby approves the Capital Improvement Program for 2018-2022, as a plan i describing and scheduling capital improvement projects for the City of Allen,and authorizes the City Manager to use the funding sources reflected in the plan. SECTION 7. All notices and public hearings required by law have been duly completed. The City Secretary is i directed to provide a certified copy of the budget to the County Clerk of Collin County for recording after final passage hereof. i SECTION 8. Should any word,sentence,paragraph,subdivision,clause,phrase or section of this ordinance, be adjudged or held to be void or unconstitutional,the same shall not affect the validity of the remaining portions of said ordinance,as amended hereby,which shall remain in full force and effect. i SECTION 9. All ordinances of the City of Allen, Collin County, Texas, in conflict with the provisions of this ordinance be, and the same are hereby, repealed; provided, however that all other provisions of said i ordinances not in conflict with the provisions of this ordinance shall remain in full force and effect. SECTION 10. This Ordinance shall take effect immediately from and after its passage as the law and charter in i such cases provide. DULY PASSED AND APPROVED BY THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN i COUNTY,TEXAS,ON THIS THE 12TM DAY OF SEPTEMBER 2017. APPROVED: i Stephen erte6,MAYOR i APPROVED AS TO FORM: ATTEST: i "Al l�}tiC1t i Peter G.Smith,CITY ATTORNEY Shelley B.George,CITY SECRETRY i 1 i City of Allen FY2018 Budget i ORDINANCE NO.3515-9-17 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, LEVYING THE AD VALOREM TAXES FOR THE TAX YEAR 2017 (FISCAL YEAR 2017-2018) AT A RATE OF $0.510000 PER ONE HUNDRED DOLLARS ($100) ASSESSED VALUATION ON ALL TAXABLE PROPERTY WITHIN THE CORPORATE LIMITS OF THE CITY OF ALLEN AS OF JANUARY 1, 2017, TO PROVIDE REVENUE FOR THE PAYMENT OF CURRENT EXPENSES; PROVIDING FOR AN INTEREST AND SINKING FUND FOR ALL OUTSTANDING DEBT OF THE CITY OF ALLEN; PROVIDING FOR DUE AND DELINQUENT DATES TOGETHER WITH PENALTIES AND INTEREST; PROVIDING A SEVERABILITY CLAUSE; PROVIDING A REPEALING CLAUSE; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, following public notices duly posted and published in all things as required by law, public hearings were held on August 8, 2017, and August 22, 2017, by and before the City Council of the City of Allen,the subject of which was the proposed tax rate for the City of Allen for Fiscal Year 2017-2018,submitted by the City Manager in accordance with provisions of the City Charter and state statutes; and, WHEREAS, the City Council, upon full consideration of the matter, is of the opinion that the tax rate hereinafter set forth is proper and should be approved and adopted. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY,TEXAS,THAT: SECTION 1. There is hereby levied and shall be assessed for the tax year 2017 on all taxable property,real, personal and mixed, situated within the corporate limits of the City of Allen, Collin County, Texas, and not exempt by the Constitution of the Stale and valid State laws,a tax of$0.510000 on each$100 assessed valuation of taxable property apportioned and distributed as follows: (a) For the purpose of defraying the current expenditures of the municipal government of the City of Allen,a tax of$0.392738 on each and every$100 assessed value on all taxable property;and (b) For the purpose of creating a sinking fund to pay the interest and principal maturities of all outstanding debt of the City of Allen,not otherwise provided for,a tax of$0.117262 on each$100 assessed value of taxable property within the City of Allen,and shall be applied to the payment of interest and maturities of all such outstanding debt of the City. THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE. THE TAX RATE WILL EFFECTIVELY BE RAISED 6.58 PERCENT AND WILL RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY APPROXIMATELY-53.53. SECTION 2. All ad valorem taxes shall become due and payable on October 1, 2017, and all ad valorem taxes for the year shall become delinquent if not paid prior to February 1,2018. There shall be no discount for payment of taxes prior to February 1,2018. A delinquent tax shall incur all penalty and interest authorized by law,to wit: Ctly of Allen 300 FY2018 Budget (a) A penalty of six percent on the amount of the tax for the first calendar month it is delinquent, , plus one percent for each additional month or portion of a month the tax retrains unpaid prior to July 1 of the year in which it becomes delinquent. ' (b) Provided,however,a tax delinquent on July 1,2018,incurs a total penalty of twelve percent of the amount of delinquent tax without regard to the number of months the tax has been delinquent. A delinquent tax shall also acerae interest at the rate of one percent for each month or portion of a month the tax remains unpaid.Taxes for the year 2017 and taxes for all future years that become delinquent on or after February I but not later than May 1, that remain delinquent on July 1 of the year in which they become delinquent, incur an additional penalty in the amount of twenty percent (20%) of taxes, penalty and interest due, pursuant to Texas Property Tax Code Section 6.30 and 33.07, as amended. Taxes assessed against tangible , personal property for the year 2017 and for all future years that become delinquent on or after February 1 of a year incur an additional penalty on the later of the date the personal property taxes become subject to the delinquent tax attorney'&contract, or 60 days after the date the taxes become delinquent,such penalty to be in the amount of twenty percent (20%)of taxes, ' penalty and interest due, pursuant to Texas Property Tax Code Section 33.11. Taxes for the year 2017 and taxes for all future years that remain delinquent on or after June I under Texas Property Tax Code Sections 26.07(£), 26 15(e), 31.03, 31.031, 31.032 or 31.04 incur an additional penalty in the amount of twenty percent (20%) of taxes, penalty and interest due, pursuant to Texas Property Tax Code Section 6.30 and Section 33.08,as amended. SECTION 3. The City shall have available all the rights and remedies provided by law for the enforcement of the collection of taxes levied under this ordinance. SECTION 4. The tax roll as presented to the City Council,together with any supplements thereto,be and the ' same are hereby approved. SECTIONS. Should any word,sentence,paragraph,subdivision,clause,phrase or section of this ordinance, be adjudged or held to be void or unconstitutional,the same shall not affect the validity of the remaining portions of said ordinance which shall remain in full force and effect. SECTION 6. All ordinances of the City of Allen, Collin County, Texas, in conflict with the provisions of , this ordinance be, and the same are hereby, repealed; provided, however, that all other provisions of said ordinances not in conflict with the provisions of this ordinance shall remain in full force and effect. SECTION 7. This ordinance shall take effect immediately from and after its passage,as the law and charter in such cases provide. DULY PASSED AND APPROVED BY THE CITY COUNCIL OF THE CITY OF ALLEN,COLLIN , COUNTY,TEXAS,ON THIS THE 12-1 DAY OF SEPTEMBER 2017. APPR Stephe�MAYO - APPROVED AS TO FORM: TEST: L Peter G.Smith,CITY ATTORNEY She a B,Geo ,CITY SECR ART City of Allen __. FY2018 Budget ' tRESOLUTION NO.3032-9-11(R) ' A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, AMENDING THE DEBT MANAGEMENT AND FUND BALANCE RESERVE POLICY FOR THE CITY TO REFLECT NEW ' ACCOUNTING REQUIREMENTS AND CHANGE THE MAXIMUM ALLOCATION OF TAX RATE FOR DEBT SERVICE;PROVIDING FOR A REPEALING CLAUSE; ' AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS,the City government has recognized the need to carefully account for public funds, to manage municipal finances wisely and to plan the adequate funding of services and improvements;and, WHEREAS,the City of Allen has adopted a debt management and fund balance reserve policy to provide the structure of continuing fiscal stability, reduce financial risk and maintain adequate contingency assets for present and future requirements;and, WHEREAS, the Governmental Accounting Standards Board has issued Statement No. 54 to establish ' accounting and financial standards for all governments that report governmental funds and to establish criteria for classifying fund balances into specifically defined classifications and clarifies definitions for governmental fund types;and, ' WHEREAS, implementation of Statement No. 54 requires the City to amend its debt management and fund balance reserve policy;and, ' WHEREAS,to further reduce financial risk and maintain continuing fiscal stability the City will adopt and establish a working capital policy for enterprise funds which do not report "fund balances," and will accordingly amend the name of the policy;and, WHEREAS, the City Council finds that it is in the best interest of the City to change the maximum percentage of tax into allocated for debt service;and, WHEREAS, the City Council desires to amend its "Debt Management and Fund Balance Reserve Policy", through the adoption of the amended"Fund Balance, Working Capital Reserve and Debt Management Policy," attached hereto as Exhibit"A." NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY,TEXAS,THAT: SECTION 1. The"Debt Management and Fund Balance Reserve Policy"is hereby amended by the adoption of the amended"Fund Balance,Working Capital Reserve and Debt Management Policy,"as set forth in Exhibit"A" attached hereto and made a part hereof for all purposes. 1 SECTION 2. All provisions of any resolution of the City of Allen, Texas, in conflict with the provisions of this Resolution be, and the same is hereby, repealed, and all other provisions not in conflict with the ' provisions of this Resolution shall remain in full force and effect. SECTION 3. This Resolution shall become effective immediately from and after its passage. City of Allan 301 FY2018 Budget i DULY PASSED AND APPROVED BY THE CITY COUNCIL OF THE CITY OF ALLEN,COLLIN 1 COUNTY,TEXAS,ON THIS THE 27T"DAY OF SEPTEMBER,2011. APPROVED: 1 � 1 Stephen-Terrell,MAYOR 1 ATTEST: 1 Shelley B.GeorWCITY SECRET"Y i 1 1 1 1 1 1 1 i 1 1 City of Allen 302 FY2018 Budget 1 EXIBBIT A CITY OF ALLEN,TEXAS FUND BALANCE, WORBING CAPITAL RESERVE AND DEBT MANAGEMENT POLICY revised September 27,2011 ' City of Allen 303 FY2018 Budget PURPOSE i The purpose of this document is to establish key elements for the financial stability of the City by setting i guidelines for fund balance, working capital reserves and debt management. Adherence to a debt management policy signals to rating agencies and capital markets that a government is well managed and should meet its obligations in a timely manner. Debt levels and their related annual costs are important long- term obligations that must be managed within available resources. i It is essential that the City maintain adequate reserves to mitigate fmanciat risk that can occur from unforeseen revenue fluctuations and unanticipated expenditures. To allow for flexibility and guidance, this ' policy establishes ranges of reserves to make it possible for the City to provide continuous operational services to the public and to issue future debt. Nothing in this policy shall restrict the reserves from exceeding the stated ranges or goals. To ensure stable , tax rates, it is essential that the City maintain adequate levels of unrestricted reserves to mitigate current or future risks from revenue shortfalls, economic downturns, unanticipated expenditures and impacts from weather. Furthermore, anticipated cash financing of projects may result in the fund balances and/or working i capital reserves to exceed the ranges while funds am accumulated. DEFINITIONS i Enterprise Funds —are used to account for operations that are financed and operated in a manner similar to private business enterprises where the intent is that the costs of providing goods and services to the general i public on a continuing basis be financed or recovered primarily through user charges(i.e. Water and Sewer, Solid Waste). Fund Equity—A fund's equity is generally the difference between its assets and its liabilities. i Fund Balance—An accounting distinction is made between the portions of fund equity that are spendable and nonspendable. In accordance with Governmental Accounting Standards Board Statement 54, Fwd Balance ' Reporting and Governmental Fwd Type Definitions, the City classifies governmental fund balance into five categories: (1) Nonspendable fund balance — includes amounts that are not in a spendable form or are i required to be maintained intact. Examples are inventory or permanent funds. ■ (2) Restricted fund balance — includes amounts that can be used only for the specific purposes stipulated by external resource providers either constitutionally or through enabling i legislation. Examples include federal grants and general obligation bonds. (3) Committed fund balance— includes amounts that can be used only for the specific purposes determined by a formal action of the government's highest level of decision-making i authority. Commitments may be changed or lifted only by the government taking the same formal action that imposed the constraint originally. (4) Assigned fund balance — comprises amounts intended to be used by the government for i specific purposes. Intent can be expressed by the governing body or by an official or body to which the governing body delegates the authority. In governmental funds other than the general fund,assigned fund balance represents the amount that is not restricted or committed. i This indicates that resources in other governmental funds are, at a minimum, intended to be used for the purpose of that fund. (5) Unassigned fund balance—is the residual classification of the General Fund and includes all i amounts not contained in other classifications. Unassigned amounts are technically available for any purpose. i City of Allen 3a4 FY2018 Budget i Governmental Funds — are typically used to account for tax-supported activities (i.e. General Fund, Debt Service Fund). ' Working Capital Reserve— is the excess of current assets over current liabilities. It is the amount of liquid capital needed in the enterorise funds to maintain the flow of capital from cash to inventories to receivables then back again to cash. A. FOND BALANCE POLICY ' 1) Committed Fund Balance: a) The City Council is the City's highest level of decision-making authority and the formal action that is requited to be taken to establish, modify, or rescind a fund balance commitment is a resolution approved by the Council at the City's Council meeting. ' b) The resolution must either be approved or rescinded, as applicable, prior to the last day of the fiscal year for which the commitment is made. The amount subject to the constraint may be determined in the subsequent period. I2) Assigned Fund Balance a) The City Council authorizes the City Manager and/or Finance Director as the official authorized ' to assign fund balance to a specific purpose as approved by this fund balance policy. 3) Minimum Fund Balance a) General Fund i) It is the goal of the City to achieve and maintain an unassigned General Fund balance that is ' within a range of 60 to 90 days of annual expenditures. ii) If unassigned General Fund balance falls below the goal or has a deficiency, the City will ' establish a timeframe and work plan to replenish the fund balance. The work plan may include tax increases, fee increases, reduction of services, and/or reduction of expenditures (i.e.hiring freeze,salary freeze,or reduction of travel/training). ' b) Debt Service Fond i) On an annual basis,the Debt Service Restricted Fund balance shall be maintained in an ' amount that is within a range of 5%to 10%of the required annual principal and interest payments. ii) For purposes of long term financial stability,a reserve in excess of 10%may be prudent in order to reduce volatility of the tax rates between the General and Debt Service Funds. iii) The fund shall remain in complete compliance with bond issue covenants. I4) Order of Expenditure of Funds a) When multiple category of fund balance are available for expenditure (for example, a I construction project is being funded partly by a state grant, bonded debt, funds set aside by the City Council, and unassigned fund balance), the City will start with the most restricted category and spend those funds first before moving down to the next category with available funds. ' City of Allen 305 FY2018 Budget 5) Minimum Enterprise Fund Working Capital Reserves ' a) If applicable,all funds shall remain in complete compliance with bond issue covenants. b) Working capital reserve shall be maintained in an amount that is within a range of 90 to 120 days of annual expenditures in order to provide for potential unanticipated needs or the impact of weather. c) If unassigned working capital falls below the goal or has a deficiency, the utility rate plan study will be utilized to determine the appropriate course of action when determining rates and , establishing a timeframe to replenish working capital reserves. B. DEBT MANAGEMENT POLICY , The City's Charter(Article V, Section 5.1) states that the City of Allen has the power to borrow money against the credit of the City for any public purpose that is not prohibited by the constitution and laws of the State of Texas.Article XI,Section 5 of the Texas Constitution,applicable to cities of mora than 5,000 population states that the maximum tax rate shall not exceed $2.50 per $100 of assessed valuation of taxable property. This policy improves the quality of decisions, provides justification for the structure of debt issuance, identifies policy goals, and demonstrates a commitment to long-term financial planning, , including a multi-year capital plan. 1) Capital Improvement Program a) A capital improvement program shall be prepared, submitted to, and approved by the Council annually pursuant to the City Charter,Article IV. b) The capital improvement program shall consist of at least a 5-year priority listing of long term capital projects, accompanied by a financing plan which reflects potential financing options for all projects in the plan, and is supported by the appropriate sources of revenue. The financing , plan shall be in accordance with the debt management policies contained herein. c) It is the intent of these policies that authorized projects and associated financings be included as ' part of an adopted capital improvement program. 2) Debt Issuance Guidelines a) Debt issuance will be utilized by the City only in those cases where public policy, equity and efficient use of limited resources favor debt over other funding methods. Decision criteria considered shall include the following: ' i) Debt shall be self-supporting whenever possible. Self-supporting debt in this context will either be revenue bonds secured by a specific revenue pledge (i.e., water and sewer ' revenues) or general obligation debt including certificates of obligation where the debt service will be paid from user foes or other specific revenues even though legally there is an ad valorem tax pledge. 1 if) Debt shall be primarily used to finance capital projects with a relatively long life ■ expectancy,i.e.,generally ten(10)years or greater unless technology related. iii) Short term debt may be issued as authorized by the City Council when circumstances or , opportunities are present and such issuance will not adversely affect the operating funds,the ability to make debt payments, or jeopardize the financial integrity of the City or the component units. City of Allen 306 FY2018 Budget f ' iv) Debt shall be issued or structured in such a way so that the term of the financing does not exceed the useful life of the asset. V) The method of the debt sale shall be determined based upon the current market conditions. vi) Debt refunding opportunities shall be monitored for potential savings or modifications to certain covenants. ' vii) The City will conduct its debt management functions in a manner designed to maintain or enhance its existing credit ratings. viii) Credit ratings shall be requested for long term debt except when long term debt is issued as a private placement. Bond insurance for long tern debt shall be reviewed for its financial feasibility. ' ix) Investment of bond proceeds shall be in compliance with the City's investment policy. x) The City shall have a program to comply with arbitrage rebate monitoring and filing. ' xi) The City shall follow all mandated bond disclosure requirements. xii) The City shall follow all bond covenants. 3)Debt Issuance Purposes and Revenue Sources ' a) General capital improvements shall be financed in accordance with the capital improvements program or as authorized by Article V of the City Charter,by City Council or the City Manager. Funds shall be available for the financing of general improvements in accordance with the following: i) Current property tax revenues and future property tax revenues generated by increases in ' valuation shall have priority allocation to the repayment of existing and future general obligation tax supported debt. Remaining property tax revenues,together with sales tax and other general fund revenues shall be used to fund the City's operating budget. ' ii) To the extent funds described above are in excess of that required by the City's general fund operating budget, all or a portion of the excess amount shall be used for payers-you-go financing of general capital improvements or assets. iii) It shall be a goal, but not a requirement, of the City to finance a portion of the city-at-large capital improvement budget with pay-as-you-go financing with current resources remaining Ifrom year-end savings. iv) Debt service payments on general obligation bonds, not abated by other revenues, shall be paid from the debt service property tax levy. Iv) Outstanding bonds will be retired according to the debt repayment schedules. vi) Refunding of debt is desired when the net present value savings will exceed 3% of the existing debt service or when the net dollar savings will exceed $150,000. Negative arbitrage and opportunity costs will be considered for advance refundings. Bond refundings may also be considered in order to modify prior bond covenants or accomplish other specific objectives.A negative net present value savings may be incurred in these cases. City of Allen 307 FY2018 Budget vii) Long term debt will not be issued by the City to finance projects for other governmental ' entities that have the authority to issue tax-free or taxable bonds on their own behalf for those purposes. If the other governmental entities and the City are partners in a project requiring debt issuance,then long term debt issuance by the City may be considered. viii) Assumptions for taxable assessed valuation increases and revenue growtb shall be , conservative and justifiable. b) Debt issued for water, sewer and other purposes for which operating and capital needs are , supported by user fees, shall first be considered for issuance in the form of revenue bonds, certificates of obligation, or other debt instruments secured by the appropriate user fees. User fees shall be adequate to support operating requirements and revenue bond covenants for each , purpose. Certificates of Obligation secured by operating revenues may also need to be secured with property taxes. 41 Debt Issuance Limits and Repayment Schedules a) The City shall use the following limits to guide issuance of debt: i) The City should not allocate more than thirty five percent(35%)of its tax rete towards debt. if) It is the goal of the City that the outstanding debt consisting of general obligation bonds, ' certificates of obligations,and capital leases that are supported by property taxes should not exceed a direct debt burden ratio(tax debt to taxable assessed value)of two percent(2.0%). iii) It is a goal of the City that property tax supported debt service, consisting of certificates of obligation and general obligation debt payments should not exceed twenty-five percent (25%)of expenditures for the general fund and debt service combined. iv) If the City debt status is not at the levels stipulated by these policies at the time of their , adoption,a transition period in years will be set for each policy individually. b) Repayment schedules shall be designed to relate to the useful life of the asset and generally be in ' accordance with the following: i) Twenty(20)years for most general obligation public improvement debt. Debt will generally , be structured with even payments over the life of the issue although principal reductions in early years may be used to accomplish specific tax rate objectives. ii) Ten (10)years or less for debt related to assets that have a life expectancy of 10 years or , less. Debt will generally be structured with even payments over the life of the issue or matched against associated projected revenues. iii) Twenty years or more (20t) years for capital projects of citywide significance and where justified by the magnitude of the project and asset life.Debt will generally be structured with even payments over the life of the issue although principal reductions in early years may be used to accomplish specific tax rate objectives. iv) On an overall basis,the City's general obligation debt portfolio will generally be structured to retire at least fifty percent (50%) of the City's indebtedness within ten (10) years if the debt repayment is planned for twenty(20)years. City of Allen 308 FY2018 Budget v) On an overall basis, the City's water and sewer revenue debt will generally be structured to retire at least forty-five percent to fifty percent (45%50%) of the system's indebtedness within ten(10)years if the debt repayment is planned for twenty(20)years. vi) If debt is issued that exceeds twenty (20)years, then it shall be a goal to structure the debt repayment with level debt service payments or, in the case of revenue bonds, with an amortization schedule that allows for the fastest debt repayment schedule while maintaining appropriate debt service coverage ratios. ' 5) Management a) It shall be the responsibility of the City Manager and his staff to maintain all necessary files associated with the issuance of City debt. b) The City Manager shall submit to the City Council a debt service fiscal impact statement as part of the annual budget process involving the planned issuance of debt in the capital improvements program. The fiscal impact statement shall contain,at a minimum,an estimate of the debt service levy to be required at the time of long term debt issuance and a calculation showing the impact of this additional levy on the existing debt service levy at that time. The fiscal impact statement ' shall provide information on any projected user fee rate increases in the case of revenue bond or self-supporting debt financing. 1 City of Allen 309 FY2018 Budget WHERE IS ALLEN , TEXAS? CITY 01 aLLEN City of Allen is located approximately 25 miles north of Dallas, Texas. Allen 1 Lubbock aNas 1 Paso Waco t stin ' San Antoni ousto t Laredo , 1 City of Allen 310 FY2018 Budget t CITY OF ALLEN MISCELLANEOUS STATISTICAL INFORMATION 2017-2018 FISCAL YEAR rForm of Government The City of Allen utilizes a council-manager form of government. The council-manager system I 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: 21 Kurt Kizer Councilmember, Place 1 Term: 2015-2018 Years of Service: 6 Carl Clemencich Councilmember, Place 2 Term: 2017-2020 Years of Service: 1 Joey Herald Councilmember, Place 3 Term: 2015-2018 Years of Service: 10 Robin L. Sedlacek Councilmember, Place 4 Term: 2016-2019 Years of Service: 11 Gary L. Caplinger Mayor Pro Tem Term: 2015-2018 Years of Service: 12 Councilmember, Place 5 1 Baine Brooks Councilmember, Place 6 Term: 2016-2019 Years of Service: 6 The Mayor was re-elected in 2017 and Councilmember Obermeyer retired from City Council. New Councilmember Carl Clemencich was elected in the May 2017 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. Geography Land Area- 27.11 square miles T Population as of 7/1/2017—99,882 Allen is home to one of the only remaining stone dams in the United f ' 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. "- h .. ' City of Allen 311 FY2018 Budget CITY OF ALLEN MISCELLANEOUS STATISTICAL INFORMATION 2017-2018 FISCAL YEAR 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 under 100,000. ' Decade Population Percentlncrease 1970-1979 1,940 194.4% 1980-1989 8,314 328.6% 1990-1999 18,309 120.2% 2000-2009 43,554 137.9% 2010-2016 84,246 93.4% Est, 2017 99,882 18.6% 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. Population by Age Group 35,000 30,000 25,000 20,000 15,000 10,000 5,000 1 2,496 17 and Under 18-34 35-54 55-74 75 and Older 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, etc. The direction from City Council has been to make Allen a "cradle to grave"community that provides all avenues of entertainment, education, shopping, healthcare services, and transportation offerings to allow residents to do everything they need within the city limits. 1 t City of Allen 312 FY2018 Budget CITY OF ALLEN MISCELLANEOUS STATISTICAL INFORMATION 2017-2018 FISCAL YEAR Educational Attainment (25 - 64 year olds) 40.0% 35.0% 30.0% 25.0% 200% 1 •. 1S 0% ' 0.0% 50% I 00% Non-High School High School Some College,No Associate's Degree Bachelor's Degree Graduate or Graduate Graduate or GED Degree Professional Degree DART On-Demand service is available for those residents with disabilities and elderly residents. I 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. IProperty Tax Breakdown ' n Residential x Commercial gmI e Personal Property Iff . Exempt i ' City of Allen 313 FY2018 Budget 1 CITY OF ALLEN MISCELLANEOUS STATISTICAL INFORMATION 2017.2018 FISCAL YEAR $0.56 History of Tax Rate i �,. $0556 $0555 0.554 $0553 _ $0.552 $0.55 - $, $0.550 $0.54 _. $0.540 $0.53 $0.530 ' $0.52 _ ' $0.520 $0530 $0.51 - _— - -- $0.50 �- 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 U Total Tax Rate FY2018 Proposed Tax Rate $0.90 $0.80 $0.70 $0.60 $0.50 _ _ • _ _ - _ _. _ _ _ ._ _ _ _ _.... $0.40 $0.30 - .• fill .. _.. • � .. . _. • $0.20 $0.10 - $0.00 - a�°c "'d ac` ccea s°c Oe, qac° ��a\ ' Q F eye Poo i City of Allen 314 FY2018 Budget CITY OF ALLEN DEMOGRAPHICS 2017-2018 FISCAL YEAR i r K,Ley The City of Allen is located in Collin County, in North Central <- > _ Texas and is 25 minutes North of Downtown Dallas, at the intersection of SH-121 (Sam Rayburn Tollway) and US-75 �( ..K.. (Central Expressway). Allen is completely surrounded by incorporated cities. To the north lies the City of McKinney; to the south, the City of Plano; to the east, the City of Lucas; and �� \.. to the west, the City of Plano. Allen was settled in the early 1850's from land grants given by + ` the Republic of Texas as an inducement for settlers to come to V tP7 the frontier. The railroad and telegraph came to Allen in 1872 and in future years made substantial contributions to the local t `O"" economy. The City was officially incorporated in 1953 with a Council/Manager form of government. Similar in importance to the construction of the railroad 1 almost a century before was the completion of US-75 through Allen in 1960. Citizens could work at nearby companies because of the access and convenience of the highway. The relocation of technology companies to the North Dallas and Richardson areas in the 1960's drastically increased employment opportunities for Allen's citizens, and the population rose to 1,940. It continued to increase to 8,324 in 1980, 19,198 in 1990, 43,686 in 2000, 84,246 in 2010, and 99,882 as of July 2017. In 2017, the Census Bureau ranked Allen as the 271h fastest growing ■ city in the country. ■ City of Allen Population Growth 100,000 ' 80,000 -- 60,000 -- - - ---- - - 40,000 20,000 ' o 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 ` The City of Allen has established a national reputation for its superior quality of life driven by its quality residential and commercial developments as well as abundant amenities. Important I transportation routes serving the City include US-75, which bisects the City in a north/south direction and provides an important link to adjacent cities. McDermott Drive/Main Street runs in an east/west direction in the center of the City. State Highway 5/Greenville Avenue, which formerly was the main north/south thoroughfare, lies roughly parallel to US-75. State Highway 121 (Sam Rayburn Tollway)offers Collin County residents a direct route to the DFW International Airport, which is approximately 30 miles from Allen, and the Dallas North Tollway, which is 10 I miles away. Dallas Love Field Airport is 25 miles from Allen and McKinney National Airport is 9 miles from Allen. I 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 industries ' City of Allen 315 FY2018 Budget CITY OF ALLEN ' DEMOGRAPHICS 2017.2018 FISCAL YEAR and corporate campuses to the community. Allen's corporate landscape is now a well-designed blend of corporate offices, professional services, telecommunications, data centers, medical, semiconductor and other technology-related industries. City of Allen Assessed Property Valuation 14 ------'"--- '--- ' 12 10 ' 0 a m 6 4 2 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 In addition to creating jobs, AEDC projects relieve the property tax burden of homeowners by , increasing the commercial tax base. 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 account for 71% of the city's commercial tax base. These projects have helped the city reduce its property , tax rate by 28% since 1992 while contributing more than $157 million for public facilities and amenities. In recent years, Allen has moved to the next level of its development and become a destination , for businesses and residents alike with new Class-A office parks, mixed-use amenities, and destination shopping, dining and entertainment venues. As a result, Allen has been consistently recognized nationally and regionally as one of the top 25 best places to live by prestigious publications such as Forbes, CNN Money Magazine, Family Circle and D Magazine. EEST TOWN 01 Featured In D-Magazine #54 City of Allen 316 FY2018 Budget CITY OF ALLEN DEMOGRAPHICS 2017-2018 FISCAL YEAR Best Places to Live 1 . ' 4.Allen,Texas _ ow ' POPMATIOR:90,408 JOB OROwTR SWCE 2010:10% PROJECTED JOB ORONRR TRROUOR 2018:145% In a town where the high school team recently won back-to-back state championships,football is king.But residents of this Dallas suburb can also celebrate an extraordinary local job market anchored by in-to%m offices of Experian and Frontier Communications and,in the adjoining town of Plano,the ' headquarters of both JC Penney and Frito-Lay.Stroll through one of the town's outdoor shopping centers and you11 find a village park known as The Green,along with bignameretail and restaurants. ISource: h11P Atime comlmonevl33189451best-places-lobs In the past year alone, the AEDC has announced over 1,365 jobs created by relocating and ' expanding companies and assisted with the construction of over 1 million square feet of new commercial development.Altogether, it is expected that these projects will add over$650 million to the city's property tax rolls. These projects include: Breaking ground on The Watters Creek Convention Center and Delta Hotels by Marriott, a convention center and four-star hotel that will be located on the northwest corner of US-75 and ' Bethany Drive. With assistance from the AEDC, the City of Allen and the Allen Community Development Corporation (ACDC), the $91 million project will be one of the largest facilities of its kind in the Dallas-Fort Worth area. 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. City of Allen 317 FY2018 Budget CITY OF ALLEN ' DEMOGRAPHICS 2017-2018 FISCAL YEAR Kaizen Development Partners, in partnership with the AEDC, broke ground on One Bethany East, a $5 million Class A office building. When it opens in Q1 2018, One Bethany will offer over 114,000 SF of Class A office space with 100% structured parking. 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 will be relocating approximately 500 high-quality jobs to its new facility. The AEDC recruited CyrusOne, a global data center developer and operator, to develop a ' 900,000 SF data center park that will result in over$600 million in investment that will translate into property and sales and use taxes on equipment as well as sales tax on electricity. The AEDC assisted local employer WatchGuard Video, 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 its new facility as it continues to grow. Hines, one of the largest private developers in the world, announced The Strand, a 130-acre, mixed-use corporate campus environment that will feature over 3 million SF of commercial space. The AEDC will be partnering closely with Hines to market the project and recruit a corporate user to kick-off the campus. ' 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 facility is home to three minor league sports teams with a growing attendance: the Allen Americans, an ECHL hockey team (and Kelly Cup champions in 2015 and 2016), the Dallas Sidekicks, an MASL soccer team, and the Texas Revolution, a CIF indoor football team. The AEDC also partnered to assist with the construction of The Village atAllen,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 recruited Cabela's to construct its 100,000-square foot store that contributes over$40 million in taxable sales annually. The AEDC and the City of Allen jointly assisted Watters Creek at Montgomery Farm, the premiere mixed-use development that attracted regional and national attention and has added over$100 million to the city's ad valorem tax rolls.The AEDC and the ACDC also jointly assisted ' Allen Premium Outlets, which has become a regional retail destination, and are assisting with its expansion currently underway. The AEDC board and staff are driven to build a diverse business and industry tax base that provides additional public funding for Allen's exemplary public schools, nationally-recognized parks and trails system, police and fire protection, and road improvements. The companies , recruited to the City by the AEDC provide jobs and tax revenue that help the City of Allen grow and maintain the public services that make Allen a great place to live, work and play. City of Allen 318 FY2018 Budget CITY OF ALLEN PRINCIPAL TAXPAYERS ' January 1,2017 2017 Percentage of Taxable Total Assessed Taxpayer Type of Business Value Valuation The Village at Allen LP Mixed use $ 154,189,216 1.25% AT&T Mobility LLC Telephone services 124,662,836 1.01% Watters Creek Owner LLC Mixed use 124,209,362 1.00% I Chelsea Allen Development LP Retail 96,186,822 0.78% Cisco Systems Inc Data Center 66,630,696 0.54% Benton Pointe Apartments Inc Apartment Complex 63,830,248 0.52% AT&T Services Inc Telephone services 63,379,704 0.51% ' Creekside Acquisition LP Apartment Complex 63,151,074 0.51% BH Settlers Gale Apartments LP Apartment Complex 62,729,086 0.51% Twin Creeks Crossing LP Apartment Complex 46,591,880 0.38% ' Total $ 865,560,924 7.00% Total Assessed Valuation $ 12,367,609,498 1 CITY OF ALLEN MAJOR EMPLOYERS September 30,2017 Percentage of Approximate Number Total Allen Company Product or Service of Employees Employment Allen Independent School District Education 2,391 6.67% CVE Technology Group, Inc. Technology/Mobile 1,200 3.35% ' Experian National Data Center/Credit Bureau 865 2.41% Frontier Communications Telecommunications 850 2.37% City of Allen Municipal Government 841 2.35% 1 Texas Health Presbyterian Hospital Hospital/Medical Offices 700 1.95% Jack Henry&Associates Information Processing 640 1.79% PFSweb Information Technology/E-Commerce 450 1.26% Andrews Distributing Retail Beverage Distributor 400 1.12% KONE, Inc. Elevator Manufacturer 320 0.89% City of Allen 319 FY2018 Budget 1 1 1 1 1 1 CITY OF ALLEN 1 1 1 1 1 1 1 1 1 Glossary 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 Atax computed from the assessed valuation of land and improvements. ' Also 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 authority for Ordinance 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. 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 bythe City which have monetary value. iBalanced 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. 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" I 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 limns 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. WIT Comprehensive Annual financial Report t 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. City of Allen 321 FY2018 Budget Glossary ' 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 CIP Capital Improvement Program , CMOM Acronym for"Capacity,Management,Operation and Maintenance"used by the EPA in regard to ' its program for evaluating Sanitary Sewer collection systems. 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. CV B Convention and Visitors Bureau , DARE Drug Abuse Resistance Education , 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 Citry 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. 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. City of Allen 322 FY2018 Budget ' ' Glossary 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 cast of goods received or services rendered whether cash payments have been made or encumbered. ' Fiscal Year Atwehre-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 ' 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 governments as Accounting Principles(GAAP) prescribed by the Governmental Accounting Standards 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 HOA Home Owners'Association ' ICMA International City and County Management Association - professional and educational association for government officials Infrastructure That portion of a citys 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 cast-reimbursement basis. City of Allen 323 FY2018 Budget Glossary ' IARC lob Access and Reverse Commute Program 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. 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; (a) 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. ' NUCOG North Central Texas Council of Governments ' NIMS National Incident Management System NPDES National Pollutant Discharge Eli mination System NTMWD North Texas Municipal Water District Note A certificate pledging payment,issued by a government or bank. t 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. 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 ' City of Allen 324 FY2018 Budget ' Glossary 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 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 I ' Subrogation Transferring of financial responsibility to the parry 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 taxes to ' (TIF) 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 Reinvestment See Tax Increment Financing;a term used interchangeably with TIF ' Zone(TIRZ) TCEQ Texas Commission on Environmental Quality tTMRS Texas Municipal Retirement System TNRCC Texas Natural Resources Conservation Commission ' TxDOT Texas Department of Transportation TPDES Texas Pollutant Discharge Elimination System ' Willis Water&Sewer ' City of Allen 325 FY2018 Budget W a_ J V i 1 1 1 y g' � : iEE # \ \ ok : ° ■ | ! ! k! r _ %0a ! CN, > £ ! ! \ f | § f | £� \d ) # @C \ M>. : ! 20 $ ; ! }) � � ) k ) ! \ ! ; ! \! X00 / \ / / (� c & 0 ! =3 r ! - - ` � ) )) § k2 00 . _ » _ _ \ } \ § � 0 � e ! ! ! 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