The URL can be used to link to this page

O-3029-9-11ORDINANCE NO. 3029-9-11 ' 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, 2011, AND ENDING SEPTEMBER 30, 2012; 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 2011-2012; 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 $164,485,514, providing a complete financial plan for the ensuing fiscal year beginning October 1, 2011, and ending September 30, 2012, 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, 2011, and ending September 30, 2012. SECTION 2. The sum of $164,485,514 is hereby appropriated for the payment of the expenditures established in the approved budget for the fiscal year beginning October 1, 2011, and ending September 30, 2012, 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, 2011, and ending September 30, 2012, 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 2010-2011 are hereby ratified, and the budget ■ Ordinance for fiscal year 2010-2011, 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 $1,700,000 for the fiscal year 2010-2011 are hereby ratified. SECTION 6. The City Council hereby approves the Capital Improvement Program for 2012-2016, 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 13ro DAY OF SEPTEMBER, 2011. APPROVED: Aiao zW9W Stephen Termll, MAYOR APPROVED AS TO FORM: ATTEST: Peter G. Smith, CITY ATTORNEY Shelley B. George, ITY SECRETAItV Ordinance No. 3029-9-11, Page 2 Ak ANNUAL BUDGET 2011-2012 Fire Station #5 iMAp Ipyi// t ALLEN, TEXAS I Fire Station #5 In 1999, the City of Allen voters approved the issuance of $1,335,000 in General Obligation (G.O.) Bond Funds for the design and construction of Fire Station #5 to serve the western portions of the City. In May 2007, City of Allen voters approved the issuance of an additional $1,375,000 to cover inflation of construction and equipment costs; however, these escalating costs continued to outpace the reserved funding causing the project to be delayed. On September 25, 2009, the City of Allen was awarded $1.8 million appropriated through the Department of Homeland Security (DHS) and the Federal Emergency Management Agency (FEMA) as a part of the American Recovery and Reinvestment Act of 2009. The goals of the project are to increase firefighter safety, increase citizen t protection, and enhance preparedness capabilities. By building this station, current response times will decrease for the western portions of the City from more than nine minutes to the recommended five minute time frame. An additional benefit of Fire Station #5 will be the ability to readily offer automatic and mutual aid to the citizens of Allen's three neighboring cities. This project consists of the construction of a new 10,600 square foot fire station located at the intersection of Shallowater Drive and McDermott. The fire station will have the necessary accommodations for 24/7/365 staffing, including a kitchen, sleeping quarters, and gender separate shower/restrooms. Fire Station #5 will be one of the first fire stations in the United States to be built according to Platinum LEED Standards. The facility will be the City of Allen's first certified "green" municipal building and will serve as proof to our citizens and cities across the nation that we are committed to our community and the environment. Find out more about Allen, Texas at www.tltvofallen.ore,www.allenU.com, and www.visitillentexas.com, i 1 CITY OF ALLEN, TEXAS ANNUAL BUDGET FISCAL YEAR 2011 - 2012 CITY OF ALLEN Approved by the City Council September 13, 2011 Councilmembers Mayor Stephen Terrell Mayor Pro Tem Debbie Stout Councilmember, Place No. 2 Ross Obermeyer Councilmember, Place No. 3 Joey Herald Councilmember, Place No. 4 Robin L. Sedlacek Councilmember, Place No. 5 Gary L. Caplinger Councilmember, Place No. 6 Jeff McGregor Management Staff City Manager Chief Financial Officer Assistant Finance Director Budget Manager Peter H. Vargas Kevin Hammeke Joanne Stoehr Trish Featherston C I T Y OF A L L E N Our 9dission To achieve excellence in managing development of the community and in providing city services so that conditions of living and public confidence are continually enhanced Our fledge to fulfiil 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 1 1 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Allen Texas For the Fiscal Year Beginning October 1, 2010 Prts t Pxautive Dir r TABLE OF CONTENTS Revenue and Expenditure Summary ........................................................................ 43 Revenue and Expenditures by Function Charts......................................................... 45 Revenues................................................................................................................... 46 TaxStructure .............................................................................................................. 48 ' Budget Assumptions................................................................................................... 49 Expenditures by Function........................................................................................... 50 Expenditures by Classification................................................................................... 51 GENERAL FUND DEPARTMENTS BUDGET OVERVIEW AllenEvent Center.............................................................................:........................ 53 Letter from City Manager..............................................................................................1 57 ' Fund Structure ...............................................................................................................9 Budget Process — Basis, Process, and Amendments ................................................. 13 65 BudgetCalendar.......................................................................................................... 15 Engineering................................................................................................................ Budget Process — Strategic Plan and Capital Budget ................................................. 16 89 StrategicPlan.............................................................................................................. 17 HumanResources...................................................................................................... Financial Policies and Practices.................................................................................. 25 101 EconomicOutlook....................................................................................................... 31 Library.......................................................................................................................109 RevenueSummary... ................................................................................................... 32 Combined Budget Summaries.................................................................................... 36 ' Police........................................................................................................................127 OrganizationalChart ................................. ......... :......................................................... 41 StaffingSummary ........................................................................................................ 42 GENERALFUND OVERVIEW Revenue and Expenditure Summary ........................................................................ 43 Revenue and Expenditures by Function Charts......................................................... 45 Revenues................................................................................................................... 46 TaxStructure .............................................................................................................. 48 ' Budget Assumptions................................................................................................... 49 Expenditures by Function........................................................................................... 50 Expenditures by Classification................................................................................... 51 GENERAL FUND DEPARTMENTS AllenEvent Center.............................................................................:........................ 53 CityAdministration...................................................................................................... 57 CitySecretary ............................................................................................................. 61 Community Development........................................................................................... 65 CommunityServices................................................................................................... 73 Engineering................................................................................................................ 85 Finance....................................................................................................................... 89 Fire............................................................................................................................. 93 HumanResources...................................................................................................... 91 Information Technology........................................................................................... 101 InternalServices.......................................................................................................105 Library.......................................................................................................................109 MunicipalCourt .........................................................................................................113 Parks and Recreation...............................................................................................117 ' Police........................................................................................................................127 Public and Media Relations Office ...........................................................................133 The Village at Allen...................................................................................................137 TABLE OF CONTENTS continued... 9121:31&-1;1A9[11 a11111IW, Debt Policy and Fund Balance Summary .................................................................141 Debt Service Requirements....................................................................................142 , TAX INCREMENT FINANCING FUND Revenue and Expenditure Summary .......................................................................147 Tax Increment Financing.........................................................................................148 233 WATER AND SEWER FUND Revenue and Expense Summary .............................................................................151 Revenue and Expenses by Function Charts............................................................152 RevenueDetail.........................................................................................................153 Expenses by Classification.......................................................................................154 Waterand Sewer.....................................................................................................155 Utility Collections......................................................................................................160 OTHER FUNDS SolidWaste Fund.....................................................................................................163 Debt Management and Fund Balance Reserve Policy............................................242 DrainageFund..........................................................................................................169 GolfCourse..............................................................................................................175 AssetForfeiture ........................................................................................................181 233 Hotel Occupancy Tax Fund.....................................................................................187 ' Grants and Special Revenue...................................................................................195 305 ReplacementFund...................................................................................................201 RiskManagement Fund..........................................................................................207 Economic Development Corporation........................................................................213 Community Development Corporation.....................................................................219 CAPITAL PROJECTS LocatorMap..............................................................................................................225 Major Projects - Highlights.......................................................................................226 Debt Management and Fund Balance Reserve Policy............................................242 Relationship between Operating and Capital Budgets ............................................228 Capital Projects Funding Summary ..........................................................................230 Debt........................................................................................................................ 233 APPENDIX Budget and Tax Ordinances.....................................................................................237 Debt Management and Fund Balance Reserve Policy............................................242 Demographics..........................................................................................................251 ' Departmental Performance Measures.....................................................................259 Glossary................................................................................................................... 305 CITY OF ALLEN October 1, 2011 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 2011-2012 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, 2011, to September 30, 2012. 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 2011-2012 budget and tax rate were held on August 9, 2011, and August 23, 2011. The budget and tax rate were adopted on September 13, 2011. The recommended budget for fiscal year 2012 is a conservative budget that allows for modest growth in the area of public safety while maintaining the existing level of City services in all other areas. This budget maintains the City's fiscal strength and enables City Staff to focus on 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 for Allen during a time when cities across the state are freezing or reducing programs and services. This budget is designed to meet the existing and emerging needs of our vibrant and growing community. The 2012 fiscal year total combined budget revenue plus beginning fund balance equals $211,337,935 and total budgetary expenditures are estimated at $164,485,514. Balancing the needs of the community with available financial resources presents an annual challenge in the development of the budget. The 2011-2012 budget reflects the efforts of the Governing Body and City Staff to address the need to provide services and facilities to our citizens while maintaining a strong financial position during a period of economic uncertainty. This budget represents the overall plan for accomplishing our goals and objectives for the 2012 fiscal year. Strategic Planning On January 29, 2011, 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 on the following page. Strategic Goals for the City of Allen, Fiscal Year 2012 Goal Enhance community livability and safety. Goal Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen. Goal Improve regional mobility through transportation initiatives. Goa14 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 Proactively work to protect, conserve and manage water resources. Property Values According to the Central Appraisal District, the final total assessed property value for 2011-2012 equals $7.6 billion, which equates to an overall increase of approximately $212.5 million (2.88°/x) from the previous year. Assessed property values have increased 17.8% over the past five years, as illustrated in the following graph, and reflect the significant growth we have experienced. Tax Rate The adopted budget reduces the City's tax rate to $0.553 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, $0.405328 is dedicated to operations and maintenance (O&M) in the General Fund, and $0.147672 is dedicated to general obligation debt service. The portion of the tax rate dedicated to debt service is 26.70% of the overall tax rate. This rate is consistent with the City's current policy to maintain the debt service ' portion below 35%. Cityof Allen 2 FY 2012 Budget I F History of Tax Rate Q.557 0.556 L0.555 [0.554� [0.5531 A A A A A 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 ■ Debt Service Rate ■ O&M Rate hdTotal Tax Rate The average single family home value is currently $220,809, an increase of $2,234 (1.02%) from the previous year. At the property tax rate of $0.553, the municipal tax paid on the average single family home will be $1,221. Home Value $100,000 2011 • •• $553 $220,809 (2011 avg.) $1,221 $218,575 (2010 avg.) $1,211 $218,527 (2009 avg.) $1,213 $217,600 (2008 avg.) $1,210 $210,600 (2007 avg.) $1,173 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. The City Council continues to place a high priority on the strategic goal of investing in the community's infrastructure. This is the fifth year the City issued debt from the 2007 election. In May 2011, G.O. Bonds totaling $5 million were issued bringing the total outstanding debt balance to $108.785 million. The debt service payments on this outstanding balance will be $11.963 million in fiscal year 2012. Programs and Staffing Levels The budget continues the City's mission of providing high quality services to the community, enhancing living conditions and public confidence without reducing current service levels or ' creating new services. Cityof Allen 3 FY 2012 Budget With the addition of the Allen Event Center, the City currently supports a staff of 713.10 full- time equivalent employees allocated among the operating departments. This budget recommends ' an increase of 10.14 full-time equivalent positions setting the employment level for fiscal year 2012 at 723.24 (18.0 FTE in the General Fund, 1.0 FTE in the Hotel Fund, and a decrease of 8.86 FTE in the Golf Course Fund during renovations). The staffing level is adequate to meet the City's growing needs and 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. Employees per Thousand Citizens 7.9 7.9 8.3 8.29 8.22'.. ® ® A ---a- 2007-2008 2008-2009 2009-2010 20102011 2011-2012' Proposed General Fund , The General Fund accounts for all expenditures of traditional government services. This fund finances operations such m Public Safety, Library, Administration, Community Services, Parks and Recreation, Engineering, Municipal Court, and the City's new Community Development Department, which is being created as a result of the consolidation of the Planning and Development and Building and Code Departments. General Fund revenue is generated from ad valorem property taxes, a one -cent portion of the sales tax, and a variety of fees for services. General Fund revenues and budget transfers total $76,775,659 for the fiscal year 2011-2012 budget, an increase of 11.61% from the amended 2010-2011 budget. The sales tax remains at the State maximum rate of 8.25% with 1% contributed to the City of Allen's General Fund. The sales tax is projected to generate revenue of approximately $13.6 million, a 3.5% increase from the amended 2010-2011 budget. This is a result of continued commercial retail development and population growth in Allen. General Fund operating expenditures and budget transfers total $76,775,659 reflecting an 11.61% increase from the amended 2010-2011 budget. This increase is due 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. The total ending fund balance for the General Fund is projected to be $15,411,161, leaving 733 days of operational expenditures in reserve, well within the City policy of 60 to 90 days. 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 Cityof Allen 4 FY 2012 Budget can be implemented, as needed. The City considers many influences as presented throughout this ' document along with trend analysis to develop and manage the budget as the year progresses. Water and Sewer Fund The Water and Sewer Fund is expected to begin fiscal year 2012 with a $10.09 million working capital balance. The total fund revenues are expected to be approximately $29,747,467, allowing for budgeted expenses of $28,979,420. Expenses include a $1.52 million transfer to capital projects for systematic water and sewer infrastructure replacement projects and future CIP funding. The budget anticipates a water and sewer rate increase in February 2012 in accordance with the latest water and sewer rate study. The $10.86 million in working capital ending balance results in 136.7 days of operating expenditures in reserve, which exceeds the City policy of 90 to 120 days. This healthy balance is necessary to fund future capital projects and ongoing maintenance planned to ensure that the water and sewer infrastructure will meet the needs of the City at build out. Due to careful implementation of the City's water and sewer rate plan, coupled with careful attention to cost containment, the City has been able to maintain water and sewer rates that are among the lowest in the region. In fiscal year 2011, the Water and Sewer Fund continued a very effective water leak detection program and completed the Texas Commission on Environmental Quality (TCEQ) Compliance Evaluation Investigation for Public Water System. The City's public water system retained its "Superior" system rating from TCEQ. Additionally, the Water and Sewer Fund cash financed ' approximately $2.3 million in maintenance projects. Solid Waste Fund The Solid Waste Fund represents the financial activity related to solid waste collection and disposal, including recycling composting services, and management of household hazardous waste. The anticipated revenues in fiscal year 2012 are $6,101,393 with budgeted expenses totaling $6,608,179. The total ending fund balance for the Solid Waste Fund is projected to be $2,641,223. Consistent with prior Council discussion, in fiscal year 2012, the Solid Waste Food Balance will 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. During fiscal year 2011, the Solid Waste Fund continued its efforts to keep Allen beautiful through its solid waste, recycling, yard waste, and household hazardous waste programs; and assisting the Keep Allen Beautiful (KAB) Board in the execution of key events including: Allen Recycles Day, Creat American Cleanup, Arbor Day/Trees for Allen Program, Earthfest 2011, conducting a zero -waste Allen USA event, the annual AISD Educator's Expo; and assisting KAB to prepare nominations through Keep Texas Beautiful (KTB) that yielded four individual state -level awards. The KAB program as an entity was also presented from the state level the Gold Star Affiliate Award and the Sustained Excellence Award through KTB. Allen was also awarded second place in the Governor's Community Achievement Award category for the City's efforts in involving community stake holders in keeping their community beautiful. The KAB program once again received the Keep America Beautiful President's Circle Recognition Award. Other honors include: the Greater DFW Recycling Alliance Outstanding Recycling Partnership Cityof Allen 5 FY 2012 Budget and State of Texas Alliance for Recycling (STAR) Outstanding Recycling Partnership recognitions; the North Texas Corporate Recycling Association Gr3een Whole Circle Award; ' and the North Texas Corporate Recycling Association Involvement in the Community Through Partnerships recognition. The Solid Waste Fund provided $431,658 towards City-wide litter pick up efforts and $300,000 in alley repairs. Drainage Fund The Drainage Fund is supported by drainage fees on utility bills and development inspection fees. The Fund performs drainage system maintenance, funds the City's contracts for street sweeping and greenbelt mowing along drainage ways, and mosquito abatement activities. The Food also supports the City's Texas Pollution Discharge Elimination System (TPDES) permit activities, and provides foods to accomplish drainage system related capital improvements. The anticipated revenues in fiscal year 2012 are $1,257,765 with budgeted expenses totaling $1,592,934. The total ending fund balance for the Drainage Fund is projected to be $891,973. Parks and Recreation Special Revenue Fond Beginning with fiscal year 2011, the City implemented the Governmental Accounting Standards Board's (GASB) Statement No. 54 (Fund Balance Reporting and Governmental Fund Type Definitions) to enhance clarity and improve transparency regarding the reporting of fund balances. The implementation of Statement No. 54 effectively eliminates the Parks and Recreation Special Revenue Fund placing the activities and fund balance related to the operations of the recreation programs provided by the Parks and Recreation Department in the ' City's General Fund. The City will continue to follow this practice going forward. Golf Course Fund Continuing to build its reputation as one of the best golf courses in the area, Chase Oaks Golf Club will undergo major renovations to redesign the course to improve the overall golf experience. While golf course operations will be significantly reduced, renovation related operating expenses are anticipated to be $1,242,618 which will be covered by a combination of operational revenues, and transfers in from the General Fund and the renovation project estimated at $1,252,055. Hotel Occupancy Tax Fund The Hotel Occupancy Tax Fund collects funds from a 7% tax on hotel rooms rented in the City of Allen. These funds are used to support various projects that enhance and promote tourism, the arts and the convention/hotel industry in the City of Allen. Fund revenues for fiscal year 2012 are expected to total $980,944 with budgeted expenses of $1,008,687. The Fund budget includes approximately $200,000 to cover the one-time expenses associated with the implementation of the new CVB Branding Plan (i.e. creating the brand's "personality," the development of marketing materials, etc.) and the recusing costs of operating the City's Convention and Visitors Bureau (CVB). CVB operational and personnel costs—which ' include the salary and benefits for 2 FTEs (1 Tourism Manager and I CVB Specialist) --are Cityof Allen 6 FY 2012 Budget budgeted to be $560,284. An additional $25,000 will 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 Fund is the combination of all risk and liability obligations the City incurs. Included in the fund are health and dental costs, for which the City is self-insured. The fund also includes premiums for workers' compensation as well as property and liability insurance expenses. The City currently maintains a prudent fund balance. Health care premium costs are continuing to rise due largely to the combination of new federally mandated health care requirements, a maturing workforce, and inflationary pressures related to health care costs. Due to the increasing costs of health care, for fiscal year 2012, employees will be required to contribute an additional 9% towards their health insurance premiums while the City contributes an additional 9% as well. 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 premiums will increase slightly (0.79%) due to the City's ' recent claims activity. The budgeted amount for this coverage is $375,263. Property and liability insurance rates have decreased relative to fiscal year 2011, but with the addition of newly insured property (Fire Station #5, Municipal Service Center, Hillside Water Tower, Public Safety Communications Tower, newly renovated Animal Shelter, and the Allen Event Center) insurance costs are projected to remain relatively flat for fiscal year 2012. The total anticipated amount budgeted for fiscal year 2012 is $558,855. 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 a multitude of sources. The fifth year of the newly authorized CIP program totals $5 million and includes: repairs to streets and alleys, public safety communications, upgrades to existing facilities, partnerships on roadways, central business district streets and infrastructure, median landscaping and street light improvements, Ridgeview ' Drive, and neighborhood park development. The plan recognizes the benefits such projects will bring to the City, as well as the fiscal requirements and obligations each of these projects will Cityof Allen 7 FY 2012 Budget entail. Total estimated CIP expenditures for fiscal year 2012 are $66.5 million which includes projects funded by all other sources. , Conclusion This completes the highlights of the 2012 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. Respectfully su:�tte Peter H. Vargas City Manager 11 Cityof Allen 8 FY 2012 Budget CITY OF ALLEN FUND STRUCTURE 2011-2012 FISCAL YEAR ' The funds that make up the operating budget are divided into three categories: Governmental Funds, Proprietary Funds, and Component Units. Governmental Fund Types Governmental funds are those generally used to account for tax -supported governmental activities. The City accounts and budgets for Governmental Funds using the modified accrual basis of accounting. This means that revenue is recognized in the accounting period in which it becomes available and measurable, while expenditures are recognized in the accounting period in which they are incurred. General Fund The General Fund accounts for all financial resources except those required to be accounted for in other funds, and include basic governmental services such as Police, Fire and Parks functions, among others. All general tax revenues and other receipts not allocated to other funds by law or contractual agreement are accounted for in this fund. Debt Service Fund The Debt Service Fund accounts for the accumulation of resources for, and the payment of, general long-term debt principal, interest and related costs. Tax Increment Financing Fund ' The Tax Increment Financing Fund accounts for property tax and sales tax revenues and eligible infrastructure expenditures associated with the City's Tax Increment Financing (TIF) zones and related TIF agreements. Special Revenue Funds The Special Revenue Funds account for the proceeds of certain revenue sources, the expenditure of which are legally restricted for specified purposes. Asset Forfeiture Fund The Asset Forfeiture Fund is used to account for seized funds or property awarded to the City by court order and expended solely for law enforcement purposes. Hotel Occupancy Tax Fund The Hotel Occupancy Tax Fund is used to account for funds received from hotel occupancy tax and expended as allowed by state law. Grants and Special Revenue Fund/Recovery Act Grant Fund The Grants and Special Revenue Fund/Recovery Act 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. In addition to grants, this fund accounts for special revenue sources such as Public Education Government access (PEG) fees, and fees for Court Security and Technology, Juvenile Case Manager, and Child Safety. Cityof Allen 9 FY 2012 Budget CITY OF ALLEN FUND STRUCTURE 2011.2012 FISCAL YEAR Proprietary Fund Types ' Proprietary funds use the flow of economic resources measurement focus and the accrual basis of accounting. Under this method, revenues are recorded when earned and expenses are recorded at the time the liability is incurred. There are two types of proprietary funds included in the budget: Enterprise Funds and Internal Service Funds. Enterprise Funds The Enterprise Funds are used to account for operations that are financed and operated in a manner similar to a private business enterprise. The intent of the governing body is that the cost (expenses, including depreciation) of providing goods or services to the general public be financed or recovered primarily through user charges. Water and Sewer Fund The Water and Sewer Fund is used to account for the provision of water and sewer services to the residents of the City. Activities include administration, operation and maintenance of the water and sewer system and billing and collection activities. Acquisition and construction of major water and sewer capital facilities and repayment of indebtedness from related bond issues and lease purchases are also accounted for in this proprietary fund. All costs are financed through charges made to utility customers. Rates are reviewed and adjusted when necessary to ensure the solvency of the fund. Solid Waste Fund ' The Solid Waste Fund is used to account for revenues and expenses associated with the privately contracted trash collection service and the solid waste disposal contract with the North Texas Municipal Water District. Drainage Fund The Drainage Fund is used to account for the provision of developing and maintaining proper drainage services to the residents of the City. Golf Course Fund The Golf Course Fund was established to support the daily operations of the 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. 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. Cityof Allen 10 FY 2012 Budget CITY OF ALLEN FUND STRUCTURE 2011-2012 FISCAL YEAR ' Risk Management Fund The Risk Management fund accounts for the health insurance portion of employee and retiree benefits, for which the City is self-insured. The fund also includes property and liability insurance and worker's compensation insurance, as well as the administrative costs of operating the fund. The total costs of this fund are charged proportionally to each of the other operating funds. Component Units Component units are legally separate entities for which the City is financially accountable. The City is considered financially accountable for its component units because the City Council appoints the board members, approves the budgets, authorizes debt issuances, and has access to the organizations' resources. Allen Economic Development Corporation (AEDC) The AEDC is responsible for aiding, promoting and furthering economic development within the City. Community Development Corporation (CDC) The CDC is responsible for supporting improvements in community parks and recreation, streets and sidewalks, public safety and the community library. ' The chart below shows the relationship among the various funds and their primary revenue sources. Rewnue Sources property Sales 6 Use User Tax Tax Fees Special Revenue Internal Services General Fund x x Debt Service Fund x Tax Increment Fin. Fund x x Hotel Tax x Community Dev Corp z Economic Dev Corpz Water & Sewer x Solid Waste x Drainage x Golf Course x Asset ForfaiWre x Grants 85 elal Rev x Replacement Fund x Risk Management x Cityof Allen 11 FY 2012 Budget CITY OF ALLEN FUND STRUCTURE 2011-2012 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 is legally restricted to expenditures for specific purposes. The purpose of this funds 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 Cityof Allen 12 FY 2012 Budget CITY OF ALLEN BUDGETPROCESS 2011-2012 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 January 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. Cityof Allen 13 FY 2012 Budget CITY OF ALLEN BUDGETPROCESS 2011-2012 FISCAL YEAR When all three parts of the budget have been prepared by the departments, Finance reviews ' them to ensure they are within the budget guidelines. Once all departmental budgets are completed, each Director meets with the City Manager to discuss their requests for the upcoming year, as well as any adjustments needed in the current year. The City Manager makes any necessary changes, and submits the proposed budget to Council 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 FY2012 budget process, although no public hearings were required on the tax rate, the City chose to hold two. 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. Cityof Allen 14 FY 2012 Budget I 1 Cityot Allen 15 FY 2012 Budget CITY OF ALLEN BUDGET CALENDAR FISCAL YEAR 201/8012 December 17, 2010 Strategic Planning meeting - Management Team January 7, 2011 Vehicle replacement lists, forms, and instructions sent to departments January 29 Strategic Planning with Council February 24 Budget assumptions meeting March 4 IT. requests due to I.T. March 11 Preliminary meeting - Risk fund March 11 Vebiclefor apmeat replacement requests due to I'mance(i motions week o/3/15) March 11 Personnel requests due to Human Reacurcea March 17 & 23 H T E budget dam entry training (March 17th at 10am and 2pm: March 23rd at 10am and 2pm) March 24 Budget kickoff meeting (10am, Council chambers) March 29 1.T. Committee meets March 30 Vehicle Replacement Committee meets Apnl 7 Vehicle Replacement and IT re.. toondadoas to City Manager April 15 Capital Projects (CIP) mfomation due to Engineering department April 19 Budget input deadline for: Public awiMedia Relation CVB Utlhn, Call"arns On, Secretary and Comud Community Svca(GF &Draims s) Planning Firwnre library Buddtngand Code Apnl 26 Budget input deadline for. PohreaadFire ParbardRerreaaao £ngmeeoW Communion, &—ce(R$ UB, SW) Ciry Achaboaranon Risk Management ? Human Resources EDCmdCUC April 20 - May 13 Finance reviews departmental submmals; meets w/ departments as needed May 9-13 Staff review of Hotel Tax Grant applications Week of May 16 Hotel Tae Common. makes warner andean n, to City Manager May 31 - June 8 City Manager/department bead budget review(Memorial Day holiday is Monday, May 30) June 10 Department summary pages due to Finance; Org charts to Finance from Human Resources June 9 -June 24 Final budget preparations July 1 Preliminary budget information to Council July 8 Deparmental perfommncc measures due to Finance July 13 Briefing to department heads an proposed budget July 25 Deadline for chiefappraiser to certify rolls to nixing units July 25 Calculation of effective and mllback tax area (County publishes in 7/28 paper) July 26 Deliver Proposed Budget to City Council; Council lakes 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 and tax rate July 28 (Thursday)' County publishes first notice of public hearing an tax rate (at least 7 days before public hearing); Post an City website and cable charnel will 8/24 (or day after last public hearing) July 28 (Thursday)' City publishes fiat notice of public hearing on budget (5 to 15 days before public hearing) August 9 e First public hearings for budget and tax rate; announce done, time, and place of vote on tax rate August 11 (Thers)' County publishes second notice ofpublic hearing on tax rate (at least 7 days before public heating) August 11 (Thurs) • City publishes second notice ofpublic hearing on budget (5 to 15 days before public bearing) August 12-14 Council budget workshop August 16 CIP document to Planning & Zoning Commission August 18 (Thursday) County publishes first Notice of Vote on Tax Rate August 23 a Second public hearings for budget and tax late; announce date, time, and place ofvote on as ram August 24 (or 31) Remove notice ofpublic heating from washout and TV, post Notice of Vote on Tax are until 9/14 August 25 (Thursday) County publishes second Notice of Vote on Tax Rate August 30 Special called meeting if needed (publish budget notice on 8/18; no additional tax notice required) September 13 Adopt budget at regutar council meeting; adopt rax rate at regular Council meeting September 14 Post supplemental notice on website and cable channel if required (post until 9/30) October 21 Final document published (to CM office for 1025 Council meeting, • Dates ofpubbc hearings and related publications subject to change Cityot Allen 15 FY 2012 Budget CITY OF ALLEN BUDGET PROCESS 2011-2012 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 Managers 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 2011 Strategic Plan document, which was the basis and , justification for budget items requested for FY 2011-2012. 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. Cityof Allen 16 FY 2012 Budget City of Allen 2011 Strategic Plan Implementation Plan Year Tar •t ... - .. .... mlbad.2 O l9trati les: 1 1. papaasNe antl yrvkes Poppet 2003 Object, Objectives', OWecfivel. Upgrade Polnd Safely Communication System Poli The Junk doll Ot,sch 2 Impmveaism, znaa aommentramius canter pnkce,Fre 21 D-10 Phil Fnemeely-a feclmology loenhancepu�bltic etl�e"hersskovas Police Fire 2,02 Daddi CraabadwganmpuvYle Mmlrq �•,�_,�a�w.�_�,+' epomm'astroi nasrosid. Pane Arun. `�" d� Ongoing Objdrushe Othadvel Use the 'PD So' concept ase lemplale to encourage mixed use devampromme Nat meal 'Baby Me. "to Ile desired density vananons and mor levels lhal are amanrve to eromers' Objective create aMbr expand amenities and programming for whys semore PbR 2010 Objects,3 Recruit We madicelRaelm resources needed M support a discover populatim AEOCNIen 2010 Jan -11 Menstrual On9old, ObjeMlen' ObRtlive 1 Continue Implementation ome NegMxnwtl Megnry Prrgmm Plan AG Aul Omeneve2 Develop a mvibl'uaoon plan far older negnbomo and commercial developments Plan "d "-to Objective 3. Cantlnas assessment and neighborhood idide y plan that encourages and rewards plan "s, Jul Onager, owrere caller than penalizing them through code -former L Voi J2Val CenlitheaalsMe Plan preen Ongoing(Mr muses: Objective Update Allen'z Comprehnam-Plan Plan 2009 Oec-I Nowee"5. M.x.... Conbued lMlphharhood Panes xllh Dedins her Water Censem0en P" 1W3 Jath ' Orel obiectmea: ObpGNe 1. Conslmtl W lndndge Noghashaad Farts P&R 21 Jul 11 Stedins2 CormWtl Shelley Farm Neighborhood Park Pi 2007 Om10 �!. Retinal 1RPaMe PMMrb bell lields) Ongoing Objepives' objective Identify fang farm uses far the pmpedy PbP 2002 Nov10 11111111NIlaey 7. ImplxnaM eaMy monbodng*y . tnroupMM the pare system PER MT Jul Ongoing Objectives: Cblatllve l- Insall video camels recomme systernam City pads PflR .1 Jul O Cil Allen 17 FY 2012 Budget City of Allen 2011 Strategic Plan Implementation Plan Coal 2. a -him with agencies and addearearyindental units that rear Target Responsibility Identified Data Ongoing Sbategies'. strategy 1. Create a Plan to p..ad with the constnctlon of the Arte of Collin Admin 2010 Jan-tt Count grgled In For 2010. Ongoing Objec ireCrealeeplair Ob1rc.Lval t.ptw,,n Is mannal an, management smpnn n., to begin Armin 2010 wnslmction of the lot pnr-.1 le, Arts 01 Collin County 1,rl liberal enabngMgomw pnTarahlps PSR 2006 Fab60. Ongoing Objectives. Obledive 1. Develop plasmas win ASA tortillas aOlate tacililies and recrearonal appmuniues P&A 2005 Mar 10 Public Softly Regional Parthenape, Pounds. 2605 Jan -11 Danger, oblast s: Caroli Canunaa to anNanoe exlaang panneranipa ad, FEMAala.—abnoSWadty PolydlFlre mw ran-lu e negurnea from Collin County, NCTCOG, Instant, and olMr PSA Zg60 JYN9 an0aptllbs ....._ .. -: Ongoing obl•c0a••. OLyealirel SubsidiesandEsbE4an relationships wit mmLng and new memberdCovtlY SeP11 Carrmisaio Carl OaxN,a3 put Continue bpurweappendages with Me Nlan Independent Scl'mlOisMd (g150)W Mer-tl ging A OtyecLve4 in g is bar oipen Obbmgranlsbrepen space Pan 3605 Jul -11 Oaectiae <. Conk collaidn", wib nagM1baring cammuntlres,Cwnry eM NCTCOGbenaun p6R 3Y9 -I rearyarr Oaetliaa 5. rannedrvity Monitor PelmpacLs on Allen avaresult of NeIDIDCanada Date Mi -13 Hwy 5. Canadian beginning been Ongoing Objectivey,'. Objective Continue pannersM1ips wish 4DOTlnrow mslway projects (sea Goal y Socia 2) Erg 2005 Deal Obje.-2 Cordaro partnerships with County for new maAYay notable (see Goal 3, Samoan 2) Eng 2005 May 10 uwtlanq PbOt��ww�'fK.l2 education and hlgh""W Ub Ongoing obiecnvas: Obsctivat Work wlN valour Universities b Pursue opponuMles M opening a serotina rnday Plan 2" Di Oble ive2 Partaiib local sebMb ManagedMna b dakP and conduct ch Proems for bilingual and Library Mies Cast-10agaaal needs mudren Stntur,7 Guinn and Ad vtdle Taw Admin 2006 -ISw Hanseatic. Ongoing Obiecrinee' OblecfiveI Lagislatiaa advocacy do-hsraalmn and prddi ole Ctlyplaboartlagenda AdmiNFlre 2006 May 11 06,-dve2 Monitor suite legislation argues, public Lensponecia, Nnds, Eng ace he'll ObPand3 MmtW anile legisiden mod irn am.. relabel to M1ame Awmfs arssockerns Fre'Danning Att May -11 ab'atiot w0rb w161 padPera ro Pnbat and gunaene new rel ra "a CSMK Ongoing Objectees'. OhlevW. 1. Won web NCTCOG Is protect and lmproee air quality Eng 2007 Dec1. Old,dove 2. Won AM paNgre b protect and Wnssoe electricity CS M7 Ond-13 Charges 3. Admenesbr Ole Teraa P011uod Dec.,. Elminsidn Syrsbnj belad Poland Eng 20th 0.10 Cityof Allen 18 FY 2012 Budget I City of Allen 2011 Strategic Plan Implementation Plan k Cil Allen 19 FY 2012 Budget DOnt 3- I exportation initiatives Ongoing Strategies: Strategy 1. Develop a locallregional transit plan including mass transiVligld rail Plandi 2000 Nov -01 Ongoing Objectives: Objectme t. Researtll neenneaaleily of ocauransportation System lnrnugn pamcipatmn in NUTCOG Printing 21100 Joel Reglonel Slurry ObPtlias2 Edurale jecans regading fie Cris bemparratm needs PAMRO 2013 Daolf OEjedive 3. rand election regarding mass Loring Cit, Sac 2003 Nov 11 Cull Begin implementing may Cranes plan AdmiNpan 2003 J-13 0Olacnva5 Need andnJBinglslal— coupon a pursue mass fonsNllgn mil Phi 2008 J." StM,, 2 Continue W leverage County, Stab (TxDGT) and Federal reeourcx, found Reading Ongoing Objectives: Obiecfrve 1 wcd ,In TxooT on Us 75 Eng 20. Jull Cbjecbve2 Recnvolayi US 15 and SN 121 shooralga Elp 2001 Dso10 OLjecgve3 finance SH121 Regional Toll Revenue Reason rood socia s Eng 2007 JUL10 Onjediva4 Contlnuap.no ersnips ..In County for new noonday pr,res Eng 2005 One 12 Strategy 3. Actively abodt to address legislative issues related to transportation Marin 2008 Daunt Ongoing Object...r. 0400eve1 Foml a Colon county court with nelgnbonng acus In actively pursue aglsawe Realer, 2000 Deolt aMUOons of saveporation Objective Coulan.eecgve membMnip In Oe1W Regm..I Moor, Coarnan NCTCOGS Regional Erg zlpl Deci Trereponsuc n C..na1 anal dtergg.nlranona k Cil Allen 19 FY 2012 Budget City of Allen 2011 Strategic Plan Implementation Plan Signify. enhance and communicate Allen'. identity to the region and the Goal 4. nation. MILMngibill .ni glool., Position the City of Mien a Convention end Vivings Bureau as Me Strate" 1. parfincliple vehicle bar attracting gaing, opportudgenes and establishing the Char as he an Ongoing Obj,,t,-. Page a mission nrismant and strategic van for the Allen convention and MBIkM Adingereft MID Deal Cred, (Coe C1,11pon 2 =a . passing Us CM a purps. ad issue a a ,,, in an g-rp, and events W the Our WAIH- Sh.aDe Mien through the Mi.. USA a.l.b.fiD. ad all ....... I Strategy 2. P&R 2009 Jul wandage Ongoing Objectives otheagave 1 Develop a Plan fer Me Utum of Nor USA PAR 2009 Job 11 Dt,se,go.2 Develop a Pan poideraffer and establish a woured marquee andual went in Alan Plan MID Strategy 3. Advance Trails Plan to andstere continuation and conne�wity ..to. Ongoing Objectives 011 Commus, comentruchold of tonemprovements toemprensent the regional A, dow theii Page Mar MI ."i d (Debugger the 7 mile Trall Loops I 201D Still .session J �m�ct the 6 date Trad Loop 1 2010 Ded, 20 S�gy4. Condrogs to seek open space funding ��kl 2002 0el (gosing dip,rptiah. Sal 1 Mar... Fx— PoqAdI psR SUID c, ld Strategy S. Ple. for the deal,. and ..nft�.. of ..� City ft*. ad R...UDn P&R. 203 khA legallither; Orp.mSocisdial. Dfi 1 detached be. oncremed l dj theireard -rompoily;wkeent of US 75 Pill 2003 Mar 13 012 Design and Construct Citimpars, Ines, Phase 11 Pan M07 .:,!A Olb,can. 3 Design and Consul an Addlefic Complex Pat Spur I 1. 1 Objectrus 4 Removate I oxmhng Joe Former Recreation Center Pan Man D. 13 ob,stive I expead, reand Pool P&R 2A. Stradell So Signify Me City ad Mien thmugh Magnification aff� P&Mno Ongoing Oct sonsons Shont"n 1 C ... mi -I City E,tr,r,, M .... our PNP Itent No, IC .al I In perement she PI An Career Plan PUR 2007 Mar 11 $�Wgy 7. Ongoing, Libl.� .�h appeogritheridd. fair Me candenderefty Liberes, 2005 Useful Dancing ouri,ingfireard .tr 1 Enhance onsdal efforts I axcodw,yx the use contend, mmcas LAM., me Ospll Christ— 2 Formach ifforn, .—As it unfenousion —I. isideradval Cipparry 2005 Ol Opens— 3 gromixecladdinclammeng parady rweal,,,alreadi,g and agawriberemsecifundent Inbraw 2nna Opi ,Wmal aid socal trends StrqUsW a. Present. R..l ad intellectual d..I.,.a.t th,.u,h whilefts and Library NO2 001,141H prograrres. .nqAdg .1opoolude, alrn't— I D,,,I,p and di ,q,q,,q iii S, the qdIl an... dispare gress Spot 1 Orporthe 2 Ce,"n parepreel -t ... I pournme up se— me A -mmumpy still, pl ... .. d firm, 2v6 0.10 ps—I comm, Obscure. 3 Dd-1 In and prepand programs to demnsda and resonant a broad range of preadvo Lbrarx DSI oct�lo expression and modest proodroppre �lop a H�fty Cobjefignithis Inklative to encourage Angeles, wom� PSUR 2007 Dgeo4val and b..� li�". Ongoing Objectives Obion,to 1 Implement the Aftence for a Healthier Allen program pan 201 On, 10 �W, 10. Update Me CHI P.I and Recrinfli.s. M..W, Pink 2007 Sel Ongoing Objectives Cuberls. 1 Identify prurge Ifir Menten Plan rise 20t Ap, 10 Jeri 2 Present Roadomm-palsons to, P&C powder Plan Imiq 2007 Sep 10 �t�y 11. EUr+hasin mrk*WM �m W communal Mien's ]density PMRO 20" MI OnWing Objectives od .da 1 ormande A end..- A Cents speregas PWRO MOS Mi Csi D Design 'Pringe, fer major Cis, Nburgagooda PMRO Mae Mi Objectan 3 Devernmer—somedu dervakepare a Brandfir, nation, Pat MI Citynof Allen 20 FY 2012 Budget 1 City of Allen 2011 Strategic Plan Implementation Plan unposimemommily Invest in public infrastructure ,. Ongoing Strategies. Strategy 1. ImpNmentathon of Me 2007-2013 Capital Improvement Program (OIP) Erna 2008 .� Ongoing objectives: ogadrval implement be CIP GO Bond Program Eng grand paOm On -vis 2 Course .,,In cilisens on Ne star,, of Bonn Pm,Os EngIPNMRO 2000 Jul Opecti PFdy for Me rive of Ewmmic SOmulue Plan Uafars for GP pmlecls Erg gide Sep10 ObiecOve4 Crease a land aaplpMbn pan Met take, advantage of anent maM1etronditlons and Erg 2010 fine ann rusts b acquire the land nearer for Shon4erm infras4ucfure protects Object -5 Campge ideas feral Month hill Eng 2008 li Stral2. Coal to Implodes 4a(thc manNamartt WMM that City Ongairg Objectives: Ogetlrve t. Construct an integral spoM1soiial bafic,gnat system to Provide far mpwM Erp 2000 1 moraW gaM cmrdlretl n Oblece-2 Design ann candlr bNFu signals to arson safe and efficient traffic management Eng 2Wg S."a Develop antl�Mtrxtructun Maintenance PleNacbetlulea for Stagal 3. ce CommunlN tlona _ - OOn—1Objedlvee Objedrvel Cominue alley replacement program OSIEng 2000 Got10 01"'I"ng Review long-term main roar—ot existing holicgs streets, w ,for ann aewnr line, Cd 21108 Dea13 Strate0y0. ConaWCt antl lmpmes toatlway lntraatmcture Ongoing Objectives: .coeds. 1. Conal to advance capital rnpmvament program to lake advantage finned eancmc Enj 2010 wndlbn, Oyanoe2 East SYq Road Impmonal - Phase 11 Erg =7 D-12 Obi 3 Exchmga PaM1way underpass at SN 121 Erp 2007 FalaW Ob,'ective4 Ringevles Oave Erg 2007 Not Opfuld 5 Ridgev'few Off _US i5 b 5bcy Road Ere 207] fill Obpcdve3. Ritlgavi—Dnve-StxybPlma Ery 2007 Jg-15 Onful7 Ringeview lnbMm MN US 75 Erg 2(O7 Ded-13 Objective 8 Bethany DMa the XXM deal Strategy 5. Plan for Me constmctlon of neetletl City fadlltiea Ongoing Ohjegiws: ObjeNVeI Promote a more green approach to construction of new lactllbes Erg me Call Opeclbe 2- Cgral In, Into, 5 EngTin "S Oeo-10 O1,oMd3 Gica cl Fire Smtinnd Enryflre 2005 Nodi Cityof Allen 21 FY 2012 Budget City of Allen 2011 Strategic Plan Implementation Plan Sa9tli WNYb eWnfbnY neellence in City dOvarnment services Year Target Rndam, 101rmi1RdMed Data Engines, 8bateplea: I optimW111rerformance and customer Nrvice ... ,Coal Ongoing,Obleadvae Creep -1 R--. and, we M."MA technology R sera Age" OpMI EIIgMueeol Olslwb plan 2101 0.i10 Oblonal Imperial Me IT Mzsler Plan IT 2007 Om -00 Objectives Comiaera wMY mnmunecal pltllwm n 2000 Ccb12 oavelayNo. Rae.. pnlgeems to hero.. the Cil, that le tM Who te9y 2 "Employer HR 2000 D.10 of Choice" Ongoing Objectives'. Obledwei. Develop a pmleseion 31 reve-0vpmenl pmgam or city emg,yeee HR ad, Oed12 OblecINe 2. Canto. 0 improv, and mantaln reality staff HR 2007 D.10 Canadian 3 Enhance agartame, Plus training progran'a HE 2000 Oso - 10 Octacnvea. Continually ravlew anJ ager— HR worito maimam an e.cenem woMom, HR 2ge Der 10 $hnuapy 0 Contleually Enhance Me City of Allen's Customer Service Approecl to He 2006 Carl Oeliwn. OOaAy Sant.. Ongoing Objectives. Obieebel continue b emphwirt Me QNa agem:abonal values through the PRIDE program HR zoos D„IE Strategy A. Ensure eauition fiscal management to maintain puNlc trust Finance 2000 Cgt-io Ongoing Objectives. Object -1 Improve chancie decreasing using technology and more Al policies and procedures FNHR 2000 MarIII Dear-2 PmvlEe and maintain pubad,myd Ahn Me rylended avenue limits lacing Ma City Fnaere 2007 odi Oeedive3 Monitor the Choy capital nveslmencs during economic challenges Emends 2009 Cot 10 Oblecllve4 MelntamPuslaln financially sound coaniation 1.— 2000 Sal Stmmgyx Continue to llgldi the Ciys Ewmplary Programs through Regional, Mmin Stab. and NNional ARard Applications Ongoing objectives' Oe,D,,,1 Apply Er TML Municipal E ... Inw Awards Admin 20. an1. Object-2 Apply lar N LC Awarm, Admin 2004 1-11 sft"ys. Continue to malnbin and sehancer customer wrdice _•.a>•IIh Mai "'111iii Ongoing Objectives Objectee 1. oenlmueEmvesligale he pacion ill at. ..m.. Dad implement a, ho I .... sGmns Flagman 2042 Ma,lI Colorado to Protide Creetlw odgmal Programming on the City of Alen Seral9 o nc-10 Cowmmam Channel al - Ongoing Obiectie s: Cgeclive1 Capped. to devall award wmnm, program... the Cirl ode channel P/I 2006 Dal Cil Allen 22 FY 2012 Budget 1. I City of Allen 2011 Strategic Plan Implementation Plan Provide economic investment that increases employment Opportunity. the Goal 7. tax base and provides desired goods and services for residents and contributes to the community character and identity Year Travel Responsibility identified Date ..'s, "Uhe". Cil Allen 23 FY 2012 Budget L Identify the type of industry the City of Alen dealings to recruit o the Strategy t. SH121 corridor and encourage development of commercial space that is AEDClialan 2010 Jan -11 ■rF moat numerous"to meet those needs. Ongoing Objectives: Oninrx.c1 Beprepared fig remLvaal coryomse relcaagon candidates m Nlen A0whad 2010 Jan 10 Use paMenNps and inning to stored didelopmenuhat will modurce for value dMe AEDCIPIan 2010 Jam 10 "I_,,i+2 121 Connor L Stratgy 2. Creatand implement a timetable for public and private investment in the PIanIAEDC 2005 Der e undine the US T5 and SH 121 InbrCM1al IIII�E Ongoing Objectives: Oq'xM. 1. CoOnus dab]ue with devebpersregardlng oMtr plans for a meed use Missouri (US PWOK-10UEOC 2006 O10 ]5= SH 121'rXerchuree) Objecame 2. Use public'rcenlive to OW Ne ensure and d ... glaeM M he pr%ecb in MN erre p In DC 2306 D.10 (US 25 and SH 121 marriage) Remah involved in the seasonmakingRotes for all and imgemental of Me SH EM SAO Dan10 OgeNve 3. 121 Paled ProvMs public.: rexpadbe end ... Istan. Iof a nuc r StrategyS development in the Garden District Ongoing Ould ivi s' Oblecuve1 Use an "open arms" approach to onmm the developer conenuas Aemlail development pbNA[DC 2446 W-10 ccon ing b the plans and schedule Chpprve2 Continua active mvuiMenVaction;dalogue throughout the entire purled Pranfi C 2006 W-10 SM1ategyl Cofdlnua fD to achieve CM goats for company 111111L' AIDC 2006 JIM Ongoing Ohjedives: recruitments retention Chance.I Cantin.. inducers and 01.1 M'. development preduds for Ne Cil, of And AEUC 2006 Dee10 04trctive2 ConoFue 0 ideal and target ofiw bon development prcCucb far to City of NM AEDC A. Join11 Objective Maintain economic Iiterslry Mroughbgete! manigent aM marketing NEDC 2006 Jen -11 Oblactive4 Local loduse, Rdanem A'OC 2006 Basco Objectives Raved when service triaged developments fo Alan AEDC 2006 Judi Coactive6 Develop and Promde BusFess PeMs Moe 2008 Judi (Sharon, 2. Ramji lunation Companies neolog4n 2008 D-10 Objective8 Recruit Data Cancra AEDC 2009 Bill Bowen.9 E.g.. new agenda, W encourage economic development AEDC 2008 Jill Strategy 5. Menage growth and redevelopment Plan 2003 Oct Ongoing Objectives. Obiedbe1 Dan tocna,nnreds—llopmenl of cid ermmmemial.reds 26W Ont -10 Stntpy 5. �Plan Chinese a stable Centel EkaINgr District(CeD) Stan 2004 Jan -11 Ongoing objectives: ON.N.1 Redefine he virion tin he COD Plan A. Us,c-m OLyective2 Evaluab the codryeneh M fNevelogra lMthe CBO Man 2004 Mail Cati I mgest'm COD lnhasbadute an All Jun14 Otlydive4 Identify potential developers Mr the CDC Feenvi C 2001 Jan,I Inleata wetef davelopmant Issues rel"he"lalnaaaa Sb .,T. Ntdon Ongoing Ojecllves'. Collaborate with colleges, the business community and AISD b mrure Alan has .0 Jerv11 Obieceve 1. appropnele macer lecnedwg,, college prepaabry add general waspargeory bakig AEDC Og-..2 Deal a pan W gvltiry and Maine whet hung M wskrona is needed bnemon to Alan MEDIC me Cil Cil Allen 23 FY 2012 Budget City of Allen 2011 Strategic Plan Implementation Plan G.1 8. Proactively work to Protect. conserve and manaoe auneraaras:- -><. ear--.. _:.,.. Tear Tar at Identified Data Ongoing Srraregies. Cityof Allen 24 FY 2012 Budget r Strabey 1. Develop water conservation Initial Mat me? call Inulinases and Oil orxratil to adopt a Ongoing Objectives: ObecOvel Enbdnceprogramsl<Inrorm a no decoded db®ov an busmes5ea area wrier CSM&R 2007 OcblO Oboatlee2 lineament rides to namva dN operations mleled to water conservallon Cill 2009 BPaN a wider and sewer lnM1aatructure amp Mrs; ..x0.1100 Ongoing Objill Opined—I Replace blade Water Tower Wien a 2 million gallon cWnp,andlank E, 2005 S."O Orletliva2 Remnewct a dee lineation ane!Prodman Ey 2005 Jen -12 Cityof Allen 24 FY 2012 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2011-2012 ' Introduction The City of Alien, 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 yearend 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. Cityof Allen 26 FY 2012 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2011-2012 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 pay -as -you go revenues help stabilize per capita debt and lower annual debt service costs to the City over the long-term. When interest rates decline, the City will analyze the benefits of issuing advance and current refunding bonds in order to take advantage of the economic gain obtained from the reduction of long-term interest costs. The City has identified the maximum amount of debt and debt service that should be outstanding at any time (see "Debt Policy", in the Debt Service Fund section, as well as the discussion of debt in the Capital Projects section of this document). Investment Policies The City Council has formally approved a separate Investment Policy for the City of Allen that meets the requirements of the Public Funds Investment Act (PFIA), Section 2256 of the Texas Local Government Code. This policy is reviewed annually by the City Council and applies to all financial assets held by the City. Investment Strategies The City maintains portfolios which utilize the following four specific investment strategy considerations designed to address the unique characteristics of the fund groups represented in the portfolios: Operating Funds: 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. Cityof Xlen 26 FY 2012 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2011.2012 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 • Li uidi and availability of cash to pay obligations when due • Receive the highest possible rate of return field consistent with the City's investment policy • Investment officials shall act responsibly as custodians of the oublic trust. Responsibility and Control Authority to manage the City's investment program is designated by a resolution adopted by the City Council. The Finance Director 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. Cityof Allen 27 FY 2012 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2011-2012 Investment Portfolio Authorized investments and maximum percent of total investments include: Collateralized Certificates of Deposits (CD's) 30% Collateralized Repurchase Agreements 30% U.S. Treasury Obligations 100% Municipal Investment Pool 100% Commercial Bank Savings Accounts 15% U.S. Government Agency Securities, non -callable 100% U.S. Government Agency Securities, callable 70% U.S. Government Sponsored Corporation's instruments, non -callable 75% U.S. Government Sponsored Corporation's Instruments, callable 70% Commercial Paper 20% Banker's Acceptances 10% Guaranteed Investment Contracts 25% State or Local Governmental Obligations 30% Term of Investment The maximum term of any investment may not exceed five (5) years. Quarterly Reporting On a quarterly basis, the authorized investment officers will submit a signed quarterly investment report to the City Council that summarizes investment activity for each City pooled fund group. The report must contain information required by the Public Funds Investment Act and include beginning and ' ending market values of each separately invested asset, purchase and maturity dates, additions and changes to the market value and fully accrued interest for the reporting period. Procurement Planning All City purchases of goods or services are made in accordance with the Texas Local Government Code, including Chapter 252, Purchasing and Contracting Authority of Municipalities, other relevant federal, state and local statutes. The City's purchasing policy requires all purchases greater than $15,000 be approved by the City Manager and purchases of $50,000 or greater must be advertised in accordance with the competitive bid process and awarded by the City Council. The City implemented a Procurement Card (P -card) Program as a cost-effective alternative to the existing purchase order process. The P -card is used for small dollar/high volume purchases to assist employees to more quickly and easily obtain the goods and services needed to get the job done. Internal management controls together with the card's inherent controls will ensure that the card can be used only for specific purchases and within speck 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. 1 Cityof Allen 28 FY 2012 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2011-2012 ' The following shows a summary of approval requirements for purchases. ' Prompt Payment All invoices approved for payment by the proper City authorities shall be paid within thirty (30) calendar days of receipt of goods or services or invoice date, whichever is later, in accordance with State law. The City will take advantage of all purchase discounts when possible. Checks are issued every Friday of the month except on holidays. Insurance and Risk Management The City has a comprehensive risk management program, including property, liability, safety, workers' compensation, health, dental and wellness. The City has established a self-insurance plan for City employees and their covered dependents for medical and dental care. A commercial insurance company re -insures the City for individual claims in excess of $125,000. The City participates in the Texas Municipal League Intergovernmental Risk Pool (TMLIRP), which provides the City with a full range of insurance products and services. TMLIRP carries the City's general liability, property and casualty, and workers compensation insurances. Balanced Budget The City is committed to a balanced budget, and provides full disclosure when a deviation from a balanced budget is planned, or when one occurs. The City defines a balanced budget as one in which total appropriated expenditures are equal to or less than total projected revenues plus beginning fund balances. Long -Range Planning ' The City's annual budget process involves incorporating the goals and strategies identified by the City Council's three-year Strategic Plan to provide for the community's highest priority needs. Strategic planning begins with determining the City's fiscal capacity based upon long-term financial forecasts of Cityof Allen 29 FY 2012 Budget APPROVAL REQUIREMENTS FOR PURCHASES Requires Director or Department Purchasing City City Dollar Figure Quotes Desi nee Director Manager Manager Council $0 to less than $3,000 (purchase order or credit card)J J $3,000 to less than $10,000 J J J J $10,000 to less than $15,000 J J J J J $15,000 to less than $50,000 J J J J $15,000 or more Professional Service Contracts J J J J $50,000 or more (Formal Bids - State required over $50,000) Materials and Equipment J J J J ' Prompt Payment All invoices approved for payment by the proper City authorities shall be paid within thirty (30) calendar days of receipt of goods or services or invoice date, whichever is later, in accordance with State law. The City will take advantage of all purchase discounts when possible. Checks are issued every Friday of the month except on holidays. Insurance and Risk Management The City has a comprehensive risk management program, including property, liability, safety, workers' compensation, health, dental and wellness. The City has established a self-insurance plan for City employees and their covered dependents for medical and dental care. A commercial insurance company re -insures the City for individual claims in excess of $125,000. The City participates in the Texas Municipal League Intergovernmental Risk Pool (TMLIRP), which provides the City with a full range of insurance products and services. TMLIRP carries the City's general liability, property and casualty, and workers compensation insurances. Balanced Budget The City is committed to a balanced budget, and provides full disclosure when a deviation from a balanced budget is planned, or when one occurs. The City defines a balanced budget as one in which total appropriated expenditures are equal to or less than total projected revenues plus beginning fund balances. Long -Range Planning ' The City's annual budget process involves incorporating the goals and strategies identified by the City Council's three-year Strategic Plan to provide for the community's highest priority needs. Strategic planning begins with determining the City's fiscal capacity based upon long-term financial forecasts of Cityof Allen 29 FY 2012 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2011.2012 recurring available revenues. The City's five-year Capital Improvement Program is used as a guide for , project, debt, and other related budget planning. Revenue Diversification The City is cognizant of the fad that a diversity of revenue sources is important in order to improve its ability to handle fluctuations in individual sources. The City continues to search for new revenue sources, while monitoring economic and legislative threats to current sources. Use of One-time Revenues The City of Allen does not use one-time revenues for ongoing expenditures. Similarly, it does not allow ongoing expenditures to result in a decrease to fund balance in any fund. 1 Cityof Allen 30 FY 2012 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 couple of years. Below is a discussion of the impact that recent and projected economic trends will have on current and future budgets. Property and Sales Tax Property and sales taxes are no longer growing as they have in recent years. Growth in these two areas continues to primarily be due to new construction. For FY 2012, values for existing residential properties decreased compared to FY 2011, while valuations for existing commercial property increased by a small percentage. New residential and commercial property accounts for the majority of an overall increase in valuation of 2.88%. Base sales tax increased by a small percentage in FY 2010 and FY 2011, and is projected to grow similarly for FY 2012. The projected increase in total sales tax revenue from FY 2011 to FY 2012 is due to a full years impact of new retail development and commercial construction in the City. Capital Projects and Debt Even as revenue growth has slowed, the City has continued to issue debt and complete capital projects, which will increase the funding needs for debt payments and operating costs in the current budget and over the next few years. The total impact on debt payments over the next two years, for all projects, is approximately $1.5 million. The largest impact on operations will come from the opening of Fire Station #5. The impact on operating costs for this project is over $1 million per year. Other Operating Needs In addition to staffing and operating a new fire station, there is a need for additional patrol officers in the ' Police department to meet the increased traffic demands related to new retail development. As a result, there will be twelve additional police officer positions beginning in FY 2012. Although being phased over the next twelve months, the ongoing cost of these positions is approximately $1 million per year. Legislative Issues In recent years, there has been an increase in the number of bills presented in the State Legislature that try to limit the property tax revenues that 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 bi-annual legislative session, and responds as needed, whether 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 continues to monitor legislation at the Federal level for changes that would affect upcoming budgets, in order to plan accordingly. 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. With a continued commitment to maintaining a high level of service to the public, the City reduced expenditures for FY 2012 in areas that would not directly or immediately affect service levels, such as conferences and training, overtime, and certain employee programs. In addition, in FY 2012 the City is planning to take 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. ' 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. Cityof Allen 31 FY 2012 Budget CITY OF ALLEN REVENUE SUMMARY 2011-2012 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 (27.2% 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 2012 are $42.6 million. This is for the General, Debt Service, and Tax Increment Financing (TIF) funds. The General fund portion makes up 39.8% of that fund's budgeted revenues, and is estimated at $30.6 million for fiscal year 2011-2012. The portion allocated to the Debt Service fund is approximately $11.2 million. These two include the TIF fund amount of $656 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 2011 levy (for FY 2012) was based is $7,602,180,470. 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 $.553 per $100 of valuation, of which $0.405328 is for General Fund operations. The remainder of the tax rate, $0.147672 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 O 225,000 20,000 C 15,000 m 10,000 5,000 Tax Revenues and Tax Rate 2003 2004 2005 2006 2007 2008 2009 2010 2011R 2012P General �Debt — Ta Rate 0.80 070 H 0.60 A 0.50 u 0.40 $ 0.30 AF{S AR 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. Cityof Allen 32 FY 2012 Budget E H CITY OF ALLEN REVENUE SUMMARY ' 2011-2012 FISCAL YEAR Sales Tax (17.5% of Total Revenues) Sales taxes are collected by retailers and remitted to the State Comptroller's Office for the sale of goods and services within the City of Allen. The State returns the portion designated for the City. The City receives 2 cents of the total sales tax collected. One cent is used in the General Fund. The other 1 cent is split between the Allen Economic Development Corporation and the Allen Community Development Corporation, and is the primary source of revenue in those two funds. Due to new development, the City's sales tax continues to grow, and makes up approximately 17.5% 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 2011 revised is projected at $26.6 million and fiscal year 2012 is projected at $27.4 million. Sales Tax 2004 2005 2006 2007 2008 2009 2010 2011R 2012P ■Generalandnff ■EDC ■CDC The increase in total sales tax revenue from FY 2011 to FY 2012 is due to a full year's impact of new retail development and commercial construction in the City. Charges for Services (39.4% of Total Revenues) User charges are the largest source of revenue for the City, projected for FY 2012 at $61.5 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. Cityof Allen 33 FY 2012 Budget $30 $25 N $20 o $15 ' i $10 $5 Sales Tax 2004 2005 2006 2007 2008 2009 2010 2011R 2012P ■Generalandnff ■EDC ■CDC The increase in total sales tax revenue from FY 2011 to FY 2012 is due to a full year's impact of new retail development and commercial construction in the City. Charges for Services (39.4% of Total Revenues) User charges are the largest source of revenue for the City, projected for FY 2012 at $61.5 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. Cityof Allen 33 FY 2012 Budget CITY OF ALLEN REVENUE SUMMARY 2011.2012 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 2011-2012 are estimated at $17.3 million for water sales and $11.0 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 FY2009. $30 0 $25 c $20 y $15 m $10 K $5 $0 Water and Sewer Revenues 2004 2005 2006 2007 2008 2009 2010 2011R 2012P owater osewer 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 2011-2012 at $6.07 million. C $6 0 $5 $4 y $3 y $2 Jr $1 $0 Solid Waste Revenues 2004 2005 2006 2007 2008 2009 2010 2011R 2012P o5olltl Waste ORecycling •Razard.ua Waste 00ther Di yof Allen 34 FY 2012 Budget CITY OF ALLEN REVENUE SUMMARY ' 2011-2012 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 2011-2012 are projected at approximately $6.3 million. Licenses and Permits License and Permit revenues represent 1.23%, or approximately $944 thousand, of the total projected General fund revenues for the new fiscal year. They are made up of commercial permits, and City licensing revenues and inspection fees, and are collected by the Building Inspections department. They include project permits that cover all parts of construction (electrical, plumbing, and mechanical permits and certificate of occupancy fees), specific permits (fences, electric, plumbing, etc.) and service fees (re -inspections, special inspections ' and special services). Permit activity for FY 2012 is expected to be 19.4% lower than the FY 2011 revised estimate, driven by a decrease in multifamily permits. A 12% increase in single family is expected and an B% decrease in commercial permits is expected. 1 Cityof Allen 35 FY 2012 Budget CITY OF ALLEN COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES FOR FISCAL YEAR 2011-2912 BEGINNING BALANCE $ 15,411,161 S 999,471 $ 672.883 10,088,908 $ 3,148.09 $ 1,22],142 $ 430 REVENUES Ad Valorem Taxes 30.589,153 11,158,583 810,947 - - - Sales Tax 13,426,3% - 392,806 - - - - Franchise Fees 6.214,113 - - - - - - LicensesandPermits 944,400 - - - - - - Grants & Contributions 1,310,620 - - - - - - ChargeslorServices 15,461,188 - - 28,445,231 6,025,963 1,245.00 142,700 Fines 1,801,592 - - 431,500 - - - Miscellaneous 689,053 - - 135,861 41,000 - Interest Fanned 231,650 51,000 3,480 96,450 28,430 12,165 1,510 Reimbursements 588,490 - - - - - - operating Transfers ln 5.445,2% 50,000 632419 - 1,101]85 TOTAL REVENUES 16.115,659 11,115,583 1,201,233 29,141,461 6,101,393 1,251,165 1.252,055 TOTALAVAILABLE $ 92.186.820 $ 12,665,060 $ 1,880,116 $ 39,836.315 $ 9.249,402 $ 2,484,901 $ 1,252,485 ExPENDITURES General Govemment 15,605,155 - 848,498 810,218 - - Public Sal 26.829,150 - - - - - - Public Works 3,816.854 - - 20,411,614 5,824,244 8801341 - Culture & Recreation 21,202,511 - - - - - 1,242.618 Community Development 2,359,314 - - - - - - GrantMirsastrztlon - - - - - - - TransreraOut 902,555 - - 4,483,023 413,935 412,593 - DebtSamoe - 11,989,938 - 1,688,505 - - - CapitalProlects' - - 1.520.000 310,000 300.000 - TOTALEXPENDITURES 16,115,659 11,989,938 Bill 28,979,420 6,608,179 1,592934 1,242,618 ENDING BALANCE Distribution of Revenues -All Funds Operating Transfers In Ad Valorem Taxes 1.4% Interest Earned 0,4% Sales Tax Miscellaneous 17.5% 1.2% 1.5% :hise Fees 4.0% ---Licenses and Permits Charges for Grants 8 0.6% Services Contributions 39.4% 1.5% Cil Allen 36 FY 2012 Budget 1 F 1 1 CITY OF ALLEN COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES FOR FISCAL YEAR 2011-2012 S ial Rev nw I Intimal SeMce Funds Com nant Unit Toht Asaat FortaBNm Xohl GraMs6 Occup.Tar S lal Rei. Raplaumant Rhk Fund Mana num Economic Community D.10 mant Oevel mam No, Funds 2011-2012 - - - - - - - 42,559,283 - - - - - 6,811,030 8,811,030 2].441.1]2 - - - - - - - 6,274,713 - - - - - - - 944,400 - - 995,394 - - - - 2,308,014 - - - 1,666,558 8,492,432 - - 81,485,6]0 170,000 - - - - - 2,409,092 -W5,629 - - - - - 1,837,549 1,415 15,315 6.035 75,420 47,920 21,800 63,290 668.540 - - - 33,000 1,532.500 - - 2,153.990 363.458 242.485 8,291,441 111.415 980,844 1,3&1,885 1,774,978 10.315,337 6,832,830 6,874,320 156,371.864 S 283,288 $ 2.681.939 $ 1.955 838 $ 8.469 258 S 12673 502 $ 8 650 875 $ 17 088 070 $ 211 33] 935 170,000 Cityof Allen 1,008,68] 1,544220 99,805 10.502,683 3,934,94 1,514,226 - - 152,220 178,624 128 Distribution of Expenditures -All Funds Debt Service Transfers Out 11.1% Capital Projects` Grant Ilnlstre 0.9% Development 1.6% Culture &_ Recreation 18.0% Public Wo 19.0% 37 8.3% 213,636 General overnme 19.3 Public Safety 17.3 31,801,283 28,513,378 31,211,333 29,832.500 2,ST3,004 1,544220 7.425,574 FY 2012 Budget CITY OF ALLEN COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES FISCAL YEAR 2011-2012 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET BEGINNING BALANCE 58,815,690 50,165600 57,418,391 54,966,071 REVENUES Ad Valorem Taxes 40,654,096 41,517,555 41,434,614 42,559,283 Sales Tax 24,695,174 26,071,989 26,561,619 27,441,172 Franchise Fees 5,986,972 5,811,414 6,187,410 6,274,713 Licenses and Permits 1,052,032 951,900 1,107,400 944,400 Grants & Contributions 2,981,028 2,969,589 3,441,360 2,306,014 Charges for Services 47,464,660 55,446,724 53,081,692 61,485,670 Fines 2,662,452 2,514,366 2,236,642 2,409,092 Miscellaneous 1,948,754 1,886,559 14,948,692 1,837,549 Interest Earned 772,605 630,708 646,852 668,540 Reimbursements 804,912 2,081,192 1,700,102 2,153,990 Operating Transfers In 7,362,174 7,019,461 7,459,499 8,291,441 TOTAL REVENUES 136,384,859 146,901,457 158,805,882 156,371,864 TOTAL AVAILABLE 195,200,549 197 067,057 216,224,273 211,337,935 EXPENDITURES General Government 33,312,382 30,464,084 33,978,223 31,801,283 Public Safety 25,287,869 26,680,807 26,394,130 28,513,376 Public Works 27,546,462 29,934,199 29,308,707 31,211,333 Culture & Recreation 16,561,028 25,361,238 23,362,083 29,632,500 Community Development 3,490,063 3,302,195 3,079,410 2,573,004 Grant Administration 3,081,975 2,419,662 2,920,884 1,544,220 Transfers Out 7,031,081 7,066,540 6,297,253 7,425,574 Debt Service 15,218,479 17,925,133 30,355,412 18,206,580 Capital Projects 6,252,819 6,420,000 5,562,100 5,165,700 Prior Year Project Commitments 7,765,559 - 8,411,944 TOTAL EXPENDITURES 137,782,158 157,339,417 161,258,202 164,485,514 ENDING BALANCE 57,418,391 39,727,640 54,966,071 46,852,421 Cityof Allen 38 FY 2012 Budget 19 1 1 ANALYSIS OF CHANGES IN FUND BALANCES/RETAINED EARNINGS The following table indicates the reasons for projected changes in fund balances/retained earnings of ($8,113,650): Fund 2010-2011 Year 2011-2012 Year Difference Explanation End Estimate End Projection General Fund $15,411,161 $15,411,161 $0 This fund is balanced and provides for approximately 73.5 days of operations. The policy is 60-90 days. FY 2011 reflects a planned reduction to bring the fund Debt Service $949,477 $695,122 ($254,355) balance within the policy requirement of 5%-10% Funds remaining are comprised of interest earnings and delinquent tax collections and will remain in the fund. Property and sales tax have been collected in TIF #2; IF $672,883 $1,031,618 $358,735 however, no grants are currently being paid out. TIF #1 grants are paid annually. A drawdown is allowed as part of funding approximately Utility Enterprise Funds $2.2 million in capital improvements and one-time capital (Water 8 Sewer, Solid Waste, $14,464,059 $14,390,151 ($73,908) expenditures, Estimated reserves In the Water 8 Sewer and Drainage Utility) fund at the end of FY 2012 are 137 days of expenditures, which exceeds the policy requirement of 90-120 days, Golf Course $430 $9,867 $9,437 This fin i is subsidized in order to break even. Asset Forfeiture $111,873 $113,288 $1,415 Funds collected in one year are appropriated in the following year. A drawdown is allowed as part of funding approximately Hotel Occupancy Tax $1,700,995 $1,673,252 ($27,743) $100,000 in one time professional services costs related to rolling out the City brand. Funds remaining are restricted and will be carried over to Grants 8 Special Revenue $590,953 $411,618 ($179,335) future years for allowable expenditures. Expenditures are only for those goods or services as allowed by law, or as approved by the agencies awarding the grants. Reserves in this fund are used for scheduled replacements of vehicles, technology, and equipment. Replacement Fund $6,694,280 $6,524,383 ($169,897) 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 $2,358,165 $2,170,819 ($187,348) A drawdown is protected as the City continues to work toward meeting post -employment funding requirements. Economic Development $1,818,045 $2,028,155 $210,110 Reserves in this fund are used to spur economic growth. Each year, unspent funds for prior year project commitments are reappropdated, in order to reflect a ommunity Development $10,193,750 $2,392,987 ($7,800,763) betleresbmate sighs, remaining amount available The FY 2012 budget includes approximately $9.5 million to cash finance the community development projects, the majority of which Is for the golf course renovation. sols $54,966,071 $46,852,421 $8,113,650 Cityof Allen 39 FY 2012 Budget CITY OF ALLEN ' CITY OF ALLEN ORGANIZATIONAL CHART City Council City Attorney I City Manager Municipal Judge Assistant City Manager City Secretary Human Resources Community Development Public and Media Relations Engineenng Community Services LLf Fire Finance II Information Technology Library I I I Parks and Recreation Police Cityof Allen 41 FY 2012 Budget CITY OF ALLEN STAFFING FISCAL YEAR 2011-2012 Solid Waste Fund 5.50 6.00 &00 6.00 - ' 7.00 ACTUAL ORIGINAL REVISED PROPOSED Increase (Decrease) General Fund 2009.2010 2010-2011 2010-2011 2011-2012 FY2011R to FY2012 1.00 City Secretary 2 00 2.50 2.50 2.50 - 2.00 Municipal Court 11.00 11.00 11 00 11.00 - 4.25 City Administration 5.50 5.50 5.50 5.50 - 711.70 PublicBMediaRelations 500 5.00 5.00 5.00 - I.T. 10.00 10.00 1000 10.00 - Human Resources 5.00 5.00 5.00 5.00 - Internal Services - - - - - Police 157.00 157.00 159.50 171.50 12.00 Parks 8 Recreation 17742 177.42 178.91 178.91 - Library 36.45 36.45 3645 36.45 - Fire 98.00 98.00 98.00 104.00 6.00 Community Development 2900 29.00 28.00 28.00 - Community Services 26.00 27.00 2700 27.00 - Finance 16.00 16.00 16.00 16.00 - Enaineerina 14.00 1400 14.00 14.00 - Solid Waste Fund 5.50 6.00 &00 6.00 - Drainage Fund 7.00 7.00 7.00 7.00 - Golf Course Fund 34.08 34.08 32.49 23.63 (8.86) Hotel Fund 1.00 1.00 1.00 2.00 1.00 Risk Management Fund 2.00 2.00 2.00 2.00 - Economic Development Fund 4.25 4.25 4.25 4.25 - Total City of Allen Employees, All Funds 706.70 711.70 713.10 723.24 10.14 . All positions are shown as full-time equivalents (FTE) Revised 2010-2011: Added 1 FTE in Police for a Police Officer -funded by Public Safety grant in the Grants and Special Revenue Fund Added a 75 FTE in Police for a Quartermaster Added a .75 FTE in Police for a Police Services Technician Reduced 1 FTE in Community Development by not filling a Code Inspector position Proposed 2011-2012: Add 12 FTE's In Police for 12 Police Officers starting 1/1/12 Add 6 FTE's in Fire for 6 Firefighters at Fire Station #5, 3 starting 10/1/11 and 3 starting 6/1/12 Add i FTE in the CVR for a CVB Specialist starting 10/1/11 Reduced 8.86 FTE's in Golf due to the closure for renovation. FTE's will be reassessed and adjusted when the course reopens. Cityof Allen 42 FY 2012 Budget BEGINNING FUND BALANCE REVENUES Ad Valorem Taxes Sales Tax Franchise Fees Licenses and Permits Contributions Charges for Services Fines Miscellaneous Interest Earned Reimbursements Operating Transfers In TOTAL OPERATING REVENUES CITY OF ALLEN GENERALFUND REVENUE AND EXPENDITURE SUMMARY FISCAL YEAR 2011.2012 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 111 15,145,549 $ 14,961,635 $ 15,411,161 $ 15,411,161 29,697,461 30,060,044 30,097,822 30,589,753 12,154,986 12,833,232 13,078,217 13,426,306 5,986,972 5,811,414 6,187,410 6,274,713 1,052,032 951,900 1,107,400 944,400 120,794 927,477 697,379 1,310,620 5,450,233 11,532,572 9,272,169 15,467,786 1,950,246 1,985,866 1,622,820 1,801,592 678,354 646,727 550,503 689,053 283,822 250,465 225,360 237,650 709,634 1,905,792 579,052 588,490 5,968,306 5,364,975 5,370,475 5,445,296 $ 64,052,860 $ 72,270,464 $ 68,788 607 $ 76 775,659 TOTALAVAILABLE $ 79,198,409 $ 87,232,099 $ 84199,768 $ 92186,820 L FUND BALANCE BEFORE TRANSFERS $ 17,118,495 $ 15,295,107 $ 16,322,140 $ 16,313,716 Transfers Out 1,707,334 618,666 910,979 902,555 TOTAL GENERAL FUND EXPENDITURES $ 63,787,248 $ 72,555,658 $ 68,788,607 $ 76,775,659 ENDING FUND BALANCE $ 15,411,161 $ 14,676,441 $ 15,411,161 $ 15,411,161 DAYS OPERATIONAL EXPENSES IN RESERVE 60 days of operational expenses Fund Balance Required: 60 to 90 days operational expenses Cityof Allen 43 73.3 $ 12,620,656 FY 2012 Budget EXPENDITURES 'General Government 17,830,590 18,134,468 15,914,990 15,605,155 Public Safety 24,490,511 25,166,693 25,486,817 26,829,150 Public Works 3,559,551 3,766,172 3,688,603 3,876,854 Culture & Recreation 13,873,067 22,440,661 20,433,335 27,202,571 Community Development 2,326,195 2,428,998 2,353,883 2,359,374 TOTAL OPERATING EXPENDITURES $ 62,079,914 $ 71,936,992 $ 67,877,628 $ 75,873,104 L FUND BALANCE BEFORE TRANSFERS $ 17,118,495 $ 15,295,107 $ 16,322,140 $ 16,313,716 Transfers Out 1,707,334 618,666 910,979 902,555 TOTAL GENERAL FUND EXPENDITURES $ 63,787,248 $ 72,555,658 $ 68,788,607 $ 76,775,659 ENDING FUND BALANCE $ 15,411,161 $ 14,676,441 $ 15,411,161 $ 15,411,161 DAYS OPERATIONAL EXPENSES IN RESERVE 60 days of operational expenses Fund Balance Required: 60 to 90 days operational expenses Cityof Allen 43 73.3 $ 12,620,656 FY 2012 Budget CITY OF ALLEN GENERAL FUND REVENUE FY 2011-2012 ' Licenses and Permits Contributions 1.2% 1.7% Franchise Fees Fines 8.2% X2.3% 1 Charges for Miscellaneous Servic 0.9% 20.1 Interest Earned 0.3% Reimbursements 0.8% Transfers 7.1% EXPENDITURES BY FUNCTION FY 2011-2012 Community Development Transfers Out 3.1% 1.2% Ueneral Recreation Government 1000 Public Works 5.0% Cityof Allen 45 FY 2012 Budget CONTRIBUTIONS Donations/Sponsorships 120,794 CITY OF ALLEN 697,379 1,310,620 SUBTOTAL $ 120,794 $ 927,477 $ 697,379 $ GENERALFUND CHARGES FOR SERVICE Court Fees REVENUES 30,874 25,500 29,416 Judgment NISI 2,898 3,000 FISCAL YEAR 2009-2010 2011-2012 2010-2011 Teen Court 2010-2011 1,000 ' 2011-2012 REVENUE -DETAIL Arrest Fees ACTUAL BUDGET 53,700 AMENDED Police Reports BUDGET PROPERTYTAXES 10,000 10,000 Reproduction Revenues 3,886 3,800 4,0004,00 Current $ 29,410,354 $ 29,769,068 $ 29,845,134 $ 30,332,800 Delinquent 772,65 47,868 145,488 148,640 151,149 Penalty & Interest 142,631 145,488 104,048 105,804 Rollback 96,628 SUBTOTAL $ 29,697,481 $ 30,060,044 $ 30,097,822 $ 30,589,753 SALES TAX Municipal Sales Tax 11,927,625 12,585,699 12,837,726 13,229,254 Mixed Drink Tax 227,361 247,533 240,491 197,052 SUBTOTAL $ 12,154,986 $ 12,833,232 $ 13,078,217 $ 13,426,306 FRANCHISE FEES Electric 3,329,525 3,259,361 3,571,131 3,572,244 Gas 952,154 850,000 943,592 977,767 Communication 340,757 364,400 342,782 347,580 Cable 900,133 862,287 842,658 879,872 Solid Waste 464,403 475,366 487,247 497,250 SUBTOTAL $ 5,986,972 $ 5,811,414 $ 6,187,410 $ 6,274,713 LICENSES & PERMITS Single Family Permits 336,912 260,000 260,000 292,5 Multi -Family Permits - 140,000 180,000 Commercial Permits 294,549 196,000 245,000 225,0 Building Permits -Other 179,336 130,000 180,000 180,000 Tree Permits 1,400 800 800 800 Uniforn Fire Code Permits 53,695 40,000 40,000 40,000 Health Permits 64,225 65,000 70,000 75,000 Sign Permits 29,770 30,000 32,000 32,000 Clearing & Grading Permit 250 600 600 600 Development Permits 2,600 1,500 2,000 1,500 Animal Licenses 54,928 60,000 65,000 65,000 Licenses & Registrations 34,367 28,000 32,000 32,000 SUBTOTAL $ 1,052,032 $ 951,900 $ 1,107,400 $ 944,400 CONTRIBUTIONS Donations/Sponsorships 120,794 927,477 697,379 1,310,620 SUBTOTAL $ 120,794 $ 927,477 $ 697,379 $ 1,310,620 CHARGES FOR SERVICE Court Fees 33,538 30,874 25,500 29,416 Judgment NISI 2,898 3,000 12,500 3,000 Teen Court 1,660 1,000 600 600 Arrest Fees 68,287 74,458 53,700 61,948 Police Reports 11,007 10,000 10,000 10,000 Reproduction Revenues 3,886 3,800 4,0004,00 Zoning/Platting/Admin Fees 44,420 35,000 35,000 35,00 Ticket Fee 513,771 843,250 433,621 772,65 Cityof Allen 46 FY 2012 Budget I 1 CITY OF ALLEN GENERALFUND REVENUES FISCAL YEAR 2011-2012 FINES & FORFEITURES Court Fines 1,869,668 2009-2010 2010-2011 2010-2011 2011-2012 22,000 ACTUAL BUDGET AMENDED BUDGET CHARGES FOR SERVICE - cont. 60,000 SUBTOTAL $ 1,950,246 $ 1,985,866 $ 1,622,820 $ Alarm Registration Fees 160,723 150,000 165,000 170,000 Abandoned Property 6,637 7,000 449 1,000 Fingerprint Revenue 10,180 10,000 10,000 10,000 Ambulance Services 1,166,364 1,250,000 1,214,930 1,250,000 Fire Reinspections 1,315 2,500 2,500 2,500 Reinspection Fees 36,325 43,000 30,000 29,000 Inspection Fees 128,297 30,000 80,000 30,000 Ball Field Rentals 61,985 50,000 60,000 60,000 Pool 8 Facility Rental 352,584 1,781,328 1,453,797 1,378,325 Special Events 37,994 72,645 66,554 70,739 Athletics 299,742 301,052 301,052 301,052 Concession Sales 136,521 1,251,061 1,063,690 1,253,552 Membership Revenue 593,940 732,302 675,254 676,806 Class Fees 548,851 690,311 629,207 639,778 Special Activities/Recreation Fees 110,100 150,055 150,055 150,055 Pool Admission Fees 243,469 256,020 256,020 256,020 Learn to Swim Fees 248,838 215,000 222,500 222,500 Swim Team Revenue 20,094 12,200 20,000 20,000 Service Charge Revenue 5,653 - 30,386 - Ticket Revenue 558,917 3,526,716 1,718,944 7,556,282 Alcohol Sales 42,237 - 546,910 473,563 SUBTOTAL $ 5,450,233 $ 11,532,572 $ 9,272,169 $ 15,467,786 FINES & FORFEITURES Court Fines 1,869,668 1,903,866 1,547,820 1,726,592 False Alarm Fines 20,099 22,000 15,000 15,000 Library Fines 60,479 60,000 60,000 60,000 SUBTOTAL $ 1,950,246 $ 1,985,866 $ 1,622,820 $ 1,801,592 MISCELLANEOUS Auction Revenue 99,537 34,000 7,000 - Interest 283,822 250,465 225,360 237,650 Street Light Surcharge 1,157 1,500 5,000 10,000 Water Tower Rental Fees 507,410 468,126 470,853 488,629 Miscellaneous 70,250 143,101 67,650 190,424 SUBTOTAL $ 962,176 $ 897,192 $ 775,863 $ 926,703 REIMBURSEMENTS Other Reimbursements 709,634 1,905,792 579,052 588,490 SUBTOTAL $ 709,634 $ 1,905,792 $ 579,052 $ 588,490 OTHER FINANCING SOURCES Operating Transfers In 5,968,306 5,364,975 5,370,475 5,445,296 SUBTOTAL $ 5,968,306 $ 5,364,975 $ 5,370,475 $ 5,445,296 TOTAL OPERATING REVENUES Cityof Allen 47 FY 2012 Budget CITY OF ALLEN TAX STRUCTURE FISCAL YEAR 2011-2012 ASSESSED VALUE (Final) - 2011 Tax Year REVENUE AT $.553 PER $100 VALUATION CONTRIBUTION TO DEBT SERVICE CONTRIBUTION TO GENERAL FUND 100.0% COLLECTION RATE $ 7,602,180,470 $ 42,040,058 TAX RATE DISTRIBUTION 11,226,292 30,813,766 RATE PERCENT AMOUNT GENERAL FUND 0.405328 73.30% $ 30,813,766 DEBT SERVICE FUND 0.147672 26.70% 11,226,292 0.553000 100.00% $ 42,040,058 (A) (A) Approximately $480,000 of the General Fund property taxes and $176,000 of the Debt Service Fund property taxes will be allocated to the TIF Fund as property tax increments for TIF Zones #1 and #2. Cityof Allen 48 FY 2012 Budget rl F 1 J CITY OF ALLEN BUDGET ASSUMPTIONS FISCAL YEAR 2011-2012 ' Assumptions Used for Projecting 2011-2012 Revenues and Expenditures 1. Tax rate used = $ .553 - Based upon certified FY2012 appraised value of $7,602,180,470 (2.88% increase) - FY2011 final assessed value = $7,389,675,805 2. Growth in sales tax revenue of 3.05% over FY2011 revised budget - FY2011 revised sales tax is estimated to increase 7.63% over FY2010 actual. Sales tax is estimated at $627,070 for Watter's Creek and $1,937,221 for The Village at Allen. Of these amounts, 50% of Watter's Creek and currently 90% of The Village at Allen are paid to the developers as economic development incentives. Additional Sales tax as a result of data center purchases in the amount of $535,000 is expected. - FY2012 sales tax includes a full year of Wal-Mart and Cabela's. Data center purchases are expected to be less at $299,000. The Village at Allen and Watters Creek continue to add new tenants and sales tax revenue is projected to increase. 3. Overall City growth - FY2012 Residential growth projected at 450 permits - FY2012 Commercial growth projected at about a 9% revenue decrease from FY2011 revised. - 450 multi -family units projected at Custer and Ridgeview for FY2011 4. Population - FY2012 approximately 88,000 ' 5. Franchise fees Electric: TXU(Atmos) kilowatt hour usage is expected to increase 2.2% due to increased demand from the data center. Also, the factor charge is projected to increase by 5%. Overall increase in revenue is 0.03% due to $195K settlement in FY2011. CoSery and GCEC Electric franchise revenue projected at an increase of 4.3% from FY2011 revised due to settlements and the impact of new developments. Gas: TXU(Atmos) gas franchise projected at 4.3% increase from the revised FY2011 budget. CoSery gas franchise projected at a 1.4% increase from the revised FY2011 budget. Natural gas commodity prices have an impact on this revenue source. Telephone: Access line fees projected at an increase of 1.4%, however, revised FY2011 fees are reduced 8.26% according to the current trend. Land line connections impact this revenue source. Cable: Cable franchise fees projected at 4.42% above revised FY2011, however, revised FY2011 Inflation: CPI for Dallas Metropolitan Statistical Area (MSA) is approximately 1.0. Gasoline: Used an average rale of $3.25 per gallon for FY2011 and $3.50 for FY2012. ' 7. Event Center and The Village at Allen - Net cash flow projected at zero. - City ticket fee projected at $772,650 in FY2012. The reimbursement to MGHering is budgeted at 75% of the ticket fee revenue. - The property tax and sales tax reimbursement to MGHerring is budgeted at 90%. Cityof Allen 49 FY 2012 Budget was reduced due to refunding previous years overpayments. Other Ambulance: FY2012 revenues projected at 2.9% growth over FY2011 revised. Investments: Earnings were projected using actual agency coupon rates to be received ranging from 1.2% to 2.7% and TexPool at the rale of 0.18%. Inflation: CPI for Dallas Metropolitan Statistical Area (MSA) is approximately 1.0. Gasoline: Used an average rale of $3.25 per gallon for FY2011 and $3.50 for FY2012. ' 7. Event Center and The Village at Allen - Net cash flow projected at zero. - City ticket fee projected at $772,650 in FY2012. The reimbursement to MGHering is budgeted at 75% of the ticket fee revenue. - The property tax and sales tax reimbursement to MGHerring is budgeted at 90%. Cityof Allen 49 FY 2012 Budget CITY OF ALLEN GENERALFUND EXPENDITURES BY FUNCTION FISCAL YEAR 2011-2012 2009-2010 2010-2011 ACTUAL BUDGET General Government 2010-2011 2011-2012 ' AMENDED BUDGET Municipal Court City Secretary 289,142 321,389 331,947 317,446 Municipal Court 633,320 642,597 646,202 657,543 City Administration 604,729 747,165 634,716 731,359 Public & Media Relations 453,598 471,410 471,871 488,063 Information Technology 1,686,532 1,868,762 1,934,367 2,141,270 Human Resources 543,488 640,019 690,920 575,733 Internal Services 10,573,890 10,053,747 8,549,387 7,982,162 The Village at Allen 27,656 25,000 25,000 25,000 Allen Event Center 730,917 736,071 - - Building Maintenance 951,030 1,040,368 1,057,474 1,050,273 Service Center - 174,359 171,528 177,509 Finance 1,336,288 1,413,581 1,401,578 1,458,797 Total General Government $ 17,830,590 $ 18,134,468 $ 15,914,990 $ 15,605,155 Public Safety: Police 14,333,512 14,351,445 14,740,101 15,422,823 Fire 10,156,999 10,815,248 10,746,716 11,406,327 Total Public Safety $ 24,490,511 $ 25,166,693 $ 25,486,817 $ 26,829,150 Public Works: Community Services Administration 365,583 385,508 382,241 393,924' 67,877,628 Streets 825,819 896,042 893,735 909,642 Engineering 2,368,149 2,484,622 2,412,627 2,573,288 $ Total Public Works $ 3,559,551 $ 3,766,172 It 3,688,603 $ 3,876,854 Culture & Recreation: Parks & Recreation 11,424,124 19,882,141 17,916,162 24,634,620 Library 2,448,943 2,558,520 2,517,173 2,567,951 Total Culture & Recreation $ 13,873,067 $ 22,440,661 $ 20,433,335 $ 27,202,571 Community Development: Building & Code Compliance 1,299,223 1,361,025 1,303,945 1,301,281 Planning & Development 1,026,972 1,067,973 1,049,938 1,058,093 Total Community Development $ 2,326,195 $ 2,428,998 $ 2,353,883 $ 2,359,374 TOTAL OPERATING EXPENDITURES $ 62,079,914 $ 71,936,992 $ 67,877,628 $ 75,873,104 Total Transfers Out $ 1,707,334 $ 618,666 $ 910,979 $ 902,555 TOTAL EXPENDITURES $ 63,787,248 $ 72,555,658 $ 68,788,607 $ 76,775,659 IF] Cityof Allen 50 FY 2012 Budget I CITY OF ALLEN EXPENDITURES BY CLASSIFICATION AS A PERCENT OF TOTAL GENERAL FUND BUDGET FISCAL YEAR 2011-2012 2010-2011 2009-2010 %OF REVISED %OF CLASSIFICATION ACTUAL ACTUAL BUDGET BUDGET Personnel Services $ 39,759,711 Operations 19,235,649 Professional Services 2,904,502 Capital 180,052 Transfers 1,707,334 TOTAL $ 63,787,248 Cityof Allen 62.3% $ 42,821,360 30.2% 21,251,603 4.6% 3,610,665 0.3% 194,000 2.7% 910,979 $ 68,788,607 2011-2012 % OF BUDGET BUDGET 62.3% $ 45,242,261 58.9% 30.9% 25,925,655 33.8% 5.3% 4,475,188 5.8% 0.3% 230,000 0.3% 1.3% 902,555 1.2% $ 7617751659 General Fund Expenditures By Classification Personnel Services 51 Professional Services Capital Transfers 1.18% FY 2012 Budget I CITY OF ALLEN I ALLEN EVENT CENTER DIVISION 001-1980 No Personnel in this Department Cityof Allen 53 FY 2012 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND ALLEN EVENT CENTER 001-1980-418 The Allen Event Center Department was created to track revenues and expenses associated with the management agreement. Cityof Allen 54 FY 2012 Budget 1i Gas SUMMARY Services DEPARTMENT TOTAL RE DETAIL SUBTOTAL Services SUBTOTAL CAPITAL EXPENDITURES LIST No capital items 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 729,680 734,771 - - 1,237 1,300 730,917 $ 736,071 $ $ 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 514,930 602,971 - - 214,750 131,800 729,680 $ 734,771 $ - $ - 1,237 1,300 1,237 $ 1,300 $ $ - 71n Q17 G 71a M1 It S Cityof Allen 55 FY 2012 Budget CITY OF ALLEN City Manager 1 Executive Assistant to CM 1 Assistant Ciity Manager I I Assistant City Manager Sr Administrative Assistant 1 Human Resources Director ' Public & Media Relations Director I Cityof Allen 57 FY 2012 Budget CITY ADMINISTRATION ' DIVISION 001-1501 City Manager 1 Executive Assistant to CM 1 Assistant Ciity Manager I I Assistant City Manager Sr Administrative Assistant 1 Human Resources Director ' Public & Media Relations Director I Cityof Allen 57 FY 2012 Budget FUND DEPARTMENT ACCOUNT GENERALFUND CITY ADMINISTRATION 031-1501-413 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 2011: • Strengthened city's financial position and prepared the annual budget with a reduction of the tax rate for the eighteenth straight year while achieving a AAA G.O. Bond rating from Standard & Poor's and Aal G.O. Bond rating from Moody's. (Goal 6) • Implemented the City Council's strategic goal of providing public support in new economic development initiatives through an economic development agreement with Cabala's Wholesale, Inc. (Goal 7) • Provided oversight and participated in the implementation of new economic development initiatives to ensure the continued success of the new and existing retail developments. (Goal 1, Goal 5, Goal 7) • Continued to implement the City Council's strategic goal of systematically investing in public infrastructure by completing the Allen Municipal Service Center, the new Public Safety Communications Center, and the new Fire Station #5. (Goal 1, Goal 4, Goal 5) • Remained actively involved in statewide legislative issues including, among other issues, initiatives by the State Legislature to limit property taxes through either appraisal or revenue caps. (Goal 2) • Continued implementation of the City Council's Strategic Plan through facilitating the annual workshop meeting and ensuring goals are accomplished. (Goal 6) • Continued the City of Allen's commitment to service excellence through the employee P.R.I.D.E. program. (Goal 6) Objectives for FY 2012: 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. Goal 2. Cultivate regional alliances and partnerships with aaencies and novernmental 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. Cityof Allen 58 FY 2012 Budget I FUND GENERAL FUND DEPARTMENT CITY ADMINISTRATION 2010-2011 ACCOUNT 001-1501-413 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 520,069 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 1,748 2,583 - - Personnel Services 579,453 726,155 613,225 715,999 Operations 10,108 21,010 21,491 15,360 Professional Services 15,168 75,753 403 445 DEPARTMENT TOTAL 604,729 747,165 634,716 731,359 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 843 ACTUAL BUDGET AMENDED BUDGET FULL TIME 800 1,023 230 302 City Manager 1 1 1 1 Assistant City Manager 1 1 1 2 Assistant to the City Manager 1 1 1 0 Executive Assistant to City Manager 1 1 1 1 Senior Administrative Assistant 1 1 1 1 TOTAL FULL TIME 5 5 5 5 PART-TIME Temporary Assistant City Manager 0.5 0.5 0.5 0.5 TOTAL PART TIME 0.5 0.5 0.5 0.5 DETAIL Deferred Compensation FICA TMRS Worker's Compensation Health Insurance Dental Insurance Long-term Disability Life Insurance Flexible Spending Car Allowance SUBTOTAL ZATIONS vences & Training & Subscriptions ig & Reproduction using I & Commission Training i Supplies Tools & Minor Equipment SUBTOTAL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 415,737 520,069 443,727 517,108 2,260 1,772 1,604 1,748 2,583 - - - 14,842 14,691 14,984 14,944 24,469 41,453 31,604 42,098 61,440 76,149 66,589 75,753 403 445 328 442 44,802 57,878 41,525 50,058 3,134 3,709 3,071 3,572 843 1,015 968 1,213 864 872 800 1,023 230 302 225 240 3,170 12,000 12,000 6,295 2,506 4,335 4,335 4,365 219 75 100 100, - - 274 2,059 2,000 2,000 2,000 2,154 2,600 2,600 2,600 182 Cityof Allen 59 FY 2012 Budget FUND GENERAL FUND DEPARTMENT CITY ADMINISTRATION ACCOUNT 001-1500-413 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PROFESSIONAL SERVICES Professional Services_ 15,168 SUBTOTAL1__ 15,168 $ $ $ - DEPARTMENT TOTALS-$ 604,729 $ 747,165 $ 634,716 $ 731,359 CAPITAL EXPENDITURES LIST No capital items Cityof Allen 60 FY 2012 Budget L 1 [_ I CITY SECRETARY DIVISIONS CITY SECRETARY 001-1000 MAYOR AND COUNCIL 001-1010 City Secretary 1 Senior Mministrative Assistant) AdmmiatraWe Assistant Cilyof Allen 61 FY 2012 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND CITY SECRETARY 001-1000-411 of qy� The City Secretary's Office is responsible for the administration of city elections, the citywide `4'.....'ty Records Management program, responding to Public Information Requests and the annual Board and Commission appointment process. The Office operates the Municipal Records Center for the storage of inactive city records until such time as those records may be disposed 9�(fM�*p4 of; identifies, preserves and serves as custodian of the city's historical records. Accomplishments in FY 2011: 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 a Records Management Basics Training Class for city personnel • Coordinated the Administrative Support Team • Completed Supplement No. 7 to the Code of Ordinances and Supplement Nos. 7 and 8 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 May 14, 2011 General Election for Mayor and Council Place No. 2 • Continued microfilm and imaging program to ensure the preservation of commercial building plans and permanent documents Objectives for FY 2012: 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 Cityof Allen 62 I -Y 2012 Budget V 91 EXPENDITURE SUMMARY CLASSIFICATION Personnel Services Operations DEPARTMENT TOTAL FULL TIME City Secretary Senior Administrative Assistant TOTAL FULL TIME PART-TIME Administrative Assistant TOTAL PART TIME EXPENDITURE DETAIL Council Salaries Longevity Overtime FICA TMRS Worker's Compensation Health Insurance Dental Insurance Long-term Disability Life Insurance Flexible Spending SUBTOTAL OPERATIONS Conferences & Training Dues & Subscriptions Printing & Reproduction Advertising Meeting & Receptions Ordinance Codification Office Supplies Small Tools & Minor Equipment Boards & Commissions 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 198,839 210,799 217,357 227,454 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 1 1 1 1 1 1 1 1 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 126,300 137,383 142,979 150,494 34,908 34,705 34,500 34,500 608 656 744 840 185 309 309 247 9,972 10,789 11,177 11,974 17,378 19,651 20,380 21,565 131 146 140 150 7,912 5,913 5,878 6,404 736 555 552 563 315 308 311 321 274 263 267 276 29,742 29,170 29,170 14,450 1,083 1,230 1,130 1,170 1,485 1,976 1,976 1,976 6,984 6,350 6,350 6,350 20,688 20,694 20,694 20,476 6,182 7,850 8,850 7,850 1,029 970 970 970 - 8,000 12,000 4,000 2,482 6,300 6,400 6,300 Cityof Allen 63 FY 2012 Budget FUND GENERAL FUND DEPARTMENT CITY SECRETARY ACCOUNT 001-1000411 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATIONS - cont. Professional Services 8,411 11,650 10,650 10,650 Elections 8,419 9,000 9,000 9,000 Records Management 3,798 7,400 7,400 6,800 SUBTOTALS 90,303 $ 110,590 $ 114,590 S 89,992 DEPARTMENT TOTALS $ 289,142 321,389 $ 331,947 317,446 CAPITAL EXPENDITURES LIST No capital items Cityof Allen 64 FY 2012 Budget 1 COMMUNITY DEVELOPMENT DEPARTMENT ' HEALTH INSPECTION 001-4520 BUILDING INSPECTION 001-4530 PLANNING 001-4800 CODE ENFORCEMENT 001-4840 Gneclor 1 Plana Esammer 3 ' *One position paid from Water/Sewer and Solid Waste Funds. Cityof Allen 65 IFY 2012 Budget Chief Buili CR al Malsbns Dlhab Mminiava",ksaislant I Senior Planner ' PermR Supernwr i 1 Planmr Cualomer Servs 2 Repeaentatrre 3 Cos.Inepxhon GIS MminieVabr Supt w 1 Cafe InspeGa GIS Metyal 1 5 Cotle EMomement Superneor Envimnmenlal Services Menaper 1 C— Enlacement CMcer Eimmnmenbl Heats 3' Spe2allsl 2 Plana Esammer 3 ' *One position paid from Water/Sewer and Solid Waste Funds. Cityof Allen 65 IFY 2012 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY DEVELOPMENT/BLDG & CODE COMPLIANCE 001-0500-460 The Building and Code Compliance division is a multi -functional division charged with the responsibility of managing compliance of building codes, zoning, and health ordinances. Accomplishments in FY 2011: Goal t. Enhance Community Livability and Safety • Adopted 2009 International Building, Residential, Fire, Mechanical, Plumbing, Fuel Gas, Energy, and National Electrical Code to stay up to date and improve (ISO) evaluation and to provide both contractors and citizens with the most current technology and material options. • Field personnel continued phased implementation of the Texas Pollution Discharge Elimination System (TPDES) Municipal Separate Storm Sewer Systems (MS4) permit with TCEQ. Bi -monthly inspections have resulted in a significant reduction of construction site discharge complaints. • Evaluated Multi -Family Licensing program and determined the system is working well. All complexes except one passed on the first inspection this year, as maintenance efforts have increased due to the annual inspections. Goal 6. Maintain operational excellence in City oovemment services • Processed permits, completed plan reviews, and inspected: 200 new businesses, over 400 new single- family homes, 180 multi -family units, approximately 2,130 additions and re -models, 40 accessory buildings, 160 swimming pools, over 500 landscape irrigation systems, 600 fences, and 475 signs. Over 4,707 permits were issued in total, slightly exceeding the previous year's total. Goal 6. Maintain operational excellence in City aovernment services • Streamlined the processing of permit and other fees by implementing credit card use over the phone, in part to comply with state law regarding plumbing permits. This has increased customer service overall, as all applicants are able to complete financial transactions with the department without making a trip to city hall. Objectives for FY 2012: Goal 1. Enhance Community Livability and Safety • Improve ISO rating for the Building Inspections Division 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 qualify them for the Texas Plumbing Inspector License test. • Continue cross training of inspectors of different disciplines so that all inspectors may be used as combination inspectors, allowing greater production with fewer personnel. • Continue to provide technical support for the CDBG Home Improvement program. 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 • Continue phased implementation of TPDES MS4 Permit for year 3 initiatives. • Continue to provide technical support for the CDBG Home Improvement program. Goal 6. Maintain opomtional excellence in City government services • Review the latest platforms of Community Development and Building Permit Software in order to determine if customer service may be enhanced. • Provide timely permitting, plan review and inspection services in order to meet tight development schedules. Cltyof Allen 66 FY 2012 Budget 1 1 FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY DEVELOPMENT/BUILDING AND CODE COMPLIANCE 001-4500-460 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 1,262,871 1,298,246 1,240,953 1,244,570 Operations 36,352 62,779 62,992 56,711 DEPARTMENT TOTAL 1,299,22 1,361,025 1-.3-03-, M ---V 1,301,281 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET FULL TIME Chief Building Official 1 1 1 1 Code Inspector 5 5 4 4 Code Inspection Supervisor 1 1 1 1 Environmental Services Manager 1 1 1 1 Environmental Health Specialist 2 2 2 2 Plans Examiner 3 3 3 3 Customer Service Representative 3 3 3 3 Administrative Assistant 1 1 1 1 Permit Supervisor 1 1 1 1 TOTAL FULL TIME 18 18 17 17 EXPENDITURE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 894,305 919,308 884,735 879,427 Longevity 5,476 5,776 5,361 5,825 Overtime 18,116 11,845 11,845 9,476 FICA 66,380 66,662 64,109 66,354 TMRS 127,103 131,825 127,123 126,149 Worker's Compensation 2,081 2,067 2,064 1,969 Health Insurance 134,879 145,561 131,862 141,448 Dental Insurance 10,838 11,490 10,313 10,332 Long-temr Disability 2,177 2,189 2,085 2,102 Life Insurance 1,246 1,221 1,176 1,188 Flexible Spending 270 302 280 300 SUBTOTAL S 1,262,871 E 1,298,246 E 1,240,953 $ 1,244,570 OPERATING EXPENSES Conferences & Training 6,723 9,900 9,900 4,851 Dues & Subscriptions 2,702 6,654 5,327 5,260 Mileage - 95 95 93 Clothing & Uniforms 3,270 7,605 7,605 7,453 Printing & Reproduction 219 1,426 1,426 1,397 Gasoline 11,667 16,435 16,435 16,106 Office Supplies 4,625 10,457 10,457 10,248 Small Tools & Minor Equipment 265 3,920 3,920 3,842 Cityof Allen 67 FY 2012 Budget FUND DEPARTMENT GENERAL FUND COMMUNITY DEVELOPMENT/BUILDING AND CODE COMPLIANCE ACCOUNT 001-4500-460 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. Vehicle Maintenance 3,667 4,327 4,327 4,240 Credit Card Costs 3,214 1,960 3,500 3,221 SUBTOTAL $ 36,352 $ 62,779 $ 62,992 $ 56,711 DEPARTMENT TOTALS $ 1,299,223 $ 1,361,025 1,303,945 1,301,281 CAPITAL EXPENDITURES LIST No capital items Cityof Allen 68 FY 2012 Budget j I FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY DEVELOPMENTIPLANNING 001-4800-461 The Planning & Development division is 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 2011: 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 Top Golf, In N Out Burger and Rudy s BBC. Strategy 3. Manage growth and development to preserve Allen's character and maintain neighborhood vitality. • Adopted 2010 — 2015 CDBG Consolidated Plan. Completed seven home rehabilitation projects and four emergency repair projects. • Code enforcement addressed 7,100 violations while only issuing 52 citations. • Completed major amendment to the Allen Land Development Code. • Facilitated new residential developments including Hamilton Hills, The Preserve and Fall Creek. Goal 6. Maintain operational excellence in City oovernment 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. • Continued to grow the GIS database by adding new data sets and creating new layers. Objectives for 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. • Partner with land owners to facilitate revision to PD 54 in 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. Strategy 4. Update Allen's Comprehensive Plan • Begin existing conditions study including land use analysis, census and demographic analysis, forecasting and updates to build -out projections. Goal 6. Maintain operational excellence in City novemment 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 Goal 7. Provide economic investment that increases emplovment 0000rtunity. the tax base and Strategy 1. Identify the type of industry the City of Allen desires to recruit to the SH121 corridor and encourage development of commercial space that is most attractive to meet those needs. Strategy S. Manage growth and redevelopment Cityof Allen 69 FY 2012 Budget FUND DEPARTMENT ACCOUNT GENERALFUND COMMUNITY DEVELOPMENT/PLANNING 001-4800-461 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 903,225 928,520 914,985 955,827 Operations 113,494 130,453 130,453 93,266 Professional Services 10,253 9,000 4,500 9,000 DEPARTMENT TOTAL 7,026,972 1,067,973 1,049,938 1,058,093 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 FULLTIME ACTUAL BUDGET AMENDED BUDGET Director 1 1 1 1 Assistant Director 1 1 1 1 Senior Planner 1 1 1 1 Planner 2 2 2 2 GIS Administrator 1 1 1 1 GIS Analyst 1 1 1 1 Code Enforcement Supervisor 1 1 1 1 Code Enforcement Officer 2 2 2 2 Senior Administrative Assistant 1 1 1 1 TOTAL FULL TIME 11 11 11 EXPENDITURE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 663,820 681,032 664,637 680,580 Longevity 2,256 2,596 2,660 2,924 Overtime 1,867 2,300 2,300 1,840 FICA 47,617 48,509 47,572 51,448 TMRS 91,109 97,417 95,345 97,399 Worker's Compensation 982 1,001 977 1,000 Health Insurance 84,908 85,028 91,272 109,687 Dental Insurance 7,540 7,600 7,325 7,895 Long -tens Disability 1,652 1,629 1,552 1,630 Life Insurance 1,084 1,046 1,015 1,064 Flexible Spending 390 362 330 360 SUBTOTAL E 903,225 E 928,520 $ 914,985 E 955,827 OPERATING EXPENSES Conferences & Training 17,189 16,875 16,875 9,188 Dues & Subscriptions 3,554 4,693 4,693 4,683 Clothing & Uniforms 1,172 1,940 1,940 1,940 Printing & Reproduction 3,092 4,670 4,670 4,670 Advertising 250 300 300 300 Board & Commission Training 640 2,000 2,000 2,000 Plat Administration Expense 4,100 6,000 6,000 6,000 Gasoline 3,570 3,500 3,500 3,500 Office Supplies 2,471 4,560 4,560 4,560 Small Tools & Minor Equipment 1,492 6,475 6,475 1,985 Cityof Allen 70 FY 2012 Budget I FUND GENERALFUND DEPARTMENT COMMUNITY DEVELOPMENT/PLANNING ACCOUNT 001-4800-461 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. Vehicle Maintenance 964 4,440 4,440 4,440 Donation Expense 75,000 75,000 75,000 50,000 SUBTOTAL $ 113,494 $ 130,453 $ 130,453 $ 93,266 PROFESSIONAL SERVICES Professional Services 10,253 9,000 4,500 9,000 SUBTOTAL $ 10,253 $ 9,000 $ 4,500 $ 9,000 DEPARTMENT TOTALS $ 1,026,972 1,067,973 1,049,938 $ 1,058,093 CAPITAL EXPENDITURES LIST No capital items Cityof Allen 71 FY 2012 Budget J CITY OF ALLEN I 1 I Cityof Allen COMMUNITY SERVICES DIVISIONS ADMINISTRATION 001-5110 BUILDING MAINTENANCE 001-5120 STREETS 001-5130 SERVICE CENTER 001-5140 Mortor 1 Senior Administrative Assistant 1 Assistant Director 1 Streets/Drain I ge Foreman IW Building Mamte; ance Crew Leader I ' I Building Technician Lead Custodian Equipment Operator 2 2 Maintenance WorkerI I Custodian 73 FY 2012 Budget FUND DEPARTMENT ACCOUNT GENERALFUND 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 FY2011: 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 6 years • 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 • Began an annual Service Center open house scheduled in conjunction with National Public Works Week • Developed the fret annual budget for the Municipal Service Center Goal 8. Proactively work to protect. conserve and manage water resources Reported the 3 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 • Initiate a free residential home irrigation audit program Objectives for 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 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 • Continue Senate Bill 12 compliance and continue reducing municipal electric use Goal 6. Maintain operational excellence in City government services Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services • Respond to customer calls, e-mails, comment forms, or letters within one business day of 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 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 • Continue a free residential home irrigation audit program Cityof Allen 74 FY 2012 Budget L J J FUND DEPARTMENT/DIVISION 2010-2011 ACCOUNT GENERALFUND COMMUNITY SERVICES/ADMINISTRATION 001-5110432 BUDGET 267,199 274,449 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 1,892 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 20,290 19,171 21,244 36,419 Personnel Services 358,948 371,000 369,008 380,692 Operations 6,635 12,258 10,983 11,032 Professional Services 2,027 2,250 2,250 2,200 DEPARTMENT TOTAL 365,583 385, 382,241 393,924 600 601 622 105 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET FULL TIME Director 1 1 1 1 Assistant Director 1 1 1 1 Senior Administrative Assistant 1 1 1 1 TOTAL FULL TIME 3 3 3 3 DETAIL Workers Compensation Health Insurance Dental Insurance Long-term Disability Life Insurance Flexible Spending SUBTOTAL OPERATING EXPENSES Conferences & Training Dues & Subscriptions Gasoline Office Supplies Vehicle Maintenance Radio Maintenance SUBTOTAL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 267,199 274,449 273,805 279,448 1,604 1,748 1,748 1,892 92 500 500 400 18,942 20,290 19,171 21,244 36,419 39,358 39,254 40,292 215 221 220 225 31,107 31,059 30,876 33,648 2,027 2,039 2,026 2,067 614 615 642 674 624 600 601 622 105 121 165 180 249 2,212 937 969 1,836 2,700 2,700 2,575 1,853 3,200 3,200 3,425 2,349 2,946 2,946 2,887 348 1,000 1,000 980 Cityof Allen 75 FY 2012 Budget FUND GENERALFUND DEPARTMENT/DIVISION COMMUNITY SERVICESIADMINISTRATION ACCOUNT 001-5110-432 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PROFESSIONAL SERVICES Professional Services 2,250 2,250 2,200 SUBTOTAL $ - $ 2,250 $ 2,250 $ 2,200 DEPARTMENT TOTALS $ 365,583 $ 385,508 $ 382,241 393,824 CAPITAL EXPENDITURES LIST No capital items Cityof Allen 76 FY 2012 Budget 1 FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY SERVICES/ 001-5120418 BUILDING MAINTENANCE The Building Maintenance division is responsible for maintaining a high quality interior building appearance and administering maintenance and repair contracts for City Hall, Municipal Service Center, City Hall Annex, Municipal Court / Parks & Rec., 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 2011: • Assisted in set up and break down at numerous City sponsored events Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen Strategy 8. Work with partners to protect and conserve natural resources Objective 2. Work with partners to protect and conserve electricity • Participated in planning of city buildings for energy efficiency through Oncor's CitySmart Program • Oversee the HVAC rehabilitation contract for the police station and implement the energy management system for the building. 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 final construction of the Municipal Service Center Objectives for FY 2012: Goal 2. Cultivate reaional alliances and partnerships with agencies and governmental units that affect Allen Strategy 8. Work with partners to protect and conserve natural resources Objective 2. Work with partners to protect and conserve electricity • Pursue opportunities and work with other departments to make the best use of future ONCOR CitySmart rebates dedicated towards further reducing the city's energy consumption Goal S. Systematically invest in Public infrastructure Strategy 3. Develop and implement Infrastructure Maintenance Plan/schedules for Community Service operations • Maintain a high level of maintenance and repair for city facilities the division maintains Cityof Allen 77 FY 2012 Budget IITURE SUMMARY -KATION el Services ns onal Services DEPARTMENTTOTAL VNEL SUMMARY ME Maintenance Foreman stodian Technician in TOTAL FULL TIME DETAIL is Compensation Insurance Insurance ,rm Disability ;urance Spending SUBTOTAL rence & Training & Subscriptions no & Uniforms ,is] Supplies Tools & Minor Equipment ig Maintenance e Maintenance SUBTOTAL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 514,191 569,876 565,536 579,915 344,049 368,589 390,235 372,900 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 1 1 1 1 2 2 2 2 2 2 2 2 6 7 7 7 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 339,684 372,931 369,591 376,803 1,444 1,876 2,028 2,556 19,268 20,600 20,600 16,480 26,199 27,098 27,413 27,811 48,881 53,351 54,646 54,059 4,056 4,602 4,505 4,379 66,527 80,379 77,667 88,336 6,627 7,405 7,536 7,890 847 890 869 899 433 443 441 462 9711 1.401 240 240 1,035 1,095 1,095 535 27 560 560 545 3.061 4,317 4,317 4,230 177,389 179,204 195,000 176,128 8,196 10,652 8,876 9,764 4,727 5,201 5,201 5,201 336 95 261 93 3,739 3,005 3,005 3,215 39,370 38,000 38,000 37,240 927 6,450 6,450 6,340 104,091 118,825 126,285 128,448 1.151 1.185 1.185 1.161 Cityof Allen 78 FY 2012 Budget I FUND GENERAL FUND DEPARTMENT/DIVISION COMMUNITY SERVICES/BUILDING MAINTENANCE ACCOUNT 001-5120-418 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PROFESSIONAL SERVICES Professional Services —E-- 92,790 101,903 101,703 97,458 SUBTOTAL 92,790 $ 101,903 $ 101,703 $ 97,458 DEPARTMENT TOTALS $ 951,030 1,040,368 1,057,474 $ 1,050,273 CAPITAL EXPENDITURES LIST No capital items Cityof Allen 79 FY 2012 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY SERVICES/STREETS 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 2011: 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 Timber Creek Sewer project, repaved a portion of Post Oak and Pine Trail; construction that was very well received by residents • In conjunction with the Walden Park water and sewer project, repaved a portion of Thoreau from Greenville to Roaring Springs 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 2012: Goal 5. Systematically Invest in public infrastructure Strategy 3. Develop and Implement Infrastructure Maintenance Planlschedules 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 Cityof Allen 80 FY 2012 Budget I eJ I FUND DEPARTMENT/DIVISION ACCOUNT GENERAL FUND COMMUNITY SERVICES/STREETS 001-5130-431 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 639,187 642,752 640,445 661,736 Operations 186,632 251,865 251,865 246,510 Professional Services 1,425 1,425 1,396 DEPARTMENT TOTAL 825,819 896,042 893,735 909,642 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET FULL TIME 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 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 399,064 407,515 399,023 409,976 Longevity 3,404 3,932 3,820 4,272 Overtime 21,236 15,913 18,000 14,400 FICA 29,944 28,846 29,347 30,387 TMRS 57,212 58,631 59,116 59,030 Worker's Compensation 10,834 10,553 10,681 10,643 Health Insurance 108,043 107,875 111,102 123,400 Dental Insurance 7,875 7,968 7,861 81080 Long -tern Disability 991 974 952 988 Life Insurance 509 485 483 500 Flexible Spending 75 60 60 60 SUBTOTAL E 639,187 E 642,752 S 640,445 E 661,736 OPERATING EXPENSES Conference & Training 258 637 637 313 Dues & Subscriptions 61 275 275 269 Clothing & Uniforms 7,612 7,342 7,342 7,195 Printing & Reproduction - 190 190 186 Rentals 2,437 2,613 2,613 2,560 Gasoline 26,507 25,000 25,000 26,750 Office Supplies 484 475 475 465 Medical & Chemical Supply - 225 225 220 Small Tools & Minor Equipment 13,251 7,690 7,690 7,536 Vehicle Maintenance 14,306 13,308 13,308 13,041 Equipment Maintenance 2,104 10,000 10,000 9,800 Radio Maintenance - 710 710 695 Cityof Allen 81 FY 2012 Budget FUND GENERALFUND DEPARTMENTIDMSION COMMUNITY SERVICES/STREETS ACCOUNT 001-5130-431 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. Asphalt Maintenance 31,381 28,500 28,500 27,930 Sidewalk Replacement 9,457 10,000 10,000 9,800 Street Maintenance 78,774 144,900 144,900 139,750 SUBTOTAL $ 186,632 $ 251,865 $ 251,865 $ 245,510 PROFESSIONAL SERVICES Professional Services 1,425 1,425 1,396 SUBTOTAL $ - $ 1,425 $ 1,425 $ 1,396 DEPARTMENT TOTALS 825,819 896,042 893,735 909,642 CAPITAL EXPENDITURES LIST No capital items Cityof Allen 82 FY 2012 Budget n r 1 FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY SERVICES/ 001-5140-415 SERVICE CENTER The Service Center division is responsible for managing the commonlshared facilities located at the Municipal Service Center including the administration building, fueling operations, vehicle wash operations, and the fleet maintenance facility. The division also budgets for all MSC utilities including water, sewer, natural gas, and electricity Accomplishments in FY 2011: 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 move in and beginning operations of Municipal Service Center including administration building. shop building, fleet services building, fuel island, and car wash. • Set up the automated vehicle fueling and vehicle wash facilities including the necessary accounting associated with these services • Managed operations budget for Service Center for FY 10-11 Objectives for 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. • 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 12-13 budget based on the facility's historic costs that are developed Cityof Allen 83 FY 2012 Budget FUND DEPARTMENTIDIVISION ACCOUNT GENERAL FUND COMMUNITY SERVICESISERVICE CENTER 001-5140-415 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations - 148,569 145,813 148,569 Professional Services 25,790 25,715 28,940 DEPARTMENT TOTAL $ $ 174,359 $ 171,528 $ 177,509 EXPENDITURE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES Electricity - 71,746 76,500 71,450 Natural Gas - 14,422 13,562 14,918 Water - 11,300 20,950 21,500 Rentals - 2,500 2,500 1,500 Gasoline - 1,600 500 1,000 Janitorial Supplies - 42,801 28,801 30,801 Small Tools 8 Minor Equipment - 500 500 2,200 Building Maintenance - 3,200 2,000 3,200 Equipment Maintenance - 500 500 2,000 SUBTOTAL $ - $ 148,569 $ 145,813 $ 148,669 PROFESSIONAL SERVICES Professional Services_ - 25,790 25,715 28,940 SUBTOTAL $ - $ 25,790 $ 25,715 $ 28,940 DEPARTMENT TOTALS $ $ 174,359 $ 171,528 $ 177,509 CAPITAL EXPENDITURES LIST No capital items Cityof Allen 84 FY 2012 Budget Director 1 Project Technician 1 Assistant Director 1 Graduate Engineer 1 ENGINEERING ' DIVISIONS GIS Technician 1 ENGINEERING 001-6000 TRAFFIC 001-6020 Director 1 Project Technician 1 Assistant Director 1 Graduate Engineer 1 CWII Engineer ROW/Utility Coordinator' 1 Utility Locator Tech' Construction Manager * Positions funded in Water & Sewer **One position funded out of the Drainage Fund. Senior Administrative Assistant 1 Transportation Manager 1 Senior Signal Tech 1 Traffic Signal Tach 2 Treltic Signal Assistant 1 Signs/Markings Tech 2 Cityof Allen 85 FY 2012 Budget CoostNCllcn Inspector p« GIS Technician 1 CWII Engineer ROW/Utility Coordinator' 1 Utility Locator Tech' Construction Manager * Positions funded in Water & Sewer **One position funded out of the Drainage Fund. Senior Administrative Assistant 1 Transportation Manager 1 Senior Signal Tech 1 Traffic Signal Tach 2 Treltic Signal Assistant 1 Signs/Markings Tech 2 Cityof Allen 85 FY 2012 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND ENGINEERING 001-6000-437 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 2011: Goal 5. Systematically invest in public infrastructure Strategy 2. Continue to improve traffic management within the City o Traffic Signal Installations: Greenville/High Trail and McDermott/Shallowater • Traffic Operations: Completed Phase II of the Advanced Traffic Management System & Traffic Signal Upgrade to 47 signals with new progression based timing plans and radio controlled operations Strategy 4. Construct and improve roadway infrastructure • Completed construction on the following projects: o Streets: Completed design of Main Street from Allen Drive to US 75 and Bethany Drive from Allen Heights to the east city limit line with construction to start in 2012 (contingent on county funding availability). Intersection improvements were completed in partnership with AISD at Rivercrest/Exchange, Greenville/Exchange and Greenville/Rivercrest. Completed Chaparral Road from Greenville Avenue to Cottonwood Creek. Continue right-of-way, land acquisition, and engineering for Ridgeview Drive (Alma to US 75). Strategy 5. Plan for the construction of needed city facilities o Facilities: Fire Station #5, relocation of Police Department Communications Center to the basement of City Hall, CCN and Security Card Access system completed at City Hall, PD, The Edge and Natatorium, Adaptive Reuse of the Municipal Annex building. Goal 8. Proactively work to Protect, conserve. and manage water resources o Water/Sewer and Drainage: Hillside Elevated Water Storage Tank, Walden Park water and sewer replacement, Morgan Crossing new service laterals. Objectives for FY 2012: Goal 2. Cultivate regional alliances and partnerships with agencies and aovernmental units 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 reaionallmurove mobility transportation initiatives transportation initiatives Strategy 2. Continue to leverage County, State (TxDOT) and Federal resources for road funding • Work 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 new construction of FM 1378 near Lovejoy Elementary Goal 5. Systematically in Public infrastructure 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: Begin development relating to Fire Station #6, Police Headquarters remodel and K-9 facility improvements Strategy 2. Continue to improve traffic management within the City • Stacy Road corridor bottleneck improvements • Complete Phase 1 of on street bike route markings (Twin Creeks, Comanche, Rivercrest, & Malone) Strategy 4. Construct and Improve roadway Infrastructure • Construct the following Streets: Begin construction of Main Street from Allen Drive to US 75 and Bethany Drive from Allen Heights to the city limit line • Continue right-of-way, land acquisition, and engineering for Ridgeview Drive (Alma to US 75) • Chelsea Boulevard from Star Creek to SH 121 Goal 8. Proactively to Protect. conserve. and manage water resources protect. conserve. and manage water resources • Construct the following water/sewer related projects: Walden Park water and sewer replacement, Phase 2, US 75 waterline, Phase 2 Cityof Allen 86 FY 2012 Budget It FUND DEPARTMENT 2010-2011 ACCOUNT GENERAL FUND ENGINEERING AMENDED 001-6000-437 860,144 891,189 853,149 886,603 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 15,250 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 65,829 120,917 127,568 123,657 Personnel Services 1,184,674 1,221,829 1,181,484 1,239,718 Operations 1,182,275 1,256,793 1,225,143 1,328,570 Professional Services 1,200 6,000 6,000 5,000 DEPARTMENT TOTAL 2,368,149 S 2484,622 2,412,627 $ 2,573,288 1,364 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET FVLL TIME 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 2 2 1 1 Senior Administrative Assistant 1 1 1 1 Project Technician 1 1 1 1 GIS Technician 1 1 1 1 Civil Engineer 1 1 1 1 Senior Signal Technician 1 1 1 1 Signs and Markings Technician 2 2 2 2 Traffic Signal Technician 1 1 1 1 Traffic Signal Assistant 0 0 1 1 TOTAL FULL TIME 14 14 14 14 DETAIL Worker's Compensation Health Insurance Dental Insurance Long- term Disability Life Insurance Flexible Spending SUBTOTAL OPERATING EXPENSES Conferences & Training Dues & Subscriptions Mileage Clothing & Uniforms Electricity -Street Lights 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 860,144 891,189 853,149 886,603 3,448 4,024 3,960 4,584 17,622 15,250 15,900 12,000 62,380 64,725 60,632 65,829 120,917 127,568 123,657 126,995 5,296 5,304 5,347 5,762 103,145 101,670 107,237 125,776 7,779 8,150 7,705 8,080 2,081 2,107 2,021 2,125 1,292 1,239 1,306 1,364 4,472 5,800 4,800 3,025 4,759 4,880 4,680 5,340 256 800 1,100 1,100 3,815 4,795 4,645 5,500 772,568 854,212 828,000 888,288 Cityof Allen 87 FY 2012 Budget FUND GENERAL FUND DEPARTMENT ENGINEERING ACCOUNT 001-6000-437 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. Electricity -Traffic Signals 32,952 44,486 40,000 37,602 Printing & Reproduction 46 300 300 275 Advertising - 200 200 180 Rentals 1,650 - - - Gasoline 12,960 13,084 14,722 14,835 Office Supplies 2,480 4,400 3,000 3,600 Small Tools & Minor Equipment 1,449 1,790 1,650 2,225 Vehicle Maintenance 2,830 5,350 5,350 4,100 Equipment Maintenance 711 500 500 500 Street Marking Maintenance 55,701 52,000 52,000 71,000 Traffic Signal Maintenance 82,519 32,000 32,000 46,000 Street Light Maintenance 150,828 177,196 177,196 191,000 Street Sign Replacement 52,279 55,000 55,000 54,000 SUBTOTAL $ 1,182,275 $ 1,256,793 $ 1,225,143 $ 1,328,570 PROFESSIONAL SERVICES Professional Services 1,200 6,000 6,000 5,000 SUBTOTAL -i--- 1,200 $ 6,000 $ 6,000 $ 5,000 DEPARTMENT TOTALS $ 2,368,149 2,484,622 2,412,627 2573,288 CAPITAL EXPENDITURES LIST No capital items Cityof Allen 88 FY 2012 Budget 1 p 1 1 FINANCE DIVISIONS FINANCE 001-5500 PURCHASING 001-5510 Chief Financial Officer 1 Senior Administrative Assistant 1 Assistant Director I Accounting Manager Purchasing Manager II Budget Manager 1 11 11 1 11 Senior Accounlant I Bu2yer Accounting Technician Accounting Technician I 1 1 Payroll Specialist Accounting Assistant II 1 1 Accountant 2 Cityof Allen 89 FY 2012 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 2011: Goal 6. Maintain operational excellence in City government services Strategy 4. Ensure excellent fiscal management to maintain public trust • Continued to receive professional awards and recognition: o Received the 12th Certificate of Achievement for Excellence in Financial Reporting from the National Government Finance Officers Association (GFOA) o Received the 12"' Distinguished Budget Presentation Award from GFOA o Received the 11th Achievement of Excellence in Procurement Award from the National Purchasing Institute (NPI) • For the third consecutive year, the external audit for the period ending September 30, 2010 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 AA+ 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. • Prepared a revised Debt Management and Fund Balance policy to address requirements of GASB 54, "Fund Balance Reporting and Governmental Fund Type Definitions", to disclose the fund balance in a manner that reflects assigned, committed, restricted and unrestricted funds required with the FY2011 financial statements. • Established a trust fund to address funding needs of Other Post Employment Requirements (OPEB) and its related financial reporting (GASB 45). • Participated in the CIP process and issued $5,000,000 of par value new G.O. Bonds, $8,785,000 of General Obligation Refunding Bonds in November 2010, and $3,840,000 in G.O. Refunding Bonds in June 2011. Present value savings from the refundings were $705,000 and $445,000 respectively. • Continued financial reviews in various areas related to property taxes, sales taxes, hotel/motel taxes, tax increment financing (TIF) agreements, economic development agreements, franchise fees and monitored long range financial plans for debt management and selected operating funds. • Provided financial analysis to monitor the economic incentive agreements related to the Premium Outlet Mall, The Village at Allen, the Allen Event Center, Cabela's, Stacy Furniture, and Watters Creek. • Continue to implement web based electronic bid software to increase vendor competition, promote competitive pricing, and monitor and track vendor bids and contracts. Objectives for FY 2012: Goal 6. Maintain operational excellence in City Govemment 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, hotellmotel 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 strengthen internal controls by updating policies and providing training to employees. • Promote vendor education through the Collin County Governmental Purchasers Forum annual "How to Do Business With Government Entities" vendor fair. • Continue vendor awareness of the web based electronic bid software to improve competitive pricing and monitoring of vendor bids and contracts. • Prepare for researching and implementing new financial software. Ckyof Allen 90 FY 2012 Budget 1 I I FUND DEPARTMENT ACCOUNT GENERAL FUND FINANCE 001-5500-416 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 1,298,771 1,358,973 1,346,846 1,408,083 Operations 33,813 46,098 43,577 37,056 Professional Services 3,704 8,510 11,155 13,658 DEPARTMENT TOTAL 7,336,2 7,413,561 1 401,578 1, 717 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET FULL TIME Chief Financial Officer 0 0 0 1 Director 1 1 1 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 0 0 1 Financial Analyst 1 1 1 0 Accountant 2 2 2 2 Senior Administrative Assistant 1 1 1 1 Purchasing Manager 1 1 1 1 Buyer 2 2 2 2 Payroll Specialist 1 1 1 1 Accounting Technician 2 2 2 2 Accounting Assistant II 1 1 1 1 TOTAL FULL TIME 16 16 16 16 EXPENDITURE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 949,842 990,438 980,243 1,018,033 Longevity 3,244 4,066 4,122 4,890 Overtime 409 1,750 1,100 400 FICA 67,372 72,113 68,726 75,500 TMRS 130,801 141,706 140,482 145,463 Worker's Compensation 760 799 775 818 Health Insurance 131,608 133,136 136,271 147,515 Dental Insurance 10,315 10,562 10,686 10,899 Long-term Disability 2,321 2,316 2,351 2,431 Life Insurance 1,529 1,483 1,490 1,534 Flexible Spending 570 604 600 600 SUBTOTAL $ 1,298,771 $ 1,358,973 $ 1,346,846 $ 1,408,083 Cityof Allen 91 FY 2012 Budget FUND GENERAL FUND DEPARTMENT FINANCE ACCOUNT 001-5500-416 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES Conferences & Training 16,520 16,835 16,218 8,418 Dues & Subscriptions 4,390 5,555 5,530 5,735 Mileage 324 660 620 500 Banking Services 4,928 5,148 5,148 5,148 Printing & Reproduction 483 2,800 2,554 2,700 Advertising 144 850 487 800 Meetings & Receptions 436 1,600 840 1,425 Gasoline 315 1,000 1,000 1,000 Office Supplies 6,176 8,400 7,500 8,400 Small Tools & Minor Equipment - 2,500 2,930 2,180 Vehicle Maintenance 97 500 500 500 Equipment Maintenance - 250 250 250 SUBTOTAL $ 33,813 $ 46,098 $ 43,577 $ 37,056 PROFESSIONAL SERVICES Professional Services 1,130 5,630 5,630 5,130 Courier Services 2,574 2,880 5,525 8,528 SUBTOTAL $ 3,704 $ 8,510 $ 11,155 $ 13,658 DEPARTMENT TOTALS $ 1,336,288 $ 1,413,581 1,401,578 1,458,797 CAPITAL EXPENDITURES LIST No capital items Cityof Allen 92 FY 2012 Budget 1 FIRE DIVISION 001-3500 Chief 1 Senior Administrative Assistant 1 Assistant Chiief/Preventon I I Assistant Chief/Operations Public Education Coordinator 1 Division Chlet/Supparl Services Fire Prevention Speoalist 3 Administrative Assistant Administrative Captain Captain 3 15 Dnver Operator Engineer (DOE) 15 FirefighledParamedic 5] Cityof Allen 93 FY 2012 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 2011: Goal 1. Enhance Community Livability and Safely • Replaced the Public Safely Radio System with a digital system with expanded capabilities and reliability • Installed a new fire station alerting system in each fire station • Implemented new Computer Aided Dispatch software/hardware and Records Management Software • Designed and ordered the first 1 00'aerial device for the AFD to serve the increasing building heights in Allen. • 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 the number of residents reached through Public Education Programs • Enhanced the Community Emergency Response Team (CERT) response capabilities • Obtained live radar feeds and software to aid in evaluating severe weather and its impact on Allec • Conducted annual mandatory physical ability testing for incumbents • Expanded our officer development program • Increased the college education requirements required for promotions Goal 2. Cultivate Regional Alliances and Partnemhios 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 • Work with the Insurance Service Office to receive an updated Public Protection Classification (PPC) for the community. The PPC is utilized by insurance agencies when determining fire insurance rates for a community. • The Regional Hazard Mitigation Action Plan was approved by FEMA Goal 5. Systematically Invest In Public Infrastructure Strategy S. Construction of needed City facilities • Utilized $1.8M grant from the America Reinvestment and Recovery Act toward the construction of FS#5 • Participated in the justification, design and opening of the new Public Safety Communications Center. Objectives for FY 2012: Goal 1. Enhance Community Livability and Safety Strategy 1. Continue to provide progressive and efficient emergency services • Open FS#5 providing service to far west Allen as well as increasing response capacity for the entire community • Enhance/expand the capabilities and use of the Community Emergency Response Team (CERT) • Replace the self contained breathing apparatus utilized by fire fighters Objective 3. Effectively use technology to enhance public safety services • Expand the use of the NIMS simulation lab to include additional mutual aid departments • Fully implement the capabilities of the new Computer Aided Dispatching software including automatic vehicle locations and vehicle tracking to minimize response times. • Utilize the new records management system to analyze our emergency incident response data and make adjustments to our resources accordingly • Activate the Voice Alert feature of the new station alerting system 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, and development 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 needed City facilities • Fire Station #5 completion and opening • Evaluate timeline for Fire Station #6 • Plan for the rehabilitation of Fire Stations #2, #3 and #4 Cityof Allen 94 FY 2012 Budget n 1 SUMMARY Services DEPARTMENTTOTAL -SUMMARY Fire Chief Assistant Fire Chief Fire Division Chief Battalion Chief Fire Captain Fire Driver Operator Engineer Firefighter/Paramedic Fire Prevention Specialist Public Education Coordinator Senior Administrative Assistant Administrative Assistant TOTAL FULL TIME EXPENDITURE DETAIL Longevity Overtime FICA TMRS Worker's Compensation Health Insurance Dental Insurance Long-term Disability Life Insurance Flexible Spending SUBTOTAL Dues & Subscriptions Mileage 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 9,207,391 9,787,856 9,660,664 10,392,039 707,771 744,517 803,177 737,192 241.837 282.875 282 875 277 f198 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 1 1 1 1 2 2 2 2 2 2 2 2 3 3 3 3 15 15 15 18 12 12 12 15 57 57 57 57 3 3 3 3 1 1 1 1 1 1 1 1 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 6,169,369 6,717,753 6,546,032 7,078,878 52,044 52,374 50,768 54,864 546,217 500,000 500,000 440,000 478,960 480,418 481,810 528,175 914,755 964,453 972,211 1,016,729 42,790 44,479 45,029 49,144 914,675 938,220 972,932 1,125,362 62,039 63,723 65,342 70,427 15,288 15,242 15,399 16,453 8,304 8,132 8,216 8,827 48,967 41,581 41,581 20,375 13,335 13,683 18,683 18,959 121 100 100 96 Cityof Allen 95 FY 2012 Budget FUND GENERAL FUND DEPARTMENT FIRE ACCOUNT 001-3500-422 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. Clothing & Uniforms 114,192 117,700 117,700 115,346 Electricity 83,819 87,432 94,000 94,815 Gas 8,263 8,949 10,041 11,045 Water 11,954 16,500 16,500 16,500 Printing & Reproduction 886 3,327 3,327 3,260 Advertising 126 475 475 465 Rentals 843 1,175 1,175 1,152 Meetings & Receptions 4,221 3,317 3,317 3,250 Code Enforcement 310 380 380 372 Gasoline 66,861 83,000 83,000 92,000 Oil & Lubricants 18 951 951 932 Office Supplies 3,590 8,318 8,318 8,152 Janitorial Supplies 7,334 8,080 8,080 7,918 Medical & Chemical Supply 92,013 100,000 100,000 98,000 Chemical Spill Supplies 4,580 6,084 6,084 5,962 Small Tools & Minor Equipment 97,335 86,937 92,937 85,198 Building Maintenance 45,541 51,907 81,907 50,867 Vehicle Maintenance 75,090 72,542 82,542 71,091 Equipment Maintenance 26,602 29,227 29,227 28,642 Radio Maintenance 1,770 2,852 2,852 2,795 SUBTOTAL $ 707,771 $ 744,517 $ 803,177 $ 737,192 PROFESSIONAL SERVICES Professional Services 241,837 282,875 282,875 277,096 SUBTOTAL -S-- 241,837 $ 282,875 $ 282,875 $ 277,096 DEPARTMENT TOTALS 10,156,999 10,815,248 10,746,716 11,406,327 CAPITAL EXPENDITURES LIST No capital items Cityof Allen 96 FV 2012 Budget 9 J I 1 HUMAN RESOURCES DIVISION 001-1700 Assistant City Manager Director 7 Sr. Administrative Assistant Human Resources Analyst I I Benefit B Compensation Human Resources Analyst Employment Administrator Employee Relations/Training Cityof Allen 97 FY 2012 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 2011: 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 eight People First, Respect, Integrity, Deliver and Excel (P.R.I.D.E.) rallies, awarded the 8"' annual Day of P.R.I.D.E. awards, and presented the 8'" annual Excellence in P.R.I.D.E. awards • Assisted departments with various employee relations issues • Represented the city in numerous unemployment compensation claims • Partnered 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 • Updated the Dress Code Policy • Compiled and disseminated quarterly recruitment statistics to department directors to assist in workforce decisions Objectives for 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" • Continue to develop an organization -wide diversity initiative which includes recruiting, training, and employee relations • Implement updated compensation plans in order to maintain the city's relative market standing with respect to our total compensation strategies • 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 Cityof Allen 98 FY 2012 Budget 1 'EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 526 cries 265.267 289,612 289,682 Personnel Services 375,622 444,324 449,186 401,796 1,048 Operations 133,216 163,795 209,834 142,037 1 Professional Services 34,65031,900 21,552 31:01201 31,900 37,413 DEPARTMENT TOTAL 8 9 69 0 575,733 232 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 27,774 31,913 ACTUAL BUDGET AMENDED BUDGET 2,815 FULL TIME 646 691 690 722 Insurance Director 1 1 1 1 130 Human Resource Analyst 3 3 3 2 63,050 Benefit & Compensation Administrator 0 0 0 1 S 449.186 Senior Administrative Assistant 1 1 1 1 TOTAL FULL TIME 5 5 5 5 'ENDITURE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 2,840 ACTUAL BUDGET AMENDED BUDGET ISONNEL SERVICES 2,920 Printing & Reproduction 526 cries 265.267 289,612 289,682 298,619 levity 664 856 856 1,048 rtime 313 623 623 498 1 19,931 21,620 21,552 22,530 is 37,413 41,392 41,389 42,703 ker's Compensation 198 232 230 241 Ith Insurance 20,385 23,376 27,774 31,913 tal Insurance 2,117 2,407 2,668 2,815 1 -term Disability 646 691 690 722 Insurance 362 344 447 467 ible Spending 130 121 225 240 rational Assistance 142,037 63,050 63,050 -28,196 SUBTOTAL S 375.622 8 444.324 S 449.186 S 401.796 Conferences & Training 4,202 5,800 5,800 2,840 Dues & Subscriptions 3,919 2,980 2,980 2,920 Printing & Reproduction 526 570 570 370 Advertising 18,820 58,800 58,800 57,362 Meetings & Receptions 342 1,711 1,711 1,011 Office Supplies 1,610 2,662 2,662 1,762 Small Tools & Minor Equipment 90 333 333 233 PRIDE Program 9,117 15,000 10,000 15,000 Training & Development 8,191 11,407 11,407 11,007 Unemployment Claims 48,689 30,000 76,039 30,000 Employee Recognition 37,710 34,532 39,532 19,532 ' SUBTOTAL $ 133,216 $ 163,795 $ 209,834 E 142,037 Cityof Allen 99 FY 2012 Budget FUND GENERAL FUND DEPARTMENT HUMAN RESOURCES ACCOUNT 001-1700-414 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PROFESSIONAL SERVICES Professional Services 34,650 31,900 31,900 31,900 SUBTOTAL. $ 34,650 $ 31,900 $ 31,900 $ 31,900 DEPARTMENT TOTALS $ 543,488 640,019 690,920 575,733 CAPITAL EXPENDITURES LIST No capital items Cityof Allen 100 FY 2012 Budget 1 1 I INFORMATION TECHNOLOGY DIVISIONS IT ADMINISTRATION 001-1610 IT INTERNAL ITEMS 001-1620 Director 1 Administrative Assistant 1 IT Sys[em Supervisor 1 AS400 System Administrator 1 System Administrator 3 IT Specialist 1 IT Technician 2 PT - IT Specialist 5' -Position funded out of Parks & Recreation Cityof Allen 101 FY 2012 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 2011: Goal 6. Maintain operational excellence in City government services Strategy 1. Utilize technology for optimum performance and customer service • Complete the installation of a new Public Safety Radio System (Motorola) • Started the conversion and installation of TriTech software (CAD & RMS for Public Safety) • Firehouse software LIVE for Fire Department • Completed replacement of all MDC's for public safety • Completed the upgrade of hardware and software of the Avaya PBX and Voice Mail systems • Added GPS equipment for better reporting of TPDES • Replaced GPS equipment for the GIS group • Installed 50 Cisco routers for Engineering at all street intersections • Completed the installation of the new Communications Center in the basement of City Hall • Completed the installation of the new Service Center • Replaced all Cisco routers that were out of Smartnet maintenance Objectives for FY 2012: Goal 6. Maintain operational excellence in City aovernment services Strategy 1. Utilize technology for optimum performance and customer service • Complete the installation of the new Fire Station 5 • Update the I.T. Five Year Strategic Plan • Replace NT8 Server • Replace the Allen -Web Server • Upgrade all machines at the Event Center with licensed Microsoft software • Replace all Council laptops • Include maintenance agreement for Siemens Traffic System software • Continue conversion of CAD & RMS systems for Police L Cityof Allen 102 FY 2012 Budget U FUND DEPARTMENT 2010-2011 ACCOUNT GENERAL FUND IT AMENDED BUDGET 001-1600-413 635,144 627,805 641,457 2,070 1,826 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 12,000 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 90,769 90,642 91,829 636 Personnel Services 827,622 862,850 858,005 878,441 Operations 838,874 981,912 1,052,362 1,210,617 Professional Services 20,036 10,000 10,000 52,212 Capital 894 14,000 14,000 240 DEPARTMENTTOTAL S 1,686,532 $ 1,868,762 S 1,934,367 $ 2,141,270 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET FULL TIME Director 1 1 1 1 Network System Supervisor 1 1 1 1 Public Safety System Administrator 1 1 0 0 System Administrator 2 2 3 3 AS400 System Administrator 1 1 1 1 IT Specialist 1 1 1 1 IT Technician 2 2 2 2 Administrative Assistant 1 1 1 1 TOTAL FULL TIME 10 10 10 10 DETAIL Worker's Compensation Health Insurance Dental Insurance Long-term Disability Life Insurance Flexible Spending SUBTOTAL OPERATING EXPENSES Conferences & Training Dues & Subscriptions Clothing & Uniforms Telephone Printing & Reproduction Rentals & Leasing Database Services Computer Costs & Supplies 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 609,265 635,144 627,805 641,457 2,070 1,826 2,524 2,956 12,455 15,000 15,000 12,000 45,121 46,201 45,549 47,452 85,200 90,769 90,642 91,829 636 657 580 589 64,276 64,610 66,836 72,833 5,940 5,930 6,400 6,575 1,509 1,517 1,495 1,530 910 894 889 920 240 302 285 300 7,560 9,300 9,300 4,650 195 200 200 200 1,185 1,500 1,500 1,500 81,563 85,160 85,160 87,860 - 1,500 1,500 1,298 76 200 200 400 4,748 10,000 10,000 10,000 497,598 621,679 677,029 817,309 Cityof Allen 103 FY 2012 Budget FUND GENERAL FUND DEPARTMENT IT ACCOUNT 001-1600-413 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. Gasoline 470 810 810 1,050 Lease Expenses 122,402 110,213 110,213 128,500 Office Supplies 618 1,150 1,150 1,150 Computer Supplies 62,378 65,200 80,300 81,700 Small Tools and Minor Equipment 20 - - - Vehicle Maintenance 217 800 800 800 Computer Maintenance —f-- 59,844 74,200 74,200 74,200 SUBTOTAL 838,874 $ 981,912 $ 1,052,362 $ 1,210,617 PROFESSIONAL SERVICES Professional Services 20,036 10,000 10,000 52,212 SUBTOTAL S 20,036 $ 10,000 $ 10,000 $ 52,212 CAPITAL OUTLAY Computer Equipment - 14,000 14,000 - SUBTOTAL $ - $ 14,000 $ 14,000 $ - DEPARTMENT TOTALS $ 1,686,532 $ 1,868,762 $ 1,934,367 $ 2,141,270 CAPITAL EXPENDITURES LIST No capital items Cityof Allen 104 FY 2012 Budget i I 1 1 INTERNAL SERVICES DIVISION 001-1800 No Personnel in this Department Cityof Allen 105 FY 2012 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND INTERNAL SERVICES 001-1800-415 The Internal Services budget, administered by the City Managers Office, captures expenses that are shared among many departments. Highlights of some of the items included in this department are as follows: • Professional Services fees for City Attorney, annual audit, tax appraisal and tax collection services • Copier services including monthly lease fees and maintenance • Costs associated with City of Allen strategic planning • Transfers out for capital projects • Economic incentive payments for projects such as Stacy Furniture, The Village at Allen, and Cabala's Cityof Allen 106 FY 2012 Budget I 91 FUND GENERAL FUND DEPARTMENT INTERNAL SERVICES ACCOUNT 001-1801415 EXPENDITURE SUMMARY 2008-2009 2009-2010 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations 9,814,246 9,314,107 7,834,342 7,279,924 Professional Services 759,644 739,640 715,045 702,238 Transfers Out 1,707,334 618,666 910,979 902,555 DEPARTMENT TOTAL $ 12,281,224 $ 10,672,413 $ 9,460,366 $ 8,884,717 EXPENDITURE DETAIL 2008-2009 2009-2010 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES Dues & Subscriptions 78,158 60,050 60,050 52,299 Telephone 260,058 268,744 268,744 268,744 Insurance 488,950 461,373 461,373 500,760 Postage & Freight 54,212 69,089 69,089 69,089 Printing & Reproduction 3,805 5,500 5,500 5,500 Miscellaneous Operating Exp 97,141 296,000 72,945 - Lease Expenses 58,654 60,636 92,984 92,020 Vehicle/Equipment Replacement 1,237,226 1,251,986 1,251,986 1,318,270 Office Supplies 18,977 30,000 25,000 25,000 Post -Employment Funding Exp 41,199 41,199 41,199 267,227 Economic Grant Expenses 7,401,178 5,890,586 4,856,528 4,215,042 Strategic Planning Expense 74,688 878,944 628,944 465,973 SUBTOTAL $ 9,814,246 $ 9,314,107 $ 7,834,342 $ 7,279,924 PROFESSIONAL SERVICES Audit Fees 34,090 34,090 34,000 44,450 Tax Service -Collin County 22,211 23,545 22,418 22,522 Tax Service -CAD 256,852 269,905 265,459 270,266 Legal Fees 404,826 373,000 355,000 355,000 Consulting Services 5,217 4,100 3,168 - Copier Service --f-- 36,448 35,000 35,000 10,000 SUBTOTAL 759,644 $ 739,640 $ 715,045 $ 702,238 TRANSFERS Operating Transfer Out 1,248,626 618,666 910,979 872,555 Capital Projects Transfer Out -f--- 458,708 30,000 SUBTOTAL 1,707,334 $ 618,666 $ 910,979 $ 902,555 DEPARTMENT TOTALS $ 12.281,224 $ 10,672.413 $ 9.460.366 S 8.884.717 Cityof Allen 107 FY 2012 Budget ERAL FUND INTERNAL SEKVIGtS uul-iouu- 13 ITAL EXPENDITURES LIST 2010-2011 2011-2012 AMENDED BUDGET 'atinll Transfers Out: its and Special Revenue Fund Police 134,144 87,239 Court Security 75,497 61,217 Management Fund -Administrative costs 169,421 216,314 acement Fund - Police Vehicles 225,000 - Bond Capital Projects Fund - JFRC Dumpster Enclosure 15,000 - Fund 291,917 507,785 TOTAL $ 910,979 $ 872,555 2010-2011 2011-2012 AMENDED BUDGET Capital Projects Fund - Restroom Facility at K-9 Training TOTAL Cityof Allen 108 FY 2012 Budget 1 1 I 1 LIBRARY DIVISION 001-3000 Senior Administa Asslahnt 1 Culture) Arte Coadinaror 1 librYy Acgweihona CaoMinator TeoVsual I ISP eaa at 24 oft SAsnistantl I Sped:o Ci.la8on Supervisor 1 Lldary (Clmulabon) Clark 2 PT library Ckrk 3.93 Cltyof Allen Support Services Manager Adult S.ices Manager Yount Services Manager 1 Senmr Ubranan Sema Llbraan Senwr Librarian 1 2.5 3 Libray CCMrk librarian LiGanen 125 3.25 8 5 Temp Library CMrk Library Specialist Llba Spedellat 028 1.5 2T5 Library Assodate 1 PT Library Clerk 0.83 PT Library Page 2.58 Temp Library Page 0,25 109 FY 2012 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND LIBRARY 001-3000-455 "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 and audiolvisual materials and offering numerous programs designed to develop and nourish an enduring love for reading and learning to enrich citizens' lives and enhance the quality of community life. in FY 2011: • Provided storytimes and other programs for Bolin and Rountree Elementary Pre -K, bilingual Pre -K, and Head Start classes. Goal 4. Strateav 7. Develop Library outreach opportunities for the community. • Successfully migrated to the new Polars automation system with minimal disruption to public services and limited financial impact on the General Fund. • Encouraged reading and cultural literacy for all ages (babies, toddlers, preschoolers, elementary children, pre- teens, teens, and adults) through story times, special programs, adult and children's book clubs, classic movies, and Summer Reading Programs for children, teens, and adults. • Partnered with Keep Allen Beautiful, the Allen Parks Foundation, and Parks and Recreation to host the 2011 Arbor Day celebration, including a live radio broadcast and subsequent program by Howard Garrett. • Participated in Parks and Recreation's Family Campout, Eggcelent Family Adventure, and Fishing Derby events. • Completed a three year project to remove and replaced wom and outdated library materials. • Worked with Purchasing to contract with a new Library cafe vendor to limit financial disk, provide an additional revenue source, and enhance the overall Library expedience for visitors. • Partnered with the Friends of the Library to present the "Bach to Books" series of literary, musical, and cultural programs, including: Native American storyteller Amy Bluemel, a Celtic Music Celebration, Mariachi Los Reyes de Dallas, Bluestein Bluegrass, jazz musician Clay Jenkins, programs about EI Greco, Charles Dickens, and Santa Claus, and authors Eric Kimmel, Scott Westerfeld, Chris Crutcher, and Brandon Mull. • Partnered with the Friends of the Library to offer the 4th annual ALLen Reads program including book clubs, Rocket Boys author Homer Hickam, an air and aerospace history program from the Women's Museum in Dallas, and stargazing with the Texas Astronomical Society. • Partnered with the Friends of the Library to offer the Library's 2nd annual Jazz and Blues Festival marketed across north Texas through a hotel occupancy tax grant. • Presented the 7th annual Day of the Child. Day of the Book celebration with support from the Kiwanis Club of Allen, the Allen Philharmonic Symphony Orchestra, Chick-fil-A, and the Friends of the Library. Objectives for FY 2012: Goal 2 Strateav 6 Foster educational partnerships for K-12 education and higher education. Develop and implement storytimes and other programs for Bolin and Rountree Elementary Pre -K, bilingual Pre -K, and Head Start classes. Goal 4. Streteav 7. Develop Library outreach opportunities for the community. • Continue to encourage reading and cultural literacy for Allenites of all ages through storytimes, special programs, book clubs, movies, and Summer and Winter Reading Programs with an increased emphasis on marketing through social media. • Develop book and audio-visual collections to promote lifelong learning, recreation, and an understanding of current cultural and social trends. • Increase the visibility and appeal of books and other Library materials through display shelving and other merchandising techniques. • Supplement the existing print collection by offering digital a -books to reach current and new Library patrons. • Partner with PAMRO to offer a broader range of Library programming to a larger audience on ACTV and online. • Partner with the Friends of the Library to present a diverse series of literary, musical, and cultural programs supported by relevant, attractive, and informative gallery exhibits. • Partner with the Friends of the Library to offer the 5th annual ALLen Reads program to promote literacy. • Expand the Jazz and Blues Festival to a two-day event, providing the possibility of overnight visitors to the City. • Present the 8th annual Day of the Child. Day of the Book celebration, celebrating reading and diversity. Cityof Allen 110 FY 2012 Budget F1 I I FUND GENERAL FUND DEPARTMENT LIBRARY 2010-2011 ACCOUNT 001-3000-455 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 AMENDED ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 0.24 0.24 r Personnel Services 1,927,402 2,019,803 1,971,630 2,044,875 Operations 314,680 330,732 337,579 320,186 Professional Services 26,809 27,985 27,964 22,890 Capital 180,052 180,000 180,000 180,000 DEPARTMENTTOTAL S 2.448.943 1 2.558.520 2.517 .173 2.5.951 67 )NNELSUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 V Page ACTUAL BUDGET AMENDED BUDGET "IME 0.24 0.24 0.24 0.24 r 1 1 1 1 1 Services Manager 1 1 1 1 Services Manager 2 2 2 2 Librarian 6 6 6 6 tion Supervisor 1 1 1 1 I Arts Coordinator 1 1 1 1 Associate 1 1 1 1 Acquisitions Coordinator 1 1 1 1 Administrative Assistant 1 1 1 1 tion Specialist 1 1 1 1 in 2 2 2 2 Specialist 1 1 1 1 Clerk 2 2 2 2 TOTAL FULL TIME 21 21 21 TIME Librarian 0.50 0.50 0.50 0.50 in 1.75 1.75 1.75 1.75 Specialist 3.25 3.25 3.25 3.25 Clerk 5.80 5.80 5.80 5.80 Page 2.88 2.88 2.88 2.88 tion Specialist Assistant 0.5 0.5 0.5 0.5 TOTAL PART TIME 14.68 TM 14.68 14.68 V Clerk 0.28 0.28 0.28 0.28 V Page 0.25 0.25 0.25 0.25 Visual Technician 0.24 0.24 0.24 0.24 TOTALTEMPORARY 0.77 0.77 0.T7 0.77 DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET =RVICES 1,492,081 1,545,394 1,520,075 ,564, 550 1,564 ' 10,017 9,681 10,912 12,083 629 300 300 240 111,169 115,390 113,384 118,715 Cityof Allen 111 FY 2012 Budget FUND GENERAL FUND DEPARTMENT LIBRARY ACCOUNT 001-3000-455 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES - cont. TMRS 190,230 205,066 203,027 208,474 Worker's Compensation 1,298 1,322 1,284 1,337 Health Insurance 108,034 127,618 108,847 125,014 Dental Insurance 9,577 10,562 9,640 10,147 Long-term Disability 2,443 2,468 2,344 2,437 Life Insurance 1,359 1,338 1,292 1,338 Flexible Spending 565 664 525 540 SUBTOTAL $ 1,927,402 $ 2,019,803 $ 1,971,630 $ 2,044,875 OPERATING EXPENSES Conferences & Training 2,590 3,950 3,765 1,975 Dues & Subscriptions 760 1,200 1,185 1,175 Mileage 280 470 400 460 Electricity 132,413 140,924 142,000 127,818 Natural Gas 25,275 27,088 25,822 28,404 Water 1,771 1,470 1,900 1,900 Postage & Freight 3,514 3,800 3,500 3,610 Printing & Reproduction - 245 100 100 Database Services 44 16,8464 16, 16,081 16,134 Special Activities 23,550 23,600 23,600 23,600 Library Book - Continuation Fund 11,771 14,500 14,210 14,210 Audio Visual Expense 29,474 29,779 29,779 29,779 Lease Expenses 862 1,860 1,860 1,860 Office Supplies 7,087 7,200 7,200 7,055 Periodicals 10,756 12,000 11,760 11,760 Boards & Commissions 30 500 300 490 Small Tools & Minor Equipment 3,137 4,000 3,700 4,000 Library Supplies 19,929 19,615 19,615 19,220 Equipment Maintenance 1,498 2,345 2,080 2,295 Book Collection Maintenance 500 675 675 660 Computer Maintenance 11,815 13,047 13,047 13,681 Donation Expenses 10,824 6,000 15,000 10,000 SUBTOTAL $ 314,680 $ 330,732 $ 337,579 $ 320,186 PROFESSIONAL SERVICES Professional Services 26,809 27,985 27,964 22,890 SUBTOTAL E 26,809 $ 27,985 $ 27,964 $ 22,890 CAPITAL OUTLAY Library Books 180,052 180,000 180,000 180,000 SUBTOTAL $ 180,052 $ 180,000 $ 180,000 $ 180,000 DEPARTMENT TOTALS 2,448,943 $ 2,558,520 2,517,173 2,567,951 Cityof Allen 112 FY 2012 Budget I MUNICIPAL COURT DIVISION 001-1200 Chief Financial Officer Assistant Finance Director I Municipal Court Judge I Municipal Court Administrator 1 Juvenile Case Manager' I I Municipal Court Supervisor I Warrant ORoer/Sailift" Deputy Court Clerk 6 'Funded in Grants & Special Revenue fund by Juvenile Case Manager Fund fee revenue "Funded in Grants and Special Revenue fund by Court Security fee revenue Cityof Allen 113 IFY 2012 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 FY2011: Goal 6. Maintain operational excellence in City government 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 four Deputy Court Clerks passing exams to obtain Level 1 and Level 2 Certification in the State Court Clerk Certification Program Objectives for FY 2012: Goal 6. Maintain operational excellence in City government 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 • Research new court software to include phone and 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 • Research adding 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 Cityof Allen 114 FY 2012 Budget I 1 II U FUND GENERAL FUND DEPARTMENT MUNICIPAL COURT 2010-2011 ACCOUNT 001-1200-412 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 BUDGET ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Salaries 373,387 390,057 380,495 Personnel Services 532,782 548,955 544,758 560,774 Operations 74,893 74,618 73,383 65,448 Professional Services 25,645 19,024 28,061 31,321 DEPARTMENTTOTAL 533320 642,597 646,202 657,543 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 309 ACTUAL BUDGET AMENDED BUDGET FULL TIME )ental Insurance 4,989 4,633 5,405 Municipal Court Administrator 1 1 1 1 Municipal Court Supervisor 0 0 1 1 Senior Deputy Court Clerk 2 2 0 0 Deputy Court Clerk 5 5 6 6 Municipal Court Judge 1 1 1 1 Juvenile Case Manager' 1 1 1 1 Police (Warrant) Officer" 1 1 1 1 TOTAL FULL TIME 11 11 11 11 Funded in Grants and Special Revenue fund by Juvenile Case Manager Fund fee revenue Funded in Grants and Special Revenue fund by Court Security fee revenue :XPENDITURE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 8 Subscriptions ACTUAL BUDGET AMENDED BUDGET 'ERSONNEL SERVICES 510 475 1,000 465 Salaries 373,387 390,057 380,495 384,243 .ongevity 2,346 1,986 2,166 1,998 )vertime 3,962 3,605 1,200 1,600 :ICA 27,424 28,832 27,971 29,599 'MRS 52,078 55,866 54,681 55,039 Vorker's Compensation 301 313 310 309 iealth Insurance 66,596 62,001 70,893 80,567 )ental Insurance 4,989 4,633 5,405 5,639 .ong-term Disability 887 841 899 924 .ife Insurance 554 519 521 556 1exible Spending 258 302 217 300 SUBTOTAL $ 532,782 $ 548,955 $ 544,758 $ 560,774 :rences 8 Training 1,637 4,410 4,395 1,955 8 Subscriptions 1,346 470 470 460 ye 510 475 1,000 465 !city 50,857 52,852 52,000 47,138 Cityof Allen 115 FY 2012 Budget FUND GENERAL FUND DEPARTMENT MUNICIPAL COURT ACCOUNT 001-1200-412 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATIONS - cont. Water 1,326 1,500 1,500 1,500 Printing 8 Reproduction 11,835 6,654 8,000 8,000 Jury Fees 306 882 68 100 Teen Court 651 950 950 930 Office Supplies 3,238 5,000 5,000 4,900 Equipment Maintenance 3,187 1,425 - - SUBTOTAL $ 74,893 $ 74,618 $ 73,383 S 65,448 PROFESSIONAL SERVICES Professional Services 5,735 7,166 12,000 14,700 Credit Card Costs 19,910 11,858 16,061 16,621 SUBTOTAL $ 25,645 $ 19,024 $ 28,061 $ 31,321 DEPARTMENT TOTALS 633,320 $ 642,597 $ 646,202 657,543 CAPITAL EXPENDITURES LIST No capital items Cityof Allen 116 FV 2012 Budget 1 1 1 1 PARKS & RECREATION -ADMINISTRATION DIVISIONS ADMINISTRATION 001-2510 SPECIAL ACTIVITIES 001-2531 DireMor i Senior Atlmimstwive Aa.ist nl I Ass¢Nm Dlrmt.r. RecreationI "s,oUnml' dm -P.*. 11 I Aammi.te. s11 ervices Mare er AtlminbValWe ce i Ae.laan0 Lantlsca ArcM1itetl Grant CaoMinalor 1 ' gar � H Park Planner Recreation Serves Mana ftesouae Dev Manager I 1 I AdniniNative Ps.i.bM � Reservations 1 CKyof Allen 117 FY 2012 Budget PARKS & RECREATION -PARKS DIVISIONS PARK PLANNING & DEVELOPMENT 001-2515 PARKS MAINTENANCE 001-2520 HORTICULTURE & FORESTRY 001-2522 SPECIAL SERVICES 001-2524 FACILITY MANAGEMENT 001-2528 EVENT CENTER 001-2610 D�mdor /n¢ednl Dpmav Paa SapemMndear I Na Be,rMandanl 1 N"" "alar CM1emial5pe lalatl Gex Leda CanrnI.l Ttt1i] Balding "aa, Imgation Speuallsl lI GmuM. Malnbnanp Imgalaw Tedi 2 l Gpardwas Suy an, 1 Martlenanra W Aer 2 N"'Ba" "'aaC. LWer2 EpaPnrenl 0yerypr2 Mannan-... LanMmpe AnIa. Pa.ICOMI Inepaa 1 1 Cityof Allen 118 FY 2012 Budget MMrs ]32 1rmMIE 3� 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 EVENT CENTER ADMINISTRATION 001-2610 EVENTS 001-2620 COMMUNITY ICE RINK 001-2630 P55nIanr Dvactor Px Savw Nanp n RONnYupli XaWa�Mm SmIw MCMMnp CaoNYMor /�U25 Rtln YauN B�wb [nuCxNr ]] wv LM 9 Leto Fenton ]5 CN 75] Pmmm LAC- Fremlum R PX 6 75 a PunwS m PMEI S Caznrocm MM11 Opa S[p1 flMI i uvl CooN 1 mProµdT�1 MaMiq CwOi Qen LMm 1 Cityof Allen 119 FY 2012 Budget i CITY OF ALLEN 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 run bevond imaoinationl" Accomplishments in FY 2011: • Negotiated a ground lease agreement with America's Cable Park Group for the development of the Hydrous Cable Wakeboard Park at Allen Station Park, and provided City supervision of the developer's construction. • The Park, Trail and Open Space Master Plan (10 -year update) was adopted by City Council in January 2011 • Conceptual design of public park improvements at the former Hillside Ballfields, constructed the dumpster enclosure at Joe Farmer Recreation Center, designed and constructed landscape and irrigation improvements for the MCPAR courtyard, designed and constructed landscape and irrigation for the Police HQ Building entry. • Completed construction projects including Celebration Park Phase II, Celebration Pass Hike and Bike Trail and Fox Hollow Open Space Enhancement. • Executed new contracts for Public Art improvement projects including Exchange Parkway and City Hall. • Completed artwork installation at Fire Station 5 and City Hall. • Initiated installation of video surveillance system at DRN and the Edge at Allen Station Park. • Replaced and enhanced the athletic field lighting at Jupiter • Installed a new gymnasium flooring and energy-efficient lighting at Joe Farmer Recreation Center. • Managed landscape maintenance contracts for the AEC and roadway medians around the Villages of Allen. • Executed new contracts for mowing and janitorial services throughout park and recreation system. • Supervised landscaping of the Heritage Village Bolin (Blue) House/Bridal Parlor facility. • Initiated in-house planning and organization of the landscape and tree nursery at Molsen Farm. • Partnered with KAB and delivered 295 trees to citizens through the Trees for Allen program. • Facilitated the "Big Day" of public service with Lovejoy High School. Over 180 students participated at various packs and the Allen Event Center. • Successfully marketed "An Evening with Neal McCoy" concert, an inaugural fund raising event benefiting the CARE Financial Assistance Program (approximately $27,000 in net proceeds). Assisted Texas Stampede by hosting the entertainment for the vendors' "Market Place". • Provided programming/office space for the Arc of Dallas at Recreation Hall. The Arc's mission is to improve the quality of life for people with intellectual and related developmental disabilities. • Conducted comprehensive Fee Assessment for Recreation Division program fees. • The Allen Community Ice Rink completed its first year of operation under city management with an annual attendance of 97,408 and revenue generation projected for the fiscal year of $708,560. • The ACIR and DRN hosted events with 8 Olympian athletes at their facilities this year interacting with approximately 520 participants. • The Swim lesson program grew by 8% this year with 2,618 participants, $148,813 in revenue. • Added more Adaptive Aquatics classes to focus on the growing need of providing lessons for special needs children. • The COAST (City of Allen Swim Team) program had a 9% increase in participation and $17,610 in revenue. • The Allen Senior Recreation Center hosted its 5th Anniversary Celebration which was attended by approximately 300 people. ASRC has approximately 1500 active memberships. • The Silver Sneakers program has grown by approximately 5% with 448 members and $17,379 in revenue. • Developed Marketing Division by combining positions from Administration and the Event Center enabling previously outsourced projects to be completed in-house. • Established social media marketing via Facebook and promoted events, registration periods and programs generating discussion and "bum" via interactive questions and giveaways. Over 3400 "likes" on Facebook acquired in less than one year (combined AEC and PARD). • Increased exposure in free and purchased media opportunities. Attained regional exposure for Allen via appearances on Good Morning Texas for Allen LISA Celebration. • Created an e -newsletter with the recipient database currently exceeding 10,000 (combined AEC and PARD). • Increased quality and distribution of the Parks and Recreation Guide. • Developed and implemented marketing plan for Chase Oaks Golf Course to address the upcoming renovation project. • Redesigned and launched the Allen Event Center website; created general marketing material including general event center branding, catering department and promoter guide. • Completed the transition of the AEC from the previous management to City operation. • AEC initiated a new ticketing agreement and service with industry leading Ticketmaster. Cityof Allen 121 FY 2012 Budget Objectives for FY 2012: Goal 1. Enhance Community Livability and Safety • Work with Allen Parks Foundation to increase volunteer presence at all parks and trails through the Park Ambassador Program • Renovate Chase Oaks Golf Course to increase course's playability, to a broader golfing public. Strategy 5. Renovate and Construct Neighborhood Parks with Designs for Water Conservation • Begin construction of Windridge Neighborhood Park. • Complete construction of Shelley Farm/Morgan Crossing Neighborhood Park. Strategy 6. Redevelop Hillside Property (ball gelds) Complete construction of remaining neighborhood park area at BlueSky. Goal 2. Cultivate realonal alliances and partnerships with agencies and governmental units that affect Allen Strategy 2. Create recreational partnerships Continue to pursue public and private partnerships to enhance recreational opportunities. • Provide further financial assistance to Allen residents who demonstrate need through the growth and enhancement of the C.A.R.E. program, and seek additional funding for the program through community sponsorships. Complete the land acquisition and begin design of the Watters Branch Property / Westside Athletic Facility Goal 4. Signify enhance and communicate Allen's identity to the region and the nation. • Develop grand re -opening marketing plan for Chase Oaks Golf Course. • Create and implement brand identity for Allen Event Center utilizing naming rights partner. Strategy 2. Showcase Allen through the Allen USA celebration and other annual events • Continue to host the W annual 4'" of July event, the Allen USA Celebration at Celebration Park. Continue to seek sponsorship revenue and the continued partnership with the Allen Parks Foundation in producing this event Strategy 4. Continue to seek open space funding • Begin CDC funded design of Molsen Fan. Strategy 5. 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 9. Develop a Healthy Communities Initiative to encourage fitness, exercise and healthy lifestyles • Continue involvement and leadership with the Alliance for a Healthier Allen. Strategy 11. Emphasize marketing efforts to communicate Allen's identity • Continue to evaluate the effectiveness of the printed Recreation Guide. • Conduct interdepartmental focus groups to determine individual division marketing goals and objectives. • Develop and implement comprehensive department -wide marketing plan. • Increase social media marketing opportunities, explore additional free marketing opportunities. • Increase awareness of Allen Event Center in region via general brand marketing independent of specific event and show marketing. Goal 6. Maintain operational excellence In City government services Strategy 1. Utilize technology for optimum performance and customer service Continue to improve online services for recreation programs and improve percentage of online registrations. Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services • Continue to make 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 introduction and training of new employees. • Continue to ensure that programs and services are cost effective and reflect the interests of the community. Pursuing strategies for improved cost recovery measures for divisions that have a deficit. • Continue to practice solid financial management by implementing bi-annual comprehensive fee assessment as approved by Parks and Recreation Board and City Council. Strategy 4. Ensure excellent fiscal management to maintain public trust Absorb price increases on maintenance and construction contracts. Strategy 6. Continue to maintain and enhance website to improve customer service • Continue to enhance the City's online registration services for recreation classes and programs • Launch interactive map for locating public art within the city. • Increase use of city website to promote events, registration periods, and programs. • Increase use of Allen Event Center 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 residents, businesses and City's operations to adopt a "low water -use" lifestyle • Continue implementation of the krinet central irrigation control system by continuing the replacement of all old Valcon irrigation controls with the Irdnet system. • Begin Water Wise conversion of Bethany Road landscape beds (irrigation & landscaping). Cityof Allen 122 FY 2012 Budget 1 1 CJ I 1 1 FUND GENERAL FUND DEPARTMENT PARKS & RECREATION ACCOUNT 001-2500/2600-451 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 6,406,876 8,054,142 8,439,856 9,014,087 Operations 3,535,417 6,565,646 7,317,714 12,485,223 Professional Services 1,481,831 5,262,353 2,158,592 3,085,310 Capital 50,000 DEPARTMENTTOTAL 11, 24,124 19,882,141 $ 17,916,162 24,634,620 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 FULL TIME ACTUAL BUDGET AMENDED BUDGET 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 Specialist 1 1 0 0 Senior Marketing Coordinator 0 0 1 1 Senior Administrative Assistant 1 1 1 1 Administrative Assistant 2 2 3 3 Resource Development Manager 1 1 1 1 Administrative Services Manager 1 1 1 1 Park Services Manager 1 1 0 0 Urban Forester 1 1 1 1 Park Operation Supervisor 3 3 1 1 Superintendent 0 0 2 2 Crew Leader 5 5 6 6 Equipment Operator 2 2 2 2 Park (Code) Inspector 1 1 1 1 Building Technician 3 3 5 5 Parks Maintenance Technician 4 4 4 4 Maintenance Worker 17 17 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 3 3 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 11 11 14 14 Event Center Staff 16 16 0 0 General Manager 0 0 1 1 Assistant General Manager 0 0 1 1 Technical Operations Supervisor 0 0 1 1 Booking Manager 0 0 1 1 Marketing Manager 0 0 1 1 Marketing Coordinator 0 0 2 2 Cityof Allen 123 FY 2012 Budget FUND GENERAL FUND DEPARTMENT PARKS & RECREATION ACCOUNT 001-2500-451 2009-2010 2010-2011 2010-2011 2011-2012 FULL TIME - cont. ACTUAL BUDGET AMENDED BUDGET Food & Beverage Manager 0 0 1 1 Executive Chef 0 0 1 1 Concessions Supervisor 0 0 1 1 Production Coordinator 0 0 1 1 Project Technician 0 0 1 1 Audio/Visual Operations Coordinator 0 0 1 1 Box Office Supervisor 0 0 1 1 Guest Services Supervisor 0 0 1 1 Event Specialist 0 0 1 1 Lead Event Attendant 0 0 1 1 Custodian 0 0 1 1 TOTAL FULL TIME 93 93 103 103 PARTTIME Recreation Specialist 1 14.37 14.37 14.86 14.86 Recreation Specialist 11 0.00 0.00 0.90 0.90 Fitness Specialist 1.97 1.97 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 Event Center Staff 33.97 33.97 0.00 0.00 Ice Rink Attendant 0.00 0.00 3.00 3.00 IT Specialist' 0.00 0.00 0.50 0.50 Receptionist 0.00 0.00 1.00 1.00 Bartender 0.00 0.00 1.25 1.25 Sous Chef 0.00 0.00 0.90 0.90 Premium Level Coordinator 0.00 0.00 0.75 0.75 Lead Cash Room Attendant 0.00 0.00 0.50 0.50 Cash Room Attendant 0.00 0.00 1.00 1.00 Food/Beverage Coordinator 0.00 0.00 1.50 1.50 Concessions -Lead 0.00 0.00 0.80 0.80 Concession/Merchandise Attendant 0.00 0.00 2.00 2.00 Food Runner 0.00 0.00 0.50 0.50 Lead Box Office Attendant 0.00 0.00 0.75 0.75 Box Office Attendant 0.00 0.00 1.20 1.20 Lead Premium Level Attendant 0.00 0.00 0.30 0.30 Premium Level Attendant 0.00 0.00 1.75 1.75 Event Attendant 0.00 0.00 6.00 6.00 TOTAL PART TIME 55.04 55. 46.53 46.53 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 1.80 1.80 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 0.62 0.62 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 ' This position is under the supervision of Information Technology. Cityof Allen 124 FY 2012 Budget 1 j FUND GENERAL FUND DEPARTMENT PARKS & RECREATION ACCOUNT 001-2500451 EXPENDITURE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 4,688,076 6,283,672 6,119,837 6,427,772 Longevity 22,251 25,559 25,277 28,884 Overtime 99,850 137,637 246,592 198,192 FICA 351,995 323,701 447,341 487,111 TMRS 515,537 534,877 687,997 761,546 Workers Compensation 30,094 31,283 42,134 44,928 Health Insurance 639,073 657,059 798,428 983,049 Dental Insurance 46,631 47,251 55,910 64,075 Long-term Disability 7,989 7,841 9,750 11,098 Life Insurance 4,475 4,236 5,420 6,052 Flexible Spending 905 1,026 1,170 1,380 SUBTOTALS 6,406,876 $ 8,054,142 $ 8,439,856 S 9,014,087 OPERATIONS Conferences & Training 32,342 56,324 42,299 25,892 Dues & Subscriptions 13,018 19,076 23,267 23,604 Mileage 875 2,537 1,566 3,186 Clothing & Uniforms 30,651 49,671 43,553 46,308 Electricity 636,248 1,522,697 1,350,000 1,350,000 Natural Gas 61,789 62,246 315,026 346,529 Telephone 12,643 38,400 23,788 23,616 Water 629,439 566,030 692,398 713,381 Printing & Reproduction 16,391 62,223 68,290 68,563 Advertising 13,699 107,691 53,956 159,909 Rentals 10,709 31,639 40,466 30,426 Athletics Expenditures 218,485 251,460 251,460 246,431 Class & Day Camp Expenditures 262,350 294,520 362,185 399,355 Special Events 480,488 554,565 613,789 830,684 Retail Store Cost of Sales 5,865 7,775 12,275 16,120 Senior Citizens Support 16,229 23,588 23,588 23,116 Meetings & Receptions 2,045 4,515 4,865 4,774 Board/Commission Training - 400 100 392 Cemetery Expenditures 6,031 13,308 13,308 13,042 Concession Expenses 93,089 73,403 311,209 506,712 Gasoline 77,920 78,300 99,016 106,750 Lease Expense 1,240 - 9,932 11,174 Office Supplies 16,895 37,417 34,823 37,433 Boards & Commissions - 475 475 465 Janitorial Supplies 13,171 50,198 52,468 62,125 Medical & Chemical Supply 6,001 13,366 19,684 15,093 Pool Supplies 30,530 25,225 25,225 25,225 Agriculture Supplies 139,748 180,436 180,436 176,827 Class Supplies 19,405 37,301 24,701 22,855 Small Tools & Minor Equipment 51,731 111,629 115,897 101,879 Liquor Supply Expense 21,687 - 95,525 106,044 Liquor State Tax Expense 5,913 - 56,342 66,299 Building Maintenance 166,589 249,741 382,501 299,657 Vehicle Maintenance 33,527 28,423 39,363 27,855 Equipment Maintenance 42,545 76,152 53,792 37,862 Ciryof Allen 125 FY 2012 Budget FUND Ground Sprinkler System Ball Field Maintenance Landscape/Forestry Pool Maintenance Park & Open Space Maintenance Credit Card Costs Performance Guarantee Expense Ticket Reimbursement Expense Economic Grant Expense Marketing Expenses Class Online Costs SUBTOTAL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 36,461 51,376 50,576 50,349 46,550 74,235 74,235 72,750 19,738 45,713 45,713 44,799 12,446 28,993 28,993 28,413 134,915 198,295 198,295 194,329 47,438 84,956 84,972 145,136 - - 150,000 2,913,664 - - 887,590 2,043,000 - - 325,216 579,48823 57,447 1,436,8 21,556 469,502 1,480,946 5,262,353 2,151,374 3,080,6101 Service SUBTOTAL. & Equipment SUBTOTAL. DEPARTMENT TOTALS revenue. ral Arts Programs - Arts Alliance USA Celebration 3nnonic Symphony ner Sounds Art Projects EXPENSES LIST int Equipment - Lone Star Conference TOTAL CAPITAL 2010-2011 2011-2012 AMENDED BUDGET 70,000 68,600 55,000 55,000 44,000 43,120 19,600 19,208 2011-2012 BUDGET Ciyof Allen 126 FY 2012 Budget 1 I t m ' Officer 1 (Range Master) POLICE DIVISIONS ADMINISTRATION 001-2010 CRIMINAL INVESTIGATIONS 001-2020 SCHOOL RESOURCE OFFICER 001-2021 SUPPORT SERVICES 001-2040 ' PATROL 001-2030 Chief erg Alain Sergeant -1 Senmr Mministrahve Aseiatant Corporal -1 1 Investigator -1 Atlmi istrative Assistant -1 Chapleina Quartermaster Account Spedalat ]5 1 suPWnaxvI— CN) p[b[IBarvlu Deputy Chief Deputy Chief DeputyCM1iM Atlmimetralive Assistant Lieutenant Administrative Asa®tant Administrative Ane 1 1 1 1 Police Services Techniden Ai Ci— Lieutenant Captain 175 Supervisor) 1 1 Animal Control Officer 3 ' Shelter Attendant 2 --n F[tlINY CasesAgainst Pi AVM[n Detention QRICer 5 aaM1 5. 9 Lieutenant 2 ReceNe Techniaan Corporal t Sergeant 3 q Officerselinutsib Corporel4 c[mmu Child Muse nvestigaror' 1 Officer 2q PolicelFire EMB Manager MS Ma Crime Victim Advocate 1 1 Public Safety Officer Family Violence Invastigaror' 1 Pollce/Fire EMS Superviso q awnan 2 Lieutenant Polipe/Fire EMB Dispalche want Sergeant 14 Training Sergeant -1 Sargeant 1 Corporel2 Treining Offli-1 Comi1 01125 Officer/Investgator3 Property Evidence Tech 2 ctmmepasui See rgant-Int - cdmtt Asan Pnpvey AtlminmhaSer 1 corporal Seeant) rg 1 AtlministratiSergeant e-4 rngcer-4 Corporelt 1 1 01ficer/Investgamr4 as Se Meant t au aer[asa in corporal Seg -1 Crime Analyst Ofticer4 OFicer-8 1 NA Cominelmt Sergeant) 2 officer 2 ' Officer 1 (Range Master) aunnMi Caur1 Warr ant OMcerrl3aillT' 1 "Funded in Grants & Special Revenue fund by Public Safety grant. ** FupRlfenin Grants & Special Revenue by Courts S� lrity Fee Revenue. FY 2012 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND POLICE 001-2000-421 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 2011: Goal 1. Enhance Community Livability and Safety Strategy 1. Continue to provide progressive and efficient emergency services • The Department completed and opened the Allen Police Department Driver Training Facility and hosted two instructor's courses as well as officer training. • The Department made enhancements to the K-9 Training Facility by adding additional kennels and replaced fencing. The 2011 National Railroad Police K-9 Trials were hosted again in Allen. Objective 1. Upgrade Public Safety Communication System • Upgrade completed for the Motorola radio system conversion to the 700 MHz digital system. • The Public Safety Communication System upgrade was completed and placed in operation. Objective 2. Improve & enhance communications center Completed the renovation and relocation of the Communications Center to the basement of City Hall. Objective 3. Effectively use technology to enhance public safety services • New video system installed and operational. • The department has completed a portion of the new Computer Aided Dispatch and Records Management System, and continues to work towards full installation and implementation. • Purchased and implemented a pole mounted radar speed measuring device. Objectives for FY 2012: Goal 1. Enhance Community Livability and Safety Utilization of on -staff veterinarian, required by law, to expand services at the Animal Shelter. Strategy 1. Continue to provide progressive and efficient emergency services Reallocating personnel to the Patrol Services Division. Objective 2. Improve & enhance communications center • Implementation and installation of a new CAD / RMS system. Objective 3. Effectively use technology to enhance public safety services. • AFIS fingerprint mobile application beta testing in police vehicle. • Use the CAD/RMS system to analyze data in order to improve response times. 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 Surplusil 033 Program. • Facility -Sharing Program will continue between the McKinney Police Department and the Allen Police Department for the use of the gun range, driving track and K-9 facility. 1 Cityof Allen 128 FY 2012 Budget FUND GENERAL FUND DEPARTMENT POLICE ACCOUNT 001-2000-421 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 13,163,256 13,202,214 13,415,004 14,122,329 Operations 1,027,808 1,024,577 1,172,617 1,232,425 Professional Services 142,448 124,654 152,480 68,069 DEPARTMENTTOTAL 14,333,512 14,351,445 14,740,101 15,422,823 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 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 5 5 6 6 Police Sergeant 18 18 17 17 Police Corporal 12 12 12 12 Police Officer" 68 68 69 81 SUBTOTAL - Sworn* 108 108 109 121 Police Services Technician 1 1 1 1 Supervisor Communications Technician 3 3 2 2 Emergency Communications Manager 1 1 1 1 Police/Fire Dispatcher 13 13 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 1 1 Account Specialist 1 1 1 1 Administrative Assistant 4 4 4 4 Detention Officer 5 5 5 5 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 49 TOTAL FULL TIME 157 157 158 170 • Total sworn does not include 1 Police Officer assigned as a Warrant Officer, which is shown in the Courts division. Therefore, the total number of sworn positions is 109 for FY2010, 110 for FY2011, & 116 for FY2012. "Two positions are funded in Grants and Special Revenue by a Public Safety grant. PART TIME Quartermaster 0.00 0.00 0.75 0.75 Police Services Technician 0.00 0.00 0.75 0.75 TOTAL PART TIME 0.00 0.00 1.50 1.50 Cityof Allen 129 FY 2012 Budget FUND GENERAL FUND DEPARTMENT POLICE ACCOUNT 001-2000-421 EXPENDITURE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 8,913,451 9,085,214 9,044,415 9,623,707 Field Training Officer Pay 16,900 18,000 18,000 18,000 Dispatch Trainer Pay 3,479 3,611 2,936 3,600 Longevity 51,688 55,158 53,408 56,872 Overtime 706,350 545,036 719,736 615,789 FICA 704,115 665,395 689,600 700,187 TMRS 1,312,665 1,308,496 1,353,434 1,336,579 Worker's Compensation 83,875 81,049 87,697 85,753 Health Insurance 1,203,957 1,267,341 1,281,134 1,502,858 Dental Insurance 94,675 100,252 98,341 105,730 Long-term Disability 21,013 21,284 20,565 21,826 Life Insurance 11,378 11,249 10,968 11,678 Flexible Spending 3,510 3,862 3,410 3,750 Clothing Allowance 36,200 36,267 31,360 36,000 SUBTOTAL $ 13,163,256 E 13,202,214 $ 13,415,004 E 14,122,329 OPERATING EXPENSES Conferences & Training 66,041 54,790 66,000 46,570 Dues & Subscriptions 8,688 9,800 9,800 9,604 Mileage - 285 285 280 Clothing & Uniforms 53,187 62,673 62,673 71,980 Electricity 119,643 127,807 127,807 116,877 Natural Gas 4,306 4,879 6,239 6,863 Water 3,784 5,088 4,300 4,300 Postage & Freight 10,533 8,941 8,941 0,762 Printing & Reproduction 12,292 14,082 14,082 13,800 Advertising - - 2,115 - Rentals/Leasing - - 33,702 30,322 Canine Maintenance 5,149 6,005 6,005 5,885 Meetings and Receptions 11,970 9,204 9,204 6,090 Crime Prevention 7,841 7,019 7,019 6,879 Prisoners Keep 12,646 15,604 15,604 15,292 Narcotics Operations 8,494 9,506 9,506 9,316 Gasoline 253,889 270,000 360,000 360,000 Lease Expenses 30,477 36,749 6,567 6,435 Office Supplies 22,596 27,533 27,533 26,983 Tactical Supplies 45,828 5,000 5,000 6,515 Animal Supplies 10,040 9,893 14,893 9,695 Ammunition Supplies 37,943 22,233 22,233 66,789 Small Tools & Minor Equipment 95,647 107,837 105,722 136,609 Donation Expenses 6,515 9,900 9,900 3,000 Building Maintenance 3,557 9,800 9,800 9,604 Vehicle Maintenance 174,359 142,929 179,570 180,000 Equipment Maintenance 7,883 8,135 11,802 12,216 Credit Card Costs 5,867 5,050 6,000 8,000 Radio Maintenance 2,868 3,805 3,805 23,729 Collision Repair 5,765 30,030 26,510 30,030 SUBTOTAL $ 1,027,808 $ 1,024,577 $ 1,172,617 $ 1,232,425 Cityof PJlen 130 FY 2012 Budget 1 1 1 FUND GENERAL FUND DEPARTMENT POLICE ACCOUNT 001-2000-421 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PROFESSIONAL SERVICES Professional Services 142,017 122,247 150,073 65,710 Plaques & Awards 431 2,407 2,407 2,359 SUBTOTAL $ 142,448 $ 124,654 $ 152,480 $ 68,069 DEPARTMENT TOTALS 14,333,512 14,351,445 $ 14,740,101 $ 15,422,823 CAPITAL EXPENDITURES LIST No capital items See Replacement Fund for replacement vehicle expenditures. Cityof Allen 131 FY 2012 Budget I CITY OF ALLEN PUBLIC AND MEDIA RELATIONS ' DIVISION 001-1530 Assistant City Manager II Public and Media Relations II Director 1 Executives Producer I I Senior Marketing Specialist' Video Producer 1 ' Video Produclion Specialist 1 -Partial funding for position from Hotel fund. Cityof Allen 133 FY 2012 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 govemment 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 2011: Goal 4. Signify, enhance and communicate Allen's identity to the reaion and the nation. Strategy 11. Emphasize marketing efforts to communicate Allen's Identity • Supported CVB branding efforts, website management, press conference for the Lone Star Conference basketball tournament, and related promotional needs for conference bids and annual advertising • Supported promotional efforts related to Allen Event Center anniversary and other events • Handled a variety of media engagement activities related to Fire Station 5 ground breaking, Texas Stampede activities, Service Center ribbon cutting, K-2 ordinance, Public Works Week open house, and Water Conservation • Produced annual report and weekly a -news; updated newcomers brochure, public education resource booklet, trash and recycling guidelines publication, and the first formal water quality report publication • Produced monthly releases for publication in Allen Image Goal 6. Maintain operational excellence in City government services Strategy 6. Continue to maintain and enhance website to improve customer service • Developed and launched the redesign of the City website • Assisted with the development and launch of the Allen Event Center website 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 programming such as Allen Challenge and specialty public service announcements • ACTV received several state and national awards for original programming Objectives for FY 2012: Goal 4. Sinnifv enhance and communicate Allen's identity to the region and the nation. Strategy 11. Emphasize marketing efforts to communicate Allen's identity • Support branding implementation efforts for CVB Goal 6. Maintain operational excellence in City government services Strategy 6. Continue to maintain and enhance website to Improve customer service • Research new content management systems that will increase the efficiency and functionality of all online resources and tools both for users and staff involved in website management Strategy 7. Continue to Provide Creative Original Programming on the City of Allen Government Channel ACTV • Continue production of original and award-winning programming Cityof Allen 134 FY 2012 Budget 1 1 ruNu DEPARTMENT ACCOUNT GENERAL FUND PUBLIC AND MEDIA RELATIONS 001-1530413 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 378,601 391,707 392,418 413,926 Operations 27,747 28,703 28,453 27,637 Professional Services 47,250 51,000 51,000 46,500 DEPARTMENT TOTAL 453,598 471,410 471,871 488,063 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET FULL TIME Public & Media Relations Director 0 0 0 1 Public & Media Relations Officer 1 1 1 0 Executive Producer 1 1 1 1 Video Producer 0 1 1 1 Video Production Specialist 1 0 0 1 Video Production Assistant 1 1 1 0 Senior Marketing Specialist' 0 0 0 1 Marketing Specialist' 1 1 1 0 TOTAL FULL TIME 5 5 5 5 ' A portion of this position is funded by the Hotel fund. EXPENDITURE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 258,322 267,243 268,027 281,463 Longevity 1,260 1,500 1,500 1,740 Overtime 4,440 5,500 5,500 4,000 FICA 18,089 18,171 18,306 20,617 TMRS 35,400 38,290 38,472 40,356 Worker's Compensation 209 216 214 233 Health Insurance 56,153 56,012 55,680 60,682 Dental Insurance 3,455 3,522 3,502 3,572 Long-term Disability 644 635 639 677 Life Insurance 329 316 323 346 Flexible Spending 300 302 255 240 SUBTOTAL E 378.601 S 391.707 S 392.418 S 413.926 Cityof Allen 135 FY 2012 Budget FUND GENERAL FUND DEPARTMENT PUBLIC AND MEDIA RELATIONS ACCOUNT 001-1530-413 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATIONS Conferences & Training 4,488 4,800 4,800 2,400 Dues & Subscriptions 8,732 11,353 11,353 15,737 Mileage 57 100 100 100 Clothing & Uniforms - 250 - 200 Printing & Reproduction 10,360 6,400 6,400 5,400 Audio Visual Expenses 1,295 1,500 1,500 1,500 Gasoline 312 400 400 400 Office Supplies 339 1,200 1,200 1,000 Small Tools & Minor Equipment 1,383 2,300 2,300 500 Vehicle Maintenance 781 400 400 400 SUBTOTAL $ 27,747 $ 28,703 $ 28,453 $ 27,637 PROFESSIONAL SERVICES Professional Services 47,250 51,000 51,000 46,500 SUBTOTAL -$- 47,250 $ 51,000 $ 51,000 $ 46,500 DEPARTMENT TOTALS 453,598 $ 471,410 $ 471,871 488,063 CAPITAL EXPENDITURES LIST No capital items Cityof Allen 136 FY 2012 Budget J H THE VILLAGE AT ALLEN DIVISION 001-1975 No Personnel in this Department Cityof Allen 137 FY 2012 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. Cityof Allen 138 FY 2012 Budget I I FUND DEPARTMENT ACCOUNT GENERAL FUND THE VILLAGE AT ALLEN 001-1975415 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations 27,656 25,000 25,000 25,000 DEPARTMENT TOTAL $ 27,656 $ 25,000 $ 25,000 $ 25,000 EXPENDITURE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES Economic Grant Expenses 27,656 25,000 25,000 25,000 SUBTOTALS 27,656 $ 25,000 $ 25,000 $ 25,000 DEPARTMENT TOTALS $ 27,656 $ 25,000 $ 25,000 $ 25,000 CAPITAL EXPENDITURES LIST No capital items Cityot Allen 139 FY 2012 Budget I CITY OF ALLEN I CITY OF ALLEN DEBT SERVICE FUND FISCAL YEAR 2011-2012 Debt Policv 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, 2011 is $0.553 per $100.00 of assessed valuation of which $0.147672, or 26.70%, 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 Ratinas In May 2011, the ratings on the City's General Obligation debt were reaffirmed at AAA by Standard and Poor's, and were reaffirmed at Aal by Moody's. The ratings on the City's Water & Sewer Revenue debt were upgraded to AA+ from AA- by Standard and Poor's in April 2008. 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 2011 FY 2012 1,359,712 $ 949,477 24, 306, 391 11, 715, 583 (24,716,626) (11,969,938) $ 949,477 $ 695,122 585,610 $ 598,167 *FUND BALANCE REQUIRED: 5% TO 10% OF ANNUAL DEBT SERVICE **FY 2011 INCLUDES REFUNDING BOND PROCEEDS AND PAYMENT TO ESCROW AGENT Cityof Allen 141 FY 2012 Budget CITY OF ALLEN DEBT SERVICE REQUIREMENT FISCAL YEAR 2011-2012 Balanw Required Required Total Bond Data of Anwunt Interest Matunty not Pdnci"l Interest Required Series Issue Issued Rate Date 10/12011 2011-2012 2011-2012 2011-2012 GENERAL OBLIGATION BONDS: OBLIGATION: 2002 05/01/02 13,000,000 4.2%- 5.5% 09/01/22 625,000 625,000 27,500 652,500 2003 06/01/03 7,210,000 2.75%3.25% 09/01/23 5,025,000 335,000 184,188 519,188 2004 06/01/04 11,700,000 4%3.25% 09/0124 8,800,000 515,000 428,275 943,275 2005 03/01/05 32,330,000 3%L% 08/1521 26,395,000 3,015,000 1,259,198 4,274,198 2006 07/26/06 1,595,000 4.14% 09/3026 1,310,000 65,000 54,234 119,234 2007 08/15/07 11,145,000 4%-5% 08/15/27 9,550,000 430,000 427,005 857,005 2008 05/01/08 10,185,000 4,92% 08/1528 9,160,000 410,000 379,146 789,146 2009 05/01/09 15,400,000 2.5%3.5% 06/1528 14,350,000 635,000 557,118 1,192,118 2010 05/01/10 12,000,000 2%3% 08/15/30 11,630,000 500,000 401,213 901,213 2010 11/01/10 8,785,000 2%3% 06/1522 8,645,000 110,000 220,475 330,475 2011 05/01/11 8,840,000 2%3% 08/15/30 8,840,000 670,000 284,463 954,463 TOTAL $ 132,190,000 $ 104,330,000 $ 7,310,000 $ 4,222,813 $ 11,532,813 CERTIFICATES OF OBLIGATION: 2004A 10/01/04 4,735,000 3.5%-5% 09/01/24 3,825,000 210,000 157,149 367,149 20048 10/01/04 765,000 4.875%-5.5% 09/01/24 630,000 30,000 33,376 63,376 TOTAL $ 5,500,000 $ 4,455,000 $ 240,000 $ 190,52!1 $ 430,525 WATER S SEWER REVENUE BONDS: 2004 06/01/04 6,710,000 475%-5.0% 06/01/24 3,790,000 445,000 186,325 633,325 2005 06/01/05 4,300,000 3625%. 06/0125 3,350,000 180,000 139,236 319,236 6.625% 2009 06/01/09 5,795,000 2.5%3.5% 06/01/19 4,630,000 610,000 139,513 749,513 TOTAL $ 16,805,000 S 11,770,000 $ 1,235,000 S 467,074 S 1,702,07{ 1 Cityof Allen 142 FY 2012 Budget CITY OF ALLEN DEBT SERVICE REQUIREMENT FISCAL YEAR 2011-2012 SALES TAX REVENUE BONDS: Balance Required Required Total Bond Date of Amount Interest Maturity as of Principal Interest Required Series Issue Issued Rate Date 10/1/2011 2011-2012 2011-2012 2011-2012 SALES TAX REVENUE BONDS: ALLEN ECONOMIC DEVELOPMENT CORPORATION 2008 01/15/08 15,335,000 3.5% 09/01/32 13,520,000 435,000 546,505 981,505 4.5% 2010A 05/15/10 1,605,000 4% 09/01/25 1,605,000 - 64,200 64,200 2010B 05/15/10 5,165,000 1,35% 09/01/23 4,805,000 365,000 185,423 550,423 5.1% TOTAL E 22,105,000 E 18930,000 E 600,000 E 796,728 $ 1,596,128 ALLEN COMMUNITY DEVELOPMENT CORPORATION 2006 03/15/06 5,600,000 3,75 09/01/19 4,680,000 340,000 205,825 545,825 ' 2007A 10/01/07 1,615,000 3.98% 09/01/12 290,000 290,000 11,542 301,542 2008 01/15/08 32,835,000 4%-6% 09/01/32 30,770,000 375,000 1,729,641 2,104,641 TOTAL E 40,050,000 E 35,740,000 $1,005,000 $1,947,008 $ 2,952,008 Cilyof Allen 143 FY 2012 Budget CITY OF ALLEN AGGREGATE DEBT SERVICE REQUIREMENTS PeriodTotal EndingPrincipal Interest Debt Service GENERAL OBLIGATION BONDS: 9/30/2012 7,550,000 4,413,338 11,963,338 9/30/2013 7,955,000 4,116,642 12,071,642 9/30/2014 8,175,000 3,826,102 12,001,102 9/30/2015 8,575,000 3,517,007 12,092,007 9/30/2016 8,265,000 3,176,337 11,441,337 9/30/2017 7,955,000 2,872,992 10,827,992 9/30/2018 8,290,000 2,542,147 10,832,147 9/30/2019 7,835,000 2,188,418 10,023,418 9/30/2020 7,060,000 1,857,395 8,917,395 9/30/2021 6,380,000 1,580,909 7,960,909 9/30/2022 5,815,000 1,324,321 7,139,321 9/30/2023 5,060,000 1,085,728 6,145,728 9/30/2024 4,750,000 866,051 5,616,051 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 108,785,000 $ 35,109,742 $ 143,894,742 WATER 8 SEWER REVENUE BONDS: TOTAL 9/30/2012 1,235,000 467,074 1,702,074 9/30/2013 1,165,000 423,049 1,588,049 9/30/2014 1205,000 380,519 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 S 11,770,000 $ 2,985,788 $ 14,755,788 Cityof Allen 144 FY 2012 Budget 1 1 CITY OF ALLEN AGGREGATE DEBT SERVICE REQUIREMENTS Period Total Ending Principal Interest Debt Service SALES TAX REVENUE BONDS: TOTAL Cityof Allen 9/30/2012 1,805,000 2,743,136 4,548,136 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 1,944,661 4,549,661 9/30/2022 2,730,000 1,818,308 4,548,308 9/30/2023 2,860,000 1,684,293 4,544,293 9/30/2024 3,010,000 1,541,100 4,551,100 9/30/2025 3,160,000 1,390,658 4,550,658 9/30/2026 2,700,000 1,232,013 3,932,013 9/30/2027 2,845,000 1,089,613 3,934,613 9/30/2028 2,995,000 939,063 3,934,063 9/30/2029 3,160,000 772,200 3,932,200 9/30/2030 3,340,000 594,900 3,934,900 9/30/2031 3,525,000 407,400 3,932,400 9/30/2032 3,725,000 209,400 3,934,400 S 55,670,000 $ 35,535,182 $ 91,205,182 145 FY 2012 Budget r CITY OF ALLEN TOTAL EXPENSES $ 614,111 $ 870,147 CITY OF ALLEN 2010-2011 2010-2011 2011-2012 EXPENDITURES TAX INCREMENT FINANCING FUND BUDGET AMENDED BUDGET General Government: REVENUE AND EXPENDITURE SUMMARY PROJECTED FUND BALANCE 1011 ' FISCAL YEAR 2011-2012 870,147 797,822 848,498 Transfers Out - 2009-2010 2010-2011 35,000 2010-2011 ' TOTAL PUBLIC WORKS 2011-2012 REVENUES ACTUAL BUDGET $ 848,498 AMENDED BUDGET Ooeratino Revenues $ 672,883 $ 1,031,618 Property Tax (County Participation) 137,718 175,139 138,626 155,182 Property Tax (City Participation) 429,321 605,990 520,981 655,765 Sales Tax 306,282 326,529 322,838 392,806 TOTAL OPERATING REVENUES $ 873,321 $ 1,107,658 $ 982,445 $ 1,203,753 Non-Ooeratino Revenues Interest 4,743 2,590 3,730 3,480 TOTAL NON-OPERATING REVENUES $ 4,743 $ 2,590 $ 3,730 $ 3,480 TOTAL REVENUES $ 878,064 $ 1,110,246 $ 986,175 $ 1,207,233 TOTAL EXPENSES $ 614,111 $ 870,147 2009-2010 2010-2011 2010-2011 2011-2012 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET General Government: PROJECTED FUND BALANCE 1011 Economic Development 614,111 870,147 797,822 848,498 Transfers Out - - 35,000 - ' TOTAL PUBLIC WORKS $ 614,111 $ 870,147 $ 832,822 $ 848,498 TOTAL EXPENSES $ 614,111 $ 870,147 $ 832,822 $ 848,498 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 1011 $ 519,530 $ 672,883 TOTAL PROJECTED REVENUES 986,175 1,207,233 TOTAL PROJECTED EXPENDITURES (832,822) (848,498) PROJECTED FUND BALANCE 9130 $ 672,883 $ 1,031,618 Cityof Allen 147 FY 2012 Budget TAX INCREMENT FINANCING FUND DIVISION 530-0000 No Personnel in this Department J Cityof Allen 148 FY 2012 Budget I J 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 contribute property taxes to the Garden District TIF. Accomplishments in FY 2011: 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 for each TIF as required by the economic development agreements Objectives for 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 • 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 for each TIF as required by the economic development agreements Cityof Allen 149 FY 2012 Budget FUND DEPARTMENT ACCOUNT TIF TAX INCREMENT FINANCING 530-19XX-4XX EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations 614,111 870,147 797,822 848,498 Transfers 35,000 DEPARTMENT TOTAL $ 614,111 $ 870,147 $ 797.822 $ 848,498 EXPENDITURE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENDITURES Developers Reimbursements 596,991 852,947 767,622 816,298 Administrative Expenses 15,000 15,000 30,000 30,000 Legal Expenses 2,120 2,200 200 2,200 SUBTOTAL $ 614,111 $ 870,147 $ 797,822 $ 848,498 TRANSFERS Capital Projects Transfer Out - 35,000 - SUBTOTAL $ - E - $ 35,000 $ TOTAL EXPENSES $ 614111 $ 870,147 $ 832,822 $ 848498 CAPITAL EXPENDITURES LIST 2010-2011 2011-2012 AMENDED BUDGET Capital Projects Transfer Out: Watters Creek Drainage Project 35,000 - TOTAL $ 35,000 S Cityof Allen 150 FY 2012 Budget 1 1 CITY OF ALLEN WATER AND SEWER FUND REVENUE AND EXPENSE SUMMARY FISCAL YEAR 2011-2012 2009-2010 2010-2011 2010-2011 2011-2012 REVENUES ACTUAL BUDGET AMENDED BUDGET ODeratinc Revenues Water Sales 15,230,450 16,152,000 16,152,000 17,300,000 Sewer Charges 9,607,625 10,043,000 10,045,231 11,045,231 Connections 117,430 120,000 120,000 100,000 Service Charges 447,919 427,500 447,000 437,500 Miscellaneous 337,955 305,250 316,400 135,867 TOTAL OPERATING REVENUES $ 25,741,379 $ 27,047,750 $ 27,080,631 $ 29,018,598 Non-ODeratina Revenues 2009-2010 2010-2011 2010-2011 Interest 90,809 80,275 95,070 96,450 Operating Transfer In 329,319 529,477 529,477 632,419 TOTAL NON-OPERATING REVENUES $ 420,128 $ 609,752 $ 624,547 $ 728,869 TOTAL REVENUES Public Works Water 8 Sewer Operating Expenses 2009-2010 2010-2011 2010-2011 2011-2012 EXPENSES ACTUAL BUDGET AMENDED BUDGET General Government 1,520,000 TOTAL PUBLIC WORKS $ 23,721,024 $ 25,131,920 $ Utility Collections 727,958 736,440 797,854 810,218 TOTAL GENERAL GOV. $ 727,958 $ 736,440 $ 797,854 $ 810,218 Public Works Water 8 Sewer Operating Expenses 22,422,215 23,611,920 23,180,646 24,960,697 Capital Improvement Projects 1,298,809 1,520,000 1,520,000 1,520,000 TOTAL PUBLIC WORKS $ 23,721,024 $ 25,131,920 $ 24,700,646 $ 26,480,697 Debt Service $ 1,562,021 $ 1,695,662 $ 1,689,032 $ 1,688,505 TOTAL EXPENSES $ 26,011,003 $ 27,564,022 $ 27,187,532 $ 28,979,420 FUND BALANCE PROJECTIONS PROJECTED WORKING CAPITAL 10/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED WORKING CAPITAL 9/30 Cityof Allen $ 9,571,262 $ 10,088,908 27,705,178 29,747,467 (27,187,532) (28,979,420) $ 10,088,908 $ 10,856,955 151 FY 2012 Budget WATER & SEWER FUND REVENUES FY 2012 Sewer Charges® Connections 37.10% n 1noi 'Service Charges 1.50% .Miscellaneous 0.50% ,—Interest 0.30% _Operating Transfer In 2.10% WATER & SEWER FUND EXPENSES BY FUNCTION FY 2012 2.8% :rvice Cityof Allen 152 FY 2012 Budget CITY OF ALLEN WATER AND SEWER FUND REVENUE DETAIL ' FISCAL YEAR 2011-2012 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET ODeratina Revenues Water Sales 15,230,450 16,152,000 16,152,000 17,300,000 Sewer Charges 9,563,131 10,000,000 10,000,000 11,000,000 Convenience Fee- Internet 43,053 35,000 45,000 45,000 Industrial Pretreatment 44,494 43,000 45,231 45,231 Connections 117,430 120,000 120,000 100,000 Re -Connect Fees 53,590 50,000 50,000 50,000 Penalties 348,111 340,000 350,000 340,000 Sewer Clean Outs 3,165 2,500 2,000 2,500 Miscellaneous 41,638 30,250 21,400 20,867 Other Reimbursements 233,021 235,000 235,000 75,000 Inspection Fees 63,296 40,000 60,000 40,000 TOTAL OPERATING REVENUES $ 25,741,379 $ 27,047,750 $ 27,080,631 $ 29,018,598 WATER & SEWER FUND REVENUES FY 2012 21% Cityof Allen 153 FY 2012 Budget Non -Operating Revenues Interest on Investments 86,809 80,275 95,070 96,450 Interest-I&S Reserve Fund 4,000 - - - Operating Transfer In 329,319 529,477 529,477 632,419 TOTAL NON-OPERATING REVENUES $ 420,128 $ 609,752 $ 624,547 $ 728,869 ' TOTAL REVENUE $ 26,161,507 $ 27,657,502 $ 27,705,178 $ 29,747,467 WATER & SEWER FUND REVENUES FY 2012 21% Cityof Allen 153 FY 2012 Budget WATER & SEWER FUND Expenses By Classification Professional Services Debt Service Payments 5.8% Capital 1.6% Personnel 411 Services 13.1% Cityof Allen 154 FY 2012 Budget CITY OF ALLEN WATER & SEWER FUND EXPENSES BY CLASSIFICATION AS A PERCENT OF TOTAL BUDGET FISCAL YEAR 2011-2012 2010-2011 2009-2010 %OF REVISED °/ OF 2011-2012 %OF CLASSIFICATION ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET Personnel Services $ 3,532,798 13.6% $ 3,653,879 13.4% $ 3,802,619 13.1% Operations $ 20,162,720 77.5% $ 20,780,398 76.4% $ 22,540,205 77.8% Professional Services $ 356,443 1.4% $ 492,890 1.8% $ 479,269 1.7% Debt Service Payments $ 1,562,021 6.0% $ 1,689,032 6.2% $ 1,688,505 5.8% Capital $ 397,021 1.5% $ 571,333 2.1% $ 468.822 1.6% TOTAL $ 26,011,003 $ 27,187,532 $ 28,979,420 WATER & SEWER FUND Expenses By Classification Professional Services Debt Service Payments 5.8% Capital 1.6% Personnel 411 Services 13.1% Cityof Allen 154 FY 2012 Budget , WATER AND SEWER DIVISIONS I WATER AND SEWER 200-6500 Equipment UTILITY BILLING 200-7000 1 Water Conservation Manager 1 Sewer Foamin 1 Sewer Crew Leader 6 EquiPmant Operator 3 MalMenance Wodrer Education Specialist 1 Director Assistant Director If Superintendent 1 Water Foreman 1 Assistant Utility Utility Billing 5upemors rve Crew Leatler Crew leader 6 2 Equipment Meter Service Operator a TecM1 7 S ICuetomer ervice Repl I Sr Custome p er Service 6 R 1 Pump Station Operator 4 Ciryof Allen 155 FY 2012 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 2011: Goal 2. Cultivate realonal 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 System. No operational violations were noted. Retained "Superior' system rating • Filed Texas Water Development Board Annual Audit Objective 3. Administer the Texas Pollutant Discharge Elimination System (TPDES) Permit • Continued ongoing sewer system efforts to reduce sewer system inflow and infiltration (I&I) • Filed third annual report for the Sanitary Sewer Overflow (SSO) Outreach Initiative through 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 • 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 • Implemented a residential irrigation system inspection program • Began a water conservation Block Leader Program with 28 leaders who adopted over 600 homes • Implemented changes to respond 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 $800,000 CIP project to replace clay tile sewer pipe and water line in the Walden Park Subdivision in coordination with the Engineering Department Objectives for FY 2012: Goal 2. Cultivate regional alliances and partnerships with aaencles and governmental units that affect Allen Strategy B. Work with partners to protect and conserve natural resources Objective 3. Administer the Texas Pollutant Discharge Elimination System (TPDES) Permit • Maintain sanitary sewer system to minimize stoppages and back-ups; have no sewer discharges in violation of National Pollutant Discharge Elimination System (NPDES) rules; control and lessen sewer inflows and infiltration (I&I) and continue the Sanitary Sewer Overflow (SSO) Outreach Initiative in coordination with the Texas Commission on Environmental Quality (TCEQ) Goal 8. Proactively work to protect and conserve water resources Strategy 1. Develop water conservation initiatives that encourage residents, businesses and City's operations to adopt a "low water -use" lifestyle • Maintain an acceptable water loss of less than twelve percent. • 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 ten percent 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 Cityof Allen 156 FV 2012 Budget 1 al I 1 f_11I :k47=I:1 EXPENSE SUMMARY CLASSIFICATION Personnel Services Operations Professional Services Capital DEPARTMENT TOTAL $ 2009-2010 ACTUAL 3,185,797 19,992,149 146,057 397,021 23,721,024 2010-2011 BUDGET 3,265,791 21,021,169 246,492 598,468 25,131,920 2010-2011 AMENDED 3,290,319 20,592,987 246,007 571,333 24,700,646 2011-2012 BUDGET 3,428,859 22,350,600 232,416 468,822 26,480,697 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 tSONNEL SERVICES ACTUAL BUDGET AMENDED BUDGET FULL TIME 2,048,201 2,160,188 2,154,198 2,241,917 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 13 14 14 14 Graduate Civil Engineer' 1 1 1 1 ROW Utility Coordinator' 1 1 1 1 Utility Locator Technician' 1 1 1 1 Equipment Operator 8 9 9 9 Code Enforcement Officer' 1 1 1 1 Meter Service Technician 7 7 7 7 Maintenance Worker 11 12 12 12 TOTAL FULL TIME 53 56 56 56 These positions are under supervision of the Engineering Dept "Half of this position is funded by the Solid Waste fund, Service Representative TOTAL PART-TIME 'ENSES DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET tSONNEL SERVICES ides 2,048,201 2,160,188 2,154,198 2,241,917 levity 17,808 20,000 20,164 22,564 dime 196,226 148,526 148,526 118,821 1 162,128 155,049 161,704 167,639 25 305,920 310,551 321,557 322,689 ker's Compensation 22,162 22,704 23,071 23,109 Ith Insurance 393,123 407,573 418,311 486,473 let Insurance 31,448 32,418 33,906 36,262 7 -tern Disability 5,070 5,074 5,071 5,318 Insurance 2,598 2,532 2,566 2,687 ible Spending 1,113 1,176 1,245 1,380 cuurnrw� e � •ec �e� e e ene m, e e nnn n.n e o ..n ern Cityof Allen 157 FY 2012 Budget FUND WATER AND SEWER DEPARTMENT/DIVISION W&SUATER AND SEWER ACCOUNT 200-6500433 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES Conferences & Training 15,914 17,765 17,765 8,408 Dues & Subscriptions 72,212 75,202 75,202 81,258 Mileage 52 - - - Clothing & Uniforms 30,324 32,312 32,312 33,392 Electricity 583,270 700,000 700,000 666,014 Natural Gas 1,257 1,883 1,070 1,177 Telephone 4,665 7,500 7,500 7,500 Water 9,511 12,416 12,416 12,416 Insurance 34,379 32,561 32,561 39,890 Postage & Freight 4,252 23,750 23,750 23,275 Printing & Reproduction 10,571 29,770 29,770 29,175 Advertising 608 1,900 1,900 1,860 Rentals - 1,425 1,425 1,395 Gasoline 85,227 86,500 86,500 92,555 NTMWD-Upper E. Fork 2,181,900 2,160,127 2,008,374 2,300,000 NTMWO-Regional Treatment 3,363,299 3,639,961 3,500,393 3,705,000 Water District -Water 6,985,324 7,823,562 7,655,914 8,605,919 NTMWD Pretreatment 45,232 40,286 46,353 47,000 Vehicle & Equipment Replacement 157,212 170,002 170,002 261,978 Office Supplies 7,516 7,120 7,120 6,977 Mechanical Supplies 58,040 58,200 58,200 58,200 Janitorial Supplies 1,946 4,275 4,275 4,190 Medical & Chemical Supply 2,209 2,280 2,280 2,235 Chlorine Gas - 1,455 1,455 1,425 Small Tools & Minor Equipment 16,580 25,714 51,247 67,617 Building Maintenance 36,272 41,800 41,800 40,965 Vehicle Maintenance 38,391 21,055 21,055 20,635 Equipment Maintenance 38,339 25,200 25,200 24,696 Radio Maintenance 2,937 2,900 2,900 2,842 Meter Maintenance 16,266 19,400 19,400 19,010 Water System Maintenance 56,751 48,500 48,500 48,500 Sewer System Maintenance 48,307 48,500 48,500 48,500 Bad Debt Expense 44,285 50,000 50,000 50,000 Post -Employment Funding Expense 4,470 4,470 4,470 28,573 Interest -Water Deposits 6,723 5,000 5,000 5,000 Operating Transfer Out 4,729,099 4,278,378 4,278,378 4,483,023 Capital Projects Transfer Out 1,298,809 1,520,000 1,520,000 1,520,000 SUBTOTALS 19,992,149 $ 21,021,169 $ 20,592,987 $ 22,350,600 PROFESSIONAL SERVICES Professional Services 50,898 133,867 133,867 122,226 Contract Mowing 19,846 33,950 33,950 32,000 Rebate -Washing Machine 54,375 61,110 52,000 52,000 Rebate -New Toilet 11,886 6,790 15,000 15,000 Rebate-Rain/Freeze Sensor 1,931 4,850 3,000 3,000 Rebate -Rain Barrel 1,459 485 3,000 3,000 Rebate -Pressure Red Valve 250 485 235 235 Rebate -Water Conservation 5,412 4,955 4,955 4,955 SUBTOTAL $ 146,057 $ 246,492 $ 246,007 $ 232,416 Cityof Allen 158 FY 2012 Budget L 1 IH FUND WATER AND SEWER DEPARTMENT/DIVISION W&S/WATER AND SEWER ACCOUNT 200-6500-433 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CAPITAL OUTLAY Vehicles - 38,500 36,898 - Mains & Connections 70,265 116,400 116,400 114,072 Meters 299,242 362,000 362,000 354,750 Machinery & Equipment 27,514 81,568 56,035 SUBTOTALS 397,021 $ 598,468 $ 571,333 $ 468,822 DEPARTMENT TOTALS 23,721,024 25,131,920 24,700,646 $ 26,480,697 CAPITAL EXPENSES LIST 2011-2012 BUDGET MAINS & CONNECTIONS Mains & Connections 114,072 SUBTOTAL $ 114,072 METERS Meters 354,750 SUBTOTAL $ 354,750 TOTAL CAPITAL 468,822 2010-2011 2011-2012 AMENDED BUDGET Operating Transfers Out: General Fund 4,260,690 4,461,300 Risk Management Fund -Administrative costs 17,688 21,723 TOTAL 4,278,378 4,483,023 2010-2011 2011-2012 AMENDED BUDGET Capital Projects Transfers Out: Sewer Line Replacement 750,000 750,000 Sewer Lift Station Maintenance 70,000 70,000 Pump Station Maintenance 100,000 100,000 Stacy Road Ground Storage Repaint - 600,000 Exchange Water Line Crossing US 75 600,000 TOTAL $ 1,520,000 1,520,000 Cityof Allen 159 FY 2012 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 utilities that include water, sewer, drainage, solid waste, HHW, and recycling services. With extensive customer contact, this division places a strong emphasis on customer service. Accomplishments in FY 2011: • Completed annual audit and adjustment of commercial Drainage Fee charges • Updated the Utility Billing Standard Operating Procedures that includes all aspects of Utility Billing and serves as the customer service representative guidebook Goals. Maintain operational excellence In City government services Strategy 1. Utilize technology for optimum performance and customer service • Processed an increasing number of on-line and telephone credit card payments 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 website to improve customer service • Provided monthly updates regarding water conservation and recycling education for Utility Bill publication • Assisted customers in setting up online bill pay and how to navigate to view an image of their past utility bills Objectives for FY 2012: 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 • Develop ways to transmit payments via the internet so no manual entries are needed to process through online check companies • 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 to increase citizen acceptance and participation Cityof Allen 160 FY 2012 Budget H A FUND DEPARTMENT/DIVISION ACCOUNT WATER AND SEWER W&S/UTILITY COLLECTIONS 200-7000-419 EXPENSE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 347,001 357,961 363,560 373,760 Operations 170,571 175,911 187,411 189,605 Professional Services 210,386 202,568 246,883 246,853 DEPARTMENT TOTAL $ 727,958 736,440 $ 797,854 810,218 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 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 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 246,736 255,774 255,891 260,423 Longevity 1,680 1,968 2,008 2,344 Overtime 1,092 2,121 2,121 1,697 FICA 17,858 18,373 18,373 19,632 TMRS 34,143 36,728 36,738 37,444 Worker's Compensation 198 206 206 211 Health Insurance 40,072 37,655 43,076 46,940 Dental Insurance 4,099 4,077 4,052 3,945 Long-term Disability 584 545 598 627 Life Insurance 299 273 302 317 Flexible Spending 240 241 195 180 SUBTOTAL $ 347,001 $ 357,961 $ 363,560 $ 373,760 OPERATING EXPENSES Conferences & Training 1,843 2,137 2,137 1,047 Dues & Subscriptions 207 300 300 294 Mileage 54 190 190 186 Telephone 1,569 2,947 2,947 2,888 Insurance 2,906 2,603 2,603 3,527 Banking Services 3,600 4,800 4,800 4,704 Postage & Freight 122,302 120,000 131,500 134,532 Printing & Reproduction 22,220 28,545 28,545 28,600 Advertising - 95 95 93 Office Supplies 4,644 5,700 5,700 5,585 Small Tools & Minor Equipment 2,845 2,695 2,695 1,120 Equipment Maintenance 8,381 5,899 5,899 7,029 SUBTOTAL $ 170,571 $ 175,911 $ 187,411 $ 189,605 Cityof Allen 161 FY 2012 Budget FUND WATER AND SEWER DEPARTMENT/DIVISION W&S/UTILITY COLLECTIONS ACCOUNT 200-7000-419 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PROFESSIONAL SERVICES Audit Fees 19,360 19,360 19,360 25,805 Professional Services 51,254 56,480 56,480 50,000 Courier Services 2,574 2,580 2,580 2,580 Credit Card Costs 137,198 124,148 168,463 168,468 SUBTOTAL $ 210,386 $ 202,568 $ 246,883 $ 246,853 DEPARTMENT TOTALS $ 727,958 736,440 797,854 810,218 CAPITAL EXPENSES LIST No capital items Cityof Allen 162 FY 2012 Budget 1 11 CITY OF ALLEN SOLID WASTE FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2011-2012 EXPENSES Public Works Solid Waste TOTAL REVENUES $ 5,908,221 $ 5,936,918 $ 5,972,524 $ 6,101,393 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 5,530,541 6,191,716 6,046,768 6,608,179 TOTAL EXPENSES $ 5,530,541 $ 6,191,716 $ 6,046,768 $ 6,608,179 FUND BALANCE PROJECTIONS PROJECTED WORKING CAPITAL 1011 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED WORKING CAPITAL 9/30 3,222,253 $ 3,148,009 5,972,524 6,101,393 (6,046,768) (6,608,179) $ 3,148,009 $ 2,641,223 Cityof Allen 163 FY 2012 Budget 2009-2010 2010-2011 2010-2011 2011-2012 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues Garbage Fees 4,631,236 4,721,902 4,739,714 4,864,763 Recycling Revenues 7,425 5,000 8,000 8,000 Commercial Garbage Fees 877,831 873,600 875,000 875,000 Recycling Materials 49,747 55,000 50,000 50,000 Recycle Bin Revenue 859 1,400 1,200 1,200 Household Hazardous Waste 168,367 169,686 172,000 175,000 Composting Revenue 54,363 34,000 52,000 52,000 Miscellaneous 84,805 50,000 47,000 47,000 TOTAL OPERATING REVENUES S 5,874,633 $ 5,910,588 $ 5,944,914 $ 6,072,963 Non -Operating Revenues Interest 33,588 26,330 27,610 28,430 TOTAL NON-OPERATING REVENUES $ 33,588 $ 26,330 $ 27,610 $ 28,430 EXPENSES Public Works Solid Waste TOTAL REVENUES $ 5,908,221 $ 5,936,918 $ 5,972,524 $ 6,101,393 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 5,530,541 6,191,716 6,046,768 6,608,179 TOTAL EXPENSES $ 5,530,541 $ 6,191,716 $ 6,046,768 $ 6,608,179 FUND BALANCE PROJECTIONS PROJECTED WORKING CAPITAL 1011 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED WORKING CAPITAL 9/30 3,222,253 $ 3,148,009 5,972,524 6,101,393 (6,046,768) (6,608,179) $ 3,148,009 $ 2,641,223 Cityof Allen 163 FY 2012 Budget CITY OF ALLEN I 1 1 Cityof Allen Customer Service Rep. I SOLID WASTE DIVISION 205-0000 Director Waste Services Manager 7 HHW Maintenance Worker 2 165 Education Specialist 2 FY 2012 Budget FUND DEPARTMENT ACCOUNT SOLID WASTE WASTE SERVICES 205-0000-435 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-nine 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 HHW center, and provide support staff to the Keep Allen Beautiful Board. Accomplishments in FY 2011: Goa12. 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 grant -funded recycling program at Allen Station Park Strategy 8. Work with partners to protect and conserve natural resources Objective 3.Administer the Texas Pollutant Discharge Elimination System (TPDES) Permit Assisted 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 • Continued litter collection in parks, ROWS, medians, easements, and US 75 overpass/underpass maintenance. • Assisted the Keep Allen Beautiful Board in the successful execution of key events: Allen Recycles Day, Earthfest 2010, Great American Cleanup, Arbor Dayfrrees for Allen Program, and the Educator Expo • Assisted KAB in preparing seven competitive nominations through Keep Texas Beautiful which resulted in five winning applications. The KAB program was presented a Gold Award and Sustained Excellence Award as well as receiving the Keep America Beautiful President's Circle Award • Received four state and regional awards for educational and recycling programs • Brought Allen youth forward for Council recognition through Reuse -a -Shoe Contest, Texas Arbor Day Poster Contest, and Recycled Art Contest to recognize advanced Scouts that managed environmental projects Objectives for FY 2012: Goal 2. Cultivate regional alliances and Partnerships with agencies and governmental units that affect Allen • Continue to provide Household Hazardous Waste services to residents through partnership with the City of Plano. HHW payments to Plano - $53,000 • Continue the Community Waste Disposal (CWD) contract for solid waste collection and recycling services - $2,224,554 and North Texas Municipal Water District solid waste transfer station and landfill services - $2,455,621 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 Pollutant Discharge Elimination System (TPDES) Permit Assist in meeting education related standards for state mandated TPDES program Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation. Strategy 6. Signify the City of Allen through beautification efforts Continue to fund the litter collection contract managed by Parks & Recreation - $425,658 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's expectation of quality environmental services - HHW, waste, and recycling • Work with the Keep Allen Beautiful Board to successfully reach its goals Cityof Allen 166 FY 2012 Budget C I I I FUND DEPARTMENT ACCOUNT SOLID WASTE SOLID WASTE 205-0000-435 EXPENSE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services $ 369,344 $ 400,469 $ 393,001 $ 420,546 Operations 572,789 668,176 667,721 958,550 Professional Services 4,588,408 5,123,071 4,986,046 5,229,083 DEPARTMENTTOTAL $ 5,530,541 6,191,716 6,046,768 6,608,179 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET FULL TIME Waste Services Manager 1 1 1 1 Education Specialist 1 2 2 2 HHW Maintenance Worker 2 2 2 2 Customer Service Representative 1 1 1 1 TOTAL FULL TIME 5 6 6 5 PART TIME Education Specialist 0.5 0.0 0.0 0.0 TOTAL PART-TIME 0.5 0.0 0.0 0.0 EXPENSES DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 266,671 281,553 278,909 292,044 Longevity 1,684 1,719 1,992 2,212 Overtime 6,027 5,304 5,304 4,243 FICA 19,701 20,205 20,618 21,615 TMRS 37,191 40,341 40,537 41,932 Worker's Compensation 2,413 2,405 2,463 2,475 Health Insurance 31,231 43,691 38,398 50,591 Dental Insurance 3,314 4,071 3,621 4,132 Long-term Disability 611 626 634 705 Life Insurance 313 313 320 357 Flexible Spending 188 241 205 240 SUBTOTAL S 369,344 $ 400,469 $ 393,001 S 420,546 OPERATING EXPENSES Conferences & Training 5,898 6,855 6,855 3,359 Dues & Subscriptions 793 967 967 947 Clothing & Uniforms 1,065 1,705 1,250 1,250 Insurance 3,568 3,265 3,265 4,236 Postage & Freight 5,168 10,560 10,560 10,348 Printing & Reproduction 14,754 13,060 13,060 12,798 Gasoline 6,072 7,800 7,800 8,345 Cityof Allen 167 FY 2012 Budget FUND SOLID WASTE DEPARTMENT SOLID WASTE ACCOUNT 205-0000435 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. Vehicle & Equipment Replacement 13,726 14,041 14,041 24,300 Office Supplies 1,397 2,661 2,661 2,605 Medical & Chemical Supply 812 1,235 1,235 1,210 Small Tools & Minor Equipment 1,487 2,138 2,138 2,095 Vehicle Maintenance 4,771 1,500 1,500 1,470 Equipment Maintenance - 235 235 230 Radio Maintenance - 115 115 112 Bad Debt Expense 14,412 14,500 14,500 14,500 Post -Employment Funding Expense 486 486 486 2,700 Illegal Dumping 48 1,425 1,425 1,396 Household Hazardous Waste 51,831 53,000 53,000 55,000 Beautification 19,438 27,714 27,714 27,714 Operating Transfer Out 104,585 204,914 204,914 413,935 Capital Projects Transfer Out 322,478 300,000 300,000 370,000 SUBTOTALS 572,789 $ 668,176 $ 667,721 $ 958,550 PROFESSIONAL SERVICES Sanitation Services 2,134,270 2,291,000 2,191,806 2,224,554 Professional Services 330,595 431,658 431,658 431,658 Recycling 7,078 5,000 7,221 7,250 Solid Waste-NTMWD 2,017,140 2,260,413 2,245,361 2,455,621 Composting Expenses 99,325 135,000 110,000 110,000 SUBTOTAL $ 4,588,406 $ 5,123,071 $ 4,986,046 $ 5,229,083 TOTAL EXPENSES $ 5,530,541 6,191,716 $ 6,046,768 6,608,179 CAPITAL EXPENSES LIST No capital items 2010-2011 2011-2012 OPERATING TRANSFERS OUT AMENDED BUDGET Risk Management Administrative Costs 1,608 2,053 General Fund 69,738 78,028 Water & Sewer Fund 29,477 32,419 Debt Service 100,000 300,000 General Fund PC Lease 1,435 1,435 TOTAL 202,258 413,935 CAPITAL PROJECTS TRANSFERS OUT Alley Repairs 300,000 300,000 Celebration Park Recycling Program - 70,000 TOTAL 300,000 370,000 Cityof Allen 168 FY 2012 Budget FUND BALANCE PROJECTIONS PROJECTED WORKING CAPITAL 10/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED WORKING CAPITAL 9/30 $ 1,409,028 $ 1,227,142 1,276,284 1,257,765 (1,458,170) (1,592,934) Cityof Allen 169 FY 2012 Budget CITY OF ALLEN 2010-2011 2010-2011 2011-2012 EXPENSES ACTUAL DRAINAGE FUND AMENDED BUDGET Public Works: REVENUES AND EXPENSES BY FUNCTION Drainage Operating Expenses FISCAL YEAR 2011-2012 1,467,611 1,458,170 1,292,934 Capital Improvement Projects ' 2009-2010 2010-2011 - 2010-2011 ' TOTAL PUBLIC WORKS 2011-2012 REVENUES ACTUAL BUDGET $ 1,592,934 AMENDED BUDGET Operating Revenues $ 1,128,586 $ 1,467,611 $ 1,458,170 $ 1,592,934 Inspection Fees 56,781 35,000 35,000 20,000 Drainage Fees 1,181,497 1,224,000 1,223,000 1,225,000 TOTAL OPERATING REVENUES $ 1,238,278 $ 1,259,000 $ 1,258,000 $ 1,245,000 Non -Operating Revenues Interest 17,242 13,610 10,922 12,765 Other Reimbursements 4,962 7,362 TOTAL NON-OPERATING REVENUES $ 22,204 $ 13,610 $ 18,284 $ 12,765 TOTAL REVENUES $ 1,260,482 $ 1,272,610 $ 1,276,264 $ 1,257,765 FUND BALANCE PROJECTIONS PROJECTED WORKING CAPITAL 10/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED WORKING CAPITAL 9/30 $ 1,409,028 $ 1,227,142 1,276,284 1,257,765 (1,458,170) (1,592,934) Cityof Allen 169 FY 2012 Budget 2009-2010 2010-2011 2010-2011 2011-2012 EXPENSES ACTUAL BUDGET AMENDED BUDGET Public Works: Drainage Operating Expenses 1,050,802 1,467,611 1,458,170 1,292,934 Capital Improvement Projects 77,784 - - 300,000 ' TOTAL PUBLIC WORKS $ 1,128,586 $ 1,467,611 $ 1,458,170 $ 1,592,934 TOTAL EXPENSES $ 1,128,586 $ 1,467,611 $ 1,458,170 $ 1,592,934 FUND BALANCE PROJECTIONS PROJECTED WORKING CAPITAL 10/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED WORKING CAPITAL 9/30 $ 1,409,028 $ 1,227,142 1,276,284 1,257,765 (1,458,170) (1,592,934) Cityof Allen 169 FY 2012 Budget i CITY OF ALLEN 1 U DRAINAGE DIVISION 210-0000 Director Assistant Director Foreman StreeWDrainage Drainage 'Inspector I I Crew Leader EquipmeN Operator I I Maintenance 3 Worker Cltyof Allen 171 FY 2012 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 design water runoff flow. Accomplishments in FY 2011: Goal 2. Cultivate reolonal 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 Pollutant 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 4th year tasks in the City's TPDES permit • Drainage Technician, for the 2n° year, inspected and verified outfall structures, and performed dry weather inspections utilizing GIS data collector as required in the City's TPDES Permit Objectives for FY 2012: Goal 2. Cultivate realonal 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 Pollutant Discharge Elimination System (TPDES) Permit • Inspect and Gear all storm sewer inlets after major storm events • Implement 5th year tasks in the City's TPDES permit • Continue installation of curb inlet markers in support of the storm drain marking program • Maintain drainage structures or channels to prevent flooding • Continue to ensure the drainage system is clear of debris: Drainage Maintenance - $95,000; Contract mowing of greenbelts -$75,000; Contract street sweeping - $100,000 • 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 - $9,000 • Continue to rapidly respond to citizens calls and concerns related to drainage and storm water Cityof Allen 172 FY 2012 Budget 1 r 1 I 1 FUND DEPARTMENT ACCOUNT DRAINAGE DRAINAGE 210-0000-434 EXPENSESUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 398,794 407,343 400,379 411,745 Operations 567,556 931,001 901,877 750,334 Professional Services 84,452 129,267 129,267 130,855 Capital 77,784 26,647 300,000 DEPARTMENTTOTAL $ 1,128,596 1,467,61 1,458,170 1,592,934 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 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 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 264,264 269,021 261,999 268,808 Longevity 3,099 3,188 3,145 3,344 Overtime 10,040 12,425 12,425 9,940 FICA 20,117 19,601 19,451 19,798 TMRS 36,814 38,790 38,805 38,781 Worker's Compensation 5,102 4,987 4,944 4,961 Health Insurance 54,015 53,986 54,272 60,506 Dental Insurance 4,234 4,259 4,297 4,508 Long-term Disability 654 643 612 650 Life Insurance 335 322 309 329 Flexible Spending 120 121 120 120 SUBTOTALS 398,794 $ 407,343 $ 400,379 $ 411,745 OPERATING EXPENSES Conferences & Training 300 1,375 1,375 675 Clothing & Uniforms 5,431 5,740 5,740 5,625 Telephone 54 95 95 95 Insurance 3,892 3,589 3,589 4,942 Postage & Freight 124 140 140 137 Printing & Reproduction 2,655 235 235 230 Advertising 1,166 1,500 1,500 1,470 Rentals 1,838 5,798 5,798 5,680 Gasoline 10,653 13,744 13,744 14,706 Oil & Lubricants - 475 475 465 Vehicle & Equipment Replacement 53,453 48,532 48,532 62,010 Cityof Allen 173 FY 2012 Budget e Supplies cal & Chemical Supply ;utture Supplies II Tools & Minor Equipment cle Maintenance pment Maintenance o Maintenance A Sweeping Maintenance Cage System Maintenance Debt Expense -Employment Funding Expense ,ating Transfer Out SUBTOTAL Professional Services Contract Mowing SUBTOTAL CAPITAL OUTLAY Machinery & Equipment CAPITAL TRANSFERS Capital Projects Transfer Out SUBTOTAL TOTAL EXPENSES CAPITAL EXPENDITURES LIST No capital items OPERATING TRANSFERS OUT Risk Management Administrative Costs General Fund Debt Service TOTAL CAPITAL PROJECTS TRANSFERS OUT Chelsea Project Spring Meadow Drainage Improvement TOTAL DEPARTMENT 2011-2012 DRAINAGE BUDGET 475 465 2009-2010 2010-2011 ACTUAL BUDGET 616 475 1,721 14,000 259 3,802 24,072 7,760 6,829 6,655 25,381 11,407 - 375 117,497 91,500 93,513 103,870 2,562 - 486 486 31,175 64,267 77 2010-2011 2011-2012 AMENDED BUDGET 475 465 7,000 13,700 3,802 3,725 7,760 7,600 14,017 6,521 11,407 11,178 375 367 91,500 100,000 74,870 95,000 3,150 54,267 55,855 1 2010-2011 2011-2012 AMENDED BUDGET 2,047 2,395 199,013 210,198 4114 11111 Cityof Allen 174 FY 2012 Budget 2009-2010 2010-2011 2010-2011 2011-2012 EXPENSES ACTUAL BUDGET AMENDED BUDGET Personnel Services 1,103,896 CITY OF ALLEN 1,164,238 812,779 Operations 865,702 875,109 883,815 GOLF COURSE FUND Professional Services 45,905 48,713 56,818 22,778 REVENUES AND EXPENSES BY FUNCTION 2,095,872 $ 2094,871 $ 1,242,618 FISCAL YEAR 2011-2012 2009-2010 2010-2011 2010-2011 2011-2012 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues Facility Rentals 8,356 12,600 8,400 8,400 Retail Store 76,545 78,000 70,000 300 Concession Sales 176,059 297,275 220,011 6,600 Fees 1,169,901 1,443,532 1,325,104 127,400 TOTAL OPERATING REVENUES S 1,430,861 S 1,831,407 $ 1,623,515 $ 142,700 Non-Ooeratina Revenues Interest on Investments 2,033 - $ 3,082 $ 1,570 Other Reimbursements/Donations 625 5,500 8,440 - Operating Transfer In 463,329 263,917 291,917 1,107,785 TOTAL NON-OPERATING REVENUES $ 465,987 $ 269,417 $ 303,439 $ 1,109,355 TOTAL REVENUES -$ 1,896,848 $ 2,100,824 $ 1,9261954 $ 1,252,055 2009-2010 2010-2011 2010-2011 2011-2012 EXPENSES ACTUAL BUDGET AMENDED BUDGET Personnel Services 1,103,896 1,172,050 1,164,238 812,779 Operations 865,702 875,109 883,815 407,061 Professional Services 45,905 48,713 56,818 22,778 TOTAL EXPENSES $ 2,015,503 $ 2,095,872 $ 2094,871 $ 1,242,618 FUND BALANCE PROJECTIONS PROJECTED WORKING CAPITAL 10/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENSES PROJECTED WORKING CAPITAL 9/30 Cityof Allen 168,347 $ 430 1,926,954 1,252,055 (2,094,871) (1,242,618) $ 430 $ 9,867 175 FY 2012 Budget CITY OF ALLEN I 1 Cityof Allen GOLF COURSE DIVISION 225-8610 Director Assistant Director Golf Services Manager 7 Golf Superintendent Leatl Golf Specialist 1 1 Asst.nd Golf Golf Specmlisl Superinteent 7 Chemical Technioan 7 I I Range Attendant 15 Maintenance Worker 8 Maintenance Warta d.d1 Park Maintenance Tech 1 Tamp—Gdf Atlentlant 75 Temp- nance Worker 1.9] 1.97 177 FY 2012 Budget FUND DEPARTMENT ACCOUNT GOLF COURSE GOLF COURSE 225-861OA57 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 18 -hole course will be closed for renovations. The 9 -hole course and driving range will remain open. Accomplishments in FY 2011: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 2. Create recreational partnerships • Served as one of eight facilities nationwide to host a National First Tee Coach Training program. • Provided playing and practice facilities for local schools including Allen ISD, Plano ISD and Lovejoy ISD. • Developed a working relationship with the L'dePath agency to provide employment opportunities for special needs youth. • Continued discussion with Weibring/Wolfard to develop golf course Master Plan for fall implementation Goal 4. Slanitv enhance and communicate Allen's Identity to the region and the nation. • Continued the promotion of Junior Golf by offering programs such as Hook a Kid on Golf, First Tee and providing group instruction on Saturday momings. • Received the "Best Place to Play' award from the Plano Star Courier for the second year in a row. • Initiated the "Kids Play Free" program for juniors 12 and under on the Sawtooth course with a paying adult. • Participated in the PGA Play Goff America programs for the fifth consecutive year. • Served as host course to four Northern Texas PGA Junior Golf tournaments. • Participated in the Northern Texas PGA YMCA Junior Golf Program. • Actively promoted Chase Oaks in media outlets including the Dallas Morning News, Avid Golfer, Ideal Golfer and 1310 the Ticket Radio. Strategy 5. Plan for the design and construction of needed City Parks and Recreation Facilities • Built a temporary tee box on hole #8 to reduce the length of the hole and minimize the opportunity for errant tee shots to damage homeowner property. • Renovated a sand bunker behind #13 green that was virtually unplayable. The work consisted of removing layers of silt and contaminated sand from the bunker, rehabilitating the bunker drainage and installing new bunker sand. Goal 6. Maintain operational excellence in City government services Strategy 3. Continually Enhance the City of Allan's Customer Service Approach to Delivering Quality Services • Hosted a "Chase Oaks Homeowners" question and answer session and golf course tour. • Worked closely with Chase Oaks homeowners to assist with issues related to errant golf shots that caused property damage. Objectives for FY 2012: Goal 2. Cultivate regional alliances and partnerships with agencies and aovemmental units that affect Allen Strategy 2. Create recreational partnerships • Continued discussion with WeibringANolfard Golf Design resulting in the projected golf course renovation to start in October 2011. Goal 4. Sionity, enhance and communicate Allen's identity to the region and the nation. • Promote all golf programs by utilizing website, e-mail blasts, newspaper and facility signage • Provide quality instruction to players of all ability levels • Provide a quality golf product and competitive pricing • Participate in Junior Golf Tournaments which brings in golfers from the DFW Metroplex and beyond. 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. Cityof Allen 178 FY 2012 Budget 1 r FUND DEPARTMENT ACCOUNT GOLF COURSE GOLF COURSE 225-8610457 EXPENSE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 1,103,896 1,172,050 1,154,238 812,779 Operations 865,702 875,109 883,815 407,061 Professional Services 45,905 48,713 56,818 22,778 DEPARTMENTTOTAL 2,015,503 2,095,672 2,094,871 1,242,618 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 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 2 2 1 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 1 1 0 Food & Beverage Supervisor 1 1 1 0 Food & Beverage Clerk 1 1 1 0 TOTAL FULL TIME 19 19 19 15 PARTTIME Golf Specialist 0.5 0.5 0.5 0.0 Golf Attendant 2.38 2.38 2.38 0.0 Range Attendant 1.5 1.5 1.5 1.5 Beverage Clerk 1.0 1.0 1.0 0.0 Recreation Specialist 1 0.5 0.5 0.5 0.0 Maintenance Worker 6.0 6.0 4.41 4.41 TOTAL PART TIME 11.88 11.88 10.29 5.91 TEMPORARY Maintenance Worker 1.97 1.97 1.97 1.97 Golf Attendant 0.75 0.75 0.75 0.75 Beverage Clerk 0.48 0.48 0.48 0.00 TOTAL TEMPORARY 3.20 3.20 3.20 2.72 EXPENSE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 766,825 825,811 804,837 536,584 Longevity 3,974 4,593 4,775 3,523 Overtime 21,228 21,948 21,948 17,558 FICA 57,885 60,375 58,924 40,534 TMRS 101,492 105,169 106,212 75,559 Worker's Compensation 3,757 4,161 3,396 2,493 Health Insurance 135,507 136,735 140,641 125,569 Dental Insurance 10,957 11,022 11,111 9,047 Long -tern Disability 1,502 1,471 1,470 1,219 Life Insurance 769 735 744 633 Flexible Benefit Expense 30 180 60 SUBTOTAL $ 1,103,896 $ 1,172,050 $ 1,154,238 $ 812,779 Cityof Allen 179 FY 2012 Budget FUND GOLF COURSE DEPARTMENT GOLF COURSE ACCOUNT 225-8610-457 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES Conferences & Training 1,520 2,709 2,439 1,555 Dues & Subscriptions 3,169 5,345 5,345 2,845 Mileage 781 1,000 900 200 Clothing & Uniforms 9,563 6,986 6,986 6,260 Electricity 114,908 114,042 125,000 114,308 Telephone 2,847 3,068 3,068 3,060 Water 65,225 73,500 73,500 12,000 Postage & Freight 85 150 100 135 Printing & Reproduction 3,906 2,199 2,199 3,750 Advertising 2,500 6,900 4,947 4,000 Rentals & Leases - 1,350 1,080 7,360 Concession Expenses 166,185 85,805 64,354 1,812 Fuel 23,133 24,750 24,750 18,563 Lease Expenses 94,902 184,044 177,488 85,599 Office Supplies 2,115 3,430 3,087 750 Janitorial Supplies 2,461 3,430 2,744 2,000 Medical & Chemical Supplies 746 950 760 500 Agriculture Supplies 88,548 67,910 61,119 3,500 Small Tools & Minor Equipment 12,748 - 1,148 3,700 Liquor Supply Expenses 30,447 39,008 35,108 768 Liquor State Tax Expense 11,910 14,700 13,230 336 Building Maintenance 11,171 16,000 12,800 10,000 Equipment Maintenance 33,469 46,726 100,886 10,000 Ground Sprinkler System 32,672 22,272 20,045 1,000 Landscape & Forestry 4,894 3,555 3,555 2,500 Copier Service 316 125 127 225 Janitorial Services 8,040 8,400 295 - Credit Card Costs 38,507 38,311 38,311 4,415 Post -Employment Funding Expense 1,652 1,652 1,652 15,335 Marketing Expenses 876 2,375 2,375 - Donation Expense 5,821 5,500 5,500 - Depreciation Expense 90,585 88,917 88,917 90,585 SUBTOTAL $ 865,702 $ 675,109 $ 883,815 $ 407,061 PROFESSIONAL SERVICES Professional Services 45,905 48,713 56,818 22,778 SUBTOTAL $ 45,905 $ 48,713 $ 56,818 $ 22,778 TOTAL EXPENSES $ 2,015,503 2,095,872 2,0 4,871 1,242,618 CAPITAL EXPENDITURES LIST No capital items Cityof Allen 180 FY 2012 Budget 1 CITY OF ALLEN 2010-2011 2010-2011 2011-2012 EXPENDITURES ACTUAL ASSET FORFEITURE FUND AMENDED BUDGET Public Safety 117,434 REVENUE AND EXPENDITURE SUMMARY 160,664 170,000 Capital Outlay 72,527 FISCAL YEAR 2011.2012 70,000 TOTAL PUBLIC SAFETY $ 189,961 ' 2009-2010 2010-2011 $ 170,000 2010-2011 2011-2012 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues State Forfeiture 30,268 1,000 16,822 20,000 Federal Forfeiture - Justice Funds 234,019 100,000 150,000 150,000 TOTAL OPERATING REVENUES $ 264,287 $ 101,000 $ 166,822 $ 170,000 Non -Operating Revenues Interest 1,834 200 1,765 1,415 Auction Revenue (1,345) 7,234 TOTAL NON-OPERATING REVENUES $ 489 $ 200 $ 8,999 $ 1,415 TOTAL REVENUES $ 264,776 $ 101,200 $ 175,821 $ 171,415 1 TOTAL EXPENSES $ 189,961 $ 80,000 $ 230,664 $ 170,000 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 1011 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENDITURES PROJECTED FUND BALANCE 9/30 Cityof Allen $ 166,716 $ 2009-2010 2010-2011 2010-2011 2011-2012 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Public Safety 117,434 80,000 160,664 170,000 Capital Outlay 72,527 70,000 TOTAL PUBLIC SAFETY $ 189,961 $ 80,000 $ 230,664 $ 170,000 TOTAL EXPENSES $ 189,961 $ 80,000 $ 230,664 $ 170,000 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 1011 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENDITURES PROJECTED FUND BALANCE 9/30 Cityof Allen $ 166,716 $ 111,873 175,821 171,415 (230,664) (170,000) $ 111,873 $ 113,288 181 FY 2012 Budget CITY OF ALLEN 1 1 ASSET FORFEITURE DIVISION 508-0000 No Personnel in this Department Cityot Allen 183 FY 2012 Budget FUND DEPARTMENT ACCOUNT ASSET FORFEITURE ASSET FORFEITURE 508-0000421 1 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. Cityof Allen 184 FY 2012 Budget Il Il SUMMARY asional Services 31 DEPARTMENT TOTAL NDITURE DETAIL IATING EXPENDITURES st Expense SUBTOTAL ESSIONAL SERVICES Forfeiture/Seizure Expense al Forfeiture Exp - Justice SUBTOTAL xy 8 Equipment Capital Expense -Justice SUBTOTAL TOTALEXPENSES CAPITAL EXPENDITURES LIST No capital items 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 11 - 32 117,423 80,000 160,632 170,000 72.527 - 7n onn _ 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 11 32 $ 11 $ - $ 32 $ - 13,622 - 16,982 20,000 103.801 80 000 143.650 150.000 27,000 24,192 Cityof Allen 185 FY 2012 Budget i CITY OF ALLEN CITY OF ALLEN HOTEL OCCUPANCY TAX FUND REVENUES AND EXPENDITURES BY FUNCTION 1 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENDITURES PROJECTED FUND BALANCE 9/30 $ 1,486,722 $ FISCAL YEAR 2011-2012 2010-2011 2010-2011 2011-2012 EXPENDITURES ' BUDGET 2009-2010 BUDGET 2010-2011 Culture & Recreation 2010-2011 2011-2012 REVENUES Culture ACTUAL 741,336 BUDGET 1,008,687 AMENDED $ 602,812 BUDGET Operating Revenues $ 1,008,687 Hotel Occupancy Tax 805,185 864,582 947,685 965,629 TOTAL OPERATING REVENUES $ 805,185 $ 864,582 $ 947,685 $ 965,629 Non -Operating Revenues Interest 18,642 12,870 14,790 15,315 Other Reimbursements 2,125 TOTAL NON-OPERATING REVENUES $ 20,767 $ 12,870 $ 14,790 $ 15,315 TOTAL REVENUES $ 825,952 $ 877,452 $ 962,475 $ 980,944 1 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENDITURES PROJECTED FUND BALANCE 9/30 $ 1,486,722 $ 2009-2010 2010-2011 2010-2011 2011-2012 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Culture & Recreation Culture 602,812 741,336 748,202 1,008,687 TOTAL EXPENDITURES $ 602,812 $ 741,336 $ 748,202 $ 1,008,687 1 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENDITURES PROJECTED FUND BALANCE 9/30 $ 1,486,722 $ 1,700,995 962,475 980,944 (748,202) (1,008,687) $ 1,700,995 $ 1,673,252 Cityof Allen 187 FY 2012 Budget CITY OF ALLEN P 1 HOTEL OCCUPANCY TAX FUND DIVISION 506-0000 City Manager Tuunsen Manager r II II Parks 8 Recreation Director 1 Marketing Specialist 1 Cii Allen 189 FY 2012 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. Goal 4. Signify. enhance and communicate Allen's identity to the reolon and the nation. Strategy 11. Emphasize marketing efforts to communicate Allen's identity • Placed advertising in the following tourism publications: DFW Area Tourism Guide, TEAMS Sports Journal special section, Texas State Travel Guide, Texas Highways(Spring and Summer guides), AAA guide (Summer) and on the TourTexas.com website. • Successfully assisted the Allen Event Center in securing the Texas Twisters Karate Tournament and the Cotton Bowl Classic Wrestling Tournament • Secured the Lone Star Conference (LSC) Men's & Women's Basketball Championships for 2012-2015 • Attended the LSC event in Bartlesville to welcome them to the future home in Allen and to learn firsthand how the event is incorporated in the community and executed. • Completed the branding campaign • 14,500 Allen CVB Visitor Guides mailed to all past leisure travelers inquiries, meeting planners, local hotel and Shopping Information Center, AAA Travel, EDC and a supply sent to the 7 State of Texas Tourist Centers. • Assisted AHS Hoopsters Booster Club with funding for 2 tournaments. • Assisted the Foundation for Allen Schools Triathlon with funding and event management. Added a new online ad that increased their out of area attendance. • Provided assistance to the Allen Civic Ballet to host the Allen Dance Festival and Nutcracker ballet • Provided assistance to the Allen Philharmonic Symphony for regional advertising and to promote their 2010- 2011 season • Assisted the Connemara Conservancy with promotion and program materials to attract visitors to experience Allen's natural history • Provided assistance to the Allen Hotel Association for advertising, room offset rebates, and website advertising to attract tourists to Allen hotels • Partially funded a Marketing Specialist position in the Public and Media Relations Office for promotion of tourism and the hotel industry Objectives for 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 • Position the city of Allen's CVB as the principal vehicle for attracting new tourism opportunities and establishing the City as a tourism destination • Create a mission statement and strategic plan for the CVB • Complete the strategic plan for brand roll out. • Assist the Allen Civic Ballet in advertising of the Allen Dance Festival and Nutcracker ballet • Provide assistance to the Allen Chamber of Commerce for postage of tourism related mailings • Assist the Allen Heritage Guild in promoting heritage tourism by advertising historical sites and events in Allen • Assist in advertising the 2011-2012 season at the Allen Philharmonic Symphony to draw tourists to Allen • Assist the Friends of the Library in advertising and marketing of the Jazz and Blues Festival at the Allen Public Library in Spring of 2012 • Provide advisory and advertorial guidance to the Texas Stampede to ensure achievement of our long range vision for this event to be a tourism event. • Provide advisory and advertorial guidance to the Lone Star Conference Local Organizing committee to bring community partners together and ensure objectives are met. • Continue to work with our destination partners together on key projects to successfully sell Allen as a destination. • Attract tourists to stay in Allen hotels by assisting the Allen Hotel Association with major advertising, room offset rebates and website advertising • Continue to partially fund a Marketing Specialist position in the Public and Media Relations Office for promotion of tourism and the hotel industry • Hire a full time CVB Specialist. Cityof Allen 190 FY 2012 Budget Cj 1 FUND DEPARTMENT ACCOUNT HOTEL OCCUPANCY TAX HOTEL OCCUPANCY TAX 506-0000417 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations 411,322 405,281 462,712 448,403 DEPARTMENT TOTAL 411,322 405,281 462,712 448,403 EXPENDITURE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENDITURES Advertising 270 200 270 270 Legal Expenses 440 2,000 2,000 2,000 Rentals & Leasing 99,907 92,546 99,907 101,123 Community Events P&R 42,724 120,000 120,000 120,000 Allen Civic Ballet 10,000 10,000 10,000 10,000 Allen Chamber of Commerce 2,203 1,600 1,600 1,600 Allen Heritage Guild - 4,525 4,525 2,500 Philharmonic Symphony 26,500 26,500 26,500 26,500 Connemara Conservancy 2,400 2,500 2,500 2,500 Friends of the Library 2,500 3,500 3,500 5,000 Allen Arts Alliance - 2,000 2,000 2,000 Texas Stampede 150,000 50,000 50,000 50,000 Special Activities - - - 35,000 Hotel Incentives 49,378 64,910 64,910 64,910 Operating Transfer Out 25,000 25,000 75,000 25,000 TOTAL EXPENDITURE $ 411,322 $ 405,281 $ 462,712 $ 448,403 CAPITAL EXPENDITURES LIST No capital items 2010-2011 2011-2012 OPERATING TRANSFERS OUT AMENDED BUDGET General Fund: City Marketing Specialist 25,000 25,000 Allen Event Center 50,000 TOTAL $ 75,000 $ 25,000 Cityof Allen 191 FY 2012 Budget FUND HOTEL OCCUPANCY TAX DEPARTMENT/DIVISION CONVENTION & VISITORS BUREAU 2010-2011 BUDGET 1 0 ACCOUNT 506-2810417 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 2010-2011 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION AMENDED BUDGET PERSONNEL SERVICES Personnel Services 75,580 78,755 78,336 148,584 Operations 72,966 153,000 106,500 246,250 Professional Services 42,944104,300 100,654 165,450 DEPARTMENT TOTAL 191,490 336,055 285,490 560,284 rERSONNEL SUMMARY ULL TIME .ourism Manager :VB Specialist TOTAL FULL TIME 2009-2010 ACTUAL 1 0 1 2010-2011 BUDGET 1 0 2010-2011 AMENDED 1 0 1 2011-2012 BUDGET 1 1 2 :XPENDITURE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 Mileage ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES 3,959 2,000 500 2,000 ialaries 62,374 63,784 63,739 110,388 .ongevity - - 76 124 ICA 4,733 4,839 4,877 8,458 fMRS 7,431 9,089 9,097 15,748 Norker's Compensation 50 51 51 124 iealth Insurance 21 21 22 12,530 )ental Insurance 737 742 246 738 .ong-term Disability 155 153 152 266 Ja Insurance 79 76 76 148 =lexible Spending - - 60 SUBTOTAL $ 75,580 $ 78,755 $ 78,336 $ 148,584 Conferences & Training 2,246 5,500 5,500 2,750 Dues & Subscriptions 1,877 3,000 3,000 5,000 Mileage - 500 500 500 Postage & Freight 3,959 2,000 500 2,000 Printing & Reproduction 6,936 22,000 22,000 65,000 Advertising 51,983 59,000 59,000 100,000 Special Activities - 50,000 5,000 55,000 Travel 2,041 5,000 5,000 5,000 ;Meetings & Receptions 3,466 5,000 5,000 10,000 'Office Supplies 458 1,000 1,000 1,000 SUBTOTAL $ 72,966 $ 153,000 $ 106,500 $ 246,250 Cityof Allen 192 FY 2012 Budget 1 1 I 1 FUND HOTEL OCCUPANCY TAX DEPARTMENUDIVISION CONVENTION & VISITORS BUREAU ACCOUNT 506-2810-417 2009-2010 2010-2011 2010-2011 2011-2012 EXPENDITURE DETAIL ACTUAL BUDGET AMENDED BUDGET PROFESSIONAL SERVICES Consulting Services 234 3,300 3,300 5,000 Professional Services 26,172 66,000 66,000 100,000 Marketing Expenses 16,538 35,000 31,354 60,000 Post -Employment Funding Expense 450 SUBTOTAL $ 42,944 $ 104,300 $ 100,654 $ 165,450 DEPARTMENT TOTALS $ 191,490 $ 336,055 $ 285,490 $ 560,284 CAPITAL EXPENDITURE LIST No capital items Cityof Allen 193 FY 2012 Budget CITY OF ALLEN 1 CITY OF ALLEN GRANTS & SPECIAL REVENUE FUND / RECOVERY ACT GRANT FUND REVENUES AND EXPENDITURES BY FUNCTION FISCAL YEAR 2011-2012 REVENUES Operating Revenues Planning Police Grants Police Grants - ARRA Funds Park & Recreation Grants Park & Recreation Gmt - ARRA Funds Library Grants Fire Grants Fire Grants - ARRA Funds Engineering Grants - ARRA Funds Child Safety Fee Revenue Photo Red Light Enforcement Program PEG Court Security Court Technology Juvenile Case Manager TOTAL OPERATING REVENUES 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET TOTAL EXPENDITURES S 3,081,975 $ 262,722 288,808 285,900 471,574 145,605 162,928 177,216 121,162 185,000 - - - 373,464 202,500 313,198 - 602,965 91,000 140,035 - 73,898 73,819 135,505 38,333 14,084 8,205 826 4,792 622,418 721,250 1,180,707 - 217,134 117,500 175,366 - 73,852 72,000 72,000 72,000 6,157 5,000 10,000 10,000 105,014 108,000 108,000 110,000 44,537 52,551 36,350 41,932 59,384 66,245 48,500 55,950 74,000 72,306 60,378 69,651 $ 2,860,234 $ 2,042,112 $ 2,743,981 $ 995,394 Non -Operating Revenues Interest on Investments 8,242 6,000 6,270 6,035 Operating Transfer In 309,828 170,328 209,641 363,456 TOTAL NON-OPERATING REVENUES $ 318,070 $ 176,328 $ 215,911 $ 369,491 TOTAL REVENUES $ 3,178,304 $ 2,218,440 $ 2,959,892 $ 1,364,885 2009-2010 2010-2011 2010-2011 2011-2012 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Grants 2,503,080 1,681,268 2,385,721 938,089 Special Revenue 578,895 738,394 535,163 606,131 TOTAL EXPENDITURES S 3,081,975 $ 2,419,662 $ 2,920,884 $ 1,544,220 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENDITURES PROJECTED FUND BALANCE 9/30 Cityof Allen 551,945 $ 590,953 2,959,892 1,364,885 (2,920,884) (1,544,220) $ 590,953 $ 411,618 195 FY 2012 Budget CITY OF ALLEN 1 No Personnel in this Department Cityof Allen 197 FY 2012 Budget GRANTS AND SPECIAL REVENUE FUND DIVISION 550-0000 1 No Personnel in this Department Cityof Allen 197 FY 2012 Budget FUND DEPARTMENT ACCOUNT GRANTS & SPECIAL REVENUE GRANTS & SPECIAL REVENUE 550-0000-400 RECOVERY ACT FUND RECOVERY ACT GRANTS 551-0000-400 The Grants and Special Revenue Fund and the Recovery Act Fund were created to track 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. Special Revenue items tracked in this Grants and Special Revenue Fund include Public Education Government Access (PEG), Court Security, Court Technology, Juvenile Case Manager, Child Safety and Red Light Camera Program Revenue. Accomplishments in FY 2011: Goal 2. Cultivate regional alliances and partnerships with agencies and govemmental units that affect Allen Strategy 3. Fully utilize matching grants • Collin County Parks and Open Space Funding — completed project associated with a prior year grant award which includes construction of approximately 8,000 linear feet (1.5 mile) of 12' wide concrete, hike / bike trail which serves as an off-street safe route to multiple schools, two parks, enhances community accessibility, and reduces traffic congestion, fuel consumption, and air pollution • 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 Department of Energy to assist in implementing energy efficiency and conservation strategies to reduce total energy usage and to improve energy efficiency. These funds allowed the City to accomplish the following projects: placement of a solar PV (photovoltaic) system on the MCPAR building and the Service Center shop building, place window film in City Hall, and retrofit lighting for the Police Headquarters building and the Joe Farmer Recreation Center. • Fire Station Construction Grant— continued construction of Fire Station 5 associated with a prior year grant award received through the American Recovery and Reinvestment Act • Traffic Synchronization and Replacement Grant— continued the replacement of traffic signals and synchronization due to prior year award received through the American Recovery and Reinvestment Act • Family Violence Investigation and Prevention Officer Grant— allowed the Police Department to dedicate a full time position to violent family and domestic abuse situations and to educate the public in relation to family violence. This allowed for an increased number of arrests and successful prosecutions associated with domestic violence. • Child Abuse Investigator Grant— received the second year award for this grant which allowed the Police department to continue to dedicate a full time position to child abuse cases Objectives for FY 2012: Goal 2. Cultivate regional alliances and partnerships with agencies and Governmental units that affect Allen Strategy 3. Fully utilize matching grants • Collin County Parks and Open Space Funding — pursue funding assistance to design Cottonwood Creek Hike / Bike Trail from Allen Station Park to existing, developer funded trail. This trail is the second of two trail corridors which must pass through both DART right-of-way and under U.S. 75. The City's required match will be used to fund a historic preservation master plan to preserve, protect and interpret the historic archaeological and architectural elements of the 1874 Houston & Texas Central Railway Company water station in conjunction with the design of the hike / bike trail. • 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 — 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 • Job Access/Reverse Commute Program - 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 Alen Cityof Alen 198 FY 2012 Budget k FUND GRANTS & SPECIAL REVENUE RECOVERY ACT GRANT FUND DEPARTMENT GRANTS AND SPECIAL REVENUE ACCOUNT 550-00004XX 551-0000-4XX EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Planning 258,259 288,808 285,900 686,574 Police 343,798 229,772 269,657 204,401 Park & Recreation 977,502 293,500 463,460 - Library 73,740 73,819 135,505 38,322 Fire 849,781 795,369 1,231,199 8,792 Engineering 290,366 189,500 247,366 72,000 Red Light Camera Program 1,468 1,200 2,500 2,500 Public Education Government Access 103,293 98,278 101,023 88,500 Juvenile Case Manager 67,085 68,501 67,563 70,725 Court Security 98,879 98,175 98,576 98,657 Court Technology 17,804 282,740 135 273,749 DEPARTMENT TOTAL 3,081,975 2,419,662 2,9208,1 ,884 1,544,220 EXPENDITURE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PLANNING DEPARTMENT Job Access/Reverse Commute Grant - - - 430,000 Homebuyer's Assistance 23,223 - - - Home Repair 198,208 235,808 225,808 210,574 Public Service Agencies 30,000 43,000 50,092 36,000 Administration 6,173 10,000 10,000 10,000 Program Income/Reimbursements 655 SUBTOTAL $ 258,259 $ 288,808 $ 285,900 $ 686,574 POLICE DEPARTMENT TCLEOSE Training Grant 3,331 12,000 18,311 7,579 Tobacco Compliance Grant 4,429 4,000 - 4,000 STEP Overtime Grant 52,811 88,643 62,553 - Bulletproof Vest Partnership Grant 12,271 12,138 12,138 13,000 Child Abuse Investigator Grant 85,956 112,991 86,643 87,551 Family Violence Investigator - - 90,012 92,271 Justice Assistance Grant -ARRA 185,000 SUBTOTALS 343,798 $ 229,772 $ 269,657 $ 204,401 PARKS & RECREATION Six Cities Trail Grant 323,700 102,500 - - Allen Station Park Recycling Prg 50,573 - - - Molsen Farm - 100,000 - - Celebrafion Park II - - 50,000 - Renewable Energy -Spring Meadow Pk - - 10,227 - Celebration Pass Pedestrian Trail 264 - 313,198 - Energy Efficiency &Consv-ARRA 602,965 91,000 90,035 SUBTOTAL $ 977,502 $ 293,500 $ 463,460 $ - Cityof Allen 199 FY 2012 Budget FUND GRANTS & SPECIAL REVENUE RECOVERY ACT GRANT FUND DEPARTMENT GRANTS AND SPECIAL REVENUE ACCOUNT 550-0000-4XX 551-0000.. 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET LIBRARY Collin County Library Grant 36,413 42,245 103,586 38,322 Texas Reads - - 3,000 - Texas Commission on the Arts 2,250 - - - Loan Star Libraries Grant 35,077 31,574 28,919 - SUBTOTAL $ 73,740 $ 73,819 S 135,505 $ 38,322 FIRE DEPARTMENT LEOSE- Training Grant 1,784 2,005 2,688 792 S.A.F.E.R. Grant -2006 221,963 57,114 47,770 - Local Project Grant -TX Dpt of Health - 15,000 - - TDHS Contract 3,616 - 34 - TDHS Grant- - - 8,000 Fire Station Grant -ARRA 622,418 721,250 1,180,707 - SUBTOTAL S 849,781 $ 795,369 $ 1,231,199 $ 8,792 ENGINEERING Traffic Synchronization Grant -ARRA 217,134 117,500 175,366 - CHILD SAFETY REV-COLLIN CNTY 73,232 72,000 72,000 72,000 PHOTO RED LT ENFRCMNT PRGM 1,468 1,200 2,500 21500 JUVENILE CASE MANAGER 67,085 68,501 67,563 70,725 COURTTECHNOLOGY 17,804 282,740 18,135 273,749 COURT SECURITY 98,879 98,175 98,576 98,657 PEG 103,293 98,278 101,023 88,500 TOTAL EXPENDITURES 3,081,975 2,419662 2,920,884 1,544,220 Cilyof Allen 200 FY 2012 Budget 1 EXPENSES Capital Outla TOTAL REVENUES $ 1,627,827 $ 1,579,225 $ 2,078,632 $ 1,774,978 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET Replacement 1,614,849 1,899,103 2,458,918 1,944,875 TOTAL EXPENDITURES $ 11614,849 $ 1,899,103 $ 2,458,918 $ 1,944,875 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 $ 7,074,566 $ 6,694,280 TOTAL PROJECTED REVENUES 2,078,632 1,774,978 TOTAL PROJECTED EXPENSES PROJECTED FUND BALANCE 9/30 Cityof Allen 201 (2,458,918) (1,944,875) $ 6,694,280 $ 6,524,383 FY 2012 Budget CITY OF ALLEN REPLACEMENT FUND REVENUES AND EXPENSES BY FUNCTION ' FISCAL YEAR 2011.2012 2009-2010 2010-2011 2010-2011 2011-2012 REVENUES ACTUAL BUDGET AMENDED BUDGET Operatina Revenues General Fund 1,240,826 1,255,585 1,255,585 1,321,870 Water 8 Sewer 153,612 166,402 166,402 258,378 Solid Waste 13,726 14,041 14,041 24,300 Drainage 53,453 48,532 48,532 62,010 TOTAL OPERATING REVENUES $ 1,461,617 $ 1,494,560 $ 1,484,560 $ 1,666,558 Non -Operating Revenues Other Reimbursements 6,033 21,000 153,252 33,000 Interest 98,046 73,665 73,595 75,420 Operating Transfer In 62,131 367,225 TOTAL NON-OPERATING REVENUES $ 166,210 $ 94,665 $ 594,072 $ 108,420 1 EXPENSES Capital Outla TOTAL REVENUES $ 1,627,827 $ 1,579,225 $ 2,078,632 $ 1,774,978 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET Replacement 1,614,849 1,899,103 2,458,918 1,944,875 TOTAL EXPENDITURES $ 11614,849 $ 1,899,103 $ 2,458,918 $ 1,944,875 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 $ 7,074,566 $ 6,694,280 TOTAL PROJECTED REVENUES 2,078,632 1,774,978 TOTAL PROJECTED EXPENSES PROJECTED FUND BALANCE 9/30 Cityof Allen 201 (2,458,918) (1,944,875) $ 6,694,280 $ 6,524,383 FY 2012 Budget CITY OF ALLEN 1 REPLACEMENT FUND DIVISION 600-0000 No Personnel in this Department Cityof Allen 203 FY 2012 Budget FUND DEPARTMENT ACCOUNT REPLACEMENT FUND REPLACEMENT FUND 600-0000-490 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 2011: 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 Objectives for FY 2012: Goal 6. Maintain operational excellence in City government services Strategy 4. Ensure excellent fiscal management to maintain public trust • Update policy to reflect broader definition of items now being accounted for in this fund • Continue to ensure that revenues are adequate to facilitate future replacements 1 Cityof Allen 204 FY 2012 Budget I I FUND REPLACEMENT FUND DEPARTMENT REPLACEMENT FUND AMENDED ACCOUNT 600-0000-490 EXPENSE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 - All Departments 583,237 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION 68.000 S 1.274.474 S 56.100 Capital 1,614,849 1,899,103 2,458,918 1,944,875 DEPARTMENT TOTAL 1.614.849 1.899.103 S 2.458.918 s 1 944.875 ACTUAL BUDGET AMENDED BUDGET 4Y Parks 69,646 83,369 - All Departments 583,237 68,000 1,274, 474 56,100 SUBTOTAL f 583.237 S 68.000 S 1.274.474 S 56.100 Police 450,992 434,114 434,004 433,500 Parks 69,646 83,369 85,675 178,624 Fire 156,405 1,000,000 312,645 1,080,726 Planning - - - 17,215 Public Works 322,769 289,520 327,260 152,220 Community Services 31,800 24,100 24,860 - Engineering $ 1,888,775 26,490 SUBTOTAL $ 1,031,612 $ 1,831,103 $ 1,184,444 $ 1,888,775 TOTAL EXPENSES S 1.614.849 1 1Agq.103 I 24589 1944975 TAIL EXPENSES LIST 2011-2012 QUANTITY BUDGET iNOLOGY Replacements Computer Equipment 56,100 Police Vehicles 11 433,500 Parks Vehicles 6 178,624 Planning Vehicles 1 17,215 Fire Vehicles 2 855,726 Fire Equipment 40 225,000 Engineering Vehicles 1 26,490 Public Works Vehicles 4 152,220 SUBTOTAL $ 1,888,775 TOTAL CAPITAL �4a A75 Ciyof Allen 205 FY 2012 Budget CITY OF ALLEN I 1 CITY OF ALLEN RISK MANAGEMENT FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2011-2012 TOTAL REVENUES 2009-2010 2010-2011 2010-2011 2011-2012 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues ACTUAL BUDGET AMENDED BUDGET Charges for Self Insurance: $ 3,448,700 $ 2,941,086 $ 2,358,165 $ 2,170,819 Employee 1,354,859 1,345,449 1,345,449 1,533,417 Employer 4,901,475 5,061,451 5,061,451 5,768,569 COBRA/Retiree Reimbursements 72,151 24,000 60,000 74,000 Worker's Compensation Charges 221,684 218,929 203,538 236,399 Other Insurance Charges 539,195 508,891 508,891 558,855 Other Reimbursements 86,110 5,900 579,959 1,532,500 Post Employment Funding 48,974 48,877 48,974 321,192 TOTAL OPERATING REVENUES $ 7,224,448 $ 7,213,497 $ 7,808,262 $ 10,024,932 Non -Operating Revenues Interest 54,520 46,190 46,880 47,920 Operating Transfer In 229,261 190,764 190,764 242,485 TOTAL NON-OPERATING REVENUES $ 283,781 $ 236,954 $ 237,644 $ 290,405 TOTAL REVENUES $ 7,508,229 $ 7,450,451 $ 8,045,906 $ 10,315,337 543,938 2009-2010 2010-2011 2010-2011 2011-2012 EXPENSES ACTUAL BUDGET AMENDED BUDGET General Government $ 3,448,700 $ 2,941,086 $ 2,358,165 $ 2,170,819 Administration 160,764 213,096 242,338 239,761 Health and Dental 6,559,913 6,525,309 7,037,897 8,403,804 Worker's Compensation 305,422 372,315 372,315 375,263 Otherinsurance 438,302 558,891 558,891 558,855 Post Employment 171,089 925,000 925,000 TOTAL GENERAL GOVERNMENT $ 7,635,490 $ 7,669,611 $ 9,136,41 $ 10,502,683 TOTAL EXPENSES $ 7,635,490 $ 7,669,611 $ 9,136,441 $ 10,502,683 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: Cityof Allen FUND BALANCE PROJECTIONS 3,575,961 $ 3,160,246 $ 3,448,700 $ 2,358,165 7,508,229 7,450,451 8,045,906 10,315,337 (7,635,490) (7,669,611) (9,136,441) (10,502,683) $ 3,448,700 $ 2,941,086 $ 2,358,165 $ 2,170,819 $ 2,064,547 $ 1,628,836 $ 1,997,925 $ 2,533,251 756,023 543,938 587,246 468,382 547,852 438,524 566,405 566,405 80,278 329,788 (793,411) (1,397,219) $ 3,448,700 $ 2,941,086 $ 2,358,165 $ 2,170,819 207 FY 2012 Budget CITY OF ALLEN I RISK MANAGEMENT DIVISION 610-0000 Human Resources Oius t , Risk Administrator 1 Benefit Technician 1 Cityof Allen 209 FY 2012 Budget FUND DEPARTMENT .ACCOUNT RISK MANAGEMENT RISK MANAGEMENT 610-0000-490 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 FY2011: Goal 6. Maintain operational excellence in City government services Strategy 2. Develop Human Resources programs to become the Citythat lathe "Employer of Choice" • Claims collections procedures recovered $118,448 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 • Formalized Department of Transportation Program • Implemented a new Workers Compensation Compliance Program • 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 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 Implemented 100 Day Wellness Challenge o Implemented Employee Pilates Class during Lunch • Released a benefits RFP for vision and flexible spending coverage Objectives for 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" • 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 new safety program • Utilize technology to ensure the proficiency of safety program • Create an atmosphere of "safety awareness" via training and education Strategy 4. Ensure excellent fiscal management to maintain public trust • Provide educational opportunities to employees to maximize benefits while reducing costs • Increase participation in the Employee Wellness Program through marketing and education Cityof Allen 210 FY 2012 Budget FUND DEPARTMENT ACCOUNT RISK MANAGEMENT RISK MANAGEMENT 610A000-490 EXPENSE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 119,746 151,625 147,039 154,681 Operations 7,515,744 7,517,986 8,989,402 10,348,002 DEPARTMENT TOTAL $ 7,635,490 $ 7,669 611 $ 911361441 $ 10,502,683 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET FULL TIME Risk Administrator• 1 1 1 1 Benefit Technician' 1 1 1 1 TOTAL FULL TIME 2 2 2 2 This position is under the supervision of Human Resources. EXPENSE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 84,958 107,776 106,644 108,929 Longevity 356 304 72 120 Overtime 224 258 258 202 FICA 6,332 7,794 7,820 7,958 TMRS 12,239 15,401 15,195 15,539 Worker's Compensation 79 86 84 87 Health Insurance 14,120 18,262 15,308 20,015 Dental Insurance 1,043 1,297 1,197 1,315 Long -Term Disability 235 258 246 263 Life Insurance 120 129 125 133 Flexible Spending 40 60 90 120 SUBTOTAL $ 119,746 $ 151,625 $ 147,039 $ 154,681 OPERATING EXPENSES Conferences & Training 1,120 3,348 3,348 1,992 Dues & Subscriptions 1,267 815 815 799 Mileage - 98 98 300 Printing & Reproduction 163 - - - Insurance 1,131,127 1,228,385 1,386,034 1,395,929 Release of Claims Exp - 50,000 50,000 45,000 Health Fair 5,634 6,174 - 6,051 Immunizations 40,985 74,100 74,100 74,100 Risk Management Expenses 365 13,308 18,636 12,000 Workers Comp Premium 151,474 162,787 162,787 166,263 Prescription Claims 260,768 933,426 - - Post -Employment Funding Expense 97 97 97 900 OPEB Trust Expense - - 325,000 325,000 Cityof Allen 211 FY 2012 Budget FUND RISK MANAGEMENT DEPARTMENT RISK MANAGEMENT ACCOUNT 610-0000-490 EXPENSE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. Health & Dental Claims 5,707,434 4,764,211 6,658,750 8,016,064 Workers Comp Claims 153,948 209,528 209,528 209,000 Office Supplies 324 523 523 513 Professional Services 61,038 71,186 99,686 94,091 SUBTOTAL $ 7,515,744 $ 7,517,986 $ 8,989,402 $ 10,348,002 TOTAL EXPENSES $ 7,635490 $ 7,669,611 $ 9,136,441 $ 10,502,683 CAPITAL EXPENSES LIST No capital items Cityof Allen 212 FV 2012 Budget 1 sh I CITY OF ALLEN ECONOMIC DEVELOPMENT CORPORATION FUND REVENUES AND EXPENDITURES BY FUNCTION FISCAL YEAR 2011-2012 REVENUES Ooeratinp Revenues Sales Tax TOTAL OPERATING REVENUES Non-Operatino Revenues 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 6,116,953 6,456,114 6,580,282 6,811,030 $ 6,116,953 $ 6,456,114 $ 6,580,282 $ 6,811,030 Interest 26,631 25,040 19,785 21,800 Other Reimbursements 1,010 119,000 379,399 1,595,690 TOTAL NON-OPERATING REVENUES $ 27,641 $ 144,040 S 399,184 $ 21,800 TOTAL REVENUES $ 6,144,594 $ 1,000,000 1,000,000 ' TOTAL EXPENDITURES $ 6,600,154 S 6,979,466 $ 6,832,830 2009-2010 2010-2011 2010-2011 2011-2012 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Operations 4,968,295 4,033,418 4,508,554 4,026,592 Debt Service 1,032,690 1,595,690 1,595,688 1,596,128 Capital Projects Transfer Out - 1,000,000 1,000,000 1,000,000 ' TOTAL EXPENDITURES $ 6,000,985 $ 6,629,108 $ 7,104,242 $ 6,622,720 FUND BALANCE PROJECTIONS PROJECTED FUND BALANCE 10/1 TOTAL PROJECTED REVENUES TOTAL PROJECTED EXPENDITURES PROJECTED FUND BALANCE 9/30 Cityof Allen $ 1,942,821 $ 1,818,045 6,979,466 6,832,830 (7,104,242) (6,622,720) $ 1,818,045 $ 2,028,155 213 FY 2012 Budget CITY OF ALLEN I 1 1 Cityof Allen Imam .25 ECONOMIC DEVELOPMENT DIVISION 500-0000 Allen City Council AEDC Board of Directors Director 1 Senior Admimstrdtive Assistant 1 Assistant DirectorI Economic Development 1 Specialist 215 FY 2012 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 commercial revenue to the city, thereby lessening the property tax burden on individual homeowners. Accomplishments in FY 2011: Goal 7. Provide economic investment that increases employment opportunitythe tax base and Provides desired goods and services for residents and contributes to the community character and identi Strategy 4. Continue to target prospects to achieve City goals for company recruitment and business retention • The AEDC recruited Frontier Communications Corporation, one of the largest rural local exchange carriers in North America, to sign a 10 -year lease on approximately 84,000 -square feet of space at 805 South Central Expressway, investing $4-6 million and committing to create 600-800 employment positions in Allen. The AEDC partnered with the Governor's Office to recruit this national prospect. • The AEDC requited 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 of the 505 Millennium Building, which has been vacant for the last eight years. • The AEDC facilitated the recruitment of WatchGuard Video, a premier developer of radar equipment for the law enforcement industry. The company signed a long-term lease on 68,000-sf in the former Ball Semiconductor Building and created 120 high wage employment positions. • Atlas Copco Drilling Solutions was retained in 130,000-sf at 815 Enterprise Boulevard. The company signed a 7.5 -year lease, maintained 85 positions and invested over $2 million in building improvements. • The Economic Development Agreement with Trademark Property Company was modified to accelerate incentive payments to recruit Anthropologie to locate a retail store at Watters Creek. • The AEDC assisted Photronics in creating a bio -medical division that initially employed 10 individuals and required an investment of $1-3 million. This division is projected to grow significantly in coming years. • The AEDC facilitated initial recruitment meetings for a wakeboard park in Allen, which ultimately led to the development of Hydrous Wakeboard Zone by America's Cable Park Group in the Allen CBD. Objectives for FY 2012: Goal 7. Provide econom Strategy 4. Continue to target prospects to achieve City goals for company recruitment and business • 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 8 Expansion Plan (BREP). • 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. • Network with 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 to recruit innovative companies to Allen by focusing on technology and software development industries, as well as considering the possible establishment of an incubator program. • Retain innovative companies currently located in Allen (Finisar, Jack Henry, Cisco, Experian, etc.). • Work with developers and end users to develop additional data center(s) on land located near the transmission lines in Allen. 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. Cityof Allen 216 FV 2012 Budget I I.1 FUND ECONOMIC DEVELOPMENT CORP. DEPARTMENT ECONOMIC DEVELOPMENT 0.25 0.25 ACCOUNT 500-0000-417 EXPENDITURE SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 2011-2012 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION .PERSONNEL SERVICES 2,013 3,500 3,000 Personnel Services 411,198 474,649 465,536 471,615 Operations 4,207,564 4,180,769 4,657,063 4,170,822 Professional Services 349,533 378,000 385,955 384,155 Debt Service 1,032,690 1,595,690 1,595,688 1,596,128 DEPARTMENT TOTAL 6,000,985 6,629,108 7,104,242 6,622,720 PERSONNEL SUMMARY 2009-2010 2010-2011 2010-2011 2011-2012 256 ACTUAL BUDGET AMENDED BUDGET FULL TIME Dental Insurance 2,073 2,777 2,578 Director 1 1 1 1 Assistant Director 1 1 1 1 Economic Development Specialist 0 0 1 1 Economic Development Assistant 1 1 0 0 Sr. Administrative Assistant 1 1 1 1 TOTAL FULL TIME 4 4 4 4 mrem TOTAL PART-TIME 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 EXPENDITURE DETAIL 2009-2010 2010-2011 2010-2011 2011-2012 1e ACTUAL BUDGET AMENDED BUDGET .PERSONNEL SERVICES 2,013 3,500 3,000 3,000 Salaries 304,766 351,613 348,164 351,101 Longevity 756 716 716 860 Overtime 6,763 7,000 7,000 7,000 FICA 21,686 23,046 22,416 23,801 TMRS 41,952 43,939 46,484 45,036 Worker's Compensation 208 408 282 256 Health Insurance 25,697 37,697 30,684 33,438 Dental Insurance 2,073 2,777 2,578 2,630 Long-term Disability 632 720 703 733 Life Insurance 510 516 604 640 Flexible Spending 120 181 120 120 Car Allovvance 6,035 6,036 5,785 6,000 SUBTOTAL E 411,198 E 474.649 f 465.536 S 471.615 rences & Training 15,201 15,000 15,000 16,000 & Subscriptions 57,643 70,000 70,000 77,000 1e 1,641 2,000 2,000 2,200 hone 2,013 3,500 3,000 3,000 ince 5,500 5,500 5,500 5,500 Cityof Allen 217 FY 2012 Budget Rentals & Leasing ng Transfer Out Projects Transfer Out ineous Maintenance Sprinkler System nployment Funding Expense nic Incentive Grants a Grant ape & Forestry SUBTOTAL Audit Fees Consulting Services Professional Services Copier Service Arbitrage Rebate/Calc Marketing Donation SUBTOTAL DEBTPAYMENTS Debt Retirement - Principal (Debt Retirement - Interest SUBTOTAL TOTAL EXPENSES EXPENDITURES LIST TOTAL 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 3,094 5,500 3,500 3,500 82,755 82,870 86,452 86,868 20,631 28,000 28,000 28,000 14,498 13,000 13,000 13,000 7,889 9,000 10,500 7,500 72,100 72,100 72,100 91,668 - 1,000,000 1,000,000 1,000,000 1,000 - - - 3,000 - - 292 292 292 1,912 2,980,881 2,163,007 2,834,888 2,816,674 931,703 687,000 494,831 - 8,780 7,975 7,930 10,630 45,677 39,000 39,000 35,000 12,450 20,000 18,000 15,000 5,394 7,000 7,000 7,000 2,500 2,025 2,025 2,025 273,221 300,000 310,000 310,000 405,000 780,000 780,000 800,0001 2010-2011 2011-2012 AMENDED BUDGET Cityof Allen 218 FY 2012 Budget 1 TOTAL AVAILABLE $ 13,349,075 $ 15,506,706 $ 14,127,205 $ 17,068,070 2009-2010 2010-2011 2010-2011 2011-2012 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Operations 8 Professional Services CITY OF ALLEN 1,156,231 983,701 1,335,430 COMMUNITY DEVELOPMENT CORPORATION FUND 2,951,123 2,949,754 REVENUES AND EXPENDITURES BY FUNCTION 2,952,009 ' FISCAL YEAR 2011-2012 3,600,000 3,600,000 1,120,332 2009-2010 2010-2011 2010-2011 2011-2012 5,411,944 ACTUAL BUDGET AMENDED BUDGET Unrestricted Fund Balance 2,657,029 1,208,460 1,218,316 326,438 Restricted Fund Balance 4,498,559 7,765,559 5,411,944 9,011,944 Debt Service Reserve 855,368 855,368 BEGINNING FUND BALANCE $ 7,155,588 $ 8,974,019 $ 7,485,628 $ 10,193,750 REVENUES Sales Tax 6,116,953 6,456,114 6,580,282 6,811,030 Interest On Investments 76,534 76,573 61,295 63,290 TOTAL REVENUES $ 6,193,487 $ 6,532,687 $ 6,641,577 $ 6,874,320 TOTAL AVAILABLE $ 13,349,075 $ 15,506,706 $ 14,127,205 $ 17,068,070 2009-2010 2010-2011 2010-2011 2011-2012 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET Operations 8 Professional Services 1,430,988 1,156,231 983,701 1,335,430 ' Debt Payment 2,951,123 2,949,754 2,949,754 2,952,009 Capital Projects 3,267,000 3,600,000 3,600,000 1,120,332 Prior Years Project Commitments 4,481,648 7,765,559 5,411,944 8,411,944 Debt Service Reserve 855,368 855,368 TOTAL EXPENDITURES $ 12,130,759 $ 15,471,544 $ 13,800,767 $ 14,675,083 UNRESTRICTED FUND BALANCE $ 1,218,316 $ 35,162 $ 326,438 $ 2,392,987 Cityof Allen 219 FY 2012 Budget CITY OF ALLEN COMMUNITY DEVELOPMENT CORPORATION DIVISION 504-0000 No Personnel in this Department Cityof Allen 221 FY 2012 Budget FUND DEPARTMENT ,ACCOUNT COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT 504-0000-090 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 C1. The Type B half -cent sales tax continues to enable the City of Allen to undertake scores of quality -of -life projects, equipment purchases and community programs that would otherwise have to compete for limited sources of funds or remain unrealized. Accomplishments in FY 2011: Goal 4. Signify, 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 Funded numerous significant projects, including: o Chase Oaks Improvements o Allen USA Celebration 2011 Objectives for FY 2012. Goal 4. Sionifv, 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 $1,120,332 of Type B half -cent sales tax revenue on the following projects: 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 Scomboard/Video 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 Cityof Allen 222 FY 2012 Budget tj EXPENDITURE SUMMARY CLASSIFICATION Dperations Professional Services Debt Payment Capital DEPARTMENT TOTAL )ITURE DETAIL IiI7[H� /»7U7Y01:7Y.� & Freight & Reproduction ing s & Receptions neous Operating Expense Grant is Grant Expense Ig Transfer Out iscretionary Project SUBTOTAL 4ttorney Fees 4rbitmge Rebate/Calc SUBTOTAL DEBT PAYMENTS Debt Retirement -Principal Debt Retirement -Interest SUBTOTAL CAPITAL OUTLAY Capital Projects Prior Year Project Commitments Debt Service Reserve SUBTOTAL TOTAL EXPENDITURES 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET 1,423,013 1,142,281 972,186 1,321,885 7,975 13,950 11,515 13,545 2,951,123 2,949,754 2,949,754 2,952,009 7,748,648 11,365,559 9,867,312 10,387,644 12,130,759 15,471,544 $ 13,800,767 14,675,083 NO PERSONNEL IN THIS FUND 2009-2010 2010-2011 2010-2011 2011-2012 ACTUAL BUDGET AMENDED BUDGET - 100 100 103 - 500 500 515 163 4,000 4,000 4,120 446 3,000 3,000 3,090 2,400 1,800 1,800 1,854 931,703 687,000 494,679 - 221,181 162,847 185,073 190,403 197,120 203,034 203,034 826,800 7,975 7,975 7,930 10,6301 - 500 500 515 930,000 965,000 965,000 1,005,000 2,021,123 1,984,754 1,984, 754 1,947,009 2,951,123 $ 2,949,754 $ 2,949,754 $ 2,952,009 3,267,000 3,600,000 3,600,000 1,120,332 4,481,648 7,765,559 5,411,944 8,411,944 Cityof Allen 223 FY 2012 Budget ITAL EXPENDITURES LIST 2011-2012 BUDGET STRUCTION Development and Enhancement $ 250,000 re the Road" Bicyclist Signs 50,000 s Irrigation Controller Upgrades 55,200 Person Lift 7,200 otic Field Fencing Slats 18,432 Park Athletic Field Fencing Upgrade 69,500 ScoreboardNideo Board Improvements 500,000 Heritage Guild(Stand Alone Bathroom) 150,000 ers Creek Stage Area 20,000 TOTAL CAPITAL $ 1.120.332 as: The $80,000 for USA Celebration and the $215,000 for the JARC (Job Access Reverse Commute) shown as "Board Discretionary Projects" and are transferred to the General Fund and the Grant Fund. Fri Cityof Allen 224 FY 2012 Budget City of Allen, Texas CITY of ALLEN Capital Improvements FY 2011-2012 1. PUBLIC WORKS - 2.GOVERNMENT 3. NEIGHBORHOOD PARKS McKinney 4, UTILITIES % Fairview W : STGY ROn • _ 3 xcXauceP M9ER1.p1*DRrvE nlniu s*REEI >``M`v DRrve / • 4 Lucas �wV. RI `DRIVE _ Plano DNVMML ROI➢ ' Parker Gityof Allen 225 FY 2012 Buuye, CAPITAL PROJECTS The City's five-year Capital Improvement Program represents the Capital Budget for 2012 ' and is a financial plan for infrastructure and other improvements through 2016. This plan is prepared by the Engineering and Planning departments, in conjunction with those departments whose projects are included. 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 a service center, public art projects, parks and recreation, replacement of the public safety communication system, and 2 fire stations. Following are brief descriptions of some of the major projects that will be in progress during FY 2012, 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 City anticipates 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. Approximately $1.6 million is allocated in FY 2012 for improvements to Main Street, and funding is included in future years of the plan for various other street and alley improvements. Cityof Allen 226 FY 2012 Budget General Government Performing Arts Complex. The City of Allen, along with neighboring cities Plano and Frisco, ' are the three owner cities in this joint effort, located on a 124 -acre site within the Allen city limits, just south of State Highway 121. The initial phase of the arts park includes a 2100 - seat main Performing Arts Hall, arts classroom/rehearsal space, water features, outdoor gathering space, and hike and bike trails. Allen has allocated approximately $3.9 million in FY 2012 for its share of construction costs. Neiahborhood 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 2012 will continue with focus on home repair and rehabilitation. Municipal Facilities. In FY 2012, funding is allocated for upgrades to existing facilities. Parks and Recreation Funding is provided in FY 2012 for various parks projects, including the Environmental Discovery Center, the West Allen Athletic Complex, reconstruction of Chase Oaks Golf Course, and construction of Rowleft Creek Community Park. In addition, funding is set aside for community parks land acquisition. Streets ' Ridgeview Drive. Construction from Custer to US 75. Stacy Road Phase II. Construction of six lanes from Greenville to Angel and four lanes from Angel to FM1378. Project is 80% funded by TxDOT; remainder of funding is from the City, Collin County, and the Town of Fairview. Bethany Drive Expansion Phase II. Widening from four lanes to six lanes from Allen Heights to FM 2551. Chelsea Boulevard Phase I. Construction from Commerce Parkway to SH 121. US 75 Highway Improvements. Improvements on US 75 from the southern City limit to the northern City limit. Water and Wastewater Walden Park Estates Rehabilitation. Replacement of old clay water and sanitary sewer lines with PVC lines. Alma Drive Waterline. 12" water line from Exchange to Comanche US 75 Lift Station & 12" Force Main. Provides sewer service along US 75 north of Premium Outlet Mall. ' Stacy Road Ground Storage #2. Repaint the interior and exterior of 3MG steel tank. Cityof Allen 227 FY 2012 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. ' iperating Capital Budget Budget $164.5m $66.5m $22.3m Cash Financing and Debt Service Debt service payments and cash financing for projects comprise $21.40 million of this total. The debt service payments are $18.21 million; of this amount, $11.96 million is for General Obligation debt, and $6.25 million is for Revenue debt. Budgeted transfers from operating funds to the Capital Projects funds are $3.19 million, and include: Water and Sewer Proiects: $2,520,000. Of this total, $1,750,000 is allocated for water and sewer line replacement projects. In addition, $170,000 is appropriated for pump station and lift station improvements, and $600,000 is budgeted for repainting the Stacy Road ground storage facility. Cityof Allen 228 FY 2012 Budget Solid Waste Proiects: $370,000. Of this amount, $300,000 is allocated for major alley repairs, and $70,000 is for dumpster enclosures related to the Celebration Park recycling ' initiative. Drainage Proiects: $300,000. Of this amount, $100,000 is for the Spring Meadow Drainage Improvements project, and $200,000 is for drainage related to the construction of Chelsea Blvd. from Commerce Parkway to SH 121. Other Operating Costs In addition to cash financing and debt service, the increases in operating costs in the FY 2011-2012 budget related to the CIP totals approximately $886,000. These are listed below by project type. Increases are stated in comparison to the FY 2011 revised budget. Facilities: Approximately $400,000 was added to the budget for FY 2012 in order to phase in 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 $131,000. This includes approximately $103,000 for utilities and maintenance related to street lights, traffic signals, and street markings, and about $28,000 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: Although there are no increases included in the budget for additional water and sewer system maintenance, the City continues to allocate resources for meter replacement. For FY 2012, $354,750 is allocated for this ongoing program. 1 Capital Projects List A complete list of proposed projects for FY 2012 through FY 2016 is on the following pages. Cityof Allen 229 FY 2012 Budget Cityof Allen 230 FY 2012 Budget 1 O O O O O O O O O O O O N N O O O O O O O O a w M w N M N N M N N M N O O 00 1O a o Y w N w M N N N N N M N N O O O 0 W O L O N pm_ G LL o. w w N w w w w N w N w yw m N O � 6 LL w M M N N N M M N M N N } K a n n o o n n e o n a C= 6 LL N w M w N N M N N N w N w � � m�e eY n$ ngn nnn m m mn vein mn L e N N d a d Z f m N oa JZ d LL a w w w x w w w w w N x w W O O N N O O N O O O O 1� A O O O O O O O CL a O O N N O • N p O O O N (O O O O 10 N N Y! O N C1 N W W M N W V O A N N M N V Y O LL x O W O N M O! Y N W W N6 C 6 LL U` U N M N M w N N N x M N M O N N N N W N� • x O O • O O Y N N O O O O N O N A N (m N O W O W O N F N N N O 10 W N W O 1� N M N l7 N W p IL mE> EaLL J dW2 Q f L N w N N M M N N N N M /aQaQ; ^m m0 o o 0 r r c c c c 0 0 0 0 0— 0 0 0 0 0 0 0 0 0 LL N m m Q� C m m m m m m m m a a m m m m O 02m 00 O O O m UT m v O O O 0 U (7 5 E U• C7 U' (7U r t7 F a 1Z Y LL O O U• O c co V m J O 15 {' R i N 3np$ `mcC EG -Ep8O n0m Z yU'�m ¢LEE d CZ j E Q a9 >E O O O O N ❑mEo -`mmi OU $m W > > $ a a wuLL'2` i=a m -m O IN LLE E `mE>oom _V 8 E E E Ea UQ Q LL a O U U U G 0 U' U' O Z Z Z a a a s Cityof Allen 230 FY 2012 Budget 1 60 I Cityo( Allen 231 FY 2012 Budget i0 VI O N Q �O O t0 N O O W 0 N O Q o n w n n m r r o u� o o in m n a m vi vi vi � ui ri v m w w w Q � LL » N N w 9d O O O O O b O_ NI O V O N a N o > 6 LL » » N N d O O O O N N N N u o d N O d LL N N N } o m o» o 0 0 0 o n QwQ 'm din o oN N N r r n a r � � o > � a u V1 » W 9 m • 00 n N N N b O O O O O Q O Z ~ O> JZ LL LL w w w w w w J W G D o n o N o O N N N r LL X O CNt IG �m0 O O W d N Q h LL V VLU w w w w w !J m vcOi m N y ry a ;ELL H t »» » » » Cl. Q U d of H 0 tt o d m E o E d 6 O Q C O j 0 O O O O U ry U U O n O U O O O O O O O O 0 N N n O 0 O. O d O d O O a LL ❑ Oft ❑ m ❑ O ❑ U U• tt ❑ O C7 00 U ❑ O C g U• _ E H U C _ _ d E O y = 0 aN o N a u D U o < d >> d j m> v W] N ¢ E g Q 3 3 ❑ o E' E m E OTI E N S �. N O O O ❑ 0 O N O a m V L N O a `0 0 0 `• v- d w 2` m d m 9 m o a❑ D a n C m m n 3 a m U ❑ U m' tt� E ¢' m _ a o c a a m m 0 q x i z m m m m w H ❑ ❑ ❑ ❑ ❑ ❑ c m m v a Q q q q m m m m m m a U 4 6 6 U U U U U U U O G � N UI N !n 41 41 Cityo( Allen 231 FY 2012 Budget Cityof Allen 232 FY 2012 Budget r � Q O O O t7 r O N N n N O O w 17 N r d d OI Q N O � Ol Cl OI m O O O •O D N t+l N � Q w 1+1 O O_ N N 01 a LL w w N wN w O O O O d O O 10+1 O O O O O CI d N O a 6 LL w w w w w w w d N N ry O O O O O O! d N Oa 6 LL w w N } N d 10 � N r G d ry O a LL d N w N M N M LU O yM h r D N Q O V O N r O O r M ~ Z o> LL JZ N a ww w w wNw J w 0 o e o o ld u o 0 0 0 0 0 ao C Q D N N N w N r O O N r N LL x Q « O w (n F 6 LL V ULU w w w OO N r O O Q Q N V7 lh N tN0 100 w N n N N d N a/ y A N N N 1V V1 IL ;ELL Q F L N NM N EL t > Q U Q K c w m 0 0 o O r O m O1 m m y y `2 i 0 c .O d d LL o o Oi w and and and y d O «o O O« xL y nm 6>m 6>m O Cm O O SHO LL Oft 4di LL OK OK 2 c m E a `m `d o c m r, x v E 5 ° E 3 d E"';.. 'o n a 99Y of `v LLw c � d E R d d m o m a' E s > E E n E u m � " °' E LL m m r d O L a V �t `" 3 r E 3 0. N= m LL' d L ExE d d N A N o a w m O a(/1 U a 7_ w¢ Q to K j K N N q e O d d N « — C O N N d« H 0 w 3 7 O d f m `m D r d d a a a m w d m= y 4di 4di 4di a — R N cai in w w w w win a' 5� 3 3 3 3 3 3� u Cityof Allen 232 FY 2012 Budget r 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 0.147672 in FY 2012 to approximately 0.182672 by FY 2015, 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 33%, which is below the City's new 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 2015 ranges from 2.9% to 4.5%, 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. Debt payments are calculated based on the issuance schedule shown which includes the $19.5 million voters approved in 2002 for the Arts of Collin County facility. 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 average rate increases of 5%to 8% for residential customers over the next three years and the same for commercial accounts, apartments, and schools. 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 increases are in FY12 and 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 Cityof Allen 233 FY 2012 Budget 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 2.98 to 3.84 according to the rate model. Projections also take into consideration a working capital adequacy test of ' approximately 90 to 120 days of expenditures. The projected days of working capital over the next four years is expected to be 106 to 126 days according to the rate model. Debt Capacity In 2006 the City's policy of limiting the debt portion of the total tax rate to 40% would have translated into authorizing approximately $138 million of new debt. From a cash flow and tax rate perspective the 2006 CIP Committee felt that $78 million of new debt was the maximum amount the community could afford. The Committee proposed and voters elected to approve $78 million in new debt and raise taxes for the operating impact of the projects. The recommendation also took into consideration the City's requirement at that time to maintain a reserve of 10% in the Debt Service Fund. If the City had authorized the maximum of $138 million, the debt tax rate would have increased to 39.5% of the total tax rate. Although this percentage was just below the 40% in the old policy limit, there also would have been an additional impact upon the City due to the operating costs associated with projects totaling the larger amount. The combination of operating costs and new debt service associated with $138 million of new debt would have raised taxes more than the 4.4 cents voters approved. As mentioned earlier, the City's new 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: FY2012-$14.065 million, FY2013-$21.50 million and FY2014-$4.055 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 33%. 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 substantially completed. 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 2.98 to 3.84 as mentioned above. r Cityof Allen 234 FY 2012 Budget I j 1 v � maam na r So � a aru�om � Ino_ In m m � q � N r l7 {y p OI Cn1�N NN y N r m Oj mN OO 0 b y ry 4 m Ery Vml h �N_mro NO mZh n�N m O b m 1� n O O m O pp O � m 10 N m ry N 9 t0 m yy mm ya�� Y V M O� O m N m b N O O m n e N p O N m N O N y E O m b N O O m Imo N O rnp Z N p N OAC lh� ON Nn N On<pOpn CM tfy m O b� Nm N M r O O nm m m n N N m A { q p o b Y Oi CI N b a` m e N n m E m O N NZN E N b M b ofd 6 aid n n m m p oo a mm o m o m m N g o y y mMm p N m m h h O h N 6 � O a n mNlaV m NEN � ami � [rV Co nGo �ObC (MV m m t0 o m eN oo ^om ani ani umi 1O e m� n $m mm°p obi n� Imv HniRnrv�'inm - o `V m N O N mi O �$ N O m O N M^ y m m Omi y a m mmtOm 1p � NO pY O NOOOM M O m <0 O r _ oe Npe mm rymnmm NODI mm i[I b O m ag Y N N m M P m 0 O N N N N 4 d O d d `m cva m c n c rn 2 2_v m i co iLb O E,E'K i0 Nuo�n' v o Q I E a� 2 `m ci 'ao"a �rcrc`-Ff Ec819 Cltyof Allen 235 FY 2012 Budget } ! \ 9 ( ( |! § � \ Cityof 236 e 2012Budg . I I i \ ) | . !!! ) {) ! Cityof 236 e 2012Budg . I I i Budget and Tax Ordinances ORDINANCE NO. 3029-9-11 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, 2011, AND ENDING SEPTEMBER 30, 2012; 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 BIIPROVEMENTS 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 SEVERABHITY 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 2011-2012; 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 $164,485,514, providing a complete financial plan for the ensuing fiscal year beginning October 1, 2011, and ending September 30, 2012, 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, 2011, and ending September 30, 2012. SECTION 2. The sum of $164,485,514 is hereby appropriated for the payment of the expenditures established in the approved budget for the fiscal year beginning October 1, 2011, and ending September 30, 2012, 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, 2011, and ending September 30, 2012, 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 2010-2011 are hereby ratified, and the budget Ordinance for fiscal year 2010-2011, heretofore enacted by the City Council, be and the same is hereby, amended to the extent of such transfers and amendments for all purposes. SECTIONS. Specific authority is given to the City Manager to make the following adjustments Cityof Allen 238 FY 2012 Budget C 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 Fond and all other Funds of unexpended appropriations in the amount not to exceed $1,700,000 for the fiscal year 2010-2011 are hereby ratified. SECTION 6. The City Council hereby approves the Capital Improvement Program for 2012-2016, 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 TRIS THE 13TM DAY OF SEPTEMBER, 2011. APPROVED: Stephen Terrell, MAYOR APPROVED AS TO FORM: ATTEST: L' aLQ old "-O4_L __� Peter G. Smith, CITY ATTORNEY Shelley B. George, CITY SECRET Cityof Allen 239 FY 2012 Budget ORDINANCE NO. 3030-9-11 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, LEVYING THE AD VALOREM TAXES FOR THE TAX YEAR 2011 (FISCAL YEAR 2011-2012) AT A RATE OF $0.55300 PER ONE HUNDRED DOLLARS ($100) ASSESSED VALUATION ON ALL TAXABLE PROPERTY WITHIN THE CORPORATE LIMITS OF THE CITY OF ALLEN AS OF JANUARY 1, 2011, TO PROVIDE REVENUE FOR THE PAYMENT OF CURRENT EXPENSES; PROVIDING FOR AN INTEREST AND SUgG NG 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 9, 2011, and August 23, 2011, 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 2011-2012, submitted by the City Manager in accordance with provisions of the City Charter and state statutes; and, WHEREAS, the City Council, upon full consideration of the matter, is of the opinion that the tax rate hereinafter set forth is proper and should be approved and adopted. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, THAT: ' SECTION 1. There is hereby levied and shall be assessed for the tax year 2011 on all taxable property, real, personal and mixed, situated within the corporate limits of the City of Allen, Collin County, Texas, and not exempt by the Constitution of the State and valid State laws, a tax of $0.55300 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 $0.405328 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 $0.147672 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 (0.62%) PERCENT AND WILL RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY APPROXIMATELY ($2.75). SECTION 2. All ad valorem taxes shall become due and payable on October 1, 2011, and all ad valorem taxes for the year shall become delinquent if not paid prior to February 1, 2012. There shall be no discount for payment of taxes prior to February 1, 2012. A delinquent tax shall incur all penalty and interest authorized by law, to wit: Cityof Allen 240 FY 2012 Budget (a) A penalty of six percent (6%) on the amount of the tax for the first calendar month it is delinquent, plus one percent (1%) 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, 2012, incurs a total penalty of twelve percent (120/6) 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 (1%) for each month or portion of a month the tax remains unpaid. Taxes for the year 2011 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 I of the year in which they become delinquent, incur an additional penalty in the amount of twenty percent (20%) of taxes, penalty and interest due, pursuant to Texas Property Tax Code Section 6.30 and 33.07, as amended. Taxes assessed against tangible personal property for the year 2011 and for all future years that become delinquent on or after February I of a year incur an additional penalty on the later of the date the personal property taxes become subject to the delinquent tax attorney's contract, or 60 days after the date the taxes become delinquent, such penalty to be in the amount of twenty percent (20%) of taxes, penalty and interest due, pursuant to Texas Property Tax Code Section 33.11. Taxes fm the year 2011 and taxes for all future years that remain delinquent on or after June 1 under Texas Property Tax Code Sections 26.07(1), 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 Property In Code Section 6.30 and Section 33.08, as amended. SECTION 3. The City shall have available all the rights and remedies provided bylaw for the enforcement of the collection of taxes levied under this ordinance. SECTION 4. The tax roll as presented to the City Council, together with any supplements thereto, be and the same are hereby approved. 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 13TM DAY OF SEPTEMBER, 2011. APP lo Stephen Terrell, MAYOR '.' APPROVED AS TO FORM: ATTEST: Peter G. Smith, 4SbBeyATTORNEYB. Geor , Crl'Y SECRET Y Cityof Allen 241 FY 2012 Budget RESOLUTION NO. 3032-9-II(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 MAXIMMUM ALLOCATION OF TAX RATE FOR DEBT SERVICE; PROVIDING FOR A REPEALING CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the City government has recognized the need to carefully account for public funds, to manage municipal finances wisely and to plan the adequate funding of services and improvements; and, WHEREAS, the City of Allen has adopted a debt management and fund balance reserve policy to provide the structure of continuing fiscal stability, reduce financial risk and maintain adequate contingency assets for present and future requirements; and, WHEREAS, the Governmental Accounting Standards Board has issued Statement No. 54 to establish accounting and financial standards for all governments that report governmental funds and to establish criteria for classifying fund balances into specifically defined classifications and clarifies definitions for governmental fund types; and, WHEREAS, implementation of Statement No. 54 requires the City to amend its debt management and fund balance reserve policy; and, WHEREAS, to further reduce financial risk and maintain continuing fiscal stability the City will adopt and establish a working capital policy for enterprise funds which do not report 'fund balances," and will accordingly amend the name of the policy; and, WHEREAS, the City Council finds that it is in the best interest of the City to change the maximum percentage of tax rate allocated for debt service; and, WHEREAS, the City Council desires to amend its "Debt Management and Fund Balance Reserve Policy', through the adoption of the amended "Fund Balance, Working Capital Reserve and Debt Management Policy," attached hereto w 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 "Fond Balance, Working Capital Reserve and Debt Management Policy," as set forth in Exhibit "A" attached hereto and made a part hereof for all purposes. SECTION 2. All provisions of any resolution of the City of Allen, Texas, in conflict with the provisions of this Resolution be, and the same is hereby, repealed, and all other provisions not in conflict with the provisions of this Resolution shall remain in full force and effect. SECTION 3. This Resolution shall become effective immediately from and after its passage i Cityof Allen 242 FY 2012 Budget DULY PASSED AND APPROVED BY THE CITY COUNCIL. OF THE CITY OF ALLEN, COLLIN COUNTY, TEXAS, ON THIS THE 27TH DAY OF SEPTEMBER, 2011. APPROVED: Stephen errell, MAYOR ATTEST: Shelley B. Georg , CITY SECRETARY Cityof Allen 243 FY 2012 Budget EXHIBIT A CITY OF ALLEN, TEXAS FUND BALANCE, WORKING CAPITAL RESERVE AND DEBT MANAGEMENT POLICY revised September 27, 2011 0 F Cityof Allen 244 FY 2012 Budget PURPOSE ' The purpose of this document is to establish key elements for the financial stability of the City by setting guidelines for fund balance, working capital reserves and debt management. Adherence to a debt management policy signals to rating agencies and capital markets that a government is well managed and should meet its obligations in a timely manner. Debt levels and their related annual costs are important long- term obligations that must be managed within available resources. It is essential that the City maintain adequate reserves to mitigate financial risk that can occur from unforeseen revenue fluctuations and unanticipated expenditures. To allow for flexibility and guidance, this policy establishes ranges of reserves to make it possible for the City to provide continuous operational services to the public and to issue future debt. Nothing in this policy shall restrict the reserves from exceeding the stated ranges or goals. To ensure stable tax rates, it is essential that the City maintain adequate levels of unrestricted reserves to mitigate current or future risks from revenue shortfalls, economic downturns, unanticipated expenditures and impacts from weather. Furthermore, anticipated cash financing of projects may result in the fund balances and/or working capital reserves to exceed the ranges while funds are accumulated. DEFINITIONS Enterprise Funds — are used to account for operations that are financed and operated in a manner similar to private business enterprises where the intent is that the costs of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges (i.e. Water and Sewer, Solid Waste). Fund Equity — A fund's equity is generally the difference between its assets and its liabilities. Fund Balance — An accounting distinction is made between the portions of fund equity that are spendable and nonspendable. In accordance with Governmental Amounting Standards Board Statement 54, Fund Balance Reporting and Governmental Fund Type Definition, the City classifies governmental fund balance into five categories: (1) Nonspendable fund balance — includes amounts that are not in a spendable form or are required to be maintained intact. Examples are inventory or permanent funds. (2) Restricted fund balance — includes amounts that can be used only for the specific purposes stipulated by external resource providers either constitutionally or through enabling legislation. Examples include federal grants and general obligation bonds. (3) Committed fund balance — includes amounts that can be used only for the specific purposes determined by a formal action of the government's highest level of decision-making authority. Commitments may be changed or lifted only by the government taking the same formal action that imposed the constraint originally. (4) Assigned fund balance — comprises amounts intended to be used by the government for specific purposes. Intent can be expressed by the governing body or by an official or body to which the governing body delegates the authority. In governmental funds other than the general fund, assigned fund balance represents the amount that is not restricted or committed. This indicates that resources in other governmental funds are, at a minimum, intended to be used for the purpose of that fund. (5) Unassigned fund balance — is the residual classification of the General Fond and includes all amounts not contained in other classifications. Unassigned amounts are technically available for any purpose. Cityof Allen 245 FY 2012 Budget Governmental Funds — are typically used to account for tax -supported activities (i.e. General Fund, Debt Service Fond). 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 Fond Balance a) General Fund ' i) It is the goal of the City to achieve and maintain an unassigned General Fond balance that is within a range of 60 to 90 days of annual expenditures. ii) If unassigned General Fund balance falls below the goal or has a deficiency, the City will establish a timeframe and work plan to replenish the fund balance. The work plan may include tax increases, fee increases, reduction of services, and/or reduction of expenditures (i.e. hiving freeze, salary freeze, or reduction of travel/training). b) Debt Service Fund i) On an annual basis, the Debt Service Restricted Fund balance shall be maintained in an amount that is within a range of 5% to 10% of the required annual principal and interest payments. ii) For purposes of long term financial stability, a reserve in excess of 10% may be prudent in order to reduce volatility of the tax rates between the General and Debt Service Funds. iii) The fund shall remain in complete compliance with bond issue covenants. 4) Order of Expenditure of Fonds 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 fonds first before moving down to the next category with available funds. Cityof Allen 246 FY 2012 Budget 5) Minimum Enterprise Fund Working Capital Reserves ' a) If applicable, all funds shall remain incomplete compliance with bond issue covenants. b) Working capital reserve shall be maintained in an amount that is within a range of 90 to 120 days of annual expenditures in order to provide for potential unanticipated needs or the impact of weather. c) If unassigned working capital falls below the goal or has a deficiency, the utility rate plan study will be utilized to determine the appropriate course of action when determining rates and establishing a timeframe to replenish working capital reserves. B. DEBT MANAGEMENT POLICY The City's Charter (Article V, Section 5.1) states that the City of Allen has the power to borrow money against the credit of the City for any public purpose that is not prohibited by the constitution and laws of the State of Texas. Article XI, Section 5 of the Texas Constitution, applicable to cities of more than 5,000 population states that the maximum tax rate shall not exceed $2.50 per $100 of assessed valuation of taxable property. This policy improves the quality of decisions, provides justification for the structure of debt issuance, identifies policy goals, and demonstrates a commitment to long-term financial planning, including a multi-year capital plan. 1) Capital Improvement Program a) A capital improvement program shall be prepared, submitted to, and approved by the Council annually pursuant to the City Charter, Article IV. b) The capital improvement program shall consist of at least a 5 -year priority listing of long term capital projects, accompanied by a financing plan which reflects potential financing options for all projects in the plan, and is supported by the appropriate sources of revenue. The financing plan shall be in accordance with the debt management policies contained herein. c) It is the intent of these policies that authorized projects and associated financings be included as part of an adopted capital improvement program. 2) Debt Issuance Guidelines a) Debt issuance will be utilized by the City only in those cases where public policy, equity and efficient use of limited resources favor debt over other funding methods. Decision criteria considered shall include the following: i) Debt shall be self-supporting whenever possible. Self-supporting debt in this context will either be revenue bonds secured by a specific revenue pledge (i.e, water and sewer revenues) or general obligation debt including certificates of obligation where the debt service will be paid from user fees or other specific revenues even though legally there is an ad valorem tax pledge. ii) Debt shall be primarily used to finance capital projects with a relatively long life expectancy, i.e., generally ten (10) years or greater unless technology related. ' iii) Short term debt may be issued as authorized by the City Council when circumstances or opportunities are present and such issuance will not adversely affect the operating funds, the ability to make debt payments, or jeopardize the financial integrity of the City or the component units. Cityof Allen 247 FY 2012 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 L program or as authorized by Article V of the City Charter, by City Council or the City Manager. J Funds shall be available for the financing of general improvements in accordance with the following: i) Current property tax revenues and future property tax revenues generated by increases in valuation shall have priority allocation to the repayment of existing and future general obligation tax supported debt. Remaining property tax revenues, together with sales tax and other general fund revenues shall be used to fund the City's operating budget. ii) To the extent funds described above are in excess of that required by the City's general fund operating budget, all or a portion of the excess amount shall be used for pay-as-you-go financing of general capital improvements or assets. iii) It shall be a goal, but not a requirement, of the City to finance a portion of the city -at -large capital improvement budget with pay-as-you-go financing with current resources remaining from year-end savings. iv) Debt service payments on general obligation bonds, not abated by other revenues, shall be paid from the debt service property tax levy. v) Outstanding bonds will be retired according to the debt repayment schedules. vi) Refunding of debt is desired when the net present value savings will exceed 3% of the existing debt service or when the net dollar savings will exceed $150,000. Negative arbitrage and opportunity costs will be considered for advance refundings. Bond refundings may also be considered in order to modify prior bond covenants or accomplish other specific objectives. A negative net present value savings may be incurred in these cases. Cityof Allen 248 FY 2012 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 fust be considered for issuance in the form of revenue bonds, certificates of obligation, or other debt instruments secured by the appropriate user fees. User fees shall be adequate to support operating requirements and revenue bond covenants for each purpose. Certificates of Obligation secured by operating revenues may also need to be secured with property taxes. 4) Debt Issuance Limits and Repayment Schedules a) The City shall use the following limits to guide issuance of debt: i) The City should not allocate more then thirty five percent (35%) of its tax rate towards debt. ii) It is the goal of the City that the outstanding debt consisting of general obligation bonds, certificates of obligations, and capital leases that are supported by property taxes should not exceed a direct debt burden ratio (tax debt to taxable assessed value) of two percent (2.0%). iii) It is a goal of the City that property tax supported debt service, consisting of certificates of ' obligation and general obligation debt payments should not exceed twenty-five percent (25%) of expenditures for the general fund and debt service combined. iv) If the City debt status is not at the levels stipulated by these policies at the time of their adoption, a transition period in years will be set for each policy individually. b) Repayment schedules shall be designed to relate to the useful life of the asset and generally be in accordance with the following: i) Twenty (20) years for most general obligation public improvement debt. Debt will generally be structured with even payments over the life of the issue although principal reductions in early years may be used to accomplish specific tax rate objectives. ii) Ten (10) years or less for debt related to assets that have a life expectancy of 10 years or less. Debt will generally be structured with even payments over the life of the issue or matched against associated projected revenues. iii) Twenty years or mom (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. Cltyof Allen 249 FV 2012 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%-501/6) 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. k Cityof Allen 250 FY 2012 Budget Demographics D WHERE IS ALLEN, _ TEXAS? CITY OF ALLEN City of Allen is located approximately 25 miles north of Dallas, Texas. Cityof Allen 252 FY 2012 Budget CITY OF ALLEN DEMOGRAPHICS 2011-2012 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 85,647 in 2011. 00,000 80,000 60,000 40,000 20,000 0 City of Allen Population Growth 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 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 which 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. Cityof Allen 253 FY 2012 Budget City of Allen Assessed Property Valuations 8 6 _0 4 2 0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 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 broke ground in 2010 and is expected to be fully operational by early 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 firm, 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 assists existing businesses in expanding in Allen, having recently facilitated the Atlas Copco expansion that resulted in a 7.5 -year lease for 130,000 - square feet of space and an increase in the company's employment base to approximately 85. With AEDC assistance, Photronics also expanded its operations in Allen, approximately investing over $1 million to create a new research and design division that is expected to add 12 new highly -paid employees to the company. 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. Ciryof Allen 254 FY 2012 Budget ' WatchGuard Video leased 68,000 -square feet in the former Ball Semiconductor Building. The company has invested approximately $700,000 in building improvements and currently employs over 100 high-tech workers and is anticipated to increase employment to approximately 140 people by 2014. 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 recently recruited Cabala's to develop a new store in Allen, to be located directly south of the Village at Allen. This project broke ground in the Summer of 2010 and officially opened in April of 2011. The 100,000 -square foot facility employs approximately 260 workers and is expected to produce 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, and will soon be home to the Allen Wranglers, an Indoor Football League (IFL) franchise team. 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. n 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. 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. Cityof PJlen 255 FY 2012 Budget CITY OF ALLEN MISCELLANEOUS STATISTICAL INFORMATION 2011- 2012 FISCAL YEAR Date of incorporation Form of government Area Miles of street Population as of 9/30/2011 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 'estimation June 20, 1953 Council/Manager 27.11 square miles 320 center line miles 85,722 5 102 4,022 1 Police Station 1 Storefront (Allen Premium Outlet Mall) 1 Storefront (Watters Creek) 1 Storefront (The Village at Allen) 160 North Texas Municipal Water District 27,495 ' 17,115,783 gallons 455 linear miles 341 linear miles 105 linear miles 4993 57 576 acres 588 162 74 19,372 Total Enrollment 16 3 1 1 1 0 classes held at the High School Cityof Allen 256 FY 2012 Budget 1 I II CITY OF ALLEN PRINCIPAL TAXPAYERS September 30, 2011 Taxpayer Type of Business 950 2011 Taxable Value Percentage of Total Assessed Valuation The Village at Allen LP Mixed use $ 139,937,198 1.84% Trademark/Montgomery Farms Mixed use Henry & Associates 121,100,000 1.59% Chelsea Allen Development LP Retail Field Operations Center 69,572,529 0.92% AT&T Mobility LLC Telephone services 215 68,724,058 0.90% AT&T Services Inc Telephone services 0.759A 35,779,841 0.47% Oncor Electric Delivery Utilities Provider ieland Healthcare 35,050,834 0.46% Cisco Systems Inc Data Center 34,775,058 0.46% Lexington Allen LP Commercial Real Estate 31,100,000 0.41% Benton Pointe Apartments Inc Apartment Complex 30,366,237 0.40% Settlers Gate Apartments Apartment Complex 28,601,556 0.38% Total $ 595,007,311 7.83% Total Assessed Valuation $ 7,602,180,470 MAJOR EMPLOYERS September 30, 2011 Approximate Number Total Allen as Health Presbyterian Hospital Hospital/Medical Offices 950 3.580/, of Allen Municipal Government 824 3.10% avian National Data Center 619 2.330A Henry & Associates Information Processing 422 1.59% Farm Insurance Field Operations Center 225 0.859/. ahic Converting Converting and Distribution Services 215 0.81% st Medical Medical Equipment Manufacturing 198 0.759A rooks Photomask Production 165 0.62% ieland Healthcare Supplemental Health Insurance 149 0.560A Cityof Allen 257 FY 2012 Budget CITY OF ALLEN Departmental l Performance Measures Departmental Performance Measures A Performance measurement can be defined as "measurement on a regular basis of the results (outcomes) and efficiency of services or programs." t The ultimate purpose of any performance measure is to provide a quantifiable measure of the results or effectiveness of an action. In the case of measurements in government, they are typically tied to programs and services. By finding quantifiable measures that are tied to the goals of a service, the effectiveness of the program can be judged against the preferred level of achievement, against the program's past performance, and against similar programs in other cities. Performance measures fall into five categories. The first, and most simple, is input measures which shows the amount and kinds of resources assigned to a program. Budgets actually contain input measures when they show divisions of money and personnel. The second category is output, or workload measures that show amount of work performed and services received. Individually, these first two categories only provide a frame for the activities of a program, but when outputs are examined in terms of the inputs needed to produce them, an efficiency measure is created which is the first real measure of actual performance. Outcome or Effectiveness measures are designed to report the ' results of a program, especially the quality of the results. "Effectiveness refers to the degree to which services are responsive to the needs and desires of a community." z The final category is productivity measures, which combine efficiency and effectiveness to show the cost to produce a quality result or how poor results harm total costs (for example having to repair a street twice after doing it poorly the first time). The measures in this appendix fall into the final four categories. An attempt was made to compose measures for the major functions of all City departments. The measures were also designed to tie in as closely as possible with the departmental goals and objectives listed in the departmental pages in the budget. As a result these measures can be used as a tool for more accurate budget decisions, as a gauge of goal achievement, plus as a running overview of trends in departmental performance. ' From page 5 of Harry P. Hatry's book Performance Meumment From the National Center for Public Productivity, Rutgers University Cityof Allen 260 FY 2012 Budget r City Administration Website The City of Allen website is maintained by the Public and Media Relations Division of City Administration. In 2005, the number of hits per month was 45,725 (based on 2005 analytics tool). With the launch of a new website in May 2008 and the continued growth of Allen, traffic increased to over 119,000 page views per month in 2009. Website Traffic per Month per Calendar Year 350,000 228,000 200,000 200,030 150,000 200,000 50,000 45 735 0 With the opening of the Allen Event Center, Community Ice Rink, and CVB operations late 2009, website traffic resulted in a significant increase in 2010. This increase can only be attributed to the growth of Allen as a new destination point in the metroplex that resulted in increased media/public attention related to announcements such as Cabela's, Top Golf, Cisco Data Center and other similar projects. In addition, tourism advertising was placed late 2009 for inclusion in many 2010 annual statewide publications. The average number of page views for 2010 was 200,030, slightly less than the 6 -month projection of 218,362. The six-month average to date for June 2011 demonstrates a slight annual increase that is projected to average 228,000. Cityof Allen 261 FY 2012 Budget City Secretary Department Introduction The City Secretary's Office records, preserves, and has custodial authority over the official records and legislative acts of the City Council; coordinates all City -held elections; coordinates and oversees the City's Records Management Program; administers all City held elections; and serves as the Public Information Officer in accordance with the Public Information Act. Records Management The purpose of the City's Records Management Program is to provide records management services to City departments 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 2009 2010 2011 Est. 2012 Prol. Trainina Sessions Provided 2 2 4 2 Percent of Employees Completing 39% 45% 10% 10% Basic Records Training Cubic Feet of Eligible Records 620 450 450 450 Destroyed Cubic Feet of Records Microfilmed 4 4 10 4 Number of Commercial Building 2,000 4,000 4,000 4,000 Plans Pages Imaged Public Information Requests The City Secretary's Office preserves official records of the City of Allen and Arts of Collin County. 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 2009 2010 2011 Est. 2012 Pro . Percentage of Open Records Requests Responded to within 10 99% 99% 100% 100% days Cityof Allen 262 FY 2012 Budget ' City Council Meetings The City Secretary's Office provides meeting coordination to the City Council so they can have assurance of citizen participation, and an accurate, timely record of the meetings. 1 E Performance Measure 2009 2010 2011 Est. 2012 Pro'. Number of Blue Star Flag 3,704 1,080 2,581 2,500 Presentations 4 5 2 2 Number of Proclamations 59% 95% 100% 100% Presented at Council Meetings 29 20 16 15 Number of Citizen Recognitions Presented Outside of Council 35 45 25 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 2009 2010 2011 Est. 2012 Pro'. Percentage of Newly Appointed 3,704 1,080 2,581 2,500 and Reappointed Board Members $10,105 $6,447 $8,378 $15,000 Attending Annual Orientation 59% 95% 100% 100% Session 8.5% 2.4% 5.7% 5.5% 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 2009 2010 2011 Est. 1 2012 Pro'. Number of Ballots Cast 3,704 1,080 2,581 2,500 Total cost of General Election $10,105 $6,447 $8,378 $15,000 Cost per ballot cast $2.73 $5.97 $3.25 $6.00 Percentage of Registered Voters Casting Ballots 8.5% 2.4% 5.7% 5.5% Cityof Allen 263 FY 2012 Budget Community Development/Building and Code Department Introduction The Building and Code Compliance Department monitors compliance with the City of Allen's codes and ordinances to assure that buildings are suitable for 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 and Code Compliance Department receives applications and then coordinates with Fire, Planning, Engineering, Parks and Recreation, and Community Services in order to assure compliance with the Allen Land Development Code and Code of Ordinances. The department also has the task of making 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. Home Building Permit Review Time Developers and individuals who desire to do construction projects, whether a fence, storage building, home, shopping center, or hospital in the City must fill out a permit application and submit plans and other supporting documents, which are reviewed by the permit staff and a Plans Examiner. The goal is to provide for regulated growth in compliance with City regulations while providing excellent customer service. Plan review is the last check point before construction begins. While single-family development made up the majority of the work load for many years, the department now works with a much more diverse project load. Single-family permits have recovered strongly this year. In addition, numerous significant public projects make up a large portion of the total load with regard to services rendered, but do not produce revenue. Permit review time shows the average number of business days It takes an employee to review a single-family home building permit, with a target of five days. Three to four weeks is common for large commercial projects. 300 200 100 Commercial Building Permits Issued FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 Est. Proj. Single Family Permits Issued l000 500 v 0 30 20 10 FY 07 FY O8 FY 09 FY 30 FY 11 FY 12 Est. Proj. Single Family Permit Review Time FY 07 FY 08 FY 09 FY 30 FY 11 Est. FY 2012 Proj. Cityof Allen 264 FY 2012 Budget 1 1 FI Building Inspections ' New buildings are inspected Average Inspection Time multiple times before occupancy in order to ensure (Minutes Per Stop) that they are being constructed in accordance with City codes 40 and ordinances. 30 - 20 For the best combination of 10 efficiency and thoroughness, 0 building inspectors in the City FY 07 FY 08 FY 09 FY 10 FY 11 Est. FY 2012 need to spend an average 0f pro) 20 minutes per inspection, including travel time. Environmental Health Inspections The Environmental Health Department inspects all food-service establishments, child- care center, mobile food vendors, and temporary food vendors within Allen to make certain that health codes are being followed. A minimum score of 92 (Good) is the department's continuous goal. 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. The average score for FY 10-11, ' based on nine months of data, is 94. The expectation for FY 2012 is to retain scores at 92 or better with no critical violations. 1 Cityof PJlen 265 FY 2012 Budget Community Development /Planning Department Introduction The Planning & Development Department 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 Planning & Development Department 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. Cityof Allen 266 FY 2012 Budget J Development Projects Reviewed 160 — 140 120- 201008060 100- 80- 60 t"iii 40 20 0 2007 2008 2009 2010 2011 Est. 2012 Pro). ■Zoning/SUP 11 13 12 22 20 21 ■GDP 15 6 5 2 2 2 ■ Plats 77 46 40 41 36 38 ■ Site Plan 38 31 34 24 18 21 Cityof Allen 266 FY 2012 Budget J 1 1 Permits Reviewed The Planning & Development Department 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. 600 400 200 0 Permits Reviewed Code Enforcement Cases 2007 2008 2009 2010 2011 Est. 2012 Proj. 6000 ■TABC 7 26 27 21 22 20 2000 ■Building/CO 433 401 408 390 309 300 MMMMMMMMMMM Code Enforcement Cases The Code Enforcement Division protects the health, safety, and welfare of residents and maintains a higher quality of life by promoting awareness and compliance with City codes. In 2010 Code Enforcement Officers resolved 7113 violations, while only issuing 52 citations. Seventy-five percent of violations were resolved within 30 days. Cityof Men 267 FV 2012 Budget Code Enforcement Cases 8000 6000 4000 2000 0 !2009t2010"Est..2012Cases 2007 2008 2616 5087 654 1272 Cityof Men 267 FV 2012 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. Cityof Allen 268 FY 2C 12 Budget Home Repair Projects (includes emergency repairs) 16 $25,000 14 $20,000 12 30 $15,000 8 6 $10,000 4 q$17,825 !$18,482)S22,222 $5,000 2 $0 0 09 st. 2012 Proj. Houses4 30 t$/House613 1 $20,352 Cityof Allen 268 FY 2C 12 Budget L 1 C 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, Percentageof City's Fleet Engineering, Building and Codes, and Parks and that Is LEV/AFV Recreation are all affected by the EPA requirements 100% and are procuring lower 80% emission replacement vehicles as a result. Public 60% — Safety vehicles are not 40% — included in the EPA requirements; however, all 20% patrol cars purchased in the O% past three years are also 2009 2010 2011 2012 Est. LEV or ULEV. City&Allen 269 FY 2012 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 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 Employee This measure reflects the efficiency of the Division's cleaning efforts. The Division has a goal of 18,000 square feet cleaned per custodian to allow for thorough cleaning. In FY 11, one new custodian was added to clean the service center. Total Square Feet Cleaned per Custodian 40000 - 30000 23,625 23,625 24,644 24,644 20000 1a000 0 2009 2010 2011 2012 Cityof PJlen 270 FY 2012 Budget ■ n 1 I n Cleaning Cost This is the cost incurred Dollars per Square Foot by the division for each p a square foot cleaned. Cleaned per Year The dollar amount includes salary and 4 289 2.96 benefits for employees, 3 9 z 3 uniforms, supplies, and z cleaning equipment. 3 0 2009 2010 2011 2012 Cityof Allen 271 FY 2012 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 8 miles in the past three years. Although maintenance will eventually increase as a result of the new construction, for the immediate future the new streets will require little maintenance. All new streets are constructed with concrete due to lower maintenance costs and greater lifespan. Street Conditions The City's Pavement Service Rating (PSR) system rates streets on a 0-5 scale, with 0 being impassible, 3 being satisfactory, and 5 being excellent or newly constructed. The rating measures cracking, base condition, drainage, surface condition, distortion, and ride quality. Asphalt streets are cheaper to build but more costly to maintain than concrete. Concrete streets are evaluated every four years, and asphalt streets are evaluated over a two year period, 50% one year and the other 50% the next. Many of the City's concrete streets are new, which partially accounts for their good condition. Total Street Miles 400 300 287.00 291.00 293.00 295D0 200 100 17 5 17.00 17.00 16.50 0 2009 2010 2011 2012 est ■ Asphalt Miles Concrete Mlles Percentage of Streets in Satisfactory Cond'dion or Better 120% 110% 100% 96% 97% 97% 97% 90° 60^;70 75°/ 76 % 7 q, 7q 70% 60% 50% 2009 2010 2011 2012 est 0 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. ' Cityof Allen 272 FY 2012 Budget I 1 Maintenance Dollars Funded per Year per Pavement Type The City has over 17 times as many miles of concrete streets as asphalt. Even though asphalt streets are more expensive to maintain than concrete, the difference in miles between the surface types results in concrete streets receiving the majority of funding in normal operations. The 2009, 2010 and 2011 numbers show bond funds that were spent on various concrete street repair. The 2012 numbers include additional bond monies for street repair and the 2009, 2010, and 2011 Maintenance Dollars Funded $900,000 $800,000 $700,000 $63,557 $600,000 $500,000 $439,750 $400,000 $336'900 $300,000 $200,000 $84.000 $100,000 $80.639 $68,500 $28.500 $27,930 $o 2009 2010 2011 2012 est ■ Asphalt � Concrete numbers show water and sewer funds that resurfaced asphalt streets and reconstructed concrete streets after sewer rehabilation projects were completed. Maintenance Dollars Spent per Center Line Mile per Year i nis measure anaiyzes me maintenance funds spent per Maintenance Dollars Spent per Mile mile for both asphalt and concrete streets. The 2009 and $12,000 2011 numbers for asphalt $10,000 includes additional money spent $8,000 on the High Meadows $6,000 $4.800 $4,029 $1,692 Subdivision and the Walden Park $4.000 $1,s7s Subdivision to resurface the $2,000 $zeo $1,156 $2,162 $1,490 streets after sewer rehabilitation -- projects. The Concrete dollars for 2009 2010 2011 2012 eat 2010 and 2011 include concrete ■Asphalt■Concrete replacement for the Timber Creek and Walden Park Sewer ' rehabilitation projects plus normal operation budgets and bond sales for contract concrete street repair. Cityof Allen 273 FY 2012 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 include 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. Water Conservation In 2004, the H2OME IMPROVEMENT REBATE program began offering rebate incentives for residential water conservation. Rebates up to $125 is 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 800 700 612 686 680 675 600 500 400 FV OS -09 1 V09-10 F 10-11 FY 11-12 Est. Prq. Cityof Allen 274 FV 2012 Budget I J 1 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 five full time CSR's, one Senior CSR and one Supervisor. The conversion to contracted utiltity bill printing and mailing in FY08 freed time for our CSR's to handle additional customer workload. Bill Payments City efforts to improve on-time utility bill payment included increasing the customer's 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 as high as an 88% on time payment record. Average Percentage of Bill Payments Received on Time 100% 88.8% 89.0% 90% 84.0% 88.5% 28,000 4,650 8 4,600 n 27,500 4,550 E W 27,000 4,450 n e 26,500 4,400 de FY 11-1Y 4,350 Est. 26,0004,300 2009 2010 2011 2012 G Est. Proj. O #,f Accounts Accounts per Employe -EL conversion to contracted utiltity bill printing and mailing in FY08 freed time for our CSR's to handle additional customer workload. Bill Payments City efforts to improve on-time utility bill payment included increasing the customer's 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 as high as an 88% on time payment record. Average Percentage of Bill Payments Received on Time 100% 88.8% 89.0% 90% 84.0% 88.5% 80% 7v/. 60% so% FY 07-08 FY 09-10 FY 10-11 FY 11-1Y Est. Proj. Cityof Allen 275 FY 2012 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. Diversion of material from the landfill extends the life of the 16,000 e0 .5 landfill. The City continues 0 to gain recognition for its 0 10,000 60 $ ZC innovative and progressive `0 a0 o recycling and diversion ~ 6•�-nn 20 'o efforts, including state and 0 0 0 regional awards. 2009 2010 2011Est. 2012 Proj. Commercial cardboard diversion efforts produce an 10000�yas � Trash niv d average of 2,029 tons per Ah year. Multi -family complex (apartment) recycling diverts 85 tons of single -stream recycling per year. Single -stream residential recycling in 95 -gallon carts diverted 9,617 tons of materials from the landfill. The NTMWD composting program continues to save landfill space through yard waste diversion, which totaled 2,669 tons this year. Public Education efforts in 2010 reached 14,133 adults and 5,125 youth through 73 hands-on environmental programs. Trash Collection Complaints The Solid Waste Division contracts with Community Waste Disposal (CWD) for garbage 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. Customer Complaints per 1000 Service Opportunities 0 0.4 0.33 0.36 0.390,39 0.2 0 2009 2010 2011 Est. 2012 Proj. Cityof Allen 276 FY 2012 Budget I 1 Household Hazardous Waste Collection In FY 2002, funding for the residential HHW program was approved by City Council. The program began in February 2002 through a grant from NCTCOG and continued without cost to residents through FY 2003. In FY 04, a $0.50 fee was included on the water utility bill to support the HHW program. In June 2008, a fee increase to $0.57 per month was approved to overcome the rising costs of non - reusable HHW collection 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 2011, 67,175 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. Cityof Allen 277 FY 2012 Budget Community Services (Drainage) Division Introduction The Drainage Division monitors storm sewers and open drainage channels and cleans and maintains them in order to ensure the free flow of drainage water that helps prevent flooding. The division's budget also funds contract street sweeping and contract mowing along drainage areas and greenbelts. Street Sweeping Arterial and collector Curb Miles Swept roads are swept during the year in order to 500 remove debris for 379 401 420 aesthetics, safety, and 400 for TPDES permit 300 compliance. These are 200 actual "curb miles" of streets swept. The 100 number of curb miles is 0373 larger than the number 2009 2010 2011 2012 est 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. Cityof A len 278 FY 2012 Budget C 1 I 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 10-11 were Main Street from Allen Drive to US 75, Bethany Drive from Allen Heights to the east city limit line with construction to start in 2012 (contingent on county funding availability). Construction of Fire Station No. 5 was completed, the Police Department Communications Center was relocated to the basement of City Hall, the CCN and Security Card Access System was completed at City Hall as well as PD, The Edge and the Natatorium. The adaptive reuse of the Municipal Annex building was completed. Intersection improvements were completed in partnership with AISD at Rivercrest/Exchange, Greenville/Exchange and Greenville/Rivercrest. Completed Chaparral Road from Greenville Avenue to ' Cottonwood Creek. Other achievements include the Walden Park water and sewer replacement as well as Morgan Crossing new service laterals. Traffic signals were installed at Greenville Avenue/High Trail and McDermott Drive/Shallowater Drive. Phase II of the Advanced Traffic Management System & Traffic Signal Upgrade was completed to 47 signals with new progression based timing plans and radio controlled operations. The total amount spent on capital projects in FY08 was approximately $30.4 million which includes $22.9 million for the Event Center projects, and in FY09 $53.8 million was spent, and in FY10 the total spent was $44 million. Total Dollars Spent - Capital Projects $40.0 C $30.0 O $20.0 $10.0 $0.0 Facilities Water/Sewer Drainage Streets Parks Event Center 0200802009■2010-2011E0 •2012 Pmj. Cityof Allen 279 FY 2012 Budget um ism sm s.m im miorm '-00 sm a10'0° '10 azi!m am am 10 o,a om am am am om am xm +m aro om om Cityof Allen 279 FY 2012 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 2011 with some of the larger projects being the AISD Multi - Purpose stadium, Andrews Distributing, Top Golf as well as an expansion of the First Baptist Church, along with In & Out Burger and Rudy's BBQ at The Village at Allen. Others included Green Dry Cleaners, Watters Village, Goodyear (Stacy Rd. & Greenville Ave. area), NTB, Country Creek Animal Hospital, Bethany Worship Center and the Hydrous Wakeboard Park in the St. Mary and Cedar Drive area. Residential developments included Waterford Parks, Phase 6A, Saddleridge, Phases 3 & 4, Cumberland Crossing, Phase 1A, Waterford Parks, Phases 6B & 7, The Preserve and Twin Creeks 7C-2. Value of Infrastructure from Commercial Development $7 ° $6 $5 $r $8 $2 $1 $0 2007 2008 2009 2010 2011Est. 2012 Proj. -WATER -smsR -STR.$ -stIXm Value of Infrastructure from Residential Development - $14 c $12 $10 $8 $4 $2 $o 2007 2008 2009 2010 2011 Est, 2012 Proj. -WATER -SEWER -STREETS °STORM Cityof Men 280 FY 2012 Budget 1 1 New Residential Lots As we approach build -out, we are beginning to experience a significant decrease in the number of lots from peak in the early 2000's. For 2011, we saw an increase over 2010 with 400 lots. Commercial development remains steady while the projects approved as part of the 2007 bond program are coming to a close. Cityof Allen New Residential Lots 2,000 1,50030 1,486 1,1 1,000 500 Ann 203 0 ° 2007 2008 2009 2010 2011 2012 Est. Proj. 281 FY 2012 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: oversees payroll, budgets, financial analysis, and reporting. • Purchasing Division: provides assistance in securing materials and services, monitors contracts, 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 minimum of 60 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 2007 2008 2009 2010 Total Expenditures $ 44,801,158 $ 53,338,459 $ 58,757,055 $ 63 787,248 Ending Fund Balance $ 13,325,307 $ 13,776,473 $ 15,101,307 $ 15,411,161 Days Operational Expense in Reserve 109.5 94.9 94.9 91.3 G.O. Bond Rating: Mood 's Investor Service Aa2 Aa2 Aa2 Aal Standard & Pooes AA AA+ AA+ AAA WATER & SEWER FUND 2007 2008 2009 2010 Available for Debt Service $ 5,660,413 $ 8,789,830 $ 4,852,741 $ 3,267,173 Annual Debt Service Requirement $ 2,442,758 $ 2,364,358 $ 1,659,529 $1,684,659 Covera a per Rate Covenant 2.32 3.72 2.93 1.94 W&S Revenue Bond Rating: Mood 's Investor Service A2 A2 Aa3 Aa2 Standard & Poor's AA- AA+ AA+ AA+ Cityof Allen 282 FY 2012 Budget ' Awards 1 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 GFOA also has established criteria for budget presentation, to demonstrate proficiency in four areas: 1) policy document, 2) financial plan, 3) operations guide, and 4) a communications 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 third time in the history of the City the external audit for the period ending September 30, 2010 resulted in no deficiencies or "management comment items". Cityof Allen 283 FY 2012 Budget 2007 2008 2009 2010 Certificate of Achievement for Excellence in Financial Reporting ✓ V, Distinguished Budget Presentation Award ✓ %/ Achievement of Excellence in Procurement Award ✓ V, Although not an award, but an indication of the value of financial management, for the third time in the history of the City the external audit for the period ending September 30, 2010 resulted in no deficiencies or "management comment items". Cityof Allen 283 FY 2012 Budget Fire 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 3,500 Response Total Calls a 3,000 s:oo V „ 4:00 2,500 0 5 z:oo 2,000 0:00 1,500 FY FY FY FY FY 2011 1,000 2007 2008 2009 2010 Est. Soo 4:39 1 4:41 5:08 5:04 4:52 2006 2007 2008 2009 2010 2011 Esc 0Fire Calls 1,259 1,298 1,473 1,405 1,274 1,350 ■ EMS Calls 2,342 1 2,458 2,809 1 2,740 2,973 3,250 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. Average Response Times a s:oo V „ 4:00 0 5 z:oo 0:00 FY FY FY FY FY 2011 2007 2008 2009 2010 Est. Fire 4:39 1 4:41 5:08 5:04 4:52 •EMS 5100 4.18 5:00 4'54 4:35 Cityof Allen 284 FY 2012 Budget �I 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. [1 Injuries From Fires 2 r 1 Property Loss $6,000,000 $4,000,000 $2,000,000 s - Cityof Allen 285 FY 2012 Budget 2007 2009 2009 2010 Est. r� FY 2007 FY 2006 FY 2009 General Public 1 1 0 0 0 ■Firefighter 0 0 0 0 0 Property Loss $6,000,000 $4,000,000 $2,000,000 s - Cityof Allen 285 FY 2012 Budget FY 2007 FY 2006 FY 2009 FV 2010' FV 2011 139$,12$ 339,450 49BA35 156$]00 500000 One Apartment Fire exceeded $1,000,000 in FY 2010 Inspections The fire marshal inspects new buildings as part of the process to certify them for occupancy. In addition, all existing businesses are inspected annually for fire hazards. As more buildings are constructed both numbers will continue to increase. The department also reviews building plans before construction to make sure the building will be constructed with the proper fire safety systems such as sprinkler systems, alarm systems, exits, and fire mains. 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". Public Education Programs 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 2007 2008 2009 2010 2011 1500 1200 goo OE P 600 a `o a 300 0 Cityof Allen 286 FV 2012 Budget I J .J Inspections and Plan Review 3,000 2,423 2,607 2,382 2,022 2,150 z,0ao l,aao 423 480 409 450 292 0 2007 2008 2009 2010 2011 Est. ■ Fire Inspections ■ Plan Review Public Education Programs 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 2007 2008 2009 2010 2011 1500 1200 goo OE P 600 a `o a 300 0 Cityof Allen 286 FV 2012 Budget I J .J r 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 2% 11 IN Internet ■ Friend/Relative ■ Other ■ unknown Employment Applications Processed 14,000 12,000 10,000 8,000 8 000 aaoo 2,000 D FY2008 FY2009 FY2010 FYrD2011 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 uncesseary advertising expenses. In FY2010,the Human Resources Department was involved with the transition of the Allen Event Center by assisting with on boarding the facility's staff to City employment. This transition resulted in an increase in the total number of employees hired compared to prior years. A total of 257 employees were hired in FY2010 and this figure includes full-time, part-time and seasonal employees. Cityof Allen 287 Employees Hired 300 250 200 Iso sz 100 so 0 H2009 FY2009 FY2010 FYm2011 FY 2012 Budget Employee Turnover The City of Allen experienced 9.0% turnover in FY 2009. 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 2011 is 7.2%, which is a 1.4% decrease from last year. Training Employee Turnover 20.0% 15.0% 10.0% — 5.0% 0.0% FY2008 FY2009 FY2010 FY2011 Est. The City of Allen is collaborating with Wellpower, Inc. for the second time to provide leadership development to managerial/supervisory staff. Some of the outcomes and deliverables of this training include: • Coaching/Mentoring Skills • Understanding Communication Styles • Resolving Conflicts—Collaboration v. Confrontation • Delivering and Receiving Feedback 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. Cityof Allen 288 FY 2012 Budget J 1 Paid and reserved workers compensation claims have shown a desirable decrease since 2008 as depicted in the chart below: Workers Compensation Program Costs $500,000 $400,000 $300,000 $200,000 - - $100,000 $0 2008 2009 2010 2011 The chart below depicts the General Liability Claims for the past four years. Cityof Allen 289 FY 2012 Budget Total incurred Automobile Liability and Automobile Physical Damage claims since 2008 are shown below: Harrassment and Discrimination Claims The City has had a total of six Title VII related claims since 1997, which is a very low rate. Title VII refers to a specific section of the Federal Civil Rights Act of 1964 that addresses discrimination in the workplace. Title VII claims therefore are not related to injuries, but instead are from issues such as sexual harassment or discrimination based on race, ethnicity, sex, and other protected classes. A lack of claims indicates a positive organizational culture combined with controls to prevent and resolve issues before they turn into formal grievances. Cityof Men 290 FY 2012 Budget i� I 1 1 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 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 community's quality of 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 has increased 7% since FY 2008. Visitation decreased slightly in FY 2011, perhaps attributable to the loss of Plano library patrons following that library's decision to separate from Allen's. Recent usage patterns, and the rising number of Allen cardholders, indicate an increase for FY 2012. Annual Checkouts, the total number of library items checked out, has increased 19% since FY 2008. Visitation and Circulation 2008 900,000 1 2010 1 2011 Est. 750,000 ass 8.04 600,000 9.18 9.29 450,000 Capita 300,000 9 150,000 0 2008 2009 2010 2011 2012 Est Pro]. ❑Annual Visits ' 298,442' 316,029 323,493 318,640 328,200 ■AnnualCheck- Outs 670,173 726,014 783,514 799,184 823,159 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 encourages library usage through: welcoming and knowledgeable customer service focusing on the Library as a community gathering place; patron -oriented collection development procedures designed to anticipate and respond to community needs; and the ongoing development and implementation of internal and external marketing practices. Since FY 2010, the Library's circulation per capita has been greater than 9. Texas state public library standards consider 7.5 or higher to be excellent. Cityof Allen 291 FY 2012 Budget 2008 2009 1 2010 1 2011 Est. 2012 Pro'. Circulation Per 8.04 8.70 9.18 9.29 9.35 Capita Cityof Allen 291 FY 2012 Budget 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. The Library staff is completing a three year project to revitalize the collection, increasing relevance, currency, accessibility, and popularity. Available funding has updated and expanded the collection's content and ncreased the number of audio and video materials, replacing Volumes Per Capita audiotapes with CD's and 2.0 MP3 CD's, and videotapes with DVD's173 and Blu-Ray discs. 1.5 ,58 - 1.60 1.02 Electronic books, or e - books, will be added in 1.0 FY2012 with an eventual goal of augmenting the 0.5 collection with electronic audiobooks. Volumes per 0.0 capita is expected to 2008 2009 2010 2011 Est. 2012 Proj. remain steady until economic factors permit greater collection growth. Collection Turnover Rate measures the average number of checkouts per year for each item in the Library's collection. As the collection size increases, turnover rate may decrease slightly. However, 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. Cityof Men 292 FY 2012 Budget 1 2008 12009 12010 2011 Est. 2012 Pro'. Collection 4.93 5.54 5.85 5.79 5.76 Turnover Rate Cityof Men 292 FY 2012 Budget 1 L Programs and Program Attendance Library Programs include preschool storytimes, puppet shows, outreach programs to local schools, teen programs, classic movies, and book clubs as well as general interest cultural, historical, literary, an( summer reading program for children, teens, and beginning in FY 2010, adults. In FY 2011, the Library presented over 700 programs for the second consecutive year, 37% more programs than FY 2008. Program Attendance has increased 87% since FY 2008, and some programs have drawn regional interest, attracting visitors from neighboring cities. Reference Questions ,U,UUu Outt 40,000 600 30,000 400 ■ 20,000 ■� 200 2008 2009 2010 2011 2012 Est. PrOL Reference Questions measures the combined number of questions asked by library patrons at the information desk, children's desk, and second floor reference desk. Inquiries include requests for information about books and authors, reading lists and recommendations, library materials and programs, consumer buying decisions, job hunting and resume creation, community referrals, and details of City activities and accomplishments. The number peaked in 2009 and 2010 as the staff fielded an increasing number of patron requests to transfer items to and from the Plano Public Library. With Plano materials no longer readily available, FY 2011 usage has returned to the FY 2008 level. Cityof Allen 293 2011 Est. 2012 Proj. FY 2012 Budget Support Services Operations ' The Library ensures that the collection remains current, relevant, and in good physical condition. Worn or outdated materials are replaced with new 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. Workflow changes 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, staff can readily identify and prioritize newly arrived items requested by patrons. Although the overall average has not changed since FY 2008, items already requested are readied for checkout in a shorter time frame. 1 1 Cityof Allen 294 FY 2012 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. 1 Court Statistics Traffic offenses constitute approximately 95% of the total tickets issued. The Municipal Court also receives tickets for animal and code enforcement violations. The following chart outlines the staffing levels (FTE), population, tickets issued, warrants issued and revenue and expenditures per fiscal year (FY). FY FTE Population Tickets Issued Warrants Issued % Warrants To Tickets Revenue Exp. 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% $1,691,770 $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 2006-2007 10 73,298 18,562 7,705 41.5% $1,714.960 $570,901 2005-2006 10 69,222 19,038 3,440 18.1 % $1,486,207 $542,630 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' participation are as follows: TOTAL FYI FY11 2/19/10 - 3/15/10 2/27/10 - 2/28/10 2/19/11 to 3/15/11 2/19/11 to 2/20/11 Warrants Served 649 217 580 83 Warrant Value $180,412 $57,489 $159,504 $22,456 Fine Collected $80,539 $27,463 $67,552 $15,659 Bonds Posted $3,712 $1,780 $24,109 $1,605 Value -Time Served $39,925 $11,526 $24,977 $2,288 Value -Dismissed $8,022 $602 $4,4839 $698 Extension to Pa $12,506 $5,304 $12,917 $15,406 Cityof Allen 295 FY 2012 Budget Parks and Recreation Department Introduction The City's parks, greenbelts, and recreation 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 are located in a separate Fund. General Fund Cost Per Capita General Fund cost per capita includes all park related operations, park planning administration, recreation administration and basic operations for recreation facilities and program oversight. In 2010 governmental accounting standards changed. In order to meet the new standards all expenses in the Cost per Capita I Recreation Division that had 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. 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. Acres The ratio of park acres to population has historically been a benchmark of the adequacy of the park system for a city's residents. However, numbers from the ratio are not always comparable between cities because of variations in how open space and greenbelts within each community are treated in the ratio. Using Developed Acres per 1000 Population developed acres as an alternative provides a useful benchmark for comparisons between city park systems. The decline in both the community park and neighborhood park numbers are indicative of our population growth Cityof Allen 296 FY 2012 Budget 1 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 FY12 include the Hydrous Wakeboard Park as well as one or possibly two neighborhood parks. Cost Per Maintained Acre Maintenance of parks and recreation facilities has a large effect on the aesthetic value of a city. The past few years, the department has been working to continue to meet the standards described in the City's Parks and Facilities Maintenance Standards guide. Over the years, new cost efficiency initiatives have Cost per Acre allowed the department to maintain Allen's award-winning park system at high standards during difficult economic times. The final expenses for FY10 were lower than originally estimated due to unanticipated saving in contracted services. The estimated rate/acre for FY11 has been impacted by major maintenance projects at JFRC and DRN as well as by increased water usage due to drought and abnormally high temperatures, and a half .year of operation of the new baseball fields at 'Celebration park. While the FY12 rate is projected to be lower than FY11, it will be impacted by the full year of operation of the new baseball fields as well as the 5% water rate increase that will go into effect in February 2012. 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 Farmer Recreation Center, Allen Senior Recreation and the Visitor Center. Memberships purchased at the Joe Farmer Recreation Center (JFRC), the Allen Senior Recreation Center (ASRC) and The Visitor Center (formerly called the Youth Center /TEYC) 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 does not offer memberships, instead has admission sales which support revenue goals. Cityof Allen 297 FY 2012 Budget Membership Sales 10,000 K 8,000 L w $` 6,000 E 4,000 a 2.000 0 2008 2009 2010 2011Est 2012Proj aTEVC 184 171 112 83 92 �ASRc1359 1440 1546 1517 1535 1lJFRC 1 4246 4249 4070 3700 3850 ■ORN 1 4019 1 4050 3791 3820 4010 Center /TEYC) 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 does not offer memberships, instead has admission sales which support revenue goals. Cityof Allen 297 FY 2012 Budget 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. June 1, 2009 the Youth Center transitioned to 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. Overall there is a projection for a moderate decline in the collective membership totals from 2010 to 2011 Estimated totals. This is a common trend in community facilities largely due to the current economic state. Additionally, Allen's memberships are competing with a handful of local gyms and fitness centers. The Recreation Division is starting to see some requests come in for membership support from the CARE Financial Assistance Program. Projections for 2012 are estimated to be slightly higher than the 2011 estimates. Satisfaction The Recreation Division uses a series of program surveys, comment cards, trailer (follow up) phone calls and various other means to measure satisfaction. The REAL philosophy is the department's guiding customer service program and all divisional staff is trained on the initiative within a short time frame of starting employment, while existing staff undergo regular , training. The goal of 95% is the benchmark goal. Facility Goal DRN 1 JFRC ASRC 1 TEVC 1 Athletics Overall 2011 1 95% 1 93% 1 92% 1 92% 1 90% 1 96% 93% Program Registration Program registration is an indicator of a unique individual or team registering for a program or league. The numbers for program registration include facility rentals for private parties. Program and class registration has seen a decline in some recreation facilities. The down economy is cited by most patrons as the reason for a decrease in their spending habits related to discretionary choices such as recreation classes. However, classes and programs which are "life skill" programs (such as swim lessons) and summer camps have maintained consistent enrollment. Cityof Allen 298 FY 2012 Budget Program Registration 20,000 15,000 10,000 5,000 0 xoo9 xwo x011 En .12 v,{. MiMetl¢¢ SM yi0 SBx arevc u¢ xex xu eM ..S. 64M 111 8.155 ],xBB 75M .JF BxW S,SxS 8,515 B.SM 5805 S.BBt 5.118 S.Mi S.BW Cityof Allen 298 FY 2012 Budget I C 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. Similar to Program Registration, the Class Success Rate has been affected by the economic climate. This is similar to what other municipal parks and recreation classes are experiencing in the metroplex. 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. Facility Goal I DRN I JFRC ASRC 1 TEVCAShletios overall 2011 75% 87% 66% 93% 60% 70% 75% Cityof Allen 299 FY 2012 Budget Parks and Recreation Golf Course Fund 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. Rounds Produced and Cost per Maintained Acre The Golf Industry continues to face challenges in growing the game. Limited growth has been noted in the past five years as there continues to be a market imbalance between the number of courses and number of golfers available. Recent statistics show that there are more course closures than opening for the third consecutive year. Cost per maintained acre decreased compared to past years with a projection of $3,012 per acre in 2012. The reduction in cost per maintained acre is attributed to the course closing for renovation. Items factored in cost per acre include all maintenance practices, maintenance payroll and course supplies such as Flags, cups, tee markers, signage and hazard stakes. Revenue per Golfer Revenue Rounds Produced 50,000 40,000 30,000 m c 20,000 N N E2.000w 1 F1 ^ +J 10,000 1_2 N $1,000 2008 2009 2010 O aneroneediee $2,05 $1.80 $z.oz e �Drwing Rang $342 $345 E3.33 2008 2009 2010 2011 2012 $4.40 $4.62 $4.22 Est Proj' 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. 2011 Projections in merchandise are lower due to keeping a limited amount of soft goods due to the pending course renovation. The driving range remains consistent from past years. The green fee and F&B categories are slightly lower than previous years due to aggressive pricing to fill off peak tee times. This can lead to bringing the type of golfer who is playing on a limited budget. Staff continues to upsell all products. $5000 Revenue Cost per Acre rnifur $5,000 $4,000 E3,000 N N E2.000w 1 F1 ^ +J $0.00 1_2 N $1,000 2008 2009 2010 2011 Est 2012Proi- aneroneediee $2,05 $1.80 $z.oz $e �Drwing Rang $342 $345 E3.33 2008 2009 2010 2011 Est 2012 Proj' $4.95 Revenue per golfer is calculated by total sales from green fees, cart fees, range balls, merchandise sales and food and beverage purchase. 2011 Projections in merchandise are lower due to keeping a limited amount of soft goods due to the pending course renovation. The driving range remains consistent from past years. The green fee and F&B categories are slightly lower than previous years due to aggressive pricing to fill off peak tee times. This can lead to bringing the type of golfer who is playing on a limited budget. Staff continues to upsell all products. $5000 Revenue nor rnifur $40.00 $3000 $20.00 $10.00 1 F1 F1 $0.00 2008 2009 2010 2011 Est 2012Proi- aneroneediee $2,05 $1.80 $z.oz 51.61 �Drwing Rang $342 $345 E3.33 5332 Wood /Bevy $4.95 $4.40 $4.62 $4.22 SGreen Fees $26.85 1 $27.10 1 $27.17 1 $25.80 'Course closed for rrnovadon in FY2012 Cityof Allen 300 FY 2012 Budget 1 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. All projections for 2011 are based on prior call history, projections made by the ' department and other factors. PART I CRIMES (Major Crimesl In the 2010 calendar year, the Allen Police Department experienced an increase in Part crimes. Part I crimes are those serious offenses which include Murder, Rape, Aggravated Assault, Robbery, Arson, Burglary, Larceny -Theft and Motor Vehicle Theft. Part II crimes generally refer to those crimes that include, but are not necessarily limited to Forgery, Fraud, Stolen Property, Criminal Mischief, Liquor Law violations and Weapons offenses. The City of Allen experienced an overall increase of approximately 2.6% in the Uniform Crime Index -defined Part I crimes as compared to 2009. The increase 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. Also, although the raw Cityof Allen 301 FY 2012 Budget Major Crimes 2,500 - 2,000 - 1,500 - 1,000 - 500 - 0 . 2005 2006 2007 2008 2009 2010 2011 Projected The City of Allen experienced an overall increase of approximately 2.6% in the Uniform Crime Index -defined Part I crimes as compared to 2009. The increase 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. Also, although the raw Cityof Allen 301 FY 2012 Budget numbers indicate an increase, a comparison of that number with the increase in population factored indicates only a 1.3% increase in the number of Part I crimes. In 2009, there were 25.83 Part I crimes reported per 1,000 residents. In 2010, that number ' increased to 26.16 per 1,000 residents. Based on UCR Part I crime (major crimes) statistics from January 1 through June 30, 2011 Part I incidents are expected to decrease slightly. PART II CRIMES (Minor Crimes) The Department experienced a decrease of 3.5% in the number of Part II crimes reported in 2010 over 2009. When population growth is factored in, as described in the Part I crimes section, there was a 4.8% decrease in 2010 Part 11 crimes per 1,000 residents when compared to 2009. 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 2010, there were 27.49 Part II crimes reported per 1,000 residents as compared to 28.86 in 2009. Part II crimes are projected to increase in 2011. Traffic As the City and surrounding areas continue to grow, the police department will continue to experience growth in the traffic volume. In 2010, the number of minor (non -injury) accidents increased 2.5% (1,928), and the number of major (injury) accidents decreased 5.3% (182) over 2009. Additionally, the number of fatality accidents in 2010 increased by two as compared to 2010. In 2010 there were two persons killed as the result of motor vehicle accidents. It should be noted that the department will not renew ayear-round traffic enforcement grant in FY 2012 due to budgetary constraints. The department will continue in its efforts to reduce or maintain accident rates throughout the community. Year 2007 2008 2009 2010 % Chan e Minor (Non -Injury) 1,725 1,769 1 881 1,928 +2.5%* Ma'or (Injury) 158 172 l92 182 -5.30/* Fatah 2 1 0 2 +__%* Citations 18.350 20,340 18,551 16,876 Minor Crimes 2,500 2,400 2,300 2,200 2,166 -9.1%* 2,006 2005 2006 2007 2008 2009 2010 2011 Projected Traffic As the City and surrounding areas continue to grow, the police department will continue to experience growth in the traffic volume. In 2010, the number of minor (non -injury) accidents increased 2.5% (1,928), and the number of major (injury) accidents decreased 5.3% (182) over 2009. Additionally, the number of fatality accidents in 2010 increased by two as compared to 2010. In 2010 there were two persons killed as the result of motor vehicle accidents. It should be noted that the department will not renew ayear-round traffic enforcement grant in FY 2012 due to budgetary constraints. The department will continue in its efforts to reduce or maintain accident rates throughout the community. Year 2007 2008 2009 2010 % Chan e Minor (Non -Injury) 1,725 1,769 1 881 1,928 +2.5%* Ma'or (Injury) 158 172 l92 182 -5.30/* Fatah 2 1 0 2 +__%* Citations 18.350 20,340 18,551 16,876 of Allen 302 FY 2012 Budget J In the first six months of 2011 there have been 989 minor (non -injury) accidents,90 major (injury) accidents, and no fatality accidents. Should this rate of motor vehicle crashes continue there will be an increase in 2011. City -9.1%* of Allen 302 FY 2012 Budget J In the first six months of 2011 there have been 989 minor (non -injury) accidents,90 major (injury) accidents, and no fatality accidents. Should this rate of motor vehicle crashes continue there will be an increase in 2011. City Calls for Service ' In 2010, the department experienced a 2.6% decrease in total calls for service as follows: 1 Year 2007 2008 2009 2010 % Change Dispatched Calls for Service 74,207 72,940 73,394 71,475 -2.6%* Directed Patrols 96,616 89,002 103,075 106,576 +3.4%* Park and Walks 15,122 14571 14,889 14,739 -1.1%* Animal Control Calls* 3,944 5,412 4,935 4,062 -17.7% Total Calls for Service 185,945 176,513 191,358 192,790 +0.07%* Animal control calls are figured into total calls for police service 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 6,000 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. In correlation to the increase in Part I crimes, total dispatched calls for services for the first six months of 2011 have also decreased slightly from the same time period in 2010. As a part of the Support Calls for Animal Control Services Division, the Animal 6,000 Control Unit is responsible for the safety of citizens 5,010 regarding domestic animals, z 4,000 wildlife and livestock. This includes rabies prevention, 3.000 animal bite investigation and public education on z'0°° responsible pet ownership. 1,000 In addition, this unit administers animal adoptions ° and provides housing and 02006ft2007 care for stray and unwanted LComplain 3,160 4,335 3,949 5,412 4,935 1 4,062 1 4,100 animals. In 2010, the Animal Control Unit responded to 4,062 calls for service. This is a decrease from 2009. In 2010, the Unit also implemented micro -chipping all adopted animals to its normal operating procedure. Micro -chipping services will be available to residents for their cats and dogs in 2010. It is anticipated that the Animal Control Unit will see a slight increased call volume as the city continues to grow. Cityof Allen 303 FY 2012 Budget 11 CITY OF ALLEN I 1 Glossary 0 Glossary Accrual Method of accounting that recognizes the financial effect of transactions, events, and interfund activities when they occur, regardless of the timing of related cash flows. Activity A specified and distinguishable line of work performed by a division. ADA Americans with Disabilities Act Ad Valorem A tax computed from the assessed valuation of land and improvements. AISD Allen Independent School District Appropriation An authorization made by the legislative body of a government which permits officials to incur obligations against and to make expenditures of governmental resources. Specific appropriations are usually made at the fund level and are granted for a one year period. Appropriation The official enactment by the legislative body establishing the legal authority for Ordinance officials to obligate and expend resources. Arbitrage The ability to obtain tax-exempt bond proceeds and invest the funds in higher yielding taxable securities resulting in a profit. Arbitrage restriction requirements describe the circumstances in which investment in materially higher yielding securities is allowed without compromising the tax-exempt status of the bond issue. The rebate requirements identify what must be done with profits earned from those securities under the arbitrage restriction requirement. Assessed Valuation A value that is established for real or personal property for use as a basis for levying property taxes. (Note: Property values are established by the Central Appraisal District.) Assets Resources owned or held by the City which have monetary value. Balanced Budget A budget adopted by the legislative body and authority by ordinance where the proposed expenditures are equal to or less than the proposed resources. Bonds A written promise to pay a sum of money on a specific date at a specified interest rate. The interest payments and the repayment of the principal are detailed in a bond ordinance. The most common types of bonds are general obligation and revenue bonds. Budget A plan of financial operation embodying an estimate of proposed means of financing it. The "operating budget" is the financial plan adopted for a single fiscal year. The "proposed budget" designates the financial plan initially developed by departments and presented by the City Manager to the Council for approval. The "adopted budget" is the plan as modified and finally approved by that body. The approved budget is authorized by ordinance and thus specifies the legal spending limits for the fiscal year. Budget Adjustment A legal procedure utilized by the City Staff and City Council to revise a budget appropriation. Budget Document The compilation of the spending plans for the various funds, along with supporting schedules, tables and charts which, in total, comprises the annual revenue and expenditure plan. Budget Control The control or management of the organization in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and revenues. Cityof Allen 306 FY 2012 Budget I 11 1 Glossary CAFR Comprehensive Annual Financial Report Capital Outlay An expenditure which results in the acquisition of or addition to fixed assets, and meets these criteria: has an anticipated useful life of more than one year; can be permanently identified as an individual unit of property; belongs to one of the following categories: Land, Buildings, Structures & Improvements, Equipment; constitutes a tangible, permanent addition to the value of the City assets; cost generally exceeds at least $5,000; does not constitute repair or maintenance; and, is not readily susceptible to loss. Capital Reserve Funds that have been appropriated from operating revenues which are to be set aside for designated types of maintenance to the existing infrastructure. CATV Cable Access Television CDBG Community Development Block Grant CHP Capital Improvement Program Contingency Fund A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Cost Center A section of the total organization having a specialized function or activity, and segregated cost and revenue data. COG Council of Governments Covenant A binding agreement; contract. Crime Index The Crime Index is composed of selected offenses used to gauge fluctuations in the overall volume and rate of crime reported to Haw enforcement. The offenses included are the violent crimes of murder and nonnegligent manslaughter, forcible rape, robbery, and aggravated assault, and the property crimes of burglary, larceny -theft, motor vehicle theft, and arson. Current Taxes Taxes that are levied and due within one year. CVB Convention and Visitor's 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 waterlwastewater 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 Technicians Cityof Allen 307 FV 2012 Budget Glossary EOC Emergency Operations Center Encumbrances Obligations in the form of purchase order, contracts or salary commitments which is ' are chargeable to an appropriation and for which a part of the appropriation 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 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 governments as Accounting Principles prescribed by the Governmental Accounting Standards Board (GASB). (GAAP) 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 Cityof Allen 308 FY 2012 Budget i 1 Glossary 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. 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 accounting adapted to the governmental fund type Basis spending measurement focus. Under it, revenues are recognized when they become both "measurable" and "available to finance expenditures of the current period." Expenditures are recognized when the related fund liability is incurred except for (1) inventories of materials and supplies which may be considered expenditures either when purchased or when used; (2) prepaid insurance and similar items which need not be reported; (3) accumulated unpaid vacation, sick pay, and other employee benefit amounts which need not be recognized in the current period, but for which larger -than -normal accumulations must be disclosed in the notes to the financial statements; (4) interest earnings on special assessment levies; and (5) principal and interest on long -tens debt which are generally recognized when due. Mission Statement General statement of purpose. NCTCOG North Central Texas Council of Governments 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 forth) as the property to be replaced. Cityof Allen 309 FY 2012 Budget Glossary RFP Request for Proposals RFQ Request for Quotes Reserve An account used to indicate that a portion of fund resources is restricted for a specific purpose, or is not available for appropriation and subsequent spending. Reserve Fund A backup fund for payment of matured bonds and interest should the Water & Sewer Debt Service Fund fall short of required amounts. Revenues All amounts of money received by a government from external sources other than expense refunds, capital contributions, and residual equity transfers. Rolling Stock Capital items such as motor vehicles, heavy equipment, and other apparatus. ROW Right-of-way SAFER Staffing for Adequate Fire and Emergency Response Service Area Major division within the total organization performing a function, which is composed of departments and is under the oversight of an Assistant City Manager who reports to the City Manager. Service areas include: Administration, Development, and General Government. SDE Spatial Data Engine SH State highway SSI Service Standard Index STEP State Traffic Enforcement Program Strategic Plan Document which lists or describes major goals of an organization along with the strategies that will be employed in attaining them. Tax Rate A percentage applied to all taxable property to raise general revenues. It is derived by dividing the total tax levy by the taxable net property valuation. Taxes Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. Tax Increment Financing Tax Increment Financing; a tool to use future gains in property and sales taxes (TIF) to 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 Cityof Allen 310 FY 2012 Budget 1