ANNUAL BUDGET 2012‐2013

Allen Convention & Visitors Bureau

The Allen Convention & Visitors Bureau (CVB) was officially formed as a City department in September 2009 and was tasked with marketing Allen as a new destination for conventions and tourism. North Star Destination Strategies was hired to create a brand concept that would clearly identify Allen, Texas and communicate our destination assets.

The creative concept developed by North Star positions Allen as a destination for those looking for an easy escape full of simple pleasures with a tone that conveys Allen’s freshness, openness and entertaining nature. The concept personifies Allen with each of the simple pleasures found in our community. Specifically, the concept is about not simply launching Allen’s voice into the marketplace, but about establishing and asserting its persona. Grounding this concept is a signature‐style logo “All the best…Allen.”

For more on Allen, Texas please visit: http://www.cityofallen.org/ http://www.allentx.com/ http://visitallentexas.com/

CITY OF ALLEN, TEXAS ANNUAL BUDGET FISCAL YEAR 2012 – 2013

Approved by the City Council September 11th, 2012

Councilmembers

Mayor Stephen Terrell Mayor Pro Tem, Place No. 5 Gary L. Caplinger Councilmember, Place No. 1 Kurt Kizer Councilmember, Place No. 2 Ross Obermeyer Councilmember, Place No. 3 Joey Herald Councilmember, Place No. 4 Robin L. Sedlacek Councilmember, Place No. 6 Baine Brooks

Management Staff

City Manager Peter H. Vargas Chief Financial Officer Kevin Hammeke Assistant Finance Director Joanne Stoehr Budget Manager Trish Featherston C I T Y O F A L L E N

Our Mission

To achieve excellence in managing development of the community and in providing city services so that conditions of living and public confidence are continually enhanced.

Our Pledge to fulfill our mission in a way that:

RESPECTS AND VALUES CITIZENS AND EMPLOYEES § NURTURES

COMMUNITY INVOLVEMENT § DEMONSTRATES THE HIGHEST ETHICAL

STANDARDS § IMPROVES EFFECTIVE COMMUNICATIONS § MODELS

SAFETY § EXEMPLIFIES PROFESSIONALISM § PROMOTES TEAMWORK §

DEMONSTRATES STEWARDSHIP § REWARDS MERITORIOUS PERFORMANCE

§ MAXIMIZES THE USE OF TECHNOLOGY § ENCOURAGES FLEXIBILITY,

INNOVATION AND CREATIVITY § UTILIZES EFFECTIVE PLANNING §

PROVIDES OPPORTUNITIES FOR PERSONAL AND PROFESSIONAL GROWTH

FOR ALL PERSONNEL § AND ASSIGNS APPROPRIATE RESPONSIBILITY AND

ACCOUNTABILITY.

TABLE OF CONTENTS

BUDGET OVERVIEW Letter from City Manager ...... 1 Economic Outlook ...... 10 Fund Structure ...... 11 Budget Process – Basis, Process, and Amendments ...... 15 Budget Calendar ...... 16 Budget Process – Strategic Plan and Capital Budget ...... 18 Strategic Plan ...... 19 Financial Policies and Practices ...... 27 Revenue Summary ...... 32 Combined Budget Summaries ...... 36 Organizational Chart ...... 41 Staffing Summary ...... 42

GENERAL FUND OVERVIEW Revenue and Expenditure Summary ...... 43 Revenue and Expenditures by Function Charts ...... 45 Revenues ...... 46 Tax Structure ...... 48 Budget Assumptions ...... 49 Expenditures by Function ...... 50 Expenditures by Classification ...... 51

GENERAL FUND DEPARTMENTS City Administration ...... 53 City Secretary ...... 57 Community Development ...... 61 Community Services ...... 69 Engineering ...... 81 Finance ...... 85 Fire ...... 89 Human Resources ...... 93 Information Technology ...... 97 Internal Services ...... 101 Library ...... 105 Municipal Court ...... 111 Parks and Recreation ...... 115 Police ...... 125 Public and Media Relations Office ...... 131 The Village at Allen ...... 137

TABLE OF CONTENTS continued…

DEBT SERVICE FUND Debt Policy and Fund Balance Summary ...... 141 Debt Service Requirements ...... 142

TAX INCREMENT FINANCING FUND Revenue and Expenditure Summary ...... 147 Tax Increment Financing ...... 148

WATER AND SEWER FUND Revenue and Expense Summary ...... 151 Revenue and Expenses by Function Charts ...... 152 Revenue Detail ...... 153 Expenses by Classification ...... 154 Water and Sewer ...... 155 Utility Collections ...... 160

OTHER FUNDS Solid Waste ...... 163 Drainage ...... 169 Golf Course ...... 175 Asset Forfeiture ...... 181 Hotel Occupancy Tax ...... 187 Grant Fund ...... 195 Replacement Fund ...... 201 Risk Management ...... 207 Economic Development Corporation...... 213 Community Development Corporation ...... 219

CAPITAL PROJECTS Locator Map ...... 225 Major Projects - Highlights ...... 226 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 ...... 244 Demographics ...... 251 Departmental Performance Measures ...... 259 Glossary ...... 305

October 1, 2012

Mayor Stephen Terrell Members of the City Council City of Allen Allen, Texas

Mayor Stephen Terrell and Members of the City Council:

I am pleased to present the 2012-2013 City of Allen Annual Budget for Municipal Services. This budget represents the expected revenues and planned expenditures for the City’s fiscal year from October 1, 2012, to September 30, 2013. It has been prepared in conformance with the requirements of Article IV of the City Charter, City financial policies, and State law. The public hearings on the proposed 2012-2013 budget and tax rate were held on August 14, 2012, and August 28, 2012. The budget and tax rate were adopted on September 11, 2012.

The recommended budget for fiscal year 2013 reflects the City’s “New Normal”, which means operating in an era and environment of constrained resources. This fiscal year the budget focuses on maintaining the quality of services at a level the community expects with fewer resources. This budget allows for very modest growth, mainly in the area of public safety, with full staffing of the new fire station (FS #5), and including a full year funding for the new patrol officers and firefighters that were phased in during FY 2012. The modest growth also includes restoring some of the areas reduced in the FY 2012 budget.

Over the years many unfunded state and federal mandates have affected the operating costs of city services. In addition, many city services have remained at little or no cost to the resident or customer. This year, staff will be evaluating the various fees charged for city services to ensure the City of Allen remains in line with other municipalities regarding cost recovery, and will identify areas in which it is necessary to recover additional costs based on the increased mandates or increased cost to provide the service.

Budgeting for modest growth and increasing cost recovery will allow us to maintain the City’s fiscal strength and enable City Staff to continue providing high quality City services. By focusing on the services we currently offer and the staff we currently employ, the City will be able to continue to effectively implement the City Council’s strategic vision. This budget is designed to meet the existing and emerging needs of our vibrant and growing community.

The 2013 fiscal year total combined budget revenue plus beginning fund balance equals $231,348,306 and total budgetary expenditures are estimated at $177,945,730. Balancing the needs of the community with available financial resources presents an annual challenge in the development of the budget. The 2012-2013 budget reflects the efforts of the City Council and City Staff to address the need to provide services and facilities to our citizens while

maintaining a strong financial position. This budget represents the overall plan for accomplishing our goals and objectives for the 2013 fiscal year.

Strategic Planning

On February 4, 2012, the City Council reaffirmed the eight goals that serve as the foundation of the City’s Strategic Plan. The strategic plan is a working document that sets the community’s highest priorities and provides guidance to City Staff when making budgetary determinations. The strategic plan allows City staff to properly align the City’s valuable resources with the community’s priorities, a vital step in accomplishing the City’s goals. The City’s vision, as articulated by the goals developed within the Strategic Plan, is listed below.

Strategic Goals for the City of Allen, Fiscal Year 2013 Goal 1 Enhance community livability and safety. Goal 2 Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen. Goal 3 Improve regional mobility through transportation initiatives. Goal 4 Signify, enhance and communicate Allen’s identity to the region and the nation. Goal 5 Systematically invest in public infrastructure. Goal 6 Maintain operational excellence in City government services. Goal 7 Provide economic investment that increases employment opportunity, the tax base, and provides desired goods and services for residents and contributes to the community character and identity. Goal 8 Proactively work to protect, conserve and manage water resources.

Property Values

According to the Central Appraisal District, the final total assessed property value for 2012- 2013 equals $8 billion, which equates to an overall increase of approximately $399.1 million (5.25%) from the previous year. Assessed property values have increased 13.9% over the past five years, reflecting the slower growth trend that has emerged during that time. By comparison, assessed values grew by 45.6% over the previous five year period, from fiscal years 2004 to 2008, as illustrated in the graph below. Assessed Property Valuation (in Billions) 8.00 7.02 7.32 7.39 7.60 5.72 6.45 4.43 4.79 5.16

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

City of Allen 2 FY 2013 Budget

Tax Rate

The adopted budget reduces the City’s tax rate from $0.553 to $0.552, and continues the City’s commitment to providing high quality services. The City continues to prepare for its future obligations and adheres to the City’s long-term financial plan. Of the total tax rate, $0.405058 is dedicated to operations and maintenance (O&M) in the General Fund, and $0.146942 is dedicated to general obligation debt service. The portion of the tax rate dedicated to debt service is 26.62% of the overall tax rate. This rate is consistent with the City’s current policy to maintain the debt service portion below 35%. History of Tax Rate 0.556 0.555 0.554 0.553 0.552

2008‐2009 2009‐2010 2010‐2011 2011‐2012 2012‐2013

Debt Service Rate O&M Rate Total Tax Rate

The average single-family home value is currently $225,256, an increase of $4,447, or 2%, from the previous year. At the property tax rate of $0.552, the municipal tax paid on the average single family home will be $1,243.

Home Value Tax rate Property Tax $100,000 $0.552 $552 $225,256 (2012 avg.) $0.552 $1,243 $220,809 (2011 avg.) $0.553 $1,221 $218,575 (2010 avg.) $0.554 $1,211 $218,527 (2009 avg.) $0.555 $1,213 $217,600 (2008 avg.) $0.556 $1,210

Debt Service

A portion of the City’s property tax rate is assigned to the debt service fund to pay for the General Obligation (G.O.) Bonds and Certificates of Obligation that have been issued for the acquisition of public land or construction of public infrastructure and facilities. In FY 2012, the sixth year of the CIP program, the City took a one-year hiatus from issuing new debt and starting new projects authorized in the 2007 Bond Program, in order to defer the impact those projects would have on the tax rate, debt burden, and operating costs in the FY 2013 budget. At the beginning of Fiscal Year 2013, the total outstanding debt balance will be $100.425

City of Allen 3 FY 2013 Budget

million, and the debt service payments on this outstanding balance will be $11.96 million for the year.

Programs and Staffing Levels

The City currently supports a staff of 723.24 full-time equivalent employees allocated among the operating departments. This budget recommends an increase of 23.11 full-time equivalent (FTE) positions setting the employment level for fiscal year 2013 at 746.35. This includes 10.25 FTE in the General Fund, 3.0 FTE in the Water and Sewer Fund, 1.0 FTE in the Risk Management Fund, and 8.86 FTE in the Golf Course Fund, which had been reduced in the current year due to the renovation of the Courses at Watters Creek. The staffing level has been increased to address the goals established in the Strategic Plan and maintain the current levels of service. It also allows the City to include in the budget a merit pay increase, of up to 2%.

The graph below reflects the number of employees per thousand citizens for the past five years. Employees per Thousand Citizens

7.9 8.3 8.29 8.22 8.24

2008‐2009 2009‐2010 2010‐2011 2011‐2012 2012‐2013* Proposed

General Fund The General Fund accounts for all expenditures of traditional government services. This fund finances operations such as Public Safety, Library, Administration, Community Services, Parks and Recreation, Engineering, Municipal Court, and Community Development. General Fund revenue is generated from ad valorem property taxes, a one-cent portion of the sales tax, and a variety of fees for services.

General Fund revenues and budget transfers total $78,123,957 for the fiscal year 2012-2013 budget, an increase of 6.6% from the amended 2011-2012 budget. The sales tax remains at the State maximum rate of 8.25% with 1% contributed to the City of Allen’s General Fund. The sales tax is projected to generate revenue of approximately $15.9 million, a 5.3% increase from the amended 2011-2012 budget. This is a result of continued commercial retail development and population growth in Allen.

General Fund operating expenditures and budget transfers total $78,641,300 reflecting a 9.6% increase from the amended 2011-2012 budget. This increase is due in part to the City’s continued management responsibilities for the city-owned Allen Event Center. It is anticipated that much of the expenses related to the management of the event center will be offset by additional revenue created by its operations. Another portion of this increase is due

City of Allen 4 FY 2013 Budget

to the continuation of Public Safety staffing additions in order to meet growth demands. The available ending fund balance for the General Fund is projected to be $16,056,921, leaving 74.5 days of operational expenditures in reserve, within the City policy of 60 to 90 days.

In order to keep up with existing demands, in Fiscal Year 2013 the City will add several new General Fund positions, as follows:

 In the Purchasing division, one new Buyer will assist with the workload, which has increased since the last Purchasing position was added in 2003. Since that time, the existing staff of three has served all City departments, as citywide staffing levels have increased by almost 50% and the City budget has more than doubled.

 Continuing the staffing plan for Fire Station #5, six new Firefighter positions will bring this station up to full staffing. The FY 2013 budget also reflects a full year’s staffing costs for the 6 Firefighter positions that were phased in during FY 2012.

 One IT Applications Specialist is added to assist with the newly implemented software programs required by the IT Master Plan. In addition to Public Safety applications, this also relates to the replacement of the administrative systems software (HTE).

 One .75 FTE Library Specialist in Youth Services will be increased to a full-time Librarian as participation in these programs continues to steadily increase.

 2 new Detention Officer positions are included to respond to an increased need. Salary costs also reflect a full year of staffing for the 12 Police Officer positions approved in FY 2012.

In order to address the City’s long-term maintenance needs, the FY 2013 budget calls for a one-time draw-down on the fund balance. This will include approximately $636,000 to address critical maintenance needs in city operations. Some of the maintenance issues are as follows:  Building maintenance items include replacing carpet and paint at the Library, replacement of two major components of the HVAC system at the MCPAR building, and shower replacement at Fire Station #2;

 Park maintenance items include repairs to concession buildings, replacement of the walking track at JFRC, repairs of the fitness floor and pool area play structure at the Natatorium, and replacement of picnic tables at Bethany Lakes Park.

The City of Allen utilizes a conservative strategy when projecting revenues and expenditures. Revenue and expenditure patterns are closely monitored so that adjustments to spending patterns can be implemented, as needed. The City considers many influences as presented throughout this document along with trend analysis to develop and manage the budget as the year progresses.

City of Allen 5 FY 2013 Budget

Water and Sewer Fund

The Water and Sewer Fund is expected to begin fiscal year 2013 with a $12.52 million working capital balance. The total fund revenues are expected to be approximately $31,120,562, allowing for budgeted expenses of $33,332,647. Expenses include a $2.17 million transfer to capital projects for systematic water and sewer infrastructure replacement projects and future CIP funding, and a $1 million transfer for the Water and Sewer Fund’s portion of the cost to replace the City’s administrative systems software. The budget anticipates a water and sewer rate increase in February 2013 in accordance with the latest water and sewer rate study, which was updated in FY 2012. The $10.31 million in working capital ending balance results in 112.9 days of operating expenditures in reserve, which is within the City policy of 90 to 120 days. This healthy balance is necessary to fund future capital projects and ongoing maintenance planned to ensure that the water and sewer infrastructure will meet the needs of the City at build out. Due to careful implementation of the City’s water and sewer rate plan, coupled with careful attention to cost containment, the City has been able to maintain water and sewer rates that are among the lowest in the region.

In order to continue with the City’s compliance with the Texas Commission on Environmental Quality (TCEQ), three additional employees will be added to establish an Inflow and Infiltration (I&I) Crew. As the City’s wastewater system ages, proactively monitoring for system problems helps to control the inflow of storm and ground water, reducing treatment and transport costs, and reducing the possibility of sanitary sewer overflows.

Solid Waste Fund

The Solid Waste Fund represents the 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 2013 are $6,117,519 with budgeted expenses totaling $6,787,313. The total ending fund balance for the Solid Waste Fund is projected to be $2,435,271. Consistent with prior Council discussion, in fiscal year 2013 the Solid Waste Fund Balance will continue to absorb the costs of a Consumer Price Index cost increase that is contractually due to Community Waste Disposal, as well as a North Texas Municipal Water District disposal cost increase, as opposed to passing the cost increases on to residents and businesses.

After obtaining the Governor’s Community Achievement Award, the highest honor from Keep Texas Beautiful, in Fiscal Year 2012, the Solid Waste Fund will continue its efforts in Fiscal Year 2013 to keep Allen beautiful through its solid waste, recycling, yard waste, and household hazardous waste programs, and by assisting the Keep Allen Beautiful (KAB) Board in the execution of key events including: Allen Recycles Day, Great American Cleanup, Arbor Day/Trees for Allen Program, Earthfest, conducting a zero-waste Allen USA event, and the annual AISD Educator’s Expo.

The Solid Waste Fund will also continue to partner with the Parks and Recreation Department by providing $300,000 towards City-wide litter pick up efforts. The Solid Waste Fund will also continue funding of $300,000 in fiscal year 2013 for alley repairs.

City of Allen 6 FY 2013 Budget

Drainage Fund

The Drainage Fund is supported by drainage fees on utility bills and development inspection fees. The Fund performs drainage system maintenance, funds the City’s contracts for street sweeping and greenbelt mowing along drainage ways, and mosquito abatement activities. The Fund also supports the City’s Texas Pollution Discharge Elimination System (TPDES) permit activities, and provides funds to accomplish drainage system related capital improvements. The anticipated revenues in fiscal year 2013 are $1,326,010 with budgeted expenses totaling $1,452,752. The total ending fund balance for the Drainage Fund is projected to be $797,544.

Grants and Special Revenue Fund

Beginning with the revised fiscal year 2012 budget, the Grant Fund now only reflects state and federal grants that require a single audit. Special revenue items (Court Technology, Court Security, Juvenile Case Manager, Child Safety Fees, Red Light Photo Enforcement, and PEG) are now accounted for in the General Fund. Remaining year-end balances of these sources will be shown as restricted General Fund balance, available for the intended purpose allowable by law.

Golf Course Fund

Continuing to build its reputation as one of the best golf courses in the area, Chase Oaks Golf Club is undergoing major renovations to redesign the course to improve the overall golf experience, and is expected to re-open in November 2012 as The Courses at Watters Creek. This fiscal year, 8.86 FTE positions, which had been reduced in Fiscal Year 2012 due to the course renovation, will be added back to the operating budget. Golf course operational expenses are anticipated to be $2,276,085, which will be covered by operational revenues estimated at $2,112,876, and transfers in from the General Fund of $176,915.

Hotel Occupancy Tax Fund

The Hotel Occupancy Tax Fund collects funds from a 7% tax on hotel rooms rented in the City of Allen. These funds 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 2013 are expected to total $1,097,194 with budgeted expenses of $1,184,848. Since the Hotel Occupancy Tax Fund directly benefits from the recruitment of events and programs held at the Allen Event Center, there will be a $150,000 contribution to the Event Center’s operating budget. This will offset marketing and advertising expenses for the sporting events and art performances held at the Event Center that increase tourism and economic activity at local hotels.

The Fund budget also includes the costs of operating the City’s Convention and Visitors Bureau (CVB). CVB operational and personnel costs are budgeted to be $701,978. This includes funding for the continuation of the new City brand rollout, as well as amounts allocated for the Lone Star Conference basketball tournament, the NCAA Collegiate Wrestling Tournament, the Texas Stampede, and others as they arise. An additional $25,000 will

City of Allen 7 FY 2013 Budget

continue to provide a portion of the funding for the Marketing Specialist in the Public and Media Relations Office that continues to assist in promoting and attracting tourism and the arts in compliance with the permitted uses of the hotel occupancy tax revenue.

Risk Management Fund

The Risk Management 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 2013 employees will be required to contribute an additional 8% towards their health insurance premiums while the City contributes an additional 8% as well. Both the City and the employees will also contribute an additional 6% towards dental premiums. These increases will allow the City to continue to contribute 79% of the total cost of employee health insurance premiums with the employees making up the remaining 21%. The City will continue to maintain a fiscally sound fund while looking for ways to lower healthcare costs.

Workers’ compensation insurance claims and premiums will remain relatively flat compared to the prior year. The budgeted amount for this coverage is $372,639.

Property and liability insurance rates remain relatively flat compared to fiscal year 2012, and with no significant additions of newly insured property, costs are projected to remain stable in fiscal year 2013. The total anticipated amount budgeted for fiscal year 2013 is $561,196.

One new FTE is budgeted for a Risk Specialist position. This position will be responsible for recovering outstanding insurance claims owed to the City. Amounts recovered from these efforts are expected to more than pay for the costs related to this position. The Risk Management Fund continues to be in good financial condition. The fund balance continues to provide the financial security needed in the event that catastrophic claims should occur.

Capital Improvement Program (CIP)

In May 2007, Allen citizens authorized the issuance of $77.895 million in General Obligation Bonds to fund capital improvement projects over the next seven years. These projects represent a significant investment in the City’s infrastructure, public facilities and recreational assets. The approved Capital Improvement Program (CIP) includes projects that address a wide range of capital needs ultimately funded from several sources. FY 2013, the seventh year of the program, totals $3.565 million and includes: repairs to streets and alleys, public safety facility renovations, partnerships on roadways, continuation of Ridgeview Drive extension, and neighborhood park development. The plan recognizes the benefits such projects will bring to the City, as well as the fiscal requirements and obligations each of these projects will entail. Total estimated CIP expenditures for fiscal year 2013 are $25.8 million, which includes projects funded by all other sources.

City of Allen 8 FY 2013 Budget City of Allen 9 FY 2013 Budget CITY OF ALLEN ECONOMIC OUTLOOK

Like the nation, the state, and the region, the City of Allen has been challenged by the recession and slow recovery over the past few years. Below is a discussion of the impact of economic trends on the current budget, and other issues that could affect future budgets.

Property and Sales Tax The rate of growth in property and sales taxes has slowed over the last several years. The current year’s increase of 5.25% in property tax revenues is due to new property, increases in valuations of business personal property, and abatement reductions. Only a small portion of the increase is due to residential and commercial reappraisals. Assessed valuation increases going forward are expected to be less than 5%. Projected sales tax revenue increases include data center technology purchases and in-line retail finish outs, as the City’s retail developments are near full occupancy. The overall increase in sales tax revenues for FY 2013 is estimated at 5.3% over FY 2012 revised revenues.

Capital Projects and Debt After a one-year hiatus in FY 2012 from issuing new debt, the City will proceed conservatively in FY 2013 with the issuance of approximately $3.6 million. This is less than the annual amounts issued in recent years as the City experienced a high rate of growth. In addition to limiting debt issuance in order to defer the impact of project costs on the tax rate, debt burden, and operating costs in the FY 2013 and future budgets, the City has refinanced approximately $26 million over the last two years in order to take advantage of lower interest rates.

Other Operating Needs During FY 2012 the City phased in new Police and Fire personnel in order to address critical needs in patrol and to staff the new Fire Station #5. The impact of these positions in FY 2013 is approximately an additional $378,000. The City also will restore some of the costs that were cut from all departments in FY 2012, including overtime, conferences and training, and education assistance (tuition reimbursement program).

Legislative Issues In recent years, bills have been presented in the State Legislature that would limit the property tax revenues taxing entities can collect. We anticipate that this trend will continue in the 2013 legislative session. Some of these bills could have a devastating impact on cities’ revenues. The City monitors these bills and their progress through each bi-annual legislative session, and responds by working with other local governments to provide supporting data for testimony, or by participating in opportunities to talk directly with legislators. The City also stays updated on legislation at the Federal level, such as that which relates to health care reform, and is planning for the effect of those changes on upcoming budgets.

Balanced Budget In response to the challenges mentioned above, the City continues to make adjustments in order to balance the budget while still meeting critical needs. In FY 2013, the City will rely on a drawdown in the General Fund balance to address several large, one-time maintenance issues. In addition, during FY 2013 the City will implement increases in building permit fees, which have not been updated in a number of years. Revenue estimates will be adjusted at midyear to reflect the new fees.

By using conservative budget management strategies, the City of Allen has been able to navigate challenging economic times with minimal impact to staff, programs, and service levels. The City continually monitors economic conditions, and is prepared to make additional adjustments as circumstances change.

City of Allen 10 FY 2013 Budget CITY OF ALLEN FUND STRUCTURE 2012-2013 FISCAL YEAR

The funds that make up the operating budget are divided into three categories: Governmental Funds, Proprietary Funds, and Component Units.

Governmental Fund Types Governmental funds are those generally used to account for tax-supported governmental activities. The City accounts and budgets for Governmental Funds using the modified accrual basis of accounting. This means that revenue is recognized in the accounting period in which it becomes available and measurable, while expenditures are recognized in the accounting period in which they are incurred.

General Fund The General Fund accounts for all financial resources except those required to be accounted for in other funds, and include basic governmental services such as Police, Fire and Parks functions, among others. All general tax revenues and other receipts not allocated to other funds by law or contractual agreement are accounted for in this fund.

Debt Service Fund The Debt Service Fund accounts for the accumulation of resources for, and the payment of, general long-term debt principal, interest and related costs.

Tax Increment Financing Fund The Tax Increment Financing Fund accounts for property tax and sales tax revenues and eligible infrastructure expenditures associated with the City’s Tax Increment Financing (TIF) zones and related TIF agreements.

Special Revenue Funds The Special Revenue Funds account for the proceeds of certain revenue sources, the expenditure of which are legally restricted for specified purposes.

Asset Forfeiture Fund The Asset Forfeiture Fund is used to account for seized funds or property awarded to the City by court order and expended solely for law enforcement purposes.

Hotel Occupancy Tax Fund The Hotel Occupancy Tax Fund is used to account for funds received from hotel occupancy tax and expended as allowed by state law.

Grant Fund The Grant Fund is used to account for monies received from other governmental agencies that have restricted legal requirements and multi-year budgets. The City’s matching portion is transferred in from the applicable operating fund.

City of Allen 11 FY 2013 Budget CITY OF ALLEN FUND STRUCTURE 2012-2013 FISCAL YEAR

Proprietary Fund Types Proprietary funds use the flow of economic resources measurement focus and the accrual basis of accounting. Under this method, revenues are recorded when earned and expenses are recorded at the time the liability is incurred. There are two types of proprietary funds included in the budget: Enterprise Funds and Internal Service Funds.

Enterprise Funds The Enterprise Funds are used to account for operations that are financed and operated in a manner similar to a private business enterprise. The intent of the governing body is that the cost (expenses, including depreciation) of providing goods or services to the general public be financed or recovered primarily through user charges.

Water and Sewer Fund The Water and Sewer Fund is used to account for the provision of water and sewer services to the residents of the City. Activities include administration, operation and maintenance of the water and sewer system and billing and collection activities. Acquisition and construction of major water and sewer capital facilities and repayment of indebtedness from related bond issues and lease purchases are also accounted for in this proprietary fund. All costs are financed through charges made to utility customers. Rates are reviewed and adjusted when necessary to ensure the solvency of the fund.

Solid Waste Fund The Solid Waste Fund is used to account for revenues and expenses associated with the privately contracted trash collection service and the solid waste disposal contract with the North Texas Municipal Water District.

Drainage Fund The Drainage Fund is used to account for the provision of developing and maintaining proper drainage services to the residents of the City.

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.

City of Allen 12 FY 2013 Budget CITY OF ALLEN FUND STRUCTURE 2012-2013 FISCAL YEAR

Replacement Fund The Replacement Fund accounts for the cost associated with the acquisition of capital assets such as vehicles and machinery and equipment through the rental of such items to other departments.

Risk Management Fund The Risk Management fund accounts for the health insurance portion of employee and retiree benefits, for which the City is self-insured. The fund also includes property and liability insurance and worker’s compensation insurance, as well as the administrative costs of operating the fund. The total costs of this fund are charged proportionally to each of the other operating funds.

Component Units

Component units are legally separate entities for which the City is financially accountable. The City is considered financially accountable for its component units because the City Council appoints the board members, approves the budgets, authorizes debt issuances, and has access to the organizations’ resources.

Allen Economic Development Corporation (AEDC) The AEDC is responsible for aiding, promoting and furthering economic development within the City.

Community Development Corporation (CDC) The CDC is responsible for supporting improvements in community parks and recreation, streets and sidewalks, public safety and the community library.

The chart below shows the relationship among the various funds and their primary revenue sources.

Revenue Sources Property Sales & Use User Tax Tax Fees Special Revenue Internal Services General Fund x x Debt Service Fund x Tax Increment Fin. Fund x x Hotel Tax x Community Dev Corp x Economic Dev Corp x Water & Sewer x Solid Waste x Drainage x Golf Course x Asset Forfeiture x Grant Fund x Replacement Fund x Risk Management x

City of Allen 13 FY 2013 Budget CITY OF ALLEN FUND STRUCTURE 2012-2013 FISCAL YEAR

Other Funds In addition to the funds presented in this document, the following funds, although not part of the annual operating budget, are audited each year and are included in the City’s Comprehensive Annual Financial Report (CAFR). All are classified as Governmental fund types.

Capital Projects Funds The Capital Projects Funds account for all resources used for the acquisition and/or construction of major capital facilities by the City, except those financed by proprietary funds and trust funds. The budget for these funds is presented by project type as a five-year plan in the City’s Capital Improvement Program document. This document is approved, and the updated plan is adopted, each year at the same time the annual operating budget is adopted. These funds include: General Capital Projects, General Obligation Bond fund, and Drainage Improvements. More detailed explanations of the purpose of each fund may be found in the Comprehensive Annual Financial Report.

Other Special Revenue Funds Although this fund is not included in the annual adopted operating budget, the proceeds from this revenue source are legally restricted to expenditures for specific purposes. The purpose of this fund is as follows:

Park Dedication Fund – to account for funds received and expended for the acquisition of additional park land and for the development of neighborhood parks.

City of Allen 14 FY 2013 Budget CITY OF ALLEN BUDGET PROCESS 2012-2013 FISCAL YEAR

Budget Process The budget process is a yearly activity as set forth in the City Charter, Article IV, Section 4.01 to 4.10. The City Council adopts an annual budget prepared by City Management. It is part of the strategic planning process the City of Allen uses to proactively forecast programs needed in a growing community. The budget process starts each year in December with the City Staff analyzing new projects and goals that the City Council has identified as areas of interest and would like to see developed into the strategic plan. The Finance department updates projections of major revenue sources to determine whether total expenditures will need to be adjusted accordingly at midyear. Starting in January, departments begin preparing their personnel requests for the coming year; these are due to Human Resources in March, to allow time for evaluation and pricing prior to budget input. In late February, a team made up of representatives from Planning, Engineering, Community Services, Building and Code, and Finance meets to develop the basic assumptions that will be used during the budget process.

Starting in January and continuing through March departments prepare their requests for items to be replaced from the Replacement fund. Starting in late March and continuing into early April, a team of representatives from Finance and the departments that have fleet operations evaluates these requests and prepares a recommendation for the City Manager.

At the budget kick-off meeting in March, the City Manager gives departments the guidelines to be used in preparing budget requests. The budget is broken down into three parts: a year-end estimate, a base budget for the upcoming year and new programs for the new fiscal year.

The year-end estimate is a projection of revenues and expenditures for the remainder of the current fiscal year. All accounts are evaluated to determine whether they need to be adjusted from current budgets. Accounts that are under or over budget are revised to meet year-end needs. New projects are not added to the year-end estimate. Only the cost for maintaining the current base operation is revised as needed.

The base budget estimate for the upcoming fiscal year is the proposed cost for maintaining the current base operation, and assumes no additions of personnel or equipment. Activities that require additional resources to maintain the current service level, due to factors such as growth or new facilities, are considered additions to the base budget, and are included in the new programs part of the budget. Increases to the operating portion of the base estimate are limited by a set percentage that is tied to an economic indicator to reflect inflation. All capital and one time purchases from the previous fiscal year are not included in the base budget.

The third part of the budget is new programs. This is defined as any change in program emphasis, expenditure of funds, or allocation of personnel or equipment that will result in a change in the level of service currently being delivered. All requests for new personnel, fleet, or equipment that represent a net addition to the operation are included in new costs. For each new program, the department provides a description, itemization, and justification for all costs included in the new program. These are submitted by the departments in a list prioritized according to need.

When all three parts of the budget have been prepared by the departments, Finance reviews them to ensure they are within the budget guidelines. Once all departmental budgets are

City of Allen 15 FY 2013 Budget CITY OF ALLEN BUDGET PROCESS 2012-2013 FISCAL YEAR

completed, each Director meets with the City Manager to discuss their requests for the upcoming year, as well as any adjustments needed in the current year. The City Manager makes any necessary changes, and submits the proposed budget to Council at the second Council meeting in July. At the budget workshop meeting in August, Council has the opportunity to review the budget with the City Manager and Directors, and discuss their opinions and any concerns.

After the Council budget workshop there is a public hearing on the budget and a public hearing on the tax rate. Although public hearings on the tax rate are only required by law if certain criteria are met, the City conducts at least one public hearing each year whether required or not. This gives Citizens a chance to voice their opinions. In the FY2013 budget process, two public hearings were required on the tax rate. To be consistent, the City chose to hold two public hearings on the budget as well.

The City Council adopts the final budget at the first regular Council meeting in September.

Budget Adjustments/Amendments Budget changes that do not affect the “bottom line” total for a department, but transfer dollars from one line item to another within a department’s operating budget, or changes between divisions within a department, are allowed at each Director’s discretion. Any budget adjustment that brings about a change in the total appropriation for a department may be allowed by the City Manager at the written request of the department, based on the City’s ability to fund the request. Any budget adjustment that brings about a change in total appropriations requires Council’s approval in the form of an ordinance.

City of Allen 16 FY 2013 Budget CITY OF ALLEN BUDGET CALENDAR FISCAL YEAR 2012-2013

December 16, 2011 Strategic Planning meeting - Management Team

January 20, 2012 Vehicle replacement lists, forms, and instructions sent to departments

February 4 Strategic Planning with Council February 23 Budget assumptions meeting

March 8 Preliminary meeting - Risk fund March 9 Vehicle/equipment replacement requests due to Finance (inspections week of 3/19) March 9 Personnel requests due to Human Resources March 15 & 20 H T E budget data entry training (March 15th at 10am and 2pm; March 20th at 10am and 2pm) March 16 I.T. requests due to I.T. March 27 Budget kickoff meeting (10am, Council chambers) April 2 Vehicle Replacement Committee meets April 13 Vehicle Replacement and I.T. recommendations to City Manager April 16 Capital Projects (CIP) information due to Engineering department

April 17 Budget input deadline and Ranking Sheets due for: Public and Media Relations CVB CD - Planning City Secretary and Council Community Svcs. (GF & Drainage) CD - Building and Code Finance Library April 24 Budget input deadline and Ranking Sheets due for: Police and Fire Parks and Recreation Engineering Community Services (WS, UB, SW) City Administration Risk Management IT Human Resources EDC and CDC April 18 - May 11 Finance reviews departmental submittals; meets with departments as needed May 7 - 11 Staff review of Hotel Tax Grant applications Week of May 14 Hotel Tax Committee makes recommendations to City Manager May 21 - June 1 City Manager/department head budget review (Memorial Day holiday is Monday, May 28th) June 8 Department summary pages due to Finance; Org charts to Finance from Human Resources June 11 - 22 Final budget preparations June 29 Preliminary budget information to Council

July 6 Departmental performance measures due to Finance July 11 Briefing to department heads on proposed budget July 24 Deliver Proposed Budget to City Council; Council takes record vote to place on the agenda of a future meeting a proposal to adopt the tax rate; Council sets public hearing dates for budget & tax rate July 25 Deadline for chief appraiser to certify rolls to taxing units July 26 Calculation of effective and rollback tax rates (County publishes in 8/2 paper)

August 2 (Thurs) County publishes first notice of public hearing on tax rate (at least 7 days before public hearing); post on City website and cable channel until 8/29 (or day after last public hearing) August 2 (Thurs) City publishes first notice of public hearing on budget (5 to 15 days before public hearing) August 14 First public hearings for budget and tax rate; announce date, time, and place of vote on tax rate August 16 (Thurs) County publishes second notice of public hearing on tax rate (at least 7 days before public hearing) August 16 (Thurs) City publishes second notice of public hearing on budget (5 to 15 days before public hearing) August 16 (Thurs) County publishes first Notice of Vote on Tax Rate August 17 - 19 Council budget workshop August 21 CIP document to Planning & Zoning Commission August 28 Second public hearings for budget and tax rate; announce date, time, and place of vote on tax rate August 29 Remove notice of public hearing from website and TV; post Notice of Vote on Tax rate until 9/12 August 30 (Thurs) County publishes second Notice of Vote on Tax Rate

September 11 Adopt budget at regular council meeting; adopt tax rate at regular Council meeting September 12 Post supplemental notice on website and cable channel if required (post until 9/30)

October 19 Final document published (to CM office for 10/23 Council meeting)

City of Allen 17 FY 2013 Budget CITY OF ALLEN BUDGET PROCESS 2012-2013 FISCAL YEAR

Strategic Plan The City of Allen takes the “team approach” to strategic planning. All departments participate in the development of the City’s Strategic Plan, which is a detailed expansion of the eight goal statements developed by the City Council. The City Council, along with the City Manager and Directors, has identified one or more strategies related to each goal. Each of those strategies has one or more objectives which are incorporated into the budget as resources are needed to achieve them. Department summaries found throughout this document identify tasks related to attaining these objectives, in addition to normal “daily” operations.

Each year, beginning in October, departments provide the City Manager’s office with an updated status for each objective, as well as any suggestions for additional objectives which will help achieve the City’s overall goals. These are compiled into the updated Strategic Plan document, which is presented to Council at the January strategic planning session. This session is attended by the Council, the City Manager, Assistant City Manager, and Department Directors. At this meeting, Council reviews the status of existing goals, and identifies additional goals. Based on this input, any newly identified goals and objectives are then incorporated into the revised, updated document.

On the following pages the Strategic Plan Summary is presented, followed by a list of the objectives for each goal strategy. A complete list of tasks related to each objective may be found in the complete Strategic Plan document, published by the City Manager’s office. The information presented here is from the 2012 Strategic Plan document, which was the basis and justification for budget items requested for FY 2012-2013.

Capital Budget The capital planning and budgeting process is a major, ongoing part of the strategic planning process. Each year, the Engineering, Finance, and Planning departments, working with other departments, reevaluate project priorities, review funding sources, and identify new projects as needed. This information is incorporated into the five-year CIP document. The updated document is given to the City Council in late July, at the same time the proposed budget is presented. Approved by Council at the same time the annual operating budget is adopted, this document is used as a guide for project, debt, and other related budget planning. As such, future years are subject to change. In addition, debt issuance for future projects may be subject to voter approval.

Throughout the year projects are monitored and reprioritized as necessary. The City utilizes the project accounting and budgeting components of the financial software to assist with the monitoring aspect of the process. Monthly reports are provided to Council to keep them informed of the status of projects.

Information from the CIP document, along with further discussion of capital projects, may be found in the “Capital Projects” section of this book.

City of Allen 18 FY 2013 Budget City of Allen 2012 Strategic Plan Implementation Plan

Goal 1. Enhance Community Livability and Safety Year Target Responsibility Identified Date Ongoing Strategies:

Strategy 1. Continue to provide progressive and efficient emergency services Police/Fire 2002 Dec-12 Ongoing Objectives: Objective 1. Improve & enhance communications center Police/Fire 2002 Feb-11 Objective 2. Effectively use technology to enhance public safety services Police/Fire 2002 Dec-12

Strategy 2. Create a clear plan to provide housing and other amenities to attract "Baby Boomers" and Plan/P&R 2010 Jan-13 retirees to live, shop, and play in Allen. Ongoing Objectives: Objective 1. Use the "PD 54" concept as a template to encourage mixed use developments that meet the desired density Plan 2010 variations and amenity levels that are attractive to "Baby Boomers" Objective 2. Create and/or expand amenities and programming for active seniors P&R 2010 Objective 3. Recruit the medical/health resources needed to support a diverse population demographic AEDC/Plan 2010 Jan-13

Strategy 3. Manage growth and development to preserve Allen's character and maintain Plan 2001 Aug-12 neighborhood vitality Ongoing Objectives: Objective 1. Continue implementation of the Neighborhood Integrity Program Plan 2006 Aug-12 Objective 2. Develop a revitalization plan for older neighborhoods and commercial developments Plan 2001 Aug-12 Objective 3. Continue revitalization and neighborhood integrity plan that encourages and rewards property owners rather Plan 2009 Jul-12 than penalizing them through code enforcement

Strategy 4. Update Allen's Comprehensive Plan Plan 2009 Dec-12 Ongoing Objectives: Objective 1. Update Allen's Comprehensive Plan Plan 2009 Dec-12

Strategy 5. Renovate and Construct Neighborhood Parks with Designs for Water Conservation P&R 2002 Jul-12 Ongoing Objectives: Objective 1. Construct Windridge Neighborhood Park P&R 2007 Oct-13 Objective 2. Construct Shelley Farm Neighborhood Park P&R 2007 Aug-12

Strategy 6. Redevelop Hillside Property (ball fields) P&R 2002 Nov-12 Ongoing Objectives: Objective 1. Identify long term uses for the property P&R 2002 Oct-12

Strategy 7. Implement safety monitoring systems throughout the park system P&R 2007 Jul-12 Ongoing Objectives: Objective 1. Install video camera recording systems in City parks P&R 2007 Apr-12

City of Allen 19 FY 2013 Budget City of Allen 2012 Strategic Plan Implementation Plan

Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Year Target Responsibility Identified Date Ongoing Strategies:

Strategy 1. Evaluate next steps for the construction of the Arts Center of North Texas project Admin 2010 Sep-12 Ongoing Objectives: Objective 1. The plan to provide the financial and management support necessary to begin construction of the first phase Admin 2010 of the Arts Center of North Texas Project is on hold.

Strategy 2. Create recreational partnerships P&R 2005 Feb-13 Ongoing Objectives: Objective 1. Develop partnership with ASA for future athletic facilities and recreational opportunities P&R 2005 Aug-12

Strategy 3. Expand Public Safety Regional Partnerships Police/Fire 2005 Jan-13 Ongoing Objectives: Objective 1. Continue to enhance existing partnerships with FEMA and Homeland Security Police/Fire 2007 Jan-13

Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and P&R 2005 Jul-12 entities Ongoing Objectives: Objective 1. Strengthen and Establish relationships with existing and new members of County Commissioners Court Sep-12 Objective 2. Continue to pursue opportunities with the Allen Independent School District (AISD) for joint City-AISD Mar-14 facilities Objective 3. Obtain grants for open space P&R 2005 Jul-12 Objective 4. Continue collaboration with neighboring communities, County and NCTCOG to ensure regional connectivity P&R 2009 Objective 5. Monitor the impacts on Allen as a result of the 2010 Census Data Aug-12

Strategy 5. Continue leveraging transportation matching funds Eng 2005 Dec-13 Ongoing Objectives: Objective 1. Continue partnerships with TxDOT for new roadway projects (see Goal 3, Strategy 2) Eng 2005 Dec-12 Objective 2. Continue partnerships with County for new roadway projects (see Goal 3, Strategy 2) Eng 2005 May-13

Strategy 6. Foster educational partnerships for K-12 education and higher education Library/Plan 2006 Oct-12 Ongoing Objectives: Objective 1. Work with various Universities to pursue opportunities of opening a satellite facility Plan 2006 Dec-12 Objective 2. Partner with local schools to develop and conduct outreach programs to encourage reading Library 2008 Oct-12

Strategy 7. Define and advocate Allen's positions and interests at the Texas legislature Admin 2006 May-13 Ongoing Objectives: Objective 1. Legislative advocacy through creation and promotion of a City platform/agenda Admin/Fire 2006 May-13 Objective 2. Monitor state legislation regarding public transportation funding Eng 2003 May-13 Objective 3. Monitor state legislation regarding issues related to home owner's associations Fire/Planning 2011 May-13

Strategy 8. Work with partners to protect and conserve natural resources CS/Eng 2007 Dec-13 Ongoing Objectives: Objective 1. Work with NCTCOG to protect and improve air quality Eng 2007 Dec-12 Objective 2. Work with partners to conserve electricity CS 2007 Oct-13 Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit Eng 2008 Oct-12

City of Allen 20 FY 2013 Budget City of Allen 2012 Strategic Plan Implementation Plan

Goal 3. Improve regional mobility through transportation initiatives Year Target Responsibility Identified Date Ongoing Strategies:

Strategy 1. Develop a local/regional transit plan including mass transit/light rail Plan/Eng 2003 Nov-13 Ongoing Objectives: Objective 1. Research need/feasibility of local transportation system through participation in NCTCOG Regional Study Plan/Eng 2006 Jul-12 Objective 2. Educate citizens regarding the City's transportation needs PAMRO 2003 Dec-12 Objective 3. Hold election regarding mass transit City Sec 2003 Nov-15 Objective 4. Begin implementing mass transit plan Admin/Plan 2003 Jan-17 Objective 5. Need funding & legislative support to pursue mass transit/light rail Plan/Eng 2008 Nov-13

Strategy 2. Continue to leverage County, State (TxDOT) and Federal resources for road funding Eng 2004 Jul-12 Ongoing Objectives: Objective 1. Work with TxDOT on US 75 Eng 2004 Jul-13 Objective 2. Reconstruct US 75 and SH 121 Interchange Eng 2004 Aug-12 Objective 3. Pursue SH121 Regional Toll Revenue for Allen road projects Eng 2007 Aug-12 Objective 4. Continue partnerships with County for new roadway projects Eng 2005 Dec-12

Strategy 3. Actively work to address legislative issues related to transportation Admin 2008 May-13 Ongoing Objectives: Objective 1. Form a Collin County Partnership with neighboring cities to actively pursue legislative solutions to Plan/Eng 2008 Dec-13 transportation Objective 2. Continue active membership in Dallas Regional Mobility Coalition, NCTCOG's Regional Transportation Eng 2004 Dec-12 Council and other organizations

City of Allen 21 FY 2013 Budget City of Allen 2012 Strategic Plan Implementation Plan

Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation. Year Target Responsibility Identified Date Ongoing Strategies:

Strategy 1. Position the City of Allen's Conventions and Visitors Bureau as the principle vehicle for Admin/P&R 2010 Jan-13 attracting new tourism opportunities and establishing the City as a tourism destination Ongoing Objectives: Objective 1. Create a mission statement and strategic plan for the Allen Convention and Visitors Bureau (CVB) Admin/P&R 2010 Sep-12 Objective 2. Create a branding campaign to clearly communicate the CVB's purpose and value as a resource to attract groups and events to the City of Allen

Strategy 2. Showcase Allen through the Allen USA celebration and other annual events P&R 2009 Jun-12 Ongoing Objectives: Objective 1. Develop a plan to identify and establish a second marquee annual event in Allen P&R 2010 Objective 2. Develop a plan for the future of the City of Allen Christmas Tree lighting program P&R 2011

Strategy 3. Advance Trails Plan to ensure continuation and connectivity of the trails system P&R 2002 Nov-12 Ongoing Objectives: Objective 1. Continue construction of trail improvements to implement the regional, six cities trail system P&R 2002 Nov-12 Objective 2. Construct the 7-mile Trail Loop P&R 2010 Sep-20 Objective 3. Construct the 6-mile Trail Loop P&R 2010 Dec-20

Strategy 4. Continue to seek open space funding P&R 2002 Oct-13 Ongoing Objectives: Objective 1. Molsen Farm Project P&R 2008 Oct-13

Strategy 5. Plan for the design and construction of needed City Parks and Recreation Facilities P&R 2003 Mar-13 Ongoing Objectives: Objective 1. Establish new recreation facility and adjoining community park west of US 75 P&R 2003 Mar-13 Objective 2. Design and Construct Celebration Park, Phase II P&R 2007 Jun-11 Objective 3. Design and Construct an Athletic Complex P&R 2007 Mar-11 Objective 4. Renovate the existing Joe Farmer Recreation Center P&R 2008 Dec-13 Objective 5. Redevelop Ford Pool P&R 2009

Strategy 6. Signify the City of Allen through beautification efforts P&R/Eng 2004 Mar-13 Ongoing Objectives: Objective 1. Construct City Entrance Monument P&R 2004 Nov-13 Objective 2. Implement the Public Art Master Plan P&R 2007 Mar-13

Strategy 7. Promote lifelong learning, literacy, recreational reading, and an awareness of current Library 2005 Oct-12 cultural and social trends. Ongoing Objectives: Objective 1. Provide popular recreational and informational materials in print, audiovisual, and electronic formats. Library 2009 Oct-12 Objective 2. Conduct programs to promote literacy, encourage lifelong learning, stimulate creativity, and provide a Library 2005 Oct-12 community gathering place. Objective 3. Provide access to online information resources. Library 2008 Oct-12

Strategy 8. Encourage the awareness and use of Library services and programs through marketing, Library 2011 Mar-14 outreach, and a welcoming social environment Ongoing Objectives: Objective 1. Develop and provide Library outreach opportunities for the community. Library 2011 Objective 2. Increase Library use through marketing and merchandising. Library 2011 Objective 3. Provide a positive experience and welcoming environment for Library patrons. Library 2011

Strategy 9. Promote cultural and intellectual development through exhibits and programs. Library 2002 Oct-12 Ongoing Objectives: Objective 1. Develop and host engaging and informative exhibits for the gallery space. Library 2006 Oct-12 Objective 2. Celebrate a broad range of creative expression, human knowledge, and cultural diversity. Library 2006 Oct-12

Strategy 10. Develop a Healthy Communities initiative to encourage fitness, exercise and healthy P&R 2007 Dec-12 lifestyles Ongoing Objectives: Objective 1. Implement the Alliance for a Healthier Allen program P&R 2007 Dec-12

Strategy 11. Emphasize marketing efforts to communicate Allen's identity PAMRO 2006 Dec-12 Ongoing Objectives: Objective 1. Continue to enhance the City's website PAMRO 2008 Mar-11 Objective 2. Design updates for major City publications PAMRO 2006 May-12 Objective 3. Develop Allen's destination branding strategy PAMRO 2006 Apr-12

City of Allen 22 FY 2013 Budget City of Allen 2012 Strategic Plan Implementation Plan

Goal 5. Systematically invest in public infrastructure Year Target Responsibility Identified Date Ongoing Strategies:

Strategy 1. Implementation of the 2007-2013 Capital Improvement Program (CIP) Eng 2008 Dec-12 Ongoing Objectives: Objective 1. Implement the CIP GO Bond Program Eng 2008 Dec-12 Objective 2. Communicate with citizens on the status of Bond Projects Eng/PAMRO 2008 Jun-12 Objective 3. Apply for the use of Economic Stimulus Plan dollars for CIP projects Eng 2009 Sep-12 Objective 4. Create a land acquisition plan that takes advantage of current market conditions and financing costs to Eng 2010 acquire the land needed for short-term infrastructure projects. Objective 5. Compile ideas for future bond elections Eng 2009 May-14

Strategy 2. Continue to improve traffic management within the City Eng 2000 Sep-12 Ongoing Objectives: Objective 1. Construct an integrated, synchronized traffic signal system to provide for improved monitoring and Eng 2000 Jul-11 coordination Objective 2. Design and construct traffic signals to ensure safe and efficient traffic management Eng 2009 Sep-12

Strategy 3. Develop and implement Infrastructure Maintenance Plan/schedules for Community CS 2000 Oct-12 Service operations Ongoing Objectives: Objective 1. Continue alley replacement program CS/Eng 2000 Oct-12 Objective 2. Review long-term maintenance of existing buildings, streets, water and sewer lines CS 2008 Dec-13

Strategy 4. Construct and improve roadway infrastructure Eng 2000 Dec-13 Ongoing Objectives: Objective 1. Continue to advance capital improvement program to take advantage of current economic conditions. Eng/CS 2010 Objective 2. East Stacy Road Improvement - Phase II Eng 2007 Dec-12 Objective 3. Exchange Parkway underpass at SH 121 Eng 2007 Feb-11 Objective 4. Ridgeview Drive Eng 2007 Nov-13 Objective 5. Ridgeview Drive - US 75 to Stacy Road Eng 2007 Nov-14 Objective 6. Ridgeview Drive - Stacy to Alma Eng 2007 Jan-15 Objective 7. Ridgeview Interchange with US 75 Eng 2007 Dec-13 Objective 8. Bethany Drive Eng Feb-13

Strategy 5. Plan for the construction of needed City facilities Eng 2005 Nov-13 Ongoing Objectives: Objective 1. Promote a more "green" approach to construction of new facilities Eng 2008 Dec-13 Objective 2. Construct Fire Station 5 Eng/Fire 2005 Sep-11 Objective 3. Construct Fire Station 6 Eng/Fire 2005 Nov-15

City of Allen 23 FY 2013 Budget City of Allen 2012 Strategic Plan Implementation Plan

Goal 6. Maintain operational excellence in City government services Year Target Responsibility Identified Date Ongoing Strategies:

Strategy 1. Utilize technology for optimum performance and customer service IT 2006 Dec-12 Ongoing Objectives: Objective 1. Research the use of wireless technology IT 2006 Apr-13 Objective 2. Expand use of GIS tools Plan 2001 Oct-13 Objective 3. Implement the IT Master Plan IT 2007 Dec-11 Objective 4. Consider a virtual communication platform IT 2008 Oct-12

Strategy 2. Develop Human Resources programs to become the City that is the "Employer of Choice" HR 2000 Dec-12 Ongoing Objectives: Objective 1. Develop a professional development program for city employees HR 2007 Dec-12 Objective 2. Continue to improve and maintain quality staff HR 2007 Dec-12 Objective 3. Enhance organization-wide training programs HR 2000 Dec-12 Objective 4. Continually review and address HR programs to maintain an excellent workforce HR 2008 Dec-12

Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality HR 2006 Dec-12 Services Ongoing Objectives: Objective 1. Continue to emphasize the City's organizational values through the PRIDE program HR 2006 Dec-12

Strategy 4. Ensure excellent fiscal management to maintain public trust Finance 2000 Oct-12 Ongoing Objectives: Objective 1. Improve financial processing using technology and more efficient policies and procedures Fin/HR 2000 Dec-12 Objective 2. Provide and maintain public services within the potential revenue limits facing the City Finance 2007 Oct-12 Objective 3. Monitor the City's capital investments during economic challenges Finance 2009 Oct-12 Objective 4. Maintain/sustain financially sound organization Finance 2000 Sep-12

Strategy 5. Continue to Highlight the City's Exemplary Programs through Regional, State, and Admin 2006 Dec-12 National Award Applications Ongoing Objectives: Objective 1. Apply for TML Municipal Excellence Awards Admin 2004 Dec-12 Objective 2. Apply for NLC Awards Admin 2004 Jan-13

Strategy 6. Continue to maintain and enhance web-site to improve customer service PAMRO 2006 May-12 Ongoing Objectives: Objective 1. Continue to investigate the feasibility of e-commerce and implement on-line transactions IT/Admin 2000 May-11

Strategy 7. Continue to Provide Creative Original Programming on the City of Allen Government PAMRO 2006 Dec-12 Channel ACTV Ongoing Objectives: Objective 1. Continue to develop award winning programs on the City's cable channel PAMRO 2006 Dec-12

City of Allen 24 FY 2013 Budget City of Allen 2012 Strategic Plan Implementation Plan

Goal 7. Provide economic investment that increases employment opportunity, the tax base, and provides Year Target desired goods and services for residents and contributes to the community character and identity Responsibility Identified Date Ongoing Strategies:

Strategy 1. Identify the type of industry the City of Allen desires to recruit to the SH121 corridor and AEDC/Plan 2010 Jan-13 encourage development of commercial space that is most attractive to meet those needs. Ongoing Objectives: Objective 1. Be prepared to recruit/support corporate relocation candidates to Allen. AEDC/Plan 2010 Jan-13 Objective 2. Use partnerships and zoning to attract development that will maximize the value of the 121 Corridor. AEDC/Plan 2010 Jan-13

Strategy 2. Create and implement a timetable for public and private investment in the area Plan/AEDC 2006 Dec-12 surrounding the U.S. 75 and S.H. 121 interchange Ongoing Objectives: Objective 1. Continue dialogue with Developers regarding their plans for a mixed use development (U.S. 75 and S.H. 121 Plan/AEDC 2006 Dec-12 interchange) Objective 2. Use public incentives to affect the timeline and development of the projects in this area (U.S. 75 and S.H. Plan/AEDC 2006 Dec-12 121 interchange) Objective 3. Remain involved in the decision-making process for design and implementation of the SH 121 Project Eng 2006 Dec-12

Strategy 3. Provide public sector expertise and assistance for continued development in the Garden Plan/AEDC 2006 Oct-12 District (Watters Creek) Ongoing Objectives: Objective 1. Use an "open arms" approach to ensure the developer continues the retail development according to the Plan/AEDC 2006 Oct-11 plans and schedule Objective 2. Continue active recruitment/action/dialogue throughout the entire project Plan/AEDC 2006 Oct-11

Strategy 4. Continue to target prospects to achieve City goals for company recruitment and business AEDC 2006 Jan-13 retention Ongoing Objectives: Objective 1. Continue to identify and target office development products for the City of Allen AEDC 2006 Dec-12 Objective 2. Continue to identify and target office tech development products for the City of Allen AEDC 2006 Jan-13 Objective 3. Maintain economic diversity through targeted recruitment and marketing AEDC 2006 Jan-13 Objective 4. Local Industry Retention AEDC 2006 Dec-12 Objective 5. Recruit other service oriented developments to Allen AEDC 2006 Jun-12 Objective 6. Develop and Promote Business Parks AEDC 2006 Jun-13 Objective 7. Recruit Innovation Companies AEDC/Plan 2008 Dec-12 Objective 8. Recruit Data Centers AEDC 2008 Dec-12 Objective 9. Explore new avenues to encourage economic development AEDC 2008 Jan-13

Strategy 5. Manage growth and redevelopment Plan 2003 Oct-12 Ongoing Objectives: Objective 1. Begin focusing on redevelopment of older commercial areas Plan 2003 Oct-12

Strategy 6. Create a viable Central Business District (CBD) Plan 2004 Jan-13 Ongoing Objectives: Objective 1. Redefine the vision for the CBD Plan 2004 Dec-12 Objective 2. Evaluate the cost/benefit of redevelopment of the CBD Plan 2004 May-12 Objective 3. Invest in CBD Infrastructure Plan 2004 Jun-14 Objective 4. Identify potential developers for the CBD Plan/AEDC 2004 Jan-13

Strategy 7. Initiate workforce development issues related to business attraction and retention Plan/AEDC 2008 Jan-13 Ongoing Objectives: Objective 1. Collaborate with colleges, the business community and AISD to ensure Allen has appropriate career AEDC 2008 Jan-13 technology, college preparatory and remedial preparatory training Objective 2. Develop a plan to identify and define what type of workforce is needed to recruit to Allen AEDC 2008 Dec-12

City of Allen 25 FY 2013 Budget City of Allen 2012 Strategic Plan Implementation Plan

Goal 8. Proactively work to protect, conserve and manage water resources Year Target Responsibility Identified Date Ongoing Strategies:

Strategy 1. Develop water conservation initiatives that encourage residents, businesses and City's CS 2007 Oct-12 operations to adopt a "low water-use" lifestyle Ongoing Objectives: Objective 1. Enhance programs to inform and educate citizens and businesses about water conservation CS/P&R 2007 Oct-12 Objective 2. Implement initiatives to improve city operations related to water conservation CS/P&R 2007 Oct-12

Strategy 2. Improve water and sewer infrastructure Eng 2005 Jul-13 Ongoing Objectives: Objective 1. Replace Hillside Water Tower with a 2 million gallon composite tank Eng 2005 Jun-11 Objective 2. Reconstruct Belz lift station and force main Eng 2005 Oct-13

Strategy 3. Support efforts to assure continuity/restoration of current water supply to North Texas CS 2012 Dec-14 Municipal Water District and development of future water rights for the region Ongoing Objectives: Objective 1. Support regional efforts to assure that NTMWD's plans to restore Lake Texoma Water are successful CS 2012 Objective 2. Support regional efforts to construct new reservoirs and acquire additional water sources that will add to CS 2012 Dec-14 NTMWD's water rights

City of Allen 26 FY 2013 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2012-2013

Introduction The City of Allen, Texas financial policies and practices set forth the basic framework for the fiscal management of the City. These policies and procedures were developed within the parameters established by applicable provisions of the Texas Local Government Code, the City of Allen Charter and internal management.

Basis of Accounting and Budgeting The City’s finances are accounted for in accordance with generally accepted accounting principles (GAAP) as established by the Governmental Accounting Standards Board (GASB).

The accounts of the City are organized and operated on the basis of funds and account groups. Funds are established according to governmental accounting standards and are used to aid management in demonstrating compliance with finance-related legal and contractual provisions. The number of funds maintained is the minimum needed to be consistent with legal and managerial requirements.

The City uses a budget format based on modified accrual accounting for governmental funds. This means that budgeted expenditures are recorded when the services or goods are received and the liabilities are incurred, but revenues are recognized only when they are measurable and available. Proprietary Funds are budgeted using an accrual accounting basis. Expenditures are still recognized as they are encumbered, but revenues are recognized as they are obligated to the City.

The City utilizes encumbrance accounting for its Governmental Fund types, under which purchase orders, contracts and other commitments for the expenditure of monies are recorded in order to reserve that portion of the applicable appropriation. Outstanding encumbrances at fiscal year-end do not constitute expenditures or liabilities; these commitments are re-appropriated and honored the subsequent fiscal year. Significant encumbrances are disclosed in the notes to the financial statements in conjunction with other commitments.

The City’s operating budget is adopted on an annual basis; all appropriations lapse at fiscal year end. Capital projects have project-length or multi-year budgets approved by Council.

The budget is prepared in accordance with GAAP, with the exception of depreciation and amortization, and compensated absences (accrued but unused vacation and sick leave). These are accrued in the financial statements of the proprietary funds, but are not shown as expenses in the budget.

Financial Reporting Following the conclusion of the fiscal year, the City’s accounting records are audited by an independent public accounting firm. The Finance department is responsible for preparing a Comprehensive Annual Financial Report (CAFR) in accordance with generally accepted accounting and financial reporting principles established by the Governmental Accounting Standards Board (GASB). The document shall also satisfy all criteria of the Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting program.

The CAFR shows the status of the City’s finances on the basis of generally accepted accounting principles (GAAP). The CAFR shows fund revenues and expenditures on both a GAAP basis and budget basis for comparison purposes.

The results of the annual audit prepared by independent certified public accountants designated by the City Council is included as part of the CAFR.

City of Allen 27 FY 2013 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2012-2013

On-line reporting has been developed to allow individual departments to review and compare actual expenditures to budget as needed. The Finance department also reviews operating revenues and expenditures, recommending adjustments as needed. On a quarterly basis, the Finance Department submits reports to the Council of receipts and disbursements in sufficient detail to show the financial condition of the City. Status reports for capital projects are provided to Council each month.

Fund Balance, Working Capital and Debt Management Policy To establish key elements for the financial stability of the City, the City Council has formally approved a separate Fund Balance, Working Capital and Debt Management Policy, setting guidelines for the purpose of funds, reserves and debt management. A copy of the policy can be found in the appendix.

Reserves The City maintains a prudent level of financial resources to protect against the need to reduce service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time expenditures. In the General Fund, that level is 60 to 90 days of operating expenses. In the Water and Sewer fund, the policy is for 90 to 120 days of operating expenses. In the Debt Service Fund a range of 5% to 10% of the required annual principal and interest payments is maintained and in the Risk Management fund, the City maintains a minimum reserve of $500,000 to cover unexpected costs relating to health insurance claims; the City is self-insured for this component of the fund. All funds are monitored and managed according to the intended purpose of the individual fund.

Debt Management All debt issuances are for the purposes of financing capital infrastructure or long-lived costly assets. Each debt issuance is evaluated against multiple policies addressing: debt service as a percent of operating expenditures, tax and revenue bases for the repayment of debt, the overall debt burden on the community, statutory limitations and market factors affecting tax-exempt interest costs. Sizing of the City’s capital improvement program based on debt capacity in conjunction with conservatively estimated 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.

City of Allen 28 FY 2013 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2012-2013

Debt Service Funds: the assurance of investment liquidity adequate to cover the debt service obligation on the required payment date.

Reserve Funds: generate a dependable revenue stream to the appropriate fund from securities with a low to moderate degree of volatility.

Special projects or special purpose funds: assure that anticipated cash flows are matched with adequate investment liquidity.

Investment Objectives The City shall manage and invest its cash with four objectives listed in priority order:

 Safety of the principal invested  Liquidity and availability of cash to pay obligations when due  Receive the highest possible rate of return (yield) consistent with the City’s investment policy  Investment officials shall act responsibly as custodians of the public trust.

Responsibility and Control Authority to manage the City’s investment program is designated by a resolution adopted by the City Council. The Chief Financial Officer is designated as the primary investment officer and the Assistant Finance Director is the secondary investment officer. Investment officers shall attend at least one training session related to the officer’s responsibility under the Act within 12 months after taking office or assuming duties. Investment officers are required to attend one training session every two years.

Investment Portfolio Authorized investments and maximum percent of total investments include: Collateralized Certificates of Deposits (CD’s) 50% Collateralized Repurchase Agreements 30% U.S. Treasury Obligations 100% Municipal Investment Pool 100% Commercial Bank Savings Accounts 15% U.S. Government Agency Securities, non-callable 100% U.S. Government Agency Securities, callable 70% U.S. Government Sponsored Corporation’s instruments, non-callable 75% U.S. Government Sponsored Corporation’s Instruments, callable 70% Commercial Paper 20% Banker’s Acceptances 10% Guaranteed Investment Contracts 25% State or Local Governmental Obligations 30%

Term of Investment The maximum term of any investment may not exceed five (5) years.

Quarterly Reporting On a quarterly basis, the authorized investment officers will submit a signed quarterly investment report to the City Council that summarizes investment activity for each City pooled fund group. The report must contain information required by the Public Funds Investment Act and include beginning and ending market values of each separately invested asset, purchase and maturity dates, additions and changes to the market value and fully accrued interest for the reporting period.

City of Allen 29 FY 2013 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2012-2013

Procurement Planning All City purchases of goods or services are made in accordance with the Texas Local Government Code, including Chapter 252, Purchasing and Contracting Authority of Municipalities, other relevant federal, state and local statutes. The City’s purchasing policy requires all purchases greater than $15,000 be approved by the City Manager and purchases of $50,000 or greater must be advertised in accordance with the competitive bid process and awarded by the City Council.

The City implemented a Procurement Card (P-card) Program as a cost-effective alternative to the existing purchase order process. The P-card is used for small dollar/high volume purchases to assist employees to more quickly and easily obtain the goods and services needed to get the job done. Internal management controls together with the card’s inherent controls will ensure that the card can be used only for specific purchases and within specific dollar limits. Periodic audits of P-card purchases will be conducted with the objective to determine compliance with the P-Card and City Purchasing procedures.

The following shows a summary of approval requirements for purchases.

APPROVAL REQUIREMENTS FOR PURCHASES

Requires Director or Department Purchasing City City Dollar Figure Quotes Designee Director Manager Manager Council $0 to less than $3,000 (purchase order or credit card) √ √

$3,000 to less than $10,000 √ √ √ √

$10,000 to less than $15,000 √ √ √ √ √

$15,000 to less than $50,000 √ √ √ √ $15,000 or more Professional Service Contracts √ √ √ √ $50,000 or more (Formal Bids - State required over $50,000) Materials and Equipment √ √ √ √

Prompt Payment All invoices approved for payment by the proper City authorities shall be paid within thirty (30) calendar days of receipt of goods or services or invoice date, whichever is later, in accordance with State law. The City will take advantage of all purchase discounts when possible. Checks are issued every Friday of the month except on holidays.

Insurance and Risk Management The City has a comprehensive risk management program, including property, liability, safety, workers’ compensation, health, dental and wellness.

The City has established a self-insurance plan for City employees and their covered dependents for medical and dental care. A commercial insurance company re-insures the City for individual claims in

City of Allen 30 FY 2013 Budget CITY OF ALLEN FINANCIAL POLICIES AND PRACTICES FISCAL YEAR 2012-2013

excess of $125,000. The City participates in the Texas Municipal League Intergovernmental Risk Pool (TMLIRP), which provides the City with a full range of insurance products and services. TMLIRP carries the City’s general liability, property and casualty, and workers compensation insurances.

Balanced Budget The City is committed to a balanced budget, and provides full disclosure when a deviation from a balanced budget is planned, or when one occurs. The City defines a balanced budget as one in which total appropriated expenditures are equal to or less than total projected revenues plus beginning fund balances.

Long-Range Planning The City’s annual budget process involves incorporating the goals and strategies identified by the City Council’s three-year Strategic Plan to provide for the community’s highest priority needs. Strategic planning begins with determining the City’s fiscal capacity based upon long-term financial forecasts of recurring available revenues. The City’s five-year Capital Improvement Program is used as a guide for project, debt, and other related budget planning.

Revenue Diversification The City is cognizant of the fact that a diversity of revenue sources is important in order to improve its ability to handle fluctuations in individual sources. The City continues to search for new revenue sources, while monitoring economic and legislative threats to current sources.

Use of One-time Revenues The City of Allen does not use one-time revenues for ongoing expenditures. Similarly, it does not allow ongoing expenditures to result in a decrease to fund balance in any fund.

City of Allen 31 FY 2013 Budget CITY OF ALLEN REVENUE SUMMARY 2012-2013 FISCAL YEAR

The City’s largest revenue sources are ad valorem taxes, sales taxes, and charges for services. Below is a discussion of these major revenue sources and the underlying assumptions used in developing the budget. It also includes any significant trends that affect the revenue assumptions in the current and future fiscal years.

Ad Valorem Taxes (27.1% of Total Revenues)

Ad Valorem Taxes are the City’s second largest revenue source overall, and are the largest revenue source in the General fund. Total estimated property tax revenues for FY 2013 are $44.2 million. This is for the General, Debt Service, and Tax Increment Financing (TIF) funds. The General fund portion makes up 41.2% of that fund’s budgeted revenues and is estimated at $32.4 million for fiscal year 2012-2013. The portion allocated to the Debt Service fund is approximately $11.8 million. These two include the TIF fund amount of $636 thousand.

The City’s property tax is levied each October 1 on the assessed value listed as of the prior January 1 for all real and certain personal property located in the City. Appraised values are established by the Central Appraisal District of Collin County at 100% of estimated value and certified by the Appraisal Review Board. The assessed value upon which the 2012 levy (for FY 2013) was based is $8,001,298,212. The collection rate is estimated at 100% and is based on the City’s historically high collection rate. The total tax rate was lowered to $.552 per $100 of valuation, of which $0.405058 is for General Fund operations. The remainder of the tax rate, $0.146942 per $100 of valuation, is for the Debt Service Fund. Portions from both the General and Debt Service funds will be allocated to the TIF fund.

Tax Revenues and Tax Rate 35,000 0.80

0.70

30,000 $100) (per Tax Rate 25,000 0.60 0.50 20,000 0.40 15,000 0.30 Revenues ($000) 10,000 0.20

5,000 0.10 0 0.00 2004 2005 2006 2007 2008 2009 2010 2011 2012R 2013P

General Debt Tax Rate The chart above illustrates the growth in total property tax revenues over the last 10 years. In recent years, the debt portion of the revenues has increased to cover debt that has been issued for new facilities. This is consistent with the City’s long-term plan, which is updated annually.

City of Allen 32 FY 2013 Budget

CITY OF ALLEN REVENUE SUMMARY 2012-2013 FISCAL YEAR

Sales Tax (19.4% of Total Revenues)

Sales taxes are collected by retailers and remitted to the State Comptroller’s Office for the sale of goods and services within the City of Allen. The State returns the portion designated for the City. The City receives 2 cents of the total sales tax collected. One cent is used in the General Fund. The other 1 cent is split between the Allen Economic Development Corporation and the Allen Community Development Corporation, and is the primary source of revenue in those two funds. Due to new development, the City’s sales tax continues to grow, and makes up approximately 20.1% of the total General Fund revenues. This avoids too heavy a reliance on such an elastic source of revenue. With the growth in previous years, the City Council has made an effort to use sales tax revenue to reduce the property tax rate for the Citizens of Allen. Fiscal year 2012 revised is projected at $30.3 million and fiscal year 2013 is projected at $32.0 million. Sales Tax $30 $25

$20 $15 $10 Millions $5 $- 2005 2006 2007 2008 2009 2010 2011 2012R 2013P

General and TIF EDC CDC

The increase in total sales tax revenue from FY 2012 to FY 2013 is due to a full year’s impact of new retail development and commercial construction in the City.

Charges for Services (38.2% of Total Revenues)

User charges are the largest source of revenue for the City, projected for FY 2013 at $63.1 million. Well over half of this is for revenues in the Water and Sewer and Solid Waste funds. The remainder comes from charges in the Drainage Utility fund, user fees for various Parks and Recreation programs and facilities, charges for services such as ambulance service and alarm registration fees, and internal charges that allow for cash funding of vehicle and equipment replacement and allocated costs of insurance premiums and claims.

Discussion will focus on the largest portion of this category, which comes from Water and Sewer and Solid Waste revenues.

City of Allen 33 FY 2013 Budget

CITY OF ALLEN REVENUE SUMMARY 2012-2013 FISCAL YEAR Water and Sewer Fund Water and Sewer revenues are collected for the sale of water and disposal of sewage for residential, commercial and apartment usage. Revenues for FY 2012-2013 are estimated at $18.7 million for water sales and $11.7 million for sewer charges. The City’s water and sewer rate study is used as a guide for projecting water and sewer revenues. The City updated the rate study in late FY2012. Water and Sewer Revenues

$30 $25 $20 $15 $10 Revenues (in Millions) $5 $0 2005 2006 2007 2008 2009 2010 2011 2012R 2013P

Water Sewer Solid Waste Fund These fees are charged for residential, commercial, and apartment garbage collection and solid waste disposal. These fees cover the cost of collection and disposal of this waste by Community Waste Disposal and the North Texas Municipal Water District. Revenues for garbage, recycling, commercial collections, and solid waste disposal are projected for fiscal year 2012-2013 at $6.12 million.

Solid Waste Revenues

$7 $6 $5 $4 $3 $2 Revenues(in Millions) $1 $0 2005 2006 2007 2008 2009 2010 2011 2012R 2013P

Solid Waste Recycling Hazardous Waste Other

City of Allen 34 FY 2013 Budget

CITY OF ALLEN REVENUE SUMMARY 2012-2013 FISCAL YEAR Other Revenue Sources

Although not a large percentage of total City revenues, franchise fees and licenses and permits are an important part of General fund revenues. Fluctuations in these revenue sources due to economic conditions can have a significant impact on the General fund.

Franchise Fees Franchise Fees are received from specific entities that provide utility services to residents and businesses in the City of Allen. Utilities (electric, telephone, gas, and cable) that operate in the City pay this fee for their use of the City’s right of way to run their utility lines. Telephone franchise fees are based on number of access lines. Other franchise fees are based on a percentage of gross receipts or units of energy sold. Projections are based on population increase and projected utility use. Franchise fees for fiscal year 2012-2013 are projected at approximately $6.6 million.

Licenses and Permits License and Permit revenues represent 1.3%, or approximately $1.05 million, of the total projected General fund revenues for the new fiscal year. They are made up of commercial permits, and City licensing revenues and inspection fees, and are collected by the Building Inspections department. They include project permits that cover all parts of construction (electrical, plumbing, and mechanical permits and certificate of occupancy fees), specific permits (fences, electric, plumbing, etc.) and service fees (re-inspections, special inspections and special services). Overall permit revenue for FY 2013 is expected to be slightly lower than the FY 2012 revised estimate driven by a decrease in multifamily permits. No increase in single family is expected and a slight increase in commercial permits is expected.

City of Allen 35 FY 2013 Budget

CITY OF ALLEN COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES FOR FISCAL YEAR 2012-2013

Enterprise Funds General Debt TIF Water & Solid Drainage Golf Fund Service Fund Sewer Waste Utility Course BEGINNING BALANCE $ 16,693,005 $ 613,110 $ 971,953 12,523,974 $ 3,105,065 $ 924,286 $ 179

REVENUES Ad Valorem Taxes 32,191,557 11,675,790 792,458 - - - - Sales Tax 15,693,130 - 402,069 - - - - Franchise Fees 6,643,096 ------Licenses and Permits 1,048,600 ------Grants & Contributions 1,739,237 ------Charges for Services 11,835,667 - - 30,422,000 6,053,209 1,320,000 2,112,876 Fines 1,862,625 - - 477,500 - - - Miscellaneous 695,122 - - 135,750 47,000 - - Interest Earned 139,040 55,140 3,610 51,620 17,310 6,010 260 Reimbursements 830,613 ------Operating Transfers In 5,445,270 500,000 - 33,692 - - 176,915 TOTAL REVENUES 78,123,957 12,230,930 1,198,137 31,120,562 6,117,519 1,326,010 2,290,051

TOTAL AVAILABLE $ 94,816,962 $ 12,844,040 $ 2,170,090 $ 43,644,536 $ 9,222,584 $ 2,250,296 $ 2,290,230

EXPENDITURES

General Government 17,903,234 - 898,079 870,673 - - - Public Safety 29,125,466 ------Public Works 3,927,968 - - 23,030,974 5,911,140 924,715 - Culture & Recreation 24,785,260 - - - - - 2,276,085 Community Development 2,356,552 ------Grant Administration ------Transfers Out 542,820 - - 4,686,025 404,528 484,792 - Debt Service - 11,967,510 - 1,574,975 - - - Capital Projects* - - - 3,170,000 471,645 43,245 - TOTAL EXPENDITURES 78,641,300 11,967,510 898,079 33,332,647 6,787,313 1,452,752 2,276,085

ENDING BALANCE 16,175,662 876,530 1,272,011 10,311,889 2,435,271 797,544 14,145 LESS: RESTRICTED 118,741 ------AVAILABLE BALANCE $ 16,056,921 $ 876,530 $ 1,272,011 $ 10,311,889 $ 2,435,271 $ 797,544 $ 14,145 * These amounts represent cash financing to be provided from the funds indicated. A list of estimated costs for all projects included in the Distribution of Revenues - All Funds Ad Valorem Taxes Operating 27.1% Transfers In 4.7% Reimbursements 1.5% Interest Earned 0.3% Sales Tax Miscellaneous 19.4% 1.2% Fines 1.5%

Franchise Fees 4.0%

Licenses and Charges for Permits Services Grants & 0.6% 38.2% Contributions 1.5%

City of Allen 36 FY 2013 Budget CITY OF ALLEN COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES FOR FISCAL YEAR 2012-2013

Special Revenue Internal Service Funds Component Units Total Asset Hotel Grant Replacement Risk Economic Community All Funds Forfeiture Occup. Tax Fund Fund Management Development Development 2012-2013 $ 124,539 $ 2,084,875 $ 149,984 $ 8,213,423 $ 3,485,532 $ 4,079,404 $ 13,274,805 $ 66,244,134

------44,659,805 - - - - - 7,936,189 7,936,189 31,967,577 ------6,643,096 ------1,048,600 - - 815,996 - - - - 2,555,233 - - - 1,703,669 9,696,996 - - 63,144,417 165,000 ------2,505,125 - 1,087,334 - - - - - 1,965,206 1,515 9,860 3,465 43,985 27,230 21,800 39,990 420,835 - - - 74,500 1,518,500 - - 2,423,613 - - 41,399 1,249,852 323,537 - - 7,770,665 166,515 1,097,194 860,860 3,072,006 11,566,263 7,957,989 7,976,179 165,104,172

$ 291,054 $ 3,182,069 $ 1,010,844 $ 11,285,429 $ 15,051,795 $ 12,037,393 $ 21,250,984 $ 231,348,306

- - - 2,603,493 11,386,267 5,213,223 - 38,874,969 141,514 - - 862,800 - - - 30,129,780 - - - 427,183 - - - 34,221,980 - 1,184,848 - 360,201 - - - 28,606,394 ------738,937 3,095,489 - - 860,297 - - - - 860,297 ------6,118,165 - - - - - 1,594,515 2,951,118 18,088,118 ------14,265,648 17,950,538 141,514 1,184,848 860,297 4,253,677 11,386,267 6,807,738 17,955,703 177,945,730

149,540 1,997,221 150,547 7,031,752 3,665,528 5,229,655 3,295,281 53,402,576 ------118,741 $ 149,540 $ 1,997,221 $ 150,547 $ 7,031,752 $ 3,665,528 $ 5,229,655 $ 3,295,281 $ 53,283,835 five-year CIP may be found in the Capital Projects section of this book. Distribution of Expenditures - All Funds Debt Service Transfers Out Capital Projects* 10.2% 3.4% 10.1% Grant Administration 0.5% Community General Development Government 1.7% 21.9%

Culture & Recreation 16.1%

Public Safety 16.9% Public Works 19.2%

City of Allen 37 FY 2013 Budget CITY OF ALLEN COMBINED BUDGET SUMMARY OF REVENUES AND EXPENDITURES FISCAL YEAR 2012-2013

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET

BEGINNING BALANCE $ 57,381,118 $ 54,966,071 $ 63,228,541 $ 66,244,134

REVENUES Ad Valorem Taxes 41,242,115 42,559,283 42,521,061 44,659,805 Sales Tax 27,578,003 27,441,172 30,342,460 31,967,577 Franchise Fees 6,230,268 6,274,713 6,375,405 6,643,096 Licenses and Permits 1,009,913 944,400 1,051,300 1,048,600 Grants & Contributions 3,098,428 2,306,014 1,980,727 2,555,233 Charges for Services 57,104,026 61,485,670 54,677,598 63,144,417 Fines 2,372,743 2,409,092 2,359,840 2,505,125 Miscellaneous 15,041,098 1,837,549 18,357,063 1,965,206 Interest Earned 575,557 668,540 462,487 420,835 Reimbursements 1,688,404 2,153,990 3,062,321 2,423,613 Operating Transfers In 7,459,499 8,291,441 10,793,342 7,770,665 TOTAL REVENUES 163,400,054 156,371,864 171,983,604 165,104,172

TOTAL AVAILABLE 220,781,172 211,337,935 235,212,145 231,348,306

EXPENDITURES General Government 30,103,594 31,801,283 35,010,341 38,874,969 Public Safety 26,508,872 28,513,376 28,610,000 30,129,780 Public Works 23,724,236 31,211,333 25,874,752 34,221,980 Culture & Recreation 22,959,492 29,632,500 24,004,053 28,606,394 Community Development 4,159,057 2,573,004 3,687,118 3,095,489 Grant Administration 2,488,729 1,544,220 1,814,733 860,297 Transfers Out 6,091,732 7,425,574 6,140,166 6,118,165 Debt Service 30,938,873 18,206,580 34,499,721 18,088,118 Capital Projects 10,578,045 4,310,332 8,883,845 7,321,190 Prior Year Project Commitments - 8,411,944 - 10,629,348 TOTAL EXPENDITURES 157,552,631 163,630,146 168,524,729 177,945,730

ENDING BALANCE 63,228,541 47,707,789 66,687,416 53,402,576 LESS: RESTRICTED 443,282 118,741 AVAILABLE BALANCE $ 63,228,541 $ 47,707,789 $ 66,244,134 $ 53,283,835

City of Allen 38 FY 2013 Budget ANALYSIS OF CHANGES IN FUND BALANCES/RETAINED EARNINGS The following table indicates the reasons for projected changes in fund balances/retained earnings of ($12,960,299):

2011-2012 Year 2012-2013 Year Fund Difference Explanation End Estimate End Projection

This fund includes a one-time drawdown addressing General Fund $16,693,005 $16,056,921 ($636,084) maintenance needs and provides for approximately 74.5 days of operations. The policy is 60-90 days.

The fund balance is within the policy requirement of 5%- Debt Service $613,110 $876,530 $263,420 10%. Funds remaining are comprised of interest earnings and delinquent tax collections and will remain in the fund.

Property and sales tax have been collected in TIF #2; TIF $971,953 $1,272,011 $300,058 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 $3.7 million in capital improvements and one-time capital (Water & Sewer, Solid Waste, $16,553,325 $13,544,704 ($3,008,621) expenditures. Estimated reserves in the Water & Sewer and Drainage Utility) fund at the end of FY 2013 are 113 days of expenditures, which adheres to the policy requirement of 90-120 days.

Golf Course $179 $14,145 $13,966 This fund is subsidized in order to break even.

Funds collected in one year are appropriated in the Asset Forfeiture $124,539 $149,540 $25,001 following year.

A drawdown is allowed as part of funding approximately Hotel Occupancy Tax $2,084,875 $1,997,221 ($87,654) $145,000 in one time professional services costs related to the City's re-branding project.

Funds remaining are restricted and will be carried over to future years for allowable expenditures. Expenditures are Grants $149,984 $150,547 $563 only for those goods or services as allowed by law, or as approved by the agencies awarding the grants.

Reserves in this fund are used for scheduled replacements of vehicles, technology, and equipment. Replacement Fund $8,213,423 $7,031,752 ($1,181,671) Revenues are received over the lives of existing assets, while expenses are based on a set replacement schedule which is subject to annual management review.

An increase in fund balance is projected, primarily in the Risk Management $3,485,532 $3,665,528 $179,996 Health and Dental portion of the fund.

Economic Development $4,079,404 $5,229,655 $1,150,251 Reserves in this fund are used to spur economic growth.

Each year, unspent funds for prior year project commitments are reappropriated, in order to reflect a Community Development $13,274,805 $3,295,281 ($9,979,524) better estimate of the remaining amount available. The FY 2013 budget includes approximately $13.4 million to cash finance the community development projects.

Totals $66,244,134 $53,283,835 ($12,960,299)

City of Allen 39 FY 2013 Budget CITY OF ALLEN

ORGANIZATIONAL CHART

Citizens of Allen

City Council

Boards and Commissions

City Attorney City Manager Municipal Judge

Assistant City Manager Assistant City Manager

Human Resources City Secretary

Public and Media Relations Community Development

Community Services Engineering

Finance Fire

Library Information Technology

Police Parks and Recreation

City of Allen 41 FY 2013 Budget CITY OF ALLEN STAFFING FISCAL YEAR 2012-2013

ACTUAL ORIGINAL REVISED PROPOSED Increase (Decrease) General Fund 2010-2011 2011-2012 2011-2012 2012-2013 FY2012R to FY2013 City Secretary 2.50 2.50 2.50 2.50 - Municipal Court 11.00 11.00 10.00 10.00 - City Administration 5.50 5.50 5.50 5.50 - Public & Media Relations 5.00 5.00 5.00 5.00 - I.T. 10.50 10.50 11.50 12.50 1.00 Human Resources 5.00 5.00 5.00 5.00 - Police 159.50 171.50 172.50 174.50 2.00 Parks & Recreation 178.41 178.41 178.41 178.41 - Library 36.45 36.45 36.45 36.70 0.25 Fire 98.00 104.00 104.00 110.00 6.00 Community Development 28.00 28.00 28.00 28.00 - Community Services 27.00 27.00 27.00 27.00 - Finance 16.00 16.00 16.00 17.00 1.00 Engineering 14.00 14.00 13.00 13.00 - Total General Fund 596.86 614.86 614.86 625.11 10.25 Water & Sewer Fund 63.50 63.50 63.50 66.50 3.00 Solid Waste Fund 6.00 6.00 6.00 6.00 - Drainage Fund 7.00 7.00 7.00 7.00 - Golf Course Fund 32.49 23.63 23.63 32.49 8.86 Hotel Fund 1.00 2.00 2.00 2.00 - Risk Management Fund 2.00 2.00 2.00 3.00 1.00 Economic Development Fund 4.25 4.25 4.25 4.25 - Total City of Allen Employees, All Funds 713.10 723.24 723.24 746.35 23.11

All positions are shown as full-time equivalents (FTE).

Revised 2011-2012: Moved 1 Police Officer (Bailiff) from Municipal Court to Police as this position is now on a rotating assignment Added 1 FTE in IT for an IT Project Manager Reduced 1 FTE in Engineering by not filling the Project Technician

Proposed 2012-2013: Add 1 FTE in IT for an IT Applications Specialist Add 2 FTE's in Police for 2 Detention Officers Add .25 FTE in Library to convert a .75 Part Time Library Specialist to a Full Time Librarian Add 6 FTE's in Fire for 6 Firefighter/Paramedics Add 1 FTE in Finance for a Buyer starting 4/1/13 Add 3 FTE's in Water & Sewer for a Crew Leader, Equipment Operator, & Maintenance Worker Add back 8.86 FTE's in Golf due to the re-opening after renovation Add 1 FTE in Risk for a Risk Specialist

City of Allen 42 FY 2013 Budget CITY OF ALLEN GENERAL FUND REVENUE AND EXPENDITURE SUMMARY FISCAL YEAR 2012-2013

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET

BEGINNING FUND BALANCE $ 15,411,161 $ 15,411,161 $ 15,630,485 $ 16,693,005

REVENUES Ad Valorem Taxes 30,018,546 30,589,753 30,641,805 32,191,557 Sales Tax 13,573,016 13,426,306 14,912,663 15,693,130 Franchise Fees 6,230,268 6,274,713 6,375,405 6,643,096 Licenses and Permits 1,009,913 944,400 1,051,300 1,048,600 Contributions 630,991 1,310,620 1,058,295 1,739,237 Charges for Services 8,813,895 15,467,786 10,193,672 11,835,667 Fines 1,720,677 1,801,592 1,822,340 1,862,625 Miscellaneous 604,741 689,053 722,860 695,122 Interest Earned 192,681 237,650 163,000 139,040 Reimbursements 709,521 588,490 873,202 830,613 Operating Transfers In 5,370,475 5,445,296 5,451,660 5,445,270 TOTAL OPERATING REVENUES $ 68,874,724 $ 76,775,659 $ 73,266,202 $ 78,123,957

TOTAL AVAILABLE $ 84,285,885 $ 92,186,820 $ 88,896,687 $ 94,816,962

EXPENDITURES

General Government 15,899,051 15,791,512 16,255,530 17,903,234 Public Safety 25,626,050 26,821,150 26,983,584 29,125,466 Public Works 3,572,487 3,876,854 3,812,990 3,927,968 Culture & Recreation 20,334,389 27,057,435 21,616,999 24,785,260 Community Development 2,327,444 2,356,153 2,252,432 2,356,552 TOTAL OPERATING EXPENDITURES $ 67,759,421 $ 75,903,104 $ 70,921,535 $ 78,098,480

FUND BALANCE BEFORE TRANSFERS $ 16,526,464 $ 16,283,716 $ 17,975,152 $ 16,718,482

Transfers Out 895,979 872,555 838,865 542,820 TOTAL GENERAL FUND EXPENDITURES $ 68,655,400 $ 76,775,659 $ 71,760,400 $ 78,641,300

ENDING FUND BALANCE 15,630,485 15,411,161 17,136,287 16,175,662 Less: Restricted Fund Balance* - - 443,282 118,741 AVAILABLE FUND BALANCE $ 15,630,485 $ 15,411,161 $ 16,693,005 $ 16,056,921

DAYS OPERATIONAL EXPENSES IN RESERVE 74.5

60 days of operational expenses $ 12,927,337

Fund Balance Required: 60 to 90 days operational expenses

*Special revenue items (Court Technology, Court Security, Juvenile Case Manager, Child Safety Fees, Red Light Photo Enforcement, and PEG) were formerly reflected in the Grants and Special Revenue Fund and are now accounted for in the General Fund. Remaining year end balances of these sources will be shown as restricted General Fund balance, available for the intended purpose allowable by law.

City of Allen 43 FY 2013 Budget GENERAL FUND REVENUE FY 2012-2013

Licenses and Permits Franchise Fees 1.3% Contributions 8.5% 2.2% Fines 2.4% Sales Tax Charges for 20.1% Services Miscellaneous 15.1% 0.9%

Interest Earned 0.2% Ad Valorem Taxes Reimbursements 41.2% 1.1% Operating Transfers In 7.0%

EXPENDITURES BY FUNCTION FY 2012-2013

Community Development Transfers Out 3.0% 0.7%

Culture & Recreation General 31.5% Government 22.8%

Public Safety 37.0% Public Works 5.0%

City of Allen 45 FY 2013 Budget CITY OF ALLEN GENERAL FUND REVENUES FISCAL YEAR 2012-2013 2010-2011 2011-2012 2011-2012 2012-2013 REVENUE - DETAIL ACTUAL BUDGET AMENDED BUDGET PROPERTY TAXES Current $ 29,592,649 $ 30,332,800 $ 30,400,541 $ 31,945,047 Delinquent 118,255 151,149 120,632 123,255 Penalty & Interest 126,824 105,804 120,632 123,255 Miscellaneous Tax Revenue 71 - - - Rollback 180,747 - - - SUBTOTAL $ 30,018,546 $ 30,589,753 $ 30,641,805 $ 32,191,557

SALES TAX Municipal Sales Tax 13,336,827 13,229,254 14,692,135 15,470,310 Mixed Drink Tax 236,189 197,052 220,528 222,820 SUBTOTAL $ 13,573,016 $ 13,426,306 $ 14,912,663 $ 15,693,130

FRANCHISE FEES Electric 3,642,528 3,572,244 3,450,029 3,583,463 Gas 823,069 977,767 740,995 785,680 Communication 338,226 347,580 383,248 406,013 Cable 899,870 879,872 1,104,883 1,171,690 Solid Waste 526,575 497,250 497,250 497,250 Public Education Govt Access Fee - - 199,000 199,000 SUBTOTAL $ 6,230,268 $ 6,274,713 $ 6,375,405 $ 6,643,096

LICENSES & PERMITS Single Family Permits 309,434 292,500 292,500 292,500 Multi-Family Permits - - 177,000 144,000 Commercial Permits 227,659 225,000 175,000 200,000 Building Permits-Other 218,792 180,000 180,000 180,000 Tree Permits 1,300 800 900 800 Uniform Fire Code Permits 43,264 40,000 27,500 28,000 Health Permits 84,793 75,000 75,000 80,000 Sign Permits 29,140 32,000 32,000 32,000 Clearing & Grading Permit 500 600 600 500 Development Permits 2,400 1,500 1,500 1,500 Animal Licenses 54,930 65,000 57,300 57,300 Licenses & Registrations 37,701 32,000 32,000 32,000 SUBTOTAL $ 1,009,913 $ 944,400 $ 1,051,300 $ 1,048,600

CONTRIBUTIONS Donations/Sponsorships 630,991 1,310,620 1,058,295 1,739,237 SUBTOTAL $ 630,991 $ 1,310,620 $ 1,058,295 $ 1,739,237 CHARGES FOR SERVICE Court Fees 31,308 29,416 29,416 30,300 Judgment NISI 12,251 3,000 530 600 Teen Court 820 600 600 600 Arrest Fees 63,239 61,948 61,948 63,810 Court Technology - - 52,386 57,200 Court Security - - 39,054 43,190 Juvenile Case Manager - - 65,462 71,740 Police Reports 9,970 10,000 10,000 10,000 Reproduction Revenues 4,640 4,000 4,600 4,600

City of Allen 46 FY 2013 Budget CITY OF ALLEN GENERAL FUND REVENUES FISCAL YEAR 2012-2013 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET

CHARGES FOR SERVICE - cont. Zoning/Platting/Admin Fees 57,922 35,000 45,000 45,000 Alarm Registration Fees 167,264 170,000 155,000 155,000 Abandoned Property 6,986 1,000 4,500 5,000 Fingerprint Revenue 5,565 10,000 4,000 4,000 Ambulance Services 1,231,654 1,250,000 1,250,000 1,250,000 Fire Reinspections 2,154 2,500 2,500 2,500 Reinspection Fees 23,825 29,000 29,000 20,000 Inspection Fees 114,618 30,000 94,000 55,000 Ball Field Rentals 81,820 60,000 60,000 60,000 Athletics 288,250 301,052 301,052 301,052 Pool Admission Fees 231,721 256,020 240,020 240,020 Concession Sales 793,451 1,253,552 825,611 1,147,648 Learn to Swim Fees 271,071 222,500 227,375 227,375 Pool & Facility Rental 1,335,990 1,378,325 1,122,029 1,358,208 Swim Team Revenue 21,378 20,000 20,000 20,000 Special Events 65,494 70,739 77,515 78,954 Membership Revenue 712,573 676,806 693,842 706,316 Class Fees 716,365 639,778 751,500 764,071 Special Activities/Recreation Fees 33,502 150,055 150,055 150,055 Ticket Fee 578 772,650 356,929 501,105 Service Charge Revenue 30,082 - 43,141 40,622 Ticket Revenue 2,045,021 7,556,282 2,879,913 3,594,236 Alcohol Sales 454,383 473,563 596,694 827,465 SUBTOTAL $ 8,813,895 $ 15,467,786 $ 10,193,672 $ 11,835,667

FINES & FORFEITURES Court Fines 1,647,659 1,726,592 1,747,340 1,787,625 False Alarm Fines 16,158 15,000 15,000 15,000 Library Fines 56,860 60,000 60,000 60,000 SUBTOTAL $ 1,720,677 $ 1,801,592 $ 1,822,340 $ 1,862,625

MISCELLANEOUS Auction Revenue 8,118 - - - Interest 192,681 237,650 163,000 139,040 Street Light Surcharge 1,900 10,000 10,000 6,000 Child Safety Fees - - 84,000 84,000 Water Tower Rental Fees 467,788 488,629 490,474 443,601 Miscellaneous 126,935 190,424 138,386 161,521 SUBTOTAL $ 797,422 $ 926,703 $ 885,860 $ 834,162

REIMBURSEMENTS Other Reimbursements 709,521 588,490 873,202 830,613 SUBTOTAL $ 709,521 $ 588,490 $ 873,202 $ 830,613

OTHER FINANCING SOURCES Operating Transfers In 5,370,475 5,445,296 5,451,660 5,445,270 SUBTOTAL $ 5,370,475 $ 5,445,296 $ 5,451,660 $ 5,445,270

TOTAL OPERATING REVENUES $ 68,874,724 $ 76,775,659 $ 73,266,202 $ 78,123,957

City of Allen 47 FY 2013 Budget CITY OF ALLEN TAX STRUCTURE FISCAL YEAR 2012-2013

ASSESSED VALUE (Final) - 2012 Tax Year $ 8,001,298,212

REVENUE AT $.552 PER $100 VALUATION $ 44,167,166

CONTRIBUTION TO DEBT SERVICE $ 11,757,268

CONTRIBUTION TO GENERAL FUND 100.0% COLLECTION RATE $ 32,409,899

TAX RATE DISTRIBUTION

RATE PERCENT AMOUNT

GENERAL FUND 0.405058 73.38% $ 32,409,899 DEBT SERVICE FUND 0.146942 26.62% 11,757,268 0.552000 100.00% $ 44,167,166 (A)

(A) Approximately $465,000 of the General Fund property taxes and $171,000 of the Debt Service Fund property taxes will be allocated to the TIF Fund as property tax increments for TIF Zones #1 and #2.

City of Allen 48 FY 2013 Budget CITY OF ALLEN BUDGET ASSUMPTIONS FISCAL YEAR 2012-2013

Assumptions Used for Projecting 2012-2013 Revenues and Expenditures

1. Tax rate used = $ .552 - Based upon final FY2013 appraised value of $8,001,298,212 (5.25% increase) - FY2012 final assessed value = $7,602,180,470 - Property tax incentive for Watters Creek is 50% and The Village at Allen is 90% - The growth in property taxes comes from $164 million in new real property, $129 million increase in business personal property, and $84 million in expiring abatements.

2. Growth in sales tax revenue of 5.30% over FY2012 revised budget - FY2012 revised sales tax is estimated to increase 10.16% over FY2011 actual. Sales tax is estimated at $709,133 for Watter's Creek and $2,402,464 for The Village at Allen. Of these amounts, 50% of Watter's Creek and currently 90% of The Village at Allen are paid to the developers as economic development incentives. Sales tax as a result of data center purchases in the amount of $299,695 is expected. - FY2013 sales tax includes monthly in-line retail additions. Data center purchases are expected to be less at $132,100. The Village at Allen and Watters Creek continue to add new tenants and sales tax revenue is projected to increase.

3. Overall City growth - FY2013 Residential growth projected at 450 permits - FY2013 Commercial and miscellaneous permits growth projected at about an 8.6% revenue increase from FY2012 revised. - 360 multi-family units projected for FY2013

4. Population - FY2013 estimate: 90,618

5. Franchise fees Electric: TXU(Atmos) kilowatt hour usage is expected to increase 2.99% due to increased demand from the data center, however, usage for revised FY2012 was reduced from the higher usage in FY2011. CoServ and GCEC Electric franchise revenue projected at an increase of 2.9% from FY2012 revised due to the impact of developments. Gas: TXU(Atmos) gas franchise projected at 6.03% increase from the revised FY2012 budget. CoServ gas franchise projected at a 6.03% increase from the revised FY2012 budget. A mild winter during FY2012 resulted in revenue being reduced. Natural gas commodity prices also have an impact on this revenue source.

Telephone: Access line fees projected at an increase of 5.9%. The revised FY2012 fees are increased 13.31% according to the current trend. Land line connections impact this revenue source. Cable: Cable franchise fees projected at 6.04% above revised FY2012. The revised FY2012 was increased based on the current trend.

6. Other Ambulance: FY2013 revenues projected at no growth over FY2012 revised. Investments: Earnings were projected using actual agency coupon and CD rates to be received ranging from 0.27% to 2.1% and TexPool at the rate of 0.12%. Gasoline: Used an average rate of $3.50 per gallon for FY2012 and FY2013.

7. Event Center and The Village at Allen - City ticket fee projected at $527,170 in FY2013. The reimbursement to MGHerring is budgeted at 75% of the ticket fee revenue. - The property tax and sales tax reimbursement to MGHerring is budgeted at 90%.

City of Allen 49 FY 2013 Budget CITY OF ALLEN GENERAL FUND EXPENDITURES BY FUNCTION FISCAL YEAR 2012-2013

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET General Government: City Secretary 315,479 317,446 330,020 345,865 Municipal Court 616,020 640,922 774,987 728,853 City Administration 618,233 731,359 725,029 771,741 Public & Media Relations 457,010 488,063 615,475 608,257 Information Technology 1,803,534 2,141,270 2,308,242 2,709,763 Human Resources 623,515 575,733 526,058 585,325 Internal Services 8,722,838 7,967,712 8,040,726 8,955,531 The Village at Allen 27,068 25,000 25,000 - Building Maintenance 1,057,695 1,050,273 1,102,423 1,274,835 Service Center 120,973 177,509 166,441 167,215 Finance 1,536,686 1,676,225 1,641,129 1,755,849 Total General Government $ 15,899,051 $ 15,791,512 $ 16,255,530 $ 17,903,234

Public Safety: Police 14,826,414 15,414,823 15,576,804 16,559,399 Fire 10,799,636 11,406,327 11,406,780 12,566,067 Total Public Safety $ 25,626,050 $ 26,821,150 $ 26,983,584 $ 29,125,466

Public Works: Community Services Administration 377,058 393,924 392,243 407,257 Streets 850,491 909,642 891,599 922,808 Engineering 2,344,938 2,573,288 2,529,148 2,597,903 Total Public Works $ 3,572,487 $ 3,876,854 $ 3,812,990 $ 3,927,968

Culture & Recreation: Parks & Recreation 17,824,063 24,489,484 19,041,682 22,119,921 Library 2,510,326 2,567,951 2,575,317 2,665,339 Total Culture & Recreation $ 20,334,389 $ 27,057,435 $ 21,616,999 $ 24,785,260

Community Development: Building & Code Compliance 1,292,127 1,298,060 1,239,503 1,312,566 Planning & Development 1,035,317 1,058,093 1,012,929 1,043,986 Total Community Development $ 2,327,444 $ 2,356,153 $ 2,252,432 $ 2,356,552

TOTAL OPERATING EXPENDITURES $ 67,759,421 $ 75,903,104 $ 70,921,535 $ 78,098,480

Total Transfers Out $ 895,979 $ 872,555 $ 838,865 $ 542,820

TOTAL EXPENDITURES $ 68,655,400 $ 76,775,659 $ 71,760,400 $ 78,641,300

City of Allen 50 FY 2013 Budget CITY OF ALLEN EXPENDITURES BY CLASSIFICATION AS A PERCENT OF TOTAL GENERAL FUND BUDGET FISCAL YEAR 2012-2013

2011-2012 2010-2011 % OF REVISED % OF 2012-2013 % OF CLASSIFICATION ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET

Personnel Services $ 42,844,785 62.3% $ 44,555,268 62.1% $ 47,886,406 60.8% Operations 23,935,679 34.9% 25,999,186 36.2% 29,930,974 38.1% Capital 188,957 0.3% 334,581 0.5% 281,100 0.4% Transfers 1,685,979 2.5% 871,365 1.2% 542,820 0.7%

TOTAL $ 68,655,400 $ 71,760,400 $ 78,641,300

General Fund Expenditures By Classification

Operations 38.1%

Personnel Capital Services 0.4% 60.8%

Transfers 0.7%

City of Allen 51 FY 2013 Budget CITY ADMINISTRATION DIVISION 001‐1501

City Manager 1

Executive Assistant to CM 1

Assistant City Manager Assistant City Manager 1 1

Sr. Administrative Assistant 1

Human Resources Director

Public & Media Relations Director

City of Allen 53 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND CITY ADMINISTRATION 001-1501-413

The City Manager serves under the policy direction of the City Council and is responsible for making recommendations to the Council concerning policies and programs and developing methods to ensure the efficient operation of city services. The office of the City Manager coordinates and administers the implementation of ordinances, policies, and procedures that will provide for the orderly, positive, and planned growth and development of the City of Allen.

Accomplishments in FY 2012: Goal 1. Enhance Community Livability and Safety  Continued to implement the City Council’s strategic goal of systematically investing in public infrastructure by completing the new Fire Station #5, construction of portions of Main Street, Bethany Drive and Chelsea Boulevard. (also Goal 4 & Goal 5) Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen  Remained actively involved in critical water conservation initiatives implemented in conjunction with the North Texas Municipal Water District. (also Goal 8) Goal 6. Maintain operational excellence in City government services  Recruited and hired a new Police Chief, a critical Executive Staff position with the City, and facilitated the process to recruit and hire an Executive Director for the Allen Economic Development Corporation.  Strengthened city’s financial position while maintaining the AAA G.O. Bond rating and AAA on the Water and Sewer Revenue Bonds from Standard & Poor’s and Aa1 G.O. Bond rating from Moody’s. For the fourth consecutive year, the City had a “perfect” audit from the external auditors.  Continue to strengthen the City’s operational effectiveness through the implementation of critical Information Technology projects including the completion of the Public Safety Radio System, the CAD System and the update of the IT Master Plan.  Continued implementation of the City Council’s Strategic Plan through facilitating the annual workshop meeting and ensuring goals are accomplished.  Continued the City of Allen’s commitment to service excellence through the employee P.R.I.D.E. program. Goal 7. Provide economic investment that increases employment opportunity, the tax base, and provides desired goods and services for residents and contributes to the community character and identity  Provided oversight and participated in the implementation of new economic development initiatives to ensure the continued success of the new and existing retail developments. (also Goal 1 & Goal 5)

Objectives for FY 2013: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen  Continue to identify and participate in mutually favorable partnerships with other public and private organizations in order to better provide services and benefits to the City of Allen. Goal 6. Maintain operational excellence in City government services  Continue to execute the policies and directives of the City Council in the areas of communications and city operations. Strategy 2. Develop Human Resources programs to become the City that is the "Employer of Choice"  Continue to offer employees professional growth and development opportunities while identifying outlets to celebrate organizational successes. Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services  Encourage creativity, flexibility, and accessibility in responding to customers’ requests. Strategy 4. Ensure excellent fiscal management to maintain public trust  Maintain fiscally responsible policies and procedures to continue to operate the City of Allen in a cost efficient manner.  Continue to review maintenance and operations costs related to both capital investment and the provision of services so that are city operations are able to continue to achieve strategic priorities in a sustainable manner.

City of Allen 54 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND CITY ADMINISTRATION 001-1501-413

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 599,442 715,999 709,669 749,950 Operations 18,791 15,360 15,360 21,791 DEPARTMENT TOTAL $ 618,233 $ 731,359 $ 725,029 $ 771,741

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME City Manager 1 1 1 1 Assistant City Manager 1 2 2 2 Assistant to the City Manager 1 0 0 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

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 433,118 517,108 513,999 539,950 Longevity 1,604 1,748 1,816 2,008 Overtime 1,830 - 2,000 2,000 Deferred Compensation 15,243 14,944 15,568 15,484 FICA 25,805 42,098 36,595 43,684 TMRS 67,448 75,753 73,869 76,050 Worker's Compensation 321 442 424 628 Health Insurance 41,525 50,058 51,554 56,184 Dental Insurance 3,071 3,572 3,572 3,643 Long-term Disability 961 1,213 1,196 1,243 Life Insurance 745 1,023 982 982 Flexible Spending 250 240 294 294 Car Allowance 7,521 7,800 7,800 7,800 SUBTOTAL $ 599,442 $ 715,999 $ 709,669 $ 749,950

OPERATIONS Training & Travel 13,924 6,295 6,295 12,310 Dues & Subscriptions 1,558 4,365 4,365 4,781

City of Allen 55 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND CITY ADMINISTRATION 001-1501-413

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATIONS - cont. Board & Commission Training 1,565 2,000 2,000 2,000 General Supplies 1,563 2,600 2,600 2,600 Small Tools & Minor Equipment 181 100 100 100 SUBTOTAL $ 18,791 $ 15,360 $ 15,360 $ 21,791

DEPARTMENT TOTALS $ 618,233 $ 731,359 $ 725,029 $ 771,741

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 56 FY 2013 Budget CITY SECRETARY DIVISIONS CITY SECRETARY 001-1000 MAYOR AND COUNCIL 001-1010

City Secretary 1

Senior Administrative Assistant Administrative Assistant 1 .5

City of Allen 57 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND CITY SECRETARY 001-1000-411

The City Secretary’s Office is responsible for the administration of city elections, the citywide Records Management program, responding to Public Information Requests and the annual Board and Commission appointment process. The Office operates the Municipal Records Center for the storage of inactive city records until such time as those records may be disposed of; identifies, preserves and serves as custodian of the city's historical records.

Accomplishments in FY 2012: Goal 6. Maintain operational excellence in City government services Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services  Conducted the annual orientation program for newly appointed and reappointed Board and Commission members  Completed the annual destruction of city records in accordance with the Texas State Library requirements  Conducted annual open government training program for city personnel  Conducted an Email Content Management Training Class for city personnel  Coordinated the Administrative Support Team  Completed Supplement No. 8 to the Code of Ordinances and Supplement Nos. 8 and 9 to the Land Development Code  Conducted records management training for Records Liaison Officers  Complied with the Public Information Act in responding to requests for open records in a timely fashion for the City of Allen and Arts of Collin County Commission, Inc.  Conducted the December 13, 2011 Special Election and January 17, 2012 Runoff Election to fill a vacancy in Council Place No. 2; May 12, 2012 General Election was canceled  Continued microfilm and imaging program to ensure the preservation of commercial building plans and permanent documents

Objectives for FY 2013: Goal 6. Maintain operational excellence in City government services Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services  Respond promptly to requests for documents so that customers receive information in a timely manner  Publish legal notices to satisfy state law and to inform the public through print media  Maintain official city records to ensure the efficient retrieval of those records  Administer city elections in accordance with state law, being unbiased and ethical in the process  Continue to provide support and training for the Records Management program, ensuring compliance with the Texas State Library guidelines for records management  Continue the program to encourage and increase voter participation in city elections  Continue the open government and public information training programs for city personnel

City of Allen 58 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND CITY SECRETARY 001-1000-411

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 216,164 227,454 226,435 232,983 Operations 99,315 89,992 103,585 112,882 DEPARTMENT TOTAL $ 315,479 $ 317,446 $ 330,020 $ 345,865

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME City Secretary 1 1 1 1 Senior Administrative Assistant 1 1 1 1 TOTAL FULL TIME 2 2 2 2 PART-TIME Administrative Assistant 0.5 0.5 0.5 0.5 TOTAL PART TIME 0.5 0.5 0.5 0.5

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 130,433 150,494 151,392 154,617 Council Salaries 45,930 34,500 33,000 34,500 Longevity 744 840 840 936 Overtime - 247 247 250 FICA 11,205 11,974 11,880 12,429 TMRS 20,583 21,565 21,249 21,778 Worker's Compensation 140 150 152 204 Health Insurance 5,878 6,404 6,404 6,976 Dental Insurance 552 563 562 574 Long-term Disability 311 321 319 329 Life Insurance 268 276 272 272 Flexible Spending 120 120 118 118 SUBTOTAL $ 216,164 $ 227,454 $ 226,435 $ 232,983

OPERATIONS Training/Travel/Mileage 30,826 14,450 14,450 27,700 Dues & Subscriptions 903 1,170 1,170 1,310 Printing & Reproduction 909 1,976 1,976 1,850 Advertising 7,468 6,350 6,350 6,350 Meeting & Receptions 13,999 20,476 20,476 20,476 Ordinance Codification 7,770 7,850 7,850 7,850 General Supplies 991 970 970 1,096 Boards & Commissions 6,420 6,300 6,300 6,300 Small Tools & Minor Equipment 11,313 4,000 4,000 -

City of Allen 59 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND CITY SECRETARY 001-1000-411

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATIONS - cont. Professional Services 4,795 10,650 10,650 10,650 Elections 7,436 9,000 22,593 22,500 Records Management 6,485 6,800 6,800 6,800 SUBTOTAL $ 99,315 $ 89,992 $ 103,585 $ 112,882

DEPARTMENT TOTALS $ 315,479 $ 317,446 $ 330,020 $ 345,865

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 60 FY 2013 Budget COMMUNITY DEVELOPMENT DEPARTMENT HEALTH INSPECTION 001-4520 BUILDING INSPECTION 001-4530 PLANNING 001-4800 CODE ENFORCEMENT 001-4840

Director 1

Senior Administrative Assistant 1

Building Official Assistant Director 1 1

Administrative Assistant 1

Permit Supervisor Senior Planner 1 1

Customer Service Planner Representative 2 3

Code Inspection GIS Administrator Supervisor 1 1

Code Inspector GIS Analyst 4 1

Code & Health Plans Examiner Compliance Manager 3 1

Code Enforcement Officer 3*

Environmental Health Specialist 3

*One position paid from Water/Sewer and Solid Waste Funds.

City of Allen 61 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY DEVELOPMENT / 001-4500-460 BUILDING SERVICES

The Building Services division is a multi-functional division charged with the responsibility of managing the plan review and permitting processes, building inspections, and compliance of building codes and health ordinances.

Accomplishments in FY 2012:

Goal 1. Enhance Community Livability and Safety  Implemented the Adopted 2009 International Codes and NEC Electrical Code for enforcement.  Worked with builders and contractors to understand the changes in the codes.  Worked to reduce the plan review turnaround process for commercial review from 6 weeks to 3 weeks and residential review from 21 days to 14 days.

Goal 6. Maintain operational excellence in City government services  Implemented a cross-training program to cross train Building Inspectors into Combination Inspectors; creating a professional one stop shop process for the building community that will expedite development and reduce the number of trips to the construction sites by multiple inspectors for multiple inspections  Implemented credit card processing for various permit’s and registrations over the phone and in person to better assist the needs of our customers. Changed the process in which permits are processed allowing for quicker turnaround times. Created information packets for customers including FAQ’s and the codes for calling in to scheduling inspections. Created a monthly posting on the web site of building permit activity.

Objectives for FY 2013:

Goal 1. Enhance Community Livability and Safety  Continue support of the Insurance Services Office (ISO) rating for Building Services and support to the Fire Inspections Department by using the latest codes and standards, adding staff certifications, and providing more staff training opportunities.  Provide training hours to building inspectors in order to maintain their respective license and certifications to perform the duties required.  Continue cross training program with inspectors to develop them into combination inspectors, in order to streamline the inspection process creating a one stop shop for community development.  Continue to provide technical support for the CDBG Home Repair program.

Goal 6. Maintain operational excellence in City government services  Continue refining the plan review process to increase the productivity and review turnaround times for commercial and residential permits.  Continue to provide technical support for the Community Development Block Grant (CDBG) Home Repair program.  Evaluate and review the latest programs for Community Development and Building Permit Software to determine if there are new software programs that can increase productivity and improve customer service.  Continue the streamlining of the permit process and reduction of permit applications by consolidation of applications and reduction of packet size.

City of Allen 62 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY DEVELOPMENT/BUILDING AND CODE COMPLIANCE 001-4500-460

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 1,242,101 1,244,570 1,186,013 1,261,077 Operations 50,026 53,490 53,490 51,489 DEPARTMENT TOTAL $ 1,292,127 $ 1,298,060 $ 1,239,503 $ 1,312,566

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Building Official 1 1 1 1 Code Inspector 4 4 4 4 Code Inspection Supervisor 1 1 1 1 Environmental Services Manager 1 1 1 0 Environmental Health Specialist 2 2 2 3 Plans Examiner 3 3 3 3 Customer Service Representative 3 3 3 3 Administrative Assistant 1 1 1 1 Permit Supervisor 1 1 1 1 TOTAL FULL TIME 17 17 17 17

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 888,303 879,427 833,900 875,515 Longevity 5,811 5,825 4,974 5,324 Overtime 5,288 9,476 9,476 9,604 FICA 65,185 66,354 60,012 67,447 TMRS 129,750 126,149 117,945 123,317 Worker's Compensation 2,063 1,969 1,778 2,053 Health Insurance 131,862 141,448 143,984 163,101 Dental Insurance 10,313 10,332 10,580 11,113 Long-term Disability 2,076 2,102 1,956 2,102 Life Insurance 1,170 1,188 1,056 1,148 Flexible Spending 280 300 352 353 SUBTOTAL $ 1,242,101 $ 1,244,570 $ 1,186,013 $ 1,261,077

OPERATING EXPENSES Training/Travel/Mileage 8,873 4,944 4,944 6,370 Dues & Subscriptions 2,266 5,260 5,260 4,025 Clothing & Uniforms 4,022 7,453 7,453 5,200 Gasoline 14,152 16,106 16,106 16,106 General Supplies 9,591 11,645 11,645 12,048 Small Tools & Minor Equipment 3,389 3,842 3,842 3,500

City of Allen 63 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY DEVELOPMENT/BUILDING AND CODE COMPLIANCE 001-4500-460

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. Vehicle Maintenance 4,053 4,240 4,240 4,240 Professional Services 3,680 - - - SUBTOTAL $ 50,026 $ 53,490 $ 53,490 $ 51,489

DEPARTMENT TOTALS $ 1,292,127 $ 1,298,060 $ 1,239,503 $ 1,312,566

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 64 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY DEVELOPMENT/PLANNING 001-4800-461

The Land Development and Community Integrity divisions are responsible for land use and transportation planning, zoning administration, development coordination, certain economic development initiatives, community development programs, neighborhood integrity initiatives, geographic information systems (GIS), code enforcement and for providing staff support for the Planning & Zoning Commission, the Board of Adjustment, the Sign Control Board, the Allen Economic Development Corporation and the Allen City Council.

Accomplishments in FY 2012:

Goal 1. Enhance Community Livability and Safety

Strategy 2. Create a clear plan to provide housing and other amenities to attract "Baby Boomers" and retirees to live, shop, and play in Allen  Received grant to implement bus transit service through Job Access/Reverse Commute (JARC) program.  Facilitated new developments including the creation of Planned Development No. 108, Hamilton Hills, Custer/Ridgeview Multi-family and various retail and restaurant establishments.

Strategy 3. Manage growth and development to preserve Allen's character and maintain neighborhood vitality  Implemented 2010 – 2015 CDBG Consolidated Plan. Completed seven home rehabilitation projects, three emergency repair projects and held a homebuyer educational workshop.  Code enforcement addressed 7,200 violations while only issuing 85 citations.  Completed additional major amendments to the Allen Land Development Code.  Facilitated new residential developments including Hamilton Hills, Creekside at Ridgeview, The Landings and Cumberland Crossing Phases II, III and IV.

Goal 6. Maintain operational excellence in City government services Strategy 1. Utilize technology for optimum performance and customer service  Coordinated utilization of GIS as the backbone for mapping in the mobile data terminals for public safety's new CAD & RMS systems (TriTech software).  Continued to grow the GIS database by adding new data sets and creating new layers.

Objectives for FY 2013:

Goal 1. Enhance Community Livability and Safety Strategy 2. Create a clear plan to provide housing and other amenities to attract "Baby Boomers" and retirees to live, shop, and play in Allen  Partner with land owners to implement Planned Development No. 108 in support of the hospital area. Focus on senior living and related services.  Implement bus route connecting employers and retailers to Parker Road Station utilizing JARC grant funding.

Strategy 3. Manage growth and development to preserve Allen's character and maintain neighborhood vitality  Implement CDBG Annual Action Plan including home rehabilitation and public service support.

Goal 6. Maintain operational excellence in City government services Strategy 1. Utilize technology for optimum performance and customer service  Develop a GIS Strategic Plan to coordinate upgrades with implementation of the IT Master Plan.  Continue to grow the GIS database by adding new data sets and creating new layers

City of Allen 65 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY DEVELOPMENT/PLANNING 001-4800-461

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 915,259 955,827 910,593 940,138 Operations 120,058 102,266 102,336 103,848 DEPARTMENT TOTAL $ 1,035,317 $ 1,058,093 $ 1,012,929 $ 1,043,986

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 FULL TIME ACTUAL BUDGET AMENDED BUDGET Director 1 1 1 1 Assistant Director 1 1 1 1 Senior Planner 1 1 1 1 Planner 2 2 2 2 GIS Administrator 1 1 1 1 GIS Analyst 1 1 1 1 Code & Health Compliance Manager 0 0 0 1 Code Enforcement Supervisor 1 1 1 0 Code Enforcement Officer 2 2 2 2 Senior Administrative Assistant 1 1 1 1 TOTAL FULL TIME 11 11 11 11

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 665,060 680,580 669,331 685,147 Longevity 2,732 2,924 2,844 3,416 Overtime 584 1,840 1,840 1,865 FICA 48,031 51,448 47,884 52,776 TMRS 96,437 97,399 94,142 96,399 Worker's Compensation 962 1,000 1,007 1,179 Health Insurance 91,272 109,687 83,208 88,643 Dental Insurance 7,325 7,895 7,377 7,668 Long-term Disability 1,545 1,630 1,574 1,644 Life Insurance 1,011 1,064 1,034 1,048 Flexible Spending 300 360 352 353 SUBTOTAL $ 915,259 $ 955,827 $ 910,593 $ 940,138

OPERATING EXPENSES Training & Travel 15,861 9,188 9,188 11,000 Dues & Subscriptions 3,701 4,683 4,683 4,543 Clothing & Uniforms 983 1,940 1,940 2,000 Printing & Reproduction 1,890 3,700 2,650 3,400 Advertising 83 300 300 300 Board & Commission Training 450 2,000 2,000 2,000 Plat Administration Expense 2,417 6,000 6,000 6,000 Gasoline 4,473 3,500 3,500 3,500 General Supplies 2,616 5,530 6,650 5,680 Small Tools & Minor Equipment 5,099 1,985 1,985 1,985

City of Allen 66 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY DEVELOPMENT/PLANNING 001-4800-461

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. Vehicle Maintenance 1,144 4,440 4,440 4,440 Professional Services 6,341 9,000 9,000 9,000 Donation Expense 75,000 50,000 50,000 50,000 SUBTOTAL $ 120,058 $ 102,266 $ 102,336 $ 103,848

DEPARTMENT TOTALS $ 1,035,317 $ 1,058,093 $ 1,012,929 $ 1,043,986

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 67 FY 2013 Budget COMMUNITY SERVICES DIVISIONS ADMINISTRATION 001‐5110 BUILDING MAINTENANCE 001‐5120 STREETS 001‐5130 SERVICE CENTER 001‐5140

Director 1

Senior Administrative Assistant 1

Assistant Director 1

Streets/Drainage Foreman Building Maintenance Foreman 1 1

Crew Leader Building Technician 2 2

Lead Custodian Equipment Operator 2 2

Maintenance Worker Custodian 7 7

City of Allen 69 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY SERVICES / ADMINISTRATION 001-5110-432

Community Services Administration is responsible for the efficient and effective administration and direction of the following areas: Streets, Drainage, Building Maintenance, Service Center Administration, Waste Services, Water & Sewer, and Utility Collections.

Accomplishments in FY 2012: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 8. Work with partners to protect and conserve natural resources Objective 1. Work with NCTCOG to protect and improve air quality  Director continues as Board Chair to the NCTCOG Resource Conservation Council Objective 2. Work with partners to protect and conserve electricity  Developed electricity and natural gas budget estimates for all City funds  Director continues to serve as a Board Member on the Texas Coalition for Affordable Power (TCAP)  Continued to report electric consumption in accordance with Senate Bill 12 compliance to reduce municipal electric use by 5% per year for the 6th and final year of this program  Continued Oncor’s CitySmart Program that is aimed at improving the energy efficiency of City buildings Goal 6. Maintain operational excellence in City government services Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services  Quickly and completely responded to citizen requests for assistance and information  Developed the second annual budget for the Municipal Service Center Goal 8. Proactively work to protect, conserve and manage water resources  Reported the 4th year progress for the TCEQ Sanitary Sewer Overflow Program Strategy 1. Develop water conservation initiatives that encourage residents, businesses and City's operations to adopt a "low water-use" lifestyle  Continued the 2nd year of the free residential home irrigation audit program

Objectives for FY 2013: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 8. Work with partners to protect and conserve natural resources Objective 1. Work with NCTCOG to protect and improve air 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  Initiate reporting of electric consumption in accordance with Senate Bill 898 compliance to reduce municipal electric use by 5% per year for a program length of 10 years Goal 6. Maintain operational excellence in City government services Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services  Respond to customer calls, e-mails, comment forms, or letters within one business day of the day of receipt  Provide responsible strategic planning to address long range water, sewer, and solid waste needs for City and NTMWD capital improvements Goal 8. Proactively work to protect, conserve and manage water resources Strategy 2. Develop water conservation initiatives that encourage residents, businesses and City's operations to adopt a "low water-use" lifestyle  Continue a free residential home irrigation audit program

City of Allen 70 FY 2013 Budget FUND DEPARTMENT/DIVISION ACCOUNT GENERAL FUND COMMUNITY SERVICES/ADMINISTRATION 001-5110-432

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 369,146 380,692 379,011 392,917 Operations 7,912 13,232 13,232 14,340 DEPARTMENT TOTAL $ 377,058 $ 393,924 $ 392,243 $ 407,257

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Director 1 1 1 1 Assistant Director 1 1 1 1 Senior Administrative Assistant 1 1 1 1 TOTAL FULL TIME 3 3 3 3

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 273,827 279,448 280,379 286,908 Longevity 1,748 1,892 1,892 2,036 Overtime 173 400 400 405 FICA 19,224 21,244 19,488 22,537 TMRS 39,638 40,292 39,455 40,452 Worker's Compensation 221 225 225 321 Health Insurance 30,876 33,648 33,648 36,671 Dental Insurance 2,026 2,067 2,068 2,109 Long-term Disability 645 674 666 689 Life Insurance 603 622 614 613 Flexible Spending 165 180 176 176 SUBTOTAL $ 369,146 $ 380,692 $ 379,011 $ 392,917

OPERATING EXPENSES Training & Travel 155 969 969 1,940 Dues & Subscriptions 1,801 2,575 2,575 2,575 Gasoline 2,727 3,425 3,425 3,425 General Supplies 2,788 2,887 2,887 2,950 Vehicle Maintenance 153 980 980 1,000 Radio Maintenance - 196 196 200 Professional Services 288 2,200 2,200 2,250 SUBTOTAL $ 7,912 $ 13,232 $ 13,232 $ 14,340

DEPARTMENT TOTALS $ 377,058 $ 393,924 $ 392,243 $ 407,257

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 71 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY SERVICES/ 001-5120-418 BUILDING MAINTENANCE DIVISION

The Building Maintenance division is responsible for maintaining a high quality interior building appearance and administering maintenance and repair contracts for City Hall, Municipal Service Center, City Hall Annex, Municipal Court / Parks & Recreation, Library, Police Station, Animal Shelter, Stacy Road Pump Station, and administrative areas in the Central Fire Station. Building Maintenance performs a variety of tasks including: janitorial and custodial services, building mechanical system preventive maintenance and repair, furniture assembly, bulk mail transport, minor remodeling projects, and other tasks to ensure efficient building operations and staff support.

Accomplishments in FY 2012:  Assisted in set up and break down at numerous City sponsored events Goal 5. Systematically invest in public infrastructure Strategy 3. Develop and implement Infrastructure Maintenance Plan/schedules for Community Service operations  Continued to manage annual preventive maintenance contracts for City Hall, Municipal Service Center, Municipal Annex, Courts Facility, Library, Police Station, and Animal Shelter  Assisted with review and comment on the one year maintenance period of the Municipal Service Center Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 8. Work with partners to protect and conserve natural resources Objective 2. Work with partners to protect and conserve electricity  Participated in planning of city buildings for energy efficiency through Oncor’s CitySmart Program  Oversee the HVAC rehabilitation contract for the Police Dispatch center

Objectives for FY 2013: Goal 5. Systematically invest in public infrastructure Strategy 3. Develop and implement Infrastructure Maintenance Plan/schedules for Community Service operations  Maintain a high level of maintenance and repair for City facilities the division maintains 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  Pursue opportunities and work with other departments to make the best use of future ONCOR CitySmart rebates dedicated towards further reducing the city’s energy consumption

City of Allen 72 FY 2013 Budget FUND DEPARTMENT/DIVISION ACCOUNT GENERAL FUND COMMUNITY SERVICES/BUILDING MAINTENANCE 001-5120-418

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 578,097 579,915 587,455 612,230 Operations 479,598 470,358 514,968 662,605 DEPARTMENT TOTAL $ 1,057,695 $ 1,050,273 $ 1,102,423 $ 1,274,835

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Building Maintenance Foreman 1 1 1 1 Lead Custodian 2 2 2 2 Building Technician 2 2 2 2 Custodian 7 7 7 7 TOTAL FULL TIME 12 12 12 12

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 371,750 376,803 378,659 398,438 Longevity 2,092 2,556 2,416 2,600 Overtime 27,175 16,480 20,000 20,043 FICA 28,670 27,811 27,410 30,684 TMRS 57,160 54,059 54,470 56,145 Worker's Compensation 4,505 4,379 4,474 5,072 Health Insurance 77,667 88,336 91,146 90,662 Dental Insurance 7,536 7,890 7,393 7,094 Long-term Disability 864 899 831 844 Life Insurance 438 462 420 413 Flexible Spending 240 240 236 235 SUBTOTAL $ 578,097 $ 579,915 $ 587,455 $ 612,230

OPERATING EXPENSES Training & Travel 222 535 535 1,070 Dues & Subscriptions 15 545 545 545 Clothing & Uniforms 4,391 4,230 4,647 4,400 Electricity 201,046 176,128 200,000 203,000 Natural Gas 10,062 9,764 7,000 10,000 Water 4,066 5,201 5,201 5,411 Advertising 315 93 93 150 Rentals/Leasing - - 1,300 2,600 Gasoline 3,522 3,215 5,000 5,000 Janitorial Supplies 32,918 37,240 47,240 50,000 Small Tools & Minor Equipment 890 6,340 6,340 6,466 Building Maintenance 144,501 128,448 138,448 275,000 Vehicle Maintenance 523 1,161 1,161 1,185

City of Allen 73 FY 2013 Budget FUND DEPARTMENT/DIVISION ACCOUNT GENERAL FUND COMMUNITY SERVICES/BUILDING MAINTENANCE 001-5120-418

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET

OPERATIONS-cont. Professional Services 77,127 97,458 97,458 97,778 SUBTOTAL $ 479,598 $ 470,358 $ 514,968 $ 662,605

DEPARTMENT TOTALS $ 1,057,695 $ 1,050,273 $ 1,102,423 $ 1,274,835

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 74 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY SERVICES/STREETS DIVISION 001-5130-431

Streets division is responsible for promoting quality of life and the public’s safe driving experience through maintaining public streets, sidewalks, and alleys.

Accomplishments in FY 2012: Goal 5. Systematically invest in public infrastructure Strategy 3. Develop and implement Infrastructure Maintenance Plan/schedules for Community Service operations  Performed routine concrete and asphalt street maintenance to extend the life of the City’s roadways  Managed the City/Resident cost-shared sidewalk replacement program  In conjunction with the Walden Park water and sewer project, repaved a portion of Thoreau from Roaring Springs to Sandy Creek with concrete  Developed and oversaw annual street and alley repair project  Responded to all citizen requests for assistance within 24 hours to demonstrate a high degree of customer service

Objectives for FY 2013: Goal 5. Systematically invest in public infrastructure Strategy 3. Develop and implement Infrastructure Maintenance Plan/schedules for Community Service operations  Continue the annual street and alley condition assessments and use the assessment to formulate the division’s Pavement Maintenance program  Manage the City/Resident cost-shared Sidewalk Replacement program  Continue to perform routine concrete and asphalt street maintenance to extend the life of the City’s infrastructure  Continue to rapidly respond to citizen calls and concerns on streets, alleys, and sidewalks

City of Allen 75 FY 2013 Budget FUND DEPARTMENT/DIVISION ACCOUNT GENERAL FUND COMMUNITY SERVICES/STREETS 001-5130-431

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 636,919 661,736 638,888 670,072 Operations 213,572 247,906 252,711 252,736 DEPARTMENT TOTAL $ 850,491 $ 909,642 $ 891,599 $ 922,808

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 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 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 393,870 409,976 403,008 414,031 Longevity 3,820 4,272 3,968 4,288 Overtime 18,803 14,400 9,000 17,513 FICA 29,543 30,387 28,227 32,004 TMRS 59,798 59,030 57,455 58,565 Worker's Compensation 10,643 10,643 10,525 11,187 Health Insurance 111,102 123,400 117,237 123,052 Dental Insurance 7,861 8,080 7,894 7,861 Long-term Disability 931 988 929 938 Life Insurance 473 500 469 457 Flexible Spending 75 60 176 176 SUBTOTAL $ 636,919 $ 661,736 $ 638,888 $ 670,072

OPERATING EXPENSES Training & Travel - 313 313 625 Dues & Subscriptions 243 269 269 275 Clothing & Uniforms 7,550 7,195 7,550 7,550 Printing & Reproduction 18 186 186 190 Rentals 3,029 2,560 2,560 2,625 Gasoline 30,178 26,750 29,000 26,750 General Supplies 377 465 465 500 Medical & Chemical Supply 601 220 220 235 Small Tools & Minor Equipment 10,610 7,536 7,536 7,536 Vehicle Maintenance 12,201 13,041 13,041 13,300 Equipment Maintenance 14,950 9,800 12,000 10,000 Radio Maintenance 372 695 695 725

City of Allen 76 FY 2013 Budget FUND DEPARTMENT/DIVISION ACCOUNT GENERAL FUND COMMUNITY SERVICES/STREETS 001-5130-431

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. Asphalt Maintenance 49,952 27,930 27,930 28,500 Sidewalk Replacement 11,840 9,800 9,800 10,000 Street Maintenance 71,651 139,750 139,750 142,500 Professional Services - 1,396 1,396 1,425 SUBTOTAL $ 213,572 $ 247,906 $ 252,711 $ 252,736

DEPARTMENT TOTALS $ 850,491 $ 909,642 $ 891,599 $ 922,808

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 77 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND COMMUNITY SERVICES/ 001-5140-415 SERVICE CENTER DIVISION

The Service Center division is responsible for managing the common/shared facilities located at the Municipal Service Center including the administration building, fueling operations, vehicle wash operations, and the fleet maintenance facility. The division also budgets for all Municipal Service Center utilities including water, sewer, natural gas, and electricity

Accomplishments in FY 2012: Goal 6. Maintain operational excellence in City government services Strategy 3. Continually Enhance the City of Allen’s Customer Service Approach to Delivering Quality Services.  Oversaw operations of Municipal Service Center including administration building, shop building, fleet services building, fuel island, and car wash  Manage the automated vehicle fueling and vehicle wash facilities including the necessary accounting associated with these services  Managed operations budget for Service Center for FY 11-12

Objectives for FY 2013: Goal 6. Maintain operational excellence in City government services Strategy 3. Continually Enhance the City of Allen’s Customer Service Approach to Delivering Quality Services.  Continue to monitor the vehicle fueling and vehicle wash facilities including the necessary accounting associated with these services  Develop and monitor the operations budget and be prepared to make mid-year adjustments and develop the FY 13-14 budget based on the facilities historic costs that are developed

City of Allen 78 FY 2013 Budget FUND DEPARTMENT/DIVISION ACCOUNT GENERAL FUND COMMUNITY SERVICES/SERVICE CENTER 001-5140-415

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations 120,973 177,509 166,441 167,215 DEPARTMENT TOTAL $ 120,973 $ 177,509 $ 166,441 $ 167,215

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES Electricity 64,188 71,450 64,000 64,000 Natural Gas 12,043 14,918 9,000 10,000 Water 22,246 21,500 21,500 21,930 Rentals - 1,500 1,500 1,500 Gasoline - 1,000 1,000 1,000 Janitorial Supplies 10,603 30,801 20,801 20,445 Small Tools & Minor Equipment 1,550 2,200 2,200 2,200 Building Maintenance 1,358 3,200 5,500 3,200 Equipment Maintenance - 2,000 2,000 2,000 Professional Services 8,985 28,940 38,940 40,940 SUBTOTAL $ 120,973 $ 177,509 $ 166,441 $ 167,215

DEPARTMENT TOTALS $ 120,973 $ 177,509 $ 166,441 $ 167,215

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 79 FY 2013 Budget ENGINEERING DIVISIONS ENGINEERING 001-6000 TRAFFIC 001-6020

Director 1

Senior Administrative Assistant 1

Assistant Director Transportation Manager 1 1

Senior Signal Tech Construction Inspector 1 2**

GIS Technician Traffic Signal Tech 1 2

Civil Engineer Signs/Markings Tech 2* 2

ROW/Utility Coordinator* 1

Utility Locator Tech* 1

Construction Manager 1

* ROW/Utility Coordinator, Utility Locator Tech and one Civil Engineer are funded in Water & Sewer **One position funded out of the Drainage Fund.

City of Allen 81 FY 2013 Budget FUND 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 2012: Goal 5. Systematically invest in public infrastructure Strategy 2. Continue to improve traffic management within the City  Traffic Operations: Phase 1 of the street bike route markings, Stacy Road directional signage for the Premium Outlet Mall as well as improved lane markings on WB Stacy Road at the NBFR of US 75, restriping of Main Street and LED streetlights on Bethany Drive, right turn lane on Angel Parkway at Bethany, restriping of Greenville Avenue and Stacy Road. Strategy 4. Construct and improve roadway infrastructure  Completed construction on the following projects: o Streets: Main Street from Allen Drive to US 75 and construction began on Bethany Drive from Allen Heights to the east city limit line. Construction also began on Chelsea Boulevard, Phase 1 (from Starcreek to SH 121). An acceleration lane was also constructed on the NBFR of US 75 from Cabela Drive to Stacy Road, 2012 Streets & Alley Repair project. Strategy 5. Plan for the construction of needed city facilities o Facilities: City Hall Soffit Remodel, Begin first floor Police Station Renovations, and HVAC for the Municipal Court and Parks & Recreation building. Goal 8. Proactively work to protect, conserve, and manage water resources o Water/Sewer and Drainage: Walden Park, Phase 2 water and sewer replacement, Palace Way Drainage re-route, Spring Meadow drainage, Stacy Tank Repair and Repaint, and mixing systems for the Rowlett, Bethany and Prestige water towers, Wastewater Master Plan Hydraulic Study Update, screening wall for Stacy Road Pump Station.

Objectives for FY 2013: Goal 2. Cultivate 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  Continue planning for the Crossroads Lift Station at US 75 and SH 121 with NTMWD. Goal 3. Improve regional mobility through transportation initiatives Strategy 2. Continue to leverage County, State (TxDOT) and Federal resources for road funding  Collaboration with TxDOT (Project schedule subject to TxDOT processes) on the following projects: continue engineering to widen US 75 to 8 general purpose lanes and 3-lane frontage roads and complete design and start utility relocations of Stacy Road, Phase II (Greenville Avenue to FM 1378) and start planning for widening of FM 2551 from Main Street to Parker Road. Goal 5. Systematically invest in public infrastructure Strategy 1. Implementation of the 2007-2013 Capital Improvement Program (CIP) Strategy 5. Plan for the construction of needed City facilities  Start construction on the following projects: Complete remodel of the first floor of the Police Station. Strategy 2. Continue to improve traffic management within the City  Continue efforts to implement US 75/Stacy Road corridor bottleneck improvements.  Signal installation at Watters Road/Bray Central.  Complete Phase 2 of on street bike route markings (Shallowater, Comanche, Roaring Springs, & Ridgemont). Strategy 4. Construct and improve roadway infrastructure  Construct the following Streets: Complete Bethany Drive (Allen Heights to east city limit line), complete Chelsea Boulevard, Phase 1 (Starcreek to SH 121).  Continue engineering and land acquisition for Ridgeview Drive (Alma to US 75), Exchange Parkway (Alma to Allen Heights). Work with Collin County, Lucas and Parker for the design of Angel Parkway (FM 2551) from Main Street to Parker Road. Goal 8. Proactively work to protect, conserve, and manage water resources  Construct the following water/sewer related projects: Whisenant Water and Sewer Replacement.

City of Allen 82 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND ENGINEERING 001-6000-437

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 1,180,762 1,239,718 1,183,500 1,232,708 Operations 1,164,176 1,333,570 1,345,648 1,365,195 DEPARTMENT TOTAL $ 2,344,938 $ 2,573,288 $ 2,529,148 $ 2,597,903

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Director 1 1 1 1 Assistant Director 1 1 1 1 Transportation Manager 1 1 1 1 Construction Manager 1 1 1 1 Construction Inspector 1 1 1 1 Senior Administrative Assistant 1 1 1 1 Project Technician 1 1 0 0 GIS Technician 1 1 1 1 Civil Engineer 1 1 1 1 Senior Signal Technician 1 1 1 1 Signs and Markings Technician 2 2 2 2 Traffic Signal Technician 1 1 1 2 Traffic Signal Assistant 1 1 1 0 TOTAL FULL TIME 14 14 13 13

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 848,726 886,603 849,198 871,168 Longevity 3,960 4,584 4,440 5,096 Overtime 17,469 12,000 11,900 15,032 FICA 60,962 65,829 59,442 67,311 TMRS 125,574 126,995 120,105 122,677 Worker's Compensation 5,291 5,762 5,680 5,131 Health Insurance 107,237 125,776 121,342 134,758 Dental Insurance 7,705 8,080 7,580 7,668 Long- term Disability 2,001 2,125 2,023 2,091 Life Insurance 1,297 1,364 1,309 1,306 Flexible Spending 540 600 481 470 SUBTOTAL $ 1,180,762 $ 1,239,718 $ 1,183,500 $ 1,232,708

OPERATING EXPENSES Training/Travel/Mileage 5,176 4,125 4,075 9,050 Dues & Subscriptions 4,523 5,340 5,340 5,350 Clothing & Uniforms 2,444 5,500 4,950 5,830 Electricity-Street Lights 786,926 888,288 850,000 855,400

City of Allen 83 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND ENGINEERING 001-6000-437

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. Electricity-Traffic Signals 34,035 37,602 36,000 36,000 Advertising - 180 180 150 Gasoline 14,909 14,835 14,420 14,455 General Supplies 3,565 3,875 3,575 3,350 Small Tools & Minor Equipment 1,388 2,225 2,550 2,050 Vehicle Maintenance 5,522 4,100 3,850 4,600 Equipment Maintenance - 500 500 400 Street Marking Maintenance 28,107 71,000 79,500 94,000 Traffic Signal Maintenance 30,676 46,000 56,500 57,000 Street Light Maintenance 182,636 191,000 170,000 153,560 Street Sign Replacement 61,772 54,000 57,000 67,000 Professional Services 2,497 5,000 5,208 5,000 School Crossing Guards - - 52,000 52,000 SUBTOTAL $ 1,164,176 $ 1,333,570 $ 1,345,648 $ 1,365,195

DEPARTMENT TOTALS $ 2,344,938 $ 2,573,288 $ 2,529,148 $ 2,597,903

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 84 FY 2013 Budget FINANCE DIVISIONS FINANCE 001-5500

Chief Financial Officer 1

Senior Administrative Assistant 1

Assistant Director 1

Accounting Manager Purchasing Manager Budget Manager 1 1 1

Senior Accountant Contract Administrator Senior Financial Analyst 1 1 1

Buyer Accounting Technician Accounting Technician 2 1 1

Payroll Specialist Accounts Payable 1 Technician 1

Accountant 2

City of Allen 85 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND FINANCE 001-5500-416

The Finance department’s purpose is to provide responsive and accurate technical staff support to the City Manager and all operating departments and to plan, manage, and maintain the financial affairs of the City.

Accomplishments in FY 2012: Goal 6. Maintain operational excellence in City government services Strategy 4. Ensure excellent fiscal management to maintain public trust  Continued to receive professional awards and recognition: o Received the 13th Certificate of Achievement for Excellence in Financial Reporting from the National Government Finance Officers Association (GFOA) o Received the 13th Distinguished Budget Presentation Award from GFOA o Received the 12th Achievement of Excellence in Procurement Award from the National Purchasing Institute (NPI)  For the fourth consecutive year, the external audit for the period ending September 30, 2011 resulted in no deficiencies or “management comment items”.  The City maintained its bond ratings as follows: Standard and Poor’s rating of AAA on G.O. Bonds and AAA on the Water and Sewer Revenue Bonds. Moody’s ratings are Aa1 on G.O Bonds, Aa2 on Water and Sewer Revenue Bonds, Aa3 on Economic Development Revenue Bonds and A1 on Community Development Revenue Bonds.  Issued G.O. Refunding Bonds in the amount of $13,940,000 in February 2012. Present value savings from the refunding was $1,273,328 through the term ending September 2024.  Continued financial reviews in various areas related to property taxes, sales taxes, hotel/motel taxes, tax increment financing (TIF) agreements, economic development agreements, franchise fees, and monitored long range financial plans for debt management and selected operating funds.  Provided financial analysis to monitor the economic incentive agreements related to various agreements, including The Village at Allen, the Allen Event Center, Cabela’s, Stacy Furniture, and Watters Creek.  Finalized the implementation of web based electronic bid software to increase vendor competition, promote competitive pricing, and monitor and track vendor bids and contracts.  Began updating the chart of accounts to prepare for a conversion of software modules throughout the organization.  Promoted vendor education through the Collin County Governmental Purchaser’s Forum annual “How to Do Business With Government Entities” vendor fair.

Objectives for FY 2013: Goal 6. Maintain operational excellence in City government services Strategy 4. Ensure excellent fiscal management to maintain public trust  Continue to receive professional awards and recognition from GFOA and NPI.  Continue to monitor the impact of the economy on current financial conditions affecting the City’s revenues and expenses, specifically with reviews in various areas related to property taxes, sales taxes, hotel/motel taxes, franchise fees, building permits, and economic development agreements including TIF’s.  Continue to analyze the City’s ability to implement the CIP program and the impact on the long range financial plan for debt management and selected operating funds. Some projects have been delayed as a result of past reviews.  Continue to prepare for the IT Master Plan’s financial and other software module updates and conversion throughout the organization. Software options will be reviewed and selected with implementation and training to begin in late FY2013. Software changes will also require organizational policies to be updated to reflect the processes and procedural changes and/or improvements.  Continue vendor awareness of the web based electronic bid software to improve competitive pricing and monitoring of vendor bids and contracts.

City of Allen 86 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND FINANCE 001-5500-416

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 1,351,118 1,408,083 1,402,786 1,488,425 Operations 185,568 268,142 238,343 267,424 DEPARTMENT TOTAL $ 1,536,686 $ 1,676,225 $ 1,641,129 $ 1,755,849

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Chief Financial Officer 0 1 1 1 Director 1 0 0 0 Assistant Director 1 1 1 1 Budget Manager 1 1 1 1 Accounting Manager 1 1 1 1 Senior Accountant 1 1 1 1 Senior Financial Analyst 0 1 1 1 Financial Analyst 1 0 0 0 Accountant 2 2 2 2 Senior Administrative Assistant 1 1 1 1 Purchasing Manager 1 1 1 1 Contract Administrator 0 0 1 1 Buyer 2 2 1 2 Payroll Specialist 1 1 1 1 Accounting Technician 2 2 2 2 Accounting Assistant II 1 0 0 0 Accounts Payable Technician 0 1 1 1 TOTAL FULL TIME 16 16 16 17

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 982,405 1,018,033 1,026,081 1,070,188 Longevity 4,122 4,890 4,890 5,658 Overtime 1,116 400 900 3,486 FICA 69,160 75,500 72,108 82,734 TMRS 142,129 145,463 144,108 150,618 Worker's Compensation 780 818 821 1,208 Health Insurance 136,271 147,515 138,602 158,475 Dental Insurance 10,686 10,899 10,710 11,309 Long-term Disability 2,356 2,431 2,440 2,569 Life Insurance 1,493 1,534 1,538 1,563 Flexible Spending 600 600 588 617 SUBTOTAL $ 1,351,118 $ 1,408,083 $ 1,402,786 $ 1,488,425

City of Allen 87 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND FINANCE 001-5500-416

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES Training & Travel 15,739 8,918 9,229 18,300 Dues & Subscriptions 5,195 5,735 6,035 6,035 Banking Services 5,271 5,148 5,148 5,148 Gasoline 1,255 1,500 600 1,500 General Supplies 9,225 12,775 10,402 11,105 Small Tools & Minor Equipment 1,652 2,180 1,000 2,000 Audit Fees 30,903 44,450 33,244 32,776 Professional Services 1,450 5,930 1,905 11,880 Courier Services 4,105 8,528 9,780 9,780 Credit Card Costs 110,773 172,978 161,000 168,900 SUBTOTAL $ 185,568 $ 268,142 $ 238,343 $ 267,424

DEPARTMENT TOTALS $ 1,536,686 $ 1,676,225 $ 1,641,129 $ 1,755,849

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 88 FY 2013 Budget FIRE DIVISION 001-3500

Chief 1

Senior Administrative Assistant 1

Assistant Chief/Prevention Assistant Chief/Operations 1 1

Public Education Coordinator 1 Division Chief/Support Services 1 Fire Prevention Specialist 3 Division Chief/Trng/Safety 1 Administrative Assistant 1

Battalion Chief/Operations 3

Administrative Captain Captain 15 3

Driver Operator Engineer (DOE) 15

Firefighter/Paramedic 63

City of Allen 89 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND FIRE 001-3500-422

The Allen Fire Department serves and protects its citizens and visitors by providing the best in Emergency Medical Services, Fire Suppression, Fire Prevention and Education, and Emergency Management.

Accomplishments in FY 2012: Goal 1. Enhance Community Livability and Safety  Activated all the features of the fire station alerting system  Activated the new Computer Aided Dispatch software/hardware and Records Management Software  Received and placed in service the first 100’ aerial device for the AFD to serve our increasing building heights  Received and placed into service one ambulance (Replacement Fund)  Updated the medical treatment protocols to reflect cutting edge treatment options  Enhanced quality improvement and quality assurance programs related to EMS incidents  Emergency Medical Dispatching (EMD) system was upgraded and updated  Expanded our Public Education Programs  Enhanced the Community Emergency Response Team’s (CERT) response capabilities  Updated live radar feeds and software to aid in evaluating severe weather and its impact on Allen  Obtained live feeds from the TxDOT cameras to aid in response safety  Conducted annual mandatory physical ability testing for incumbents  Expanded our officer development program  Increased the college education requirements for promotions  Renegotiated contracts for medical direction and emergency medical billing services  Brought EMS continuing education in-house to expand the number of training hours provided each month while customizing training to Allen’s specific needs  Implemented a program where AFD paramedics rotate through the emergency room and operating room at a local hospital to increase their experience and build rapport with the facility staff Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 3. Expand Public Safety Regional Partnerships  Increased inter-operability with neighboring fire departments through joint training and resource sharing  Enhanced operations and maintained federal grant eligibility by completing National Incident Management System and Incident Command System training requirements  Worked with the Insurance Service Office to receive an updated Public Protection Classification (PPC) for Allen. The PPC is utilized by insurance agencies when determining fire insurance rates for a community. The PPC for Allen is a Class 2 (on a scale of 1 to 10 with 1 being the best rating). This places Allen in the top 5%.  The Regional Hazard Mitigation Action Plan was approved by FEMA Goal 5. Systematically Invest in Public Infrastructure Strategy 5. Plan for the construction of needed City facilities  Utilized $1.8M grant from the America Reinvestment & Recovery Act toward the construction of Fire Station #5

Objectives for FY 2013: Goal 1. Enhance Community Livability and Safety Strategy 1. Continue to provide progressive and efficient emergency services  Enhance/expand the capabilities and use of the Community Emergency Response Team (CERT) Objective 2. Effectively use technology to enhance public safety services  Expand the use of the National Incident Management System (NIMS) simulation lab to include additional mutual aid departments  Utilize the new records management system to analyze our emergency incident response data and make adjustments to our resources accordingly Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 3. Expand Public Safety Regional Partnerships  Continue to increase inter-operability with neighboring fire departments through joint training, policy sharing, facility placement, and response sharing  Work with Collin County Fire Chiefs to enhance the county-wide mutual aid system  Continue to push local hospital emergency departments to increase their capabilities and working relationship with the AFD to insure the highest level of care for our citizens transported by ambulance to their facilities Goal 5. Systematically invest in public infrastructure Strategy 5. Plan for the construction of needed City facilities  Evaluate timeline for Fire Station #6  Plan for the rehabilitation of Fire Stations #3 and #4  Evaluate the feasibility of completely rebuilding Fire Station #2

City of Allen 90 FY 2013 Budget

FUND DEPARTMENT ACCOUNT GENERAL FUND FIRE 001-3500-422

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 9,748,983 10,392,039 10,338,443 11,524,815 Operations 1,050,653 1,014,288 1,068,337 1,041,252 DEPARTMENT TOTAL $ 10,799,636 $ 11,406,327 $ 11,406,780 $ 12,566,067

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Fire Chief 1 1 1 1 Assistant Fire Chief 2 2 2 2 Fire Division Chief 2 2 2 2 Battalion Chief 3 3 3 3 Fire Captain 15 18 18 18 Fire Driver Operator Engineer 12 15 15 15 Firefighter/Paramedic 57 57 57 63 Fire Prevention Specialist 3 3 3 3 Public Education Coordinator 1 1 1 1 Senior Administrative Assistant 1 1 1 1 Administrative Assistant 1 1 1 1 TOTAL FULL TIME 98 104 104 110

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 6,510,626 7,078,878 6,951,660 7,631,876 Longevity 50,768 54,864 54,340 58,352 Overtime 555,465 440,000 562,540 550,000 FICA 505,348 528,175 511,004 631,451 TMRS 1,016,733 1,016,729 1,012,272 1,153,465 Worker's Compensation 45,029 49,144 46,699 63,137 Health Insurance 972,932 1,125,362 1,102,166 1,328,298 Dental Insurance 65,342 70,427 69,687 77,465 Long-term Disability 15,547 16,453 16,247 17,873 Life Insurance 8,288 8,827 8,594 9,135 Flexible Spending 2,905 3,180 3,234 3,763 SUBTOTAL $ 9,748,983 $ 10,392,039 $ 10,338,443 $ 11,524,815

OPERATING EXPENSES Training & Travel 43,207 20,471 20,471 43,875 Dues & Subscriptions 17,766 18,959 18,959 20,710 Clothing & Uniforms 116,526 115,346 115,346 116,546 Electricity 94,362 94,815 104,000 104,000

City of Allen 91 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND FIRE 001-3500-422

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. Natural Gas 7,031 11,045 6,000 7,000 Water 14,256 16,500 16,500 16,500 Printing & Reproduction 2,134 3,260 3,260 3,260 Advertising 351 465 465 465 Rentals 1,050 1,152 1,152 1,200 Meetings & Receptions 3,337 3,250 3,250 4,000 Code Enforcement 1,182 372 372 2,000 Gasoline 90,259 92,000 92,000 92,000 Oil & Lubricants 264 932 932 932 General Supplies 5,969 8,152 8,152 8,152 Janitorial Supplies 7,706 7,918 7,918 8,076 Medical & Chemical Supply 98,297 98,000 98,000 98,000 Chemical Spill Supplies 2,394 5,962 5,962 5,962 Small Tools & Minor Equipment 67,710 85,198 85,198 85,198 Building Maintenance 105,225 50,867 50,867 60,867 Vehicle Maintenance 87,910 71,091 121,000 95,000 Equipment Maintenance 34,159 28,642 28,642 29,214 Radio Maintenance 2,981 2,795 2,795 2,795 Professional Services 246,577 277,096 277,096 235,500 SUBTOTAL $ 1,050,653 $ 1,014,288 $ 1,068,337 $ 1,041,252

DEPARTMENT TOTALS $ 10,799,636 $ 11,406,327 $ 11,406,780 $ 12,566,067

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 92 FY 2013 Budget HUMAN RESOURCES DIVISION 001-1700

Assistant City Manager

Director 1

Sr. Administrative Assistant 1

Benefit & Compensation Manager 1

Human Resources Analyst Recruitment/Training 1

Human Resources Generalist 1

City of Allen 93 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND HUMAN RESOURCES 001-1700-414

Human Resources works in partnership with departments to maximize their workforce to ensure they deliver the highest level of services to both our external and internal customers. The department provides management expertise in manpower planning, compensation and benefits planning, diversity and employee relations issues, training, and long-range human resources planning.

The Human Resources department’s vision statement is “To create a positive environment where everyone matters.”

Accomplishments in FY 2012: Goal 6. Maintain operational excellence in City government services Strategy 2. Develop Human Resources programs to become the City that is the "Employer of Choice"  Conducted four People First, Respect, Integrity, Deliver and Excel (P.R.I.D.E.) rallies, awarded the 9th annual Day of P.R.I.D.E. awards, and presented the 9th annual Excellence in P.R.I.D.E. awards  Assisted departments with various employee relations issues  Continued partnerships with Monster.com and Jobing.com for public job postings in order to recruit from a large pool of qualified individuals  Presented departmental training on leadership development, team building, and customer service  Surveyed and analyzed the Leave Policy and accruals compared to market  Surveyed, analyzed, and recommended revisions to the compensation plans in order to maintain the city’s relative market standing with respect to our total compensation strategies

Objectives for FY 2013: Goal 6. Maintain operational excellence in City government services Strategy 2. Develop Human Resources programs to become the City that is the "Employer of Choice"  Continue to develop an organization-wide diversity initiative which includes recruiting, training, and employee relations  Continue to build relationships and serve as a resource for both internal and external customers  Partner with departments to create practical succession plans for key staff positions including a mentoring program that develops and identifies competencies for positions in order to help with succession planning and development of our workforce  Continue to develop and facilitate training programs to reflect our organizational values (P.R.I.D.E.)  Provide training, resources, and support to managers performing HR functions within departments  Evaluate and update the city’s performance appraisal procedure and documentation  Continue to evaluate and update new employee orientation to provide comprehensive information regarding the culture, goals, and objectives of the City of Allen  Continue to provide quality, consistent and timely customer service regarding business processes and decision making to include continuous process improvements that are user-friendly and easily accessible  Revise Leave Policy and implement recommended changes  Review and revise Human Resources policies, ensuring compliance with state and federal requirements  Implement updated compensation plans in order to maintain the City’s relative market standing with respect to our total compensation strategies  Compile and disseminate quarterly recruitment statistics to department directors to assist in workforce decisions

City of Allen 94 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND HUMAN RESOURCES 001-1700-414

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 431,402 401,796 352,121 407,050 Operations 192,113 173,937 173,937 178,275 DEPARTMENT TOTAL $ 623,515 $ 575,733 $ 526,058 $ 585,325

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Director 1 1 1 1 Benefit & Compensation Manager 0 1 1 1 Human Resources Analyst 3 2 1 1 Human Resources Generalist 0 0 1 1 Senior Administrative Assistant 1 1 1 1 TOTAL FULL TIME 5 5 5 5

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 288,163 298,619 263,052 279,797 Longevity 1,000 1,048 476 508 Overtime 255 498 498 1,800 FICA 21,492 22,530 19,044 21,455 TMRS 41,619 42,703 37,043 39,243 Worker's Compensation 231 241 202 312 Health Insurance 27,774 31,913 28,197 30,369 Dental Insurance 2,668 2,815 2,519 2,490 Long-term Disability 681 722 564 572 Life Insurance 442 467 389 386 Flexible Spending 205 240 137 118 Educational Assistance 46,872 - - 30,000 SUBTOTAL $ 431,402 $ 401,796 $ 352,121 $ 407,050

OPERATING EXPENSES Training/Travel/Mileage 5,084 2,840 2,840 7,815 Dues & Subscriptions 1,854 2,920 5,611 1,755 Printing & Reproduction 162 370 370 - Advertising 24,379 57,362 54,421 49,700 Meetings & Receptions 57 1,011 1,011 1,000 General Supplies 1,483 1,762 2,012 3,083 Small Tools & Minor Equipment 896 233 233 - PRIDE Program 9,169 15,000 15,000 18,000 Professional Services 37,222 31,900 31,900 35,500

City of Allen 95 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND HUMAN RESOURCES 001-1700-414

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET Training & Development 10,617 11,007 11,007 11,500 Unemployment Claims 59,502 30,000 30,000 30,000 Employee Recognition 41,688 19,532 19,532 19,922 SUBTOTAL $ 192,113 $ 173,937 $ 173,937 $ 178,275

DEPARTMENT TOTALS $ 623,515 $ 575,733 $ 526,058 $ 585,325

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 96 FY 2013 Budget INFORMATION TECHNOLOGY DIVISIONS IT ADMINISTRATION 001-1610 IT INTERNAL ITEMS 001-1620

Director 1

Sr Administrative Assistant 1

IT System Supervisor IT Project Manager 1 1

AS400 System Administrator 1

System Administrator 3

IT Specialist 2.5

IT Technician 1

Application Specialist 1

City of Allen 97 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND INFORMATION TECHNOLOGY 001-1600-413

The Information Technology (IT) department’s responsibilities include installation and maintenance of hardware and software, supervision and maintenance of the city’s technology infrastructure, and support services for the network and desktop environments. The IT staff also provides support to the Library and emergency services dispatching systems for continued support to the community.

Accomplishments in FY 2012: Goal 6. Maintain operational excellence in City government services Strategy 1. Utilize technology for optimum performance and customer service  Completed the installation of a new Public Safety Radio System (Motorola)  Completed the installation of Public Safety’s CAD and Mobile systems  Started the conversion and installation of Intergraphs Records Management System (RMS) system for Police  Completed the integration of Firehouse’s RMS system for the Fire Department  Completed installation of USDD station alerting systems for Fire  Completed connection to the TxDOT camera systems into the City Network  Replaced plotters for both GIS and Planning  Replaced 225 desktop computers through the City’s lease with Hewlett Packard  Replaced the AS/400 through the lease with Sungard  Replace Allen-Web Server and NT-8 server  Upgraded all machines in the Event Center to be compliant with our Microsoft Agreement  Replaced Council laptops with iPads  Updated the I.T. Five Year Strategic plan; Adopted by Council

Objectives for FY 2013: Goal 6. Maintain operational excellence in City government services Strategy 1. Utilize technology for optimum performance and customer service

 Complete conversion of RMS systems for Police  Write a Five Year Strategic Plan for GIS  Write and issue a Request for Proposal (RFP) for the Administrative Systems Software replacement or upgrade  Complete vendor demos of new systems  Purchase licenses to run CLASS software for Parks & Recreation in more locations  Replace a number of aging desk phones throughout the City  Replace UPS batteries in the City Hall Data Center  Find a way to supply fiber connectivity to Fire Stations 4 and 5 plus AEDC

City of Allen 98 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND IT 001-1600-413

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 854,647 878,441 963,313 1,124,118 Operations 938,353 1,262,829 1,317,929 1,585,645 Capital 10,534 - 27,000 - DEPARTMENT TOTAL $ 1,803,534 $ 2,141,270 $ 2,308,242 $ 2,709,763

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Director 1 1 1 1 IT System Supervisor 1 1 1 1 IT Project Manager 0 0 1 1 System Administrator 3 3 3 3 AS400 System Administrator 1 1 1 1 IT Specialist 1 1 2 2 IT Applications Specialist 0 0 0 1 IT Technician 2 2 1 1 Sr. Administrative Assistant 0 0 0 1 Administrative Assistant 1 1 1 0 TOTAL FULL TIME 10 10 11 12

PART TIME IT Specialist 0.50 0.50 0.50 0.50 TOTAL PART TIME 0.50 0.50 0.50 0.50

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 626,985 641,457 701,530 813,643 Longevity 2,524 2,956 3,040 3,520 Overtime 10,618 12,000 20,000 12,162 FICA 46,040 47,452 51,006 62,688 TMRS 91,990 91,829 99,014 114,402 Worker's Compensation 581 589 658 1,182 Health Insurance 66,836 72,833 78,282 105,119 Dental Insurance 6,400 6,575 6,889 8,049 Long-term Disability 1,498 1,530 1,621 1,892 Life Insurance 890 920 954 1,064 Flexible Spending 285 300 319 397 SUBTOTAL $ 854,647 $ 878,441 $ 963,313 $ 1,124,118

OPERATING EXPENSES Training/Travel/Mileage 9,933 5,105 5,105 5,825 Dues & Subscriptions 195 200 300 500 Clothing & Uniforms 1,403 1,500 1,500 1,500 Telephone 59,748 87,860 87,860 88,960

City of Allen 99 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND IT 001-1600-413

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. Rentals & Leasing 481 400 400 400 Database Services 4,357 10,000 10,000 10,000 Computer Costs & Supplies 566,504 817,309 817,309 932,344 Gasoline 695 1,050 1,050 1,050 Lease Expenses 125,827 128,500 128,500 129,595 General Supplies 1,161 1,493 1,493 1,150 Computer Supplies 85,701 81,700 136,700 132,159 Small Tools and Minor Equipment 2,322 - - 144,450 Vehicle Maintenance 1,460 800 800 800 Computer Maintenance 62,529 74,200 74,200 84,200 Professional Services 16,037 52,712 52,712 52,712 SUBTOTAL $ 938,353 $ 1,262,829 $ 1,317,929 $ 1,585,645

CAPITAL OUTLAY Computer Equipment 10,534 - 27,000 - SUBTOTAL $ 10,534 $ - $ 27,000 $ -

DEPARTMENT TOTALS $ 1,803,534 $ 2,141,270 $ 2,308,242 $ 2,709,763

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 100 FY 2013 Budget INTERNAL SERVICES DIVISION 001-1800

No Personnel in this Department

City of Allen 101 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND INTERNAL SERVICES 001-1800-415

The Internal Services budget, administered by the City Manager’s Office, captures expenses that are shared among many departments. Highlights of some of the items included in this department are as follows:  Economic incentive payments for projects such as Stacy Furniture, The Village at Allen, and Cabela’s  Vehicle and equipment replacement fees paid into the Replacement Fund  Professional Services fees for the City Attorney  Copier services including monthly lease fees and maintenance  Costs associated with City of Allen strategic planning  Transfers out for capital projects

City of Allen 102 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND INTERNAL SERVICES 001-1801-415

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations 7,932,838 7,937,712 8,008,226 8,955,531 Transfers Out 1,685,979 902,555 871,365 542,820 DEPARTMENT TOTAL $ 9,618,817 $ 8,840,267 $ 8,879,591 $ 9,498,351

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES Dues & Subscriptions 50,806 52,299 58,711 63,938 Telephone 266,141 268,744 268,744 266,500 Insurance 461,373 500,760 500,760 502,789 Postage & Freight 34,601 69,089 69,089 69,089 Printing & Reproduction 2,553 5,500 5,500 5,500 Miscellaneous Operating Exp 72,945 - - - Lease Expenses 70,120 92,020 88,328 97,753 Vehicle/Equipment Replacement 1,491,063 1,318,270 1,318,270 1,427,065 General Supplies 21,771 25,000 25,000 23,000 Tax Service-Collin County 22,418 22,522 22,824 23,303 Tax Service-CAD 265,458 270,266 260,035 265,000 Legal Fees 323,931 355,000 355,000 355,000 Consulting Services 3,167 - - - Copier Service 33,723 10,000 1,000 1,000 Post - Employment Funding Exp 41,199 267,227 267,227 267,227 Economic Grant Expenses 4,699,620 4,215,042 4,310,765 4,601,128 Strategic Planning Expense 71,949 465,973 456,973 987,239 SUBTOTAL $ 7,932,838 $ 7,937,712 $ 8,008,226 $ 8,955,531

TRANSFERS Operating Transfer Out 895,979 872,555 838,865 542,820 Capital Projects Transfer Out 790,000 30,000 32,500 - SUBTOTAL $ 1,685,979 $ 902,555 $ 871,365 $ 542,820

DEPARTMENT TOTALS $ 9,618,817 $ 8,840,267 $ 8,879,591 $ 9,498,351

City of Allen 103 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND INTERNAL SERVICES 001-1801-415

CAPITAL EXPENDITURES LIST 2011-2012 2012-2013 AMENDED BUDGET Operating Transfers Out: Grant Fund - Police 86,941 41,399 Replacement Fund for Court Technology - 34,962 Risk Management Fund-Administrative costs 216,314 289,544 Golf Fund 535,610 176,915 TOTAL $ 838,865 $ 542,820

2011-2012 2012-2013 AMENDED BUDGET Capital Projects Transfer Out Non-Bond Capital Projects Fund - Restroom at K-9 Training Facility 32,500 - TOTAL $ 32,500 $ -

City of Allen 104 FY 2013 Budget LIBRARY DIVISION 001-3000

Director 1

Senior Administrative Assistant 1 Cultural Arts Coordinator 1 Library Acquisitions Coordinator 1

Temp Audio Visual Production Production Tech Specialist Assistant Specialist .24 0.5 1

Circulation Supervisor Support Services Manager Adult Services Manager Youth Services Manager 1 1 1 1

Library (Circulation) Senior Librarian Senior Librarian Senior Librarian Clerk 1 2.5 2 2

Library Clerk Librarian Librarian PT Library Clerk 1.25 3.25 2.5 3.92

Library Specialist Library Specialist Temp-Library Clerk 1.5 2 .09

Library Associate Temp-Library Specialist 1 .08

PT Library Clerk 0.63

PT Library Page 2.88

Temp Library Page 0.25

City of Allen 105 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND LIBRARY 001-3000-455

As “a welcoming place to inspire the mind,” the Library serves the lifelong learning, informational, and cultural needs of Allen citizens. The Library stimulates imagination and satisfies curiosity by providing books, ebooks, audiobooks, DVD’s, programs, and a friendly environment for all ages to develop and nourish an enduring love for reading and learning to enrich their lives and the quality of community life.

Accomplishments in FY 2012: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 6. Foster educational partnerships for K-12 education and higher education  Provided storytimes and other programs to encourage reading for Boyd Elementary bilingual Pre-K, Kindergarten classes, Rountree Elementary Pre-K, and Head Start classes Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation. Strategy 7. Develop Library outreach opportunities for the community Objective 1. Enhance outreach efforts to encourage the use of Library services.  Increased the number of Library visitors by 10%  Publicized Library programs and activities through signs, flyers, and brochures and print and online media, including local newspapers, the Allen Image, ACTV, Facebook, YouTube, weekly e-news, and online program calendars  Participated in Boyd Elementary Community Fair, Rountree Elementary PTA Book Fair, Parks and Recreation’s Eggcelent Family Adventure, and the annual Educators Expo organized by Community Services and Allen ISD  Provided tours and programs to local daycares and Scout groups  Hosted and provided technical support for Parks & Recreation’s annual Missoula Children’s Theatre camp  Developed a dedicated program room for adult and teen programs to provide a more conducive setting and increase availability of the Library Meeting Room for community rentals  Continued to provide wireless access to the Internet through hardware and support from IT Objective 3. Promote lifelong learning, literacy, recreational reading, and an awareness of current cultural and social trends.  Increased circulation of Library materials by 15%  Encouraged reading and cultural literacy for all ages through over 700 programs including story times, adult, teen, tween, and children’s book clubs, classic movies, Summer Reading Programs, and special events for infants, toddlers, preschoolers, primary school children, pre-teens, teens, and adults  Added e-books to the Library collection that are compatible with Kindles, iPads, and iPhones and licensed with grant funding  Revitalized print, audio, and video collections for children, teens, and adults to address community needs for recreation and information, including continued growth of the audiobook and Blu-Ray collections  Repositioned the music and large print collections and the 2nd floor endcap displays to increase visibility and ease of browsing  Provided access to licensed information databases, primarily through the state-subsidized TexShare program available to accredited public libraries  Celebrated Allen’s community spirit during Library Celebration Week with the theme “Our Stories Tie Us Together,” through displays and programs highlighted by illusionist Dan Kamin and the Library’s annual Celtic Night with musician Shaun Young, Celtic band Seamus Stout, and Irish dancing from Allen High School student Jason Hickman Strategy 8. Promote cultural and intellectual development through exhibits and programs.  Increased Library program attendance by 18%  Partnered with the Friends of the Library to present the “Bach to Books” programs  Literary programs featured authors Grace Lin, Richard Michelson, Preston Lauterbach, Andrea Davis Pinkney, and Paul Zelinsky and illustrators David Catrow and C.F. Payne  Cultural programs: Aztec and Lakota Sioux dance groups, discussion of a modern Mexican art exhibit at S.M.U., and a Scandinavian holiday celebration

City of Allen 106 FY 2013 Budget  Historical programs: Korean and Vietnam War veteran Colonel Ralph Hodge, discussion of the 1940 Census, and a presentation about Eugene Bullard, the only African-American World War I aviator  Musical programs: bluegrass group The Upper Grassmen, Sassy Soulstress Andrea Dawson, Western swing band Shoot Low Sheriff, a showcase for Texas singer/songwriters, accordionist Ponty Bone, country performer Roger Tibbs, and the Allen Musical Revue  Partnered with the Friends of the Library to present the mystery-themed 5th annual ALLen Reads program including Celebrity Readers, book clubs, mystery movies, and Library and school visits by children’s Sammy Keyes mystery author Wendelin Van Draanin  Partnered with the Friends of the Library to offer the Library’s 3rd annual (and first two-day) Jazz and Blues Festival, featuring the Inner City All-Stars, Texas Slim, and the Brehms marketed online, in print, and in radio spots funded through a hotel occupancy tax grant  Presented the 4th annual Lunar New Year Celebration with a traditional lion dance, dragon stories, & crafts  Presented the 8th annual Day of the Child, Day of the Book celebration with support from the Kiwanis Club of Allen, the Allen Arts Alliance, the Children’s Chorus of Collin County, the Allen High School LULAC Council, and the Friends of the Library

Objectives for FY 2013: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 6. Foster educational partnerships for K-12 education and higher education  Provide story times and other programs for Boyd and Rountree Elementary Head Start, bilingual Pre-K, and Kindergarten classes Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation. Strategy 7. Promote lifelong learning, literacy, recreational reading, and an awareness of current cultural and social trends.  Encourage reading and cultural literacy for Allenites of all ages through storytimes, special programs, book clubs, movies, and summer and winter reading programs  Develop book, audio, music, and video collections to promote lifelong learning, recreation, and an understanding of current cultural and social trends  Supplement the digital e-book collection and consider options to license additional e-books from a 2ND vendor  Coordinate and cooperate with ACTV to offer Library programming to a broader audience on ACTV and YouTube  Apply new features in the next Polaris software upgrade to make the Library catalog and mobile catalog more intuitive to use and visually more inviting Strategy 8. Encourage the awareness and use of Library services and programs through marketing, outreach, and a welcoming social environment.  Promote diverse programming for adults in addition to Bach to Books programs with the marketing initiative “LIFE at the Library,” with LIFE as an acronym for “Learning Is Fun Every day”  Explore methods to provide credit and debit card payment options for Library fines and fees  Augment display shelving for new books and bestsellers on the first floor with Friends of the Library funds to increase the visibility and appeal of Library materials  Supplement existing marketing through greater coordination of publicity and increasing emphasis upon online opportunities Strategy 9. Promote cultural and intellectual development through exhibits and programs.  Partner with the Friends of the Library to present a diverse series of literary, musical, cultural, and historical Bach to Books programs  Augment existing Armchair Travelers, Mom’s Night Out, and book club programs for adults with additional informative and fun programs on a variety of topics supported by relevant and attractive gallery exhibits  Partner with the Friends of the Library to offer the 6th annual ALLen Reads program to promote literacy featuring Gary Schmidt’s “Okay for Now” by Gary Schmidt (Grade 7 through Adult). Companion books will be A Nest for Celeste by Henry Cole (Grades 3-6) and Harriet Ziefert’s My Dog Thinks I'm a Genius (Preschool - Grade 2)  Present the 5th annual Lunar New Year Celebration and the 9th annual Day of the Child, Day of the Book to celebrate reading, diversity, and community  Offer the 4th annual Jazz and Blues Festival to expand awareness and promote enjoyment of two uniquely American musical genres

City of Allen 107 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND LIBRARY 001-3000-455

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 1,973,859 2,044,875 2,031,194 2,126,788 Operations 358,044 343,076 364,123 358,551 Capital 178,423 180,000 180,000 180,000 DEPARTMENT TOTAL $ 2,510,326 $ 2,567,951 $ 2,575,317 $ 2,665,339

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Director 1 1 1 1 Support Services Manager 1 1 1 1 Library Services Manager 2 2 2 2 Senior Librarian 6 6 5 5 Circulation Supervisor 1 1 1 1 Cultural Arts Coordinator 1 1 1 1 Library Associate 1 1 1 1 Library Acquisitions Coordinator 1 1 1 1 Senior Administrative Assistant 1 1 1 1 Production Specialist 1 1 1 1 Librarian 2 2 3 4 Library Specialist 1 1 1 1 Library Clerk 2 2 2 2 TOTAL FULL TIME 21 21 21 22 PART TIME Senior Librarian 0.50 0.50 0.50 0.50 Librarian 1.75 1.75 1.75 1.75 Library Specialist 3.25 3.25 3.25 2.50 Library Clerk 5.80 5.80 5.80 5.80 Library Page 2.88 2.88 2.88 2.88 Production Specialist Assistant 0.50 0.50 0.50 0.50 TOTAL PART TIME 14.68 14.68 14.68 13.93

TEMPORARY Library Clerk * 0.20 0.20 0.20 0.20 Library Specialist * 0.08 0.08 0.08 0.08 Library Page 0.25 0.25 0.25 0.25 Audio Visual Technician 0.24 0.24 0.24 0.24 TOTAL TEMPORARY 0.77 0.77 0.77 0.77

* The Temporary Library Clerk and Library Specialist are funded by the Collin County Library Grant

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 1,520,270 1,564,550 1,567,721 1,619,598 Longevity 11,000 12,083 11,795 12,511 Overtime - 240 240 292

City of Allen 108 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND LIBRARY 001-3000-455

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES - cont. FICA 113,620 118,715 116,734 125,010 TMRS 204,944 208,474 205,216 211,452 Worker's Compensation 1,281 1,337 1,332 1,824 Health Insurance 108,847 125,014 112,372 138,977 Dental Insurance 9,640 10,147 11,321 12,459 Long-term Disability 2,410 2,437 2,582 2,704 Life Insurance 1,327 1,338 1,411 1,432 Flexible Spending 520 540 470 529 SUBTOTAL $ 1,973,859 $ 2,044,875 $ 2,031,194 $ 2,126,788

OPERATING EXPENSES Training & Travel 3,783 2,435 2,375 3,600 Dues & Subscriptions 650 1,175 450 860 Electricity 152,032 127,818 147,000 147,000 Natural Gas 29,309 28,404 27,000 29,500 Water 2,223 1,900 2,200 1,940 Postage & Freight 3,238 3,610 3,060 3,060 Database Services 14,237 16,134 16,123 16,119 Special Activities 23,008 23,600 23,600 29,070 Library Book - Continuation Fund 5,901 14,210 14,210 14,210 Audio Visual Expense 29,660 29,779 29,779 30,374 Lease Expenses 1,860 1,860 1,860 1,860 General Supplies 7,431 7,645 7,055 7,195 Periodicals 8,124 11,760 11,760 11,760 Small Tools & Minor Equipment 2,245 4,000 3,985 3,980 Library Supplies 20,285 19,880 19,880 24,078 Equipment Maintenance 432 2,295 2,255 2,295 Computer Maintenance 13,047 13,681 13,681 - Professional Services 26,612 22,890 22,650 22,650 Donation Expenses 13,967 10,000 15,200 9,000 SUBTOTAL $ 358,044 $ 343,076 $ 364,123 $ 358,551

CAPITAL OUTLAY Library Books 178,423 180,000 180,000 180,000 SUBTOTAL $ 178,423 $ 180,000 $ 180,000 $ 180,000

DEPARTMENT TOTALS $ 2,510,326 $ 2,567,951 $ 2,575,317 $ 2,665,339

City of Allen 109 FY 2013 Budget MUNICIPAL COURT DIVISION 001-1200

Chief Financial Officer

Assistant Finance Director Municipal Court Judge 1

Municipal Court Administrator 1

Juvenile Case Manager Municipal Court Supervisor Docket Clerk 1 1 1

Deputy Court Clerk 5

City of Allen 111 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND MUNICIPAL COURT 001-1200-412

The Municipal Court is responsible for the maintenance of court records on the disposition of cases, the issuance of warrants for those individuals who do not meet their obligations to the court, and the collection of fines.

Accomplishments in FY 2012: Goal 6. Maintain operational excellence in 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 three Deputy Court Clerks passing exams to obtain Level 1 and Level 2 Certification in the State Court Clerk Certification Program

Objectives for FY 2013: Goal 6. Maintain operational excellence 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  Update court software to include web-based payment options, information access, document imaging, and improved report writing Strategy 4. Ensure excellent fiscal management to maintain public trust  Continue to improve the voluntary State Collection Program for outstanding cases  Continue to improve warrant collections by serving current warrants and participating in the state wide warrant roundups  Utilize updated standard operating procedure manuals to cross-train and develop Court staff Strategy 6. Continue to maintain and enhance website to improve customer service  Add a link from the city’s website to new court software to allow access to the defendant’s citations and the ability to make online payments

City of Allen 112 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND MUNICIPAL COURT 001-1200-412

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 531,960 560,774 593,853 615,096 Operations 84,060 80,148 181,134 113,757 DEPARTMENT TOTAL $ 616,020 $ 640,922 $ 774,987 $ 728,853

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Municipal Court Administrator 1 1 1 1 Municipal Court Supervisor 1 1 1 1 Deputy Court Clerk 6 6 6 5 Docket Clerk 0 0 0 1 Municipal Court Judge 1 1 1 1 Juvenile Case Manager 1 1 1 1 Police (Warrant) Officer * 1 1 0 0 TOTAL FULL TIME 11 11 10 10

* Police (Warrant) Officer was moved from Municipal Court to the Police Department.

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 367,600 384,243 439,728 451,459 Longevity 2,198 1,998 2,206 2,622 Overtime 2,993 1,600 2,811 3,446 FICA 27,177 29,599 32,979 35,156 TMRS 53,844 55,039 61,841 63,571 Worker's Compensation 310 309 354 506 Health Insurance 70,893 80,567 47,562 51,827 Dental Insurance 5,405 5,639 4,508 4,598 Long-term Disability 861 924 1,041 1,084 Life Insurance 512 556 647 651 Flexible Spending 167 300 176 176 SUBTOTAL $ 531,960 $ 560,774 $ 593,853 $ 615,096

OPERATIONS Training & Travel 5,519 2,420 3,465 5,277 Dues & Subscriptions 559 460 725 512 Electricity 53,164 47,138 53,000 54,000 Water 1,452 1,500 1,500 1,500 Printing & Reproduction 8,830 8,000 8,000 8,000 Court Technology Expense * - - 92,854 22,238 Juvenile Case Manager Expenses * - - 700 1,200

* Court Technology and Juvenile Case Manager expenses were moved from the Grant Fund in FY2012.

City of Allen 113 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND MUNICIPAL COURT 001-1200-412

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATIONS - cont. Teen Court 728 930 930 930 General Supplies 2,719 4,900 4,900 4,900 Professional Services 11,089 14,800 15,060 15,200 SUBTOTAL $ 84,060 $ 80,148 $ 181,134 $ 113,757

DEPARTMENT TOTALS $ 616,020 $ 640,922 $ 774,987 $ 728,853

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 114 FY 2013 Budget PARKS & RECREATION-ADMINISTRATION DIVISIONS ADMINISTRATION 001-2510 SPECIAL ACTIVITIES 001-2531

Director 1

Senior Administrative Assistant 1

Administrative Services Assistant Director - Recreation Assistant Director-Parks General Manager Manager 1 1 1 1

Administrative Assistant Grant Coordinator 1 1

Landscape Architect Recreation Services Resource Dev. Marketing Manager 1 Manager Manager

1 1

Park Planner Senior Marketing Administrative 1 Coordinator Assistant 1 Reservations 1 Park (Code) Inspector Special Events 1 Coordinator 1

City of Allen 115 FY 2013 Budget PARKS & RECREATION-PARKS DIVISIONS HORTICULTURE & FORESTRY 001-2522 SPECIAL SERVICES 001-2524 FACILITY & PARKS MANAGEMENT 001-2528 EVENT CENTER 001-2610

Director

Assistant Director-Parks

Park Superintendent Park Superintendent 1 1

Horticulture/Forestry Facility Maintenance Urban Forester 1 Crew Leader 2 Crew Leader 1 Park Maintenance Tech 4 Chemical Technician 1 Building Tech 3 Maintenance Worker 6 Maintenance Worker 4

Event Center Chemical Specialist 1 Crew Leader Chemical Tech 3 Building Technician

Irrigation Specialist 1 Grounds Maintenance Irrigation Tech 2 Operations Supervisor 1 Maintenance Worker 2

Athletic Fields Crew Leader 2 Equipment Operator 2 Maintenance Worker 6

City of Allen 116 FY 2013 Budget PARKS & RECREATION-PROGRAMS DIVISIONS ADMINISTRATION 001-2510 ATHLETICS 001-2540 JOE FARMER RECREATION CENTER 001-2551 SENIOR CITIZENS 001-2561 DON RODENBAUGH NATATORIUM 001-2570 YOUTH CENTER 001-2580 COMMUNITY ICE RINK 001-2630

Director

Assistant Director-Recreation

Rec Services Manager

Joe Farmer Recreation Don Rodenbaugh Community Ice Rink Senior Services Athletics Youth Services Center Natatorium 8.86 7.2 2.5 3.05 13.42 42.03

Center Supv 1 Center Supv 1 Center Supv 1 Center Supv 1 Athletic Prgrm Supv 1 Re Spec II 3 Rec Program Supv 1 Aquatic Program Supv 1 Youth Prgrm Supv 1 Rec Spec II -3.9 Rec Spec II 1 Rec Spec I 3 Rec Spec II 3 Rec Spec II 4 Rec Spec I 2.05 Rec Spec I - 3.96 Park Attendant .5 Fitness Instructor .20 Rec Spec I 4.82 Rec Spec I 4.85 Chaperone St Nght Rec Fitness Spec 2.34 N’Roll Program 2 Head Lifeguard 3.6 Camp Counselor 1.6 Lifeguard 18 Lead Water Safety Instructor .63 Water Safety Instructor 4.63 Swim Teaching Asst 1.88

City of Allen 117 FY 2013 Budget PARKS & RECREATION-PROGRAMS DIVISIONS EVENT CENTER ADMINISTRATION 001-2610 EVENTS 001-2620

Director

General Manager 1

Associate Gen Mgr 1 Senior Admin Asst 1 Receptionist 1 Booking Mgr 1 Production Coord 1 Payment Representative 1 Guest Svc Supv 1 Event Attndt 6 Lead Event Attndt 2 Box Office Supv 1 Lead Box Office Attndt .75 Box Office Attndt 1.2 Food & Bev Mgr 1 Concessions Supv 1 Lead Concs/Merch Attendant .8 Food/Bvg Coord 1.5 Bartender 1.25 Concessions/Merch Attndt 2 Executive Chef 1 Sous Chef .9 Lead Premium Lvl Attndt .3 Premium Lvl Coord .75 Premium Lvl Attndt 1.75 Food Runner .5 Lead Cashroom Attndt .5 Cashroom Attndt 1 Technical Ops Supv 1 Audio/Visual Coord 1 Project Tech 1 Marketing Mgr 1 Marketing Coord 2 Crew Leader 1 Building Technician 2

City of Allen 118 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND PARKS & RECREATION 001-25XX & 26XX-451

The Parks & Recreation department strives to provide park facilities and recreation programs that enhance the aesthetic value of the City and help our citizens more fully enjoy living in Allen. Vision statement: “To achieve excellence and create fun beyond imagination!”

Accomplishments in FY 2012: Goal 1. Enhance Community Livability and Safety Strategy 7. Implement safety monitoring systems throughout the park system  Completed the installation of the video camera surveillance systems at the DRN and the Edge @ Allen Station Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 2. Create recreational partnerships  Executed a contract for master plan development of Watters Branch Athletic Complex and Community Park Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities  Acquired over $5k in equipment grants from USA Hockey and the Texas Amateur Hockey Association Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation.  Hosted the Lone Star Conference basketball tournament at Allen Event Center  Named as the host city of the 2012 USSSA (United States Specialty Sports Association) World Series (July 21-27)  Signed agreement with American Freedom Softball to host Division 1 and Division 2 college softball clinics to provide colligate evaluation of local athletes  Hosted the Razor Global Domination Tour at the Edge @ Allen Station Park skate park  Continued dramatic growth (213%) of ice sport based recreation programs at the ACIR since City seizure (113,000 annual visits)  Missoula Children’s Theatre program expanded to two weeks  3,592 volunteer hours provided to the Allen Senior Recreation Center at a value of $78,269  Addressed air quality concerns at the Don Rodenbaugh Natatorium (DRN) with the installation of (2) 24 ft fans over the leisure and competition pools  Evaluated options for artificial turf for Allen Station Park Baseball and Softball complexes, and moved forward to complete schematic designs  Executed new contracts for mowing and janitorial services throughout the park system and public r-o-w’s  Expanded tree farm operations at Molsen Farm – Through enforcement of tree mitigation polices within the land development code, 232 ($110,000 value) trees have been received into the nursery stock this past year  Renovated landscaping at Suncreek and Heritage Parks using drought tolerant perennial plants to reduce water usage and seasonal color expense  Installed a pool lift at Ford Pool to meet changing pool codes and ADA compliance  Replace outfield fencing at Bolin Park and added backstop extensions  Partnered with KAB and delivered 295 trees to citizens through the Trees for Allen program  Initiated recycling program at Celebration Park  Researched & adjusted printing & distribution of the recreation guide to a more efficient & cost effective strategy  Worked with consultants to develop and implement marketing brand and plan for re-opening of the golf course  Facilitated the “Big Day” of public service with Lovejoy ISD – Over 180 students participated at AEC & various parks  Joined Trees for North Texas Initiative Strategy 2. Showcase Allen through the Allen USA celebration and other annual events  Generated national exposure for Allen by securing an agreement with Radio Disney to make Market Street Allen USA Celebration (MSAUSA) the Dallas stop on their ten stop national tour of Radio Disney LIVE  Successfully executed Rodeo U for the 2011 Texas Stampede Strategy 3. Advance Trails Plan to ensure continuation and connectivity of the trails system  Executed contracts for design of Molsen Farm Phase I, Cottonwood Creek Trail and Historic Preservation and Interpretation of the Historic Dam site  Continued supervision of construction of hike and bike trails and various open space improvements associated with private development throughout the city such as Cumberland Crossing, Waterford Parks, and Starcreek Strategy 4. Continue to seek open space funding  Acquired a $150,000 grant for the design of Molsen Farm Phase I from the Collin County Parks and Open Space Fund Strategy 5. Plan for the design and construction of needed City Parks and Recreation Facilities  Completed construction projects include: Dayspring Nature Preserve Phase III, Ford Park North Trail Connection, JFRC Dumpster Enclosure, Celebration Park Dumpster Enclosure, Arts of North Texas Hike and Bike Trail, Bio-retention Swale / Exhibit at Allen Station Park, and Preservation Fencing at the Historic Dam site  Enhanced the Allen Community Ice Rink (ACIR) storefront and control desk was completed thereby improving customer service, facility supervision, and ice temperature management Strategy 6. Signify the City of Allen through beautification efforts  Completed installation of public art at Fire Station 5 and City Hall and began installation of public art improvements for the Exchange Parkway medians (US75 to Greenville)  Completed design documents for public park improvements at Hillside, Morgan Crossing Neighborhood Park, Watters Crossing Neighborhood Park, and conceptual design at the Orchards Neighborhood Park Strategy 9. Develop a Healthy Communities initiative to encourage fitness, exercise and healthy lifestyles  Developed a partnership with Lovejoy ISD to participate in the Rudolph Run which was partially responsible for a 17% increase in runners (3,036 to 3,560)  Led Alliance for Healthier Allen to expand its involvement and outreach in health community initiative Goal 6. Maintain operational excellence in City government services Strategy 1. Utilize technology for optimum performance and customer service

City of Allen 119 FY 2013 Budget

 Upgraded the Fitlinxx system on fitness equipment at the DRN allowing faster information response times for users  Enhanced departmental marketing activities that include increased social media marketing, utilization of additional free marketing opportunities, increased presence in the Dallas Morning News & Allen Image via advertisements, & article/editorial submissions, established relationships with community partners to increase exposure for programs, facilities, and events, and standardization of marketing levels for events at AEC to better communicate and implement marketing support  Assisted in the development and launch of new websites for AEC and the Parks and Recreation Department

Objectives for FY 2013: Goal 1. Enhance Community Livability and Safety Strategy 2. Create a clear plan to provide housing and other amenities to attract "Baby Boomers" and retirees to live, shop, and play in Allen  Seek funding in the FY14 budget to commission a report to better understand the interests, services, and amenities that might be demanded by the "Baby Boomer" market Strategy 5. Renovate and Construct Neighborhood Parks with Designs for Water Conservation  Seek funding for the construction of Windridge Neighborhood Park  Complete construction of Shelley Farm/Morgan Crossing Neighborhood Park Strategy 6. Redevelop Hillside Property (ball fields)  Complete construction of remaining neighborhood park area at BlueSky Strategy 7. Implement safety monitoring systems throughout the park system  Seek funding for the expansion of the video surveillance system Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 2. Create recreational partnerships  Continue to pursue public and private partnerships to enhance recreational opportunities by seeking partnership with Texas Presbyterian Allen or alternate agency to offer “Cancer Fit” wellness program to benefit cancer survivors by prescribing exercise programs in a healthy, positive, and supportive environment and exploring the opportunity of adding PRIME eligible members (persons age 18-64, who are eligible through their employer’s insurance company) to the Healthways / Silver Sneakers program  Provide further financial assistance to Allen residents who demonstrate need through the growth and enhancement of the 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 Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities  Continue to monitor grant funding agencies and submit applications as appropriate Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation.  Create and implement brand identity for AEC utilizing naming rights partner  Implement marketing plan for the grand re-opening of Chase Oaks Golf Course Strategy 2. Showcase Allen through the Market Street Allen USA celebration and other annual events  Continue to host the 18th annual MSAUSA at Celebration Park seeking sponsorship revenue and the continued partnership with the Allen Parks Foundation Strategy 3. Advance Trails Plan to ensure continuation and connectivity of the trails system  Continue to seek funding for trail system expansion Strategy 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 10. 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  Develop and implement comprehensive department-wide marketing plan  Raise awareness of AEC in the region via general brand marketing independent of specific event & show marketing Goal 6. Maintain operational excellence in City government services Strategy 1. Utilize technology for optimum performance and customer service  Install CLASS software at the ACIR to improve customer registration and financial reconciliations Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services  Continue making the R.E.A.L. (Delivering Remarkable service by Empowered employees that creates Amazing experiences resulting in Lasting impressions) service philosophy the heart of our business  Continue to ensure that programs and services are cost effective and reflect the interests of the community  Pursue strategies for improved cost recovery measures for divisions that have a deficit Strategy 4. Ensure excellent fiscal management to maintain public trust  Continue to practice solid financial management by completing bi-annual comprehensive fee assessments for Recreation Division program fees as approved by the Parks and Recreation Board and City Council  Implement a customer expense invoice system at AEC to capture additional customer project cost  Develop an AEC stakeholders meeting to discuss better ways to service customers, tenants and vendors Strategy 6. Continue to maintain and enhance website to improve customer service  Launch interactive map for locating public art within the city  Increase use of city website to promote events, registration periods, and programs  Increase use of AEC website to promote brand and events Goal 8. Proactively work to protect, conserve and manage water resources Strategy 1. Develop water conservation initiatives that encourage residents, businesses and City's operations to adopt a "low water- use" lifestyle  Complete the implementation of the Irrinet central irrigation control system by replacing the last of the old Valcon irrigation controls with the Irrinet system – Completion is anticipated Fall of 2012  Begin Water Wise conversion of Bethany Road landscape beds (irrigation & landscaping)

City of Allen 120 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND PARKS & RECREATION 001-2500/2600-451

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 8,184,352 9,014,087 8,400,231 8,857,121 Operations 9,639,711 15,425,397 10,592,535 13,211,700 Capital - 50,000 48,916 51,100 DEPARTMENT TOTAL $ 17,824,063 $ 24,489,484 $ 19,041,682 $ 22,119,921

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Director 1 1 1 1 Assistant Director 2 2 2 2 Landscape Architect 1 1 1 1 Park Planner 1 1 1 1 Grant Coordinator 1 1 1 1 Senior Marketing Coordinator 1 1 1 1 Senior Administrative Assistant 1 1 2 2 Administrative Assistant 3 3 2 2 Resource Development Manager 1 1 1 1 Administrative Services Manager 1 1 1 1 Urban Forester 1 1 1 1 Park Operations Supervisor 1 1 1 1 Superintendent 2 2 2 2 Crew Leader 6 6 6 6 Equipment Operator 2 2 2 2 Park (Code) Inspector 1 1 1 1 Building Technician 5 5 5 5 Parks Maintenance Technician 4 4 4 4 Maintenance Worker 18 18 18 18 Chemical Specialist 1 1 1 1 Chemical Technician 4 4 4 4 Irrigation Specialist 1 1 1 1 Irrigation Technician 2 2 2 2 Recreation Services Manager 1 1 1 1 Recreation Program Supervisor 1 1 1 1 Center Supervisor 4 4 4 4 Athletic Program Supervisor 1 1 1 1 Aquatic Program Supervisor 1 1 1 1 Youth Program Supervisor 1 1 1 1 Special Events Coordinator 1 1 1 1 Recreation Specialist II 14 14 14 14 General Manager 1 1 1 1 Associate General Manager 1 1 1 1 Technical Operations Supervisor 1 1 1 1 Booking Manager 1 1 1 1 Marketing Manager 1 1 1 1 Marketing Coordinator 2 2 2 2 Food & Beverage Manager 1 1 1 1 Executive Chef 1 1 1 1

City of Allen 121 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND PARKS & RECREATION 001-2500/2600-451

2010-2011 2011-2012 2011-2012 2012-2013 FULL TIME - cont. ACTUAL BUDGET AMENDED BUDGET Concessions Supervisor 1 1 1 1 Production Coordinator 1 1 1 1 Project Technician 1 1 1 1 Audio/Visual Operations Coordinator 1 1 1 1 Box Office Supervisor 1 1 1 1 Guest Services Supervisor 1 1 1 1 Event Specialist 1 1 0 0 Payment Representative 0 0 1 1 Lead Event Attendant 1 1 1 1 Custodian 1 1 0 0 TOTAL FULL TIME 103 103 102 102

PART TIME Recreation Specialist I 14.86 14.86 17.86 17.86 Recreation Specialist II 0.90 0.90 0.90 0.90 Fitness Specialist 2.34 2.34 2.34 2.34 Head Lifeguard 3.60 3.60 3.60 3.60 Lead Water Safety Instructor 0.63 0.63 0.63 0.63 Park Attendant 0.50 0.50 0.50 0.50 Ice Rink Attendant 3.00 3.00 0.00 0.00 Receptionist 1.00 1.00 1.00 1.00 Bartender 1.25 1.25 1.25 1.25 Sous Chef 0.90 0.90 0.90 0.90 Premium Level Coordinator 0.75 0.75 0.75 0.75 Lead Cash Room Attendant 0.50 0.50 0.50 0.50 Cash Room Attendant 1.00 1.00 1.00 1.00 Food/Beverage Coordinator 1.50 1.50 1.50 1.50 Concessions-Lead 0.80 0.80 0.80 0.80 Concession/Merchandise Attendant 2.00 2.00 2.00 2.00 Food Runner 0.50 0.50 0.50 0.50 Lead Box Office Attendant 0.75 0.75 0.75 0.75 Box Office Attendant 1.20 1.20 1.20 1.20 Lead Premium Level Attendant 0.30 0.30 0.30 0.30 Premium Level Attendant 1.75 1.75 1.75 1.75 Lead Event Attendant 0.00 0.00 1.00 1.00 Event Attendant 6.00 6.00 6.00 6.00 TOTAL PART TIME 46.03 46.03 47.03 47.03

SEASONAL / TEMPORARY Seasonal - Lifeguard 18.00 18.00 18.00 18.00 Seasonal - Water Safety Instructor 4.63 4.63 4.63 4.63 Seasonal - Swim Teaching Assistant 1.88 1.88 1.88 1.88 Temp - Camp Counselor 1.60 1.60 1.60 1.60 Temp - Saturday Night Event Chaperone 2.00 2.00 2.00 2.00 Temp - Fitness Instructor 0.20 0.20 0.20 0.20 Temp - Recreation Specialist I 0.82 0.82 0.82 0.82 Temp - Intern 0.25 0.25 0.25 0.25 TOTAL SEASONAL / TEMPORARY 29.38 29.38 29.38 29.38

City of Allen 122 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND PARKS & RECREATION 001-2500/2600-451

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 5,888,826 6,427,772 5,885,669 6,119,618 Longevity 25,733 28,884 29,629 33,028 Overtime 210,090 198,192 268,325 297,634 FICA 451,938 487,111 459,762 496,966 TMRS 695,748 761,546 735,258 749,494 Worker's Compensation 41,714 44,928 42,585 61,072 Health Insurance 798,428 983,049 899,927 1,015,673 Dental Insurance 55,910 64,075 61,245 64,776 Long-term Disability 9,586 11,098 10,626 11,320 Life Insurance 5,324 6,052 5,758 5,951 Flexible Spending 1,055 1,380 1,447 1,589 SUBTOTAL $ 8,184,352 $ 9,014,087 $ 8,400,231 $ 8,857,121

OPERATIONS Training & Travel 25,687 29,078 28,545 72,875 Dues & Subscriptions 23,541 23,604 33,330 39,486 Clothing & Uniforms 33,696 46,308 45,691 49,509 Electricity 1,311,749 1,350,000 1,350,000 1,350,000 Natural Gas 310,724 346,529 315,000 320,000 Telephone 25,094 23,616 7,281 - Water 933,536 713,381 713,681 769,441 Printing & Reproduction 27,057 68,563 53,362 68,880 Advertising 25,898 159,909 41,361 196,555 Rentals 58,518 30,426 50,712 31,078 Athletics Expenditures 189,483 246,431 246,431 251,455 Class & Day Camp Expenditures 325,072 399,355 383,628 420,430 Special Events 504,167 830,684 626,618 821,979 Retail Store Cost of Sales 5,788 16,120 16,120 16,120 Senior Citizens Support 5,421 23,116 23,173 23,266 Meetings & Receptions 2,664 5,631 2,514 2,564 Cemetery Expenditures 6,462 13,042 13,042 13,302 Concession Expenses 283,760 506,712 316,266 303,595 Gasoline 110,699 106,750 117,739 115,250 Lease Expense 7,484 11,174 8,429 9,500 General Supplies 24,715 37,433 49,944 56,910 Janitorial Supplies 35,893 62,125 50,762 63,994 Medical & Chemical Supply 6,210 15,093 13,902 18,844 Pool Supplies 32,909 25,225 27,975 27,975 Agriculture Supplies 104,029 176,827 176,827 180,365 Class Supplies 21,971 22,855 21,855 22,292 Small Tools & Minor Equipment 82,247 101,879 143,549 103,742 Liquor Supply Expense 91,204 106,044 121,451 165,493 Liquor State Tax Expense 63,614 66,299 81,939 115,845 Building Maintenance 348,791 299,657 360,010 448,252 Vehicle Maintenance 40,556 27,855 46,225 32,012 Equipment Maintenance 63,506 37,862 62,433 52,196 Ground Sprinkler System 29,459 50,349 50,349 51,356

City of Allen 123 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND PARKS & RECREATION 001-2500/2600-451

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATIONS-cont. Ball Field Maintenance 57,726 72,750 75,240 74,205 Landscape/Forestry 17,099 44,799 57,175 70,000 Pool Maintenance 90,930 28,413 28,413 28,981 Park & Open Space Maintenance 154,893 194,329 194,329 302,316 Professional Services 2,405,690 3,080,610 2,528,678 3,208,515 Copier Service 10,466 4,700 10,466 9,400 Performance Guarantee Expense 164,500 2,913,664 626,466 750,000 Ticket Reimbursement Expense 1,151,672 2,043,000 1,131,191 1,644,133 Economic Grant Expense 318,015 579,488 200,321 695,379 Marketing Expenses 97,334 469,502 123,652 200,000 Donation Expenses - - 2,250 - Class Online Costs 9,782 14,210 14,210 14,210 SUBTOTAL $ 9,639,711 $ 15,425,397 $ 10,592,535 $ 13,211,700

CAPITAL OUTLAY Vehicles - - - 24,000 Furniture & Fixtures - - 21,950 14,000 Machinery & Equipment - 50,000 26,966 13,100 SUBTOTAL $ - $ 50,000 $ 48,916 $ 51,100

DEPARTMENT TOTALS $ 17,824,063 $ 24,489,484 $ 19,041,682 $ 22,119,921

Items included in this budget funded by Antenna revenue: 2011-2012 2012-2013 AMENDED BUDGET Cultural Arts Programs - Arts Alliance 68,600 70,000 Allen USA Celebration 55,000 55,000 Philharmonic Symphony 43,120 50,000 Summer Sounds 19,208 19,600 Public Art Projects 10,000 12,400 $ 195,928 $ 207,000

CAPITAL EXPENSES LIST 2012-2013 BUDGET VEHICLES Dodge Caravan - Athletics Department 24,000

FURNITURE & FIXTURES Patio Shade at DRN 14,000

MACHINERY & EQUIPMENT Toro Workman 13,100

TOTAL CAPITAL $ 51,100

City of Allen 124 FY 2013 Budget POLICE DIVISIONS ADMINISTRATION 001-2010 CRIMINAL INVESTIGATIONS 001-2020 SCHOOL RESOURCE OFFICER 001-2021 SUPPORT SERVICES 001-2040 PATROL 001-2030

Chief 1

Internal Affairs Senior Administrative Assistant Sergeant – 1 1 Corporal – 1 Administrative Assistant - 1 Account Specialist 1 Community Relations Sergeant – 1 Officer - 4 Chaplains

Support Services CID Patrol Service Deputy Chief Deputy Chief Deputy Chief 1 1 1

Administrative Assistant Lieutenant Administrative Assistant Administrative Assistant 1 1 1 1

Police Services Technician Animal Control Lieutenant Captain Supervisor 1 1.75 1 1 Animal Control Officer 3 Shelter Attendant 2 Detention Facility Crimes Against Persons A Watch Detention Officer Sergeant 1 Lieutenant 2 7 Records Technician Corporal 1 Sergeant 3 4 Officer/Investigator 3 Corporal 3 Communications Child Abuse Investigator* 2 Officer 24 Police/Fire EMS Manager Crime Victim Advocate 1 1 Public Safety Officer Family Violence Investigator* 1 Police/Fire EMS Supervisor 4 B Watch 2 Lieutenant 2 Police/Fire EMS Dispatcher Narcotics Sergeant 4 Training/Travel Sergeant 1 14 Sergeant – 1 Corporal 2 Corporal 1 Officer - 1 Officer 26 Officer/Investigator 3 Property Evidence Tech

2 School Resources Corporal – 1 Crimes Against Property Administrative Sergeant Officer - 6 Sergeant 1 1 Administrative Sergeant Corporal 2 1 Officer/Investigator 4 Traffic Sergeant 1 Officer - 1 Corporal 1 Quartermaster (Range Master) Crime Analyst Officer 4 .75 1

K-9 Criminalist Sergeant 1 2 Officer 2

Municipal Court Warrant Officer/Bailiff 1

*Funded in Grant Fund by Public Safety grant.

City of Allen 125 FY 2013 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 2012: Goal 1. Enhance Community Livability and Safety Strategy 1. Continue to provide progressive and efficient emergency services  New CAD/Mobile System has been completed and is currently operational  Completed the hiring and academy training for twelve (12) new police officer positions  Once again named the Safest City in Texas for communities over 75,000 in population by Congressional Quarterly Press  Began implementing Project C.L.E.A.N. (Citizens and Law Enforcement in Allen Neighborhoods to reduce crime)  New restrooms for the Police K-9 facility were completed

Objectives for FY 2013: Goal 1. Enhance Community Livability and Safety Strategy 1. Continue to provide progressive and efficient emergency services Objective 2. Effectively use technology to enhance public safety services  Complete a comprehensive Strategic Staffing Plan  Make use of enhanced collection and plotting of data from new RMS system  Utilize AVL (Automatic Vehicle Location) to better utilize resources during emergency response  Implement new RMS system to assist with proactive case management

Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 3. Expand public safety regional partnerships Objective 1. Continue to enhance existing partnerships with FEMA and Homeland Security  The Department will continue utilization of the Military Surplus/1033 Program  Work with North Texas Auto Theft Task Force and other regional task forces to reduce crime and utilize additional existing area resources  Develop a partnership with Greenville Police Department to utilize handgun and long range rifle training facility

City of Allen 126 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND POLICE 001-2000-421

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 13,639,958 14,122,329 14,233,457 15,216,870 Operations 1,186,456 1,292,494 1,343,347 1,342,529 DEPARTMENT TOTAL $ 14,826,414 $ 15,414,823 $ 15,576,804 $ 16,559,399

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 FULL TIME ACTUAL BUDGET AMENDED BUDGET Police Chief 1 1 1 1 Deputy Police Chief 3 3 3 3 Police Captain 1 1 1 1 Police Lieutenant 6 6 6 6 Police Sergeant 17 17 17 17 Police Corporal 12 12 12 12 Police Officer* 69 81 82 82 SUBTOTAL - Sworn 109 121 122 122

Police Services Technician 1 1 1 1 Supervisor Communications Technician 2 2 2 2 Emergency Communications Manager 1 1 1 1 Police/Fire Dispatcher 14 14 14 14 Property/Evidence Technician 2 2 2 2 Police Records Technician 4 4 4 4 Criminalist 2 2 2 2 Criminal Analyst 1 1 1 1 Victims Advocate 1 1 1 1 Senior Administrative Assistant 1 1 1 1 Account Specialist 1 1 1 1 Administrative Assistant 4 4 4 4 Detention Officer 5 5 5 7 Public Safety Officer 4 4 4 4 Animal Control Supervisor 1 1 1 1 Animal Control Officer 3 3 3 3 Shelter Attendant 2 2 2 2 SUBTOTAL - Non-sworn 49 49 49 51 TOTAL FULL TIME 158 170 171 173

* 1 Police (Warrant) Officer was moved from Municipal Court to the Police Department. * One position is funded in the Grant Fund by a Public Safety grant.

PART TIME Quartermaster 0.75 0.75 0.75 0.75 Police Services Technician 0.75 0.75 0.75 0.75 TOTAL PART TIME 1.50 1.50 1.50 1.50

City of Allen 127 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND POLICE 001-2000-421

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 9,112,124 9,623,707 9,671,680 10,056,658 Field Training Officer Pay 15,210 18,000 20,775 21,600 Dispatch Trainer Pay 2,836 3,600 2,350 2,400 Longevity 54,036 56,872 56,312 62,253 Overtime 777,573 615,789 616,789 746,722 FICA 723,660 700,187 724,908 833,568 TMRS 1,419,902 1,336,579 1,408,907 1,523,597 Worker's Compensation 87,418 85,753 89,678 88,858 Health Insurance 1,281,134 1,502,858 1,464,720 1,695,997 Dental Insurance 98,341 105,730 105,556 113,665 Long-term Disability 20,358 21,826 21,719 23,294 Life Insurance 10,862 11,678 11,418 11,801 Flexible Spending 3,254 3,750 3,795 4,057 Clothing Allowance 33,250 36,000 34,850 32,400 SUBTOTAL $ 13,639,958 $ 14,122,329 $ 14,233,457 $ 15,216,870

OPERATING EXPENSES Training/Travel/Mileage 66,400 46,850 56,420 81,131 Dues & Subscriptions 11,724 9,604 9,604 9,796 Clothing & Uniforms 60,217 71,980 82,540 75,000 Electricity 114,683 116,877 105,000 110,000 Natural Gas 5,547 6,863 4,000 5,500 Water 3,663 4,300 4,300 4,300 Postage & Freight 6,167 8,762 8,762 8,937 Printing & Reproduction 6,699 13,800 13,800 14,076 Advertising 2,316 - - - Rentals/Leasing 27,257 30,322 30,322 30,322 Canine Maintenance 5,171 5,885 5,885 6,003 Meetings and Receptions 9,911 6,090 9,690 12,702 Crime Prevention 6,755 6,879 6,879 7,017 Prisoners Keep 12,476 15,292 15,292 18,427 Narcotics Operations 8,819 9,316 9,316 9,502 Gasoline 326,047 360,000 360,000 360,000 Lease Expenses 6,113 6,435 3,096 3,096 General Supplies 21,012 26,983 26,983 27,522 Tactical Supplies 3,674 6,515 6,713 6,875 Animal Supplies 12,542 9,695 13,695 13,695 Ammunition Supplies 6,472 66,789 74,211 70,000 Small Tools & Minor Equipment 73,000 136,609 174,211 125,819 Building Maintenance 965 9,604 9,604 9,796 Vehicle Maintenance 204,016 180,000 180,000 183,600 Equipment Maintenance 5,776 12,216 12,216 12,461 Radio Maintenance 3,726 23,729 6,085 24,204 Collision Repair 27,056 30,030 30,030 30,631 Professional Services 137,054 65,710 79,734 79,711

City of Allen 128 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND POLICE 001-2000-421

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATIONS-cont. Plaques & Awards 2,615 2,359 2,359 2,406 Donation Expenses 8,583 3,000 2,600 - SUBTOTAL $ 1,186,456 $ 1,292,494 $ 1,343,347 $ 1,342,529

DEPARTMENT TOTALS $ 14,826,414 $ 15,414,823 $ 15,576,804 $ 16,559,399

CAPITAL EXPENDITURES LIST

No capital items

See Replacement Fund for replacement vehicle expenditures.

City of Allen 129 FY 2013 Budget PUBLIC AND MEDIA RELATIONS DIVISION 001‐1530

Assistant City Manager

Public and Media Relations Director 1

Executive Producer Senior Marketing Specialist* 1 1

Video Producer 1

Video Production Specialist 1

*Partial funding for position from Hotel Occupancy Tax Fund.

City of Allen 131 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND PUBLIC AND MEDIA RELATIONS 001-1530-413

The Public and Media Relations Office provides information about city government and services to residents and the media. The office produces the city's weekly e-news, annual report, and special publications; oversees the city's website and social media outlets; and manages the government access channel, Allen City Television/ACTV. The office also helps coordinate special events and works with other city departments regarding education, outreach, and marketing efforts.

Accomplishments in FY 2012: Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation. Strategy 11. Emphasize marketing efforts to communicate Allen's identity  Supported development efforts for the Allen CVB destination brand including community awareness through use of local media, City e-news, and online website promotion  Facilitated the development and content production for the new CVB website to adhere to brand identity  Facilitated over 150 annual media requests resulting in features on economic growth, Allen Event Center, Project CLEAN, water conservation, recycling initiatives, and ranking for Money Magazine’s Best Places to Live  Produced monthly features for Allen Image, monthly columns for Neighborsgo, weekly e-news, and five annual publications Goal 6. Maintain operational excellence in City government services Strategy 6. Continue to maintain and enhance website to improve customer service  Supervised the development of the City of Allen website, Allen Event Center website, and the Council intranet on a new content management system that offers expanded online tools and integration  Trained over 35 website coordinators on new system and met with individual departments to provide additional support on utilizing the new site tools for promoting services, programs and events Strategy 7. Continue to Provide Creative Original Programming on the City of Allen Government Channel ACTV  ACTV assisted with video production needs for CVB, EDC, and Allen Event Center and created a variety of new features on topics such as the sustainable landscape series, outdoor warning sirens, computer aided dispatch, special needs recreation programs, and TerraCourt-first LEED Green Home in county  ACTV installed new Council Chambers LED TV lighting to enhance broadcast quality of meetings and to prepare for the transition to the HD platform  State and national awards included 8 NATOA (National Association of Telecommunications Officers and Advisors), 21 TATOA (Texas Association of Telecommunications Officers and Advisors), and an Emmy for Overall Excellence in Community Service. ACTV also has won awards from a regional Parks and Recreation training organization and from the Professional Recyclers of Pennsylvania (PROP) Film Festival for their Recycle Bin & Event Center Promotional Video.  Installed a broadcast system in the Allen Public Library Auditorium to support the recording of auditorium events for live broadcast or replay on ACTV

Objectives for FY 2013: Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation. Strategy 11. Emphasize marketing efforts to communicate Allen's identity  Continue to support CVB branding efforts and create community brand awareness  Conduct City-wide publication audit to ensure quality of all print materials Goal 6. Maintain operational excellence in City government services Strategy 6. Continue to maintain and enhance web-site to improve customer service  Conduct quarterly website audits to maximize the use of site tools and create positive user experience Strategy 7. Continue to Provide Creative Original Programming on the City of Allen Government Channel ACTV  Continue production of original and award-winning programming

City of Allen 132 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND PUBLIC AND MEDIA RELATIONS 001-1530-413

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 390,616 413,926 418,306 434,048 Operations 66,394 74,137 69,222 75,709 DEPARTMENT TOTAL $ 457,010 $ 488,063 $ 487,528 $ 509,757

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Public & Media Relations Director 0 1 1 1 Public & Media Relations Officer 1 0 0 0 Executive Producer 1 1 1 1 Video Producer 1 1 1 1 Video Production Specialist 0 1 1 1 Video Production Assistant 1 0 0 0 Senior Marketing Specialist* 0 1 1 1 Marketing Specialist 1 0 0 0 TOTAL FULL TIME 5 5 5 5

* A portion of this position is funded by the Hotel Occupancy Tax Fund.

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 268,062 281,463 286,637 292,052 Longevity 1,500 1,740 1,740 1,980 Overtime 2,746 4,000 4,000 4,865 FICA 18,632 20,617 19,724 22,509 TMRS 39,063 40,356 40,367 41,165 Worker's Compensation 214 233 230 327 Health Insurance 55,680 60,682 60,682 66,135 Dental Insurance 3,502 3,572 3,572 3,643 Long-term Disability 639 677 682 701 Life Insurance 323 346 436 436 Flexible Spending 255 240 236 235 SUBTOTAL $ 390,616 $ 413,926 $ 418,306 $ 434,048

City of Allen 133 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND PUBLIC AND MEDIA RELATIONS 001-1530-413

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATIONS Training & Travel 3,933 2,500 6,610 7,200 Dues & Subscriptions 14,124 15,737 7,412 6,509 Printing & Reproduction 4,906 5,400 5,400 5,400 Audio Visual Expenses 729 1,500 1,500 1,500 Gasoline 329 400 400 400 General Supplies 661 1,200 1,200 1,200 Small Tools & Minor Equipment 601 500 1,000 1,200 Vehicle Maintenance 64 400 400 400 Professional Services 41,047 46,500 45,300 51,900 SUBTOTAL $ 66,394 $ 74,137 $ 69,222 $ 75,709

DEPARTMENT TOTALS $ 457,010 $ 488,063 $ 487,528 $ 509,757

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 134 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND PUBLIC EDUCATION GOVERNMENT ACCESS - PEG 001-1531-413

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations - - 49,282 48,500 Capital Outlay - - 78,665 50,000 DEPARTMENT TOTAL $ - $ - $ 127,947 $ 98,500

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATIONS Audio Visual Expenses - - 21,554 20,000 Small Tools & Minor Equipment - - 19,228 20,000 Professional Services - - 8,500 8,500 SUBTOTAL $ - $ - $ 49,282 $ 48,500

CAPITAL OUTLAY Machinery & Equipment - - 78,665 50,000 SUBTOTAL $ - $ - $ 78,665 $ 50,000

DEPARTMENT TOTALS $ - $ - $ 127,947 $ 98,500

CAPITAL EXPENDITURES LIST 2011-2012 2012-2013 Machinery & Equipment AMENDED BUDGET Panasonic FS100 HD Camcorder Kit 15,000 15,000 MacBook Pro Laptop Portable Field Editor 7,000 - Upgrade Projector for Council Chambers 6,829 - Broadcast Server Upgrade 49,836 - Additional Video Server Storage - 15,000 4-HD Cameras - 20,000 $ 78,665 $ 50,000

City of Allen 135 FY 2013 Budget THE VILLAGE AT ALLEN DIVISION 001-1975

No Personnel in this Department

City of Allen 137 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND THE VILLAGE AT ALLEN 001-1975-415

The Village at Allen Department was created to track payments for permits and fees associated with section 7.5 of the economic development agreement.

City of Allen 138 FY 2013 Budget FUND DEPARTMENT ACCOUNT GENERAL FUND THE VILLAGE AT ALLEN 001-1975-415

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations 27,068 25,000 25,000 - DEPARTMENT TOTAL $ 27,068 $ 25,000 $ 25,000 $ -

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES Economic Grant Expenses 27,068 25,000 25,000 - SUBTOTAL $ 27,068 $ 25,000 $ 25,000 $ -

DEPARTMENT TOTALS $ 27,068 $ 25,000 $ 25,000 $ -

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 139 FY 2013 Budget CITY OF ALLEN DEBT SERVICE FUND FISCAL YEAR 2012-2013

Debt Policy The City of Allen issues general obligation bonds for a t erm of generally twenty years, for the purpose of c onstructing major c apital i mprovements which i nclude municipal f acilities, par ks and s treets. Article X I, S ection 5 of t he T exas C onstitution, a pplicable t o c ities of more t han 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 her eafter pr ohibited by t he c onstitution an d l aws of the S tate o f Texas”. T he C ity’s de bt policy, adopted b y Council in September 2011, is to keep the portion of ad valorem tax collections appr opriated t o t he debt s ervice f und be low 35% and t o maintain a f und bal ance between 5% a nd 10% of annual pr incipal and i nterest pay ments. The proposed tax r ate at October 1, 2012 is $0.552 per $100.00 of assessed valuation of which $0.146942, or 26.62%, is designated to the debt service fund. This is within the limits of the state law and is below the City’s policy limit.

Bond Ratings In February 2012, the ratings on the City’s General Obligation debt were reaffirmed at AAA by Standard and Poor’s, and were reaffirmed at Aa1 by Moody’s. The ratings on the City’s Water & Sewer Revenue debt were upgraded to AAA from AA+ by Standard and Poor’s in June 2012. The Water & S ewer r ating was recalibrated by Moody’s to A a2 f rom Aa3 in May 2010. The City’s CDC Revenue debt rating is A1. The EDC Revenue debt rating was recalibrated to Aa3 from A1 by Moody’s in May 2010.

FUND BALANCE PROJECTIONS FY 2012 FY 2013

PROJECTED FUND BALANCE 10/1 $ 925,812 $ 613,110

TOTAL PROJECTED REVENUES* 27,945,295 12,230,930

TOTAL PROJECTED EXPENDITURES* (28,257,997) (11,967,510)

PROJECTED FUND BALANCE 9/30 $ 613,110 $ 876,530

5% OF ANNUAL DEBT SERVICE** $ 610,100 $ 598,026

*FY 2012 includes refunding bond proceeds and payment to escrow agent. **Beginning Fund Balance required: 5% to 10% of annual debt service.

City of Allen 141 FY 2013 Budget CITY OF ALLEN DEBT SERVICE REQUIREMENT FISCAL YEAR 2012-2013

Balance Required Required Total Bond Date of Amount Interest Maturity as of Principal Interest Required Series Issue Issued Rate Date 10/1/2012 2012-2013 2012-2013 2012-2013 GENERAL OBLIGATION BONDS:

2003 06/01/03 7,210,000 3.38% 09/01/13 350,000 350,000 11,813 361,813

2004 06/01/04 11,700,000 4.50% 09/01/14 1,105,000 540,000 49,725 589,725

2005 03/01/05 32,330,000 3.6%-5% 08/15/21 23,380,000 3,170,000 1,108,448 4,278,448

2006 07/26/06 1,595,000 4.14% 08/15/26 1,245,000 65,000 51,543 116,543

2007 08/15/07 11,145,000 4% - 5% 08/15/27 9,120,000 445,000 409,805 854,805

2008 05/01/08 10,185,000 3.5%-4.6% 08/15/28 8,750,000 425,000 363,771 788,771

2009 05/01/09 15,400,000 2.5%-4.5% 08/15/28 13,715,000 650,000 541,243 1,191,243

2010 05/01/10 12,000,000 2%-4% 08/15/29 11,130,000 510,000 391,213 901,213

2010A 11/01/10 8,785,000 2%-3% 08/15/22 8,535,000 765,000 218,275 983,275

2011 05/01/11 8,840,000 2%-4.25% 08/15/30 8,170,000 775,000 271,063 1,046,063

2012 02/01/12 13,865,000 2%-5% 08/15/24 13,865,000 - 540,350 540,350

TOTAL $ 133,055,000 $ 99,365,000 $ 7,695,000 $ 3,957,249 $ 11,652,249

CERTIFICATES OF OBLIGATION:

2004A 10/01/04 4,735,000 3.5%-3.6% 09/01/14 460,000 225,000 16,335 241,335

2004B 10/01/04 765,000 4.875%-5.5% 09/01/24 600,000 35,000 31,726 66,726

TOTAL $ 5,500,000 $ 1,060,000 $ 260,000 $ 48,061 $ 308,061

WATER & SEWER REVENUE BONDS:

2004 06/01/04 6,710,000 4.75%-5.0% 06/01/24 3,345,000 445,000 166,075 611,075

2005 06/01/05 4,300,000 3.7%-4.45% 06/01/25 3,170,000 190,000 132,711 322,711

2009 06/01/09 5,795,000 2.5%-3.5% 06/01/19 4,020,000 530,000 124,263 654,263

TOTAL $ 16,805,000 $ 10,535,000 $ 1,165,000 $ 423,049 $ 1,588,049

City of Allen 142 FY 2013 Budget CITY OF ALLEN DEBT SERVICE REQUIREMENT FISCAL YEAR 2012-2013

Balance Required Required Total Bond Date of Amount Interest Maturity as of Principal Interest Required Series Issue Issued Rate Date 10/1/2012 2012-2013 2012-2013 2012-2013

SALES TAX REVENUE BONDS:

ALLEN ECONOMIC DEVELOPMENT CORPORATION

3.5% - 2008 01/15/08 15,335,000 09/01/32 13,085,000 450,000 531,280 981,280 4.5% 2010A 05/15/10 1,605,000 4% 09/01/25 1,605,000 - 64,200 64,200 2.25%- 2010B 05/15/10 5,165,000 09/01/23 4,440,000 370,000 179,035 549,035 5.1%

TOTAL $ 22,105,000 $ 19,130,000 $ 820,000 $ 774,515 $ 1,594,515

ALLEN COMMUNITY DEVELOPMENT CORPORATION

4.0% - 2006 03/15/06 5,600,000 09/01/19 4,340,000 650,000 192,225 842,225 5% 4.375% - 2008 01/15/08 32,835,000 09/01/32 30,395,000 395,000 1,713,891 2,108,891 6%

TOTAL $ 38,435,000 $ 34,735,000 $ 1,045,000 $ 1,906,116 $ 2,951,116

City of Allen 143 FY 2013 Budget CITY OF ALLEN AGGREGATE DEBT SERVICE REQUIREMENTS

Period Total Ending Principal Interest Debt Service

GENERAL OBLIGATION BONDS:

9/30/2013 7,955,000 4,005,308 11,960,308 9/30/2014 8,165,000 3,714,768 11,879,768 9/30/2015 8,560,000 3,410,553 11,970,553 9/30/2016 8,240,000 3,082,558 11,322,558 9/30/2017 7,910,000 2,796,423 10,706,423 9/30/2018 8,215,000 2,497,658 10,712,658 9/30/2019 7,750,000 2,152,024 9,902,024 9/30/2020 6,965,000 1,830,413 8,795,413 9/30/2021 6,275,000 1,564,697 7,839,697 9/30/2022 5,695,000 1,322,814 7,017,814 9/30/2023 4,940,000 1,083,141 6,023,141 9/30/2024 4,635,000 862,251 5,497,251 9/30/2025 3,565,000 656,991 4,221,991 9/30/2026 3,715,000 501,585 4,216,585 9/30/2027 3,755,000 337,580 4,092,580 9/30/2028 2,540,000 170,600 2,710,600 9/30/2029 1,200,000 61,800 1,261,800 9/30/2030 345,000 13,800 358,800

TOTAL $ 100,425,000 $ 30,064,964 $ 130,489,964

WATER & SEWER REVENUE BONDS:

9/30/2013 1,165,000 423,049 1,588,049 9/30/2014 1,205,000 380,519 1,585,519 9/30/2015 1,250,000 335,934 1,585,934 9/30/2016 955,000 286,789 1,241,789 9/30/2017 990,000 252,539 1,242,539 9/30/2018 1,035,000 215,256 1,250,256 9/30/2019 1,075,000 174,611 1,249,611 9/30/2020 465,000 132,231 597,231 9/30/2021 485,000 110,856 595,856 9/30/2022 510,000 88,426 598,426 9/30/2023 530,000 64,714 594,714 9/30/2024 560,000 39,995 599,995 9/30/2025 310,000 13,795 323,795

TOTAL $ 10,535,000 $ 2,518,714 $ 13,053,714

City of Allen 144 FY 2013 Budget CITY OF ALLEN AGGREGATE DEBT SERVICE REQUIREMENTS

Period Total Ending Principal Interest Debt Service

SALES TAX REVENUE BONDS:

9/30/2013 1,865,000 2,680,631 4,545,631 9/30/2014 1,935,000 2,613,275 4,548,275 9/30/2015 2,005,000 2,540,270 4,545,270 9/30/2016 2,090,000 2,455,080 4,545,080 9/30/2017 2,175,000 2,367,270 4,542,270 9/30/2018 2,275,000 2,274,320 4,549,320 9/30/2019 2,380,000 2,173,708 4,553,708 9/30/2020 2,485,000 2,063,886 4,548,886 9/30/2021 2,605,000 1,944,662 4,549,662 9/30/2022 2,730,000 1,818,308 4,548,308 9/30/2023 2,860,000 1,684,293 4,544,293 9/30/2024 3,010,000 1,541,101 4,551,101 9/30/2025 3,160,000 1,390,658 4,550,658 9/30/2026 2,700,000 1,232,013 3,932,013 9/30/2027 2,845,000 1,089,613 3,934,613 9/30/2028 2,995,000 939,063 3,934,063 9/30/2029 3,160,000 772,200 3,932,200 9/30/2030 3,340,000 594,900 3,934,900 9/30/2031 3,525,000 407,400 3,932,400 9/30/2032 3,725,000 209,400 3,934,400

TOTAL $ 53,865,000 $ 32,792,051 $ 86,657,051

City of Allen 145 FY 2013 Budget CITY OF ALLEN TAX INCREMENT FINANCING FUND REVENUE AND EXPENDITURE SUMMARY FISCAL YEAR 2012-2013

2010-2011 2011-2012 2011-2012 2012-2013 REVENUES ACTUAL BUDGET AMENDED BUDGET

Operating Revenues Property Tax (County Participation) 138,626 155,182 154,783 156,319 Property Tax (City Participation) 520,981 655,765 563,775 636,139 Sales Tax 334,079 392,806 368,831 402,069 TOTAL OPERATING REVENUES $ 993,686 $ 1,203,753 $ 1,087,389 $ 1,194,527

Non-Operating Revenues Interest 5,115 3,480 2,395 3,610 Operating Transfer In - - 6,679 - TOTAL NON-OPERATING REVENUES $ 5,115 $ 3,480 $ 9,074 $ 3,610

TOTAL REVENUES $ 998,801 $ 1,207,233 $ 1,096,463 $ 1,198,137

2010-2011 2011-2012 2011-2012 2012-2013 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET

Economic Development 782,622 848,498 825,219 898,079 Transfers Out 35,000 - - - TOTAL TIF FUND EXPENDITURES $ 817,622 $ 848,498 $ 825,219 $ 898,079

TOTAL EXPENDITURES $ 817,622 $ 848,498 $ 825,219 $ 898,079

FUND BALANCE PROJECTIONS

PROJECTED FUND BALANCE 10/1 $ 700,709 $ 971,953

TOTAL PROJECTED REVENUES 1,096,463 1,198,137

TOTAL PROJECTED EXPENDITURES (825,219) (898,079)

PROJECTED FUND BALANCE 9/30 $ 971,953 $ 1,272,011

City of Allen 147 FY 2013 Budget TAX INCREMENT FINANCING FUND DIVISION 530-0000

No Personnel in this Department

City of Allen 148 FY 2013 Budget FUND DEPARTMENT ACCOUNT TIF TAX INCREMENT FINANCING 530-19XX-4XX

The Tax Increment Financing (TIF) fund was established in FY2006 to track property tax and sales tax revenue, and associated expenses, for the City’s Tax Increment Financing agreements. The city established its first Reinvestment Zone in December 2005. The city now has two TIFs: the Montgomery Farm “Garden District” and the Central Business District.

Revenues from the TIF zones are used to pay for eligible infrastructure costs, including parking garages, U.S. 75 ramp reversals, and public streets and bridges within the defined TIF areas. The county also has an agreement with the city to contribute property taxes to the Garden District TIF.

Accomplishments in FY 2012: Goal 6. Maintain operational excellence in City government services Strategy 4. Ensure excellent fiscal management to maintain public trust Goal 7. Provide economic investment that increases employment opportunity, the tax base, and provides desired goods and services for residents and contributes to the community character and identity  Monitored compliance of the TIF agreements to ensure eligible infrastructure costs are verified prior to reimbursements  Maintained fund reserves of $50,000 as required by the economic development agreement

Objectives for FY 2013: Goal 6. Maintain operational excellence in City government services Strategy 4. Ensure excellent fiscal management to maintain public trust Goal 7. Provide economic investment that increases employment opportunity, the tax base, and provides desired goods and services for residents and contributes to the community character and identity  Continue to administer the financing plans for both TIFs as property tax and sales tax revenues materialize  Continue to monitor compliance of the TIF agreements to ensure eligible infrastructure costs are verified prior to any reimbursements  Continue to maintain fund reserve of $50,000 as required by the economic development agreement

City of Allen 149 FY 2013 Budget FUND DEPARTMENT ACCOUNT TIF TAX INCREMENT FINANCING 530-19XX-4XX

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations 782,622 848,498 825,219 898,079 Transfers 35,000 - - - DEPARTMENT TOTAL $ 817,622 $ 848,498 $ 825,219 $ 898,079

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENDITURES Developers Reimbursements 767,622 816,298 776,219 864,079 Administrative Expenses 15,000 30,000 45,000 30,000 Legal Expenses - 2,200 4,000 4,000 SUBTOTAL $ 782,622 $ 848,498 $ 825,219 $ 898,079

TRANSFERS Capital Projects Transfer Out 35,000 - - - SUBTOTAL $ 35,000 $ - $ - $ -

TOTAL EXPENSES $ 817,622 $ 848,498 $ 825,219 $ 898,079

CAPITAL EXPENDITURES LIST

No Capital Items

City of Allen 150 FY 2013 Budget CITY OF ALLEN WATER AND SEWER FUND REVENUE AND EXPENSE SUMMARY FISCAL YEAR 2012-2013

2010-2011 2011-2012 2011-2012 2012-2013 REVENUES ACTUAL BUDGET AMENDED BUDGET

Operating Revenues Water Sales 19,343,375 17,300,000 15,800,000 18,700,000 Sewer Charges 10,682,500 11,045,231 11,052,015 11,652,000 Connections 125,217 100,000 70,000 70,000 Service Charges 483,756 437,500 462,500 477,500 Miscellaneous 115,627 135,867 260,750 135,750 TOTAL OPERATING REVENUES $ 30,750,475 $ 29,018,598 $ 27,645,265 $ 31,035,250

Non-Operating Revenues Interest 73,940 96,450 61,737 51,620 Operating Transfer In 529,477 632,419 632,419 33,692 TOTAL NON-OPERATING REVENUES $ 603,417 $ 728,869 $ 694,156 $ 85,312

TOTAL REVENUES $ 31,353,892 $ 29,747,467 $ 28,339,421 $ 31,120,562

2010-2011 2011-2012 2011-2012 2012-2013 EXPENSES ACTUAL BUDGET AMENDED BUDGET General Government Utility Collections 780,155 810,218 838,939 870,673 TOTAL GENERAL GOV. $ 780,155 $ 810,218 $ 838,939 $ 870,673

Public Works Water & Sewer Operating Expenses 23,198,111 24,960,697 25,500,777 27,716,999 Capital Improvement Projects 1,520,000 1,520,000 1,520,000 3,170,000 TOTAL PUBLIC WORKS $ 24,718,111 $ 26,480,697 $ 27,020,777 $ 30,886,999

Debt Service $ 1,689,028 $ 1,688,505 $ 1,693,587 $ 1,574,975

TOTAL EXPENSES $ 27,187,294 $ 28,979,420 $ 29,553,303 $ 33,332,647

FUND BALANCE PROJECTIONS

PROJECTED WORKING CAPITAL 10/1 $ 13,737,856 $ 12,523,974

TOTAL PROJECTED REVENUES 28,339,421 31,120,562

TOTAL PROJECTED EXPENSES (29,553,303) (33,332,647)

PROJECTED WORKING CAPITAL 9/30 $ 12,523,974 $ 10,311,889

City of Allen 151 FY 2013 Budget WATER & SEWER FUND REVENUES FY 2013 2006-2007 2007-2008 2007-2008 2008-2009

Sewer Charges 37.4% Connections 0.2%

Service Charges Water Sales 1.5% 60.2% Miscellaneous 0.4% Interest 0.2% Operating Transfer In 0.1%

WATER & SEWER FUND EXPENSES BY FUNCTION FY 2013

Public Works 92.7%

0 134371 0 0

Debt Service 4.7% Utility Collections 2.6%

City of Allen 152 FY 2013 Budget CITY OF ALLEN WATER AND SEWER FUND REVENUE DETAIL FISCAL YEAR 2012-2013

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET

Operating Revenues Water Sales 19,343,375 17,300,000 15,800,000 18,700,000 Sewer Charges 10,637,268 11,000,000 11,000,000 11,600,000 Convenience Fee- Internet 53,611 45,000 50,000 50,000 Industrial Pretreatment 45,232 45,231 52,015 52,000 Connections 125,217 100,000 70,000 70,000 Re-Connect Fees 48,520 50,000 50,000 50,000 Penalties 380,825 340,000 360,000 375,000 Sewer Clean Outs 800 2,500 2,500 2,500 Miscellaneous 25,535 20,867 35,750 20,750 Other Reimbursements 3,883 75,000 150,000 75,000 Inspection Fees 86,209 40,000 75,000 40,000 TOTAL OPERATING REVENUES $ 30,750,475 $ 29,018,598 $ 27,645,265 $ 31,035,250

Non-Operating Revenues Interest on Investments 71,527 96,450 61,737 51,620 Interest-I&S Reserve Fund 2,413 - - - Operating Transfer In 529,477 632,419 632,419 33,692 TOTAL NON-OPERATING REVENUES $ 603,417 $ 728,869 $ 694,156 $ 85,312

TOTAL REVENUE $ 31,353,892 $ 29,747,467 $ 28,339,421 $ 31,120,562

WATER & SEWER FUND REVENUES FY 2013

Sewer Charges 37.4% Connections 0.2% Service Charges Water Sales 0 134371 01.5% 0 60.2% Miscellaneous 0.4% Interest 0.2% Operating Transfer In 0.1%

City of Allen 153 FY 2013 Budget CITY OF ALLEN WATER & SEWER FUND EXPENSES BY CLASSIFICATION AS A PERCENT OF TOTAL BUDGET FISCAL YEAR 2012-2013

2011-2012 2010-2011 % OF REVISED % OF 2012-2013 % OF CLASSIFICATION ACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGET

Personnel Services $ 3,769,561 13.9% $ 3,875,167 13.1% $ 4,194,086 12.6%

Operations $ 21,385,720 78.7% $ 23,507,512 79.6% $ 26,931,354 80.8% Debt Service Payments $ 1,689,028 6.2% $ 1,693,587 5.7% $ 1,574,975 4.7% Capital $ 342,985 1.3% $ 477,037 1.6% $ 632,232 1.9%

TOTAL $ 27,187,294 $ 29,553,303 $ 33,332,647

WATER & SEWER FUND Expenses By Classification

Debt Service Payments 4.7% Operations 80.8%

Capital 1.9%

Personnel Services 12.6%

City of Allen 154 FY 2013 Budget WATER AND SEWER DIVISIONS WATER AND SEWER 200-6500 UTILITY BILLING 200-7000

Director

Assistant Director

Utility Billing Supervisor Administrative Assistant 1 1

Sr Customer Service Customer Service Rep Rep 5 Water Conservation Manager Superintendent 1 1 1

Customer Service Rep Education Specialist .5 1

Sewer Foreman Water Foreman Pump Station Operator 1 1 4

Sewer Crew Leader Crew Leader Crew Leader 7 6 2

Meter Services Equipment Equipment Tech Operator Operator 7 4 6

Maintenance Maintenance Worker Worker 7 6

City of Allen 155 FY 2013 Budget FUND DEPARTMENT ACCOUNT WATER AND SEWER WATER AND SEWER DIVISION 200-6500-433

The Water and Sewer division is responsible for delivering potable water purchased from the North Texas Municipal Water District (NTMWD) to Allen customers and collecting wastewater from customers and delivering it to NTMWD sewer trunk lines.

Accomplishments in FY 2012: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 8. Work with partners to protect and conserve natural resources  Completed TCEQ Compliance Evaluation Investigation for Public Water and Waste Water Systems. No operational violations were noted. Retained “Superior” system rating  Filed Texas Water Development Board Annual Audit Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit  Continued ongoing sewer system efforts to reduce sewer system inflow and infiltration (I&I)  Filed fourth annual report for the Sanitary Sewer Overflow (SSO) Outreach Initiative through the Texas Commission on Environmental Quality (TCEQ) Goal 8. Proactively work to protect, conserve and manage water resources Strategy 1. Develop water conservation initiatives that encourage residents, businesses and City's operations to adopt a "low water-use" lifestyle  Continued an effective water leak detection program to reduce water loss for the year  Completed the 3rd year of commercial irrigation inspection program and reported results to council  Continued 2nd year of the residential irrigation system inspection program  Continued the water conservation Block Leader Program with 33 leaders who adopted over 800 homes  Implemented changes to response to drought stages by initiating a water conservation hotline, branded webpage messaging along with magnetic signage for City vehicles Strategy 2. Improve water and sewer infrastructure  Completed $1,117,000 CIP project to replace clay tile sewer pipe and water line in the Walden Park Subdivision Phase 2 in coordination with the Engineering Department

Objectives for FY 2013: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 8. Work with partners to protect and conserve natural resources Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit  Maintain sanitary sewer system to minimize stoppages and back-ups; have no sewer discharges in violation of National Pollution Discharge Elimination System (NPDES) rules; control and lessen sewer inflows and infiltration (I&I) and continue the Sanitary Sewer Overflow (SSO) Outreach Initiative in coordination with the Texas Commission on Environmental Quality (TCEQ) Goal 8. Proactively work to protect and conserve water resources Strategy 1. Develop water conservation initiatives that encourage residents, businesses and City's operations to adopt a "low water-use" lifestyle  Maintain an acceptable water loss of less than 12%  Continue Commercial Irrigation inspection program  Continue Block Leader Program  Continue residential irrigation inspection program Strategy 2. Improve water and sewer infrastructure  Anticipate future growth by planning water and sewer system infrastructure construction and modernization; minimize maintenance service shortfalls or interruptions  Continue 10% meter replacement program utilizing touch-read meter reading capability  Identify and eliminate cross connections within the water system  Continue to work with the Engineering Department to manage the use of water and sewer replacement and repair funds in the Capital Improvement Program

City of Allen 156 FY 2013 Budget FUND DEPARTMENT/DIVISION ACCOUNT WATER AND SEWER W&S/WATER AND SEWER 200-6500-433

EXPENSE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 3,411,407 3,428,859 3,496,256 3,801,973 Operations 20,963,719 22,583,016 23,047,484 26,452,794 Capital 342,985 468,822 477,037 632,232 DEPARTMENT TOTAL $ 24,718,111 $ 26,480,697 $ 27,020,777 $ 30,886,999

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Superintendent 1 1 1 1 Foreman 2 2 2 2 Water Conservation Manager 1 1 1 1 Education Specialist 1 1 1 1 Administrative Assistant 1 1 1 1 Pump Station Operator 4 4 4 4 Crew Leader 14 14 14 15 Graduate Civil Engineer* 1 1 1 1 ROW Utility Coordinator* 1 1 1 1 Utility Locator Technician* 1 1 1 1 Equipment Operator 9 9 9 10 Code Enforcement Officer** 1 1 1 1 Meter Services Technician 7 7 7 7 Maintenance Worker 12 12 12 13 TOTAL FULL TIME 56 56 56 59

* These positions are under supervision of the Engineering Dept. **Half of this position is funded by the Solid Waste fund.

PART TIME Customer Service Representative 0.5 0.5 0.5 0.5 TOTAL PART-TIME 0.5 0.5 0.5 0.5

EXPENSES DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 2,151,640 2,241,917 2,233,722 2,381,598 Longevity 20,276 22,564 22,608 25,092 Overtime 239,314 118,821 210,000 240,000 FICA 173,352 167,639 166,349 184,159 TMRS 342,704 322,689 328,294 336,936 Worker's Compensation 23,175 23,109 24,385 27,704 Health Insurance 418,311 486,473 467,833 559,730 Dental Insurance 33,906 36,262 33,816 36,796 Long-term Disability 5,019 5,318 5,211 5,624 Life Insurance 2,540 2,687 2,626 2,746 Flexible Spending 1,170 1,380 1,412 1,588 SUBTOTAL $ 3,411,407 $ 3,428,859 $ 3,496,256 $ 3,801,973

City of Allen 157 FY 2013 Budget FUND DEPARTMENT/DIVISION ACCOUNT WATER AND SEWER W&S/WATER AND SEWER 200-6500-433

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES Training & Travel 14,450 8,408 8,408 12,755 Dues & Subscriptions 71,454 81,258 81,258 84,741 Clothing & Uniforms 27,039 33,392 33,392 36,211 Electricity 645,174 666,014 666,014 626,688 Natural Gas 983 1,177 1,000 1,100 Telephone 3,011 7,500 6,000 6,000 Water 13,755 12,416 12,416 14,025 Insurance 32,561 39,890 39,890 40,655 Postage & Freight 14,202 23,275 23,275 23,750 Printing & Reproduction 15,577 29,175 25,000 25,000 Advertising 408 1,860 1,860 1,900 Rentals 2,223 1,395 1,395 1,425 Gasoline 119,920 92,555 115,000 113,000 NTMWD-Upper E. Fork 2,028,301 2,300,000 2,237,016 2,400,000 NTMWD-Regional Treatment 3,467,258 3,705,000 3,804,653 4,000,000 Water District-Water 7,816,635 8,605,919 8,956,699 10,279,165 NTMWD Pretreatment 52,016 47,000 47,000 47,000 Vehicle & Equipment Replacement 170,002 261,978 261,978 214,145 General Supplies 8,171 6,977 6,977 7,100 Mechanical Supplies 72,584 58,200 65,000 65,000 Janitorial Supplies 4,070 4,190 4,190 4,275 Medical & Chemical Supply 2,977 2,235 2,235 2,275 Chlorine Gas 740 1,425 3,500 2,000 Small Tools & Minor Equipment 50,221 67,617 59,435 37,020 Building Maintenance 28,217 40,965 40,965 41,800 Vehicle Maintenance 47,255 20,635 30,000 40,400 Equipment Maintenance 32,355 24,696 38,000 38,000 Radio Maintenance 1,707 2,842 2,842 3,000 Meter Maintenance 22,414 19,010 20,000 20,000 Water System Maintenance 71,424 48,500 48,500 55,000 Sewer System Maintenance 56,559 48,500 48,500 55,000 Bad Debt Expense 89,528 50,000 50,000 50,000 Post-Employment Funding Expense 4,470 28,573 28,573 28,573 Interest-Water Deposits 3,302 5,000 3,300 3,300 Operating Transfer Out 4,278,378 4,483,023 4,483,023 4,686,025 Capital Projects Transfer Out 1,520,000 1,520,000 1,520,000 3,170,000 Professional Services 84,996 122,226 160,000 103,716 Contract Mowing 19,585 32,000 32,000 32,000 Rebate-Washing Machine 47,675 52,000 52,000 52,000 Rebate-New Toilet 15,532 15,000 15,000 17,500 Rebate-Rain/Freeze Sensor 2,553 3,000 3,000 3,000 Rebate-Rain Barrel 1,600 3,000 3,000 3,000 Rebate-Pressure Red Valve - 235 235 250 Rebate-Water Conservation 2,437 4,955 4,955 5,000 SUBTOTAL $ 20,963,719 $ 22,583,016 $ 23,047,484 $ 26,452,794

City of Allen 158 FY 2013 Budget FUND DEPARTMENT/DIVISION ACCOUNT WATER AND SEWER W&S/WATER AND SEWER 200-6500-433

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CAPITAL OUTLAY Vehicles 36,898 - - 46,135 Mains & Connections - 114,072 114,072 120,000 Meters 237,157 354,750 354,750 370,000 Machinery & Equipment 68,930 - 8,215 96,097 SUBTOTAL $ 342,985 $ 468,822 $ 477,037 $ 632,232

DEPARTMENT TOTALS $ 24,718,111 $ 26,480,697 $ 27,020,777 $ 30,886,999

CAPITAL EXPENSES LIST 2012-2013 BUDGET VEHICLES 1 Ton Utility Truck 46,135 SUBTOTAL $ 46,135 MAINS & CONNECTIONS Mains & Connections 120,000 SUBTOTAL $ 120,000 METERS Meters 370,000 SUBTOTAL $ 370,000 MACHINERY & EQUIPMENT Flo-Dar Sewer Measuring Device (Qty = 3) 32,550 Trimble Geo Explorer 6000 Series (Qty = 2) 21,062 Smart Cover "S" Sewer Level Monitoring System (Qty = 2) 20,100 Liftmoore Truck Crane - Model 5000 22,385 SUBTOTAL $ 96,097

TOTAL CAPITAL $ 632,232

2011-2012 2012-2013 AMENDED BUDGET Operating Transfers Out: General Fund 4,461,300 4,657,808 Risk Management Fund-Administrative costs 21,723 28,217 TOTAL $ 4,483,023 $ 4,686,025

2011-2012 2012-2013 AMENDED BUDGET Capital Projects Transfers Out: Water Line Replacement - 625,000 Sewer Line Replacement 750,000 1,375,000 Sewer Lift Station Maintenance 70,000 70,000 Pump Station Maintenance 100,000 100,000 Stacy Road Ground Storage Repaint 600,000 - Administrative Systems Software Replacement - 1,000,000 TOTAL $ 1,520,000 $ 3,170,000

City of Allen 159 FY 2013 Budget FUND DEPARTMENT ACCOUNT WATER AND SEWER UTILITY COLLECTIONS DIVISION 200-7000-419

The Utility Collections division is responsible for billing and processing payments from city 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 2012: Goal 6. Maintain operational excellence in City government services  Completed annual audit without any incorrect practices  Maintain and update annual commercial drainage fees as necessary  Updated the Utility Billing Standard Operating Procedures that includes all aspects of Utility Billing and serves as the customer service representative guidebook  Working directly with water conservation to provide residents information on conservation with their monthly water bill Strategy 1. Utilize technology for optimum performance and customer service  Worked directly with our check remittance vendor to allow more online check companies to send electronic customer payments to the COA which replaces paper checks. This has increased the division’s efficiency  Expanded the number of online banking customers for the use of electronic check deposits. This allowed us to receive customer payments via the internet and deposit them electronically  Processed an increasing number of on-line and telephone credit card payments  Worked directly with our check remittance vendor to allow more online check companies to send electronic customer payments to the COA which replaces paper checks. This has increased the division’s efficiency Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services  Completed customer service training for Utility Billing Customer Service Representatives  Attended the CSG (Council of State Government) Users Conference and obtained educational opportunities and new procedures Strategy 6. Continue to maintain and enhance web-site to improve customer service  Provided monthly updates regarding water conservation and recycling education for Utility Bill publication  Providing a high level of service to each customer with a courteous, efficient, and professional manner. This service is something we strive to provide each day to each internal or external customer.

Objectives for FY 2013: Goal 6. Maintain operational excellence in City government services Strategy 1. Utilize technology for optimum performance and customer service Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services  Help expand the use of electronic check deposits for other City departments. This will be using equipment and software managed by both the City of Allen and the City’s depository bank.  Continue working with water conservation to provide residents information on conservation with their monthly water bill  Work with more online check companies by sending electronic customer payments to replace paper checks which increase the divisions efficiency  Would like to develop incentives to encourage citizens to convert to automatic bank drafting of utility bills; which is the most efficient manner to accept payments Strategy 6. Continue to maintain and enhance web-site to improve customer service  Continue to educate citizens about the online credit card bill pay program and bank drafting to increase citizen acceptance and participation  Working directly with the Public And Media Relations Office to update our “NetBill” site on the COA website

City of Allen 160 FY 2013 Budget FUND DEPARTMENT/DIVISION ACCOUNT WATER AND SEWER W&S/UTILITY COLLECTIONS 200-7000-419

EXPENSE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 358,154 373,760 378,911 392,113 Operations 422,001 436,458 460,028 478,560 DEPARTMENT TOTAL $ 780,155 $ 810,218 $ 838,939 $ 870,673

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Utility Billing Supervisor 1 1 1 1 Sr. Customer Service Representative 1 1 1 1 Customer Service Representative 5 5 5 5 TOTAL FULL TIME 7 7 7 7

EXPENSES DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 251,095 260,423 260,637 265,468 Longevity 2,008 2,344 2,192 2,560 Overtime 1,778 1,697 1,697 2,000 FICA 18,212 19,632 18,508 20,512 TMRS 36,649 37,444 36,791 37,524 Worker's Compensation 206 211 210 298 Health Insurance 43,076 46,940 53,070 57,833 Dental Insurance 4,052 3,945 4,698 4,792 Long-term Disability 587 627 619 637 Life Insurance 296 317 313 313 Flexible Spending 195 180 176 176 SUBTOTAL $ 358,154 $ 373,760 $ 378,911 $ 392,113

OPERATING EXPENSES Training & Travel 2,153 1,233 2,186 2,186 Dues & Subscriptions 207 294 294 294 Telephone 2,260 2,888 2,888 2,888 Insurance 2,603 3,527 3,527 3,704 Banking Services 3,600 4,704 4,800 4,800 Postage & Freight 132,133 134,532 134,532 155,184 Printing & Reproduction 22,371 28,600 28,600 25,000 Advertising 25 93 93 93 General Supplies 4,089 5,585 5,585 5,585 Small Tools & Minor Equipment 2,031 1,120 1,120 1,120 Equipment Maintenance 5,080 7,029 750 750

City of Allen 161 FY 2013 Budget FUND DEPARTMENT/DIVISION ACCOUNT WATER AND SEWER W&S/UTILITY COLLECTIONS 200-7000-419

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES Audit Fees 19,243 25,805 20,702 20,411 Professional Services 43,532 50,000 53,904 55,498 Courier Services 2,574 2,580 2,580 2,580 Credit Card Costs 180,100 168,468 198,467 198,467 SUBTOTAL $ 422,001 $ 436,458 $ 460,028 $ 478,560

DEPARTMENT TOTALS $ 780,155 $ 810,218 $ 838,939 $ 870,673

CAPITAL EXPENSES LIST

No capital items

City of Allen 162 FY 2013 Budget CITY OF ALLEN SOLID WASTE FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2012-2013

2010-2011 2011-2012 2011-2012 2012-2013 REVENUES ACTUAL BUDGET AMENDED BUDGET

Operating Revenues Garbage Fees 4,778,057 4,864,763 4,825,474 4,867,502 Recycling Revenues 9,152 8,000 10,534 10,534 Commercial Garbage Fees 1,063,354 875,000 886,546 895,411 Recycling Materials 62,135 50,000 50,892 51,000 Recycle Bin Revenue 1,534 1,200 700 700 Household Hazardous Waste 171,879 175,000 174,032 176,062 Composting Revenue 52,789 52,000 52,000 52,000 Miscellaneous 47,504 47,000 47,000 47,000 TOTAL OPERATING REVENUES $ 6,186,404 $ 6,072,963 $ 6,047,178 $ 6,100,209

Non-Operating Revenues Interest 25,089 28,430 19,550 17,310 TOTAL NON-OPERATING REVENUES $ 25,089 $ 28,430 $ 19,550 $ 17,310

TOTAL REVENUES $ 6,211,493 $ 6,101,393 $ 6,066,728 $ 6,117,519

2010-2011 2011-2012 2011-2012 2012-2013 EXPENSES ACTUAL BUDGET AMENDED BUDGET

Public Works Solid Waste 5,917,749 6,608,179 6,477,604 6,787,313 TOTAL EXPENSES $ 5,917,749 $ 6,608,179 $ 6,477,604 $ 6,787,313

FUND BALANCE PROJECTIONS

PROJECTED WORKING CAPITAL 10/1 $ 3,515,941 $ 3,105,065

TOTAL PROJECTED REVENUES 6,066,728 6,117,519

TOTAL PROJECTED EXPENSES (6,477,604) (6,787,313)

PROJECTED WORKING CAPITAL 9/30 $ 3,105,065 $ 2,435,271

City of Allen 163 FY 2013 Budget SOLID WASTE DIVISION 205‐0000

Director

Waste Services Manager 1

HHW Maintenance Customer Service Rep. Education Specialist Worker 1 2 2

City of Allen 165 FY 2013 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-six percent of revenues are used to fund contracts with the North Texas Municipal Water District (NTMWD), the City’s franchised waste disposal vendor (Community Waste Disposal), and the City’s litter collection contract for the Parks, greenbelts, and along US 75. The fund also supports employees who manage solid waste customer service, educate citizens and youth through environmental programs, run HHW education and collection programs in coordination with the Plano Reuse Center, and provide support staff to the Keep Allen Beautiful Board.

Accomplishments in FY 2012: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities  Partnered with Parks and Recreation to initiate a recycling programs at Allen Station and Celebration Parks Strategy 8. Work with partners to protect and conserve natural resources Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit  Assisted in meeting education related standards for 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  Continued litter collection in parks, ROWs, medians, easements, and US 75 overpass/underpass maintenance.  Assisted the Keep Allen Beautiful Board (KAB) in the successful execution of key events: Allen Recycles Day, Earthfest 2011, Great American Cleanup, Arbor Day/Trees for Allen Program, and the Educator Expo  Assisted KAB in preparing five competitive nominations through Keep Texas Beautiful which resulted in five winning applications. The KAB program was presented the Keep Texas Beautiful Governor’s Community Achievement Award, Gold Award, and Sustained Excellence Award as well as receiving the Keep America Beautiful President’s Circle Award  Received nine state and regional awards for educational and recycling programs  Brought Allen youth forward for Council recognition through the Reuse-a-Shoe Contest, Texas Arbor Day Poster Contest, and the Recycled Art Contest

Objectives for FY 2013: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen  Use grant funds and enterprise fund money to initiate recycling at the Allen Event Center  Continue to provide Household Hazardous Waste services to residents through partnership with the City of Plano. HHW payments to Plano - $57,040  Continue the Community Waste Disposal (CWD) contract for solid waste collection and recycling services - $2,422,566 and North Texas Municipal Water District - $2,423,544 Strategy 4. Fully utilize resources from Collin County, NCTCOG, TPWD, and other agencies and entities  Prepare competitive solid waste grant requests for future grant cycles Strategy 8. Work with partners to protect and conserve natural resources Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit  Assist in meeting education related standards for state mandated TPDES program Goal 4. 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 - $300,000 Goal 6. Maintain operational excellence in City government services Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services  Continue to meet the need for environmental educational and outreach programs  Continue to bring Allen youth forward for Council recognition  Continue to meet the public expectation of quality environmental services; HHW, waste, and recycling  Work with the Keep Allen Beautiful Board to successfully reach its goals

City of Allen 166 FY 2013 Budget FUND DEPARTMENT ACCOUNT SOLID WASTE SOLID WASTE 205-0000-435

EXPENSE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services $ 393,241 $ 420,546 $ 413,090 $ 435,717 Operations 5,524,508 6,187,633 6,064,514 6,351,596 DEPARTMENT TOTAL $ 5,917,749 $ 6,608,179 $ 6,477,604 $ 6,787,313

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Waste Services Manager 1 1 1 1 Education Specialist 2 2 2 2 HHW Maintenance Worker 2 2 2 2 Customer Service Representative 1 1 1 1 TOTAL FULL TIME 6 6 6 6

EXPENSES DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 276,267 292,044 291,259 304,279 Longevity 2,028 2,212 2,324 2,636 Overtime 7,745 4,243 7,400 7,800 FICA 20,563 21,615 21,089 23,509 TMRS 41,070 41,932 41,258 42,968 Worker's Compensation 2,464 2,475 2,561 2,205 Health Insurance 38,398 50,591 42,083 46,976 Dental Insurance 3,621 4,132 3,849 4,022 Long-term Disability 601 705 691 730 Life Insurance 304 357 350 357 Flexible Spending 180 240 226 235 SUBTOTAL $ 393,241 $ 420,546 $ 413,090 $ 435,717

OPERATING EXPENSES Training & Travel 4,270 3,359 3,359 7,302 Dues & Subscriptions 1,164 947 947 1,210 Clothing & Uniforms 931 1,250 1,250 1,250 Insurance 3,265 4,236 4,236 4,317 Postage & Freight 6,654 10,348 10,348 10,554 Printing & Reproduction 10,885 12,798 12,798 13,050 Gasoline 7,689 8,345 8,345 8,325 Vehicle & Equipment Replacement 14,041 24,300 24,300 20,497 General Supplies 975 2,605 2,605 2,660 Medical & Chemical Supply 526 1,210 1,210 1,235 Small Tools & Minor Equipment 2,127 2,095 2,095 2,135 Vehicle Maintenance 1,814 1,470 1,470 1,500 Equipment Maintenance - 230 230 230

City of Allen 167 FY 2013 Budget FUND DEPARTMENT ACCOUNT SOLID WASTE SOLID WASTE 205-0000-435

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. Radio Maintenance - 112 112 115 Professional Services 353,739 431,658 325,365 326,000 Sanitation Services 2,187,442 2,224,554 2,289,886 2,422,566 Recycling 8,672 7,250 10,000 10,000 Solid Waste-NTMWD 2,224,630 2,455,621 2,336,988 2,423,544 Composting Expenses 97,916 110,000 110,000 115,000 Bad Debt Expense 15,013 14,500 14,500 14,500 Post-Employment Funding Expense 486 2,700 2,700 2,700 Illegal Dumping 460 1,396 1,396 1,425 Household Hazardous Waste 52,852 55,000 53,040 57,040 Beautification 24,043 27,714 27,714 28,268 Operating Transfer Out 204,914 413,935 413,935 404,528 Capital Projects Transfer Out 300,000 370,000 405,685 471,645 SUBTOTAL $ 5,524,508 $ 6,187,633 $ 6,064,514 $ 6,351,596

TOTAL EXPENSES $ 5,917,749 $ 6,608,179 $ 6,477,604 $ 6,787,313

CAPITAL EXPENSES LIST

No capital items

2011-2012 2012-2013 OPERATING TRANSFERS OUT AMENDED BUDGET Risk Management Administrative Costs 2,053 2,666 General Fund 78,028 116,735 Water & Sewer Fund 32,419 33,692 Debt Service 300,000 250,000 General Fund PC Lease 1,435 1,435 TOTAL $ 413,935 $ 404,528

CAPITAL PROJECTS TRANSFERS OUT Alley Repairs 300,000 300,000 Celebration Park Recycling Program 105,685 - Administrative Systems Software Replacement - 171,645 TOTAL $ 405,685 $ 471,645

City of Allen 168 FY 2013 Budget CITY OF ALLEN DRAINAGE FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2012-2013

2010-2011 2011-2012 2011-2012 2012-2013 REVENUES ACTUAL BUDGET AMENDED BUDGET

Operating Revenues Inspection Fees 52,626 20,000 20,000 20,000 Drainage Fees 1,231,432 1,225,000 1,275,000 1,300,000 TOTAL OPERATING REVENUES $ 1,284,058 $ 1,245,000 $ 1,295,000 $ 1,320,000

Non-Operating Revenues Interest 8,710 12,765 8,775 6,010 Other Reimbursements 8,230 - - - TOTAL NON-OPERATING REVENUES $ 16,940 $ 12,765 $ 8,775 $ 6,010

TOTAL REVENUES $ 1,300,998 $ 1,257,765 $ 1,303,775 $ 1,326,010

2010-2011 2011-2012 2011-2012 2012-2013 EXPENSES ACTUAL BUDGET AMENDED BUDGET

Public Works: Drainage Operating Expenses 1,403,390 1,292,934 1,296,976 1,409,507 Capital Improvement Projects - 300,000 385,000 43,245 TOTAL PUBLIC WORKS $ 1,403,390 $ 1,592,934 $ 1,681,976 $ 1,452,752

TOTAL EXPENSES $ 1,403,390 $ 1,592,934 $ 1,681,976 $ 1,452,752

FUND BALANCE PROJECTIONS

PROJECTED WORKING CAPITAL 10/1 $ 1,302,487 $ 924,286

TOTAL PROJECTED REVENUES 1,303,775 1,326,010

TOTAL PROJECTED EXPENSES (1,681,976) (1,452,752)

PROJECTED WORKING CAPITAL 9/30 $ 924,286 $ 797,544

City of Allen 169 FY 2013 Budget DRAINAGE DIVISION 210-0000

Director

Assistant Director

Foreman Streets/Drainage

Drainage Inspector Crew Leader 1 1

Equipment Operator Maintenance Worker 1 3

City of Allen 171 FY 2013 Budget FUND DEPARTMENT ACCOUNT DRAINAGE DRAINAGE 210-0000-434

The Drainage crew maintains drainage inlets, storm sewers, open drainage channels and ditches to assure they remain free of vegetation and hazardous wastes. Sedimentation must be controlled and channels should carry water runoff flow as designed.

Accomplishments in FY 2012: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 8. Work with partners to protect and conserve natural resources Objective 3. Administer the Texas Pollution Discharge Elimination System (TPDES) Permit  No homes or businesses were flooded during the year  Maintained street sweeping frequency of twice monthly on arterial and thoroughfares and once monthly on collectors; added new roads to the sweeping plan based on funds made available by a lower cost street sweeping contract; part of TPDES permit requirements  Maintained drainage ways with the Gradall purchased in 2004  Implemented 5th year tasks in the City’s TPDES permit  Continued the 3rd year of Drainage Technician; Inspection and verifying outfall structures and dry weather inspections utilizing GIS data collector as required in the City’s TPDES Permit  Work with Engineering and Consultant to develop next 5 year plan to meet TPDES Permit requirements

Objectives for FY 2013: Goal 2. Cultivate regional alliances and partnerships with agencies and 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  Inspect and clear all storm sewer inlets after major storm events  Implement 1st year tasks in the City’s next 5 year TPDES permit  Continue installation of curb inlet markers in support of the storm drain marking program  Maintain drainage structures or channels to prevent flooding  Continue to ensure the drainage system is clear of debris: Drainage Maintenance - $100,000; Contract mowing of greenbelts - $75,000; Contract street sweeping - $120,000  Continue funding for Phase II NPDES professional services contract - $21,000  Continue funding of costs of NPDES Storm Water Management Best Practices Manual from COG - $9,500  Continue to rapidly respond to citizens calls and concerns related to drainage and storm water

City of Allen 172 FY 2013 Budget FUND DEPARTMENT ACCOUNT DRAINAGE DRAINAGE 210-0000-434

EXPENSE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 391,728 411,745 416,692 435,741 Operations 984,575 881,189 880,284 973,766 Capital 27,087 300,000 385,000 43,245 DEPARTMENT TOTAL $ 1,403,390 $ 1,592,934 $ 1,681,976 $ 1,452,752

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Crew Leader 1 1 1 1 Drainage Inspector 1 1 1 1 Construction Inspector * 1 1 1 1 Equipment Operator 1 1 1 1 Maintenance Worker 3 3 3 3 TOTAL FULL TIME 7 7 7 7

* This position is under the supervision of Engineering.

EXPENSES DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 252,002 268,808 267,839 274,946 Longevity 3,145 3,344 3,344 3,680 Overtime 11,606 9,940 9,940 11,700 FICA 19,049 19,798 18,825 21,318 TMRS 38,433 38,781 38,200 39,008 Worker's Compensation 4,945 4,961 5,017 5,357 Health Insurance 57,132 60,506 67,756 73,842 Dental Insurance 4,374 4,508 4,698 4,792 Long-Term Disability 613 650 635 660 Life Insurance 309 329 320 320 Flexible Spending 120 120 118 118 SUBTOTAL $ 391,728 $ 411,745 $ 416,692 $ 435,741

OPERATING EXPENSES Training & Travel 239 675 675 1,350 Clothing & Uniforms 4,423 5,625 5,625 5,750 Telephone 60 95 95 100 Insurance 3,589 4,942 4,942 5,037 Postage & Freight 178 137 137 175 Printing & Reproduction 215 230 230 250 Advertising 349 1,470 1,470 1,500 Rentals 249 5,680 5,680 6,000 Gasoline 17,500 14,706 16,500 16,500 Oil & Lubricants - 465 465 500 Vehicle & Equipment Replacement 48,532 62,010 62,010 41,962

City of Allen 173 FY 2013 Budget FUND DEPARTMENT ACCOUNT DRAINAGE DRAINAGE 210-0000-434

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. General Supplies 554 465 465 500 Medical & Chemical Supply 468 13,700 3,700 9,000 Agriculture Supplies - 3,725 3,725 4,000 Small Tools & Minor Equipment 11,816 7,600 7,600 15,900 Vehicle Maintenance 14,829 6,521 10,000 10,000 Equipment Maintenance 17,222 11,178 15,000 15,000 Radio Maintenance 232 367 367 400 Street Sweeping Maintenance 121,112 100,000 100,000 120,000 Drainage System Maintenance 62,670 95,000 95,000 100,000 Professional Services 11,237 55,855 55,855 56,900 Bad Debt Expense 3,520 - - - Post-Employment Funding Expense 486 3,150 3,150 3,150 Contract Mowing 55,647 75,000 75,000 75,000 Operating Transfer Out 609,448 412,593 412,593 484,792 SUBTOTAL $ 984,575 $ 881,189 $ 880,284 $ 973,766

CAPITAL OUTLAY Machinery & Equipment 27,087 - - - $ 27,087 $ - $ - $ -

CAPITAL TRANSFERS Capital Projects Transfer Out - 300,000 385,000 43,245 SUBTOTAL $ - $ 300,000 $ 385,000 $ 43,245

TOTAL EXPENSES $ 1,403,390 $ 1,592,934 $ 1,681,976 $ 1,452,752

CAPITAL EXPENDITURES LIST

No capital items 2011-2012 2012-2013 OPERATING TRANSFERS OUT AMENDED BUDGET Risk Management Administrative Costs 2,395 3,110 General Fund 210,198 231,682 Debt Service 200,000 250,000 TOTAL $ 412,593 $ 484,792

CAPITAL PROJECTS TRANSFERS OUT Chelsea Project 200,000 - Palace Way Storm Sewer Relocation 85,000 - Spring Meadow Drainage Improvement 100,000 - Administrative Systems Software Replacement - 43,245 TOTAL $ 385,000 $ 43,245

City of Allen 174 FY 2013 Budget CITY OF ALLEN GOLF COURSE FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2012-2013

2010-2011 2011-2012 2011-2012 2012-2013 REVENUES ACTUAL BUDGET AMENDED BUDGET

Operating Revenues Facility Rentals 12,418 8,400 17,425 12,000 Retail Store 62,675 300 784 120,750 Concession Sales 181,580 6,600 1,559 261,626 Fees 1,149,882 127,400 35,350 1,718,500 TOTAL OPERATING REVENUES $ 1,406,555 $ 142,700 $ 55,118 $ 2,112,876

Non-Operating Revenues Interest on Investments 379 $ 1,570 $ 1,080 $ 260 Reimbursements and Contributions 4,566 - 603,508 - Operating Transfer In 291,917 1,107,785 535,610 176,915 TOTAL NON-OPERATING REVENUES $ 296,862 $ 1,109,355 $ 1,140,198 $ 177,175

TOTAL REVENUES $ 1,703,417 $ 1,252,055 $ 1,195,316 $ 2,290,051

2010-2011 2011-2012 2011-2012 2012-2013 EXPENSES ACTUAL BUDGET AMENDED BUDGET

Personnel Services 1,106,249 812,779 789,971 1,300,045 Operations 803,814 429,839 391,303 976,040 TOTAL EXPENSES $ 1,910,063 $ 1,242,618 $ 1,181,274 $ 2,276,085

FUND BALANCE PROJECTIONS

PROJECTED WORKING CAPITAL 10/1 $ (13,863) $ 179

TOTAL PROJECTED REVENUES 1,195,316 2,290,051

TOTAL PROJECTED EXPENSES (1,181,274) (2,276,085)

PROJECTED WORKING CAPITAL 9/30 $ 179 $ 14,145

City of Allen 175 FY 2013 Budget GOLF COURSE DIVISION 225-8610

Director

Assistant Director

Golf Services Manager 1 Administrative Assistant 1

Food/Beverage Golf Superintendent Lead Golf Specialist Supervisor 1 1 1

Asst. Golf Golf Specialist Superintendent Food/Beverage Clerk 2.5 1 3.35

Chemical Technician Temp-Food/Beverage 1 Range Attendant Clerk 1.5 .24 Maintenance Worker 8 Golf Attendant 2.78 Park Maintenance Tech 1 Maintenance Worker 4.41 Temp - Maintenance Worker .96 Temp – Golf Attendant .75

City of Allen 177 FY 2013 Budget FUND DEPARTMENT ACCOUNT GOLF COURSE GOLF COURSE 225-8610-457

The Golf Course Fund has been established to support the daily operations of the golf course providing recreational opportunities for the Citizens of Allen and the surrounding region. The Chase Oaks Golf Course has a driving range and two courses - Blackjack, an 18-hole course, and Sawtooth, a 9-hole course. During FY 2012, the courses have been closed for renovations with the driving range remaining open part of the year. The 18-hole course will reopen in the Fall of 2012, and the 9-hole course and driving range will reopen in the fall of 2013.

Accomplishments in FY 2012: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 2. Create recreational partnerships  Implemented the construction of the Golf Course Master Plan in cooperation with the design team of Weibring/Wolfard Golf Design starting in October 2011  Entered into discussion with The First Tee of Greater Dallas to support and base a full time coordinator at our facility to enhance, promote and offer outstanding junior golf programs to our area  Offered Junior Golf programs through the Plano Sports Authority Goal 4. Signify, enhance and communicate Allen's identity to the region and the nation.  Initiated discussions with the Women’s Executive Golf Association and the Women on Course organization to create playing and instructional opportunities  Implemented a marketing strategy plan to promote our facility to the region as “unique” in terms of a quality, golf experience and state of the art practice facilities Strategy 5. Plan for the design and construction of needed City Parks and Recreation Facilities  Retained staff to participate in the golf course construction project to provide increased knowledge of the new facility and overall operations  Developed a course clean up and under brushing program to improve visual aesthetics and allow for increased air flow to promote turf growth and long term health of the turf  Relocated fish and turtles to an existing pond during construction to preserve and protect wildlife habitat Goal 6. Maintain operational excellence in City government services Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services  Participated in numerous meetings with Chase Oaks homeowners to listen to concerns related to the new course construction  Communicated the safety aspects of the new golf course design to homeowners  Maintained junior golf participation by seeking an alternate facility to host the First Tee program during closure

Objectives for FY 2013: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen Strategy 2. Create recreational partnerships  Coordinate golf activities through the Northern Texas PGA, First Tee, Texas Golf Association, and the PGA of America to promote the game of golf for everyone Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation.  Promote and market the new golf facility as setting the standard in the overall golf experience including a quality product, outstanding practice facilities, and best maintenance practices Goal 6. Maintain operational excellence in City government services Strategy 3. Continually Enhance the City of Allen's Customer Service Approach to Delivering Quality Services  Continue to deliver the REAL service philosophy on a daily basis. Provide ongoing training to new and existing staff members to reinforce our standard of delivering the REAL customer service experience  Continue to maintain an open line of communication with homeowners

City of Allen 178 FY 2013 Budget FUND DEPARTMENT ACCOUNT GOLF COURSE GOLF COURSE 225-8610-457

EXPENSE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 1,106,249 812,779 789,971 1,300,045 Operations 803,814 429,839 391,303 976,040 DEPARTMENT TOTAL $ 1,910,063 $ 1,242,618 $ 1,181,274 $ 2,276,085

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 FULL TIME ACTUAL BUDGET AMENDED BUDGET Golf Services Manager/Head Golf Pro 1 1 1 1 Golf Specialist - Lead 1 1 1 1 Golf Specialist 2 1 1 2 Superintendent 1 1 1 1 Assistant Superintendent 1 1 1 1 Chemical Technician 1 1 1 1 Maintenance Worker 8 8 8 8 Parks Maintenance Technician 1 1 1 1 Administrative Assistant 1 0 0 1 Food & Beverage Supervisor 1 0 0 1 Food & Beverage Clerk 1 0 0 1 TOTAL FULL TIME 19 15 15 19 PART TIME Golf Specialist 0.5 0.0 0.0 0.5 Golf Attendant 2.38 0.0 0.0 2.78 Range Attendant 1.5 1.5 1.5 1.5 Beverage Clerk 1.0 0.0 0.0 2.4 Recreation Specialist I 0.5 0.0 0.0 0.0 Maintenance Worker 4.41 4.41 4.41 4.41 TOTAL PART TIME 10.29 5.91 5.91 11.54 TEMPORARY Maintenance Worker 1.97 1.97 1.97 0.96 Golf Attendant 0.75 0.75 0.75 0.75 Beverage Clerk 0.48 0.00 0.00 0.24 TOTAL TEMPORARY 3.20 2.72 2.72 1.95

EXPENSE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 780,307 536,584 519,928 858,059 Longevity 5,499 3,523 3,384 4,008 Overtime 20,011 17,558 17,558 22,000 FICA 59,648 40,534 38,957 65,660 TMRS 102,926 75,559 73,003 107,600 Worker's Compensation 3,317 2,493 2,396 8,358 Health Insurance 122,331 125,569 123,992 218,574 Dental Insurance 10,035 9,047 8,891 13,033 Long-term Disability 1,384 1,219 1,193 1,606 Life Insurance 701 633 619 794 Flexible Benefit Expense 90 60 50 353 SUBTOTAL $ 1,106,249 $ 812,779 $ 789,971 $ 1,300,045

City of Allen 179 FY 2013 Budget FUND DEPARTMENT ACCOUNT GOLF COURSE GOLF COURSE 225-8610-457

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET

OPERATING EXPENSES Training & Travel 3,052 1,755 612 6,570 Dues & Subscriptions 6,320 2,845 2,845 5,425 Clothing & Uniforms 4,335 6,260 6,845 6,534 Electricity 111,878 114,308 114,000 115,000 Telephone 2,883 3,060 2,825 3,000 Water 68,955 12,000 14,510 89,723 Postage & Freight 58 135 62 75 Printing & Reproduction 731 3,750 229 3,750 Advertising 4,300 4,000 4,000 4,000 Concession Expenses 58,095 1,812 798 153,279 Fuel 28,533 18,563 24,880 27,000 Lease Expenses 91,305 85,599 76,386 208,484 General Supplies 1,920 1,250 660 3,250 Janitorial Supplies 2,506 2,000 1,395 2,500 Agriculture Supplies 54,468 3,500 3,500 100,000 Small Tools & Minor Equipment 1,000 11,060 7,100 9,950 Liquor Supply Expenses 30,308 768 768 36,628 Liquor State Tax Expense 11,851 336 136 16,800 Building Maintenance 15,019 10,000 5,504 16,000 Equipment Maintenance 91,960 10,000 13,000 27,200 Ground Sprinkler System 17,833 1,000 250 5,000 Landscape & Forestry 3,363 2,500 2,500 3,627 Professional Services 60,069 22,778 22,778 49,845 Copier Service 115 225 225 150 Credit Card Costs 38,071 4,415 5,750 40,000 Post-Employment Funding Expense 1,652 15,335 15,335 15,335 Donation Expense 3,913 - - - Depreciation Expense 89,321 90,585 64,410 26,915 SUBTOTAL $ 803,814 $ 429,839 $ 391,303 $ 976,040

TOTAL EXPENSES $ 1,910,063 $ 1,242,618 $ 1,181,274 $ 2,276,085

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 180 FY 2013 Budget CITY OF ALLEN ASSET FORFEITURE FUND REVENUE AND EXPENDITURE SUMMARY FISCAL YEAR 2012-2013

2010-2011 2011-2012 2011-2012 2012-2013 REVENUES ACTUAL BUDGET AMENDED BUDGET

Operating Revenues State Forfeiture 30,134 20,000 15,000 40,000 Federal Forfeiture - Justice Funds 138,176 150,000 60,000 125,000 TOTAL OPERATING REVENUES $ 168,310 $ 170,000 $ 75,000 $ 165,000

Non-Operating Revenues Interest 2,197 1,415 975 1,515 Auction Revenue 15,141 - - - TOTAL NON-OPERATING REVENUES $ 17,338 $ 1,415 $ 975 $ 1,515

TOTAL REVENUES $ 185,648 $ 171,415 $ 75,975 $ 166,515

2010-2011 2011-2012 2011-2012 2012-2013 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET

Public Safety 135,930 170,000 85,297 141,514 Capital Outlay 57,103 - 25,368 - TOTAL PUBLIC SAFETY $ 193,033 $ 170,000 $ 110,665 $ 141,514

TOTAL EXPENSES $ 193,033 $ 170,000 $ 110,665 $ 141,514

FUND BALANCE PROJECTIONS

PROJECTED FUND BALANCE 10/1 $ 159,229 $ 124,539

TOTAL PROJECTED REVENUES 75,975 166,515

TOTAL PROJECTED EXPENDITURES (110,665) (141,514)

PROJECTED FUND BALANCE 9/30 $ 124,539 $ 149,540

City of Allen 181 FY 2013 Budget ASSET FORFEITURE DIVISION 508-0000

No Personnel in this Department

City of Allen 183 FY 2013 Budget FUND DEPARTMENT ACCOUNT ASSET FORFEITURE ASSET FORFEITURE 508-0000-421

In accordance with the Code of Criminal Procedure, Chapter 59, this fund accounts for money, property, or proceeds from the sale of property seized in connection with a crime and subsequently awarded by court order to the law enforcement agency or agencies involved in the investigation or prosecution of that crime.

These monies must be accounted for separately, and may be used solely for law enforcement purposes.

City of Allen 184 FY 2013 Budget FUND DEPARTMENT ACCOUNT ASSET FORFEITURE ASSET FORFEITURE 508-0000-421

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations 41 - - - Professional Services 135,889 170,000 85,297 141,514 Capital 57,103 - 25,368 - DEPARTMENT TOTAL $ 193,033 $ 170,000 $ 110,665 $ 141,514

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENDITURES Interest Expense 41 - - - SUBTOTAL $ 41 $ - $ - $ -

PROFESSIONAL SERVICES State Forfeiture/Seizure Expense 12,021 20,000 10,667 38,014 Federal Forfeiture Exp - Justice 123,868 150,000 74,630 103,500 SUBTOTAL $ 135,889 $ 170,000 $ 85,297 $ 141,514

CAPITAL OUTLAY Construction - Federal Justice 25,000 - - - Machinery & Equipment - - 6,273 - Federal Capital Expense-Justice 32,103 - 19,095 - SUBTOTAL $ 57,103 $ - $ 25,368 $ -

TOTAL EXPENSES $ 193,033 $ 170,000 $ 110,665 $ 141,514

CAPITAL EXPENDITURES LIST 2011-2012 2012-2013 AMENDED BUDGET MACHINERY & EQUIPMENT Crash Data Retrieval Hardware 6,273 -

FEDERAL CAPITAL EXPENSE-JUSTICE Throw Phone and Training 19,095 -

TOTAL CAPITAL $ 25,368 $ -

City of Allen 185 FY 2013 Budget CITY OF ALLEN HOTEL OCCUPANCY TAX FUND REVENUES AND EXPENDITURES BY FUNCTION FISCAL YEAR 2012-2013

2010-2011 2011-2012 2011-2012 2012-2013 REVENUES ACTUAL BUDGET AMENDED BUDGET

Operating Revenues Hotel Occupancy Tax 1,113,312 965,629 1,090,411 1,087,334 TOTAL OPERATING REVENUES $ 1,113,312 $ 965,629 $ 1,090,411 $ 1,087,334

Non-Operating Revenues Interest 14,292 15,315 10,530 9,860 Other Reimbursements - - 297 - TOTAL NON-OPERATING REVENUES $ 14,292 $ 15,315 $ 10,827 $ 9,860

TOTAL REVENUES $ 1,127,604 $ 980,944 $ 1,101,238 $ 1,097,194

2010-2011 2011-2012 2011-2012 2012-2013 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET

Culture & Recreation Culture 629,451 1,008,687 1,000,816 1,184,848 TOTAL EXPENDITURES $ 629,451 $ 1,008,687 $ 1,000,816 $ 1,184,848

FUND BALANCE PROJECTIONS

PROJECTED FUND BALANCE 10/1 $ 1,984,453 $ 2,084,875

TOTAL PROJECTED REVENUES 1,101,238 1,097,194

TOTAL PROJECTED EXPENDITURES (1,000,816) (1,184,848)

PROJECTED FUND BALANCE 9/30 $ 2,084,875 $ 1,997,221

City of Allen 187 FY 2013 Budget HOTEL OCCUPANCY TAX FUND DIVISION 506-0000

City Manager

Tourism Manager Parks & Recreation Director 1

CVB Specialist 1

City of Allen 189 FY 2013 Budget FUND DEPARTMENT ACCOUNT HOTEL OCCUPANCY TAX HOTEL OCCUPANCY TAX 506-0000-417

The Hotel Occupancy Tax Fund collects funds from a 7% tax on hotel rooms rented in the City of Allen. These funds are used to support various projects that enhance and promote tourism, the arts, and the convention/hotel industry in the City of Allen, as allowed by state law.

Accomplishments in FY 2012: Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation. Strategy 11. Emphasize marketing efforts to communicate Allen's identity  Continued to position Allen CVB as the principal vehicle for attracting new tourism opportunities and establishing the City as a tourism destination  Designed and launched new website on the CivicPlus platform with the assistance of PAMRO  Completed the following projects via advertising agency (Latitude): o Implemented the strategic marketing plan for brand roll out o Created ads, 75 second, and 4 minute destination videos o Visitor Guide design and expansion o Developed photo library  Hired a full time CVB Specialist o Designed, launched, and initiated regular updates of electronic and social media marketing o Completed design of all new signage  Placed advertising in the following tourism locations: o TourTexas.com o Tax Free Texas guide and online o Where GUESTBOOK Dallas Fort Worth  Launched NorthTexasShopping.com partnership with Frisco, McKinney, and Plano  Co-sponsored the American Bus Association Convention and Tradeshow hosted in Grapevine and partnered with Plano to co-host 2 charter bus tours showcasing local offerings  Distributed over 14,200 Allen CVB Visitor Guides to various locations  Referred over 1,000 hotel room leads to Allen hotels via VisitAllenTexas.com  Provided hospitality, transportation, and hotel support to the Lone Star Conference Championships  Continued to work with our destination partners on key projects to successfully sell Allen as a destination: o Miss Texas Pageant o USSSA World Series qualifiers o Texas Association of Sports Officials o Texas College and High School Bass Tournament o Texas Association of School Business Officials Annual Conference  Hotel Occupancy Tax Grant assisted in funding the following: o Allen Civic Ballet – Allen Dance Festival and Nutcracker ballet o Allen Philharmonic Symphony – regional advertising o Allen Arts Alliance – marketing o Connemara Conservancy – promotion and program materials o Allen Hotel Association – advertising and offset room rebates o Continued partial funding for Marketing Specialist position in the Public and Media Relations Office o Allen Chamber of Commerce – postage for tourism related mailings o Allen Heritage Guild – marketing o Friends of the Library – marketing of the Jazz and Blues Festival at the Allen Public Library o Continued Partnerships with: . Lone Star Conference Basketball Championships . Tom Thumb Texas Stampede . City of Allen Parks and Recreation Grant which assisted in funding:  AHS Hoopsters Booster Club tournaments  Foundation for Allen Schools Triathlon  Market Street Allen USA

City of Allen 190 FY 2013 Budget FUND DEPARTMENT ACCOUNT HOTEL OCCUPANCY TAX HOTEL OCCUPANCY TAX 506-0000-417

Objectives for FY 2013: Goal 4. Signify, enhance, and communicate Allen's identity to the region and the nation. Strategy 11. Emphasize marketing efforts to communicate Allen's identity  Continue to position the City of Allen’s CVB as the principal vehicle for attracting new tourism opportunities and establishing the City as a tourism destination o Continue year 2 of contract with advertising agency (Latitude) . Follow marketing plan as recommended by Latitude heavy online campaign and some print ads . Focus on meetings/conventions, group tours, shopping (international & Texas), and leisure travel . Target sports tournaments based on direct sales efforts o Engage residents and visitors to help promote Allen as a destination through photo/video contest o Greet convention groups in person at host hotel during registration as often as possible o Increase video library footage of event activity and personal feedback from visitors and planners o Utilize Facebook, Twitter, and Pinterest in engaging ways o Continue to streamline functions on the website to ensure that it is user friendly  Maintain and increase awareness of Allen with Texas Travel Centers o Attend Texas Travel Counselors Travel Fair in April o Visit key Texas Travel Centers in person one time during the year  Continue to work with our destination partners on key projects to successfully sell Allen as a destination to attract and retain meetings/conventions and sporting tournaments  Host bi-monthly or quarterly Tourism Partners meetings to maintain and expand relationships while continuing to increase the CVB Brand awareness and engage partner participation and support  Hotel Occupancy Tax Grant to assist in funding the following: o Allen Civic Ballet – Allen Dance Festival and Nutcracker ballet o Allen Philharmonic Symphony – regional advertising o Allen Arts Alliance – marketing o Connemara Conservancy – promotion & program materials o Partial funding for Marketing Specialist position in the Public and Media Relations Office o Allen Chamber of Commerce – postage for tourism related mailings o Allen Heritage Guild – marketing o Friends of the Library – marketing of the Jazz and Blues Festival at the Allen Public Library o Continue Partnerships with: . Tom Thumb Texas Stampede . Lone Star Conference Basketball Championships . City of Allen Parks and Recreation Grant to assist in funding for:  AHS Hoopsters Booster Club tournaments  Foundation for Allen Schools Triathlon  Market Street Allen USA

City of Allen 191 FY 2013 Budget FUND DEPARTMENT ACCOUNT HOTEL OCCUPANCY TAX HOTEL OCCUPANCY TAX 506-0000-417

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations 390,637 448,403 448,403 482,870 DEPARTMENT TOTAL $ 390,637 $ 448,403 $ 448,403 $ 482,870

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENDITURES Advertising 270 270 270 270 Rentals & Leasing 108,350 101,123 101,123 - Community Events P&R 56,003 120,000 120,000 120,000 Allen Civic Ballet 10,000 10,000 10,000 10,000 Allen Chamber of Commerce 1,600 1,600 1,600 1,600 Allen Heritage Guild 4,154 2,500 2,500 2,500 Philharmonic Symphony 26,500 26,500 26,500 26,500 Connemara Conservancy 2,285 2,500 2,500 3,000 Friends of the Library 3,480 5,000 5,000 5,000 Allen Arts Alliance 1,918 2,000 2,000 2,000 Texas Stampede 50,000 50,000 50,000 50,000 Lone Star Basketball Conference - 35,000 35,000 35,000 Special Projects - - - 50,000 Hotel Incentives 51,077 64,910 64,910 - Legal Expenses - 2,000 2,000 2,000 Operating Transfer Out 75,000 25,000 25,000 175,000 TOTAL EXPENDITURE $ 390,637 $ 448,403 $ 448,403 $ 482,870

CAPITAL EXPENDITURES LIST

No capital items

2011-2012 2012-2013 OPERATING TRANSFERS OUT AMENDED BUDGET General Fund: City Marketing Specialist 25,000 25,000 Allen Event Center - 150,000 TOTAL $ 25,000 $ 175,000

City of Allen 192 FY 2013 Budget FUND DEPARTMENT/DIVISION ACCOUNT HOTEL OCCUPANCY TAX CONVENTION & VISITORS BUREAU 506-2810-417

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 78,407 148,584 140,263 158,245 Operations 160,407 411,700 412,150 543,733 DEPARTMENT TOTAL $ 238,814 $ 560,284 $ 552,413 $ 701,978

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Tourism Manager 1 1 1 1 CVB Specialist 0 1 1 1 TOTAL FULL TIME 1 2 2 2

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 63,739 110,388 99,882 110,609 Longevity 76 124 120 168 FICA 4,864 8,458 7,014 8,480 TMRS 9,181 15,748 13,916 15,509 Worker's Compensation 51 124 74 123 Health Insurance 21 12,530 17,734 21,561 Dental Insurance 246 738 1,128 1,341 Long-term Disability 152 266 224 265 Life Insurance 77 148 113 130 Flexible Spending - 60 58 59 SUBTOTAL $ 78,407 $ 148,584 $ 140,263 $ 158,245

OPERATING EXPENSES Training & Travel 4,468 3,250 3,000 4,600 Dues & Subscriptions 3,333 5,000 3,183 3,183 Postage & Freight 11 2,000 2,000 2,000 Printing & Reproduction 10,995 65,000 23,215 26,000 Advertising 41,184 100,000 23,500 23,500 Special Activities 5,000 55,000 55,000 100,000 Meetings & Receptions 4,332 10,000 5,000 10,000 General Supplies 848 1,000 2,000 2,000 Professional Services 53,900 105,000 263,448 307,000 Marketing Expenses 36,336 65,000 31,354 65,000 Post-Employment Funding Expense - 450 450 450 SUBTOTAL $ 160,407 $ 411,700 $ 412,150 $ 543,733

TOTAL EXPENDITURE $ 238,814 $ 560,284 $ 552,413 $ 701,978

CAPITAL EXPENDITURE LIST No capital items

City of Allen 193 FY 2013 Budget CITY OF ALLEN GRANT FUND / RECOVERY ACT GRANT FUND REVENUES AND EXPENDITURES BY FUNCTION FISCAL YEAR 2012-2013

2010-2011 2011-2012 2011-2012 2012-2013 REVENUES ACTUAL BUDGET AMENDED BUDGET

Operating Revenues Planning 217,367 471,574 540,591 491,972 Police Grants 184,573 121,162 117,371 62,050 Park & Recreation Grants 313,862 - - - Park & Recreation Grnt - ARRA Funds 90,035 - - - Library Grants 110,535 38,333 32,333 46,974 Fire Grants 792 4,792 1,784 - Fire Grants - ARRA Funds 940,292 - 5,000 - Engineering Grants - ARRA Funds 165,013 - 10,353 - Child Safety Fee Revenue 88,191 72,000 - - Photo Red Light Enforcement Program - 10,000 - - Public Education Government Access (PEG) 190,790 110,000 - - Court Security 41,521 41,932 - - Court Technology 55,365 55,950 - - Juvenile Case Manager 69,101 69,651 - - TOTAL OPERATING REVENUES $ 2,467,437 $ 995,394 $ 707,432 $ 600,996

Non-Operating Revenues Interest on Investments 4,788 6,035 4,150 3,465 Contributions/Sponsorhips - - 215,000 215,000 Operating Transfer In 209,641 363,456 293,055 41,399 TOTAL NON-OPERATING REVENUES $ 214,429 $ 369,491 $ 512,205 $ 259,864

TOTAL REVENUES $ 2,681,866 $ 1,364,885 $ 1,219,637 $ 860,860

2010-2011 2011-2012 2011-2012 2012-2013 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET

Grants 1,999,695 938,089 1,225,487 860,297 Special Revenue 489,034 606,131 - - Operating Transfer Out - - 589,246 - TOTAL EXPENDITURES $ 2,488,729 $ 1,544,220 $ 1,814,733 $ 860,297

FUND BALANCE PROJECTIONS

PROJECTED FUND BALANCE 10/1 $ 745,080 $ 149,984

TOTAL PROJECTED REVENUES 1,219,637 860,860

TOTAL PROJECTED EXPENDITURES (1,814,733) (860,297)

PROJECTED FUND BALANCE 9/30 $ 149,984 $ 150,547

City of Allen 195 FY 2013 Budget GRANT FUND DIVISION 550-0000

No Personnel in this Department

City of Allen 197 FY 2013 Budget FUND DEPARTMENT ACCOUNT GRANT FUND STATE AND FEDERAL GRANTS 550-0000-400 RECOVERY ACT FUND RECOVERY ACT GRANTS 551-0000-400

The Grant Fund and the Recovery Act Fund were created to track state and federal grants received and matching funds committed. Grants are tracked by department within each of the funds. For purposes of staffing count, all personnel are shown under their respective operating divisions.

Accomplishments in FY 2012: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen  Energy Efficiency and Conservation Block Grant – completed projects associated with a prior year grant award received through the American Recovery and Reinvestment Act through the U.S. Department of Energy to assist in implementing energy efficiency and conservation strategies to reduce total energy usage and to improve energy efficiency along with Oncor rebate funds for implementing these energy efficient projects. The funds expended during this fiscal year were used to replace street lighting on Bethany Drive with energy efficient LED lighting.  Family Violence Investigation and Prevention Officer Grant – received the second year award which allowed the Police Department to dedicate a full time position to violent family and domestic abuse situations and to educate the public in relation to family violence. This allowed for an increased number of arrests and successful prosecutions associated with domestic violence.  Child Abuse Investigator Grant – received the third year award for this grant which allowed the Police department to continue to dedicate a full time position to child abuse cases  Job Access/Reverse Commute Program (JARC) – continued to pursue funding through United States Department of Transportation, Federal Transit Administration administered by the North Central Texas Council of Governments which will allow the City to design and implement a pilot program that will transport individuals to and from urban, suburban, and rural areas in the region to major employment centers within Allen

Objectives for FY 2013: Goal 2. Cultivate regional alliances and partnerships with agencies and governmental units that affect Allen  Family Violence Investigation and Prevention Officer Grant – pursue additional funding that will allow the Police Department to continue to dedicate a full time position to violent family and domestic abuse situations and to educate the public in relation to family violence  Community Development Block Grant (CDBG) – continue to seek funds from the U.S. Department of Housing and Urban Development in order to provide funding to public service agencies and economic development and assistance for low and moderate income families  Texas Reads Grant - continue to pursue funding to support the ALLen Reads Program  Job Access/Reverse Commute Program (JARC) – continue to pursue funding through United States Department of Transportation, Federal Transit Administration administered by the North Central Texas Council of Governments which will allow the City to design and implement a pilot program that will transport individuals to and from urban, suburban, and rural areas in the region to major employment centers within Allen

City of Allen 198 FY 2013 Budget FUND DEPARTMENT ACCOUNT GRANT FUND STATE AND FEDERAL GRANTS 550-0000-4XX RECOVERY ACT FUND RECOVERY ACT GRANTS 551-0000-4XX

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Planning 217,367 686,574 755,591 706,972 Police 266,968 204,401 212,562 106,351 Park & Recreation 414,076 - 206,114 - Library 110,536 38,322 32,333 46,974 Fire 990,748 8,792 8,534 - Engineering 234,258 72,000 10,353 - Red Light Camera Program * 5,112 2,500 - - Public Education Government Access (PEG) * 60,750 88,500 - - Juvenile Case Manager * 68,829 70,725 - - Court Security * 101,952 98,657 - - Court Technology * 18,133 273,749 - - DEPARTMENT TOTAL $ 2,488,729 $ 1,544,220 $ 1,225,487 $ 860,297

* These items are now reflected in the General Fund.

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PLANNING DEPARTMENT Job Access/Reverse Commute Grant - 430,000 430,000 430,000 Home Repair 166,528 210,574 277,835 226,972 Public Service Agencies 40,000 36,000 36,000 40,000 Administration 10,839 10,000 11,756 10,000 SUBTOTAL $ 217,367 $ 686,574 $ 755,591 $ 706,972

POLICE DEPARTMENT TCLEOSE Training Grant 14,078 7,579 10,000 2,902 Tobacco Compliance Grant 349 4,000 2,000 - STEP Overtime Grant 62,526 - - - Click It or Ticket - - 5,788 - Bulletproof Vest Partnership Grant 12,137 13,000 13,000 12,600 Child Abuse Investigator Grant 89,847 87,551 89,651 - Family Violence Investigator 88,031 92,271 92,123 90,849 SUBTOTAL $ 266,968 $ 204,401 $ 212,562 $ 106,351

PARKS & RECREATION Allen Station Park Recycling Prg 10,179 - - - Celebration Pass Pedestrian Trail 313,862 - - - Energy Efficiency & Consv- ARRA 90,035 - 206,114 - SUBTOTAL $ 414,076 $ - $ 206,114 $ -

LIBRARY Collin County Library Grant 78,630 38,322 32,098 43,974 Texas Reads 2,996 - - 3,000 Texas Commission on the Arts - - 235 - Loan Star Libraries Grant 28,910 - - - SUBTOTAL $ 110,536 $ 38,322 $ 32,333 $ 46,974

City of Allen 199 FY 2013 Budget FUND DEPARTMENT ACCOUNT GRANT FUND STATE AND FEDERAL GRANTS 550-0000-4XX RECOVERY ACT FUND RECOVERY ACT GRANTS 551-0000-4XX

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET

FIRE DEPARTMENT LEOSE - Training Grant 2,687 792 - - S.A.F.E.R. Grant-2006 47,769 - - - Texas Department of State Health - 8,000 3,500 - TDHS Contract - - 34 - Fire Station Grant - ARRA 940,292 - 5,000 - SUBTOTAL $ 990,748 $ 8,792 $ 8,534 $ -

ENGINEERING Traffic Synchronization Grant - ARRA 165,013 - 10,353 -

CHILD SAFETY REV-COLLIN CNTY * 69,245 72,000 - -

PHOTO RED LT ENFRCMNT PRGM * 5,112 2,500 - -

JUVENILE CASE MANAGER * 68,829 70,725 - -

COURT TECHNOLOGY * 18,133 273,749 - -

COURT SECURITY * 101,952 98,657 - -

PEG * 60,750 88,500 - -

TOTAL EXPENDITURES $ 2,488,729 $ 1,544,220 $ 1,225,487 $ 860,297

* These items are now reflected in the General Fund.

City of Allen 200 FY 2013 Budget CITY OF ALLEN REPLACEMENT FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2012-2013

2010-2011 2011-2012 2011-2012 2012-2013 REVENUES ACTUAL BUDGET AMENDED BUDGET

Operating Revenues General Fund 1,494,663 1,321,870 1,321,870 1,430,665 Water & Sewer 166,402 258,378 258,378 210,545 Solid Waste 14,041 24,300 24,300 20,497 Drainage 48,532 62,010 62,010 41,962 TOTAL OPERATING REVENUES $ 1,723,638 $ 1,666,558 $ 1,666,558 $ 1,703,669

Non-Operating Revenues Other Reimbursements 210,524 33,000 67,990 74,500 Interest 63,760 75,420 51,860 43,985 Operating Transfer In 367,225 - 1,660,012 1,249,852 TOTAL NON-OPERATING REVENUES $ 641,509 $ 108,420 $ 1,779,862 $ 1,368,337

TOTAL REVENUES $ 2,365,147 $ 1,774,978 $ 3,446,420 $ 3,072,006

2010-2011 2011-2012 2011-2012 2012-2013 EXPENSES ACTUAL BUDGET AMENDED BUDGET

Capital Outlay Replacement 1,428,744 1,944,875 3,237,506 4,253,677 TOTAL EXPENDITURES $ 1,428,744 $ 1,944,875 $ 3,237,506 $ 4,253,677

FUND BALANCE PROJECTIONS

PROJECTED FUND BALANCE 10/1 $ 8,004,509 $ 8,213,423

TOTAL PROJECTED REVENUES 3,446,420 3,072,006

TOTAL PROJECTED EXPENSES (3,237,506) (4,253,677)

PROJECTED FUND BALANCE 9/30 $ 8,213,423 $ 7,031,752

City of Allen 201 FY 2013 Budget REPLACEMENT FUND DIVISION 600-0000

No Personnel in this Department

City of Allen 203 FY 2013 Budget FUND DEPARTMENT ACCOUNT REPLACEMENT FUND REPLACEMENT FUND 600-0000-490

The Replacement Fund is administered by the Finance Department to collect replacement fees on vehicles, technology, and equipment so the City is able to replace them in a timely manner on a cash basis.

Accomplishments in FY 2012: Goal 6. Maintain operational excellence in City government services Strategy 4. Ensure excellent fiscal management to maintain public trust  Continued paying into this fund for vehicles, equipment, and technology items that are to be replaced in the near future  Updated policy to reflect broader definition of items now being accounted for in this fund

Objectives for FY 2013: Goal 6. Maintain operational excellence in City government services Strategy 4. Ensure excellent fiscal management to maintain public trust  Continue to ensure that revenues are adequate to facilitate future replacements

City of Allen 204 FY 2013 Budget FUND DEPARTMENT ACCOUNT REPLACEMENT FUND REPLACEMENT FUND 600-0000-490

EXPENSE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Capital 1,428,744 1,944,875 3,237,506 4,253,677 DEPARTMENT TOTAL $ 1,428,744 $ 1,944,875 $ 3,237,506 $ 4,253,677

EXPENSE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CAPITAL OUTLAY Technology Replacements - All Departments 308,532 56,100 1,155,883 2,584,890 SUBTOTAL $ 308,532 $ 56,100 $ 1,155,883 $ 2,584,890

Vehicles & Equipment Police 377,145 433,500 478,500 404,100 Parks 85,589 178,624 204,964 360,201 Fire 312,644 1,080,726 1,062,619 458,700 Planning - 17,215 19,575 - Public Works 320,485 152,220 152,220 231,949 Community Services 24,349 - 137,255 195,234 Finance - - - 18,603 Engineering - 26,490 26,490 - SUBTOTAL $ 1,120,212 $ 1,888,775 $ 2,081,623 $ 1,668,787

TOTAL EXPENSES $ 1,428,744 $ 1,944,875 $ 3,237,506 $ 4,253,677

CAPITAL EXPENSES LIST 2012-2013 QUANTITY BUDGET TECHNOLOGY Replacements Computer Equipment 2,584,890 $ 2,584,890

EQUIPMENT Parks Equipment 2 90,986 Public Works Equipment 1 15,000 Community Services Equipment 1 170,000 SUBTOTAL $ 275,986

VEHICLES Police Vehicles 12 404,100 Parks Vehicles 5 269,215 Fire Vehicles 5 458,700 Public Works Vehicles 6 216,949 Community Services Vehicles 1 25,234 Finance Vehicles 1 18,603 SUBTOTAL $ 1,392,801

TOTAL CAPITAL $ 4,253,677

City of Allen 205 FY 2013 Budget CITY OF ALLEN RISK MANAGEMENT FUND REVENUES AND EXPENSES BY FUNCTION FISCAL YEAR 2012-2013

2010-2011 2011-2012 2011-2012 2012-2013 REVENUES ACTUAL BUDGET AMENDED BUDGET Operating Revenues Charges for Self Insurance: Employee 1,495,189 1,533,417 1,602,038 1,816,980 Employer 5,253,495 5,768,569 5,699,948 6,549,402 COBRA & Retiree Reimbursements 75,801 74,000 120,330 166,208 Worker's Compensation Charges 203,538 236,399 243,639 282,157 Other Insurance Charges 508,891 558,855 558,855 562,002 Other Reimbursements 384,317 1,532,500 1,515,500 1,518,500 Post Employment Funding 48,974 321,192 320,247 320,247 TOTAL OPERATING REVENUES $ 7,970,205 $ 10,024,932 $ 10,060,557 $ 11,215,496

Non-Operating Revenues Interest 39,470 47,920 32,950 27,230 Operating Transfer In 190,764 242,485 242,485 323,537 TOTAL NON-OPERATING REVENUES $ 230,234 $ 290,405 $ 275,435 $ 350,767

TOTAL REVENUES $ 8,200,439 $ 10,315,337 $ 10,335,992 $ 11,566,263

2010-2011 2011-2012 2011-2012 2012-2013 EXPENSES ACTUAL BUDGET AMENDED BUDGET General Government Administration 224,513 239,761 231,744 324,426 Health and Dental 6,232,444 8,403,804 8,403,804 9,203,006 Worker's Compensation 225,884 375,263 375,263 372,639 Other Insurance 459,749 558,855 558,855 561,196 Post Employment 868,351 925,000 925,000 925,000 TOTAL GENERAL GOVERNMENT $ 8,010,941 $ 10,502,683 $ 10,494,666 $ 11,386,267

TOTAL EXPENSES $ 8,010,941 $ 10,502,683 $ 10,494,666 $ 11,386,267

FUND BALANCE PROJECTIONS

PROJECTED FUND BALANCE 10/1 $ 3,454,708 $ 2,358,165 $ 3,644,206 $ 3,485,532

TOTAL PROJECTED REVENUES 8,200,439 10,315,337 10,335,992 11,566,263

TOTAL PROJECTED EXPENSES (8,010,941) (10,502,683) (10,494,666) (11,386,267)

PROJECTED FUND BALANCE 9/30 $ 3,644,206 $ 2,170,819 $ 3,485,532 $ 3,665,528

FUND BALANCE: Health and Dental $ 2,847,582 $ 2,533,251 $ 3,322,697 $ 4,045,656 Worker's Compensation 733,677 468,382 602,053 511,571 Other Insurance 665,547 566,405 668,547 675,353 Restricted - Post Employment Funding (602,600) (1,397,219) (1,107,765) (1,567,052) TOTAL FUND BALANCE: $ 3,644,206 $ 2,170,819 $ 3,485,532 $ 3,665,528

City of Allen 207 FY 2013 Budget RISK MANAGEMENT DIVISION 610-0000

Human Resources Director

Benefits & Compensation Risk Administrator Manager 1

Human Resources Risk Specialist Analyst-Benefits 1 1

City of Allen 209 FY 2013 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 FY 2012: Goal 6. Maintain operational excellence in City government services Strategy 2. Develop Human Resources programs to become the City that is the "Employer of Choice"  Claims collections procedures recovered $104,526 in property and casualty losses  Hosted several Department of Public Safety training events that allowed the city as well as surrounding communities the opportunity to obtain certification in Work Zone Safety, Department of Transportation compliance, and OSHA compliance  Partnered with Texas Municipal League and hosted various safety training courses  Formalized claims program for 3rd party claims  Hosted the annual employee health fair that provided city employees health screenings as well as healthy living education  Provided employees with the opportunity to receive flu vaccinations for two different strains  Provided employees with the opportunity to receive biometric screenings Strategy 4. Ensure excellent fiscal management to maintain public trust  Performed a Property and Casualty Audit to ensure protection of all city assets  Redesigned the Wellness Program to increase participation as a way to manage claims costs o Revised 100 Day Wellness Challenge o Implemented employee Tai Chi Class during lunch o Hosted employee healthy cooking classes during lunch  Released a benefits RFP for medical and dental administration, stop loss (aggregate and specific) insurance, life insurance, and disability insurance

Objectives for FY 2013: Goal 6. Maintain operational excellence in City government services Strategy 2. Develop Human Resources programs to become the City that is the "Employer of Choice"  Continue to develop new Risk Management programs that will ensure the safety of all employees and citizens  Implement Accident Review Board  Provide training opportunities for all city employees on various safety related subjects  Provide necessary training on the Workers Compensation Program  Implement a claims program  Create an atmosphere of “safety awareness” via training and education Strategy 4. Ensure excellent fiscal management to maintain public trust  Provide educational opportunities to employees to maximize benefits while reducing costs  Redesign the Wellness Program to increase participation and manage claims cost: o Extend participation to spouses o Add incentive for preventive dental care  Increase participation in the Employee Wellness Program through marketing and education

City of Allen 210 FY 2013 Budget FUND DEPARTMENT ACCOUNT RISK MANAGEMENT RISK MANAGEMENT 610-0000-490

EXPENSE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 146,065 154,681 146,664 239,201 Operations 7,864,876 10,348,000 10,348,002 11,147,066 DEPARTMENT TOTAL $ 8,010,941 $ 10,502,681 $ 10,494,666 $ 11,386,267

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Risk Administrator 1 1 1 1 Risk Specialist 0 0 0 1 Benefit Technician 1 1 0 0 Human Resources Analyst 0 0 1 1 TOTAL FULL TIME 2 2 2 3

EXPENSE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 105,877 108,929 103,802 161,711 Longevity 72 120 120 280 Overtime 74 202 - 250 FICA 7,736 7,958 7,246 12,397 TMRS 15,255 15,539 14,625 22,679 Worker's Compensation 84 87 74 205 Health Insurance 15,308 20,015 19,082 38,623 Dental Insurance 1,197 1,315 1,253 2,302 Long-Term Disability 247 263 242 388 Life Insurance 125 133 122 189 Flexible Spending 90 120 98 177 SUBTOTAL $ 146,065 $ 154,681 $ 146,664 $ 239,201

OPERATING EXPENSES Training/Travel/Mileage 2,890 2,290 2,292 4,420 Dues & Subscriptions 917 799 799 2,055 Printing & Reproduction - - - 2,500 Insurance 1,236,175 1,395,929 1,395,929 1,609,601 Release of Claims Exp 8,044 45,000 45,000 50,000 Immunizations 63,338 74,100 74,100 78,000 Risk Management Expenses 40,769 18,051 18,051 43,566 Workers Comp Premium 109,254 166,263 166,263 162,639 Post-Employment Funding Expense 97 900 900 900 OPEB Trust Expense 325,000 325,000 325,000 325,000

City of Allen 211 FY 2013 Budget FUND DEPARTMENT ACCOUNT RISK MANAGEMENT RISK MANAGEMENT 610-0000-490

EXPENSE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENSES - cont. Health & Dental Claims 5,887,690 8,016,064 8,016,064 8,595,035 Workers Comp Claims 116,630 209,000 209,000 210,000 Office Supplies 464 513 513 750 Professional Services 73,608 94,091 94,091 62,600 SUBTOTAL $ 7,864,876 $ 10,348,000 $ 10,348,002 $ 11,147,066

TOTAL EXPENSES $ 8,010,941 $ 10,502,681 $ 10,494,666 $ 11,386,267

CAPITAL EXPENSES LIST

No capital items

City of Allen 212 FY 2013 Budget CITY OF ALLEN ECONOMIC DEVELOPMENT CORPORATION FUND REVENUES AND EXPENDITURES BY FUNCTION FISCAL YEAR 2012-2013

2010-2011 2011-2012 2011-2012 2012-2013 REVENUES ACTUAL BUDGET AMENDED BUDGET

Operating Revenues Sales Tax 6,835,454 6,811,030 7,530,483 7,936,189 TOTAL OPERATING REVENUES $ 6,835,454 $ 6,811,030 $ 7,530,483 $ 7,936,189

Non-Operating Revenues Interest 17,694 21,800 14,740 21,800 Other Reimbursements 379,476 - 1,824 - Equity Transfer In - - 1,471,422 - TOTAL NON-OPERATING REVENUES $ 397,170 $ 21,800 $ 1,487,986 $ 21,800

TOTAL REVENUES $ 7,232,624 $ 6,832,830 $ 9,018,469 $ 7,957,989

2010-2011 2011-2012 2011-2012 2012-2013 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET

Operations 5,085,220 5,026,592 5,426,539 5,213,223 Debt Service 1,595,688 1,596,128 1,596,128 1,594,515 TOTAL EXPENDITURES $ 6,680,908 $ 6,622,720 $ 7,022,667 $ 6,807,738

FUND BALANCE PROJECTIONS

PROJECTED FUND BALANCE 10/1 $ 2,083,602 $ 4,079,404

TOTAL PROJECTED REVENUES 9,018,469 7,957,989

TOTAL PROJECTED EXPENDITURES (7,022,667) (6,807,738)

PROJECTED FUND BALANCE 9/30 $ 4,079,404 $ 5,229,655

City of Allen 213 FY 2013 Budget ECONOMIC DEVELOPMENT DIVISION 500‐0000

Allen City Council

AEDC Board of Directors

Director 1

Senior Administrative Assistant 1

Economic Development Intern Assistant Director Specialist .25 1 1

City of Allen 215 FY 2013 Budget FUND DEPARTMENT ACCOUNT ECONOMIC DEVELOPMENT CORP. ECONOMIC DEVELOPMENT 500-0000-417

The primary purpose of the Allen Economic Development Corporation is to attract high quality, aesthetically attractive, and environmentally sound businesses to increase the local employment and tax base in Allen. Formed in 1992 by the voters of Allen, the AEDC receives funds from a half-cent sales tax for economic development. The five-member board is appointed by the Allen City Council. Projects of the AEDC assist in bringing commercial revenue to the city, thereby lessening the property tax burden on individual homeowners.

Accomplishments in FY 2012:

Goal 7. Provide economic investment that increases employment opportunity, the tax base, and provides desired goods and services for residents and contributes to the community character and identity

Strategy 4. Continue to target prospects to achieve City goals for company recruitment and business retention  Recruited the PFSWeb Corporate Headquarters to 505 Millennium Drive, a building that has been vacant for over eight years. The company relocated 350 employees initially and will create a total of 650 fulltime jobs. PFSweb signed a 10-year lease for 97,000-sf and invested $4 million in the facility.  Recruited TelStrat International, a software company that provides telecommunications-related products for contact centers and other businesses, to locate into 20,000-sf at the Office Campus at Allen. The company relocated over 50 high wage jobs to Allen and signed a 5-year lease.  Recruited Zynga, a $9 billion company based in California that designs games primarily for social media-related applications. Zynga will employ approximately 100 software designers in 20,000-sf at 500 W Bethany Drive.  Recruited Greenling, Inc. to locate into 12,000-sf at 25 Prestige Circle in Allen. This facility will serve as the DFW distribution hub for this organic and local grocery delivery service. Greenling will create 100 jobs and invest over $500,000 at the facility in the coming years.  Recruited No Magic, Inc., a nationally recognized statistical modeling firm, to locate into 10,000-sf at One Allen Center. The company initially relocated 25 jobs to Allen and plans to expand to a total of 80 employees.  Facilitated the recruitment of Billings Productions, a premier manufacturer of animatronic dinosaurs for display in zoos, museums and similar facilities across the country. The company signed a 5-year lease on 46,000-sf at Allen Station Business Park and created over 40 fulltime jobs.  Provided a grant to the City of Allen to assist with construction of an acceleration lane on the US 75 frontage road from Cabela Drive to Stacy Road. This important infrastructure project will relieve traffic congestion generated by recent commercial development in the area.

Objectives for FY 2013:

Goal 7. Provide economic investment that increases employment opportunity, the tax base, and provides desired goods and services for residents and contributes to the community character and identity

Strategy 4. Continue to target prospects to achieve City goals for company recruitment and business retention  Continue to interact with developers and landowners along Allen’s major highway corridors to provide incentives to develop these areas in accordance with the City's Vision and with an amenable schedule to ensure development takes place.  Develop a formalized Business Retention & Expansion Plan (BREP) with identified visitation schedule.  Target specific office product types for economic development and continue to achieve City goals for office development, specifically focusing on development of new space on a speculative basis.  Target Medical Device companies and venues to network with industry sector for recruitment to Allen.  Target Professional Services sector companies such as logistics, finance, accounting, human resources payroll, mortgage, service centers.  Target IT sector with data centers, software development, video gaming firms as recruitment targets.  Network with national and international site selectors and real estate brokers through marketing events and membership in organizations such as Corenet, the National Association of Industrial and Office Properties, the International Council of Shopping Centers, and the North Texas Commercial Association of Realtors.  Work with developers and end users to develop additional data center(s) on land located near the transmission lines in Allen.  Make application for EB-5 regional Center designation for the City of Allen to support international investment.

Strategy 7. Initiate workforce development issues related to business attraction and retention  Assist in implementing a transportation program to bring the retail and hospitality workforce to Allen.  Provide targeted training to ensure Allen has a workforce to support the Allen business community.  Coordinate with AISD, Collin Community College, to explore workforce and educational development issues

City of Allen 216 FY 2013 Budget FUND DEPARTMENT ACCOUNT ECONOMIC DEVELOPMENT CORP. ECONOMIC DEVELOPMENT 500-0000-417

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Personnel Services 464,640 471,615 413,581 495,497 Operations 4,620,580 4,554,977 5,012,958 4,717,726 Debt Service 1,595,688 1,596,128 1,596,128 1,594,515 DEPARTMENT TOTAL $ 6,680,908 $ 6,622,720 $ 7,022,667 $ 6,807,738

PERSONNEL SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET FULL TIME Director 1 1 1 1 Assistant Director 1 1 1 1 Economic Development Analyst 1 1 1 1 Sr. Administrative Assistant 1 1 1 1 TOTAL FULL TIME 4 4 4 4

PART TIME Intern 0.25 0.25 0.25 0.25 TOTAL PART-TIME 0.25 0.25 0.25 0.25

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET PERSONNEL SERVICES Salaries 340,511 351,101 295,222 353,362 Longevity 716 860 884 284 Overtime 9,750 7,000 7,000 10,000 FICA 24,249 23,801 22,468 27,514 TMRS 48,655 45,036 39,647 48,875 Worker's Compensation 283 256 206 400 Health Insurance 30,684 33,438 30,986 44,595 Dental Insurance 2,579 2,630 2,365 2,876 Long-term Disability 703 733 620 823 Life Insurance 605 640 466 592 Flexible Spending 120 120 117 176 Car Allowance 5,785 6,000 3,600 6,000 Relocation Expenses - - 10,000 - SUBTOTAL $ 464,640 $ 471,615 $ 413,581 $ 495,497

OPERATING EXPENDITURES Training & Travel 12,193 16,000 16,000 16,000 Dues & Subscriptions 70,923 77,000 77,000 77,000 Mileage 2,441 2,200 5,500 5,000 Telephone 1,822 3,000 3,000 4,500 Insurance 5,500 5,500 5,500 5,500 Postage & Freight 2,830 3,500 2,500 2,500 Rentals & Leasing 86,996 86,868 86,868 86,868 Travel 23,627 28,000 28,000 28,000

City of Allen 217 FY 2013 Budget FUND DEPARTMENT ACCOUNT ECONOMIC DEVELOPMENT CORP. ECONOMIC DEVELOPMENT 500-0000-417

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENDITURES - cont. Meetings 17,447 13,000 20,000 20,000 Office Supplies 10,560 7,500 28,000 10,000 Small Tools & Minor Equipment - - - 5,500 Landscape & Forestry 8,291 18,000 13,000 15,000 Audit Fees 7,927 10,630 8,528 8,407 Consulting Services 40,126 35,000 35,000 35,000 Professional Services 11,499 15,000 126,668 123,501 Copier Service 5,884 7,000 8,000 8,000 Arbitrage Rebate/Calc - 2,025 2,400 2,400 Post-Employment Funding Expense 292 1,912 1,912 1,912 Economic Incentive Grants 3,497,040 3,908,342 4,232,582 3,950,138 Marketing 320,504 310,000 310,000 310,000 Donation - 4,500 2,500 2,500 Chelsea Grant 494,678 - - - SUBTOTAL $ 4,620,580 $ 4,554,977 $ 5,012,958 $ 4,717,726

DEBT PAYMENTS Debt Retirement - Principal 780,000 800,000 800,000 820,000 Debt Retirement - Interest 815,688 796,128 796,128 774,515 SUBTOTAL $ 1,595,688 $ 1,596,128 $ 1,596,128 $ 1,594,515

TOTAL EXPENSES $ 6,680,908 $ 6,622,720 $ 7,022,667 $ 6,807,738

CAPITAL EXPENDITURES LIST

No capital items

City of Allen 218 FY 2013 Budget CITY OF ALLEN COMMUNITY DEVELOPMENT CORPORATION FUND REVENUES AND EXPENDITURES BY FUNCTION FISCAL YEAR 2012-2013

2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET

Unrestricted Fund Balance 1,218,316 326,438 888,514 1,790,089 Restricted Fund Balance 5,411,944 9,011,944 8,207,690 10,629,348 Debt Service Reserve 855,368 855,368 856,463 855,368 BEGINNING FUND BALANCE $ 7,485,628 $ 10,193,750 $ 9,952,667 $ 13,274,805

REVENUES Sales Tax 6,835,454 6,811,030 7,530,483 7,936,189 Interest On Investments 56,257 63,290 42,190 39,990 TOTAL REVENUES $ 6,891,711 $ 6,874,320 $ 7,572,673 $ 7,976,179

TOTAL AVAILABLE $ 14,377,339 $ 17,068,070 $ 17,525,340 $ 21,250,984

2010-2011 2011-2012 2011-2012 2012-2013 EXPENDITURES ACTUAL BUDGET AMENDED BUDGET

Operations 975,150 1,335,430 1,297,431 738,937 Debt Payment 2,949,752 2,952,009 2,952,009 2,951,118 Capital Projects 3,600,000 1,120,332 3,021,658 2,780,932 Prior Years Project Commitments 5,107,460 8,411,944 7,607,690 10,629,348 Debt Service Reserve 856,463 855,368 856,463 855,368 TOTAL EXPENDITURES $ 13,488,825 $ 14,675,083 $ 15,735,251 $ 17,955,703

UNRESTRICTED FUND BALANCE $ 888,514 $ 2,392,987 $ 1,790,089 $ 3,295,281

City of Allen 219 FY 2013 Budget COMMUNITY DEVELOPMENT CORPORATION DIVISION 504-0000

No Personnel in this Department

City of Allen 221 FY 2013 Budget FUND DEPARTMENT ACCOUNT COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT 504-0000-490 CORPORATION CORPORATION

Formed in 1996 by the voters of Allen, the Allen Community Development Corporation (CDC) receives funds from the Type B half-cent sales tax for community development projects. The Allen City Council appoints the seven- member board. The CDC identifies and authorizes projects to be funded by the tax. Expenditures are subject to the provisions of the Development Corporation Act of 1979 and local Government Code, Title 12, Subtitle 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 2012: 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 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 Scoreboard/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

Objectives for FY 2013: 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  Publicize and conduct the annual “Town Hall” meeting to obtain public input regarding projects funded by the Type B half-cent sales tax  Oversee the expenditure of $3,085,932 of Type B half-cent sales tax revenue on the following projects: o “Share the Road” Bicyclist Signs o Trail Development and Enhancement o ASP Spectator Upgrade o ASP Lights o ASP Foul Poles o ASP Artificial Turf o Advertising Monitors o Security Cameras Phase 2 o Driving Range Lighting o Ford Park Lighting System o Ford/Jupiter Parks Bleachers o Two Ton Fertilizer Spreader o Stump Grinder o Dump Trailer o Combinator o Small Equipment Lift o AEC Capital Projects o Senior Center Bus o Allen USA Celebration 2013 o JARC(Job Access/Reverse Commute)

City of Allen 222 FY 2013 Budget FUND DEPARTMENT ACCOUNT COMMUNITY DEVELOPMENT CORP COMMUNITY DEVELOPMENT 504-0000-490

EXPENDITURE SUMMARY 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET CLASSIFICATION Operations 975,150 1,335,430 1,297,431 738,937 Debt Payment 2,949,752 2,952,009 2,952,009 2,951,118 Capital 9,563,923 10,387,644 11,485,811 14,265,648 DEPARTMENT TOTAL $ 13,488,825 $ 14,675,083 $ 15,735,251 $ 17,955,703

NO PERSONNEL IN THIS FUND

EXPENDITURE DETAIL 2010-2011 2011-2012 2011-2012 2012-2013 ACTUAL BUDGET AMENDED BUDGET OPERATING EXPENDITURES Advertising 170 4,120 4,120 4,120 Meetings & Receptions 360 3,090 3,090 3,090 Miscellaneous Operating Expense 823 2,472 2,472 2,472 Audit Fees 7,927 10,630 8,528 8,407 Attorney Fees - 515 515 515 Arbitrage Rebate/Calc 3,085 2,400 1,710 1,710 Chelsea Grant 494,678 - - - Economic Grant Expense 388,107 1,017,203 981,996 413,623 Board Discretionary Project 80,000 295,000 295,000 305,000 SUBTOTAL $ 975,150 $ 1,335,430 $ 1,297,431 $ 738,937

DEBT PAYMENTS Debt Retirement-Principal 965,000 1,005,000 1,005,000 1,045,000 Debt Retirement-Interest 1,984,752 1,947,009 1,947,009 1,906,118 SUBTOTAL $ 2,949,752 $ 2,952,009 $ 2,952,009 $ 2,951,118

CAPITAL OUTLAY Capital Projects 3,600,000 1,120,332 3,021,658 2,780,932 Prior Year Project Commitments 5,107,460 8,411,944 7,607,690 10,629,348 Debt Service Reserve 856,463 855,368 856,463 855,368 SUBTOTAL $ 9,563,923 $ 10,387,644 $ 11,485,811 $ 14,265,648

TOTAL EXPENDITURES $ 13,488,825 $ 14,675,083 $ 15,735,251 $ 17,955,703

City of Allen 223 FY 2013 Budget FUND DEPARTMENT ACCOUNT COMMUNITY DEVELOPMENT CORP COMMUNITY DEVELOPMENT 504-0000-490

CAPITAL EXPENDITURES LIST 2012-2013 BUDGET CONSTRUCTION "Share the Road" Bicyclist Signs $ 50,000 Trail Development and Enhancement 300,000 ASP Spectator Upgrade 85,710 ASP Lights 37,800 ASP Foul Poles 21,600 ASP Artificial Turf 1,250,000 Advertising Monitors 10,000 Security Cameras Phase 2 250,000 Driving Range Lighting 302,500 Ford Park Lighting System 17,820 Ford /Jupiter Parks Bleachers 93,720 Two Ton Fertilizer Spreader 14,500 Stump Grinder 8,053 Dump Trailer 5,995 Combinator 30,800 Small Equipment Lift 7,434 AEC Capital Projects 200,000 Senior Center Bus 95,000

TOTAL CAPITAL $ 2,780,932

Note: The Board Discretionary Projects line item includes $90,000 for the Allen USA Celebration and $215,000 for the JARC (Job Access / Reverse Commute) project. These amounts are transferred to the General Fund and the Grant Fund.

City of Allen 224 FY 2013 Budget City of Allen 225 FY 2013 Budget CAPITAL PROJECTS

The City’s five-year Capital Improvement Program represents the Capital Budget for 2013 and is a financial plan for infrastructure and other improvements through 2017. The Engineering and Planning departments, in conjunction with those departments whose projects are included, prepare this plan. The CIP is a separate document that is formally adopted as part of the annual budget process. The CIP is used as a guide for project, debt, and other related budget planning. Current year projects have been approved. Future years of the plan may change, with the later years being the most subject to change. Also, it is important to note that for some future projects, debt funding is subject to approval by the electorate. Voters approved a $77.9 million bond proposal in May 2007. The list of projects includes streets, drainage, public facilities such as an athletic complex, public art projects, parks and recreation, public safety facility upgrades, and a fire station.

Approximately $25.8 million is allocated to spend on capital projects in FY 2013. Following are brief descriptions of the larger projects that will be in progress, and a discussion of the relationship between the capital budget and the operating budget. Also included is a complete list of all CIP projects that are in the current plan, and debt information as it relates to capital projects. More complete information may be found on each project in the City’s Capital Improvement Program document.

Highlights

Central Business District The City continues redeveloping the CBD in the historic area of Allen surrounding Main Street. It covers approximately 241 acres and is home to the Library and Civic Center Plaza. Also located within the CBD is Allen Station Park, which includes the Senior Center, and The Edge, a section of the park which features in-line hockey rinks, a BMX track, and the largest in-ground concrete skate park in Texas.

The goal of developing the CBD is to attract residential, retail, and commercial development that will form a mixed-use environment to provide an area for people to live, work, and play. The result will be to transform an area that is underutilized to one that is a rich and vibrant part of the community.

In late FY 2006, the City initiated the creation of a Tax Increment Reinvestment Zone to help with the redevelopment of the CBD. The goal is that increased tax increments from new retail and office development on vacant land in the TIF will generate enough funds to substantially improve the infrastructure in certain areas of the CBD. New retail and mixed- use improvements are planned that will attract shoppers and result in the CBD becoming a destination point.

In FY 2013, $405,000 is allocated to complete improvements to Main Street that were started in FY 2012. Future years include funding for improvements to other streets within the CBD.

City of Allen 226 FY 2013 Budget

General Government Neighborhood Preservation Activities. The City of Allen receives Community Development Block Grant (CDBG) funding for improvements to specified neighborhoods. Funding is used to make improvements in the Windridge, Hillside, and Oak Hill neighborhoods for home rehabilitation. The CDBG program for FY 2013 will continue with focus on home repair and rehabilitation.

Municipal Facilities. In FY 2013, approximately $1 million is allocated for upgrades to existing facilities and for Police Station renovation.

Parks and Recreation Funding of $4.9 million is provided in FY 2013 for various parks projects. The majority is allocated for community parks and trail development, including the installation of artificial turf at Allen Station Park, and development of the Cottonwood Creek Trail. $1 million is set aside for community park land acquisition.

Streets Approximately $15.7 million is allocated for street projects. The majority is for:

Ridgeview Drive. Construction from Alma to US 75. Approximately $2 million.

Stacy Road Phase II. Approximately $1.8 million for construction of six lanes from Greenville to Angel and four lanes from Angel to FM1378. The project is 80% funded by TxDOT; the remainder of funding is from the City, Collin County, and the Town of Fairview.

Exchange Blvd. Widening from Alma to Allen Heights. $1.96 million.

US 75 Highway Improvements. $8 million for improvements on US 75 from the southern City limit to the northern City limit.

Water and Wastewater Water Line and Sewer Main Replacements: $1.85 million for water lines, and $750,000 for sewer mains.

City of Allen 227 FY 2013 Budget RELATIONSHIP BETWEEN OPERATING AND CAPITAL BUDGETS

The City’s operating and capital projects budgets are closely linked. The capital budget is a multi-year financial plan of the capital improvement program (CIP) for the acquisition, expansion, or rehabilitation of infrastructure, capital assets, or productive capacity of City Services.

Revenues for the capital budget come from bond sales, intergovernmental revenues, 4a/4b sales taxes, development fees, and some current operating revenues. The capital improvement program, unlike the operating budget, is a five-year plan. The plan is reviewed and projects are reprioritized on an ongoing basis.

Impact of Capital Projects on the Operating Budget Capital projects impact the operating budget in several ways. First, since the City is committed to systematically investing in infrastructure (Strategic Goal #5), each year funds are set aside in the operating budget to provide cash financing toward some projects. Also, the City must generate enough operating revenues to cover any payments for General Obligation and Revenue debt incurred for long-term financing of capital projects approved this year and in prior years. These represent funds that would otherwise be available to pay for other programs, services, or projects. Finally, after projects are completed, there is usually a need for additional funding to cover ongoing maintenance, utilities, other operating costs, and sometimes additional personnel or equipment. This year the total estimated impact of the capital budget on the operating budget is approximately $22.3 million.

Operating Capital Budget Budget $177.9m $25.8m $22 .. 3m

Cash Financing and Debt Service Debt service payments and cash financing for projects comprise $21.78 million of this total. The debt service payments are $18.09 million; of this amount, $11.96 million is for General Obligation debt, and $6.13 million is for Revenue debt. Budgeted transfers from operating funds to the Capital Projects funds are $3.685 million, and include:

Water and Sewer Projects: $3,170,000. Of this total, $2,000,000 is allocated for water and sewer line replacement projects. In addition, $170,000 is appropriated for pump station and lift station improvements, and $1,000,000 is budgeted for the fund’s contribution to the administrative systems software replacement project. Solid Waste Projects: $472,000. Of this amount, $300,000 is allocated for major alley repairs, and approximately $172,000 is for the fund’s portion of the administrative systems software replacement project.

City of Allen 228 FY 2013 Budget

Drainage Projects: $43,000. Approximately $43,000 is allocated for the fund’s portion of the administrative systems software replacement project.

Other Operating Costs In addition to cash financing and debt service, the increases in operating costs in the FY 2012-2013 budget related to the CIP totals approximately $1,169,000. These are listed below by project type. Increases are stated in comparison to the FY 2012 revised budget.

Facilities: Approximately $641,000 was added to the budget for FY 2013 in order to complete staffing for the newly constructed Fire Station #5. Due to budget limitations, other needed increases related to this project are being deferred to future years.

Paving, Drainage, and Signalization Projects: The impact in this category is an increase of about $38,000. This includes approximately $13,000 for utilities and maintenance related to street lights, traffic signals, and street markings, and about $25,000 in the areas of street sweeping and drainage system maintenance. Costs in this category will continue to increase over the next few years as many of the newest thoroughfares begin to age.

Water and Wastewater Projects: The City continues to allocate resources for meter replacement. For FY 2013, $370,000 is allocated for this ongoing program. In addition, $120,000 is allocated for mains and connections.

Capital Projects List A complete list of proposed projects for FY 2013 through FY 2017 is on the following pages.

City of Allen 229 FY 2013 Budget CITY OF ALLEN CAPITAL PROJECTS EXPENDITURE SUMMARY

City of Allen (in 000's) Major Project Total Funding Estimate Projected Projected Projected Projected Projected After Project CATEGORY PROJECT Source(s) thru FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 Budget Arts Public Art GO Bonds $ 400 $ 325 $ 400 $ 265 $ - $ - $ - $ 1,390 Arts Subtotal $ 400 $ 325 $ 400 $ 265 $ - $ - $ - $ 1,390 Fire Station # 6 and Public Safety Equipment GO Bonds $ 59 $ - $ - $ 433 $ 830 $ 2,258 $ 500 $ 4,080 Public Safety Facility Upgrades GO Bonds $ 375 $ 250 $ 425 $ 400 $ 150 $ - $ - $ 1,600 Public Safety Police Station Renovation Other $ 94 $ 806 $ - $ - $ - $ - $ - $ 900 Public Safety Subtotal $ 528 $ 1,056 $ 425 $ 833 $ 980 $ 2,258 $ 500 $ 6,580 Government Total $ 928 $ 1,381 $ 825 $ 1,098 $ 980 $ 2,258 $ 500 $ 7,970 Community Parks Land Acquisition GO Bonds $ 7,401 $ 1,000 $ 1,900 $ - $ - $ - $ - $ 10,301 Community GO Bonds, 4a/4b Parks West Allen Athletic Complex Taxes $ 49 $ 51 $ 400 $ 5,500 $ - $ - $ - $ 6,000 Community Rowlett Creek Community Parks Park GO Bonds $ 100 $ 300 $ 2,600 $ - $ - $ - $ - $ 3,000 230 Community Allen Station Park Artificial Parks Turf, Phase I 4a/4b Taxes $ - $ 1,250 $ - $ - $ - $ - $ - $ 1,250 Community Parks Allen Station Park Upgrades 4a/4b Taxes $ - $ 145 $ - $ - $ - $ - $ - $ 145 Community Parks Ford Park Upgrades 4a/4b Taxes $ - $ 111 $ - $ - $ - $ - $ - $ 111 Community Parks Subtotal $ 7,550 $ 2,857 $ 4,900 $ 5,500 $ - $ - $ - $ 20,807 Chase Oaks Golf Course Golf Course Driving Range Lighting 4a/4b Taxes $ - $ 303 $ - $ - $ - $ - $ - $ 303 Golf Course Subtotal $ - $ 303 $ - $ - $ - $ - $ - $ 303

Greenbelt Trail Development, Phase 3 4a/4b Taxes $ 575 $ 300 $ 300 $ 300 $ 300 $ 300 $ 300 $ 2,375 Greenbelt Bike Route Markings 4a/4b Taxes $ 50 $ 50 $ 50 $ - $ - $ - $ - $ 150

FY 2013 Budget Cottonwood Creek 4a/4b Taxes, Greenbelt Trail/HPP Intergov., Other $ 97 $ 845 $ - $ - $ - $ - $ - $ 942 Greenbelt Subtotal $ 722 $ 1,195 $ 350 $ 300 $ 300 $ 300 $ 300 $ 3,467 Fees, 4a/4b Neighborhood Taxes, GO Parks Morgan Crossing Park Bonds $ 278 $ 155 $ - $ - $ - $ - $ - $ 433 Neighborhood Neighborhood Park Parks Development Fees, GO Bonds $ 100 $ - $ 900 $ 500 $ 400 $ - $ - $ 1,900 Neighborhood Parks Subtotal $ 378 $ 155 $ 900 $ 500 $ 400 $ - $ - $ 2,333 CITY OF ALLEN CAPITAL PROJECTS EXPENDITURE SUMMARY

City of Allen (in 000's) Major Project Total Funding Estimate Projected Projected Projected Projected Projected After Project CATEGORY PROJECT Source(s) thru FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 Budget Environmental Discovery Park Facilities Center GO Bonds $ 50 $ - $ 450 $ - $ - $ - $ - $ 500 Allen Event Center Capital Park Facilities Projects 4a/4b Taxes $ - $ 200 $ - $ - $ - $ - $ - $ 200 Parks Security Camera Park Facilities System, Phase 2 4a/4b Taxes $ - $ 250 $ - $ - $ - $ - $ - $ 250 Joe Farmer Recreation Park Facilities Center Expansion GO Bonds $ - $ - $ - $ 600 $ 1,000 $ 5,400 $ - $ 7,000 Park Facilities Ford Pool Redevelopment GO Bonds $ - $ - $ - $ - $ - $ 7,000 $ - $ 7,000 Park Facilities Subtotal $ 50 $ 450 $ 450 $ 600 $ 1,000 $ 12,400 $ - $ 14,950 Parks Total $ 8,700 $ 4,960 $ 6,600 $ 6,900 $ 1,700 $ 12,700 $ 300 $ 41,860 Dev. Contr., GO Central Business CDB Streets and Bonds, Oper. District (CDB) Infrastructure Revenues $ - $ - $ 200 $ 809 $ 1,274 $ - $ - $ 2,283 231 Central Business GO Bonds, Oper. District (CDB) Main Street Improvements Revenues $ 1,120 $ 405 $ - $ - $ - $ - $ - $ 1,525 Central Business District Subtotal $ 1,120 $ 405 $ 200 $ 809 $ 1,274 $ - $ - $ 3,808 Drainage City Drainage GO Bonds $ - $ - $ 200 $ 200 $ 100 $ - $ - $ 500 Drainage Subtotal $ - $ - $ 200 $ 200 $ 100 $ - $ - $ 500 Municipal Service Center, Public Safety Phase II GO Bonds $ - $ - $ 500 $ 1,500 $ - $ - $ - $ 2,000 Public Safety Subtotal $ - $ - $ 500 $ 1,500 $ - $ - $ - $ 2,000 Street Street and Alley Oper. Revenues, Maintenance Replacement GO Bonds $ 780 $ 800 $ 800 $ 300 $ 300 $ 300 $ 300 $ 3,580 Street Maintenance Subtotal $ 780 $ 800 $ 800 $ 300 $ 300 $ 300 $ 300 $ 3,580 FM 2551 (Angel Parkway) - Intergov., Streets Main Street to Parker Road Developer Contr. $ - $ 800 $ 3,359 $ 9,946 $ 7,895 $ - $ - $ 22,000

FY 2013 Budget Intergov., Fees Ridgeview Drive (Alma to GO Bonds, 4a/4b Streets US 75) Taxes $ - $ 2,010 $ 4,400 $ 4,500 $ 4,500 $ 4,590 $ - $ 20,000 Stacy Road, Phase II Intergov., GO Streets (Greenville to FM 1378) Bonds, Other $ 16 $ 1,750 $ 10,734 $ 7,500 $ - $ - $ - $ 20,000 Ridgeview and US 75 Intergov., GO Streets Interchange Bonds $ - $ - $ 2,750 $ 25,660 $ 4,590 $ - $ - $ 33,000 Median Landscaping / Streets Lighting (various locations) GO Bonds $ - $ - $ - $ 290 $ 250 $ - $ - $ 540 CITY OF ALLEN CAPITAL PROJECTS EXPENDITURE SUMMARY

City of Allen (in 000's) Major Project Total Funding Estimate Projected Projected Projected Projected Projected After Project CATEGORY PROJECT Source(s) thru FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 Budget GO Bonds, Chelsea Boulevard, Phase I Other, Oper Rev, Streets (Commerce to SH 121) Intergov. $ 3,544 $ 956 $ - $ - $ - $ - $ - $ 4,500 US 75 Highway Intergovernmenta Streets Improvements l $ - $ 8,000 $ 60,000 $ - $ - $ - $ - $ 68,000 Exchange Widening - Alma Intergov., GO Streets to Allen Heights Bonds, Other $ - $ 1,960 $ 1,835 $ - $ - $ - $ - $ 3,795 Bray Central & Watters - Streets Signal Other $ - $ 200 $ - $ - $ - $ - $ - $ 200 Streets Subtotal $ 3,560 $ 15,676 $ 83,078 $ 47,896 $ 17,235 $ 4,590 $ - $ 172,035 Public Works Total $ 5,460 $ 16,881 $ 84,778 $ 50,705 $ 18,909 $ 4,890 $ 300 $ 181,923 Utilities Alma Drive Waterline Fees $ - $ - $ - $ 273 $ - $ - $ - $ 273 Utilities Subtotal $ - $ - $ - $ 273 $ - $ - $ - $ 273 Wastewater Sewer Main Replacement Oper. Revenues $ 750 $ 750 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 6,500 232 U.S. 75 Lift Station & 12" Wastewater Force Main Fees $ 25 $ - $ 3,216 $ - $ - $ - $ - $ 3,241 Wastewater Subtotal $ 775 $ 750 $ 4,216 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 9,741 Water Water Line Replacement Oper. Revenues $ 1,000 $ 1,850 $ 1,250 $ 550 $ 1,000 $ 500 $ 1,250 $ 7,400 Water Stacy Road Ground Storage Oper. Revenues $ - $ - $ - $ - $ 670 $ - $ - $ 670 Custer Tower and Bethany Operational Water Tower Repaint Revenues $ - $ - $ - $ 950 $ - $ - $ - $ 950 Water Rowlett Tower Repaint Oper. Revenues $ - $ - $ - $ - $ - $ 750 $ - $ 750 Water Subtotal $ 1,000 $ 1,850 $ 1,250 $ 1,500 $ 1,670 $ 1,250 $ 1,250 $ 9,770 Utilities Total $ 1,775 $ 2,600 $ 5,466 $ 2,773 $ 2,670 $ 2,250 $ 2,250 $ 19,784 Grand Total $ 16,863 $ 25,822 $ 97,669 $ 61,476 $ 24,259 $ 22,098 $ 3,350 $ 251,537 FY 2013 Budget

Debt Part of the process of updating the City’s Capital Improvement Program (CIP) each year involves identifying projects that may require funding through debt issuance. On the following pages are long-term scenarios of the City’s General Obligation and Revenue debt, based on the projects planned for the next several years.

Below are the assumptions used in the development of these scenarios followed by a discussion of the City’s debt capacity. Again, this is based on the current plan; future years are subject to change.

General Obligation Debt Assumptions The General Obligation debt projections assume that the debt portion of the tax rate will gradually increase from 0.146942 in FY 2013 to approximately 0.151122 by FY 2016, as debt is issued for many of the projects in the new CIP. All years assume a collection rate of 99%. Over the next several years, the portion of the tax rate dedicated to debt would remain between approximately 26% and 28%, which is below the City’s policy limit of 35%. The new policy was approved by the City Council in September 2011 to reflect a more conservative approach to debt and to ensure that the operational needs of the City receive a higher tax rate allocation.

The assumption for growth in the tax base through FY 2016 ranges from 2.9% to 3.7%, based upon general growth in residential and commercial property along Highway 121, US 75 Highway, and in areas of vacant land throughout the City. The rate of growth decreases in subsequent years, as reflected in the City’s Comprehensive Plan, due to build out of the available land that is zoned residential. Commercial activity is expected to continue for another 15 years until it reaches build out.

The debt scenario that follows reflects all currently authorized bond issues. The voters approved approximately $78 million in May 2007 for future infrastructure improvements and public facilities, along with a 4.4 cent potential tax increase to help cover the additional operating costs associated with these projects.

Revenue Debt Assumptions Revenue debt and water and sewer rates are managed according to the City’s Water and Sewer rate study. A rate study was completed in the summer of 2009. The forward looking impact of the revenues and expenditures in the Water and Sewer Fund is shown in the following “Water/Wastewater Cost of Service Model” table from the rate study.

The plan includes annual water rate increases from 2% to 8% for water customers over the next three years and 10% to 15% for sewer services. In order to promote water conservation, the irrigation rates are projected to increase 5% to 8% per year for the next four years. The higher rate increase is in FY13.

Adequate revenues are projected to meet ongoing operational cost increases, to provide funding for water and sewer infrastructure improvements, and to provide for existing debt service. No new debt is planned to be issued in the near future for water and sewer projects. Included in the rate study was a population growth factor that was consistent with the City’s long-range Comprehensive Plan. The water and sewer bond covenants stipulate a debt coverage ratio of 1.2 times the average annual debt service for all outstanding bonds. Over the next four years, the coverage ratio is expected to range from 2.66 to 4.17 according to the

City of Allen 233 FY 2013 Budget

rate model. Projections also take into consideration a working capital adequacy test of approximately 90 to 120 days of expenditures. The projected days of working capital over the next four years is expected to be approximately 120 days according to the rate model.

Debt Capacity In 2006 the City’s policy of limiting the debt portion of the total tax rate to 40% would have translated into authorizing approximately $138 million of new debt. From a cash flow and tax rate perspective the 2006 CIP Committee felt that $78 million of new debt was the maximum amount the community could afford. The Committee proposed and voters elected to approve $78 million in new debt and raise taxes for the operating impact of the projects. The recommendation also took into consideration the City’s requirement at that time to maintain a reserve of 10% in the Debt Service Fund. If the City had authorized the maximum of $138 million, the debt tax rate would have increased to 39.5% of the total tax rate. Although this percentage was just below the 40% in the old policy limit, there also would have been an additional impact upon the City due to the operating costs associated with projects totaling the larger amount. The combination of operating costs and new debt service associated with $138 million of new debt would have raised taxes more than the 4.4 cents voters approved.

As mentioned earlier, the City’s debt policy limit is now 35%. The projected growth in the assessed value and fund balance of the G.O. Debt Service Fund indicates that the City has more than enough capacity to issue additional debt over the next several years. The remaining authorized but unissued G.O. Debt is $26.035 million from the 2007 election and $16.685 million from the 2002 election. During the next three years the plan is to issue: FY2013-$3.565 million, FY2014-$11.09 million and FY2015-$6.9 million. As mentioned above, the City has the capacity to issue the bonds that have been authorized. It is projected that the percentage of the tax rate dedicated to debt service over the next several years will be between 26% and 28%. Additionally, the debt service long range plan reflects a fund balance that meets the fund balance reserve requirement of 5% to 10% of the annual debt service.

The City has been proactive in building its water and sewer infrastructure. Since completion of the Custer Road pump station and storage project in FY07, the City has had adequate storage tanks and water towers in place. The recent Hillside Water Tower replacement project is complete. It was primarily cash funded and had supplemental funding from Economic Development Corporation (EDC) sales tax revenue bond proceeds. The Hillside Water Tower had been the oldest water tower in the City and needed to be replaced. The replacement water tower increased the system capacity by 1,500,000 gallons and will essentially provide for future growth as the City reaches build out in population and commercial development. The US 75 Highway Waterline Replacement project is also partially cash financed from water and sewer revenues and EDC sales tax revenue bonds proceeds. Water and sewer line replacements in the older part of the Central Business District may need to be replaced through cash financing or with funding from a Tax Increment Redevelopment Zone. At this time, there is adequate additional debt capacity in the Water and Sewer area because the debt coverage ratio is projected to range from 2.66 to 4.17 as mentioned above.

City of Allen 234 FY 2013 Budget City of Allen

Actual Revised Proposed Estimated Estimated Estimated 2011 2012 2013 2014 2015 2016 Balance Carried Forward 1,359,713 925,812 613,110 876,530 1,140,034 1,131,281

Ad valorem tax 10,619,519 11,226,292 11,757,268 11,966,257 12,916,459 13,228,912 Delinquent collections 41,246 42,478 44,905 58,786 59,831 64,582 Penalty & interest 39,486 42,478 44,905 58,786 59,831 64,582 Investment earnings 69,997 48,555 55,140 17,980 19,679 20,104 Rollback Taxes 64,035 Refunding Bond Proceeds 13,072,508 13,940,000 Net Premium 2,296,042 Transfer from Other Fds 500,000 500,000 500,000 500,000 200,000 - TIF Property Tax offset (136,289) (150,550) (171,288) (188,417) (207,258) (227,984) Misc Tax Revenue ------Total Revenues 24,270,502 27,945,295 12,230,930 12,413,393 13,048,542 13,150,196 Total Revenue Sources 25,630,215 28,871,107 12,844,040 13,289,922 14,188,576 14,281,478

Total Resources Available 25,630,215 28,871,107 12,844,040 13,289,922 14,188,576 14,281,478 235 Expenditures Commission & refunding exp 212,066 203,500 7,200 7,800 8,400 9,000 Bond Principal 6,700,000 7,385,000 7,695,000 8,014,719 9,016,929 8,936,752 Bond Interest 4,361,743 4,255,176 3,957,248 3,818,890 3,963,695 3,928,363 CO Principal 230,000 240,000 260,000 270,000 40,000 40,000 CO Interest 202,175 124,318 48,062 38,480 28,270 26,230 Refunding Bond savings - - - Refunding amount to escrow agent 12,998,419 16,050,003 - - - - Total Expenditures 24,704,403 28,257,997 11,967,510 12,149,889 13,057,295 12,940,345 Fund Balance at Year-End 925,812 613,110 876,530 1,140,034 1,131,281 1,341,132

Revenues Over/(Under) Expenditures (433,901) (312,702) 263,420 263,504 (8,752) 209,851

Reserve requirement (10% ann D/S): 1,149,392 1,200,449 1,196,031 1,214,209 1,304,889 1,293,135 Beg F/B meets reserve req: Yes No No No No No

FY 2013 Budget Amt. over (under) requirement: 210,321 (274,637) (582,921) (337,679) (164,856) (161,853)

Reserve requirement (5% ann D/S): 574,696 600,225 598,016 607,104 652,445 646,567 Beg F/B meets reserve req: Yes Yes Yes Yes Yes Yes Amt. over (under) requirement: 785,017 325,587 15,095 269,425 487,589 484,714

Debt portion of tax rate: 0.144918 0.147672 0.146942 0.146732 0.153052 0.151122 Debt % of tax rate: 26.16% 26.70% 26.62% 26.58% 27.73% 27.38% M&O portion of tax rate: 0.409082 0.405328 0.405058 0.405268 0.398948 0.400878 Total tax rate: 0.55400 0.55300 0.55200 0.55200 0.55200 0.55200 Date: 7/23/12 2012 07 20 FY13 Allen RM Rev Alt 1 No Tier Chg New NT WW.xls Forecast Sum Alt 1

City of Allen CITY OF ALLEN WATER/WASTEWATER COST OF SERVICE MODEL

Current 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Forecast Summary Scenario: Alt 1--6/1 NTMWD

3 Fund Balance, Revenues and Expenses

Beginning Water & Sewer Fund 200 Balance $ 12,523,974 $ 11,022,124 $ 11,227,090 $ 11,879,791 $ 12,453,691 $ 13,173,817 $ 14,008,361 $ 14,817,465 $ 15,486,633 $ 16,203,370

Revenues and Expenses Water Rate Revenues 18,937,502 20,339,326 21,787,808 23,293,874 24,904,972 26,628,316 27,982,391 28,973,542 29,912,590 30,880,225 WW Rate Revenues 12,336,539 13,199,446 14,044,219 14,786,888 15,493,343 16,257,300 17,051,645 17,915,796 18,856,903 19,882,889 Non-Rate Revenues 812,642 812,642 812,642 785,142 785,142 785,142 757,917 757,917 757,917 757,917 Total Revenues 32,086,683 34,351,413 36,644,669 38,865,904 41,183,458 43,670,757 45,791,954 47,647,254 49,527,410 51,521,030

Operating Expenses 27,892,708 30,008,253 32,369,627 33,683,750 35,826,434 37,873,168 39,819,376 41,697,976 43,462,351 45,246,535

Net Revenues Available for Capital Outlays/Debt Service 4,193,974 4,343,160 4,275,041 5,182,154 5,357,024 5,797,590 5,972,578 5,949,278 6,065,058 6,274,496

Capital Outlays 4,120,850 2,552,676 2,036,406 3,366,465 3,394,359 3,712,790 3,913,863 4,682,879 4,752,465 5,122,639 Total Operating Expense/Capital Outlays 32,013,558 32,560,928 34,406,033 37,050,215 39,220,793 41,585,957 43,733,239 46,380,855 48,214,816 50,369,174 236 Net Revenues Available for Debt Service 73,124 1,790,485 2,238,636 1,815,689 1,962,665 2,084,800 2,058,715 1,266,399 1,312,593 1,151,857

Debt Service 1,574,975 1,585,519 1,585,934 1,241,789 1,242,539 1,250,256 1,249,611 597,231 595,856 598,426

Total Cost of Service 33,588,533 34,146,447 35,991,967 38,292,004 40,463,332 42,836,214 44,982,850 46,978,086 48,810,673 50,967,600

Contingency--Net Inc/(Dec) in Fund Balance (1,501,850) 204,966 652,702 573,900 720,126 834,544 809,104 669,168 716,737 553,430 Percent of COS -4.5% 0.6% 1.8% 1.5% 1.8% 1.9% 1.8% 1.4% 1.5% 1.1%

Ending Water & Sewer Fund 200 Fund Balance 11,022,124 11,227,090 11,879,791 12,453,691 13,173,817 14,008,361 14,817,465 15,486,633 16,203,370 16,756,800

Projected Ending Water & Sewer Impact Fees Fund Balance 1,382,400 1,083,053 57,534 100,144 143,205 186,723 216,702 246,999 277,618 308,560

Projected Ending Capital Projects Fund Balance ------

Revenue Adequacy Tests

Debt Coverage 2.66 2.74 2.70 4.17 4.31 4.64 4.78 9.96 10.18 10.48 FY 2013 Budget Days of Expenditures in Working Capital/Fund Balance (Fund 200) 120 120 120 119 119 119 120 120 121 120 (Goal is 90-120 Days)

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Budget and Tax Ordinances

City of Allen 237 FY 2013 Budget City of Allen 238 FY 2013 Budget City of Allen 239 FY 2013 Budget City of Allen 240 FY 2013 Budget City of Allen 241 FY 2013 Budget City of Allen 242 FY 2013 Budget City of Allen 243 FY 2013 Budget City of Allen 244 FY 2013 Budget City of Allen 245 FY 2013 Budget City of Allen 246 FY 2013 Budget City of Allen 247 FY 2013 Budget City of Allen 248 FY 2013 Budget City of Allen 249 FY 2013 Budget City of Allen 250 FY 2013 Budget Demographics

City of Allen 251 FY 2013 Budget

WHERE IS ALLEN, TEXAS?

City of Allen is located approximately 25 miles north of Dallas, Texas.

City of Allen 252 FY 2013 Budget CITY OF ALLEN DEMOGRAPHICS 2012-2013 FISCAL YEAR

The City of Allen is located in Collin County in North Central Texas and is approximately 12 miles north of Interstate 635 on U.S. 75. Allen is completely surrounded by incorporated cities. To the north lies the City of McKinney; to the south, the City of Plano; to the east, the City of Lucas; and to the west, the City of Plano.

Allen was settled in the early 1850's from land grants given by the Republic of Texas as an inducement for settlers to come to the frontier. The railroad and telegraph came to Allen in 1872 and in future years made substantial contributions to the local economy. The City was officially incorporated in 1953 with a Council/Manager form of government. Similar in importance to the construction of the railroad almost a century before was the completion of U.S. 75 through Allen in 1960. Citizens could work at nearby companies because of the access and convenience of the highway. The relocation of technology companies to the North Dallas and Richardson areas in the 1960's drastically increased employment opportunities for Allen's citizens, and the population rose to 1,940. It continued to increase to 8,324 in 1980, 19,198 in 1990, 43,686 in 2000, and up to 87,066 by December 2011.

City of Allen Population Growth 100,000 80,000 60,000 40,000 20,000

0

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Allen is 25 miles north of Downtown Dallas, on U.S. Highway 75. The City has established a reputation in the Dallas/Fort Worth Metroplex for its quality residential and commercial developments. Important transportation routes serving the City include U.S. 75, which bisects the City in a north/south direction and provides an important link to adjacent cities. McDermott/Main Street runs in an east/west direction in the center of the City. S.H. 5/Greenville Avenue, which formerly was the main north/south thoroughfare, lies roughly parallel to U.S. 75. State Highway 121 opened in early 2011 and offers Collin County residents a direct route to the DFW International Airport.

Since its inception in 1992, the Allen Economic Development Corporation (AEDC) has dedicated its resources to developing first-class technology parks and recruiting quality industries and corporate campuses to the community. Allen’s corporate landscape is now a well-designed blend of telecommunication, medical, defense, semiconductor, and other technology-related industries.

City of Allen 253 FY 2013 Budget

City of Allen Assessed Property Valuations

10 8 6

Billions 4 2

0

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

In addition to creating jobs, AEDC projects relieve the property tax burden of the individual homeowner. The AEDC has helped complete over 92 projects since its inception that have added over $1 billion in taxable value to the Allen tax rolls. Despite the slower economy, the AEDC has continued to recruit and retain business in Allen.

During the last fiscal year, Allen has moved to a new level in its development with the addition of new office tenants, first-class dining and shopping venues. The AEDC recruited Andrews Distributing to build a new office, training, and distribution facility in Allen. The 310,000-square foot facility became fully operational in 2012. The company is estimated to create over 500 jobs in Allen and has invested $45 million in the project.

With AEDC assistance, Frontier Communications signed a 10-year lease for 84,000-square feet of space at Bethany Drive and U.S. 75, bringing in approximately 450 jobs initially. Frontier is expected to employ 700 and invest $6.5 million by 2013. The AEDC also recruited PFSweb, Inc., an eCommerce and business process outsourcing solutions 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 helped video gaming company Zynga, the world’s leading provider of social game services, locate to Allen from Dallas in 2012. They employ approximately 100 software designers in a 20,000-sf building in Millennium Technology Park.

With the addition of new tenants such as No Magic, Inc. and the expansion of existing tenants such as KONE Elevators, One Allen Center in Allen Central Park is now over 85% occupied. This 5-story, Class A office building is located in a premiere business park owned by the AEDC in the heart of Allen’s business district. The new leases in this building bring hundreds of quality jobs to the City and increases economic activity at Allen’s shopping developments.

Billings Productions leased 46,000-square feet on Andrews Parkway and is experiencing a 30 percent annual growth rate. Billings Productions designs and builds animatronic dinosaurs that are exhibited at zoos and museums around the world.

City of Allen 254 FY 2013 Budget The AEDC and City of Allen are jointly assisting Watters Creek at Montgomery Farm, a premiere mixed use development in Allen. The silver-LEED certified project has attracted regional and national attention and added over $100 million in improvements to Allen’s ad valorem tax base. Additionally, the development provides new sales tax revenue. The project includes 300 loft style apartments and 80,000 square feet of office space. Homeland Healthcare recently expanded their offices in Allen, now occupying 25,000-sf in Watters Creek at Montgomery Farm.

The AEDC and City of Allen recruited Cabela’s to develop a new store in Allen, to be located directly south of the Village at Allen. Cabela’s officially opened in April of 2011. The 100,000- square foot facility employs approximately 260 workers and has produced over $40 million in taxable sales annually. The company invested over $20 million in constructing the building.

The Allen Event Center hosts concerts, trade shows, professional sporting events, festivals, and community ceremonies. The facility is the home of the Allen Americans, a Central Hockey League (CHL) franchise team, an Indoor Football League team called the Texas Revolution and will soon be home to the Dallas Sidekicks, an Indoor Soccer team that is in the Premier Arena Soccer League (PASL) Pro League. The venue totals 188,000-square feet with capacity for 8,600 seats (6,275 fixed), 26 suites and two ice rinks. The development makes Allen a regional entertainment destination. The Event Center is part of The Village at Allen, a 181-acre mixed-use project that includes 1,000,000-square feet of retail, 500,000-square feet of office and a 220 room, full-service hotel.

The AEDC works closely with the Allen Independent School District (AISD) to build alliances with the business community through BEST (Business Education Support Team). This committee provides guidance to AISD officials as they plan the curriculum for the new Career & Tech Academy at Allen High School. The Academy helps ensure that Allen has the workforce needed to continue sustainable economic development in the years ahead. AISD opened their new 18,000 seat football stadium, Eagle Stadium, on August 31, 2012.

The AEDC board and staff are driven to build a diverse business and industry tax base that provides additional public funding for police and fire protection, road improvements, a park and trail system, and quality public schools. The companies recruited to the City by the AEDC provide jobs and tax revenue that help the City of Allen grow and maintain the public services that make Allen a great place to live, work and play.

City of Allen 255 FY 2013 Budget CITY OF ALLEN MISCELLANEOUS STATISTICAL INFORMATION 2012- 2013 FISCAL YEAR

Date of incorporation June 20, 1953 Form of government Council/Manager

Area 27.11 square miles Miles of street 324 center line miles Population as of 9/30/2012 88,103

Fire protection: Number of stations 5 Number of personnel 110 Number of fire hydrants 4,144

Police protection: Number of stations 1 Police Station 1 Storefront (Allen Premium Outlet Mall) 1 Storefront (Watters Creek) 1 Storefront (The Village at Allen) Number of personnel 170

Water service: Supplier North Texas Municipal Water District Number of consumers 27,974 Average daily consumption* 14,336,000 gallons Miles of water lines 460 linear miles

Sewer service: Sanitary sewer lines 345 linear miles Storm sewer lines 106 linear miles

Building permits issued 5,192

Parks Number 67 Area 597 acres

Municipal employees: Full-time 601 Part-time 196 Seasonal 74

Public Education: 19,387 Total Enrollment Number of public schools Elementary 16 Middle Schools 3 Freshman center 1 High School 1 Achievement Center 1 Number of private schools 0 Community College classes held at the High School *estimate

City of Allen 256 FY 2013 Budget CITY OF ALLEN PRINCIPAL TAXPAYERS September 30, 2012

2012 Percentage of Taxable Total Assessed Taxpayer Type of Business Value Valuation

The Village at Allen LP Mixed use $ 136,534,873 1.71% AT&T Mobility LLC Telephone services 125,277,718 1.57% Trademark/Montgomery Farms Mixed use 102,296,075 1.28% Cisco Systems Inc Data Center 97,751,725 1.22% AT&T Services Inc Telephone services 61,703,650 0.77% Allen Station Apartments LLC Apartment Complex 37,854,673 0.47% EMC Corp Data Services 36,780,077 0.46% Oncor Electric Delivery Utilities Provider 34,876,730 0.44% Benton Pointe Apartments Inc Apartment Complex 33,710,538 0.42% Lexington Allen LP Commercial Real Estate 31,100,000 0.39% Total $ 697,886,059 8.72%

Total Assessed Valuation $ 8,001,298,212

MAJOR EMPLOYERS September 30, 2012

Percentage of Approximate Number Total Allen Company Product or Service of Employees Employment Allen Independent School District Education 2402 8.90% City of Allen Municipal Government 871 3.25% Frontier Communications Telecommunications 700 2.59% Texas Health Presbyterian Hospital Hospital/Medical Offices 670 2.48% Experian National Data Center 619 2.29% PFSweb Information Technology 450 1.67% Andrews Distributing Retail Beverage Distributor 450 1.67% Jack Henry & Associates Information Processing 422 1.56% Cabela's Retail 260 0.96% Graphic Converting Converting and Distribution Services 215 0.80%

City of Allen 257 FY 2013 Budget

Departmental Performance Measures

City of Allen 259 FY 2013 Budget Departmental Performance Measures

Performance measurement can be defined as “measurement on a regular basis of the results (outcomes) and efficiency of services or programs.” 1 The ultimate purpose of any performance measure is to provide a quantifiable measure of the results or effectiveness of an action. In the case of measurements in government, they are typically tied to programs and services. By finding quantifiable measures that are tied to the goals of a service, the effectiveness of the program can be judged against the preferred level of achievement, against the program’s past performance, and against similar programs in other cities.

Performance measures fall into five categories. The first, and most simple, is input measures which shows the amount and kinds of resources assigned to a program. Budgets actually contain input measures when they show divisions of money and personnel. The second category is output, or workload measures that show amount of work performed and services received. Individually, these first two categories only provide a frame for the activities of a program, but when outputs are examined in terms of the inputs needed to produce them, an efficiency measure is created which is the first real measure of actual performance. Outcome or Effectiveness measures are designed to report the results of a program, especially the quality of the results. “Effectiveness refers to the degree to which services are responsive to the needs and desires of a community.” 2 The final category is productivity measures, which combine efficiency and effectiveness to show the cost to produce a quality result or how poor results harm total costs (for example having to repair a street twice after doing it poorly the first time).

The measures in this appendix fall into the final four categories. An attempt was made to compose measures for the major functions of all City departments. The measures were also designed to tie in as closely as possible with the departmental goals and objectives listed in the departmental pages in the budget. As a result these measures can be used as a tool for more accurate budget decisions, as a gauge of goal achievement, plus as a running overview of trends in departmental performance.

1 From page 5 of Harry P. Hatry’s book Performance Measurment 2 From the National Center for Public Productivity, Rutgers University

City of Allen 260 FY 2013 Budget City Administration

Website

The City of Allen website is maintained by the Public and Media Relations Division of City Administration. In 2005, the number of hits per month was 45,725 (based on 2005 analytics tool). With the launch of a new website in May 2008 and the continued growth of Allen, traffic increased to over 119,000 page views per month in 2009.

With the growth of Allen’s destination assets, continued development and the start of CVB operations, website traffic has continued to climb. The average number of page views per month for 2010 was 200,030 and the average number of page views per month for 2011 was 225,769.

The average number of page views per month from January through June 2012 is 253,888 which continues to demonstrate increased website traffic on an annual basis. The 2012 website represents the transition to a new content management system that offers increased functionality with online communication tools.

City of Allen 261 FY 2013 Budget City Secretary

Department Introduction

The City Secretary’s Office records, preserves, and has custodial authority over the official records and legislative acts of the City Council; coordinates all City-held elections; coordinates and oversees the City’s Records Management Program; administers all City held elections; and serves as the Public Information Officer in accordance with the Texas Public Information Act.

Records Management

The purpose of the City’s Records Management Program is to provide records management services to City departments, Economic Development Corporation, and Arts Center of North Texas so their records are accessible using appropriate technology, managed legally, economically and effectively, preserved for historical value, and disposed of in accordance with State approved records schedules.

Performance Measure 2010 2011 2012 Est. 2013 Proj. Training Sessions Provided 2 4 8 2 Percent of Employees Completing 45% 10% 50% 10% Basic Records Training Cubic Feet of Eligible Records 450 450 500 500 Destroyed Cubic Feet of Records Microfilmed 4 10 4 4 Number of Commercial Building 4,000 4,000 0 4,000 Plans Pages Imaged

Public Information Requests

The City Secretary serves as the official Public Information Officer for the City of Allen, Economic Development Corporation, and Arts Center of North Texas. Public information is provided to the Council, staff, media, and the public so they can have timely and convenient access to City records.

Performance Measure 2010 2011 2012 Est. 2013 Proj. Percentage of Open Records Requests Responded to within 10 99% 100% 99% 100% days

City of Allen 262 FY 2013 Budget

City Council Meetings

The City Secretary’s Office provides meeting coordination to the City Council so they can have assurance of citizen participation, and an accurate, timely record of the meetings.

Performance Measure 2010 2011 2012 Est. 2013 Proj. Number of Blue Star Flag 5 2 3 2 Presentations Number of Proclamations 20 18 15 15 Presented at Council Meetings Number of Citizen Recognitions Presented Outside of Council 45 50 30 30 Meeting

Boards and Commissions

The City Secretary’s Office coordinates the annual Board appointment process including training of newly appointed and reappointed Board members regarding laws and procedures relating to their appointment.

Performance Measure 2010 2011 2012 Est. 2013 Proj. Percentage of Newly Appointed and Reappointed Board Members 95% 82% 100% 100% Attending Annual Orientation Session Percentage of Appointees Completing Open Meetings 100% 100% 100% 100% Training required by the Open Meetings Act

Municipal Elections

The City Secretary’s Office provides election services to voters, petitioners, City departments, and candidates so they can participate in the election process.

Performance Measure 2010 2011 2012* 2013 Proj. Number of Ballots Cast 1,080 2,581 3,498 2,500 Total cost of General Election $6,447 $8,378 $22,000 $9,000 Cost per ballot cast $5.97 $3.25 $6.29 $2.77 Percentage of Registered Voters 2.4% 5.7% 3.7% 5% Casting Ballots *2012 General Election was canceled, Statistics are from Special Election to fill a vacancy in Place No. 6.

City of Allen 263 FY 2013 Budget Community Development Building Services and Environmental Health

Division Introduction

The Building Services Division monitors compliance within the City of Allen to assure that all buildings are built to an approved site plan, adopted building codes and ordinances, and are ready for certificate of occupancy. The process involves four primary functions; application processing/administration, plan review, field inspection, and finally the production of a certificate of occupancy. The Building Services Division receives applications and then coordinates with Fire, Planning and Zoning, Engineering, Parks and Recreation, and Community Services in order to confirm compliance with the Allen Land Development Code and Code of Ordinances. The Environmental Health Division also has the task of conducting environmental health inspections at restaurants and other food service establishments, day care facilities, public and semi-public (HOA) swimming pools, and managing mosquito control efforts and other environmental health issues.

Building Permit Plan Review Time

Developers and individuals who Commercial Building Permits Issued desire to do construction projects must fill out a permit application 300 and submit plans and other

200 275 265 supporting documents, which are 257 235 231

reviewed by the permit staff and a 100 197 plans examiner. This is the application procedure when 0 applying for any type of building FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 Proj. permit in the City of Allen. The goal Current is to provide for regulated growth with quality assurance, comply with all applicable building codes and Single Family Permits Issued city regulations, and build relationships with excellent 500 customer service. While single- 450 475 466 451 family development made up the 450 450 majority of the work load for many years, the division now works with a much more diverse project load. Plan review is our opportunity to 0 make sure that compliance is FY 08 FY 09 FY 10 FY 11 FY 12 Est. FY 13 Proj. achieved with all applicable building, local, and life safety code requirements before proceeding Commercial Permit Review Time with construction. The Commercial (Business Days) Permit Review Time chart reflects 60 how recent changes have reduced 40 the number of days it takes to 20 40 38 35 30 30 27 17 review a commercial project which, 0 in turn, allows us to become a FY 08 FY 09 FY 10 FY 11 FY 12 Oct FY 12 Mar FY 2013 more user-friendly city. '11‐Mar '12 ‐ FYE Proj. '12 Current

City of Allen 264 FY 2013 Budget Building Inspections

New commercial and residential buildings, remodels, and miscellaneous permits are Average Inspection Time inspected multiple times before a (Minutes Per Stop) final approval occurs and a 40 certificate of occupancy may be 30 issued. This is required to ensure 30 29 all construction meets the 20 27 20 22 20 requirements as set forth by the 10 City of Allen. These routine 0 procedures are being performed FY 08 FY 09 FY 10 FY 11 FY 12 Est. FY 2013 while we are transforming into a proj. combination inspection department with our inspectors. Our goal is to provide a more efficient and high quality process for the customer and a more prompt completion of projects.

Environmental Health Inspections

The Environmental Health Division inspects all food-service establishments, child-care centers, public and semi-public swimming pools, apartment complexes, mobile food vendors, and temporary food vendors within Allen to make certain that health codes are being followed. Facilities that earn a poor score require immediate corrections and re- inspection. Thorough and timely inspections and food handler education are key factors in keeping scores high.

City of Allen 265 FY 2013 Budget Community Development Land Development and Community Integrity

Department Introduction The Land Development and Community Integrity Division is responsible for land use, transportation planning, zoning administration, development coordination, certain economic development initiatives, community development programs, neighborhood integrity initiatives, geographic information systems (GIS), code enforcement, and for providing staff support for the Planning & Zoning Commission, the Board of Adjustment, the Sign Control Board, the Allen Economic Development Corporation, and the Allen City Council.

Development Projects Reviewed

The Land Development Division reviews plans for development projects including zoning, specific use permits, general development plans, preliminary plats, final plats, replats, and site plans. Plats and general development plans are approved by the Planning & Zoning Commission. Zoning requests and specific use permits are presented to the Planning & Zoning Commission for recommendation and then approved by the City Council.

Development Projects Reviewed

160 140 120 100 80 60 40 20 0 2008 2009 2010 2011 2012 Est. 2013 Proj. Zoning/SUP 15 12 23 24 30 21 GDP 946232 Plats 67 43 37 44 30 38 Site Plan 39 30 27 21 12 21

City of Allen 266 FY 2013 Budget

Permits Reviewed

The Division reviews Certificates of Occupancy for all new businesses and building permits for zoning compliance. TABC permits for businesses applying to serve alcohol are also reviewed.

Permits Reviewed

500 400 300 200 100 0 2008 2009 2010 2011 2012 Est 2013 Pro TABC 21 27 17 24 15 20 Building/CO 377 436 332 317 392 300

Code Enforcement Cases

Code Enforcement protects the health, safety, and welfare of residents and maintains a higher quality of life by promoting awareness and compliance with City codes. In 2011 Code Enforcement Officers resolved 6403 violations, while only issuing 47 citations. Seventy-five percent of violations were resolved within 30 days.

Code Enforcement Cases

8000 2000

6000 1600 1200 4000 800 2000 400 0 0 2012 2013 2008 2009 2010 2011 Est Pro Cases 4883 6069 6827 6403 7243 7600 Per Officer 1221 1517 1706 1600 1801 1900

City of Allen 267 FY 2013 Budget

Community Development Block Grant Projects

The City of Allen receives federal funds through the Community Development Block Program (CDBG). With these funds the City operates several programs including a home rehabilitation program, homebuyer assistance, infrastructure improvements, and support to public service agencies.

Home Repair Projects (includes minor repairs) 16 $25,000 14 $20,000 12

10 $15,000 8 6 $10,000 4 $5,000 2 0 $0 2008 2009 2010 2011 2012 Est 2013 Pro Houses 6 14 11 1110 10 $/House $17,825 $17,613 $18,482 $21,818 $22,500 $20,352

City of Allen 268 FY 2013 Budget Community Services (Administration)

Department/Division Introduction

The Community Services Department is composed of several divisions and covers the public works functions of the City, including water, sewer, utility billing, streets, drainage, building maintenance, municipal service center, and waste services. The Administration Division oversees the functions of all of the Department’s line divisions.

Low Emission Vehicles

The City of Allen is gradually replacing its higher emission gas or diesel burning light duty (non-emergency) vehicles with Ultra-Low Emission Vehicles (ULEV), Low Emission Vehicles (LEV), or Alternative Fueled Vehicles (AFV) in order to meet EPA requirements. Community Services, Percentage of City's Fleet that is Engineering, Building and LEV/AFV Code, and Parks and 100% Recreation are all affected by the EPA requirements 90% and are procuring lower 90% 87% 88% emission replacement 80% 84% vehicles as a result. Public Safety vehicles are not 70% included in the EPA requirements; however, all 60% patrol cars purchased in the past three years are also 50% LEV or ULEV. 2010 2011 2012 2013 Est.

City of Allen 269 FY 2013 Budget Community Services (Building Maintenance)

Division Introduction

The Building Maintenance Division is responsible for keeping the Allen City Hall, the City Hall Annex, the Municipal Courts and Parks and Recreation (MCPAR) building, the Municipal Library and Auditorium, the Municipal Service Center, the Central Police Station, and the administrative areas and classroom in the new Central Fire Station clean and maintained. Maintenance of the Animal Shelter is also performed but the cleaning is performed by shelter attendants. Tasks include janitorial services, building mechanical system maintainance and repair, remodeling projects, and other tasks related to building operations and staff support.

Building Square Footage Cleaned

The total amount of square Building Square Footage Cleaned footage cleaned was increased 230,000 October 2010 as the Municipal 221,800 221,800 221,800 220,000 Service Center was completed at that time. An additional 29,100 210,000 square feet of area was added to 200,000 the total with the completion of the 192,700 service center. 190,000 180,000 170,000 2010 2011 2012 2013

Total Square Feet Cleaned per Custodian

This measure reflects the efficiency Total Square Feet Cleaned per of the Division’s cleaning efforts. Custodian The Division has a goal of 18,000 square feet cleaned per custodian 25,000 to allow for thorough cleaning. In 24,644 24,644 24,644 FY 11, one new custodian was 24,500 added to clean the service center. 24,000 23,625 23,500

23,000 2010 2011 2012 2013

City of Allen 270 FY 2013 Budget

Cleaning Cost Dollars per Square Foot Cleaned per This is the cost incurred by the Year division for each square foot $3.50 cleaned. The dollar amount $3.00 includes salary and benefits for $3.03 $2.96 $2.91 employees, uniforms, supplies, $2.50 $2.79 and cleaning equipment. $2.00

$1.50 $1.00 2010 2011 2012 2013

City of Allen 271 FY 2013 Budget Community Services (Streets)

Division Introduction

This division has the responsibility for maintaining the many miles of streets, alleys, and sidewalks within the City.

Total Street Miles Total Street Miles Total street miles in Allen have 400 increased by approximately 7 291.00 293.00 295.30 298.50 miles in the past three years. 300 Although maintenance will eventually increase as a result of 200 the new construction, for the immediate future the new streets 100 17.00 17.00 will require little maintenance. All 16.50 16.25 new streets are constructed with 0 2010 2011 2012 2013 Est. concrete due to lower maintenance costs and greater Asphalt Miles Concrete Miles lifespan.

Street Conditions Percentage of Streets in Satisfactory The City’s Pavement Service Condition or Better Rating (PSR) system rates streets 120% on a 0-5 scale, with 0 being 97% 97% 97% 97% 100% impassible, 3 being satisfactory, 76% 76% 74% 76% and 5 being excellent or newly 80% constructed. The rating measures 60% cracking, base condition, drainage, 40% surface condition, distortion, and 20% ride quality. Asphalt streets are 0% cheaper to build but more costly to 2010 2011 2012 2013 Est. maintain than concrete. Concrete streets are evaluated every four Asphalt Miles Concrete Miles years, and asphalt streets are evaluated over a two year period, A “satisfactory” rating for concrete streets means a 50% one year and the other 50% rating of 3.5 or better the next. Many of the City’s A “satisfactory” rating for asphalt streets means a rating concrete streets are new, which of 3.0 or better Asphalt street ratings are determined after the year’s partially accounts for their good overlay and sealing projects. condition.

City of Allen 272 FY 2013 Budget

Maintenance Dollars Funded per Year per Pavement Type

The City has almost 18 times as many miles of concrete Maintenance Dollars Funded streets as asphalt. Even $700,000 though asphalt streets are $630,557 more expensive to maintain $600,000 than concrete, the difference in $551,149 $500,000 miles between the surface $500,000 types results in concrete streets receiving the majority $400,000 $336,900 of funding in normal operations. The 2010, 2011 $300,000 and 2012 numbers show bond funds that were spent on $200,000 various concrete street repair. $68,500 $100,000 $42,550 The 2010, 2011, and 2012 $28,500 $30,000 numbers show water and $0 sewer funds that resurfaced 2010 2011 2012 2013 Est. asphalt streets and reconstructed concrete streets Asphalt Concrete after sewer rehabilation projects were completed.

Maintenance Dollars Spent per Center Line Mile per Year

This measure analyzes the maintenance funds spent per Maintenance Dollars Spent per Mile mile for both asphalt and $12,000 concrete streets. The 2011 and $10,000 2012 numbers for asphalt $8,000 includes additional money spent on the High Meadows Subdivision $6,000 $4,029 $2,578 and the Walden Park Subdivision $4,000 $1,676 $1,158 $2,152 $1,866 $1,846$1,675 to resurface the streets after $2,000 sewer rehabilitation projects. The $0 Concrete dollars for 2010, 2011, 2010 2011 2012 2013 est and 2012 include concrete replacement for the Walden Park Asphalt Concrete Sewer rehabilitation project plus normal operation budgets and bond sales for contract concrete street repair.

City of Allen 273 FY 2013 Budget Community Services (Water and Sewer)

Division Introduction

The Water and Sewer Division operates and maintains the system of pump stations, ground storage, elevated storage, and mains that provides customers drinking water provided by North Texas Municipal Water District (NTMWD). The division also operates the system of lift stations and mains that returns wastewater to the NTMWD’s interceptor system for treatment.

Water Loss Percentage of Water Loss Water loss is the difference 18% between the volume of water 16.4% purchased from NTMWD and the 16% volume of water sold to 14% 12.3% 12.7% customers. The numbers do not 12% 11.6% 11.8% 10.6% subtract water loss resulting from 10.0% 10.0% routine daily operations (such as 10% firefighting and water line 8% flushing), construction projects, 6% and service line and main line breaks. The City’s water loss 4% goal is based on the NTMWD 2% model water conservation plan FY 09-10 FY 10-11 FY 11-12 FY 12-13 and is to not exceed 12%. The Est. running average of water loss for FY Average Last 3 Yr Average the three prior years is also shown. Due to the billing period variances, the three year average is a more representitive indicator of water loss. With the extreme drought and high temperatures in FY 11, crews flushed lines more than usual to maintain safe levels of disinfectant which accounts for the rise in percentages.

Water Conservation Rebates Processed

800 In 2004, the H2OME IMPROVEMENT REBATE 686 program began offering rebate incentives for 700 680 residential water conservation. Rebates up to 600 $125.00 are offered for water efficient washing 550 520 machines, pressure reducing valves, rain and 500 freeze sensors, low flow toilet, and rain barrels. In 2009, an additional rebate for SMART irrigation 400 technology was added. The chart indicates the FY 09-10 FY 10-11 FY11-12 FY 12-13 Est. total number of rebates processed for each year.

City of Allen 274 FY 2013 Budget Community Services (Utility Billing)

Division Introduction

Utility Collections is the division of the Community Services Department that provides utility bills to residential and commercial customers for water, sewer, drainage, waste services and household hazardous waste (HHW). The payments are then processed to show generated revenue.

Utility Accounts

29,000 4,800 4,745 The total number of all utility 4,750 28,500 accounts has grown steadily with 4,677 4,700 28,470 the City’s population. The graph 28,000 4,650 shows both total number of 4,567 28,062 4,600 27,500 4,550 accounts and accounts handled 27,000 27,405 4,500 monthly by each Customer Service 4,433 4,450 26,500 Representative (CSR). We 26,598 4,400 26,000 4,350 currently have 5 FT CSR’s, 1 4,300 Senior CSR and 1 supervisor. The 25,500 4,250 conversion to contracted utiltity bill FY 09-10 FY 10-11 FY 11-12 FY 12-13 printing and mailing in FY 08 freed Proj. Est. time for our CSR’s to handle # of Accounts Accounts per Employee additional customer workload.

Bill Payments Average Percentage of Bill Payments Received on Time City efforts to improve on-time utility bill 100% payment included increasing 93.0% 88% 88.5% 90.0% customers’ time allowed to pay their 90% accounts, increasing penalty and late 80% fees, instituting on-line payments, and 70% formally allowing establishment of payment plans. Our efforts have 60% allowed us to attain above a 90% on 50% time payment record. FY 09-10 FY 10-11 FY 11-12 FY 12-13 Proj. Est.

City of Allen 275 FY 2013 Budget Community Services (Solid Waste) Division Introduction

The Solid Waste Division oversees residential and commercial waste services within Allen. The division also administers and operates the City recycling programs and Household Hazardous Waste (HHW) collection programs.

Recycling 20,000 18,319 70 16,616 17,446 The City of Allen measures the 68 impact of its recycling programs 15,000 13,798 68.25 by tracking the pounds of 66 materials diverted, including co- 10,000 64 Tons mingled recyclables and yard 62.85 62 5,000 61.77 62.25 waste. Recycling extends the 60 life of the landfill while allowing 0 58 resources (glass, paper, 2010 2011 2012 Est. 2013 household Pounds per plastics, and metals) to be Proj. recovered for reuse or re- Recyclable Trash Diverted manufacturing. The City Pounds Per Houshold/month continues to gain recognition for its innovative and progressive recycling and diversion efforts, including national, state and regional awards. City provided commercial cardboard recycling diverts 1,335 tons per year. Multi-family complex (apartment) and Allen ISD divert 417 tons of single- stream recycling per year. Single-stream residential recycling in 95-gallon carts diverts 9,307 tons of materials from the landfill. The NTMWD composting program converts yard trimmings into soil amendments, saving landfill space through diversion of 4,902 tons. Public Education efforts in 2011 reached 8,632 adults and 8,501 youth through 89 hands-on environmental programs.

Trash Collection Complaints

The Solid Waste Division contracts with Customer Complaints per 1000 Community Waste Disposal (CWD) for Service Opportunities garbage and recycling collection and 0.4 provides oversight to their operations. CWD’s 0.3 contract renewed June 1, 2008 with 0.2 additional and enhanced services. CWD is 0.1 contractually obligated to achieve <1.1 0 service inquiries per 1000 service 2010 2011 2012 Est 2013 opportunities. In 2011, CWD performed Proj 3,883,291 service opportunities.

City of Allen 276 FY 2013 Budget

Household Hazardous Waste Collection

2,222 In FY 2002, funding for the 15,000 2,192 2,250 residential HHW program was 14,500 2,200 2,128 approved by City Council. The 14,000 14,734 2,150 14,305 program began in February 2002 13,500 2,100 13,888 through a grant from NCTCOG 13,000 2,003 2,050 and continued without cost to 12,500 2,000 residents through FY 2003. In 12,000 12,385 1,950 11,500 1,900

FY 04, a $0.50 fee was included Curbside Participants on the water utility bill to support 11,000 1,850 the HHW program. In June 2010 2011 2012 2013 2008, a fee increase to $0.57 per Chemicals of Reusable Pounds Est. Proj. month was approved to Pounds of Reuseable Chemicals overcome the rising costs of non- Curbside Participants reusable HHW collection disposal. This program is an important part of our Texas Pollution Discharge Elimination System (TPDES) program. The HHW program is conducted in cooperation with the City of Plano through an Interlocal Agreement. The program provides residents with an environmentally safe way to remove household chemicals (paint, cleaners, oil, etc.) from their homes. From the beginning of the program through May 2012, 78,934 pounds of reusable chemicals have been collected and redistributed to residents of Allen and Plano. In July 2008, computer collection services changed from curbside collection to scheduled quarterly collection at one day events. This important service continues to eliminate another potential hazard from the landfill system.

City of Allen 277 FY 2013 Budget Community Services (Drainage)

Division Introduction

The Drainage Division monitors storm sewers and open drainage channels and cleans and maintains them in order to ensure the free flow of drainage water that helps prevent flooding. The division’s budget also funds contract street sweeping and contract mowing along drainage areas and greenbelts.

Street Sweeping Curb Miles Swept Arterial and collector roads are 430 424 swept during the year in order to 420 remove debris for aesthetics, 420 safety, and for TPDES permit 410 401 compliance. These are actual 400 “curb miles” of streets swept. The number of curb miles is larger 390 than the number of street miles in 380 379 Allen because there are at least 370 two curb miles per mile of road (one curb on each side) and up 360 to four curbs on roads with 350 medians. Arterials are swept 2010 2011 2012 Est. 2013 Proj. twice monthly and collectors are swept once per month. The number of curb miles swept has grown due to the increase in roads. A decrease in contract price allowed the City to begin sweeping arterials twice monthly in 2003.

City of Allen 278 FY 2013 Budget Engineering

Department Introduction

The Engineering Department plans and oversees infrastructure projects for the City. This includes the capital improvements program as well as traffic control throughout the City.

Capital Project Funding

Every year the City spends millions of dollars on large scale construction or maintenance projects, and on comprehensive studies to prepare for such projects. The Engineering division oversees these activities. Some of the larger projects completed during FY 11-12 were Main Street from Allen Drive to US 75, Bethany Drive from Allen Heights to the east city limit line, an acceleration lane for the NBFR from Cabela Drive to Stacy Road. Land acquisition continued for Ridgeview Drive from Alma to US 75, construction began on Chelsea Boulevard from star Creek Parkway to SH 121. Improvements were made at the Stacy Road and US 75 intersection to assist with traffic bottleneck issues. Stacy Road from Greenville Avenue to FM 1378 has been postponed by TxDOT; anticipate utility relocations to begin in FY13 with construction beginning in 2014. US 75 widening from 6 lanes to 8 lanes and 3 lane frontage roads should be bid by TxDOT and with construction beginning in 2014. Construction of Fire Station No. 5 was completed along with the adaptive reuse of the Municipal Annex building. Remodel improvements were constructed at the Police Department’s K-9 facility. The city hall soffit/roof replacement project was completed as well. Chaparral Road from Greenville Avenue to Cottonwood Creek was completed. Other achievements include the Walden Park water and sewer replacement, Phase II, the relocation of storm sewer on Palace Way, and a drainage channel improvement near Spring Meadow Park. The US 75 waterline, Phase II project has been placed on hold in order to utilize funds on higher priority projects. Bike route markings were installed on Twin Creeks Total Dollars Spent - Capital Projects

$41

$16

$10 $11 $10 $7 $8 $8 $7 $7 $7 $5 $6 $4 $3 $3 $4 $2 $1 $1 $0 $0 $0 $0 $0 $0 $1 $0 $0 $0

Facilities Water/Sewer Drainage Streets Parks Event Center

2009 2010 2011 2012 Est. 2013 Proj.

Drive, Rivercrest Boulevard and Malone Road. The total amount spent on capital projects in FY09 was approximately $53.8 and in FY10 $44 million was spent, and in FY11 the total spent was $24 million.

City of Allen 279 FY 2013 Budget

Developer Contribution to Infrastructure

During construction of a Value of Infrastructure from Commercial Development project, developers build infrastructure improvements $4 that the City later maintains. The department helps plan $3 for the infrastructure needs, Millions oversees the construction, and facilitates the transfer. $2

Commercial development $1 continued in 2012 with some of the larger projects being the St. Jude Church $0 expansion, The Dentist of 2008 2009 2010 2011 2012 Est. 2013 Proj.

Allen, Allen Assisted Living, WATER SEWER STREETS STORM Race Trac located at Stacy Road and Chelsea Boulevard, Canterra Plaza on the northwest corner of Value of Infrastructure from Residential Development Custer and Hedgcoxe, Taco Cabana, Watters Village $14 and the Blue Wave Express Car Wash. Residential $12 developments included The Preserve, Starcreek, Phase Millions $10

4 and 5, Fall Creek, Phase $8 1, Twin Creeks, Phase 7C- 2, Cumberland Crossing, $6 Phases 2, 3, and 4, Waterford Parks, Phase 8, $4 and Hamilton Hills. $2

$0 2008 2009 2010 2011 2012 Est. 2013 Proj.

WATER SEWER STREETS STORM

City of Allen 280 FY 2013 Budget New Residential Lots New Residential Lots We have seen a re- surgence in single family development with nearly 2,000 800 lots being accepted in 1486 1,500 2012 and we project an additional 550 lots next 1,000 742 year. Commercial 550 312 development remains 500 203 steady while the projects 0 approved as part of the 0 2008 2009 2010 2011 2012 2013 2007 bond program are Est. Proj. coming to a close.

City of Allen 281 FY 2013 Budget Finance

Department Introduction

The Finance Department provides financial management in accordance with local, state, and federal law, and ensures that city ordinances and policies and procedures are followed. The department provides technical staff support for the City Council, staff, and the public in the following areas:  Accounting Division: cash and investments, debt management, accounts payable, accounts receivable, fixed assets, grants, capital projects accounting and financial reporting;  Budget Division: budgets, financial analysis, quarterly financial reports, and payroll; and  Purchasing Division: securing materials and services, contract monitoring, and disposing of surplus City property in compliance with Texas purchasing statutes.

Financial Management

To ensure long-term financial success of the City, sufficient reserves are required to maintain City operations through unforeseen events. The City policy for the General Fund is to maintain a range of 60 to 90 days of operational expenditures in reserve. Water and Sewer bond covenants require that the Water and Sewer Fund maintain a reserve fund equal to the average annual debt payment of all bonds. This is also a critical element utilized by bond rating agencies in determination of the City’s bond rating. Long-range financial planning and conservative budgeting has allowed the City to maintain required reserves.

GENERAL FUND 2009 2010 2011 2012 Est. Total Expenditures $ 58,757,055 $ 63,787,248 $ 68,655,400 $78,641,300 Ending Fund Balance $ 15,101,307 $ 15,411,161 $ 15,630,485 $16,056,921 Days Operational Expense in Reserve 94.9 91.3 88.2 74.5

G.O. Bond Rating: Moody's Investor Service Aa2 Aa1 Aa1 Aa1 Standard & Poor's AA+ AAA AAA AAA

WATER & SEWER FUND 2009 2010 2011 2012 Est. Available for Debt Service $ 4,852,741 $ 3,267,173 $ 8,086,775 $ 4,193,974 Annual Debt Service Requirement $ 1,659,529 $ 1,684,659 $ 1,702,074 $ 1,693,587 Coverage per Rate Covenant 2.93 1.94 4.75 2.48 W&S Revenue Bond Rating: Moody's Investor Service Aa3 Aa2 Aa2 Aa2 Standard & Poor's AA+ AA+ AA+ AAA

City of Allen 282 FY 2013 Budget

Awards

The Government Finance Officers Association (GFOA) has established criteria for financial reporting, in which generally accepted accounting principles, applicable legal requirements, and presentation guidelines must be satisfied – the end result to produce an easily readable and efficiently organized report. The City’s Annual Budget document is also judged against criteria set by the GFOA, and is evaluated on how well it serves as a policy document, a financial plan, an operations guide, and as a communication device.

In addition, each year the Purchasing Division applies for the Achievement of Excellence in Procurement Award from the National Purchasing Institute, which is awarded for superior performance in the public procurement field. The City plans to continue its participation in these programs in future years.

2009 2010 2011 2012

Certificate of Achievement for Excellence in Financial Reporting    

Distinguished Budget Presentation Award    

Achievement of Excellence in Procurement Award    

Although not an award, but an indication of the value of financial management, for the fourth time in the history of the City the external audit for the period ending September 30, 2011 resulted in no deficiencies or “management comment items”.

City of Allen 283 FY 2013 Budget Municipal Court Department Introduction

The Municipal Court provides administration and clerical support for court proceedings arising from violations of City ordinances and certain state laws. Responsibilities include: collection of fines, fees and state costs; filing citations/complaints; court scheduling, issuing, tracking and clearing warrants; maintaining the juror data base; updating and maintaining court records and reporting collections, convictions and statistical data to appropriate State agencies. Cases involving minors are handled by the Juvenile Case Manager, who works with the community and surrounding cities to find new places where juveniles and minors may complete their court appointed alcohol awareness class, drug awareness class, anger management class, family counseling, and community service hours. In January 2009, the City voluntarily began participating in the state collection program.

Court Statistics

Traffic offenses constitute approximately 95% of the total tickets issued. The Municipal Court also receives tickets for animal and code enforcement violations. The following chart outlines the staffing levels (FTE), population, tickets issued, warrants issued and revenue and expenditures per fiscal year (FY).

Tickets Warrants % Warrants FY FTE Population Issued Issued To Tickets Revenue Exp.

2011-2012 11 87,593 14,282 1,626 11.4% $1,989,759 $774,987 2010-2011 11 85,647 18,191 4,826 26.5% $1,725,195 $611,363 2009-2010 11 85,315 17,612 4,908 27.9% $1,691,770 $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

In March 2010, Municipal Court participated in the third annual state-wide warrant round up working with the Allen Police Department and several other cities and law enforcement agencies in an effort to clear outstanding warrants. Results from Allen’s participation are as follows:

TOTAL FY10 FY11 FY12 2/19/10 to 2/27/10 to 2/19/11 to 2/19/11 to 2/13/12 to 2/25/12 3/15/10 2/28/10 3/15/11 2/20/11 3/4/12 Warrants Served 649 217 580 83 590 100 Warrant Value $180,412 $57,489 $159,504 $22,456 $166,214 $27,776 Fine Collected $80,539 $27,463 $67,552 $15,659 $76,013 $17,367 Bonds Posted $3,712 $1,780 $24,109 $1,605 $31,510 $463 Value-Time Served $39,925 $11,526 $24,977 $2,288 $20,667 $902 Value-Dismissed $8,022 $602 $4,4839 $698 $3,559 $0 Extension to Pay $12,506 $5,304 $12,917 $15,406 $14,229 $5,994

City of Allen 284 FY 2013 Budget Fire Department Department Introduction

The Fire Department’s task is to prevent and mitigate property loss in Allen from fires and the effects of natural and man-made disasters. Additionally, the department provides emergency medical services. A heavy emphasis is placed on the prevention of these occurrences through public education, fire suppression system installation and code enforcement. Firefighter and paramedic training and equipment are equally critical to insure a safe and effective response.

Calls for Service Total Calls One measure of the Fire 3,500 Department is the total number of 3,000 calls it receives. The number of 2,500 Emergency Medical Service (EMS) 2,000 incidents as well as fire calls is 1,500 increasing. Fire calls include all 1,000 non-medical calls such as fires, 500 - gas leaks, chemical spills and 2012 2008 2009 2010 2011 public assistance. Total incidents Est. in both categories are projected to Fire Calls 1,473 1,405 1,274 1,466 1,550 increase as the community grows EMS Calls 2,809 2,740 2,973 3,155 3,300 and both buildings and the population age.

Response Time Average Response Times Response time measures the average

time required for emergency personnel to 6:00 be dispatched and then travel to the scene. A quick response is vital to 4:00 prevent further damage to property or to begin medical treatment of a patient. Response time can be influenced by 2:00 factors including traffic congestion, road Minutes/Seconds 0:00 construction, and fire station placement. FY FY FY FY FY 2012 The department’s goal is an average 2008 2009 2010 2011 Est. response time of 5 minutes or less. Fire 4:41 5:08 5:04 4:52 4:40 EMS 4:48 5:00 4:54 4:38 4:41

City of Allen 285 FY 2013 Budget

Injuries

This measure shows severe injuries to Injuries From Fires both firefighters and the general public 10 resulting from fires. Injuries cannot be 8 completely eliminated, but an 6 emphasis on public education and 4 firefighter training will help keep these 2 to a minimum. There have been no 0 2012 2008 2009 2010 2011 deaths resulting from fires in the Est. current reporting period. General Public 1 0 0 0 0

Firefighter 0 0 0 8 2

Property Loss

Property loss is a financial Property Loss measure of the damage caused $2,000,000 by fires in Allen. Property damage can be reduced to an extent by $1,500,000 quick response times and well $1,000,000 trained firefighters. Fire loss can $500,000 vary widely from year to year. A $- single fire in an office or residence FY FY FY FY FY 2011 can easily create property loss in 2008 2009 2010 * 2011 excess of $100,000. Est. * Total $$ 339,450 488,435 1,565,70 543,615 500,000 O * One Apartment Fire exceeded $1,000,000 in FY 2010

City of Allen 286 FY 2013 Budget

Inspections

The fire marshal inspects new buildings as part of the process to Inspections & Plan Review certify them for occupancy. The department reviews building plans 3,000 before construction to ensure that 2,500 the building will be constructed with the proper fire safety 2,000 systems such as sprinkler 1,500 systems, alarm systems, exits, and fire mains. In addition, all 1,000 existing businesses are inspected 500 for fire hazards. Due to a change 0 in state law, only certified fire 2012 2008 2009 2010 2011 inspectors can now perform Est. inspections. Shift firefighters can Fire Inspections 2,607 2,382 2,022 2,987 1,490 no longer be utilized. This Plan Review 423 480 409 375 480 change caused the AFD to reduce the frequency of inspections to most businesses.

Educational Efforts Public Education Programs The Fire Department offers 1000 35,000 numerous public education 900 programs designed to 30,000 800 increase fire safety

25,000 knowledge. Currently, “Risk 700 Watch” classes make up the 600 20,000 greatest share of programs 500 offered. Added in February 400 15,000 2003, the Public Education # of Programs Coordinator position is 300 10,000 responsible for developing a 200 Program Participants 5,000 comprehensive public 100 education program. Programs 0 0 added since then include the 2008 2009 2010 2011 2012 Citizen Fire Academy and Est “Risk Watch”. Programs Participants

City of Allen 287 FY 2013 Budget Human Resources

Department Introduction

The Human Resources Department works in partnership with City departments in providing expert Human Resources advice in collaboratively shaping strategies to achieve organizational goals. This task is accomplished by the department administering benefits, the workers’ compensation program and risk management functions, recruiting and retaining employees, handling employee relations as well as assisting with policy development.

Recruitment Employement Applications Processed The Human Resources Department continues to utilize the NEOGOV applicant 16,000 12,000 tracking system for the employment 12,735 11,445 process. We continue to receive and 8,000 9,808 9,685 evaluate thousands of applications each 4,000 fiscal year in response to our advertised 0 employment opportunities. FY2009 FY2010 FY2011 FY2012 Est.

Applicant Source

2% NEOGOV continues to enable us to reach a Data Not 10%Availabl e large applicant population while at the same Internet time assisting us in determining the best 9% Friend/Relative advertising avenues so that we can more Newspaper effectively focus our recruiting efforts while 79% Other minimizing ineffective and unnecesseary advertising expenses.

Employees Hired

In FY2012, the Human Resources Department 300 assisted both the Police and Fire Departments in the 250 257 recruitment and on-boarding process of additional 200 employees. Fire Station #5 opened its doors and as a 218 150 result added six full time employees to the Fire 161 148 Department. The Police Department also added six 100 additional police officers as a result of reallocating 50 personnel to the School Resource Officer (SRO) 0 Program. FY2009 FY2010 FY2011 FYTD2012

City of Allen 288 FY 2013 Budget

Employee Turnover

The City of Allen experienced 8.3% turnover in FY 2011. Turnover rates Employee Turnover are calculated for full-time 20.0% employees only due to the volatility 15.0% of the part-time Parks & Recreation 10.0% positio ns. These employees are 9.0% 10.0% primarily students that come and go 5.0% 8.6% 8.3% as school schedules dictate, and are 0.0% not traditional part-time employees. FY2009 FY2010 FY2011 FY2012 Est. Our projected turnover for FY 2012 is 10.0%, which is a 1.7% increase over last year.

Training

The City of Allen is collaborating with Collin County College, for the third time to provide leadership development to managerial/supervisory staff. Some of the outcomes and deliverables of this training include:  Getting Started as a New Leader  Coaching for Success  Coaching for Improvement  Resolving Conflict The Human Resources Department also rolled out training initiatives that directly related to the city’s PRIDE program, including Harassment Prevention training, Customer Service training as well as a Leadership Academy, which assists first time supervisors and crew leaders with their new supervisory responsibilties. In the coming year, the department will also introduce training on Microsoft Word, Excel, PowerPoint, and Access.

Casualty Program Costs

The total program cost (premiums, paid and reserved losses) shown in the graphs below depict the cost associated with the Property and Casualty program for the City of Allen. Lines of coverage shown include Workers Compensation claims, General Liability claims and Automobile claims.

City of Allen 289 FY 2013 Budget Paid and reserved workers compensation claims have shown a desirable decrease since 2009 as depicted in the chart below:

Workers Compensation Program Costs

$400,000

$377,455 $300,000 $299,285 $200,000 $255,878 $252,486 $100,000

$0 2009 2010 2011 2012

The chart below depicts the General Liability Claims for the past four years.

General Liability Program Cost

$200,000

$160,000 $175,551

$120,000

$80,000

$61,585 $57,628 $40,000 $53,140

$0 2009 2010 2011 2012

City of Allen 290 FY 2013 Budget Total incurred Automobile Liability and Automobile Physical Damage claims since 2008 are shown below:

Automobile Liability and Physical Damage Claim Costs $60,000

$50,000 $54,398

$40,000

$30,000 $34,905 $27,265 $20,000

$10,000 $11,324

$0 2009 2010 2011 2012

Harrassment and Discrimination Claims

The City has had a total of six Title VII related claims since 1997, which is a very low rate. Title VII refers to a specific section of the Federal Civil Rights Act of 1964 that addresses discrimination in the workplace. Title VII claims therefore are not related to injuries, but instead are from issues such as sexual harassment or discrimination based on race, ethnicity, sex, and other protected classes. A lack of claims indicates a positive organizational culture combined with controls to prevent and resolve issues before they turn into formal grievances.

City of Allen 291 FY 2013 Budget Library

Department Introduction

“A welcoming place to inspire the mind,” the Library stiimulates imagination and encourages a lifelong love for learning by providing printed, audio, video, and electronic materials within a fun and friendly environment of responsive customer service. The Library offers a diverse calendar of cultural, historical, literary, and educational programs to enrich the lives of Allen’s residents and enhance the quality of community life.

Visitation, Circulation, and Circulation Per Capita

Annual Visits, or total number of library Visitation and Circculation patrons, is counted daily 1,200,000 by automated counters. The number of visitors is estimated to increase 8% 1,000,000 1,005,258 from FY 2011 to FY 2012 871 913

800,000 ,

and increase another 6% 794,671 871 783,514 in FY 2013, a 12.3% 726,014 increase from FY 2009 to 600,000 FY 2013.

400,000

Annual Checkouts, the 354,774 334,692 2 493 323 323 316 total number of library 309,900 ,

200,000 , 493 items checked out, has 029 increased every year for at least 17 years (1996 is 0 the earliest year for 2009 2010 20111 2012 Est. 2013 Proj. which statistics are Annual Visits Annual Checkouts available from the Texas State Library and Archives Commission).

Circulation is estimated to increase 15% in FY 2012 compareed to FY 2011 and surpass 900,000 items for the first time. FY 2013, with a projected 10% increase over FY 2012, could be the Library’s first year with a million item circulation, representing a 38.5% increase from FY 2009 to FY 2013. Items circulated per visit are projected to be 2.8 compared to 2.3 in FY 2009.

Circulation Per Capita, the total number of checkouts divided by total population, has increased each year since FY 2007 and is anticipated to contiinue growing. Library staff

City of Allen 292 FY 2013 Budget encourages library usage through: welcoming and knowledgeable customer service focusing on the Library as a community gathering place; a patron-oriented collection development process designed to anticipate and respond to community needs; and the ongoing development and implementation of internal and external marketing practices.

The Library’s circulation per capita is projected to be higher than 10 in FY 20122 and over 11 in FY 2013. Texas public library standards consider 7.5 or higher to be excellent.

2009 2010 20011 2012 Est. 2013 Proj. Circulation Per Capita 8.70 9.18 9.24 10.38 11.09

Collection Per Capita and Turnover Rate

Volumes Per Capita, the number of items in the Volumes Per Capita Library divided by the City’s population, 1.60 measures of the quantity 1.55 1.58 and diversity of library 1.57 materials available to Allen 1.50 citizens. The City 1.50 1.45 Council’s goal is 2 volumes 1.46 per capita. 1.40 1.442

Through collection 1.35 development activities, the 1.30 Library staff continues to 2009 201020111 2012 Est. 2013 Proj. revitalize the collection, increase relevance, currency, accessibility, and popularity.

Electronic books, or e-books, were added in Novemmber 2011 and have averaged 1800 checkouts per month in the first year. The collection can be augmented if e-book availability for public libraries expands. Currently, the majority of the major publishers do not license their e-books to libraries, assess licensing costs higher than consumer purchase prices, or impose library usage restrictions.

Volumes per capita is not expected to grow appreciably until economic factors permit increased collection expenditures. Meanwhile, the number of filled patron holds (the number of completed patron requests for items checked out to another patron) continues to increase. Holds are projected to increaase 28% in FY 2012 compared to FY 2011 due to increasing Library usage and a flat collection budget for the past three years.

City of Allen 293 FY 2013 Budget Collection Turnover Rate measures the average number of checkouts per year for each item in the Library’s collection. The Library’s collection turnover rate has been greater than 5 since FY 2009. According to state accreditation standards, a rate of 2.5 or higher is considered excellent.

2009 2010 2011 2012 Est. 2013 Proj. Collection Turnover Rate 5.54 5.85 6.49 7.10 7.39

Programs and Program Attendance

Library Programs include preschool storytimes, puppet shows, outreach programs to bilingual, Pre-K, and Head Start Allen ISD classes, programms for elementary children, pre-teens, and teens, classic movies, and book clubs as well as general interest cultural, historical, literary, and educational programs. Every summer, the Library conducts an annual summer reading program for children, # of Programs Attendance teens, and adults, 900 50,000 including significant 48,584 participation by teen 800 volunteers. 820 40,000

In FY 2013, the 700 Library plans to offer over 750 programs for 670 30,000 600 the fourth consecutive year. The Library is 26,628 projected to present 500 20,000 over 3800 total 2009 2010 2011 2012 Est. 2013 Proj. programs for the FY 2009-FY 2013 time period

Program Attendance has steadily increased since FY 2008 with an 82.3% increase from FY 2009 to FY 2013’s projected total. The Library’s higher profile programs attract visitors from neighboring cities and counties.

City of Allen 294 FY 2013 Budget

Reference Questions

Reference Questions measures the combined number of questions asked by Library patrons at the information desk, children’s desk, and second floor reference desk. Inquiries include requests for information about books and authors, reading lists and recommen-dations, Library materials and programs, consumer buying decisions, job hunting and resume creation, community referrals, and details of City and community activities and accomplishments.

The number peaked in FY 2009 and FY 2010 Reference Queestions as the staff handled a 80,000

growing number of 80,234 patron requests to 78,948 transfer items to and 75,456 from the Plano Public 70,000

Library. FY 2011 71,185 usage decreased following Plano’s 67,156 decision to separate its 60,000 library system from the Allen Public Library. Reference questions increased in FY 2012 with higher usage 50,000 2009 2010 2011 2012 Est. 2013 Proj. expected in FY 2013 as more citizens utilize Library services and materials.

Support Services Operations

The Library ensures that the collection remains current, relevant, and in good physical condition. Worn or outdated materials are replaced and new and replacement materials made available as quickly as possible. New materials (books, audio books, DVD’s, etc.) must be entered into the library’s Polaris database by Support Services staff, cataloged, processed for check out, and shelved. Streamllined workflow proceedures led to a reduction in processing time in FY 2008 from a 7 day to 6 day average.

With the Library’s new Polaris system, the staff daily identifies and prioritizes newly arrived items already requested by patrons. Although the overall timeframe has not changed since FY 2008, items with holds are reaadied for checkout more quickly than other materials.

City of Allen 295 FY 2013 Budget Parks and Recreation

Department Introduction

The City’s parks, greenbelts, recreation, and tourism facilities are planned and maintained under the supervision of the Parks and Recreation Department. All expenses and revenue related to park maintenance, recreation, and the event center are located in the General Fund. Revenue and expenses for Chase Oaks Golf Course and the Convention & Visitors Bureau are located in separate Funds.

General Fund Cost Per Capita Cost per Capita General Fund cost per capita $350 includes all park and recreation $298.92 related operations, including park $300 $248.59 $233.35 planning, administration, and $250 administration and operation of the $200 $174.25 $150 Allen Event Center. In 2010 $97.16 governmental accounting standards $100 changed. In order to meet the new $50 standards all expenses in the 2009 2010 2011 2012 Est. 2013 Proj. 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. Additionally, the City assumed operational control of the Allen Event Center in June, 2010. In 2011 the Allen Event Center officially became part of the Parks and Recreation Department Budget. It needs to be noted that this had a dramatic positive effect on revenue as well. The change in ticket services at the event center in FY11 from GetTix to Ticketmaster changed the way that ticket revenue was distributed. Previously, ticket revenue went directly from GetTix to the appropriate entity; however, now Ticketmaster sends all ticket revenue directly to the City which must then in turn expense the payment to the team/promoter. Again the associated revenue for this expense is not shown in this graph.

Park Acres Developed Acres per 1000 Population The ratio of park acres to population has historically been a benchmark of 5 the adequacy of the park system for 4 3.15 3.12 3.15 3.09 2.99 a city’s residents. However, 3 numbers from the ratio are not 1.74 1.85 1.95 Acres 2 1.7 1.73 always comparable between cities because of variations in how open 1 space and greenbelts within each 0 community are treated in the ratio. 2009 2010 2011 2012 Est. 2013 Proj.

Using developed acres as an Neighborhood Parks Community Parks alternative provides a useful

City of Allen 296 FY 2013 Budget benchmark for comparisons between city park systems. The decline in both the community park and neighborhood park numbers are indicative of our population growth exceeding park development; however, as population growth has slowed in the last few years park development is starting to catch up allowing for slight recoveries in the ratios. Developments anticipated to come online in FY13 includes the Orchards neighborhood park and the second phase of Morgan Crossing Park.

Cost Per Maintained Acre Cost per Acre Maintenance of parks and recreation facilities has a large effect on the $6,000 $5,650 $5,098 $5,117 aesthetic value of a city. The past $5,017 $4,887 few years, the department has been $5,000 working to continue to meet the standards described in the City’s $4,000 Parks and Facilities Maintenance $3,000 Standards guide. For several years,

cost efficiency initiatives allowed the $2,000 department to maintain Allen’s 2009 2010 2011 2012 Est. 2013 Proj. award-winning park system at high standards during difficult economic times. Starting in FY11, the cost per acre rate has been rising. Causes for this include deferred maintenance, inflation, aging park and facilities infrastructure, along with rapidly aging fleet vehicles and equipment. The large increase for FY13 is due to increased costs on maintenance contracts and several building maintenance projects.

Membership Sales Membership Sales

Along with classes, 12,000 facility membership sales are important to 10,000 the financial success 8,000 of the facilities. Each 6,000 facility sells a variety of memberships. 4,000 Memberships 2,000 # of Memberships purchased at Don 0 2013 Rodenbaugh 2009 2010 2011 2012 Est. Natatorium (DRN) are Proj. Allen Senior Recreation Center 1440 1546 1434 1550 1572 valid at Joe Farmer Don Rodenbaugh Natatorium 4050 3791 4041 3875 3990 Recreation Center, Joe Farmer Recreation Center 4249 4070 3874 3905 3945 Allen Senior The Edge Visitor Center 171 112 92 61 85 Recreation, and the Visitor Center. Memberships purchased at the Joe Farmer Recreation Center (JFRC), the Allen Senior Recreation Center (ASRC) and The Visitor Center are specific to those facilities. The Joe Farmer membership number also includes the special membership charged for the Saturday Night Rec N Roll youth program. The Allen Community Ice Rink (ACIR) does not offer

City of Allen 297 FY 2013 Budget memberships, instead has admission sales which support revenue goals. ACIR had annual visits in excess of 136,000 in FY11.

JRFC, DRN, and the ASRC participate in the Silver Sneakers program. This program is a collaboration with healthcare providers to provide programs to seniors ages 65 + and persons with disabilities the opportunity to utilize facilities as a benefit of their health insurance. The city is reimbursed by the healthcare provider for visits.

In 2009 the Youth Center transitioned into the Visitor Center. This continues to impact membership sales in a downward way because membership is no longer necessary to utilize the lobby space of the facility. However, membership is still required for the use of the computer room and media room – both of which are still dedicated to youth use.

FY 2012 estimates show a slight decline from FY 2011. In December 2011, a fee increase was approved by Resolution of which some membership packages noticed a moderate fee increase. Maintenance impacts and air quality issues on the aquatic side of DRN has likely attributed to a drop in membership at DRN. With these matters resolved, projections for at DRN are expected to trend upward slightly; thus, helping the overall membership projections for FY 2013.

Customer Satisfaction

The REAL philosophy is the department’s guiding customer service program now in its third year of execution. All Recreation division staff are introduced and trained on the tailor made customer service model within the first months of employment, while existing employees undergo regular training. The Recreation Division uses a variety of surveys, comment cards, trailer (follow up) phone calls and various other means to measure satisfaction. 95% is the benchmark goal.

Customer Satisfaction Rating Actuals

100%

95%

90%

85%

80% Allen Allen Senior Don Joe Farmer The Edge Goal Community Recreation Athletics Rodenbaugh Recreation Total Visitor Center Ice Rink Center Natatorium Center Goal 95% 2007 96% 95% 92% 89% 95% 93.4% 2008 94% 85% 95% 91% 90% 91.0% 2009 95% 96% 95% 90% 94% 94.0% 2010 92% 96% 93% 92% 90% 92.6% 2011 97% 96% 96% 91% 92% 95% 94.5%

City of Allen 298 FY 2013 Budget

Program Registration Program Registration 30,000 Program registration is an 25,000 indicator on a 20,000 unique individual 15,000 or team registering for a 10,000 program, activity, 5,000 or league. The 0 2013 2008 2009 2010 2011 2012 Est. numbers for Proj. program The Edge Visitor Center 352 464 787 672 674 680 registration also Joe Farmer Recreation Center 7,640 6,394 6,875 6,359 6,700 6,834 include facility Don Rodenbaugh Natatorium 5,645 5,983 5,719 6,251 6,579 6,710 rentals for private Athletics 540 580 578 558 575 575 parties. Allen Senior Recreation Center 6488 6,111 6,155 7,583 7734 7,860 Programs at the Allen Community Ice Rink 2932 3800 3,800 Allen Community Ice Rink have been popular choices as well as swim classes at DRN and youth summer camp at JFRC. Some traditional classes and programs continue to experience lower enrollment, a reminder that the economy still has impacts on discretionary spending choices. The Visitor Center noticed a decline from FY 2010 to FY 2011 actual due to its largest program being canceled due to the computer class vendor leaving with little notice.

Class Success Rates

The success rates of classes is an indicator of how many programs and leagues are offered vs. the number that were successfully held and not cancelled due to low enrollment or for other reasons. This is a significant indicator as it relates to decisions being made about which programs to maintain. The 75% goal is aligned to the industry standard.

Class Success Rate Actuals

100% 90% 80% 70% 60% 50% 40% 30% 20% Allen Allen Senior Don Joe Farmer The Edge Goal Community Recreation Athletics Rodenbaugh Recreation Total Visitor Center Ice Rink Center Natatorium Center Goal 75% 2007 96% 95% 92% 89% 95% 93.4% 2008 94% 85% 95% 91% 90% 91.0% 2009 95% 96% 95% 90% 94% 94.0% 2010 93% 70% 87% 66% 60% 75.2% 2011 99% 94% 68% 88% 69% 60% 79.7%

City of Allen 299 FY 2013 Budget

Allen Event Center Attendance & Event Days

The Allen Event Center opened in November 2009 with the City Attendance & Event Days assuming operational control in 290,000 145 June, 2010. The event center officially became a division of 135 240,000 139

the Parks and Recreation 125 Event Days

Department at the start of 265,000 115

FY11. It is worth noting that 190,000 120 even though the number of 229,053 105 112 event days for 2012 is lower Attendance 140,000 192,160 95 than 2011, it is estimated that 100 the attendance for 2012 is 85 152,634 going to increase by roughly 90,000 75 37,000. This shows that the 2010 2011 2012 Est. 2013 Proj. quality of the events is more important than the quantity of Attendance Event Days the events. Having said this, it is also important to note that a shift is being made in the strategy being implemented by staff when booking concerts. Previously, the center’s goal was to book one concert per month. Unfortunately funding levels did not (and do not) allow staff to be able to book major/current talent at the rate of 12 concerts per year. The acts that were able to be booked were not able to generate sufficient ticket sales to meet goals. Staff will now focus on booking only one concert per quarter and concentrating expenditures from 12 concerts to 4 thereby allowing the booking of bigger acts which should generate more ticket sales.

City of Allen 300 FY 2013 Budget 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. The course was closed for renovation in FY12.

Rounds Produced and Cost per Maintained Acre

Chase Oaks closed for Rounds & Cost Per Acre construction on October 1, 2011. 4000 44,000 The initial plan was to maintain 3750 driving range operations in FY12, 42,000

but a change in plans resulted in 40,000 43,527 3500 the driving range closing on April Cost/Acre st 38,000 $3,699.00 1 to begin range renovations. $3,688.00 3250 39,897 39,759 The sole source of income starting 36,000 $3,589.00 Rounds in April, 2012 is from Pavilion 37,857 3000

34,000 $3,328.00 rentals. Expenses related to the 2750 project are included in the 32,000 $3,012.00 construction budget with the 30,000 2500 exception of personnel and 2008 2009 2010 2,011 2012 standard expenses such as Est. electricity, potable water, and Rounds Produced Cost Per Acre minimal operational supplies.

Revenue per Golfer Revenue /Sales

Revenue per golfer is calculated $40 by total sales from green fees, $35 cart fees, range balls, $30 merchandise sales and food and beverage purchase. With the $25 course being closed for $20 renovation in FY 2012, the $15 revenue per golfer category is not $10 applicable. 2008 2009 2010 2011 2012 Est. Merchandise $2.05 $1.80 $2.02 $1.61 $- Driving Range $3.42 $3.45 $3.33 $3.32 $- Food & Bevg. $4.95 $4.40 $4.62 $4.22 $- Green Fees $26.85 $27.10 $27.17 $25.80 $-

City of Allen 301 FY 2013 Budget

Police Department

Department Introduction

The Police Department’s mission is to enforce local, state and federal laws and to provide for the safety of people and protection of property in the community. The department is comprised of the Office of the Chief of Police and three divisions: Patrol Services, Criminal Investigations and Support Services. The Police Department maintains several specialized units in the divisions including, but not necessarily limited to Community Relations, School Resource Officers, SWAT, K-9, Traffic, 9-1-1 Communications and Internal Affairs. The department is also responsible for animal control services and operation of the animal shelter.

Crime Rates Each year, cities and police departments throughout the country calculate, examine and make necessary changes in reporting the previous year’s crime rate statistics. Generally, crime trends in America are based upon two factors:

. Crime Volume – the aggregate sum of the Crime Index; and

. Crime Rates – the rate at which crimes are expressed as a number per 1,000 residents. This figure compensates for the changes in population.

All projections for 2012 are based on prior call history, projections made by the department and other factors.

PART I CRIMES (Major Crimes) In the 2011 calendar year, the Allen Police Department experienced a decrease in Part I crimes. Part I crimes are those serious offenses which include Murder, Rape, Aggravated Assault, Robbery, Arson, Burglary, Larceny-Theft and Motor Vehicle Theft. Part 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. Major Crimes 2,500

2,000

2,353 2235 2178

1,500 2146 2075 2062 1,000 1,941 500 0 2005 2006 2008 2009 2010 2011 2012 Projected

The City of Allen experienced an overall decrease of approximately 4% in the Uniform Crime Index-defined Part I crimes as compared to 2010. The decrease is based upon raw number comparisons. Many of the Part I offenses are considered “crimes of passion” or heat of the moment type incidents, and there are truly no predictability factors available to help reduce or prevent their occurrence. The department also

City of Allen 302 FY 2013 Budget calcualates crime rates that factor in the increase in population growth. When population growth (crimes per 1,000 residents) is factored in, the decrease in Part I crimes is 5.8%. In 2010, there were 26.16 Part I crimes reported per 1,000 residents. In 2011, that number decreased to 24.65 per 1,000 residents.

Based on UCR Part I crime (major crimes) statistics from January 1 through June 30, 2012 Part I incidents are expected to decrease.

PART II CRIMES (Minor Crimes) The Department experienced virtually no change in the number of Part II crimes reported in 2011 over 2010. When population growth is factored in, as described in the Part I crimes section, there was a 1.3% decrease in 2011 Part II crimes per 1,000 residents when compared to 2010. Many of these offenses can be attributed to stolen property-type offenses occurring within the many residential subdivisions now being developed throughout our community. The department continues to see high numbers of reported thefts and other associated property crimes. In 2011, there were 27.13 Part II crimes reported per 1,000 residents as compared to 27.49 in 2010. Part II crimes are projected to remain unchanged in 2011. Minor Crimes 2,460 2,440 2,420 2,400 2,434 2,380 2,434

2,360 2,340 2375 2,365 2,360 2,320 2361 2,300 2349 2006 2007 2008 2009 2010 2011 2012 Projected

Traffic As the City and surrounding areas continue to grow, the police department will continue to experience growth in the traffic volume. In 2011, the number of minor (non-injury) accidents increased 2.1% (1,968), and the number of major (injury) accidents decreased 0.6% (181) over 2010. Additionally, the number of fatality accidents in 2011 remained constant. In both 2010 and 2011 there were two persons killed as the result of motor vehicle accidents. It should be noted that the department did not renew a year-round traffic enforcement grant in FY 2013 due to budgetary constraints. The department will continue in its efforts to reduce or maintain accident rates throughout the community.

Year 2008 2009 2010 2011 % Change Minor (Non-Injury) 1,769 1,881 1,928 1,968 2.1% Major (Injury) 172 192 182 181 -.6% Fatality 1 0 2 2 0% Citations 20,340 18,551 16,876 18,688 10.7%

City of Allen 303 FY 2013 Budget

Calls for Service In 2011, the department experienced a 7.2% increase in total calls for service as follows: Year 2008 2009 2010 2011 % Change Dispatched Calls for Service 72,940 73,394 71,475 72,414 1.3% Directed Patrols 89,002 103,075 106,576 116,003 8.8% Park and Walks 14,571 14,889 14,739 18,226 23.7% Animal Control Calls* (5,412) (4,935) (4,062) (4,742) 16.7% Total Calls for Service 176,513 191,358 192,790 206,643 7.2% *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 9,000 hours of time were donated to the department by these volunteers. This translated into a savings of thousands of dollars and supports our Community Oriented Policing philosophies.

As a part of the Calls for Animal Control Support Services Division, the Animal 6,000 Control Unit is responsible for the 5,000 safety of citizens 4,000 regarding domestic animals, wildlife 3,000 and livestock. This includes rabies Service for Calls 2,000 prevention, animal 1,000 bite investigation 0 and public 2012 2006 2007 2008 2009 2010 2011 education on Proj. responsible pet Calls For Service 4,335 3,944 5,412 4,935 4,062 4,742 4,850 ownership. In addition, this unit administers animal adoptions and provides housing and care for stray and unwanted animals. In 2011, the Animal Control Unit responded to 4,742 calls for service. This is an increase from 2010. In 2010, the Unit also implemented micro-chipping all adopted animals to its normal operating procedure. Micro-chipping services will continue to be available to residents for their cats and dogs in 2012. It is anticipated that the Animal Control Unit will continue to see a slight increased call volume as the city continues to grow.

City of Allen 304 FY 2013 Budget

Glossary

City of Allen 305 FY 2013 Budget Glossary Accrual Method of accounting that recognizes the financial effect of transactions, events, and interfund activities when they occur, regardless of the timing of related cash flows.

Activity A specified and distinguishable line of work performed by a division.

ADA Americans with Disabilities Act

Ad Valorem A tax computed from the assessed valuation of land and improvements.

AISD Allen Independent School District

Appropriation An authorization made by the legislative body of a government which permits officials to incur obligations against and to make expenditures of governmental resources. Specific appropriations are usually made at the fund level and are granted for a one year period.

Appropriation The official enactment by the legislative body establishing the legal authority for Ordinance officials to obligate and expend resources.

Arbitrage The ability to obtain tax-exempt bond proceeds and invest the funds in higher yielding taxable securities resulting in a profit. Arbitrage restriction requirements describe the circumstances in which investment in materially higher yielding securities is allowed without compromising the tax-exempt status of the bond issue. The rebate requirements identify what must be done with profits earned from those securities under the arbitrage restriction requirement.

Assessed Valuation A value that is established for real or personal property for use as a basis for levying property taxes. (Note: Property values are established by the Central Appraisal District.)

Assets Resources owned or held by the City which have monetary value.

Balanced Budget A budget adopted by the legislative body and authority by ordinance where the proposed expenditures are equal to or less than the proposed resources.

Bonds A written promise to pay a sum of money on a specific date at a specified interest rate. The interest payments and the repayment of the principal are detailed in a bond ordinance. The most common types of bonds are general obligation and revenue bonds.

Budget A plan of financial operation embodying an estimate of proposed means of financing it. The “operating budget” is the financial plan adopted for a single fiscal year. The “proposed budget” designates the financial plan initially developed by departments and presented by the City Manager to the Council for approval. The “adopted budget” is the plan as modified and finally approved by that body. The approved budget is authorized by ordinance and thus specifies the legal spending limits for the fiscal year.

Budget Adjustment A legal procedure utilized by the City Staff and City Council to revise a budget appropriation.

Budget Document The compilation of the spending plans for the various funds, along with supporting schedules, tables and charts which, in total, comprises the annual revenue and expenditure plan.

Budget Control The control or management of the organization in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and revenues.

CAFR Comprehensive Annual Financial Report

Capital Outlay An expenditure which results in the acquisition of or addition to fixed assets, and meets these criteria: has an anticipated useful life of more than one year; can be permanently identified as an individual unit of property; belongs to one of the following categories: Land, Buildings, Structures & Improvements, Equipment; constitutes a tangible, permanent addition to the value of the City assets; cost generally exceeds at least $5,000; does not constitute repair or maintenance; and, is not readily susceptible to loss.

City of Allen 306 FY 2013 Budget Glossary Capital Reserve Funds that have been appropriated from operating revenues which are to be set aside for designated types of maintenance to the existing infrastructure.

CATV Cable Access Television

CDBG Community Development Block Grant

CIP Capital Improvement Program

Contingency Fund A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted.

Cost Center A section of the total organization having a specialized function or activity, and segregated cost and revenue data.

COG Council of Governments

Covenant A binding agreement; contract.

Crime Index The Crime Index is composed of selected offenses used to gauge fluctuations in the overall volume and rate of crime reported to law enforcement. The offenses included are the violent crimes of murder and nonnegligent manslaughter, forcible rape, robbery, and aggravated assault, and the property crimes of burglary, larceny-theft, motor vehicle theft, and arson.

Current Taxes Taxes that are levied and due within one year.

CVB Convention and Visitors Bureau

DARE Drug Abuse Resistance Education

DART Dallas Area Rapid Transit

Delinquent Taxes Taxes that remain unpaid on and after the date on which a penalty for non-payment is attached.

Debt Service Fund A fund used to account for the monies set aside for the payment of interest and principal to holders of the City’s general obligation and revenue bonds, the sale of which finances long-term capital improvements, such as facilities, streets and drainage, parks and water/wastewater systems.

Depreciation (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. (2) That portion of the cost of a capital asset which is charged as an expense during a particular period.

EMS Emergency Medical Service

EMT Emergency Medical Technician

EOC Emergency Operations Center

Encumbrances Obligations in the form of purchase order, contracts or salary commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved. When paid, the encumbrance is liquidated.

Enterprise Fund A fund established to account for operations that are financed and operated in a manner similar to private business enterprises-- where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges.

EPA Environmental Protection Agency

City of Allen 307 FY 2013 Budget Glossary Expenditures The cost of goods received or services rendered whether cash payments have been made or encumbered.

Fiscal Year A twelve-month period designated as the operating year for accounting and budgeting purposes in an organization. The City of Allen has specified October 1 to September 30 as its fiscal year.

FLSA Fair Labor Standards Act

Fund An accounting device established to control receipt and disburse income from sources set aside to support specific activities or attain certain objectives. Each fund is treated as a distinct fiscal entity with a self-balancing set of accounts.

Fund Balance The excess of a fund’s current assets over its current liabilities; sometimes called working capital in enterprise funds. A negative fund balance is often referred to as a deficit.

Funding Provides budgetary resources to cover the total cost of a program or project at the time it is undertaken.

GAAP Generally Accepted Accounting Principles

GASB Governmental Accounting Standards Board

General Fund The fund used to account for all financial resources except those required to be accounted for in another fund. The General Fund is tax supported.

General Obligation Debt Monies owed on interest and principal to holders of the City’s general obligation bonds. The debt is supported by revenue provided from real property which is assessed through the taxation power of the local governmental unit.

Generally Accepted Detailed accounting standards and practices for state and local governments as Accounting Principles (GAAP) prescribed by the Governmental Accounting Standards Board (GASB).

GIS Geographic Information System

Governmental Funds Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital projects funds, and permanent funds.

GO Debt General Obligation Debt

HOA Home Owners’ Association

ICMA International City and County Management Association - professional and educational association for government officials

Infrastructure That portion of a city’s assets located at or below ground level, including the water system, sewer system, and streets.

Internal Service Fund A fund used to account for the financing of goods or services provided by one City department or cost center to other departments, on a cost-reimbursement basis.

JARC Job Access and Reverse Commute Program

LEED Leadership in Energy and Environmental Design

Liabilities Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or refunded at some future date. This term does not include encumbrances.

Modified Accrual The accrual basis of accounting adapted to the governmental fund type

City of Allen 308 FY 2013 Budget Glossary Basis spending measurement focus. Under it, revenues are recognized when they become both “measurable” and “available to finance expenditures of the current period.” Expenditures are recognized when the related fund liability is incurred except for (1) inventories of materials and supplies which may be considered expenditures either when purchased or when used; (2) prepaid insurance and similar items which need not be reported; (3) accumulated unpaid vacation, sick pay, and other employee benefit amounts which need not be recognized in the current period, but for which larger-than- normal accumulations must be disclosed in the notes to the financial statements; (4) interest earnings on special assessment levies; and (5) principal and interest on long- term debt which are generally recognized when due.

Mission Statement General statement of purpose.

NCTCOG North Central Texas Council of Governments

NIMS National Incident Management System

NPDES National Pollutant Discharge Elimination System

NTMWD North Texas Municipal Water District

Note A certificate pledging payment, issued by a government or bank.

Operating Budget Plans of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending, and service delivery activities of the City are controlled. The use of annual operating budgets is required by State Law.

PEG Access Public Education Government access. Refers to a cable channel operated by a local government entity.

Performance Indicators Specific quantitative measures of work performed within an activity or program. They may also measure results obtained through an activity program.

P.R.I.D.E. People First, Respect, Integrity, Deliver, Excel. The P.R.I.D.E. program recognizes and rewards employees who go the extra mile to provide professional, quality customer service, including all full-time and part-time personnel.

Reimbursement Repayment to a specific fund for expenditures incurred or services performed by that fund to or for the benefit of another fund.

Replacement Cost The cost of an asset which can render similar service (but which need not be of the same structural form) as the property to be replaced.

RFP Request for Proposals

RFQ Request for Quotes

Reserve An account used to indicate that a portion of fund resources is restricted for a specific purpose, or is not available for appropriation and subsequent spending.

Reserve Fund A backup fund for payment of matured bonds and interest should the Water & Sewer Debt Service Fund fall short of required amounts.

Revenues All amounts of money received by a government from external sources other than expense refunds, capital contributions, and residual equity transfers.

RMS Records Management System

Rolling Stock Capital items such as motor vehicles, heavy equipment, and other apparatus.

ROW Right-of-way

City of Allen 309 FY 2013 Budget Glossary SAFER Staffing for Adequate Fire and Emergency Response

Service Area Major division within the total organization performing a function, which is composed of departments and is under the oversight of an Assistant City Manager who reports to the City Manager. Service areas include: Administration, Development, and General Government.

SDE Spatial Data Engine

SH State highway

SSI Service Standard Index

STEP State Traffic Enforcement Program

Strategic Plan Document which lists or describes major goals of an organization along with the strategies that will be employed in attaining them.

Tax Rate A percentage applied to all taxable property to raise general revenues. It is derived by dividing the total tax levy by the taxable net property valuation.

Taxes Compulsory charges levied by a government for the purpose of financing services performed for the common benefit.

Tax Increment Financing Tax Increment Financing; a tool to use future gains in property and sales taxes to (TIF) finance eligible public infrastructure such as streets, drainage, parking garages, parks, trails, and other improvements as allowed by law, within a reinvestment zone.

Tax Increment Reinvestment See Tax Increment Financing; a term used interchangeably with TIF. Zone (TIRZ)

TCEQ Texas Commission on Environmental Quality

TMRS Texas Municipal Retirement System

TNRCC Texas Natural Resources Conservation Commission

TxDOT Texas Department of Transportation

TPDES Texas Pollutant Discharge Elimination System

W & S Water & Sewer

City of Allen 310 FY 2013 Budget