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O-3169-9-13ORDINANCE NO. 3169-9-13 ' 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, 2013, AND ENDING SEPTEMBER 30, 2014; 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 ACTMTIES 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 2013-2014; 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 $174,318,719, providing a complete financial plan for the ensuing fiscal year beginning October 1, 2013, and ending September 30, 2014, 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, 2013, and ending September 30, 2014. SECTION 2. The sum of $174,318,719 is hereby appropriated for the payment of the expenditures established in the approved budget for the fiscal year beginning October 1, 2013, and ending September 30, 2014, 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, 2013, and ending September 30, 2014, 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 2012-2013 are hereby ratified, and the budget Ordinance for fiscal year 2012-2013, 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 I . 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 $3,000,000 for the fiscal year 2012-2013 are hereby ratified. SECTION 6. The City Council hereby approves the Capital Improvement Program for 2014-2018, 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 le DAY OF SEPTEMBER, 2013. APPROVED: /4 ` Stephen Terrell, MAYOR APPROVED AS TO FORM: ATTEST: 1 Peter G. Smith, CITY ATTORNEY Shelley B. George, CTIT SECRETAR Ordinance No. 3169-9-13, Page 2 CITY OF ALLEN ANNUAL BUDGET 2013-2014 Allen, Texas THE COURSES AT WA-UERS CREEK The Courses at Watters Creek reflects the City of Allen's vision to provide top- quality recreational facilities for residents, families and guests; centrally located on Highway 75 on the Allen/Plano border, the inviting and environmentally friendly design by Weibring-Wolfard Golf Design sets the standard for a community golf experience- three courses designed for players of all abilities, all at a competitive value. It's not the old Chase Oaks ... it's the new Courses at Watters Creek. For more on Allen, Texas please visit: htto: //www.cityofa ll.n.org htto://www. allentx.com/ htto://visitallentexas.com/ 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 $1,319,775, which is a 2.99 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 $763,381". The members of the governing body voted on the budget as follows FOR: Stephen Terrell, Mayor 2012-2013 Gary L. Caplinger, Mayor Pro Tem, Place 5 $0.550000/100 Kurt Kizer, Place 1 Effective Tax Rate: Ross Obermeyer, Place 2 $0.534088/100 Joey Herald, Place 3 $0.393015/100 Robin L. Sedlacek, Place 4 Rollback Tax Rate: Baine Brooks, Place 6 AGAINST: None PRESENT and not voting: None ABSENT: None Property Tax Rate Comparison 2013-2014 2012-2013 Property Tax Rate: $0.550000/100 $0.552000/100 Effective Tax Rate: $0.535587/100 $0.534088/100 Effective Maintenance & Operations Tax Rate: $0.393015/100 $0.391548/100 Rollback Tax Rate: $0.565335/100 $0.569813/100 Debt Rate: $0.140879/100 $0.146942/100 Total debt obligation for City of Allen secured by property taxes: $97,535,000 CITY OF ALLEN, TEXAS PROPOSED ANNUAL BUDGET FISCAL YEAR 2013 - 2014 CITY OF ALLEN Presented to the City Council September 10, 2013 Councilmembers Mayor Stephen Terrell Mayor Pro Tem, Place No. 5 Gary L. Caplinger Councilmember, Place No. 1 Kurt Kizer Councilmember, Place No. 2 Ross Obermeyer Councilmember, Place No. 3 Joey Herald Councilmember, Place No. 4 Robin L. Sedlacek Councilmember, Place No. 6 Baine Brooks Management Staff City Manager Peter H. Vargas Chief Financial Officer Kevin Hammeke Assistant Finance Director Joanne Stoehr Budget Officer Chris Landrum C I T Y OF A L L E N Our Mission To achieve excellence in managing development of the comnn nhy and in providing city services so that conditions afliving and public confidence are continually enhanced. Our Aedge tofulfill our mission in a way that: RESPECTS AND VALUES CITIZENS AND EMPLOYEES § NURTURES COMMUNITY INVOLVEMENT § DEMONSTRATES THE HIGHEST ETHICAL STANDARDS § IMPROVES EFFECTIVE COMMUNICATIONS § MODELS SAFETY § EXEMPLIFIES PROFESSIONALISM § PROMOTES TEAMWORK § DEMONSTRATES STEWARDSHIP § REWARDS MERITORIOUS PERFORMANCE § MAXIMIZES THE USE OF TECHNOLOGY § ENCOURAGES FLEXIBILITY, INNOVATION AND CREATIVITY § UTILIZES EFFECTIVE PLANNING § PROVIDES OPPORTUNITIES FOR PERSONAL AND PROFESSIONAL GROWTH FOR ALL PERSONNEL § AND ASSIGNS APPROPRIATE RESPONSIBILITY AND ACCOUNTABILITY. CITY OF ALLEN GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award City of Allen Texas Forthe F," Year Beginning October 1, 2012 P�Emt Ere W nimaa TABLE OF CONTENTS Letterfrom City Manager............................................................................................... t 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 Combined Budget Summaries.................................................................................... 36 OrganizationalChart.................................................................................................... 41 StaffingSummary ........................................................................................................ 42 GENERALFUND 53 OVERVIEW 57 Revenue and Expenditure Summary ........................................................................ 43 Revenue and Expenditures by Function Charts......................................................... 45 Revenues.................................................................................................................. 46 TaxStructure.............................................................................................................. 48 Expenditures by Function........................................................................................... b0 Expenditures by Classification................................................................................... 51 GENERAL FUND DEPARTMENTS CityAdministration...................................................................................................... 53 CitySecretary ............................................................................................................. 57 Community Development........................................................................................... 61 Community Services................................................................................................... 69 Engineering................................................................................................................ 81 Fire............................................................................................................................. 89 Human Resources...................................................................................................... 93 Information Technology............................................................................................. 97 InternalServices......................................................................................................101 Library......................................................................................................................105 MunicipalCourt .........................................................................................................111 Parksand Recreation...............................................................................................115 Police........................................................................................................................127 Public and Media Relations Office ...........................................................................133 TABLE OF CONTENTS continued... DEBT SERVICE FUND Debt Policy and Fund Balance Summary ........................ .... ... . ... ... ..................... 139 Debt Service Requirements ......................... ....................................................... .- IlAn TAX INCREMENT FINANCING FUND Revenue and Expenditure Summary ...................................... ................................ 145 Tax Increment Financing .......................................................................................... 147 WATER AND SEWER FUND Revenue and Expense Summary ............................................... ............................. 151 Revenue and Expenses by Function Charts ............................................................152 RevenueDetail ............................ ... . ................... .......... ..................................... 153 Expenses by Classification .......................... . .......... ... ...... ... ................................ 154 Water and Sewer 155 UtilityCollections ...................................................................................................... 160 OTHER FUNDS . .. 225 SolidWaste .............................................................................................................. 163 Drainage.......................................................................... ........................................ 169 GolfCourse ........................................................................ ..................................... 175 Asset Forfeiture 181 HotelOccupancy Tax ............................................................................................... 187 Grant Fund 195 ReplacementFund ........................................................................................... ....... 201 RiskManagement ............................................ ....................................... . ..... .... ... 207 Economic Development Corporation ............. ....... . ..................... . ....................... 213 Community Development Corporation ................ .............. ..................................... 219 CAPITAL PROJECTS LocatorMap ............................................................................... ...................... . .. 225 Major Projects - Highlights ........................ . .. ..... . ............................................. 226 Relationship between Operating and Capital Budgets ............................................228 Capital Projects Funding Summary ............. ....... ........ . .......... ......................... 230 Debt...........................................opo APPENDIX Budget and Tax Ordinances . ... ... . .. ..... . . ... . .. ......................................... 1.239 Debt Management and Fund Balance Reserve Policy ............................................244 Demographics...... ................................................................................................... 253 Departmental Performance Measures ........... . ...... ... .... . ................................. 261 Glossary... ............................ ............................................................................. Inq T_ CITY OF ALLEN October 1, 2013 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 2013-2014 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, 2013, to September 30, 2014. 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 2013-2014 budget and tax rate were held on August 13, 2013, and August 27, 2013. The budget and tax rate were adopted on September 10, 2013. The recommended budget for fiscal year 2014 reflects an effort to balance the expectations of citizens with available resources and allows for very modest growth in an attempt to restore some of the areas reduced in prior budget years. With this budget, staff is recommending 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 an 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 employee compensation plan. The City contracted with a firm for a comprehensive employee compensation study to ensure the City of Allen remains competitive in regards to the market place. An outside evaluation of compensation structure has not been pursued in over ten years. Funds have been included in the budget to implement the study's findings. Preparing the annual budget enables the City Council to steer a worse toward a strategic vision that aligns municipal resources with community needs. By focusing on the services we currently offer and the staff we currently employ, the City will be able to continue to effectively implement this strategic vision. Budgeting for modest growth will allow us to maintain the City's fiscal strength and enable City Staff to continue providing high quality City services. The 2014 fiscal year total combined budget revenue plus beginning fund balance equals $232,517,486 and total budgetary expenditures are estimated at $174,318,719. Balancing the needs of the community with available financial resources presents an annual challenge in the development of the budget. The 2013-2014 budget reflects the efforts of the City Council and City Staff to weigh the divergent demands of the citizenry, pursuing those initiatives that support the strategic goals for the City of Allen, thereby ensuring that the highest priorities of the community as a whole are accomplished. 305 CENTURY PARKWAY • ALLEN, TEXAS 75013-9042 •214.509.4100 WEB: w .citycfellen.org • EMAIL: ou@cityo1911eo.org Strategic Planning On January 26, 2013, 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 Strategic Goals for the City of Allen, Fiscal Year 2014 Enhance community livability and safety. Goal 2 Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen. Goal Improve regional mobility through transportation initiatives. Goal 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 9 Proactively work to protect, conserve and manage water resources. Property Values According to the Central Appraisal District, the final total assessed property value for 2013- 2014 equals $8.37 billion, which equates to an overall increase of approximately $372 million (4.65%) from the previous year. Assessed property values have increased 14.3% over the past five years, reflecting the slower growth trend that has emerged during that time. By comparison, assessed values grew by 46.6% over the previous five year period, from fiscal years 2005 to 2009, as illustrated in the graph below. Assessed Property Valuation (in Billions) 6.45 —7.02-7.32-7.39_7.60 8.00 .•.a —4.79-5.16 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 City of Allen 2 FY2014 Budget Tax Rate The adopted budget reduces the City's tax rate from $0.552 to $0.550, 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, $0.409121 is dedicated to operations and maintenance (O&M) in the General Fund, and $0.140879 is dedicated to general obligation debt service. The portion of the tax rate dedicated to debt service is 25.61% 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 0.555 0.554 0.553 0.552 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 W Debt Service Rate o0&MRate uTotal Tax Rate The average single-family home value is currently $234,966, an increase of $9,710, or 4.3%, from the previous year. At the property tax rate of $0.55, the municipal tax paid on the average single family home will be $1,292. $100,000 $0.550 $550 $234,966 (2013 avg.) $0.550 $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 $218,527 (2009 avg.) $0.555 $1,213 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 2013, 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 2014, the total outstanding debt balance will be $97.535 million, and the debt service payments on this outstanding balance will be $12.23 million for the year. City of Allen 3 FY2014 Budget Programs and Staffing Levels The City currently supports a staff of 746.29 full-time equivalent employees allocated among the operating departments. This budget recommends an increase of 12.45 full-time equivalent (FTE) positions setting the employment level for fiscal year 2014 at 758.74. This includes 8.05 FTE in the General Fund, LO FTE in the Water and Sewer Fund, 1.0 FTE in the Drainage Fund, 0.5 FTE in the Solid Waste Fund, LO FTE in the Hotel Occupancy Fund, 1.0 FTE in the Risk Management Fund, and the reduction of 0.1 FTE in the Golf Course Fond. 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 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014` Proposed General Fund The General Fund accounts for all expenditures of 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 $80,464,885 for the fiscal year 2013-2014 budget, an increase of 4.6% from the amended 2012-2013 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 $16.8 million, a 4.7% increase from the amended 2012-2013 budget. This is a result of continued commercial retail development and population growth in Allen. General Fund operating expenditures and budget transfers total $80,312,226 reflecting a 3.6% increase from the amended 2012-2013 budget. The available ending fund balance for the General Fund, including a restricted balance of $713,113, is projected to be $16,244,707, leaving 73.8 days of operational expenditures in reserve, within the City policy of 60 to 90 days. City of Allen 4 FY2014 Budget In order to keep up with existing demands, in Fiscal Year 2014 the City will add several new General Fund positions, as follows: • One new Code Enforcement Officer will be added in Community Development to assist with increasing workload. The last new Code Enforcement position was added in 2007. • One new Fire Prevention Specialist will be added in April 2014, which will impact half of Fiscal Year 2014. Workload continues to increase in this area and a legislative decision requiring specialized training in Fire Prevention inhibits the ability to use firefighters for completing routine inspections. • One IT Applications Specialist will be added primarily to assist with the newly implemented Public Safety software applications. • 4.55 new personnel will be added in Parks and Recreation including a Park Planner funded through a transfer from the Allen Community Development Corporation (CDC), a new Irrigation Technician, a Sports Field Supervisor and an Accounts Payable Technician at Allen Event Center. The Lead Box Office Attendant at Allen Event Center will be increased from .75 to full-time and the Sous Chef will be increased from .90 to full-time. Finally, two .25 part-time Recreation Specialist I's at Joe Farmer Recreation Center will be increased to .35 each. • One .75 Quartermaster position in the Police Department is increasing to full-time while one .75 Police Services Technician will be divided into two separate .50 positions. 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. Water and Sewer Fund The Water and Sewer Food is expected to begin fiscal year 2014 with a $10.5 million working capital balance. The total fund revenues are expected to be approximately $35,155,247, allowing for budgeted expenses of $34,129,623. Expenses include a $1.87 million 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 2014 in accordance with the latest water and sewer rate study, which was updated in December of 2012. The $11.57 million in working capital ending balance results in 123.7 days of operating expenditures in reserve, which exceeds 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. City of Allen 5 FY2014 Budget In order to continue to maintain water and sewer infrastructure, one new Foreman will be added to the Water and Sewer Fund with responsibility for overseeing Distribution and Special Operations. 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 2014 are $6,272,714 with budgeted expenses totaling $6,598,257. The total ending fund balance for the Solid Waste Fund is projected to be $2,672,850. Consistent with prior Council discussion, in fiscal year 2014 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. During fiscal year 2013, the City successfully negotiated an extension to the current contract with Community Waste Disposal (CWD), the City's solid waste provider. As part of the contract extension, CWD agreed to several concessions that will have a positive impact on the fiscal year 2014 Solid Waste Fund budget. Among these concessions are 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 has 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" will then increase by $0.10 per year for the duration of the contract. The Solid Waste Fund will continue its efforts in Fiscal Year 2014 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, Creat American Cleanup, Arbor Day/frees for Allen Program, Earthfest, conducting a zero -waste Allen USA event, and the annual AISD Educator's Expo. The Solid Waste Fund will also continue to partner with the Parks and Recreation Department by providing $275,000 towards City-wide litter pick up efforts. The Solid Waste Fund will also continue funding of $300,000 in fiscal year 2014 for alley repairs. A new .50 part-time Household Hazardous Waste Maintenance Worker will be added to the Solid Waste Fund to assist with the increasing workload in the HHW program, including staffing needs at the City's Chemical Reuse Center. Revenue generated from the $0.57 fee charged to residential customers is sufficient to fund this addition. Drainaee 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 2014 are $1,374,500 with budgeted City of Allen 6 FY2014 Budget expenses totaling $1,514,363. The total ending fund balance for the Drainage Fund is projected to be $644,612. One new Maintenance Worker will be added to the Drainage Fund to assist in inspecting drainage areas to ensure compliance with increasing demands placed on the City through TPDES. Golf Course Fund The renovation of the 18 hole Traditions Course at The Courses at Watters Creek was completed and opened to public on January 12, 2013. The Futures Course, a new six hole short course, and the nine hole Players Course, will open near the end of Fiscal Year 2013. Redesigned to be more accessible to all players, the entire Courses at Watters Creek venue will be completed and fully operational for the entirety of Fiscal Year 2014. Golf course operational expenses are anticipated to be $2,630,293, which will be covered by operational revenues estimated at $2,603,295, and transfers in from the General Fund of $27,000. The only personnel change in the Golf Fund for FY 2014 is the reduction of one .60 Golf Attendant to .50. Hotel Occupancy Tax Food The Hotel Occupancy Tax Fund collects funds from a 7% tax on hotel rooms rented in the City of Allen. These funds we 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 2014 are expected to total $1,261,416 with budgeted expenses of $1,252,108. Since the Hotel Occupancy Tax Fund directly benefits from the recruitment of events and programs held at the Allen Event Center, there will be a $175,000 contribution to the Event Comer's operating budget. This will offset marketing and advertising expenses for the sporting events and art performances held at the 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 $799,538. This includes funding for the continuation of the new City brand rollout, as well as amounts allocated for the Lone Star Conference basketball tournament, the NCAA Collegiate Wrestling Tournament, the Texas Stampede, and others as they arise. One new CVB Sales position will be added to the CVB staff to recruit targeted markets to hotels and meeting facilities within the City of Allen. The $50,000 that has been budgeted in the past for special projects submitted for consideration from the Hotel Association is being reallocated to help fund the addition of this CVB Sales position. 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. City of Alien 7 FY2014 Budget 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 2014 employees will be required to contribute an additional 10% towards their health insurance premiums while the City contributes an additional 10% as well. Both the City and the employees will also contribute an additional 10% towards dental premiums. These increases will allow the City to continue to contribute 79% of the total cost of employee health insurance premiums with the employees making up the remaining 21%. The City will continue to pursue ways to lower healthcare costs. The fund balance continues to provide the financial security needed in the event that catastrophic claims should occur. Workers' compensation insurance claims and premiums will remain relatively flat compared to the prior year. The budgeted amount for this coverage is $399,680. Property and liability insurance rates remain relatively flat compared to fiscal year 2013, and with no significant additions of newly insured property, costs are projected to remain stable in fiscal year 2014. The total anticipated amount budgeted for fiscal year 2014 is $590,846. One new FTE is budgeted for a Benefits Specialist position in Human Resources. This position will be responsible for the ongoing needs associated with an increasing workforce and the increasing complexity of health care. Capital Improvement Program (Cl In May 2007, Allen citizens authorized the issuance of $77.895 million in General Obligation Bonds to fund capital improvement projects over the next 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. FY 2014, the eighth year of the program, totals $10.550 million and includes: upgrading existing facilities, repairs to streets and alleys, continuation of the Ridgeview Drive extension, park land acquisition, neighborhood park development, implementation of the public art master plan, street and drainage improvements, west -side athletic complex, and an environmental discovery center. 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 2014 are $27.9 million, which includes projects funded by all other sources. Conclusion This completes the highlights of the 2014 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 Hammeke, Joanne Stoehr, and Chris Landrum. In addition, I would like to give a special thanks to all City employees who continue City of Allen 8 FY2014 Budget to work so hard to provide quality services to our citizens and who are committed to the success of the City of Allen. Respectfully�ssuuubmitt Peter/ City Manager_ City of Allen 9 FY2014 Budget CITY OF ALLEN ECONOMIC OUTLOOK The City of Allen has experienced moderate growth in recent years as the economy continues to recover. Growth is expected to continue at the same pace for 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 slowed over the last several years. The current year's increase of 4.65% in property tax valuation is primarily due to real property reappraisals and new property additions. Assessed valuation increases going forward are expected to be less than 5%. Projected sales tax revenue increases include data center technology purchases and in-line retail finish outs, as the city's sizable retail developments are near full occupancy. The overall increase in sales tax revenues for FY2014 is estimated at 4.7% over FY2013 revised revenues. Capital Projects and Debt The issue facing the City of Allen in current and future budgets is that, while revenue growth is moderate, capital projects will be completed which will increase the funding needs for debt payments and for operating costs. A bond issuance of $5.065 million took place in May of 2013 that will impact the debt payments in FY2014 by approximately $351 thousand. The capital projects funded by the debt issuance also increase the FY2014 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 An independent analysis of the city's compensation plan structure as compared to the market place has not been pursued for over ten years. In an effort to remain competitive, retain talented employees, and ensure that the city remains the "employer of choice", the city pursued the aforementioned study. FY2014 includes funds dedicated to strategically implement recommendations brought forth during the study. 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 is planning for the effect of those changes on upcoming budgets. 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 FY2014, the city continues to restore some of the operational and professional service accounts that were reduced in prior years. In addition, the city deferred new programs and services until such time as they become economically viable. 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. The city continually monitors economic conditions, and is prepared to make additional adjustments as circumstances change. City of Allen 10 FY2014 Budget CITY OF ALLEN FUND STRUCTURE 2013-2014 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 FY2014 Budget CITY OF ALLEN FUND STRUCTURE 2013.2014 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. Enterodse 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. Goff Course Fund The Golf Course Fund was established to support the daily operations of The Courses at Watters Creek. Purchased in October 2004, the golf course provides additional recreational opportunities for the citizens of Allen and the surrounding region. Internal Service Funds The Internal Service Funds are used to account for financing of goods or services provided by one department or agency to other departments or agencies of the city, or to other governmental units, on a cost -reimbursement basis. City of Allen 12 FY2014 Budget CITY OF ALLEN FUND STRUCTURE 2013.2014 FISCAL YEAR Replacement Fund The Replacement Fund accounts for the cost associated with the acquisition of capital assets such as vehicles and machinery and equipment through the rental of such items to other departments. Risk Management Fund The Risk Management fund accounts for the health insurance portion of employee and retiree benefits, for which the city is self-insured. The fund also includes property and liability insurance and worker's compensation insurance, as well as the administrative costs of operating the fund. The total costs of this fund are charged proportionally to each of the other operating funds. Component Units Component units are legally separate entities for which the city is financially accountable. The city is considered financially accountable for its component units because the City Council appoints the board members, approves the budgets, authorizes debt issuances, and has access to the organizations' resources. Allen Economic Development Corporation (AEDC) The AEDC is responsible for aiding, promoting and furthering economic development within the city. Community Development Corporation (CDC) The CDC is responsible for supporting improvements in community parks and recreation, streets and sidewalks, public safety and the community library. The chart below shows the relationship among the various funds and their primary revenue sources. Revenue Source. Property Sale. SUs. User Tax Tax Fee. Special Revenue Intimal Services General Fund x x Debt Sam,. Fund x Tax Increment Fin. Fund x x Howl Tax x Community Dev Corp x Economle Dev Corp x Water & Sewer x Solid Waste x Drainage x GaffCom. x Mast Forfeiture x Grant Fund x Replacement Fund x Risk Man. m..t x City of Allen 13 FY2014 Budget CITY OF ALLEN FUND STRUCTURE 2013-2014 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 FY2014 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 addifional 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 Is FY2014 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 FY2014 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 FY2014 Budget CITY OF ALLEN BUDGET CALENDAR FISCAL YEAR 2013-2014 December14,2012 Strategic Planning meeting - Executive Team January18,2013 Vehicle replacement lists,forms, and instructions sent to departments January 26 Strategic Planning with Council February 21 Budget assumptions meeting March? Vehicle/equipment replacemem requests due to finance(insptttions week of3/18) March? Personnel requests due to Human Resources March 14 Technology requests due to l.T. March 14&19 H T E budget data entry training(March 14th at 10am and 2pm; March 19th at 10am and 2pm) March 35 Preliminary meeting - Risk fund March 26 Budget kickoff meeting (10am, Council chambers) April Vehicle Replacement Committee meets April 11 Vehicle Replacement and I.T. recommendations to City Manager April 16 Capital Projects (CIP)information due to Engineering department April 17 Budget input deadline and Ranking Sheets duefor: August 15(Thurs) Public and Media Relations CVB CD - Planning August 20 City Secretary and Council Community S..(GF &DmbmQ CD- Building and Code August 23-25 Finance Library April 24 Budge input deadline and Ranking Sheets due for: August 28 Paliceand Fre Purksond Recraoilon Engineering August 29 (Ti Community Services (WS, UB, SW) City Administration Risk Manupement September 10 IT Human Resources EDCand CDC April 18 -May 10 Finance reviews departmental submittals; meets with departments as needed May Preliminary meeting- Allen Event Center Week of May Personnel recommendations to City Manager May 6-10 Staff review of Hotel Tax Grant applications Week of May 13 Hotel Tax Committee makes recommendation to City Manager May 20 -May 31 City Manager/department head budget review(Memorial Day holiday is Monday, May 27th) June Department summary pages due to Finance; Org charts to Finance from Human Resources June 7-21 Final budget preparations June 28 Preliminary budget information to Council Julys Departmental performance measures due to Finance July 10 Briefing to department heads on proposed budget July 23 Deliver Proposed Budget to City Council; Council takes record vote to place on the agenda of a future meeting a proposal t0 adapt the tax rate; Council sets public hearing dates for budget & tax rate JUIY25 Deadline for chief appraiser to certify malls to taxing units July 26 Calculation of effective and rollback tax rates (County publishes in 8/1 paper) August I(Thurs) County publishes first notice of public hearing on tax mte(at least 7 days before public hearing); post on City websim and cable channel until 8/28 (or day after last public hearing) August I(no.) City publishes first notice of public hearing on budget IS to lS days before public hearing) August 13 Fant public hearings for budget and tax rate; announce date, time, and place of vote on tax rate August 15 (Thum) County publishes second nonce of public hearing ontax rate tat least 2 days before public hearing) August 15(Thurs) City publishes second notice a public hearing on budget (5 to 15 days before public hearing) August 15(Thurs) County publishes first Notice of Vote on Tax Ree August 20 CIP document to Planning& Zoning Commission August 23-25 Council budget workshop August27 Second public hearings for budget and tax rate; announce time, time, and place ofvote on tax rate August 28 Remove notice of public hearing from website and TV; Post Notice of Vote on Tax rate until 9/11 August 29 (Ti County publishes second Notice of Vote an Tax Ree September 10 Adopt budget at regular council meeting; adopt tax rate at regular Council meeting September 11 Post supplemental notice on website and cable channel if required (post until 9/301 October 18 Final document published (to CM office for 10/22 Council meeting) City of Allen 17 M014 BYd0tl CITY OF ALLEN BUDGETPROCESS 2013.2014 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 2013 Strategic Plan document, which was the basis and justification for budget items requested for FY2014. 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 FY2014 Budget City of Allen 2013 Strategic Plan Implementation Plan Ongoing Straull .TT gmeieM alR0�0a PWWflt9 Ongoing Objective: Objective 1. Imswe genm. wmmunicerse water PdlonFire 21%12 Mer -13 Objective 2. Egecnvey use tachava y to trearm Wblc sajetY seances PdlwFire 2002 Aug -13 Ongoing objectives: Objective i. create ani expand amennin and programming lwatlrve sanKKv Paa 2010 Sera -14 Objective 2. Retrad the madinigheann... needed to seeped a tiffs.. dedulallon secretaries, PaR 2010 Jan -13 Ongoing Objectiaas: Object 1. Comiwelmpbianjanon or Ma na,hisabood intel acnvnes Plan 20011 Dec -13 Ouseave 2. Oevebpawmpreleseve,bnklerm algmacM1 to maintain vitenylpraber n,iBM1borM1oodseM wmmerdel Man 2013 Nn -13 da ebpmerns Obscure, 3. Dawes a returns , as and a trans Neighborhood InteBliy Man, to maitre ear ly wMerWdrneace Wtn Man 2013 Nov -13 residencre igbbartua in nand of anamnw Ongoing Objective: .._.. Obectvel Uglata Allen's Compenensne Plan Man 2008 Fill, 14 Strategy S. Renovate and Construct PSR Ongoing Objectives: Ob,e1 e I Corslmcl Wrol ldge Nl erhi Perk PIP Ongoing Objectives: Objeabve 1 Onign a neighoorM1¢d Peds associated with IM Me Sky daveblxnent PAR Ongoing ObjedNn: Objective 1 Install video canners recording systems o Cr, pares PAR 2002 Jull 20U7 Sop -16 3002 Deal ZOaz oeot3 2007 Bell 200] 5,15 City of Allen 19 FY2014 Budget City of Allen 2013 Strategic Plan Implementation Plan Gal Swum., : Ongoing Objectives: ObfeerldI The pee to provlea the financial and management support necesan to begin construction of Me that phase Admin 2010 Jun 13 of the Ann Cents, of uonh Teethe Project is be Wd Ongoing ObjeclMe: Objective 1. Oaeebp partnership with ASA for future athletic heralded and recreational apparnnites P&R 005 Seri] Objective 2. Carefully evaked,dMental PubbelPrivale Partnership oMrortualles Aymin 1013 D-13 Ongang Objectives: Objewbad 1, continue to enhanw existing panne s win FEMA and Hamebnd Sepurlry Fol'awal 1002 Dec -13 Ongoing O1q.ivae: Obtectivel pilmm 2011 Mill Strengthen and Establish relationships Mth existing and new members a County Commbslmers Cron Obladive2 CnnM1nue b pursue supernal with the All Independent SCMG District(AISO) ler joint Cry, All P&R 2011 Alo 14 fill lgies Ob,... 3. Obtain grants ler open space P&R 2005 May 14 Obbeive4 P&R 2009 Septa Continua rotational wtb neighosang communities. County and NCTCOO to ensure happened mnneatimry ongoing Objectives: Oared 1 Panner with tical der to devebp and condut wtreacd programs to enmsage reading Ldbrary 2000 Ow 15 Ongoing Objealves: Oblectivet Legislates advocacy th¢uge peebon and panotion of a City plaVorm/agenda Mmirl NOS Jun -13 organ, Onjeai res: Objective t. Wall eiM ell to protect andlmgove air quality Eng NW O.13 OLyective 2 What, win paMers to conmrva establish, CS 2007 Obt-13 Organa Objectives: Objective) cevelcq Adi CommiHee n identify sche]ule and fawal needs brwmlileticn order raitage Yltage Admin 013 Fill devebpmam 011,di2 Dnnalcq a clear wmdation plan regarding the timeframe and costs to rgmnbte wngmNpn of the Heritage P&R/Admin 013 Jun13 Village ObjeNve3 Implement Man to mmpbte sonstmcdon of the Heritage Village P&WAdmn 2013 May -t5 City W NMn 20 FY2014 Budget City of Allen 2013 Strategic Plan Implementation Plan Ongoing Strategies Strzteet, 1. DB OngoingObjectives: OgecosaI Research iwadMarridlly of now marePprtat'ion all. through parerpolgnm NCTCOG Regional Surly Plamfig 21038 Jul -12 Olassi2 Monitor stale legislation regarding GONic tnmpodat'an landing Erg 2005 Jul -13 Orki 3. Marc the JM Fan 4Reosse Common,() ) grant as a PiM plgM air pane in, transit WmsMs eM NdmiNPhn 2010 J1F13 romed sersion in Main Oblectme4 Ed.. racers regarding tM City. onneworpdon need. PFMRO 2W3 GeaH On ive5 HOM alecaon narrow, mase tranalt City Sac 20113 Nov-iC Object.. Begin implementing man transit plan FdmiNR.n 2003 Jul -13 Objective]. Need funding 545giNsm- suppml to Winne, man lransilgbt ail Rani 2CW Nov -10 S"WW Continue to howne,a Ongoing Objectives Ogeaive i. ooh Win TVDOT on US 75 Erg 2WC O-13 ObjeMve 2. Pun.ue SH121 Regional Td Revenue kr Allan road projects Eng 2007 Dac-14 Obleceve3 Continue patine N,is wile County lw newmadway pmleds Eng 21105 Dee13 Strategy 3. Actively work W address legislative issues related to trans Ongoing Objectives: Objective 1. Fwm a Wan Canty Partnership Win neignboing cities to actively pursue legislative solution. to PYmbg 2005 Doc 13 marepodalian Onjeti2 Continue active monomania, in Dalas Regional Motility C hor. Ni Regional Transpma5on Erg 2CO4 Dec -13 Council and other orgeN7nims Cly of Wien 21 M014 Budget City of Allen 2013 Strategic Plan Implementation Plan ongoing Samuel Te Ongoing Objectives: Oman, e1. Allen's Canns Ie M Ob,", 2 ColebrdeabroedmWedcrwbveexpmssien. human MnoMedge. anbounuraldiversiry strategy 9. Dov w b ..rage ft M , H . am saa80y P&R Ongoing Objediws: ongoing Objectives Objective 1 Im,lemeh the Aaance Ma Hereon Allen basil Objective 1. Create a Madden, compel deaM commrreewb the Call esrpese and value in a nodurw to aahct AdminRBR 2010 Dai shores and events m Me City of Alen Work win C Bandevebprnng Allen's deetlrudon braWng added, " 'SfttWll. suamn.m Objective 2. ordered, a Eve Advbory CommiXae AdmbrPSR N12 W,13 onseng Objentivas: Obtedivet Continue mmlmNm of "it lmpmwlli toimpbment the vows. six chase trail system P8R 2002 Sep -15 Objective Communicate "Ming thele are energy bail knows W publs, Pi 2013 Cec13 Objective 3. Carml the 7 -mild Thll Lao, PAR 2010 Sai Objective Construct Ver 6Mb TT,haii bondd7a Pi 2010 Sell _ Wn1tgT.�errrtl r. ...: r. Ongoing Objectives Obje me I. Mnl"en Fsm Paled PSR 2008 Del —spy a. Plan for the Essign and construction of llh l Recrae9on Facilities PM 2003 Ongoing Objectives: OblMive t. Establish new recreation bible, and adjoining commands more xaM An US 75 PBR 2000 Mar -00 Objective 2. Renovate the existing Joe Farmer Recreation Canby PdR 20M Dec -t5 Objective 3. Redevelop Fred Pod PBR 20M Sery15 PBRleng 2604 fill Ongoing Objeclbec Objective Cmebud City Enhance Wnumpd OR 20cJ bov 13 Objective 2. ImpVemeM ger Publk An Wi Plan P8R 2001 Ma, 1,t Baal Ongoing Objectives: Otbactive t Premtle popular recreM cool and inbmutiorel meterbb in print audiwlsuM, and N ctrdrk Idnserle Lebrery 2009 Deal Objective2 Careful programs b phmr Meaty, enweal Iftiog Morning, Well creativity, and prendis a Ulam, 21105 Del communlry adjoining dew Objective Prevge exceeds he onlenalrrmdian haddreas LIMary 2110¢ Dal Ongoing ObpoMae: Objective Oevalsp and provide Lebrny Aerosol opproadilieaM the communey barer, 2011 Dao 15 Objective Increase Loony use through mrdessig and merchandising tmhrs 2011 Dace -19 Objective France is ptaihve exw,a. and vnkanlrg amt.. far Library W.na library 2011 Dal Libary'.' Ir Lmrary Te Ongoing Objectives: Oman, e1. OevebO and hast engaged andnlormal exhibits for me trader, space Ob,", 2 ColebrdeabroedmWedcrwbveexpmssien. human MnoMedge. anbounuraldiversiry strategy 9. Dov w b ..rage ft M , H . am saa80y P&R 2001 ongoing Objectives Objective 1 Im,lemeh the Aaance Ma Hereon Allen basil Fan �• Ongoing Objectives: OOecty Work win C Bandevebprnng Allen's deetlrudon braWng added, " 'SfttWll. suamn.m Oojeawal Conn— t000e,ale Allen Event Cern bvxb a xisNM ecdnmmp dnpgG In Alen Libary'.' Ir Lmrary noon oao 11 Conary noon Do, 13 P8R 2W Sell P&R 2001 Seti PANRO PAMRC 2006 Del Pi PBRAdn," 2013 Deo13 City or Allen 22 "2014 Budgst City of Allen 2013 Strategic Plan Implementation Plan Ongoing Strategies' Commualty Eng ..� Ongoing, Objectless: Ongoing Objeotivss: Objective1 Promote a mom -gal appmi to mnsamctbn of new facilses On.. I Imgmrert Me GIP OO Bond Program Eg 2000 Dec -13 Olest-2. Wenneoale with mimes m the adNS of Bond Protects EngrPAMRO 2000 Dal Oldest— 3 Compile ideas mr%lure bond dest'wru Enq 2009 Mali Commualty Ongoing, Objectless: Ongoing onea lvec: Objective1 Promote a mom -gal appmi to mnsamctbn of new facilses Enq Obserive2 Review long-term maintenanw of existing moldings, streets, water and eerier lines CS 2009 Og13 _j Strategy 3. Cons,_ Eng 2012 Dec -15 Ongoing Objectives' Onegwel Ea VM 2010 Se,13 Gardner, to advanm depend improvement Rx ram to died moved, of wrront eynomic mergers. Onx9ve 2 East 3tary Road Impaaement- Reuse II Eg 2007 Del OnxLve3 Rltlgeview Dave Erg 200] Dea1fi Onemw4 Rldgeview Dove -U515 d Sdq Reed Erg 2007 Nov -14 Oaed.5 Rldlieview Doe - Secy d Alme Erg 2007 Jan -15 Onexi6 Rldgaviaw, Interchange wlto US 75 Erg 2007 Deo13 OnMlve] game, Drive- Plkn Heights to FM2551 EN 2010 Feb19 City of Allan 23 M014 Budget Ongoing, Objectless: .. - Objective1 Promote a mom -gal appmi to mnsamctbn of new facilses Enq 2008 Dec 19 OnaUlve 2. Coned. Fire Sudan 6 Eng/Fire 2007 14ov-15 OSlective3 Fre Somen2 Eng 2012 Dec -15 City of Allan 23 M014 Budget City of Allen 2013 Strategic Plan Implementation Plan Ongoing S1raMB as: Owing objectives: Objecl. i. Research the use of amended, techooM IT 2006 Apr -16 Objeciiva2. Expand use of GIS lope Me 2001 Al -16 Object -3 hardheaded the IT Manor Plan singleton, IT 2007 -- A,46 Ongoing Onjemeae: Objective t. Oevelog,. f¢ssimal davelapmenl M,dam her .1, ampb>ees HR 2007 0013 Oddi2 Confmrre to improve and maintain quality Stam HR 207 Dac-13 Objec0ve3 Enheae orBaniaation-vade training programs HR 2000 Ded-13 04ecM¢1 Continually review and address HR prrpramalo maintain an incident vmMbrce HR 20(1] Der'13 Strategy 3. Contin Sery Ongoing Obleslive, Objedive1 Centime M emqueim the Ciys orgerffatlanal va4a tMrvgh Me PRIDE program HR 2006 pec -14 Ongabg Oblectivee: ..... "Pp. Objectival Impeve finanual processing usmgtecnnul0gy and more eninenr policies and prowddins FnrHR IDW Pyr -15 Oh.de, 2. Pmvge add maintain MAWic earvims within the potential revenue bmis facing Me Ody Founds 2007 Oct -13 Object.3 Monier the Ciys wglal investments during economic challenges nnanm 2()(19 Oct -13 Owing Objecthend ... 0bpc0ve 1. Goodhue Mievesligate the fensibNiyUeuvnmerce add implement ed -line tranmdbrm IT/Adan 2000 Jan 13 Strategy6. CBrdinueto ProvideC Ito 2008 Jun -13 Channel ACTV Ongoing Objectives: Objective Continueto daebpMeana winning programs an the Cys mile odannei RAMRO 2006 3pn.13 city mala, 24 FY2014 Budget City of Allen 2013 Strategic Plan Implementation Plan Ongoing Strategies Ongoing ObjeMNes: Objective 1. Confnuedielryuevnlhpe MrsregaMingtbeirpWmn amuedusedevepment(US 75andSH 121 MMMEW 2008 DI Interclunge) Objective2 Use eugheinceMives to a(I1 the 11mMire and devebpneM M the poleea In tae area jU S 76 eat SH. PaNAEOC 2008 DMI 121 mterchaye) Ongoing ObleplMee: vasty" M, Dj§ Objegne t. Oew101anarR AEDC 2008 OrrpWng Obleaewe: Objective 2. 2ordinue a Identify and target office We development producdefw the CM M Agan OgeNve 1. Revisit and delete the Ciys vision lar the SH121 Corndor PIMMEDC 2013 Aug 13 Otteative 2. Use partrandhip rad inning b attract development Met MII narimim the vaAre M Me 121 LatiOx PWMAEDC 2I10 Mc13 Ota ive 3 Be prepare] to rxrviVsupporl corporate reYxation uMidatn to Nan AECCIPIen 2010 Dec 13 Ongoing ObjeMNes: Objective 1. Confnuedielryuevnlhpe MrsregaMingtbeirpWmn amuedusedevepment(US 75andSH 121 MMMEW 2008 DI Interclunge) Objective2 Use eugheinceMives to a(I1 the 11mMire and devebpneM M the poleea In tae area jU S 76 eat SH. PaNAEOC 2008 DMI 121 mterchaye) Ongoing ObleplMee: Objegne t. CaMinue to demlfyand ranged Wet development produca for the City of PMn AEDC 2008 O 13 Objective 2. 2ordinue a Identify and target office We development producdefw the CM M Agan AEDC 2008 Dw13 Oetecuve 3. Maintain eeonomlo dlvereily through targeted recruitment and merged, AEDC 2008 Dan13 ONegava L. Lml lode Wdentlan AEDC 21)(16 Jai Oeteadw 5. Rewit Mher service oriented developments to Alan AFDC 2008 Deo13 OWMI B. Develop ant P.M. Business Parke AFDC 21010 Deo13 ONeative7 Rewe Innovation Camganiea AEDCrPIen 201 Dau13 Objscdive 8. Rewe Dada ordains AEDC 2000 Dee -13 Obdecd'1ve9 Explains ...us. W snesunge..h ..he. dwectors. AEDC 2008 Jai City of Allen 25 Fy3014 Butlget Ongoing Objective: Ooect vet Begin Meso, on radevNopmeM of Mar rcmmerand areas PbNAEDC 2003 Octi Strategy 6. Chale Origin, Objectives: Obleclive1 Redefine the vision Mr the CBD Plan 2001 DaI ObBabsa2 Evaluate the rgsVbenefit of re]evel peen of the CBD Plan 001 May12 Oyactiva3 Invest in CBD Infrastructure Nan 200a Ji Objedive0 aenlify paternal deveaparsM Me CBO PtaMAEDC 2001 Jan -13 City of Allen 25 Fy3014 Butlget City of Allen 2013 Strategic Plan Implementation Plan Ow M Prwc W wrkto arid r �- Ongoing Strategies - Strategy t. Oewle, water cwaervatbn butituivea Nat•Pcwwraga grakHMar Euaiwaaea and Ciya cop MWns to allwat a-Iwva wtlaryep^, Ongoing Objectives: 01e1va1 Implesent nllmtives le Improve city operations rappel W water contaminated Mom M07 Od92 Strategy2. ImPeavawater YalilIlIllllllIllijkkaj, _ ". "in pout -15 Ongoing Objectives: Oblectivel Reconstruct Beh lift station andm—main 6q g➢q5 Oc," Signal n Ongoin90bladlvp: Objectives CS 2012 Deci Support regional eRorls to assure that NTMW 0's plans to restore Lake Texoma W alarare succes/til s Objecd er 2 Support regional Worts to construct new, reservoirs aM acquire audit onal water sowwa that coil atll to CS 2012 Oen-1J WhAl water this Ongoing Oq.atNed,:. ObielMai Wads with Dlber member cities le review NTMWD'a service philosoptry and to examine sold naps as CS 2012 own 14 governance, sources o/ water supplN anal rale alrvdure City w[Allan 26 yy2014 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2013-2014 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 FY2014 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2013-2014 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 rapacity in conjunction with conservatively estimated payors -you go revenues help stabilize per capita debt and lower annual debt service costs to the city over the long-term. When interest rates decline, the city will analyze the benefits of issuing advance and current refunding bonds in order to take advantage of the economic gain obtained from the reduction of long-term interest costs. The city has identified the maximum amount of debt and debt service that should be outstanding at any time (see "Debt Policy", in the Debt Service Fund section, as well as the discussion of debt in the Capital Projects section of this document). Investment Policies The City Council has formally approved a separate Investment Policy for the City of Allen that meets the requirements of the Public Funds Investment Act (PFIA), Section 2256 of the Texas Loral Government Code. This policy is reviewed annually by the City Council and applies to all financial assets held by the city. Investment Strategies The city maintains portfolios which utilize the following four specific investment strategy considerations designed to address the unique characteristics of the fund groups represented in the portfolios: Operating Funds: to assure that anticipated rash flows are matched with adequate investment liquidity and to create a portfolio structure which will experience minimal volatility during economic cycles. City of Allen 28 FY2014 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2013-2014 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 rash with four objectives listed in priority order: • Safety of the principal invested • Liguldity and availability of cash to pay obligations when due • Receive the highest possible rate of returnfield consistent with the city's investment policy • Investment officials shall act responsibly as custodians of the public trust. Responsibility and Control Authority to manage the city's investment program is designated by a resolution adopted by the City Council. The Chief Financial Officer is designated as the primary investment officer and the Assistant Finance Director is the secondary investment officer. Investment officers shall attend at least one training session related to the officers responsibility under the Act within 12 months after taking office or assuming duties. Investment officers are required to attend one training session every two years. Investment Portfolio Authorized investments and maximum percent of total investments include Collateralized Certificates of Deposits (CD's) 50% Collateralized Repurchase Agreements 30% U.S. Treasury Obligations 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% Bankers 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 FY2014 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2013-2014 Procurement Planning All city purchases of goods or services are made in accordance with the Texas Loral 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. 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 FY2014 Budget APPROVAL REQUIREMENTS FOR PURCHASES Requires Director or Department Purchasing City City Dollar Figure Quotes Desi nee Director Manager Manager Council $0 to less than $3,000 (purchase order or credit card)J J $3,000 to less than $10,000 J J J J $10,000 to less than $15,000 J J J J J $15,000 to less than $50,000 J J J J $15,000 or more Professional Service Contracts J J J J $50,000 or more (Fomral Bids - State required over $50,000) Materials and Equipment J J J J Prompt Payment All invoices approved for payment by the proper city authorities shall be paid within thirty (30) calendar days of receipt of goods or services or invoice date, whichever is later, in accordance with state law. The city will take advantage of all purchase discounts when possible. Checks are issued every Friday of the month except on holidays. Insurance and Risk Management The city has a comprehensive risk management program, including property, liability, safety, workers' compensation, health, dental and wellness. The city has established a self-insurance plan for city employees and their covered dependents for medical and dental care. A commercial insurance company re -insures the city for individual claims in City of Allen 30 FY2014 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2013-2014 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 fad 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 FY2014 Budget CITY OF ALLEN REVENUE SUMMARY 2013.2014 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 (27.0% 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 FY2014 are $46.1 million. This is for the General, Debt Service, and Tax Increment Financing (TIF) funds. The General fund portion makes up 42.5% of that fund's budgeted revenues and is estimated at $34.3 million for fiscal year 2013-2014. The portion allocated to the Debt Service fund is approximately $11.8 million. These two include the TIF fund amount of $555 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 2013 levy (for FY2014) was based is $8,373,043,840. 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 $.550 per $100 of valuation, of which $0.409121 is for General Fund operations. The remainder of the tax rate, $0.140879 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. Tax Revenues and Tax Rate 40,000 ---- - __....___—._.._. ...._- -_.._. _. 0.80 _35,000 130,000 —25,000 Y 220,000 a15,000 10,000 5,000 2005 2006 2007 2008 2009 2010 2011 2012 2013R 2014P ®General 11iiiiiiiiDebt tTax Rate 0.70 m ow , 0.50 0.40 c 0.30 H 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 FY2014 Budget CITY OF ALLEN REVENUE SUMMARY 2013-2014 FISCAL YEAR Sales Tax (19.8% of Total Revenues) Sales taxes are collected by retailers and remitted to the State Comptroller's Office for the sale of goods and services within the City of Allen. The state returns the portion designated for the city. The city receives 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. Due to new development, the city's sales tax continues to grow, and makes up approximately 20.9% 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 2013 revised is projected at $32.6 million and fiscal year 2014 is projected at $34.2 million. $35 $30 $25 $20 E $15 f $10 $5 Sales Tax 2006 2007 2008 2009 2010 2011 2012 2013R 2014P ■Generaland TIF ■EDC ■CDC Charges for Services (38.8% of Total Revenues) User charges are the largest source of revenue for the city, projected for FY2014 at $67.3 million. Well over half of this is for revenues in the Water and Sewer and Solid Waste funds. The remainder comes from charges in the Drainage Utility fund, user fees for various Parks and Recreation programs and facilities, charges for services such as ambulance service and alarm registration fees, and internal charges that allow for cash funding of vehicle and equipment replacement and allocated costs of insurance premiums and claims. Discussion will focus on the largest portion of this category, which comes from Water and Sewer and Solid Waste revenues. City of Allen 33 FY2014 Budget CITY OF ALLEN REVENUE SUMMARY 2013-2014 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 2013-2014 are estimated at $20.3 million for water sales and $13.3 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. $35 P $30 e � $25 E $20 $15 $30 $5 $0 Water and Sewer Revenues 2006 2007 2008 2009 2010 2011 2012 2013R 2014P ■Water ■Sewer Solid Waste Fund These fees are charged for residential, commercial, and apartment garbage collection and solid waste disposal. These fees cover the cost of collection and disposal of this waste by Community Waste Disposal and the North Texas Municipal Water District. Revenues for garbage, recycling, commercial collections, and solid waste disposal are projected for fiscal year 2013-2014 at $6.27 million. B $7 Solid Waste Revenues $1 $0 2006 2007 2008 2009 2010 2011 2012 2013R 2014P ■ 5olid Waste ■ Recycling ■ Hazardous Waste ■ Other City of Allen 34 FY2014 Budget CITY OF ALLEN REVENUE SUMMARY 2013-2014 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 2013-2014 are projected at approximately $6.8 million. Licenses and Permits License and Permit revenues represent 1.8%, or approximately $1.48 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 Building Inspections 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 FY2014 is expected to be less than the FY2013 revised estimates given no multifamily permits are anticipated in FY2014. A moderate increase in single family permits revenue is expected and no increase in commercial permits revenue is expected. City of Allen 35 FY2014 Budget CDY OFALLEN COMBINED NU W ET SUMMARY OF REVENUES AND EXPENMIIIRES FOR FISGL YEAR 2013-2014 EXPENDITURES GerenlGwernment 23,52,316 - 80,E67 955,521 Emen lse Funds - Galeol pM TIF Whole,SOBS Dnl GeM - Rn6 BWe Fund Sewer W,Ne OinnaBe Ct.- BEGINNING&l1ANCE $ 16.032.0411 $ 9029. $ 1,216,016 ]056595 $ 2,998,393 $ 784,475 $ 5 2,630293 CPmmumry Development 2,221,540- REVENUES GromAdminlsbation - - - - MValorem Taaes 34,112,693 11,750,413 691,239 - 4A2805 420405 bks Tax 16,822.293 - 416,281 - 1,571,260 - - Franchise Fares 6,831,834 - 1820000 300]0 Licamesaad Permits 114841800 80.31;226 12,238.464 844,262 34,129,623 6,598,257 Grams &EnMribu6ms 866,032 - - - - Chs8e5M5erelees 11,381,618 959889 - 33,660.772 612151714 1,370,000 2,693,295 Fares 1,859,625 - - 487,500 - - Mosellane on, 73,381 - - 135,500 0,000 - Interest Eamel 163.750 45,0110 SIOOD B8,ID0 19,Wo 4,500 - Reimbursemen6 966,305 - - - - OperaWBTramfersln 5,221,488 500500 783,375 270. TOTAL REVENUES 80,464,885 12,295A13 1,113,520 35,155,247 6,272,714 1,374,50 200295 TOTALAVAIMLE 5 96.556.933 $ 13 198 353 $ 2 329536 $ 6]00,82 $ 9,271,107 $ 2.158.975 $ 2.631,470 EXPENDITURES GerenlGwernment 23,52,316 - 80,E67 955,521 - - PuGlcSaktY 2985,055 - _ - PublieWONs 3,01,M - - 25,051,302 5,822,852 1,02,662 - culture &Recreation 21,946,622 - - - 2,630293 CPmmumry Development 2,221,540- GromAdminlsbation - - - - - TransfersOut 472,820 - - 4A2805 420405 µ1,201 - DebtScvice - 12,23BA64 - 1,571,260 - - caDNalProjects. 1820000 300]0 TOTALEXPENDITURES 80.31;226 12,238.464 844,262 34,129,623 6,598,257 1,514,363 216301293 ENOINGRUANCE 16.2µ,707 959889 1.65269 11,521,219 2,622,850 644.612 1.172 • These amounts repmsent cash financing or be providad from the funs indrcated A Ila of estimates onus for rap Prolects Included In me five-year Distribution of Revenues - All Funds City of Allan 36 M0141hudget OW OF ALLEN COMBINED BUDGFT SUMMMY OF REVFNUFS AND GITAW)C 111FE FOR FOUL YEAR 20I330M 5 "Revenue IMennalI"-Funds Can ent Unna Fatal Auet Fe,Fal I Kansas Ouu . Ty Dennis Pond Replacement RISE FwnOmk femmunlry Fund AdsemeM Danaulapashant I . Al Funds 2013 Md4 $ ]5190 5 3391069 5 583998 $ 6922571 5 3,464,302 5 5,301,820 $ 8626.999 5 5919051591 - - - - - - - 46,554,345 - - - - - 0,479,50 8,4)9,54) 0.197,674 - - - 288,610 - - 6831,80 - 1,252,10 233,960 - - 1,4&1,800 - - 612,665 - - - - 1,08,]5) - - - 1,60],0)3 10005,134 - - 67,315,406 150,000 - - - - - - 2,497,125 - 1,2"A16 - - - 1,595000 2,952,836 2,10,297 1CO 15,000 X500 60,000 25000 4o,CW 28,000 495,950 135,200 1,252,108 60,223 50.000 1,588,000 6,8115,869 - 2946305 40225 451,311 7,026,402 15,100 1,261,416 654,390 1,)1)Al3 12AMM0 8,519,50 8,507,50 172.611,895 $ 225290 $ 3.652,485 $ 12373M $ 8W04M $ 15950750 $ 13021367 $ 17,134,546 $ 232,517.486 - - - 12,623923 5.290.429 2%,4 4,2%,488135,700 135,]00 - 245,400 - - - 29,5061155 - - - 288,610 - - 15,170,224 - 1,252,10 233,960 - - 26,065,033 - - - 56,092 - - 603,515 2,881,10 688,223 688,223 - - - - - - - 6,052,%l - - - - - 1,595000 2,952,836 18,358,500 1011"1990 12,359,990 135,200 1,252,108 60,223 239,052 12,623,923 6,8115,869 13,246,341 1)4,318,]19 89590 2.400327 50.10 7.901.382 3.334.827 6.935.498 3388.205 58.198.262 CIP maybe louna In the capital Prolem section oFMls book Distribution of Expenditures- All Funds CRYOMI. 37 FY2014 eutlyet CITY OF ALLEN COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES FISCAL YEAR 2013-2014 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET BEGINNING BALANCE $ 65,457,478 E 66244,134 E 65,792,662 E 59,905,591 REVENUES Ad Valorem Taxes 42,189,634 44,659,805 44,999,226 46,554,345 Sales Tax 29,832,125 31,967,577 32,642,581 34,197,674 Franchise Fees 6,150,420 6,643,096 6,390,314 6,831,834 Licenses and Permits 1,075,712 1,048,600 1,660,100 1,484,800 Grants & Contributions 1,406,474 2,555,233 1,873,760 1,478,757 Charges for Services 55,540,322 63,144,417 61,005,579 67,315,406 Fines 2,202,017 2,505,125 1,925,785 2,497,125 Miscellaneous 18,644,601 1,965,206 2,299,016 2,183,297 Interest Earned 550,216 420,835 497,350 495,950 Reimbursements 2,809,178 2,423,613 3,181,021 2,546,305 Operating Transfers In 10,948,199 7,770,665 6,906,155 7,026,402 TOTAL REVENUES 171,348,898 165,104,172 163,380,887 172,611,895 TOTAL AVAILABLE 236,806,376 231,348,306 229,173,549 232,517486 EXPENDITURES General Government 36,000,192 38,874,969 45,903,158 43,256,486 Public Safety 27,995,106 30,129,780 29,412,804 29,506,155 Public Works 28,988,893 34,221,980 33,463,191 35,170,224 Culture & Recreation 21,192,118 28,606,394 25,264,465 26,065,033 Community Development 4,341,443 3,095,489 2,806,346 2,861,147 Grant Administration 1,250,383 860,297 837,912 668,223 Transfers Out 6,335,773 6,118,165 6,296,313 6,052,961 Debt Service 34,474,457 18,088,118 18,088,725 18,358,500 Capital Projects 10,435,349 7,321,190 7,195,044 7,791,184 Prior Year Project Commitments 10,629,348 4,568,806 TOTAL EXPENDITURES 171,013,714 177,945,730 169,267,958 174,318,719 ENDING BALANCE 65,792,662 53,402,576 59,905,591 58,198,767 City of Allen 38 FY2014 Budget ANALYSIS OF CHANGES IN FUND BALANCES/RETAINED EARNINGS The following table indicates the reasons for projected changes in fund balances/retained earnings of ($1,706,824): Fund 2012-2013 Year 2013-2014 Year Difference F�planation End Estimate End Projection This fund includes restricted revenues that exceed General Fund $16,092,048 $16,244,707 $152,659 associated expenitures and provides for approximately 73.8 days of operedons The policy is 60-90 days. The Pond balance is within the policy requirement of 5% - Debt Service $902,940 $959,889 $56,949 10%. Funds remaining are comprised of interest earnings and delinquent tax collections and will remain in Me fund. Properly and sales tax have been collectetl in TIF Ill; IF $1,216,016 $1,485,289 $269,253 howler, no grants are currently being can out, TIF N1 grants are paid annually. Utility Enterprise Funds Estimated reserves in the Water 8 Sewer fund at the antl (Water 8 Sewer, Solid Waste, $14,326463 $14.888,681 $560,218 of FY2014 are 124 days of expenditures, which exceeds and Drainage Utility) the policy requirement of 90-120 days. Golf Course $1,175 $1,1T $2 This fund is subsidized in order to break even. Asset Forfeiture $75,190 $89,590 $14,400 Funds collected in one year are appropriated in the following year. Motel Occupancy Tax $2,391,069 $2,400,377 $9,308 Remaining funs will be used in subsequent years as allowed by stale law. Funs remaining are restricted and will be carried over to Grants $582,998 $569,165 ($13,833) future years for allowable expenditures. Expendures are only for those goods or services as allowed by law, or as approved by Me agencies awarding the grants. Reserves in Mis Pond are used for achetluled replacements of vehicles, technology, and equipment. Replacement Fund $6.922,571 $7,901,382 $978,811 Revenues are received over the two of existing assets, while expanses are based on a set replacement schedule which is subject to annual management review. Risk Management $3,464,302 $3,334,827 ($129,475) A decease in fund balance is projected, primarily in the Workers Compensation portion of Me fun. Economic Devebpment $5,301,820 $6,935,498 $1,633,678 Reserves in this fund are used to spur economic growth Each year, unspent funs for pric year project commitments are reappropriatod, in order to reflect a Community Development $8,626,999 $3,388,205 ($5,238,794) boner of the remaining amount available. The FY2014 budget includes approximately $9.3 million to cash finance Me community development projects. otals$59.905,591 $58,198,76] $1706,824 City of Allen 39 FY2014 Budget CITY OF ALLEN CITY OF ALLEN ORGANIZATIONAL CHART City Attorney City Manager Municipal Judge Assistant City Manager Assistant City Manager Human Resources City Secretary Public and Media Relations Community Development Community Services I I I Engineering Finance I I I Fire Library w Information Technology Police I I I Parks and Recreation City of Allen 41 FY2014 Budget CITY OF ALLEN STAFFING FISCAL YEAR 2013-2014 Solid Waste Fund 6.00 6.00 6.00 6.50 0.50 Drainage Fund 7.00 7.00 7.00 8.00 1.00 Golf Course Fund 23.63 32.54 32.54 32.44 (0.10) Hotel Fund 2.00 2.00 2.00 3.00 1.00 Risk Management Fund 2.00 3.00 300 4.00 1.00 Economic Development Fund 4.25 4.25 4.25 4.25 Total City of Allen Employees, All Funds 723.24 746.29 746.29 758.74 12.45 All positions are shown as full-time equivalents (FTE). Revised 2012-2013: - Moved GIS Administrator and GIS Analyst from Community DevelopmentlPlannmg to IT - Moved .50 FTE from Parks & Recreation to IT to upgrade IT Specialist to a 1.00 FTE from a .50 FTE Proposed 2013-2014: -Adtl 1 FTE in IT for an IT Applications Specialist - Add .50 FTE in Police to convert the .75 FTE Quartermaster to a Full Time position and reduce a .75 FTE Police Services Technician to a .50 FTE and add a .50 FTE Police Services Technician -Add 4 FTE's in Parks for an Accounts Payable Technician at the Allen Event Center, Irrigation Technician and Sports Field Supervisor for the Special Services Department, and a Park Planner which will be funded from the CDC - Add .35 FTE in Parks for the Allen Event Center to convert the .75 FTE Lead Box Office Attendant and the .90 FTE Sous Chef to Full Time positions - Add .20 FTE in Parks for the Joe Fanner Recreation Center to adjust two.25 FTE Part Time Recreation Specialist I's to .35 FTE's - Add 1 FTE in Fire for a Fire Prevention Specialist starting 4/1/14 -Adtl 1 FTE in Community Development for a Code Enforcement Officer - Add 1 FTE in Water & Sewer for a Water Foreman -Add .50 FTE in Solid Waste for a HHW Maintenance Worker - Deduct .10 FTE in the Golf Course to adjust a .60 FTE Golf Attendant to a .50 FTE -Add 1 FTE in Dminage for a Maintenance Worker -Add 1 FTE in the Hotel Fund for a CVB Specialist - Add 1 FTE in Risk Management for a Benefits Specialist City of Allen 42 FY2014 Budget ACTUAL ORIGINAL REVISED PROPOSED Increase (Decrease) General Fund 2011-2012 2012.2013 2012.2013 20134014 FY2013111to FY2014 City Secretary 2.50 2.50 2.50 2.50 - Municipal Court 10.00 10.00 10.00 10.00 City Administration 5.50 5.50 5.50 5.50 - Public & Media Relations 5.00 5.00 5.00 5.00 - I.T. 11.50 12.50 15.00 16.00 1.00 Human Resources 5.00 5.00 5.00 5.00 - Police 172.50 174.50 174.50 175.00 0.50 Parks & Recreation 178.41 178.41 177.91 182.46 4.55 Library 36.45 36.59 36.59 36.59 - Fire 104.00 110.00 110.00 111.00 1.00 Community Development 28.00 28.00 26.00 27.00 1.00 Community Services 27.00 27.00 27.00 27.00 - Finance 16.00 17.00 17.00 17.00 - Solid Waste Fund 6.00 6.00 6.00 6.50 0.50 Drainage Fund 7.00 7.00 7.00 8.00 1.00 Golf Course Fund 23.63 32.54 32.54 32.44 (0.10) Hotel Fund 2.00 2.00 2.00 3.00 1.00 Risk Management Fund 2.00 3.00 300 4.00 1.00 Economic Development Fund 4.25 4.25 4.25 4.25 Total City of Allen Employees, All Funds 723.24 746.29 746.29 758.74 12.45 All positions are shown as full-time equivalents (FTE). Revised 2012-2013: - Moved GIS Administrator and GIS Analyst from Community DevelopmentlPlannmg to IT - Moved .50 FTE from Parks & Recreation to IT to upgrade IT Specialist to a 1.00 FTE from a .50 FTE Proposed 2013-2014: -Adtl 1 FTE in IT for an IT Applications Specialist - Add .50 FTE in Police to convert the .75 FTE Quartermaster to a Full Time position and reduce a .75 FTE Police Services Technician to a .50 FTE and add a .50 FTE Police Services Technician -Add 4 FTE's in Parks for an Accounts Payable Technician at the Allen Event Center, Irrigation Technician and Sports Field Supervisor for the Special Services Department, and a Park Planner which will be funded from the CDC - Add .35 FTE in Parks for the Allen Event Center to convert the .75 FTE Lead Box Office Attendant and the .90 FTE Sous Chef to Full Time positions - Add .20 FTE in Parks for the Joe Fanner Recreation Center to adjust two.25 FTE Part Time Recreation Specialist I's to .35 FTE's - Add 1 FTE in Fire for a Fire Prevention Specialist starting 4/1/14 -Adtl 1 FTE in Community Development for a Code Enforcement Officer - Add 1 FTE in Water & Sewer for a Water Foreman -Add .50 FTE in Solid Waste for a HHW Maintenance Worker - Deduct .10 FTE in the Golf Course to adjust a .60 FTE Golf Attendant to a .50 FTE -Add 1 FTE in Dminage for a Maintenance Worker -Add 1 FTE in the Hotel Fund for a CVB Specialist - Add 1 FTE in Risk Management for a Benefits Specialist City of Allen 42 FY2014 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 2013 - 2014 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET $ 15,628,347 $ 16,693,005 $ 16,728,048 $ 26,092,048 30,403,717 32,191,557 32,529,703 34,112,693 14,673,992 15,693,130 16,074,240 16,822,299 6,150,420 6,643,096 6,390,314 6,831,834 1,075,712 1,048,600 1,660,100 1,484,800 831,266 1,739,237 869,996 866,092 9,840,759 11,835,667 10,704,476 11,381,618 1,648,194 1,862,625 1,238,285 1,859,625 712,555 695,122 709,696 754,381 186,330 139,040 163,750 163,750 1,071,154 830,613 1,194,065 966,305 5,451,660 5,445,270 5,357,270 5,221,488 $ 72,045,759 $ 78,123,957 $ 76,891,895 $ 80,464,885 TOTALAVANABLE $ 87,674,106 $ 94,816,962 $ 93,619,943 $ 96,556,933 Transfers Out 1,026,222 542,820 720,968 EXPENDITURES TOTAL GENERAL FUND EXPENDITURES $ 70,946,058 $ 78,641,300 $ 77,527,895 $ General Government 19,741,503 22,291,301 22,365,390 23,542,346 Public Safety 26,311,291 28,426,166 28,324,753 29,125,055 Public Works 2,797,004 2,991,938 2,960,942 3,001,793 Culture & Recreation 18,893,252 22,052,129 21,089,449 21,948,672 Community Development 2,176,786 2,336,946 2,066,393 2,221,540 TOTAL OPERATING EXPENDITURES $ 69,919,836 $ 78,098,480 $ 76,806,927 $ 79,839,406 FUND BALANCE BEFORE TRANSFERS $ 17,754,270 $ 16,718,482 $ 16,813,016 $ 16,717,527 Transfers Out 1,026,222 542,820 720,968 472,820 TOTAL GENERAL FUND EXPENDITURES $ 70,946,058 $ 78,641,300 $ 77,527,895 $ 80,312,226 'ENDING FUND BALANCE 16,728,048 16,175,662 16,092,048 16,244,707 DAYS OPERATIONAL EXPENSES IN RESERVE 73,8 60 days of operational expenses Fund Balance Required: 60 to 90 days operational expenses $ 13,202,010 'The Ending Fund Balance includes restricted amounts of $560,457 for FY 2013 Revised and $713,113 for FY 2014. City of Allen 43 P1r2014 Budget CITY OF ALLEN GENERAL FUND REVENUE FY 2013-2014 Licenses and EXPENDITURES BY FUNCTION FY 2013-2014 Community Development r fe � ers City of Allen 45 FY2014 Budget CITY OF ALLEN GENERAL FUND REVENUES FISCAL YEAR 2013 - 2014 FRANCHISE FEES Public Education Govt Access Fee 206,150 2011-2012 199,000 2012-2013 218,674 2012-2013 235,080 2013-2014 REVENUE -DETAIL ACT AL BUDGET AMENDED Gas BUDGET PROPERTYTAXES 785,680 743,974 788,698 Communication 355,097 Current $ 30,201,139 $ 31,945,047 $ 32,010,818 $ 33,843,690 Delinquent 1,093,037 43,921 1,174,285 123,255 490,664 359,472 497,250 149,086 Penalty &Interest 130,107 SUBTOTAL $ 123,255 $ 159,413 $ 119,917 Rollback 6,831,834 28,550 SUBTOTAL $ 30,403,717 $ 32,191,557 $ 32,529,703 $ 34,112,693 SALES TA8 177,600 144,000 196,000 - Commercial Permits Municipal Sales Tax 14,429,079 15,470,310 15,799,843 Building Permits -Other 16,542,813 Mixed Drink Tax 180,000 244,913 220,000 222,820 220,000 274,397 1,500 279,486 800 SUBTOTAL $ 14,673,992 $ 15,693,130 $ 16,074,240 $ 16,822,299 FRANCHISE FEES Public Education Govt Access Fee 206,150 199,000 218,674 235,080 Electric 3,365,520 3,583,463 3,481,255 3,767,089 Gas 702,240 785,680 743,974 788,698 Communication 355,097 406,013 376,065 399,482 Cable 1,030,749 1,171,690 1,093,037 1,174,285 Solid Waste 490,664 497,250 477 309 467 200 SUBTOTAL $ 6,150,420 $ 6,643,096 $ 6,390,314 $ 6,831,834 LICENSES & PERMITS Single Family Permits 283,107 292,500 680,000 720,000 Multi -Family Permits 177,600 144,000 196,000 - Commercial Permits 98,174 200,000 300,000 300,000 Building Permits -Other 258,141 180,000 220,000 220,000 Tree Permits 1,500 800 800 800 Uniform Fire Code Permits 26,667 28,000 50,000 35,000 Health Permits 102,605 80,000 80,000 80,000 Sign Permits 28,100 32,000 32,000 32,000 Clearing & Grading Permit 300 500 500 500 Development Permits 1,900 1,500 1,500 1,500 Animal Licenses 62,497 57,300 57,300 55,000 Licenses & Registrations 35,121 32,000 42,000 40,000 SUBTOTAL $ 1,075,712 $ 1,048,600 $ 1,660,100 $ 1,484,800 CONTRIBUTIONS Donations/Sponsorships 831,266 1,739,237 869,996 866,092 SUBTOTAL $ 831,266 $ 1,739,237 $ 869,996 $ 866,092 CHARGES FOR SERVICE Court Fees 22,130 30,300 17,068 30,300 Judgment NISI 530 600 600 600 Teen Court 764 600 600 600 Arrest Fees 48,905 63,810 37,896 63,810 CourtTechnology 45,867 57,200 33,771 57,200 Court Security 34,398 43,190 29,081 43,190 Juvenile Case Manager 57,329 71,740 42,199 71,740 Police Reports 10,598 10,000 11,600 12,600 Reproduction Revenues 5,080 4,600 3,680 4,050 City of Allen 46 FY2014 Budget CITY OF ALLEN GENERAL FUND REVENUES FISCAL YEAR 2013 - 2014 TOTAL OPERATING REVENUES $ 72,045,759 $ 78,123,957 $ 76,891,895 $ 80,464,885 City of Allen 47 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CHARGES FOR SERVICE - cont. Zoning/Platting/Admin Fees 70,680 45,000 45,000 50,000 Alarm Registration Fees 164,857 155,000 155,000 155,000 Abandoned Property 14,264 5,000 10,000 10,000 Fingerprint Revenue 3,720 4,000 4,000 3,000 Ambulance Services 1,292,620 1,250,000 1,200,000 1,250,000 Fire Reinspection 2,420 2,500 2,950 2,500 Reinspecdon Fees 13,175 20,000 20,000 20,000 Inspection Fees 135,157 55,000 135,000 60,000 Rental 1,107,961 1,358,208 1,313,421 1,304,595 Ball Field Rentals 72,595 60,000 62,902 63,000 Special Events 69,909 78,954 74,270 77,750 Athletics 310,807 301,052 301,052 303,310 Concession Sales 758,018 1,147,648 1,039,773 1,045,921 Membership Revenue 780,281 706,316 711,925 713,030 Class Fees 845,171 764,071 779,559 799,615 Special Activities 100,614 150,055 53,097 150,088 Pool Admission Fees 219,158 240,020 222,949 223,700 Learn to Swim Fees 269,017 227,375 233,685 235,500 Swim Team Revenue 25,492 20,000 23,849 23,750 Ticket Fee 324,804 501,105 397,138 426,132 Service Charge Revenue 29,027 40,622 30,245 31,266 Ticket Revenue 2,445,610 3,594,236 2,972,661 3,380,973 Alcohol Sales 559,801 827,465 739,505 768,398 SUBTOTAL $ 9,840,759 $ 11,835,667 $ 10,704.476 $ 11,381,618 FINES & FORFEITURES Court Fines 1,580,465 1,787,625 1,176,285 1,787,625 False Alarm Fines 10,603 15,000 5,000 15,000 Library Fines _ 57,126 60,000 57,000 57,000 SUBTOTAL $ 1,648,194 $ 1,862,625 $ 1,238,285 $ 1,859,625 MISCELLANEOUS Auction Revenue 307 - 10,000 8,000 Interest 186,330 139,040 163,750 163,750 Street Light Surcharge 12,789 6,000 10,660 13,000 Child Safety Fees 74,924 84,000 84,000 96,000 Water Tower Rental Fees 476,948 443,601 451,791 462,114 Miscellaneous 135,761 161,521 131,245 153,267 SUBTOTAL $ 887,059 $ 834,162 $ 851,446 $ 896,131 REIMBURSEMENTS School Resource Officers 311,299 311,299 344,090 378,470 Other Reimbursements 759,855 519,314 849,975 587,835 SUBTOTAL $ 1,071,154 $ 830,613 $ 1,194,065 $ 966,305 OTHER FINANCING SOURCES Intergovernmental Revenue 11,826 - 22,000 22,000 Operating Transfers In 5,451,660 5,445,270 5,357270 5,221,488 SUBTOTAL $ 5,463,496 $ 5,445,270 $ 5,379,270 $ 5,243,488 TOTAL OPERATING REVENUES $ 72,045,759 $ 78,123,957 $ 76,891,895 $ 80,464,885 City of Allen 47 FY2014 Budget CITY OF ALLEN TAXSTRUCTURE FISCAL YEAR 2013 - 2014 ASSESSED VALUE (Final) - 2013 Tax Year $ 8,373,043,840 REVENUE AT $.550 PER $100 VALUATION $ 46,051,741.12 CONTRIBUTION TO DEBT SERVICE $ 11,795,860 CONTRIBUTION TO GENERAL FUND 100.0% COLLECTION RATE $ 34,255,881 TAX RATE DISTRIBUTION RATE PERCENT AMOUNT GENERAL FUND 0.409121 74.39% $ 34,255,881 DEBT SERVICE FUND 0.140879 25.61% 11,795,860 0.550000 100.00% $ 46,051,741 (A) (A) Approximately $412,000 of the General Fund property taxes and $143,000 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 FY2014 Budget CITY OF ALLEN BUDGET ASSUMPTIONS FISCAL YEAR 2013 - 2014 Assumptions Used for Projecting 2013-2014 Revenues and Expenditures 1. Tax rate used = $ .550 - Based upon certified FY2014 appraised value of $8,373,043,840 (4.65% increase) - FY2013 final assessed value = $8,001,298,212 - Property tax Incentive for Watters Creek is 5D%and The Village at Allen is 90% - The growth in property taxes comes from $140 million in new real property, $35 million increase in business personal property, and $169 million in reappraisal value. The valuation is subject to change and will be certified in late July. 2. Growth in sales tax revenue of 4.70% over FY2013 revised budget - FY2013 revised sales tax is estimated to increase 9.5% over FY2012 actual. Sales tax is estimated at $803,337 for Walter's Creek and $2,956,583 for The Village at Allen. Of these amounts, 50% of Wetter'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 $132,100 is expected. - FY2014 sales tax includes monthly in-line retail additions. Data center purchases are expected to be $562,837. The Village at Allen and Watters Creek continue to add new tenants and sales tax revenue is projected to increase. 3. Overall City growth - FY2014 Residential growth projected at 450 permits - FY2014 Commercial and miscellaneous permits growth projectedat no increase from FY2013 revised. - No multi -family units projected for FY2014 4. Population- FY2014 estimate: 93,257 5. Franchise fees Electric: TXU(Atmos) kilowatt hour usage is expected to increase 8,47% due to increased demand from the data center and commercial and residential growth. COSery and GCEC Electric franchise revenue projected at an increase of 6.11%from FY2013 revised due to the impact of developments. Gas: TXU(Atmos) gas franchise projected at 6.09% increase from the revised FY2013 budget. COSery gas franchise projected at a 5.8% increase from the revised FY2013 budget. Natural gas commodity prices and weather have an impact on this revenue source. Telephone Access line fees projected at an increase of 6.23%. The revised FY2013 fees are decreased 7.38% according to the current trend. Land line connections Impact this revenue source. Cable: Cable franchise fees projected at 7.43% above revised FY2013. The revised FY2013 was decreased based on the current trend. 6. Other Ambulance: FY2014 revenues projected at 4.16% growth over FY2013 revised. Investments: Earnings were projected using agency coupon and CD rates ranging from 0.25% to 1.75% and TexPool at the rate of 0.15%. Gamine: Used an average rate of $3.50 per gallon for H2013 and FY2014. 7. Event Center and The Village at Allen - City ticket fee projected at $467,650 in FY2014. The reimbursement to MGHerring is budgeted at 75% of the ticket fee revenue. - The property tax and sales tax reimbursement to MGHerring is budgeted at 90%. City of Allen 49 FY2014 Budget CITY OF ALLEN GENERAL FUND EXPENDITURES BY FUNCTION FISCAL YEAR 2013-2014 TOTAL OPERATING EXPENDITURES $ 69,919,836 $ 78,098,480 $ 76,806,927 $ 79,839,406 Total Transfers Out $ 1,026,222 $ 542,820 $ 720,968 $ 472,820 TOTAL EXPENDITURES $ 70,946,058 $ 78,641,300 $ 77,527,895 $ 80,312,226 City of Allen s0 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 A_ fC UAL BUDGET AMENDED BUDGET General Government: City Secretary 314,852 345,865 330,774 342,831 Municipal Court 641,924 673,353 729,490 703,400 City Administration 685,125 771,741 712,676 749,018 Public & Media Relations 601,267 607,857 618,683 635,653 Information Technology 2,120,830 2,708,713 3,044,583 3,122,193 Human Resources 480,200 585,325 591,052 637,345 Internal Services 11,727,065 13,081,953 12,850,604 13,796,058 The Village at Allen 11,849 - - - Building Maintenance 896,551 1,051,424 1,060,712 953,762 Service Center 664,777 710,721 702,224 711,366 Finance 1,597,063 1,754,349 1,724,592 1,890,720 Total General Government $ 19,741,503 $ 22,291,301 $ 22,365,390 $ 23,542,346 Public Safety: Police 15,266,519 16,079,599 16,079,599 16,347,892 Fire 11,044,772 12,346,567 12,245,154 12,777,163 Total Public Safety $ 26,311,291 $ 28,426,166 $ 28,324,753 $ 29,125,055 Public Works: Community Services Administration 386,189 403,832 404,659 412,290 Streets 796,800 896,058 897,642 930,318 Engineering 1,614,015 1,692,048 1,658,641 1,659,185 Total Public Works $ 2,797,004 $ 2,991,938 $ 2,960,942 $ 3,001,793 Culture & Recreation: Parks & Recreation . 16,525,313 19,565,230 18,578,817 19,472,921 Library 2,367,939 2,486,899 2,510,632 2,475,751 Total Culture&Recreation $ 18,893,252 $ 22,052,129 $ 21,089,449 $ 21,948,672 Community Development, Building & Code Compliance 1,186,597 1,296,460 1,209,452 1,269,585 Planning & Development 990,189 1,040,486 856,941 951,955 Total Community Development $ 2,176,786 $ 2,336,946 $ 2,066,393 $ 2,221,540 TOTAL OPERATING EXPENDITURES $ 69,919,836 $ 78,098,480 $ 76,806,927 $ 79,839,406 Total Transfers Out $ 1,026,222 $ 542,820 $ 720,968 $ 472,820 TOTAL EXPENDITURES $ 70,946,058 $ 78,641,300 $ 77,527,895 $ 80,312,226 City of Allen s0 FY2014 Budget CITY OF ALLEN EXPENDITURES BY CLASSIFICATION AS A PERCENT OF TOTAL GENERAL FUND BUDGET FISCAL YEAR 2013 - 2014 General Fund Expenditures By Classification apital 0.4% nsfers ).6% City of Allen 51 FY2014 Budget 2012-2013 2011-2012 %OF REVISED %OF 2013-2014 % CLASSIFICATION ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET Personnel Services $ 44,652,722 63.0% $ 47,710,570 61.6% $ 49,666,935 61.8% Operations 24,908,394 35.1% 28,703,633 37.0% 29,838,928 37.2% Capital 358,720 0.5% 392,724 0.5% 333,543 0.4% Transfers 1,026,222 1.4% 720,968 0.9% 472,820 0.6% TOTAL $ 70,946,058 $ 77,527,895 $ 80,312,226 General Fund Expenditures By Classification apital 0.4% nsfers ).6% City of Allen 51 FY2014 Budget CITY OF ALLEN CITY ADMINISTRATION DIVISION 001-1501 City Manager 1 Executive Assistant to CM I Assistant City ManagerI Assistant to Ne City Manager 1 11 1 Sc Administrative Assistant 1 Human Resources Director Public 8 Media Relations Director City of Allen 53 FY2014 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. Accontolishments1 Goal 1. Enhance Community Livability and Safety • Reopened the newly renovated golf course in January, The Courses at Watters Creek. The Courses at Watters Creek features three courses designed to accommodate all levels of players: the 18 -hole Traditions Course, 9 -hole Players Course, and a 5 -hole Futures Course. Goal 2. Cultivate rational alliances and partnerships with agencies and governmental units that affect Allen • Remained actively involved in critical water conservation initiatives implemented in conjunction with the North Texas Municipal Water District. (also Goal 8) Goal 6. Maintain operational excellence in City government services • Issued general obligation bonds in the amount of $5.065 million for maintenance needs at existing facilities, street and alley repairs, Ridgeview Drive and other roadway projects, park land acquisition and park development, and public facilities. • City received perfect audit for the Sth consecutive year — for the 2012-2013 Comprehensive Annual Financial Report from Weaver and Tidwell, L.L.P. • Worked with a Task Force to clearly define the scope of the Heritage Village project. • Continued implementation of the City Council's Strategic Plan through facilitating the annual workshop meeting and ensuring goals are accomplished. • 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 Cracker Barrel, Pie Five Pizza, Jump Street, AltaYD State, Z Gallerie, Emler Swim School, Blue Wave Express Carwash, Havertys Furniture. Obiectives for1 Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen • Continue to identify and participate in mutually favorable partnerships with other public and private organizations in order to better provide services and benefits to the City of Allen. Goal 6. Maintain operational excellence in City government services • Continue to execute the policies and directives of the City Council in the areas of communications and city operations. Strategy 2. Develop Human Resources programs to become the City that is the "Employer of Choice' • Continue to offer employees professional growth and development opportunities while identifying outlets to celebrate organizational successes. Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services • Encourage creativity, flexibility, and accessibility in responding to customers requests. Strategy 4. Ensure excellent fiscal management to maintain public trust • Maintain fiscally responsible policies and procedures to continue to operate the City of Allen 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 FY2014 Budget EXPENDITURE SUMMARY 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 1 1 1 Personnel Services 673,472 749,950 690,885 726,977 Operations 11,653 21,791 21,791 22,041 DEPARTMENT TOTAL $ 685,125 $ 771,741 712,676--T 749,018 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET FULL TIME City Manager 1 1 1 1 Assistant City Manager 2 2 1 1 Assistant to the City Manager 0 0 1 1 Executive Assistant to City Manager 1 1 1 1 Senior Administrative Assistant 1 1 1 1 TOTAL FULL TIME 5 5 5 5 PART-TIME 2011-2012 2012-2013 2012-2013 2013-2014 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 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 490,093 539,950 502,735 523,523 Longevity 1,888 2,008 2,428 1,540 Overtime 1,558 2,000 2,000 2,000 Deferred Compensation 15,668 15,484 15,720 15,675 FICA 29,730 43,684 36,530 42,911 TMRS 72,413 76,050 72,571 75,395 Worker's Compensation 422 628 574 477 Health Insurance 48,145 56,184 45,445 52,163 Dental Insurance 3,384 3,643 3,288 3,723 Long-term Disability 1,157 1,243 776 782 Life Insurance 935 982 816 812 Flexible Spending 279 294 202 176 WrAllowance 7,800 7,800 7,800 7,800 SUBTOTAL $ 673A72 $ 749,950 $ 690,885 $ 726,977 OPERATING EXPENDITURES Training & Travel 5,099 12,310 12,310 12,310 Dues & Subscriptions 4,288 4,781 4,781 4,781 City of Allen 55 FY2014 Budget EXPENDITURE DETAIL - CONTINUED DEPARTMENT TOTALS 685,125 771,741 712,676 749,018 NO CAPITAL ITEMS City of Allen 56 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Board & Commission Training 1,903 2,000 2,000 2,250 General Supplies 363 2,600 2,700 2,700 Small Tools & Minor Equipment 100 SUBTOTAL $ 11,653 $ 21,791 $ 21,791 $ 22,041 DEPARTMENT TOTALS 685,125 771,741 712,676 749,018 NO CAPITAL ITEMS City of Allen 56 FY2014 Budget CITY SECRETARY DIVISIONS CITY SECRETARY 001-1000 MAYOR AND COUNCIL 001-1010 City Secretary 1 SoNor Admini*abw A isUntl I AdmiHsbatis Assistant City of Allen 57 FY2014 Budget F qyr The City Secretarys Office is responsible for the administration of city elections, the citywide J i4 Records Management program, responding to Public Information Requests and the annual ♦i t 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 rrFe, leap 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 annual orientation program for newlyappointed 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. 9 to the Code of Ordinances and Supplement No. 10 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 FY2014 Budget EXPENDITURE SUMMARY 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 2011-2012 2012-2013 2012-2013 2013-2014 Personnel Services 226,632 232,983 238,377 239,127 Operations 88,220 112,882 92,397 103,704 DEPARTMENT TOTAL $ 314,852 $ 345,865 330,774 342,831 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET FULL TIME 2011-2012 2012-2013 2012-2013 2013-2014 City Secretary 1 1 1 1 Senior Administrative Assistant 1 1 1 1 TOTAL FULL TIME 2 2 2 2 PART-TIME 33,375 34,500 34,500 34,500 Administrative Assistant 0.50 0.50 0.50 0.50 TOTALPARTTIME 0.50 0.50 0.50 0.50 EXPENDITURE DETAIL 2011-2012 2012-2013 2012-2013 2013-2014 Dues & Subscriptions ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES 1,838 1,850 1,850 1,850 Salaries 151,376 154,617 158,999 159,188 Council Salaries 33,375 34,500 34,500 34,500 Longevity 840 936 984 1,104 Overtime 77 250 293 250 FICA 11,884 12,429 12,457 12,670 TMRS 21,255 21,778 22,380 22,441 Worker's Compensation 148 204 214 163 Health Insurance 6,404 6,976 7,300 7,574 Dental Insurance 563 574 632 656 Long-term Disability 320 329 228 214 Life Insurance 272 272 265 249 Flexible Spending 118 118 125 118 SUBTOTAL $ 226,632 $ 232,993 $ 238,377 $ 239,127 OPERATING EXPENDITURES Training/Travel/Mileage 23,513 27,700 27,700 32,042 Dues & Subscriptions 1,106 1,310 1,310 1,290 Printing & Reproduction 1,838 1,850 1,850 1,850 Advertising 8,716 6,350 6,350 6,350 Meeting & Receptions 12,769 20,476 20,476 20,476 Ordinance Codification 5,034 7,850 8,150 7,850 General Supplies 927 1,096 1,096 1,096 Boards & Commissions 3,915 6,300 6,300 6,30D City of Allen 59 FY2014 Budget DEPARTMENT TOTALS $ 314,852 $ 345,865 $ 330,774 $ 342,831 NO CAPITAL ITEMS City of Allen 60 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Professional Services 4,839 10,650 10,650 10,650 Elections 22,667 22,500 2,015 9,000 Records Management 2,896 6,800 6,500 6,800 SUBTOTAL $ 88,220 $ 112,882 $ 92,397 $ 103,704 DEPARTMENT TOTALS $ 314,852 $ 345,865 $ 330,774 $ 342,831 NO CAPITAL ITEMS City of Allen 60 FY2014 Budget Building Official 1 Permit Supervisor 1 Customer Service Representative 3 Assistant Building Official 1 Buidling Inspector 4 Plans Examiner 3 COMMUNITY DEVELOPMENT DEPARTMENT HEALTH INSPECTION 001-4520 BUILDING INSPECTION 001-4530 PLANNING 001-4800 CODE ENFORCEMENT 001-4840 Oeector 1 Senior Administretive Assistant 1 Administrative Assistant 1 -One position paid from Water/Sewer and Solid Waste Funds. Assistant Director 1 T Senior Planner 1 Planner 2 ='al'as ode & Haaith Carnpliance Manager 1 Code Enforcement Oficer r Senior Environmen4 Health Specialist 2 EnWronme.li Healt Specialist 1 City of Allen 61 FY2014 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. • Successfully reduced the plan review turnaround process for commercial review from 6 weeks to 3 weeks and residential review from 21 days to 5-7 days. • Implemented new building permit fees. Goal 6. Maintain operational excellence In City government services • Implemented 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 • Implemented credit card processing for various permit's 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 FAO's and the codes for calling in to scheduling inspections. Created a monthly posting on the web site of building permit activity. Obiectives for IFY 2014: Goal 1. Enhance Community Uvability 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 aovernment 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. City of Allen 62 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 2011-2012 2012-2013 2012-2013 Personnel Services 1,152,820 1,261,077 1,162,716 1,229,887 Operations 33,777 35,383 46,736 39,698 DEPARTMENT TOTAL 1,186,597 1,296,460 $ 1,209,452 $ 1,269,585 I 1 1 PERSONNEL Assistant Building Official 0 0 City of Allen 63 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET FULLTIME Building Official I 1 1 1 Assistant Building Official 0 0 0 1 Code Inspection Supervisor 1 1 1 0 Building Inspector 4 4 4 4 Environmental Services Manager 1 0 0 0 Environmental Health Specialist 2 3 1 1 Sr. Environmental Health Specialist 0 0 2 2 Plans Examiner 3 3 3 3 Customer Service Representative 3 3 3 3 Administrative Assistant 1 1 1 1 Permit Supervisor 1 1 1 1 TOTAL FULL TIME 17 17 17 17 OPERATING EXPENDITURES EXPENDITURE DETAIL 6,370 8,620 City of Allen 63 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUOGET AMENDED BUDGET PERSONNEL SERVICES Salaries 815,862 875,515 798,543 833,074 Longevity 5,422 5,324 4,340 4,308 Overtime 1,233 9,604 6,253 5,253 FICA 59,038 67,447 57,186 62,465 TMRS 115,567 123,317 112,143 117,233 Worker's Compensation 1,826 2,053 1,823 1,481 Health Insurance 140,379 163,101 167,900 189,930 Dental Insurance 10,268 11,113 11,889 13,585 Long-term Disability 1,867 2,102 1,265 1,204 Life Insurance 1,010 1,148 977 942 Flexible Spending 348 353 397 412 SUBTOTAL $ 1,152,820 $ 1,261,077 $ 1,162,716 $ 1,229,887 OPERATING EXPENDITURES Training/Travel/Mileage 4,692 6,370 8,620 10,700 Dues & Subscriptions 3,540 4,025 4,025 4,010 Clothing & Uniforms 3,557 5,200 5,803 5,200 General Supplies 9,987 12,048 12,048 12,048 City of Allen 63 FY2014 Budget DEPARTMENT TOTALS $ 1,186,597 1,296,460 1,209,452 $ 1,269,585 NO CAPITAL ITEMS City of Allen 64 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Small Tools & Minor Equipment 604 3,500 3,500 3,500 Vehicle Maintenance 7,388 4,240 4,240 4,240 Professional Services 4,009 8,500 SUBTOTAL $ 33,777 $ 35,383 $ 46,736 $ 39,698 DEPARTMENT TOTALS $ 1,186,597 1,296,460 1,209,452 $ 1,269,585 NO CAPITAL ITEMS City of Allen 64 FY2014 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. Accomplishmentst 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 • Received grant to implement bus transit service through Job Access/Reverse Commute ()ARC) program • Facilitated new developments including Hamilton Hills and various retail and restaurant establishments Strategy 3. Manage growth and development to preserve Allen's character and maintain neighborhood vitality • Implemented 2010-2015 CDBG Consolidated Plan and completed 12 home rehabilitation projects, 3 emergency repair projects and held a homebuyer educational workshop • Code enforcement addressed 6,500 violations while issuing 28 citations • Completed additional major amendments to the Allen Land Development Code • Facilitated new residential developments including The Landings, Bethany Mew and McDermott Farm 'Objectives• r 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 • Implement CDBG Annual Action Plan including home rehabilitation and public service support • Complete a Community Integrity plan as part of the Comprehensive Plan update Strategy 4. Update Allen's Comprehensive Plan • Adopt an updated Comprehensive Plan City of Allen 65 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 2011-2012 2012-2013 2012-2013 Personnel Services 911,545 940,138 764,853 854,542 Operations 78,644 100,348 92,088 97,413 DEPARTMENTTOTAL 990,189 $ 1,040,486 $ 856,941 $ 951,955 • The GIS Administrator was moved from Community Development/Planning to the IT Department • The GIS Analyst was moved from Community Development/Planning to the IT Department. 2011-2012 2012-2013 2012-2013 2013-2014 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 GIS Administrator " 1 1 0 0 GIS Analyst " 1 1 0 0 Code & Health Compliance Manager 0 1 1 1 Code Enforcement Supervisor 1 0 0 0 Code Enforcement Officer 2 2 2 3 Senior Administrative Assistant 1 1 1 1 TOTALFULLTIME 11 11 9 10 • The GIS Administrator was moved from Community Development/Planning to the IT Department • The GIS Analyst was moved from Community Development/Planning to the IT Department. City of Allen 66 FY2014 Budget r1 F' 1 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 670,094 685,147 555,605 607,885 Longevity 2,844 3,416 2,452 2,836 Overtime 1,415 1,865 2,811 2,311 FICA 48,228 52,776 39,746 46,259 TMRS 94,410 96,399 78,175 85,500 Worker's Compensation 1,007 1,179 823 853 Health Insurance 83,208 88,643 76,341 98,445 Dental Insurance 7,376 7,668 6,911 8,328 Long-term Disability 1,577 1,644 896 961 Life Insurance 1,033 1,048 844 870 Flexible Spending 353 353 249 294 SUBTOTAL $ 911,545 $ 940,138 $ 764,853 $ 854,542 OPERATING EXPENDITURES Training & Travel 8,911 11,000 8,500 15,650 Dues & Subscriptions 2,896 4,543 4,283 3,593 Clothing & Uniforms 387 2,000 2,000 2,000 City of Allen 66 FY2014 Budget DEPARTMENT TOTALS$ 990189 $ 1,040p86 856,941 951,955 CAPITAL EXPENDITURES LIST NO CAPITAL ITEMS City of Allen 67 FY2014 Budget EXPENDITURE DETAIL - CONTINUED 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Printing & Reproduction 1,862 3,400 3,400 3,400 Advertising 389 300 300 300 Board & Commission Training 450 2,000 2,000 2 000 Plat Administration Expense 2,925 6,000 6,000 6,000 General Supplies 3,193 5,680 5,680 6,045 Small Tools& Minor Equipment 1,583 1,985 1,985 1,985 Vehicle Maintenance 1,094 4,440 4,440 4,440 Professional Services 4,954 9,000 3,500 2,000 Donation Expense 50,000 50,000 50,000 50,000 SUBTOTAL $ 78,644 $ 100,348 $ 92,088 $ 97,413 DEPARTMENT TOTALS$ 990189 $ 1,040p86 856,941 951,955 CAPITAL EXPENDITURES LIST NO CAPITAL ITEMS City of Allen 67 FY2014 Budget CITY OF ALLEN 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/Drain 1 ge Foreman IPA I I Building Mainteinance Crew Leader I I Building Technician Lead Custodian Equipment Operates 2 2 Main anadm WorkerI Custodian City of Allen 69 FY2014 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. Accomplishments in FY I 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 toreport electric consumption in accordance with Senate Bill 12 compliance to reduce municipal electric use by 5% per year for the 6'h 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 forthe Municipal Service Center Goal B. Proactively work to protect conserve and manage water resources • Reported the 5'h year progress for the TCEQ Sanitary Sewer Overflow Program Strategy 1. Develop water conservation Initiatives that encourage residents, businesses and City's operations to adopt a "low water -use' lifestyle • Continued the 3i, year of the free residential home irrigation audit program ObiectiveS for FY 2014: 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 • 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 NTM W D capital improvements Goal S. Proactively work to Protect conserve and manage water resources Strategy 2. Develop water conservation initiatives that encourage residents, businesses and City's operations to adopt a "low water -use" lifestyle • Continue a free residential home irrigation audit program City of Allen 70 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 380,062 392,917 393,744 401,275 Operations 6,127 10,915 10,915 11,015 DEPARTMENTTOTAL 386,189 403,832 404,659 412,290 PERSONNEL 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET FULL TIME Director 1 1 1 1 Assistant Director 1 1 1 1 Senior Administrative Assistant 1 1 1 1 TOTAL FULL TIME 3 3 3 3 DEPARTMENT TOTALS 386,189 403,832 404,659 412,290 NO CAPITAL ITEMS City of Allen 71 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 281,641 286,908 288,397 291,815 Longevity 1,892 2,036 2,036 2,180 Overtime - 405 405 400 FICA 19,501 22,537 20,073 22,048 TMRS 39,629 40,452 40,558 41,159 Worker's Compensation 226 321 322 250 Health Insurance 33,648 36,671 38,370 39,829 Dental Insurance 2,067 2,109 2,322 2,410 Long-term Disability 669 689 474 443 Life Insurance 613 613 600 565 Flexible Spending 176 176 187 176 SUBTOTAL $ 380,062 $ 392,917 $ 393,744 $ 401,275 OPERATING EXPENDITURES Training & Travel 312 1,940 1,940 1,940 Dues & Subscriptions 1,780 2,575 2,575 2,675 General Supplies 1,793 2,950 2,950 2,950 Vehicle Maintenance 389 1,000 1,000 1,000 Radio Maintenance - 200 200 200 Professional Services 1,853 2,250 2,250 2,250 SUBTOTAL $ 6,127 $ 10,915 $ 10,915 $ 11,015 DEPARTMENT TOTALS 386,189 403,832 404,659 412,290 NO CAPITAL ITEMS City of Allen 71 FY2014 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. 1 Accomplishments in FY 2013: Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen Strategy 7. Work with partners to protect and conserve natural resources • Participated in planning of city buildings for energy efficiency through Oncors City5mart Program Goal S. Systematically Invest in Public Infrastructure Strategy 2. 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 Patrol Services, Police Renovation, MCPAR Chiller replacement, Carpet replacement at Library, City Hall office and cubicle project • Assisted in set up and break down at numerous City sponsored events • Developed automated building maintenance request system with assistance from IT department Objectives r 1 Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen Strategy 7. Work with partners to protect and conserve natural resources • Pursue opportunities and work with other departments to make the best use of future ONCOR City5mart rebates dedicated towards further reducing the city's energy consumption Goal S. Systematically invest in Public infrastructure Strategy 2. 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 City of Allan 72 FY2014 Budget EXPENDITURE SUMMARY CLASSIFICATION Personnel Services Operations DEPARTMENTTOTAL $ 2011-2012 ACTUAL 591,587 304,964 896,551 PERSONNEL 2012-2013 BUDGET 612,230 439,194 $ 1,051,424 $ SUMMARY 2012-2013 AMENDED 621,218 439,494 1,060,712 2013-2014 BUDGET 639,129 314,633 $ 953,762 Dues & Subscriptions 2011-2012 2012-2013 2012-2013 2013-2014 Clothing & Uniforms ACTUAL BUDGET AMENDED BUDGET FULL TIME - 150 150 150 Building Maintenance Foreman 1 1 1 1 Lead Custodian 2 2 2 2 Building Technician 2 2 2 2 Custodian 7 7 7 7 TOTAL FULL TIME 12 12 12 12 EXPENDITURE 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 377,931 398,438 387,555 391,713 Longevity 2,416 2,600 2,660 2,800 Overtime 16,927 20,043 20,043 20,043 FICA 28,052 30,684 28,170 29,092 TMRS 55,406 56,145 55,224 55,232 Worker's Compensation 4,484 5,072 4,928 3,709 Health Insurance 96,900 90,662 111,572 124,276 Dental Insurance 7,909 7,094 9,705 10,953 Long-term Disability 881 844 636 595 Life Insurance 446 413 442 422 Flexible Spending 235 235 283 294 SUBTOTAL $ 591,587 S 612,230 $ 621,218 $ 639,129 OPERATING EXPENDITURES Training &Travel - 1,070 1,070 1,070 Dues & Subscriptions - 545 545 545 Clothing & Uniforms 4,048 4,400 4,400 4,400 Advertising - 150 150 150 Rentals/Leasing - 2,600 2,600 2,600 Janitorial Supplies 39,241 50,000 50,000 50,000 Small Tools & Minor Equipment 7,478 6,466 6,466 6,500 City of Allen 73 FY2014 Budget DEPARTMENT TOTALS $ 896,551 1,051,424 1,060,712 $ 953,762 NO CAPITAL ITEMS City of Allen 74 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Building Maintenance 185,795 275,000 275,000 147,500 Vehicle Maintenance 1,011 1,185 1,485 1,600 Professional Services 67,391 97,778 97,778 100,268 SUBTOTAL $ 304,964 $ 439,194 $ 439,494 $ 314,633 DEPARTMENT TOTALS $ 896,551 1,051,424 1,060,712 $ 953,762 NO CAPITAL ITEMS City of Allen 74 FY2014 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 S. 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 • Continue to rapidly respond to citizen calls and concerns on streets, alleys, and sidewalks City of Allen 76 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 2011-2012 2012-2013 2012-2013 Personnel Services 646,027 670,072 671,641 695,442 Operations 150,773 225,986 2697,64226,001 234,876 DEPARTMENTTOTAL $ 796,800 896AM 2 930,318 PERSONNEL SUMMARY 2 2 2 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET FULL TIME 2011-2012 2012-2013 2012-2013 2013-2014 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 FICA EXPENDITURE DETAIL 28,741 30,605 City of Allen 76 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 403,128 414,031 407,277 413,792 Longevity 3,968 4,288 4,288 4,372 Overtime 11,301 17,513 11,000 17,513 FICA 29,041 32,004 28,741 30,605 TMRS 58,517 58,565 58,168 58,543 Worker's Compensation 10,537 11,187 11,123 8,406 Health Insurance 119,799 123,052 139,721 149,786 Dental Insurance 8,128 7,861 10,017 11,174 Long-term Disability 953 938 677 629 Life Insurance 479 457 471 446 Flexible Spending 176 176 158 176 SUBTOTAL $ 645,027 $ 670,072 $ 671,641 $ 695,442 OPERATING EXPENDITURES Training/Travel/Mileage 349 625 625 750 Dues & Subscriptions 122 275 275 275 Clothing & Uniforms 5,859 7,550 7,550 7,550 Printing & Reproduction - 190 190 190 Rentals 1,600 2,625 2,625 2,625 General Supplies 423 500 500 500 Medical & Chemical Supply - 235 250 350 Small Tools& Minor Equipment 6,702 7,536 7,536 11,536 Vehicle Maintenance 17,254 13,300 13,300 13,500 Equipment Maintenance 12,639 10,000 10,000 10,200 Radio Maintenance - 725 725 725 City of Allen 76 FY2014 Budget EXPENDITURE DETAIL CONTINUED DEPARTMENT TOTALS $ 796,800 896,058 897,642 930,318 CAPITAL EXPENDITURES LIST NO CAPITAL ITEMS City of Allen 77 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Asphalt Maintenance 25,045 28,500 28,500 30,000 Sidewalk Replacement 23,471 10,000 10,000 10,000 Street Maintenance 57,224 142,500 142,500 145,250 Professional Services 85 1,425 1,425 1,425 SUBTOTAL $ 150,773 $ 225,986 $ 226,001 $ 234,876 DEPARTMENT TOTALS $ 796,800 896,058 897,642 930,318 CAPITAL EXPENDITURES LIST NO CAPITAL ITEMS City of Allen 77 FY2014 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. Accomplishments in FY 2013: Goal 6. Maintain operational excellence in City eovernment services Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services. • 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 12-13 including the transfer of General Fund fuel costs to be included in service center budget Objectives for FY 2014: Goal 6. Maintain operational excellence in City eovernment services Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services. • Continue to monitor the vehicle fueling and vehicle wash facilities including the necessary accounting associated with these services • Develop and monitor the operations budget and be prepared to make mid -year adjustments and develop the FY 13-14 budget based on the facilities historic costs that are developed City of Allan 78 FY2014 Budget EXPENDITURE SUMMARY 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations 664,777 7101721702 224 711,366 DEPARTMENTTOTAL $ 664,777 $ 710,721 702,224 711,366 EXPENDITURE DETAIL DEPARTMENT TOTALS $ 664,777 $ 710,721 702,224 711,366 NO CAPITAL ITEMS City of Allen 79 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENDITURES Rentals - 1,500 1,500 1,500 Fuel 610,941 640,436 631,939 638,151 Janitorial Supplies 15,774 20,445 20,445 20,445 Small Tools & Minor Equipment 1,982 2,200 2,200 2,200 Building Maintenance 5,528 3,200 3,200 5,000 Equipment Maintenance - 2,000 2,000 3,000 Professional Services 30,552 40,940 40,940 41,070 SUBTOTAL $ 664,777 $ 710,721 $ 702,224 $ 711,366 DEPARTMENT TOTALS $ 664,777 $ 710,721 702,224 711,366 NO CAPITAL ITEMS City of Allen 79 FY2014 Budget CITY OF ALLEN ENGINEERING DIVISIONS ENGINEERING 001-6000 TRAFFIC 001-6020 Director 1 Senior Administrative Assistant 1 Construction Manager 1 ProgramlManager I Assistant Director CivilEngineer u CansWction Inspector II 3 GIS Tecimician Senior Signal Tech Traffic Signal Tech 2 w 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 FY2014 Budget The Engineering Department provides architectural, 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, the Storm Water Management and Inspection Program, and providing inspection services for public and private development construction projects. Accornialishments1 Goal 3. Improve regional mobility through transportation initiatives Strategy 2. Continue to leverage County, State (T%DDT) and Federal resources for road funding • Construction to widen U5 75 to 8 general purpose lanes and 3 -lane frontage roads to commence in early 2014 Goal S. Systematically invest iPublic infrastructure Strategy 3. Construct and improve roadway infrastructure • Traffic Operations: Completed Phase 2 of the street bike route markings, replaced street name blades in six sign zones and fostered an agreement with TxDOT to upgrade three signals along the U5 75 corridor • Coordinated way finding signage installation for the Premium Outlet Mall and Village at Allen • Completed construction on the following projects: Main Street from Allen Drive to US 75, Bethany Drive from Allen Heights to the east city limit line. Chelsea Boulevard, Phase 1 from Starcreek to SH 121. • Construction underway on 2013 Streets & Alley Repair project which includes $1M of pavement replacement and 25 Barrier Free Ramps. • Land acquisition progressed for Ridgeview Drive (Alma to U5 75) with construction completed on the section from Watters Road to Stacy Road. • Construction has begun to widen Exchange Parkway (Alma to Allen Heights). Strategy 4. Plan for the construction of needed city facilities • Completed Police Station renovations • Chiller replacement, lighting and carpet replacement completed for the MCPAR building • City Hall 21d floor was remodeled for the IT Department • Re -carpeting of the Library completed • Design for the reconstruction of Fire Station No. 2 began Goal B. Proactively work to t c[ ea d manage water • Began construction on the Whisenant neighborhood Water and Sewer Replacement project • Constructed 24" waterline connection around the Bethany Lake Park culvert • Completed design on the Old Stone Dam gabion extension Objectives• 1 Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect All en Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities • Continue partnering with Collin County to fund roadway projects Goal 3. Improve regional mobility through tportt Initiatives Strategy 2. Continue to leverage County, State (TxDOT) and Federal resources for road funding • Collaborate with TxDOT on completing design and starting utility relocations along Stacy Road • Continue coordination with Collin County, Lucas and Parker on the design of Angel Parkway widening Goal S. Systematically invest in Publicinfrastructure Strategy 3. Construct and improve roadway infrastructure • Continue efforts to implement US 75/Stacy Road corridor bottleneck Improvements • Complete the widening of Bray Central Drive and Exchange Parkway from Alma to Allen Heights • Continue engineering and land acquisition for Ridgeview Drive (Alma to U5 75) City of Allen 82 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 2011-2012 2012-2013 2012-2013 Personnel Services 1,168,062 1,232,708 1,099,431 1,157,890 Operations 445,953 459,340 559,210 501,295 DEPARTMENTTOTAL 1,614,015 $ 1,692,048 1,658,643 1,659,185 City of Allen 83 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET FULLTIME Director 1 1 1 1 Assistant Director 1 1 1 1 Program Manager 0 0 0 1 Transportation Manager 1 1 1 0 Construction Manager 1 1 1 1 Construction Inspector 1 1 1 1 Senior Administrative Assistant 1 1 1 1 GIS Technician 1 1 1 1 Civil Engineer 1 1 1 1 Senior Signal Technician 1 1 1 1 Signs and Markings Technician 2 2 2 2 Traffic Signal Technician 1 1 2 2 Traffic Signal Assistant 1 1 0 0 TOTAL FULL TIME 13 13 13 13 City of Allen 83 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 AAT IAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 839,635 871,168 776,446 814,081 Longevity 4,796 5,096 4,348 4,652 Overtime 12,656 15,032 15,032 15,032 FICA 59,827 67,311 56,664 60,526 TMRS 120,078 122,677 109,633 114,622 Worker's Compensation 5,690 5,131 4,327 3,751 Health Insurance 114,525 134,758 122,040 133,335 Dental Insurance 7,203 7,668 8,009 8,979 Long-term Disability 1,943 2,091 1,275 1,238 Life Insurance 1,239 1,306 1,184 1,204 Flexible Spending 470 470 473 470 SUBTOTAL $ 1,168,062 $ 1,232,708 $ 1,099,431 $ 1,157,890 OPERATING EXPENDITURES Training/Travel/Mileage 3,776 9,050 9,050 9,530 Dues & Subscriptions 5,015 5,350 5,350 5,385 Clothing & Uniforms 3,726 5,830 5,830 5,830 City of Allen 83 FY2014 Budget DEPARTMENT TOTALS $ 1,614,015 $ 1,692,048 1,658,641 1,659,195 NO CAPITAL ITEMS City of Allen 84 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Advertising - 150 - General Supplies 2,516 3,350 3,500 3,800 Small Tools& Minor Equipment 2,669 2,050 2,050 1,750 Vehicle Maintenance 3,120 4,600 5,000 5,000 Equipment Maintenance - 400 - - Street Marking Maintenance 79,963 94,000 94,000 109,000 Traffic Signal Maintenance 89,719 57,000 57,000 57,000 Street Light Maintenance 141,713 153,560 153,560 180,000 Street Sign Replacement 52,999 67,000 67,000 67,000 Professional Services 9,420 5,000 104,870 5,000 School Crossing Guards 51,317 52,000 52,000 52,000 SUBTOTAL $ 445,953 $ 459,340 $ 559,210 $ 501,295 DEPARTMENT TOTALS $ 1,614,015 $ 1,692,048 1,658,641 1,659,195 NO CAPITAL ITEMS City of Allen 84 FY2014 Budget FINANCE DIVISIONS FINANCE 001-5500 E : 1, cniet Financial oMna. t Assimanl Dir Wr 1 A un4ng Manager Pumnesing Manager 1 1 salvor pcmunrem Canlmtl 1 AUminletrata 1 Acmu�rq Tsnniden Buyer 2 2 Atlminlatremr 5 gavunteM 1 Paymll Bpedahst 1 AECOUp M 2 Butlget Ofiker 1 City of Allen 85 FY2014 Budget The Finance department's purpose is to provide responsive and accurate technical staff support to the City Manager and all operating departments and to plan, manage and maintain the financial affairs of the City. Accomplishments in FY I Goal6. 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 14" Certificate of Achievement for Excellence in Financial Reporting from the National Government Finance Officers Association (GFOA) o Received the 10 Distinguished Budget Presentation Award from GFOA o Received the 13" Achievement of Excellence in Procurement Award from the National Purchasing Institute (NPI) • For the fifth consecutive year, the external audit for the period ending September 30, 2012 resulted in no deficiencies or "management comment items". • The City maintained its bond ratings as follows: Standard and Poors 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 $5,065,000 in June 2013. • 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, and Watters Creek. • Continued to prepare for the IT Master Plan's financial and other software module updates by reviewing software RFP responses and participated in selected software vendor presentations with a plan to award in August 2013. • Promoted vendor education through the Collin County Governmental Purchasers Forum annual "How to Do Business with Government Entities" vendor fair. Obiectives for FY 2014: 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. Some projects have been delayed as a result of past reviews. • Develop a work plan to implement new software. Options will be reviewed and selected with implementation and training to begin in late FY2014. Software changes will also require organizational policies to be updated to reflect the processes and procedural changes and/or improvements. • Continue vendor awareness of the web based electronic bid software to improve competitive pricing and monitoring of vendor bids and contracts. City of Allen 86 FY2014 Budget EXPENDITURE SUMMARY 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 2011-2012 2012-2013 2012-2013 Personnel Services 1,406,591 1,488,425 1,466,844 1,611,196 Operations 190,472 265,924 257,748 279,524 DEPARTMENT TOTAL $ 1,597,063 $ 1,754,349 1,724,592 1,890,720 City of Allen 87 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET FULLTIME Chief Financial Officer 1 1 1 1 Assistant Director 1 1 1 1 Budget Manager 1 1 1 0 Accounting Manager 1 1 1 1 Budget Officer 0 0 0 1 Senior Accountant 1 1 1 1 Senior Financial Analyst 1 1 1 0 Accountant 2 2 3 3 Senior Administrative Assistant 1 1 1 1 Purchasing Manager 1 1 1 1 Contract Administrator 1 1 1 1 Buyer 1 2 2 2 Payroll Specialist 1 1 1 1 Accounting Technician 2 2 2 2 Accounts Payable Technician 1 1 0 0 TOTALFULLTIME 16 17 17 16 PARTTIME Senior Financial Analyst 0.00 0.00 0.00 0.50 Financial Services Administrator 0.00 0.00 0.00 0.50 TOTALPARTTIME 0.00 0.00 0.00 1.00 EXPENDITURE DETAIL City of Allen 87 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 1,030,450 1,070,188 1,059,520 1,135,420 Longevity 5,058 5,658 5,278 4,742 Overtime 371 3,486 3,500 20,160 FICA 72,386 82,734 74,627 84,783 TMRS 144,742 150,618 148,930 159,623 Worker's Compensation 823 1,208 1,163 944 Health Insurance 137,596 158,475 162,849 187,124 Dental Insurance 10,616 11,309 12,594 14,676 Long-term Disability 2,430 2,569 (3,704) 1,680 Ufelnsurance 1,531 1,563 1,479 1,456 Flexible Spending 588 617 608 588 SUBTOTAL $ 1,406,591 $ IABB,425 $ 1,466,844 $ 1,611,196 City of Allen 87 FY2014 Budget DEPARTMENT TOTALS 1,597,063 1,754,349 $ 1,724,592 1,890,720 NO CAPITAL ITEMS City of Allen 88 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENDITURES Training/Travel/Mileage 9,829 18,300 21,130 22,250 Dues & Subscriptions 4,789 6,035 5,920 6,035 Banking Services 4,894 5,148 5,428 18,628 General Supplies 6,409 11,105 11,175 11,175 Small Tools & Minor Equipment -2,O00 2,000 2,000 Audit Fees 33,244 32,776 30,435 32,776 Professional Services 1,607 11,880 11,880 16,880 Courier Services 8,881 9,780 9,780 9,780 Credit Card Costs 120,819 168,900 160,000 160,000 SUBTOTAL $ 190,472 $ 265,924 $ 257,748 $ 279,524 DEPARTMENT TOTALS 1,597,063 1,754,349 $ 1,724,592 1,890,720 NO CAPITAL ITEMS City of Allen 88 FY2014 Budget FIRE DIVISION 001-3500 CM1iel 1 sa�m�Aammistabve r�smlem 1 Asustanl CM1ieflPmvanfion I Aaiatant Chi flOpaulions 1 Public Eduubon Cabinalor DiNuon....uparl Salvias Fim Pre nbon SMal list 4 Admi 'suad1 a Assistant t Uplain S (DOE) 15 FiufgM1terlPaumstllc fi3 City of Allan 89 FY2014 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 fire station alerting system • Activated the use of 'address paints' within the Computer Aided Dispatch system • Received and placed into service two replacement ambulances (Replacement Fund) • Updated the medical treatment protocols to reflect cutting edge treatment options • Enhanced quality improvement and quality assurance programs related to EMS incidents • Emergency Medical Dispatching (EMD) system was updated • Enhanced the Community Emergency Response Team's (CERT) response capabilities • Updated radar feeds and software to aid in evaluating severe weather and its impact on Allen • Expanded our off icer development program • Increased the college education requirements for promotions • Conducted process to fill vacancies in the ranks of Firefighter/Paramedic, Driver/Operator, Captain and Assistant Chief • Renegotiated contracts for medical supplies and equipment • Revised our EMS continuing education delivery methods • Implemented an EMS Simulation training program utilizing a high tech patient manikin • Conducted advance EKG recognition and interpretation training • Reorganized staff assignments to reflect the changing needs of the community and new regulatory mandates • Evaluated requirements of the Affordable Care Act 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 receive an updated Public Protection Classification (PPC) for Allen. The PPC for Allen is a Class 2 (on a scale of 1 to 30 with 1 being the best rating). This places Allen in the top 5%. • The Regional Hazard Mitigation Action Plan was approved by FEMA 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 neigh boring departments through joint train ing, 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 S. Systematically invest in Public infrastructure Strategy 5. Plan for the construction of needed City facilities • Begin design and facility programming for FSg2 • Develop cost estimates for F542 • Obtain funding for the construction of FSg2 City of Allen 90 FY2014 Budget EXPENDITURE SUMMARY 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 10,218,002 11,524,815 11,395,402 11,884,997 Operations 826,770 821,752 849,752 869,166 Capital 23,000 DEPARTMENT TOTALL 11,044,772 12,346,567 12,245,154 $ 12,777,163 'LRSC City of Allen 91 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET FULL TIME Fire Chief 1 1 1 1 Assistant Fire Chief 2 2 3 3 Fire Division Chief 2 2 1 1 Battalion Chief 3 3 3 3 Fire Captain 18 18 18 18 Fire Driver Operator Engineer 15 15 15 15 Firefighter/Paramedic 57 63 63 63 Fire Prevention Specialist 3 3 3 4 Public Education Coordinator 1 1 1 1 Senior Administrative Assistant 1 1 1 1 Administrative Assistant 1 1 1 1 TOTAL FULL TI ME 104 110 110 111 EXPENDITURE DETAIL EXPENDITURE DETAIL 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 6,810,229 7,631,876 7,534,805 7,844,965 Longevity 54,775 58,352 57,741 59,104 Overtime 561,795 550,000 600,000 600,000 FICA 525,918 631,451 581,270 629,527 TMRS 1,036,023 1,153,465 1,142,828 1,190,234 Worker's Compensation 46,567 63,137 63,100 48,082 Health Insurance 1,085,978 1,328,298 1,309,090 1,399,237 Dental Insurance 69,054 77,465 93,649 90,719 Long-term Disability 16,127 17,873 12,065 11,650 Life Insurance 8,446 9,135 8,494 8,216 Flexible Spending 3,100 3,763 3,360 3,263 SUBTOTAL $ 10,218,002 $ 11,524,815 $ 11,395,402 $ 11,884,997 OPERATING EXPENSES Training\Travel\Mileage 39,215 43,875 43,875 45,175 Dues & Subscriptions 19,784 20,710 20,710 21,500 Clothing & Uniforms 124,824 116,546 116,546 121,450 City of Allen 91 FY2014 Budget DEPARTMENT TOTALS $ 11,044,772 $ 12,346,567 12,245,154 $ 12,777,163 NO CAPITAL ITEMS City of Allen 92 FY2014 Budget 2011-1012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Printing & Reproduction 2,955 3,260 3,260 3,350 Advertising 275 465 465 475 Rentals 934 1,200 1,200 1,236 Meetings & Receptions 3,325 4,000 4,000 4,120 Code Enforcement 2,052 2,000 2,000 2,060 Oil & Lubricants 553 932 932 950 General Supplies 4,954 8,152 8,152 8,300 Janitorial Supplies 8,133 8,076 8,076 8,300 Medical & Chemical Supply 89,212 98,000 98,000 101,000 Chemical Spill Supplies 5,867 5,962 5,962 6,000 Small Tools & Minor Equipment 69,065 85,198 85,198 90,000 Building Maintenance 52,828 60,867 70,867 63,000 Vehicle Maintenance 135,084 95,01)0 113,000 120,700 Equipment Maintenance 31,196 29,214 29,214 31,200 Radio Maintenance 665 2,795 2,795 2,800 Professional Services 235,849 235,500 235,500 237,550 SUBTOTAL $ 826,770 $ 821,752 $ 849,752 $ 869,166 OPERATING EXPENSES Vehicle -S- 23,000 SUBTOTAL - $ - $ - $ 23,000 DEPARTMENT TOTALS $ 11,044,772 $ 12,346,567 12,245,154 $ 12,777,163 NO CAPITAL ITEMS City of Allen 92 FY2014 Budget HUMAN RESOURCES DIVISION 001-1700 Assistant City Manager Director Benefit 8 anpensaggn Manager 1 Human Resources Maly: RecruitmenlRraining 1 Human Resources Generalist 1 Sr MminlstraWeAssistant City of Allen 93 FY2014 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: 'To create a positive environment where everyone matters." Goal 6. Maintain operational excellence in City government services Strategy 2. Develop Human Resources programs to become the Citythat is the "Employer of Choice" • Conducted four People First, Respect, Integrity, Deliver and Excel (P.R.I.D.E.) rallies, awarded the UP annual Day of P.R.I.D.E. awards, and presented the 101h annual Excellence in P.R.I.D.E. awards • Assisted departments with various employee relations issues • Identified additional recruiting resource for Public Sector recruiting with SGR. 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 • Implemented Leave Policy revisions • Gathered market data and partnered with Public Sector Personnel Consultants Surveyed who analyzed and recommended modifications to the compensation plans in order to maintain the city's relative market standing with respect to our total compensation strategies 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 • Present citywide discrimination and harassment prevention training • 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 FY2014 Budget City of Alien 95 FY2014 Budget EXPENDITURE SUMMARY 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 344,213 407,050 412,377 434,557 Operations 135,987 178,275 178,675 202,788 DEPARTMENTT0TAL 480,200 $ 585,325 $ 591,052 $ 637,345 PERSONNEL 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET FULL TIME 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 EXPENDITURE DETAIL 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 254,071 279,797 275,997 285,593 Longevity 476 508 644 836 Overtime 450 1,800 1,800 3,780 FICA 18,435 21,455 20,183 21,432 TMRS 35,866 39,243 38,659 40,100 Worker's Compensation 201 312 303 244 Health Insurance 30,247 30,369 40,521 47,997 Dental Insurance 2,707 2,490 3,174 3,502 Long-term Disability 597 572 450 435 Life Insurance 406 386 416 403 Flexible Spending 157 118 230 235 Educational Assistance 600 30,000 30,000 30,000 SUBTOTAL $ 344,213 $ 407,050 $ 412,377 $ 434,557 OPERATING EXPENSES Training/Travel/Mileage 2,901 7,815 7,815 8,550 Dues & Subscriptions 4,059 1,755 1,755 4,455 Printing & Reproduction 265 - - - Advertising 24,334 49,700 44,700 49,700 Meetings & Receptions 388 1,000 1,000 1,000 General Supplies 1,805 3,083 3,483 6,083 Small Tools & Minor Equipment 264 - - - PRIDE Program 12,974 18,000 18,000 23,000 Professional Services 39,769 35,500 40,500 43,500 City of Alien 95 FY2014 Budget DEPARTMENT TOTALS 480,200 585,325 $ 591,052 $ 637,345 NO CAPITAL ITEMS City of Allen 96 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Training & Development 9,770 111500 11,500 11,500 Unemployment Claims 25,068 30,000 30,000 30,000 Employee Recognition 14,390 19,922 19,922 25,000 SUBTOTAL $ 135,987 $ 178,275 $ 178,675 $ 202,798 DEPARTMENT TOTALS 480,200 585,325 $ 591,052 $ 637,345 NO CAPITAL ITEMS City of Allen 96 FY2014 Budget INFORMATION TECHNOLOGY DIVISIONS IT ADMINISTRATION 001-1610 IT INTERNAL ITEMS 001-1620 Sr Atlmimstr.W. As I.WM GIS Manger ' II IT SyMemtSupe wr II I Applic lon' SWIallst IT Prolecl Manager GISM mmw AS400 System Mminishabr SyslemA Ini."Wr GISA I t rt Spe eIM 3 IT ToMnlcWn 1 City of Allen 97 FY2014 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. Accomplishments in FY 2013: Goal 6. Maintain operational excellence in City government services Strategy 1. Utilize technology for optimum performance and customer service • Completed the installation of Public Safety's CAD, Mobile and Records Management systems • Replaced plotter for both Parks and Recreation and GIS • Replaced 120 desktop computers through the City's lease with Hewlett Packard • Connected the Allen Event Center into the Centralized Network • Replaced the Event Center phone system and integrated with the Avaya PBX for the rest of the City • Upgraded all desktop phone sets to VOIP phones • Wrote an RFP to replace the City's administrative software systems • Completed Vendor demos for the administrative systems replacement • Wrote a Five year Strategic Plan for GIS • Migrated the GIS department into Information Technology from Planning • Entered into an Enterprise License agreement with ESRI • Coordinated the replacement of the Library RFID tagging system • Helped coordinate removal of Electronics Records in conjunction with the City Secretary's office Goal 6. Maintain operational excellence in City eovernment services Strategy 1. Utilize technology for optimum performance and customer service • Replace the public access computers at the Library • Add auto dispatching to the TriTech CAD system for Fire • Replace the GIS server to support the expanded role of GIS • Purchase a new vehicle for support of remote City facilities by IT • Install and configure Mobile Device Management software • Replace all Point of Sale computers at The Courses at Watters Creek • Hire a vendor to rewrite the PRIDE database application • Write an RFP to upgrade the City's dial tone plans and long distance plans • Through the dial tone RFP, obtain fiber connectivity to The Courses at Watters Creek, AEDC office, and Fire Stations 4 & S. • Complete Phase II of the Police RMS system by installing Brazos hand held ticket writers and installing Omega Crime analysis software • Continue coordinating removal of Electronic Records in conjunction with the City Secretary's office City of Allen 98 FY2014 Budget • The GIS Administrator was moved from Community Development/Planning to the IT Department -The GIS Analyst was moved from Community Development/Planning to the IT Department. EXPENDITURE SUMMARY 2012-2013 2012-2013 2013-2014 2011-2012 2012-2013 2012-2013 2013-2014 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 699,698 813,643 993,451 1,099,596 Personnel Services 963,725 1,124,118 1,388,142 1,546,328 Operations 1,137,115 1,584,595 1,639,210 1,575,865 Capital 19,990 62,688 17 231 81,371 DEPARTMENT TOTALS 2,120,830 $ 2,708,713 3,044,583 3,122,193 Worker's Compensation PERSONNEL SUMMARY 1,182 1,481 1,471 Health Insurance 2011-2012 2012-2013 2012-2013 2013-2014 Dental Insurance ACTUAL BUDGET AMENDED BUDGET FULLTIME 1,577 1,892 1,537 1,622 Director 1 1 1 1 IT System Supervisor 1 1 1 1 IT Project Manager 1 1 1 1 System Administrator 3 3 3 3 A5400 System Administrator 1 1 1 1 ITSpecialist 2 2 3 3 Applications Specialist 0 0 0 1 ITTechnician 1 1 1 1 Sr. Administrative Assistant 0 1 1 1 Administrative Assistant 1 0 0 0 GIS Manager 0 1 1 1 GIS Administrator • 0 0 1 1 GIS Analyst 0 0 1 1 TOTAL FULL TIME 11 12 15 16 PARTTIME IT Specialist 0.50 0.50 0.00 0.00 TOTAL PART TIME 0.50 0.50 0.00 0.00 • The GIS Administrator was moved from Community Development/Planning to the IT Department -The GIS Analyst was moved from Community Development/Planning to the IT Department. 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 699,698 813,643 993,451 1,099,596 Longevity 3,040 3,520 4,490 4,710 Overtime 22,357 12,162 18,000 12,000 FICA 52,196 62,688 71,848 81,371 TMRS 101,215 114,402 141,116 154,603 Worker's Compensation 658 1,182 1,481 1,471 Health Insurance 75,043 105,119 145,027 177,664 Dental Insurance 6,717 8,049 9,401 11,395 Long-term Disability 1,577 1,892 1,537 1,622 City of Allen 00 FY2014 Budget DEPARTMENT TOTALS $ 2,120,830 2,708,713 S 3,044,583 3,122,193 NO CAPITAL ITEMS City of Allen 100 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Life Insurance 930 1,064 1,197 1,249 Flexible Spending 294 397 594 647 SUBTOTAL $ 963,725 $ 1,124,118 $ 1,388,142 $ 1,546,328 OPERATING EXPENDITURES Training/Travel/Mileage 10,452 5,825 13,180 16,725 Dues & Subscriptions 295 500 760 1,470 Clothing & Uniforms 1,276 1,500 1,500 2,000 Telephone 87,192 88,960 94,960 100,960 Rentals & Leasing 283 400 400 400 Database Services 4,679 10,000 10,000 10,000 Computer Costs & Supplies 650,224 932,344 965,344 1,033,168 Lease Expenses 128,150 129,595 129,595 143,642 General Supplies 1,592 1,150 1,150 2,500 Computer Supplies 116,015 132,159 132,159 111,700 Small Tools and Minor Equipment 10 144,450 144,450 - Vehicle Maintenance 104 800 800 800 Computer Maintenance 70,268 84,200 84,200 85,000 Professional Services 66,575 52,712 60,712 67,500 SUBTOTAL $ 1,137,115 $ 1,584,595 $ 1,639,210 $ 1,575,865 CAPITAL OUTLAY Computer Equipment 19,990 17,231 SUBTOTAL -Si 19,990 $ - $ 17,231 $ - DEPARTMENT TOTALS $ 2,120,830 2,708,713 S 3,044,583 3,122,193 NO CAPITAL ITEMS City of Allen 100 FY2014 Budget INTERNAL SERVICES DIVISION 001-1800 No Personnel in this Department City of Allen 101 FY2014 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 FY2014 Budget DEPARTMENT TOTALS $ 12,753,287 $ 13,624,773 $ 13,571,572 $ 14,268,878 City of Allen 103 FY2014 Budget EXPENDITURE 2012-2013 2012-2013 2013-2014 2011-2012 2012-2013 2012-2013 2013-2014 OPERATING EXPENDITURES ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 48,448 63,938 71,300 75,052 Operations 11,727,065 13,081,953 12,850,604 13,796,058 Transfers Out 1,026,222 542,820 720,968 472,820 DEPARTMENTTOTAL S 12,753,287 S 13,624,773 13,571,572 14,268,878 DEPARTMENT TOTALS $ 12,753,287 $ 13,624,773 $ 13,571,572 $ 14,268,878 City of Allen 103 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENDITURES Dues & Subscriptions 48,448 63,938 71,300 75,052 Electricity 2,749,683 2,923,400 2,895,530 3,030,916 Natural Gas 304,566 382,000 275,000 328,000 Telephone 259,894 266,500 285,100 285,100 Water 843,089 821,022 870,283 922,500 Insurance 500,760 502,789 502,789 527,884 Postage & Freight 41,558 69,089 45,000 45,000 Printing & Reproduction 1,576 5,500 5,500 5,500 Lease Expenses 87,909 97,753 101,749 106,734 Vehicle/Equipment Replacement 1,318,270 1,427,065 1,334,897 1,330,201 General Supplies 19,718 23,000 20,000 21,000 Tax Service -Collin County 22,823 23,303 23,312 23,395 Tax Service -CAD 260,035 265,000 289,137 307,730 Legal Fees 310,133 355,000 340,000 340,000 Copier Service 1,942 1,000 1,000 1,000 Post -Employment Funding Exp 267,227 267,227 267,227 182,424 Economic Grant Expenses 4,248,283 4,601,128 4,651,659 4,925,890 Strategic Planning Expense 441,151 987,239 871,121 1,337,732 SUBTOTAL $ 11,727,065 $ 13,081,953 $ 12,850,604 $ 13,795,058 TRANSFERS Operating Transfer Out 993,722 542,820 720,968 472,820 Capital Projects Transfer Out 32,500 SUBTOTAL $ 1,026,222 $ 542,820 $ 720,968 $ 472,820 DEPARTMENT TOTALS $ 12,753,287 $ 13,624,773 $ 13,571,572 $ 14,268,878 City of Allen 103 FY2014 Budget CAPITAL EXPENDITURES 2012-2013 2013-2014 AMENDED BUDGET Operating Transfers Out, Grant Fund - Police 46,509 40,225 Risk Management Fund -Administrative costs 289,544 405,595 Golf Fund 384,915 27,000 TOTAL $ 720,968 472,820 City of Allen 104 FY2014 Budget LIBRARY DIVISION 001-3000 Dredor t asp..,.. Semen Administral n e Assistant 1 cultural Atls CooMinabr 1 Llbr--"-ul5ldms Cixadinebr 1 Tech Viwel ISpecia 24 1 stt Auuteml I Spedallal CimuladpnlSupernal I Supp" Servkes Manager I Atlult serve; Manager I Youlh Serve as Manager llbmq (Ciralebm) Smwr Llbmnan CCMR 2 Llbmrytlek PTLibrary Clark 125 3.SLig Cbd< ge Senior Librarian 2.5 ❑bmden 4 LiDredan 35 hbF gSpedalist 1 5 Temp-Temp-Ubrary Library Asmoeb 1 PT ubrary Clark 0.5 PT library Page 3.28 Tamp Library Page 0.25 City of Allen 105 FY2014 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. Accomplishments in FY 1 Goal 2. Cultivate national alliances and Partnerships with amencies and governmental units that Strategy S. Foster educational partnerships for K-12 education and higher education • Provided storytimes and other programs to encourage reading for Boyd and Roundtree Elementary Pre -K, Kindergarten, and Head Start classes. 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 a -books compatible with Kindles, iPads, and iPhones with grant funding • Encouraged reading and cultural literacyfor all ages through over 800 programs • Celebrated Allen's community spirit during Library Celebration Week March 9-17 • Began "Discover A Healthier You" series, "2nd Tuesday Chess Night", "Twisted Threads Fiber Craft Circle", "Hands -On Science" and "Made by Me" programs while the Armchair Travelers visited Costa Rica, Germany, and Hawaii. • Hosted a kickoff program for the Dallas Sidekicks inaugural season in Allen featuring Tatu and Sagu. • Hosted and provided technical support for Parks and Recreation's two summer Missoula Children's Theatre camps. • Provided access to information databases for medical resources, homework help and career and test preparation Strategy 7. Encourage the awareness and use of Library services and programs through marketing, outreach, and a welcoming social environment. • identified the areas of the City with the greatest and least percentages of active library cardholders. • Began sponsorship of a co -branded reading nook at Watters Creek • Provided tours and programs to local daycares, classes, and Scout groups. • Partnered with the Friends of the Library to present the 6th annual ALLen Reads program. • Co-sponsored an all -day Healthy Living and Growing seminar with PARD and the Organic Club of America. • Publicized Library programs and activities through signs, flyers, brochures and print and online media. • Produced a video in-house for the Library Advisory Board annual report to the City Council. • Replaced the 2nd floor and Civic Auditorium carpet, reconfigured 2nd floor shelving, and reorganized collections. • Added display shelving for new books and bestsellers on the first floor to increase visibility and appeal. • Continued to provide wireless access to the Internet through IT hardware and support. • Assisted patrons with conducting research, searching and applying for jobs, and creating and printing rdsum€s. • Promoted diverse programming for Allen citizens of all ages and cultures. Strategy 8. Promote cultural and intellectual development through exhibits and programs. • Gallery displays featured local artists, children's artwork, Allen Americans hockey memorabilia, local arts and service organizations, Fire Prevention Week contest winners and water conservation tips from Community Services. • Partnered with the Friends ofthe Library to present "Bach to Books" literary, cultural, historical and musical programs. • Monthly Tuesday film series featured Stephen King adaptations, Christmas classics, Steve McQueen, coming of age stories, French film noir, and superheroes. • Partnered with the Friends of the Library to offer the Library's 4th annual Jazz Festival. • Presented the Sth annual Lunar New Year Celebration with a traditional lion dance, dragon stories, and crafts. • Presented the 9th annual Day ofthe Child. Day ofthe Book celebration. City of Allen 106 FY2014 Budget Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy S. Foster educational partnerships for K-12 education and higher education. • Conduct programs and outreach for Allen ISD elementary and middle schools through community fairs, parents' nights, and the Educators' Expo. 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, and a -books collections for children, tweens, teens, and adults. • Explore the feasibility and cost of adding and supporting downloadable audiobooks. • Encourage reading and cultural literacy for Allen residents of all ages through storytimes, special programs, book clubs, movies, and summer and winter reading programs. • Celebrate Allen's community spirit during Library Celebration Week March 17-21,2014. • Host and provide technical support for Parks and Recreation's summer Missoula Children's Theatre camps. • Provide details of upcoming Library programs, events, and other activities through the web site, electronic newsletters, and an interactive calendar. • Offer 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. • Focus outreach efforts on schools in the west and southeast neighborhoods of Allen. • Participate in outreach and marketing opportunities with Watters Creek. • Provide tours and programs to local daycares, classes, and Scout groups. • Partner with the Friends of the Library to offer the 7th annual ALLen Reads program. • Publicize Library programs and activities through signs, flyers, brochures and print and online media. • Continue to coordinate and cooperate with ACTV to offer Library programming to a broader audience on ACTV. • Increase display shelving on the second floor to increase the visibility and appeal of the collection. • 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 g. 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 literary, musical, cultural, and historical Each to Books programs • Screen film series featuring a variety of themes and host post -film discussions. • Present the 5th annual Jazz Festival to expand awareness and promote enjoyment of a uniquely American musical genre. • Present the 6th annual Lunar New Year Celebration and the 10th annual Day of the Child. Day of the Book to celebrate reading, diversity, and community. City of Allan 107 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 2,031,845 2,126,788 1,089,523 2,093,127 Operations 124,334 135,527 133,525 138,040 Capital 211,760 224,584 287,584 244,584 DEPARTMENT TOTAL $ 2,367,939 $ 2,486,899 $ 2,510,632 $ 2,475,751 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDEDUB DGET FULLTIME 0.20 0.09 0.09 0.09 Director 1 1 1 1 Support Services Manager 1 1 1 1 Library Services Manager 2 2 2 2 Senior Librarian 5 5 3 3 Circulation Supervisor 1 1 1 1 Cultural Arts Coordinator 1 1 1 1 Library Associate 1 1 1 1 Library Acquisitions Coordinator 1 1 1 1 Senior Administrative Assistant 1 1 1 1 Production Specialist 1 1 1 1 Librarian 3 4 6 6 Library Specialist 1 1 1 1 Library Clerk 2 2 2 3 TOTAL FULL TIME 21 22 22 23 PARTTIME Senior Librarian 0.50 0.50 0.50 0.50 Librarian 1.75 1.75 1.75 1.50 Library Specialist 3.25 2.50 2.50 2.50 Library Clerk 5.80 5.80 5.80 4.65 Library Page 2.88 2.88 2.88 3.28 Production Specialist Assistant 0.50 0.50 0.50 0.50 TOTALPARTTIME 14.68 13.93 13.93 12.93 TEMPORARY Library Clerk' 0.20 0.09 0.09 0.09 Library Specialist 0.08 0.08 0.08 0.08 Library Page 0.25 0.25 0.25 0.25 Audio Visual Technician 0.24 0.24 0.24 0.24 TOTALTEMPORARY 0.77 0.66 0.66 0.66 " The Temporary Library Clerk and Library Specialist are funded by the Collin County Library Grant City of Allen 108 FY2014 Budget DEPARTMENT TOTALS $ 2,367,939 2,466,899 2,510,632 2,475,751 City of Allen 109 FY2014 Budget EXPENDITURE DETAIL 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 1,567,561 1,619,598 1,592,940 1,586,797 Longevity 11,907 12,511 13,010 12,684 Overtime 158 292 292 292 FICA 116,966 125,010 118,063 120,318 TMRS 205,755 211,452 207,326 207,144 Worker's Compensation 1,333 1,824 1,780 1,283 Health Insurance 112,373 138,977 138,569 146,465 Dental Insurance 11,321 12,459 13,838 14,676 Lang -term Disability 2,589 2,704 1,814 1,669 Life Insurance 1,412 1,432 1,360 1,270 Flexible Spending 470 529 531 529 SUBTOTAL $ 2,031,845 $ 2,126,788 $ 2,089,523 $ 2,093,127 OPERATING EXPENDITURES Training/Travel/Mileage 2,214 3,600 3,850 6,000 Dues & Subscriptions 355 860 435 355 Postage & Freight 2,018 3,060 2,650 2,650 Database Services 14,804 16,119 16,115 16,115 Special Activities 23,098 29,070 29,070 29,650 Lease Expenses 1,853 1,860 1,860 1,860 General Supplies 6,689 7,195 7,195 7,195 Periodicals 8,997 11,760 10,000 11,760 Small Tools& Minor Equipment 2,393 3,980 3,980 3,980 Library Supplies 19,830 24,078 20,200 24,075 Equipment Maintenance 2,233 2,295 2,020 2,250 Computer Maintenance 13,493 - - - Professional 5ervices 18,750 22,650 22,650 22,650 Donation Expenses 7,607 9,000 13,500 9,500 SUBTOTAL $ 124,334 $ 135,527 $ 133,525 $ 138,040 CAPITAL OUTLAY Library Books 211,760 224,584 224,584 244,584 Computer Equipment & Software 63,000 SUBTOTAL $ 211,760 S 224,584 $ 287,584 S 244,584 DEPARTMENT TOTALS $ 2,367,939 2,466,899 2,510,632 2,475,751 City of Allen 109 FY2014 Budget CITY OF ALLEN MUNICIPAL COURT DIVISION 001-1200 Chief Financial Officer Assistant Finance Director Municipal Ccurt Jutlge 1 Municipal Court Atlministrator 1 Juvenile Case Manager I Municipal Court Supervisor Docket Clerk Deputy Court Clerk 5 City of Allen 111 FY2014 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. Accomplishments in FY 1 Goal 6. Maintain operational excellence in City eovernment services Strategy 1. Utilize technology for optimum performance and customer service • Automated entry of all tickets into court software through the purchase of additional ticket writers and utilization of new public safety software • Updated court software to include web -based payment options, information access, document imaging, and improved report writing Strategy 4. Ensure excellent fiscal management to maintain public trust • 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 Strategy 6. Continue to maintain and enhance website to improve customer service • Added a link from the city's website to new court software to allow access to the defendant's citations and the ability to make online payments Obiectives for FY 2014: Goal S. Maintain operational excellence in City eovernment services Strategy 1. Utilize technology for optimum performance and customer service • Continue to improve the utilization of court software Strategy 4. Ensure excellent fiscal management to maintain public trust • 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 FY2014 Budget City of Allen 113 FY2014 Budget EXPENDITURE SUMMARY 2012-2013 2013-2014 2011-2012 2012-2013 2012-2013 2013-2014 FULLTIME ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 1 1 1 1 Personnel Services 594,427 615,096 617,487 630,799 Operations 47,497 58,257 112,003 72,601 DEPARTMENT TOTAL $ 641,924 $ 673,353 $ 729,490 703,400 Municipal Court Judge PERSONNEL SUMMARY 1 1 City of Allen 113 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET FULLTIME Municipal Court Administrator 1 1 1 1 Municipal Court Supervisor 1 1 1 1 Deputy Court Clerk 6 6 5 5 Docket Clerk 0 0 1 1 Municipal Court Judge 1 1 1 1 Juvenile Case Manager 1 1 1 1 TOTALFULLTIME 10 10 10 10 EXPENDITURE DETAIL 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 440,111 451,459 453,885 461,894 Longevity 2,206 2,622 2,770 3,250 Overtime 2,908 3,446 3,000 3,000 FICA 32,851 35,156 33,746 35,357 TMRS 62,062 63,571 63,889 65,120 Worker's Compensation 354 506 507 396 Health Insurance 47,563 51,827 52,932 54,933 Dental Insurance 4,508 4,598 5,063 5,256 Long-term Disability 1,042 1,084 749 702 Life Insurance 646 651 634 597 Flexible Spending 176 176 312 294 SUBTOTAL $ 594,427 $ 615,096 $ 617,487 $ 630,799 OPERATING EXPENDITURES Training/Travel/Mileage 2,620 5,277 5,991 6,400 Dues & Subscriptions 1,011 512 512 406 Printing & Reproduction 7,347 8,000 4,000 4,000 Court Technology Expense 21,464 22,238 80,000 39,295 Juvenile Case Manager Expenses 795 1,200 1,200 800 City of Allen 113 FY2014 Budget DEPARTMENT TOTALS $ 641,924 $ 673,353 $ 729,490 $ 703,400 NO CAPITAL ITEMS City of Allen 114 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Teen Court 798 930 200 300 General Supplies 3,005 4,900 4,900 5,400 Professional Services 10,457 15,200 15,200 16,000 SUBTOTAL $ 47,497 $ 58,257 $ 112,003 $ 72,601 DEPARTMENT TOTALS $ 641,924 $ 673,353 $ 729,490 $ 703,400 NO CAPITAL ITEMS City of Allen 114 FY2014 Budget PARKS & RECREATION -ADMINISTRATION DIVISIONS ADMINISTRATION 001-2510 SPECIAL ACTIVITIES 001-2531 NeebMnl Dln p-RBpe&bn Alm nieb w /m= F:: Mene9r Rra�Fms RaMm'Oxev. LenEx'geP+gitW 'One Position funded from COC Senlm Mm lnlsbetive Asskdnl t GenBRl Men.,m City of Allen 115 FY2014 Budget T .... Fpm' 'One Position funded from COC Senlm Mm lnlsbetive Asskdnl t GenBRl Men.,m City of Allen 115 FY2014 Budget PARKS & RECREATION -PARKS DIVISIONS HORTICULTURE & FORESTRY 001-2522 SPECIAL SERVICES 001-2524 FACILITY & PARKS MANAGEMENT 001-2528 EVENT CENTER 001-2610 Dlede, A sw,t Dlnd aft PN Sy7wweM 11 11 P.*5•Po•nt•na.nt 1 Mwg UIFa UAnFp,1 Ce Lw t M•IMenenm z.. O Chmrs pm•Ilelt cnw•Iw rem a sa• W2 tMg•aan .1111.1w=an•n] I 0 City of Allen 116 FY2014 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 n::�aa�i oireoloaeaaauo� Rec Serowe Manager SeNer $enkp I IJaeF C]aRecnMlm I UOoN12 oRe'�eNHum Cmlx Sywl FilnmRRxea Sln6a,wtl1w3 211 Cenlxe pvl RxRePcrtgr SUWt Sp 15.8 GCxp m llM N'1lPre GounNw1b Gni. .,I w' PVp 114 p5Wu GFlNecSx2R X36 Llf, Incc,50 wea, sal�ewax 4 a s] . "w""" I I YouN 5.nlcn 25 ]05 Yount P, Suq 1 LW Rec Spxl SS Rx S, 1+12 City of Allen 117 FY2014 Budget PARKS & RECREATION -PROGRAMS DIVISIONS EVENT CENTER ADMINISTRATION 001-2610 EVENTS 001-2620 City of Allen 118 FY2014 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: "To achieve excellence and create fun beyond imagination/" Goal 1. Enhance Community Livability and Safety • Implemented outreach learn to swim pilot program at 2 apartment complexes free of charge to meet the needs of underserved youth • Installed a pool lift at Ford Pool to meet changing pool codes and ADA compliance • Installed shade structures over the patio at the Don Rodenbaugh Natatorium's (DRN) patio providing additional rental space to meet current demands for parry space Strategy S. Renovate and construct neighborhood parks with designs for water conservation • Developed design for Bethany Rd from Allen Heights to Angel incorporating water conservation standards • Developed cost estimates for renovations of Hillside Play Area and Rolling Hills Park Strategy 6. Redevelop Hillside Property • Prepared, bid, and implemented construction of Hillside park improvements 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 • Volunteer hours at to the Allen Senior Recreation Center (ASRC) increased 46% • ACIR continued partnership with Texas Health Presbyterian on the Women's Pinktoberfest Hockey Tournament • ACIR developed and/or continued relationships with: Ice Training Center of Richardson (ITC), USA Hockey, Allen Eagles Hockey Club and Allen Americans Youth Hockey Association Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities • Grants Completed o Joe Farmer Recreation Center (JFRC) archery and outdoor education equipment grant from Texas Parks & Wildlife Department(TPWD) o ACIR hockey grants from USA Hockey and the Texas Amateur Hockey Association o Even Center recycling grant from North Central Texas Council of Governments (NCTCOG) o Tree Farm Coldhouse grant from Lowe's/Keep America Beautiful • Grants in Progress o Design process for Cottonwood Creek Trail— Collin County Parks and Open Space Grant (POSG) o Initiated design process for Molsen Farm Phase I — Collin County POSG • Grants Received o $115,000 for construction of Cumberland Crossing Phase V trail—Collin Co POSG 0 $181,500 for construction of Cottonwood Creek Trail connector —TPWD Strategy 7. Work with partners to protect and conserve natural resources Utilized Oncor grant funding to install LED light fixtures in the pool area at DRN Strategy 8. Complete development of Heritage Village to maintain Allen's history • Completed landscape improvements at the Lynge House • Implemented the design process and purchased the prefabricated restroom • Worked with a Task Force to clearly define the scope of the Heritage Village project Goal4. Sunnily. enhance and c mm ni Allen's identity to the region and the nation AEC hosted Serving The American Rinks (S.T.A.R.) regional training Strategy 2. Advance Trails Plan to ensure continuation and connectivity of the trails system • Worked with the development community to expand the city wide trail system • Implemented the design for the Cottonwood Creek Trail extension, which will provide access beneath US 75 • Constructed trail segments at Morgan Crossing Park and Ford Park North City of Allen 119 FY2014 Budget Strategy 3. Continue to seek open space funding • Applied for =$500,000 for construction of Cottonwood Creek Trail connector—Collin County POSG Strategy 4. Plan for the design and construction of needed City Parks and Recreation Facilities • Completed construction of the Allen Event Center mezzanine storage • Completed the master plan Watters Branch Property (Community Park) • Completed development of Morgan Crossing Park, Dayspring Nature Preserve Phase III (Neighborhood Parks) • Obtained a design proposal for the Orchards Property (Neighborhood Park) • Developed costs estimates for development of the Windridge Property (Neighborhood Park) • Developed costs estimates for renovations of Hillside Play Area and Rolling Hills Parks (Neighborhood Parks) Strategy 5. Signify the City of Allen through beautification efforts • Installed public art and enhanced median landscaping along Exchange Parkway from US 75 to Greenville • Installed enhanced median landscaping along Bethany Dr, from Allen Heights to Angel Parkway Strategy 9. Develop a Healthy Communities initiative to encourage fitness, exercise, and healthy lifestyles • I nstalled new flooring on the indoor track at l FRC • Implemented the National Recreation and Park Association (NRPA) / National Wildlife Federation fitness initiative, "10 Million Kids Outdoors" to involve youth in outdoor programming and play • Developed the Hillside Property as a wellness park with multiple fitness and workout stations Strategy 10. Emphasize marketing efforts to communicate Allen's identity • Generated over 30 million impressions via advertising and marketing efforts for Parks & Recreation • Generated over 54 million impressions via advertising and marketing efforts for the AEC • Implemented marketing plan for the opening of The Courses at Watters Creek Strategy 11. Sustain and enhance Parks and Recreation Programming • Implemented the new "Under the Sea Easter Adventure" special event at DRN • Recognized the 25th Anniversary of C.O.A.S.T. (City of Allen Swim Team) • Successfully hosted Inaugural Allen Blues Festival at the Allen Event Center • Continued growth of Allen Event Center events and tenants including the Dallas Sidekicks • ACIR obtained Gold Level facility status with USA Hockey Goal S. Systematically invest in publicf t cture Strategy 1. Implementation of the 2007-2013 Capital Improvement Program (CIP) • Completed the master plan for the Watters Branch Property (Community Park) • Identified park needs to utilize bond funds identified for neighborhood park improvements Goal 6. Maintain operational excellence In City government services • Parks and Recreation Department named a 2013 Finalist for the NRPA Gold Medal Strategy 1. Utilize technology for optimum performance and customer service • Installed CLASS software at the ACIR to improve customer registration and financial reconciliations • Implemented online registration functionality at the ACIR • AEC Phone System upgraded Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering quality Services The R.E.A.L. customer service program was updated and refreshed to make sure that it is addressing current trends Strategy 4. Ensure excellent fiscal management to maintain publictrust • Customer expense invoice system has been implemented and is available for use on an as needed basis • Implemented stakeholder meetings with building tenants and vendors to discuss how to improve service Strategy 5. Continue to maintain and enhance website to improve customer service • Launched interactive map for locating public an within the city • Increased use of city website to promote events, registration periods, and programs • Increased use of the AEC website to promote brand and events Goal g. Proactively work to Protect,d manaee water Strategy 1. Develop water conservation initiatives that encourage residents, businesses and City's operations to adopt a "low water -use" lifestyle • Completed the multi-year installation of the Irrinet central irrigation control system City of Allen 120 FY2014 Budget Obiectives for FY 2014: Goal 1. Enhance Community Livability d Safety Strategy S. 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 surveil lance system Goal2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 2. Create recreational partnerships • Provide further financial assistance to Allen residents who demonstrate need through the growth and enhancement of the C.A.R.E. program and seek additional funding for the program through community sponsorships 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. Sonify, 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 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 • Develop and implement comprehensive department -wide marketing plan • Continue to raise awareness of AEC in the region via general brand marketing Strategy 11. Sustain and enhance Parks and Recreation programming • Identify and implement strategies for cultivating creative and innovative outreach programs Goal S. Systematically invest in Public infrastructure Strategy 1. Implementation of the 2007-2013 Capital Improvement Program (CIP) • Utilize $1,000,000 in 2013 GO Bonds for community park land acquisition • Utilize $200,000 in 2013 GO Bonds to initiate neighborhood park development projects • Utilize $300,000 in 2013 GO Bonds to initiate planning process for Rowlett Creek Community Park • Coordinate the efforts of the Public Art Committee to plan and execute the selection and completion of an projects Goal 6. Maintain operational excellence in City government services Strategy 1. Utilize technology for optimum performance and customer service Implement the CLASS point of sale system in the concession stand at the Edge Visitor's Center 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 Strategy4. Ensure excellent fiscal management to maintain public trust • Continue to practice solid financial management by completing bi-annual comprehensive fee assessments for Recreation Division program fees as approved bythe Parks and Recreation Board and City Council • Expand AEC stakeholders meetings for discussing ways to improve service to include customers City of Allen 121 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 8,442,322 8,857,121 9,008,938 9,589,652 Operations 8,034,575 10,657,009 9,522,170 9,872,310 Capital 48,416 51,100 47,709 10,959 DEPARTMENTTOTAL $ 16,525,313 $ 19,565,230 $ 18,578,817 $ 19,472,921 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET FULLTIME Director 1 1 1 Assistant Director 2 2 2 Landscape Architect 1 1 1 Park Planner 1 1 1 Grant Coordinator 1 1 1 Senior Marketing Coordinator 1 1 1 Senior Administrative Assistant 2 2 2 Admin istrative Assistant 2 2 2 Resource Development Manager 1 1 1 Administrative Services Manager 1 1 1 Urban Forester 1 1 1 Superintendent 2 2 2 Park Operations Supervisor 1 1 1 Sports Field Supervisor 0 0 0 Crew Leader 6 6 6 Equipment Operator 2 2 2 Park (Code) Inspector 1 1 1 Building Technician 5 5 5 Parks Maintenance Technician 4 4 4 Parks Specialist 0 0 0 Maintenance Worker 18 18 18 Chemical Specialist 1 1 1 Chemical Technician 4 4 4 Irrigation Specialist 1 1 1 Irrigation Technician 2 2 2 Recreation Services Manager 1 1 1 Recreation Program Supervisor 1 1 1 Center Supervisor 4 4 4 Athletic Program Supervisor 1 1 1 Aquatic Program Supervisor 1 1 1 Youth Program Supervisor 1 1 1 Special Events Coordinator 1 1 1 Recreation Specialist II 14 14 14 General Manager 1 1 1 Assistant General Manager 0 0 1 Associate General Manager 1 1 1 Director of Production & Operations 1 1 1 Booking Manager 1 1 1 City of Allen 122 FY2014 Budget PERSONNEL SUMMARY -CONTINUED PARTTIME Lead Recreation Specialist 1 2011-2012 2012-2013 2012-2013 2013-2014 FULL TIME - cont. ACTUAL BUDGET AMENDED BUDGET Marketing Manager 1 1 1 1 Marketing Coordinator 2 2 2 2 Director of Food & Beverage 1 1 1 1 Executive Chef 1 1 1 1 Sous Chef 0 0 0 1 Concessions Manager 1 1 1 1 Production Coordinator 1 1 0 0 Accounting Technician 1 1 1 1 Accounts Payable Technician 0 0 0 1 Audio/Visual Operations Coordinator 1 1 1 0 Box Office Supervisor 1 1 1 1 Lead Box Office Attendant 0 0 0 1 Guest Services Supervisor 1 1 1 1 Event Specialist 0 0 1 1 Payment Representative 1 1 0 1 Lead Event Attendant 1 1 1 1 TOTAL FULL TIME 102 102 102 108 PARTTIME Lead Recreation Specialist 1 0.00 0.00 1.89 1.89 Recreation Specialist 1 17.86 17.86 13.87 14.06 Recreation Specialist 11 0.90 0.90 0.90 0.90 Fitness Specialist 2.34 2.34 2.34 2.22 Head Lifeguard 3.60 3.60 3.60 3.60 Lead Water Safety Instructor 0.63 0.63 0.63 0.50 Park Attendant 0.50 0.50 0.50 0.50 Ice Rink Attendant 0.00 0.00 2.10 2.10 Receptionist 1.00 1.00 0.90 0.90 Bartender 1.25 1.25 0.00 0.00 Food& Beverage Specialist 0.00 0.00 3.20 3.20 Sous Chef 0.90 0.90 0.90 0.00 Premium Level Coordinator 0.75 0.75 0.75 0.75 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 1.50 Concessions -Lead 0.80 0.80 0.80 0.80 Concession/Merchandise Attendant 2.00 2.00 0.00 0.D0 Food Runner 0.50 0.50 0.50 0.50 Lead Box Office Attendant 0.75 0.75 0.75 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 1.00 EventAttendant 6.00 6.00 5.90 5.90 TOTALPARTTIME 47.03 47.03 46.78 45.07 City of Allen 123 FY2014 Budget SEASONAL/TEMPORARY Seasonal - Lifeguard 18.00 18.00 18.00 18.00 Seasonal - Water Safety l nstructor 4.63 4.63 4.63 4.63 Seasonal - Swim Teaching Assista nt 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 l 0.82 0.82 0.82 1.08 Temp - Intern 0.25 0.25 0.00 0.00 TOTAL SEASONAL/TEMPORARY 29.38 29.38 29.13 2939 City of Allen 124 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 5,968,122 6,119,618 6,348,294 6,687,205 Longevity 30,687 33,028 31,757 34,494 Overtime 264,257 297,634 306,774 338,729 FICA 461,660 496,966 472,641 499,134 TMRS 742,154 749,494 751,895 772,988 Worker's Compensation 42,297 61,072 59,211 47,526 Health Insurance 857,081 1,015,673 955,272 1,115,496 Dental Insurance 58,816 64,776 68,523 79,064 Long-term Disability 10,342 11,320 7,497 7,569 Life Insurance 5,611 5,951 5,528 5,563 Flexible Spending 1,295 1,589 1,546 1,884 SUBTOTAL $ 8,442,322 $ 8,857,121 $ 9,0081938 $ 9,589,652 OPERATING EXPENDITURES Tralmng/Travel/Mileage 25,291 72,875 74,812 99,016 Dues & Subscriptions 41,626 39,486 53,042 51,816 Clothing & Uniforms 40,440 49,509 51,969 52,798 Telephone 7,281 - - - Printing & Reproduction 41,165 68,880 74,041 68,331 Advertising 36,185 196,555 42,550 43,187 Rentals 33,913 31,078 38,770 47,284 Athletics Expenditures 213,189 251,455 255,810 260,633 Class & Day Camp Expenditures 382,742 420,430 427,645 427,052 Special Events 574,097 821,979 604,140 833,656 Retail Store Cost of Sales 9,893 16,120 15,770 16,273 Senior Citizens Su pport 7,620 23,266 18,440 23,731 Meetings & Receptions 1,349 2,564 3,114 3,636 Cemetery Expenditures 6,270 13,302 13,302 24,568 Concession Expenses 299,290 303,595 352,262 368,850 Lease Expense 8,134 9,500 7,846 7,200 General Supplies 30,655 56,910 83,423 118,320 Janitorial Supplies 44,983 63,994 65,412 55,080 Medical& Chemical Supply 9,507 18,844 10,024 2,854 City of Allen 124 FY2014 Budget 31TURE DETAIL - C0NTINt]FC nems included in this budget funded by Antenna revenue: 2011-2012 2012-2013 2012-2013 AMENDED 2013-2014 Cultural Arts Programs - Arts Alliance ACTUAL BUDGET AMENDED 55,000 BUDGET Pool Supplies 32,631 27,975 32,149 19,600 32,890 Agriculture Supplies 158,004 180,365 180,365 $ 207,000 189,548 Class Supplies 16,549 22,292 22,292 22,738 Small Tools& Minor Equipment 121,368 103,742 139,503 FURNITURE & FIXTURES 149,006 Liquor Supply Expense 108,554 165,493 147,499 153,387 Liquor State Tax Expense 78,372 115,845 103,250 107,371 Building Maintenance 354,974 448,252 517,892 278,096 Vehicle Maintenance 42,798 32,012 43,857 32,653 Equipment Maintenance 56,810 52,196 64,443 70,165 Ground Sprinkler System 30,766 51,356 61,571 63,884 Ball Field Maintenance 52,832 74,205 74,205 76,494 Landscape/Forestry 28,674 70,000 70,000 86,214 Pool Maintenance 16,848 28,981 28,981 29,561 Park & Open Space Maintenance 103,296 302,316 332,316 191,222 Professional Services 2,651,936 3,208,515 3,132,143 3,306,276 Copier Service 10,353 9,400 10,353 12,000 Performance Guarantee Expense 649,350 750,000 250,000 325,000 Ticket Reimbursement Expense 1,316,814 1,644,133 1,696,120 1,696,120 Team Revenue Sharing Reimbursement - - 7,000 - Economic Grant Expense 240,432 695,379 300,000 368,500 Marketing Expenses 134,721 200,000 100,000 156,700 Donation Expenses 2,260 - - - Class Online Costs 12,603 14,210 15,859 20,200 SUBTOTAL $ 8,034,575 $ 30,657,009 $ 9,522,170 $ 9,872,310 CAPITAL OUTLAY Vehicles - 24,000 22,060 - Furniture & Fixtures 21,950 14,000 14,000 10,959 Machinery & Equipment 26,466 13,100 11,649 SUBTOTAL $ 48,416 $ 51,100 $ 47,709 $ 10,959 DEPARTMENT TOTALS $ 16,525,313 $ 19,565,230 $ 18,578,817 $ 19,472,921 nems included in this budget funded by Antenna revenue: 2012-2013 2013-2014 AMENDED BUDGET Cultural Arts Programs - Arts Alliance 70,000 70,000 Allen USA Celebration 55,000 55,000 Ph ilharmonic Symphony 50,000 50,000 Summer Sounds 19,600 20,000 Public Art Projects 12,400 12,600 $ 207,000 $ 207,600 CAPITAL EXPENDITURES 2013-2014 FURNITURE & FIXTURES BUDGET Wrought iron Fence 10,959 $ 10,959 City of Allen 125 FY2014 Budget CITY OF ALLEN ADMINISTRATION 001-2010 SCHOOL RESOURCE OFFICER 001-2021 PATROL 001-2030 Deputy Chief 1 Chaplains Administrative Assistant 1 'dim Services Technida 2 T a»ae say Detention Officer 1 PdimlFire EMS Manager PolicelFlre EMS Supenim 3 PolicelFlre EMS Dlepaldle 13 Properly EviencedTech 2 Administrative SeryeaM 1 POLICE DIVISIONS CRIMINAL INVESTIGATIONS 001-2020 SUPPORT SERVICES 001-2040 Chief 1 me n l RRJn Lieulenaa-1 Sageant-1 Olficw-1 Jnistra irm Assistant -1 Senior Admimetrstive Assistant 1 canmumy Relabne Sergeant–i Officer Account Specialist 1 Lieutenant 1 Ainei canna SupervaorI Animal Cmtml Officer 3 Sheller Attendant2 Rescinds Teahniclan 4 Public Safety Officer 4 eeMei Serge–1 er Officer - 6 Officer i (Range Masten t pull Chief 1 Administrative Assistant 1 Lieutenant 1 cnn»geeln»aa.en. S.N.mtt Corporals Ofroerllnvestigator2 Child Abuce Investigator' 1 Crime Victim Advocate 1 Family Violence Imestigatoi`I xeeen Swnagnt Domamii Ofiicerllnvestgator3 awn».4ena P»Piro Sergeant Corpwal 1 C15mrdnvestgator4 Crime Me" 1 criminalist 2 Deis sem Deputy Chief 777=— Administrative Assistant 1 Ci.tnt awxh Lieutenant2 Seyes nt 4 Corporal Officer 2$ Administrative Sageent 1 Tie m. Se geant 1 Corporal1 Officer 4 as Swgae1 Officer 2 se nitM cool Wan int Oficerlai iiM 1 Quartermaster 1 mit Officer 2 r 2 *Funded in Grants & Special Revenue fund by Public Safety grant. City of Allen 127 FY2014 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. F Accomplishments in FY r Goal 1. Enhance Community Livability and Safety Strategy 1. Continue to provide progressive and efficient emergency services • Completed a comprehensive Strategic Staffing Plan using Magellan Consulting • Made use of enhanced collection and data plotting using the new RMS system • Utilized AVL (Automatic Vehicle Location) to better utilize resources during emergency response • Implemented new RMS system to assist with proactive case management and completed training for this new system with all APD employees • Utilized Military Surplus/1033 Program obtaining key equipment including a robot and surveillance equipment Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen Strategy 3. Expand public safety regional partnerships • Worked with North Texas Auto Theft Task Force, the Drug Enforcement Agency and the Collin County Child Advocacy Center Task Force to reduce crime and utilize additional existing area resources • Developed a partnership with Greenville Police Department to utilize their handgun and long range rifle training facility ObieCtives for FY 2014: Goal 1. Enhance Community Livability and Safety Strategy 1. Continue to provide progressive and efficient emergency services • Develop a dedicated deployment unit that will fetter out specific criminal elements within the community • Continue utilization of the Military Surplus/1033 Program • Work with other City of Allen Departments to develop plans that will enhance the quality of living in our neighborhoods Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 3. Expand public safety regional partnerships • Continue to work with other area law enforcement agencies to better utilize the sharing of resources and improve the exchanging of intelligence information. • Work with the Allen Independent School District to develop specialized school security procedures and measures to enhance school safety for the community's children • Work with North Central Texas Council of Governments to develop and deploy "Telling 9-1-1" City of Allen 128 FY2014 Budget Police Services Technician EXPENDITURE 2012-2013 2012-2013 2013-2014 FULL TIME 2011-2012 2012-2013 2012-2013 2013-2014 Police Chief ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 3 3 3 3 Personnel Services 14,482,762 15,216,870 15,244,118 15,477,367 Operations 783,757 862,729 81 835,4 870,525 Police Sergeant DEPARTMENTTOTAL $ 15,266,519 $ 16,1179,599 16,079,599 16,347,892 Police Corporal 12 12 12 PERSONNEL SUMMARY Police Officer` 82 82 Police Services Technician 2011-2012 2012-2013 2012-2013 2013-2014 FULL TIME ACTUAL BUDGET AMENDED BUDGET Police Chief 1 1 1 1 Deputy Police Chief 3 3 3 3 Police Captain 1 1 0 0 Police Lieutenant 6 6 7 7 Police Sergeant 17 17 17 17 Police Corporal 12 12 12 12 Police Officer` 82 82 82 82 Victims Advocate SUBTOTAL - Sworn 122 122 122 122 Police Services Technician 1 1 1 2 Quartermaster 0 0 0 1 Supervising Communications Technician 2 2 2 3 Emergency Communications Manager 1 1 1 1 Police/Fire Dispatcher 14 14 14 13 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 5 7 7 7 Public Safety Officer 4 4 4 4 Animal Control Supervisor 1 1 1 1 Animal Control Officer 3 3 3 3 Shelter Attendant 2 2 2 2 SUBTOTAL - Non -sworn 49 51 51 53 TOTALFULLTIME 171 173 173 175 - One position is funded in the Grant Fund by a Public Safety grant. PARTTIME Quartermaster 0.75 0.75 0.75 0.00 Police Services Technician 0.75 0.75 0.75 0.00 TOTALPARTTIME 1.50 1.50 1.50 0.00 City of Allen 129 FY2014 Budget City of Allen 130 PY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 9,698,336 10,056,658 10,061,682 10,152,523 Field Training Officer Pay 21,055 21,600 14,670 18,000 Dispatch Trainer Pay 2,414 2,400 2,400 2,400 Longevity 56,800 62,253 62,663 65,195 Overtime 754,313 746,722 801,360 750,500 FICA 762,482 833,568 789,162 818,767 TMRS 1,472,313 1,523,597 1,525,301 1,537,805 Worker's Compensation 90,203 88,858 92,800 66,234 Health Insurance 1,447,536 1,695,997 1,705,125 1,862,040 Dental Insurance 104,748 113,665 123,446 136,267 Long-term Disability 21,683 23,294 15,732 15,153 Life Insurance 11,458 11,801 11,183 10,814 Flexible Spending 3,715 4,057 4,379 4,469 Clothing Allowance 35,706 32,400 34,215 37,200 SUBTOTAL $ 14,482,762 $ 15,216,870 $ 15,244,118 $ 15,477,367 OPERATING EXPENDITURES Training/Travel/Mileage 84,860 81,131 81,131 81,100 Dues & Subscriptions 11,505 9,796 9,796 10,000 Clothing & Uniforms 78,118 75,000 80,600 76,500 Postage & Freight 9,274 8,937 8,937 8,900 Printing & Reproduction 6,533 14,076 12,076 10,200 Rentals/Leasing 32,079 30,322 32,122 35,700 Canine Maintenance 5,709 6,003 6,003 6,120 Meetings and Receptions 8,794 12,702 6,202 8,815 Crime Prevention 8,894 7,017 7,517 7,140 Prisoners Keep 10,294 18,427 18,427 18,430 Narcotics Operations 5,565 9,502 9,502 10,000 Lease Expenses 2,838 3,096 3,096 3,096 General Supplies 19,853 27,522 27,522 27,526 Tactical Supplies 7,689 6,875 5,775 7,013 Animal Supplies 13,473 13,695 14,695 14,245 Ammunition Supplies 53,921 70,000 55,000 70,000 Small Tools & Minor Equipment 131,566 125,819 116,082 134,440 Building Maintenance 5,316 9,796 2,796 7,000 Vehicle Maintenance 191,521 183,600 190,204 187,300 Equipment Maintenance 2,633 12,461 10,314 11,910 Radio Maintenance 2,342 24,204 25,000 25,000 Collision Repair 12,999 30,631 30,631 30,630 Professional Services 66,953 79,711 73,647 72,000 City of Allen 130 PY2014 Budget EXPENDITURE DETAIL -CONTINUED 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Plaques & Awards 1,849 2,406 3,406 2,460 Donation Expenses 9,179 5,000 5,000 SUBTOTAL $ 783,757 $ 862,729 $ 835,481 $ 870,525 DEPARTMENT TOTALS $ 15,266,519 $ 16,079,599 $ 16,079,599 $ 16,347,892 CAPITAL EXPENDITURES LIST NO CAPITAL ITEMS City of Allen 131 FY2014 Budget CITY OF ALLEN PUBLIC AND MEDIA RELATIONS DIVISION 001-1530 Assistant City Manager Public and Media Relations Director 1 Executive Producer Senior Ma*elirg Specialist' t Video Producer I Video Production Specialist 1 -partial funding for position from Hotel fund. City of Allen 133 FY2014 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 website content analysis and community awareness through use of local media, a -news, online website promotion, and ACTV. Also, created local promotional campaign with video and print for National Tourism Week. • Facilitated over 120 annual media requests on various City programs and services, and worked with Family Circle on Best Towns for Families ranking, Nerd Wallet on state ranking as Best Cities for Families; and Neighborsgo on several best neighborhood features • Produced monthly features for Allen Image, monthly columns for Neighborsgo, weekly briefs for Dallas Morning News Metro section, weekly a -news, and five annual publications • ACTV produced Allen Senior Recreation Center Harlem Shuffle which went viral on YouTube and created regional media coverage; also, contracted with internet celebrity Dl Flula Borg to produce RecX to promote recreational facilities with emphasis on increasing internet-based exposure. Making of the series received regional coverage through Dallas Morning News. Goal 6. Maintain operational excellence in City government services Strategy S. Continue to maintain and enhance website to improve customer service • Created promotional campaign with print and video to increase sign up for digital news as posted on website and e -newsletter. Campaign was combined with the launch of the online opinion poll as a new website feature. • Continued site content audits and ongoing training in best practices for website coordinators • Launched the employee intranet as a way to improve internal communication Strategy 6. Continue to Provide Creative Original Programming on the City of Allen Government Channel ACTV • ACTV received 19 NATOA/TATOA awards for government programming, Lone Star EMMY for Lighting Design and Executive Producer Mark Kaufmann received a lifetime achievement award from NATOA for excellence in programming (Brian Wilson Award). • Examples of creative original programming included the RecX series, Play video for National Parks and Recreation Month, Harlem Shuffle with Allen Senior Recreation Center, National Tourism Week, The Scoop bi-monthly news show, Remembrance Rescue Project, APD Garage Zombie PSA, and painter Lap Ngo Documentary • Worked with Library to enhance/improve productions from auditorium broadcast equipment including fiber connection from Library to ACTV head -end. This significantly expanded the airing of library programs. 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 to create community brand awareness Goal 6. Maintain operational excellence in City government services Strategy 5. Continue to maintain and enhance web -site to Improve customer service • Continue site content audits and work with website coordinators to maximize use of the site tools Strategy 6. 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 134 FY2014 Budget "A portion of this position is funded by the Hotel Occupancy Tax Fund. PERSONNEL SERVICES Salaries Longevity Overtime FICA TMRS Worker's Compensation Health Insurance Dental Insurance Long -tens Disability Life Insurance Flexible Spending EXPENDITURE DETAIL 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET 286,778 2011-2012 2012-2013 2012-2013 2013-2014 EXPENDITURE SUMMARY BUDGET AMENDED BUDGET 2011-2012 2012-2013 2012-2013 2013-2014 20,688 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Executive Producer 1 1 1 Personnel Services 418,628 434,048 444,874 454,643 Operations 57,836 75,309 75,309 73,290 DEPARTMENT TOTAL 476,464 509,357 520,183 527, 1 TOTAL FULL TIME 5 5 5 5 434,048 E 444,874 E 450.643 PERSONNEL SUMMARY "A portion of this position is funded by the Hotel Occupancy Tax Fund. PERSONNEL SERVICES Salaries Longevity Overtime FICA TMRS Worker's Compensation Health Insurance Dental Insurance Long -tens Disability Life Insurance Flexible Spending EXPENDITURE DETAIL 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET 286,778 2011-2012 2012-2013 2012-2013 2013-2014 1,980 ACTUAL BUDGET AMENDED BUDGET FULL TIME 4,800 20,088 22,509 20,688 Public 8 Media Relations Director 1 1 1 1 Executive Producer 1 1 1 1 Video Producer 1 1 1 1 Video Production Specialist 1 1 1 1 Senior Marketing Specialist` 1 1 1 1 TOTAL FULL TIME 5 5 5 5 "A portion of this position is funded by the Hotel Occupancy Tax Fund. PERSONNEL SERVICES Salaries Longevity Overtime FICA TMRS Worker's Compensation Health Insurance Dental Insurance Long -tens Disability Life Insurance Flexible Spending EXPENDITURE DETAIL 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET 286,778 292,052 300,162 304,638 1,740 1,980 1,980 2,220 3,462 4,865 4,865 4,800 20,088 22,509 20,688 22,656 40,721 41,165 42,451 42,960 231 327 337 261 60,683 66,135 69,198 71,831 3,572 3,643 4,011 4,164 682 701 495 463 436 436 437 415 235 235 250 235 SUBTOTAL E 418,628 E 434,048 E 444,874 E 450.643 City of Allen 135 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET IOP1PZ7_r1716116. Training/TravelfMileage 5,675 7,200 7,200 7,800 Dues & Subscriptions 5,662 6,509 6,509 6,490 Printing & Reproduction 4,417 5,400 5,400 7,600 Audio Visual Expenses (12) 1,500 1,500 1,500 General Supplies 237 1,200 1,200 1,200 Small Tools & Minor Equipment 797 1,200 1,200 1,200 Vehicle Maintenance 156 400 400 600 Professional Services 40,904 51,900 51,900 46,900 SUBTOTAL $ 57,836 $ 75,309 $ 75,309 $ 73,290 DEPARTMENT TOTALS 476,464 509,357 520,183 7, NO CAPITAL ITEMS City of Allen 136 FY2014 Budget 124,803 98,500 98,500 107,720 SPITAI FXPFNC 2012-2013 2013-2014 Machinery & Equipment AMENDED BUDGET Video Server Storage 15,000 FS100 Video Camcorder Kit 5,200 Cameras for Chambers 20,000 Library System Upgrade 55,000 $ 40,200 $ 55,000 City of Allen 137 FY2014 Budget EXPENDITURE SUMMARY 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations 46,249 48,500 58,300 52,720 Capital Outlay 78,554 50,000 40,200 55,000 DEPARTMENT TOTAL 124,803 98,500 98,500 107,720 DETAILEXPENDITURE 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET OPERATIONS Audio Visual Expenses 20,730 20,000 29,800 16,000 Small Tools& Minor Equipment 17,791 20,000 20,000 20,720 Professional Services 7,728 8,500 8,500 16,000 SUBTOTAL $ 46,249 $ 48,500 $ 58,300 $ 52,720 CAPITAL OUTLAY Machinery&Equipment 78,554 50,000 40,200 55,000 SUBTOTAL S 78,554 $ 50,000 $ 40,200 $ 55,000 124,803 98,500 98,500 107,720 SPITAI FXPFNC 2012-2013 2013-2014 Machinery & Equipment AMENDED BUDGET Video Server Storage 15,000 FS100 Video Camcorder Kit 5,200 Cameras for Chambers 20,000 Library System Upgrade 55,000 $ 40,200 $ 55,000 City of Allen 137 FY2014 Budget CITY OF ALLEN CITY OF ALLEN DEBT SERVICE FUND FISCAL YEAR 2013-2014 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, 2013 is $0.552 per $100.00 of assessed valuation of which $0.140852, or 25.52%, 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 2013, the ratings on the City's General Obligation debt were reaffirmed at AAA by Standard and Poor's, and were reaffirmed at Aal by Moody's. The ratings on the City's Water & Sewer Revenue debt were upgraded to AAA from AA+ by Standard and 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. 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 2013 FY 2014 537,520 $ 902,940 12,333,537 12,295,413 (11,968,117) (12,238,464) $ 902,940 $ 959,889 598,106 $ 611,573 City of Allen 139 FY2014 Budget CITY OF ALLEN DEBT SERVICE REQUIREMENT FISCAL YEAR 2013-2014 Balance Required Required Total Bond Date of Amount Interest McWM7 as of Nact"I Interest Required Sends Issue Issued Rate Date 10/1/2013 2013-2014 2013-2014 20112014 GENERAL OBLIGATION BONDS: 06101104 2004 06101/04 11,700,000 050% 09101/14 2005 03101/05 32,330,000 36%-5% 08/1521 2006 0726/06 1,595,000 414% 08/15/26 207 081187 11,145,000 4%-5% 08/1527 2008 05101/08 10,765,000 3.5%4.6% 08/1528 2009 05101/09 15,408000 25%4.5% 08/1528 2010 05101/10 12,000,000 2%-4% 08/1529 M10A 11101110 8)85.00 ^41% 08115/22 2071 05/01/11 8,840,000 2%4.25% 0811830 2012 02411/12 13,865,000 2%-5% 0WI524 2013 05/01/13 5,065,000 2%-3.5% 08115/32 TOTAL f 130,910,000 CERTIFICATES OF OBLIGATION: 2004A 10107/04 4,735,000 35%-36% 09/01/14 20048 10/01/04 765,000 4875%-5.5% 09/0124 TOTAL f 5,500,000 2009 06101104 6,710,000 4.75%-50% 05/01/24 2005 06/01105 4,300,000 37%445% 0610125 2009 06/01109 5,795,000 25%J.5% 06101119 TOTAL f 16,605,000 857,005 565,000 565,000 25,425 590,425 20,210.000 3,335,000 958,768 4,293,768 1,180,000 70,000 48,852 178,352 8675,000 465,000 392,005 857,005 8.325.000 440,000 348,896 788,896 13,065,000 665,000 524,993 1,189,993 10,620,000 520,000 381,013 901,013 7,770,000 780,000 202,975 982,975 7,395,000 705,000 253,013 958,013 13,865,000 350,000 540.350 890,350 5,065,000 190,000 168892 358892 f 96,735,000 5 81085,000 E 3,837,180 It 11,922,180 235,000 235,000 8,460 243,460 565,000 35,000 30,020 65.020 f 800,000 f 270,000 f MASH) f 308,480 2,900.000 470,000 143,825 613,825 2,980,000 195,000 125,681 320,681 3,490000 540,000 111,013 651,013 f 9,370,000 E 1,205,000 f 380,519 f 1,585,519 City of Allan 140 FY2014 Budget CITY OF ALLEN DEBT SERVICE REQUIREMENT FISCAL YEAR 2013-2014 SALES TAX REVENUE BONDS: Balance Required Required Total Bond Date of Amount Interest Maturity as of Principal Interest Required Series Issue Issued Rate Date 10/1/2013 2013-2014 2013-2014 2013-2014 SALES TAX REVENUE BONDS: ALLEN ECONOMIC DEVELOPMENT CORPORATION 2008 01/15/08 15,335,000 %- 09/01/32 12,635,000 465,000 515,530 980,530 4.5 4.5% 2010A 05/15/10 1,605,000 4% 09/01/25 1,605,000 - 64,200 64,200 20108 05/15/10 5,165,000 2.25%- 09/01/23 4,070,000 380,000 170,710 550,710 5.1% TOTAL E 22,105,000 f 18,310,000 f 845,000 E 750,440 $1,195,440 ALLEN COMMUNITY DEVELOPMENT CORPORATION 2006 03/15/06 5,600,000 6 Q% 09/01/19 3,690,000 680,000 166,225 846,225 2008 01/15/08 32,835,000 460375% 09/01/32 30,000,000 410,000 1,696,610 2,106,610 TOTAL E 38,435,000 $ 33,690,000 $14090,010 E 1,862,835 $2,952,835 City of Allen 141 FY2014 Budget CITY OF ALLEN AGGREGATE DEBT SERVICE REQUIREMENTS Period 1,205,000 380,519 Total Ending Pnnci al Interest Debt Service 9/30/2016 955,000 286,789 1,241,789 GENERAL OBLIGATION BONDS: 990,000 252,539 9/30/2014 8,355,000 3,875,660 12,230,660 9/30/2015 8,780,000 3,541,453 12,321,453 9/30/2016 8,465,000 3,209,058 11,674,058 9/30/2017 8,140,000 2,918,423 11,058,423 9/30/2018 8,450,000 2,615,058 11,065,058 9/30/2019 7,990,000 2,264,724 10,254,724 9/30/2020 7,210,000 1,938,313 9,148,313 9/30/2021 6,525,000 1,667,697 8,192,697 9/30/2022 5,950,000 1,420,814 7,370,814 9/30/2023 5,200,000 1,176,041 6,376,041 9/30/2024 4,900,000 948,651 5,848,651 9/30/2025 3,840,000 735,441 4,575,441 9/30/2026 4,000,000 571,785 4,571,785 9/30/2027 4,045,000 399,230 4,444,230 9/30/2028 2,840,000 223,550 3,063,550 9/30/2029 1,510,000 105,750 1,615,750 9/3012030 665,000 48,450 713,450 9/30/2031 330,000 23,450 353,450 9/30/2032 340,000 11,900 351,900 TOTAL S 97,535,000 $ 27,695,448 $ 125,230,448 WATER & SEWER REVENUE BONDS: 9/30/2014 1,205,000 380,519 1,585,519 9/30/2015 1,250,000 335,934 1,585,934 9/30/2016 955,000 286,789 1,241,789 9/30/2017 990,000 252,539 1,242,539 9/30/2018 1,035,000 215,256 1,250,256 9/30/2019 1,075,000 174,611 1,249,611 9/30/2020 465,000 132,231 597,231 9/30/2021 485,000 110,856 595,856 9/30/2022 510,000 88,426 598,426 9/30/2023 530,000 64,714 594,714 9/30/2024 560,000 39,995 599,995 9/30/2025 310,000 13,795 323,795 TOTAL S 9,370,000 $ 2,095,665 $ 11,465,665 City of Allen 142 FY2014 Budget CITY OF ALLEN AGGREGATE DEBT SERVICE REQUIREMENTS Period Total Endin Pdnci al Interest Debt Service SALES TAX REVENUE BONDS: TOTAL 9/30/2014 1,935,000 2,613,275 4,548,275 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 1,944,662 4,549,662 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 1,541,101 4,551,101 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 3,934400 $ 52,000,000 $ 30,111,420 $ 82,111,420 City of Allen 143 FY2014 Budget CITY OF ALLEN CITY OF ALLEN TAX INCREMENT FINANCING FUND REVENUE AND EXPENDITURE SUMMA FISCAL YEAR 2013 - 2014 2011-2012 2012-2013 2012-2013 2013-2014 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Economic Development 821,259 898,079 838,302 844,267 TOTAL TIF FUND EXPENDITURES $ 821,259 $ $98,079 $ 838,302 $ 844,267 TOTAL EXPENDITURES $ 2011-2012 838,302 2012-2013 2012-2013 2013-2014 REVENUES ACTUAL BUDGET $ AMENDED $ 1,216,016 BUDGET Operating Revenues 1,070,735 1,113,520 TOTAL PROJECTED EXPENDITURES (838,302( (844,267( PROJECTED FUND BALANCE 9/30 Property Tax (County Participation( 154,783 156,319 $ 1,485,269 137,131 136,015 Property Tax (City Participation( 572,902 636,139 543,855 555,224 Sales Tax 364,527 402,069 384,249 416,281 TOTAL OPERATING REVENUES $ 1,092,212 $ 1,194,527 $ 1,055,235 $ 1,107,520 Non -Operating Revenues Interest 5,105 3,610 5,500 6,000 Operating Transfer In 6,679 TOTAL NON-OPERATING REVENUES $ 11,784 $ 3,610 $ 5,500 $ 6,000 TOTAL REVENUES $ 1,103,996 $ 1,198,137 $ 1,070,735 $ 1,113,520 2011-2012 2012-2013 2012-2013 2013-2014 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Economic Development 821,259 898,079 838,302 844,267 TOTAL TIF FUND EXPENDITURES $ 821,259 $ $98,079 $ 838,302 $ 844,267 TOTAL EXPENDITURES $ 821,259 $ 898,079 $ 838,302 $ 844,267 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 $ 983,583 $ 1,216,016 TOTAL PROJECTED REVENUES 1,070,735 1,113,520 TOTAL PROJECTED EXPENDITURES (838,302( (844,267( PROJECTED FUND BALANCE 9/30 $ 1,216,016 $ 1,485,269 City of Allen 145 FY2014 Budget CITY OF ALLEN TAX INCREMENT FINANCING FUND DIVISION 530.0000 No Personnel in this Department City of Allen 147 FY2014 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 eoods 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 Obiectives for FY 2014: 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 ooDortunity. 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 148 FY2014 Budget EXPENDITURE 2011-2012 2012-2013 2012-2013 2013-2014 CLASSIFICATION ACTUAL BUDGET AMENDED BUDGET Operations 821,259 898,079 838,302 844,267 DEPARTMENTTOTAL $ 821,259 $ 898,079 $ 838,302 $ 844,267 EXPENDITURE DETAIL 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENDITURES Economic Grant Expenses 776,219 864,079 802,102 810,267 Administrative Expenses 45,000 30,000 30,000 30,000 Legal Expenses 40 4,000 6,200 4,000 SUBTOTAL $ 821,259 $ 898,079 $ 838,302 $ 844,267 TOTAL EXPENSES $ 821,259 $ 898,079 $ 838,302 $ 844,267 CAPITAL EXPENDITURES LIST NO CAPITAL ITEMS City of Allen 149 FY2014 Budget CITY OF ALLEN CITY OF ALLEN WATER AND SEWER FUND REVENUE AND EXPENSE SUMMARY FISCAL YEAR 2013 - 2014 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Operating Revenues 24,148,936 27,716,999 27,876,334 29,732,342 Water Sales 16,665,581 18,700,000 16,700,000 20,339,326 Sewer Charges 11,307,807 $ 11,652,000 $ 11,652,000 $ 13,251,446 Connections 89,475 $ 70,000 $ 85,000 $ 70,000 Service Charges 479,751 477,500 512,500 487,500 Miscellaneous 397,200 33,332,647 135,750 33,996,176 290,905 34,129,623 135,500 TOTAL OPERATING REVENUES $ 28,939,814 $ 31,035,250 $ 29,240,405 $ 34,283,772 Non -Operating Revenues Interest 88,123 51,620 88,100 88,100 Operating Transfer In 632,419 33,692 33,692 783,375 TOTAL NON-OPERATING REVENUES $ 720,542 $ 85,312 $ 121,792 $ 871,475 TOTALREVENUES $ 29,660,356 $ 31,120,562 $ 29,362,197 $ 35,155,247 EXPENSES General Government Utility Collections TOTAL GENERAL GOV. Public Works 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGE AMENDED BUDGET 824,703 870,673 924,867 955,521 $ 824,703 $ 870,673 $ 924,867 $ 955,521 Water& Sewer Operating Expenses 24,148,936 27,716,999 27,876,334 29,732,342 Capital Improvement Projects 1,520,000 3,170,000 3,620,000 1,870,000 TOTAL PUBLIC WORKS $ 25,668,936 $ 30,886,999 $ 31,496,334 $ 31,602,342 Debt Service $ 1,688,498 $ 1,574,975 $ 1,574,975 $ 1,571,760 TOTAL EXPENSES $ 28,182,137 $ 33,332,647 $ 33,996,176 $ 34,129,623 FUND BALANCE PROJECTIONS PROJECTED WORKING CAPITAL 10/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED WORKING CAPITAL 9/30 $ 15,179,574 $ 30,545,595 29,362,197 35,155,247 (33,996,176) (34,129,623) City of Allen 151 FY2014 Budget WATER & SEWER FUND REVENUES FY 2014 vansrerin 2.2% WATER & SEWER FUND EXPENSES BY FUNCTION FY 2014 rges City of Allen 152 FY2014 Budget CITY OF ALLEN WATER AND SEWER FUND REVENUE DETAIL FISCAL YEAR 2013-2014 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Ooeratin t Revenues Water Sales 16,665,581 18,700,000 16,700,000 20,339,326 Sewer Charges 11,245,388 11,600,000 11,600,000 13,199,446 Convenience Fee -Internet 60,621 50,000 60,000 60,000 Industrial Pretreatment 62,419 52,000 52,000 52,000 Connections 89,475 70,000 85,000 70,000 RrConnect Fees 49,260 50,000 50,000 50,000 Penalties 367,970 375,000 400,000 375,000 Sewer Clean Outs 1,900 2,500 2,500 2,500 Miscellaneous 45,062 20,750 20,905 20,500 Other Reimbursements 252,687 75,000 200,000 75,000 Inspection Fees 99,451 40,000 70,000 40,000 TOTALOPERATING REVENUES $ 28,939,814 $ 31,035,250 $ 29,240,405 $ 34,283,772 Non-Ooeratine Revenues Interest on Investments 86,000 51,620 86,000 86,000 Interest-I&S Reserve Fund 2,123 - 2,100 2,100 Operating Transfer In 632,419 33,692 33,692 783,375 TOTAL NON-OPERATING REVENUES $ 720,542 $ 85,312 $ 121,792 $ 871,475 TOTAL REVENUE $ 29,660,356 $ 31,120,562 $ 29,362,197 $ 35,155,247 WATER & SEWER FUND REVENUES FY 2014 City of Allan 153 FY2014 Budget CITY OF ALLEN WATER & SEWER FUND EXPENSES BY CLASSIFICATION AS A PERCENT OF TOTAL BUDGET FISCAL YEAR 2013 .2014 2012-2013 2011-2012 %OF REVISED %OF 2013-2014 %OF CLASSIFICATION ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET Personnel Services $ 3,889,122 Operations $ 22,261,075 Debt Service Payments $ 1,688,498 Capital $ 343,442 TOTAL $ 28,182,137 13.8% $ 4,194,202 79.0% $ 27,594,767 6.0% $ 1,574,975 1.2% $ 632,232 4.6% $ 33,996176 WATER & SEWER FUND Expenses By Classification 12.3% $ 4,336,758 12.7% 81.2% $ 27,619,288 80.9% 4.6% $ 1,571,760 4.6% 1.9% $ 601,817 1.8% S 34,129,623 City of Allen 154 FY2014 Budget WATER AND SEWER DIVISIONS WATER AND SEWER 200-6500 UTILITY BILLING 200-7000 Director Assistant Director Y Unity Billing Supervisor ustomer Earn. RI Sr CustomerRep Service 5 Water Conservation Manager Supedntentlent 1 1 1 Educatlan Specialist 1 Sewer Foreman Water 11 11 Poreman Pump Station Operates Sewer Crew LeaderI Craw Leader I C.Lader Equipment `'v"'" Diameter Operator Tec 6 Worker I '—I Worker City of Allan 155 FY2014 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. Acconnalishments1 Gaal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 7. 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 • Continued ongoing sewer system efforts to reduce sewer system inflow and infiltration (1&1) • Filed fifth annual report for the Sanitary Sewer Overflow (SSO) Outreach Initiative through the Texas Commission on Environmental Quality (TCEO) with no reported overflows for reporting period Goal S. Proactively work to protect. conserve and manage water resources Strategy 1. Develop water conservation initiatives that encourage residents, businesses and City's operations to adopt a "low water -use" lifestyle • Continued an effective water leak detection program to reduce water loss for the year • Completed the 4" year of commercial irrigation inspection program and reported results to council • Continued 3rd year of the residential irrigation system inspection program • Continued the water conservation Block Leader Program with 27 leaders who adopted over 800 homes • Implemented changes to response to drought stages by continuing the water conservation hotline. Strategy 2. Improve water and sewer infrastructure • Design and build 24" bypass line for major leak under Bethany Drive at Allen Heights. Assist Engineering with design of water and sewer replacement in Whys-Lynge subdivision Objectives • 1 Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affectAll Strategy 7. 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 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 Irrigation inspection program • Continue Block Leader Program • Continue residential irrigation inspection program Strategy 2. Improve water and sewer Infrastructure • Anticipate future growth by planning water and sewer system infrastructure construction and modernization • 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 156 FY2014 Budget City of Allen 157 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 EXPENSE SUMMARY 2011-2012 2012-2013 2012-2013 2013-2014 PERSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 2,232,693 2,381,598 2,351,277 2,433,423 Personnel Services 3,510,933 3,801,973 3,797,601 3,931,709 Operations 21,814,561 26,452,796 27,066,501 27,068,816 Capital 343,442 632,232 632,232 601,817 DEPARTMENTTOTAL $ 25,668,936 $ 30,886,999 $ 31,496,334 $ 31,602,342 Worker's Compensation PERSONNEL 27,704 27,738 21,012 PERSONNEL SUMMARY 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET FULLTIME Superintendent 1 1 1 1 Foreman 2 2 2 3 Water Conservation Manager 1 1 1 1 Education Specialist 1 1 1 1 Administrative Assistant 1 1 1 1 Pump Station Operator 4 4 4 4 Crew Leader 14 IS 15 15 Civil Engineer' 1 1 1 1 ROW Utility Coordinator" 1 1 1 1 Utility Locator Technician' 1 1 0 0 Construction Inspector 0 0 1 1 Equipment Operator 9 10 10 30 Code Enforcement Officer" 1 1 1 1 Meter Services Technician 7 7 7 7 Maintenance Worker 12 13 13 13 TOTAL FULL TIME 56 59 59 60 "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 0.5 0.5 0.5 TOTAL PART-TIME 0.5 0.5 0.5 0.5 City of Allen 157 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 2,232,693 2,381,598 2,351,277 2,433,423 Longevity 22,764 25,092 25,024 26,088 Overtime 205,170 240,000 240,000 240,000 FICA 175,696 184,159 176,058 180,026 TMRS 343,038 336,936 348,941 344,332 Worker's Compensation 24,506 27,704 27,738 21,012 Health Insurance 464,098 559,730 578,004 632,337 City of Allen 157 FY2014 Budget City of Allen 158 FY2O14 Budget EXPENSE DETAIL - CONTINUED 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Dental Insurance 33,690 36,796 42,151 46,221 Long-term Disability 5,234 5,624 3,798 3,721 Life Insurance 2,633 2,746 2,593 2,550 Flexible Spending 1,411 1,588 2,017 1,999 SUBTOTAL $ 3,510,933 $ 3,801,973 $ 3,797,601 $ 3,931,709 OPERATING EXPENSES Training & Travel 8,305 12,755 12,755 16,085 Dues & Subscriptions 66,656 84,741 84,741 84,560 Clothing & Uniforms 29,908 36,211 36,211 36,928 Electricity 547,417 626,688 626,688 656,580 Natural Gas 925 1,100 1,100 1,100 Telephone 3,248 6,000 6,000 6,000 Water 15,708 14,025 14,025 18,000 Insurance 39,890 40,655 40,655 43,627 Postage & Freight 16,569 23,750 23,750 23,750 Printing & Reproduction 14,003 25,000 25,000 25,000 Advertising 542 1,900 1,900 1,900 Rentals - 1,425 1,425 1,500 Gasoline 115,798 113,000 128,000 136,000 NTMWD-Upper E. Fork 1,870,664 2,400,000 1,945,293 2,594,848 NTMWD-Regional Treatment 3,094,614 4,000,000 3,590,987 4,244,545 Water District -Water 8,956,700 10,279,165 10,279,165 11,661,743 NTMWD Pretreatment 39,766 47,000 35,202 49,943 Vehicle & Equipment Replacement 261,978 214,145 1,214,145 219,618 General Supplies 5,964 7,100 7,100 7,100 Mechanical Supplies 73,165 65,000 65,000 75,000 Janitorial Supplies 320 4,275 4,275 4,275 Medical 8, Chemical Supply 1,672 2,275 6,500 4,000 Chlorine Gas 1,664 2,000 2,000 4,000 Small Tools& Minor Equipment 31,439 37,020 37,020 28,354 Building Maintenance 50,680 41,800 41,800 50,000 Vehicle Maintenance 33,093 40,400 40,400 40,800 Equipment Maintenance 36,210 38,000 38,000 38,000 Radio Maintenance 546 3,000 3,000 3,000 Meter Maintenance 21,190 20,000 20,000 25,000 Water System Maintenance 46,441 55,000 55,000 65,000 Sewer System Maintenance 46,961 55,000 55,000 65,000 Bad Debt Expense 14,593 50,000 50,000 50,000 Post -Employment Funding Expense 28,573 28,573 28,573 19,264 Release of Claims Expense 49,900 - - Interest -Water Deposits 2,032 3,300 3,300 - Operating Transfer Out 4,483,023 4,686,025 4,686,025 4,678,035 Capital Projects Transfer Out 1,520,000 3,170,000 3,62O,O0O 1,870,000 Professional Services 203,034 103,716 123,716 105,011 Contract Mowing 20,389 32,000 32,000 32,000 Rebates 61,181 80,750 80,750 83,250 SUBTOTAL S 21,814,561 $ 26,452,794 $ 27,066,501 $ 27,068,816 City of Allen 158 FY2O14 Budget DEPARTMEMTOTALS $ 25,668,936 $ 30,886,999 $ 31,496,334 $ 31,602,342 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CAPITAL OUT F150 Super Cab Vehicles - 46,135 46,135 25,500 Mains &Corrections - 120,000 120,000 120,000 Meters 335,227 370,000 370,000 385,000 Machinery & Equipment 8,215 96,097 96,097 71,317 SUBTOTAL $ 343,442 $ 632,232 $ 632,232 $ 601,817 DEPARTMEMTOTALS $ 25,668,936 $ 30,886,999 $ 31,496,334 $ 31,602,342 City of Allen 159 rV2014 Budget 2013-2014 BUDGET VEHICLES F150 Super Cab 25,500 SUBTOTAL $ 25,500 MAINS & CONNECTIONS Mains & Connections 120,000 SUBTOTAL $ 120,000 METERS Meters 385,000 SUBTOTAL $ 385,000 MACHINERY & EQUIPMENT Flo -Dar Sensor (City = 2) 23,530 Tricor, Touch Correlator 38,372 Gator Cam4ervice Lateral Video System 9,415 SUBTOTAL $ 71,317 TOTAL CAPITAL $ 601,817 2012-2013 2013-2014 AMENDED BUDGET Operating Transfers Out: General Fund 4,663,725 4,643,497 Risk Management Fund- Administrative costs 22,300 34,538 TOTAL $ 4,686,025 $ 4,678,035 2012-2013 2013-2014 AMENDED BUDGET Capital Projects Transfers Out: Water Line Replacement 1,850,000 250,000 Sewer Line Replacement 1,wowo 1,250,000 Sewer Uft Station Maintenance 70,000 70,000 Pump Station Maintenance 100,000 100,000 Unprogrammed 200,000 TOTAL 3,620,000 1,870,000 City of Allen 159 rV2014 Budget The Utility Collections division is responsible for billing and processing payments from city utilities that include water, sewer, drainage, solid waste, HH W, and recycling services. With extensive customer contact, this division places a strong emphasis on customer service. Accomplishmentsr 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 • 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 Strategy 5. Continue to maintain and enhance web -site to improve customer service • 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 Obiectives for FY 2014: 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 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 Strategy S. Continue to maintain and enhance web -site to improve customer service • Continue to educate citizens about the online credit card bill pay program and bank drafting to increase citizen acceptance and participation City of Allen 160 FY2014 Budget EXPENSE SUMMARY 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 2011-2012 2012-2013 2012-2013 2013-2014 Personnel Services 378,189 392,113 396,601 405,049 Operations 446,514 478,560 528,266 550,472 DEPARTMENTTOTAL $ 824,703 S 870,673 $ 924,867 $ 955,521 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET FULLTIME 2011-2012 2012-2013 2012-2013 2013-2014 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 7 Overtime EXPENSE DETAIL 2,000 2,000 City of Allen 161 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 260,616 265,468 268,149 271,897 Longevity 2,192 2,560 2,560 2,896 Overtime 812 2,000 2,000 2,000 FICA 18,648 20,512 19,043 20,389 TMRS 36,836 37,524 37,829 38,471 Workers Compensation 210 298 300 234 Health Insurance 53,070 57,833 60,513 62,810 Dental Insurance 4,697 4,792 5,276 5,477 Long-term Disability 620 637 441 413 Life Insurance 312 313 303 286 Flexible Spending 176 176 187 176 SUBTOTAL $ 378,189 $ 392,113 $ 396,601 $ 405,049 OPERATING EXPENSES Training & Travel 2,245 2,186 2,557 2,557 Dues & Subscriptions 378 294 294 294 Telephone 2,407 2,888 2,888 2,946 Insurance 3,527 3,704 3,704 3,796 Banking Services 4,086 4,800 4,800 4,800 Postage & Freight 130,045 155,184 155,184 169,560 Printing & Reproduction 18,003 25,000 25,000 25,000 Advertising - 93 93 93 General Supplies 5,010 5,585 5,585 5,697 Small Tools& Minor Equipment - 1,120 1,120 1,120 Equipment Maintenance 1,699 750 750 765 City of Allen 161 FY2014 Budget DEPARTMENT TOTALS $ 824,703 $ 870,673 $ 924,867 $ 955,521 NO CAPITAL ITEMS City of Allen 162 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Audit Fees 20,701 20,411 18,953 20,411 Professional Services 49,751 55,498 55,498 56,608 Courier Services 2,574 2,580 2,580 2,580 Credit Card Costs 206,088 198,467 249,260 254,245 SUBTOTAL $ 446,514 $ 478,560 $ 528,266 $ 550,472 DEPARTMENT TOTALS $ 824,703 $ 870,673 $ 924,867 $ 955,521 NO CAPITAL ITEMS City of Allen 162 FY2014 Budget CITY OF ALLEN SOLID WASTE FUND IES AND EXPENSES BY FUNCTION FISCAL YEAR 2013 - 2014 TOTAL REVENUES $ 6,110,373 $ 6,117,519 $ 6,185,921 $ 6,272,714 2011-2012 2012-2013 2012-2013 2013-2014 EXPENSES ACTUAL BUDGET AMENDED BUDGET Public Works Solid Waste 6,237,667 6,787,313 6,566,224 6,598,257 TOTAL EXPENSES $ 6,237,667 $ 6,787,313 $ 6,566,224 $ 6,598,257 FUND BALANCE PROJECTIONS PROJECTED WORKING CAPITAL 10/1 $ 3,378,696 $ 2,998,393 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED WORKING CAPITAL 9/30 6,185,921 6,272,714 (6,566,224) (6,598,257) $ 2,998,393 $ 2,672,850 City of Allen 163 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues Garbage Fees 4,845,767 4,867,502 4,925,000 5,000,000 Recycling Revenues 10,700 10,534 11,500 12,247 Commercial Garbage Fees 901,459 895,411 901,459 910,474 Recycling Materials 51,619 51,000 51,000 51,000 Recycle Bin Revenue 1,203 700 900 900 Household Hazardous Waste 174,924 176,062 176,062 178,093 Composting Revenue 54,493 52,000 54,000 54,000 Miscellaneous 48,540 47,000 47,000 47,000 TOTAL OPERATING REVENUES $ 6,088,705 $ 6,100,209 $ 6,166,921 $ 6,253,714 Non-OoeratinR Revenues Interest 21,668 17,310 19,000 19,000 TOTAL NON-OPERATING REVENUES $ 21,668 $ 17,310 $ 19,000 $ 19,000 TOTAL REVENUES $ 6,110,373 $ 6,117,519 $ 6,185,921 $ 6,272,714 2011-2012 2012-2013 2012-2013 2013-2014 EXPENSES ACTUAL BUDGET AMENDED BUDGET Public Works Solid Waste 6,237,667 6,787,313 6,566,224 6,598,257 TOTAL EXPENSES $ 6,237,667 $ 6,787,313 $ 6,566,224 $ 6,598,257 FUND BALANCE PROJECTIONS PROJECTED WORKING CAPITAL 10/1 $ 3,378,696 $ 2,998,393 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED WORKING CAPITAL 9/30 6,185,921 6,272,714 (6,566,224) (6,598,257) $ 2,998,393 $ 2,672,850 City of Allen 163 FY2014 Budget CITY OF ALLEN SOLID WASTE DIVISION 205-0000 Director Waste Services Manager 1 C stainer Service Rep. HHWWZ� ence Ed..0 nSpecialist City of Allen 165 FY2014 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 U5 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. Accomplishments in FY 2013: Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen • Used NCTCOG grant funds and enterprise fund money to initiate 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 • Continued the Community Waste Disposal (CWD) contract for solid waste collection and recycling services and North Texas Municipal Water District Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities • Prepared or co-authored seven competitive solid waste grants to promote recycling on City properties and to fund environmental programs Strategy 7. 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 S. Signify the City of Allen through beautification efforts • Continued to fund the litter collection contract managed by Parks & Recreation • Assisted the Keep Allen Beautiful Board (KAB) in the successful execution of key events: Allen Recycles Day, Earthfest 2013, Great American Cleanup, National Planting Day and the Educator Expo • Assisted KAB in preparing three competitive nominations through Keep Texas Beautiful which resulted in three 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 three state and regional awards for environmental education and recycling programs Goal 2. Cultivate regional alliances and partnerships with agencies and governmental 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 • Continue the Community Waste Disposal (CWD) contract for solid waste collection and recycling services and North Texas Municipal Water District Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWO, and other agencies and entities • Prepare competitive solid waste grant requests for future grant cycles Strategy 7. Work with partners to protect and conserve natural resources • Continue to assist in meeting education related standards for state mandated TPDES program 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 • Continue to fund the litter collection contract managed by Parks & Recreation City of Allen 166 FY2014 Budget EXPENSE SUMMARY 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services $ 415,253 $ 435,717 $ 437,712 $ 469,087 Operations 5,822,414 6,351,596 6,128,512 6,129,170 DEPARTMENTTOTAL $7 6,237,667 $ 6,787,313 $ 6,566,224 $ 6,598,257 PERSONNEL JtIF 2011-2012 2012-2013 2012-2013 2013-2014 Dues & Subscriptions ACTUAL BUDGET AMENDED BUDGET FULLTIME 789 1,250 1,250 1,250 Waste Services Manager 1 1 1 1 Education Specialist 2 2 2 2 HHW Maintenance Worker 2 2 2 2 Customer Service Representative 1 1 1 1 TOTALFULLTIME 6 6 6 6 PART-TIME 2,560 2,205 2,231 2,125 HHW Maintenance Worker 0.0 0.0 0.0 0.5 TOTAL PART TIME 0.0 0.0 0.0 0.5 JtIF OPERATING EXPENSES Training & Travel 2011-2012 2012-2013 2012-2013 2013-2014 Dues & Subscriptions ACTUAL BUDGE AMENDED BUDGET PERSONNEL SERVICES 789 1,250 1,250 1,250 Salaries 290,269 304,279 304,935 328,659 Longevity 2,324 2,636 2,636 2,948 Overtime 9,414 7,800 7,800 7,800 FICA 21,564 23,509 22,237 24,542 TMRS 41,923 42,968 43,256 46,425 Worker's Compensation 2,560 2,205 2,231 2,125 Health Insurance 42,084 46,976 49,153 51,017 Dental Insurance 3,849 4,022 4,428 4,597 Long-term Disability 692 730 503 472 Life Insurance 349 357 346 326 Flexible Spending 225 235 187 176 SUBTOTAL $ 415,253 $ 435,717 $ 437,712 $ 469,087 OPERATING EXPENSES Training & Travel 5,113 7,302 7,302 5,780 Dues & Subscriptions 883 1,210 1,210 1,161 Clothing & Uniforms 789 1,250 1,250 1,250 Insurance 4,236 4,317 4,317 4,633 Postage & Freight 5,115 10,554 10,554 10,500 Printing & Reproduction 12,296 13,050 13,050 13,311 Gasoline 7,937 8,325 8,325 8,325 Vehicle & Equipment Replacement 24,300 20,497 192,142 23,061 General Supplies 2,120 2,660 2,660 2,700 City of Allen 167 FY2014 Budget TOTAL EXPENSES $ 6,237,667 $ 6,787,313 $ 6,566,224 $ 6,598,257 NO CAPITAL ITEMS 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 2012-2013 2011-2012 2012-2013 2012-2013 2013-2014 3,677 ACTUAL BUDGET AMENDED B D ET Medical & Chemical Supply 936 1,235 1,235 1,200 Small Tools& Minor Equipment 2,221 2,135 2,135 2,177 Vehicle Maintenance 2,687 1,500 1,500 1,530 Equipment Maintenance - 230 230 230 Radio Maintenance - 115 115 155 Professional Services 240,145 326,000 306,000 281,000 Sanitation Services 2,251,175 2,422,566 2,403,325 2,425,998 Recycling 10,359 10,000 11,000 11,000 Solid Waste-NTMWD 2,211,764 2,423,544 2,225,741 2,374,876 Comporting Expenses 125,720 115,000 130,000 135,000 Bad Debt Expense 10,244 14,500 14,500 14,500 Post -Employment Funding Expense 2,700 2,700 2,700 1,751 Illegal Dumping 657 1,425 1,425 1,500 Household Hazardous Waste 54,673 57,040 55,000 58,244 Beautification 26,724 28,268 28,268 28,883 Operating Transfer Out 413,935 404,528 404,528 420,405 Capital Projects Transfer Out 405,685 471,645 300,000 300,000 SUBTOTAL $ 5,822,414 $ 6,351,596 $ 6,128,512 $ 6,129,170 TOTAL EXPENSES $ 6,237,667 $ 6,787,313 $ 6,566,224 $ 6,598,257 NO CAPITAL ITEMS 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 2012-2013 2013-2014 AMENDED BUDGET 2,666 3,677 116,735 131,918 33,692 33,375 250,000 250,000 1,435 1,435 $ 404,528 $ 420,405 300,000 300,000 $ 300,000 $ 300,000 City of Allen 168 FY2014 Budget CITY OF ALLEN DRAINAGE FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2013 - 2014 2011-2012 2012-2013 2012-2013 2013-2014 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues $ 1,016,994 $ 784,475 TOTAL PROJECTED REVENUES 1,393,026 1,374,500 TOTAL PROJECTED EXPENSES (1,625,545) Inspection Fees 57,993 $ 784,475 $ 20,000 50,000 20,000 Drainage Fees 1,280,684 11300,000 1,336,026 1,350,000 TOTAL OPERATING REVENUES $ 1,338,677 $ 1,320,000 $ 1,386,026 $ 1,370,000 Non -Operating Revenues Interest 6,869 6,010 4,500 4,500 Other Reimbursements 554 2,500 TOTAL NON-OPERATING REVENUES $ 7,423 $ 6,010 $ 7,000 $ 4,500 TOTAL REVENUES $ 1,346,100 $ 1,326,010 $ 1,393,026 $ 1,374,500 2011-2012 2012-2013 2012-2013 2013-2014 EXPENSES ACTUAL BUDGET AMENDED BUDGET Public Works: Drainage Operating Expenses 1,242,133 1,409,507 1,471,553 1,514,363 Capital Improvement Projects 385,000 43,245 153,992 TOTAL PUBLIC WORKS $ 1,627,133 $ 1,452,752 $ 1,625,545 $ 1,514,363 TOTAL EXPENSES $ 1,627,133 $ 1,452,752 $ 1,625,545 $ 1,514,363 PROJECTED WORKING CAPITAL 10/1 $ 1,016,994 $ 784,475 TOTAL PROJECTED REVENUES 1,393,026 1,374,500 TOTAL PROJECTED EXPENSES (1,625,545) (1,514,363) PROJECTED WORKING CAPITAL 9/30 $ 784,475 $ 644,612 City of Allen 169 FY2014 Budget CITY OF ALLEN DRAINAGE DIVISION 210-0000 Director Assistant Director Foreman StreesUrairsaW Dainageilnspector Crew Leader Equipment OWmtar Maintenance Wodrer City of Allen 171 FY2014 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. Accomplishments in FY 2013: Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen Strategy 7. 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 6th year tasks in the City's TPDES permit • Continued the 4th 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 7. Work with partners to protect and conserve natural resources • Inspect and clear all storm sewer inlets after major storm events • Implement 2nd 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, contract mowing of greenbelts and contract street sweeping • Continue funding for Phase II NPDES professional services contract • Continue funding of costs of NPDES Storm Water Management Best Practices Manual from COG • Continue to rapidly respond to citizens calls and concerns related to drainage and storm water City of Allen 172 FY2014 Budget EXPENSE SUMMARY 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 419,373 435,741 429,292 486,654 Operations 822,760 973,766 1,042,261 1,009,609 Capital 385,000 43,245 153,992 18,100 DEPARTMENTTOTAL $ 1,627,133 $ 1,452,752 $ 1,625,545 $ 1,514,363 ' This position is under the supervision of Engineering. F 2011-2012 2012-2013 2012-2013 2013-2014 Clothing & Uniforms ACTUAL BUDGET AMENDED BUDGET FULLTIME 58 100 100 100 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 3 3 4 TOTAL FULL TIME 7 7 7 8 ' This position is under the supervision of Engineering. F OPERATING EXPENSES Training & Travel 2011-2012 2012-2013 2012-2013 2013-2014 Clothing & Uniforms ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES 58 100 100 100 Salaries 269,272 274,946 265,012 291,761 Longevity 3,344 3,680 3,780 3,184 Overtime 9,251 11,700 11,700 11,700 FICA 19,541 21,318 19,109 21,462 TMRS 39,418 39,008 38,359 41,292 Worker's Compensation 5,018 5,357 5,622 5,019 Health Insurance 67,757 73,842 79,730 104,922 Dental Insurance 4,697 4,792 5,143 6,354 Long -Term Disability 637 660 430 466 Life Insurance 320 320 292 317 Flexible Spending 118 118 115 177 SUBTOTAL $ 419,373. $ 435,741 $ 429,292 $ 486,654 OPERATING EXPENSES Training & Travel - 1,350 1,350 1,600 Clothing & Uniforms 3,758 5,750 5,750 6,467 Telephone 58 100 100 100 Insurance 4,942 5,037 5,037 5,405 Postage & Freight 89 175 175 1,500 Printing &Reproduction - 250 1,500 1,500 Advertising 507 1,500 1,500 1,500 Rentals 1,367 6,000 6,000 6,000 City of Allen 173 FY2O14 Budget TOTAL EXPENSES $ 1,627,133 $ 1,452,752 $ 1,625,545 $ 1,514,363 CAPITAL EXPENSE LIST 2013-2014 MACHINERY & EQUIPMENT BUDGET John Deere Gator 8,500 Dump Trailer 9,600 TOTAL CAPITAL $ 18,100 OPERATING TRANSFERS OUT Risk Management Administrative Costs General Fund Debt Service TOTAL CAPITAL PROJECTS TRANSFERS OUT Golf Course Drainage Renovation Old Stone Dam TOTAL 2012-2013 2011-2012 AMENDED 2012-2013 3,110 2012-2013 231,682 2013-2014 250,000 ACTUAL $ 484,792 BUDGET AMENDED BUDGET Gasoline 19,505 16,500 16,500 16,500 Oil & Lubricants - 500 500 500 Vehicle & Equipment Replacement 62,010 41,962 85,207 34,993 General Supplies 14,347 500 500 500 Medical & Chemical Supply 3,239 9,000 9,000 15,000 Agriculture Supplies - 4,000 4,000 4,000 Small Tools& Minor Equipment 9,782 15,900 15,900 9,000 Vehicle Maintenance 14,311 10,000 10,000 10,000 Equipment Maintenance 15,184 15,000 15,000 15,000 Radio Maintenance - 400 400 400 Street Sweeping Maintenance 110,488 120,000 120,000 130,000 Drainage System Maintenance 67,257 100,000 100,000 100,000 Professional Services 19,111 56,900 76,900 76,900 Bad Debt Expense 1,938 - 4,000 4,000 Post -Employment Funding Expense 3,150 3,150 3,150 2,043 Contract Mowing 59,124 75,000 75,000 85,000 Operating Transfer Out 412,593 484,792 484,792 481,701 SUBTOTAL $ 822,760 $ 973,766 $ 1,042,261 $ 1,009,609 CAPITAL OUTLAY Machinery & Equipment 18,100 $ - $ - $ - $ 18,100 CAPITAL TRANSFERS Capital Projects Transfer Out 385,000 43,245 153,992 SUBTOTALS 385,000 $ 43,245 $ 153,992 $ - TOTAL EXPENSES $ 1,627,133 $ 1,452,752 $ 1,625,545 $ 1,514,363 CAPITAL EXPENSE LIST 2013-2014 MACHINERY & EQUIPMENT BUDGET John Deere Gator 8,500 Dump Trailer 9,600 TOTAL CAPITAL $ 18,100 OPERATING TRANSFERS OUT Risk Management Administrative Costs General Fund Debt Service TOTAL CAPITAL PROJECTS TRANSFERS OUT Golf Course Drainage Renovation Old Stone Dam TOTAL 2012-2013 2013-2014 AMENDED BUDGET 3,110 3,636 231,682 228,065 250,000 250,000 $ 484,792 $ 481,701 103,992 50,000 $ 153,992 $ City of Allen 174 FY2014 Budget CITY OF ALLEN GOLF COURSE FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2013 - 2014 Non-Ooeratine Revenues Interest on Investments 2011-2012 2012-2013 2012-2013 2013-2014 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues 690,610 176,915 633,815 27,000 Facility Rentals 20,625 12,000 11,500 14,400 Retail Store 1,384 120,750 96,778 135,000 Concession Sales 1,881 261,626 237,150 301,500 Fees 35,164 1,718,500 1,434,537 2,152,395 TOTAL OPERATING REVENUES $ 59,054 $ 2,112,876 $ 1,779,965 $ 2,603,295 Non-Ooeratine Revenues Interest on Investments 2,467 260 - - ReimbursementsandContributions 603,804 - - - Operating Transfer ln 690,610 176,915 633,815 27,000 TOTAL NON-OPERATING REVENUES $ 1,296,881 $ 177,175 $ 633,815 $ 27,000 TOTAL REVENUES $ 1,355,935 $ 2,290,051 $ 2,413,780 $ 2,630,295 2011-2012 2012-2013 2012-2013 2013-2014 EXPENSES ACTUAL BUDGET AMENDED BUDGET Personnel Services 802,274 1,300,045 1,282,839 1,255,068 Operations 365,223 976,040 1,332,643 1,375225 TOTAL EXPENSES $ 1,167,497 $ 2,276,085 $ 2,615,482 $ 2,630,293 FUND BALANCE PROJECTIONS PROJECTED WORKING CAPITAL 10/1 $ 202,877 $ 1,175 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED WORKING CAPITAL 9/30 2,413,780 2,630,295 (2,615,482) (2,630,293) $ 1,175 $ 1,177 City of Allen 175 FY2014 Budget CITY OF ALLEN GOLF COURSE DIVISION 225-8610 Director Assistant Drecmr Do" sarvicea Manaear 1 Administrative Assistant 1 Gi Supenntandent I Laetl Gol'Specialist Fri Supervisor i Asst Goff Lead Foodfl3everege GOH Specialist Superintendent 2 5 Spatlallat Fcadleeveraga Chemkal Tachmoan Golf Anendant Speaalist 1 Z.]0 1.0 Mmntenae Worker u Seasonal Gtolf I ._..•AttSpe24list Seasonal Maint. Warkx Range Mai. g8 1.5 Recreation Spadaliat 5 City of Allen 177 FY2014 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 yearlong renovation to improve playability as well as course and homeowner safety. Newly rechristened The Courses at Watters Creek, the facility reopened in January of 2013 with the redesigned 18 -hole course and driving range. The newly renamed Grill 33 received a minor remodel, including the addition of three large screen LCD TV's, to enhance the guest experience. The 9 -hole and 6 -hole courses are anticipated to be open for the grand reopening in September 2013. Accomplishments1 Goal 2. Cultivate regio al alliances and partnerships with agencies and movernmental units that affect Allen Strategy 2. Create recreational partnerships • Established a consulting agreement with Golf Resources to provide marketing, operations, agronomic and instructional assistance. • Signed an agreement with the First Tee of Greater Dallas to provide onsite supervision to include programming and coach training to connect with the community and school district to introduce juniors to the game of golf. • Selected by the Northern Texas PGA to host five junior golf camps and four junior golf tournaments. Goal 4. Signify, enhance and communicate Allen's identity to the region d the nation. • Submitted course renovation information to Golf Digest for consideration for "Course Renovation of the Year". • Established communication with the Texas Golf Association to discuss the possibility of becoming a host facility for Texas State Amateur Golf Tournaments. Strategy 4. Plan for the design and construction of needed City Parks and Recreation Facilities • Completed Phase I and 11 of the Golf Master Plan. • Built a first class practice facility offering a short game area, 6 hole short course, and expanded driving range. • Increased playability on the 9 hole course to attract more golfers and create a better overall experience. Goal 6. Maintain operational excellence in City services Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering quality Services • Increased staffing levels to assist in providing the ultimate golf experience. • Continue to respond and communicate with homeowners to maintain a positive relationship and address any concerns and needs they might have. • Making REAL Customer Service the focus of daily operations. Objectives for1 Goal 2. Cultivate regI l alliances and partnerships with aeencles and governmental units that affectAll gn Strategy 2. Create recreational partnerships • Coordinate golf activities through the Northern Texas PGA, First Tee, Tens 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 d 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. City of Allen 178 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 2011-2012 2012-2013 2012-2013 Personnel Services 802,274 1,300,045 1,282,839 1,255,068 Operations 365,223 976,040 1,332,643 1,375,225 DEPARTMENT TOTAL $ 1,167,497 $ 2,276,085 $ 2,615,482 $ 2,630,293 PARTTIME Golf Specialist 2011-2012 2012-2013 2012-2013 2013-2014 FULLTIME ACTUAL BUDGET AMENDED BUDGET Golf Services Manager/Head Golf Pro 1 1 1 1 Golf Specialist - Lead 1 1 1 1 Golf Specialist 1 2 2 2 Superintendent 1 1 1 1 Assistant Superintendent 1 1 1 1 Chemical Technician 1 1 1 1 Maintenance Worker 8 8 8 8 Parks Maintenance Technician 1 1 1 1 Administrative Assistant 0 1 1 1 Food & Beverage Supervisor 0 1 1 1 Lead Food & Beverage Specialist 0 1 1 1 TOTALFULLTIME 15 19 19 19 PARTTIME Golf Specialist 0.00 0.50 0.50 0.50 Golf Attendant 0.00 2.78 2.88 2.78 Range Attendant 1.50 1.50 1.50 1.50 Food & Beverage Specialist 0.00 2.40 1.80 1.80 Recreation Specialist 1 0.00 0.00 0.50 0.50 Maintenance Worker 4.41 4.41 4.41 4.41 TOTALPARTTIME 5.91 11.59 11.59 11.49 TEMPORARY Maintenance Worker 1.97 0.96 0.96 0.96 Golf Attendant 0.75 0.75 0.75 0.75 Food& Beverage Specialist 0.00 0.24 0.24 0.24 TOTALTEMPORARY 2.72 1.95 1.95 1.95 EXPENSE DETAIL 2011-2012 2012-2013 ACTUAL BUDGET PERSONNEL SERVICES Salaries 524,342 858,059 Longevity 3,816 4,008 Overtime 23,222 22,000 FICA 39,762 65,660 City of Allen 179 2012-2013 2013-2014 AMENDED BUDGET 756,643 833,260 4,008 4,632 146,328 26,750 67,219 67,373 FY2014 Budget OPERATING EXPENSES Training & Travel EXPENSE DETAIL 6,570 1,643 3,500 , 2,276 5,425 6,834 2011-2012 2012-2013 2012-2013 2013-2014 9,395 ACTUAL BUDGET AMENDED BUDGET TMRS 76,228 107,600 115,002 107,119 Worker's Compensation 2,344 8,358 7,890 6,536 Health Insurance 122,175 218,574 171,159 192,827 Dental Insurance 8,577 13,033 12,737 14,670 Long-term Disability 1,203 1,606 1,034 1,049 Life Insurance 605 794 724 734 Flexible Benefit Expense 700 353 95 118 137,461 SUBTOTAL $ 802,274 $ 1,300,045 $ 1,282,839 $ 1,255,068 OPERATING EXPENSES Training & Travel 535 6,570 1,643 3,500 Dues & Subscriptions 2,276 5,425 6,834 6,826 Clothing & Uniforms 5,146 6,534 9,395 12,668 Electricity 82,444 115,000 115,000 120,000 Telephone 2,796 3,000 4,737 4,200 Water 22,571 89,723 69,398 92,452 Postage & Freight 68 75 75 77 Printing & Reproduction 129 3,750 2,750 2,000 Advertising 343 4,000 3,708 4,080 Rentals and Leasing 2,679 - 3,250 700 Concession Expenses 1,026 153,279 137,461 165,115 Fuel 28,759 27,000 33,250 30,274 Lease Expenses 12,421 208,484 199,890 232,104 General Supplies 758 3,250 6,393 7,815 Janitorial Supplies 999 2,500 3,001 - Agriculture Supplies 61,781 100,000 141,373 100,000 Small Tools& Minor Equipment 2,924 9,950 6,438 26,000 Liquor Supply Expenses 210 36,628 36,456 40,950 Liquor State Tax Expense 191 16,800 16,800 20,475 Building Maintenance 9,129 16,000 28,855 16,599 Equipment Maintenance 16,586 27,200 27,200 27,000 Ground Sprinkler System 1,088 5,000 8,614 6,800 Landscape & Forestry - 3,627 4,692 10,000 Professional Services 25,317 49,845 337,825 279,855 Copier Service - 150 150 150 Credit Card Costs 5,303 40,000 45,000 45,000 Post -Employment Funding Expense 15,335 15,335 15,335 9,340 Depreciation Expense 64,409 26,915 67,120 111,245 SUBTOTAL $ 365,223 $ 976,040 $ 1,332,643 $ 1,375,225 TOTAL EXPENSES $ 1,167,497 $ 2,276,085 $ 2,615,482 $ 2,630,293 CAPITAL EXPENDITURES LIST NO CAPITAL ITEMS City of Allen 180 FY2014 Budget CITY OF ALLEN ASSET FORFEITURE FUND REVENUE AND EXPENDITURE SUMMARY FISCAL YEAR 2013-2014 2011-2012 2022-2013 2012-2013 2013-2014 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues 2011-2012 2012-2013 2012-2013 2013-2014 EXPENDITURES ACTUAL BUDGET State Forfeiture 31,396 Public Safety 40,000 141,514 50,000 135,700 50,000 Federal Forfeiture - Justice Funds 42,676 40,120 125,000 TOTAL PUBLIC SAFETY 125,000 141,514 $ 100,000 TOTAL OPERATING REVENUES $ 74,072 $ 165,800 $ 175,000 $ 150,000 Non -Operating Revenues $ 75,190 $ 89,590 Interest 1,021 1,515 1,000 100 Auction Revenue 9,315 4,440 TOTAL NON-OPERATING REVENUES $ 10,336 $ 11515 $ 5,440 $ 100 TOTAL REVENUES $ 84,408 $ 166,515 $ 180,440 $ 150,100 TOTAL EXPENSES $ 147,580 $ 141,514 2011-2012 2012-2013 2012-2013 2013-2014 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Public Safety 85,377 141,514 161,170 135,700 Capital Outlay 62,203 $ 40,120 TOTAL PROJECTED REVENUES TOTAL PUBLIC SAFETY $ 147,580 $ 141,514 $ 201,290 $ 135,700 TOTAL EXPENSES $ 147,580 $ 141,514 $ 201,290 $ 135,700 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 $ 96,040 $ 75,190 TOTAL PROJECTED REVENUES 180,440 150,100 TOTAL PROJECTED EXPENDITURES (201,290) (135,700) PROJECTED FUND BALANCE 9/30 $ 75,190 $ 89,590 City of Allen 181 FY2014 Budget CITY OF ALLEN ASSET FORFEITURE DIVISION 508-0000 No Personnel in this Department City of Allen 183 FY2014 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 184 FY2014 Budget EXPENDITURE SUMMARY 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations 7 - - _ Professional Services 85,370 101,394 161,170 135,700 Capital 62,203 40,120 40,120 DEPARTMENT TOTAL $ 147,580 $ 141,514 $ 201,290 $ 135,700 EXPENDITURE DETAIL 2011-2012 2012-2013 2012-2013 2013-2014 AC UALU8 DGET AMENDED BUDGET OPERATING EXPENDITURES Interest Expense 7 SUBTOTAL $ 7 $ - $ - $ - PROFESSIONAL SERVICES State ForfeRure/Seizure Expense 13,221 38,014 33,134 45,700 Federal Forfeiture Exp - Justice 72,149 63,380 128,036 90,000 SUBTOTAL $ 85,370 $ 101,394 $ 161,170 $ 135,700 CAPITAL OUTLAY Vehicles 36,835 - - - Machinery & Equipment 6,273 - - - FederalCapitalExpense-Justice 19,095 40,120 40,120 SUBTOTAL $ 62,203 $ 40,120 $ 40,120 $ - TOTAL EXPENSES $ 147,580 $ 141,514 $ 201,290 $ 135,700 FEDERAL CAPITAL EXPENSE -JUSTICE Throw Phone and Training TOTAL CAPITAL 2012-2013 2013-2014 AMENDED BUDGET 40,120 $ 40,120 City of Allen 185 FY2014 Budget CITY OF ALLEN 2011-2012 2012-2013 2012-2013 2013-2014 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Culture & Recreation CITY OF ALLEN Grants 406,768 HOTEL OCCUPANCY TAX FUND 482,870 452,570 Convention and Visitors Bureau 522,108 REVENUES AND EXPENDITURES BY FUNCTION 686,820 799,538 TOTAL EXPENDITURES $ 928,876 $ 1,184,848 $ FISCAL YEAR 2013-2014 1,252,108 2011-2012 2012-2013 2012-2013 2013-2014 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues Hotel Occupancy Ta: 1,229,995 1,087,334 1,244,475 1,246,416 TOTAL OPERATING REVENUES $ 1,229,995 $ 1,087,334 $ 1,244,475 $ 1,246A16 Non -Operating Revenues Interest 15,039 9,860 15,000 15,000 Other Reimbursements 297 TOTAL NON-OPERATING REVENUES $ 15,336 $ 9,860 $ 15,000 $ 15,000 TOTAL REVENUES $ 1,245,331 $ 1,097,194 $ 1,259,475 $ 1,261,416 2011-2012 2012-2013 2012-2013 2013-2014 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Culture & Recreation Grants 406,768 482,870 482,870 452,570 Convention and Visitors Bureau 522,108 701,978 686,820 799,538 TOTAL EXPENDITURES $ 928,876 $ 1,184,848 $ 1,169,690 $ 1,252,108 PROJECTED FUND BALANCE 30/1 $ 2,301,284 $ 2,391,069 TOTAL PROJECTED REVENUES 1,259,475 1,261,416 TOTAL PROJECTED EXPENDITURES (1,169,690) (1,252,308) PROJECTED FUND BALANCE 9/30 $ 2,391,069 $ 2,400,377 City of Allen 187 FY2014 Budget CITY OF ALLEN HOTEL OCCUPANCY TAX FUND DIVISION 506-0000 City Manager Tourism Manager I- II _ II Paas 8 Recreation Director 1 CVB Specialist 1 CVB Sales and Services Specialist 1 City o1 Allen 189 FY2014 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. Accomolishments1 Goal 4. Signify. enhance. and communicate Allen's identity to the region and the nation Strategy 10. Emphasize marketing efforts to communkade Allen's identity • Advertising agency (Latitude) completed first phase of relationship marketing strategic development and managed and executed advertising campaign consisting of online targeting of meeting planners and print ads with a focus on meetings/conventions and group tours • Online marketing campaign results through April include 62 million display impressions and 28,388 click- throughs • Advertising placed by CVD staff included Tax Free Texas guide, GUESTBOOK DFW, NorthTexasShopping.com, DFW Association Executives e -Newsletter, Allen/Fairview Chamber Map and Allen Event Center Marquee & Video board • Local Awareness — added signage inside Allen Event Center, North Parking Garage, and banners around the building; feather banners used at outdoor events and tournaments when traveling teams are expected. • VisitAllenTexas.com website visits -41,621 visits through April • Referred more than 1,500 hotel room leads to Allen hotels via VisitAllenTexas.com • Media Coverage gained for Tom Thumb Texas Stampede, Texas vs. The Nation, Allen Image, Texas Meetings + Events Winter 2013 • Launched quarterly e -newsletter targeting the meeting planner market in April • Launched social media in May with Facebook and Twitter, sharing photos, videos, upcoming events and information from our website's NewsFlash area • Visitors Guide — distributed 20,000 copies of the Visitors Guide. In April, minor updates were made to the guide and an order for 10,000 additional copies was placed. • Worked with PAMRO to create 30 -second commercial which aired during Texas vs. The Nation game and at select events at Allen Event Center. • Participated in National Tourism Week in May to continue increasing local awareness of the importance of tourism in Allen. Campaign included National Tourism Week PSA. • Tradeshows/Marketplaces attended - US Olympic Sportslink Conference, Southwest Showcase, Function Junction and DFW Tourism Council Annual Marketplace • Hosted customer events at the Allen Americans games and Blues Festival • Continued to work with our destination partners on key projects to successfully sell Allen as a destination attracting and retaining meetings/conventions and sporting tournaments • Hotel Occupancy Tax Grant assisted in funding the following: o Allen Civic Ballet—Allen Dance Festival and Nutcracker ballet o Allen Philharmonic Symphony— regional advertising o Allen Arts Alliance — marketing o Connemara Conservancy—promotion & program materials o Partial funding for Marketing Specialist position in the Public and Media Relations Office o Allen Chamber of Commerce— postage for tourism related mailings o Allen Heritage Guild — marketing o Friends of the Library— marketing of the Jazz and Blues Festival at the Allen Public Library o Continued Partnerships with Tom Thumb Texas Stampede, Lone Star Conference Basketball Championships, Miss Texas Pageant and Nation Collegiate Wresting Association Convention & Tournament • City of Allen Parks and Recreation Grant assisted in funding for: o AHS Hoopsters Booster Club tournaments o Foundation for Allen Schools Triathlon o Market Street Allen USA City of Allen 190 FY2014 Budget Obiectives for FY 2014: Goal 4. Signify. h d communicate Allen's identity to the and the ti Strategy 10. Emphasize marketing efforts to communicate Allen's identity • Continue to position the CitV of Allen's CVB as the principal vehicle for attracting new tourism opportunities and establishing the City as a tourism destination • Continue year 3 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 activity by attending more 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 2013) City of Allen 191 FY2014 Budget CAPITAL EXPENDITURES LIST NO CAPITAL ITEMS 2012-2013 2013-2014 OPERATING TRANSFERS OUT AMENDED BUDGET General Fund: City Marketing Specialist 25,000 25,000 TOTAL 25,000 25,000 City of Allen 192 FY2014 Budget EXPENDITURE SUMMARY 2012-2013 2013-2014 2011-2012 2012-2013 2012-2013 2013-2014 OPERATING EXPENDITURES ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 270 270 270 270 Operations 406,768 482,870 482,870 452,570 DEPARTMENT TOTAL $ 406,768 $ 482,870 S 482,870 S 452,570 CAPITAL EXPENDITURES LIST NO CAPITAL ITEMS 2012-2013 2013-2014 OPERATING TRANSFERS OUT AMENDED BUDGET General Fund: City Marketing Specialist 25,000 25,000 TOTAL 25,000 25,000 City of Allen 192 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENDITURES Advertising 270 270 270 270 Rentals & Leasing 95,504 - - - Community Events P&R 104,690 120,000 120,000 120,000 Allen Civic Ballet 10,000 10,000 10,000 10,000 Allen Community Theatre - - - 2,200 Allen Chamber of Commerce 1,000 1,600 1,600 1,600 Allen Heritage Guild 2,495 2,500 2,500 2,500 Philharmonic Symphony 26,500 26,500 26,500 26,500 Connemara Conservancy 934 3,000 3,000 3,000 Friends ofthe Library 4,920 5,000 5,000 5,000 Allen Arts Alliance 2,000 21000 2,000 2,000 Texas Stampede 50,000 50,000 50,000 42,500 Lone Star Basketball Conference 35,000 35,000 35,000 35,000 Hotel Incentives 48,455 50,000 50,000 - Legal Expenses - 2,000 2,000 2,000 Event Center Marketing and Advertising - - 150,000 175,000 Operating Transfer Out 25,000 175,000 25,000 25,000 TOTAL EXPENDITURE $ 406,768 $ 482,870 $ 4821870 $ 452,570 CAPITAL EXPENDITURES LIST NO CAPITAL ITEMS 2012-2013 2013-2014 OPERATING TRANSFERS OUT AMENDED BUDGET General Fund: City Marketing Specialist 25,000 25,000 TOTAL 25,000 25,000 City of Allen 192 FY2014 Budget EXPENDITURE SUMMARY 2011-2012 2012-2013 2012-2013 2013-2014 ACFUAL BUDGET AMENDED BUDGET CLASSIFICATION 2011-2012 2012-2013 2012-2013 2013-2014 Personnel Services 140,289 158,245 160,616 234,209 Operations 381,819 543,733 526,204 565,329 DEPARTMENTTOTAL 522,108 $ 701,978 $ 686,820 $ 799,538 OPERATING EXPENSES Training & Travel 2011-2012 2012-2013 2012-2013 2013-2014 Dues & Subscriptions ACTUAL BUDGET AMENDED BUDGET FULLTIME 1,354 2,000 1,975 2,776 Tourism Manager 1 1 1 1 CVB Specialist 1 1 1 2 Special Activities TOTAL FULL TIME 2 2 2 3 Meetings & Receptions 3,299 10,000 5,000 10,000 General Supplies 2011-2012 2012-2013 2012-2013 2013-2014 Professional Services ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES 86,521 65,000 51,276 66,300 Salaries 99,865 110,609 110,851 155,744 Longevity 120 168 168 216 Overtime - - 1,625 2,249 FICA 7,059 8,480 7,870 11,402 TMRS 13,914 15,509 15,510 21,834 Worker's Compensation 74 123 123 165 Health Insurance 17,734 21,561 22,559 39,555 Dental Insurance 1,127 1,341 1,477 2,410 Long-term Disability 224 265 183 274 Life Insurance 113 130 125 183 Flexible Spending 59 59 125 177 SUBTOTAL $ 140,289 $ 158,245 $ 160,616 $ 234,209 OPERATING EXPENSES Training & Travel 1,600 4,600 2,655 3,000 Dues & Subscriptions 6,362 3,183 3,183 4,365 Postage & Freight 1,354 2,000 1,975 2,776 Printing & Reproduction 13,146 26,000 12,665 26,520 Advertising 21,924 23,500 40,000 50,905 Special Activities 43,988 100,000 100,000 150,000 Meetings & Receptions 3,299 10,000 5,000 10,000 General Supplies 1,496 2,000 2,000 3,355 Professional Services 201,679 307,000 307,000 247,233 Marketing Expenses 86,521 65,000 51,276 66,300 Post -Employment Funding Expense 450 450 450 875 SUBTOTAL $ 381,819 $ 543,733 $ 526,204 $ 565,329 TOTAL EXPENDITURE $ 522,108 $ 701,978 $ 686,820 $ 799538 City of Allen 193 FY2014 Budget CAPITAL EXPENDITURES LIST NO CAPITAL ITEMS City of Allen 194 FY2014 Budget CITY OF ALLEN GRANT FUND / RECOVERY ACT GRANT FUND REVENUES AND EXPENDITURES BY FUNCTION FISCAL YEAR 2013 - 2014 Non -Operating Revenues Interest on Investments 2011-2012 2012-2013 2012-2013 2013-2014 REVENUE$ ACTUAL BUDGET AMENDED BUDGET Operating Revenues 292,912 41,399 46,509 40,225 Planning 211,851 491,972 390,229 283,670 Police Grants 104,940 62,050 67,409 74,006 Park & Recreation Grants - - 38,683 178,502 Library Grants 31,314 46,974 52,027 76,487 Fire Grants 1,750 - - - FireGrants- ARRA Funds - - 240,416 - Engineering Grants -ARRA Funds 10,353 TOTAL OPERATING REVENUES $ 360,208 $ 600,996 $ 788,764 $ 612,665 Non -Operating Revenues Interest on Investments 5,587 3,465 2,500 1,500 Contributions/Sponsorhips 215,000 215,000 215,000 - Operating Transfer ln 292,912 41,399 46,509 40,225 TOTALNON-OPERATING REVENUES $ 513,499 $ 259,864 $ 264,009 $ 41,725 14;194.L�]Cl�L4' i TOTAL REVENUES $ 873,707 $ 860,860 $ 1,052,773 $ 654,390 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BBUK AMENDED BUDGET Grants 650,784 860,297 837,912 668,223 Special Revenue 10,353 - - - Operating Transfer Out 589,246 TOTAL EXPENDITURES $ 1,250,383 $ 860,297 $ 837,912 $ 668,223 PROJECTED FUND BALANCE 10/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENDITURES PROJECTED FUND BALANCE 9/30 $ 368,137 $ 582,998 1,052,773 654,390 (837,912) (668,223) City of Allen 195 FY2014 Budget CITY OF ALLEN GRANTFUND DIVISION 550.0000 No Personnel in this Department City of Allen 197 FY2014 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 • Event Center Recycling Grant — program allows for recycling efforts to be implemented at the Allen Event Center and to reduce the amount of recyclable materials going to the local landfill. • Family Violence Investigation and Prevention Officer Grant — received the third year of this award which allowed the Police Department to dedicate a full time position to violent family and domestic abuse situations and to educate the public in relation to family violence. This allowed for an increased number of arrests and successful prosecutions associated with domestic violence. • Fire Station k5 Grant — received additional grant funding through the American Recovery and Reinvestment Act through the Department of Homeland Security that helped offset expenses that were incurred in the construction of Fire Station q5. • Click it or Ticket Incentive Grant— incentive grant to provide additional enforcement of traffic and safety restraint related laws during Memorial Day weekend. • 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 regional alliances and oartnershics with agencies and eavernmental 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. City of Allen 198 FY2914 Budget EXPENDITURE SUMMARY PARKS & RECREATION Allen Station Park Recycling Prg 2011-2012 2012-2013 2012-2013 2013-2014 - ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION SUBTOTAL $ 206,114 $ - $ 38,683 $ Planning 211,851 706,972 390,229 283,670 Police 198,010 106,351 116,557 117,731 Park & Recreation 206,114 - 38,683 178,502 Library 31,309 46,974 52,027 88,320 Fire 3,500 - 240,416 - Engineering 10,353 TCLEOSE Training Grant DEPARTMENT TOTAL 661,137 860,297 837,912 668,123 STEP Overtime Grant DETAILEXPENDITURE - - 102,231 PARKS & RECREATION Allen Station Park Recycling Prg 2011-2012 2012-2013 2012-2013 2013-2014 - ACTUAL BUDGET AMENDED BUDGET PLANNING DEPARTMENT SUBTOTAL $ 206,114 $ - $ 38,683 $ Job Access/Reverse Commute Grant - 430,000 - - Home Repair 169,955 226,972 340,229 231,670 Public Service Agencies 36,000 40,000 40,000 42,000 Administration 5,896 10,000 10,000 10,000 SUBTOTAL $ 211,951 $ 706,972 $ 390,229 $ 283,670 POLICE DEPARTMENT TCLEOSE Training Grant 3,116 2,902 2,902 3,500 STEP Overtime Grant - - - 102,231 Tobacco Grant 1,940 - - - Click It or Ticket 2,172 - 7,882 - BulletproofVestPartnershipGrant 12,715 12,600 12,138 12,000 Child Abuse Investigator Grant 86,938- - - Family ViolenceInvestigator 91,129 90,849 93635 SUBTOTAL $ 198,010 $ 106,351 $ 116,557 $ 117,731 PARKS & RECREATION Allen Station Park Recycling Prg - - 35,685 - Cottonwood Creek -Texas Wildlife - - 2,998 178,502 Energy Efficiency & Consv- ARRA 206,114 SUBTOTAL $ 206,114 $ - $ 38,683 $ 178,502 LIBRARY Collin County Library Grant 31,074 43,974 47,098 88,320 Texas Reads - 3,000 3,000 - Texas Library Impact Grant - - 1,929 - Texas Commission on the Arts 235 SUBTOTAL $ 31,309 $ 46,974 $ 52,027 $ 88,320 City of Allen 199 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 ACRUAL BUDGET AMENDED BUDGET FIRE DEPARTMENT Tens Department of State Health 3,500 - - - Fire Station Grant -ARRA 240,416 SUBTOTAL $ 3,500 $ - $ 240,416 $ - ENGINEERING Traffic Synchronization Grant -ARRA 10,353 $ 10,353 TOTAL EXPENDITURES $ 671,490 $ 860,297 $ 837,912 668,223 City of Allen 200 FY2014 Budget CITY OF ALLEN REPLACEMENT FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2013 - 2014 TOTAL REVENUES $ 3,464,868 $ 3,072,006 $ 3,059,721 $ 11717,873 2011-2012 2012-2013 2012-2013 2013-2014 EXPENSES ACTUAL BUDGET AMENDED BUDGET Capital Outlay Replacement 2,602,670 4,253,677 4,978,761 739,062 TOTAL EXPENDITURES $ 2,602,670 $ 4,253,677 $ 4,978,761 $ 739,062 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 $ 8,841,611 $ 6,922,571 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED FUND BALANCE 9/30 3,059,721 1,717,873 (4,978,761) (739,062) $ 6,922,571 $ 7,901,382 City of Allen 201 FY2014 Budget 2011-2012 2012-2013 2012-2013 2013-2014 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues General Fund 1,321,870 1,430,665 1,338,497 1,333,801 Water &Sewer 258,378 210,545 1,210,545 216,018 Solid Waste 24,300 20,497 192,142 23,061 Drainage 62,010 41,962 85,207 34,993 TOTAL OPERATING REVENUES $ 1,666,558 $ 1,703,669 $ 2,826,391 $ 1,607,873 Non -Operating Revenues Other Reimbursements 72,065 74,500 161,998 50,000 Interest 66,233 43,985 60,000 60,000 Operating Transfer In 1,660,012 1,249,852 11,332 TOTAL NON-OPERATING REVENUES $ 1,798,310 $ 1,368,337 $ 233,330 $ 110,000 TOTAL REVENUES $ 3,464,868 $ 3,072,006 $ 3,059,721 $ 11717,873 2011-2012 2012-2013 2012-2013 2013-2014 EXPENSES ACTUAL BUDGET AMENDED BUDGET Capital Outlay Replacement 2,602,670 4,253,677 4,978,761 739,062 TOTAL EXPENDITURES $ 2,602,670 $ 4,253,677 $ 4,978,761 $ 739,062 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 $ 8,841,611 $ 6,922,571 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED FUND BALANCE 9/30 3,059,721 1,717,873 (4,978,761) (739,062) $ 6,922,571 $ 7,901,382 City of Allen 201 FY2014 Budget CITY OF ALLEN REPLACEMENT FUND DIVISION 600-0000 No Personnel in this Department City of Allen 203 FY2014 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 • Updated policy to reflect broader definition of items now being accounted for in this fund 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 204 FY2014 Budget EXPENDITURE SUMMARY 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 2011-2012 2012-2013 2012-2013 2013-2014 Capital 2,602,670 4,253,677 4,978,761 739,062 DEPARTMENTTOTAL 2,601,670 4,253,677 4,978,761 739,062 EXPENDITURE DETAIL TOTAL EXPENSES $ 2,602,670 $ 4,253,677 4,978,761 $ 739,062 CAPITAL EXPENSES LIST EQUIPMENT Parks Public Works VEHICLES Police Parks Fire Community Development Public Works Community Services SUBTOTAL SUBTOTAL TOTALCAPITAL 2011-2012 2012-2013 2012-2013 2013-2014 BUDGET ACTUAL BUDGET AMENDED BUDGET CAPITAL OUTLAY 16,000 $ 106,519 Technoloev 7 219,400 Vehicles 4 Replacements - All Departments -$- 540,502 2,584,890 3,167,438 Vehicles SUBTOTAL 540,502 $ 2,584,890 $ 3,167,438 $ - Vehicles & Equipment 1 48,575 Police 477,932 404,100 465,436 219,400 Parks 202,493 360,201 389,844 233,960 Fire 1,058,303 458,700 461,445 26,000 Community Development 19,249 - - 56,092 Public Works 146,386 231,949 231,949 155,035 Community Services 132,003 195,234 231,534 48,575 Finance - 18,603 19,783 - Engineering 25,802 11,332 SUBTOTAL $ 2,062,168 $ 1,668,797 $ 1,911,323 $ 739,062 TOTAL EXPENSES $ 2,602,670 $ 4,253,677 4,978,761 $ 739,062 CAPITAL EXPENSES LIST EQUIPMENT Parks Public Works VEHICLES Police Parks Fire Community Development Public Works Community Services SUBTOTAL SUBTOTAL TOTALCAPITAL 739,062 City of Allen 205 FY2014 Budget 2013-2014 UQ ANTITY BUDGET Equipment 3 90,519 Equipment 1 16,000 $ 106,519 Vehicles 7 219,400 Vehicles 4 143,441 Vehicles 1 26,000 Vehicles 3 56,092 Vehicles 3 139,035 Vehicles 1 48,575 $ 632,543 739,062 City of Allen 205 FY2014 Budget CITY OF ALLEN CITY OF ALLEN RISK MANAGEMENT FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2013-2014 TOTAL REVENUES $ 2011-2012 2012-2013 2012-2013 2013-2014 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues ACTUAL BUDGET AMENDED BUDGET Charges for Self Insurance: 649,531 511,571 566,853 387,805 Employee 1,571,844 1,816,980 1,816,980 1,929,924 Employer 5,699,355 6,549,402 6,549,402 7,318,075 COBRA & Retiree Reimbursements 138,257 166,208 213,208 213,208 Worker's Compensation Charges 243,688 282,157 289,961 215,632 Other Insurance Charges 558,855 562,002 562,002 590,845 Other Reimbursements 1,060,034 1,518,500 1,823,323 11530,000 Post Employment Funding 320,247 320,247 320,247 217,450 TOTAL OPERATING REVENUES $ 9,592,280 $ 11,215,496 $ 11,575,123 $ 12,015,134 Non -Operating Revenues Interest 30,636 27,230 25,000 25,000 Operating Transfer In 242,485 323,537 323,537 454,314 TOTALNON-OPERATING REVENUES $ 273,121 $ 350,767 $ 348,537 $ 479,314 TOTAL REVENUES $ 9ASSA01 $ 11,566,263 $ 11,923,660 $ 12,494,448 $ 2011-2012 2012-2013 2012-2013 2013-2014 EXPENSES ACTUAL BUDGET AMENDED BUDGET General Government 649,531 511,571 566,853 387,805 Administration 177,868 324,426 326,492 456,152 Health and Dental 7,824,091 9,203,006 9,454,506 10,091,372 Worker's Compensation 327,834 372,639 372,639 399,680 Otherinsurance 450,565 561,196 591,196 590,846 Post Employment 1,516,381 925,000 925,000 1,085,873 TOTAL GENERAL GOVERNMENT $ 10,296,739 $ 11,386,267 $ 11,669,833 $ 12,623,923 TOTAL EXPENSES $ 10,296,739 $ 11,386,267 $ 11,669,833 $ 12,623,923 PROJECTED FUND BALANCE 30/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED FUND BALANCE 9/30 FUND BALANCE: Health and Dental Current Post Employment Worker's Compensation Otherinsurance TOTAL FUND BALANCE: FUND BALANCE PROJECTIONS 3,641,813 $ 3,485,532 $ 3,210,475 $ 3,464,302 9,865,401 11,566,263 11,923,660 12,494,448 (10,296,739) (11,386,267) (11,669,833) (12,623,923) $ 3,210,475 $ 3,665,528 $ 3,464,302 $ 3,334,827 $ 1,784,107 $ 2,478,604 $ 2,088,983 $ 2,113,557 $ 3,483,253 $ 4,045,656 $ 4,200,416 $ 4,900,947 $ (1,699,146) $ (1,567,052) $ (2,111,433) $ (2,787,390) 649,531 511,571 566,853 387,805 776,837 675,353 808,466 833,465 $ 3,210,475 $ 3,665,528 $ 3,464,302 $ 3,334,827 City of Allen 207 FY2014 Budget CITY OF ALLEN RISK MANAGEMENT DIVISION 610-0000 Human Resources Director Benefits & Compensation Manager Risk Atlministretor 1 Senior Human Risk SpecialistResources Analyst - Benefits 1 1 Bansfits Specialist 1 City of Allen 209 FY2014 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 Cty that is the "Employer of Choice" • Claims collections procedures recovered $159,337 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 Public Safety seminar with Dr. Kevin Gilmartin • Implemented new subrogation program • 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 website designed to gather benchmark data for municipal government • Implement new claims software • Create an atmosphere of "safety awareness" via training and education Strategy 4. Ensure excellent Oscal management to maintain public trust • Provide educational opportunities to employees to maximize benefits while reducing costs • Redesign 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 210 FY2014 Budget Training/Travel/Mileage 2,433 4,420 4,420 5,615 EXPENDITURE SUMMARY 2,055 2,055 2,815 2011-2012 2012-2013 2012-2013 2013-2014 2,500 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Insurance 1,301,440 1,609,601 1,611,101 Personnel Services 146,610 239,201 236,117 323,804 Operations 10,150,12911,147,066 64,438 11,433,716 12,300,119 DEPARTMENTTOTAL $ 10,296,739 $ 11,386,267 $ 11,669,833 $ 12,623,923 44,196 Workers Comp Premium 122,902 162,639 162,639 179,680 Post -Employment Funding Expense 900 900 PERSONNEL SUMMARY City of Allen 211 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET FULLTIME Risk Administrator 1 1 1 1 Risk Specialist 0 1 1 1 Human Resources Analyst 1 1 1 0 Senior Human Resources Analyst 0 0 0 1 Benefits Specialist 0 0 0 1 TOTAL FULL TIME 2 3 3 4 DETAILEXPENDITURE 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 103,710 161,711 162,004 214,571 Longevity 120 280 280 376 Overtime - 250 250 250 FICA 7,294 12,397 11,071 15,861 TMRS 14,613 22,679 22,655 30,092 Worker's Compensation 74 205 176 215 Health Insurance 19,082 38,623 36,744 58,088 Dental Insurance 1,254 2,302 2,335 3,508 Long -Term Disability 243 388 252 364 Life Insurance 122 189 177 244 Flexible Spending 98 177 173 235 SUBTOTAL $ 146,610 $ 239,201 $ 236,117 $ 323,804 Training/Travel/Mileage 2,433 4,420 4,420 5,615 Dues & Subscriptions 1,231 2,055 2,055 2,815 Printing & Reproduction - 2,500 2,500 2,500 Fuel - - 750 2,000 Insurance 1,301,440 1,609,601 1,611,101 2,023,728 Release of Claims Exp 11,516 50,000 80,000 50,000 Immunizations 64,438 78,000 78,000 78,000 Risk Management Expenses 9,140 43,566 42,566 44,196 Workers Comp Premium 122,902 162,639 162,639 179,680 Post -Employment Funding Expense 900 900 900 1,168 City of Allen 211 FY2014 Budget TOTALE%PENSES $ 10,296,739 $ 11,386,267 $ 11,669,833 $ 12,623,923 NO CAPITAL ITEMS City of Allen 212 FY2014 Budget EXPENDITURE DETAIL -CONTINUED 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BLIDGET OPEB Trust Expense 325,000 325,000 325,000 220,000 Health & Dental Claims 8,055,105 8,595,035 8,845,035 9,364,167 Workers Comp Claims 204,932 210,000 210,000 220,000 General Supplies 261 750 1,500 1,000 Vehicle Maintenance - - 250 500 Professional Services 50,831 62,600 67,000 104,750 SUBTOTAL $ 10,150,129 $ 11,147,066 $ 11,433,716 $ 12,300,119 TOTALE%PENSES $ 10,296,739 $ 11,386,267 $ 11,669,833 $ 12,623,923 NO CAPITAL ITEMS City of Allen 212 FY2014 Budget PROJECTED FUND BALANCE 10/1 CITY OF ALLEN 2012-2013 2012-2013 2013-2014 EXPENDITURES ECONOMIC DEVELOPMENT CORPORATION FUND BUDGET AMENDED BUDGET $ 5,301,820 $ REVENUES AND EXPENDITURES BY FUNCTION 3,782,184 5,213,223 6,906,213 5,290,429 FISCAL YEAR 2013 - 2014 1,596,128 1,594,515 1,594,515 1,595,440 2011-2012 2012-2013 2012-2013 6,807,738 2013-2014 REVENUE ACTUAL BUDGET AMENDED BUDGET Operating Revenues Sales Taz 7,396,803 7,936,189 8,092,046 8,479,547 TOTAL OPERATING REVENUES $ 7,396,803 $ 7,936,189 $ 8,092,046 $ 8,479,547 Non -Operating Revenues Interest 37,742 21,800 40,000 40,000 Other Reimbursements 1,824 - 1,635 - Equity Transfer In 1,471,422 TOTAL NON-OPERATING REVENUES $ 1,510,988 $ 21,800 $ 41,635 $ 40,000 TOTAL REVENUES $ 8,907,791 $ 7,957,989 $ 8,133,681 $ 8,519,547 PROJECTED FUND BALANCE 10/1 2011-2012 2012-2013 2012-2013 2013-2014 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET $ 5,301,820 $ Operations 3,782,184 5,213,223 6,906,213 5,290,429 Debt Service 1,596,128 1,594,515 1,594,515 1,595,440 TOTAL EXPENDITURES $ 5,378,312 $ 6,807,738 $ 8,500,728 $ 6,885,869 PROJECTED FUND BALANCE 10/1 $ 5,668,867 $ 5,301,820 TOTAL PROJECTED REVENUES 8,133,681 8,519,547 TOTAL PROJECTED EXPENDITURES (8,500,728) (6,885,869) PROJECTED FUND BALANCE 9/30 $ 5,301,820 $ 6,935,498 City of Allan 213 FY2014 Budget CITY OF ALLEN ECONOMIC DEVELOPMENT DIVISION 500-0000 Allen City Council AEDC Board of Directors Director 1 Senior Administrative Assistant i intern Assistant Director Economic Development .25 1 Specialist 1 City of Allen 215 FV2014 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 4. Continue to target prospects to achieve City goals for company recruitment and business retention • Structured a partnership with Sentinel Capital for the development of 468,000-sf of office space on AEDC-owned land in Millennium Tech Park. The company plans to construct 4 buildings of 3-4 stories with a central parking garage and corporate amenities. • Recruited a new division of Experian Information Solutions, incentivizing the company to expand and add 200-300 new jobs and increase their employment to approximately 1,000 in Allen. This expansion included a $6 million capital investment and also lead to an extension of the company's lease for 30 years. • Recruited the Regional Headquarters for the Cooking Solutions Group of Standex International to locate into 21,000-sf in Twin Creeks Business Center and invest over $1 million. The company signed a 7 -year lease and initially relocated 45 jobs, planning to grow to 65 jobs within 3-4 years. • Recruited Lewis & Ellis, a premiere actuarial firm, to locate 50 employees and sign a 7.5 -year lease for 15,000-sf. • Recruited Trintas, a credit card processing firm, to locate 30 employees into 20,000-sf in Allen Station Business Park and sign a 5.5 -year lease. The company plans to expand and add significant employment within 2-3 years. • Worked with developers and brokers to promote hotel and office construction in Allen Central Park. • Facilitated the recruitment of Billings Productions, a premier manufacturer of ammatronic dinosaurs. • Assisted FfK Construction in relocating 20-30 jabs and purchasing a 35,000-sf building on Prestige Circle. • Assisted Mascot Construction in purchasing buildings and land adjacent to the Twin Creeks Golf Course on McDermott for the construction of an office park to support small tenants. 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 4. Continue to target prospects to achieve City goals for company recruitment and business retention • Work in partnership with Sentinel Capital to development office buildings on AEDC-owned land. • Work in partnership with a selected developer to develop mid -rise, class "A" office buildings in Allen Central Park and recruit a full service conference center hotel to locate in the 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. • Target specific office product types for development and continue to achieve goals foroffice development. • Target Medical Device companies and venuesto network with industry sector for recruitment to Allen. • 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 and international site selectors and real estate brokers through marketing events and membership in organizations such as Corenet, NAIDP, ICSC, and NTCAR. • Work with developers and end users to develop additional data center(s) on land located near transmission lines. • Assist in implementing a transportation program to bring the retail and hospitality workforce to Allen. • Provide targeted training to ensure Allen has a workforce to support the Allen business community. • Coordinate with AISD, Collin Community College, to explore workforce and educational development issues City of Allen 216 FY2014 Budget PERSONNEL SUMMARY EXPENDITURE 2012-2013 2012-2013 2013-2014 Intern 2011-2012 2012-2013 2012-2013 2013-2014 FULLTIME ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 1 1 1 1 Personnel Services 381,116 495,497 459,276 490,278 Operations 3,401,068 4,717,726 6,446,937 4,800,151 Debt Service 1,596,128 1,594,515 1,594,515 1,595 440 DEPARTMENTTOTAL 5,378,312 6,807,738 $ 8,500,728 6,885,869 TOTAL FULL TIME PERSONNEL 4 4 4 PERSONNEL SUMMARY 2011-2012 2012-2013 2012-2013 2013-2014 Intern ACTUAL BUDGET AMENDED BUDGET FULLTIME TOTAL PART-TIME 0.25 0.25 0.25 0.25 Director 1 1 1 1 Assistant Director 1 1 1 1 Economic Development Analyst 1 1 0 0 Economic Development Specialist 0 0 1 1 Sr. Administrative Assistant 1 1 1 1 TOTAL FULL TIME 4 4 4 4 PARTTIME 2012-2013 2012-2013 2013-2014 ACTUAL Intern 0.25 0.25 0.25 0.25 329,066 TOTAL PART-TIME 0.25 0.25 0.25 0.25 Salaries Longevity Overtime FICA TMRS Worker's Compensation Health Insurance Dental Insurance Long-term Disability Life Insurance Flexible Spending Car Allowance Relocation Expenses Training & Travel Dues & Subscriptions Mileage Telephone EXPENDITURE DETAIL 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET 273,469 353,362 329,066 350,716 884 284 700 796 12,366 10,000 13,500 10,000 21,632 27,514 25,772 26,871 36,171 48,875 45,289 49,079 187 400 380 304 21,897 44,595 34,622 42,045 1,863 2,876 2,768 3,287 511 823 505 516 434 592 612 605 59 176 62 59 3,350 6,000 6,000 6,000 8,293 SUBTOTAL $ 381,116 $ 495,497 $ 459,276 $ 490,278 18,592 16,000 25,000 25,000 71,641 77,000 62,000 77,000 4,260 5,000 5,000 5,000 1,727 4,500 5,500 5,500 City of Allen 217 FY2014 Budget Insurance Postage & Freight Rentals & Leasing Travel Meetings General Supplies Small Tools & Minor Equipment Landscape & Forestry Audit Fees Consulting Services Professional Services Copier Service Arbitrage Rebate/Calc Port -Employment Funding Expense Economic incentive Grants Marketing Donation DEBT PAYMENTS Debt Retirement - Principal Debt Retirement - Interest NO CAPITAL ITEMS 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET 5,500 5,500 5,500 5,500 1,738 2,500 2,500 2,500 86,755 86,868 86,868 86,500 24,201 28,000 32,000 32,000 18,403 20,000 22,000 22,000 18,110 10,000 10,000 10,000 - 5,500 5,500 5,500 9,226 15,000 12,000 12,000 8,527 8,407 7,841 8,407 20,231 35,000 30,000 35,000 115,947 123,501 123,501 125,370 6,330 8,000 6,500 6,500 2,400 2,400 2,400 2,400 1,912 1,912 1,912 585 2,695,624 3,950,138 5,688,415 4,010,889 289,329 310,000 310,000 320,000 615 2,500 2,500 2,500 SUBTOTAL $ 3,401,058 $ 4,717,726 $ 6,446,937 $ 4,800,151 800,000 820,000 820,000 845,000 796,128 774,515 774,515 750,440 SUBTOTAL $ 1,596,128 $ 1,594,515 $ 11594,515 $ 1,595,440 TOTAL EXPENSES 5,378,312 6,807,736 8,500,728 6,885,869 City of Allen 218 FY2014 Budget CITY OF ALLEN COMMUNITY DEVELOPMENT CORPORATION FUND REVENUES AND EXPENDITURES BY FUNCTION FISCAL YEAR 2013-2014 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET Unrestricted Fund Balance 888,514 1,790,089 1,855,516 3,203,559 Restricted Fund Balance 8,207,690 10,629,348 1,487,874 4,568,806 Debt Service Reserve 856,463 855,368 854,636 854,634 BEGINNING FUND BALANCE $ 9,952,667 $ 13,274,805 $ 4,198,026 $ 8,626,999 REVENUES 854,636 855,368 854,636 854,634 Sales Tax 7,396,803 7,936,189 8,092,046 8,479,547 Interest On Investments 38,136 39,990 28,000 28,000 TOTAL REVENUES $ 7,434,939 $ 7,976,179 $ 8,120,046 $ 8,507,547 TOTALAVAIIABLE $ 17,387,606 $ 21,250,984 $ 12,318,072 $ 17,134,546 2011-2012 2012-2013 2012-2013 2013-2014 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Operations 1,290,772 738,937 739,953 603,515 Debt Payment 2,952,008 2,951,118 2,951,118 2,952,836 Capital Projects 8,946,800 2,780,932 3,080,932 4,766,550 Prior Years Project Commitments 1,487,874 10,629,348 1,487,874 4,568,806 Debt Service Reserve 854,636 855,368 854,636 854,634 TOTAL EXPENDITURES $ 15,532,090 $ 17,955,703 $ 9,114,513 $ 13,746,341 UNRESTRICTED FUND BALANCE $ 1,855,516 $ 3,295,281 $ 3,203,559 $ 3,388,205 City of Allen 219 FY2014 Budget CITY OF ALLEN COMMUNITY DEVELOPMENT CORPORATION DIVISION 504-0000 No Personnel in this Department City of Allen 221 FY2014 Budget Formed in 1996 by the voters of Allen, the Allen Community Development Corporation (CDC) receives funds from the Type 8 half -cent sales tax for community development projects. The Allen City Council appoints the seven -member board. The CDC identifies and authorizes projects to be funded by the tax. Expenditures are subject to the provisions of the Development Corporation Act of 1979 and local Government Code, Title 12, Subtitle C3. 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 S. Plan for the design and construction of needed City Parks and Recreation Facilities • Funded "Sham the Road" bicyclist signs • Funded trail development and enhancement • Funded Allen Station Park (ASP) spectator upgrades, lights and artificial turf • Funded advertising monitors • Funded Phase 2 of a security camera upgrade • Funded driving range lighting at The Courses at Watters Creek • Funded a Ford Park lighting system • Funded bleachers at Ford and Jupiter parks • Funded a two -ton fertilizer spreader, stump grinder, dump trailer, combinator and a small equipment lift • Funded several Allen Event Center capital projects • Funded a new Senior Center bus • Provided funding for the 2013 Allen USA Celebration Goal 4. Sionify, enhance and communicate Allen's identity to the region and the nation. Strategy S. 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 $4,926,550 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 Fanner Recreation Center Office Construction, Partition & Blinds o Don Rodenbaugh Natatorium Locker Rooms, Partition & Sound System o Allen Event Center Dasher Boards, Music Playback, Outdoor Storage o Celebration Park Sprayground 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 Windddge 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 Acousfic Baffles o Recreation LED Signs o Allen Senior Recreation Center Sound System o Allen USA Celebration 2014 o Heritage Village City of Allen 222 FY2014 Budget CAPITALOUTLAY Capital Projects 8,946,800 2,780,932 3,080,932 4,766,550 Prior Year Project Commitments 1,487,874 10,629,348 1,487,874 4,568,806 EXPENDITURE 854,636 854,634 SUBTOTAL $ 11,289,310 $ 14,265,648 $ 5,423,442 $ 30,189,990 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGCT AMENDED BUDGET CLASSIFICATION Operations 1,290,772 738,937 739,953 603,515 Debt Payment 2,952,008 2,951,118 2,951,118 2,952,836 Capital 11,289,310 14,265,648 5,423,442 10,189,990 DEPARTMENTTOTAL $ 15,532,090 $ 17,955,703 $ 9,114,513 $ 13,746,341 NO PERSONNEL IN THIS FUND EXPENDITURE DETAIL 2011-2012 2012-2013 2012-2013 2013-2014 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENDITURES Advertising 303 4,120 4,120 4,120 Meetings & Receptions 526 3,090 3,090 3,090 Miscellaneous Operating Expense 1,605 2,472 2,472 2,472 Audit Fees 8,527 8,407 7,807 8,407 Attorney Fees - 515 515 515 Arbitrage Rebate/Calc 2,815 1,710 2,400 2,400 Economic Grant Expense 981,996 413,623 414,549 492,511 Board Discretionary Project 295,000 305,000 305,000 90,000 SUBTOTAL $ 1,290,772 $ 738,937 $ 739,953 $ 603,515 DEBT PAYMENTS Debt Retirement -Principal 1,005,000 1,045,000 1,045,000 1,090,000 Debt Retirement -Interest 1,947,008 1,906,118 1,906,118 1,862,836 SUBTOTAL $ 2,952,008 $ 2,951,118 $ 2,951,118 $ 2,952,836 CAPITALOUTLAY Capital Projects 8,946,800 2,780,932 3,080,932 4,766,550 Prior Year Project Commitments 1,487,874 10,629,348 1,487,874 4,568,806 Debt Service Reserve 854,636855,368 854,636 854,634 SUBTOTAL $ 11,289,310 $ 14,265,648 $ 5,423,442 $ 30,189,990 TOTAL EXPENDITURES 15,532,090 17,955,703 $ 9,114,513 13,746,341 City of Allen 223 FY2014 Budget CAPITAL EXPENDITURES LIST 2013-2014 BUDGET CONSTRUCTION Trail Development and Enhancement $ 500,000 DR Natatorium - Locker Rooms, Partition & Sound System 285,900 Celebration Park - Sprayground Repair and Upgrade 122,650 Old Stone Dam Gabion Repair 486,000 Windridge Neighborhood Park 280,000 Allen Station Park - Field #4 Reconstruction 350,000 Allen Station Park - Field #5, Turf Equipment & Bleachers 165,000 The Orchards Neighborhood Park 350,000 Ford Pool Concept Plan and Design 100,000 Joe Farmer Office Construction 68,000 Event Center Dasher Boards, Music Playback & Outdoor Storage 217,000 ACIR Acoustic Baffles 17,000 The Edge at Allen Station Restroom Partitions 8,000 Senior Center Sound System 15,000 Hillside Play Area Design 50,000 "Share the Road" Bicyclist Signs 50,000 Recreation LED Signs 102,000 Heritage Village 116001000 TOTAL CAPITAL 4,766,550 Note: The Board Discretionary Projects line item includes $90,000 for the Allen USA Celebration. This amount is transferred to the General Fund. City of Allen 224 FY2014 Budget CITY OF ALLEN City of Allen, Texas Capital Improvements FY 2013-2014 Public Works Government Parks Utilities City of Allen 225 FY2014 Budget CAPITAL PROJECTS The City's five-year Capital Improvement Program represents the Capital Budget for 2014 and is a financial plan for infrastructure and other improvements through 2018. 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 $27.96 million is allocated to spend on capital projects in FY2014. 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. $425,000 is allocated for facility upgrades including energy efficient lighting retrofit and security upgrades for Fire Stations 3 and 4. Appropriations for the renovation of existing Fire Station 2 are estimated at $250,000 for FY2014. Public Art. $465,000 is anticipated for construction of public art projects. Parks and Recreation Funding of $6.7 million is provided in FY2014 for various parks projects. The majority is allocated for community parks and trail development, including the installation of artificial turf at Allen Station Park, and development of the Cottonwood Creek Trail. $1.5 million is set aside for community park land acquisition. Public Works Streets Approximately $14.7 million is allocated for street projects. $4.5 million is for construction from Alma through Stacy on Ridgeview Drive. Funding for construction of four lanes from Greenville to FM1378 on Stacy Road known as phase 2 is approximately $4 million. The project is 80% funded by TxDOT; the remainder of funding is from the City, Collin County, and the Town of Fairview. Exchange Blvd. widening from a 4 -lane divided roadway to 6 - lanes from Alma to Allen Heights is approximately $2.64 million for FY2014. City of Allen 226 FY2014 Budget Drainage. $486,000 is allocated for the repair of the gabion walls at the Allen Old Stone Dam site. The funds are sourced from a CDC grant. Additionally, $200,000 is estimated for un -programmed city drainage improvements. Street Maintenance. $800,000 is appropriated for routine replacement of street and alley failure locations throughout the city. Water and Wastewater US 75 Lift Station and 12" Force Main: $3 million for a lift station and 12" force main providing sewer service along US75 north of the Premium Outlet Mall. Water Line and Sewer Main Reolacements7 Estimated at $1.25 million for water lines, and $1.25 million for sewer mains. City of Allen 227 FY2014 Budget RELATIONSHIP BETWEEN OPERATING AND CAPITAL BUDGETS The City's operating and capital projects budgets are closely linked. The capital budget is a multi-year financial plan of the capital improvement program (CIP) for the acquisition, expansion, or rehabilitation of infrastructure, capital assets, or productive capacity of City Services. Revenues for the capital budget come from bond sales, intergovernmental revenues, 4a/4b sales taxes, development fees, and some current operating revenues. The capital improvement program, unlike the operating budget, is a five-year plan. The plan is reviewed and projects are reprioritized on an ongoing basis. Impact of Capital Projects on the Operating Budget Capital projects impact the operating budget in several ways. First, since the City is committed to systematically investing in infrastructure (Strategic Goal #5), each year funds are set aside in the operating budget to provide cash financing toward some projects. Also, the City must generate enough operating revenues to cover any payments for General Obligation and Revenue debt incurred for long -tens 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 $22.2 million. Operating Capital Budget Budget $174.3m $28.Om $22.2m Cash Financing and Debt Service Debt service payments and cash financing for projects comprise $21.53 million of this total. The debt service payments are $18.36 million; of this amount, $12.23 million is for General Obligation debt, and $6.13 million is for Revenue debt. Budgeted transfers from operating funds to the Capital Projects funds are $3.17 million, and include: Water and Sewer Proiects: $2,870,000. Of this total, $2,500,000 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 of maintenance needs. Solid Waste Proiects: $300,000 is allocated for major alley repairs. City of Allen 228 FY2014 Budget Other Operating Costs In addition to cash financing and debt service, the increases in operating costs in the FY2013-2014 budget related to the CIP totals approximately $642,000. These are listed below by project type. Increases are stated in comparison to the FY2013 revised budget. Facilities: Approximately $86,000 was added to the budget for FY2014 in personnel cost to support application and technology upgrades. Pavina. Drainaae, and Sicnalization Proiects: The impact in this category is an increase of about $51,000. This includes approximately $41,000 for maintenance related to street lights, traffic signals, and street markings, and about $10,000 in the areas of street sweeping and drainage system maintenance. 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 Proiects: The City continues to allocate resources for meter replacement. For FY2014, $385,000 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 FY2014 through FY2018 is on the following pages. City of Allen 229 FY2014 Budget CITY OF ALLEN CAPITAL PROJECTS EXPENDITURE SUMMARY (in 000's) TYPE Major 5,501 $ Project $ 400 $ - $ - $ - $ Total CATEGORY Funding $ 300 Estimate Projected Projectetl Projected Projected Projected Project PROJECT Sources) fru FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Budget Government Roale0 Creek Community Arts Park GO Bontls, OMer $ - $ 400 $ 3,100 $ - $ - $ - $ P.Mc An GO Bonds $ 925 $ 465 $ $ - $ $ $ 1,390 Peds Security Camera Arta Subtotal $ 925 It 465 $ f f $ f 1,390 Public Safety 1,250 Allen Station Park Upgrades 4 41, Taxes $ - $ 145 $ - $ - $ - It Fire Station 06 and 145 Ford Pad UptYades 4a/41b Texas $ - S 111 S - S - S - S Equipment GO Bond. $ 59 $ - $ - $ - $ 500 $ 4,775 $ 5,334 Facility Upgrades GO Bonds $ 1,025 $ 425 $ 250 $ - $ - $ - $ 1,700 Municipal Samos Cemex, Joe Farmer Recreation - Phase 11 GO Bolls $ - $ - $ 500 $ 1,500 $ - $ - $ 2,000 Community Parka Land Acquisition GO Bontls $ 5,501 $ 1,500 $ 400 $ - $ - $ - $ 7,401 GO Bands, 4al4b Bonds $ 300 $ 200 $ 630 $ - $ $ $ 1.130 West Allen Athletic Complex Texas $ 100 $ 400 $ 5,500 3 - $ - $ - It 6,000 Roale0 Creek Community Environmental Discovery Park GO Bontls, OMer $ - $ 400 $ 3,100 $ - $ - $ - $ 3,500 Allen Station Park Artificial $ 50 $ 450 $ - $ - $ - $ - It 500 Peds Security Camera Turf Phase 4 41, Texas $ - $ 1,250 $ - $ - $ - $ - $ 1,250 Allen Station Park Upgrades 4 41, Taxes $ - $ 145 $ - $ - $ - It - $ 145 Ford Pad UptYades 4a/41b Texas $ - S 111 S - S - S - S - S 111 Trail Development, Phase 3 4al4b Texas $ 198 $ 500 $ 500 $ 500 $ 500 $ 500 $ 2,698 Cottonwood Creek 4al4b Taxes. Neighborrood Ped O ,Ib Taxes, GO Development Bonds $ 300 $ 200 $ 630 $ - $ $ $ 1.130 Neighborhood Pale Subtotal f 300 $ 200 $ 630 $ $ If if 1,130 Pad Facilities Environmental Discovery Center GO Bonds $ 50 $ 450 $ - $ - $ - $ - It 500 Peds Security Camera System, Phase 2 "Ath Taxes $ - $ 250 $ - $ - $ - $ - It 250 Allen Event Center Improvements 4al4b Taxes $ - $ 217 $ - $ - $ - $ - $ 217 COC Capital Projects -Other 4al41h Taxes It - $ 341 $ 792 $ - $ - $ - $ 1,133 Joe Farmer Recreation - CenterExpansbn GO Bands $ - $ - $ 600 $ 1,000 $ 5,400 $ - $ 7,000 48146 Taxes, GO Ford Pod Redevelopment Bolla $ It 100 $$ - $ 7 000 $ $ 7100 Pad Facilities Subtotal It 50 f 1,356 6 1 392 $ 1 000 $ 12400 6 f 16.200 Traffic Central Business District (CBD) Dev. Contr., GO CBD Streets and Bonds, Oper, Infrastructure Revenues $ $ 135 $ 1,076E 725 E $ $ 1,936 Central Business DistrictSubtotal f $ 135 $ 1,070 E 72$ $ $ $ 1,936 Cityof Allen 230 FY2014 Budget Drainage City Drainage GO Bonds $ - $ 200 $ 200 $ 100 $ - $ - $ 500 Allen Stone Dam Gabon Gino, Revenues, Interchange Bontls $ Median Landscaping I $ 4p44 Lighting (various locations) GO Bonds $ Exchange Widening - Alma Intergov., GO Repair 4a/4b Taxes $ 60 $ 486 $ $ $ $ $ 546 (Greenville and Angel) Drainage Subtotal $ 60 $ 686 $ 200 S 100 $ $ S 1,046 Street Maintenance Other, GO Bonds $ Flashing Yellow Arrow $ - Conversion Program Fees $ Signalead Intersection - $ 208 - $ 40 Street and Alley Oper. Revenues, - $ - $ - $ 340 18 $ - $ 74 $ - FM 2551 (Angel Parkway)- Intergov., Main Street to Parker Road Developer Conlr. $ - InteMov., GO Ridgeview Drive (Alma Bonds, Oper. through Stacy) Rev.. Other $ Stacy Road Phase II Intergov., GO (Greenville to FM 1378) Bonds, Other $ Ridgeview and US 75 Intergov, , GO Interchange Bontls $ Median Landscaping I $ 4p44 Lighting (various locations) GO Bonds $ Exchange Widening - Alma Intergov., GO to Allen Heights Bonds, Other $ Bray Central 8 Waftere - $ 2,750 Signal Other $ Chaparral Road Streetlights Other $ Stacy Traffic Signals $ 290 (Greenville and Angel) Other $ $ - $ Intergov., GO 1,856 Bonds, Oper. Ridgeview Drive (Watters to Rev., 4a/4b Taxes, US 75) Fees $ Bray Central Widening Other, GO Bonds $ Flashing Yellow Arrow $ - Conversion Program Fees $ Signalead Intersection - $ 208 - $ 800 $ 3,359 $ 9,946 $ 7,895 $ - $ 22,000 580 $ 4,499 $ - $ - $ - $ - $ 5.079 15 $ 4p44 $ 16,487 $ - $ - $ - $ 20,546 - $ - $ 2,750 $ 24,660 $ 4,590 $ - $ 32,000 - $ - $ 290 $ 250 $ - $ - $ 540 1,856 $ 2,644 $ - $ - $ - $ - $ 4,500 30 $ 178 $ - $ - $ - $ - $ 208 - $ 40 $ 300 $ - $ - $ - $ 340 18 $ - $ 74 $ - $ - $ - $ 92 927 $ - $ 9,073 $ - $ - $ - $ 10,000 80 $ 780 $ - $ - $ - $ - $ 860 - $ 72 $ 78 $ 78 $ - $ - $ 228 V„Wastewater Oper Revenues, Sewer Main Replacement Other $ 1,998 $ 1,250 $ 400 $ 500 $ 1,000 $ 1,000 $ 6,148 U.S. 75 Lift Station 812' Force Main Fees $ 25 $ 2,975 $ $ - $ $ $ 3,000 Wastewater Subtotal $ 2,023 $ 4,225 $ 400 $ 500 $ 1,000 $ 1,000 $ 9,148 Water Oper. Revenues, Water Line Replacement 011ier $ 1,972 $ 1,250 $ 550 $ 1,000 $ 500 $ 1,250 $ 6,522 Stacy Road Ground Storage #2 Repaint Oper Revenues $ - $ - $ - $ 670 $ - $ - $ 670 Custer Tower and Bethany Operational Tower Repaint Revenues $ - $ - $ 950 $ - $ - $ - $ 950 Rowlett Tower Repaint Opar. Revenues $ - $ - $ - $ - $ 750 $ - $ 750 Automatic Meter Reading Oper. Revenues, Retrofit Fees, Other $ $ $ $ 1,100 $ 1,873 $ 4,000 $ 6,973 Water Subtotal $ 1,972 $ 1,250 $ 1,500 S 2,770 $ 3,123 $ 5,250 $ 8,892 Utilities Total $ 3,995 $ 5,475 $ 1,900 $ 3,270 $ 4,123 $ 6,250 $ 25,013 Grand Total $ 17,171 $ 27,955 $ 48,421 $ 44,299 $ 33,192 $12,825 $183,863 City of Allen 231 FY2014 Budget CITY OF ALLEN CAPITAL PROJECTS IMPACT ON OPERATIONS $ MAINTENANCE (in 000's) Municipal Service Center, Phase Community Parks Projected Projected Projected Projected Projected TYPE CATEGORY PROJECT FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Government Phase $ 50 $ Arts $ - $ - Public Art $ $ 74 $ 76 $ 78 $ 80 - $ Arts Subtotal $ $ 74 $ 76 $ 78 $ 80 Public Safety $ 48 Rowlett Creek Community Park Municipal Service Center, Phase Community Parks Park Facilities Environmental Discovery Center $ - $ 25 $ 90 $ 74 $ 78 Ford Pool Redevelopment $ - $ - $ - $ - $ 27 Joe Farmer Recreation Center 50 Grand Total $ 761 $ 1,638 $ 3,256 $ 3,429 $ 3,859 City of Allen 232 FY2014 Budget Allen Station Park Artificial Turf Phase $ 50 $ - $ - $ - $ - Land Acquisition $ - $ 44 $ 45 $ 46 $ 48 Rowlett Creek Community Park $ - $ - $ 378 $ 447 $ 460 West Allen Athletic Complex $ $ $ 544 $ 539 $ 555 Community Parks Subtotal $ 5o $ M $ 967 $ 1,032 $ 1,063 Greenbelt Cottonwood Creek Trail/HPP $ - $ 24 $ 24 $ 27 $ 27 Trail Development, Phase 3 $ $ 66 $ 128 $ 121 $ 151 Greenbelt Subtotal $ $ 92 If 152 $ 148 $ 178 Neighborhood Neighborhood Park Parks Development $ $ 243 $ 215 $ 221 $ 230 Neighborhood Parks Subtotal $ - $ 243 $ 215 $ 221 $ 230 Park Facilities Environmental Discovery Center $ - $ 25 $ 90 $ 74 $ 78 Ford Pool Redevelopment $ - $ - $ - $ - $ 27 Joe Farmer Recreation Center 50 Grand Total $ 761 $ 1,638 $ 3,256 $ 3,429 $ 3,859 City of Allen 232 FY2014 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 increase from 0.140879 in FY2014 to 0.149499 in FY2015 due to approximately a $10 million issuance in FY2014. The debt rate will then gradually decrease over the next two years to 0.135029 in FY2017, 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 several years, the portion of the tax rate dedicated to debt would remain between approximately 24% and 28%, 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 FY2017 ranges from 4.0% to 4.6%, based upon general 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 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. 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 10% for sewer services. In order to promote water conservation, the irrigation rates are projected to increase 7% per year for the next four years. Adequate revenues are projected to meet ongoing operational cost increases, to provide funding for water and sewer infrastructure improvements, and to provide for existing debt service. No new debt is planned to be issued in the near future for water and sewer projects. Included in the rate study was a population growth factor that was consistent with the City's long-range Comprehensive Plan. The water and sewer bond covenants stipulate a debt coverage ratio of 1.2 times the annual debt service for the fiscal year on all outstanding bonds. Over the next four years, the coverage ratio is expected to range from 2.70 to 4.31 according City of Allen 233 FY2014 Budget to the rate model. 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. 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 over the next several years. The remaining authorized but unissued G.O. Debt is $20.73 million from the 2007 election and $16.685 million from the 2002 election. During the next three years the plan is to issue: FY2014-$10.55 million, FY2015-$6.18 million and FY2016-$4.0 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 several years will be between 24% and 28%. 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 Custer Road pump station and storage project in FY2007, the City has had adequate storage tanks and water towers in place. The Hillside Water Tower replacement project is complete. It was primarily cash funded and had supplemental funding from Economic Development Corporation (EDC) sales tax revenue bond proceeds. The Hillside Water Tower had been the oldest water tower in the City and needed to be replaced. The replacement water tower increased the system capacity by 1,500,000 gallons and will essentially provide for future growth as the City reaches build out in population and commercial development. The US 75 Highway Waterline Replacement project is also partially cash financed from water and sewer revenues and EDC sales tax revenue bonds proceeds. 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 4.31 as mentioned above. City of Allen 234 FY2014 Budget Balance Gamed Forwerd Ad valorem tax Delinquent Collectins Penalty 8 interest Investment earnings Rollback Taxes Refunding BgrM Pmce.da Net Premium Transfer from 011ier Fds TIF Properly Tax offset Misq Tax Revenue Total Revenues Total Revenue Sources Total Resources Available ENearditures Commission 8 refunding exp Bend Princt l Borg Interest CO Principal CO Interest Refunding Band savings Refunding amount to escrow agent Total Expers iture i Fund Balance at Year -End Revenues Over/(Under) Expenditures Reel requirement (10% arm M): Beg FIB meets reserve req: Amt. war (under) requirement Reserve requirement (5%anon DIS). Beg FIB meets reserve req. Amt. over (under) requirement. Debt portion of tax rate: Debt % of tax to: M80 potion of tax rata: Total tax rale: City of Allen Debt Service Fund Actual Revised Proposed Estimated Estimated Estimated! 2012 2013 2014 2015 2016 2017 925,812 537,520 902,940 959,889 968,359 952,095 11,158079 11,757,288 11,785,860 12,911,052 12,920,049 12,718,517 15,602 131,138 51,083 ful 81,600 83,593 3%508 4 1,905 43,502 45,189 45,220 44,515 44,854 45,000 45,000 45,000 45,000 45,000 10,400 13,948000 2,296,042 500,000 500,00 508000 208000 - - (152,E57) (144,774) (143,032) (150,184) (157,693) (165,577) 27,849.528 12,333,537 12,295,413 13,115,612 12,817,177 12,708 047 28775.340 12,871,057 13,198,353 14,075,501 13,886,536 13,1558.141 28,775.340 12,871,057 13,198,353 14,075,501 13,886,536 13,658,141 183,386 7,800 7,800 8.400 9,000 91600 7,385,000 7,695,000 8,085,000 8,094287 6,990454 8,789,906 4,255,133 3,957,264 3,837,184 3,935,184 3.868758 3,834.699 240,000 260,000 270,000 40,000 40,000 45,000 124,318 48,63 38,480 28,270 26,230 24,150 16,050,003 26.237.820 11,968,117 12,238,464 13,106,142 12,934,441 12,703,354 537,520 802,940 959,889 969,359 952,095 954787 (388.292) 365,420 56,949 9,471 (17,265) 2,692 1,200,445 1,198032 1,223,066 1,309,774 1,292,544 1,269,375 No No No No No No (274,633) (658,512) (320,127) (349,886) (323,185) (317,281) 800,223 598,016 611,533 654887 646,272 634,688 Yes No Yee Yee Yea Yee 325,589 (60,496) 291,406 305,002 323,087 317,407 0.147672 0.146942 0.140879 0.149499 0.142979 0.135029 26.70% 26.62% 25.61% 27.10% 26.00% 24.55% 0.405328 0.405050 0.409121 0.400501 0.407021 0.414971 0.55300 0.55200 0.55000 0.55000 0.55000 0.55000 City of Allen 235 FY2014 Budget City of Allen General Fund City of Allen 236 Fy2014 Budge Actual Revised Proposed Estimator Estimated Estimated ;9]F 2200.3 31 2015 2016 2017 Beginning Fund Balance 15,628,347 16,228,048 16,092,048 16,240,702 15,118,900 13,425,841 Revenues Ad valorem taxes 3,403,712 32,529,203 34,112,693 34,619,021 36,829,060 39,155,560 Sales tax 14,623,992 16,024,240 16,822,299 16,988383 12,802,242 18,435,944 Franchise tax 6,150,420 61 6,831,834 6960471 21102,840 2,249,992 Licensed and permits 1,075,212 1,660,100 1,080,800 2,065,080 1,927,716 1,91 Charges for services 9,852,902 201 11,399,618 11,624,548 11,907,550 12,145,260 Fines 1,650,522 1,23$285 1,859,625 1,89,818 1,91 1,923,449 Contributions 831,266 81 866,092 913,332 91 91 Miscellaneous 200,412 693,695 236,381 243,255 246,126 253,094 Interest earnings 183.952 161,250 163,250 162,025 120,366 123,223 Reimbursements 1,021,150 1,194'65 91 1,080,608 1,104,692 1,129,381 Transferrin 5,451,660 5,352,220 5,221,488 5,233,612 4,245,928 4,258,592 Total Revenues $7 22045259 5 26,891895 $ 80464,885 5 82350158 84,715,432 $ 88,165,826 Total Resources Available $ B>624106 93619,903 $ 91 $ 98594 $ 99,834,336 $ 101,591,666 ExpeMRures Persom.1 ervres 44,652,222 42,710,520 50,491,935 52,01 53,92,301 55,129,420 Operations 20,200,011 24,051,924 24,098,997 24,59,990 25,039,150 25,529,933 Capital 325,844 392,224 322,584 359,584 359,584 359,584 Stat, Furniture Incentive 66,828 SS'0 55,000 - - - VlllageatAllenlncentive 3,124,430 3,591 3,820,890 3,909,599 3,948,695 3,988,182 Cabela's/Andrie s 1'0,000 1,00,000 1,000,000 1,00,000 Operating Transfers Out 993,722 220,968 422,820 444,988 489,838 494,236 Subtotal Expenditures $ 20,913,558 $ 27,522,895 $ 80,312,226 $ 82,324,104 $ $3,409,568 5 85,551,905 Fund balwNe Before New Costs $ 16,260,548 $ 16,092,008 $ 16,244,1010 q,760 $ 16,424,266 $ 16,039,261 NEW Expenditures Cash Finance of OP Projects 32,500 New O&M costs tmm CIP Projects BMart<r PWn SUifiry - - - - - - 540,834 262,022 2,098,034 3(1 2,225034 306,392 New Operational COAs- NewprOgrams/semices - - - 188,860 100,060 108,000 New position costs Ili - - - 244,800 249,696 254,690 New position costs R16 - - - - 244,800 249,696 New Position costs FY12 244,80D Total Expenditures With New Exp, $ 20,946,058 $ 22,522,895 $ 80,312,226 $ 83,425,960 $ 86,408,495 $ 88,982,522 Fund Balance Including New Costs $ 16,228,608 $ 16,09;048 $ 16 244,442 $ 15 118 904 $ 13,425,841 $ 12,609 144 IEddbN ea Overy(OrMer) Exp4MNlnes 1'99,201 16 IMI 152,659 11,125,8031 11,693,0631 (816,696) Reserve requirement 160 aide 11,662,366 12,240,312 13,202,010 $ 13,222,026 10,204,136 14,622,264 Ending F/Bmeesreserve req: Yes Yes Yes Yes No No over tunder)req menet 5,061 3,347,736 3,042,692 1,396,828 (728,2%) (2,018,120) And. p cars operations in reserve, MY 86.1 25A 23.8 66.1 563 51.2 OBM portion of tax rate: 0.405328 0.405058 0.409121 0400501 0.402021 0.414921 Debt porton of tax rate: 0147622 0.146942 0.140879 0.149499 0.1429,4 0,135029 Tax Rate Before CIF. 0.553000 0.5520001 0550000 0.550000 ,550000 0.550000 Add -I O&M tax due to new CIP/IT 0.000000 Orachnotal 0.000000 0009252 0.024051 0.024925 Total tax rete(Ind OP Additional: IS 0353000 $ 0,452060 1 $ 0.550000 $ 0559252 $ 0.520051 $ 0.524925 City of Allen 236 Fy2014 Budge R � R y 1 8 a E 2 2 4 < a 6 a d en 237 FY2014 Budget CITY OF ALLEN Budget and Tax Ordinances ORDINANCE NO. 3169-9-13 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, 2013, AND ENDING SEPTEMBER 30, 2014; 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 2013-2014; 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 $174,318,719, providing a complete financial plan for the ensuing fiscal year beginning October 1, 2013, and ending September 30, 2014, as submitted to the City Council by the City Manager, be, and the more 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, 2013, and ending September 30, 2014. SECTION 2. The sum of $174,318,719 is hereby appropriated for the payment of the expenditures established in the approved budget for the fiscal year beginning October I, 2013, and ending September 30, 2014, 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, 2013, and ending September 30, 2014, 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 2012-2013 are hereby ratified, and the budget Ordinance for fiscal year 2012-2013, 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 240 FY2014 Budget Transfer of appropriations budgeted from one account classification to another account classification within the same department. Transfer of appropriations from designated appropriation from one department or activity to another department or activity within the same fund. Transfers from the General Fund and all other Funds of unexpended appropriations in the amount not to exceed $3,000,000 for the fiscal year 2012-2013 are hereby ratified. SECTION 6. The City Council hereby approves the Capital Improvement Program for 2014-2018, as a plan describing and scheduling capital improvement projects for the City of Allen, and author ues 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 atter foal passage hereof. SECflON 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 COUNCH. OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, ON THIS THE lora DAY OF SEPTEMBER, 2013. APPROVED: Stephen Terme, MAYOR APPROVED AS TO FORM: ATTEST: Peter G. Smith, CITY ATTORNEY Shelley B. George, CM SECRETARY", City of Allen Ordinance Nyt 1611 9-9-13. Page 2 FY2014 Budget ORDINANCE NO. 3170.9-13 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, LEVYING THE AD VALOREM TAXES FOR TRE TAX YEAR 2013 (FISCAL YEAR 2013-2014) AT A RATE OF $055000 PER ONE HUNDRED DOLLARS (SI00) ASSESSED VALUATION ON ALL TAXABLE PROPERTY WITHIN THE CORPORATE LU"FS OF THE CITY OF ALLEN AS OF JANUARY 1, 2013, 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 13, 2013, and August 27, 2013, 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 2013-2014, submitted by the City Manager in accordance with provisions of the City Charter and suite 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 2013 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 $0.55000 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 $0.409121 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 $0.140879 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 4.10 PERCENT AND WILL RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY APPROXIMATELY $4.06. SECTION 1. All ad valorem taxes shall become due and payable on October 1, 2013, and all ad valorem taxes for the year shall become delinquent if not paid prior to February 1, 2014. There shall be no discount for payment of taxes prior to February 1, 2014. A delinquent tax shall incur all penalty and interest authorized by law, to wit: City of Allen 242 FY2014 Budget (a) A penalty of six percent on the amount of the tax for the fust 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, 2014, 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 2013 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 2013 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 atter the date the taxes became delinquent, such penalty to be in the amount of twenty percent (200/6) of taxes, penalty and interest due, pursuant to Texas Property Tax Code Section 33.11. Taxes for the year 2013 and taxes for all future years that remain delinquent on or alta 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 bylaw 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 ere 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 taus provide. DULY PASSED AND APPROVED BY THE CITY COUNCIL OF THE CITY OF AT ILEN, COLLUJ COUNTY, TEXAS, ON TMS THE IOTM DAY OF SEPTEMBER, 2013. APP Stephil Terrell, MAYOR APPROVED AS TO FORM: ATPF.ST: Peter G. CITY ATTORNEY Shelley B. George, CITY�tCT V City of Allen Ordinance' T4 17� 0-9-13. Page 2 FY2014 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 time of the policy; and, WHEREAS, the City Council finds that it is in the best interest of the City to change the maximum percentage of tax 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 becmne effective immediately from and after its passage. City of Allen 244 FY2014 Budget DULY PASSED AND APPROVED BY THE CITY COUNCIL. OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, ON THIS THE 27'" DAY OF SEPTEMBER, 2011. APPROVED: Stephen errell, MAYOR ATTEST: Shelley B. (seorKCITY SECRETARY Resolution No. 3032-9-11(R), Page 2 City of Allen 245 FY2014 Budget CITY OF ALLEN, TEXAS FUND BALANCE, WORKING CAPITAL RESERVE AND DEBT MANAGEMENT POLICY revind September 27, 2011 City of Allen 246 FY2014 Budget PURPOSE The purpose of this document is to establish key elements for the financial stability of the City by setting guidelines for fund balance, working capital reserves and debt management. Adherence to a debt management policy signals to rating agencies and capital markets that a government is well managed and should meet its obligations in a timely manner. Debt levels and their related annual costs are important long- term obligations that must be managed within available resources. It is essential that the City maintain adequate reserves to mitigate financial risk that can occur from unforeseen revenue fluctuations and unanticipated expenditures. To allow for flexibility and guidance, this policy establishes ranges of reserves to make it possible for the City to provide continuous operational services to the public and to issue future debt. Nothing in this policy shall restrict the reserves from exceeding the stated ranges or goals. To ensure stable tax rates, it is essential that the City maintain adequate levels of unrestricted reserves to mitigate current or future risks from revenue shortfalls, economic downturns, unanticipated expenditures and impacts from weather. Furthermore, anticipated cash financing of projects may result in the fund balances and/or working capital reserves to exceed the ranges while funds are accumulated. DEFINITIONS Enterprise Fonds — are used to account for operations that are financed and operated in a manner similar to private business enterprises where the intent is that the costs of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges (i.e. Water and Sewer, Solid Waste). Fund Equity — A fund's equity is generally the difference between its assets and its liabilities. Fund Balance — An accounting distinction is made between the portions of fund equity that are spendable and nonspendable. In accordance with Governmental Accounting Standards Board Statement 54, Fund Balance Reporting and Governmental Fund Type Definitions, the City classifies governmental fund balance into five categories: (1) Nonpendable fund balance — includes amounts that are not in a spendable form or are required to be maintained intact. Examples am 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 247 FY2014 Budget Governmental Funds — are typically used to account for tax -supported activities (i.e. General Fund, Debt Service Fund). Working Capital Reserve — is the excess of current assets over current liabilities. It is the amount of liquid capital needed in the enterprise funds to maintain the flow of capital from cash to inventories to receivables than back again to cash. St4!aIRIU;Tl1fIa9 sIZa)II 114 1) Committed Fund Balance a) The City Council is the City's highest level of decision-making authority and the formal action that is required to be taken to establish, modify, or rescind a fund balance commitment is a resolution approved by the Council at the City's Council meeting. b) The resolution must either be approved or rescinded, as applicable, prior to the last day of the fiscal year for which the commitment is made. The amount subject to the constraint may be determined in the subsequent period. 2) Assigned Fund Balance a) The City Council authorizes the City Manager and/or Finance Director as the official authorized to assign fund balance to a specific purpose as approved by this fund balance policy. 3) Minimum Fund Balance a) General Fund i) It is the goal of the City to achieve and maintain an unassigned General Fund balance that is within a range of 60 to 90 days of annual expenditures. ii) If unassigned General Fund balance falls below the goal or has a deficiency, the City will establish a timeframe and work plan to replenish the fund balance. The work plan may include tax increases, fee increases, reduction of services, and/or reduction of expenditures (i.e. hiving freeze, salary freeze, or reduction of 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 1(Mof 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 248 FY2014 Budget B. 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. The City's Charter (Article V, Section 5.1) states that the City of Allen has the power to borrow money against the credit of the City for any public purpose that is not prohibited by the constitution and laws of the State of Texas. Article XI, Section 5 of the Texas Constitution, applicable to cities of more than 5,000 population states that the maximum tax rate shall not exceed $2.50 per $100 of assessed valuation of taxable property. This policy improves the quality of decisions, provides justification for the structure of debt issuance, identifies policy goals, and demonstrates a commitment to long-term financial planning, including a multi-year capital plan. 1) Capital Improvement Program a) A capital improvement program shall be prepared, submitted to, and approved by the Council annually pursuant to the City Charter, Article N. b) The capital improvement program shall consist of at least a 5 -year priority listing of long term capital projects, accompanied by a financing plan which reflects potential financing options for all projects in the plan, and is supported by the appropriate sources of revenue. The financing plan shall be in accordance with the debt management policies contained herein. c) It is the intent of these policies that authorized projects and associated financings be included as part of an adopted capital improvement program. 2) Debt Issuance Guidelines a) Debt issuance will be utilized by the City only in those cases where public policy, equity and efficient use of limited resources favor debt over other funding methods. Decision criteria considered shall include the following: i) Debt shall be self-supporting whenever possible. Self-supporting debt in this context will either be revenue bonds secured by a specific revenue pledge (i.e., water and sewer revenues) or general obligation debt including certificates of obligation where the debt service will be paid from user fres 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 249 FY2014 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 tern 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 we 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 250 FY2014 Budget vii) Long term debt will not be issued by the City to finance projects for other governmental entities that have the authority to issue tax-free or taxable bonds on their own behalf for those purposes. If the other governmental entities and the City are partners in a project requiring debt issuance, then long term debt issuance by the City may be considered. viii) Assumptions for taxable assessed valuation increases and revenue growth shall be conservative andjustifiable. b) Debt issued for water, sewer and other purposes for which operating and capital needs are supported by user fees, shall first be considered for issuance in the form of revenue bonds, certificates of obligation, or other debt instruments secured by the appropriate user fees. User fees shall be adequate to support operating requirements and revenue bond covenants for each purpose. Certificates of Obligation secured by operating revenues may also need to be secured with property taxes. 41 Debt Issuance Limits and Repayment Schedules a) The City shall use the following limits to guide issuance of debt: i) The City should not allocate mom than thirty five percent (355516) 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 251 FY2014 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 252 FY2014 Budget Demographics WHERE IS ALLEN, _ TEXAS? CITY OF ALLEN City of Allen is located approximately 25 miles north of Dallas, Texas. City of Allen 254 FY2014 Budget CITY OF ALLEN DEMOGRAPHICS 2013.2014 FISCAL YEAR The City of Allen is located in Collin County in North Central Texas and is approximately 12 miles north of Interstate 635 on U.S. 75. 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, and 89,210 as of August 2013. 100,000 60,000 60,000 40,000 20,000 City of AIIen Population Growth 2002 2003 2004 7005 2006 2007 2008 2009 2010 2011 2012 Allen is 25 miles north of Downtown Dallas, on U.S. Highway 75. The City 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 opened in early 2011 and offers Collin County residents a direct route to the DFW International Airport. 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 255 FY2014 Budget 10 City of Allen Assessed Property Valuations 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 In addition to creating jobs, AEDC projects relieve the property tax burden of the individual homeowner. The AEDC has helped complete over 95 projects since its inception that have added over $1.6 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 recruited Andrews Distributing to build a new office, training, and distribution facility in Allen. The 310,000 -square foot facility became fully operational in 2012. The company created 450 jobs in Allen and has invested $45 million in the project. With AEDC assistance, Frontier Communications signed a 10 -year lease for 84,000 -square feet of space at Bethany Drive and U.S. 75, bringing in approximately 450 jobs initially. Frontier employs about 700 people and is expected to invest $6.5 million by the end of 2013. 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. The software firm TelStrat signed a 5 -year lease to relocate its headquarters into over 17,000 -square feet of office space in Allen. The company will initially employ 34 high-tech workers, increasing to 42 over a 5 -year period. With the addition of new tenants such as No Magic, Inc. and the expansion of existing tenants such as KONE Elevators, One Allen Center in Allen Central Park is now over 95% occupied. This 5 -story, Class A office building is located in a premier business park owned by the AEDC in the heart of Allen's business district. The new leases in this building bring hundreds of quality jobs to the City and increases economic activity at Allen's shopping developments. Billings Productions leased 46,000 -square feet on Andrews Parkway and is experiencing a 30 percent annual growth rate. Billings Productions designs and builds animatronic dinosaurs that are exhibited at zoos and museums around the world. The company recently began work on an insect collection and employs 46 people. City of Allen 1 256 FY2014 Budget Two new companies, Bridgemetrics and Standex International, 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. In May 2013, AEDC and Sentinel Capital, LLC announced the planned development of AIIenPlace. This new four building office complex, located on North Central Expressway, will add almost 500,000 square feet of space to the Allen market. Currently the occupancy rate for office space in Allen is about 95%. 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 Cabala's to develop a new store in Allen, to be located directly south of the Village at Allen. Cabala'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 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. AISD opened their new 18,000 seat football stadium, Eagle Stadium, on August 31, 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 257 FY2014 Budget CITY OF ALLEN MISCELLANEOUS STATISTICAL INFORMATION 2013- 2014 FISCAL YEAR Date of incorporation Form of government Area Miles of street Population as of 9/30/2013 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 326 center line miles 89,705 5 110 4,210 1 Police Station 1 Storefront (Allen Premium Outlet Mall) 1 Storefront (Watters Creek) 1 Storefront (The Village at Allen) 170 North Texas Municipal Water District 28,669 14,479,000 gallons 467 linear miles 352 linear miles 108 linear miles 6,013 67 597 acres 621 169 23 20,295 Total Enrollment 17 3 1 1 1 classes held at the High School City of Allen 258 FY2014 Budget CITY OF ALLEN PRINCIPAL TAXPAYERS September 30, 2013 Taxpayer Type of Business Approximate Number of Employees 2013 Taxable Value Percentage of Total Assessed Valuation The Village at Allen LP Mixed use $ 142,468,550 1.70% AT&T Mobility LLC Telephone services Experian 106,167,892 1.27% Watters Creek Owner LLC Mixed use Telecommunications 102,377,049 1.22% Cisco Systems Inc Data Center 670 93,846,280 1.12% AT&T Services Inc Telephone services 1.62% 79,675,121 0.95% Chelsea Allen Development LP Retail Jack Henry & Associates 78,000,000 0.93% Benton Pointe Apartments Inc Apartment Complex Converting and Distribution Services 37,508,492 0.45% Oncor Electric Delivery Company Utilities Provider 198 36,578,985 0.44% BH Settler's Gate Apartments LP Apartment Complex 34,340,292 0.41% TC Village Inc Retail 29 661,674 0.35% Total $ 740,624,335 8.85% Total Assessed Valuation $ 8,373,043 840 MAJOR EMPLOYERS September 30, 2013 Company Product or Service Approximate Number of Employees Percentage of Total Allen Employment Allen Independent School District Education 2,229 8.03% City of Allen Municipal Government 896 3.23% Experian National Data Center 784 2.82% Frontier Communications Telecommunications 700 2.52% Texas Health Presbyterian Hospital Hospital/Medical Offices 670 2.41% PFSweb Information Technology 450 1.62% Andrews Distributing Retail Beverage Distributor 450 1.62% Jack Henry & Associates Information Processing 422 1.52% Graphic Converting Converting and Distribution Services 215 0.77% Quest Medical Medical Equipment Manufacturing 198 0.71% City of Allen 259 FY2014 Budget CITY OF ALLEN Departmental Performance Measures Departmental Performance Measures Performance measurement can be defined as "measurement on a regular basis of the results (outcomes) and efficiency of services or programs." t The ultimate purpose of any performance measure is to provide a quantifiable measure of the results or effectiveness of an action. In the case of measurements in government, they are typically tied to programs and services. By finding quantifiable measures that are tied to the goals of a service, the effectiveness of the program can be judged against the preferred level of achievement, against the program's past performance, and against similar programs in other cities. Performance measures fall into five categories. The first, and most simple, is input measures which shows the amount and kinds of resources assigned to a program. Budgets actually contain input measures when they show divisions of money and personnel. The second category is output, or workload measures that show amount of work performed and services received. Individually, these first two Categories only provide a frame for the activities of a program, but when outputs are examined in terms of the inputs needed to produce them, an efficiency measure is created which is the first real measure of actual performance. Outcome or Effectiveness measures are designed to report the results of a program, especially the quality of the results. "Effectiveness refers to the degree to which services are responsive to the needs and desires of a community." z 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 Harry's book Performance Measunnent ' From the National Center for Public Productivity, Rutgers University City of Allen 262 FY2014 Budget City Administration Website The City of Allen website is maintained by the Public and Media Relations Division 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. 250.000 225,769 228,935 224,403 200,030 20RM 150000 100.000 45,725 50,ow 0 2005 2010 2011 2012 20D est 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 estimated number of page view per month for 2013 based on January through July analytics is 224,403. With the growth of the City close to build -out, it is anticipated that website traffic will become somewhat static from year to year as demonstrated with the traffic numbers for 2011, 2012 and the estimate for 2013. City of Allen 263 FY2014 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 2011 2012 2013 Est. 2014 Pro'. Training Sessions Provided 4 8 6 2 Cubic Feet of Eligible Records 100% 100% 100% 100% Destroyed 450 500 0 800 Cubic Feet of Records Microfilmed 10 4 0 4 Number of Commercial Building 4,000 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 2011 2012 2013 Est. 2014 Proj. Percentage of Open Records Requests Responded to within 10 100% 100% 100% 100% days City of Allen 264 FY2014 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 2011 2012 2013 Est. 2014 Proj. Number of Blue Star Flag 2,581 3,498 0 3,500 Presentations 2 3 1 2 Number of Proclamations 18 14 18 15 Presented at Council Meetings 5.7% 3.7% 0% 7% Number of Citizen Recognitions Presented Outside of Council 50 28 30 30 Meeting 100% 100% 100% 100% 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 2011 2012 2013 Est. 2014 Pr . Percentage of Newly Appointed 2,581 3,498 0 3,500 and Reappointed Board Members $8,378 $22,000 $75 $9,000 Attending Annual Orientation 82% 100% 100% 100% Session 5.7% 3.7% 0% 7% Percentage of Appointees Completing Open Meetings Training required by the Open 100% 100% 100% 100% 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 2011 2012' 2013' 2014 Prol. Number of Ballots Cast 2,581 3,498 0 3,500 Total cost of General Election $8,378 $22,000 $75 $9,000 Cost per ballot cast $3.25 $6.29 0 $2.57 Percentage of Registered Voters Casting Ballots 5.7% 3.7% 0% 7% '2012 General Election was canceled, Slatistice are from Special Eleciian to fill a vacancy in Place No 6 "2013 General Election was canceler) City of Allen 265 FY2014 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 processingladministration, 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 peril in the City of Allen. The goal is to provide for regulated growth with quality assurance, comply with all applicable building codes and city regulators, 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 tum, allows us to become a more user-friendly city. City of Allen aw r rww auages Commercial Building Permits Issued 300 200 100 0 FY 09 FY 30 FY 11 FY 12 FY 13 FY 14 Proj. Current Single Family Permits Issued 1000 500 — 0 FY 09 FY 10 FY 11 FY 12 FY 13 Est. FY 14 Prot. Commercial Permit Review Time 40 (Business Days) 30 20 10 0 H09 FY 10 FY11 FY120et H12 FY 13 FY 14 '11 -Mar Mar- Current Proj. '12 Sept'12 aw r rww auages Building Inspections rvew wuuuewmi dnu iesiuenuui 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 267 FY2014 Budget FY 09 FY 30 FY 11 FY 12 FY 13 Est. FY 14 Proj. 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 267 FY2014 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, geographic information systems (GIS), 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 268 FY2014 Budget Permits Reviewed The Land Development Division reviews Certificates of Occupancy for all new businesses and building permits for zoning compliance. 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 2012 Code Enforcement Officers resolved 7,227 violations, while only issuing 25 citations. Seventy-five percent of violations were resolved within 30 days. Total cases are anticipated to be lower in 2013 due to staff turnover and diversion to support environmental health activities including mosquito control. Code Enforcement Cases 8000 6000 4000 2000 0 "20092010"72271 City of Allen 269 FY2014 Budget Permits Reviewed 500 400 300 200 100 P20092010"192433 0 ■Building/00 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 2012 Code Enforcement Officers resolved 7,227 violations, while only issuing 25 citations. Seventy-five percent of violations were resolved within 30 days. Total cases are anticipated to be lower in 2013 due to staff turnover and diversion to support environmental health activities including mosquito control. Code Enforcement Cases 8000 6000 4000 2000 0 "20092010"72271 City of Allen 269 FY2014 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. Home Repair Projects (includes minor repairs) 16 -- $25,000 14 12 $20,000 10 $15,000 8 6 $10,000 4 $5,000 2 0j2009 $0 2012 2010)$21,818 2013 Est 11 10 15 �$/House $17,613 $18,482 $22,500 $17,500 City of Allen 270 FY2014 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 t00% Recreation are all affected by the EPA requirements Dox 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% patrol cars purchased in the past three years are also LEV or ULEV. sox 2011 2012 2015 2014 Est. City of Allen 271 FY2014 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. In FY 11, one new custodian was added to clean the service center. City of Allen 30,000 25,000 20,000 15,000 10,000 5,000 0 Total Square Feet Cleaned per Custodian 24,644 24,644 24,644 2014 FY2014 Budget 2011 2012 2013 272 2014 FY2014 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. Dollars per Square Foot Cleaned per Year $3.50 $3.00 $2.50 $2.00 $1.50 $1.00 2011 2012 2013 2014 City of Allen 273 FY2014 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. Total Street Miles 400 300 293.00 295.30 298.50 300.00 200 100 J17.0016.50 16.25 16.00 0 2011 2012 2013 2014 Est. ■Asphalt Miles ■Concrete Miles Percentage of Streets In Satisfactory Condition or Better 120% 100% 97% 97% 97% 96% 80% 76% 74% M 7s% 77% 60% 40% 20% 0% 2011 2012 2013 2014 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 274 FY2014 Budget Maintenance Dollars Funded per Year per Pavement Type The City has almost 18 times as many miles of concrete Maintenance Dollars Funded streets as asphalt. Even $1 000 00o though asphalt streets are $925150 more expensive to maintain $yoo,000 than concrete, the difference $800,000 in miles between the surface $700,000 types results in concrete receiving the majority $500,000$500,000 of funding in normal $500,000 operations. The 2011, 2012 d$U551,149streets $400,000and 2013 numbers show bond funds that were spent on $300,000 various concrete street repair. $200,000The 2011, 2012, and 2013 $100,000 ea500 $42,10.5,000 numbers show water and sewer funds that resurfaced $0 2011 2012 2013 2014 Est. asphalt streets and reconstructed concrete streets ■Asphalt ■Concrete after sewer rehabilation projects were completed. Maintenance Dollars Spent per Center Line Mlle per Year This measure analyzes the maintenance funds spent per mile for both asphalt and concrete streets. The 2011, 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 2011, 2012, and 2013 include concrete 6,562 $4,029 $2,578 $1,846 E2.152 $1,866 $1,675 $1,668 MM MM replacement for the Walden Park Sewer rehabilitation project plus normal operation budgets and bond sales for contract concrete street repair. City of Allen 275 FY2014 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 between the volume of water purchased from NTMWD and the volume of water sold to customers. The numbers do not subtract water loss resulting from routine daily operations (such as firefighting and water line flushing), construction projects, and service line and main line breaks. The City's water loss goal is based on the NTMWD model water conservation plan and is to not exceed 12%. The running average of water loss for the three prior years is also shown. Due to the billing period variances, the three year average is a more 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 Tao 680 600 529 680 500111111111 475 400 FY 1041 FY 1.12 FY12-13 FY 1344 Est City of Allen 276 FY2014 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 FY2008 freed time for our CSR's to handle additional customer workload. Bill Payments 30,000 5,000 29,500 4,907 4,900 29,000 - -- ---- 4,800 28,500 --- nssz 28,]0 4,700 28,000 -- --- 27,500 4,56] zr sr - _ 4,600 27,000 -- .__ 4,500 26,500 4,400 26,000 - 4,300 FY 10-11 FY 11-12 FY 12-13 FY 13-14 PMj. Est. 0000a0n«w,w �,.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. Average Percentage of Bill Payments Received on Time 100.0% 88.5% 92.0% 93.0% 93.0% so.o^r, s0.0% 70.0% 60.0% 50.0 FY 10-11 FY 11-12FY 12.13FY 13-14 Proj. Est. City of Allen 277 FY2014 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 20,000 70 16,616 16517 ,o u 15,000 13,541 15187 65 y m ii 10,000 60 r g 5,000 55 a 0 50 'o 2011 2012 2013 Est. 2014 0. Proj. Recyclable Trash Diverted —*—Pounds Per Houshold/month continues to gain recognition for its innovative and progressive recycling and diversion efforts, including national, state and regional awards. City provided commercial cardboard recycling diverts 1,891 tons per year. Multi -family complex (apartment) and Allen ISD divert 4,648 Cubic Yards of single -stream recycling per year. Single -stream residential recycling in 95 -gallon carts diverts 9,702 tons of materials from the landfill. The NTMWD composting program converts yard trimmings into soil amendments, saving landfill space through diversion of 2,799 tons. Public Education efforts in 2012 reached 2,251 adults and 4,440 youth through 43 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 with additional and enhanced services. CWD is contractually obligated to achieve <1.1 service inquiries per 1000 service opportunities. In 2012, CWD performed 3,952,416 service opportunities. Customer Complaints per 1000 Service Opportunities 0.4 0.35 0.32 0.3 0.25 0.3 0.2 0.1 0 2011 2012 2013 Est 2014 Proj City of Allen 278 FY2014 Budget Household Hazardous Waste Collection In FY2002, 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 FY2003. 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 disposal. This program is an important part of our Texas Pollution Discharge Elimination System (TPDES) program. The HHW program is conducted in cooperation with the City of Plano through an Interlocal Agreement. The program provides residents with an environmentally safe way to remove household chemicals (paint, cleaners, oil, etc.) from their homes. From the beginning of the program through April 2013, 87,934 pounds of reusable chemicals have been collected and redistributed to residents of Allen and Plano. In July 2008, computer collection services changed from curbside collection to scheduled quarterly collection at one day events. After four years of quarterly collections, eOcycling has decreased, leading to a transition to twice a year collections. This important service continues to eliminate another potential hazard from the landfill system. City of Allen 279 FY2014 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 Curb Miles Swept 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 280 FY2014 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 12-13 were Main Street from Allen Drive to US 75, Bethany Drive from Allen Heights to the east city limit line. Chelsea Boulevard, Phase 1 (from Starcreek to SH 121) was completed in time for the seasonal shopping peak in November. Construction is underway on 2013 Streets & Alley Repair project which includes $1M of pavement replacement and 25 Barrier Free Ramps. Land acquisition progressed for Ridgeview Drive (Alma to US 75) with construction completed on the section from Watters Road to Stacy Road. Construction began to widen Exchange Parkway (Alma to Allen Heights). Completed Police Station Renovations. Chiller replacement, lighting and carpet replacement was completed for the Municipal Court and Parks & Recreation building. At City Hall, the 2n' floor was remodeled for the IT Department. Re -carpeting of the Library was completed and design for the reconstruction of Fire Station No. 2 began. Began construction on the Whisenant neighborhood Water and Sewer Replacement project. Constructed 24" waterline connection around the Bethany Lake Park culvert and completed design on the Old Stone Dam gabion extension. Completed Phase 2 of the street bike route markings (Shallowater, Comanche, Roaring Springs & Ridgemont), replaced street name blades in six sign zones and fostered an agreement with TxDOT to upgrade three signals along the US 75 corridor with the Total Dollars Spent - Capital Projects n f] W $5 $] i] w so Ea so ft sz w so m Facilities Water/Sewer Drainage Streets Parks Event Center0at" �Ya11 •8 tr012 •2"13Ef1 •pel4Prat. am City T EB Se f9 fe f9 highway widening. Coordinated way -finding signage installation for the Premium Outlet Mall and Village at Allen along US 75 and SH 121. The total amount spent on capital projects in FY10 was approximately $44 million, in FY11 $24 million in FY12 $21 million, and in FY13 $11.3 million. of Allen 281 FY2014 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 2013 with some of the larger projects being the Legacy ER, Ridgeview Village, 7-11 at Custer and Hedgecoxe, the Race Trac at Exchange Parkway, Car Spa and the Christian Brothers Automotive. Residential developments included Starcreek Phase 6, the Custer/Ridgeview multi- family development, Villas of Twin Creeks Phase 3, Bethany Mews, Villas of Cottonwood Creek Phase 2, Creekside at Ridgeview Phase 1, Hamilton Hills, The Landings Phase 1, Cumberland Crossing Phases 4 and 5 and Fall Creek Phase 2. Value of Infrastructure from Commercial Development S3 e C 2 S2 $1 so 20W 2010 2011 2012 2013 Est. 2014 Pmt eWR1ER eSEWER eS1-1c a—. City of Allen 282 FY2014 Budget New Residential Lots We have seen a continued growth in single family development with nearly 911 lots being accepted in 2013 and we project an additional 450 lots next year. Commercial development remains steady while the projects approved as part of the 2007 bond program are coming to a close. City of Allen 283 FY2014 Budget New Residential Lots 2,000 1,500 1,000 900 573 450 500 203 312 0 0 2009 2010 2011 2012 2013 2014 Est. Proj. City of Allen 283 FY2014 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 and financial reporting; • Budget Division: budgets, financial analysis, quarterly financial reports, and payroll; and • 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 rafing 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 2010 2011 2012 2013 Est. Total Expenditures $ 63,787,248 $ 68,655,400 $ 70 655,400 $77,806,927 Ending Fund Balance $ 15,411,161 $ 15,630 485 $ 16,728,048 $16,092,048 Days Operational Expense in Reserve 91.3 88.2 86.4 75.5 G.O. Bond Ratin : Mood 's Investor Service Aal Aal Aal Aal Standard & Poof s AAA AAA AAA AAA WATER & SEWER FUND 2010 2011 2012 2013 Est. Available for Debt Service $ 3,267,173 $ 8,086,775 $ 4,624,141 $5,260,095 Annual Debt Service Requirement $ 1,684,659 $ 1,689,028 $ 1,688,498 $ 1,588,049 Coverage per Rate Covenant 1.94 4.79 2.72 3.31 W&S Revenue Bond Rating: Mood 's Investor Service Aa2 Aa2 Aa2 Aa2 Standard & Pooes AA. AA+ AAA+ AAA City of Allen 284 FY2014 Budget I Court 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 citationstcomplaints; 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. 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). IY FTE Population Tickets Issued Warrants Issued % Warrants To Tickets Revenue Exp. 2012-2013 11 89,151 11,000 2,712 83 $1,342,000 $727376 2011-2012 11 87,593 14,282 1,626 11.4% $1,989,759 $774,987 2010-2011 11 85,647 18,191 4,826 26.5% $1725195 $611,363 2009-2010 11 85,315 17,612 4,908 27.9% $1,691,770 $633,320 2008-2009 11 83,929 18,345 5,855 31.9% $1,821,755 $610,941 In March 2010, 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 FY11 FY12 FY13 2119111 to 3115111 2119111 to 2120111 2113112 to 2125112 2125112 5119113 Warrants Served 580 83 590 100 89 Warrant Value $159,504 $22,456 $166,214 $27,776 $25,297.70 Fine Collected $67,552 $15,659 $76,013 $17,367 $11,327.53 Bonds Posted $24,109 $1,605 $31,510 $463 $0 Value -Time Served $24,977 $2,288 $20,667 $902 $6,658.90 Value -Dismissed $4,439 $698 $3,559 $0 $85 Extension to Pa $12,917 $15,406 $14,229 $5,994 $6,499 City of Allen 285 FY2014 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 fifth time in the history of the City the external audit for the period ending September 30, 2012 resulted in no deficiencies or "management comment items". City of Allen 286 FY2014 Budget 2010 2011 2012 2013 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 fifth time in the history of the City the external audit for the period ending September 30, 2012 resulted in no deficiencies or "management comment items". City of Allen 286 FY2014 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 Total Calls 4,000 3,500 4:00 3,000 2:00 2,500 2,000 0:00 1,500 1,000 F\, 500 FY FY FY2013 2009 2010 2011 2012 2013 2012 est ■Fire t. INFire s I. 1,405 1,274 66 1 316 12 EMS Calls 2,740 2,973 3,155 3,224 3,501 Average response time measures the time required for emergency personnel to travel to the scene. Response time can be influenced by factors including traffic congestion, road construction, and fire station placement. Beginning in 2013, 'reflex time' has been added to the average response time calculation. Reflex time begins when the station is alerted and ends when the vehicle begins traveling toward the emergency. This measures how quickly the FFs are able to Average Response Times 6.00 4:00 2:00 0:00 F\, FY FY FY FY2013 2009 2010 2011 2012 est ■Fire 5:05 5104 4:52 4:40 6:56 e EMS 590 14:54 14:38 4:41 6:30 stop their station activities, don their protective clothing and begin traveling to the emergency. City of Allen 287 FY2014 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 reporting period. 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 10 8 s 4 2 0 2009 2010 2011 2012 201 Est.. _■General Public 0 0 0 0 1 e Firefighter 0 0 8 2 0 $2,000,000 $1,500,000 $1,000,000 $500,000 5 - Property Loss FY fYrY % n 2009 2010 • 2011 2012 20Est. 13 488,435 1,565,70 $03,615 789.396 500.00 ' One Apartment Fire exceeded $1,000,000 in FY 2010 City of Allen 298 FY2014 Budget Inspections The fire marshal inspects new buildings as part of the process to Inspections & Plan Review certify them for occupancy. The 26,500 department reviews building plans 3,000 800 25,500 " E 780 before construction to ensure that 2,500 25,000 r Q 760 y a the building will be constructed E 0740 E • with the proper fire safety 2.000 720 o. 700 23,500 680 23,000 systems such as sprinkler 1,500 Est immimPrograms Particlpanis systems, alarm systems, exits, and fire mains. In addition, all 1,000 existing businesses are inspected 500 for fire hazards. Due to a change in state law beginning in FY12, o 2013 only certified fire inspectors can zoos zolo zo11 � 2012 Est. perform inspections. Shift a Fire Inspections 2,382 2,022 2,987', 1,120 1,200 firefighters can no longer be a Plan Review 480 409 375 390 450 utilized. This significantly `- reduced the number and frequency of inspections Educational Efforts The Fire Department offers numerous public education programs designed to increase fire safety knowledge. Currently, 'Risk Watch" classes make up the greatest share of programs offered. Added in February 2003, the Public Education Coordinator position is responsible for developing a comprehensive public education program. Programs added since then include the Citizen Fire Academy and "Risk Watch". City of Allen 289 FY2014 Budget Public Education Programs 840 26,500 820 26,000 800 25,500 " E 780 @ 25,000 r Q 760 y a 24,500 E 0740 E • 24,000 0 720 o. 700 23,500 680 23,000 2009 2010 2011 2012 2013 Est immimPrograms Particlpanis City of Allen 289 FY2014 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 2o,000 continues to utilize the NEOGOV applicant lc,000 tracking system for the employment 12,000 process. We continue to receive and 8,000 evaluate thousands of applications each 4,000 fiscal year in response to our advertised 0 employment opportunities. Applicant Source ■Internet ■ Friend/Relative ■ Newspaper ■ Other Employment Applications Processed ■alt FY2010 FY2011 FY2012 FY2013 Est. NEOGOV continues to enable us to reach a large applicant population while at the same time assisting us in determining the best advertising avenues so that we can more effectively focus our recruiting efforts while minimizing ineffective and unnecesseary advertising expenses. Employees Hired In FY2013 YTD, the Human Resources Department 450 - assisted the Fire Department with the recruitment and 400 on -boarding process of six additional 350 300 Firefighter/Paramedics, making the total of additional 250 --- employees for the Fire Department equate to twelve I tgrand over the past two fiscal years. The Human ResourcesDepartment also partnered with the Golf Course toensure that its staffing levels were achieved for its M re -opening that took place in November. Other FY2012 FYTD20131 departments that added additional employees include_. the Police Department with two additional Detention Officers, the Purchasing Department with the addition of a Buyer, and the Community Services Department with the addition of a Crew. City of Allen 290 FY2014 Budget Employee Turnover The City of Allen experienced 8.4% turnover in FY2012. Turnover rates are calculated for full-time employees only due to the volatility of the part-time Parks & Recreation positions. These employees are primarily students that come and go as school schedules dictate, and are not traditional part-time employees. Our projected turnover for FY2013 is 11.0%, which is a 2.1% increase over last year. Employee Turnover 20.0 15.0% 10.0% - FY2010 FY2011 FY2012 FY2013 Est. 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 • Workplace Violence Prevention • Professional Presence • Personal and Professional Resilience The Human Resources Department is also facilitating the f -Y2013-2014 Harassment and Discrimination training that requires all City of Allen employees to complete. Other training initiatives that are directly related to the city's PRIDE program include a Department Team Building workshop, Customer Service training, as well as a Leadership Academy which prepares first time supervisors and crew leaders with their new supervisory responsibilities. In the coming year the department will also introduce and facilitate Supervisory training that will consist of the following topics: employee relations, benefits, leave of absence management, recruitment/selection and workplace safety City of Allen 291 FY2014 Budget 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: Workers Compensation Program Costs $400,000 $300,000 $200,000 $100,000 $0 2010 2011 2012 2013 The chart below depicts the General Liability Claims for the past four years. General Liability Program Cost $200,000 - $160,000 $120,000 $80,000 $40,000 $0 2010 2011 2012 2013 City of Allen 292 FY2014 Budget Total incurred Automobile Liability and Automobile Physical Damage claims since 2010 are shown below: $0 Automobile Liability and Physical Damage Claim Costs 2010 2011 2012 2013 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 293 FY2014 Budget Library Department Introduction "A welcoming place to inspire the mind," the Library stimulates imagination and encourages a lifelong love for learning by providing books, audiobooks, videos, e - books, and other 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 Annual Visits, or total number of library patrons, is counted daily by automated counters. FY2012 was the busiest year in the Library's history in terms of circulation, visitation, and program attendance. Although the number of visitors is estimated to increase very slightly for FY2013, several factors have had an impact on visitation. The primary factor is that the Library's RFID migration project precluded normal Visitation and Circulation 1,200,000 1,000,000 - - 900,0001D N � 900,000 400,000 200,000 w w H °i W A W 0 2010 2011 2012 2013 Est. 2014 Proj. YAnnual Visits YAnnual Checkouts acquisition patterns for adding new materials during the first eight months of the fiscal year. For public libraries, fewer new materials will typically result in fewer visitors. The same trend was seen in FY2011 before, during, and after the Polaris migration. During the RFID tagging, some of the collection was unavailable to the public during the process. The second floor was closed to the public for nine days during the scheduled carpet replacement in May. Normal traffic patterns were affected even after the second floor reopened and did not resume until June. The Summer Reading Programs did not begin until June 10 due to the unusually late last day of school for Allen ISD students. City of Allen 294 FY2014 Budget Annual Checkouts, the total number of library items checked out, is projected to increase again as it has every year for at least 18 years (1996 is the earliest year for which statistics are available from the Texas State Library and Archives Commission). In FY2012, circulation surpassed 900,000 items for the first time. Although circulation has been affected by the same factors as visitation, any increase over FY2012 would set another new benchmark. Circulation Per Capita, the total number of checkouts divided by total population, has increased each year since FY2007 and is anticipated to increase again. Library staff continues to encourage library usage through a welcoming environment, exceptional customer service, patron -oriented collection development practices, and internal and external marketing. The Library plans additional marketing efforts and increased outreach to schools and community groups in FY2014. The Library's circulation per capita is projected higher than 10 again for FY2013 with another increase anticipated for FY2014. Current Texas public library standards consider 7.5 to be excellent. 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 library materials available to Allen citizens. The City Council's goal is 2 volumes per capita. An intermediate departmental goal is to achieve a 1.5 ratio while continuing to develop a vital, current, relevant, and therefore popular, collection. Volumes Per Capita 1.60 1.55 1.58 - 1.50 _. _... 1.45 L 1.40 1.42 9.43 1.35 1.30 2010 2011 2012 2013 Est. 2014 Proj. The size has also been affected by a collection budget that, apart from a Collin County grant used for e -books, has not increased since FY2009. Volumes per capita also decreased in FY2013 due to the necessity to remove worn or outdated materials during the RFID migration project when every item in the collection was examined and considered. This weeding process eliminated the financial cost and staff time of re- tagging and reprogramming materials that did not justify retention. City of Allen 295 FY2014 Budget 2010 2011 2012 2013 Est. 2014 Pro'. Circulation Per Capita 1 9.18 9.24 10.28 1 10.29 10.40 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 library materials available to Allen citizens. The City Council's goal is 2 volumes per capita. An intermediate departmental goal is to achieve a 1.5 ratio while continuing to develop a vital, current, relevant, and therefore popular, collection. Volumes Per Capita 1.60 1.55 1.58 - 1.50 _. _... 1.45 L 1.40 1.42 9.43 1.35 1.30 2010 2011 2012 2013 Est. 2014 Proj. The size has also been affected by a collection budget that, apart from a Collin County grant used for e -books, has not increased since FY2009. Volumes per capita also decreased in FY2013 due to the necessity to remove worn or outdated materials during the RFID migration project when every item in the collection was examined and considered. This weeding process eliminated the financial cost and staff time of re- tagging and reprogramming materials that did not justify retention. City of Allen 295 FY2014 Budget Collection Turnover Rate measures the average number of checkouts per year for each item in the Library's collection. The Library's collection turnover rate has been greater than 5 since FY2009. According to state accreditation standards, 2.5 or higher is excellent. Programs and Program Attendance Library Programs include age-appropriate preschool storytimes; programs for elementary children, pre -teens, and teens; outreach programs to schools, Scout, and other community groups; classic movies; and book clubs as well as cultural, historical, literary, educational, craft, and travel programs. Every summer, the Library conducts summer reading programs for children, teens, and adults. FY2012 began a new focus to further increase the diversity of programs for Allen citizens of all ages and interests. In FY2013, Library presented 800 or more programs for the third consecutive year. FY2014 is projected to be # of Programs Attendance 2010 2011 2012 2013 Est. 1 2014 Pro'. Collection Turnover Rate 1 5.85 6.49 7.07 7.24 7.29 Programs and Program Attendance Library Programs include age-appropriate preschool storytimes; programs for elementary children, pre -teens, and teens; outreach programs to schools, Scout, and other community groups; classic movies; and book clubs as well as cultural, historical, literary, educational, craft, and travel programs. Every summer, the Library conducts summer reading programs for children, teens, and adults. FY2012 began a new focus to further increase the diversity of programs for Allen citizens of all ages and interests. In FY2013, Library presented 800 or more programs for the third consecutive year. FY2014 is projected to be # of Programs Attendance 900 50,000 46 742 800 810 40,000 700 30,000 600 500 20,000 2010 2011 2012 2013 Est. 2014 Proi. 735 ■ 34,401 City comparable for both the number of programs and program attendance. Reference Questions Reference Questions measures the combined number of questions asked by library patrons at the first floor 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 details of City activities and accomplishments. of Allen 296 FY2014 Budget The number peaked in FY2010 as the staff responded to a substantial number of patron requests for the transfer of items to and from the Plano Public Library. FY2011 usage decreased significantly following Plano's decision to separate its library operations from Allen's. Reference questions increased in FY2012 but have shown a slight decrease in FY2013 due to some of the same factors that impacted the circulation and visitation statistics. Support Services Operations The Library ensures that the collection remains current, relevant, and in good physical condition. When worn or outdated materials are replaced, new and replacement materials are made available as quickly as possible. New materials (including books, audio books, and DVD's) must be entered into the Library's Polaris database by Support Services staff, cataloged, processed for check out, and then checked in and shelved by other staff. Streamlined workflow procedures have reduced processing time to an average of six days with no increase in staffing. In the Polaris system, the staff daily identifies and prioritizes newly arrived books and other items that are already requested by patrons in addition to other materials expected to be in high demand based on author, series, or subject. As a result, the most popular additions are readied for checkout more quickly than other new items. City of Allen 297 FY2014 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, including administration, park planning, and administration and operation of the Allen Event Center. In 2010 governmental accounting standards changed. In order to meet the new standards all expenses in the Recreation Division that had previously been captured and funded by revenue in the former Special Revenue Fund were rolled into the General Fund. The revenue associated with these expenses was Cost per Capita also rolled into the General Fund; however, that is not shown in this graph. Additionally, the City assumed operational control of the Allen Event Center in June, 2010. In FY11 the Allen Event Center officially became part of the Parks and Recreation Department Budget. It needs to be noted that this had a dramatic positive effect on revenue as well. The change in ticket services at the event center in FY11 from GetTix to Ticketmaster changed the way that ticket revenue was distributed. Previously, ticket revenue went directly from GetTix to the appropriate entity; however, now Ticketmaster sends all ticket revenue directly to the City which must then in tum expense the payment to the teamlpromoter. Again the associated revenue for this expense is not shown in this graph. City of Allen 298 FY2014 Budget General Fund Revenue and Cost Recovery As stated previously the former Special Revenue Fund was collapsed into the general fund in FY10 and the Allen Event Center was added to the Parks and Recreation Budget in FY11. These years provide the baseline for this new performance measure. Using FY11 and FY12 as the benchmark, cost recovery for all expenses in departments 25 and 26 is expected to rise seven points to 53% for FY13 and is projected to rise an additional point in FY14 up to 54%. Expenses used in these calculations include not only recreation and event based expenses, but all administration, planning and maintenance expenses as well. 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 Developed Acres per 1000 Population 5 4 3 3.09 2.99 3.13 3.09 2.98 2 1.7 1.73 1.84 1.87 1.86 1 0 2010 2011 2012 2013 Est. 2014 Pro. acres as an alternative provides a 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 park development is starting to catch up allowing for stabilization and even some slight recovery in the ratios. Developments anticipated to come online in FY13 include the second phase of Morgan Crossing Park and the redevelopment of Hillside Park. City of Allen 299 FY2014 Budget 10,000.000 Revenue & Cost Recovery 100% 90% 80% 8,000,000 70% m 60% 6,000,000 ¢ 50% n 40% 8 41000,000 30% A Q2,066,000 20% 10% 6 0% 2010 2011 2012 2013 2014 Est. Proj. ■Total Revenue ■%Cost Recovery not only recreation and event based expenses, but all administration, planning and maintenance expenses as well. 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 Developed Acres per 1000 Population 5 4 3 3.09 2.99 3.13 3.09 2.98 2 1.7 1.73 1.84 1.87 1.86 1 0 2010 2011 2012 2013 Est. 2014 Pro. acres as an alternative provides a 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 park development is starting to catch up allowing for stabilization and even some slight recovery in the ratios. Developments anticipated to come online in FY13 include the second phase of Morgan Crossing Park and the redevelopment of Hillside Park. City of Allen 299 FY2014 Budget Cost Per Maintained Acre Maintenance of parks and recreation facilities has a large effect on the aesthetic value of a city. For several years, cost efficiency initiatives allowed the department to maintain Allen's award-winning park system at high standards during difficult economic times. Starting in FY12, the cost per acre rate has been falling. This was primarily due to increased pricing competition on d I FY1 h Cost per Acre comrade mamtenance. n 3 t e City consolidated all utility and fuel expenses into one division which dramatically reduced overall maintenance costs as tracked in the Parks and Recreation budget even though costs increased is specific areas. Costs are expected to increase slightly in FY14. Membership Sales Along with classes, facility membership sales are important to the financial success of the facilities. Each facility sells a variety of memberships. Those memberships sold at Don Rodenbaugh Natatorium (DRN) are valid at all locations, while those sold at the JFRC ASRC d th an e Visitor Center are specific to those 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. City of Allen 300 FY2014 Budget Membership Sales 10,900 — 9,000 8,600 n 7,000 6,000 t 12 5,000 n 4,000 E 3,000 N 2,000 2 1,000 6 0 2013 2014 9k 2010 2011 2012_ Est 'r. N'en Senior Re—ation center 1546 1434 1508 1572 1602 •Don Rodenbeugh Natatorium 3791 4041 4225 4025 4025 Joe Farmer Recreation Center 4070 3874 3]30 3]00 3750 OThe Edge Visitor Center 112 92 85 80 80 an e Visitor Center are specific to those 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. City of Allen 300 FY2014 Budget 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. 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. 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. Supervisory staff are all going through a supervisor/manager training update in 2013 to ensure customer service practices and expectations remain relevant. The Recreation Division uses a variety of surveys, comment cards, trailer (follow up) phone calls, and various other means to measure satisfaction. The benchmark goal for customer satisfaction has been set at 95%. 100% Customer Satisfaction Rating Actuals 95% 90% 85% 80% Goal Allan Senior Recreation Center Athletics Dan Rodenbeugh Natetodum Joe Farmer Recreation Genter The Edge visitor Center Total •Goal 95% •2008 94% 85% 95% 91% 90% 91 0% •2009 95% 96% 95% 90% 94% 940% •2010 92% 96% 93% 92% 90% 82.6% •2011 96% %% 91% 92% 95% 940% 2012 93% 97% 93% 91% 95% 938% City of Allen 301 FY2014 Budget Program Registration Program registration is an indicator of a unique individual or team registering for a program, activity, or league. The 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 youth camps (JFRC) continue to be popular choices. Fitness related programs followed by outings at ASRC are among top choices for seniors. Participation in programs at the Visitor Center continues to be a challenge. 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. Program Registration 27,000 100% 24,000 90% M 21,000 Is 60% 8,000 70% iAuM 1s,6go 60% Mik 12,000 50% 9,000 Allen Senior Don Joe Farmer 6,000 Recreation Athletics Rodenbsugh Recreation The Edge Total 3,000 Center Natatorium Center Visitor Center 2009 2010 2011 2012 2013 2014 •2008 94% M% Est Pmi 90% 91.0% eThe Edge YsBor Center 464 787 672 800 780 800 94% 94.0% UJm Farmer Recreation Center, 6,394 6,875 6,359 6,974 6,800 7,100 6D% 752% ■Don Rodenbaugh Natatorium 5,983 5,719 6,251 7,338 7,600 7,755 60% 758% eANletics 580 578 558 606 605 fi10 67% 80.6% eAllen Senlor Recreation Center 6,111 6,155 7,583 7831 8,120 8,460 continue to be popular choices. Fitness related programs followed by outings at ASRC are among top choices for seniors. Participation in programs at the Visitor Center continues to be a challenge. 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. City of Allen 302 FY2014 Budget Class Success Rate Actuals 100% 90% M Is 60% 70% iAuM 60% Mik 50% Allen Senior Don Joe Farmer Goal Recreation Athletics Rodenbsugh Recreation The Edge Total Center Natatorium Center Visitor Center EGO"75% •2008 94% M% 95% 91% 90% 91.0% •2009 95% 96% 95% 90% 94% 94.0% •2010 93% 70% 87% 66% 6D% 752% •2011 94% 68% 88% 69% 60% 758% •2012 91% 63% 91% 91% 67% 80.6% City of Allen 302 FY2014 Budget Allen Event Center Attendance & Event Days 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 event days for FY12 was lower than FY11, actual attendance for FY12 increased by over 35,000. This shows that the quality of the events is more important than the quantity of the events. Attendance 8 Event Days Having said this, it is important to note that a shift has been made in concert booking decision process. Previously, the goal was to book one concert per month. Unfortunately funding levels did not (and do not now) allow staff to be able to book major/current talent at the rate of 12 concerts per year. The acts that were able to be booked were not able to generate sufficient ticket sales to meet revenue requirements. Staff is now focusing on booking only one concert per quarter which allows resources to be concentrated on only 4 events thereby allowing the booking of bigger acts which are generating more ticket sales. City of Allen 303 FY2014 Budget 325,000 300,000 215,000 250,000 225,000 200,000 ns,0oo +so.000 did 125,000 100.000 Having said this, it is important to note that a shift has been made in concert booking decision process. Previously, the goal was to book one concert per month. Unfortunately funding levels did not (and do not now) allow staff to be able to book major/current talent at the rate of 12 concerts per year. The acts that were able to be booked were not able to generate sufficient ticket sales to meet revenue requirements. Staff is now focusing on booking only one concert per quarter which allows resources to be concentrated on only 4 events thereby allowing the booking of bigger acts which are generating more ticket sales. City of Allen 303 FY2014 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 I- d I' Th' h I Revenue /Sales Rounds & Cost Per Acre $50 46,000 $40 4000 44,000 $30 $20 3]50 42,000 $0"2112 3500 ao.000 3e,000 -3250 0 $161 $- E2.19 $3.00 _ ■Driving RaMe $333 K 36,000 E6.98 $4.80 `y' 3000 d $422 34.000 $533 $6.70 •Green Fees $2717 $25.80 $- $34.56 $3].12 2750 32,000 30,000 2500 2010 2011 2012 2013 Est. 2014 Prof. ■ Rounds Produced 0Cost 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 I- d I' Th' h I 0o qua Ity. Is grap a so reflects the absence of revenue in FY12 due to the course closure. City of Allen 304 FY2014 Budget Revenue /Sales $50 $40 $30 $20 $10 $0"2112 OMerchandise $2.02 $161 $- E2.19 $3.00 ■Driving RaMe $333 $332 $- E6.98 $4.80 •Food&Ban, $462 $422 $- $533 $6.70 •Green Fees $2717 $25.80 $- $34.56 $3].12 0o qua Ity. Is grap a so reflects the absence of revenue in FY12 due to the course closure. City of Allen 304 FY2014 Budget Police Department Department Introduction The Police Department's mission is to prevent crimes and 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 Community Relations, School Resource Officers, SWAT, K-9, Traffic, 9-1-1 Communications, Internal Affairs, 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 2013 are based on prior call history, projections made by the department and other factors. PART I CRIMES (Malor Crimes) In the 2012 calendar year, the Allen Police Department experienced a decrease in Part I crimes. Part I crimes are those serious offenses which include Murder, Rape, Aggravated Assault, Robbery, Arson, Burglary, Larceny -Theft and Motor Vehicle Theft. Part II crimes generally refer to those crimes that include, but are not necessarily limited to Forgery, Fraud, Stolen Property, Criminal Mischief, Liquor Law violations and Weapons offenses. 2500 2000 1500 1000 500 2009 2010 2011 2012 2013 Projected The City of Allen experienced an overall decrease of approximately 8.8% in the Uniform Crime Index -defined Part I crimes as compared to 2011. 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. The department also calculates crime rates that factor in the increase in population growth. When population growth (crimes per 1,000 residents) is factored in, the decrease in Part I crimes is 12.1%. In 2011, there were 24.65 Part I crimes reported per 1,000 residents. In 2012, that number decreased to 21.97 per 1,000 residents. City of Allen 305 FY2014 Budget Based on UCR Part I crime (major crimes) statistics from January 1 through June 30, 2013 Part I incidents are expected to decrease. PART II CRIMES (Minor Crimes) The Department experienced an increase in the number of Part II crimes reported in 2012 over 2011. An overall raw -data comparison indicates an increase of 4% over 2011. When population growth is factored in, as described in the Part I crimes section, there was a 2.4% increase in 2012 Part II crimes per 1,000 residents when compared to 2011. Many of these offenses can be attributed to stolen property -type offenses occurring within the many residential subdivisions now being developed throughout our community. The department continues to see high numbers of reported thefts and other associated property crimes. In 2012, there were 29.72 Part II crimes reported per 1,000 residents as compared to 29.02 in 2011. To proactively address the Part II increases in crimes, the department has created a small speciailized unit consisting a two officers. Their mission is identify certain crimes and patterns and to actively work to reduce the frequency of these crimes (and related crimes) through proactive measures and enforcement / investigative efforts. The department has already seen a drop in certain crimes in the first six months of 2013 as a result of their efforts. 2,750 2,700 2,650 2,600 2,550 2,500 2,450 2,400 2,350 Minor Crimes 2009 2010 2011 2012 2013 Projected Traffic As the City and surrounding areas continue to grow, the police department will continue to experience growth in the traffic volume. In 2012, the number of minor (non -injury) accidents increased 4.4%, and the number of major (injury) accidents decreased 11.6% over 2011. Additionally, the number of fatality accidents in 2012 remained constant. In both 2011 and 2012 there were two persons killed as the result of motor vehicle accidents. It should be noted that the department did not renew a year-round traffic enforcement grant in FY 2012 and 2013 due to budgetary constraints, but did apply for a FY 2014 grant. The police department also had several technology projects (CAD / RMS) implemented over the past fiscal year that impacted our prevention and enforcement efforts. Year 2009 2010 2011 2012 % Change Minor (Non-Injury)1,881 1,928 1,968 4.4% Ma'or In'ur 192 182 181 11.6% Fatah 0 2 2 E 0%Cftadons 18 551 16 876 18 688 1 -32.6° City of Allen 306 FY2014 Budget Calls for Service In 2012, the police department experienced a 9.8% decrease in total calls for service as follows: EPARTMENT 2010 2011 2012 % Change 2011-2012 POLICE 65,762 66,072 59,586 -9.8% FIRE/EMS 4,471 4,864 4,740 -2.5% ALL CALLS FOR SERVICE 70,306 71,086 64,326 -9.5% 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 that 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 2012, the department conducted more than 120,000 Directed Patrols and 18,000 Park & Walks. Additionally, 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 Calls for Animal Control As apart of the Support Services 0,000 Division, the Animal Control Unit is responsible for the safety of citizens m 5,000 regarding domestic animals, wildlife and livestock. This includes rabies ,4,000 prevention, animal bite investigation and public education on responsible .3.000 pet ownership. In addition, this unit administers animal adoptions and 2.000 provides housing and care for stray and unwanted animals. In 2012, the 1.000 Animal Control Unit responded to 4,656 calls for service. This is a 0 decrease from 2011. In 2010, the Unit also implemented micro- E;.% chipping all adopted animals to its Q. normal operating procedure. Micro -chipping services will continue to be available to residents for their cats and dogs in 2012. It is anticipated that the Animal Control Unit will continue to see a slight increased call volume as the city continues to grow. City of Allen 307 FY2014 Budget CITY OF ALLEN Glossary 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 Atax computed from the assessed valuation of land and improvements. Also Allen Independent School District Appropriation An authorization made by the legislative body of a government which permits officials to incur obligations against and to make expenditures of governmental resources. Specific appropriations are usually made at the fund level and are granted for a one year period. Appropriation The official enactment bythe legislative body establishing the legal authority for Ordinance officialsto 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 310 FY2014 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 a nd 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. 12) 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 311 FY2014 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 Ito September 30 as its fiscal year. FLSA Fair Labor Standards AR Fund An accounting device established to control receipt and disburse income from sources set aside to support specific activities or attain certain objectives. Each fund is treated as a distinct fiscal entity with a self -balancing set of accounts. Fund Balance The excess of a fund's current assets over its current liabilities; sometimes called working capital in enterprise funds. A negative fund balance is often referred to as a deficit. Funding Provides budgetary resources to cover the total cost of a program or project at the time it is undertaken. GAAP Generally Accepted Accounting Principles GASB Governmental Accounting Standards Board General Fund The fund used to account for all financial resources except those required to be accounted for in another fund. The General Fund is tax supported. General Obligation Debt Monies owed on interest and principal to holders of the City's general obligation bonds. The debt is supported by revenue provided from real property which is assessed through the taxation power of the local governmental unit. Generally Accepted Detailed accounting standards and practices for state and local governments as Accounting Principles (GMP) 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 312 FY2014 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 certifficate pledging payment, issued by a government or bank. Operating Budget Plans of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending, and service delivery activities of the City are controlled. The use of annual operating budgets is required by State Law. PEG Access Public Education Government access. Refers to a cable channel operated by a local government entity. P.C.O.R.1. Patient -Centered Outcomes Research Institute non-profit organization established by P.P.A.C.A. P.P.A.C.A. Patient Protection and Affordable Care Act Performance Indicators Specific quantitative measures of work performed within an activity or program. They may also measure results obtained through an activity program. P.R.I.D.E. People First, Respect, Integrity, Deliver, Excel. The P.R.I.O.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 313 FY2014 Budget Glossary Revenues All amounts of money received by a government from external sources other than expense TMRS refunds, capital contributions, and residual equity transfers. RMS Records Management System Rolling Stock Capital items such as motor vehicles, heavy equipment, and other apparatus. ROW 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. Tax Rate A percentage applied to all taxable property to raise general revenues. It is derived by dividing the total tax levy by the taxable net property valuation. Taxes Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. Tax Increment Financing Tax Increment Financing; a tool to use future gains in property and sales taxes to (TIF) finance eligible public infrastructure such as streets, drainage, parking garages, parks, trails, and other improvements as allowed by law, within a reinvestment zone. Tax Increment Reinvestment See Tax Increment Financing; a term used interchangeably with TIF. Zone (TIRZ) TCEQ Texas Commission on Environmental Quality TMRS Texas Municipal Retirement System TNRCC Texas Natural Resources Conservation Commission TxnoT Texas Department of Transportation TPDES Texas Pollutant Discharge Elimination System W&S Water &Sewer City of Allen 314 FY2014 Budget