O-3248-9-14ORDINANCE NO. 3248-9-14
' 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, 2014, AND ENDING SEPTEMBER 30, 2015;
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 2014-2015; 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 $183,996,928, providing a complete
financial plan for the ensuing fiscal year beginning October 1, 2014, and ending September 30, 2015, 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, 2014, and ending
September 30, 2015.
SECTION 2. The sum of $183,996,928 is hereby appropriated for the payment of the expenditures established
in the approved budget for the fiscal year beginning October 1, 2014, and ending September 30, 2015, 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, 2014, and ending September 30,
2015, 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 2013-2014 are hereby ratified, and the budget
Ordinance for fiscal year 2013-2014, 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 2013-2014 are hereby ratified.
SECTION 6. The City Council hereby approves the Capital Improvement Program for 2015-2019, as a plan
describing and scheduling capital improvement projects for the City of Allen, and authorizes the City Manager to
use the funding sources reflected in the plan.
SECTION 7. All notices and public hearings required by law have been duly completed. The City Secretary is
directed to provide a certified copy of the budget to the County Clerk of Collin County for recording after final
passage hereof.
SECTION 8. Should any word, sentence, paragraph, subdivision, clause, phrase or section of this
ordinance, be adjudged or held to be void or 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, COLLI N
COUNTY, TEXAS, ON THIS THE 9"r DAY OF SEPTEMBER, 2014.
APPROVED:
Stephen Terrell, MAYOR
APPROVE..JD.. AS TO FORM:
ATTEST: � ('� 7,
l�J�eriJ �,r �rEi'YIu."�V �r�c'�D�tS,�C`iCL�
Peter G. Smith, CITY ATTORNEY Shelley B. , CITY SECRET RY
I
Ordinance No. 3248-9-14. Page 2
�'kflo 1� o -j
Allen, Texas
7h;
Piece:
I I'law,i
Artist:
Brad Goldberg
MI, ials:
r' Limestone, Water, Concrete, Plantings,
of// //� Loca
i
For more on Allen, Texas visit:
cityofallen.org
allentx.com
vista Ilentexas.com
"A is For Alle
Gordon , uether
Mate=aIs:
a'F
Native stonytainless
Steel, Powdew-Coated
Steel and Gass
Exc
i
For more information on the City of
Allen's public art projects visit:
http://www.citvofallen.org/index.a
spx?NID=1449
In accordance with the passage of S.B. No. 656, Local Government Code, Sec. 102.007, was
amended to require that an adopted municipal budget must contain a cover page that includes the
following information:
"This budget will raise more revenue from property taxes than last
year's budget by an amount of $2,653,325, which is a 5.73 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
$1,108,256".
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
Property Tax Rate:
Effective Tax Rate:
Effective Maintenance & Operations Tax Rate
Rollback Tax Rate:
Debt Rate:
2014-2015
$0.540000/100
$0.515184/100
$0.383205/100
$0.555500/100
$0.141639/100
2013-2014
$0.550000/100
$0.535587/100
$0.393015/100
$0.565335/100
$0.140879/100
Total debt obligation for City of Allen secured by property taxes:
$99,775,000
CITY OF ALLEN, TEXAS
PROPOSED ANNUAL BUDGET
FISCAL YEAR 2014 - 2015
Presented to the City Council
September 9, 2014
Councilmembers
Mayor
Mayor Pro Tem, Place No. 5
Councilmember, Place No. 1
Councilmember, Place No. 2
Councilmember, Place No. 3
Councilmember, Place No. 4
Councilmember, Place No. 6
Management Staff
City Manager
Chief Financial Officer
Assistant Chief Financial Officer
Budget Officer
Stephen Terrell
Gary L. Caplinger
Kurt Kizer
Ross Obermeyer
Joey Herald
Robin L. Sedlacek
Baine Brooks
Peter H. Vargas
Kevin Hammeke
Joanne Stoehr
Chris Landrum
C I T Y OF A L L E N
Our 9dission
To achieve excellence in managing development of the
community and in providing city services so that conditions of living and
public confidence are continually enhanced.
Our Pledge
to fulfill our mission in a way that:
RESPECTS AND VALUES CITIZENS AND EMPLOYEES § NURTURES
COMMUNITY INVOLVEMENT § DEMONSTRATES THE HIGHEST ETHICAL
STANDARDS § IMPROVES EFFECTIVE COMMUNICATIONS § MODELS
SAFETY § EXEMPLIFIES PROFESSIONALISM § PROMOTES TEAMWORK §
DEMONSTRATES STEWARDSHIP § REWARDS MERITORIOUS PERFORMANCE
§ MAXIMIZES THE USE OF TECHNOLOGY § ENCOURAGES FLEXIBILITY,
INNOVATION AND CREATIVITY § UTILIZES EFFECTIVE PLANNING §
PROVIDES OPPORTUNITIES FOR PERSONAL AND PROFESSIONAL GROWTH
FOR ALL PERSONNEL § AND ASSIGNS APPROPRIATE RESPONSIBILITY AND
ACCOUNTABILITY.
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Allen
Texas
For the Fiscal Year Beginning
October 1, 2013
Executive Director
TABLE OF CONTENTS
BUDGET OVERVIEW
Letter from City Manager...............................................................................................1
EconomicOutlook.......................................................................................................10
FundStructure.............................................................................................................11
Budget Process — Basis, Process, and Amendments.................................................15
BudgetCalendar..........................................................................................................17
Budget Process — Strategic Plan and Capital Budget.................................................18
StrategicPlan..............................................................................................................19
Financial Policies and Practices..................................................................................27
RevenueSummary......................................................................................................32
CombinedBudget Summaries.................................................................................... 36
OrganizationalChart....................................................................................................41
StaffingSummary ........................................................................................................42
GENERALFUND
OVERVIEW
Revenue and Expenditure Summary........................................................................43
Revenue and Expenditures by Function Charts.........................................................45
Revenues...................................................................................................................46
TaxStructure.............................................................................................................. 48
BudgetAssumptions................................................................................................... 49
Expenditures by Function...........................................................................................50
Expenditures by Classification................................................................................... 51
GENERAL FUND DEPARTMENTS
CityAdministration......................................................................................................53
CitySecretary .............................................................................................................57
Community Development...........................................................................................61
CommunityServices................................................................................................... 69
Engineering................................................................................................................ 81
Finance....................................................................................................................... 85
Fire............................................................................................................................. 89
Human Resources......................................................................................................93
Information Technology..............................................................................................97
InternalServices.......................................................................................................101
Library.......................................................................................................................105
MunicipalCourt.........................................................................................................111
Parks and Recreation...............................................................................................115
Police........................................................................................................................125
Public and Media Relations Office...........................................................................131
TABLE OF CONTENTS continued...
DEBT SERVICE FUND
Debt Policy and Fund Balance Summary .................................................................137
Debt Service Requirements....................................................................................138
TAX INCREMENT FINANCING FUND
Revenue and Expenditure Summary.......................................................................143
Tax Increment Financing..........................................................................................145
WATER AND SEWER FUND
Revenue and Expense Summary .............................................................................147
Revenue and Expenses by Function Charts............................................................148
RevenueDetail.........................................................................................................149
Expenses by Classification.......................................................................................150
Waterand Sewer.....................................................................................................151
UtilityCollections......................................................................................................156
OTHER FUNDS
SolidWaste..............................................................................................................159
Drainage...................................................................................................................165
GolfCourse..............................................................................................................171
AssetForfeiture........................................................................................................177
HotelOccupancy Tax...............................................................................................181
GrantFund...............................................................................................................188
ReplacementFund...................................................................................................192
RiskManagement.....................................................................................................197
Economic Development Corporation........................................................................203
Community Development Corporation.....................................................................
209
CAPITAL PROJECTS
LocatorMap..............................................................................................................215
Major Projects - Highlights....................................................................................... 216
Relationship between Operating and Capital Budgets ............................................218
Capital Projects Funding Summary..........................................................................220
Debt.......................................................................................................................... 223
Budget and Tax Ordinances.....................................................................................229
Debt Management and Fund Balance Reserve Policy ............................................ 234
Demographics..........................................................................................................243
Departmental Performance Measures..................................................................... 251
Glossary.................................................................................................................... 301
October 1, 2014
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 2014-2015 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, 2014, to September 30, 2015. It has been prepared in conformance with
the requirements of Article IV of the City Charter, City financial policies, and State law. The
public hearings on the proposed 2014-2015 budget and tax rate were held on August 12, 2014,
and August 26, 2014. The budget and tax rate were adopted on September 9, 2014.
The recommended budget for fiscal year 2015 reflects an effort to balance the expectations of
citizens with available resources and allows for very modest growth. With this budget, staff
recommended allocating resources according to the priorities of our citizens and City Council,
while maintaining the conservative fiscal approach that has allowed Allen to attain and
maintain its AAA bond rating. This budget maintains or enhances the programs and services
identified by our citizens as priorities while providing for a decrease to the City's tax rate.
One of the top priorities in this year's budget is an attempt to strategically address the structure
of the Public Safety (Police and Fire) compensation plans for sworn positions. To begin, the
comparative cities used to assess market competitiveness are being revised to better reflect
Allen's competitors for quality employees. In addition, in recent years the City has been
unable to fully fund the Public Safety compensation plans as originally envisioned due to
budgetary constraints. In an effort to ensure the City of Allen remains competitive, this year's
budget includes a change in Public Safety pay plan methodology. This new methodology
incorporates a step plan based on merit for both Police and Fire. Employees in each rank will
be eligible to move a single four percent (4%) step on an annual basis provided their
performance warrants advancement. In addition, market data will be evaluated annually, with
biannual adjustments made to the pay structure as needed to maintain competitiveness based
on funding availability.
The City of Allen continues to be a growing community and, as such, the budget requires
modest growth that will allow City staff to continue providing the high quality City services
that our citizens expect.
The 2015 fiscal year total combined budget revenue plus beginning fund balance equals
$254,550,992 and total budgetary expenditures are estimated at $183,996,928. Balancing the
needs of the community with available financial resources presents an annual challenge in the
development of the budget. The 2014-2015 budget reflects the efforts of the City Council and
305 CLr1"f'l.JRY PARKWAY - ALLEN, TEXAS 75013-8142 m 214.509.41011
WEB: wwwcityofallen.org - EMAIL: coat cityofallen.org;
City staff to meet those needs while maintaining the conservative fiscal approach that has
served our community well over the last several years.
Strategic Planning
On January 25, 2014, the City Council reaffirmed the eight goals that serve as the foundation
of the City's Strategic Plan. 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
City's vision, as articulated by the goals developed within the Strategic Plan, is listed below.
Goal 1
GoalsStrategic
Enhance community livability and safety.
Goal 2
Cultivate regional alliances and partnerships with agencies and governmental
units that affect Allen.
Goal 3
Improve regional mobility through transportation initiatives.
Goal 4
Signify, enhance and communicate Allen's identity to the region and the nation.
Goal 5
Systematically invest in public infrastructure.
Goal 6
Maintain operational excellence in city government services.
Goal 7
Provide economic investment that increases employment opportunity, the tax
base, and provides desired goods and services for residents and contributes to
the community character and identity.
Goal 8
Proactively work to protect, conserve and manage water resources.
Property Values
According to the Central Appraisal District, the preliminary total assessed property value for
2014-2015 equals $9.16 billion, which equates to an overall increase of approximately $789
million (9.43%) from the previous year. This represents the largest percentage increase in
property value since fiscal year 2009.
Assessed Property Valuation (in Billions)
9.16
R '47
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
City of Allen 2 FY2015 Budget
Tax Rate
The adopted budget reduces the city's tax rate at $0.540, 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, $0.398361 is dedicated to
operations and maintenance (O&M) in the General Fund, and $0.141639 is dedicated to
general obligation debt service. The portion of the tax rate dedicated to debt service is 26.23%n
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
0.554 .._..---- .. w_....-... 0.553 ,.....__..w. .__ 0.552 .. 0.55 ....... ............ 0.54 .........
2010-2011 2011-2012 2012-2013 2013-2014 2014-2015
Debt Service Rate W 0&M Rate tmn Total Tax Rate
The average single-family home value is currently $255,121, an increase of $20,155, or 8.6%
from the previous year. At the property tax rate of $0.540, the municipal tax paid on the
average single family home will be $1,378.
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 2015, the total
outstanding debt balance will be $99.775 million, and the debt service payments on this
outstanding balance will be $13.09 million for the year.
City of Allen 3 FY2015 Budget
Value
Tax rate
PropertyHome
$100,000
$0.54
$540
$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
$218,575 (2010 avg.)
$0.554
$1,211
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 2015, the total
outstanding debt balance will be $99.775 million, and the debt service payments on this
outstanding balance will be $13.09 million for the year.
City of Allen 3 FY2015 Budget
Programs and StaffingLevels
evels
The City currently supports a staff of 754.56 full-time equivalent employees allocated among
the operating departments. This budget recommends an increase of 18.87 full-time equivalent
(FTE) positions setting the employment level for fiscal year 2015 at 773.43. This includes
16.77 FTE in the General Fund, 1.0 FTE in the Water and Sewer Fund and 1.1 FTE in the Golf
Course Fund. The staffing level has been increased to address the goals established in the
Strategic Plan and maintain the current levels of service.
The graph below reflects the number of employees per thousand citizens for the past five
years.
Employees per Thousand Citizens
2010-2011 2011-2012 2012-2013 2013-2014 2014-2015
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 $85,007,053 for the fiscal year 2014-2015
budget, an increase of 4.7% from the amended 2013-2014 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 $17.7 million, a 1.9% increase
from the amended 2013-2014 budget. This is a result of continued commercial retail
development and population growth in Allen.
General Fund operating expenditures and budget transfers total $85,075,387 reflecting a 6.9%
increase from the amended 2013-2014 budget. The available ending fund balance for the
General Fund, including a restricted balance of $907,934, is projected to be $18,066,827,
leaving 76.7 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 2015, the City will add several new
General Fund positions, as follows:
City of Allen 4 FY2015 Budget
• One new Records Management Specialist will be added to assist with increasing
workload in records retention and public information requests in the City Secretary's
Office.
• Community Services' Utility Billing division and Community Development's Permits
division have been consolidated under one Manager as the City prepares for a more
centralized customer service and cashiering function with the implementation of new
administration software. While the budgets for these departments will remain separated
between the General Fund and the Water and Sewer Fund, the changes have
necessitated an additional 0.5 FTE funded from the General Fund.
• One new Fleet Coordinator will be added in Community Services to assume
responsibility for all facets of the City's fleet operation; including tracking and analysis
of fuel use, maintenance, replacement of vehicles, auction of obsolete vehicles, etc.
The City's fleet currently consists of nearly 300 vehicles in addition to numerous other
pieces of heavy and light equipment which will fall under the influence of this new
position.
• One new Support Services Technician will be added to assist with the maintenance of
fire facilities and equipment in the Fire Department.
• One new IT Applications Specialist will be added to assist with implementation of the
new City-wide Administration Software.
• In Parks and Recreation, existing part-time position hours have been added to increase
the Allen Community Ice Rink by 0.72 FTE to accommodate increasing demand, while
adjustments to part-time and seasonal hours totaling 2.52 FTEs are necessary to
conform to the Patient Protection and Affordable Care Act (PPACA).
• The Police Department added three School Resource Officers to accommodate a
request made by the school district, three new Police/Fire EMS Dispatchers to enhance
staffing levels in the Communications/Dispatch unit, one new Animal Control Officer
to enhance coverage in the Animal Control division and one new Family Violence
Investigator that will be funded only if the relevant grant request is approved.
• One new Marketing Specialist will be added to help support increasing workload and
to allow for the managed growth of communication strategies including digital and
internal communication efforts along with graphics, PSA production and expanded use
of social media in the Public and Media Relations Office.
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
patterns 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.
City of Allen 5 FY2015 Budget
Water and Sewer Fund
The Water and Sewer Fund is expected to begin fiscal year 2015 with $11.1 million in
working capital balance. The total fund revenues are expected to be approximately
$32,719,402, allowing for budgeted expenses of $33,802,684. Expenses include a $220,000
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
2015 in accordance with the latest water and sewer rate study, which was updated in fiscal
year 2012. The $10.01 million in working capital ending balance results in 108.1 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 meet the needs of the city at build out.
Due to careful implementation of the City's water and sewer rate plan, coupled with careful
attention to cost containment, the City has been able to maintain water and sewer rates that are
among the lowest in the region.
One new Meter Services Technician will be added to respond to the growing number of water
meters that must be read on a monthly basis throughout the city. A new Meter Services
Technician has not been added to the budget since fiscal year 2009.
Solid Waste Fund
The Solid Waste Fund represents the financial activity related to solid waste collection and
disposal, including recycling, composting services, and management of household hazardous
waste. The anticipated revenues in fiscal year 2015 are $6,347,433 with budgeted expenses
totaling $6,580,657. The total ending fund balance for the Solid Waste Fund is projected to be
$2,772,728. Consistent with prior Council discussion, in fiscal year 2015 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.
As part of a negotiated extension to the City's contract with Community Waste Disposal
(CWD) in 2013, CWD agreed to a suspension of any residential CPI increases through May
31, 2015; and a complete prohibition of CPI adjustments to commercial accounts through the
duration of the contract. In addition, CWD agreed to adjust the Variable Fuel Adjustment Fee
(VFAF) "start point" on commercial accounts to a point that eliminates any VFAF charges
until diesel fuel costs reach $4.05 per gallon. This VFAF "start point" increases by $0.10 per
year for the duration of the contract. As a result, expenditures to CWD are not anticipated to
increase in fiscal year 2015.
The Solid Waste Fund will continue its efforts in fiscal year 2015 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.
City of Allen 6 FY2015 Budget
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. The Solid Waste Fund will
also contribute funding in the amount of $400,000 in fiscal year 2015 for alley repairs.
Drainage Fund
The Drainage Fund is supported by drainage fees on utility bills and development inspection
fees. The Fund performs drainage system maintenance, funds the City's contracts for street
sweeping and greenbelt mowing along drainage ways, and mosquito abatement activities. The
Fund also supports the City's Texas Pollution Discharge Elimination System (TPDES) permit
activities, and provides funds to accomplish drainage system related capital
improvements. The anticipated revenues in fiscal year 2015 are $1,400,800 with budgeted
expenses totaling $1,659,557. The total ending fund balance for the Drainage Fund is
projected to be $455,468. The Drainage Fund will contribute $ 100,000 for fiscal year 2015 for
drainage projects related to street and alley repairs.
Golf Course Fund
The Courses at Watters Creek was fully operational for the entirety of fiscal year 2014 and the
fund anticipates revenues and expenditures will end the year close to even. Golf course
operational expenses in fiscal year 2015 are anticipated to be $3,368,626, which will be
covered by operational revenues estimated at $3,010,600, and transfers in from the General
Fund of $326,578. However, this General Fund support may decrease dependent upon actual
revenues from green fees and food & beverage exceeding the conservative budget
expectations. One new Irrigation Technician will be added to assist in managing the complex
irrigation system at The Courses at Watters Creek and an adjustment of 0.10 FTE is necessary
to conform to PPACA.
Hotel Occupancy Tax Fund
The Hotel Occupancy Tax Fund collects funds from a 7% tax on hotel rooms rented in the city
of Allen. These funds are used to support various projects that enhance and promote tourism,
the arts and the convention/hotel industry in the city of Allen.
Fund revenues for fiscal year 2015 are expected to total $1,563,929 with budgeted expenses of
$1,252,140. Since the Hotel Occupancy Tax Fund directly benefits from the recruitment of
events and programs held at Allen Event Center, there will be a $235,000 contribution to the
Event Center's operating budget. This will offset marketing and advertising expenses for the
sporting events and art performances held at Allen Event Center 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 $836,570. This
includes funding for the continuation of the CVB brand rollout, as well as amounts allocated
City of Allen 7 FY2015 Budget
for the Lone Star Conference basketball tournament, the NCAA Collegiate Wrestling
Tournament, and others as they arise.
Risk Management Fund
The Risk Management Fund is the combination of all risk and liability obligations the City
incurs. Included in the fund are health and dental costs, for which the City is self-insured. The
fund also includes premiums for workers' compensation as well as property and liability
insurance expenses. The City currently maintains a prudent fund balance.
Health care premium costs are continuing to rise due largely to the combination of new
federally mandated health care requirements, a maturing workforce, and inflationary pressures
related to health care costs. Due to the increasing costs of health care, for fiscal year 2015
employees choosing Plan A (the plan with the highest level of benefits) will be required to
contribute an additional 7.5% towards their health insurance premiums. Plan B participants
(the plan with the highest level of employee participation) will have no premium increase, but
the deductible will increase from $500 to $1,000 for an individual and from $1,000 to $2,000
for a family. Plan C will remain unchanged in an effort to attract more employees to this lower
cost option. With these employee premium increases and implementation of a modest plan
change, the City's portion of premium costs will increase 4.5% over fiscal year 2014. The City
will continue to maintain a fiscally sound fund while looking for ways to lower healthcare
costs.
Workers' compensation insurance claims and premiums will remain relatively flat compared
to the prior year. The budgeted amount for this coverage is $402,234.
Property and liability insurance rates increased slightly compared to fiscal year 2014, and the
total anticipated amount budgeted is $611,853.
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. These projects represent a
significant investment in the City's infrastructure, public facilities and recreational assets. The
approved Capital Improvement Program (CIP) includes projects that address a wide range of
capital needs ultimately funded from several sources. Fiscal year 2015, the ninth year of the
program, totals $5.065 million and includes: 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. The Plan
recognizes the benefits such projects will bring to the city, as well as the fiscal requirements
and obligations each of these projects will entail. Total estimated CIP expenditures for fiscal
year 2015 are $31.1 million, which includes projects funded by all other sources.
City of Allen 8 FY2015 Budget
Conclusion
This completes the highlights of the 2015 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, Kevin Harnmeke, 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.
Respectfully
Peter H.
City Ma
City of Allen 9 FY2015 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 year's
increase of 9.43% 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% to 5.5%. 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 FY2015 is estimated at 1.8% over FY2014 revised revenues. There were some one-time sales tax
receipts reflected in FY2014 that we do not expect to continue into FY2015. As a result of this, the sales tax rate
of increase is lower than in past years.
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. A
bond issuance of $10.595 million took place in May of 2014 that will impact the debt payments in FY2015 by
approximately $770,000 per year. The capital projects funded by the debt issuance also increase the FY2015
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's compensation plan structure was analyzed and emphasis was placed upon Public Safety
compensation for sworn positions. Employees in each rank will be eligible to move a single four percent (4%) step
on an annual basis provided their performance warrants advancement. 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. FY2015 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 2015 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. In FY2015, the city continues to restore some of the operational
and professional service accounts that were reduced in prior years. Additional staffing in various areas has been
authorized to enable the City to continue providing a high level of service to its citizens.
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 10 FY2015 Budget
CITY OF ALLEN
FUND STRUCTURE
2014-2015 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 11 FY2015 Budget
CITY OF ALLEN
FUND STRUCTURE
2014-2015 FISCAL YEAR
Proprietary Fund Types
Proprietary funds use the flow of economic resources measurement focus and the accrual
basis of accounting. Under this method, revenues are recorded when earned and expenses
are recorded at the time the liability is incurred. There are two types of proprietary funds
included in the budget: Enterprise Funds and Internal Service Funds.
Enterprise Funds
The Enterprise Funds are used to account for operations that are financed and operated in a
manner similar to a private business enterprise. The intent of the governing body is that the
cost (expenses, including depreciation) of providing goods or services to the general public be
financed or recovered primarily through user charges.
Water and Sewer Fund
The Water and Sewer Fund is used to account for the provision of water and sewer
services to the residents of the city. Activities include administration, operation and
maintenance of the water and sewer system and billing and collection activities.
Acquisition and construction of major water and sewer capital facilities and repayment
of indebtedness from related bond issues and lease purchases are also accounted for
in this proprietary fund. All costs are financed through charges made to utility
customers. Rates are reviewed and adjusted when necessary to ensure the solvency of
the fund.
Solid Waste Fund
The Solid Waste Fund is used to account for revenues and expenses associated with
the privately contracted trash collection service and the solid waste disposal contract
with the North Texas Municipal Water District.
Drainage Fund
The Drainage Fund is used to account for the provision of developing and maintaining
proper drainage services to the residents of the city.
Golf Course Fund
The Golf Course Fund was established to support the daily operations of The Courses
at Watters Creek. Purchased in October 2004, the golf course provides additional
recreational opportunities for the citizens of Allen and the surrounding region.
Internal Service Funds
The Internal Service Funds are used to account for financing of goods or services provided by
one department or agency to other departments or agencies of the city, or to other
governmental units, on a cost -reimbursement basis.
City of Allen 12 FY2015 Budget
CITY OF ALLEN
FUND STRUCTURE
2014-2015 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 (AFDC)
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 Revenue Internal Services
General Fund x x
Debt Service Fund x
Tax Increment Fin. Fund x x
Hotel Tax
x
Community Dev Corp
x
Economic Dev Corpx
Water & Sewer
x
Solid Waste
x
Drainage
x
Golf Course
x
Asset Forfeiture
x
Grant Fund
x
Replacement Fund
x
Risk Management
x
City of Allen 13 FY2015 Budget
CITY OF ALLEN
FUND STRUCTURE
2014-2015 FISCAL YEAR
Other Funds
In addition to the funds presented in this document, the following funds, although not part of
the annual operating budget, are audited each year and are included in the city's
Comprehensive Annual Financial Report (CAFR). All are classified as Governmental fund
types.
Capital Projects Funds
The Capital Projects Funds account for all resources used for the acquisition and/or
construction of major capital facilities by the city, except those financed by proprietary funds
and trust funds. The budget for these funds is presented by project type as a five-year plan in
the city's Capital Improvement Program document. This document is approved, and the
updated plan is adopted, each year at the same time the annual operating budget is adopted.
These funds include: General Capital Projects, General Obligation Bond fund, and Drainage
Improvements. More detailed explanations of the purpose of each fund may be found in the
Comprehensive Annual Financial Report.
Other Special Revenue Funds
Although this fund is not included in the annual adopted operating budget, the proceeds from
this revenue source are legally restricted to expenditures for specific purposes. The purpose
of this fund is as follows:
Park Dedication Fund — to account for funds received and expended for the acquisition
of additional park land and for the development of neighborhood parks.
City of Allen 14 FY2015 Budget
CITY OF ALLEN
BUDGET PROCESS
2013-2014 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 15 FY2015 Budget
CITY OF ALLEN
BUDGET PROCESS
2013-2014 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 at least one public hearing 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.
City of Allen 16 FY2015 Budget
CITY OF ALLEN
BUDGET CALENDAR
FISCAL YEAR 2014-2015
December 20, 2013 Strategic Planning meeting - Executive Team
January 17, 2014 Vehicle replacement lists, forms, and instructions sent to departments
January 25 Strategic Planning with Council
February 28
Personnel requests due to Human Resources
March 6
Vehicle/equipment replacement requests due to Finance (inspections week of 3/17)
March 13
Technology requests due to I.T.
March 13 & 18
H T E budget data entry training (March 13th at 10am and 2pm; March 18th at 10am and 2pm)
March 14
Preliminary meeting - Risk fund (Finance & HR)
Week of March 17
Risk fund meeting with City Manager (Finance & HR)
March 25
Budget kickoff meeting (10am, Council chambers), Strategic Plan Distributed
March 31
Vehicle Replacement Committee meets
April 7
Vehicle Replacement and I.T. recommendations to City Manager
April 15
Capital Projects (CIP) information due to Engineering department
April 16
Budget input deadline and Ranking Sheets due for:
Public and Media Relations CVB CD - Planning
City Secretary and Council Community Svcs. (GF & Drainage) CD - Building and Code
Finance Library
April 23
Budget input deadline and Ranking Sheets due for:
Police, Fire, & Asset Forfeiture Parks and Recreation Engineering
Community Services (WS, UB, SW) City Administration Risk Management
IT Human Resources EDC and CDC
April 17 - May 9
Finance reviews departmental submittals; meets with departments as needed
Week of May 5
Personnel recommendations to City Manager (Finance & HR)
May 5 - 9
Staff review of Hotel Tax Grant applications
May 9
Preliminary meeting - Allen Event Center
Week of May 12
Hotel Tax Committee makes recommendations to City Manager
May 19 - May 30
City Manager/department head budget review (Memorial Day holiday is Monday, May 26th)
June 5
Department summary pages due to Finance; Org charts to Finance from Human Resources
June 6 - 20
Final budget preparations
June 27
Preliminary budget information to Council
July 8
Departmental performance measures due to Finance
July 9
Briefing to department heads on proposed budget
July 22
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 25
Deadline for chief appraiser to certify rolls to taxing units
July 28
Calculation of effective and rollback tax rates (County publishes in 7/31 paper)
July 31 (Thurs) County publishes first notice of public hearing on tax rate (at least 7 days before public hearing);
September 9 Adopt budget at regular council meeting; adopt tax rate at regular Council meeting
September 10 Post supplemental notice on website and cable channel if required (post until 9/30)
October 24 Final document published (to CM office for 10/28 Council meeting)
City of Allen 17 FY2015 Budget
post on City website and cable channel until 8/27 (or day after last public hearing)
July 31 (Thurs)
City publishes first notice of public hearing on budget (5 to 15 days before public hearing)
August 5
CIP document to Planning & Zoning Commission
August 12
First public hearings for budget and tax rate; announce date, time, and place of vote on tax rate
August 14 (Thurs)
County publishes second notice of public hearing on tax rate (at least 7 days before public hearing)
August 14 (Thurs)
City publishes second notice of public hearing on budget (5 to 15 days before public hearing)
August 14 (Thurs)
County publishes first Notice of Vote on Tax Rate
August 22 - 24
Council budget workshop
August 26
Second public hearings for budget and tax rate; announce date, time, and place of vote on tax rate
August 27
Remove notice of public hearing from website and TV; post Notice of Vote on Tax rate until 9/10
August 28 (Thurs)
County publishes second Notice of Vote on Tax Rate
September 9 Adopt budget at regular council meeting; adopt tax rate at regular Council meeting
September 10 Post supplemental notice on website and cable channel if required (post until 9/30)
October 24 Final document published (to CM office for 10/28 Council meeting)
City of Allen 17 FY2015 Budget
CITY OF ALLEN
BUDGET PROCESS
2014-2015 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 2014 Strategic Plan document, which was the basis and
justification for budget items requested for FY2015.
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 18 FY2015 Budget
City of Allen
2014 Strategic Plan
Implementation Plan
Ongoing Strategies:
Ongoing Objectives:
Objective 1. Improve & enhance communications center Police/Fire 2002 Oct -14
Objective 2. Effectively use technology to enhance public safety services Police/Fire 2002 Oct -14
Ongoing Objectives:
Objective 1. Create and/or expand amenities and programming for active seniors P&R 2010 Sep -15
Objective 2. Recruit the medical/health resources needed to support a diverse population demographic AEDC/P&R 2010 Oct -14
Ongoing Objectives:
Objective 1. Continue implementation of the neighborhood integrity activities Plan 2006 Dec -14
Objective 2. Develop a comprehensive, long-term approach to maintain vitality for older neighborhoods and commercial Plan 2013 Nov -14
developments
Objective 3. Develop a program, as part of the Neighborhood Integrity Plan, to match community partners/volunteers with Plan 2013 Nov -14
residents/neighborhoods in need of assistance
Ongoing Objectives:
Objective 1. Identify the Collin County Services available to Allen residents and encourage the County to have a higher
profile in Allen. Admin/Plan 2014 Jan -15
Ongoing Objectives:
Objective 11. Update Allen's Comprehensive Plan Plan 20/0/99 Mar -14
Ongoing Objectives:
Objective 1. Construct Windridge Neighborhood Park P&R 2007 Sep -16
Ongoing Objectives:
Objective 11. Design a neighborhood
park associated with the Blue Sky development P&R 20007 Sep -16
Ongoing Objectives:
Objective 1. Hold a table -top exercise for staff to cunduct training on a local emergency preparedness exercise Fire 2014 Dec -14
City of Allen 19 FY2015 Budget
City of Allen
2014 Strategic Plan
Implementation Plan
Ongoing Strategies
Ongoing Objectives:
Objective 1. Work with the Arts Center of North Texas (ACNT) and owner cities in the dissolution of the organization
Ongoing Objectives:
Objective 1. Develop partnership with ASA for future athletic facilities and recreational opportunities
Ongoing Objectives:
Objective 1. Continue to enhance existing partnerships with FEMA and Homeland Security
Ongoing Objectives:
Admin 2013 Jun -14
P&R 2005 Dec -19
Police/Fire 2007 Dec -14
Objective 1.
Admin
Strengthen and Establish relationships with existing and new members of County Commissioners Court
Objective 2.
Continue to pursue opportunities with the Allen Independent School District (AISD) forjoint City-AISD
P&R
facilities
Objective 3.
Obtain grants for open space
P&R
Objective 4.
P&R
Continue collaboration with neighboring communities, County and NCTCOG to ensure regional connectivity
Objective 5.
Work with NCTCOG on the Regional 9-1-1 initiative
Fire/Police
Ongoing Objectives:
Objective 1. Legislative advocacy through creation and promotion of a City platform/agenda
Ongoing Objectives:
Objective 1. Work with NCTCOG to protect and improve air quality
Objective 2. Work with partners to conserve electricity
Ongoing Objectives:
Objective 1. Implement plan to complete construction of the Heritage Village
2011 Mar -14
2011 Dec -14
2005 May -15
2009 May -15
2014 Apr -15
Admin/Fire 2006 Jun -15
Eng 2007 Dec -14
CS 2007 Dec -14
P&R/Admin 2013 Jun -15
City of Allen 20 FY2015 Budget
City of Allen
2014 Strategic Plan
Implementation Plan
Ongoing Strategies:
Ongoing Objectives:
Objective 1.
Research need/feasibility of local transportation system through participation in NCTCOG Regional Study
Plan/Eng
2006
Jun -15
Objective 2.
Monitor state legislation regarding public transportation funding
Eng
2003
Jun -14
Objective 3.
Utilize the Job Access/Reverse Commute (JARC) grant as a pilot project for assessing transit demands and
Admin/Plan
2010
Nov -14
related services in Allen.
Objective 4.
Educate citizens regarding the City's transportation needs
PAMRO
2003
Dec -14
Objective 5.
Hold election regarding mass transit
City Sec
2003
Nov -17
Objective 6.
Begin implementing mass transit plan
Admin/Plan
2003
Jan -23
Objective 7.
Need funding & legislative support to pursue mass transitAighhtt rail
Plan/Eng
2008
Nov
--16
Ongoing Objectives:
Objective 1.
Work with TxDOT on US 75
Eng
2004
Mar -14
Objective 2.
Pursue SH121 Regional Toll Revenue for Allen road projects
Eng
2007
Dec -14
Objective 3.
Continue partnerships with County for new roadway projects
Eng
2005
Jan --16
/
Ongoing Objectives:
Objective 1.
Form a Collin County Partnership with neighboring cities to actively pursue legislative solutions to
Plan/Eng
2008
Dec -14
transportation
Objective 2.
Continue active membership in Dallas Regional Mobility Coalition, NCTCOG's Regional Transportation
Eng
2004
Dec -14
Council and other organizations
Ongoing Objectives:
Objective 1. Evaluate TAPS ridership numbers regarding Paratransit services in Allen
Admin/Plan 2014 Aug -14
City of Allen 21 FY2015 Budget
City of Allen
2014 Strategic Plan
Implementation Plan
Ongoing Strategies:
Ongoing Objectives:
Objective 1. Create a branding campaign to clearly communicate the CVB's purpose and value as a resource to attract Admin/P&R
groups and events to the City of Allen
Ongoing Objectives:
Objective 1. Continue construction of trail improvements to implement the regional, six cities trail system P&R
Objective 2. Communicate existing trails and priority trail linkages to public P&R
Objective 3. Construct the 7 -mile Trail Loop P&R
Objective 4. Construct the 6 -mile Trail Loop P&R
Ongoing Objectives:
Objective 1. Molsen Farm Project P&R
Ongoing Objectives:
Objective 1. Establish new recreation facility and adjoining community park west of US 75 P&R
Objective 2. Renovate the existing Joe Farmer Recreation Center P&R
�Objective 33. �Redevelop Ford Pool P&R��
Ongoing Objectives:
Objective 1. Construct City Entrance Monument P&R
Objective 2. Implement the Public Art Master Plan P&R
2010 Dec -14
2002 Dec -15
2013 Dec -14
2010 Sep -21
2010 Sep -21
2008 Sep -20
2003 May -16
2008 Sep -16
2009 Sep -16
2004 Dec -14
2007 May -15
Ongoing Objectives:
Objective 1. Provide popular recreational and informational materials in print, audiovisual, and electronic formats. Library 2009 Sep -17
Objective 2. Conduct programs to promote literacy, encourage lifelong learning, stimulate creativity, and provide a Library 2005 Sep -16
community gathering place.
Objective 3. Provide access to online information resources. Library 2008 Sep -14
Ongoing Objectives:
Objective 1. Develop and provide Library outreach opportunities for the community. Library 2011 May -15
Objective 2. Increase Library use through marketing and merchandising. Library 2011 Sep -14
Objective 3. Provide a positive experience and welcoming environment for Library patrons. Library 2011 Dec -17
Ongoing Objectives:
Objective 1. Develop and host engaging and informative exhibits for the gallery space. Library 2006 Dec -15
Objective 2. Celebrate a broad range of creative expression, human knowledge, and cultural diversity. Library 2006 Dec -15
Ongoing Objectives:
Objective 1. Implement the Alliance for a Healthier Allen program P&R 2007 Sep-14
Ongoing Objectives:
Objective 11. Work with CVB on developming Allen's destination branding strategy PAMRO 2006 Dec -13
Ongoing Objectives:
Objective 1. Conrinue to operate Allen Event Center to create a positive economic impact in Allen P&R/Admin 2013 Oct -14
City of Allen 22 FY2015 Budget
City of Allen
2014 Strategic Plan
Implementation Plan
Ongoing Strategies:
Ongoing Objectives:
Objective 1. Implement the CIP GO Bond Program
Eng 2008 Dec -14
Objective 2. Communicate with citizens on the status of Bond Projects
Eng/PAMRO 2008 Dec -14
Objective 3. Compile ideas for future bond elections
Eng 2009 Dec -15
Ongoing Objectives:
Objective1. Review long-term maintenance of existing building/ggss, streets, water and sewer lines
CSS 2008 Dec -14
Ongoing Objectives:
Objective 1.
Eng/CS 2010 Sep -14
Continue to advance capital improvement program to take advantage of current economic conditions.
Objective 2. East Stacy Road Improvement - Phase II
Eng 2007 Dec -16
Objective 3. Ridgeview Drive
Eng 2007 Dec -16
Objective 4. Ridgeview Drive - US 75 to Stacy Road
Eng 2007 Nov -15
Objective 5. Ridgeview Drive - Stacy to Alma
Eng 2007 Jan -15
Objective 6. Ridgeview Interchange with US 75
Eng 2007�Decd-14
Ongoing Objectives:
Objective 1. Fire Station 2
Eng 2012 Dec -18
2. Construct Fire Station 6
Eng/Fire 2007 Dec -18
(Objective
Ongoing Objectives:
Objective 1. Coordinate and improve the synchronization of the City's traffic signals
Eng 2014 Jul -15
City of Allen 23 FY2015 Budget
City of Allen
2014 Strategic Plan
Implementation Plan
Ongoing Strategies:
Ongoing Objectives:
Objective 1. Research the use of wireless technology IT 2006 Apr -15
Objective 2. Expand use of GIS tools Plan 2001 Apr -15
Objective 3. Implement the IT Master Plan IT 2007 Apr -15
Objective 4. Provide an App for residents to request and/or report a need for City Services. Admin/IT 2014 Jan -15
Ongoing Objectives:
Objective 1. Develop a professional development program for city employees HR 2007 Dec -14
Objective 2. Continue to improve and maintain quality staff HR 2007 Dec -14
Objective 3. Enhance organization -wide training programs HR 2000 Dec -14
Objective 4. Continually review and address HR programs to maintain an excellent workforce HR 2008 Dec -14
Ongoing Objectives:
Objective 11. Continue to emphasize the
City's organizational values throui°gh the PRIDE program y / HR 2006 Dec -14
Ongoing Objectives:
Objective 1. Improve financial processing using technology and more efficient policies and procedures Fin/HR 2000 Apr -15
Objective 2. Provide and maintain public services within the potential revenue limits facing the City Finance 2007 Oct -14
Objective 3. Monitor the City's capital investments during economic challenges Finance 2009 Oct -14
Ongoing Objectives:
Objective 1. Continue to develop award winning programs on the City's cable channel
PAMRO 2006 Jun -14
City of Allen 24 FY2015 Budget
City of Allen
2014 Strategic Plan
Implementation Plan
Ongoing Strategies:
Ongoing Objectives:
Objective 1. Revisit and define the City's vision for the SH121 Corridor Plan/AEDC
2013 Mar -14
Objective 2. Use partnerships and zoning to attract development that will maximize the value of the 121 Corridor. Plan/AEDC
2010 Mar -14
Objective3. Be prepared to recruit/support corporate relocation candidatesto Allen. AEDC/Plan
2010 Dec -14
Objective 2. Evaluate the cost/benefit of redevelopment of the CBD
Plan
2004
Ongoing Objectives:
Objective 3. Invest in CBD Infrastructure
Objective 1. Continue dialogue with Developers regarding their plans for a mixed use development (U.S. 75 and S.H. 121 Plan/AEDC
2006 Dec -14
interchange)
Objective 4. Identify potential developers for the CBD
Objective 2. Use public incentives to affect the timeline and development of the projects in this area (U.S. 75 and S.H. Plan/AEDC
2006 Dec -14
121 interchange)
Ongoing Objectives:
Objective 1. Continue to identify and target office development products for the City of Allen AEDC
2006 Dec -14
Objective 2. Continue to identify and target office tech development products for the City of Allen AEDC
2006 Dec -14
Objective 3. Maintain economic diversity through targeted recruitment and marketing AEDC
2006 Dec -14
Objective 4. Local Industry Retention AEDC
2006 Jan -14
Objective 5. Recruit other service oriented developments to Allen AEDC
2006 Dec -14
Objective 6. Develop and Promote Business Parks AEDC
2006 Dec -14
Objective 7. Recruit Innovation Companies AEDC/Plan
2008 Dec -14
Objective 8. Recruit Data Centers AEDC
2008 Dec -14
Objective 9. Explore new avenues to encourage economic development AEDC
2008 Jan -14
Ongoing Objectives:
Objective 1. Begin focusing on redevelopment of older commercial areas Plan/AEDC 2003 Oct -14
Ongoing Objectives:
Objective 1. Redefine the vision for the CBD
Plan
2004
Mar -14
Objective 2. Evaluate the cost/benefit of redevelopment of the CBD
Plan
2004
Oct -14
Objective 3. Invest in CBD Infrastructure
Plan
2004
Oct -14
Objective 4. Identify potential developers for the CBD
Plan/AEDC
2004
Oct -14
City of Allen 25 FY2015 Budget
City of Allen
2014 Strategic Plan
Implementation Plan
Ongoing Strategies:
Ongoing Objectives:
Objective 1. Implement initiatives to improve city operations related to water conservation CS/P&R 2007 Sep -15
Objective 2. Develop a plan to deal with commercial & residential landscape requirements in the development process
with the potential movement toward Stage 4 water restrictions. Plan/P&R 2014 Oct -14
Ongoing Objectives:
Objective 1. Reconstruct Belz lift station and force main Eng 2005 Dec -15
Ongoing Objectives:
Objective 1. CS 2012 Dec -15
Support regional efforts to assure that NTMWD's plans to restore Lake Texoma Water are successful
Objective 2. Support regional efforts to construct new reservoirs and acquire additional water sources that will add to CS 2012 Dec -14
NTMWD's water rights
Ongoing Objectives:
Objective 1. Work with other member cities to review NTMWD's service philosophy and to examine such issues as CS 2007 Dec -14
governance, sources of water supply, and rate structure
City of Allen 26 FY2015 Budget
CITY OF ALLEN
FINANCIAL POLICIES AND PRACTICES
FISCAL YEAR 2014-2015
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 27 FY2015 Budget
CITY OF ALLEN
FINANCIAL POLICIES AND PRACTICES
FISCAL YEAR 2014-2015
On-line reporting has been developed to allow individual departments to review and compare actual
expenditures to budget as needed. The Finance department also reviews operating revenues and
expenditures, recommending adjustments as needed. On a quarterly basis, the Finance Department
submits reports to the Council of receipts and disbursements in sufficient detail to show the financial
condition of the city. Status reports for capital projects are provided to Council each month.
Fund Balance, Working Capital and Debt Management Policy
To establish key elements for the financial stability of the city, the City Council has formally approved a
separate Fund Balance, Working Capital and Debt Management Policy, setting guidelines for the
purpose of funds, reserves and debt management.
Reserves
The city maintains a prudent level of financial resources to protect against the need to reduce service
levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time
expenditures. In the General Fund, that level is 60 to 90 days of operating expenses. In the Water and
Sewer fund, the policy is for 90 to 120 days of operating expenses. In the Debt Service Fund a range
of 5% to 10% of the required annual principal and interest payments is maintained and in the Risk
Management fund, the city maintains a minimum reserve of $500,000 to cover unexpected costs
relating to health insurance claims; the city is self-insured for this component of the fund. All funds are
monitored and managed according to the intended purpose of the individual fund.
Debt Management
All debt issuances are for the purposes of financing capital infrastructure or long-lived costly assets.
Each debt issuance is evaluated against multiple policies addressing: debt service as a percent of
operating expenditures, tax and revenue bases for the repayment of debt, the overall debt burden on
the community, statutory limitations and market factors affecting tax-exempt interest costs. Sizing of
the city's capital improvement program based on debt capacity in conjunction with conservatively
estimated pay -as -you go revenues help stabilize per capita debt and lower annual debt service costs to
the city over the long-term. When interest rates decline, the city will analyze the benefits of issuing
advance and current refunding bonds in order to take advantage of the economic gain obtained from
the reduction of long-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
liquidity and to
economic cycles.
to assure that anticipated cash flows are matched with adequate investment
create a portfolio structure which will experience minimal volatility during
City of Allen 28 FY2015 Budget
CITY OF ALLEN
FINANCIAL POLICIES AND PRACTICES
FISCAL YEAR 2014-2015
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
• Liauidity and availability of cash to pay obligations when due
• Receive the highest possible rate of return (iy 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 officer's responsibility under the Act within 12 months after taking office
or assuming duties. Investment officers are required to attend one training session every two years.
Investment Portfolio
Authorized investments and maximum percent of total investments include
Collateralized Certificates of Deposits (CD's)
50%
Collateralized Repurchase Agreements
30%
U.S. Treasury Obligations
100%
Municipal Investment Pool
100%
Commercial Bank Savings Accounts
15%
U.S. Government Agency Securities, non -callable
100%
U.S. Government Agency Securities, callable
70%
U.S. Government Sponsored Corporation's instruments, non -callable
75%
U.S. Government Sponsored Corporation's Instruments, callable
70%
Commercial Paper
20%
Banker's Acceptances
10%
Guaranteed Investment Contracts
25%
State or Local Governmental Obligations
30%
Term of Investment
The maximum term of any investment may not exceed five (5) years.
Quarterly Reporting
On a quarterly basis, the authorized investment officers will submit a signed quarterly investment report
to the City Council that summarizes investment activity for each city pooled fund group. The report
must contain information required by the Public Funds Investment Act and include beginning and
ending market values of each separately invested asset, purchase and maturity dates, additions and
changes to the market value and fully accrued interest for the reporting period.
City of Allen 29 FY2015 Budget
CITY OF ALLEN
FINANCIAL POLICIES AND PRACTICES
FISCAL YEAR 2014-2015
Procurement Planning
All city purchases of goods or services are made in accordance with the Texas Local Government
Code, including Chapter 252, Purchasing and Contracting Authority of Municipalities, other relevant
federal, state and local statutes. The city's purchasing policy requires all purchases greater than
$15,000 be approved by the City Manager and purchases of $50,000 or greater must be advertised in
accordance with the competitive bid process and awarded by the City Council.
The city implemented a Procurement Card (P -card) Program as a cost-effective alternative to the
existing purchase order process. The P -card is used for small 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)
$3,000 to less than $10,000
�I
$10,000 to less than $15,000
�l
$15,000 to less than $50,000
$15,000 or more
Professional Service
Contracts
I
�l
$50,000 or more
(Formal Bids - State required
over $50,000)
Materials and Equipment
Prompt Payment
All invoices approved for payment by the proper city authorities shall be paid within thirty (30) calendar
days of receipt of goods or services or invoice date, whichever is later, in accordance with state law.
The city will take advantage of all purchase discounts when possible. Checks are issued every Friday
of the month except on holidays.
Insurance and Risk Management
The city has a comprehensive risk management program, including property, liability, safety, workers'
compensation, health, dental and wellness.
The city has established a self-insurance plan for city employees and their covered dependents for
medical and dental care. A commercial insurance company re -insures the city for individual claims in
City of Allen 30 FY2015 Budget
CITY OF ALLEN
FINANCIAL POLICIES AND PRACTICES
FISCAL YEAR 2014-2015
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 One-time Revenues
The City of Allen does not use one-time revenues for ongoing expenditures. Similarly, it does not allow
ongoing expenditures to result in a decrease to fund balance in any fund.
City of Allen 31 FY2015 Budget
CITY OF ALLEN
REVENUE SUMMARY
2014-2015 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
(27.8% of Total Revenues)
Ad Valorem Taxes are the city's second largest revenue source overall, and are the largest
revenue source in the General fund. Total estimated property tax revenues for FY2015 are
$49.4 million. This is for the General, Debt Service, and Tax Increment Financing (TIF) funds.
The General fund portion makes up 42.8% of that fund's budgeted revenues and is estimated at
$36.5 million for fiscal year 2014-2015. The portion allocated to the Debt Service fund is
approximately $13.0 million. These two include the TIF fund amount of $580 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 2014 levy (for FY2015) was
based is $9,162,340,703. 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 $.540 per $100 of valuation, of
which $0.398361 is for General Fund operations. The remainder of the tax rate, $0.141639 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.
40,000
35,000
0
0 30,000
vi -
Z 25,000
W
20,000
m
15,000
10,000
5,000
Tax Revenues and Tax Rate
2006 2007 2008 2009 2010 2011 2012 2013 2014R 2015P
6iiiid General Debt w moTax Rate
0.80
0.70
0.60
0.50
0.40
0.30
0.20
0.10
0.00
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 32 FY2015 Budget
CITY OF ALLEN
REVENUE SUMMARY
2014-2015 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 2 cents of the total sales tax collected. One cent is used in the General
Fund. The other 1 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 20.8% of the total
General Fund revenues. This avoids too heavy a reliance on such an elastic source of revenue.
With the growth in previous years, the City Council has made an effort to use sales tax revenue
to reduce the property tax rate for the citizens of Allen. Fiscal year 2014 revised is projected at
$35.2 million and fiscal year 2015 is projected at $35.9 million.
$35
$30
$25
' $20
$15
2 $10
$5
Sales Tax
2007 2008 2009 2010 2011 2012 2013 2014R 2015P
General and TIF EEDC E CDC
Charges for Services
(37.4% of Total Revenues)
User charges are the largest source of revenue for the city, projected for FY2015 at $67.0
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 33 FY2015 Budget
CITY OF ALLEN
REVENUE SUMMARY
2014-2015 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 2014-2015 are
estimated at $17.5 million for water sales and $13.5 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.
N
° $35
$30
', $25
W
_ $20
W
W $15
cc
$10
$5
$0
Water and Sewer Revenues
2007 2008 2009 2010 2011 2012 2013 2014R 2015P
f Water W 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
2014-2015 at $6.35 million.
$7
Solid Waste Revenues
2007 2008 2009 2010 2011 2012 2013 2014R 2015P
Solid Waste ERecycling Hazardous Waste irirh Other
City of Allen 34 FY2015 Budget
CITY OF ALLEN
REVENUE SUMMARY
2014-2015 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 2014-2015 are projected at
approximately $7.1 million.
Licenses and Permits
License and Permit revenues represent 2.2%, or approximately $1.86 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 FY2015 is expected to be less than the
FY2014 revised estimates given the reduction in multifamily permits anticipated in FY2015. A
moderate decrease in single family permits revenue is expected and a 16% increase in
commercial permits revenue is expected.
City of Allen 35 FY2015 Budget
CITY OF ALLEN
COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES
FOR FISCAL YEAR 2014-2015
EXPENDITURES
General Government
25,295,377
870,295 1,040,586
Enterprise Funds
30,494,441
- -
General
Debt
TIF
Water &
Solid
Drainage
Golf
Culture & Recreation
Fund
Service
Fund
Sewer
Waste
Utility
Course
BEGINNING BALANCE
$ 18,135,161
$ 907,357
$ 1,486,952
$ 11,091,307
$ 3,005,952
$ 714,225
$ 41,238
REVENUES
4,748,578
437,526
506,278
Debt Service
- 13,099,300
1,505,101
-
Ad Valorem Taxes
36,362,212
12,925,440
579,926
-
-
-
-
Sales Tax
17,702,308
-
437,499
Franchise Fees
7,057,329
-
Licenses and Permits
1,862,700
Grants & Contributions
772,190
-
-
-
-
Charges for Services
11,951,469
31,156,953
6,290,133
1,397,000
3,010,600
Fines
1,987,912
-
470,000
-
-
-
Miscellaneous
760,619
-
141,385
112,000
47,000
-
Interest Earned
139,900
43,700
5,400
42,200
10,300
2,300
Reimbursements
1,057,315
-
-
150,000
1,500
-
OperatingTransfersln
5,353,099
500,000
-
788,249
-
-
326,578
TOTAL REVENUES
85,007,053
13,469,140
1,164,210
32,719,402
6,347,433
1,400,800
3,337,178
TOTAL AVAILABLE
$ 103,142,214
$ 14,376,497
$ 2,651,162
$ 43,810,709
$ 9,353,385
$ 2,115,025
$ 3,378,416
EXPENDITURES
General Government
25,295,377
870,295 1,040,586
Public Safety
30,494,441
- -
-
-
Public Works
3,461,346
26,288,419
5,736,131
1,053,279 -
Culture & Recreation
22,756,453
-
-
- 3,368,626
Community Development
2,299,780
-
Grant Administration
-
-
-
-
Transfers Out
767,990
4,748,578
437,526
506,278
Debt Service
- 13,099,300
1,505,101
-
-
Capital Projects*
-
- 220,000
407,000
100,000 -
TOTAL EXPENDITURES
85,075,387 13,099,300
870,295 33,802,684
6,580,657
1,659,557 3,368,626
ENDING BALANCE 18,066,827 1,277,197 1,780,867 10,008,025 2,772,728 455,468 9,790
*These amounts represent cash financing to be provided from the funds indicated. A list of estimated costs for all projects included in the five-year
Operating Tr
In
4.2%
Reimburseme
1.5%
Interest Earn(
0.2%
Miscellaneou
1.5%
F
I
Distribution of Revenues - All Funds
Franchise Fees
3.9%
es and Permits
1.0%
Grants &
Contributions
1.0%
City of Allen 36 FY2015 Budget
CITY OF ALLEN
COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES
FOR FISCAL YEAR 2014-2015
Special Revenue
Internal Service Funds
Component Units
Total
Asset
Forfeiture
Hotel
Occup. Tax
Grant
Fund
Replacement
Fund
Risk
Management
Economic
Development
Community
Development
All Funds
2014-2015
$ 137,831 $
3,013,843 $
369,048 $
8,011,877 $
3,834,673 $
12,146,732 $
12,112,107 $
75,008,303
37,405,025
1,252,140 193,456
-
27,570,675
- - -
975,046
3,274,826
1,038,974
-
-
-
-
-
-
-
49,867,578
- - - - -
- 12,657,734
13,384,734
335,720 1,252,140 1,038,974 1,748,281 12,606,365
5,974,796 16,584,146
8,888,675
8,888,675
35,917,157
-
-
7,057,329
-
1,862,700
1,049,034
-
-
1,821,224
-
-
1,999,620
11,155,546
66,961,321
315,000
-
-
-
2,772,912
-
1,553,429
72,000
-
25,000
-
2,711,433
350
10,500
1,500
43,700
19,500
40,000
24,300
383,650
-
-
10,800
-
1,505,000
-
2,724,615
-
-
5,000
-
489,844
-
-
7,462,770
315,350
1,563,929
1,066,334
2,115,320
13,169,890
8,953,675
8,912,975
179,542,689
$ 453,181 $ 4,577,772 $ 1,435,382 $ 10,127,197 $ 17,004,563 $ 21,100,407 $ 21,025,082 $ 254,550,992
- 70,000 12,606,365
4,380,890
44,263,513
335,720 618,975 -
-
31,449,136
- - 865,850
37,405,025
1,252,140 193,456
-
27,570,675
- - -
975,046
3,274,826
1,038,974
-
1,038,974
-
- -
6,460,372
1,593,906 2,951,366
19,149,673
- - - - -
- 12,657,734
13,384,734
335,720 1,252,140 1,038,974 1,748,281 12,606,365
5,974,796 16,584,146
183,996,928
117,461 3,325,632 396,408 8,378,916 4,398,198 15,125,611 4,440,936 70,554,064
CIP may be found in the Capital Projects section of this book.
Distribution of Expenditures - All Funds
Ca
Tra n sfe
3.5
Grant Admin
0.6%
I
City of Allen 37 FY2015 Budget
CITY OF ALLEN
COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES
FISCAL YEAR 2014-2015
BEGINNING BALANCE
REVENUES
Ad Valorem Taxes
Sales Tax
Franchise Fees
Licenses and Permits
Grants & Contributions
Charges for Services
Fines
Miscellaneous
Interest Earned
Reimbursements
Operating Transfers In
TOTAL REVENUES
TOTAL AVAILABLE
EXPENDITURES
General Government
Public Safety
Public Works
Culture & Recreation
Community Development
Grant Administration
Transfers Out
Debt Service
Capital Projects
Prior Year Project Commitments
TOTAL EXPENDITURES
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
$ 24,457,403 $ 66,244,134 $ 71,463,987 $ 75,008,303
44,778,333
44,659,805
46,218,379
49,867,578
32,275,834
31,967,577
35,211,576
35,917,157
6,302,017
6,643,096
6,946,244
7,057,329
1,939,426
1,048,600
2,073,800
1,862,700
1,481,644
2,555,233
1,448,747
1,821,224
60,237,793
63,144,417
62,903,779
66,961,321
2,010,513
2,505,125
2,537,066
2,772,912
2,587,826
1,965,206
4,912,073
2,711,433
360,618
420,835
383,350
383,650
3,025,794
2,423,613
2,833,877
2,724,615
6,908,138
7,770,665
7,210,722
7,462,770
161, 907, 936
165,104,172
172, 679, 613
179, 542, 689
186,365,340 231,348,306 244,143,600 254,550,992
28,333,757
38,874,969
45,752,675
44,263,513
29,050,209
30,129,780
29,563,552
31,449,136
(4,759,440)
34,221,980
34,508,867
37,405,025
23,572,492
28,606,394
25,739,993
27,570,675
3,581,525
3,095,489
2,777,215
3,274,826
717,940
860,297
950,556
1,038,974
8,918,288
6,118,165
6,168,424
6,460,372
16,082,577
18,088,118
18,403,768
19,149,673
9,404,005
7,321,190
5,270,247
5,354,037
-
10,629,348
-
8,030,697
114,901,353
177,945,730
169,135,297
183,996,928
ENDING BALANCE 71,463,987 53,402,576 75,008,303 70,554,064
City of Allen 38 FY2015 Budget
ANALYSIS OF CHANGES IN
FUND BALANCES/RETAINED EARNINGS
The following table indicates the reasons for projected changes in fund balances/retained earnings of ($4,454,239):
Fund
2012-2013 Year
2013-2014 Year
Difference
Explanation
End Estimate
End Projection
This fund includes restricted revenues that exceed
General Fund
$18,135,161
$18,066,827
($68,334)
associated expenditures and provides for approximately
73.8 days of operations. The policy is 60-90 days.
The fund balance is within the policy requirement of 5% -
Debt Service
$907,357
$1,277,197
$369,840
10%. Funds remaining are comprised of interest earnings
and delinquent tax collections and will remain in the fund.
Property and sales tax have been collected in TIF #2;
TIF
$1,486,952
$1,780,867
$293,915
however, no grants are currently being paid out. TIF #1
grants are paid annually.
Utility Enterprise Funds
Estimated reserves in the Water & Sewer fund at the end
(Water & Sewer, Solid Waste,
$14,811,484
$13,236,221
($1,575,263)
of FY2014 are 124 days of expenditures, which exceeds
and Drainage Utility)
the policy requirement of 90-120 days.
Golf Course
$41,238
$9,790
($31,448)
This fund is subsidized in order to break even.
Asset Forfeiture
$137,831
$117,461
($20,370)
Funds collected in one year are appropriated in the
following year.
Hotel Occupancy Tax
$3,013,843
$3,325,632
$311,789
Remaining funds will be used in subsequent years as
allowed by state law.
Funds remaining are restricted and will be carried over to
Grants
$369,048
$396,408
$27,360
future years for allowable expenditures. Expenditures are
only for those goods or services as allowed by law, or as
approved by the agencies awarding the grants.
Reserves in this fund are used for scheduled
replacements of vehicles, technology, and equipment.
Replacement Fund
$8,011,877
$8,378,916
$367,039
Revenues are received over the lives of existing assets,
while expenses are based on a set replacement schedule
which is subject to annual management review.
Risk Management
$3,834,673
$4,398,198
$563,525
A decrease in fund balance is projected, primarily in the
Worker's Compensation portion of the fund.
Economic Development
$12,146,732
$15,125,611
$2,978,879
Reserves in this fund are used to spur economic growth.
Each year, unspent funds for prior year project
commitments are reappropriated, in order to reflect a
Community Development
$12,112,107
$4,440,936
($7,671,171)
better estimate of the remaining amount available. The
FY2014 budget includes approximately $9.3 million to
cash finance the community development projects.
Totals
$75,008,303
$70,554,064
1 ($4,454,239)
City of Allen 39 FY2015 Budget
11111-91 40
4
CITY OF ALLEN
ORGANIZATIONAL CHART
Citizens of Allen
City Council
Boards and Commissions
City Attorney City Manager Municipal Judge
Assistant City Manager Assistant City Manager
Human Resources City Secretary
Public and Media Relations Community Development
Community Services Engineering
Finance I II I Fire
Library Information Technology
Police I II I Parks and Recreation
City of Allen 41 FY2015 Budget
CITY OF ALLEN
STAFFING
FISCAL YEAR 2014-2015
ACTUAL ORIGINAL REVISED PROPOSED Increase (Decrease)
General Fund 2012-2013 2013-2014 2013-2014 2014-2015 FY2014R to FY2015
City Secretary
2.50
2.50
2.50
3.50
1.00
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
5.00
5.00
6.00
1.00
I.T.
15.00
16.00
16.00
17.00
1.00
Human Resources
5.00
5.00
5.00
5.00
-
Police
174.50
175.00
175.00
183.00
8.00
Parks & Recreation
177.91
182.46
175.68
178.92
3.24
Library
36.59
36.59
36.59
36.62
0.03
Fire
110.00
111.00
111.00
112.00
1.00
Community Development
26.00
27.00
27.00
27.50
0.50
Community Services
27.00
27.00
27.00
28.00
1.00
Finance
17.00
17.00
17.00
17.00
-
Engineering
13.00
13.00
13.00
13.00
-
Total General Fund
625.00
633.05
626.27
643.04
16.77
Water & Sewer Fund 66.50 67.50 68.00 69.00 1.00
Solid Waste Fund 6.00 6.50 6.50 6.50 -
Drainage Fund 7.00 8.00 8.00 8.00 -
Golf Course Fund 32.54 32.44 32.54 33.64 1.10
Hotel Fund 2.00 3.00 3.00 3.00 -
Risk Management Fund 3.00 4.00 4.00 4.00 -
Economic Development Fund 4.25 4.25 6.25 6.25 -
Total City of Allen Employees, All Funds 746.29 758.74 754.56 773.43 18.87
All positions are shown as full-time equivalents (FTE).
Revised 2013-2014:
- Deduct 6.78 in Parks & Recreation as these positions were moved to a 3rd Party vendor
- Add .10 FTE in Golf Course to convert a .90 FTE Food & Beverage Specialist to full time Lead Food & Beverage Specialist
- Add .50 FTE in Water & Sewer for half of the Utility Billing Supervisor
- Add 2 FTE's in Economic Development for 1 Marketing & Research Director and 1 Administrative Assistant
Proposed 2014-2015:
-Add 1 FTE in City Secretary for 1 Records Management Specialist
-Add 1 FTE in Public & Media Relations for 1 Marketing Specialist
-Add 1 FTE in IT for 1 IT Applications Specialist
- Add 8 FTE's in Police for 3 School Resource Officers, 3 Police/Fire Dispatchers, 1 Animal Control Officer
and 1 Family Violence Investigator
-Add 1 FTE in Fire for 1 Support Services Technician
- Add 3.24 FTE's in Parks for additional .72 FTE for Recreation Specialist I's at Allen Community Ice Rink and 2.52 FTE's
to adjust part time positions to conform with PPACA
- Add a .03 FTE in the Library to adjust part time positions to conform with PPACA
- Add a .50 FTE for a Receptionist in Community Development -Permits
- Add 1 FTE in Community Services for 1 Fleet Coordinator
- Add 1.10 FTE in Golf Course for 1 Irrigation Technician and add .10 FTE to adjust part time positions to conform with PPACA
- Add 1 FTE in Water & Sewer for 1 Meter Services Technician
City of Allen 42 FY2015 Budget
BEGINNING FUND BALANCE
REVENUES
Ad Valorem Taxes
Sales Tax
Franchise Fees
Licenses and Permits
Contributions
Charges for Services
Fines
Miscellaneous
Interest Earned
Reimbursements
Operating Transfers In
TOTAL OPERATING REVENUES
CITY OF ALLEN
GENERAL FUND
REVENUE AND EXPENDITURE SUMMARY
FISCAL YEAR 2014 - 2015
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
$ 16,730,920 $ 16,092,048 $ 16,474,713 $ 18,135,161
32,432,416
34,112,693
33,980,692
36,362,212
15,900,028
16,822,299
17,369,309
17,702,308
6,302,017
6,831,834
6,946,244
7,057,329
1,939,426
1,484,800
2,073,800
1,862,700
829,376
866,092
770,950
772,190
10,287,097
11,381,618
10,847,256
11,951,469
1,402,725
1,859,625
1,932,066
1,987,912
741,570
754,381
729,642
760,619
90,174
163,750
139,900
139,900
1,153,329
966,305
1,108,374
1,057,315
5,357,270
5,221,488
5,314,988
5,353,099
$ 76,435,428 $
80,464,885 $
81,213,221 $
85,007,053
TOTAL AVAILABLE $
93,166,348 $
96,556,933 $
97,687,934 $
103,142,214
EXPENDITURES
General Government
20,373,142
23,542,346
22,905,830
25,295,377
Public Safety
27,981,993
29,125,055
29,390,898
30,494,441
Public Works
2,687,223
3,001,793
3,247,318
3,461,346
Culture & Recreation
19,965,694
21,948,672
21,327,416
22,756,453
Community Development
1,962,615
2,221,540
2,117,671
2,299,780
TOTAL OPERATING EXPENDITURES $
72,970,667 $
79,839,406 $
78,989,133 $
84,307,397
FUND BALANCE BEFORE TRANSFERS
Transfers Out
TOTAL GENERAL FUND EXPENDITURES
$ 20,195,681 $ 16,717,527 $ 18,698,801 $ 18,834,817
3,720,968 472,820 563,640 767,990
$ 76,691,635 $ 80,312,226 $ 79,552,773 $ 85,075,387
*ENDING FUND BALANCE 16,474,713 16,244,707 18,135,161 18,066,827
DAYS OPERATIONAL EXPENSES IN RESERVE
60 days of operational expenses
Fund Balance Required: 60 to 90 days operational expenses
77.5
$ 13,984,995
City of Allen 43 FY2015 Budget
11111-91 40
4
GENERAL FUND REVENUE FY 2014-2015
Licenses and
Franrhica FPPC n :+
Public
4.:
EXPENDITURES BY FUNCTION FY 2014-2015
Community
Development
Transfers nut
Fines
2.3
scellaneous
0.9
erest Earned
0.2
'nbursements
1.2%
crating Transfers
In
6.3
City of Allen 45 FY2015 Budget
CITY OF ALLEN
GENERAL FUND
REVENUES
FISCAL YEAR 2014 - 2015
City of Allen 46 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
REVENUE - DETAIL
ACTUAL
BUDGET
AMENDED
BUDGET
PROPERTY TAXES
Current
$
31,892,043
$
33,843,690
$
33,857,558
$
36,071,037
Delinquent
143,931
149,086
-
119,896
Penalty & Interest
164,727
119,917
119,917
171,279
Miscellaneous Tax Revenue
-
-
3,217
-
Rollback
231,715
-
-
-
SUBTOTAL
$
32,432,416
$
34,112,693
$
33,980,692
$
36,362,212
SALES TAX
Municipal Sales Tax
15,596,340
16,542,813
17,028,378
17,339,848
Mixed Drink Tax
303,688
279,486
340,931
362,460
SUBTOTAL
$
15,900,028
$
16,822,299
$
17,369,309
$
17,702,308
FRANCHISE FEES
Public Education Govt Access Fee
213,560
235,080
229,755
252,755
Electric
3,303,517
3,767,089
3,621,299
3,647,040
Gas
784,167
788,698
958,936
846,347
Communication
458,090
399,482
496,964
525,786
Cable
1,067,801
1,174,285
1,157,050
1,287,401
Solid Waste
474,882
467,200
482,240
498,000
SUBTOTAL
$
6,302,017
$
6,831,834
$
6,946,244
$
7,057,329
LICENSES & PERMITS
Single Family Permits
965,919
720,000
920,000
840,000
Multi -Family Permits
39,002
-
254,250
200,000
Commercial Permits
312,532
300,000
300,000
350,000
Building Permits -Other
311,714
220,000
325,000
200,000
Tree Permits
1,100
800
800
800
Uniform Fire Code Permits
55,835
35,000
44,000
40,000
Health Permits
107,150
80,000
80,000
80,000
Sign Permits
26,130
32,000
25,000
30,000
Clearing & Grading Permit
400
500
2S0
400
Development Permits
2,200
1,500
4,500
1,500
Animal Licenses
55,919
SS,000
60,000
60,000
Licenses & Registrations
61,525
40,000
60,000
60,000
SUBTOTAL
$
1,939,426
$
1,484,800
$
2,073,800
$
1,862,700
CHARGES FOR SERVICE
Court Fees
22,490
30,300
34,356
35,386
Judgment NISI
14,260
600
600
600
Teen Court
516
600
160
160
Arrest Fees
48,015
63,810
68,832
70,896
Court Technology
42,303
57,200
62,400
64,272
Court Security
31,737
43,190
46,668
48,068
Juvenile Case Manager
52,873
71,740
77,784
80,117
Alarm Registration Fees
159,446
155,000
180,000
180,000
Abandoned Property
9,158
10,000
10,000
10,000
City of Allen 46 FY2015 Budget
CITY OF ALLEN
GENERAL FUND
REVENUES
FISCAL YEAR 2014 - 2015
City of Allen 47 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
CHARGES FOR SERVICE - cont.
Police Reports
9,756
12,600
9,000
9,000
Fingerprint Revenue
2,860
3,000
3,000
3,000
Reproduction Revenues
4,882
4,050
6,300
6,300
Zoning/Platting/Admin Fees
55,917
50,000
50,000
50,000
Ambulance Services
1,245,121
1,250,000
1,350,000
1,400,000
Fire Reinspections
3,890
2,500
2,500
2,500
Reinspection Fees
18,228
20,000
20,000
20,000
Inspection Fees
194,085
60,000
60,000
50,000
Rental
1,209,371
1,304,595
1,130,026
1,212,235
Ball Field Rentals
76,801
63,000
76,084
76,084
Special Events
74,410
77,750
78,178
81,840
Athletics
329,006
303,310
303,310
307,825
Concession Sales
986,400
1,045,921
1,072,670
1,148,410
Membership Revenue
714,728
713,030
716,305
726,755
Class Fees
848,115
799,615
849,951
921,451
Special Activities
68,170
150,088
119,203
150,055
Pool Admission Fees
209,354
223,700
201,046
215,800
Learn to Swim Fees
282,130
235,500
235,559
212,275
Swim Team Revenue
24,274
23,750
25,765
25,770
Ticket Fee
381,297
426,132
375,363
472,270
Service Charge Revenue
21,869
31,266
20,309
1,600
Ticket Revenue
2,472,544
3,380,973
2,971,922
3,590,300
Alcohol Sales
673,091
768,398
689,965
778,500
SUBTOTAL $
10,287,097
$
11,381,618
$
10,847,256
$
11,951,469
FINES & FORFEITURES
Court Fines
1,338,393
1,787,625
1,872,066
1,927,912
False Alarm Fines
3,779
15,000
-
-
Library Fines
60,553
57,000
60,000
60,000
SUBTOTAL $
1,402,725
$
1,859,625
$
1,932,066
$
1,987,912
CONTRIBUTIONS
Donations/Sponsorships
829,376
866,092
770,950
772,190
SUBTOTAL $
829,376
$
866,092
$
770,950
$
772,190
MISCELLANEOUS
Auction Revenue
16,350
8,000
11,500
12,000
Interest
90,174
163,750
139,900
139,900
Intergovernmental
11,826
22,000
22,000
22,000
Street Light Surcharge
11,873
13,000
13,000
13,000
Child Safety Fees
129,674
96,000
86,400
87,000
Water Tower Rental Fees
449,780
462,114
483,654
497,948
Miscellaneous
122,067
153,267
113,088
128,671
SUBTOTAL $
831,744
$
918,131
$
869,542
$
900,519
REIMBURSEMENTS
School Resource Officers
344,090
378,470
399,784
415,775
Street Sign Reimbursement
1,076
600
1,200
1,000
Other Reimbursements
808,163
587,235
707,390
640,540
SUBTOTAL $
1,153,329
$
966,305
$
1,108,374
$
1,057,315
OTHER FINANCING SOURCES
Operating Transfers In
5,357,270
5,221,488
5,314,988
5,353,099
SUBTOTAL $
5,357,270
$
5,221,488
$
5,314,988
$
5,353,099
TOTAL OPERATING REVENUES
$
76,435,428
$
80,464,885
$
81,213,221
$
85,007,053
City of Allen 47 FY2015 Budget
CITY OF ALLEN
TAX STRUCTURE
FISCAL YEAR 2014 - 2015
ASSESSED VALUE - 2014 Tax Year $ 9,162,340,703
REVENUE AT $.540 PER $100 VALUATION $ 49,476,640
CONTRIBUTION TO DEBT SERVICE $ 12,977,448
CONTRIBUTION TO GENERAL FUND
100.0% COLLECTION RATE $ 36,499,192
TAX RATE DISTRIBUTION
RATE PERCENT AMOUNT
GENERAL FUND 0.398361 73.77% $ 36,499,192
DEBT SERVICE FUND 0.141639 26.23% 12,977,448
0.540000 100.00% $ 49,476,640 (A)
(A) Approximately $428,000 of the General Fund property taxes
and $152,000 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 48 FY2015 Budget
CITY OF ALLEN
BUDGET ASSUMPTIONS
FISCAL YEAR 2014 - 2015
Assumptions Used for Projecting 2014-2015 Revenues and Expenditures
Tax rate used = $ .540
- Based upon final FY2015 appraised value of $9,162,340,703 (9.43% increase)
FY2014 final assessed value = $8,373,043,840
Property tax incentive for Watters Creek is 50% and The Village at Allen is 90%
The growth in property taxes comes from $204 million in new real property, $128 million increase
in business personal property, and $457 million in reappraisal value. The valuation is subject to
chanee and will be certified in late July.
Growth in sales tax revenue of 1.83% over FY2014 revised budget
- FY2014 revised sales tax is estimated to increase 9.18% over FY2013 actual.
Sales tax is estimated at $744,507 for Watter's Creek and $2,651,768 for The Village
at Allen. Of these amounts, 50% of Watter's Creek and currently 90% of The Village
at Allen are paid to the developers as economic development incentives.
Sales tax as a result of data center purchases in the amount of $765,010 is expected.
Additionally, a one time amount of approximately $480,000 was collected.
- FY2015 sales tax includes general growth of in-line retail and restaurant additions. Data
center purchases are expected to decrease to $374,616. The Village at Allen and Watters
Creek continue to add new tenants albeit at a slower rate as they are reaching full occupancy.
3. Overall City growth
FY2015 Residential growth projected at 525 permits
FY2015 Commercial and miscellaneous permits growth projected at 16.67% increase from FY2014
revised.
- Multi -family permits are projected at $200,000 for FY2015 based on a 350 unit addition.
4. Population - FY2015 estimate: 95,000
5. Franchise fees
Electric: TXU(Atmos) kilowatt hour usage is expected to increase 1.00% due to increased demand from the
data center and population increase.
CoSery and GCEC Electric franchise revenue projected to be relatively flat from FY2014 revised.
Gas: TXU(Atmos) gas franchise is projected to decrease from the revised FY2014 budget because colder
than normal temperatures occurred in FY2014. FY2015 budget assumes historical average
temperatures.
CoSery gas franchise is projected to decrease, similarly to Atmos, to historical levels.
Natural gas commodity prices and weather have an impact on this revenue source.
Telephone: Access line fees are projected at an increase of 5.80%. The revised FY2014 fees increased 8.49%,
over FY2013 actual, according to the current trend. Data line connections impact this revenue
source.
Cable: Cable franchise fees projected at 11.27% above revised FY2014. The revised FY2014 increased
8.36% based on the current trend as compared to FY2013 actual.
6. Other
Ambulance: FY2015 revenues projected at 3.7% growth over FY2014 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 FY2014 and FY2015.
Event Center and The Village at Allen
City ticket fee projected at $472,270 in FY2015. 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%.
8. Economy The local and broadbased economy was considered during budget development.
City of Allen 49 FY2015 Budget
CITY OF ALLEN
GENERAL FUND
EXPENDITURES BY FUNCTION
FISCAL YEAR 2014 - 2015
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
General Government:
City Secretary
310,316
342,831
332,361
441,214
Municipal Court
716,438
703,400
736,961
812,125
City Administration
698,168
749,018
765,625
793,224
Public & Media Relations
507,596
527,933
558,355
648,561
Public Education
57,140
107,720
107,720
134,920
Information Technology
2,843,422
3,122,193
3,197,393
3,300,167
Human Resources
505,143
637,345
659,227
703,199
Internal Services
11,464,604
13,796,058
13,085,171
14,837,036
Building Maintenance
1,042,490
953,762
949,561
996,559
Service Center
653,328
711,366
716,166
701,021
Finance
1,574,497
1,890,720
1,797,290
1,927,351
Total General Government $
20,373,142 $
23,542,346 $
22,905,830 $
25,295,377
Public Safety:
Police
15,948,196
16,347,892
16,845,905
17,328,573
Fire
12,033,797
12,777,163
12,544,993
13,165,868
Total Public Safety $
27,981,993 $
29,125,055 $
29,390,898 $
30,494,441
Public Works:
Community Services Administration 396,274
412,290
417,946
513,281
Streets 826,805
930,318
967,983
1,089,779
Engineering 1,464,144
1,659,185
1,861,389
1,858,286
Total Public Works $ 2,687,223 $
3,001,793 $
3,247,318 $
3,461,346
Culture & Recreation:
Parks & Recreation
Library
17,522,843 19,472,921 18,823,903 20,156,875
2,442,851 2,475,751 2,503,513 2,599,578
Total Culture & Recreation $ 19,965,694 $ 21,948,672 $ 21,327,416 $ 22,756,453
Community Development:
Building & Code Compliance 1,126,573 1,269,585 1,186,333 1,333,561
Planning & Development 836,042 951,955 931,338 966,219
Total Community Development $ 1,962,615 $ 2,221,540 $ 2,117,671 $ 2,299,780
TOTAL OPERATING EXPENDITURES $ 72,970,667 $ 79,839,406 $ 78,989,133 $ 84,307,397
Total Transfers Out $ 3,720,968 $ 472,820 $ 563,640 $ 767,990
TOTAL EXPENDITURES $ 76,691,635 $ 80,312,226 $ 79,552,773 $ 85,075,387
City of Allen 50 FY2015 Budget
General Fund
Expenditures By Classification
:apital
0.4%
i n sfe rs
).9%
City of Allen 51 FY2015 Budget
CITY OF ALLEN
EXPENDITURES BY CLASSIFICATION
AS A PERCENT OF TOTAL GENERAL FUND BUDGET
FISCAL YEAR 2014 - 2015
2013-2014
2012-2013
% OF REVISED
% OF
2014-2015
% OF
CLASSIFICATION
ACTUAL
ACTUAL BUDGET
BUDGET
BUDGET
BUDGET
Personnel Services $
46,603,477
60.7% $ 49,292,785
62.0%
$ 52,409,680
61.6%
Operations
25,983,805
33.9% 29,312,819
36.9%
31,524,158
37.1%
Capital
383,385
0.5% 383,529
0.5%
373,559
0.4%
Transfers
3,720,968
4.9% 563,640
0.7%
767,990
0.9%
TOTAL $
76,691,635
$ 79,552,773
$ 85,075,387
General Fund
Expenditures By Classification
:apital
0.4%
i n sfe rs
).9%
City of Allen 51 FY2015 Budget
11111-91 40
4
CITY ADMINISTRATION
DIVISION 001-1501
City of Allen 53 FY2015 Budget
The City Manager serves under the policy direction of the City Council and is responsible for making recommendations to
the Council concerning policies and programs and developing methods to ensure the efficient operation of city services.
The office of the City Manager coordinates and administers the implementation of ordinances, policies and procedures that
will provide for the orderly, positive and planned growth and development of the City of Allen.
Goal 1. Enhance Community Livability and Safety
• Developed and implemented the Live.Love.Allen. Program, as part of the Neighborhood Integrity plan, to match
community partners/volunteers with residents/neighborhoods in need of assistance.
Goal 2. Cultivate reaional alliances and aartnerships with agencies and aovernmental units that affect Allen
• Remained actively involved in critical water conservation initiatives implemented in conjunction with the North
Texas Municipal Water District. (also Goal 8)
• Utilized the Job Access/Reverse Commute (JARC) grant as a pilot project for assessing transit demands and related
services in Allen; partnered with Texoma Area Paratransit Services (TAPS) to provide fixed bus routes.
Goal 3. Improve regional mobility though transportation initiatives
• Evaluated TAPS ridership numbers regarding Paratransit services in Allen and determined budgetary impact.
Goal 6. Maintain operational excellence in City government services
• Issued general obligation bonds in the amount of $10.595 million for maintenance needs at existing facilities,
street and alley repairs, Ridgeview Drive, Stacy Road and other roadway projects, drainage improvements, park
land acquisition and park development, public art projects, and public facilities.
• City received perfect audit for the 6th consecutive year for the 2013-2014 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 increases employment opportunity, the tax base, and provides desired goods
and services for residents and contributes to the community character and identity
• Welcomed a variety of new businesses including Michael's, Black Walnut Cafe, Envy Cheer, Cafe del Rio, CrossFit
Ammo, Jimmy John's, Liberty Burger, Legacy ER and Bricklyn Pizza.
Goal 1. Enhance Community Livability and Safety
• Identify Collin County Services available to Allen residents and encourage County to have a higher profile in Allen.
Goal 2. Cultivate reaional alliances and partnerships with aaencies and governmental units that affect Allen
• Continue to carefully evaluate potential Private/Public Partnership opportunities.
• Continue to build and strengthen relationships with members of the County Commissioners Court.
• Define and advocate Allen's positions and interests at the Texas legislature.
Goal 6. Maintain operational excellence in City government services
• Provide an App for residents to request and/or report a need for City services.
• Continue to offer employees professional growth and development opportunities while identifying outlets to
celebrate organizational successes.
• Encourage creativity, flexibility, and accessibility in responding to customers' requests.
• Maintain fiscally responsible policies and procedures to continue to operate the City in a cost efficient manner.
• Continue to review maintenance and operations costs related to both capital investment and the provision of
services so that our city operations are able to continue to achieve strategic priorities in a sustainable manner.
City of Allen
54
FY2015 Budget
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
CLASSIFICATION
Personnel Services 678,172 726,977 743,584 772,504
Operations 19,996 22,041 22,041 20,720
DEPARTMENT TOTAL $ 698,168 $ 749,018 $ 765,625 $ 793,224
City of Allen 55 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
FULLTIME
City Manager
1
1
1
1
Assistant City Manager
1
1
1
2
Assistant to the City Manager
1
1
1
1
Executive Assistant to City Manager
1
1
1
1
Senior Administrative Assistant
1
1
1
0
TOTAL FULL TIME
5
5
5
5
PART-TIME
569
477
508
1,017
Temporary Assistant City Manager
0.50
0.50
0.50
0.50
TOTAL PART TIME
0.50
0.50
0.50
0.50
City of Allen 55 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
501,051
523,523
539,082
560,426
Longevity
2,512
1,540
1,428
1,740
Overtime
1,483
2,000
2,000
2,000
Deferred Compensation
15,977
15,675
16,453
16,450
FICA
31,029
42,911
38,293
44,472
TMRS
73,894
75,395
77,631
80,699
Worker's Compensation
569
477
508
1,017
Health Insurance
39,189
52,163
51,162
50,417
Dental Insurance
3,004
3,723
4,179
3,944
Long-term Disability
726
782
788
785
Life Insurance
757
812
867
832
Flexible Spending
181
176
168
166
Car Allowance
7,800
7,800
7,800
7,800
Health Savings
-
-
3,225
1,756
SUBTOTAL $ 678,172
$ 726,977 $
743,584 $
772,504
OPERATING EXPENDITURES
Training & Travel
12,042
12,310
12,310
10,590
Dues & Subscriptions
4,062
4,781
4,781
5,130
City of Allen 55 FY2015 Budget
Board & Commission Training
General Supplies
2012-2013
ACTUAL
1,648
2013-2014
BUDGET
2,250
2013-2014
AMENDED
2,250
2014-2015
BUDGET
2,250
2,244 2,700 2,700 2,750
SUBTOTAL $ 19,996 $ 22,041 $ 22,041 $ 20,720
DEPARTMENT TOTALS $ 698,168 $ 749,018 $ 765,625 $ 793,224
NO CAPITAL ITEMS
City of Allen 56 FY2015 Budget
CITY SECRETARY
DIVISIONS
CITY SECRETARY 001-1000
MAYOR AND COUNCIL 001-1010
City Secretary
Records Management Specialists I Senior Administrative Assistant I I Administrative Assistant
City of Allen 57 FY2015 Budget
,y OF,q�I 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 city records until such time as those records may be disposed
of; identifies, preserves and serves as custodian of the city's historical records.
Goal 6. Maintain operational excellence in City government services
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services
• Conducted the General Election in accordance with State law
• 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 annual open government training program for city personnel
• Conducted an Email Content Management Training Class for new city personnel
• Coordinated the Administrative Support Team
• Completed Supplement No. 10 to the Code of Ordinances and Supplement No. 11 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
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 58 FY2015 Budget
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
CLASSIFICATION
Personnel Services 236,101 239,127 229,407 325,032
Operations 74,215 103,704 102,954 116,182
DEPARTMENT TOTAL $ 310,316 $ 342,831 $ 332,361 $ 441,214
PERSONNEL SUMMARY
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
FULLTIME
City Secretary
1
1
1
1
Records Management Specialist
0
0
0
1
Senior Administrative Assistant
1
1
1
1
TOTAL FULL TIME
2
2
2
3
PART-TIME
12,344
12,670
11,605
16,202
Administrative Assistant
0.50
0.50
0.50
0.50
TOTAL PART TIME
0.50
0.50
0.50
0.50
EXPENDITURE DETAIL
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
157,436
159,188
148,017
208,189
Council Salaries
34,500
34,500
34,500
34,500
Longevity
1,000
1,104
800
882
Overtime
369
250
250
250
FICA
12,344
12,670
11,605
16,202
TMRS
22,168
22,441
20,803
29,270
Worker's Compensation
213
163
158
403
Health Insurance
6,890
7,574
11,640
32,391
Dental Insurance
597
656
1,118
2,190
Long-term Disability
216
214
192
313
Life Insurance
250
249
257
324
Flexible Spending
118
118
67
118
SUBTOTAL $ 236,101
$ 239,127 $
229,407 $
325,032
OPERATING EXPENDITURES
Training/Travel/Mileage
30,109
32,042
31,092
34,225
Dues & Subscriptions
1,368
1,290
1,290
1,155
Printing & Reproduction
1,426
1,850
1,850
1,850
Advertising
6,507
6,350
6,550
6,350
Meeting & Receptions
14,084
20,476
20,476
20,476
Ordinance Codification
7,790
7,850
7,850
7,850
General Supplies
1,026
1,096
1,096
1,626
Boards & Commissions
3,510
6,300
6,300
6,500
City of Allen 59 FY2015 Budget
Professional Services
2012-2013
ACTUAL
3,676
2013-2014
BUDGET
10,650
2013-2014
AMENDED
10,650
2014-2015
BUDGET
10,650
Elections 2,059
9,000
9,000
12,500
Records Management 2,660
6,800
6,800
13,000
SUBTOTAL $ 74,215 $
103,704 $
102,954 $
116,182
DEPARTMENT TOTALS $ 310,316 $
342,831 $
332,361 $
441,214
NO CAPITAL ITEMS
City of Allen 60 FY2015 Budget
COMMUNITY DEVELOPMENT DEPARTMENT
HEALTH INSPECTION 001-4520
BUILDING INSPECTIONS 001-4530
PLANNING 001-4800
CODE ENFORCEMENT 001-4840
*One position paid from Water/Sewer and Solid Waste Funds.
City of Allen 61 FY2015 Budget
COMMUNITY DEVELOPMENT DEPARTMENT
PERMITS 001-4550
Assistant City Manager
Permit/Utility Billing Manager
.5"
Customer Service
Representative Receptionist
3
*Position is a 1.0 FTE and is partially funded by the Water & Sewer Fund.
City of Allen 62 FY2015 Budget
The Building Services division is a multi -functional division charged with the responsibility of managing the plan
review and permitting processes, building inspections, and compliance of building codes.
Goal 1. Enhance Community Livability and Safety
• Continued administering the Adopted 2009 International Codes and NEC Electrical Code for
enforcement.
• Continued working with builders and contractors to understand the changes in the codes.
• Implemented new building permit fees.
• Continued the reduction in the plan review turnaround process for commercial review from 6 weeks to
3 weeks and residential review from 21 days to 5-7 days.
Goal 6. Maintain operational excellence in City government services
• Continued to implement a cross -training program to cross train Building Inspectors into Combination
Inspectors; creating a professional one stop shop process for the building community that will expedite
development and reduce the number of trips to the construction sites by multiple inspectors for
multiple inspections
• Continued to implement credit card processing for various permits and registrations over the phone and
in person to better assist the needs of our customers. Changed the process in which permits are
processed allowing for quicker turnaround times. Created information packets for customers including
FAQ's and the codes for calling in to scheduling inspections. Created a monthly posting on the web site
of building permit activity.
Goal 1. Enhance Community Livability and Safety
• 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.
• Provide training hours to building inspectors in order to maintain their respective license 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 shop for community development.
• Continue to provide technical support for the CDBG Home Repair program.
Goal 6. Maintain operational excellence in City government services
• Continue refining the plan review process to increase the productivity and review turnaround times for
commercial and residential permits.
• Continue to provide technical support for the Community Development Block Grant (CDBG) Home
Repair program.
• Continue the streamlining of the permit process and reduction of permit applications by consolidation of
applications and reduction of packet size.
• Implement the administrative software as it relates to Building Services
City of Allen 63 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
BUDGET
FULLTIME
Personnel Services 1,092,197
1,229,887
1,147,635
1,278,751
Operations 34,376
39,698
38,698
54,810
DEPARTMENT TOTAL $ 1,126,573
$ 1,269,585 $
1,186,333 $
1,333,561
City of Allen 64 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
FULLTIME
Building Official
1
1
1
1
Assistant Building Official
0
1
1
1
Code Inspection Supervisor
1
0
0
0
Permit Supervisor
1
1
0
0
Permit/Utility Billing Manager *
0
0
0.5
0.5
Building Inspector
4
4
4
4
Sr. Environmental Health Specialist
2
2
2
2
Environmental Health Specialist
1
1
1
1
Plans Examiner
3
3
3
3
Customer Service Representative
3
3
3
3
Administrative Assistant
1
1
1
1
TOTAL FULL TIME
17
17
16.5
16.5
* This position is split between Community
Development -Permits
and Water & Sewer -Utility Billing.
PART-TIME
Receptionist
0.00
0.00
0.50
1.00
TOTAL PART TIME
0.00
0.00
0.50
1.00
City of Allen 64 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
768,672
833,074
801,381
886,968
Longevity
4,808
4,308
3,432
3,556
Overtime
4,066
5,253
5,253
11,253
FICA
55,697
62,465
57,484
63,235
TM RS
108,476
117,233
112,921
124,674
Worker's Compensation
1,783
1,481
1,431
3,079
Health Insurance
136,875
189,930
152,144
171,948
Dental Insurance
9,494
13,585
11,047
11,392
Long-term Disability
1,148
1,204
1,127
1,169
Life Insurance
879
942
966
977
Flexible Spending
299
412
449
500
SUBTOTAL $ 1,092,197
$ 1,229,887 $
1,147,635 $
1,278,751
City of Allen 64 FY2015 Budget
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
OPERATING EXPENDITURES
Training/Travel/Mileage
4,556
10,700
10,700
20,020
Dues & Subscriptions
1,803
4,010
4,010
4,310
Clothing & Uniforms
5,304
5,200
5,200
5,200
Printing & Reproduction
-
-
-
3,000
General Supplies
7,032
12,048
12,048
12,300
Small Tools & Minor Equipment
789
3,500
2,500
4,000
Vehicle Maintenance
3,932
4,240
4,240
4,480
Equipment Maintenance
-
-
-
500
Professional Services
10,960
-
-
1,000
SUBTOTAL $
34,376 $
39,698 $
38,698 $
54,810
DEPARTMENT TOTALS $ 1,126,573 $ 1,269,585 $ 1,186,333 $ 1,333,561
NO CAPITAL ITEMS
City of Allen 65 FY2015 Budget
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
• Implemented the Area Job Access/Reverse Commute (JARC) program through a partnership with
Texoma Area Paratransit System (TAPS) to provide one commuter and two local bus routes. Since the
start date of the new routes in November, monthly ridership has grown to over 1,200 passengers.
• Facilitated new developments including Hamilton Hills, The Village at Twin Creeks and various retail and
restaurant establishments including the Nine Band Brewery, RaceTrac, Jimmy Johns, and Christian
Brothers Automotive.
Strategy 3. Manage growth and development to preserve Allen's character and maintain neighborhood
vitality
• Implemented 2010-2015 CDBG Consolidated Plan and completed 10 home rehabilitation projects, 3
emergency repair projects and provided funding to social and public services
• Code enforcement addressed 6,600 violations while issuing 35 citations
• Completed additional major amendments to the Allen Land Development Code
• Facilitated new residential developments including Cypress Meadows, The Landings, The Enclave and
Bethany Mews
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 to implement Planned Development No. 108 in support of the hospital area
• Focus on senior living and related services
Strategy 3. Manage growth and development to preserve Allen's character and maintain neighborhood
vitality
• Adopt a new five year CDBG Consolidated Plan addressing the needs of lower income residents
• Complete a Community Integrity plan as part of the Comprehensive Plan update
Strategy 5. Update Allen's Comprehensive Plan
• Adopt an updated Comprehensive Plan
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
FY2015 Budget
City of Allen 67 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Personnel Services
760,352
854,542
811,375
856,031
Operations
75,690
97,413
100,113
110,188
Capital
-
-
19,850
-
DEPARTMENT TOTAL $
836,042
$
951,955 $
931,338
$ 966,219
I i li»I I
� 1 11
i J
idllliuuuf uluiVumf Iluumfffuilfloilluiifloiluumf uuu���lumf(ffiumillhi�oi�iiffiu�lluiliulidffffmfuiiim��liulllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll(
ui
I i i,
1,
1 ! J
J i�
II +i
I I I
2012-2013
2013-2014
2013-2014
2014-2015
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
Director
1
1
1
1
Assistant Director
1
1
1
1
Senior Planner
1
1
1
1
Planner
2
2
2
2
Code & Health Compliance Manager
1
1
1
1
Senior Code Enforcement Officer
0
0
0
1
Code Enforcement Officer
2
3
3
2
Senior Administrative Assistant
1
1
1
1
TOTAL FULL TIME
9
10
10
10
uuu m u mi »»»i» » »» » uum u
i i ilio i
i ri r I
I , 1 J
l r 1, f
iuuulii(foiiiullllllluuu�u�lmffiuum�flulu�luuu��ulmhuuuffllliumi�iuuullBu���iullllluhullmmllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllf
u is
ru I
uuu uu uuu uuum a iii»
u i
i r
I I 1 I 1 r
II
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
555,089
607,885
584,017
615,434
Longevity
2,452
2,836
2,896
3,168
Overtime
3,424
2,311
3,311
3,811
FICA
39,943
46,259
41,741
44,333
TMRS
78,346
85,500
82,361
86,604
Worker's Compensation
822
853
723
1,428
Health Insurance
71,887
98,445
86,609
91,776
Dental Insurance
6,508
8,328
7,675
7,452
Long-term Disability
849
961
868
871
Life Insurance
797
870
892
860
Flexible Spending
235
294
282
294
SUBTOTAL $
760,352
$
854,542 $
811,375
$ 856,031
OPERATING EXPENDITURES
Training & Travel
12,307
15,650
16,650
23,150
Dues & Subscriptions
3,316
3,593
3,843
3,843
Clothing & Uniforms
1,577
2,000
2,700
2,700
City of Allen 67 FY2015 Budget
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
Printing & Reproduction
1,558
3,400
3,400
3,400
Advertising
368
300
300
300
Board & Commission Training
754
2,000
2,000
2,000
Plat Administration Expense
3,115
6,000
6,000
6,000
General Supplies
4,173
6,045
6,045
9,045
Small Tools & Minor Equipment
292
1,985
2,235
3,000
Vehicle Maintenance
448
4,440
4,940
4,750
Professional Services
1,365
2,000
2,000
2,000
Donation Expense
46,417
50,000
50,000
50,000
SUBTOTAL $
75,690 $
97,413 $
100,113 $
110,188
CAPITAL OUTLAY
Vehicles
-
-
19,850
-
SUBTOTAL $
- $
- $
19,850 $
-
DEPARTMENT TOTALS $
836,042 $
951,955 $
931,338 $
966,219
2013-2014 2014-2015
VEHICLES AMENDED BUDGET
1/2 Ton Truck Regular Cab 19,850
$ 19,850 $ -
City of Allen 68 FY2015 Budget
COMMUNITY SERVICES
DIVISIONS
ADMINISTRATION 001-5110
BUILDING MAINTENANCE 001-5120
STREETS 001-5130
SERVICE CENTER 001-5140
Director
1
Senior Administrative Assistant
1
Assistant Director
1
Streets/Drainage Foreman Building Maintenance Foreman Fleet Coordinator
1 1 111 1
Crew Leader Building Technician
2 2
Lead Custodian
Equipment Operator 2
2
Maintenance Worker Custodian
7 1 1 7
City of Allen 69 FY2015 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, Waste Services,
Water & Sewer, and Utility Collections.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy 8. Work with partners to protect and conserve natural resources
• Director continues as Board Chair to the NCTCOG Resource Conservation Council
• Developed electricity and natural gas budget estimates for all City funds
Continued to report electric consumption in accordance with Senate Bill 12 compliance to reduce municipal
electric use by 5% per year for the 6th and final year of this program
• Continued Oncor's CitySmart Program that is aimed at improving the energy efficiency of City buildings
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 third annual budget for the Municipal Service Center
Goal 8. Proactivelv work to protect. conserve and manaee water resources
• Reported the 5th 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 3rd year of the free residential home irrigation audit program
Goal 2. Cultivate reeional alliances and Dartnershios with aeencies and eovernmental units that affect Allen
Strategy 8. Work with partners to protect and conserve natural resources
• Continue fleet conversion to alternative fuels or vehicles meeting low emission standards (LEV)
• Continue to be involved in electric deregulation through the Texas Coalition for Affordable Power (TCAP) and in the
management of the City's power procurement and usage monitoring
• Continue Oncor's CitySmart Program that is 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 for a program length of 10 years
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, and solid waste needs for City and
NTMWD capital improvements
Goal 8. 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
City of Allen 70 FY2015 Budget
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
CLASSIFICATION
Personnel Services 391,470 401,275 406,931 500,091
Operations 4,804 11,015 11,015 13,190
DEPARTMENT TOTAL $ 396,274 $ 412,290 $ 417,946 $ 513,281
OPERATING EXPENDITURES
Training & Travel
2012-2013
2013-2014
2013-2014
2014-2015
Dues & Subscriptions
ACTUAL
BUDGET
AMENDED
BUDGET
FULLTIME
1,758
2,950
2,950
3,000
Director
1
1
1
1
Assistant Director
1
1
1
1
Senior Administrative Assistant
1
1
1
1
TOTAL FULL TIME
3
3
3
3
OPERATING EXPENDITURES
Training & Travel
2012-2013
2013-2014
2013-2014
2014-2015
Dues & Subscriptions
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
1,758
2,950
2,950
3,000
Salaries
288,662
291,815
295,057
354,074
Longevity
2,036
2,180
2,180
2,324
Overtime
210
400
400
400
FICA
20,031
22,048
20,517
26,125
TMRS
40,611
41,159
41,593
49,896
Worker's Compensation
322
250
272
601
Health Insurance
36,214
39,829
43,115
61,944
Dental Insurance
2,191
2,410
2,554
3,287
Long-term Disability
451
443
440
549
Life Insurance
566
565
616
656
Flexible Spending
176
176
187
235
SUBTOTAL $ 391,470
$ 401,275 $
406,931 $
500,091
OPERATING EXPENDITURES
Training & Travel
394
1,940
1,940
3,965
Dues & Subscriptions
2,016
2,675
2,675
2,725
General Supplies
1,758
2,950
2,950
3,000
Vehicle Maintenance
636
1,000
1,000
1,000
Radio Maintenance
-
200
200
200
Professional Services
-
2,250
2,250
2,300
SUBTOTAL $
4,804 $
11,015 $
11,015 $
13,190
DEPARTMENT TOTALS $
396,274 $
412,290 $
417,946 $
513,281
NO CAPITAL ITEMS
City of Allen 71 FY2015 Budget
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 in set up and break down 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
• Oversee and assist with renovation projects; Annex remodel for Police Department, Police Facility
Security, roof replacement at Library, City Hall cubicle project
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect
Allen
Strategy 6. Work with partners to protect and conserve natural resources
Objective 2. Work with partners to conserve electricity
• Participated in planning of city buildings for energy efficiency through Oncor's electric demand and use
reduction programs
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
• Join Metroplex Facility Managers Association
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect
Allen
Strategy 8. Work with partners to protect and conserve natural resources
Objective 2. Work with partners to 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 72 FY2015 Budget
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
CLASSIFICATION
Personnel Services 592,554 639,129 632,938 643,942
Operations 449,936 314,633 316,623 352,617
DEPARTMENT TOTAL $ 1,042,490 $ 953,762 $ 949,561 $ 996,559
FULLTIME
Fleet Coordinator
Building Maintenance Foreman
Lead Custodian
Building Technician
Custodian
TOTAL FULL TIME
PERSON N EL SERVICES
Salaries
Longevity
Overtime
FICA
TM RS
Worker's Compensation
Health Insurance
Dental Insurance
Long-term Disability
Life Insurance
Flexible Spending
SUBTOTAL $
OPERATING EXPENDITURES
Training & Travel
Dues & Subscriptions
Clothing & Uniforms
Advertising
Rentals/Leasing
Janitorial Supplies
Small Tools & Minor Equipment
gn1,) - m1 i )n1 3 - )nl4 m1 R - 7n14 7n14 -,)n1 S
0 0
0 1
1 1
1 1
2 2
2 2
2 2
2 2
7 7
7 7
12 12 12 13
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
386,116
391,713
402,425
413,912
2,660
2,800
2,864
3,512
10,822
20,043
20,043
20,043
28,410
29,092
29,571
29,754
55,715
55,232
58,265
58,439
4,923
3,709
4,242
7,848
94,585
124,276
104,478
99,988
8,116
10,953
9,748
9,200
594
595
599
583
407
422
453
428
206
294
250
235
592,554 $
639,129 $
632,938 $
643,942
-
1,070
1,070
3,070
-
545
545
545
4,937
4,400
4,400
4,480
126
150
150
150
-
2,600
2,600
2,650
42,651
50,000
50,000
71,853
1,486
6,500
6,500
9,801
City of Allen 73 FY2015 Budget
Building Maintenance
Vehicle Maintenance
Professional Services
2012-2013
ACTUAL
312,913
4,339
83,484
2013-2014
BUDGET
147,500
1,600
100,268
2013-2014
AMENDED
149,490
1,600
100,268
2014-2015
BUDGET
158,030
1,650
100,388
SUBTOTAL $ 449,936 $ 314,633 $ 316,623 $ 352,617
DEPARTMENT TOTALS $ 1,042,490 $ 953,762 $ 949,561 $ 996,559
NO CAPITAL ITEMS
City of Allen 74 FY2015 Budget
The Service Center division is responsible for managing the common/shared facilities located at the Municipal
Service Center including the administration building, fueling operations, vehicle wash operations, and the fleet
maintenance facility. The division also budgets for all Municipal Service Center utilities including water, sewer,
natural gas, and electricity
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, shop building, fleet
services building, fuel island, and car wash
• Manage the automated vehicle fueling and vehicle wash facilities including the necessary accounting
associated with these services
• Managed operations budget for Service Center for FY 13-14 including the transfer of General Fund fuel
costs to be included in service center budget
Goal 6. Maintain operational excellence in City government services
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality
Services.
Continue to monitor the vehicle fueling and vehicle wash facilities including the necessary accounting
associated with these services
Develop and monitor the operations budget and be prepared to make mid -year adjustments and develop
the FY 14-15 budget based on the facilities historic costs that are developed
Establish 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 fielded.
City of Allen
75
FY2015 Budget
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
rl AccIGIrAW)KI
Operations 653,328 711,366 716,166 701,021
DEPARTMENT TOTAL $ 653,328 $ 711,366 $ 716,166 $ 701,021
2012-2013 2013-2014 2013-2014 2014-2015
ArTI IAI RI Inr,FT AKAFr\InFn RI Inr,FT
OPERATING EXPENDITURES
Rentals
-
1,500
1,500
1,500
Fuel
617,283
638,151
638,151
638,151
Janitorial Supplies
10,006
20,445
20,445
-
Small Tools & Minor Equipment
427
2,200
7,000
7,200
Building Maintenance
8,846
5,000
5,000
8,000
Equipment Maintenance
912
3,000
3,000
5,000
Professional Services
15,854
41,070
41,070
41,170
SUBTOTAL $
653,328 $
711,366 $
716,166 $
701,021
DEPARTMENT TOTALS $ 653,328 $ 711,366 $ 716,166 $ 701,021
NO CAPITAL ITEMS
City of Allen 76 FY2015 Budget
Streets division is responsible for promoting quality of life and the public's safe driving experience through
maintaining public streets, sidewalks, and alleys.
Goal 5. Systematically invest in public infrastructure
Strategy 2. 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
Goal 5. Systematically invest in public infrastructure
Strategy 2. Develop and implement Infrastructure Maintenance Plan/schedules for Community Service
operations
• Continue the annual street and alley condition assessments and use the assessment 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
• Start a pilot program for screening wall repair and/or replacement for city owned walls
• Continue to rapidly respond to citizen calls and concerns on streets, alleys, and sidewalks
City of Allen 77 FY2015 Budget
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
CLASSIFICATION
Personnel Services 646,726 695,442 733,107 728,643
Operations 180,079 234,876 234,876 361,136
DEPARTMENT TOTAL $ 826,805 $ 930,318 $ 967,983 $ 1,089,779
City of Allen 78 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
FULLTIME
Foreman
1
1
1
1
Crew Leader
2
2
2
2
Equipment Operator
2
2
2
2
Maintenance Worker
7
7
7
7
TOTAL FULL TIME
12
12
12
12
City of Allen 78 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
402,380
413,792
423,847
436,250
Longevity
4,288
4,372
4,372
4,936
Overtime
10,462
17,513
42,156
17,600
FICA
28,812
30,605
31,397
30,170
TMRS
58,288
58,543
63,615
61,766
Worker's Compensation
10,987
8,406
9,993
17,736
Health Insurance
122,079
149,786
147,443
150,012
Dental Insurance
8,284
11,174
9,081
8,985
Long-term Disability
630
629
631
615
Life Insurance
428
446
477
455
Flexible Spending
88
176
95
118
SUBTOTAL $
646,726
$ 695,442 $
733,107 $
728,643
OPERATING EXPENDITURES
Training/Travel/Mileage
25
750
750
750
Dues & Subscriptions
268
275
275
275
Clothing & Uniforms
6,352
7,550
7,550
7,700
Printing & Reproduction
16
190
190
200
Rentals
256
2,625
2,625
2,675
General Supplies
602
500
500
500
Medical & Chemical Supply
270
350
350
350
Small Tools & Minor Equipment
11,674
11,536
11,536
11,786
Vehicle Maintenance
8,835
13,500
13,500
13,775
Equipment Maintenance
2,441
10,200
10,200
10,400
Radio Maintenance
-
725
725
725
City of Allen 78 FY2015 Budget
DEPARTMENT TOTALS $ 826,805 $ 930,318 $ 967,983 $ 1,089,779
NO CAPITAL ITEMS
City of Allen 79 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
Asphalt Maintenance
47,454
30,000
30,000
80,500
Sidewalk Replacement
19,594
10,000
10,000
20,000
Street Maintenance
82,292
145,250
145,250
210,000
Professional Services
-
1,425
1,425
1,500
SUBTOTAL $ 180,079
$ 234,876 $
234,876 $
361,136
DEPARTMENT TOTALS $ 826,805 $ 930,318 $ 967,983 $ 1,089,779
NO CAPITAL ITEMS
City of Allen 79 FY2015 Budget
11111-91 40
4
ENGINEERING
DIVISIONS
ENGINEERING 001-6000
TRAFFIC 001-6020
* 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 81 FY2015 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 efficiently move vehicular traffic through the community.
The department is also responsible for streetlight maintenance, floodplain management, storm water management and
education, and provides inspection services for public works and private development construction projects.
Goal 3. Improve regional mobility through transportation initiatives
Strategy 2. Continue to leverage County, State (TxDOT) and Federal resources for road funding
• Construction to widen US 75 to 8 general purpose lanes and improve key frontage road intersections began in April
2014 and the Engineering Department has staff representative assigned to be a liaison to TxDOT on this project.
• Assisted the Community Development Department in updates to the Comprehensive Plan.
• Applied for several grants through the NCTCOG to implement sidewalk accessibility improvements at various
locations.
• Sought and was successfully awarded state funding to implement new synchronized signal timing on seven
corridors throughout the community, which will be coordinated with our neighboring cities as well.
Goal 5. Systematically invest in public infrastructure
Strategy 3. Construct and improve roadway infrastructure
• Traffic Operations: Completed Phase 3 of the street bike route markings, replaced street name blades in three sign
zones, refreshed and replaced pavement markings throughout the city, constructed three (3) new traffic signals,
and successfully obtained a grant to implement coordination signal timing along seven corridors in Allen.
• Completed construction on the following projects: Exchange Parkway Widening, Bray Central Widening.
• Construction completed on 2013 Streets & Alley Repair project which includes $1M of pavement replacement and
25 Barrier Free Ramps.
Strategy 4. Plan for the construction of needed city facilities
• Completed key energy-saving facility upgrades (HVAC replacement and LED lighting installations).
• Renovated the Fire Station #4 kitchen and provided coiling overhead doors at central fire station.
Goal 8. Proactively work to protect, conserve and manage water resources
• Completed construction on the Whis-Lynge neighborhood Water and Sewer Replacement project.
• Completed bank stabilization and extension of the Old Stone Dam landmark.
• Began design of Fountain Park Neighborhood Water and Sewer Replacement Project.
Goal 2. Cultivate reaional alliances and oartnershios with aaencies and aovernmental units that affect Allen
Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities
• Continue partnering with Collin County to fund roadway projects (Ridgeview Drive and FM2551)
• Partner with TxDOT to implement traffic signal upgrades coincident with TxDOT roadway widening projects
(FM2786 and US75)
Goal 3. Improve regional mobility through transportation initiatives
Strategy 2. Continue to leverage County, State (TOOT) and Federal resources for road funding
• Execute agreement with TxDOT to remove SH5 and FM2551 (Angel Parkway) from the state network of roads, in
exchange for a TxDOT commitment to advance the widening of FM2551 as a priority project
• Coordinate with TxDOT during the widening of FM2786 (Stacy Road), starting construction in April 2015.
Goal 5. Systematically invest in public infrastructure
Strategy 3. Construct and improve roadway infrastructure
• Construct Ridgeview Drive (Watters Branch Creek to Stacy Road) in advance of the west side athletic complex
development.
• Initiate the 2014 Streets & Alleys Project for city-wide pavement repair and targeted sidewalk accessibility
enhancements
Strategy 4. Plan for the construction of needed city facilities
Complete architecture design and begin reconstruction of Fire Station #2.
City of Allen
82
FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
1 1
1 1
1 1
Personnel Services 1,039,632
1,157,890
1,159,394
1,205,397
Operations 424,512
501,295
701,995
652,889
DEPARTMENT TOTAL $ 1,464,144
$ 1,659,185 $
1,861,389 $
1,858,286
FULLTIME
Director
Assistant Director
Program Manager
Transportation Manager
Construction Manager
Construction Inspector
Senior Administrative Assistant
GIS Technician
Civil Engineer
Senior Signal Technician
Signs and Markings Technician
Traffic Signal Technician
Traffic Signal Assistant
TOTAL FULL TIME
PERSONNEL SERVICES
Salaries
Longevity
Overtime
FICA
TM RS
Worker's Compensation
Health Insurance
Dental Insurance
Long- term Disability
Life Insurance
Flexible Spending
Health Savings Account
OPERATING EXPENDITURES
Training/Travel/Mileage
Dues & Subscriptions
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
1 1
1 1
1 1
1 1
0 1
1 1
1 0
0 0
1 1
1 1
1 1
1 1
1 1
1 1
1 1
1 1
1 1
1 1
1 1
1 1
2 2
2 2
2 2
1 2
0 0
1 0
13 13 13 13
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
743,533
814,081
822,264
859,645
4,384
4,652
4,336
4,924
9,690
15,032
15,032
15,032
54,713
60,526
59,354
61,818
105,830
114,622
116,485
121,040
4,253
3,751
3,948
7,817
107,749
133,335
123,000
122,297
6,852
8,979
7,814
7,667
1,158
1,238
1,208
1,211
1,053
1,204
1,164
1,126
417
470
531
518
-
-
4,258
2,302
SUBTOTAL $ 1,039,632
$ 1,157,890 $
1,159,394 $
1,205,397
7,284
9,530
9,530
9,720
4,006
5,385
5,385
5,465
City of Allen 83 FY2015 Budget
DEPARTMENT TOTALS $ 1,464,144 $ 1,659,185 $ 1,861,389 $ 1,858,286
NO CAPITAL ITEMS
City of Allen 84 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
Clothing & Uniforms
3,556
5,830
5,830
4,900
General Supplies
2,860
3,800
3,500
3,800
Small Tools & Minor Equipment
1,657
1,750
1,750
1,750
Vehicle Maintenance
3,633
5,000
5,000
5,054
Street Marking Maintenance
99,163
109,000
250,000
250,000
Traffic Signal Maintenance
53,829
57,000
57,000
62,920
Street Light Maintenance
91,908
180,000
170,000
180,000
Street Sign Replacement
59,753
67,000
67,000
72,280
Professional Services
44,883
5,000
75,000
5,000
School Crossing Guards
51,980
52,000
52,000
52,000
SUBTOTAL $
424,512
$ 501,295 $
701,995 $
652,889
DEPARTMENT TOTALS $ 1,464,144 $ 1,659,185 $ 1,861,389 $ 1,858,286
NO CAPITAL ITEMS
City of Allen 84 FY2015 Budget
Budget Officer
1
Senior Financial
Analyst
.5
Controller
1
Senior Accountant II
1
Accounting Technician
2
Senior Accountant
1
Accountant
1
FINANCE
DIVISIONS
FINANCE 001-5500
Chief Financial Officer
1
Senior Administrative Assistant
1
Assistant Chief Financial Officer
1
Purchasing Manager Accountant
1 1
U Senior Payroll
Specialist
Contract 1
Administrator
1
Financial Services
Administrator
Buyer .5
2
City of Allen 85 FY2015 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.
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 15th Certificate of Achievement for Excellence in Financial Reporting from the National
Government Finance Officers Association (GFOA)
o Received the 15th Distinguished Budget Presentation Award from GFOA
o Received the 14th Achievement of Excellence in Procurement Award from the National Purchasing
Institute (NPI)
• For the sixth consecutive year, the external audit for the period ending September 30, 2013 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 Aal on G.O Bonds, Aa2 on Water and Sewer Revenue
Bonds, Aa3 on Economic Development Revenue Bonds and Al on Community Development Revenue Bonds.
• Issued G.O. Bonds in the amount of $10,595,000 in June 2014.
• 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, Stacy Furniture (ended in FY2014), 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 April
1, 2015. Additional software modules will involve Finance staff throughout the next couple 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 ability to implement the CIP program and the impact on the long range financial plan
for debt management and selected operating funds.
• Submit a new Bond Program to the City Council for consideration to include on a 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 86 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
BUDGET
FULLTIME
Personnel Services 1,362,613
1,611,196
1,536,312
1,653,722
Operations 211,884
279,524
260,978
273,629
DEPARTMENT TOTAL $ 1,574,497
$ 1,890,720 $
1,797,290 $
1,927,351
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
FULLTIME
Chief Financial Officer
1
1
1
1
Assistant Chief Financial Officer
0
0
0
1
Assistant Director
1
1
1
0
Budget Manager
1
0
0
0
Budget Officer
0
1
1
1
Senior Financial Analyst
1
0
0
0
Controller
0
0
1
1
Accounting Manager
1
1
0
0
Senior Accountant II
0
0
0
1
Senior Accountant
1
1
1
1
Accountant
3
3
3
2
Senior Payroll Specialist
0
0
0
1
Payroll Specialist
1
1
1
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
TOTAL FULL TIME
17
16
16
16
PARTTIME
Senior Financial Analyst
0.00
0.50
0.50
0.50
Financial Services Administrator
0.00
0.50
0.50
0.50
TOTAL PART TIME
0.00
1.00
1.00
1.00
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
999,709
1,135,420
1,093,109
1,176,445
Longevity
5,278
4,742
4,802
5,630
Overtime
2,086
20,160
7,000
15,000
FICA
69,845
84,783
75,736
83,260
TM RS
140,557
159,623
153,536
165,490
Worker's Compensation
1,127
944
971
2,009
Health Insurance
136,093
187,124
184,243
189,291
Dental Insurance
10,042
14,676
13,260
12,929
Long-term Disability
(3,914)
1,680
1,568
1,605
City of Allen
87
FY2015 Budget
2012-2013
ACTUAL
OPERATING EXPENDITURES
Life Insurance 1,290
Flexible Spending 500
2013-2014
BUDGET
1,456
588
2013-2014
AMENDED
1,493
594
2014-2015
BUDGET
1,475
588
SUBTOTAL $
1,362,613 $
1,611,196 $
1,536,312 $
1,653,722
Training/Travel/Mileage
14,386
22,250
18,470
28,725
Dues & Subscriptions
4,859
6,035
6,298
6,453
Banking Services
5,848
18,628
6,090
5,990
General Supplies
8,947
11,175
11,275
11,275
Small Tools & Minor Equipment
1,183
2,000
2,000
2,000
Audit Fees
30,435
32,776
30,435
32,776
Professional Services
1,806
16,880
16,880
16,880
Courier Services
8,670
9,780
9,530
9,530
Credit Card Costs
135,750
160,000
160,000
160,000
SUBTOTAL $
211,884 $
279,524 $
260,978 $
273,629
DEPARTMENT TOTALS $ 1,574,497 $ 1,890,720 $ 1,797,290 $ 1,927,351
NO CAPITAL ITEMS
City of Allen 88 FY2015 Budget
FIRE
DIVISION 001-3500
Chief
1
Senior Administrative
Assistant
1
Assistant Chief/Support Assistant Chief/Prevention Assistant Chief/Operations
Services 1 1
Division Chief/Support Public Education Coordinator Battalion Chief/Operations
Services 1 3
1
Fire Prevention Specialist
Support Services 4
Technician Captain
1 18
Administrative Assistant
1
Driver Operator Engineer
(DOE)
15
Firefighter/Paramedic
63
City of Allen 89 FY2015 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.
Goal 1. Enhance Community Livability and Safety
• Activated additional features of the Computer Aided Dispatching system to further reduce dispatching time
• Enhanced the use of 'address points' within the Computer Aided Dispatch system
• Updated the medical treatment protocols to reflect advanced treatment options
• Enhanced quality improvement and quality assurance programs related to EMS incidents
• Emergency Medical Dispatching (EMD) system was updated
• Attended training on new radar software to aid in evaluating severe weather and its impact on Allen
• Expanded our officer development program
• Increased the college education requirements for promotions
• Renegotiated contracts for medical supplies and equipment
• 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 requirements of the Affordable Care Act
• Made application 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 regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy 3. Expand Public Safety Regional Partnerships
• Increased inter -operability with neighboring fire departments through joint training and resource sharing
• Enhanced operations and federal grant eligibility by completing NIMS and ICS training requirements
• Worked with the Insurance Service Office to maintain our Public Protection Classification (PPC). The PPC for Allen is a
Class 2 (on a scale of 1 to 10 with 1 being the best rating). This places Allen in the top 5%.
• Prevention staff joined the Fire Prevention Association of North Texas to increase networking and training.
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 records management system to analyze our emergency incident response data and make adjustments
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy 3. Expand Public Safety Regional Partnerships
• Increase inter -operability with neighboring departments through joint training, policy sharing and facility placement
• Work with Collin County Fire Chiefs to enhance the county -wide mutual aid system
• Continue to push local hospital emergency departments to increase their capabilities and working relationship with
the AFD to insure the highest level of care for our citizens transported by ambulance to their facilities
Goal 5. Systematically invest in public infrastructure
Strategy 4. Plan for the construction of needed City facilities
• Complete design and facility programming for FS#2
• Select Contractor
• Begin construction of FS#2
City of Allen
FY2015 Budget
CLASSIFICATION
Personnel Services
Operations
Capital
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
11,196,976 11,884,997 11,615,327 12,208,448
836,821 869,166 906,666 957,420
- 23,000 23,000 -
DEPARTMENT TOTAL $ 12,033,797 $ 12,777,163 $ 12,544,993 $ 13,165,868
EXPENDITURE DETAIL
PERSONNEL SERVICES
Salaries
Longevity
Overtime
FICA
TM RS
Worker's Compensation
Health Insurance
Dental Insurance
Long-term Disability
Life Insurance
Flexible Spending
Health Savings Account
OPERATING EXPENSES
Training\Travel\Mileage
Dues & Subscriptions
2012-2013
2012-2013
2013-2014
2013-2014
2014-2015
BUDGET
ACTUAL
BUDGET
AMENDED
BUDGET
FULLTIME
8,108,066
58,022
59,104
59,243
Fire Chief
1
1
1
1
Assistant Fire Chief
3
3
3
3
Fire Division Chief
1
1
1
1
Battalion Chief
3
3
3
3
Fire Captain
18
18
18
18
Fire Driver Operator Engineer
15
15
15
15
Firefighter/Paramedic
63
63
63
63
Fire Prevention Specialist
3
4
4
4
Public Education Coordinator
1
1
1
1
Support Services Technician
0
0
0
1
Senior Administrative Assistant
1
1
1
1
Administrative Assistant
1
1
1
1
TOTAL FULL TIME
110
111
111
112
EXPENDITURE DETAIL
PERSONNEL SERVICES
Salaries
Longevity
Overtime
FICA
TM RS
Worker's Compensation
Health Insurance
Dental Insurance
Long-term Disability
Life Insurance
Flexible Spending
Health Savings Account
OPERATING EXPENSES
Training\Travel\Mileage
Dues & Subscriptions
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
7,475,786
7,844,965
7,637,562
8,108,066
58,022
59,104
59,243
61,784
560,491
600,000
600,000
650,000
574,685
629,527
562,562
576,872
1,130,296
1,190, 234
1,115, 598
1,143, 612
63,412
48,082
51,070
98,900
1,233,489
1,399,237
1,456,576
1,447,121
78,266
90,719
94,218
90,731
11,404
11,650
11,238
11,108
7,987
8,216
9,104
8,712
3,138
3,263
3,443
3,426
-
-
14,713
8,116
SUBTOTAL $ 11,196,976
$ 11,884,997 $
11,615,327 $
12,208,448
43,720
45,175
45,175
55,175
16,065
21,500
21,500
21,500
City of Allen 91 FY2015 Budget
OPERATING EXPENSES
Vehicle - 23,000 23,000 -
SUBTOTAL $ - $ 23,000 $ 23,000 $ -
DEPARTMENT TOTALS $ 12,033,797 $ 12,777,163 $ 12,544,993 $ 13,165,868
NO CAPITAL ITEMS
City of Allen 92 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
Clothing & Uniforms
116,295
121,450
121,450
123,879
Printing & Reproduction
2,764
3,350
3,350
3,400
Advertising
117
475
475
485
Rentals
1,128
1,236
1,236
3,000
Meetings & Receptions
5,429
4,120
4,120
4,120
Code Enforcement
3,484
2,060
2,060
2,101
Oil & Lubricants
167
950
950
969
General Supplies
5,239
8,300
8,300
8,466
Janitorial Supplies
9,314
8,300
8,300
8,466
Medical & Chemical Supply
97,443
101,000
101,000
120,000
Chemical Spill Supplies
5,670
6,000
6,000
6,000
Small Tools & Minor Equipment
100,917
90,000
90,000
91,500
Building Maintenance
54,426
63,000
100,500
100,760
Vehicle Maintenance
142,529
120,700
120,700
123,114
Equipment Maintenance
29,457
31,200
31,200
32,000
Radio Maintenance
-
2,800
2,800
2,800
Professional Services
202,657
237,550
237,550
249,685
SUBTOTAL $
836,821
$ 869,166 $
906,666 $
957,420
OPERATING EXPENSES
Vehicle - 23,000 23,000 -
SUBTOTAL $ - $ 23,000 $ 23,000 $ -
DEPARTMENT TOTALS $ 12,033,797 $ 12,777,163 $ 12,544,993 $ 13,165,868
NO CAPITAL ITEMS
City of Allen 92 FY2015 Budget
HUMAN RESOURCES
DIVISION 001-1700
City of Allen 93 FY2015 Budget
Human Resources 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:
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 111h
annual Day of P.R.I.D.E. awards, and presented the 11th 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 and partnered with the Police and Fire Associations as well as the Police and Fire
Departments to recommended modifications to the sworn police and fire compensation plans in order
to better the city's relative market standing with respect to the city's benchmark cities
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 94 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
AMENDED
BUDGET
FULLTIME
Personnel Services 381,314
434,557
454,879
476,173
Operations 123,829
202,788
204,348
227,026
DEPARTMENT TOTAL $ 505,143
$ 637,345
$ 659,227
$ 703,199
City of Allen 95 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
FULLTIME
Director
1
1
1
1
Benefit & Compensation Manager
1
1
1
1
Human Resources Analyst
1
1
1
1
Human Resources Generalist
1
1
1
1
Senior Administrative Assistant
1
1
1
1
TOTAL FULL TIME
5
5
5
5
1 1
1 ! l 1
J 1 i 1
r II
iuuumrio�diulll�uuu6�llm�liuumr��ululuu�r(rr�dln��d����� Jlllll�����m�(������iiii�����i�����r��l��ll�������lllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
264,487
285,593
301,925
315,473
Longevity
676
836
732
1,008
Overtime
997
3,780
2,220
2,000
FICA
19,373
21,432
21,657
22,601
TM RS
37,100
40,100
42,260
44,307
Worker's Compensation
303
244
278
538
Health Insurance
36,995
47,997
49,816
49,881
Dental Insurance
2,919
3,502
3,835
3,723
Long-term Disability
416
435
442
445
Life Insurance
385
403
440
426
Flexible Spending
201
235
178
166
Educational Assistance
17,462
30,000
30,000
35,000
Health Savings Account
-
-
1,096
605
SUBTOTAL $
381,314 $
434,557
$ 454,879
$ 476,173
OPERATING EXPENSES
Training/Travel/Mileage
851
8,550
10,110
14,685
Dues & Subscriptions
1,687
4,455
4,455
3,308
Printing & Reproduction
-
-
Advertising
22,545
49,700
44,800
33,100
Meetings & Receptions
103
1,000
1,000
1,000
General Supplies
4,947
6,083
10,983
8,083
Small Tools & Minor Equipment
-
-
PRIDE Program
16,793
23,000
23,000
23,000
Professional Services
43,662
43,500
43,500
51,750
City of Allen 95 FY2015 Budget
2012-2013
ACTUAL
Training & Development 7,182
Unemployment Claims 9,793
Employee Recognition 16,266
NO CAPITAL ITEMS
2013-2014
BUDGET
11,500
30,000
25,000
2013-2014
AMENDED
11,500
30,000
25,000
2014-2015
BUDGET
32,100
30,000
30,000
SUBTOTAL $ 123,829 $ 202,788 $ 204,348 $ 227,026
DEPARTMENT TOTALS $ 505,143 $ 637,345 $ 659,227 $ 703,199
City of Allen 96 FY2015 Budget
INFORMATION TECHNOLOGY
DIVISIONS
IT ADMINISTRATION 001-1610
IT INTERNAL ITEMS 001-1620
City of Allen 97 FY2015 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.
Goal 6. Maintain operational excellence in city government services
Strategy 1. Utilize technology for optimum performance and customer service
• Replaced the public access computers at the Library
• Completed the addition of auto dispatching to the TriTech CAD system for Fire
• Replaced the GIS server to support the expanded role of GIS
• Purchased a new vehicle for support of remote city facilities by IT
• Replaced all Point of Sale (POS) computers at The Courses at Watters Creek
• Worked with graduate students from UTD to rewrite the PRIDE database application
• Awarded an RFP to Grande Communications to upgrade the city's dial tone plans and long distance plans
• Completed installation of Phase II of the Police RMS system and Omega Crime analysis software
• Continued coordination of removing Electronic Records in conjunction with the city Secretary's office
• Awarded a contract to Tyler Technologies for the replacement of the city's Administrative Systems
• Continued the relationship with Microsoft and ESRI to maintain Enterprise License agreements
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
• Install and configure Mobile Device Management (MDM) software
• Through the dial tone RFP, configure fiber connections to The Courses at Watters Creek, AEDC office,
and Fire Stations 4 & 5.
• Install devices in all Public Safety vehicles to help with cellular connectivity and expand technological
abilities of all vehicles
• Replace 85 desktop computers through the city's lease with Hewlett Packard
• 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
• Write an RFP, award a contract and start installation of an Electronics Records Management System in
conjunction with the city Secretary's office
• Continuing working with the Police RMS and Crime analysis software vendors in troubleshooting
software issues with both systems
• Continue improvements with TriTech CAD and Firehouse RMS systems to achieve greater response
times
City of Allen 98 FY2015 Budget
CLASSIFICATION
Personnel Services
Operations
Capital
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
1,332,499 1,546,328 1,557,542 1,695,616
1,493,692 1,575,865 1,619,909 1,604,551
17,231 - 19,942 -
DEPARTMENIT TOTAL $ 2,843,422 $ 3,122,193 $ 3,197,393 $ 3,300,167
City of Allen 99 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
FULLTIME
Director
1
1
1
1
Network Systems Supervisor
1
1
1
1
IT Project Manager
1
1
1
1
System Administrator
3
3
3
3
AS400 System Administrator
1
1
1
1
IT Specialist
3
3
3
3
IT Applications Specialist
0
1
1
2
IT Technician
1
1
1
1
Sr. Administrative Assistant
1
1
1
1
GIS Manager
1
1
1
1
GIS Administrator
1
1
1
1
GIS Analyst
1
1
1
1
TOTAL FULL TIME
15
16
16
17
City of Allen 99 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
962,802
1,099,596
1,111,731
1,212,212
Longevity
4,586
4,710
5,236
6,016
Overtime
24,331
12,000
35,000
35,000
FICA
70,698
81,371
80,932
87,323
TMRS
138,560
154,603
159,102
170,552
Worker's Compensation
1,467
1,471
1,420
3,023
Health Insurance
118,553
177,664
149,451
166,300
Dental Insurance
8,400
11,395
11,071
11,395
Long-term Disability
1,441
1,622
1,637
1,758
Life Insurance
1,112
1,249
1,377
1,401
Flexible Spending
549
647
585
636
SUBTOTAL $ 1,332,499
$ 1,546,328 $
1,557,542 $
1,695,616
City of Allen 99 FY2015 Budget
VEHICLES
Ford Escape
DEPARTMENT TOTALS $ 2,843,422 $ 3,122,193 $ 3,197,393 $ 3,300,167
2013-2014 2014-2015
AMENDED BUDGET
19,942 -
$ 19,942 $
City of Allen 100 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENDITURES
Training/Travel/Mileage
13,513
16,725
16,725
21,850
Dues & Subscriptions
295
1,470
1,470
1,520
Clothing & Uniforms
1,158
2,000
2,000
2,000
Telephone
113,969
100,960
100,960
101,900
Rentals & Leasing
288
400
400
400
Database Services
5,541
10,000
10,000
-
Computer Costs & Supplies
824,084
1,033,168
1,016,168
1,077,422
Lease Expenses
133,637
143,642
149,510
174,594
General Supplies
2,222
2,500
2,500
1,500
Computer Supplies
111,442
111,700
161,876
90,565
Small Tools and Minor Equipment
120,576
-
-
-
Vehicle Maintenance
815
800
800
800
Computer Maintenance
69,693
85,000
85,000
67,000
Professional Services
96,459
67,500
72,500
65,000
SUBTOTAL $
1,493,692
$ 1,575,865 $
1,619,909 $
1,604,551
CAPITAL OUTLAY
Computer Equipment
17,231
-
19,942
-
SUBTOTAL $
17,231
$ - $
19,942 $
-
VEHICLES
Ford Escape
DEPARTMENT TOTALS $ 2,843,422 $ 3,122,193 $ 3,197,393 $ 3,300,167
2013-2014 2014-2015
AMENDED BUDGET
19,942 -
$ 19,942 $
City of Allen 100 FY2015 Budget
INTERNAL SERVICES
DIVISION 001-1800
No Personnel in this Department
City of Allen 101 FY2015 Budget
The Internal Services budget, administered by the City Manager's Office, captures expenses that are shared
among many departments. Highlights of some of the items included in this department are as follows:
• Economic incentive payments for projects such as Stacy Furniture, The Village at Allen, and Cabela'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
102
FY2015 Budget
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
CLASSIFICATION
Operations 11,464,604 13,796,058 13,085,171 14,837,036
Transfers Out 3,720,968 472,820 563,640 767,990
DEPARTMENT TOTAL $ 15,185,572 $ 14,268,878 $ 13,648,811 $ 15,605,026
DEPARTMENT TOTALS $ 15,185,572 $ 14,268,878 $ 13,648,811 $ 15,605,026
City of Allen 103 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENDITURES
Dues & Subscriptions
82,167
75,052
89,265
91,357
Electricity
2,558,803
3,030,916
3,030,916
2,775,000
Natural Gas
243,535
328,000
328,000
325,000
Telephone
271,723
285,100
285,100
299,800
Water
801,005
922,500
922,500
775,000
Insurance
502,789
527,884
527,884
527,487
Postage & Freight
50,854
45,000
45,000
50,000
Printing & Reproduction
1,582
5,500
-
-
Lease Expenses
105,611
106,734
106,734
106,734
Vehicle/Equipment Replacement
1,334,897
1,330,201
1,340,201
1,637,530
General Supplies
18,227
21,000
24,000
24,000
Tax Service -Collin County
23,312
23,395
23,762
24,236
Tax Service -CAD
289,137
307,730
295,748
297,519
Legal Fees
285,246
340,000
340,000
360,315
Copier Service
-
1,000
-
-
Post - Employment Funding Exp
267,227
182,424
182,424
182,061
Economic Grant Expenses
4,598,572
4,925,890
4,715,881
5,044,558
Strategic Planning Expense
29,917
1,337,732
827,756
2,316,439
SUBTOTAL $
11,464,604
$ 13,796,058 $
13,085,171 $
14,837,036
TRANSFERS
Operating Transfer Out
720,968
472,820
563,640
767,990
Capital Projects Transfer Out
3,000,000
-
-
-
SUBTOTAL $
3,720,968
$ 472,820 $
563,640 $
767,990
DEPARTMENT TOTALS $ 15,185,572 $ 14,268,878 $ 13,648,811 $ 15,605,026
City of Allen 103 FY2015 Budget
2013-2014 2014-2015
AMENDED BUDGET
Operating Transfers Out:
Grant Fund - Police 44,458 5,000
Risk Management Fund -Administrative costs 405,595 436,412
Golf Fund 113,587 326,578
TOTAL $ 563,640 $ 767,990
City of Allen 104 FY2015 Budget
Temp Audio Visual
Tech
.24
II Circulation Supervisor
1
Library (Circulation)
Clerk
3
PT Library Clerk
2.79
LIBRARY
DIVISION 001-3000
Director
1
Senior Administrative Assistant
Cultural Arts Supervisor
1 Library Acquisitions Coordinator
Production Video Production
cialist Assistant Specialist
0.5 1
Support Services Manager Adult Services Manager Library Associate Youth Services Manager
1 1 1 1
Senior Librarian FSenior Librarian PT Library Clerk Librarian
1 2 0.5 F4
Library Clerk Librarian PT Library Page Library Specialist
1.5 F4 3.36 2
Library SpecialistTemp Library Page
1.48 0.25
City of Allen 105 FY2015 Budget
As "a welcoming place to inspire the mind," the Library serves the lifelong learning, informational, and cultural needs of
Allen citizens and provides a friendly environment for all ages to develop and nourish an enduring love for reading and
learning to enrich their lives and the quality of community life.
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation
Strategy 6. Promote lifelong learning, literacy, recreational reading, and an awareness of current cultural and social
trends.
• Continued to add e -books compatible with e -readers, tablets, and smartphones with grant funding.
• Supplemented e -books with downloadable audiobooks beginning in May 2014.
• Encouraged reading and cultural literacy for all ages through over 800 programs, including Winter and Summer
reading programs for children, teens, and adults. The first adult Winter Reading Club was held in January 2014.
• Celebrated Allen's community spirit during Library Celebration Week March 14-23, 2014.
• Continued existing adult program series, including "Discover A Healthier You," "Twisted Threads Fiber Craft Circle,"
"Talking History," and "Noontime Pageturners" book club while adding craft programs for adults. The Armchair
Travelers visited the Galapagos Islands, Russia, Ethiopia, and Fiji.
• Hosted a cross -generational teen and adult British tea as well as a Victorian -style tea party for children.
• Provided pre-school storytimes, pre -literacy sensory play days, Family Game Days, Mad Science Monday science
programs, and programs featuring popular interests and characters including Legos, My Little Pony, Magic Tree House,
American Girl, Star Wars, and Geronimo Stilton. In addition Library programs introduced primary school children to
artists Kandinsky, Matisse, Picasso, Pollock, and Seurat.
• Hosted and provided technical support for Parks and Recreation'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 and wellness
resources.
Strategy 7. Encourage the awareness and use of Library services and programs through marketing, outreach, and a
welcoming social environment.
• Visited Allen elementary, middle schools, and the High School 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 7th annual ALLen Reads program, hosting authors Tynia
Thomassie and Daniel Wallace.
• Produced a video in-house for the Library Advisory Board's annual report to the City Council highlighting Library and
Board accomplishments.
• Migrated to a new patron computer/print management system with e-commerce capabilities.
• 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, and
creating and printing resumes.
• Promoted 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.
Strategy 8. Promote cultural and intellectual development through exhibits and programs.
• Gallery displays featured the Allen Philharmonic, local artists, movie posters and memorabilia, Fire Prevention Week
contest winners, a John F. Kennedy memorial, Allen history, the Harlem Renaissance, water conservation tips from
Community Services, children's artwork, local arts and service organizations, and American Civil Wars uniforms,
games, and toys.
• Partnered with the Friends of the Library to present Bach to Books literary, cultural, historical and musical programs,
City of Allen 106 FY2015 Budget
which included a JFK assassination symposium, Cajun music, bluegrass, the history of African-American comedy, Celtic
music, the Mexican rodeo in Texas, Cherokee history, a celebration of the Beatles first visit to America in 1964, and a
Freddie King tribute with the screening of an original documentary video produced by the Library staff.
• Increased access to videos of Library programs on ACTV and YouTube.
• Monthly Tuesday film series highlighted Creature Features with "The Birds" introduced by actress Tippi Hedren,
Audrey Hepburn movies introduced by her son Luca Dotti, and Elvis Presley with an appearance by tribute artist
Charlie Whitworth.
• Partnered with the Friends of the Library to offer the Library's 5th annual Jazz Festival featuring gypsy jazz ensemble
String Theory Manouche.
• Celebrated Asian New Year for the 6th consecutive year, this time with a Japanese Setsubun (Bean -Throwing) Festival.
• Presented the 10th annual Day of the Child, Dav of the Book celebration to kick off the 2014 Summer Reading Club.
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation.
Strategy 6. Promote lifelong learning, literacy, recreational reading, and an awareness of current cultural and social
trends.
• Continue to develop print, audio, video, e -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 March 7-15, 2015.
• 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, an
interactive calendar, and social and print media.
• Provide access to information databases through the state -subsidized TexShare program.
Strategy 7. Encourage the awareness and use of Library services and programs through marketing, outreach, and a
welcoming social environment.
• Visit Allen ISD 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 marketing opportunities with Parks and Recreation and with community groups.
• Provide tours and programs to local daycares, classes, and Scout groups.
• Partner with the Friends of the Library to offer the 8th 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 distribute Library programming to a broader audience on ACTV and YouTube.
• Assist patrons with Windows and Office software, research, job searching, and resume creation.
• Promote diverse programming for Allen citizens of all ages and cultures.
Strategy 8. Promote cultural and intellectual development through exhibits and programs.
• Augment scheduled programs for children, tweens, teens, and adults with additional informative and imaginative
gallery exhibits.
• Feature local artists, children's artwork, citizens' collections, other city departments, and local community and
educational groups and initiatives in gallery displays.
• Partner with the Friends of the Library to present a diverse series of Bach to Books literary, musical, cultural, and
historical programs.
• Screen weekly films featuring a variety of themes, genres, directors, and actors and host post -film discussions with
guest introductions when possible.
• Present the 6th annual Jazz Festival to expand awareness and promote enjoyment of a uniquely American musical
genre.
• Present the 7th annual Asian New Year Celebration and the 11th annual Day of the Child, Day of the Book to celebrate
reading, diversity, and community.
City of Allen 107 FY2015 Budget
TEMPORARY
2012-2013
2013-2014
2013-2014
2014-2015
0.09
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
0.08
Library Page
0.25
0.25
Personnel Services
2,039,453
2,093,127
2,121,142
2,197,964
Operations
117,804
138,040
137,787
137,030
Capital
285,594
244,584
244,584
264,584
DEPARTMENT TOTAL $
2,442,851 $
2,475,751
$ 2,503,513 $
2,599,578
1 1
I 1 J1
idlliuuuf uluiVumdluumffliiilffoilluiiffoiluumf uuulllVmiffffiimiillhi�oi�iiffiu�lluf�hilidfflhufuiiim��liullllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll
l �
! I 1 I
I J r l I
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
FULLTIME
Director
1
1
1
1
Support Services Manager
1
1
1
1
Library Services Manager
2
2
2
2
Senior Librarian
3
3
3
3
Circulation Supervisor
1
1
1
1
Cultural Arts Supervisor
0
0
0
1
Cultural Arts Coordinator
1
1
1
0
Library Associate
1
1
1
1
Library Acquisitions Coordinator
1
1
1
1
Senior Administrative Assistant
1
1
1
1
Video Production Specialist
0
0
0
1
Production Specialist
1
1
1
0
Librarian
6
6
6
6
Library Specialist
1
1
1
1
Library Clerk
2
3
3
3
TOTAL FULL TIME
22
23
23
23
PARTTIME
Senior Librarian
0.50
0.50
0.50
0.00
Librarian
1.75
1.50
1.50
2.00
Library Specialist
2.50
2.50
2.50
2.48
Library Clerk
5.80
4.65
4.65
4.79
Library Page
2.88
3.28
3.28
3.36
Production Specialist Assistant
0.50
0.50
0.50
0.50
TOTAL PART TIME
13.93
12.93
12.93
13.13
TEMPORARY
Library Clerk *
0.09
0.09
0.09
Library Specialist *
0.08
0.08
0.08
Library Page
0.25
0.25
0.25
Audio Visual Technician
0.24
0.24
0.24
TOTAL TEMPORARY
0.66
0.66
0.66
* The Temporary Library Clerk and Library Specialist are funded by the Collin County Library Grant
0.00
0.00
0.25
0.24
0.49
City of Allen 108 FY2015 Budget
DEPARTMENT TOTALS $ 2,442,851 $ 2,475,751 $ 2,503,513 $ 2,599,578
City of Allen 109 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
1,559,900
1,586,797
1,592,337
1,659,910
Longevity
13,426
12,684
12,359
13,532
Overtime
103
292
292
292
FICA
116,384
120,318
117,917
122,823
TMRS
204,482
207,144
208,226
216,872
Worker's Compensation
1,784
1,283
1,377
2,685
Health Insurance
127,223
146,465
167,734
162,455
Dental Insurance
12,729
14,676
16,192
15,334
Long-term Disability
1,696
1,669
1,692
1,644
Life Insurance
1,256
1,270
1,400
1,318
Flexible Spending
470
529
520
494
Health Savings Account
-
-
1,096
605
SUBTOTAL $
2,039,453
$ 2,093,127 $
2,121,142 $
2,197,964
OPERATING EXPENDITURES
Training/Travel/Mileage
3,865
6,000
2,600
6,000
Dues & Subscriptions
410
355
305
565
Postage & Freight
293
2,650
1,400
1,400
Database Services
15,948
16,115
16,115
16,546
Special Activities
26,388
29,650
34,150
34,150
Lease Expenses
1,860
1,860
1,860
1,860
General Supplies
5,882
7,195
7,195
7,339
Periodicals
8,699
11,760
8,510
8,510
Small Tools & Minor Equipment
3,010
3,980
3,177
4,060
Library Supplies
16,660
24,075
22,075
21,700
Equipment Maintenance
1,898
2,250
2,250
2,250
Professional Services
18,541
22,650
28,650
22,650
Donation Expenses
14,350
9,500
9,500
10,000
SUBTOTAL $
117,804
$ 138,040 $
137,787 $
137,030
CAPITAL OUTLAY
Library Books
222,594
244,584
244,584
264,584
Computer Equipment & Software
63,000
-
-
-
SUBTOTAL $
285,594
$ 244,584 $
244,584 $
264,584
DEPARTMENT TOTALS $ 2,442,851 $ 2,475,751 $ 2,503,513 $ 2,599,578
City of Allen 109 FY2015 Budget
11111-91 40
4
Juvenile Case Manager
1
MUNICIPAL COURT
DIVISION 001-1200
Chief Financial Officer
Assistant Chief Financial Officer Municipal Court Judge
11 1 1
Municipal Court Administrator
1
Municipal Court Supervisor
1
Deputy Court Clerk
5
Docket Clerk
1
City of Allen 111 FY2015 Budget
The Municipal Court is responsible for the maintenance of court records on the disposition of cases, the issuance
of warrants for those individuals who do not meet their obligations to the court, and the collection of fines.
Goal 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 city's 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
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
• 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 112 FY2015 Budget
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
CLASSIFICATION
Personnel Services 606,459 630,799 654,460 677,005
Operations 109,979 72,601 82,501 135,120
DEPARTMENT TOTAL $ 716,438 $ 703,400 $ 736,961 $ 812,125
City of Allen 113 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
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 FULL TIME
10
10
10
10
City of Allen 113 FY2015 Budget
2012 - 2013
2013-2014
2013 - 2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
448,402
461,894
457,717
466,976
Longevity
3,002
3,250
2,818
3,266
Overtime
1,590
3,000
2,500
2,500
FICA
33,362
35,357
33,665
34,366
TMRS
63,271
65,120
64,542
65,833
Worker's Compensation
507
396
425
800
Health Insurance
49,956
54,933
83,625
94,037
Dental Insurance
4,778
5,256
7,557
7,667
Long-term Disability
707
702
673
659
Life Insurance
595
597
636
607
Flexible Spending
289
294
302
294
SUBTOTAL $
606,459
$ 630,799 $
654,460 $
677,005
OPERATING EXPENDITURES
Training/Travel/Mileage
6,094
6,400
6,400
6,525
Dues & Subscriptions
548
406
406
886
Printing & Reproduction
3,908
4,000
4,000
4,000
Court Technology Expense
81,435
39,295
39,795
38,939
Juvenile Case Manager Expenses
142
800
800
800
City of Allen 113 FY2015 Budget
Teen Court
General Supplies
Professional Services
2012-2013
ACTUAL
216
2013-2014
BUDGET
300
2013-2014
AMENDED
300
2014-2015
BUDGET
300
2,652 5,400 5,400 41,670
14,984 16,000 25,400 42,000
SUBTOTAL $ 109,979 $ 72,601 $ 82,501 $ 135,120
DEPARTMENT TOTALS $ 716,438 $ 703,400 $ 736,961 $ 812,125
NO CAPITAL ITEMS
City of Allen 114 FY2015 Budget
PARKS & RECREATION -ADMINISTRATION
DIVISIONS
ADMINISTRATION 001-2510
SPECIAL ACTIVITIES 001-2531
Director
1
Assistant Director - Recreation Assistant Di1ector-Parks
Administrative
Assistant Grant Coordinator
1
RecreationServices Resource Dev. Landscape Architect
Marketing Manager Manager Manager 1
1 1
Senior Marketing Park Planner
Coordinator CLASSCoordinator C
Park (Code) Inspecto
Special lzv.nl. 1
Coordinator
*One position funded from CDC
Senior Administrative
Assistant
1
General Manager Administrative Services
Manager
1
City of Allen 115 FY2015 Budget
PARKS & 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
Director
Assistant Director -Recreation
Rec Services Manager
Senior Services Joe Farmer Recreation Don Rodenbaugh Athletics Youth Services
7.2 Center Natatorium 2.5 3.12
14.07 42.70
Center Supv 1 Center Supv 1 Center Supv 1
Aquatic Program Supv 1
Re Spec II 3 Rec Program 11 3 Athletic Prgrm Supv 1 Youth Prgrm Supv 1
1 Rec Spec II 1 Lead Rec
Rec Spec 13 Rec Spec II 3 Rec Spec II 4 Spec 1 1 P
Fitness Instructor .20 Rec Spec I5.47
Rec Spec 15.35 Park Attendant .5 Rec Spec 1 1.12
Chaperone St Nght Rec Fitness Spec 2.34
N'Roll Program 2 Head Lifeguard 4
Camp Counselor 1.6 Lifeguard 18
Lead Water Safety
Instructor .5
Water Safety Instructor
4.63
Swim Teaching Asst 1.88
City of Allen 116 FY2015 Budget
PARKS & RECREATION -PARKS
DIVISIONS
HORTICULTURE & FORESTRY 001-2522
SPECIAL SERVICES 001-2524
FACILITY & PARKS MANAGEMENT 001-2528
EVENT CENTER 001-2610
Director
Assistant Director -Parks
Park SupeII II Park Sup 1rintendent
Horticulture/Forestry Facility Maintenance
Urban Forester Crew Leader
Crew Leader 1 Park Specialist 1
Maintenance Worker 6 Park Maintenance Tech 3
Building Tech 3
Maintenance Worker 4
Chemical Specialist 1
Chemical Tech 4
Event Center
Crew Leader
Building Technician
Irrigation Specialist 1
Irrigation Tech 2
Maintenance Worker 2
Grounds Maintenance
Operations Supervisor 1
Athletic Fields
Sports Field Supervisor 1
Crew Leader 2
Equipment Operator 2
Maintenance Worker 6
City of Allen 117 FY2015 Budget
PARKS & RECREATION -PROGRAMS
DIVISIONS
EVENT CENTER ADMINISTRATION 001-2610
EVENTS 001-2620
General Manager
1
Sr Administrative Asst
Acconnnnq Teennlolan L
L
Sales & Spansorshlps
Footl 8 Beverage Director Accounts Payable Tech Director
1 F
L d Cash Room
Atte d-
Conce ns Manager
1
Executiv Cho
llll
C sh Room
Lead C sionsl
Sous Ch f
— — - - - - -
As t nt General
M pager
1
— — — -
C nter Supery sor
♦ 1
Attendant
Mercnand�se Attndt
�
�'
8
--------------------
Dctor of
BooWnq
Gu tS
- _-- __--
',
P Ions&
op"" &
',
Manager
",
Sup or �', �',
Lead Premium Level
Attendant
Protluct on
1
t
Rec Spec II Lead Rec Spec I
Footl/Bevq Coord
3
".
a s6
B Office
LedE t
P mium Level
peca
Event St Ist
Supery sor
At -d-
__-- _--
ordinator
1
Rec Specl Ice Attendant
i.9z is
_
--------------
3.25
Premium Level
Leatl Box Office
Event Attendant ',
- - - -
Community Ice Rink
Attendant
Footl Runner
'
Receptionist
B
ice
.9
......... .........
I
A111d
Attendant
......... ....... I
Food & Beverage
�,
--- .......
�
Front & Back of House -AEC
City of Allen 118 FY2015 Budget
The Parks & Recreation department 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:
Goal 1. Enhance Community Livability and Safety
Strategy 6. Renovate and construct neighborhood parks with designs for water conservation
• Completed three projects (Watters Crossing Renovations, Hillside Wellness Park, Greenville Heights Improvements)
• Design Underway on four projects (Hillside Play Area, Windridge Park, Orchards Park, Twin Creeks Park Phase II)
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
• Staff served in an organizational capacity with various professional and/or community based organizations
Strategy 2. Create recreational partnerships
• Provide overflow tournament facilities to outside groups providing more opportunities for visitors to shop in Allen
• Provided regional & national tournaments & camps through partnerships with outside organizations including Jenny
Finch Camp, Triple Crown national qualifier, American Freedom Gold College Look Tournament
• Allen Community Ice Rink (ACIR) and the Allen Event Center (AEC) have partnered with the Dallas Stars organization
to provide enhanced youth hockey introduction programs for the Allen Community
Strategy 8. Complete development of Heritage Village to maintain Allen's history
• Completed Master Plan refinement and the restroom design/build contract
• Design for full restoration of I -House and Lynge House as well as additional site work are underway
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Strategy 2. Advance Trails Plan to ensure continuation and connectivity of the trails system
• Added an additional 3 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
• Watters Creek Community Park Master Plan completed and currently going through approval process
• Ford Pool Master Plan update is underway
• Design underway on Allen Historic Water Station Preservation and Interpretation
Strategy 5. Signify the City of Allen through beautification efforts
• Bethany Median Improvements — construction completed
• Cottonwood Creek Pedestrian Bridge, Governors Community Achievement Award — project in the planning phases
• Launched artist call for bridge enhancement project on the proposed Cottonwood Creek Trail.
Strategy 9. Develop a Healthy Communities initiative to encourage fitness, exercise, and healthy lifestyles
• Alliance for a Healthier Allen programming was expanded to include the "Walk with a Doc" series
Strategy 10. Emphasize marketing efforts to communicate Allen's identity
• Implement the FY14 department -wide marketing plan concentrating on increasing social media presence: (Increased
Facebook Likes by 10% for P&R, 12% for Allen Event Center, 81% for The Courses at Watters Creek)
Strategy 11. Sustain and enhance Parks and Recreation Programming
• Continued growth of Allen Event Center events
• The Edge Visitor's Center partnered with the International Scooter association to host the Pro/Am Scooter Qualifier
• Worked with local organizations including AISD, Eagle scouts, Indian guides, Allen Sports Association and Griffin
Rugby group to provide recreation facilities and accommodation for local residents
Goal 5. Systematically invest in public infrastructure
• Spectator and sports field improvements at Jupiter Park, Allen Station Park, Celebration Park
Goal 6. Maintain operational excellence in City government services
• Department recognized for the second consecutive year as a finalist for the NRPA National Gold Medal Award
• Department received the Texas Recreation and Park Society (TRAPS) award for Media Execellence
City of Allen 119 FY2015 Budget
• ASRC's Read To Read program received the TRAPS North Region Excellence in Programming Award
• Migratory bird rookery cleanup and management at Celebration Park and Stacy Ridge Park
Goal 1. Enhance Community Livability and Safety
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
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental 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 8. 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 and the nation
• Create and implement brand identity for AEC utilizing naming rights partner
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
Strategy 5. 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
• Continue involvement and leadership with the Alliance for a Healthier Allen
Strategy 10. Emphasize marketing efforts to communicate Allen's identity
• Implement new department brand identity
• Continue to raise awareness of AEC in the region via general brand marketing
• 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
Goal 5. 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 art projects
Begin Master Planning process of west side community park #2 (Estevie)
Goal 6. Maintain operational excellence in City government services
Strategy 1. Utilize technology for optimum performance and customer service
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services
• Continue making the R.E.A.L. service philosophy the heart of our business
• Continue to ensure that programs and services are cost effective and reflect the interests of the community
• Pursue strategies for improved cost recovery measures for divisions that have a deficit
Strategy 4. Ensure excellent fiscal management to maintain 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 120 FY2015 Budget
City of Allen 121 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Personnel Services
8,638,510
9,589,652
9,221,413
9,569,200
Operations
8,827,593
9,872,310
9,581,337
10,587,675
Capital
56,740
10,959
21,153
-
Park Planner
DEPARTMENT TOTAL $ 17,522,843 $
19,472,921 $
18,823,903 $
20,156,875
City of Allen 121 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
FULL TIME
Director
1
1
1
1
Assistant Director
2
2
2
2
Landscape Architect
1
1
1
1
Park Planner
1
2
2
2
Grant Coordinator
1
1
1
1
Senior Marketing Coordinator
1
1
1
1
Senior Administrative Assistant
2
2
2
2
Administrative Assistant
2
2
2
1
CLASS Coordinator
0
0
0
1
Resource Development Manager
1
1
1
1
Administrative Services Manager
1
1
1
1
Urban Forester
1
1
1
1
Superintendent
2
2
2
2
Park Operations Supervisor
1
1
1
1
Sports Field Supervisor
0
1
1
1
Crew Leader
6
6
6
6
Equipment Operator
2
2
2
2
Park(Code)Inspector
1
1
1
1
Building Technician
5
5
5
5
Parks Maintenance Technician
4
3
3
3
Parks Specialist
0
1
1
1
Maintenance Worker
18
18
18
18
Chemical Specialist
1
1
1
1
Chemical Technician
4
4
4
4
Irrigation Specialist
1
2
1
1
Irrigation Technician
2
2
3
3
Recreation Services Manager
1
1
1
1
Recreation Program Supervisor
1
1
1
1
Center Supervisor
4
4
4
4
Athletic Program Supervisor
1
1
1
1
Aquatic Program Supervisor
1
1
1
1
Head Lifeguard
0
0
0
4
Youth Program Supervisor
1
1
1
1
Special Events Coordinator
1
1
1
1
Lead Recreation Specialist 1
0
0
0
1
Recreation Specialist 11
14
14
14
15
Recreation Specialist 1
0
0
0
3
General Manager
1
1
1
1
Assistant General Manager
1
1
1
1
Associate General Manager
1
1
0
0
Sales & Sponsorship Director
0
0
1
1
City of Allen 121 FY2015 Budget
PARTTIME
2012-2013
2013-2014
2013-2014
2014-2015
FULL TIME - cont.
ACTUAL
BUDGET
AMENDED
BUDGET
Director of Production & Operations
1
1
1
1
Booking Manager
1
1
1
1
Marketing Manager
1
1
1
1
Marketing Coordinator
2
2
2
2
Director of Food & Beverage
1
1
1
1
Food & Beverage Coordinator
0
0
0
2
Executive Chef
1
1
1
1
Sous Chef
0
1
1
1
Concessions Manager
1
1
1
1
Accounting Technician
1
1
1
1
Accounts Payable Technician
0
1
1
1
Audio/Visual Operations Coordinator
1
0
0
0
Box Office Supervisor
1
1
1
1
Lead Box Office Attendant
0
1
1
1
Guest Services Supervisor
1
1
1
1
Premium Level Coordinator
0
0
0
1
Event Specialist
1
1
1
1
Payment Representative
0
1
0
0
Lead Event Attendant
1
1
1
2
TOTAL FULL TIME
102
108
107
120
PARTTIME
Lead Recreation Specialist 1
1.89
1.89
1.89
0.96
Recreation Specialist 1
13.87
14.06
14.06
13.04
Recreation Specialist 11
0.90
0.90
0.90
0.00
Fitness Specialist
2.34
2.22
2.34
2.34
Head Lifeguard
3.60
3.60
3.60
0.00
Lead Water Safety Instructor
0.63
0.50
0.50
0.50
Park Attendant
0.50
0.50
0.50
0.50
Ice Rink Attendant
2.10
2.10
2.10
1.80
Receptionist
0.90
0.90
0.90
0.90
Food & Beverage Specialist
3.20
3.20
3.20
3.20
Sous Chef
0.90
0.00
0.00
0.00
Premium Level Coordinator
0.75
0.75
0.75
0.00
Lead Cash Room Attendant
0.50
0.50
0.50
0.50
Cash Room Attendant
1.00
1.00
1.00
1.00
Food/Beverage Coordinator
1.50
1.50
1.50
0.00
Concessions -Lead
0.80
0.80
0.80
0.80
Food Runner
0.50
0.50
0.50
0.50
Lead Box Office Attendant
0.75
0.00
0.00
0.00
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
1.75
1.75
Lead Event Attendant
1.00
1.00
1.00
0.50
Event Attendant
5.90
5.90
0.00
0.00
TOTAL PART TIM E
46.78
45.07
39.29
29.79
City of Allen 122 FY2015 Budget
SEASONAL/TEMPORARY
Seasonal - Lifeguard
18.00
18.00
18.00
18.00
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
1.60
1.60
1.60
1.60
Temp - Saturday Night Event Chaperone
2.00
2.00
2.00
2.00
Temp - Fitness Instructor
0.20
0.20
0.20
0.20
Temp - Recreation Specialist 1
0.82
1.08
1.08
0.82
TOTAL SEASONAL / TEMPORARY
29.13
29.39
29.39
29.13
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
6,106,339
6,687,205
6,495,913
6,700,868
Longevity
32,979
34,494
33,646
37,538
Overtime
268,302
338,729
293,863
292,848
FICA
474,671
499,134
473,634
496,874
TMRS
759,439
772,988
772,888
788,915
Worker's Compensation
58,753
47,526
47,244
97,152
Health Insurance
863,071
1,115,496
1,015,049
1,066,517
Dental Insurance
61,627
79,064
73,307
72,722
Long-term Disability
6,940
7,569
6,934
7,025
Life Insurance
5,071
5,563
5,612
5,523
Flexible Spending
1,318
1,884
1,477
1,613
Health Savings Account
-
-
1,846
1,605
SUBTOTAL $
8,638,510 $
9,589,652 $
9,221,413 $
9,569,200
OPERATING EXPENDITURES
Training/Travel/Mileage
53,826
99,016
95,054
118,269
Dues & Subscriptions
37,924
51,816
45,292
52,408
Clothing & Uniforms
29,806
52,798
80,285
66,364
Printing & Reproduction
59,047
68,331
68,331
79,256
Advertising
33,488
43,187
44,043
103,629
Rentals
41,128
47,284
59,439
87,286
Athletics Expenditures
230,995
260,633
262,867
265,852
Class & Day Camp Expenditures
435,142
427,052
473,660
540,178
Special Events
560,505
833,656
831,094
842,449
Retail Store Cost of Sales
13,578
16,273
16,252
16,429
Senior Citizens Support
11,920
23,731
23,731
24,206
Meetings & Receptions
2,714
3,636
4,247
4,668
Cemetery Expenditures
6,270
24,568
24,658
13,839
Concession Expenses
342,638
368,850
410,301
479,807
Lease Expense
6,811
7,200
2,104
-
General Supplies
66,272
118,320
107,651
130,167
Janitorial Supplies
50,888
55,080
48,080
50,000
Medical & Chemical Supply
5,806
2,854
2,854
2,911
City of Allen 123 FY2015 Budget
DEPARTMENT TOTALS $ 17,522,843 $ 19,472,921 $ 18,823,903 $ 20,156,875
Items included in this budget funded by Antenna revenue:
Cultural Arts Programs - Arts Alliance
Allen USA Celebration
Philharmonic Symphony
Summer Sounds
Public Art Projects
n�.zya�rr_wrraul.�
2013-2014
2012-2013
2013-2014
2013-2014
2014-2015
70,000
ACTUAL
BUDGET
AMENDED
BUDGET
Pool Supplies
30,847
32,890
32,890
33,548
Agriculture Supplies
141,434
189,548
189,548
193,339
Class Supplies
19,050
22,738
22,738
23,193
Small Tools & Minor Equipment
113,444
149,006
145,028
211,661
Liquor Supply Expense
153,812
153,387
117,993
162,000
Liquor State Tax Expense
96,699
107,371
87,238
116,500
Building Maintenance
472,986
278,096
353,693
282,186
Vehicle Maintenance
48,321
32,653
60,928
33,306
Equipment Maintenance
54,117
70,165
67,165
85,353
Ground Sprinkler System
40,590
63,884
63,884
65,162
Ball Field Maintenance
55,913
76,494
79,994
87,024
Landscape/Forestry
43,698
86,214
86,214
85,947
Pool Maintenance
20,709
29,561
41,814
30,152
Park & Open Space Maintenance
238,853
191,222
202,181
206,225
Professional Services
3,127,519
3,306,276
3,237,211
3,723,165
Copier Service
12,490
12,000
12,000
12,000
Performance Guarantee Expense
240,293
325,000
260,000
535,000
Ticket Reimbursement Expense
1,446,909
1,696,120
1,478,875
1,295,000
Team Revenue Sharing Reimbursement
59,183
-
40,700
22,500
Economic Grant Expense
317,314
368,500
319,900
391,496
Marketing Expenses
90,597
156,700
61,200
95,000
Class Online Costs
14,057
20,200
20,200
20,200
SUBTOTAL $
8,827,593 $
9,872,310 $
9,581,337 $
10,587,675
CAPITAL OUTLAY
Vehicles
22,060
-
-
-
Furniture & Fixtures
23,031
10,959
-
Machinery & Equipment
11,649
-
21,153
SUBTOTAL $
56,740 $
10,959 $
21,153 $
DEPARTMENT TOTALS $ 17,522,843 $ 19,472,921 $ 18,823,903 $ 20,156,875
Items included in this budget funded by Antenna revenue:
Cultural Arts Programs - Arts Alliance
Allen USA Celebration
Philharmonic Symphony
Summer Sounds
Public Art Projects
n�.zya�rr_wrraul.�
2013-2014
2014-2015
AMENDED
BUDGET
70,000
70,000
248,400
253,368
50,000
50,000
20,000
20,400
12,600
12,104
$ 401,000 $
405,872
City of Allen 124 FY2015 Budget
ADMINISTRATION 001-2010
SCHOOL RESOURCE OFFICER 001-2021
PATROL 001-2030
Support Services
Deputy Chief
1
Chaplains
Administrative Assistant
1
Police Services Technician
2
Detention Facility
Detention Officer
7
Communications
Police/Fire EMS Manager
1
Police/Fire EMS Supervisoi
3
Police/Fire EMS Dispatchei
13
Property Evidence Tech
2
Administrative Sergeant
1
Professional Standards
Lieutenant- 1
Sergeant— 1
Officer— 1
Administrative Assistant - 1
Community Relations
Sergeant— 1
Officer- 3
Lieutenant
1
Animal Control
Supervisor 1
Animal Control Officer 3
Shelter Attendant 2
Records Technician
4
Public Safety Officer
4
School Resources
Sergeant— 1
Officer- 9
Officer- 1
(Range Master)
POLICE
DIVISIONS
CRIMINAL INVESTIGATIONS 001-2020
SUPPORT SERVICES 001-2040
Chief
1
Senior Administrative Assistant
1
Account Specialist
1
CID
Deputy Chief
1
Administrative Assistant
1
Lieutenant
1
Crimes Against Persons
Sergeant 1
Corporal 1
Officer/Investigator 2
Child Abuse Investigator` 1
Crime Victim Advocate 1
Family Violence Investigator" 1
Narcotics
Sergeant 1
Corporal 1
Officer/Investigator 3
Crimes Against Property
Sergeant 1
Corporal 1
Officer/Investigator 4
Crime Analyst
1
Criminalist
2
*Funded in Grants & Special Revenue fund by Public Safety grant.
City of Allen 125
Patrol Service
Deputy Chief
1
Administrative Assistant
1
A Watch
Lieutenant 2
Sergeant 3
Corporal 4
Officer 25
B Watch
Lieutenant 2
Sergeant 4
Corporal 4
Officer 26
Administrative Sergeant
1
Traffic
Sergeant 1
Corporal 1
Officer 4
K-9
Sergeant 1
Officer 2
Municipal Court
Warrant Officer/Bailiff
1
Quartermaster
1
Street Crimes Unit
Officer - 2
FY2015 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
• Developed and implemented a dedicated Street Crimes Unit
• Worked with the Allen Independent School District to develop specialized school security procedures
and measures to enhance school safety for the community's children
• Worked with North Central Texas Council of Governments to develop and deploy "Texting 9-1-1" to
Verizon
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy 3. Expand public safety regional partnerships
• Continued utilization of the Military Surplus/1033 Program
• 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
• Pursue grant position for Family Violence
• Preparing to deploy body worn cameras
• Increase staffing in Dispatch to enhance efficiency
• Implement Commercial Vehicle Enforcement Program
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy 3. Expand public safety regional partnerships
• Assign Task Force Officer to DEA Task Force
• Maintain readiness of Military Surplus Equipment
• Continue participation in the Collin County Advocacy Center Task Force, Collin County Fusion Center and
area robbery and gang intelligence meetings
City of Allen
126
FY2015 Budget
Police Services Technician
2012-2013
2013-2014
2013-2014
2014-2015
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
1
1
1
1
Personnel Services
15,168,492
15,477,367
15,700,274
16,317,769
Operations
779,704
870,525
945,631
987,829
Capital
-
-
-
22,975
Police Corporal
DEPARTMENT TOTAL $ 15,948,196
$ 16,347,892
$ 16,645,905
$ 17,328,573
Police Services Technician
2012-2013
2013-2014
2013-2014
2014-2015
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
82
82
86
Criminal Analyst
SUBTOTAL - Sworn 122
122
122
126
Police Services Technician
1
2
1
1
Quartermaster
0
1
1
1
Supervising Communications Technician
2
3
3
3
Emergency Communications Manager
1
1
1
1
Police/Fire Dispatcher
14
13
13
16
Property/Evidence Technician
2
2
2
2
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
1
1
Administrative Assistant
4
4
4
4
Detention Officer
7
7
7
7
Public Safety Officer
4
4
4
4
Animal Control Supervisor
1
1
1
1
Animal Control Officer
3
3
3
4
Shelter Attendant
2
2
2
2
SUBTOTAL - Non -sworn
51
53
52
56
TOTAL FULL TIME
173
175
174
182
* One position is funded in the Grant Fund by a
Public Safety grant.
PARTTIME
Quartermaster
0.75
0.00
0.00
0.00
Police Services Technician
0.75
0.00
1.00
1.00
TOTAL PART TIME
1.50
0.00
1.00
1.00
City of Allen 127 FY2015 Budget
City of Allen 128 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
10,090,902
10,172,923
10,307,793
10,758,158
Longevity
63,363
65,195
64,774
72,176
Overtime
850,687
750,500
803,200
801,800
FICA
799,088
818,767
772,043
772,261
TMRS
1,542,813
1,537,805
1,512,080
1,521,119
Worker's Compensation
94,054
66,234
76,147
138,983
Health Insurance
1,550,689
1,862,040
1,950,695
2,042,629
Dental Insurance
111,155
136,267
138,521
137,599
Long-term Disability
14,685
15,153
14,856
15,008
Life Insurance
10,350
10,814
11,812
11,534
Flexible Spending
3,861
4,469
4,433
4,600
Clothing Allowance
36,845
37,200
39,056
39,600
Health Savings Account
-
-
4,864
2,302
SUBTOTAL
$ 15,168,492 $
15,477,367
$ 15,700,274 $
16,317,769
OPERATING EXPENDITURES
Training/Travel/Mileage
90,160
81,100
90,160
96,960
Dues & Subscriptions
9,793
10,000
10,000
10,200
Clothing & Uniforms
76,076
76,500
76,500
78,030
Postage & Freight
7,275
8,900
8,900
9,078
Printing & Reproduction
7,917
10,200
12,700
10,404
Rentals/Leasing
32,176
35,700
40,380
36,272
Canine Maintenance
5,160
6,120
8,000
8,160
Meetings and Receptions
4,976
8,815
13,815
13,931
Crime Prevention
6,965
7,140
7,140
8,783
Prisoners Keep
18,734
18,430
18,430
18,800
Narcotics Operations
4,140
10,000
10,000
10,200
Lease Expenses
3,006
3,096
3,100
3,160
General Supplies
20,897
27,526
27,536
28,079
Tactical Supplies
5,779
7,013
7,000
41,610
Animal Supplies
14,109
14,245
18,300
18,300
Ammunition Supplies
53,002
70,000
70,000
71,400
Small Tools & Minor Equipment
101,339
134,440
162,400
162,998
Building Maintenance
1,346
7,000
7,000
7,140
Vehicle Maintenance
196,645
187,300
187,300
191,050
Equipment Maintenance
10,919
11,910
11,910
12,150
Radio Maintenance
24,700
25,000
25,000
25,500
Collision Repair
18,188
30,630
50,600
31,200
Professional Services
56,072
72,000
72,000
86,924
City of Allen 128 FY2015 Budget
Plaques & Awards
Donation Expenses
CAPITAL OUTLAY
Vehicles
VEHICLES
Unmarked Car
2012-2013
ACTUAL
3,158
7,172
2013-2014
BUDGET
2,460
5,000
2013-2014
AMENDED
2,460
5,000
2014-2015
BUDGET
2,500
5,000
SUBTOTAL $ 779,704 $ 870,525 $ 945,631 $ 987,829
- - - 22,975
DEPARTMENT TOTALS $ 15,948,196 $ 16,347,892 $ 16,645,905 $ 17,328,573
2013-2014 2014-2015
AMENDED BUDGET
- 22,975
$ - $ 22,975
City of Allen 129 FY2015 Budget
11111-91 40
4
PUBLIC AND MEDIA RELATIONS
DIVISION 001-1530
*Partial funding for position from Hotel fund.
City of Allen 131 FY2015 Budget
The Public and Media Relations Office provides information about city government and services to residents and
the media. The office produces the City's weekly a -news, annual report, and special publications; oversees the
City's website and social media outlets; and manages the government access channel, Allen City
Television/ACTV. The office also helps coordinate special events and works with other City departments
regarding education, outreach, and marketing efforts.
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation.
Strategy 10. Emphasize marketing efforts to communicate Allen's identity
• Supported Allen CVB marketing efforts to include content review for website and quarterly newsletter and the use
and implementation of brand voice
• Created cross promotional team with Parks/event center marketing staff, CVB and PAMRO staff to discuss ongoing
media and promotional opportunities and strategies
• Developed the 2014-2017 Communication Plan to include communication growth strategies
• Facilitated over 130 annual media requests on various City programs and services.
• Produced monthly features for Allen Image, monthly columns for Neighborsgo, 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.
• Continued site content audits and ongoing training in best practices for website coordinators
• Continued management of the employee intranet, PrideWire, and created team of content contributors with a
monthly meeting format for review of monthly content and ongoing enhancements
Strategy 5. Continue to Provide Creative Original Programming on the City of Allen Government Channel ACTV
• ACTV received 22 NATOA/TATOA Awards including First place in Overall Programming Excellence from
NATOA. Two Emmy wins for The Remembrance Rescue Project and Lap Ngo — World Painter Documentary.
• Examples of creative original programming included TAPS feature, Sustainable Landscape Seminar Series, Texas
Stampede Longhorn Cattle Drive event coverage, History of Allen with Flula, Dallas Sidekicks promotion, CERT
Feature, Police vs Fire Hockey promotion, and Christmas Tree Recycling and Trees For Allen promotions
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
Goal 6. Maintain operational excellence in City government services
Strategy 1. Utilize technology for optimum performance and customer service.
• Redesign City website to utilize new platform and reflect current trends and best practices
Strategy 5. 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 132 FY2015 Budget
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
CLASSIFICATION
Personnel Services 439,957 454,643 485,065 579,366
Operations 67,639 73,290 73,290 69,195
DEPARTMENT TOTAL $ 507,596 $ 527,933 $ 558,355 $ 648,561
City of Allen 133 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
FULLTIME
Public & Media Relations Director
1
1
1
1
Executive Producer
1
1
1
1
Video Producer
1
1
2
2
Video Production Specialist
1
1
0
0
Interactive Media Manager *
0
0
0
1
Senior Marketing Specialist
1
1
1
0
Marketing Specialist
0
0
0
1
TOTAL FULL TIME
5
5
5
6
* A portion of this position is funded by the Hotel Occupancy Tax Fund.
r � r � J ,
iuuulii(��oiiiullllllluuu6illmffiuumrfmlulluumfffull�mhuuuffff�iumi�iuuu���iu���iu����luhuuuullllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll
I I i 1 i
� i
Li
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
300,173
304,638
328,063
386,751
Longevity
1,980
2,220
2,292
2,128
Overtime
3,637
4,800
4,800
4,800
FICA
20,921
22,656
22,440
26,329
TM RS
42,694
42,960
46,394
54,443
Worker's Compensation
337
261
303
657
Health Insurance
65,311
71,831
75,050
97,602
Dental Insurance
3,786
4,164
4,535
5,262
Long-term Disability
470
463
483
591
Life Insurance
413
415
455
509
Flexible Spending
235
235
250
294
SUBTOTAL $
439,957
$ 454,643
$
485,065 $
579,366
City of Allen 133 FY2015 Budget
DEPARTMENT TOTALS $ 507,596 $ 527,933 $ 558,355 $ 648,561
NO CAPITAL ITEMS
City of Allen 134 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATIONS
Training/Travel/Mileage
10,186
7,800
7,800
9,600
Dues & Subscriptions
6,243
6,490
6,490
6,695
Printing & Reproduction
4,678
7,600
7,600
7,600
Audio Visual Expenses
354
1,500
1,500
1,500
General Supplies
147
1,200
1,200
800
Small Tools & Minor Equipment
508
1,200
1,200
1,000
Vehicle Maintenance
378
600
600
600
Professional Services
45,145
46,900
46,900
41,400
SUBTOTAL $
67,639
$ 73,290 $
73,290 $
69,195
DEPARTMENT TOTALS $ 507,596 $ 527,933 $ 558,355 $ 648,561
NO CAPITAL ITEMS
City of Allen 134 FY2015 Budget
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
CLASSIFICATION
Operations 33,320 52,720 52,720 48,920
Capital Outlay 23,820 55,000 55,000 86,000
DEPARTMENT TOTAL $ 57,140 $ 107,720 $ 107,720 $ 134,920
DEPARTMENT TOTALS $ 57,140 $ 107,720 $ 107,720 $ 134,920
VEHICLES
Ford Explorer
MACHINERY AND EQUIPMENT
Library System Upgrade
Tightrope Digital Playback System
MAC Pro Workstations
HD Cameras - Library
Sony Live Studio - Library
Vaddio Production View - Library
HD Cameras for Council Chambers x 3
2013-2014 2014-2015
AMENDED BUDGET
- 27,000
$ - $ 27,000
30,000
2012-2013
2013-2014
2013-2014
2014-2015
-
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATIONS
10,000
-
21,000
$ 55,000 $
Audio Visual Expenses
18,308
16,000
16,000
18,200
Small Tools & Minor Equipment
7,984
20,720
20,720
14,220
Professional Services
7,028
16,000
16,000
16,500
SUBTOTAL $
33,320 $
52,720
$ 52,720 $
48,920
CAPITAL OUTLAY
Vehicles
-
-
-
27,000
Machinery & Equipment
23,820
55,000
55,000
59,000
SUBTOTAL $
23,820 $
55,000
$ 55,000 $
86,000
DEPARTMENT TOTALS $ 57,140 $ 107,720 $ 107,720 $ 134,920
VEHICLES
Ford Explorer
MACHINERY AND EQUIPMENT
Library System Upgrade
Tightrope Digital Playback System
MAC Pro Workstations
HD Cameras - Library
Sony Live Studio - Library
Vaddio Production View - Library
HD Cameras for Council Chambers x 3
2013-2014 2014-2015
AMENDED BUDGET
- 27,000
$ - $ 27,000
30,000
-
15,000
-
10,000
-
-
12,000
-
16,000
-
10,000
-
21,000
$ 55,000 $
59,000
City of Allen 135 FY2015 Budget
11111-91 40
4
CITY OF ALLEN
DEBT SERVICE FUND
FISCAL YEAR 2014-2015
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, 2014 is $0.54 per $100.00 of
assessed valuation of which $0.141639, or 26.23%, is designated to the debt service fund. This is
within the limits of the state law and is below the City's policy limit.
Bond Ratings
In May 2014, the ratings on the City's General Obligation debt were reaffirmed at AAA by Standard
and Poor's, and were reaffirmed at Aa1 by Moody's. The ratings on the City's Water & Sewer
Revenue debt were upgraded to AAA from AA+ by Standard and Poor's in June 2012. The Water &
Sewer rating was 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.
FUND BALANCE PROJECTIONS
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.
FY 2014 FY 2015
$ 901,848 $ 907,357
12,245,423 13,469,140
(12,239,914) (13,099,300)
$ 907,357 $ 1,277,197
$ 611,696 $
654,615
City of Allen 137 FY2015 Budget
CITY OF ALLEN
DEBT SERVICE REQUIREMENT
FISCAL YEAR 2014-2015
GENERAL
OBLIGATION BONDS:
BONDS:
4,302,023
1,110,000
2005
03/01/05
32,330,000
4%-5%
08/15/21
2006
07/26/06
1,595,000
4.14%
08/15/26
2007
08/15/07
11,145,000
4%-5%
08/15/27
2008
05/01/08
10,185,000
4%-4.6%
08/15/28
2009
05/01/09
15,400,000
3%-4.5%
08/15/28
2010
05/01/10
12,000,000
3%-4%
08/15/29
2010A
11/01/10
8,785,000
2%-3%
08/15/22
2011
05/01/11
8,840,000
2%-4.25%
08/15/30
2012
02/01/12
13,865,000
2%-5%
08/15/24
2013
05/01/13
5,065,000
2%-3.5%
08/15/32
2014
05/01/14
10,595,000
2%-4%
08/15/33
TOTAL
$
129,805,000
CERTIFICATES OF OBLIGATION:
20048 10/01/04 765,000 5.1%-5.5 08/15/24
TOTAL $ 765,000
WATER
& SEWER REVENUE
BONDS:
4,302,023
1,110,000
2005
08/01/05
4,300,000
3.9%-4.0%
06/01/16
2009
02/15/09
5,795,000
3.0%-3.5%
06/01/19
2013
10/15/13
3,370,000
2%-3%
06/01/25
2014
05/01/14
1,280,000
2.09%
06/01/24
TOTAL $ 14,745,000
16,875,000
3,505,000
797,023
4,302,023
1,110,000
75,000
45,954
120,954
8,210,000
485,000
372,243
857,243
7,885,000
455,000
333,496
788,496
12,400,000
680,000
508,368
1,188,368
10,100,000
530,000
370,613
900,613
6,990,000
795,000
187,375
982,375
6,690,000
795,000
233,863
1,028,863
13,515,000
1,200,000
533,350
1,733,350
4,875,000
220,000
130,900
350,900
10,595,000
375,000
393,844
768,844
$ 99,245,000 $
9,115,000 $
3,907,027 $
13,022,027
530,000
40,000
28,270
68,270
$ 530,000 $
40,000 $
28,270 $
68,270
415,000
205,000
16,395
221,395
2,950,000
555,000
96,163
651,163
3,370,000
255,000
94,550
349,550
1,280,000
265,000
26,752
291,752
$ 8,015,000 $ 1,280,000 $ 233,860 $ 1,513,860
City of Allen 138 FY2015 Budget
CITY OF ALLEN
DEBT SERVICE REQUIREMENT
FISCAL YEAR 2014-2015
SALES TAX REVENUE BONDS:
ALLEN ECONOMIC DEVELOPMENT CORPORATION
2008
01/15/08
15,335,000
3.5%
09/01/32
12,170,000
480,000
499,255
979,255
4.5
2010A
05/15/10
1,605,000
4%
09/01/25
1,605,000
-
64,200
64,200
2010B
05/15/10
5,165,000
3.2%-5.1%
09/01/23
3,690,000
390,000
160,450
550,450
TOTAL
$
22,105,000
$
17,465,000 $
870,000
$ 723,905
$ 1,593,905
ALLEN COMMUNITY DEVELOPMENT CORPORATION
2006
03/15/06
5,600,000
4.5%-5%
09/01/19
3,010,000
715,000
139,025
854,025
2008
01/15/08
32,835,000
4.8%-6%
09/01/32
29,590,000
420,000
1,677,340
2,097,340
TOTAL
$ 38,435,000
$ 32,600,000 $ 1,135,000 $ 1,816,365 $ 2,951,365
City of Allen 139 FY2015 Budget
CITY OF ALLEN
AGGREGATE DEBT SERVICE
REQUIREMENTS
GENERAL OBLIGATION BONDS:
9/30/2015
9,155,000
3,935,297
13,090,297
9/30/2016
8,915,000
3,530,523
12,445,523
9/30/2017
8,600,000
3,230,888
11,830,888
9/30/2018
8,925,000
2,918,323
11,843,323
9/30/2019
8,465,000
2,558,489
11,023,489
9/30/2020
7,695,000
2,222,578
9,917,578
9/30/2021
7,025,000
1,937,412
8,962,412
9/30/2022
6,465,000
1,675,529
8,140,529
9/30/2023
5,730,000
1,415,306
7,145,306
9/30/2024
5,445,000
1,172,016
6,617,016
9/30/2025
4,405,000
942,456
5,347,456
9/30/2026
4,580,000
761,850
5,341,850
9/30/2027
4,640,000
573,345
5,213,345
9/30/2028
3,455,000
379,815
3,834,815
9/30/2029
2,145,000
242,950
2,387,950
9/30/2030
1,325,000
160,250
1,485,250
9/30/2031
1,015,000
108,850
1,123,850
9/30/2032
1,050, 000
69,900
1,119, 900
9/30/2033
740,000
29,600
769,600
TOTAL $ 99,775,000 $ 27,865,376 $ 127,640,376
WATER & SEWER REVENUE BONDS:
TOTAL
9/30/2015
1,280,000
233,860
1,513,860
9/30/2016
975,000
198,576
1,173, 576
9/30/2017
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
9/30/2020
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
$
8,015,000 $
1,101,160 $
9,116,160
City of Allen 140 FY2015 Budget
CITY OF ALLEN
AGGREGATE DEBT SERVICE
REQUIREMENTS
SALES TAX REVENUE BONDS:
TOTAL
9/30/2015
2,005,000
2,540,270
4,545,270
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
$
50,065,000 $
27,498,140 $
77,563,140
City of Allen 141 FY2015 Budget
11111-91 40
4
CITY OF ALLEN
TAX INCREMENT FINANCING FUND
REVENUE AND EXPENDITURE SUMMARY
FISCAL YEAR 2014 - 2015
2012-2013 2013-2014 2013-2014 2014-2015
REVENUES ACTUAL BUDGET AMENDED BUDGET
Coeratine Revenues
Property Tax (City Participation)
543,853
555,224
535,964
579,926
Sales Tax
389,732
416,281
406,943
437,499
Intergovernment (County Participation)
137,131
136,015
126,770
141,385
TOTAL OPERATING REVENUES $
1,070,716 $
1,107,520 $
1,069,677 $
1,158,810
Non -Operating Revenues
Interest
3,151
6,000
5,400
5,400
TOTAL NON-OPERATING REVENUES $
3,151 $
6,000 $
5,400 $
5,400
TOTAL REVENUES $ 1,073,867
$ 1,113,520
$ 1,075,077
$ 1,164,210
2012-2013
2013-2014
2013-2014
2014-2015
EXPENDITURES ACTUAL
BUDGET
AMENDED
BUDGET
Economic Development 835,574 844,267 810,000 870,295
TOTAL TIF FUND EXPENDITURES $ 835,574 $ 844,267 $ 810,000 $ 870,295
TOTAL EXPENDITURES $ 835,574 $ 844,267 $ 810,000 $ 870,295
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENDITURES
PROJECTED FUND BALANCE 9/30
2013-2014 2014-2015
AMENDED BUDGET
$ 1,221,875 $ 1,486,952
1,075,077 1,164, 210
(810,000) (870,295)
City of Allen 143 FY2015 Budget
11111-91 40
4
TAX INCREMENT FINANCING FUND
DIVISION 530-0000
No Personnel in this Department
City of Allen 145 FY2015 Budget
The Tax Increment Financing (TIF) fund was established in FY 2006 to track property tax and sales tax revenue,
and associated expenses, for the City's Tax Increment Financing agreements. The City established its first
Reinvestment Zone in December 2005. The City now has two TIFs: the Montgomery Farm "Garden District" and
the Central Business District. Revenues from the TIF zones are used to pay for eligible infrastructure costs,
including parking garages, U.S. 75 ramp reversals, and public streets and bridges within the defined TIF areas.
The county also has an agreement with the city to contribute property taxes to the "Garden District" TIF.
Goal 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
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 emplovment opportunity, the tax base, and provides
desired goods and services for residents and contributes to the community character and identity
• Continue to administer the financing plans for both TIFs as property tax and sales tax revenues
materialize
• Continue to monitor compliance of the TIF agreements to ensure eligible infrastructure costs are
verified prior to any reimbursements
• Continue to maintain fund reserve of $50,000 as required by the economic development agreement
City of Allen
146
FY2015 Budget
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
CLASSIFICATION
Operations 835,574 844,267 810,000 870,295
DEPARTMENT TOTAL $ 835,574 $ 844,267 $ 810,000 $ 870,295
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
OPERATING EXPENDITURES
Economic Grant Expenses 802,102 810,267 776,000 836,295
Administrative Expenses 30,000 30,000 30,000 30,000
Legal Expenses 3,472 4,000 4,000 4,000
SUBTOTAL $ 835,574 $ 844,267 $ 810,000 $ 870,295
TOTAL EXPENSES $ 835,574 $ 844,267 $ 810,000 $ 870,295
NO CAPITAL ITEMS
City of Allen 147 FY2015 Budget
11111-91 40
4
CITY OF ALLEN
WATER AND SEWER FUND
REVENUE AND EXPENSE SUMMARY
FISCAL YEAR 2014 - 2015
TOTAL REVENUES $ 31,126,617 $ 35,155,247 $ 31,298,693 $ 32,719,402
2012-2013
2013-2014
2013-2014
2014-2015
REVENUES
ACTUAL
BUDGET
AMENDED
BUDGET
Operating Revenues
30,859,247 $
31,602,342 $
30,630,819 $
31,256,997
Water Sales
17,805,137
20,339,326
16,750,000
17,500,000
Sewer Charges
12,215,785
13,251,446
12,767,665
13,500,000
Connections
125,978
70,000
80,000
70,000
Service Charges
533,716
487,500
579,953
600,953
Miscellaneous
352,093
135,500
295,500
218,000
TOTAL OPERATING REVENUES
$ 31,032,709
$ 34,283,772
$ 30,473,118
$ 31,888,953
Non -Operating Revenues
Interest
60,216
88,100
42,200
42,200
Operating Transfer In
33,692
783,375
783,375
788,249
TOTAL NON-OPERATING REVENUES
$ 93,908
$ 871,475
$ 825,575
$ 830,449
TOTAL REVENUES $ 31,126,617 $ 35,155,247 $ 31,298,693 $ 32,719,402
Public Works
Water & Sewer Operating Expenses
2012-2013
2013-2014
2013-2014
2014-2015
EXPENSES
ACTUAL
BUDGET
AMENDED
BUDGET
General Government
30,859,247 $
31,602,342 $
30,630,819 $
31,256,997
Utility Collections
884,986
955,521
947,975
1,040,586
TOTAL GENERAL GOV.
$ 884,986
$ 955,521
$ 947,975
$ 1,040,586
Public Works
Water & Sewer Operating Expenses
27,239,247
29,732,342
28,760,819
31,036,997
Capital Improvement Projects
3,620,000
1,870,000
1,870,000
220,000
TOTAL PUBLIC WORKS $
30,859,247 $
31,602,342 $
30,630,819 $
31,256,997
Debt Service $
1,651,473 $
1,571,760 $
1,615,578 $
1,505,101
TOTAL EXPENSES $
33,395,706 $
34,129,623 $
33,194,372 $
33,802,684
FUND BALANCE PROJECTIONS
PROJECTED WORKING CAPITAL 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENSES
PROJECTED WORKING CAPITAL 9/30
$ 12,986,986 $ 11,091,307
31,298,693
(33,194,372)
32,719,402
(33,802,684)
$ 11,091,307 $ 10,008,025
City of Allen 149 FY2015 Budget
WATER & SEWER FUND REVENUES
FY 2015
WATER & SEWER FUND
?ctions
2%
Service Charges
1.8
scellaneous
0.7
Interest
0.1
erating
Iransferin
2.4
EXPENSES BY FUNCTION FY 2015
Debt Service
4.5
y Collections
3.1%
City of Allen 150 FY2015 Budget
CITY OF ALLEN
WATER AND SEWER FUND
REVENUE DETAIL
FISCAL YEAR 2014 - 2015
TOTAL REVENUE $ 31,126,617 $ 35,155,247 $ 31,298,693 $ 32,719,402
WATER & SEWER FUND REVENUES FY 2014
City of Allen 151
nnections
0.2%
ce Charges
1.8%
iscellaneous
0.7
Interest
0.1%
ing Transfer In
2.4
FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
Operating Revenues
Water Sales
17,805,137
20,339,326
16,750,000
17,500,000
Sewer Charges
12,184,946
13,199,446
12,767,665
13,500,000
Convenience Fee- Internet
71,410
60,000
78,000
84,000
Industrial Pretreatment
30,839
52,000
44,453
44,453
Connections
125,978
70,000
80,000
70,000
Re -Connect Fees
53,874
50,000
55,000
55,000
Penalties
407,132
375,000
400,000
415,000
Sewer Clean Outs
1,300
2,500
2,500
2,500
Miscellaneous
29,140
20,500
45,500
28,000
Other Reimbursements
222,065
75,000
200,000
150,000
Inspection Fees
100,888
40,000
50,000
40,000
TOTAL OPERATING REVENUES $
31,032,709
$ 34,283,772
$ 30,473,118
$ 31,888,953
Non -Operating Revenues
Interest on Investments
58,352
86,000
42,200
42,200
Interest-I&S Reserve Fund
1,864
2,100
-
-
Operating Transfer In
33,692
783,375
783,375
788,249
TOTAL NON-OPERATING REVENUES $
93,908
$ 871,475
$ 825,575
$ 830,449
TOTAL REVENUE $ 31,126,617 $ 35,155,247 $ 31,298,693 $ 32,719,402
WATER & SEWER FUND REVENUES FY 2014
City of Allen 151
nnections
0.2%
ce Charges
1.8%
iscellaneous
0.7
Interest
0.1%
ing Transfer In
2.4
FY2015 Budget
CLASSIFICATION
Personnel Services
Operations
Debt Service Payments
Capital
CITY OF ALLEN
WATER & SEWER FUND EXPENSES BY CLASSIFICATION
AS A PERCENT OF TOTAL BUDGET
FISCAL YEAR 2014 - 2015
2013-2014
2012-2013 % OF REVISED % OF 2014-2015
ACTUAL ACTUAL BUDGET BUDGET BUDGET
$
4,189,698
$
27,077,344
$
1,651,473
$
477,191
TOTAL $
33,395,706
12.5%
$
4,395,956
81.1%
$
26,583,536
5.0%
$
1,615,578
1.4%
$
599,302
$
33,194,372
WATER & SEWER FUND
Expenses By Classification
13.2%
$ 4,619,618
80.1%
$ 27,106,885
4.9%
$ 1,505,101
1.8%
$ 571,080
$ 33,802,684
%OF
BUDGET
ervice
ents
Capital
1.7%
)ervlces
City of Allen 152 FY2015 Budget
WATER AND SEWER
DIVISIONS
WATER AND SEWER 200-6500
UTILITY BILLING 200-7000
Director
Assistant Director
Administrative Assistant
1
Water Conservation Manager Superintendent
1 11 11 1
Customer Service Rep
5
Sewer Foreman
1
Sewer Crew Leader
7
Equipment
Operator
4
Maintenance
Worker
7
Education Specialist
1
Water Foreman
1
Crew Leader
5
Equipment
Operator
5
Maintenance
Worker
5
Crew Leader
2
Meter Services
Tech
8
*Half of position funded out of Community Development.
**Position is a 1.0 FTE and is partially funded by the Water & Sewer Fund.
Utility Billing/Permit
Manager
.5-
7
Utility Billing
Supervisor
1
Sr Customer Service
Rep
1
r Service
5
Distribution/Special Ops
Foreman
1
Pump Station
Operator
4
Crew Leader
1
Equipment
Operator
1
Maintenance
Worker
1
City of Allen 153 FY2015 Budget
The Water and Sewer division is responsible for delivering potable water purchased from the North Texas Municipal Water
District (NTMWD) to Allen customers and collecting wastewater from customers and delivering it to NTMWD sewer trunk
lines.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy 6. 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 7.76% for CY 2013
• Filed Water Conservation and Water Resource Management Plan with TCEQ and TWDB
• Continued ongoing sewer system efforts to reduce sewer system inflow and infiltration (I&I)
• Filed sixth annual report for the Sanitary Sewer Overflow (SSO) Outreach Initiative through the Texas Commission
on Environmental Quality (TCEQ) with minor overflows in the reporting period
Goal 8. 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 5th year of commercial irrigation inspection program and reported results to council
• Continued 4th year of the residential irrigation system inspection program
• Continued the water conservation Block Leader Program with 28 leaders who adopted over 900 homes
• Implemented changes to response to drought stages by continuing the water conservation hotline.
• Developed the City's 2014-2019 Water Conservation and Drought Plan Ordinance
Strategy 2. Improve water and sewer infrastructure
• Assist Engineering with installation of water and sewer replacement in Whys-Lynge subdivision to be completed
late 2014
Goal 2. Cultivate reaional alliances and partnerships with agencies and aovernmental units that affect Allen
Strategy 6. Work with partners to protect and conserve natural resources
• 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 (I&I) and continue the Sanitary Sewer Overflow (SSO) Outreach Initiative in coordination
with the Texas Commission on Environmental Quality (TCEQ)
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 154 FY2015 Budget
PERSONNEL SUMMARY
2012-2013
2013-2014
2013-2014
2014-2015
1 1
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
1
Education Specialist
1
Administrative Assistant
Personnel Services
3,796,865
3,931,709
4,003,682
4,148,651
Operations
26,585,191
27,068,816
26,027,835
26,537,266
Capital
477,191
601,817
599,302
571,080
DEPARTMENT TOTAL $
30,859,247
$ 31,602,342
$ 30,630,819
$ 31,256,997
PERSONNEL SUMMARY
2012-2013
3
ACTUAL
FULL TIME
1 1
Superintendent
1
Foreman
2
Water Conservation Manager
1
Education Specialist
1
Administrative Assistant
1
Pump Station Operator
4
Crew Leader
15
Civil Engineer*
1
ROW Utility Coordinator*
1
Construction Inspector *
1
Equipment Operator
10
Code Enforcement Officer**
1
Meter Services Technician
7
Maintenance Worker
13
TOTAL FULL TIME
59
* These positions are under supervision of the
Engineering Dept.
**Half of this position is funded by the Solid
Waste fund.
PARTTIME
Customer Service Representative
0.5
TOTAL PART-TIME
0.5
2013-2014 2013-2014 2014-2015
1
2012-2013
3
ACTUAL
PERSONNEL SERVICES
1 1
Salaries
2,359,073
Longevity
25,024
Overtime
247,438
FICA
186,616
TM RS
366,239
Worker's Compensation
28,170
Health Insurance
537,445
2013-2014 2013-2014 2014-2015
1
1 1
3
3 3
1
1 1
1
1 1
1
1 1
4
4 4
15
15 15
1
1 1
1
1 1
1
1 1
10
10 10
1
1 1
7
7 8
13
13 13
60 60 61
0.5 0.5 0.5
0.5 0.5 0.5
2013-2014
2013-2014
2014-2015
BUDGET
AMENDED
BUDGET
2,433,423
21447,649
2,559,926
26,088
26,384
27,684
240,000
244,600
240,000
180,026
182,252
180,240
344,332
361,916
362,266
21,012
23,399
43,075
632,337
662,238
681,478
City of Allen 155 FY2015 Budget
City of Allen 156 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
Dental Insurance
38,951
46,221
46,081
45,352
Long-term Disability
3,596
3,721
3,592
3,620
Life Insurance
2,441
2,550
2,686
2,617
Flexible Spending
1,872
1,999
1,789
1,788
Health Savings Account
-
-
1,096
605
SUBTOTAL $
3,796,865
$ 3,931,709
$ 4,003,682 $
4,148,651
OPERATING EXPENSES
Training & Travel
10,399
16,085
16,085
17,565
Dues & Subscriptions
72,946
84,560
84,560
90,340
Clothing & Uniforms
29,517
36,928
36,928
38,317
Electricity
568,335
656,580
656,580
677,250
Natural Gas
1,806
1,100
1,100
4,000
Telephone
3,454
6,000
6,000
6,000
Water
13,571
18,000
18,000
18,360
Insurance
40,655
43,627
43,627
43,800
Postage & Freight
11,294
23,750
23,750
24,225
Printing & Reproduction
12,382
25,000
25,000
25,000
Advertising
192
1,900
1,900
1,900
Rentals
-
1,500
1,500
1,500
Gasoline
115,020
136,000
136,000
138,000
NTMWD-Upper E. Fork
1,924,235
2,594,848
2,194,663
2,668,589
NTMWD-Regional Treatment
3,370,552
4,244,545
3,965,024
4,373,744
Water District -Water
10,219,054
11,661,743
11,240,959
12,383,088
NTMWD Pretreatment
32,542
49,943
44,453
44,453
Vehicle & Equipment Replacement
1,214,145
219,618
219,618
294,581
General Supplies
6,784
7,100
7,100
7,250
Mechanical Supplies
56,159
75,000
75,000
76,500
Janitorial Supplies
9
4,275
4,274
4,500
Medical & Chemical Supply
4,748
4,000
4,000
4,000
Chlorine Gas
1,479
4,000
4,000
4,000
Small Tools & Minor Equipment
69,765
28,354
28,354
31,120
Building Maintenance
35,780
50,000
50,000
50,000
Vehicle Maintenance
35,703
40,800
40,800
41,750
Equipment Maintenance
38,305
38,000
38,000
38,750
Radio Maintenance
1,586
3,000
3,000
3,000
Meter Maintenance
20,675
25,000
25,000
25,000
Water System Maintenance
115,886
65,000
65,000
70,000
Sewer System Maintenance
51,187
65,000
130,000
70,000
Bad Debt Expense
27,525
50,000
50,000
50,000
Post -Employment Funding Expense
28,573
19,264
19,264
19,345
Operating Transfer Out
4,686,025
4,678,035
41678,035
4,748,578
Capital Projects Transfer Out
3,620,000
1,870,000
11870,000
220,000
Professional Services
58,681
105,011
105,011
105,011
Contract Mowing
20,140
32,000
32,000
32,000
Rebates
66,082
83,250
83,250
85,750
SUBTOTAL $
26,585,191
$ 27,068,816
$ 26,027,835 $
26,537,266
City of Allen 156 FY2015 Budget
DEPARTMENT TOTALS $ 30,859,247 $ 31,602,342 $ 30,630,819 $ 31,256,997
u ii m u»»»i» i uuuiamuuuiiimiuuiu i uu»»»i
I
1 1.
1 1 ,
I
1
I
1 ,
1 1
r
„ , i , ����
dl�I�u���mJ�utllllu�umluuuFi(Nifidllllluuulu�loi�uiidNuufoimfflllfumfulmidfffoi���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������
2014-2015
BUDGET
VEHICLES
F150 Regular Cab 20,500
SUBTOTAL $ 20,500
MAINS & CONNECTIONS
Mains & Connections 120,000
SUBTOTAL $ 120,000
METERS
Meters 400,000
SUBTOTAL $ 400,000
MACHINERY & EQUIPMENT
Loader Backhoe Trailer 10,380
Cargo Trailer 10,200
Hammer Head Breaker Attachment Hoe 10,000
SUBTOTAL $ 30,580
TOTAL CAPITAL $ 571,080
2013-2014 2014-2015
AMENDED BUDGET
Operating Transfers Out:
General Fund
Risk Management Fund -Administrative costs
TOTAL
Capital Proiects Transfers Out:
Water Line Replacement
Sewer Line Replacement
Sewer Lift Station Maintenance
Pump Station Maintenance
Unprogrammed
AEDC Contribution
TOTAL
4,643,497
2012-2013
2013-2014
2013-2014
2014-2015
4,748,578
ACTUAL
BUDGET
AMENDED
BUDGET
CAPITAL OUTLAY
BUDGET
1,250,000
450,000
1,250,000
Vehicles
38,820
25,500
22,985
20,500
Mains & Connections
-
120,000
120,000
120,000
Meters
369,265
385,000
385,000
400,000
Machinery & Equipment
69,106
71,317
71,317
30,580
SUBTOTAL $ 477,191
$ 601,817
$ 599,302
$ 571,080
DEPARTMENT TOTALS $ 30,859,247 $ 31,602,342 $ 30,630,819 $ 31,256,997
u ii m u»»»i» i uuuiamuuuiiimiuuiu i uu»»»i
I
1 1.
1 1 ,
I
1
I
1 ,
1 1
r
„ , i , ����
dl�I�u���mJ�utllllu�umluuuFi(Nifidllllluuulu�loi�uiidNuufoimfflllfumfulmidfffoi���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������
2014-2015
BUDGET
VEHICLES
F150 Regular Cab 20,500
SUBTOTAL $ 20,500
MAINS & CONNECTIONS
Mains & Connections 120,000
SUBTOTAL $ 120,000
METERS
Meters 400,000
SUBTOTAL $ 400,000
MACHINERY & EQUIPMENT
Loader Backhoe Trailer 10,380
Cargo Trailer 10,200
Hammer Head Breaker Attachment Hoe 10,000
SUBTOTAL $ 30,580
TOTAL CAPITAL $ 571,080
2013-2014 2014-2015
AMENDED BUDGET
Operating Transfers Out:
General Fund
Risk Management Fund -Administrative costs
TOTAL
Capital Proiects Transfers Out:
Water Line Replacement
Sewer Line Replacement
Sewer Lift Station Maintenance
Pump Station Maintenance
Unprogrammed
AEDC Contribution
TOTAL
4,643,497
4,704,594
34,538
43,984
$ 4,678,035 $
4,748,578
2013-2014
2014-2015
AMENDED
BUDGET
1,250,000
450,000
1,250,000
400,000
70,000
70,000
100,000
100,000
200,000
200,000
(1,000,000)
(1,000,000)
$ 1,870,000 $
220,000
City of Allen 157 FY2015 Budget
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.
Goal 6. Maintain operational excellence in City government services
• Completed annual financial audit without any incorrect practices
• Maintained and updated annual commercial drainage fees
• Updated the Utility Billing Standard Operating Procedures that includes all aspects of Utility Billing and
serves as the customer service representative guidebook
• 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
• Worked directly with our check remittance vendor to allow more online check companies to send
electronic customer payments to the COA which replaces paper checks. This increased the division's
efficiency
• Expanded the number of online banking customers using electronic check deposits. This allowed us to
receive customer payments via the internet and deposit them electronically
• Processed an increasing number of on-line and telephone credit card payments
• Worked directly with our check remittance vendor to allow more online check companies to send
electronic customer payments to the COA which replaces paper checks. This has increased the division's
efficiency. This is accomplished through IPAY
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
• Provided monthly updates regarding water conservation and recycling education for Utility Bill publication
• Providing a high level of service to each customer with a courteous, efficient, and professional manner.
This service is something we strive to provide each day to each internal or external customer.
• Working directly with the Public And Media Relations Office to update our "NetBill" site on the COA
website
Goal 6. Maintain operational excellence in City government services
Strategy 1. Utilize technology for optimum performance and customer service
• Continue to encourage online and telephone credit card usage and or bank drafting
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. This will be 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 increase the divisions efficiency
• Manage the utility bill "stuffer" program and space allocation to provide all City Departments access to this
communications avenue with citizens
• Continue to educate citizens about the online credit card bill pay program and bank drafting to increase
citizen acceptance and participation
City of Allen 158 FY2015 Budget
* This position is split between Community Development -Permits and Water & Sewer -Utility Billing.
PERSONNEL SERVICES
Salaries
Longevity
Overtime
FICA
TMRS
Worker's Compensation
Health Insurance
Dental Insurance
Long-term Disability
Life Insurance
Flexible Spending
SUBTOTAL $
OPERATING EXPENSES
Training & Travel
Dues & Subscriptions
Telephone
Insurance
Banking Services
Postage & Freight
Printing & Reproduction
Advertising
General Supplies
2012-2013
ACTUAL
268,122
2,560
1,737
19,177
37,962
301
57,114
4,979
419
286
176
392,833 $
2013-2014
BUDGET
271,897
2,896
2,000
20,389
38,471
234
62,810
5,477
413
286
176
405,049 $
2013-2014
AMENDED
260,112
2,911
2,000
18,372
36,728
251
65,304
5,755
385
288
168
392,274 $
2014-2015
BUDGET
344,619
2,787
3,000
17,849
36,037
438
60,214
5,259
359
258
147
470,967
525
2012-2013
2013-2014
2013-2014
2014-2015
294
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
3,005
3,704
3,796
3,796
Personnel Services
392,833
405,049
392,274
470,967
Operations
492,153
550,472
555,701
569,619
DEPARTMENT TOTAL $
884,986 $
955,521
$ 947,975
$ 1,040,586
93
l 11 1 1 1
1 1
1 l 1
/ l l i
r � ,
iul�uuurfmhudim(omm��oloiffioloiffi000lhooillllomi�l�hmi�(+'foiifofrro�Ili�io�olidffffoi�idhoiifiolllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll((
4,180
5,697
5,697
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
FULLTIME
Utility Billing/Permit Manager *
0
0
0.5
0.5
Utility Billing Supervisor
1
1
1
1
Sr. Customer Service Representative
1
1
1
1
Customer Service Representative
5
5
5
5
TOTAL FULL TIME
7
7
7.5
7.5
* This position is split between Community Development -Permits and Water & Sewer -Utility Billing.
PERSONNEL SERVICES
Salaries
Longevity
Overtime
FICA
TMRS
Worker's Compensation
Health Insurance
Dental Insurance
Long-term Disability
Life Insurance
Flexible Spending
SUBTOTAL $
OPERATING EXPENSES
Training & Travel
Dues & Subscriptions
Telephone
Insurance
Banking Services
Postage & Freight
Printing & Reproduction
Advertising
General Supplies
2012-2013
ACTUAL
268,122
2,560
1,737
19,177
37,962
301
57,114
4,979
419
286
176
392,833 $
2013-2014
BUDGET
271,897
2,896
2,000
20,389
38,471
234
62,810
5,477
413
286
176
405,049 $
2013-2014
AMENDED
260,112
2,911
2,000
18,372
36,728
251
65,304
5,755
385
288
168
392,274 $
2014-2015
BUDGET
344,619
2,787
3,000
17,849
36,037
438
60,214
5,259
359
258
147
470,967
525
2,557
2,557
2,608
262
294
294
299
2,448
2,946
2,946
3,005
3,704
3,796
3,796
3,560
3,600
4,800
3,600
3,500
135,616
169,560
169,560
180,480
19,677
25,000
25,000
25,500
-
93
93
93
4,180
5,697
5,697
5,811
City of Allen 159 FY2015 Budget
DEPARTMENT TOTALS $ 884,986 $ 955,521 $ 947,975 $ 1,040,586
NO CAPITAL ITEMS
City of Allen 160 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
Small Tools & Minor Equipment
458
1,120
1,120
1,120
Equipment Maintenance
-
765
765
780
Audit Fees
18,953
20,411
18,953
20,411
Professional Services
54,440
56,608
56,608
57,740
Courier Services
2,574
2,580
2,580
2,580
Credit Card Costs
245,716
254,245
262,132
262,132
SUBTOTAL $
492,153 $
550,472
$ 555,701
$ 569,619
DEPARTMENT TOTALS $ 884,986 $ 955,521 $ 947,975 $ 1,040,586
NO CAPITAL ITEMS
City of Allen 160 FY2015 Budget
REVENUES
Operating Revenues
Garbage Fees
Recycling Revenues
Commercial Garbage Fees
Recycling Materials
Recycle Bin Revenue
Household Hazardous Waste
Composting Revenue
Miscellaneous
TOTAL OPERATING REVENUES
CITY OF ALLEN
SOLID WASTE FUND
REVENUES AND EXPENSES BY FUNCTION
FISCAL YEAR 2014 - 2015
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
4,924,006
5,000,000
4,983,707
5,058,707
12,078
12,247
12,555
12,826
891,050
910,474
917,128
925,000
52,363
51,000
52,904
53,000
1,141
900
600
600
178,299
178,093
180,659
183,000
56,013
54,000
56,000
57,000
47,983
47,000
47,000
47,000
$ 6,162,933
$ 6,253,714
$ 6,250,553
$ 6,337,133
Non -Operating Revenues
Interest 13,169 19,000 10,300 10,300
TOTAL NON-OPERATING REVENUES $ 13,169 $ 19,000 $ 10,300 $ 10,300
TOTAL REVENUES $ 6,176,102 $ 6,272,714 $ 6,260,853 $ 6,347,433
2012-2013 2013-2014 2013-2014 2014-2015
EXPENSES ACTUAL BUDGET AMENDED BUDGET
Public Works
Solid Waste 6,193,414 6,598,257 6,601,441 6,573,657
Capital Improvement Projects - - - 7,000
TOTAL EXPENSES $ 6,193,414 $ 6,598,257 $ 6,601,441 $ 6,580,657
FUND BALANCE PROJECTIONS
PROJECTED WORKING CAPITAL 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENSES
PROJECTED WORKING CAPITAL 9/30
$ 3,346,540 $
3,005,952
6,260,853
6,347,433
(6,601,441)
(6,580,657)
$ 3,005,952 $
2,772,728
City of Allen 161 FY2015 Budget
11111-91 40
4
SOLID WASTE
DIVISION 205-0000
Director
Waste Services
Manager
Customer Service Rep. HHW Maintenance Education Specialist
1 Worker 2
2.5
City of Allen 163 FY2015 Budget
The Solid Waste Fund represents the financial activity related to solid waste collection and disposal, including
recycling services and management of household hazardous waste (HHW). Seventy-five percent of revenues are
used to fund contracts with the North Texas Municipal Water District (NTMWD), the City's franchised waste
disposal vendor (Community Waste Disposal), and the City's litter collection contract for the Parks, greenbelts,
and along US 75. The fund also supports employees who manage solid waste customer service; educate citizens
and youth through environmental programs; run HHW education, collection programs and the Chemical Reuse
Center in coordination with the Plano Reuse Center; and provide support staff to the Keep Allen Beautiful Board.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect
Allen
• Continue to work with Allen Event Center staff to enhance recycling at the Allen Event Center
• Continued to provide Household Hazardous Waste services to residents through partnership with the City
of Plano. HHW payments to Plano - $54,000
• Opened the Chemical Reuse Center at the Municipal Services Center for Allen and Plano residents to
obtain and reuse free chemicals from the HHW program
• Continued the Community Waste Disposal (CWD) contract for solid waste collection and recycling
services - $2,428,980 and North Texas Municipal Water District - $2,216,871
Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities
• Prepared or co-authored five competitive solid waste grants to promote recycling on City properties and
to fund environmental programs
Strategy 6. Work with partners to protect and conserve natural resources
• Met education related standards for state mandated TPDES program through special events and public
education
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation.
Strategy 5. Signify the City of Allen through beautification efforts
• Continued to fund the litter collection contract managed by Parks & Recreation - $275,000
• Assisted the Keep Allen Beautiful Board (KAB) in the successful execution of key events: Allen Recycles
Day, Earthfest 2014, Great American Cleanup, National Planting Day and the Educator Expo
• Assisted KAB in preparing three competitive nominations through Keep Texas Beautiful which resulted in
two winning applications. The KAB program was presented the Keep Texas Beautiful Gold Award, and
Sustained Excellence Award as well as receiving the Keep America Beautiful President's Circle Award
• Received five state and regional awards for environmental education and recycling program
• KAB provided seed money to Collin County Students of Service for their greenhouse project through
Allen High School. Additionally KAB supported Alex Webre, Eagle Scout with funds for his project and
awarded 14 Waste Works Awards jointly with CWD to AISD Schools
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 Contest, Arbor Day Poster
Contest, Scout recognition and the Recycled Art Contest
• Continued to meet the public expectation of quality environmental services; HHW, waste, and recycling
Goal 2. Cultivate reaional alliances and partnerships with aaencies and aovernmental units that affect
Allen
• Use grant funds and enterprise fund money to promote effective resource management programs
• Continue to provide Household Hazardous Waste services to residents through partnership with the City
of Plano. HHW payments to Plano - $59,060
• Continue the Community Waste Disposal (CWD) contract for solid waste collection and recycling services
- $2,445,998 and North Texas Municipal Water District - $2,184,570
Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities
• Prepare competitive solid waste grant requests for future grant cycles
City of Allen 164 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
1
1
1
Personnel Services $ 438,182
$ 469,087
$ 464,712
$ 486,394
Operations 5,755,232
6,129,170
6,136,729
6,087,263
DEPARTMENT TOTAL $ 6,193,414 $ 6,598,257 $ 6,601,441 $ 6,573,657
FULLTIME
Waste Services Manager
Education Specialist
HHW Maintenance Worker
Customer Service Representative
TOTAL FULL TIME
PART-TIME
HHW Maintenance Worker
TOTAL PART TIME
PERSONNEL SERVICES
Salaries
Longevity
Overtime
FICA
TM RS
Worker's Compensation
Health Insurance
Dental Insurance
Long-term Disability
Life Insurance
Flexible Spending
Health Savings Account
OPERATING EXPENSES
Training & Travel
Dues & Subscriptions
Clothing & Uniforms
Insurance
Postage & Freight
Printing & Reproduction
Gasoline
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
1
1
1
1
2
2
2
2
2
2
2
2
1
1
1
1
6
6
6
6
0.0
0.5
0.5
0.5
0.0
0.5
0.5
0.5
SUBTOTAL $
2012-2013
ACTUAL
305,664
2,636
8,946
22,853
44,278
2,256
46,391
4,179
477
326
176
438,182 $
4,854
995
735
4,317
5,397
13,138
6,747
2013-2014
BUDGET
328,659
2,948
7,800
24,542
46,425
2,125
51,017
4,597
472
326
176
469,087 $
5,780
1,161
1,250
4,633
10,500
13,311
8,325
2013-2014
AMENDED
324,727
2,948
9,300
24,198
46,463
1,945
48,132
4,871
470
354
208
1,096
464,712 $
5,780
1,161
1,250
4,633
10,500
13,311
8,325
2014-2015
BUDGET
341,854
3,260
9,200
25,061
48,316
4,151
48,360
4,597
456
334
200
605
486,394
5,780
1,161
1,275
4,706
10,500
13,575
8,325
City of Allen 165 FY2015 Budget
TOTAL EXPENSES $ 6,193,414 $ 6,598,257 $ 6,601,441 $ 6,580,657
MACHINERY AND EQUIPMENT
14 Foot Dump Trailer
OPERATING TRANSFERS OUT
Risk Management Administrative Costs
General Fund
Water & Sewer Fund
Debt Service
General Fund PC Lease
TOTAL
CAPITAL PROJECTS TRANSFERS OUT
Alley Repairs
TOTAL
2013-2014 2014-2015
AMENDED BUDGET
-
7,000
$ - $ 7,000
3,677
2012-2013
2013-2014
2013-2014
2014-2015
38,249
ACTUAL
BUDGET
AMENDED
BUDGET
Vehicle & Equipment Replacement
192,142
23,061
23,061
24,134
General Supplies
1,708
2,700
2,700
2,750
Medical & Chemical Supply
1,184
1,200
1,200
1,225
Small Tools & Minor Equipment
2,058
2,177
5,000
2,200
Vehicle Maintenance
2,353
1,530
1,530
1,750
Equipment Maintenance
-
230
230
230
Radio Maintenance
-
155
150
175
Professional Services
237,115
281,000
458,515
291,000
Sanitation Services
2,378,091
2,425,998
2,428,980
2,445,998
Recycling
12,095
11,000
12,535
13,000
Solid Waste-NTMWD
1,971,965
2,374,876
2,216,871
2,184,570
Composting Expenses
121,814
135,000
135,000
135,000
Bad Debt Expense
10,490
14,500
10,500
10,500
Post -Employment Funding Expense
2,700
1,751
1,751
1,863
Illegal Dumping
500
1,500
1,500
1,500
Household Hazardous Waste
53,803
58,244
54,000
59,060
Beautification
26,503
28,883
28,883
29,460
Operating Transfer Out
404,528
420,405
445,048
437,526
Capital Projects Transfer Out
300,000
300,000
264,315
400,000
SUBTOTAL $
5,755,232
$ 6,129,170 $
6,136,729 $
6,087,263
CAPITAL OUTLAY
Machinery & Equipment
-
-
-
7,000
$
-
$ - $
- $
7,000
TOTAL EXPENSES $ 6,193,414 $ 6,598,257 $ 6,601,441 $ 6,580,657
MACHINERY AND EQUIPMENT
14 Foot Dump Trailer
OPERATING TRANSFERS OUT
Risk Management Administrative Costs
General Fund
Water & Sewer Fund
Debt Service
General Fund PC Lease
TOTAL
CAPITAL PROJECTS TRANSFERS OUT
Alley Repairs
TOTAL
2013-2014 2014-2015
AMENDED BUDGET
-
7,000
$ - $ 7,000
3,677
4,235
156,561
143,607
33,375
38,249
250,000
250,000
1,435
1,435
$ 445,048 $
437,526
264,315 400,000
$ 264,315 $ 400,000
City of Allen 166 FY2015 Budget
CITY OF ALLEN
DRAINAGE FUND
REVENUES AND EXPENSES BY FUNCTION
FISCAL YEAR 2014 - 2015
2012-2013 2013-2014 2013-2014 2014-2015
REVENUES ACTUAL BUDGET AMENDED BUDGET
Operating Revenues
2012-2013
2013-2014
2013-2014
Inspection Fees
53,109
20,000
20,000
20,000
Drainage Fees
1,299,562
1,350,000
1,350,000
1,377,000
TOTAL OPERATING REVENUES $
1,352,671 $
1,370,000 $
1,370,000 $
1,397,000
Non -Operating Revenues
1,519,295
1,559,557
Capital Improvement Projects
Interest
965
4,500
2,300
2,300
Other Reimbursements
2,520
-
2,000
1,500
TOTAL NON-OPERATING REVENUES $
3,485 $
4,500 $
4,300 $
3,800
TOTAL REVENUES $
$ 1,659,557
FUND BALANCE PROJECTIONS
1,356,156 $
1,374,500 $
1,374,300 $
1,400,800
City of Allen 167 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
EXPENSES
ACTUAL
BUDGET
AMENDED
BUDGET
Public Works:
Drainage Operating Expenses
1,350,745
1,514,363
1,519,295
1,559,557
Capital Improvement Projects
153,992
-
-
100,000
TOTAL PUBLIC WORKS
$ 1,504,737
$ 1,514,363
$
1,519,295
$ 1,659,557
TOTAL EXPENSES
$ 1,504,737
$ 1,514,363
$
1,519,295
$ 1,659,557
FUND BALANCE PROJECTIONS
PROJECTED WORKING CAPITAL 10/1
$
859,220
$ 714,225
TOTAL PROJECTED REVENUES
1,374,300
1,400,800
TOTAL PROJECTED EXPENSES
(1,519,295)
(1,659,557)
PROJECTED WORKING CAPITAL 9/30
$
714,225
$ 455,468
City of Allen 167 FY2015 Budget
11111-91 40
4
Drainage Inspector
1
Maintenance
Worker
1
DRAINAGE
DIVISION 210-0000
Director
Assistant Director
Foreman
Streets/Drainage
Crew Leader
1
Equipment Operator
1
Maintenance Worker
3
City of Allen 169 FY2015 Budget
The Drainage crew maintains drainage inlets, storm sewers, open drainage channels and ditches to assure they
remain free of vegetation and hazardous wastes. Sedimentation must be controlled and channels should carry
water runoff flow as designed.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy 6. Work with partners to protect and conserve natural resources
• No homes or businesses were flooded during the year
• 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 Gradall purchased in 2004
• Implemented 7th year tasks in the City's TPDES permit
• Continued the 5th year of Drainage Technician; Inspection and verifying outfall structures and dry
weather inspections utilizing GIS data collector as required in the City's TPDES Permit
• Worked with Engineering and Consultant to develop next 5 year plan to meet TPDES Permit
requirements
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy 6. Work with partners to protect and conserve natural resources
• Inspect and clear all storm sewer inlets after major storm events
• Implement 3rd year tasks in the City's next 5 year TPDES permit
• Continue installation of curb inlet markers in support of the storm drain marking program
• Maintain drainage structures or channels to prevent flooding
• Continue to ensure the drainage system is clear of debris: Drainage Maintenance - $100,000; Contract
mowing of greenbelts - $85,000; Contract street sweeping - $130,000
• Continue funding for Phase II NPDES professional services contract - $21,000
• Continue funding of costs of NPDES Storm Water Management Best Practices Manual from COG -
$9,500 and share of COG Storm Water Management Program - $5,400
• Continue to rapidly respond to citizens calls and concerns related to drainage and storm water
City of Allen 170 FY2015 Budget
* This position is under the supervision of Engineering.
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Personnel Services
427,106
486,654
485,586
492,704
Operations
923,639
1,009,609
1,015,609
1,043,353
Capital
153,992
18,100
18,100
123,500
DEPARTMENT TOTAL $
1,504,737
$ 1,514,363 $
1,519,295
$ 1,659,557
TM RS
iii i i � i
uuu uuu uu ii uu ui ui ri i uuu u i i iu m u ui ui iu »» um u m
i f� f fi f f
f l I 1
! J 1 1
J ! 1 !
J l J
I r
i
iullluumlulifoifumi✓Iummilliulimlluliuffi000f000���oumilluuufffuiifodlm ulllud(uliulllllulhilu(((�ullllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll�
41,292
r
43,093
2012-2013
2013-2014
2013-2014
2014-2015
10,348
ACTUAL
BUDGET
AMENDED
BUDGET
FULLTIME
Dental Insurance
4,846
6,354
5,804
Crew Leader
1
1
1
1
Drainage Inspector
1
1
1
1
Construction Inspector *
1
1
1
1
Equipment Operator
1
1
1
1
Maintenance Worker
3
4
4
4
TOTAL FULL TIME
7
8
8
8
* This position is under the supervision of Engineering.
City of Allen 171 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
266,228
291,761
285,749
304,288
Longevity
3,780
3,184
3,184
3,520
Overtime
11,705
11,700
24,600
11,700
FICA
19,743
21,462
21,235
21,436
TM RS
39,383
41,292
42,589
43,093
Worker's Compensation
5,705
5,019
5,424
10,348
Health Insurance
74,925
104,922
96,167
92,042
Dental Insurance
4,846
6,354
5,804
5,477
Long -Term Disability
407
466
404
394
Life Insurance
276
317
305
288
Flexible Spending
108
177
125
118
SUBTOTAL $ 427,106
$ 486,654 $
485,586
$ 492,704
OPERATING EXPENSES
Training & Travel
-
1,600
1,600
1,600
Clothing & Uniforms
2,614
6,467
6,467
6,590
Telephone
162
100
100
100
Insurance
5,037
5,405
5,405
5,792
Postage & Freight
142
1,500
1,500
1,500
Printing & Reproduction
1,336
1,500
1,500
1,500
Advertising
-
1,500
1,500
1,500
Rentals
990
6,000
6,000
6,000
City of Allen 171 FY2015 Budget
TOTAL EXPENSES $ 1,504,737 $ 1,514,363 $ 1,519,295 $ 1,659,557
iuu a uuu r»»»»i uu iu uuuu muum uuui m iii i»»»ri » » »iiuuuu
� r
I 1 U 1 1
I
I
I I I
1,
1
I � 1
Jt r�
�
IuuuflillllhulViiif�rul���oiidffflmliumlllllmmVdfloilViiif 000ifiu�lloilum�i000�lffi000lulliiiim�lluffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffi
2014-2015
MACHINERY & EQUIPMENT BUDGET
5.5 Cubic Yard Sand Spreader 13,000
Skag Mower 10,500
TOTAL CAPITAL $ 23,500
OPERATING TRANSFERS OUT
Risk Management Administrative Costs
General Fund
Debt Service
TOTAL
CAPITAL PROJECTS TRANSFER OUT
Street and Alley Related Drainage Projects
TOTAL
2013-2014 2014-2015
AMENDED BUDGET
4,290 5,213
227,411 251,065
250,000 250,000
$ 481,701 $ 506,278
2013-2014 2014-2015
AMENDED BUDGET
100,000
$ - $ 100,000
City of Allen 172 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
Fuel
17,520
16,500
16,500
17,000
Oil & Lubricants
-
500
500
500
Vehicle & Equipment Replacement
85,207
34,993
34,993
43,375
General Supplies
265
500
500
525
Medical & Chemical Supply
12,704
15,000
15,000
15,000
Agriculture Supplies
-
4,000
4,000
4,000
Small Tools & Minor Equipment
23,013
9,000
15,000
8,000
Vehicle Maintenance
5,936
10,000
10,000
10,200
Equipment Maintenance
4,436
15,000
15,000
15,300
Radio Maintenance
-
400
400
400
Street Sweeping Maintenance
100,595
130,000
130,000
130,000
Drainage System Maintenance
101,175
100,000
100,000
100,000
Professional Services
13,067
76,900
76,900
76,900
Bad Debt Expense
2,587
4,000
4,000
4,000
Post -Employment Funding Expense
3,150
2,043
2,043
2,293
Contract Mowing
58,911
85,000
85,000
85,000
Operating Transfer Out
484,792
481,701
481,701
506,278
SUBTOTAL $
923,639
$ 1,009,609 $
1,015,609
$ 1,043,353
CAPITAL OUTLAY
Machinery & Equipment
-
18,100
18,100
23,500
$
-
$ 18,100 $
18,100
$ 23,500
CAPITAL TRANSFERS
Capital Projects Transfer Out
153,992
-
-
100,000
SUBTOTAL $
153,992
$ - $
-
$ 100,000
TOTAL EXPENSES $ 1,504,737 $ 1,514,363 $ 1,519,295 $ 1,659,557
iuu a uuu r»»»»i uu iu uuuu muum uuui m iii i»»»ri » » »iiuuuu
� r
I 1 U 1 1
I
I
I I I
1,
1
I � 1
Jt r�
�
IuuuflillllhulViiif�rul���oiidffflmliumlllllmmVdfloilViiif 000ifiu�lloilum�i000�lffi000lulliiiim�lluffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffi
2014-2015
MACHINERY & EQUIPMENT BUDGET
5.5 Cubic Yard Sand Spreader 13,000
Skag Mower 10,500
TOTAL CAPITAL $ 23,500
OPERATING TRANSFERS OUT
Risk Management Administrative Costs
General Fund
Debt Service
TOTAL
CAPITAL PROJECTS TRANSFER OUT
Street and Alley Related Drainage Projects
TOTAL
2013-2014 2014-2015
AMENDED BUDGET
4,290 5,213
227,411 251,065
250,000 250,000
$ 481,701 $ 506,278
2013-2014 2014-2015
AMENDED BUDGET
100,000
$ - $ 100,000
City of Allen 172 FY2015 Budget
CITY OF ALLEN
GOLF COURSE FUND
REVENUES AND EXPENSES BY FUNCTION
FISCAL YEAR 2014 - 2015
2012-2013 2013-2014 2013-2014 2014-2015
REVENUES ACTUAL BUDGET AMENDED BUDGET
Operating Revenues
2012-2013
2013-2014
2013-2014
2014-2015
EXPENSES
ACTUAL
Facility Rentals
7,850
14,400
Personnel Services
3,500
1,255,068
14,400
Retail Store
79,007
Operations
135,000
1,263,980
129,634
1,503,412
156,650
Concession Sales
Depreciation
299,862
111,245
301,500
113,587
386,649
116,578
433,800
Fees
$ 2,630,293
1,537,573
2,942,529
2,152,395
3,368,626
2,144,221
FUND BALANCE PROJECTIONS
2,405,750
TOTAL OPERATING REVENUES
$
1,924,292
$
2,603,295
$
2,664,004
$
3,010,600
Non -Operating Revenues
TOTAL PROJECTED REVENUES
2,778,830
3,337,178
TOTAL PROJECTED EXPENSES
Interest on Investments
(988)
(2,942,529)
-
(3,368,626)
-
-
Reimbursements and Contributions
41,238
13,138
9,790
-
1,239
-
Operating Transfer In
633,815
27,000
113,587
326,578
TOTAL NON-OPERATING REVENUES
$
645,965
$
27,000
$
114,826
$
326,578
TOTAL REVENUES
$
2,570,257
$
2,630,295
$
2,778,830
$
3,337,178
City of Allen 173 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
EXPENSES
ACTUAL
BUDGET
AMENDED
BUDGET
Personnel Services
1,318,196
1,255,068
1,325,530
1,501,813
Operations
1,086,717
1,263,980
1,503,412
1,750,235
Depreciation
68,212
111,245
113,587
116,578
TOTAL EXPENSES
$ 2,473,125
$ 2,630,293
$
2,942,529
$
3,368,626
FUND BALANCE PROJECTIONS
PROJECTED WORKING CAPITAL 10/1
$
204,937
$
41,238
TOTAL PROJECTED REVENUES
2,778,830
3,337,178
TOTAL PROJECTED EXPENSES
(2,942,529)
(3,368,626)
PROJECTED WORKING CAPITAL 9/30
$
41,238
$
9,790
City of Allen 173 FY2015 Budget
11111-91 40
4
GOLF COURSE
DIVISION 225-8610
Director
Assistant Director
Golf Services Manager
1
Administrative Assistant
1
Golf Superintendent Lead Golf Specialist Food/Beverage Supervisor
1 11 1 1 1 11 1
Asst. Golf Golf Specialist Lead Food/Beverage
Superi 1tendent 2.5 Specialist
Food/Beverage
Chemical Technician Golf Attendant Specialist
1 2.88 .9
Seasonal Golf Temp-Food/Beverage
Irrigation Technician Specialist
1 Attendant 24
75
Maintenance Worker Range Attendant
8 1.5
Seasonal Maint. Worker Recreation Spec 1
.96 .5
Park Maintenance Tech
1
City of Allen 175 FY2015 Budget
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 multi-year
renovation to improve playability as well as course and homeowner safety. Newly rechristened
the facility reopened in January of 2013 with the redesigned 18 -hole course and driving range. The newly renamed
received a minor remodel, including the addition of three large 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.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy 2. Create recreational partnerships
• Hosted Tournaments and Special Events including the Texas Golf Association North Amateur Championship, Taylor
Made Adidas AJGA Tournament, NTPGA Assistants Championship, PGA Drive/Chip/Putt competition and numerous
Northern Texas PGA junior tournaments and golf camps.
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
• Dallas Morning News ranked the Courses at Watters Creek as the 17th best mid -priced golf facility in DFW. TCWC
was unranked the previous year.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy 2. Create recreational partnerships
• Coordinate golf activities through the Northern Texas PGA, First Tee, Texas Golf Association, and the PGA of
America to promote the game of golf for everyone.
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation.
• Promote and market the new golf facility as setting the standard in the overall golf experience including a quality
product, outstanding practice facilities, and best maintenance practices.
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 deliver the REAL service philosophy on a daily basis. Provide ongoing training to new and existing staff
members to reinforce our standard of delivering the REAL customer service experience.
• Continue to maintain an open line of communication with homeowners.
Continue staff training in golf operations, golf course maintenance, F&B Services and Administration to ensure
product and operational excellence.
City of Allen 176 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
1
1
1
Personnel Services 1,318,196
1,255,068
1,325,530
1,501,813
Operations 1,086,717
1,263,980
1,503,412
1,750,235
DEPARTMENT TOTAL $ 2,404,913 $
2,519,048
$ 2,828,942
$ 3,252,048
FULLTIME
Golf Services Manager/Head Golf Pro
Golf Specialist - Lead
Golf Specialist
Superintendent
Assistant Superintendent
Chemical Technician
Irrigation Technician
Maintenance Worker
Parks Maintenance Technician
Administrative Assistant
Golf Attendant
Food & Beverage Supervisor
Lead Food & Beverage Specialist
TOTAL FULL TIME
PART TIME
Golf Specialist
Golf Attendant
Range Attendant
Food & Beverage Specialist
Recreation Specialist I
Maintenance Worker
TOTAL PART TIME
TEMPORARY
Maintenance Worker
Golf Attendant
Food & Beverage Specialist
TOTAL TEMPORARY
PERSONNEL SERVICES
Salaries
Longevity
Overtime
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
1
1
1
1
1
1
1
1
2
2
2
2
1
1
1
1
1
1
1
1
1
1
1
1
0
0
0
1
8
8
8
8
1
1
1
1
1
1
1
1
0
0
0
1
1
1
1
1
1
1
2
2
19
19
20
22
0.50
0.50
0.50
0.50
2.88
2.78
2.78
1.88
1.50
1.50
1.50
1.50
1.80
1.80
0.90
0.90
0.50
0.50
0.50
0.50
4.41
4.41
4.41
4.41
11.59
11.49
10.59
9.69
0.96
0.96
0.96
0.96
0.75
0.75
0.75
0.75
0.24
0.24
0.24
0.24
1.95
1.95
1.95
1.95
puuiiouuu»»»»u»»iuup�»iiuuui»iai u»»uuly»»i»»»»uu��»iii
iuuulu(luuulllliuuu�mlmlluu�oumllfffiumlfflmm���hiidffflmlullmmllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
785,107
833,260
855,557
989,207
4,152
4,632
4,484
5,670
163,992
26,750
61,484
54,570
City of Allen 177 FY2015 Budget
Depreciation $ 68,212 $ 111,245 $ 113,587 $ 116,578
TOTAL EXPENSES $ 2,473,125 $ 2,630,293 $ 2,942,529 $ 3,368,626
NO CAPITAL ITEMS
City of Allen 178 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
FICA
72,661
67,373
65,265
70,912
TMRS
119,680
107,119
115,014
122,037
Worker's Compensation
8,330
6,536
6,529
14,430
Health Insurance
151,543
192,827
200,658
227,553
Dental Insurance
11,081
14,670
14,678
15,334
Long-term Disability
941
1,049
1,024
1,116
Life Insurance
650
734
771
807
Flexible Benefit Expense
59
118
66
177
SUBTOTAL $
1,318,196 $
1,255,068
$ 1,325,530
$ 1,501,813
OPERATING EXPENSES
Training & Travel
1,287
3,500
2,992
7,380
Dues & Subscriptions
8,555
6,826
6,495
9,701
Clothing & Uniforms
10,197
12,668
14,200
18,839
Electricity
100,253
120,000
120,000
120,000
Telephone
6,444
4,200
6,000
6,000
Water
59,095
92,452
98,502
103,850
Postage & Freight
73
77
77
77
Printing & Reproduction
1,727
2,000
1,927
3,825
Advertising
2,714
4,080
4,080
4,162
Rentals and Leasing
703
700
700
2,400
Retail Store
3,756
-
95,153
112,788
Concession Expenses
181,061
165,115
108,000
108,450
Fuel
37,366
30,274
30,274
38,000
Lease Expenses
96,247
232,104
233,215
243,700
General Supplies
8,472
7,815
10,001
9,315
Janitorial Supplies
815
-
-
-
Agriculture Supplies
130,048
100,000
110,000
102,000
Small Tools & Minor Equipment
8,874
26,000
25,966
33,900
Liquor Supply Expenses
62,560
40,950
64,068
75,915
Liquor State Tax Expense
18,739
20,475
23,144
30,366
Building Maintenance
28,944
16,599
16,746
16,931
Equipment Maintenance
29,886
27,000
27,000
29,000
Ground Sprinkler System
6,154
6,800
6,800
6,936
Landscape & Forestry
3,161
10,000
10,000
17,000
Professional Services
214,952
279,855
433,732
590,403
Copier Service
-
150
-
-
Credit Card Costs
49,299
45,000
45,000
50,000
Post -Employment Funding Expense
15,335
9,340
9,340
9,297
SUBTOTAL $
1,086,717 $
1,263,980
$ 1,503,412
$ 1,750,235
Depreciation $ 68,212 $ 111,245 $ 113,587 $ 116,578
TOTAL EXPENSES $ 2,473,125 $ 2,630,293 $ 2,942,529 $ 3,368,626
NO CAPITAL ITEMS
City of Allen 178 FY2015 Budget
RATL1►1vJv
Operating Revenues
State Forfeiture
Federal Forfeiture -Justice Funds
TOTAL OPERATING REVENUES
CITY OF ALLEN
ASSET FORFEITURE FUND
REVENUE AND EXPENDITURE SUMMARY
FISCAL YEAR 2014 - 2015
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
53,976 50,000 50,000 65,000
146,369 100,000 100,000 250,000
$ 200,345 $ 150,000 $ 150,000 $ 315,000
Non -Operating Revenues
Interest 261 100 350 350
Auction Revenue 6,938 - - -
TOTAL NON-OPERATING REVENUES $ 7,199 $ 100 $ 350 $ 350
TOTAL REVENUES $ 207,544 $ 150,100 $ 150,350 $ 315,350
2012-2013
2013-2014
2013-2014
2014-2015
EXPENDITURES
ACTUAL
BUDGET
AMENDED
BUDGET
Public Safety
97,593
141,514
108,754
335,720
Capital Outlay
57,620
-
51,785
-
TOTAL PUBLIC SAFETY
$ 155,213
$ 141,514
$
160,539
$ 335,720
TOTAL EXPENSES
$ 155,213
$ 141,514
$
160,539
$ 335,720
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
$
148,020
$ 137,831
TOTAL PROJECTED REVENUES
150,350
315,350
TOTAL PROJECTED EXPENDITURES
(160,539)
(335,720)
PROJECTED FUND BALANCE 9/30
$
137,831
$ 117,461
City of Allen
179
FY2015 Budget
ASSET FORFEITURE
DIVISION 508-0000
No Personnel in this Department
City of Allen 180 FY2015 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.
City of Allen
181
FY2015 Budget
CLASSIFICATION
Operations
Professional Services
Capital
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
97,593 135,700 108,754 335,720
57,620 - 51,785 -
DEPARTMENT TOTAL $ 155,213 $ 135,700 $ 160,539 $ 335,720
OPERATING EXPENDITURES
Interest Expense
2012-2013 2013-2014 2013-2014
ACTUAL BUDGET AMENDED
SUBTOTAL $ - $ - $
PROFESSIONAL SERVICES
State Forfeiture/Seizure Expense
Federal Forfeiture Exp -Justice _
SUBTOTAL $
CAPITAL OUTLAY
28,371 45,700
69,222 90,000
97,593 $ 135,700 $
2014-2015
BUDGET
21,347 74,600
87,407 261,120
108,754 $ 335,720
Vehicles 17,500 - - -
Machinery & Equipment - - 51,785 -
Federal Capital Expense -Justice 40,120 - - -
SUBTOTAL $ 57,620 $ - $ 51,785 $ -
TOTAL EXPENSES $ 155,213 $ 135,700 $ 160,539 $ 335,720
FEDERAL CAPITAL EXPENSE -JUSTICE
INTOXILIZER
ANNEX SECURITY SYSTEM
TOTAL CAPITAL
STATE FORFEITURE CAPITAL
VISUAL PRO LICENSE PLATE READER
TOTAL CAPITAL
2013-2014 2014-201S
AMENDED BUDGET
12,000 -
11,625 -
$ 23,625 $ -
28,160 -
$ 28,160 $ -
City of Allen 182 FY2015 Budget
CITY OF ALLEN
HOTEL OCCUPANCY TAX FUND
REVENUES AND EXPENDITURES BY FUNCTION
FISCAL YEAR 2014 - 2015
TOTAL REVENUES $ 1,364,821
2012-2013
2013-2014
2013-2014
2014-2015
REVENUES
ACTUAL
BUDGET
AMENDED
BUDGET
Operating Revenues
BUDGET
Hotel Occupancy Tax
1,350,286
1,246,416
1,431,401
1,553,429
TOTAL OPERATING REVENUES $
1,350,286
$ 1,246,416
$ 1,431,401
$ 1,553,429
Non -Operating Revenues
Interest
12,977
15,000
10,500
10,500
Other Reimbursements
1,558
-
-
-
TOTAL NON-OPERATING REVENUES $
14,535
$ 15,000
$ 10,500
$ 10,500
TOTAL REVENUES $ 1,364,821
$ 1,261,416
$ 1,441,901
$ 1,563,929
2012-2013
2013-2014
2013-2014
2014-2015
EXPENDITURES ACTUAL
BUDGET
AMENDED
BUDGET
Culture & Recreation
Grants 278,959 452,570 521,427 415,570
Convention and Visitors Bureau 571,511 799,538 714,661 836,570
TOTAL EXPENDITURES $ 850,470 $ 1,252,108 $ 1,236,088 $ 1,252,140
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENDITURES
PROJECTED FUND BALANCE 9/30
$ 2,808,030 $ 3,013,843
1,441,901 1,563,929
(1,236,088) (1,252,140)
$ 3,013,843 $ 3,325,632
City of Allen 183 FY2015 Budget
11111-91 40
4
HOTEL OCCUPANCY TAX FUND
DIVISION 506-0000
City Manager
Assistant City Manager 11 11 Parks & Recreation Director
V
V
CVB Director
1
CVB Specialist
1
CVB Sales and
Services Specialist
1
City of Allen 185 FY2015 Budget
The Hotel Occupancy Tax Fund collects funds from a 7% tax on hotel rooms rented in the city of Allen. These funds are
used to support various projects that enhance and promote tourism, the arts, and the convention/hotel industry in the city
of Allen, as allowed by state law.
Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation
Strategy 10. Emphasize marketing efforts to communicate Allen's identity
• Continued to work with our destination partners on key projects to successfully sell Allen as a destination to attract
and retain meetings/conventions and sporting tournaments
• Completed 3rd successful year utilizing Allen's CVB Brand to promote shopping, entertainment, meetings,
conventions and sports tournaments. Results include the following: more than 41 million display impressions and
over 32,000 click-thrus for the online marketing campaign; online search marketing campaign resulted in approx.
310,000 impressions and 8,235 click-thrus; and, VisitAllenTexas.com received over 43,000 total views.
• Referred over 1,000 hotel room leads to Allen hotels via VisitAllenTexas.com through our online booking tool
• Continued the NorthTexasShopping.com partnership with Frisco, McKinney, and Plano; website total views were
approx. 42,000 with city click through for Allen 2,967, Frisco 3,350, McKinney 2,734 and Plano 1,820.
• Visitors Guide — distributed 8,000 copies of the visitors guide May 1, 2013 to April 30, 2014
• Maintained and increase awareness of Allen with Texas Travel Centers
• Hosted a large customer event during the Boston and The Doobie Brothers Concert to encourage meeting planners
to locate their meetings and conferences in Allen.
• Provided hospitality, transportation, and hotel support to the Lone Star Conference Championships
• Hotel Occupancy Tax Grant assisted the following organizations: Allen Civic Ballet, Allen Philharmonic Symphony,
Allen Arts Alliance, Connemara Conservancy Allen Chamber of Commerce, Allen Heritage Guild, Friends of the
Library's Jazz and Blues Festival.
• Continued Partnerships with the Tom Thumb Texas Stampede, the Lone Star Conference Basketball Championships
and National Collegiate Wrestling.
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
• Continue year 4 of contract with advertising agency (Latitude) and follow marketing plan as recommended by
Latitude which includes a heavy online campaign and some print ads
• Target sports tournaments based on direct sales efforts
• Increase participation in National Tourism Week in May; engage residents and visitors to help promote Allen as a
destination through photo/video contest during, host a customer and partner event.
• Increase video library footage of event activity and personal feedback from visitors and planners
• Utilize Facebook, Twitter, and Pinterest in engaging ways
• Increase direct selling activity by attending tradeshows, and host more customers events by working with our
destination partners on key projects to successfully sell Allen as a destination to attract and retain
meetings/conventions and sporting tournaments
• Host bi-monthly or quarterly Tourism Partners meetings to maintain and expand relationships while continuing to
increase the CVB Brand awareness and engage partner participation and support
• Continue Hotel Occupancy Tax Grants to assist in funding (same as FY 2014)
City of Allen 186 FY2015 Budget
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
CLASSIFICATION
Operations 278,959 452,570 521,427 415,570
DEPARTMENT TOTAL $ 278,959 $ 452,570 $ 521,427 $ 415,570
NO CAPITAL ITEMS
OPERATING TRANSFERS OUT
General Fund:
City Marketing Specialist
Reimbursement for LSC
Reimbursement for NCWA
2013-2014 2014-2015
AMENDED BUDGET
25,000 25,000
30,007 -
38,850 -
TOTAL $ 93,857 $ 25,000
City of Allen 187 FY2015 Budget
2012-2013
2013-2014
2013 - 2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENDITURES
Advertising
270
270
270
270
Community Events P&R
96,722
120,000
120,000
60,000
Allen Civic Ballet
10,000
10,000
10,000
10,000
Allen Community Theatre
-
2,200
2,200
2,200
Allen Chamber of Commerce
1,000
1,600
1,600
1,600
Allen Heritage Guild
-
2,500
2,500
2,500
Philharmonic Symphony
26,500
26,500
26,500
30,000
Connemara Conservancy
3,000
3,000
3,000
3,000
Friends of the Library
4,812
5,000
5,000
5,000
Allen Arts Alliance
2,000
2,000
2,000
4,000
Texas Stampede
50,000
42,500
42,500
-
Lone Star Basketball Conference
35,000
35,000
35,000
35,000
Hotel Incentives
24,655
-
-
-
Legal Expenses
-
2,000
2,000
2,000
Event Center Marketing and Advertising
-
175,000
175,000
235,000
Operating Transfer Out
25,000
25,000
93,857
25,000
TOTAL EXPENDITURE $
278,959
$ 452,570
$ 521,427
$ 415,570
NO CAPITAL ITEMS
OPERATING TRANSFERS OUT
General Fund:
City Marketing Specialist
Reimbursement for LSC
Reimbursement for NCWA
2013-2014 2014-2015
AMENDED BUDGET
25,000 25,000
30,007 -
38,850 -
TOTAL $ 93,857 $ 25,000
City of Allen 187 FY2015 Budget
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
CLASSIFICATION
Personnel Services 158,111 234,209 224,342 255,030
Operations 413,400 565,329 490,319 581,540
DEPARTMENT TOTAL $ 571,511 $ 799,538 $ 714,661 $ 836,570
OPERATING EXPENSES
2012-2013
2013-2014
2013-2014
2014-2015
Training & Travel
ACTUAL
BUDGET
AMENDED
BUDGET
FULLTIME
7,912
4,365
4,227
5,600
CVB Director
0
0
1
1
CVB Sales Manager
0
0
1
1
Tourism Manager
1
1
0
0
CVB Specialist
1
2
1
1
Meetings & Receptions
TOTAL FULL TIME 2
3
3
3
General Supplies
1 1 1
1 I 1
l 1
r + � 1 1
r r IIlIei �� , �ffffff���� 1���� ��tttffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffff
ium�i(foiiud��uuuVllmffiumifffmlVillmi,ffriolloGooifffffiooi,l'(liooi�ffhio(((doio�fiooilllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll�
3,355
1,855
3,500
2012-2013
2013-2014
2013-2014
2014-2015
272,300
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Post -Employment Funding Expense
450
875
875
Salaries
110,818
155,744
156,719
179,369
Longevity
168
216
316
412
Overtime
419
2,249
1,648
2,294
FICA
7,927
11,402
11,302
12,764
TMRS
15,561
21,834
22,032
25,169
Worker's Compensation
123
165
131
306
Health Insurance
21,292
39,555
29,610
31,913
Dental Insurance
1,394
2,410
2,046
2,190
Long-term Disability
173
274
226
253
Life Insurance
118
183
169
184
Flexible Spending
118
177
143
176
SUBTOTAL $ 158,111
$ 234,209
$ 224,342
$ 255,030
OPERATING EXPENSES
Training & Travel
4,048
3,000
3,000
2,500
Dues & Subscriptions
7,912
4,365
4,227
5,600
Postage & Freight
1,486
2,776
5,754
5,000
Printing & Reproduction
8,444
26,520
8,276
15,385
Advertising
18,850
50,905
46,316
62,415
Special Activities
52,295
150,000
72,143
150,000
Meetings & Receptions
14,755
10,000
12,850
19,700
General Supplies
1,874
3,355
1,855
3,500
Professional Services
233,850
247,233
285,933
272,300
Marketing Expenses
69,436
66,300
49,090
44,280
Post -Employment Funding Expense
450
875
875
860
SUBTOTAL $
413,400 $
565,329 $
490,319 $
581,540
TOTAL EXPENDITURE $
571,511 $
799,538 $
714,661 $
836,570
City of Allen 188 FY2015 Budget
NO CAPITAL ITEMS
City of Allen 189 FY2015 Budget
11111-91 40
4
RATL1►11JV
Operating Revenues
Planning
Police Grants
Park & Recreation Grants
Library Grants
Fire Grants
Fire Grants - ARRA Funds
TOTAL OPERATING REVENUES
CITY OF ALLEN
GRANT FUND / RECOVERY ACT GRANT FUND
REVENUES AND EXPENDITURES BY FUNCTION
FISCAL YEAR 2014 - 2015
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
248,692
283,670
508,601
595,223
63,163
74,006
91,438
13,500
73,769
178,502
-
179,101
51,610
76,487
76,979
45,210
34
-
779
1,000
240,416
-
-
-
$ 677,683
$ 612,665
$ 677,797
$ 834,034
Non -Operating Revenues
Interest on Investments
310 1,500
1,500
1,500
Contributions/Sponsorhips
215,000 -
-
215,000
Other Reimbursements
- -
7,200
10,800
Operating Transfer In
46,509 40,225
44,458
5,000
TOTAL NON-OPERATING REVENUES $
261,819 $ 41,725 $
53,158 $
232,300
EXPENDITURES
Grants
TOTAL REVENUES $ 939,502 $ 654,390 $ 730,955 $ 1,066,334
2012-2013
ACTUAL
717,940
2013-2014
BUDGET
668,223
2013-2014
AMENDED
950,556
2014-2015
BUDGET
1,038,974
TOTAL EXPENDITURES $ 717,940 $ 668,223 $ 950,556 $ 1,038,974
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENDITURES
PROJECTED FUND BALANCE 9/30
$ 588,649 $ 369,048
730,955 1,066,334
(950,556) (1,038,974)
$ 369,048 $ 396,408
City of Allen 191 FY2015 Budget
GRANT FUND
DIVISION 550-0000
No Personnel in this Department
City of Allen 192 FY2015 Budget
The Grant Fund and the Recovery Act Fund were created to track state and federal grants received and matching
funds committed. Grants are tracked by department within each of the funds. For purposes of staffing count,
all personnel are shown under their respective operating divisions.
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
• Selective Traffic Enforcement Program Grant — program through Texas Department of Transportation
allowing for the enforcement of traffic laws by targeting seat belt violations, DUI and violators of the
speed limit.
• Job Access/Reverse Commute Program (JARC)- first 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.
Goal 2. Cultivate reaional alliances and partnerships with aaencies and aovernmental units that affect Allen
• Selective Traffic Enforcement Program Grant — 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.
• Cottonwood Creek Hike & Bike Trail/Texas Parks and Wildlife Department Grant — pursue funding from
the Texas Department of Parks and Wildlife to help with the construction of the recreational
Cottonwood Hike and Bike trail. 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.
• 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.
• Job Access/Reverse Commute Program (JARC)- second 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 193 FY2015 Budget
POLICE DEPARTMENT
TCLEOSE Training Grant
2012-2013
2013-2014
2013-2014
2014-2015
STEP Overtime Grant
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
5,079
-
15,300
-
Planning
248,692
283,670
730,801
701,023
Police
103,419
117,731
141,996
112,148
Park & Recreation
73,770
178,502
-
179,101
Library
51,610
88,320
76,980
45,702
Fire
240,450
-
779
1,000
Event Center Recycling
DEPARTMENT TOTAL $ 717,940
$ 668,223
$ 950,556
$ 1,038,974
POLICE DEPARTMENT
TCLEOSE Training Grant
2012-2013
2013-2014
2013-2014
2014-2015
STEP Overtime Grant
ACTUAL
BUDGET
AMENDED
BUDGET
PLANNING DEPARTMENT
5,079
-
15,300
-
Job Access/Reverse Commute Grant
-
-
430,000
430,000
Home Repair
206,495
231,670
253,801
219,023
Public Service Agencies
40,000
42,000
42,000
42,000
Administration
2,197
10,000
5,000
10,000
PARKS & RECREATION
SUBTOTAL $ 248,692
$ 283,670
$ 730,801
$ 701,023
POLICE DEPARTMENT
TCLEOSE Training Grant
178
3,500
15,000
11,608
STEP Overtime Grant
-
102,231
102,231
-
Click It or Ticket
5,079
-
15,300
-
Bulletproof Vest Partnership Grant
12,137
12,000
9,465
10,000
Family Violence Investigator
-
-
-
90,540
Child Abuse Investigator Grant
86,025
-
-
-
SUBTOTAL $
103,419 $
117,731 $
141,996 $
112,148
PARKS & RECREATION
Event Center Recycling
71,371
Cottonwood Creek -Texas Wildlife
2,399
178,502
-
179,101
SUBTOTAL $
73,770 $
178,502 $
- $
179,101
LIBRARY
Collin County Library Grant
46,686
88,320
76,980
45,702
Texas Reads
2,996
-
-
-
Texas Library Impact Grant
1,928
-
-
-
SUBTOTAL $
51,610 $
88,320 $
76,980 $
45,702
FIRE DEPARTMENT
LEOSE - - 779 1,000
Chempack Funds 34 - - -
Fire Station Grant - ARRA 240,416 - - -
SUBTOTAL $ 240,450 $ - $ 779 $ 1,000
TOTAL EXPENDITURES $ 717,940 $ 668,223 $ 950,556 $ 1,038,974
City of Allen 194 FY2015 Budget
CITY OF ALLEN
REPLACEMENT FUND
REVENUES AND EXPENSES BY FUNCTION
FISCAL YEAR 2014 - 2015
EXPENSES
Capital Outlay
Replacement
TOTAL REVENUES $ 3,129,340 $ 1,717,873 $ 1,718,388 $ 2,115,320
2012-2013
1,904,207
2013-2014
739,062
2013-2014
3,797,399
2014-2015
1,748,281
TOTAL EXPENDITURES $ 1,904,207 $ 739,062 $ 3,797,399 $ 1,748,281
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENSES
PROJECTED FUND BALANCE 9/30
$ 10,090,888 $
1,718,388
(3,797,399)
2012-2013
2013-2014
2013-2014
2014-2015
REVENUES
ACTUAL
BUDGET
AMENDED
BUDGET
Operating Revenues
General Fund
1,338,497
1,333,801
1,343,801
1,664,370
Water & Sewer
210,545
216,018
216,018
267,741
Solid Waste
20,497
23,061
23,061
24,134
Drainage
41,962
34,993
34,993
43,375
Technology
1,214,890
-
-
-
TOTAL OPERATING REVENUES $
2,826,391
$ 1,607,873
$ 1,617,873
$ 1,999,620
Non -Operating Revenues
Other Reimbursements
87,498
50,000
6,815
-
Interest
56,673
60,000
43,700
43,700
Auction Revenue
147,446
50,000
72,000
Operating Transfer In
11,332
-
-
-
TOTAL NON-OPERATING REVENUES $
302,949
$ 110,000
$ 100,515
$ 115,700
EXPENSES
Capital Outlay
Replacement
TOTAL REVENUES $ 3,129,340 $ 1,717,873 $ 1,718,388 $ 2,115,320
2012-2013
1,904,207
2013-2014
739,062
2013-2014
3,797,399
2014-2015
1,748,281
TOTAL EXPENDITURES $ 1,904,207 $ 739,062 $ 3,797,399 $ 1,748,281
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENSES
PROJECTED FUND BALANCE 9/30
$ 10,090,888 $
1,718,388
(3,797,399)
8,011,877
2,115,320
(1,748,281)
$ 8,011,877 $
8,378,916
City of Allen 195 FY2015 Budget
REPLACEMENT FUND
DIVISION 600-0000
No Personnel in this Department
City of Allen 196 FY2015 Budget
The Replacement Fund is administered by the Finance Department to collect replacement fees on vehicles,
technology, and equipment so the city is able to replace them in a timely manner on a cash basis.
Goal 6. Maintain operational excellence in City government services
Strategy 4. Ensure excellent fiscal management to maintain public trust
• Continued paying into this fund for vehicles, equipment, and technology items that are to be replaced in
the near future
Goal 6. Maintain operational excellence in City government services
Strategy 4. Ensure excellent fiscal management to maintain public trust
• Continue to ensure that revenues are adequate to facilitate future replacements
City of Allen
197
FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
193,456
Fire
461,445
Capital 1,904,207
739,062
3,997,399
1,748,281
DEPARTMENT TOTAL $ 1,904,207
$ 739,062
$ 3,997,399
$ 1,748,281
2012-2013 2013-2014 2013 - 2014 2014-2015
n-IAI AKA mrn -im-
CAPITAL OUTLAY
Technology
Replacements -All Departments 177,837 - 2,989,559 70,000
SUBTOTAL $ 177,837 $ - $ 2,989,559 $ 70,000
Vehicles & Eauioment
Police
459,191
219,400
437,900
306,975
Parks
351,415
233,960
233,960
193,456
Fire
461,445
26,000
26,000
312,000
Community Development
-
56,092
56,629
-
Public Works
206,208
155,035
155,035
702,650
Community Services
218,232
48,575
98,316
163,200
Finance
19,780
-
-
-
Engineering
10,099
-
-
-
SUBTOTAL $
1,726,370 $
739,062 $
1,007,840 $
1,678,281
TOTAL EXPENSES $ 1,904,207 $ 739,062 $ 3,997,399 $ 1,748,281
CAPITAL EXPENSES LIST
2014-201S
QUANTITY
BUDGET
EQUIPMENT
Parks
Equipment
2
80,938
Community Services
Equipment
1
38,500
Public Works
Equipment
3
547,150
SUBTOTAL
$
666,588
VEHICLES
Police
Vehicles
8
306,975
Parks
Vehicles
4
112,518
Fire
Vehicles
3
312,000
Public Works
Vehicles
5
155,500
Community Services
Vehicles
2
124,700
SUBTOTAL
$
1,011,693
TOTAL CAPITAL
$
1,678,281
City of Allen 198 FY2015 Budget
REVENUES
Operating Revenues
Charges for Self Insurance:
Employee
Employer
COBRA & Retiree Reimbursements
Worker's Compensation Charges
Other Insurance Charges
Other Reimbursements
Post Employment Funding
TOTAL OPERATING REVENUES
CITY OF ALLEN
RISK MANAGEMENT FUND
REVENUES AND EXPENSES BY FUNCTION
FISCAL YEAR 2014-2015
2012-2013 2013-2014
ACTUAL BUDGET
1,665,661
1,929,924
6,166,805
7,318,075
190,527
213,208
291,751
215,632
562,002
590,845
1,856,134
1,530,000
320,247
217,450
2013-2014 2014-2015
AMENDED BUDGET
1,929,924
2,018,328
7,318,075
7,645,411
227,800
227,800
222,381
455,712
590,845
590,845
1,510,249
1,505,000
217,450
217,450
$ 11,053,127 $ 12,015,134 $ 12,016,724 $ 12,660,546
Non -Operating Revenues
Interest 7,804 25,000 19,500 19,500
Operating Transfer In 323,537 454,314 454,314 489,844
TOTAL NON-OPERATING REVENUES $ 331,341 $ 479,314 $ 473,814 $ 509,344
TOTAL REVENUES $
11,384,468
$ 12,494,448
$ 12,490,538
$ 13,169,890
TOTAL PROJECTED REVENUES
2012-2013
2013-2014
2013-2014
2014-2015
EXPENSES
ACTUAL
BUDGET
AMENDED
BUDGET
General Government
$ 3,952,517 $
3,334,827 $
3,834,673 $
4,398,198
Administration
321,820
456,152
440,611
495,552
Health and Dental
8,690,749
10,091,372
10,586,745
10,506,726
Worker's Compensation
341,758
399,680
399,680
402,234
Other Insurance
521,077
590,846
590,846
611,853
Post Employment
767,024
1,085,873
590,500
590,000
TOTAL GENERAL GOVERNMENT $
10,642,428
$ 12,623,923
$ 12,608,382
$ 12,606,365
TOTAL EXPENSES $
10,642,428
$ 12,623,923
$ 12,608,382
$ 12,606,365
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
$ 3,210,477 $
3,464,302 $
3,952,517 $
3,834,673
TOTAL PROJECTED REVENUES
11,384,468
12,494,448
12,490,538
13,169,890
TOTAL PROJECTED EXPENSES
(10,642,428)
(12,623,923)
(12,608,382)
(12,606,365)
PROJECTED FUND BALANCE 9/30
$ 3,952,517 $
3,334,827 $
3,834,673 $
4,398,198
FUND BALANCE:
Health and Dental
$ 2,468,174 $
2,113,557 $
2,517,381 $
3,043,436
Worker's Compensation
599,984
387,805
427,685
486,163
Other Insurance
884,359
833,465
889,607
868,599
TOTAL FUND BALANCE:
$ 3,952,517 $
3,334,827 $
3,834,673 $
4,398,198
City of Allen 199 FY2015 Budget
11111-91 40
4
RISK MANAGEMENT
DIVISION 610-0000
Director
Benefits & Compensation Risk Administrator
Manager
11 11 1
Senior Human Resources
Analyst -Benefits Risk Specialist
Benefits Specialist
City of Allen 201 FY2015 Budget
The purpose of the Risk Management Fund is to effectively manage the city's insurance contracts, and to
recover costs in order to maintain adequate reserve for premiums and claims. The Risk Management Fund
includes the health and dental insurance benefits offered to city employees, as well as property, liability, and
worker's compensation insurance coverage. Contributions to the fund are comprised of charges to the operating
departments for the city's share of expenses, and payroll deductions for the employees' elected health and
supplemental coverage.
Goal 6. Maintain operational excellence in city government services
Strategy 2. Develop Human Resources programs to become the city that is the "Employer of Choice"
• Claims collections procedures recovered $184,658 in property and casualty losses
• 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 stop loss (aggregate and specific) insurance
• Revised medical plans to encourage fiscally responsible medical spending
• Monitored and implemented PPACA required changes
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 Extend participation to spouses
o Add incentive for preventative dental care
• Increase participation in the Employee Wellness Program through marketing and education
• Continue to monitor and implement PPACA required benefit changes
City of Allen 202 FY2015 Budget
CLASSIFICATION
Personnel Services
Operations
2012-2013
ACTUAL
237,050
10,405,378
2013-2014
BUDGET
323,804
12, 300,119
2013-2014
AMENDED
307,099
12,301,283
2014-2015
BUDGET
360,082
12,246,283
DEPARTMENT TOTAL $ 10,642,428 $ 12,623,923 $ 12,608,382 $ 12,606,365
FULLTIME
Risk Administrator
Risk Specialist
Human Resources Analyst
Senior Human Resources Analyst
Benefits Specialist
TOTAL FULL TIME
PERSONNEL SERVICES
Salaries
Longevity
Overtime
FICA
TM RS
Worker's Compensation
Health Insurance
Dental Insurance
Long -Term Disability
Life Insurance
Flexible Spending
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
1
1
1
1
1
1
1
1
1
0
0
0
0
1
1
1
0
1
1
1
3
4
4
4
34,474
58,088
43,592
48,235
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
164,937
214,571
213,072
252,511
280
376
480
472
-
250
1,475
1,475
11,354
15,861
15,012
17,669
23,064
30,092
29,764
35,417
177
215
168
430
34,474
58,088
43,592
48,235
2,193
3,508
2,812
3,067
242
364
311
356
167
244
240
274
162
235
173
176
SUBTOTAL $
OPERATING EXPENSES
Training/Travel/Mileage
Dues & Subscriptions
Printing & Reproduction
Fuel
Insurance
Release of Claims Exp
Immunizations
Risk Management Expenses
Workers Comp Premium
Post -Employment Funding Expense
237,050 $ 323,804 $ 307,099 $ 360,082
3,688
5,615
5,615
8,085
1,880
2,815
3,015
4,239
3,650
2,500
3,750
3,750
206
2,000
2,000
2,000
1,350,453
2,023,728
2,023,728
2,159,765
65,919
50,000
50,000
50,000
57,364
78,000
78,000
78,000
31,671
44,196
44,196
52,223
152,408
179,680
179,680
182,234
900
1,168
1,168
1,146
City of Allen 203 FY2015 Budget
TOTAL EXPENSES $ 10,642,428 $ 12,623,923 $ 12,608,382 $ 12,606,365
NO CAPITAL ITEMS
City of Allen 204 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
OPEB Trust Expense
325,000
220,000
220,000
220,000
Health & Dental Claims
8,159,541
9,364,167
9,364,167
9,160,591
Workers Comp Claims
189,350
220,000
220,000
220,000
General Supplies
1,472
1,000
714
1,000
Vehicle Maintenance
-
500
500
500
Professional Services
61,876
104,750
104,750
102,750
SUBTOTAL $ 10,405,378 $
12,300,119
$ 12,301,283 $
12,246,283
TOTAL EXPENSES $ 10,642,428 $ 12,623,923 $ 12,608,382 $ 12,606,365
NO CAPITAL ITEMS
City of Allen 204 FY2015 Budget
CITY OF ALLEN
ECONOMIC DEVELOPMENT CORPORATION FUND
REVENUES AND EXPENDITURES BY FUNCTION
FISCAL YEAR 2014 - 2015
2012-2013 2013-2014 2013-2014 2014-2015
REVENUES ACTUAL BUDGET AMENDED BUDGET
Operating Revenues
2012-2013
2013-2014
2013-2014
Sales Tax
7,993,037
8,479,547
8,717,662
8,888,675
TOTAL OPERATING REVENUES $
7,993,037 $
8,479,547 $
8,717,662 $
8,888,675
Non -Operating Revenues
4,686,671
4,380,890
Debt Service
1,594,515
Interest
56,356
40,000
40,000
40,000
Other Reimbursements
1,635
-
-
-
Sale of Properties
-
$ 6,885,869
2,401,460
25,000
TOTAL NON-OPERATING REVENUES $
57,991 $
40,000 $
2,441,460 $
65,000
TOTAL REVENUES $
PROJECTED FUND BALANCE 10/1
$
8,051,028 $
8,519,547 $
11,159,122 $
8,953,675
City of Allen 205 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
EXPENDITURES
ACTUAL
BUDGET
AMENDED
BUDGET
Operations
4,159,333
5,290,429
4,686,671
4,380,890
Debt Service
1,594,515
1,595,440
1,595,440
1,593,906
Capital
-
-
600,000
-
TOTAL EXPENDITURES
$ 5,753,848
$ 6,885,869
$
6,882,111
$ 5,974,796
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
$
7,869,721
$ 12,146,732
TOTAL PROJECTED REVENUES
11,159,122
8,953,675
TOTAL PROJECTED EXPENDITURES
(6,882,111)
(5,974,796)
PROJECTED FUND BALANCE 9/30
$
12,146,732
$ 15,125,611
City of Allen 205 FY2015 Budget
11111-91 40
4
ECONOMIC DEVELOPMENT
DIVISION 500-0000
Allen City Council
AEDC Board of
Directors
Director
1
Senior
Administrative
Assistant
1
Assistant Director
1
Marketing & Research
Director
1
Economic Development
Analyst
1
Intern
.25
Business Retention &
Expansion Coordinator
1
City of Allen 207 FY2015 Budget
The primary purpose of the Allen Economic Development Corporation is to attract high quality, aesthetically attractive, and
environmentally sound businesses to increase the local employment and tax base in Allen. Formed in 1992 by the voters of
Allen, the AEDC receives funds from a half -cent sales tax for economic development. The five -member board is appointed
by the Allen City Council. Projects of the AEDC assist in bringing commercial revenue to the city, thereby lessening the
property tax burden on individual homeowners.
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
• Recruited KONE Elevators to expand and relocate into the AIIenPlace Office Complex project on a portion of the
AEDC-owned land in AIIenPlace Office Complex. This $26 million project includes the development of a 102,000-sf
office building, a parking garage, a 25,000 -square foot test tower and a 120,000 -square foot light industrial facility.
The company will initially create 135 jobs with additional employment to be created in the future.
• Recruited the corporate headquarters and technical facility for CVE Technology Group, which has leased 196,000-sf
at 915 Enterprise Boulvard in Allen and is expected to create between 1,000 —1,300 new jobs in Allen.
• Recruited Monkey5ports to relocate their corporate headquarters from California to Allen, purchasing the
263,000 -square foot facility located at 105 W Bethany Drive. This retailer of sports equipment and apparel will
invest over $40,000,000 in building improvements and inventory, and will create over 200 employment positions.
• Recruited Nine Band Brewing, an 8,000 -square foot craft brewery to locate a $2 million facility in Allen. The
brewery is expected to spur development interest, and has hired a nationally recognized head brewer.
• Facilitated the development of Corporate Center II by JaRyCo Development. This $18,000-sf office facility was built
speculatively at an approximate cost of $3 million and will accommodate small to mid-size office tenants.
• Assisted Atlas Copco in expanding and leasing 115,000 -square feet of additional space at 901 Enterprise Boulevard
for a drilling equipment distribution center.
• Recruited tenants to fully lease One Allen Center, including Resource, an insurance company that took 15,000 -
square feet and expanded to over 50 jobs.
• Structured a partnership with Peloton Commercial Real Estate to support the planned development of 1 million
square feet of midrise Class A office product and a full service hotel conference center in Allen Central Park.
Goal 7. Provide economic investment that increases emplovment opportunity, the tax base, and provides desired
goods and services for residents and contributes to the community character and identity
Strategy 3. Continue to target prospects to achieve City goals for company recruitment and business retention
• Work in partnership with Sentinel Capital to develop the second phase of AIIenPlace Office Complex
• Work in partnership with Peloton to market the development of the initial office building in Allen Central Park
• Facilitate a process for the evaluation of developers, brands and operators for a full service conference center
hotel in Allen Central Park
• Continue to interact with developers and landowners along Allen's major highway corridors to provide incentives
to develop these areas in accordance with the City's Vision and ensure development takes place. Leverage DFW
media outlets and professional organizations to communicate our message with the real estate community.
• Target specific office product types for development on SH 121.
• Target Professional Services sector companies such as logistics, finance, accounting, payroll and mortgage.
• Target IT sector with data centers, software development, video gaming firms as recruitment targets.
• Network with national site selectors and real estate brokers through marketing events and membership in
organizations such as Corenet, NAIOP, ICSC, and NTCAR.
• Work with developers and end users to develop additional data center(s) on land located near transmission lines.
• Provide targeted training to ensure Allen has a workforce to support the Allen business community.
City of Allen 208 FY2015 Budget
PERSONNEL SUMMARY
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Personnel Services
448,243
490,278
566,508
612,767
Operations
3,711,090
41800,151
4,120,163
3,768,123
Debt Service
1,594,515
11595,440
1,595,440
1,593,906
Capital
-
-
600,000
-
DEPARTMENT TOTAL
$ 5,753,848
$ 6,885,869
$ 6,882,111
$ 5,974,796
PERSONNEL SUMMARY
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
FULLTIME
Director
1
1
1
1
Assistant Director
1
1
1
1
Marketing & Research Director
0
0
1
1
Economic Development Specialist
1
1
1
1
Sr. Administrative Assistant
1
1
1
1
Administrative Assistant
0
0
1
1
TOTAL FULL TIME
4
4
6
6
PART TIM E
Intern 0.25 0.25 0.25 0.25
TOTAL PART-TIME 0.25 0.25 0.25 0.25
City of Allen 209 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
327,161
350,716
406,677
418,904
Longevity
700
796
888
980
Overtime
10,949
10,000
10,000
10,000
FICA
25,391
26,871
28,514
33,434
TMRS
45,349
49,079
58,196
65,038
Worker's Compensation
377
304
366
793
Health Insurance
28,675
42,045
49,519
71,061
Dental Insurance
2,523
3,287
4,067
5,041
Long-term Disability
466
516
541
646
Life Insurance
569
605
600
634
Flexible Spending
83
59
140
236
Car Allowance
6,000
6,000
7,000
6,000
SUBTOTAL $ 448,243
$ 490,278
$ 566,508
$ 612,767
OPERATING EXPENDITURES
Training & Travel
19,296
25,000
10,000
12,000
Dues & Subscriptions
65,146
77,000
77,000
78,000
Mileage
4,447
5,000
5,000
8,000
City of Allen 209 FY2015 Budget
DEBT PAYMENTS
Debt Retirement - Principal 820,000 845,000 845,000 870,000
Debt Retirement - Interest 774,515 750,440 750,440 723,906
SUBTOTAL $ 1,594,515 $ 1,595,440 $ 1,595,440 $ 1,593,906
CAPITAL
Land - - 600,000 -
SUBTOTAL $ - $ - $ 600,000 $ -
TOTAL EXPENSES $ 5,753,848 $ 6,885,869 $ 6,882,111 $ 5,974,796
City of Allen 210 FY2015 Budget
2012-2013
2013-2014
2013-2014
2014-2015
ACTUAL
BUDGET
AMENDED
BUDGET
Telephone
3,049
5,500
5,500
6,500
Insurance
5,500
5,500
5,500
5,500
Postage & Freight
3,304
2,500
3,000
3,000
Rentals & Leasing
84,838
86,500
90,600
90,100
Travel
28,952
32,000
23,500
25,000
Meetings
19,588
22,000
18,500
22,000
General Supplies
14,626
10,000
11,000
10,000
Small Tools & Minor Equipment
-
5,500
5,500
3,000
Equipment Maintenance
433
-
-
-
Landscape & Forestry
7,839
12,000
8,500
8,500
Audit Fees
7,841
8,407
7,807
8,407
Consulting Services
27,456
35,000
60,000
45,000
Professional Services
130,356
125,370
180,996
130,893
Copier Service
5,542
6,500
6,500
6,500
Arbitrage Rebate/Calc
2,870
2,400
2,400
2,400
Post -Employment Funding Expense
1,912
585
585
585
Economic Incentive Grants
2,944,419
41010,889
3,330,775
3,011,238
Marketing
333,676
320,000
266,000
290,000
Donation
-
2,500
1,500
1,500
SUBTOTAL $
3,711,090
$ 4,800,151
$ 4,120,163
$ 3,768,123
DEBT PAYMENTS
Debt Retirement - Principal 820,000 845,000 845,000 870,000
Debt Retirement - Interest 774,515 750,440 750,440 723,906
SUBTOTAL $ 1,594,515 $ 1,595,440 $ 1,595,440 $ 1,593,906
CAPITAL
Land - - 600,000 -
SUBTOTAL $ - $ - $ 600,000 $ -
TOTAL EXPENSES $ 5,753,848 $ 6,885,869 $ 6,882,111 $ 5,974,796
City of Allen 210 FY2015 Budget
CITY OF ALLEN
COMMUNITY DEVELOPMENT CORPORATION FUND
REVENUES AND EXPENDITURES BY FUNCTION
FISCAL YEAR 2014 - 2015
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
Unrestricted Fund Balance
1,855,516
3,203,559
2,986,302
3,225,963
Restricted Fund Balance
1,487,874
4,568,806
3,084,147
8,030,697
Debt Service Reserve
855,447
854,634
855,447
855,447
BEGINNING FUND BALANCE $
4,198,837 $
8,626,999 $
6,925,896 $
12,112,107
REVENUES
855,447
854,634
855,447
855,447
Sales Tax
7,993,037
8,479,547
8,717,662
8,888,675
Interest On Investments
1,828
28,000
24,300
24,300
TOTAL REVENUES $
7,994,865 $
8,507,547 $
8,741,962 $
8,912,975
TOTAL AVAILABLE $ 12,193,702 $ 17,134,546 $ 15,667,858 $ 21,025,082
2012-2013 2013-2014 2013-2014 2014-2015
EXPENDITURES ACTUAL BUDGET AMENDED BUDGET
Operations
763,463
603,515
602,915
975,046
Debt Payment
2,951,116
2,952,836
2,952,836
2,951,366
Capital Projects
3,080,932
4,766,550
4,946,550
3,771,590
Prior Years Project Commitments
1,552,414
4,568,806
3,084,147
8,030,697
Debt Service Reserve
855,447
854,634
855,447
855,447
TOTAL EXPENDITURES $
9,203,372 $
13,746,341 $
12,441,895 $
16,584,146
UNRESTRICTED FUND BALANCE $ 2,990,330 $ 3,388,205 $ 3,225,963 $ 4,440,936
City of Allen 211 FY2015 Budget
COMMUNITY DEVELOPMENT CORPORATION
DIVISION 504-0000
No Personnel in this Department
City of Allen 212 FY2015 Budget
Formed in 1996 by the voters of Allen, the Allen Community Development Corporation (CDC) receives funds
from the Type B half -cent sales tax for community development projects. The Allen City Council appoints the
seven -member board. The CDC identifies and authorizes projects to be funded by the tax. Expenditures are
subject to the provisions of the Development Corporation Act of 1979 and local Government Code, Title 12,
Subtitle C1. The Type B half -cent sales tax continues to enable the City of Allen to undertake scores of quality -of -
life projects, equipment purchases and community programs that would otherwise have to compete for limited
sources of funds or remain unrealized.
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation.
Strategy 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 $5,036,550 of Type B half -cent sales tax revenue on the following projects:
o "Share the Road" Bicyclist Signs
o Trail Development and Enhancement
o Joe Farmer Recreation Center Office
Construction
o Don Rodenbaugh Natatorium Locker
Rooms, Partition & Sound System
o Allen Event Center Dasher Boards,
Music Playback, Outdoor Storage
o Celebration Park Spray ground Repair
& Upgrade
o Allen Station Park Field #5, Turf
Equipment, Bleachers
o Old Stone Dam Gabion Repair
o Pool & Pump Room Repairs &
Upgrades
o The Edge at Allen Station Restroom
Partitions
o Windridge Neighborhood Park
o Allen Station Park Field #4
Reconstruction
o The Orchards Neighborhood Park
o Ford Pool Concept Plan & Design
o Hillside Play Area Design
o Allen Community Ice Rink Acoustic
Baffles
o Recreation LED Signs
o Allen Senior Recreation Center Sound
System
o Allen USA Celebration 2014
o Heritage Village
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation.
Strategy 4. Plan for the design and construction of needed City Parks and Recreation Facilities
• Publicize and conduct the annual "Town Hall" meeting to obtain public input regarding projects funded by
the Type B half -cent sales tax
• Oversee the expenditure of $4,226,590 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
o Hillside Play area construction
o Bethany Lakes Park Connector Trail
(ADA Access)
o Cardio Fitness Equipment
o Joe Farmer Recreation Center
Renovations
o Special Services Equipment
City of Allen
o Park Pier Deck Replacement
o Allen Event Center Chiller/Brine system
o Don Rodenbaugh Natatorium Pool Deck
o Recreation LED Message Boards
o The Courses at Watters Creek capital
equipment
o Allen USA Celebration 2015
o Job Access Reverse Commute (JARC)
o Demand Response/Paratransit
Transportation
213 FY2015 Budget
2012-2013 2013-2014 2013-2014 2014-2015
ACTUAL BUDGET AMENDED BUDGET
CLASSIFICATION
4,120
4,120
1,035
3,090
Operations
730,463
603,515
602,915
975,046
Debt Payment
2,951,116
2,952,836
2,952,836
2,951,366
Capital
5,423,442
10,189,990
8,886,144
12,657,734
DEPARTMENT TOTAL $
9,105,021 $
13,746,341 $
12,441,895 $
16,584,146
OPERATING EXPENDITURES
Advertising
Meetings & Receptions
Miscellaneous Operating Expense
Audit Fees
Attorney Fees
Arbitrage Rebate/Calc
Economic Grant Expense
Board Discretionary Project
SUBTOTAL
nFRT PAVAAFKITC
2012-2013 2013-2014 2013-2014
ACTUAL BUDGET AMENDED
63
4,120
4,120
1,035
3,090
3,090
811
2,472
2,472
7,806
8,407
7,807
-
515
515
1,200
2,400
2,400
414,548
492,511
492,511
305,000
90,000
90,000
2014-2015
BUDGET
4,120
3,090
2,472
8,407
515
2,400
649,042
305,000
$ 730,463 $ 603,515 $ 602,915 $ 975,046
Debt Retirement -Principal 1,045,000 1,090,000 1,090,000 1,135,000
Debt Retirement -Interest 1,906,116 1,862,836 1,862,836 1,816,366
SUBTOTAL $ 2,951,116 $ 2,952,836 $ 2,952,836 $ 2,951,366
CAPITAL OUTLAY
Capital Projects 3,080,932
4,766,550
4,946,550
3,771,590
Prior Year Project Commitments 1,487,874
4,568,806
3,084,147
8,030,697
Debt Service Reserve 854,636
854,634
855,447
855,447
SUBTOTAL $ 5,423,442 $
10,189,990 $
8,886,144 $
12,657,734
TOTAL EXPENDITURES $ 9,105,021 $ 13,746,341 $ 12,441,895 $ 16,584,146
City of Allen 214 FY2015 Budget
CAPITAL EXPENDITURES LIST
CONSTRUCTION
"Share the Road" Bicyclist Signs
Trail Development and Enhancement
Watters Branch Community Park Development
City of Allen Entry monument
Hillside Play area construction
Bethany Lakes Park Connector Trail (ADA Access)
Cardio Fitness Equipment
JFRC Renovations
Special Services Equipment
Park Pier Deck Replacement
AEC Chiller/Brine
DRN Pool Deck
Recreation LED Message Boards
Variety of Golf Course Items
TOTAL CAPITAL
2014-2015
BUDGET
$ 50,000
700,000
1,500,000
270,000
300,000
56,000
300,000
74,600
63,000
30,000
231,000
50,000
102,000
44,990
$ 3,771,590
City of Allen 215 FY2015 Budget
11111-91 40
4
ryw�m
CI ALLEN
McKinney
City of Allen, Texas
Capital Improvements
FY 2014-2015
Fairview
� I
Q
EX(.HAh 6E PkWN
am.aF.�zmorr uRw
;.... f3r.T8AhNY CIRI
Piano
Parker
Public G ov�e iir iiriii iir°yir, i e iirwi "t Parks U ti I i ti es
City of Allen 217 FY2015 Budget
Kai 6ae7_1 :2 1111 r_1 N :J:Z•al x01161
The City's five-year Capital Improvement Program represents the Capital Budget for 2015
and is a financial plan for infrastructure and other improvements through 2019. 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 $28.7 million is allocated to spend on capital projects in FY2015. Following
are brief descriptions of the larger projects that will be in progress, and a discussion of the
relationship between the capital budget and the operating budget. Also included is a
complete list of all CIP projects that are in the current plan, and debt information as it relates
to capital projects. More complete information may be found on each project in the City's
Capital Improvement Program document.
Highlights
General Government
Public Safety.
Renovations of existing Fire Station #2 are estimated at $1.45 million for FY2015. In
addition, $0.25 million has been allocated for facility upgrades for roofing and parking lot
repairs at Fire Station #1 and parking lot repairs at the Public Library.
Public Art.
$0.3 million is anticipated for construction of public art projects.
Parks and Recreation
Funding of $10.7 million is provided in FY2015 for various parks projects. The majority is
allocated for community parks and trail development. Projects include, but aren't limited to,
the beginning development of the 55 acre Watters Branch Community Park at $4.8 million,
the development of the Cottonwood Creek Trail and other trail extensions at $1.85 million, the
improvements to Allen's historical Heritage Village at $1.4 million, and the development of the
Environmental Discover Center at $0.5 million. An additional $3.0 million is set aside for
community park land acquisition.
Public Works
RtraPtc
Approximately $11.3 million in 2015 is allocated for street projects; and is primarily being
spent on the following. Construction on Ridgeview Drive from Alma through Stacy
comprising of 2 -lanes west and 4 -lanes east of Watters Branch Creek with a 6 -lane bridge
crossing the creek; $4.8 million. Also on Ridgeview Drive, construction will begin later in the
year from Watters to US -75 with the paving of 2 -lanes from Watters to Chelsea and a single
City of Allen 218 FY2015 Budget
span, 3 -lane bridge; $0.75 million. The completion of construction on Stacy Road of four
lanes from Greenville to FM1378 (known as phase 2) is approximately $1.1 million. The total
project is 80% funded by TxDOT; the remainder of funding is from the City, Collin County,
and the Town of Fairview. The completion of the Exchange Road widening project from Alma
to Allen Heights is $0.5 million. Lastly, the Collin County Roadway Partnership will yield later
in the year either the widening of Alma Drive from Bethany to SH -121 or Watters Road from
McDermott to SH -121; $1.5 million.
Street Maintenance.
Routine replacement of street and alley's throughout the city; $0.4 million.
Central Business District
Starting in FY2015, CBD streets and infrastructure upgrade project will begin; $0.3 million.
Utilities
In FY2015, $3.4 million is allocated for the replacement of deteriorated water and sanitary
sewer pipes in various locations throughout the city. $0.45 million has been allocated for the
essential water and sewer SCADA system upgrade. Lastly, $0.3 million is allocated for the
architectural/engineering design stages for a lift station and 12" force main providing sewer
service along US75 north of the Premium Outlet Mall; construction to begin in FY2016.
City of Allen 219 FY2015 Budget
:14W_1Ile] z61:112:1=1iY 440KOU4:7_rNlzIM-3zIexaf_IM 1111Ell N MIDICIAK
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 $21.6 million.
Operating Capital
Budget Budget
$184.0m $31.1 m
Cash Financing and Debt Service
Debt service payments and cash financing for projects comprise $20.87 million of this total.
The debt service payments are $19.15 million; of this amount, $13.10 million is for General
Obligation debt, and $6.05 million is for Revenue debt. Budgeted transfers from operating
funds to the Capital Projects funds are $1.72 million, and include:
Water and Sewer Projects: $1,220,000. Of this total, $850,000 is allocated for water and
sewer line replacement projects. In addition, $170,000 is appropriated for pump station and
lift station improvements, and $200,000 is budgeted for un -programmed replacement or
maintenance needs.
Solid Waste Proiects: $400,000 is allocated for major alley repairs.
City of Allen 220 FY2015 Budget
Drainage Projects: $100,000 is allocated for drainage projects related to street and alley
repairs.
Other Operating Costs
In addition to cash financing and debt service, the increases in operating costs in the
FY2014-2015 budget related to the CIP totals approximately $765,000. These are listed
below by project type. Increases are stated in comparison to the FY2014 revised budget.
Facilities:
Approximately $225,000 was added to the budget for FY2015 in personnel cost to support
application and technology upgrades, the service center and the Golf Course.
Pavinq, Drainage, and Signalization Proiects:
The impact in this category is an increase of about $20,000. This includes approximately
$20,000 for maintenance related to street lights, traffic signals, and street markings. FY2014
budget was amended to increase street marking maintenance by $141,000. Costs in this
category will continue to increase over the next few years as many of the newest
thoroughfares begin to age.
Water and Wastewater Projects:
The City continues to allocate resources for meter replacement. For FY2015, $400,000 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 FY2015 through FY2019 is on the following pages.
City of Allen 221 FY2015 Budget
CITY OF ALLEN
Capital Projects Expenditure Summary
(in 000's)
TYPE Major
Project
Total
CATEGORY Funding
Est. thru
Projected
Projected
Projected
Projected
Projected
Projected
PROJECT Source(s)
FY2014
FY2015
FY2016
FY2017
FY2018
FY2019
Investment
Government
Arts
Public Art GO Bonds
$ 70
$ 334
$
227
$
200
$
-
$
-
$
831
Arts Subtotal
$ 70
$ 334
$
227
$
200
$
-
$
-
$
831
Public Facilities
Library Expansion GO Bonds
$ -
$ -
$
-
$
-
$
800
$
7,800
$
8,600
Public Facilities Subtotal
$ -
$ -
$
-
$
-
$
800
$
7,800
$
8,600
Public Safety
Fire Station #6 and
Equipment GO Bonds
$ 59
$ -
$
-
$
500
$
4,775
$
559
$
5,893
Facility Upgrades GO Bonds, Other
$ 160
$ 250
$
425
$
-
$
-
$
-
$
835
Municipal Service Center,
Phase II GO Bonds
$ -
$ -
$
500
$
1,500
$
-
$
-
$
2,000
Fire Station #2 GO Bonds, Other
$ 300
$ 1,441
$
3,124
$
-
$
-
$
-
$
4,865
Public Safety Gun Range GO Bonds
$ -
$ -
$
-
$
2,000
$
4,300
$
-
$
6,300
Public Safetx, Subtotal
$ 519
$ 1,691
$
4,049
$
4,000
$
9,075
$
559
$
19,893
Parks
Community Parks
Land Acquisition GO Bonds
$ -
$ 3,038
$
-
$
-
$
-
$
-
$
3,038
Watters Branch GO Bond, 4a/4b
Community Park Taxes
$ 200
$ 4,350
$
2,000
$
3,000
$
2,000
$
5,000
$
16,550
Rowlett Creek Community GO Bonds,
Park Intergov.
$ -
$ 400
$
-
$
3,400
$
-
$
-
$
3,800
Community Parks Subtotal
$ 200
$ 7,788
$
2,000
$
6,400
$
29000
$
59000
$
23,388
Neighborhood Parks
Neighborhood Park 4a/4b Taxes, GO
Development Bonds
$ 529
$ 801
$
800
$
-
$
-
$
-
$
2,130
Neighborhood Parks Subtotal
$ 529
$ 801
$
800
$
-
$
-
$
-
$
2,130
Park Facilities
Environmental Discovery
Center GO Bonds
$ -
$ 500
$
-
$
-
$
-
$
-
$
500
Parks Security Camera
System, Phase 2 4a/4b Taxes
$ 25
$ 225
$
-
$
-
$
-
$
-
$
250
Allen Event Center
Improvements 4a/4b Taxes
$ 192
$ 25
$
-
$
-
$
-
$
-
$
217
CDC Capital Projects 2014 4a/4b Taxes
$ 962
$ 171
$
-
$
-
$
-
$
-
$
1,133
CDC Capital Projects 2015 4a/4b Taxes
$ -
$ 750
$
206
$
-
$
-
$
-
$
956
CDC Capital Projects 2016 4a/4b Taxes
$ -
$ -
$
1,300
$
208
$
-
$
-
$
1,508
Joe Farmer Recreation
Center Expansion GO Bonds
$ -
$ -
$
-
$
600
$
1,000
$
5,400
$
7,000
Allen Heritage Village
Improvements 4a/4b Taxes
$ 160
$ 1,440
$
-
$
-
$
-
$
-
$
1,600
Ford Pool Redevelopment 4a/4b Taxes
$ 15
$ 85
$
-
$
3,000
$
-
$
-
$
3,100
Park Facilities Subtotal
$ 1,354
$ 3,196
$
1,506
$
3,808
$
1,000
$
5,400
$
16,264
Traffic
Bike Route Markings 4a/4b Taxes
$ 50
$ 50
$
50
$
50
$
-
$
-
$
200
Traffic Subtotal
$ 50
$ 50
$
50
$
50
$
-
$
-
$
200
Trail
Trail Development 4a/4b Taxes
$ 769
$ 700
$
700
$
700
$
700
$
700
$
4,269
Cottonwood Creek Inter Gov. 4a/4b
Trail/HPP Taxes
$ 212
$ 1,145
$
-
$
-
$
-
$
-
$
1,357
Trail Subtotal
$ 981
$ 1,845
$
700
$
700
$
700
$
700
$
5,626
r
City of Allen 222 FY2015 Budget
CITY OF ALLEN
Capital Projects Expenditure Summary - continued...
(in 000's)
TYPE
Major
Project
Total
CATEGORY
Funding
Est. thru
Projected Projected
Projected
Projected
Projected
Projected
PROJECT
Source(s)
FY2014
FY2015
FY2016
FY2017
FY2018
FY2019
Investment
Public Works
Central Business District (CBD)
Dev. Contr., GO
CBD Streets and
Bonds, Oper.
Infrastructure
Revenues
$ 25
$ 325
$
1,264
$ -
$ -
$
-
$
1,614
Central Business District Subtotal
$ 25
$ 325
$
1,264
$ -
$ -
$
-
$
1,614
Street Maintenance
Street and Alley
Oper. Revenues,
Replacement
GO Bonds
$ 890
$ 400
$
300
$ 300
$ 300
$
300
$
2,490
Street Maintenance Subtotal
$ 890
$ 400
$
300
$ 300
$ 300
$
300
$
2,490
Streets
FM 2551 (Angel Parkway) -
Main Street to Parker
Intergov., Developer
Road
Contr.
$ -
$ 700
$
9,000
$ 10,000
$ 9,134
$
-
$
28,834
Intergov., GO
Ridgeview Drive (Alma
Bonds, Oper. Rev.,
through Stacy)
Other
$ 1,109
$ 4,800
$
-
$ -
$ -
$
-
$
5,909
GO Bonds,
Stacy Road, Phase II
Developer
(Greenville to FM 1378)
Contributions
$ 38
$ 1,140
$
-
$ -
$ -
$
-
$
1,178
Ridgeview and US 75
Intergov., GO
Interchange
Bonds
$ -
$ -
$
2,750
$ 24,660
$ 4,590
$
-
$
32,000
Median Landscaping /
Lighting (various locations)
GO Bonds
$ -
$ 290
$
250
$ -
$ -
$
-
$
540
Exchange Widening -
Intergov., GO
Alma to Allen Heights
Bonds, Other, Fees
$ 5,080
$ 500
$
-
$ -
$ -
$
-
$
5,580
Chaparral Road
Streetlights
Other
$ -
$ 40
$
300
$ -
$ -
$
-
$
340
Stacy Traffic Signals
(Greenville and Angel)
Other
$ 18
$ 112
$
-
$ -
$ -
$
-
$
130
Intergov., GO
Ridgeview Drive (Watters
Bonds, Oper. Rev.,
to US 75)
Fees
$ 500
$ 750
$
2,500
$ -
$ 792
$
5,458
$
10,000
Bray Central Widening
Other, GO Bonds
$ 900
$ 300
$
-
$ -
$ -
$
-
$
1,200
Flashing Yellow Arrow
Conversion Program
Fees
$ -
$ 78
$
78
$ 72
$ -
$
-
$
228
Signalized Intersection
Improvements/Modification
s
GO Bonds
$ -
$ -
$
-
$ -
$ 1,000
$
1,000
$
2,000
Collin County Roadway
GO Bond, Intergov,
Partnership
Fees, Other
$ -
$ 1,500
$
4,000
$ -
$ -
$
-
$
5,500
US 75 Traffic Signals
Upgrades
Other
$ 40
$ 128
$
-
$ -
$ -
$
-
$
168
Watter & Bossy Boots
Signal
Intergovernmental
$ 30
$ 270
$
-
$ -
$ -
$
-
$
300
Streets Subtotal
$ 7,715
$ 10,608
$ 18,878
$ 34,732
$ 15,516
$
6,458
$
93,907
City of Allen 223 FY2015 Budget
CITY OF ALLEN
Capital Projects Expenditure Summary - continued...
(in 000's)
TYPE
Major
Project
Total
CATEGORY
Funding
Est. thru
Projected
Projected
Projected Projected Projected
Projected
PROJECT
Source(s)
FY2014
FY2015
FY2016
FY2017
FY2018
FY2019
Investment
Utilities
Wastewater
U.S. 75 Lift Station & 12"
Force Main
Fees
$ -
$ 300
$
3,200
$
-
$
-
$
-
$ 3,500
Wastewater Subtotal
$ -
$ 300
$
3,200
$
-
$
-
$
-
$ 3,500
Water
Stacy Road Ground
Operational
Storage #2 Repaint
Revenues
$ -
$ -
$
670
$
-
$
-
$
-
$ 670
Custer Tower and Bethany
Operational
Tower Repaint
Revenues
$ -
$ -
$
-
$
950
$
-
$
-
$ 950
Operational
Rowlett Tower Repaint
Revenues
$ -
$ -
$
-
$
750
$
-
$
-
$ 750
Automatic Meter Reading
Oper. Revenues,
Retrofit
Fees, Other
$ -
$ -
$
1,100
$
1,873
$
4,000
$
-
$ 6,973
Operational
Lift Station Maintenance
Revenues
$ 345
$ -
$
70
$
100
$
100
$
100
$ 715
Operational
Pump Station Maintenance Revenues
$ 462
$ -
$
125
$
125
$
125
$
125
$ 962
Water & Sewer SCADA
System Upgrade
Fees
$ 50
$ 450
$
-
$
-
$
-
$
-
$ 500
Water Subtotal
$ 857
$ 450
$
1,965
$
3,798
$
4,225
$
225
$ 2,370
Water & Wastewater
Water Line & Sewer Main
Replacement
Fees, Other
$ 240
$ 3,360
$
1,600
$
1,500
$
2,250
$
2,250
$ 11,200
Water & Wastewater Subtotal
$ 240
$ 3,360
$
1,600
$
1,500
$
2,250
$
2,250
$ 11,200
City of Allen 224 FY2015 Budget
CITY OF ALLEN
CAPITAL PROJECTS IMPACT ON OPERATIONS & MAINTENANCE
(in 000's)
Projected Projected Projected Projected Projected
TYPE CATEGORY PROJECT FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Government
Arts
Public Art $ - $ 68 $ 77 $ 80 $ 84
Arts Subtotal $ - $ 68 $ 77 $ 80 $ 84
Public Safety
$
- $
52
$
54
$
56
$
58
CDC Capital Projects 2014
$
Fire Station #6 and Equipment
$
- $
-
$
-
$
-
$
1,200
- $
Municipal Service Center, Phase II
$
50 $
1,756
$
1,876
$
1,876
$
-
-
Public Safety Subtotal
$
50 $
1,756
$
1,876
$
1,876
$
1,200
Government Total
91
$
50 $
1,824
$
1,953
$
1,956
$
1,284
Parks
Expansion
$
- $
-
$
-
Community
-
$
78
Parks Security Camera System,
Parks
Phase 2
$
3 $
7
$
8
$
11
$
Land Acquisition
$
- $
52
$
54
$
56
$
59
343
Watters Branch Community Park
$
- $
-
$
389
$
469
$
483
Cottonwood Creek Trail/HPP
Rowlett Creek Community Park
$
- $
541
$
533
$
549
$
566
$
Community Parks Subtotal
$
- $
593
$
976
$
1,074
$
1,108
Neighborhood
Parks Neighborhood Park Development $ - $ 151 $ 156 $ 160 $ 165
Neiqhborhood Parks Subtotal $ - $ 151 $ 156 $ 160 $ 165
Park Facilities
Allen Heritage Village Improvements
$
- $
52
$
54
$
56
$
58
CDC Capital Projects 2014
$
7 $
9
$
19
$
26
$
31
CDC Capital Projects 2015
$
- $
5
$
7
$
9
$
10
CDC Capital Projects 2016
$
- $
-
$
36
$
73
$
75
Environmental Discovery Center
$
- $
25
$
91
$
76
$
79
Joe Farmer Recreation Center
Expansion
$
- $
-
$
-
$
-
$
78
Parks Security Camera System,
Phase 2
$
3 $
7
$
8
$
11
$
12
Park Facilities Subtotal
$
10 $
98
$
215
$
251
$
343
Trail Trail Development
$
- $
24
$
24
$
27
$
27
Cottonwood Creek Trail/HPP
$
- $
127
$
120
$
149
$
180
Trail Subtotal
$
- $
151
$
144
$
176
$
207
Parks Total
$
10 $
993
$
1,491
$
1,661
$
1,823
City of Allen 225 FY2015 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 0.141639 in FY2015 to 0.136339 in FY2016 due to a reduction in debt service
and growth in valuation. The debt rate will then gradually decrease over the next two years to
0.114639 in FY2018, as the remaining debt is issued from the $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 26% to 21 %, 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 FY2018 ranges from 5.8% to 6.4%, based
upon reappraisal of existing properties and new growth in residential and commercial property
along Highway 121, US 75 Highway, and in areas of vacant land throughout the City. The rate
of growth 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 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.
Although revenues have been impacted by watering restrictions due to the drought, 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
City of Allen 226 FY2015 Budget
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 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 2.70 to 4.64. 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 less if the drought conditions and watering restrictions
continue.
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 $9.865 million from the
2007 election and $16.685 million from the 2002 election. The remaining amount from the
2002 election will be cancelled due to the project no longer moving forward for construction.
During the next two years the plan is to issue: FY2015-$4.015 million and FY2016-$5.85
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 21% and 26%. Additionally, the debt service long range plan
reflects a fund balance that meets the fund balance reserve requirement of 5% to 10% of the
annual debt service.
The City has been proactive in building its water and sewer infrastructure. Since completion of
the Hillside Water Tower replacement project and the Custer Road pump station and storage
project, the City has had adequate storage tanks and water towers in place. 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 2.70 to 4.64 as mentioned above.
City of Allen 227 FY2015 Budget
Balance Carried Forward
Ad valorem tax
Delinquent collections
Penalty & interest
Investment earnings
Rollback Taxes
Refunding Bond Proceeds
Net Premium
Transfer from Other Fds
TIF Property Tax offset
Misc Tax Revenue
Total Revenues
Total Revenue Sources
Total Resources Available
Expenditures
Commission & refunding exp
Bond Principal
Bond Interest
CO Principal
CO Interest
Refunding Bond savings
Refunding amount to escrow agent
Total Expenditures
Fund Balance at Year -End
Revenues Over/(Under) Expenditures
Reserve requirement (10% ann D/S):
Beg F/B meets reserve req:
Amt. over (under) requirement:
Reserve requirement (5% ann D/S):
Beg F/B meets reserve req:
Amt. over (under) requirement:
Debt portion of tax rate:
Debt % of tax rate:
M&O portion of tax rate:
Total tax rate:
City of Allen
Debt Service Fund
Actual
Revised
Proposed
Estimated
Estimated
Estimated
2013
2014
2015
2016
2017
2018
537,520
901,848
907,357
1,277,197
1,270,873
1,263,315
11, 714,179
11,795,860
12, 977,448
13,210,553
12, 608, 371
12,560,720
51,505
-
58,684
66,053
63,042
62,804
44,023
43,502
41,079
46,237
44,129
43,963
25,809
43,700
43,700
43,700
43,700
43,700
84,059
500,000
500,000
500,000
-
-
-
(144,774)
(137,639)
(151,771)
(159,360)
(167,328)
(175,694)
12,274,801
12,245,423
13,469,140
13,207,183
12,591,914
12,535,493
12,812,321
13,147,271
14, 376,497
14,484,380
13, 862, 787
13,798,808
12,812,321
13,147,271
14, 376,497
14,484,380
13, 862, 787
13,798,808
4,402
9,250
9,000
9,600
10,200
10,200
7,695,000
8,085,000
9,115,000
9,189,458
8,883,609
9,223,396
3,903,009
3,837,184
3,907,030
3,948,219
3,636,513
3,311,500
260,000
270,000
40,000
40,000
45,000
45,000
48,061
38,480
28,270
26,230
24,150
21,810
11,910,473
12,239,914
13,099, 300
13,213,507
12,599,471
12,611,906
901,848
907,357
1,277,197
1,270,873
1,263,315
1,186,902
364,328
5,509
369,839
(6,324)
(7,557)
(76,414)
1,190,607
1,223,066
1,309,030
1,320,391
1,258, 927
1,260,171
No
No
No
No
Yes
Yes
(653,087)
(321,218)
(401,673)
(43,194)
11,946
3,145
595,304
611,533
654,515
660,195
629,464
630,085
No
Yes
Yes
Yes
Yes
Yes
(57,784)
290,315
252,842
617,002
641,409
633,230
0.146942
0.140879
0.141639
0.136339
0.122339
0.114639
26.62%
25.61%
26.23%
25.25%
22.66%
21.23%
0.405058
0.409121
0.398361
0.403661
0.417661
0.425361
0.55200
0.55000
1 0.54000
1 0.54000
0.54000
0.54000
City of Allen 228 FY2015 Budget
Beginning Fund Balance
Revenues
Ad valorem taxes
Sales tax
Franchise tax
Licenses and permits
Charges for services
Fines
Contributions
Miscellaneous
Interest earnings
Reimbursements
Transfers in
Total Revenues
Total Resources Available
Expenditures
Personnel services
Operations
Capital
Stacy Furniture Incentive
Village at Allen Incentive
Cabela's
Operating Transfers Out
Subtotal Expenditures
$ 93,166,348 $ 97,687,933 $ 103,142,213 $ 105,655,392 $ 109,310,364 $ 113,855,155
46,603,477
City of Allen
21,388,207
24,597,824
383,385
383,529
General Fund
16,017
3,540,598
3,698,978
Actual
Revised
Proposed
Estimated
Estimated
Estimated
2013
2014
2015
2016
2017
2018
16,730,920
16,474,713
18,135,160
18,066,826
16,784,889
16,737,044
32,432,416
33,980,692
36,362,212
39,191,041
43,161,992
46,757,022
15, 900,028
17,369, 309
17, 702,308
18,144,168
18, 709, 679
19, 299, 085
6,302,017
6,946,244
7,057,329
7,128,368
7,200,401
7,273,444
1,939,426
2,073,800
1,862,700
1,760,638
1,768,205
1,775,903
10, 301, 649
10,847, 256
11, 969,469
12,181, 643
12, 398,115
12, 618, 973
1,353,320
1,932,066
1,987,912
2,027,670
2,068,224
2,109,588
829,376
770,950
772,190
786,104
801,826
817,862
727,018
729,642
742,619
746,822
751,008
755,277
139,579
139,900
139,900
142,698
145,552
148,464
1,153, 329
1,108, 374
1,057, 315
1,233,436
1,261,882
1,291,036
5,357,270
5,314,988
5,353,099
4,245,978
4,258,592
4,271,457
$ 76,435,428
$ 81,213,221
$ 85,007,053
$ 87,588,566
$ 92,525,475
$ 97,118,112
$ 93,166,348 $ 97,687,933 $ 103,142,213 $ 105,655,392 $ 109,310,364 $ 113,855,155
46,603,477
49,292,785
21,388,207
24,597,824
383,385
383,529
55,000
16,017
3,540,598
3,698,978
1,000,000
1,000,000
3,720,968
563,640
$ 76,691,635 $ 79,552,773
52,409,680 54,506,067 56,686,310 58,953,762
26,461,807 26,991,043 27,530,864 28,081,481
373,559 359,890 368,278 376,88D
4,062,351 4,184,222 4,309,748 4,439,041
1,000,000 - - -
767,990 489,838 504,533 519,669
$ 85,075,387 $ 86,531,060 $ 89,399,732 $ 92,370,833
NEW Expenditures
Cash Finance of CIP Projects
-
-
New O&M costs from CIP Projects
11736,179
2,318,179
2,408,179
IT Master Plan Staffing-;
258,465
258,465
258,465 "
New Operational Costs
New programs/services
100,000
100,000
100,000
New position costs FY16
244,800
252,144
259,708
New position costs FY17
-
244,800
252,144
New position costs FY18
-
244,800
New position costs FY19
-
-
-
-
-
$ 85,075,387
$ 88,870,504
$ 92,573,320
$ 95,649,330
Total Expenditures With New Exp.
$
76,691,635
$ 79,552,773
Fund Balance Including New Costs
$
16,474,713
$ 18,135,160
$ 18,066,826
$ 16,784,889
$ 16,737,044
$ 18,205,826
Revenues Over/(Under) Expenditures
(256,207)
1,660,448
(68,334)
(1,281,937)
(47,845)
1,468,782
Reserve requirement (60 days):
$
12,606,844
$ 13,077,168
$ 13,984,995
$ 14,608,850
$ 15,217,532
$ 15,723,177
Ending F/B meets reserve req:
Yes
Yes
Yes
Yes
Yes
Yes
Amt. over (under) requirement:
3,867,869
5,057,992
4,081,831
2,176,039
1,519,512
2,482,648
# days operations in reserve, EOY
78.4
83.2
77.5
68.9
66.0
69.5
O&M portion of tax rate:
0.405058
0.409121
0.398361
0.403661
0.417661
0.425361
Debt portion of tax rate:
0.146942
0.140879
0.141639
0.136339
0.122339
0.114639
0.540000
0.540000
0.540000
0.540000
Tax Rate Before CIP: 0.552000 0.550000
Add'I O&M tax due to new CIP/IT:
0.000000
0.000000
0.000000
0.017829
0.022381
0.021869
Total tax rate (incl CIP additions):
$
0.552000
$ 0.550000
$ 0.540000
$ 0.557829
$ 0.562381
$ 0.561869
Debt % of tax rate:
26.62%
25.61%
26.23%
25.25%
22.66%
21.23%
.01 tax rate(@assumed coll rate) _
$
800,130
$ 837,304
$ 916,234
$ 973,818
$ 1,035,788
$ 1,101,182
City of Allen 229 FY2015 Budget
3
2
Q
o �n m r
o
ic,
co
rn
v
r
o 0
0 0
0
o
co
0
M O N r
r
cp
7
N
m
O r
M
tD
c0
r
N of N r
SIJ
N
N
r
m
u7 O
N
r
m
V3
M O M r
0
W
�
cp
M
c0 M
r a
O
of
W
c0 N cO r
r
N
L(>
N
7
N
Ln O
t0
M
r
r
cA
�O N c0 r
a
O
W
O
N
O
M
M a
M
N
M
O
r N
�
O>
a
W
c0
cp
O r
fp
oD
7
H3
V r r
r N r
l0
7
O
M
N
M
M
7
N
V
a
V
r
H3
r GD O N
r
W
O
O
r
O
(O 7
v a
M
7
6l
M N r N
0
M
r
N
ifJ
a
O O
V
OD
f0
c2
cD N r
cD
ro
r
r
u7
O
N_ ro
O
O
M cD !D
r N r
M
7
r
M
IfJ
M
r
7
N
N
r a
V
r
V}
r
M a M N
M
cD
r
a
0
N
N M
O
M
M
N V 'fJ
N
N
M
m
r
O
M
7 c0 N
a
O
N
N
O
O a
O a
a
r
O
r m N W
(D
of
of
cp
N
a O
r
N
O
M V
r N r
OJ
M
M
M
Ln
M
r
M
r
OJ
M
N
r
EA
O W m N
O
r
cp
M
cp
a r
N a
a
O
O
m O r i
(D
N
V
O
M
M
M CO
O W
m
M
r
N
r r a N
7
O
l(J
O
O
W
l0
N
O
r
r N r
M
M
M
M
r
H3
V CO (O N
M
M
O
(O
W
O r
t0 a
O
M
7
O
c1 6
C
m
M
r
N
N M 07
O
a
N
O
O
W c
O
N
N
o O
r N r
M
M
M
M
r
H3
7 N QJ N
M
of
a
O
W
a
47 M
�
O
(D
O
O L
m
M r [O
N M M r
M
01
N
r
r
r of
O
N
N
N N
'+J M M
O
O
W
_O
r
O
LLJ u7
N
O
m m
N W N
N
r
V
V
N
r
O
O
N
U
�
LL
U
U
D
(n
�
I
N
U
3
m
C
I
U
N
T
N
m
ll
N
LL
A
m
m
O
U
a
3
D
d
o
o
=
LL
E
LL
U
oN
m
O
U
o
c
o
ce3
j
> N
— (p
(0
W
O
W
U O
_
W
Q
X
O
K
>
d
d
>
O
O1
Obi
d
3
0
p
m
cCOfm
m 0
to U
m
5
U
m
Eb >
m m
m
on m
n m
ami
a"i
m
o
m a
0 0
a
O
m
m o
m
m o
o m
c
°
o
m
m
(o
m I
z r
z
U r
z
❑ r
u a
w
a
a
w
c,
230
FY2015 Budget
Budget and Tax
Ordinances
City of Allen 231 FY2015 Budget
ORDINANCE NO. 3248-9-14
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, 2014, AND ENDING SEPTEMBER 30, 2015;
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 2014-2015; 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 $183,996,928, providing a complete
financial plan for the ensuing fiscal year beginning October 1, 2014, and ending September 30, 2015, 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, 2014, and ending
September 30, 2015.
SECTION 2. The sum of $183,996,928 is hereby appropriated for the payment of the expenditures established
in the approved budget for the fiscal year beginning October 1, 2014, and ending September 30, 2015, 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, 2014, and ending September 30,
2015, 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 2013-2014 are hereby ratified, and the budget
Ordinance for fiscal year 2013-2014, 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:
City of Allen 232 FY2015 Budget
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 2013-2014 are hereby ratified.
SECTION 6. The City Council hereby approves the Capital Improvement Program for 2015-2019, as a plan
describing and scheduling capital improvement projects for the City of Allen, and authorizes the City Manager to
use the funding sources reflected in the plan.
SECTION 7. All notices and public hearings required by law have been duly completed. The City Secretary is
directed to provide a certified copy of the budget to the County Clerk of Collin County for recording after final
passage hereof.
SECTION 8. Should any word, sentence, paragraph, subdivision, clause, phrase or section of this
ordinance, be adjudged or held to be void or 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 9'H DAY OF SEPTEMBER, 2014.
APPROVED AS TO FORM:
Peter G. Smith, CITY ATTORNEY
APPROVED:
Stephen Terrell, MAYOR
ATTEST:
Shelley B. Ge , CITY SECRET' RY
City of Allen Ordinance Nqb,243 8_9.14, Page 2 FY2015 Budget
ORDINANCE NO. 3249-9-14
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN
COUNTY, TEXAS, LEVYING THE AD VALOREM TAXES FOR THE TAX YEAR
2014 (FISCAL YEAR 2014-2015) AT A RATE OF $0.54000 PER ONE HUNDRED
DOLLARS ($100) ASSESSED VALUATION ON ALL TAXABLE PROPERTY
WITHIN THE CORPORATE LIMITS OF THE CITY OF ALLEN AS OF
JANUARY 1, 2014, 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 12, 2014, and August 26, 2014, 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 2014-2015,
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 2014 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 $0.54000 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 $0.398361 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 $0.141639 on each
$100 assessed value of taxable property within the City of Allen, and shall be applied to the
payment of interest and maturities of all such outstanding debt of the City.
THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE AND
OPERATIONS THAN LAST YEAR'S TAX RATE.
THE TAX RATE WILL EFFECTIVELY BE RAISED 3.96 PERCENT AND WILL RAISE
TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY
APPROXIMATELY $-10.76.
SECTION 2. All ad valorem taxes shall become due and payable on October 1, 2014, and all ad valorem
taxes for the year shall become delinquent if not paid prior to February 1, 2015. There shall be no discount
for payment of taxes prior to February 1, 2015. A delinquent tax shall incur all penalty and interest
authorized by law, to wit:
City of Allen 234 FY2015 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, 2015, 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 2014 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 2014 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 2014 and taxes for all future years that remain delinquent on or after
June 1 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 33.08, as
amended.
SECTION 3. The City shall have available all the rights and remedies provided by law for the enforcement
of the collection of taxes levied under this ordinance.
SECTION 4. The tax roll as presented to the City Council, together with any supplements thereto, be and
the same are hereby approved.
SECTION 5. 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 9TH DAY OF SEPTEMBER, 2014.
APPROVED AS TO FORM:
Peter G. Smith, CITY ATTORNEY
APP O
Stephen Terrell, MAYOR
ATTEST:
Shelley B. George, CITY SECki-T-Akly
City of Allen Ordinance N24oi 9.9.14, Page 2 FY2015 Budget
RESOLUTION NO. 3032-9-11(R)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN
COUNTY, TEXAS, AMENDING THE DEBT MANAGEMENT AND FUND
BALANCE RESERVE POLICY FOR THE CITY TO REFLECT NEW
ACCOUNTING REQUIREMENTS AND CHANGE THE 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 rate allocated for debt service; and,
WHEREAS, the City Council desires to amend its "Debt Management and Fund Balance Reserve Policy",
through the adoption of the amended "Fund Balance, Working Capital Reserve and Debt Management Policy,"
attached hereto as Exhibit "A."
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ALLEN,
COLLIN COUNTY, TEXAS, THAT:
SECTION 1. The "Debt Management and Fund Balance Reserve Policy" is hereby amended by the adoption of
the amended "Fund Balance, Working Capital Reserve and Debt Management Policy," as set forth in Exhibit "A"
attached hereto and made a part hereof for all purposes.
SECTION 2. All provisions of any resolution of the City of Allen, Texas, in conflict with the provisions of
this Resolution be, and the same is hereby, repealed, and all other provisions not in conflict with the
provisions of this Resolution shall remain in full force and effect.
SECTION 3. This Resolution shall become effective immediately from and after its passage.
City of Allen 236 FY2015 Budget
DULY PASSED AND APPROVED BY THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN
COUNTY, TEXAS, ON THIS THE 27TH DAY OF SEPTEMBER, 2011.
APPROVED:
Stephen Terrell, MAYOR
04wIM*11
Shelley B. Georg , CITY SECRET Y
Resolution No. 3032-9-11(R), Page 2
City of Allen 237 FY2015 Budget
EXHIBIT A
CITY OF ALLEN, TEXAS
FUND BALANCE,
WORKING CAPITAL RESERVE
AND
DEBT MANAGEMENT
POLICY
revised
September 27, 2011
City of Allen 238 FY2015 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.
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 Governmental Accounting Standards Board Statement 54, Fund Balance
Reporting and Governmental Fund Type Definitions, the City classifies governmental fund balance into five
categories:
(1) Nonspendable fund balance — includes amounts that are not in a spendable form or are
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 239 FY2015 Budget
Governmental Funds — are typically used to account for tax -supported activities (i.e. General Fund, Debt
Service Fund).
Working Capital Reserve — is the excess of current assets over current liabilities. It is the amount of liquid
capital needed in the enterprise funds to maintain the flow of capital from cash to inventories to receivables
then back again to cash.
A. FUND BALANCE POLICY
1) Committed Fund Balance:
a) The City Council is the City's highest level of decision-making authority and the formal action
that is required to be taken to establish, modify, or rescind a fund balance commitment is a
resolution approved by the Council at the City's Council meeting.
b) The resolution must either be approved or rescinded, as applicable, prior to the last day of the
fiscal year for which the commitment is made. The amount subject to the constraint may be
determined in the subsequent period.
2) Assigned Fund Balance
a) The City Council authorizes the City Manager and/or Finance Director as the official authorized
to assign fund balance to a specific purpose as approved by this fund balance policy.
3) Minimum Fund Balance
a) General Fund
i) It is the goal of the City to achieve and maintain an unassigned General Fund balance that is
within a range of 60 to 90 days of annual expenditures.
ii) If unassigned General Fund balance falls below the goal or has a deficiency, the City will
establish a timeframe and work plan to replenish the fund balance. The work plan may
include tax increases, fee increases, reduction of services, and/or reduction of expenditures
(i.e. hiring 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 10% of the required annual principal and interest
payments.
ii) For purposes of long term financial stability, a reserve in excess of 10% may be prudent in
order to reduce volatility of the tax rates between the General and Debt Service Funds.
iii) The fund shall remain in complete compliance with bond issue covenants.
4) Order of Expenditure of Funds
a) When multiple category of fund balance are available for expenditure (for example, a
construction project is being funded partly by a state grant, bonded debt, funds set aside by the
City Council, and unassigned fund balance), the City will start with the most restricted category
and spend those funds first before moving down to the next category with available funds.
City of Allen 240 FY2015 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 Program
a) A capital improvement program shall be prepared, submitted to, and approved by the Council
annually pursuant to the City Charter, Article IV.
b) The capital improvement program shall consist of at least a 5 -year priority listing of long term
capital projects, accompanied by a financing plan which reflects potential financing options for
all projects in the plan, and is supported by the appropriate sources of revenue. The financing
plan shall be in accordance with the debt management policies contained herein.
c) It is the intent of these policies that authorized projects and associated financings be included as
part of an adopted capital improvement program.
2) Debt Issuance Guidelines
a) Debt issuance will be utilized by the City only in those cases where public policy, equity and
efficient use of limited resources favor debt over other funding methods. Decision criteria
considered shall include the following:
i) Debt shall be self-supporting whenever possible. Self-supporting debt in this context will
either be revenue bonds secured by a specific revenue pledge (i.e., water and sewer
revenues) or general obligation debt including certificates of obligation where the debt
service will be paid from user 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 241 FY2015 Budget
iv) Debt shall be issued or structured in such a way so that the term of the financing does not
exceed the useful life of the asset.
v) The method of the debt sale shall be determined based upon the current market conditions.
vi) Debt refunding opportunities shall be monitored for potential savings or modifications to
certain covenants.
vii) The City will conduct its debt management functions in a manner designed to maintain or
enhance its existing credit ratings.
viii) Credit ratings shall be requested for long term debt except when long term debt is issued as a
private placement. Bond insurance for long term debt shall be reviewed for its financial
feasibility.
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-as-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) Refunding of debt is desired when the net present value savings will exceed 3% of the
existing debt service or when the net dollar savings will exceed $150,000. Negative
arbitrage and opportunity costs will be considered for advance refundings. Bond refundings
may also be considered in order to modify prior bond covenants or accomplish other specific
objectives. A negative net present value savings may be incurred in these cases.
City of Allen 242 FY2015 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 and justifiable.
b) Debt issued for water, sewer and other purposes for which operating and capital needs are
supported by user fees, shall first be considered for issuance in the form of revenue bonds,
certificates of obligation, or other debt instruments secured by the appropriate user fees. User
fees shall be adequate to support operating requirements and revenue bond covenants for each
purpose. Certificates of Obligation secured by operating revenues may also need to be secured
with property taxes.
Debt Issuance Limits and Repayment Schedules
a) The City shall use the following limits to guide issuance of debt:
i) The City should not allocate more than thirty five percent (35%) of its tax rate towards debt.
ii) It is the goal of the City that the outstanding debt consisting of general obligation bonds,
certificates of obligations, and capital leases that are supported by property taxes should not
exceed a direct debt burden ratio (tax debt to taxable assessed value) of two percent (2.0%).
iii) It is a goal of the City that property tax supported debt service, consisting of certificates of
obligation and general obligation debt payments should not exceed twenty-five percent
(25%) of expenditures for the general fund and debt service combined.
iv) If the City debt status is not at the levels stipulated by these policies at the time of their
adoption, a transition period in years will be set for each policy individually.
b) Repayment schedules shall be designed to relate to the useful life of the asset and generally be in
accordance with the following:
i) Twenty (20) years for most general obligation public improvement debt. Debt will generally
be structured with even payments over the life of the issue although principal reductions in
early years may be used to accomplish specific tax rate objectives.
ii) Ten (10) years or less for debt related to assets that have a life expectancy of 10 years or
less. Debt will generally be structured with even payments over the life of the issue or
matched against associated projected revenues.
iii) Twenty years or more (20+) years for capital projects of citywide significance and where
justified by the magnitude of the project and asset life. Debt will generally be structured with
even payments over the life of the issue although principal reductions in early years may be
used to accomplish specific tax rate objectives.
iv) On an overall basis, the City's general obligation debt portfolio will generally be structured
to retire at least fifty percent (50%) of the City's indebtedness within ten (10) years if the
debt repayment is planned for twenty (20) years.
City of Allen 243 FY2015 Budget
v) On an overall basis, the City's water and sewer revenue debt will generally be structured to
retire at least forty-five percent to fifty percent (45%-50%) of the system's indebtedness
within ten (10) years if the debt repayment is planned for twenty (20) years.
vi) If debt is issued that exceeds twenty (20) years, then it shall be a goal to structure the debt
repayment with level debt service payments or, in the case of revenue bonds, with an
amortization schedule that allows for the fastest debt repayment schedule while maintaining
appropriate debt service coverage ratios.
5) Management
a) It shall be the responsibility of the City Manager and his staff to maintain all necessary files
associated with the issuance of City debt.
b) The City Manager shall submit to the City Council a debt service fiscal impact statement as part
of the annual budget process involving the planned issuance of debt in the capital improvements
program. The fiscal impact statement shall contain, at a minimum, an estimate of the debt service
levy to be required at the time of long term debt issuance and a calculation showing the impact of
this additional levy on the existing debt service levy at that time. The fiscal impact statement
shall provide information on any projected user fee rate increases in the case of revenue bond or
self-supporting debt financing.
City of Allen 244 FY2015 Budget
Demographics
City of Allen 245 FY2015 Budget
City of Allen is located approximately 25 miles north of
Dallas, Texas.
City of Allen
246
FY2015 Budget
CITY OF ALLEN
DEMOGRAPHICS
2013-2014 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
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
U.S. 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, 89,210 in 2013, and 92,020 as of May 2014.
100,000
80,000
60,000
40,000
20,000
N
City of Allen Population Growth
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
The City of Allen has established a reputation in the Dallas/Fort Worth Metroplex for its quality
residential and commercial developments. Important transportation routes serving the City
include U.S. 75, which bisects the City in a north/south direction and provides an important link
to adjacent cities. McDermott/Main Street runs in an east/west direction in the center of the
City. S.H. 5/Greenville Avenue, which formerly was the main north/south thoroughfare, lies
roughly parallel to U.S. 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. Dallas Love Field Airport is 25 miles from Allen and McKinney National Airport is 9 miles
from Allen.
Since its inception in 1992, the Allen Economic Development Corporation (AEDC) has
dedicated its resources to developing first-class technology parks and recruiting quality
industries and corporate campuses to the community. Allen's corporate landscape is now a
well-designed blend of telecommunication, data centers, medical, defense, semiconductor,
corporate offices and other technology -related industries.
City of Allen 247 FY2015 Budget
10
8
0
6
m 4
2
City of Allen Assessed Property Valuation
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
In addition to creating jobs, AEDC projects relieve the property tax burden of the individual
homeowner. The AEDC has helped complete over 101 projects since its inception that have
added approx.$1.7 billion in taxable value to the Allen tax rolls. In recent years, Allen has
moved to a new level in its development with the addition of new office tenants, first-class
dining and shopping venues. Allen is recognized as an office and commerce/retail destination
in North Dallas.
Cisco, AT&T and Experian have all chosen to locate data centers in Allen because of the city's
prime location and abundant power supply. The AEDC also recruited MonkeySports, Inc. to
Allen, a leading online retailer of hockey and lacrosse equipment that invested $40,000,000
and brought 203 new jobs. The company occupied a 260,000 -square foot space that had
previously been vacant for several years.
With AEDC assistance, CVE Technology Group leased 200,000 -square feet in Allen for their
corporate headquarters. CVE is expected to create 1,300 jobs in Allen and invest millions in
facility upgrades. KONE Inc., a leader in the elevator and escalator industry, expanded their
North American Research & Development operation with 130 office jobs, and is expected to
have over 200 employees in Allen within the next two years. KONE has signed a lease to be
the lead tenant for Phase One of AIIenPlace Office Complex, which is being developed by
Sentinel Capital, LLC, along North Central Expressway, between West Bethany Drive and
West McDermott Drive.
AIIenPlace is a development partnership between the AEDC and Sentinel Capital, LLC, which
was announced in March of 2013. This planned four building office complex will add almost
500,000 -square feet of space to the Allen market. Currently the occupancy rate for office
space in Allen is about 96%.
The AEDC also recruited PFSweb, Inc., an eCommerce and business process outsourcing
solutions firm, to sign a 10 -year lease for 75,000 -square feet of space in Allen, currently with
450 employees with an expected growth to 700 jobs over the next 4 years.
City of Allen 248 FY2015 Budget
Billings Productions leased 46,000 -square feet on Andrews Parkway, where the company
designs and builds animatronic dinosaurs to be exhibited at zoos and museums around the
world. The company recently began work on an insect collection and employs 50 people.
Bridgemetrics and Standex International also moved to Allen in 2013. Bridgemetrics is a
software company that started with 53 employees and has already grown to 74 positions.
Standex International is a food service company that opened a culinary development center in
Allen with 45 employees. This location will serve as the corporate office for the Cooking
Solution Group and will be used for training, product development, and key customer visits.
The AEDC and City of Allen are jointly assisting Watters Creek at Montgomery Farm, a
premiere mixed use development in Allen. The silver-LEED certified project has attracted
regional and national attention and added over $100 million in improvements to Allen's ad
valorem tax base. Additionally, the development provides new sales tax revenue. The project
includes 300 loft style apartments and 80,000 square feet of office space. Homeland
Healthcare recently expanded their offices in Allen, now occupying 25,000-sf in Watters Creek
at Montgomery Farm.
The AEDC and City of Allen recruited Cabela's to develop a new store in Allen, to be located
directly south of the Village at Allen. Cabela's officially opened in April of 2011. The 100,000 -
square foot facility employs approximately 260 workers and has produced over $40 million in
taxable sales annually. The company invested over $20 million in constructing the building.
The Allen Event Center hosts concerts, trade shows, professional sporting events, festivals,
and community ceremonies. The facility is the home of the Allen Americans, a Central Hockey
League (CHL) franchise team, an Indoor Football League team called the Texas Revolution
and the Dallas Sidekicks, an Indoor Soccer team that is in the Premier Arena Soccer League
(PASL) Pro League. The venue totals 188,000 -square feet with capacity for 8,600 seats (6,275
fixed), 26 suites and two ice rinks. The development makes Allen a regional entertainment
destination. The Event Center is part of The Village at Allen, a 181 -acre mixed-use project that
includes 1,000,000 -square feet of retail, 500,000 -square feet of office and a 220 room, full-
service hotel.
The AEDC also works closely with the Allen Independent School District (AISD) to build
alliances with the business community through BEST (Business Education Support Team).
This committee provides guidance to AISD officials as they plan the curriculum for the new
Career & Tech Academy at Allen High School. The Academy helps ensure that Allen has the
workforce needed to continue sustainable economic development in the years ahead. AISD
opened the Career and Technology Education Center in August 2011 and the Performing Arts
Center in January 2012.
The AEDC board and staff are driven to build a diverse business and industry tax base that
provides additional public funding for police and fire protection, road improvements, a park and
trail system, and quality public schools. The companies recruited to the City by the AEDC
provide jobs and tax revenue that help the City of Allen grow and maintain the public services
that make Allen a great place to live, work and play.
City of Allen 249 FY2015 Budget
CITY OF ALLEN
MISCELLANEOUS STATISTICAL INFORMATION
2014- 2015 FISCAL YEAR
Date of incorporation
Form of government
Area
Miles of street
Population as of 10/1/2014
Fire protection:
Number of stations
Number of personnel
Number of fire hydrants
Police protection:
Number of stations
Number of personnel
Water service:
Supplier
Number of consumers
Average daily consumption
Miles of water lines
Sewer service:
Sanitary sewer lines
Storm sewer lines
Building permits issued
Parks
Number
Area
Municipal employees:
Full-time
Part-time
Seasonal
Public Education:
Number of public schools
Elementary
Middle Schools
Freshman center
High School
Achievement Center
Community College
June 20, 1953
Council/Manager
27.11 square miles
330 center line miles
91,152
5
111
4,329
1 Police Station
1 Storefront (Allen Premium Outlet Mall)
1 Storefront (Watters Creek)
1 Storefront (The Village at Allen)
171
North Texas Municipal Water District
29,124
11,863,621 gallons
471 linear miles
354 linear miles
109 linear miles
9,538
71
599 acres
631
133
50
20,428 Total Enrollment
17
3
1
1
1
classes held at the High School
City of Allen 250 FY2015 Budget
CITY OF ALLEN
PRINCIPAL TAXPAYERS
September 30, 2014
2014 Percentage of
Taxable Total Assessed
Taxpayer Type of Business Value Valuation
AT&T Mobility LLC
Telephone services
$ 146,741,227
1.60%
The Village at Allen LP
Mixed use
144,127,995
1.57%
Watters Creek Owner LLC
Mixed use
102,933,076
1.12%
Cisco Systems Inc
Data Center
89,245,493
0.97%
AT&T Services Inc
Telephone services
79,723,251
0.87%
Chelsea Allen Development LP
Retail
78,000,000
0.85%
Benton Pointe Apartments Inc
Apartment Complex
39,000,560
0.43%
Oncor Electric Delivery Company
Utilities Provider
38,440,180
0.42%
BH Settler's Gate Apartments LP
Apartment Complex
37,476,928
0.41%
Allen Station Apartments
Apartment Complex
30,578,210
0.33%
Total
Technology
$ 786,266,920
8.58%
Total Assessed Valuation $ 9,162,340,703
CITY OF ALLEN
MAJOR EMPLOYERS
September 4, 2014
Company
Product or Service
Approximate Number
of Employees
Percentage of
Total Allen
Employment
Allen Independent School District
Education
2,502
7.58%
Experian
National Data Center/Credit Bureau
955
2.89%
City of Allen
Municipal Government
809
2.45%
Frontier Communications
Telecommunications
693
2.10%
Texas Health Presbyterian Hospital
Hospital/Medical Offices
670
2.03%
Jack Henry & Associates
Information Processing
569
1.72%
Andrew Distributing
Retail Beverage Distributor
400
1.21%
PFSweb
Information Tech nology/E-Commerce
400
1.21%
CVE Technology Group, Inc.
Technology/Mobile
400
1.21%
Finisar Corporation
Technology
175
0.53%
City of Allen 251 FY2015 Budget
11111-91 40
4
Departmental
Performance
Measures
City of Allen 253 FY2015 Budget
Departmental Performance Measures
Performance measurement can be defined as "measurement on a regular
basis of the results (outcomes) and efficiency of services or programs." 1 The
ultimate purpose of any performance measure is to provide a quantifiable
measure of the results or effectiveness of an action. In the case of
measurements in government, they are typically tied to programs and services.
By finding quantifiable measures that are tied to the goals of a service, the
effectiveness of the program can be judged against the preferred level of
achievement, against the program's past performance, and against similar
programs in other cities.
Performance measures fall into five categories. The first, and most simple,
is input measures which shows the amount and kinds of resources assigned to a
program. Budgets actually contain input measures when they show divisions of
money and personnel. The second category is output, or workload measures that
show amount of work performed and services received. Individually, these first
two categories only provide a frame for the activities of a program, but when
outputs are examined in terms of the inputs needed to produce them, an
efficiency measure is created which is the first real measure of actual
performance. Outcome or Effectiveness measures are designed to report the
results of a program, especially the quality of the results. "Effectiveness refers to
the degree to which services are responsive to the needs and desires of a
community. , 2 The final category is productivity measures, which combine
efficiency and effectiveness to show the cost to produce a quality result or how
poor results harm total costs (for example having to repair a street twice after
doing it poorly the first time).
The measures in this appendix 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. Hatiy's book Performance Measurment
2 From the National Center for Public Productivity, Rutgers University
City of Allen 254 FY2015 Budget
City Administration
Website
The City of Allen website is
maintained by the Public and
Media Relations Department of
City Administration. In 2005, the
number of hits per month was
45,725 (based on 2005
analytics tool). With the launch
of a new website in May 2008
and the continued growth of
Allen, traffic increased to over
119,000 page views per month
in 2009.
250,000
225,769 228,935
2 0, 30
207,989
200,000
150,000
100,000
45,725
50,000
2005 2010 2011 2012 2013
With the growth of Allen's destination assets, continued development and the
start of CVB operations, website traffic has continued to climb. The average
number of page views per month for 2010 was 200,030 and the average number
of page views per month for 2011 was 225,769.
In 2012, the City website transitioned to a new content management system that
offered increased functionality with online communication tools. The average
number of page views per month for 2012 was 228,935 which demonstrated a
slight increase in traffic.
The average number of page views per month in 2013 was 207,989 which marks
a decrease in user traffic. 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.
City of Allen 255 FY2015 Budget
City Secretary
Department Introduction
The City Secretary's Office records, preserves, and has custodial authority over the
official records and legislative acts of the City Council; coordinates all City -held
elections; coordinates and oversees the City's Records Management Program;
administers all City held elections; and serves as the Public Information Officer in
accordance with the Texas Public Information Act.
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 Measure
2012
2013
2014 Est.
2015 Pro'.
Training Sessions Provided
8
6
2
2
Cubic Feet of Eligible Records
100%
100%
100%
100%
Destroyed
500
0
0
800
Cubic Feet of Records Microfilmed
4
0
0
8
Number of Commercial Building
0
0
0
4,000
Plans Pages Imaged
Public Information Requests
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.
Performance Measure
2012
2013
2014 Est.
2015 Pro'.
Percentage of Open Records
Requests Responded to within 10
100%
100%
100%
100%
days
City of Allen 256 FY2015 Budget
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
2012
2013
2014 Est.
2015 Pro'.
Number of Blue Star Flag
3
1
1
1
Presentations
100%
100%
100%
100%
Number of Proclamations
14
18
16
15
Presented at Council Meetings
o
3.7/0
0
0 /o
0
6.1 /0
5 0
/o
Number of Citizen Recognitions
Presented Outside of Council
28
30
25
25
Meeting
Boards and Commissions
The City Secretary's Office coordinates the annual Board appointment process
including training of newly appointed and reappointed Board members regarding laws
and procedures relating to their appointment.
Performance Measure
2012
2013
2014 Est.
2015 Pro'.
Percentage of Newly Appointed
3,498
0
3,134
2,577
and Reappointed Board Members
100%
100%
100%
100%
Attending Annual Orientation
$6.29
0
$3.75
$3.49
Session
o
3.7/0
0
0 /o
0
6.1 /0
5 0
/o
Percentage of Appointees
Completing Open Meetings
100%
100%
100%
100%
Training required by 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
2012*
2013**
2014
2015 Pro'.
Number of Ballots Cast
3,498
0
3,134
2,577
Total cost of General Election
$22,000
$75
$11,751
$9,000
Cost per ballot cast
$6.29
0
$3.75
$3.49
Percentage of Registered Voters
Casting Ballots
o
3.7/0
0
0 /o
0
6.1 /0
5 0
/o
`2011 General Election was canceled; Statistics are trom Special Election to till a vacancy in 1-11 ace No. U.
**2013 General Election was canceled.
City of Allen 257 FY2015 Budget
Community Development
Building Services and Environmental Health
Division Introduction
The Building Services Division monitors compliance within the City of Allen to assure
that all buildings are built to an approved site plan, adopted building codes and
ordinances, and are ready for certificate of occupancy. The process involves four
primary functions; application processing/administration, plan review, field inspection,
and finally the production of a certificate of occupancy. The Building Services Division
receives applications and then coordinates with Fire, Planning and Zoning, Engineering,
Parks and Recreation, and Community Services in order to confirm compliance with the
Allen Land Development Code and Code of Ordinances. The Environmental Health
Division also has the task of conducting environmental health inspections at restaurants
and other food service establishments, day care facilities, public and semi-public (HOA)
swimming pools, and managing mosquito control efforts and other environmental health
issues.
Building Permit Plan Review Time
Developers and individuals who
desire to do construction projects
must fill out a permit application
and submit plans and other
supporting documents, which are
reviewed by the permit staff and a
plans examiner. This is the
application procedure when
applying for any type of building
permit in the City of Allen. The goal
is to provide for regulated growth
with quality assurance, comply with
all applicable building codes and
city regulations, and build
relationships with excellent
customer service. While single-
family development made up the
majority of the work load for many
years, the division now works with
a much more diverse project load.
Plan review is our opportunity to
make sure that compliance is
achieved with all applicable
building, local, and life safety code
requirements before proceeding
with construction. The Commercial
Permit Review Time chart reflects
how recent changes have reduced
the number of days it takes to
review a commercial project which,
in turn, allows us to become a
more user-friendly city.
City of Allen
Commercial Permit Review Time
(Business Days)....
40
30
20
Zo
0
FY 10 FY 11 FY12 FY 13 FY 14 Est.
FY 15 Proj
2.5 Y2015 Budget
Building Inspections
New commercial and residential
buildings, remodels, and
miscellaneous permits are
inspected multiple times before a
final approval occurs and a
certificate of occupancy may be
issued. This is required to ensure
all construction meets the
requirements as set forth by the
City of Allen. These routine
procedures are being performed
while we are transforming into a
combination inspection
department with our inspectors. Our goal is to provide a more efficient and high quality
process for the customer and a more prompt completion of projects.
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 259 FY2015 Budget
Community Development
Land Development and Community Integrity
Department Introduction
The Land Development and Community Integrity Division is responsible for land use,
transportation planning, zoning administration, development coordination, certain
economic development initiatives, community development programs, neighborhood
integrity initiatives, code enforcement, and for 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.
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
City of Allen 260 FY2015 Budget
Permits Reviewed
The Land Development Division reviews Certificates of Occupancy for all new
businesses and building permits for zoning compliance.
Permits Reviewed
Code Enforcement Cases
Code Enforcement protects the health, safety, and welfare of residents and maintains a
higher quality of life by promoting awareness and compliance with City codes. In 2013
Code Enforcement Officers resolved 7,312 violations, while only issuing 35 citations.
Seventy-five percent of violations were resolved within 30 days.
City of Allen 261 FY2015 Budget
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)
City of Allen 262 FY2015 Budget
Community Services (Administration)
Department/Division Introduction
The Community Services Department is composed of several divisions and
covers the public works functions of the City, including water, sewer, utility billing,
streets, drainage, building maintenance, municipal service center, and waste
services. The Administration Division oversees the functions of all of the
Department's line divisions.
Low Emission Vehicles
The City of Allen is gradually replacing its higher emission gas or diesel burning
light duty (non -emergency) vehicles with Ultra -Low Emission Vehicles (ULEV),
Low Emission Vehicles (LEV), or Alternative Fueled Vehicles (AFV) in order to
meet EPA requirements.
Community Services, Percentage of City's Fleet that is
Engineering, Building and LEV/AFV
Code, and Parks and l00%
Recreation are all affected
by the EPA requirements so°i° '
and are procuring lower '
emission replacement 80%
vehicles as a result. Public
Safety vehicles are not 70%
included in the EPA
requirements; however, all 60°i°
patrol cars purchased in the
past three years are also
LEV or ULEV. so°%°
nn�n nnwn nnwI nnwr r_
City of Allen 263 FY2015 Budget
Community Services (Building Maintenance)
Division Introduction
The Building Maintenance Division is responsible for keeping the Allen City Hall, the
City Hall Annex, the Municipal Courts and Parks and Recreation (MCPAR) building, the
Municipal Library and Auditorium, the Municipal Service Center, the Central Police
Station, and the administrative areas and classroom in the new Central Fire Station
clean and maintained. Maintenance of the Animal Shelter is also performed but the
cleaning is performed by shelter attendants. Tasks include janitorial services, building
mechanical system maintainance and repair, remodeling projects, and other tasks
related to building operations and staff support.
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.
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.
City of Allen 264 FY2015 Budget
Total Square Feet Cleaned per
Custodian
30,000
24,644 24,644 24,644 24,644
25,000
....
....
.......
20,000
15,000
10,000
5,000
0
2012 2013 2014 2015
City of Allen 264 FY2015 Budget
Cleaning Cost
This is the cost incurred by the
division for each square foot
cleaned. The dollar amount
includes salary and benefits for
employees, uniforms, supplies,
and cleaning equipment.
City of Allen 265 FY2015 Budget
Community Services (Streets)
Division Introduction
This division has the responsibility for maintaining the many miles of streets, alleys, and
sidewalks within the City.
Total Street Miles
Total street miles in Allen have
increased by approximately 7
miles in the past three years.
Although maintenance will
eventually increase as a result of
the new construction, for the
immediate future the new streets
will require little maintenance. All
new streets are constructed with
concrete due to lower
maintenance costs and greater
lifespan.
Street Conditions
The City's Pavement Service
Rating (PSR) system rates streets
on a 0-5 scale, with 0 being
impassible, 3 being satisfactory,
and 5 being excellent or newly
constructed. The rating measures
cracking, base condition, drainage,
surface condition, distortion, and
ride quality. Asphalt streets are
cheaper to build but more costly to
maintain than concrete. Concrete
streets are evaluated every four
years, and asphalt streets are
evaluated over a two year period,
50% one year and the other 50%
the next. Many of the City's
concrete streets are new, which
partially accounts for their good
condition.
295.30 298.50 302.40 304.00
11 �
11
• ,
Percentage of Streets in Satisfactory
Condition or Better
120%
100%
97% 97% 96% 96%
.... .... ....
80% 74%.. 76% 75% 77%
60%
40%
20%
0%
2012 2013 2014 2015 est
®Asphalt Miles ®Concrete Miles
A "satisfactory" rating for concrete streets means a
rating of 3.5 or better
A "satisfactory" rating for asphalt streets means a rating
of 3.0 or better
Asphalt street ratings are determined after the year's
overlay and sealing projects.
City of Allen 266 FY2015 Budget
Maintenance Dollars Funded per Year per Pavement Type
The City has almost 18 times
as many miles of concrete
streets as asphalt. Even
though asphalt streets are
more expensive to maintain
than concrete, the difference in
miles between the surface
types results in concrete
streets receiving the majority
of funding in normal
operations. The 2012, 2013
and 2014 numbers show bond
funds that were spent on
various concrete street repair.
The 2012 and 2013 numbers
show water and sewer funds
that resurfaced asphalt streets
after sewer rehabilation
projects were completed.
Maintenance Dollars Spent per Center Line Mile per Year
This measure analyzes the
maintenance funds spent per mile
for both asphalt and concrete
streets. The 2012 and 2013
numbers for asphalt includes
additional money spent on the High
Meadows Subdivision and the
Walden Park Subdivision to
resurface the streets after sewer
rehabilitation projects. The Concrete
dollars for 2012 and 2013 include
concrete replacement for the
Walden Park Sewer rehabilitation
Maintenance Dollars Spent per Mile
2013 2014 2015 est
®Asphalt ®Concrete
project plus normal operation
budgets and bond sales for contract concrete street repair.
City of Allen 267 FY2015 Budget
Maintenance Dollars Funded
$1,000,000
$925,160
$900,000
$800,000
$700,000
$600,000
$551,149.
.... .... .... .... ....
$500,000
$500,000 $500,000
$400,000
$300,000
$200,000
$100,000
$42,550
$56,908
$30,000
$80,000
$o
2012 2013 2014 2015 est
®Asphalt ®Concrete
Maintenance Dollars Spent per Center Line Mile per Year
This measure analyzes the
maintenance funds spent per mile
for both asphalt and concrete
streets. The 2012 and 2013
numbers for asphalt includes
additional money spent on the High
Meadows Subdivision and the
Walden Park Subdivision to
resurface the streets after sewer
rehabilitation projects. The Concrete
dollars for 2012 and 2013 include
concrete replacement for the
Walden Park Sewer rehabilitation
Maintenance Dollars Spent per Mile
2013 2014 2015 est
®Asphalt ®Concrete
project plus normal operation
budgets and bond sales for contract concrete street repair.
City of Allen 267 FY2015 Budget
Community Services (Water and Sewer)
Division Introduction
The Water and Sewer Division operates and maintains the system of pump stations,
ground storage, elevated storage, and mains that provides customers drinking water
provided by North Texas Municipal Water District (NTMWD). The division also operates
the system of lift stations and mains that returns wastewater to the NTMWD's interceptor
system for treatment.
Water Loss
Water loss is the difference
Percentage of Water Loss
between the volume of water
15%
purchased from NTMWD and the
volume of water sold to
°
14/° 13.4°i°
customers. The numbers do not
13%
subtract water loss resulting from
12% 11.8%
routine daily operations (such as
11%
firefighting and water line
10.4%
10% s..-5%.... 9.8%
flushing), construction projects,
8.5%
and service line and main line
g%
8.0% 8.0°i°
breaks. The City's water loss
8%
it
goal is based on the NTMWD
7%
model water conservation plan
FY 11-12 FY 12-13 FY 13-14 FY 14-15
and is to not exceed 12%. The
Est.
running average of water loss for
® FY Average M Last 3 Yr Average
the three 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 in FY 11, 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.
Rebates Processed
FY 11-12 FY 12-13 FY13-14 FY 14-15
Est.
City of Allen 268 FY2015 Budget
Community Services (Utility Billing)
Division Introduction
Utility Collections is the division of the Community Services Department that provides
utility bills to residential and commercial customers for water, sewer, drainage, waste
services and household hazardous waste (HHW). The payments are then processed to
show generated revenue.
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
30,000
5,000
4,933
4,950
29,500
4860
,
4,900
29,000
4,850
4,778
4,800
28,500 .....................................................
4,750
28,000 .4,662
4,700
4,650
27,500
4,600
4,550
27,000
4,500
FY 11-12 FY 12-13 FY 13-14 FY
14-15
Proj.
Est.
# of Accounts --*--Accounts per Employee
City efforts to improve on-time utility bill
payment included increasing
customers' time allowed to pay their
accounts, increasing penalty and late
fees, instituting on-line payments, and
formally allowing establishment of
payment plans. Our efforts have
allowed us to attain above a 90% on
time payment record. Starting FY 13-14
electronic payments consist of 63% of
Average Percentage of Bill
Payments Received on Time
100.0%
95.0% 92.0% 93 00........
95.0% 94.0%
90.0%
85.0%
80.0%
FY 11-12 FY 12-13 FY 13-14 FY 14-15
Proj. proj. Est.
all payments made for utility bills. This
number is expected to increase for FY 14-15 to 65%.
City of Allen 269 FY2015 Budget
Community Services (Solid Waste)
Division Introduction
The Solid Waste Division oversees residential and commercial waste services within
Allen. The division also administers and operates the City recycling programs and
Household Hazardous Waste (HHW) collection programs.
Recycling
The City of Allen measures the
impact of its recycling programs
by tracking the pounds of
materials diverted, including co -
mingled recyclables and yard
waste. Recycling extends the
life of the landfill while allowing
resources (glass, paper,
plastics, and metals) to be
recovered for reuse or re-
manufacturing. The City
continues to gain recognition
20,000
18,151
70
16,310 16 501
p
15,000
13,541
65
c 10,000
60
5,000
55
y
c
0
50
c
2012 2013 2014 Est. 2015
a
Proj.
Recyclable Trash Diverted
Pounds Per Houshold/month
for its innovative and progressive recycling and diversion efforts, including national,
state and regional awards. City provided commercial cardboard recycling diverts 2,004
tons per year. Multi -family complex (apartment) and Allen ISD divert 297 tons of single -
stream recycling per year. Single -stream residential recycling in 95 -gallon carts diverts
9,713 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 2013 reached 3,267 adults and 4,299 youth through 49
hands-on environmental programs.
Trash Collection Complaints
The Solid Waste Division contracts with
Community Waste Disposal (CWD) for
garbage and recycling collection and
provides oversight to their operations. CWD's
contract renewed June 1, 2013. CWD is
contractually obligated to achieve <1.1
service inquiries per 1000 service
opportunities. In 2013, CWD performed
4,009,037 service opportunities.
City of Allen 270 FY2015 Budget
Household Hazardous Waste Collection
In FY 2002, funding for the
residential HHW program was
approved by City Council. The
program began in February 2002
through a grant from NCTCOG
and continued without cost to
residents through FY 2003. In
FY 04, a $0.50 fee was included
on the water utility bill to support
the HHW program. In June
2008, a fee increase to $0.57 per
month was approved to
overcome the rising costs of non -
reusable HHW collection
Proj.
Pounds of Reuseable Chemicals
Curbside Participants
disposal. This program is an important part of our Texas Pollution Discharge Elimination
System (TPDES) program. The HHW program is conducted in cooperation with the City
of Plano through an Interlocal Agreement. The program provides residents with an
environmentally safe way to remove household chemicals (paint, cleaners, oil, etc.)
from their homes. From the beginning of the program through June 2014, 109,682
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, 2,051 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 271 FY2015 Budget
12,000
9,551
2,250
10,000
8,810
2,200 .+
7,999
2,150
v 8,000
7,223
EL
2,100 •U
2,050 L
6,000
2,000 a.
1,950
4,000
1,900
6 2,000
1,850 3
�
1,800 v
0
1,750
°
a
2012 2013 2014 Est 2015
Proj.
Pounds of Reuseable Chemicals
Curbside Participants
disposal. This program is an important part of our Texas Pollution Discharge Elimination
System (TPDES) program. The HHW program is conducted in cooperation with the City
of Plano through an Interlocal Agreement. The program provides residents with an
environmentally safe way to remove household chemicals (paint, cleaners, oil, etc.)
from their homes. From the beginning of the program through June 2014, 109,682
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, 2,051 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 271 FY2015 Budget
Community Services (Drainage)
Division Introduction
The Drainage Division monitors storm sewers and open drainage channels and cleans
and maintains them in order to ensure the free flow of drainage water that helps prevent
flooding. The division's budget also funds contract street sweeping and contract mowing
along drainage areas and greenbelts.
Street Sweeping
Arterial and collector roads are
swept during the year in order to
remove debris for aesthetics,
safety, and for TPDES permit
compliance. These are actual "curb
miles" of streets swept. The
number of curb miles is larger than
the number of street miles in Allen
because there are at least two curb
miles per mile of road (one curb on
each side) and up to four curbs on
roads with medians. Arterials are
swept twice monthly and collectors
are swept once per month. The
number of curb miles swept has grown due to the increase in roads. A decrease in
contract price allowed the City to begin sweeping arterials twice monthly in 2003.
City of Allen 272 FY2015 Budget
Engineering
Department Introduction
The Engineering Department plans and oversees infrastructure projects for the City.
This includes the capital improvements program as well as traffic control throughout
the City.
Capital Project Funding
Every year the City spends millions of dollars on large scale construction or
maintenance projects and on comprehensive studies to prepare for such projects.
The Engineering division oversees these activities. Some of the larger projects
completed during FY 13-14 were the Exchange Parkway Widening (Alma to Allen
Heights) and Bray Central Widening. Construction concluded on the 2013 Streets &
Alley Repair project which includes $1 M of pavement replacement. Key energy-
saving facility upgrades were finished which included HVAC replacement and LED
lighting installations at the Municipal Court and Parks & Recreation Building and Fire
Station #4. Design has begun on the reconstruction of Fire Station #2, the kitchen at
Fire Station #4 was renovated, and Central Fire Station was provided with coiling
overhead doors. Construction on the Whis-Lynge neighborhood Water and Sewer
Replacement project was nearly complete and the design of Fountain Park
Neighborhood Water and Sewer Replacement Project has begun. Bank stabilization
of the Old Stone Dam landmark was also finished. Completed Phase 3 of the street
bike route markings, replaced street name blades in three sign zones, refreshed and
replaced pavement markings throughout the city, constructed three new traffic
signals and successfully obtained a grant to implement coordination of signal timing
along seven corridors in Allen. Construction to widen US 75 to 8 general purpose
lanes and improve key frontage road intersections began in April 2014 with
engineering staff serving as a liaison to TxDOT on this project. The total amount
spent on capital projects in FY12 was approximately $21 million, in FY13 $11.3
million, and in FY14 approximately $16.0 million.
($Millions) Total Dollars Spent - Capital Projects
Is 11Facilities Water/Sewer Drainage Streets Parks
mm 2012 mu 2013 mill 2014 Est. mo 2015 Proj.
City of Allen 273 FY2015 Budget
$14
$10.60
$9
$7 $7.80
$5
$3.00
$1 $1
$4.71 $4.00
$2 $2
$2 $2
$0.75
$0 $0 $0.50 $0.20
City of Allen 273 FY2015 Budget
Developer Contribution to Infrastructure
During construction of a
project, developers build
infrastructure improvements
that the city later maintains.
The department helps plan
for the infrastructure needs,
oversees the construction,
and facilitates the transfer.
Commercial development
continued in 2014 with
some notable projects being
Black Walnut Cafe, AISD
Service Center, Corporate
Center II, Nine Band
Brewery and Watters Village
II. Single -Family residential
developments included
Villas of Cottonwood Creek
Ph. 2, Belmont Estates, Fall
Creek Ph. 2, Cumberland
Crossing, Ph. 5, Cypress
Meadows, The Landings
Ph. 2, Morgan Crossing Ph.
4 and Creekside at
Ridgeview Ph. 2, for a total
of 414 lots. One Multi -
Family development was
added to the community -
Twin Creeks Crossing -
comprising 347 units.
Value of Infrastructure from Commercial Development
$3
$2
0
$1
$0
2010 2011 2012 2013 2014 Est. 2015 Proj.
®WATER ®SEWER ■STREETS OSTORM
Value of Infrastructure from Residential Development
$7
$6
$5
$4
0
$3
4a
$2
$1
$0
2010 2011 2012 2013 2014 est. 2015 Pro].
®WATER ®SEWER ■STREETS OSTORM
City of Allen 274 FY2015 Budget
New Residential Lots
We have seen a slight decline
from last year in single family
development with nearly 414
lots being accepted in 2014,
but we project a rebound to
approximately 527 lots next
year. Commercial development
remains steady while the
projects approved as part of the
2007 bond program are coming
to a close.
New Residential Lots
2,000
1,500
1,000
573 661 527
500 203 312 414
0
2010 2011 2012 2013 2014 2015
Est. Proj.
City of Allen 275 FY2015 Budget
Finance
Department Introduction
The Finance Department provides financial management in accordance with local,
state, and federal law, and ensures that city ordinances and policies and procedures are
followed. The department provides technical staff support for the City Council, staff,
and the public in the following areas:
• Accounting Division: cash and investments, debt management, accounts
payable, accounts receivable, fixed assets, grants, capital projects accounting,
annual financial report, and payroll;
• Budget Division: annual budgets, monthly financial analysis, quarterly financial
analysis reports, and economic development (TIF's and 380 agreement) tracking;
• Purchasing Division: securing materials and services, contract monitoring, and
disposing of surplus City property in compliance with Texas purchasing statutes.
Financial Management
To ensure long-term financial success of the City, sufficient reserves are required to
maintain City operations through unforeseen events. The City policy for the General
Fund is to maintain a range of 60 to 90 days of operational expenditures in reserve.
Water and Sewer bond covenants require that the Water and Sewer Fund maintain a
reserve fund equal to the average annual debt payment of all bonds. This is also a
critical element utilized by bond rating agencies in determination of the City's bond
rating. Long-range financial planning and conservative budgeting has allowed the City
to maintain required reserves.
GENERAL FUND
2011
2012
2013 2014 Est.
Total Expenditures
$ 68,655,400
$ 70,655,400
$76,691,635
$79,552,773
Ending Fund Balance
$ 15,630,485
$ 16,728,048
$16,474,713
$18,135,161
Days Operational
Expense in Reserve
83.1
86.4
78.4
83.2
G.O. Bond Rating:
W&S Revenue Bond Rating:
Mood 's Investor Service
Aal
Aal
Aal
Aal
Standard & Poor's
AAA
AAA
AAA
AAA
WATER & SEWER FUND
2011
2012
2013
2014 Est.
Available for Debt Service
$ 8,086,775
$ 5,359,570
$4,214,239
$2,589,899
Annual Debt Service
Requirement
$ 1,689,028
$ 1,702,074
$ 1,576,075
$ 1,615,578
Coverage per Rate Covenant
4.79
2.72
2.67
1.60
W&S Revenue Bond Rating:
Mood 's Investor Service
Aa2
Aa2
Aa2
Aa2
Standard & Poor's
AA+
AAA
AAA
AAA
City of Allen 276 FY2015 Budget
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.
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, 2013 resulted in no deficiencies or "management comment items".
City of Allen 277 FY2015 Budget
2011
2012
2013
2014
Certificate of Achievement for Excellence in Financial Reporting
✓
Distinguished Budget Presentation Award
Achievement of Excellence in Procurement Award
Although not an award, but an indication of the value of financial management, for the
sixth time in the history of the City the external audit for the period ending September
30, 2013 resulted in no deficiencies or "management comment items".
City of Allen 277 FY2015 Budget
Municipal Court
Department Introduction
The Municipal Court provides administration and clerical support for court proceedings arising
from violations of City ordinances and certain state laws. Responsibilities include: collection of
fines, fees and state costs; filing citations/complaints; court scheduling, issuing, tracking and
clearing warrants; maintaining the juror data base; updating and maintaining court records and
reporting collections, convictions and statistical data to appropriate State agencies. Cases
involving minors are handled by the Juvenile Case Manager, who works with the community
and surrounding cities to find new places where juveniles and minors may complete their court
appointed alcohol awareness class, drug awareness class, anger management class, family
counseling, and community service hours. In January 2009, the City voluntarily began
participating in the state collection program.
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).
FY
FTE
Population
Tickets
Issued
Warrants
Issued
% Warrants
To Tickets
Revenue
Exp.
2013-2014
11
91,431
17,000
5,993
35.3%
$2,187,902
$736,961
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
2009-2010
11
84,333
17,612
4,908
27.9%
$1,691,770
$633,320
In March 2014, Municipal Court participated in the third annual state-wide warrant round up
working with the Allen Police Department and several other cities and law enforcement
agencies in an effort to clear outstanding warrants. Results from Allen's participation are as
follows:
TOTAL
FY12
FY13
FY14
2/13/12 to
2/25/12
2/25/12
Served Warrants
5/18/13
2/14 to 3/14
3/1/14
Served Warrants
Warrants Served
590
100
89
637
106
Warrant Value
$166,214
$27,776
$25,298
$180,551
$29,800
Fine Collected
$76,013
$17,367
$11,328
$83,461
$16,259
Bonds Posted
$31,510
$463
$0
$22,468
$0
Value-TimeServed
$20,667
$902
$6,659
$31,281
$3,318
Value -Dismissed
$3,559
$0
$85
$0
$0
Extension to Pay
$14,229
$5,994
$6,499
$12,407
$6,975
City of Allen 278 FY2015 Budget
Fire Department
Department Introduction
The Fire Department's task is to prevent and mitigate property loss in Allen from fires
and the effects of natural and man-made disasters. Additionally, the department
provides emergency medical services. A heavy emphasis is placed on the prevention of
these occurrences through public education, fire suppression system installation and
code enforcement. Firefighter and paramedic training and equipment are equally critical
to insure a safe and effective response.
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
Beginning in 2013, all processing and
`reflex time' has been included in the
average response time calculation. Reflex
time begins when the station is alerted
and ends when the vehicle begins
traveling toward the emergency. Call
Processing is the time required to gather
information from the 911 caller and
dispatch units.
City of Allen 279 FY2015 Budget
Total Calls
4,500
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
2010
2011
2012
2013
2014
Est.
■Fire Calls
1,274
1,466
1,316
1,504
1,352
uuuuuiEMS Calls
2,973 3,155 3,224 3,501
3,949
Beginning in 2013, all processing and
`reflex time' has been included in the
average response time calculation. Reflex
time begins when the station is alerted
and ends when the vehicle begins
traveling toward the emergency. Call
Processing is the time required to gather
information from the 911 caller and
dispatch units.
City of Allen 279 FY2015 Budget
Injuries
This measure shows injuries to both
firefighters and the general public
resulting from fires. Injuries cannot be
completely eliminated, but an
emphasis on public education and
firefighter training will help keep these
to a minimum. There has been one
civilian death resulting from fire in the
current reported time frames
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.
Injuries From Fires
Property Loss
?r'VVV,VVV
$1,500,000
$1,000,000
$500,000
$-
FY
2010 *
FY FY
2011 2012
FY
2013
FY
2014
Est.
Total $$
1,565,70
543,615 789,396
698,930
650,000
* One Apartment Fire exceeded $1,000,000 in FY 2010
City of Allen 280 FY2015 Budget
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
+; I; d Th' 'f' tl
tions & Plan Review
3,000
2,500
12,000
,500
11000
500
0 2013 2014
2010 2011 2012 Est. Est.
uuuuui Fire Inspections 2,022 2,987 1,120 1,399 1,412
uuuuui Plan Review 409 375 390 432 263
U i ize . is signs scan y
reduced the number and frequency of inspections.
Educational Efforts
The Fire Department offers
public education programs
designed to increase fire
safety. The Public Education
Coordinator position is
responsible for developing
comprehensive public
education programs. Programs
include the Citizen Fire
Academy and "Risk Watch", in
AISD classrooms, and other
programs specifically designed
to meet community needs.
City of Allen 281 FY2015 Budget
Public Education Programs
840
30,000
820
25,000
800
20,000
a
780
L
LO
760
15,000
y.a
a
(L
o
740
cc
10,000
a)
720
0
a
5,000
700
680
0
2010
2011 2012 2013 2014
Est
EMM Programs A. Participants
City of Allen 281 FY2015 Budget
Human Resources
Department Introduction
The Human Resources Department works in partnership with City departments in
providing expert Human Resources advice in collaboratively shaping strategies to
achieve organizational goals. This task is accomplished by the department
administering benefits, the workers' compensation program and risk management
functions, recruiting and retaining employees, handling employee relations as well as
assisting with policy development.
Recruitment
The Human Resources
Department continues to utilize
the NEOGOV applicant tracking
system for the employment
process. We continue to receive
and evaluate thousands of
applications each fiscal year in
response to our advertised
employment opportunities.
NEOGOV continues to enable us
to reach a large applicant
population while at the same time
assisting us in determining the
best advertising avenues so that
we can more effectively focus our
recruiting efforts while minimizing
ineffective and unnecesseary
advertising expenses.
Applicant Source
In FY2014, the Human Resources Department assisted all departments with their
recruiting efforts, which included new hire paperwork, on -boarding, and
promotional hiring needs. The departments with the largest recruiting needs
included the Parks and Recreation department, Police department, Community
Services, and Community Development. Within those 4 departments, 173 total
City of Allen 282 FY2015 Budget
external applicants were recruited and
hired on as City of Allen part-time or
full-time employees. Over the past
year, the Human Resources
Department has assisted with
numerous departmental interviews in
order to provide more assistance
throughout the recruiting process.
Employee Turnover
The City of Allen experienced 12.2%
turnover in FY2013 which is a 50%
increase over the previous two years.
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
Employee Turnover
20.0%
15.0
10.0%
�
5.0%
0.0%
FY2011 FY2012 FY2013 FY2014
Est.
employees. Our projected turnover for
FY2014 is 11.5%, which is a slight decrease over last year.
Training
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
City of Allen 283 FY2015 Budget
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.
Casualty Program Costs
The total program cost (premiums, paid and reserved losses) shown in the graphs
below depict the cost associated with the Property and Casualty program for the City of
Allen. Lines of coverage shown include 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:
The chart below depicts the General Liability Claims for the past four years.
City of Allen 284 FY2015 Budget
Total incurred Automobile Liability and Automobile Physical Damage claims since 2011
are shown below:
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.
City of Allen 285 FY2015 Budget
Library
Department Introduction
"A welcoming place to inspire the mind," the Library stimulates imagination and
encourages a lifelong love for learning by providing printed, audio, video, and
electronic materials within a fun and friendly environment of responsive customer
service. The Library offers a diverse calendar of cultural, historical, literary, and
educational programs to enrich the lives of Allen's residents and enhance the quality
of community life.
Visitation, Circulation, and Circulation Per Capita
Visitation, or the total annual number of Library patrons, is automatically counted by
electronic counters incorporated into the security gates. The number of visitors
decreased slightly by 1.6% in FY 2013 vs. FY 2012 driven by the following factors.
• The Library's RFID migration project from February to May 2013 precluded
normal acquisition patterns for adding new materials during the first eight
months of the fiscal year. Fewer new materials typically result in fewer
visitors. The same trend occurred in FY 2011 due to the Polaris migration.
• The second floor was closed to the public for nine days during the carpet
replacement and shelving reconfiguration in May 2013.
In FY 2014, patron visits are projected to increase 7% over FY 2013. This is
attributed to increased program attendance, the return to normal acquisition
patterns, and a more welcoming environment on the second floor. Circulation also
increased in FY 2014.
Annual Checkouts, the total number of Library items checked out, is projected to
increase again as it has every year for at least 19 years (1996 is the earliest year for
which statistics are available from the Texas State Library and Archives
Commission).
Circulation surpassed 900,000 items in FY2012 and is continuing to trend upwards.
Although FY 2013 circulation was impacted by the same factors as visitation,
checkouts still increased 1 %, a new peak for the Library. FY 2014 checkouts are
conservatively projected to increase by 7% with an additional increase in FY 2015.
City of Allen 286 FY2015 Budget
Circulation trends indicate that FY 2015 could be the first year that the Library
surpasses 1 million annual checkouts!
Visitation and Circulation
AJ
17
*14
2011 2012 2013 2014 Est. 2015 Proj.
Annual Visits ElAnnual Checkouts
Circulation Per Capita, the total number of checkouts divided by the total population,
has increased each year since FY 2007 and is anticipated to increase yet again.
Departmental staff continues to encourage Library usage through a welcoming
environment, exceptional customer service, patron -oriented collection development
practices, and internal and external marketing. In FY 2014, Library staff focused on
additional marketing through social media and increased outreach to Allen schools.
The Library's circulation per capita is again projected to be higher than 10 for FY
2014 with another increase anticipated for FY 2015. Texas public library standards
consider 7.5 or higher to be excellent.
2011
2012
2013
2014 Est.
2015 Proj.
Circulation
Per Capita
9.2
10.3
10.2
10.6
11.0
1
Circulation Per Capita, the total number of checkouts divided by the total population,
has increased each year since FY 2007 and is anticipated to increase yet again.
Departmental staff continues to encourage Library usage through a welcoming
environment, exceptional customer service, patron -oriented collection development
practices, and internal and external marketing. In FY 2014, Library staff focused on
additional marketing through social media and increased outreach to Allen schools.
The Library's circulation per capita is again projected to be higher than 10 for FY
2014 with another increase anticipated for FY 2015. Texas public library standards
consider 7.5 or higher to be excellent.
City of Allen 287 FY2015 Budget
2011
2012
2013
2014 Est.
2015 Proj.
Circulation
Per Capita
9.2
10.3
10.2
10.6
11.0
City of Allen 287 FY2015 Budget
Collection Per Capita and Turnover Rate
Volumes Per Capita, the number of items in the Library divided by the City's
population, measures the quantity and diversity of materials available to Allen
citizens. The City Council's eventual goal is 2 volumes per capita. The intermediate
goal has been to achieve a 1.5 ratio while developing a vital, current, relevant, and
popular collection. This goal should be attained in FY 2015 following increases to
the collection budget in FY 2014 and 2015.
Volumes Per Capita
2011 2012 2013 2014 Est. 2015 Proj.
Volumes per capita decreased in FY 2013 due to the practicality of weeding worn
and outdated materials before and during the RFID migration project. Weeding
reduced the financial cost and staff time of re -tagging and reprogramming materials
that were no longer viable due to condition, or a lack of relevancy, currency, or
popularity.
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 5.0 since FY 2009. According to state accreditation standards, 2.5 or
higher is excellent. As the collection size has increased, the turnover rate is tending
to level off as expected.
City of Allen 288 FY2015 Budget
2011
2012
2013
2014 Est.
2015 Proj.
Collection Turnover
6.5
7.1
7.2
7.3
7.3
Rate
City of Allen 288 FY2015 Budget
Programs and Program Attendance
Library Programs include preschool storytimes, puppet shows, outreach programs to
Allen ISD students, 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 2014 Reading
Clubs is expected to exceed any prior summer.
Number of Programs
Attendance
1,000
.... .... .... ....
.... .... .... .... .. ..
70,000
D """""°""" .111111111 985
wuu�
64,819
900
Om....
60,000
820
IIIIIIIIIU
800
i1i1%,d
50,000
38,406 0000,00
700
40,000
600
30,000
2011 2012
2013 2014 Est. 2015 Proj.
In FY 2014, for the first time, the Library presented over 900 programs with an
average of over 60 persons per program, also a first. Program attendance is
projected to near or exceed 60,000, a 30% increase over FY 2013. FY 2015 is
conservatively estimated to reach almost 65,000.
Adult programs have continued to increase in variety, including crafts, travel, health,
and nutrition. Back to Books programs cover music, history, literature, movies,
current events, and cultural diversity. Teen programs are based on popular topics to
encourage regular library use and continuing literacy.
Some children and pre -teen programs have begun to include scientific and artistic
components presented in a fun, interactive manner. This corresponds with a current
educational emphasis on STEAM -related elements (Science, Technology,
Engineering, Arts, and Mathematics). 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 with the
goal of preparing preschool children to read before starting school.
City of Allen 289 FY2015 Budget
Reference Questions
Reference Questions measures the combined number of questions asked by Library
patrons at the Information Desk, Children's Desk, and second floor 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 resume creation, community referrals, and specific details concerning
City activities and accomplishments.
Reference Questions and In -House Use
hid Reference Questions 6d In -House Use
The number of reference questions reached over 80,000 in FY 2010 as Library staff
responded to a substantial number of patron requests for the transfer of items to and
from the Plano Public Library. FY 2011 questions decreased significantly following
Piano's decision to separate its library's operations from Allen's. However,
beginning in FY 2012, reference questions have increased annually, which is
projected to continue into FY 2015.
In -House Use counts the number of Library materials used inside the facility for
reading or research but not checked out. The metric has increased each year and is
expected to rise again in FY 2015.
City of Allen 290 FY2015 Budget
Parks and Recreation
Department Introduction
The City's parks, greenbelts, recreation, and tourism facilities are planned and maintained
under the supervision of the Parks and Recreation Department. All expenses and revenue
related to park maintenance, recreation, and the event center are located in the General Fund.
Revenue and expenses for Chase Oaks Golf Course and the Convention & Visitors Bureau
are located in separate Funds.
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
im lamented tem orar cost cuttin
Cost per Capita
$230
$225
$220 $215
$215 $211
$210 $205 $204
$205
$200 $195
$195
$190
$185
$180 LA
2011 2012 2013 2014 Est. 2015 Proj.
V p Y g
measures. Cost per capita is projected to grow at an annual rate of approximately 4.3%
General Fund Revenue and
Cost Recovery
Expenses used in these
calculations include not only
recreation and event based
expenses, but all department
administration, park planning and
maintenance expenses. The cost
recovery in FY13 was artificially
inflated by the consolidation of
utility expenses outside of the
Parks and Recreation
Department, as well as temporary
cost cutting measures. However,
the positive trends of increasing
overall revenue and rising cost
recovery percentage are
continuing.
City of Allen 291 FY2015 Budget
Revenue & Cost Recovery
100%
10,000,000
90%
80%
8,000,000
70%
60%
n
r-
6,000,000
0
50%
rt
"
40%
m
4,000,000
0
30%
m
2,000,000
20%
10%
0
0%
2011 2012 2013 2014 Est. 2015 Proj.
Total Revenue
City of Allen 291 FY2015 Budget
Park Acres
The ratio of park acres to population
has historically been a benchmark of
the adequacy of the park system for a
city's residents. However, numbers
from the ratio are not always
comparable between cities because of
variations in how open space and
greenbelts within each community are
treated in the ratio. Using developed
acres as an alternative provides a
Developed Acres per 1000 Population
useful benchmark for comparisons
between city park systems. The fluctuation in both the community park and neighborhood park
numbers are indicative of our population growth exceeding park development; however, as
population growth has slowed in the last few years neighborhood park development has
started to catch up allowing for stabilization and even some slight recovery in that ratio. The
community park ratio on the other hand, continues to decline reflecting the lack of community
park development over the last 10 years. Park development anticipated to come online in
FY15 includes the Orchards and Windridge neighborhood parks.
Cost Per Maintained Acre
Cost per Acre
Maintenance of parks and recreation
facilities has a large effect on the
aesthetic value of a city. For several
years, cost efficiency initiatives
allowed the department to maintain
Allen's award-winning park system at
high standards during difficult
economic times. In FY12, the cost
per acre rate declined due to
increased pricing competition on
contracted maintenance. This along
with other temporary cost cutting
measures allowed for $574,000 in savings in the maintenance division budgets in FY13.
Without these savings, the 2013 rate would have been $4,300 which is in line with the 2014
estimate and 2015 projection. Additionally in FY13, the City consolidated all utility and fuel
expenses into one division which further reduced overall maintenance costs as tracked in the
Parks and Recreation budget even though these costs are now expensed in other divisions.
The contracted maintenance cost savings is being used to cover unbudgeted expenses.
City of Allen 292 FY2015 Budget
Membership Sales
Along with classes,
2012
facility membership
10,000
sales are important to
9,000
8,000
the financial success of
7,000
the facilities. Each
6,000
facility sells a variety of5,000
1508
memberships. Those
� 4,000
memberships sold at
0 3,000�
Don Rodenbaugh
2,000
4025
1,000
Natatorium (DRN) are
0
valid at all locations,
3750
while those sold at the
92
®Allen Senior Recreation Center
JFRC, ASRC, and the
80
®Don Rodenbaugh Natatorium
Visitor Center are
Joe Farmer Recreation Center
s eCIfIC to those
oThe Edge Visitor Center
Memberships
2011
2012
2013
2014
2015
Est.
Proj.
1434
1508
1572
1602
1275
4041
4225
4025
4025
3633
3874
3730
3700
3750
3750
92
65
80
80
....
70
p
facilities. The 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.
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. However, membership is still required for the use of the computer and media
rooms — both of which are still dedicated to youth use. In FY14, a complete analysis of the
Visitor Center will take place to determine future use of the center.
With the opening of new fitness facilities and swim clubs in Allen, DRN and JFRC
memberships have seen decline. Fitness equipment at ASRC has not been upgraded since
the facility opened in 2006 and was last updated at DRN and JFRC in 2007. Funding requests
for new fitness equipment for all three facilities was submitted to the Community Development
Corporation (CDC). Facility amenities such as locker rooms and maintenance continue to be
customer concerns as none of the facilities have received any non-mechanical major upgrades
since their openings. DRN locker rooms are being renovated Fall of 2014.
City of Allen 293 FY2015 Budget
Customer Satisfaction
The REAL philosophy is the Parks and Recreation Department's guiding customer service
program now in its fifth 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%.
Program Registration
Program registration is an
indicator of a unique
individual or team
registering for a program,
activity, or league. The
Registrations numbers for
program registration also
include facility rentals for
private parties. While the
economy continues to be
a factor for discretionary
spending, program
registration is once again
trending upward. Learn to
Swim classes (DRN) and
Program Registration
youth camps (JFRC) continue to be popular choices. Fitness related programs followed,
extended trips and day outings at ASRC are among top choices for seniors. Participation in
classes at the Visitor Center continues to be a challenge; however, special events and
exhibitions in the park are highly popular and well attended.
City of Allen 294 FY2015 Budget
Class Success Rates
The success rate of classes is an indicator of how many programs and leagues are offered vs.
the number that were successfully held and not cancelled due to low enrollment or for other
reasons. This is a significant indicator as it relates to decisions being made about which
programs to maintain. The 75% goal is aligned to the industry standard.
Class Success Rate Actuals
Allen Event Center
Attendance, Event Days,
& Events
The Allen Event Center
opened in November 2009
with the City assuming
operational control in June,
2010. The event center
officially became a division
of the Parks and Recreation
Department at the start of
FY11. It is worth noting that
even though the total
number of events and event days fluctuates, actual attendance is on an upward trend. The dip
in attendance shown in 2014 is directly related to sport tenant attendance being down
approximately 20,000 with hockey bearing 75% of that number. With a franchise ownership
change and a new commitment to investing in marketing the hockey team, staff is confident
that attendance numbers will rebound back to 2012 ✓ 2013 levels. Additionally, in 2014 the
venue also did not have the Marc Accetta event which had an attendance of 13,000 over the 3
day event. This event has been replaced on the 2015 calendar by another event of similar
scope so a strong portion of that attendance will be regained.
The facility has settled into a positive trend with concert selection in 2014 ensuring that shows
bring both attendance and revenue. In 2014 the Event Center anticipates a total of four sold
out full house shows (two of those have already been completed).
City of Allen 295 FY2015 Budget
Attendance, Event Days, & Events
350,000
155
325,000
..
145
<
300,000
..
135
co
rt
275,000
..
-
125
0
250,000_
....
225,000
_
-
115
Cn
200,000
I
105
u°
Q
175,000
95
m
`m
150,000
125,000
85
Cn
100,000
75
2011 20112 2013 2014 Est. 2015 Proj.
■Attendance ® Event Days ® Events
even though the total
number of events and event days fluctuates, actual attendance is on an upward trend. The dip
in attendance shown in 2014 is directly related to sport tenant attendance being down
approximately 20,000 with hockey bearing 75% of that number. With a franchise ownership
change and a new commitment to investing in marketing the hockey team, staff is confident
that attendance numbers will rebound back to 2012 ✓ 2013 levels. Additionally, in 2014 the
venue also did not have the Marc Accetta event which had an attendance of 13,000 over the 3
day event. This event has been replaced on the 2015 calendar by another event of similar
scope so a strong portion of that attendance will be regained.
The facility has settled into a positive trend with concert selection in 2014 ensuring that shows
bring both attendance and revenue. In 2014 the Event Center anticipates a total of four sold
out full house shows (two of those have already been completed).
City of Allen 295 FY2015 Budget
Parks and Recreation
Golf Course Fund
Department Introduction
The City of Allen purchased the golf course in October 2004. The Golf Division operates
under a separate golf fund and is charged with balancing revenue and expenses each year.
The course was closed for renovation in FY12 and reopened as The Courses at Watters
Creek on January 12, 2013.
Rounds Produced and Cost
per Maintained Acre
The golf course was closed for
renovation during FY12, and
was originally scheduled and
budgeted to reopen on
November 1, 2012. Due to the
turf needing an extended
grow -in period and on-going
building and grounds
improvements, the opening
was pushed back to January,
2013 which had a negative
impact on the number of
rounds. Cost per acre is anticipated to show an increase in the coming years due to the
increase in acreage being maintained at higher levels.
Revenue per Golfer
Revenue per golfer is
calculated as the sum total of
all sales from green fees, cart
fees, range balls, merchandise
sales, and food & beverage
purchases. This performance
measure is showing an
increase due to the overall
course improvements including
course playability, improved
practice facilities, an increase
in fees, and a better overall
product in the food & beverage
operation including menu selection and food quality. This graph also reflects the absence
of revenue in FY12 due to the course closure.
City of Allen 296 FY2015 Budget
Rounds & Cost Per Acre
50,000
6000
48,000
5500
46,000
°•
5000
44,000
42,000
m
�!
4500
rs
�
40,000
�
4000
n
00
38,000
3500
D
36,000
m
r
3000
34,000'
32,000
�;
2500
30,000
2000
2011
2012 2013
2014 Est. 2015 Proj.
Rounds Produced
El Cost Per Acre
rounds. Cost per acre is anticipated to show an increase in the coming years due to the
increase in acreage being maintained at higher levels.
Revenue per Golfer
Revenue per golfer is
calculated as the sum total of
all sales from green fees, cart
fees, range balls, merchandise
sales, and food & beverage
purchases. This performance
measure is showing an
increase due to the overall
course improvements including
course playability, improved
practice facilities, an increase
in fees, and a better overall
product in the food & beverage
operation including menu selection and food quality. This graph also reflects the absence
of revenue in FY12 due to the course closure.
City of Allen 296 FY2015 Budget
Police Department
Department Introduction
The Police Department's mission is to prevent crimes; to enforce local, state and federal
laws and to provide for the safety of people and protection of property in the community.
The department is comprised of the Office of the Chief of Police and three divisions:
Patrol Services, Criminal Investigations and Support Services. The Police Department
maintains several specialized units such as Street Crimes, Community Relations,
School Resource Officers, SWAT, K-9, Traffic, 9-1-1 Communications, Property /
Evidence, Criminalists, Office of Professional Standards, and is also responsible for
animal control services and operation of the animal shelter.
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 2014 are based on prior call history, projections made by the
department and other factors.
Part 1 Crimes (Major Crimes)
In the 2013 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.
�tauscai imurrnauun oaseu un reports earn uuierent uuurrnauunai sources.
** To be consistent with prior years the above mentioned number include Simple Assault statistics that are not Part 1 offense
City of Allen 297 FY2015 Budget
The City of Allen experienced an overall decrease of approximately 18% in the Uniform
Crime Index -defined Part I crimes as compared to 2012. 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, 2014 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 no longer utilizes the National Incident Based Reporting System
which was a more precise and accurate system of collecting crime information about
our community and allowed for a more comprehensive review of crime data.
Offense Reports and Arrest
The Allen Police Department continually examines the number of reports officer 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 decline in 2013 is most likely contributed to the
installation of a new Records Management System. This new system required a
significant training period, a temporary reliance on "paper" report forms, and had a
steep learning curve for our personnel.
Another measurement the department utilizes are 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. The decline in arrests in 2013 is most likely contributed to the
change in Records Management System. During the first six months of 2013 the
department experienced a signficant learning curve for the new system. During this
conversion time, many shifts were at minimum staffing to accommodate training
schedules, paper forms were used for reports and arrest, and reports / arrests took
longer because officers were still learning the new system. Combined, this caused a
decline in the number reports and arrests being made.
City of Allen 298 FY2015 Budget
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.
Citations are also monitored by the department. The department received numerous
complaints throuought 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).
City of Allen 299 FY2015 Budget
Calls for Service
In 2013, the police department experienced a 5.7% increase in total calls for service as
follows:
DEPARTMENT
2010 ,
2011
2012,
201,3 � ��
2014*
POLICE
65,762
66,072
59,586
62,999
76,016
FIRE/EMS
4,471
4,864
4,740
5,147
5,468
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, 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, 2010 and 2011 CFS
numbers were updated.
The Allen Police Department continues its proactive approach to crime prevention and
Community Oriented Policing. In 2013, the department conducted more than 100,000
Directed Patrols and 15,000 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 2013, the Animal Control Unit responded to
3,643 calls for service. This is a decrease from 2012.
In 2010, the Unit also implemented micro -chipping all adopted animals to its normal
operating procedure. Micro -chipping services will continue to be available to residents
for their cats and dogs. Adoption fees were adjusted in 2014 along with implementation
of a spay -neuter program that utilizes area veterenarians who provide services at a
reduced rate to the City of Allen. It is anticipated that the Animal Control Unit will
City of Allen 300 FY2015 Budget
continue to see an increased call volume as the city continues to grow and their staffing
increases.
City of Allen 301 FY2015 Budget
11111-91 40
4
Glossary
City of Allen 303 FY2015 Budget
Glossary
Accrual Method of accounting that recognizes the financial effect of transactions, events, and interfund
activities when they occur, regardless of the timing of related cash flows.
Activity A specified and distinguishable line of work performed by a division.
ADA Americans with Disabilities Act
Ad Valorem A tax computed from the assessed valuation of land and improvements.
AISD Allen Independent School District
Appropriation An authorization made by the legislative body of a government which permits officials to incur
obligations against and to make expenditures of governmental resources. Specific
appropriations are usually made at the fund level and are granted for a one year period.
Appropriation The official enactment by the legislative body establishing the legal 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 $5,000; does not constitute repair or
maintenance; and, is not readily susceptible to loss.
City of Allen 304 FY2015 Budget
Glossary
Capital Reserve Funds that have been appropriated from operating revenues which are to be set aside for
designated types of maintenance to the existing infrastructure.
CATV Cable Access Television
CDBG Community Development Block Grant
CIP Capital Improvement Program
Contingency Fund A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise
budgeted.
Cost Center A section of the total organization having a specialized function or activity, and segregated cost
and revenue data.
COG Council of Governments
Covenant A binding agreement; contract.
Crime Index The Crime Index is composed of selected offenses used to gauge fluctuations in the overall
volume and rate of crime reported to law enforcement. The offenses included are the violent
crimes of murder and nonnegligent manslaughter, forcible rape, robbery, and aggravated
assault, and the property crimes of burglary, larceny -theft, motor vehicle theft, and arson.
Current Taxes Taxes that are levied and due within one year.
CVB Convention and Visitors Bureau
DARE Drug Abuse Resistance Education
DART Dallas Area Rapid Transit
Delinquent Taxes Taxes that remain unpaid on and after the date on which a penalty for non-payment is attached.
Debt Service Fund A fund used to account for the monies set aside for the payment of interest and principal to
holders of the City's general obligation and revenue bonds, the sale of which finances long-term
capital improvements, such as facilities, streets and drainage, parks and water/wastewater
systems.
Depreciation (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration,
action of the physical elements, inadequacy or obsolescence. (2) That portion of the cost of a
capital asset which is charged as an expense during a particular period.
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 305 FY2015 Budget
Glossary
Expenditures The cost of goods received or services rendered whether cash payments have been made or
encumbered.
Fiscal Year A twelve-month period designated as the operating year for accounting and budgeting purposes
in an organization. The City of Allen has specified October 1 to September 30 as its fiscal year.
FLSA Fair Labor Standards Act
Fund An accounting device established to control receipt and disburse income from sources set aside
to support specific activities or attain certain objectives. Each fund is treated as a distinct fiscal
entity with a self -balancing set of accounts.
Fund Balance The excess of a fund's current assets over its current liabilities; sometimes called
in enterprise funds. A negative fund balance is often referred to as a
Funding Provides budgetary resources to cover the total cost of a program or project at the time it is
undertaken.
GAAP Generally Accepted Accounting Principles
GASB Governmental Accounting Standards Board
General Fund The fund used to account for all financial resources except those required to be accounted for in
another fund. The General Fund is tax supported.
General Obligation Debt Monies owed on interest and principal to holders of the City's general obligation bonds. The
debt is supported by revenue provided from real property which is assessed through the
taxation power of the local governmental unit.
Generally Accepted Detailed accounting standards and practices for state and local governments as
Accounting Principles (GAAP) prescribed by the Governmental Accounting Standards Board (GASB).
GIS Geographic Information System
Governmental Funds Funds generally used to account for tax -supported activities. There are five different types of
governmental funds: the general fund, special revenue funds, debt service funds, capital projects
funds, and permanent funds.
GO Debt General Obligation Debt
HOA Home Owners' Association
ICMA International City and County Management Association - professional and educational
association for government officials
Infrastructure That portion of a city's assets located at or below ground level, including the water system,
sewer system, and streets.
Internal Service Fund A fund used to account for the financing of goods or services provided by one City department
or cost center to other departments, on a cost -reimbursement basis.
JARC Job Access and Reverse Commute Program
LEED Leadership in Energy and Environmental Design
Liabilities Debt or other legal obligations arising out of transactions in the past which must be liquidated,
renewed, or refunded at some future date. This term does not include encumbrances.
City of Allen 306 FY2015 Budget
Glossary
Modified Accrual The accrual basis of accounting adapted to the governmental fund type
Basis spending measurement focus. Under it, revenues are recognized when they become both
"measurable" and "available to finance expenditures of the current period." Expenditures are
recognized when the related fund liability is incurred except for (1) inventories of materials and
supplies which may be considered expenditures either when purchased or when used; (2)
prepaid insurance and similar items which need not be reported; (3) accumulated unpaid
vacation, sick pay, and other employee benefit amounts which need not be recognized in the
current period, but for which larger -than -normal accumulations must be disclosed in the notes
to the financial statements; (4) interest earnings on special assessment levies; and (5) principal
and interest on long-term debt which are generally recognized when due.
Mission Statement General statement of purpose.
NCTCOG North Central Texas Council of Governments
NIMS National Incident Management System
NPDES National Pollutant Discharge Elimination System
NTMWD North Texas Municipal Water District
Note A certificate pledging payment, issued by a government or bank.
Operating Budget Plans of current expenditures and the proposed means of financing them. The annual operating
budget is the primary means by which most of the financing, acquisition, spending, and service
delivery activities of the City are controlled. The use of annual operating budgets is required by
State Law.
PEG Access Public Education Government access. Refers to a cable channel operated by a local government
entity.
P.C.0.R.I. Patient -Centered Outcomes Research Institute non-profit organization established by P.P.A.C.A.
P.P.A.C.A. Patient Protection and Affordable Care Act
Performance Indicators Specific quantitative measures of work performed within an activity or program. They may also
measure results obtained through an activity program.
P.R.I.D.E. People First, Respect, Integrity, Deliver, Excel. The P.R.I.D.E. program recognizes and rewards
employees who go the extra mile to provide professional, quality customer service, including all
full-time and part-time personnel.
Reimbursement Repayment to a specific fund for expenditures incurred or services performed by that fund to or
for the benefit of another fund.
Replacement Cost The cost of an asset which can render similar service (but which need not be of the same
structural form) as the property to be replaced.
RFP Request for Proposals
RFQ Request for Quotes
Reserve An account used to indicate that a portion of fund resources is restricted for a specific purpose,
or is not available for appropriation and subsequent spending.
Reserve Fund A backup fund for payment of matured bonds and interest should the Water & Sewer Debt
Service Fund fall short of required amounts.
City of Allen 307 FY2015 Budget
Glossary
Revenues All amounts of money received by a government from external sources other than expense
refunds, capital contributions, and residual equity transfers.
RMS Records Management System
Rolling Stock Capital items such as motor vehicles, heavy equipment, and other apparatus.
ROW Right-of-way
SAFER Staffing for Adequate Fire and Emergency Response
Service Area Major division within the total organization performing a function, which is composed of
departments and is under the oversight of an Assistant City Manager who reports to the City
Manager. Service areas include: Administration, Development, and General Government.
SDE Spatial Data Engine
SH State highway
SSI Service Standard Index
STEP State Traffic Enforcement Program
Strategic Plan Document which lists or describes major goals of an organization along with the strategies that
will be employed in attaining them.
Subrogation Transferring of financial responsibility to the party who, in equity and good conscience, should
pay it.
Tax Rate A percentage applied to all taxable property to raise general revenues. It is derived by dividing
the total tax levy by the taxable net property valuation.
Taxes Compulsory charges levied by a government for the purpose of financing services performed for
the common benefit.
Tax Increment Financing
(TIF)
Tax Increment Reinvestment
Zone (TIRZ)
TCEQ
TM RS
TNRCC
TxDOT
TPDES
W&S
Tax Increment Financing; a tool to use future gains in property and sales taxes to
finance eligible public infrastructure such as streets, drainage, parking garages, parks, trails, and
other improvements as allowed by law, within a reinvestment zone.
See Tax Increment Financing; a term used interchangeably with TIF.
Texas Commission on Environmental Quality
Texas Municipal Retirement System
Texas Natural Resources Conservation Commission
Texas Department of Transportation
Texas Pollutant Discharge Elimination System
Water & Sewer
City of Allen 308 FY2015 Budget