O-3102-9-12ORDINANCE NO. 3102-9-12
' 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, 2012, AND ENDING SEPTEMBER 30, 2013;
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 2012-2013; 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 $177,945,730, providing a complete
financial plan for the ensuing fiscal year beginning October 1, 2012, and ending September 30, 2013, 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, 2012, and ending
September 30, 2013.
SECTION 2. The sum of $177,945,730 is hereby appropriated for the payment of the expenditures established
in the approved budget for the fiscal year beginning October 1, 2012, and ending September 30, 2013, 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, 2012, and ending September 30,
2013, 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 2011-2012 are hereby ratified, and the budget
Ordinance for fiscal year 2011-2012, heretofore enacted by the City Council, be and the same is hereby,
amended to the extent of such transfers and amendments for all purposes.
SECTION 5. Specific authority is given to the City Manager to make the following adjustments
1. Transfer of appropriations budgeted from one account classification to another account classification
within the same department.
' 2. Transfer of appropriations from designated appropriation from one department or activity to another
department or activity within the same fund.
3. Transfers from the General Fund and all other Funds of unexpended appropriations in the amount not
to exceed $2,000,000 for the fiscal year 2011-2012 are hereby ratified.
SECTION 6. The City Council hereby approves the Capital Improvement Program for 2013-2017, as a plan
describing and scheduling capital improvement projects for the City of Allen, and authorizes the City Manager to
use the funding sources reflected in the plan.
SECTION 7. All notices and public hearings required by law have been duly completed. The City Secretary is
directed to provide a certified copy of the budget to the County Clerk of Collin County for recording after final
passage hereof.
SECTIONS. Should any word, sentence, paragraph, subdivision, clause, phrase or section of this
ordinance, be adjudged or held to be void or unconstitutional, the same shall not affect the validity of the
remaining portions of said ordinance, as amended hereby, which shall remain in full force and effect.
SECTION 9. All ordinances of the City of Allen, Collin County, Texas, in conflict with the provisions of
this ordinance be, and the same are hereby, repealed; provided, however that all other provisions of said
ordinances not in conflict with the provisions of this ordinance shall remain in full force and effect.
SECTION 10. This Ordinance shall take effect immediately from and after its passage as the law and charter in
such cases provide.
' DULY PASSED AND APPROVED BY THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN
COUNTY, TEXAS, ON THIS THE 11m DAY OF SEPTEMBER, 2012.
AP ROVED: sipm
Step ren Terrell, MAYOR
APPROVED AS TO FORM: ATTEST:
-
Peter G. Smith, CITY ATTORNEY Shelley B. George, 117 SECRETA Y
(PG8:08-22-1 I :50884)
1
Ordinance No. 3102-9-12, Page 2
1
1
CITY OF ALLEN, TEXAS
ANNUAL BUDGET
FISCAL YEAR 2012 - 2013
CITY OF ALLEN
Approved by theCity Council
September 111h, 2012
Councilmembers
Mayor
Mayor Pro Tem, Place No.
Councilmember, Place No
Councilmember, Place No
Councilmember, Place No
Councilmember, Place No
Councilmember. Place No
Management Staff
City Manager
Chief Financial Officer
Assistant Finance Director
Budget Manager
Stephen Terrell
Gary L. Caplinger
Kurt Kizer
Ross Obermeyer
Joey Herald
Robin L. Sedlacek
Baine Brooks
Peter H. Vargas
Kevin Hammeke
Joanne Stoehr
Trish Featherston
1
C I T Y OF A L L E N
Our �Wssion
To achieve excellence in managing development of the
community and in providing city services so that conditions of living and
public confidence are continually enhanced.
Our Pledge
to fulfill our mission in a way that.
RESPECTS AND VALUES CITIZENS AND EMPLOYEES § NURTURES
COMMUNITY INVOLVEMENT § DEMONSTRATES THE HIGHEST ETHICAL
STANDARDS § IMPROVES EFFECTIVE COMMUNICATIONS § MODELS
SAFETY § EXEMPLIFIES PROFESSIONALISM § PROMOTES TEAMWORK §
DEMONSTRATES STEWARDSHIP § REWARDS MERITORIOUS PERFORMANCE
§ MAXIMIZES THE USE OF TECHNOLOGY § ENCOURAGES FLEXIBILITY,
INNOVATION AND CREATIVITY § UTILIZES EFFECTIVE PLANNING §
PROVIDES OPPORTUNITIES FOR PERSONAL AND PROFESSIONAL GROWTH
FOR ALL PERSONNEL § AND ASSIGNS APPROPRIATE RESPONSIBILITY AND
ACCOUNTABILITY.
CITY OF ALLEN
G�
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTEDTO
City of Allen
Texas
For the Fiscal Year Beginning
October 1, 2011
P.id t Ex=tiw Dlrt m
I
TABLE OF CONTENTS
GENERAL FUND DEPARTMENTS
BUDGET OVERVIEW
CityAdministration ......................................................................................................
53
Letter from City Manager ...............................................................................................
1
CommunityDevelopment ...........................................................................................
EconomicOutlook .......................................................................................................
10
69
FundStructure .............................................................................................................
11
Budget Process — Basis, Process, and Amendments .................................................
15
BudgetCalendar ............................ .............................................................................
16
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
GENERAL FUND DEPARTMENTS
GENERALIFUND
CityAdministration ......................................................................................................
53
OVERVIEW
57
CommunityDevelopment ...........................................................................................
Revenue and Expenditure Summary ........................................................................
43
69
Revenue and Expenditures by Function Charts .........................................................
45
Revenues...................................................................................................................
TaxStructure ............................. ....................................... ........................................
46
48
BudgetAssumptions ...................................................................................................
49
Expendituresby Function ...........................................................................................
50
Expenditures by Classification .....................................................................
............. 51
GENERAL FUND DEPARTMENTS
89
CityAdministration ......................................................................................................
53
CitySecretary .............................................................................................................
57
CommunityDevelopment ...........................................................................................
61
CommunityServices ...................................................................................................
69
Engineering................................................................................................................
81
Fire...... ......................................................................................................................
89
Human Resources .............................................................................................
. ....... 93
InformationTechnology ..............................................................................................
97
InternalServices .......................................................................................................
101
Library.......................................................................................................................
105
MunicipalCourt .........................................................................................................
Ill
Parks and Recreation ...............................................................................................
115
Police........................................................................................................................
125
Public and Media Relations Office ........... ...............................................................
131
TheVillage at Allen ...................................................................................................
137
TABLE OF CONTENTS continued...
DEBT SERVICE FUND
Debt Policy and Fund Balance Summary ................................................................. 141
Debt Service Requirements .................................................................................... 142
TAX INCREMENT FINANCING FUND
Revenue and Expenditure Summary ....................................................................... 147
TaxIncrement Financing ......................... ..................................................... .......... 148
WATER AND SEWER FUND
Revenue and Expense Summary .............................................................................
151
Revenue and Expenses by Function Charts ............................................................152
181
RevenueDetail .........................................................................................................
153
Expensesby Classification .......................................................................................
154
Waterand Sewer .. ..................................................................................................
155
Utility Collections ......................................................................................................
'160
OTHER FUNDS
213
SolidWaste ..............................................................................................................
163
Drainage...................................................................................................................
169
GolfCourse ..............................................................................................................
175
AssetForfeiture ........................................................................................................
181
HotelOccupancy Tax ...............................................................................................
187
GrantFund ...............................................................................................................
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
251
Capital Projects Funding Summary ..........................................................................
230
n.ht ........................................................
233
APPENDIX
Budget and Tax Ordinances ...................................................................
................ 237
Debt Management and Fund Balance Reserve Policy ............................................244
Demographics...... ...................................................................................................
251
Departmental Performance Measures.. ...................................................................
259
Glossary....................................................................................................................
305
I
i
' CPPY OF ALLEN
October 1, 2012
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 2012-2013 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, 2012, to September 30, 2013. 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 2012-2013 budget and tax rate were held on August 14, 2012,
and August 28, 2012. The budget and tax rate were adopted on September 11, 2012.
The recommended budget for fiscal year 2013 reflects the City's "New Normal", which means
operating in an era and environment of constrained resources. This fiscal year the budget
focuses on maintaining the quality of services at a level the community expects with fewer
' resources. This budget allows for very modest growth, mainly in the area of public safety, with
fall staffing of the new fire station (FS #5), and including a full year funding for the new patrol
officers and firefighters that were phased in during FY 2012. The modest growth also includes
restoring some of the areas reduced in the FY 2012 budget.
Over the years many unfunded state and federal mandates have affected the operating costs of
city services. In addition, many city services have remained at little or no cost to the resident
or customer. This year, staff will be evaluating the various fees charged for city services to
ensure the City of Allen remains in line with other municipalities regarding cost recovery, and
will identify areas in which it is necessary to recover additional costs based on the increased
mandates or increased cost to provide the service.
Budgeting for modest growth and increasing cost recovery will allow us to maintain the City's
fiscal strength and enable City Staff to continue providing high quality City services. By
focusing on the services we currently offer and the staff we currently employ, the City will be
able to continue to effectively implement the City Council's strategic vision. This budget is
designed to meet the existing and emerging needs of our vibrant and growing community.
The 2013 fiscal year total combined budget revenue plus beginning fiord balance equals
$231,348,306 and total budgetary expenditures are estimated at $177,945,730. Balancing the
needs of the community with available financial resources presents an annual challenge in the
development of the budget. The 2012-2013 budget reflects the efforts of the City Council and
City Staff to address the need to provide services and facilities to our citizens while
1
maintaining a strong financial position. This budget represents the overall plan for
accomplishing our goals and objectives for the 2013 fiscal year. '
Strategic Planning
On February 4, 2012, 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.
Strategic Goals for the City of Allen, Fiscal Year 2013 eNNEENEENNI
Goal Enhance community livability and safety.
Goal 2
cultivate regional alliances and partnerships with agencies and governmental
units that affect Allen.
Goal 3
Improve regional mobility through transportation initiatives.
Goal 4
Signify, enhance and communicate Allen's identity to the region and the nation.
Goals
Systematically invest in public infrastructure.
Goal 6
Maintain operational excellence in City government services.
Goal 7
Provide economic investment that increases employment opportunity, the tax
base, and provides desired goods and services for residents and contributes to
the community character and identity.
Goal 8
1 Proactively work to protect, conserve and manage water resources.
Property Values
According to the Central Appraisal District, the final total assessed property value for 2012-
2013 equals $8 billion, which equates to an overall increase of approximately $399.1 million
(5.25%) from the previous year. Assessed property values have increased 13.9% over the past
five years, reflecting the slower growth trend that has emerged during that time. By
comparison, assessed values grew by 45.6% over the previous five year period, from fiscal
Years 2004 to 2008, as illustrated in the graph below.
Assessed Property Valuation (in Billions)
7.02 _ 7.32 _ 7.39._ 7.60 8
6.45 — .00
5.72 MIEN = �-
4.43
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
C
City of Allen 2 FY 2013 Budget
Tax Rate
The adopted budget reduces the City's tax rate from $0.553 to $0.552, 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, $0.405058
is dedicated to operations and maintenance (O&M) in the General Fund, and $0.146942 is
dedicated to general obligation debt service. The portion of the tax rate dedicated to debt
service is 26.62% of the overall tax rate. This rate is consistent with the Cirv's current ��cw
r uramuun roe uem service pomon oeiow jm/o.
History of Tax Rate
The average single-family home value is currently $225,256, an increase of $4,447, or 2%,
from the previous yew. At the property tax rate of $0.552, the municipal tax paid on the
average single family home will be $1,243.
$100,000
rOS56�.
�O SSSI -
554
- 0.553
- 0.55
A-JLA-M"
$0.552
$1,243
$220,809 (2011
avg.)
$0.553
2008-2009 2009-2010
2010-2011
2011-2012
2012-2013
■ Debt Service Rate
■0&MRate
Il Total Tax Rate
avg.)
The average single-family home value is currently $225,256, an increase of $4,447, or 2%,
from the previous yew. At the property tax rate of $0.552, the municipal tax paid on the
average single family home will be $1,243.
$100,000
$0.552
$552
$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
$217,600 (2008
avg.)
1 $0.556
$1,210
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 FY 2012,
the sixth year of the CIP program, the City took a one-year hiatus from issuing new debt and
starting new projects authorized in the 2007 Bond Program, in order to defer the impact those
' projects would have on the tax rate, debt burden, and operating costs in the FY 2013 budget.
At the beginning of Fiscal Year 2013, the total outstanding debt balance will be $100.425
City of Allen 3 FY 2013 Budget
million, and the debt service payments on this outstanding balance will be $11.96 million for
the year. '
Programs and Staffing Levels
The City currently supports a staff of 723.24 full-time equivalent employees allocated among
the operating departments. This budget recommends an increase of 23.11 fall -time equivalent
(FTE) positions setting the employment level for fiscal year 2013 at 746.35. This includes
10.25 FTE in the General Fond, 3.0 FTE in the Water and Sewer Fund, 1.0 FTE in the Risk
Management Fund, and 8.86 FTE in the Golf Course Food, which had been reduced in the
current yew due to the renovation of the Courses at Watters Creek. The staffing level has
been increased to address the goals established in the Strategic Plan and maintain the current
levels of service. It also allows the City to include in the budget a merit pay increase, of up to
2%.
The graph below reflects the number of employees per thousand citizens for the past five
years.
F_ Employees per Thousand Citizens
7.9 8.3 8.29 8.22 8.24
0 00
2008-2009 2009-2010 2010-2011 2011-2012 2012-2013" '
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 porton of the sales tax,
and a variety of fees for services.
General Fund revenues and budget transfers total $78,123,957 for the fiscal year 2012-2013
budget, an increase of 6.6% from the amended 2011-2012 budget. The sales tax remains at the
State maximum rate of 8.25% with 1% contributed to the City of Allen's General Food. The
sales tax is projected to generate revenue of approximately $15.9 million, a 5.3% increase
from the amended 2011-2012 budget. This is a result of continued commercial retail
development and population growth in Allen.
General Fund operating expenditures and budget transfers total $78,641,300 reflecting a 9.6%
increase from the amended 2011-2012 budget. This increase is due in part to the City's
continued management responsibilities for the city -owned Allen Event Center. It is
anticipated that much of the expenses related to the management of the event center will be '
offset by additional revenue created by its operations. Another portion of this increase is due
City of Allen 4 FY 2013 Budget
to the continuation of Public Safety staffing additions in order to meet growth demands. The
' available ending fund balance for the General Fund is projected to be $16,056,921, leaving
74.5 days of operational expenditures in reserve, within the City policy of 60 to 90 days.
In order to keep up with existing demands, in Fiscal Year 2013 the City will add several new
General Fund positions, as follows:
• In the Purchasing division, one new Buyer will assist with the workload, which has
increased since the last Purchasing position was added in 2003. Since that time, the
existing staff of three has served all City departments, as citywide staffing levels have
increased by almost 50% and the City budget has more than doubled.
• Continuing the staffing plan for Fire Station #5, six new Firefigbter positions will bring
this station up to full staffing. The FY 2013 budget also reflects a full year's staffing
costs for the 6 Firefighter positions that were phased in during FY 2012.
• One IT Applications Specialist is added to assist with the newly implemented software
programs required by the IT Master Plan. In addition to Public Safety applications,
this also relates to the replacement of the administrative systems software (HTE).
• One .75 FTE Library Specialist in Youth Services will be increased to a full-time
Librarian as participation in these programs continues to steadily increase.
t • 2 new Detention Officer positions are included to respond to an increased need. Salary
costs also reflect a full yew of staffing for the 12 Police Officer positions approved in
FY 2012.
In order to address the City's long-term maintenance needs, the FY 2013 budget calls for a
one-time drawdown on the fund balance. This will include approximately $636,000 to
address critical maintenance needs in city operations. Some of the maintenance issues are as
follows:
• Building maintenance items include replacing carpet and paint at the Library,
replacement of two major components of the HVAC system at the MCPAR building,
and shower replacement at Fire Station #2;
• Park maintenance items include repairs to concession buildings, replacement of the
walking track at JFRC, repairs of the fitness floor and pool area play structure at the
Natatorium, and replacement of picnic tables at Bethany Lakes Park.
The City of Allen utilizes a conservative strategy when projecting revenues and expenditures.
Revenue and expenditure patterns are closely monitored so that adjustments to spending
patterns can be implemented, as needed. The City considers many influences as presented
throughout this document along with trend analysis to develop and manage the budget as the
year progresses.
City of Allen 5 FY 2013 Budget
Water and Sewer Fund
The Water and Sewer Fond is expected to begin fiscal year 2013 with a $12.52 million
to be
'
working capital balance. The total fund revenues are expected approximately
$31,120,562, allowing for budgeted expenses of $33,332,647. Expenses include a $2.17
million transfer to capital projects for systematic water and sewer infrastructure replacement
projects and future CIP funding, and a $1 million transfer for the Water and Sewer Fund's
portion of the cost to replace the City's administrative systems software. The budget
anticipates a water and sewer rate increase in February 2013 in accordance with the latest
water and sewer rate study, which was updated in FY 2012. The $10.31 million in working
capital ending balance results in 112.9 days of operating expenditures in reserve, which is
within the City policy of 90 to 120 days. This healthy balance is necessary to fund future
capital projects and ongoing maintenance planned to ensure that the water and sewer
infrastructure will meet the needs of the City at build out. Due to careful implementation of
the City's water and sewer rate plan, coupled with careful attention to cost containment, the
City has been able to maintain water and sewer rates that are among the lowest in the region.
In order to continue with the City's compliance with the Texas Commission on Environmental
Quality (TCEQ), three additional employees will be added to establish an Inflow and
Infiltration (I&.I) Crew. As the City's wastewater system ages, proactively monitoring for
system problems helps to control the inflow of storm and ground water, reducing treatment
and transport costs, and reducing the possibility of sanitary sewer overflows.
Solid Waste Fund
The Solid Waste Fund represents the fmmcial activity related to solid waste collection and '
disposal, including recycling, composting services, and management of household hazardous
waste. The anticipated revenues in fiscal year 2013 we $6,117,519 with budgeted expenses
totaling $6,787,313. The total ending fund balance for the Solid Waste Fund is projected to be
$2,435,271. Consistent with prior Council discussion, in fiscal year 2013 the Solid Waste
Fund Balance will continue to absorb the costs of a Consumer Price Index cost increase that is
contractually due to Community Waste Disposal, as well as a North Texas Municipal Water
District disposal cost increase, as opposed to passing the cost increases on to residents and
businesses.
After obtaining the Governor's Community Achievement Award the highest honor from Keep
Texas Beautiful, in Fiscal Year 2012, the Solid Waste Fund will continue its efforts in Fiscal
Year 2013 to keep Allen beautiful through its solid waste, recycling, yard waste, and
household hazardous waste programs, and by assisting the Keep Allen Beautiful (KAB) Board
in the execution of key events including: Allen Recycles Day, Great American Cleanup, Arbor
Day/Trees for Allen Program, Eartbfest, conducting a zero -waste Allen USA event, and the
annual AISD Educator's Expo.
The Solid Waste Fond will also continue to partner with the Parks and Recreation Department
by providing $300,000 towards City-wide litter pick up efforts. The Solid Waste Fond will
also continue funding of $300,000 in fiscal year 2013 for alley repairs.
City of Allen 6 FY 2013 Budget
Drainage Fund
' The Drainage Fund is supported by drainage fees on utility bills and development inspection
fees. The Fund performs drainage system maintenance, funds the City's contracts for street
sweeping and greenbelt mowing along drainage ways, and mosquito abatement activities. The
Farad 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 2013 are $1,326,010 with budgeted
expenses totaling $1,452,752. The total ending fund balance for the Drainage Fund is
projected to be $797,544.
Grants and SDCcial Revenue Fund
Beginning with the revised fiscal year 2012 budget, the Grant Fund now only reflects state and
federal grants that require a single audit. Special revenue items (Court Technology, Court
Security, Juvenile Case Manager, Child Safety Fees, Red Light Photo Enforcement, and PEG)
are now accounted for in the General Fund. Remaining year-end balances of these sources
will be shown as restricted General Fund balance, available for the intended purpose allowable
by law.
Golf Course Fund
Continuing to build its reputation as one of the best golf courses in the area, Cbase Oaks Golf
Club is undergoing major renovations to redesign the course to improve the overall golf
' experience, and is expected to re -open in November 2012 as The Courses at Watters Creek.
This fiscal yew, 8.86 FTE positions, which had been reduced in Fiscal Year 2012 due to the
course renovation, will be added back to the operating budget. Golf course operational
expenses are anticipated to be $2,276,085, which will be covered by operational revenues
estimated at $2,112,876, and transfers in from the General Fund of $176,915.
Hotel Occupancy Tax Fund
The Hotel Occupancy Tax Fund collects funds from a 7% tax on hotel rooms rented in the City
of Allen. These funds 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 2013 are expected to total $1,097,194 with budgeted expenses
of $1,184,848. 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 $150,000 contribution to
the Event Center's operating budget. This will offset marketing and advertising expenses for
the sporting events and art performances held at 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 $701,978. This
includes funding for die 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. An additional $25,000 will
City of Allen 7 FY 2013 Budget
continue to provide a portion of the funding for the Marketing Specialist in the Public and
Media Relations Office that continues to assist in promoting and attracting tourism and the arts '
in compliance with the permitted uses of the hotel occupancy tax revenue.
Risk Management Fund
The Risk Management Fond 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 m property and liability
insurance expenses. The City currently maintains a prudent fund balance.
Health care premium costs are continuing to rise due largely to the combination of new
federally mandated health care requirements, a maturing workforce, and inflationary pressures
related to health care costs. Due to the increasing costs of health care, for fiscal year 2013
employees will be required to contribute an additional 8% towards their health insurance
premiums while the City contributes an additional 8% as well. Both the City and the
employees will also contribute an additional 6% 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
maintain a fiscally sound fund while looking for ways to lower healthcare costs.
Workers' compensation insurance claims and premiums will remain relatively flat compared
to the prior yew. The budgeted amount for this coverage is $372,639.
Property and liability insurance rates remain relatively flat compared to fiscal year 2012, and '
with no significant additions of newly insured property, costs are projected to remain stable in
fiscal year 2013. The total anticipated amount budgeted for fiscal year 2013 is $561,196.
One new FTE is budgeted for a Risk Specialist position. This position will be responsible for
recovering outstanding insurance claims owed to the City. Amounts recovered from these
efforts are expected to more than pay for the costs related to this position. The Risk
Management Fund continues to be in good financial condition. The fund balance continues to
provide the financial security needed in the event that catastrophic claims should occur.
Capital Improvement Program (CIP)
In May 2007, Allen citizens authorized the issuance of $77.895 million in General Obligation
Bonds to fund capital improvement projects over the next seven 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 2013, the seventh year
of the program, totals $3.565 million and includes: repairs to streets and alleys, public safety
facility renovations, partnerships on roadways, continuation of Ridgeview Drive extension,
and neighborhood park development. The plan recognizes the benefits such projects will bring
to the City, m well as the fiscal requirements and obligations each of these projects will entail.
Total estimated CIP expenditures for fiscal year 2013 we $25.8 million, which includes
projects funded by all other sources. '
City of Allen 8 FY 2013 Budget
Conclusion
' Phis completes the highlights of the 2013 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 Trish
Featherston. In addition, I would like to give a special thanks to all City employees who
continue to work so hard to provide quality services to our citizens and who are committed to
the success of the City of Allen.
E
Respectfully submitted,
Peter H. Vargas
City Manager
City of Allen 9 Fy 2013 Budget
CITY OF ALLEN
ECONOMIC OUTLOOK
Like the nation, the state, and the region, the City of Allen has been challenged by the recession and '
slow recovery over the past few years. Below is a discussion of 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
years increase of 5.25% in property tax revenues is due to new property, increases in valuations of
business personal property, and abatement reductions. Only a small portion of the increase is due to
residential and commercial reappraisals. 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 retail developments are near full occupancy. The overall increase
in sales tax revenues for FY 2013 is estimated at 5.3% over FY 2012 revised revenues.
Capital Projects and Debt
Aker a one-year hiatus in FY 2012 from issuing new debt, the City will proceed conservatively in FY
2013 with the issuance of approximately $3.6 million. This is less than the annual amounts issued in
recent years as the City experienced a high rate of growth. In addition to limiting debt issuance in order
to defer the impact of project costs on the tax rate, debt burden, and operating costs in the FY 2013
and future budgets, the City has refinanced approximately $26 million over the last two years in order to
take advantage of lower interest rates.
Other Operating Needs
During FY 2012 the City phased in new Police and Fire personnel in order to address critical needs in
patrol and to staff the new Fire Station #5. The impact of these positions in FY 2013 is approximately ,
an additional $378,000. The City also will restore some of the costs that were cut from all departments
in FY 2012, including overtime, conferences and training, and education assistance (tuition
reimbursement program).
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 2013 legislative
session. Some of these bills could have a devastating impact on cities' revenues. The City monitors
these bills and their progress through each biannual 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 meeting critical needs. In FY 2013, the City will rely on a drawdown in the
General Fund balance to address several large, one-time maintenance issues. In addition, during FY
2013 the City will implement increases in building permit fees, which have not been updated in a
number of years. Revenue estimates will be adjusted at midyear to reflect the new fees.
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 FY 2013 Budget
CITY OF ALLEN
FUND STRUCTURE
2012-2013 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 -tens debt principal, interest and related costs.
Tax Increment Financina 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 FY 2013 Budget
CITY OF ALLEN
FUND STRUCTURE
2012-2013 FISCAL YEAR
Proprietary Fund Types
Proprietary funds use the flow of economic resources measurement focus and the accrual
basis of accounting. Under this method, revenues are recorded when earned and expenses
are recorded at the time the liability is incurred. There are two types of proprietary funds
included in the budget: Enterprise Funds and Internal Service Funds.
Enterprise Funds
The Enterprise Funds are used to account for operations that are financed and operated in a
manner similar to a private business enterprise. The intent of the governing body is that the
cost (expenses, including depreciation) of providing goods or services to the general public be
financed or recovered primarily through user charges.
Water and Sewer Fund
The Water and Sewer Fund is used to account for the provision of water and sewer
services to the residents of the City. Activities include administration, operation and
maintenance of the water and sewer system and billing and collection activities.
Acquisition and construction of major water and sewer capital facilities and repayment
of indebtedness from related bond issues and lease purchases are also accounted for
in this proprietary fund. All costs are financed through charges made to utility '
customers. Rates are reviewed and adjusted when necessary to ensure the solvency of
the fund.
Solid Waste Fund
The Solid Waste Fund is used to account for revenues and expenses associated with
the privately contracted trash collection service and the solid waste disposal contract
with the North Texas Municipal Water District.
Drainage Fund
The Drainage Fund is used to account for the provision of developing and maintaining
proper drainage services to the residents of the City.
Goff Course Fund
The Golf Course Fund was established to support the daily operations of the Chase
Oaks Golf course. 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.
1]
City of Allen 12 FY 2013 Budget
CITY OF ALLEN
FUND STRUCTURE
' 2012-2013 FISCAL YEAR
Replacement Fund
The Replacement Fund accounts for the cost associated with the acquisition of capital
assets such as vehicles and machinery and equipment through the rental of such items
to other departments.
Risk Management Fund
The Risk Management fund accounts for the health insurance portion of employee and
retiree benefits, for which the City is self-insured. The fund also includes property and
liability insurance and worker's compensation insurance, as well as the administrative
costs of operating the fund. The total costs of this fund are charged proportionally to
each of the other operating funds.
Component Units
Component units are legally separate entities for which the City is financially accountable. The
City is considered financially accountable for its component units because the City Council
appoints the board members, approves the budgets, authorizes debt issuances, and has
access to the organizations' resources.
Allen Economic Development Corporation (AFDC)
The AEDC is responsible for aiding, promoting and furthering economic development
within the City.
Community Development Corporation (CDC)
The CDC is responsible for supporting improvements in community parks and
recreation, streets and sidewalks, public safety and the community library.
The chart below shows the relationship among the various funds and their primary revenue sources.
Revenue Sources
Property Sales S U. Us"
Tax Tax Fees Special Revenue Internal Services
General Fund x x
Debt Service Fund x
Tax Increment Fin. Fund x x
Hotel Tax
x
Community Dee Corp
x
Economic Dev Gone
x
Water & Sewer
x
Solid Waste
x
Drainage
x
Golf Course
x
Meet Forfeiture
x
Grant Fund
x
Replacement Fund
z
Risk Management
x
City of Allen 13 FY 2013 Budget
CITY OF ALLEN
FUND STRUCTURE
2012-2013 FISCAL YEAR '
Other Funds
In addition to the funds presented in this document, the following funds, although not part of
the annual operating budget, are audited each year and are included in the City's
Comprehensive Annual Financial Report (CAFR). All are classified as Governmental fund
types.
Capital Projects Funds
The Capital Projects Funds account for all resources used for the acquisition and/or
construction of major capital facilities by the City, except those financed by proprietary funds
and trust funds. The budget for these funds is presented by project type as a five-year plan in
the City's Capital Improvement Program document. This document is approved, and the
updated plan is adopted, each year at the same time the annual operating budget is adopted.
These funds include: General Capital Projects, General Obligation Bond fund, and Drainage
Improvements. More detailed explanations of the purpose of each fund may be found in the
Comprehensive Annual Financial Report.
Other Special Revenue Funds
Although this fund is not included in the annual adopted operating budget, the proceeds from
this revenue source are legally restricted to expenditures for specific purposes. The purpose
of this fund is as follows:
Park Dedication Fund — to account for funds received and expended for the acquisition ,
of additional park land and for the development of neighborhood parks.
1
City of Allen 14 FY 2013 Budget
CITY OF ALLEN
BUDGET PROCESS
' 2012-2013 FISCAL YEAR
Budget Process
The budget process is a yearly activity as set forth in the City Charter, Article IV, Section 4.01
to 4.10. The City Council adopts an annual budget prepared by City Management. It is part of
the strategic planning process the City of Allen uses to proactively forecast programs needed
in a growing community. The budget process starts each year in December with the City Staff
analyzing new projects and goals that the City Council has identified as areas of interest and
would like to see developed into the strategic plan. The Finance department updates
projections of major revenue sources to determine whether total expenditures will need to be
adjusted accordingly at midyear. Starting in January, departments begin preparing their
personnel requests for the coming year; these are due to Human Resources in March, to allow
time for evaluation and pricing prior to budget input. In late February, a team made up of
representatives from Planning, Engineering, Community Services, Building and Code, and
Finance meets to develop the basic assumptions that will be used during the budget process.
Starting in January and continuing through March departments prepare their requests for items
to be replaced from the Replacement fund. Starting in late March and continuing into early
April, a team of representatives from Finance and the departments that have fleet operations
evaluates these requests and prepares a recommendation for the City Manager.
At the budget kick-off meeting in March, the City Manager gives departments the guidelines to
be used in preparing budget requests. The budget is broken down into three parts: a year-end
' estimate, a base budget for the upcoming year and new programs for the new fiscal year.
The year-end estimate is a projection of revenues and expenditures for the remainder of the
current fiscal year. All accounts are evaluated to determine whether they need to be adjusted
from current budgets. Accounts that are under or over budget are revised to meet year-end
needs. New projects are not added to the year-end estimate. Only the cost for maintaining
the current base operation is revised as needed.
The base budget estimate for the upcoming fiscal year is the proposed cost for maintaining the
current base operation, and assumes no additions of personnel or equipment. Activities that
require additional resources to maintain the current service level, due to factors such as growth
or new facilities, are considered additions to the base budget, and are included in the new
programs part of the budget. Increases to the operating portion of the base estimate are
limited by a set percentage that is tied to an economic indicator to reflect inflation. All capital
and one time purchases from the previous fiscal year are not included in the base budget.
The third part of the budget is new programs. This is defined as any change in program
emphasis, expenditure of funds, or allocation of personnel or equipment that will result in a
change in the level of service currently being delivered. All requests for new personnel, fleet,
or equipment that represent a net addition to the operation are included in new costs. For
each new program, the department provides a description, itemization, and justification for all
costs included in the new program. These are submitted by the departments in a list prioritized
according to need.
When all three parts of the budget have been prepared by the departments, Finance reviews
them to ensure they are within the budget guidelines. Once all departmental budgets are
City of Allen is FY 2013 Budget
CITY OF ALLEN
BUDGETPROCESS
2012-2013 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 FY2013 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 FY 2013 Budget
April 18 - May 11 Finance reviews departmental submittals; meets with departments as needed
May 7 -11
Staff review of Hotel Tax Grant applications
CITY OF ALLEN
Hotel Tax Committee makes recommendations to City Manager
' May 21 - June 1
BUDGET CALENDAR
June
Department summary pages due to Finance; Org charts to Finance from Human Resources
FISCAL YEAR 2012-2013
'
December 16, 2011
Strategic Planning meeting - Management Team
January 20, 2012
Vehicle replacement lists, forms, and instructions sent to departments
February4
Strategic Planning with Council
February 23
Budget assumptions meeting
March
Preliminary meeting - Risk fund
March 9
Vehicle/equipment replacement requests due to Finance (inspecbons week of 3119)
March 9
Personnel requests due to Human Resources
March 15 & 20
H T E budget data entry training (March 15th at 109m and 2pm; March 20th at loam and 2pm)
March 16
I.T. requests due to I.T.
March 27
Budget kickoff meeting (foam, Council chambers)
April 2
Vehicle Replacement Committee meets
AP6I 13
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
Public and Meda Relations CVB CD -Planning
City Secretary and Coumil Commumy Svcs (GF&Drameml CD -Binding and Code
Finance Library
April 24
Budget input deadline and Ranking Sheets due for.
Police and Fire Peds and Recreehon Engineering
Community Sences(WS, UB, SW) City Administration Risk Management
IT Human Resources EDC and CDC
April 18 - May 11 Finance reviews departmental submittals; meets with departments as needed
May 7 -11
Staff review of Hotel Tax Grant applications
Weak of May 14
Hotel Tax Committee makes recommendations to City Manager
' May 21 - June 1
City Manager/department head budget review (Memorial Day holiday is Monday, May 280)
June
Department summary pages due to Finance; Org charts to Finance from Human Resources
June 11 - 22
Final budget preparations
June 29
Preliminary budget information to Council
July 6
July 11
July 24
July25
July26
August 2(Thum)
August 2 (Thum)
August 14
August 16 (Thum)
August 16 (Thum)
August 16 (Thum)
August 17 - 19
August 21
August 28
August 29
August 30 (Thum)
September 11
September 12
October 19
Departmental performance measures due to Finance
Briefing to department heads on proposed budget
Deliver Proposed Budget to City Council; Council takes record vote to place on the agenda of a
future meeting a proposal to adopt the tax rate; Council sets public hearing dates for budget & tax rate
Deadline for chief appraiser to certify rolls to taxing units
Calculation of effective and rollback tax rates (County publishes in 82 paper)
County publishes first notice of public hearing on tax rate (at least 7 days before public hearing);
post on City webshe and cable channel until B/29 (or day after last public hearing)
City publishes first notice of public hearing on budget (5 to 15 days before public hearing)
Fired public hearings for budget and tax rate; announce date, time, and place of vote on tax rate
County publishes second notice of public hearing on tax rate (at least 7 days before public hearing)
City publishes second notice of public hearing on budget (5 to 15 days before public hearing)
County publishes first Notice of Vote on Tax Rate
Council budget workshop
CIP document to Planning & Zoning Commission
Second public hearings for budget and tax rate, announce dale, time, and place of vote on tax rate
Remove notice of public hearing from website and TV; post Notice of Vote on Tax rate until 9/12
County publishes second Notice of Vote on Tax Rate
Adopt budget at regular council meeting; adopt tax rete at regular Council meeting
Post supplemental notice on website and cable channel tt required (post until 9/30)
Final document published (to CM once for 10/23 Council meeting)
City of Allen 17 FY 2013 Budget
CITY OF ALLEN
BUDGET PROCESS
2012-2013 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 2012 Strategic Plan document, which was the basis and
justification for budget items requested for FY 2012-2013.
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 FY 2013 Budget
City of Allen
2012 Strategic Plan
Implementation Plan
Goal1. Enhance community, LivaOiiiN and Safety
Objective U. the PO 54- deep' as a template W anmurage mise! a. developments that meal Me desired density
Plan
2010
Ongoing Strategies
varlals ns add amaaM levels that ere mrecthe W •Baby anomers'
Stratagy 1. Continue be provide prograaaive and efflclut .."am, M. s�.
PoliceiFire
2002
Daa12
Ongoing Chilterns..
2010
Objectival Impmve& enhance communication tamer
PdimrFlre
2002
Feb11
Obaratve2 EXMively use technology W enhance public safety ounces
PdiratFlm
2002
Dec -12
Objective U. the PO 54- deep' as a template W anmurage mise! a. developments that meal Me desired density
Plan
2010
varlals ns add amaaM levels that ere mrecthe W •Baby anomers'
Objective Create Anchor expead reaches and progradmi for added senmrs
Pi
2010
Objective Recruit the medical/health resources needed to suopon A active population demographic
AEDjCPW
2010
Jan -13
Merge. merit to P.MMWS channels, and Maintain
ne.MrowMld�
Ongeing Obtettives:
Objectors Continue implementation M the Neighborhood Integrity Program
Plan
2006
"12
Objectives 2 Develop a necessitated plan for older neighborhoods and wmmerced developments
Plan
2001
A,12
Objective Continue downloaded and neighMrhWdime fly plan Mat snxuaski and resume property owners rather
Plan
2009
Jul -12
than penalamg Mem through code enforcement
Strategy 4. Update 4illllllllllllllihj,nahenj Plan ...
2099
Dni
Ongoing Objectives:
Objective 1. Update Allen's Comprehersive Plan
Plan
2009
Do,12
Stiontai S. eeentialeM Pergerlept NMehpomood Parke with Designs for Water Conservation
PJ1R
Ongoing Objective.
observe Contended Widentlge Neighborhood Park
P&R
2007
Ocri
Object ive2 Construct Shelley Farm Neighborhood Park
P&R
2037
Arg -12
Strategy 6. Redevelop Nillaide Property (ball fields)
PSR
2002
Nov -12
Ongoing Objectives:
Objective IdemiYy lmg lard, uses for Me proeeTy
Pep
2002
Oct12
Strategy T. Implanted th al ntoaetorlep syebme throughout the park attention
Phi{. ...
2007 ,.
M42.
Ongoing Objectives:
Obledive 1. Install video wooed ram ming syskmam City parks
P&R
2007
Apr -12
City 1af Allen 19
FY 2013
Budget
City of Allan 20 FY 2013 Budget
City of Allen
2012 Strategic Plan
Implementation Plan
Owl 2. cullbraft regulatedand"
lea andunsentimental umile that Seed Allen
Year
Tarda
Rosponaibllity
identified
fEffig
Ongoing Strategies:
Standstill
Alillllllllllil,2010
Sep-12
Ongoing Objectives:
Optimal, t.
Thu Plan to provide the financial and manpameni support sexual to begin wnaWtlbn ofthe fret phase
ACmin
2010
of the Any Center of Nonh Texas Protect is on had
Strategy 2.
Creab raena6onal parblanhryu` -
PSR-
2005
Feb-13
Ongoing Objectives:
Cori i
O-0,pannersh,orhASAto- utum athlete ladllbge and recreational opportun61as
P8R
2005
Aug-12
Strategy 3.
Expand Public Safety Regional Pam
Pollcood in
2005
Jew
Ongoing Objectives:
Onside ivet
Cant nue to enhance mating oenneahips with FEMA and Homeland Sec-ty
Pcllceffne
200]
Jen-13
6.
Fully LtUNINMINgolMILW calls rand other agenciaa and
en
Ongoing Objectives:.,
Objective
andnew members a!County Commissioners Gould
Strengthen and EastalMaies
Objective 2.
with twiPiei Independent
Continue bpursue opportunities with iM1e Allen lndePontleM SchOd Oielrid (AISD) far joint City-AISD
hill
Mer-U
facilities
Daemon
Obtain gents for open space
Pal
2005
JW-12
Olneardeb
Gathered collaboration with neighbuing rommunilin. Carl and NCTCOG b ensure onend connetlNiy
Age
2009
Obledve5
Monitor the Impacts on Allen as a result of the 2010 Senate Data
Audi
eighty.
Cott . leveraging trait _ -" -
Eng
2006'
Ongoing Objectives
Oged-1
Continue pannecnips with➢DOT for new roadway pTlectS (see Goal 3.Strategy 2)
Eng
2005
Di
ObjeGma2
Continue pannearbos with County for new roadway pmlecis (see Goal A Strategy 2)
Eng
2005
May 13
Shout r'6.
Foabr a0uppublealprhlerahipf for li Welpapn and higher aducatbn
LlbraryJPlan
21106
Oddi
Ongoing Objective:
,mm,m t.
Words with various Universities b Wrsue WG nflea of opening a andlib facility
Plan
2006
Dec 12
Objective 2.
Partner with force schools to develop and conduct MraecM1 manage to encourage reading
Library
2008
Sol
Strategy 7.
Define and advocate A
Ongoing Objectives:
Objeer's1
Legislative advocacy through aeNpn and pmmoaon 0 a Cay pAeX age a
AdmMFire
2006
Mary 13
Collective
Monitor slate legislation depening Wdk membrrne.MWing
Eng
2003
May-13
Objective 3.
Monitor slate legislation reganding issues related 0 home owner's aamia'pna
FirelPlennirg
2011
Mi
Strategy S.
Work Wall partnere b project and casae
Ongoing Objector
Objective I
Work wind NCTCOG W protect and improve air quality
Erg
2007
Dw12
OgecMe2
WM wnM1 pnbnrsbcpnn— inappiaty
CS
2007
01
Objective
Adjumster gra Tema Pollution Discharge Elimination Syt "DES) Panama
Erg
2008
Oa-12
City of Allan 20 FY 2013 Budget
City of Allen
2012 Strategic Plan
1
City of Allen 21 FY 2013 Budget
Implementation Plan
'
Ration initiatives
Year
�r
Responsibility
Identified
Ongoing
Slrategiez:
Scrotal
DevelopalocagrogionaltransKate. including masa tranaiUl
PlanlErg
2003
Ongoing Objectives:
Objective 1.
Research neeMeriabillry of local transportation system through, paincip tion in NCTCOG Real Study
PlanlEng
2006
Jul -12
Objective2
Ensure drowns Marling the Clea tanspsrfalgn needs
Fri
2003
Deo12
ONepret 3.
Had election regarding mata transit
City Sao
2033
Nal
Obledis.4
Begin implementing mase transit (Ian
gdmadi
2033
Jm-17
Objective 5.
Need anding8 legislative support to Wrsue mass lraoslNight rail
PIarrEng
2008
Nwv-13
Strategy 2.
Continue to leverage County, State (TxDOT) and Federal resources for road! funding
Ongoing Objectives:
Oblectwet
Work with TxDOT on DS 75
Eng
20041
Jul -13
Obledwe2
Reconstmct OS 75 and SH 121 overcharge
Eng
20041
pup -12
Objemrve 3.
Pursue 5H121 Regional Toll Revenue for Alen road orchards
Eng
2007
Aug 12
Objective 4.
Continue partnerships with County for new roadway projects
Eng
2005
Dec 12
ftNU l&.
Agg aYpialagve YFYM atadon -,
�f
'"'•-'- ,.
2000
Mal
Ongoing Objectives.
OblecrrveI
Fwnn a Colin County Partnership with neighboring cities M actherty pursue legislative solWons to
Succeed
2008
Day13
transportation
Objections
Continue ac4ve membership in Dallas Regimel Motility Coalition, NCTCOG'a Renamed Transportation
Eng
2004
Doc12
Counal and other mganiaat'uns
1
City of Allen 21 FY 2013 Budget
City of Allen
2012 Strategic Plan
Implementation Plan
Garal 4. Simirly. enhance and communicate All! rpo identity to th the no
"Im
Yvar
Target
Responsibility
terminal
Dater
ongoing Strategies
C.dj up
Ad.,.IP&R
2010
JA
Ongoing Objectivist:
Objective 1 Chun, a mission sWtgXpXddl and straterac plan border Mien Candenden add itudds Elval (CVB)
fidirlial
2010
Sell
Objectives 2 Careat.. thermal, deputies, to Clearly resonances the Cross mT..,d X.I. Ar. ..P. W.—d
groups and maddis W the City cfAII-
SV.tM2. Strategists Mien �..gh Me � USA..I�.1i.
errant., Obl.CtiX-:
Objective, I Owed, a plan to identify and cdtgIpah a sarecoped mumbee annual event in Mien
PW
2010
Objective 2 Develop a plan for the funds, ef they City 0 Affead Christmas Tree lighting pers,rard
PM
nil
$W,tM3. A*�� gain
Ongoing Objecoures
Objective 1 Continue construction of thol Improvements to implement the owarridel SIX CRISS "41 ardwastand
F&P
2002
Now 12
Oned"o 2 C -Shad In. I rule Tal Loop
PAR
Isla
Sep 20
Om...3 Carol the 6 rule Thai L.op
PAR
2010
Dee 20
Continue to smk opera .�m lighting
I'm
2002
.RM;6
Ongoing Objectives,
OlNedgkor 1 Molsen Farm proems
PAR
2008
Opt -1 a
Sardial L Plan her use Chat and ��dim of � City Peaks and R�mallon faal�s
PM
Ongoing Objectives
(drol I lostakfish now recreation facility and adjoining community park west of US 75
P&R
2003
mands
Objective 2 Design and Construct CCehmt,on Park, Phase 11
Fussy
2ong?
Junill
Objective 3 Dmign and Construct an Affideft Conthers
rush
2007
arear-11
Obijanother 4 Rounceirld the Singing Ore Farmer Recreation Center
can
2008
Ded-13
patent. 5 Rockwell Ford Pool
P&R
2009
SkabM G. 8ggnkgPlllllllllllllllf01f Mien through bdXXufificXrj offorts
P&ME.,
2004
Ongoing Objectives
011 Construct City Entrance Monument
rich
2004
ral
Oncep". 2 Implement the Public Arn Master Man
P&R
2007
goal
�W" 7. P,..� lifelong hourning, UtMby, mcreati�al Mding, and an ��n�s of current
culture] and social trunds.
Ongoing Objective.
Obi I Provide popular recreational and Informational materials in print audiovisual, and electronic formal
Lider,
Most
Ord -12
Objective 2 Conduct programs to promote laread, encourage Infishoing orming. stimulate Coastal, and tables a
tab"
M05
W-12
community garthering Place
objective 3 Provide access 0 obvi me moral branches,
1-flopary
2003
W-12
Strategy S. Encourage the
catapult, al
Ongoing Objectives
Objective 1 Dekboop and provide LIsXXq outordeaday OPMftdd'Bs forth. Commonly
labovery
2011
Objective 2 Increase Lopi use grough marketing and meackmandleang
Use,
nil
Objective 3 Provide a Positive expearourday and welmming environment for plibleary painfords
1.1boady
21)11
SV3%gy9. Promote cultural and intellectual development through exhibits and programs.
Ongoing bi
Object— I Develop and past engaging and nfr exhibits lor tho goler, space
L.Mo
20)"
W-12
Objective 2 Counds, a broad range of creative expression human bodayed, and callancl diversity
Othary
2006
OCkI2
sta�ff 10. NW10P a I ancoum" ffin�s. exercise add hSXaIj
l�tym.
Ongoing Objectives,
Objective 1 Implement the Alliance for a Heafther All program
P&IR
2007
Deal
Sfta" 11. Emphas� marketing refforts to communicate Mien's identity
PAMW
Ongoing Objectives
Obaddhe I Continue to enhance the Cry a weeparthe
PAMRO
2008
Objerabovar 2 DSS,P updabas far rai CS, Npleconsons
PAJARQ
2006
May 42
Or.- 3 Dialsop Mien a destination b�di�g Strategy
PAMR0
2006
AV 12
City of Allen 22
FY 2013 Budget
City of Allen
2012 Strategic Plan
City of Allen 23 FY 2013 Budget
Implementation Plan
rS.
Systematically inesid infrastructure
W.
Res oonaibiliW�
Ongoing
Strategies
Burund 1.
Implementation of the 2007-2013 Capital Improvement Program tell __�.-,
Eng
2008
Ongoing Objectives:
OLysfiveI
Implement the CIP CO Bond Program
Eng
2000
pec -12
Objective
Communicate wish choose on the SOWS Bond Protects
Eaggeell
2008
Jun -12
Objective
RptN ror the use a Economic Stimulus Plan holds for Cap prejxb
Eng
2009
Sep -12
Objective
Create a land sequence plan that takes eavengs, Of current market conditions and financing were to
Eng
2010
acquire the land needed for short -perm IM2s ourp re protects
Objective 5.
Compile dame for future bond alecNons
Eng
2009
May 14
Signal 2.
Continua to improve tnNk management within tlu City
EDW
2000
SOP -12
Ongoing Objectives:
Onsurrre 1
Concoct an integrated, synchronized began signal system to provide fornmprove l monitoring and
Eng
woo
Jul -11
oordination
Coati 2
pnign and construct t2fic signals be ensure ffie and efficient trap management
Eng
2009
Sels-02
Ongoing Oblxtivee:
Objectlni
Commue alley, replacement program
CSrEng
me
Cast 12
Objetlwe 2.
Review long-term maintenance of evolve buildings, stints, real and sewer lines
CS
2000
penal
String, d.
Construe aM Improve roadway inhaatau
Ongoing Objectives:
Collapse 1.
Continue to advance wpdal impressment program to take advantage delayed economic ounddvns
Enl
2010
Cigarettes
East Stacy Read Improvement- Phase 11
Eng
2007
Eli
'
Obract.3
Exchange Parkway undone.. at SH 121
Eng
2007
Feb -11
Objective
Ridgeelew Ones
Eng
2007
Nov -13
Opjectln5
Ridgeview Drawn - US 75 a Stsry Road
Eng
2007
NOv-16
Objective
RNgaview Dow - $lacy b Nine
Eng
2007
Arens
Objective 7
RMgenmv Interchange w1M U575
Eng
2007
Dec -13
ObjactNe8
BothaM Oruro
Eng
Feb -13
8he8gyL
toiletries the weiEllietlon strategies City facilites, ems'..
Eng
2005
Nei
Ongoing Objectives'.
Objective
Promote a more 'green' approach to construction of new facilities
Eng
2008
Dec 13
Objadve2
Construct Fire Station 5
Enynre
2005
Sidi
Obleclva3
Commucl Fire Staten 8
Eneli
2005
Nov -15
City of Allen 23 FY 2013 Budget
City of Allen
2012 Strategic Plan
Implementation Plan
Goal 6. nWn ti 1 II . CM overnmenl services
Year
Terga
ResoonelhigN
Identified
P,'&
Ongoing Strategies:
Smuel 1. Utilities technology for aptimum perfom nca end customer seMca
IT
2006
UAillIllll
Ongoing Objections.:
Ondeffea 1. R..." Me use a wireless owned,,
IT
2006
Ati
Objective 2. Expand use M GIS loan
Plan
Out
W-13
Octal Implement the IT Master Man
IT
ON
Dee -11
Obpgwe 4. Consider a NrWtlwmmunlation platlmm
2M
Cut 12
,LL�"�,.,y..,,
""4' DevNop IuognmB lo be S ms.y®pr.ls the "Employer of Choice"
�IIT�
refs
xeW
�
Ongoing Objectives:
Objective Develop a professional development program for city employees
HR
200)
Chi
Oblec4ve2 Continue to Improve add maintain quality staff
HR
2007
Dec -12
Oblemw3 Enhance arganl7etion-rode trassig prryrema
HR
20:10
Deo12
Otilac4w 4 Continually review and address HR programs to moielain an excellent waMkrre
HR
2006
Deo12
Enhance the Cay, of Allen's Customer _
Ongoing objectives:
Objedlvel Continue to emphasize the City s organizational values Kwon Me PRIDE program
HR
2006
Cal
illilloomilenl fiscal management to main e., ..
Ongoing Objectlyee:
Ob,.. l_ Improve financial proccong using lechnolpgy and more efficient policies and procetlures
Farr
2000
Del
Objech.2 Provide and maintain probe services within Me poldecal revenue limits facing the Cary
FirerKa
2007
W-12
Objectives Monitor the Cdys capital Investments dudrg demands challenges
Finan,
ON
W-12'
Objection, 4 Metathesualain financially sound aganazation
Finance
ON
Sep -12
Ongoing ObjMiwe:
Obiedlwl Apply far TML Mumopal Excellence Awards
Adman
ON
0.12
Objective Apply for NLC Awards
Afrid
2004
Jan -13
EF Surand, 6. Continuo to maintain and enhance webalte to improve customer servica
Mal
Ongoing ObaclNes:
Objectival Continue to in-digale the leazib04y of, commerce ander-dementon -line lmnsaCtmns
R7Admin
2000
day 11
S Wo 7. Continue to Provide Creative of Alkn set
206
2006
Ofil
ChannelAM
Ongoing Objectives:
Objectival Continua to develop award winning programs on Me China cable chanml
PAMRO
2006
Decal
City of Allen 24 FY 2013 Budget
City of Allen
2012 Strategic Plan
1
City of Allen 25 FY 2013 Budget
Implementation Plan
's
r• Is
e s- 0000rtunN the tax base and Provides
Year
blovment
antl cont'iato Me commun'ty character antl'tlenMv
Responsibility
Identified
Ongoing Strategies'
strategy 1.
Identify+ Me City of Allen desires to recruit to the SH121 corridor and
AEOCIPIan
-.
enwu wmmeroial space Mat is most attractive to meet those needs.
Ongoing Objectives'.
Charges
Be prepared to recmWrani corporate relocation candidates to Allen
AEOCIPIan
2010
Joe 13
Obectwe2
Use partnerships and zoning to atlmG development nor will maximoe In. value of In. 121 Carron
AEDCIPIan
2010
Jan 13
Strategy 2.
Create and Implement a ibnsisble for public aM private imnW a
PWWAEOC
2008
surrounding Me U.S. ]5 and S.H.121 IMarohange
Ongoing Objectives:
Object -I
Continue dialogue with Developers recording then plans far a mixed use development lU B]5 and SH 121
RbVAEDC
2006
Dal
Imemha
Objective
b
Dealmonsiarge)es to aged th limellne antl tlevelCpmenl of tlla prDlacte In Mh area (US 25 antlBH.
plan/AFDC
2008
Dec -12
121 interchange)
Cards. 3
Remsn involved in the dardocramakin9 prmess for design and implementation of the SH 121 poll
Eng
2006
Dec -12
Provide public sector expertise and assistance for continued development in the Granted
Plaral
2008
0
Distinct (Watien Creak)
Ongoing Objectives:
Objeci"1
Use anDoesarms' approach b ensure Pe dwebper continues the mlail development according to the
Planal
2"
Oct -11
plana end schedule
Objective
Continue active recrvbmentlactronldialogue throughout the entire pro,ect
Ran/AEDC
2006
Oct -11
�y 4.
Continue to target Prospects to achieve City, goals for company recrul It',
2008
Jimi
mWonbe
ligillil iN to
Orrgoing Boiled...
Objective
Cremon, to ltleriir,and target office development products ter the Gly of Allen
AFDC
2006
0M12
'
Objective
Continue to identity and pryet onlce tech development products for Bq Cry of Allen
AEDC
2006
Jen -13
Objet ive3
Maintain ewrwmm tlrversiry Mmugh targeted recmiMent and mauel
AEDC
2006
has13
ObjeGlve a.
Local Industry Relemion
AEDC
2005
Dad -12
Objective 5.
Recruit Omer service oriented developments to Alton
AFDC
200
Jun -12
Objective
Develop and Peal Businms Paha
AEDC
2005
Jan13
Objective 2.
Recruit Innovation Companies
AEDCIPHn
2000
Dec12
Objective 8.
Recruit Data Centers
AEDC
2008
Dec -12
Otiedien 9.
Explore new avenues te encourage economic development
AEDC
2008
Jan13
`'-"--
Manage Wr 188l=6gslopmeM
Plan
2008;
Ongoing Objectives:
Objective
Begin burns 99 on redevelopment of older Commercial areas
Gran
2003
Coll
Strategy 6.
Creat a viable Central Business District jC8D)
Plain
200/
Jm-13
Ongoing Objectives:
Objective 1.
Redefine the vision for the CBD
Plan
20M
Dec -12
Objectee 2,
Evelande Me contouring of redevelopment of th CBD
had
2004
May -12
Objediee 3.
Invest in CBD lnfraaWcture
Plan
2004
Jun -14
Objedive4
Identify potential developers for the CBD
Mar1AEDO
2004
Jan13
Strategy i.
Initiate assistance d "OPmunt business legal b business aDraodon and rabrrtion
PIanIAEDC
2008
Jan -13
Ongoing Objectives:
Objective
Collateral with collages, the business community and ASO to ensure Mien has appmpnale career
AEDC
2008
Jan13
technat college preparatory and reme9al preperebry training
Objective
Develop a plan to loan* and blame what type of audience is needed W mind to Mien
AEDC
2000
Di
1
City of Allen 25 FY 2013 Budget
City of Allen
2012 Strategic Plan
Implementation Plan ,
Goals. Proactivah, workt [et and manage water resources
Res
Ongoing Simi
Strategy i.
that " City's
Develop water conservationolowinitiativa, Matale
CS
2
1 -,_„_._,
operations to oa "low, water -uses lifestyle
Ongoing Objectives'.
Ooleclrvo1
Enhance programs lolnrorm and adi olizens and businesses about water co-c—it,.r
OSIP&R
2007
0C442
Obledivn2
Implementlnition,i, ot,h va airy operaLona railroad lowelermmerarm,
GSIPIR
2007
0ct42
Sthearga 2a
Eng
2005
Jam
Ongoing Objectives:
Ocence.1
Replace Rif side Water Taxer with a 2 million gallon emanates tank
Eng
2005
Jun -11
Objective 2
Recommindt Bar IIX station and force main
Eng
2005
W-13
Strategy 3.
Support efforts to assure
Municipal Water District
Ongoing Objectives:
Obpctive1
Supped miontl eflons M azure Met NTli plans to reabre take Toone Water ere successful
CS
2012
Oblemve2
Support regional where, M annsbun hew reservoirs and acquire additional water source, Mat win add he
Cs
2012
Dwi
NTMWD'swalerngMs
1
City of Allen 26 FY 2013 Budget
CITY OF ALLEN
FINANCIAL POLICIES AND PRACTICES
' FISCAL YEAR 2012-2013
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 FY 2013 Budget
CITY OF ALLEN
FINANCIAL POLICIES AND PRACTICES
FISCAL YEAR 2012-2013 '
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. A copy of the policy can be found in the appendix.
Reserves
The City maintains a prudent level of financial resources to protect against the need to reduce service
levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time
expenditures. In the General Fund, that level is 60 to 90 days of operating expenses. In the Water and
Sewer fund, the policy is for 90 to 120 days of operating expenses. In the Debt Service Fund a range
of 5% to 10% of the required annual principal and interest payments is maintained and in the Risk
Management fund, the City maintains a minimum reserve of $500,000 to cover unexpected costs
relating to health insurance claims; the City is self-insured for this component of the fund. All funds are
monitored and managed according to the intended purpose of the individual fund.
Debt Management '
All debt issuances are for the purposes of financing capital infrastructure or long-lived costly assets.
Each debt issuance is evaluated against multiple policies addressing: debt service as a percent of
operating expenditures, tax and revenue bases for the repayment of debt, the overall debt burden on
the community, statutory limitations and market factors affecting tax-exempt interest costs. Sizing of
the City's capital improvement program based on debt capacity in conjunction with conservatively
estimated payors -you go revenues help stabilize per capita debt and lower annual debt service costs to
the City over the long-term. When interest rates decline, the City will analyze the benefits of issuing
advance and current refunding bonds in order to take advantage of the economic gain obtained from
the reduction of long-term interest costs. The City has identified the maximum amount of debt and debt
service that should be outstanding at any time (see "Debt Policy, in the Debt Service Fund section, as
well as the discussion of debt in the Capital Projects section of this document).
Investment Policies
The City Council has formally approved a separate Investment Policy for the City of Allen that meets
the requirements of the Public Funds Investment Act (PFIA), Section 2256 of the Texas Local
Government Code. This policy is reviewed annually by the City Council and applies to all financial
assets held by the City.
Investment Strategies
The City maintains portfolios which utilize the following four speck investment strategy considerations
designed to address the unique characteristics of the fund groups represented in the portfolios:
Operating Funds: to assure that anticipated cash flows are matched with adequate investment
liquidity and to create a portfolio structure which will experience minimal volatility during
economic cycles. '
City of Allen 28 FY 2013 Budget
I
I
CITY OF ALLEN
FINANCIAL POLICIES AND PRACTICES
FISCAL YEAR 2012-2013
Debt Service Funds: the assurance of investment liquidity adequate to cover the debt service
obligation on the required payment date.
Reserve Funds: generate a dependable revenue stream to the appropriate fund from securities
with a low to moderate degree of volatility.
Special projects or special purpose funds: assure that anticipated cash flows are matched with
adequate investment liquidity.
Investment Objectives
The City shall manage and invest its cash with four objectives listed in priority order:
• Safety of the principal invested
• Liquidity and availability of cash to pay obligations when due
• Receive the highest possible rate of return ield 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.
Quartedy 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 FY 2013 Budget
CITY OF ALLEN
FINANCIAL POLICIES AND PRACTICES
FISCAL YEAR 2012-2013
Procurement Planning
All City purchases of goods or services are made in accordance with the Texas Local Government
Code, including Chapter 252, Purchasing and Contracting Authority of Municipalities, other relevant
federal, state and local statutes. The City's purchasing policy requires all purchases greater than
$15,000 be approved by the City Manager and purchases of $50,000 or greater must be advertised in
accordance with the competitive bid process and awarded by the City Council.
The City implemented a Procurement Card (P -card) Program as a cost-effective alternative to the
existing purchase order process. The P -card is used for small dollar/high volume purchases to assist
employees to more quickly and easily obtain the goods and services needed to get the job done.
Internal management controls together with the card's inherent controls will ensure that the card can be
used only for speck 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.
1
Insurance and Risk Management
The City has a comprehensive risk management program, including property, liability, safety, workers'
compensation, health, dental and wellness.
The City has established a self-insurance plan for City employees and their covered dependents for ,
medical and dental rare. A commercial insurance company re -insures the City for individual claims in
Cay of Allen 30 FY 2013 Budget
APPROVAL REQUIREMENTS FOR PURCHASES
Requires Directoror
Department
Purchasing
City
City
Dollar Fi ure
Quotes Designee
Director
Mana er
Manager
Council
$0 to less than $3,000
(purchase order or credit
card)J
J
$3,000 to less than $10,000
J J
J
J
$10,000 to less than $15,000
J J
J
J
J
$15,000 to less than $50,000
J
J
J
J
$15,000 or more
Professional Service
Contracts
J
J
J
J
$50,000 or more
(Formal Bids - State required
over $50,000)
Materials and Equipment
J
J
J
J
Prompt Payment
All invoices approved for payment by the proper City authorities shall be paid within thirty (30) calendar
days of receipt of goods or services or invoice 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.
1
Insurance and Risk Management
The City has a comprehensive risk management program, including property, liability, safety, workers'
compensation, health, dental and wellness.
The City has established a self-insurance plan for City employees and their covered dependents for ,
medical and dental rare. A commercial insurance company re -insures the City for individual claims in
Cay of Allen 30 FY 2013 Budget
CITY OF ALLEN
FINANCIAL POLICIES AND PRACTICES
' FISCAL YEAR 2012-2013
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 -tens financial forecasts of
recurring available revenues. The City's five-year Capital Improvement Program is used as a guide for
project, debt, and other related budget planning.
Revenue Diversification
The City is cognizant of the fact that a diversity of revenue sources is important in order to improve its
ability to handle fluctuations in individual sources. The City continues to search for new revenue
sources, while monitoring economic and legislative threats to current sources.
' Use of One-time Revenues
The City of Allen does not use one-time revenues for ongoing expenditures. Similarly, it does not allow
ongoing expenditures to result in a decrease to fund balance in any fund.
City of Allen 31 FY 2013 Budget
CITY OF ALLEN
REVENUE SUMMARY
2012.2013 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
(27.1 % 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 FY 2013 are
$44.2 million. This is for the General, Debt Service, and Tax Increment Financing (TIF) funds.
The General fund portion makes up 41.2% of that fund's budgeted revenues and is estimated at
$32.4 million for fiscal year 2012-2013. The portion allocated to the Debt Service fund is
approximately $11.8 million. These two include the TIF fund amount of $636 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 Central Appraisal District of Collin County at 100% of estimated value and
certified by the Appraisal Review Board. The assessed value upon which the 2012 levy (for FY
2013) was based is $8,001,298,212. 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 $.552 per $100 of
valuation, of which $0.405058 is for General Fund operations. The remainder of the tax rate, '
$0.146942 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.
35,000
30,000
125,000
20,000
c
� 15,000
V
10,000
5,000
Tax Revenues and Tax Rate
2004 2005 2006 2007 2008 2009 2010 2011 2022R 2013P
o General r•Debt eillimnTax Rate
0.80
0.70
H
0.60 �
0.50
0.40
0.30 V
Y
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 FY 2013 Budget
I
I
CITY OF ALLEN
REVENUE SUMMARY
2012-2013 FISCAL YEAR
Sales Tax
(19.4% 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 Citys sales tax continues to grow, and makes up
approximately 20.1% of the total General Fund revenues. This avoids too heavy a reliance on
such an elastic source of revenue. With the growth in previous years, the City Council has
made an effort to use sales tax revenue to reduce the property tax rate for the Citizens of Allen.
Fiscal year 2012 revised is projected at $30.3 million and fiscal year 2013 is projected at $32.0
million.
$30
$25
$20
$15
g $10
$5
Sales Tax
2005 2006 2007 2008 2009 2010 2011 2012R 2013P
■Generaland TIF ■EDC ■CDC
The increase in total sales tax revenue from FY 2012 to FY 2013 is due to a full year's impact of
new retail development and commercial construction in the City.
Charges for Services
(38.2% of Total Revenues)
User charges are the largest source of revenue for the City, projected for FY 2013 at $63.1
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 FY 2013 Budget
CITY OF ALLEN
REVENUE SUMMARY
2012-2013 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 FY 2012-2013 are estimated at
$18.7 million for water sales and $11.7 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.
g $30
$5
$0
2005 2006 2007 2008 2009 2010 2011 2012R 2013P
■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
2012-2013 at $6.12 million.
Solid Waste Revenues
2005 2006 2007 2008 2009 2010 2011 2012R 2013P
■Solid Waste ■Recycling ■Hazardous Waste mother ,
City of Allen 34 FY 2013 Budget
CITY OF ALLEN
' REVENUE SUMMARY
2012-2013 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 2012-2013 are projected at
approximately $6.6 million.
Licenses and Permits
License and Permit revenues represent 1.3%, or approximately $1.05 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), speck
permits (fences, electric, plumbing, etc.) and service fees (re -inspections, special inspections
' and special services). Overall permit revenue for FY 2013 is expected to be slightly lower than
the FY 2012 revised estimate driven by a decrease in multifamily permits. No increase in single
family is expected and a slight increase in commercial permits is expected.
City of Allen 35 FY 2013 Budget
CITY OF ALLEN
COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES
FOR FISCAL YEAR 20124013
U-04.L01�1
out Valorem Taxes
32,191,557
11,675.790
792,458
Enta Has Funds
Daoaral
Daft
-
TIF
WatafB
I Solid Drainage
Golf
FundS
e ace
Fund
Sawa x
WasteUtility
Courant,Cour
BEGINNING BAUWCE S 16693005
It 613110 $
9]1953
12523974
$ 3165065 $ 92420fi $ 179
U-04.L01�1
out Valorem Taxes
32,191,557
11,675.790
792,458
870,673
-
-
-
Sales Tax
15,693,130
-
402,069
-
-
-
Franchise Fees
6,W.M
-
-
23,030,974
5,911,140
924,715
-
Limnses and Pennils
11048.600
-
-
-
-
-
2,2]8,085
Grans a Contnbu4ons
1,739,237
-
-
-
--
19.4%
1.2%
Services Charges for Sees
11,835,88]
-
-
3D422.w
6,053,209
1,3201000
2,112.876
Flnes
1,862,625
-
-
477,500
404.528
-
-
Miscellaneous
695,122
-
-
135,750
47,000
-
-
Interest Earned
139.040
55,140
3,610
51,620
17,310
6,01D
26D
ReimbursenwMs
830,613
-
-
-
-
1,452,752
-
OpOmengTransfersln
54452]0
500000
-
33 fi92
-
-
176915
TOTAL REVENUES
]8,123,95]
12,230.930
1,198,137
31,120,562
8,11],519
1,328,010
2,290,051
TOTAL AVAILABLE
S 18056921 It
876.530 $
1.272.011
10.311.889 $
2.M271 S
797,514 $
14,145
$ 94.816.962 $
12844040 $
2170090
S 43844536 S
9222584 $
2.250,296 $
2.290,230
EXPENDITURES
General Govammem
17,903,234
-
890,079
870,673
-
-
-
PuNicSaNty
29,125,466
-
-
-"
Public Woks
3,927,968
-
-
23,030,974
5,911,140
924,715
-
Culture 6 Recreabon
24.785,260
-
-
-
-
-
2,2]8,085
Communs,Development
2,356,552
Sales Tax
Miscellaneous
19.4%
1.2%
Grant Administralon
-
-
-
-
-
Transfers Out
542,820
-
4.608,025
404.528
484.792
-
DebtSemim
-
11,967,510
-
1,574,975
Licenses and
-
capislPmpcts'
Permits
3,170,000
4]1845
43245
-
TOTALEXPENDITURES
78,541,300
11,8fi7,510
898,079
33,332,647
6,]0],313
1,452,752
296,085
ENDING BALANCE
16.175,662
876,530
1,272.011
10,311,689
2,435,271
797,514
14,145
LESS RESTRICTED
118741
AVAILABLE BALANCE
S 18056921 It
876.530 $
1.272.011
10.311.889 $
2.M271 S
797,514 $
14,145
City of Allen 36 FY 2013 Budget
1
Distribution of Revenues -AIL Funds
Ad Valorem Taxes
Operating
27.1%
Transfers In
4.7%
Reimbursements
1.5%
Interest Eased
0.3%
Sales Tax
Miscellaneous
19.4%
1.2%
Fines
1.5%
Franchise Fees
4.0%
Licenses and
Charges for
Permits
Services
Grants &
0.6%
38.2%
Contributions
1.5%
City of Allen 36 FY 2013 Budget
1
1
CITY OF ALLEN
COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES
FOR FISCAL YEAR 2012.2013
J a J 4Ven.am 3 '.. S 621342J $ 3495532 $ 40]9404 $ 13 ZI4305 $ 88244134
'
S acial Revenue
I Intimal Service Funds
n rent UnIM
Total
Asset
Fotfeitun
Rotel Grant
Occu .Tae Fund
Replacement Risk
Fund Man amaM
Economic Communiy
Dewl mant Dsval man[
All Funds
2011-2013
J a J 4Ven.am 3 '.. S 621342J $ 3495532 $ 40]9404 $ 13 ZI4305 $ 88244134
'
-
-
-
-
-
-
44,659,005
-
-
-
-
-
7,938189
7,938,189
31,967,577
-
-
-
-
-
-
-
6,643,096
-
-
-
-
-
-
-
1,048,600
-
-
815,996
-
-
-
-
2,555,233
-
-
-
1,]03,669
9,696,996
-
-
63,144,417
165,000
-
-
-
-
-
-
2,505,125
-
1,087,334
-
-
-
-
-
1,985,206
1,515
91860
3,465
43,985
27,230
21,800
39,990
420,635
-
-
-74,R00
4,253,677
1,510,500
-
-
2,423,613
'
10,540
1,997,221
41.399
1,249,852
323537
5,229,655
3.295,281
7,770,W5
166.515
1,097,194
86,860
3,072,006
11,566,263
].95],989
T,976,179
165,104,172
149540
$ 1997221 $
15,54] $
7.031.]52 $
3,665.528 $
5,229,655 $
3.295,281 $
53,203.035
$ 291.054 $
3,162,069 $
1.010.&4 $
11.205429 $
15,051,795 $
12037393 $
21250984 $
231,348,306
-
-
-
2,603.493
11,36,267
5,213.223
-
38,874,969
141,514
-
-
862,000
-
-
-
30,129,780
-
-
-
427,183
-
-
-
34,221,980
-
11184,848
-
360,201
-
-
-
28.600,394
-
-
-
-
-
-
738937
3.095,489
-
-
860.297
-
-
-
-
860,297
-
-
-
-
-
-
-
6,118,165
-
-
-
-
-
1.594.515
2,951,110
18,088,118
14.265648
17,910,538
141,514
1,184.848
060,297
4,253,677
11,38826]
6,807,738
17,955,703
17],945,]30
'
10,540
1,997,221
150,547
7,031,752
3,665,528
5,229,655
3.295,281
53,402,576
118,741
149540
$ 1997221 $
15,54] $
7.031.]52 $
3,665.528 $
5,229,655 $
3.295,281 $
53,203.035
Me -year GP may be 1ausiin me Capllal Pmlecb section of this boak
Distribution of Expenditures -All Funds
Transfers Out Debt Service Capital Projects`
3.4% 10.2% r 10.1%
Grant I
Administration
0.5
Community General
Development Government
1.7% 21.9%
Culture 8
Recreation
16.1%
Public Safety
16.9%
Public Works
19.2%
City of Allen 37 FY 2013 Budget
CITY OF ALLEN
COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES
FISCAL YEAR 2012-2013
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
BEGINNING BALANCE E 57,381,118
E 54,966,071
$ 63,228,541
5 66,244,134
REVENUES
Ad Valorem Taxes
41,242,115
42,559,283
42,521,061
44,659,805
Sales Tax
27,578,003
27,441,172
30,342,460
31,967,577
Franchise Fees
6,230,268
6,274,713
6,375,405
6,643,096
Licenses and Permits
1,009,913
944,400
1,051,300
1,048,600
Grants & Contribu0ons
3,098,428
2,306,014
1,980,727
2,555,233
Charges for Services
57,104,026
61,485,670
54,677,598
63,144,417
Fines
2,372,743
2,409,092
2,359,840
2,505,125
Miscellaneous
15,041,098
1,837,549
18,357,063
1,965,206
Interest Earned
575,557
668,540
462,487
420,835
Reimbursements
1,688,404
2,153,990
3,062,321
2,423,613
Operating Transfers In
7,459,499
8,291,441
10,793,342
7,770,665
TOTAL REVENUES
163,400,054
156,371,864
171,983,604
165,104,172
TOTAL AVAILABLE 220,781,172 211,337,935 235,212,145 231,346,306
EXPENDITURES
General Government
30,103,594
31,801,283
35,010,341
38,874,969
Public Safety
26,508,872
28,513,376
28,610,000
30,129,780
Public Works
23,724,236
31,211,333
25,874,752
34,221,980
Culture & Recreation
22,959,492
29,632,500
24,004,053
28,606,394
Community Development
4,159,057
2,573,004
3,687,118
3,095,489
Grant Administration
2,488,729
1,544,220
1,814,733
860,297
Transfers Out
6,091,732
7,425,574
6,140,166
6,118,165
Debt Service
30,938,873
18,206,580
34,499,721
18,088,118
Capital Projects
10,578,045
4,310,332
8,883,845
7,321,190
Prior Year Project Commitments
-
8,411,944
-
10,629,348
TOTAL EXPENDITURES
157,552,631
163,630,148
168,524,729
177,945,730
ENDING BALANCE
63,228,541
47,707,789
66,687,416
53,402,576
LESS: RESTRICTED443282
118,741
AVAILABLE BALANCE
$ 63,228,541
$ 47,707,789
$ 66,244,134
E 53,283,835
City of Allen 38 FY 2013 Budget
d
1
1
1
I
ANALYSIS OF CHANGES IN
FUND BALANCES/RETAINED EARNINGS
The following table indicates the reasons for projected changes in fund balances/retained earnings of ($12,960,299):
Fund
2011-2012 Year
2012-2013 Year
Difference
Explanation
End Estimate
End Projection
This fund includes a one-time drawdown addressing
General Fund
$16,693,005
$16,056,921
($636,084)
maintenance needs and provides for approximately 745
days of opardtions. The policy is 60-90 days
The fund balance is within the policy requirement of 5% -
Debt Samoa
$613,110
$876,530
$263,420
10%. Funds remaining are comprised ofintereateamings
and delinquent tax collections and will remain in the fund.
Property and sales lex have been collected in THE e2;
IF
$971,953
$1,272,011
$300.058
however, no grants are currently being paid out TIF pt
grams are paid annually.
A drawdown is allowed as pad of funding approximately
Utility Enterprise Funds
$3 7 million in capital improvements and ane -time capital
(Water B Sewer, Solid Waste,
$16,553,325
$13,544,704
($3,008,621)
expenditures. Estimated reserves in the Water g Sewer
and Drainage Utility)
fund at the end of FY 2013 are 113 days of expenditures,
which adheres to the policy requirement of 90-120 days.
Golf Course
$179
$14,145
$13,9646
This fund is subsidized in order to break even.
sseI Forfeiture
$124,539
$149,540
$25,001
Funds collected in one year are appropnated in the
following year
A drawdown is allowed as part of funding approximately
Hotel Occupancy Tax
$2,84,875
$1.997,221
($87,654)
$145,000 in one time professional services costs related
to the City's re -branding project.
Funds remaining are reamded and will be carried over to
Grants
$149,984
$150,547
$589
Mum yearn for allowable expenditures. Expenditures are
only for those goods or services as allowed bylaw, or as
approved by the egenaes awarding the grants.
Reserves in this fund ere used for scheduled
replacements of vehicles, technology, and equipment.
Replacement Fund
$8,213,423
$7,031,752
($1,11D 671)
Revenues are received over the lives of existing assets,
while expenses are based on a set replacement schedule
which is subject to annual management review
Risk Management
$3,485,532
$3,665,528
$179,9%
An increase in fund balance is projected, primarily in the
Health and Dental portion of the fund
Economic Development
$4,079,404
$5,229,655
$1,150,251
Reserves in this fund are used to spur economic growth
Each year, unspent funds for prior year project
commitments are reappropriated, in order to reflect a
mmunnty Development
$13.274,805
$3,295,281
($9,979,524)
better estimate of the remaining amount available. The
FY 2013 budget includes approximately $13.4 million to
cash finance the community development projects
otats
$66244,134
$53,283,835
$12,960,299
City of Allen 39 FY 2013 Budget
CITY OF ALLEN
CITY OF ALLEN
ORGANIZATIONAL CHART
City Council
CiNAttomey City Manager Municipal Judge
Assistant City Manager Assisfint City Manager
' Human Resources City Secretary
Public and Media Relations Community Development
Community Seniices W Engineering
Finance I I I Fire
Library I I I Information Technology
Police I I I Parke and Recreation
City of Allen 41 FY 2013 Budget
Solid Waste Fund
CITY OF ALLEN
6.00
6.00
6.00 -
Drainage Fund
7.00
STAFFING
FISCAL YEAR 2012-2013
7.D0
7.00 -
Golf Course Fund
'
23.63
23.63
32.49 8.86
Hotel Fund
1.00
2.00
2.00
ACTUAL ORIGINAL
REVISED
PROPOSED
Increase (Dec..)
General Fund
M10-2011 21111-2012
2011-2012
2012-2013
M012Rb FY2013
4.25
City Secretary
2.50 2.50
2.50
2.50
-
Municipal Court
11.00 11.00
10.00
10.00
-
City Administration
5.50 5.50
550
5.50
-
Public & Media Relations
5.00 5.00
5.00
5.00
-
I.T.
10.50 10.50
11.50
12.50
1.00
Human Resources
500 5.00
5.00
5.00
-
Police
159.50 171.50
172.50
174.50
2.00
Parks & Recreation
178.41 178.41
178.41
178.41
-
Library
36.45 36.45
36.45
36.70
0.25
Fire
98.00 104.00
104.00
110.00
6.00
Community Development
28.00 28.00
28.00
28.00
-
Community Services
27.00 27.00
27.00
27.00
-
Finance
16.00 16.00
16.00
17.00
1.00
F,,,anee.n,.
14.00 14.00
13.00
13.00
-
Solid Waste Fund
600
6.00
6.00
6.00 -
Drainage Fund
7.00
7.00
7.D0
7.00 -
Golf Course Fund
32.49
23.63
23.63
32.49 8.86
Hotel Fund
1.00
2.00
2.00
2.00 -
Risk Management Fund
2.00
2.00
2.00
3.00 1.00
Economic Development Fund
4.25
4.25
4.25
4.25 -
Total City of Allen Employees All Funds 713.10 723.24 723.24 746.35 23.11 '
All positions are shown as full-time equivalents (FTE).
Revised 2011-2012:
Moved 1 Police Officer (Bailift) from Municipal Court to Police as this position is now on a rotating assignment
Added 1 FTE in IT for an IT Project Manager
Reduced 1 FTE in Engineering by not filling the Project Technician
Proposed 2012-2013:
Add 1 FTE in IT for an IT Applications Specialist
Add 2 FTE's in Police for 2 Detention Officers
Add .25 FTE in Library to convert a .75 Part Time Library Specialist to a Full Time Librarian
Add 6 FTE's in Fire for 6 Firefighter/Paramedics
Add 1 FTE in Finance for a Buyer starting 4/1/13
Add 3 FTE's in Water & Sewer for a Crew Leader, Equipment Operator, & Maintenance Worker
Add back 8.86 FTE's in Golf due to the re -opening after renovation
Add 1 FTE in Risk for a Risk Specialist
City of Allen 42 FY 2013 Budget
REVENUES
Ad Valorem Taxes
CITY OF ALLEN
30,589,753
30,641,805
32,191,557
GENERALFUND
13,573,016
13,426,306
14,912,663
REVENUE AND EXPENDITURE SUMMARY
Franchise Fees
6,230,268
'
FISCAL YEAR 2012.2013
2010-2011 2011-2012
2011-2012
2012-2013
1,009,913
ACTUAL BUDGET
AMENDED
BUDGET
Contributions
BEGINNING FUND BALANCE $ 15,411,161 $ 15,411,161
$ 15,630,485
$ 16,693,005
REVENUES
Ad Valorem Taxes
30,018,546
30,589,753
30,641,805
32,191,557
Sales Tax
13,573,016
13,426,306
14,912,663
15,693,130
Franchise Fees
6,230,268
6,274,713
6,375,405
6,643,096
Licenses and Pennits
1,009,913
944,400
1,051,300
1,048,600
Contributions
630,991
1,310,620
1,058,295
1,739,237
Charges for Services
8,813,895
15,467,786
10,193,672
11,835,667
Fines
1,720,677
1,801,592
1,822,340
1,862,625
Miscellaneous
604,741
689,053
722,860
695,122
Interest Earned
192,681
237,650
163,000
139,040
Reimbursements
709,521
588,490
873,202
830,613
Operating Transfers In
5,370,475
5,445,296
5,451,660
5,445,270
TOTAL OPERATING REVENUES
$ 68,874,724 $
76,775,659 $
73,266,202 $
78,123,957
TOTAL AVAILABLE $ 94,285,885 $ 92,186,820 $ 88,896,687 $ 94,816,962
EXPENDITURES
'
General Government
Public Safety
15,899,051
25,626,050
15,791,512
26,821,150
16,255,530
26,983,584
17,903,234
29,125,466
17,975,152
Public Works
3,572,487
3,876,854
3,812,990
3,927,968
Culture 8 Recreation
20,334,389
27,057,435
21,616,999
24,785,260
TOTAL GENERAL FUND EXPENDITURES
Community Development
2,327,444
2,356,153
2,252,432
2,356,552
71,760,400
TOTAL OPERATING EXPENDITURES
$ 67,759,421 $
75,903,104 $
70,921,535 $
78,098,480
FUND BALANCE BEFORE TRANSFERS
$
16,526,464
$
16,283,716
$
17,975,152
$
16,718,482
Transfers Out
895,979
872,555
838,865
542,820
TOTAL GENERAL FUND EXPENDITURES
$
68,655,400
$
76,775,659
$
71,760,400
$
78,641,300
ENDING FUND BALANCE
15,630,485
15,411,161
17,136,287
16,175,662
Less: Restricted Fund Balance"
443,282
118,741
AVAILABLE FUND BALANCE
$
15,630,485
$
15,411,161
$
16,693,005
It
16,056,921
DAYS OPERATIONAL EXPENSES IN RESERVE 74.5
60 days of operational expenses $ 12,927,337
Fund Balance Required: 60 to 90 days operational expenses
"Special revenue items (Court Technology, Court Security, Juvenile Case Manager, Child Safety Fees, Red Light
' Photo Enforcement, and PEG) were formerly reflected in the Grants and Special Revenue Fund and are now
accounted for in the General Fund. Remaining year end balances of these sources will be shown as restricted
General Fund balance, available for the intended purpose allowable by law.
City of Allen 43 FY 2013 Budget
A
CITY OF ALLEN
I
1
GENERAL FUND REVENUE FY 2012-2013
Licenses and
Franchise Fees Permits
85% 1.3% Contributi
1 f 2.2%
Fines
r2.4%
_Miscellaneou.
0.9%
nterest Earned
0.2%
eimbursement
1.1%
_Operating
Transfers In
7.0%
EXPENDITURES BY FUNCTION FY 2012-2013
Public
5.0
Community
Development Tron¢fn.c ll��}
City of Allen 45 FY 2013 Budget
CITY OF ALLEN
GENERALFUND
REVENUES
FISCAL YEAR 2012-2013
2010-2011 2011-2012 2011-2012 2012-2013
REVENUE - DETAIL ACTUAL BUDGET AMENDED BLDG T
PROPERTYTAXES
Current $
29,592,649 $
30,332,800 $
30,400,541 $
31,945,047
Delinquent
118,255
151,149
120,632
123,255
Penalty & Interest
126,824
105,804
120,632
123,255
Miscellaneous Tax Revenue
71
-
-
-
Rollback
180,747
497,250
497,250
497,250
SUBTOTAL $
30,018,546 $
30,589,753 $
30,641,805 $
32,191,557
SALES TAX
Municipal Sales Tax 13,336,827 13,229,254 14,692,135 15,470,310
Mixed Drink Tax 236,189 197,052 220,528 222,820
SUBTOTAL $ 13,573,016 $ 13,426,306 $ 14,912,663 $ 15,893,130
FRANCHISE FEES
Electric
3,642,528
3,572,244
3,450,029
3,583,463
Gas
823,069
977,767
740,995
785,680
Communication
338,226
347,580
383,248
406,013
Cable
899,870
879,872
1,104,883
1,171,690
Solid Waste
526,575
497,250
497,250
497,250
Public Education Govt Access Fee
43,264
40,000
199,000
199,000
SUBTOTAL $
6,230,268 $
6,274,713 $
6,375,405 $
6,643,096
LICENSES & PERMITS
Single Family Permits
309,434
292,500
292,500
292,500
Multi -Family Permits
-
-
177,000
144,000
Commercial Permits
227,659
225,000
175,000
200,000
Building Permits -Other
218,792
180,000
180,000
180,000
Tree Permits
1,300
800
900
800
Un0orm Fire Code Permits
43,264
40,000
27,500
28,000
Health Permits
84,793
75,000
75,000
80,000
Sign Permits
29,140
32,000
32,000
32,000
Clearing & Grading Permit
500
600
600
500
Development Permits
2,400
1,500
1,500
1,500
Animal Licenses
54,930
65,000
57,300
57,300
Licenses & Registrations
37,701
32 000
32,000
32,000
SUBTOTAL $
1,009,913 $
944,400 $
1,051,300
$ 1,046,600
CONTRIBUTIONS
Donations/Sponsorships
630,991
1,310,620
1,058,295
1,739,237
SUBTOTAL $
630,991 $
1,310,820 $
1,056,295
$ 1,739,237
CHARGES FOR SERVICE
Court Fees
31,308
29,416
29,416
30,300
Judgment NISI
12,251
3,000
530
600
Teen Court
820
600
600
600
Arrest Fees
63,239
61,948
61,948
63,810
Court Technology
-
-
52,386
57,200
Court Security
-
-
39,054
43,190
Juvenile Case Manager
-
-
65,462
71,740
Police Reports
9,970
10,000
10,000
10,000
Reproduction Revenues
4,640
4,000
4,600
4,600
City of Allen
48
FY 2013 Budget
MISCELLANEOUS
Auction Revenue
CITY OF ALLEN
-
-
-
GENERALFUND
192,681
237,650
163,000
REVENUES
Street Light Surcharge
1,900
'
FISCAL YEAR 2012-2013
6,000
Child Safety Fees
-
-
2010-2011
2011-2012
2011-2012
2012-2013
488,629
ACTUAL
BUDGET
AMENDED
BUDGET
CHARGES FOR SERVICE -cont.
138,386
161,521
SUBTOTAL $
797,422 $
Zoning/PlaBing/Admin Fees
57,922
35,000
45,000
45,000
Alarm Registration Fees
167,264
170,000
155,000
155,000
Abandoned Property
6,986
1,000
4,500
5,000
Fingerprint Revenue
5,565
10,000
4,000
4,000
Ambulance Services
1,231,654
1,250,000
1,250,000
1,250,000
Fire Reinspections
2,154
2,500
2,500
2,500
Reinspection Fees
23,825
29,000
29,000
20,000
Inspection Fees
114,618
30,000
94,000
55,000
Ball Field Rentals
81,820
60,000
60,000
60,000
Athletics
288,250
301,052
301,052
301,052
Pool Admission Fees
231,721
256,020
240,020
240,020
Concession Sales
793,451
1,253,552
825,611
1,147,648
Learn to Swim Fees
271,071
222,500
227,375
227,375
Pool & Facility Rental
1,335,990
1,378,325
1,122,029
1,358,208
Swim Team Revenue
21,378
20,000
20,000
20,000
Special Events
65,494
70,739
77,515
78,954
Membership Revenue
712,573
676,806
693,842
706,316
Class Fees
716,365
639,778
751,500
764,071
Special Activi les/Recreation Fees
33,502
150,055
150,055
150,055
Ticket Fee
578
772,650
356,929
501,105
'
Service Charge Revenue
30,082
43,141
40,622
Ticket Revenue
2,045,021
7,556,282
2,879,913
3,594,236
Alcohol Sales
454,383
473,563
596,694
827,465
SUBTOTAL
$ 8,813,895 $
15,467,786
$ 10,193,672
3 11,835,667
FINES & FORFEITURES
Court Fines
1,647,659
1,726,592
1,747,340
1,787,625
False Alarm Fines
16,158
15,000
15,000
15,000
Library Fines
56,860
60,000
60,000
60,000
SUBTOTAL
$ 1,720,677 $
1,801,592
$ 1,822,340
$ 1,862,625
MISCELLANEOUS
Auction Revenue
8,118
-
-
-
Interest
192,681
237,650
163,000
139,040
Street Light Surcharge
1,900
10,000
10,000
6,000
Child Safety Fees
-
-
84,000
94,000
Water Tower Rental Fees
467,788
488,629
490,474
443,601
Miscellaneous
126,935
190,424
138,386
161,521
SUBTOTAL $
797,422 $
926,703 $
885,860 $
834,162
Other Reimbursements
709,521
588,490
873,202
830,613
SUBTOTAL
$
709,521
$ 588,490
$
873,202
$
830,613
OTHER FINANCING SOURCES
Operating Transfers In
5,370,475
5,445,296
5,451,660
5,445,270
'
SUBTOTAL
$
5,370,475
$ 5,445,296
$
5,451,660
$
5,445,270
TOTAL OPERATING REVENUES
$
68,874,724
$ 76,775,659
$
73,266,202
$
78,123,957
City of Allen 47 FY 2013 Budget
CITY OF ALLEN
TAXSTRUCTURE
FISCAL YEAR 2012.2013
ASSESSED VALUE (Final) - 2012 Tax Year
$
8,001,298,212
REVENUE AT $.552 PER $100 VALUATION
$
44,167,166
CONTRIBUTION TO DEBT SERVICE
$
11,757,268
CONTRIBUTION TO GENERAL FUND
0.552000
100.0% COLLECTION RATE
$
32,409,899
TAX RATE DISTRIBUTION
RATE PERCENT AMOUNT
GENERAL FUND
0.405058
73.38%
$
32,409,899
DEBT SERVICE FUND
0.146942
26.62%
11,757,268
0.552000
100.00%
$
44,167,166 (A)
(A) Approximately $465,000 of the General Fund property taxes
and $171,000 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 FY 2013 Budget
1
1
J
J
CITY OF ALLEN
BUDGET ASSUMPTIONS
' FISCAL YEAR 2012.2013
Assumptions Used for Projecting 2012-2013 Revenues and Expenditures
1. Tax rate used = $ .552
- Based upon final FY2013 appraised value of $8,001,298,212 (5.25% increase)
- FY2012 final assessed value = $7,602,180,470
- Property tax incentive for Watters Creek is 50% and The Village at Allen is 90%
- The growth in property taxes comes from $164 million in new real property, $129 million
increase in business personal property, and $84 million in expiring abatements.
Growth in sales tax revenue of 5.30% over FY2012 revised budget
- FY2012 revised sales tax is estimated to increase 10.16% over FY2011 actual.
Sales tax is estimated at $709,133 for Walter's Creek and $2,402,464 for The Village
at Allen. Of these amounts, 50% of Walter's Creek and currently 90% of The Village
at Allen are paid to the developers as economic development incentives.
Sales tax as a result of data center purchases in the amount of $299,695 is expected.
- FY2013 sales tax includes monthly in-line retail additions. Data center purchases
are expected to be less at $132,100. The Village at Allen and Watters Creek
continue to add new tenants and sales tax revenue is projected to increase.
3. Overall City growth
- FY2013 Residential growth projected at 450 permits
- FY2013 Commercial and miscellaneous permits growth projected at about an 8.6%
revenue increase from FY2012 revised.
' - 360 multi -family units projected for FY2013
4. Population - FY2013 estimate: 90,618
Franchise fees
Electric: TXU(Atmos) kilowatt hour usage is expected to increase 2.99% due to increased
demand from the data center, however, usage for revised FY2012 was reduced from the
higher usage in FY2011.
CoSery and GCEC Electric franchise revenue projected at an increase of 2.9% from
FY2012 revised due to the impact of developments
Gas: TXU(Atmos) gas franchise projected at 6.03% increase from the revised FY2012 budget.
CoSery gas franchise projected at a 6.03% increase from the revised FY2012 budget.
A mild winter during FY2012 resulted in revenue being reduced.
Natural gas commodity prices also have an impact on this revenue source.
Telephone: Access line fees projected at an increase of 5.9%. The revised FY2012 fees are
increased 13.31 % according to the current trend. Land line connections impact this
revenue source.
Cable: Cable franchise fees projected at 6.04% above revised FY2012. The revised FY2012
was increased based on the current trend.
6. Other
Ambulance: FY2013 revenues projected at no growth over FY2012 revised.
Investments: Earnings were projected using actual agency coupon and CD rales to be received
ranging from 0.27% to 2.1 % and Tex Pool at the rate of 0.12%.
Gasoline: Used an average rate of $3.50 per gallon for FY2012 and FY2013.
7. Event Center and The Village at Allen
- City ticket fee projected at $527,170 in FY2013. The reimbursement to MGHemng is
budgeted at 75% of the ticket fee revenue.
- The property tax and sales tax reimbursement to MGHemng is budgeted at 90%.
City of Allen 49 FY 2013 Budget
CITY OF ALLEN
GENERALFUND
Public Safety:
Police 14,826,414 15,414,823 15,576,804 16,559,399
Fire 10,799,636 11,406,327 11,406,780 12,566,067
Total Public Safety $ 25,626,050 $ 26,821,150 $ 26,983,584 S 29,125,466
Community Services Administration 377,058
EXPENDITURES BY FUNCTION
392,243
407,257
Streets 850,491
FISCAL YEAR 2012-2013
891,599
,
Engineering 2,344,938
2010-2011
2011-2012
2011-2012
2012-2013
3,876,854 $
ACTUAL
BUDGET
AMENDED
BUDGET
General Government:
67 759,421
$ 75,903 104 $
70,921,535 $
City Secretary
315,479
317,446
330,020
345,865
Municipal Court
616,020
640,922
774,987
728,853
City Administration
618,233
731,359
725,029
771,741
Public & Media Relations
457,010
488,063
615,475
608,257
Information Technology
1,803,534
2,141,270
2,308,242
2,709,763
Human Resources
623,515
575,733
526,058
585,325
Internal Services
8,722,838
7,967,712
8,040,726
8,955,531
The Village at Allen
27,068
25,000
25,000
-
Building Maintenance
1,057,695
1,050,273
1,102,423
1,274,835
Service Center
120,973
177,509
166,441
167,215
Finance
1,536,686
1,676,225
1,641,129
1,755,849
Total General
Government $ 15,899,051
$ 15,791,512
$ 16,255,530
$ 17,903,234
Public Safety:
Police 14,826,414 15,414,823 15,576,804 16,559,399
Fire 10,799,636 11,406,327 11,406,780 12,566,067
Total Public Safety $ 25,626,050 $ 26,821,150 $ 26,983,584 S 29,125,466
Community Services Administration 377,058
393,924
392,243
407,257
Streets 850,491
909,642
891,599
'
922,808
Engineering 2,344,938
2,573,288
2,529,148
2,597,903
Total Public Works S 3,572,487 $
3,876,854 $
3,812,990 $
3,927,968
Culture & Recreation:
Parks & Recreation 17,824,063 24,489,484 19,041,682 22,119,921
Library 2,510,326 2,567,951 2,575,317 2,665,339
Total Culture & Recreation $ 20,334,389 $ 27,057,435 $ 21,616,999 $ 24,785,260
Communitv Development
Building & Code Compliance
1,292,127
1,298,060
1,239,503
1,312,566
Planning & Development
1,035,317
1,058,093
1,012,929
1,043,986
Total Community Development $
2,327,444
$ 2,356,153 $
2,252,432 $
2,356,552
TOTAL OPERATING EXPENDITURES $
67 759,421
$ 75,903 104 $
70,921,535 $
78,098,480
Total Transfers Out $ 895,979 $ 872,555 $ 838,865 $ 542,820
TOTAL EXPENDITURES S 68,655,400 $ 76,775,659 S 71,760,400 $ 78,641,300
1
City of Allen 50 FY 2013 Budget
I
CITY OF ALLEN
EXPENDITURES BY CLASSIFICATION
AS A PERCENT OF TOTAL GENERAL FUND BUDGET
FISCAL YEAR 2012-2013
2011-2012
2010-2011 %OF REVISED %OF
CLASSIFICATION ACTUAL ACTUAL BUDGET BUDGET
2012-2013 % OF
BUDGET BUDGET
Personnel Services $
42,844,785
62.3% $
44,555,268
62.1% $
47,886,406
60.8%
Operations
23,935,679
34.9%
25,999,186
36.2%
29,930,974
38.1%
Capital
188,957
0.3%
334,581
0.5%
281,100
0.4%
Transfers
1,685,979
2.5%
871,365
1.2%
542,820
0.7%
TOTAL $
68,655,400
$
71,760,400
$
78,641,300
General Fund
Expenditures By Classification
City of Allen
51
19
FY 2013 Budget
CITY OF ALLEN
' CITY ADMINISTRATION
DIVISION 001-1501
City Manager
1
Executive Assistant to CM
1
Assistant City ManagerI I Assistant City Manager
1
Sr. Administrative Assistant
1
I
City of Allen 53 FY 2013 Budget
Human Resources Director
'
Public& Media Relations
Duectar
I
City of Allen 53 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
GENERALFUND CITY ADMINISTRATION 001-1501-413
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.
Accomplishments in FY 2012:
Goal 1. Enhance Community Livability and Safety
• Continued to implement the City Council's strategic goal of systematically investing in public infrastructure
by completing the new Fire Station #5, construction of portions of Main Street, Bethany Drive and Chelsea
Boulevard. (also Goal 4 & Goal 5)
Goal 2. Cultivate realonal alliances and Partnerships with aaencles 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
• Recruited and hired a new Police Chief, a critical Executive Staff position with the City, and facilitated the
process to recruit and hire an Executive Director for the Allen Economic Development Corporation.
• Strengthened city's financial position while maintaining the AAA G.O. Bond rating and AAA on the Water
and Sewer Revenue Bonds from Standard & Poor's and Aal G.O. Bond rating from Moody's. For the fourth
consecutive year, the City had a "perfect" audit from the external auditors.
• Continue to strengthen the City's operational effectiveness through the implementation of critical
Information Technology projects including the completion of the Public Safety Radio System, the CAD
System and the update of the IT Master Plan.
• 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 Poods and services for residents and contributes to the community character and identity
• Provided oversight and participated in the implementation of new economic development initiatives to
ensure the continued success of the new and existing retail developments. (also Goal 1 & Goal 5)
Objectives for FY 2013:
Goal 2. Cultivate regional alliances and Partnerships with aaencles 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 are city operations are able to continue to achieve strategic priorities in a sustainable
manner.
City of Allen 54 FY 2013 Budget
d
I
ITURE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
(CATION
I Services
599,442
715,999
709,669
749,950
is
18,79115,360
1,748
15,360
21,791
DEPARTMENT TOTAL
618,233
731,359
725,029
771,741
NEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
FICA
ACTUAL
BUDGET
AMENDED
BUDGET
IE
67,448
75,753
73,869
76,050
Iger
1
1
1
1
City Manager
1
2
2
2
to the City Manager
1
0
0
0
Assistant to City Manager
1
1
1
1
Iministrative Assistant
1
1
1
1
TOTAL FULL TIME
5
5
5
5
4E
7,521
7,800
7,800
7,800
y Assistant City Manager
0.5
0.5
0.5
0.5
TOTAL PART TIME
0.5
0.5
0.5
.5
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
433,118
517,108
513,999
539,950
Longevity
1,604
1,748
1,816
2,008
Overtime
1,830
-
2,000
2,000
Deferred Compensation
15,243
14,944
15,568
15,484
FICA
25,805
42,098
36,595
43,684
TMRS
67,448
75,753
73,869
76,050
Worker's Compensation
321
442
424
628
Health Insurance
41,525
50,058
51,554
56,184
Dental Insurance
3,071
3,572
3,572
3,643
Long-term Disability
961
1,213
1,196
1,243
Life Insurance
745
1,023
982
982
Flexible Spending
250
240
294
294
Car Allowance
7,521
7,800
7,800
7,800
SUBTOTAL 5
599.442
E 715.999
S 709.662
S 749.950
Subscriptions
13,924 6,295 6,295 12,310
1,558 4,365 4,365 4,781
City of Allen 55
FY 2013 Budget
FUND
GENERAL FUND
DEPARTMENT
CITY ADMINISTRATION
ACCOUNT
001-1501413
2010-2011 2011-2012
2011-2012
2012-2013
ACTUAL BUDGET
AMENDED
BUDGET
OPERATIONS - cont.
Board & Commission Training
1,565 2,000
2,000
2,000
General Supplies
1,563 2,600
2,600
2.600
Small Tools & Minor Equipment
181 100
100
100
SUBTOTAL $
18,791 $ 15,360
$ 15,360
$ 21,791
DEPARTMENT TOTALS
618,233 $ 731,359
725,011
1,741
CAPITAL EXPENDITURES LIST
No capital items
City of Allen 56 FY 2013 Budget
1
1
CITY OF ALLEN
CITY OF ALLEN
I
1
CITY SECRETARY
DIVISIONS
CITY SECRETARY 001-1000
MAYOR AND COUNCIL 001-1010
City Secretary _
i
Senior Adminiatrative Assistant Arlministri Asslstere
.5
City of Allen 57 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
GENERAL FUND CITY SECRETARY 001-1000-411
q.7l6 The City Secretary's Office is responsible for the administration of city elections, the citywide
r` y Records Management program, responding to Public Information Requests and the annual
1 �' 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
•�«x; iEf°e of; identifies, preserves and serves as custodian of the city's historical records.
Accomplishments in FY 2012:
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 newly appointed and reappointed Board and Commission
members
• Completed the annual destruction of city records in accordance with the Texas State Library requirements
• Conducted annual open government training program for city personnel
• Conducted an Email Content Management Training Class for city personnel
• Coordinated the Administrative Support Team
• Completed Supplement No. 8 to the Code of Ordinances and Supplement Nos. 8 and 9 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.
• Conducted the December 13, 2011 Special Election and January 17, 2012 Runoff Election to fill a
vacancy in Council Place No. 2; May 12, 2012 General Election was canceled
• Continued microfilm and imaging program to ensure the preservation of commercial building plans and
permanent documents
Objectives for FY 2013:
Goal 6. Maintain operational excellence in City aovernment 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 FY 2013 Budget
rl
j
FUND DEPARTMENT ACCOUNT
GENERAL FUND CITY SECRETARY 001-1000-411
EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013
ACTUAL BUDGET AMENDED BUDGET
CLASSIFICATION
Personnel Services 216,164 227,454 226,435 232,983
DEPARTMENT TI
PERSONNEL SUMMARY
FULL TIME
City Secretary
Senior Administrative Assistant
TOTALFULL
PART-TIME
Administrative Assistant
TOTALPART
EXPENDITURE DETAIL
PERSONNEL SERVICE;
Salaries
Council Salaries
's Compensation
Insurance
Insurance
:rm Disability
urance
Spending
SUBTOTAL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
1
1
1
1
1
1
1
1
0.5 0.5 0.5
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
130,433
150,494
151,392
154,617
45,930
34,500
33,000
34,500
744
840
840
936
-
247
247
250
11,205
11,974
11,880
12,429
20,583
21,565
21,249
21,778
140
150
152
204
5,878
6,404
6,404
6,976
552
563
562
574
311
321
319
329
268
276
272
272
ng/Travel/Mileage
30,826
14,450
14,450
27,700
8 Subscriptions
903
1,170
1,170
1,310
1g 8 Reproduction
909
1,976
1,976
1,850
tising
7,468
6,350
6,350
6,350
ig 8 Receptions
13,999
20,476
20,476
20,476
ance Codification
7,770
7,850
7,850
7,850
ral Supplies
991
970
970
1,096
Is 8 Commissions
6,420
6,300
6,300
6,300
Tools 8 Minor Equipment
11,313
4,000
4,000
-
City of Allen 59 FY 2013 Budget
FUND
GENERAL FUND
DEPARTMENT
CITY SECRETARY
ACCOUNT
001-1000-411
2010-2011 2011-2012
2011-2012
2012-2013
ACTUAL BUDGET
AMENDED
BUDGET
OPERATIONS - cont.
Professional Services
4,795 10,650
10,650
10,650
Elections
7,436 9,000
22,593
22,500
Records Management
6,485 6,800
6,800
6,800
SUBTOTAL $
99,315 $ 89,992
$ 103,585
S 112,882
DEPARTMENT TOTALS
5,479 317,446
330,020
345,865
CAPITAL EXPENDITURES LIST
No capital items
City of Allen 60 FY 2013 Budget
CITY OF ALLEN
I
CITY OF ALLEN
11
I
' COMMUNITY DEVELOPMENT DEPARTMENT
HEALTH INSPECTION 001-4520
BUILDING INSPECTION 001-4530
PLANNING 001-4800
CODE ENFORCEMENT 001-4840
Director
1
1
City of Allen 61 FY 2013 Budget
Building Official
IL
Assistant Director
1
1
Administrative Assistant
1
Perma Supervisor
Senior Planner
'
1
1
Customer Service
Planner
Representative
2
3
Code Inspection
GIS Administrator
Supervisor
1
1
Code Inspector
GIS Analyst
4
1
Plans Examiner
CodtW
3
Complia
Code
Enviro
'"Ohne
position paid from Water/Sewer and Solid Waste Funds.
City of Allen 61 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
GENERAL FUND COMMUNITY DEVELOPMENT/ 001-4500-460
BUILDING SERVICES
The Building Services division is a multi -functional division charged with the responsibility of managing the plan
review and permitting processes, building inspections, and compliance of building codes and health ordinances.
Accomplishments in FY 2012:
Goal 1. Enhance Community Livability and Safety
• Implemented the Adopted 2009 International Codes and NEC Electrical Code for enforcement.
• Worked with builders and contractors to understand the changes in the codes.
• Worked to reduce the plan review turnaround process for commercial review from 6 weeks to 3 weeks
and residential review from 21 days to 14 days.
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.
Objectives for FY 2013:
Goal 1. Enhance Community Livability and Safety
• Continue support of the Insurance Services Office (ISO) rating for Building Services and support to the
Fire Inspections Department by using the latest codes and standards, adding staff certifications, and
providing more staff training opportunities.
• Provide training hours to building inspectors in order to maintain their respective license and certifications
to perform the duties required.
• Continue cross training program with inspectors to develop them into combination inspectors, in order to
streamline the inspection process creating a one stop shop for community development.
• Continue to provide technical support for the CDBG Home Repair program.
Goal 6. Maintain operational excellence In City government services
• Continue refining the plan review process to increase the productivity and review turnaround times for
commercial and residential permits.
• Continue to provide technical support for the Community Development Block Grant (CDBG) Home Repair
program.
• Evaluate and review the latest programs for Community Development and Building Permit Software to
determine if there are new software programs that can increase productivity and improve customer
service.
• 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 FY 2013 Budget
I
IFI
FUND
DEPARTMENT
ACCOUNT
GENERAL FUND
COMMUNITY DEVELOPMENTBUILDING AND CODE COMPLIANCE
001-4500-460
AMENDED
BUDGET
1
EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012
2012-2013
1
ACTUAL BUDGET AMENDED
BUDGET
CLASSIFICATION
4
1
Personnel Services
1,242,101 1,244,570 1,186,013
1,261,077
Operations
DEPARTMENT TOTAL
PERSONNEL SUMMARY
Code Inspector
Code Inspection Supervisor
Environmental Services Manager
Environmental Health Specialist
Plans Examiner
Customer Service Representative
Administrative Assistant
Permit Supervisor
TOTAL FULL TI
DETAIL
Worker's Compensation
Health Insurance
Dental Insurance
Long-term Disability
Life Insurance
Flexible Spending
SUBTOTAL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
1
1
1
1
4
4
4
4
1
1
1
1
1
1
1
0
2
2
2
3
3
3
3
3
3
3
3
3
1
1
1
1
1
1
1
1
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
888,303
879,427
833,900
875,515
5,811
5,825
4,974
5,324
5,288
9,476
9,476
9,604
65,185
66,354
60,012
67,447
129,750
126,149
117,945
12 3, 317
2,063
1,969
1,778
2,053
131,862
141,448
143, 984
163,101
10,313
10,332
10,580
11,113
2,076
2,102
1,956
2,102
1,170
1,188
1,056
1,148
ig/Travel/Mileage
8,873
4,944
4,944
61370
8 Subscriptions
2,266
5,260
5,260
4,025
ig 8 Uniforms
4,022
7,453
7,453
5,200
ane
14,152
16,106
16,106
16,106
al Supplies
9,591
11,645
11,645
12,048
Tools & Minor Equipment
3,389
3,842
3,842
3,500
City of Allen 63 FY 2013 Budget
FUND DEPARTMENT
GENERAL FUND COMMUNITY DEVELOPMENT/BUILDING AND CODE COMPLIANCE
ACCOUNT
001-4500-460
2010-2011 2011-2012
2011-2012
2012-2013
ACTUAL BUDGET
AMENDED
BUDGET
OPERATING EXPENSES - cont.
Vehicle Maintenance
4,053 4,240
4,240
4,240
Professional Services
3,680
-
SUBTOTAL $
50,026 $ 53,490
$ 53,490
$ 51,489
DEPARTMENT TOTALS
1,292,127 1,296,060
1,239,503
1,312,566
CAPITAL EXPENDITURES LIST
No capital items
City of Allen 64 FY 2013 Budget
i
1
1
1
FUND DEPARTMENT ACCOUNT
GENERAL FUND COMMUNITY DEVELOPMENT/PLANNING 001-4800-461
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, 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.
Accomplishments in FY 2012:
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 (JARC) program.
• Facilitated new developments including the creation of Planned Development No. 108, Hamilton Hills,
Custer/Ridgeview Multi -family 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. Completed seven home rehabilitation projects,
three emergency repair projects and held a homebuyer educational workshop.
• Code enforcement addressed 7,200 violations while only issuing 85 citations.
• Completed additional major amendments to the Allen Land Development Code.
• Facilitated new residential developments including Hamilton Hills, Creekside at Ridgeview, The Landings
and Cumberland Crossing Phases II, III and IV.
Goal 6. Maintain operational excellence In City government services
Strategy 1. Utilize technology for optimum performance and customer service
• Coordinated utilization of GIS as the backbone for mapping in the mobile data terminals for public safety's
new CAD & RMS systems (TriTech software).
• Continued to grow the GIS database by adding new data sets and creating new layers.
Objectives for FY 2013:
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.
• Implement bus route connecting employers and retailers to Parker Road Station utilizing JARC grant
funding.
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.
Goal 6. Maintain operational excellence in City government services
Strategy 1. Utilize technology for optimum performance and customer service
• Develop a GIS Strategic Plan to coordinate upgrades with implementation of the IT Master Plan.
• Continue to grow the GIS database by adding new data sets and creating new layers
City of Allen 65 FY 2013 Budget
FUND
DEPARTMENT
ACCOUNT
GENERALFUND
COMMUNITY DEVELOPMENTIPLANNING
001-4800-461
EXPENDITURE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Personnel Services
915,259
955,827
910,593
940,138
Operations
120,058
102,266
102,336
103,848
DEPARTMENT TOTAL
1,035,3 7
1,05 ,
1,0 29
1,04 ,986
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
FULL TIME
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
1
1
GIS Analyst
1
1
1
1
Code & Health Compliance Manager
0
0
0
1
Code Enforcement Supervisor
1
1
1
0
Code Enforcement Officer
2
2
2
2
Senior Administrative Assistant
1
1
1
1
TOTAL FULL TIME
11
11
11
11
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
665,060
680,580
669,331
685,147
Longevity
2,732
2,924
2,844
3,416
Overtime
584
1,840
1,840
1,865
FICA
48,031
51,448
47,884
52,776
TMRS
96,437
97,399
94,142
96,399
Worker's Compensation
962
1,000
1,007
1.179
Health Insurance
91,272
109,687
83,208
88,643
Dental Insurance
7,325
7,895
7,377
7,668
Long-term Disability
1,545
1,630
1,574
1,644
Life Insurance
1,011
1,064
1,034
1,048
Flexible Spending
300
360
352
353
SUBTOTAL
$ 915,259
$ 955,827
$ 910,593
$ 940,138
OPERATING EXPENSES
Training & Travel
15,861
9,188
9,188
11,000
Dues & Subscriptions
3,701
4,683
4,683
4,543
Clothing & Uniforms
983
1,940
1,940
2,000
Printing & Reproduction
1,890
3,700
2,650
3,400
Advertising
83
300
300
300
Board & Commission Training
450
2,000
2,000
2,000
Plat Administration Expense
2,417
6,000
6,000
6,000
Gasoline
4,473
3,500
3,500
3,500
General Supplies
2,616
5,530
6,650
5,680
Small Tools & Minor Equipment
5,099
1,985
1,985
1,985
City of Allen 66 FY 2013 Budget
I
1
I
FUND
GENERALFUND
DEPARTMENT
COMMUNITY DEVELOPMENT/PLANNING
ACCOUNT
0014800-461
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENSES - cant.
Vehicle Maintenance
1,144
4,440
4,440
4,440
Professional Services
6,341
9,000
9,000
9,000
Donation Expense
75,000
50,000
50,000
50,000
SUBTOTAL
$ 120,058
$ 102,266
E 102,336
E 103,848
DEPARTMENT TOTALS
1,035,317
1,058,093
1,012,929
1,043,986
CAPITAL EXPENDITURES LIST
No capital items
City of Allen 67 FY 2013 Budget
I
CITY OF ALLEN
City of Allen
COMMUNITY SERVICES
DIVISIONS
ADMINISTRATION 001-5110
BUILDING MAINTENANCE 001-5120
STREETS 001-5130
SERVICE CENTER 001-5140
Director
I
Senior Administrative
1
Assistant Director
1
SbeebuDram1age Foreman II IlBuilding MainteI ance
Crew L aderI Building Zechmdan
Lead Custodian
Equipment Operator 2
2
Maintenance WorkerI I Custodian
69
FV 2013 Budget
FUND DEPARTMENT ACCOUNT
GENERAL FUND COMMUNITY SERVICES / ADMINISTRATION 001-5110-432
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 2012:
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect
Allen
Strategy 8. Work with partners to protect and conserve natural resources
Objective 1. Work with NCTCOG to protect and improve air quality
Director continues as Board Chair to the NCTCOG Resource Conservation Council
Objective 2. Work with partners to protect and conserve electricity
• Developed electricity and natural gas budget estimates for all City funds
• Director continues to serve as a Board Member on the Texas Coalition for Affordable Power (TCAP)
• Continued to report electric consumption in accordance with Senate Bill 12 compliance to reduce
municipal electric use by 5% per year for the 6' 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 second annual budget for the Municipal Service Center
Goal 8. Proactively work to Protect conserve and manage water resources
Reported the 4s 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 2n° year of the free residential home irrigation audit program
Objectives for FY 2013:
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect
Allen
Strategy 8. Work with partners to protect and conserve natural resources
Objective 1. Work with NCTCOG to protect and improve air qualify
Continue fleet conversion to alternative fuels or vehicles meeting low emission standards (LEV)
Objective 2. Work with partners to protect and conserve electricity
• Continue to be involved in electric deregulation through the Texas Coalition for Affordable Power (TCAP)
and in the management of the City's power procurement and usage monitoring
• Continue Oncor's CitySmart Program that is aimed at improving the energy efficiency of city buildings
• Initiate 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 fors, or letters within one business day of the day of
receipt
• Provide responsible strategic planning to address long range water, sewer, and solid waste needs for City
and NTMWD capital improvements
Goal 8. Proactively work to Protect conserve and manage water resources
Strategy 2. Develop water conservation initiatives that encourage residents, businesses and City's
operations to adopt a "low water -use" lifestyle
• Continue a free residential home irrigation audit program
City of Allen 70 FY 2013 Budget
I
FUND
DEPARTMENT/DIVISION
ACCOUNT
GENERALFUND
COMMUNITY SERVICES/ADMINISTRATION
001-5110432
EXPENDITURE SUMMARY
20102011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Personnel Services
369,146
380,692
379,011
392,917
Operations
7,912
13,232
13,232
14,340
DEPARTMENT TOTAL
77,058
4
392,
407,257
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
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
EXPENDITURE DETAIL
20102011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
273,827
279,448
280,379
286,908
Longevity
1,748
1,892
1,892
2,036
Overtime
173
400
400
405
FICA
19,224
21,244
19,488
22,537
TMRS
39,638
40,292
39,455
40,452
Worker's Compensation
221
225
225
321
Health Insurance
30,876
33,648
33,648
36,671
Dental Insurance
2,026
2,067
2,068
2,109
Long-term Disability
645
674
666
689
Life Insurance
603
622
614
613
Flexible Spending
165
180
176
176
SUBTOTAL
s7 369,146 $
380,692 $
379,011
$ 392,917
OPERATING EXPENSES
Training 8 Travel
155
969
969
1,940
Dues 8 Subscriptions
1,801
2,575
2,575
2,575
Gasoline
2,727
3,425
3,425
3,425
General Supplies
2,788
2,887
2,887
2,950
Vehicle Maintenance
153
980
980
1,000
Radio Maintenance
-
196
196
200
Professional Services
288
2,200
2,200
2,250
SUBTOTAL
$ 7,912 $
13,232 $
13,232
$ 14,340
DEPARTMENT TOTALS
377,058
393,924
43
407,257
CAPITAL EXPENDITURES LIST
No capital items
City of Allen 71 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
GENERAL FUND COMMUNITY SERVICES/ 001-5120-418
BUILDING MAINTENANCE DIVISION
The Building Maintenance division is responsible for maintaining a high quality interior building appearance and
administering maintenance and repair contracts for City Hall, Municipal Service Center, City Hall Annex, Municipal
Court I Parks & Recreation, Library, Police Station, Animal Shelter, Stacy Road Pump Station, and administrative
areas in the Central Fire Station. Building Maintenance performs a variety of tasks including: janitorial and
custodial services, building mechanical system preventive maintenance and repair, furniture assembly, bulk mail
transport, minor remodeling projects, and other tasks to ensure efficient building operations and staff support.
Accomplishments in FY 2012:
• Assisted in set up and break down at numerous City sponsored events
Goal 5. Systematically Invest in public Infrastructure
Strategy 3. Develop and Implement Infrastructure Maintenance Plan/schedules for Community Service
operations
• Continued to manage annual preventive maintenance contracts for City Hall, Municipal Service Center,
Municipal Annex, Courts Facility, Library, Police Station, and Animal Shelter
• Assisted with review and comment on the one year maintenance period of the Municipal Service Center
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect
Allen
Strategy 8. Work with partners to protect and conserve natural resources
Objective 2. Work with partners to protect and conserve electricity
• Participated in planning of city buildings for energy efficiency through Oncors CitySmart Program
• Oversee the HVAC rehabilitation contract for the Police Dispatch center
Objectives for FY 2013:
Goal 5. Systematically Invest in public Infrastructure
Strategy 3. Develop and Implement Infrastructure Maintenance Planlschedules for Community Service
operations
Maintain a high level of maintenance and repair for City facilities the division maintains
Goal 2. Cultivate reaional alliances and partnerships with auencles and governmental units that affect
Allen
Strategy S. Work with partners to protect and conserve natural resources
Objective 2. Work with partners to protect and conserve electricity
Pursue opportunities and work with other departments to make the best use of future ONCOR CitySmart
rebates dedicated towards further reducing the city's energy consumption
City of Allen 72 FY 2013 Budget
i�
F1
I
SUMMARY
DEPARTMENT TOTAL
PERSONNEL SUMMARY
FULL TIME
Building Maintenance Foreman
Lead Custodian
Building Technician
Custodian
fib]/_1M711/�lI'T4
DETAIL
Worker's Compensation
Health Insurance
Dental Insurance
Long -tens Disability
Life Insurance
Flexible Spending
SUBTOTAL
OPERATING EXPENSES
Training & Travel
Dues & Subscriptions
Clothing & Uniforms
Electricity
Natural Gas
rial Supplies
Tools & Minor Equipment
ig Maintenance
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
578,097
579,915
587,455
612,230
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
1
1
1
1
2
2
2
2
2
2
2
2
7
7
7
7
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
371,750
376,803
378,659
398,438
2,092
2,556
2,416
2,600
27,175
16,480
20,000
20,043
28,670
27,811
27,410
30,684
57,160
54,059
54,470
56,145
4,505
4,379
4,474
5,072
77,667
88,336
91,146
90,662
7,536
7,890
7,393
7,094
864
899
831
844
438
462
420
413
222
535
535
1,070
15
545
545
545
4,391
4,230
4,647
4,400
201,046
176,128
200,000
203,000
10,062
9,764
7,000
10,000
4,066
5,201
5,201
5,411
315
93
93
150
-
-
1,300
2,600
3,522
3,215
5,000
5,000
32,918
37,240
47,240
50,000
890
6,340
6,340
6,466
144,501
128,448
138,448
275,000
523
1,161
1,161
1,185
City of Allen 73 FY 2013 Budget
FUND
GENERAL FUND
DEPARTMENT/DIVISION
COMMUNITY SERVICESBUILDING MAINTENANCE
ACCOUNT
001-5120-418
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATIONS -cant.
Professional Services
77,127
97,458
97,458
97,778
SUBTOTAL
S 479,598
S 470,358
5 514,968
$ 662,605
DEPARTMENT TOTALS
1,057,695
1,050,273
1,102,423
1,274,835
CAPITAL EXPENDITURES LIST
No capital items
City of Allen 74 FY 20113 Budget
J
FW -1
I
1
L
FUND DEPARTMENT ACCOUNT
GENERAL FUND COMMUNITY SERVICES/STREETS DIVISION 001-5130-431
Streets division is responsible for promoting quality of life and the public's safe driving experience through
maintaining public streets, sidewalks, and alleys.
Accomplishments in FY 2012:
Goal 5. Systematically invest in public infrastructure
Strategy 3. Develop and implement Infrastructure Maintenance Plan/schedules for Community Service
operations
• Performed routine concrete and asphalt street maintenance to extend the life of the City's roadways
• Managed the City/Resident cost -shared sidewalk replacement program
• In conjunction with the Walden Park water and sewer project, repaved a portion of Thoreau from Roaring
Springs to Sandy Creek with concrete
• 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
Objectives for FY 2013:
Goal 5. Systematically Invest In Public infrastructure
Strategy 3. Develop and Implement Infrastructure Maintenance Plan/schedules for Community Service
operations
• Continue the annual street and alley condition assessments and use 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 75 FY 2013 Budget
EXPENDITURE SUMMARY
CLASSIFICATION
Personnel Services
Operations
DEPARTMENT TOTAL
2010-2011
ACTUAL
636,919
213,572
85 ,
2011-2012
BUDGET
661,736
247,906
909,642 4.
2011-2012
AMENDED
638,888
252,711
8 589
2012-2013
BUDGET
670,072
252,736
V 922,808
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ng & Uniforms
ACTUAL
BUDGET
AMENDED
BUDGET
FULL TIME
18
186
186
190
(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
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ment Maintenance
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
372
695
695
725
Salaries
393,870
409,976
403,008
414,031
Longevity
3,820
4,272
3,968
4,288
Overtime
18,803
14,400
9,000
17,513
FICA
29,543
30,387
28,227
32,004
TMRS
59,798
59,030
57,455
58,565
Worker's Compensation
10,643
10,643
10,525
11,187
Health Insurance
111,102
123,400
117,237
123,052
Dental Insurance
7,861
8,080
7,894
7,861
Long-term Disability
931
988
929
938
Life Insurance
473
500
469
457
Flexible Spending
75
60
176
178
SUBTOTAL
$ 636,919
f 661,736 $
638,888
$ 670,072
ng & Travel
-
313
313
625
& Subscriptions
243
269
269
275
ng & Uniforms
7,550
7,195
7,550
7,550
ig & Reproduction
18
186
186
190
Is
3,029
2,560
2,560
2,625
ine
30,178
26,750
29,000
26,750
ral Supplies
377
465
465
500
at & Chemical Supply
601
220
220
235
Tools & Minor Equipment
10,610
7,536
7,536
7,536
le Maintenance
12,201
13,041
13,041
13,300
ment Maintenance
14,950
91800
12,000
10,000
Maintenance
372
695
695
725
City of Allen 76 FY 2013 Budget
I
I
FUND
GENERALFUND
DEPARTMENT/DIVISION
COMMUNITY SERVICES/STREETS
ACCOUNT
001-5130-431
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENSES - con[
Asphalt Maintenance
49,952
27,930
27,930
28,500
Sidewalk Replacement
11,840
9,800
9,800
10,000
Street Maintenance
71,651
139,750
139,750
142,500
Professional Services
1,396
1,396
1,425
SUBTOTAL
$ 213,572
$ 247,906
$ 252,711
$ 252,736
DEPARTMENT TOTALS
$ 850,491
§69,642
$ 891,599
CAPITAL EXPENDITURES LIST
No capital items
City of Allen 77 FV 2013 Budget
FUND DEPARTMENT ACCOUNT
GENERAL FUND COMMUNITY SERVICES/ 001-5140-415
SERVICE CENTER DIVISION
The Service Center division is responsible for managing the common/shared facilities located at the Municipal
Service Center including the administration building, fueling operations, vehicle wash operations, and the Beet
maintenance facility. The division also budgets for all Municipal Service Center utilities including water, sewer,
natural gas, and electricity
Accomplishments in FY 2012:
Goal 6. Maintain operational excellence in City government services
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality
Services.
• Oversaw operations of Municipal Service Center including administration building, shop building, Beet
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 11-12
Objectives for FY 2013:
Goal 6. Maintain operational excellence In City government services
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality
Services.
• Continue to monitor the vehicle fueling and vehicle wash facilities including the necessary accounting
associated with these services
• Develop and monitor the operations budget and be prepared to make mid -year adjustments and develop
the FY 13-14 budget based on the facilities historic costs that are developed
City of Allen 78 FY 2013 Budget
1
FUND
GENERALFUND
DEPARTMENT/DIVISION
COMMUNITY SERVICES/SERVICE CENTER
ACCOUNT
001-5140-415
EXPENDITURE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Operations
120,973
177,509
166,441
167,215
DEPARTMENT TOTAL
120,973
177,509
166,441-$
167,215
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENSES
Electricity
64,188
71,450
64,000
64,000
Natural Gas
12,043
14,918
9,000
10,000
Water
22,246
21,500
21,500
21,930
Rentals
-
1,500
1,500
1,500
Gasoline
-
1,000
1,000
1,000
Janitorial Supplies
10,603
30,801
20,801
20,445
Small Tools & Minor Equipment
1,550
2,200
2,200
2,200
Building Maintenance
1,358
3,200
5,500
3,200
Equipment Maintenance
-
2,000
2,000
2,000
Professional Services
8,985
28,940
38,940
40,940
SUBTOTAL
$ 120,973
$ 177,509
$ 166,441
$ 167,215
DEPARTMENT TOTALS
120,973
177,509
S 1611
S187,215
CAPITAL EXPENDITURES LIST
No capital items
City of Allen 79 FY 2013 Budget
CITY OF ALLEN
Director
1
Senior Administrative Assistant
1
Assistant Director Trensporta;on Manager
11 11
Senior Signal Tech
constructed Inspector 1
Y'
' GIS TechnidenTreRc Signal Tach
2
CMI Engineer SIgnMMerldrgs Tech
2' 2
ROW/Ublity Coordinator
1
Utility Locator Tech'
Constructed Manager
- ROW/Utility Coordinator, Utility Locator Tech and one Civil Engineer are funded in Water & Sewer
"One position funded out of the Drainage Fund.
City of Allen 81 FY 2013 Budget
ENGINEERING
'
DIVISIONS
ENGINEERING 001-6000
TRAFFIC 001-6020
Director
1
Senior Administrative Assistant
1
Assistant Director Trensporta;on Manager
11 11
Senior Signal Tech
constructed Inspector 1
Y'
' GIS TechnidenTreRc Signal Tach
2
CMI Engineer SIgnMMerldrgs Tech
2' 2
ROW/Ublity Coordinator
1
Utility Locator Tech'
Constructed Manager
- ROW/Utility Coordinator, Utility Locator Tech and one Civil Engineer are funded in Water & Sewer
"One position funded out of the Drainage Fund.
City of Allen 81 FY 2013 Budget
FUND
GENERALFUND
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 is operating safely and efficiently to move vehicular traffic through the community and provides
inspection services for public and private development construction projects. The department is also responsible
for the Storm Water Management and Inspection Program.
Accomplishments In FY 2012:
Goal 5. Systematically invest in Public infrastructure
Strategy 2. Continue to Improve traffic management within the City
• Traffic Operations: Phase 1 of the street bike route markings, Stacy Road directional signage for the Premium
Outlet Mall as well as improved lane markings on WB Stacy Road at the NBFR of US 75, restriping of Main
Street and LED streetlights on Bethany Drive, right tum lane on Angel Parkway at Bethany, restriping of
Greenville Avenue and Stacy Road.
Strategy 4. Construct and improve roadway infrastructure
• Completed construction on the following projects:
o Streets: Main Street from Allen Drive to US 75 and construction began on Bethany Drive from Allen
Heights to the east city limit line. Construction also began on Chelsea Boulevard, Phase 1 (from Starcreek
to SH 121). An acceleration lane was also constructed on the NBFR of US 75 from Cabala Drive to Stacy
Road, 2012 Streets & Alley Repair project.
Strategy 5. Plan for the construction of needed city facilities
o Facilities: City Hall Soffit Remodel, Begin first floor Police Station Renovations, and HVAC for the Municipal
Court and Parks & Recreation building.
Goal 8. Proactively work to protect conserve and manage water resources
o Water/Sewer and Drainage: Walden Park, Phase 2 water and sewer replacement, Palace Way Drainage
re-route, Spring Meadow drainage, Stacy Tank Repair and Repaint, and mixing systems for the Rowlett,
Bethany and Prestige water towers, Wastewater Master Plan Hydraulic Study Update, screening wall for
Stacy Road Pump Station.
Objectives for FY 2013:
Goal 2. Cultivate realonal alliances and partnerships with auencies and governmental nits that affect Allen
Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities
Continue planning for the Crossroads Lift Station at US 75 and SH 121 with NTMWD.
Goal 3. Improve regional mobility through transportation Initiatives
Strategy 2. Continue to leverage County, State TxDOT) and Federal resources for mad funding
• Collaboration with TxDOT (Project schedule subject to TxDOT processes) on the following projects. continue
engineering to widen US 75 to 8 general purpose lanes and 3 -lane frontage roads and complete design and
start utility relocations of Stacy Road, Phase II (Greenville Avenue to FM 1378) and start planning for widening
of FM 2551 from Main Street to Parker Road.
Goal 5. Systematically invest in public infrastructure
Strategy 1. Implementation of the 2007-2013 Capital Improvement Program (CIP)
Strategy 5. Plan for the construction of needed City facilities
Start construction on the following projects: Complete remodel of the first floor of the Police Station.
Strategy 2. Continue to Improve traffic management within the City
• Continue efforts to implement US 75/Stacy Road corridor bottleneck improvements.
• Signal installation at Watters Road/Bray Central.
• Complete Phase 2 of on street bike route markings (Shallowater, Comanche, Roaring Springs, & Ridgemont).
Strategy 4. Construct and Improve roadway infrastructure
• Construct the following Streets: Complete Bethany Drive (Allen Heights to east city limit line), complete
Chelsea Boulevard, Phase 1 (Starcreek to SH 121).
• Continue engineering and land acquisition for Ridgeview Drive (Alma to US 75), Exchange Parkway (Alma to
Allen Heights). Work with Collin County, Lucas and Parker for the design of Angel Parkway (FM 2551) from
Main Street to Parker Road.
Goal 8. Proactively work to protect. conserve, and manage water resources
• Construct the following water/sewer related projects: Whisenant Water and Sewer Replacement.
City of Allen 82 FY 2013 Budget
I
FUND
DEPARTMENT
-
ACCOUNT
GENERALFUND
ENGINEERING
2010-2011
001-6000-437
2011-2012
2012-2013
PERSONNEL SERVICES
ACTUAL
EXPENDITURE SUMMARY
2010-2011 2011-2012
2011-2012
2012-2013
848,726
ACTUAL BUDGET
AMENDED
BUDGET
CLASSIFICATION
1
1
1
Personnel Services
1,180,762 1,239,718
1,183,500
1,232,708
DEPARTMENT TOTAL
2,344,938
2,573,288
2,529,148
2,597,903
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
PERSONNEL SERVICES
ACTUAL
BUDGET
AMENDED
BUDGET
FULL TIME
848,726
886,603
849,198
871,168
Director
1
1
1
1
Assistant Director
1
1
1
1
Transportation Manager
1
1
1
1
Construction Manager
1
1
1
1
Construction Inspector
1
1
1
1
Senior Administrative Assistant
1
1
1
1
Project Technician
1
1
0
0
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
1
2
Traffic Signal Assistant
1
1
1
0
TOTAL FULL TIME
14
14
13
13
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
Was 8 Subscriptions
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
2,444
5,500
4,950
5,830
Salaries
848,726
886,603
849,198
871,168
Longevity
3,960
4,584
4,440
5,096
Overtime
17,469
12,000
11,900
15,032
FICA
60,962
65,829
59,442
67,311
TMRS
125,574
126,995
120,105
122,677
Worker's Compensation
5,291
5,762
5,680
5,131
Health Insurance
107,237
125,776
121,342
134,758
Dental Insurance
7,705
8,080
7,580
7,668
Long-term Disability
2,001
2,125
2,023
2,091
Life Insurance
1,297
1,364
1,309
1,306
Flexible Spending
540
600
481
470
SUBTOTAL $
1.180.762
$ 1.239.718
5 1.183.500
E 1.232.708
Iraining/Trevel/Mileage
5,176
4,125
4,075
9,050
Was 8 Subscriptions
4,523
5,340
5,340
5,350
3othing 8 Uniforms
2,444
5,500
4,950
5,830
:lectricity-Street Lights
786,926
888,288
850,000
855,400
City of Allen 83 FY 2013 Budget
FUND
GENERALFUND
DEPARTMENT
ENGINEERING
ACCOUNT
001-6000-437
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENSES - cont.
Electricity -Traffic Signals
34,035
37,602
36,000
36,000
Advertising
-
180
180
150
Gasoline
14,909
14,835
14,420
14,455
General Supplies
3,565
3,875
3,575
3,350
Small Tools & Minor Equipment
1,388
2,225
2,550
2,050
Vehicle Maintenance
5,522
4,100
3,850
4,600
Equipment Maintenance
-
500
500
400
Street Marking Maintenance
28,107
71,000
79,500
94,000
Traffic Signal Maintenance
30,676
46,000
56,500
57,000
Street Light Maintenance
182,636
191,000
170,000
153,560
Street Sign Replacement
61,772
54,000
57,000
67,000
Professional Services
2,497
5,000
5,208
5,000
School Crossing Guards
-
-
52,000
52,000
SUBTOTAL E
1,164,176
5 1,333,570
$ 1,345,646 $
1,365,195
DEPARTMENT TOTALS
2,344,936
It 2,573,288
2,529,148
2,597,903
CAPITAL EXPENDITURES LIST
No capital items
City of Allan 84 FY 2013 Budget
I
r
CITY OF ALLEN
I
CITY OF ALLEN
C
1
FINANCE
DIVISIONS
FINANCE 001-5500
Chief Financial Officer
1
Senior Administor6e
1
Assistant Director
1
AccounOng Manager Purchasing Manager Budget Manager
Senior Accountant I I Contract Administralor I Senior Financial
Buyer Accounfing Technician
Accoungng Technician 2 1
1
Accounts PayaWe Payroll Specialist
Technician 1
1
Accountant
2
City of Allen 85 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
GENERAL FUND FINANCE 001-5500-416
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 2012:
Goal 6. Maintain operational excellence in CIN Government services
Strategy 4. Ensure excellent fiscal management to maintain public trust
• Continued to receive professional awards and recognition:
o Received the 13'" Certificate of Achievement for Excellence in Financial Reporting from the
National Government Finance Officers Association (GFOA)
o Received the 13'" Distinguished Budget Presentation Award from GFOA
o Received the 12r' Achievement of Excellence in Procurement Award from the National
Purchasing Institute (NPI)
• For the fourth consecutive year, the external audit for the period ending September 30, 2011 resulted in
no deficiencies or "management comment Items".
• The City maintained its bond ratings as follows: Standard and Poor's rating of AAA on G.O. Bonds and
AAA on the Water and Sewer Revenue Bonds. Moody's ratings are Aal on G.O Bonds, Aa2 on Water
and Sewer Revenue Bonds, Aa3 on Economic Development Revenue Bonds and Al on Community
Development Revenue Bonds.
• Issued G.O. Refunding Bonds in the amount of $13,940,000 in February 2012. Present value savings
fmm the refunding was $1,273,328 through the term ending September 2024.
• Continued financial reviews in various areas related to properly fazes, 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 incenfive agreements related to various agreements,
including The Village at Allen, the Allen Event Center, Cabela's, Stacy Furniture, and Watters Creek.
• Finalized the implementation of web based electronic bid software to increase vendor competition,
promote competitive pricing, and monitor and track vendor bids and contracts.
• Began updating the chart of accounts to prepare for a conversion of software modules throughout the
organization.
• Promoted vendor education through the Collin County Governmental Purchasers Foram annual "How to
Do Business With Government Entities" vendor fair.
Objectives for FY 2013:
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.
• Continue to prepare for the IT Master Plan's financial and other software module updates and conversion
throughout the organization. Software options will be reviewed and selected with implementation and
training to begin in late FY2013. 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 FY 2013 Budget
r1
I
C
C
FUND
DEPARTMENT
ACCOUNT
GENERAL FUND
FINANCE
001-5500-416
EXPENDITURE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Personnel Services
1,351,118
1,408,083
1,402,786
1,488,425
Operations
185,568
268,142
238,343
267,424
DEPARTMENT TOTAL
1,536,686
1,676,225
1,641,129
1,755,849
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
FULL TIME
Chief Financial Officer
0
1
1
1
Director
1
0
0
0
Assistant Director
1
1
1
1
Budget Manager
1
1
1
1
Accounting Manager
1
1
1
1
Senior Accountant
1
1
1
1
Senior Financial Analyst
0
1
1
1
Financial Analyst
1
0
0
0
Accountant
2
2
2
2
Senior Administrative Assistant
1
1
1
1
Purchasing Manager
1
1
1
1
Contract Administrator
0
0
1
1
Buyer
2
2
1
2
Payroll Specialist
1
1
1
1
Accounting Technician
2
2
2
2
Accounting Assistant II
1
0
0
0
Accounts Payable Technician
0
1
1
1
TOTAL FULL TIME
18
16
16
17
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
982,405
1,018,033
1,026,081
1,070,188
Longevity
4,122
4,890
4,890
5,658
Overtime
1,116
400
900
3,486
FICA
69,160
75,500
72,108
82,734
TMRS
142,129
145,463
144,108
150,618
Worker's Compensation
780
818
821
1,208
Health Insurance
136,271
147,515
138,602
158,475
Dental Insurance
10,686
10,899
10,710
11,309
Long-term Disability
2,356
2,431
2,440
2,569
Life Insurance
1,493
1,534
1,538
1,563
Flexible Spending
600
600
588
617
SUBTOTAL $
1,351,118
E 1,408,083
$ 1,402,786
$ 1,486,425
City of Allen 87 12013 Budget
FUND
GENERAL FUND
DEPARTMENT
FINANCE
ACCOUNT
001-55004116
2010-2011 2011-2012
2011-2012
2012-2013
ACTUAL BUDGET
AMENDED
BUDGET
OPERATING EXPENSES
Training & Travel
15,739
8,918
9,229
18,300
Dues & Subscriptions
5,195
5,735
6,035
6,035
Banking Services
5,271
5,148
5,148
5,148
Gasoline
1,255
1,500
600
1,500
General Supplies
9,225
12,775
10,402
11,105
Small Tools & Minor Equipment
1,652
2,180
1,000
2,000
Audit Fees
30,903
44,450
33,244
32,776
Professional Services
1,450
5,930
1,905
11,880
Courier Services
4,105
8,528
9,780
9,780
Credit Card Costs
110,773
172,978
161,000
168,900
SUBTOTAL $
185,566 $
268,142
$ 238,343
$ 267,424
DEPARTMENT TOTALS
1,536,686 $ 1,676,225
1,641,129
1,755,849
CAPITAL EXPENDITURES LIST
No capital items
City of Allen a8 FY 2013 Budget
CITY OF ALLEN
I
I
CITY OF ALLEN
FIRE
DIVISION 001-3500
Chief
1
Senior Administri
Assistant
Assistant Ch f/Prevention I Assistant Chief/Operations
Public Education Coordni
1
Division Chlef/Support
Services
Fine Prevention Specialist
3
Drvisian ChiafRmglSafel
Adrninii Assistant
I
AdminisVative Captain
Captain pt
3 15
Driver Operator Engineer
(DOE)
15
Firefighter/Paramedic
83
City of Allen 89 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
GENERAL FUND FIRE 001-3500-422
The Allen Fire Department serves and protects its citizens and visitors by providing the best in Emergency Medical
Services, Fire Suppression, Fire Prevention and Education, and Emergency Management.
Accomplishments in FY 2012:
Goal 1. Enhance Community Livability and Safety
• Activated all the features of the fire station alerting system
• Activated the new Computer Aided Dispatch software/hardware and Records Management Software
• Received and placed in service the first 100' aerial device for the AFD to serve our increasing building heights
• Received and placed into service one ambulance (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 upgraded and updated
• Expanded our Public Education Programs
• Enhanced the Community Emergency Response Team's (CERT) response capabilities
• Updated live radar feeds and software to aid in evaluating severe weather and its impact on Allen
• Obtained live feeds from the TxDOT cameras to aid in response safety
• Conducted annual mandatory physical ability testing for incumbents
• Expanded our officer development program
• Increased the college education requirements for promotions
• Renegotiated contracts for medical direction and emergency medical billing services
• Brought EMS continuing education in-house to expand the number of training hours provided each month while
customizing training to Allen's specific needs
• Implemented a program where AFD paramedics rotate through the emergency room and operating room at a
local hospital to increase their experience and build rapport with the facility staff
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 maintained federal grant eligibility by completing National Incident Management
System and Incident Command System training requirements
• Worked with the Insurance Service Office to receive an updated Public Protection Classification (PPC) for Allen.
The PPC is utilized by insurance agencies when determining fire insurance rates for a community. The PPC for
Allen is a Class 2 (on a scale of 1 to 10 with 1 being the best rating). This places Allen in the lop 5%.
• The Regional Hazard Mitigation Action Plan was approved by FEMA
Goal 5. Systematically Invest in Public Infrastructure
Strategy S. Plan for the construction of needed City facilities
• Utilized $1.810 grant from the America Reinvestment & Recovery Act toward the construction of Fire Station #5
Objectives for FY 2013:
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)
Objective 2. Effectively use technology to enhance public safety services
• Expand the use of the National Incident Management System (NIMS) simulation lab to include additional mutual
aid departments
• Utilize the new records management system to analyze our emergency incident response data and make
adjustments to our resources accordingly
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy 3. Expand Public Safety Regional Partnerships
• Continue to increase inter -operability with neighboring fire departments through joint training, policy sharing,
facility placement, and response sharing
• Work with Collin County Fire Chiefs to enhance the county -wide mutual aid system
• Continue to push local hospital emergency departments to increase their capabilities and working relationship
with the AFD to insure the highest level of care for our citizens transported by ambulance to their facilities
Goal 5. Systematically invest in public infrastructure
Strategy 5. Plan for the construction of nestled City facilities
• Evaluate timeline for Fire Station #6
• Plan for the rehabilitation of Fire Stations #3 and #4
• Evaluate the feasibility of completely rebuilding Fire Station #2
City of Allen 90 FY 2013 Budget
I
FUND
DEPARTMENT
ACCOUNT
GENERAL FUND
FIRE
001-3500-422
EXPENDITURE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Personnel Services
9,748,983
10,392,039
10,338,443
11,524,815
Operations
1,050,653
1,014,288
1,068,337
1,041,252
DEPARTMENT TOTAL
10,799,636
11,406,327
li 11,406,780
12,566,067
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
FULL TIME
Fire Chief
1
1
1
1
Assistant Fire Chief
2
2
2
2
Fire Division Chief
2
2
2
2
Battalion Chief
3
3
3
3
Fire Captain
15
18
18
18
Fire Driver Operator Engineer
12
15
15
15
Firefighter/Paramedic
57
57
57
63
Fire Prevention Specialist
3
3
3
3
Public Education Coordinator
1
1
1
1
Senior Administrative Assistant
1
1
1
1
Administrative Assistant
1
1
1
1
TOTAL FULL TIME
98
104
104
110
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
6,510,626
7,078,878
6,951,660
7,631,876
Longevity
50,768
54,864
54,340
58,352
Overtime
555,465
440,000
562,540
550,000
FICA
505,348
528,175
511,004
631,451
TMRS
1,016,733
1,016,729
1,012,272
1,153,465
Worker's Compensation
45,029
49,144
46,699
63,137
Health Insurance
972,932
1,125,362
1,102,166
1,328,298
Dental Insurance
65,342
70,427
69,687
77,465
Long -tens Disability
15,547
16,453
16,247
17,873
Life Insurance
8,288
8,827
8,594
9,135
Flexible Spending
2,905
3,180
3,234
3,763
SUBTOTAL E
9,748,983 $
10,392,039
$ 10,338,443
$ 11,524,815
OPERATING EXPENSES
Training & Travel
43,207
20,471
20,471
43,875
Dues & Subscriptions
17,766
18,959
18,959
20,710
Clothing & Uniforms
116,526
115,346
115,346
116,546
Electricity
94,362
94,815
104,000
104,000
City of Allen 91 FY 2013 Budget
FUND
GENERALFUND
DEPARTMENT
FIRE
ACCOUNT
001-3500-422
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENSES - cont.
Natural Gas
7,031
11,045
6,000
7,000
Water
14,256
16,500
16,500
16,500
Printing & Reproduction
2,134
3,260
3,260
3,260
Advertising
351
465
465
465
Rentals
1,050
1,152
1,152
1,200
Meetings & Receptions
3,337
3,250
3,250
4,000
Cade Enforcement
1,182
372
372
2,000
Gasoline
90,259
92,000
92,000
92,000
Oil & Lubricants
264
932
932
932
General Supplies
5,969
8,152
8,152
8,152
Janitorial Supplies
7,706
7,918
7,918
8,076
Medical & Chemical Supply
98,297
98,000
98,000
98,000
Chemical Spill Supplies
2,394
5,962
5,962
5,962
Small Tools & Minor Equipment
67,710
85,198
85,198
85,198
Building Maintenance
105,225
50,867
50,667
60,867
Vehicle Maintenance
87,910
71,091
121,000
95,000
Equipment Maintenance
34,159
28,642
28,642
29,214
Radio Maintenance
2,981
2,795
2,795
2,795
Professional Services
246,577
277,096
277,096
235,500
SUBTOTAL $
1,050,653 $
1,014,288
$ 1,068,337
E 1,041,252
DEPARTMENT TOTALS
10,799,636
11,406,327
11,406,780
12,566,067
CAPITAL EXPENDITURES LIST
No capital items
City of Allen 92 IFY 2013 Budget
I
CITY OF ALLEN
I
CITY OF ALLEN
p
HUMAN RESOURCES
DIVISION 001-1700
Assistant City Manager
77-7
Director
1
Benefit & Compensation
Manager
1
Human Resources Analye
Recraitrnent?raining
1
Human Resources
Generalist
1
Sr Administrative Assistant
City of Allen 93 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
GENERAL FUND HUMAN RESOURCES 001-1700-414
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 statement is "To create a positive environment where everyone
matters."
Accomplishments in FY 2012:
Goal 6. Maintain operational excellence In City Government services
Strategy 2. Develop Human Resources programs to become the City that is the "Employer of Choice"
• Conducted four People First, Respect, Integrity, Deliver and Excel (P.R.I.D.E.) rallies, awarded the 9'h
annual Day of P.R.I.D.E. awards, and presented the 9' annual Excellence in P.R.I.D.E. awards
• Assisted departments with various employee relations issues
• Continued partnerships with Monster.com and Jobing.com for public job postings in order to recruit from a
large pool of qualified Individuals
• Presented departmental training on leadership development, team building, and customer service
• Surveyed and analyzed the Leave Policy and accruals compared to market
• Surveyed, analyzed, and recommended revisions to the compensation plans in order to maintain the
city's relative market standing with respect to our total compensation strategies
Objectives for FY 2013:
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
• 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
• Revise Leave Policy and implement recommended changes
• Review and revise Human Resources policies, ensuring compliance with state and federal requirements
• Implement updated compensation plans in order to maintain the Citys 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 FY 2013 Budget
I
1
F
I I
IDITURE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
lues & Subscriptions
ACTUAL
BUDGET
AMENDED
BUDGET
IIFICATION
162
370
370
-
nel Services
431,402
401,796
352,121
407,050
ions
192,113
173,937
173,937
178,275
DEPARTMENT TOTAL
623,515
575,733
526,058
586,325
)NNELSUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
TMRS
ACTUAL
BUDGET
AMENDED
BUDGET
"IME
231
241
202
312
r
1
1
1
30,369
& Compensation Manager
0
1
1
1
i Resources Analyst
3
2
1
1
i Resources Generalist
0
0
1
1
Administrative Assistant
1
1
1
1
TOTAL FULL TIME
5
5
5
5
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
lues & Subscriptions
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
162
370
370
-
Salaries
288,163
298,619
263,052
279,797
Longevity
1,000
1,048
476
508
Overtime
255
498
498
1,800
FICA
21,492
22,530
19,044
21,455
TMRS
41,619
42,703
37,043
39,243
Worker's Compensation
231
241
202
312
Health Insurance
27,774
31,913
28,197
30,369
Dental Insurance
2,668
2,815
2,519
2,490
Long -tern Disability
681
722
564
572
Life Insurance
442
467
389
386
Flexible Spending
205
240
137
118
Educational Assistance
46,872
30,000
SUBTOTAL S 431.402
E 401.796
S 352.121
E 407.050
.rainingrFra Mileage
5,084
2,840
2,840
7,815
lues & Subscriptions
1,854
2,920
5,611
1,755
'rtnting & Reproduction
162
370
370
-
dvertising
24,379
57,362
54,421
49,700
4eetings & Receptions
57
1,011
1,011
1,000
:eneral Supplies
1,483
1,762
2,012
3,083
{mall Tools & Minor Equipment
896
233
233
-
'RIDE Program
9,169
15,000
15,000
18,000
'rofessional Services
37,222
31,900
31,900
35,500
City of Allen 95 FY 2013 Budget
FUND
GENERAL FUND
DEPARTMENT
HUMAN RESOURCES
ACCOUNT
001-1700-414
2010-2011 2011-2012
2011-2012
2012-2013
ACTUAL BUDGET
AMENDED
BUDGET
Training 8 Development
10,617 11,007
11,007
11,500
Unemployment Claims
59,502 30,000
30,000
30,000
Employee Recognition
41,688 19,532
19,532
19,922
SUBTOTAL
$ 192,113 $ 173,937
$ 173,937
$ 178,275
DEPARTMENT TOTALS
623,515 575,733526,05l
585,325
CAPITAL EXPENDITURES LIST
No capital items
City of Allen 96 FY 2013 Budget
J
III
I
CITY OF ALLEN
I
CITY OF ALLEN
I
L
IN EORMATIONTECHNOLOGY
DIVISIONS
IT ADMINISTRATION 001-1610
IT INTERNAL ITEMS 001-1620
Director
1
Sr Mrniniesedive Assistant
1
IT System Supervisor IT Project Manager
1
ASQ0 System Mministrator
1
System Administrator
3
IT Specialist
25
IT Techniden
1
ApplicaWn Specialist
1
City of Allen 9T FY 2013 Budget
FUND DEPARTMENT ACCOUNT
GENERAL FUND INFORMATION TECHNOLOGY 001-1600-413
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 2012:
Goal 6. Maintain operational excellence in City government services
Strategy 1. Utilize technology for optimum performance and customer service
• Completed the installation of a new Public Safety Radio System (Motorola)
• Completed the installation of Public Safety's CAD and Mobile systems
• Started the conversion and installation of Intergraphs Records Management System (RMS) system for
Police
• Completed the integration of Firehouse's RMS system for the Fire Department
• Completed installation of USDD station alerting systems for Fire
• Completed connection to the TxDOT camera systems into the City Network
• Replaced plotters for both GIS and Planning
• Replaced 225 desktop computers through the City's lease with Hewlett Packard
• Replaced the ASI400 through the lease with Sungard
• Replace Allen -Web Server and NT -8 server
• Upgraded all machines in the Event Center to be compliant with our Microsoft Agreement
• Replaced Council laptops with iPads
• Updated the I.T. Five Year Strategic plan; Adopted by Council
Objectives for FY 2013:
Goal 6. Maintain operational excellence in City government services
Strategy 1. Utilize technology for optimum performance and customer service
• Complete conversion of RMS systems for Police
• Write a Five Year Strategic Plan for GIS
• Write and issue a Request for Proposal (RFP) for the Administrative Systems Software replacement or
upgrade
• Complete vendor demos of new systems
• Purchase licenses to run CLASS software for Parks & Recreation in more locations
• Replace a number of aging desk phones throughout the City
• Replace UPS batteries in the City Hall Data Center
• Find a way to supply fiber connectivity to Fire Stations 4 and 5 plus AEDC
City of Allen g8 FY 2013 Budget
I
1
I
I
ON
EXPENDITURE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
subscriptions
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
1,403
1,500
1,500
1,500
Personnel Services
854,647
878,441
963,313
1,124,118
Operations
938,353
1,262,829
1,317,929
1,585,645
Capital
10,534
12,000
27,000
12,162
DEPARTMENT TOTAL
1,803,534
2,141,270
2,308,242
2,709,763
TMRS
91,990
91,829
99,014
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
1,182
ACTUAL
BUDGET
AMENDED
BUDGET
FULL TIME
Dental Insurance
6,400
6,575
6,889
Director
1
1
1
1
IT System Supervisor
1
1
1
1
IT Project Manager
0
0
1
1
System Administrator
3
3
3
3
AS400 System Administrator
1
1
1
1
IT Specialist
1
1
2
2
IT Applications Specialist
0
0
0
1
IT Technician
2
2
1
1
Sr. Administrative Assistant
0
0
0
1
Administrative Assistant
1
1
1
0
TOTAL FULL TIME
10
0
11
PART TIME
IT Specialist 0.50 0.50 0.50 0.50
TOTAL PART TIME 0.50 0.50 0.50 0.50
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
subscriptions
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
1,403
1,500
1,500
1,500
Salaries
626,985
641,457
701,530
813,643
Longevity
2,524
2,956
3,040
3,520
Overtime
10,618
12,000
20,000
12,162
FICA
46,040
47,452
51,006
62,688
TMRS
91,990
91,829
99,014
114,402
Worker's Compensation
581
589
658
1,182
Health Insurance
66,836
72,833
78,282
105,119
Dental Insurance
6,400
6,575
6,889
8,049
Long-term Disability
1,498
1,530
1,621
1,892
Life Insurance
890
920
954
1,064
Flexible Spending
285
300
319
397
SUBTOTAL $
854,647
$ 878.441 S
963.313
$ 1,124,118
Travel/Mileage
9,933
5,105
5,105
5,825
subscriptions
195
200
300
500
8 Uniforms
1,403
1,500
1,500
1,500
is
59,748
87,860
87,860
88,960
City of Allen 99 FY 2013 Budget
FUND
GENERAL FUND
DEPARTMENT
IT
ACCOUNT
001-1600-413
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENSES - cont.
Rentals & Leasing
481
400
400
400
Database Services
4,357
10,000
10,000
10,000
Computer Costs & Supplies
566,504
817,309
817,309
932,344
Gasoline
695
1,050
1,050
1,050
Lease Expenses
125,827
128,500
128,500
129,595
General Supplies
1,161
1,493
1,493
1,150
Computer Supplies
85,701
81,700
136,700
132,159
Small Tools and Minor Equipment
2,322
-
-
144,450
Vehicle Maintenance
1,460
800
800
800
Computer Maintenance
62,529
74,200
74,200
84,200
Professional Services
16,037
52,712
52,712
52,712
SUBTOTAL $
938,353 $
1,262,829
$ 1,317,929
$ 1,585,645
CAPITAL OUTLAY
Computer Equipment
10,534
27,000
SUBTOTAL $
10,534 $
-
$ 27,000
$ -
DEPARTMENT TOTALS -V
1,003,534
2,141,270
$ 2,308,242
2,709,763
CAPITAL EXPENDITURES LIST
No capital items
City of Allen 100 FY 2013 Budget
I
A
CITY OF ALLEN
I
CITY OF ALLEN
P
INTERNAL SERVICES
DIVISION 001-1800
No Personnel in this Department
City of Allen 101 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
GENERAL FUND INTERNAL SERVICES 001-1800-415
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 Cabala's
• Vehicle and equipment replacement fees paid into the Replacement Fund
• 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 FV 2013 Budget
Id
II
FUND
GENERAL FUND
DEPARTMENT
INTERNAL SERVICES
ACCOUNT
001-1801-415
EXPENDITURE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Operations
7,932,838
7,937,712
8,008,226
8,955,531
Transfers Out
1,685,979
902,555
871,365
542,820
DEPARTMENT TOTAL
9,618,817
8,840,267
8,879,591
9,498,351
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENSES
Dues & Subscriptions
50,806
52,299
58,711
63,938
Telephone
266,141
268,744
268,744
266,500
Insurance
461,373
500,760
500,760
502,789
Postage & Freight
34,601
69,089
69,089
69,089
Printing & Reproduction
2,553
5,500
5,500
5,500
Miscellaneous Operating Exp
72,945
-
-
-
Lease Expenses
70,120
92,020
88,328
97,753
Vehicle/Equipment Replacement
1,491,063
1,318,270
1,318,270
1,427,065
General Supplies
21,771
25,000
25,000
23,000
Tax Service -Collin County
22,418
22,522
22,824
23,303
Tax Service -CAO
265,458
270,266
260,035
265,000
Legal Fees
323,931
355,000
355,000
355,000
Consulting Services
3,167
-
-
-
Copier Service
33,723
10,000
1,000
1,000
Post -Employment Funding Exp
41,199
267,227
267,227
267,227
Economic Grant Expenses
4,699,620
4,215,042
4,310,765
4,601,128
Strategic Planning Expense
71,949
465,973
456,973
987,239
SUBTOTAL $
7,932,838
$ 7,937,712
$ 8,008,226 $
8,955,531
TRANSFERS
Operating Transfer Out
895,979
872,555
838,865
542,820
Capital Projects Transfer Out
790,000
30,000
32,500
SUBTOTAL $
1,685,979
$ 902,555
$ 871,365 $
542,820
DEPARTMENT TOTALS
9,618,817
8,840,267
It 8,879,591
9,498,351
City of Allen 103 FY 2013 Budget
FUND DEPARTMENT
GENERALFUND INTERNAL SERVICES
ACCOUNT
001-1801-415
CAPITAL EXPENDITURES LIST
2011-2012
2012-2013
AMENDED
BUDGET
Operatina Transfers Out:
Grant Fund - Police
86,941
41,399
Replacement Fund for Court Technology
-
34.962
Risk Management Fund -Administrative costs
216,314
289,544
Golf Fund
535,610
176,915
TOTAL
838,865
2011-2012
2012-2013
AMENDED
BUDGET
Capital Projects Transfer Out
Non -Bond Capital Projects Fund - Restroom at K-9 Training Facility
32,500
-
TOTAL
32,500
City of Allen 104 FY 2013 Budget
r
J
I
CITY OF ALLEN
I
CITY OF ALLEN
I
I
1
LIBRARY
DIVISION 001-3000
i
saoior AammmmtiVe Aminbnt
t
Cultural Arte Coordinator
1 Libmry Acemabons Coordlnator
1
Temp Au0b Ymuel Produc5on Peal ction
Tech Spemaliet Auatant Spetlalisb
21 0.5 1
Wculebm Supnwor T
Adult Services Manager YONb Services Manager
Libmry (Qmmbecn) Senior Libmren Senor Llbmrian
Clerk 25 2
2
PT Library Cbnc 325 2.5
392
LibrarySpecmhY Dbmry SPeDialint
TemPLibrary Clark 1.5 2
09
LibraryrUsaclab Tern Librery SpecialW
1 OB
PT Mbmry Clerk
0.53
PT Library Page
255
Temp Umry Page
0.25
City of Allen 105 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
GENERAL FUND LIBRARY 001-3000-455
As "a welcoming place to inspire the mind," the Library serves the lifelong learning, informational, and cultural
needs of Allen citizens. The Library stimulates imagination and satisfies curiosity by providing books, ebooks,
audiobooks, DVD's, programs, and 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 2012:
Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen
Strategy 6. Foster educational partnerships for K-12 education and higher education
• Provided storytimes and other programs to encourage reading for Boyd Elementary bilingual Pre -K,
Kindergarten classes, Rountree Elementary Pre -K, and Head Start classes
Goal 4. Signify, enhance and communicate Allen's Identity to the region and the nation.
Strategy 7. Develop Library outreach opportunities for the community
Objective 1. Enhance outreach efforts to encourage the use of Library services.
• Increased the number of Library visitors by 10
• Publicized Library programs and activities through signs, flyers, and brochures and print and online media,
including local newspapers, the Allen Image, ACTV, Facebook, YouTube, weekly a -news, and online
program calendars
• Participated in Boyd Elementary Community Fair, Rountree Elementary PTA Book Fair, Parks and
Recreation's Eggcelent Family Adventure, and the annual Educators Expo organized by Community Services
and Allen ISD
• Provided tours and programs to local daycares and Scout groups
• Hosted and provided technical support for Parks & Recreation's annual Missoula Children's Theatre camp
• Developed a dedicated program room for adult and teen programs to provide a more conducive setting and
increase availability of the Library Meeting Room for community rentals
• Continued to provide wireless access to the Intemet through hardware and support from IT
Objective 3. Promote lifelong learning, literacy, recreational reading, and an awareness of current cultural
and social trends.
• Increased circulation of Library materials by 15%
• Encouraged reading and cultural literacy for all ages through over 700 programs including story times, adult,
teen, (ween, and children's book clubs, classic movies, Summer Reading Programs, and special events for
infants, toddlers, preschoolers, primary school children, pre -teens, teens, and adults
• Added a -books to the Library collection that are compatible with Kindles, iPads, and iPhones and licensed
with grant funding
• Revitalized print, audio, and video collections for children, teens, and adults to address community needs for
recreation and information, including continued growth of the audiobook and Blu-Ray collections
• Repositioned the music and large print collections and the 2nd floor endcap displays to increase visibility and
ease of browsing
• Provided access to licensed information databases, primarily through the state -subsidized TexShare program
available to accredited public libraries
• Celebrated Allen's community spirit during Library Celebration Week with the theme "Our Stories Tie Us
Together," through displays and programs highlighted by illusionist Dan Kamin and the Library's annual Celtic
Night with musician Shaun Young, Celtic band Seamus Stout, and Irish dancing from Allen High School
student Jason Hickman
Strategy 8. Promote cultural and intellectual development through exhibits and programs.
• Increased Library program attendance by 18
• Partnered with the Friends of the Library to present the "Bach to Books" programs
• Literary programs featured authors Grace Lin, Richard Michelson, Preston Lauterbach, Andrea Davis
Pinkney, and Paul Zelinsky and illustrators David Catrow and C.F. Payne
• Cultural programs: Aztec and Lakota Sioux dance groups, discussion of a modern Mexican art exhibit at
S.M.U., and a Scandinavian holiday celebration
City of Allen 106 FY 2013 Budget
J
J
[]
• Historical programs: Korean and Vietnam War veteran Colonel Ralph Hodge, discussion of the 1940 Census,
and a presentation about Eugene Bullard, the only African-American World War I aviator
• Musical programs: bluegrass group The Upper Grassmen, Sassy Soulstress Andrea Dawson, Western swing
band Shoot Low Sheriff, a showcase for Texas singer/songwriters, accordionist Panty Bone, country
performer Roger Tibbs, and the Allen Musical Revue
• Partnered with the Friends of the Library to present the mystery -themed 5th annual ALLen Reads program
including Celebrity Readers, book clubs, mystery movies, and Library and school visits by children's Sammy
Keyes mystery author Wendelin Van Draanin
• Partnered with the Friends of the Library to offer the Library's 3rd annual (and first two-day) J= and Blues
Festival, featuring the Inner City All -Stars, Texas Slim, and the Brehms marketed online, in print, and in radio
spots funded through a hotel occupancy tax grant
• Presented the 4th annual Lunar New Year Celebration with a traditional lion dance, dragon stories, & crafts
• Presented the 8th annual Day of the Child Day of the Book celebration with support from the Kiwanis Club of
Allen, the Allen Arts Alliance, the Children's Chorus of Collin County, the Allen High School LULAC Council,
and the Friends of the Library
Objectives for FY 2013:
Goal 2 Cultivate regional alliances and partnerships with agencies and aovernmental units that affect Allen
Strategy 6. Foster educational partnerships for K-12 education and higher education
• Provide story times and other programs for Boyd and Rountree Elementary Head Start, bilingual Pre -K, and
Kindergarten classes
Strategy 7. Promote lifelong learning, literacy, recreational reading, and an awareness of current cultural
and social trends.
• Encourage reading and cultural literacy for Allenites of all ages through storytimes, special programs, book
clubs, movies, and summer and winter reading programs
• Develop book, audio, music, and video collections to promote lifelong learning, recreation, and an
understanding of current cultural and sccial trends
• Supplement the digital a -book collection and consider options to license additional a -books from a 2"0 vendor
• Coordinate and cooperate with ACTV to offer Library programming to a broader audience on ACTV and
YouTube
• Apply new features in the next Polaris software upgrade to make the Library catalog and mobile catalog more
intuitive to use and visually more inviting
• Promote diverse programming for adults in addition to Bach to Books programs with the marketing initiative
"LIFE at the Library," with LIFE as an acronym for "Learning Is Fun Every day"
• Explore methods to provide credit and debit card payment options for Library fines and fees
• Augment display shelving for new books and bestsellers on the first floor with Friends of the Library funds to
increase the visibility and appeal of Library materials
• Supplement existing marketing through greater coordination of publicity and increasing emphasis upon online
opportunities
Strategy 9 Promote cultural and intellectual development through exhibits and programs
• Partner with the Friends of the Library to present a diverse series of literary, musical, cultural, and historical
Bach to Books programs
• Augment existing Armchair Travelers, Mom's Night Out, and book club programs for adults with additional
informative and fun programs on a variety of topics supported by relevant and attractive gallery exhibits
• Partner with the Friends of the Library to offer the 6th annual ALLen Reads program to promote literacy
featuring Gary Schmidt's "Okay for NoW' by Gary Schmidt (Grade 7 through Adult). Companion books will be
A Nest for Celeste by Henry Cole (Grades 3£) and Harriet Ziefert's My Dog Thinks /in a Genius (Preschool -
Grade 2)
• Present the 5th annual Lunar New Year Celebration and the 9th annual Day of the Child. Day of the Book to
celebrate reading, diversity, and community
• Offer the 4th annual J= and Blues Festival to expand awareness and promote enjoyment of two uniquely
American musical genres
City of Allen 107 FY 2013 Budget
FUND
DEPARTMENT
0.20
ACCOUNT
GENERAL FUND
LIBRARY
0.08
001-3000455
0.08
0.08
Library Page
0.25
EXPENDITURE SUMMARY
20102011 2011-2012
2011-2012
2012-2013
0.24
ACTUAL BUDGET
AMENDED
BUDGET
CLASSIFICATION
0.77
0.77
0.77
Personnel Services
1,973,859 2,044,875
2,031,194
2,126,788
Operations
358,044 343,076
364,123
358,551
Capital
178,423 180,000
180,000
180,000
DEPARTMENT TOTAL
2,510,326 2,567,951
2,575,317
2,665,339
rt Services Manager
Services Manager
Librarian
ition Supervisor
if Arts Coordinator
Associate
Acquisitions Coordinator
Administrative Assistant
:tion Specialist
TOTAL FULL TIME
Specialist Assistant
TOTAL PART TIME
2010-2011
ACTUAL
1
1
2
6
1
1
1
1
1
1
2
1
2
2-
0.50
1.75
3.25
5.80
2.88
2011-2012
BUDGET
0.50
1.75
3.25
5.80
2.88
2011-2012
AMENDED
1
1
2
5
1
1
1
1
1
1
3
1
2
21
0.50
1.75
3.25
5.80
2.88
0.50
2012-2013
BUDGET
1
1
2
5
1
1
1
1
1
1
4
1
0.50
1.75
2.50
5.80
2.88
Library Clerk`
0.20
0.20
0.20
0.20
Library Specialist
0.08
0.08
0.08
0.08
Library Page
0.25
0.25
0.25
0.25
Audio Visual Technician
0.24
0.24
0.24
0.24
TOTAL TEMPORARY
0.77
0.77
0.77
0.77
The Temporary Library Clerk and Library Specialist are funded by the Collin County Library Grant
EXPENDITURE DETAIL
20102011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
1,520,270
1,564,550
1,567,721
1,619,598
Longevity
11,000
12,083
11,795
12,511
Overtime
-
240
240
292
City of Allen 108 FY 2013 Budget
H
FUND
GENERAL FUND
DEPARTMENT
LIBRARY
ACCOUNT
001-3000-455
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES - cont.
FICA
113,620
118,715
116,734
125,010
TMRS
204,944
208,474
205,216
211,452
Worker's Compensation
1,281
1,337
1,332
1,824
Health Insurance
108,847
125,014
112,372
138,977
Dental Insurance
9,640
10,147
11,321
12,459
Long-term Disability
2,410
2,437
2,582
2,704
Life Insurance
1,327
1,338
1,411
1,432
Flexible Spending
520
540
470
529
SUBTOTAL
$
1,973,859
$ 2,044,875
$
2,031,194
$
2,126,788
OPERATING EXPENSES
Training & Travel
3,783
2,435
2,375
3,600
Dues & Subscriptions
650
1,175
450
860
Electricity
152,032
127,818
147,000
147,000
Natural Gas
29,309
28,404
27,000
29,500
Water
2,223
1,900
2,200
1,940
Postage & Freight
3,238
3,610
3,060
3,060
Database Services
14,237
16,134
16,123
16,119
Special Activities
23,008
23,600
23,600
29,070
Library Book - Continuation Fund
5,901
14,210
14,210
14,210
Audio Visual Expense
29,660
29,779
29,779
30,374
Lease Expenses
1,860
1,860
1,860
1,860
General Supplies
7,431
7,645
7,055
7,195
Periodicals
8,124
11,760
11,760
11,760
Small Tools & Minor Equipment
2,245
4,000
3,985
3,980
Library Supplies
20,285
19,880
19,880
24,078
Equipment Maintenance
432
2,295
2,255
2,295
Computer Maintenance
13,047
13,681
13,681
-
Professional Services
26,612
22,890
22,650
22,650
Donation Expenses
13,967
10,000
15,200
9,000
SUBTOTALS
358,044
$ 343,076
$
364,123
$
358,551
CAPITAL OUT
Library Books
178,423
180,000
180,000
180,000
SUBTOTAL
$
178,423
$ 180,000
$
180,000
$
180,000
DEPARTMENT TOTALS
2,510,326
2,567,951
2,575.317
City of Allen 109 FY 2013 Budget
CITY OF ALLEN
I
I
[]
City of Allen
Juvenile Case Manager
1
MUNICIPAL COURT
DIVISION 001-1200
Chief Financial Officer
Assistant Finance Director Municipal Court Jutlge
Municipal Court Atlministrator
1
Municipal Court Supervisor I Docket Cie&
Deputy Court Clerk
5
111 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
GENERAL FUND MUNICIPAL COURT 001-1200-412
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 2012:
Goal 6. Maintain operational excellence in operational excellence in Citv�ovemment services
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
• Provided training resulting in three Deputy Court Clerks passing exams to obtain Level 1 and Level 2
Certification in the State Court Clerk Certification Program
Objectives for FY 2013:
Goal 6. Maintain operational excellence inMaintain operational excellence in Ci��overnment services
Strategy 1. Utilize technology for optimum performance and customer service
• Automate entry of all tickets into the court software from the purchase of additional ticket writers and
utilizing new public safety software
• Update 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
• 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
Strategy 6. Continue to maintain and enhance website to Improve customer service
• Add 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
City of Allen 112 IY 2013 Budget
r]
I
9
II
I 1
II
2010-2011
2011-2012
ACTUAL
BUDGET
531,960
560,774
2011-2012
AMENDED
593,853
181,1 34
Operations
84,060
80,148
2011-2012
DEPARTMENT TOTAL
616,020
640,922
774,9
AMENDED
BUDGET
'ERSONNEL SERVICES
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
Wades
ACTUAL
BUDGET
AMENDED
FULL TIME
.ongevity
2,198
1,998
Municipal Court Administrator
1
1
1
Municipal Court Supervisor
1
1
1
Deputy Court Clerk
6
6
6
Docket Clerk
0
0
0
Municipal Court Judge
1
1
1
Juvenile Case Manager
1
1
1
Police (Warrant) Officer'
1
1
0
TOTAL FULL TIME
11
4,508
0
Police (Warrant) Officer was moved from Municipal Court to the Police Department
2012-2013
BUDGET
615,096
113.757
2012-2013
BUDGET
1
1
5
1
1
1
0
iXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
Dues 8 Subscriptions
ACTUAL
BUDGET
AMENDED
BUDGET
'ERSONNEL SERVICES
53,164
47,138
53,000
54,000
Wades
367,600
384,243
439,728
451,459
.ongevity
2,198
1,998
2,206
2,622
)vertime
2,993
1,600
2,811
3,446
ICA
27,177
29,599
32,979
35,156
'MRS
53,844
55,039
61,841
63,571
Vorker's Compensation
310
309
354
506
iealth Insurance
70,893
80,567
47,562
51,827
)ental Insurance
5,405
5,639
4,508
4,598
.ong-term Disability
861
924
1,041
1,084
.'de Insurance
512
556
647
651
lexible Spending
167
300
176
176
SUBTOTAL
$ 531,960
$ 560,774
$ 593.853
$ 615.096
Training 8 Travel
5,519
2,420
3,465
5,277
Dues 8 Subscriptions
559
460
725
512
Electricity
53,164
47,138
53,000
54,000
Water
1,452
1,500
1,500
1,500
Printing & Reproduction
8,830
8,000
8,000
8,000
Court Technology Expense'
-
-
92,864
22,238
Juvenile Case Manager Expenses'
-
-
700
1,200
' Court Technology and Juvenile Case Manager expenses were moved from the Grant Fund in FY2012
City of Allen
113
FY 2013 Budget
FUND
GENERAL FUND
DEPARTMENT
MUNICIPAL COURT
ACCOUNT
001-1200-412
2010-2011 2011-2012
2011-2012
2012-2013
ACTUAL BUDGET
AMENDED
BUDGET
OPERATIONS - cont.
Teen Court
728 930
930
930
General Supplies
2,719 4,900
4,900
4,900
Professional Services
11,089 14,800
15,060
15,200
SUBTOTAL 5
84,060 $ 80,148
$ 181,134
$ 113,757
DEPARTMENT TOTALS
616,020 640,922
$ 774,987
728,853
CAPITAL EXPENDITURES LIST
No capital items
City of Allen 114 FY 2013 Budget
CITY OF ALLEN
I
CITY OF ALLEN
I
1
1
PARKS & RECREATION -ADMINISTRATION
DIVISIONS
ADMINISTRATION 001-2510
SPECIAL ACTIVITIES 001-2531
0
e ger Recreago'e'rvlces Resor; O MnEapM
MaM1eLn Mane Mana Menage �
Fz', c E,,
City of Allen 115 FY 2013 Budget
n
e ger Recreago'e'rvlces Resor; O MnEapM
MaM1eLn Mane Mana Menage �
Fz', c E,,
City of Allen 115 FY 2013 Budget
PARKS & RECREATION -PARKS
DIVISIONS
HORTICULTURE & FORESTRY 001-2522
SPECIAL SERVICES 001-2524
FACILITY & PARKS MANAGEMENT 001-2528
EVENT CENTER 001-2610
C.—
w.awum oin.a..P.rv.
PeM1 Sum;ren enl A Park$upwin4Nenl
CII—cal Spatl." I EwM CenW
....-11.3fl Gaw LxEn
BUYEYp TeTNtlen
Imption Spm NMI I a.ouny YMntenenm
Im9aum TM2 Oyan6ma SUP.I
MaMananm WUFe.2
AMIMIc Rld'
Ort LeaM.R
Epmpme eOhanW 2
MCMenanw el.,6
City of Allen 116 FY 2013 Budget
i
C
♦tlgWn
35
YeuM NrvM
]DS
Y." Da. SUW 1
Rec SW 12N
City of Allen 117 FY 2013 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
COMMUNITY ICE RINK 001-2630
wmata�
a:amlam o�mna.Noeame
Rc Benim Mncgec
CommnNy In Rlnk
Jam Fm bpbtlbn Dan RoeenbvugN
NOMINMua
SRfi
7J Nnlm Nm 3um
i312 4203
'
GMe�SUW1
Rec9Poc 11-38
fb�lac8uW1 Dnb, sap, Cnbc3�W1
Ry 9pc IIJ qac $ IqueR Pnq 8uW1
ggc3pcl3 Spec lla
Rx 3Po -3.M
Rccwaa4W
FMMIMau[Iw 30 Rac3..l a R.
Rx Spe-2
GNe 1 Rec Filn1
bl,23a
N'RMPng -a Hme Lgag�ve 36
P"
I 10
CmpCaauaW i3
Waw
leetl Wemr 5e161y
tlu BJ
Waln Salary lmbuclo-
a.
♦tlgWn
35
YeuM NrvM
]DS
Y." Da. SUW 1
Rec SW 12N
City of Allen 117 FY 2013 Budget
PARKS & RECREATION -PROGRAMS
DIVISIONS
EVENT CENTER ADMINISTRATION 001-2610
EVENTSOOI-2620
'
Director
General Manager
1
Associate Gen Mgr 1
Senior Admin Asst 1
Receptionist 1
Booking Mgr 1
Production Coord 1
Payment RepresentsWe 1
Guest Svc Supv 1
Event Attndt 6
Lead Event Altndl2
Box Office Supv 1
Lead Box Office Attntlt 75
Box Office Anndt 1.2
Food & Bev Mgr 1
sad Concs/Meroh Attendant
Food/B, Caxd 1.5
Bartender 1.25
ConcessionsMlerch Attndl2
Executive Chef 1
Sous Chef .g
Lead Premium Lvl Ahndt,3
Premium Lvl Ccord 75
Premium Lvl Attnd11.75
Food Runner 5
Lead Cashman Adncit.5
Cashroom Admit 1
Technical Ops Supv 1
AudioMsual G ord 1
Project Tech 1
Marketing Mgr 1
Marketing Coots 2
Crew Leader 1
Building Technician 2
I
City of Allen 118 FY 2013 Budget
I
[1
FUND DEPARTMENT ACCOUNT
GENERAL FUND PARKS & RECREATION 001-25XX & 26XX-451
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!"
Accomplishments in FY 2012:
Goal 1. Enhance Community Livability and Safety
Strategy 7. Implement safety monitoring systems throughout the park system
Completed the installation of the video camera surveillance systems at the DRN and the Edge @ Allen Station
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen
Strategy 2. Create recreational partnerships
Executed a contract for master plan development of Watters Branch Athletic Complex and Community Park
Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entitles
Acquired over $51, in equipment grants from USA Hockey and the Texas Amateur Hockey Association
Goal 4. Sichnify. enhanm and communicaten' Identity h region and thenation.
• Hosted the Lone Star Conference basketball tournament at Allen Event Center
• Named as the host city of the 2012 USSSA (United States Specialty Sports Association) World Series (July 21-27)
• Signed agreement with American Freedom Softball to host Division 1 and Division 2 college softball clinics to provide colligate evaluation
of local athletes
• Hosted the Razor Global Domination Tour at the Edge @ Allen Station Pare skate park
• Continued dramatic growth (213%) of ice sport based recreation programs at the ACIR since City seizure (113,000 annual visits)
• Missoula Children's Theatre program expanded to two weeks
• 3,592 volunteer hours provided to the Allen Senior Recreation Center at a value of $78,269
• Addressed air quality concerns at the Don Rodemos ugh Natatorium (DRN) with the installation of (2) 24 it fans over the leisure and
competition pools
• Evaluated options for artificial Nd for Allen Station Park Baseball and Softball complexes, and moved forward to complete schematic
designs
• Executed new contracts for mowing and janitorial services throughout the park system and public ro-w's
• Expanded tree farm operations at Molsen Farm — Through enforcement of has mitigation polices within the land development code, 232
($110,000 value) bees have been received into the nursery stock this past year
• Renovated landscaping at Suncreek and Heritage Parks using drought tolerant perennial plants to reduce water usage and seasonal
color expense
• Installed a pool lift at Ford Pool to meal changing pool codes and ADA compliance
• Replace outfield fencing at Bolin Parc and added backstop extensions
• Pandered with KAB and delivered 295 trees to citizens through the Trees for Allen program
• Initiated recycling program at Celebration Park
• Researched & adjusted printing & distribution of the recreation guide to a more efficient & cost effective strategy
• Worked with consultants to develop and implement marketing brand and plan for reopening of the golf worse
• Facilitated the "Big Day' of public service with Lovejoy ISD — Over 180 students participated at AEC & various parks
• Joined Trans for North Texas Initiative
Strategy 2. Showcase Allen through the Allen USA celebration and other annual events
• Generated national exposure for Allen by securing an agreement with Radio Disney to make Market Street Allan USA Celebration
(MSAUSA) the Dallas stop on their len stop national tour of Radio Disney LIVE
• Successfully executed Rodeo U for the 2011 Texas Stampede
Strategy 3. Advance Trails Plan to ensure continuation and connectivity of the trails system
• Executed contracts for design of Molsen Farm Phase I, Cottonwood Creek Trail and Historic Preservation and Interpretation of the
Historic Dam site
• Continued supervision of construction of hike and bike trails and various open space improvements associated with private development
throughout the city such as Cumberland Crossing, Waterford Parks, and Starereek
Strategy 4. Continue to seek open space funding
Acquired a $150,000 grant for the design of Molsen Farm Phase I from the Collin County Parks and Open Space Fund
Strategy 5. Plan for the design and construction of needed City Parks and Recreation Facilities
• Completed construction projects include: Dayspring Nature Preserve Phase III, Ford Park North Trail Connection, JFRC Dumpster
Enclosure, Celebration Park Dumpster Enclosure, Ads of North Texas Hike and Bike Trail, Bio -retention Swale! Exhibit at Allen Station
Park, and Preservation Fencing at the Historic Dam site
• Enhanced the Allen Community Ice Rink (ACIR) storefront and control desk was completed thereby improving customer service, facility
supervision, and ice temperature management
Strategy 6. Signify the City of Allen through beautification efforts
• Completed installation of public ad at Fire Station 5 and City Hall and began installation of public art improvements for the Exchange
Parkway medians (US75 to Greenville)
• Completed design documents for public park improvements at Hillside, Morgan Crossing Neighborhood Park, Wafters Crossing
Neighborhood Park, and conceptual design at the Orchards Neighborhood Park
Strategy 9. Develop a Heahhy Communities Initiative to encourage fitness, exercise and heahhy Iffestyles
• Developed a partnership with Lovejoy ISD to participate in the Rudolph Run which was partially responsible for a 17% increase in
runners (3.036 to 3,560)
• Led Alliance for Healthier Allen to expand its involvement and outreach in health community initiative
Goal 6. Maintain operational excellence in City government services
Strategy 1. Utilize technology for optimum performance and customer service
City of Allen 119 FY 2013 Budget
Upgraded the FiBinxx system on fitness equipment at the DRN allowing faster information response times for users
Enhanced departmental marketing activities that include increased social media marketing, utilization of additional free marketing
opportunities, increased presence in the Dallas Morning News & Allen Image via advertisements, & article/editorial submissions,
established relationships with community partners t increase exposure for programs, facilities, and events, and standardization of
marketing levels for events at AEC to better communicate and implement marketing support
Assisted in the development and launch of new websites for AEC and the Parks and Recreation Department
and other amenities to attract "Baby Boomers" and retirees to live, shop, and play
• Seek funding in the FY14 budget t commission a report to better understand the interests, services, and amenities that might be
demanded by the'Baby Boomermarket
Strategy 5. Renovate and Construct Neighborhood Parks with Designs for Water Conservation
• Seek funding for the construction of Windridge Neighborhood Park
• Complete construction of Shelley Farm/Morgan Crossing Neighborhood Park
Strategy 6. Redevelop Hillside Property (ball fields)
• Complete construction of remaining neighborhood park area at BlueSky
Strategy ),Implement safety monitoring systems throughout the park system
Seek funding for the expansion of the video surveillance system
Goal 2. Cultivate reclonal alliances and partnerships with agencies and governmental units that affect Allen
Strategy 2. Creat recreational partnerships
• Continue t pursue public and private partnerships to enhance recreational opportunities by seeking partnership with Texas
Presbyterian Allen or alternate agency to offer 'Cancer Fir wellness program to benefit cancer survivors by prescribing exercise
programs in a healthy, positive, and supportive environment and exploring the opportunity of adding PRIME eligible members (persons
age 1864, who are eligible through their employers insurance company) to the Healthways / Silver Sneakers program
• Provide further financial assistance to Allen residents who demonstrate need through the growth and enhancement of the CA.R.E.
program, and seek additional funding for the program through community sponsorships
• Complete the land acquisition and begin design of the Waders Branch Property/ Westside Athletic Facility
Strategy 4. Fully Willze resources from Collin County, NCTCOG, TPWD, and other agencies and entitles
• Continue to monitor grant funding agencies and submit applications as appropriate
Goal 4. Signify. enhance and communicate Allen's Identity to the region and the nation.
• Create and implement brand identity for AEC utilizing naming rights partner
• Implement marketing plan for the grand re -opening of Chase Oaks Golf Course
Strategy 2. Showcase Allen through the Market Street Allen USA celebration and other annual event
• Continue to host the 18'" annual MSAUSAat Celebration Park seeking sponsorship revenue and the continued partnership with the
Allen Parks Foundation
Strategy 3. Advance Trails Plan to ensure continuation and connectivity of the trails system
Continue to seek funding for trail system expansion
Strategy S. Plan for the design and construction of needed City Parks and Recreation Facilities
• Continue to implement projects funded by Allen Community Development Corporation and projects authorized by voters in the 2006
bond election
Strategy 10. Develop a Healthy Communities Initiative to encourage fitness, exercise and healthy lifestyles
• Continua involvement and leadership with the Alliance for a Healthier Allen
Strategy 11. Emphasize marketing efforts to communicate Allen's identity
• Develop and implement comprehensive department -wide marketing plan
• Raise awareness of AEC in the region via general brand marketing independent of specific event & show marketing
Goal 6. Maintain operational excell•nc• in City government services
Strategy 1. Utilize technology for optimum performance and customer service
Install CLASS software at the ACIR to improve customer registration and financial reconciliations
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services
• Continue making the R.E.A.L. (Delivering Remarkable service by Empowered employees that creates Amazing experiences resulting in
Lasting impressions) service philosophy the heart of our business
• Continue to ensure that programs and services are cost effective and reflect the interests at the community
• Pursue strategies for improved cost recovery measures for divisions that have a deficit
Strategy 4. Ensure excellent fiscal management to maintain public trust
• Continue to practice solid financial management by completing bi-annual comprehensive fee assessments for Recreation Division
program fees as approved by Me Parks and Recreation Board and City Council
• Implement a customer expense invoice system at AEC to capture additional customer project cost
• Develop an AEC stakeholders meeting to discuss better ways to service customers, tenants and vendors
Strategy 6. Continue to maintain and enhance website to Improve customer service
• Launch interactive map for locating public art within the city
• Increase use of city website to pronate events, registration periods, and programs
• Increase use of AEC website to promote brand and events
Goal 8. Proactively work to protect, conserve and manage water resources
Strategy 1. Develop water conservation initiatives that encourage resident, business" and City's operatlons to adopt a "lowunder.
use" lifestyle
• Complete the implementation of the Insist central irrigation control system by replacing the last of the old Valcon irrigation controls with
the Ininet system — Completion is anticipated Fall of 2012
• Begin Water Wise conversion of Bethany Road landscape beds Qrrigation & landscaping)
City of Allen 120 FY 2013 Budget
I
1
I
[I
FUND
GENERAL FUND
DEPARTMENT
PARKS & RECREATION
ACCOUNT
001-2500/2600451
EXPENDITURE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Personnel Services
8,184,352
9,014,087
8,400,231
8,857,121
Operations
9,639,711
15,425,397
10,592,535
13,211,700
Capital
50,000
48,916
51,100
DEPARTMENT TOTAL $
17,824,063
$ 24,489,484
$ 19,041,682
$ 22,119,921
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
FULL TIME
Director
1
1
1
1
Assistant Director
2
2
2
2
Landscape Architect
1
1
1
1
Park Planner
1
1
1
1
Grant Coordinator
1
1
1
1
Senior Marketing Coordinator
1
1
1
1
Senior Administrative Assistant
1
1
2
2
Administrative Assistant
3
3
2
2
Resource Development Manager
1
1
1
1
Administrative Services Manager
1
1
1
1
Urban Forester
1
1
1
1
Park Operations Supervisor
1
1
1
1
Superintendent
2
2
2
2
Crew Leader
6
6
6
6
Equipment Operator
2
2
2
2
Park (Code) Inspector
1
1
1
1
Building Technician
5
5
5
5
Parks Maintenance Technician
4
4
4
4
Maintenance Worker
18
18
18
18
Chemical Specialist
1
1
1
1
Chemical Technician
4
4
4
4
Irrigation Specialist
1
1
1
1
Irrigation Technician
2
2
2
2
Recreation Services Manager
1
1
1
1
Recreation Program Supervisor
1
1
1
1
Center Supervisor
4
4
4
4
Athletic Program Supervisor
1
1
1
1
Aquatic Program Supervisor
1
1
1
1
Youth Program Supervisor
1
1
1
1
Special Events Coordinator
1
1
1
1
Recreation Specialist II
14
14
14
14
General Manager
1
1
1
1
Associate General Manager
1
1
1
1
Technical Operations Supervisor
1
1
1
1
Booking Manager
1
1
1
1
Marketing Manager
1
1
1
1
Marketing Coordinator
2
2
2
2
Food & Beverage Manager
1
1
1
1
Executive Chef
1
1
1
1
City of Allen 121 FY 2013 Budget
FUND
GENERAL FUND
DEPARTMENT
PARKS & RECREATION
ACCOUNT
001-2500/2600-451
2010-2011
2011-2012
2011-2012
2012-2013
FULL TIME - cont.
ACTUAL
BUDGET
AMENDED
BUDGET
Concessions Supervisor
1
1
1
1
Production Coordinator
1
1
1
1
Project Technician
1
1
1
1
AudioNisual Operations Coordinator
1
1
1
1
Box Office Supervisor
1
1
1
1
Guest Services Supervisor
1
1
1
1
Event Specialist
1
1
0
U
Payment Representative
0
0
1
1
Lead Event Attendant
1
1
1
1
Custodian
1
1
0
U
TOTAL FULL TIME
103
103
102
102
PARTTIME
Recreation Specialist 1
14.86
14.86
17.86
17.86
Recreation Specialist II
0.90
0.90
0.90
0.90
Fitness Specialist
2.34
2.34
2.34
2.34
Head Lifeguard
3.60
3.60
3.60
3.60
Lead Water Safety Instructor
0.63
0.63
0.63
0.63
Park Attendant
0.50
0.50
0.50
0.50
Ice Rink Attendant
3.00
3.00
0.00
0.00
Receptionist
1.00
1.00
1.00
1.00
Bartender
1.25
1.25
1.25
1.25
Sous Chef
0.90
0.90
0.90
0.90
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
2.00
2.00
Food Runner
0.50
0.50
0.50
0.50
Lead Box Office Attendant
0.75
0.75
0.75
0.75
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
0.00
0.00
1.00
1.00
Event Attendant
6.00
6.00
6.00
6.00
TOTAL PART TIME
46.03
46.03
47.03
47.03
SEASONAL/TEMPORARY
Seasonal - Lifeguard
18.00
18.00
18.00
18.00
Seasonal- Water Safety Instructor
4.63
4.63
4.63
4.63
Seasonal - Swim Teaching Assistant
1.88
1.88
1.88
1.88
Temp - Camp Counselor
1.60
1.60
1.60
1.60
Temp - Saturday Night Event Chaperone
2.00
2.00
2.00
2.00
Temp - Fitness Instructor
0.20
0.20
0.20
0.20
Temp - Recreation Specialist 1
0.82
0.82
0.82
0.82
Temp -Intern
0.25
0.25
0.25
0.25
TOTAL SEASONAL/TEMPORARY
29.38
29.38
29.38
29.38
City of Allen 122 FY 2013 Budget
1
I
FUND
GENERAL FUND
DEPARTMENT
PARKS & RECREATION
ACCOUNT
001-2500/2600-451
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
5,888,826
6,427,772
505,669
6,119,618
Longevity
25,733
28,884
29,629
33,028
Overtime
210,090
198,192
268,325
297,634
FICA
451,938
487,111
459,762
496,966
TMRS
695,748
761,546
735,258
749,494
Worker's Compensation
41,714
44,928
42,585
61,072
Health Insurance
798,428
983,049
899,927
1,015,673
Dental Insurance
55,910
64,075
61,245
64,776
Long-term Disability
9,586
11,098
10,626
11,320
Life Insurance
5,324
6,052
5,758
5,951
Flexible Spending
1,055
1,380
1,447
1,589
SUBTOTAL $
8,184,352
$ 9,014,087
$ 8,400,231
$ 8,857,121
OPERATIONS
Training & Travel
25,687
29,078
28,545
72,875
Dues & Subscriptions
23,541
23,604
33,330
39,486
Clothing & Uniforms
33,696
46,308
45,691
49,509
Electricity
1,311,749
1,350,000
1,350,000
1,350,000
Natural Gas
310,724
346,529
315,000
320,000
Telephone
25,094
23,616
7,281
-
Water
933,536
713,381
713,681
769,441
Printing & Reproduction
27,057
68,563
53,362
68,880
Advertising
25,898
159,909
41,361
196,555
Rentals
58,518
30,426
50,712
31,078
Athletics Expenditures
189,483
246,431
246,431
251,455
Class & Day Camp Expenditures
325,072
399,355
383,628
420,430
Special Events
504,167
830,684
626,618
821,979
Retail Store Cost of Sales
5,788
16,120
16,120
16,120
Senior Citizens Support
5,421
23,116
23,173
23,266
Meetings & Receptions
2,664
5,631
2,514
2,564
Cemetery Expenditures
6,462
13,042
13,042
13,302
Concession Expenses
283,760
506,712
316,266
303,595
Gasoline
110,699
106,750
117,739
115,250
Lease Expense
7,484
11,174
8,429
9,500
General Supplies
24,715
37,433
49,944
56,910
Janitorial Supplies
35,893
62,125
50,762
63,994
Medical & Chemical Supply
6,210
15,093
13,902
18,844
Pool Supplies
32,909
25,225
27,975
27,975
Agriculture Supplies
104,029
176,827
176,827
180,365
Class Supplies
21,971
22,855
21,855
22,292
Small Tools & Minor Equipment
82,247
101,879
143,549
103,742
Liquor Supply Expense
91,204
106,044
121,451
165,493
Liquor State Tax Expense
63,614
66,299
81,939
115,845
Building Maintenance
348,791
299,657
360,010
448,252
Vehicle Maintenance
40,556
27,855
46,225
32,012
Equipment Maintenance
63,506
37,862
62,433
52,196
Ground Sprinkler System
29,459
50,349
50,349
51,356
City of Allen 123 FY 2013 Budget
FUND
DEPARTMENT
68,600
ACCOUNT
GENERAL FUND
PARKS & RECREATION
43,120
001-2500/2600-451
19,208
19,600
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATIONS -cont.
Ball Field Maintenance
57,726
72,750
75,240
74,205
Landscape/Forestry
17,099
44,799
57,175
70,000
Pool Maintenance
90,930
28,413
28,413
28,981
Park & Open Space Maintenance
154,893
194,329
194,329
302,316
Professional Services
2,405,690
3,080,610
2,528,678
3,208,515
Copier Service
10,466
4,700
10,466
9,400
Performance Guarantee Expense
164,500
2,913,664
626,466
750,000
Ticket Reimbursement Expense
1,151,672
2,043,000
1,131,191
1,644,133
Economic Grant Expense
318,015
579,488
200,321
695,379
Marketing Expenses
97,334
469,502
123,652
200,000
Donation Expenses
-
-
2,250
-
Class Online Costs
9,782
14,210
14,210
14,210
SUBTOTAL $
9,639,711
$ 15,425,397 $
10,592,535
$ 13,211,700
& Fixtures
y & Equipment
SUBTOTAL
DEPARTMENT TOTALS
revenue:
al Arts Programs - Arts Alliance
USA Celebration
irmonic Symphony
ier Sounds
: Art Projects
e Caravan - Athletics Department
VITURE & FIXTURES
Shade at DRN
HINERY & EQUIPMENT
Workman
TOTAL CAPITAL
21,950
24,000
14,000
13.100
AMENDED
BUDGET
68,600
70,000
55,000
55,000
43,120
50,000
19,208
19,600
BUDGET
24,000
14,000
13,100
City of Allen 124 FY 2013 Budget
d
F1
I I
I
CITY OF ALLEN
I
CITY OF ALLEN
ADMINISTRATION 001-2010
SCHOOL RESOURCE OFFICER 001-2021
PATROL 001-2030
eemmaww
Sargeant -1
Cotpoml-1
Atlministralive Assistant -1
c—mune 'e""'Sergeant-1
Officer -4
le� 111si�
Depwy CNuof 11
AdministrMlve Assistant
1
Police Smices Te nets
1.75
T
owme Fm4ro
Dalennpn office.
.M�
PdlcdFire EMS Manager
Pdioeffire EMS SupeMso
z
PdlcelFlre EMS Dlspatche
16
PmpeM Evidence Tech
2
Adminlsualive SargaaM
I
Ouartemleatar
5
Lieutenant
1
suem
pervisor 1
Mimi Conlan 3
shener AnendeM aaM 2 z
Recoils Technician
4
Public SafetyC Cor
4
meaw.0
Camoral-1
Officer -6
Oficer-1
(Range Maum)
' 'Funded in Grant Fund by Public Safety grant.
City of Allen
POLICE
DIVISIONS
CRIMINAL INVESTIGATIONS 001-2020
SUPPORT SERVICES 001-2040
Chief
1
Account Specialist
I
Chaplain.
Deputy chief
vwa e--
Deputy chief
1
Atlminlsuafiie Melstent
1
Mrrunistrabve Amishe
1
Lieutene t
1
Captain
1
um� as
Se esint 1
CW.11
0Rce1leliga3
Chile Auw lnigMtP 2
dmMvt 1
Fmily Violence InesliglWr1
L'reulenent2
SCeomryeoearren2tl433
.wim
ena
Se4
Sergeantnt4
cer22
MO�cer 28
wmmw
Sen)aantl
Corporzl l
OfficerllnvesllpaWr3
Ctlma;c,.empxe
Sergeantl
C11mufi 2
Olficerllmresllgeror4
AtlmlaplratlVB Selg<a(
1
*mem
Sargaentl
Capwel 1
Oficer4
Came Aiulyst
1
as
Serg.ntl
Offioar2
CnminellM
2
a.ngmcwn
WenenlORlrarlBeAln
1
125 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
GENERAL FUND POLICE 001-2000421
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.
Accomplishments In FY 2012:
Goal 1. Enhance Community Livability and Safety
Strategy 1. Continue to provide progressive and efficient emergency services
• New CAD/Mobile System has been completed and is currently operational
• Completed the hiring and academy training for twelve (12) new police officer positions
• Once again named the Safest City in Texas for communities over 75,000 in population by Congressional
Quarterly Press
• Began implementing Project C.L.E.A.N. (Citizens and Law Enforcement in Allen Neighborhoods to reduce
crime)
• New restrooms for the Police K-9 facility were completed
Objectives for FY 2013:
Goal 1. Enhance Community Livability and Safety
Strategy 1. Continue to provide progressive and efficient emergency services
Objective 2. Effectively use technology to enhance public safety services
• Complete a comprehensive Strategic Staffing Plan
• Make use of enhanced collection and plotting of data from new RMS system
• Utilize AVL (Automatic Vehicle Location) to better utilize resources during emergency response
• Implement new RMS system to assist with proactive case management
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect
Allen
Strategy 3. Expand public safety regional partnerships
Objective 1. Continue to enhance existing partnerships with FEMA and Homeland Security
• The Department will continue utilization of the Military Surplus/1033 Program
• Work with North Texas Auto Theft Task Force and other regional task forces to reduce crime and utilize
additional existing area resources
• Develop a partnership with Greenville Police Department to utilize handgun and long range rifle training
facility
City of Allen 126 FY 2013 Budget
J
1
II
'URESUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
:ATION
1
1
1
1
Services
13,639,958
14,122,329
14,233,457
15,216,870
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
FULLTIME
ACTUAL
BUDGET
AMENDED
BUDGET
Police Chief
1
1
1
1
Deputy Police Chief
3
3
3
3
Police Captain
1
1
1
1
Police Lieutenant
6
6
6
6
Police Sergeant
17
17
17
17
Police Corporal
12
12
12
12
Police Officer'
69
81
82
82
SUBTOTAL - Sworn
109
121
122
122
Police Services Technician
1
1
1
1
Supervisor Communications Technician
2
2
2
2
Emergency Communications Manager
1
1
1
1
Police/Fire Dispatcher
14
14
14
14
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
i
1
Account Specialist
1
1
1
1
Administrative Assistant
4
4
4
4
Detention Officer
5
5
5
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
49
49
51
TOTAL FULL TIME
158
170
171
7
• 1 Police (Warrant) Officer was moved from Municipal Court to the Police Department.
• One position is funded in the Grant Fund by a Public Safety grant.
PART TIME
Quartermaster
0.75
0.75
0.75
0.75
Police Services Technician
0.75
0.75
0.75
0.75
TOTAL PART TIME
1.50
1.50
1.50
UFO
City of Allen
127
FY 2013 Budget
FUND
GENERAL FUND
DEPARTMENT
POLICE
ACCOUNT
001-2000-421
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
9,112,124
9,623,707
9,671,680
10,056,658
Field Training Officer Pay
15,210
18,000
20,775
21,600
Dispatch Trainer Pay
2,836
3,600
2,350
2,400
Longevity
54,036
56,872
56,312
62,253
Overtime
777,573
615,789
616,789
746,722
FICA
723,660
700,187
724,908
833,568
TMRS
1,419,902
1,336,579
1,408,907
1,523,597
Worker's Compensation
87,418
85,753
89,678
88,858
Health Insurance
1,281,134
1,502,858
1,464,720
1,695,997
Dental Insurance
98,341
105,730
105,556
113,665
Long-term Disability
20,358
21,826
21,719
23,294
Life Insurance
10,862
11,678
11,418
11,801
Flexible Spending
3,254
3,750
3,795
4,057
Clothing Allowance
33,250
36,000
34,850
32,400
SUBTOTAL E 13,639,958 $
14,122,329
$ 14,233,457
$ 15,216,870
OPERATING EXPENSES
Training/Travel/Mileage
66,400
46,850
56,420
81,131
Dues & Subscriptions
11,724
9,604
9,604
9,796
Clothing & Uniforms
60,217
71,980
82,540
75,000
Electricity
114,683
116,877
105,000
110,000
Natural Gas
5,547
6,863
4,000
5,500
Water
3,663
4,300
4,300
4,300
Postage & Freight
6,167
8,762
8,762
8,937
Printing & Reproduction
6,699
13,800
13,800
14,076
Advertising
2,316
-
-
-
Rentals/Leasing
27,257
30,322
30,322
30,322
Canine Maintenance
5,171
5,885
5,885
6,003
Meetings and Receptions
9,911
6,090
9,690
12,702
Crime Prevention
6,755
6,879
6,879
7,017
Prisoners Keep
12,476
15,292
15,292
18,427
Narcotics Operations
8,819
9,316
9,316
9,502
Gasoline
326,047
360,000
360,000
360,000
Lease Expenses
6,113
6,435
3,096
3,096
General Supplies
21,012
26,983
26,983
27,522
Tactical Supplies
3,674
6,515
6,713
6,875
Animal Supplies
12,542
9,695
13,695
13,695
Ammunition Supplies
6,472
66,789
74,211
70,000
Small Tools & Minor Equipment
73,000
136,609
174,211
125,819
Building Maintenance
965
9,604
9,604
9,796
Vehicle Maintenance
204,016
180,000
180,000
183,600
Equipment Maintenance
5,776
12,216
12,216
12,461
Radio Maintenance
3,726
23,729
6,085
24,204
Collision Repair
27,056
30,030
30,030
30,631
Professional Services
137,054
65,710
79,734
79,711
City of Allen 128 FY 2013 Budget
1
I
FUND
GENERAL FUND
DEPARTMENT
POLICE
ACCOUNT
001-2000-421
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATIONS -cont.
Plaques & Awards
2,615
2,359
2,359
2,406
Donation Expenses
8,583
3,000
2,600
SUBTOTAL
$ 1,186,456 $
1,292,494 $
1,343,347
$ 1,342,529
DEPARTMENT TOTALS
14,826,44
15,414,823
15,576,804-f6,559,399
CAPITAL EXPENDITURES LIST
No capital items
See Replacement Fund for replacement vehicle expenditures.
City of Allen 129 FY 2013 Budget
CITY OF ALLEN
I
PUBLIC AND MEDIA RELATIONS
DIVISION 001-1530
Assistant City Manager
Director
I
Executive loroducer I Senior Marketing Specialisr
Video Praducer
1
' Video Production Specialist
1
-Partial funding for position from Hotel Occupancy Tax Fund.
City of Allen 131 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
GENERAL FUND PUBLIC AND MEDIA RELATIONS 001-1530-413
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.
Accomplishments in FY 2012:
Goal 4. Slanifv, enhance and communicate Allen's identity to the region and the nation.
Strategy 11. Emphasize marketing efforts to communicate Allen's identity
• Supported development efforts for the Allen CVB destination brand including community awareness
through use of local media, City a -news, and online website promotion
• Facilitated the development and content production for the new CVB website to adhere to brand identity
• Facilitated over 150 annual media requests resulting in features on economic growth, Allen Event Center,
Project CLEAN, water conservation, recycling initiatives, and ranking for Money Magazine's Best Places
to Live
• Produced monthly features for Allen Image, monthly columns for Neighborsgo, weekly a -news, and five
annual publications
Goal 6. Maintain operational excellence in City government services
Strategy 6. Continue to maintain and enhance website to improve customer service
• Supervised the development of the City of Allen website, Allen Event Center website, and the Council
intranet on a new content management system that offers expanded online tools and integration
• Trained over 35 website coordinators on new system and met with individual departments to provide
additional support on utilizing the new site tools for promoting services, programs and events
Strategy 7. Continue to Provide Creative Original Programming on the City of Allen Government Channel
ACTV
• ACTV assisted with video production needs for CVB, EDC, and Allen Event Center and created a variety
of new features on topics such as the sustainable landscape series, outdoor warning sirens, computer
aided dispatch, special needs recreation programs, and TemaCourt-first LEED Green Home in county
• ACTV installed new Council Chambers LED TV lighting to enhance broadcast quality of meetings and to
prepare for the transition to the HD platform
• State and national awards Included 8 NATOA (National Association of Telecommunications Officers and
Advisors), 21 TATOA (Texas Association of Telecommunications Officers and Advisors), and an Emmy
for Overall Excellence in Community Service. ACTV also has won awards from a regional Parks and
Recreation training organization and from the Professional Recyclers of Pennsylvania (PROP) Film
Festival for their Recycle Bin & Event Center Promotional Video.
• Installed a broadcast system in the Allen Public Library Auditorium to support the recording of auditorium
events for live broadcast or replay on ACTV
Objectives for FY 2013:
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation
Strategy 11. Emphasize marketing efforts to communicate Allen's Identity
• Continue to support CVB branding efforts and create community brand awareness
• Conduct City-wide publication audit to ensure quality of all print materials
Goal 6. Maintain operational excellence In City government services
Strategy 6. Continue to maintain and enhance web -site to improve customer service
Conduct quarterly website audits to maximize the use of site tools and create positive user experience
Strategy 7. Continue to Provide Creative Original Programming on the City of Allen Government Channel
ACTV
• Continue production of original and award-winning programming
City of Allen 132 FY 2013 Budget
Ll
r
J
I
1
1
FUND
DEPARTMENT
ACCOUNT
GENERAL FUND
PUBLIC AND MEDIA RELATIONS
001-1530-413
EXPENDITURE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Personnel Services
390,616
413,926
418,306
434,048
Operations
66,394
74,137
69,222
75,709
DEPARTMENTTOTAL
457,010
488,063
487,528
509,757
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
FULL TIME
Public 8 Media Relations Director
0
1
1
1
Public 8 Media Relations Officer
1
0
0
0
Executive Producer
1
1
1
1
Video Producer
1
1
1
1
Video Production Specialist
0
1
1
1
Video Production Assistant
1
0
0
0
Senior Marketing Specialist'
0
1
1
1
Marketing Specialist
1
0
0
0
TOTAL FULL TIME
5
5
5
5
' A portion of this position is funded by
the Hotel Occupancy Tax Fund.
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
268,062
281,463
286,637
292,052
Longevity
1,500
1,740
1,740
1,980
Overtime
2,746
4,000
4,000
4,865
FICA
18,632
20,617
19,724
22,509
TMRS
39,063
40,356
40,367
41,165
Worker's Compensation
214
233
230
327
Health Insurance
55,680
60,682
60,682
66,135
Dental Insurance
3,502
3,572
3,572
3,643
Long-term Disability
639
677
682
701
Life Insurance
323
346
436
436
Flexible Spending
255
240
236
235
SUBTOTAL
$ 390,616 $
413,926
$ 418,306
$ 434,048
City of Allen 133 FY 2013 Budget
FUND
GENERALFUND
DEPARTMENT
PUBLIC AND MEDIA RELATIONS
ACCOUNT
001-1530-413
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATIONS
Training & Travel
3,933
2,500
6,610
7,200
Dues & Subscriptions -
14,124
15,737
7,412
6,509
Printing & Reproduction
4,906
5,400
5,400
5,400
Audio Visual Expenses
729
1,500
1,500
1,500
Gasoline
329
400
400
400
General Supplies
661
1,200
1,200
1,200
Small Tools & Minor Equipment
601
500
1,000
1,200
Vehicle Maintenance
64
400
400
400
Professional Services
41,047
46,500
45,300
51,900
SUBTOTAL
-T- 66,394
$ 74,137 $
69,222
$ 75,709
DEPARTMENT TOTALS
457,010
488,063
487.525,757
CAPITAL EXPENDITURES LIST
No capital items
City of Allen 134 FY 2013 Budget
r
I
II
SUMMARY
Capital Outlay
DEPARTMENTTOTAL
EXPENDITURE DETAIL
OPERATIONS
Audio Visual Expenses
Small Tools 8 Minor Equipment
Professional Services
SUBTOTAL
CAPITAL OUT
Machinery 8 Equipment
SUBTOTAL
DEPARTMENT TOTALS
rAL EXPENDITURES LIST
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
-
-
49,282
48,500
-
15,000
78,665
50,000
127,947
98 500
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
-
-
21,554
20,000
-
-
19,228
20,000
inery & Equipment
sonic FS100 HD Camcorder Kit
ook Pro Laptop Portable Field Editor
ide Projector for Council Chambers
Icast Server Upgrade
onal Video Server Storage
Cameras
City of Allen
135
2011-2012
2012-2013
AMENDED
BUDGET
15,000
15,000
7,000
-
6,829
49,836
-
-
15,000
PY 2013 Budget
CITY OF ALLEN
k
F
I I
THE VILLAGE AT ALLEN
DIVISION 001-1975
No Personnel in this Department
City of Allen 137 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
GENERAL FUND THE VILLAGE AT ALLEN 001-1975-415
The Village at Allen Department was created to track payments for permits and fees associated with section 7.5
of the economic development agreement.
City of Allen 138 FY 2013 Budget
I
FUND
DEPARTMENT
ACCOUNT
GENERAL FUND
THE VILLAGE AT ALLEN
001-1975-415
EXPENDITURE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Operations
27,068
25,000
25,000
-
DEPARTMENT TOTAL
$
27,068
$ 25,000
$
25,000
$
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENSES
Economic Grant Expenses
27,068
25,000
25,000
-
SUBTOTAL
$
27,068
$ 25,000
$
25,000
$ -
DEPARTMENT TOTALS
$
27,068
$ 25,000
$
25,000
CAPITAL EXPENDITURES LIST
No capital items
City of Allen 139 FY 2013 Budget
CITY OF ALLEN
I
I
CITY OF ALLEN
DEBT SERVICE FUND
FISCAL YEAR 2012-2013
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, 2012 is $0.552 per $100.00 of assessed valuation of which $0.146942, or 26.62%, 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 February 2012, the ratings on the City's General Obligation debt were reaffirmed at AAA by
Standard and Poor's, and were reaffirmed at Aa1 by Moody's. The ratings on the City's Water
& Sewer Revenue debt were upgraded to AAA from AA+ by Standard and Poor's in June 2012.
The Water & Sewer rating was recalibrated by Moody's to Aa2 from Aa3 in May 2010. The
City's CDC Revenue debt rating is Al. The EDC Revenue debt rating was recalibrated to Aa3
from Al by Moody's in May 2010.
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES*
TOTAL PROJECTED EXPENDITURES*
PROJECTED FUND BALANCE 9/30
5% OF ANNUAL DEBT SERVICE**
FY 2012
FY 2013
925,812 $
613,110
27,945,295
12,230,930
(28,257,997)
(11,967,510)
$ 613,110 $ 876,530
*FY 2012 includes refunding bond proceeds and payment to escrow agent.
"Beginning Fund Balance required: 5% to 10% of annual debt service.
City of Allen
141
610,100 $ 598,026
FY 2013 Budget
CITY OF ALLEN
DEBT SERVICE REQUIREMENT
FISCAL YEAR 2012-2013
Balance Requiretl RequiredTotal
Bantl OatO of Amount Interest Matunty as of RdnG9al Interest Reqused
Series Issue Issuetl Rete Date IWM012 2012-2013 2012-2013 2012-2013
GENERAL OBLIGATION BONDS:
2003
06/01/03
7,210,000 3.38%
09/01/13
350,000
350,000
11,813
361,813
2004
06/01/04
11,700,000 4.50%
09/01/14
1,105,000
540,000
49,725
589,725
2005
03/01105
32,330,000 36%3%
091921
23,380,000
3,170,000
1,108,448
4,278,448
2006
07/26/06
1,595,000 4.14%
08115/26
1,245,000
65,000
51,543
116,543
2007
08/15/07
11,145,000 4%-5%
OW15127
9,120,000
445,000
409,805
854,805
2008
05101/08
10,185,000 35%46%
08115128
8,750,000
425,000
363,771
788,771
2009
05/01/09
15,400,000 25%4.5%
08115/28
13,715,000
650,000
541,243
1,191,243
2010
05/01/10
12,000,000 2%4%
0&15/29
11,130,000
510,000
391,213
901,213
2010A
11/01/10
8,785,000 2%-3%
08/15/22
8,535,000
765.000
218,275
983,275
2011
05/01/11
8.840,000 2%4.25%
08/15/30
8,170,000
775,000
271,063
1,046,063
2012
02/01112
13,865,000 2%3%
0811924
13,885.000
-
540,350
540,350
TOTAL
$
133,055,000
$
99.385,000
$ 7,695,000
$ 3,957,249
'
$ 11,652,249
CERTIFICATES
OF OBLIGATION:
20044
10101/04
4735,000 3.5%-3.6%
09/01/14
460,000
225,000
16,335
241,335
2004B
10/01/04
765,000 4.875%-5.5%
09/0124
600,000
35,000
31,726
66,726
TOTAL
$
5,500,000
$
1,060,000
$ 260,000
$ 46,061
$ 300,061
WATER
8 SEWER REVENUE BONDS:
2004
0901104
6,710,000 4.75%4i 0%
090124
3,345,000
445,000
166,075
611,075
2005
06/01/05
4.300,000 3.7%4.45%
0&0125
3,170,000
190,000
132,711
322,711
2009
06.101/09
5,795,000 2.5%3.5%
06/01/19
4,020,000
530.000
124,263
654,263
TOTAL
$
16,805,000
$
10,535,000
$ 1,165,000
$ 423,049
It 1,588,049
1
City of Allen 142 FY 2013 Budget
I
1
CITY OF ALLEN
DEBT SERVICE REQUIREMENT
FISCAL YEAR 2012-2013
SALES TAX REVENUE BONDS:
450,000
531,280
ALLEN ECONOMIC DEVELOPMENT
CORPORATION
Balance
Required
Required
Total
Bond
Date of
Amount
Interest
Maturity
as of
Principal
Interest
Required
Series
Issue
Issued
Rate
Date
10/1/2012
2012-2013
2012-2013
2012-2013
SALES TAX REVENUE BONDS:
450,000
531,280
ALLEN ECONOMIC DEVELOPMENT
CORPORATION
-
3.5/0
64,200
2008 01/15/08 15,335,000
370,000
09/01/32
549,035
4.5%
$ 820,000
2010A 05/15/10 1,605,000
4%
09/01/25
225
20108 05/15/10 5,165,000
09/01/23
5.1%
TOTAL $ 22,105,000
ALLEN COMMUNITY DEVELOPMENT CORPORATION
2006 03/15/06 5,600,000 5%% 09/01/19
2008 01/15/08 32,835,000 e%75k 09/01/32
TOTAL $ 38,435,000
City of Allen
13,085,000
450,000
531,280
981,280
1,605,000
-
64,200
64,200
4,440,000
370,000
179,035
549,035
S 19,130,000
$ 820,000
$ 77015
$ 1,594,515
4,340,000
650,000
192,225
842,225
30,395,000
395,000
1,713,891
2,108,891
$ 34,735,000
$1,045,000
$1,906,116
$2.951,116
143
FY 2013 Budget
CITY OF ALLEN
AGGREGATE DEBT SERVICE
REQUIREMENTS
Period REQUIREMENTS
J
Ending Principal Interest Debt Service
GENERAL OBLIGATION BONDS:
9/30/2013
7,955,000
4,005,308
11,960,308
9/30/2014
8,165,000
3,714,768
11,879,768
9/30/2015
8,560,000
3,410,553
11,970,553
9/30/2016
8,240,000
3,082,558
11,322,558
9/30/2017
7,910,000
2,796,423
10,706,423
9/30/2018
8,215,000
2,497,658
10,712,658
9/3012019
7,750,000
2,152,024
9,902,024
9/30/2020
6,965,000
1,830,413
8,795,413
9/30/2021
6,275,000
1,564,697
7,839,697
9/30/2022
5,695,000
1,322,814
7,017,814
9/30/2023
4,940,000
1,083,141
6,023,141
9/30/2024
4,635,000
862,251
5,497,251
9/30/2025
3,565,000
656,991
4,221,991
9/30/2026
3,715,000
501,585
4,216,585
9/30/2027
3,755,000
337,580
4,092,580
9/30/2028
2,540,000
170,600
2,710,600
9/30/2029
1,200,000
61,800
1,261,800
9/30/2030
345,000
13,800
358,800
TOTAL S 100,425,000 $ 30,064,964 S 130,489,964 '
WATER & SEWER REVENUE BONDS:
9/30/2013
1,165,000
423,049
1,588,049
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 $ 10,535,000 E 2,518,714 $ 13,053,714
i
City of Allen 144 FY 2013 Budget
CITY OF ALLEN
AGGREGATE DEBT SERVICE
REQUIREMENTS
Period REQUIREMENTS
Ending Principal Interest Debt Service
SALES TAX REVENUE BONDS:
9/30/2013
1,865,000
2,680,631
4,545,631
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
'
TOTAL $
53,865,000 $
32,792,051 E
86,657,051
City of Allen 145 FY 2013 Budget
CITY OF ALLEN
2010-2011 2011-2012 2011-2012 2012-2013
EXPENDITURES ACTUAL BUDGET AMENDED BUDGET
' Economic Development 782,622 848,498 825,219 898,079
Transfers Out 35,000
TOTAL TIF FUND EXPENDITURES $ 817,622 $ 848,498 $ 825,219 $ 898,079
TOTAL EXPENDITURES $ 817,622 $ 848,498
CITY OF ALLEN
825,219
$ 898,079
TAX INCREMENT FINANCING FUND
FUND BALANCE PROJECTIONS
REVENUE
AND EXPENDITURE SUMMARY
700,709
$ 971,953
TOTAL PROJECTED REVENUES
'
FISCAL YEAR 2012-2013
1,198,137
TOTAL PROJECTED EXPENDITURES
(825,219)
(898,079)
2010-2011 2011-2012
2011-2012
2012-2013
REVENUES
ACTUAL BUDGET
AMENDED
BUDGET
Operating Revenues
Property Tax (County Participation)
138,626 155,182
154,783
156,319
Property Tax (City Participation)
520,981 655,765
563,775
636,139
Sales Tax
334,079 392,806
368,831
402,069
TOTAL OPERATING REVENUES
$ 993,686 $ 1,203,753
$
1,087,389
$
1,194,527
Non -Operating Revenues
Interest
5,115 3,480
2,395
3,610
Operating Transfer In
6,679
TOTAL NON-OPERATING REVENUES
$ 5,115 $ 3,480
$
9,074
$
3,610
TOTAL REVENUES
$ 998,801 $ 1,207,233
$
1.096.463
$
1.198.137
2010-2011 2011-2012 2011-2012 2012-2013
EXPENDITURES ACTUAL BUDGET AMENDED BUDGET
' Economic Development 782,622 848,498 825,219 898,079
Transfers Out 35,000
TOTAL TIF FUND EXPENDITURES $ 817,622 $ 848,498 $ 825,219 $ 898,079
TOTAL EXPENDITURES $ 817,622 $ 848,498
$
825,219
$ 898,079
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 1011
$
700,709
$ 971,953
TOTAL PROJECTED REVENUES
1,096,463
1,198,137
TOTAL PROJECTED EXPENDITURES
(825,219)
(898,079)
PROJECTED FUND BALANCE 9130
$
971,953
$ 1,272,011
City of Allen 147 FY 2013 Budget
TAX INCREMENT FINANCING FUND
DIVISION 530.0000
No Personnel in this Department
i
J
City of Allen 148 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
TIF TAX INCREMENT FINANCING 530-19XX-4XX
The Tax Increment Financing (TIF) fund was established in FY2006 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 centribute property taxes to the Garden District TIF.
Accomplishments in FY 2012:
Goal 6. Maintain operational excellence in City government services
Strategy-4—.Ensure excellent fiscal management to maintain public trust
Goal 7. Provide economic investment that Increases employment opportunity, the tax base and provides
desired goods and services for residents and contributes to the community character and identity
• Monitored compliance of the TIF agreements to ensure eligible infrastructure costs are verified prior to
reimbursements
• Maintained fund reserves of $50,000 as required by the economic development agreement
Objectives for FY 2013:
Goal 6. Maintain operational excellence in City government services
Strategy 4. Ensure excellent fiscal management to maintain public trust
Goal 7. Provide economic investment that Increases employment opportunity, the tax base and Provides
desired goods and services for residents and contributes to the community character and identity
• 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 149 FY 2013 Budget
FUND
DEPARTMENT
ACCOUNT
TIF
TAX INCREMENT FINANCING
530-19XX-4XX
EXPENDITURE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Operations
782,622
848,498
825,219
898,079
Transfers
35,000
DEPARTMENT TOTAL
$
817,622
$ 848,498
$
825,219
f
898,079
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENDITURES
Developers Reimbursements
767,622
816,298
776,219
864,079
Administrative Expenses
15,000
30,000
45,000
30,000
Legal Expenses
-
2,200
4,000
4,000
SUBTOTAL
f
782,622
$ 848,498
$
825,219
$
898,079
TRANSFERS
Capital Projects Transfer Out
35,000
-
SUBTOTAL
$
35,000
$ -
$
-
f
-
TOTAL EXPENSES
$
817,622
$ 848,498
f
825,219
S
898,079
CAPITAL EXPENDITURES LIST
No Capital Items
City of Allen 150 FY 2013 Budget
CITY OF ALLEN
WATER AND SEWER FUND
REVENUE AND EXPENSE SUMMARY
FISCAL YEAR 2012-2013
Public Works
Water B Sewer Operating Expenses
2010-2011
2010-2011
2011-2012
2011-2012
EXPENSES
2011-2012
BUDGET
2012-2013
REVENUES
General Government
ACTUAL
BUDGET
AMENDED
780,155
BUDGET
Operating Revenues
870,673
TOTAL GENERAL GOV.
$ 780,155
$ 810,218 $
838,939
$ 870,673
1,689,028
$
Water Sales
$
19,343,375
$
17,300,000
TOTAL EXPENSES $
15,800,000
18,700,000
Sewer Charges
10,682,500
11,045,231
$
11,052,015
$
11,652,000
Connections
33,332,647
125,217
100,000
70,000
70,000
Service Charges
483,756
437,500
462,500
477,500
Miscellaneous
115,627
135,867
260,750
135,750
TOTAL OPERATING REVENUES
$
30,750,475
$
29,018,598
$
27,645,265
$
31,035,250
Non -Operating Revenues
Interest
73,940
96,450
61,737
51,620
Operating Transfer In
529,477
632,419
632,419
33,692
TOTAL NON-OPERATING REVENUES
$
603,417
S
728,869
$
694,156
$
85,312
TOTAL REVENUES
$
31,353,892
$
29,747,467
$
28,339,421
$
31,120,562
Public Works
Water B Sewer Operating Expenses
2010-2011
2011-2012
2011-2012
2012-2013
EXPENSES
ACTUAL
BUDGET
AMENDED
BUDGET
General Government
1,520,000
1,520,000
Utility Collections
780,155
810,218
838,939
870,673
TOTAL GENERAL GOV.
$ 780,155
$ 810,218 $
838,939
$ 870,673
Public Works
Water B Sewer Operating Expenses
23,198,111
24,960,697
25,500,777
27,716,999
Capital Improvement Projects
1,520,000
1,520,000
1,520,000
3,170,000
TOTAL PUBLIC WORKS $
24,718,111
$
26,480,697
$
27,020,777
$
30,886,999
Debt Service $
1,689,028
$
1,688,505
$
1,693,587
$
1,574,975
TOTAL EXPENSES $
27,187,294
$
28,979,420
$
29,553,303
$
33,332,647
FUND BALANCE PROJECTIONS
PROJECTED WORKING CAPITAL 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENSES
PROJECTED WORKING CAPITAL 9/30
City of Allen
$ 13,737,856 $ 12,523,974
28,339,421 31,120,562
(29,553,303) (33,332,647)
151 FY 2013 Budget
WATER & SEWER FUND REVENUES FY 2013
Transfer In
0.1%
WATER & SEWER FUND
EXPENSES BY FUNCTION FY 2013
arges
Service
.7%
ins
2.6% '
1
City of Allan 152 FY 2013 Budget
CITY OF ALLEN
WATER AND SEWER FUND
' REVENUE DETAIL
FISCAL YEAR 2012.2013
2010-2011 2011-2012 2011-2012 2012-2013
ACTUAL BUDGET AMENDED BUDGET
Operating Revenues
Water Sales
19,343,375
17,300,000
15,800,000
18,700,000
Sewer Charges
10,637,268
11,000,000
11,000,000
11,600,000
Convenience Fee- Internet
53,611
45,000
50,000
50,000
Industnal Pretreatment
45,232
45,231
52,015
52,000
Connections
125,217
100,000
70,000
70,000
Re -Conned Fees
48,520
50,000
50,000
50,000
Penalties
380,825
340,000
360,000
375,000
Sewer Clean Outs
800
2,500
2,500
2,500
Miscellaneous
25,535
20,867
35,750
20,750
Other Reimbursements
3,883
75,000
150,000
75,000
Inspection Fees
86,209
40,000
75,000
40,000
TOTAL OPERATING REVENUES $ 30,750,475 $ 29,018,598 $ 27,645,265 $ 31,035,250
WATER & SEWER FUND REVENUES FY 2013
o.1^i
City of Allen 153 FY 2013 Budget
Non-Ooerafing Revenues
Interest on Investments
71,527
96,450
61,737
51,620
Interest-I&S Reserve Fund
2,413
-
-
-
Operating Transfer In
529,477
632,419
632,419
33,692
TOTAL NON-OPERATING REVENUES $
603,417 $
728,869
$ 694,156 $
85,312
TOTAL REVENUE $
31,353,892 $
29,747,467
$ 28,339,421 $
31,120,562
WATER & SEWER FUND REVENUES FY 2013
o.1^i
City of Allen 153 FY 2013 Budget
WATER & SEWER FUND
Expenses By Classification
Debt Service
Payments
4.7%
Services
12.6%
City of Allen 154 FY 2013 Budget
1
CITY OF ALLEN
WATER & SEWER FUND EXPENSES BY CLASSIFICATION
AS A PERCENT OF TOTAL BUDGET
FISCAL YEAR 2012.2013
2011-2012
2010-2011 %OF REVISED
%OF
2012-2013
%OF
CLASSIFICATION
ACTUAL ACTUAL BUDGET BUDGET
BUDGET
BUDGET
Personnel Services
$
3,769,561 13.9% $ 3,875,167
13.1%
$
4,194,086
12.6%
Operations
$
21,385,720 78.7% $ 23,507,512
79.6%
$
26,931,354
80.8%
Debt Service Payments
$
1,689,028 6.2% $ 1,693,587
5.7%
$
1,574,975
4.7%
Capital
$
342,985 1.3% $ 477,037
1.6%
$
632,232
1.9%
TOTAL $
27,187,294 $ 29,553,303
$
33,332,647
WATER & SEWER FUND
Expenses By Classification
Debt Service
Payments
4.7%
Services
12.6%
City of Allen 154 FY 2013 Budget
1
Diretlor
AssisUnt Director
WaterC wr'atlm Manager 11 Supnnendmt
Hu n SW1.11st
1
Sewer Foreman Water Farman Pump Satlon I,-.,
6
Sewer Crew Leader I Craw Leader I Crew leader
Meter Semina
7 1 1 6
City of Allen 155 FY 2013 Budget
WATER AND SEWER
'
DIVISIONS
WATER AND SEWER 200-6500
UTILITY BILLING 200-7000
Diretlor
AssisUnt Director
WaterC wr'atlm Manager 11 Supnnendmt
Hu n SW1.11st
1
Sewer Foreman Water Farman Pump Satlon I,-.,
6
Sewer Crew Leader I Craw Leader I Crew leader
Meter Semina
7 1 1 6
City of Allen 155 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
WATER AND SEWER WATER AND SEWER DIVISION 200-6500-433
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.
Accomplishments in FY 2012:
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
• 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
Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit
• Continued ongoing sewer system efforts to reduce sewer system inflow, and infiltration (1&1)
• Filed fourth annual report for the Sanitary Sewer Overflow (SSO) Outreach Initiative through the Texas
Commission on Environmental Quality (TCEQ)
Goal 8. Proactively work to protect conserve and manage water resources
Strategy 1. Develop water conservation initiatives that encourage residents, businesses and City's
operations to adopt a "low water -use" lifestyle
• Continued an effective water leak detection program to reduce water loss for the year
• Completed the 3"' year of commercial irrigation inspection program and reported results to council
• Continued 2"d year of the residential irrigation system inspection program
• Continued the water conservation Block Leader Program with 33 leaders who adopted over 800 homes
• Implemented changes to response to drought stages by initiating a water conservation hotline, branded
webpage messaging along with magnetic signage for City vehicles
Strategy 2. Improve water and sewer Infrastructure
• Completed $1,117,000 CIP project to replace clay the sewer pipe and water line in the Walden Park
Subdivision Phase 2 in coordination with the Engineering Department
Objectives for FY 2013:
Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect
Allen
Strategy 8. Work with partners to protect and conserve natural resources
Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit
• Maintain sanitary sewer system to minimize stoppages and back-ups; have no sewer discharges in
violation of National Pollution Discharge Elimination System (NPDES) roles; control and lessen sewer
inflows and infiltration (1&I) and continue the Sanitary Sewer Overflow (SSO) Outreach Initiative in
coordination with the Texas Commission on Environmental Quality (TCEQ)
Goal 8. Proactively work to protect and conserve water resources
Strategy 1. Develop water conservation initiatives that encourage residents, businesses and City's
operations to adopt a "low water -use" lifestyle
• Maintain an acceptable water loss of less than 12
• Continue Commercial 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; minimize maintenance service shortfalls or interruptions
• Continue 10% meter replacement program utilizing touch -read meter reading capability
• Identify and eliminate cross connections within the water system
• Continue to work with the Engineering Department to manage the use of water and sewer replacement
and repair funds in the Capital Improvement Program
City of Allen 156 FY 2013 Budget
L 1
1
II
II
FUND
DEPARTMENTIDIVISION
ACCOUNT
WATER AND SEWER
WSSMATER
AND SEWER
200-6500-433
EXPENSE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Personnel Services
3,411,407
3,428,859
3,496,256
3,801,973
Operations
20,963,719
22,583,016
23,047,484
26,452,794
Capital
342,985
468,822
477,037
632,232
DEPARTMENT TOTAL
$ 24,718,111
$ 26,480,697
$ 27,020,777
$ 30,886,999
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
FULL TIME
Superintendent
1
1
1
1
Foreman
2
2
2
2
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
14
14
15
Graduate Civil Engineer
1
1
1
1
ROW Utility Coordinator'
1
1
1
1
Utility Locator Technician'
1
1
1
1
Equipment Operator
9
9
9
10
Code Enforcement Officer"
1
1
1
1
Meter Services Technician
7
7
7
7
Maintenance Worker
12
12
12
13
TOTAL FULL TIME
56
56
56
59
' These positions are under supervision of the Engineering Dept.
"Half of this position is funded by the Solid Waste fund.
PART TIME
Customer Service Representative
0.5
0.5
0.5
0.5
TOTAL PART-TIME
0.5
0.5
0.5
0.5
EXPENSES DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
2,151,640
2,241,917
2,233,722
2,381,598
Longevity
20,276
22,564
22,608
25,092
Overtime
239,314
118,821
210,000
240,000
FICA
173,352
167,639
166,349
184,159
TMRS
342,704
322,689
328,294
336,936
Worker's Compensation
23,175
23,109
24,385
27,704
Health Insurance
418,311
486,473
467,833
559,730
Dental Insurance
33,906
36,262
33,816
36,796
Long -tens Disability
5,019
5,318
5,211
5,624
Life Insurance
2,540
2,687
2,626
2,746
Flexible Spending
1,170
1,380
1,412
1,588
SUBTOTAL
$ 3,411,407
$ 3,423,859
$ 3,496,256
$ 3,801,973
City of Allen 157 FY 2013 Budget
FUND
WATER AND SEWER
DEPARTMENT/DIVISION
W&SNJATER AND SEWER
ACCOUNT
200-6500433
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENSES
Training & Travel
14,450
8,408
8,408
12,755
Dues & Subscriptions
71,454
81,258
81,258
84,741
Clothing & Uniforms
27,039
33,392
33,392
36,211
Electricity
645,174
666,014
666,014
626,688
Natural Gas
983
1,177
1,000
1,100
Telephone
3,011
7,500
6,000
6,000
Water
13,755
12,416
12,416
14,025
Insurance
32,561
39,890
39,890
40,655
Postage & Freight
14,202
23,275
23,275
23,750
Printing & Reproduction
15,577
29,175
25,000
25,000
Advertising
408
1,860
1,860
1,900
Rentals
2,223
1,395
1,395
1,425
Gasoline
119,920
92,555
115,000
113,000
NTMWD-Upper E. Fork
2,028,301
2,300,000
2,237,016
2,400,000
NTMWD-Regional Treatment
3,467,258
3,705,000
3,804,653
4,000,000
Water District -Water
7,816,635
8,605,919
8,956,699
10,279,165
NTMWD Pretreatment
52,016
47,000
47,000
47,000
Vehicle & Equipment Replacement
170,002
261,978
261,978
214,145
General Supplies
8,171
6,977
6,977
7,100
Mechanical Supplies
72,584
58,200
65,000
65,000
Janitorial Supplies
4,070
4,190
4,190
4,275
Medical & Chemical Supply
2,977
2,235
2,235
2,275
Chlorine Gas
740
1,425
3,500
2,000
Small Tools & Minor Equipment
50,221
67,617
59,435
37,020
Building Maintenance
28,217
40,965
40,965
41,800
Vehicle Maintenance
47,255
20,635
30,000
40,400
Equipment Maintenance
32,355
24,696
38,000
38,000
Radio Maintenance
1,707
2,842
2,842
3,000
Meter Maintenance
22,414
19,010
20,000
20,000
Water System Maintenance
71,424
48,500
48,500
55,000
Sewer System Maintenance
56,559
48,500
48,500
55,000
Bad Debt Expense
89,528
50,000
50,000
50,000
Post -Employment Funding Expense
4,470
28,573
28,573
28,573
Interest -Water Deposits
3,302
5,000
3,300
3,300
Operating Transfer Out
4,278,378
4,483,023
4,483,023
4,686,025
Capital Projects Transfer Out
1,520,000
1,520,000
1,520,000
3,170,000
Professional Services
84,996
122,226
160,000
103,716
Contract Mowing
19,585
32,000
32,000
32,000
Rebate -Washing Machine
47,675
52,000
52,000
52,000
Rebate -New Toilet
15,532
15,000
15,000
17,500
Rebate-Rain/Freeze Sensor
2,553
3,000
3,000
3,000
Rebate -Rain Barrel
1,600
3,000
3,000
3,000
Rebate -Pressure Red Valve
-
235
235
250
Rebate -Water Conservation
2,437
4,955
4,955
51000
SUBTOTAL
-V 20,963,719 $
22,583,016
$ 23,047,484
$ 26,452,794
City of Allen 158 FY 2013 Budget
1
1
2010-2011
ACTUAL
AL OUTLAY
:s 36,898
& Connections -
237,157
eery & Equipment 68,930
SUBTOTAL $ 342,985
DEPARTMENT TOTALS $ 24,718,111
AL EXPENSES LIST
LES
Utility Truck
SUBTOTAL
I & CONNECTIONS
& Connections
SUBTOTAL
RS
411:1G101
INERY & EQUIPMENT
it Sewer Measuring Device (Qty= 3)
e Geo Explorer 6000 Series (Qty = 2)
Cover "S" Sewer Level Monitoring System (Qty = 2)
ire Truck Crane - Model 5000
SUBTOTAL
TOTAL CAPITAL
iral Fund
Management Fund -Administrative costs
TOTAL
Line Replacement
Line Replacement
Lift Station Maintenance
Station Maintenance
Road Ground Storage Repaint
iistrative Systems Software Replacement
TOTAL
City of Allen
159
2011-2012 2011-2012 2012-2013
BUDGET AMENDED BUDGET
- - 46,135
114,072 114,072 120,000
354,750 354,750 370,000
2012-2013
BUDGET
32,550
21,062
20,100
2011-2012
2012-2013
AMENDED
BUDGET
4,461,300
4,657,808
2011-2012
2012-2013
AMENDED
BUDGET
-
625,000
750,000
1,375,000
70,000
70,000
100,000
100,000
600,000
-
FY 2013 Budget
FUND DEPARTMENT ACCOUNT
WATER AND SEWER UTILITY COLLECTIONS DIVISION 200-7000-419
The Utility Collections division is responsible for billing and processing payments from city utllities that include
water, sewer, drainage, solid waste, HHW, and recycling services. With extensive customer contact, this division
places a strong emphasis on customer service.
Accomplishments in FY 2012:
Goal 6. Maintain operational excellence in City government services
• Completed annual audit without any incorrect practices
• Maintain and update annual commercial drainage fees as necessary
• Updated the Utility Billing Standard Operating Procedures that includes all aspects of Utility Billing and
serves as the customer service representative guidebook
• Working directly with water conservation to provide residents information on conservation with their
monthly water bill
Strategy 1. Utilize technology for optimum performance and customer service
• Worked directly with our check remittance vendor to allow more online check companies to send
electronic customer payments to the COA which replaces paper checks. This has increased the division's
efficiency
• Expanded the number of online banking customers for the use of 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
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
• Attended the CSG (Council of State Government) Users Conference and obtained educational
opportunities and new procedures
Strategy 6. Continue to maintain and enhance web -she 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.
Objectives for FY 2013:
Goal 6. Maintain operational excellence in City government services
Strategy 1. Utilize technology for optimum performance and customer service
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality
Services
• Help expand the use of electronic check deposits for other City departments. This will be using equipment
and software managed by both the City of Allen and the City's depository bank.
• Continue working with water conservation to provide residents information on conservation with their
monthly water bill
• Work with more online check companies by sending electronic customer payments to replace paper
checks which increase the divisions efficiency
• Would like to develop incentives to encourage citizens to convert to automatic bank drafting of utility bills;
which is the most efficient manner to accept payments
Strategy 6. Continue to maintain and enhance website 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
• Working directly with the Public And Media Relations Office to update our "NetBill" site on the COA
website
City of Allen 160 FY 2013 Budget
1
I
II
FUND
DEPARTMENT/DIVISION
ACCOUNT
WATER AND SEWER
W&S/UTILITY
COLLECTIONS
200-7000-419
EXPENSE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Personnel Services
358,154
373,760
378,911
392,113
Operations
422,001
436,458
460,028
478,560
DEPARTMENT TOTAL
$ 780,155
$ 810,218
$ 838,939
$ 870.673
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
FULL TIME
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
EXPENSES DETAIL
20102011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
251,095
260,423
260,637
265,468
Longevity
2,008
2,344
2,192
2,560
Overtime
1,778
1,697
1,697
2,000
FICA
18,212
19,632
18,508
20,512
TMRS
36,649
37,444
36,791
37,524
Worker's Compensation
206
211
210
298
Health Insurance
43,076
46,940
53,070
57,833
Dental Insurance
4,052
3,945
4,698
4,792
Long-term Disability
587
627
619
637
Life Insurance
296
317
313
313
Flexible Spending
195
180
176
176
SUBTOTAL
E 358,154
$ 373,760
$ 378,911
$ 392,113
OPERATING EXPENSES
Training & Travel
2,153
1,233
2,186
2,186
Dues & Subscriptions
207
294
294
294
Telephone
2,260
2,888
2,888
2,888
Insurance
2,603
3,527
3,527
3,704
Banking Services
3,600
4,704
4,800
4,800
Postage & Freight
132,133
134,532
134,532
155,184
Printing & Reproduction
22,371
28,600
28,600
25,000
Advertising
25
93
93
93
General Supplies
4,089
5,585
5,585
5,585
Small Tools & Minor Equipment
2,031
1,120
1,120
1,120
Equipment Maintenance
5,080
7,029
750
750
City of Allen 161 FY 2013 Budget
FUND
WATER AND SEWER
DEPARTMENVDIVISION
W&SIUTILITY COLLECTIONS
ACCOUNT
200-7000-419
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENSES
Audit Fees
19,243
25,805
20,702
20,411
Professional Services
43,532
50,000
53,904
55,498
Courier Services
2,574
2,580
2,580
2,580
Credit Card Costs
180,100
168,468
198,467
198,467
SUBTOTAL
$ 422,001
$ 436,458
$ 460,028
$ 478,560
DEPARTMENT TOTALS
$ 780,155
$ 810,218
$ 838,939
$ 870,673
CAPITAL EXPENSES LIST
No capital items
City of Allen 162 FY 2013 Budget
J
J
CITY OF ALLEN
SOLID WASTE FUND
' REVENUES AND EXPENSES BY FUNCTION
FISCAL YEAR 2012-2013
2010-2011 2011-2012 2011-2012 2012-2013
REVENUES ACTUAL BUDGET AMENDED BUDGET
Ooeratina Revenues
Garbage Fees
4,778,057
4,864,763
4,825,474
4,867,502
Recycling Revenues
9,152
8,000
10,534
10,534
Commercial Garbage Fees
1,063,354
875,000
886,546
895,411
Recycling Materials
62,135
50,000
50,892
51,000
Recycle Bin Revenue
1,534
1,200
700
700
Household Hazardous Waste
171,879
175,000
174,032
176,062
Composting Revenue
52,789
52,000
52,000
52,000
Miscellaneous
47,504
47,000
47,000
47,000
TOTAL OPERATING REVENUES $
6,186,404 $
6,072,963 $
6,047,178 $
6,100,209
Non-Ooeratina Revenues
Interest
25,089
28,430
19,550
17,310
TOTAL NON-OPERATING REVENUES $
25,089 $
28,430 $
19,550 $
17,310
TOTAL REVENUES $ 6,211,493 $ 6,101,393 $ 6,066,728 $ 6,117,519
Public Works
Solid Waste 5,917,749 6,608,179 6,477,604 6,787,313
TOTAL EXPENSES $ 5,917,749 $ 6,608,179 $ 6,477,604 $ 6,787,313
FUND BALANCE PROJECTIONS
PROJECTED WORKING CAPITAL 10/1 $ 3,515,941 $ 3,105,065
TOTAL PROJECTED REVENUES 6,066,728 6,117,519
TOTAL PROJECTED EXPENSES
PROJECTED WORKING CAPITAL 9/30
(6,477,604) (6,787,313)
$ 3,105,065 $ 2,435,271
City of Allen 163 FY 2013 Budget
2010-2011
2011-2012
2011-2012
2012-2013
EXPENSES
ACTUAL
BUDGET
AMENDED
BUDGET
Public Works
Solid Waste 5,917,749 6,608,179 6,477,604 6,787,313
TOTAL EXPENSES $ 5,917,749 $ 6,608,179 $ 6,477,604 $ 6,787,313
FUND BALANCE PROJECTIONS
PROJECTED WORKING CAPITAL 10/1 $ 3,515,941 $ 3,105,065
TOTAL PROJECTED REVENUES 6,066,728 6,117,519
TOTAL PROJECTED EXPENSES
PROJECTED WORKING CAPITAL 9/30
(6,477,604) (6,787,313)
$ 3,105,065 $ 2,435,271
City of Allen 163 FY 2013 Budget
i
CITY OF ALLEN
1
1
SOLID WASTE
DIVISION 205-0000
Diredor
Waste Services
Manager
1
Customer Service RepI I HHW Maintenance I I Education Specialist
Worker
City of Allen 165 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
SOLID WASTE WASTE SERVICES 205-0000435
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-six percent of revenues are
used to fund contracts with the North Texas Municipal Water District (NTMWD), the City's franchised waste
disposal vendor (Community Waste Disposal), and the City's litter collection contract for the Parks, greenbelts,
and along US 75. The fund also supports employees who manage solid waste customer service, educate citizens
and youth through environmental programs, run HHW education and collection programs in coordination with the
Plano Reuse Center, and provide support staff to the Keep Allen Beautiful Board.
Accomplishments in FY 2012:
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect
Allen
Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities
Partnered with Parks and Recreation to initiate a recycling programs at Allen Station and Celebration Parks
Strategy 8. Work with partners to protect and conserve natural resources
Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit
Assisted in meeting education related standards for stale mandated TPDES program
Goal 4. Signify enhance and communicate Allen's identity to the region and the nation.
Strategy 6. Signify the City of Allen through beautification efforts
• Continued litter collection in parks, ROWS, medians, easements, and US 75 overpasslunderpass
maintenance.
• Assisted the Keep Allen Beautiful Board (KAB) in the successful execution of key events: Allen Recycles Day,
Earthfest 2011, Great American Cleanup, Arbor Dayrrrees for Allen Program, and the Educator Expo
• Assisted KAB in preparing five competitive nominations through Keep Texas Beautiful which resulted in five
winning applications. The KAB program was presented the Keep Texas Beautiful Governors Community
Achievement Award, Gold Award, and Sustained Excellence Award as well as receiving the Keep America
Beautiful President's Circle Award
• Received nine state and regional awards for educational and recycling programs
• Brought Allen youth forward for Council recognition through the Reuse -a -Shoe Contest, Texas Arbor Day
Poster Contest and the Recycled Art Contest
Objectives for FY 2013:
Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect
Allen
• Use grant funds and enterprise fund money to initiate recycling at the Allen Event Center
• Continue to provide Household Hazardous Waste services to residents through partnership with the City
of Plano. HHW payments to Plano - $57,040
• Continue the Community Waste Disposal (CWD) contract for solid waste collection and recycling services
- $2,422,566 and North Texas Municipal Water District - $2,423,544
Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities
Prepare competitive solid waste grant requests for future grant cycles
Strategy 8. Work with partners to protect and conserve natural resources
Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit
Assist in meeting education related standards for state mandated TPDES program
Goal 4. Sionify, enhance and communicate Allen's Identity to the region and the nation.
Strategy 6. Signify the City of Allen through beautification efforts
Continue to fund the litter collection contract managed by Parks 8 Recreation - $300,000
Goal 6. Maintain operational excellence in City government services
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality
Services
• Continue to meet the need for environmental educational and outreach programs
• Continue to bring Allen youth forward for Council recognition
• Continue to meet the public expectation of quality environmental services: HHW, waste, and recycling
• Work with the Keep Allen Beautiful Board to successfully reach its goals
City of Allen 166 FY 2013 Budget
J
r
II
FUND
DEPARTMENT
ACCOUNT
SOLID WASTE
SOLID WASTE
205-0000435
EXPENSESUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Personnel Services
$
393,241
$ 420,546
$
413,090
$ 435,717
Operations
5,524,508
6,187,633
6,064,514
6,351,596
DEPARTMENT TOTAL
$
5,917,749
$ 6,608,179
$
6,477,604
$ 6,787,313
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
FULL TIME
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
TOTAL FULL TIME
6
6
6
6
EXPENSES DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
276,267
292,044
291,259
304,279
Longevity
2,028
2,212
2,324
2,636
Overtime
7,745
4,243
7,400
7,800
FICA
20,563
21,615
21,089
23,509
TMRS
41,070
41,932
41,258
42,968
Worker's Compensation
2,464
2,475
2,561
2,205
Health Insurance
38,398
50,591
42,083
46,976
Dental Insurance
3,621
4,132
3,849
4,022
Long -tern Disability
601
705
691
730
Life Insurance
304
357
350
357
Flexible Spending
180
240
226
235
SUBTOTAL
$
393,241
$ 420,546
$
413,090
$ 435,717
J
OPERATING EXPENSES
Training & Travel
4,270
3,359
3,359
7,302
Dues & Subscriptions
1,164
947
947
1,210
Clothing & Uniforms
931
1,250
1,250
1,250
Insurance
3,265
4,236
4,236
4,317
Postage & Freight
6,654
10,348
10,348
10,554
Printing & Reproduction
10,885
12,798
12,798
13,050
Gasoline
7,689
8,345
8,345
8,325
Vehicle & Equipment Replacement
14,041
24,300
24,300
20,497
General Supplies
975
2,605
2,605
2,660
Medical & Chemical Supply
526
1,210
1,210
1,235
Small Tools & Minor Equipment
2,127
2,095
2,095
2,135
Vehicle Maintenance
1,814
1,470
1,470
1,500
Equipment Maintenance
-
230
230
230
City of Allen 167 FY 2013 Budget
FUND
SOLID WASTE
DEPARTMENT
SOLID WASTE
ACCOUNT
205-0000-435
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENSES - cont
Radio Maintenance
-
112
112
115
Professional Services
353,739
431,658
325,365
326,000
Sanitation Services
2,187,442
2,224,554
2,289,886
2,422,566
Recycling
8,672
7,250
10,000
10,000
Solid Waste-NTMWD
2,224,630
2,455,621
2,336,988
2,423,544
Composting Expenses
97,916
110,000
110,000
115,000
Bad Debt Expense
15,013
14,500
14,500
14,500
Post -Employment Funding Expense
486
2,700
2,700
2,700
Illegal Dumping
460
1,396
1,396
1,425
Household Hazardous Waste
52,852
55,000
53,040
57,040
Beautification
24,043
27,714
27,714
28,268
Operating Transfer Out
204,914
413,935
413,935
404,528
Capital Projects Transfer Out
300,000
370,000
405,685
471,645
SUBTOTAL $
5,524,508
$ 6,187,633
$
6,064,514
$
6,351,596
TOTAL EXPENSES $
5917,749
$ 6,608,179
$
6,477,604
$
6,787,313
CAPITAL EXPENSES LIST
No capital items
2011-2012
2012-2013
OPERATING TRANSFERS OUT
AMENDED
BUDGET
Risk Management Administrative Costs
2,053
2,666
General Fund
78,028
116,735
Water & Sewer Fund
32,419
33,692
Debt Service
300,000
250,000
General Fund PC Lease
1,435
1,435
TOTAL
$
413,935
$
526
CAPITAL PROJECTS TRANSFERS OUT
Alley Repairs
300,000
300,000
Celebration Park Recycling Program
105,685
-
Administrative Systems Software Replacement
171,645
TOTAL
$
405,685
$
471,645
City of Allen 168 FY 2013 Budget
I
A
R
CITY OF ALLEN
DRAINAGE FUND
REVENUES AND EXPENSES BY FUNCTION
2010-2011
2011-2012
2011-2012
'
FISCAL YEAR
2012.2013
BUDGET
AMENDED
BUDGET
Public Works,
2010-2011
2011-2012
2011-2012
Drainage Operating Expenses
2012-2013
REVENUES
ACTUAL
BUDGET
Improvement Projects
AMENDED
300,000
BUDGET
Operatina Revenues
'Capital
TOTAL PUBLIC WORKS
$ 1,403,390
$ 1,592,934
$ 1,681,976
$ 1,452,752
Inspection Fees
52,626
20,000
20,000
$ 1,403,390
20,000
Drainage Fees
1,231,432
1,225,000
1,275,000
1,300,000
TOTAL OPERATING REVENUES
$ 1,284,058
$ 1,245,000
$
1,295,000
$
1,320,000
Non -Operating Revenues
Interest
8,710
12,765
8,775
6,010
Other Reimbursements
8,230
TOTAL NON-OPERATING REVENUES
$ 16,940
$ 12,765
$
8,775
$
6,010
TOTAL REVENUES
$ 1,300,998
$ 1,257,765
$
1,303,775
$
1,326,010
FUND BALANCE PROJECTIONS
PROJECTED WORKING CAPITAL 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENSES
PROJECTED WORKING CAPITAL 9/30
$ 1,302,487 $ 924,286
1,303,775 1,326,010
(1,681,976) (1,452,752)
$ 924,286 $ 797,544
City of Allen 169 FY 2013 Budget
2010-2011
2011-2012
2011-2012
2012-2013
EXPENSES
ACTUAL
BUDGET
AMENDED
BUDGET
Public Works,
Drainage Operating Expenses
1,403,390
1,292,934
1,296,976
1,409,507
Improvement Projects
-
300,000
385,000
43,245
'Capital
TOTAL PUBLIC WORKS
$ 1,403,390
$ 1,592,934
$ 1,681,976
$ 1,452,752
TOTAL EXPENSES
$ 1,403,390
$ 1,592,934
$ 1,681,976
$ 1,452,752
FUND BALANCE PROJECTIONS
PROJECTED WORKING CAPITAL 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENSES
PROJECTED WORKING CAPITAL 9/30
$ 1,302,487 $ 924,286
1,303,775 1,326,010
(1,681,976) (1,452,752)
$ 924,286 $ 797,544
City of Allen 169 FY 2013 Budget
CITY OF ALLEN
r
1
1
DRAINAGE
DIVISION 210-0000
Mmes
Assistant Director
Foreman
StmetsNreinage
DramaW Inspedar Cr. Lead.
Equipment OperatorI I Maintenance WOMer
City of Allen 171 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
DRAINAGE DRAINAGE 210-0000-434
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 2012:
Goal 2. Cultivate regional alliances and partnerships with agencies and Governmental units that affect
Allen
Strategy 8. Work with partners to protect and conserve natural resources
Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit
• 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 5th year tasks in the City's TPDES permit
• Continued the 3rd 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
• Work with Engineering and Consultant to develop next 5 year plan to meet TPDES Permit requirements
Objectives for FY 2013:
Goal 2. Cultivate regional alliances and partnerships with agencies and governrnental units that affect
Allen
Strategy S. Work with partners to protect and conserve natural resources
Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES; Permit
• Inspect and clear all storm sewer inlets after major storm events
• Implement 1st 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 dear of debris: Drainage Maintenance - $100,000; Contract
mowing of greenbelts - $75,000; Contract street sweeping - $120,000
• Continue funding for Phase II NPDES professional services contract - $21,000
• Continue funding of costs of NPDES Storm Water Management Best Practices Manual from COG -
$9,500
• Continue to rapidly respond to citizens calls and concems related to drainage and storm water
City of Allen 172 FY 2013 Budget
I
J
FUND
DEPARTMENT
ACCOUNT
DRAINAGE
DRAINAGE
210-0000-434
EXPENSE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Personnel Services
391,728
411,745
416,692
435,741
Operations
984,575
881,189
880,284
973,766
Capital
27,087
300,000
385,000
43,245
DEPARTMENT TOTAL $
1,403,390
$ 1,592,934
$ 1,681,976
$ 1,452,752
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
FULL TIME
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
3
TOTAL FULL TIME
7
7
7
7
' This position is under the supervision of Engineering.
EXPENSES DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
252,002
268,808
267,839
274,946
Longevity
3,145
3,344
3,344
3,680
Overtime
11,606
9,940
9,940
11,700
FICA
19,049
19,798
18,825
21,318
TMRS
38,433
38,781
38,200
39,008
Worker's Compensation
4,945
4,961
5,017
5,357
Health Insurance
57,132
60,506
67,756
73,842
Dental Insurance
4,374
4,508
4,698
4,792
Long -Term Disability
613
650
635
660
Life Insurance
309
329
320
320
Flexible Spending
120
120
118
118
SUBTOTAL $
391,728
$ 411,745
$ 416,692
$ 435,741
OPERATING EXPENSES
Training & Travel
239
675
675
1,350
Clothing & Uniforms
4,423
5,625
5,625
5,750
Telephone
60
95
95
100
Insurance
3,589
4,942
4,942
5,037
Postage & Freight
178
137
137
175
Printing & Reproduction
215
230
230
250
Advertising
349
1,470
1,470
1,500
Rentals
249
5,680
5,680
6,000
Gasoline
17,500
14,706
16,500
16,500
Oil & Lubricants
-
465
465
500
Vehicle & Equipment Replacement
48,532
62,010
62,010
41,962
City of Allen 173 FY 2013 Budget
FUND
DRAINAGE
DEPARTMENT
DRAINAGE
ACCOUNT
210-0000-434
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENSES - cont.
General Supplies
554
465
465
500
Medical & Chemical Supply
468
13,700
3,700
9,000
Agriculture Supplies
-
3,725
3,725
4,000
Small Tools & Minor Equipment
11,816
7,600
7,600
15,900
Vehicle Maintenance
14,829
6,521
10,000
10,000
Equipment Maintenance
17,222
11,178
15,000
15,000
Radio Maintenance
232
367
367
400
Street Sweeping Maintenance
121,112
100,000
100,000
120,000
Drainage System Maintenance
62,670
95,000
95,000
100,000
Professional Services
11,237
55,855
55,855
56,900
Bad Debt Expense
3,520
-
-
-
Post -Employment Funding Expense
486
3,150
3,150
3,150
Contract Mowing
55,647
75,000
75,000
75,000
Operating Transfer Out
609,448
412,593
412,593
484,792
SUBTOTAL S
984,575 $
881,189
$
$80,284
S
973,766
CAPITAL OUTLAY
Machinery&Equipment
27,087
$
27,087 $
-
$
-
$
-
CAPITAL TRANSFERS
Capital Projects Transfer Out
300,000
385,000
43,245
SUBTOTAL $--
- $
300,000
$
385,000
$
43,245
TOTAL EXPENSES $
1,403,390 $
1,592,934
$
1,681,976
$
1,452,752
CAPITAL EXPENDITURES LIST
No capital items
2011-2012
2012-2013
OPERATING TRANSFERS OUT
AMENDED
BUDGET
Risk Management Administrative Costs
2,395
3,110
General Fund
210,198
231,682
Debt Service
200,000
250,000
TOTAL
S
411.593
$
484,792
CAPITAL PROJECTS TRANSFERS OUT
Chelsea Project
200,000
-
Palace Way Storm Sewer Relocation
85,000
-
Spring Meadow Drainage Improvement
100,000
-
Administrative Systems Software Replacement
43,245
TOTAL
$
385 000
$
43,245
City of Allen 174 FY 2013 Budget
r
1
I
1
Non-Ooeratino Revenues
Interest on Investments
CITY OF ALLEN
$
1,570
$
GOLF COURSE FUND
$
260
Reimbursements and Contributions
REVENUES AND EXPENSES BY FUNCTION
1,181,274 $
-
'
FISCAL YEAR 2012.2013
-
Operating Transfer In
2010-2011 2011-2012
2011-2012
2012-2013
REVENUES
ACTUAL BUDGET
AMENDED
BUDGET
Operating Revenues
296,862
$
1,109,355
Facility Rentals
12,418 8,400
17,425
12,000
Retail Store
62,675 300
784
120,750
Concession Sales
181,580 6,600
1,559
261,626
Fees
1,149,882 127,400
35,350
1,718,500
TOTAL OPERATING REVENUES $ 1,406,555 $ 142,700 $
55,118
$ 2,112,876
I
1
Non-Ooeratino Revenues
Interest on Investments
379
$
1,570
$
1,080
$
260
Reimbursements and Contributions
4,566
1,181,274 $
-
603,508
-
Operating Transfer In
291,917
1,107,785
535,610
176,915
TOTAL NON-OPERATING REVENUES $
296,862
$
1,109,355
$
1,140,198
$
177,175
TOTAL REVENUES $
1,703,417
$
1,252,055
$
11195,316
$
2,290,051
2010-2011 2011-2012 2011-2012 2012-2013
EXPENSES ACTUAL BUDGET AMENDED BUDGET
Personnel Services 1,106,249
812,779
789,971
1,300,045
Operations 803,814
429,839
391,303
976,040
TOTAL EXPENSES $ 1,910,063 $
1,242,618 $
1,181,274 $
2,276,085
PROJECTED WORKING CAPITAL 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENSES
PROJECTED WORKING CAPITAL 9/30
City of Allen
$ (13,863) $ 179
1,195,316 2,290,051
175 FY 2013 Budget
(1,181,274)
(2,276,085)
$
179
$ 14,145
175 FY 2013 Budget
i
CITY OF ALLEN
' GOLF COURSE
DIVISION 225-8610
Director
Rg
MrainistraWe
Assistant
FoodIBeVerege
Supervisor
1
FooNBe rage Clerk
3.35
Clerk
.24
FY 2013 Budget
Golf Superintendent
Lead God Specialist
1
Golf Spetialiel
Asst. Golf
Superinlendent
2.5
1
Chemical Techniclen
'
1
Range Adendant
15
Maintenance Worker
8
Golf Attendant
2 ]8
Park Maintenance
Tech
1
Maintenance Worke
4.41
Temp - Mamtenance
Worker
,96
Temp - Golf
Adendant
]5
City of Allen
177
FoodIBeVerege
Supervisor
1
FooNBe rage Clerk
3.35
Clerk
.24
FY 2013 Budget
FUND DEPARTMENT ACCOUNT
GOLF COURSE GOLF COURSE 225-8610-457
The Golf Course Fund has been established to support the daily operations of the golf course providing
recreational opportunities for the Citizens of Allen and the surrounding region. The Chase Oaks Golf Course has
a driving range and two courses - Blackjack, an 18-hole course, and Sawtooth, a 9-hole course. During FY 2012,
the courses have been closed for renovations with the driving range remaining open part of the year. The 18-hale
course will reopen in the Fall of 2012, and the 9-hole course and driving range will reopen in the fall of 2013.
Accomplishments in FY2012:
Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect
Allen
Strategy 2. Create recreational partnerships
• Implemented the construction of the Golf Course Master Plan in cooperation with the design team of
Weibnng/Wolfard Golf Design starting in October 2011
• Entered into discussion with The First Tee of Greater Dallas to support and base a full time coordinator at
our facility to enhance, promote and offer outstanding junior golf programs to our area
• Offered Junior Golf programs through the Plano Sports Authority
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation.
• Initiated discussions with the Women's Executive Golf Association and the Women on Course organization
to create playing and instructional opportunities
• Implemented a marketing strategy plan to promote our facility to the region as "unique" in terms of a quality,
golf experience and state of the art practice facilities
Strategy 5. Plan for the design and construction of needed City Parks and Recreation Facilities
• Retained staff to participate in the golf course construction project to provide increased knowledge of the
new facility and overall operations
• Developed a course clean up and under brushing program to improve visual aesthetics and allow for
increased air flow to promote turf growth and long term health of the turf
Relocated fish and turtles to an existing pond during construction to preserve and protect wildlife habitat
Goal 6. Maintain operational excellence in City govemment services
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality
Services
• Participated in numerous meetings with Chase Oaks homeowners to listen to concerns related to the new
course construction
• Communicated the safety aspects of the new golf course design to homeowners
• Maintained junior golf participation by seeking an alternate facility to host the First Tee program during
closure
Objectives for FY 2013:
Goal 2. Cultivate regional alliances and partnerships with agencies and aovemmental units that affect
Allen
Strategy 2. Create recreational partnerships
• Coordinate golf activities through the Northern Texas PGA, First Tee, Texas Golf Association, and the
PGA of America to promote the game of golf for everyone
Goal 4. Signify, enhance, and communicate Allen's Identity to the region and the nation.
• Promote and market the new golf facility as setting the standard in the overall golf experience including a
quality product, outstanding practice facilities, and best maintenance practices
Goal 6. Maintain operational excellence in City government services
Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality
Services
• Continue to deliver the REAL service philosophy on a daily basis. Provide ongoing training to new and
existing staff members to reinforce our standard of delivering the REAL customer service experience
• Continue to maintain an open line of communication with homeowners
City of Allen 178 FY 2013 Budget
J
I
1
FUND
DEPARTMENT
ACCOUNT
GOLF COURSE
GOLF COURSE
225-8610457
EXPENSESUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Personnel Services
1,106,249
812,779
789,971
1,300,045
Operations
803,814
429,839
391,303
976,040
DEPARTMENT TOTAL $
1,910,063
$ 1,242,618
E 1,181,274
$ 2,276,085
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
FULL TIME
ACTUAL
BUDGET
AMENDED
BUDGET
Golf Services Manager/Head Golf Pro
1
1
1
1
Golf Specialist - Lead
1
1
1
1
Golf Specialist
2
1
1
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
1
0
0
1
Food 8 Beverage Supervisor
1
0
0
1
Food & Beverage Clerk
1
0
0
1
TOTAL FULL TIME
19
15
15
19
PART TIME
Golf Specialist
0.5
0.0
0.0
0.5
Golf Attendant
2.38
0.0
0.0
2.78
Range Attendant
1.5
1.5
1.5
1.5
Beverage Clerk
1.0
0.0
0.0
2.4
Recreation Specialist 1
0.5
0.0
0.0
0.0
Maintenance Worker
4.41
4.41
4.41
4.41
TOTAL PART TIME
10.29
5.91
5.91
11.54
TEMPORARY
Maintenance Worker
1.97
1.97
1.97
0.96
Golf Attendant
0.75
0.75
0.75
0.75
Beverage Cleric
0.48
0.00
0.00
0.24
TOTALTEMPORARY
3.20
2.72
2.72
1.95
EXPENSE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
780,307
536,584
519,928
858,059
Longevity
5,499
3,523
3,384
4,008
Overtime
20,011
17,558
17,558
22,000
FICA
59,648
40,534
38,957
65,660
TMRS
102,926
75,559
73,003
107,600
Worker's Compensation
3,317
2,493
2,396
8,358
Health Insurance
122,331
125,569
123,992
218,574
Dental Insurance
10,035
9,047
8,891
13,033
Long-term Disability
1,384
1,219
1,193
1,606
Life Insurance
701
633
619
794
Flexible Benefit Expense
90
60
50
353
SUBTOTAL $
1,106,249
$ 812,779
$ 789,971
$ 1,300,045
City of Allen 179 FY 2013 Budget
FUND
GOLF COURSE
DEPARTMENT
GOLF COURSE
ACCOUNT
225-8610-457
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENSES
Training & Travel
3,052
1,755
612
6,570
Dues & Subscriptions
6,320
2,845
2,845
5,425
Clothing & Uniforms
4,335
6,260
6,845
6,534
Electricity
111,878
114,308
114,000
115,000
Telephone
2,883
3,060
2,825
3,000
Water
68,955
12,000
14,510
89,723
Postage & Freight
58
135
62
75
Printing & Reproduction
731
3,750
229
3,750
Advertising
4,300
4,000
4,000
4,000
Concession Expenses
58,095
1,812
798
153,279
Fuel
28,533
18,563
24,880
27,000
Lease Expenses
91,305
85,599
76,386
208,484
General Supplies
1,920
1,250
660
3,250
Janitorial Supplies
2,506
2,000
1,395
2,500
Agriculture Supplies
54,468
3,500
3,500
100,000
Small Tools & Minor Equipment
1,000
11,060
7,100
9,950
Liquor Supply Expenses
30,308
768
768
36,628
Liquor State Tax Expense
11,851
336
136
16,800
Building Maintenance
15,019
10,000
5,504
16,000
Equipment Maintenance
91,960
10,000
13,000
27,200
Ground Sprinkler System
17,833
1,000
250
5,000
Landscape & Forestry
3,363
2,500
2,500
3,627
Professional Services
60,069
22,778
22,778
49,845
Copier Service
115
225
225
150
Credit Card Costs
38,071
4,415
5,750
40,000
Post -Employment Funding Expense
1,652
15,335
15,335
15,335
Donation Expense
3,913
-
-
-
Depreciation Expense
89,321
90,585
64,410
26,915
SUBTOTAL
$ 803,814
$ 429,839 $
391,303
$ 976,040
TOTAL EXPENSES
$ 1,910,063
1,242,618
1,181,274
$ 2,276,085
CAPITAL EXPENDITURES LIST
No capital items
City of Allen 180 FY 2013 Budget
City of Allen 181 FY 2013 Budget
CITY OF ALLEN
2010-2011
2011-2012
2011-2012
ASSET FORFEITURE FUND
EXPENDITURES
ACTUAL
BUDGET
REVENUE AND EXPENDITURE SUMMARY
AMENDED
BUDGET
'
FISCAL YEAR 2012-2013
135,930
170,000
85,297
2010-2011 2011-2012
2011-2012
57,103
2012-2013
REVENUES
ACTUAL BUDGET
AMENDED
'
BUDGET
Operating Revenues
$ 170,000
$
110,665
$
141,514
State Forfeiture
30,134 20,000
$ 193,033
15,000
$
40,000
Federal Forfeiture - Justice Funds
138,176 150,000
60,000
125,000
TOTAL OPERATING REVENUES
$ 168,310 $ 170,000
$
75,000
$
165,000
Non -Operating Revenues
159,229
$
124,539
TOTAL PROJECTED REVENUES
Interest
2,197 1,415
975
1,515
Auction Revenue
15,141
(110,665)
TOTAL NON-OPERATING REVENUES
$ 17,338 $ 1,415
$
975
$
1,515
TOTAL REVENUES
$ 185,648 $ 171,415
$
75,975
$
166,515
City of Allen 181 FY 2013 Budget
2010-2011
2011-2012
2011-2012
2012-2013
EXPENDITURES
ACTUAL
BUDGET
AMENDED
BUDGET
Public Safety
135,930
170,000
85,297
141,514
Capital Outlay
57,103
-
25,368
'
TOTAL PUBLIC SAFETY
$ 193,033
$ 170,000
$
110,665
$
141,514
TOTAL EXPENSES
$ 193,033
$ 170,000
$
110,665
$
141,514
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
$
159,229
$
124,539
TOTAL PROJECTED REVENUES
75,975
166,515
TOTAL PROJECTED EXPENDITURES
(110,665)
(141,514)
PROJECTED FUND BALANCE 9/30
$
124,539
$
149,540
City of Allen 181 FY 2013 Budget
CITY OF ALLEN
I
ASSET FORFEITURE
DIVISION 508-0000
No Personnel in this Department
City of Allen 183 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
ASSET FORFEITURE ASSET FORFEITURE 508-0000-421
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 solely for law enforcement purposes.
City of Allen 184 FY 2013 Budget
L
I
RESUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
TION
ACTUAL
BUDGET
AMENDED
41
_
_
Services
135,889
170,000
85,297
141,514
97 1 m
-
25 3RR
-
EXPENDITURE DETAIL
2011-2012 2012-2013
2010-2011
AMENDED BUDGET
2011-2012
2011-2012
6,273 -
2012-2013
Phone and Training
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENDITURES
Interest Expense
41
-
-
SUBTOTAL
$
41
$
-
$
-
$
-
PROFESSIONAL SERVICES
State Forfeiture/Seizure Expense
12,021
20,000
10,667
38,014
Federal Forfeiture Exp -Justice123,868
150,000
74,630
103,500
SUBTOTAL
$
135,889
$
170,000
$
85,297
$
141,514
CAPITAL OUTLAY
Construction - Federal Justice
25,000
-
-
-
Machinery & Equipment
-
-
6,273
-
Federal Capital Expense -Justice
32,103
-
19,095
-
SUBTOTAL
$
57,103
$
$
25,368
$
-
TOTAL EXPENSES
S
193,033
$
170,000
$
110,665
$
141,514
AL EXPENDITURES LIST
2011-2012 2012-2013
AMENDED BUDGET
INERY & EQUIPMENT
Data Retneval Hardware
6,273 -
EAL CAPITAL EXPENSE -JUSTICE
Phone and Training
19,095 -
TOTAL CAPITAL $ 25,366
City of Allen 185 FY 2013 Budget
CITY OF ALLEN
I
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENDITURES
PROJECTED FUND BALANCE 9/30
$ 1,984,453 $ 2,084,875
1,101,238 1,097,194
(1,000,616) (1,184,848)
City of Allen 187 FY 2013 Budget
CITY OF ALLEN
2010-2011
2011-2012
2011-2012
HOTEL OCCUPANCY TAX FUND
EXPENDITURES
ACTUAL
REVENUES AND EXPENDITURES BY FUNCTION
AMENDED
BUDGET
FISCAL YEAR 2012-2013
2010-2011 2011-2012
2011-2012
629,451
2012-2013
REVENUES
ACTUAL BUDGET
AMENDED
TOTAL EXPENDITURES
BUDGET
Operating Revenues
$ 1,000,816
$ 1,184,648
Hotel Occupancy Tax
1,113,312 965,629
1,090,411
1,087,334
TOTAL OPERATING REVENUES
$ 1,113,312 $ 965,629
$ 1,090,411
$
1,087,334
Non-Ooeratina Revenues
Interest
14,292 15,315
10,530
9,860
Other Reimbursements
297
TOTAL NON-OPERATING REVENUES
E 14,292 $ 15,315
$ 10,827
$
9,860
TOTAL REVENUES
$ 1,127,604 $ 980,944
$ 1,101,238
$
1,097,194
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENDITURES
PROJECTED FUND BALANCE 9/30
$ 1,984,453 $ 2,084,875
1,101,238 1,097,194
(1,000,616) (1,184,848)
City of Allen 187 FY 2013 Budget
2010-2011
2011-2012
2011-2012
2012-2013
EXPENDITURES
ACTUAL
BUDGET
AMENDED
BUDGET
Culture 8 Recreation
Culture
629,451
1,008,687
1,000,816
1,184,848
TOTAL EXPENDITURES
$ 629,451
$ 1,008,687
$ 1,000,816
$ 1,184,648
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENDITURES
PROJECTED FUND BALANCE 9/30
$ 1,984,453 $ 2,084,875
1,101,238 1,097,194
(1,000,616) (1,184,848)
City of Allen 187 FY 2013 Budget
i
CITY OF ALLEN
I
HOTEL OCCUPANCY TAX FUND
DIVISION 506-0000
City Manager
Tourism Manager F _ II Parks 8 Recreation Director
1
CVB Specialist
1
City of Allen 189 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
HOTEL OCCUPANCY TAX HOTEL OCCUPANCY TAX 506-0000-417
The Hotel Occupancy Tax Fund collects funds from a 7% tax on hotel rooms rented in the City of Allen. These
funds are used to support various projects that enhance and promote tourism, the arts, and the convention/hotel
industry in the City of Allen, as allowed by state law.
Accomplishments in FY 2012:
Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation
Strategy 11. Emphasize marketing efforts to communicate Allen's identity
• Continued to position Allen CVB as the principal vehicle for attracting new tourism opportunities and
establishing the City as a tourism destination
• Designed and launched new website on the CivicPlus platform with the assistance of PAMRO
• Completed the following projects via advertising agency (Latitude):
o Implemented the strategic marketing plan for brand roll out
o Created ads, 75 second, and 4 minute destination videos
o Visitor Guide design and expansion
o Developed photo library
• Hired a full time CVB Specialist
o Designed, launched, and initiated regular updates of electronic and social media marketing
o Completed design of all new signage
• Placed advertising in the following tourism locations:
o TourTexas.com
o Tax Free Texas guide and online
o Where GUESTBOOK Dallas Fort Worth
• Launched NorthTexasShopping.com partnership with Frisco, McKinney, and Plano
• Co-sponsored the American Bus Association Convention and Tradeshow hosted in Grapevine and
partnered with Plano to co -host 2 charter bus tours showcasing local offerings
• Distributed over 14,200 Allen CVB Visitor Guides to various locations
• Referred over 1,000 hotel room leads to Allen hotels via VisitAllenTexas.com
• Provided hospitality, transportation, and hotel support to the Lone Star Conference Championships
• Continued to work with our destination partners on key projects to successfully sell Allen as a destination:
o Miss Texas Pageant
o USSSA World Series qualifiers
o Texas Association of Sports Officials
o Texas College and High School Bass Tournament
o Texas Association of School Business Officials Annual Conference
• 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 and program materials
o Allen Hotel Association — advertising and offset room rebates
o Continued 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:
• Lone Star Conference Basketball Championships
• Tom Thumb Texas Stampede
• City of Alen Parks and Recreation Grant which assisted in funding:
A AHS Hoopsters Booster Club tournaments
• Foundation for Allen Schools Triathlon
J Market Street Allen USA
City of Allen 190 FY 2013 Budget
d
L
FUND DEPARTMENT ACCOUNT
HOTEL OCCUPANCY TAX HOTEL OCCUPANCY TAX 506-0000-417
Objectives for FY 2013:
Goal 4. Skinity, enhance, and communicate Allen's identity to the realon and the nation
Strategy 11. Emphasize marketing efforts to communicate Allen's identity
• Continue to position the City of Allen's CVB as the principal vehicle for attracting new tourism
opportunities and establishing the City as a tourism destination
o Continue year 2 of contract with advertising agency (Latitude)
• Follow marketing plan as recommended by Latitude heavy online campaign and some
print ads
• Focus on meetings/conventions, group tours, shopping (international & Texas), and
leisure travel
• Target sports tournaments based on direct sales efforts
o Engage residents and visitors to help promote Allen as a destination through photo/video contest
o Greet convention groups in person at host hotel during registration as often as possible
o Increase video library footage of event activity and personal feedback from visitors and planners
o Utilize Facebook, Twitter, and Pinterest in engaging ways
o Continue to streamline functions on the website to ensure that it is user friendly
• Maintain and increase awareness of Allen with Texas Travel Centers
o Attend Texas Travel Counselors Travel Fair in April
o Visit key Texas Travel Centers in person onetime during the year
• Continue to work with our destination partners on key projects to successfully sell Allen as a destination
to attract and retain meetings/conventions and sporting tournaments
• 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
• Hotel Occupancy Tax Grant to assist 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 Continue Partnerships with:
• Tom Thumb Texas Stampede
• Lone Star Conference Basketball Championships
• City of Allen Parks and Recreation Grant to assist in funding for:
fi AHS Hoopsters Booster Club tournaments
4 Foundation for Allen Schools Triathlon
:• Market Street Allen USA
City of Allen 191 FY 2013 Budget
FUND
DEPARTMENT
ACCOUNT
HOTEL OCCUPANCY TAX
HOTEL OCCUPANCY TAX
506-0000-417
EXPENDITURE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Operations
390,637
448,403
448,403
482,870
DEPARTMENTTOTAL
390,837
448,
448,403
48 ,870
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENDITURES
Advertising
270
270
270
270
Rentals & Leasing
108,350
101,123
101,123
-
Community Events P&R
56,003
120,000
120,000
120,000
Allen Civic Ballet
10,000
10,000
10,000
10,000
Allen Chamber of Commerce
1,600
1,600
1,600
1,600
Allen Heritage Guild
4,154
2,500
2,500
2,500
Philharmonic Symphony
26,500
26,500
26,500
26,500
Connemara Conservancy
2,285
2,500
2,500
3,000
Friends of the Library
3,480
5,000
5,000
5,000
Allen Arts Alliance
1,918
2,000
2,000
2,000
Texas Stampede
50,000
50,000
50,000
50,000
Lone Star Basketball Conference
-
35,000
35,000
35,000
Special Projects
-
-
-
50,000
Hotel Incentives
51,077
64,910
64,910
-
Legal Expenses
-
2,000
2,000
2,000
Operating Transfer Out
75,000
25,000
25,000
175,000
TOTAL EXPENDITURE
$ 390,637 $
448,403 f
448,403 $
482,870
CAPITAL EXPENDITURES LIST
No capital items
2011-2012
2012-2013
OPERATING TRANSFERS OUT
AMENDED
BUDGET
General Fund:
City Marketing Specialist
25,000
25,000
Allen Event Center
150,000
TOTAL
25,000
175,00
City of Allen 192 FY 2013 Budget
F1
I
FUND
DEPARTMENT/DIVISION
ACCOUNT
HOTEL OCCUPANCY TAX
CONVENTION & VISITORS BUREAU
506-2810-417
EXPENDITURE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Personnel Services
78,407
148,584
140,263
158,245
Operations
160,407
411,700
412,150
543,733
DEPARTMENTTOTAL
238 4
560,284
552,413
701,978
PERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
FULL TIME
Tourism Manager
1
1
1
1
CVB Specialist
0
1
1
1
TOTAL FULL TIME
1
2
2
2
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
Salaries
63,739
110,388
99,882
110,609
Longevity
76
124
120
168
FICA
4,864
8,458
7,014
8,480
TMRS
9,181
15,748
13,916
15,509
Worker's Compensation
51
124
74
123
Health Insurance
21
12,530
17,734
21,561
Dental Insurance
246
738
1,128
1,341
Long-term Disability
152
266
224
265
Life Insurance
77
148
113
130
Flexible Spending
60
58
59
SUBTOTAL
$ 79,407
$ 148,584 $
140,263
$ 158,245
OPERATING EXPENSES
Training & Travel
4,468
3,250
3,000
4,600
Dues & Subscriptions
3,333
5,000
3,183
3,183
Postage & Freight
11
2,000
2,000
2,000
Printing & Reproduction
10,995
65,000
23,215
26,000
Advertising
41,184
100,000
23,500
23,500
Special Activities
5,000
55,000
55,000
100,000
Meetings & Receptions
4,332
10,000
5,000
10,000
General Supplies
848
1,000
2,000
2,000
Professional Services
53,900
105,000
263,448
307,000
Marketing Expenses
36,336
65,000
31,354
65,000
Post -Employment Funding Expense
450
450
450
SUBTOTAL
$ 160,407
$ 411,700 $
412,150
$ 543,733
TOTAL EXPENDITURE
38,814
5
552,413
701,978
CAPITAL EXPENDITURE LIST
No capital items
City of Allen 193 fY 2013 Budget
CITY OF ALLEN
CITY OF ALLEN
GRANT FUND I RECOVERY ACT GRANT FUND
REVENUES AND EXPENDITURES BY FUNCTION
FISCAL YEAR 2012.2013
TOTAL REVENUES
2010-2011 2011-2012 2011-2012 2012-2013
EXPENDITURES ACTUAL BUDGET AMENDED BUDGET
Grants 1,999,695 938,089 1,225,487 860,297
Special Revenue 489,034 606,131 - -
Operating Transfer Out 589,246
TOTAL EXPENDITURES $ 2,488,729 $ 1,544,220 $ 1,814,733 $ 860,297
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1 $ 745,080 $ 149,984
TOTAL PROJECTED REVENUES 1,219,637 860,860
'TOTAL PROJECTED EXPENDITURES (1,814,733) (860,297)
PROJECTED FUND BALANCE 9/30 $ 149,984 $ 150,547
City of Allen 195 FY 2013 Budget
2010-2011
2011-2012
2011-2012
2012-2013
REVENUES
ACTUAL
BUDGET
AMENDED
BUDGET
Operating Revenues
Planning
217,367
471,574
540,591
491,972
Police Grants
184,573
121,162
117,371
62,050
Park 8 Recreation Grants
313,862
-
-
-
Park 8 Recreation Grnt- ARRA Funds
90,035
-
-
-
Library Grants
110,535
38,333
32,333
46,974
Fire Grants
792
4,792
1,784
-
Fire Grants - ARRA Funds
940,292
-
5,000
-
EngineeringGrants- ARRA Funds
165,013
-
10,353
-
Child Safety Fee Revenue
88,191
72,000
-
-
Photo Red Light Enforcement Program
-
10,000
-
-
Public Education Government Access (PEG)
190,790
110,000
-
-
Court Security
41,521
41,932
-
-
Court Technology
55,365
55,950
-
-
Juvenile Case Manager
69,101
69,651
TOTAL OPERATING REVENUES
$ 2,467,437 $
995,394
$ 707,432 $
600,996
Non -Operating Revenues
Interest on Investments
4,788
6,035
4,150
3,465
Contributions/Sponsorhips
-
-
215,000
215,000
'
Operating Transfer In
209,641
363,456
293,055
41,399
TOTAL NON-OPERATING REVENUES
$ 214,429 $
369,491
$ 512,205 $
259,864
TOTAL REVENUES
2010-2011 2011-2012 2011-2012 2012-2013
EXPENDITURES ACTUAL BUDGET AMENDED BUDGET
Grants 1,999,695 938,089 1,225,487 860,297
Special Revenue 489,034 606,131 - -
Operating Transfer Out 589,246
TOTAL EXPENDITURES $ 2,488,729 $ 1,544,220 $ 1,814,733 $ 860,297
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1 $ 745,080 $ 149,984
TOTAL PROJECTED REVENUES 1,219,637 860,860
'TOTAL PROJECTED EXPENDITURES (1,814,733) (860,297)
PROJECTED FUND BALANCE 9/30 $ 149,984 $ 150,547
City of Allen 195 FY 2013 Budget
CITY OF ALLEN
1
GRANTFUND
DIVISION 550-0000
No Personnel in this Department
City o1 Allen 197 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
GRANT FUND STATE AND FEDERAL GRANTS 550-0000-400
RECOVERY ACT FUND RECOVERY ACT GRANTS 551-0000-400
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.
Accomplishments In FY 2012:
Goal 2. Cultivate regional alliances and partnerships with agencies and novemmental units that affect
Allen
• Energy Efficiency and Conservation Block Grant—completed projects associated with a prior year grant
award received through the American Recovery and Reinvestment Act through the U.S. Department of
Energy to assist in implementing energy efficiency and conservation strategies to reduce total energy
usage and to improve energy efficiency along with Oncor rebate funds for implementing these energy
efficient projects. The funds expended during this fiscal year were used to replace street lighting on
Bethany Drive with energy efficient LED lighting.
• Family Violence Investigation and Prevention Officer Grant— received the second year 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.
• Child Abuse Investigator Grant — received the third year award for this grant which allowed the Police
department to continue to dedicate a full time position to child abuse cases
• Job Access/Reverse Commute Program (JARC)— continued to pursue funding through United States
Department of Transportation, Federal Transit Administration administered by the North Central Texas
Council of Governments which will allow the City to design and implement a pilot program that will
transport individuals to and from urban, suburban, and rural areas in the region to major employment
centers within Allen
Objectives for FY 2013:
Goal 2. Cultivate realonal alliances and partnerships with aaencies and governmental units that affect
Allen
• Family Violence Investigation and Prevention Officer Grant— pursue additional funding that will allow the
Police Department to continue to dedicate a full time position to violent family and domestic abuse
situations and to educate the public in relation to family violence
• Community Development Block Grant (CDBG)— continue to seek funds from the U.S. Department of
Housing and Urban Development in order to provide funding to public service agencies and economic
development and assistance for low and moderate income families
• Texas Reads Grant- continue to pursue funding to support the ALLen Reads Program
• Job Access/Reverse Commute Program (JARC)— continue to pursue funding through United Stales
Department of Transportation, Federal Transit Administration administered by the North Central Texas
Council of Governments which will allow the City to design and implement a pilot program that will
transport individuals to and from urban, suburban, and rural areas in the region to major employment
centers within Allen
City of Allen 198 FY 2013 Budget
1
II
FUND
GRANT FUND
RECOVERY ACT FUND
DEPARTMENT
STATE AND FEDERAL GRANTS
RECOVERY ACT GRANTS
ACCOUNT
550-0000-4XX
551-0000-4XX
EXPENDITURE SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
CLASSIFICATION
Planning
217,367
686,574
755,591
706,972
Police
266,968
204,401
212,562
106,351
Park 8 Recreation
414,076
-
206,114
-
Library
110,536
38,322
32,333
46,974
Fire
990,748
8,792
8,534
-
Engineering
234,258
72,000
10,353
-
Red Light Camera Program
5,112
2,500
-
-
Public Education Government Access (PEG)'
60,750
88,500
-
-
Juvenile Case Manager'
68,829
70,725
-
-
Court Security'
101,952
98,657
-
-
Court Technology `
18,133
273,749
-
DEPARTMENT TOTAL
2,488,729
1,544,220
1,225,487
860,297
' These items are now resected in the General Fund.
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
PLANNING DEPARTMENT
Job Access/Reverse Commute Grant
-
430,000
430,000
430,000
Home Repair
166,528
210,574
277,835
226,972
Public Service Agencies
40,000
36,000
36,000
40,000
Administration
10,839
10,000
11,756
10,000
SUBTOTAL
$
217,367
$ 686,574
$ 755,591
$ 706,972
POLICE DEPARTMENT
TCLEOSE Training Grant
14,078
7,579
10,000
2,902
Tobacco Compliance Grant
349
4,000
2,000
-
STEP Overtime Grant
62,526
-
-
-
Click It or Ticket
-
-
5,788
-
Bulletproof Vest Partnership Grant
12,137
13,000
13,000
12,600
Child Abuse Investigator Grant
89,847
87,551
89,651
-
Family Violence Investigator
88,031
92,271
92,123
90,849
SUBTOTAL
$
266,968
$ 204,401
$ 212,562
$ 106,351
PARKS & RECREATION
Allen Station Park Recycling Prg
10,179
-
-
-
Celebration Pass Pedestrian Trail
313,862
-
-
-
Energy Efficiency & Consv- ARRA
90,035
206,114
SUBTOTAL
$
414,076
$ -
$ 206,114
$ -
LIBRARY
Collin County Library Grant
78,630
38,322
32,098
43,974
Texas Reads
2,996
-
-
3,000
Texas Commission on the Arts
-
-
235
-
Loan Star Libraries Grant
28,910
-
-
-
SUBTOTAL
$
110,536
$ 38,322
$ 32,333
E 46,974
City of Allen 199 FY 2013 Budget
'UND
,RANT FUND
RECOVERY ACT FUND
DEPARTMENT
STATE AND FEDERAL GRANTS
RECOVERY ACT GRANTS
ACCOUNT
550-0000-4XX
551-0000-4XX
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
=IRE DEPARTMENT
.EOSE - Training Grant
2,687
792
-
-
i.A.F.E.R. Grant-2006
47,769
-
-
-
fexas Department of State Health
-
8,000
3,500
-
fDHS Contract
-
-
34
-
-ire Station Grant - ARRA
940,292
5,000
SUBTOTAL
$ 990,748
f 8,792
E 8,534
f -
NGINEERING
Traffic Synchronization Grant - ARRA
165,013
-
10,353
-
'HILD SAFETY REV-COLLIN CNTY'69,245
72,000
-
-
'ROTO RED LT ENFRCMNT PRGM `
5,112
2,500
-
-
IUVENILE CASE MANAGER `
68,829
70,725
-
-
:OURT TECHNOLOGY`18,133
273,749
-
-
:OURT SECURITY'
101,952
98,657
-
-
'EG `
60,750
88,500
-
-
TOTAL EXPENDITURES
2,488,729
1,544,220
1,225,487
860,297
These items are now reflected in the General Fund.
City of Allen 200 FY 2013 Budget
TOTAL REVENUES $ 2,365,147 $ 1,774,978 $ 3,446,420 $ 3,072,006
CITY OF ALLEN
2011-2012
2011-2012
2012-2013
REPLACEMENT FUND
ACTUAL
BUDGET
REVENUES
AND EXPENSES BY FUNCTION
Capital Outlav
'
FISCAL YEAR 2012-2013
Replacement
1,428,744
2010-2011 2011-2012
2011-2012
2012-2013
REVENUES
ACTUAL BUDGET
AMENDED
BUDGET
Operating Revenues
$ 3,237,506
$ 4,253,677
General Fund
1,494,663 1,321,870
1,321,870
1,430,665
Water & Sewer
166,402 258,378
258,378
210,545
Solid Waste
14,041 24,300
24,300
20,497
Drainage
48,532 62,010
62,010
41,962
TOTAL OPERATING REVENUES
$ 1,723,638 $ 1,666,558 $
1,666,558
$ 1,703,669
Non-Operatina Revenues
Other Reimbursements
210,524 33,000
67,990
74,500
Interest
63,760 75,420
51,860
43,985
Operating Transfer In
367,225
1,660,012
1,249,852
TOTAL NON-OPERATING REVENUES
$ 641,509 $ 108,420 $
1,779,862
$ 1,368,337
TOTAL REVENUES $ 2,365,147 $ 1,774,978 $ 3,446,420 $ 3,072,006
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENSES
PROJECTED FUND BALANCE 9/30
$ 8,004,509 $ 8,213,423
3,446,420 3,072,006
(3,237,506) (4,253,677)
$ 8,213,423 $ 7,031,752
City of Allen 201 FY 2013 Budget
2010-2011
2011-2012
2011-2012
2012-2013
' EXPENSES
ACTUAL
BUDGET
AMENDED
BUDGET
Capital Outlav
Replacement
1,428,744
1,944,875
3,237,506
4,253,677
TOTAL EXPENDITURES
$ 1,428,744
$ 1,944,675
$ 3,237,506
$ 4,253,677
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENSES
PROJECTED FUND BALANCE 9/30
$ 8,004,509 $ 8,213,423
3,446,420 3,072,006
(3,237,506) (4,253,677)
$ 8,213,423 $ 7,031,752
City of Allen 201 FY 2013 Budget
CITY OF ALLEN
U
REPLACEMENT FUND
DIVISION 600-0000
No Personnel in this Department
City of Allen 203 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
REPLACEMENT FUND REPLACEMENT FUND 600-0000-490
I
The Replacement Fund is administered by the Finance Department to collect replacement fees on vehicles,
technology, and equipment so the City is able to replace them in a timely manner on a cash basis.
Accomplishments in FY 2012:
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
Objectives for FY 2013:
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 FY 2013 Budget
'EXPENSE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013
ACTUAL BUDGET AMENDED BUDGET
CLASSIFICATION
Capital1,428,744 1,944,875 3,237,506 4,253,677
DEPARTMENT TOTAL 1.428.744 1.944.875 3 23] 5n a 253 an
Replacements - All Departments
SUBTOTAL
Vehicles 8 Ecuioment
Police
Parks
Fire
Planning
Public Works
Community Services
Finance
Engineering
SUBTOTAL
TOTAL EXPENSES
EXPENSES LIST
ACTUAL BUDGET AMENDED BUDGET
377,145
433,500
478,500
404,100
85,589
178,624
204,964
360,201
312,644
1,080,726
1,062,619
458,700
-
17,215
19,575
-
320,485
152,220
152,220
231,949
24,349
-
137,255
195,234
-
Vehicles
-
18,603
Computer Equipment
2012-2013
QUANTITY BUDGET
Parks
Equipment
2
90,986
Public Works
Equipment
1
15,000
Community Services
Equipment
1
170,000
SUBTOTAL
$ 275,986
/EHICLES
Police
Vehicles
12
404,100
Parks
Vehicles
5
269,215
Fire
Vehicles
5
458,700
Public Works
Vehicles
6
216,949
Community Services
Vehicles
1
25,234
Finance
Vehicles
1
18,603
SUBTOTAL
$ 1,392,801
TOTAL CAPITAL
4,253:677
City of Allen 205 FY 2013 Budget
CITY OF ALLEN
I
CITY OF ALLEN
RISK MANAGEMENT FUND
REVENUES AND EXPENSES BY FUNCTION
FISCAL YEAR 2012-2013
REVENUES
Operating Revenues
Charges for Self Insurance:
Employee
Employer
COBRA & Retiree Reimbursements
Worker's Compensation Charges
Other Insurance Charges
Other Reimbursements
Post Employment Funding
TOTAL OPERATING REVENUES
2010-2011 2011-2012 2011-2012 2012-2013
ACTUAL BUDGET AMENDED BUDGET
1,495,189
1,533,417
1,602,038
1,816,980
5,253,495
5,768,569
5,699,948
6,549,402
75,801
74,000
120,330
166,208
203,538
236,399
243,639
282,157
508,891
558,855
558,855
562,002
384,317
1,532,500
1,515,500
1,518,500
48,974
321,192
320,247
320,247
$ 7,970,205 $ 10,024,932 $ 10,060,557 $ 11,215,496
Non -Operating Revenues
$ 8,200,439
$ 10,315,337
$ 10,335,992
$ 11,566,263
Interest
39,470
47,920
32,950
27,230
Operating Transfer In
190,764
242,485
242,485
323,537
TOTAL NON-OPERATING REVENUES $
230,234 $
290,405 $
275,435 $
350,767
TOTAL REVENUES
$ 8,200,439
$ 10,315,337
$ 10,335,992
$ 11,566,263
468,382
602,053
511,571
665,547
566,405
2010-2011
2011-2012
2011-2012
2012-2013
EXPENSES
ACTUAL
BUDGET
AMENDED
BUDGET
General Government
Administration
224,513
239,761
231,744
324,426
Health and Dental
6,232,444
8,403,804
8,403,804
9,203,006
Worker's Compensation
225,884
375,263
375,263
372,639
Other Insurance
459,749
558,855
558,855
561,196
Post Employment
868,351
925,000
925,000
925,000
TOTAL GENERAL GOVERNMENT
$ 8,010,941
$ 10,502,683
$ 10,494,666
$ 11,386,267
TOTAL EXPENSES $ 8,010,941 $ 10,502,683 $ 10,494,666 $ 11,386,267
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENSES
PROJECTED FUND BALANCE 9/30
FUND BALANCE:
Health and Dental
' Worker's Compensation
Otherinsurance
Restricted - Post Employment Funding
TOTAL FUND BALANCE:
FUND BALANCE PROJECTIONS
3,454,708 $ 2,358,165 $ 3,644,206 $ 3,485,532
8,200,439 10,315,337 10,335,992 11,566,263
(8,010,941) (10,502,683) (10,494,666) (11,386,267)
$ 3,644,206 $ 2,170,819 $ 3,485,532 $ 3,665,528
$ 2,847,582 $
2,533,251 $
3,322,697 $
4,045,656
733,677
468,382
602,053
511,571
665,547
566,405
668,547
675,353
(602,600)
(1,397,219)
(1,107,765)
(1,567,052)
$ 3,644,206 $
2,170,819 $
3,485,532 $
3,665,528
City of Allen 207 FY 2013 Budget
I
CITY OF ALLEN
1
1
RISK MANAGEMENT
DIVISION 610-0000
Human Resources
Director
Eanef u, & Co
Risk Atlminisirator
epensatlon
Manager
1
Human Resources
Risk Sgenalist
Anelysl-Benefits
1
1
City of Allen 209 FY 2013 Budget
ACCOUNT
610-0000-490
1
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.
Accomplishments in FY 2012:
Goal 6. Maintain operational excellence in City government services
Strategy 2. Develop Human Resources programs to become the City that is the "Employer of Choice"
• Claims collections procedures recovered $104,526 in property and casualty losses
• Hosted several Department of Public Safety training events that allowed the city as well as surrounding
communities the opportunity to obtain certification in Work Zone Safety, Department of Transportation
compliance, and OSHA compliance
• Partnered with Texas Municipal League and hosted various safety training courses
• Formalized claims program for 3`° party claims
• Hosted the annual employee health fair that provided city employees health screenings as well as healthy
living education
• Provided employees with the opportunity to receive Flu vaccinations for two different strains
• Provided employees with the opportunity to receive biometric screenings
Strategy 4. Ensure excellent fiscal management to maintain public trust
• Performed a Property and Casualty Audit to ensure protection of all city assets
• Redesigned the Wellness Program to increase participation as a way to manage claims costs
o Revised 100 Day Wellness Challenge
o Implemented employee Tai Chi Class during lunch
o Hosted employee healthy cooking classes during lunch
• Released a benefits RFP for medical and dental administration, stop loss (aggregate and specific)
insurance, life insurance, and disability insurance
Objectives for FY 2013:
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 that will ensure the safety of all employees and
citizens
• Implement Accident Review Board
• Provide training opportunities for all city employees on various safety related subjects
• Provide necessary training on the Workers Compensation Program
• Implement a claims program
• 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 preventive dental care
• Increase participation in the Employee Wellness Program through marketing and education
i
City of Allen 210 FY 2013 Budget
I 1
II
II
FUND
RISK MANAGEMENT
DEPARTMENT
RISK MANAGEMENT
2011-2012
ACCOUNT
610-0000-490
EXPENSESUMMARY
2010-2011 2011-2012
2011-2012
2012-2013
AMENDED
ACTUAL BUDGET
AMENDED
BUDGET
CLASSIFICATION
-
2,500
tisk Administrator
Personnel Services
146,065 154,681
146,664
239,201
Operations
7,864,876 10,348,000
10,348,002
11,147,066
DEPARTMENT TOTAL $
8,010,941 $ 10,502,681
$ 10,494,666
$ 11,386,267
'ERSONNEL SUMMARY
2010-2011
2011-2012
2011-2012
2012-2013
Dues & Subscriptions
ACTUAL
BUDGET
AMENDED
BUDGET
ULL TIME
-
-
-
2,500
tisk Administrator
1
1
1
1
tisk Specialist
0
0
0
1
3eneft Technician
1
1
0
0
iuman Resources Analyst
0
0
1
1
TOTAL FULL TIME
2
2
2
3
EXPENSE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
Dues & Subscriptions
ACTUAL
BUDGET
AMENDED
BUDGET
PERSONNEL SERVICES
-
-
-
2,500
Salaries
105,877
108,929
103,802
161,711
Longevity
72
120
120
280
Dvertime
74
202
-
250
FICA
7,736
7,958
7,246
12,397
TMRS
15,255
15,539
14,625
22,679
Worker's Compensation
84
87
74
205
Health Insurance
15,308
20,015
19,082
38,623
Dental Insurance
1,197
1,315
1,253
2,302
Long -Tenn Disability
247
263
242
388
Life Insurance
125
133
122
189
Flexible Spending
90
120
98
177
SUBTOTAL $ 146,065
$ 154,681 $
146,664
$ 239,201
Training/Travel/Mileage
2,890
2,290
2,292
4,420
Dues & Subscriptions
917
799
799
2,055
Printing & Reproduction
-
-
-
2,500
Insurance
1,236,175
1,395,929
1,395,929
1,609,601
Release of Claims Exp
8,044
45,000
45,000
50,000
Immunizations
63,338
74,100
74,100
78,000
Risk Management Expenses
40,769
18,051
18,051
43,566
Workers Comp Premium
109,254
166,263
166,263
162,639
Post -Employment Funding Expense
97
900
900
900
OPEB Trust Expense
325,000
325,000
325,000
325,000
City of Allen 211 FY 2013 Budget
FUND
RISK MANAGEMENT
DEPARTMENT
RISK MANAGEMENT
ACCOUNT
610-0000-490
EXPENSE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENSES - cont.
Health 8 Dental Claims
5,887,690
8,016,064
8,016,064
8,595,035
Workers Comp Claims
116,630
209,000
209,000
210,000
Office Supplies
464
513
513
750
Professional Services
73,608
94,091
94,091
62,600
SUBTOTAL $
7,864,876
$ 10,348,000
$ 10,348,002
$ 11,147,088
TOTAL EXPENSES $
8,010,941
$ 10,502,681
$ 10,494,666
$ 11,386,267
CAPITAL EXPENSES LIST
No capital items
City of Allen 212 FV 2013 Budget
r
Non -Operating Revenues
CITY OF ALLEN
2011-2012
2011-2012
ECONOMIC DEVELOPMENT CORPORATION FUND
Interest
'
REVENUES AND EXPENDITURES BY FUNCTION
14,740
21,800
FISCAL YEAR 2012.2013
379,476
-
2010-2011 2011-2012 2011-2012
2012-2013
REVENUES
ACTUAL BUDGET AMENDED
BUDGET
Operating Revenues
1,594,515
TOTAL NON-OPERATING REVENUES $
Sales Tax
6,835,454 6,811,030 7,530,483
7,936,189
TOTAL OPERATING REVENUES $ 6,835,454 $ 6,811,030 $ 7,530,483
$ 7,936,189
Non -Operating Revenues
2010-2011
2011-2012
2011-2012
2012-2013
Interest
17,694
21,800
14,740
21,800
Other Reimbursements
379,476
-
1,824
-
Equity Transfer In
1,595,688
1,596,128
1,471,422
1,594,515
TOTAL NON-OPERATING REVENUES $
397,170 $
21,800 $
1,487,986 $
21,800
TOTAL REVENUES $
7,232,624 $
6,832,830 $
9,018,469 $
7,957,989
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENDITURES
PROJECTED FUND BALANCE 9/30
$ 2,083,602 $ 4,079,404
9,018,469 7,957,989
(7,022,667) (6,807,738)
$ 4,079,404 $ 5,229,655
City of Allen 213 FY 2013 Budget
2010-2011
2011-2012
2011-2012
2012-2013
EXPENDITURES
ACTUAL
BUDGET
AMENDED
BUDGET
Operations
5,085,220
5,026,592
5,426,539
5,213,223
Debt Service
1,595,688
1,596,128
1,596,128
1,594,515
'
TOTAL EXPENDITURES
$ 6,680,908
$ 6,622,720
$ 7,022,667
$ 6,807,738
FUND BALANCE PROJECTIONS
PROJECTED FUND BALANCE 10/1
TOTAL PROJECTED REVENUES
TOTAL PROJECTED EXPENDITURES
PROJECTED FUND BALANCE 9/30
$ 2,083,602 $ 4,079,404
9,018,469 7,957,989
(7,022,667) (6,807,738)
$ 4,079,404 $ 5,229,655
City of Allen 213 FY 2013 Budget
J
CITY OF ALLEN
I
1
City of Allen
Intern
25
ECONOMIC DEVELOPMENT
DIVISION 500-0000
Allen City Council
AEDC Board of
Directors
Director
1
Senior Administrative Assistant
1
Assistant DirectorI Economic Development
1 Specialist
215 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
ECONOMIC DEVELOPMENT CORP. ECONOMIC DEVELOPMENT 500-0000-417
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 commerdel
revenue to the city, thereby lessening the property tax burden on individual homeowners.
Accomplishments in FY 2012:
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
• Recruited the PFSWeb Corporate Headquarters to 505 Millennium Drive, a building that has been vacant for over
eight years. The company relocated 350 employees initially and will create a total of 650 fullbme jobs. PFSweb signed
a 10 -year lease for 97,000-sf and invested $4 million in the facility.
• Recruited TelStret International, a software company that provides telecommunications -related products for contact
centers and other businesses, to locate into 20,000-sf at the Office Campus at Allen. The company relocated over 50
high wage jobs to Allen and signed a 5 -year lease.
• Recruited Zynga, a $9 billion company based in California that designs games primarily for social media -related
applications. Zynga will employ approximately 100 software designers in 20,000-sf at 500 W Bethany Drive.
• Recruited Greenling, Inc. to locate into 12,000-sf at 25 Prestige Circle in Allen. This facility will serve as the DFW
distribution hub for this organic and local grocery delivery service. Greenling will create 100 jobs and invest over
$500,000 at the facility in the coming years.
• Recruited No Magic, Inc., a nationally recognized statistical modeling firm, to locate into 10,000-sf at One Allen
Center. The company initially relocated 25 jobs to Allen and plans to expand to a total of 80 employees.
• Facilitated the recruitment of Billings Productions, a premier manufacturer of animatronic dinosaurs for display in
zoos, museums and similar facilities across the country. The company signed a 5 -year lease on 46,000-sf at Allen
Station Business Park and created over 40 fullfime jobs.
• Provided a grant to the City of Allen to assist with construction of an acceleration lane on the US 75 frontage road
from Cabela Drive to Stacy Road. This important infrastructure project will relieve traffic congestion generatetl by
recent commercial development in the area.
Objectives
Goal 7. Provide economic investment that increases employment opportunity, the tax base, and Provides
desired goods d 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
• 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 with an amenable schedule to ensure development
takes place.
• Develop a formalized Business Retention & Expansion Plan (BREP) with identified visitation schedule.
• Target specific office product types for economic development and continue to achieve City goals for office
development, specifically focusing on development of new space on a speculative basis.
• Target Medical Device companies and venues to network with industry sector for recruitment to Allen.
• Target Professional Services sector companies such as logistics, finance, accounting, human resources payroll,
mortgage, service centers.
• 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, the National Association of Industrial and Office Properties, the
International Council of Shopping Centers, and the North Texas Commercial Association of Realtors.
• Work with developers and end users to develop additional data centers) on land located near the transmission lines
in Allen.
• Make application for EB -5 regional Center designation for the City of Allen to support international investment.
Strategy 7. Initiate workforce development issues related to business attraction and retention
• 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 FY 2013 Budget
1
J
3.1-11t1I V 4&i1M I,'I_139
ISIFICATION
mnel Services
ations
Service
\RTMENT TOTAL
iONNEL SUMMARY
Assistant Director
Economic Development Analyst
Sr. Administrative Assistant
TOTALFULL
TOTAL
DETAIL
2010-2011
2011-2012
Worker's Compensation
2012-2013
ACTUAL
Health Insurance
AMENDED
BUDGET
Dental Insurance
471,615
413,581
Long -ten Disability
4,620,580
4,554,977
Life Insurance
4,717,726
1
Flexible Spending
1
1
Car Allowance
1
1
Relocation Expenses
48,655
45,036
SUBTOTAL
48,875
283
OPERATING EXPENDITURES
206
400
Training 8 Travel
33,438
30,986
Dues & Subscriptions
2,579
2,630
Mileage
2,876
703
Telephone
620
823
Insurance
640
466
Postage 8 Freight
'
120
Rentals 8 Leasing
Travel
176
5,785
6,000
3,600
City of Allen
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
464,640
471,615
413,581
495,497
4,620,580
4,554,977
5,012,958
4,717,726
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0.25 0.25
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
340,511
351,101
295,222
353,362
716
860
884
284
9,750
7,000
7,000
10,000
24,249
23,801
22,468
27,514
48,655
45,036
39,647
48,875
283
256
206
400
30,684
33,438
30,986
44,595
2,579
2,630
2,365
2,876
703
733
620
823
605
640
466
592
120
120
117
176
5,785
6,000
3,600
6,000
10,000
464,640
S 471,615 E
413,581
S 495,497
12,193
16,000
16,000
16,000
70,923
77,000
77,000
77,000
2,441
2,200
5,500
5,000
1,822
3,000
3,000
4,500
5,500
5,500
5,500
5,500
2,830
3,500
2,500
2,500
86,996
86,868
86,868
86,868
23,627
28,000
28,000
28,000
217
FY 2013 Budget
FUND
ECONOMIC DEVELOPMENT CORP.
DEPARTMENT
ECONOMIC DEVELOPMENT
ACCOUNT
500-0000-417
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENDITURES - cont.
Meetings
17,447
13,000
20,000
20,000
Office Supplies
10,560
7,500
28,000
10,000
Small Tools & Minor Equipment
-
-
-
5,500
Landscape & Forestry
8,291
18,000
13,000
15,000
Audit Fees
7,927
10,630
8,528
8,407
Consulting Services
40,126
35,000
35,000
35,000
Professional Services
11,499
15,000
126,668
123,501
Copier Service
5,884
7,000
8,000
8,000
Arbitrage Rebate/Calc
-
2,025
2,400
2,400
Post -Employment Funding Expense
292
1,912
1,912
1,912
Economic Incentive Grants
3,497,040
3,908,342
4,232,582
3,950,138
Marketing
320,504
310,000
310,000
310,000
Donation
-
4,500
2,500
2,500
Chelsea Grant
494,678
SUBTOTAL
$ 4,620,580
$ 4,554,977
$ 5,012,958
$ 4,717,726
DEBT PAYMENTS
Debt Retirement - Principal
780,000
800,000
800,000
820,000
Debt Retirement - Interest
815,688
796,128
796,128
774,515
SUBTOTAL
$ 1,595,688
$ 1,596,128
$ 1,596,128
$ 1,594,515
TOTAL EXPENSES
6,680,908
6,622,720
7,022,667
6,807,738
CAPITAL EXPENDITURES LIST
No capital items
City of Allen 218 FY 2013 Budget
1
91
L
TOTAL AVAILABLE $ 14,377,339 $ 17,068,070 $ 17,525,340 $ 21,250,984
2010-2011 2011-2012 2011-2012 2012-2013
EXPENDITURES ACTUAL BUDGET AMENDED BUDGET
CITY OF ALLEN
975,150
2,949,752
1,335,430
2,952,009
COMMUNITY DEVELOPMENT CORPORATION FUND
738,937
2,951,118
REVENUES AND EXPENDITURES BY FUNCTION
Capital Projects
3,600,000
FISCAL YEAR
2012.2013
2,780,932
Prior Years Project Commitments
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
Unrestricted Fund Balance
1,218,316
326,438
888,514
1,790,089
Restricted Fund Balance
5,411,944
9,011,944
8,207,690
10,629,348
Debt Service Reserve
855,368
855,368
856,463
855,368
BEGINNING FUND BALANCE
$ 7,485,628
$ 10,193,750
$ 9,952,667
$ 13,274,805
REVENUES
Sales Tax
6,835,454
6,811,030
7,530,483
7,936,189
Interest On Investments
56,257
63,290
42,190
39,990
TOTAL REVENUES
$ 6,891,711
$ 6,874,320
$ 7,572,673
$ 7,976,179
TOTAL AVAILABLE $ 14,377,339 $ 17,068,070 $ 17,525,340 $ 21,250,984
2010-2011 2011-2012 2011-2012 2012-2013
EXPENDITURES ACTUAL BUDGET AMENDED BUDGET
UNRESTRICTED FUND BALANCE $ 888,514 $ 2,392,987 $ 1,790,089 $ 3,295,281
City of Allen
219
FY 2013 Budget
Operations
Debt Payment
975,150
2,949,752
1,335,430
2,952,009
1,297,431
2,952,009
738,937
2,951,118
'
Capital Projects
3,600,000
1,120,332
3,021,658
2,780,932
Prior Years Project Commitments
5,107,460
8,411,944
7,607,690
10,629,348
Debt Service Reserve
856,463
855,368
856,463
855,368
TOTAL EXPENDITURES $
13,488,825 $
14,675,083 $
15,735,251 $
17,955,703
UNRESTRICTED FUND BALANCE $ 888,514 $ 2,392,987 $ 1,790,089 $ 3,295,281
City of Allen
219
FY 2013 Budget
CITY OF ALLEN
' COMMUNITY DEVELOPMENT CORPORATION
DIVISION 504-0000
1
1
No Personnel in this Department
City of Allen 221 FY 2013 Budget
FUND DEPARTMENT ACCOUNT
COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT 504-0000-490
CORPORATION CORPORATION
Formed in 1996 by the voters of Allen, the Allen Community Development Corporation (CDC) receives funds from
the Type B half -cent sales tax for community development projects. The Allen City Council appoints the seven -
member board. The CDC identifies and authorizes projects to be funded by the tax. Expenditures are subject to
the provisions of the Development Corporation Act of 1979 and local Government Code, Title 12, Subtitle Cl.
The Type B half -cent sales tax continues to enable the City of Allen to undertake scores of quality -of -fife projects,
equipment purchases and community programs that would otherwise have to compete for limited sources of
funds or remain unrealized.
Accomplishments in FY 2012:
Goal 4. Sianity, enhance and communicate Allen's identity to th
Strategy 5. Plan for the design and construction of needed City
• Funded numerous significant projects, including:
o Trail Development and Enhancement
o "Share the Road" Bicyclist Signs
o Parks Irrigation Controller Upgrades
o One Person Lift
o Athletic Field Fencing Slats
o Bolin Park Athletic Field Fencing Upgrade
o AEC ScoreboardNideo Board Improvements
o Allen Heritage Guild(Stand Alone Bathroom)
o Watters Creek Stage Area
o JARC(Job Access/Reverse Commute)
o Allen USA Celebration 2012
Objectives for FY 2013:
Goal 4. Slgnify, enhance and communicate Allen's identity to the region and the nation.
Strategy 5. Plan for the design and construction of needed City Parks and Recreation Facilities
• Publicize and conduct the annual "Town Hall" meeting to obtain public input regarding projects funded by
the Type B half -cent sales tax
• Oversee the expenditure of $3,085,932 of Type B half -cent sales tax revenue on the following projects:
o "Share the Road" Bicyclist Signs
o Trail Development and Enhancement
o ASP Spectator Upgrade
o ASP Lights
o ASP Foul Poles
o ASP Artificial Turf
o Advertising Monitors
o Security Cameras Phase 2
o Driving Range Lighting
o Ford Park Lighting System
o Ford/Jupiter Parks Bleachers
o Two Ton Fertilizer Spreader
o Stump Grinder
o Dump Trailer
o Combinator
o Small Equipment Lift
o AEC Capital Projects
o Senior Center Bus
o Allen USA Celebration 2013
o JARC(Job Access/Reverse Commute)
City of Allen 222 FY 2013 Budget
i
1
:UND
;OMMUNITY DEVELOPMENT CORP
DEPARTMENT
COMMUNITY DEVELOPMENT
ACCOUNT
504-0000-490
:XPENDITURE SUMMARY
2010-2011 2011-2012
2011-2012
2012-2013
ACTUAL BUDGET
AMENDED
BUDGET
:LASSIFICATION
AMENDED
BUDGET
)perations
975,150 1,335,430
1,297,431
738,937
)ebt Payment
2,949,752 2,952,009
2,952,009
2,951,118
:apital
9,563,923 10,387,644
11,485,811
14,265,648
DEPARTMENTTOTAL
S 13.488.825 1 14.675.083
S 15.735.251
17.955.703
NO PERSONNEL IN THIS FUND
EXPENDITURE DETAIL
2010-2011
2011-2012
2011-2012
2012-2013
ACTUAL
BUDGET
AMENDED
BUDGET
OPERATING EXPENDITURES
Advertising
170
4,120
4,120
4,120
Meetings & Receptions
360
3,090
3,090
3,090
Miscellaneous Operating Expense
823
2,472
2,472
2,472
Audit Fees
7,927
10,630
8,528
8,407
Attorney Fees
-
515
515
515
Arbitrage Rebate/Calc
3,085
2,400
1,710
1,710
Chelsea Grant
494,678
-
-
-
Economic Grant Expense
388,107
1,017,203
981,996
413,623
Board Discretionary Project
80,000
295,000
295,000
305,000
SUBTOTAL
$ 975,150
$
1,335,430
$
1,297,431
$
738,937
DEBT PAYMENTS
Debt Retirement -Principal
965,000
1,005,000
1,005,000
1,045,000
Debt Retirement -Interest
1,984,752
1,947,009
1,947,009
1,906,118
SUBTOTAL
$ 2,949,752
$
2,952,009
$
2,952,009
$
2,951,118
CAPITAL OUTLAY
Capital Projects
3,600,000
1,120,332
3,021,658
2,780,932
Prior Year Project Commitments
5,107,460
8,411,944
7,607,690
10,629,348
Debt Service Reserve
856,463
855,368
856,463
855,368
SUBTOTAL
$ 9,563,923
$
10,387,644
$
11,485,811
$
14,265,648
TOTAL EXPENDITURES
13.488.825
14.675.083
S
15.735.251
17.955.703
City of Allen
223
FY 2013 Budget
FUND DEPARTMENT
COMMUNITY DEVELOPMENT CORP COMMUNITY DEVELOPMENT
ACCOUNT
5040000-490
CAPITAL EXPENDITURES LIST
2012-2013
BUDGET
CONSTRUCTION
"Share the Road" Bicyclist Signs
$ 50,000
Trail Development and Enhancement
300,000
ASP Spectator Upgrade
85,710
ASP Lights
37,800
ASP Foul Poles
21,600
ASP Artificial Turf
1,250,000
Advertising Monitors
10,000
Security Cameras Phase 2
250,000
Driving Range Lighting
302,500
Ford Park Lighting System
17,820
Ford /Jupiter Parks Bleachers
93,720
Two Ton Fertilizer Spreader
14,500
Stump Grinder
8,053
Dump Trailer
5,995
Combinator
30,800
Small Equipment Lift
7,434
AEC Capital Projects
200,000
Senior Center Bus
95,000
TOTAL CAPITAL
2,780,932
Note: The Board Discretionary Projects line item includes $90,000 for the Allen USA Celebration and $215,000
for the JARC (Job Access / Reverse Commute) project. These amounts are transferred to the General Fund
and the Grant Fund.
City of Allen 224 FY 2013 Budget
11
I= City of Allen, Texas
MYOFALLEN Capital Improvements
FY 2012-2013
City of Allen 225 FY 2013 Budget
CAPITAL PROJECTS
The City's five-year Capital Improvement Program represents the Capital Budget for 2013
and is a financial plan for infrastructure and other improvements through 2017. 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 $25.8 million is allocated to spend on capital projects in FY 2013. 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
Central Business District
'
The City continues redeveloping the CBD in the historic area of Allen surrounding Main
Street. It covers approximately 241 acres and is home to the Library and Civic Center Plaza.
Also located within the CBD is Allen Station Park, which includes the Senior Center, and The
Edge, a section of the park which features in-line hockey rinks, a BMX track, and the largest
in -ground concrete skate park in Texas.
The goal of developing the CBD is to attract residential, retail, and commercial development
that will form a mixed-use environment to provide an area for people to live, work, and play.
The result will be to transform an area that is underutilized to one that is a rich and vibrant
part of the community.
In late FY 2006, the City initiated the creation of a Tax Increment Reinvestment Zone to help
with the redevelopment of the CBD. The goal is that increased tax increments from new
retail and office development on vacant land in the TIF will generate enough funds to
substantially improve the infrastructure in certain areas of the CBD. New retail and mixed-
use improvements are planned that will attract shoppers and result in the CBD becoming a
destination point.
In FY 2013, $405,000 is allocated to complete improvements to Main Street that were started
in FY 2012. Future years include funding for improvements to other streets within the CBD.
City of Allan 226 FY 2013 Budget
General Government
Neighborhood Preservation Activities The City of Allen receives Community Development
Block Grant (CDBG) funding for improvements to specified neighborhoods. Funding is used
to make improvements in the Windridge, Hillside, and Oak Hill neighborhoods for home
rehabilitation. The CDBG program for FY 2013 will continue with focus on home repair and
rehabilitation.
Municipal Facilities. In FY 2013, approximately $1 million is allocated for upgrades to existing
facilities and for Police Station renovation.
Parks and Recreation
Funding of $4.9 million is provided in FY 2013 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 million is set aside
for community park land acquisition.
Streets
Approximately $15.7 million is allocated for street projects. The majority is for:
Ridgeview Drive. Construction from Alma to US 75. Approximately $2 million.
Stacy Road Phase Il. Approximately $1.8 million for construction of six lanes from Greenville
to Angel and four lanes from Angel to FM1378. 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 Alma to Allen Heights. $1.96 million.
US 75 Highway Improvements. $8 million for improvements on US 75 from the southern City
limit to the northern City limit.
Water and Wastewater
Water Line and Sewer Main Replacements: $1.85 million for water lines, and $750,000 for
sewer mains.
City of Allen 227 FY 2013 Budget
RELATIONSHIP BETWEEN OPERATING AND CAPITAL BUDGETS
The City's operating and capital projects budgets are closely linked. The capital budget is a
multi-year financial plan of the capital improvement program (CIP) for the acquisition,
expansion, or rehabilitation of infrastructure, capital assets, or productive capacity of City
Services.
Revenues for the capital budget come from bond sales, intergovernmental revenues, 4a/4b
sales taxes, development fees, and some current operating revenues. The capital
improvement program, unlike the operating budget, is a five-year plan. The plan is reviewed
and projects are reprioritized on an ongoing basis.
Impact of Capital Projects on the Operating Budget
Capital projects impact the operating budget in several ways. First, since the City is
committed to systematically investing in infrastructure (Strategic Goal #5), each year funds
are set aside in the operating budget to provide cash financing toward some projects. Also,
the City must generate enough operating revenues to cover any payments for General
Obligation and Revenue debt incurred for long-term financing of capital projects approved
this year and in prior years. These represent funds that would otherwise be available to pay
for other programs, services, or projects. Finally, after projects are completed, there is
usually a need for additional funding to cover ongoing maintenance, utilities, other operating
costs, and sometimes additional personnel or equipment. This year the total estimated
impact of the capital budget on the operating budget is approximately $22.3 million.
Capital
Budget
$25.8m
$22.3m
Cash Financing and Debt Service
Debt service payments and cash financing for projects comprise $21.78 million of this total.
The debt service payments are $18.09 million; of this amount, $11.96 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 $3.685 million, and include:
Water and Sewer Proiects: $3,170,000. Of this total, $2,000,000 is allocated for water and
sewer line replacement projects. In addition, $170,000 is appropriated for pump station and
lift station improvements, and $1,000,000 is budgeted for the fund's contribution to the
administrative systems software replacement project.
Solid Waste Proiects: $472,000. Of this amount, $300,000 is allocated for major alley
repairs, and approximately $172,000 is for the fund's portion of the administrative systems
software replacement project.
City of Allen 228 FV 2013 Budget
' Drainage Proiects: $43,000. Approximately $43,000 is allocated for the fund's portion of the
administrative systems software replacement project.
Other Operating Costs
In addition to cash financing and debt service, the increases in operating costs in the FY
2012-2013 budget related to the CIP totals approximately $1,169,000. These are listed
below by project type. Increases are stated in comparison to the FY 2012 revised budget.
Facilities:
Approximately $641,000 was added to the budget for FY 2013 in order to complete staffing
for the newly constructed Fire Station #5. Due to budget limitations, other needed increases
related to this project are being deferred to future years.
Paving. Drainage. and Signalization Proiects:
The impact in this category is an increase of about $38,000. This includes approximately
$13,000 for utilities and maintenance related to street lights, traffic signals, and street
markings, and about $25,000 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 FY 2013, $370,000 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 FY 2013 through FY 2017 is on the following pages.
1
City of Allen 229 FY 2013 Budget
City of Allen 230 FV 2013 Budget
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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
gradually increase from 0.146942 in FY 2013 to approximately 0.151122 by FY 2016, as debt
is issued for many of the projects in the new CIP. 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 26% and 28%, which is below the City's policy limit of 35%. The new
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 FY 2016 ranges from 2.9% to 3.7%, 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 the summer of 2009. 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 8% for water customers over the
next three years and 10% to 15% for sewer services. In order to promote water conservation,
the irrigation rates are projected to increase 5% to 8% per year for the next four years. The
higher rate increase is in FY13.
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 average annual debt service for all outstanding bonds. Over
the next four years, the coverage ratio is expected to range from 2.66 to 4.17 according to the
City of Allen 233 FY 2013 Budget
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 Sow 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 $26.035 million from the 2007 election and
$16.685 million from the 2002 election. During the next three years the plan is to issue:
FY2013-$3.565 million, FY2014-$11.09 million and FY2015-$6.9 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 26% 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 FY07, the City has had adequate storage
tanks and water towers in place. The recent 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 2.66 to 4.17 as mentioned above.
City of Allen 234 FY 2013 Budget
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Budget and Tax
1 Ordinances
1
ORDINANCE NO. 3102-9-1
AN ORDINANCE OF TRE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN t
COUNTY, TEXAS, APPROVING AND ADOPTING A BUDGET FOR THE FISCAL
YEAR BEGINNING OCTOBER 1, 2012, AND ENDING SEPTEMBER 30, 2013;
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 IMIPROVEMENTS 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 2012-2013; 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 $177,945,730, providing a complete
financial plan for the ensuing fiscal year beginning October 1, 2012, and ending September 30, 2013, as
submitted to the City Council by the City Manager, be, and the same is hereby, in all things adopted and approved
w the budget of the City of Allcn, Collin County, Texas for the fiscal year beginning October 1, 2012, and ending
September 30, 2013.
SECTION 2. The sum of $177,945,730 is hereby appropriated for the payment of the expenditures established
in the approved budget for the fiscal year beginning October 1, 2012, and ending September 30, 2013, a copy
of which has been filed with rhe City Secretary, and is made a part hereof for a0 purposes.
SECTION 3. The expenditures during the fiscal year beginning October 1, 2012, and ending September 30,
2013, 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 2011-2012 are hereby ratified, and the budget
Ordinance for fiscal year 2011-2012, 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 S. Speck authority is given to the City Manager to snake the following adjustments:
City of Allen 238 FY 2013 Budget
1. Transfer of appropriations budgeted from one account classification to another account classification
within the same department.
2. Transfer of appropriations from designated appropriation from one department or activity to another
department or activity within the same fund.
3. Transfers from the General Fund and all other Funds of unexpended appropriations in the amount not
to exceed $2,000,000 for the fiscal year 2011-2012 are hereby ratified.
SECTION 6. The City Council hereby approves the Capital Improvement Program for 2013-2017, 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 TBE Il" DAY OF SEPTEMBER, 2012.
AP ROVED:
Ste em Terrefl, MAYOR
APPROVED AS TO FORM: ATTEST:
Peter G. Smith, CITY ATTORNEY Shelley B. George, SECRETARY
(PGS:08-71-11:50884)
City of Allen 239 FY 2013 Budget
ORDINANCE NO. 3103-9-1
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN
COUNTY, TEXAS, LEVYING THE AD VALOREM TAXES FOR THE TAX YEAR
2012 (FISCAL YEAR 2012-2013) AT A RATE OF $0.55200 PER ONE HUNDRED
DOLLARS ($100) ASSESSED VALUATION ON ALL TAXABLE PROPERTY
WITHIN THE CORPORATE LIMITS OF THE CITY OF ALLEN AS OF
JANUARY 1, 2012, TO PROVIDE REVENUE FOR THE PAYMENT OF CURRENT
EXPENSES; PROVIDING FOR AN INTEREST AND SINIONG 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 14, 2012, and August 28, 2012, 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 2012-2013,
submitted by the City Manager in accordance with provisions of the City Charter and state statutes; and
WHEREAS, die 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 2012 on all taxable property,
real, personal and mixed, situated within the corporate limits of the City of Allan, Collin County, Texas, and
not exempt by the Constitution of the State and valid State laws, a tax of $0.55200 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 $0.405058 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 $0.146942 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.
THIS TAX RATE WILL EFFECTIVELY BE RAISED 3.45% PERCENT AND WILL RAISE
TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY
APPROXIMATELY ($0.27).
SECTION 2. All ad valorem taxes shall become due and payable on October 1, 2012, and all ad valorem
taxes for the year shall become delinquent if not paid prim to February, 1, 2013. There shall be no discount
for payment of taxes prior to February 1, 2013. A delinquent tax shall incur all penalty and interest '
authorized by law, m wit:
City of Allan 240 FY 2013 Budget
(a) A penalty of six percent on the amount of the tax for the first calendar month it is delinquent,
' plus one percent for each additional month or portion of a month the tax remains unpaid prior
to July 1 of the year in which it becomes delinquent.
(b) Provided, however, a tax delinquent on July 1, 2013, 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 2012 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'/a) of taxes, penalty and interest due, pursuant to
Texas Property In Code Section 6.30 and 33.07, as amended. Taxes assessed against
tangible personal property for the year 2012 and for all future years that become delinquent
on or after February 1 of a year incur an additional penalty on the later of the date the
personal property taxes become subject to the delinquent tax attorney's contract, or 60 days
after the date the taxes become delinquent, such penalty to be in the amount of twenty percent
(20%) of taxes, penalty and interest due, pursuant to Texas Property Tax Code Section 33.11.
Texas for the year 2012 and taxes for all future years that remain delinquent on or after
Jane 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 (200/9) of taxes, penalty and
interest due, pursuant to Texas Properly 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.
t SECTION 4. The tax roll as presented to the City Council, together with any supplements thereto, be and
the same are hereby approved.
SECTIONS. Should any word, sentence, paragraph, subdivision, clause, phrase or section of this
ordinance, be adjudged or held to be void or unconstitutional, the same shall not affect the validity of the
remaining portions of said ordinance which shall remain in full force and effect.
SECTION 6. All ordinances of the City of Allen, Collin County, Texas, in conflict with the provisions of
this ordinance be, and the same are hereby, repealed; provided, however, that all other provisions of said
ordinances not in conflict with the provisions of this ordinance shall remain in full force and effect.
SECTION 7. This ordinance shall take effect immediately from and after its passage, as the law and charter
in such cases provide.
DULY PASSED AND APPROVED BY THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN
COUNTY, TEXAS, ON THIS THE 11TM DAY OF SEPTEMBER 2012.
APP VED:
Stephen Terrell, MAYOR
' APPROVED AS TO FORM: ST:
1�-Qk !V,. A-21Ab
Peter G. smW, CITY ATTORNEY Shelley B. Geoio, CITY SEC TARY
City of Allen 241 FY 2013 Budget
RESOLUTION NO. 3032-9-11(R)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN '
COUNTY, TEXAS, AMENDING THE DEBT MANAGEMENT AND FUND
BALANCE RESERVE POLICY FOR THE CITY TO REFLECT NEW
ACCOUNTING REQUIREMENTS AND CHANGE THE MAXIMUM ALLOCATION
OF TAX RATE FOR DEBT SERVICE; PROVIDING FOR A REPEALING CLAUSE;
AND PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, the City government has recognized the need to carefully account for public funds, to manage
municipal finances wisely and to plan the adequate funding of services and improvements; and,
WHEREAS, the City of Allen has adopted a debt management and fund balance reserve policy to provide the
structure of continuing fiscal stability, reduce financial risk and maintain adequate contingency assets for
present and future requirements; and,
WHEREAS, the Governmental Accounting Standards Board has issued Statement No. 54 to establish
accounting and financial standards for all governments that report governmental funds and to establish criteria
for classifying fund balances into specifically defined classifications and clarifies definitions for
governmental fund types; and,
WHEREAS, implementation of Statement No. 54 requires the City to amend its debt management and fund
balance reserve policy; and,
WHEREAS, to further reduce financial risk and maintain continuing fiscal stability the City will adopt and
establish a working capital policy for enterprise funds which do not report "fund balances," and will
accordingly amend the name of the policy; and,
WHEREAS, the City Council finds that it is in the best interest of the City to change the maximum
percentage of tax rate allocated for debt service; and,
WIIEREAS, the City Council desires to emend 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 bereby, repealed, and all other provisions not in conflict with the
provisions of this Resolution shall remain in full force and effect.
SECTION 3. This Resolution shall become effective immediately from and after its passage
I
City of Allen 242 FY 2013 Budget
DULY PASSED AND APPROVED BY THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN
' COUNTY, TEXAS, ON THIS THE 27T DAY OF SEPTEMBER, 2011.
APPROVED:
Stephen Ferrell, MAYOR
ATTEST:
Shelley B. Geo , CffY SECRETARY
City of Allen 243 FY 2013 Budget
EXHIBIT A
CITY OF ALLEN, TEXAS
FUND BALANCE,
WOREING CAPITAL RESERVE
AND
DEBT MANAGEMENT
POLICY
revised
September 27, 2011
1
L
City of Allen 244 FY 2013 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 ere accumulated.
DEFINITIONS
Enterprise Funds — are used to account for operations that are financed and operated in a manner similar to
private business enterprises where the intent is that the costs of providing goods and services to the general
public on a continuing basis be financed or recovered primarily through user charges (i.e. Water and Sewer,
Solid Waste).
Fund Equity — A fund's equity is generally the difference between its assets and its liabilities.
Fund Balance — An accounting distinction is made between the portions of fund equity that are spendable and
nonspendable. In accordance with Govemmentel Accounting Standards Board Statement 54, Fund Baltmm
Reporting and Governmental Fund Type Definitions, the City classifies governmental fund balance into five
categories:
(1) Nonspendable fund balance — includes amounts that are not in a spendable form or are
required to be maintained intact. Examples 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 we, at a minimum, intended to be
used for the purpose of that fund.
(5) Unassianed 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 245 FY 2013 Budget
Governmental Funds — are typically used to account for two -supported activities (i.e. General Fund, Debt
Service Fund).
Working Capital Reserve — is the excess of current assets over current liabilities. It is the amount of liquid
capital needed in the enterprise funds to maintain the flow of capital from cash to inventories to receivables
then back again to cash.
A. FUND BALANCE POLICY
1) Committed Fund Balance:
a) The City Council is the City's highest level of decision-making authority and the formal action
that is required to be taken to establish, modify, or rescind a fund balance commitment is a
resolution approved by the Council at the City's Council meeting.
b) The resolution must either be approved or rescinded, as applicable, prior to the last day of the
fiscal year for which the commitment is made. The amount subject to the constraint may be
determined in the subsequent period.
2) Assigned Fund Balance
a) The City Council authorizes the City Manager and/or Finance Director as the official authorized
to assign fund balance to a specific purpose as approved by this fund balance policy.
3) Minimum Fund Balance
a) General Fund
i) It is the goal of the City to achieve and maintain an unassigned General Fund balance that is
within a range of 60 to 90 days of annual expenditures.
ii) If unassigned General Fund balance falls below the goal or has a deficiency, the City will
establish a timeframe and work plan to replenish the fund balance. The work plan may
include tax increases, fee increases, reduction of services, and/or reduction of expenditures
(i.e. hiring freeze, salary freeze, or reduction of travel/training).
b) Debt Service Fund
i) On an annual basis, the Debt Service Restricted Find balance shall be maintained in an
amount that is within a range of 5% to 10% of the required annual principal and interest
payments.
ii) For purposes of long tern 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 246 FY 2013 Budget
5) Minimum Enterprise Fund Working Capital Reserves
' a) If applicable, all funds shall remain in complete compliance with bond issue covenants.
b) Working capital reserve shall be maintained in an amount that is within a range of 90 to 120 days
of annual expenditures in order to provide for potential unanticipated needs or the impact of
weather.
11-34
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) Upiml Improvement Program
a) A capital improvement program shall be prepared, submitted to, and approved by the Council
annually pursuant to the City Charter, Article IV.
t b) The capital improvement program shall consist of at least a 5 -year priority listing of long term
capital projects, accompanied by a financing plan which reflects potential financing options for
all projects in the plan, and is supported by the appropriate sources of revenue. The financing
plan shall be in accordance with the debt management policies contained herein.
c) It is the intent of these policies that authorized projects and associated financings be included as
part of an adopted capital improvement program.
2) Debt Issuance Guidelines
a) Debt issuance will be utilized by the City only in those cases where public policy, equity and
efficient use of limited resources favor debt over other funding methods. Decision criteria
considered shall include the following:
i) Debt shall be self-supporting whenever possible. Self-supporting debt in this context will
either be revenue bonds secured by a specific revenue pledge (i.e., water and sewer
revenues) or general obligation debt including certificates of obligation where the debt
service will be paid from user fees or other specific revenues even though legally there is an
ad valorem tax pledge.
ii) Debt shall be primarily used to finance capital projects with a relatively long life
expectancy, i.e., generally ten (10) years or greater unless technology related.
' iii) Short term debt may be issued as authorized by the City Council when circumstances or
opportunities are present and such issuance will not adversely affect the operating funds, the
ability to make debt payments, or jeopardize the financial integrity of the City or the
component units.
City of Allen 247 FY 2013 Budget
iv) Debt shall be issued or structured in such a way so that the term of the financing does not
exceed the useful life of the asset.
v) The method of the debt sale shall be determined based upon the current market conditions.
vi) Debt refunding opportunities shall be monitored for potential savings or modifications to
certain covenants.
vii) The City will conduct its debt management functions in a manner designed to maintain or
enhance its existing credit ratings.
viii) Credit ratings shall be requested for long term debt except when long term debt is issued as a
private placement Bond insurance for long term debt shall be reviewed for its financial
feasibility.
ix) Investment of bond proceeds shall be in compliance with the City's investment policy.
x) The City shall have a program to comply with arbitrage rebate monitoring and filing.
xi) The City shall follow all mandated bond disclosure requirements.
xii) The City shall follow all bond covenants.
3) Debt Issuance Purposes and Revenue Sources
a) General capital improvements shall be financed in accordance with the capital improvements
program or as authorized by Article V of the City Charter, by City Council or the City Manager.
Funds shall be available for the financing of general improvements in accordance with the
following:
i) Current property tax revenues and future property tax revenues generated by increases in
valuation shall have priority allocation to the repayment of existing and future general
obligation tax supported debt Remaining property tax revenues, together with sales tax and
other general fund revenues shall be used to fund the City's operating budget.
ii) To the extent funds described above are in excess of that required by the City's general fund
operating budget, all or a portion of the excess amount shall be used for pay-as-you-go
financing of general capital improvements or assets.
iii) It shall be a goal, but not a requirement, of the City to finance a portion of the city -at -large
capital improvement budget with pay-as-you-go financing with current resources remaining
from year-end savings.
iv) Debt service payments on general obligation bonds, not abated by other revenues, shall be
paid from the debt service property tax levy.
v) Outstanding bonds will be retired according to the debt repayment schedules.
vi) Refunding of debt is desired when the not 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 248 FV 2013 Budget
' vii) Long term debt will not be issued by the City to finance projects for other governmental
entities that have the authority to issue tax-free or taxable bonds on their own behalf for those
purposes. If the other governmental entities and the City are partners in a project requiring
debt issuance, then long term debt issuance by the City may be considered.
viii) Assumptions for taxable assessed valuation increases and revenue growth shall be
conservative and justifiable.
b) Debt issued for water, sewer and other purposes for which operating and capital needs are
supported by user fees, shall first be considered for issuance in the form of revenue bonds,
certificates of obligation, or other debt instruments secured by the appropriate user fees. User
fees shall be adequate to support operating requirements and revenue bond covenants for each
purpose. Certificates of Obligation secured by operating revenues may also need to be seemed
with property taxes.
4) Debt Issuance Limits and Repayment Schedules
a) The City shall use the following limits to guide issuance of debt:
i) The City should not allocate more than thirty five percent (35%) of its tax rete 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
(259/6) 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 249 FY 2013 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^/0) 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.
I
City of Allen 250 FY 2013 Budget
I
1 Demographics
1
_ WHERE IS ALLEN,
_ TEXAS?
CITY OF ALLEN
City of Allen is located approximately 25 miles north of
Dallas, Texas.
City of Allen 252 FY 2013 Budget
J
i
j
CITY OF ALLEN
' DEMOGRAPHICS
2012-2013 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 up to 87,066 by December 2011.
1
City of Allen Population Growth
2002 2003 2004 2005 2008 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, medical, defense, semiconductor, and other
technology -related industries.
City of Allen 253 FY 2013 Budget
100,000
80,000
80,0 000
40,000
20,00
1
City of Allen Population Growth
2002 2003 2004 2005 2008 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, medical, defense, semiconductor, and other
technology -related industries.
City of Allen 253 FY 2013 Budget
10
City of Allen Assessed Property Valuations
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
In addition to creating jobs, AEDC projects relieve the property tax burden of the individual
homeowner. The AEDC has helped complete over 92 projects since its inception that have
added over $1 billion in taxable value to the Allen tax rolls. Despite the slower economy, the
AEDC has continued to recruit and retain business in Allen.
During the last fiscal year, Allen has moved to a new level in its development with the addition
of new office tenants, first-class dining and shopping venues. 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 is estimated to create over 500
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 '
is expected to employ 700 and invest $6.5 million by 2013. The AEDC also recruited PFSweb,
Inc., an eCommerce and business process outsourcing solutions fine, to sign a 10 -year lease
for 75,000 -square feet of space in Allen, bringing 250 employees with an expected growth to
700 employees over the next 5 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.
The AEDC also helped video gaming company Zynga, the world's leading provider of social
game services, locate to Allen from Dallas in 2012. They employ approximately 100 software
designers in a 20,000-sf building in Millennium Technology Park.
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 85% occupied.
This 5 -story, Class A office building is located in a premiere 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.
1
City of Allan 254 FY 2013 Budget
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 will soon be home to 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 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 255 FV 2013 Budget
CITY OF ALLEN
MISCELLANEOUS STATISTICAL INFORMATION
2012- 2013 FISCAL YEAR
Date of incorporation
Form of government
Area
Miles of street
Population as of 9/30/2012
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
Number of private schools
Community College
'estimate
June 20, 1953
Council/Manager
27.11 square miles
324 centerline miles
88,103
5
110
4,144
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
27,974
14,336,000 gallons
460 linear miles
345 linear miles
106 linear miles
5,192
67
597 acres
601
196
74
19,387 Total Enrollment
16
3
1
1
1
0
classes held at the High School
City of Allen 256 FY 2013 Budget
1
CITY OF ALLEN
PRINCIPAL TAXPAYERS
September 30, 2012
Taxpayer
Type of Business
871
2012
Taxable
Value
Percentage of
Total Assessed
Valuation
The Village at Allen LP
Mixed use
$
136,534,873
1.71%
AT&T Mobility LLC
Telephone services
web
125,277,718
1,57%
Trademark/Montgomery Fans
Mixed use
450
102,296,075
1.28°/
Cisco Systems Inc
Data Center
Retail
97,751,725
1.22%
AT&T Services Inc
Telephone services
61,703,650
0.77%
Allen Station Apartments LLC
Apartment Complex
37,854,673
0.47%
EMC Corp
Data Services
36,780,077
0.46%
Oncor Electric Delivery
Utilities Provider
34,876,730
0.44%
Benton Pointe Apartments Inc
Apartment Complex
33,710,538
0.42%
Lexington Allen LP
Commercial Real Estate
31,100,000
0.39%
Total
$
697,886,059
8.72%
Total Assessed Valuation
$
8,001,298,212
MAJOR EMPLOYERS
September 30, 2012
Approximate Number Total Allen
of Allen
Municipal Government
871
tier Communications
Telecommunications
700
is Health Presbyterian Hospital
Hospital/Medical Offices
670
inan
National Data Center
619
web
Information Technology
450
'eves Distributing
Retail Beverage Distributor
450
Henry & Associates
Information Processing
422
.la's
Retail
260
ihic Converting
Converting and Distribution Services
215
City of Allen 257 FY 2013 Budget
CITY OF ALLEN
I
Departmental
1 Performance
Measures
1
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." 3 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 Memurro
r From the National Center for Public Productivity Rutgers University
City of Allen 260 FY 2013 Budget
' City Administration
Website
I
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.
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.
The average number of page views per month from January through June 2012
is 253,888 which continues to demonstrate increased website traffic on an
annual basis. The 2012 website represents the transition to a new content
management system that offers increased functionality with online
communication tools.
City of Allen 261 FY 2013 Budget
City Secretary
Department Introduction 1
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
2010
2011
2012 Est.
1 2013 Proj.
Percentage of Open Records
Trainin Sessions Provided
2
4
B
2
Percent of Employees Completing
45%
10%
50%
10%
Basic Records Training
Cubic Feet of Eligible Records
450
450
500
500
Destroyed
Cubic Feet of Records Microfilmed
4
10
4
4
Number of Commercial Building
4 000
4,000
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
1 2010
2011
2012 Est.
2013 Pro.
Percentage of Open Records
Requests Responded to within 10
99%
100°h
99%
100%
days
City of Allen 262 FY 2013 Budget
L
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
2010
2011
2012 Est.
2013 Proj.
Number of Blue Star Flag
1,080
2,581
3,498
2,500
Presentations
5
2
3
2
Number of Proclamations
95%
82%
100%
100%
Presented at Council Meetings
20
18
15
15
Number of Citizen Recognitions
Presented Outside of Council
45
50
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
2010
2011
2012 Est.
2013 Pro.
Percentage of Newly Appointed
1,080
2,581
3,498
2,500
and Reappointed Board Members
$6,447
$8,378
$22,000
$9,000
Attending Annual Orientation
95%
82%
100%
100%
Session
2.4%
5.7%
3.7%
5%
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
20102011
201Y
2013 Pro.
Number of Ballots Cast
1,080
2,581
3,498
2,500
Total cost of General Election
$6,447
$8,378
$22,000
$9,000
Cos[ per ballot cast
$5.97
$3.25
$6.29
$2.77
Percentage of Registered Voters
Casting Ballots
2.4%
5.7%
3.7%
5%
'2012 ueneml election was cancebe. SWIntim are from Special Election b fill a vacancy In Place No. 6.
City of Allen
263
FY 2013 Budget
Community Development
Building Services and Environmental Health
Division Introduction
The Building Services Division monitors compliance within the City of Allen to assure
that all buildings are built to an approved site plan, adopted building codes and
ordinances, and are ready for certificate of occupancy. The process involves four
primary functions; application processing/administration, plan review, field inspection,
and finally the production of a certificate of occupancy. The Building Services Division
receives applications and then coordinates with Fire, Planning and Zoning, Engineering,
Parks and Recreation, and Community Services in order to confirm compliance with the
Allen Land Development Code and Code of Ordinances. The Environmental Health
Division also has the task of conducting environmental health inspections at restaurants
and other food service establishments, day care facilities, public and semi-public (HOA)
swimming pools, and managing mosquito control efforts and other environmental health
issues.
Building Permit Plan Review Time
Developers and individuals who
desire to do construction projects
must fill out a permit application
and submit plans and other
supporting documents, which are
reviewed by the permit staff and a
plans examiner. This is the
application procedure when
applying for any type of building
permit in the City of Allen. The goal
is to provide for regulated growth
with quality assurance, comply with
all applicable building codes and
city regulations, and build
relationships with excellent
customer service. While single-
family development made up the
majority of the work load for many
years, the division now works with
a much more diverse project load.
Plan review is our opportunity to
make sure that compliance is
achieved with all applicable
building, local, and life safety code
requirements before proceeding
with construction. The Commercial
Permit Review Time chart reflects
how recent changes have reduced
the number of days it takes to
review a commercial project which,
in tum, allows us to become a
more user-friendly city.
Commercial Building Permits Issued
FY 08 FY 09 FY 30 FY 11 FY 12 FY 13 Proj.
Current
Single Family Permits Issued
FY 08 FY 09 FY 30 FY 11 FY 12 Est. FY 13 Proj.
Commercial Permit Review Time
60 (Business Days)
40
,20 40
0
FY 08 FY09 FY 10 FY11 FY 12 O FY 12 Mar FY 2013
'11 -Mar 17 RE Proj.
112 Current
City of Allen 264
I
1
Building Inspections
rvew wrnnreraar anu resraenuai
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
40
30
20
10
0
FY 08 FY 09 FY 30 FY 11 FY 12 Est. FY 2013
prof.
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.
Cay of Allen
265
FY 2013 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.
City of Allen 266 IFY 2013 Budget
J
Permits Reviewed
The Division reviews Certificates of Occupancy for all new businesses and building
permits for zoning compliance. TABC permits for businesses applying to serve alcohol
are also reviewed.
Permits Reviewed
Soo
400
300 iiiiiis
200
100
0
2008 2009 2010 1 2011 1 2012 Est2013 Pro
e TABC 2'27 17 24 15 20
■ Building/CO 377 436 332 317 1 392 1 300
' 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 2011
Code Enforcement Officers resolved 6403 violations, while only issuing 47 citations.
Seventy-five percent of violations were resolved within 30 days.
Code Enforcement Cases
City of Allen 267 FY 2013 Budget
8000
--
2000
6000
1600
1200
4000
800
2000
400
0
p
2008t1009
2010
2011
2012
Est
2013
Pro
e�Cases
4883
6069
6827
6403
7243
7600
'
Per Officer
1221
1517
1706
1600
1801
1900
City of Allen 267 FY 2013 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, homebuyer assistance, infrastructure improvements, and
support to public service agencies.
Home Repair Projects
(includes minor repairs)
16
-
$25,000
14
$20,000
12
10
$15,000
8
6
;20TOB2009
$10,000
4
$5,000
2
0
2013 ProHouses
14
$0
10
t$/House
$17,825
$17,613
$18,482
$21,818
$22,500
$20,352
Budget
1
City of Allen 268 FY 2013
2012 Est
2013 ProHouses
14
10
10
t$/House
$17,825
$17,613
$18,482
$21,818
$22,500
$20,352
Budget
1
City of Allen 268 FY 2013
F
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 9o%
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. w%
2010 2011 2012 2013 rat
City of Allen 269 FY 2013 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 25,000
to allow for thorough cleaning. In
FY 11, one new custodian was 24,500
added to clean the service center.
24,000
23,500
23,000
Total Square Feet Cleaned per
Custodian
2010 2011 2012 2013
City of Allen 270 FY 2013 Budget
I
Cleaning Cost
This is the cost incurred by the
division for each square foot
cleaned. The dollar amount
includes salary and benefits for
employees, uniforms, supplies,
and cleaning equipment.
City of Allen
Dollars per Square Foot Cleaned per
Year
$3.50
$3.00
$2.50
$2.00
$1.50
$1.00
2010 2011 2012 2013
271
IFY 2013 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
291.00 293.00 295.30 298.50
300
200
100
117.0017..00 16.50 16.25
0
2010 2011 2012 2013 Est.
■Asphalt Miles ■Concrete Miles
Percentage of Streets in Satisfactory
Condition or Better
120%
100% 97% 97% 97 % 97%
80% 76% E 76% 76%
60%
40%
20%
0%
"M
2010 2011 2012 2013 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 272 FY 2013 Budget
1
C
I
I
Maintenance Dollars Funded per
Year per Pavement Type
The City has almost 18 times
700
as many miles of concrete
Maintenance Dollars Funded
streets as asphalt. Even
$700,000
$4,029 $2,576
$030,557
$1,676 $1156 $2.152 $1,846$1,675
though asphalt streets are
more expensive to maintain
$500,000
Em ME ME EM
than concrete, the difference in
$551,149
miles between the surface
$500,000
$500,000
types results in concrete
streets receiving the majority
$400,000
of funding in normal
9oc
operations. The 2010, 2011
$300,000
and 2012 numbers show bond
funds that were spent on
$200,000
various concrete street repair.
$60,500
The 2010, 2011, and 2012
$100,000
ze.soo $42,550 $��
numbers show water and
$000001
No
sewer funds that resurfaced
2010 2011 2012 2013 Est.
asphalt streets and
reconstructed concrete streets
oAsphalt •Concrete
after sewer rehabilation
projects were completed.
Maintenance Dollars Spent per Center Line Mile per Year
This measure analyzes the
maintenance funds spent per
mile for both asphalt and
concrete streets. The 2011 and
2012 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 2010, 2011,
and 2012 include concrete
replacement for the Walden Park
Maintenance Dollars Spent per Mlle
2013 set
Sewer rehabilitation project plus
normal operation budgets and bond sales for contract concrete street repair.
City of Allen
Z73
f7 2013 Budget
700
700
700
700
$4,029 $2,576
$1,676 $1156 $2.152 $1,846$1,675
700
MM!1,666
sn
Em ME ME EM
2013 set
Sewer rehabilitation project plus
normal operation budgets and bond sales for contract concrete street repair.
City of Allen
Z73
f7 2013 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.
Water Conservation
In 2004, the H20ME 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
goo
700 686
680
600550
520
soo
400
FY 09-10 FY 70.11 FY11.12 FY 12-13
Est.
City of Alien 274 FY 2013 Budget
1
L
Community Services (Utility Billing)
Division Introduction
Utility Collections is the division of the Community Services Department that provides
utility bills to residential and commercial customers for water, sewer, drainage, waste
services and household hazardous waste (HHW). The payments are then processed to
show generated revenue.
Utility Accounts
The total number of all utility
accounts has grown steadily with
the City's population. The graph
shows both total number of
accounts and accounts handled
monthly by each Customer Service
Representative (CSR). We
currently have 5 FT CSR's, 1
Senior CSR and 1 supervisor. The
conversion to contracted utiltity bill
printing and mailing in FY 08 freed
time for our CSR's to handle
additional customer---..-.---.
Bill Payments
29,000
4,745
4,800
4,750
28,500
4,677
4,700
28,000
4,650
27,500
4,567
4,600
4,550
27,000
2760
4.43
7—
4,500
4,450
26,500
26,000
2659
4,400
4,350
4,300
25,500
4,250
FY 09-10 FY 10-11 FY 11-12 FY 12-13
Pr0j. Est.
GMMMN of Ac aunts �Acmun% per Employee
City efforts to improve on-time utility bill
payment included increasing
customers' time allowed to pay their
accounts, increasing penalty and late
fees, instituting on-line payments, and
formally allowing establishment of
payment plans. Our efforts have
allowed us to attain above a 90% on
time payment record.
Average Percentage of Bill
Payments Received on Time
100 93.0%
88% 88.5 % 90.0%
90
80%
rFT
70%
60%
50%
FY 09-10 FY 10-11 FY 11-12 FY 12-13
Proj. Est.
City of Allen
275
FY 2013 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
20,000
15,000
m
`0 10,000
F
rrr
13,798
70
a
68 i
66
0
64 r
62 g
60 v
c
resources (glass, paper, 2010 2011 2012 Est. 2013 56 d
plastics, and metals) to be Proj.
recovered for reuse or re- Recyclable Trash Diverted
manufacturing. The City
continues to gain recognition —4 Pounds Per Houshold/month
for its innovative and progressive recycling and diversion efforts, including national,
state and regional awards. City provided commercial cardboard recycling diverts 1,335
tons per year. Multi -family complex (apartment) and Allen ISD divert 417 tons of single -
stream recycling per year. Single -stream residential recycling in 95 -gallon carts diverts
9,307 tons of materials from the landfill. The NTMWD composting program converts
yard trimmings into soil amendments, saving landfill space through diversion of 4,902
tons. Public Education efforts in 2011 reached 8,632 adults and 8,501 youth through 89
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, 2008 with
additional and enhanced services. CWD is
contractually obligated to achieve <1.1
service inquiries per 1000 service
opportunities. In 2011, CWD performed
3,883,291 service opportunities.
Customer Complaints per 1000
Service Opportunities
0.4
0.3
0.2
0.1
0
2010 2011 2012 Est 2013
Proj
City of Allen 276 FY 2013 Budget
A
1
1
I
Household Hazardous Waste Collection
In FY 2002, funding for the
.15,0002.222
2,250
HHW program was1a,soo
2,200
by City Council. The
: 14,000
2,128approved
2,150program
began in February 2002
$ 13,500
2,100through
a grant from NCTCOG
a 13,000
2,0032,050
fl2,192residential
d
and Continued without cost to
; 12,500
2,000 a
residents through FY 2003. In
rc 12,000
1,950
FY 04, a $0.50 fee was included
o 11,500
1,900
on the water utility bill to support
c 11,000
1,850
the HHW
program. In June
20 2010 2011 2012 2013
2008, a fee
increase to $0.57 per
' Est. Proj.
month was approved to
Pounds of Reuseable Chemicals
overcome the rising costs of non-
—0 --Curbside Participants
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 May 2012, 78,934 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. This important service continues to
eliminate another potential hazard from the landfill system.
1
City of Allen 277 FY 2013 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 278 FY 2013 Budget
1
1
l
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 11-12 were Main Street from Allen Drive to US 75, Bethany
Drive from Allen Heights to the east city limit line, an acceleration lane for the NBFR
from Cabala Drive to Stacy Road. Land acquisition continued for Ridgeview Drive
from Alma to US 75, construction began on Chelsea Boulevard from star Creek
Parkway to SH 121. Improvements were made at the Stacy Road and US 75
intersection to assist with traffic bottleneck issues. Stacy Road from Greenville
Avenue to FM 1378 has been postponed by TxDOT; anticipate utility relocations to
begin in FY13 with construction beginning in 2014. US 75 widening from 6 lanes to
8 lanes and 3 lane frontage roads should be bid by TxDOT and with construction
' beginning in 2014. Construction of Fire Station No. 5 was completed along with the
adaptive reuse of the Municipal Annex building. Remodel improvements were
constructed at the Police Department's K-9 facility. The city hall soffittroof
replacement project was completed as well. Chaparral Road from Greenville
Avenue to Cottonwood Creek was completed. Other achievements include the
Walden Park water and sewer replacement, Phase Il, the relocation of storm sewer
on Palace Way, and a drainage channel improvement near Spring Meadow Park.
The US 75 waterline, Phase II project has been placed on hold in order to utilize
funds on higher priority projects. Bike route markings were installed on Twin Creeks
Total Dollars Spent - Capital Projects
Facilities Water/Sewer Drainage Streets Parks Event Center
02008 e2010 •2011 e2012EM e2013Pmj.
' Drive, Rivercrest Boulevard and Malone Road. The total amount spent on capital
projects in FY09 was approximately $53.8 and in FY10 $44 million was spent, and in
FY11 the total spent was $24 million.
City of Allen 279 FY 2013 Budget
s+e
sm
s++
sm
n
m
se
n
n
n
s°
ss
ss
ss
ss
m
ss
s+
s,
so
so
m
m
so
m
s+
so
m
m
Facilities Water/Sewer Drainage Streets Parks Event Center
02008 e2010 •2011 e2012EM e2013Pmj.
' Drive, Rivercrest Boulevard and Malone Road. The total amount spent on capital
projects in FY09 was approximately $53.8 and in FY10 $44 million was spent, and in
FY11 the total spent was $24 million.
City of Allen 279 FY 2013 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 2012 with
some of the larger projects
being the St. Jude Church
expansion, The Dentist of
Allen, Allen Assisted Living,
Race Trac located at Stacy
Road and Chelsea
Boulevard, Canterra Plaza
on the northwest comer of
Custer and Hedgcoxe, Taco
Cabana, Watters Village
and the Blue Wave Express
Car Wash. Residential
developments included The
Preserve, Starcreek, Phase
4 and 5, Fall Creek, Phase
1, Twin Creeks, Phase 7C-
2, Cumberland Crossing,
Phases 2, 3, and 4,
Waterford Parks, Phase 8,
and Hamilton Hills.
Value of Infrastructure from Commercial Development
$4
0
f $3
$2
$1
$0
2008 2009 tato 2011 2012 Est. 2013 Proj.
-WRTER -SEWER -STREETS OSTORM
Value of Infrastructure from Residential Development
$14
w
`o $tz
f $10
$8
$s
$4 M all
$2
$o
2008 2009 2010 2011 2012 Est. 2013 Proj
-WATER -SEWER MS ET3 W -R.
City of Alen 280 FY 2013 Budget
11
JI
I
New Residential Lots
We have seen a re-
surgence in single family
development with nearly
800 lots being accepted in
2012 and we project an
additional 550 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
281
FY 2013 Budget
New Residential Lots
2,000
1480
1,500
1,000
742
550
500203
312
0
0
2008 2009 2010 2011
2012
2013
Est.
Proj.
281
FY 2013 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 rating agencies in determination of the City's bond
rating. Long-range financial planning and conservative budgeting has allowed the City
to maintain required reserves.
GENERAL FUND
2009
2010
2011
2012 Est.
Total Expenditures
$ 58,757,055
$ 63,787,248
$ 68,655,400
$78,641,300
Ending Fund Balance
$ 15,101,307
$ 15411,161
$ 15,630,485
$16,056,921
Days Operational
Expense in Reserve
94.9
91.3
88.2
74.5
G.O. Bond Rating:
MoocVs Investor Service
Aa2
Aal
Aal
Aal
Standard & Poor's
AA+
AAA
AAA
AAA
WATER & SEWER FUND
2009
2010
2011
2012 Est.
Available for Debt Service
$ 4,852,741
$ 3,267,173
$ 8,086,775
$4,193,974
Annual Debt Service
Requirement
$ 1,659,529
$ 1,684,659
$ 1,702,074
$ 1,693,587
Coverage per Rate Covenant
2.93
1.94
4.75
2A8
W&S Revenue Bond Rating:
Mood s Investor Service
Aa3
Aa2
Aa2
Aa2
Standard & Poor's
AA+
AA+
AA+
AAA
1
City of Allen 282 FY 2013 Budget
' Awards
1
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
fourth time in the history of the City the external audit for the period ending September
30, 2011 resulted in no deficiencies or "management comment items".
City of Allen 283 FY 2013 Budget
2009
2010
2011
2012
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
fourth time in the history of the City the external audit for the period ending September
30, 2011 resulted in no deficiencies or "management comment items".
City of Allen 283 FY 2013 Budget
Municipal Court
Department Introduction ,
The Municipal Court provides administration and clerical support for court proceedings arising
from violations of City ordinances and certain state laws. Responsibilities include: collection of
fines, fees and state costs; filing citations/complaints; court scheduling, issuing, tracking and
clearing warrants; maintaining the juror data base; updating and maintaining court records and
reporting collections, convictions and statistical data to appropriate State agencies. Cases
involving minors are handled by the Juvenile Case Manager, who works with the community
and surrounding cities to find new places where juveniles and minors may complete their court
appointed alcohol awareness class, drug awareness class, anger management class, family
counseling, and community service hours. In January 2009, the City voluntarily began
participating in the state collection program.
Court Statistics
Traffic offenses constitute approximately 95% of the total tickets issued. The Municipal Court
also receives tickets for animal and code enforcement violations. The following chart outlines
the staffing levels (FTE), population, tickets issued, warrants issued and revenue and
expenditures per fiscal year (FY).
FY
FTE
Population
Tickets
Issued
Warrants
Issued
%Warrants
To Tickets
Revenue
Ex .
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%
$1,725,195
$611,363
2009-2010
11
85,315
17,612
4,908
27.9%
$1,691770
$633,320
2008-2009
11
83,929
18,345
5,855
31.9%
$1,821,755
$610,941
2007-2008
11
82,539
21,465
5,676
26.4%
$1,793,978
$598,198
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
FY10
FY11
FY12
2119110 to
3115/10
2127110 toK3/15111
2128110
2119111 to
2120111
2113112 to
314112
2125112
Wanants Served
649
217
83
590
100
Warrant Value
$180,412
$57,489
$22,456
$166,214
$27 776
Fine Collected
$80,539
$27,463
$15,659
$76,013
$17,367
Bonds Posted
$3712
$1,780
$1,605
$31,510
$463
Value -Time Served
$39,925
$11,526
$2,288
$20,667
$902
Value -Dismissed
$8,022
$602
$698
$3,559
$0EMensionto
Pa
$12,506
$5,304
$15,406
$14,229
$5,994
City of Allen 284 FY 2013 Budget
I
' Fire
Depa
1
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
Response time measures the average
time required for emergency personnel to
be dispatched and then travel to the
scene. A quick response is vital to
prevent further damage to property or to
begin medical treatment of a patient.
Response time can be influenced by
factors including traffic congestion, road
construction, and fire station placement.
The department's goal is an average
response time of 5 minutes or less.
City of Allen
285
Average Response Times
600
Total Calls
3,500
3,000
400
2,500
200
2,000
0:00
1,500
FV
FY
FV
FY
1,000
2005
2009
2010
2011
500
Est
2006 2009
2010
2011
2012
4:52
4:10
•EMM
4.48
5:00
Est.
4:38
4:41
■Fire Cells
1,473
1,405
1,274
1,466
1,550
■EMSCalis
2,609
2,740
2,973
3,155
3,300
Response time measures the average
time required for emergency personnel to
be dispatched and then travel to the
scene. A quick response is vital to
prevent further damage to property or to
begin medical treatment of a patient.
Response time can be influenced by
factors including traffic congestion, road
construction, and fire station placement.
The department's goal is an average
response time of 5 minutes or less.
City of Allen
285
Average Response Times
600
400
200
0:00
FV
FY
FV
FY
2005
2009
2010
2011
201 1 2
Est
•Fire
0'41
5'05
5:01
4:52
4:10
•EMM
4.48
5:00
4:54
4:38
4:41
FY 2013 Budget
Injuries
This measure shows severe 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 have been no
deaths resulting from fires 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
a
2
0
20081200912010 20111-- sq'
■General Public 1 0 0 0 0
• Firefighter 0 0 0 8 2
Property Loss
One Apartment Fire exceeded $1,000,000 in FY 2010
City O1 Allen 286 FY 2013 Budget
1
1
$l,sao,000
$1101101000
$500,000
$-
FY
2008
FY
2009
%
2010 •
IFY01
2011
IF
2011
rrt.
�Tobl$$
339,450
488,435
1,565,70
543,615
50 AN
One Apartment Fire exceeded $1,000,000 in FY 2010
City O1 Allen 286 FY 2013 Budget
1
1
I
C
Inspections
The fire marshal ins-ects new
buildings as part of the process to
certify them for occupancy. The
department reviews building plans
before construction to ensure that
the building will be constructed
with the proper fire safety
systems such as sprinkler
systems, alarm systems, exits,
and fire mains. In addition, all
existing businesses are inspected
for fire hazards. Due to a change
in state law, only certified fire
inspectors can now perform
inspections. Shift firefighters can
no longer be utilized. This
chan a caused the AFD to
Inspections & Plan Review
3,000
01
2008 1 2009 1 2010 1 2011 12Est.
9
reduce the frequency of inspections to most businesses.
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
423
Public Education Programs
1000 35,000
900
30,000
800
700 25,000 m
E°
800 20,000 r
o 500 i
0 400 - 15,000 E
300 - 10,000 0
200 n
100 5,000
0 0
2008 2009 2010 2011 2012
Est
Programs �ParticipanLs
287
FY 2013 Budget
Human Resources
Department Introduction
The Human Resources Department works in partnership with City departments in
providing expert Human Resources advice in collaboratively shaping strategies to
achieve organizational goals. This task is accomplished by the department
administering benefits, the workers' compensation program and risk management
functions, recruiting and retaining employees, handling employee relations as well as
assisting with policy development.
Recruitment
The Human Resources Department
continues to utilize the NEOGOV applicant
tracking system for the employment
process. We continue to receive and
evaluate thousands of applications each
fiscal year in response to our advertised
employment opportunities.
Applicant Source
is Internet
■ Friend/Relative
Newspaper
■ Other
16,000
12,001
e,oao
a,oao
0
Employement Applications Processed
FY2009 FY2010 FY2011 FY2012 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.
In FY2012, the Human Resources Department 300
assisted both the Police and Fire Departments in the 250
recruitment and on -boarding process of additional 200
employees. Fire Station #5 opened its doors and as a
result added six full time employees to the Fire Iso
Department. The Police Department also added six 100
additional police officers as a result of reallocating so
personnel to the School Resource Officer (SRO) 0
Program.
Employees Hired
FY2009 FY2010 FY2011
City of Allen 288 FY 2013 Budget
ej
IEmployee Turnover
The City of Allen experienced 8.3%
turnover in FY 2011. 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 FY 2012 is
10.0%, which is a 1.7% increase
over last year.
20.0%
15.0%
10.0%
5.0%
0.0%
Employee Turnover
FY2009 FY2010 FY2011 FY2012 Est.
Training
The City of Allen is collaborating with Collin County College, for the third time to provide
leadership development to managerial/supervisory staff. Some of the outcomes and
deliverables of this training include:
• Getting Started as a New Leader
• Coaching for Success
• Coaching for Improvement
• Resolving Conflict
The Human Resources Department also rolled out training initiatives that directly related
to the city's PRIDE program, including Harassment Prevention training, Customer
Service training as well as a Leadership Academy, which assists first time supervisors
and crew leaders with their new supervisory responsibilties. In the coming year, the
department will also introduce training on Microsoft Word, Excel, PowerPoint, and
Access.
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.
City of Allen 289 FY 2013 Budget
Paid and reserved workers compensation claims have shown a desirable decrease
since 2009 as depicted in the chart below:
Workers Compensation Program Costs
$400,000 —_
$300,000
$200,000
$100,000
$0
2009 2010 2011 2012
The chart below depicts the General Liability Claims for the past four years.
$200,000
$160,000
$120,000
$80,000
$40,000
$0
General Liability Program Cost
2009 2010 2011 2012
City of Allen 290 FY 2013 Budget
I
' Total insured Automobile Liability and Automobile Physical Damage claims since 2008
are shown below:
$0
Automobile Liability and Physical Damage Claim Costs
2009 2010 2011 2012
' Harrassment and Discrimination Claims
L
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 291 FV 2013 Budget
Library
Department Introduction
"A welcoming place to inspire the mind," the Library stimulates imagination and
encourages a lifelong love for learning by providing printed, audio, video, and electronic
materials within a fun and friendly environment of responsive customer service. The
Library offers a diverse calendar of cultural, historical, literary, and educational
programs to enrich the lives of Allen's residents and enhance the quality of community
life.
Visitation, Circulation, and Circulation Per Capita
Annual Visits, or total
number of library
patrons, is counted daily
by automated counters.
The number of visitors is
estimated to increase 8%
from FY 2011 to FY 2012
and increase another 6%
in FY 2013, a 12.3%
increase from FY 2009 to
FY 2013.
Annual Checkouts, the
total number of library
items checked out, has
increased every year for
at least 17 years (1996 is
the earliest year for
which statistics are
available from the Texas
State Library and
Archives Commission).
Circulation is estimated to increase 15% in FY 2012 compared to FY 2011 and surpass
900,000 items for the first time. FY 2013, with a projected 10% increase over FY 2012,
could be the Library's first year with a million item circulation, representing a 38.5%
increase from FY 2009 to FY 2013. Items circulated per visit are projected to be 2.8
compared to 2.3 in FY 2009.
Circulation Per Capita, the total number of checkouts divided by total population, has
increased each year since FY 2007 and is anticipated to continue growing. Library staff
City of Allen 292 FY 2013 Budget
Visitation and Circulation
1,200,000
1,000,000
—
0
600,000
w
Niv
600,000
N u
a
J
O A
a
400,000
-
200,000
W la
w w
W W
$ n
N
N b
m
m N
A
f0 W
0
2009 2010
2011 2012 Est.
2013
Proj.
oAnnual Visits
OAnnual Checkouts
Circulation is estimated to increase 15% in FY 2012 compared to FY 2011 and surpass
900,000 items for the first time. FY 2013, with a projected 10% increase over FY 2012,
could be the Library's first year with a million item circulation, representing a 38.5%
increase from FY 2009 to FY 2013. Items circulated per visit are projected to be 2.8
compared to 2.3 in FY 2009.
Circulation Per Capita, the total number of checkouts divided by total population, has
increased each year since FY 2007 and is anticipated to continue growing. Library staff
City of Allen 292 FY 2013 Budget
' encourages library usage through: welcoming and knowledgeable customer service
focusing on the Library as a community gathering place; a patron -oriented collection
development process designed to anticipate and respond to community needs; and the
ongoing development and implementation of internal and external marketing practices.
The Library's circulation per capita is projected to be higher than 10 in FY 2012 and
over 11 in FY 2013. Texas public library standards consider 7.5 or higher 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 of the quantity
and diversity of library
materials available to Allen
citizens. The City
Council's goal is 2 volumes
per capita.
Through collection
development activities, the
Library staff continues to
revitalize the collection,
increase relevance,
currency, accessibility, and
popularity.
Volumes Per Capita
1.80
1.55 1.57 1.58
1.50
50
1.45
1.46
1.40 42
1.35
1.30
2009 2010 2011 2012 Est. 2013 Proj.
Electronic books, or e -books, were added in November 2011 and have averaged 1800
checkouts per month in the first year. The collection can be augmented if a -book
availability for public libraries expands. Currently, the majority of the major publishers
do not license their a -books to libraries, assess licensing costs higher than consumer
purchase prices, or impose library usage restrictions.
Volumes per capita is not expected to grow appreciably until economic factors permit
increased collection expenditures. Meanwhile, the number of filled patron holds (the
number of completed patron requests for items checked out to another patron)
continues to increase. Holds are projected to increase 28% in FY 2012 compared to FY
2011 due to increasing Library usage and a flat collection budget for the past three
years.
City of Allen 293 FY 2013 Budget
2009
2010
2011
2012 Est.
2013 Pro'.
Circulation Per Capita
18.70
9.18
9.24
10.38
11.09
Collection Per Capita and Turnover Rate
Volumes Per Capita, the
number of items in the
Library divided by the
City's population,
measures of the quantity
and diversity of library
materials available to Allen
citizens. The City
Council's goal is 2 volumes
per capita.
Through collection
development activities, the
Library staff continues to
revitalize the collection,
increase relevance,
currency, accessibility, and
popularity.
Volumes Per Capita
1.80
1.55 1.57 1.58
1.50
50
1.45
1.46
1.40 42
1.35
1.30
2009 2010 2011 2012 Est. 2013 Proj.
Electronic books, or e -books, were added in November 2011 and have averaged 1800
checkouts per month in the first year. The collection can be augmented if a -book
availability for public libraries expands. Currently, the majority of the major publishers
do not license their a -books to libraries, assess licensing costs higher than consumer
purchase prices, or impose library usage restrictions.
Volumes per capita is not expected to grow appreciably until economic factors permit
increased collection expenditures. Meanwhile, the number of filled patron holds (the
number of completed patron requests for items checked out to another patron)
continues to increase. Holds are projected to increase 28% in FY 2012 compared to FY
2011 due to increasing Library usage and a flat collection budget for the past three
years.
City of Allen 293 FY 2013 Budget
Collection Tumover 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 FY 2009. According to state accreditation standards, a rate of 2.5 or
higher is considered excellent.
Programs and Program Attendance
Library Programs include preschool storytimes, puppet shows, outreach programs to
bilingual, Pre -K, and Head Start Allen ISD classes, programs for elementary children,
pre -teens, and teens, classic movies, and book clubs as well as general interest
cultural, historical, literary, and educational programs. Every summer, the Library
conducts an annual
summer reading
program for children,
teens, and adults,
including significant
participation by teen
volunteers.
In FY 2013, the
Library plans to offer
over 750 programs for
the fourth consecutive
year. The Library is
projected to present
over 3800 total
programs for the FY
2009 -FY 2013 time
period
# of Programs Attendance
900 50,000
4a.s9a
600
920 40,000
700
670 30,000
600
26_ 629
500 20,000
2009 2010 2011 2012 Est. 2013 Proi.
Prooram Attendance has steadily increased since FY 2008 with an 82.3% increase from
FY 2009 to FY 2013's projected total. The Library's higher profile programs attract
visitors from neighboring cities and counties.
City of Allen 294 FY 2013 Budget
1
2009
12010
12011
12012 Est.
I 2013 Pro.
Collection Turnover Rate
15.54
15.85
16.49
17.10
17.39
Programs and Program Attendance
Library Programs include preschool storytimes, puppet shows, outreach programs to
bilingual, Pre -K, and Head Start Allen ISD classes, programs for elementary children,
pre -teens, and teens, classic movies, and book clubs as well as general interest
cultural, historical, literary, and educational programs. Every summer, the Library
conducts an annual
summer reading
program for children,
teens, and adults,
including significant
participation by teen
volunteers.
In FY 2013, the
Library plans to offer
over 750 programs for
the fourth consecutive
year. The Library is
projected to present
over 3800 total
programs for the FY
2009 -FY 2013 time
period
# of Programs Attendance
900 50,000
4a.s9a
600
920 40,000
700
670 30,000
600
26_ 629
500 20,000
2009 2010 2011 2012 Est. 2013 Proi.
Prooram Attendance has steadily increased since FY 2008 with an 82.3% increase from
FY 2009 to FY 2013's projected total. The Library's higher profile programs attract
visitors from neighboring cities and counties.
City of Allen 294 FY 2013 Budget
1
I
1
Reference Questions
Reference Questions measures the combined number of questions asked by Library
patrons at the information desk, children's desk, and second floor reference desk.
Inquiries include requests for information about books and authors, reading lists and
recommen-dations, Library materials and programs, consumer buying decisions, job
hunting and resume creation, community referrals, and details of City and community
activities and accomplishments.
The number peaked in
FY 2009 and FY 2010
as the staff handled a
growing number of
patron requests to
transfer items to and
from the Plano Public
Library. FY 2011
usage decreased
following Piano's
decision to separate its
library system from the
Allen Public Library.
Reference questions
increased in FY 2012
with higher usage
expected in FY 2013
Reference Questions
80,000
FII��J
70,000
tj
60,000
50,000
.-.--j
2009
2010 2011 2012 Est. 2013
Proj.
as more citizens utilize
Library services and materials.
Support Services Operations
City
FII��J
The Library ensures that the collection remains current, relevant, and in good physical
condition. Worn or outdated materials are replaced and new and replacement materials
made available as quickly as possible. New materials (books, audio books, DVDs, etc.)
must be entered into the library's Polaris database by Support Services staff, cataloged,
processed for check out, and shelved. Streamlined workflow procedures led to a
reduction in processing time in FY 2008 from a 7 day to 6 day average.
With the Library's new Polaris system, the staff daily identifies and prioritizes newly
arrived items already requested by patrons. Although the overall timeframe has not
changed since FY 2008, items with holds are readied for checkout more quickly than
other materials.
or Allen 295 FY 2013 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 park
planning, administration, 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
Cost per Capita
previously been captured and funded '
by revenue in the former Revenue Fund were rolled into the General Fund. The revenue
associated with these expenses was 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 2011 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 turn expense the payment to the
team/promoter. Again the associated revenue for this expense is not shown in this graph.
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 or
space and greenbelts within each
community are treated in the ratio.
Using developed acres as an
alternative provides a useful
Developed Acres per 1000 Population
5
a
3.15 3 09 2.99 3.15 3.12
3
a 2 1 ]a 1.1 1 73 1.85 1.95
t
0
2009 2010 2011 2012 Est. 2013 Proj.
GNeighboniood Parks •CammunM Palls
City of Allen 296 FY 2013 Budget
1
benchmark for comparisons between city park systems. The decline 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 slight recoveries in the ratios. Developments
anticipated to come online in FY13 includes the Orchards neighborhood park and the second
phase of Morgan Crossing Park.
Cost Per Maintained Acre
Maintenance of parks and recreation
facilities has a large effect on the $6,000 $5,650
aesthetic value of a city. The past $5 D17887 S5 ill
few years, the department has been
$5,060 sa,es�
working to continue to meet the
standards described in the City's $"0°0
Parks and Facilities Maintenance $3poo
Standards guide. For several years,
cost efficiency initiatives allowed the $Zoon
department to maintain Allen's 2009 2010 2011 2012 Est. 2013 Proj.
award-winning park system at high
standards during difficult economic L.
times. Starting in FY11, the cost per acre rate has been rising. Causes for this include
deferred maintenance, inflation, aging park and facilities infrastructure, along with rapidly aging
fleet vehicles and equipment. The large increase for FY13 is due to increased costs on
maintenance contracts and several building maintenance projects.
Membership Sales
Along with classes,
facility membership
sales are important to
the financial success
of the facilities. Each
facility sells a variety
Of memberships.
Memberships
purchased at Don
Rodenbaugh
Natatorium (DRN) are
valid at Joe Fanner
Recreation Center,
Allen Senior
Recreation and the
Membership Sales
Visitor Center.
' Memberships purchased at the Joe Farmer Recreation Center (JFRC), the Allen Senior
Recreation Center (ASRC) and The Visitor Center are specific to those facilities. The Joe
Farmer membership number also includes the special membership charged for the Saturday
Night Rec N Roll youth program. The Allen Community Ice Rink (ACIR) does not offer
City of Allen 297 FY 2013 Budget
memberships, instead has admission sales which support revenue goals. ACIR had annual
visits in excess of 136,000 in FY11.
JRFC, DRN, and the ASRC participate in the Silver Sneakers program. This program is a
collaboration with healthcare providers to provide programs to seniors ages 65 + and persons
with disabilities the opportunity to utilize facilities as a benefit of their health insurance. The
city is reimbursed by the healthcare provider for visits.
In 2009 the Youth Center transitioned into the Visitor Center. This continues to impact
membership sales in a downward way because membership is no longer necessary to utilize
the lobby space of the facility. However, membership is still required for the use of the
computer room and media room — both of which are still dedicated to youth use.
FY 2012 estimates show a slight decline from FY 2011. In December 2011, a fee increase
was approved by Resolution of which some membership packages noticed a moderate fee
increase. Maintenance impacts and air quality issues on the aquatic side of DRN has likely
attributed to a drop in membership at DRN. With these matters resolved, projections for at
DRN are expected to trend upward slightly; thus, helping the overall membership projections
for FY 2013.
Customer Satisfaction
1
The REAL philosophy is the department's guiding customer service program now in its third
year of execution. All Recreation division staff are introduced and trained on the tailor made
customer service model within the first months of employment, while existing employees '
undergo regular training. The Recreation Division uses a variety of surveys, Comment cards,
trailer (follow up) phone calls and various other means to measure satisfaction. 95% is the
benchmark goal.
.Goal
•200]
•2008
•2009
e 2010
2011
Customer Satisfaction Rating Actuals
Allen Allen Senior
Goal Community Recreation Athletics
Ice Rink Center
96%
94%
95%
92%
7% 96%
95% 92%
85% 95%
96% 96%
96% 93%
96%- 91%
City of Allen 298 FY 2013 Budget
1
39%
95%
934%
91%
90%
91.0%
96%
32%
92%
94%
940%
90%
926%
95%
94.5%
City of Allen 298 FY 2013 Budget
1
I
Program
Registration
Program
registration is an
indicator on a
unique individual
or team
registering for a
program, activity,
or league. The
numbers for
program
registration also
include facility
rentals for private
parties.
Programs at the
Allen Community
Ice Rink have been popular choices as well as swim classes at DRN and youth summer camp
at JFRC. Some traditional classes and programs continue to experience lower enrollment, a
reminder that the economy still has impacts on discretionary spending choices. The Visitor
Center noticed a decline from FY 2010 to FY 2011 actual due to its largest program being
canceled due to the computer class vendor leaving with little notice.
Class Success Rates
The success rates of classes is an indicator of how many programs and leagues are offered
vs. the number that were successfully held and not cancelled due to low enrollment or for other
reasons. This is a significant indicator as it relates to decisions being made about which
programs to maintain. The 75% goal is aligned to the industry standard.
Class Success Rate Actuals
100%
90% en
80%
70%
60%
50%
20%
Allen Allen Senior Don Joe FamMr The Edge
Goal Community Recreation Athletics Rodanbaugh Recreation Visitor Center Total
Ice Rink Center Natetodum Center
MGcel 1 75%
M2007 96% 95% 92% 89% 95% 934%
02008 94% 85% 95% 91% 90% 910%
•2009 95% 96% 95% 90% 94% 94.0%
•2010 93% 70%. 87% 66% 60% 75.2%
2011 99% 94% 68% 66% 69% 60% 797%
City of Allen
299
FY 2013 Budget
Program Registration
30,000
25,000
20,000
5,000
n,0ao
5,000
0
2008
2009
2010
2011
2012 Eat
2013
Prot,
time, Edge VbiW Center
352
486
787
672
674
680
MJce Farmer Reasation Center
7,660
6,394
6,875
6,359
6,700
8,834
MDoa Rodentsaugh Natatorium
5,665
5,993
5,719
6,251
8,579
6,710
MAil ice
540
580
578
558
575
575
Mellen Senior Recreation Center
6488
6,111
6,155
7,583
7134
7,860
Mellen Community Ice Rink
2932
3800
3,800
Allen Community
Ice Rink have been popular choices as well as swim classes at DRN and youth summer camp
at JFRC. Some traditional classes and programs continue to experience lower enrollment, a
reminder that the economy still has impacts on discretionary spending choices. The Visitor
Center noticed a decline from FY 2010 to FY 2011 actual due to its largest program being
canceled due to the computer class vendor leaving with little notice.
Class Success Rates
The success rates of classes is an indicator of how many programs and leagues are offered
vs. the number that were successfully held and not cancelled due to low enrollment or for other
reasons. This is a significant indicator as it relates to decisions being made about which
programs to maintain. The 75% goal is aligned to the industry standard.
Class Success Rate Actuals
100%
90% en
80%
70%
60%
50%
20%
Allen Allen Senior Don Joe FamMr The Edge
Goal Community Recreation Athletics Rodanbaugh Recreation Visitor Center Total
Ice Rink Center Natetodum Center
MGcel 1 75%
M2007 96% 95% 92% 89% 95% 934%
02008 94% 85% 95% 91% 90% 910%
•2009 95% 96% 95% 90% 94% 94.0%
•2010 93% 70%. 87% 66% 60% 75.2%
2011 99% 94% 68% 66% 69% 60% 797%
City of Allen
299
FY 2013 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 number of
event days for 2012 is lower
than 2011, it is estimated that
the attendance for 2012 is
going to increase by roughly
37,000. This shows that the
quality of the events is more
important than the quantity of
the events. Having said this, it
is also important to note that a shift is being made in the strategy being implemented by staff
when booking concerts. Previously, the center's goal was to book one concert per month.
Unfortunately funding levels did not (and do not) 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 goals. Staff will now focus on booking only one
concert per quarter and concentrating expenditures from 12 concerts to 4 thereby allowing the
booking of bigger acts which should generate more ticket sales.
City of Allen 300 FY 2013 Budget
L Parks and Recreation
Golf Course Fund
1
1
Department Introduction
The City of Allen purchased Chase Oaks Golf Club, located on the Allen -Plano border, in
October 2004. The golf course operates under a separate golf fund and is charged with
balancing revenue and expenses each year. The course was closed for renovation in
FY12.
Rounds Produced and Cost per Maintained Acre
Chase Oaks closed for
construction on October 1, 2011.
The initial plan was to maintain
driving range operations in FY12,
but a change in plans resulted in
the driving range closing on April
1s' to begin range renovations.
The sole source of income starting
in April, 2012 is from Pavilion
rentals. Expenses related to the
project are included in the
construction budget with the
exception of personnel and
standard expenses such as
electricity, potable water, and
minimal operational supplies.
Revenue per Golfer
Revenue per golfer is calculated
by total sales from green fees,
cart fees, range balls,
merchandise sales and food and
beverage purchase. With the
course being closed for
renovation in FY 2012, the
revenue per golfer category is not
applicable.
City of Allen
Revenue/Sales
$40
$35
$30
$25
$20
$15
$10
P Wrchandise 1
Rounds & Cost Per Acre
$180
$2.02$161
$
OnrivingR nge
$342
$345
4000
$332
44,000
•Food B Be,
$495
S440$
4 62
54 22
$
42,000
$26.85
$2710
$L17 i
$25 80 i
3750
g
40,000
3500
e
38,000
3250
¢ 36,000
0
m
3000
34,000
32,000
2750
30,000
2500
2008
2009 2010
2,011
2012
Est.
■Rounds Produced
oCost Per Acre
Revenue/Sales
$40
$35
$30
$25
$20
$15
$10
P Wrchandise 1
$205
$180
$2.02$161
$
OnrivingR nge
$342
$345
$3.33
$332
$
•Food B Be,
$495
S440$
4 62
54 22
$
eGreenFees
$26.85
$2710
$L17 i
$25 80 i
$
301
FY 2013 Budget
Police Department
Department Introduction
The Police Department's mission is 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 in the divisions including, but not necessarily limited
to Community Relations, School Resource Officers, SWAT, K-9, Traffic, 9-1-1
Communications and Internal Affairs. The department 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.
1
All projections for 2012 are based on prior call history, projections made by the
department and other factors. '
PART I CRIMES (Major Crimes)
In the 2011 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 11 crimes generally refer to those crimes that include, but are not necessarily limited
to Forgery, Fraud, Stolen Property, Criminal Mischief, Liquor Law violations and
Soo
2005 2006 2008 2009 2010 2011 2012
Projected
The City of Allen experienced an overall decrease of approximately 4% in the Uniform
Crime Index -defined Part I crimes as compared to 2010. 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
City of Allen 302 FY 2013 Budget
calcualates 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 5.8%. In 2010, there were 26.16 Part I crimes reported per 1,000 residents. In
2011, that number decreased to 24.65 per 1,000 residents.
Based on UCR Part I crime (major crimes) statistics from January 1 through June 30,
2012 Part I incidents are expected to decrease.
PART II CRIMES (Minor Crimes)
The Department experienced virtually no change in the number of Part II crimes
reported in 2011 over 2010. When population growth is factored in, as described in the
Part I crimes section, there was a 1.3% decrease in 2011 Part II crimes per 1,000
residents when compared to 2010. 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 2011, there were 27.13 Part
II crimes reported per 1,000 residents as compared to 27.49 in 2010. Part II crimes are
projected to remain unchanged in 2011.
2,460 _. Minor Crimes
2,440
2,420
2,400
2,380
2,360
' 2,30
2,3220
2,300
2006 2007 2008 2009 2010 2011 2012
Projected
1
Traffic
As the City and surrounding areas continue to grow, the police department will continue to
experience growth in the traffic volume. In 2011, the number of minor (non -injury)
accidents increased 2.1% (1,968), and the number of major (injury) accidents decreased
0.6% (181) over 2010. Additionally, the number of fatality accidents in 2011 remained
constant. In both 2010 and 2011 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 2013 due to budgetary constraints. The department will continue
in its efforts to reduce or maintain accident rates throughout the community.
Year
2008
2009
1 2010
2011
% Change
Minor on4n'u
1,769
1,881
1,928
1,968
2.1%
Major (Injury)
172
192
182
181
-.6%
Fatality
1
0
2
2
00/6
Citations
20,340
18,551
16,876
18,688
10.7%
City of Allen 303 FY 2013 Budget
Calls for Service
In 2011, the department experienced a 7.2% increase in total calls for service as
follows:
Year
1 2008
2009 1
2010
2011
1 % Change
Dispatched Calls for Service
72,940
72,414
1.3%Directed
Patrols
89002
6
116,003
8.8%
Psrk and Walks
14,571
M73,3947
9
18 226
23.7%
Animal Control Calls*
5,412
4 742
16.7%
Total Calls for Service
176,513
0
206 643
7.2%
'Animal Control calls are figureo into total calls tor police semce
The Allen Police Department continues its proactive approach to crime prevention and
Community Oriented Policing. Directed Patrols, Park & Walks, Citizens on Patrol,
Citizens Police Academy and Volunteers In Policing are only a few programs the
department utilizes in this effort. The department is proud to report that more than 9,000
hours of time were donated to the department by these volunteers. This translated into
a savings of thousands of dollars and supports our Community Oriented Policing
philosophies.
As a part of the
Support Services
Division, the Animal
Control Unit is
responsible for the
safety of citizens
regarding domestic
animals, wildlife
and livestock. This
includes rabies
prevention, animal
bite investigation
and public
education on
responsible pet
ownership. In
addition, this unit
administers animal adoptions and provides housing and care for stray and unwanted
animals. In 2011, the Animal Control Unit responded to 4,742 calls for service. This is
an increase from 2010. In 2010, the Unit also implemented micro -chipping all adopted
animals to its normal operating procedure. Micro -chipping services will Continue to be
available to residents for their cats and dogs 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 304 FY 2013 Budget
F
1
I
1 Glossary
1
Accrual
Method of accounting that recognizes the financial effect of transactions, evems, ane
interfund activities when they occur, regardless of the timing of related cash flows.
Activity
A specified and distinguishable line of work performed by a division.
'
ADA
Americans with Disabilities Act
Ad Valorem
A tax computed from the assessed valuation of land and improvements.
AISD
Allen Independent School District
Appropriation
An authorization made by the legislative body of a government which permits officials to
incur obligations against and to make expenditures of governmental resources. Specific
appropriations are usually made at the fund level and are granted for a one year period.
Appropriation
The official enactment by the legislative body establishing the legal authority for
Ordinance
officials to obligate and expend resources.
Arbitrage
The ability to obtain tax-exempt bond proceeds and invest the funds in higher yielding
taxable securities resulting in a profit. Arbitrage restriction requirements describe the
circumstances in which investment in materially higher yielding securities is allowed
without compromising the tax-exempt status of the bond issue. The rebate requirements
identify what must be done with profits earned from those securities under the arbitrage
restriction requirement.
Assessed Valuation
A value that is established for real or personal property for use as a basis for levying
property taxes. (Note: Property values are established by the Central Appraisal District.)
Assets
Resources owned or held by the City which have monetary value.
Balanced Budget
A budget adopted by the legislative body and authority by ordinance where the proposed
expenditures are equal to or less than the proposed resources.
,
Bonds
A written promise to pay a sum of money on a specific date at a specified interest rate.
The interest payments and the repayment of the principal are detailed in a bond
ordinance. The most common types of bonds are general obligation and revenue bonds.
Budget
A plan of financial operation embodying an estimate of proposed means of financing it.
The "operating budget" is the financial plan adopted for a single fiscal year. The
.proposed budget* designates the financial plan initially developed by departments and
presented by the City Manager to the Council for approval. The -adopted budget" is the
plan as modified and finally approved by that body. The approved budget is authorized
by ordinance and thus specifies the legal spending limits for the fiscal year.
Budget Adjustment
A legal procedure utilized by the City Staff and City Council to revise a budget
appropriation.
Budget Document
The compilation of the spending plans for the various funds, along with supporting
schedules, tables and charts which, in total, comprises the annual revenue and
expenditure plan.
Budget Control
The control or management of the organization in accordance with an approved budget
for the purpose of keeping expenditures within the limitations of available appropriations
and revenues.
CAFR
Comprehensive Annual Financial Report
Capital Outlay
An expenditure which results in the acquisition of or addition to fixed assets, and meets
these criteria: has an anticipated useful life of more than one year; can be permanently
identified as an individual unit of property; belongs to one of the following categories:
Land, Buildings, Structures 6 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 suscepfible to loss.
City of Allen
306 FY 2013 Budget
U
I
0
..ar••anvovwr
runes mat nave Dean 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
CUP
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 crtme 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
Texas that are levied and due within one year.
CVB
Convention and Visitors Bureau
DARE
Drug Abuse Resistance Education
DART
Dallas Area Rapid Transit
Delinquent Taxes
Taxes that remain unpaid on and after the date on which a penalty for non-payment is
attached.
Debt Service Fund
A fund used to account for the monies set aside for the payment of interest and principal
to holders of the City's general obligation and revenue bonds, the sale of which finances
long-term capital improvements, such as facilities, streets and drainage, parks and
watertwastewater systems.
Depreciation
(1) Expiration in the service life of capital assets attributable to wear and tear,
deterioration, action of the physical elements, inadequacy or obsolescence. (2) That
portion of the cost of a capital asset which is charged as an expense during a particular
period.
EMS
Emergency Medical Service
EMT
Emergency Medical Technician
EOC
Emergency Operations Center
Encumbrances
Obligations in the form of purchase order, contracts or salary commitments which are
chargeable to an appropriation and for which a part of the appropriation is reserved.
When paid, the encumbrance is liquidated.
Enterprise Fund
A fund established to account for operations that are financed and operated in a manner
similar to private business enterprises— where the intent of the governing body is that the
costs of providing goods or services to the general public on a continuing basis be
financed or recovered primarily through user charges.
EPA
Environmental Protection Agency
City of Allen
307 FY 2013 Budget
Glossary
Expenditures
The cost of goods received or services rendered whether cash payments have been
made or encumbered.
Fiscal Year
A twelve-month period designated as the operating year for accounting and budgeting
purposes in an organization. The City of Allen has specified October 1 to September 30
as its fiscal year.
FLSA
Fair Labor Standards Act
Fund
An accounting device established to control receipt and disburse income from sources
set aside to support specific activities or attain certain objectives. Each fund is treated as
a distinct fiscal entity with a self -balancing set of accounts.
Fund Balance
The excess of a fund's current assets over its current liabilities; sometimes called
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 govemments as
Accounting Principles (GAAP)
prescribed by the Governmental Accounting Standards Board (GASB).
GIS
Geographic Information System
Governmental Funds
Funds generally used to account for tax -supported activities. There are five different
types of governmental funds: the general fund, special revenue funds, debt service
funds, capital projects funds, and permanent funds.
GO Debt
General Obligation Debt
HOA
Home Owners' Association
ICMA
International City and County Management Association - professional and educational
association for government officials
Infrastructure
That portion of a city's assets located at or below ground level, including the water
system, sewer system, and streets.
Internal Service Fund
A fund used to account for the financing of goods or services provided by one City
department or cost center to other departments, on a cost -reimbursement basis.
JARC
Job Access and Reverse Commute Program
LEED
Leadership in Energy and Environmental Design
Liabilities
Debt or other legal obligations arising out of transactions in the past which must be
liquidated, renewed, or refunded at some future date. This term does not include
encumbrances.
Modified Accrual
The accrual basis of accounfing adapted to the governmental fund type
City of Allen 308 FY 2013 Budget
L
masts 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 recegnized in the current period, but for which larger -than -
normal accumulations must be disclosed in the notes to the financial statements; (4)
interest earnings on special assessment levies; and (5) principal and interest on long-
term debt which are generally recognized when due.
Mission Statement General statement of purpose.
NCTCOG North Central Texas Council of Governments
NIMS National Incident Management System
NPDES National Pollutant Discharge Elimination System
NTMWD North Texas Municipal Water District
Note A certificate pledging payment, issued by a government or bank.
Operating Budget Plans of current expenditures and the proposed means of financing them. The annual
operating budget is the primary means by which most of the financing, acquisition,
spending, and service delivery activities of the City are controlled. The use of annual
operating budgets is required by State Law.
PEG Access
Public Education Government access. Refers to a cable channel operated by a local
government entity.
Performance Indicators
Specific quantitative measures of work performed within an activity or program. They
may also measure results obtained through an activity program.
P.R.I.D.E.
People First, Respect, Integrity, Deliver, Excel. The P.R I.D.E. program recognizes and
rewards employees who go the extra mile to provide professional, quality customer
service, including all full-time and part-time personnel
Reimbursement
Repayment to a specific fund for expenditures incurred or services performed by that
fund to or for the benefit of another fund.
Replacement Cost
The cost of an asset which can render similar service (but which need not be of the same
structural form) as the property to be replaced.
RFP
Request for Proposals
RFO
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.
Revenues
All amounts of money received by a government from external sources other than
expense refunds, capital contributions, and residual equity transfers.
RMS
Records Management System
Rolling Stock
Capital items such as motor vehicles, heavy equipment, and other apparatus.
ROW
Right-of-way
City of Allen
309 FY 2013 Budget
Glossary
TCEQ
SAFER
Staffing for Adequate Fire and Emergency Response
Texas Municipal Retirement System
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
TxDOT
Texas Department of Transportation
TPDES
Texas Pollutant Discharge Elimination System
W&S
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 mise 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
TxDOT
Texas Department of Transportation
TPDES
Texas Pollutant Discharge Elimination System
W&S
Water &Sewer
I
City of Allen 310 P7 2013 Budget