HomeMy WebLinkAboutO-3422-9-16ORDINANCE NO. 3422-9-16
' 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, 2016, AND ENDING SEPTEMBER 30, 2017;
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 2016-2017; 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 $210,795,344, providing a complete
financial plan fm the ensuing fiscal year beginning October 1, 2016, and ending September 30, 2017, 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, 2016, and ending
September 30, 2017.
SECTION 2. The sum of $210,795,344 is hereby appropriated for the payment of the expenditures established
in the approved budget for the fiscal year beginning October 1, 2016, and ending September 30, 2017, 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, 2015, and ending September 30,
2016, 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 2015-2016 are hereby ratified, and the budget
Ordinance for fiscal year 2015-2016, 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 in the amount not
to exceed $3,700,000 for the fiscal year 2015-2016 are hereby ratified.
SECTION 6. The City Council hereby approves the Capital Improvement Program for 2017-2021, 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 S. 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.
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 13TH DAY OF SEPTEMBER 2016.
APPROVED:
Stephen Terrell, MAYOR
APPROVED AS TO FORM: ATTEST:
Peter G. Smith, CITY ATTORNEY She0ey B. Geo CITY SEC ARY
Ordinance No. 3421-9-16, Page 2
f= ANNUAL BUDGET
' CITYOFALLEN 2016-2017
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ALLEN, TEXAS
' In accordance with the passage of S.B. No. 656, Local Government Code, Sec. 102.007, was
amended to require that an adopted municipal budget must contain a cover page that includes the
following information:
"This budget will raise more revenue from property taxes than last
year's budget by an amount of $3,565,981, which is a 6.60 percent
increase from last year's budget. The property tax revenue to be
raised from new property added to the tax roll this year is
$1,241,748."
The members of the governing body voted on the budget as follows:
Stephen Terrell, Mayor
Gary L. Caplinger, Mayor Pro Tem, Place 5
Kurt Kizer, Place 1
Ross Obermeyer, Place 2
Joey Herald, Place 3
Robin L. Sedlacek, Place 4
Baine Brooks, Place 6
None
None
None
Property Tax Rate Comparison
FOR:
2016-2017
AGAINST:
Property Tax Rate:
PRESENT and not voting
$0.530000/100
ABSENT:
Stephen Terrell, Mayor
Gary L. Caplinger, Mayor Pro Tem, Place 5
Kurt Kizer, Place 1
Ross Obermeyer, Place 2
Joey Herald, Place 3
Robin L. Sedlacek, Place 4
Baine Brooks, Place 6
None
None
None
Property Tax Rate Comparison
2016-2017
2015-2016
Property Tax Rate:
$0.520000/100
$0.530000/100
Effective Tax Rate:
$0.490907/100
$0.499257/100
Effective Maintenance & Operations Tax Rate:
$0.376293/100
$0.368306/100
Rollback Tax Rate:
$0.530123/100
$0.521497/100
Debt Rate:
$0.123727/100
$0.123727/100
Total debt obligation for City of Allen secured
by property
taxes:
$88,835,000
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CITY OF ALLEN, TEXAS
ANNUAL BUDGET
FISCAL YEAR 2016 - 2017
CITY OF ALLEN
Presented to the City Council
September 13, 2016
Councilmembers
Mayor
Mayor Pro Tem, Place No. 5
Councilmember, Place No. 1
Councilmember, Place No. 2
Councilmember, Place No. 3
Councilmember, Place No. 4
Councilmember. Place No. 6
Management Staff
City Manager
Chief Financial Officer
Assistant Chief Financial Officer
Budget Manager
Stephen Terrell
Gary L. Caplinger
Kurt Kizer
Ross Obermeyer
Joey Herald
Robin L. Sedlacek
Baine Brooks
Peter H. Vargas
Eric Cannon
Joanne Stoehr
Chris Landrum
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C I T Y OF A L L E N
Our 911 ission
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 fulfil our mission in a way that.
RESPECTS AND VALUES CITIZENS AND EMPLOYEES § NURTURES
COMMUNITY INVOLVEMENT § DEMONSTRATES THE HIGHEST ETHICAL
STANDARDS§ WIPROVES 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
I
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTEDTO
' City of Allen
Texas
Forthe Fiscal Year Beginning
October 1, 2015
Exccmrvc Dimoor
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TABLE OF CONTENTS
GENERALFUND
Revenue and Expenditure Summary ... ..... .............................................................. 37
Revenue and Expenditures by Function Charts ......................................................... 38
1- ... . . ................................... .......... ...... .........................
BUDGET OVERVIEW
TaxStructure ..............................................................................................................
41
Letter from City Manager ........................................................ ...............
. ... ...... ... ..... 1
Expenditures by Function ............................................ ......
EconomicOutlook ..........................................................................................................
9
44
Departmental Performance Measures Overview .........................................................
10
Fire.................................. .... ..... ...............................................................................
FundStructure ...... ......................................................................................................
11
.......... .... . .............. ...... ... 102
Budget Process — Basis, Process, and Amendments .................................................
15
Internal Services .................................... .......... ..........
BudgetCalendar ............................. . ............... ..........................................................
17
117
Budget Process — Strategic Plan and Capital Budget .................................................
18
Parks and Recreation .... . ................................ ...........
StrategicPlan .... ... .......... ... . .... ................................................................................
19
145
Financial Policies and Practices ..........................................................................
....... 22
RevenueSummary ......................................................................................................
27
Combined Budget Summaries ....................................................................................
31
OrganizationalChart ....................................................................................................
35
StaffingSummary ........ .......... ... ................................................................................
36
GENERALFUND
Revenue and Expenditure Summary ... ..... .............................................................. 37
Revenue and Expenditures by Function Charts ......................................................... 38
1- ... . . ................................... .......... ...... .........................
.................................... -
TaxStructure ..............................................................................................................
41
BudgetAssumptions ...................................................................................................
42
Expenditures by Function ............................................ ......
... ..... .... . . ...... .......... .. 43
Expenditures by Classification ....................................................................................
44
GENERAL FUND DEPARTMENTS
CityAdministration ......................................................................................................
45
CitySecretary ....... ... ...... ..... .... ...............................................................................
50
Community Development .............................................................................
.......... .. 56
Community Services ........ .......... ...............................................................................
67
Engineering..................................................................
.......... .......... .......... .......... .. 84
Finance.......................................................................................................................
90
Fire.................................. .... ..... ...............................................................................
96
Human Resources .......................................................
.......... .... . .............. ...... ... 102
Information Technology .............. .......... .......... ..........
........ . ........... ... ...... . ... .... 108
Internal Services .................................... .......... ..........
......................... ...... .......... 113
Library.......................................................................................................................
117
MunicipalCourt .........................................................................................................
126
Parks and Recreation .... . ................................ ...........
.......... ................................ 131
EventCenter .............................................................................................................
145
Police................ .................................... ... ..................
........................................... 153
Public and Media Relations Office ............................................................................ 162
TABLE OF CONTENTS continued...
'
DEBT FUND
SERVICE
Debt Policy and Fund Balance Summary .................................................................167
Debt Service Requirements...................................................................................168
TAX INCREMENT FINANCING FUND
Revenue and Expenditure Summary .......................................................................171
Tax Increment Financing........................................................................................172
WATER AND SEWER FUND
Revenue and Expense Summary ............................................................................
176
Revenue and Expenses by Function Charts............................................................177
RevenueDetail.........................................................................................................178
Expenses by Classification ........ ............................................. .... ...... ................
.... . 179
Waterand Sewer.........................................................:...........................................180
UtilityCollections.......................................................................................................187
OTHER FUNDS
SolidWaste..............................................................................................................192
Drainage...................................................................................................................
200
GolfCourse .... ..... .......... :.......... ..................................................................
........... 207
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Asset Forfeiture........................................................................................................214
HotelOccupancy Tax...............................................................................................218
GrantFund................................................................................................................225
SpecialRevenue Fund.............................................................................................229
ReplacementFund ... ..... .... _.................................................................................233
Facility Maintenance Fund........................................................................................238
RiskManagement...........................................................................................242
Economic Development Corporation........................................................................249
Community Development Corporation......................................................................256
CAPITAL PROJECTS
LocatorMap..............................................................................................................262
Major Projects - Highlights..................................................................................263
Relationship between Operating and Capital Budgets............................................266
Capital Projects Funding Summary ..........................................................................268
Debt..........................................................................................................................
272
APPENDIX
Budget and Tax Ordinances ................ .......... .......... .... :.......... ....... :..........
.......... 277
Debt Management and Fund Balance Reserve Policy.............................................281
'
Miscellaneous Statistics .... ... .......... ..... ...................._..........................................290
Glossary....................................................................................................................296
' CITY OF ALLEN
October 1, 2016
Mayor Stephen Terrell
Members of the Allen City Council
City of Allen
Allen, Texas
Mayor Stephen Terrell and Members of the Allen City Council:
1 am pleased to present the 2016-2017 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, 2016, to September 30, 2017. 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 proposed 20162017 budget and tax rate were held on August 23, 2016, and
September 6, 2016. The budget and tax rate was adopted on September 13, 2016.
The proposed budget for fiscal year 2017 focuses on maintaining the excellent level of service
that our citizens expect. However, in spite of increased appraised values and the public rhetoric
that municipal budgets will be prosperous, the proposed budget remains very lean due to
previous budgetary commitments from the General Fund. This budget allocates resources
according to the priorities of our citizens and City Council, while maintaining the conservative
fiscal approach that has allowed Allen to continue to preserve its AAA bond rating. This budget
maintains the programs and services identified by our citizens as priorities while providing for
a $0.010 decrease to the City's tax rate. The reduction from the current rate of $0.530 to $0.520
represents a reduction of $1,122,545 in potential revenue to the City's General Fund.
No additional employees, or FTE's (fill time equivalents), are included in the General Fund.
Although staff has requested positions to handle increased workloads and new service
commitments, the direction from the City Manager continues to encourage department directors
to identify operating efficiencies by use of professional services or contractual agreements to
respond to increased demands without adding additional staff.
The 2017 fiscal year total combined budget revenue plus beginning fund balance equals
$293,792,080 and total budgetary expenditures are estimated at $210,795,344. Balancing the
needs of the community with available financial resources presents an annual challenge in the
development of the budget. The 2016-2017 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.
Stratemc Planning
The Strategic Plan is a working document that sets the community's highest priorities and
' provides guidance to City staff when making budgetary determinations. The strategic plan
allows City staff to properly align the City's valuable resources with the community's priorities,
305 CENTURY PARKWAY • ALLEN. TEXAS 75013.8042.214.509.4100
WEB:w ..dtyofallmwg• EMAIL: co.@mtyofdlen.o,g
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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 2017
Goal 1 Enhance community livability and safety.
Goal 2
Cultivate regional alliances and partnerships with agencies and governmental units
that affect Allen.
Goal 3
Improve regional mobility through transportation initiatives.
Goal 4
Signify, enhance and communicate Allen's identity to the region and the nation.
Goal 5
Systematically invest in public infrastructure.
Goal 6
Maintain operational excellence in city government services.
Goal 7
Provide economic investment that increases employment opportunity, the tax
base, and provides desired goods and services for residents and contributes to the
communit 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 2016-2017
equals $11.22 billion, which equates to an overall increase of approximately $1.046 billion
(10.28%) from the previous year.
Assessed Property Valuation (in Billions)
11.22
10.19
246—
8.37�—-.
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Tax Rate
The proposed budget reduces the city's tax rate to $0.520, and continues the City's commitment
to providing high quality services. The City continues to prepare for its future obligations and
adheres to the City's long-term financial plan. Of the total tax rate, $0.396273 is dedicated to
operations and maintenance (O&M) in the General Fund, and $0.123727 is dedicated to general
obligation debt service. The portion of the tax rate dedicated to debt service is 23.79% of the
overall tax rate. This rate is consistent with the City's current policy to maintain the debt service
Iportion below 35%
City of Allen 2 FY2017 Budget
History of Tax Rate
—#ASS 0.552 0.55
2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017
■ Total Tax Rate
The average single-family home taxable value in Allen is currently $307,970, an increase of
$27,154, or 9.67% from the previous year. At a property tax rate of $0.52, the municipal tax
paid on the average single family home will be $1,601.
Home Value Tax rate Property Tax
$100,000 $0.52 $520
$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 August 2016, the ratings
on the City's General Obligation debt were reaffirmed at AAA by Standard and Poor's, and
were upgraded to Aaa from As] by Moody's. At the beginning of fiscal year 2017, the total
outstanding debt balance will be $88.84 million, and the debt service payments on this
outstanding balance will be $13.92 million for the year.
Programs and Staffing Levels
The City currently supports a staff of 792.95 full-time equivalent employees allocated among
the operating departments. This budget recommends no additional General Fund employees, but
includes an increase of 5.0 full-time equivalent (FTE) positions in other funds, setting the
employment level for fiscal yew 2017 at 797.95. This includes 4.0 FTE in the Water and Sewer
' Fund and LO FTE in the Hotel Fund. The staffing level has been increased in these funds to
address the goals established in the Strategic Plan and maintain current levels of service.
City of Allen 3 FY2017 Budget
The graph below reflects the number of employees per thousand citizens for the past five years.
' Employees per Thousand Citizens
8.32 -_.._._.____ 8.26 8.38 - 8.35 ____..— — 8.08
2012-2013 2013-2014 2014-2015 2015-2016 2016-2017
General Fund
The General Fund accounts for all expenditures for traditional government services. This fund
finances operations such as Public Safety, Library, 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 $94,549,929 for the fiscal yew 2016-2017
budget, an increase o14.1% from the amended 2015-2016 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 $18.7 million, a 3.l% increase from
the amended 2015-2016 budget. This is a result of continued commercial retail development and
population growth in Allen.
General Fund operating expenditures and budget transfers total $95,473,374, reflecting a 6.3%
increase from the amended 2015-2016 budget. The available ending fund balance for the
General Fund, including an assigned balance of $2 million, is projected to be $20,543,059,
leaving 70.9 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 limited capacity in
fiscal year 2017 for new programs and the absence of any additional staff:
The proposed General Fund budget includes a $600,000 transfer from the General Fund to the
Facility Maintenance Fund. This fund was established to provide for the large, complex, non-
CIP facility repairs that typically are emergency type repairs. This fund is not programmed as
an operating budget, to allow for these unforeseen facility related repairs or projects as they
occur.
With the organization's increasing dependency on technology, we are faced with the need to re-
invest in the city's technology infrastructure, which represents approximately $779,241 in
General Fund costs. IT will be systematically replacing infrastructure to ensure optimum
' functionality and redundancy of available systems, including replacement of the city's
microwave network, which provides redundancy to all city operations and, most importantly, to
Public Safety facilities to ensure dispatch and network communications are never lost.
City of Allen 4 FY2017 Budget
Additional technology infrastructure costs include upgrading the telephone system software,
' replacement of various servers that have reached capacity and end of life, replacement of Cisco
Switches which are backbone switches to ensure the computer network operates, and installation
of a generator for the Library Server Room.
The workload demand for sidewalk and roadway repairs continue to outpace the city's resources
in the streets department. Rather than hiring a new crew to complete the work, the General Fund
budget includes $400,000 for contractual services.
In an attempt to maintain the compensation philosophy established in prior years, funds are
included in the proposed budget to implement a four percent (4%) merit -based increase in salary
for general employees. Public Safety compensation plans for swom positions continue with the
pay plan methodology that was implemented two years ago. This methodology incorporated a
step plan based on merit for both Police and Fire swom 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 total of $1,054,896 in funds are also included in the
proposed budget for market adjustments to certain swom positions based on a biennial review
of comparison organizations.
The City of Allen utilizes a conservative 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 yew progresses.
' Water and Sewer Fund
The Water and Sewer Fund is expected to begin fiscal year 2017 with $15.83 million in working
capital balance. The total fund revenues are expected to be approximately $39,232,008, allowing
for budgeted expenses of $41,450,637. Expenses include a $3,345,000 transfer to capital
projects for systematic water and sewer infrastructure replacement projects and future CIP
funding. The budget anticipates that a new water and sewer rate study will be conducted in 2017,
with the most recent rate study having been updated in fiscal year 2012. The $13.61 million in
working capital ending balance results in 120 days of operating expenditures in reserve, which
is within the city policy of 90 to 120 days. This healthy balance is necessary to fund future
capital projects and ongoing maintenance planned to ensure that the water and sewer
infrastructure will continue to meet the needs of the city. Due to careful implementation of the
City's water and sewer rate plan, coupled with 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 3 employees that will specialize in the remediation of
Fats, Oils and Grease (FOG) has been requested to meet the increased enforcement demands
from both TCEQ and the EPA. This crew is requested to begin at mid -year, beginning April 1,
2017. One Water Quality Maintenance Worker is also requested at mid -year, while a new Asset
Management software package has been requested to ensure full compliance with the regional
Capacity Management and Operations Maintenance (CMOM) plan that the City is engaging in
as a response to EPA inspections. Finally, the Water and Sewer Fund will contribute to the
' replacement of the current camera van in order to upgrade technology to enhance our sewer line
camera efforts and satisfy the need for additional TCEQ and EPA reporting.
City of Allen 5 FY2017 Budget
' Solid Waste Fond
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 2017 are $6,654,984 with budgeted expenses
totaling $6,888,640. The total ending fund balance for the Solid Waste Fund is projected to be
$2,305,373. Consistent with prior Council discussion, in fiscal year 2017 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 2017 to keep Allen beautiful through
its solid waste, recycling, yard waste, and household hazardous waste programs, and by assisting
the Keep Allen Beautiful (KAB) Board in the execution of key events including: Allen Recycles
Day, Great American Cleanup, Arbor Day/Trees for Allen Program, Earthfest, conducting a
zero -waste Allen USA event, and the annual AISD Educator's Expo.
The Solid Waste Fund will contribute funding in the amount of $300,000 in fiscal year 2017 for
alley repairs.
Drainage Fund
The Drainage Fund is supported by drainage fees on utility bills and development inspection
' fees. The Fund performs drainage system maintenance, funds the City's contracts for street
sweeping and greenbelt mowing along drainage ways, and mosquito abatement activities. The
Fond also supports the City's Texas Pollution Discharge Elimination System (TPDES) permit
activities, and provides funds to accomplish drainage system related capital improvements. The
anticipated revenues in fiscal year 2017 are $1,555,820 with budgeted expenses totaling
$1,643,792. The total ending fund balance for the Drainage Fund is projected to be $497,570.
Golf Course Fund
Golf course operational expenses in fiscal year 2017 are anticipated to be $3,528,844, which
will be covered by operational revenues estimated at $3,228,884, and transfers in from the
General Fund of $300,000. However, this General Fund support may decrease dependent upon
actual revenues from green fees and food & beverage exceeding the conservative budget
expectations. A new Point of Sale system at The Courses at Watters Creek is requested in this
budget, which is anticipated to be paid for by the increase in revenue from additional tee times
generated via the new system.
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 2017 are expected to total $1,784,185 with budgeted expenses of
' $1,354,865. 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
City of Allen 6 FY2017 Budget
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 $959,295. This includes
funding for the continuation of the CVB brand rollout, as well as amounts allocated for the Lone
Star Conference basketball tournament and others as they arise. A full-time Sales Manager (1
FTE) has been requested to assist with the increasing demands of a growing CVB operation.
The position has been requested to be filled at mid -year.
The Hotel Occupancy Tax Fund also includes $1,000,000 allocated in FY 2017 Assigned Fund
Balance, which represents the incentive for the new Hotel/Convention Center. The other portion
of the incentive payment is included in the General Fund. A total of $3,100,000 is being held
in assigned fund balance for this development.
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.
While health care premium costs continue to rise nationwide, there are no budgeted increases to
' the City for health insurance in fiscal year 2017. This is due in part to the mitigation of certain
prescription drug claims and efforts to slightly restructure the plans last fiscal yew. The City
will continue to maintain a fiscally sound fund while looking for ways to lower healthcare costs.
Workers' compensation insurance claims and premiums will increase compared to the prior
year. The budgeted amount for workers' compensation coverage is $521,190.
Property and Liability Insurance is anticipated to decrease to a total anticipated budgeted amount
of $603,319 due to vehicles identified on last year's policy that are no longer owned by the City
of Allen (either due to total loss or asset sale). The Risk Division continues to audit all policies
on an ongoing basis for additional cost savings.
The Risk Management Fund continues to be in good financial condition. The fund balance
continues to provide the financial security needed in the event that catastrophic claims should
occur.
Capital Improvement Program (CIP)
In May 2016, Allen citizens authorized the future issuance of $93.15 million in General
Obligation Bonds to fund capital improvement projects over the next seven years. The projects
identified within that bond program represent a significant investment in infrastructure, public
facilities and recreational assets. No debt from the 2007 election is scheduled to be issued for
FY2016 or FY2017. Only $2 million remains authorized and unissued from the 2007 bond
election for use at the Municipal Service Center
City of Allen 7 FY2017 Budget
In FY 2017, approximately $9.59 million from Ile 2016 series of bonds will be issued. Of that
$9.59 million, $2.3 million is allocated to reimburse the City's reserves as approved by
reimbursement resolution in July 2016. The resolution allowed the City to begin work on the
following projects:
• $600,000 used to expand the existing parking at the Allen Public Library
• $950,000 for engineering services for improvements at the Central Fire Station
• $750,000 for various Arterial Roadway Improvements throughout the community
The remaining funds will be used as follows:
• Approximately $4 million towards the development of Firearms Training Facility
• Approximately $3.06 million for Streets and Drainage projects throughout the city, most
notably the development of Ridgeview Drive from Cottonwood Creek to Chelsea
Boulevard
• Approximately $225 thousand for public art projects
Lastly, during the fourth quarter of FY 16 the City issued approximately $2 million in Tax Notes
to fund the replacement of its public safety radio equipment. The repayment of these notes will
conclude in August 2019.
Conclusion
This completes the highlights of the 2017 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, in particular, Eric Cannon, Joanne Stoehr and Chris Landrum. In
addition, 1 would like to give a special thanks to all City employees who continue to work so
hard to provide quality services to our citizens and who are committed to the success of the City
of Allen.
Respectfully submitted
Peter H. Vargas
City Manager
City of Allen 8 FY2017 Budget
CITY OF ALLEN
ECONOMIC OUTLOOK
' 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.
Property and Sales Tax
The rate of growth in property and sales taxes has increased over the last several years. The current year's
increase of 10.28% in property tax valuation is primarily due to real property reappraisals and new property
additions. Assessed valuation increases going forward are expected to be in a range of 5.8% to 7.8%. Projected
sales tax revenue increases include in-line retail finish outs, per capita growth, as well as adding new restaurants
as the city's sizable retail developments continue to expand towards full occupancy. The overall increase in sales
tax revenues for FY2017 is estimated at 3.01°/ over FY2016 revised revenues
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 to
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. Additionally,
when prudent, the city refinances previously issued debt in order to take advantage of lower interest rates.
Other Operating Needs
The city conducts a study of compensation for general schedule employees as compared to the market every
' other year. This process took place in 2015 and implemented the findings in FY2016. 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 2017 for
implementation in FY2018. In off years, swom personnel are compared to market data. Salary ranges are
adjusted to be at the market average based on position. This study was conducted in FY2016 and will be
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 (2%) increase. FY2017 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. We anticipate that this trend will continue in the 2017 legislative session. Some of
these bills could have a devastating impact on cities' revenues. The city monitors these bills and their progress
through each bi-annual legislative session, and responds by working with other local governments to provide
supporting data for testimony, or by participating in opportunities to talk directly with legislators. The city also
stays updated on legislation at the Federal level, such as that which relates to health care reform, and has taken
the necessary budgetary and personnel steps required as a result of the Patient Protection and Affordable Care
Act(PPACA).
Balanced Budget
In response to the challenges mentioned above, the city continues to make adjustments in order to balance the
budget while still providing exceptional service. Additional staffing in various areas has been authorized to enable
the City to continue providing a high level of service to its citizens. Although the overall staffing level increases,
the projected per capita staffing level will decrease in FY2017.
' By using conservative budget management strategies, the City of Allen has been able to navigate challenging
economic times with minimal impact to staff, programs, and service levels. As the economy has improved, the
additional resources have been dedicated to improving service levels and moving forward with debt and cash
financed protects. The city continually monitors economic conditions, and is prepared to make additional
adjustments as circumstances change.
City of Allen 9 FY2017 Budget
CITY OF ALLEN
DEPARTMENTAL PERFORMANCE MEASURES
' 2016-2017 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."t 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.
'From page 5 of Harry P. Harry's book Performance Measurment
' From the National Center for Public Productivity, Rutgers University
City of Allen 10 FY2017 Budget
CITY OF ALLEN
FUND STRUCTURE
' 2016-2017 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
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 city's Tax Increment Financing (TIF) zones and related TIF agreements.
Special Revenue Funds
The Special Revenue Funds account for the proceeds of certain revenue sources, the expenditure of which are
legally restricted forspecified purposes.
1
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.
Hotel Occupancy Tax Fund
The Hotel Occupancy Tax Fund is used to account for funds received from hotel occupancy tax and
expended as allowed by state law.
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.
City of Allen 11 FY2017 Budget
CITY OF ALLEN
FUND STRUCTURE
' 2016-2017 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 necessaryto ensure the solvency of the fund.
Solid Waste Fund
The Solid Waste Fund is used to account for revenues and expenses associated with the privately
' contracted trash collection service and the solid waste disposal contract with the North Texas Municipal
Water District.
Drainage Fund
The Drainage Fund is used to account for the provision of developing and maintaining proper drainage
services to the residents of the city.
Golf Course Fund
The Golf Course Fund was established to support the daily operations of The Courses at Watters Creek.
Purchased in October 2004, the golf course provides additional recreational opportunities for the
citizens of Allen and the surrounding region.
Internal Service Funds
The Internal Service Funds are used to account for financing of goods or services provided by one department or
agency to other departments or agencies of the city, or to other governmental units, on a cost -reimbursement
basis.
Replacement Fund
The Replacement Fund accounts for the cost associated with the acquisition of capital assets such as
vehicles 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 ansing
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 12 FY2017 Budget
I
CITY OF ALLEN
FUND STRUCTURE
2016-2017 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 fAEDC1
The AEDC is responsible for aiding, promoting and furthering economic development within the city.
Community Development Coroorobon (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
Debt Service Fund x
Tax Increment Fin.
Fund x x
Hotel Tax
x
Community Dev Corp
x
Economic Dev Corp
x
Water & Sewer
x
Solid Waste
x
Drainage
x
Golf Course
x
Asset Forfeiture
x
Special Revenue
Fund
x
Grant Fund
x
Replacement Fund
x
Facility Maintenance
x
Risk Management
x
City of Allen 13 FY2017 Budget
CITY OF ALLEN
FUND STRUCTURE
2016-2017 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.
City of Allen 14 FY2017 Budget
CITY OF ALLEN
BUDGET PROCESS
2016-2017 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
criteria include physical condition, age, mileage (or operating hours) and maintenance costs.
Items meeting the criteria with positive equity balances in the Replacement Fund are
recommended for replacement to the City Manager. If items need to be replaced and do not
have a positive equity balance, the difference can be made up from the requesting
departments operating funds with the approval of the City Manager.
At the budget kick-off meeting in March, the City Manager gives departments the guidelines to
' be used in preparing budget requests. The budget is broken down into three parts: a year-end
estimate, a base budget for the upcoming year and new programs for the new fiscal year.
The year-end estimate is a projection of revenues and expenditures for the remainder of the
current fiscal year. All accounts are evaluated to determine whether they need to be adjusted
from current budgets. Accounts that are under or over budget are revised to meet year-end
needs. New projects are not added to the year-end estimate. Only the cost for maintaining
the current base operation is revised as needed.
The base budget estimate for the upcoming fiscal year is the proposed cost for maintaining the
current base operation, and assumes no additions of personnel or equipment. Activities that
require additional resources to maintain the current service level, due to factors such as growth
or new facilities, are considered additions to the base budget, and are included in the new
programs part of the budget. Increases to the operating portion of the base estimate are
limited by a set percentage that is tied to an economic indicator to reflect inflation. All capital
and one time purchases from the previous fiscal year are not included in the base budget.
The third part of the budget 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 15 FY2017 Budget
CITY OF ALLEN
BUDGET PROCESS
' 2016-2017 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 has the opportunity to review the
budget with the City Manager and Directors, and discuss 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 lfy 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 FY2017 budget process, two public
hearings were required on the tax rate. To be consistent, the city chose to hold two public
hearings on the FY2017 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.
City of Allen 16 FY2017 Budget
CITY OF ALLEN
BUDGET CALENDAR
' FISCAL YEAR 2016-2017
January 16, 2016 Strategic Planning with Council
January 25 Vehicle replacement lists, forms, and instructions sent to departments
February 29
Personnel requests due to Human Resources
March 4
Vehicle/equipment replacement requests due to Finance (inspections week of 3/14)
March 11
Technology requests due to LT.
March 9 & 16
Budget training (March 9th at 10am and2pm; March 16th otl0am and2pm)
March 15
Preliminary meeting- Risk fund (Finance & HR)
Week of March 21
Risk fund meeting with City Manager (Finance & HR)
March 22
Budget kickoff meeting (10am, Council chambers)
March 29
Vehicle Replacement Committee meets
April 8
Vehicle Replacement and I.T. recommendations to City Manager
April 20 Budget input deadline and Ranking Sheets due for all departments
April 21 Roll Budget Projection Levels to Finance Department Review level
April 18 - May 6
Finance reviews departmental submittals; meets with departments as needed
April 22
Capital Projects (CIP) information due to Engineering department
May 2 - 6
Staff review of Hotel Tax Grant applications
Week of May 2
Personnel recommendations to City Manager (Finance & HR)
Preliminary meeting- Allen Event Center
'May
Week of May 9
Hotel Tax Committee makes recommendations to City Manager
May 23 -lune 3
City Manager/department head budget review (Memorial Day hohday is Monday, May 30th)
June 10
Department summary pages due to Finance; Ong charts to Finance from Human Resources
June 13 - 24
Final budget preparations
June 28
Preliminary budget information to Council
July 1
Departmental performance measures due to Finance
July 13
Briefing to department heads on proposed budget
July 25
Deadline for chief appraiser to certify rolls to taxing units
July 26
Calculation of effective and rollback tax rates (County publishes in 8/11 paper)
August 9
Deliver Proposed Budget to City Council; Council sets public hearing dates for budget & tax rate;
August 25 (Thurs)
Council takes record vote to place on the agenda of a future meeting and proposal to adopt the tax rate
August 11 (Thurs) County publishes Notice of 2015 Tax Year Property Tax Rates (at least 7 days before public hearing);
post on City website and cable channel until 9/14 (or day after last public hearing)
August 11 (Thurs)
City publishes first notice of public hearing on budget & tax rate (5 to 15 days before public hearing)
August 16
CIP document to Planning& Zoning Commission
August 19 - 21
Council budget workshop
August 23
First public hearings for budget and tax rate; announce date, time, and place of vote on tax rate
August 25 (Thurs)
City publishes second notice of public hearing on budget & tax rate (5 to 15 days before public hearing)
September 6
Second public hearing for budget and tax rate; announce date, time, and place of vote on tax rate
7
Remove notice of public hearing from website and TV; post Notice of Vote on Tax rate until 9/14
'September
September 13
Adopt budget at City Council meeting, adopt tax rate at City Council meeting
September 14
Post supplemental notice on website and cable channel if required (post until 9/30)
October 21
Final document published (to CM office for 10/25 Council meeting)
City of Allen
17 FY2017 Budget
Strategic Plan
The City of Allen takes the "team approach" to strategic planning. All departments participate
in the development of the city's Strategic Plan, which is a detailed expansion of the eight goal
statements developed by the City Council. The City Council, along with the City Manager and
Directors, 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. A complete list of tasks related to each objective may be
found in the complete Strategic Plan document, published by the City Manager's office. The
information presented here is from the 2016 Strategic Plan document, which was the basis and
justification for budget items requested for FY2017.
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. Monthly 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 18 FY2017 Budget
CITY OF ALLEN
BUDGET PROCESS
'
2016-2017 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
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. A complete list of tasks related to each objective may be
found in the complete Strategic Plan document, published by the City Manager's office. The
information presented here is from the 2016 Strategic Plan document, which was the basis and
justification for budget items requested for FY2017.
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. Monthly 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 18 FY2017 Budget
CITY OF ALLEN
2016 STRATEGIC PLAN
IMPLEMENTATION PLAN
Goal 1. Enhance Community Livability and Safety
Year
Target
Reappraised
Identified
Data
Ongoing Strategies:
Strategy 1. Continue the provide progressive and efficient emergency services
PollcelFire
,..3002.
.4"Al
Ongoing Oneceve e
Objective EReorry l royy n.I blia.rtlej, ,rvi,
11
2002
Jal
Strategy 2. Manage growth and development to preserve Allen's character and maintain neighborhood
plan
21101
DeC-t0"
vitality
Ongoing ObleclHes:
Objective 1. Oevelpp a colonel brooms pop.& a propli el for clier loorholvel nnJ
Plan
2013
lisp
commercial developments
Strategy 3. Ideal wanman and faellitab a regiment of services available to readable
AdmlulPlm
2014
Jan47
Ongoing Onlectiese
Objective 1 Idenitly the Collin Comer, Services avmlable IOAllen moldenle and encoaage Ins County Io nava u
Mp tie r prONem Allen
Admin len
2010
Jan -17
Strategy 4. Renovate and Construct Neighborhood Parks with Designs for Water Conservation
P8R
2002
Jan -17
Ongoing Objectives:
Objective 1 Construct internal Neighborhood Park
P8R
2007
Jane
Goal 2. Cultivate regional alliances and partnerships with i aencies and governmental units that affect
Allen
Year
Target
Raeectua ilily
Identified
Data
Ongoing Strategies:
liberal t. Create rtcreallonal partnerships
PI
2005
Decal
Orri Objectwae',
Objective Devebp Partnership with ASAfar Nlure a0uppefacilities and recreational opportancies
P8R
2005
Del
- Strategy 0. Complete development of Herdaga NOagato trtelraW. Alleafe battery
PSRA%dn%
2013
ACb1B
Ongoing Objectives'.
odlefrvat Implement plan to complete mnstmenn ohne Heritage village
11ml mm
frig
orit
Goal 3. handed. befelonal mobility through transportation initiatives
Year
Target
Resuonsibilily
identified
Date
Ongoing Strategies:
Strategy 1. Develop a locallregional transit plan including mass transltllight rail
Plarelling
2003
Jun -17
notably Ob,rebei s.
Objective Monitor sale ell ton regarding public transportation Weer,
Ery
ID03
Jame
Strategy 2. Continua to leverage County, State tTxDOTI and Federal resources for road funding
Eng
2004
Call
Ongoing Objectives:
Ogbativet Work wdo IDOT on US 15
Eng
200f
Mal
Objective Continue paMeent. sun Count, M new roadway protects
Erg
zoos
Del
City of Allen 19 FY2017 Budget
CITY OF ALLEN
2016 STRATEGIC PLAN
IMPLEMENTATION PLAN
W
Sianity enhance and communicate Allen's identity to the region and the nation
Year
Target
-W4.
Responsibility
Identified
Data
Ongoing
Strategies:
Strategy t. Continue to with open space funding
Pan
2002
May -21
Ongoing Ottiourvee
OOledivel MO&en Farm Pmjent
Part
2000
di
Strategy 2 Plan for Me design and conMrual of needed City Rapids and Recreation Facilities
PSR
2003
OCP9
Ongoing Objselivas'.
Objective Establish new rommumry perk west e1 O5 75
PSR
2003
Oct11
061ecli1e 2. Redevelop Peru Pool
P8R
2009
Octto
Strategy 3. Signify the City of Allen through beautification efforts
P&R1Eng
2000
Mar
Ongoing Ong-haps.
Soon -1 Implement the Pubic An Mager Plan
PSR
200)
Me,S
Strategy a. Encourage the awareness and use of Library services and programs through marketing,
Library
2011
Ati
outreaaheanR} pedal environment
Ongoing Objectives:
Phil Pravda a pa0lve eapenence and welmminq euvionmeni tear Obrary prions
Library
2011
May 22
Gaal 5.
Systematically invest Rl C61(NChlro
Year
Target
Responsibility
Identified
Date
Ongoing
Strategies:
Strategy 1. Implementation Of the G.O. Bond, Capital Improvement Program (CIP)
Eng
2008
Carl
Snaring Objacuvaa
Objnif",1 1 i t Ihe2001-2013 CIT Go gond Program
Ds
Roca
On, 16
Strategy 2. Construct and improve roadway Infrastructure
Eng
2000
Dec -18
'
Ongoing Obiettives:
OelecuveI East Mary Road Implemented - Phase 11
Erg
2007
Jen -16
ObjenNe 2 Rldgevlew Drive
Erg
2007
Deal
Object -3 Rdraways Interchange w0 VS 75
Eng
2007
Deo -10
Strategy3 Plan for the constrgction of needed City facllities
Eng
2005
Deri
Ongoing Objadives
Species Fu Station
Eng
2012
Oec16
OgMve2 ConstructFi SSlatbn6
Ergffne
2007
Darl
Goat B,
Makintafo coeradanal azcellad. in City novemment services
Year
'-
ResoonsiblliN
Identified
Ongoing
Strategies:
strategy 1. Utilize technology for optimum performance and customer service
IT
2006
D_
Ongoing Objections:
Od-MeI Research the use of wifeless technology
IT
2006
Nw-18
Objective Expand use of GIS rods
Plan
2001
NOv-16
Objective Implement the IT Hasler Plan
IT
2007
Dal
Strategy 2.
HR
2000
Dec -06'
Develop Human Resources programs to become Me City Mat is Me "Employer of Choice"
,
OnaOing Obj.clival
Opperrvel Continue to imprme and mund quality slafl
HR
M07
Cal
Objeclire 2. Continually revrew and address HR pogams to maintain an escellenl worMorce
OR
2009
Oeo18
Strategy 1. Ensure excellent fiscal management to maintain public trust
Finance
Ongoing Om.parms:
Objective Mondor the Cars capital investments all economm challenges
Fuan"
2009
Mai
City of Allen 20
FY2017
Budget
CITY OF ALLEN
2016 STRATEGIC PLAN
1
Strategy 2. Work with NTMWD to protect and conserve water resourcetl
Ongoing objectives
Conserve Work with other membw titles fin review IlTMwOa service philosophy add N ewmme such ssum CS M07 Omte
as g,wmmd , sources ofwater supply all rob structure
City of Allen 21 FY2017 Budget
IMPLEMENTATION PLAN
Goal .
creases employment eoris the tax has¢ and pre,sideds
dSftled
ftr Poaidentsantl contributes to the community character and
Year
Target
identity
Resoormibiine
Idandified
Data
Ongoing
Strategies'.
Strategy i.
Identify the type of lntluslry the City of Allen desires to recruit to the SH121 corridor and
AEDCIPIan
2010
Dad -16
encourage development of commarelal space that is most attractive to meet those needs
Ongoing re chvis.
Objectival
PIaohl
2010
Del
Use partnerships and mnmg to all bevatopmenr that will made@e the value of the 121 Corridor
Defense
Be prepared to recousiouppon corporate relocation candidates to Allen
AEDCIPIan
2010
Deo -l6
Create and implement a timetable for public and private Investment in the area surrounding
PI MDC
2006
Deal
thethe U.S. 75 and S.H. 121 interchange
Ongoing Objectives
obiecbvel
Continue diactor, with Developers regarding their plans for a coded use development iU 6.]5 and
RanIAEDC
2006
Deo - l6
5 X.121 interchange)
Objective
Use WhLmrcenlrves to ahead the timeline and development of the projects in Me area 105.]5
poll
4006
Dec46
and S H.121 IMwchange)
IF
Strategy 3.
Continue b target prospects to achieve City goals for company deciphermentand business
AEDC
2006
Behold
retention
Ongoing Obrocbves'
obiacflvaI
Rear ulnar andev, orimod developments to Allen
AEDC
2006
Dec -le
Objective
Develop add Promote Business Palls
AEDC
2006
Dea16
OMedWe3
Recruit lnnovalbn Companies
AEDGRMn
2006
Dro18
Bounce.
Remark Data Centers
AEDC
2100¢
Doe -16
Obj 1xa 5.
Severe new avenues to ermurage --and diameter"
ASK2"Boasts
SLr uavc
game" growth rod mdGvelopmant
Randal
2003
Deo -l6''
Ongoing Objectives'.
Does—I
Bud, is, cvngo mdrvelapmdnt of older commercial areas
IenIAEDC
2003
Dec10
Strategy S.
Create a viable Central Business District (CBD)
Plan
2004
Mar -17
Ongoing Objectives'.
Objective
Redefine the vision for the OBD
Plan
204
Mar -9
Objective 2.
Evaluate the cosObenerd of redevelopment Of the CBD
Plan
200l
Oct -16
Objective 3.
Invest in CBDlnhastmcture
Plan
2004
Ost-16
Ordered a.
PNNAEDC
2004
Marl)
8.
Proactively wade to protect, conserve and manage water resources
Ongoing
Strategies'.
�f
Strategy 1.
Support efforts to assure contoultymentoration of current watersupply to North Tex
�k
Municipal Water District and development of future water rights for the region
Ongoing imprlvirs:
Daj-,..I
Supped regional ehIXls lO assure that all piers to areas Lake Texoma Water are
CS
2012
Cal
apparel
Objeclive2
Support ngemi ehuls to construct new mosery lrs and assure additional water sources that will
CS
2012
Dee16
add t0 intense.', water agrns
1
Strategy 2. Work with NTMWD to protect and conserve water resourcetl
Ongoing objectives
Conserve Work with other membw titles fin review IlTMwOa service philosophy add N ewmme such ssum CS M07 Omte
as g,wmmd , sources ofwater supply all rob structure
City of Allen 21 FY2017 Budget
CITY OF ALLEN
FINANCIAL POLICIES AND PRACTICES
' FISCAL YEAR 2016-2017
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 on the basis of 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 and available.
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 city utilizes encumbrance accounting for its Governmental Fund types, under which purchase
orders, contracts and other commitments for the expenditure of monies are recorded in order 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.
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.
The budget is prepared in accordance with GAAP, with the exception of depreciation and amortization,
and compensated absences (accrued but unused vacation and sick leave). These are accrued in the
financial statements of the proprietary funds, but are not shown as expenses in the budget.
Financial Reporting
Following the conclusion of the fiscal year, the city's accounting records are audited by an independent
public accounting firm. The Finance department is responsible for preparing a Comprehensive Annual
Financial Report (CAFR) in accordance with generally accepted accounting and financial reporting
principles established by the Governmental Accounting Standards Board (GASB). The document shall
also satisfy all criteria of the Government Finance Officers Association's Certificate of Achievement for
Excellence in Financial Reporting program.
The CAFR shows the status of the city's finances on the basis of 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.
City of Allen 22 FY2017 Budget
CITY OF ALLEN
FINANCIAL POLICIES AND PRACTICES
' FISCAL YEAR 2016-2017
On-line reporting has been developed to allow individual departments to review and compare actual
expenditures to budget as needed. The Finance department also reviews operating revenues and
expenditures, recommending adjustments as needed. On a quarterly basis, the Finance Department
submits reports to the Council of receipts and disbursements in sufficient detail to show the financial
condition of the city. Status reports for capital projects are provided to Council each month.
Fund Balance, Working Capital and Debt Management Policy
To establish key elements for the financial stability of the city, the City Council has formally approved a
separate Fund Balance, Working Capital and Debt Management Policy, setting guidelines for the
purpose of funds, reserves and debt management.
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 Water and
Sewer fund, the policy is for 90 to 120 days of operating expenses. In the Debt Service Fund, a range
of 5% to 10% of the required annual principal and interest payments is maintained and in the Risk
Management fund, the city maintains a minimum reserve of $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 in order to take advantage of the economic gain obtained from
the reduction of long -tens 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
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.
City of Allen 23 FY2017 Budget
CITY OF ALLEN
FINANCIAL POLICIES AND PRACTICES
FISCAL YEAR 2016-2017
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
• Liquid and availability of cash to pay obligations when due
• Receive the highest possible rate of return ( iv eld) 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. Investment officers shall attend at least one
training session related to the officer's responsibility under the Act within 12 months after taking office
or assuming duties. Investment officers are required to attend one training session every two years.
Investment Portfolio
'
Authorized investments and maximum percent of total investments include:
Collateralized Certificates of Deposits (CD's)
50%
Collateralized Repurchase Agreements
30%
U.S. Treasury Obligations
100%
Municipal Investment Pool
100%
Commercial Bank Savings Accounts
15%
U.S. Government Agency Securities, non -callable
100%
U.S. Government Agency Securities, callable
70%
U.S. Government Sponsored Corporation's instruments, non -callable
75%
U.S. Government Sponsored Corporation's Instruments, callable
70%
Commercial Paper
20%
Banker's Acceptances
10%
Guaranteed Investment Contracts
25%
State or Local Governmental Obligations
30%
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 summarizes investment activity for each city pooled fund group. The report
must contain information required by the Public Funds Investment Act and include beginning and
ending market values of each separately invested asset, purchase and maturity dates, additions and
' changes to the market value and fully accrued interest for the reporting period.
City of Allen 24 FY2017 Budget
CITY OF ALLEN
FINANCIAL POLICIES AND PRACTICES
' FISCAL YEAR 2016-2017
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.
I
The city implemented a Procurement Card (P -card) Program as a costcffective alternative to the
existing purchase order process. The P -card is used for small dollarlhigh volume purchases to assist
employees to more quickly and easily obtain the goods and services needed to get the job done.
Internal management controls together with the card's inherent controls will ensure that the card can be
used only for specific purchases and within specific dollar limits. Periodic audits of P -card purchases
will be conducted with the objective to determine compliance with the P -card and city purchasing
procedures.
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 $10,000
J J
J
J
$10,000 to less than $15,000
J 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
$50,000 or more
(Formal Bids - State required
over $50,000)
Materials and Equipment
J
J
J
J
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 dale, 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.
City of Allen 25 FY2017 Budget
CITY OF ALLEN
FINANCIAL POLICIES AND PRACTICES
FISCAL YEAR 2016-2017
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 in
excess of $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 in order 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.
1
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.
City of Allen 26 FY2017 Budget
�4111rc61 a "i *1111WIIIIIIIIIIIIIII
REVENUE SUMMARY
' 2016-2017 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
(29.3% 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 FY2017 are
$58.85 million. This is for the General, Debt Service, and Tax Increment Financing (TIF) funds.
The General fund portion makes up 46.7% of that fund's budgeted revenues and is estimated at
$44.14 million for fiscal year 2016-2017. The portion allocated to the Debt Service fund is
approximately $13.78 million. The TIF fund amount is $925 thousand.
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 2016 levy (for FY2017) was
based is $11,225,448,262. 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 $0.520 per $100 of valuation,
of which $0.396273 is for General Fund operations. The remainder of the tax rate, $0.123727
' per $100 of valuation, is for the Debt Service Fund. Portions from both the General and Debt
Service funds will be allocated to the TIF fund.
1
50,000
' 40,000
0
N
u 30,000
'c
m 20,000
z
10,000
Tax Revenues and Tax Rate
2008 2009 2010 2011 2012 2013 2014 2015 2016R 2017P
General Debt AmPi Rate
0.56000
0.55000
0.54000
0.53000
0.52000
0.51000
0.50000
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.
City of Allen 27 FY2017 Budget
CITY OF ALLEN
REVENUE SUMMARY
' 2016-2017 FISCAL YEAR
Sales Tax
(19.3% 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 20.2% 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 2016 revised is projected at $37.6 million and fiscal year 2017 is projected at $38.7
million.
$40
$30
c
=$20
f
$30
$-
Sales Tax
2008 2009 2010 2011 2012 2013 2014 2015 2016R 2017P
■ General &TIF Fund ■EDC Fund ■CDC Fund
Charges for Services
(37.5% of Total Revenues)
User charges are the largest source of revenue for the city, projected for FY2017 at $75.5
million. Just over one half 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, events related revenue at the Allen
Event Center and Community toe Rink, charges for services such as ambulance service and
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 28 FY2017 Budget
CITY OF ALLEN
REVENUE SUMMARY
' 2016-2017 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 2016-2017 are
estimated at $23.0 million for water sales and $14.4 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 FY2012.
Water and Sewer Revenues
$40
i $35
c $30
$25
c
� $20
u
� $15
$10
$5
$0
2008 2009 2010 2011 2012 2013 2014 2015 2016R 2017P
' ■Water ■Sewer
Solid Waste Fund
These fees are charged for residential, commercial, and apartment garbage collection and solid
waste disposal. These fees cover the cost of collection and disposal of this waste by
Community Waste Disposal and the North Texas Municipal Water District. Revenues for
garbage, recycling, commercial collections, and solid waste disposal are projected for fiscal year
2016-2017 at $6.65 million.
$7
Solid Waste Revenues
$1
$0
2008 2009 2010 2011 2012 2013 2014 2015 2016R 2017P
■ Solid Waste ■ Recycling ■ Hazardous Waste s Other
City of Allen 29 FY2017 Budget
CITY OF ALLEN
REVENUE SUMMARY
' 2016-2017 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. Projections are based on population
increase and projected utility use. Franchise fees for fiscal year 2016-2017 are projected at
approximately $7.5 million.
Licenses and Permits
License and Permit revenues represent 2.9%, or approximately $2.70 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), speck
permits (fences, electric, plumbing, etc.) and service fees (re -inspections, special inspections
and special services). Overall permit revenue for FY2017 is expected to be more than the
' FY2016 revised estimates given an increase in multifamily permits anticipated in FY2017. An
increase in development throughout the City is expected for FY2017.
[I
City of Allen 30 FY2017 Budget
CITY OF ALLEN
H
CITY OF ALLEN
COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES
NM I FOR FISCAL YEAR 2016-2017
Enterprise Funds
I I I I r
BEGINNING BALANCE $
21,466.504 $
1,294,932 $
2,246.489 $
15,833,525 $
2,539,029 $
505542 $
$
95,690
REVENUES
-
- 3,345,000
300,000
81,050 - -
Transfers Out
2,341,]]0
-
Ad Valorem Taxes
44,137,050
13,783,108
925,233
-
-
-
84],892 41,450,63]
6,888.640
Sales Tax
19,130,32
430,177
-
-
-
-
HMeI/Male) Tax
20543,059
1,188,575
2,890,590 13,614,896
2.305,373
497.570 157,050
Franchise Fees
7,221,523
-
-
-
-
-
-
-
Licenser and Permits
2,698,645
-
-
-
-
-
-
-
Chri br SeMar
12,208,861
-
37,686,953
6$91,884
1,550,000
3,097,296
Fines
1,]74,]49
-
-
4001000
-
-
-
185,050
Miscellaneous
507,919
-
-
28,000
W,SW
-
131,588
Grants & Contributions
639,552
-
-
-
-
-
Interest Earned
199450
43,800
9,840
56,880
15,650
4,320
-
5,660
Reimbursements
1,339,551
-
-
270,000
-
1,500
-
-
Intergovernmental
111,826
-
126,243
-
-
OperatlngTransfersln
4,586,821
M,175
WOULD
TOTAL REVENUES
94,549,929
13,026,908
17191,933
39,232,008
6,654,984
1,555,820
3,528,884
199650
TOTALAVARABLE $
116,016,433 $
15,121,840 5
3,738,482 $
55,065,533 5
9,194,13 $
2,141 362 $
3,528,884 $
286,350
EXPENDITURES
General Government
26,746,776
-
847,892
1,043,040
-
-
-
Public5afery
35,019,165
-
-
-
-
-
-
129,292
Public Woul
4,030,38
-
-
31,711,388
6,362,379
1,226,704
-
-
Culture A Recreation
24,662,617
-
-
-
-
3,528,884
CommaNry Development
2,672,674
-
-
-
-
-
-
Gra
I
Distribution of Revenues - All Funds
Tax
les
'errnit$
City of Allen 31 FY2017 Budget
Debt Service
13,933,265
- 1,162,998
-
- -
Capital Projects.
-
- 3,345,000
300,000
81,050 - -
Transfers Out
2,341,]]0
-
- 4.188211
226,261
336,088
TOTAL EXPENOnORES
954]3,3]4
13,933,265
84],892 41,450,63]
6,888.640
1,643,]92 3,528,8& 129,29E
'
ENDING BALANCE
20543,059
1,188,575
2,890,590 13,614,896
2.305,373
497.570 157,050
'Tbne amounts represent cash finandng to be provided from the funds indicated A list of estimated posts fn all projects Included in the five-year CIP may
Gra
I
Distribution of Revenues - All Funds
Tax
les
'errnit$
City of Allen 31 FY2017 Budget
CITY OF ALLEN
COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES
FOR FISCAL YEAR 2016-2017
5 3,963,175 5 $ 202.892 $ 10281736 5 543637 $ 5,954,962 5 19392199 5 8314513 $ 92714825
Special Revenue
365,133
-
Internal Servke FYMS
439,2W 11,29D,887 13,296,626
C ;,skkMUnlb
Tobl
kMel
O[al .Taa
special
RevemM
GnM
FUM
Replacement
Fund
Notts,
Miksksarce
Risk
Masa mete
F[anaml[ C mmunisy
Deveb ern Oevelo mete
MI FUM,
2026-2017
5 3,963,175 5 $ 202.892 $ 10281736 5 543637 $ 5,954,962 5 19392199 5 8314513 $ 92714825
City of Allen 32 FY2017 Budget
-
365,133
-
725,292
439,2W 11,29D,887 13,296,626
-
54,756,046
-
-
-
1"WJ64
-
-
9,586,361
9,596,361
30,752,931
1,]63,]05
-
-
- -
-
-
-
-
],]63,]85
-
262,819
- - -
5,01,520
34,761,459
-
-
7,494,342
-
- - -
-
3,233,139
-
-
-
2,690,W5
-
-
-
2,841,062
-
11,523,945
-
-
75,50gM1
-
157,600
301.443
3,515,29
-
-
-
60,aW
-
439,251 11,2W887 15.570,855
-
210,795,344
-
-
823,399
m
-
-
-
-
4,95]
1,6161,951
20,4,7
-
-
69,051
-
34,000
%,%0
51,600
597,251
-
4,621,558
-
-
-
335,551
-
-
],948,55]
-
46,824
Distribution of
Expenditures - All Funds
288893
1.3]4,954
92,157
22060()c.6.CW
483,52
.8446559993
1j84,185
1,042,275
915,556
3%10,062,%2
60],051
12,3]8,505
9,65],321
9,63],96]
20],0]],255
$ 5,]4],360 $
1,842,277 $
1,110,M8 $
13,491,798 $
1,143,637 $
18,333,09 $
29,069,520 $
ll,952,474 $
293,792,000
City of Allen 32 FY2017 Budget
-
365,133
-
725,292
439,2W 11,29D,887 13,296,626
-
54,756,046
-
118,1]5
284,10
1"WJ64
- -
-
37,396,896
596,5[0
- -
-
43,92],343
1,354,865
-
68,12
145,161
- - -
5,01,520
34,761,459
-
-
560,465
-
- - -
-
3,233,139
-
-
-
-
- - 2,274,229
2,951,"6
20,323,138
-
-
-
-
- -
5,375,750
9,103,750
301.443
-
7,293,773
1,354,865
48
485,248913,D37
3,514,560
439,251 11,2W887 15.570,855
33,330,916
210,795,344
1-
4,392,495
1,352,029
205,411
9,977,230
704,437 702,782 1375%,665
4,621,558
02,996.]36
be bund,n the Capibl PrplecD session clurs Wok
Distribution of
Expenditures - All Funds
City of Allen 32 FY2017 Budget
CITY OF ALLEN
COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES
FISCAL YEAR 2016-2017
BEGINNING BALANCE
REVENUES
Ad Valorem Taxes
Sales Tax
Hotel/Motel Tax
Franchise Fees
Licenses and Permits
Charges for Services
Grants & Contributions
Fines
Miscellaneous
Interest Earned
Reimbursements
Intergovernmental
Operating Transfers In
Bond Sale Proceeds
TOTAL REVENUES
2014-2015 2015-2016 2015-2016 2016-2017
ACTUAL BUDGET AMENDED BUDGET
$ 86,161,823 $ 84,886,356 $ 91,973,035 $ 92,714,825
50,177,840
54,370,483
54,380,863
58,845,891
35,929,021
37,668,010
37,588,691
38,732,931
1,544,160
1,788,243
1,595,815
1,763,785
7,412,447
7,439,910
7,280,945
7,484,342
2,993,829
1,772,700
2,589,100
2,698,645
65,930,521
71,341,178
74,376,603
75,500,001
3,794,418
1,599,867
1,097,528
1,461,951
2,190,640
2,363,482
2,111,182
2,517,429
6,901,287
1,189,663
2,194,450
795,007
553,872
497,450
602,260
597,260
1,651,236
1,425,727
2,048,293
1,948,551
137,702
-
237,145
284,893
8,794,004
6,344,012
7,986,988
8,446,569
28,054,156
232,492,108
39,140,753
ENDING BALANCE
216,065,133
187,800,725
233,230,616
201,077,255
TOTALAVAILABLE 302,226,956 272,687,081 325,206,933 293,792,080
EXPENDITURES
General Government
41,751,421
45,125,726
45,593,123
54,756,846
Public Safety
31,171,790
34,826,292
35,094,522
37,396,896
Public Works
42,714,503
40,537,461
41,146,422
43,927,343
Culture & Recreation
25,112,106
32,931,197
31,363,154
34,761,459
Community Development
2,199,240
3,488,250
3,017,829
3,233,139
Transfers Out
10,226,965
5,328,863
6,975,839
7,293,773
Debt Service
19,041,345
18,523,034
19,207,641
20,322,138
Capital Protects
9,659,683
18,623,443
10,039,295
9,103,750
Payment to Escrow Agent
28,376,868
40,054,283
TOTAL EXPENDITURES
210,253,921
199,384,266
232,492,108
210,795,344
ENDING BALANCE
91,973,035
73,302,815
92,714,825
82,996,736
City of Allen 33 FY2017 Budget
I
I
I
ANALYSIS OF CHANGES IN
FUND BALANCES/RETAINED EARNINGS
The to l lowing table indicates the reasons for projected cha nges in fund balances/retained earnings of ($9,718,089):
Funtl
20]5-2016 Year
2016 2017 Year
Deference
Explanation
End Estimate
End Protection
The decrease Is generated by transfe6 out to newly created
General Fund
$21,466,504
$20,543,059
(5923,445)
Special Revenue fund A corresponding increase i5 in the
Special Revenue fund The ending fund balance provides for
approximately 70.9 days ofoperations. The policy is W-90 days
Dee bt Service
$1,294,932
$1,188,575
($106,357)
The fund balance is within the policy requirement of 5%-]0%.
Property and sales tax have been collected in TIF g2, however,
TIF
$2,246,489
$2,890,590
$644,101
no grants are currently being paid out. TIF gl grents are paid
annually
Estimated reserves in the Water & Sewer fund at the end of
Water Is Sewer
$15,833,525
$13,614,896
($2,218,629)
FY2017 are 120 days ofexpenditures, which meets the policy
requirement of 90120 days
Solid Waste
$2,539,029
$2,305,373
($233,656)
The Fund balance exceeds the range of 90-120 days of reserve
drawdown Is planned to bring the Pond balance within pi
Drainage
$585,542
$497,570
($87,98)
A drawdown on fund balance is planned to bring the fund
balance within policy
concourse
$0
$o
$0
This fund is subsidized in order to break even
zset Forfeiture
$95,690
$157,058
$61,368
FU Ads collected in one year are appropriated in the following
year.
Hotel Occupancy Tax
$3,963,175
$4,392,495
$429,320
Remaining funds will be used In subsequent years as allowed by
state law
Special Revenue
$0
$1,357,029
$1,357,029
Remaining funds are restricted by law and will be used in
subsequent years as allowed bylaw
Funds earned over from prior years are appropriated in FY2017
Grants
$202,892
$205,411
$2,519
Por allowable expenditures. Expenditures are only for 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, Revenues are received
Replacement Fund
$10,281,736
$9,977,238
($304,498)
over the lives of existing assets, while expenses are based on
set replacement schedule which is subject to annual
management review
Reserves in this fund are used for the replacement of aging
Faahty Maintenance
$543,637
$704,437
$160, Boo
facility infrastructure The fund balance is built up to he
available for years when the demand for replacement exceeds
The annual contribution
isk Management
$5,954,962
$7,042,782
$1,087,620
An increase in fund balance Is projected, primarily in the Health
and Dental portion of the fund
Economic development incentives for the year create a
ronomrt Development
$19,392,199
$13,496,665
($5,893,534)
drawdown on fund balance. The fund balance is set aside for
this purpose
Capital protects and an economic development mcentive cause
ammunity Development
$8,314,513
$4,621,558
($3,692,955)adrawdown
on fund balance. Some capttal projects were
identified and assigned in fund balance In prior years.
[rootals
$92,714,825
$82,996,736
($9,718,089)
City of Allen 34 FY2017 Budget
'
CITY OF ALLEN
ORGANIZATIONAL CHART
Citizens of Allen
City Council
Cly Attorney City Manager Municipal Judge
Assistant City Manager City Secretary
' Commonly Development
Human Resources
Engineering
Pubic antl Media Relations
Fl.
Intonation Technoi
Pari¢ antl Rev®tion
Commmity Service
Finance
Library
Police
City of Allen 35 FY2017 Budget
CITY OF ALLEN
STAFFING
FISCAL YEAR 2016-2017
All positions are shown as full-time equivalents (FTE).
Revised 2015-2016
- No new positions were added at Midyear FY2016
Proposed 2016-2017
- Reduce 1 FTE in Community Development and reassign to 1 Accounting Technician in Finance
-Add 4 FTE's in Water & Sewerfor FOGS Crew (3p * Water Quality Maintenance Worker (1'
-Add 1 FTE in Hotel Fund for CVB Sales Manager'
'Indicates that positions have a start date of April 1
City of Allen 36 FY2017 Budget
ACTUAL
ORIGINAL
REVISED
PROPOSED
Increase (Decrease)
General Fund
20142015
2015-2016
20152016
2016-2017
FY2016R to FY2017
City Secretary
3.50
3.50
3.50
3.50
-
Municipal Court
10.00
10.00
10.00
10.00
City Administration
5.50
550
550
5.50
-
Public & Media Relations
6.00
6.00
6.00
6.00
I.T.
17.00
18.00
1800
18.00
-
Human Resources
5.00
6.00
6.00
6.00
-
Police
183.00
185.00
185.00
185.00
-
Parks & Recreation
132.59
137.19
137.19
137.19
-
Allen Event Center
46.33
46.33
46.33
46.33
-
Library
36.79
3779
3779
37.79
-
Fire
112.00
114.00
114.00
114.00
Community Development
27.50
28.50
2850
27.50
(1.00)
Community Services
28.00
29.00
29.00
29.00
-
Finance
17.00
18.00
18.00
19.00
1.00
Engineering
13.00
14.00
1400
14.00
Total General Fund
643.21
658.81
658.81
658.81
Water & Sewer Fund
69.00
70.00
7000
74.00
4.00
Solid Waste Fund
6.50
7.00
7.00
700
-
Drainage Fund
8.00
9.00
9.00
9.00
-
Golf Course Fund
33.64
33.64
33.64
33.64
-
Hotel Fund
3.00
3.50
3.50
4.50
1.00
'
Risk Management Fund
4.00
4.00
4.00
4.00
Economic Development Fund
7.00
7.00
700
7.00
Total City of Allan Employees, All Funds
774.35
792.95
792.95
797.95
5.00
All positions are shown as full-time equivalents (FTE).
Revised 2015-2016
- No new positions were added at Midyear FY2016
Proposed 2016-2017
- Reduce 1 FTE in Community Development and reassign to 1 Accounting Technician in Finance
-Add 4 FTE's in Water & Sewerfor FOGS Crew (3p * Water Quality Maintenance Worker (1'
-Add 1 FTE in Hotel Fund for CVB Sales Manager'
'Indicates that positions have a start date of April 1
City of Allen 36 FY2017 Budget
I
CITY OF ALLEN
I
CITY OF ALLEN
GENERALFUND
REVENUE AND EXPENDITURE SUMMARY
fEYi1�/�i\:iIIFVir4liVi
REVENUES
Ad Valorem Taxes
Sales Tax
Franchise Fees
Licenses and Permits
Charges for Services
Fines
Interest Earned
Miscellaneous
Contributions
Reimbursements
Intergovernmental
Operating Transfers In
TOTAL OPERATING REVENUES
EXPENDITURES
General Government
Public Safety
Public Works
Culture & Recreation
Community Development
TOTAL OPERATING EXPENDITURES
Transfers Out
TOTAL GENERAL FUND EXPENDITURES
36,623,546
2014-2015
2015-2016
2015-2016
2016-2017
18,552,221
ACTUAL
BUDGET
AMENDED
BUDGET
RESTRICTED FUND BALANCE
696,097
694,229
721,178
873,445
COMMITTED FUND BALANCE
-
-
-
-
ASSIGNED FUND BALANCE
748,200
600,000
921,030
2,050,000
UNASSIGNED FUND BALANCE
17,650,516
17,647,245
18,686,921
18,543,059
TOTAL BEGINNING FUND BALANCE
$ 19,094,813
$ 18,941,474
$ 20,329,129
$ 21,466,504
REVENUES
Ad Valorem Taxes
Sales Tax
Franchise Fees
Licenses and Permits
Charges for Services
Fines
Interest Earned
Miscellaneous
Contributions
Reimbursements
Intergovernmental
Operating Transfers In
TOTAL OPERATING REVENUES
EXPENDITURES
General Government
Public Safety
Public Works
Culture & Recreation
Community Development
TOTAL OPERATING EXPENDITURES
Transfers Out
TOTAL GENERAL FUND EXPENDITURES
36,623,546
41,239,370
41,136,040
44,137,050
17,704,665
18,552,221
18,549,549
19,130,032
7,412,447
7,439,910
7,280,945
7,221,523
2,993,829
1,952,700
2,589,100
2,698,645
11,454,623
11,275,767
12,308,268
12,309,661
1,805,230
1,868,382
1,686,182
1,774,749
202,924
162,000
194,400
194,400
498,262
567,060
507,537
502,119
636,139
600,306
600,838
543,552
1,196,959
1,257,087
1,405,132
1,339,551
11,826
11,826
111,826
111,826
5,353,099
4,556,699
4,556,699
4,586,821
$ 85,893,550 $
89,483,328 $
90,926,516 $
94,549,929
22,990,335
23,909,552
24,213,047
26,746,776
30,454,701
32,589,848
32,713,183
35,019,165
3,428,367
4,175,119
3,575,069
4,030,372
21,134,475
23,368,199
24,372,354
24,662,617
2,199,240
2,565,586
2,570,086
2,672,674
$ 80,207,118 $
86,608,304 $
87,443,739 $
93,131,604
4,452,116 702,426 2,345,402 2,341,770
RESTRICTED FUND BALANCE
721,178
816,827
873,445
-
COMMITTED FUND BALANCE
-
-
-
-
ASSIGNED FUND BALANCE
921,030
2,650,000
2,050,000
2,000,000
UNASSIGNED FUND BALANCE
18,686,921
17,647,245
18,543,059
18,543,059
TOTAL ENDING FUND BALANCE
20,329,129
21,114,072
21,466,504
20,543,059
DAYS UNRESTRICTED OPERATIONAL EXPENSES IN RESERVE 70.9
60 days of operational expenses
Fund Balance Required: 60 to 90 days operational expenses
City of Allen
$ 15,694,253
37 FY2017 Budget
I
GENERAL FUND REVENUE FY 2016-2017
Licenses and
EXPENDITURES BY FUNCTION FY 2016-2017
Public
' 4.:
Community r
fers
City of Allen 38 FY2017 Budget
CITY OF ALLEN
GENERAL FUND
REVENUES
FISCAL YEAR 2016 - 2017
FRANCHISE FEES
Public Education Govt Access Fee
262,048
2014-2015
260,946
2015-2016
Electric
2015-2016
3,584,917
2016-2017
REVENUE -DETAIL
Gas
ACTUAL
1,083,153
BUDGET
849,506
AMENDED
1,310,239
BUDGET
PROPERTY TAXES
1,292,095
Solid Waste
589,010
572,700
623,245
651,546
Access Line Fees
688,486
Current
$
36,095,131
$
40,928,720
$
40,822,785
$
43,782,531
Delinquent
-
29,662
30,300
182,903
62,384
182,495
60,000
206,776
Penalty & Interest
2,993,829 $
154,841
2,589,100
127,747
CHARGES FOR SERVICE
127,747
144,743
Rollback
Charges for Service
338,212
3,931,416
-
3,290,829
-
46,167
-
Miscellaneous Tax Revenue
-
5,699
-
-
-
3,013
Allen USA Revenue
3,000
-
SUBTOTAL $
36,623,546
$
41,239,370
$
41,136,040
$
44,137,050
SALESTAX
1,593,922
1,646,012
1,091,200
Special Activities
235,737
241,275
266,867
279,395
Mixed Drink Tax
725,312
354,344
899,266
361,747
Concession Sales
363,000
1,106,462
387,486
Municipal Sales Tax
Antenna Rentals
17,350,321
-
18,190,474
542,644
18,186,549
2,829,818
18,742,546
3,725,489
SUBTOTAL $
17,704,665
$
18,552,221
$
18,549,549
$
19,130,032
FRANCHISE FEES
Public Education Govt Access Fee
262,048
268,450
260,946
-
Electric
3,602,732
3,584,917
3,591,948
3,648,791
Gas
959,932
1,083,153
793,932
849,506
Cable
1,310,239
1,339,541
1,298,711
1,292,095
Solid Waste
589,010
572,700
623,245
651,546
Access Line Fees
688,486
591,149
712,163
779,585
SUBTOTAL $
7,412,447 $
7,439,910 $
7,280,945 $
7,221,523
LICENSES & PERMITS
Permits
148,800
112,700
4,100
2,700
Licenses& Registrations
343,487
325,000
325,000
309,500
Single Family Permits
1,078,606
850,000
850,000
1,030,000
Multi -Family Permits
248,850
25,000
175,000
200,000
Commercial Permits
586,379
350,000
625,000
600,000
Building Permits -Other
525,323
250,000
400,000
361,145
Health Code Permits
-
-
120,000
115,000
Other Permits
-
-
30,000
30,300
Fire Code Permits
62,384
40,000
60,000
50,000
SUBTOTAL $
2,993,829 $
1,952,700 $
2,589,100
$ 2,698,645
CHARGES FOR SERVICE
Charges for Service
4,073,743
3,931,416
4,051,462
3,290,829
Court Technology
46,167
49,247
38,129
-
Membership/Admission Revenue
-
-
-
658,287
Allen USA Revenue
-
-
-
137,100
COAST Revenue
-
-
-
25,285
Rental
1,885,538
1,593,922
1,646,012
1,091,200
Special Activities
235,737
241,275
266,867
279,395
Alcohol Sales
725,312
650,000
899,266
829,000
Concession Sales
1,166,795
1,106,462
1,149,748
1,157,021
Antenna Rentals
-
-
-
542,644
Box Office Sales Revenue
2,829,818
3,272,150
3,725,489
3,825,950
Event Center Facility Ticket Fees
491,513
431,295
531,295
507,000
Additional Facility Ticket Fee
(34,050)
SUBTOTAL $
11,454,623 $
11,275,767 $
12,308,266
$ 12,309,661
City of Allen
39
FY2017 Budget
F
1
1
CITY OF ALLEN
GENERALFUND
REVENUES
FISCAL YEAR 2016 - 2017
City of Allen
40 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
REVENUE -DETAIL
ACTUAL
BUDGET
AMENDED
BUDGET
FINES & FORFEITURES
Fines
1,805,230
1,868,382
1,686,182
1,774,749
SUBTOTAL $
1,805,230
$
1,868,382
$
1,686,182
$
1,774,749
MISCELLANEOUS
Interest
202,924
162,000
194,400
194,400
Retail Store Sales
113,689
161,015
161,015
155,359
Sponsorship Revenue
160,964
222,245
222,245
228,000
Cash Over/Short
(612)
-
-
-
Miscellaneous
207,135
167,800
108,277
103,760
Sale of Assets
17,086
16,000
16,OD0
15,000
SUBTOTAL $
701,186
$
729,060
$
701,937
$
696,519
CONTRIBUTIONS
Donations/Sponsorships
636,139
600,306
600,838
543,552
SUBTOTAL $
636,139
$
600,306
$
600,838
$
543,552
REIMBURSEMENTS
Reimbursements
1,196,959
1,257,087
1,405,132
1,339,551
SUBTOTAL $
1,196,959
$
1,257,087
$
1,405,132
$
1,339,551
INTERGOVERNMENTAL
Intergovernmental
11,826
11,826
111,826
111,826
SUBTOTAL $
11,826
$
11,826
$
111,826
$
111,826
OTHER FINANCING SOURCES
Operating Transfers In
5,353,099
4,556,699
4,556,699
4,586,821
SUBTOTAL $
5,353,099
$
4,556,699
$
4,556,699
$
4,586,821
TOTAL OPERATING REVENUES
$
85,893,549
$
89,483,328
$
90,926,516
$
94,549,929
City of Allen
40 FY2017 Budget
1
E
CITY OF ALLEN
TAXSTRUCTURE
FISCAL YEAR 2016 - 2017
ASSESSED VALUE - 2016 Tax Year
REVENUE AT $0.5200 PER $100 VALUATION
CONTRIBUTION TO DEBT SERVICE
CONTRIBUTION TO GENERAL FUND
100.0% COLLECTION RATE
TAX RATE DISTRIBUTION
$ 11,225,448,262
$ 58,372,331
$ 13,888,910
$ 44,483,421
RATE PERCENT AMOUNT
GENERALFUND
0.396273
76.21%
$
44,483,421
DEBT SERVICE FUND
0.123727
23.79%
13,888,910
0.520000
100.00%
$
58,372,331 (A)
(A) Approximately $700,000 of the General Fund property taxes
and $216,000 of the Debt Service Fund property taxes will be allocated
to the TIF Fund as property tax increments for TIF Zones #1 and #2.
City of Allen
41
FY2017 Budget
CITY OF ALLEN
BUDGET ASSUMPTIONS
FISCAL YEAR 2016 - 2017
Assumptions Used for Projecting 2016-2017 Revenues and Expenditures
1. Tax rate used = $0.52
- Based upon certified FY2017 appraised value of $11,225,448,262(10.28%increase)
- FY2016 final assessed value = $10,179,176,133
- Property tax incentive for Watters Creek is 50% and The Village at Allen is 90%
- The growth in property taxes comes from $233 million in new real property and $813 million in
reappraisal value.
2. Growth in sales tax revenue of 3.01% over FY2016 revised budget
- FY2016 revised sales tax is estimated to increase 4.65% over FY2015 actual.
Sales tax is estimated at $763,253 for Watter's Creek and $2,800,640 for The Village
at Allen. Of these amounts, 50% of Watter's Creek and currently 90% of The Village
at Allen are paid to the developers as economic development incentives.
Sales tax as a result of data center purchases in the amount of $700,000 is expected.
- FY2017 sales tax includes general growth of in-line retail and restaurant additions. Data
center purchases are expected to slightly decrease to $650,000. 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
- FY2017 Residential growth projected at 637 permits.
- FY2017 Commercial permits are projected to slightly decrease from FY2016 revised.
- Multi -family permits are revised to $175,000 for FY2016 from the original projection of $150,000.
FY2017 is expected at $200,000.
4. Population- FY2017 estimate: 98,750
S. Franchise fees
6 Other
Electric: TXU(Atmos) kilowatt hour usage is expected to increase 100% due to increased demand from a
growing population.
CoSery and GCEC Electric franchise revenue projected to increase by 2.85% over FY2016 revised.
Gas: Atmos gas franchise is projected to increase from the revised FY2016 budget at 7.00% FY2017
budget assumes historical average temperatures.
CoSery gas franchise is projected to increase, similarly to Atmos, although much of this revenue is
dependent on commodity price.
Telephone: Access line fees are projected at an increase of 9.46%, specifically with large increases in business
lines. The revised FY2016 fees increased 3 46%, over FY2015 actual, according to the current trend.
Data line connections impact this revenue source.
Cable Cable franchise fees projected at 0.51% below revised FY2016. The largest provider appears to be
directing new customers to non -cable products, thus negatively impacting revenues.
Ambulance: FY2017 revenues projected at no growth over FY2016 revised.
Investments Earnings were projected using agency coupon and CD rates ranging from 0.55% to 180% and TexPool
at the rate of 0.3%.
Gasoline: Used an average rate of $3.00 per gallon for FY2017 and $2.25 for Revised FY2016.
' 7. Event Center and The Village at Allen
- The city ticket fee is projected at $489,000 for FY2017. The reimbursement to MG Herring is budgeted
at 7S% of the ticket fee revenue.
- The property tax and sales tax reimbursement to MGHerring is budgeted at 90%.
City of Allen 42 FY2017 Budget
C
TOTAL OPERATING EXPENDITURES $
80,207,118
CITY OF ALLEN
86,608,304
$
87,443,739
$
93,131,604
Total Transfers Out $
4,452,116
GENERALFUND
702,426
$
2,345,402
$
'
EXPENDITURES
BY FUNCTION
FISCAL YEAR 2016 -
2017
2014-2015
2015-2016
2015-2016
2016-2017
General Government:
ACTUAL
BUDGET
AMENDED
BUDGET
City Administration
806,049
842,427
842,427
890,480
City Secretary
390,782
436,038
477,304
466,640
Public & Media Relations
631,738
644,617
644,617
656,074
PEG Access
219,664
144,631
112,600
-
Information Technology
3,598,084
3,817,064
3,841,250
4,724,332
Human Resources
632,596
817,354
817,354
894,609
Internal Services
12,419,932
12,441,075
12,790,728
14,248,573
Finance
1,992,393
2,070,305
2,141,929
2,218,216
Municipal Court
736,270
810,954
810,954
736,897
Building Maintenance
1,002,480
1,081,507
1,082,467
1,117,884
Service Center
560,347
803,580
651,417
793,071
Total General Government
$ 22,990,335 $
23,909,552
$
24,213,047
$
26,746,776
Public Safety:
Fire
13,193,857
14,107,430
14,107,430
15,262,403
Police
17,260,845
18,482,418
18,605,753
19,756,762
Total Public Safety
$ 30,454,701 $
32,589,848
$
32,713,183
$
35,019,165
Public Works:
Community Services Administration
426,092
452,995
451,445
472,145
Streets
1,021,231
1,110,776
1,112,276
1,433,552
Engineering
1,981,044
2,611,348
2,011,348
2,124,675
'
Total Public Works
$ 3,428,367 $
4,175,119
$
3,575,069
$
4,030,372
Culture &Recreation:
Library
2,536,725
2,809,394
2,808,274
2,907,869
Parks& Recreation
10,166,495
12,095,222
12,229,712
12,358,164
Event Center
8,431,255
8,463,583
9,334,368
9,396,584
Total Culture & Recreation
$ 21,134,475 $
23,368,199
$
24,372,354
$
24,662,617
Community Development:
Building Services
1,487,919
1,735,607
1,740,107
1,790,593
Planning
711,321
829,979
829,979
882,081
Total Community Development
$ 2,199,240 $
2,565,586
$
2,570,086
$
2,672,674
C
TOTAL OPERATING EXPENDITURES $
80,207,118
$
86,608,304
$
87,443,739
$
93,131,604
Total Transfers Out $
4,452,116
$
702,426
$
2,345,402
$
2,341,770
TOTAL EXPENDITURES $ 84,659,234 $ 87,310,730 $ 89,789,141 $ 95,473,374
City of Allen 43 FY2017 Budget
II
I!
CITY OF ALLEN
EXPENDITURES BY CLASSIFICATION
AS A PERCENT OF TOTAL GENERAL FUND BUDGET
FISCAL YEAR 2016 - 2017
2015-2016
2014-2015 %OF REVISED %OF 2016-2017 %OF
CLASSIFICATION ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET
Personnel Services $
50,984,149
60.2% $
56,025,072
62.4% $
59,824,824
62.7%
Operations
28,731,598
33.9%
31,241,267
34.8%
32,859,118
34.3%
Capital
491,370
0.6%
177,400
0.2%
447,662
0.5%
Transfers
4,452,116
5.3%
2,345,402
2.6%
2,341,770
2.5%
TOTAL $
84,659,233
$
89,789,141
$
95,473,374
GENERAL FUND
EXPENDITURES BY CLASSIFICATION
City of Allen 44 FY2017 Budget
rs
I
L
CITY ADMINISTRATION
ORG 1110100
City Manager
1 Executive Assistant
CM
1
Assistant City Manager Assistant City Manager I Assistant to the City
Manager
1
Human Resources Director
1
Public & Media Relations
Director
City of Allen 45 FY2017 Budget
' The City Manager serves under the polity direction of the City Council and is responsible for making
recommendations to the Council concerning policies, programs and developing methods to ensure the efficient
operation of city services. The office of the City Manager coordinates and administers the implementation of
ordinances, policies and procedures that will provide for the orderly, positive and planned growth and
development of the City of Allen.
Goal 1. Enhance Community Livability and Safety
• Continued to develop and refine the Live.Love.Allen program, as part of the Neighborhood Integrity plan, to match
community partners/volunteers with residents/neighborhoods in need of assistance.
Goal 2. Cultivate regional alliances and partnerships with aaencies and governmental units that affect Allen
• Remained actively involved in critical water conservation initiatives implemented in conjunction with the North Texas
Municipal Water District. (also Goal 8)
• Advocated Allen's position and interests at the Texas Legislature through facilitation of resolutions and joint letters
to state representatives.
• Strengthened relationships with members of the County Commissioners Court.
Goal 3. Improve regional mobility though transportation initiatives
• Evaluated feasibility of fixed bus routes.
• Explored transportation alternatives to continue to provide Demand Response/Paratransit Services.
Goal 6. Maintain operational excellence in City government services
• Provided continued refinement and oversight to MyAllen, a mobile application for residents to request and/or report
a need for City services.
' • Issued general obligation bonds in the amount of $9.095 million for maintenance needs at existing facilities, street
and alley repairs, roadway projects, drainage improvements, park land acquisition and park development, public art
projects, and public facilities.
• City received perfect audit for the 8'h consecutive year for the 2015-2016 Comprehensive Annual Financial Report.
• Continued implementation of the City Council's Strategic Plan.
• Continued the City of Allen's commitment to service excellence through the employee P.R.I.D.E. program.
• Provided leadership and resources to the 2016 G.O. Bond Election in the amount of $93,150,000 for capital
improvements in the areas of public safety, parks and recreation, streets and drainage and public facilities as well as
public art.
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 Sprouts Farmers Market, Caliber Collision, Brass Tap, La Madeleine,
EI Polio Loco, TOPS Software, Texas Revolution, Lakeland Marketing, and Kone
• Facilitated economic development incentive agreement for a full-service hotel and conference center.
Goal 1. Enhance Community Livability and Safety
• Identify Collin County Services available to Allen residents and encourage County to have a higher profile in Allen.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
• Continue to carefully evaluate potential Private/Public Partnership opportunities.
• Continue to build and strengthen relationships with members of the County Commissioners Court.
Goal 6. Maintain operational excellence In City government services
• Continue to offer employees professional growth and development opportunities while identifying outlets to
celebrate organizational successes
' • Encourage creativity, flexibility, and accessibility in responding to customers' requests.
• Maintain fiscally responsible policies and procedures to continue to operate the City in a cost efficient manner.
Continue to review maintenance and 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 46 FY2017 Budget
I
1
TOTAL FULL -TIME -EQUIVALENT 5.5 5.5 5.5 5.5
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
785,509
820,727
820,727
868,725
Operations
16,224
18,950
18,950
18,405
Supplies
4,316
2,750
2,750
3,350
DEPARTMENT TOTAL $
806,049
842,427
842,427
890,480
TOTAL FULL -TIME -EQUIVALENT 5.5 5.5 5.5 5.5
2014-2015
2015-2016
2015-2016
2016-2017
FULL TIME
ACTUAL
BUDGET
AMENDED
BUDGET
City Manager
1
1
1
1
Assistant City Manager
1
2
2
2
Assistant to the City Manager
1
1
1
1
Executive Assistant to City Manager
1
1
1
1
Senior Administrative Assistant
1
0
0
0
TOTAL FULL TIME
5
5
5
5
Worker's Compensation
565
1,191
1,191
PART-TIME
Health Insurance
58,780
59,480
59,480
Temporary Assistant City Manager
0.50
0.50
0.50
0.50
TOTAL PART TIME
0.50
0.50
0.50
0.50
TOTAL FULL -TIME -EQUIVALENT 5.5 5.5 5.5 5.5
City of Allen 47 FV2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
568,507
587,932
587,932
634,551
Longevity
1,740
1,980
1,980
2,220
Overtime
2,985
2,500
2,500
2,500
Deferred Compensation
16,570
16,751
16,751
17,381
FICA
33,588
45,559
45,559
37,751
TMRS
83,863
86,328
86,328
89,718
Worker's Compensation
565
1,191
1,191
1,282
Health Insurance
58,780
59,480
59,480
64,524
Health Savings
5,216
5,219
5,219
5,423
Dental Insurance
3,944
3,991
3,991
4,110
Long-term Disability
789
820
820
502
Life Insurance
948
960
960
839
Flexible Spending
214
216
216
124
Car Allowance
7,800
7,800
7,800
7,800
SUBTOTAL $ 785,509
$ 820,727 $
820,727
$ 868,725
City of Allen 47 FV2017 Budget
I
1
DEPARTMENT TOTALS 806,049 $ 842,427 $ 842,427 890,480
NO CAPITAL ITEMS
City of Allen
48
FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
OPERATIONS
ACTUAL
BUDGET
AMENDED
BUDGET
Training & Travel
9,754
11,575
11,575
10,940
Dues & Subscriptions
4,429
5,125
5,125
4,765
Meetings & Receptions
2,041
2,250
2,250
2,700
SUBTOTAL $ 16,224 $
18,950 $
18,950
$ 18,405
SUPPLIES
General Supplies
4,316
2,750
2,750
3,350
SUBTOTAL $ 4,316 $
2,750 $
2,750
$ 3,350
DEPARTMENT TOTALS 806,049 $ 842,427 $ 842,427 890,480
NO CAPITAL ITEMS
City of Allen
48
FY2017 Budget
I
1
WEBSITE
The City of Allen website is maintained by
the Public and Media Relations
Department of City Administration. For a
historic perspective, in 2005, the number
of page -views per month was 45,725.
After a website redesign in 2008, the
traffic increased to over 119,000 page -
views per month the following year.
From 2010 through 2012, the average
monthly page -views continued to climb
235,000
230,000
228,935
225,000
220,000
215,000
210,000
205,000
200,030
200,000
195,000
-
216,819
214,327
from 200,030 average page -views per 190,000 { �_
month to an all-time high of 228,935 185,000 ,
average page -views per month in 2012. 2010 2012 2014 2016 Est.
The increase is attributed to interest in
continued development of destination assets, creation of the Allen Convention and Visitors Bureau and
improved website design and technology.
In 2013, the average number of page -views per month dropped to 207,989. This decrease is attributed to the
expansion of news and information being available through multiple social media accounts and subscriber
news services. In addition, online news services such as AIIenBubblelife began picking up City news feeds.
By 2014, page -views per month again began to increase, reaching 214,327. Modest population growth,
changes to the water conservation practices (Stage 3 enhanced), and regional relocation efforts for Toyota
employees accounts for some of this increase (rise in visitor traffic from the state of California).
By mid -year 2015, the City of Allen website underwent a major refresh in design per the contract with
CIVICPlus. Page -views rose to nearly 220,000 per month over the course of the year. During the months
following the new design launch date in July 2015, unique page -views' rose to 142,441 per month which was
an increase of over 2,000 per month. This can be attributed to new navigation architecture, more user friendly
page layouts and the ability for staff to provide more dynamic updates with the enhanced design through
internal sub -sites like AIIenNews.org, AIIenParks.org and AIIenLibrary.org. Increased use of social media
through platforms such as Facebook and Twitter is also considered a factor driving increased website traffic
(using web links for more information).
2016 continues to see an increase in page -views, up to 216,819 per month for the first six months. Unique
page -views• are at an all-time high of 166,160 per month in the first six months of 2016. This can be attributed
to expanded promotional campaigns to highlight communications efforts through AIIenNews.org, social
media and email newsletters. Information on the proposed Capital Improvement Plan also resulted in an
increase to unique page -views' as this was new content on the website.
`A page -view is defined by a user loading the page in a browser (IE or Firefox etc.) If a visitor comes to a site
and looks at the some page twice that will count as 2 page -views but only 1 unique page -view.
City of Allen 49 FY2017 Budget
CITY SECRETARY
ORGS
CITY SECRETARY 1115100
MAYOR AND COUNCIL 1115120
City Secretary
1
RecorES Management Senior Administra0ve Assistant) I Mministramwe Assistant
Sp eu el"
st 1 5
1
City of Allen 50 FY2017 Budget
/w
--0The City Secretary's Office is responsible for the administration of city elections and the
<+F2 citywide Records Management program, responding to Public Information Requests and the
*: annual Board and Commission appointment process. The Office operates the Municipal
5 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.
Goals. Maintain operational excellence in City government services
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services
• Successfully conducted the General Election, Bond Election and Special Local Option 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.
• Oversaw recruitment and appointment process of City Council's boards, committees and commissions. Conducted
the annual orientation program for newly appointed and reappointed board, committee and commission
members.
' : 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. 13 to the Code of Ordinances and Supplement No. 13 to the Land Development Code.
• Conducted records management training for Records Liaison Officers.
• Continued imaging program to ensure the preservation of commercial building plans.
Goals. Maintain operational excellence in City government services
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality 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 51 FY2017 Budget
City of Allen 52 FV2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
291,293
319,921
319,921
334,309
Operations
67,606
62,041
62,041
68,055
Supplies
7,729
8,126
8,126
8,326
Professional Services
24,154
45,950
87,216
55,950
DEPARTMENT TOTAL
390,782
436,038
477,304
466,640'-
City of Allen 52 FV2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
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
TOTALFULLTIME
3
3
3
3
PART-TIME
Council Salaries
34,500
35,340
35,340
Administrative Assistant
0.50
0.50
0.50
0.50
TOTAL PART TIME
0.50
0.50
0.50
0.50
City of Allen 52 FV2017 Budget
TOTAL FULL -TIME -EQUIVALENT
3.5
3.5
3.5
3.5
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
194,140
216,148
216,148
221,306
Council Salaries
34,500
35,340
35,340
34,500
Longevity
882
1,066
1,066
1,190
Overtime
758
500
500
1,008
FICA
14,984
16,636
16,636
17,527
TMRS
27,692
31,148
31,148
31,718
Worker's Compensation
211
467
467
479
Health Insurance
14,524
14,310
14,310
21,513
Health Savings Account
1,554
2,073
2,073
2,141
Dental Insurance
1,442
1,552
1,552
2,282
Long-term Disability
236
281
281
304
Life Insurance
288
316
316
279
Flexible Spending
82
84
84
62
SUBTOTAL $
291,293 $
319,921
$ 319,921
$ 334,309
OPERATIONS
Training/Travel/Mileage
42,000
32,600
32,600
20,800
Dues & Subscriptions
1,276
1,365
1,365
1,495
Advertising
8,789
6,350
6,350
6,350
Outside Printing
1,405
1,850
1,850
1,850
Meeting & Receptions
14,136
19,876
19,876
37,560
'
SUBTOTAL $
67,606 $
62,041
$ 62,041
$ 68,055
City of Allen 52 FV2017 Budget
1
DEPARTMENT TOTALS 390,782 436,038 477,304 $ 466,640
NO CAPITAL ITEMS
City of Allen
53
FY2017 Budget
GENERA 1
11 1
s
2014-2015
2015-2016
2015-2016
2016-2017
SUPPLIES
ACTUAL
BUDGET
AMENDED
BUDGET
General Supplies
7,729
8,126
8,126
8,326
SUBTOTAL $ 7,729 $
8,126
$ 8,126
$ 8,326
PROFESSIONAL SERVICES
Contractual Services
-
-
-
33,300
Professional Services
13,973
35,950
35,950
12,650
Elections
10,181
10,000
51,266
10,000
SUBTOTAL $ 24,154 $
45,950
$ 87,216
$ 55,950
DEPARTMENT TOTALS 390,782 436,038 477,304 $ 466,640
NO CAPITAL ITEMS
City of Allen
53
FY2017 Budget
I
1
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 Est.
Training Sessions Provided
2
6
4
Cubic Feet of Eligible Records
0
900
goo
Destroyed
16
15
16
Number of Commercial Building Plans
0
0
4,000
Pageslmaged
25
38
41
Number of Ordinances, Resolutions
NA
NA
14,000
and Minutes Imaged
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 Est.
Percentage of Open Records Requests 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.
City of Allen
Performance Measure
2014
2015
2016 Est.
Number of Blue Star Flag
1
1
Presentations
1
Number of Proclamations Presented
16
15
16
at Council Meetings
Number of Citizen Recognitions
25
38
41
Presented Outside of Council Meeting
54
FY2017 Budget
' 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 Est.
Percentage of Newly Appointed and
Reappointed Board Members 100% 100% 100%
Attending Annual Orientation Session
Percentage of Appointees Completing
Open Meetings Training required by 100% 100% 100%
the Open Meetings Act
Municipal Elections
The City Secretary's Office provides election services to voters, petitioners, City departments, and
candidates 50 they can participate in the election process.
City of Allen 55 FY2017 Budget
Performance Measure
2014
2015
2016 Est.
Number of Ballots Cast
3,134
1,815
4,503
'
Total cost of General Election
$11,751
$9,204
$14,608
Cost per ballot cast
$3.75
$5.07
$3.24
Percentage of Registered Voters
6.1%
3.5%
8.1%
Casting Ballots
City of Allen 55 FY2017 Budget
' COMMUNITY DEVELOPMENT DEPARTMENT
ORGS
PLANNING 1500420
BUILDING INSPECTIONS 1510110
ENVIRONMENTAL HEALTH 1515400
CODE ENFORCEMENT 1515410
1
Building Oficial
1
official
1
Building Inspector
4
Plans Examiner
3
Director
1
Senior Planner Assistant Director
1 IF1
Senior Administrative
Assistant
1
Planner
1
Senior Planner
1
Planner
Code & Health
Compliance Manager
i
Senior Code
Enforcement Officer
2
Code Enforcement
Officer
2'
Senior ErmrDnmental
Health Specialist
2
Environmental Health
Specialist
1
*One position paid from Water/Sewer and Solid Waste Funds.
City of Allen
56
Assistant
1
FY2017 Budget
1
FUND DEPARTMENT ACCOUNT
GENERAL FUND COMMUNITY DEVELOPMENT 1510110-1520110
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.
Accomplishments in FY 2016:
Goal 1. Enhance Community Livability and Safetr
• Continued administration of the Adopted 2009 International Codes and NEC Electrical Code for enforcement.
• Continued working with builders and contractors to understand changes in the codes.
• Complied the review and code amendments process to prepare for the 2015 International Building Codes adoption
process as recommended by COG.
• Provided cross training for staff in areas that provide enhanced customer service.
• Initiated development and set-up of the Tyler Energov Building Inspection module and workflow process.
Goal 6. Maintain operational excellence in City government services
• Continued to implement a cross -training program for Building Inspectors to become Combination Inspectors,
creating a professional, "one stop" process that will expedite development and reduce the number of trips to
construction sites.
Objectives for FY 2017:
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
• Complete the process to adopt new Building Codes (2015 International Codes).
• 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 community development.
• Continue to provide technical support for the CDBG Home Repair program.
Goal 6. Maintain operational 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.
• Implement the Tyler Energov Software.
City of Allen 57 FY2017 Budget
1
"This position is split between Community Development -Permits and Water & Sewer -Utility Billing.
PART-TIME
Receptionist 1.00 1.00 1.00 0.00
TOTAL PART TIME 1.00 1.00 1.00 0.00
TOTAL FULL -TIME -EQUIVALENT 17.50 17.50 17.50 16.50
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
1,440,501
1,645,911
1,648,411
1,691,307
Operations
25,566
43,906
43,906
44,586
Supplies
10,543
27,790
27,790
27,100
Maintenance
5,878
7,980
7,980
7,980
Professional Services
5,432
10,020
12,020
19,620
DEPARTMENT TOTAL $
1,487,919 $
1,735,607
$ 1,740,107 $
1,790,593
1
"This position is split between Community Development -Permits and Water & Sewer -Utility Billing.
PART-TIME
Receptionist 1.00 1.00 1.00 0.00
TOTAL PART TIME 1.00 1.00 1.00 0.00
TOTAL FULL -TIME -EQUIVALENT 17.50 17.50 17.50 16.50
2014-2015
2015-2016
2015-2016
2016-2017
FULL TIME
ACTUAL
BUDGET
AMENDED
BUDGET
Building Official
1
1
1
1
Assistant Building Official
1
1
1
1
Permit/Utility Billing Manager"
0.5
0.5
0.5
0.5
Building Inspector
4
4
4
4
Sr. Environmental Health Specialist
2
2
2
2
Environmental Health Specialist
1
1
1
1
Plans Examiner
3
3
3
3
Customer Service Representative
3
3
2
2
'
Permit Technician
0
0
1
1
Administrative Assistant
1
1
1
1
TOTAL FUULTIME
16.5
16.5
16.5
16.5
1
"This position is split between Community Development -Permits and Water & Sewer -Utility Billing.
PART-TIME
Receptionist 1.00 1.00 1.00 0.00
TOTAL PART TIME 1.00 1.00 1.00 0.00
TOTAL FULL -TIME -EQUIVALENT 17.50 17.50 17.50 16.50
City of Allen 58 FV2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
1,011,062
1,148,579
1,148,579
1,179,639
Longevity
3,736
4,576
4,576
3,632
Overtime
24,728
14,611
17,111
17,111
FICA
75,043
83,385
83,385
83,067
TMRS
146,912
164,880
164,880
167,241
Worker's Compensation
1,885
4,267
4,267
4,356
Health Insurance
157,798
203,733
203,733
214,426
City of Allen 58 FV2017 Budget
I
1
1
SUPPLIES
General Supplies
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES -CONTINUED
ACTUAL
BUDGET
AMENDED
BUDGET
Health Savings Account
3,611
3,146
3,146
3,214
Dental Insurance
12,780
15,298
15,298
15,072
Long-term Disability
1,354
1,590
1,590
1,787
Life Insurance
1,121
1,262
1,262
1,142
Flexible Spending
469
584
584
620
SUBTOTAL $
1,440,501 $
1,645,911 $
1,648,411
$ 1,691,307'
OPERATIONS
Training/Travel
14,070
24,085
24,085
27,565
Dues/Subscriptions/License
3,524
8,861
8,861
5,361
Uniforms
6,026
7,900
7,900
8,600
Putside Printing
1,946
3,060
3,060
3,060
SUBTOTAL $
25,566 $
43,906 $
43,906
$ 44,586
SUPPLIES
General Supplies
10,543
27,790
27,790
27,100
SUBTOTAL
$ 10,543
$
27,790
$
27,790
$
27,100
MAINTENANCE
Vehicle Maintenance
5,878
7,980
7,980
7,980
SUBTOTAL
$ 5,878
$
7,980
$
7,980
$
7,980
PROFESSIONAL SERVICES
Contractual Services
-
-
-
7,620
Professional Services
5,432
10,020
12,020
12,000
SUBTOTAL
$ 5,432
$
10,020
$
12,020
$
19,620
DEPARTMENT TOTALS
1,487,919
$
1,735,607
$
1,740,107
$
1,790,593
NO CAPITAL ITEMS
City of Allen
59
FV2017 Budget
I
DEPARTMENT ACCOUNT
9MMUNITY DEVELOPMENT 1510110-1520
Building Permit Plan Review Time
Developers and individuals who desire
to do construction projects must RII Total Building Permits Issued
out a permit application and submit
plans and other supporting 10,000
documents, which are reviewed by the 7,500 - -
permit staff and a plans examiner. This
is the application procedure when 5,000 --
applying for any type of building 2,soo
permit in the City of Allen. The goal is
to provide for regulated growth with -
quality assurance, comply with all FY2012 FY2013 FY2014 FY2015 FY2016
applicable building codes and city Est,
regulations, and build relationships with excellent customer service. While single-family
development made up
Single Family Permits Issued the majority of the work
600 - load for many years, the
500
division now works with
-
a much more diverse
400 --- project load. Plan review
300 is our opportunity to
make sure that
200 -- -- compliance is achieved
100 with all applicable
building, local, and life
safety code
FY2012 FY2013 FY2014 FY2015 FY2016 Estrequirements before
proceeding with
construction. The Commercial Permit Review Time chart reflects how recent changes have
reduced the number of days it takes to review a commercial project which, in turn, allows us to
become a more user-friendly city.
30
25
20
15
110
5
Commercial Permit Review Time
(Business Daysl
FY2012 FY2013 82014 FY2015 H2016 Est.
City of Allen 60 FY2017 Budget
1
1
New commercial and residential buildings, remodels, and miscellaneous permits are inspected
multiple times before a final approval occurs and a certificate of occupancy may be issued. This
is required to ensure all construction meets the requirements as set forth by the City of Allen.
These routine procedures are being performed while we are transforming into a combination
inspection department with our inspectors. Our goal is to provide a more efficient and high
quality process for the customer and more prompt completion of projects.
35
30
25
20
15
30
5
Average Inspection Time
(Minutes Per Stop)
FY2012 FY2013 FY2014 FY2015
Environmental Health Inspections
FY2016 Est.
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.
City of Allen 61 FY2017 Budget
11� F
' 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, code enforcement 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
Strategy 2. Create a clear plan to provide housing and other amenities to attract "Baby Boomers" and retirees to
live, shop, and play in Allen
• Assisted with the facilitation of the hotel and convention center project.
• Partnered with land owners to implement Planned Development No. 108 including a focus on senior living and
related services.
• Facilitated new developments including Kone, Montgomery Ridge, Angel Field West and various retail and
restaurant establishments.
Strategy 3. Manage growth and development to preserve Allen's character and maintain neighborhood vitality
• Implemented 2015-2020 CDBG Consolidated Plan and completed 10 home repair projects and provided funding to
social and public services.
• Code enforcement addressed over 4,500 property maintenance, nuisance and other violations.
• Completed additional major amendments to the Allen Land Development Code.
1 MMEM======-
1
Goal 1. Enhance Community Livability and Safety
Strategy 2. Create a clear plan to provide housing and other amenities to attract "Baby Boomers" and retirees to
live, shop, and play in Allen
• 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.
Strategy 3. Manage grovrth and development to preserve Allen's character and maintain neighborhood vitality
• Manage the design and construction of the hotel and convention center project.
• Implement the new Comprehensive Plan.
• Continue to develop a Community Integrity program.
Goal 6. Maintain operational excellence in City government services
Strategy 1. Utilize technology for optimum performance and customer service
• Implement the Tyler Technologies Software.
City of Allen 62 FY2017 Budget
I
1
1
City of Allen
63
FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
619,828
739,564
739,564
789,831
Operations
21,880
25,470
25,470
26,000
Supplies
3,808
5,695
5,695
7,000
Maintenance
-
1,250
1,250
1,250
Professional Services
4,037
8,000
8,000
8,000
Miscellaneous
61,769
50,000
50,000
50,000
DEPARTMENTTOTAL
711,321
829,979
829,979882,081'.
1
City of Allen
63
FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
FULL TIME
ACTUAL
BUDGET
AMENDED
BUDGET
Director
1
1
1
1
Assistant Director
1
1
1
1
Senior Planner
1
2
2
2
Planner
2
2
2
2
Code & Health Compliance Manager
1
1
1
1
Senior Code Enforcement Officer
1
2
2
2
Code Enforcement Officer
2
1
1
1
Senior Administrative Assistant
1
1
1
1
TOTALFULLTIME
30
11
11
11
TOTAL FULL -TIME -EQUIVALENT
30
11
11
11
City of Allen
63
FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
459,144
574,419
574,419
588,282
Longevity
2,440
2,760
2,760
2,224
Overtime
4,154
3,000
3,000
3,000
FICA
33,397
35,681
35,681
40,022
TMRS
65,850
69,048
69,048
81,950
Worker's Compensation
447
915
915
1,096
Health Insurance
48,415
47,929
47,929
64,518
Health Savings
262
-
-
1,141
Dental Insurance
4,164
4,214
4,214
5,708
Long-term Disability
644
679
679
822
Life Insurance
731
740
740
758
Flexible Spending
180
179
179
310
SUBTOTAL $ 619,828 $
739,564
S 739,564 $
789,831
City of Allen
63
FY2017 Budget
I
2015-2016 2016-2017
Oreanizat,ons AMENDED BUDGET
Collin County Committee on Aging 23,500 23,500
CASA of Collin County 23,500 23,500
Family Promise 3,000 3,000
$ 50,000 $ 50,000
City of Allen 64 1 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
OPERATIONS
ACTUAL
BUDGET
AMENDED
BUDGET
Training & Travel
15,552
17,000
17,000
17,500
Dues & Subscriptions
3,028
3,670
3,670
4,000
Advertising
198
300
300
-
Outside Printing
2,652
2,500
2,500
2,500
Meetings& Receptions
450
2,000
2,000
2,000
SUBTOTAL
$ 21,880
$
25,470
$
25,470
$
26,000
SUPPLIES
General Supplies
3,808
5,695
5,695
7,000
SUBTOTAL
$ 3,808
$
5,695
$
51695
$
7,000
MAINTENANCE
Vehicle Maintenance
1,250
1,250
1,250
SUBTOTAL
S -
S
1,250
S
1,250
S
1,250
PROFESSIONAL SERVICES
Professional Services
4,037
8,000
8,000
8,000
SUBTOTAL
$ 4,037
$
81000
$
81000
$
81000
MISCELLANEOUS
Donation Expense
61,769
50,000
50,000
50,000
SUBTOTAL-$
61,769
$
50,000
$
50,000
$
50,000
DEPARTMENT TOTALS
711,321
829,979
829,979
882,081
2015-2016 2016-2017
Oreanizat,ons AMENDED BUDGET
Collin County Committee on Aging 23,500 23,500
CASA of Collin County 23,500 23,500
Family Promise 3,000 3,000
$ 50,000 $ 50,000
City of Allen 64 1 FY2017 Budget
n
Development Proiects 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.
120
100
80
60
40
20
0
■ Zoning/SUP
GDP
■ Plats
■ Site Plan
Development Projects Reviewed
Permits Reviewed
The Land Development Division reviews building permits, sign permits and civil plans for all new
businesses and building permits for zoning compliance.
700
600 --_
Soo --
400 --
300 -p
200 r
100 -}---
1
2012
■Building/CO 392
Permits Reviewed
City at Allen 65 FY2017 Budget
2012
2013
2014
2015
2016 Est.
30
30
25
23
30
3
2
2
0
2
30
34
33
37
41
- 12--�
29�
— 30
34
36
Permits Reviewed
The Land Development Division reviews building permits, sign permits and civil plans for all new
businesses and building permits for zoning compliance.
700
600 --_
Soo --
400 --
300 -p
200 r
100 -}---
1
2012
■Building/CO 392
Permits Reviewed
City at Allen 65 FY2017 Budget
Code Enforcement Cases
Code Enforcement 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 2015 Code Enforcement
Officers resolved 3,584 violations, while only issuing 88 citations. Seventy-one percent of violations were
resolved within 30 days.
8000
6000
4000
2000
0
Cases
Code Enforcement Cases (FY)
' Community Development Block Grant Projects
The City of Allen receives federal funds through the Community Development Block Program (CDBG).
With these funds the City operates several programs including a home rehabilitation program and support
to public service agencies. The City's allocation of federal funds for the CDBG program has increased
slightly over the past five years and the number of home repairs projects is determined by the average
cost of those projects.
Home Repair Projects
(includes minor repairs)
is
16
14
12 —
10 - —
8
6
4
2
0
' 2012 2013 2014
Houses 30 13 9
ym$/House $21,800 $22,500 $18,500
115 2016
9 17
$25,000
$20,000
$15,000
$10,000
$5,000
$0
City of Allen 66 FY2017 Budget
1
City of Allen
COMMUNITY SERVICES
ORGS
ADMINISTRATION 1600100
BUILDING MAINTENANCE 1615110
SERVICE CENTER 1620470
STREETS 1625110
Director
1
Senior Administrative Assistant
1
Assistant Director
1
Streets/Drainage Foreman Fleet CooNinalor I 11BUIlding Maintenance Forem:
Crew Leader Builtling Technician
2 3
Lead Custodian
Equipment Operator 2
2
Custodian
MaintenanceWorker 7
7
67 FY2017 Budget
I
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
Strategy 8. Work with partners to protect and conserve natural resources
Objective 1. Work with NCTCOG to protect and improve air quality
• Director continues as Board Chair to the NCTCOG Resource Conservation Council.
Objective 2. Work with partners to protect and conserve electricity
• Help develop electricity and natural gas budget estimates for all City funds.
• Continued to report electric consumption in accordance with Senate Bill 898 compliance to reduce municipal electric
use by 5% per year through FY 2021.
Goal 6. Maintain operational excellence in City government services
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services
• Quickly and completely responded to citizen requests for assistance and information.
• Developed the sixth annual budget for the Municipal Service Center.
Goal S. Proactively work to protect, conserve and manage water resources
Reported the P year progress for the TCEQ Sanitary Sewer Overflow Program.
Strategy 1. Develop water conservation initiatives that encourage residents, businesses and City's operations to adopt
a "low water -use" lifestyle
' • Continued the 1" year of the free residential homeirn,atian audit program.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy B. Work with partners to protect and conserve natural resources
Objective 1. Work with NCTCOG to protect and improve air quality
• Continue Beet conversion to alternative fuels or vehicles meeting low emission standards (LEV).
Objective 2. Work with partners to protect and conserve electricity
• Continue to be involved in electric deregulation through the Texas Coalition for Affordable Power (TCAP) and in the
management of the City's power procurement and usage monitoring.
• Continue Oncor's electric demand and use reduction programs that are aimed at improving the energy efficiency of
city buildings.
• Continue reporting of electric consumption in accordance with Senate Bill 898 compliance to reduce municipal
electric use by 5% per year through FY 2021.
Goal 6. Maintain operational excellence in City government services
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services
• Respond to customer calls, e-mails, comment forms, or letters within one business day of the day of receipt.
• Provide responsible strategic planning to address long range water, sewer, drainage, and solid waste needs for City
and NTMWD capital improvements.
Goal B. Proactively work to protect, conserve and manage water resources
Strategy 2. Develop water conservation initiatives that encourage residents, businesses and City's operations to adopt
a "low water -use" lifestyle
• Continue a free residential home irrigation audit program.
L
City of Allen 68 FY2017 Budget
I
1
City of Allen
69 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
419,226
441,755
441,755
460,670
Operations
2,632
4,690
3,140
4,840
Supplies
4,046
3,050
3,050
3,110
Maintenance
188
1,200
1,200
1,225
Professional Services
1
2,300
2,300
2,300
DEPARTMENT TOTAL.
426,092
452,995
$ 451,445
472,145
City of Allen
69 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
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
Ll d
.
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
303,892
319,479
319,479
336,764
Longevity
2,324
2,468
2,468
2,612
Overtime
839
1,500
1,500
1,500
FICA
21,164
23,588
23,588
22,244
TMRS
43,358
46,167
46,167
48,372
Worker's Compensation
290
612
612
646
Health Insurance
43,744
44,265
44,265
44,868
Dental Insurance
2,410
2,439
2,439
2,512
Long-term Disability
430
453
453
416
Life Insurance
598
605
605
550
Flexible Spending
176
179
179
186
SUBTOTAL
$
419,226
$
441,755
$
441,755
$
460,670
OPERATING EXPENDITURES
Training & Travel
577
1,965
1,965
1,965
Dues & Subscriptions
2,055
2,725
1,175
2,875
SUBTOTAL
$
2,632
$
4,690
$
3,140
$
4,840
SUPPLIES
General Supplies
4,046
3,050
3,050
3,110
SUBTOTAL
$
4,046
$
3,050
$
3,050
$
3,110
MAINTENANCE
Vehicle Maintenance
188
1,000
1,200
1,225
Radio Maintenance
-
200
-
-
SUBTOTAL
$
188
$
1,200
$
1,200
S
1,225
City of Allen
69 FY2017 Budget
I
1
2014-2015 2015-2016 2015-2015 2016-2017
PROFESSIONAL SERVICES ACTUAL BUDGET AMENDED BUDGET
Professional Services 2,300 2,300 2,300
SUBTOTAL $ - $ 2,300 $ 2,300 $ 2,300
DEPARTMENT TOTALS 426,092 $ 452,995 451,445 472,145
NO CAPITAL ITEMS
City of Allen 70 FY2017 Budget
I
L
Low Emission Vehicles
The City of Allen is gradually
replacing its higher emission gas or
diesel burning light duty (non-
emergency) vehicles with Ultra -Low
Emission Vehicles (ULEV), Low
100%
Emission Vehicles (LEV), or
Alternative Fueled Vehicles (AFV) in
90%
order to meet EPA requirements.
Community Services, Engineering,
Building and Code, and Parks and
60%
Recreation are all affected by the
EPA requirements and are procuring
70%
lower emission replacement
vehicles as a result. Public Safety
vehicles are not included in the EPA
60%
requirements; however, all patrol
cars purchased in the past three
years are also LEV or ULEV.
50%
City of Allen
Percentage of City's Fleet that is
LEVIAFV
71
2014 2015
2016
FY2017 Budget
W-1 Wail 0 1
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.
_si_
• Assisted in set up and break down at numerous City sponsored events.
• Continued automated building maintenance request system with assistance from IT department.
Goal S. Systematically invest in public infrastructure
Strategy 3. Develop and implement Infrastructure Maintenance Plan/schedules for Community Service
operations
• 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 of HVAC equipment at the Library and Animal Shelter, oversaw installation of 19 new fan
power boxes in the Municipal Court and Parks Building.
Goal 2. Cultivate regional alliances and partnerships with agencies and Governmental units that affect Allen
' Strategy 8. Work with partners to protect and conserve natural resources
Objective 2. Work with partners to protect and conserve electricity
• Participated in planning of city buildings for energy efficiency through Oncor's electric demand and use
reduction programs.
• Joined Metroplex Facility Managers Association.
• Joined several groups through Linkedln; Facility Maintenance Group, Building Owners and Managers
Group, Code Officials of America, Maintenance Technology and the Maintenance Excellence Institute.
Goal 5. Systematically invest in public infrastructure
Strategy 3. Develop and implement Infrastructure Maintenance Plan/schedules for Community Service
operations
• Maintain a high level of maintenance and repair for City facilities the division maintains.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy 8. Work with partners to protect and conserve natural resources
Objective 2. Work with partners to protect and conserve electricity
• 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.
• Work with new Energy Management System to better utilize the systems' ability to conserve energy.
• Develop new alliances through membership with International Facility Managers Association. (IFMA)
City of Allen 72 FY2017 Budget
n
City of Allen 73 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
690,650
742,282
742,282
783,016
Operations
5,028
11,752
9,752
9,905
Supplies
61,032
75,000
75,000
68,870
Maintenance
132,851
155,500
80,500
80,700
Professional Services
112,920
96,973
174,933
175,393
DEPARTMENTTOTAL
1,002,480
1,081,507 $
1,082,467
$ 1,117,884
City of Allen 73 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
Building Maintenance Foreman
1
1
1
1
Lead Custodian
2
2
2
2
Building Technician
2
3
3
3
Custodian
7
7
7
7
TOTAL FULL TIME
12
13
13
13
TOTAL FULL -TIME -EQUIVALENT
12
13
13
13
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
411,334
492,446
492,446
493,941
Longevity
3,512
4,088
4,088
4,664
Overtime
51,011
20,500
20,500
23,000
FICA
32,768
30,548
30,548
36,691
TMRS
65,760
62,536
62,536
74,020
Workers Compensation
4,515
8,940
8,940
10,225
Health Insurance
111,070
112,392
112,392
128,469
Dental Insurance
9,421
9,533
9,533
10,502
Long-term Disability
582
613
613
748
Life Insurance
443
448
448
446
Flexible Spending
235
238
238
310
SUBTOTAL $
690,650
$ 742,282
$ 742,282
$ 783,016
OPERATIONS
Training & Travel
-
3,070
1,070
1,070
Dues & Subscriptions
15
545
545
545
Clothing & Uniforms
5,013
5,287
5,287
5,390
Advertising
-
150
150
150
Rentals/Leasing
2,700
2,700
2,750
SUBTOTAL .$
5,028
$ 11752
$ 9,752,
$ - 91905
City of Allen 73 FY2017 Budget
I
1
NO CAPITAL ITEMS
City of Allen
74
FV2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
SUPPLIES
ACTUAL
BUDGET
AMENDED
BUDGET
Janitorial Supplies
56,711
61,000
61,000
62,220
Small Tools & Minor Equipment
4,321
14,000
14,000
6,650
SUBTOTAL
$
61,032
$
75,000
$
75,000
$
68,870
MAINTENANCE
Building Maintenance
131,715
153,000
78,000
78,000
Vehicle Maintenance
1,136
2,500
2,500
2,700
SUBTOTAL
$
132,851
$
155,500
$
80,500
$
80,700
PROFESSIONAL SERVICES
Contractual Services
47,522
94,473
172,433
172,893
Professional Services
65,397
2,500
2,500
2,500
SUBTOTAL
$
112,920
$
96,973
$
174,933
$
175,393
DEPARTMENT TOTALS
$
1,002,480
1,081,507
1,082,467
1,117,884
NO CAPITAL ITEMS
City of Allen
74
FV2017 Budget
Building Square Footage Cleaned
The total amount of square footage cleaned
was increased October 2010 as the
Municipal Service Center was completed at
that time. An additional 29,100 square feet
of area was added to the total with the
completion of the service center. In
December 2015, the city hall basement will
be expanded by 5206 SF for meeting room
space.
Total Sauare Feet Cleaned per Custodian
This measure reflects the efficiency of the
' Division's cleaning efforts. The Division has
goal of 18,000 square feet cleaned per
custodian to allow for thorough cleaning. In
FY 11, one new custodian was added to clean
the service center.
1
Cleaning Cost
This is the cost incurred by the division for
each square foot cleaned. The dollar amount
includes salary and benefits for employees,
uniforms, supplies, and cleaning equipment.
Building Square Footage Cleaned
228,000
227.000
227,006
226,000
225.000
224,000
223,000
---
222,000 �.-22t,B00
221300
22 1,000 ,,_.
220,000 '...
._._...
.
219,000
---
2014
2016 2016
Total Square Feet Cleaned
per Custodian
25,400 r-- 25,223 -
25,200 --
25,000
24,800 24,644 24,644
24,600
24,400
24,2-
2014 2015 2016
Dollars per Square Foot Cleaned
per Year
$3.50 —
$3.00
$250 —
$2.00
$1.50
$1.00
2014 2015 2015
City of Allen 76 FY2017 Budget
1
1
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
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services
• Oversaw operations of Municipal Service Center including administration building and shop building.
• Managed operations budget for Service Center for FY 15-16 including the transfer of General Fund fuel
costs to be included in service center budget.
Goal 6. Maintain operational excellence in City government services
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services
• 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.
City of Allen 76 FY2017 Budget
I
'
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel
66,851
80,234
80,234
83,251
Operations
426,866
642,026
484,863
623,200
Supplies
6,806
19,150
24,150
24,250
Maintenance
29,732
20,000
24,800
24,900
Professional Services
30,092
42,170
37,370
37,470
DEPARTMENTTOTAL
560,347
803,580 $
651,417
793,071
'
2014-2015
2015-2016
2015-2016
2016-2017
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
Fleet Coordinator
1
1
1
1
TOTAL FULL TIME
1
1
1
1
-
56
56
104
TOTAL FULL -TIME -EQUIVALENT
Overtime
1,317
1,000
1,000
1
1
1
1
'
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
47,549
56,303
56,303
58,493
Longevity
-
56
56
104
Overtime
1,317
1,000
1,000
1,000
FICA
3,510
4,029
4,029
4,242
TMRS
6,926
8,082
8,082
8,457
Worker's Compensation
437
1,167
1,167
1,213
Health Insurance
6,352
8,570
8,570
8,688
Dental Insurance
658
887
887
914
Long-term Disability
57
80
80
88
Life Insurance
45
60
60
52
Flexible Spending
SUBTOTAL $ 66,851 $
80,234
$ 80,234 $
83,251
OPERATIONS
Fuel
426,629
638,151
480,788
619,125
Training & Travel
-
500
500
500
Dues & Subscriptions
-
125
325
325
Clothing & Uniforms
220
1,000
1,000
1,000
Rentals
-
2,000
2,000
2,000
Outside Printing
17
250
250
250
SUBTOTAL $ 426,866 $
642,026
$ 484,863 $
623,200
FI
City of Allen 77 FY2017 Budget
1
DEPARTMENT TOTALS $ 560,347 $ 803,580 651,417 $ 793,071
NO CAPITAL ITEMS
City of Allen 78 FV2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
SUPPLIES
ACTUAL
BUDGET
AMENDED
BUDGET
General Supplies
2,648
11,200
16,200
16,200
Small Tools & Minor Equipment
4,158
7,950
7,950
8,050
SUBTOTAL
$ 61806
S
19,150
-$
24,150`$.
24,250
MAINTENANCE
Facility Maintenance
16,382
8,000
12,800
12,800
Vehicle Maintenance
1,101
3,500
3,500
3,550
Equipment Maintenance
12,249
8,500
8,500
8,550
SUBTOTAL
$ 29,732
$
20,000
$
24,800
$
24,900
PROFESSIONAL SERVICES
Contractual Services
8,005
42,170
37,370
37,470
Professional Services
22,087
SUBTOTAL
$ 30,092
$
42,170
$
37,370
$
37,470
DEPARTMENT TOTALS $ 560,347 $ 803,580 651,417 $ 793,071
NO CAPITAL ITEMS
City of Allen 78 FV2017 Budget
L
Streets division is responsible for promoting quality of life and the public's safe driving experience through
maintaining public streets, sidewalks, and alleys.
Goal 5. Systematically invest in public infrastructure
Strategy 3. Develop and implement Infrastructure Maintenance Plan/schedules for Community Service
operations
• Performed routine concrete and asphalt street maintenance to extend the fife of the City s roadways.
• Managed the City/Resident cost -shared sidewalk replacement program.
• Developed and oversaw annual street and alley repair project.
• Responded to allcitizen requests for assistance within 24 hoursto demonstratea high degree of customer
service.
• Continued the Micro Slurry Seal program for resurfacing asphalt streets in Fountain Park and High
Meadow subdivisions.
• Utilize the new concrete truck to help facilitate delivery reliability and increase Streets, Drainage, and
Water and Sewer efficiency.
' Goal S. Systematically invest in public infrastructure
Strategy 3. Develop and implement Infrastructure Maintenance Plan/schedules for Community Service
operations
• Implement a new computerized maintenance management system to formulate the division's Pavement
Maintenance program.
• Manage the City/Resident cost -shared Sidewalk Replacement program.
• Continue to perform routine concrete and asphalt street maintenance to extend the life of the City's
infrastructure.
• Continue to rapidly respond to citizen calls and concerns on streets, alleys, and sidewalks.
• Continue program for screening wall repair and/or replacement for city owned walls.
• Continue Micro Slurry Seal program for resurfacing asphalt streets.
City of Allen 79 FY2017 Budget
City of Allen 80 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
411,365
462,414
462,414
482,230
Longevity
4,788
Y'
4,600
4,384
Overtime
26,959
18,000
18,000
18,000
FICA
2014-2015
2015-2016
2015-2016
2016-2017
TMRS
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
9,685
Personnel Services
679,382
743,590
743,590
767,551
127,443
Operations
9,482
14,575
16,075
14,725
1,073
Supplies
11,520
13,111
23,111
24,271
8,904
Maintenance
312,107
189,500
179,500
457,005
Life Insurance
Professional Services
-
150,000
150,000
170,000
84
Capital
8,740
124
SUBTOTAL $ 679,382 $
743,590
DEPARTMENT TOTAL $
1,021,231
1,110,776
1,112,276
1,
Training/Travel/Mileage
1,919
3,450
3,450
3,450
Dues & Subscriptions
2014-2015
2015-2016
2015-2016
2016-2017
Clothing & Uniforms
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
998
Foreman
1
1
1
1
14,575
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
City of Allen 80 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
411,365
462,414
462,414
482,230
Longevity
4,788
4,600
4,600
4,384
Overtime
26,959
18,000
18,000
18,000
FICA
31,095
33,120
33,120
35,482
TMRS
62,640
66,970
66,970
71,612
Worker's Compensation
9,685
20,502
20,502
20,191
Health Insurance
123,482
127,443
127,443
125,456
Health Savings Account
560
1,073
1,073
-
Dental Insurance
7,795
8,422
8,422
8,904
Long-term Disability
526
553
553
732
Life Insurance
404
409
409
436
Flexible Spending
84
84
84
124
SUBTOTAL $ 679,382 $
743,590
$ 743,590
$ 767,551
OPERATIONS
Training/Travel/Mileage
1,919
3,450
3,450
3,450
Dues & Subscriptions
416
550
2,050
550
Clothing & Uniforms
6,149
7,850
7,850
8,000
Rentals
998
2,725
2,725
2,725
SUBTOTAL $ 9,482 $
14,575
$ 16,075
$ 14,725
City of Allen 80 FY2017 Budget
I
1
MAINTENANCE
Vehicle Maintenance
2014-2015
2015-2016
2015-2016
2016-2017
SUPPLIES
ACTUAL
BUDGET
AMENDED
BUDGET
General Supplies
1,448
2,725
12,725
12,725
Small Tools& Minor Equipment
8,576
10,036
10,036
11,196
Medical & Chemical Supply
1,496
350
350
350
SUBTOTAL $
11,520
$ 13,111 $
23,111 $
24,271
MAINTENANCE
Vehicle Maintenance
18,106
14,050
14,050
14,330
Equipment Maintenance
13,087
11,350
11,350
11,575
Street/Sidewalk Maintenance
280,913
164,100
154,100
431,100
SUBTOTAL $
312,107 $
189,500 $
179,500 $
457,005
PROFESSIONAL SERVICES
Contractual Services
150,000
150,000
170,000
SUBTOTAL $
- $
150,000 $
150,000 $
170,000
CAPITAL OUTLAY
Machinery & Equipment
City of Allen
SUBTOTAL S 8,740
DEPARTMENT TOTALS 1,021,231 $ 1,110,776 $ 1,112,276 $ 1,433,SS2
81
FY2017 Budget
I
Total Street Miles
Total street miles in Allen have increased
by approximately 11 miles in the past
three years. Although maintenance will
eventually increase as a result of the
new construction, for the immediate
future the new streets will require little
maintenance. All new streets are
constructed with concrete due to lower
maintenance costs and greater lifespan.
Street Conditions
The City's Pavement Service Rating (PSR)
Total Street Miles
400
302.40 308.25 313.80 316.00
300
200
100
J16.25U14.93W14.9314.93
0
2014 2015 2016 2017 est
r•Asphalt Miles ■Concrete Miles
Percentage of Streets in Satisfactory
rnnrlifinn in, RnHn�
system rates streets on a 0-5 scale, with
120%
96% 96% 93%92
0 being impassible, 3 being satisfactory,
100%
and 5 being excellent or newly
80%
77% 73%
constructed. The rating measures
60%
cracking, base condition, drainage,
40%
surface condition, distortion, and ride
20%
quality. Asphalt streets are cheaper to
0%
build but more costly to maintain than
2014 2015 2016 2017 est
concrete. Concrete streets are evaluated
oAsphalt Miles ■Concrete Miles
every four years, and asphalt streets are '..
evaluated over a two year period, 50%
one year and the other 50%the next. The
• A "satisfactory" rating for concrete streets means a
Department will be utilizing the new
rating of 3.5 or better.
computerized maintenance
- A "satisfactory" rating for asphalt streets means a
rating of 3.0 or better.
management system in the future to tie
. Asphalt street ratings are determined after the years
ratings to the GIS system to better
overlay and sealing projects.
evalute the network of streets.
City of Allen 82 FY2017 Budget
F
II
II
Maintenance Dollars Funded per
Year per Pavement Type
The City has almost 20 times as
many miles of concrete streets as
asphalt. Even though asphalt
streets are more expensive to
maintain than concrete, the
difference in miles between the
surface types results in concrete
streets receiving the majority of
funding in normal operations. The
numbers show water and sewer
funds that resurfaced asphalt
streets after sewer rehabilation
projects were completed.
11,400,000
11,200,000
;1,000,000
$800,000
$600,000
$400,000
$200,000
$0
Maintenance Dollars Funded
$1,270,000
$t145,000
$500,000 $560,000
$105.00 $124,000 $125,000
30,000 .
2014 2015 2016 2017 est
Asphalt •Concrete
Maintenance Dollars Spent per Center Line Mile per Year
This measure analyzes the
maintenance funds spent per mile
for both asphalt and concrete
streets. The 2014, 2015, and 2016
numbers for asphalt includes
additional money spent on the
High Meadows Subdivision and the
Fountain Park Subdivision to
resurface the streets after sewer
rehabilitation projects. The
Concrete dollars include concrete
replacement from normal
operation budgets and bond sales
for rnntrart rnnrrptn ctropt rpn i
City of Allen
Maintenance Dollars Spent per Mile
$12,000
$10,000 -
$8,305
$8,000 -- SZ 032
$6,000
$4,000 $3,648
$2,000 _
$2165 $1,653 51,818
-
$0
2014 2015 2016
NAsphaa ■Concrete
83
FY2017 Budget
'
ENGINEERING
ORGS
ENGINEERING 1650100
TRAFFIC 1655110
Diredor
1
Senbr Atlminisl2tlue
Assistant
1
Construction Manager 11
1 Assistant Diredar
1
Program Manager Traffic Foremen Construction Inspe
Gail Engineer
2'
Traffic
W
-11 Signs/MarkSigns/MarkSigns/Markingsd'nalor T
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 84 FY2017 Budget
' 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 provide construction inspection and
ensures that all public traffic control devices are maintained and compliant with state and federal guidelines.
Accomplishments in FY 1
Goal 3. Improve regional mobility through transportation initiative
Strategy 2. Continue to leverage County, State (TxDOT) and Federal resources for road funding
• Assigned Engineering department staff to remain engaged in TxDOT projects in the community—widening of US75
and the reconstruction of FM2786 (Stacy Road).
• Coordinated environmental and design efforts with Collin County, TxDOT, Lucas, and Parker for the future widening
of FM 2551 (Angel Parkway).
Goal S. Systematically Invest in Public infrastructure
Strategy 3. Construct and improve roadway infrastructure
• Traffic Operations: replaced street name blades in two zones, refreshed and replaced pavement markings
throughout the city, constructed one new traffic signal at Stacy Road & Ridgeview Drive intersection.
• Completed construction on the next phase of Ridgeview Drive near the future Watters Branch Community Park, the
Montgomery Boulevard Extension to US75, the widening of Bray Central (including a new intersection roundabout),
and the Alma Drive Intersection Improvements at Exchange Parkway.
• Began property acquisition for the 2015 Intersection Improvements, which will provide an additional right turn lane
at four locations along arterial roadways.
• Construction completed on 2015/2016 Streets & Alley Repay project which includes over $1.2 million of pavement
replacement at various locations throughout the community.
• Completed construction on the Exchange Parkway sidewalk addition in front of the RaceTrac development.
' 11rategy4. Plan for the construction of needed city facilities
• Completed several facility upgrades for climate control (Fire Station g1 Training room HVAC replacement, new chiller
and fans for Library, and replaced 3 units at Animal Shelter)
• Improved public facility appearance and security at the Library, Golf Course, City Hall, and Animal Shelter.
Goal B. Proactively work to protect, conserve and manage water resources
• Completed an upgrade to our communication and control hardware/software for the water system(SCADA).
• Completed interior repainting of the Custer Water Tower & the Cottonwood Creek Wastewater Rehab project.
•.: i
Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen
Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities
• Continue partnering with Collin County to fund roadway projects (Ridgeview Drive, Ridgeview Overpass at Us 75,
and FM2551).
• Partner with TxDOT to implement traffic signal upgrades coincident with TXDOT roadway widening projects.
Goal 3. Improve regional mobility through transportation initiatives
Strategy 2. Continue to leverage County, State (TxDOT) and Federal resources for road funding
• Execute agreement with TxDOT to remove FM2551 (Angel Parkway) from the state network of roads, in exchange
for a TxDOT commitment to advance the widening of FM2551 as a priority project.
Goal 5. Systematically invest in public infrastructure
Strategy 3. Construct and improve roadway Infrastructure
• Utilize authorized 2016 GO Bond funding to begin the next roadway construction project in the Central Business
District, initiate first year of city-wide collector street paving replacement, and perform median landscape and
lighting projects in various locations throughout the community.
• Upgrade signalsto improved technology, replace batteries, and continue conversion to utilize flashingyellow arrows
' Strategy 4. Plan for the construction of needed city facilities
Complete the design of the expansion to the Central Fire Station and replace the roof.
Complete design and construction of the Library Phase II parking lot expansion.
• Finalize design and repaint the Rowlett Water Tower interior and Stacy Pump Station Ground Storage Tank 42.
City of Allen 85 FY2017 Budget
I
d.: v s s,'af
TOTAL FULL -TIME -EQUIVALENT 13 14 14 14
Salaries
Longevity
Overtime
FICA
TMRS
Worker's Compensation
Health Insurance
Health Savings Account
Dental Insurance
Long-term Disability
City of Allen
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
1,209,530
1,342,459
1,342,459
1,417,540
Operations
16,382
20,085
20,085
22,107
Supplies
4,663
5,550
5,550
5,550
Maintenance
693,106
1,166,254
566,254
572,478
Professional Services
57,363
77,000
77,000
82,000
Capital
1
1
1
25,000
DEPARTMENTTOTAL $
1,981,044 $
2,611,348
$ 2,011,348
2,124,675
TOTAL FULL -TIME -EQUIVALENT 13 14 14 14
Salaries
Longevity
Overtime
FICA
TMRS
Worker's Compensation
Health Insurance
Health Savings Account
Dental Insurance
Long-term Disability
City of Allen
2014-2015
2015-2016
2015-2016
2016-2017
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
Director
1
1
1
1
Assistant Director
1
1
1
1
Program Manager
1
1
1
1
Construction Manager
1
1
1
1
Construction Inspector
1
1
1
1
Senior Administrative Assistant
1
1
1
1
GIS Technician
1
0
0
0
Engineering Technician
0
1
1
1
Civil Engineer
1
1
1
1
Traffic Signal Foreman
0
1
1
1
Senior Signal Technician
1
1
1
1
Signs and Markings Technician
2
2
2
2
Traffic Signal Technician
2
2
2
2
TOTALFULLTIME
13
14
14
14
TOTAL FULL -TIME -EQUIVALENT 13 14 14 14
Salaries
Longevity
Overtime
FICA
TMRS
Worker's Compensation
Health Insurance
Health Savings Account
Dental Insurance
Long-term Disability
City of Allen
86
FV2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
ACTUAL
BUDGET
AMENDED
BUDGET
855,116
983,289
983,289
1,008,080
4,864
5,468
5,468
5,676
14,509
15,032
15,032
15,032
62,605
64,505
64,505
70,868
123,661
129,165
129,165
144,112
4,154
8,858
8,858
10,429
129,181
121,848
121,848
146,543
4,804
4,146
4,146
4,282
7,797
7,317
7,317
9,364
1,190
1,220
1,220
1,470
86
FV2017 Budget
r
DEPARTMENT TOTALS $ 1,981,044 $ 2,611,348 $ 2,011,348 2,124,675
2015-2016 2016-2017
CAPITAL AMENDED BUDGET
Traffic Foreman - F150 25,000
SUBTOTAL S - $ 25,000
City of Allen 87 FV2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES -CONTINUED
ACTUAL
BUDGET
AMENDED
BUDGET
Life Insurance
1,159
1,146
1,146
1,126
Flexible Spending
490
465
465
558
SUBTOTAL
$ 1,209,530
$
1,342,459
$.
1,342,459
$
1,417,540
OPERATIONS
Training/Travel/Mileage
8,516
9,720
9,720
10,720
Dues & Subscriptions
5,150
5,465
5,465
5,565
Clothing & Uniforms
2,716
4,900
4,900
5,822
SUBTOTAL
$ 16,382
$
20,085
$
20,085
$
22,107
SUPPLIES
General Supplies
4,663
5,550
5,550
5,550
SUBTOTAL
$ 4,663
$
51550
$
5,550
$
5,550
MAINTENANCE
Facility Maintenance
285,195
600,000
-
-
Vehicle Maintenance
3,329
5,054
5,054
5,054
Equipment Maintenance
228,490
311,200
311,200
317,424
Street/Sidewalk Maintenance
176,092
250,000
250,000
250,000
SUBTOTAL
$ 693,106
$
1,166,254
$
566,254
$
572,478
PROFESSIONAL SERVICES
Professional Services
57,363
77,000
77,000
82,000
SUBTOTAL
$ 57,363
$
77,000
$
77,000
$
82,000
CAPITAL
Vehicles
-
-
-
25,000
SUBTOTAL
$ -
$
-
$
-
$
25,000
DEPARTMENT TOTALS $ 1,981,044 $ 2,611,348 $ 2,011,348 2,124,675
2015-2016 2016-2017
CAPITAL AMENDED BUDGET
Traffic Foreman - F150 25,000
SUBTOTAL S - $ 25,000
City of Allen 87 FV2017 Budget
Capital Project Funding
Every year the City spends millions of dollars on large-scale construction or maintenance
projects, and on comprehensive studies to prepare for such projects. The Engineering division
oversees these activities. Projects completed during FY2016 include the Montgomery
Boulevard Extension to US75, the widening of Bray Central (including a new intersection
roundabout), and the Alma Drive Intersection Improvements at Exchange Parkway. The
FY2016 Streets & Alley's Repair project began which included $1.2 million of pavement
replacement throughout the community. Several facility upgrades for climate control were
finished which included Fire Station #1 (training room) HVAC replacement, a new chiller unit
and fans for the Library, and a replacement of three units at the Animal Shelter.
Improvements were made on public facility appearance and security at the Library, Golf
Course, City Hall and Animal Shelter as well as a remodel of the City Hall Basement into a
large meeting space. Reconstruction of Fire Station #2 is ongoing with occupation planned
byyearend. Construction was completed on the Exchange Parkway sidewalk addition in front
of the RaceTrac development. Property acquisition began for the FY2015 Intersection
Improvements, which will provide an additional right turn lane at four locations along arterial
roadways. Upgrades to our communication and control hardware/software for the water
system were completed as well as interior repainting of the Custer Water Tower.
' Additionally, the Traffic Division of Engineering replaced street name blades in two zones,
refreshed and replaced pavement markings throughout the city, and constructed one new
traffic signal at Stacy Road & Ridgeview Drive Intersection. Engineering staff continues to
serve as a liaison to TxDOT on the US75 project and the reconstruction of FM2786 (Stacy
Road). Staff coordinated environmental and design efforts with Collin County, NTMWD,
TOOT, Lucas, and Parker for the future widening of FM 2551 (Angel Parkway). The total
amount spent on capital projects in FY2013 was $11.3 million, in FY2014 $11.5 million, in
FY2015 $21.2 million and in FY2016 $25.6 million. 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
$12
$10
Facilities Water/Sewer Drainage Streets Parks
•2013 •2014 2015 •2016 Est.
City of Alien 88 FY2017 Budget
I
1
Developer Contribution to Infrastructure
During the construction of a project,
developers build infrastructure
improvements that the City later
maintains. The department helps
plan for these infrastructure needs,
oversees the construction, and
facilitates the transfer.
Commercial development continued
in 2016 with some notable projects
being Twin Creeks Marketplace
(Sprouts), Corporate III, Allen Place
(Kone), and Caliber Collision.
Commercial development is
expected to remain steady until
large-scale developments along SH
121 come to fruition. Single -Family
residential developments included
Ansley Meadow, Malone Meadows,
Cypress Meadows Ph. 2, and
Montgomery Ridge Ph. 1 for a total of
527 lots. Multi -Family developments
accepted in 2016 include Twin Creeks
Crossing Ph. 1, Allen Retirement
Residence, and Twin Creeks Assisted
Living (Heritage).
New Residential Lots
We have seen a 25% increase from
last year in single family development
with nearly 527 lots being accepted in
2016. As of this writing, projections
for next year are 634 lots,which
includes 6 subdivisions. This is
believed to be a conservative
estimate, as other projects may
reveal themselves in the coming
months and in the next fiscal year.
City of Allen
$1,000,000
$750,000
$500,000
$250,000
8 -
Value of Infrastructure from
Commercial Development
WATER SEWER STREETS STORM
•2013 •2014 2015 •2016 Est.
Value of Infrastructure from
Residential Development
$6
$5
0$4
C
u
$3
i
82
$1
$0
2013 2014 2015 2016 Est
OWATER ESEWER ESTREETS uSTORM
New Residential Lots
1,000
900
600
400
200
0
89
661
527
414 423
.At. 0. 1 lu
2013 2014 2015 2016 Est.
FY2017 Budget
I
1
1
FINANCE
ORG
ADMINISTRATION 1160100
Chief Finandal Officer
1
Assistant
1
Strategic Serdces Budget Manager
Auditor 1 Assistant Chief Financial Officer Purciiadril Manager
1 1 1
Finanaal Analyst
1 Controller Contract
1 Adroinisbator
1
Senior Accountant
II
Buyer
2
1
Senwr A¢oinfant
1
A¢ounhng
T¢hnidan
3
AccWntant
2
Senior Payroll
Specialist
1
City of Allen 90
FY2017 Budget
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 ofthe City.
Goal 6.
Maintain operational excellence in City government services
Strategy 4. Ensure excellent fiscal management to maintain public trust
•
Continued to receive professional awards and recognition:
o Received the 17r° Certificate of Achievement for Excellence in Financial Reporting from the National
Government Finance Officers Association (GFOA).
o Received the 17'^ Distinguished Budget Presentation Award from GFOA.
o Received the 16" Achievement of Excellence in Procurement Award from the National Purchasing
Institute (NPI).
•
For the eighth consecutive year, the external audit for the period ending September 30, 2015 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. Moodys ratings are Aal on G.O Bonds, Aa2 on Water and Sewer Revenue
Bonds, Aa3 on Economic Development Revenue Bonds and Al on Community Development Revenue Bonds.
•
Issued G.O. Bonds in the amount of $9,135,000 in August 2016
•
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, Cabela's and Watters Creek.
•
The Administrative software implementation continued with the Employee Self Service (ESS) module rolling out to
City staff, with Payroll taking the lead for the training of all employees using this new platform for timesheet entry
and submission.
•
Promoted vendor education through the Collin County Governmental Purchaser's Forum annual "How to Do
Business with Government Entities" vendor fair.
M
Goal 6. Maintain operational excellence in City government services
Strategy 4. 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.
• Submit a new Bond Program to the City Council for consideration to include on a ballotfor voter approval.
• 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.
' Work with departments to develop a facilities and infrastructure list to address future operating maintenance
issues
City of Allen 91 FY2017 Budget
FULLTIME
Chief Financial Officer
Assistant Chief Financial Officer
Assstant Director
Budget Manager
Budget Officer
Financial Analyst
Controller
Senior Accountant 11
Senior Accountant
Accountant
Strategic Services Auditor
Senior Payroll Specialist
Payroll Specialist
Accounting Technician
Senior Administrative Assistant
Purchasing Manager
Contract Administrator
Buyer 2 2 2 2
TOTALFULLTIME 16 17 18 19
2014-2015
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
1,672,664
1,788,554
1,788,554
1,889,919
Operations
15,627
44,390
44,390
46,182
Supplies
17,217
11,775
11,775
11,775
Professional Services
286,887
225,586
297,210
270,340
DEPARTMENTTOTAL $
1,992,395 $
2,070,305
$ 2,141,929 $
2,218,216
FULLTIME
Chief Financial Officer
Assistant Chief Financial Officer
Assstant Director
Budget Manager
Budget Officer
Financial Analyst
Controller
Senior Accountant 11
Senior Accountant
Accountant
Strategic Services Auditor
Senior Payroll Specialist
Payroll Specialist
Accounting Technician
Senior Administrative Assistant
Purchasing Manager
Contract Administrator
Buyer 2 2 2 2
TOTALFULLTIME 16 17 18 19
2014-2015
2015-2016
2015-2016
2016-2017
ACTUAL
BUDGET
AMENDED
BUDGET
1
1
1
1
0
1
1
1
1
0
0
0
0
0
0
1
1
1
1
0
0
0
1
1
1
1
1
1
0
1
1
1
1
1
1
1
3
2
2
2
0
1
1
1
0
1
1
1
1
0
0
0
2
2
2
3
1
1
1
1
1
1
1
1
1
1
1
1
PARTTIME
2014-2015
2015-2016
2015-2016
Senior Financial Analyst
0.50
0.50
0.00
0.00
Financial Services Administrator
0.50
0.50
0.00
0.00
TOTAL PART TIME
1.00
1.00
0.00
0.00
TOTAL FULL -TIME -EQUIVALENT
17.00
18.00
18.00
19.00
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
1,192,181
1,306,038
1,306,038
1,340,165
Longevity
6,066
6,392
6,392
5,160
Overtime
32,552
20,000
20,000
15,000
FICA
85,680
88,341
88,341
95,037
TMRS
173,834
176,091
176,091
192,158
'
Worker's Compensation
1,115
2,333
2,333
2,541
City of Allen
92
FY2017 Budget
I
1
NO CAPITAL ITEMS
City of Allen
93
FY2017 Budget
r
2014-2015
2015-2016
2015-2016 2016-2017
PERSONNEL SERVICES -CONTINUED
ACTUAL
BUDGET
AMENDED BUDGET
Health Insurance
165,111
171,530
171,530
219,081
Health Savings
463
1,073
1,073
1,073
Dental Insurance
12,106
12,859
12,859
15,719
Long-term Disability
1,533
1,733
1,733
1,932
Life Insurance
1,407
1,545
1,545
1,438
Flexible Spending
616
619
619
615
SUBTOTAL $--
1,672,664
$
1,788,554
$ 1,788,554 $
1,889,919
OPERATIONS
Training/Travel/Mileage
12,467
37,400
37,400
37,400
Dues & Subscriptions
3,160
6,990
6,990
8,782
SUBTOTAL $
15,627
$
44,390
$ 44,390 $
46,182
SUPPLIES
General Supplies
17,217
11,775
11,775
11,775
SUBTOTAL $
17,217
$
11,775
$ 11,775 $
11,775
PROFESSIONAL SERVICES
Contractual Services
44,845
48,706
53,210
68,110
Professional Services
62,036
16,880
54,000
2,230
Credit Card Costs
180,006
160,000
190,000
200,000
SUBTOTAL $
286,887
$
225,586
$ 297,210 $
270,340
DEPARTMENT TOTALS
1,992,395
2,070,305
$ 2,141,929 $
2,218,216
NO CAPITAL ITEMS
City of Allen
93
FY2017 Budget
F
Financial Manaeement
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.
GENERALFUND
2013
2014
2015
2016 Est.
Total Expenditures
$ 76,691,635
$ 79,543,883
$ 84,659,234
$89,789,141
Ending Fund Balance
$ 16,474,713
$ 19,091,532
$ 20,329,129
$21,466,504
Days Operational
Expense in Reserve
78.4
87.6
80.6
75.4
G.O. Bond Rating:
Moody's Investor Service
Aal
Aal
Aal
Aal
Standard & Poor's
AAA
AAA
AAA
AAA
WATER &SEWER FUND 2013 2014 2015 2016 Est.
Available for Debt Service
Annual Debt Service Requirement
Coverage per Rate Covenant
W&S Revenue Bond Rating:
Moody's Investor Service
Standard & Poor's
Awards
$ 8,900,264
$ 6,511,667
$ 9,951,052
$4,509,693
$ 1,576,075
$ 1,647,441
$ 1,526,235
$1,166,745
5.65
3.95
6.52
3.87
Aa2 Aa2 Aa2 Aa2
AAA AAA AAA AAA
The Government Finance Officers Association (GFOA) has established criteria for financial
reporting, in which generally accepted accounting principles, applicable legal requirements, and
presentation guidelines must be satisfied — the end result to produce an easily readable and
efficiently organized report. The City's Annual Budget document is also judged against criteria
set by the GFOA, and is evaluated on how well it serves as a policy document, a financial plan,
an operations guide, and as a communication device.
In addition, each year the Purchasing Division applies for the Achievement of Excellence in
Procurement Award from the National Purchasing Institute, which is awarded for superior
performance in the public procurement field. The City plans to continue its participation in
' these programs in future years.
City of Allen 94 FY2017 Budget
I
1
L
Although not an award, but an indication of the value of financial management, for the seventh
time in the history of the City the external audit for the period ending September 30, 2015
resulted in no deficiencies or "management comment items'.
City of Allen
95
FY2017 Budget
2013
2014
2015
2016
Certificate of Achievement for Excellence in Financial Reporting
Q
RI
M
Distinguished Budget Presentation Award
a
El
10
Achievement of Excellence in Procurement Award
®
0
M
0
Although not an award, but an indication of the value of financial management, for the seventh
time in the history of the City the external audit for the period ending September 30, 2015
resulted in no deficiencies or "management comment items'.
City of Allen
95
FY2017 Budget
I
Services
1
DMswn Chief/8upport
Services
1
' BUppalt SeMC05
Tahnioan
1
1
FIRE
ORG
ADMINISTRATION 1300100
Chef
1
FnIEMS Reporting
Specialist
1
1L6 nt Chief/pre tion
1
PUNic Edumtion
Ccadinator
Fre Reeenhon
Speaalst
t
Fre Inspector& Arson
Invasngalor
3
t
sr Operator Engner
(DOE)
15
Fmfighte/Panned¢
64
City of Allen 96 FY2017 Budget
AC,�,_Q,UNT
ELadiwakiii
' The Allen Fire Department serves and protects its citizens and visitors by providing the best in Emergency
Medical Services, Fire Suppression, Fire Prevention and Education, and Emergency Management.
Goal 1. Enhance Community Livability and Safety
• Conducted City-wide employee safety training on active shooters and general emergencies.
• Filled Data Specialist position and began evaluation/selection of accreditation/best practices programs.
• Activated additional features of the Station Alerting system to further reduce response times.
• Wrote medical treatment protocols to include latest advancements and establish ownership of the work product.
• Enhanced quality improvement and quality assurance programs related to EMS incidents
• Attended training on radar data interpretation to aid in evaluating severe weather and its 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.
• Evaluated/implemented requirements of the Affordable Care Act.
• Made first data submission to the Texas Ambulance Supplemental Payment Program. We anticipate this will result
in approximately $300,000 of new revenue that can be utilized to help fund EMS operations.
• Implemented reserve ladder truck program.
• Replaced cardiac monitors with the latest technology(LP15s).
Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen
Strategy 3. Expand Public Safety Regional Partnerships
• Increased inter -operability with neighboring fire departments through joint training and resource sharing.
Enhanced operations and federal grant eligibility by completing IN MIS 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 (an a scale of 1 to 10 with 1 being the best rating). This places Allen in the top S%.
Goal 1. 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
Strategy 3. Expand Public Safety Regional Partnerships
• Increase inter -operability 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 Allen Presbyterian Hospital about the future of healthcare
delivery in Allen.
Goal S. Systematically invest in public Infrastructure
' Strategy 4. Plan for the construction of needed City facilities
Complete the construction of Fire Station g2.
Develop construction documents and initiate repairs/expansion of Central Fire Station.
• Evaluate the timing for the design and construction of Fire Station 46
• Consider site engineering work on FSg6 site in preparation for future construction.
City of Allen 97 FY2017 Budget
I
TOTAL FU LL -TIME -EQUIVALENT 112 114 114 114
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
12,256,055
13,128,280
13,128,280
14,264,443
Operations
148,576
217,200
217,200
217,010
Supplies
248,126
243,150
243,150
262,150
Maintenance
310,998
263,800
263,800
309,450
Professional Services
230,103
255,000
255,000
209,350
DEPARTMENT TOTAL
13,193,858
14,107,430
14,107,430
15,262,403
TOTAL FU LL -TIME -EQUIVALENT 112 114 114 114
2014-2015
2015-2016
2015-2016
2016-2017
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
63
64
64
64
Fire Prevention Specialist
4
4
4
4
Fire/EMS Reporting Specialist
0
1
1
1
Public Education Coordinator
1
1
1
1
Support Services Technician
1
1
1
1
Senior Administrative Assistant
1
1
1
1
Administrative Assistant
1
1
1
1
TOTAL FULL TIME
112
114
114
114
TOTAL FU LL -TIME -EQUIVALENT 112 114 114 114
City of Allen 98 FV2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
8,077,434
8,820,615
8,820,615
9,607,889
Longevity
59,788
64,520
64,520
68,484
Overtime
652,164
676,000
676,000
703,040
FICA
624,901
620,086
620,086
703,719
TMRS
1,241,796
1,251,759
1,251,759
1,402,458
Worker's Compensation
57,082
115,520
115,520
120,213
Health Insurance
1,408,547
1,441,021
1,441,021
1,521,644
Health Savings Account
21,655
22,947
22,947
15,269
Dental Insurance
88,994
91,141
91,141
96,612
Long-term Disability
11,278
11,993
11,993
13,030
Life Insurance
8,953
9,149
9,149
8,489
City of Allen 98 FV2017 Budget
I
1
SUPPLIES
General Supplies
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES -CONTINUED
ACTUAL
BUDGET
AMENDED
BUDGET
Flexible Spending
3,463
3,529
3,529
3,596
SUBTOTAL $
12,256,055
$ 13,128,280 $
13,128,280
$ 14,264,443
OPERATIONS
125,000
144,000
SUBTOTAL
Training\Travel
37,050
57,000
57,000
57,000
Dues\Subscriptions\License
17,387
23,000
23,000
22,810
Uniforms
85,411
126,000
126,000
126,000
Advertising
59
500
500
500
Rentals
2,302
3,000
3,000
3,000
Outside Printing
1,117
3,500
3,500
3,500
Meetings & Receptions
5,250
4,200
4,200
4,200
SUBTOTAL $
148,576
$ 217,200 $
217,200
$ 217,010
SUPPLIES
General Supplies
23,124
19,150
19,150
19,150
Small Tools & Minor Equipment
102,645
99,000
99,000
99,000
Medical & Chemical Supply
122,357
125,000
125,000
144,000
SUBTOTAL
$ 248,126
$
243,150
$
243,150
$
262,150
MAINTENANCE
Facility Maintenance
136,373
103,000
103,000
118,000
Vehicle Maintenance
148,357
125,000
125,000
140,000
Equipment Maintenance
26,268
35,800
35,800
51,450
SUBTOTAL
$ 310,998
$
263,800
$
263,800
$
309,450
PROFESSIONAL SERVICES
Contractual Services
-
-
3,000
148,100
Professional services
230,103
255,000
252,000
61,250
SUBTOTAL
$ 230,103
$
255,000
$
2551000
$
209,350
DEPARTMENT TOTALS
13,193,858
14,107,430
$
14,107,430
15,262,403
No Capital Items
City of Allen
99
FY2017 Budget
Calls for Service
One measure of the Fire Department
is the total number of calls it receives.
The number of Emergency Medical
Service (EMS) incidents as well as fire
calls is increasing. Fire calls include all
non-medical calls such as fires, gas
leaks, chemical spills and public
assistance. Total incidents in both
categories are projected to increase
as the community grows and both
buildings and the population age.
Response Time
4,500
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
Injuries
This measure shows injuries to both
firefighters and the general public
resulting from fires. Injuries cannot be
completely eliminated, but an emphasis
on public education and firefighter training
will help keep these to a minimum. There
has been one civilian death resulting from
' fire in the current reporting period.
Total Calls
2012 1 2013
Average response time measures the time
2016
required for emergency personnel to travel to
'
the scene. Response time can be influenced
Est.
by factors including traffic congestion, road
1,504
construction, and fire station placement. v
1,820
Beginning in 2013, 'reflex time' has been
3,501
3,584 3,780
3,852
added to the average response time
calculation. Reflex time begins when the
station is alerted and ends when the vehicle
UIY�2111
begins traveling toward the emergency. This
measures how quickly the FFs are able to stop
their station activities, don their protective
clothing and begin traveling to the emergency.
Injuries
This measure shows injuries to both
firefighters and the general public
resulting from fires. Injuries cannot be
completely eliminated, but an emphasis
on public education and firefighter training
will help keep these to a minimum. There
has been one civilian death resulting from
' fire in the current reporting period.
Total Calls
2012 1 2013
12014 2015
2016
2
Est.
1,316
1,504
1,710 1,819
1,820
3,224
3,501
3,584 3,780
3,852
Average Response Times
6:00
2
4:00
d
oil
2:00
UIY�2111
000
0
FV
I FV
2014
FV
2012
2013
2014
2016
est
mFire
440
656
530
6.02
610
•EMS
441
830
5'18
5.52
60D
Injuries From Fires
3
2
1
0
2012
2013
2014
20152016
Est
•General Public 0
1
0
1 1
•Firefighter 2
0
0
2.... 1 f
City of Allen 100 FY2017 Budget
I
C
Property Loss Property Loss
Property loss is a financial measure of the $2,00,000
damage caused by fires in Allen. Property $1500,000
damage can be reduced to an extent by $1,000,000 -
quick response times and well trained $500,000
firefighters. Fire loss can vary widely
from year to year. A single fire in an $ FY
office or residence can easily create 2012P698,930
013F844,410
as 2016
property loss in excess of $300,000. est
r �TaWI $$ 789,3966,50 1,725,C
Inspections
The fire marshal inspects
Inspections & Plan Review
new buildings as part of the
2,000
process to certify them for
1,800
occupancy. The department
1,600
1,400
reviews building plans
1,200
before construction to
1,000
ensure that the building will
800
600
be constructed with the
400
proper fire safety systems
200
such as sprinkler systems,
0 - -
2016
alarm systems, exits, and fire
2012 2013 2014 2015
Est.
mains. In addition, existing
■Fire Inspections 1,120 1,399 1,489 1,760
1,500
businesses are inspected for
I ■Plan Review 390 432 345 964
1025
fire hazards
Educational Efforts
The Fire Department offers numerous
public education programs designed to
increase fire and life safety awareness.
The decrease in programs reflects a
change in delivery methods. For
scheduling reasons, we have worked
with certain AISD campuses to provide
direct access to the material. The
teachers incorporate the material in to
their lesson plans without direct AFD
participation. The statistics do not
reflect these teacher lead programs.
City of Allen
800
780
E 760
m 740
i5
0 720
a 700
680
660
640
101
Public Education Programs
30,000
2012 2013 2014 2015 2016
Est
848ssePrograms �Paiticiparxs
25,000 m
n
20,000 'u
t
15,000 y
10,000 E
5,000
a
0
FY2017 Budget
1
HUMAN RESOURCES
ORG
ADMINISTRATION 1130100
Director
i
Sr. Adnamst.h.
Assistant
I
Senlor HR Analyst
Recruitment/Raining
1
Human Resources
Analyst
1
Human Resources
Specialist
City of Allen 102 FY2017 Budget
' The Human Resources Department works in partnership with departments to maximize their workforce to ensure
they deliver the highest level of services to both our external and internal customers. The department provides
management expertise in manpower planning, compensation and benefits planning, diversity and employee
relations issues, training, and long-range human resources planning.
The Human Resources department's vision is: "To create a positive environment where everyone matters."
Goal 6. Maintain operational excellence in City government services
Strategy 2. Develop Human Resources programs to become the City that is the "Employer of Choice"
• Conducted three People First, Respect, Integrity, Deliver and Excel (P.R.I.D.E.) rallies, awarded the 13th
annual Day of P.R.I.D.E. awards, and presented the 13th annual Excellence in P.R.I.D.E. awards.
• Assisted departments with various employee relations issues.
• Continued partnerships with Monster.com and JObing.com for publicjob 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 orderto maintain the city's relative market
standing with respect to the city's benchmark cities.
• Implemented Munis Payroll/HR module and trained end users.
' 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"
• 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.
•
Partnerwith departments to create practical succession plans for key staff positions including a mentoring
program that develops and identifies competencies for positions in orderto help with succession planning
and development of our workforce.
•
Enhance the online learning management system.
•
Continue to develop and facilitate training programs to reflect our organizational values (P. R.I.D.E.).
•
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 103 FY2017 Budget
I
C
City of Allen
104
FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
450,515
577,484
577,484
628,477
Operations
29,173
52,402
52,402
52,367
Supplies
43,478
61,083
61,083
61,083
Professional Services
89,184
96,385
96,385
122,682
Miscellaneous
20,246
30,000
30,000
30,000
DEPARTMENT TOTAL
632,596
817,354
817,354 $
894,609
City of Allen
104
FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
FULL TIME
ACTUAL
BUDGET
AMENDED
BUDGET
Director
1
1
1
1
Benefit& Compensation Manager
1
1
1
1
Senior Human Resources Analyst
0
1
1
1
Human Resources Analyst
1
1
1
1
Human Resources Specialist
0
1
1
1
Human Resourres Generalist
1
0
0
0
Senior Administrative Assistant
1
1
1
1
TOTAL FULL TIME
5
6
6
6
TOTAL FULL -TIME -EQUIVALENT
5
6
6
6
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
312,763
414,075
414,075
428,236
Longevity
1,032
1,248
1,248
1,300
Overtime
1,147
2,000
2,000
2,000
FICA
22,504
24,047
24,047
30,700
TMRS
44,247
48,340
48,340
60,307
Worker's Compensation
310
641
641
807
Health Insurance
45,886
46,637
46,637
57,881
Health Savings Account
1,161
1,073
1,073
1,141
Dental Insurance
3,305
3,326
3,326
4,794
Long-term Disability
430
477
477
638
Life Insurance
432
452
452
487
Flexible Spending
168
168
168
186
Educational Assistance
17,130
35,000
35,000
40,000
SUBTOTAL $
450,515 $
577,484
$
577,484
$
628,477
OPERATIONS
Training/Travel/Mileage
3,168
14,685
14,685
14,685
Dues & Subscriptions
3,632
3,607
3,607
3,572
Advertising
21,888
33,110
33,110
33,110
Meetings & Receptions
485
1,000
1,000
1,000
SUBTOTAL $
29,173 $
52,402
$
52,402
$
52,367
City of Allen
104
FY2017 Budget
I
1
1
NO CAPITAL ITEMS
City of Allen
105
FV2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
SUPPLIES
ACTUAL
BUDGET
AMENDED
BUDGET
General Supplies
22,108
33,083
33,083
33,083
PRIDE Program (General Supplies)
21,370
28,000
28,000
28,000
SUBTOTAL
$ 43,478
$
61,083
$
61,083 $
61,083
PROFESSIONAL SERVICES
Contractual Servires
500
-
-
-
ProfessionalSeN,ces
88,684
96,385
96,385
122,682
SUBTOTAL
$ 89,184
$
96,385
$
96,385 $
122,682
MISCELLANEOUS
Unemployment Claims
20,246
30,000
30,000
30,000
SUBTOTAL
$ 20,246
$
30,000
$
30,000 $
30,000
DEPARTMENT TOTALS
632,596
$
817,354
$
817,354 $
894,609
NO CAPITAL ITEMS
City of Allen
105
FV2017 Budget
I
1
Recruitment
The Human Resources Department continues
to utilize the NEOGOV applicant tracking
system for the employment process. We
continue to receive and evaluate thousands of
applications each fiscal year in response to our
advertised employment opportunities.
Applicant Source
III Internet
■ Friend/Relative
r TX Employment
Comm
■ Other
In FY2016, the Human Resources
Department assisted all departments with
their recruiting efforts, which included
interviewing, new hire paperwork, on -
boarding, and promotional hiring
needs. The departments with the most
challenging recruiting needs included the
Parks and Recreation department, Police
department, and Community
Development. Improvement in economic
conditions have made locating qualified
candidates challenging. Over the past year,
the Human Resources Department has
assisted with numerous departmental
interviews in order to provide more
assistance throughout the recruiting
process.
City of Allen
106
Employment Applications Processed
20,000
15,000
10,000
FY2013 FY2014 FY2015 FY2016 Est.
NEOGOV continues to enable us to reach
a large applicant population while at the
same time assisting us in determining the
best advertising avenues so that we can
more effectively focus our recruiting
efforts while minimizing ineffective and
unnecesseary advertising expenses.
370
365
360
355
350
345
340
Employees Hired
FY2013 FY2014 FY2015 FY2016 YTD
FY2017 Budget
' Employee Turnover
The City of Allen experienced 13.4%
Effective Leadership
turnover in FY2015 which is an increase in
Managing Generations in the Workplace
turnover from the previous year. Turnover
20.0%
rates are calculated for full-time employees
• Dealing with Difficult Employee Behavior
only due to the volatility of the part-time
15.0%
Parks & Recreation positions. These
• Professional Presence
employees are primarily students that
10.0%
come and go as school schedules dictate,
and are not traditional part-time
5.0%
employees. Our projected turnover for
FY2016 is anticipated to remain static from
0.0%
the last year.
Employee Turnover
FY2013 FY2014 FY2015 FY2016 YTD
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
I
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 107 FY2017 Budget
City of Allen
INFORMATION TECHNOLOGY
ORG
IT ADMINISTRATION 1125100
Director
I
Sr Administ2Gve
Assistant
I
GIS M' nage, J II Nali Systems Manager IT Project) Manager
GIS Administrator S4WisaeloSystem
IIT Applications Specialist
1 Admin
Senior GIS Analyst System Administrator Database Administrator
IT Speraalisl
d
108 FY2017 Budget
' The Information Technology (IT) department's responsibilities include installation and maintenance of hardware
and software, supervision and maintenance of the city's technology infrastructure, and support services for the
network and desktop environments. The IT staff also provides support to the Library and emergency services
dispatching systems for continued support to the community. In addition, IT now has a software support division
that will help with utilizing the new Public Safety applications and the city's Administrative Systems.
V1
Goal 6. Maintain operational excellence in city government services
Strategy 1. Utilize technology for optimum performance and customer service
•
Continue working with the Police to find a replacement for their Records Management System.
•
Continue to work with the City Secretary's office to implement LaserFiche.
•
Continue Phase II and IV of the Tyler ERP software solution.
•
Continued the relationship with Microsoft and ESRI to maintain Enterprise License agreements.
•
Replaced 72 Mobile Data Computers for Police and Fire.
•
Replaced 210 desktop computers through the city's lease with Hewlett Packard.
•
Continued improvements with TriTech CAD and Firehouse RMS systems to achieve greater response
times.
•
Hiring a Data Base Administrator to support the Tyler project and many other databases across other
departments.
Completed the migration from EMC to NetApp SAN devices.
•
Completed upgrading all Firewalls to Palo Alto devices.
Replaced the main Cisco core switch in the City Hall data center to a 450OX switch.
L
Goal 6. Maintain operational excellence in city government services
Strategy 1. Utilize technology for optimum performance and customer service
• Continue working with Tyler Technologies to implement the city's administrative software systems.
• Replace the redundant Microwave network with a new point to point wireless network to improve
network speed.
• Renew the Enterprise License agreements with ESRI and Microsoft.
• Continue working with the Police to find a replacement for their Records Management System.
• Continue improvements with TriTech CAD and Firehouse RMS systems to achieve greater response times.
• Upgrade the Avaya PBX and implement efficiencies to the phone system.
• Upgrade CAD and Mobile plus implement a replacement of Police RMS. This will be an ongoing project
for 24 months.
• Upgrade the Milestone servers for CCN recording and Replace the Management Server for all camera's.
• Replace 68 Cisco switches across the enterprise.
• Purchase and install a generatorfor backup powerto the Library Data closet to improve uptime to all East
side facilities during major power outages.
City of Allen 109 FV2017 Budget
City of Allen 110 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
1,631,240
1,811,017
1,811,017
1,984,288
Operations
1,315,420
1,398,724
1,422,910
1,499,889
Supplies
338,257
181,523
181,523
128,660
Maintenance
38,078
67,800
67,800
67,400
Professional Services
259,415
335,500
335,500
621,433
Capital
15,675
22,500
22,500
422,662
DEPARTMENTTOTAL $
3,598,085
3,817,064
3,841,250
4,724,332
City of Allen 110 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
Director
1
1
1
1
Network Systems Manager
1
1
1
1
IT Project Manager
1
1
1
1
Database Administrator
0
1
1
1
System Administrator
3
3
3
3
A54005ystem Administrator
1
1
1
1
ITSpecialist
3
4
4
4
IT Applications Specialist
2
2
2
2
'
IT Technician
1
0
0
0
Sr. Administrative Assistant
1
1
1
1
GIS Manager
1
1
1
1
GIS Administrator
1
1
1
1
Senior GIS Analyst
0
1
1
1
GIS Analyst
1
0
0
0
TOTAL FULL TIME
17
18
18
18
TOTAL FULL -TIME -EQUIVALENT
17
18
18
18
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
1,155,487
1,331,951
1,331,951
1,409,185
Longevity
6,080
6,436
6,436
7,300
Overtime
46,020
35,000
35,000
35,000
FICA
86,303
88,994
88,994
101,442
TMRS
170,570
176,184
176,184
204,531
Worker's Compensation
1,615
3,305
3,305
3,801
Health Insurance
151,125
154,714
154,714
205,309
Dental Insurance
10,593
10,867
10,867
13,704
Long-term Disability
1,579
1,665
1,665
2,086
City of Allen 110 FY2017 Budget
I
j
n
Y.
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES -CONTINUED
ACTUAL
BUDGET
AMENDED
BUDGET
Life Insurance
1,339
1,365
1,365
1,372
Flexible Spending
529
536
536
558
SUBTOTAL $
1,631,240
$
1,811,017
$
1,811,017
$
1,984,288
OPERATIONS
Telephone
64,173
101,900
109,100
94,500
Training/Travel/Mileage
19,984
30,195
30,195
37,195
Dues & Subscriptions
495
1,520
1,520
1,470
Uniforms
-
2,000
2,000
2,000
Rentals & Leasing
290
400
400
400
Software Maintenance
1,230,478
1,262,709
1,279,695
1,364,324
SUBTOTAL $
1,315,420
$
1,398,724
$
1,422,910
$
1,499,889
SUPPLIES
General Supplies
5,321
3,500
3,500
5,300
Tools/Small Equip
332,936
178,023
178,023
123,360
SUBTOTAL $
338,257
$
181,523
$
181,523
$
128,660
MAINTENANCE
Vehicle Maintenance
458
800
800
400
Equipment Maintenance
37,620
67,000
67,000
67,000
SUBTOTAL $
38,078
$
67,800
$
67,800
$
67,400
PROFESSIONAL SERVICES
Lease Agreements
159,009
270,500
270,500
323,690
Professional Services
100,406
65,000
65,000
297,743
SUBTOTAL $
259,415
$
335,500
$
335,500
$
621,433
CAPITAL OUTLAY
Computer Equipment
15,675
-
-
422,662
Vehicles
22,500
22,500
SUBTOTAL $
15,675
$
22,500
$
22,500
$
422,662
DEPARTMENT TOTALS $ 3,598,085 3,817,064 3,841,250 $ 4,724,332
2014-2015 2015-2016 2015-2016 2016-2017
COMPUTER EQUIPMENT ACTUAL BUDGET AMENDED BUDGET
Network Components 15,675 - - -
Microwave Network Upgrades 422,662
TOTAL $ 15,675 $ $ $ 422,662
VEHICLES
Ford Escape
City of Allen
22,500 22,500
TOTAL $ S 22,500 $ 22,500 S
FY2017 Budget
I
Department Introduction
The Information Technology Department supervises, maintains, and ensures the security and
integrity of 98 servers for the City wide network; manages and provides support services
pertaining to hardware/software applications for network and desktop environments to 13
departments spanning 20 facilites as well as 2 substations for the Police Department connected
by 15 miles of fiber. Additionally, Information Technology is responsible for managing the
Geographic Information System (G.I.S). 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
while minimizing the down time experienced for everyone.
Performance Measure
2013 2014
2015
2016 Est.
Total service Requests Received
5206 4917
4564
6500
24 hours or 24 hours or
24 hours or
24 hours or
Average Response Time per Request
I
I ess less
I
less
Project Overview
Information Technology assists in supporting CAD (Computer Aided Dispatch) systems that
communicate with mobile vehicle applications necessary to serve the citizens of
Allen. Additionally, FBR (Field Based Reporting) and RMS (Records Management System) which
function as a reporting record of all call interaction to support criminal investigations and crime
analysis. The Fire Department utilizes a similar RMS system known as Firehouse for its call and
personnel data.
In addition to public safety, Information Technology support all City Administrative departments
and software. Currently, we have converted systems from SunGard to Tyler MUNIS for Finance
and HR/Payroll as well as upgraded the Tyler MUNIS software. We are currently in the process
of converting Building & Code, and will kick-off the Utility Billing conversion in 2017. Additional
Tyler Technologies modules may be evaluated in the future.
' Current projects total approximately $3M.
City of Allen 112 FY2017 Budget
I
1
INTERNAL SERVICES
ORG 1150100
No Personnel in this Department
City of Allen 113 FY2017 Budget
1
The Internal Services budget, administered by the City Managers Office and the Finance Department, 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, Pulte Homes and Intelligent
Epitaxy.
• Vehicle and equipment replacement fees paid into the Replacement Fund.
• Electricity, natural gas, telephone and water utilities.
• Professional Services fees forthe City Attorney and Collin County Tax Appraisals.
• Copierservices including monthly lease fees and maintenance.
• Costs associated with City of Allen strategic planning.
• Transfers out for capital projects.
City of Allen 114 FY2017 Budget
IM MPIALSERVICES
EXfENSESUMMARY:
DEPARTMENT TOTALS $ 16,872,048 $ 13,143,501 15,136,130 S 16,590,343
City of Allen 115 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
-
314,377
297,600
733,425
Operations
11,434,342
10,488,424
10,881,424
11,994,050
Supplies
17,670
24,000
24,000
24,000
Professional Services
967,920
1,614,274
1,587,704
1,497,098
Transfers Out
4,452,116
702,426
2,345,402
2,341,770
DEPARTMENTTOTAL
16,872,048
13,143,501
15,136,130
16,590,343
DEPARTMENT TOTALS $ 16,872,048 $ 13,143,501 15,136,130 S 16,590,343
City of Allen 115 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salary Reserve
314,377
297,600
733,425
SUBTOTAL $
$
314,377
$
297,600
$
733,425
OPERATIONS
Telephone
282,785
299,500
299,500
299,500
Water
893,030
650,000
828,000
902,000
Natural Gas
279,847
325,000
290,000
325,000
Electricity
2,960,102
2,850,000
3,100,000
3,200,000
Dues& Subscriptions
79,136
98,455
98,455
99,254
Postage & Freight
55,090
50,000
50,000
50,000
'
Outside Printing
6,177
5,000
5,000
5,000
Insurance
527,487
545,630
545,630
592,863
Vehicle/Equipment Replacement
1,637,530
1,746,980
1,746,980
2,398,639
Economic Grant Expenses
4,713,158
3,917,859
3,917,859
4,121,794
SUBTOTAL $
11,434,342
$
10,488,424
$
10,881,424
$
11,994,050
SUPPLIES
General Supplies
17,670
24,000
24,000
24,000
SUBTOTAL $
17,670
$
24,000
$
24,000
$
24,000
PROFESSIONAL SERVICES
Lease Agreements
118,074
125,166
125,166
110,340
Professional Services
631,657
726,228
745,658
741,000
Strategic Planning Expense
36,128
580,819
534,819
493,697
Post Employment Funding
Exp
182,061
182,061
182,061
152,061
SUBTOTAL $
967,920
$
1,614,274
$
1,587,704
$
1,497,098
OTHER FINANCING USES
Transfer Out
4,452,116
702,426
2,345,402
2,341,770
SUBTOTAL $
4,452,116
$
702,426
$
2,345,402
$
2,341,770
DEPARTMENT TOTALS $ 16,872,048 $ 13,143,501 15,136,130 S 16,590,343
City of Allen 115 FY2017 Budget
F
1
aT • �
2015-2016 2016-2017
Salary Reserve" AMENDED BUDGET
Public Safety Holiday Payouts 67,600 140,600
Market Adjustments 230,000 11,000
TMRS One -Time Contribution 468,098
SUBTOTAL $ 297,600 $ 619,698
'The e.1th ures budgeted in this account are captured In the respective departments in the actual and revised nuimate
City of Allen 116 FY2017 Budget
2015-2016
2016-2017
Operating Transfers Out,
AMENDED
BUDGET
Special Revenue Fund
-
919,976
Grant Fund
87,744
92,157
Facility Maintenance Fund
1,560,805
600,000
Risk Management Fund -Admin costs
396,853
429,637
Golf Fund
300,000
300,000
SUBTOTAL $ 2,345,402
$ 2,341,770
City of Allen 116 FY2017 Budget
C
U
LIBRARY
ORG
ADMINISTRATION 1400100
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City of Allen
117
2
Temp WM
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FY2017 Budget
' 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
• Through the G.O. Bond evaluation process, collaborated with citizens to consider and develop recommendations for
additional parking, meeting, programming, collection, and read/study/work space.
• Continuedto developthe book,video, audiobook,e-book,and e-audwbook collections for children, teen, and adults.
• Encouraged reading and cultural literacy for all ages through displays and programs, including Winter and Summer
reading programs for children, teens, and adults
• Provided pre-school storytimes, pre -literacy sensory play days, arts and crafts programs, Family Game Days, a
celebration of the life and legacy of Dr. Martin Luther King, Jr., and programs featuring popular interests.
• Visited Allen elementary and middle schools, Lowery Freshman Center, and Allen High School and participated in
school activities to encourage reading, Library usage, and participation in the Summer Reading Club.
• Promoted diverse programming for Allen citizens of all ages and cultures through printed articles, flyers, signs, and
brochures; Facebook; e -blasts; and the Library website.
• Shot and edited 40 full-length Bach to Books programs, totaling more than 50 hours of original programming for
ACTV broadcast, on demand video, and YouTube streaming.
Goal 4. SigniW, 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
• Further develop print, audio, video, a -book, and downloadable audiobook collections for children, tweens, teens,
and adults.
• Encourage reading and cultural literacy for Allen residents of all ages through storytimes, ongoing and special
programs, book clubs, movies, and Summer and Winter reading programs.
• Promote Library services, programs, events, and other activities through the Library website, e -blasts, online
calendars, and social and print media.
• Visit Allen schools to raise awareness of Library programs and services and encourage literacy and Library usage
through community fairs, parents' nights, and the Educators' Expo.
• Provide tours and programs to local daycares, school classes, Scout groups, and other interested members of the
community.
• Present programming and coordinate events to celebrate the Library's 50th anniversary, including an original
documentary about the Library's history.
• Participate in outreach and promotional opportunities with Parks and Recreation, Community Services, and other
departments and community groups
• Promote diverse programming for Allen citizens of all ages and cultures through printed articles, flyers, signs, and
brochures, social media; e -blasts; and the Library website.
• Coordinate and cooperate with ACTV to broadcast and stream Library programming ACTV and YouTube.
• Promote diverse programming for Allen citizens of all ages, interests, and cultural backgrounds.
• Augment scheduled programs for children, tweens,teens, and adults with informative and engaging gallery exhibits
• Expand awareness and promote enjoyment of varied musical genres through the annual bluegrass, Celtic, folk, and
jazz festivals.
City of Allen 118 FY2017 Budget
I
WOMSUMMARY
Library Associate
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
2,147,753
2,403,461
2,403,461
2,490,310
Operations
47,470
60,260
68,219
76,345
Supplies
38,254
41,796
299,404
303,601
Maintenance
1,220
2,295
2,295
2,345
Professional Services
38,431
36,998
34,895
35,268
Capital
263,597
264,584
1
1
DEPARTMENTTOTAL $
2,536,725
2,809,394
2,808,274
2,907,869
Library Associate
2014-2015
2015-2016
2015-2016
2016-2017
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
Director
1
1
1
1
Support Services Manager
1
1
1
1
Library Services Manager
2
2
2
2
Senior Librarian
3
5
5
5
Circulation Supervisor
1
1
1
1
Cultural Arts Manager
0
1
1
1
Cultural Arts Coordinator
1
0
0
0
Library Associate
1
1
1
1
Library Acquisitions Coordinator
1
1
1
1
Senior Administrative Assistant
1
1
1
1
Video Production Specialist
0
1
1
1
Media Production Specialist
0
1
1
1
Production Specialist
1
0
0
0
Librarian
6
5
5
5
Library Specialist
1
1
1
1
Library Clerk
3
3
3
3
TOTALFULLTIME
23
25
25
25
PARTTIME
Senior Librarian
0.50
050
0.50
0.50
Librarian
1.50
1.00
1.00
1.00
Library Specialist
2.48
2.48
2.48
2.48
Library Clerk
4.79
4.79
4.79
4.79
Library Page
3.36
336
3.36
3.36
Production Specialist Assistant
0.50
0.00
0.00
0.00
TOTAL PART TIME
13.13
12.13
12.13
12.13
TEMPORARY
Library Clerk
0.09
0.09
0.09
0.09
Library Specialist
0.08
0.08
0.08
0.08
Library Page
0.25
0.25
0.25
0.25
Audio Visual Technician
0.24
0.24
0.24
0.24
TOTAL TEMPORARY
0.66
0.66
0.66
0.66
TOTAL FULL -TIME -EQUIVALENT
36.79
37.79
37.79
37.79
City of Allen 119 FY2017 Budget
I
1
2014-2015 2015-2016 2015-2016 2016-2017
CAPITAL EXPENDITURES ACTUAL BUDGET AMENDED BUDGET
Library Books` 263,597 264,584
$ 263,597 $ 264,584 $ - $
'Library books were moved to operational expenditures during FY2016 and will not be capitalized moving forward.
City of Allen
120
FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
1,603,138
1,824,293
1,824,293
1,863,062
Longevity
14,374
15,320
15,320
14,872
Overtime
13
292
292
300
FICA
118,603
127,315
127,315
136,967
TMRS
208,876
227,449
227,449
239,870
Worker's Compensation
1,502
3,144
3,144
3,373
Health Insurance
179,869
183,744
183,744
205,781
Health Savings Account
1,072
1,073
1,073
2,282
Dental Insurance
16,703
17,068
17,068
19,860
Long-term Disability
1,677
1,789
1,789
2,090
Life Insurance
1,383
1,414
1,414
1,357
Flexible Spending
543
560
560
496
SUBTOTAL $
2,147,753
$
2,4031161
$
2,403,461
$
2,490,310
OPERATIONS
Training/Travel/Mileage
3,669
6,000
5,959
7,080
Dues & Subscriptions
11,196
17,145
25,345
25,850
Postage & Freight
1,225
1,600
1,400
1,400
Events/Activities
31,380
35,515
35,515
42,015
SUBTOTAL $
47,470
$
60,260
$
68,219
$
76,345
SUPPLIES
General Supplies
38,254
41,796
33,520
33,725
Library Book Expense-
-
-
265,884
269,876
SUBTOTAL $
38,254
$
41,796
$
299,404
$
303,601
MAINTENANCE
Equipment Maintenance
1,220
2,295
2,295
2,345
SUBTOTAL $
1,220
$
2,295
$
2,295
$
2,345
PROFESIONAL SERVICES
Contractual Services
900
5,400
5,400
5,400
Lease Agreements
1,782
1,548
1,548
1,548
Professional Services
19,602
17,250
16,247
16,620
Donation Expenses
16,147
12,800
11,700
11,700
SUBTOTAL $
38,431
$
36,998
$
34,895
$
35,268
CAPITAL OUTLAY
Library Books-
_$
263,597
264,584
SUBTOTAL
263,597
$
264,584
$
-
$
-
DEPARTMENT TOTALS
2,536,725
S
2,809,394
2,808,274
2,907,869
2014-2015 2015-2016 2015-2016 2016-2017
CAPITAL EXPENDITURES ACTUAL BUDGET AMENDED BUDGET
Library Books` 263,597 264,584
$ 263,597 $ 264,584 $ - $
'Library books were moved to operational expenditures during FY2016 and will not be capitalized moving forward.
City of Allen
120
FY2017 Budget
1 LL
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. Annual visits have increased in 19 of the
past 20 years (the Ione exception was in FY2011 during the separation from the Plano Public
Library).
In FY2016, patron visits are projected to increase 4.5% over FY2015 following a 5.6% increase
from FY2014. Relevant factors include: steadily increasing checkouts and program attendance,
a welcoming environment as a community cultural center, 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 21 years.
In FY2012, circulation surpassed 900,000 items for the first time and exceeded 1 million in
FY2015. FY2015 checkouts increased by 4.4% over FY2014. An additional 7% increase is
estimated in FY2016.
Visitation and Circulation
City e/Allen 121 FY2017 Budget
-O
0
00
W
N
N
N
A
W
W
V
O
fJ
W
W
O
O
O
W
O
T
V
O
W
2013 2014 2015 2016 Est.
'
u Annual Visits ❑Annual Checkouts
City e/Allen 121 FY2017 Budget
Circulation Per Capitathe total number of checkouts divided by Allen's total estimated
population, has increased each year since FY2007 and is expected to increase again in FY2015
and FY2016.
Library staff continues to encourage usage through a friendly environment, exceptional
customer service, patron -oriented collection development practices, internal merchandising,
and external marketing. Library staff continues to focus on outreach to the community through
social media and visits to Allen schools.
The Library's circulation per capita is estimated to again be higher than 11 for FY2016. Public
library standards in Texas consider 7.5 or higher to be excellent.
2013 2014 2015 2016 E'.
' Circulation 10.3 10.7 11.2 11.7
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 5 each
year since FY2009 and is currently greater than 7. According to Texas state accreditation
standards, 2.5 or higher is considered excellent.
2014 2015 2016 Est.
Collection
Turnover 7.2 7.2 7.7 7.7
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. An intermediate goal has been 1.5 while developing a
vital, current, relevant, and popular collection. Collection size regularly fluctuates based on
' additions and withdrawals but has achieved a 1.5 ratio.
City of Allen 122 FY2017 Budget
r-
'
Circulation Per Visit increased in FY2013 and
FY2014, decreased slightly
to 2.8 in FY2015, and is
estimated to increase in FY2016.
2013
2014 2015
2016 Est.
Circulation
2.79
2.84 2.80
2.87
Per Visit
Circulation Per Capitathe total number of checkouts divided by Allen's total estimated
population, has increased each year since FY2007 and is expected to increase again in FY2015
and FY2016.
Library staff continues to encourage usage through a friendly environment, exceptional
customer service, patron -oriented collection development practices, internal merchandising,
and external marketing. Library staff continues to focus on outreach to the community through
social media and visits to Allen schools.
The Library's circulation per capita is estimated to again be higher than 11 for FY2016. Public
library standards in Texas consider 7.5 or higher to be excellent.
2013 2014 2015 2016 E'.
' Circulation 10.3 10.7 11.2 11.7
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 5 each
year since FY2009 and is currently greater than 7. According to Texas state accreditation
standards, 2.5 or higher is considered excellent.
2014 2015 2016 Est.
Collection
Turnover 7.2 7.2 7.7 7.7
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. An intermediate goal has been 1.5 while developing a
vital, current, relevant, and popular collection. Collection size regularly fluctuates based on
' additions and withdrawals but has achieved a 1.5 ratio.
City of Allen 122 FY2017 Budget
I
Volumes Per Capita
11.46 1.42 1.47
2013 2014 2015 2016 Est.
Programs and Program Attendance
Library Programs include preschool storytimes, outreach programs to Allen daycares and schools,
programs for elementary children, pre -teens, and teens, book clubs, and classic movies in
addition to general interest cultural, historical, literary, and educational programs. Annually, the
Library conducts an annual summer reading program for children, teens, and adults.
Participation in the 2015 Reading Clubs exceeded previous summers.
Adult programs have increased in frequency and variety, including crafts, travel, health, and
nutrition. 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 popular
subjects and series encourage regular library use and promote literacy at a critical age.
Preschool story times and programs emphasize early literacy, incorporating the
recommendations of the Every Child Ready to Read initiative developed by the American
Library Association. 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. This year, the Library began a new initiative to encourage children to read —or listen
' to their parents read -1,000 Books Before Kindergarten.
City of Allen 123 FY2017 Budget
' Annual Library program attendance has increased for eight consecutive years. The Library
presented more than 1,000 programs for the first time in FY2014. Attendance in FY2015
exceeded 70,000, a 20.9% increase over FY2014 and averaged 75 persons per program. Program
attendance is projected to exceed 80,000 and average 81 persons per program in FY2016.
ft of Programs Programs and Program Attendance Program Attendance
2013 2014 2015 2016 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; resume
creation and printing; community information referrals; and information about City activities
and accomplishments.
Beginning in FY2012, reference questions increased annually through FY2015, which
represented the Library's all-time high. However, that appears to be a one-time statistical
anomaly and in FY2016 nearly returned to pre-FY2014 levels.
City of Allen 124 FY2017 Budget
1,200
1,100
70,000
1,000
900
50,000
800
700
2013 2014 2015 2016 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; resume
creation and printing; community information referrals; and information about City activities
and accomplishments.
Beginning in FY2012, reference questions increased annually through FY2015, which
represented the Library's all-time high. However, that appears to be a one-time statistical
anomaly and in FY2016 nearly returned to pre-FY2014 levels.
City of Allen 124 FY2017 Budget
av vvv
80,000
4
70,000
60,000
4
50,000
40,000
30,000
20y00
10y00
2013 2014 2015 2016 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; resume
creation and printing; community information referrals; and information about City activities
and accomplishments.
Beginning in FY2012, reference questions increased annually through FY2015, which
represented the Library's all-time high. However, that appears to be a one-time statistical
anomaly and in FY2016 nearly returned to pre-FY2014 levels.
City of Allen 124 FY2017 Budget
In -House Use counts the number of materials
used inside the Library for reading or research
but not actually checked out. This metric increased incrementally each year through FY2014.
While decreasing in FY2O15 and FY2016, it remains higher than in FY2012 (69,893).
120,000
100,000
80,000
60,000
40,000
20,000
Reference Questions and In -House Use
2013 2014 2015 2016 Est.
■ Reference Questions • In -House Use
' Five and Ten -Year Statistical Increases
The current Library facility, scheduled for expansion through the GO Bond program, opened in
February 2005. The following table compares key statistics between FY2015 and FY2O05 and
also between FY2015 and FY2O10, including Allen's corresponding population increases.
City of Allen 125 FY2017 Budget
Program
Reference
Population
Checkouts
Visits
Attendance
Requests
2015 vs. 2005
33%
104%
42%
204%
102%
2015 vs. 2010
8%
31%
13%
115%
19%
City of Allen 125 FY2017 Budget
1
Chief Finanaal Officer
Munidpal Court Adminietraor
1
Juvenile Cam Co inator Munidpal 7Senior
Oepury Cnurt Clerk puty Court
4 erk
2
-Funded out of the Special Revenue Fund.
City of Allen 126 FY2017 Budget
MUNICIPAL COURT
'
ORG
1165100
1
Chief Finanaal Officer
Munidpal Court Adminietraor
1
Juvenile Cam Co inator Munidpal 7Senior
Oepury Cnurt Clerk puty Court
4 erk
2
-Funded out of the Special Revenue Fund.
City of Allen 126 FY2017 Budget
' The Municipal Court is responsible for the maintenance of court records on the disposition of cases, the issuance
of warrants for those individuals who do not meet their obligations to the court, and the collection of fines.
Goal S. Maintain operational excellence in City government services
Strategy 1. Utilize technology for optimum performance and customer service
• Maintained automated entry of tickets into court software through additional ticket writers and utilization of public
safety software
• Maintained court software to include web -based payment options, information access, document imaging, and
improved report writing
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services.
• Maintained a link from the city's website to court software to al low access to the defendant's citations and the ability
to make online payments
Strategy 4. Ensure excellent fiscal management to maintain public trust
• Researched and contracted with Collection Agency for collection of outstanding warrants
• Continued improvements to the voluntary State Collection Program for outstanding cases
• Participated in the annual state-wide warrant roundup to collect on outstanding warrants
• Improved daily operations within the Courts by following municipal court"best practices"
• Utilized the Juvenile Case Manager to work with community groups to establish outreach services for troubled
juveniles and their parents
• Continued training resulting in all Deputy Court Clerks maintaining Level 1 and Level 2 Certifications in the State
' Court Clerk Certification Program
rell r
1
Goal 6. Maintain operational excellence in City government services
Strategy 1. Utilize technology for optimum performance and customer service
• Research of new software for court
• Implement Electronic Warrant Payments in Jail for individuals arrested on other cities warrants
• Continue to improve the utilization of court software
Strategy 4. Ensure excellent fiscal management to maintain public trust
• Continue to utilize the Collection Agency for collection of outstanding warrants
• Continue to improve the voluntary State Collection Program for outstanding cases
• Continue to improve warrant collections by serving current warrants and participating in the state wide warrant
roundups
• Utilize updated standard operating procedure manuals to cross -train and develop Court staff
City of Allen 127 FY2017 Budget
I
I
TOTAL FULL -TIME -EQUIVALENT 10 10 10 10
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
650,272
717,964
717,964
669,117
Operations
40,956
43,968
43,968
10,930
Supplies
25,319
5,910
5,910
7,000
Professional Services
19,723
43,112
43,112
49,850
DEPARTMENT TOTAL
2
2
2
2
Deputy Court Clerk
4
4
4
TOTAL FULL -TIME -EQUIVALENT 10 10 10 10
2014-2015
2015-2016
2015-2016
2016-2017
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 Manager
1
1
1
1
Senior Deputy Court Clerk
2
2
2
2
Deputy Court Clerk
4
4
4
4
TOTAL FULL TIME
10
10
10
10
TOTAL FULL -TIME -EQUIVALENT 10 10 10 10
City of Allen 128 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
450,962
499,775
499,775
477,839
Longevity
4,262
3,712
3,712
1,300
Overtime
480
1,000
1,000
1,250
FICA
33,196
36,964
36,964
31,291
TMRS
64,203
72,200
72,200
65,089
Worker's Compensation
441
957
957
871
Health Insurance
88,087
94,011
94,011
83,472
Dental Insurance
7,156
7,758
7,758
6,622
Long-term Disability
633
710
710
532
Life Insurance
602
639
639
541
Flexible Spending
250
238
238
310
SUBTOTAL $
650,272 $
717,964 $
717,964
$ 669,117
OPERATIONS
Training/Travel/Mileage
6,939
4,500
4,500
4,950
Dues & Subscriptions
798
904
904
900
Outside Printing
2,979
4,080
4,080
4,080
Court Technology Expense
29,920
33,668
33,668
-
Juvenile Case Manager Expenses
320
816
816
1,000
SUBTOTAL $
40,956 $
43,968 $
43,968
$ 10,930
City of Allen 128 FY2017 Budget
I
2014-2015 2015-2016 2015-2016 2016-2017
SUPPLIES ACTUAL BUDGET AMENDED BUDGET
General Supplies 25,319 5,910 5,910 7,000
SUBTOTAL $ 25,319 $ 5,910 $ 51910 $ 7,000
PROFESSIONAL SERVICES
Contractual Services - - - 17,600
Professional Services 19,723 43,112 43,112 32,250
SUBTOTAL $ 19,723 $ 43,112 $ 43,112 $ 49,850
DEPARTMENT TOTALS 736,270 $ 810,954 $ 810,954 736,897
NO CAPITAL ITEMS
City of Allen
129
FY2017 Budget
I
1
Court Statistics
Traffic offenses constitute approximately 95% of the total tickets issued. The Municipal Court also
receives tickets for animal and code enforcement violations. The following chart outlines the staffing
levels (FTE), population, tickets issued, warrants issued and revenue and expenditures per fiscal year
(FY).
In March 2016, Municipal Court participated in the Fifth annual state-wide warrant round up working
with the Allen Police Department and several other cities and law enforcement agencies in an effort to
clear outstanding warrants. Results from Allen's participation are as follows:
TOTAL FY14 FYIS FY16
2/14 to 3/14 3/1/14 3/1/14 2/19/16 to
Warrants Served
637
106
Tickets
Warrants
%Warrants
$180,551
$29,800
FY
FTE
Population
Issued
Issued
To Tickets
Revenue
Exp.
2015-2016
11
94,173
9,385
1,532
16.3%
$3,318
$985,790
$358,924
2014-2015
11
91,918
12,000
5,554
46.2%
$12,407
$1,816,800
$810,870
2013-2014
11
91,431
20,122
5,993
29.7%
$2,426,419
$686,068
2012-2013
11
88,547
13,990
4,596
32.8%
$1,555,527
$716,438
2011-2012
11
87,157
14,069
5,699
40.5%
$1,989,759
$774,987
In March 2016, Municipal Court participated in the Fifth annual state-wide warrant round up working
with the Allen Police Department and several other cities and law enforcement agencies in an effort to
clear outstanding warrants. Results from Allen's participation are as follows:
TOTAL FY14 FYIS FY16
2/14 to 3/14 3/1/14 3/1/14 2/19/16 to
Warrants Served
637
106
89
253
Warrant Value
$180,551
$29,800
$25,298
$148,968
Fine Collected
$83,461.09
$16,259
$11,328
$56,680
Bonds Posted
$22,468
$0
$0
$12,176
Value -Time Served
$31,281
$3,318
$6,659
$13,617
Value -Dismissed
$0
$0
$85
$0
Extension to Pay
$12,407
$6,975
$6,499
$4,051
City of Allen
130
FY2017 Budget
PARKS & RECREATION-ADMINISTRATIC
' ORGS
ADMINISTRATION 1420100
RESOURCE DEVELOPMENT 1440100
ARENA MARKETING 1480300
S1TE SERVICES 1450100
0
$engf MminIstmVve
Atlm,n ou1ve Pas¢tanl
Assistant 1
1
1
1
Pak PMn.rl I Park (Code)
2- Inspector
1
•One position funded from CDC
City of Allen 131 FV2017 Budget
AselstaMDF r
MaAeang Mann, r
Remume Dev Manage
AssiMaa DlreMr
Reu®tlan SeMoas
MaMettl9
Reservatons
Atl
Mareger
Coonllnaor
CooNmawr
-Ass-re
Asi&aa
1
2
t
1
1
1
senior Maketlng
CmMeaor
sperial Erenls
DooNinator
Gnint rdnaar
1
n.
r
1
1
Pak PMn.rl I Park (Code)
2- Inspector
1
•One position funded from CDC
City of Allen 131 FV2017 Budget
' PARKS & RECREATION -PARKS
ORGS
FACILITIES&OPEN SPACES 1445100
SITE SERVICES 1450100
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City of Allen 132 FV2017 Budget
I
PARKS &
ORGS
ATHLETICS 1455100
JOE FARMER RECREATION CENTER 1460100
DON RODENBAUGH NATATORIUM 1465100
SENIOR SERVICES 1470100
YOUTH CENTER 1475100
oire�w
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Unlw%� ms Dan Raclanimmigh
7 112
F1 new Instanor M R- 5,0 1,12
City of Allen 133 FY2017 Budget
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!"
I
Goal1. Enhance Community Livability and Safety
• Successfully 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.
Strategy 6. Renovate and Construct Neighborhood Parks with Designs for Water Conservation
Completed landscape improvements for Exchange Parkway and Bray Central Or median enhancements.
Goa12. Cultivate regional alliances and partnerships with agencies and eovernmental units that affect Allen
Strategy 2. 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 as their facilities were too wet to use.
Strategy g. Complete development of Heritage Village to maintain Allen's history
Completed renovation of the Heritage Village structures (excluding the yellow Farm House).
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Strategy 2. Advance Trails Plan to ensure continuation and connectivity of the trails system
• Received a $274,650 matching funds grant from Collin County for the construction of the hike and bike trail
through the Montgomery Ridge development.
• Initiated the implementation of the trail wayfinding and mile marker signage program.
Completed Bethany lakes Park ADA trail connections and various sections of trail through the development
community such as Benton Drive, Montgomery Blvd. and Ansley Meadows.
Completed design for the Bethany Lakes loop trail.
Completed connection of the Cottonwood Creek trail from Allen Station Park to Villa of Cottonwood Creek.
Strategy 4. Plan for the design and construction of needed City Parks and Recreation Facilities
• Completed Orchards Neighborhood Park and the Historic Water Station construction.
• Completed design for Watters Branch Community Park, Windridge Neighborhood Park and initiated demolition
and reconstruction of Ford Pool.
Strategy S. Signify the City of Allen through beautification efforts
• Completed update of the Public Art Master Plan, as well as design for the Ford Pool and Watters Branch Artwork.
• Completed Cottonwood Creek pedestrian bridge public art, landscape, designs for Exchange Parkway from Bray
Central to Watters & Bray Central from Exchange to Watters, and the installation of the "CHAC'sculpture.
Strategy 9. Develop a Healthy Communities initiative to encourage fitness, exercise and healthy lifestyles
• Recreation Division staff continued to provide leadership for the Alliance for a Healthier Allen by implementing
initiatives in cooperation with AISD on healthy living.
Strategy 30. Emphasize marketing effortsto communicate Allen's identity
• Increased Facebook likes for PARD +33%, AEC +44%, The Courses at Watters Creek (TCWC)+34%, The Edge Visitors
Center (TEVC)+16%, Allen Community Ice Rink (ACIR)+30%, Market Street Allen USA (MS AUSA)+214%.
• Partnered with CVB and PAMRO for multiple promotions and maximized resources when appropriate including
Cottonwood Creek Bridge dedication and ribbon cutting, NRPA Gold Medal video, It's Time Texas Community
Challenge, ASRC 10th Anniversary Celebration, 2016 Special Olympia Texas- Regional Figure Skating Competition,
suite promotion for AEC concerts and events.
• Designed new PARD advertising campaign.
• Negotiated and utilized new barter agreement with Dallas Morning News for exposure in GuideUve, DMN and
Briefing at no cost.
•
Redesigned budget and resources to begin sending Parks and Recreation Activity Guide to all households
City of Allen 134 FY2017 Budget
1...
Strategy 11. Sustain and enhance Parks and Recreation Programming
• 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.
• Reviewed tournament and daily field rental rates to determine the current market among benchmark facilities.
• The Recreation Division conducted a strategic planning session to assist in identifying upcoming trends and to
identity creative and innovative programming.
• Planning was initiated for four new non-traditional special events that center on community participation
• Special events evaluated for their effectiveness and changes or enhancements to the events were implemented.
Goal 5. Systematically Invest in public infrastructure
Strategy 1. Implementation of the 2007-2013 Capital Improvement Program (CIP)
Coordinated the efforts of the Public Art Committee.
Strategy 2. Implementation of Long Term Facility Maintenance Plan
• Updated and expanded the Long Term Facility Maintenance Plan to include all park maintained facilities.
Goal 6. Maintain operational excellence in City government services
• Recognized for the fourth consecutive year as National Recreation and Park Association Gold Medal Finalist.
• MS AUSA website received two awards from Texas Festival and Events Association — Best Festival/Event Website
and Best Festival/Event Mobile Application and three awards from International Festival and Events Association for
Best Festival/Event Website, Best Festival/Event Mobile Application and Best Miscellaneous Multimedia.
• Initiated the National Recreation and Park Association agency accreditation process.
• Updated the policies governing the CARE financial assistance program.
• Initiated a comprehensive review of the standard operating procedures for the Recreation Services Division.
' Strategy 1. Utilize technology for optimum performance and customer service
Utilized COA smart phone app to receive public concerns allowing for improved response/repair timeframes.
A plan for the replacement of the discontinued "CLASS' recreation management software has been developed.
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services
• R.E.A.L. training sessions were offered to department staff quarterly.
• Recreation Division evaluation forms were updated to assist staff in analyzing program information collected from
participants. This information is then used in determining the overall effectiveness of programs.
Strategy 4. Ensure excellent fiscal management to maintain public trust
• Initiated the bi-annual comprehensive fee assessment project.
Objectives for FY 2017:
Goal 1. Enhance Community Livability and Safety
Continue implementation of Cattle Egret Management Plan to prevent any rookeries from establishing.
Strategy 6. Renovate and Construct Neighborhood Parks with Designs for Water Conservation
Complete Windridge and Twin Creeks Phase II Neighborhood Parks, as well as Watters Branch Community Park.
Strategy 7. Implement safety monitoring systems throughout the park system
Seek funding for the expansion of the video surveillance system.
Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen
Strategy 4. Fully utilize resources from Collin County, Ni TPWD, and other agencies and entities
Continue to monitor grant funding agencies and submit applications as appropriate.
Strategy S. Complete development of Heritage Village to maintain Allen's history
• Continue implementation of the Heritage Village master plan per direction provided by City Council.
Goal4. Sii enhance and communicate Allen's identity to the real and the nation
' Strategy 2. Advance Trails Plan to ensure continuation and connectivity of the trails system
Continue to seek funding for trail system expansion.
Continue to implement trail wayfinding, mile marker signage, and requirements of the trail master plan.
City of Allen 135 FY2017 Budget
• Complete trail construction along Watters Branch tributary, Senior Recreation Center and Heritage Village,
Mustang Creek and Allen Heights.
• Identify and implement conservation efforts for pollinators through regional partnerships with National Wildlife
Federation, North Texas Native Plant Society and other agencies.
Strategy 3. Continue to seek open space funding
• Continue to monitor grant funding agencies and submit applications as appropriate.
Strategy 4. Plan for the design and construction of needed City Parks and Recreation Facilities
Implement projects funded by the CDC and projects authorized by voters in the 2006 & 2016 bond elections.
Strategy S. Signify the City of Allen through beautification efforts
• Continue to implement the Public Art Master Plan and coordinate the selection of projects.
• Complete the installation of Ford Pool and Watters Branch Community Park artwork.
Strategy 9. Develop a Healthy Communities initiative to encourage fitness, exercise and healthy lifestyles
• Continue involvement and leadership with the Alliance for a Healthier Allen
Strategy10. Emphasize marketing efforts to communicate Allen's identity
• Create and implement brand identity for the AEC utilizing naming rights partner.
• Implement new PARD advertising campaign.
• Continue to raise awareness of AEC in the region via general brand marketing.
• Focus resources on additional resident outreach and communication for The Courses at Watters Creek.
• Focus on cross promoting and optimizing resources by coordinating efforts with PAMRO and the CVB.
Strategy 11. Sustain and enhance Parks and Recreation programming
• Identify and implement strategies for cultivating creative and innovative recreation programs.
• Four apartment complexes (with pool facilities) were identified to offer Outreach Learn to Swim Lessons.
• Continue to monitor growth of MS AUSA to ensure sustainability of event.
Goal S. Systematically invest in public infrastructure
Strategy 1. Implementation of the 2007-2013 Capital Improvement Program (CIP)
• Utilize remainder of $1,900,000 in 2013 GO Bonds for community park land acquisition.
• Utilize $300,000 in 2013 GO Bonds to initiate master planning process for Rowlett Creek Community Park.
• Coordinate the efforts of the Public Art Committee to plan and execute the selection & completion of art projects.
Strategy 2. Implementation of Long Term Facility Maintenance Plan
• Develop and utilize the Long Term Facility Maintenance Plan to schedule & budget major maintenance projects.
Goal 6. Maintain operational excellence in City eovernment services
• Continue the National Recreation and Park Association agency accreditation process with the goal of receiving
accreditation in October 2018.
• Complete review of the standard operating procedures for the Recreation Services Division & implement changes.
Strategy 1. Utilize technology for optimum performance and customer service
• Continue implementation of the CLASS replacement plan.
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services
• Continue making the R.E.A.L. service philosophy the heart of our business.
• 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.
Strategy 4. Ensure excellent fiscal management to maintain publictrust
• Develop and implement a fees and charges policy for the Parks and Recreation Department.
• Implement updated tournament and daily field rental rates to reflect the current market rates.
• Continue to practice solid financial management by completing bi-annual comprehensive fee assessments for
Recreation Division program fees as approved by the Parks and Recreation Board and City Council.
City of Allen 136 FY2017 Budget
E
r
DEPARTMENT,
2015-2016
2015-2016
2016-2017
�GENERAL FUND
PARKS & RECREATION
BUDGET
AMENDED
BUDGET
Director
1
1
1
1
Assistant Director
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
6,616,659
7,636,966
7,636,966
7,863,376
Operations
1,046,323
1,724,072
1,168,427
1,215,067
Supplies
556,328
436,134
767,175
587,782
Maintenance
654,465
843,465
814,927
618,383
Professional Services
1,292,721
1,372,785
1,760,417
2,073,556
Capital
1
81,800
81,800
1
DEPARTMENT TOTAL
10,166,496
12,095,222
12,229,712
12,358,160
City of Allen 137 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
Director
1
1
1
1
Assistant Director
2
2
2
2
Landscape Architect
1
1
1
1
Park Planner
2
2
2
2
Grant Coordinator
1
1
1
1
Senior Marketing Coordinator
1
1
1
1
Senior Administrative Assistant
1
1
1
1
Administrative Assistant
1
2
2
2
Reservations Coordinator
1
1
1
1
Parks & Rec. Support Specialist
0
1
1
1
Sales & Sponsorship Director
1
0
0
0
Resource Development Manager
1
1
1
1
Administrative Services Manager
1
1
1
1
Urban Forester
1
1
1
1
Superintendent
2
2
2
2
Park Operations Supervisor
1
1
1
1
Sports Field Supervisor
1
1
1
1
Crew Leader
5
5
5
5
Equipment Operator
2
2
2
2
Park (Code) Inspector
1
1
1
1
Building Technician
3
3
3
3
Parks Maintenance Technician
3
4
4
4
Parks Specialist
1
1
1
1
Maintenance Worker
18
18
18
18
Chemical Specialist
1
1
1
1
Chemical Technician
4
4
4
4
Irrigation Specialist
1
1
1
1
Irrigation Technician
3
3
3
3
Recreation Services Manager
1
1
1
1
Recreation Program Supervisor
1
1
1
1
Center Supervisor
3
3
3
3
Athletic Program Supervisor
1
1
1
1
Aquatic Program Supervisor
1
1
1
1
Head Lifeguard
4
4
4
4
Youth Program Supervisor
1
1
1
1
Special Events Coordinator
1
1
1
1
Lead Recreation Specialist I
1
1
1
1
Recreation Specialist 11
11
11
11
11
Recreation Specialist
3
3
3
3
TOTAL FULL TIME
89.00
91.00
91.00
91.00
City of Allen 137 FY2017 Budget
NNEL SUMMARY - CONTINUEC
TOTAL FULL -TIME -EQUIVALENT 132.59 137.19 137.19 137.19
2014-2015
2015-2016
2015-2016
2016-2017
PARTTIME
ACTUAL
BUDGET
AMENDED
BUDGET
Recreation Specialist 1
11.12
11.12
11.12
1112
Recreation Specialist 11
0.00
0.00
0.00
0.00
Fitness Specialist
234
2.36
2.34
2.34
Head Lifeguard
0.00
0.00
0.00
0.00
Lead Water Safety Instructor
0.50
0.50
0.50
0.50
Park Attendant
0.50
0.50
0.50
0.50
TOTAL PARTTIME
14.46
14.46
14.46
14.46
SEASONAL/TEMPORARY
80,023
82,845
Health Insurance
Seasonal -Lifeguard
18.00
20.00
20.00
2000
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 - Camp Counselor
1.60
2.20
2.20
2.20
Temp- Saturday N ight Event Chaperone
2.00
2.00
2.00
2.00
Temp- Fitness Instructor
0.20
0.20
0.20
0.20
Temp- Recreation Specialist l
0.82
0.82
0.82
0.82
TOTAL SEASONAL/TEMPORARY
29.13
31.73
31.73
31.73
TOTAL FULL -TIME -EQUIVALENT 132.59 137.19 137.19 137.19
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
4,608,430
5,336,873
5,336,873
5,478,289
Longevity
29,120
32,447
32,447
35,438
Overtime
153,917
164,472
164,472
170,052
FICA
349,140
387,633
387,633
411,142
TMRS
590,382
631,371
631,371
690,137
Worker's Compensation
35,180
80,023
80,023
82,845
Health Insurance
776,070
919,658
919,658
901,039
Health Savings Account
9,891
10,584
10,584
14,832
Dental Insurance
54,080
61,842
61,842
66,420
Long-term Disability
5,088
5,822
5,822
7,088
Life Insurance
4,244
4,677
4,677
4,768
Flexible Spending
1,117
1,564
1,564
1,326
SUBTOTAL $
6,616,659 $
7,636,966 $
7,636,966
$ 7,863,376
OPERATIONS
Training/Travel/Mileage
53,431
109,483
87,875
107,802
Dues& Subscriptions
17,921
24,171
19,298
28,117
Uniforms
43,724
55,564
56,360
71,746
Advertising
24,413
87,416
87,416
82,029
Rentals
6,669
6,820
6,820
57,292
Outside Printing
35,155
54,686
54,686
71,250
Meetings & Receptions
2,147
3,721
3,721
2,775
Class & Day Camp Expenditures
285,581
681,945
388,566
393,707
Special Events
541,818
610,649
374,068
301,272
Cost of Goods Sold - Concessions
28,362
67,413
67,413
68,750
Cost of Goods Sold - Retail
3,471
8,088
8,088
8,190
Cemetery Expenditures
3,631
14,116
14,116
14,398
Marketing Expenditures
7,739
SUBTOTAL $
1,046,323 $
1,724,072 $
1,168,427
$ 1,215,067
City of Allen
138
FY2017 Budget
I
2014-2015 2015-2016 2015-2016 2016-2017
Machinery & Equipment ACTUAL BUDGET AMENDED BUDGET
Sport Champ Artificial Turf Cleaner 56,800 56,800
TOTAL $ $ 56,800 $ 56,800 $
2014-2015 2015-2016 2015-2016 2016-2017
Vehicles ACTUAL BUDGET AMENDED BUDGET
F-150 for Park Tech 25,000 25,000
TOTAL $ $ 25,000 $ 25,000 $
City of Allen 139 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
SUPPLIES
ACTUAL
BUDGET
AMENDED
BUDGET
General Supplies
470,727
292,536
636,413
469,578
Small Tools& Minor Equipment
51,602
106,410
93,574
108,492
Medical & Chemical Supply
33,999
37,188
37,188
9,712
SUBTOTAL
$
556,328
$
436,134
$
767,175
$
587,782
MAINTENANCE
Facility Maintenance
529,387
593,866
535,431
363,336
Vehicle Maintenance
28,768
33,972
34,972
34,651
Equipment Maintenance
96,310
215,627
244,524
220,396
SUBTOTAL
$
654,465
$
843,465
$
814,927
$
618,383
PROFESSIONAL SERVICES
Contractual Services
322,915
1,146,352
1,496,949
1,733,425
Professional Services
969,806
226,433
263,468
340,131
SUBTOTAL
$
1,292,721
$
1,372,785
$
1,760,417
$
2,073,556
CAPITAL OUTIAY
Machinery &Equipment
-
56,800
56,800
-
Vehicies
25,000
25,000
SUBTOTAL
$
-
$
81,800
$
81,800
$
-
DEPARTMENT TOTALS
$
10,166,496
$
12,095,222
$
12,229,712
$
12,358,164
Hems here funded by Antenna revenue:
2014-2015
2015-2016
2015-2016
2016-2017
ACTUAL
BUDGET
AMENDED
BUDGET
'
Cultural Arts Programs - Arts Alliance
70,000
70,000
70,000
70,000
Allen USA Celebration
248,400
253,368
253,368
259,868
Philharmonic Symphony
50,000
50,000
50,000
50,000
Summer Sounds
20,000
20,400
20,400
20,400
Public Art Projects
22,231
32,472
32,472
37,322
TOTAL
$
410,631
$
426,240
$
426,240
$
437,590
I
2014-2015 2015-2016 2015-2016 2016-2017
Machinery & Equipment ACTUAL BUDGET AMENDED BUDGET
Sport Champ Artificial Turf Cleaner 56,800 56,800
TOTAL $ $ 56,800 $ 56,800 $
2014-2015 2015-2016 2015-2016 2016-2017
Vehicles ACTUAL BUDGET AMENDED BUDGET
F-150 for Park Tech 25,000 25,000
TOTAL $ $ 25,000 $ 25,000 $
City of Allen 139 FY2017 Budget
I
General Fund Cost Per Caoita
General Fund cost per capita includes all
$12,000,0100
park and recreation related operations.
$240
This includes expenses for department
$10,000.000
administration and park planning. Cost
$220
per capita spiked in FY2016 primarily as a
$8,000,000
result of an almost 14% increase in
$200
personnel expenses which was
m $8.000.000
principally due to the City's
also
implementation of salary market rate
$4,000,000
adjustments. These adjustments were
$160
most significant in the lower pay grade
positions. These positions constitute the
$140
bulk of parks and recreation's positions.
Additionally, the figure for FY2015 was
$120
artificially lowered by a late year
$300,000 budget cut that had to be
$100
absorbed.
General Fund Revenue and Cost Recovery
Cost per Capita
$19572
2013 -14 -61` 20116 Est
Expenses used in these calculations
Revenue &Cost Rewvery
include not only recreation and event 100%
90%
80%
70%
60%
50
40%
30%
20%
10%
0%
market rate adjustments had an 2013 2014 2015 2016 Est
impact. The FY2015 rate was •Total Revenue ■%Cost Recovery
based expenses, but all department
$12,000,0100
administration, park planning and
$10,000.000
maintenance expenses as well. The
cost recovery in FY2013 was
$8,000,000
artificially inflated by the
consolidation of utility expenses
m $8.000.000
outside of the Parks and Recreation
Department, as well as temporary
$4,000,000
cost cutting measures. Here again,
$2,000.000
the $300,000 budget cut in FY2015
and the implementation of the salary
$0
artificially raised and the increased personnel costs have lowered the projections for FY2016. Cost
recovery is however expected to continue its positive trend of hovering around 50%.
City of Allen
140
FY2017 Budget
I
1
1
Park Acres
The ratio of park acres to population
has historically been a benchmark of
the adequacy of the park system fora 500450
city's residents. However, numbers 400
from the ratio are not always 350
300
comparable between cities because of Y 2.50
variations in how open space and Y200
50
greenbelts within each community are 1,gg
treated in the ratio. Using developed 0.50
acres as an alternative provides a 060
useful benchmark for com arisons
Devebced Acres oer 1.900 Pooula0on
3.14
2013 2014 2015 2016 Est
P
between city park systems. The oNeighborhood Parks ■Communky Parks
fluctuation in both the community park
and neighborhood park numbers are indicative of our population growth exceeding park development;
however, changes in our park classification system in FY2014 resulted in artificial increases in both the
neighborhood and community park ratios. Both ratios are expected to remain steady or continue a slight
decline as park development continues to lag behind population growth. New park acreage developed
in FY2016 included the Orchards neighborhood park and additional development at Twin Creeks
neighborhood park. Development of the Windridge neighborhood park is projected for FY2O17. Watters
Branch Community Park is now not expected to be open until sometime in FY2018.
Cost Per Maintained Acre
Maintenance of parks and recreation as.000
facilities has a large effect on the aesthetic
value of a city. For several years, cost
efficiency initiatives allowed the department
to maintain Allen's award-winning park
system at high standards during difficult
economic times. In FY2013, the City
consolidated all utility and fuel expenses
into one division outside of the Parks and
Recreation budget. Additionally, onetime
cost cutting measures in FY2O13 and FY2014 s, roc
$4,022 $4.063
53,827
4 742
WU
allowed for $574,000 and $459,000 2L1 2014 2015 2016 Est.
respectively in savings in the maintenance division budgets. Without these savings, the 2013 rate would
have been =$4,300 and the rate in FY2014 would have been =$4,400 both of which would have been
significantly above the actual results for FY2O15. However, it must be kept in mind that the FY2O15
figure would have been $4,336 had there not been a $300,000 budget cut. The increase in FY2O16 is
significant even when considering the $4,336 normalized FY2015 figure. As previously mentioned, the
salary market rate adjustments that were implemented in FY2O16 were concentrated in the lower pay
grades. The vast majority of the maintenance personnel are in these lower grades. This resulted in the
dramatic increase in the cost of maintenance.
City of Allen 141 FY2017 Budget
Membership Sales
Along with classes, facility Membership Salea
membership sales are important 10,000
to the financial success of the 29.999
facilities. Each facility sells a - 8,009
12
variety of memberships. Those a 7,900
memberships sold at Don v 8,000
p � 5,000
Rodenbaugh Natatorium (DRN) 6 4,000
are valid at all locations, while 90 3,000
those sold at the JFRC, ASRC, and 2,000
the Visitor Center are specific to 1,000
those facilities. The JFRC 0 20132014 2015 2018 Esc
membership numberalso includes WASRC 15]2 1823 1421 1451
the special membership charged •DRN 4025 3784 2292 2581
for the Saturday Night Rec N Roll '.aERc 3700 80 2495 zalz 2995
46
youth program. EDGE 33 39
JFRC, DRN, and the ASRC each participate in the Silver Sneakers program. This program is a collaboration
with healthcare providers to provide seniors (age 65 and older), as well as persons with disabilities, the
' opportunity to utilize facilities and programs as a benefit of their health insurance. The city is reimbursed
by the healthcare provider for visits. The program is tracked In the membership line item.
In FY2009 the Youth Center transitioned into the Visitor Center. This continues to impact membership
sales downward as membership is no longer necessary to utilize the lobby space of the facility.
Additionally, the computer lab which was heavily utilized for several years has seen little use in the last
few years. This is attributed to the evolution of technology, specifically smart phones which most young
people now own. Accordingly, the computers have recently been removed from the Visitor Center, and
the space is being repurposed for programs and rental space. Membership is required for use of the
media room — which is still dedicated to youth use only.
With the opening of new fitness facilities and swim clubs in Allen, DRN and JFRC memberships have seen
decline. Cardio equipment at ASRC, DRN, and JFRC was replaced in the summer of 2015, and the locker
room renovation at DRN was completed in the fall of 2014.
City of Allen 142 FY2017 Budget
I
Customer Satisfaction
The REAL philosophy is the Parks and Recreation Department's guiding customer service program now
in its sixth year of execution. All Parks and Recreation staff are introduced and trained on the tailor
made 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%.
100%
95%
90%
85%
80%
Customer Satisfaction Ratina Actuals
Program Registration
Recreation Center
""`""
Natatonom
Recreation Center
Center ''.
'."'
Program Realstration
.2011
96%
96%
91%
92%
95%
940%
X2012
93%
97%
ti.
93%
91%
95%
938%
2013
92%
93%
84%
90%
93%
904%
2014
93%
93%
84%
91%
91%
904%
—2015
93%
92%
92%
92%
93%
92.4%
—Goal
95%
95%
95%
95%
95%
95%
Program Registration
Program registration is an
Program Realstration
indicator of a unique individual
27,000 ,
or team registering for a
24,000
program, activity, or league.
21,000
The numbers for program
registration also include facility
1s,eeo
rentals for private parties.
15,000
Learn to Swim classes (DRN)
12,000
and youth camps (JFRC)
9,000
continue to be popular choices.
6,000
Participation in classes at the
3000
2013
2014 --
— 2015
2016 Est
Visitor Center continues to be a
.ED"
780 -
760
552
655
challenge; however, special
I.3rlxc
6800
6511
6752
6900__
events and exhibitions in the
I, ntn
_
8
o3
_
-
park are highly popular and
eu
-'t—
695
570
s7600
--
600
--- —
ASRC
8120
6997
7784
8300
well attended.
--
City of Allen
143
FY2017 Budget
I
1
Class Success Rates
The success rate of classes is an indicator of how many programs and leagues are offered vs. the number
that were successfully held and not cancelled due to low enrollment or for other reasons. This is a
significant indicator as it relates to decisions being made about which programs to maintain. The 75%
goal is aligned to the industry standard.
The class success rate has been impacted to varying degrees the past two years by turnover in the
programming and supervisory levels of the Recreation Divisions. This was especially impactful at 1FRC in
FY2014. Although TEVC saw a drop in class success rates in FY2013, since then the trend has been
increasing each year due to adding technology based programming. JFRC staff will be implementing
strategies to increase or enhance current programming to address the decrease class success rate at that
facility.
00%
90%
80%
70%
60%
50%
40%
30% III glen Senbr
Recreation Center
2011 94%
c 2012 91%
013 95 6
X =2014 94%
2016 94"r.
�Goali 75%
City of Allen
Class Success Rate Actuals
I" "In r
Athletics Ron Rodenhaugh Joe Farmer The Edge Visitor Total
Natstodum Rocmch.o Center Center
68% 88% 69". 60%. 758%
63% 91% 91% UlY 806%
799'r 89% 6630 38°/ 73.4%
78% 34% _� 53'4 42% 79.2%
at% 90% 57. i 669A 764%
75% 75% �_.. 75% 75% 75%
144
FY2017 Budget
71i;43:�1Ti•17 73 iC•I: Qit1 i. Y i•14: Y14:7
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ORGS
'
EVENT CENTER ARENA 1480100
ARENA -OPERATIONS 1480110
FRm sgeum�sl
ARENA -FACILITY 1480320
ARENA -BOX OFFICE 1480330
ARENA -GUEST SERVICES 1480334
ARENA -FOOD & BEVERAGE 1480340
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City of Allen 145
FY2017 Budget
I
1
PARKS & RECREATION -EVENT CENTER
ORGS
ICE RINK 1485100
RCSpcll
IpMp Spcl
to R"IAr60am
City of Allen 146 FV2017 Budget
The Allen Event Center was constructed through a partnership between the City of Allen, The MGherring Group/ rhe 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 lune, 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 to concerts and family
shows to trade shows, graduation ceremonies, and even private events These functions are estimated to have an
economic impact of over $9,000,000 annually.
Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen
AEC and ACIR hosted regional professional training events for S.T.A. R.
Strategy 2. Create recreational partnerships
• Partnered with the Dallas Stars organization to provide enhanced youth hockey introduction programs.
• ACIR partnered with Special Olympics to host the Special Olympia ice skating competitions.
Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities
Partnered with Live Nation to promote concerts bringing increased national and regional credibility to venue.
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation
Strategy 9. Develop a Healthy Communities initiative to encourage fitness, exercise and healthy lifestyles
Partnered with AISD and THA to host health fans at AEC.
Strategy 10. Emphasize marketing efforts to communicate Allen's identity
• Continued to raise awareness of AEC in the region via general brand marketing.
Strategy 11. Sustain and enhance Parks and Recreation programming
' : Food & Beverage division assisted the Allen Senior Recreation Center in enhancing senior meals for special events.
Goal S. Systematically invest in public Infrastructure
Upgraded AECs W i-Fi capabilities to ensure the performance of building systems that require that functionality.
• Completed ice plant chiller upgrades and brought Audio Visual System up to FCC compliancy.
Goal 6. Maintain operational excellence in City government services
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services
Conducted mandatory training for third parry staff in the Guest Relations and Food and Beverage Divisions.
Strategy4. 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.
Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen
Strategy 2. Create recreational partnerships
Continue to partner with the Dallas Stars organization to provide enhanced youth hockey introduction programs.
Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities
• Partner with Live Nation to promote concerts bringing increased national and regional credibility to venue.
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation
Strategy 9. Develop a Healthy Communities initiative to encourage fitness, exercise and healthy lifestyles
Expand joint programing with AISD and THA to host health fairs at AEC.
Strategy 10. Emphasize marketing efforts to communicate Allen's identity
• Create and implement brand identity for the AEC utilizing naming rights partner.
• Continue to raise awareness of AEC in the region via general brand marketing.
Strategy 11. Sustain and enhance Parks and Recreation programming
' : Identify and implement strategies for cultivating creative and innovative outreach programs
Goal S. Systematically Invest in Public Infrastructure
Construct additional storage space for the facility.
• Establish a comprehensive capital replacement plan and timeline for the AEC and ACIR.
City of Allan 147 FY2017 Budget
I
°!i*���acga'i.'��.I��aagi�c��ermnnnlct
Goal 6. Maintain operational excellence in City government services
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services
Continue making the R.E.A.L. service philosophy the heart of our business.
Strategy 4. 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.
City of Allen 148 FY2017 Budget
I
EXPENSE SUMMARY
Accounts Payable Technician
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel $
2,501,805
$ 2,737,573 $
2,737,573
$ 2,790,941
Operations
2,911,375
2,798,447
2,852,221
3,005,665
Supplies
149,718
222,323
243,373
209,496
Maintenance
178,103
234,318
208,330
267,177
Professional Services
2,683,921
2,470,922
3,292,871
3,123,305
Capital
6,335
2
2
2
TOTAL EXPENDITURES
.8,431,257
$ 8,463,583 $
9,334,368
9,396,584
Accounts Payable Technician
2014-2015
2015 2016
2015-2016
2016-2017
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
General Manager
1
1
1
1
Assistant General Manager
1
1
1
1
Director of Production & Operations
1
1
1
1
Booking Manager
1
1
1
1
Marketing Manager
1
1
1
1
Marketing Coordinator
2
2
2
2
Center Supervisor
1
1
1
1
Director of Food & Beverage
1
1
1
1
Food & Beverage Coordinator
2
2
2
2
Ice Rink Program Supervisor
1
1
1
1
Ice Operations Coordinator
1
1
1
1
Executive Chef
1
1
1
1
Sous Chef
1
1
1
1
Concessions Manager
1
1
1
1
Senior Administrative Assistant
1
1
1
1
Accounting Technician
1
1
1
1
Accounts Payable Technician
1
1
1
1
Box Office Supervisor
1
1
1
1
Lead Box Office Attendant
1
1
1
1
Guest Services Supervisor
1
1
1
1
Premium Level Coordinator
1
1
1
1
Event Specialist
1
1
1
1
Lead Event Attendant
2
2
2
2
Crew Leader
1
1
1
1
Building Technician
2
2
2
2
Recreation Specialist II
3
3
3
3
Conversion Specialist
1
1
1
1
Audio/Visual Specialist
1
1
1
1
TOTAL FULL TIME
33
33
33
33
City of Allen 149 FY2017 Budget
I
F
TOTAL FULL -TIME -EQUIVALENT
2014-2015
2015-2016
2015-2016
2016-2017
PARTTIME
ACTUAL
BUDGET
AMENDED
BUDGET
Ice Rink Attendant
1.80
180
1.80
1.80
Lead Recreation Specialist 1
0.96
096
0.96
0.96
Recreation Specialist 1
1.92
1.92
1.92
1.92
Receptionist
0.90
0.90
0.90
0.90
Food & Beverage Specialist
1.20
120
1.20
1.20
Premium Level Coordinator
0.00
0.00
0.00
0.00
Lead Cash Room Attendant
0.50
0.50
0.50
0.50
Cash Room Attendant
1.00
1.00
1.00
1.00
Food/Beverage Coordinator
0.00
0.00
0.00
0.00
Concessions -Lead
080
0.80
0.80
0.80
Food Runner
050
0.50
0.50
0.50
Box Office Attendant
1.20
1.20
1.20
1.20
Lead Premium Level Attendant
0.30
0.30
0.30
0.30
Premium Level Attendant
0.75
0.75
0.75
0.75
Lead Event Attendant
0.50
0.50
0.50
050
PART FULL TIME
12.33
12.33
12.33
12.33
Dues and Subscriptions
26,801
27,359
27,359
TOTAL FULL -TIME -EQUIVALENT
45.33
45.33
45.33
45.33
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
1,689,116
1,853,240
1,853,240
1,916,929
Longevity
5,740
7,008
7,008
7,633
Overtime
122,400
103,347
103,347
104,756
FICA
134,149
152,477
152,477
148,099
TMRS
229,124
226,422
226,422
245,078
Worker's Compensation
13,216
32,624
32,624
29,522
Health Insurance
278,013
330,142
330,142
303,170
Health Savings Account
4,914
5,292
5,292
8,851
Dental Insurance
21,007
22,387
22,387
22,366
Long-term Disability
1,993
2,183
2,183
2,406
Life Insurance
1,572
1,735
1,735
1,511
Flexible Spending
561
716
716
620
SUBTOTAL $
2,501,805 $
2,737,573 $
2,737,573
$ 2,790,941
OPERATIONS
Training/Travel/Mileage
17,659
28,105
28,105
28,191
Dues and Subscriptions
26,801
27,359
27,359
23,374
Uniforms
14,356
22,747
22,747
26,672
Advertising
11,008
10,450
151,400
9,400
Rentals
68,849
76,500
81,500
76,180
Outside Printing
3,563
21,050
21,050
35,300
Meetings and Receptions
474
4,000
4,000
4,000
Liquor State Tax Expenses
63,806
43,550
60,999
55,543
Class/Day Camp Expenses
146,658
174,352
174,352
177,839
Events/Activities
34,021
4,700
4,700
4,794
City of Allen 150 FV2017 Budget
C
MAINTENANCE
Facility Maintenance
145,688
193,025
16,501
213,724
Vehicle Maintenance
-
-
104,013
-
2014-2015
2015-2016
2015-2016
2016-2017
OPERATIONS - CONTINUED
ACTUAL
BUDGET
AMENDED
BUDGET
Cost of Goods Sold - Concessions
341,435
356,000
366,000
366,000
Liquor Supply Expenses
196,357
145,000
178,600
178,600
Cost of Goods Sold - Retail
7,844
8,600
8,600
8,772
Ticket Reimbursement Expense
1,478,001
1,420,000
1,210,000
1,395,000
Economic Grant Expenses
465,158
374,034
512,809
489,000
Marketing Expense
35,385
82,000
2,880
127,000
SUBTOTAL $
2,911,375 $
2,798,447 $
2,852,221
$ 3,005,665
SUPPLIES
1,718,272
1,349,570
SUBTOTAL
General Supplies
118,936
103,445
173,631
101,981
Small Tools and Minor Equipment
30,782
118,878
69,742
107,515
SUBTOTAL $
149,718 $
222,323 $
243,373
$ 209,496
MAINTENANCE
Facility Maintenance
145,688
193,025
16,501
213,724
Vehicle Maintenance
-
-
104,013
-
Equipment Maintenance
32,415
41,293
87,816
53,453
SUBTOTAL
$ 178,103
$
234,318
$
208,330
$
267,177
PROFESSIONAL SERVICES
Contractual Services
19,697
1,464,533
1,571,719
1,770,855
Lease Agreements
2,909
2,880
2,880
2,880
Professional Services
2,661,315
1,003,509
1,718,272
1,349,570
SUBTOTAL
$ 2,683,921
$
2,470,922
$
3,292,871
$
3,123,305
CAPITAL OUTLAY
Machinery & Equipment
6,335
SUBTOTAL
$ 6,335
$
-
$
-
$
-
DEPARTMENT TOTALS
$ 8,431,257
$
8,463,583
$
9,334,368
$
9,396,584
No Capital Items
City of Allen
151
FY2017 Budget
PERFORMANCE MEASURES J
Arena Attendance, Event Days, & Events
The building programming has Arena Attendance, Event Days. & Events
matured and this is reflected in
the notoriety and size of artists
and events. In FY2016 the Event
Center will host 11 concerts, 6
8
graduations, 4 private concert
a
rehearsals, 168 sport tenant
S
games, and a multitude of events
N N
that drive economic impact for the
City of Allen. The building hosted
120,000
140
130 m
120 0
m
110
w
100 m
go
H
the first double event da in May, 80
Y Y 2013 2014 2015 201fi Est
with Lovejoy graduation in the ■Attendance ■Event Days LIEvents
morning and hockey in the evening. The venue continues improving its activity in the months of July, August, and
September minimizing programming lulls. Attendance is trending upward due to an increase in large concerts,
but it is heavily linked to the three sport tenants due to the number of dates they hold. Event Days did see a slight
decline due to more single day events this year. The Allen Americans again won the Kelly Cup and are back-to-
back ECHL champions. The facility continues to execute on multiple cooperative concert promotion with
promoters which brings strong national acts to Allen. The FY2016 concert line-up has been a strong list of
mainstream national touring acts which has brought strong exposure to Allen.
Allen Community Ice Rink Attendance
The facility is seeing consistent
ACIR Attendance
m m
N N
maintenance projects have
120,000
affected operating hours and
100,000
6
--
reduced program opportunities this
140
130 m
120 0
m
110
w
100 m
go
H
the first double event da in May, 80
Y Y 2013 2014 2015 201fi Est
with Lovejoy graduation in the ■Attendance ■Event Days LIEvents
morning and hockey in the evening. The venue continues improving its activity in the months of July, August, and
September minimizing programming lulls. Attendance is trending upward due to an increase in large concerts,
but it is heavily linked to the three sport tenants due to the number of dates they hold. Event Days did see a slight
decline due to more single day events this year. The Allen Americans again won the Kelly Cup and are back-to-
back ECHL champions. The facility continues to execute on multiple cooperative concert promotion with
promoters which brings strong national acts to Allen. The FY2016 concert line-up has been a strong list of
mainstream national touring acts which has brought strong exposure to Allen.
Allen Community Ice Rink Attendance
The facility is seeing consistent
ACIR Attendance
numbers; although, a number of
maintenance projects have
120,000
affected operating hours and
100,000
6
--
reduced program opportunities this
60,0,000000
year which is in turn reflected in the
40,000
attendance numbers. The rink staff
20,000
--
-
has been able to prioritize
_
_
programming and despite affected
2013
2014
2015
programming hours, has seen a
•Annual Total
87.048
117,690
112,092
strong growth in in-house programs
•Prearama&Drop In
65,625
91.995
90.478
for both youth and adults.
•RenWls
—
21,4233
, _25,695
21,614
Registrations continue to increase with Allen Academy of Skating (Learn to Skate), Adult Hockey C Leagues, Youth
Hockey Learn to Play, and Birthday Parties. The weekend Open Skate (for the general public) has stayed at
consistent start times resulting in a direct positive increase of Birthday Party reservations.
City of Allen 152 FY2017 Budget
I ' ADMINISTRATION 1330100
SUPPORT SERVICES 1335300
SCHOOL RESOURCE OFFICER 1335215
DETENTION 1335220
POLICE
ORGS
ANIMAL SHELTER 1335225
CRIMINAL INVESTIGATIONS 1340100
PATROL 1345100
at
t
Deputy Chi
t
Chaplains Lieutenant
PdminisbaB1 Assistant nmmxc o
Supervise 1
1 Sr Aniniel Conbol Olflcer 1
Aninal Conaol Ofilcer 5 r
Polio Services Technidan
2
Pafice RemNs
od.mmn rclnp
Defenfi 8 OFce
e
PofcelFlre EMS Manager
PoIIceIFIe EMS Srpertiso
3
PoIIceIFIre EMS D'epatrh
78
Property Evitlana Tern
2
Adminitamb w Sergeant
1
Supervse
1
Records Tedinluan
4
Public Safety Officer
5
w"O Rnam.
Sergeant -1
Officer -9
Ouanennasler
1
ao
Oepuy Cnief
i
Adminl—b-Assistant
1
Lieutenant
1
cum..Aatl�n nre...
Sargant 1
Cuevas l
Oficeseinvestigor2
Chiltl ictmatimcalyalor 2
YlcamA 1.t1
Faniy UrNence Invalgata 1'
N=Am
Sergeant 1
Coporal 1
Offlo r/Inwstigator3
cn—'4 .l.d h.n.ro
Sargant 1
Caporal 1
ORcergnws8gator6
Cd.Arelyat
1
Crirmalivi
2
' *Funded in Grants & Special Revenue fund by Public Safety grant.
**Funded out of the Special Revenue Fund.
11 .dd s m..
DePuy Gief
1
A Wdtli
LleNenanl2
Sargant 4
Coryoral a
O ficer 24
e wdm
LeuWenant 2
Serganl4
CDWral4
Olficer24
nem
Sargant 1
Colpora
Oflcer4
K-1
Sergeant 1
Officer3
MuddO.I Ceutl
Wamanl OFcerl6alilf
1"
City of Allen 153 FV2017 Budget
CM1ef
Senior
1
Atlministm8w
Assetant
1
Pvintlma SYn1�a.
Immtl A0b
Leutenant-1
Sergeant t
Officer -4
Olficerl
Ml:inlRaatiw Assistant -1
YreN cnm.. u.n
Officer -2
Sergam-1
OlRaw-3
at
t
Deputy Chi
t
Chaplains Lieutenant
PdminisbaB1 Assistant nmmxc o
Supervise 1
1 Sr Aniniel Conbol Olflcer 1
Aninal Conaol Ofilcer 5 r
Polio Services Technidan
2
Pafice RemNs
od.mmn rclnp
Defenfi 8 OFce
e
PofcelFlre EMS Manager
PoIIceIFIe EMS Srpertiso
3
PoIIceIFIre EMS D'epatrh
78
Property Evitlana Tern
2
Adminitamb w Sergeant
1
Supervse
1
Records Tedinluan
4
Public Safety Officer
5
w"O Rnam.
Sergeant -1
Officer -9
Ouanennasler
1
ao
Oepuy Cnief
i
Adminl—b-Assistant
1
Lieutenant
1
cum..Aatl�n nre...
Sargant 1
Cuevas l
Oficeseinvestigor2
Chiltl ictmatimcalyalor 2
YlcamA 1.t1
Faniy UrNence Invalgata 1'
N=Am
Sergeant 1
Coporal 1
Offlo r/Inwstigator3
cn—'4 .l.d h.n.ro
Sargant 1
Caporal 1
ORcergnws8gator6
Cd.Arelyat
1
Crirmalivi
2
' *Funded in Grants & Special Revenue fund by Public Safety grant.
**Funded out of the Special Revenue Fund.
11 .dd s m..
DePuy Gief
1
A Wdtli
LleNenanl2
Sargant 4
Coryoral a
O ficer 24
e wdm
LeuWenant 2
Serganl4
CDWral4
Olficer24
nem
Sargant 1
Colpora
Oflcer4
K-1
Sergeant 1
Officer3
MuddO.I Ceutl
Wamanl OFcerl6alilf
1"
City of Allen 153 FV2017 Budget
1
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
Objective 2. Effectively use technology to enhance public safety services
• Created and implemented the Project H.O.M.E. initiative to help public safety (police and fire) reunite missing and
endangered persons with their caregivers.
• Redefined the Crime Analyst position to focus on assisting investigators and officers with the linking of crimes to
suspects and with the identification of potential crime trends in our community.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy 3. Expand public safety regional partnerships
Objective 1 Continue to enhance existing partnerships with FEMA and Homeland Security
• Continued to work with other City of Allen Departments to develop plans to enhance the quality of living in our
neighborhoods.
• Implemented a Memorandum of Understanding (MOU) with the Wylie Police Department to assist in the
investigation of child abuse cases.
• Participated in Council of Government groups relating to the operations of the region's 9-1-1 system
• Developed MOU with City of Plano Animal Services to provide emergency coverages between the cities with plans
to deploy the MOU regionally for commulty of services during emergencies/ natural disasters.
Goal 1. Enhance Community Livability and Safety
Strategy 1. Continue to provide progressive and efficient emergency services
Objective 1. Effectively use technology to enhance public safety services
• Continue to pursue grants for the department to focus on personnel, equipment and technology needs.
• Develop policies and procedures and then implement a body worn camera program for police officers
• Pursue specialized training related to Emergency Vehicle Operations and Awareness.
• Make recommendations regarding future improvements to the department's Records Management System and
additional software needs.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy 3. Expand public safety regional partnerships
Objective 1. Continue to enhance existing partnerships with FEMA and Homeland Security
• Continue to provide an officer to a DEA and maintain relationships with our other federal partners.
• Conduct computer forensics in-house and work with other area law enforcement agencies to assist each other with
large scale investigations involving computer crimes.
• Continue participation in the Collin County Child Advocacy Center Task Force and attend area robbery and gang
intelligence meetings.
• 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 154 FY2017 Budget
TOTAL FULL TIME 182 184 184 184
One position is funded in the Grant Fund by a Public Safety grant.
City of Allen
155
FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
Police Chief
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
16,298,533
17,460,853
17,462,353
18,721,644
Operations
256,118
279,182
298,739
296,958
Supplies
299,815
334,798
387,168
307,090
Maintenance
295,174
292,416
311,124
275,020
Professional Services
88,176
115,169
146,369
156,050
Capital
23,029
1
1
-
Quartermaster
DEPARTMENTTOTAL $ 17,260,845
S 18,482,418
$ 18,605,753
19,756,762
TOTAL FULL TIME 182 184 184 184
One position is funded in the Grant Fund by a Public Safety grant.
City of Allen
155
FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
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
12
12
Police Officer•
86
86
86
86
SUBTOTAL - Sworn
126
126
'126
126
Police Services Technician
1
1
1
1
Quartermaster
1
1
1
1
Police/Fire Dispatch Supervisor
3
3
3
3
Emergency Communications Manager
1
1
1
1
Police/Fire Dispatcher
16
16
16
16
Property/Evidence Technician
2
2
2
2
Police Records Supervisor
0
1
1
1
Police Records Technician
4
4
4
4
Criminalist
2
2
2
2
Criminal Analyst
1
1
1
1
Victims Advocate
1
1
1
1
Senior Administrative Assistant
1
1
1
1
Account Specialist
1
0
0
0
Administrative Assistant
4
4
4
4
Detention Officer
7
8
8
8
Public Safety Officer
4
5
5
5
Animal Control Supervisor
1
1
1
1
Senior Animal Control Officer
0
1
1
1
Animal Control Officer
4
5
5
5
Shelter Attendant
2
0
0
0
SUBTOTAL - Non -sworn
56
58
58
58
TOTAL FULL TIME 182 184 184 184
One position is funded in the Grant Fund by a Public Safety grant.
City of Allen
155
FY2017 Budget
I
1
1
.PERSONNEL SUMMARY - CONTINUED
2014-2015
2015-2016
2015-2016
2016-2017
PARTTIME ACTUAL
BUDGET
AMENDED
BUDGET
Police Services Technician 1.00
1.00
1.00
1.00
TOTALPARTTIME 1.00
1.00
1.00
1.00
TOTAL FULL -TIME -EQUIVALENT 183.00 185.00 185.00 185.00
City of Allen
156 FY2017 Budget
2014-2015
2015-2016
2015-2016
2015-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
10,799,195
11,604,868
11,604,868
12,592,100
Longevity
70,599
76,538
76,538
81,174
Overtime
829,060
839,657
841,157
854,309
FICA
847,356
834,908
834,908
931,793
TMRS
1,658,794
1,661,742
1,661,742
1,839,609
Worker's Compensation
81,802
162,655
162,655
168,847
Health Insurance
1,806,284
2,056,299
2,056,299
2,018,299
Health Savings Account
11,847
14,729
14,729
25,537
Dental Insurance
128,177
141,744
141,744
143,626
Long-term Disability
14,330
15,991
15,991
17,493
Life Insurance
11,182
12,040
12,040
11,165
Flexible Spending
3,762
4,468
4,468
4,092
Clothing Allowance
36,145
35,214
35,214
33,600
SUBTOTAL $
16,298,533
$
17,460,853
$
17,462,353
$
18,721,644
OPERATIONS
Traning/Travel/Mileage
93,061
93,899
109,649
95,776
Dues & Subscriptions
8,913
10,404
10,404
14,780
Clothing & Uniforms
61,266
80,804
80,804
81,000
Postage & Freight
8,857
9,260
9,260
9,350
Rentals/Leasing
38,686
36,997
36,997
45,692
Printing & Reproduction
10,105
10,612
10,612
12,500
Meetings and Receptions
7,390
11,050
11,050
11,270
Canine Maintenance
12,115
8,323
12,130
8,500
Crime Prevention
6,297
7,429
7,429
7,478
Narcotics Operations
9,430
10,404
10,404
10,612
SUBTOTAL $
256,118
$
279,182
$
298,739
$
296,958
SUPPLIES
General Supplies
143,348
141,862
141,862
68,269
Small Tools& Minor Equipment
156,467
192,936
245,306
169,521
Ammunition Supplies
-
-
-
62,000
SWAT Expenses
7,300
SUBTOTAL $
299,815
$
334,798
$
387,168
$
307,090
MAINTENANCE
Facility Maintenance
6,038
7,783
7,783
7,500
Vehicle Maintenance
266,414
246,230
264,938
228,000
Equipment Maintenance
22,722
38,403
38,403
39,520
SUBTOTAL $
295,174
$
292,416
$
311,124
$
275,020
City of Allen
156 FY2017 Budget
I
1
ORG
400-1350100
CAPITAL OUTLAY
Vehicles
VEHICLES
Unmarked Car
City of Allen
23,029
SUBTOTAL $ 23,029 $ - $ - $ -
DEPARTMENT TOTALS $ 17,260,845 18,482,418 18,605,753 $ 19,756,762
2014-2015 2015-2016 2015-2016 2016-2017
ACTUAL BUDGET AMENDED BUDGET
23,029
TOTAL $ 23,029 $ - $ - $ -
157
FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PROFESSIONAL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Contractual Services
1,641
-
-
13,200
Lease Agreements
2,976
11,023
11,023
3,300
Profewonal Services
79,674
94,146
125,346
129,550
Donation Expenses
3,885
10,000
10,000
10,000
SUBTOTAL $ 88,176
$ 115,169
$ 146,369
$ 156,050
CAPITAL OUTLAY
Vehicles
VEHICLES
Unmarked Car
City of Allen
23,029
SUBTOTAL $ 23,029 $ - $ - $ -
DEPARTMENT TOTALS $ 17,260,845 18,482,418 18,605,753 $ 19,756,762
2014-2015 2015-2016 2015-2016 2016-2017
ACTUAL BUDGET AMENDED BUDGET
23,029
TOTAL $ 23,029 $ - $ - $ -
157
FY2017 Budget
I
1
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 2016 are based on prior call history, projections made by the department
and other factors.
PART I CRIMES (Mahar Crimes)
In the 2015 calendar year, the Allen Police Department experienced a decrease 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.
1,700
1,600
1,500
1,400
1,300
Part I Crimes
2012 2013 2014 2015 2016 Projected
' statiscal mformotwn basedon repom from Cdlemntinformational sources.
— To be ronslstent with ,Or years the above mentis number include Simple Assault statism¢ that are not Port I offense
The City of Allen experienced an overall decrease of approximately 5.6% in the Uniform Crime
Index -defined Part I crimes as compared to 2014. The decrease is based upon raw number
comparisons. Many of the Part I offenses are considered "crimes of passion' or heat of the
moment type incidents, and there are truly no predictability factors available to help reduce or
prevent their occurrence. Based on UCR Part 1 crime (major crimes) statistics from January 1
through May 30, 2016 Part I incidents are expected to increase this year.
' It should be noted that 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
City of Allen 158 FV2017 Budget
' manually compile all reportable crime statistics to the State. Additionally, the police
department lost the ability to utilize the National Incident Based Reporting System 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.
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 decrease in reports submitted in 2015 is in part related
to the decrease in arrests that were made during the year.
Reports Submitted
8,000
6,000 Ir —
4,000
L
2,000
0
2012 2013 2014 2015 2016 Projected
3,500
2,800
2,100
1,400
700
0
Arrests Made
2012 2013 2014 2015 2016 Projected
Another measurement the department utilizes is the number of arrests made by police officers
in the city. In 2016, 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. The new
Records Management System does allow officers to complete reports within the system which
' will allow for additional tracking in the future. Report / crash analysis still remains a challenge in
Cily of Allen 159 FY2017 Budget
' the 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.
1
Calls For Service - Crashes
3.000
z,saa .... _.
za0a
00 L
1.000
5W
2012 2013 2014 201s 2016 Wojxled
•Mlnm •Mafw
Citations are also monitored by the department. The department received numerous
complaints throughout the city from home owners, businesses, and home owner associations
relating to traffic complaints, most often speeders and persons who disregard traffic control
devices (stop signs/stop lights). There is a increase in the projected number of citations for
2016.
Citations Issued
20,000 — — -----
15,000
10.000 ',
5,000
0"
2013 2013 1014 2015 2016 noieded
Calls for Service / Officer Initiated Activity
In 2015, the police department experienced a 11% decrease in total calls for service and officer
self -initiated activity as follows:
Department
2012
2013
12014
2015
2016 Proj.
Police
59,586
62,999
73,031
65,192
74,227
Fire/EMS
4,740
5,241
5,190
5,630
6,165
This decrease is due to officers being assigned more dispatched calls for service resulting in the
officers having less time for self initiated activities such as traffic enforcement, preventive
patrols, and self initiated investigations/follow ups.
City of Allen 160 FY2017 Budget
' In November 2011, the Allen Police Department made several changes to how calls for police
services were entered in to the dispatching system or handled by officers. Calls for service
were no longer entered (did not receive a call for service number) for special watches,
fingerprint calls, prisoner releases/visitations/checks or property releases. In April 2012,
broadcasts calls were no longer entered as calls for service. This information is now
disseminated through the CAD BOLO feature. This change provides a more accurate number of
calls for service for the department. To provide for a standardized representation of historical
CFS data, 2011 CFS numbers were updated.
The Allen Police Department continues its proactive approach to crime prevention and
Community Oriented Policing. In 2015, the department conducted 123,915 Directed Patrols and
20,550 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 2015, the Animal Control Unit responded to 2,967 calls for service. This is an
increase from 2014. In 2015, the City converted to Animal Shelter Attendant Positions into
Animal Control Officers to allowfor better delivery of services to our residents and animals.
Animal Control Calls For Service
4,656
r 3,643
2,967 3,311
2,542
2012 2013 2014 2015 2016 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 slightly
increased call volume as the city continues to grow and their staff increases.
City of Allen 161 FY2017 Budget
I
1
1
PUBLIC AND MEDIA RELATIONS
ORG
1120100
Duector
1
xeutive Interactive Media I Madetlrg
Producer Manager 6pecialist
Video
Protluce
2
City of Allen 162 FV2017 Budget
' 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, year in review, and special publications;
oversees the City's website and social media outlets; and manages the government access channel, Allen City
Television/ACTV. The office also helps coordinate special events and works with other City departments
regarding education, outreach, and marketing efforts.
Goa 14. Signify, enhance and communicate Allen's identity to the region and the nation.
Strategy 10. Emphasize marketing efforts to communicate Allen's identity
• Supported Allen NB marketing efforts to include support for daily communication operations and strategic
objectives specific to communication.
• 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 (added
NextDoor agency account), began live streaming events on Facebook, practiced more proactive response, and
increased overall posting activity.
• Facilitated over 300 annual media requests.
• Produced monthly Allen Image features, weekly a -news, and five annual publications.
Goal 6. Maintain operational excellence in City government services
Strategy 1. Utilize technology for optimum performance and customer service.
Researched platforms designed to improve media distribution, social media archiving and management.
Continued management of the employee intranet, PrideW ire.
Monitor website analytics to highlight services areas or make navigational changes website to improve customer
use and experience.
• Continue to use and promote AIIenNews.org as a primary source for city-wide news, events, and video coverage.
Strategy S. Continue to Provide Creative Original Programming on the City of Allen Government Channel ACTV
• ACTV received first place in Overall Programming Excellence from national association, for fifth year.
• New show, Work of Art, created. Regular programs such as Take 5 news segment, ACTV Spotlight and On The Go
Show continue. Over 120 promotional PSAs produced.
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation.
Strategy 10. Emphasize marketing efforts to communicate Allen's identity
• Continue to support CVB marketing efforts
• Implement growth strategies identified in the 2014-2017 Communication Plan to include a new graphic identity
policy, website and social media best practices guidelines, and strategic and consistent mass media distribution.
Goal 6. Maintain operational excellence in City government services
Strategy 1. Utilize technology for optimum performance and customer service.
• Implement use of new or enhanced platforms for mass media distribution/monitoring and social media
management.
• Continue to monitor website analytics and push content or make changes based on these statistics.
' Strategy S. Continue to Provide Creative Original Programming on the City of Allen Government Channel ACTV
Continue production of original and award-winning programming.
City of Allen 163 f -Y2017 Budget
E(PENSESUMMARY -
' TOTAL FULL -TIME -EQUIVALENT 6.00 6.00 6.00 6.00
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
555,888
584,877
584,877
592,684
Operations
22,865
26,140
26,140
22,190
Supplies
1,488
3,500
3,500
3,000
Maintenance
40
600
600
600
Professional Services
51,458
29,500
29,500
37,600
DEPARTMENT TOTAL
631,738
644,617 $
644,617
656,07.
' TOTAL FULL -TIME -EQUIVALENT 6.00 6.00 6.00 6.00
2014-2015
2015-2016
2015-2016
2016-2017
FULL TIME
ACTUAL
BUDGET
AMENDED
BUDGET
Public & Media Relations Director
1
1
1
1
Executive Producer
1
1
1
1
Video Producer
2
2
2
2
Interactive Media Manager
1
1
1
1
Senior Marketing Specialist
0
0
0
0
Marketing Specialist
1
1
1
1
TOTAL FULL TIME
6
6
-6
6
' TOTAL FULL -TIME -EQUIVALENT 6.00 6.00 6.00 6.00
City of Allen 164 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
386,429
407,496
407,496
427,688
Longevity
2,128
2,452
2,452
2,740
Overtime
4,729
4,800
4,800
4,800
FICA
27,592
28,611
28,611
31,262
TMRS
55,580
58,786
58,786
61,762
Worker's Compensation
369
779
779
821
Health Insurance
73,195
75,800
75,800
58,189
Dental Insurance
4,657
4,878
4,878
4,110
Lang -term Disability
532
578
578
647
Life Insurance
501
518
518
479
Flexible Spending
176
179
179
186
SUBTOTAL $ 555,888 $
584,877
$ 584,877 $
592,684.
OPERATIONS
Training/ Travel/Mileage
8,477
11,000
11,000
11,825
Dues& Subscriptions
7,378
7,540
7,540
8,865
Printing & Reproduction
7,009
7,600
7,600
1,500
SUBTOTAL $ 22,865 $
26,140
$ 26,140 $
22,190
City of Allen 164 FY2017 Budget
1
DEPARTMENT TOTALS 631,738 $ 644,617 $ 644,617 656,074
NO CAPITAL ITEMS
City of Allen
165
FV2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
SUPPLIES
ACTUAL
BUDGET
AMENDED
BUDGET
General Supplies
1,488
3,500
3,500
3,000
SUBTOTAL $
1,488
$ 3,500
$
3,500
$
3,000
MAINTENANCE
Vehicle Maintenance
40
600
600
600
SUBTOTAL S
40
S 600
$
600
S
600
PROFESSIONAL SERVICES
Contractual Services
-
23,400
23,400
32,100
Professional Services
51,458
6,100
6,100
5,500
SUBTOTAL $
51,458
$ 29,500
$
29,500
$
37,600
DEPARTMENT TOTALS 631,738 $ 644,617 $ 644,617 656,074
NO CAPITAL ITEMS
City of Allen
165
FV2017 Budget
I
L
2014-2015 2015-2016 2015-2016 2016-2017"
SUPPLIES ACTUAL BUDGET AMENDED BUDGET
Small Tools & Minor Equipment 17,635 28,500 25,000
SUBTOTAL $ 17,635 $ 28,500 $ 25;000( $ -
Professional Services 28,035 11,000 14,500
SUBTOTAL $ 28,035 $ 11,000 $ 14,500 $ -
CAPITAL OUTLAY
Machinery & Equipment 148,646 105,131 73,100 -
Vehicles 25,348
SUBTOTAL $ 173,994 $ 105,131 $ 73,100 $ -
DEPARTMENT TOTALS 219,664 $ 144,631 $ 112,600
2014-2015 2015-2016 2015-2016 2016-2017'
VEHICLES ACTUAL BUDGET AMENDED BUDGET
Ford Explorer 25,348
TOTALS 25,348 $ $ $
MACHINERY AND EQUIPMENT
2014-2015
2015-2016
2015-2016 2016-2017'
CLASSIFICATION
ACTUAL
BUDGET
AMENDED BUDGET
Supplies
17,635
28,500
25,000 -
Professional Services
28,035
11,000
14,500 -
Capital Outlay
173,994
105,131
73,100
DEPARTMENTTOTAL S
219,664
144,631
112,600
2014-2015 2015-2016 2015-2016 2016-2017"
SUPPLIES ACTUAL BUDGET AMENDED BUDGET
Small Tools & Minor Equipment 17,635 28,500 25,000
SUBTOTAL $ 17,635 $ 28,500 $ 25;000( $ -
Professional Services 28,035 11,000 14,500
SUBTOTAL $ 28,035 $ 11,000 $ 14,500 $ -
CAPITAL OUTLAY
Machinery & Equipment 148,646 105,131 73,100 -
Vehicles 25,348
SUBTOTAL $ 173,994 $ 105,131 $ 73,100 $ -
DEPARTMENT TOTALS 219,664 $ 144,631 $ 112,600
2014-2015 2015-2016 2015-2016 2016-2017'
VEHICLES ACTUAL BUDGET AMENDED BUDGET
Ford Explorer 25,348
TOTALS 25,348 $ $ $
MACHINERY AND EQUIPMENT
Tightrope Digital Playback System
12,552
HD Cameras - Library
8,996
Sony Live Studio - Library
12,212
Vaddw Production View - Library
6,933
HD Cameras for Civic Auditorium x 3
28,290
HD Cameras for Council Chambers x3
21,272
Hardware Production Equipment
58,390
Video Projector for Civic Auditorium - 8,489 - -
Mac Pro Editing Workstation - 12,000 12,000 -
Studio ENG Camera - 30,000 30,000 -
LaserProjectorforCouncil Chambers - 15,000 15,000 -
CATDV Server for Media Management - 15,000 - -
AutomatedStreamingEngine - 16,100 16,100 -
Projector at Library 8,542
TOTAL $ 148,646 $ 105,131 $ 73,100 $
"Expenditures will be moved to the Special Revenue Fund 540 for FY2017.
City of Allen
166
FY2017 Budget
CITY OF ALLEN
DEBT SERVICE FUND
' FISCAL YEAR 2016 - 2017
Debt Policy
The City of Allen issues general obligation bonds for a term of generally twenty years, for the
purpose of constructing major capital improvements which include municipal facilities, parks and
streets. Article XI, Section 5 of the Texas Constitution, applicable to cities of more than 5,000
population states that the maximum rate shall not exceed $2.50 per $100.00 of assessed valuation
of taxable property. The City's Charter (Article 5, Section 1) states: -in accordance with the
constitution of the State of Texas, and not contrary thereto, the City of Allen shall have the power
to borrow money against the credit of the city for any public purpose that is not now nor hereafter
prohibited by the constitution and laws of the State of Texas'. The City's debt policy, adopted by
Council in September 2011, is to keep the portion of ad valorem tax collections appropriated to
the debt service fund below 35% and to maintain a fund balance between 5% and 10% of annual
principal and interest payments. In addition, the debt burden ratio, calculated by total debt
divided by the taxable assessed valuation must be below 2%. FY2017 debt burden ratio is 0.79%.
The proposed tax rate at October 1, 2016 is $0.520 per $100.00 of assessed valuation of which
$0.123727, or 23.79%, 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 Ratines
In August 2016, the ratings on the City's General Obligation debt were reaffirmed at AAA by
Standard and Poor's, and were upgraded to Aaa by Moody's. The ratings on the City's Water &
' Sewer Revenue debt were upgraded to AAA from AA+ by Standard and Pool's in lune 2012. The
Water & Sewer rating was recalibrated by Moodys to Aa2 from Aa3 in May 2010. In August 2016,
the City's CDC Revenue debt rating was upgraded to Aa2 from Aa3. The EDC Revenue debt rating
was recalibrated to Aa3 from Al by Moody's in May 2010.
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENDITURES
PROJECTED FUND BALANCE 9/30
5% OF ANNUAL DEBT 5ERVICE'
' -Beginning Fund Balance required: 5% to 10% of annual debt service.
City of Allen 167
FY 2016
FY 2017
$
1,293,259
$
1,294,932
20,742,093
13,826,908
(20,740,420)
(13,933,265)
$
1,294,932
$
1,188,575
$
640,073
$
696,138
FY2017 Budget
II
II
CITY OF ALLEN
DEBT SERVICE REQUIREMENT
FISCAL YEAR 2016 - 2017
GENERAL OBLIGATION
BONDS:
39,744
119,744
2006
07/26/06
1,595,000
4.14%
08/15/26
2007
08/15/07
11,145,000
4.00%
08/15/17
2008
05/01/08
10,185,000
4.00%
08/15/17
2009
05/01/09
15,400,000
3%-4.5%
08/15/28
2010
05/01/10
12,000,000
3%-4%
08/15/29
2030A
11/01/10
8,785,000
2%-3%
08/15/22
2011
05/01/11
8,840,000
2%-4.25%
08/15/30
2012
02/01/12
13,865,000
2%-5%
08/15/24
2013
05/01/13
5,065,000
2%-3.5%
08/15/32
2014
05/01/14
10,595,000
2%-4%
08/15/33
2015
05/19/15
32,245,000
2%-5%
08/15/34
2016
09/13/16
6,910,000
2%-4%
08/15/28
TOTAL
$
136,630,000
CERTIFICATES OF OBLIGATION:
2004B
10/01/04
765,000
5.2%-5.5%
09/01/24
TOTAL
$
765,000
TAX NOTES:
2016
09/13/16
1,940,000
200%
08/15/19
TOTAL
$
1,940,000
City of Allen
960,000
80,000
39,744
119,744
525,000
525,000
21,000
546,000
495,000
495,000
19,800
514,800
3,955,000
730,000
158,200
888,200
9,025,000
560,000
338,363
898,363
5,380,000
830,000
155,175
985,175
5,400,000
505,000
202,163
707,163
11,075,000
1,275,000
460,150
1,735,150
4,430,000
230,000
122,000
352,000
9,770,000
460,000
312,465
772,465
28,520,000
3,025,000
1,274,544
4,299,544
6,910,000
1,000,000
207,684
1,207,684
$ 86,445,000 $
9,715,000 $
3,311,288 $
13,026,288
450,000 45,000 24,150 69,150
$ 450,000 $ 45,000 $ 24,150 $ 69,150
168 FY2017 Budget
1,940,000
685,000
35,782
720,782
$
11940,000
$ 685,000
$
35,782
$
720,782
168 FY2017 Budget
I
1
CITY OF ALLEN
AGGREGATE DEBT SERVICE
REQUIREMENTS
GENERAL OBLIGATION BONDS:
9/30/2017
10,445,000
3,371,219
13,816,219
9/30/2018
9,680,000
3,067,738
12,747,738
9130/2019
9,255,000
2,679,517
11,934,517
9/30/2020
7,865,000
2,314,385
10,179,385
9/30/2021
7,220,000
2,002,032
9,222,032
9/30/2022
6,565,000
1,719,109
8,284,109
9/30/2023
5,785,000
1,501,423
7,286,423
9/30/2024
5,495,000
1,262,858
6,757,858
9/30/2025
4,465,000
1,022,761
5,487,761
9/30/2026
4,655,000
835,857
5,490,857
9/30/2027
4,710,000
645,396
5,355,396
9/30/2028
3,510,000
462,046
3,972,046
9/30/2029
2,595,000
335,231
2,930,231
9/30/2030
1,785,000
239,031
2,024,031
9/30/2031
1,490,000
173,256
1,663,256
9/30/2032
1,540,000
119,463
1,659,463
9/30/2033
1,250,000
63,238
1,313,238
9/30/2034
525,000
17,063
542,063
TOTAL $ 88,835,000 $ 21,831,624 $ 110,666,624
City of Allen 169 FY2017 Budget
I
1
II
The City Council approved an ordinance in September of 2011 that set debt issuance limits as follows:
35% of total tax rate towards debt
Tax Rate Analysis
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
400%
350%
30.0%
25.0%
20.0%
15.0%
100%
50%
0.0%
2012 2013 2014 2015 2016 2017
iiiiiiiiitM&O Rate I&SRate — I&S%of Total —Debt Service Policy 35% or less of total tax rate
General Obligation. Certificates of Obligation and Capital Leases supported by Crovertv tax not to exceed a debt burden
ratio of 2.0%
Debt Burden = Tax Debt / Taxable Assessed Value
Debt Burden Ratio
2.50% - -
2.00% -
2% Debt Burden Policy
—
1.43%
1.50% _... _ __-
1.16% 1.09%
1.00%
0.94%
—
050%.
0.00% ----
2012 2013 2014 2015 2016 2017
Debt Burden —Debt Burden Policy
City of Allen 170 FY2017 Budget
I
1
CITY OF ALLEN
TAX INCREMENT FINANCING FUND
REVENUE AND EXPENDITURE SUMMARY
FISCAL YEAR 2016 - 2017
REVENUES
2014-2015
2015-2016
2015-2016
2016-2017
Operating Revenues
ACTUAL
BUDGET
AMENDED
BUDGET
Property Tax (City Participation)
543,620
563,310
702,283
925,733
Sales Tax
437,018
462,657
426,296
430,177
Intergovernment(County Participation)
125,876
126,243
125,319
126,243
TOTAL OPERATING REVENUES
$ 1,106,514
$ 1,152,210
$ 1,253,898
$ 1,482,153
Non -Operating Revenues
846,303
TOTAL PROJECTED EXPENDITURES
(800,314)
Interest
9,081
8,200
9,840
9,840
TOTAL NON-OPERATING REVENUES
$ 91081
$ 8,200
$ 9,840
$ 9,940
TOTAL REVENUES $ 1,115,595 $ 1,160,410 $ 1,263,738 $ 1,491,993
TOTAL EXPENDITURES $ 806,757 $ 834,250 $ 817,314 $ 847,892
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
2014-2015
2015-2016
2015-2016
2016-2017
EXPENDITURES
ACTUAL
BUDGET
AMENDED
BUDGET
TIF#1- Montgomery Farms
791,757
817,250
800,314
830,892
TIF#2-Central Business District
15,000
17,000
17,000
17,000
TOTAL TIF FUND EXPENDITURES
$ 806,757
$ 834,250
$ 817,314
$ 947,892
TOTAL EXPENDITURES $ 806,757 $ 834,250 $ 817,314 $ 847,892
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
$
1,800,065
$ 2,246,489
TOTAL PROJECTED REVENUES
1,263,738
1,491,993
TOTAL PROJECTED EXPENDITURES
(817,314)
(847,892)
PROJECTED FUND BALANCE 9/30
$
2,246,489
$ 2,890,590
TIF 1
PROJECTED FUND BALANCE 10/1
$
277,893
$ 281,240
TOTAL PROJECTED REVENUES
803,661
846,303
TOTAL PROJECTED EXPENDITURES
(800,314)
(830,892)
PROJECTED FUND BALANCE 9/30
$
281,240
$ 296,651
TIF 2
PROJECTED FUND BALANCE 10/1
$
1,522,172
$ 1,965,249
TOTAL PROJECTED REVENUES
460,077
645,690
TOTAL PROJECTED EXPENDITURES
(17,000)
(17,000)
PROJECTED FUND BALANCE 9/30
$
1,965,249
$ 2,593,939
City of Allen 171 FY2017 Budget
' TAX INCREMENT FINANCING FUND
ORGS 5300190-5300191
No Personnel in this Department
City of Allen 172 FY2017 Budget
' 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.
L
Goal 6. Maintain operational excellence in City government services
Strategy 4. Ensure excellent fiscal management to maintain public trust
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 identiri
• 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.
e
Goal 6. Maintain operational excellence in City government services
Strategy 4. Ensure excellent fiscal management to maintain public trust
Goal 7. Provide economic investment that increases employment opoortuniri the tax base, and provides
desired goods and services for residents and contributes to the community character and identity
• Continue to administer the financing plans for both TIFs as property tax and sales tax revenues
materialize.
• Continue to monitor compliance of the TIF agreements to ensure eligible infrastructure costs are
verified prior to any reimbursements.
• Continue to maintain fund reserve of $50,000 as required by the economic development agreement.
City of Allen 173 FY2017 Budget
2014-2015 2015-2016 2015-2016 2016-2017
ACTUAL BUDGET AMENDED BUDGET
CLASSIFICATION
Operations 774,844 800,250 783,314 813,892
Professional Services 16,913 17,000 17,000 17,000
DEPARTMENTTOTAL $ 791,757 $ 817,250 $ 800,314 $ 830
2014-2015 2015-2016 2015-2016 2016-2017
ACTUAL BUDGET AMENDED BUDGET
OPERATIONS
Economic Grant Expenses 774,844 800,250 783,314 813,892
SUBTOTAL $ 774,844 $ 800,250 $ 783,314 $ 813,892
Administrative Expenses 15,000
15,000
15,000
15,000
Legal Expenses 1,913
2,000
2,000
2,000
SUBTOTAL $ 16,913 $
17,000 $
17,000 $
17,000
TOTAL EXPENSES $ 791,757 $
817,250 $
800,314 $
830,892
m,
NO CAPITAL ITEMS
City of Allen 174 FY2017 Budget
1TIF
TAX INCREMENT
FINANCING - TIF#2
11
EXPENSE SUMMARY
2014-2015
2015-2016
2015-2016
2016-2017
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Professional Services 15,000
17,000
17,000
17,000
DEPARTMENTTOTAL $ 15,000
$ 17,000
17,000
$ 17,000
1
2014-2015 2015-2016 2015-2016 2016-2017
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 $ 27,000 $ 17,000
TOTAL EXPENSES $ 15,000 $ 17,000 $ 17,000 $ 17,000
NO CAPITAL ITEMS
City of Allen 175 FY2017 Budget
I
CITY OF ALLEN
I
CITY OF ALLEN
WATER AND SEWER FUND
REVENUE AND EXPENSE SUMMARY
FISCAL YEAR 2016 - 2017
REVENUES
2014-2015
2015-2016
2015-2016
2016-2017
Operating Revenues
ACTUAL
BUDGET
AMENDED
BUDGET
Water Sales
19,771,508
21,000,000
23,000,000
23,000,000
Sewer Charges
13,591,909
14,244,453
14,244,453
14,444,453
Connections
180,976
130,000
150,000
130,000
Service Charges
546,627
477,500
537,500
512,500
Miscellaneous
971,619
262,000
298,000
298,000
TOTAL OPERATING REVENUES $
35,062,639
$ 36,113,953
$ 38,229,953
$ 38,384,953
Non -Operating Revenues
Interest
46,832
47,400
56,880
56,880
Operating Transfer In
788,249
786,365
786,365
790,175
TOTAL NON-OPERATING REVENUES $
835,081
$ 833,765
$ 843,245
$ 847,055
TOTAL REVENUES $ 35,897,719 $ 36,947,718 $ 39,073,198 $ 39,232,008
EXPENSES
2014-2015
2015-2016
2015-2016
2016-2017
General Government
ACTUAL
BUDGET
AMENDED
BUDGET
Utility Collections
888,238
1,016,559
1,114,279
1,043,040
TOTAL GENERAL GOVERNMENT $
888,238
$ 1,016,559
$ 1,114,279
$ 1,043,040
Publm Works
Water& Sewer Operating Expenses
11,348,412
11,236,557
11,212,475
11,886,750
NTMWD Expenses
19,232,849
21,255,049
22,236,751
24,012,849
Depreciation Expense
5,806,042
-
-
-
Capital Improvement Projects
370,000
1,995,000
1,995,000
3,345,000
TOTAL PUBLIC WORKS $
36,757,302 $
34,486,606 $
35,444,226 $
39,244,599
Debt Service $
1,526,235 $
1,166,747 $
1,166,745 $
1,162,998
TOTAL EXPENSES $ 39,171,775 $ 36,669,912 $ 37,725,250 $ 41,450,637
PROJECTED WORKING CAPITAL 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENSES
PROJECTED WORKING CAPITAL 9/30
DAYS OPERATIONAL EXPENSES IN RESERVE
Fund Balance Required: 90 to 120 days operational expenses
City of Allen
176
$ 14,485,577 $ 15,833,525
39,073,198 39,232,008
(37,725,250) (41,450,637)
FY2017 Budget
WATER & SEWER FUND REVENUES
' FY 2017
' WATER & SEWER FUND
I
iransrenn
2.0%
EXPENSES BY FUNCTION FY 2017
Irges
City of Allen 177 FY2017 Budget
TOTAL REVENUE $ 35,897,719 $ 36,947,718 $ 39,073,198 $ 39,232,008
' WATER & SEWER FUND REVENUES FY 2017
I
2.0%
City of Allen 178 FY2017 Budget
CITY OF ALLEN
WATER AND SEWER FUND
'
REVENUE DETAIL
FISCAL YEAR 2016 - 2017
2014-2015 2015-2016
2015-2016
2016-2017
Operating Revenues
ACTUAL BUDGET
AMENDED
BUDGET
Water Sales
19,771,508 21,000,000
23,000,000
23,000,000
Sewer Charges
13,591,909 14,244,453
14,244,453
14,444,453
Penalties
385,410 400,000
425,000
400,000
Connections
180,976 130,000
150,000
130,000
Sewer Clean Outs
2,100 2,500
2,500
2,500
Charges for Services
159,117 75,000
110,000
110,000
Miscellaneous
875,275 28,000
28,000
28,000
Other Reimbursements
96,344 234,000
270,000
270,000
TOTAL OPERATING REVENUES $ 35,062,639 $ 36,113,953
$ 38,229,953
$ 38,384,953
Non -Operating Revenues
Interest on Investments
46,832 47,400
56,880
56,880
Operating Transfer In
788,249 786,365
786,365
790,175
TOTAL NON-OPERATING REVENUES $ 835,081 $ 833,765
$ 843,245
$ 847,055
TOTAL REVENUE $ 35,897,719 $ 36,947,718 $ 39,073,198 $ 39,232,008
' WATER & SEWER FUND REVENUES FY 2017
I
2.0%
City of Allen 178 FY2017 Budget
arvices
City of Allen 179 FY2017 Budget
CITY OF ALLEN
WATER & SEWER FUND EXPENSES BY CLASSIFICATION
AS A PERCENT OF TOTAL BUDGET
FISCAL YEAR 2016 - 2017
2015-2016
2014-2015 %OF REVISED %OF
2016-2017
%OF
CLASSIFICATION
ACTUAL ACTUAL BUDGET BUDGET
BUDGET
BUDGET
Personnel Services
$
4,480,387 11.4% $ 4,777,947 12.7%
$ 5,128,348
12.3%
Operations
$
32,692,309 83.5% $ 30,993,058 82.1%
$ 34,463,791
83.1%
Debt Service Payments
$
1,526,235 3.9% $ 1,166,745 3.1%
$ 1,162,998
2.9%
Capital
$
472,845 1.2% $ 787,500 2.1%
$ 695,500
1.7%
TOTAL $
39,171,775 $ 37,725,250
$ 41,450,637
WATER & SEWER FUND
Debt Service
Payments
Expenses By Classification
7 9H.
arvices
City of Allen 179 FY2017 Budget
Dlredor
UBTanar Manager
Assistant Director 5
Adminftatw Asaiatant Utbty Biling su,e .
1 1
Water Conservatun Manager SupenMend.t
5erwm Real EtluoationtSp tag at
Rep
1
WATER AND SEWER
I '
ORGS
WATER AND SEWER 7006700
UTILITY BILLING 7006710
Dlredor
UBTanar Manager
Assistant Director 5
Adminftatw Asaiatant Utbty Biling su,e .
1 1
Water Conservatun Manager SupenMend.t
5erwm Real EtluoationtSp tag at
Rep
1
-Half of position funded out of Community Development.
City of Allen 180 FY2017 Budget
'
eeal Ops
Wastewater Foreman
Water Foramen
Wag ater Foreman
a
Sawer Crew
leader
Crew Leatler
OpemW
Crew taader3
5
5Egulpment
Opararoreader5
Egulpment DpBretQMantananeeWorker
I.e...
oes Teel
Ma..n.n. Wanar4
Operatorm
Worker
-Half of position funded out of Community Development.
City of Allen 180 FY2017 Budget
The Water and Sewer division is responsible for delivering potable water purchased from the North Texas
Municipal Water District (NTMWD) to Allen customers and collecting wastewater from customers and delivering
it to NTMWD sewer trunk lines.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy S. Work with partners to protect and conserve natural resources
• 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 6.14% for Cy 2015.
• Proactively address EPA's findings and work to develop regional and local CMOM plans with NTMWD. This
approach caused Allen to receive a letter from the EPA instead of an Administrative Order.
Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit
• Continued ongoing sewer system efforts to reduce sewer system inflow and infiltration (IM).
• Filed eighth annual report for the Sanitary Sewer Overflow(SSO) Outreach Initiative through the TexasCommission
on Environmental Quality (TCEQ) with three overflows reported in the period.
Goal B. Proactively work to protect, conserve and manage water resources
Strategy 1. Develop water conservation initiatives that encourage residents, businesses and City's operations to
adopt a "low water -use" lifestyle
• Continued an effective water leak detection program to reduce water loss for the year.
• Completed the Ph year of commercial irrigation inspection program and reported results to council.
• Continued 6'^ year of the residential irrigation system inspection program.
' • Continued the water conservation Block leader Program with 32 leaders who adopted 1,000+ homes.
• Implemented changes to response to drought stages by continuing the water conservation hotline.
Implemented the H2O youth Education Program.
Strategy 2. Improve water and sewer infrastructure
• Assisted Engineering with installation of water and, sewer replacement in Fountain Park, Phase 1 completed early
2016 and began Fountain Park, Phase 2 mid -2016.
• Recoated the interior of Custer Water Tower
• Replaced aging SCADA system and all site related electronics.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy 8. Work with partners to protect and conserve natural resources
Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit
• 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 (I&I) and continue the SSO Outreach Initiative in
coordination with the TCEQ.
• Continue to implement the City's CMOM program including finalization of the Cities CMOM program documents,
implementing a Fats/Oil/Grease/Smoke (FOGS) crew, fielding asset management/work order software, continuing
PACP/MACP/[ACP rating of the wastewater system, replacing old CCN Van with much more capable system, and
addressing EPA inspection results.
Goal 8. Proactively work to protect and conserve water resources
Strategy 1. Develop water conservation initiatives that encourage residents, businesses and City's operations to
adopt a "low water -use" lifestyle
Maintain an acceptable water loss of less than 10%.
Continue Commercial and Residential Irrigation inspection programs.
City of Allen 181 FY2017 Budget
D
2014-2015
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
4,118,016
4,351,057
4,351,057
4,675,425
Operations
20,491,940
22,738,965
23,707,987
25,545,897
Supplies
87,403
86,468
124,468
111,883
Maintenance
456,643
382,605
403,203
405,625
Professional Services
205,837
234,058
234,058
277,058
Capital
472,845
857,500
787,500
695,500
Transfers Out
5,118,578
5,835,953
5,835,953
7,533,211
Depreciation Expense
5,806,042
1
Equipment Operator 10
10
DEPARTMENT TOTAL $
36,757,302
$ 34,486,606
$ 35,444,226 $
39,244,599
2014-2015
2015-2016
2015-2016
2016-2017
FULLTIME ACTUAL
BUDGET
AMENDED
BUDGET
Superintendent 1
1
1
1
Foreman 3
4
4
4
Water Conservation Manager 1
1
1
1
Education Specialist 1
1
1
1
Administrative Assistant 1
1
1
1
Pump Station Operator 4
4
4
4
Crew Leader 15
15
15
16
'
Civil Engineer' 1
1
1
1
ROW Utility Coordinator" 1
1
1
1
Construction Inspector1
1
1
1
Equipment Operator 10
10
10
13
Code Enforcement Officer— 1
1
1
1
Meter Services Technician 8
8
8
8
Maintenance Worker 13
13
13
13
TOTAL FULL TIME 61
62
fit
66
' These positions are under supervision of the Engmeenng Dept
—Half of this position rs funded by the Sobd Waste fund
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 61.50
62.50
62.50
66.50
1
City of Allen 182 FY2017 Budget
I
1
City of Allen
183 FV2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
2,494,375
2,685,259
2,685,259
2,833,347
Longevity
27,036
28,502
28,502
28,930
Overtime
275,597
245,000
245,000
245,000
FICA
197,120
182,960
182,960
218,251
TMRS
395,347
376,762
376,762
456,517
Worker's Compensation
25,127
47,776
47,776
50,023
Health Insurance
651,301
729,947
729,947
783,623
Health Savings Account
1,138
-
-
570
Dental Insurance
43,299
46,562
46,562
50,506
Long-term Disability
3,413
3,662
3,662
4,263
Life Insurance
2,594
2,693
2,693
2,481
Flexible Spending
1,668
1,934
1,934
1,914
SUBTOTAL
$ 4,118,016 $
4,351,057
$
4,351,057
$
4,675,425
OPERATIONS
Telephone
-
6,100
6,100
6,100
Fuel
94,158
138,000
85,420
116,000
Water
13,379
18,700
18,700
19,074
Natural Gas
3,425
4,050
3,500
4,050
Electricity
558,332
677,250
725,000
725,000
Training & Travel
17,817
25,345
25,345
24,300
Dues & Subscriptions
84,155
93,123
93,123
96,467
Clothing & Uniforms
32,089
39,767
39,767
41,992
Postage & Freight
3,141
24,700
18,000
18,000
Advertising
-
2,000
2,000
2,000
Rentals
8,910
1,600
6,000
6,000
Outside Printing
6,727
25,000
20,000
20,000
Insurance
43,800
45,406
45,406
41,744
NTMWD-Upper E. Fork
2,558,988
2,820,085
3,101,817
3,475,428
NTMWD-Regional Treatment
4,255,536
4,615,958
5,322,337
5,273,686
Water District -Water
12,383,088
13,765,666
13,765,666
15,208,356
NTMWD Pretreatment
35,237
53,340
46,931
55,379
Vehicle & Equipment Replacement
294,581
282,125
282,125
311,571
Release of Claims
5,825
-
-
-
Conservation Rebates
92,751
100,750
100,750
100,750
SUBTOTAL
$ 20,491,940 $
22,738,965
$
23,707,987
$
25,545,897
SUPPLIES
General Supplies
13,148
11,990
11,990
11,990
Small Tools& Minor Equipment
72,884
66,318
104,318
71,733
Medical& Chemical Supply
1,370
8,160
8,160
28,160
SUBTOTAL
$ 87,403 $
86,468
$
124,468
$
111,883
MAINTENANCE
Facility Maintenance
38,790
52,000
52,000
52,000
Vehicle Maintenance
66,884
42,580
63,178
60,750
Equipment Maintenance
31,068
42,525
42,525
43,375
Infrastructure Maintenance
3,127
-
-
-
Meter Maintenance
31,040
25,500
25,500
25,500
Water System Maintenance
164,433
110,000
110,000
112,000
Sewer System Maintenance
121,300
110,000
110,000
112,000
SUBTOTAL
$ 456,643 $
382,605
$
403,203
$
405,625
City of Allen
183 FV2017 Budget
1
City of Allen
DEPARTMENT TOTALS $ 36,757,302 $ 34,486,606 $ 35,44,226 $ 39,244,599
184
FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PROFESSIONAL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Contractual Services
33,774
92,713
92,713
142,713
Professional Services
114,898
72,000
72,000
65,000
Post -Employment Funding Expense
19,345
19,345
19,345
19,345
Bad Debt Expense
37,820
50,000
50,000
50,000
SUBTOTAL $
205,837
$
234,058
$
234,058
$
277,058
CAPITAL OUTLAY
Machinery & Equipment
52,926
140,000
140,000
125,000
Vehicles
20,270
97,500
27,500
50,500
Mains & Connections
-
120,000
120,000
120,000
Meters
399,649
500,000
500,000
400,000
SUBTOTAL $
472,845
$
857,500
$
787,500
$
695,500
DEPRECIATION
Depreciation Expense
5,806,042
SUBTOTAL $
5,806,042-
OtherFinance Uses
Operating Transfer Out
4,748,578
3,840,953
3,840,953
4,188,211
Capital Projects Transfer Out
370,000
1,995,000
1,995,000
3,345,000
SUBTOTAL $
5,118,578
$
5,835,953
$
5,835,953
$
7,533,211
City of Allen
DEPARTMENT TOTALS $ 36,757,302 $ 34,486,606 $ 35,44,226 $ 39,244,599
184
FY2017 Budget
I
1
1
SUBTOTAL $
2014-2015
2015-2016
2015-2016
2016-2017
MACHINERY & EQUIPMENT
BUDGET
BUDGET
BUDGET
BUDGET
Loader Backhoe Trailer
10,380
-
-
-
CargoTrailer
9,196
-
-
40,096
HammerHeadBreaker
10,478
-
-
-
FlowMeters
22,872
-
-
50,500
Replace Vac Trailer
-
46,000
46,000
50,500
Walk Behind Concrete Saw
-
23,000
23,000
125,000
60 kW Portable Generator
-
71,000
71,000
200,000
CMOM Integration System
-
-
-
125,
SUBTOTAL $
52,926 $
140,000 $
140,000 $
125,000
VEHICLES
ACTUAL
BUDGET
AMENDED
BUDGET
F150 Regular Cab
20,270
27,500
27,500
-
1/210 Yard Concrete Mixer Truck (Split
43,984
40,096
40,096
40,096
with Drainage)
-
70,000
-
-
FOG Crew -1 ton truck
400,000
500,000
500,000
50,500
SUBTOTAL $
20,270 $
97,500 $
27,500 $
50,500
MAINS & CONNECTIONS
Mains & Connexions 12,000 120,000 120,000
SUBTOTAL $ - $ 12,000 $ 120,000 $ 120,000
METERS
Meters 399,649 500,000 500,000 400,000
SUBTOTAL $ 399,649 $ 500,000 $ 500,000 $ 400,000
TOTAL CAPITAL $ 472,845 $ 749,500 $ 787,500 $ 695,500
City of Allen
185
FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
OPERATING TRANSFER OUT
ACTUAL
BUDGET
AMENDED
BUDGET
General Fund
4,704,594
3,800,857
3,800,857
3,800,857
Risk Fund -Administrative costs
43,984
40,096
40,096
40,096
TOTAL
4,748,578
$ 3,840,953 $
3,840,953
$ 3,840,953
City of Allen
185
FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
CAPITAL PROJECTS TRANSFER OUT
ACTUAL
BUDGET
AMENDED
BUDGET
Cottonwood Creek Project (DR3401)
150,000
-
-
-
AEDCContribution
(3,000,000)
-
-
-
Water Line Replacement
450,000
1,100,000
1,100,000
500,000
Sewer Line Replacement
400,000
500,000
500,000
1,000,000
Sewer Lift Station Maintenance
70,000
70,000
70,000
100,000
Pump Station Maintenance
100,000
125,000
125,000
125,000
Unprogrammed CIP
200,000
200,000
200,000
200,000
Rowlett Elevated Storage Tank Repaint
-
-
-
750,000
Stacy Ground Storage Tank 82 Repaint
670,000
TOTAL
370,000
11995;000
1,995,000
S 3,345,000
City of Allen
185
FY2017 Budget
PERFORMANCE MEASURES
Water Loss
Water loss is the difference between Percentage of Water Loss
the volume of water purchased from
NTMWD and the volume of water 13% -
12.0%
sold to customers. The numbers do 12% -
not subtract water loss resulting 11%
from routine daily operations (such 9.5% 9.3%
as firefighting and water line 10%
flushing), construction projects, and 90/0
B-9% 8.5%
service line and main line breaks. 6% 7.5%
The City's water loss goal is based on
the NTMWD model water 7%
conservation plan and is to not 6%
exceed 10%. The running average of CY2014 CY2015 CY2016 ESL
water loss for the three prior years is
also shown. Due to the billing period ■CY Average ■Lest 3 Yr Average
' variances, the three year average is a
more representitive indicator of water loss. With the extreme drought and high temperatures, crews
flushed lines more than usual to maintain safe levels of disinfectant which accounts for the rise in
percentages. 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.
1
Water Conservation
In 2004, the HOME IMPROVEMENT
REBATE program began offering
rebate incentives for residential
water conservation. Rebates up to
$125.00 are offered for water
efficient washing machines,
pressure reducing valves, rain and
freeze sensors, low flow toilet, and
rain barrels. In 2009, an additional
rebate for SMART irrigation
technology was added. The chart
indicates the total number of
rebates processed for each year.
City of Allen
Rebates Processed
1,200
1,100
1,020
1,000
924
900 t--850
900
700
600
FY2014 FY2016 FY2016 Est
186
FY2017 Budget
' 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.
11
Goal 6. Maintain operational excellence in City government services
• Completed annual financial audit without any incorrect practices.
• Maintained fiscal responsibility with US division budget.
• Worked directly with water conservation to provide residents information on conservation with their monthly
water bill.
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.
• Processed an increasing number of on-line and telephone credit card payments.
• Worked directly with our check remittance vendor to al low more online check companies to send electronic
customer payments to the COA which replaces paper checks. This has increased the division's efficiency. This is
accomplished through IPAY.
• Create and implemented use of online services to view and/or pay customers monthly utility bill.
• Implemented discounted rate change for senior citizens' solid waste fees.
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services
• Completed customer service training for Utility Billing Customer Service Representatives.
• Help expand the use of electronic check deposits for other City departments This will be using equipment and
software managed by both the City of Alien and the City's depository bank.
' Strategy 6. Continue to maintain and enhance web -site to improve customer service
• Provided monthly updates regarding water conservation and recycling education for Utility Bill publication.
• Provided a high level of service to each customer with a courteous, efficient, and professional manner. This service
is something we strive to provide each day to each internal or external customer.
• Worked directly with the Public & Media Relations Office to update our "NetBiII" site on the COA website.
Ill
In
Goal 6. Maintain operational excellence in City government services
Strategy 1. Utilize technology for optimum performance and customer service
• Continue to encourage online, telephone credit card usage and or bank drafting payment options.
• Implementation of the new Tyler Munis utility billing software system. This new system will be innovative and
productive to the Utility Billing staff which will cross over to our customer base.
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services
• Continue working with water conservation to provide residents information on conservation with their monthly
water bill.
• Work with more online check companies by sending electronic customer payments to replace paper checks which
increase the divisions efficiency.
• Manage the utility bill "stuffier" program and space allocation to provide all City Departments access to this
communications avenue with citizens.
Strategy 6. Continue to maintain and enhance web -site to improve customer service
• Continue to educate citizens about the online credit card bill pay and bank drafting program to increase citizen
acceptance and participation.
City of Allen 187 FY2017 Budget
FUND DEPARTMENTIDIVISION ORGANIZATION
WATER AND SEWER W&S-UTILITY BILLING 7006710
EXPENSE SUMMARY
This position is split between Community DevelopmentPermitsand Water & Sewer -Utility Billing
2014-2015
2015-2016
2015-2016
2016-2017
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
0.5
0.5
0.5
0.5
Personnel Services
362,371
426,890
426,890
452,923
Operations
175,753
220,052
122,992
21,200
Supplies
6,976
9,131
9,131
9,131
Maintenance
-
800
800
800
Professional Services
343,138
359,686
554,466
558,986
DEPARTMENT TOTAL $
888,238
$ 1,016,559
$ 1,114,279
$ 1,043,040
This position is split between Community DevelopmentPermitsand Water & Sewer -Utility Billing
2014-2015
2015-2016
2015-2016
2016 -2D17
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
Utility Billing/PermR Manager
0.5
0.5
0.5
0.5
Utility 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
This position is split between Community DevelopmentPermitsand Water & Sewer -Utility Billing
Cly of Allen 188 FY2017 Budget
TOTAL FULL -TIME -EQUIVALENT
7.50
7.50
7.50
7.50
EXPENSE DETAIL
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
240,854
285,787
285,787
292,563
Longevity
1,955
2,112
2,112
1,304
Overtime
3,923
4,500
4,500
4,500
FICA
17,540
20,616
20,616
20,608
TMRS
34,786
41,285
41,285
42,342
Worker's Compensation
236
547
547
562
Health Insurance
58,209
66,708
66,708
84,571
Dental Insurance
4,289
4,655
4,655
5,708
Long-term Disability
314
358
358
441
Life Insurance
236
262
262
262
Flexible Spending
29
60
60
62
SUBTOTAL $
362,371 $
426,890 $
426,890
$ 452,923
OPERATIONS
Telephone
-
3,050
3,050
3,050
Training & Travel
1,150
2,660
7,400
7,400
Dues & Subscriptions
434
305
500
500
Postage & Freight
152,231
184,090
92,045
1,000
Advertising
-
100
100
100
Outside Printing
18,378
26,010
16,060
6,110
Insurance
3,560
3,837
3,837
3,040
SUBTOTAL $
175,753 $
220,052 $
122,992
$ 21,200
Cly of Allen 188 FY2017 Budget
NO CAPITAL EXPENSES
City of Allen
189
FV2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
SUPPLIES
ACTUAL
BUDGET
AMENDED
BUDGET
General Supplies
6,976
9,131
9,131
9,131
SUBTOTAL
$ 6,976
$
91131
$
9,131
$
9,131
MAINTENANCE
Equipment Maintenance
800
800
800
SUBTOTAL
$
$
800
$
BOB
$
800
PROFESSIONAL SERVICES
Contractual Services
33,012
85,386
201,086
311,486
Professional Services
30,157
-
-
-
Credit Card Costs
279,969
274,300
353,380
247,500
SUBTOTAL
$ 343,138
$
359,686
$
554,466
$
558,986
DEPARTMENT TOTALS
$ 888,238
$
1,016,559
$
1,114,279
$
1,043,040
NO CAPITAL EXPENSES
City of Allen
189
FV2017 Budget
1
1
} .
1 w..i2. .. 1'� rR.at-'w,ayA� . • • f n
- - ...
EW
Utility Accounts
The total number of all utility accounts
has grown steadily with the City's
population. The graph shows both total
number of accounts and accounts
handled monthly by each Customer
Service Representative (CSR). We
currently have 5 FT CSR's, 1 Senior CSR
and 1 supervisor. The conversion to
contracted utiltity bill printing and
mailing in FY2008 freed time for our
CSR's to handle additional customer
workload.
Bill Payments
30,200 - 4,9 5,050
30,000
29,800 — 1JSR 5,000
29,600 } 4,950
29.200 400 .750
29, 4 4.900
—
29,000 -t 4,800
28,800 4,800
28,600
28,400 4,750
28,200 4,700
FY 13-14 FY 14-15 FY 15-16
Pmj.
iiiiiiiiiii#orA oun% to unwmrEmployee
City efforts to improve on-time utility bill
payments included increasing
Average Percentaias of Bill
customers' time allowed to pay their
Payments Received on Time
accounts, promotion of on-line and
100.014
telephone credit card payments along
93.0% 93.0% 93.0%
90.0%
with continual advertising of bank
drafting. The City also allows
80.0%
establishment of payment plans. Our
efforts have allowed us to attain above a
70.0%.
90% on time payment record. Starting
60.0%
FY2016 electronic payments consist of
70% of all payments made for utility bills.
50.0%
This number is expected to increase for
FY 13-14 FY 14-15 FY 15.16 prof.
FY2017 to 72%. These payments include
bank drafting, on-line credit card payments via NetBill and electronic payment transfers from
payment processing providers i.e. CheckFee.
City of Allen 190 FY2017 Budget
2014-2015 2015-2016 2015-2016 2016-2017
CLASSIFICATION ACTUAL BUDGET AMEN DEO BUDGET
Debt Service 1,504,398 1,166,747 1,166,745 1,162,998
DEPARTMENTTOTAL $ 1,504,398 $ 1,166,747 $ 1,166,745 $ 1,162,998
h
2014-2015 2015-2016 2015-2016 2016-2017
DEBT SERVICE ACTUAL BUDGET AMENDED BUDGET
Principal 1,280,000 975,000 975,000 1,000,000
Interest Expense 222,098 188,747 189,691 160,748
Miscellaneous Debt Expense 2,300 3,000 2,054 2,250
SUBTOTAL $ 1,504,398 $ 1,166,747 $ 1,166,745 $ 1,162,998
DEBT SCHEDULE M,
FISCALYEAR PRINCIPAL INTEREST TOTALANNUAL
2016-2017 1'" D00 159,946 1,159,946
2017-2018 1,040,000 130,592 1,170,592
2018-2019 1,070,000 97,009 1,167,009
2019-2020 455,000 69,975 524,975
2020-2021 465,000 57,272 522,272
2021-2022 475,000 44,268 519,268
' 2022-2023 490,000 30,930 520,930
2023-2024 505,000 17,172 522,172
2024-2025 260,000 5,200 265,200
TOTAL $ 5,760,000 $ 612,364 $ 6,372,364
WATER 8 SEWER REVENUE BONDS
2009
02/15/09
5,795,000 3 0%-3.5%
06/01/19
1,825,000
585,000
62,413
647,413
2013
10/15/13
3,370,000 2%-3%
06/01/25
3,025,000
310,000
87,650
397,650
2014
05/01/14
1,280,000 209%
06/01/24
910,000
105,000
19,019
124,019
TOTAL
$
10,445,000
$
5,760,000 $
1,000,000 $
169,082 $
1,169,082
City of Allen 191 FY2017 Budget
CITY OF ALLEN
' SOLID WASTE FUND
REVENUES AND EXPENSES BY FUNCTION
FISCAL YEAR 2016 - 2017
REVENUES
2014-2015
2015-2016
2015-2016
2016-2017
Operating Revenues
ACTUAL
BUDGET
AMENDED
BUDGET
Garbage Fees
5,085,123
5,159,440
5,094,384
5,149,384
Commercial Garbage Fees
1,075,411
1,100,000
1,100,000
1,125,000
Household Hazardous Waste
186,139
190,000
185,000
186,000
Recycling Revenues
71,591
69,500
71,500
73,500
Composting Revenue
56,122
58,000
58,000
58,000
Miscellaneous
18,824
47,000
82,000
47,500
TOTAL OPERATING REVENUES
$ 6,493,210
$ 6,623,940
$ 6,590,884
$ 6,639,384
Non -Operating Revenues
Interest
16,200
15,600
15,600
15,600
TOTAL NON-OPERATING REVENUES
$ 16,200
$ 15,600
$ 15,600
$ 15,600
TOTAL REVENUES $ 6,509,410 $ 6,639,540 $ 6,606,484 $ 6,654,984
EXPENSES
2014-2015
2015-2016
2015-2016
2016-2017
Public Works
ACTUAL
BUDGET
AMENDED
BUDGET
Solid Waste
6,400,674
6,625,021
6,793,590
6,588,640
Capital Improvement Projects
500,000
500,000
500,000
300,000
'
TOTAL EXPENSES $
6,900,674
$ 7,125,021
$ 7,293,590
$ 6,688,640
1
PROJECTED WORKING CAPITAL 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENSES
PROJECTED WORKING CAPITAL 9/30
DAYS OPERATIONAL EXPENSES IN RESERVE
Fund Balance Required: 90 to 120 days operational expenses
3,226,135 $ 2,539,029
6,606,484 6,654,984
(7,293,590) (6,888,640)
$ 2,539,029 $ 2,305,373
127 122
City of Allen 192 FY2017 Budget
I
I
SOLID WASTE
ORG
7050110
Director
Waste Services
Manager
1
HHW Maintenance
Custaner Serve Rep. Education Specialist
Worker 2
3
City of Allen 193 FY2017 Budget
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). Seventy-seven percent of revenues are
used to fund contracts with the North Texas Municipal Water District (NTMWD), the City's franchised waste
disposal vendor (Community Waste Disposal), and the City's litter collection contract for the parks, greenbelts,
and along U575. The fund also supports employees who manage solid waste customer service; educate citizens
and youth through environmental programs; run HHW education, collection programs for HHW and the Chemical
Reuse Center in coordination with the Plano Reuse Center; and provide support staff to Keep Allen Beautiful.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
• Worked with the Parks Department to promote recycling at the City's larger parks and the Event Center.
• Continued to provide HHW services to residents through partnership with the City of Plano. HHW payments to
Plano - $57,000.
• Continued the Community Waste Disposal (CWD) contract for solid waste collection and recycling services -
$2,632,688 and NTMW D - $2,405,539.
Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities
Purchased equipment to complete the NCTCOG stop illegal dumping (SID) grant to facilitate community cleanups.
Strategy 8. Work with partners to protect and conserve natural resources
• Partnered with KAB and Parks & Recreation Department to receive funding from National Wildlife Federation and
Bring Back the Monarchs' to Texas for the Mayor's Monarch Challenge.
Objective 3. Administer the Texas Pollution Discharge Elimination System (TPOES) Permit
• Met education -related standards for mandated TPDES program at special events & public education.
t
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation.
Strategy 6. 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,
Earthiest 2016, Great American Cleanup, National Planting Day and the Educator Expo.
• Assisted KAB in preparing three competitive nominations through KTB which resulted in three winning
applications, including the second Governor's Community Achievement Award of $270,000.
• Received a national Keep America Beautiful award, two NTCRA/GDFWRA regional awards, one STAR state award,
and an Allen ISD Council of PTA's Citizenship Award
• KAB provided $10,200 in support of youth education and projects and a legacy scholarship through Allen
Foundation for Schools. Additionally, KAB awarded 17 Waste Works Awards jointly with CWD to support AISD
environmental education in schools.
Goal 6. Maintain operational excellence in Oily government services
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering quality Services
• Brought Allen youth forward for Council recognition through the Reuse -a -Shoe Contest, Arbor Day Poster Contest,
and the Recycled An Contest.
• Continued to meet the public expectation of quality environmental services; HHW, waste, and recycling.
• Purchased a replacement Grapple truck $150,000.
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 194 FY2017 Budget
PERSONNEL SUMMARY
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services $
466,466 $
559,318
$ 559,318 $
561,722
Operations
2,212,261
2,356,429
2,478,078
2,552,030
Supplies
33,863
37,855
44,655
37,906
Maintenance
4,842
2,750
2,750
2,795
Professional Services
2,827,104
3,065,193
3,112,113
3,196,801
Capital
6,245
150,000
143,200
-
Transfers Out
1,349,268
953,476
953,476
537,386
DEPARTMENTTOTAL $
6,900,049 $
7,125,021
$ 7,293,590 5
6,888,640
PERSONNEL SUMMARY
Ire
2014-2015
2015-2016
2015-2016
2016-2017
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
Waste Services Manager
1
1
1
1
Education Specialist
2
2
2
2
HHW Maintenance Worker
2
3
3
3
Customer Service Representative
1
1
1
1
TOTAL FULLTIME
6
7
7
7
PART-TIME
2,342
4,760
4,760
5,720
HHW Maintenance Worker
0.5
0.0
0.0
00
TOTALPARTTIME
0.5
0.0
0.0
0.0
Dental Insurance
4,242
4,652
4,652
TOTAL FULL -TIME -EQUIVALENT
Long-term Disability
427
483
483
6.50
7.00
7.00
7.00
Ire
City of Allen
195
FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
328,686
402,662
402,662
394,727
Longevity
3,544
3,416
3,416
3,812
Overtime
8,136
9,384
9,384
9,384
FICA
24,771
26,416
26,416
29,999
TMRS
48,112
52,080
52,080
57,887
Worker's Compensation
2,342
4,760
4,760
5,720
Health Insurance
44,960
54,899
54,899
53,808
Health Savings
743
-
-
571
Dental Insurance
4,242
4,652
4,652
4,676
Long-term Disability
427
483
483
597
Life Insurance
327
358
358
355
Flexible Spending
176
208
208
186
SUBTOTAL $ 466AN
$ 559,318 $
559,318
$ 561,722.
City of Allen
195
FY2017 Budget
SUPPLIES
General Supplies
2014-2015
2015-2016
2015-2016
2016-2017
OPERATIONS
ACTUAL
BUDGET
AMENDED
BUDGET
Gasoline
5,668
8,500
6,181
8,500
Training & Travel
7,260
8,145
11,245
11,595
Dues & Subscriptions
1,678
1,400
1,400
1,400
Uniforms
2,161
1,650
1,650
1,680
Postage & Freight
9,413
10,750
10,750
10,960
Outside Printing
3,588
13,850
13,850
14,125
Insurance
4,706
4,799
4,799
4,675
Solid Waste Services
2,153,653
2,284,671
2,405,539
2,469,952
Vehicle & Equipment Replacement
24,134
22,664
22,664
29,143
SUBTOTAL $
2,212,261 $
2,356,429 $
2,478,078
$ 2,552,030
SUPPLIES
General Supplies
31,714
34,355
34,355
34,361
Tools/Small Equipment
1,517
2,250
9,050
2,295
Medical/Chemical Supply
632
1,250
1,250
1,250
SUBTOTAL $
33,863 $
37,855 $
44,655 $
37,906
MAINTENANCE
13,250
13,250
Household Hazardous Waste
Vehicle Maintenance
3,859
2,300
2,300
2,345
Equipment Maintenance
983
450
450
450
SUBTOTAL $
4,842 $
2,750 $
2,750 $
2,795
Contractual Services
2,549,679
2,990,000
2,815,000
3,123,688
Professional Services
207,509
-
225,000
-
Recycling
13,119
13,250
13,250
13,250
Household Hazardous Waste
54,934
60,080
57,000
58,000
OPER Trust
1,863
1,863
1,863
1,863
SUBTOTAL
$ 2,827,104
$
3,065,193
$
3,112,113
$
3,196,801
CAPITAL OUTLAY
Machinery & Equipment
6,245
-
-
-
Vehicles
150,000
143,200
SUBTOTAL
-$ 6,245
$
150,000
$
143,200
$
-
OTHER FINANCING USES
Operating Transfer Out
837,526
442,976
442,976
226,261
Capital Projects Transfer Out
500,000
500,000
500,000
300,000
Depreciation Expense
625
-
-
625
Bad Debt Expense
11,117
10,500
10,500
10,500
SUBTOTAL
$ 1,349,268
$
953,476
$
953,476
$
537,386
TOTAL EXPENSES
$ 6,900,049
$
7,125,021
$
7,293,590
$
6,888,640
City of Allen
196
FY2017 Budget
I
1
P
CAPITAL
EXPENSE
LIST
2015-2016
2016-2017
VEHICLES
AMENDED
BUDGET
Grapple Truck
143,200
$
143,200
$
2015-2016
2016-2017
OPERATING TRANSFERS OUT
AMENDED
BUDGET
Risk Management Administrative Costs
3,777
4,300
General Fund
150,121
178,946
Water &Sewer Fund
36,365
40,175
Debt Service
250,000
-
General Fund PC Lease
1,435
1,435
Service Center Cost Allocation
1,278
1,405
TOTAL
$
442,976
$
226,261
CAPITAL PROJECTS TRANSFERS OUT
Alley Repairs
500,000
300,000
TOTAL
S
500,000
$
300,000
City of Allen 197 FY2017 Budget
1
1
Recycling
16,600 70
The City of Allen measures the 16,400 c
impact of its recycling programs 18,200 65 0
by tracking the pounds of s1 s s1.s 3
18,000
materials diverted, including co- a 15,800 60 `
mingled recyclables and yard ov.
waste. Recycling extendsthe life 15'600 v
of the landfill while allowing 15,200 55 c
resources (glass, paper, plastics, 15,200 0.
and metals) to be recovered for 15,000 50
reuse or re -manufacturing. The 2014 2e T 2016 Est.
� Recyclable Trash Diverted
City continues to gain —$—Pounds Per Houshold/month
recognition for its innovative ,.
and progressive recycling and diversion efforts, including national, state and regional awards. City
provided commercial cardboard recycling diverts 2,408 tons per year. Multi -family complex
(apartment) and Allen ISD divert 898 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 7,429 tons of materials from the landfill.
The NTMWD composting program converts yard trimmings into soil amendments, saving landfill
space through diversion of 7,429 tons. Public Education efforts in FY2014 reached 1,756 adults
and 3,111 youth through 45 hands-on environmental programs.
Trash Collection Complaints
The Solid Waste Division
contracts with Community
Waste Disposal (CWD) for
garbage and recycling collection
and provides oversight to their
operations. CWD's contract
renewed June 1, 2013. CWD is
contractually obligated to
achieve <1.1 service inquiries
per 1000 service opportunities.
In FY2015, CWD performed
4,170,695 service opportunities.
City of Allen
0.70
0.60
0.50
0.40
0.30
0.20
0.10
0.00
Customer Complaints
per 1000 Service Opportunities
2014 2015 2016 Est.
198
FY2017 Budget
disposal. This program is an
important part of our Texas Pollution Discharge Elimination System (TPDES) program. The HHW
program is conducted in cooperation with the City of Plano through an Interlocal Agreement. The
' program provides residents with an environmentally safe way to remove household chemicals
(paint, cleaners, oil, etc.) from their homes. From the beginning of the program through April
2016, 121,686 pounds of reusable chemicals have been collected and redistributed to residents
of Allen and Plano. In FY2012, the Allen Municipal Service Centers Chemical Reuse Center (ACRO)
was opened under the TCEQ permit for the City of Plano as a satellite station to their Chemical
Reuse Center. To date, 4,095 Allen and Plano residents have made use of the free chemicals at
the ACRC. In July 2008, computer collection services changed from curbside collection to
scheduled quarterly collection at one day events. In FY2013, e -cycling had decreased to the point
that twice a year collections are now programmed. This important service continues to eliminate
a potential hazard from the landfill system and recycled electronics add to the City's overall
recycling statistics.
1
City of Allen 199 FY2017 Budget
'
Household Hazardous Waste Collection
In FY2002, funding for the
1o,sza3,000
„
12,000
residential HHW program was
$
10.106
approved by City Council. The
:
10,000
8,887
2,750 "
program began in February 2002
u
8,000
through a grant from NCTCOG
a
8,000
2,500 i
and continued without cost to
a
residents through FY 2003. In FY
c
4,000
2,250 As
04, a $0.50 fee was included on
o
2,000
u
the water utility bill to support
T,
0
2,000
the HHW program. In lune 2008,
i
2014 2015 2016 Est
a fee increase to $0.57 per
month was approved to
Pounds of Reuseable Chemicals
overcome the rising costs of
non -reusable HHW collection
—+—Curbside Participants
disposal. This program is an
important part of our Texas Pollution Discharge Elimination System (TPDES) program. The HHW
program is conducted in cooperation with the City of Plano through an Interlocal Agreement. The
' program provides residents with an environmentally safe way to remove household chemicals
(paint, cleaners, oil, etc.) from their homes. From the beginning of the program through April
2016, 121,686 pounds of reusable chemicals have been collected and redistributed to residents
of Allen and Plano. In FY2012, the Allen Municipal Service Centers Chemical Reuse Center (ACRO)
was opened under the TCEQ permit for the City of Plano as a satellite station to their Chemical
Reuse Center. To date, 4,095 Allen and Plano residents have made use of the free chemicals at
the ACRC. In July 2008, computer collection services changed from curbside collection to
scheduled quarterly collection at one day events. In FY2013, e -cycling had decreased to the point
that twice a year collections are now programmed. This important service continues to eliminate
a potential hazard from the landfill system and recycled electronics add to the City's overall
recycling statistics.
1
City of Allen 199 FY2017 Budget
CITY OF ALLEN
' DRAINAGE FUND
REVENUES AND EXPENSES BY FUNCTION
FISCAL YEAR 2016 - 2017
REVENUES
2014-2015
2015-2016
2015-2016
2016-2017
2015-2016
ACTUAL
2016-2017
Operating Revenues
ACTUAL
Drainage Operating Expenses
BUDGET
1,503,425
AMENDED
1,562,792
BUDGET
Inspection Fees
114,360
146,235
40,000
TOTAL PUBLIC WORKS $
60,000
$ 1,584,925
40,000
Drainage Fees
1,350,684
1,544,891
1,480,000
$ 1,724,379
1,480,000
1,510,000
TOTAL OPERATING REVENUES
$ 1,465,044
$
1,520,000
$
1,540,000
$
1,550,000
Non -Operating Revenues
Interest
3,319
3,600
4,320
4,320
Other Reimbursements
2,759
1,500
1,500
1,500
TOTAL NON-OPERATING REVENUES
$ 6,078
$
5,100
$
5,820
$
5,820
TOTAL REVENUES
$ 1,471,122
$
1,525,100
$
1,545,820
$
1,555,820
EXPENSES
2014-2015
2015-2016
2015-2016
2016-2017
Public Works:
ACTUAL
BUDGET
AMENDED
BUDGET
Drainage Operating Expenses
1,519,948
1,503,425
1,578,144
1,562,792
Capital Expenses
24,943
81,500
146,235
81,000
TOTAL PUBLIC WORKS $
1,544,891
$ 1,584,925
$ 1,724,379
$ 1,643,792
TOTAL EXPENSES $
1,544,891
$ 1,584,925
$ 1,724,379
$ 1,643,792
PROJECTED WORKING CAPITAL 10/1 $ 764,101 $ 585,542
TOTAL PROJECTED REVENUES 1,545,820 1,555,820
TOTAL PROJECTED EXPENSES (1,724,379) (1,643,792)
PROJECTED WORKING CAPITAL 9/30 $ 585,542 $ 497,570
Z{7:ia1737SiGP.k1�£/9i:FY#117:1#Y4:1➢ c
Fund Balance Required: 90 to 120 days operational expenses
City of Allen 200 FY2017 Budget
Director
Assistant Dmdor
Foreman
Stre WDrainage
Drainage'' nspedor Crew Leader
' Maintenance Equipme t Operator Maintenance Worker
Worker
1
1
City of Allen 201 FY2017 Budget
DRAINAGE
'
ORG
7100110
Director
Assistant Dmdor
Foreman
Stre WDrainage
Drainage'' nspedor Crew Leader
' Maintenance Equipme t Operator Maintenance Worker
Worker
1
1
City of Allen 201 FY2017 Budget
' 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.
i
1
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy B. Work with partners to protect and conserve natural resources
Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit
• No homes or businesses were flooded during the heavy rain events in the spring of 2016.
• Maintained street sweeping frequency of twice monthly on arterial and thoroughfares and once monthly on
collectors; added new roads to the sweeping plan based on funds made available by a lower cost street sweeping
contract; part of TPDES permit requirements.
• Maintained drainage ways with the newly replaced Gradall.
• Implemented 9th year tasks in the City's TPDES permit.
• Continued the 7th year of Drainage Technician; Inspecting and verifying outfall structures and dry weather
inspections utilizing GIS data collector as required in the City's TPDES Permit.
• Completed a$68,000 emergency repair of a collapsed 60" storm drainage line in easements on private property with
very limited access.
• Worked with Engineering to continue to meet TPDES Permit requirements.
• Purchased Concrete Mixer Truck for delivery of concrete to Drainage, Streets, Water& Sewer, and Parks.
Goal 2. Cultivate regional alliances and oartnershios with agencies and governmental units that affect Allen
Strategy B. Work with partners to protect and conserve natural resources
Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit
• Inspect and clear all storm sewer inlets after major storm events.
• Implement 10th 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 - $104,000, Contract mowing of
greenbelts - $85,000; Contract street sweeping - $135,000.
• 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 - $9,500 and share
of COG Storm Water Management Program - $5,700.
• Continue to rapidly respond to citizens calls and concerns related to drainage and storm water
• Purchase a replacement for the VacTron trailer for spill responses ($68,600).
• Increase financial support of Environmental Health's response to mosquito related issues (WNV and Zika).
City of Allen 202 FY2017 Budget
I
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
486,926
580,672
580,672
593,159
Operations
68,457
114,986
107,423
149,437
Supplies
23,464
45,866
85,181
52,505
Maintenance
131,354
129,900
178,867
132,460
Professional Services
178,476
285,493
279,493
299,143
Capital
24,943
81,500
146,235
81,000
Transfers Out
631,271
346,508
346,508
336,088
DEPARTMENT TOTAL $
1,544,891
$ 1,584,925 $
1,724,379
$ 1,643,792
2014-2015
2015-2016
2015-2016
2016-2017
FULL TIME
ACTUAL
BUDGET
AMENDED
BUDGET
Crew Leader
1
1
1
1
Drainage Inspector
1
1
1
1
Construction Inspector
1
1
1
1
Equipment Operator
1
2
2
2
Maintenance Worker
4
4
4
4
TOTAL FULL TIME
8
9
9
9
'
• This position is under the supervision of Engineering.
TOTAL FULL -TIME -EQUIVALENT
8
9
9
9
EXPENSE
DETAIL
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
296,226
380,948
380,948
364,397
Longevity
3,460
3,736
3,736
4,144
Overtime
16,410
14,000
14,000
14,000
FICA
22,150
22,349
22,349
26,829
TMRS
44,684
45,890
45,890
54,287
Worker's Compensation
6,034
11,731
11,731
14,397
Health Insurance
91,322
94,855
94,855
107,546
Dental Insurance
5,787
6,206
6,206
6,622
Long -Term Disability
397
449
449
548
Life Insurance
304
329
329
327
Flexible Spending
152
179
179
62
SUBTOTAL $
486,926
$ 580,672
$ 580,672
$ 593,159
OPERATIONS
Telephone
-
100
100
100
Fuel
11,316
20,500
12,937
18,000
Training & Travel
1,131
2,500
2,500
2,500
'
Uniforms
4,921
7,417
7,417
7,417
City of Allen
203
FY2017 Budget
SUPPLIES
General Supplies
2014-2015
2015-2016
2015-2016
2016-2017
OPERATIONS -CONTINUED
ACTUAL
BUDGET
AMENDED
BUDGET
Postage & Freight
132
1,500
1,500
1,500
Advertising
-
1,500
1,500
1,500
Rentals
88
7,000
7,000
7,000
Outside Printing
1,702
6,500
6,500
6,500
Insurance
5,792
5,906
5,906
6,011
Vehicle & Equipment Replacement
43,375
62,063
62,063
98,909
SUBTOTAL $
68,457
$ 114,986 $
107,423
$ 149,437
SUPPLIES
General Supplies
1,812
5,125
5,125
5,125
Tool/Small Equipment
19,980
25,741
31,006
22,980
Medical & Chemical Supply
1,672
15,000
49,050
24,400
SUBTOTAL
$ 23,464
$
45,866
$
85,181
$
52,505
MAINTENANCE
Vehicle Maintenance
3,883
11,900
31900
12,135
Equipment Maintenance
17,700
16,000
16,000
16,325
Infrastructure Maintenance
109,771
102,000
150,967
104,000
SUBTOTAL
$ 131,354
$
129,900
$
178,867
$
132,460
PROFESSIONAL SERVICES
Contractual Services
159,351
246,200
240,200
259,850
Professional Services
16,832
37,000
37,000
37,000
'
Post -Employment Funding Expense
2,293
2,293
2,293
2,293
SUBTOTAL
$ 178,476
$
285,493
$
279,493
$
299,143
CAPITAL OUTLAY
Machinery & Equipment
24,943
11,500
11,500
81,000
Vehicles
70,000
134,735
SUBTOTAL
$ 24,943
$
81,500
$
146,235
$
$1,000
TRANSFERS OUT
Operating Transfer Out
606,278
342,508
342,508
309,349
Depreciation Expense
22,739
-
-
22,739
Bad Debt Expense
2,254
4,000
4,000
4,000
SUBTOTAL
$ 631,271
$
346,508
$
346,508
$
336,088
TOTAL EXPENSES $ 1,544,891 $ 1,584,925 $ 1,724,379 $ 1,643,792
City of Allen 204 FY2017 Budget
2014-2015 2015-2016 2015-2016 2016-2017
VEHICLES ACTUAL BUDGET AMENDED BUDGET
Concrete Mixer Truck 70,000 134,735
SUBTOTAL $ $ 70,000 S 134,735 $
MACHINERY & EQUIPMENT
5.5 Cubic Yard Sand Spreader
14,989
-
-
-
Skag Mower
9,954
-
-
-
TrailerforBackhoe
-
11,500
11,500
-
Replace Hammerhead Breaker
-
-
-
12,400
Replace VacTron Trailer
68,600
SUBTOTALS
24,943 S
11,500 $
11,500 $
81,000
TOTAL CAPITAL $
24,943 $
81,500 $
146,235 $
81,000
2015-2016 2016-2017
OPERATING TRANSFERS OUT AMENDED BUDGET
Risk Management Administrative Costs 4,649 5,528
General Fund Administrative Support 337,859 303,821
$ 342,508 $ 309,349
City of Allen 205 FY2017 Budget
1
Arterial and collector roads are
swept during the year in order to
remove debris for aesthetics, safety,
and for TPDES permit compliance.
These are actual "curb miles" of
streets swept. The number of curb
miles is larger than the number of
street miles in Allen because there
are at least two curb miles per mile
of road (one curb on each side) and
up to four curbs on roads with
medians. Arterials are swept twice
monthly and collectors are swept
once per month. The number of curb
miles swept has grown due to the increase in roads. A decrease in contract price allowed the
City to begin sweeping arterials twice monthly in 2003.
City of Allen 206 FY2017 Budget
I
CITY OF ALLEN
I
CITY OF ALLEN
' GOLF COURSE FUND
REVENUES AND EXPENSES BY FUNCTION
FISCAL YEAR 2016 - 2017
REVENUES
2014-2015
2015-2016
2015-2016
2016-2017
Operating Revenues
ACTUAL
BUDGET
AMENDED
BUDGET
Lesson Fees
5,854
12,750
352,250
401,000
Facility Rentals
5,940
11,200
7,200
9,600
Greens Fees
1,882,314
2,258,000
2,111,000
2,270,400
Concession Sales
352,389
418,021
374,271
416,296
Retail Store
114,784
140,989
130,989
131,588
TOTAL OPERATING REVENUES $
2,361,281
$ 2,840,960
$ 2,975,710 $
3,228,884
Non -Operating Revenues
Reimbursements and Contributions
10,903
4,000
4,000
-
Operating Transfer ln
554,644
226,000
300,000
300,000
TOTAL NON-OPERATING REVENUES $
565,547
$ 230,000
$ 304,000 $
300o00D
TOTALREVENUES $ 2,926,828 $ 3,070,960 $ 3,279,710 $ 3,528,884
1
PROJECTED WORKING CAPITAL 10/1 $ 83,317 $ -
TOTAL PROJECTED REVENUES 3,279,710 3,528,884
TOTAL PROJECTED EXPENSES (3,363,027( (3,528,884)
PROJECTED WORKING CAPITAL 9/30 $ $
City of Allen 207 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
EXPENSES
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
1,288,820
1,577,430
1,577,430
1,655,975
Operations
1,513,552
1,381,739
1,659,410
1,749,057
'
Depreciation
123,851
126,187
126,187
123,852
TOTAL EXPENSES $ 2,926,223
$ 3,085,356
$ 3,363,027
$ 3,S28,884
1
PROJECTED WORKING CAPITAL 10/1 $ 83,317 $ -
TOTAL PROJECTED REVENUES 3,279,710 3,528,884
TOTAL PROJECTED EXPENSES (3,363,027( (3,528,884)
PROJECTED WORKING CAPITAL 9/30 $ $
City of Allen 207 FY2017 Budget
'
GOLF COURSE
I
ORG
7254510
Director
Assistant Diector
Supedntendet
Golf Services Manager
1
Administmlhe Assistant
1
Golf Supeintendenl
1
'
dsor Golf Program Srper
Fmd113everage Supenisor
�amt
Lead Golf
Lead FoodlBe -age
ChertYml Technician
Specialist
Special:,
2
Food/Beverage
MamtenanceWorker
Golf Speoalisl
Specialist
g
2
90
Tenp-FmdlBe rage
Seasonal Mamt Worker
Golf Aderdanl
Speaalist
96
2 78
24
Seasonal GOR
Park Maintenance Tech
Attendant
.75
Irrigation Technician
Range Alerdant
1
1.5
City of Allen
208
FY2017 Budget
' 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. The
Greens are expected to reopen for play in August 2016
Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen
Strategy 2. 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 TXGA 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.
•
Completed sixth year as a First Tee program affiliate.
•
Continue 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
•
Recognized by the Golf Channel as a host facility to the National Drive, Chip, and Putt Competition.
Partnered 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).
•
Implemented new"Golf for Everyone" advertising campaign.
•
Participated in the PGA"Play Golf America" initiatives to grow the game
•
Increased database and outreach to women, families and juniors.
Goal 2. Cultivate regional alliances and oartnershios with agencies and governmental units that affect Allen
Strategy 2. 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's Identity to the region and the nation.
• 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 to expand database and outreach efforts to women, families, and juniors.
Goal6. Maintain operational excellence in City government services
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Seryices
• Continue to emphasize staff training in Golf Operations, Course Maintenance, and Food & Beverage Services to
ensure product and operational excellence
City of Allen 209 FY2017 Budget
EXPENDITURE SUMMARY
�. ... ::moi
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
1,288,820
1,577,430
1,577,430
1,655,975
Operations
538,314
599,078
572,981
586,170
Supplies
195,420
156,730
156,730
202,819
Maintenance
54,576
53,923
53,923
54,754
Professional Services
696,442
572,008
875,776
905,314
Capital
28,800
-
-
-
Depreciation
123,851
126,187
126,187
123,852
DEPARTMENT TOTAL S
2,926,223 $
3,085,356 $
3,363,027
$ 3,528,884
�. ... ::moi
TOTAL FULL -TIME -EQUIVALENT 33.64 34.64 33.64 33.64
City of Allen 210 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
Golf Services Manager/Head Golf Pro
1
1
1
1
Golf Program Supervisor
0
1
1
1
Golf Specialist - Lead
1
1
1
1
Golf Specialist
3
2
2
2
Superintendent
1
1
1
1
Assistant Superintendent
1
1
1
1
Chemical Technician
1
1
1
1
'
Irrigation Technician
1
1
1
1
Maintenance Worker
8
8
8
8
Parks Maintenance Technician
1
1
1
1
Administrative Assistant
1
1
1
1
Golf Attendant
1
1
1
1
Food & Beverage Supervisor
1
1
1
1
Lead Food & Beverage Specialist
2
2
2
2
TOTAL FULL TIME
23
23
23
23
PARTTIME
Golf Specialist
0.00
0.50
0.00
0.00
Golf Attendant
1.78
1.88
1.78
1.78
Range Attendant
1.50
1.50
1.50
1.50
Food & Beverage Specialist
0.90
0.90
0.90
0.90
Recreation Specialist 1
0.00
0.50
0.00
0.00
Maintenance Worker
4.51
4.41
4.51
4.51
TOTALPARTTIME
8.69
9.69
8.69
8.69
TEMPORARY
Maintenance Worker
0.96
096
0.96
0.96
Golf Attendant
0.75
0.75
O35
O.75
Food & Beverage Specialist
0.24
0.24
024
0 24
TOTALTEMPORARY
1.95
1.95
1.95
1.95
TOTAL FULL -TIME -EQUIVALENT 33.64 34.64 33.64 33.64
City of Allen 210 FY2017 Budget
EXPENSE
DETAIL
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
829,705
1,003,947
1,003,947
1,081,215
Longevity
5,344
6,491
6,491
7,273
Overtime
56,205
56,751
56,751
63,127
FICA
66,965
73,656
73,656
82,084
TMRS
121,125
130,606
130,606
150,959
Worker's Compensation
6,358
15,971
15,971
17,216
Health Insurance
187,372
269,660
269,660
232,431
Health Savings
357
-
-
1,141
Dental Insurance
13,651
17,955
17,955
18,032
Long-term Disability
983
1,230
1,230
1,449
Life Insurance
747
925
925
862
Flexible Benefit Expense
8
238
238
186
SUBTOTAL $
1,288,820
$
1,577,430
$
1,577,430
$
1,655,975
OPERATIONS
Telephone
137
12,600
12,600
12,600
Gasoline
18,826
22,884
22,884
18,755
Water
72,595
107,462
107,462
107,462
Electricity
121,368
120,000
125,000
130,000
Training & Travel
1,330
7,530
7,530
8,296
Dues & Subscriptions
8,911
9,931
9,931
12,485
'
Uniforms
9,593
18,484
18,484
17,012
Postage & Freight
14
77
527
77
Advertising
3,608
19,245
19,245
4,329
Rentals
594
2,448
2,448
2,448
Outside Printing
856
3,975
3,975
3,500
Liquor State Tax Expense
76,298
13,590
8,304
27,801
Cost of Goods Sold - Concessions
92,133
90,381
85,381
87,088
Liquor Supply Expenses
44,174
68,961
56,200
59,574
Cost of Goods Sold - Retail
87,877
101,510
93,010
94,743
SUBTOTAL $
538,314
$
599,078
$
572,981
$
586,170
SUPPLIES
General Supplies
139,146
134,880
134,880
150,369
Small Tools& Minor Equipment
56,274
21,850
21,850
52,450
SUBTOTAL $
195A20
$
156,730
$
156,730
$
202;819'
MAINTENANCE
Building Maintenance
13,868
17,269
17,269
17,500
Equipment Maintenance
40,707
36,654
36,654
37,254
SUBTOTAL $
54,576
$
53,923
$
53,923
$
54,754
PROFESSIONAL SERVICES
Contractual Services
-
-
293,768
570,599
Lease Expenses
126,787
247,257
257,257
265,918
Professional Services
501,580
265,454
265,454
9,500
Credit Card Costs
58,778
50,000
50,000
50,000
Post -Employment Funding
Expense
9,297
9,297
9,297
9,297
'
SUBTOTAL $
696p42
$
572,008
$
875,776
'. $
905,314
City of Allen
211
FY2017 Budget
I
1
TOTAL EXPENSES $ 2,926,223 $ 3,085,356 $ 3,363,027 $ 3,528,884
NO CAPITAL EXPENSES
City of Allen 212 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
CAPITAL
ACTUAL
BUDGET
AMENDED
BUDGET
Machinery & Equipment
28,800
SUBTOTAL S
28,800
$
-
$
-
$
-
MISCELLANEOUS
Depreciation
$
123,851
$
126,187
$
126,187
$
123,852
SUBTOTAL $
123,851
$
126,187
$
126,187
$
123,852
TOTAL EXPENSES $ 2,926,223 $ 3,085,356 $ 3,363,027 $ 3,528,884
NO CAPITAL EXPENSES
City of Allen 212 FY2017 Budget
I
1
Rounds Produced & Cost per Maintained Acre
With the January 2013 reopening, Rounds & Cost Per Acre
additions to the facility included a 60,000 soon
six -hole course (Futures course), a 4a,ago - 5,500
short game practice area, and a 46,000
larger driving range tee with 52 44,000 5.000
hitting stations. These additions and 11 02000 $ 14.500
m
the need to add new specialized o 40.000 4.000
38,000maintenance equipment increased $ 3,500 id
the cost per maintained per acre but
36,
oDoo 3.000
have also generated new revenue 3z 000 1 2,500
opportunities. These improvements 30 1x10 2880
also accomplished the goal of 2013 2014 2015 2016 Est.
providing "Golf for Everyone". Golf
rounds in FY2016 are trending to •Rounds Produced ❑Cost Per Acre
exceed 40,000 rounds as golfers have reacted favorably to the reduced fees implemented to offset
any negative perceptions of the two temporary greens that were set up to mitigate damage from the
flood event in November 2015. Golf rounds generated in FY2015 were impacted by two winter snow
storms and significant rainfall during the prime months of April and May. The number of rounds in
FY2013 was impacted as a result of the course not being fully reopened until September.
Revenue per Golfer
Revenue per golfer is calculated as Revenue/Sales
the sum of all sales from green fees, $65
cart fees, range balls, merchandise $60
sales, and food and beverage 855 f
purchases. This measure is projected $50
for a slight decrease in FY2016 due to $45
the higher number of non -peak $40 �L -- zols
(twilight, senior) rounds being 2013 2014 lou Est
experienced compared to rack rate mMerchandise $223 -- $269 $340 $289
rounds. The golfer demographic for oorlmng Range $6.75 $6.59 $766 $6.81
• Food &nevg. $8.55$8.35 $8.87 $875
non -peak rounds tends to be very INcreeo Fees $3647 �a4428 $38.71 $3583
budget conscious and typically
spends less in other categories. Another factor in the lower revenue per golfer is the downward
green fee adjustment due to the temporary greens on holes #16 and #17. 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, rack rate rounds are expected to increase in FY2017 which should
mitigate the lower per golfer revenue in the other categories.
1
City of Allen 213 FY2017 Budget
I
CITY OF ALLEN
I
CITY OF ALLEN
ASSET FORFEITURE FUND
REVENUE AND EXPENDITURE SUMMARY
FISCAL YEAR 2016 - 2017
REVENUES
2014-2015
2015-2016
2015-2016
2016-2017
2015-2016
ACTUAL
2016-2017
Operating Revenues
ACTUAL
Public Safety
BUDGET
110,785
AMENDED
129,292
BUDGET
State Forfeiture
38,331
114,453
40,000
35,000
35,000
Federal Forfeiture - Justice Funds
93,593
175,000
100,000
150,000
TOTAL OPERATING REVENUES
$ 131,924
$
215,000
$
135,000
$
185,000
Non -Operating Revenues
Interest
580
550
660
660
Auction Revenue
2,499
10,000
5,000
TOTAL NON-OPERATING REVENUES
$ 3,079
$
550
$
10,660
$
5,660
TOTAL REVENUES
$ 135,003
$
215,550
$
145,660
$
190,660
' TOTAL EXPENSES $ 112,425 $ 110,785 $ 114,453 $ 129,292
1
PROJECTED FUND BALANCE 10/1 $ 64,483 $ 95,690
TOTAL PROJECTED REVENUES 145,660 190,660
TOTAL PROJECTED EXPENDITURES (114,453( (129,292(
PROJECTED FUND BALANCE 9/30 $ 95,690 $ 157,058
City of Allen 214 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
EXPENDITURES
ACTUAL
BUDGET
AMENDED
BUDGET
Public Safety
112,425
110,785
114,453
129,292
TOTAL PUBLIC SAFETY
$ 112,425 $
110,785 $
114,453
$ 129,292
' TOTAL EXPENSES $ 112,425 $ 110,785 $ 114,453 $ 129,292
1
PROJECTED FUND BALANCE 10/1 $ 64,483 $ 95,690
TOTAL PROJECTED REVENUES 145,660 190,660
TOTAL PROJECTED EXPENDITURES (114,453( (129,292(
PROJECTED FUND BALANCE 9/30 $ 95,690 $ 157,058
City of Allen 214 FY2017 Budget
1
ASSET FORFEITURE FUND
ORGS 5085250-5085260
No Personnel in this Department
City of Allen 215 FY2017 Budget
' 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.
1
City of Allen 216 FY2017 Budget
FEDERAL FORFEITURE EXPENSE -JUSTICE
20 Helmets, Shields and Batons
Forensic Computer System and Training
Zetx Investigative Software and Training
12 Analysts Notebook/Maintenance
Conversion of In -Car Camera System
12 Rifles, Light System and Magazines
TOTAL CAPITAL
12,912
FUND
12,363
DEPARTMEN
3,600
-
4,000
-
-
100,000
ASSET FORFEITURE
9,000
ASSET FORFEITURE
109,000
EXPENDITURE
SUMMARY
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Supplies(Tools/Small Equipment)
99,213
110,785
84,161
109,000
Professional Services
13,212
-
30,292
20,292
DEPARTMENTTOTAL
$
112,425
$ 110,785
$
114/153
$
129,292
2014-2015
2015-2016
2015-2016
2016-2017
TOOLS/SMALL EQUIPMENT
ACTUAL
BUDGET
AMENDED
BUDGET
State Forfeiture/Seizure Expense
5,620
26,939
51,286
-
FederalForfeitureExp- Justice
93,593
83,846
32,875
109,000
SUBTOTAL
$
99,213
$ 110,785
$
84,161
$
109,000
PROFESSIONAL SERVICES
State Forfeiture/Seizure Expense
13,212
-
13,292
13,292
Federal Forfeiture Exp - Justice
17,000
7,000
SUBTOTAL
$
13,212
$ -
$
30,292
$
20,292
TOTAL EXPENSES
$
112,425
$ 110,785
$
114,453
$
129,292
'2015-2016
20162017
STATE FORFEITURE/SEIZURE EXPENSE
AMENDED
BUDGET
37 Taser, Holsters, BatteryPacks and Cartridges
51,286
TOTAL CAPITAL
$
51,286
$
FEDERAL FORFEITURE EXPENSE -JUSTICE
20 Helmets, Shields and Batons
Forensic Computer System and Training
Zetx Investigative Software and Training
12 Analysts Notebook/Maintenance
Conversion of In -Car Camera System
12 Rifles, Light System and Magazines
TOTAL CAPITAL
12,912
-
12,363
-
3,600
-
4,000
-
-
100,000
9,000
32,875
109,000
City of Allen 217 FY2017 Budget
CITY OF ALLEN
t HOTEL OCCUPANCY TAX FUND
REVENUES AND EXPENDITURES BY FUNCTION
FISCAL YEAR 2016 - 2017
REVENUES
2014-2015
2015-2016
2015-2016
2016-2017
Operating Revenues
ACTUAL
BUDGET
AMENDED
BUDGET
Hotel Occupancy Ta.
1,544,160
1,788,243
1,595,815
1,763,785
TOTAL OPERATING REVENUES
$ 1,544,160
$ 1,788,243
$ 1,595,815
$ 1,763,785
Non-Ooeraone Revenues
$ 1,148,780
$ 1,296,500
$ 1,299,200
$ 1,354,865
Interest
16,979
17,000
20,400
20,400
TOTAL NON-OPERATING REVENUES
$ 16,979
$ 17,000
$ 20,400
$ 20,400
TOTAL REVENUES $ 1,561,139 $ 1,805,243 $ 1,616,215 $ 1,784,185
EXPENDITURES
2014-2015
2015-2016
2015-2016
2016-2017
Culture & Recreation
ACTUAL
BUDGET
AMENDED
BUDGET
Grants
391,459
390,570
390,570
395,570
Convention and Visitors Bureau
757,321
905,930
908,630
959,295
TOTAL EXPENDITURES
$ 1,148,780
$ 1,296,500
$ 1,299,200
$ 1,354,865
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENDITURES
PROJECTED FUND BALANCE 9/30
FUND BALANCE ASSIGNED FOR HOTEL/CONVENTION CENTER
REMAINING FUND BALANCE
TOTAL RESTRICTED FUND BALANCE
$ 3,646,160 $
3,963,175
1,616,215
1,784,185
(1,299,200)
(1,354,865)
$ 3,963,175 $
4,392,495
2,050,000
3,100,000
1,913,175
1,292,495
3,963,175
4,392,495
City of Allen 218 FY2017 Budget
U
HOTEL OCCUPANCY TAX FUND
ORG
5067100
Asistant Qly Manager
CVB Dirator
1
Marketing Speoalist
1
CVH Sales Manager
1
CVB Intern
5
City of Allen 219 FY2017 Budget
' 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, as allowed by state law.
Goal 4. Signify,enhance, and communicate Allen's identity to the region and the nation
Strategy 10. Emphasize marketing efforts to communicate Allen's identity
• 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.
• Launched in house management for search engine marketing on February 1, 2016 (reporting timeframe February
1,1016—May 31, 1016).
• Google Ad Words;937,502 impressions and 4,570 clicks/interactions.
• Bing Ads; 17,322 impressions & 214 clicks; Total Search Results; 954,824 impressions and 4,784 clicks/interactions
• Gained 172 new Facebook page likes.
• Launched Instagram account with interactive frames and the official hashtag, #VisitAllen.
• Launched Linked In business page.
• May 2015- May 2016, wsitAlllenTexas.com received 45,840 total visits; 112,892 page views, 86,334 unique page
views and Hotel "Where to stay page" received views 12,356 with unique hotel page views: 7,535.
• Continued the NorthTexasShopping.com partnership website 262,149 total views.
• Visitors Guide — distributed 6,000 copies of the visitor's guides May 201 - May 2016 and over 2,000 digital
downloads.
• Maintained awareness of Allen with Texas Travel Centers.
' Increased planner database with over 500 new planners through prospecting, lead generation and database
development and handled over 200 RFPs.
Hosted customer events during Lenny Kravitz, Counting Crows and River Dance Concert and at Nine Band Brewery.
• Attended the Connect Meetings, Connect Texas, Small Meetings and Rejuvenate Marketplace tradeshows.
• Showcased Destination Allen during National Tourism Week in May by hosting a partner Travel Rally.
• 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, Allen Event Center and Parks & Recreations ,
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Strategy 10. Emphasize marketing efforts to communicate Allen's identity
• Continue to position the city of Allen's LV8 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 and hosting customer events/FAM by working with our
destination partners on key projects to successfully sell Allen as a destination.
• Showcase Destination Allen during National Tourism Week in May.
• Develop Destination Partner Program to increase partner participation.
• Increase video library footage of event activity and personal feedback from visitors and planners and us in
engaging ways.
Continue to increase social media such as Facebook, Twitter, and Linked In, in engaging ways.
Continue Hotel Occupancy Tax Grants to assist in funding local non-profit organizations.
City of Allen 220 FY2017 Budget
r,+
L
2014-2015
2015-2016
2015-2016
2016-2017
OPERATIONS
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Operations
366,459
388,570
388,570
393,570
Professional Services
-
2,000
2,000
2,000
Transfers Out
25,000
2,200
2,200
2,200
DEPARTMENT TOTAL
391,459
5 390,570
390,570
395,570
r,+
L
PROFESSIONAL SERVICES
Legal Expenses
2014-2015
2015-2016
2015-2016
2016-2017
OPERATIONS
ACTUAL
BUDGET
AMENDED
BUDGET
Advertising
180
270
270
270
Community Events P&R
38,745
60,000
60,000
60,000
Allen Ovic Ballet
10,000
10,000
10,000
10,000
Allen Community Theatre
2,200
2,200
2,200
2,200
Allen Chamber of Commerce
2,615
1,600
1,600
1,600
Allen Heritage Guild
2,428
2,500
2,500
2,500
Philharmonic Symphony
30,000
30,000
30,000
30,000
Connemara Conservancy
3,000
3,000
3,000
3,000
Friends of the Library
3,500
5,000
5,000
10,000
Allen Arts Alliance
4,000
4,000
4,000
4,000
Event Center Marketing and Advertising
234,792
235,000
235,000
235,000
'
Lone Star Basketball Conference
35,000
35,000
35,000
35,000
SUBTOTAL
366,459
388,570
388,570
393,570
PROFESSIONAL SERVICES
Legal Expenses
2,000
2,000
2,000
SUBTOTAL
-
2,000
2,000
2,000
TRANSFERS OUT
Operating Transfer Out
25,000
SUBTOTAL
25,000
-
-
-
TOTAL EXPENDITURE
391,459
390,570
390,570
395,5.
NO CAPITAL EXPENSES
City of Allen 221 FY2017 Budget
FUND DEPARTMENT/DIVISION ORG
HOTEL OCCUPANCY TAX CONVENTION & VISITORS 5067100
BUREAU
EXPENDITURE SU
I
2014-2015
2014-2015
2015-2016
2015-2016
2016-2017
ACTUAL
CLASSIFICATION
ACNIAL
BUDGET
AMENDED
BUDGET
206,724
Personnel Services
247,021
285,767
285,767
333,632
604
Operations
208,928
302,158
370,008
406,583
2,340
Supplies
1,506
3,945
5,000
3,945
TMRS
Maintenance
-
-
500
500
173
Professional Services
299,866
286,060
219,355
214,635
32,293
Capital
42,852
28,000
28,000
2,216
2,216
DEPARTMENT TOTAL
757,321
$ 905,930
$ 908,630
959,295;
330
Life Insurance
184
195
195
189
Flexible Spending
176
2014-2015
2015-2016
2015-2016
2016-2017
SUBTOTAL $ 247,021
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
CVB Director
1
1
1
1
CVB Sales Manager
1
1
1
2
Marketing Specialist
1
1
1
1
TOTAL FULL TIME
3
3
3
4
PARTTIME
'
CVB Intern
TOTAL FULL TIME
0.0
0.0
0.5
0.5
0.5
0.5
0.5
0.5
TOTAL FULL -TIME -EQUIVALENT
3.00
3.50
3.50
4.50
I
City of Allen 222 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
174,500
206,724
206,724
233,339
Longevity
496
604
604
560
Overtime
814
2,340
2,340
2,340
FICA
12,738
13,605
13,605
17,175
TMRS
24,847
26,987
26,987
33,474
Worker's Compensation
173
358
358
438
Health Insurance
30,771
32,293
32,293
42,852
Dental Insurance
2,080
2,216
2,216
2,720
Long-term Disability
242
266
266
330
Life Insurance
184
195
195
189
Flexible Spending
176
179
179
215
SUBTOTAL $ 247,021
$ 285,767 $
285,767
$ 333,632
City of Allen 222 FY2017 Budget
1
1
FUND DEPARTMENT/DIVISION ORG
HOTEL OCCUPANCY TAX CONVENTION & VISITORS 5067100
BUREAU
SUPPLIES
General Supplies
2014-2015
2015-2016
2015-2016
2016-2017
OPERATIONS
ACTUAL
BUDGET
AMENDED
BUDGET
Fuel
-
-
2,000
2,000
Training & Travel
11,198
6,600
12,850
14,800
Dues & Subscriptions
21,745
7,000
9,475
10,820
Postage & Freight
2,625
3,800
3,800
3,800
Advertising
68,723
94,913
152,038
154,913
Outside Printing
3,817
15,385
15,385
15,385
Meetings & Receptions
14,481
20,094
20,094
20,094
Special Activities
50,550
109,200
109,200
109,200
Vehicle Replacement Contribution
-
-
-
2,800
Marketing Expenses
35,789
45,166
45,166
72,771
SUBTOTAL
$ 208,928
$ 302,158 $
370,008
$ 406,583
SUPPLIES
General Supplies
1,506
3,945
5,000
3,945
SUBTOTAL
$ 1,506
$
3,945
$
5,000
$
3,945
MAINTENANCE
Vehicle Maintenance
500
500
SUBTOTAL
$ -
S
-
$
500
$
Soo
PROFESSIONAL SERVICES
Professional Services
299,006
285,200
218,495
213,775
Post -Employment Funding Expense
860
860
860
860
SUBTOTAL
$ 299,866
$
286,060
$
219,355
$
214,635
CAPITAL OUTLAY
Vehicles
28,000
28,000
SUBTOTAL
$ -
$
28,000
$
28,000
$
-
TOTAL EXPENDITURE
$ 757,321
$
905,930
$
908,630
$
959,295
2014-2015 2015-2016
VEHICLES AMENDED BUDGET
Ford Explorer 28,000
$ 28,000 $
City of Allen
223
FY2017 Budget
I
MMF7PERFORMANCE MEAS
Allen Hotels & Rooms
Allen currently has seven existing
hotels. At the end of 2016, the Hyatt
Place will finish construction with
another one in the development
phase (opening September 2017).
350
290
300
250
2
28
200150
150
103
87 114 104
90
100
59
50
0
�
0 c' 0 -AP
a�0� �-
ZC �J`o9 �J �y
4r aha g & b
Ja o0
G c
O
�6vA cmc o i�cc o� �Q�a
Z,oF �'tyop�•c
�c
CPO�.` �o\6a
Online Marketing
Online Marketing Actuals
The Allen CVB 1,400 --
200
' opened its doors in o's 1,000 150 ¢
July 2009 and 29 600 ' 100 008
launched its brand E= q00 �,_ atl'
during the summer of 200 , 50 S
2012. Over the past 0 Fv2014 Fv2015 FY2016 Est - =
three years since .Impressions 788,140 917.672 1,206.275
establishing the Allen .crcks 17,638 21.679 10.396
CTR 223% 2.36% 0.86%
brand, the CVB's
primary marketing
focus was to establish Allen as a meetings destination in the DFW Region and to create brand
awareness. The campaign has been very successful with the online advertising garnering significant
results.
Economic Impact
The economic impact of tourism 200
in Allen continues to grow and
150
supports 1,460 jobs in Allen. In p
2014, $156 million was spent on E 100
tourism in Allen. 2014 is the _
most current year for which c 50
' data is available.
0
Economic Impact
2010 2012 2013 2014
■Toursim Spending o Total Employment
2,000
1,500
1,000
500
0
City of Allen 224 FY2017 Budget
I
CITY OF ALLEN
I
CITY OF ALLEN
' GRANTFUND
REVENUES AND EXPENDITURES BY FUNCTION
FISCAL YEAR 2016 - 2017
P
REVENUES
2014-2015
2015-2016
2015-2016
2016-2017
Operating Revenues
ACTUAL
BUDGET
AMENDED
BUDGET
Fire Grants
-
785
1,564
1,704
Police Grants
108,757
122,556
134,279
192,758
Library Grants
39,550
56,525
46,869
66,912
Park & Recreation Grants
182,807
-
-
-
Planning
458,261
597,450
312,418
560,465
Solid Waste Grants
22,360
TOTAL OPERATING REVENUES
$ $11,735
$ 777,316
$ 495,130
$ 821,839
Non-Ooeratinc Revenues
Interest on Investments
784
1,300
1,560
1,560
Contributions/Sponsorships
215,000
-
-
-
Other Reimbursements
16,767
10,800
-
-
Operating Transfer ln
69,060
79,573
87,744
92,157
TOTAL NON-OPERATING REVENUES $
301,612 $
91,673 $
89,304 $
93,717
TOTAL REVENUES $ 1,113,347 $ 868,989 $ 584,434 $ 915,556
2014-2015 2015-2016 2015-2016 2016-2017
ACTUAL BUDGET AMENDED BUDGET
EXPENDITURES
Grants 1,083,900 1,090,001 812,079 913,037
TOTAL EXPENDITURES $ 1,083,900 $ 1,090,001 $ 812,079 $ 913,037
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1 $ 430,537 $ 202,892
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENDITURES
PROJECTED FUND BALANCE 9/30
584,434 915,556
(812,079) (913,037)
$ 202,892 $ 205,411
City of Allen 225 FY2017 Budget
I
1
GRANTFUND
ORGS 5500100-5506010
No Personnel in this Department
City of Allen 226 FY2017 Budget
' The Grant Fund was created to track state and federal grants received and matching funds committed. Grants are
tracked by department within each of the funds. For purposes of staffing count, all personnel are shown under
their respective operating divisions.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
• Materials Management Project — grant funds awarded from the North Texas Council of Governments
passed thru from the Texas Commission on Environmental Quality for the construction of a shared -use
container enclosure and purchase of recycling receptacles at Watters Branch Community Park.
• Arts Respond Performance Support Grants — multiple grant awards received from the Texas Commission
on the Arts in support of arts programming at the Allen Public Library.
• Selective Traffic Enforcement Program Grant — grant funds received from the Texas Department of
Transportation for the enforcement of traffic laws by targeting seat belt violations and violators of the
speed limit.
• Family Violence Investigation and Prevention Officer Grant—allowed the Police Department to dedicate
a full time position to violent family and domestic abuse situations and to educate the public in relation
to family violence.
• Community Development Block Grant(CDBG)—grantfunds received from the U.S. Department of Housing
and Urban Development used to provide funding to public service agencies and assistance for low and
moderate income families.
Objectives forr 1
Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen
• Mental Health Coordinator— pursue funding through the Bureau of Criminal Justice Division for a licensed
Mental Health Coordinator to assist mental health consumers within the City by bridging the gaps
between law enforcement, mental health providers, and persons in need of mental health services.
• Force Options Simulator—pursue funding through the 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— continue to pursue the third year of funding
that will allow the Police Department to continue to dedicate a full time position to violent family and
domestic 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 in order to provide funding to public service agencies and assistance for
low and moderate income families.
City of Allen 227 FY2017 Budget
I
1
City of Allen
228
FY2017 Budget
-
EXPENSE SUMMARY
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Fire
-
785
1,564
1,704
Police
160,989
203,441
221,789
282,456
Library
39,811
62,525
48,309
68,412
Park & Recreation
179,101
-
-
-
Planning
681,639
823,250
347,256
560,465
Grant Administration
-
-
193,161
-
Solid Waste
22,360
DEPARTMENTTOTAL
$ 1,083,900
$
1,090,001
$
812,079
913,037
2014-2015
2015-2016
2015-2016
2016-2017
FIRE DEPARTMENT
ACTUAL
BUDGET
AMENDED
BUDGET
LEOSE
785
1,564
1,704
SUBTOTAL
$ -
$
785
S
1;564
$.
1,704
POLICE DEPARTMENT
Family Violence Investigator
100,494
99,090
99,090
105,325
STEP Overtime Grant
53,000
81,090
89,146
81,090
TCLEOSE Training Grant
1,079
14,332
14,332
14,332
Bulletproof Vest Partnership Grant
6,417
8,929
19,221
16,709
Force Simulator Grant
65,000
SUBTOTAL
$ 160,989
$
203,441
$
221,789
$
282,456
LIBRARY
Collin County Library Grant
34,970
57,588
43,500
63,512
Texas Commission on the Arts
3,020
2,500
2.880
3,000
Interlibrary Loan Program
1,821
2,437
1,929
1,900
SUBTOTAL
$ 39,811
$
62,525
$
48,309
$
68,412
PARKS & RECREATION
Cottonwood Creek -Texas Wildlife
179,101
SUBTOTAL
$ 179,101
$
-
$
$
PLANNING DEPARTMENT
Job Access/Reverse Commute Grant
430,000
430,000
52,059
-
Home Repair
202,728
339,262
241,697
507,465
Public Service Agencies
44,451
43,988
43,500
48,000
CDBG Administration
4,461
10,000
10,000
5,000
SUBTOTAL
$ 681,639
$
823,250
$
347,256
$
560,465
GRANT ADMINISTRATION
Miscellaneous Expense
$
$
$
193,161
$
SUBTOTAL
$ -
$
-
$
193,161
$
-
SOUD WASTE
Solid Waste Implementation Grant
$ 22,36D
$
$
$
SUBTOTAL
$ 22,360
$
-
$
-
$
-
TOTAL EXPENDITURES
$ 1,083,900
$
1,090,001
$
812,079
$
913,037
City of Allen
228
FY2017 Budget
CITY OF ALLEN
SPECIAL REVENUE FUND
'
REVENUE AND EXPENDITURE SUMMARY
FISCAL YEAR 2016 - 2017
REVENUES 2014-2015 2015-2016
2015-2016
2016-2017
Operating Revenues ACTUAL BUDGET
AMENDED
BUDGET
Public Education Government Access Fees - -
-
262,819
Juvenile Case Management Fine Revenue - -
-
61,506
Court Security Fine Revenue - -
-
36,927
Court Technology Fine Revenue - -
-
49,247
Red Light Fine Revenue
10,000
TOTALOPERATING REVENUES $ - $ -
$ -
$
420,499
Non -Operating Revenues
Interest - -
-
-
Intergovernmental (Radio System) - -
-
46,824
Operating Transfer In
1,374,954
TOTAL NON-OPERATING REVENUES $ - $ -
$ -
$
1,421,778
TOTAL REVENUES $ $
$
$
1,842,277
2014-2015 2015-2016
2015-2016
2016-2017
EXPENDITURES ACTUAL BUDGET
AMENDED
BUDGET
Public Education Government Access Fees - -
-
172,100
'
Juvenile Case Management
58,537
Court Security
102,828
Court Technology - -
-
33,668
Red Light - -
-
10,000
Radia System
108,115
TOTAL EXPENDITURES $ $
$
$
485,248
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENDITURES
PROJECTED FUND BALANCE 9/30
1,842,277
(485,248)
$ 1,357,029
City of Allen 229 FY2017 Budget
LJ
1
SPECIAL REVENUE FUND
ORGS 5401211-5403301
Personnel in this fund are shown on the departmental Org Charts
City of Allen 230 FY2017 Budget
' 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 231 FY2017 Budget
pera Ing _
SUBTOTAL $
COURT SECURITY
Personnel (Court Bailiff)
Operating Costs _
SUBTOTAL $
COURTTECHNOLOGY
Computer Equipment & Software
$ 58,537
102,828
$ 102,828
SUBTOTAL $ - $ - S - $ 33,668
RED LIGHT
Personnel - - - 3,500
Tools/Small Equip - - - 5,500
Professional Services 1,000
SUBTOTAL $ - $ - $ - $ 10,000
RADIO SYSTEM
Capital 108,115
SUBTOTAL $
- $
- $
$
108,115
TOTAL EXPENSES $
2014-2015
2015-2016
2015-2016
2016-2017
$.
ACTUAL
BUDGET
AMENDED
BUDGET
ORGANIZATIONS
PEG Expenses
-
-
-
172,100
Juvenile Case Management
-
-
-
58,537
Count Security
-
-
-
102,828
Court Technology
-
-
-
33,668
Red Light
-
-
-
10,000
Radio System
108,115
DEPARTMENTTOTAL
EXPENSE
DETAIL
2014-2015
2015-2016
2015-2016
2016-2017
PEG EXPENSES
ACTUAL
BUDGET
AMENDED
BUDGET
Tools/Small Equip
-
-
-
17,100
Professional Services
-
-
-
26,000
Machinery & Equipment
129,000
SUBTOTAL $
-
$ -
$ -
$ 172,100
JUVENILE CASE MANAGEMENT
Personnel (Juvenile Case Manager)
-
-
-
58,537
0C Costs is
-
pera Ing _
SUBTOTAL $
COURT SECURITY
Personnel (Court Bailiff)
Operating Costs _
SUBTOTAL $
COURTTECHNOLOGY
Computer Equipment & Software
$ 58,537
102,828
$ 102,828
SUBTOTAL $ - $ - S - $ 33,668
RED LIGHT
Personnel - - - 3,500
Tools/Small Equip - - - 5,500
Professional Services 1,000
SUBTOTAL $ - $ - $ - $ 10,000
RADIO SYSTEM
Capital 108,115
SUBTOTAL $
- $
- $
$
108,115
TOTAL EXPENSES $
$.
$
$..
4811
2014-2015 2015-2016 2015-2016 2016-2017
RADIO SYSTEM ACTUAL BUDGET AMENDED BUDGET
' NICE Perform System - Dispatch 108,115
$ 108,115
City of Allen
232
FY2017 Budget
CITY OF ALLEN
' REPLACEMENT FUND
REVENUES AND EXPENSES BY FUNCTION
FISCAL YEAR 2016 - 2017
REVENUES
2014-2015
2015-2016
2015-2016
2016-2017
Operating Revenues
ACTUAL
BUDGET
AMENDED
BUDGET
General Fund
1,664,370
1,767,780
1,767,780
2,432,031
Water &Sewer
267,741
271,725
271,725
294,875
Solid Waste
24,134
17,464
17,464
20,795
Drainage
43,375
56,863
56,863
90,561
Convention/Visitor's Bureau
FUND BALANCE PROJECTIONS
2,800
TOTAL OPERATING REVENUES
$ 1,999,620
$ 2,113,832
S 2,113,832
$ 2,841,062
Non -Operating Revenues
Interest
55,601
57,500
69,000
69,000
Auction Revenue
64,459
83,500
170,000
80,000
Other Reimbursements
2,088
-
-
-
Operating Transfer In
895,851
3,313,117
Transfer Out
220,000
TOTAL NON-OPERATING REVENUES $
1,017,999 $
141,000 $
239,000 $
369,000
TOTAL REVENUES $ 3,017,619 $ 2,254,832 $ 2,352,832 $ 3,210,062
EXPENSES
2014-2015
2015-2016
2015-2016
2016-2017
Capital Outlav
ACTUAL
BUDGET
AMENDED
BUDGET
Replacement
2,534,052
2,764,985
3,494,233
3,313,117
Transfer Out
201,443
TOTAL EXPENDITURES
$ 2,534,052
$ 2,764,985
$
3,494,233
$ 3,514,560
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
$
11,423,137
$ 10,281,736
TOTAL PROJECTED REVENUES
2,352,832
3,210,062
TOTAL PROJECTED EXPENSES
(3,494,233)
(3,514,560)
PROJECTED FUND BALANCE 9/30
$
10,281,736
$ 9,977,238
1
City of Allen 233 FY2017 Budget
REPLACEMENT FUND
ORGS 6001410-6008210
No Personnel in this Department
City of Allen 234 FY2017 Budget
' 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 4. Ensure excellent fiscal management to maintain public trust
• Continued paying into this fund for vehicles, equipment, and technology items that are to be replaced in
the near future.
IQbjectives for FY 2017:
Goal 6. Maintain operational excellence in City government services
Strategy 4. Ensure excellent fiscal management to maintain public trust
• Continue to ensure that revenues are adequate to facilitate future replacements.
City of Allen 235 FY2017 Budget
I
City of Allen
236
FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
CLAS51FICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Capital
2,534,052
2,764,985
3,494,233
3,313,117
Transfers Out
-
201,443
DEPARTMENTTOTAL
2,53��4,0522���2,764,985
3,494,233
$
3,514,560
... -.
iiFBiL
,
CAPITAL OUTLAY
2014-2015
2015-2016
2015-2016
2016-2017
Technoloev
ACTUAL
BUDGET
AMENDED
BUDGET
Replacements - All Departments
914,294
121,500
652,861
725,292
SUBTOTAL
$
914,294
$
121,500
$
652,861
$
725,292
Vehicles & Eawoment
Municipal Court - Court Technology
-
16,743
-
-
Fire
305,176
1,406,400
1,448,500
1,246,870
Police
299,487
515,033
595,033
599,294
Parks
184,189
268,810
268,810
145,161
Community Development
-
100,487
100,487
-
Community Services
161,917
-
-
28,000
Engineering
-
47,712
47,712
-
Public Works
668,989
288,300
380,830
568,500
SUBTOTAL
$
1,619,758
$
2,643,485
$
2,841,372
$
2,587,825
TOTAL CAPITAL
2,534,052
2,764,985
$
3,494,233
3,313,117
Other Financing Uses
Transfers Out
201,443
SUBTOTAL
$
-
$
-
$
-
$
201,443
TOTAL EXPENSES
2,534,052
$
2,764,985
3,494,233
3,514,560
City of Allen
236
FY2017 Budget
1
1
CAPITAL EXPENSE LIST
2016-2017
TECHNOLOGY
QUANTITY
BUDGET
Servers and Switches
Equipment
160,331
IT Master Plan
Professional Services
564,961
SUBTOTAL
$
725,292
EQUIPMENT
Parks
Equipment
3
115,561
Public Works
Equipment
1
57,000
SUBTOTAL
$
172,561
VEHICLES
Fire
Vehicles
5
1,246,870
Police
Vehicles
11
599,294
Parks
Vehicles
1
29,600
Community Services
Vehicles
1
28,000
Public Works
Vehicles
4
511,500
SUBTOTAL
S
2,415,264
TOTAL CAPITAL
3,313,117
City of Allen 237 FY2017 Budget
CITY OF ALLEN
I
CITY OF ALLEN
FACILITY MAINTENANCE FUND
REVENUES AND EXPENSES BY FUNCTION
FISCAL YEAR 2016 - 2017
REVENUES 2014-2015 2015-2016 2015-2016 2016-2017
Non -Operating Revenues ACTUAL BUDGET AMENDED BUDGET
Interest - - - -
Reimbursements - - - -
Transfer ln 1,560,805 600,000
TOTAL NON-OPERATING REVENUES $ - $ - $ 1,560,905 $ 600,000
TOTALREVENUES $ $ $ 1,560,805 $ 600,000
EXPENSES 2014-2015 2015-2016 2015-2016 2016-2017
Maintenance ACTUAL BUDGET AMENDED BUDGET
Facility Maintenance 985,868 439,200
TOTAL EXPENDITURES $ $ $ 985,868 $ 439,200
FUND BALANCE PROJECTIONS
City of Allen 238 FY2017 Budget
PROJECTED FUND BALANCE 10/1 $ - $
- $ - $
574,937
'
TOTAL PROJECTED REVENUES -
- 1,560,805
600,000
TOTAL PROJECTED EXPENSES -
- (985,868)
(439,200)
PROJECTED FUND BALANCE 9/30 $ $
$ 574,937 $
735,737
City of Allen 238 FY2017 Budget
FACILITY MAINTENANCE FUND
ORG 6056510
No Personnel in this Department
City of Allen 239 FY2017 Budget
' The Facility Maintenance Fund accumulates resources to address large repairs of 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 240 FY2017 Budget
I
H
1
City of Allen
TOTAL EXPENSES $ - 1,017,168 $ 439,200
241
FY2017 Budget
2014-2015 2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL BUDGET
AMENDED
BUDGET
Facility Maintenance
- -
985,868
439,200
Professional Services
31,300
DEPARTMENTTOTAL
2014-2015 2015-2016
2015-2016
2016-2017
ACTUAL BUDGET
AMENDED
BUDGET
Maintenance
Facility Maintenance
$ $
$ 985,868
$
439,200
SUBTOTAL
- -
985,868
439,200
Professional Services
Professional Services
$ $
5 31,300
$
SUBTOTAL
- -
31,300
-
TOTAL EXPENDITURES
1,017,168
$
439,200,
2014-2015 2015-2016
2015-2016
2016-2017
Proied,
ACTUAL BUDGET
AMENDED
BUDGET
Bid Advertising
$ - $ -
$ 2,500
$
-
AnimalSelterHVAC
- -
67,000
-
AnimalSelterKennels/Flooring/Repans
- -
140,000
-
AnimalShelterMonumentSignLEDScreen
- -
40,000
-
City Hall Panic Buttons
- -
4,798
-
Bullet Resistant Product @ Council Chambers
- -
21,000
-
GolfCourse Doors/Bailiff Glass/Panic Hardware
- -
18,000
-
MiscCube Work (Engineenng/Code/IT/Parks)
- -
25,000
-
LibraryEnergyManagementControls
- -
90,000
-
Doom Epoxy Flooring to Celebration Restrooms
- -
19,092
-
NewEnergyManagementControls
- -
33,760
-
ConsultantforPhaselofPD HVAC
- -
8,390
-
Access Control Proints for Stairwell Doors
- -
25,139
-
FireLifeSafetyRelay
- -
1,322
-
Signage Throughout
- -
10,000
-
1stFloor Lobby Renovations
- -
9,000
-
RecarpetallGolfCourse areas; add double doors
- -
41,922
-
ConsultantforUbrary/Animal Shelter HVAC
- -
18,000
-
Pressure Wash Library
- -
4,000
-
MCPAR Replace 19 VAV Boxes/EMS Controls
- -
157,569
-
Replace Exterior Parking Pole Fixtures
- -
7,326
-
New Grates in Old Kennels/Fence Repair
- -
3,872
-
Paint City Hall Interior/PD Headquarters
- -
32,200
-
FurnitureforBasementMeetingRooms
- -
32,174
-
Misc Concrete Repairs
- -
10,000
-
Emergency Replacement of Training Room HVAC
- -
76,424
-
Replace 1st Floor City Hall Carpet
- -
25,840
-
Trace Out Generator Load
- -
540
-
Allen Event Center Elevator Repair
- -
46,000
Emergency Ice Rink Repair
- -
31,300
-
UnprogrammedFacilityMalntenance
15,000
439,200
SUBTOTAL
$ - $ -
$ 1,017,168
$
439,200
City of Allen
TOTAL EXPENSES $ - 1,017,168 $ 439,200
241
FY2017 Budget
CITY OF ALLEN
' RISK MANAGEMENT FUND
REVENUES AND EXPENSES BY FUNCTION
FISCAL YEAR 2016 - 2017
REVENUES
Operating Revenues
2014-2015
2015-2016
2015-2016
2016-2017
2015-2016
ACTUAL
2016-2017
Charges for Self Insurance:
ACTUAL
Administration
BUDGET
442,766
AMENDED
484,991
BUDGET
Employee
1,850,185
9,095,587
2,081,741
Worker's Compensation
2,081,741
423,261
2,081,741
Employer
7,361,146
504,679
8,111,137
590,000
8,111,137
Otherinsurance
8,111,137
COBRA & Retiree Reimbursements
141,068
796,319
172,000
$ 10,712,110
172,000
$ 11,177,554
172,000
Worker's Compensation Charges
290,059
FUND BALANCE:
532,539
532,539
532,539
Post Employment Funding
217,450
$
217,450
$ 4,757,184
217,450
$ 5,692,846
187,450
Other Insurance Charges
590,845
436,774
611,078
520,943
611,078
611,078
Other Reimbursements
322,166
917,413
2,500
817,644
2,500
TOTAL FUND BALANCE:
165,500
TOTAL OPERATING REVENUES
$ 10,772,919
$
11,728,445
$
11,728,445
$
11,861,445
Non -Operating Revenues
Interest
27,847
29,000
34,800
34,800
Operating Transfer In
489,844
445,375
445,375
482,462
TOTAL NON-OPERATING REVENUES
$ 517,691
$
474,375
$
480,175
$
517,262
TOTAL REVENUES
$ 11,290,610
$
12,202,820
$
12,208,620
$
12,378,707
EXPENSES
2014-2015
2015-2016
2015-2016
2016-2017
'
General Government
ACTUAL
BUDGET
AMENDED
BUDGET
Administration
355,887
442,766
432,516
484,991
Health and Dental
8,909,720
9,095,587
9,095,587
8,898,387
Worker's Compensation
415,075
423,261
448,370
521,190
Post Employment
504,679
590,000
590,000
590,000
Otherinsurance
526,749
611,081
611,081
796,319
TOTAL GENERAL GOVERNMENT
$ 10,712,110
$ 11,162,695
$ 11,177,554
$ 11,290,887
City of Allen 242 FY2017 Budget
TOTAL EXPENSES
$
10,712,110
$ 11,162,695
$ 11,177,554
$ 11,290,887
FUND
BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
$
4,345,396
$ 5,136,189
$ 4,923,896
$ 5,954,962
TOTAL PROJECTED REVENUES
11,290,610
12,202,820
12,208,620
12,378,707
TOTAL PROJECTED EXPENSES
(10,712,110)
(11,162,695)
(11,177,554)
(11,290,887)
PROJECTED FUND BALANCE 9/30
$
4,923,896
$ 6,176,314
$ 5,954,962
$ 7,042,782
FUND BALANCE:
Health and Dental
$
3,484,234
$ 4,757,184
$ 4,431,134
$ 5,692,846
Worker's Compensation
436,774
501,717
520,943
532,292
Other Insurance
1,002,888
917,413
1,002,885
817,644
'
TOTAL FUND BALANCE:
$
4,923,896
$ 6,176,314
$ 5,954,962
$ 7,042,782
City of Allen 242 FY2017 Budget
I
1
RISK MANAGEMENT
ORG
6101810
Human Resources
Director
Manager I Risk Manager
Senior HR AnalystI Senior Risk Analyst
Benefit i
1
HR Analyst
Ben efi s
1
City of Allen 243 FY2017 Budget
' The purpose of the Risk Management Fund is to effectively manage the city's insurance contracts, and to recover
costs in order to maintain adequate reserve for premiums and claims. The Risk Management Fund includes the
health and dental insurance benefits offered to city employees, as well as property, liability, and workers
compensation insurance coverage. Contributions to the fund are comprised of charges to the operating
departments for the city's share of expenses, and payroll deductions for the employees' elected health and
supplemental coverage.
Goal 6. Maintain operational excellence in city government services
Strategy 2. Develop Human Resources programs to become the city that is the "Employer of Choice"
• Continue to develop new Risk Management programs ensuring the safety of all employees and citizens.
• Provide supervisor training for Risk Management program.
• 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.
Strategy 4. Ensure excellent fiscal management to maintain public trust
• Provide educational opportunities to employees to maximize benefits while reducing costs.
• Enhance the Wellness Program to increase participation and manage claims cost.
o Focus on reduction in tobacco usage.
o Refocus preventive screenings.
• Increase participation in the Employee Wellness Program through marketing and education.
• Continue to monitor and implement PPACA required benefit changes.
City of Allen 244 FY2017 Budget
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"
•
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.
•
Implemented new subrogation program to reduce repair cost for damaged property.
•
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 4. Ensure excellent fiscal management to maintain publictrust
•
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 ensuring essential health benefits.
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"
• Continue to develop new Risk Management programs ensuring the safety of all employees and citizens.
• Provide supervisor training for Risk Management program.
• 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.
Strategy 4. Ensure excellent fiscal management to maintain public trust
• Provide educational opportunities to employees to maximize benefits while reducing costs.
• Enhance the Wellness Program to increase participation and manage claims cost.
o Focus on reduction in tobacco usage.
o Refocus preventive screenings.
• Increase participation in the Employee Wellness Program through marketing and education.
• Continue to monitor and implement PPACA required benefit changes.
City of Allen 244 FY2017 Budget
TOTAL FULL -TIME -EQUIVALENT
SUMMARY
2015-2016
2015-2016
2016-2017
FULLTIME
-EXPENSE
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
252,405
337,691
337,691
353,666
Operations
10,113,068
10,455,598
10,470,457
10,388,815
Supplies
5,645
1,500
1,500
1,500
Maintenance
360
500
500
500
Professional Services
340,632
367,406
367,406
546,406
TMRS
DEPARTMENTTOTAL $ 10,712,110
$ 11,162,695
$ 11,177,554
$ 11,290,887
TOTAL FULL -TIME -EQUIVALENT
2014-2015
2015-2016
2015-2016
2016-2017
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
Risk Administrator
1
1
1
1
Senior Risk Analyst
1
1
1
1
Human Resources Analyst
0
0
0
1
Senior Human Resources Analyst
1
1
1
1
Benefits Specialist
1
1
1
0
TOTAL FULL TIME
4
4
4
4
TOTAL FULL -TIME -EQUIVALENT
4
4
4
4
y
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
184,353
240,696
240,696
258,056
Longevity
236
436
436
572
Overtime
2,789
-
-
-
FICA
13,881
17,588
17,588
18,957
TMRS
26,424
34,153
34,153
36,700
Worker's Compensation
194
452
452
494
Health Insurance
19,900
38,638
38,638
33,777
Health Savings Account
2,144
2,146
2,146
2,146
Dental Insurance
2,006
2,880
2,880
2,282
Long -Term Disability
243
337
337
391
Life Insurance
187
257
257
229
Flexible Spending
48
108
108
62
SUBTOTAL $
252,405
$ 337,691
$ 337,691 $
353,666
OPERATIONS
Fuel
-
2,000
2,000
2,000
Training/Travel/Mileage
5,066
9,015
7,845
8,345
Dues & Subscriptions
3,048
5,064
3,884
3,884
Printing & Reproduction
2,945
3,750
3,750
3,750
Insurance
1,763,137
2,158,993
2,158,993
2,004,031
Events/Activity
51,575
55,623
47,723
47,723
City of Allen 245 FY2017 Budget
EXPENSE DETAIL -CONTINUED
TOTAL EXPENSES $ 10,712,110 $ 11,162,695 $ 11,177,554 $ 11,290,887
NO CAPITAL ITEMS
City of Allen 246 FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
OPERATIONS - CONTINUED
ACTUAL
BUDGET
AMENDED
BUDGET
Workers Comp Premium
202,428
208,261
223,370
296,190
Health & Dental Claims
7,869,304
7,747,892
7,747,892
7,747,892
Workers Comp Claims
212,647
215,000
225,000
225,000
Risk Management Expenses
2,918
50,000
50,000
50,000
SUBTOTAL $
30,113,068
$
10,455,598
$
10,470,457
$
10,388,815
SUPPLIES
General Supplies
5,645
10500
1,500
1,500
SUBTOTAL $
5,645
$
11500
$
1,500
$
1,500
MAINTENANCE
Vehicle Maintenance
360
500
500
500
SUBTOTAL $
360
$
500
$
500
$
500
PROFESSIONAL SERVICES
Contractual Services
-
-
-
143,000
Professional Services
71,982
66,700
66,700
102,700
Immunization/Physical Expense
50,055
79,560
79,560
79,560
Post -Employment Funding Expense
218,595
221,146
221,146
221,146
SUBTOTAL $
340,632
$
367,406
$
367,406
$
546,406
TOTAL EXPENSES $ 10,712,110 $ 11,162,695 $ 11,177,554 $ 11,290,887
NO CAPITAL ITEMS
City of Allen 246 FY2017 Budget
1
II
Casualtv Proeram 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 Workers Compensation claims, General Liability claims and Automobile
claims.
Paid and reserved workers compensation claims have shown a decrease, as depicted in the chart
below:
$500,000
$400,000
$300,000
$200,000
$100,000
$0
Workers Compensation Program Costs
2013 2014 2015 2016 Est.
The chart below depicts the General Liability Claims for the past four years.
$120,000
$80,000
$40,000
$0
City of Allen
General Liability Program Cost
2013 2014 2015 2016 Est.
247
FY2017 Budget
' Total incurred Automobile Liability and Automobile Physical Damage claims since 2013 areshown
below:
$200,000
$180,000
$160,000
$140,000
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$0
Automobile Liability and Physical Damage Claim Costs
2013 2014 2015 2016 Est.
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 they turn into formal grievances.
Cdy of Allen 248 FV2017 Budget
I
CITY OF ALLEN
I
CITY OF ALLEN
' ECONOMIC DEVELOPMENT CORPORATION FUND
REVENUE AND EXPENSE SUMMARY
FISCAL YEAR 2016 - 2017
REVENUES 2014-2015 2015-2016 2015-2016 2016-2017
Operating Revenues ACTUAL BUDGET AMENDED BUDGET
Sales Tax 8,893,669 9,326,566 9,306,423 9,586,361
TOTAL OPERATING REVENUES $ 8,893,669 $ 9,326,566 $ 9,306,423 $ 9,586,361
Non -Operating Revenues
Interest 84,074 75,800 90,960 90,960
Other Reimbursements 3,250 - - -
Sale of Properties 1,060,792 - 1,140,924
Other Financing Sources' 4,400,000
TOTAL NON-OPERATING REVENUES $ 5,548,116 $ 75,800 $ 1,231,884 $ 90,960
TOTALREVENUES $ 14,441,785 $ 9.402,366 $ 10,538.307 $ 9,677,321
EXPENSES 2014-2015 2015-2016 2015-2016 2016-2017
General Government ACTUAL BUDGET AMENDED BUDGET
Operations 3,232,008 8,005,058 6,360,027 13,296,626
' Capital 6,013,633 679,853 - -
TOTAL GENERAL GOVERNMENT $ 9,245,641 $ 8,684,911 $ 6,360,027 $ 13,296,626
Debt Service 1,594,655 1,594,625 2,276,729 2,274,229
TOTAL EXPENSES $ 10,840,296 $ 10,279,536 $ 8,636,756 $ 15,570,855
I
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENDITURES
PROJECTED FUND BALANCE 9/30
' Other Financing Sources includes Loan Proceeds
$ 17,490,648 $ 19,392,199
10,538,307 9,677,321
(8,636,756( (15,570,855(
$ 19,392,199 $ 13,498,665
City of Allen 249 FY2017 Budget
I
I
ECONOMIC DEVELOPMENT
ORG
8010100
Allen City Council
AEDC Board of
puecbrs
Director
1
EDC Office
Manager
1
Assistant Director
1
EDC Business Retention 8
Expansion Manager
1
EDC Ma&eLng Manager
1
EDC Analyst
1
Intern
W
Intern
50
City of Allen 250 FV2017 Budget
I
1
FUND DEPARTMENT- ACCOUNT'
EDC ECONOMCLOPMENT ' 010100-8018096
The Allen Economic Development Corporation (AEDC) was formed in 1992 by the citizens of Allen. Its primary
mission is to recruit and retain businesses to increase the tax base and create quality jobs. The AEDC is overseen
by a five -member board appointed by City Council, and is funded by one-half cent sales tax. AEDC efforts
stimulate employment, retail sales and the commercial tax base which in turn reduces the property tax burden
and improves the quality of life of Allen's residents.
Accomplishments in FY 2016:
Goal 7. Provide economic investment that increases emoloyment 0000rtunity. the tax 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
• Recruited projects with over 450 jobs, $130 million in investment and 320,000 square feet of space
• Facilitated plans for development of the $91 million Convention Center at Watters Creek slated to open in 2018.
• Facilitated lack Henry & Associate's application for Texas Enterprise Zone Program designation that secured up to
$1.25 million in State funds for the retention of 600 jobs and $6.7 million in additional capital investment.
• Completed incentives and land sale to proceed with Watters Creek Office Park Phase -1, a 125,000 square foot
Class -A office building planned for construction by Kaizen Development Partners.
• Recruited TOPS Software, a developer of packaging optimization software.
• Recruited Formulife, a nutritional supplements manufacturer.
• Prevented the closure of the former Okmetic silicon wafer plant saving 35 jobs. Facilitated an acquisition by
owners of California-based competitor, EpiTek that will relocate its existing operations to Allen, invest over $14
million in the project and create an additional 20 jobs.
• Assisted OrthoTexas with the construction of a new 36,000 SF orthopedic and surgery center.
• Recruited the home offices of the Texas Revolution (indoor football) and Dallas Sidekicks (indoor soccer), bringing
all sales taxes from ticket sales and merchandise to Allen.
• Held the city's first annual job fair that connected 600 job -seekers to Allen employers.
• Relaunched major overhaul of AEDC website, Allentx.com.
Goal 7. Provide economic investment that increases employment opportunity, the tax base, and provides desired goods
and services for residents and contributes to the community character and identity
Strategy 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 off ice development for:
o Watters Creek Office Park (Phase I progressing)
o AIIenPlace Office Center (Phase I under construction)
o Rayburn Centre, KDC and Hines Developments (SH 121)
• Proceed with the construction and marketing of The Convention Center at Watters Creek.
• Develop and implement comprehensive digital marketing and business development campaigns targeting site
selectors, commercial real estate community, and corporate decision makers.
• Recruit data centers to the area near Cisco Systems, implement comprehensive program to attract data centers.
• Attract high-growth small businesses by developing a facility for an incubator.
• Implement 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.
City of Allen 251 FY2017 Budget
I
PARTTIME
Intern 1.00 1.00 1.00 1.00
TOTAL PART-TIME 1.00 1.00 1.00 1.00
TOTAL FULL -TIME -EQUIVALENT 7 7 7 7
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
529,856
652,073
652,073
675,010
Operations
2,425,826
7,073,695
5,406,664
12,302,541
Supplies
24,390
23,500
20,500
28,000
Professional Services
235,604
252,705
277,705
287,990
Miscellaneous
16,333
3,085
3,085
3,085
Capital
6,013,633
679,853
1
-
DEPARTMENT TOTAL5,641
1
8,684,911
6,360,027
13,296,626
EDC Office Manager
0
1
1
1
Administrative Assistant
1
0
0
ML
PARTTIME
Intern 1.00 1.00 1.00 1.00
TOTAL PART-TIME 1.00 1.00 1.00 1.00
TOTAL FULL -TIME -EQUIVALENT 7 7 7 7
2014-2015
2015-2016
2015-2016
2016-2017
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
Director
1
1
1
1
Assistant Director
1
1
1
1
EDC Marketing Manager
1
1
1
1
Economic Development Specialist
1
0
0
0
Economic Development Analyst
0
1
1
1
Business Retention & Exp. Manager
0
1
1
1
Sr. Administrative Assistant
1
0
0
0
EDC Office Manager
0
1
1
1
Administrative Assistant
1
0
0
0
TOTAL FULL TIME
6
6
6
6
PARTTIME
Intern 1.00 1.00 1.00 1.00
TOTAL PART-TIME 1.00 1.00 1.00 1.00
TOTAL FULL -TIME -EQUIVALENT 7 7 7 7
City of Allen 252 FV2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
Salaries
385,817
450,879
450,879
483,621
Longevity
892
1,136
1,136
1,480
Overtime
5,028
10,000
10,000
10,000
FICA
28,946
35,144
35,144
35,554
TMRS
53,827
64,405
64,405
68,736
Worker's Compensation
361
2,047
2,047
936
Health Insurance
42,166
73,331
73,331
61,087
Health Savings
89
-
-
1,141
Dental Insurance
3,725
5,091
5,091
5,024
City of Allen 252 FV2017 Budget
I
1
City of Allen
253
FY2017 Budget
2014-2015
2015-2016
2015-2016
2016-2017
PERSONNEL SERVICES -CONTINUED
ACTUAL
BUDGET
AMENDED
BUDGET
Long-term Disability
485
679
679
676
Life Insurance
601
723
723
631
Flexible Spending
120
238
238
124
Car Allowance
7,800
8,400
8,400
6,000
SUBTOTAL $
529,856
$
652,073
$
652,073
$
675,010
OPERATIONS
Telephone
6,563
11,600
15,000
16,500
Training & Travel
23,006
26,500
20,000
28,000
Dues & Subscriptions
59,260
80,000
91,000
80,000
Postage & Freight
2,512
3,000
3,000
4,000
Rentals& Leasing
84,008
100,000
98,000
101,000
Meetings & Receptions
19,768
20,000
27,500
86,500
Insurance
5,500
5,500
5,500
2,838
Economic Incentive Grants
2,001,750
6,527,095
4,856,664
11,660,203
Marketing Expenses
217,087
280,000
280,000
305,000
Marketing Travel
6,374
20,000
10,000
18,500
SUBTOTAL $
2,425,826
$
7,073,695
$
5,406,664
$
12,302,541
SUPPLIES
General Supplies
24,390
23,500
20,500
28,000
SUBTOTAL $
24,390
S
23,500
$
20,500
$
28,000
PROFESSIONAL SERVICES
Contractual Services
14,432
16,307
46,307
51,307
Professional Services
221,172
236,398
231,398
236,683
SUBTOTAL $
235,604
$
252,705
$
277,705
$
287,990
MISCELLANEOUS
Donation Expense
3,036
2,500
2,500
2,500
Post -Employment Funding
Expense
585
585
585
585
Unemployment Claims
12,712
SUBTOTAL $
16,333
$
3,085
$
3,085
$
3,085
CAPITAL
Land
6,013,633
679,853
-
SUBTOTAL $
6,013,633
$
679,853
$
-
$
-
TOTAL EXPENSES
9,245,641
8,684,911
6,360,027
13,296,626
City of Allen
253
FY2017 Budget
SUBTOTAL $ 1,594,655 $ 1,594,625 IS 2,276,729 $ 2,274,229
FISCAL YEAR
PRINCIPAL
INTEREST
TOTALANNUAL
2016-2017
EXPENSE
SUMMARY
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Debt Service
1,594,655
1,594,625
2,276,729
2,274,229
DEPARTMENT TOTAL
$ 1,594,655
$ 1,594,625 $
2,276,729
$ 2,274,229
1,140,000
458,763
1,598,763
2022-2023
1,185,000
408,223
1,593,223
2023-2024
1,240,000
359,668
2014-2015
2015-2016
2015-2016
2016-2017
DEBTSERVICE
ACTUAL
BUDGET
AMENDED
BUDGET
Principal
870,000
900,000
900,000
930,000
Interest Expense
723,905
694,625
694,626
662,126
Miscellaneous Debt Expense
750
-
2,250
2,250
Lebow Trust - Loan Expense
-
-
591,853
603,690
Lebow Trust- Interest Expense
-
-
88,000
76,163
SUBTOTAL $ 1,594,655 $ 1,594,625 IS 2,276,729 $ 2,274,229
FISCAL YEAR
PRINCIPAL
INTEREST
TOTALANNUAL
2016-2017
930,OOD
662,125
1,592,125
2017-2018
970,000
627,500
1,597,500
2018-2019
1,010,000
590,288
1,600,288
2019-2020
1,050,000
549,466
1,599,466
2020-2021
1,090,000
505,579
1,595,579
2021-2022
1,140,000
458,763
1,598,763
2022-2023
1,185,000
408,223
1,593,223
2023-2024
1,240,000
359,668
1,599,668
2024-2025
1,290,000
309,230
1,599,230
2025-2026
725,000
256,240
981,240
2026-2027
755,000
225,428
980,428
2027-2028
790,000
192,963
982,963
2028-2029
820,000
158,400
978,400
2029-2030
860,000
121,500
981,500
2030-2031
900'00
82,800
982,800
2031-2032
940,000
42,300
982,300
TOTAL $ 15,695,000
$ 5,550,470
$ 21,245,470
City or Allen
254
FV2017 Budget
'"F t,. aS'y5l ♦ d 'i :d a r r
i4' +:� ✓4
a
SALES TAX REVENUE BONDS:
2008
01/15/08 15,335,000 3.5%-4.5% 09/01/32 11,190,000 515,000
464,955
979,955
2010A
05/15/10 1,605,000 4% 09/01/25 1,605,000 -
64,200
64,200
2010B
05/15/10 5,165,000 3.2%-5.1% 09/01/23 2,900,000 415,000
132,970
547,970
TOTAL
$ 22,105,000 $ 15,695,000 $ 930,000
$ 662,125 $
1,592,125
City or Allen
254
FV2017 Budget
Project Results — FY2016
Within the last fiscal year, the Allen Economic Development Corporation (AEDC) completed 19
projects.
These projects brought to the city:
• 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
• Leases totaling over 100,000 SF to existing space
Impact Report
The AEDC completed its biennial impact report with Insight Research Corporation to gauge the
fiscal impacts of its projects.
' The report found that since its creation in 1992, the AEDC has:
• Brought over $32.22 billion of new income into the regional economy
• Created 15,164jobs in the city, or 48% of the city's current employment base.
• Created over $1.696 billion, or 67%, of the city's commercial property tax base.
• Brought over $789 million in new sales and property tax revenues to local entities,
including $291.8 million to the City of Allen and $398.3 million to Allen ISD.
Property Tax Base Created by AEDC Projects
$12
$10
N $8 -
c
o $6
m $4
$2
$0 _
2010 2011 2012 2013
' ■ AEDC-Related Tax Base
rzrsef
■ Tax Base
2015
City of Allen 255 FY2017 Budget
CITY OF ALLEN
I
CITY OF ALLEN
' COMMUNITY DEVELOPMENT CORPORATION FUND
REVENUE AND EXPENSE SUMMARY
FISCAL YEAR 2016 - 2017
TOTAL EXPENDITURES
ENDING FUND BALANCE
Restricted for Capital Projects
2014-2015
ACTUAL
2015-2016
ORIGINAL
2015-2016
AMENDED
2016-2017
BUDGET
Restricted for Capital Projects
5,112,452
10,984,042
7,819,170
4,176,369
Restricted for Debt Service Reserve
855,447
854,548
855,542
855,542
Unrestricted Fund Balance
3,572,579
2,892,020
3,341,162
3,282,602
BEGINNING FUND BALANCE
9,540,478
14,730,610
12,015,874
8,314,513
REVENUES:
-
-
264,909
930,744
Sales Tax
8,893,669
9,326,566
9,306,423
9,586,361
Interest On Investments
50,073
43,000
51,600
51,600
Reimbursements-
-
-
193,161
-
Refunding Bond Proceeds
35,080,431
2,954,046
31,235,000
Non -Operations:
TOTAL REVENUES
8,943,742
9,369,566
40,786,184
9,637,961
TOTAL AVAILABLE
18,484,220
24,100,176
52,802,058
17,952,474
TOTAL EXPENDITURES
ENDING FUND BALANCE
Restricted for Capital Projects
7,819,170
2014-2015
2015-2016
2015-2016
2016-2017
- 855,542
EXPENSES:
ACTUAL
ORIGINAL
AMENDED
BUDGET
ENDING FUND BALANCE
Operations:
841,813 8,314,513
- Bolin baseball Upgrade
- Allen Event Center South Garage Storage
- Ford Park Field Ughting Re -lamp
Operations"
896,499
4,845,524
1,347,365
3,447,785
-Trail Construction and Repair
Maintenance
-
-
264,909
930,744
City of Allen
Professional Services
8,320
8,922
396,780
420,591
'
Capital
Total Operations
-
894,819
-
4,854,446
6,410
2,015,464
458,900
5,258,020
Debt Service
2,954,065
2,955,327
35,080,431
2,954,046
Non -Operations:
Capital Projects
2,619,462
3,610,000
7,391,650
5,118,850
Prior Year Project Commitments
-
10,984,042
-
-
Debt Service Reserve
854,548
Total Construction in Progress
2,619,462
15,448,590
7,391,650
5,118,850
TOTAL EXPENDITURES
ENDING FUND BALANCE
Restricted for Capital Projects
7,819,170
- 4,176,369
528,000
Restricted for Debt Service Reserve
855,447
- 855,542
855,542
Unrestricted Fund Balance
3,341,352
841,813 3,282,602
3,238,016
ENDING FUND BALANCE
12,015,874
841,813 8,314,513
- Bolin baseball Upgrade
-Amount returned from Grant Fund for JARC contribution
'a Hotel/Convention Center Incentive
- 4,100,000 1,000,000 3,100,000
CDC BOARD APPROVED PROJECTS.
-Special Services Equipment
-Bridge and Trail/Park at ASRC
- ASP Softball Scoreboard Upgrades
-DRN Leisure Pool Renovation
- Bolin baseball Upgrade
- Allen Event Center South Garage Storage
- Ford Park Field Ughting Re -lamp
- On Demand Ride Service
'
- Production Upgrade
- Dayspring Park pecking
-Green Park Playground Replacement
- Heritage Village Pavilion
-Trail Construction and Repair
- locomotive at the Train Depot
-Allen USA
-JFRC Renovations
City of Allen
256 FY2017 Budget
1
I
COMMUNITY DEVELOPMENT CORPORATION
ORGS 8040100-8056510
No Personnel in this Department
City of Allen 257 FY2017 Budget
CDC
p
FUND
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.
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation
Strategy 4. 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 "Share the Road"
Enhancement o Ford Pool Re -Development
o Allen USA Celebration o Hotel and Conference Center
o Demand Response—Paratransit o Allen Outlet Mall Expansion
Transportation
Goal 4. Signify, enhance and communicate Allen's identity
to the region and the nation
Strategy 4. 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 Special Services Equipment
o Don Rodenbaugh Natatorium — Leisure
o Allen Station Park- Softball Scoreboard
Pool Renovation
Upgrade
o Allen Event Center — South Garage
o Bolin Park—Baseball Field Upgrade
Storage
Ford Park— Field Lighting Re-lamping
o Demand Response — Paratransit
o Allen Event Center—Production
Transportation
Upgrade
o Dayspring Park — Decking
o Green Park— Playground Replacement
o Trail Construction and Repair
o Heritage Village — Pavilion
o Allen USA Celebration
o Train Depot—Locomotive
o Allen Senior Recreation Center — Trail,
o Joe Farmer Recreation Center -
Bridge and Amenities
Renovation
City of Allen 258 FY2017 Budget
I
1
1
Non-Ooeratine Exoenses
Construction in Progress
2,619,462
2014-2015
7,391,650
2015-2016
DEVELOPMENTFUND
COMMUNITY
2015-2016
10,984,042
2016-2017
Debt Service Reserve
ACTUAL
854,548
ORIGINAL
AMENDED
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
ORIGINAL
AMENDED
BUDGET
Operations
886,499
4,845,524
1,347,365
3,447,785
Maintenance
-
-
264,909
930,744
Professional Services
8,320
8,922
396,780
420,591
Capital
-
-
6,410
458,900
Construction in Progress
2,619,462
15,448,590
7,391,650
5,118,850
DEPARTMENT TOTAL $
3,514,281
20,303,036
$ 9,407,114 $
10,376,870
Non-Ooeratine Exoenses
Construction in Progress
2,619,462
2014-2015
7,391,650
2015-2016
Prior Year Project Commitments
2015-2016
10,984,042
2016-2017
OPERATIONS
Debt Service Reserve
ACTUAL
854,548
ORIGINAL
AMENDED
2,619,462 $
BUDGET
Advertising
5,118,850
189
4,120
4,120
3,514,281 $
4,120
Meetings & Receptions
10,376,870
750
3,090
3,090
3,090
Economic Grant Expense
885,560
4,838,314
1,340,155
3,440,575
SUBTOTAL
$ 886,499
$
4,845,524
$
1,347,365
$
3,447,785
MAINTENANCE
Facility Maintenance
$
$
$
264,909
$
930,744
SUBTOTAL
$ -
$
-
$
264,909
$
930,744
PROFESSIONAL SERVICES
Contractual Services
7,806
8,407
8,407
8,407
Professional Services
514
515
388,373
412,184
SUBTOTAL
$ 8,320
$
8,922
$
396,780
$
420,591
CAPITAL
Machinery & Equipment
6,410
458,900
SUBTOTAL
$ -
$
-
$
6,410
$
458,900
Non-Ooeratine Exoenses
Construction in Progress
2,619,462
3,610,000
7,391,650
5,118,850
Prior Year Project Commitments
-
10,984,042
-
-
Debt Service Reserve
854,548
SUBTOTAL $
2,619,462 $
15,448,590 $
7,391,650 $
5,118,850
TOTAL EXPENDITURES $
3,514,281 $
20,303,036 $
9,407,114 $
10,376,870
I
9
CAPITAL PROJECTS
"Share the Road" Bicyclist Signs
Trail Development and Enhancement - FY17
Tree Farm
Molsen Farm
Molsen Farm Phase II
Allen Station Park Improvements
Advertising Monitors
Park Security Camera System
Watters Station Security Cameras
Allen Heritage Village
JFRC Renovations
City of Allen
2014-2015 2015-2016 2015-2016 2016-2017
ACTUAL ORIGINAL AMENDED BUDGET
$ 6,080 $ 50,000 $ - $ -
463,068 700,000 1,244,253 1,002,000
10,380 - -
8,739 -
- 95,642
8,401 -
9,720 -
162,103 - 33,689 -
- - 54,208
330,192 - 1,247,700 -
1,160 -
259
FY2017 Budget
I
AD ORG
JMMUNITY DEVELOPMEA R040100 OgRG1C
41��L'i■ia
NiCp4lUi/eYl
2014-2015
2015-2016
2015-2016
2016-2017
ACTUAL
ORIGINAL
AMENDED
BUDGET
Hillside Play Area Pocket Park
275,043
-
-
-
Celebration Spray Ground
24,977
-
-
-
DRN Renovations Pool & Pump
176,834
-
-
-
Ford Pool Concept, Design & Construction
200,707
2,860,000
3,633,869
-
Orchards Neighborhood Park
22,745
-
323,751
-
ASP Field #4 Renovations
331,566
-
5,400
-
ACIRAccousticBafOes
12,814
-
-
-
Special Services Equipment
54,582
-
1,553
-
Cardio Fitness Equipment
279,334
-
-
-
AECChiller
23,849
-
162,676
-
TCWCCapitalEquipment
7,060
-
24,784
-
DRN Pool Deck
26,913
-
-
-
Old Stone Dam Gabion
183,195
-
-
-
CottonwoodCreekStabilization
-
-
84,975
-
Green Park Playground Replacement
-
-
-
200,000
City of Allen Entry Monument
-
-
-
27,000
Windridge Neighborhood Park
-
-
25,000
255,000
Recreation LED Signs
-
-
204,000
-
WattersBranchArtifwalTurf
-
-
-
1,800,000
Watters Branch Community Park
-
-
400,000
1,350,000
Bridge/Trail Park ASRC
-
-
-
185,000
Heritage Village Pavilion
-
-
-
150,000
Prior year Project Commitments
-
10,984,042
-
-
Debt Service Reserve
854,548
TOTALCAPITAL
2,619,462
15,448,590
7,391,650
5,118,850
City of Allen
260
FY2017 Budget
I
DEPARTMENT/DIVISION ORGANIZATION
DEBT SERVICE CDC 8049210
FISCAL YEAR
2016-2012•
2012-2018
2018-2019
2019-2020
2020-2021
2021.2022
2022-2023
2023-2024
2024-2025
2025-2026
2026-2022
2022-2028
2028-2029
2029-2030
2030-2031
2031-2032
SALES TM REVENUE BONDS:
PRINCIPAL
2014-2015
2015-2016
2015-2016
2016-2017
CLASSIFICATION
ACTUAL
BUDGET
AMENDED
BUDGET
Debt Service
2,954,065
2,955,322
35,060,431
2,954,046
1,285,000
DEPARTMENT TOTAL $ 2,954,065
$ 2,955,322
$ 35,080,431
$ 2,954,046
2,410,235
1,850,000
560,S60
2,410,560
1,890,000
521,192
2014-2015
2015-2016
2015-2016
2016-2017
DEBT SERVICE
ACTUAL
BUDGET
AMENDED
BUDGET
Contractual Services
1,200
2,400
2,400
2,400
Pnncipal
1,135,000
1,190,000
1,190,000
1,245,000
Interest Expense
1,816,365
1,260,455
1,260,455
1,20S,146
Miscellaneous Debt Expense
1,500
2,422
363,943
1,500
Payment to Escrow Agent
31,763,633
SUBTOTAL $ 2,954,065
$ 2,955,322
$ 35,080,431
$ 2,954,046
FISCAL YEAR
2016-2012•
2012-2018
2018-2019
2019-2020
2020-2021
2021.2022
2022-2023
2023-2024
2024-2025
2025-2026
2026-2022
2022-2028
2028-2029
2029-2030
2030-2031
2031-2032
SALES TM REVENUE BONDS:
PRINCIPAL
INTEREST
TOTALANNUAL
1,245,000
1,205,146
2,950,146
1,215,000
695,581
2,410,581
1,235,000
626,819
2,411,819
1,255,000
654,489
2,409,489
1,285,000
626,866
2,411,866
1,815,000
595,235
2,410,235
1,850,000
560,S60
2,410,560
1,890,000
521,192
2,411,192
1,935,000
426,221
2,411,721
1,980000
431,190
2,411,190
2,030,000
382,423
2,412,423
2,080,000
329,176
2,409,126
2,145,000
220,824
2,415,824
2,205,000
209,248
2,414,248
2,265,000
143,693
2,408,693
2,335,000
24,090
2,409,090
TOTAL $ 30,265,000 $
8,353,802
$ 39,118,802
2016' 08/16/16 31,235,000 0.25%-3123% 09/01/32
31,235,000
1,245,000
1,205,146
2,950,146
TOTAL $ 31,235,000 $
31,235,000 $
1,245,000 $
1,705,146 $
2,950,146
'Debt Service payment prior to refunding
City of Allen
261
PY2017 Budget
(A i'`()E1 1IATI,N
6
City of Allen
City of Allen, Texas
Capital Improvements
FY 2017-2021
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Public Works Government Parks Utilities
262
FY2017 Budget
I
2017 CAPITAL PROJECTS
The City's five-year Capital Improvement Program represents the Capital Budget for 2017 and is a
financial plan for infrastructure and other improvements through 2021. 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. Also, it is important to note that for some future projects, debt funding is subject to
approval by the electorate. Voters approved a $93.15 million bond proposal in May 2016. 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 $28.1 million is allocated to spend on capital projects in FY2017. 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 reconstruction of existing Fire Station #2 is nearing its conclusion with project costs estimated at
$800 thousand for FY2017. In addition, $1.02 million has been allocated for the funding of a new
Police Training Facility. Lastly, an expansion and repair of the Central Fire Station is planned to begin
with $950 thousand scheduled to be spent in FY2017.
Public Art.
$574 thousand is anticipated for construction of public art projects.
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City of Alien
263
FY2017 Budget
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263
FY2017 Budget
E
Parks and Recreation
Funding of $9.25 million is provided in FY2017 for various parks projects. The majority is allocated for
community parks and park facilities. Projects include, but aren't limited to, the beginning development
of the 55 acre Watters Branch Community Park at $6.9 million and the Watters Branch Gap Trail and
other trail extensions at $1.07 million. Additionally, Parks and Recreation is planning land acquisition
for future development.
Cmm,nNv PNa
(1) L M4r61bY,
(2) Ravlat Creek C holy Perk Reaea fl
MIiNO Ceder
(3) We B h .rM Park.%aseI
WeM1ere BrachC Uiliry Park, Placa2
MNehEnhwel Park Ca,reloaneM
(4) NeghWrhwdp .k,.a-r
(5) WranM NeighWrlvoUPerk
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(5) Braille B TrauPud atakn S Rec Cenla
(6) CCL Canal Pr"ws-2015
m Enn —1,1l rl--, C.A.
(0) HerNya VAloge PwWn
(9) Mdsen Fann S,.rl U. Park
(10) Wmer Smmn Semi? Carreras
Tralla and GreaMreM
(11) Tral Cetekpred
(12) Wagers Breton GBp Trer
Public Works
Streets
Approximately $9.03 million in FY2017 is allocated for street projects; and is primarily being spent on
the following: Alma Drive improvements from Hedgcoxe to SH121 for $2.5 million, Median
Landscaping and Lighting at various locations for $1.0 million, an update to the interchange at US 75
and Ridgeview Drive for $1.0 million, Intersection Improvements at various locations for $913
thousand, Angel Parkway from Main St. to Parker Rd. design of proposed expansion to four lanes for
$1.1 million, and design of Ridgemom Drive reconstruction from Greenville Avenue past the current
railroad crossing for $500 thousand.
Street Maintenance.
Routine replacement of street and alleys throughout the city totaling $570 thousand.
City of Allen 264 FY2017 Budget
II
I 1
II
' l—iy(Moin WPM Rd)
onN1MMn I V unrs Lareuorsl
of lunstrmum
R. siaewew ImpowmeMs
RecarsO,rtlwn
Utilities
In FY2017, $2.75 million is allocated for the replacement of deteriorated water and sanitary sewer
pipes in various locations throughout the city. Stacy Road ground storage tank and Rowlett Water
Tower are planned to be repainted for $1.42 million. Lift station and pump station maintenance, as
well as a new 12" Force Main and Lift Station along US 75 combined are $615 thousand.
(1) 9¢O Taws Repmm
(2) Lm Sl m Mmmerence
(3) Pump SWRpn Main)ewnce
(4) R RTp &Ste Grp S)aege 92 RepsiM
15) US 75 LM Suri. 6,T F.Marnlemnre
(6) WM t aM Saner Man Replerenent
City of Allen
265
FY2017 Budget
RELATIONSHIP BETWEEN OPERATING AND CAPITAL BUDGETS
The City's operating and capital projects budgets are closely linked. The capital budget is a
multi-year financial plan of the capital improvement program (CIP) for the acquisition,
expansion, or rehabilitation of infrastructure, capital assets, or productive capacity of City
Services.
Revenues for the capital budget come from bond sales, intergovernmental revenues, 4a/4b
sales taxes, development fees, and some current operating revenues. The capital
improvement program, unlike the operating budget, is a five-year plan. The plan is reviewed
and projects are reprioritized on an ongoing basis.
Impact of Capital Projects on the Operating Budget
Capital projects impact the operating budget in several ways. First, since the City is
committed to systematically investing in infrastructure (Strategic Goal #5), each year funds
are set aside in the operating budget to provide cash financing toward some projects. Also,
the City must generate enough operating revenues to cover any payments for General
Obligation and Revenue debt incurred for long-term financing of capital projects approved
this year and in prior years. These represent funds that would otherwise be available to pay
for other programs, services, or projects. Finally, after projects are completed, there is
usually a need for additional funding to cover ongoing maintenance, utilities, other operating
costs, and sometimes additional personnel or equipment. This year the total estimated
' impact of the capital budget on the operating budget is approximately $4.7 million.
Capital
Budget
$4•7m $28.1m
Cash Financing and Debt Service
Debt service payments and cash financing for projects comprise $23.93 million of this total.
The debt service payments are $9.59 million, all of which are for General Obligation debt.
Budgeted transfers from operating funds to the Capital Projects funds are $2.395 million, and
include:
Water and Sewer Proiects: $3,345,000. Of this total, $1,500,000 is allocated for water and
sewer line replacement projects. In addition, $225,000 is appropriated for pump station and
lift station improvements, and $200,000 is budgeted for un -programmed replacement or
' maintenance needs. Lastly, $1,420,000 is appropriated for the repainting of the Rowlett
Elevated Storage Tank and Stacy Ground Storage Tank #2.
Solid Waste Proiects: $300,000 is allocated for major alley repairs.
City of Allen 266 Fw2017 Budget
1
1
Other Operating Costs
In addition to cash financing and debt service, the increases in operating costs in the
FY2016-2017 budget related to the CIP totals approximately $533,000. These are listed
below by project type. Increases are stated in comparison to the FY2016 revised budget.
Community Park:
Approximately $533,000 was absorbed in the operating budget for FY2017 in professional
services to support the operations and maintenance of the Watters Branch Community Park.
No additional personnel or other operating costs were approved in the budget for FY2017 for
this park.
Capital Projects List
A complete list of proposed projects for FY2017 through FY2021 is on the following pages.
City of Allen 267 FY2017 Budget
' Watters Branch Community GOBon0;4a/4b
Park, Phase 1 Taxes, Intend, Fees $ 928 $ 6,901 $ $ $ $ $ 7,829
Rowlett Creek Community
Development
GO Bonds
CITY OF ALLEN
$ -
$ 200
$ -
$ -
$ - $
200
Heed Park Improvements
Capital Projects Expenditure Summary
$ -
$ 61
$ -
$ -
$ -
$ - $
("Gal
W indridge Neighborhood
TYPE
Major
Project
Park
4a/41, Taxes
$ 25
$ 255
$ -
Total
CATEGORY
Funding
Est. thro Projected
Projected
Projected
Projected
Projected
Projected
PROTECT
Sourtels)
FY2016 Fnili
FY2018
FY2029
FY2020
H2021
Investment
Government
Environmental Discovery
Arts
Center
Go Bonds
S -
S -
S 50
Public An
GO Bonds
$ 120 $ 574
$ 442
$
188
$ 368
$ 337
$ 2,029
$ -
Arts Subtotal
5 120 $ 524
$ 442
$
166
$ 368
$ 337
$ 2,029
Public Facilities
$ -
$ - $
150
Bridge &Tdil/Park at Allen
Allen Public Library Expansion GO Bonds
$ $ 600
$ -
$
-
$
$ 831
$ 1,431
$ 165
Public Facilities Subtotal
$ $ 6x0
$
$
Water Station Security
$
$ 831
$ IA31
Public safety
Cameras
4a/4b Taxes
$ -
$ 54
$ -
General Fund
$ -
$ - $
54
Motion Farm Special Use
GO Bonds, 4a/4b
Fanlity Upgrades
Revenues
$ 600 $ 600
$ 600
$
600
$ 600
$ WO
$ 3,600
Municipal Semov Center,
$ 2,850
5
$ $
3,096
Park FacilRles Subtotal
$ 528
$ 662
Phase 11
GO Bonds
$ - $ -
$ 500
$
11500
$ -
$ -
$ 2,000
Fire Station 12
GO Bonds, Other
$ 4,533 $ goo
Si -
$
-
$ -
$ -
$ 5,333
Firearms Training Center
GO Bands
$ - $ 1,020
$ 6,880
$
-
$ -
$ -
$ 7,900
Central Fire Station
$
$
$ $
572
TralSuMWI
$ 57
$ 1,071
Expansion and Repair
GG Oontls
$ $ 950
$ 5650
5
Parks Total
5
$
5 61
$ 4,023
Public Safety Subtotal
$ 5,133 $ 3,370
$ 13,630
$
2,100
$ 600
$ 600
$ 2SA33
G.r.ce ment TM]I
-_.5.:_
6.3513..'} Q,$tt
$ 19,472
$
2,2118
$ 968
$ 1,768
$
Parks
Community Parks
Land Acquisition
GO Bonds, Ind,mr
$ 3,487 $ -
$ -
$
1,500
5
5
5 4,987
' Watters Branch Community GOBon0;4a/4b
Park, Phase 1 Taxes, Intend, Fees $ 928 $ 6,901 $ $ $ $ $ 7,829
Rowlett Creek Community
Development
GO Bonds
5 -
$ -
$ 200
$ -
$ -
$ - $
200
Heed Park Improvements
Fees
$ -
$ 61
$ -
$ -
$ -
$ - $
61
W indridge Neighborhood
Park
4a/41, Taxes
$ 25
$ 255
$ -
$ -
$
$ $
280
Neighborhood Parks Subtotal
$ 25
$ 316
$ 200
$
$
$ $
541
Park Facilities
Environmental Discovery
Center
Go Bonds
S -
S -
S 50
S 450
$ -
$ - S
500
COC Capital Projects 1015
40/41, Taxes
$ 528
$ 273
$ 243
$ -
$ -
$ - $
1,044
Heritage Village Pai
4a/4b Taxes
$ -
$ 150
$ -
$ -
$ -
$ - $
150
Bridge &Tdil/Park at Allen
Senior Red Center
4a/4b Taxes
$ -
$ 165
$ 165
$ -
$ -
$ - $
370
Water Station Security
Cameras
4a/4b Taxes
$ -
$ 54
$ -
$ -
$ -
$ - $
54
Motion Farm Special Use
GO Bonds, 4a/4b
Park
Taxes
$
$
$ 246
$ 2,850
5
$ $
3,096
Park FacilRles Subtotal
$ 528
$ 662
$ 724
$ 3,300
$
$ $
5,214
Trail
Trel Development
4a/41, Taxes
$ -
$ 551
$ -
$ -
$ -
$ - $
551
Watters Branch Gap Trail
4a/4b Taxes
$ 57
$ 520
$
$
$
$ $
572
TralSuMWI
$ 57
$ 1,071
$
$
$
$ $
1,126
Parks Total
$ 5,026
$ 9,250
$ 4,023
$ 6,300
$ 14,500
$ $
39,099
City of Allen 268 FY2017 Budget
CIN OF ALLEN
' Capital Projects Expenditure Summary - continued...
pi
TYPE Major Project Taal
CATEGORY Forcing Est. thin Projected Projected Projected Projected Projected Projected
PROJECT SPYKa(,) FY2016 FYZ017 FY3o10 FY2019 FY2020 FY2021 Investment
Public Works
Street Maintenance
Street Pavement GO Bontls, Oper.
Replacement Revenues, Other $ 1,400 $ 570 $ 570 $ 570 $ 570 $ S70 $ 4,250
Street Maintenance Subtptal 5 1,400. $ SM $ 570 5 570 $ 5711 $ SM $ 4,250
Streets
FM 2551(Ange Parkway)- Developer
Main Street to Parker Road Contributions $ - $ 1,094 $ - $ - $ - $ - $ 1,090
Stacy Road, Phase 2 GO Bonds, Developer
(Greenville to FM 1378) Contributions $ - $ 430 $ - $ - $ - $ - $ 430
Mult iew and US 75
Interchange GO Bonds, lntergov. $ - $ 1,000 $ - $ - $ - $ - $ 1,000
Median Landscaping/
lighting (various localbns) GO Bonds $ - $ 1'" $ - $ 500 $ - $ - $ 1,500
Chaparral Road Streetlights Other $ - $ 340 $ - $ - $ - $ - $ 340
Stacy Traffic Signals
(Greenville and Angel) Other $ - $ 130 $ - $ - $ - $ - $ 130
Ridgeview Drive (Cottonwood GO Bonds, lntergov.,
Creek to Chelsea) Fees, Other $ - $ 500 $ 4,268 $ 2,500 $ - $ - $ 7,268
' Existing Signal Upgrades GO Bonds $ - $ 443 $ 490 $ 4% $ 357 $ 412 $ 2,198
Arterial Roadway Partnership
Project GO Bonds, lntergov. $ $ $ - $ 600 $ 1,400 $ 1,500 $ 3,500
Ridgemonl Dr. 4a/4b Taxes, General
Reconstruction Fund Revenues $ 223 $ 500 $ - $ - $ - $ - $ 722
New Traffic Signal
Construction GO Bonds $ - $ 350 $ - $ 500 $ - $ 250 $ 1,000
Olsen IS Beverly Elementary
Sidewalk Improvements Other $ - $ MO $ - $ - $ - $ - $ 200
GO Bonds, lntergov,
Alma Drive Improvements Other $ 824 $ 2,506 $ 2,600 $ - $ - $ - $ 5,930
2015 Intersection
Improvements Interact, Fees, Other $ 1,080 $ 220 $ - $ - $ - $ - $ 1,300
Central Business District
(CBO) Street Reconstruction GO Bonds $ - $ 413 $ - $ - $ 870 $ 880 $ 2,163
Ridgewew Drive(Chelua
Blvd to US 75) GO Bonds $ $ $ - $ - $ $ 400 $ 400
Strew Subtotal $ 2,126 $ 9,026 $ 7,358 $ 4,596 $ 2,627 $ 3,442 $ 29,175
JJJF�Pxk, Total $ 3,526 $ 91 $ 7,928 $ 5,166 $ 3,197 $ 4,012 $ 33,425
Cary of Allen 269 11 Budge
CITY OF ALLEN
1 Capital Projects Expenditure Summary -continued...
pn oati
1
TYPE Major Project Total
CATEGORY Funding Est thau Projected Projected Projected Protected Protected Projected
PROJECT Soume(s) FY2016 FY2017 FY2019 FU019 MORRO FY2011 Investment
utilities
Wastewater
U S 75 Lm Sabnn a 12•
Force Main Oper Revenues, Fees $ $ 390 $ 4,200 5 $ $ $ 4590
Wastewater Subtotal $ $ 390 $ 0,200 $ $ ¢ $4,590
Water
Bethany Tower Repaint Oper Revenues $ - $ - $ 530 $ - $ - $ - $ 530
Rowlett Tower and Story
Ground Storage Repaint Oper. Revenues $ 67 $ 1,420 $ - $ - $ - $ - $ 1,487
Automatic Meter Reacting Open Revenues, fees,
RetrofR Other $ - $ - $ 1,100 $ 1,900 $ 2,250 $ 1,750 $ 7,000
Lift Station Maintenance One, Revenues $ - $ 100 $ 100 $ 100 $ 100 $ 100 $ 500
Pump Station Maintenance Open Revenues 5 - 5 125 5 125 5 125 5 125 5 125 5 625
water & Wastewater
Water Line &Sewer Main
Oper Revenues,
Replacement
Other
$ 3,850
$ 2,752
$ 2,250
$ 2,250
$ 3,000
$ 3,000
$ 12,102
Water&
Wastewater Subudgel
$ 3,850
$ 2,252
$ 2,250
$ 2,250
$ 3,000
$ 3,000
$ 12,102
Utilxies Total
$ 3,917
$ 4,787
$ 8,305
$ 4,375
$ 5,425
$ 4,925
$ 31,834
Cdy of Allen 270 FY2017 Budget
1
CITY OF ALLEN
CAPITAL PROJECTS IMPACT ON OPERATIONS & MAINTENANCE
(in 000's)
Projected Projected Projected Projected Projected
TYPE CATEGORY PROJECT FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Government
Public Safety
Government
Community Parks
Park Facilities
Central Fire Station Expansion and Repair $ - $ - $ 25 $ 25 $ 25
Firearms Training Center $ - $ - $ 50 $ 51 $ 52
Land Acquisition
$ - $
- $
- $
12 $
12
Rowlett Creek Community Park
$ - $
- $
- $
- $
1,809
Watters Branch Community Park
$ 533 $
$
$
$
Community Parks Subtotal
$ 533 $
$
$
12 $
1,821
Molsen Farm Special Use Park $ - $ $ - $ 675 $ 677
Park Facilli es Subtotal $ $ $ $ 675 $ 677
City of Allen 271 PY2017 Eudgel
Debt
' Part of the process of updating the City's Capital Improvement Program (CIP) each year
involves identifying projects that may require funding through debt issuance. On the following
pages are long-term scenarios of the City's General Obligation and Revenue debt, based on
the projects planned for the next several years.
Below are the assumptions used in the development of these scenarios followed by a
discussion of the City's debt capacity. Again, this is based on the current plan; future years
are subject to change.
General Obligation Debt Assumptions
The General Obligation debt projections assume that the debt portion of the tax rate will
decrease from 0.123727 in FY2017 to 0.098807 in FY2020 due to the growth in valuation. The
debt rate is estimated to continue to decrease; however, the city did recently approve a $93
million bond program that will span over the next seven years. The impact of the program as
has the potential to increase the City's debt rate during that time 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 FY2020 is 4%, 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. The voters
approved approximately $93 million in May 2016 for future infrastructure improvements and
public facilities, along with a .04 cent potential tax increase to help cover the additional
operating costs associated with these projects.
Revenue Debt Assumptions
Revenue debt and 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. We plan to complete a new rate study 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. However, at Council discretion we have not implemented proposed
rate increase from our rate study because of the excess reserves in the Water and Sewer
Fund. No new debt is planned to be issued in the near future for water and sewer projects.
' 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 stipulate a debt
coverage ratio of 1.2 times the average annual debt service for the fiscal year on all
outstanding bonds. Over the next four years, the rate study projected the coverage ratio to
City of Allen 272 FY2017 Budget
range from 4.31 to 9.96. 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 approximately 120 days according to the rate model.
The actual number of days may 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 19% 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.
I
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. The water and
sewer projects are primarily cash funded. 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
Hillside and Windridge may need to be replaced through cash financing or other sources. At
this time, there is adequate additional debt capacity in the Water and Sewer area because the
debt coverage ratio is projected to range from 4.31 to 9.96 as mentioned above.
City of Allen 273 FY2017 Budget
j
Actual Revised Proposed Estimated Estimated Estimated
2015 2016 2017 2018 2019 2020
BEGINNING BALANCE
889,702
1,293159
1,285,183
1,197,482
1,335,444
1,341
REVENUES:
Ad vabrene W.
12,9]8.3]5
12,594,389
13.888,910
13.554 872
13,565,272
12476 461
Delinquent roll tions
9.048
61,887
64,887
67,324
69 ISIS
71,230
PewMBlmemo
47.507
45,421
451421
4],12]
U09
49,861
Indictment eamngs
39,926
43,800
431803
43,800
43.800
43.800
Rollback Taxes
120,258
-
-
-
-
-
Refunding BmMProceeds
24,815,000
7,05.70
-
-
-
-
NeLPremmm
3.239.156
-
-
-
-
Transfer from an,, Ed.
643.257
250,000
-
-
-
-
TIF Former, Tax offset
142.592
162,157
19],4]4
205,572
215.851
228,843
TOTAL REVENUES
41,748,014
20,742,093
13,445,544
13,507,551
13,510,766
12,414,710
EXPENDITURES:
Commits., 8 refuMitg exp
9,750
101500
10.500
10.500
10550
Bond Principal
9,275,000
9,0951000
9,760,000
910151000
0.570000
7,010,000
Bond Interest
3,624,319
3,640,232
3,372,833
2,997,638
2,647,347
2,27,565
CO Principal
40.030
40,030
45,090
45,003
50,080
55.000
OO lmerem
20,270
26.230
24,150
21,810
19,4M
16.820
Tax None Principal
-
-
B65,o00
620,000
635,000
-
Tax Note lmereu
-
-
35,702
25,10
12,700
-
' 2017 Issue
634,521
637,175
636,271
' 2018 Issue
915,723
913,894
' "191..
-
-
-
-
772,90]
Refordiant,dereaVottorewpostagent
28,376,088
7,930,950
TOTAL EXPENOITURE6
41.344,456
20,]50,1]0
13,933,265
13,369,569
11497,915
12,512,857
ENDING FUND BALANCE
1,293,259
1,285,183
1,197.462
1,335,444
1,348,345
1.250,067
Revenues Overl(Under) Expenditures
403,557
(8,077)
(87,721)
17.982
12.871
(98,248)
Reserve argument (10%amt US)
1,296]59
1,280,146
1,392,9]
1,335,97
1,30.741
1,250,245
End F/B mems reserve req
No
Yea
No
No
No
No
Amt over( under) regmrere"
(0705])
13,113
(107,094)
(03)
(428)
(178)
Feel regmrement IRA arm OIS).
60,379
67.73
898,138
Bell
6]4,3]1
75.123
End I'M mems rea.,. on,
Yes
Yes
Yes
Yes
Yee
Yee
A" ovm(undm)requiremem
241,323
653,186
589.044
All
673,944
624,945
Debt portion of tax We:
0.141639
0.123727
0.12379
0.116107
0.11179
O.ON87
Debt%of tax rate:
26.23%
21asl
2179%
2233%
21.49%
1900%.
BUD portion 0f tax rate:
0 398361
0406273
0.3M273
0 403893
0,408273
0421193
Total sac rme:
0.54000
0.53000
0.52000
0152000
0.52000
0.52000
Valuation 9,162.3411 10,179,176,133 11.225,448,262 11,6]4,466,192 12,141,444,840 12,69,102,634
% growth in Valuation 9.43% 11.10%. 10.28% 400% 400% 000%
New Debt Noted 7,865.000 - 9,567,930 13,497,737 11,104,697 19,745,560
estimated amounts for Issues aulMriaed by the 2016 Bond Ekcuon
City 0 Allen
274
FV2017 Budget
City Allen
rt_ General Fundd Long -Term Plan
2016-2017 Annual Budget
II
YEAR YEAR YEAR
BEGINNING BALANCE
19,094,813
20,3n,129
21,466,504
20,543,059
19,217,768
20,039,623
REVENUES:
11,674,466
12,141,445
12,622,103
Operations & Maintenance .
0.54
0.53
0.396273
0.403893
0408273
Ad valorem taxes
Debt Service.
36,623,546
41,136,040
0.123727
44,137,050
0.111727
46,829,410
49,217,710
52,785,994
Salestax
05200001
17,704,665
18,549,549
0.52000L
19,130,032
19,703,933
20,295,051
20,903,902
Franchise fees
7,412,447
7,280,945
7,221,523
7,430,169
7,661,314
7,891,153
Ucal and permits
2,993,829
2,589,100
2,698,645
2,754618
2,807,670
2,863,824
Charges for services
2%
11,454,623
12,308,260
12,200,861
1;208,861
12,208,861
12,208,861
Flues
2%
1,805,230
1,686,182
1,774,749
1,810,244
1,&16,449
1,883,378
Miscellaneous
2%
498,262
507,537
507,919
507,919
507,919
507,919
Imerest earnings
2%
202,924
194,400
194,400
194,400
194,400
194,400
Contributions
2%
636,139
600,838
638,552
644,938
651,387
657,901
Reimbursements
2%
1,196,959
1,405,132
1,339,551
1,352,97
1,366,476
1,380,141
Intergovernmental
11,826
111,826
111,826
112,944
114,n74
115,214
Transfen.n
2%
5,353,099
4,556,699
4,586,821
4,632,689
4,679,016
4,725,806
TOTAL REVEN UES
$
85,893,550 $
90,926,516
$
94,549,929
$
98,189,071 $
101,550,326 $
106,118,493
EXPENDITURES:
Salary
4%
36,781,529
40,760,270
43,554,739
45,296,929
7,108,806
48,993,158
Benefits
14,202,620
15,264,802
16,270,085
16,92,888
17,597,724
18,301,633
Operations
2%
11,105,117
13,469,291
14,657,682
14,950,836
15,249,852
15,554,849
Wi at Allen Incentive
3%
4,115,534
4,281,893
4,350794
4,524,826
4,660,571
4,753,782
Ca6elas
1,00,000
-
-
-
-
-
Pte
1,726
10,000
10,000
10,000
10,000
10,000
Intelligent Epitaxy
-
-
250,000
-
-
-
'Na(PIlCurvenumn Cents, Incentive
-
-
-
2,980,000
-
-
Supplles
2%
1,867,770
2,433,283
2,077,4"
2,119,013
2,161,394
2,204,621
Maintenance
2%
2,651,938
2,530,360
2,685,913
2,739,631
2,794,424
2,850,312
professional Services
2%
6,351,983
0,516,40
8,827,265
9,003,810
9,183,887
9,367,5"
Capital
2%
491,370
177,400
447,662
447,662
447,662
M7,662
"operating Transfers Out
2%
1,052,116
2,345,402
2,341,770
1,500,767
1,514,153
1,527,062
Cash Finance of OF P/a/eds
3,400,000
-
-
-
-
-
Revenues Over/IUndeG Expenditures 1,234,316 1,137,375 (923,445) 11,325,291) 821,855 2,032,049
ll6lfkAIFT731I1TFIF1lSAlRf3'I.11 1�iil
Tax, rata variables:
Taxable values thousands
9,162,341
30,179,176
1 11,225,448
11,674,466
12,141,445
12,622,103
Operations & Maintenance .
0.54
0.53
0.396273
0.403893
0408273
0.421193
Debt Service.
0141639
0.123727
0.123727
0.116107
0.111727
00981
Total.
0.681639
0.653227
05200001
0.520000
0.520000
0.52000L
'Notel/Convention Center Incentive paid from Assigned Fund Balance; $2 million assigned in FY2016.
"Transfers Out in 2016-2017 include moving $873,445 of Restricted Beginning Fund Balance to a newty created Special Revenue Fund
Cd, of Also
275
FY2017 Budget
I
II
FY2017 Budget
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City of Allen
276
FY2017 Budget
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FY2017 Budget
ORDINANCE NO. 3422-9-16
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, 2016, AND ENDING SEPTEMBER 30, 2017;
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 ofthe City and providinga complete
financial plan for 2016-2017; 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 $210,795,344, providing a complete
financial plan for the ensuing fiscal year beginning October 1, 2016, and ending September 30, 2017, as submitted
to the City Council by the City Manager, be, and the same is hereby, in all things adopted and appmved as the
budget of the City of Allen, Collin County, Texas for the fiscal year beginning October I, 2016, and ending
September 30, 2017.
SECTION 2. The sum of $210,795,344 is hereby appropriated for the payment of die expenditures established
in the approved budget for the fiscal year beginning October 1, 2016, and ending September 30, 2017, 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, 2015, and ending September 30,
2016, 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 2015-2016 are hereby ratified, and the budget
Ordinance for fiscal year 2015-2016, heretofore enacted by the City Council, be and the same is hereby,
amended to the extent of such transfers and amendments for all purposes.
City of Allen 277 FY2017 Budget
SECTION 5. Specific authority is given to the City Manager to made the following adjustments:
I. Tmnsfer of appropriations budgeted from one account classification to another amount 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 Gencral Fund and all other Funds of unexpended appropriations in the amount not
to exceed $3,700,000 for the fiscal year 2015-2016 are hereby ratified.
SECTION 6. The City Council hereby approves the Capital Improvement Program for 2017-2021, as a plan
describing and scheduling capital improvement projects for the City of Allen, and authorizes the City Manager to
use die 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 Cleric of Collin County for recording after final
passage hereof.
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 effect the validity of the 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 Onlinarm shall take effect immediately from and o0er its passage as the law and charier in
such cues provide.
DULY PASSED AND APPROVED BY THE CITY COUNCIL OF TUE CITY OF ALLEN, COLLIN
COUNTY, TEXAS, ON THIS THE 13"' DAY OF SEPTEMBER 3016.
APPROVED:
Stephen rcrrcn, MAYOR
APPROVED AS TO FORM: ATTEST:
Peter G. Smith, CI ' ATTORNEY Shel er B. Geo ,CITY SECRARY
Ordinance Nu.3J21-9-16, Page 2
City of Allen 278 FY2017 Budget
ORDINANCE NO. 3423-9-16
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN
COUNTY, TEXAS, LEVYING THE AD VALOREM TAXES FOR THE TAX YEAR
2016 (FISCAL YEAR 2016-2017) AT A RATE OF 50.52000 PER ONE HUNDRED
DOLLARS (5100) ASSESSED VALUATION ON ALL TAXABLE PROPERTY
WITHIN THE CORPORATE LIMITS OF THE CITY OF ALLEN AS OF
JANUARY 1, 2016, 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 SEVERABH.ITY 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 23, 2016, and September 6, 2016, 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 2016.2017, 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 lax year 2016 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 State and valid State laws, a tax of $0.52000 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 $0.396273 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 $0.123727 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 5.31 PERCENT AND WILL RAISE TAXES
FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY APPROXIMATELY -10.00.
SECTION 2. All ad valorem taxes shall become due and payable on October I, 2016, and all ad valorem
taxes for the year shall become delinquent if not paid prior to February 1, 2017. There shall be no discount for
payment of taxes prior to February 1, 2017. A delinquent tax shall incur all penalty and interest authorized by
' law, to wit:
City of Allen 279 FY2017 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 lax remains unpaid prior
to July 1 of the year in which it becomes delinquent.
` (h) Provided, however, a tax delinquent on July 1, 2017, incurs a total penalty of twelve percent of
the amount of delinquent tax without regard to the number of months the lax has been
delinquent. A delinquent lax shall also accrue interest at the rate afore percent for each month
or portion of a month the tax remains unpaid. Taxes for the year 2016 and taxes for all future
years that become delinquent on or after February 1 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 2016 and for all future years that become delinquent on or after
February I of a year incur an additional penally on the later of the dale the personal property
taxes become subject to the delinquent tax attorney's 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 2016 and taxes for all future years that remain delinquent on or after June I under Texas
Property Tax Code Sections 26.07(f), 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 Cate 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 arc hereby approved.
SECTIONS. Should any word, sentence, paragraph, subdivision, clause, phrase or section of this ordinance,
be adjudged orheld 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 13 rll DAY OF SEPTEMBER 2016.
APPROVED:
Stephen Terrell, MAYOR
APPROVED AS TO FORM: ATTEST:
Weller G. SndtK CITY ATTORNEY Shelley B. George, CITY SECRETARY
Ordinance No. 23-9-16, Page 2
City of Allen 280 FY2017 Budget
RESOLUTION 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 MAXDMIUM 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 time 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 rete 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.
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 Allen 281 FY2017 Budget
DULY PASSED AND APPROVED BY THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN
' COUNTY, TEXAS, ON THIS THE 27rn DAY OF SEPTEMBER, 2011.
APPROVED:
Stephen errell, MAYOR
ATTEST:
Shelley B. Geo , CITY SEcRETA11Y
Resolution No. 3032-9-11(R), Page 2
City of Allen 282 FY2017 Budget
U
1
IW4.1111111r\
CITY OF ALLEN, TEXAS
FUND BALANCE,
WORKING CAPITAL RESERVE
AND
DEBT MANAGEMENT
POLICY
revised
September 27, 2011
City of Allen 283 FY2017 Budget
PURPOSE
' The purpose of this document is to establish key elements for the financial stability of the City by setting
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.
It is essential that the City maintain adequate reserves to mitigate financial 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
filum risks from revenue shortfalls, economic downturns, unanticipated expenditures and impacts from
weather. Furthermore, anticipated cash financing of projects may result in the fund balunces and/or working
capital reserves to exceed the ranges while funds are accumulated.
DEFINITIONS
Enterprise Fonds — 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
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.
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, Fuad Balance
Reporting and Governmental Fund Type Definitions, the City classifies governments fund balance into five
categories:
(1) Nonspendable fund balance — includes amounts that are not in a spendable form or are
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
legislation. Examples include federal gouts 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
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
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.
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
amounts not contained in other classifications. Unassigned amounts are technically available
for any purpose.
City of Allen 284 FY2017 Budget
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 enterprise funds to maintain the flow of capital from cash to inventories to receivables
then back again to cash.
A. FUND 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 required 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.
2) 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. hiving freeze, salary freeze, or reduction of tmvel/training).
b) Debt Service Fund
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.
4) Order of Expenditure of Funds
a) When multiple category of fund balance are available for expenditure (for example, a
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 285 FY2017 Budget
5) Minimum Enterprise Fond Working Capital Reserves
' a) If applicable, all funds shall remain in complete compliance with bond issue covenants.
B.
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.
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 more 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 N.
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 fees or other specific revenues even though legally there is an
ad valorem tax pledge.
ii) 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 286 FY2017 Budget
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 term debt shall be reviewed for its financial
feasibility.
Is)
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.
A)
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 requited 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
from yearend savings.
iv)
Debt service payments on general obligation bonds, not abated by other revenues, shall be
paid from the debt service property tax levy.
v)
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
287 FY2017 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 growth shall be
conservative andjustifiable.
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.
4) 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 rate towards debt.
ii) 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 (20+) 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 288 FY2017 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.
I
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 mhos.
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.
City of Allen 289 FY2017 Budget
U
WHERE IS ALLEN,
_ TEXAS?
CITY OF ALLEN
City of Allen is located approximately 25 miles north of
Dallas, Texas.
City of Allen 290 FY201 ] Budget
I
1
F
CITY OF ALLEN
MISCELLANEOUS STATISTICAL INFORMATION
2016-2017 FISCAL YEAR
Form of Government
The City of Allen utilizes a council-manager form of government. The council-manager system
combines the strong political leadership of elected officials in the form of a council or other governing
body, with the strong managerial experience of an appointed local government manager. The form
establishes a representative system where all power is concentrated in the elected council and where
the council hires a professionally trained manager to oversee the delivery of public services.
Per the Home Rule Charter for the city, the Allen City Council shall consist of the mayor and six council
members elected by numbered places and are elected at -large by the registered voters of Allen to
serve three-year, staggered terms of office. Each member of the Allen City Council serves citywide.
The mayor and city council members are as follows:
Stephen Terrell
Mayor
Term:
2014-2017
Years of Service:
20
Kurt Kizer
Councilmember, Place 1
Term:
2015-2018
Years of Service:
5
Ross Obermeyer
Councilmember, Place 2
Term:
2014-2017
Years of Service:
15
Joey Herald
Councilmember, Place 3
Term:
2015-2018
Years of Service:
9
Robin L. Sedlacek
Councilmember, Place 4
Tenn:
2016-2019
Years of Service:
10
Gary L. Caplinger
Mayor Pro Tem
Councilmember, Place 5
Term:
2015-2018
Years of Service:
11
Baine Brooks
Councilmember, Place 6
Term:
2016-2019
Years of Service:
5
Councilmembers Sedlacek and Brooks were re-elected for another tens in the May 2016 election. The
average experience for Allen's City Council is just under 11 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 Managers 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
Population as of 7/1/2015 - 98,143
Allen is home to one of the only
remaining stone dams in the United
States. The remaining site includes the
stone dam, a foundation for a pump
house and a foundation for a water
tower which is designated by the Texas
Historical Commission as a State
Archaeological Landmark.
City of Allen
291 FY2017 Budget
II
Ul
CITY OF ALLEN
MISCELLANEOUS STATISTICAL INFORMATION
2016-2017 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 over 98,000.
Decade
Population
Percent Increase
1970-1979
1,940
194.4%
1980-1989
8,314
328.6%
1990-1999
18,309
120.2%
2000-2009
43,554
137.9%
2010-2014
84,246
93.4%
Est. 2015
98,143
16.5%
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.
20,000
16,000
16,000
14,000
12,000
10,000
7,401
8,000
6,000
4,000
2,000
0
Est. 2015 Population - Age Breakdown
19,609
16,281
¢¢te ¢0 ¢¢te ¢¢te ¢0 ¢¢te ¢¢te ¢¢te ¢¢te ¢¢te eats ¢¢te ¢J¢t
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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.
City of Allen
292
FY2017 Budget
II
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I
CITY OF ALLEN
MISCELLANEOUS STATISTICAL INFORMATION
2016-2017 FISCAL YEAR
DART On -Demand service is available for those residents with disabilities and elderly residents
Additionally, Allen is known for having a great portion of city resources dedicated to its parks and recreation
services. Neady 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.
Demooranhics 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.
Property Tax Breakdown
. Residential
■ Commercial
. Personal Property
■ Exempt
City of Allen 293 FY2017 Budget
— 0.553
CITY OF ALLEN
MISCELLANEOUS STATISTICAL INFORMATION
2016-2017 FISCAL YEAR
History of Tax Rate
0.552 0.55
0.52
2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017
■ Total Ta Rate
FY2017 Proposed Tax Rate
0.9
0.8
0.7
' 0.
0.55
• •
0.4 • • •
0.3 • •
0.2 _
0.1 • • •
0
cea
Qosl O �a� tae°- `ata �o� Oca O,E•c
cP f' et` P Q• �a
Q- �e
Qac
City of Allen 294 FY2017 Budget
I
L
CITY OF ALLEN
PRINCIPAL TAXPAYERS
January 1, 2016
Taxpayer
Type of Business
2016
Taxable
Value
Percentage of
Total Assessed
Valuation
The Village at Allen LP
Mixed use
$
147,302,454
1.31%
AT&T Mobility LLC
Telephone services
Allen Independent School District
123,113,770
1.10%
Watters Creek Owner LLC
Mixed use
Technology/Mobile
117,750,824
1.05%
Chelsea Allen Development LP
Retail
865
89,327,906
0.80%
AT&T Services Inc
Telephone services
2.37%
83,591,374
0.74%
Cisco Systems Inc
Data Center
Texas Health Presbyterian Hospital
81,174,520
0.72%
Creekside Acquisition LP
Apartment Complex
Information Processing
60,819,953
0.54%
Benton Pointe Apartments Inc
Apartment Complex
400
44,795,236
0.40%
BH Settler's Gate Apartments LP
Apartment Complex
0.95%
44,001,257
0.39%
Oncor Electric Delivery Company
Electric Company
37,616,080
0.34%
Total
$
829,493,374
7.39%
Total Assessed Valuation
$
11,225,448,262
CITY OF ALLEN
MAJOR EMPLOYERS
September 30, 2016
City of Allen 295 FY2017 Budget
rememage or
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
900
2.51%
Experian
National Data Center/Credit Bureau
865
2.41%
Frontier Communications
Telecommunications
850
2.37%
City of Allen
Municipal Government
775
2.16%
Texas Health Presbyterian Hospital
Hospital/Medical Offices
700
1.95%
Jack Henry & Associates
Information Processing
600
1.67%
Andrew Distributing
Retail Beverage Distributor
400
1.12%
PFSweb
Information Technology/E-Commerce
340
0.95%
MonkeySports
Sports Equipment Retailer
203
0.57%
City of Allen 295 FY2017 Budget
I
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
Aspeciied and distinguishable line of work performed by a division.
ADA
Americans with Disabilities Act
Ad Valorem
A tax computed from the assessed valuation of land and improvements.
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 bythe Central Appraisal District )
Assets
Resources owned or held by the City which have monetaryvalue.
Balanced Budget
A budget adopted by the legislative body and authority by ordinance where the proposed
expenditures are equal to or less than the proposed resources.
Bonds
A written promise to pay a sum of money on a specific date at a speafied interest rate The
interest payments and the repayment of the principal are detailed In a bond ordinance. The
most common types of bonds are general obligation and revenue bonds.
Budget
A plan of financial operation embodying an estimate of proposed means of financing it. The
"operating budget" is the financial plan adopted for a single fiscal year. The "proposed budget"
designates the financial plan initially developed by departments and presented by the City
Manager to the Council for approval. The "adopted budget" is the plan as modified and finally
approved by that body. The approved budget is authorized by ordinance and thus specifies the
legal spending limits for the fiscal year.
Budget Adjustment
A legal procedure utilized by the City Staff and City Council to revise a budget appropriation.
Budget Document
The compilation of the spending plans for the various funds, along with supporting schedules,
tables and charts which, in total, comprises the annual revenue and expenditure plan.
Budget Control
The control or management of the organization in accordance with an approved budget for the
purpose of keeping expenditures within the limitations of available appropriations and revenues.
CAFR
Comprehensive Annual Financial Report
Capital Outlay
An expenditure which results in the acquisition of or addition to fixed assets, and meets these
criteria: has an anticipated useful life of more than one year, can be permanently identified as an
individual unit of property; belongs to one of the following categories: Land, Buildings,
Structures & Improvements, Equipment; constitutes a tangible, permanent addition to the value
of the City assets; cost generally exceeds at least $5,000; does not constitute repair or
maintenance, and, is not readily susceptible to loss.
City of Allen
296 FY2017 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
CAN
Cable Access Television
CDBG
Community Development Block Grant
CIP
Capital Improvement Program
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, motorvehicle theft, and arson.
Current Taxes
Taxes that are levied and due within one year.
CVB
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 Cit✓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.
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
City of Allen
297 FY2017 Budget
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Glossary
Expenditures
The cost of goods received or services rendered whether cash payments have been made or
encumbered.
Fiscal Year
A twelve-month period designated as the operating year for accounting and budgeting purposes
in an organization. The City of Allen has specified October 1 to September 30 as its fiscal year.
FLSA
Fair Labor Standards Act
Fund
An accounting device established to control receipt and disburse income from sources set aside
to support specific activities or attain certain objectives. Each fund is treated as a distinct fiscal
entity with a self balancing set of accounts.
Fund Balance
The excess of a fund's current assets over its current liabilities; sometimes called working capital
in enterprise funds A negative fund balance is often referred to as a deficit.
Funding
Provides budgetary resources to cover the total cost of a program or project at the time it is
undertaken.
GAAP
Generally Accepted Accounting Principles
GASB
Governmental Accounting Standards Board
General Fund
The fund used to account for all financial resources exceptthose 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 Citys 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 city's assets located at or below ground level, including the water system,
sewer system, and streets.
Internal Service Fund
A fund used to account for the financing of goods or services provided by one City department
or cost center to other departments, on a cost -reimbursement basis.
JARC
Job Access and Reverse Commute Program
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.
City of Allen
298 FY2017 Budget
Glossary
Modified Accrual
The accrual basis of accounting adapted to the governmental fund type
Basis
spending measurement focus. Under it, revenues are recognized when they become both
'
measurable" and "available to finance expenditures of the current period." Expenditures are
recognized when the related fund liability is incurred except for (1) inventories of materials and
supplies which may be considered expenditures either when purchased or when used; (2)
prepaid insurance and similar items which need not be reported; (3) accumulated unpaid
vacation, sick pay, and other employee benefit amounts which need not be recognized in the
current period, but for which larger -than -normal accumulations must be disclosed In the notes
to the financial statements; (4) interest earnings on special assessment levies; and (5) principal
and interest on long-term debt which are generally recognized when due.
Mission Statement
General statement of purpose.
NCTCOG
North Central Texas Council of Governments
NIMS
National Incident Management System
NPDES
National Pollutant Discharge Elimination System
NTMWD
North Texas Municipal Water District
Note
A certificate pledging payment, issued by a government or bank.
Operating Budget
Plans of current expenditures and the proposed means of financing them. The annual operating
budget is the primary means by which most of the financing, acquisition, spending, and service
delivery activities of the City are controlled. The use of annual operating budgets is required by
State law.
PEG Access
Public Education Government access; Refers to a cable channel operated by a local government
'
entity.
P.C.O.R.I.
Patient -Centered Outcomes Research Institute; non-profit organization established by P.P.A.C.A.
P.P.A.C.A.
Patient Protection and Affordable Care Act
Performance Indicators
Specific quantitative measures of work performed within an activity or program. They may also
measure results obtained through an activity program.
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 abut which need not be of the same
structural form) as the property to be replaced.
RFP
Request for Proposals
RFI
Request for Quotes
Reserve
An account used to indicate that a portion of fund resources is restricted for a specific purpose,
or is not available for appropriation and subsequent spending
Reserve Fund
A backup fund for payment of matured bonds and interest should the Water & Sewer Debt
Service Fund fall short of required amounts.
Cdy of Allen
299 FY2017 Budget
Glossary
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
551
Service Standard Index
STEP
State Traffic Enforcement Program
Strategic Plan
Document which lists or describes major goals of an organization along with the strategies that
will be employed in attaining them.
Subrogation
Transferring of financial responsibility to the party who, in equity and good conscience, should
Tax Rate
pay R
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
TMRS
Texas Municipal Retirement System
TNRCC
Texas Natural Resources Conservation Commission
TOOT
Texas Department of Transportation
TPDES
Texas Pollutant Discharge Elimination System
W&S
Water &Sewer
1
City of Allen
300 FY2017 Budget