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O-3328-9-15ORDINANCE NO. 3328.9-15 ' 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, 2015, AND ENDING SEPTEMBER 30, 2016; 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 2015-2016; 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 $199,384,266, providing a complete financial plan for the ensuing fiscal year beginning October 1, 2015, and ending September 30, 2016, 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, 2015, and ending September 30, 2016. SECTION 2. The sum of $199,384,266 is hereby appropriated for the payment of the expenditures established in the approved budget for the fiscal year beginning October 1, 2015, and ending September 30, 2016, 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 2014-2015 are hereby ratified, and the budget Ordinance for fiscal year 2014-2015, 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 20142015 are hereby ratified. SECTION 6. The City Council hereby approves the Capital Improvement Program for 2016-2020, 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. SECTIONS. Should any word, sentence, paragraph, subdivision, clause, phrase or section of this ordinance, be adjudged or held to be void or unconstitutional, the same shall not affect the validity of the remaining portions of said ordinance, 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 8"r DAY OF SEPTEMBER 2015. APPROVED: Stephen Terrell, MAYOR APPROVED AS TO,/FORM: ��-/� �AATT�T\E�ST�: (� , � A 'C/ �i/rv,✓f V (�y�s-s+—` Peter . Smith, CITY RNEY Sh—Wiy B. Cieiir0rUM 9ECRETAkY Ordinance No. 3328-9-15 Page 2 11� CITY OF ALLEN ANNUAL BUDGET 2015-2016 Fire Station #2 ALLEN, TEXAS CITY OF ALLEN I ' In accordance with the passage of S.B. No. 656, Local Govemment 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 $3,623,956, which is a 7.30 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 $1,267,372." The members of the governing body voted on the budget as follows: FOR: Stephen Terrell, Mayor Gary L. Caplinger, Mayor Pro Tem, Place 5 Kurt Kizer, Place 1 Ross Obermeyer, Place 2 Joey Herald, Place 3 Robin L. Sedlacek, Place 4 ' Baine Brooks, Place 6 AGAINST: None PRESENT and not voting: None ABSENT: None Property Tax Rate Comparison 2015-2016 2014-2015 Property Tax Rate: $0.530000/100 $0.540000/100 Effective Tax Rate: $0.499257/100 $0.515184/100 Effective Maintenance & Operations Tax Rate: $0.368306/100 $0.383205/100 Rollback Tax Rate: $0.521497/100 $0.555500/100 Debt Rate: $0.123727/100 $0.141639/100 Total debt obligation for City of Allen secured by property taxes: $96,180,000 ' C 1 I C CITY OF ALLEN, TEXAS PROPOSED ANNUAL BUDGET FISCAL YEAR 2015 - 2016 CITY OF ALLEN Presented to the City Council September 8, 2015 Councilmembers Mayor Stephen Terrell Mayor Pro Tem, Place No. 5 Gary L. Caplinger Councilmember, Place No. 1 Kurt Kizer Councilmember, Place No. 2 Ross Obermeyer Councilmember, Place No. 3 Joey Herald Councilmember, Place No. 4 Robin L. Sedlacek Councilmember, Place No. 6 Baine Brooks Management Staff City Manager Chief Financial Officer Assistant Chief Financial Officer Budget Officer Peter H. Vargas Eric Cannon Joanne Stoehr Chris Landrum I I I I d C I T Y OF A L L E N Our 914ission 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 fulfdl our mission in a way that: RESPECTS AND VALUES CITIZENS AND EMPLOYEES § NURTURES COMMUNITY INVOLVEMENT § DEMONSTRATES THE HIGHEST ETHICAL STANDARDS § IMPROVES EFFECTIVE COMMUNICATIONS § MODELS SAFETY § EXEMPLIFIES PROFESSIONALISM § PROMOTES TEAMWORK § DEMONSTRATES STEWARDSHIP § REWARDS MERITORIOUS PERFORMANCE § MAXIMIZES THE USE OF TECHNOLOGY § ENCOURAGES FLEXIBILITY, INNOVATION AND CREATIVITY § UTILIZES EFFECTIVE PLANNING § PROVIDES OPPORTUNITIES FOR PERSONAL AND PROFESSIONAL GROWTH FOR ALL PERSONNEL § AND ASSIGNS APPROPRIATE RESPONSIBILITY AND ACCOUNTABILITY. CITY OF ALLEN F 1 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Allen Texas Forthe Fiscal Year Beginning October 1, 2014 Excmt v Dimclor I TABLE OF CONTENTS BUDGET OVERVIEW 51 Letter from City Manager ............................................................................................... I EconomicOutlook ......................................................................................................... 9 Demographics........................................................................................... 10 FundStructure ............................................................................................................. 16 Budget Process — Basis, Process, and Amendments ................................................. 20 BudgetCalendar .......................................................................................................... 22 Budget Process — Strategic Plan and Capital Budget ................................................. 23 StrategicPlan ........................................................ ..................................................... 24 Financial Policies and Practices .................................................................................. 32 RevenueSummary ...................................................................................................... 37 Combined Budget Summaries .................................................................................... 42 OrganizationalChart .................................................................................................... 47 StaffingSummary ........................................................................................................ 48 GENERALIFUND 121 OVERVIEW .... ... 127 Revenue and Expenditure Summary .......... .... ........................................................ 49 Revenue and Expenditures by Function Charts ......................................................... 51 Revenues.......................... ...................................................................................... - 52 TaxStructure ................. ............................................................................................ 54 BudgetAssumptions ................................................................................................... 55 Expenditures by Function ........................................................................................... 56 Expenditures by Classification ..... ............................................................................. 57 GENERAL FUND DEPARTMENTS CityAdministration ...................................................................................................... 59 CitySecretary ........................................... ................................................................. 65 Community Development ........................................................................................... 71 CommunityServices ............................................ ...................................................... 83 Engineering.............................................................................................................. 103 Finance..................................................................................................................... 109 Fire.......... ...... .... ............. . . . ................................................................................. 115 HumanResources .................................................................................................... 121 InformationTechnology ... ............................................................................... .... ... 127 InternalServices ....................................................................................................... 133 Library............................................................................................. ..... ................... 137 MunicipalCourt .......................................................................... ............... .............. 147 Parks and Recreation ................................................................................ ..... .... ... 153 EventCenter . .. ... ................................................................................ 167 Police........... ............................ ............................................................................... 175 Public and Media Relations Office ............................................ ............... ..... ..... .. 185 ITABLE OF CONTENTS continued... DEBT SERVICE FUND Debt Policy and Fund Balance Summary ................................................................. 191 Debt Service Requirements .................................................... ............................... 192 TAX INCREMENT FINANCING FUND OTHER FUNDS SolidWaste ................... . .... ................................................................................... 219 Revenue and Expenditure Summary ....................................................................... 197 Tax Increment Financing .......................... ........................................................... ... 198 WATER AND SEWER FUND Revenue and Expense Summary ............................................................................. 203 Revenue and Expenses by Function Charts . ...................................................... ... 204 RevenueDetail ......................................................................................................... 205 Expenses by Classification. ...................................................................................... 206 Waterand Sewer ............................ ........................................................................ 207 UtilityCollections ...................................................................................................... 214 GolfCourse ............................... ........................................................... OTHER FUNDS SolidWaste ................... . .... ................................................................................... 219 AssetForfeiture ........................................................................................................ Drainage................................................................................................................... 229 GolfCourse ............................... ........................................................... .................. 237 AssetForfeiture ........................................................................................................ 245 HotelOccupancy Tax ............................................................................................... 249 GrantFund ............................................................................................... . .............. 257 ReplacementFund ................................................................................................... 261 RiskManagement ................................................. ................................................... 265 Economic Development Corporation ........................................................................ 273 Community Development Corporation ............................. . ...................................... 279 CAPITAL PROJECT LocatorMap ................................ .................... ........................................................ 285 Major Projects - Highlights ....................................................................................... 286 Relationship between Operating and Capital Budgets ............................................289 Debt Management and Fund Balance Reserve Policy ... ...... ................................. 306 Capital Projects Funding Summary ...... . ....... ..... ................................................. . 291 Debt...................................................................... ................................................... 295 APPENDIX Budget and Tax Ordinances .. .... ......... ..................................................... .. . ........ 301 Debt Management and Fund Balance Reserve Policy ... ...... ................................. 306 Glossary....... ....... ...................................................................... ............................. 321 CITY OF ALLEN October 1, 2015 Mayor Stephen Terrell Members of the City Council City of Allen Allen, Texas Mayor Stephen Terrell and Members of the City Council: I am pleased to present the 2015-2016 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, 2015, to September 30, 2016. It bas been prepared in conformance with the requirements of Article N of the City Charter, City financial policies, and State law. The public hearings on the proposed 2015-2016 budget and tax rate were held on August 11, 2015, and August 25, 2015. The budget and tax rate were adopted on September 8, 2015. The recommended budget for fiscal year 2016 allows for modest growth in an effort to maintain service levels consistent with citizen expectations. With this budget, staff recommends allocating resources according to the priorities of our citizens and City Council, while maintaining the conservative fiscal approach that hes allowed Allen to continue to ' maintain its AAA bond rating. This budget maintains or enhances the programs and services identified by our citizens as priorities while providing for a $0.01 decrease to the City's tax rate. 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 sworn positions continue with the pay plan methodology that was implemented last year. This methodology incorporated a step plan based on merit for both Police and Fire sworn positions and employees in each rank are eligible to move a single four percent (4%) step on an annual basis provided their performance warrants advancement. Funds are also included in the proposed budget for minimal market adjustments to certain positions based on a case by case review. The City of Allen continues to be a growing community and, as such, the budget requires modest growth to ensure that resources are available to maintain the high quality City services that our citizens expect and to keep pace with the demand for services that are stimulated by new businesses and citizens. The 2016 fiscal year total combined budget revenue plus beginning fund balance equals $268,287,081 and total budgetary expenditures are estimated at $199,384,266. Balancing the needs of the community with available financial resources presents an annual challenge in the development of the budget. The 2015-2016 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. 305 CENTURYPARKWAY • ALLEN, TEXAS 75013-8042 •214 509.410D WEB.w .dlyofslimwg• EMAIL. cwQcityofallm.org ' Strategic 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, 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 2016 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 Maintain operational excellence in city government services. Goal 7 Provide economic investment that increases employment opportunity, the tax base, and provides desired goods and services for residents and contributes to the community character and identity. Goal 8 Proactively work to protect, conserve and manage water resources. ' Property Values According to the Central Appraisal District, the total assessed property value for 2015-2016 equals $10.18 billion, which equates to an overall increase of approximately $1.017 billion (11.1%) from the previous year. This represents the largest percent increase in property value since fiscal year 2009. Assessed Property Valuation (in Billions) 55 6.45 8.37 -- ---- 7.02 --7.32 _ 7.39 - - 5.16 _ _72 7.60 _.— 10.18 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 City of Allen 2 FY2016 Budget Tax Rate The adopted budget reduces the city's tax rate to $0.530, 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, $0.406273 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 23.34% of the overall tax rate. This rate is consistent with the City's current policy to maintain the debt service portion below 35%. History of Tax Rate 0.553 0.552 0.55 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 ■Total Tax Rate The average single-family home value in Allen is currently $280,816, an increase of $25,695, ' or 10.07% from the previous year. At a property tax rate of $0.530, the municipal tax paid on the average single family home will be $1,488. Home Value $100,000 Tax $0.53 rate Property Tax $530 $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 $220,809 (2011 avg.) $0.553 $1,221 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 May 2014, the ratings on the City's General Obligation debt were reaffirmed at AAA by Standard and Poor's, and were reaffirmed at Aal by Moody's. At the beginning of fiscal year 2016, the total outstanding debt balance will be $96.18 million, and the debt service payments on this ' outstanding balance will be $12.80 million for the year City of Allen 3 FY2016 Budget Programs and Staffing Levels The City currently supports a staff of 774.35 full-time equivalent employees allocated among the operating departments. This budget recommends an increase of 18.60 full-time equivalent (FTE) positions, setting the employment level for fiscal year 2016 at 792.95. This includes 15.60 FTE in the General Fund, 1.0 FTE in the Water and Sewer Fund, 0.5 FTE in the Solid Waste Fund, 1.0 FTE in the Drainage Fund and 0.5 FTE in the Hotel Fund. The staffing level has been increased to address the goals established in the Strategic Plan and maintain current levels of service. The graph below reflects the number of employees per thousand citizens for the past five years. Employees per Thousand Citizens 8.21. 8.3Z 8.38 8.35 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 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 $89,483,328 for the fiscal year 2015-2016 budget, an increase of 5.7% from the amended 2014-2015 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 $18.6 million, a 3.3% increase from the amended 2014-2015 budget. This is a result of continued commercial retail development and population growth in Allen. General Fund operating expenditures and budget transfers total $87,310,730, reflecting a 3.0% increase from the amended 2014-2015 budget. The available ending fund balance for the General Fund, including a restricted balance of $816,827 and an assigned balance of $2.65 million, is projected to be $21,114,072, leaving 88.3 days of operational expenditures in reserve, within the City policy of 60 to 90 days. In order to keep up with existing demands, in fiscal year 2016, the City will add several new ' General Fund positions, as follows: City of Allen 4 FY2016 Budget • Community Development — One new Senior Planner is requested to enhance staff's ' ability to address revitalization and redevelopment issues in aging commercial areas, including the CBD, and to help implement the newly adopted Comprehensive Plan. • Community Services — One new Building Maintenance Technician is requested to assist in the maintenance of aging municipal facilities. • Engineering— One Traffic Signal Foreman is requested to assist in the management of existing personnel and to accommodate the growth in traffic -related infrastructure and the need to enhance preventative maintenance measures intended to prolong the useful life of the City's assets. • Finance— One additional Accountant is requested to implement new City-wide general billing and accounts receivable sub -ledgers made available through the new administrative software, and to fully utilize new cash management software. • Fire — One new Fire/EMS Reporting Specialist is requested to comply with the increasing activity report requirements at the Federal and State levels and to implement changes associated with the Patient Protection and Affordable Care Act (PPACA). One new Firefighter/Paramedic is requested to maintain minimum staffing on one of the three shifts. Currently, overtime is used to maintain that minimum staffing level. • Human Resources — One HR Specialist is requested to meet the needs of additional t reporting required by PPACA and to enter additional information required for the expanded capabilities of the new administration software. • Information Technology — One Database Administrator is requested to manage the efficient operation of the City's databases and ensure the full utilization of application functionality by the various divisions. • Library— A part-time Senior Librarian is requested to become full-time which adds 0.5 FTE and a part-time Media Production Specialist at the Civic Auditorium is requested to become full-time which adds another 0.5 FTE. • Parks and Recreation — Existing part-time position hours have been requested to increase at Ford Pool by 2 FTE to accommodate the increased demand that will follow renovation of the facility. One Administrative Assistant at the Service Center and one Park Maintenance Technician to assist in the ongoing maintenance of playground equipment are also requested. Additional part-time hours totaling 0.60 FTE are also requested to supplement Day Camp Counselors which will be offset by additional program revenue. • Police — A Detention Officer is requested to maintain two Detention Officers on shift at all times at the jail facility and a non-swom Public Safety Officer is requested to handle lower priority calls for service, thus freeing Patrol to handle in progress calls for ' service. City of Allen 5 FY2016 Budget 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 year progresses. Water and Sewer Fund The Water and Sewer Fund is expected to begin fiscal year 2016 with $11.55 million in working capital balance. The total fund revenues are expected to be approximately $36,947,718, allowing for budgeted expenses of $36,669,912. Expenses include a $1,995,000 transfer to capital projects for systematic water and sewer infrastructure replacement projects and future CIP funding. The budget anticipates a water and sewer rate increase in February 2016 in accordance with the latest water and sewer rate study, which was updated in fiscal year 2012. The $11.83 million in working capital ending balance results in 117.7 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 bas been able to maintain water and sewer rates that are among the lowest in the region. One new Wastewater Foreman has been requested in the FY 2016 budget to meet the increased enforcement demands from both the TCEQ and EPA. ' Solid Waste Fund The Solid Waste Food 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 2016 are $6,639,540 with budgeted expenses totaling $7,125,021. The total ending fond balance for the Solid Waste Fond is projected to be $2,616,305. Consistent with prior Council discussion, in fiscal year 2016 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 Fond will continue its efforts in fiscal yew 2016 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 also continue to partner with the Parks and Recreation Department by providing $275,000 towards city-wide litter pick up efforts and will contribute funding in the amount of $500,000 in fiscal year 2016 for alley repairs. Drama a Fund ' The Drainage Fond 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 City of Allen 6 FY2016 Budget sweeping and greenbelt mowing along drainage ways, and mosquito abatement activities. The ' Food 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 2016 are $1,445,100 with budgeted expenses totaling $1,584,925. The total ending fund balance for the Drainage Fund is projected to be $450,850. The Drainage Food includes a request for one Equipment Operator in conjunction with a concrete truck to meet the need for timely delivery of replacement materials. Golf Course Fund Golf course operational expenses in fiscal year 2016 are anticipated to be $3,085,356, which will be covered by operational revenues estimated at $3,070,960, and transfers in from the General Food of $226,000. However, this General Fund support may decrease dependent upon actual revenues from green fees and food & beverage exceeding the conservative budget expectations. Hotel OccuDancv 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 2016 are expected to total $1,805,243 with budgeted expenses of $1,296,500. Since the Hotel Occupancy Tax Food directly benefits from the recruitment of events and programs held at Allen Event Center, $235,000 is included to help offset performance guarantees, marketing and advertising expenses for the sporting events and performances that increase tourism and economic activity at local hotels. The Fund budget also includes the costs of operating the City's Convention and Visitors Bureau (CVB). CVB operational and personnel costs are budgeted to be $905,930. 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. Risk Manaeement Fund The Risk Management Food 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 FY2016. This is due in part to the mitigation of certain prescription drug claims and efforts to slightly restructure the plans last fiscal year. The City will continue to maintain a fiscally sound fund while looking for ways to lower healthcare ' costs City of Allen 7 FY2016 Budget Workers' compensation insurance claims and premiums will remain relatively flat compared to the prior year. The budgeted amount for this coverage is $423,261. Property and liability insurance rates remain consistent compared to fiscal yew 2015, and the total anticipated amount budgeted is $611,081. 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 2007, Allen citizens authorized the issuance of $77.895 million in General Obligation Bonds to fund capital improvement projects over several years. The projects identified within that bond program represent a significant investment in infrastructure, public facilities and recreational assets. Fiscal year 2015 was the ninth year of debt issuance from the 2007 election, totaling $7.865 million and included: upgrading existing facilities, repairs to streets and alleys, continuation of the Ridgeview Drive extension, park land acquisition, neighborhood park development and implementation of the Public Art Master Plan. Only $2 million remains authorized and unissued from the 2007 bond election for use at the Municipal Service Center. Conclusion ' This completes the highlights of the 2016 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, I 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. 1 Respectfully submitted, Peter H. Var City Manage" City of Allen a FY2016 Budget CITY OF ALLEN ECONOMIC OUTLOOK ' The City of Allen has experienced moderate growth in recent years as the economy continues to recover. Pent up demand in housing 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 years increase of 11.1% 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 data center technology purchases and in-line retail finish outs, as the city's sizable retail developments continue to expand towards full occupancy. The overall increase in sales tax revenues for FY2016 is estimated at 3.3% over FY2015 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 city is in the planning phases of a bond election to be held in FY2016. The process has not progressed to the phase to determine an amount that will be issued. It is known that the issuance will have an impact on the Debt Service Fund as well as an increase to maintenance and operations as the capital projects are completed. Since the amount to be issued is not determined, and needs voter approval, the impact cannot be calculate and thus not include in the long term plans in the Capital Projects section of this document. New Debt issues in May of 2015 increased the FY2016 budget with associated operations and maintenance costs. The city uses deferment as a management tool to control the increase in debt and operating costs. 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 as compared to the market every other year. This process took place in 2015 with the intent to implement 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. 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. FY2016 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 FY2016. 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 projects. The city continually monitors economic conditions, and is prepared to make additional adjustments as circumstances change. City of Allen 9 FY2016 Budget I CITY OF ALLEN DEMOGRAPHICS 2015.2016 FISCAL YEAR The City of Allen is located in Collin County, in North Central Texas and is 25 minutes North of Downtown Dallas, at the intersection of SH -121 (Sam Rayburn Tollway) and US -75 (Central Expressway). Allen is completely surrounded by incorporated cities. To the north lies the City of McKinney; to the south, the City of Plano; to the east, the City of Lucas; and to the west, the City of Plano. Allen was settled in the early 1850's from land grants given by the Republic of Texas as an inducement for settlers to come to the frontier. The railroad and telegraph came to Allen in aq,,i1e 1872 and in future years made substantial contributions to the local economy. The City was officially incorporated in 1953 with a Council/Manager form of government. Similar in importance to the construction of the railroad almost a century before was the completion of US -75 through Allen in 1960. Citizens could work at nearby companies because of the access and convenience of the highway. The relocation of technology companies to the North Dallas and Richardson areas in the 1960's drastically increased employment opportunities for Allen's citizens, and the population rose to 1,940. It continued to increase to 8,324 in 1980, 19,198 in 1990, 43,686 in 2000, 92,339 in . 2013, and 94,173 as of July 2014. In 2015, the Census Bureau ranked Allen as the 27� fastest growing city in the country. 100, 80, 60, 40, 20, City of Allen Population Growth 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 The City of Allen has established a national reputation for its superior quality of life driven by its quality residential and commercial developments and abundant amenities. Important transportation routes serving the City include US -75, which bisects the City in a north/south direction and provides an important link to adjacent cities. McDermott Drive/Main Street runs in an east/west direction in the center of the City. State Highway 5/Greenville Avenue, which formerly was the main north/south thoroughfare, lies roughly parallel to US -75. State Highway 121 (Sam Rayburn Tollway) offers Collin County residents a direct route to the DFW International Airport, which is approximately 30 miles from Allen, and the Dallas North Tollway, ' which is 10 miles away. Dallas Love Field Airport is 25 miles from Allen and McKinney National Airport is 9 miles from Allen. City of Allen 10 FY2016 Budget 0 OWN 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 The City of Allen has established a national reputation for its superior quality of life driven by its quality residential and commercial developments and abundant amenities. Important transportation routes serving the City include US -75, which bisects the City in a north/south direction and provides an important link to adjacent cities. McDermott Drive/Main Street runs in an east/west direction in the center of the City. State Highway 5/Greenville Avenue, which formerly was the main north/south thoroughfare, lies roughly parallel to US -75. State Highway 121 (Sam Rayburn Tollway) offers Collin County residents a direct route to the DFW International Airport, which is approximately 30 miles from Allen, and the Dallas North Tollway, ' which is 10 miles away. Dallas Love Field Airport is 25 miles from Allen and McKinney National Airport is 9 miles from Allen. City of Allen 10 FY2016 Budget Since its creation by voters in 1992, the Allen Economic Development Corporation (AEDC) has t dedicated its resources to developing first-class business parks and recruiting quality industries and corporate campuses to the community. Allen's corporate landscape is now a well-designed blend of corporate offices, professional services, telecommunications, data centers, medical, semiconductor and other technology -related industries. 12 10 8 " 3 6 4 City of Allen Assessed Property Valuation 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 In addition to creating jobs, AEDC projects relieve the property tax burden of homeowners by increasing the commercial tax base. The AEDC has completed over 104 projects since its inception that have added over $1.7 billion in taxable value to the Allen tax rolls and account for 71% of the city's commercial tax base. These projects have helped the city reduce its property tax rate by 28% since 1992 while contributing more than $157 million for public ' facilities and amenities. In recent years, Allen has moved to the next level of its development and become a destination for businesses and residents alike with new Class -A office parks, mixed-use amenities, and destination shopping, dining and entertainment venues. As a result, Allen has been consistently recognized nationally and regionally as one of the top 25 best places to live by prestigious publications such as Forbes, CNN Money Magazine, Family Circle and D Magazine. L • Fe�hfreci In ' D-Nlagarinc City of Allen 11 FY2016 Budget 4. Allen, Texas ' POPULATION: 90,408 JOB GROWTH SINCE 2010: 10% PROJECTED JOB GROWTH THROUGH 2018: 14.5% slim[ In a town when the high school team recently won back-to-back state championships, football is king. But residents of this Dallas suburb can also celebrate an extraordinary local job market anchored by in -town offices of Experian and Frontier Communications and, in the adjoining town of Plano, the headquarters of both JC Penney and Frito-Lay. Stroll through one of the town's outdoor shopping centers and you'll find a village park known as The Green, along with big -name retail and restaurants. In the past year alone, the AEDC has announced 2,025 new jobs and over $127 million in new capital investment created by relocating and expanding companies. In addition, the AEDC is assisting with the construction of 2.1 million square feet of new commercial development with a total capital investment of $472 million. These projects include: ' The Convention Center at Watters Creek, an $85 million convention center and four-star hotel that will be located on the northwest corner of US -75 and Bethany Drive. This convention center will be one of the largest facilities of its kind in the Dallas -Fort Worth area with over City of Allen 12 FY2016 Budget 50,000 square feet of convention space. Parking will be available for 1,000 cars and visitors ' will enjoy direct connectivity to the shopping and dining venues at Watters Creek at Montgomery Farm. The AEDC contributed land to the project and partnered with the City of Allen and the Allen Community Development Corporation (ACDC) to provide the incentives and local support critical to securing the EB -5 funding from foreign investors that made this project possible. The AEDC has also made further progress in developing Watters Creek Office Park (previously named Allen Central Park) adjacent to the Convention Center at Watters Creek. This 24 -acre development will feature 5 buildings with 800,000 square feet of office space. The first building planned for construction by Peloton Commercial Real Estate is a 6 -story, 150,000 -square foot building. The AEDC is selling the land at market price and completing a master lease to kick off immediate development. With AEDC assistance, Sentinel Capital broke ground on the first phase of AllenPlace, a new Class -A office park along US -75 between Bethany Drive and McDermott Drive that will add nearly 500,000 square feet of much needed office space. The AEDC also incentivized KONE Inc., a global leader in the elevator and escalator industry, as the lead tenant to kick off the first phase of this development and double their current employment in Allen from 130 to 260. KONE will occupy 25,000 square feet in the first 3 -story office building, a 120,000 -square foot industrial building and a 6 -story elevator test tower. Phase I is expected to open in the first quarter of 2016. The AEDC partnered with TIG USA to develop Ridgeview Business Center, a master -planned 25 -acre office park with 650,000 square feet of Class -A office space along State Highway 121 between Stacy Road and Watters Road. The AEDC optioned land and incentivized the design process for the first planned 6 -story building that will deliver 150,000 square feet in office space. The AEDC purchased 31 acres of land along SH -121 at Chelsea Boulevard. This site will be marketed as a build -to -suit option for corporate campuses and help spur further development along the corridor. The AEDC also pursued developer KDC and is partnering to market a 100 acre site along SH -121 for a mixed-use corporate campus with up to 1 million square feet of office, retail and multi -family housing. MonkeySports, which is the largest online retailer of hockey and lacrosse equipment, relocated from California and created 203 new jobs. The company invested $40 million to convert a 260,000 -square foot building that had been vacant for several years into their new corporate headquarters and distribution center. The company also plans to open a retail storefront. With AEDC assistance, CVE Technology Group leased 200,000 square feet and invested in millions in facility upgrades to relocate their corporate headquarters from New Jersey. CVE has created 600 jobs and is expected to create an additional 400-700 jobs in Allen. The AEDC incentivized JaRyCo Development to kick off the first phase of The Tech Center on ' Greenville near Bethany Drive and Greenville Avenue, a three -building office/flex development that will total 90,000 square feet. The first phase is expected to break ground soon and deliver approximately 30,000 square feet by the first quarter of 2016. City of Allen 13 FY2016 Budget The AEDC also incentivized JaRyCo to construct Phase II of The Corporate Center at Twin ' Creeks at Watters Road and Raintree Circle, which has already been completed with 20,000 square feet of office/flex space. In addition, the AEDC recruited software company Hams True Automation to kick off Phase III of the project, where they will bring 60 employees from Plano. The AEDC recruited a number of companies including TOPS Software, which is bringing 20 employees from Richardson; Lakeland Marketing, which is moving 25-30 employees into the building it purchased in Downtown Allen; ReSource, which relocated and created 45 jobs; and Gorilla Technology, an outsource marketing firm which relocated from California and created 25 jobs. The AEDC also assisted with the expansion of existing companies such as Quest Medical, IntelliEpi, Ari -Tex Electric, and Atlas Copco. Past projects of the AEDC also include many of the amenities that Allen residents enjoy. The Allen Event Center has made Allen a regional entertainment destination with its concerts, trade shows, professional sporting events, festivals, and community ceremonies. The facility is home to three minor league sports teams with a growing attendance: the Allen Americans, an ECHL hockey team (and 2015 Kelly Cup champions), the Dallas Sidekicks, an MISL soccer team, and the Texas Revolution, a CIF indoor football team. The AEDC also partnered to assist with the construction of The Village at Allen, the 181 -acre multi -use project that includes 1 million square feet of retail, 500,000 square feet of office and a full-service hotel. The AEDC recruited Cabala's to construct its 100,000 -square foot store that contributes over $40 million in taxable sales annually. ' The AEDC and the City of Allen jointly assisted Watters Creek at Montgomery Farm, the premiere mixed-use development that attracted regional and national attention and has added over $100 million to the city's ad valorem tax rolls. The AEDC and the ACDC also jointly assisted Allen Premium Outlets, which has become a regional retail destination, and are working to assist with its anticipated expansion. 1 The AEDC board and staff are driven to build a diverse business and industry tax base that provides additional public funding for Allen's exemplary public schools, nationally -recognized parks and trails system, police and fire protection, and road improvements. The companies recruited to the City by the AEDC provide jabs and tax revenue that help the City of Allen grow and maintain the public services that make Allen a great place to live, work and play. City of Allen 14 FY2016 Budget CITY OF ALLEN DEPARTMENTAL PERFORMANCE MEASURES 2015-2016 FISCAL YEAR 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." 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). I 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 Hatry's book Performance Measurmenl n From the National Center for Public Productivity. Rutgers University City of Allen 15 FY2016 Budget CITY OF ALLEN FUND STRUCTURE ' 2015-2016 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 for specified purposes. 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. 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 16 FY2016 Budget Proprietary Fund Types Proprietary funds use the flow of economic resources measurement focus and the accrual basis of accounting. Under this method, revenues are recorded when earned and expenses are recorded at the time the liability is incurred. There are two types of proprietary funds included in the budget: Enterprise Funds and Internal Service Funds. Enterprise Funds The Enterprise Funds are used to account for operations that are financed and operated in a manner similar to a private business enterprise. The intent of the governing body is that the cost (expenses, including depreciation) of providing goods or services to the general public be financed or recovered primarily through user charges. Water and Sewer Fund The Water and Sewer Fund is used to account for the provision of water and sewer services to the residents of the city. Activities include administration, operation and maintenance of the water and sewer system and billing and collection activities. Acquisition and construction of major water and sewer capital facilities and repayment ' of indebtedness from related bond issues and lease purchases are also accounted for in this proprietary fund. All costs are financed through charges made to utility customers. Rates are reviewed and adjusted when necessary to ensure the solvency of the fund. 1 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. Goff 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. Ctty of Allen 17 FY2016 Budget CITY OF ALLEN FUND STRUCTURE ' 2015-2016 FISCAL YEAR Proprietary Fund Types Proprietary funds use the flow of economic resources measurement focus and the accrual basis of accounting. Under this method, revenues are recorded when earned and expenses are recorded at the time the liability is incurred. There are two types of proprietary funds included in the budget: Enterprise Funds and Internal Service Funds. Enterprise Funds The Enterprise Funds are used to account for operations that are financed and operated in a manner similar to a private business enterprise. The intent of the governing body is that the cost (expenses, including depreciation) of providing goods or services to the general public be financed or recovered primarily through user charges. Water and Sewer Fund The Water and Sewer Fund is used to account for the provision of water and sewer services to the residents of the city. Activities include administration, operation and maintenance of the water and sewer system and billing and collection activities. Acquisition and construction of major water and sewer capital facilities and repayment ' of indebtedness from related bond issues and lease purchases are also accounted for in this proprietary fund. All costs are financed through charges made to utility customers. Rates are reviewed and adjusted when necessary to ensure the solvency of the fund. 1 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. Goff 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. Ctty of Allen 17 FY2016 Budget CITY OF ALLEN FUND STRUCTURE ' 2015.2016 FISCAL YEAR 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. Risk Management Fund The Risk Management fund accounts for the health insurance portion of employee and retiree benefits, for which the city is self-insured. The fund also includes property and liability insurance and worker's compensation insurance, as well as the administrative costs of operating the fund. The total costs of this fund are charged proportionally to each of the other operating funds. Component Units Component units are legally separate entities for which the city is financially accountable. The city is considered financially accountable for its component units because the City Council appoints the board members, approves the budgets, authorizes debt issuances, and has access to the organizations' resources. Allen Economic Development Corporation (AEDC) ' The AEDC is responsible for aiding, promoting and furthering economic development within the city. Community Development Corporation (CDC) The CDC is responsible for supporting improvements in community parks and recreation, streets and sidewalks, public safety and the community library. The chart below shows the relationship among the various funds and their primary revenue sources. Revenue Sources Property Sales & Use User Tax Tax Fees Special Rewnw li lemal Services General Fund x x Daft Service Fund z Tax Increment Fin. Fund z x Rotel Tax Y Community Dev Corp x Economic Dev Corp z W.I.8 Sswer x Solid Wast. x Drainage x God Course Y Nest Forfeiture x Grant Fund x Replacement Fund x Risk Management x City of Allen 16 FY2016 Budget CITY OF ALLEN FUND STRUCTURE ' 2015.2016 FISCAL YEAR Other Funds In addition to the funds presented in this document, the following funds, although not part of the annual operating budget, are audited each year and are included in the city's Comprehensive Annual Financial Report (CAFR). All are classified as Governmental fund types. Capital Projects Funds The Capital Projects Funds account for all resources used for the acquisition and/or construction of major capital facilities by the city, except those financed by proprietary funds and trust funds. The budget for these funds is presented by project type as a five-year plan in the city's Capital Improvement Program document. This document is approved, and the updated plan is adopted, each year at the same time the annual operating budget is adopted. These funds include: General Capital Projects, General Obligation Bond fund, and Drainage Improvements. More detailed explanations of the purpose of each fund may be found in the Comprehensive Annual Financial Report. Other Special Revenue Funds Although this fund is not included in the annual adopted operating budget, the proceeds from this revenue source are legally restricted to expenditures for specific purposes. The purpose of this fund is as follows: ' Park Dedication Fund — to account for funds received and expended for the acquisition of additional park land and for the development of neighborhood parks. 1 City of Allen 19 FY2016 Budget CITY OF ALLEN BUDGET PROCESS ' 2015-2016 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 March, to allow time for evaluation and pricing prior to budget input. In late February, a team made up of representatives from Planning, Engineering, Community Services, Building and Code, and Finance meets to develop the basic assumptions that will be used during the budget process. Starting in January and continuing through March departments prepare their requests for items to be replaced from the Replacement fund. Starting in late March and continuing into early April, a team of representatives from Finance and the departments that have fleet operations evaluates these requests and prepares a recommendation for 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. 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 City of Allen 20 FY2016 Budget CITY OF ALLEN BUDGET PROCESS ' 2015-2016 FISCAL YEAR 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 at the second Council meeting in July. 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 by law if certain criteria are met, the city conducts two public hearings each year whether required or not. This gives Citizens a chance to voice their opinions. In the FY2015 budget process, two public hearings were required on the tax rate. To be consistent, the city chose to hold two public hearings on the budget as well. The City Council adopts the final budget at the first regular Council meeting in September. Budget Adjustments/Amendments Budget changes that do not affect the "bottom line" total for a department, but transfer dollars from one line item to another within a department's operating budget, or changes between divisions within a department, are allowed at each Director's discretion. Any budget ' adjustment that brings about a change in the total appropriation for a department may be allowed by the City Manager at the written request of the department, based on the city's ability to fund the request. Any budget adjustment that brings about a change in total appropriations requires Council's approval in the form of an ordinance. 1 City of Allen 21 FY2016 Budget January 16, 2015 Vehicle replacement lists,forms, and instructions sent to departments January 17 Strategic Planning with Council February 27 CITY OF ALLEN March BUDGET CALENDAR ' FISCAL YEAR 2015-2016 January 16, 2015 Vehicle replacement lists,forms, and instructions sent to departments January 17 Strategic Planning with Council February 27 Personnel requests due to Human Resources March Vehicle/equipment replacement requests due to Finance (inspections week of3/16) March 12 Techrology, requests due to I.T. March 12 & 19 Budget training (March 12th of 10am and 2pm; March 19th at 10am and2pm) March 13 Preliminary meeting- Risk fund (Finance & HR) Week of March 16 Risk fund meeting with Gly Manager (Finance &HR) March 24 Budget kickoff meeting (10am, Council chambers) March 30 Vehicle Replacement Committee meets April Vehicle Replacement and I.T. recommendations to City Manager April 15 Budget input deadline and Ranking Sheets due for: Public and Media Relations CVB Community Development City Secretary and Council CommunitySva.(GF&Drainage) Finance Library April22 Budget input deadline and Ranking Sheets due for: Police, Fire,& Asset Forfeiture Parks and Recreation Engineering Communityservices(WS, UB, SW) City Administration Risk Management IT Human Resources EDC.dCDC April 16 - May 8 Finance reviews departmental submittals; meets with departments as needed ' April 24 Capital Projects (CIP) Information due to Engineering department May Preliminary meeting- Allen Event Center Week of May Personnel recommendations to City Manager (Finance & HR) May4-8 Staff review of Hotel Tax Grant applications Week of May 11 Hotel Tax Committee makes recommendations to City Manager May 18 -May 29 City Manager/department head budget review (Memorial Day holiday is Monday, May 25th) June Department summary pages due to Finance; Ong charts to Finance from Human Resources June 5-19 Final budget preparations June 23 Preliminary budget information to Council July Departmental performance measures due to Finance July 15 Briefing to department heads on proposed budget July25 Deadline for chief appraiser to mrtify rolls to taxing units July27 Calculation of effective and rollback tax rates (County Publishes in 7/30 paper) July 28 Deliver Proposed Budget to City Council; Council takes record vote to place on the agenda of a Future meeting a proposal to adopt the tax rate; Council sets public hearing dates for budget & tax rate July 30(Thurs) County publishes Notice of 2015 Tax Year Property Tax Rates (at least 7 days before public hearing); post on City webshe and cable channel until 8/28 (or day after last public hearing) July 30 (Thum) City publishes first notice of public hearing on budget (5 to 15 days before public hearing) August CIP document to Planning& Zoning Commission August 11 First public hearings for budget and tax rate; announce date, time, and place of vote on tax rate August 13 (Thum) City publishes second notice of public hearing on budget IS to 15 days before public hearing) August 2l-23 Council budget workshop August 25 Second public hearing for budget and tax rate; announce date, time, and place of vote on tax rate August 26 Remove notice of public hearing from website and N; post Notice of Vote on Tax rate until 9/9 Septembers Adopt budget at regular council meeting;adopt tax rate at regular Council meeting September Past supplemental notice on website and cable channel if required(post until 9/30) October 23 Final document published (to CM office for 10/27 Council meeting) Citya llen 22 FY2016 Budget I CITY OF ALLEN BUDGET PROCESS 2015-2016 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 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 2015 Strategic Plan document, which was the basis and justification for budget items requested for FY2016. 1 Capital Budget The capital planning and budgeting process is a major, ongoing part of the strategic planning process. Each year, the Engineering, Finance, and Planning departments, working with other departments, reevaluate 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 23 FY2016 Budget City of Allen 2015 Strategic Plan Implementation Plan Gaal 1. Enter, Ongoing Strategies 1 Cly of Allen 24 FY2016 Budget Strategy 1. Continue m provide prograaalve and emtlent emergency sarvicae PoIICNPIn 2002 OCFM Ongoing Objectives: OLIec4ve 1. Improve& enhance communications peeler Pol ca/Fire 2002 Oct -15 Olorese2 ObepliNy uae lechroo, to enharce WWcu" nrv¢ea Of mfflre 2002 Od-15 Stnbg, 2 lR mtlre/fete , oegm,e Obieawas: Obioaivel creole entll.r .spend emeMtleaaM vrogmmming for active seniors P4R 2010 Sep -15 Objective cacruit the mrdivelnealtn resourtes needed to support a diverse population aemographo AEDCapjan 2010 Oal Strategy 3. Menage gated erg davatppmanl to prmere, Al and meletaln nelyhbmhootl ,falIW Ongoing Objectives: Oblept so 1. Continue Implementation of neighborhood Integrity ectivltlee Plan $q5 Cal Objective 2. Develop a wmprehensNe, long term approach to l iMeln Woully for Mar reighMd[ods and Plain W13 Nat commercial developments Strategy 4. Idealy, wmmunede and YlcllrYte ewer of ,(# Ongoing Objectives: Obiaaiv. l Identify the cold county ser,.s available Ip mle, feed and .,.area. the Debugging hove a higher profile In Allan Admin. len 2014 Jon 15 Strategy 5. Update Aileen Coani... le, Plan Plan 20M Mm15 L Ongoing Obbellvs: Objectival Update Allen's Comprehensive Plan Plan 2003 Mat -06 lhsleevt _ . ftegagMilipd Consta et Neighborhood Parte with Oealgn l for Wag Coneervellon Fri Ongoing Objectives: Obscure 1. Coretrun windriage N. shouldered Park PaR 2007 SePP 11re1egY 7. Implement edgy monhodng syat throughout the Part eyetem P6R 2w lep•il Ongoing Obscene, Objective 1 Install Video Camera Re.rdmg Systems In Cry Parks MAR 2007 Sep 16 1 Cly of Allen 24 FY2016 Budget City of Allen 2015 Strategic Plan Implementation Plan Goal 2. mien RwomtlWllly, Ment�MSE Ongoing Strategies: 91Mepy 1. CrubewMbnYgrmxalilpe P8R 2005 Diiiiiii Ongoing Objectives: Orient -I Develop partnership with ASA for hours athletic facilities and recreational ophorWmties P&R 2005 Dal Strategy 2. Expand Publo Salary Regional ParinmaMp Ongoing objectives: Objectival Continue to enhanceexlsling partnerships will, FEMA and Homelan!Secou" Polkodii M7 Dela15 �. Strategy J. Fully bell menunde, from Collin County, NCTCOG,'1PWD, and emw.. Ongoing Objectives. Objective Strengthen and Eslediah retstional,ips with existing and new members of County Cummieaicmn pdmin 2011 W-15 Good Cour) Objective Candidata toW.aap,ddcdtiea wind me Alan Independent School Stand (AM) for plat City- Pall 2011 Oeo15 AISC facilities Wpctive J. Obtain gents for cpm spec PM 2005 Mal optical 0. Continue c4uboratien with neighbor, mmmuMtlx, County and NClCOG to encore regional PSR 20011 mar conerectenty Objective 5. Work will, NCT00G on the Radical 9-1-11Ntlative nreivollc, 2014 Alar16 SlrabOy 4. 2006 Jui Ongoing Objectives: 0e.purve 1. LeFlardive advocacy MddryM1 del and prompron of a pity plattorm/agenda Admini 8006 Jun16 9fraWY0. V9i1f1 iMr10�Rnma to polaRriliff4i 1nrve natural nsouras — - ------ CSIEng 2007 0ao15 Ongoing Objectives: Objectival WOM Witn NCTCOG Io protect endlmprc-arquality Eng 2007 Dec 15 Objective Wo -k win partners to cmsserve elentrlclry CS 2007 Dec15 Itlr earth¢ ty 0. Complete 5eeelopmeM of NerSape WllaOe b mtlntan Allen's fill P6RIA0min 2012 Jul Ongoing Soweli— Objectivel. Iorpoicnl elantoeompleieconstrbctlon aline Hedtegendiage PARln 2013 Jun 16 E City of Allan 25 FY2016 Budget Clry of Mien 26 FY3016 Suaet City of Allen 2015 Strategic Plan Implementation Plan Goin Improve residual mobilityII Reeoonelblllte Idengeetl Ongoing Strategies: �1 Stratay t. Onvelop a locallreglonal UanaN plan Including mass tranatillghl rail pin"JEW 2003 N04M Ongoing objectives. O,actr,1 Research naed/coustrility of local transportation system tbreogh paNapalionin Phi Plarri 2006 Joe 6 Regional Study Objewb- 2. blender state ingestion regarding public tmns�r on funding Enp =i Jual Objective Jones the Job Amasvl3everee Commute(JARC) grant as a plot protect for aerosol transit IAmlnPhn 2010 Nov -15 damands and meted Service, in hien ObleGrva4 Educate cltesens most this Cil eaneporb reeds PAMRO 2003 Deal Objective 5 Hal elerden regarding meas trema Chigoe 2003 Nov -20 Object Begin lmgemeeing man trsuil plan Admbloge 2003 Jan -23 Objective Nee!funding d MgiehMe lateral b poll man trerraiAl tell neNFig 2006 Nes-20 Stral 2. colltlnUs b level 2W Al Ongoing Objectives: Oblit t. Work with TxOOT on US 75 Eng 2004 Mar -16 .112. Pursue Shil Reg'mal Tall Revenue forAbn road lyojega Err 2037 Dec 15 Cori 3 Quourue penrerMlpa aeon County for raw roedaay poNeche Ey 2005 Jim -16 Sendai& MA98 Ongoing Objectives: Crjole.1 Form a coin County Partnership with neighboring cities W actively pursue bglY9ve xAutionsto RanlEng 2008 Don 15 banaportalbn OElective 2. C nti yba"Zive membership In Dabs Regional Mestai Coalition, NCTCOGrs Regional Erg 2001 De, 15 Transportation Coarrpl and Megan unizations Seatay{. Monitor MM evew Me SM year of TMS proNdlnp pmiisiieN Ongoing Objectives Oblectivat Evaluate TAPSndcrshrp numbers regarding Pal servrcesn Also MnWPbn 2014 Aup-15 Clry of Mien 26 FY3016 Suaet E City of Allen 2015 Strategic Plan Implementation Plan n n Goal e. i filings and iggerginunignits Allen's ldenUW to the million and the nallon Rwoanalblll Ongoing Strategies. 1. Position the Cly of Allan'. Conventions and yRltors Bureau es Ne Principle AdminlPbRs ILStrategy Attracting naw tourism opportunities and establishing Me City Ask a touriemt i Ongoing Objectives: Objective Create a branding campaign to clearly cotale the CVB's purpose and value as ammrce PAmImPBR 2010 Doors to ad., groups and events to the City of Age, 11111111116112. Advance Tells Plan to ensure continued --"' nnealkskyofthetrales Ongoing Objectives: Object -1 Continue consWction of trail derprovereentsto implement true hoped, six cities trail system phi 2002 Cao15 Orel 2 Communicate twistinggods yen priwlty troll linkages b public pi 2013 Call Opr ive3 Conprtwt ma] -mile Trail Lwp PdR 2010 Intel Objective Conduct the 6 -mile Trail Loop PBR 2010 Sea t1 Strategy 3. P8R 200 Ongoing Objedlves: Oblactive 1 Monsen Farm Pored P&R 2008 Bee -20 Strategy a. Plan ler the detlgn and construction of n0 on Fyjlllllllllllllliis Pi 20 Ongoing Objectives: Objective Establish new ramearton ability and adjoining community mr and of US 75 PSR 2003 hill Objective 2. Renovate me wading be Farmer Recmation Cwbr POR 2008 Sol Objective 3. Redevelop Fad Pi POR 2009 Sep -18 5, eignyth le Cis, y PBRIEng 2001 M� Ongoing Objectives: Objotlive1 L Corrado.' Cry Entrance Membranes,P8R 200A Ups-15 Objective 2. Implement the PudlcM Mester Plain PsR 20W May -15 a IIS" IMM Piano Coal Objectives: Objectival. Provide pWubr correctional eM Informational magma% In pint, audiovisual, and ebgmnrc eggs, gene Sell iptmeb Enforce 2. Condld progmma to pronMe tlterxy, encourage tisane beming, stimulate aeatieiy, and Library 2005 Sep -16 pwlde a community WIMmg paw Objective 3. Provide acesa to online lnfomalbn reswm Llbmry 2089 Sej S to ]. eneouege LibraryOM outreach, e Ongoing Objectives: Objective t. Develop and Movies Llbmry outreach opppnunelw for they community Library 2011 bay 15 Objective 2. Increase Llbrery we through marketing and merchendjdng Library 2011 sen -15 Objective 3. Provide a positive wWrlenna and welcoming environment fer Library perming Llbmry 2011 DecP Stratsgyb Prompts cultural and lid lWcWal Ceeslnpmsm through eAhlblts nn'� Llbmry 2002 Cal Ongoing Objectives: Objective Develop and host engaging and mformaove exhAt, ler mo gallery space Library 2e06 Deo- 15 Objective Celebrate a broad range of creative expression, human knowledge, and cultural divers, Library 2006 Dec 15 steame. Console a RWtlry Communities sedletlw bwmal Mem, uxche and healthy Coke, Objectives: Objective Implement the Nears, for a Healthier Allen program PAR 2007 Sg15 Sbtk" 10. Empheslw marketing efforts W communl jeflan'e Manly PAMRO 20� Ongoing Objectives: Dpeonive1 Work with CVC on de-bouning"m a deetnoton branding strategy PAMRO 2006 Dedi Sbatepy 11. Suandln and abl enw Paras and stonewall programming P&R Ongoing Objectives: Opeolve i. Continue to beyond Allan Event Centeno create a poslbve economicimpanin Allen P&R/Admn 21113 0415 City of Allen 27 FY2016 BudW City of Allen n M01613urll City of Allen 2015 Strategic Plan Implementation Plan Goal 5. SwtamaticalW Inwat In public Infrastructure Raaponalb111N I e Ongoing Strategies: Strategy 1. lmplamentatlon of the 2007-2013 Capital Improvement Program ICIPI Eng 2008 Dain Ongoing Objectives: Objective Implement the OR GO Beed Program Eng 2W8 Oeo15 0Olectiva2. Commuaimta with ditimns on Me slalus of Bond projects EngIPMIRO 200B Dial Objective 3. Costthas for foNre and social Eng 200" Deal stratan,2- lea for community CS Ongoing Objectives 0"1 1 Review long law maintenane, of inestrp libidinal streetswater and sewer lines CS 2008 Dal S[retally 6. Cmslnll"IpO Improve harden, Minae- , Ongoing objectives: ObjeclNe1 Continue to advance capital lmpmvement goal bWe andnlage of rumbre economic EyCS 2010 Se'15 conditions OLyeolive 2. East Slaty Font lmproverni - Phase 11 EN M07 Dal Onacto.3 Riogevlew We. ON 2007 Dao16 Conal4 gingiva'Drive - US 75 to Son, RwC Eng 2007 I'll Onabsee 5, Indochina Ones - Ste, to All Eng 2007 inn -15 Objective 6, Ringevlew lntercharge with US 75 Eng 2007 Dal _. fereawat--laim rof VW "Weastan, — CRY MSa&i- Ongoing Objectives: oblealwa 1. Eo -e Station z En, 2012 Oae1e Objeebve2 Construct Fire Station 6 Eng/Fire 2007 01 tinew 6. letprnvatMgnahrotltra6on or meCRWstem Eng 2014 Je111111111111 Dng M,q Obj cn.en: Objective1 Containers am improve the aynchrmvidever olthe Cill traffic syreM Eng 2014 Jum15 City of Allen n M01613urll ' City of Allen 2015 Strategic Plan Implementation Plan Goals. Maintain ommuonatoxmilonminCbaovemmntse,l�s RaaoonelblliN tl ly Ongoing svaleeie:: IIIIV. Stral t. Umize bcbnobgy for optimum performance and customer unto IT 2608 Apra Ongoing Objectives Objedrvel Research the as. Mwi lo.so technology IT 2006 qpr-15 Opthchic, 2. Fipand use or CIS tools plan 2001 Abi ooiecin, 3 ImlManent tM IT Master Plan IT 2007 br-15 00lecive4 Pmnds anfpp for reslhents to request endlor repoo a real br Cry Services bm1Nn 2010 Jan 15 laminal, 2. 'W Human Ruourw pra8rams to bapame the Call, that le ota'Employer of iia. gain pip Ongoing Objectives: Objective 1. Develop a phficioonol developmaN program M eHyamplol'eas HR Epi Dbi Objective Continue to Improve and maintain quellty Nero HR M07 d.N5 Objective Enhance organiratim-vAtla burning programa HR EIW Dee -15 ObjeNiva<. Continuum, revere and aMrae F6 prWrame to maintain an azwbnt suFlaw HR 2001, Dee -15 Strategy 3. Comical Enhance the City 01>9� 2BBS OdotE saMma Organic, Objectives: Object -1 Continue to emphasce the Chy's organizational values through the pmCE pagmm XR 2006 Dec15 BgategT 4e nIA"rtrep09R tb malntrtn"I. UWP. France 2000 01 Ongoing Obl«wu: Objactrve1 Improve Thermal praxssing using leebrpb2v and more emcient poumee and procedures Fal 2000 Au915 L coecthre2 Pmvlder ant maintain pi services Mthln the potential revenue limits facing the Or, Finance 2007 Or, Is Objective 3. Mpllm D, Cilya wpirelirnertioenb during rei challenges Finance 2 ing Ocr 15 [l Strategy 5. material on the CRY of All. Government Ongoing ObjecOm: projective Cortmre To terebp mm Wnning Programs on the Clys cede channel I rnw-waa-i—samear, ! PHMRO 2M .46 CBT of Allen 29 FY261a Budget City of Allen 2015 Strategic Plan Implementation Plan You, robust Responsibility Idealifletl Dale -'.lIIIIIIIalapy i. it Identify the type d Industry the City ai deal. domed AEDCIPIan 2010 Nal encourage development d commamlel apace t act '8" Ongoing Objectives'. 0donlrve1 Revisit and define the City's vision for the SH121 CCMdor PIar/AEDC 2013 Dep15 012. Use parinarl add -ai,to al.. tlavebpmenl that Ml mntlmtd lM.1. of this 121 {Wel 2010 Deal Confer Capriivi,3 Be prepared to rewlthopµn cwporale rebcation candidates to Men AEDCIPIan 2010 Doo 15 8lnnpy2 rUand I jr puWly antl peyotoatoadstoollnatm PINIAEDC 2000 O0{p15 surrounding Ongoing Objecllvem Oblectivel Continua Devabpan repeNlrp tlgir l:Yne fare mixed use devebpmen((US 75 %anIAEDC 2006 Ceo15 and 5 1i1 interchange) Obletlrve2 c in entives to a public lM1e tlmellneaMdevebpmeniMthe projects in this area (U.S. 75 %enIAEOC 2008 bn15 ahirednd S H1lnntercaneHecl and 5 H. 121 interchange) MiglOJOIJINtry J. boniness to Pro poij�0ltty haddoomw betain business e tlsn Ongoing Objectives: Objectival Continue W identify and food oRvs development pronud5 for the City of Men AFDC 2006 Det Objective 2. Cmbrue to identify and target of fectl dovebpmenl products for the City of Milan AFDC 2006 Deal OEleglve3 MClnlaln ecwpmk dlvenHy enough targeted! recrviMenl and marketlng AEDC 2006 Dial Off purve6 Lcvl Intlusby Relence AFDC 2008 Bill Ohlaclive 5. Rmrun her servme ahead covab%nenb to than AFDC 2008 Onal Objective Devebp end Proddi 2usimee Parke AEW 20% Dro15 Objective] Rearue Innovation Companies AEDCIPon 20106 Deu15 WjMive8 RecrvH Do. Camera AEDC 2008 Deal Wjemve 9. Exhibit now avenues to encourage economic development AEDC 2000 Dep15 W Stral4. Ansel yrdled, and rsdwalepOmN PoNMDC 0609 Needs Ongoing Objedlves'. ObOelrvel Begin forul on redevelopment of older commercial areas PbrvACOC 2003 No,15 annual 5. Cm�inm DloWd(CBD) :ate Plan 200a hall Ongoing Objectives: Objective 1. Redire life vision for the CBD Ran 2000 Mar -i6 012. &.Me the cosUberrefil ofaodvebpir lWde CBD Pon 2001 mi Objective 3. Invest in CBD lMmstruclura Pon Bade Maris Obieclivea. Identity poonlial davelcpers far ea OBD %aNAEDC 2004 1 CNy d Allen 30 Fol Budget r E 1 City of Allen 2015 Strategic Plan Implementation Plan Goa18. Pircardlysly work to onittact comanstat andy2K Randoneibility ItlentMetl Ongoing Strategies: Strategy 1. Develop water consternation Initlai Nat encourage students, businesses and City's CS 20D7 o"pli ppantlom to soloµ a'low wa areae" Ilfutyla �( ontioing objet ivea: ObjectiveI ImlNemenilnitiailves b lmpmv ury.,rations related to is, mnservaiion CSIPBR bp] Sep15 Objective 2 Oavebp a plan to deal vntn commercial & re6identel Nrdara, rWpearrerns In the development process with the potential movement toward Stage J water restrkAma Mardi 2010 0G-15 strategy 2. Improv wsaw and sewer lnfrntructure 2005 Dau15 Ongoing Objectives: OojeGival Rawnstmtl Sek In station and force main Erq 2005 Oee15 Bannon 3. Support effMa W aesurs continuity/reµontion µ current Municipal Water Mabkt and olewlopmant of Ni water wartatarralticant Ongoing Oajenives. Ooleuivel Support regmnal eHons to assure that NTMW" plans to restore Lake Texoma Water are (S 2012 Dai ¢Salol 01edive2 Sup,n regional orders to conslmtl new mwn-tom and anutre addltiral water sources that will CS 21112 Ceot5 80 to NTMWO'a water tights Strategy b, ..ate work wpb Nn2MID M proleµ and conserve wants r ure"� CS 2007 Oso•13 Ongoing Objectives: Objective Work win offer member cities to review NTMWO's servim pMbsophy and to an. eWll CS 2007 Los 11 issues as governance, somcea of water supply, and rate structure Cllrof Rllan 31 FY2016 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2015-2016 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 number of funds maintained is the minimum needed to be consistent with legal and managerial requirements. 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 an accrual accounting basis. Expenditures are still recognized as they are encumbered, but revenues are recognized as they are obligated to the city. 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 32 FY2016 Budget CITY OF ALLEN ' FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2015.2016 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 payors -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-term interest costs. The city has identified the maximum amount of debt and debt service that should be outstanding at any time (see "Debt Policy", in the Debt Service Fund section, as well as the discussion of debt in the Capital Projects section of this document). Investment Policies The City Council has formally approved a separate Investment Policy for the City of Allen that meets the requirements of the Public Funds Investment Act (PFIA), Section 2256 of the Texas Local 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. City of Allen 33 FY2016 Budget CITY OF ALLEN ' FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2015-2016 Debt Service Funds: the assurance of investment liquidity adequate to cover the debt service obligation on the required payment date. Reserve Funds: generate a dependable revenue stream to the appropriate fund from securities with a low to moderate degree of volatility. Special projects or special purpose funds: assure that anticipated cash flows are matched with adequate investment liquidity. Investment Objectives The city shall manage and invest its cash with four objectives listed in priority order: • Safety of the principal invested • Liquidity and availability of rash 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 Finance Director is the secondary investment officer. Investment officers shall attend at least one ' training session related to the officers 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 1000 Municipal Investment Pool 100% Commercial Bank Savings Accounts 15% U.S. Government Agency Securities, non -callable 100% U.S. Government Agency Securities, callable 70•x• U.S. Government Sponsored Corporation's instruments, non -callable 75% U.S. Government Sponsored Corporation's Instruments, callable 70% Commercial Paper P0% Bankers Acceptances 10% Guaranteed Investment Contracts 26% 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 34 FY2016 Budget CITY OF ALLEN ' FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2015-2016 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. 1 The city implemented a Procurement Card (P -card) Program as a cost-effective alternative to the existing purchase order process. The P -card is used for small dollar/high volume purchases to assist employees to more quickly and easily obtain the goods and services needed to get the job done. Internal 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 an 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 date, whichever is later, in accordance with state law. The city will take advantage of all purchase discounts when possible. Checks are issued every Friday of the month except on holidays. Insurance and Risk Management The city has a comprehensive risk management program, including property, liability, safety, workers' ' compensation, health, dental and wellness. The city has established a self-insurance plan for city employees and their covered dependents for medical and dental rare. A commercial insurance company re -insures the city for individual claims in City of Allen 35 FY2016 Budget CITY OF ALLEN ' FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2015-2016 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. ' Use of Onetime 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 36 FY2016 Budget ' CITY OF ALLEN REVENUE SUMMARY 2015-2016 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 (28.9% of Total Revenues) Ad Valorem Taxes are the city's second largest revenue source overall, and are the largest revenue source in the General fund. Total estimated properly tax revenues for FY2016 are $54.37 million. This is for the General, Debt Service, and Tax Increment Financing (TIF) funds. The General fund portion makes up 46.0% of that fund's budgeted revenues and is estimated at $41.23 million for fiscal year 2015-2016. The portion allocated to the Debt Service fund is approximately $12.57 million. The TIF fund amount is $563 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 2015 levy (for FY2016) was based is $10,179,176,133. 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 $.530 per $100 of valuation, of ' which $0.406273 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. 45,000 40,000 4 35,000 n30,000 025,000 20,000 W 15,000 10,000 5,000 Tax Revenues and Tax Rate 2007 2008 2009 2010 2011 2012 2013 2014 2015R 2016P 0.56500 0.56000 0.55500 0.55000 0.54500 0.54000 0.53500 0.53000 0.52500 0.52000 0.51500 t•General r_Debt 0*0Tax Rate 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 37 FY2016 Budget ' CITY OF ALLEN REVENUE SUMMARY 2015-2016 FISCAL YEAR Sales Tax (20.0% 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 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 20.7% 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 2015 revised is projected at $36.5 million and fiscal year 2016 is projected at $37.7 million. $35 $30 $25 c $20 ' a $15 '5$10 $5 5 - 1 Sales Tax 2007 2008 2009 2010 2011 2012 2013 2014 2015R 2016P • General and TIF ■EDC ■CDC Charges for Services (37.9% of Total Revenues) User charges are the largest source of revenue for the city, projected for FY2016 at $71.3 million. Well over half of this is for revenues 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, 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 38 FY2016 Budget I I 1 CITY OF ALLEN REVENUE SUMMARY 2015-2016 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 2015-2016 are estimated at $21.0 million for water sales and $14.2 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. _e $35 i $30 A $25 V c $20 V m $15 z $30 $5 $0 Water and Sewer Revenues 2008 2009 2010 2011 2012 2013 2014 2015R 2016P ■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 2015-2016 at $6.64 million. Solid Waste Revenues 2007 2008 2009 2010 2011 2012 2013 2014 2015P ■Solid Waste ■ Recycling ■ Hazardous Waste ■ Other City of Allen 39 FY2016 Budget T $7 C ° $6 $s c pgc $4 $3 2 $2 $1 t $o Solid Waste Revenues 2007 2008 2009 2010 2011 2012 2013 2014 2015P ■Solid Waste ■ Recycling ■ Hazardous Waste ■ Other City of Allen 39 FY2016 Budget CITY OF ALLEN REVENUE SUMMARY 2015.2016 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 specific entities that provide utility services to residents and businesses in the City of Allen. Utilities (electric, telephone, gas, and cable) that operate in the city pay this fee for their use of the city's right of way to run their utility lines. Telephone franchise fees are based on number of access lines. Other franchise fees are based on a percentage of gross receipts or units of energy sold. Projections are based on population increase and projected utility use. Franchise fees for fiscal year 2015-2016 are projected at approximately $7.4 million. Licenses and Permits License and Permit revenues represent 2.0%, or approximately $1.77 million, of the total projected General fund revenues for the new fiscal year. They are made up of commercial permits, and city licensing revenues and inspection fees, and are collected by the Community Development department. They include project permits that cover all parts of construction ' (electrical, plumbing, and mechanical permits and certificate of occupancy fees), specific permits (fences, electric, plumbing, etc.) and service fees (re -inspections, special inspections and special services). Overall permit revenue for FY2016 is expected to be less than the FY2015 revised estimates given the reduction in multifamily permits anticipated in FY2015. A moderate decrease in single family permits revenue is expected. City of Allen 40 FY2016 Budget I CITY OF ALLEN City of Allen 41 FY2016 Budget CMOFALEN rWMMARV M MENUMP FOR FlNAL T:A0. 201521116 ' F rlsa Funds Distribution of Revenues - All Funds Operating Transfers In Gas.l Reimbursements Dab[TF 0.8% Interest Earned WMer& Salk 0.3% Dnbup 6oH 0.9% Few Sarvly F! Grants & Sewer . UNYW Cwrsa BEGINNING BAIANCE $ 18941474 $ 1207854 $ 1,803,754 $ 11551,565 $ 3,101,7116 $ 590,675 $ 14,396 R V�FVE IBES M Valorem Taves 41,239,370 12,5G7,8D3 563,310 - - - - 5a1esTa 18$52,221 - 462,657 Franchises Fees 7,439,910 - - - DansesamPermiss 1,772,701) - - - - - Grants&Combu[ions 82;551 - - - - - Chinless fin, Seivices 11,166$48 35,395,953 6,576,940 1,520.000 Z,"%960 NOIeDMMII T. - - - - - - Fines 1,693,482 - - 4551000 - - - Miscellaneous 820,920 - 126,343 112= 47,000 Initials. cancel 162,000 36,500 8,20D 47,400 15160) 3,600 - RelmWrsements %256,927 - 1501000 - 1,500 4,000 OPensin,Tranaersln 4,556.699 2501000 786,365 226,000 TOTAL REVENUES 89,483,328 12,854,303 %16OA10 36,97,718 6,639}40 1,525,100 3.0h1.960 TOTALAVAIIABLE 1011,424,802 $ 14062157 $ 2,964,164 $ 48493283 $ 9,741,326 $ 2,115775 $ 3085 56 E%PENOm1RE5 General GwemmeM 23,921,209 - 834,250 1,016,559 - - - Public Units 32,589,048 - - - - - PubllcWmks 4,174,000 - - 28,65%653 6,182,045 1,242,417 - CulNre&Recreation 23,358,688 - - - - - 3,085,356 Commun"Dewic,shmt 2,564,513 - - - - - ' Transfers Out 702,426 - 3,840,953 "2,976 342,508 - DeMXrvice - 1281],207 - 1,166,747 - - Cipher Pm1eN' - 1.9951000 500,000 - ' TOTAL"PEND"M 8],310,]30 12,811,20 834,250 36,669,912 7,125,021 11501 3.085,356 ENDING BMNNCE 21,114,002 1,25%950 2,M 914 11,829,371 2,616,305 53%MO `Ib.e amour repecent an 0nam, to be prwitletl from he Funds Indicated. A H. aF as imahE mils for all p,-ts'mcludm In the five-year Distribution of Revenues - All Funds Operating Transfers In Franchise Fees Reimbursements 4.0% 0.8% Interest Earned Licenses and Permits 0.3% Miscellaneous 0.9% 0.6% Fines 1.3% Grants & ,., Hotel/Motel Taz 0.9°4.9% 1.0% CNy Of Allan u M01513utlpet Cl1TOFM N COMBMEO RUWET SUMWWiWF RMNUESANO IMKNg RES FORFIN WiUit101S2016 SpmlidInvanw _ Internal 6eMnN & I Oundoundo UnW Todd Awt IarleiMn XaUI Ota .Ta Gnnt WM RepNnment Met 'dod FAa maM Enaiwlnk Oe9Ne mat fommunXy Cd. M AN WMn 20152016 $ 18, $ 3574431 $ 406052 $ 8765412 5 513616Y 5 ]aaeuus > u > _ _ - 185,955 11,162,695 8,W"3,058 - 45,125.726 57,320.463 - 204,226 - - - - 9,326,566 9,326,566 371666.010 - 2841,3" - - - 40,537,461 - 1,296,S0G 7,439,910 2RA10 - - 4,859A18 32,931197 - 823,250 ,) L 00 - - JJM,316- - - - 1.5995",66] - - 3,113b32 11,85545 - - )1,341,1]8 - 1266,203 - 15M8,SW 1,768143 319.000 1,2%,SW ],090,001 1,260,985 11162,695 ]Oj)9,536 23,250363 199,304,266 2,363,462 4,463,174 - - 63$00 - - - 1,289,663 550 17,000 SAO2 57jW 29,200 75,810 431000 497,45010,800 1,Q5)22 29 205325 6A44Al2 215.550 1605103 660,96"99 2,254,632 13,202,620 91402,366 9,369.566 182,fiD0,725 $ 433705 $ 5329,624 $ 128013 $ MOM24`1 $ 12M9,M $ 20.2"1369 $ 24,100,176 $ 272,662,0113 - - - 185,955 11,162,695 8,W"3,058 - 45,125.726 110,7M - 204,226 1,921,433 - - - 34,M,292 - - - 2841,3" - - - 40,537,461 - 1,296,S0G W15a 2RA10 - - 4,859A18 32,931197 - 823,250 IMA87 - - 3,M,2W - - - 5,328,203 ' - 1594,625 2,9WA55 18,523,034 6)9,053 15M8,SW 18.623."3 130,785 1,2%,SW ],090,001 1,260,985 11162,695 ]Oj)9,536 23,250363 199,304,266 322,920 4,463,174 187010 8155.259 61176,314 1319641833 M1,813 73,302.815 OP may M found in Ne OpNN Proj a radon of O6e book. Distribution of Expenditures - All Funds City dAllen 43 M016 Budget CITY OF ALLEN COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES FISCAL YEAR 2015-2016 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET BEGINNING BALANCE $ 72,498,283 $ 75,008,303 S 88,657,382 $ 84,886,356 REVENUES Ad Valorem Taxes 46,142,222 49,867,578 49,870,344 54,370,483 Sales Tax 35,669,890 35,917,157 36,467,749 37,668,010 Franchise Fees 8,473,216 7,057,329 8,797,375 9,228,153 Licenses and Permits 2,863,226 1,862,700 2,283,700 1,772,700 Grants & Contributions 1,332,618 1,821,224 1,993,038 1,599,867 Charges for Services 60,734,667 66,961,321 67,143,247 71,642,678 Fines 2,160,168 2,772,912 1,654,295 1,693,482 Miscellaneous 3,588,247 2,711,433 1,462,974 1,386,163 Interest Earned 1,202,395 383,650 1,558,242 497,450 Reimbursements 2,582,586 2,724,615 3,053,937 1,597,727 Operating Transfers In 11,135,730 7,462,770 7,890,153 6,344,012 Bond Sale Proceeds 88.657.382 70.554.064 28,054,156 73.302.815 TOTAL REVENUES 175,884,965 179,542,689 210,229,210 187,800,725 TOTAL AVAILABLE 248,383,248 254,550,992 298,886,592 272,687,081 EXPENDITURES General Government 37,994,769 44,263,513 45,565,887 45,066,357 Public Safety 29,367,250 31,449,136 31,520,807 34,622,066 Public Works 32,545,917 37,405,025 37,659,975 40,586.246 Culture & Recreation 24,438,970 27,570,675 26,559,941 28,018,865 Community Development 2,675,966 3,274.826 3,177,332 7,525,391 Grant Administration 754,121 1,038,974 1,257,838 1,090,001 Transfers Out 9,796,768 6,460,372 6,744,498 5,328,863 Debt Service 17,228,016 19,149,673 47,397,820 18,523,034 Capital Projects 4,924,089 5,354,037 14,116,138 7,639,401 Prior Year Project Commitments 8,030,697 10,984,042 TOTAL EXPENDITURES 159,725,886 183,996,928 214,000,236 199,384,266 ENDING BALANCE 88.657.382 70.554.064 84.886.356 73.302.815 City of Allen 44 FY2016 Budget 1 ANALYSIS OF CHANGES IN FUND BALANCES/RETAINED EARNINGS The following table indicates the reasons for projected changes in fund balances/retained earnings of ($11,583,541): Fund 2013-2014Year 2014-2015Year Difference Explanation End Estimate End Protection The majority of Me increase is collected in Assigned Fund Balance in anticipation of an economic incentive projected General Fund $18,941,474 $21,114,072 $2,172,596 to be due in FY2018. This fund also includes restricted revenues that exceed associated expenditures and provides for approximately 88.3 days of operations The pi is 60-90 days The fund balance is within the policy requirement of 5% - Debt Service $1,201 $1,250,950 $43,096 10%. Funds remaining are comprised of interest earnings end delinquent tax collections and wall remain in the funtl. Properly and sales tax have been collected in TIF #2; IF $1,803,754 $2,129,914 $326,160 however, no grants are currently being paid out. TIF#1 grants are paid annually Utility Enterprise Funds Estimated reserves in Me Water & Sewer fund at the end (Water & Sewec Solid Waste, $15,244,026 $14,976,526 ($267,500) of FY2014 are 117.75 days of expend4ures, which meets and Drainage utility) Me pdicy requirement of 90-120 days. Goff Course $14,396 $0 ($14,396) This fund is subsidized in order to beak even Asset Forfeiture $218,155 $322,920 $104,765 Funds collected in one year are appropiated in the following year. Hotel Occupancy Tax $3,574,431 $4,083,174 $508,743 Remaining funds will be used in subsequent years as allowed by state law Funds carred over from prior Were are appropriated in Grants $408,052 $187,040 ($221.012) FY2016 for anti expenditures. Expenditures are only lir Mose goods or servims as ali by law, or as approved by the agencies awarding the grants Reserves in this fund are used for scheduled replacements of vehicles, lechrwlogy, and equipment. Replacement Fur $8,765,412 $8,255,259 ($510,153) Revenues are received over Me lives of existing assets, while expenses are based on a set replacement schrule which is subject to annual management review An increase in fund balance is closeted, primarily in the Risk Management $5.136,189 $6,176.314 $1.40,125 Health and Dental and Workers Compensation portion of the furl Economic Development $14,842,003 $13,964,833 ($877,170) Reserves in this fund are usetl to spur economic growth. Each year, unspent furs for prior year protect commitments are reapproprialetl, in order to reflect a Community Development $14,730,610 $841,813 ($13,888,797) better estimate of Me remaining amount available. The FY2016 budget includes approximately $14 6 million to cash finance the community development projects. Dials $84,886.356 $73,302,815 511,583,541 City of Allen 45 FY2016 Budget I CITY OF ALLEN City of Allen 46 FY2016 Budget ' CITY OF ALLEN ORGANIZATIONAL CHART Cgy Ad mey City Me.9or Municipal Judge Assistant City Manager Assistant City Manager Human Resources Cily Secralary Public and Media Rell ns Community Devebpment Community Services W Engineering Finan. I I I Rim Library w InM matim Tecbndogy Pol. I I I Parks and Recreation City of Allen 47 FY2016 Budget CITY OF ALLEN Revised 2014-2015' - Add .08 for a Seasonal Library Specialist and add .09 for a Seasonal Library Clerk - Per AEDC Board, add hours from .25 FTE Intem to .5 FTE; add second .5 FTE Intern position Proposed 2015-2016 -Add 1 FTE in IT for 1 Database Administrator - Add 1 FTE HR for 1 HR Specialist - Add 2 FTE's in Police for 1 Detention Officer and 1 Public Safety Officer -Add 4.60 FTE's in Parks for 1 Parks Maintenance Technician, 1 Administrative Assistant, .60 FTE's for Day Camp Counselors, and 2 FTE's for Lifeguards - Add 1.00 FTE in the Library to move a part time Librarian and Media Production Specialist to full time -Add 2 FTE's in Fire for 1 Firefighter/Paramedic and 1 Fire/EMS Reporting Specialist - Add 1 FTE in Community Development for 1 Senior Planner -Add 1 FTE in Community Services for 1 Building Technician - Add 1 FTE in Finance for 1 Accountant - Add i FTE in Engineenng for 1 Traffic Signal Foreman -Add 1 FTE In Water & Sewer for 1 Foreman Add 0.5 FTE in Solid Waste move a part time HHW Maintenance Worker to full time -Add 1 FTE in Drainage for 1 Equipment Operator Add 0.5 FTE in Hotel Fund for CVB Intern City of Allen 48 FY2016 Budget STAFFING ' FISCAL YEAR 2015-2016 ACTUAL ORIGINAL REVISED PROPOSED Increase(Decrease) General Fund 2013.2014 2014.2015 2014.2015 2015-2016 FY2015R to FY2016 City Secretary 2.50 3.50 3.50 3.50 - Municipal Court 10.00 10.00 10.00 10.00 City Administration 5.50 5.50 5.50 5.50 - Public & Media Relations 5.00 6.00 6.00 6.00 - I.T. 16.00 17.00 17.00 18.00 100 Human Resources 5.00 5.00 5.00 6.00 1.00 Police 175.00 183.00 183.00 18500 2.00 Parks & Recreation 129.37 132.59 132.59 137.19 4.60 Allen Event Center 46.31 46.33 46.33 46.33 - Library 36.59 36.62 36.79 37.79 1.00 Fire 111.00 112.00 112.00 114.00 2.00 Community Development 27.00 27.50 27.50 28.50 1.00 Community Services 27.00 28.00 28.00 29.00 1.00 Finance 1200 17.00 17.00 18.00 1.00 Engineering 13.00 13.00 1300 1400 100 Total General Fund 626.27 643.04 64321 658181 1560 Water&Sewer Fund 68.00 69.00 69.00 70.00 100 Solid Waste Fund 6.50 6.50 6.50 7.00 0.50 Drainage Fund 8.00 8.00 8.00 9.00 1.00 Goff Course Fund 32.54 33.64 3364 33.64 - Hotel Fund 3.00 3.00 3.00 3.50 0.50 'Risk Management Fund Economic Development Fund 4.00 6.25 4.00 625 4.00 7.00 4.00 700 - Total City of Allen Employeea, All Funds 754.56 773.43 774.35 792.95 1800 All positions are shown as full-time equivalents (FTE). Revised 2014-2015' - Add .08 for a Seasonal Library Specialist and add .09 for a Seasonal Library Clerk - Per AEDC Board, add hours from .25 FTE Intem to .5 FTE; add second .5 FTE Intern position Proposed 2015-2016 -Add 1 FTE in IT for 1 Database Administrator - Add 1 FTE HR for 1 HR Specialist - Add 2 FTE's in Police for 1 Detention Officer and 1 Public Safety Officer -Add 4.60 FTE's in Parks for 1 Parks Maintenance Technician, 1 Administrative Assistant, .60 FTE's for Day Camp Counselors, and 2 FTE's for Lifeguards - Add 1.00 FTE in the Library to move a part time Librarian and Media Production Specialist to full time -Add 2 FTE's in Fire for 1 Firefighter/Paramedic and 1 Fire/EMS Reporting Specialist - Add 1 FTE in Community Development for 1 Senior Planner -Add 1 FTE in Community Services for 1 Building Technician - Add 1 FTE in Finance for 1 Accountant - Add i FTE in Engineenng for 1 Traffic Signal Foreman -Add 1 FTE In Water & Sewer for 1 Foreman Add 0.5 FTE in Solid Waste move a part time HHW Maintenance Worker to full time -Add 1 FTE in Drainage for 1 Equipment Operator Add 0.5 FTE in Hotel Fund for CVB Intern City of Allen 48 FY2016 Budget ' TOTALAVAILABLE $ 98,635,415 CITY OF ALLEN 103,142,214 $ 103,74,526 $ 108,424,802 EXPENDITURES GENERAL FUND General Government REVENUE AND EXPENDITURE SUMMARY 24,775,304 23,909,552 Public Safety FISCAL YEAR 2015 - 2016 30,494,441 30,754,623 ' 32,589,848 2013-2014 2014-2015 2014-2015 2015-2016 4,175,119 ACTUAL BUDGET AMENDED BUDGET TOTAL BEGINNING FUND BALANCE $ 16,474,508 $ 18,135,161 $ 19,091,532 $ 18,941,474 RESTRICTED FUND BALANCE $ 671,112 $ 678,055 $ 696,097 $ 694,229 COMMITTED FUND BALANCE $ $ - $ - $ _ ASSIGNED FUND BALANCE $ 851,564 $ 600,000 $ 748,200 $ 600,000 UNASSIGNED FUND BALANCE $ 14,951,832 $ 16,857,106 S 17647235 $ 17,647,245 REVENUES 87,310,730 TOTAL ENDING FUND BALANCE 19,091,532 18,066,827 18,941,474 Ad Valorem Taxes 21,114,072 33,936,634 36,362,212 36,395,038 41,239,370 Sales Tax 816,827 17,592,860 17,702,308 17,952,931 18,552,221 Franchise Fees _ 6,973,704 7,057,329 7,230,686 7,439,910 Licenses and Permits 2,650,000 2,863,226 1,862,700 2,283,700 1,772,700 Contributions 17,647,245 627,443 590,950 612,315 60,306 Charges for Services -883 11,056,994 12,632,749 11,609,463 11,980,793 Fines 14,352,449 2,160,168 1,987,912 1,654,295 1,693,482 Miscellaneous 724,138 705,619 702,464 673,920 Interest Earned 152,014 139,900 162,000 162,000 Reimbursements 758,738 612,275 697,003 811,927 Operating Transfers In 5,314,988 5,353,099 5,353,099 4,556699 TOTAL OPERATING REVENUES $ 82,160,907 $ 85,007,053 $ 84,652,994 $ 89,483,328 ' TOTALAVAILABLE $ 98,635,415 $ 103,142,214 $ 103,74,526 $ 108,424,802 EXPENDITURES General Government 21,097,910 25,295,377 24,775,304 23,909,552 Public Safety 29,025,421 30,494,441 30,754,623 32,589,848 Public Works 2,871,112 3,461,346 3,999,212 4,175,119 Culture & Recreation 20,326,175 22,756,453 21,940,468 23,368,199 Community Development 2,031,281 2,299,780 2,281,329 2565586 TOTAL OPERATING EXPENDITURES $ 75,351,899 $ 84,307,397 $ 83,750,936 $ 86,6118,304 FUND BALANCE BEFORE TRANSFERS $ 23,293,516 $ 18,834,817 $ 19,993,590 $ 21,816,498 Transfers Out4,191,984 767,990 1,052,116 702,426 TOTAL GENERAL FUND EXPENDITURES$ 79,543,883 $ 85,075,387 $ 84,803,052 $ 87,310,730 TOTAL ENDING FUND BALANCE 19,091,532 18,066,827 18,941,474 21,114,072 RESTRICTED FUND BALANCE 696,097 820,923 694,229 816,827 COMMITTED FUND BALANCE - - - _ ASSIGNED FUND BALANCE 748,200 600,000 600,000 2,650,000 UNASSIGNED FUND BALANCE 17,647,235 16,645,904 17,647,245 17,647,245 DAYS OPERATIONAL EXPENSES IN RESERVE -883 60 days of operational expenses $ 14,352,449 Fund Balance Required: 60 to 90 days operational expenses City of Allen 49 FY2016 Budget I CITY OF ALLEN City of Allen 50 FY2016 Budget ' GENERAL FUND REVENUE FY 2015-2016 Licenses and Permits L Public 4.! EXPENDITURES BY FUNCTION FY 2015-2016 Community Development r City of Allen 51 FY2016 Budget CITY OF ALLEN GENERAL FUND REVENUES FISCAL YEAR 2015 - 2016 FRANCHISE FEES Public Education Govt Access Fee 222,790 2013-2014 2014-2015 268,450 2014-2015 3,497,187 2015-2016 REVENUE -DETAIL 3,584,917 ACTUAL BUDGET 846,347 AMENDED 1,083,153 BUDGET PROPERTY TAXES 525,786 564,837 591,149 Cable 1,113,949 1,287,401 1,283,475 Current $ 33,760,503 $ 36,071,037 $ 36,098,163 $ 40,928,720 Delinquent 7,230,686 $ (71,411) 119,896 28,230 119,896 30,000 182,903 Penalty & Interest 250 112,884 171,279 400 171,279 2,600 127,747 Miscellaneous Tax Revenue 1,500 3,217 - 60,000 5,700 85,000 Licenses & Registrations Rollback 60,000 131,441 60,000 SUBTOTAL $ 2,863,226 $ 1,862,700 $ 2,283,700 $ 1,772,700 SUBTOTAL $ 33,936,634 $ 36,362,212 $ 36,395,038 $ 41,239,370 SALESTAX Municipal Sales Tax 24,480 17,253,478 17,339,848 2,787 17,610,721 5,150 18,190,474 Mixed Drink Tax 434 339,382 362,460 160 342,210 76,560 361,747 48,789 SUBTOTAL $ 1],592,860 $ 17,702,308 $ 17,952,931 $ 18,552,221 FRANCHISE FEES Public Education Govt Access Fee 222,790 252,755 257,645 268,450 Electric 3,497,187 3,647,040 3,542,711 3,584,917 Gas 1,104,315 846,347 1,068,069 1,083,153 Communication 539,696 525,786 564,837 591,149 Cable 1,113,949 1,287,401 1,283,475 1,339,541 Solid Waste 495.767 498,000 513,949 572,700 SUBTOTAL $ 6,973,714 $ 7,057,329 $ 7,230,686 $ 7,439,910 LICENSES & PER Single Family Permits 1,037,635 840,000 900,000 850,000 Multi -Family Permits 257,063 200,000 425,000 25,000 Commercial Permits 363,274 350,000 350,000 350,000 Building Permits -Other 878,923 200,000 300,000 250,000 Tree Permits 800 800 800 800 Uniform Fire Code Permits 53,283 40,000 40,000 40,000 Health Permits 96,100 80,000 90,000 80,000 Sign Permits 28,230 30,000 30,000 30,000 Clearing & Grading Permit 250 400 500 400 Development Permits 2,600 1,500 2,400 1,500 Animal Licenses 72,176 60,000 85,000 85,000 Licenses & Registrations 72,892 60,000 60000 60,000 SUBTOTAL $ 2,863,226 $ 1,862,700 $ 2,283,700 $ 1,772,700 CHARGES FOR SERVICE Court Fees 39,258 35,386 24,480 25,214 Judgment NISI 2,787 600 5,150 1,000 Teen Court 434 160 160 160 Arrest Fees 76,560 70,896 48,789 50,253 Court Technology 68,398 64,272 47,813 49,247 CourtSecurity 51,231 48,068 35,851 36,927 Juvenile Case Manager 85,245 80,117 59,715 61,506 Alarm Registration Fees 174,896 180,000 180,000 180,000 Abandoned Property 5,241 10,000 10,000 10,000 City of Allen 52 FY2016 Budget I 1 [1 CITY OF ALLEN GENERAL FUND REVENUES FISCAL YEAR 2015.2016 2013-2014 2014-2015 2014-2015 2015-2016 allAIRGES FOR SERVICE - cont. ACTUAL BUDGET AMENDED BUDGET Police Reports 2 9,368 9,000 9,000 - FingerprintRevenue 3,370 3,000 4,000 - Reproduction Revenues 6,692 6,300 6,600 6,600 Zoning/Platting/Admin Fees 62,747 50,000 50,000 50,000 Ambulance Services 1,243,735 1,400,000 1,250,000 1,250,000 Fire Reinspections 6,225 2,500 4,000 2,500 Reinspection Fees 26,670 20,000 20,000 20,000 Inspection Fees 151,568 50,000 150,000 100,000 Event Center Charges for Service 6,613,321 8,247,645 7,414,082 7,663,081 Rental 244,788 183,385 209,093 213,793 Ball Field Rentals 124,359 76,084 78,084 88,ODO Special Events 81,111 67,240 62,465 94,025 Athletics 309,313 307,825 298,025 309,825 Concession Sales 47,773 68,260 53,981 59,537 Membership Revenue 554,239 560,230 552,663 564,144 Class Fees 488,879 487,881 467,937 495,806 Special Activities 89,252 150,055 97,645 144,400 Pool Admission Fees 198,832 215,800 215,800 215,600 Learn to Swim Fees 261,751 212,275 224,955 261,000 Swim Team Revenue 28951 25770 16,000 Interest City of Allen 53 FY2016 Budget 9,175 28,175 SUBTOTAL $ 11,056,994 $ 12,632,749 $ 1 1,609,463 $ 11,980,793 FINES 6 FORFEITURES Court Fines 2,081,730 1,927,912 1,576,795 1,613,282 False Alarm Fines 13,742 - 10,000 10,000 Library Fines 64,696 60,ODO 67500 70,200 SUBTOTAL $ 2,160,168 $ 1,987,912 $ 1,654,295 $ 1,693,482 CONTRIBUTIONS Donations/Sponsorships 627,443 590,950 612315 600,306 MISCELLANEOUS BT SUOTAL $ 627,443 $ 5901950 $ 612,315 $ 600,306 Auction Revenue 15,829 12,000 21,086 16,000 Interest 152,014 139,900 162,000 162,000 Intergovernmental 11,826 22,000 11,826 11,826 Street Light Surcharge 9,926 13,000 13,000 13,000 Child Safety Fees 105,299 87,000 100,000 100,000 Water Tower Rental Fees 490,952 497,948 479,657 447,879 Miscellaneous 90,306 73,671 76,895 85,215 SUBTOTAL $ 876,152 $ 84S,S19 $ 864,464 $ 83S,920 REIMBURSEMENTS School Resource Officers 399,784 415,775 401,45 581,324 Street Sign Reimbursement 800 1,000 1,000 1,000 Other Reimbursements 358,154 195500 294558 229,603 SUBTOTAL $ 758,736 $ 612,275 $ 697,003 $ 811,92] OTHER FINANCING SOURCES Operating Transfers In 5,314,988 5,353,099 5353099 4556699 SUBTOTAL $ 5,314,988 $ 5,353,099 $ 5,353,099 $ 4,556,699 TOTAL OPERATING REVENUES $ 82,160,907 $ 85,007,053 $ 84,552,994 $ 89,483,328 City of Allen 53 FY2016 Budget I CITY OF ALLEN TAXSTRUCTURE FISCAL YEAR 2015 - 2016 ASSESSED VALUE - 2015 Tax Year REVENUE AT $0.5300 PER $100 VALUATION CONTRIBUTION TO DEBT SERVICE CONTRIBUTION TO GENERAL FUND 100.0% COLLECTION RATE TAX RATE DISTRIBUTION $ 10,179,176,133 $ 53.949 634 12,594,369 41,355,245 RATE PERCENT AMOUNT GENERAL FUND 0.406273 76.66% $ 41,355,245 DEBT SERVICE FUND 0.123727 23.34% 12,594,369 0.530000 100.00% $ 53,949,634 (A) (A) Approximately $427,000 of the General Fund property taxes and $136,000 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 54 FY2016 Budget CITY OF ALLEN BUDGET ASSUMPTIONS FISCAL YEAR 2015 - 2016 Assumptions Used for Projecting 2015-2016 Revenues and Expenditures 1. Tax rate used = $ .530 Based upon certified FY2016 appraised value of $10,179,176,133(11.10% increase) - FY2015 final assessed value = $9,162,340,703 - Property tax incentive for Watters Creek is 50% and The Village at Allen is 90% - The growth in property taxes comes from $265 million in new real property, $63 million increase in business personal property. and 5797 million In reappraisal value. 2. Growth in sales tax revenue of 3.29%over FY2015 revised budget - FY2015 revised sales tax is estimated to increase 2.07% ever FY2014 actual. Sales tax is estimated at $769,264 for Walter's Creek and $2,728,356 for The Village at Allen. Of these amounts, 50% of Walter'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 $826,023 is expected. - FY2016 sales tax includes general growth of in-line retail and restaurant additions. Data center purchases are expected to slightly decrease to $800,000. The Village at Allen and Watters Creek sales tax continue to grow at a slightly higher pace than the overall growth rate. 3. Overall City growth - FY2016 Residential growth projected at 450 Permits PY2016 Commercial permits are projected at no growth from FY2015 revised. Multi -family permits are revised to $425,000 for FY2015 from the original projection of $200,000 FY2016 is expected at $25,000 4. Population- FY2016 estimate: 95,000 IS. Franchisefees Electric: TxU(Atmcs) kilowatt hour usage is expected to increase 1,00% due to increased demand from a growing population. Co ry and GCEC Electric franchise revenue projected to increase by 1.61% over FY2015 revised. Gas: TxU(Atmos) gas franchise is projected to increase from the revised FY2015 budget at 1.61%. FY'2016 budget assumes historical average temperatures. CoSery gas franchise Is projected to increase, similarly to Atmos, albiet at a slower pace based on current trends. Telephone: Access line fees are projected at an increase of 4.7%. The revised FY2015 fees increased 4.66%, over FY2014 actual, according to the current trend. Data line connections Impact this revenue source. Cable: Cable franchise fees projected at 4.37% above revised FY2015 6. Other Ambulance: FY2015 revenues projected at no growth over FY2015 revised. Investments: Earnings were projected using agency coupon and CD rates ranging from 0.25% to 2.00% and TexPool at the rate of 0.05%. Gasoline: Used an average rate of $3.50 per gallon for H2015 and FY2016. 7. Event Center and The Village at Allen The city ticket fee is projected at $431,295 in FY2016. The reimbursement to MGHerring is budgeted at 75% of the ticket fee revenue. - The property tax and sales tax reimbursement to MGHerring is budgeted at 90%. City of Allen 55 FY2016 Budget Ll Total Transfers Out TOTAL OPERATING EXPENDITURES $ 75,351,899 $ 84,307,397 $ 93,750,936 $ 86,608304 $ 4,191,984 $ 767,990 $ 1,052,116 $ 702,426 TOTAL EXPENDITURES $ 79,543,883 $ 95,075,387 $ 84,803,052 $ 87,310,730 City Of Allen 56 FY2016 Budget CITY OF ALLEN 2013-2014 GENERAL FUND EXPENDITURES BY FUNCTION ' FISCAL YEAR 2015 - 2016 Ll Total Transfers Out TOTAL OPERATING EXPENDITURES $ 75,351,899 $ 84,307,397 $ 93,750,936 $ 86,608304 $ 4,191,984 $ 767,990 $ 1,052,116 $ 702,426 TOTAL EXPENDITURES $ 79,543,883 $ 95,075,387 $ 84,803,052 $ 87,310,730 City Of Allen 56 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACT AL BUDGET AMENDED BUDGET General Government City Secretary 307,635 441,214 415,308 436,038 Municipal Court 686,068 812,125 810,870 810,954 City Administration 752,153 793,224 816,052 $42,427 Public & Media Relations 517,697 648,561 643,130 644,617 PEG Access 59,557 134,920 229,320 141,631 Information Technology 3,091,481 3,300,167 3,835,154 3,817,064 Human Resources 613,002 703,199 708,581 817,354 Internal Services 11,699,645 14,837,036 13,698,641 12,441,075 Building Maintenance 972,411 996,559 1,006,958 1,081,507 Service Center 671,615 701,021 605,821 702,421 Fleet - - 76,075 101,159 Finance 1,726,646 -f 1,927,351 1,929,394 2070305 Total General Government 21,097,910 $ 25,295,377 $ 28775,304 $ 23,909,552 Public Safetv- Police 16,641,138 17,328,573 17,447,024 18,482,418 Fire 12,384,283 13,165,868 13,307,599 14,107,430 Total Public Safety $ 29,025,421 $ 3Q494,441 $ 30,754,623 $ 32,589,848 Public Works, ' Community Services Administration 410,142 513,281 432,497 452,995 Streets 855,459 1,089,779 1,104,412 1,110,776 Engineering 1,605,511 1,858,286 2,462303 2611348 Total Public Works $ 2,871,112 $ 3,46L346 $ 3,999,212 $ 8175,119 Culture & Recreation - ecreation- Parks & Parks& Recreation 9,890,636 11,380,378 10,923,007 12,095,222 Event Center 7,949,955 8,776,497 8,410,974 8,463,583 Library 2,485,584 2,599,578 2,606,487 2,809394 Total Culture & Recreation $ 20,326,175 $ 22,756,453 $ 21,940,468 $ 23,368,199 Community Development: Building & Code Compliance 1,104,274 1,333,561 1,271,814 1,393,550 Planning & Development 927,007 966,219 1,009,515 1172 036 Total Community Development $ 2,031,281 $ 2,299,780 $ 2,281,329 $ 2,565,586 Ll Total Transfers Out TOTAL OPERATING EXPENDITURES $ 75,351,899 $ 84,307,397 $ 93,750,936 $ 86,608304 $ 4,191,984 $ 767,990 $ 1,052,116 $ 702,426 TOTAL EXPENDITURES $ 79,543,883 $ 95,075,387 $ 84,803,052 $ 87,310,730 City Of Allen 56 FY2016 Budget I a General Fund Expenditures By Classification .apital 0.5% insfers IS% City of Allen 57 FY2016 Budget CITY OF ALLEN ' EXPENDITURES BY CLASSIFICATION AS A PERCENT OF TOTAL GENERAL FUND BUDGET FISCAL YEAR 2015 - 2016 2014-2015 2013-2014 %OF REVISED %OF 2015-2016 %OF CLASSIFICATION ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET Personnel Services $ 48,066,385 60.4% $ 51,723,832 61.0% $ 56,037,849 64.2% Operations 26,929,047 33.9% 31,520,410 37.2% 30,096,440 34.5% Capital 356,467 0.4% 506,694 0.6% 474,015 0.5% Transfers 4,191,984 5.3% 1,052,116 1.2% 702,426 0.8% TOTAL $ 79,543,883 $ 84,803,052 $97 r730 I a General Fund Expenditures By Classification .apital 0.5% insfers IS% City of Allen 57 FY2016 Budget I CITY OF ALLEN City of Allen 58 FY2016 Budget CITY ADMINISTRATION DIVISION 001-1501 City Manager 1 Executive Assistant to CM 1 Assistant City Managert I Asshtam City Manager I Assistant b the City Manager 1 1 Human Resources Director L City of Allen 59 FY2010 Budget Public 8 Media Relations Director L City of Allen 59 FY2010 Budget The City Manager serves under the policy direction of the City Council and is responsible for making recommendations to the Council concerning policies, programs and developing methods to ensure the efficient operation of city services. The office of the City Manager coordinates and administers the implementation of ordinances, policies and procedures that will provide for the orderly, positive and planned growth and development of the City of Allen. Acconrolishments in FY I Goal 1. Enbarim Community Lry b'Ihv and Safety • Continued to develop and refine the Iive.Love.Allen program, as part of the Neighborhood Integrity plan, to match community partners/volunteers with residents/neighborhoods in need of assistance. Gaal 2. Cultivate regional alliances and' partnilinhigi with agencies and Kovernmenlill units that affect All en • 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 Goal 3. Improve regional mobility though transportation in't t • Partnered with Texoma Area Paratransit Services (TAPS) to continue fixed bus routes and provide Demand Response/Paratransit Service and Airport Shuttle Service. Goal 6. Maintain operational excellence in Citv government services • Provided a mobile app, MyAllen, for residents to request and/or report a need for City services. • Issued general obligation bonds in the amount of $7.865 million for maintenance needs at existing facilities, street and alley repairs, roadway projects, drainage improvements, park land acquisition and park development, public an projects, and public facilities. • City received perfect audit for the 7'h consecutive year for the 2014-2015 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. Goal 7. Provide economic investment that iea I t onagnunity. the tax base, d provides d esivid Roods and services for residents and Untributes to the community character d Identity • Welcomed a variety of new businesses including Orange Theory, Krispy Kreme, Bahama Bucks, Bonefish Grill, Ace Pet Resort, Nine Band Brewing, Polio Tropical, Soulman's Bar-B-que, Denny's, Monkey Sports and Biggby Coffee. • Facilitated economic development incentive agreement for a full-service hotel and conference center. Objectives 1 Goal 1. Enhance Community Uvability and Safety • Identify Collin County Services available to Allen residents and encourage County to have a higher profile in Allen. Goal 2. Cultivate reeI 1 alliances and Partneribilis with agencies and eovernmgnlal units that affect All en • 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 opentional excellence in City gwerriment••ry • 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 60 FY2016 Budget EXPENDITURE SUMMARY 1 F -_ 2013-2014 2014-2015 2014-2015 2015-2016 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION BUDGET City Manager Assistant City Manager Assistant to the City Manager Executive Assistant to City Manager Senior Administrative Assistant 1 1 1 1 1 Personnel Services 736,298 772,504 795,332 820,727 Operations 14,594 17,970 17,970 18,950 Supplies 1,261 2,750 2,750 2,750 DEPARTMENTTOTAL $ 752,153 S 793,224 816052 5 842,427 1 F -_ 2013-2014 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL FULL TIME ACTUAL BUDGET AMENDED BUDGET City Manager Assistant City Manager Assistant to the City Manager Executive Assistant to City Manager Senior Administrative Assistant 1 1 1 1 1 1 2 I 1 0 1 2 1 1 0 1 2 1 1 0 572,953 TOTAL FULL TIME 5 5 5 5 1,980 Overtime 2,033 2,000 2,500 PART-TIME Deferred Compensation 16,476 16,450 16,568 ' Temporary Assistant City Manager 0.50 0.50 0.50 050 TMRS TOTAL PART TIME 0.50 0.50 0.50 0 50 500 1,017 565 1,191 Health Insurance TOTAL FULL-TIME-EQUNALENT 50,417 58,790 59,480 Dental Insurance 5.5 5.5 5.5 5.5 1 F -_ City of Allen 61 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL B DET AMENDED BUDGET PERSONNEL SERVICES Salaries 538,412 560,426 572,953 587,932 Longevity 1,428 1,740 1,740 1,980 Overtime 2,033 2,000 2,500 2,500 Deferred Compensation 16,476 16,450 16,568 16,751 FICA 32,367 44,472 40,551 45,559 TMRS 79,159 80,699 82,848 86,328 Worker's Compensation 500 1,017 565 1,191 Health Insurance 49,335 50,417 58,790 59,480 Dental Insurance 3,944 3,944 3,943 3,991 Long-term Disability 747 785 790 820 Life Insurance 819 832 947 960 Flexible Spending 158 166 214 216 Car Allowance 7,800 7,800 7,707 7,800 Health Savings3,120 1,756 5,216 5 219 SUBTOTAL $ 736,298 $ 772,504 $ 795,332 $ 820,727 City of Allen 61 FY2016 Budget UtN[NAL runU CITY ADMINISTRATION 001-1501-413 EXPENDITURE DETAIL -CONTINUED L 2013-2014 2014-2015 2014-2015 2015-2016 OPERATIONS ACTUAL BUDGET AMENDED BUDGET Training & Travel 9,016 10,590 10,590 11,575 Dues & Subscriptions 4,380 5,130 5,130 5,125 Board & Commission Training 1,198 2,250 2,250 2,250 SUPPLIES SUBTOTAL S 14,594 S 17,970 $ 17,970 $ 18,950 General Supplies 1,261 2,750 2,750 2,750 SUBTOTAL $ 1,261 $ 2,750 $ 2,750 $ 2,750 DEPARTMENT TOTALS 752,153 793,224 $ 816,052 942,427 CAPITAL EXPENDITURES NO CAPITAL ITEMS City of Allen 62 FY2D16 Budget WEBSITE The City of Allen website is maintained by the 250,000 Public and Media Relations Department of 200'000 City Administration. In 2005, the number of hits 150,000 per month was 45,725 (based on 2005 analytics 100.000 tool). With the launch of a new website in May 2008 50,000 and the continued growth of Allen, traffic increased _ to over 119,000 page views per month in 2009. 2005 2010 2012 2014 ' With the growth of Allen's destination assets, continued commercial development, and the start of CVB operations, website traffic continued to climb in 2010 from 200,030 average number of page views per month to an all-time high of 228,935 average page views per month in 2012. 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. For 2014, the average number of page views per month increased slightly to 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). C City of Allan 63 FY2016 Budget CITY OF ALLEN City of Allen 64 FY2016 Budget C CITY SECRETARY DIVISIONS CITY SECRETARY 001-1000 MAYOR AND COUNCIL 001-1010 pity Secretary 1 Rewr s Nanegement SperAalis Senior Atlminisbative Assistant Adminis agve Assistant 5 City of Allen 65 FY2016 Budget I ``may OF gM14Fy The City Secretary's Office is responsible for the administration of city elections, the citywide Records Management program, responding to Public Information Requests and the annual *`• + Board and Commission appointment process. The Office operates the Municipal Records Center for the storage of inactive ciy me as those records may be disposed records until such time rrrN, n*P ..�.- of; identifies, preserves and serves as custodian of the city's historical records. Goal 6. Maintain operational excellence in City eovernment services Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services • Conducted the General Election, Bond Election and Charter Amendment Election in accordance with State law • Implemented a new Public Information Request software system to track and respond to public information requests. • Implemented a new Content Management System for the management of permanent records in the City Secretar/s Office. • Conducted the annual orientation program for newly appointed and reappointed Board and Commission members • Completed the annual destruction of city records in accordance with the Texas State Library ' requirements • Conducted an Email Content Management Training Class for new city personnel • Completed Supplement Nos. 11 and 12 to the Code of Ordinances and Supplement Nos. 11 and 12 to the Land Development Code • Conducted records management training for Records Liaison Officers • Complied with the Public Information Act in responding to requests for open records in a timely fashion for the City of Allen and Arts of Collin County Commission, Inc. • Continued microfilm and imaging program to ensure the preservation of commercial building plans and permanent City documents 10biectives for FY 2016: 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 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 66 FY2016 Budget LJ EXPENDITURE SUMMARY 2013-2014 2014-2015 ACTUAL BUDGET CLASSIFICATION 2014-2015 2015-2016 AMENDED BUDGET Personnel Services 228,753 325,032 296,436 319,921 Operations 58,989 71,906 71,906 69,891 Supplies 3,653 8,126 8,126 8,126 Professional Services 12,454 23,150 25,840 30,050 Miscellaneous 3,786 13,000 13,000 8,050 DEPARTMENTTOTAL 307,635 441,214 $ 415,308 $ 436,038 j1W 43i•ii614*1AI,f,*;i_tj�� 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET FULL TIME City Secretary Records Management Specialist Senior Administrative Assistant TOTAL FULL TIME PART-TIME Administrative Assistant 0.50 0.50 0.50 0.50 TOTAL PART TIME 0.50 0.50 0.50 0.50 TOTAL FULL -TIME -EQUIVALENT 2.5 3.5 3.5 3.5 EXPENDITURE DETAIL PERSONNEL SERVICES Salaries Council Salaries Longevity Overtime FICA TMRS Worker's Compensation Health Insurance Dental Insurance Long-term Disability Life Insurance Flexible Spending Health Savings Account OPERATIONS Training/Travel/Mileage Dues & Subscriptions Printing & Reproduction Advertising City of Allen 40*1 im 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET 148,207 208,189 199,636 216,988 34,500 34,500 34,500 34,500 800 882 882 1,066 244 250 800 500 11,637 16,202 15,439 16,636 20,864 29,270 28,416 31,148 152 403 211 467 10,825 32,391 13,018 14,310 1,039 2,190 1,369 1,552 179 313 241 281 242 324 292 316 64 118 77 84 1,555 2,073 SUBTOTAL $ 228,753 $ 325,032 $ 296,436 $ 319,921 30,673 34,225 34,194 32,600 1,208 1,155 1,186 1,365 1,017 1,850 1,850 1,850 7,664 6,350 6,350 6,350 67 FY2016 Budget SUPPLIES General Supplies 1,043 1,626 1,626 1,626 Boards & Commissions 2013-2014 2014-2015 2014-2015 2015-2016 6,500 ACTUAL BUDGET AMENDED BUDGET OPERATIONS -CONTINUED 8,126 $ 8,126 $ Meeting & Receptions 15,974 20,476 20,476 19,876 Ordinance Codification 2,453 7,850 7,850 7,850 479 SUBTOTAL $ 58,989 $ 71,906 $ 71,906 $ 69,891 SUPPLIES General Supplies 1,043 1,626 1,626 1,626 Boards & Commissions 2,610 6,500 6,500 6,500 SUBTOTAL $ 3,653 $ 8,126 $ 8,126 $ 8,126 PROFESSIONAL SERVICES Professional Services 479 10,650 10,650 20,050 Elections 11,975 12,500 15,190 10,000 SUBTOTAL $ 12,454 $ 23,150 $ 25,840 $ 30,050 MISCELLANEOUS Records Management 3,786 13,000 13,000 8,050 SUBTOTAL $ 3,786 $ 13,000 $ 13,000 $ 81050 DEPARTMENT TOTALS S 307,635 441,214 415,306 436,038 NO CAPITAL ITEMS City of Allen 68 FY2016 Budget I Records Management The purpose of the City's Records Management Program is to provide records management services to City departments, Economic Development Corporation, and Arts Center of North Texas 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 Meawre 2013 2014 2015 Est. 2016 Proj. Training Sessions Provided 6 2 6 4 Cubic Feet of Eligible Records 0 0 900 600 Destroyed Number of Commercial Building Plans 0 0 0 4,000 Pages Imaged Public Information Reguests The City Secretary serves as the official Public Information Officer for the City of Allen, Economic Development Corporation, and Arts Center of North Texas. Public information is ' provided to the Council, staff, media, and the public so they can have timely and convenient access to City records. 1 Perfomunce Measure 2013 2014 2015 Est. 2016 Proj. Percentage of Open Records Requests 100% 100% 100% 100% Responded to within 10 days City Council Meetings The City Secretary's Office provides meeting coordination to the City Council so they can have assurance of citizen participation, and an accurate, timely record of the meetings. Performance Measure 2013 2014 2015 Est. 2016 Pmj. Number of Blue Star Flag 1 1 1 1 Presentations Number of Proclamations Presented 18 16 15 15 at Council Meetings Number of Citizen Recognitions 30 25 25 25 Presented Outside of Council Meeting City of Allen 69 FY2016 Budget ' Boards and Commissions The City SecretaWs 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 2013 2014 2015 Est. 2016 Proj. Percentage of Newly Appointed and 0 3,134 1,815 2,620 Reappointed Board Members 100% 100% 100% 100% Attending Annual Orientation Session 0 $3.75 $5.07 $3.44 Percentage of Appointees Completing Open Meetings Training required by 100% 100% 100% 100% the Open Meetings Act Municipal Elections The City Secretary's Office provides election services to voters, petitioners, City departments, and candidates so they can participate in the election process. Performance Measure 2013• 2014 2015 2016 PrOj. Number of Ballots Cast 0 3,134 1,815 2,620 Total cost of General Election $75 $11,751 $9,204 $9,000 Cost per ballot cast 0 $3.75 $5.07 $3.44 Percentage of Registered Voters 0% 61% 3.5% 5% Casting Ballots 63013 General Election was canceled. L City of Allen 70 FY2016 Budget I 1 Buiidne Dft.I t T AeYc1eM B.MYp OMCYI t BnulinT 4 PYneE .Iwr 3 COMMUNITY DEVELOPMENT DEPARTMENT HEALTH INSPECTION 001-4520 BUILDING INSPECTIONS 001-4530 PLANNING 001-0600 CODE ENFORCEMENT 001-0640 $Bngr PYnner PYnrer Z *One position paid from Water/Sewer and Solid Waste Funds. City of Allen 71 Fnnintnn, Dl.gor t snnbrooan Enrorcemem OScer 2 Cale Enlor�men, Omer T Sen.r EreAmn.e H"M SwaieliM 2 Enmm�menYlHwIM SpeueLM 1 Aaminiel.�ive NwieYM FY2016 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY DEVELOPMENT 001-4500-460 BUILDING SERVICES The Building Services division is a multi -functional division charged with the responsibility of managing the plan review processes, building inspections, and compliance of building codes. Goal 1. Enhance Community Livability and Safety • 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 • Designed and implemented new building, health and miscellaneous permit applications, forms and construction packets to streamline the permitting process • Provided cross training for staff in areas that provide enhanced customer service 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 • Created information packets for customers including FACt s and instructions for scheduling inspections ' • Created a monthly posting on the web site of building permit activity e. - r Goal 1. Enhance Community Livability and Safetv • Continue support of the Insurance Services Office (ISO) rating for Building Services and support to the Fire Inspections Department by using the latest codes and standards, adding staff certifications, and providing more staff training opportunities • Start the process to review and 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 supportfor the CDBG Home Repair program Goal 6. Maintain operational excellence in City aovernment services • Continue to monitor the plan review process to insure that productivity and review turnaround times for commercial and residential permits are timely • Evaluate and steamline plan review process and implement project coordination techniques • Implement the Tyler Technologies Software City of Allen 72 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 2015-2016 ACTUAL BUDGET AMENDED BUDGEr CLASSIFICATION BUDGET 1.00 FULLTIME 1.00 Personnel Services 1,075,736 1,278,751 1,215,504 1,328,599 Operations 13,199 32,530 32,530 35,161 Supplies 10,086 16,300 15,800 20,780 Maintenance 3,930 4,980 4,980 5,990 Professional Services 1,323 1,000 3,000 3,020 DEPARTMENTTOTAL 1,104,274 1,333,561 1,271,814 $ 1,393,550 • This position is split between Community Development -Permits and Water & Sewer -Utility Billing. 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET 1.00 FULLTIME 1.00 TOTALPARTTIME 0.50 1.00 Building Official 1 1 1 1 Assistant Building Official 1 1 1 1 Code Inspection Supervisor 0 0 0 0 Permit Supervisor 0 0 0 0 Permit/Utility Billing Manager • 0.5 0.5 0.5 0.5 2013-2014 Building Inspector 4 4 4 4 ' Sr. Environmental Health Specialist 2 2 2 2 Environmental Health Specialist 1 1 1 1 752,229 Plans Examiner 3 3 3 3 4,108 Customer Service Representative 3 3 3 3 27,443 Administrative Assistant 1 1 1 1 56,880 109,677 TOTALFULLTIME 16.5 16.5 16.5 16.5 • This position is split between Community Development -Permits and Water & Sewer -Utility Billing. PART-TIME Receptionist 0.50 1.00 1.00 1.00 TOTALPARTTIME 0.50 1.00 1.00 1.00 TOTAL FULL -TIME -EQUIVALENT 17.00 17.50 17.50 17.50 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 752,229 886,968 845,579 918,136 Longevity 4,108 3,556 2,952 3,376 Overtime 27,443 11,253 20,600 13,800 ' FICA TMRS 56,880 109,677 63,235 124,674 62,472 121,970 67,114 132,145 Worker's Compensation 1,388 3,079 1,501 3,308 Health Insurance 112,590 171,948 144,315 172,833 City of Allen 73 FY2016 Budget i� P MAINTENANCE Vehicle Maintenance 2013-2014 2014-2015 2014-2015 2015-2016 Equipment Maintenance ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES -CONTINUED 3,930 $ 4,980 $ 4,980 $ 5,990 Dental Insurance 8,981 11,392 10,480 11,971 Long-term Disability 939 1,169 1,117 1,267 Life Insurance 809 $ 977 $ 956 $ 1,038 Flexible Spending 349 $ 500 $ 418 $ 465 Health Savings Account 343 3,144 3,146 SUBTOTAL $ 1,075,736 $ 1,278,751 $ 1,215,504 $ 1,328,599 OPERATIONS Training/Travel/Mileage 8,497 20,020 20,020 19,085 Dues & Subscriptions 1,535 4,310 4,310 7,816 Clothing & Uniforms 3,167 5,200 5,200 5,200 Printing & Reproduction 3,000 3,000 3,060 SUBTOTAL $ 13,199 $ 32,530 $ 32,530 $ 35,161 SUPPLIES General Supplies 6,639 12,300 12,300 16,750 Small Tools & Minor Equipment 3,447 4,000 3,500 4,030 SUBTOTAL $ 10,086 $ 16,300 $ 15,800 $ 20,780 MAINTENANCE Vehicle Maintenance 3,930 4,480 4,480 5,480 Equipment Maintenance - 500 500 510 SUBTOTAL $ 3,930 $ 4,980 $ 4,980 $ 5,990 PROFESSIONAL SERVICES Professional Services 1,323 1,000 3,000 3,020 SUBTOTAL $ 1,323 $ 1,000 $ 3,000 $ 3,020 DEPARTMENT TOTALS 1,104,274 $ 1,333,561 $ 1,271,814 $ 1,393,550 NO CAPITAL ITEMS City of Allen 74 FY2016 Budget Buildina Permlt Plan Review Time Developers and individuals who desire to do construction projects Total Building Permits Issued must fill out a permit application and submit plans and other 10,000 supporting documents, which are reviewed by the permit staff and 5,000 —� – a plans examiner. This is the application procedure when 0 applying for any type Of building FY 11 FY 12 FY 13 FY 14 FY 15 Est. FY 16 permit in the City of Allen. The Proj. goal is to provide for regulated growth with quality assurance, Single Family Permits Issued comply with all applicable building 1000 codes and city regulations, and build relationships with excellent customer service. While single- 500 family development made up the — majority of the work load for a v a many years, the division now 0 works with a much more diverse FY 11 FY 12 FY 13 FY 14 FY 15 Est. FY 16 project load. Plan review is our Proi' opportunity to make sure that compliance is achieved with all Commercial Permit Review Time applicable building, local, and life (Business Days) safety code requirements before 40 — proceeding with construction. The 30 ----- Commercial Permit Review Time 20 chart reflects how recent changes 30 IMEM have reduced the number of days it 0 takes to review a commercial project FY 11 FY 12 H 13 N14 FY 15 Est. FY 16 Proi which, in turn, allows us to become a more user-friendly city. City of Allen 75 FY2016 Budget ' Building Inspections New commercial and residential buildings, remodels, and Average Inspection Time miscellaneous permits are inspected multiple times before a final approval (Minutes Per Stop) occurs and a certificate of occupancy 40 may be issued. This is required to 30 ensure all construction meets the 20 r requirements as set forth by the Ciry 10 of Allen. These routine procedures 0 are being performed while we are FY 11 FY 12 FY 13 FY 14 FY 15 Est. FY 16 Proj. transforming into a combination inspection department with our inspectors. Our goal is to provide a more efficient and high quality process for the customer and a more prompt completion of projects. Environmental Health Inspections ' The Environmental Health Division inspects all food -service establishments, child-care centers, public and semi-public swimming pools, apartment complexes, mobile food vendors, and temporary food vendors within Allen to make certain that health codes are being followed. Facilities that earn a poor score require immediate corrections and re -inspection. Thorough and timely inspections and food handler education are key factors in keeping scores high. City of Allen 76 FY2016 Budget I 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 • Adopted the Allen 2030 Comprehensive Plan • 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, Cottonwood Crossing and various retail and restaurant establishments including the Sprouts and Bonefish Strategy 3. Manage growth and development to preserve Allen's character and maintain neighborhood ' • Adopptedteda a new five year CDBG Consolidated Plan addressing the needs of lower income residents • Implemented 2010-2015 CDBG Consolidated Plan and completed 10 home rehabilitation projects, 5 emergency 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 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 • Develop standards and work with the development community to facilitate appropriate mixed-use developments Strategy 3. Manage growth 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 plan as a continuation of the Comprehensive Plan update 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 77 FY2016 Budget 1 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 823,878 856,031 893,608 1,056,876 Operations 20,300 41,393 36,593 40,215 Supplies 4,312 12,045 10,045 12,195 Maintenance 725 4,750 3,000 3,750 Professional Services 16,129 2,000 8,000 9,000 Miscellaneous 41,815 50,000 58,269 50,000 Capital 19,848 1 1 - DEPARTMENTTOTAL 927,007 $ 966,219 $ 1 1,172,036 TOTAL FULL -TIME -EQUIVALENT 10 10 10 11 ow T 2013-2014 2014-2015 2014-2015 2015-2016 FULLTIME ACTUAL BUDGET AMENDED BUDGET Director 1 1 1 1 Assistant Director 1 1 1 1 Senior Planner 1 1 1 2 Planner 2 2 2 2 Code & Health Compliance Manager 1 1 1 1 Senior Code Enforcement Officer 0 1 1 2 Code Enforcement Officer 3 2 2 1 Senior Administrative Assistant 1 1 1 1 TOTAL FULLTIMEIF 10 10 10 11 TOTAL FULL -TIME -EQUIVALENT 10 10 10 11 ow T City of Allen 78 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 601,522 615,434 658,782 804,862 Longevity 2,896 3,168 3,112 3,960 Overtime 4,160 3,811 3,811 3,811 FICA 43,516 44,333 47,535 51,952 TMRS 85,116 86,604 93,864 101,783 Worker's Compensation 720 1,428 831 1,874 Health Insurance 77,016 91,776 76,278 78,829 Dental Insurance 7,012 7,452 7,232 7,541 Long-term Disability 826 871 927 1,002 Life Insurance 844 860 941 964 Flexible Spending 250 294 295 298 SUBTOTAL $ 823,878 $ 856,031 $ 893,608 $ 1,056,8 City of Allen 78 FY2016 Budget U I EXPENDITURE DETAIL- CONTINUED 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET OPERATIONS Training & Travel 7,562 23,150 23,150 22,000 Dues & Subscriptions 2,595 3,843 3,843 4,715 Clothing & Uniforms 2,862 2,700 2,700 2,700 Printing & Reproduction 3,280 3,400 2,500 2,500 Advertising 240 300 400 300 Board& Commission Training 1,129 2,000 1,000 2,000 Plat Administration Expense 2,632 6,000 3,000 6,000 SUBTOTAL $ 20,300 $ 41,393 $ 36,593 $ 40,215 SUPPLIES General Supplies 3,587 9,045 7,545 10,695 Small Tools 8, Minor Equipment 725 3,000 2,500 1,500 SUBTOTAL $ 4,312 $ 12,045 $ 10,045 $ 12,195 MAINTENANCE Vehicle Maintenance 725 4,750 3,000 3,750 SUBTOTAL $ 725 $ 4,750 $ 3,000 $ 3,750 PROFESSIONAL SERVICES Professional Services 16,129 2,000 8,000 9,000 SUBTOTAL $ 16,129 $ 2,000 $ 8,00D $ 9,000 MISCELLANEOUS Donation Expense 41,815 50,000 58,269 50,000 SUBTOTAL $ 41,815 $ 50,000 $ 58,269 $ 50,000 CAPITAL OUTLAY Vehicles 19,848 SUBTOTAL $ 19,848 $ DEPARTMENT TOTALS $ 927,007 $ 966,219 $ 1,009,515 $ 1,172,036 2013-2014 2014-2015 2014-2015 2015-2016 VEHICLES ACTUAL BUDGET AMENDED BUDGET 1/2 Ton Truck Regular Cab 19,848 $ 19,848 $ - $ - $ - City of Allen 79 FY2016 Budget I I Development Projects Reviewed The Land Development Division reviews plans for development projects including zoning, specific use permits, general development plans, preliminary plats, final plats, replats, and site plans. Plats and general development plans are approved by the Planning & Zoning Commission. Zoning requests and specific use permits are presented to the Planning & Zoning Commission for recommendation and then approved by the City Council. Site Plans are approved by the Director of Community Development Development Projects Reviewed 160 — — — 140 -- 120 — -- 100 + 80 60 -- 40 _ 20 0 - 2011 ■Zoning/SUPY 23 •GDP 2 ■ Plats 44 ■Site Plan 21 Permits Reviewed 2012 2013 2014 2015 Est. 2016 Proj. 30 30 25 26 25 3 2 2 0 2 30 34 33 34 30 12 29 30 31 30 The Land Development Division reviews Certificates of Occupancy for all new businesses and building permits for zoning compliance. Permits Reviewed 1000 -- goo -- - - goo 700 — 600 Jit SGO 400300 200 100 — 0 2011 2012 2013 2014 2015 Est. 2016 Proj ■Bu,ld,ng/CO 317 392 408 487 900 900 City of Allen 80 FY2016 Budget ' Code Enforcement Cases L 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 2014 Code Enforcement Officers resolved 4,104 violations, while only issuing 46 citations. Seventy-five percent of violations were resolved within 30 days. Code Enforcement Cases 8000 T - ---- 6000 4000 V20112012 2000 0 2013 2014 201' _-_ Cases 6403 7227 7312 4104 4500 6000 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 remained fairly constant 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) 16 ---- - $25000 14 12 10 8 6 4 2 0 2011 aa� Houses 11 �$/House $18,400 City of Allen 2012 2013 2014 10 13 9 $21,800 $22,500 $18,500 81 $20,000 $15,000 - $10,000 $5,000 $0 2015 Est 2016 Proj 14 15 $17,000 $20,000 FY2016 Budget L CITY OF ALLEN City of Allen 82 FY2016 Budget 1 COMMUNITY SERVICES DIVISIONS BUILDING MAINTENANCE 001-5120 STREETS 001-5130 SERVICE CENTER 001-5140 FLEET 001-5150 Director 1 Senior Nssistani Director 11 1 Real Coordinator SireeblOrain1 ge Foreman Building Mainte1ce nanForeman Cre LaderI I Building Teelmldian Lead Custodian Equipment Operotar 2 2 Maintenance WorkerI Custodian City of Allen 83 FY2016 Budget 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 Z. 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 • Director continued as Board Chair to the NCTCOG Resource Conservation Council Objective Z Work with partners to protect and conserve electricity • Helped develop electricity and natural gas budget estimates for all City funds • Continued to report electric consumption in accordance with Senate Bill 898 compliance to reduce municipal electric use by 5% per year through FY 21 • Continued participation in ONCOR's energy efficiency rebate program 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 fifth annual budget for the Municipal Service Center Goal S. Proactively work to Protect conserve and manage water resources • Reported the 7'h 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 5'h year of the free residential home irrigation audit program 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 Objective 1. Work with NCTCOG to protect and improve air quality • Continue fleet conversion to alternative fuels or vehicles meeting low emission standards (LEV) Objective Z 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 21 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 S. 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 I City of Allen 84 FY2016 Budget 1 1 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 1 1 1 1 Personnel Services 405,324 500,091 419,307 441,755 Operations 2,384 6,690 6,690 4,690 Supplies 2,142 3,000 3,000 3,050 Maintenance 292 1,200 1,200 1,200 Professional Services 2,300 2,300 2,300 DEPARTMENTTOTAL. - 410,142 513281 5 4324) 97 452,995 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET FULL-TIME Director 1 1 1 1 Assistant Director 1 1 1 1 Senior Administrative Assistant 1 1 1 1 TOTAL FULLTIME 3 3 3 3 TOTAL FULL -TME -EQUIVALENT 3 3 3 3 City of Allen 85 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 295,686 354,074 304,061 319,479 Longevity 2,180 2,324 2,324 2,468 Overtime 683 400 400 1,500 FICA 20,503 26,125 21,575 23,588 TMRS 41,727 49,896 43,294 46,167 Worker's Compensation 269 601 290 612 Health Insurance 40,693 61,944 43,750 44,265 Dental Insurance 2,410 3,287 2,410 2,439 Longterm Disability 416 549 428 453 Life Insurance 581 656 598 605 Flexible Spending 176 235 177 179 SUBTOTAL $ 405,324 $ 500,091 $ 419,307 $ 441,755 OPERATING EXPENDITURES Training & Travel 265 3,965 3,965 1,965 Dues & Subscriptions 2,119 2,725 2,725 2,725 SUBTOTAL $ 21384 $ 6,690 $ 61690 $ 4,690 SUPPLIES General Supplies 2,142 3,000 3,000 3,050 SUBTOTAL $ 2,142 $ 3,000 $ 3,000 $ 3,050 MAINTENANCE Vehicle Maintenance 292 1,000 1,000 1,200 Radio Maintenance 200 200 SUBTOTAL $ 292 $ 11200 $ 1,200 $ 1,200 City of Allen 85 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PROFESSIONAL SERVICES Professwnal Services 2,300 2,3D0 2,300 SUBTMAL $ - $ 2,300 $ 2,308 $ 2,3D0 DEPARTMENTTOTALS $ 410,142 $ 513,281 $ 432,497 $ 452,995 woo NO CAPITAL ITEMS City of Allen 86 FY2016 Budget Low Emission Vehicles The City of Allen is gradually replacing its higher emission gas or diesel burning light duty (non -emergency) vehicles with Ultra -Low Emission Vehicles (ULEV), Low Emission Vehicles (LEV), or Alternative Fueled Vehicles (AFV) in order to Percentage of City's Fleet that is meet EPA requirements. L.EVfAFV Community Services, 10015 Engineering, Building and Code, and Parks and Recreation are all 90% affected by the EPA requirements and are procuring 80% lower emission replacement vehicles as a result. Public 70% Safety vehicles are not included in the EPA requirements; 60% however, all patrol cars h d i h h 50% purc ase n t e past t ree years are also LEV or ULEV. 2013 2014 2015 2616 Est. City of Allen 87 FY2016 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY SERVICES/ 001-5120-418 BUILDING MAINTENANCE DIVISION The Building Maintenance division is responsible for maintaining a high quality interior building appearance and administering maintenance and repair contracts for City Hall, Municipal Service Center, City Hall Annex, Municipal Court/ Parks & Recreation, Library, Police Station, Animal Shelter, Stacy Road Pump Station, and administrative areas in the Central Fire Station. Building Maintenance performs a variety of tasks including: janitorial and custodial services, building mechanical system preventive maintenance and repair, furniture assembly, bulk mail transport, minor remodeling projects, and other tasks to ensure efficient building operations and staff support. • Assisted inset up and breakdown at numerous City sponsored events • Continued automated building maintenance request system with assistance from IT department Goal 5. 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 -Annex remodel for IT Department and PD roof top AC unit replacement 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 ' Objectin 2. Work with partners to protect and conserve electricity • Participated in planning of city buildings for energy efficiency through Oncors electric demand and use reduction programs • Joined Metroplex Facility Managers Association Objectives 1 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 J Goal 2. Cultivate reaional alliances and Partnerships with agencies and governmental units that affect Allen Strategy g. 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 City of Allen Be FY201 B Budget I 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 636,077 643,942 661,061 742,282 Operations 5,210 10,895 6,675 11,752 Supplies 38,623 81,654 69,654 75,000 Maintenance 190,484 159,680 159,680 155,500 Professional Services 102,017 100,388 109,888 96,973 DEPARTMENTTOTAL 972,411 $ 996,559 1,006,958 1,081,507 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET F LU LTIME Building Maintenance Foreman 1 1 1 1 Lead Custodian 2 2 2 2 Building Technician 2 2 2 3 Custodian 7 7 7 7 TOTAL FULL TIME 12 3,512 12 13 TOTAL FULL -TIME -EQUIVALENT City of Allen 89 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PER5ONNEL SERVICES Salaries 400,540 413,912 411,016 492,446 Longevity 2,864 3,512 3,512 4,088 Overtime 28,315 20,043 28,500 20,500 FICA 30,657 29,754 30,335 30,548 TMRS 60,313 58,439 61,410 62,536 Worker's Compensation 4,218 7,848 4,515 8,940 Health insurance 98,742 99,988 111,095 112,392 Dental Insurance 9,200 9,200 9,420 9,533 Long-term Disability 565 583 580 613 Ufelnsurance 428 428 443 448 Flexible Spending 235 235 235 238 SUBTOTAL $ 636,077 $ 643,942 $ 661,061 $ 742,282 OPERATIONS Training &Trawl 855 3,070 500 3,070 Dues & Subscriptions 126 545 545 545 Clothing & Uniforms 4,229 4,480 4,480 5,287 Advertising - 150 150 150 Rentals/Leasing - 2,650 1,000 2,700 SUBTOTAL $ 5,210 $ 10,895 $ 6,675 $ 11,752 City of Allen 89 FY2016 Budget I 1 FUND DEPAR GENERAL FUND COMMUNITY SERVICES 001-5120-418 BUILDING MAINTENANCE EXPENDITURE DETAIL-CONTI 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET SUPPLIES Janitorial Supplies 36,943 71,853 59,853 61,000 Small Tools & Minor Equipment 1,680 9,801 9,801 14,000 SUBTOTAL $ 38,623 $ 81,654 $ 69,654 $ 75,000 MAINTENANCE Building Maintenance 189,238 158,030 158,030 153,000 Vehicle Maintenance 1,246 1,650 1,650 2,500 SUBTOTAL $ 190,484 $ 159,680 $ 159,680 $ 155,500 PROFESSIONAL SERVICES Professional Services 102,017 100,388 109,888 96,973 SUBTOTAL $ 102,017 $ 100,388 $ 109,888 $ 96,973 DEPARTMENT TOTALS 972,411 996,559 1,006,958 1,081,507 NO CAPITAL ITEMS City of Allen 90 FY2016 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 Square Feet Cleaned per Custodian This measure reflects the efficiency of the Division's cleaning efforts. The Division has a goal of 18,000 square feet cleaned per custodian to allow for thorough cleaning. In FY 11, one new custodian was added to clean the service center. Cleanina Cost Building Square Footage Cleaned 228,000 227,000 227,006 226,000 225,000 224,000 223,000 222,000 221,800 221,600 221,800 221,000 220,000 219,000 2013 2014 2015 2016 Total Square Feet Cleaned per Custodian 25,400 25,223 25,200 25,000 24,800 24,644 24,644 24,644 24,600 24,400 24,200 2013 2014 2015 2016 This is the cost incurred by the division for each square foot $3.50 cleaned. The dollar amount $3.00 includes salary and benefits for employees, uniforms, supplies, $2'50 and cleaning equipment. $2.00 $1.50 $1.00 City of Allen Dollars per Square Foot Cleaned per Year 91 FY2016 Budget 2013 2014 2015 2016 91 FY2016 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY SERVICES/ 001-5140-415 SERVICE CENTER DIVISION 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 FY15 including the transfer of General Fund fuel costs to be included in service center budget Goal 6. Maintain r i n l "cellence in Cityv rnm n rvice Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services. • Develop and monitor the operations budget, prepare mid -year adjustments and develop the FY17 budget based on ' the facility's historic costs P City of Allen 92 FY2016 Budget 1 Professional Services 20,827 41,170 2013-2014 2014-2015 SUBTOTAL $ 20,827 $ 2014-2015 41,170 2015-2016 36,370 DEPARTMENT TOTALS 671,615 ACTUAL BUDGET AMENDED 605,821 BUDGET 702,421 CLASSIFICATION Operations 618,206 639,651 534,451 639,651 Supplies 23,400 7,200 17,200 12,400 Maintenance 9,182 13,000 13,000 14,000 Professional Services 20,827 41,170 41,170 36,370 DEPARTMENT TOTAL 671,615 701,021 605,821 702,421 EXPENDITURE DETAIL 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET OPERATIONS Rentals - 1,500 1,500 1,500 Fuel 618,206 638,151 532,951 638,151 SUBTOTAL $ 618,206 $ 639,651 $ 534,451 $ 639,651 PPLIES SUPPLIES Janitorial Supplies 15,658 - 10,000 10,200 Small Tools 11 Minor Equipment 7,742 1,200 7,200 2,200 SUBTOTAL $ 23,400 $ 7,200 $ 17,200 $ 12,400 ' MAINTENANCE Building Maintenance 6,221 8,000 8,000 8,000 Equipment Maintenance 2,961 5,000 5,000 6,000 SUBTOTAL $ 9,182 $ 13,000 $ 13,000 $ 14,000 1 Professional Services 20,827 41,170 41,170 36,370 SUBTOTAL $ 20,827 $ 41,170 $ 41,170 $ 36,370 DEPARTMENT TOTALS 671,615 701,021 605,821 $ 702,421 NO CAPITAL ITEMS City of Allen 93 FY2016 Budget 'GENERAL FUND COMMUNITY SERVICES/STREETS DIVISION 001-5130-431 Streets division is responsible for promoting quality of life and the public's safe driving experience through maintaining public streets, sidewalks, and alleys. r 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 life 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 all citizen requests for assistance within 24 hours to demonstrate a high degree of customer service • Started a pilot program for screening wall repair and/or replacement for city owned walls • Started Micro Slurry Seal program for resurfacing asphalt streets in Allenwood area Obiectives for IFY 2016: Goal 5. Systematically Invest in Public infrastructure Strategy 3. Develop and implement Infrastructure Maintenance Plan/schedules for Community Service operations ' Continue the annual street and alley condition assessments and use 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 1 City of Allen 94 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET AF-tF87[r_MLW Personnel Services 686,637 728,643 698,582 743,590 Operations 5,832 11,600 12,100 15,300 Supplies 9,036 12,636 13,036 10,886 Maintenance 153,954 335,400 362,794 339,500 Professional Services - 1,500 1,500 1,500 Capital 16,400 DEPARTMENT TOTAL 855,459 1,089,779 $ 1,104,412 1,110,776 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET FULLTIME Foreman Crew Leader Equipment Operator Maintenance Worker TOTAL FULL TIME TOTAL FULL -TIME -EQUIVALENT 12 12 12 12 Y PERSONNEL SERVICES Salaries Longevity Overtime FICA TMRS Worker's Compensation Health Insurance Dental Insurance Long-term Disability Life Insurance Flexible Spending Health Savings Account OPERATIONS Training/Travel/Mileage Dues & Subscriptions Clothing & Uniforms Printing & Reproduction Rentals City of Allen A 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET 407,244 436,250 426,639 462,414 4,468 4,936 4,676 4,600 34,591 17,600 28,500 18,000 31,082 30,170 31,447 33,120 62,399 61,766 63,293 66,970 9,820 17,736 9,685 20,502 128,029 150,012 124,608 127,443 7,943 8,985 8,032 8,422 571 615 516 553 431 455 397 409 59 118 75 84 14 1,073 SUBTOTAL $ 686,637 $ 728,643 $ 698,582 $ 743,590 - 750 1,250 3,450 122 275 275 550 5,505 7,700 7,700 7,850 200 200 725 205 2,675 2,675 2,725 SUBTOTAL $ 5,832 $ 11,600 $ 12,100 $ 15,300 95 FY2016 Budget 1 EXPENDITURE DETAIL - CONTINUED 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET SUPPLIES General Supplies 404 500 500 500 Medical & Chemical Supply - 350 750 350 Small Tools& Minor Equipment 8,632 11,786 11,786 10,036 SUBTOTAL $ 9,036 $ 12,636 $ 13,036 $ 10,886 MAINTENANCE Vehicle Maintenance 13,211 13,775 13,775 14,050 Equipment Maintenance 5,977 10,400 10,400 11,350 Radio Maintenance - 725 725 - Asphalt Maintenance 23,271 80,500 105,500 81,300 Sidewalk Replacement 5,280 20,000 20,000 20,000 Street Maintenance 106,215 210,000 212,394 213,000 SUBTOTAL $ 153,954 $ 335,400 $ 352,794 $ 339,500 PROFESSIONAL SERVICES Professional Services 1,500 1,500 1,500 SUBTOTAL $ - $ 1,500 $ 11500 $ 1,500 CAPITAL OUTLAY Machinery & Equipment 16,400 SUBTOTAL $ - $ - $ 15,400 $ - ``,, DEPARTMENT TOTALS 855,459 1,089,779 1,104,412 1,110,776 6- 2014-2015 2015-2016 MACHINERY&EQUIPMENT AMENDED BUDGET Hydraulic Unit for Dump Truck 7,000 - RollerTrailer 9,400 Totals $ 16,400 $ - City of Allen 96 FY2016 Budget F Total Street Miles Total street miles in Allen have 400 increased by approximately 7 miles in 308.00 the past three years. Although 300 maintenance will eventually increase 13.90 as a result of the new construction, 200 for the immediate future the new 100 streets will require little BOY — - maintenance. All new streets are 0 constructed with concrete due to 40% _ mm lower maintenance costs and greater 20% - lifespan. 0% Total Street Miles 298.50 302.40 304.00 308.00 16.25 14.25 14.25 13.90 2013 2014 2015 2016 est MAsphalt Mlles ■Concrete Miles Street Conditions Percentage of Streets in Satisfactory The City's Pavement Service Rating Condition or Better (PSR) system rates streets on a 0-5 120% scale, with 0 being impassible, 3 being 100% 97% 96% 96% satisfactory, and 5 being excellent or 80% 76% 75% 77% 75- newly constructed. The rating BOY — - measures cracking, base condition, drainage, surface condition, 40% _ mm distortion, and ride quality. Asphalt 20% - streets are cheaper to build but more 0% costly to maintain than concrete. 2013 2014 2015 2016 est Concrete streets are evaluated every •Asphah Miles ■Concrete Miles four years, and asphalt streets are evaluated over a two year period, 50% A "satisfactory' rating for concrete streets means a one year and the other 50% the next. rating of 3.5 or better Many of the City's concrete streets are A "satisfactory rating for asphalt streets means a rating new, which partially accounts for their o f or attar b Asphhaalt street ratings are determined after the years good condition. overlay and sealing projects. City of Allen 97 FY2016 Budget 1 Maintenance Dollars Funded ver Year per Pavement Type The City has almost 18 times as many miles of concrete streets as $1,000,000 asphalt. Even though asphalt streets are more expensive to $900,000 maintain than concrete, the $800,000 difference in miles between the $700,000 surface types results in concrete $600,000 streets receiving the majority of funding in normal operations. $500,000 The 2013 numbers show water $400,000 and sewer funds that resurfaced $300,000 asphalt streets after sewer $200,000 rehabilation projects were completed. $100,000 $0 Maintenance Dollars Spent Per Center Line Mile per Year Maintenance Dollars Funded $660,000 $563,000 1 $500,000 2013 2014 2015 2016 est ■Asphalt ■Concrete This measure analyzes the maintenance funds spent per mile Maintenance Dollars Spent per Mile ncrete too re aa on projec s. e dollars for 2013 include concrete 2011 2014 2015 2016est replacement for the Walden Park eAsphalt ■Concrete Sewer rehabilitation project plus normal operation budgets and bond sales for contract concrete street repair. for both asphalt and concrete $12.000 streets. The 2011, 2012, and 2013 $10,000 numbers for asphalt includes $8,000 additional money spent on the High $6,000 Meadows Subdivision and the Walden Park Subdivision to $4.000 resurface the streets after sewer $2,000h b'lI't t t ' t Th Co City of Allen 98 FY2016 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY SERVICES/ 001-5150-431 FLEET COORDINATION The Fleet division is responsible for coordination of fleet maintenance with individual departments, fueling operations and reporting, vehicle wash operations, and the fleet maintenance facility. Fleet is also involved in the vehicle replacement program for ordering and receiving non-public safety vehicles and equipment. Goal 6. Maintain operational.xcellence in City eovernment services Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering quality Services. • Set up limited operations of fleet services building • Managed the automated vehicle fueling and vehicle wash facilities including the necessary accounting associated with these services • Established a Fleet Coordinator position to manage fuel system, non-public safety GPS system, assist in fleet replacements, fleet sales, fleet acquisition, and begin consolidation of vehicle records including maintenance records as Tyler Financial Management System is established Obiectives for FY 2016: Goal 6. Maintain operational excellence in City eovernment services Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering quality Services. ' • Continue to monitor the vehicle fueling and vehicle wash facilities including the necessary accounting associated with these services • Develop and monitor the operations budget, make mid -year adjustments and develop the FY17 budget based on the facility's historic costs • Continue consolidation of vehicle records including maintenance records as Tyler Financial Management System is established • Develop a strategy to evaluate the maintenance operations of outsourcing repairs versus initiating a fleet management service with City personnel City of Allen 99 FY2016 Budget I ,1., . 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services - - 65,825 80,234 Operations - - 1,750 2,375 Supplies - - 3,000 6,750 Maintenance - - 2,500 6,000 Professional Services 3,000 5,800 DEPARTMENT TOTAL $ 76,075 $ 101,159 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET FULLTIME Fleet Services Coordinator 0 1 1 1 TOTAL FULL TIME 0 1 1 1 TOTAL FULL -TIME -EQUIVALENT 0 1 1 1 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries - - 47,543 56,303 Longevity - - - 56 Overtime - - 500 1,000 FICA - - 3,430 4,029 TMRS - - 6,802 8,082 Workers Compensation - - 437 1,167 Health Insurance - - 6,354 8,570 Dental Insurance - - 657 887 Long-term Disability - - 57 80 Life Insurance 45 60 SUBTOTAL $ - $ $ $$,825 $ 80,294 OPERATIONS Tmining/Travel/Mileage - - 400 500 Dues & Subscriptions - - 250 125 Clothing & Uniforms - - 1,000 1,000 Printing & Reproduction - - 50 250 Rentals 50 Soo SUBTOTAL $ - $ - $ 1,750 $ 2,375 City of Allen 100 FY2016 Budget SUPPLIES ' General Supplies Small Tools & Minor Equipment = = 1,000 2,000 1,000 5,750 SUBTOTALS $ $ 31000 $ 6,750 City of Allen 100 FY2016 Budget CAPITAL EXPENDITURES U 110 ._• _ City of Allen 101 FY2016 Budget iGENERAL FUND '_f11i�1 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET MAINTENANCE Vehicle Maintenance - - 1,000 3,500 Equipment Maintenance 1,500 2,500 SUBTOTAL $ - $ - $ 2,500 $ 6,000 PROFESSIONAL SERVICES Professional Services 3,000 5,800 SUBTOTAL $ - $ - $ 3,000 $ 5,800 DEPARTMENT TOTALS $ $ 76,0-7-5-T-- 6,075 101,158 CAPITAL EXPENDITURES U 110 ._• _ City of Allen 101 FY2016 Budget I I CITY OF ALLEN City of Allen 102 FY2016 Budget ENGINEERING DIVISIONS ENGINEERING 001-6000 TRAFFIC 001-6020 Diredor 1 • 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 103 FY2016 Budget Senior Adminkinabve Assistant 1 CAnsW nManager 1 Assistant Oiraa« 1 Traffic Signal Foreman Program Ma. 1 1 Senior Sign al Tech 1 CIWI Engineer r Traffic Signal Tedi Engineering Ted niclan 2 i SignslMeddngs Tec ROMIM611ty Coordinator Z 1' Con cgon lnspea« 3" • 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 103 FY2016 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 ensures that all traffic signalization and traffic control devices are maintained and compliant with state and federal guidelines to safely move vehicular traffic through the community. The department is also responsible for streetlight maintenance, floodplain management, storm water management, and provides inspection services for public works and private development construction projects. Accomplishments in FY 1 Goal 3. Improve I mobility through transportation initiatives Strategy 2. Continue to leverage County, State (TxDOT) and Federal resources for road funding • The Engineering Department assigned staff to remain engaged in TxDOT projects in the community—widening of US75 and the reconstruction of FM2786 (Stacy Road). • Recommended changes to the Master Thoroughfare Plan during the Comprehensive Plan Update. • Obtained a grant through the NCTCOG to implement sidewalk accessibility improvements for two schools • Implemented new synchronized signal timing on several corridors throughout the community, which will be coordinated with our neighboring cities as well as part of a regional effort. • Obtained $3.2 million in matching funds from Collin County for the widening of Alma Drive and the addition of right-hand turn lanes at three major intersections. Goal S. Systematically Invest in Public infrastructure Strategy 3. Construct and improve roadway infrastructure • Traffic Operations: Completed sign replacement and striping in aging school zones, replaced street name blades in three zones, refreshed and replaced pavement markings throughout the city, constructed two (2) new traffic signals, reconstructed three (3) signals, and upgraded five (5) signals to use flashing yellow arrow. • Completed construction on the neat phase of Ridgeview Drive near the future Watters Branch Community Park and started construction on the Montgomery Boulevard Extension to US75. • Construction completed on 2014 Streets & Alley Repair project which includes over $1 million of pavement replacement and more than 20 Barrier Free Ramps throughout the community. Strategy 4. Plan for the construction of needed city facilities • Started the demolition and reconstruction of Fire Station g2, providing an expanded facility for sustainable service. • Completed key energy-saving facility upgrades (HVAC replacement and LED lighting installations), and continued to invest in public facility appearance (city hall carpet, Natatorium renovation, Court Room remodel). Goal 8. Proactively work to Protect, conserve and manage water resources • Completed construction of the Fountain Park neighborhood Water and Sewer Replacement project. • Completed bank stabilization of Cottonwood Creek, at a location near an adjacent trail and home. • Reviewed operational practices of the water system with Community Services for impacts related to restricted usage during summer months. Selected and procured a contractor to upgrade our communication and control hardware/software for the water system (SCADA). �ififliiii�iYY7�l•' _ Goal 2. Cultivate regional aII' d wrimenhips with affencles 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 (Ridgewew Drive and FM2551) • Partner with T%DDT to implement traffic signal upgrades coincident with T%DDT roadway widening projects Goal 3. Improve regional mobility through transportation Initiatives Strategy 2. Continue to leverage County, State (7x007) and Federal resources for road funding • Execute agreement with TxDOT to remove FM 2551 (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 S. Systematically Invest in Public infrastructure Strategy 3. Construct and improve roadway Infrastructure ' • Initiate the 2015 Streets & Alleys Project for city-wide pavement repair and targeted sidewalk accessibility enhancements. Start construction on the Alma Widening Project and complete the Montgomery Blvd Extension. Strategy 4. Plan for the construction of needed city facilities • Complete the reconstruction of Fire Station g2. City of Allen 104 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET FULLTIME 2013-2014 2014-2015 2014-2015 2015-2016 Director ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 1 1 1 1 Personnel Services 1,130,216 1,205,397 1,196,434 1,342,459 Operations 20,002 20,085 20,065 20,085 Supplies 3,782 5,550 5,550 5,550 Maintenance 331,357 570,254 1,183,254 1,166,254 Professional Services 69,475 5,000 5,000 25,000 Miscellaneous 501679 52,000 52,000 52,000 DEPARTMENTTOTAL 1,605,511 1,858,286 2,462,303 2,611,348 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET FULLTIME 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 1 1 0 Engineering Technician 0 0 0 1 Civil Engineer 1 1 1 1 Traffic Signal Foreman 0 0 0 1 Senior Signal Technician 1 1 1 1 Signs and Markings Technician 2 2 2 2 Traffic Signal Technician 1 2 1 1 Traffic Signal Assistant 1 0 1 1 TOTALFULLTIME 13 13 13 14 TOTAL FULL -TIME -EQUIVALENT „_7 ,13 . ,. _. .11 13 14 EXPENDITURE DETAIL 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 809,668 859,645 851,696 983,289 Longevity 4,336 4,924 4,864 5,468 Overtime 11,911 15,032 15,032 15,032 FICA 59,055 61,818 61,473 64,505 TMRS 115,530 121,040 121,637 129,165 Worker's Compensation 3,921 7,817 4,155 8,858 Health Insurance 111,879 122,297 122,546 121,848 Dental Insurance 7,138 7,667 7,450 7,317 Long-term Disability 1,108 1,211 1,167 1,220 Life Insurance 1,074 1,126 1,142 1,146 City of Allan 105 FY2016 Budget 1 1 OPERATIONS Training/Travel/Mileage 10,084 9,720 9,700 9,720 Dues & Subscriptions 2013-2014 2014-2015 2014-2015 2015-2016 Clothing & Uniforms ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES - CONTINUED 20,002 $ 20,085 $ 20,065 $ 201085 Flexible Spending 476 518 466 465 Health Savings Account 4,1201'2 02 4,806 4,146 SUBTOTAL $ 1,130,216 $ 1,205,397 $ 1,196,434 $ 1,342,459 OPERATIONS Training/Travel/Mileage 10,084 9,720 9,700 9,720 Dues & Subscriptions 5,729 5,465 5,465 5,465 Clothing & Uniforms 4,189 4,900 4,900 4,900 SUBTOTAL S 20,002 $ 20,085 $ 20,065 $ 201085 SUPPLIES 250,000 244,000 General Supplies 2,168 3,800 3,800 3,800 Small Tools & Minor Equipment 1,614 1,750 1,750 1,750 SUBTOTAL $ 3,782 $ 51550 $ 51550 $ 5,550 MAINTENANCE Facility Maintenance - - 600,000 600,000 Vehicle Maintenance 5,534 5,054 5,054 5,054 Street Marking Maintenance 115,204 250,000 244,000 250,000 Traffic Signal Maintenance 39,478 62,920 79,920 62,920 Street Light Maintenance 102,260 180,000 180,000 180,000 Street Sign Replacement 68,88172280 74,280 68,280 SUBTOTAL $ 331,357 $ 570,254 $ 1,183,254 $ 1,166,254 PROFESSIONAL SERVICES Professional Services 69,475 5,000 5,000 25,000 SUBTOTAL $ 69,475 $ 5,000 $ 51000 $ 25,000 MISCELLANEOUS School Crossing Guards 50,679 52,000 52,000 52,000 SUBTOTAL $ 50,679 $ 52,000 $ 52,000 $ 52,000 DEPARTMENT TOTALS 1,180,895 $ 1,257,397 1,248,434 1,394,459 NO CAPITAL ITEMS City of Allen 106 FY2016 Budget I Capital Project Fundin¢ 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. Several projects completed during FY 14-15 include Ridgeview Drive near the future Watters Branch Community Park and the 2014 Streets & Alley Repair project which includes $1110 of pavement replacement and approximately 50 Barrier Free Ramps throughout the community. Construction began on the Montgomery Boulevard Extension to US 75. Key energy-saving facility upgrades were finished which included HVAC replacement and LED lighting installations and continued investment in public facilities included City Hall carpet replacement, renovations to the Natatorium and remodeling the Court Room. Demolition has started on the reconstruction of Fire Station #2 in efforts to reconstruct the facility. Construction on the first phase of the Fountain Park neighborhood Water and Sewer Replacement project was completed. Bank stabilization of Cottonwood Creek near an adjacent trail was also finished. Additionally, Traffic Operations synchronized signal timing on several corridors throughout the community and also completed sign replacement and striping in aging school zones, replaced street name blades in 3 zones, refreshed pavement markings throughout the city, constructed 2 new traffic ' signals, reconstructed 3 signals and upgraded 5 signals to flashing yellow arrows. Engineering staff continues to serve as a liaison to TxDOT on the US 75 project and the reconstruction of FM2786 (Stacy Road). A grant from the NCTCOG to implement sidewalk accessibility improvements for two schools was obtained as well as $3.2 Million in matching funds from Collin County for the widening of Alma Drive and the addition of right-hand turn lanes at 3 major intersections. The total amount spent on capital projects in FY12 was $21 million, in FY13 $11.3 million, in FY14 $11.5 million and in FY35 21.2 million. Total Dollars Spent - Capital Projects Facilities Water/Sewer Drainage Streets Parks X2013 •2014 .2015Ee •Z018 Pmt. City of Allen 107 FY2016 Budget s+ow %aa ssw ss %ss %so 31 %.% n0] ff V. 32 $2 sd 33 Facilities Water/Sewer Drainage Streets Parks X2013 •2014 .2015Ee •Z018 Pmt. City of Allen 107 FY2016 Budget II 11 Developer Contribution to Infrastructure During construction of a project, developers build s1 infrastructure improvements that the City later maintains. The department helps plan for the infrastructure needs, e oversees the construction, and facilitates the transfer. Commercial development continued in 2015 with some s0 notable projects being Hyatt Place Hotel, Twin Creeks Office Park, Allen Place Office Complex Ph. 1, and Assured Self Storage. Commercial development is $7 expected to remain steady until $6 large-scale developments along SH 121 come to bear. Single- $5 Family residential developments N $4 included Morgan Crossing Ph. 4, o Creekside at Ridgeview Ph. 2, — $3 s Cottonwood Crossing, Village at $2 Twin Creeks, Angel Field West and Steeplechase for a total of $1 423 lots. There were no Multi- $0 Family developments accepted in 2015. New Residential Lots Value of Infrastructure from Commercial Development 2011 2012 2013 2014 2015 Est 2016 e— -aEWER -STREETS OSTgiM Value of Infrastructure from Residen0al Development We have seen a slight increase from 2,000 last year in single family development with nearly 423 lots 1,500 being accepted in 2015. Projections for next year are 487 lots which 1.000 includes just 3 subdivisions. 500 City of Allen 0 2011 2012 2013 2014 2015 Est.2016 Proj. -WATER -SEWER -STREETS aSTORM New Residential Lots 108 2011 2012 2013 2014 2015 2016 Est. Proj. FY2016 Budget E C FINANCE DIVISIONS FINANCE 001-5500 Chief Fimmial 01i 1 BuEgal Manager 1 Assistant Chief Fin tidal Officer 1 Finamal Analyst 1 Pumhasing Manager Con'mller Co trod Mhunishake S for Aocauntant Acmunfanf 1 Buyer A nbng Z Tenhnluan 2 City of Allen 109 S nlorPliel ll I (SerumA uManl FY2016 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 of the City. Accomplishments in FY r 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 le Certificate of Achievement for Excellence in Financial Reporting from the National Government Finance Officers Association (GFOA) o Received the 16" Distinguished Budget Presentation Award from GFOA o Received the 15`° Achievement of Excellence in Procurement Award from the National Purchasing Institute (NPI) • For the seventh consecutive year, the external audit for the period ending September 30, 2014 resulted in no deficiencies or "management comment items" • The City maintained its bond ratings as follows: Standard and Poor s rating of AAA on G.O. Bonds and AAA on the Water and Sewer Revenue Bonds. Moody's ratings are Aa1 on GO Bonds, Aa2 on Water and Sewer Revenue Bonds, Aa3 on Economic Development Revenue Bonds and At on Community Development Revenue Bonds • Issued G.O. Bonds in the amount of $7,865,000 in May 2015 • 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 began with account and process procedures analysis, static environment testing, and software training in various Finance areas. The anticipated implementation date is August 3, 2015. Additional software modules will involve Finance staff throughout the nextcouple years • Promoted vendor education through the Collin County Governmental Purchaser's Forum annual "How to Do Business with Government Entities" vendor fair Goal 6. Maintain operational excellence in City government services Strategy 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 abilityto 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 ballot for 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 110 FY2016 Budget I 2 �s 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 2013-2014 2014-2015 2014-2015 2015-2016 Personnel Services 1,477,449 1,653,722 1,626,220 1,788,554 Operations 19,867 41,168 31,713 50,790 Supplies 8,986 13,275 13,275 11,775 Professional Services 220,344 219,186 258186 219,186 DEPARTMENT TOTAL 1,726,646 $ 1,927,351 1,929,394 $ 2,070,305 2 �s TOTAL FULL -TIME -EQUIVALENT 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET FULL TIME 2013-2014 2014-2015 2014-2015 2015-2016 Chief Financial Officer 1 1 1 1 Assistant Chief Financial Officer 0 1 1 1 Assistant Director 1 0 0 0 Budget Manager 0 0 0 1 Budget Officer 1 1 1 0 Financial Analyst 0 0 1 1 Controller 1 1 1 1 Senior Accountant 11 0 1 1 1 ' Senior Accountant 1 1 1 1 Accountant 3 2 2 3 Senior Payroll Specialist 0 1 1 1 Payroll Specialist 1 0 0 0 Accounting Technician 2 2 2 2 Senior Administrative Assistant 1 1 1 1 Purchasing Manager 1 1 1 1 Contract Administrator 1 1 1 1 Buyer 2 2 2 2 TOTALFULLTIME 16 16 17 18 PARTTIME 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 17.00 17.00 18.00 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 1,059,556 1,176,445 1,156,505 1,306,038 Longevity 4,802 5,630 5,666 6,392 Overtime 7,849 15,000 25,175 20,000 FICA 74,112 83,260 82,782 88,341 TMRS 149,882 165,490 166,174 176,091 Worker's Compensation 957 2,009 1,115 2,333 City of Allen 111 FY2016 Budget PROFESSIONAL SERVICES Audit Fees 30,435 32,776 32,776 32,776 Professional Services 6,149 16,880 50,880 16,880 EXPENDITURE DETAIL 8,558 -CONTINUED 9,530 9,530 Credit Card Costs 175,202 160,000 2013-2014 160,000 2014-2015 2014-2015 219,186 $ 2015-2016 219,186 DEPARTMENT TOTALS $ ACTUAL 1,927,351 $ BUDGET AMENDED BUDGET PERSONNEL SERVICES -CONTINUED Health Insurance 164,948 189,291 172,039 171,530 Dental Insurance 12,052 12,929 12,563 12,859 Long-term Disability 1,411 1,605 1,606 1,733 Life Insurance 1,351 1,475 1,506 1,545 Flexible Spending 529 588 626 619 463 1,073 SUBTOTAL $ 1,477,449 $ 1,653,722 $ 1,626,220 $ 1,788,554 OPERATIONS Training/Travel/Mileage 11,377 28,725 19,270 37,400 Dues & Subscriptions 3,557 6,453 6,453 6,990 Banking Services 4,933 5,990 5,990 6,400 SUBTOTAL $ 19,867 $ 41,168 $ 31,713 $ 50,790 SUPPLIES General Supplies 8,693 11,275 11,275 11,775 Small Tools & Minor Equipment 293 2, 0002,000 SUBTOTAL $ 81986 $ 13,275 $ 13.275 S 11.775 PROFESSIONAL SERVICES Audit Fees 30,435 32,776 32,776 32,776 Professional Services 6,149 16,880 50,880 16,880 Courier Services 8,558 9,530 9,530 9,530 Credit Card Costs 175,202 160,000 165,000 160,000 SUBTOTAL $ 220,344 $ 219,186 $ 258,186 $ 219,186 DEPARTMENT TOTALS $ 1,726,646 1,927,351 $ 1,929,394 2,070,305 NO CAPITAL ITEMS City of Allen CAPITAL EXPENDITU 772 FY2016 Budget I Financial Management To ensure long-term financial success of the City, sufficient reserves are required to maintain City operations through unforeseen events. The City policy for the General Fund is to maintain a range of 60 to 90 days of operational expenditures in reserve. Water and Sewer bond covenants require that the Water and Sewer Fund maintain a reserve fund equal to the average annual debt payment of all bonds. This is also a critical element utilized by bond rating agencies in determination of the City's bond rating. Long-range financial planning and conservative budgeting has allowed the City to maintain required reserves. Awards The Government Finance Officers Association (GFOA) has established criteria for financial reporting, in which generally accepted accounting principles, applicable legal requirements, and presentation guidelines must be satisfied — the end result to produce an easily readable and efficiently organized report. The City's Annual Budget document is also judged against criteria set by the GFOA, and is evaluated on how well it serves as a policy document, a financial plan, an operations guide, and as a communication device. In addition, each year the Purchasing Division applies for the Achievement of Excellence in Procurement Award from the National Purchasing Institute, which is awarded for superior performance in the public procurement field. The City plans to continue its participation in these programs in future years. City of Allen 113 FY2016 Budget GENERAL FUND 2012 2013 2014 2015 Est. Total Expenditures $ 70,655,400 $ 76,691,635 $ 79,543,883 $ 84,803,052 Ending Fund Balance $ 16,728,048 $ 16,474,713 $ 19,091,532 $ 18,941,474 Days Operational Expense in Reserve 96.4 78A 87.6 81.5 G.O. Bond Rating: Moody's Investor Service Aal Aal Aal Aal Standard & Poor's AAA AAA AAA AAA ' WATER & SEWER FUND 2012 2013 2014 2015 Est. Available for Debt Service $9,842,593 $8,900,264 $6,511,667 $6,789,427 Annual Debt Service Requirement $ 1,702,074 $ 1,576,075 $ 1,647,441 $1,505,101 Coverage per Rate Covenant 5.78 5.65 3.95 4.51 W&S Revenue Bond Rating: Moody's Investor Service Aa2 Aa2 Aa2 Aa2 Standard & Poor's AAA AAA AAA AAA Awards The Government Finance Officers Association (GFOA) has established criteria for financial reporting, in which generally accepted accounting principles, applicable legal requirements, and presentation guidelines must be satisfied — the end result to produce an easily readable and efficiently organized report. The 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 113 FY2016 Budget 2012 2013 2014 2015 Certificate of Achievement for Excellence in Financial Reporting B 0 a Distinguished Budget Presentation Award B H a Achievement of Excellence in Procurement Award B Ea EZ Although not an award, but an indication of the value of financial management, for the sixth time in the history of the City the external audit for the period ending September 30, 2014 resulted in no deficiencies or "management comment items". City of Allen 114 FY2016 Budget 1 FIRE DIVISION 001-3500 F,u MS Reporting Senior Mntinwma Spedalist Mtl.Wnt 1 1 wrv, MwsWMChmf/Pm ntion Assistant CWGpomfions -�Servims 1 1 DiAsion CheVSuppod Pubfic Education CaoMlnatar Services 1 Bellalion Chief/Operations 1 8 Fim Prevention SMdWist Support Services 4 Techmoan Captain 18 City of Allen Mministrative Aemarant 1 115 15 Firefighter/Paramedic FY2016 Budget 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. Accomplishments in FY 1 Goal 1. Enhance Com 'ty Livability and Safety • Activated additional features of the Computer Aided Dispatching system to further reduce dispatching time • Further enhanced the use of 'address points' within the Computer Aided Dispatch system • Improved connectivity for mobile data computers • Updated the medical treatment protocols to reflect advanced treatment options • Enhanced quality improvement and quality assurance programs related to EMS incidents • Updated Emergency Medical Dispatching (EMD) system • 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 • Revised our EMS continuing education delivery methods • Expanded MediSim (an EMS simulation training program utilizing a high tech patient manikin) • 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 $200,000 of new revenue that can be utilized to help fund EMS operations. Goal 2. Cultivate e ' I alliances and partnerships ith agencies and governmental units that atfect 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 NIMS and ICS training requirements • Worked with the Insurance Service Office to maintain our Public Protection Classification (PPC). The PPC for Allen is a Class 2 (on a scale of 1 to 30 with 1 being the best rating). This places Allen In the top 596. • Prevention staff increased participation with the Fire Prevention Association of North Texas to increase networking and training Objectives 1 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 d Rovernmental 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 #2 • Develop CIP requests for Fire Station #6 and repairs/updates at other fire stations City of Allen 116 FY2016 Budget �Clnli 2013-2014 2014-2015 001-3500-422 1 EXPENDITURE SUMMARY ACTUAL BUDGET AMENDED 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 1 I 1 8,82Q,615 Personnel Services 11,463,111 12,208,448 12,350,179 13,128,280 Operations 173,825 214,629 213,660 219,350 Supplies 242,906 234,432 234,432 241,000 Maintenance 263,044 258,674 259,643 263,800 Professional Services 218,503 249,685 249,685 255,000 Capital 22,894 15 15 ' DEPARTMENT TOTAL $ 12,384,283 $ 13,165,868 $ 13,307,599 14,107,430 1,441,021 91,141 Fire Prevention Specialist 4 4 TOTAL FULL -TIME -EQUIVALENT 111 112 112 114 2013-2014 2014-2015 2014-2015 2015-2016 EXPENDITURE DETAIL ACTUAL BUDGET AMENDED BUDGET BUDGET FULLTIME PERSONNEL SERVICES Fire Chief I 1 I 1 8,82Q,615 Assistant Fire Chief 3 3 3 3 64,520 Fire Division Chief 1 1 1 1 676,000 Battalion Chief 3 3 3 3 620,086 Fire Captain 18 18 18 18 1,251,759 Fire Driver Operator Engineer 15 15 15 15 ' Firefighter/Paramedic 63 63 63 64 1,441,021 91,141 Fire Prevention Specialist 4 4 4 4 11,993 Fire/EMS Reporting Specialist 0 0 0 1 9,149 Public Education Coordinator 1 1 1 1 Support Services Technician 0 1 1 1 Senior Administrative Assistant 1 1 1 1 Administrative Assistant 1 1 1 1 TOTALFULLTIME 111 112 112 114 TOTAL FULL -TIME -EQUIVALENT 111 112 112 114 2013-2014 2014-2015 2014-2015 2015-2016 EXPENDITURE DETAIL ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 7,556,215 8,108,066 8,213,513 8,82Q,615 Longevity 61,211 61,784 58,972 64,520 Overtime 583,782 650,000 650,000 676,000 FICA 581,715 576,872 608,547 620,086 TMRS 1,146,947 1,143,612 1,213,167 1,251,759 Worker's Compensation 50,835 98,900 57,082 115,520 ' Health Insurance Dental Insurance 1,357,823 87,953 1,447,121 90,731 1,414,209 89,432 1,441,021 91,141 Long-term Disability 10,551 11,108 11,296 11,993 Life Insurance 8,526 8,712 8,975 9,149 City of Allen 117 FY2016 Budget VEHICLE F-150 Regular Cab 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET 22,894 22,894 $ - $ - $ City of Allen 118 FY2016 Budget UtNtRAL rlr4l FIRE 001-3500-422i EXPENDITURE , -CONTINUED 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES -CONTINUED Flexible Spending 3,149 3,426 3,461 3,529 Health Savings Account 14,404 8,116 21,525 22,947 SUBTOTAL $ 11,463,111 $ 12,208,448 $ 12,350,179 $ 13,128,280 OPERATIONS Training\Travel\Mileage 40,284 55,175 55,175 57,000 Dues & Subscriptions 17,834 21,500 21,500 23,000 Clothing & Uniforms 101,915 123,879 123,879 126,000 Printing & Reproduction 4,087 3,400 3,400 3,500 Advertising 126 485 485 500 Rentals 1,947 3,000 3,000 3,000 Meetings & Receptions 3,587 4,120 4,120 4,200 Code Enforcement 3,088 2,101 2,101 2,150 Oil & Lubricants 957 969 SUBTOTAL -$-- 173,825 $ 214,629 $ 213,660 $ 219,350 SUPPLIES General Supplies 6,455 8,466 8,466 8,500 Janitorial Supplies 9,813 8,466 8,466 8,500 Medical & Chemical Supply 119,144 120,000 120,000 125,000 Chemical Spill Supplies 3,998 6,000 - - ' Small Tools & Minor Equipment 103,496 91,500 97,500 99,000 SUBTOTAL $ 2A2,906 $ 234,432 $ 234,432 $ 241,000 MAINTENANCE Building Maintenance 84,649 100,760 100,760 103,000 Vehicle Maintenance 158,825 123,114 124,083 125,000 Equipment Maintenance 18,883 32,000 32,000 33,000 Radio Maintenance 687 2,800 2,800 2,800 SUBTOTAL $ 263,044 $ 258,674 $ 259,643 $ 263,800 PROFESSIONAL SERVICES Professional Services 218,503 249,685 249,685 255,000 SUBTOTAL $ 218,503 $ 249,685 $ 249,685 $ 255,000 CAPITAL Vehicle -i- 22,894 SUBTOTAL 22,894 $ - $ - $ - DEPARTMENT TOTALS 12,384,283 S 13,165,868 13,307,599 14,107,430 VEHICLE F-150 Regular Cab 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET 22,894 22,894 $ - $ - $ City of Allen 118 FY2016 Budget I 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 Total Calls 4,0Do 3,500 3,000 2,500 2,000 1,500 1,000 500 2011 i 2012 1 2013 ' 2014 LO10 _ _ Est afire Calls F1,466 3 T1,50044 1,710+1811 i EMSCalls 3,15 51 3,224 _3,501 3,58411 3,781 Average response time measures the time required for emergency personnel to travel to the scene. Response time can be influenced by factors including traffic congestion, road construction, and fire station placement. Beginning in 2013, 'reflex time' has been added to the average response time calculation. Reflex time begins when the station is alerted and ends when the vehicle begins traveling toward the emergency. This measures how quickly the Us are able to stop their station activities, don their protective clothing and begin traveling to the emergency. In uries 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. City of Allen E i a Average Response Times 6:00 4:00 2:00 0:00 Jim FYFY 2011 on FY 2012 2013 FY 2014 FY2015 est Fire 4'52 4:40 666 5.30 5:58 .EMS 436 1 441 1 630 519 545 Injuries From Fires 10 8 6 4 2 0 - 2011 2012 2013 2014 2015 Est ■General Public 0 0 1 0 1 ■Firefighter 8 2 0 0 2 119 FY2016 Budget I 1 Property Loss Property loss is a financial measure of the damage caused by fires in Allen. Property damage can be reduced to an extent by quick response times and well trained firefighters. Fire loss can vary widely from year to year. A single fire in an office or residence can easily create property loss in excess of $100,000. Inspections The fire marshal inspects new buildings as part of the process to certify them for occupancy. The department reviews building plans before construction to ensure that the building will be constructed with the proper fire safety systems such as sprinkler systems, alarm systems, exits, and fire mains. In addition, all existing businesses are inspected for fire hazards. Due to a change in state law beginning in Fy12, only certified fire inspectors can perform inspections. Shift firefighters can no longer be utilized. This significantly reduced the number and frequency of inspections. Educational Efforts The Fire Department offers numerous public education programs designed to increase fire safety knowledge. Currently, 'Risk Watch' classes make up the greatest share of programs offered. Added in February 2003, the Public Education Coordinator position is responsible for developing a comprehensive public education program. Programs added since then include the Citizen Fire Academy and 'Risk Watch'. City of Allen Property Loss $800,000 $600,000 $a00,ow $200,000 FY zo11 FY 2012 C 2013 FY 2014 2015 Est. —Notal$$ 543,61$ 789,396 698,930 814,410 900,000 Inspections & Plan Review 3,000 2,500 2,000 1,500 1,000 500 0 VI 5 1 2 3 4 Est. ■ Fire Inspections 12,987 1,12011,399' 1,489 1,668, .0 Plan Review 375 390 432 345 1055 900 800 m 700 n 600 o 500 2400 p 300 U 200 100 0 120 Public Education Programs 2011 2012 2013 2014 2015 Est siiiiiiiiiPmgrams — Partiaixv,ts i t 111 m 25,000 A 20,000 u :E 15,000 ti 10,000 E 0 5,000 0 o. 0 FY2016 Budget I 1 1 HUMAN RESOURCES DIVISION 001-1700 Assistant City Manager Director 1 Benefit MCompensaeun Manager 1 Senior HR AnsIM RecrultmenVhaining 1 Human Resources Generalist 1 --Humen Resources Spedalisl Sf. AtlminlsVetive Pssislenl 1 City of Allen 121 FY2016 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." Accomplishments in FY 1 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 12" annual Day of P.R.I.D.E. awards, and presented the 12'" 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 public job postings in order to recruit from a large pool of qualified individuals • Presented departmental training on leadership development, team building, and Customer service • Gathered market data for general schedule classifications to recommended modifications to the relevant compensation plans in order to maintain the city's relative market standing with respect to the city's benchmark cities Obiectives for FY 2016: 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 • Partner with departments to create practical succession plans for key staff positions including a mentoring program that develops and identifies competencies for positions in order to help with succession planning and development of our workforce • Implement an 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 • Evaluate and update the city's performance appraisal procedure and documentation • 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 122 FY2016 Budget UCNI KRL rUNU 2014-2015 HUMAN RESOURCES 2015-2016 001-1700,414 ACTUAL BUDGET AMENDED BUDGET EXPENDITURE SUMMARY FULLTIME City of Allen 123 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION BUDGET FULLTIME Personnel Services 431,427 476,173 481,555 577,484 Operations 45,161 52,093 52,093 52,402 Supplies 31,514 31,083 31,083 36,083 Professional Services 41,260 83,850 83,850 96,385 Miscellaneous 63,640 60,000 60,000 55,000 1 DEPARTMENTTOTAL $ 613,002 $ 703,199 708,581 $ 817,354 City of Allen 123 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET FULLTIME Director 1 1 1 1 Benefit & Compensation Manager 1 1 1 1 Senior Human Resources Analyst 0 0 0 1 Human Resources Analyst 1 1 1 0 Human Resources Specialist 0 0 0 1 Human Resources Generalist 1 1 1 1 Senior Administrative Assistant 1 1 1 1 ' TOTAL FULL TIME 5ry. 6 TOTAL FULL -TIME -EQUIVALENT EXPENDITURE 2013-2014 2014-2015 2014-2015 2015-2016 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET Salaries 296,231 315,473 322,944 414,075 Longevity 732 1,008 1,008 1,248 Overtime 526 2,000 2,000 2,000 FICA 21,288 22,601 23,026 24,047 TMRS 41,515 44,307 45,744 48,340 Worker's Compensation 275 538 310 641 Health insurance 45,811 49,881 46,099 46,637 Dental Insurance 3,504 3,723 3,288 3,326 Long-term Disability 463 445 451 477 Life Insurance 404 426 447 452 Flexible Spending 167 166 166 168 Educational Assistance 19,511 35,000 35,000 35,000 Health Savings Account 1,060 605 1,072 1,073 SUBTOTAL $ 431,427 $ 476,173 $ 481,555 $ 577,484 OPERATIONS T4nin&rT oveI1Mileage 7,362 14,685 14,685 14,685 Dues & Subscriptions 6,7D0 3,308 3,308 3,607 Advertising 30,172 33,100 33,100 33,110 Meetings & Receptions 927 1,000 1,000 1,000 SUBTOTAL $ 45,161 $ 52,093 $ 52,093 $ 52,402 City of Allen 123 FY2016 Budget onvcnwl rums 2013-2014 HUMAN RESOURCES 2014-2015 001-1700-414 '. 2015-2016 ACTUALUB DGET EXPENDITURE DETAIL - CONTINUED SUPPLIES U 1 DEPARTMENT TOTALS $ 613,002 $ 703,199 ]08,581 $ 817,354 NO CAPITAL ITEMS City of Allen 124 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUALUB DGET AMENDED BUDGET SUPPLIES General Supplies 10,159 8,083 8,083 8,083 PRIDE Program 21,355 23,000 23,000 28,000 SUBTOTAL $ 31,514 $ 31,083 $ 31,083 $ 36,083 PROFESSIONAL SERVICES Professional Services 33,773 51,750 51,750 51,750 Training & Development 7,487 32,100 32,100 44,635 SUBTOTAL $ 41,260 $ 83,850 $ 83,850 $ 96,385 MISCELLANEOUS Unemployment Claims 51,094 30,000 30,000 30,000 Employee Recognition 12,546 30,000 30,000 25,000 SUBTOTAL $ 63,640 $ 60,000 $ 60,000 $ 55,000 U 1 DEPARTMENT TOTALS $ 613,002 $ 703,199 ]08,581 $ 817,354 NO CAPITAL ITEMS City of Allen 124 FY2016 Budget 1 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 Employment Applications Processed 20,000 ------ 16,000 lz,000 - 8,000 a,000 0 FY2012 FY2013 FY2014 FY2015 Est. NEOGOV continues to enable us to reach ■ Internet a large applicant population while at the ■Friend/Relative same time assisting us in determining in Newspaper the best advertising avenues so that we Is Other can more effectively focus our recruiting efforts while minimizing ineffective and unnecesseary advertising expenses. In FY2015, the Human Resources Department assisted Employees Hired all departments with their recruiting efforts, which included interviewing, new hire paperwork, on- 385 boarding, and promotional hiring needs. The 380 - departments with the most challenging recruiting 375 needs included the Parks and Recreation department, 370 Police department, and Community Development. Inprovement in economic conditions 365 have made locating qualified candidates 360 challenging. Over the past year, the Human Resources 355 Department has assisted with numerous FY2012 FY2013 FY2014 FYT02015 departmental interviews in order to provide more assistance throughout the recruiting process. Employee Turnover The City of Allen experienced 11.6% turnover in FY2014 which is a slight decrease in percent turnover from the previous year but the actual number of employees separating employment has City of Allen Employee Turnover 20.0% 15.0% 10.0% _ - — 5.0% 0.0% ... _�.... _, FY2012 FY2013 FY2014 FY2015 YTD 125 FY2016 Budget ' remaind steady. Turnover rates are calculated for full-time employees only due to the volatility of the part-time Parks & Recreation positions. These employees are primarily students that come and go as school schedules dictate, and are not traditional part-time employees. Our projected turnover for FY2015 is anticipated to remain static from the last year. Trainin The City of Allen is collaborating with Alliance Work Partners to provide leadership development to managerial/supervisory staff. Some of the outcomes and deliverables of this training include: • Effective Leadership • Managing Generations in the Workplace • Performance Management • Dealing with Difficult Employee Behavior • Managing Conflict • Professional Presence • Personal and Professional Resilience Other training initiatives that are directly related to the city's PRIDE program include a ' Department Team Building workshop, Customer Service training, as well as a Leadership Academy which prepares first time supervisors and crew leaders with their new supervisory responsibilities. Human Resources has also contracted services from New Horizon to provide various levels of Microsoft Excel training. 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. 1 City of Allen 126 FY2616 Budget I U INFORMATION TECHNOLOGY DIVISIONS IT ADMINISTRATION 001-1610 IT INTERNAL ITEMS 001-1620 Sr MministraWa Assistant I GIS Manager 1 Nebwrk Systems Manager 1 IT Protest Manager 1 GIS Mministralor AS000 SystemA ministmtorIT Applicallona SPeciahrt 2 Senor GIS Analyst 1 System Administrator 3 Database Atlministrator IT Speciabst a City of Allen 127 FY2016 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. Accomplishments in FY t Goal 6. Maintain operational excellence in city government servic • Strategy 1. Utilize technology for optimum performance and customer service • Replaced the GIS server to support the expanded role of GIS • Continued working with the Police RMS and Crime analysis software vendors in troubleshooting • software issues with both systems • Continued coordination of removing Electronic Records in conjunction with the City Secretary's office • Began Phase 1 and II of the Tyler ERP software solutions • Continued the relationship with Microsoft and ESRI to maintain Enterprise License agreements • Installed and configured Mobile Device Management (MDM) software • Through the dial tone RFP, configured fiber connections to The Courses at Watters Creek, AEDC • office, and Fire Stations 4 & 5 • Replaced 85 desktop computers through the city's lease with Hewlett Packard ' • Installed devices in all Public Safety vehicles to help with cellular connectivity and expand technological • abilities of all vehicles • Awarded a contract with MCCi for Laser Fiche and started installation of an Electronics Records Management System in conjunction with the City Secretary's office • Continued improvements with TriTech CAD and Firehouse RMS systems to achieve greater response times Hired a second Applications Specialist to support the Tyler project Obiectives for FY 2016: 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 RMS and crime analysis software vendors in troubleshooting software issues with both systems • Continue improvements with TrTech CAD and Firehouse RMS systems to achieve greater response times • Install all new IP Phone sets to all facilities • Hire a Database Administrator to help maintain and performance tune multiple databases across the ' city • Install and migrate from an EMC SAN to a NetApp San • Upgrade all firewalls to Palo Alto devices City of Allen 128 FY2016 Budget I 1 EXPENDITUkESUMMARY 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 1,554,001 1,695,616 1,650,081 1,811,017 Operations 1,211,078 1,379,686 1,665,831 1,669,224 Supplies 186,984 1,344,481 1,901,987 1,715,132 Maintenance 32,675 159,865 436,342 249,323 Professional Services 86,801 65,000 66,900 65,000 Capital 19,942 1 16,000 22,500 DEPARTMENT TOTAL $ 3,091,481 $ 4,644,648 $ 5,737,141 5,532,196 City pf Allen 129 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET FULLTIME Director 1 1 1 1 Network Systems Supervisor 1 1 1 1 IT Project Manager 1 1 1 1 Database Administrator 0 0 0 1 System Administrator 3 3 3 3 A5400 System Administrator 1 1 1 1 IT Specialist 3 3 3 4 IT Applications Specialist 1 2 2 2 IT Technician 1 1 1 0 Sr. Administrative Assistant 1 1 1 1 GIS Manager 1 1 1 1 GIS Administrator 1 1 1 1 Senior GIS Analyst 0 0 0 1 GIS Analyst 1 1 1 0 TOTALFULLTIME 16 17 17 18 TOTAL FULL -TIME -EQUIVALENT 16 17 17 18 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 1,107,931 1,212,212 1,183,913 1,331,951 Longevity 5,236 6,016 6,080 6,436 Overtime 40,908 35,000 35,000 35,000 FICA 82,284 87,323 86,578 88,994 WAS 161,399 170,552 170,900 176,184 Worker's Compensation 1,409 3,023 1,615 3,305 Health Insurance 140,999 166,300 151,942 154,714 Dental Insurance 10,445 11,395 10,593 10,867 Long-term Disability 1,541 1,758 1,583 1,665 City pf Allen 129 FY2016 Budget EXPENDITURE DETAIL - CONTINUED 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES - CONTINUED Life Insurance 1,298 1,401 1,347 1,365 Flexible Spending 551 636 530 536 SUBTOTAL $ 1,554,001 $ 1,695,616 $ 1,650,081 $ 1,811,017 OPERATIONS Training/Travel/Mileage 86,801 13,823 21,850 65,000 26,966 86,801 $ 30,195 Dues & Subscriptions 66,900 $ 379 CAPITAL OUTLAY 1,520 1,520 1,520 Clothing & Uniforms 19,942 49 2,000 22,500 2,000 2,000 Telephone 16,000 108,751 SUBTOTAL $ 101,900 - 101,900 16,000 $ 101,900 Rentals & Leasing 3,091,481 293 $ 400 3,817,060 400 400 Database Services 5,663 - - - Software Maintenance 944,112 1,077,422 1,249,701 1,262,709 Lease Expenses 138,008 174,594 283,344 270,500 SUBTOTAL $ 1,211,078 $ 1,379,686 $ 1,665,831 $ 1,669,224 SUPPLIES General Supplies 2,380 1,500 3,000 3,500 Computer Supplies 184,604 90,565 365,542 178,023 SUBTOTAL $ 186,984 $ 1,344,481 $ 1,901,987 $ 1,715,132 MAINTENANCE Vehicle Maintenance 2,154 800 800 800 ' Computer Maintenance 30,521 67,000 67,000 67,000 SUBTOTAL $ 32,675 $ 159,865 $ 436,342 $ 249,323 Professional Services 86,801 65,000 66,900 65,000 SUBTOTAL $ 86,801 $ 65,000 $ 66,900 $ 65,000 CAPITAL OUTLAY Vehicles 19,942 - - 22,500 Computer Equipment 16,000 SUBTOTAL $ 19,942 $ - $ 16,000 $ 22,500 DEPARTMENT TOTALS 3,091,481 3,300,167 $ 3,835,154 3,817,060 'T. 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET VEHICLES Ford Escape 19,942 22,500 $ 19,942 $ - $ - $ 22.500 Network Components - 16,000 - ' $ 16,000 $ - City of Allen 130 FY2016 Budget Department Introduction The Information Technology Department supervises, maintains, and ensures the secuity and integrity of 147 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. In order to support technology needs in a more efficient and timely manner, a help desk software application is utilized. This allows the end user to submit a service request from their desktop thereby allowing staff to respond in a more organized and timely fashion. This allows better prioritization of ongoing project work with the daily support requirements necessary for city staff minimizing down time experienced for everyone. Performance Measure 2013 2014 2015 Est. 2016 Proj. Total Service Requests Received 5206 1 4917 3975 4100 Average Response Time per Request 24 hours or 24 hours or 24 hours or I ess less less 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 is a reporting of all call interaction to support criminal investigations and crime analysis. The Fire Department utilizes a similar RMS system known as Firehouse for its call and personnel data. In addition to public safety, Information Technology support all City Administrative departments and software. Currently, we are converting systems from Sungard to Tyler Technologies for Finance and HR/Payroll. In the next two years the project will continue with converting Fleet and Work Orders, as well as Building and Code and Utility Billing. Additional Tyler modules may be evaluated in the future. Current projects total approximately $3M. City of Allen 131 FY2016 Budget LIQ I CITY OF ALLEN City of Allen 132 FY2016 Budget INTERNAL SERVICES DIVISION 001-1800 No Personnel in this Department City of Allen 133 FY2016 Budget I 1 The Internal Services budget, administered by the City Manager's Office, captures expenses that are shared among many departments. Highlights of some of the items included in this department areas follows: • Economic incentive payments for projects such as Stacy Furniture, The Village at Allen, and Cabala's • Vehicle and equipment replacement fees paid into the Replacement Fund • Electricity, natural gas, telephone and water utilities • Professional Services fees for the City Attorney • Copier services including monthly lease fees and maintenance • Costs associated with City of Allen strategic planning • Transfers out for capital projects City of Allen 134 FY2016 Budget ucrvcngt rurvu INTERNAL SERVICES 001-1801-415 EXPENDITURE SUMMARY DEPARTMENT TOTALS S 5,891,629 15,605,026 10,750,757 13,726,357 City of Allen 135 FY2016 Budget 1013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 2013-2014 Personnel Services - 724,026 39,589 314,377 Operations 6,242,561 6,587,908 6,593,658 6,695,731 Supplies 19,481 24,000 24,000 24,000 Professional Services 643,536 682,070 693,912 726,228 Miscellaneous 4,794,067 6,819,032 6,347,482 5,265,595 Transfers Out 4,191,984 767,990 1,052,116 702,426 DEPARTMENT TOTAL 15,8914629 15,605,026 14,750,757 13,728,357 DEPARTMENT TOTALS S 5,891,629 15,605,026 10,750,757 13,726,357 City of Allen 135 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACFUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salary Reserve -f'- - 724,026 39,589 314,377 SUBTOTAL $ 724,026 $ 39,589 $ 314,377 OPERATIONS Dues & Subscriptions 86,034 91,357 97,107 98,455 ' Electricity Natural Gas 2,803,608 354,493 2,775,000 325,000 2,850,000 325,000 2,850,000 325,000 Telephone 281,530 299,800 299,800 299,500 Water 707,760 775,000 700,000 650,000 Insurance 527,884 527,487 527,487 545,630 Postage & Freight 35,456 50,000 50,000 50,000 Printing & Reproduction 2,527 - - 5,000 Lease Expenses 103,068 106,734 106,734 125,166 Vehicle/Equipment Replacement 1,340,201 1,637,530 1,637,530 1,746,980 SUBTOTAL $ 6,242,561 $ 6,587,908 $ 6,593,658 $ 6,695,731 SUPPLIES General Supplies -T-- 19,481 24,000 24,000 24,000 SUBTOTAL 19,481 $ 24,000 $ 24,000 $ 2,4,000 PROFESSIONAL SERVICES Tax Service -Collin County 23,762 24,236 24,137 24,750 Tax Service -CAD 295,748 297,519 315,207 331,478 Legal Fees 316,349 360,315 354,568 370,000 Copier Service 7,677 SUBTOTAL $ 643,536 $ 682,070 $ 693,912 $ 726,25 MISCELLANEOUS Post -Employment Funding Exp 182,424 182,061 182,061 182,061 Economic Grant Expenses 4,575,033 5,044,558 4,697,564 3,917,859 Strategic Planning Expense 36,610 1,592,413 1,467,857 1,165,675 SUBTOTAL $ 4,794,067 $ 6,819,032 $ 6,347,462 $ 5,265,595 TRANSFERS Operating Transfer Out Capital Projects Transfer Out 653,340 3,538,644 767,990 1,052,116 702,426 ' SUBTOTAL $ 4,191,984 $ 767,990 $ 1,052,116 $ 702,426 DEPARTMENT TOTALS S 5,891,629 15,605,026 10,750,757 13,726,357 City of Allen 135 FY2016 Budget OL1NT rr Salary Reserve - Public Safety Holiday Payouts - 130,000 39,589 84,377 Market Adjustment - 400,000 - 230,000 Affordable Health Care Staffing Change 194,026 TOTAL - 724,026 39,589 314,377 'The expenditures budgeted in this account are captured in the respective departments in the actual and revised estimate 2013-2014 2014-2015 ACTUAL BUDGET Operating Transfers Out, 2014-2015 2015-2016 AMENDED BUDGET Grant Fund 39,158 5,000 69,060 79,573 Risk Management Fund -Admin costs 405,595 436,412 436,412 396,853 Golf Fund 208,587 326,578 546,644 403,687 TOTAL $ 653,340 767,990 1,052,116 880113 City of Allen 136 FY2016 Budget ' LIBRARY DIVISION 001-3000 L �. _ Senwr AdnINMINe NieMM t 4�. wI Np 1Tempe dioV $eNx MCNe Pm TM $p, bt 0 wo'�uw�aupw auWar�eem pau115BINua 11 Yaub-sn-s 1 Menper Mange Menper t 1 1 Library lclwWlpnl s.No. upreoen SxBw uemden salvor ulBMbp §015 p 11B I FL -OB bm b a 3 1 City of Allen 137 FY2016 Budget I 1 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. AcconriDlishments in FY 1 Gw14.67gnlfy. enhance and communicate Allen's identity tthe nedo., and the nation Strategy 6. Promote lifelong learning, literacy, recreational reading, and an awareness of current cultural and social trends. • Continued to add new books, a -books and e-audiobooks to the collections. • Encouraged reading and cultural literacy for all ages through displays and programs, including the 2nd Annual Adult Winter Reading Club held In January 2015, which included cultural awareness programs about India and South Korea. • Conducted a community oriented Food for Fines food drive during Library Celebration Week March 7-15, 2015. • Continued adult program series, including "DiscoverA Healthier You," "Twisted Threads Fiber Craft Circle," "Talking History," and "Noontime Pageturners" book club while adding "DIV @ APL" croft programs for adults. The Armchair Travelers visited Tanzania, Switzerland, Tibet, Germany, and the Bahamas. • Presented food programs as well as information on health-related topics including diabetes, autism, and Alzheimer's. • Provided pre-school storytimes, pre -literacy sensory play days, arts and crafts programs, Family Game Days, and programs featuring popular interests and characters. The Children's Summer Reading Club featured magician David Slick, wildlife educators Zooniversity, and paleontologist Dinosaur George. • Hosted and provided technical support for PARD's two summer Missoula Children's Theatre camps in July and August. • Provided access to information databases for career and test preparation, homework help, and health/wellness resources, as well as borrowed books for patrons from other libraries through the Interlibrary Loan program. Strategy 7. Encourage the awareness and use of Library services and programs through marketing, outreach, and a welcoming social environment. • Visited all levels of AISD schools and participated in school activities such as community fairs, parents' nights, Bedtime at Boyd, and the Educators' Expo to encourage reading, Library usage, and participation in the Summer Reading Club. • Provided tours and programs to local daycares, classes, and Scout groups. • Partnered with the Friends of the Library to present the 8th annual ALLen Reads program, hosting authors Jordan Sonnenblick and Christina Baker Kline in addition to the multimedia program "Riders on the Orphan Train." • Produced a video for the Library Advisory Board's annual report to the City Council to highlight FY14 accomplishments. • Added online payment options for Library fines and fees to existing in -facility e-commerce options. • Through IT hardware and support, continued to provide wireless access to the Internet throughout the Library. • Assisted patrons with conducting homework, health and business research, searching and applying for jobs, as well as creating and printing resumes. • Promoted diverse programming for Allen citizens of all ages and cultures through printed articles, flyers, signs, brochures, social media posts, e -blasts, and the Library website. Strategy 8. Promote cultural and intellectual development through exhibits and programs. • Featured gallery displays from the Allen Philharmonic, Allen Heritage Guild, Allen Council of PTA's, Allen Seniors Genealogy Club, Allen Girl Scouts, Constitution Week, Black History Month, the Allen Jazz Festival, local artists, Fire Prevention Week contest winners, water conservation and recycling tips from Community Services, children's artwork, local arts and service organizations, and Texas in the Civil War. • Partnered with the Friends of the Library to present Bach to Books literary, cultural, historical and musical programs, which included discussions of Dylan Thomas, loan of Arc, Johnny Appleseed, the Interurban Railroad, World War I aviation, and Civil War cavalrymen; author/journalist Lee Woodruff, author/Sixth Floor Museum Curator Stephen Fagin, poet Flowers Rivera, and artist Sara Stahl; patriotic music by the Allen Community Band as well as bluegrass, folk music, Western swing, blues, jazz, Celtic music, and the 2014 United States Ocarina Festival; and dance performances by the Allen Civic Ballet, Mexico 2000 Ballet Folkl6rico, and Chilean Folklife. • Hosted Community Services' Rose Rosette Virus seminar, AT&T's "It Can Wait" Texting While Driving Simulator, and a Police Department domestic violence seminar, later serving as a drop-off location for donations to victims. • Increased access to videos of Library programs on ACN and YouTube and made the Library's first live ACTV broadcast with ALLen Reads author Christina Baker Kline. City of Allen 138 FY2016 Budget ' Goal 4.Sian ify. enhance and communicate Allen's Identity to the region andth ti Strategy 6. Promote lifelong learning, literacy, recreational reading, and an awareness of current cultural and social trends. • Continue to 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. • Celebrate Allen's community spirit during Library Celebration Week and conduct Food for Fines food drive March 5- 13,2016. • Host and provide technical support for Parks and Recreation's popular Missoula Children's Theatre summer camps. • Promote Library services, programs, events, and other activities through the website, electronic newsletters, online calendars, and social and print media. • Provide access to information databases through the Texas State Library -subsidized TexShare program and borrow books from other libraries through the nationwide Interlibrary Loan program. Strategy 7. Encourage the awareness and use of Library services and programs through marketing, outreach, and a welcoming social environment. • Visit Allen ISO schools to raise awareness of Library programs and services and encourage literacy and Library usage through community fairs, parents' nights, and the Educators' Expo. • Participate in outreach and promotional opportunities With Parks and Recreation, Community Services, and other departments and community groups. • Provide tours and programs to local daycares, school classes, Scout groups, and other interested members of the community. • Partner with the Friends of the library to offer the 9th annual Allen Reads program. • 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 live Library programming and distribute recorded programming through ARV and YouTube. • Assist patrons with Windows and Office software, print and online research, job searching, and resume creation. • Promote diverse programming for Allen citizens of all ages and cultural backgrounds. Strategy S. Promote cultural and intellectual development through exhibits and programs. • Augment scheduled programs for children, tweens, teens, and adults with additional informative and creative gallery exhibits. • Feature local artists, children's artwork, citizens' collections, other city departments, and local community and educational activities and initiatives in gallery displays. • Partner with the Friends of the Library to present a diverse series of Bach to Books literary, cultural, and historical programs. • Expand awareness and promote enjoyment of varied musical genres through the Jazz Festival Folk Festival Bluegrass Night. Celtic Nightand the 2015 United States Ocarina Festival. 1 City of Allen 139 FY2016 Budget F LLTIME Director Support Services Manager Library Services Manager Senior Librarian Circulation Supervisor Cultural Arts Supervisor Cultural Arts Coordinator Library Associate Library Acquisitions Coordinator Senior Administrative Assistant Video Production Specialist Media Production Specialist 2013 -2014 2014-2015 2014-2015 ACTUAL BUDGET AMENDED 1 1 2 3 1 1 0 1 1 2015-2016 BUDGET u EXPENDITURE Production Specialist 1 0 2013-2014 2014-2015 2014-2015 2015-2016 6 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 1 1 1 Personnel Services 2,116,447 2,197,964 2,199,184 2,403,461 Operations 52,135 60,521 58,877 61,808 Supplies 39,804 41,609 41,609 41,796 Maintenance 2,088 2,250 2,250 7,695 Professional Services 25,760 22,650 22,650 17,250 Miscellaneous 5,508 10,000 17,333 12,800 Capital 243,842 2fi4,584 264,584 264,584 DEPARTMENTTOTAL 2,485,584 2,599,578 2,606,487 5 2809394 F LLTIME Director Support Services Manager Library Services Manager Senior Librarian Circulation Supervisor Cultural Arts Supervisor Cultural Arts Coordinator Library Associate Library Acquisitions Coordinator Senior Administrative Assistant Video Production Specialist Media Production Specialist 2013 -2014 2014-2015 2014-2015 ACTUAL BUDGET AMENDED 1 1 2 3 1 1 0 1 1 2015-2016 BUDGET City of Allen 140 FY2016 Budget u 1 Production Specialist 1 0 0 Librarian 6 6 6 0 4 Library Specialist 1 1 1 Library Clerk 3 3 3 1 3 TOTAL FULL TIME 23 23 23 26 PARTTIME Senior Librarian 0.50 0.00 0.00 000 Librarian 1.50 2.00 2.00 1.50 Library Specialist 2.50 248 248 248 Library Clerk 4.65 4.79 4.79 4.79 Library Page 3.28 3.36 3.36 3.36 Production Specialist Assistant 0.50 0.50 0.50 000 TOTALPARTTIME 12.93 13.13 13.13 1213 TEMPORARY Library Clerk 0.09 0.00 0.09 0.09 Library Specialist 0.08 0.00 0.08 0.08 Library Page Audio Visual Technician 0.25 0.24 0.25 0.24 0.25 0.24 0.25 0,24 TOTAL TEMPORARY 0.66 0.490.66 066 TOTAL FULL -TIME -EQUIVALENT 36.59 36.62 36.79 37.79 City of Allen 140 FY2016 Budget I 2013-2014 2014-2015 2014-2015 2015-2016 CAPITAL EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Library Books 243,842 264,594 264,584 264,584 $ 243,841 $ 264,584 $ 264,594 $ 264,584 City of Allen 141 FY2016 Budget EXPENDITURE DETAIL 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL UB DGET AMENDED BUDGET PERSONNEL SERVICES Salaries 1,592,411 1,659,910 1,644,348 1,824,293 Longevity 12,375 13,532 13,470 15,320 Overtime - 292 292 292 FICA 117,991 122,823 121,350 127,315 TMRS 208,443 216,872 215,009 227,449 Worker's Compensation 1,365 2,685 1,502 3,144 Health Insurance 163,651 162,455 181,630 183,744 Dental Insurance 15,699 15,334 16,867 17,068 Long-term Disability 1,621 1,644 1,693 1,789 Life Insurance 1,341 1,318 1,397 1,414 Flexible Spending 490 494 554 560 Health Savings Account 1,060 605 1,072 1,073 SUBTOTAL $ 2,116,447 $ 2,197,964 $ 2,199,184 $ 2,403,461 OPERATIONS Training/Travel/Mileage 2,078 6,000 6,000 6,000 Dues & Subscriptions 40 565 445 600 Postage & Freight 52 1,400 1,400 1,600 Database Services 15,473 16,546 15,178 16,545 Special Activities 32,632 34,150 34,150 35,515 Lease Expenses 1,860 1,860 1,704 1,548 SUBTOTAL $ 52,135 $ 60,521 $ $9,877 $ 61,808 SUPPLIES General Supplies 6,094 7,339 7,339 7,486 Periodicals 8,361 8,510 8,510 8,510 Small Tools& Minor Equipment 2,743 4,060 4,060 4,100 Library Supplies 22,606 21,700 21,700 21,700 SUBTOTALT-- 39,804 $ 41,609 $ 41,609 $ 41,796 MAINTENANCE Equipment Maintenance -$-- 2,088 2,250 2,250 7,695 SUBTOTAL 21088 $ 21250 $ 21250 $ 7,695 PROFESIONAL SERVICES Professional Servite5 -T- 25,760 22,650 22,650 17,250 SUBTOTAL 25,760 $ 22,650 $ 22,650 $ 17,250 MISCELLANEOUS Donation Expenses 5,508 10,000 17,333 12,800 SUBTOTAL $ 5,508 $ 10,000 $ 17,333 $ 12,800 CAPITAL OUT Library Books -$ 243,842 264,584 264,584 264,584 SUBTOTAL 243,842 $ 264,584 $ 264,594 $ 264,584 DEPARTMENT TOTALS 2,485,584 $ 2,599,578 $ 2,606,487 $ 2,809,394 2013-2014 2014-2015 2014-2015 2015-2016 CAPITAL EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Library Books 243,842 264,594 264,584 264,584 $ 243,841 $ 264,584 $ 264,594 $ 264,584 City of Allen 141 FY2016 Budget Visitation. Circulation. and Circulation Per Capita Annual Visits or total number of Library patrons, is automatically counted by electronic counters incorporated into the RFID security gates. Annual visits have increased 18 out of the last 20 years and increased 6% in FY 2014 vs. FY 2013. In FY 2015, patron visits are projected to increase 7% over FY 2014 and begin climbing toward the high 300,000's. This is attributed to continually rising program attendance, a welcoming environment as a community cultural center, and the Library's ability and willingness to nimbly respond to citizens' needs. Annual Checkouts the total number of Library items checked out, is projected to increase again as it has every year for at least 20 years (1996 is the earliest year for which statistics are available from the Texas State Library and Archives Commission). In FY 2012, circulation surpassed 900,000 items for the first time. FY 2014 checkouts increased by 7.6% over FY 2013. An additional 7% increase is estimated in FY 2015, the first year the Library will surpass 1 million annual checkouts. In FY 2016, a 5% increase is projected to reach ' 1.1 million checkouts. Circulation Per Visit increased from 2.79 items per visit in FY 2013 to 2.84 in FY 2014 and is projected to increase to 2.87 in FY 2016. 1_] Circulation Per Visit 2012 2013 2014 2015 Est. 2016 Proj. 2.72 2.79 2.84 2.84 2.87 City of Allen 142 FY2016 Budget Visitation and Circulation 2012 2013 2014 2015 Est. 2016 Proj. ■Annual Visits MAnnual Checkouts Circulation Per Capitathe total number of checkouts divided by the total estimated population, ' has increased each year since FY 2007 and is expected to increase again for FY 2015 and FY 2016. Library staff continues to encourage usage through a friendly environment, exceptional customer service, patron -oriented collection development practices, internal merchandising, and external marketing. In FY 2015, Library staff continued to focus on additional outreach through social media and visits to Allen schools. The Library's circulation per capita is projected to be higher than 10 for FY 2015 with another increase anticipated for FY 2016. Public library standards in Texas consider 7.5 or higher to be excellent. 2012 2013 2014 2015 Est. 2016 Proj. Circulation 10.3 10.3 10.7 11.5 12.1 Per Capita Collection Per Capita and Turnover 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 to achieve a 1.5 ratio while developing a vital, current, relevant, and popular collection. This has been accomplished ' as the result of increases to the collection budget in FY 2014 and 2015. City of Allen 143 FY2016 Budget b O V o W O V A rOj o A W N O ? W r W t0 2012 2013 2014 2015 Est. 2016 Proj. ■Annual Visits MAnnual Checkouts Circulation Per Capitathe total number of checkouts divided by the total estimated population, ' has increased each year since FY 2007 and is expected to increase again for FY 2015 and FY 2016. Library staff continues to encourage usage through a friendly environment, exceptional customer service, patron -oriented collection development practices, internal merchandising, and external marketing. In FY 2015, Library staff continued to focus on additional outreach through social media and visits to Allen schools. The Library's circulation per capita is projected to be higher than 10 for FY 2015 with another increase anticipated for FY 2016. Public library standards in Texas consider 7.5 or higher to be excellent. 2012 2013 2014 2015 Est. 2016 Proj. Circulation 10.3 10.3 10.7 11.5 12.1 Per Capita Collection Per Capita and Turnover 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 to achieve a 1.5 ratio while developing a vital, current, relevant, and popular collection. This has been accomplished ' as the result of increases to the collection budget in FY 2014 and 2015. City of Allen 143 FY2016 Budget ' 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 FY 2009 and is currently greater than 7. According to Texas state accreditation standards, 2.5 or higher is excellent. Although the collection size has increased, the turnover rate has continued to grow. 1 Volumes Per Capita 2012 2013 2014 2015 Est. 2016 Proj. 2012 2013 2014 2015 Est. 2016 Proj. Collection Turnover 7.1 7.2 7.2 7.5 7.6 Rate 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 as well as general interest cultural, historical, literary, and educational programs. Every summer, the Library conducts an annual summer reading program for children, teens, and adults. Participation in the 2015 Reading Clubs was expected to exceed any prior summer. 1 City of Allen 144 FY2016 Budget # of Programs 1,200 1,100 1,000 900 azo ._ 800 700 44,927 Attendance 2012 2013 2014 2015 Est. 2016 Proi. 40,000 Annual Library program attendance has increased eight consecutive years. The Library presented more than 1000 or more programs for the first time in FY 2015. Attendance increased 30% from FY 2014, averaging 78 persons per program, the highest average ever. For FY 2015, program attendance is estimated to near or exceed 80,000, a 30% increase over FY 2014 and project to increase at least another 8% in FY 2016. 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 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. Based on the goal of preparing preschool children to read before starting school, the Library has added sensory play activities to stimulate linguistic and other mental development in pre -readers. City of Allen 145 FY2016 Budget 90,000 85,778 80,000 1075 78,000 60,000 50,000 2012 2013 2014 2015 Est. 2016 Proi. 40,000 Annual Library program attendance has increased eight consecutive years. The Library presented more than 1000 or more programs for the first time in FY 2015. Attendance increased 30% from FY 2014, averaging 78 persons per program, the highest average ever. For FY 2015, program attendance is estimated to near or exceed 80,000, a 30% increase over FY 2014 and project to increase at least another 8% in FY 2016. 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 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. Based on the goal of preparing preschool children to read before starting school, the Library has added sensory play activities to stimulate linguistic and other mental development in pre -readers. City of Allen 145 FY2016 Budget ' Reference Questions Reference Questions measures the combined number of questions asked by Library patrons at the Information Desk, Children's Desk, and Reference Desk. Inquiries include requests for information about books and authors, reading lists and recommendations, Library materials and programs, consumer buying decisions, job hunting and rdsume creation, community information referrals, and specific details concerning City activities and accomplishments. Reference Questions and In -House Use 110,000 ----- -- 100,000 ---- - 90,000 —--- -- -- 80,000 iC 70,000 60,000 50,000 2012 2013 2014 2015 Est. 2016 Proj. Beginning in FY 2012, reference questions have increased annually and increased 13.7% in FY 2014 versus FY 2013. The number is estimated to exceed 100,000 for the first time in FY 2015. In -House Use counts the number of materials used inside the Library for reading or research but not actually checked out. This metric has increased incrementally each year and is ' expected to rise again in FY 2016. City of Alien 146 FY2016 Budget MUNICIPAL COURT DIVISION 001-1200 Chief Finandal Officer Awistanl Chief Finandal Oficar Municipal Court Judge Municipal Court Administrator 1 Juvenile Case Manager I I Municipal Coud Supeivh orI I Docket Clads DeWb COW Clerk 5 City of Allen 147 FY2016 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. Accomplishmentsr Goal 6. 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 citys website to court software to allow 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 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 148 FY2016 Budget I EXPENDITURE SUMMARY 2013 2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGE AMENDED BUDGET FULLTIME Municipal Court Administrator 2013-2014 2014-2015 2014-2015 2015-2016 Municipal Court Supervisor ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 5 5 5 5 Personnel Services 625,740 677,005 674,500 717,964 Operations 43,644 51,450 52,700 44,268 Supplies 2,724 41,670 41,670 5,610 Professional Services 13,960 42,000 42,000 43,112 DEPARTMENT TOTAL $ 686,068 $ 812,125 810,870 810,954 2013 2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGE AMENDED BUDGET FULLTIME Municipal Court Administrator 1 1 1 1 Municipal Court Supervisor 1 1 1 1 Deputy Court Clerk 5 5 5 5 Docket Clerk 1 1 1 1 Municipal Court Judge 1 1 1 1 Juvenile Case Manager 1 1 1 1 TOTAL FULLTIME 10 10 30 30 _-I TOTAL FULL -TIME -EQUIVALENT 30 30 10 10 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 446,752 466,976 468,693 499,775 Longevity 2,818 3,266 3,266 3,712 Overtime 1,857 2,500 1,000 1,000 FICA 32,923 34,366 34,907 36,964 TMRS 63,124 65,833 66,545 72,200 Worker's Compensation 419 800 441 957 Health Insurance 69,727 94,037 90,807 94,011 Dental Insurance 6,662 7,667 7,338 7,758 Long-term Disability 618 659 652 710 Life Insurance 585 607 616 639 Flexible Spending 255 294 235 238 SUBTOTAL $ 625,740 $ 677,005 $ 674,500 $ 717,964 OPERATIONS Training/ Travel/Mileage 5,095 6,525 7,775 4,500 Dues & Subscriptions 336 886 886 904 Printing & Reproduction 4,130 4,000 4,000 4,080 ' Court Technology Expense Juvenile Case Manager Expenses 33,523 511 38,939 800 38,939 800 33,668 816 Teen Court 49 300 300 300 SUBTOTAL 43,644 $ 51,450 $ 52,700 $ 44,268 City of Allen 149 FY2016 Budget EXPENDITURE DETAAL - CONTINUED 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET SUPPLIES General Supplies 2,724 41,670 41,670 5,610 SUBTOTAL $ 2,724 $ 41,670 $ 41,670 $ 5,610 PROFESSIONAL SERVICES Professional Services 13,960 42,000 42,000 43,112 SUBTOTAL $ 13,960 $ 42,000 $ 42,000 $ 43,112 DEPARTMENT TOTALS 686,068 $ 812,125 $ 810,870 $ 810,954 NO CAPITAL ITEMS City of Allen 150 FY2016 Budget I 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 2015, Municipal Court participated in the Fourth 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: 1 TOTAL FY13 5/18/13 FY14 2/14 to 3/14 Tickets Warrants %Wamants 89 637 FY FTE Population Issued Issued To Tickets Revenue Exp. 2014-2015 11 91,918 12,000 5,554 46.2% $22,468 $1,816,800 $810,870 2013-2014 11 91,431 20,122 5,993 29.7% $85 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 2010-2011 11 85,802 18,191 4,826 26.5% $1,725,195 $611,363 In March 2015, Municipal Court participated in the Fourth 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: 1 TOTAL FY13 5/18/13 FY14 2/14 to 3/14 3/1/14 FY35 2/20/15 to 3/15/15 Warrants Served 89 637 106 441 Warrant Value $25,298 $180,551 $29,800 $139,385 Fine collected $11,328 $83,461.09 $16,259 $70,187 Bonds Posted $0 $22,468 $0 $13,124 Value -Time Served $6,659 $31,281 $3,318 $29,198 Value -Dismissed $85 $0 $0 $459 Extension to Pay $6,499 $12,407 $6,975 $4,553 City of Allen 151 FY2016 Budget U CITY OF ALLEN City of Allen 152 FY2016 Budget PARKS & RECREATION -ADMINISTRATION DIVISIONS ADMINISTRATION 001-2510 ' SPECIAL ACTIVITIES 001-2531 EVENT CENTER 001-2610 1 •0ne position funded from CDC City of Allen 153 FY2016 Budget PARKS & RECREATION -PARKS DIVISIONS HORTICULTURE & FORESTRY 001-2522 ' SPECIAL SERVICES 001-2524 FACILITY & PARKS MANAGEMENT 001-2528 EVENT CENTER 001-2610 D...w RxMDl� ,tl aft FY2016 Budget Polk SupNlYmEwY P.M $U.NIIW.Q.III 1 � Ha WN'YFgmby UMW FeGWy YYnbn.m. Crew LxOx1 du L.WerJ MYMnence Wuk.rB ..I >aM1 M.l miai.I Pdk 5mntl1.11 BUYMInpAixAJ MWnb n Wmkv1 Garrvcal Smti.Na11 cn...miiMa Ewnl Cenbr Cmx LeaEert b4•d.WsmWWmt swiakq r.mWW.it v.E.tim T. J MalnWrenm WMur1 4rwaW. MYnlmmm /�iMmc FlelE. Gpv.ti.na SUPor•'MMt SAN FYE Smerviaor 1 rea ..xz Ew1,0 D. ... m,z aMknence WWIXerB 1 City of Allen 154 FY2016 Budget PARRS & RECREATION -PROGRAMS DIVISIONS ADMINISTRATION 001-2510 ' ATHLETICS 001-2540 JOE FARMER RECREATION CENTER 001-2551 SENIOR CITIZENS 001-2561 DON RODENBAUGH NATATORIUM 001-2570 YOUTH CENTER 001-2580 0A Melent obamRece.[on bey .. m,. ... I I YeuNBxvlcet 312 vwm Ra�Saw+ LUER Rs5psl111.1212 FY2016 Budget IMYo.IMN[ Jw Fwv bMelkn UM PobNupN 12 Cent 152 bhblllm NSG c.nrsaw+ c.�brew.+ �^Nspw+ ' Re Spec ll3 ReR Muatic RSm 0.i $w[I3 sp-SI qec 5px l3 11Sup ll< FMseYWutiv 20 0.a[Spec1 G.32 mswI RS Spc1535 GlNpM1IRs F e NROPm 2 RdLft8.5 CemC..b2 Lftouv18A8 Letl W 50lep' WNr Santry lnsnfOum Zl 4 6 Slim Tutliln9 Avl1 Gab AllanEanl <3 City of Allen 155 ... I I YeuNBxvlcet 312 vwm Ra�Saw+ LUER Rs5psl111.1212 FY2016 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 Jun beyond imagination!" Goall. Enhance Community Livability and Safety • Implemented the Cattle Egret Management Plan and succeeded in lawfully prohibiting egret rookery establishment in Allen for the 2015 breeding season; restored Stacy Ridge Park forest Strategy 6. Renovate and construct neighborhood parks with designs for water conservation Design Underway on three projects (Windridge and Orchards Neighborhood Parks, and Twin Creeks Park Phase II) Strategy 7. Implement safety monitoring systems throughout the park system • Completed Phase II of the park security camera system at Celebration Park Goal 2. Cillgivate regional alliances and partnerships ith agencies and governmental units that affect All Strategy 2. Create recreational partnerships • Provided overflow tournament facilities to outside groups providing more opportunities for visitors to shop in Allen • Enhanced Reed Park East to accommodate the Griffins Rugby Club practice and game schedule • Provided non-standard rental times on synthetic fields to area high schools as their facilities were too wet to use Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities • Awarded Collin County Open Space and TPWD Outdoor Recreation Grants for Watters Branch Community Park • Awarded Collin County Open Space Grant for Molsen Farm • Received Texas State Historical Marker designation for Allen Water Station; to be built with Cottonwood Creek Trail Strategy 8. Complete development of Heritage Village to maintain Allen's history • Renovation and development design completed; construction underway with anticipated completion in late 2015 ' Goa14. Signify. enhance and communicate Allen's identity to the and the ation Strategy 2. Advance Trails Plan to ensure continuation and connectivity of the trails system • Added an additional three miles of trail to the overall system in addition to continuing repairs and replacement Strategy 4. Plan for the design and construction of needed City Parks and Recreation Facilities • Completed five projects -Don Rodenbaugh Natatorium (DRN) locker room renovation, Bethany Lakes Connector Trail, Hillside Play Area, Molsen Farm well restoration, Allen Station Baseball Field 4 renovation & Cottonwood Creek Trail • Ford Pool design process completed —construction completion anticipated May 2016 • Design underway for Watters Creek Community Park—construction completion anticipated Fall 2016 • Allen Historic Water Station preservation and interpretation design completed Strategy S. Signify the City of Allen through beautification efforts • Four projects 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 Fitness equipment at DRN, Joe Farmer Recreation Center (JFRC), ASRC replaced with new equipment via CDC funding Strategy 10. Emphasize marketing efforts to communiote Allen's identity • Increased Facebook likes for PARD +26%, AEC +31%, The Courses at Watters Creek (TCWC)+22%, The Edge Visitors Center (TEVC) +11%, Allen Community Ice Rink (ACIR) +18%, Market Street Allen USA (MS AUSA)+395% • Partnered with CVB and PAMRO for multiple promotions and maximized resources when appropriate Strategy 11. Sustain and enhance Parks and Recreation Programming • Implemented bat compression testing for adult softball leagues to ensure that all bats used within leagues are compliant with ASA and/or USSSA standards • TEVC partnered with the International Scooter Association to host the 20° annual Pro/Am Scooter Qualifier • Partnered with Challenger Sports British Soccer Camp program to provide enhanced youth soccer camp programs • The Happy Fall Fest increased in size with over 70 vendors, more than 30 car show entries, and almost 600 attendees ' Gal S. Svstematcally invest in publicinfrastructure Developed a 15 -year building maintenance outlook to assist in budgeting and minimizing program disruptions Goal 6. Maintain oue t I excellence In City movernment services Department received the Texas Recreation and Park Society (TRAPS) North Region awards for Excellence in Programming, Communications, Maintenance, and the Horizon Award (outstanding young professional) City of Allen 156 FY2016 Budget • The redesigned MS AUSA website received awards from Adobe Systems, the International Festival and Events Association (2), HOW Design Magazine, Graphic Design USA (2) Obiectivesfor FY 2016: Strategy 6. Renovate and Construct Neighborhood Parks with Designs for Water Conservation Design and construct neighborhood parks and median landscapes incorporating water conservation Strategy 7. Implement safety monitoring systems throughout the park system • Seek funding for the expansion of the video surveillance system Gaal 2. Cultivate regional alliances and partnerships with agenciesand overnmental units that affect Allen Strategy 2. Create recreational partnerships Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities • Continue to monitor grant funding agencies and submit applications as appropriate Strategy B. Complete development of Heritage Village to maintain Allen's history • Continue implementation of the Heritage Village master plan per direction provided by City Council Goal 4. Signify. enhance and communicate Allen's identity to the region d the nation Strategy 2. Advance Trails Plan to ensure continuation and connectivity of the trails system • Continue to seek funding for trail system expansion 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 • Continue to implement projects funded by the CDC and projects authorized by voters in the 2006 bond election and the anticipated 2016 bond election Strategy S. Signify the City of Allen through beautification efforts • Complete update of the Public Art Master Plan Strategy 9. Develop a Healthy Communities Initiative to encourage fitness, exercise and healthy lifestyles ' . Conti nue involvement and leadership with the Alliance for a Healthier Al len Strategy 10. 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 • 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 outreach programs • 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 planning process for Rowlett Creek Community Park • Coordinate the efforts of the Public Art Committee to plan and execute the selection and completion of an projects • Begin Master Planning process of west side community park 42 (Estevie) Goa16. Maintain operational excellence in City siovernment services Strategy 1. Utilize technology for optimum performance and customer service Determine the options for replacement of the discontinued "CLASS" recreation management software Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering quality Services • Continue making the R. E.A.I. 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 Strategy4. Ensure excellent fiscal management to maintain public trust ' : 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 Develop and implement a fees and charges policy for the Parks and Recreation Department City of Allen 157 FY2016 Budget I 1 1 FUND DEPAR ACCOM GENERAL FUND PARKS & RECR 001-2504ir City of Allen 158 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CWSSIFICATION Personnel Services 6,32;099 6,928,102 6,842,905 7,636,%6 Operations 1,296,658 1,641,788 1,502,731 1,703,872 Supplies 306,210 420,611 419,905 436,134 Maintenance 722,051 759,615 795,562 843,465 Professional Services 1,209,991 1,610,062 1,341,704 1,3]2,]85 Miscellaneous 12,464 20,200 20,200 20,200 Capital 21,153 - 1 81,800 DEPARTMENT TOTAL 9,890,636 11,380,378 10,923,007 S 12,095,222 Reservations Coordinator 0 1 1 1 Parks& Rec. Support Specialist 0 0 1 1 Sales &Sponsorship Director 1 1 0 City of Allen 158 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 AMA L BUDGET AMENDED BUDGET F LU LTIME Director 1 1 1 1 A sistmt Director 2 2 2 2 Landscape Architect 1 1 1 1 Park Planner 2 2 2 2 Grant Coordinator 2 1 1 1 Senior Marketing Coordinator 1 1 1 1 Senior Administrative Assistant 1 1 1 1 Administrative Assistant 2 1 1 2 Reservations Coordinator 0 1 1 1 Parks& Rec. Support Specialist 0 0 1 1 Sales &Sponsorship Director 1 1 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 Spins 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 3 3 4 Parks Specialist 1 1 1 1 Maintenance Worker 18 18 18 18 Chemical5pecialist 1 1 3 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 Supervrsor 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 Ufeguard 0 4 4 4 Youth Program Supervisor 1 1 1 1 Special Everts Coordinator 1 1 1 1 Lead Recreation Specialist 0 1 1 1 Recreation Specialist 11 10 11 11 11 Recreation Specialist 1 0 3 3 3 TOTAL FULLTIME 80.00 89.00 89.00 91.00 City of Allen 158 FY2016 Budget L FUND DEPARTMEN AC SOLIM 2013-2014 2014-2015 2014-2015 2015-2016 PARTTIME ACTUAL BUDGET AMENDED BUDGET Recreation Specialist 1 12.14 11.12 11.12 11.12 Recreation Specialist II 0.90 0.00 0.00 0.00 Fitness Specialist 2.34 2.34 234 234 Head Ufeguard 360 0.00 ODD DOD Lead Water Safety Instructor 0.50 0.50 0.50 0.50 Park Attendant 0.50 0.50 0.50 0.50 TOTAL PART TIME 19.99 10.46 14M 14.46 SEASONAL/TEMPORARY Seasonal - Lifeguard 18.00 18.00 18.00 20.00 Seasonal- Water Safety Instructor 4.63 4.63 4.63 4.63 Seasonal- Swim Teaching Assistant 1.88 1.88 1.88 1.88 Temp -Camp Counselor IN 1.60 1.60 2.20 Temp- Saturday Night Event Chaperone 2.00 2.00 2.D0 200 Temp- Fitness Instructor 0.20 0.20 0.20 0.20 Temp- Recreation Specialist l 1.08 0.82 0.82 082 TOTALSEASONAL/TEMPORARY 29.39 29.13 39.13 31.73 TOTALFULL-TIME-EQUIVALENT 129.37 132.59 132.59 137.19 20132014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDEDUB DGET PERSONNEL SERVICES Salaries 4,465,854 4,877,428 4,792,894 5,336,873 Longevity 30,398 31,170 28,244 32,447 Overtime 142,818 153,021 141,403 164,472 FICA 339,242 354,]5] 363,543 387,633 TMRS 562,681 580,160 586,079 631,371 Worker's Compensation 32,946 69,374 35,181 80,023 Health Insurance 687,732 796,903 820,098 919,658 Dental Insurance 49,939 54,322 55,946 61,842 Long-term Disability 4,719 5,178 5,186 5,822 Life Insurance 3,906 4,159 4,341 4,677 Flexible Spending 804 1,025 1,260 1,564 Health Savings Account 1,060 E5 8]30 10584 SUBTOTAL $ 6,322,099 $ 6,928,102 $ 6,842,905 $ 7,636,966 OPERATIONS Tralninoravel/Mlleage 49,325 95,694 95,694 109,483 Dues & Subscriptions 18,011 24,429 24,429 24,171 Clothing & Uniforms 56,122 51,234 56,389 55,564 Printing &Reproduction 30,843 51,256 45,016 54,686 Advertising 19,848 86,589 86,589 87,416 Rentals 2,055 6,686 6,686 6,820 Athletics Expenditures 229,784 265,852 258,352 271,169 Class& Day Camp Expenditures 298,6DS 34],]00 310,491 365,886 Special Events 535,255 592,899 526,]]6 610,649 Retail Stare Cost of Sales 3,811 7,929 7,929 81088 Senior Citizens Support 7,390 24,206 21,993 24,690 Meetings& Receptions 1,012 3,668 3,669 3,721 Cemetery Expenditures 19,278 13,839 13,839 14,116 Concession Expenses 25,319 69,807 44,BB0 67413 SUBTOTAL $ 1,296,658 $ 1,643,]88 $ 1,502,731 $ 1,703,872 City of Alien 159 FY2016 Budget Machinery & Equipment Machinery & Equipment Sport Champ Artificial Turf Cleaner Vehicles F-150 for Park Tech 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET 21,153 56,800 $ - $ 56800 2013-2014 2014-2015 2014-2015 2015-2016 ACTUALUB DGET AMENDED BUDGET 25110D $ - $ - $ - $ 25,000 City of Allen 160 FY2016 Budget FUND DEPARTMENT GENERAL FUND PARKS & RECREATION „ 50 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET SUPPLIES General Supplies 28,042 67,792 59,669 70,883 Medical & Chemical Supply 1,453 2,911 2,911 2,969 Pool Supplies 29,154 33,548 40,572 34,219 Agriculture Supplies 163,294 193,339 193,339 197,996 Class Supplies 17,350 23,193 22,287 23,657 Small Tools& Minor Equipment 66,917 99,828 101,127 106,410 SUBTOTAL $ 306,210 $ 420,611 $ 419,905 $ 436,134 MAINTENANCE Buil0ing Maintenance 273,962 210,686 230,836 214,900 Vehicle Maintenance 35,733 33,306 33,306 33,972 Equipment Maintenance 34,174 41,113 48,486 52,833 Ground Sprinkler System 41,684 65,162 69,162 67,415 Ball Field Maintenance 61,804 87,024 89,674 95,379 Landscape/forestry 50,500 85,947 85,947 99,241 Pool Maintenance 40,967 30,152 30,152 30,755 Park& Open Space Maintenance 183,237 206,225207999 248,970 SUBTOTAL $ 722,061 $ 759,615 $ 795,562 $ 843,465 PROFESSIONAL SERVICES Professional Seryices 1,209,991 1,630.062 1,341704 1372 785 SUBTOTAL $ 1,209,991 $ 1,610,062 $ 1,341,704 $ 1,372,785 MISCELLANEOUS Class Online Costs 12,464 20,200 20,200 21200 SUBTOTAL $ 12,460 $ 20,200 $ 20,200 $ 20,200 CNPITALOUTIA ' Machinery&EgY Machinery&Equipment 21,153 56,800 Vehicles - 25 000 SUBTOTAL $ 21,153 $ - $ - $ 81,800 OEPARTMENITTOTAIS $ 9,890,636 $ 11,380,378 $ 10,923,007 $ 12,095.222 Rams here funded by Antenna revenue: 20132014 2014-2015 2014-2015 2015-2016 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," 50,000 so," So," Summer Sounds 20,M 20,400 20,400 20,400 Public Art Projects 22,231 32,472 32,472 37,322 $ 410,631 $ 426,240 $ 426,240 $ 437,590 Machinery & Equipment Machinery & Equipment Sport Champ Artificial Turf Cleaner Vehicles F-150 for Park Tech 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET 21,153 56,800 $ - $ 56800 2013-2014 2014-2015 2014-2015 2015-2016 ACTUALUB DGET AMENDED BUDGET 25110D $ - $ - $ - $ 25,000 City of Allen 160 FY2016 Budget I General Fund Cost Per Capita General Fund cost per capita includes all park and recreation related operations. This includes expenses for department administration and park planning. Additionally, expenses for the administration and operation of the Allen Event Center are included in this calculation as well. The FY13 reduction was a result of all general fund utility expenses being moved into a single division outside of the Parks and Recreation Department, as well as staff implemented temporary cost cutting measures. Cost per capita is projected to grow at an annual rate of approximately 5.3% General Fund Revenue and Cost Recovery . Expenses used in these 10,000." calculations include not only recreation and event based 8,000." expenses, but all department m e,000,000 administration, park planning and maintenance expenses as 4,000,000 well. The cost recovery in FY13 was artificially inflated by 2.000,000 the consolidation of utility 0 $240 $220 $200 $160 $160 $140 $120 $100 Cost per Capita 2012 2013 2014 2015 Est. 2016 Prot. Revenue & Cost Recovery a Q expenses outside of the Parks 2012 2013 2014 2015 Est 2016 Proj. and Recreation Department, ■Total Revenue 6% Cost Recovery as well as temporary cost cutting measures. However, the positive trend of increasing overall revenue continues, but the percentage of cost recovery is expected to hover around 50%. City of Allen 161 FY2016 Budget IWN e0% 80% 70% 60% 50% VIAO% 40% 30% 20% 10% a Q expenses outside of the Parks 2012 2013 2014 2015 Est 2016 Proj. and Recreation Department, ■Total Revenue 6% Cost Recovery as well as temporary cost cutting measures. However, the positive trend of increasing overall revenue continues, but the percentage of cost recovery is expected to hover around 50%. City of Allen 161 FY2016 Budget ' Park Acres 1 The ratio of park acres to population has historically been a benchmark of the Developed Acres per 1000 Population adequacy of the park system for a city's 5.00 residents. However, numbers from the 4.00 3.30 3.25 3.16 ratio are not always comparable between 3.00 3.13 3.08 cities because of variations in how open a 2.00 1.84 1.92 2.17 2.14 2.15 space and greenbelts within each i.0o community are treated in the ratio. 0.00 Using developed acres as an alternative 2012 2013 2014 2015 Est. 2016 Proj. provides a useful benchmark for comparisons between city park systems. ®fJalg55omood Parke tiCanmunily Parka The 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 2014 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. Park developments anticipated to come online in FY16 include the Orchards and Windridge neighborhood parks; the Watters Branch Community Park is anticipated to open in FY17. Cost Per Maintained Acre Maintenance of parks and recreation Cost per Acre facilities has a large effect on the $6,M aesthetic value of a city. For several years, cost efficiency initiatives allowed $5,000 $4.787 $4,547 the department to maintain Allen's $4,258 award-winning park system at high $4,500 $3,827 $4,022 standards during difficult economic times. In FY13, the City consolidated all $3,000 utility and fuel expenses into one division outside of the Parks and Recreation $2.000 budget. Additionally, onetime cost 2012 2013 2014 2015 Est 2016 Proj cutting measures in FY13 and FY14 allowed for $574,000 and $459,000 respectively in savings in the maintenance division budgets. Without these savings, the 2013 rate would have been =$4,300 and the rate in 2014 would have been -$4,400 which are both above the 2015 estimate and in line with the 2016 projection. Contracted maintenance cost savings are being used to cover unanticipated expenses. City of Allan 162 FY2016 Budget Membership Sales Along with classes, facility membership sales are important to the financial success of the facilities. Each facility sells a variety of memberships. Those memberships sold at Don Rodenbaugh Natatorium (DRN) are valid at all locations, while those sold at the JFRC, ASRC, and the Visitor Center are specific to those facilities. The 10,000 9,000 8,000 7,000 6,900 5,600 4,000 3,000 2A00 1,000 Membership Sales JFRC membership number also includes the special membership charged for the Saturday Night Rec N Roll youth program. 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. I In FY09 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. While maintenance issues will continue to occur and upgrades will continue to be needed (especially at DRN and JFRC due to their age), it is hoped that with the recent upgrades, memberships will begin to recover from the 2014 actual to the current projections. City of Allen 163 FY2016 Budget 2012 2013 2014 2015 Est. 2016 I Pmj eAAen Senior RecreeUWO Center 1508 1572 1623 1580 1562 ■Don Reaenbaugh f4ateb6 4225 4025 3]64 4300 /400 eJw Fam Re eabw Center 3730 3]00 2495 3508 3800 eT Edge Visitor Center 65 80 46 33 1 55 JFRC membership number also includes the special membership charged for the Saturday Night Rec N Roll youth program. 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. I In FY09 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. While maintenance issues will continue to occur and upgrades will continue to be needed (especially at DRN and JFRC due to their age), it is hoped that with the recent upgrades, memberships will begin to recover from the 2014 actual to the current projections. City of Allen 163 FY2016 Budget C 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 Rating Actuals Program Registration Allen Senior Recreation Center AthleBce Don ROgh Netedoflum tonum Joe Recreationon Center The Edge Vieibr banter TOW .2010 92% 96% 93% 92% 90% 926% .2011 96% 96% 91% 92% 95% 940% —2012 93% 97% 93% 91% 95% 93.8% +2013 92% 93% 84% 90% 93% 904% .2014 93% 93% 84% 91% 91% 90.4% —Goal 85% 95% 95% 95% 95% 95% Program Registration 2012 2013 1 2011 Program Registration Program registration is an 27,000 indicator of a unique 24.000 individual or team 21,MO registering for a program, 18,000 9000 9500 popular choices. activity, or league. The 'o Participation in classes at the 12200M0 numbers for program 9.000 registration also include e,000 facility rentals for private 3.000 2012 2013 1 2011 2015 Esl 2018 Prot. parties. Learn t0 Swim eThe Edge Visitor center 800 780 760 760 775 classes (DRN) and youth eJoe Fanner Recreation CenWr 6974 6800 6511 6864 7001 camps (JFRC) continue to be IID_ Rodanbaugh Natatorium 1 7338 7600 8558 9000 9500 popular choices. aNhle6cs 666 605 570 572 583 Participation in classes at the Nlen SeCerRecreotion 7931 8120 1 6997 6054 8215 Visitor Center continues to be a challenge; however, special events and exhibitions in the park are highly popular and well attended. Registrations in 2014 at ASRC were negatively impacted by staff vacancies including that of the Center Supervisor. With the staffing situation once again stabilized, it is projected that registrations will resume an overall growth trend. Staffing transition and vacancies at the programmer's level also negatively impacted program registration at JFRC. City of Allen 164 Fv2016 Budget ' Class Success Rates I 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 JFRC in 2014 with a complete turnover of the full time staff at that facility. This combined with the weather impacts on athletic registrations and the continued impact from the conversion of the Visitor Center resulted in the success rate continuing to be below the 75% goal. 100% 90% 80% 70% 60% 50% 40% Class Success Rate Actuals City of Allen 165 FY2016 Budget Allen Senior Recreation Center Athte4cs Don Rotlentmugh Ratatalum Joe Fanner Recreation Center The Edge Visitor Center Total 93% 70% 87% 66% 60% 75.2% 94% 68% 88% 69% 60% 75.8% 91% 63% 91% 91% 67% 80.6% r 95% 79% 89% 66% 38% 73.4% 94% 78% 84% 53% 42% 702% 75% 75% 75% 75% 75% 75% City of Allen 165 FY2016 Budget I I CITY OF ALLEN City of Allen 166 FY2016 Budget PARRS & RECREATION -PROGRAMS DIVISIONS 1 I City of Allen 167 FY2016 Budget EVENT CENTER ADMINISTRATION 001-2610 ' EVENTS 001-2620 1 I City of Allen 167 FY2016 Budget ' The Allen Event Center was constructed through a partnership between the City of Allen, The MGheming Group/The Village at Allen, and Global Entertainment at a cost of $72,000,000. The facility opened on November 6, 2009, and the City assumed management of the facility in lune, 2009. 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. Accomplishments in FY 2015: Goa12. Cultivate regional alliances and Partnerships with agencies and governmental units that affect All • Staff served in an organizational capacity with various professional and/or community based organizations • Allen Community Ice Rink (ACIR) and the Allen Event Center (AEC) hosted regional training events for STAR (Serving The American Rinks) Strategy 2. Create recreational partnerships • ACIR and the AEC have partnered with the Dallas Stars organization to provide enhanced youth hockey introduction programs for the Allen Community • ACIR partnered with the Dallas Figure Skating Club to host DFW's lune Bug skating event • ACIR partnered with AISD, LISD, and Special Olympics donating passes for Open Skate • ACIR coordinated with Homeschool to provided designated times for this group to gain Physical Education credits • ACIR hosted the Dallas Figure Skating Club's Regional Testing Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities ' • AEC partnered with Live Nation to co -promote concerts in the arena 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 • Continued in leadership role with the Alliance for a Healthier Allen (AHA) • AEC coordinated with the AHA and BlkeDFW to host the Bike -to -Work • ACIR coordinated AHA for Motivate to Move Skating special event • AEC coordinated with Texas Health Allen (THA) and AISD to host multi -school health fair at the AEC • ACIR partnered with THA for the annual "Pinktoberfest" (women's hockey tournament) to raise awareness of Breast Cancer Strategy 10. Emphasize marketing efforts to communicate Allen's identity • Increased Facebook likes: Allen Event Center (AEC) -31%, Allen Community Ice Rink (ACIR) • Utilized general brand marketing to raise awareness of the AEC in the region • Worked with The Village at Allen to jointly establish a trade deal with the Dallas Morning News and NeighborsGo Strategy 11. Sustain and enhance Parks and Recreation Programming • ACIR expanded Adult Hockey League offerings, accommodating two additional skill levels and adding twelve additional teams, providing enhanced adult hockey opportunities for the Allen Community • ACIR expanded Youth Hockey League offerings with a Spring Summer League • ACIR accommodated the first ever Bantam (14 and Under) Division for the Youth Hockey League Goal S. Systematically invest in Public infrastructure • Upgraded HVAC controls in AEC and ACIR to improved systems ability to maintain consistent conditions • Scheduled replacement of facility's ice plant chiller to insure reliability Goal 6. Maintain operational excellence in City government services ' Strategy 4. Ensure excellent fiscal management to maintain public trust Reformatted partnership with the Lone Star Conference to renew the basketball championship tournaments rental structure City of Allen 168 FY2016 Budget ' Goa12. 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 for the Allen Community Strategy 4. Fully utilize resources from Collin County, NCTCOG,TPWD, and other agencies and entities • Expand partnership with Live Nation to co -promote concerts in the arena 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 • Continue involvement and leadership with the Alliance for a Healthier Allen • 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 • Upgrade AEC's Wi-Fi capabilities to ensure the performance of building systems that require that functionality • Complete ice plant chiller upgrades • Construct additional storage space for the facility • Establish a comprehensive capital replacement plan and timeline for the AEC and ACIR ' 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 1 City of Allen 169 f -Y2016 Budget EXPENDITURE SUMMARY Marketing Coordinator 2013-2014 2014-2015 2014-2015 2015-2016 ' Center Supervisor ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Personnel $ 2,283,355 $ 2,641,098 $ 2,648,832 $ 2,737,573 Operations 756,292 1,052,852 771,189 736,743 Supplies 337,546 502,708 453,308 410,873 Maintenance 105,515 115,740 118,240 234,318 Professional Services 4,052,174 3,977,603 4,029,070 3,888,042 Miscellaneous 415,073 486,496 384,000 456,034 Capital 1 - 6,335 1 TOTAL EXPENDITURES 7,949,955 8,776,497 8,410,974 8,463,583 Marketing Coordinator 2 2 2 2 ' Center Supervisor 2013-2014 2014-2015 2014-2015 2015-2016 Director of Food & Beverage ACTUAL BUDGET AMENDED BUDGET FULL TIME 0 2 2 2 Assistant General Manager 1 1 1 1 Assistant Director/General Manager 1 1 1 1 Director of Production & Operations 1 1 1 1 Booking Manager 1 I 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 0 2 2 2 Ice Rink Program Supervisor 0 0 1 1 Ice Operations Coordinator 0 0 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 I Box Office Supervisor 1 1 I 1 Lead Box Office Attendant 1 1 1 1 Guest Services Supervisor 1 1 1 1 Premium Level Coordinator 0 1 1 1 Event Specialist 1 1 1 1 Lead Event Attendant I 2 2 2 Crew Leader 1 1 1 1 Building Technician 2 2 2 2 Recreation Specialist II 4 4 3 3 Conversion Specialist 0 0 1 1 Audio/Visual Specialist 0 0 1 1 TOTAL FULLTIME 27 31 34 34 1 City of Allen 170 FY2016 Budget I I PERSONNEL SUMMARY - CONTINUED 1.80 1.80 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PARTTIME Ice Rink Attendant Lead Recreation Specialist I Recreation Specialist I Receptionist 2.10 1.80 1.80 1.80 1.89 0.96 0.96 0.96 1.92 1.92 1.92 1.92 0.90 0.90 0.90 0.90 PERSONNEL SERVICES Salaries 2013-2014 2014-2015 2014-2015 2015-2016 Longevity ACTUAL BUDGE AMENDED BUDGET Food & Beverage Specialist 3.20 3.20 1.20 1.20 Premium Level Coordinator 0.75 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 1DO 1.00 Food/Beverage Coordinator 1.50 0.00 0.00 0.00 Concessions -Lead 0.80 0.80 0.80 0.80 Food Runner 0.50 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 1.75 1.75 0.75 0.75 Lead Event Attendant 1.00 0.50 0.50 0.50 PART FULL TIME 'sem` 12M 19.33 TOTAL FULL -TIME -EQUIVALENT 14,121 22,575 21,775 28,105 Dues and Subscriptions EXPENDITURE DETAIL 26,303 27,359 Clothing and Uniforms 2013-2014 2014-2015 2014-2015 2015-2016 Printing and Reproduction ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 1,569,392 1,823,440 1,788,678 1,853,240 Longevity 4,994 6,368 5,692 7,008 Overtime 130,457 139,827 134,160 103,347 FICA 127,033 142,117 145,724 152,477 TMRS 211,326 208,755 230,685 226,422 Worker's Compensation 13,132 27,778 13,217 32,624 Health Insurance 206,089 269,614 299,634 330,142 Dental Insurance 16,665 18,400 21,774 22,387 Long-term Disability 1,566 1,847 2,063 2,183 Life Insurance 1,172 1,364 1,632 1,735 Flexible Spending 451 588 659 716 Health Savings Account 1,078 1,000 4,914 5,292 SUBTOTAL $ 2,283,355 $ 2,641,098 $ 2,648,832 $ 2,737,573 OPERATIONS Training/Travel/Mileage 14,121 22,575 21,775 28,105 Dues and Subscriptions 38,788 27,979 26,303 27,359 Clothing and Uniforms 13,195 15,130 18,630 22,747 Printing and Reproduction 16,229 28,000 16,000 21,050 Advertising 13,191 17,040 13,740 10,450 Rentals 65,468 80,600 75,074 76,500 Class/Day Camp Expenses 118,965 192,478 141,713 174,352 Special Events 105,730 249,550 35,574 4,700 City of Allen 171 FV2016 Budget Professional Services 2,226,671 EXPENDITURE r 2,113,103 CONTINUED 2,144,515 1,968,042 Copicr5ervice 13,357 2013-2014 12,000 2014-2015 2014-2015 2015-2016 Performance Guarantee Exp OPERATIONS -CONTINUED ACTUAL 535,000 BUDGET AMENDED BUDGET Ticket Reimbursement Expense Retail Store Cost of Sales 8,694 1,295,000 8,500 8,500 8,600 ' Team Revenue Sharing Reimbursement Meetings and Receptions 1,731 22,500 1,000 1,000 4,000 SUBTOTAL Concession Expenses 356,938 3,977,603 410,000 410,000 $ 356,000 MISCELLANEOUS Lease Expenses 3,242 2,880 2,880 Economic Grant Expenses SUBTOTAL -$-- 756,292 $ 1,052,852 $ 771,189 $ 736,743 Marketing Expense PSU PUES 95,000 59,000 82,000 SUBTOTAL General Supplies 32,939 486,496 62,375 45,875 $ 53,295 CAPITAL OUTLAY Janitorial Supplies 47,841 50,000 50,000 50,150 Machinery & Equipment Small Tools and Minor Equipment 65,368 111,833 107,983 118,878 SUBTOTAL Liquor Supply Expenses 135,123 - 162,000 172,000 $ 145,000 DEPARTMENT TOTALS Liquor State Tax Expenses 56,275 8,776,497 116,500 77,450 $ 43,550 SUBTOTAL $ 337,546 $ 502,708 $ 453,308 $ 410,873 MAINTENANCE Building Maintenance 95,487 71,500 80,000 193,025 Equipment Maintenance 10,028 44,240 38,240 41,293 SUBTOTAL $ 105,515 $ 115,740 $ 118,240 $ 234,318 Professional Services 2,226,671 2,113,103 2,144,515 1,968,042 Copicr5ervice 13,357 12,000 12,000 - Performance Guarantee Exp 196,000 535,000 382,500 475,000 Ticket Reimbursement Expense 1,519,685 1,295,000 1,467,555 1,420,000 ' Team Revenue Sharing Reimbursement 96,461 22,500 22,500 25,000 SUBTOTAL $ 4,052,174 $ 3,977,603 $ 4,029,070 $ 3,888,042 MISCELLANEOUS Economic Grant Expenses 358,200 391,496 325,000 374,034 Marketing Expense 56,873 95,000 59,000 82,000 SUBTOTAL $ 415,073 $ 486,496 $ 384,000 $ 456,034 CAPITAL OUTLAY Machinery & Equipment 6,335 SUBTOTAL $ - $ - $ 6,335 $ - DEPARTMENT TOTALS $ 7,949,955 $ 8,776,497 $ BA10,974 $ 8,463,583 2014-2015 2015-2016 MACHINERY &EQUIPMENT AMENDED BUDGET Popcorn Machine 6,335 Totals $ 6,335 $ - City of Allen 172 FY2016 Budget I Arena Attendance, Event Days. & Events Arena Attendance, Event Days, & Events 300, The building is maturing as a z75 venue and programming is 250, reflecting this with a steady trend m 225 of strong activity. In FY15 the 200 Event Center experienced a < 175 stretch of 29 weeks straight 150 140 m 120 0 100 w m where each weekend had - 80 G 2012 2013 2,014 2016 Est. 2z�016 multiple public events, and RAttendance ■Event Days ■Events multiple periods where 8 public events took place in 10 days. The venue has also improved its activity in the months of August and September leaving only July as a month where programming lulls. Attendance continues to trend upward and is also heavily linked to the three sport tenants due to the number of dates the hold. The Allen Americans made the transition from the CHL to the higher level league, ECHL. This transition increased regular season home games to 36 per year, with the team winning the Kelly Cup as the ECHL champions the building hosted over 50 hockey games in the 2014-2015 season. The facility saw an additional 18 games from soccer tenant and football tenant combined. The facility has also been able to execute on multiple cooperative concert promotion with Live Nation which brings strong national acts to Allen. The FY15 concert line-up has been a strong list of mainstream ' national touring acts which has brought strong exposure to Allen. Allen Community Ice Rink ACIR Attendance Attendance 120000 100000 The facility is seeing favorable 80000 Me consistent numbers throughout 60000 this years weeks and months. This 40000 can be attributed to many aspects 20000 incorporated throughout the last 0 son MEN few years. To mention a few of 2012 2013 lou 2015 Est 2016 Pmt these will allow for a better •Annual Total 97046 117690 +14221 121300 understanding. In FY15 the facility •Pro9�ams&Dmp In 65625 91995 90736 95600 .Rentals 21423 25695 23495 257W is in an improvement plan that started with the hanging of acoustical paneling to reduce the noise throughout the building and on the ice. More sound reduction to the dasher board walls and meeting room doors has helped spectators and participants hear their conversations. An addition to the sound reduction project, the facility received an Ice Rink Programs Supervisor position. This supervisor position has increased discussions with the Recreation Specialist II programmers as to ensure best practices and goal expectations are maintained. The immediate impact of this position has helped stabilize and keep consistent offering times for programs and drop in. With the consistent times more people are able to attend their child, spouse, or friends' weekly events. Even with a summer closure for preventative maintenance, the registrations have increased 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 173 FY2016 Budget M-1 i _!_ 140 m 120 0 100 w m where each weekend had - 80 G 2012 2013 2,014 2016 Est. 2z�016 multiple public events, and RAttendance ■Event Days ■Events multiple periods where 8 public events took place in 10 days. The venue has also improved its activity in the months of August and September leaving only July as a month where programming lulls. Attendance continues to trend upward and is also heavily linked to the three sport tenants due to the number of dates the hold. The Allen Americans made the transition from the CHL to the higher level league, ECHL. This transition increased regular season home games to 36 per year, with the team winning the Kelly Cup as the ECHL champions the building hosted over 50 hockey games in the 2014-2015 season. The facility saw an additional 18 games from soccer tenant and football tenant combined. The facility has also been able to execute on multiple cooperative concert promotion with Live Nation which brings strong national acts to Allen. The FY15 concert line-up has been a strong list of mainstream ' national touring acts which has brought strong exposure to Allen. Allen Community Ice Rink ACIR Attendance Attendance 120000 100000 The facility is seeing favorable 80000 Me consistent numbers throughout 60000 this years weeks and months. This 40000 can be attributed to many aspects 20000 incorporated throughout the last 0 son MEN few years. To mention a few of 2012 2013 lou 2015 Est 2016 Pmt these will allow for a better •Annual Total 97046 117690 +14221 121300 understanding. In FY15 the facility •Pro9�ams&Dmp In 65625 91995 90736 95600 .Rentals 21423 25695 23495 257W is in an improvement plan that started with the hanging of acoustical paneling to reduce the noise throughout the building and on the ice. More sound reduction to the dasher board walls and meeting room doors has helped spectators and participants hear their conversations. An addition to the sound reduction project, the facility received an Ice Rink Programs Supervisor position. This supervisor position has increased discussions with the Recreation Specialist II programmers as to ensure best practices and goal expectations are maintained. The immediate impact of this position has helped stabilize and keep consistent offering times for programs and drop in. With the consistent times more people are able to attend their child, spouse, or friends' weekly events. Even with a summer closure for preventative maintenance, the registrations have increased 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 173 FY2016 Budget ' These aforementioned attributes will help facilitate the increase in attendance for FY16. This will be much needed as more youth hockey players will be asked to play on House Recreation Teams instead of a Travel Hockey team. The favorable reviews the Dallas Figure Skating Club received after hosting their first June Bug Competition will only increase their numbersfor FY16. 1 Note: ACIR attendance statistics prior to 2013 were lost when ACIR operations were migrated from the original recreation programing software to the current CLASS system. City of Allen 174 FY2016 Budget I II ADMINISTRATION 001-2010 SCHOOL RESOURCE OFFICER 001-2021 PATROL 001-2030 s•Pa " .m... Nary Chief 1 POLICE DIVISIONS CRIMINAL INVESTIGATIONS 001.2020 SUPPORT SERVICES 001-2040 Chief 1 Lieutenant- 1 I ORser-2 Seryeent-1 1 Senior AEminatRUve Assistant OR er Deputy Ghief F PmpeM Estes. Tech 2 InistraGve istant-1 Assss Adnlastrative Seryeam 1 Animal Contral �R.2 'dies Services Tedmlaen omrer-1 Shelter Manatee 2 c ..min (Rarga Mester) ,n• Segeent -1 CO. -3 Chaplains I u Lieutaiunt /bm1111atratlVB AealBtant I ORser-2 MIwYCa4q 1 Recpme Technwan 4 Supervisor 1 Deputy Ghief F PmpeM Estes. Tech 2 Sr Mi. Control O! Adnlastrative Seryeam 1 Animal Contral �R.2 'dies Services Tedmlaen r Shelter Manatee 2 Lieutenant 1 crl—heli., P.non. Se'santl Comoral 1 Officerllnvestgator2 Chill Abuse Investigator 2 Crime Victim Advacak 1 Family Valence Inveaggater l` Juvenile lnvesggetert N.•na•. Segeantl CaeFoiell Olgcedinaestigaw3 Mmm M Sergeameast 1 ny l Corporal' Officerllnvesugetw B Crime Meryl CnminalM 2 -Funded in Grants & Special Revenue fund by Public Safety grant. City of Allen 175 Paas.•+• Deputy Chief 1 1 AW.' Lieaenant2 Sergeant4 Carporal4 grycer 23 awes lJeutenant2 sergeant Corporal4 (Whiter 23 T. Seryeam 1 Corporal omcer4 NY Sergeaml Officer 3 au iel••, Warrant OfficerlBalliff 1 FY2016 Budget I ORser-2 SuOmvlsa 1 a EMS mW PolicalFlre EMS Manager >olkefflre EMS Supomao 3 'olkalFlre EMS Olapek 16 Recpme Technwan 4 Public Safety Officer 1 Deputy Ghief F PmpeM Estes. Tech 2 saw xwmam Sergeant -1 Oglcer-9 Adnlastrative Seryeam 1 Cluarteuater 1m Lieutenant 1 crl—heli., P.non. Se'santl Comoral 1 Officerllnvestgator2 Chill Abuse Investigator 2 Crime Victim Advacak 1 Family Valence Inveaggater l` Juvenile lnvesggetert N.•na•. Segeantl CaeFoiell Olgcedinaestigaw3 Mmm M Sergeameast 1 ny l Corporal' Officerllnvesugetw B Crime Meryl CnminalM 2 -Funded in Grants & Special Revenue fund by Public Safety grant. City of Allen 175 Paas.•+• Deputy Chief 1 1 AW.' Lieaenant2 Sergeant4 Carporal4 grycer 23 awes lJeutenant2 sergeant Corporal4 (Whiter 23 T. Seryeam 1 Corporal omcer4 NY Sergeaml Officer 3 au iel••, Warrant OfficerlBalliff 1 FY2016 Budget ORser-2 Deputy Ghief F 1 Admi ehattive Assistant 1 r Lieutenant 1 crl—heli., P.non. Se'santl Comoral 1 Officerllnvestgator2 Chill Abuse Investigator 2 Crime Victim Advacak 1 Family Valence Inveaggater l` Juvenile lnvesggetert N.•na•. Segeantl CaeFoiell Olgcedinaestigaw3 Mmm M Sergeameast 1 ny l Corporal' Officerllnvesugetw B Crime Meryl CnminalM 2 -Funded in Grants & Special Revenue fund by Public Safety grant. City of Allen 175 Paas.•+• Deputy Chief 1 1 AW.' Lieaenant2 Sergeant4 Carporal4 grycer 23 awes lJeutenant2 sergeant Corporal4 (Whiter 23 T. Seryeam 1 Corporal omcer4 NY Sergeaml Officer 3 au iel••, Warrant OfficerlBalliff 1 FY2016 Budget 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 1. Effectively use technology to enhance public safety services • Worked with the Allen Independent School District to develop specialized school security procedures and measures to enhance school safety for the community's children • Added an additional 3 School Resource Officers to the AISD Partnership 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 • Worked with other City of Allen Departments to develop plans to enhance the quality of living in our neighborhoods • Worked with other area law enforcement agencies to better utilize the sharing of resources and improve the exchanging of intelligence information 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 • Pursue grant position for Family Violence Investigator for second year • Continue to study the effectiveness of body worn cameras • Revise the job description and duties for the Crime Analysis position to better fit the needs of the Department and the community • Pursue specialized training in Cultural Diversity and Emergency Vehicle Operations and Awareness Goal 2. Cultivate reeional 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 a Task Force Officer to DEA Task Force • Minimize the Military Surplus Equipment • Continue participation in the Collin County Advocacy Center Task Force, Collin County Fusion Center and area robbery and gang intelligence meetings • Submit for grant to the Department of Justice for a grant for a Mental Health Coordinator to work in conjunction with area mental health issues ' • Add 3 part time SWAT officers to the team to enhance safety to the community City of Allen 176 FY2016 Budget EXPENDITURE SUMMARY 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 15,610,909 16,317,769 16,413,663 17,460,853 Operations 257,402 303,978 294,768 309,381 Supplies 422,971 322,387 325,154 313,072 Maintenance 266,123 267,040 292,040 292,416 Professional Services 81,275 89,424 93,424 96,696 Miscellaneous 2,458 5,000 5,000 10,000 Capital 12 22,975 22,975 12 DEPARTMENTTOTAL 16,641,138 17,328,573 17,447,024 18,482,418 1 Police Services Technician 2013-2014 2014-2015 2014-2015 2015-2016 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- 82 86 86 86 Criminalist SUBTOTAL -Sworn 122 126 126 S26 1 Police Services Technician 1 1 1 1 Quartermaster 1 1 1 1 Supervising Communications Technician 3 3 3 3 Emergency Communications Manager 1 1 1 1 Police/Fire Dispatcher 13 16 16 16 Property/Evidence Technician 2 2 2 2 Police Records Supervisor 0 0 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 1 0 0 Administrative Assistant 4 4 4 4 Detention Officer 7 7 7 8 Public Safety Officer 4 4 4 5 Animal Control Supervisor 1 1 1 1 Senior Animal Control Officer 0 0 1 1 Animal Control Officer 3 4 3 3 Shelter Attendant 2 2 2 2 SUBTOTAL - Non -sworn 52 56 56 58 TOTAL FULL TIME 174 182 182 184 -One position is funded in the Grant Fund by a Public Safety grant. City of Allen 177 FY2016 Budget I PARTTIME Police Services Technician 1.00 1.00 1.00 1.00 TOTALPARTTIME 1.00 1.00 1.00 1.00 TOTAL FULL -TME -EQUIVALENT 175.00 183.00 183.00 185.00 y� ! T. 4 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 10,315,490 10,758,158 10,908,499 11,604,868 Longevity 65,503 72,176 70,371 76,538 Overtime 806,070 801,800 803,800 839,657 FICA 808,296 772,261 822,314 834,908 TMRS 1,570,702 1,521,119 1,615,945 1,661,742 Worker's Compensation 76,247 138,983 81,802 162,655 Health Insurance 1,769,497 2,042,629 1,899,709 2,056,299 Dental Insurance 127,347 137,599 132,796 141,744 Long-term Disability 13,796 15,008 14,609 15,991 Life Insurance 10,956 11,534 11,454 12,040 Flexible Spending 3,931 4,600 4,065 4,468 Clothing Allowance 38,348 39,600 36,451 35,214 Health Savings Account 4,726 2,302 11,848 14,729 SUBTOTAL $ 15,610,909 $ 16,317,769 $ 16,413,663 $ 17,460,853 OPERATIONS Training/Travel/Mileage 86,886 96,960 96,960 93,899 Dues & Subscriptions 11,979 10,200 10,200 10,404 Clothing & Uniforms 64,106 78,030 64,106 80,804 Postage & Freight 8,342 9,078 8,342 9,260 Printing & Reproduction 7,788 10,404 10,404 10,612 Rentals/Leasing 30,830 36,272 41,722 36,997 Canine Maintenance 7,084 8,160 8,160 8,323 Meetings and Receptions 4,977 13,931 13,931 11,050 Crime Prevention 7,079 8,783 8,783 7,429 Prisoners Keep 18,539 18,800 18,800 19,176 Narcotics Operations 7,064 10,200 10,200 10,404 Lease Expenses 2,728 3,160 3,160 11,023 SUBTOTAL $ 257,402 $ 303,978 $ 294,7613 $ 309,381 SUPPLIES General Supplies 16,O59 28,079 28,079 28,642 Tactical Supplies 6,749 41,610 41,610 7,150 Animal Supplies 15,626 18,300 18,300 18,666 Ammunition Supplies 67,504 71,400 71,400 72,828 Small Tools & Minor Equipment 317,033 162,998 165,765 185,786 SUBTOTAL $ 422,971 $ 322,387 $ 325,154 $ 313,072 MAINTENANCE Building Maintenance 2,959 7,140 7,140 7,783 Vehicle Maintenance 212,834 191,050 191,050 214,406 Equipment Maintenance 7,687 12,150 12,150 12,393 City of Allen 178 FY2016 Budget Professional Services EXPENDITURE t 86,924 90,924 94,146 Plaques & Awards 1,632 2,500 2013-2014 2014-2015 2014-2015 2015-2016 SUBTOTAL ACTUAL BUDGET AMENDED BUDGET 93,424 MAINTENANCE - CONTINUED 96,696 MISCELLANEOUS Radio Maintenance 3,986 25,500 25,500 26,010 Donation Expenses Collision Repair 38,657 31,200 56,200 31,824 5,000 SUBTOTAL $ 266,123 $ 267,040 $ 292,040 $ 292,416 Professional Services 79,643 86,924 90,924 94,146 Plaques & Awards 1,632 2,500 2,500 2,550 SUBTOTAL $ 81,275 $ 89,424 $ 93,424 $ 96,696 MISCELLANEOUS Donation Expenses 2,458 5,000 5,000 10,000 SUBTOTAL $ 2,458 $ 51000 $ 51000 $ 10,000 CAPITALOUTLAY Vehicles 22,975 22,975 SUBTOTAL $ - $ 22,975 $ 22,975 $ - DEPARTMENT TOTALS $ 16,641,138 17,328,573 17,447,024 $ 18,482,418 2013-2014 2014-2015 2014-2015 2015-2016 VEHICLES ACTUAL BUDGET AMENDED BUDGET Unmarked Car 22,975 22,975 $ - $ 22,975 $ 22,975 $ - City of Allen 179 FY2016 Budget I 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 2015 are based on prior call history, projections made by the department and other factors. PART I CRIMES IMaior Crimes) In the 2014 calendar year, the Allen Police Department experienced a decrease in Part I crimes. Part 1 crimes are those serious offenses which include Murder, Rape, Aggravated Assault, Robbery, Arson, Burglary, Larceny -Theft and Motor Vehicle Theft. Part II crimes generally refer to those crimes that include, but are not necessarily limited to Forgery, Fraud, Stolen Property, Criminal Mischief, Liquor Law violations and Weapons offenses. Part I Crimes 2,500 2,000 1,500 1,000 Soo 0 2011 2012 2013 2014 2015 Projected 'Slt oWlnformotxm basedon reportsfrmn dfferem informationalsources. "ro be consistent Won pdm yews the obovemmtlmed number include Semple Assault stabsda thot are not Patti o&rse The City of Allen experienced an overall decrease of approximately 4.9% in the Uniform Crime Index -defined Part I crimes as compared to 2013. 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 I crime (major crimes) statistics from January 1 through June 30, 2015 Part I incidents are expected to decrease. *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 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 City of Allen 180 FY2016 Budget ' 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 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 rise in reports submitted in 2014 is in part related to the increase in arrests that were made during the year. Reports Submitted 7,000 6,500 6,000 5,500 5,000 2011 2012 2013 2014 2015 Projected ' Another measurement the department utilizes is the number of arrests made by police officers in the city. A five year analysis of arrest data indicates a slight increase in the number of arrests. Arrests Made 4,000 2,000 0 0 M I N- 2011 2012 2013 2014 2015 Projected 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 the new 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. City of Allen 181 FY2016 Budget I 1 Calls For Service - Crashes 3,000 2,500 2,000 1,500 1,000 Soo 0 2011 2012 2013 2014 2015 Projected ■ Minor ■ Major 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 decrease in the projected number of citations for 2015, most likely attributable to an icy and rainy winter and spring, in conjunction with decreased patrol staffing due to position vacancies. Citations Issued 20,000 15,000 ' ' 10,000 5,000 0-14AMI, 2011 2012 2013 2014 2015 Projected Calls for Service In 2014, the police department experienced a 14% increase in total calls for service as follows: Department 12011 2012 12013 12014 2015' Police 166,072 1 59,586 162,9991173,031 61,612 Fire/EMS 14,864 1 4,740 15,147 15,190 5,324 This increase is due to continued growth in the community, increased traffic enforcement and more officer initiated calls for service. 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 most special watches, City of Allen 182 FY2016 Budget 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 2014, the department conducted more than 128,606 Directed Patrols and 19,981 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 2014, the Animal Control Unit responded to 2,542 calls for service. This is a decrease from 2013. ' Adoption fees were adjusted in 2014 along with implementation of a spay neuter program that utilizes area veterinarians who provide services at a reduced rate to the City of Allen. All cat and dogs that are adopted from the shelter have been spayed / neutered, microchipped and vaccinated. It is anticipated that the Animal Control Unit will continue to see a slight increased call volume as the city continues to grow and their staffing increases. City of Allen 183 FY2016 Budget CITY OF ALLEN City of Allen 184 FY2016 Budget I PUBLIC AND MEDIA RELATIONS DIVISION 001-1530 Assistant City Manager Public and Media Relations Director 1 Exewl=�u�r Interactive Media Manager V Video Praducer 2 ''Partial funding for position from Hotel fund. Markuttig specialist 1 City of Allen 185 FY2016 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. Accomplishments in IFY r Goal 4. SI nity enhance and communicate Allen's Identity to the region and the nation Strategy 10. Emphasize marketing efforts to communicate Allen's identity • Supported Allen CVB marketing efforts to Include web content review and site redesign support, assistance with communication strategy development, and create ongoing video assets • Continued work with cross promotional team with Parks/event center marketing staff, CVB and PAMRO staff to discuss ongoing media and promotional opportunities and strategies • Began implementation of the 2014-2017 Communication Plan and initiated communicator group trainings • Facilitated over 300 annual media requests • Produced monthly Allen Image features, Neighborsgo columns, 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. • Completed a comprehensive assessment of current website and research for best practices and trends in preparation for the redesign of CityofAllen.org. Began redesign process for CityofAllen.org, AIIenEventCenter.com, VisitAllenTexas.com, and the council dashboard with anticipated launch dates of mid-July. Continued management of the employee intranet, Pride Wire • Supported vendor selection process for MyAllen mobile app and supported quality control review for FAQ content Strategy S. Continue to Provide Creative Original Programming on the City of Allen Government Channel ACTV • ACTV received all first place for eight NATOA/TATOA Awards including, for the fourth time, First place in Overall Programming Excellence. • New shows launched this year included Take 5 news segment, Every Drop Counts, ACTV Spotlight and On The Go Show. Other programs Included the second season of Rec X with Flula and the fourth season of the Sustainable Landscape Seminar Series. ACTV also created over 120 short promotional videos this last year. Obiectives for FY 2016: 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 manual and implementation of social media best practices, social media administrative guidelines and training, and organic use and expansion of social media platforms Goal 6. Maintain operational excellence in City government services Strategy 1. Utilize technology for optimum performance and customer service. ' With the City website redesign, launch and maintain a News Center portal that serves to collect news, events, announcements, video and more from all departments and sources into a single "one-stop" platform for residents. 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 186 FY2016 Budget I EXPENDITURE SUMMARY jjjjjjjFRS10?NNNEL SUMMARY 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 458,928 579,366 555,035 584,877 Operations 14,086 25,395 25,395 27,640 Supplies 1,113 1,800 1,800 2,000 Maintenance 606 600 600 600 Professional Services 42,964 41,400 60,300 29,500 DEPARTMENTTOTAL 517,697 648,561 643,130 644617 jjjjjjjFRS10?NNNEL SUMMARY City of Allen 187 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET FULLTIME Public & Media Relations Director 1 1 1 1 Executive Producer 1 1 1 1 Video Producer 2 2 2 2 Interactive Media Manager 0 1 1 1 Senior Marketing Specialist 1 0 0 0 Marketing Specialist 0 1 1 1 TOTALFULLTIME 5 6 6 6 TOTAL FULL -TIME -EQUIVALENT 5.00 6.00 6.00 6.00 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 316,909 386,751 386,290 407,496 Longevity 2,292 2,128 2,128 2,452 Overtime 3,820 4,800 4,800 4,800 FICA 22,228 26,329 27,235 28,611 TMRS 45,167 54,443 55,142 58,786 Worker's Compensation 298 657 369 779 Health Insurance 63,225 97,602 73,207 75,800 Dental Insurance 3,945 5,262 4,657 4,878 Long-term Disability 431 591 531 578 Life Insurance 407 509 499 518 Flexible Spending 206 294 177 179 SUBTOTAL 5 458,928 $ 579,366 $ 555,035 $ 584,877 OPERATIONS Training/Travel/Mileage 5,635 9,600 9,600 11,000 Dues & Subscriptions 7,485 6,695 6,695 7,540 Printing & Reproduction 126 7,600 7,600 7,600 Audio Visual Expenses 840 1,500 1,500 1,500 SUBTOTAL $ 14,086 $ 25,395 $ 25,395 $ 27,640 City of Allen 187 FY2016 Budget ENERALFUND PUBLIC AND MEDIA RELATIONS 801-1540.413 EXPENDITURE DETAIL - CONTINUED DEPARTMENT TOTALS 517,697 648,561 $ 643,130 $ 644,617 CAPITAL EXPENDITUPMd NO CAPITAL ITEMS City of Allen 188 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET SUPPLIES General Supplies 1,064 800 800 1,000 Small Tools & Minor Equipment 49 1,000 1,000 1,000 SUBTOTAL $ 1,113 $ 1,800 $ 11800 $ 2,000 MAINTENANCE Vehicle Maintenance 606 600 600 600 SUBTOTAL $ 606 $ 600 $ 600 $ 6D0 PROFESSIONAL SERVICES Professional Services 42,964 41,400 60,300 29,500 SUBTOTAL $ 42,964 $ 41,400 $ 60,300 $ 29,500 DEPARTMENT TOTALS 517,697 648,561 $ 643,130 $ 644,617 CAPITAL EXPENDITUPMd NO CAPITAL ITEMS City of Allen 188 FY2016 Budget I 1 OPERATIONS Audio Visual Expenses 59,557 13,355 229,320 18,200 2013-2014 2014-2015 2014-2015 2015-2016 SUBTOTAL ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION $ 14,000 SUPPLIES Operations 13,355 18,200 18,200 14,000 Supplies 11,122 14,220 14,220 14,500 Professional Services 6,292 16,500 16,500 11,000 Capital Outlay 28,788 86,000 180,400 105,131 DEPARTMENTTOTAL $ 59,557 134,920 229,320 144,631 Sony Uve Studio -Library - 16,000 16,000 - 2013-2014 2014-2015 2014-2015 2015-2016 - ACTUAL BUDGET AMENDED BUDGET OPERATIONS Audio Visual Expenses 59,557 13,355 229,320 18,200 18,200 2014-2015 14,000 2015-2016 SUBTOTAL $ 13,355 $ 18,200 $ 18,200 $ 14,000 SUPPLIES Ford Explorer 27,000 25,400 Small Tools& Minor Equipment 11,122 14,220 14,220 14,500 Tightrope Digital Playback System SUBTOTAL $ 11,122 $ 14,220 $ 14,220 $ 14,500 PROFESSIONAL SERVICES Sony Uve Studio -Library - 16,000 16,000 - VaddioProductionView - Library - 10,000 Professional Services - 6,292 6,994 16,500 21,000 16,500 HD Cameras for Civic Auditorium x 3 11,000 SUBTOTAL $7 6,292 $ 16,500 $ 16,500 $ 11,000 CAPITAL OUTLAY - - 8,489 Mac Pro Editing Workstation - - - 12,000 Vehicles - - _ 27,000 Laser Projector for Council Chambers 25,400 - - Machinery & Equipment CATDV Server for Media Management 28,788 - 59,000 15,000 155,000 - 105,131 - SUBTOTAL $ 28,788 $ 86,000 $ 180,400 $ 105,131 DEPARTMENT TOTALS 59,557 134,920 229,320 144,631 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET VEHICLES Ford Explorer 27,000 25,400 27,000 25,400 MACHINERY AND EQUIPMENT Tightrope Digital Playback System 21,794 - HD Cameras - Library - 12,000 12,000 - Sony Uve Studio -Library - 16,000 16,000 - VaddioProductionView - Library - 10,000 10,000 - HDCameras for Council Chambers x3 6,994 21,000 21,000 - HD Cameras for Civic Auditorium x 3 21,300 Hardware Production Equipment 74,700 Video Projector for Civic Auditorium - - - 8,489 Mac Pro Editing Workstation - - - 12,000 Studio ENG Camera - - _ 30,000 Laser Projector for Council Chambers - - - 15,0170 CATDV Server for Media Management - - - 15,000 Automated Str0aming Engine - - - 16,100 Projector at Library 8,542 28,788 59,000 155,000 105,131 City of Allen 189 FY2016 Budget L L City of Allen CITY OF 190 ALLEN FY2016 Budget CITY OF ALLEN DEBT SERVICE FUND FISCAL YEAR 2015-2016 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. The proposed tax rate at October 1, 2015 is $0.530 per $100.00 of assessed valuation of which $0.123727, or 23.34%, 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 May 2015, the ratings on the City's General Obligation debt were reaffirmed at AAA by Standard and Poor's, and were reaffirmed at Aal 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 June 2012. The Water & Sewer rating was recalibrated by Moody's to Aa2 from Aa3 in May 2010. The City's CDC Revenue debt rating is Al. 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 SERVICE' ' 'Beginning Fund Balance required: 5% to 10% of annual debt service. City of Allen 191 FY 2015FY 2016 889,702 $ 1,207,854 41,665,599 12,854,303 (41,347,447) (12,811,207) $ 1,207,854 $ 1,250,950 664,177 $ +n r FY2016 Budget GENERAL OBLIGATION BONDS: CITY E ALIEN DEBT SERVICE REQUIREMENT I , FISCAL YEAR 2015-2016 GENERAL OBLIGATION BONDS: 08/01/05 4,300,000 4.00% 2006 07/26/06 1,595,000 4.14% 08/15/26 2007 08/15/07 11,145,000 4.0066 08/15117 2008 05/01/08 ]0,185,000 4.0014 00/15/17 20(19 05/01/09 15p00,000 3944.5% 08/15/28 2010 05/01/10 12,000,000 3%4% 08/15/29 mim 11/01/10 8,785,000 2943% 08/15%22 2011 05/01/11 SIM. 00 2%4.25% 08/15/30 2012 02/01/12 13,065,000 2945% 08/15/24 2013 05/01/13 5,065,000 296-3.5% D8/15/32 2014 05/01/14 10,595,000 2%4% 00/15/33 '2015 05/19/15 32,245,000 2945% 08/15/34 TOTAL $ 129,720,000 CERTIFICATES OF OBLIGATION: 20048 10/01/04 ]65,00) 5.2%-5.5% 09/01/24 TOTAL $ 785,000 2005 08/01/05 4,300,000 4.00% 06/01/16 2009 02/15/09 5,]95,= 3.0943.5% 06/01/19 2013 10/15/13 3,370,000 20)3% 06/01/25 2014 05/01/14 1,280,000 2.0936 05/01/24 TOTAL $ 14,745,000 986,475 5,895,000 1,035,000 75,000 42,849 117,849 1,030,000 505,000 41,200 546,200 970,000 475,000 38,800 513,800 11,720,000 7OS,00U 487,968 1,192,968 9,5]0,000 545,000 354,713 899,713 6,195,000 815,000 171,475 986,475 5,895,000 495,000 212,063 707,063 12,315,000 1,240,000 497,350 1,]3],350 4,655,000 225,000 126,500 351,500 10,2201000 450,000 321A65 ]]1,465 32,085,000 315651000 1,345,044 4,910,844 $ 95,690,000 $ 91095,000 $ 3,640,226 $ 12,735,226 210,000 490,000 40,000 26,230 66,230 $ 490,000 $ 40,000 $ 26,230 $ 6%000 210,000 210,000 01400 218,400 2,395,000 570,000 79,513 6491513 3,115,000 90,000 89,450 179,450 1,015,000 1051000 21,214 126,214 $ 6,735,000 $ 9]5,000 $ 190516 $ 1,1,576 City of Allen 192 FY2016 Budget I 1 CITY OF ALLEN BT SERVICE REQUIREME FISCAL YEAR 2015-2016 SALES TAX REVENUE BONDS: ALLEN ECONOMIC DEVELOPMENT CORPORATION 2008 01/15/08 15,335,000 3.5%-4.5% 09/01/32 2010A 05/15/10 1,605,000 4% 09/01/25 2010B 05/15/10 5,165,000 3.2%-5.1% 09/01/23 TOTAL S 22,105,000 2,097,180 ALLEN 11,690,000 500,000 482,455 982,455 1,605,000 - 64,200 64,200 3,300,000 400,000 147,970 547,970 $ 16,595,000 $ 900000 $ 694,625 $ 1,594,625 2006 03/15/06 5,600,000 4.5%-5% 09/01/19 2,295,000 750,000 103,275 853,275 2008 01/15/08 32,835,000 4.8%-6% 09/01/32 29,170,000 440,000 1,657,180 2,097,180 TOTAL $ 36A3S,000 $ 31,465,000 $ 1,190,000 $ 1,760455 $ 2,950A55 City of Allen 193 FY2016 Budget I CITY OF ALLEN AGGREGATE DEBT SERVICE REQUIREMENTS GENERAL OBLIGATION BONDS: 9/30/2016 9,135,000 3,666,455 12,801,455 9/30/2017 8,760,000 3,429,320 12,189,320 9/30/2018 9,060,000 3,139,006 12,199,006 9/30/2019 8,620,000 2,763,184 11,383,184 9/30/2020 7,865,000 2,410,763 10,275,753 9/30/2021 7,220,000 2,098,399 9,318,399 9/30/2022 6,680,000 1,815,476 8,495,476 9/30/2023 5,925,000 1,577,691 7,502,691 9/302024 5,655,000 1,316,901 6,971,901 9/302025 4,635,000 1,069,198 5,704,198 9/30/2026 4,830,000 872,981 5,702,981 9/302027 4,900,000 671,601 5,571,601 9/302028 3,710,000 475,746 4,185,746 9/30/2029 2,595,000 335,231 2,930,231 9/302030 1,785,000 239,031 2,024,031 9/302031 1,490,000 173,256 1,663,256 9/30/2032 1,540,000 119,463 1,659,463 9/302033 1,250,000 63,238 1,313,238 9/302034 525,000 17,063 542,063 TOTAL $ 96,180,000 $ 26,253,993 $ 122,433,993 WATER 8 SEWER REVENUE BONDS: 9/30/2016 975,000 198,576 1,173,576 9/302017 1,000,000 169,082 1,169,082 9/30/2018 1,040,000 141,675 1,181,675 9/30/2019 1,070,000 108,426 1,178,426 9/302020 455,000 74,177 529,177 9/30/2021 465,000 61,573 526,573 9/30/2022 475,000 48,670 523,670 9/30/2023 490,000 35,466 525,466 9/30/2024 505,000 21,858 526,858 9/30/2025 260,000 7,800 267,800 TOTAL $ _.6,735,000 $ 867,301 $ 7,602,301 City of Allen 194 FY2016 Budget ' CITY OF ALLEN AGGREGATE DEBT SERVICE REQUIREMENTS oral Fad .... ernes{ 5andce SALES TAX REVENUE BONDS: 9/30/2016 2,090,000 2,455,080 4,545,080 9/30/2017 2,175,000 2,367,270 4,542,270 9/30/2018 2,275,000 2,274,320 4,549,320 9/30/2019 2,380,000 2,173,708 4,553,708 9/30/2020 2,485,000 2,063,886 4,548,886 9/30/2021 2,605,000 1,944,661 4,549,661 9/30/2022 2,730,000 1,818,308 4,548,308 9/30/2023 2,860,000 1,684,293 4,544,293 9/30/2024 3,010,000 1,541,100 4,551,100 9/30/2025 3,160,000 1,390,658 4,550,658 9/30/2026 2,700,000 1,232,013 3,932,013 9/30/2027 2,845,000 1,089,613 3,934,613 9/30/2028 2,995,000 939,063 3,934,063 9/30/2029 3,160,000 772,200 3,932,200 9/30/2030 3,340,000 594,900 3,934,900 9/30/2031 3,525,000 407,400 3,932,400 9/30/2032 3,725,000 209.400 3,934.400 ' TOTAL S 48.060,000 E 24,957,870 8 73,017.870 City of Allen 195 FY2016 Budget 1 The City Council approved an ordinance in September of 2011 that set debt issuance limits as follows: 35% of total tax rate towards debt 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 Tax Rate Analysis 40.0% 35.0% 30.0% 25.D% 20.0% 15.09E 10.0% 5.0% 0.0% 2011 2012 2013 2014 2015 2016 eti M&O Rate I&SRate �I&S%of Total —Debt Service Policy 35% or less of total tax rate General Oblit' Certificateli ofObli t and Capital Leases supported bproperty tax not to d a debt bd ratio of 2.0% Debt Burden = Tax Debt / Taxable Assessd Value Debt Burden Ratio 2011 2012 2013 2014 Debt Burden —Debt Burden Polity City of Allen 296 2015 2016 FY2016 Budget 2% Debt Burden Policy 200% 1.49% 1.43% 1.50% 109% 0.94% 10096 0.50% 0.00% 2011 2012 2013 2014 Debt Burden —Debt Burden Polity City of Allen 296 2015 2016 FY2016 Budget I CITY OF ALLEN 1,520,202 321,735 342,616 (17,000) TAX INCREMENT FINANCING FUND $ 1,520,202 $ 1,845,818 REVENUE AND EXPENDITURE SUMMARY FISCAL YEAR 2015 - 2016 2013-2014 2014-2015 2014-2015 2015-2016 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues Property Tax (City Participation) 527,375 579,926 543,620 563,310 Sales Tax 411,776 437,499 458,798 462,657 Intergovernment(County Participation) 126,771 141,385 125,876 126,243 TOTAL OPERATING REVENUES $ 1,065,922 $ 1,158,810 $ 1,128,294 S 1,152,210 Non -Operating Revenues Interest 5,928 5,400 8,200 8,200 TOTAL NON-OPERATING REVENUES $ 51928 $ 5,400 $ 81200 $ 9,200 TOTALREVENUES $ 1,071,850 $ 1,164,210 $ 1,136,494 $ 1,160,430 2013-2014 2014-2015 2014-2015 2015-2016 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET TIFX1 790,288 853,295 804,177 817,250 TIF82 15,000 15,000 17,000 17,000 TOTAL TIF FUND EXPENDITURES S $05,288 $ 8681295 $ 821,177 $ 834,250 TOTAL EXPENDITURES $ 805,288 $ 868,295 $ 821,177 $ 834,250 PROJECTED FUND BALANCE 10/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENDITURES PROJECTED FUND BALANCE 9/30 TIF 1 PROJECTED FUND BALANCE 30/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENDITURES PROJECTED FUND BALANCE 9/30 TIF 2 PROJECTED FUND BALANCE 10/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENDITURES PROJECTED FUND BALANCE 9/30 City of Allen FUND BALANCE PROJECTIONS $ 1,488,437 $ 1,803,754 1,136,494 1,160,410 (821,177) (834,250) $ 272,970 $ 283,552 814,759 817,794 (804,177) (817,250) S 283,552 j 284,096 $ 1,215,467 $ 1,520,202 321,735 342,616 (17,000) (17000) $ 1,520,202 $ 1,845,818 197 FY2016 Budget ' TAX INCREMENT FINANCING FUND DIVISION 530-0000 1 No Personnel in this Department City of Allen 198 FY2016 Budget L 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. Accomplishments in FY 2015: 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 identity • Monitored compliance of the TIF agreements to ensure eligible infrastructure costs are verified prior to reimbursements • Maintained fund reserves of $50,000 as required by the economic development agreement Objectives for FY 2016: 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 ide ftv 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 199 FY2016 Budget a. TIF TAX INCREMENT FINANCING - Will 530-19XX-4XX EXPENDITURE SUMMARY 2013-1014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations 15,240 17,000 17,000 17,000 Miscellaneous 775,048 836,295 787,177 800,250 DEPARTMENT TOTAL $ 790,288 $ 853,295 $. 804,177 $ 817,250 853,295 $ 604,177 $ 817,250 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET OPERATIONS Administrative Expenses 15,000 15,000 15,000 15,000 Legal Expenses 240 2,000 2,000 2,DD0 SUBTOTAL $ 15,240 $ 17,000 $ 17,000 $ 17,000 MISCELLANEOUS Economic Grant Expenses 775,048 836,295 787,177 800,250 SUBTOTAL $ 775,048 $ 836,295 $ 787,177 $ 800,250 TOTAL EXPENSES $ 790,288 $ 853,295 $ 604,177 $ 817,250 CA AL EXPENDITURES LIST NO CAPITAL ITEMS City of Allen 200 FY2016 Budget II EXPENDITURE SUMMARY 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations 15,000 15,000 17,000 17,000 DEPARTMENT TOTAL $ 15,000 $ 15,000 $ 17,000 $ 17,000 OPERATIONS Administrative Expenses Legal Expenses NO CAPITAL ITEMS Cly of Allen 15,000 15,000 15,000 15,000 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET NO CAPITAL ITEMS Cly of Allen 15,000 15,000 15,000 15,000 - 2,000 2,000 SUBTOTAL $ 15,000 $ 15,000 $ 17,000 $ 17,000 TOTAL EXPENSES $ 15,000 $ 15,000 $ 17,000 $ 17,000 201 FY2016 Budget w CITY OF ALLEN City of Allen 202 FY2016 Budget I 1 II Non -Operating Revenues Interest CITY OF ALLEN 48,602 42,200 WATER AND SEWER FUND 47,400 47,40D REVENUE AND EXPENSE SUMMARY 783,375 FISCAL YEAR 2015 - 2016 788,249 2013-2014 2014-2015 2014-2015 2015-2016 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues $ 833,765 TOTAL REVENUES Water Sales 15,475,216 17,500,000 18,500,000 21,000,000 Sewer Charges 12,716,711 13,500,000 13,500,000 14,200,000 Connections 122,002 70,000 120,000 75,000 Service Charges 566,323 600,953 572,516 585,953 Miscellaneous 848,375 218,000 306,750 253,000 TOTAL OPERATING REVENUES $ 29,728,627 $ 31,886,953 $ 32,999,266 $ 36,113,953 Non -Operating Revenues Interest 48,602 42,200 47,400 47,40D Operating Transfer In 783,375 788,249 788,249 786,365 TOTAL NON-OPERATING REVENUES $ 831,977 $ 830,449 $ 835,649 $ 833,765 TOTAL REVENUES $ 1,647,441 $ 1,505,101 $ 11505,101 $ 1,166,747 $ 30,560,604 $ 32,719,402 $ 33,834,915 $ 36,947,738 $ 32,246,365 $ 33,802,684 $ 33,586,167 $ 36,659,912 2013-2014 2014-2015 2014-2015 2015-2016 EXPENSES ACTUAL BUDGET AMENDEDUB DGET General Government Utility Collections 913,155 1,040,586 963,085 1,016,559 TOTAL GENERAL GOV. $ 913,155 $ 1,040,SB6 $ 963,085 $ 1,016,559 Public Works Water& Sewer Operating Expenses 27,815,769 31,036,997 30,747,981 32,491,606 Capital Improvement Projects 1,870,000 220,000 370,000 1,995,000 TOTAL PUBLIC WORKS $ 29,685,769 $ 31,256,997 $ 31,117,981 $ 34,486,606 Debt Service $ 1,647,441 $ 1,505,101 $ 11505,101 $ 1,166,747 TOTAL EXPENSES $ 32,246,365 $ 33,802,684 $ 33,586,167 $ 36,659,912 FUND BALANCE PROJECTIONS PROJECTED WORKING CAPITAL 30/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED WORKING CAPITAL 9/30 City of Allen 203 $ 11,302,817 $ 11,551,565 33,834,915 36,947,718 (33,586,167) (36,669,912( $ 11,551,565 $ 11,829,371 FY2016 Budget I WATER & SEWER FUND REVENUES FY 2016 Iis I i ransrerin 2.2% WATER & SEWER FUND EXPENSES BY FUNCTION FY 2016 vges Service .2% Ilections l% City of Allen 204 FY2016 Budget CITY OF ALLEN WATER AND SEWE0. FUND REVENUE DETAIL FISCAL YEAR 2015 - 2016 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET OoeratinR Revenues Water Sales 15,475,216 17,500,000 18,500,000 21,000,000 Sewer Charges 12,716,711 13,500,000 13,500,000 14,200,000 Convenience Fee -Internet 79,510 84,000 84,000 84,000 Industrial Pretreatment 32,542 44,453 31,016 44,453 Connections 122,002 70,000 120,000 75,000 Re -Connect Fees 56,001 55,000 55,000 55,000 Penalties 396,570 415,000 400,000 400,000 Sewer Clean Outs 1,700 2,500 2,500 2,500 Miscellaneous 39,389 28,000 28,000 28,000 Other Reimbursements 681,616 150,000 158,750 150,000 Inspection Fees 127,370 40,000 120,000 75,000 TOTAL OPERATING REVENUES $ 29,728,627 $ 31,898,953 $ 32,999,266 $ 36,113,953 Non-Ooeratina Revenues Interest on Investments 48,054 42,200 47,400 47,400 Interest -I&5 Reserve Fund 548 - - - Operating Transfer ln 783,375 788,249 788,249 786,365 TOTAL NON-OPERATING REVENUES $ 831,977 $ 830,449 $ 835,649 $ 833,765 ' TOTALREVENUE $ 30,560,604 $ 32,719,402 $ 33,834,915 $ 36,947,718 WATER & SEWER FUND REVENUES FY 2016 2.2% City of Allen 205 FY2016 Budget II WATER & SEWER FUND Expenses By Classification City of Allen 206 FY2016 Budget CITY OF ALLEN WATER ® SEWER FUND EXPENSES BY CLASSIFICATION AS A PERCENT OF TOTAL BUDGET FISCAL YEAR 2015 - 2016 2014-2015 2013-2014 %OF REVISED %OF 2015-2016 %OF CLASSIFICATION AC UAL ACTUAL BUDGET BUDGET BUDGET BUDGET Personnel Services $ 4,335,248 13.5% $ 4,471,032 13.3% $ 4,777,947 13.1% Operations $ 25,794,142 80.0% $ 27,026,521 80.5% $ 29,867,718 81.3% Debt Service Payments $ 1,647,441 5.1% $ 1,505,101 4.5% $ 1,166,747 3.2% Capital $ 469,534 1.5% $ 583,513 1.7% $ 857,500 2.4% TOTAL $ 32,246,365 $ 33,586,167 $ 36,669,912 WATER & SEWER FUND Expenses By Classification City of Allen 206 FY2016 Budget City of Allen 207 FY2016 Budget WATER AND SEWER DIVISIONS WATER AND SEWER 200-6500 UTILITY BILLING 200-7000 ohecror Ufl rmtl Manager AssiMam okaeor '5� U51dY BM, SupervisorAcruinho"WoMo Adminho"WeAeo rd i Cu mer Service Rap Sr Customer SaMce Wabr ConservaSon Meneper Sup«ntendem 5 Rep 1 1 Custdm«So Ed.. Speoand 1 .5 1 Sewn F«emen WM«Foreman vuaMawaW Foreman Lead«Crew S Leader 7�1 Crew Leader 5 � Malnhnanca Malydananca WOAer S v0aker Mehr Se apes Tec 5 B Mamammm Worker d Equi�mwm Operebr 1 MaiMenenw Worker 1 -Half of position funded out of Community Development. City of Allen 207 FY2016 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. I 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 10.2% for CY 2014. • Underwent initial EPA Waste Water System Inspection. Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit • Continued ongoing sewer system efforts to reduce sewer system inflow, and infiltration (181). • Filed seventh annual report for the Sanitary Sewer Overflow (SSO) Outreach Initiative through the Texas Commission on Environmental Quality (TCEQ) with no overflows in period. Goal S. 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 6° year of commercial irrigation inspection program and reported results to council. • Continued 5'" year of the residential irrigation system inspection program. ' Continued the water conservation Block Leader Program with 32 leaders who adopted over 1000 homes. • Implemented response changes to drought stages by continuing the water conservation hotline. Implemented the City's 2014-2019 Water Conservation and Drought Plan Ordinance. Strategy 2. Improve water and sewer Infrastructure • Assisted Engineering with installation of water and sewer replacement In Whys-Lynge subdivision completed late 2014. Obiectives for IFY 2016: Goal 2. Cultivate rational 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 National Pollution Discharge Elimination System (NPDES) rules; control and lessen sewer inflows and infiltration (181) and continue the Sanitary Sewer Overflow (SSO) Outreach Initiative in coordination with the Texas Commission on Environmental Quality (TCEQ). • Proactively address EPA's findings and work to develop regional plans with NTMWD and member Cities. 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 12%. • Continue Commercial and Residential Irrigation inspection programs. • Continue Block Leader Program. Strategy 2. Improve water and sewer Infrastructure • Anticipate future growth by planning water and sewer system infrastructure construction and ' modernization; minimize maintenance service shortfalls or interruptions. • Continue 10% meter replacement program utilizing touch -read meter reading capability. • Identify and eliminate cross connections within the water system. • Continue to work with the Engineering Department to manage the use of water and sewer replacement and repair funds in the Capital Improvement Program. City of Allen 208 FY2016 Budget L I JNNEL SUMMF PERSONNEL SUMMARY 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 3,963,871 4,148,651 4,084,354 4,351,057 Operations 17,994,165 20,850,712 20,439,281 22,638,215 Supplies 103,447 127,370 161,899 86,468 Maintenance 350,082 298,500 425,250 382,605 Professional Services 95,780 105,011 105,011 72,000 Miscellaneous 160,855 187,095 200,095 262,808 Transfers Out 6,548,035 4,968,578 5,118,578 5,835,953 Capital 469,534 571,080 583,513 857,500 DEPARTMENT TOTAL $ 29,685,769 $ 31,256,997 $ _31,117,981 $ 34,486,606 JNNEL SUMMF PERSONNEL SUMMARY 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET FULLTIME Superintendent 1 1 1 1 Foreman 3 3 3 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 15 Civil Engineer' 1 1 1 1 ROW Utility Coordinator' 1 1 1 1 Construction Inspector' 1 1 1 1 Equipment Operator 10 10 10 30 Code Enforcement Officer-- 1 1 1 1 Meter Services Technician 7 8 8 8 Maintenance Worker 13 13 13 13 TOTAL FULL TIME 60 61 61 62 'These positions are under supervision of the Engineering Dept. "Halfof this position is funded by the Solid Waste fund. PART TIME Customer Service Representative 0.5 0.5 0.5 0.5 TOTALPART-TIME 0.5 0.5 0.5 0.5 TOTAL FULL -TIME -EQUIVALENT 60.50 61.50 61.50 62.50 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 2,421,054 2,559,926 2,495,843 2,685,259 Longevity 26,608 27,684 26,756 28,502 Overtime 265,323 240,000 240,000 245,000 City of Allen 209 FY2016 Budget EXPENSE DETAIL 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET FICA 192,268 180,240 186,099 182,960 TMRS 378,016 362,266 375,976 376,762 Worker's Compensation 23,348 43,075 25,127 47,776 Health Insurance 606,399 681,478 682,600 729,947 Dental Insurance 42,410 45,352 44,588 46,562 Long-term Disability 3,321 3,620 3,435 3,662 Life Insurance 2,481 2,617 2,626 2,693 Flexible Spending 1,583 1,788 1,746 1,934 Health Savings Account 1,060 605 558 SUBTOTAL $ 3,963,871 $ 4,148,651 $ 4,084,354 $ 4,351,057 OPERATIONS Training & Travel 17,740 17,565 17,565 25,345 Dues & Subscriptions 85,315 90,340 90,340 93,123 Clothing & Uniforms 29,959 38,317 38,317 39,767 Electricity 508,420 677,250 667,250 677,250 Natural Gas 3,608 4,000 4,000 4,050 Telephone 6,000 6,000 6,000 6,100 Water 10,956 18,360 18,360 18,700 Insurance 43,627 43,800 43,800 45,406 Postage & Freight 13,591 24,225 24,225 24,700 Printing & Reproduction 14,641 25,000 25,000 25,000 Advertising 414 1,900 1,900 2,000 Rentals 4,330 1,500 1,500 1,600 Fuel 140,521 138,000 105,000 138,000 NTMWD-Upper E. Fork 2,032,515 2,668,589 2,467,677 2,820,085 NTMWD-Regional Treatment 3,589,303 4,373,744 4,212,575 4,615,958 Water District -Water 11,240,959 12,383,088 12,383,088 13,765,666 NTMWD Pretreatment 32,648 44,453 38,103 53,340 Vehicle& Equipment Replacement 219,618 294,581 294,581 282,125 SUBTOTAL $ 17,994,165 $ 10,850,712 $ 20,439,281 $ 22,638,215 SUPPLIES General Supplies 5,659 7,250 7,250 7,400 Mechanical Supplies 54,325 76,500 76,500 - Janitorial Supplies 7,163 4,500 4,500 4,590 Medical & Chemical Supply 355 4,000 4,000 4,080 Chlorine Gas 48 4,000 4,000 4,080 Small Tools& Minor Equipment 35,897 31,120 65,649 66,318 SUBTOTAL $ 103,447 $ 127,370 $ 161,899 $ 86,468 MAINTENANCE Building Maintenance 38,702 50,000 58,750 52,000 Vehicle Maintenance 58,949 41,750 41,750 42,580 Equipment Maintenance 31,727 38,750 38,750 42,525 Radio Maintenance 1,510 3,000 3,000 - Meter Maintenance 22,990 25,000 25,000 25,500 Water System Maintenance 130,143 70,000 120,000 110,000 Sewer System Maintenance 66,061 70,000 138,000 110,000 SUBTOTAL $ 350,082 $ 298,500 $ 425,250 $ 382,605 City of Allen 210 FY2016 Budget I CAPITAL OUTLAY Vehicles 22,985 20,500 20,500 97,500 Mains & Connections - 120,000 120,000 120,000 EXPENSE DETAIL 385,172 E 400,000 500,000 Machinery & Equipment 61,377 30,580 43,013 2013-2014 SUBTOTAL $ 2014-2015 571,080 $ 2014-2015 857,500 2015-2016 ACTUAL BUDGET AMENDED BUDGET PROFESSIONAL SERVICES Professional Services -T- 95,780 105,011 105,011 72,000 SUBTOTAL 95,780 $ 105,011 $ 105,011 $ 72,000 MISCELLANEOUS Bad Debt Expense 29,797 50,000 50,000 50,000 Post -Employment Funding Expense 19,264 19,345 19,345 19,345 Release of Claims 1,000 - - - Contract Mowing 28,492 32,000 32,000 92,713 Rebates 82,302 85,750 98,750 100,750 SUBTOTAL $ 160,855 $ 187,095 $ 200,095 $ 262,808 TRANSFERS OUT Operating Transfer Out 4,678,035 4,748,578 4,748,578 3,940,953 Capital Projects Transfer Out 1,870,000 220,000 370,000 1,995,000 SUBTOTAL $ 6,548,035 $ 4,968,578 $ 5,118,578 $ 5,835,953 CAPITAL OUTLAY Vehicles 22,985 20,500 20,500 97,500 Mains & Connections - 120,000 120,000 120,000 Meters 385,172 400,000 400,000 500,000 Machinery & Equipment 61,377 30,580 43,013 140,000 SUBTOTAL $ 469,534 $ 571,080 $ 583,513 $ 857,500 DEPARTMENT TOTALS $ 29,685,769 $ 31,256,997 $ 31,117,981 $ 34,486,606 2015-2016 VEHICLES BUDGET F150 Regular Cab 27,500 1/2 10 Yard Concrete Mixer Truck (Split with Drainage( 70,000 SUBTOTAL $ 97,500 MAINS & CONNECTIONS Mains & Connections SUBTOTAL METERS Meters SUBTOTAL MACHINERY & EQUIPMENT Replace Vac Trailer Self Propelled Walk Behind Concrete Saw 60 kW Portable Generator SUBTOTAL City of Allen TOTAL CAPITAL 211 120,000 $ 120,000 500,000 $ 500,800 46,000 23,000 71,000 S 140,000 $ 857,500 FY2016 Budget I 1 TRANSFERS OUT DETAIL 2014-2015 2015-2016 Operating Transfers Out, AMENDED BUDGET General Fund 4,704,594 3,800,857 Risk Management Fund -Administrative costs 43,984 40,096 TOTAL 4,748,578 3,840,953 2014-2015 2015-2016 Capital Projects Transfers Out, AMENDED BUDGET Water tine Replacement 450,000 1,100,000 Sewer Line Replacement 400,000 500,000 Sewer Lift Station Maintenance 70,000 70,000 Pump Station Maintenance 100,000 125,000 Unprogrammed 200,000 200,000 Cottonwood Creek Project (DR1401) 150,000 - AEDC Contribution (1,000,000) TOTAL $ 370,000 1,995,000 City of Allen 212 FY2016 Budget I Water toss Water loss is the difference between Percentage of Water Loss the volume of water purchased 13% from NTMWD and the volume of 12% water sold to customers. The tt tX numbers do not subtract water loss 11% resulting from routine daily 10% 9.5% 9.8% operations (such as firefighting and li 8.9% 8.5% construction water line flushing),9% projects, and service line and main 8% line breaks. The City's water loss 7% goal is based on the NTMWD model 6% water conservation plan and is to FY 12-13 FY 13.14 FY 14.15 FY 15.16 not exceed 12%. The running Est. average of water loss for the three ■FY Average 0Last3YrAwroga prior years is also shown. Due to the billing period 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. Water Conservation In 2004, the H2OME IMPROVEMENT REBATE program began offering rebate incentives for residential water conservation. Rebates up to $125.00 are offered for water efficient washing machines, pressure reducing valves, rain and freeze sensors, low flow toilet, and rain barrels. In 2009, an additional rebate for SMART irrigation technology was added. The chart indicates the total number of rebates processed for each year. City of Allen 213 Rebates Processed 900 680 689 7W 700 600 529 500 400 M MM FY 1243 FY 1344 FY1445 FY 15.16 Est. FY2016 Budget FUND DEPARTMENT ACCOUNT WATER & SEWER UTILITY BILLING DIVISION 200-7000-419 The Utility 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. Accontolishments in FY 1 Goal 6. Maintain operational excellence in City government semim • Completed annual financial audit without any incorrect practices • Maintained and updated annual commercial drainage fees • 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 • Expanded the number of online banking customers using electronic check deposits allowing staff to receive customer payments via the internet and deposit them electronically • Processed an increasing number of online and telephone credit card payments • Worked directly with our check remittance vendor liPayl to allow more online check companies to send electronic customer payments which replaces paper checks, thus increasing the division's efficiency 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 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, which is something we strive to provide each day to each internal and external customer • Worked directly with the Public And Media Relations Office to update our "NetBill" site on the COA websne a r - 1 I Goal 6. Maintain operational excellence in City government service Strategy 1. Utilize technology for optimum performance and customer service • Continue to encourage online and telephone credit card usage, as well as bank drafting payment options • Implementation of the new Tyler Munis utility billing software system, which will allow new methods of innovation and productivity to cross over to our customer base • Create and implement a paperless billing option for customers Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services • Help expand the use of electronic check deposits for other City departments using equipment and software managed by both the City of Allen and the City's depository bank • 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 will increase the division's efficiency • Manage the utility bill "stuffer' 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 program and bank drafting to increase citizen acceptance and participation City of Allen 214 FY2016 Budget City of Allen 215 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION ACTUAL BUDGE AMENDED BUDGET Personnel Services 371,377 470,967 386,678 426,890 Operations 200,227 219,045 219,045 223,552 Supplies 5,644 6,931 6,931 9,131 Maintenance 1,210 780 780 800 Professional Services 334,697 342,863 349,651 356,186 DEPARTMENTTOTAL $ 913,155 $ 1,040,586 $ 963,085 $ 1,016,559 City of Allen 215 FY2016 Budget PERSONNEL = 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGE AMENDED BUDGET FULL TIME Utility Billing/Permit 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 FULLTIME 7.5 7.5 7.5 7.5 "This position is split between Community Development Permits and Water & Sewer -Utility Billing. TOTAL FULL -TIME -EQUIVALENT 7.50 7.50 7.50 7.50 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 248,415 344,619 258,350 285,787 Longevity 2,911 2,787 1,787 2,112 Overtime 2,720 3,000 4,500 4,500 FICA 17,909 17,849 18,707 20,616 TMRS 35,405 36,037 36,961 41,285 Worker's Compensation 249 438 236 547 Health Insurance 57,925 60,214 61,064 66,708 Dental Insurance 5,094 5,259 4,454 4,655 Long-term Disability 349 359 329 358 Life Insurance 260 258 248 262 Flexible Spending 140 147 42 60 SUBTOTAL $ 371,377 $ 470,967 $ 386,678 $ 426,890 OPERATIONS Training & Travel 2,961 2,608 2,608 2,660 Dues& Subscriptions 266 299 299 305 Telephone 2,946 3,005 3,005 3,050 Insurance 3,796 3,560 3,560 3,837 Banking Services 2,674 3,500 3,500 3,500 Postage & Freight 165,027 180,480 180,480 184,090 City of Allen 215 FY2016 Budget I 1 DEPARTMENT TOTALS $ 913,155 $ 1,040,586 $ 963,085 $ 1,016,559 EXPENSE DETAIL - CONTINUED 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET OPERATIONS - CONTINUED Printing & Reproduction 22,449 25,500 25,500 26,010 Advertising 108 93 93 100 SUBTOTAL $ 200,227 $ 219,045 $ 219,045 $ 223,552 SUPPLIES General Supplies 5,316 5,811 5,811 9,131 Small Tools & Minor Equipment 328 1,120 1,120 SUBTOTAL $ 5,644 $ 6,931 $ 6,931 $ 9,131 MAINTENANCE Equipment Maintenance 1,210 780 780 800 SUBTOTAL 7 1,210 $ 780 $ 780 $ No PROFESSIONAL SERVICES Audit Fees 18,953 20,411 20,411 20,411 Professional Services 51,506 57,740 57,740 58,895 Courier Services 2,360 2,580 2,580 2,580 Credit Card Costs 261,878 262,132 268,920 274,300 SUBTOTAL $ 334,697 $ 342,863 $ 349,651 $ 356,186 DEPARTMENT TOTALS $ 913,155 $ 1,040,586 $ 963,085 $ 1,016,559 NO CAPITAL ITEMS City of Allen 216 FY2016 Budget [1 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 FY 08 freed time for our CSR's to handle additional customer workload. Bill Payments 31,000 30,500 30,000 29,500 29,000 28,500 28,000 27,500 FY 12-13 FY 13-14 FY 14-15 FY 14-15 Pr0j. Est. MEMMN of Apm � A unh per Employee Average Percentage of Bill Payments Received on Time City efforts to improve on-time utility bill 1000 92.0% 93.0% 93.0% 930% t7 pOur efforts have allowed us to attain above FY 12-13FY 13-14FY 14-15FY 15.16 a 90% on time payment record. Starting FY proj. Eat 14-15 electronic payments consist of 69% of all payments made for utility bills. This number is expected to increase for FY 15-16 to 71%. These payments include bank drafting, on-line credit and payments via NetBill and electronic payment transfers from payment processing providers i.e. CheckFee. payments included increasing customers' 900% time allowed to pay their accounts, promotion of on-line and telephone credit 80.0% card payments along with continual 70.0% advertising of bank drafting. The City also 60.0% allows establishment of payment lans 500% 5,200 5,100 5,000 4,900 4,800 4,700 4,600 City of Allen 217 FY2016 Budget L L I City of Allen CITY OF 218 ALLEN FY2016 Budget CITY OF ALLEN SOLID WASTE FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2015-2016 TOTAL REVENUES $ 6,363,951 $ 6,347,433 $ 6,522,752 $ 6,639,540 2013-2014 2014-2015 2014-2015 2015-2016 EXPENSES ACTUAL BUDGET AMENDED BUDGET Public Works 2013-2014 2014-2015 2014-2015 2015-2016 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues 264,315 400,000 900,000 500,000 Garbage Fees 5,009,878 5,058,707 5,100,000 5,159,440 Recycling Revenues 12,948 12,826 14,000 15,000 Commercial Garbage Fees 991,467 925,000 1,049,652 1,100,000 Recycling Materials 52,454 53,000 53,000 53,000 Recycle Bin Revenue 837 600 1,500 1,500 Household Hazardous Waste 181,603 183,000 185,000 190,000 Composting Revenue 60,542 57,000 57,000 58,000 Miscellaneous 42,380 47,00047000 47000 TOTAL OPERATING REVENUES $ 6,352,109 $ 6,337,133 $ 6,507,152 $ 6,623,940 Non -Operating Revenues Interest -5- 11,842 10,300 15,600 15,600 TOTAL NON-OPERATING REVENUES 11,842 $ 10,300 $ 15,600 $ 15,600 TOTAL REVENUES $ 6,363,951 $ 6,347,433 $ 6,522,752 $ 6,639,540 2013-2014 2014-2015 2014-2015 2015-2016 EXPENSES ACTUAL BUDGET AMENDED BUDGET Public Works Solid Waste 5,822,971 6,180,657 6,139,417 6,625,021 Capital Improvement Projects 264,315 400,000 900,000 500,000 TOTAL EXPENSES $ 6,087,286 $ 6,580657 $ 7,039,417 $ 7,125,021 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 3,618,451 $ 3,101,786 6,522,752 6,639,540 (7,039,417( (7,125,021( $ 3,101,786 $ 2,616,305 134 City of Allen 219 FY2016 Budget U SOLID WASTE DIVISION 205-0000 Director Waste Services Manager 1 Customer Service Rep HHW Maintenance 1 Worker EducationSpecialist 3 City of Allen 220 FY2016 Budget 'SOLID WASTE WASTE SERVICES _— g 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 Citys franchised waste disposal vendor (Community Waste Disposal or CWD), and the City's litter collection contract for parks, greenbelts, and along US 75. The fund also supports employees who manage solid waste customer service, educate citizens and youth through environmental programs, run education and collection programs for HHW and the Chemical Reuse Center (CRC) in coordination with the Plano Reuse Center, and provide support staff tothe Keep Allen Beautiful Board (KAB). Accomplishments in FY 2015: Goal 2.Cultivate regi al alliances and partnerships with agencies d movernmental units that affibift Allen • Continued working with Allen Event Center staff to enhance recycling at the Allen Event Center • Continued to provide HHW services to residents through partnership with the City of Plano - payments to Plano = $59,060 • Expanded the hours of the CRC at the Municipal Service Center for Allen and Plano residents to obtain and reuse free chemicals from the HHW program • Continued the contracts for solid waste collection and recycling services of $2,455,000 with CWD and $2,134,287 with NTMWD Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities • Awarded a NCTCOG stop illegal dumping (SID) grant to facilitate community cleanups Strategy S. Work with partners to protect and conserve natural resources ' Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit Met education related standards for state mandated TPDES program through special events and public education Goal 4. Sianify. 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 -$275,000 • Assisted KAB in the successful execution of key events: Allen Recycles Day, Earthfest 2015, Great American Cleanup, National Planting Day and the Educator Expo • Assisted KAB in preparing four competitive nominations through Keep Texas Beautiful (KTB) which resulted in three winning applications. The KAB program was presented the KTB Gold Award, and Sustained Excellence Award as well as receiving the Keep America Beautiful President's Circle Award • Received three state and regional awards from NTCRA/GDFWRA and Texas PTA • KAB provided $8,269 in support of youth education and projects and established a scholarship through the Foundation for Allen Schools, as well as awarded 17 Waste Works Awards jointly with CWD to support AISD environmental education in schools r 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 • Continued to meet the need for environmental education and outreach programs • Brought Allen youth forward for Council recognition through the Reuse -a -Shoe, Arbor Day Poster, and the Recycled Art Contests • Continued to meet the public expectation of quality environmental services in the fields of HHW, waste, and recycling City of Allen 221 FY2016 Budget Obliectives for FY t• ' Goa.2. Cultivate regional alliances and partnerships with agencies d rnmental its that affect Allen Use grant funds and enterprise fund money to promote effective environmental management programs • Continue to provide HHW services to residents through partnership with the City of Plano; anticipated HHW payments to Plano = $60,080 • Continue the CWD contract for solid waste collection and recycling services with anticipated costs of $2,582,688 and $2,284,671 for the NTM W D contract Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWO, and other agencies and entities • Prepare competitive solid waste grant requests for future grant cycles Strategy S. Work with partners to protect and conserve natural resources Objective 3. Administer the Texas Patti Discharge Elimination System (TPDES) Permit • Continue to assist in meeting education related standards for state mandated TPOES program Goal 4. Signify, enhance and communicate Allen's Identity to the d the nation Strategy 6. Signify the City of Allen through beautification efforts • Continue to fund the litter collection contract managed by Parks & Recreation - $275,000 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 to meet the need for environmental education and outreach programs • Continue to bring Allen youth forward for Council recognition • Continue to meet the public expectation of quality environmental services; HHW, waste, and recycling • Work with the Keep Allen Beautiful Board to successfully reach its goals • Continue work as part of a committee to develop options for use of the KTB Governor's Community Achievement Award funds for an entrance monument to the City after the US 75 expansion is completed City of Allen 222 FY2016 Budget I TOTAL FULL -TIME -EQUIVALENT EXPENSE SUMMARY 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET 2013-2014 2014-2015 2014-2015 2015-2016 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Education Specialist 2 2 2 Personnel Services $ 475,571 $ 486,394 $ 481,490 $ 559,318 Operations 51,023 69,456 74,406 71,758 Supplies 7,438 6,175 6,175 6,305 Maintenance 1,903 2,155 2,905 2,750 Professional Services 4,749,689 5,069,568 5,028,287 5,287,921 Miscellaneous 92,299 102,383 102,393 103,993 Capital - 7,000 6,245 150,000 Transfers Out 709,363 837,526 1,337,526 942,976 DEPARTMENT TOTAL $ 6,087,286 $ 6,580,657 $ 7,039A.. 7,125,021 483 PERSONNEL 333 334 337 358 TOTAL FULL -TIME -EQUIVALENT 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET FULLTIME 2013-2014 2014-2015 2014-2015 2015-2016 Waste Services Manager 1 1 1 1 Education Specialist 2 2 2 2 HHW Maintenance Worker 2 2 2 3 Customer Service Representative 1 1 1 1 TOTAL FULLTIME 6 6 6 7 PART-TIME 25,371 25,061 25,021 26,416 HHW Maintenance Worker 0.5 0.5 0.5 0.0 TOTAL PARTTIME 0.5 0.5 0.5 0.0 TOTAL FULL -TIME -EQUIVALENT 6.50 6.50 6.50 7.00 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 331,882 341,854 337,696 402,662 Longevity 3,140 3,260 3,544 3,416 Overtime 12,622 9,200 9,200 9,384 FICA 25,371 25,061 25,021 26,416 TMRS 48,570 48,316 48,680 52,080 Worker's Compensation 1,920 4,151 2,342 4,760 Health Insurance 45,427 48,360 49,009 54,899 Dental Insurance 4,597 4,597 4,415 4,652 Long-term Disability 443 456 442 483 Life Insurance 333 334 337 358 Flexible Spending 206 200 195 208 Health Savings Account 1,060 605 609 - SUBTTITAL $ 475,571 $ 486,394 $ 481,490 $ 559,318 City of Allen 223 FY2016 Budget I MAINTENANCE Vehicle Maintenance EXPENSE F -CONTINUED 1,750 2,500 2,300 Equipment Maintenance 2013-2014 2014-2015 2014-2015 2015-2016 Radio Maintenance ACTUAL BUDGET AMENDED BUDGET OPERATIONS 1,903 $ 21155 $ 21905 $ 2,750 Training & Travel 3,240 5,780 10,380 8,145 Dues & Subscriptions 1,044 1,161 1,161 1,400 Clothing & Uniforms 1,158 1,275 1,625 1,650 Insurance 4,633 4,706 4,706 4,799 Postage & Freight 1,586 10,500 10,500 10,750 Printing & Reproduction 8,197 13,575 13,575 13,850 Gasoline 8,104 8,325 8,325 8,500 Vehicle & Equipment Replacement 23,061 24,134 24,134 22,664 SUBTOTAL $ 51,023 $ 69,456 $ 74,405 $ 71,758 515 P - - General Supplies 1,707 2,750 2,750 2,805 Medical & Chemical Supply 219 1,225 1,225 1,250 Small Tools& Minor Equipment 5,512 2,200 2,200 2,250 SUBTOTAL $ 7,438 $ 6,175 $ 6,175 $ 6,305 MAINTENANCE Vehicle Maintenance 1,903 1,750 2,500 2,300 Equipment Maintenance - 230 230 450 Radio Maintenance 1,751 175 175 SUBTOTAL $ 1,903 $ 21155 $ 21905 $ 2,750 PROFESSIONAL SERVICES 1,500 1,500 Professional Services 409,052 291,000 291,000 - Sanitation Services 2,414,814 2,445,998 2,455,000 2,990,000 Recycling 13,027 13,000 13,000 13,250 Solid Waste-NTMWD 1,791,191 2,184,570 2,134,287 2,284,671 Composting Expenses 121,605 135,000 135,000 102,383 SUBTOTAL $ 4,749,689 $ 5,069,568 $ 5,028,287 $ 5,287,921 MISCELLANEOUS Bad Debt Expense 10,255 10,500 10,500 10,500 Post -Employment Funding Expense 1,751 1,863 1,863 1,863 Illegal Dumping - 1,500 1,500 1,500 Household Hazardous Waste 54,327 59,060 59,060 60,080 Beautification 25,966 29,460 29,460 30,050 SUBTOTAL $ 92,299 $ 102,383 $ 102,383 $ 103,993 CAPITAL OUTLAY Vehicles - - - 150,000 Machinery & Equipment 7,000 6,245 SUBTOTAL $ - $ 7,000 $ 6,245 $ 150,000 TRANSFERS OUT Operating Transfer Out 445,048 437,526 437,526 442,976 Capital Projects Transfer Out 264,315 400,000 900,000 500,000 SUBTOTAL $ 709,363 $ 837,526 $ 1,337,526 $ 942,976 City of Allen TOTAL EXPENSES $ 6,087,286 $ 6,580,657 $ 7,039,417 $ 7,125,021 224 FY2016 Budget I 1 CAPITAL EXPENSE LIST 2014-2015 2015-2016 VEHICLES AMENDED BUDGET Grapple Truck 150,000 S $ 150,000 MACHINERY AND EQUIPMENT 14 Foot Dump Trailer 6,245 $ 6,245 $ TRANSFERS OUT OPERATING TRANSFERS OUT Risk Management Administrative Costs 4,235 3,777 General Fund 142,117 150,121 Water & Sewer Fund 38,249 36,365 Debt Service 250,000 250,000 General Fund PC Lease 1,435 1,435 Service Center Cost Allocation 1,490 1,278 TOTAL $ 437,526 $ 442,976 CAPITAL PROIECrS TRANSFERS OUT Alley Repairs 900,000 500,000 TOTAL $ 900,000 $ 500,000 City of Allen 225 FY2016 Budget I The City of Allen measures [he impact 25,000 70 .pof its recycling programs by tracking 20'00016,310 16,50165 0 the pounds of materials diverted, a 15,000 R E 9,400 including co -mingled recyclables and o n 60 r yard waste. Recycling extends the life 1.-10,000 ii of the landfill while allowing 5,000 .2 w 55 g' resources (glass, paper, plastics, and ' c metals) to be recovered for reuse or 0 50 was included on the water utility bill to . 2013 2014 2015 Es[2016 re -manufacturing. The City continues p. Proj to gain recognition for its innovative C and progressive recycling and 111100i Recyclable Trash Diverted diversion efforts, including national, Pounds Per Houshold/month state and regional awards. City provided commercial cardboard recycling diverts 2,462 tons per year. Multi -family complex (apartment) and Allen ISD divert 567 tons of single -stream recycling per year. Single -stream residential recycling in 95 -gallon carts diverts 9,921 tons of materials from the landfill. The NTMWD composting program converts yard trimmings into soil amendments, saving landfill space through diversion of 7,595 tons. Public Education efforts in 2014 reached 2,347 adults and 5,042 youth through 49 hands-on environmental programs. Trash Collection Complaints Customer Complaints per 1000 Service Opportunities The Solid Waste Division contracts with Community 0.80 Waste Disposal (CWD) for garbage and recycling 060 0.58 collection and provides oversight to their operations. 040 0.30 0.32 CWD's contract renewed June 1, 2013. CWD is 020 _ contractually obligated to achieve <3.1 service o.00 inquiries per 1000 service opportunities. In 2014, 2013 2014 2015 Est 2016 CWD performed 4,106,108 service opportunities. proj Household Hazardous Waste Collection N 9,600 In FY 2002, funding for the residential R E 9,400 HHW program was approved by City 9,200 Council. The program began in February ii 2002 through a grant from NCTCOG and .2 w 9,000 continued without cost to residents ' 8,800 through FY 2003. In FY 04, a $0.50 fee 8,600 was included on the water utility bill to 49 8,400 support the HHW program. In lune C 2008, a fee increase to $0.57 per month o° was approved to overcome the rising costs of non -reusable HHW collection City of Allen 226 2013 2014 2015 Est 2016 Proj. eomi Pounds of Reuseable Chemicals —0—Curbside Participants 9 I: N 2,500 `m 2,000 2 Ll 1,500 i m 1,000 v 500 3 U FY2016 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 2015, 114,006 pounds of reusable chemicals have been collected and redistributed to residents of Allen and Plano. In 2012, the Allen Municipal Service Center's Chemical Reuse Center (ACRC) was opened under the TCEQ permit for the City of Plano as a satellite station to their Chemical Reuse Center. To date, 3,231 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 2013, 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. City of Allen 227 FY2016 Budget r. CITY OF ALLEN City of Allen 228 FY2016 Budget CITY OF ALLEN ' DRAINAGE FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2015. 2016 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET Ooeratinz Revenues Inspection Fees 53,214 1,644,512 20,000 11584,925 35,000 40,000 Drainage Fees 1,325,448 1,377,000 1,377,000 PROJECTED WORKING CAPITAL 10/1 1,400,000 TOTAL OPERATING REVENUES $ 1,378,662 $ 1,397,000 $ 1,412,000 $ 1,440,000 Non-0oeratina Revenues (1,644,512) (1,584,925) PROJECTED WORKING CAPITAL 9/30 Interest 2,744 $ 2,300 $ 3,600 3,600 Other Reimbursements 2,868 1,500 1,798 1,500 TOTAL NON-OPERATING REVENUES $ 5,612 $ 3,800 $ 5,398 $ 5,100 TOTALREVENUES $ 1,384,274 $ 1,400,800 $ 1,417,398 $ 1,445,100 EXPENSES Public Works: 'Drainage Operating Expenses Capital Improvement Projects TOTAL PUBLIC WORKS 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET 1,420,742 1,559,557 1,544,512 1,584,925 - 100,000 100,000 $ 1,420,742 $ 1,659,557 $ 1,644,512 $ 1,584,925 TOTAL EXPENSES $ 1,420,742 $ 1,659,557 $ 1,644,512 $ 11584,925 FUND BALANCE PROJECTIONS PROJECTED WORKING CAPITAL 10/1 $ 817,789 $ 590,675 TOTAL PROJECTED REVENUES 1,417,398 1,445,100 TOTAL PROJECTED EXPENSES (1,644,512) (1,584,925) PROJECTED WORKING CAPITAL 9/30 $ 590,675 $ 450,850 DAYS OPERATIONAL EXPENSES IN RESERVE Fund Balance Required: 90 to 120 days operational expenses 104 City of Allen 229 FY2016 Budget City of Allen DRAINAGE DIVISION 210-0000 Director Assistant Director Foreman StreetWDminage Drainege'nspeclor Grew Leader Maintenance I I Equiianant Operator Wo ker 2 i 230 Maintenance Weaker 3 FV2016 Budget r 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. Accomplishments1 Goal 2. Cultivate regional alliances and Partnerships ith agencies d 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 • No homes or businesses were flooded during May 2015, the month of the greatest rainfall in recent years • 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 8th yeartasks in the City's TPDES permit • Continued the 6th 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 and added maintenance position to help accomplish these tasks • Worked with Engineering to continue to meet TPDES Permit requirements Objectives for 1Y 2016: 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 Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit • Inspect and clear all storm sewer inlets after major storm events • Implement 9th 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 ensu re the drainage system is clear of debris: o Drainage Maintenance -$102,000 o Contract mowing of greenbelts -$85,000 o Contract street sweeping -$140,000 • Continue funding for Phase II NPDES professional services contract -$21,000 • Continue funding NPOES Storm Water Management Best Practices Manual fromCOG-$9,500 • Share of COG Storm Water Management Program - $5,400 • Continue to rapidly respond to citizens calls and concerns related to drainage and storm water City of Allen 231 FY2016 Budget DRAINAGE DRAINAGE 210-0000-434 EXPENSE SUMMARY 2013-2014 2013-2014 2014-2015 2014-2015 2015-2016 BUDGET ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 380,948 Crew Leader 1 1 1 Personnel Services 476,074 492,704 499,159 580,672 Operations 66,235 85,457 83,457 115,486 Supplies 34,835 27,525 32,525 45,366 Maintenance 219,477 255,900 229,400 269,900 Professional Services 43,754 76,900 76,900 58,200 Miscellaneous 82,102 91,293 91,293 91,293 Capital 16,564 23,500 25,500 81,500 Transfers Out 481,701 606,278 606,278 342,508 DEPARTMENTTOTAL $ 1,420,742 $ 1,659,557 $ 1,644,512 $ 1,584,925 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET FULL TIME 304,288 303,816 380,948 Crew Leader 1 1 1 1 Drainage Inspector 1 1 1 1 Inspector1 1 1 1 'Construction Equipment Operator 1 1 1 2 Maintenance Worker 4 4 4 4 TOTAL FULL TIME 8 8 g 9 • This position is under the supervision of En9ineermg. 5,477 6,134 6,206 TOTAL FULL -TIME -EQUIVALENT 8 8 8 9 rJIM PERSONNEL SERVICES Salaries Longevity Overtime FICA TMRS Worker's Compensation Head, insurance Dental insurance Long -Term Disability Life Insurance Flexible Spending 'OPERATIONS Training &Travel Oothing & Uniforms Telephone 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET 283,974 304,288 303,816 380,948 3,184 3,520 3,312 3,736 22,533 11,700 18,000 14,000 21,701 21,436 22,222 22,349 43,257 43,093 44,960 45,890 5,386 10,348 6,034 11,731 89,610 92,042 93,755 94,855 5,604 5,477 6,134 6,206 389 394 424 449 294 288 325 329 142 118 177 179 SUBTOTAL $ 476,074 $ 492,704 $ 499,159 $ 580,672 61 1,600 1,600 2,500 3,407 6,590 6,590 7,417 55 100 100 100 City of Allen 232 FY2016 Budget DRAINAGE DRAINAGE 210-0000-434 EXPENSE DETAIL -CONTINUED I City of Allen 233 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET OPERATIONS-CONTINVED 7,135 10,200 Insurance 5,405 5,792 5,792 5,906 Postage & Freight 184 1,500 1,500 1,500 Printing & Reproduction 2,551 1,500 1,500 6,500 Advertising 456 1,500 1,500 1,500 Rentals 2,916 6,000 6,000 7,000 Fuel 16,207 17,000 15,000 20,500 Oil & Lubricants - 500 500 500 Vehicle& Equipment Replacement 34,993 43,375 43,375 62,063 SUBTOTAL $ 66,235 $ 85,457 $ 83,457 $ 115AN SUPPLIES Professional Services General Supplies 366 525 525 525 Medical & Chemical Supply 17,208 15,000 15,000 15,000 Agriculture Supplies - 4,000 2,000 4,100 Small Tools& Minor Equipment 17,2618,000 M15CELLANEOVS 15,000 25,741 SUBTOTAL $ 34,835 $ 27,525 $ 32,525 $ 45,366 I City of Allen 233 FY2016 Budget MAINTENANCE Vehicle Maintenance 7,135 10,200 10,200 11,900 Equipment Maintenance Radio Maintenance 24,703 15,300 400 15,300 400 16,000 Street Sweeping Maintenance 94,771 130,000 103,500 140,000 Drainage System Maintenance 92,868 100,000 100,000 102,000 SUBTOTAL $ 219A77 $ 255,900 $ 229,400 $ 269,900 PROFESSIONAL SERVICES Professional Services 43,754 76,900 76,900 58,200 SUBTOTAL $ 43,754 $ 76,900 $ 76,900 $ 58,200 M15CELLANEOVS Bad Debt Expense 1,489 4,000 4,000 4,000 Post -Employment Funding Expense 2,043 2,293 2,293 2,293 Contract Mowing 78,570 85,000 85,00085,000 SUBTOTAL $ 82,102 $ 91,293 $ 91,293 $ 91,293 CAPITAL OUTLAY Vehicles - - - 70,000 Machinery&Equipment 16,564 23,500 25,500 11500 $ 16,564 $ 23,500 $ 25,500 $ 81,500 TRANSFERS OUT Operating Transfer Out 481,701 506,278 506,278 342,508 Capital Projects Transfer Out 100,000 100,000 SUBTOTAL $ 481,701 $ 606,278 $ 606,278 $ 342,508 TOTAL EXPENSES $ 1,420,742 $ 1,659,557 $ 1,644,512 $ 1,584,925 I City of Allen 233 FY2016 Budget uRAIrvAct DRAINAGE 210-0000-434 CAPITAL EXPENSE LIST TOTAL CAPITAL $ 16,564 $ 23,500 $ 25,500 $ 81,500 OPERATING TRANSFERS OUT 'Risk Management Administrative Costs General Fund Debt Service TOTAL k CAPITAL PROJECTS TRANSFER OUT Street and Alley Related Drainage Projects TOTAL TRANSFERS OUT 777 2014-2015 2015-2016 AMENDED BUDGET 5,213 4,649 251,065 337,859 250,000 $ 506,278 $ 342,508 2014-2015 2015-2016 AMENDED BUDGET 100,000 $ 100,000 $ City of Allen 234 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 VEHICLES ACTUAL BUDGET AMENDED BUDGET 1/2 of Concrete Mixer Truck' - - 70 000 TOTALCAPITAL $ $ $ $ 70,000 'other half funded from Water & Sewer Fund MACHINERY & EQUIPMENT John Deere Gator 10,039 - - - Dump Trailer 6,525 - - - 5.5Cubic Yard Sand Spreader - 13,000 15,000 - SkagMower - 10,500 10,500 - Trailer for Backhoe 11,500 TOTAL CAPITAL $ 16,564 $ 23,500 $ 25,500 $ 11,500 TOTAL CAPITAL $ 16,564 $ 23,500 $ 25,500 $ 81,500 OPERATING TRANSFERS OUT 'Risk Management Administrative Costs General Fund Debt Service TOTAL k CAPITAL PROJECTS TRANSFER OUT Street and Alley Related Drainage Projects TOTAL TRANSFERS OUT 777 2014-2015 2015-2016 AMENDED BUDGET 5,213 4,649 251,065 337,859 250,000 $ 506,278 $ 342,508 2014-2015 2015-2016 AMENDED BUDGET 100,000 $ 100,000 $ City of Allen 234 FY2016 Budget I =WnTI Arterial and collector roads are swept 438 during the year in order to remove debris for aesthetics, safety, and for 436 TPDES permit compliance. These are 434 actual "curb miles" of streets swept. 432 The number of curb miles is larger 430 than the number of street miles in 428 Allen because there are at least two 426 curb miles per mile of road (one curb 424 on each side) and up to four curbs on 422 roads with medians. Arterials are 420 Curb Miles Swept swept twice monthly and collectors 2013 2014 2015 2016 Prof. 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 235 FY2016 Budget L CITY OF ALLEN City of Allen 236 FY2016 Budget I 1 CITY OF ALLEN GOLF COURSE FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2015 - 2016 TOTAL REVENUES $ 2,750,545 $ 3,337,178 $ 3,088,791 $ 3,070,960 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET EXPENSES Personnel Services 2013-2014 2014-2015 2014-2015 2015-2016 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues 113,587 116,578 119,644 126,187 Facility Rentals 5,900 14,400 7,000 11,20D Retail Store 122,841 156,650 123,571 140,989 Concession Sales 380,617 433,800 379,879 418,021 Fees2,028,751 2,405,750 2,027,697 2,270,750 TOTAL OPERATING REVENUES $ 2,538,109 $ 3,010,600 $ 2,538,147 $ 2,340,960 Non -Operating Revenues Interest on Investments - - Reimbursements and Contributions 3,849 - 4,000 4,000 Operating Transfer In 208,587 326,578 546,644 226,000 TOTAL NON-OPERATING REVENUES $ 212,436 $ 326,578 $ 550,644 $ 230,000 TOTAL REVENUES $ 2,750,545 $ 3,337,178 $ 3,088,791 $ 3,070,960 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET EXPENSES Personnel Services 1,295,406 1,501,813 1,364,693 1,577,430 Operations 1,422,610 1,750,235 1,704,952 1,381,739 Depreciation 113,587 116,578 119,644 126,187 TOTAL EXPENSES $ 2,831,603 $ 3,368,626 $ 3,189 299 $ 3,085,356 FUND BALANCE PROJECTIONS PROJECTED WORKING CAPITAL 30/1 $ 114,894 $ 14,396 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED WORKING CAPITAL 9/30 City of Allen 237 3,088,791 3,070,960 (3,189,289) (3,085,356) $ 14,391 $ FY2016 Budget ' GOLF COURSE DIVISION 225.8610 Director A sislala DirMor GOIt SeMce. Manager 1 Adminbpem Aeslalant 1 Meir WordedI Range Mmdant 96 15 1 Irge9m TacarGen 1 II FooNl3eve Su --r l ffl F000Vft. age Spedald 2 FooWeever SVecieHat 9 TemyFm"everage Spmiallat 24 City of Allen 238 FY2016 Budget GM Su,&Wn enl Leatl GOHSmGeIIG 1 Goff Spedalisl 3 WMa�na� Gap Adendanl 2]H Seasonal GOH Atleldenl ]5 Meir WordedI Range Mmdant 96 15 1 Irge9m TacarGen 1 II FooNl3eve Su --r l ffl F000Vft. age Spedald 2 FooWeever SVecieHat 9 TemyFm"everage Spmiallat 24 City of Allen 238 FY2016 Budget 1 Golf Course Golf Course 225-8610-457 1 The Golf Course Fund has been 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 newly re -named Grill 33 received a minor remodel, including the addition of three big -screen LCD TV's, to enhance the guest experience. The Players 9 -hole course and the Futures 6 -hole course opened for play in September 2013. Accomolishments in FY 2015: Goa12. Cultivate I alliances and martnershhos, with altencles, and gonnummental units that affect II Strategy 2. Create recreational partnerships • Hosted several major amateur tournaments including the Texas Golf Association North Amateur, American Junior Golf Association and Northern Texas PGAAssistant's Championship • Hosted the regional Drive, Chip, and Putt competition • Hosted numerous otherjunior tournaments and PGAJunior camps • Completed ourfifth year as a First Tee program affiliate • Joined the American Foot Golf League as a Certified Foot Golf Course Goal 4. Signify, enhance. and communicate All Identity to the region and the do • Recognized bythe Golf Channel as a hostfacilityto the National Drive, Chip, and Putt Competition • Selected as the "Best Practice Facility" in the Metroplex by Avid Golfer Magazine ' Completely redesigned and implemented new website • Partnered with new media outlets to reach additional customers Obiectives for FY 2016: C Goal 2. Cultivate re ' I alliances and Partnerships with agencies and governmentrid units that affect Allen Strategy 2. Create recreational partnerships • Continue discussion with local, Regional and state golf associations to attract high level professional and amateur golf events • Utilize the PGA of America's "Golf 2.0" plan to create instructional opportunities for all customer segments Goal 4. Slangy enhance, d communicate Allen's identity to the region and the tion • 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 • Implement new "Golf for Everyone" advertising campaign • Focus resources on targeted Allen resident communication • Increase database and outreach to women, families and juniors 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 to emphasize staff training in Golf Operations, Course Maintenance, and Food & Beverage Services to ensure product and operational excellence City of Allen 239 FY2016 Budget I 1 City of Allen 240 FY2016 Budget EXPENDITURE SUMMARY 2014-2015 2015-2016 FULLTIME 2013-2014 2014-2015 2014-2015 2015-2016 Golf Services Manager/Head Golf Pro ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 1 1 1 1 Personnel Services 1,295,406 11501,813 1,364,693 1,577,430 Operations 594,610 779,172 753,244 763,784 Supplies 236,150 251,496 286,914 221,941 Maintenance 52,719 69,867 70,098 71,263 Professional Services 539,131 649,700 594,696 324,751 Miscellaneous 113,587 116,578 119,644 126,187 DEPARTMENT TOTAL $ 1AL60111. 6 3.36BbM 4 3leefw c anoe see Administrative Assistant PERSONNEL 1 1 1 City of Allen 240 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 FULLTIME AULIAI BUDGET AMENDED BUDGET Golf Services Manager/Head Golf Pro 1 1 1 1 Golf Specialist - Lead 1 1 1 1 Golf Specialist 2 2 3 3 Superintendent 1 1 1 1 Assistant Superintendent 1 1 1 1 Chemical Technician 1 1 1 1 Irrigation Technician 0 1 1 1 Maintenance Worker 8 8 8 8 Parks Maintenance Technician 1 1 1 1 Administrative Assistant 1 1 1 1 Golf Attendant 0 1 1 1 Food & Beverage Supervisor 1 1 1 1 Lead Food & Beverage Specialist 2 2 2 2 TOTAL FULL TIME 20 22 23 23 PARTTIME Golf Specialist 0.50 0.50 0.00 0,00 GolfAttendant 2.78 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 0.50 0.50 0.00 0.00 Maintenance Worker 4.41 4.41 4.51 4.51 TOTAL PART TIME 10.59 9.69 8.69 8.69 TEMPORARY Maintenance Worker 0.96 0.96 0.96 0.96 Golf Attendant 0.75 0.75 0.75 0.75 Food & Beverage Specialist 0.24 0.24 0.24 0.24 TOTALTEMPORARY 1.95 1.95 1.95 1.95 TOTAL FULL -TIME -EQUIVALENT 33 34 34 34 City of Allen 240 FY2016 Budget I r City of Allen 241 FV2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 467,787 ACTUAL 535,399 BUDGET ' AMENDED 62,004 BUDGET PERSONNEL SERVICES 50,000 Post -Employment Funding Expense 9,340 9,297 9,297 9,297 Salaries 821,240 539,131 $ 989,207 594,696 $ 874,467 1,003,947 Longevity 4,716 5,670 5,272 6,491 Overtime 81,290 54,570 54,570 56,751 FICA 69,252 70,912 65,861 73,656 TMRS 120,485 122,037 119,662 130,606 Worker's Compensation 6,342 14,430 6,358 15,971 Health Insurance 177,262 227,553 221,123 269,660 Dental Insurance 13,196 15,334 15,424 17,955 Long-term Disability 928 1,116 1,050 1,230 Life Insurance 695 807 BOB 925 Flexible Benefit Expense 177 98 238 SUBTOTAL $ 1,295,488 $ 11501,813 $ 1,364,693 $ 1,577,430 OPERATIONS Training & Travel 2,780 7,380 3,040 7,530 Dues & Subscriptions 8,790 9,701 11,435 9,931 Clothing & Uniforms 8,095 18,839 14,091 18,484 Electricity 128,038 120,000 120,000 120,000 Telephone 3,723 6,000 12,600 12,600 Water 67,751 103,850 103,680 107,462 Postage & Freight 126 77 61 77 Printing & Reproduction 799 3,825 3,500 3,975 Advertising 3,000 4,161 4,162 19,245 Rentals and Leasing 1,312 2,400 2,400 2,448 Retail Store 105,466 112,788 112,233 101,510 Concession Expenses 114,569 108,450 92,949 90,381 Fuel 26,998 38,000 25,990 22,884 Lease Expenses 123,163 243,700 247,103 247,257 SUBTOTAL $ 594,610 $ 779,172 $ 753,244 $ 763,784 SUPPLIES General Supplies 11,805 9,315 13,500 13,500 Janitorial Supplies 261 - - - Agriculture Supplies 125,765 102,000 101,964 104,040 Small Tools 8, Minor Equipment 19,209 33,900 54,728 21,850 Liquor Supply Expenses 65,080 75,915 61,660 68,961 Liquor State Tax Expense -T- 14,030 30,366 55,062 13,590 SUBTOTAL 236,150 $ 251,496 $ 286,914 $ 221,941 MAINTENANCE Building Maintenance 19,057 16,931 16,884 17,269 Equipment Maintenance 29,812 29,000 28,828 29,580 Ground Sprinkler System 2,433 6,936 6,913 7,074 Landscape & Forestry 1,417 17,000 17,473 17,340 SUBTOTAL $ 52,719 $ 69,867 $ 70,098 $ 71,263 City of Allen 241 FV2016 Budget PROFESSIONAL SERVICES Professional Services 467,787 590,403 535,399 265,454 ' Credit Card Costs 62,004 50,000 50,000 50,000 Post -Employment Funding Expense 9,340 9,297 9,297 9,297 SUBTOTAL $ 539,131 $ 649,700 $ 594,696 $ 324,751 City of Allen 241 FV2016 Budget 1GOLF COURSE GOLF COURSE 225-8610-457EXPENSE DETAIL - CONTINUED 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET MISCELLANEOUS Depreciation 5 113,587 $ 116,578 $ 119,644 $ 126,187 SUBTOTAL $ 113,587 $ 116,578 $ 119,644 $ 126,187 I TOTALE%PENSES $ 2,831,603 $ 3,368,626 $ 3,189,289 $ 3,065,356 NO CAPS ' City of Allen 242 FY2016 Budget I Rounds Produced & Cost Per Maintained Acre $0,000 Rounds & Cost Per Acre Mo With the January 2013 5500 reopening, additions to the new 45'000 5500 facility include a six hole course g 4500 (Futures course), a short game ` 45.000 S A 4000 practice area, and a larger driving A $ 3500 range tee with 52 hitting stations. 35.000 3000 id These new additions and the A 2500 need to add new specialized 30,000 2555 maintenance equipment 2012 2013 2014 2015Esi 2016 Proj. increased the cost maintained ■Rounds Produced oCost Per Acre per acre but have also generated new revenue opportunities. These improvements also accomplished the goal of providing "Golf for Everyone". Golf rounds generated in FYIS were impacted by two winter snow storms and significant rainfall during the prime months of April and May. With the golf course being closed for renovation during FY32, there was no revenue produced during that year. The was originally scheduled and budgeted to reopen on November 1, 2012; however, due to the turf needing an extended grow -in period, as well as on-going building and grounds improvements, the opening was pushed back. Revenue Per Golfer Revenue per golfer is calculated as the sum of all sales from green fees, cart fees, range balls, merchandise sales, and food and beverage purchases. This measure is projected for a slight decrease in FY16 due to the higher number of non -peak (twilight, senior) rounds compared to rack rate rounds. Overall rounds are expected to increase in FY16 with the continued high level of maintenance delivery Revenue/Sales 585 $ao — 555 E50 E45 $40 $35 $30 2D12 2013 2014 2015 2018 EN. Prq $- $2.23 $269 E2.94 52.85g Renge $- $875 E6. s9.7a 585 & Ben ra Fees $- $38.47 1 544.28 $47 94 t $45.64 of quality food and beverage products, and strong marketing efforts to appeal to golfers of all segments. City of Allen 243 FY2016 Budget 60 CITY OF ALLEN City of Allen 244 FY2016 Budget Operating Revenues CITY OF ALLEN 2014-2015 ASSET FORFEITURE FUND REVENUE AND EXPENDITURE SUMMARY ' FISCAL YEAR 2015 .2016 ACTUAL 2013-2014 2014-2015 2014-2015 2015-2016 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues 2013-2014 2014-2015 2014-2015 2015-2016 EXPENDITURES ACTUAL BUDGET State Forfeiture 7,694 Public Safety 65,000 335,720 65,000 110,785 40,000 Federal Forfeiture -Justice Funds - - 250,000 ' TOTAL PUBLIC SAFETY 250,000 $ 335,720 175,000 TOTAL OPERATING REVENUES $ 7,694 $ 315,000 $ 315,000 $ 215,800 Non -Operating Revenues Interest 383 350 550 550 Auction Revenue 5,429 2,499 TOTAL NON-OPERATING REVENUES $ 5,812 $ 350 $ 3,049 $ 550 TOTALREVENUES $ 13,506 $ 315,350 $ 318,049 $ 215,550 Ir PROJECTED FUND BALANCE 10/1 $ 41,715 $ 218,155 TOTAL PROJECTED REVENUES 318,049 215,550 TOTAL PROJECTED EXPENDITURES (141,609) (110,785) PROJECTED FUND BALANCE 9/30 $ 218,155 $ 322,920 City of Allen 245 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Public Safety 80,027 335,720 141,609 110,785 Capital Outlay 39,784 - - - ' TOTAL PUBLIC SAFETY $ 119,811 $ 335,720 $ 141,609 $ 110,785 TOTAL EXPENSES $ 119,811 $ 335,720 $ 141,809 $ 110,785 Ir PROJECTED FUND BALANCE 10/1 $ 41,715 $ 218,155 TOTAL PROJECTED REVENUES 318,049 215,550 TOTAL PROJECTED EXPENDITURES (141,609) (110,785) PROJECTED FUND BALANCE 9/30 $ 218,155 $ 322,920 City of Allen 245 FY2016 Budget I 1 1 ASSET FORFEITURE DIVISION 508-0000 No Personnel in this Department City of Allen 246 FV2016 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 247 fY2016 Budget I I EXPENDITURE SUMMARY 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Professional Services 80,027 335,720 141,609 110,785 Capital 39,784 DEPARTMENTTOTAL $ 119,811 $ 335,720 $ 141,609 $ 1 `4 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PROFESSIONAL SERVICES State Forfeiture/Seizure Expense 6,565 74,600 22,204 26,939 Federal Forfeiture Exp -Justice 73,462 261,120 119,405 83,846 SUBTOTAL $ 80,027 $ 335,720 $ 141,609 $ 110,785 CAPITAL OUTIAY Machinery & Equipment City of Allen 39,784 SUBTOTAL $ 39,784 $ TOTAL EXPENSES $ 119,811 $ 335,720 $ 141,609 $ 110,785 248 FY2016 Budget I' City of Allen 249 FY2016 Budget CITY OF ALLEN 2013-2014 2014-2015 2014-2015 HOTEL OCCUPANCY TAX FUND EXPENDITURES ACTUAL BUDGET REVENUES AND EXPENDITURES BY FUNCTION AMENDED BUDGET Culture & Recreation FISCAL YEAR 2015 - 2016 2013-2014 2014-2015 Grants 2014-2015 415,570 2015-2016 REVENUES ACTUAL BUDGET 390,570 AMENDED Convention and Visitors Bureau BUDGET Operating Revenues 819,558 905,930 Hotel Occupancy Tax 1,499,512 1,553,429 $ 1,091,720 1,566,689 $ 1,788,243 TOTAL OPERATING REVENUES $ 1,499,512 $ 1,553,429 $ 1,566,689 $ 1,788,243 Non -Operating Revenues FUND BALANCE PROJECTIONS Interest 11,646 10,500 17,000 17,000 TOTAL NON-OPERATING REVENUES $ 11,646 $ 10,500 $ 17,000 $ 17,000 TOTAL REVENUES $ 1,511,158 $ 1,563,929 $ 1,583,689 $ 1,805,243 I' City of Allen 249 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Culture & Recreation Grants 405,577 415,570 417,170 390,570 Convention and Visitors Bureau 686,143 836,570 819,558 905,930 ' TOTAL EXPENDITURES $ 1,091,720 $ 1,252,140 $ 1,236,728 $ 1,296 SM FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 $ 3,227,470 $ 3,574,431 TOTAL PROJECTED REVENUES 1,583,689 1,805,243 TOTAL PROJECTED EXPENDITURES )1,236,728) (1,296,500) PROJECTED FUND BALANCE 9/30 $ 3,574,431 $ 4,083,174 RESTRICTED: HOTEL/CONVENTION CENTER - 2,050,000 RESTRICTED 3,574,431 2,033,174 TOTAL RESTRICTED FUND BALANCE 3,574,431 4,083,174 I' City of Allen 249 FY2016 Budget I i� City of Allen HOTEL OCCUPANCY TAX FUND DIVISION 506-0000 City Manager Assistant City Manager II j Parks & Recreation Director 'I CVB Dirac I CVB sPxm�at t CVB salsa I CVB In e n 5 FY2016 Budget ' MOTEL OCCUPANCY TAX• OCCUPANCY .506-2810-417 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. Accomplishments in FY 2015: 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. • Completed 4th successful year utilizing Allen's CV8 Brand to promote shopping, entertainment, meetings, conventions and sports tournaments. Results include the following: more than 58 million display impressions and over 46,000 click-thrus for the online marketing campaign; online search marketing campaign resulted in approx. 890,000 impressions and 18,000 click-thrus; and VisitAllenTexas.com received over 53,000 total views. • Increased planner database with over 800 new planners through prospecting, lead generation and database development. • VIsItAIlenTexas.com referred 1,950 click-thrus to the "Where to Stay' Page (hotel room leads). • Continued the NonhTexasShopping.com partnership website 165,799 total views. • Visitors Guide—distributed 5,000 copies of the visitor's guides May 1,2014—May 29, 2015. • Maintained awareness of Allen with Texas Travel Centers. • Participated in the Dallas -Fort Worth Area Tourism Council Media tour. ' : Hosted customer events during the Bryan Adams Concert and the St. Patrick's Day Allen Americans game. Attended the Connect and Aspire Marketplace tradeshows. Hosted DFWAE - Dallas Fort Worth Association Executives dine around event in Allen. • Hosted Meeting Planners International's Board of Directors meeting. • Continued Partnerships with the Lone Star Conference Basketball Championships and National Collegiate Wrestling. • 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 and Blues Festival, Allen Event Center and Parks & Recreations. Obiectives for FY 2016: 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 CVB as the principal vehicle for attracting new tourism opportunities and establishing the city as a tourism destination • Work with Marketing Agency to continue brand creative updates and project management. • Increase lead generation, marketing, prospecting and database development efforts. • Increase direct selling activity by attending tradeshows and host more 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. • Increase video library footage of event activity and personal feedback from visitors and planners and us in engaging ways. • Utilize Facebook, Twitter, and Linked In, in engaging ways. ' • Target sports tournaments based on availably of venues. Continue Hotel Occupancy Tax Grants to assist in funding local non-profit organizations (same as FY 2015). City of Allen 251 FY2016 Budget I 1 TOTAL EXPENDITURE 405,577 $ 415,570 417,170 $ 390,570 arl'iYI_�I4 d:1U9,`I r11lI1:li.illkli NO CAPITAL ITEMS 2014-2015 2015-2016 OPERATING TRANSFERS OUT AMENDED BUDGET General Fund: City Marketing Specialist 25,000 _ TOTAL 25000 City of Allen 252 FY2016 Budget EXPENDITURE SUMMARY 2014-2015 2014-2015 2015-2016 2013-2014 2014-2015 2014-2015 2015-2016 OPERATIONS ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 144 270 270 270 Operations 311,720 388,570 390,170 388,570 Professional Services - 2,000 2,000 2,000 Transfers Out 93,857 25,000 25,000 2,200 DEPARTMENTTOTAL 405,577 415,570 417,170 390,570 TOTAL EXPENDITURE 405,577 $ 415,570 417,170 $ 390,570 arl'iYI_�I4 d:1U9,`I r11lI1:li.illkli NO CAPITAL ITEMS 2014-2015 2015-2016 OPERATING TRANSFERS OUT AMENDED BUDGET General Fund: City Marketing Specialist 25,000 _ TOTAL 25000 City of Allen 252 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET OPERATIONS Advertising 144 270 270 270 Community Events P&R 90,504 60,000 60,000 60,000 Allen Civic Ballet 10,000 10,000 10,000 10,000 Allen Community Theatre 2,200 2,200 2,200 2,200 Allen Chamber of Commerce 2,395 1,600 3,200 1,600 Allen Heritage Guild 4,977 2,500 2,500 2,500 Philharmonic Symphony 26,500 30,000 30,000 30,000 Connemara Conservancy 3,000 3,000 3,000 3,000 Friends ofthe Library - 5,000 5,000 5,000 Allen Arts Alliance 2,000 4,000 4,000 4,000 Event Center Marketing and Advertising 170,000 235,000 235,000 235,000 Lone Star Basketball Conference - 35,000 35,000 35,000 SUBTOTAL 311,720 388,570 390,170 388,570 PROFESSIONAL SERVICES Legal Expenses - 2,000 2,000 2,000 SUBTOTAL - 2,000 2,000 2,000 TRANSFERS OUT Operating Transfer Out 93,857 25,000 25,000 SUBTOTAL 93,857 25,000 25,000 - TOTAL EXPENDITURE 405,577 $ 415,570 417,170 $ 390,570 arl'iYI_�I4 d:1U9,`I r11lI1:li.illkli NO CAPITAL ITEMS 2014-2015 2015-2016 OPERATING TRANSFERS OUT AMENDED BUDGET General Fund: City Marketing Specialist 25,000 _ TOTAL 25000 City of Allen 252 FY2016 Budget 1 1 FUND DEPARTMENT/DIVISION ACCOUNT CONVENTION & VISITORS HOTEL OCCUPANCY TAX BUREAU 506-2810-417 EXPENDITURE SUMMARY 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 222,421 255,030 256,025 285,767 Operations 105,308 260,600 198,773 256,992 Supplies 5,647 3,500 2,498 3,945 Professional Services 284,648 272,300 315,978 285,200 Miscellaneous 68,119 45,140 46,284 46,026 Capital - 1 1 28,000 DEPARTMENTTOTAL $ 696,143 $ 836,570 819,558 $ 905,930 TOTAL FULL -TIME -EQUIVALENT 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET FULLTIME 2013-2014 2014-2015 2014-2015 2015-2016 CVB Director 1 1 1 1 CVB Sales Manager 1 1 1 1 CVB Specialist 1 1 1 1 Longevity TOTAL FUD TIME 3 3 3 3 PARTTIME 993 2,294 2,294 2,340 CVB intern 0.0 0.0 0.0 0.5 TMRS TOTAL FULL TIME 0.0 0.0 0.0 0.5 TOTAL FULL -TIME -EQUIVALENT 3.00 3.00 3.00 3.50 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGE AMENDED BUDGET PERSONNEL SERVICES Salaries 157,214 179,369 179,748 206,724 Longevity 316 412 412 604 Overtime 993 2,294 2,294 2,340 FICA 11,407 12,764 13,089 13,605 TMRS 22,158 25,169 25,580 26,987 Worker's Compensation 130 306 173 358 Health Insurance 27,786 31,913 31,919 32,293 Dental Insurance 1,916 2,190 2,189 2,216 Long-term Disability 211 253 252 266 Life Insurance 158 184 192 195 Flexible Spending 132 176 177 179 SUBTOTAL $ 222,421 $ 255,030 $ 256,025 $ 285,767 OPERATIONS Training & Travel 2,438 2,500 8,794 6,600 Dues & Subscriptions 4,387 5,600 7,000 7,000 Postage & Freight 2,804 5,000 3,335 3,800 Printing & Reproduction 1,134 15,385 6,500 15,385 Advertising 50,458 62,415 51,680 94,913 Special Activities 42,084 150,000 111,430 109,200 Meetings & Receptions 2,003 19,700 10,034 20,094 SUBTOTAL $ 105,308 $ 260,600 $ 198,773 $ 256,992 City of Allen 253 FY2016 Budget I 2013-2014 2014-2015 ACTUAL BUDGET 2014-2015 2015-2016 AMENDED BUDGET SUPPLIES 686,143 $ 836,570 $ 819,558 $ 905,930 General Supplies 5,647 3,500 2,498 3,945 SUBTOTAL $ 5,647 $ 3,500 $ 2,498 $ 3,945 PROFESSIONAL SERVICES LIST Professional SerNces 284,648 272,300 315,978 285,200 SUBTOTAL $ 284,648 $ 272,300 $ 315,978 $ 285,200 MISCELLANEOUS Marketing Expenses 67,244 44,280 45,424 45,166 Post -Employment Funding Expense 875 860 860 860 SUBTOTAL $ 68,119 $ 45,140 $ 46,284 $ 46,026 CAPITAL OUT Vehicles SUBTOTAL 28,000 TOTAL EXPENDITURE $ 686,143 $ 836,570 $ 819,558 $ 905,930 CAPITAL EXPENDITURES LIST VEHICLES Ford Explorer City of Allen 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET 28 ODO $ $ - $ - $ 28,000 tEu FY2016 Budget Allen Hotels & Rooms Allen currently has seven existing hotels. An additional hotel is under construction and another one is in the development phase (opening September 2017). Hotels and Rooms 350 290 300 226 250 20050 150 103 87 114 104 90 100 59 50 0 A.oa``c 4r`',��c Online Marketing The Allen CVB opened its 250 doors in July 2009 and o, 200 ' launched its brand during mfr 150 the summer of 2012. Over E 100 the past three years since — 50 establishing the Allen 0 brand, the CVB's primary' Impressio"` marketing focus was to •Gick Through Rale an��4ys establish Allen as a meetings destination in the DFW Region and to create brand awareness. online advertising garnering significant results. Economic Impact The economic impact of tourism 180 in Allen continues to grow and 140 supports 1,390 jobs in Allen. In 120 100 2013, $151 million was spent on ao tourism in Allen. 2013 1s the a0 most current year for which 40 data is available. 20 Online Marketing Actuals N 200 N m 150 $ 5 100 ¢ o 50 m € U The campaign has been very successful with the Economic Impact 2010 2011 2012 2013 ■Toursim Spending ■Total Employment 1450 1400 1350 1300 1250 1200 1150 1100 City of Allen 256 FY2016 Budget I CITY OF ALLEN City of Allen 256 FY2016 Budget I Non -Operating Revenues Interest on Investments CITY OF ALLEN 1,500 1,300 1,300 GRANTFUND - 215,000 215,000 REVENUES AND EXPENDITURES BY FUNCTION Other Reimbursements 7,849 10,800 FISCAL YEAR 2015-2015 10,800 Operating Transfer In 39,158 2013-2014 2014-2015 2014-2015 2015-2016 TOTAL NON-OPERATING REVENUES $ A T AL BUDGET AMENDED BUDGET REVENUES Operating Revenues Planning 399,000 595,223 594,587 597,450 Police Grants 73,203 13,500 121,144 122,556 Park& Recreation Grants - 179,101 179,101 - Library Grants 45,007 45,210 50,482 56,525 Fire Grants - 1,000 1,564 785 Solid Waste Grants 22,360 TOTALOPERATING REVENUES $ 517,210 $ 834,034 $ 969,238 $ 777,316 Non -Operating Revenues Interest on Investments 1,744 1,500 1,300 1,300 Contributions/Sponsorhips - 215,000 215,000 - Other Reimbursements 7,849 10,800 10,800 10,800 Operating Transfer In 39,158 5,000 69,060 79,573 TOTAL NON-OPERATING REVENUES $ 48,751 $ 232,300 $ 296,160 $ 91,673 TOTALREVENUES $ 565,961 $ 1,066,334 $ 1,265,398 $ 868,989 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET EXPENDITURES Grants 754,121 1,038,974 1,257,838 1,090,001 TOTAL EXPENDITURES $ 754,121 $ 1,038,974 $ 1,257,838 $ 1,090,001 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 $ 400,492 $ 408,052 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENDITURES PROJECTED FUND BALANCE 9/30 City of Allen 1,265,398 868,989 (1,257,8391 (1,090,001( $ 408,052 $ 187,040 257 FY2016 Budget L L L GRANTFUND DIVISION 550.0000 No Personnel in this Department City of Allen 258 FY2016 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. Accomplishments in FY 2015: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen • Cottonwood Creek Hike & Bike Trail — grant funds received from the Texas Parks and Wildlife National Recreational Trails Fund Agreement for the purpose of assisting with the construction of the Cottonwood Creek Hike and Bike Trail in Central Allen to meet the alternative transportation and recreational needs of Allen's and Collin County's expanding population. This trail is the second of two trail corridors which must pass through both DART right-of-way and under U.S. 75, connecting to trails in McKinney and Plano. • 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. • Job Access/Reverse Commute Program (JARC) — second year of grant funding from the U.S. Department of Transportation, Federal Transit Administration administered by the North Central Texas Council of ' Governments which allows the City of Allen to implement public transport though TAPS. The program provided individuals to travel to and from urban, suburban, and rural areas in the region. • Community Development Block Grant (CDBG) — grant funds 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. Obiectives for FY 2016: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen • Family Violence Investigation and Prevention Officer Grant — continue to pursue the second 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 • Bulletproof Vest Partnership Grant — continue to pursue funding through the U.S. Department of Justice for the reimbursement of bulletproof vests for the Police Department. • lob Access/Reverse Commute Program (JARC)- third year of funding through United States Department ' of Transportation, Federal Transit Administration administered by the North Central Texas Council of Governments allowing the City of Allen to implement public transport through TAPS. City of Allen 259 FY2016 Budget FUND DEPARTMENT ACCOUNT GRANTFUND STATE AND FEDERAL GRANTS 550-0000-4XX RECOVERY ACT FUND RECOVERY ACT GRANTS 551-0000-4XX SOLID WASTE Solid Waste Implementation Grant $ $ EXPENDITURE $ 22,360 $ SUBTOTAL $ - $ - $ 22,360 2013-2014 2014-2015 2014-2015 2015-2016 LEOSE ACTUAL BUDGET AMENDEDUB 785 DGET CLASSIFICATION 1,000 $ 1,564 $ 785 TOTAL EXPENDITURES $ 754,121 1,036,974 Planning 1,257,838 600,008 701,023 820,387 823,250 Police 109,107 112,148 189,944 203,441 Park & Recreation - 179,101 179,101 - Library 45,006 45,702 44,482 62,525 Solid Waste - - 22,360 - Fire 1,000 1,564 785 DEPARTMENT TOTAL $ 754,121 $ 1,038,974 $ 1,257,638 $ 1,090,001 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PLANNING DEPARTMENT Job Access/Reverse Commute Grant 394,167 430,000 430,000 430,000 Home Repair 165,541 219,023 335,936 339,262 Public Service Agencies 37,549 42,000 44,451 43,988 Administration 2,751 10,000 10,000 10,000 ' SUBTOTAL $ 600,008 $ 701,033 $ 820,387 $ 823,250 POLICE DEPARTMENT TCLEOSE Training Grant 465 11,608 11,608 14,332 STEP Overtime Grant 99,177 - 81,090 81,090 Bulletproof Vest Partnership Grant 9,465 10,000 8,929 8,929 Family Violence Investigator - 90,540 88,317 99,090 SUBTOTAL $ 109,107 $ 112,148 $ 189,944 $ 203,441 PARKS & RECREATION Cottonwood Creek -Texas Wildlife 179,101 179,101 SUBTOTAL $ $ 179,101 $ 179,101 $ - LIBRARY Collin County Library Grant 45,006 45,702 39,901 57,588 Texas Commission on the Arts - - 2,760 2,500 Interlibrary Loan Program - - 1,821 2,437 SUBTOTAL $ 45,006 $ 45,702 $ 44,482 $ 62,525 SOLID WASTE Solid Waste Implementation Grant $ $ $ 22,360 $ SUBTOTAL $ - $ - $ 22,360 $ - FIRE DEPARTMENT LEOSE 1,000 1,564 785 ' SUBTOTAL $ $ 1,000 $ 1,564 $ 785 TOTAL EXPENDITURES $ 754,121 1,036,974 $ 1,257,838 $ 1,090,001 City of Allen 260 FY2016 Budget CITY OF ALLEN REPLACEMENT FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2015 .2016 TOTAL REVENUES $ 2,159,049 $ 2,115,320 $ 2,137,579 $ 2,254,832 ' 2013-2014 2014-2015 2014-2015 2015-2016 2015-2016 ACTUAL BUDGET AMENDED BUDGET REVENUES BUDGET Capital Outlav Operating Revenues Replacement General Fund 1,343,801 1,664,370 1,664,370 1,767,780 Water &Sewer 216,018 267,741 267,741 271,725 Solid Waste 23,061 24,134 24,134 17,464 Drainage 34,993 43,375 43,375 56,863 TOTAL OPERATING REVENUES $ 1,617,873 $ 1,999,620 $ 1,999,620 $ 2,113,832 Non -Operating Revenues $ 8,765,412 Other Reimbursements 10,235 - - - Interest 43,614 43,700 57,500 57,500 Auction Revenue 87,327 72,000 80,459 83,500 Operating Transfer In 400,000 TOTAL NON-OPERATING REVENUES $ 541,176 $ 115,700 $ 137,959 $ 141,000 TOTAL REVENUES $ 2,159,049 $ 2,115,320 $ 2,137,579 $ 2,254,832 ' 2013-2014 2014-2015 2014-2015 2015-2016 EXPENSES ACTUAL BUDGET AMENDED BUDGET Capital Outlav Replacement 1,336,563 1,748,281 4,292,199 2,764,985 TOTAL EXPENDITURES $ 1,336,563 $ 1,748,281 $ 4,292,199 $ 2,764,985 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 $ 10,920,032 $ 8,765,412 1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED FUND BALANCE 9/30 City of Allen 261 2,137,579 2,254,832 (4,292,199) (2,764,985) 1 8,765,412 $ 8,255,259 FY2016 Budget E I REPLACEMENT FUND DIVISION 600-0000 No Personnel in this Department City of Allen 262 FY2016 Budget L 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. Accomplishments in FY 2015: Goal 6. Maintain operational excellence in City goyarnment saryltes 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 Obiectives for FY 2016: Goal6. Maintain operational excellencill in City Kovernmentservices Strategy 4. Ensure excellent fiscal management to maintain public trust • Continue to ensure that revenues are adequate to facilitate future replacements City of Allen 263 FY2016 Budget City of Allen 264 FY2016 Budget EXPENDITURE 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Capital 1,336,563 1,748,281 4,292,199 2,764,985 DEPARTMENTTOTAL 1,336,563 1,748,281 4,292,199 5 2,764,985 2013-2014 2014-2015 2014-2015 2015-2016 CAPITAL OUTLAY ACTUAL BUDGET AMENDED BUDGET Technoloav Replacements - All Departments 605,627 70,000 2,552,933 121,500 SUBTOTAL $ 605,627 $ 70,000 $ 2,552,933 $ 121,500 Vehicles & Eauioment Police 236,182 306,975 312,575 515,033 Municipal Court - - - 16,743 Parks 181,977 193,456 193,456 268,810 Fire 25,620 312,000 312,000 1,406,400 Community Development 55,814 - - 100,487 Public Works 142,282 702,650 758,035 288,300 Community Services 89,061 163,200 163,200 - Engineering - - - 47,712 SUBTOTAL $ 730,936 $ 1,678,281 $ 1,739,266 $ 2,643,485 TOTAL EXPENSES $ 1,336,563 $ 1,748,281 $ 41,292,199-$ 2,764,985 -v. ...-- . r. s+ war -row• CAPITAL EXPENSES LIST 2015-2016 QUANTITY BUDGET EQUIPMENT Parks Equipment 5 174,749 Information Technology Equipment 6 121,500 Fire Equipment 12 425,000 Public Works Equipment 1 94,500 Municipal Court Equipment 1 16,743 SUBTOTAL $ 832,492 VEHICLES Police Vehicles 13 515,033 Parks Vehicles 3 94,061 Fire Vehicles 2 981,400 Community Development Vehicles 4 100,487 Public Works Vehicles 6 193,800 Engineering Vehicles 2 47,712 SUBTOTAL $ 1,932,493 TOTAL CAPITAL $ 2,764,985 City of Allen 264 FY2016 Budget CITY OF ALLEN ' RISK MANAGEMENT FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2015 - 2016 TOTAL EXPENSES $ 10,371,742 $ 12,606,365 $ 12,569,410 $ 11,162,695 PROJECTED FUND BALANCE 10/1 $ 2013-2014 $ 3,834,673 2014-2015 $ 5,136,189 2014-2015 2015-2016 13,169,890 REVENUES ACTUAL TOTAL PROJECTED EXPENSES BUDGE (10,371,742) AMENDED (12,569,410) BUDGET PROJECTED FUND BALANCE 9/30 Operating Revenues 4,335,659 $ 4,398,198 $ 5,136,189 $ 6,176,314 FUND BALANCE: Charges for Self Insurance: Health and Dental $ 2,844,191 $ 3,043,436 $ 3,826,334 $ 4,757,184 Worker's Compensation Employee 1,779,308 486,163 2,018,328 501,717 2,470,312 2,081,741 868,599 Employer 6,837,179 TOTAL FUND BALANCE: 7,645,411 4,335,659 7,580,294 $ 5,136,189 8,111,137 COBRA & Retiree Reimbursements 192,712 227,800 227,800 172,000 Worker's Compensation Charges 222,380 455,712 255,649 532,539 Other Insurance Charges 590,845 590,845 590,845 611,078 Other Reimbursements 438,524 1,505,000 1,508,746 2,500 Post Employment Funding 217,450 217,450 217,450 217,450 TOTAL OPERATING REVENUES $ 10,278,398 $ 12,660,546 $ 12,851,096 $ 11,72$445 Non -Operating Revenues Interest 22,169 19,500 29,000 29,000 Operating Transfer In 454,314 489,844 489,844 445,375 TOTAL NON-OPERATING REVENUES $ 476,483 $ 509,344 $ 518,844 $ 474,375 TOTAL REVENUES $ 10,754,881 $ 13,169,890 $ 13,369,940 $ 12,202,820 ' EXPENSES 2013-2014 ACTUAL 2014-2015 BUDGET 2014-2015 AMENDED 2015-2016 BUDGET General Government Administration 366,888 495,552 439,381 442,766 Health and Dental 8,657,103 10,506,726 10,506,726 9,095,587 Worker's Compensation 263,717 402,234 425,000 423,261 Otherinsurance 550,475 611,853 611,853 611,081 Post Employment 533,559 590,000 587,450 590,000 TOTAL GENERAL GOVERNMENT $ 10,371,742 $ 12,606,365 $ 12,569,410 $ 11,162,695 TOTAL EXPENSES $ 10,371,742 $ 12,606,365 $ 12,569,410 $ 11,162,695 PROJECTED FUND BALANCE 10/1 $ 3,952,520 $ 3,834,673 $ 4,335,659 $ 5,136,189 TOTAL PROJECTED REVENUES 10,754,881 13,169,890 13,369,940 12,202,820 TOTAL PROJECTED EXPENSES (10,371,742) (12,606,365) (12,569,410) (11,162,695) PROJECTED FUND BALANCE 9/30 $ 4,335,659 $ 4,398,198 $ 5,136,189 $ 6,176,314 FUND BALANCE: Health and Dental $ 2,844,191 $ 3,043,436 $ 3,826,334 $ 4,757,184 Worker's Compensation 561,490 486,163 392,439 501,717 Otherinsurance 929,978 868,599 917,416 917,413 TOTAL FUND BALANCE: $ 4,335,659 $ 4,398,198 $ 5,136,189 $ 6,176,314 City of Allen 265 FY2016 Budget L 1 RISK MANAGEMENT DIVISION 610-0000 Human Resources Diragor Benefits B Compensation Risk Mrnnatmtor Manager t Senior HR Analyst I I SeNor Risk Analyst Benefits 1 HR Analyst BenefS 1 City of Allen 266 FY2016 Budget The purpose of [he 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. Accomplishments in FY 2015: Goal 6. Maintain operational excellence in city amernment 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 a 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 public trust ' • • 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 • Released a benefits RFP for ancillary benefits (LTD, STD, Life, Section 125) insurance • 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 Objectives for FY 2016: 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 267 FY2016 Budget . 11111•'1 EXPENDITURE 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 260,241 360,082 298,961 337,691 Operations 9,792,031 11,872,033 11,898,249 10,486,304 Supplies 1,229 1,000 1,500 1,500 Maintenance 40 500 500 500 Professional Services 91,257 102,750 102,750 66,700 Miscellaneous 226,944 270,000 267,450 270,000 DEPARTMENTTOTAL $ 10,371,742 $ 12,606,365 $ 12,569,410 $ 11,162,695 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET 215,640 FULLTIME Longevity 560 472 208 436 Risk Administrator 1 1 1 1 FICA Risk Specialist 1 1 1 1 26,227 Human Resources Analyst 0 0 0 1 430 Senior Human Resources Analyst 1 1 1 1 28,715 Benefits Specialist 1 1 1 0 ' TOTAL FULL TIME 4 4 4 4 Life Insurance TOTAL FULL -TIME -EQUIVALENT 4 4 4 4 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 186,995 252,511 215,640 240,696 Longevity 560 472 208 436 Overtime 730 1,475 2,475 - FICA 13,750 17,669 15,930 17,588 TMRS 26,227 35,417 30,583 34,153 Worker's Compensation 158 430 194 452 Health Insurance 29,164 48,235 28,715 38,638 Dental Insurance 2,117 3,067 2,481 2,880 Long -Term Disability 238 356 291 337 Life Insurance 179 274 226 257 Flezible Spending 123 176 73 108 Health Savings Account 2,145 2,146 SUBTOTAL $ 260,241 $ 350,082 $ 298,961 $ 337,691 OPERATIONS Training/Travel/Mileage 2,175 8,085 8,085 9,015 Dues & Subscriptions 1,245 4,239 4,639 5,064 ' Insurance 1,635,029 2,159,765 2,159,765 2,158,993 Printing & Reproduction 3,750 3,750 3,750 Immunizations 51,384 78,000 78,000 79,560 City of Allen 268 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET OPERATIONS - CONTINUED Fuel 10,371,742 - 12,606,365 2,000 12,569,410 2,000 11,162,695 2,000 Risk Management Expenses 39,033 52,223 55,273 55,623 Workers Comp Premium 156,009 182,234 205,000 208,261 Post -Employment Funding Expense 1,168 1,146 1,146 1,146 Health & Dental Claims 7,798,280 9,160,591 9,160,591 7,747,892 Workers Comp Claims 107,708 220,000 220,000 215,000 SUBTOTAL $ 9,792,031 $ 11,872,033 $ 11,898,249 $ 10,486,304 SUPPLIES General Supplies 1,229 1,000 1,500 1,500 SUBTOTAL $ 1,229 $ 1,000 $ 11500 $ 1,500 MAINTENANCE Vehicle Maintenance 40 500 500 500 SUBTOTAL $ 40 $ 500 $ 500 $ 500 PROFESSIONAL SERVICES Professional Services 91,257 ID2,750 102,750 66,700 SUBTOTAL $ 91,257 $ 102,750 $ 102,750 $ 66,700 MISCELLANEOUS Release of Claims Exp 6,944 50,000 50,000 50,000 OPEB Trust Expense 220,000 220,000 217,450 220,000 SUBTOTAL $ 226,944 $ 270,000 $ 267,450 $ 270,000 TOTAL EXPENSES $ 10,371,742 $ 12,606,365 $ 12,569,410 $ 11,162,695 4 NO CAPITAL ITEMS City of Allen 269 FY2016 Budget I 1 asualtv 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 desirable as depicted in the chart below: Workers Compensation Program Costs $400,000 $300,000 $200,000 - -- $100,000 — $0 -+-- 2012 2013 2014 2015 The chart below depicts the General Liability Claims for the past four years. General Liability Program Cost $200,000 -- - - - $160,000 $120,000 $80,000 $40,000 $0 City of Allen 2012 2013 2014 270 2015 FY2016 Budget ' Total incurred Automobile Liability and Automobile Physical Damage claims since 2011 are shown below: Automobile Liability and Physical Damage Claim Casts $120,000 x-- $100,000 +-- $80,000 i-- $60,000 $40,000 1- $20,000 +-- 2012 2013 2014 2015 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. 1 City of Allen 271 FY2016 Budget L CITY OF ALLEN City of Allen 272 FY2016 Budget ' CITYALLEN ECONOMIC DEVELOPMENT CORPORATION FUND 8,832,627 REVENUES AND EXPENDITURES BY FUNCTION 8,888,675 FISCAL YEAR 2015 - 2016 9,028,010 2013-2014 2014-2015 2014-2015 2015-2016 „ ACTUAL BUDGET AMENDED BUDGET REVENUES ODeratine Revenues Sales Tax 2013-2014 8,832,627 2014-2015 8,888,675 9,028,010 BUDGET 9,326,566 TOTAL OPERATING REVENUES $ 8,832,627 $ 8,888,675 $ 9,028,010 $ 9,326,566 Non -Operating Revenues 8,005,058 Debt Service 1,595,440 1,593,906 1,593,906 1,594,625 Capital 30,000 Interest 6,020,000 47,105 40,000 $ 5,974,796 75,800 $ 10,279,536 75,800 Other Reimbursements 5,184 - - - Sale of Properties 769,750 25,000 1,060,792 Other Financing Sources 4,400,000 TOTAL NON-OPERATING REVENUES $ 822,039 $ 65,000 $ 5,536,592 $ 75,800 TOTAL REVENUES $ 9,654,666 $ 8,953,675 $ 14,564,602 $ 9,402,366 PROJECTED FUND BALANCE 10/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENDITURES PROJECTED FUND BALANCE 9/30 $ 11,775,285 $ 14,842,003 14,564,602 9,402,366 (11,497,884( (10,279,536( City of Allen 273 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET EXPENDITURES ' Operations 4,047,714 4,380,890 3,883,978 8,005,058 Debt Service 1,595,440 1,593,906 1,593,906 1,594,625 Capital 30,000 6,020,000 679,853 TOTAL EXPENDITURES $ 5,673,154 $ 5,974,796 $ 11,497,884 $ 10,279,536 PROJECTED FUND BALANCE 10/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENDITURES PROJECTED FUND BALANCE 9/30 $ 11,775,285 $ 14,842,003 14,564,602 9,402,366 (11,497,884( (10,279,536( City of Allen 273 FY2016 Budget I L ECONOMIC DEVELOPMENT DIVISION 500-0000 Allen City Council IFAEDC Boats of Z DC Office Manager EDC Business Retention 8 Expansion Manager 1 EDC Marketing Manager 1 EDCAnalyat 1 IMem 50 IMem So City of Allen 274 FY2016 Budget The Allen Economic Development Corporation (AEDC) was formed in 1992 by the citizens of Allen. Its primary mission is to recruit and retain businesses to increase the tax base and create quality jobs. The AEDC Is overseen by a five -member board appointed by City Council, and is funded by one-half cent sales tax. AEDC efforts stimulate employment, retail sales and the commercial tax base which in turn reduces the property tax burden and improves the quality of life of Allen's residents. Goal 7. Provide economic investment that increases employment opportunity, the tax base and Provides desired goods and services for residents and contributes to the community character and identity Strategy 3. Continue to target prospects to achieve City goals for company recruitment and business retention • Facilitated plans for the development of the $85 million Convention Center at Watters Creek set to open in 2017 • Purchased 31 acres of land at the southeast corner of SH -121 and Chelsea Blvd to recruit large corporate partners • Partnered with TIG Real Estate Services to develop Ridgeview Business Center on SH -121 west of Stacy Rd • Partnered with KDC and Malouf Interests to market the development of a 100 -acre business park located at the southwest corner of SH -121 and Alma Rd • Rebranded Allen Central Park to the Watters Creek Office Park • Recruited Intelligent Epnaxy—they will invest $20 million to build a 50,000 sq. ft. facility employing up to 100 • Recruited Gorilla Technology from California creating 15-30 jobs in Allen initially with plans to grow significantly • Facilitated the expansion of Ari -Tex Electric, who plans to begin construction of its new $2.5 million facility in 2015 • Recruited Lakeland Marketing to relocate from The Colony — they purchased a building and will create 30 jobs ' : Approved an economic development agreement to retain Quest Medical -one of Allen's major employers (150 jobs) Facilitated the plans for the Tech Center on Greenville by 1aRyCo Development, which will consist of three buildings totaling 90,000 sq. ft. • Secured an EB -5 Targeted Employment Area designation, a Federal program designed to attract foreign investment, which enhances Allen's ability to finance the Convention Center at Watters Creek Goal 7. Strategy 3. Continue to target prospects to achieve City goals for company recruitment and business retention • Stimulate new office development by partnering with developers, marketing and pursuing preleasing for: o Phase I of Watters Creek Office Park o Phase I of Ridgeview Business Center o KDC corporate campus development o Phase I of AIIenPlace Office Center that is under construction • Proceed with the construction and marketing of The Convention Center at Watters Creek • Continue to interact with developers and landowners along Allen's major highway corridors to develop these areas in accordance with the City's Vision • Target Professional Services sector companies such as finance, accounting, payroll, and logistics • Target IT sector with data centers, software, and video gaming • Network with site selectors and commercial real estate professionals through organizations such as Corenet, NAIOP, ICSC, and NTCAR ' . Leverage DFW media and professional organizations to communicate our message with the real estate community • Expand and develop the Business Retention & Expansion and Marketing Programs • Monitor Allen's retail sector and provide site selection assistance to tenants • Work with allies such as the City of Allen, AISD, Collin College, existing businesses and others to share information and ideas on improving the community's competitiveness for corporate investment City of Allen 275 FY2016 Budget LiS9Cl irun•.L avanravua uw•raa•�awgCUlplllr•rla9a••IJOAiP•�Y1 6 111I1L,irl rSUMMARY 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 464,403 612,767 565,118 652,073 Operations 228,821 250,100 240,500 266,600 Supplies 16,373 13,000 23,500 15,000 Maintenance 8,015 8,500 8,500 8,500 Professional Services 240,745 193,200 258,700 252,705 Miscellaneous 3,089,357 3,303,323 2,787,660 6,810,180 Debt Service 1,595,440 1,593,906 1,593,906 1,594,625 Capital 30,000 6,020,000 679,853 DEPARTMENT TOTAL $ 5,673,154 $ 5,974,796 11,497,884 $ 10,279,536 L14;;:1610 IN Awill'MAFAM PERSONNEL SUMMARY 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET FULL TIME Director 1 1 1 1 Assistant Director 1 1 1 1 Marketing & Research Director 1 1 0 0 EDC Marketing Manager 0 0 1 1 ' Economic Development Specialist 1 1 1 0 Economic Development Analyst 0 0 0 1 Business Retention & Exp. Manager 0 0 0 1 Sr. Administrative Assistant 1 1 1 0 EDC Office Manager 0 0 0 1 Administrative Assistant 1 1 1 0 TOTAL FULL TIME 6 6 6 6 PARTTIME Intern 0.25 0.25 1.00 1.00 TOTAL PART-TIME 0.25 0.25 1.00 1.00 TOTAL FULL-TIME-EQUIVALENT 6 6 7 7 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDEDUe DGET PERSONNEL SERVICES Salaries 338,221 418,904 401,798 450,879 Longevity 920 980 892 1,136 Overtime 8,650 10,000 10,000 10,000 FICA 24,592 33,434 29,920 35,144 TMRS 49,167 65,038 54,809 64,405 ' Workers Compensation Health insurance 355 31,082 793 71,061 776 53,184 2,047 73,331 Dental Insurance 2,922 5,041 4,109 5,091 Long-term Disability 386 646 531 679 City of Allen 276 FY2016 Budget I City of Allen 277 FY2016 Budget EXPENDITURE 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES -CONTINUED Life Insurance 449 634 636 723 Flexible Spending 59 236 163 238 Car Allowance 7,600 - 6,000 8,300 8,400 SUBTOTAL $ 464,403 $ 612,767 $ 565,118 $ 652,073 OPERATIONS Training & Travel 9,030 12,000 20,000 20,000 Dues & Subscriptions 74,006 78,000 80,000 80,000 Mileage 1,519 8,000 4,500 6,500 Telephone 4,417 6,500 6,500 11,600 Insurance 5,500 5,500 5,500 5,500 Postage & Freight 2,651 3,000 3,000 3,000 Rentals & Leasing 98,503 90,100 95,000 100,000 Travel 18,501 25,000 20,000 20,000 Meetings 14,694 22,000 16,000 20,000 SUBTOTAL $ 228,821 $ 250,100 $ 240,500 $ 266,600 SUPPLIES General Supplies 10,642 10,000 8,500 10,000 Small Tools & Minor Equipment 5,731 3,000 15,000 5,000 SUBTOTAL $ 16,373 $ 13,000 $ 23,500 $ 15,000 MAINTENANCE Landscape & Forestry 8,015 8,500 8,500 8,500 SUBTOTAL S 8,015 $ 8,500 $ 81500 $ 8,500 PROFESSIONAL SERVICES Audit Fees 7,806 8,407 8,407 8,407 Consulting Services 55,249 45,000 80,000 60,000 Professional Services 169,551 130,893 162,393 176,398 Copier Service 6,939 6,500 5,500 5,500 Arbitrage Rebate/Calc 1,200 2,400 2,400 2,400 SUBTOTAL $ 240,745 $ 193,200 $ 256,700 $ 252,705 MISCELLANEOUS Port -Employment Funding Expense 585 585 585 585 Unemployment Claims - - 12,712 - Economic Incentive Grants 2,850,776 3,011,238 2,541,363 6,527,095 Marketing 237,671 290,000 230,000 280,000 Donation 325 1,500 3,000 2,500 SUBTOTAL $ 3,089,357 $ 3,303,323 $ 2,787,660 $ 6,810,180 DEBT PAYMENTS Debt Retirement - Principal 845,000 870,000 870,000 900,000 Debt Retirement - Interest 750,440 723,906 723,906 694,625 SUBTOTAL $ 1,595,440 $ 1,593,906 $ 1,593,906 $ 1,594,625 CAPITAL Land 30,000 6,020,000 679,853 SUBTOTAL $ 30,000 $ - $ 6,020,000 $ 679,853 TOTAL EXPENSES 5,673,154 5,974,796 117497,884 10,279,536 City of Allen 277 FY2016 Budget 1 1 City o/ Allen 278 FY2016 Budget ECONOMIC DEVELOPMENT CORP. ECONOMIC DEVELOPMENT 500-0000-417 CAPITAL EXPENDITURES LIST 2014-2015 2015-2016 AMENDED BUDGET LAND Land purchase 6,020,000 679,853 7obl Land $ 6,020,000 $ 679,853 1 1 City o/ Allen 278 FY2016 Budget CITY OF ALLEN ' COMMUNITY DEVELOPMENT CORPORATION FUND REVENUES AND EXPENDITURES BY FUNCTION FISCAL YEAR 2015 - 2016 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET Unrestricted Fund Balance 2,986,302 3,225,963 3,560,829 2,892,020 Restricted Fund Balance 3,084,147 8,030,697 5,112,452 10,984,042 Debt Service Reserve 855,447 855,447 854,548 854,548 BEGINNING FUND BALANCE 9 6,925,896 $ 12,112,107 $ 9,527,829 $ 14,730,610 REVENUES 8,030,697 5,112,452 10,984,042 Sales Tax 8,832,627 8,888,675 9,028,010 9,326,566 Interest On Investments 28,842 24,300 43,000 43,000 TOTAL REVENUES $ 8,861,469 $ 8,912,975 $ 9,071,010 $ 9,369,566 TOTAL AVAILABLE $ 15,787,365 $ 21,025,082 $ 18,598,839 $ 24,100,176 2013-2014 2014-2015 2014-2015 2015-2016 EXPENDMURES ACTUAL BUDGET AMENDED BUDGET ' Operations 586,711 965,364 886,321 4,849,636 Debt Payment 2,952,835 2,951,366 2,951,366 2,950,455 Capital Projects 2,719,990 3,771,590 5,871,590 3,610,000 Prior Years Project Commitments 5,112,452 8,030,697 5,112,452 10,984,042 Debt Service Reserve 854,548 855,447 854,548 854,548 TOTAL EXPENDITURES $ 12,226,536 $ 16,574,464 $ 15,676,277 $ 23,248,681 UNRESTRICTED FUND BALANCE $ 3,560,829 $ 4,450,618 $ 2,922,562 $ 851,495 City of Allen 279 FY2016 Budget 1 I� COMMUNITY DEVELOPMENT CORPORATION DIVISION 504-0000 No Personnel in this Department City of Allen 280 FY2016 Budget 1 1 Formed in 1996 by the voters of Allen, the Allen Community Development Corporation (CDC) receives funds from the Type 8 half -cent sales tax for community development projects. The Allen City Council appoints the seven -member board. The CDC identifies and authorizes projects to be funded by the tax. Expenditures are subject to the provisions of the Development Corporation Act of 1979 and local Government Code, Title 12, Subtitle Cl. The Type B half -cent sales tax continues to enable the City of Allen to undertake scores of quality -of - life projects, equipment purchases and community programs that would otherwise have to compete for limited sources of funds or remain unrealized. Accomplishments in FY 2015: 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 $5,134,395 of Type B half -cent sales tax revenue on the following projects: o "Share the Road" Bicyclist Signs o Trail Development and Enhancement o Watters Branch Community Park Development o City of Allen Entry Monument Construction o Hillside Play Area Construction o Bethany Lakes Park Connector Trail o Cardio Fitness Equipment for Recreation Centers o Joe Fanner Recreation Center Renovations o Special Services Equipment Obiectives for FY 2016: o Park Pier Deck Replacement o AEC Chiller/Brine Replacement o Don Rodenbaugh Natatorium Pool Deck o Recreation LED Message Boards o The Courses at Watters Creek Capital Equipment o Ford Pool Design o Artificial Turf Installation at Watters Branch Park o Allen USA Celebration 2015 o Heritage Village Goal 4. Sianifv, enhance and communicate Allen's identity to the realon 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 $3,610,000 of Type B half -cent sales tax revenue on the following projects: o "Share the Road- Bicyclist Signs o Trail Development and Enhancement o Ford Pool Redevelopment o Allen USA Celebration 2016 o Job Access Reverse Commute (JARC) o Demand Response/Paratransit Transportation o Hotel Convention Center Project Grant City of Allen 281 FY2016 Budget City of Allen 282 f -Y2016 Budget WMMUNII 2014-2015 T ULVLLUPMLNI 2015-2016 CORP COMMUNITY BUDGET DEVELOPMENT BUDGET 504-0000-490 LM Operations 2,160 9,682 9,682 EXPENDITURE Professional Services 586,711 SUMMARY 886,321 4,849,636 Debt Payment City of Allen 282 f -Y2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 2014-2015 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION ACTUAL Operations 2,160 9,682 9,682 9,682 Professional Services 586,711 965,364 886,321 4,849,636 Debt Payment 2,952,835 2,951,366 2,951,366 2,950,455 Capital 8,686,990 12,657,734 11,838,590 15,448,590 DEPARTMENT TOTAL 12,228,696 16,564,146 _ 15,685,959 23,258,363 City of Allen 282 f -Y2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 ACTUAL BUDGET AMENDED BUDGET OPERATIONS Advertising 255 4,120 4,120 4,120 Meetings & Receptions 405 3,090 3,090 3,090 Miscellaneous Operating Expense 1,500 2,472 2,472 2,472 SUBTOTAL $ 2,160 $ 9,682 $ 91682 $ 9,682 PROFESSIONAL SERVICES Audit Fees 7,806 8,407 8,407 8,407 Attorney Fees Arbitrage Rebate/Calc - 1,200 515 2,400 515 2,400 515 2,400 ' Economic Grant Expense 184,403 193,735 177,192 4,300,456 Admin & Project Staff Support 303,302 305,307 305,307 297,858 Board Discretionary Project 90,000 455,000 392 500 240000 SUBTOTAL 4 586,711 $ 965,364 $ 886,321 $ 4,849,636 DEBT PAYMENTS Debt Retirement -Principal 1,090,000 1,135,000 1,135,000 1,190,000 Debt Retirement -Interest -$ 1,862,835 1,816,366 1,816,366 1,760,455 SUBTOTAL 2,952,835 $ 2,951,366 $ 2,951,366 $ 2,950,455 CAPITAL OUTLAY Capital Projects 2,719,990 3,771,590 5,871,590 3,610,000 Prior Year Project Commitments 5,112,452 8,030,697 5,112,452 10,984,042 Debt Service Reserve 854,548 855,447 854,548 854,548 SUBTOTAL $ 8,686,990 $ 12,657,734 $ 11,838,590 $ 15,448,590 TOTAL EXPENDITURES 12,228,696 16,584,146 $ 15,685,959 $ 23,258,363 PROJECTSCAPITAL 2013-2014 2014-2015 2014-2015 2015-2016 CAPITAL PROJECTS APPROVED ACTUAL sups AMENDED BUDGET "Share the Road" Bicyclist Signs $ 5,523 $ 50,000 $ 50,000 $ 50,000 Trail Development and Enhancement 147,489 700,000 700,000 700,000 Heritage Village 183,173 Old Stone Dam Gabion 217,348 ' Molsen Farm 5,331 Chase Oaks Improvement 18,922 Watters Crossing 119,435 City of Allen 282 f -Y2016 Budget City of Allen 283 FY2016 Budget LVMIWUNI IT DEVELUPMhNI CAPITAL PROJECTS APPROVED CORP COMMUNITY AMENDED BUDGET DEVELOPMENT 258,919 504-0000-490 Allen Station Park Improvements 1,451,677 Ford/Jupiter Park Bleachers 79,826 Celebration Park Sprayground 62,239 DRN Renovations Pool 8, Pump 98,168 CAPITAL 14,843 PROJECTS LIST - CONTINUED 3,504 Watters Branch Community Park City of Allen 283 FY2016 Budget 2013-2014 2014-2015 2014-2015 2015-2016 CAPITAL PROJECTS APPROVED ACTUAL BUDGET AMENDED BUDGET Event Center 258,919 Allen Station Park Improvements 1,451,677 Ford/Jupiter Park Bleachers 79,826 Celebration Park Sprayground 62,239 DRN Renovations Pool 8, Pump 98,168 Senior Center Sound System 14,843 Orchards Neighborhood Park 3,504 Watters Branch Community Park 1,500,000 1,500,000 City of Allen Entry Monument 270,000 270,000 Hillside Play Area Pocket Park 7,845 300,000 300,000 Bethany takes Park Connector Trail (ADA) 56,000 56,000 Cardio Fitness Equipment 300,000 300,000 JFRC Renovations 37,748 74,600 74,600 Special Services Equipment 63,000 63,000 Park Pier Deck Replacement 30,000 30,000 AEC Chiller/Briner 231,000 231,000 DRN Pool Deck 50,000 50,000 Recreation LED Message Boards 102,000 102,000 Variety of Golf Course Items 44,990 44,990 Ford Pool Design 8,000 300,000 ' Watters Branch Artificial Turf 1,800,000 Ford Pool Redevelopment 2,860,000 TOTAL CAPITAL 2,719,990 $ 3,771,590 $ 5,8711590 3,610,000 City of Allen 283 FY2016 Budget I I CITY OF ALLEN City of Allen 284 FY2016 Budget II CITY OF ALLEN City of Allen, Texas Capital Improvements FY 2015-2016 Lucas Plano Parker Public Works Government Parks Utilities City of Allen 285 FY2016 Budget McKinney Fairview •p +,.c.awo • ��OA� • • 8 exouwe ;• � . excwxrc nwr Lucas Plano Parker Public Works Government Parks Utilities City of Allen 285 FY2016 Budget 2016 CAPITAL PROJECTS The City's five-year Capital Improvement Program represents the Capital Budget for 2016 and is a financial plan for infrastructure and other improvements through 2020. The Engineering and Planning 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 $77.9 million bond proposal in May 2007. The list of projects includes streets, drainage, public facilities such as an athletic complex, public art projects, parks and recreation, public safety facility upgrades, and a fire station. Approximately $33.9 million is allocated to spend on capital projects in FY2016. 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 Safely. Reconstruction of existing Fire Station #2 is estimated at $4.45 million for FY2016. In addition, $1.72 million has been allocated for facility upgrades for the basement remodel at City Hall. Public Art. $0.3 million is anticipated for construction of public art projects. m uennuc �vary r,a<+.an pJ Fa[YiOes llry9a'Itl 13) Fn � i2 (4) Fnme Aa Eq$menl IA MmIWa�3ervire ceuer�nax2 181 Fttl[M Parks and Recreation Funding of $14.9 million is provided in FY2016 for various parks projects. The majority is allocated for community parks and park facilities. Projects include, but aren't limited to, the beginning development City of Allen 286 FY2016 Budget of the 55 acre Watters Branch Community Park at $6.2 million, the Ford Pool Redevelopment for ' $3.16 million and the Cottonwood Creek Trail and other trail extensions at $1.05 million. Additionally, Parks and Recreation is planning land acquisition for future development. C.." . 11) lanepCCw tC (2) W@Hl Creep Oom wRPoM(E9TEVIE) 131 Watlers Brants CamNPlty Fad eelph0 h0 pai Oe"IODMm '4i NcgnbpmpW Deveropmmt Pr FW11tW1 (5) Nlen Evml Center lnplpvemenb Wi (8) Nbn HeMage Wla lmpmve,vbb `°�"^ r m CK Wp=l PMecls XM (8) cxC phal Prgeq mis t (9) Epviem Ul Cist C.NaI (10) FM PW REOavelognni rale Pr SepM Camera SySlem.PNae 1 3 _ Tlalh •rt ! • ` ` t,o (12) OIW RaM inq �...� r� •�-w Tnw (13) CpOw G.TraWIPP ,.�.». (10) TWCewlCplgnl,PNse3 Ps Public Works ' Streets Approximately $6.4 million in 2016 is allocated for street projects; and is primarily teeing spent on the following: Alma Drive widening from Hedgcoxe to SH121 for $2.8 million, Montgomery Boulevard Extension from Watters Creek to US 75 for $1.163 million, Intersection Improvements identified for three intersections for $810 thousand, Angel Parkway from Main St. to Parker Rd. design of proposed expansion to four lanes for $700 thousand, and design of Ridgemont Drive reconstruction from Greenville Avenue past the current railroad crossing for $622 thousand. Street Maintenance. Routine replacement of street and alley's throughout the city; $0.4 million. City of Allen 287 FY2016 Budget Uffixes ' In FY2016, $2.8 million is allocated for the replacement of deteriorated water and sanitary sewer pipes in various locations throughout the city. Stacy Road ground storage #2 is planned to be repainted for $670 thousand. Lift station and pump station maintenance combined are $825 thousand. I 1 1 (1) CMW Tower B Wy TO Repan (2) U Si Mantl . 13) Puras "Manenarce (4) RM T. Re M (5) Stx Roan Gm Slpiape n Repave (6) 0875 Lift SV &lY FameM n ..,..... 0 m Wabr lYie atl Saver Man Regarema6 P� O City of Allen 288 FY2016 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 $24.1 million. Operating Capital Budget Budget $199.4m $24.1m $33.9m Cash Financing and Debt Service Debt service payments and cash financing for projects comprise $20.92 million of this total. The debt service payments are $18.52 million; of this amount, $12.81 million is for General Obligation debt, and $5.71 million is for Revenue debt. Budgeted transfers from operating funds to the Capital Projects funds are $2.395 million, and include: Water and Sewer Proiects: $1,995,000. Of this total, $1,600,000 is allocated for water and sewer line replacement projects. In addition, $195,000 is appropriated for pump station and lift station improvements, and $200,000 is budgeted for un -programmed replacement or maintenance needs. Solid Waste Proiects: $500,000 is allocated for major alley repairs. City of Allen 289 FY2016 Budget 1 Other Operating Costs In addition to cash financing and debt service, the increases in operating costs in the FY2015-2016 budget related to the CIP totals approximately $680,000. These are listed below by project type. Increases are stated in comparison to the FY2015 revised budget. Facilkies: Approximately $60,000 was added to the budget for FY2016 in personnel cost to support Ford Pool expansion. Water and Wastewater Profects7 The City continues to allocate resources for meter replacement. For FY2016, $500,000 is allocated for this ongoing program. In addition, $120,000 is allocated for mains and connections. Capital Projects List A complete list of proposed projects for FY2016 through FY2020 is on the following pages. City of Allen 290 FY2016 Budget CITY of ALLEN Capital Projects Expenditure Summary in OOPS/ TYPE Major Project Total CATEGORY Furdinl Ert thro projected Projected Projected Projected Projected projatted PROTECT S4urce(ai "2015 "2016 FY2017 FY2018 FY2019 mom Investment Gavernmenl Arta Public Art GO Bonds $ 704 $ 349 $ 345 $ - $ $ - $ 1398 Arta Sublobl $ )110 $ 309 $ 315 $ $ $ $ 1398 Public FacillHes Allen Public bbrzry Expansion GO Bonds $ $ $ 100 $ 920 $ 11615 $ 250 $ 2885 Public Wed. Subtotal $ 100 $ 920 S 11615 5 250 $ Urges Public Safety Fire Station 8fi and Equipment GO Bontls $ - $ - $ - $ 500 $ 4,775 $ 559 $ 5,834 GO Bond; General Facility Upgrades Fund Revenues $ 80 $ 1,720 $ 1,100 $ 1,100 $ 1,100 $ 1,100 $ 6,200 Municipal Service Center, Phase II GO Bonds $ - $ - $ 500 $ 1,500 $ $ - $ 2,000 Fire Station k2 GO Bonds, Other $ 845 $ 4,751 $ - $ - $ $ - $ 5,596 Public Safety Subtotal $ 925 $ 647] $ 1,600 $ 3,100 $ 5,0]5 $ 1,659 $ 19,630 NEWT.— •^ $ 4,430 $ 13,490 $ 1.909 $ "913 Parks Community Par" Iand Acquisition GO Bonds, lntergov $ 11600 $ 1,888 $ - $ - $ - 5 - $ 3,488 Watters Branch Community GO Boal 4a/4b ' Park Taxes, lntergov., Fees $ 328 $ 6,200 $ 922 $ - $ $ $ 7,450 Rowlell Creek Community Park GO Bonds, Interco, $ - $ 400 $ 3400$ - $ - $ - $ 3800 m ComualN Par" SYMobI 5 928 $ 5 0332 4 5 5 5 SOflB Neighborhood Parks Neighborhood Park GO Bontls, 4a/46 Development Tax,, $ 1,330 $ 791 $ - $- $ $ - $ 2121 NaWborlaPd Park] WWW $ 30 $ T01 $ t $ $ $ 131 Park Facilities Enveonmental Discovery Came, GO Bonds $ - $ 500 $ $ - $ - $ - $ 500 Par" Security Camera System, Phase2 4a/4b Taxes $ 133 $ 117 $ - $ - $ - $ $ 250 Allen Event Center Improvements 4a/4b Taxes $ 152 $ ED $ - $ $ - $ - $ 212 CDC Capital Protects 2014 "Ab Taxes, Other $ %7 $ 225 $ - $ - $ - $ - $ 1,172 CDC Capital Projects 2015 4a/4b Taxes $ 814 $ 345 $ - $ - $ - $ - $ 1,159 AIIen Heritage Village Improvements 4x/46 Taxes, Other $ 1,537 $ 75 $ - $ - $ - $ - $ 1,612 Ford Pool Radevelopmem 4a/4b Taxes $ 97 $ 3163$ - $ - $ $ - $ 3260 Park Facing. Subbtal $ 3W $ ONS $ $ $ $ $ 1165 Traflk Bike Route Markings 4a/4b Taxes $ 50 $ 50 $ 101 50 $ 50 $ 50 $ 300 Traft SubtotN $ 50 5 50 S 50 $ 50 S 50 $ so $ 300 Trail Trail Development 4x/46 Taxes $ 1,469 $ 700 $ 700 $ 700 $ 700 $ 700 $ 4,969 Cottonwood Geek Trail/ GO Bonds, Intergov, City of Allen 291 FY2016 Budget LI I CITY OF ALLEN Capital Projects Expenditure Summary - continued... ('n OV's) TYPE Major ProjeR Total CATEGORY Flown, Bal taro P-*IrdI Pro}Rad Frojetted Projected P.*w prajezhaj PROIER Sourtela) FY201S mom M017 FY2038 FY2D19 lefirm InreabneM Public Works Drainage Bank Stabilization / Erasion / Drainage Projects GO Bonds $ - $ - $ 500 $ 500 $ 1,000 $ 1'" $ 3,000 Cottonwood Creek Bank GO Bunts, "Al, Stabilization Taxes, Other $ FAO $ 150 $ $ $ $ $ 750 D.I.M. Subtotal $ 600 $ 150 $ So0 $ 500 $ I'M $ S,UDD $ 3,750 Street Maintenance GO Bonds, Oper. Street and Alley Replacement Revenues$ 1237 $ 400 $ 300 $ 300 $ 300 $ 300 $ 2,837 Strawy Mtleraiande SubtoW $ 1,237 $ 400 $ 300 5 300 $ 300 $ 300 $ W7 Son' FM 2551 (Angel Parkway)- Intergov., Developer Main Street to Parker Road Contributions $ - $ 7w $ 9,000 $ 10,000 $ 9,134 $ - $ 28,834 Stacy Road, Phase II GO Bontls, Developer (Greenville to FM 1378) Contribu0ons $ 1,070 $ 31 $ - $ - $ - $ - $ 1,101 Ridgeview and US 75 Inte¢hange GO Bonds, InwWv. $ $ - $ 2,750 $ 24,660 $ 4,590 S - $ 32,000 MMian landscaping / Lighting (various locations) GO Bonds, Other $ - $ SO $ 430 $ 450 $ - $ 450 $ 1,380 Chaparral Road Steedight5 Other $ - $ b $ 300 $ - $ - $ - $ 340 StaryTraffc Signals (Greenville and Angel) Other $ - $ 130 $ - $ - $ - $ - $ 130 Ridgesiew Drive(Watters t0 GO Boards, IMergov., U575) Fees, Other $ - $ - $ 850 $ 3,000 $ 600 $ 4,550 $ 9,= Citywide Traffic Signal Upgrades / Modifications GO Bands, Other $ 5O $ - $ 170 $ 170 $ 10 $ 1,000 $ 1,570 Cahn County Roadway Partnership GO Rands, Intergov. $ - $ - $ 5,So0 $ - $ 1,400 $ 3,100 $ 10,000 Montgomery Boulevard Oper. Revenues, Crandon Other $ 2,237 $ 1,163 $ - $ - $ - $ - $ 3,400 Ridgemant Orae 4a/4b Taxa, General Reconstruction Fund Revenues $ 100 $ 622 $ - $ - $ - S - $ 722 New TraRc Signal Construction Fees $ - $ - $ 300 $ 300 $ 300 $ - $ 900 Olsen & Beverly Elementary Sidewalk improvements Other $ 150 $ 50 $ - $ - $ - $ GO Bonds, Inlergov., Alma DFim Widening Fees, Other $ 200 $ 2,800 $ 2,500 $ - $ - $ - $ 5,500 2015 Intersection Improvements Nodous Cary of Allan 292 FY2016 Budget ' 3,fi00 CITY OF ALLEN Capital Projects Expenditure Summary - continued... $ 2,458 $ 3,350 $ I,i50 $ 3,000 $ 15,358 $ (In w0•s) S 5,28 $ 8,933 $ 4.343 $ 6,47S $ 3,Z25 S 31,303 TYPE Major Project Total CATEGORY Burns, Est. tarn Projected Projected Projected Projected Projected prolected PROJECT Sources) FYZ015 H2016 H2017 FY2018 FY2019 FYZ020 Investment utilities Wastewater U S. 25 Lift Station & 12" Force Main Oper, Revenues Fees $ 25 $ 325 $ 3,850 $ $ $ $ 4200 Wartawatar5ubtonl It 25 $ 325 $ 3,850 $ $ $ $ 4,300 Water Stary Road Ground Storage N2RepaiM Oper. Revenues $ - $ 620 $ - $ $ - $ $ 620 Custer Tower and Bethany Tower Repaint Ober. Revenues $ - $ 400 $ 550 $ - $ - $ - 5 950 RowlettTower Repaint Oper. Revenues $ - $ - $ 250 $ - $ $ - $ 70 Automatic Meter Rescue Oper. Revenues, Fees, Retrofit Other $ - $ - $ 1,100 $ 1,873 $ 4,000 $ - $ 6,923 Lift Spend. Maintenance Oper. Revenues $ 62 $ 353 $ 100 $ 100 $ 100 $ 100 $ 815 Pump Station Maintenance Oper. Revenues $ 115 $ 422 $ 125 $ 125 $ 125 $ 125 $ 1p82 Witter &Sewer SCADA System Upgrade Fees $ 222 $ 228 $ - $ - $ - $ - $ 500 WaterM SuMaI S 449 5 2,123 $ 2625 $ 3098 $ 4,225 $ 225 $ 11,745 Water at Wastewater Water Line &Sewer Main Oper. Revenues, water&Waz[ewa[er SVBtolal $ 3,fi00 5 3,800 $ 2,458 $ 3,350 $ I,i50 $ 3,000 $ 15,358 $ 3,W4 S 5,28 $ 8,933 $ 4.343 $ 6,47S $ 3,Z25 S 31,303 1 City of Allen 293 FY2016 Budget City of Allen 294 FY2016 Budget CITY OF ALLEN CAPITAL PROJECTS IMPACT ON OPERATIONS & MAINTENANCE ' ("000") $ 52 $ Projected Projected Projected Projected Projected TYPE CATEGORY PROJECT FY 2036 FY 2017 FY 2018 FY 2019 FY 2020 Goyernment WattersBranchCommuniryPark $ 541 $ Arts $ $ $ Public Art $ 68 $ 77 $ $ $ $ 469 $ Artssubbotal $ 68 $ 77 $ $ $ Public Facilities Allen Public Library Expansion $ - $ $ $ 390 $ 320 156 Public FacillgeF Subtotal $ $ $ $ 390 IS 320 Public safety Neighborhood Parks Subtotal $ 151 $ 156 $ $ Fire Station g6 and Equipment $ - $ - $ - $ 1,200 $ - City of Allen 294 FY2016 Budget Community Parks Land Acquisition $ 52 $ Rowlett Creek Community Park $ - $ - $ 469- WattersBranchCommuniryPark $ 541 $ 533 $ $ $ Community Parks Subtotal $ 593 $ 533 $ 469 $ $ Neighborhood Parks Neighborhood Park Development $ 151 $ 156 Neighborhood Parks Subtotal $ 151 $ 156 $ $ $ Park Facilities Mien Heritage Village Improvements $ 52 $ 54 $ 56 $ 58 $ - ' CDC Capkal Projects 2014 $ 9 $ 19 $ 26 $ 31 $ CDC Capital Projects 2015 $ 5 $ 7 $ 9 $ 10 $ - EnvironmentalDismveryCenter $ 25 $ 91 $ 76 $ 79 $ - Parks Security Camera System, Phase $ 7 $ 8 $ 11 $ 12 $ Park Fedlides Subtotal $ 98 $ 179 $ 178 $ 190 $ Trail Cottonwood Creek Trail/HPP $ 24 $ 24 Trail Development $ 127 $ 120 $ 149 $ 180 $ Trall Subtotal $ 151 $ 144 $ 149 $ 180 5 Parks Total $ 993 $ 1,012 $ 796 $ 370 $ City of Allen 294 FY2016 Budget 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 FY2016 to 0.106327 in FY2019 due to a reduction in debt service and growth in valuation. The debt rate will continue to decrease as only $2 million remains from $78 million approved in May of 2007. 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 20%, 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 FY2019 ranges from 11.1 % to 5.9%, 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 decreases in subsequent years, as reflected in the City's Comprehensive Plan, due to build out of the available land that is zoned residential. 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 $78 million in May 2007 for future infrastructure improvements and public facilities, along with a 4.4 cent potential tax increase to help cover the additional operating costs associated with these projects. It is anticipated that a new Bond Program will be presented to the voters in May 2016. An analysis will need to be performed to determine the amount of debt that the community can afford for the debt and the operating costs associated with the new projects. Revenue Debt Assumptions Revenue debt and water and sewer rates are managed according to the City's Water and Sewer rate study. A 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 from the rate study. The plan includes annual water rate increases from 2% to 7% for water customers over the next three years and 5% to 10% for sewer services during the same time period. In order to promote water conservation, the irrigation rates are projected to increase 7% per year for the next four years. ' 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. 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 City of Allen 295 FY2016 Budget 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 range from 4.17 to 4.78. 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 2006 the City's policy of limiting the debt portion of the total tax rate to 40% would have translated into authorizing approximately $138 million of new debt. From a cash flow and tax rate perspective the 2006 CIP Committee felt that $78 million of new debt was the maximum amount the community could afford. The Committee proposed and voters elected to approve $78 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. If the City had authorized the maximum of $138 million, the debt tax rate would have increased to 39.5% of the total tax rate. Although this percentage was just below the 40% in the old policy limit, there also would have been an additional impact upon the City due to the operating costs associated with projects totaling the larger amount. The combination of operating costs and new debt service associated with $138 million of new debt would have raised taxes more than the 4.4 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 additional debt related to the final two years of the 2007 Bond Program. The remaining authorized but unissued G.O. Debt is $2 million from the 2007 election. During the next two years the plan is to issue: FY2017-$2 million. 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 20% 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. 1 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 and have had some supplemental funding from Economic Development Corporation (EDC) sales tax revenue bond proceeds. 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 Central Business District may need to be replaced through cash financing or with funding from a Tax Increment Redevelopment Zone. 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 4.17 to 4.78 as mentioned above. CHy of Allen 296 FY2016 Budget Balance Carried Forward Ad valorem tax Delinquent collections Penally 8 interest Investment eamirgs Rollback Taxes Refunding Bond Proceeds Net Premium Transfer from Other He TIF Property Tax offset Mlsc Tax Revanue Total Revenues Total Revenue Scums. Total Resou0es Available Expenditures Commission 8 refunding exp Bond Principal Bond Interest CO Principal CO (merest 'Refunding Bond savings Refunding amount to escrow agent Total lix surd6uree Fund Balance at Year -End Revenues Owl(Under) Expe0d'dures Reserve requirement(10% arm DIS)' Beg FIB meek reserve req. Amt. over (under) requirement: Reserve requirement (5% ann DIS): Be, FIB meets reserve req. Amt. over (under) requirement: Calot portion of tax rate: Debt %of tax rate: M&O portion oftax rete: Total tax rate: Fund Reserve % Valuation % growth In Valuation New Debt Issued ,1 City of Allen Debt Service Fund Actual Revised Proposed Estimated Estimated Estimtled 3414 2015 an an 3V76 an 901,848 069,703 1,207,855 1,251,359 1,219,479 958179 11,]683]1 12,977,448 12,594,389 12,407,983 12,359,065 13,081,988 (25,018) 58,664 84,88] 82,040 61,795 68410 32,670 41,079 45,421 43,428 43,257 45,787 48,940 38500 36,5110 43,700 43,700 43.700 48251 24,815,000 3,239,1% 500,000 643,257 250,000 - - - (135,061) (145,525) (136,487) (143,311) (150,477) (158001) 12225,152 41,865,599 12,854,710 12,413 839 12,357 340 13,078 884 13,127,001 42,555,301 14,062,566 13,885,198 13,576,818 14,037,063 13127,001 42,555,301 14,062,586 13,665,198 13,576,818 14,037,083 6,7W 9,750 9,750 10,200 10,200 10200 8.085,000 9,2]5,60 9,095,00 8,816,988 9,214,262 8.]64.fi0fi 3,837,% 3,624,348 3,640227 3,549,381 3,327,367 2,954,529 270,000 40,000 40.000 45,000 45,000 W,000 38460 28,270 26230 24,1W 21,810 19,470 - 272,147 - - - _ - 28,097,932 - I - 12,23],298 41 347M7 12,811,20] 12,445 ]19 12,618,6n 11,798,806 889.703 1207655 1 251 359 1,218 p9 950179 2.238.257 (12,146) 318,152 43,503 (31,880) (281,300) 1,2W,078 1,223,055 1,323,977 1,260,146 1,243,552 1,260,644 1,118,861 No No No Yes No No (321,206) (434,274) (72,290) 7,807 (41,365) (220,681) 611,527 661,986 640,073 621.776 638422 589,430 Yes Yes Yea Yee Yes Yes 298321 227,714 567,783 629583 609,057 368,749 0.140670 0.141636 0.123727 0.113627 0.106327 0.106327 25.61% 26.23% 23.04% 21.16% 19.80% 19.80% 0.409121 0.398361 0.413273 0.423371 0.430673 0.430673 0.55000 0.54000 1 0.53700 1 0.53700 0.53700 0.53700 I am u "I e4u% Mod% 960% 810% 8,373,043,840 9,182,340.703 10.179,176,133 10,974,]98%] 11,882,47,275 12,365,369,760 465% 9.43% 1110% 7.82% 644% 585% 10,605,000 7,885,000 - 2,000,000 - - City of Allan 297 FY2016 Budget City of Allen General Fund Long -Term Plan ' 2015-2016 Budget Actual Revised Proposed Projected Projected projected am 24143435 101561434 WW"12 2017-m111 30U.M19 BEGINNING MIANCE 16,172,034 19,091,532 18,941,474 21,114,072 26,146,251 33,348,738 REVENUES: Ad valorem taxes 33,936,634 36,395,038 41,239.370 45,63,228 49,449,999 52,355,388 Sales tar 17,592,860 17,952,931 18,552,221 19,190,723 19,827,546 20,491,434 Francblu fees 6,973,284 7,230,686 7,439,930 ],]36,018 8,043,912 81364"160 hcensas and permits 2,863,226 2,283,701) 1,772,700 1,781,138 1,764,720 1,773,418 contribubons 2% 815,408 30a,a00 822,551 339"102 855,722 072,898 26ar,oforservices 2% 10,315,383 10,889,7702 1111841548 11,408,239 11,7036,404 11,80,132 Fines 2% 2,160,168 1,654,295 1,693,182 1,727,352 1,761,899 1,07,137 Miscellaneous 2% 796,173 780,640 802,920 aM422 834,234 850,215 Interestearnirl, 2% ]54,488 162,000 162,000 165,240 168,545 171,916 Rnmburcements 2% 1,239,749 1,142,043 1,256,927 1,286,516 1,316,829 1,347,887 Transfers in 2% 5,314,988 5,353.099 455609 4.647.833 4740,790 4835605 Total Revenues $ 82163381 $ 84652994 89483328 $ 95,234,710 $ 1004007059 104729120 WENDITURE Personnel services 4% 48,066,385 51,723,832 56,037,849 58,279,363 W,610,537 63,034,959 Operrtians 2% 10,aa4,]BO 12,021,545 12,442,279 12,601,635 12,945,4707 13,204,327 Supplies 2% 1,77,656 2,117,159 1,8]70}53 1,913,800 1,952,158 1,991,201 Maintenance 2% 2,032,036 3,27070,543 3,402,288 3,470,334 3,539,740 3,610,535 Professional Services 2% 6,865,085 7,157,879 7,030,197 7,170,801 7,314,217 7,460,501 Miscellaneous 2% 814,457 2,259,720 1,426,9704 1,4SS,SD3 1,484,7013 1,514,3070 Opral 2% 356,467 506,694 474,015 483,495 493,165 503,029 Sta, Furniture Incentive 16,902 - - - - - VlllaBe at Allen lncenave 3% 3,558,130 3,68],564 3,941 4,025,95 4,145,840 4,270,223 Ubela'r 1,0.'x"100 1,080,400 - - - Forte - 30,000 10,000 101000 10"100 10,000 Operating Transfers Out 2% 653,340 1,052,116 702,426 702,426 702,426 702,426 ' rash Finance of OP Projects 3,539,644 Subtotal Evperittures 79,543,883 $ 8480302 $ 9]310]30 90,202,532 9 93,198,172 $ 96,301,556 ENDING FUND MIANCE 1901532 $ 18941474 L2411,11,072 26UB20.N 333411lfi 4171601 Revenues Ovar/(Un&r) Expenditures, 2,619,498 (10,011) 2,172,590 5,03230 7,20,487 0,121,564 8 days operations In reserve, BOY 87.6 01.5 813 1068 108 15B.3 Debt Issuance Yarlable: Beginning debt oulsianding $97,535,000 $99,775,000 $96,180,000 $87,045,000 $80,285,000 $71,275,000 Pnncipal relined (8,355,000) (9,315,000) (9,135,000) 18,760,001 (9106,00) (8,7020,000) preridellssuel 1059500 5.720.000 200,000 Endingdebt outstanding99, %10 285, 122 000 62 Ta: Me ear libbs: Taxabb valuesfiousaM8 6373044 9,162,341 10179176 109147% 11,708204] 12365370 Operations&Maintenance: 040121 0.398361 0406773 0.416373 0.42370]3 0.4236]3 Debt Service. 0.14080 0.141639 0.123727 0.113627 0.106327 0.10327 Total: 0.50000 0. 0.50000 0.5000 0.5300 05000 City of Allen 298 "2016 Budget I 1 I! I I CITY OF ALLEN City of Allen 300 FY2016 Budget I I I Budget, Tax, and Fund Balance Ordinances City of Allen 301 FY2016 Budget ORDINANCE NO. 2&9.15 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, 2015, AND ENDING SEPTEMBER 30, 2016; 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 TEE 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 2015-2016; 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 $199,384,266, providing a complete financial plan for the ensuing fiscal year beginning October 1, 2015, and ending September 30, 2016, 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, 2015, and ending September 30, 2016. SECTION 2. The sum of $199,384,266 is hereby appropriated for the payment of the expenditures established in the approved budget for the fiscal year beginning October 1, 2015, and ending September 30, 2016, 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], 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 oractivity to another within any individual activity for the fiscal year 2014-2015 are hereby ratified, and the budget ' Ordinance for fiscal year 2014-2015, 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 302 FY2016 Budget SECTION S. Specific authority is given to the City Manager to make the following adjustments: I 1. Transfer of appropriations budgeted from one account classification to another account classification 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 2014-2015 are hereby ratified. SECTION 6. The City Council hereby approves the Capital Improvement Program for 2016-2020, 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 B. 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 retrain in full force and effect. SECTION 10. This Ordinance shall take effect immediately fmm 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 TMS TBE STM DAY OF SEPTEMBER 2015. APPROVED: t Stephen Terrell, MAYOR APPROVED AS TO FORM: ATTEST: _ nuc ir✓ ,,..L. City of Allen Ordinance No3 25-9-15 Page 2 FY2016 Budget ORDINANCE NO. 9-15 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, LEVYING THE AD VALOREM TAXES FOR THE TAX YEAR 2015 (FISCAL YEAR 2015.2016) AT A RATE OF $053000 PER ONE HUNDRED DOLLARS ($100) ASSESSED VALUATION ON ALL TAXABLE PROPERTY WITHIN THE CORPORATE LIMITS OF THE CITY OF ALLEN AS OF JANUARY 1, 2015, TO PROVIDE REVENUE FOR THE PAYMENT OF CURRENT EXPENSES; PROVIDING FOR AN INTEREST AND SINKING FUND FOR ALL OUTSTANDING DEBT OF THE CITY OF ALLEN; PROVIDING FOR DUE AND DELINQUENT DATES TOGETHER WITH PENALTIES AND INTEREST; PROVIDING A SEVERABILITY CLAUSE; PROVIDING A REPEALING CLAUSE; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, following public notices duly posted and published in all things as required by law, public hearings were held on August 11, 2015, and August 25, 2015, 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 2015-2016, submitted by the City Manager in accordance with provisions of the City Charter and state statutes; and, WHEREAS, the City Council, upon full consideration of the matter, is of the opinion that the tax rate hereinafter set forth is proper and should be approved and adopted. ' NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, THAT: SECTION 1. There is hereby levied and shall be assessed for the tax year 2015 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 $0.53000 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 $0.406273 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 WELL RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE. THE TAX RATE WILL EFFECTIVELY BE RAISED 1031 PERCENT AND WILL RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY APPROXIMATELY $7.91. ' SECTION 2. All ad valorem taxes shall become due and payable on October 1, 2015, and all ad valorem taxes for the year shall become delinquent if not paid prior to February 1, 2016. There shall be no discount for payment of taxes prior to February 1, 2016. A delinquent tax shall incur all penalty and interest authorized by law, to wit: City of Allen 304 FY2016 Budget (a) A penalty of six percent on the amount of the tax for the first calendar month it is delinquent, plus one percent for each additional month or portion of a month the tax remains unpaid prior to July 1 of the year in which it becomes delinquent. (b) Provided, however, a tax delinquent on July 1, 2016, incurs a total penalty of twelve percent of the amount of delinquent tax without regard to the number of months the tax has been delinquent. A delinquent tax shall also accrue interest at the rate of one percent for each month or portion of a month the tax remains unpaid. Taxes for the year 2015 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 2015 and for all future years that become delinquent on or after February 1 of a year incur an additional penalty on the later of the date the personal property taxes become subject to the delinquent tax attorney'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 2015 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 Code Section 6.30 and Section 33.05, 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 0. The tax roll as presented to the City Council, together with my supplements thereto, be and the same are hereby approved. SECTIONS. Should any word, sentence, paragraph, subdivision, clause, phrase or section of this ordinance, be adjudged or held to be void or unconstitutional, the same shall not affect the validity of the remaining portions of said ordinance which shall remain in full force and effect. SECTION 6. All ordinances of the City of Allen, Collin County, Texas, in conflict with the provisions of this ordinance be, and the same are hereby, repealed; provided, however, that all other provisions of said ordinances not in conflict with the provisions of this ordinance shall remain in full force and effect. SECTION 7. This ordinance shall take effect immediately from and after its passage, as the law and charter in such cases provide. DULY PASSED AND APPROVED BY THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, ON THIS THE Ssrr DAY OF SEPTEMBER 2015. APPROVED: Stephen Terrell, MAYOR ' APP�ROV,EJ—D AS TO FORM: TTEST: rr. Smith, ATTORNEY Shelley B. Ge&W& CITY SEC TARP City of Allen Ordinance No3 29-9.15 Page 2 FY2076 Budget ' RESOLUTION NO. 3032-9-11tR1 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, AMENDING THE DEBT MANAGEMENT AND FUND BALANCE RESERVE POLICY FOR THE CITY TO REFLECT NEW ACCOUNTING REQUIREMENTS AND CHANGE THE MAXIMUM ALLOCATION OF TAX RATE FOR DEBT SERVICE; PROVIDING FOR A REPEALING CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the City government has recognized the need to carefully account for public funds, to manage municipal finances wisely and to plan the adequate funding of services and improvements; and, WHEREAS, the City of Allen has adopted a debt management and fund balance reserve policy to provide the structure of continuing fiscal stability, reduce financial risk and maintain adequate contingency assets for present and future requirements; and, WHEREAS, the Governmental Accounting Standards Board has issued Statement No. 54 to establish accounting and financial standards for all governments that report governmental funds and to establish criteria for classifying fund balances into specifically defined classifications and clarifies definitions for governmental fund types; and, WHEREAS, implementation of Statement No. 54 requires the City to amend its debt management and fund balance reserve policy; and, ' WHEREAS, to further reduce financial risk and maintain continuing fiscal stability the City will adopt and establish a working capital policy for enterprise funds which do not report "fund balances," and will accordingly amend the name of the policy; and, WHEREAS, the City Council finds that it is in the best interest of the City to change the maximum percentage of tax into allocated for debt service; and, WHEREAS, the City Council desires to amend its "Debt Management and Fund Balance Reserve Policy", through the adoption of the amended "Fund Balance, Working Capital Reserve and Debt Management Policy," attached hereto as Exhibit "A." NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, THAT: SECTION 1. The "Debt Management and Fund Balance Reserve Policy" is hereby amended by the adoption of the amended "Fund Balance, Working Capital Rcserve 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 306 FY2016 Budget ' DULY PASSED AND APPROVED DY THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, ON T1HS THE 27Tn DAY OF SEPTEMBER, 2011. LJ APPROVED: Stephen eercll, MAYOR ATTEST: Shelley B. Geo CTTY SECRETARY Resolution No. 3032-9-11(R), Page 2 City of Allen 307 FY2016 Budget 1 EXHOIT A CITY OF ALLEN, TEXAS FUND BALANCE, WORKING CAPITAL RESERVE AND DEBT MANAGEMENT POLICY revised September 27, 2011 City of Allen 308 FY2016 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 future risks from revenue shortfalls, economic downturns, unanticipated expenditures and impacts from weather. Furthermore, anticipated cash financing of projects may result in the fund balances and/or working capital reserves to exceed the ranges while funds are accumulated. DEFINITIONS Enterprise Funds — are used to account for operations that are financed and operated in a manner similar to private business enterprises where the intent is that the costs of providing goods and services to the general 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 Governments] Accounting Standards Board Statement 54, Fund Balance Reporting and Governmental Frond Type Defrnitiam, the City classifies governmental 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 grants and general obligation bonds. (3) Committed fund balance — includes amounts that can be used only for the specific purposes determined by a formal action of the government's highest level of decision-making 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 309 FY2016 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 than 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 Fond 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 travel/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 lo% 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 Geneml 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 310 FY2016 Budget 5) Minimum Enterprise Fund Working Capital Reserves ' a) If applicable, all funds shall remain in complete compliance with bond issue covenants. b) Working capital reserve shall be maintained in an amount that is within a range of 90 to 120 days of annual expenditures in order to provide for potential unanticipated needs or the impact of weather. c) If unassigned working capital falls below the goal or has a deficiency, the utility rate plan study will be utilized to determine the appropriate course of action when determining rates and establishing a timeframe to replenish working capital reserves. B. DEBT MANAGEMENT POLICY The City's Charter (Article V, Section 5.1) states that the City of Allen has the power to borrow money against the credit of the City for any public purpose that is not prohibited by the constitution and laws of the State of Texas. Article XI, Section 5 of the Texas Constitution, applicable to cities of 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 Proeam a) A capital improvement program shall be prepared, submitted to, and approved by the Council annually pursuant to the City Charter, Article IV. b) The capital improvement program shall consist of at least a 5 -year priority listing of long tens 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 oamidered 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 311 FY2016 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. Y) 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. ix) Investment of bond proceeds shall be in compliance with the City's investment policy. x) The City shall have a program to comply with arbitrage rebate monitoring and filing. xi) The City shall follow all mandated bond disclosure requirements. xii) The City shall follow all bond covenants. 3) Debt Issuance purposes and Revenue Sources a) General capital improvements shall be financed in accordance with the capital improvements program or as authorized by Article V of the City Charter, by City Council or the City Manager. Funds shall be available for the financing of general improvements in accordance with the following: i) Current property tax revenues and future property tax revenues generated by increases in valuation shall have priority allocation to the repayment of existing and future general obligation tax supported debt. Remaining property tax revenues, together with sales tax and other general fund revenues shall be used to fund the City's operating budget. ii) To the extent funds described above are in excess of that required by the City's general fund operating budget, all or a portion of the excess amount shall be used for pay-as-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 -at -you -go financing with current resources remaining from year-end savings. iv) Debt service payments on general obligation bonds, not abated by other revenues, shall be paid from the debt service property, tax levy. v) Outstanding bonds will be retired according to the debt repayment schedules. vi) Reloading 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 mfundings. 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 312 FY2016 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 forth 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 mlate to the useful life of the asset and generally be in accordance with the following: i) Twenty (20) years for most general obligation public improvement debt. Debt will generally be structured with even payments over the life of the issue although principal reductions in early years may be used to accomplish specific tax rate objectives. ii) Ten (10) years or less for debt related to assets that have a life expectancy of 10 years or less. Debt will generally be structured with even payments over the life of the issue or matched against associated projected revenues. iii) Twenty years or more (20t) years for capital projects of citywide significance and where justified by the magnitude of the project and asset life. Debt will generally be structured with even payments over the life of the issue although principal reductions in early years may be used to accomplish specific tax rate objectives. iv) On an overall basis, the City's general obligation debt portfolio will generally be structured to retire at least fifty percent (50%) of the City's indebtedness within ten (10) years if the debt repayment is planned for twenty (20) years. City of Allen 313 FY2016 Budget ' v) On an overall basis, the City's water and sewer revenue debt will generally be structured to retire at least forty-five percent to fifty percent (45%-50%) of the system's indebtedness within ten (10) years if the debt repayment is planned for twenty (20) years. vi) If debt is issued that exceeds twenty (20) years, then it shall be a goal to structure the debt repayment with level debt service payments or, in the case of revenue bonds, with an amortization schedule that allows for the fastest debt repayment schedule while maintaining appropriate debt service coverage ratios. 1 1 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 314 FY2016 Budget I 1 1 Statistical Information City of Allen 315 FY2016 Budget ' WHERE IS ALLEN, _ TEXAS? CITY OF ALLEN City of Allen is located approximately 25 miles north of Dallas, Texas. City of Allen 316 FY2016 Budget ' CITY OF ALLEN MISCELLANEOUS STATISTICAL INFORMATION 2015.2016 FISCAL YEAR Land Area - 27.11 square miles Population as of 7/1/2014 - 94,173 2015 Population - Age Breakdown 10000 ' , , of ah i p. ,gas x0 0 'n0 ah x0 0 10 s0 bahA0 A0 dei bh City of Allen 317 FY2016 Budget M■■1■■� ' , , of ah i p. ,gas x0 0 'n0 ah x0 0 10 s0 bahA0 A0 dei bh City of Allen 317 FY2016 Budget 1 25,985 Total Multi -Family Units 40.0% Total Vacant Units 35.0% Homeowner vacancy 30.0% Rentalvacancy 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% 1 Education of Residents 25 Years and Over Less than 9th to 12th Highschool Some Associate's Bachelor's Graduate or 9th grade grade, no graduate college, no degree degree professional diploma (includes degree degree equivalency) 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. Housing Information Total Single Family Units 25,985 Total Multi -Family Units 4,709 Total Vacant Units 589 Homeowner vacancy 0.4% Rentalvacancy 4.7% Average Selling Price $318,522 Median SellingPrice $268,000 Days on Market Until Sale 35 Inventory of Homes for Sale 225 Months' Supply of Inventory 1.7 One of the key challenges has been to increase the supply of housing to meet the demand from the community for new housing. With the influx of population in the region, Allen must continue to build in order to capitalize on the opportunities that have arisen with the change in the landscape of the region. ■ Residential ■ Commercial City of Allen 318 FY2016 Budget ' 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. History of Tax Rate 054 — bs3 2011-2012 2012-2013 2013-2014 20142035 2015-2016 aTotatT.Pate City of Allen 319 FY2016 Budget CITY OF ALLEN PRINCIPAL TAXPAYERS January 1, 2015 Taxable Total Assessed 4T Mobility LLC Telephone services $ 146,950,999 1.44 i Village at Allen LP Mixed use 7.SB% 144,273,092 1.42 tiers Creek Owner LLC Mixed use Frontier Communications 107,324,512 1.0' tT Services Inc Telephone services Municipal Government 91,038,581 0.85 ;o Systems Inc Data Center 670 90,654,841 0.85 ilsea Allen Development LP Retail 1.82% 81,356,697 0.8C iton Pointe Apartments Inc Apartment Complex PFSweb 41,354,800 0.41 ekside Acquisition LP Apartment Complex Retail Beverage Distributor 41,087,335 0AC C Corp Business Personal Property 203 40,006,030 0.35 Settler's Gate Apartments LP Apartment Complex 39,697,861 0.35 Total $ 823,74Q748 8.05 _ Total Assessed Valuation $ 10.179.176.133 CITY OF ALLEN MAJOREMPLOYERS September 30, 2015 Company Product or Service Approximate Number of Employees Percentage of Total Allen Employment Allen Independent School District Education 2,502 7.SB% Experian National Data Center/Credit Bureau 865 2.62% Frontier Communications Telecommunications 850 2.58% City of Allen Municipal Government 849 2.57% Texas Health Presbyterian Hospital Hospital/Medical Offices 670 2.03% Jack Henry & Associates Information Processing 600 1.82% CVE Technology Group, Inc. Technology/Mobile 600 1.82% PFSweb Information Technology/E-Commerce 450 1.36% Andrew Distributing Retail Beverage Distributor 400 1.21% MonkeySports Sports Equipment Retailer 203 0.62% City of Allen 320 FY2016 Budget Glossary City of Allen 321 FY2016 Budget 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 Rows. Activity A specified and distinguishable line of work performed by a division. ADA Americans with Disabilities Act Ad Valorem A tax computed from the assessed valuation of land and improvements. 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. specdic appropriations are usually made at the fund level and are granted for a one year period. Appropriation The official enactment by the legislative body establishing the legal authority for Ordinance officials to obligate and expend resources Arbitrage The ability to obtain tax-exempt bond proceeds and invest the funds in higher yielding taxable securities resulting in a profit. Arbitrage restriction requirements describe the circumstances in which investment in materially higher yielding securities is allowed without compromising the tax-exempt status of the bond issue. The rebate requirements identify what must be done with profits earned from those securities under the arbitrage restriction requirement. Assessed Valuation A value that is established for real or personal property for use as a basis for levying property taxes. (Note: Property values are established by the Central Appraisal District.) Assets Resources owned or held by the City which have monetary value. Balanced Budget A budget adopted by the legislative body and authority by ordinance where the proposed expenditures are equal to or less than the proposed resources. Bonds A written promise to pay a sum of money on a specific date at a specified interest rate. The interest payments and the repayment of the principal are detailed in a bond ordinance. The most common types of bonds are general obligation and revenue bonds. Budget A plan of financial operation embodying an estimate of proposed means of financing it. The "operating budget" is the financial plan adopted for a single fiscal year. The "proposed budget" designates the financial plan initially developed by departments and presented by the City Manager to the Council for approval. The "adopted budget" is the plan as modified and finally approved by that body. The approved budget is authorized by ordinance and thus specifies the legal spending limits for the fiscal year. Budget Adjustment A legal procedure utilized by the City Staff and City Council to revise a budget appropriation. Budget Document The compilation of the spending plans for the various funds, along with supporting schedules, tables and charts which, in total, comprises the annual revenue and expenditure plan. Budget Control The control or management of the organization in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and revenues. CAFR Comprehensive Annual Financial Report Capital Outlay An expenditure which results in the acquisition of or addition to fixed assets, and meets these criteria: has an anticipated useful life of more than one year; can be permanently identified as an individual unit of property; belongs to one of the following categories: Land, Buildings, Structures & Improvements, Equipment; constitutes a tangible, permanent addition to the value of the City assets; cost generally exceeds at least $S,ODO; does not constitute repair or maintenance; and, is not readily susceptible to loss. City of Allen 322 FY2016 Budget Glossary ' Capital Reserve Funds that have been appropriated from operating revenues which are to be set aside for designated types of maintenance to the existing infrastructure. CATV Cable Access Television COBS 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, motor vehicle theft, and arson. Current Taxes Taxes that are leveed and due within one year. CVB Convention and Visitors Bureau LDARE 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 Citys 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 323 FY2016 Budget 1 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 l to September 30 as its fiscal year. FLSA Fair Labor Standards Act Fund An accounting device established to control receipt and disburse income from sources set aside to support specific activities or attain certain objectives. Each fund is treated as a distinct fiscal entity with a self -balancing set of accounts. Fund Balance The excess of a fund's current assets over its current liabilities; sometimes called working capital in enterprise funds. A negative fund balance is often referred to as a deficit. Funding Provides budgetary resources to cover the total cost of a program or project at the time it is undertaken. GAAP Generally Accepted Accounting Principles GASB Governmental Accounting Standards Board General Fund The fund used to account for all financial resources except those required to be accounted for in another fund. The General Fund is tax supported. General Obligation Debt Monies awed on interest and principal to holders of the City's general obligation bonds The debt is supported by revenue provided from real property which is assessed through the taxation power of the local governmental unit. Generally Accepted Detailed accounting standards and practices for state and local governments as Accounting Principles GAAP) prescribed by the Governmental Accounting Standards Board (GASB). GIS Geographic Information System Governmental Funds Funds generally used to account for tax -supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital projects funds, and permanent funds. GO Debt General Obligation Debt HOA Home Owners' Association ICMA International City and County Management Association - professional and educational association for government officials Infrastructure That portion of a 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. IARC 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 324 FY2016 Budget h C Modified Accrual The accrual basis ofaccounting adapted to the governmentalfund 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 Nate 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.1. 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 speck fund for expenditures incurred or services performed by that fund to or for the benefit of another fund. Replacement Cost The cost of an asset which can render similar service (but which need not be of the same structural form) as the property to be replaced. RFP Request for Proposals RFQ Request for Quotes Reserve An account used to indicate that a portion of fund resources is restricted for a specific purpose, oris 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 City of Allen 325 FY2016 Budget 1 Glossary Revenues All amounts of money received by a government from external sources other than expense TMRS 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 Rightof-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 SR State highway SSI Service Standard Index STEP State Traffic Enforcement Program Strategic Plan Document which lists or describes major goals of an organization along with the strategies that will be employed in attaining them. Subrogation Transferring of financial responsibility to the parry who, in equity and good conscience, should pay R. Tax Rate A percentage applied to all taxable property to raise general revenues. It is derived by dividing the total tax levy by the taxable net property valuation. Taxes Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. Tax Increment Financing Tax Increment Financing, a tool to use future gains in property and sales taxes to (TIF) finance eligible public infrastructure such as streets, drainage, parking garages, parks, trails, and other improvements as allowed by law, within a reinvestment zone. Tax Increment Reinvestment See Tax Increment Financing; a term used interchangeably with TIF. Zone (TIRE) TCEQ Texas Commission on Environmental Quality TMRS Texas Municipal Retirement System TNRCC Texas Natural Resources Conservation Commission TxDOT Texas Department of Transportation TPDES Texas Pollutant Discharge Elimination System Willis Water &Sewer City of Allen 326 FY2016 Budget