Public Information
Dana Conklin
Revised 07/08/2010
2010-11 City Manager's Recommended Budget
Contents
City Manager's Letter Overview Fund Summaries
Combined Budget Summary Combined Budget Resources Chart Combined Budget Expenditures by Function Chart Combined Budget Expenditures by Service Area Chart General Fund Summary General Fund Revenue by Source Non-Departmental Summary General Obligation Debt Service Fund Summary Water & Sewer Fund Summary Water & Sewer Debt Service Fund Summary Sustainability & Environmental Services Fund Summary Municipal Drainage Utility Fund Summary Convention & Tourism Fund Summary Golf Course Fund Summary Recreation Revolving Fund Summary Property & Liability Loss Fund Summary Community Access TV Fund Summary Capital Reserve Fund Summary Equipment Replacement Fund Summary Property Management Fund Summary HUD Fund Summary Criminal Investigation Fund Summary Technology Fund Summary PC Replacement Fund Summary Detail of Intragovernmental Transfers Summary
Personnel
2010-11 Personnel Worksheet - Full Time Positions by Department 2010-11 Personnel Worksheet - Part-Time Positions by Department 2010-11 Position Changes Summary
Strategic Plan
2010-11 City Manager's Recommended Budget
Contents
General Fund
City Secretary Human Resources Management Preparation Program Professional Development Center Volunteer Resources Internal Audit Budget & Research Collin County Cultural Arts Finance Administration Financial Systems Administration Accounting Municipal Court Administration Purchasing Treasury Public Safety Services Business Center Community Outreach Police Plano-Richardson Police Training Center Public Safety Communications School Crossing Guard Program Neighborhood Maintenance Library Administration Library Technical Services Harrington Library Schimelpfenig Library Haggard Library Special Library - MRL & GLHTA Davis Library Parr Library Development Business Center Building Inspections Property Standards Planning Rental Registration & Inspection Engineering Facilities Maintenance Facilities Services Fire Fire - Civilian Emergency Management Public Operations & Business Center Public Information
Records Management Health Animal Services Parks & Recreation Administration Creative Arts Summer Arts Program Marketing and Special Events Downtown/East Advocacy Park Field Services Park Planning Athletics Athletic Fields Maintenance Parks Technical Services Courtyard Theater Park Administration Sports Turf Maintenance Park Support Services Ground Maintenance Services District #1 Public Art Natural Resources Ground Maintenance Services District #2 Recreation Administration Special Programs PAC/NAT/JCP Tennis Center Senior Services Interurban Railway Museum Ground Maintenance Services District #3 Douglass Recreation Center Adult Sports Carpenter Park Recreation Center Oak Point Center Liberty Park Recreation Center Tom Muehlenbeck Recreation Center Oak Point Park & Nature Preserve Public Works Administration Streets Signals Signs & Markings
Property/Liability Loss Fund
Risk Management/Self Insurance
Convention & Tourism Fund
Convention & Visitors Bureau Civic Center Plano Station Historic Preservation Cultural Arts Special Events Pecan Hollow Grille
Water & Sewer Fund
Customer & Utility Services Customer & Utility Services Field Industrial Pre-Treatment Utility Maintenance Administration Utility District #1 Utility District #2 Utility District #3 Pumping Facilities Meter Services Utility Planning Utility Engineering Utility Cut Services Backflow Operations
Sustainability & Environmental Services Fund
Environmental Waste Collections Environmental Services Administration Special Waste Commercial Diversion Environmental Education & Community Outreach Compost Marketing & Operations Sustainability
180 180 181 182 183 184 185 186 187 187 188 189
Municipal Drainage Fund
Municipal Drainage Operations Municipal Drainage Administration Storm Water
Municipal Golf Course Fund
Golf Course Maintenance
Technology Services Fund
Technology Services Public Safety Support Telecommunications Wireless Support
Government Access/CATV Fund
Plano Television Network Website Services
Municipal Warehouse Fund
Inventory
Equipment Maintenance Fund
Fleet Services
Criminal Investigation Fund
Criminal Investigation
Wire-Line Fees
9-1-1 Wire-Line
Council Budgets
City Council City Manager Legal Municipal Court Judge Municipal Court Building Security Fund Teen Court Program Municipal Court Technology Fund Juvenile Case Manager Fund
Funding Requests Debt Service
General Obligation Bonds
2010-11 City Manager's Recommended Budget
Contents
Water & Sewer Revenue Bonds Municipal Drainage Revenue Bonds
261 262 269 269 273 275 277
Ordinances
Adopting the Budget Adopting the Tax Rate Ratifying the Property Tax Revenue
Core Business Matrix
July 28, 2010
Phil Dyer Mayor Lee Dunlap Mayor Pro Tem Pat Miner Deputy Mayor Pro Tem Ben Harris Place 2 André Davidson Place 3 Lissa Smith Place 4 Harry LaRosiliere Place 5 Jean Callison Place 7
Honorable Mayor & City Council City of Plano Plano, Texas 75074 Dear Mayor and Council Members, I am pleased to present to you the Recommended Budget for FY 2010-11. The total combined budget of $399,802,479 represents a decrease of $349,604, or 0.09%, under the FY 2009-10 Re-Estimated Budget or a decrease of $2.5 million, or 0.61%, under the FY 2009-10 Original Adopted Budget. It is important to note that the combined budget includes all major funds including the General Fund, Water & Sewer, Environmental Services, Convention and Tourism, Golf Course and Recreation Revolving Funds. As you are aware, the City continues to experience the effects of the latest economic downturn. In March of this year, the City Council was presented the Three-Year Financial Forecast for the General Fund. The forecast projected a $15.4 million General Fund budget deficit for FY 2010-11 increasing to $30.0 million in FY 201112. Thanks to the cooperation of the City Council, Executive Team and city staff, at the April 10, 2010 Core Business Matrix Work Session a total of $14.0 million in General Fund budget reductions were identified to be deducted from the FY 2009-10 Re-estimate and the FY 2010-11 Budget. Included in these reductions were (31) full-time positions and (8) part-time positions. These reductions are in addition to the $13.7 million in budget reductions eliminated from the FY 2008-09 and FY 2009-10 Budgets including (98) full-time and (9) part-time positions. Over the past three fiscal years a total of (129) full-time positions and (17) part-time positions have been eliminated from the General Fund budget. One of the primary reasons for the continued budget shortfalls is our decrease in property values from our City’s tax base. According to the latest information received from both the Collin County and the Denton County Central Appraisal Districts, total assessed property value for 2010-11 equals $24.7 billion and includes $262.9 million of new property coming on-line. Additionally, existing property values decreased by $1.1 billion or 4.27%. This is the largest existing property value loss experienced in the City of Plano since 1993 and represents a revenue loss equal to $5.3 million for FY 2010-11. The chart on the next page illustrates the change in Plano’s taxable value since 2001-02 for existing and new property coming on line.
Thomas H. Muehlenbeck City Manager
P.O. Box 860358 Plano, Texas 75086-0358 972-941-7000 www.plano.gov
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2010-11 City Manager's Recommended Budget
City Manager's Letter
The total change in value for FY 2010-11 equals a decrease of $826.3 million or 3.24%. The average home value as reported by the Collin County CAD is now $245,802, down from $249,679. In addition, the City of Plano offers Homestead, Disability and Over 65 Exemptions, and also offers an ad valorem tax freeze on the residential homestead of citizens over 65 and disabled. Total exemptions account for $5.2 billion in assessed property value, which equates to $26.3 million in lost property tax revenue. Of this amount, $779.9 thousand is lost due to the over 65 tax freeze. The following chart depicts the lost revenue from exemptions for the last six years.
LOST REVENUE FROM EXEMPTIONS
Average Home Value FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 $ 237,202 $ 244,661 $ 253,380 $ 251,733 $ 249,679 $ 245,802 **Total Exemptions APV $4.45 billion $4.58 billion $4.84 billion $4.91 billion $5.10 billion $5.21 billion Lost Revenue From Exemptions $20.0 million $21.1 million $22.9 million $23.2 million $24.5 million $26.3 million Lost Revenue Over-65 Tax Freeze $ 126,004 $ 245,315 $ 543,383 $ 604,117 $ 765,884 $ 779,912
**APV is Assessed Property Value
2010-11 City Manager's Recommended Budget
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City Manager's Letter
In addition to the loss in property values, since January 2008 Plano has experienced significant sales tax declines due to the economic downturn and growing competition from surrounding cities for precious sales tax dollars. As illustrated in the chart below, we collected $62.1 million in FY 2007-08. Our revised re-estimate totals $56.1 million for FY 2009-10. This translates into a loss of $6 million a year in General Fund revenue to pay for services. This year we have seen a stabilization of sales tax collections with four (4) out of nine (9) months reporting decreases as compared to the same period last year. We are currently running 1.5% or $627,912 behind last year’s collections and have included a 5% reduction for the remaining months of FY 2009-10. For FY 2010-11, we are anticipating an increase of 1.6% to $57.0 million in order to account for the stabilization of this funding source. Details regarding sales tax collections will be discussed in more detail at th the City Council Budget Work Session scheduled for August 14 .
In light of the continued erosion of our major General Fund revenue sources and after three years of significant budget reductions I am recommending a tax rate increase equivalent to the increase in the debt service rate of 1.49 cents. This increase translates into increasing the current tax rate of 48.86 cents to 50.35 cents per $100 of assessed property value and increasing the debt rate from 16.02 cents to 17.51 cents.. Of the 1.49 cent increase needed, 0.55 cents is directly due to the reduction in assessed property values and 0.94 cents is due to increased debt costs from the issuance of tax notes for public safety projects and new general obligation payments, declines in interest income, delinquency revenues and fund balance. My recommendation also includes maintaining the current rate for operation and maintenance of 32.84 cents. This recommendation will allow for a $1.6 million budget reserve contingency to be set aside within the General Fund in order to offset the FY 2011-12 revised projected deficit of $11.0 million. Of the 50.35 cent tax rate, two-cents is still solely dedicated for the Economic Development Incentive Program which was implemented by the City Council four years ago. It is now more important than ever that the City continue to work to entice commercial entities
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2010-11 City Manager's Recommended Budget
City Manager's Letter
to Plano and to provide economic development programs and redevelopment for all areas of the City. Information regarding the City’s effective and rollback tax rate will be discussed in more detail at the City Council meeting th th scheduled for August 9 and the City Council Budget Work Session scheduled for August 14 . One of our primary concerns has been how to reduce the budget without reducing our high quality services the citizens of Plano have come to expect. As you can see from the following chart, Public Safety expenditures account for .61 cents of every dollar spent on city services. Public Safety is composed of the following departments: Police, Fire, PSC, Homeland Security, Property Standards, Health and Animal Services. Before this year, we had avoided significant service reductions when balancing the budget. However, the FY 2010-11 budget could not be balanced without impacting service levels in several areas. Further reductions will be required to offset the budget deficit projected for FY 2011-12 and will continue to erode away at services including public safety unless the City’s revenue situation stabilizes soon. Information regarding all budget th cuts and revenue enhancements will be provided at the August 14 Budget Work Session.
In order to offset increased expenditures by North Texas Municipal Water District (NTMWD), water rates will increase by 6% effective October 1, 2010. Due to an extremely wet winter resulting in decreased water consumption, water income is projected to decrease by $2.6 million in FY 2009-10. With the extreme changes in weather patterns witnessed over the last several years causing decreased consumption and rate increases by NTMWD forecasted every year, at some point in time our pay-as-you-go financing structure to pay for capital projects will be unsustainable. Therefore, details regarding debt issuance to pay for future water and sewer capital projects along with information regarding the proposed water rate increase will be discussed at the th August 14 Budget Work Session. A General Obligation bond sale of $21.4 million is included for mid-year 2010-11 and includes one interest payment in the amount of $497,550. The bond sale will be used to fund the renovation of Pecan Hollow Golf Course and the Aquatic Center, Fire Station #13, land acquisitions and several major street projects. A detailed explanation of these proposed projects is included in the accompanying FY 2010-11 Community Investment Program document.
2010-11 City Manager's Recommended Budget
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City Manager's Letter
In a continuing effort to broaden our communication with the public concerning the City’s finances and budget process, in addition to the regularly scheduled Public Hearings and Budget Work Session, the Fiscal Year 2010-11 City Manager's Recommended Budget can be reviewed via the City of Plano's website. Our Internet address is http://www.plano.gov/Departments/Budget/. Once there, you will be provided a forum in which to ask questions or give input regarding the budget via the Internet. I look forward to working with the City Council over the next several weeks as we move toward finalizing the FY 2010-11 Recommended Budget and Community Investment Program at the Budget Work Session scheduled th for August 14 . Once again my special thanks to all City employees who have worked so hard to provide quality services to our citizens and who are committed to the success of our great City.
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2010-11 City Manager's Recommended Budget
City Manager's Letter
2010-11 City Manager's Recommended Budget
1
Overview
CITY OF PLANO Fiscal Year 2010-11 Fiscal Year 2010-11 Combined Budget appropriations total $399,802,479. This is a decrease of $349,604, or 0.09% under the 2009-10 Re-Estimate or a decrease of $2.5 million, or 0.61% under the 2009-10 Original Adopted Budget. In order to offset the $15.4 million General Fund budget projected in March, a total of 43 full-time, of which 31 belong to the General Fund and 8 part-time General Fund positions have been eliminated from the overall Combined Budget in 2010-11. These eliminated positions, along with a variety of other operational reductions, produced overall savings for all Funds of $17.9 million and savings in the General Fund of $14.0 million. Details regarding the position reductions by cost center as well as other budget reductions are included within each of the fund overviews, a detailed listing of these eliminated positions is included within the Personnel Section and the impact on service levels is included within the Core Business Matrix Section of this document.
2010-11 Combined Budget Resources $434,480,918
Fines & Forfeits $7,849,020 1.8% Fund Balance $47,927,570 11.0% Interest Income $1,344,440 0.3% Taxes $184,555,212 42.5% Licenses & Permits $5,124,411 1.2%
2010-11 Combined Budget Expenditures by Function $399,802,479
Operations, Maintenance & Transfers $182,758,495 45.7% Debt Service $43,949,129 11.0%
Capital Outlay $1,332,500 0.3%
Salaries & Benefits $171,762,355 43.0%
The following individual fund overviews explain items of change in each of the major funds and how these relate to the overall goals established by Council through adopted financial policies. GENERAL FUND Revenues Total General Fund revenue for 2010-11 is estimated at $205,395,719, which is $299,262 above the 2009-10 Re-Estimate Budget, or $4.3 million below the 2009-10 Adopted Budget. Funding for the General Fund is generated through three primary sources. Revenues from property taxes provide for 40.4%of total revenue at the proposed 50.35 cents per $100 of assessed property value. Revenue from sales tax collections generates 27.8%. The remaining 31.8% is derived from franchise fees, transfers in from other funds, parks and recreation fees, building and development related revenue, municipal court fines and library fees. The following provides detailed explanations for major revenue changes. Ad Valorem Taxes Ad valorem taxes, the City’s largest revenue source, are estimated at $124,268,325 for 2010-11 at the proposed property tax rate of 50.35 cents per $100 valuation. Items to be deducted from this amount are payments to TIF #1 and #2 totaling $1.9 million for 2010-11. In addition, the Over 65 exemption equals a loss of $779,912 in property tax revenue this year. According to the latest information received from both Collin and Denton Central Appraisal Districts, the total assessed property value for 2010-11 of $24.7 billion
is a decrease of $826.3 million or 3.24%. The total appraised value includes an increase in new property coming on-line of $262.9 million while existing property values are expected to decrease by $1.1
billion, or 4.27%. This loss in assessed property value represents a revenue loss equal to $5.3 million for 2010-11.
The chart below illustrates the actual and projected increases in total assessed property values experienced by the City of Plano over the past twelve years.
The following table provides the history of the tax base in Plano since 2000 and the projection for 2010-11 based on the latest information received from the Central Appraisal District.
HISTORY OF TAX BASE IN PLANO AND PROJECTION FOR 2009-10 Change in Change in Change in Change in As of Taxable New Existing Total Total Base Base Jan. 1 Value Property Tax Base Value $ % $ Base % 1999 $13,318,803,313 $973,732,898 $12,345,070,415 $1,659,783,922 14.24% $686,051,024 5.88% 2000 $14,970,714,724 $1,075,343,168 $13,895,371,556 $1,651,911,411 12.40% $576,568,243 4.33% 2001 $16,951,975,217 $1,209,831,901 $15,742,143,316 $1,981,260,493 13.23% $771,428,592 5.15% 2002 $18,923,096,351 $952,719,113 $17,970,377,238 $1,971,121,134 11.63% $1,018,402,021 6.01% 2003 $20,194,219,506 $913,900,252 $19,280,319,254 $1,271,123,155 6.72% $357,222,903 1.89% 2004 $20,398,670,327 $434,730,669 $19,963,939,658 $204,450,821 1.01% ($230,279,848) -1.14% 2005 $20,869,734,810 $328,684,415 $20,541,050,395 $471,064,483 2.31% $142,380,068 0.70% 2006 $21,649,265,385 $376,517,872 $21,272,747,513 $779,530,575 3.74% $403,012,703 1.93% 2007 $22,829,141,312 $556,469,319 $22,272,671,993 $1,179,875,927 5.45% $623,406,608 2.88% 2008 $24,511,500,675 $568,050,666 $23,943,450,009 $1,682,359,363 7.37% $1,114,308,697 4.88% 2009 $25,785,315,308 $559,678,673 $25,225,636,635 $1,273,814,633 5.20% $714,135,960 2.91% 2010 $25,507,218,156 $380,409,056 $25,126,809,100 ($278,097,152) -1.08% ($658,506,208) -2.55% 2011 $24,680,898,705 $262,876,373 $24,418,022,332 ($826,319,451) -3.24% ($1,089,195,824) -4.27%
The City Manager’s Recommended Budget proposes increasing the tax rate by 1.49 cents per $100 of assessed property value to 50.35 cents in order to cover increased debt requirements and the decrease in revenue collected by the City. The ad valorem tax rate split between the General Fund and the General Obligation (G.O.) Debt Fund has been adjusted to reflect the required allocation of this resource. The
G.O. Debt rate is established at a level that will provide for the principal and interest on the City’s debt, and allow for an unallocated fund balance to meet the minimum requirement of 2.5% of estimated current tax collections in this fund, as recommended in the Council Financial Policies. After providing for this requirement, the remainder is available for
2010-11 City Manager's Recommended Budget
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Overview
General Fund Expenditures. The table below provides a comparison of the new tax rate split for 2010-11 and the previous existing rate.
General Fund General Obligation Debt Fund Total 2009-10 32.84 16.02 48.86 2010-11 32.84 17.51 50.35 Change 0.00 +1.49 +1.49
Sales Tax Sales tax receipts, the General Fund’s second largest revenue source in 2009-10, are re-estimated at $56,118,924 or a 0.65% decrease from 2009-10 actual collections and a 2.9% decrease from the original 2009-10 Adopted Budget. Based on actual collections after nine of the twelve monthly payments for sales tax receipts, this revenue source is down $627,912 as compared to the same 9-month period last year. It should be noted that the re-estimated budget amount of $56,118,924 is net of approximately $1.5 million in 380 Agreements. The on-going overall state of the national and local economy has had a marked impact on this revenue source. Sales tax collections for 2010-11 are projected to increase 1.6% to $57,012,269. This projected amount does take into consideration approximately $1.0 million in 380 Agreements scheduled for 2010-11. Sales tax collections, our most volatile revenue source, will continue to be impacted by the on-going stale national economy, rising fuel and energy prices, the loss of market share to surrounding communities, the “Back-To-School” and “Energy Star“ Sales Tax Holiday, weather conditions, and any impending future legislation. The following chart shows both the actual and projected annual percentage changes since 2001.
Franchise Fees Electrical franchise fee revenue is re-estimated at $11.3 million, a slight increase of $110,513 above the original budgeted level. This slight increase does include an Oncor Electric Delivery settlement with the City of Plano in the amount of $54,431. Telephone Franchise fee revenue is projected to decrease from the original budgeted amount of $4.5 million down to $3.9 million due to a decrease in CTP line counts. The Telephone Franchise fee paid to the City consists of an amount per category of line. Gas Franchise fee revenue is re-estimated at $2.7 million, a decrease of $1.2 million below the original budgeted level due to an unanticipated decrease in natural gas rates. Cable Television Franchise fee revenue increases from the original budgeted amount of $2.7 million to $3.2 million due to an increase in subscribers for the first 3 quarters at Verizon, AT&T, and Time Warner. Finally, the Fiber Optics Franchise fee remains constant at $18,021. Telephone Franchise fees for 2010-11 are projected to remain constant at $3.9 million as well as the Fiber Optics Franchise fees are expected to remain constant at $18,021. Gas Franchise revenue is projected to increase slightly to $2.8 million. Gas Franchise revenue received is based on 5% of gross revenue receipts from Atmos Energy and CoServ Gas. Plano’s Electrical Franchise revenue is expected to remain relatively constant at $11.4 million while the Cable TV Franchise is expected to increase slightly based on indirect economic factors to $3.2 million.
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2010-11 City Manager's Recommended Budget
Overview
Fines and Forfeits Re-estimated Municipal Court Fines and Forfeits are projected to end the year at $7.5 million, which is $413,624 less than originally budgeted and $451,260 under last year’s actual. Municipal Court Fines and Forfeits for 2010-11 are projected at $7.5 million or a slight 0.15% increase based on indirect population growth. Library fines are re-estimated at $343,759, a decrease from the original budgeted amount based on nine months of actual data. Library fines are projected to increase slightly by 0.15% in 2010-11 based on indirect population growth. Total Library fines for 2010-11 are projected at $344,275. Building and Development Related Permits The continued slowing in the rate of construction activity for residential homes and commercial projects has been slightly offset by a couple of large commercial projects and seasonal renovations by homeowners. The initial 2009-10 Budget amount for Building and Development related revenues was projected at 75.0%of the preceding year’s actuals. Total revenues in 2009-10 were budgeted at $2.0 million with re-estimated revenues projected at $3.2 million; a 60.0% increase due to an up-swing in construction activity and economic development activity. This up-swing is projected to add an additional $1.2 million in Building and Development related revenues. In order to remain conservative and in anticipation of the continued decrease in construction activity, Building and Development related revenues for 2010-11 are projected at 75.0% of the 2009-10 Re-Estimate amounts. The following chart illustrates the number of single family building permits issued since 2001-02, as well as the associated dollar valuations. Other Revenues The current economic recession has directly affected interest earnings this year. Interest income is re-estimated at $900,000, which is $400,000 less than the original budgeted level. For 2010-11, this amount is projected to increase slightly to $1.0 million, assuming a continued healthy portfolio balance and projected interest rates. Interest earnings are based on GASB 31 adjusted accruals. Intergovernmental revenues are re-estimated at $749,759, which is up slightly from the original budgeted levels. In total, $1.3 million is budgeted for 2010-11which includes an increase in the amount received from Plano Independent School District (PISD) for the Plano School Liaison Program. Beginning with the 2010-11 Budget, PISD will reimburse the City of Plano for 50% of the total cost of the program which includes nine (9) School Liaison Officer positions and one (1) Sergeant position at various PISD schools. Intragovernmental transfers are re-estimated at $18.0 million, or $1.5 million below the original budgeted level due primarily to a decrease in the transfer from the Water & Sewer Fund as a result of worse than projected water revenues as well as the suspension of the transfer from the Golf Course Fund. The transfer from the Golf Course Fund has been suspended both this fiscal year and next fiscal year in preparation for the renovation that will be taking place in the near future. The Pecan Hollow Golf Course will be completely closed for business during this time. Additionally, the transfer from the Convention & Tourism Fund has been decreased due to lower than anticipated revenues in this fund. Total transfers are projected at $18.6 million for 2010-11.
2010-11 City Manager's Recommended Budget
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Overview
Other General Fund revenues are projected near the same level as the prior year based on historical trends with the exception of those revenues which have proposed fee increases associated with them. These revenues are discussed in the next section. New Fees/Increases The 2010-11 Recommended General Fund Budget includes several fee increases to existing fee structures across many departments. If approved, total additional revenue to be realized in the General Fund is projected at $762,094. The proposed fee increases are outlined below. Development fees, which were increased mid-year 2009-10, will garner additional revenue for 2010-11 in the Building Inspections, Planning, Engineering and Property Standards departments in the estimated amount of $205,000 for an entire year. An increase in the Parks & Recreation's pavilion rental fee will add an additional $4,000. Animal Services has several fee increases/additions proposed which include: $35,000 for the implementation of an owner pet surrender fee; $22,000 in additional animal license revenues by allowing the purchase of animal licenses on-line and at participating veterinary clinics; $13,000 in additional revenue for pick-up of deceased animals from local veterinary clinics at $15 per animal; $10,000 for the implementation of an animal registration late fee; $250 for the implementation of an animal-related business re-inspection fee; and $250 for the implementation of an animal-related business late fee for those businesses that are late in renewing their mandatory permits. The Health Department is proposing a food handler fee increase from $20 to $25. This increase would add an additional $13,160 in General Fund revenues. Also, the Health Department is proposing an administrative fee increase from $150 to $200 which would add an approximate $1,600 in annual revenue. Finally, the Health Department is instituting a $50 re-inspection fee for those establishments who receive an inspection rating of "D" or "F". This new fee would generate an approximate $2,500 in annual revenue. Also included in the Recommended Budget is $60,000 in anticipated alcohol permit revenues for 2010-11. Finally, the 2010-11 Recommended Budget includes a Police program revenue increase of $395,334 from the Plano Independent School District as partial reimbursement of the cost for the School Liaison
Officers. This represents an increase from 15% of the costs for school officers to 50% of the costs associated with the program for the new year.
2010‐11 General Fund Revenues $205,395,719
Transfers 9.1% Intergovtl. 0.6% Charges for Services 5.4% Licenses & Permits 2.5% Fines & Forfeits 3.8% Property Tax 38.9%
Misc & Other Taxes 1.0%
Franchise Fees 10.4%
Sales Tax 27.8%
Interest 0.5%
General Fund - Expenses Total 2010-11 appropriation in the General Fund is $218,640,297. This amount is a very slight decrease of $242,060 or 0.1% under the 2009-10 Re-Estimate Budget, and reflects a decrease of $378,498 or 0.2% less than the 2009-10 Adopted Council Budget. As mentioned above, in March, the City projected a $15.4 million General Fund budget deficit for FY 2010-11. In order to offset the deficit position, total General Fund full-time positions are to be reduced by a net of (31) full-time positions and (8) part-time positions effective October 1, 2010. These eliminated positions, along with a variety of other operational reductions, produced overall savings in the General Fund of $14.0 million. Other reductions, changes and highlights included within the 2010-11 General Fund Recommended Budget are summarized below with a detailed listing provided under the Core Business Matrix section of this document. General Fund 2010-11 Budget Highlights: The 2010-11 Police Department Recommended budget contains no additional reductions. The department eliminated (15) full-time positions during 2007-08, (4) full-time positions during 2008-09, and (11) full-time positions during 2009-10 for a total of (30) full-time position eliminations in three years. During that same time period, the salary and benefits costs for (2) Police Officers were moved from the General Fund to the Traffic Safety Fund to support the Red Light Camera Program. The 2010-11 Police ERF budget includes $800,000 to begin the replacement of the Digital Video Recorders and $100,000 for the additional equipment that is required to upgrade the Police fleet from sedans to SUV's.
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2010-11 City Manager's Recommended Budget
Overview
The Plano-Richardson Police Training Center and School Crossing Guard Program Recommended Budgets include no supplemental funding for new programs, enhancements, or any new personnel requests. The City receives revenues to offset the School Crossing Guard Program from the Collin County Vehicle Registration Child Safety Fees, and the Police Training Center expenses are shared with the City of Richardson to offset impact to the General Fund for the cost of the programs. During 2008-09, the Fire Department reduced Civil Service sworn positions by (2) Fire Rescue Specialists, both vacant. Mid-year 2009-10, the Fire Department reduced (1) vacant Lieutenant position, saving an additional ($111,181) in salary and benefits per fiscal year. The 2010-11 Fire Department Recommended Budget includes the elimination of (2) staff vehicles, reducing ($7,984) in related garage and depreciation expenditures, while Fire Support (Civilians) includes the elimination of (1) vacant Administrative Assistant position, ($49,607). The 2010-11 Fire Equipment Replacement Fund Recommended budget includes (58) Scott Self-Contained Breathing Apparatus (SCBA) Air-Paks, $257,316, and (30) Safety Pad Patient Reporting systems, $145,838, replacing the units that have become obsolete. An All-terrain cart for Emergency Medical Service (EMS) use at remote City park locations is also included at $22,745. The Public Safety Communications Recommended Budget includes reduction supplements totaling ($71,304). Reductions include: Travel expenses ($30,000) and a reduction in the part-time personnel budget ($41,304). Also included is a funded supplement for (1) additional Sr. Radio Technician and a service vehicle. The additional Sr. Radio Technician will service the new digital radio system for the cities of Plano, Allen, Wylie and Murphy. This technician and the service vehicle will be fully reimbursed to include salary and benefits by the cities of Wyle and Murphy based on the Plano, Allen, Wylie, Murphy (PAWM) Interlocal agreement. The cost of the technician and vehicle will be offset by the reimbursement.
The Parks & Recreation Department submitted program reductions totaling ($982,361) and includes the elimination of (12) full-time and (15) part-time positions. Reductions include: turning daily operations of the Douglass Community Center over to the the Boys and Girls Club of Collin County ($309,441); elimination of the supplemental transportation program Plano Senior Rides ($90,000); elimination of vacant positions in both Park Maintenance ($160,837) and Recreation Services ($364,368) and expense reductions at performing arts venues operated by the City of Plano ($50,940). Additionally, two vacant Park Maintenance positions have been eliminated and the funding previously designated for those positions has been converted to funding for contract services to reduce future costs and provide additional service flexibility. The Library Department submitted program reductions totaling ($100,000) for administration of both eliminated magazines and Reference USA database. The 2009-10 Re-Estimate Budget includes changes in the following Library Departments: Library Administration change in the part-time headcount from (2) to (6); Library Technical Services change in full-time headcount from (11) to (8); Harrington Library change in full-time headcount from (20) to (21), part-time headcount from (7) to (10); Schimelpfenig Library change in full-time headcount from (22) to (21) and part-time headcount from (11) to (10); Haggard Library change in part-time headcount from (14) to (16); Davis Library change in part-time headcount from (12) to (16); and Parr Library change in part-time headcount from (7) to (10) due to departmental re-structuring. Due to the decline in construction activity for the past 3 years, the Building Inspections Department has been able to generate ($475,461) in program savings including the elimination of : one part-time Inspections Assistance position ($19,984); one Building Inspector Sr. position ($79,308); one Administrative Support Supervisor position ($66,713); one Sr. Administrative Assistant position ($57,348); one Building Inspections Senior position ($72,108) and Development Fee Increases-B.I. $180,000.
2010-11 City Manager's Recommended Budget
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Overview
The Engineering Department’s reductions total ($82,351) and include operations and maintenance reductions($15,638) and the elimination of (1) full-time position ($66,713). The Facility Maintenance & Services Division savings reductions total ($159,440) and include a savings of ($87,844) due to the Douglass Community Center/Thomas Gym being converted to the Boys & Girls Club and the elimination of (1) full-time position ($71,596). The Planning Department projects to save ($325,252) in 2010-11 including the elimination of (1) city vehicle to the "Fleet Share" program ($5,400); the elimination (2) position totaling ($219,033); the reduction of travel and training ($25,000); and the shift of position funding from the general fund to grant funds ($75,819). The Public Works Department eliminated a total of ($149,925) from this Budget by eliminating 2 vacant positions, (1) Labor Maintenance Worker, ($46,879) and (1) Sr. Construction Inspector, ($72,108), in addition to reducing overtime and other operating costs, including minor apparatus, chemicals, contractual repairs, wearing apparel, and maintenance parts. The Property Standards Department submitted budget reductions totaling ($39,794) including general operations and maintenance reductions ($22,000) and the elimination of (1) part-time position ($17,794). The Health & Animal Control Departments submitted a total of ($125,459) in budget reductions include: a reduction supplement in the amount of ($75,427) for the elimination of a vacant Health Specialist position. Also included are (3) revenue supplements: $13,160 for an increase in the Food Handler Program fee; $2,500 for a change in the Restaurant Re-Inspection fee; and $1,600 for an increase in the Administrative fee. Animal Services reductions include: Reduce ASO position to Part-Time Kennel position ($44,232); Reduce Minor Apparatus ($5,000); and Reduce Laundry Cleaning ($800.00). Also included are (6) revenue supplements: Vet Pick-Up for Deceased Animals $13,000; Re-Inspection Fee
$250; an Animal Establishment Late Fee $250; City Registration Late Fee $10,000; Owner Surrender Fee $35,000. Administrative Departments submitted budget reductions totaling ($380,610) including a reduction in the amount allocated for the Bob Buffington Community Service Grants ($275,804); a reduction in the Legal Department's outside contractual legal services ($25,000); a position downgrade in the City Manager's Office ($42,356); and other budget reductions including travel/training, printing, contracts, office supplies, and other associated items ($37,450). Salary and Benefits The 2010-11 General Fund Recommended Budget does not include a merit increase. The budget amount includes related increased benefits costs, as well as a 2.5% allowance for attrition for all positions. Rising health care costs continue to have significant financial implications on the budget. Currently, a 5.0% increase in health insurance is included in the 2010-11 Recommended Budget. However, due to a new actuarial study conducted for the City, the GASB 45 requirement (an accounting method change requiring local governments to change from “pay as you go” for post employment benefits to an accrual basis) allowed for a reduction in the amount required to be set aside to comply with this initiative: $2.0 million in 2009-10 and $2.0 million in 2010-11. Also included in the 2010-11 Recommended Budget is $2.5 million to cover the final compensation and retirement payouts for employees retiring/separating during the year. As of June 30th, the City has provided a total of $1.59 million in retirement pay-outs for (49) retiring employees in 2009-10.The budget also includes funding of $455,189 for the Vacation Buy-Back Program, $460,200 for the Vacation Buy-Down program, and $300,000 for the Sick Leave Buy-Back program. The Texas Municipal Retirement System (TMRS) contribution rate increases for the new fiscal year. Beginning in 2007, TMRS changed its actuarial cost method from traditional unit credits to projected unit credits and this impacted the City's contribution rate. Any city that received a rate increase of 0.5% or greater due to actuarial method or assumption changes was given the option of paying a phase-in
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2010-11 City Manager's Recommended Budget
Overview
rate over an eight year period. The City pf Plano's full rate would be 20.64% if not for the phase-in period. For the last 2 years, upward pressure from retiring employees beginning to draw benefits and universal downward pressure on investment returns has had to be partially offset by greater employer contributions. The TMRS rate increases from 15.72% to 16.94% on January 1, 2011. The Retirement Security Plan (RSP) contribution rate is projected at 3.5% for the new budget year. The City is considering a change to the RSP plan which would cap the annual COLA from a maximum of 4% down to 3%.
Facility maintenance costs for a 17,551 square foot facility. Five months of operation. Fire Station #4 Expansion Facility maintenance costs for an additional 11,800 square feet. Three months of operation. Animal Shelter Expansion Facilities maintenance and service costs for an additional 5,000 square feet. Five months of operation. Environmental Education Building Facilities maintenance and service costs for a 2,700 square foot facility. Twelve months of operation. Carpenter Park Expansion Facility maintenance costs for an additional 9,000 square feet. Two months of operation. Total General Fund O&M due to CIP Projects Coming On-Line in 2010-11
$19,133
$10,459
$43,185
2010‐11 General Fund Appropriations $218,640,297
Sundry & Transfers 10.3% Capital Outlay 0.5% Contractual C l 18.1%
Transfers from General Fund to Other Funds The General Fund’s portion of the transfer to the Capital Reserve Fund is proposed to be $10.5 million during 2010-11. The other portion of the transfer will come from the Water & Sewer Fund which is proposed to remain at $1.2 million; this is the third year of five years to cash fund the Fixed Network Meter Reading Project in the Water & Sewer Fund. Also, there is a proposed one-time transfer of the remaining funds, $433,351, from the Property Management Fund to the Capital Reserve due to fact that this fund is no longer necessary due to the demolition of both the Downtown Center North and South facilities. Together, these combined transfers will contribute to the ultimate goal of transferring 75.0% of depreciation to the Capital Reserve Fund as outlined in the Capital Reserve Fund policy. Transfers to the Capital Reserve Fund continue to be an increasing area of emphasis as the continued aging and deterioration of City infrastructure increases the needs for maintenance and rehabilitation, and requires additional funding to meet those needs. The transfer to the Property & Liability Loss Fund provides for Workers’ Compensation claims and Judgments and Damages against the City, and for operations of the Risk Management Division. The transfer to the Loss Fund has been increased in the 2009-10 Re-Estimate from $2.8 million to $3.0 million due to higher than anticipated claims expense and
Salary and benefits account for the largest source of funding as illustrated by the chart above. CIP Projects Coming On-line (General Fund) Implementation of the Community Investment Program projects adds additional costs in the amount of $172,986 to be absorbed by the General Fund during 2010-11. These expenses include additional facility and building services costs, personnel costs, operation costs and equipment costs for CIP projects coming online in 2010-11.
Fire Station #12 Facility maintenance costs for a 17,551 square foot facility. Two months of operation Warehouse Logistics Facility Facility maintenance and service costs for an additional 10,376 square feet. Two months of operation. Emergency Operations Center Facility maintenance and service costs for a 17,849 square foot facility. Two months of operation. Fire Station #13
$10,870
$11,693
$25,884
2010-11 City Manager's Recommended Budget
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Overview
the opening/closing of the Occupational Resource Center (ORC). The amount proposed to be transferred in 2010-11 is at the $2.7 million level. The 2010-11 Recommended Budget transfer from the General Fund to the Technology Fund is $1.0 million. Projects totaling $8.1 million have been budgeted in the Technology Fund for 2010-11 and are listed in the Technology Fund section of this document. In an effort to make the CATV Fund more self-sustaining, the Cable TV Franchise fee transfer from the General Fund has been eliminated beginning 2010-11. The 2009-10 re-estimated amount remains the same as originally budgeted, $134,772. The 2010-11 Economic Development transfer for staff and operating & maintenance costs is planned at $895,770. The Economic Development transfer dedicated solely for economic development program incentives is planned at $4.9 million. This amount represents approximately two-cents of the property tax rate. This will be the fifth year that two-cents of the property tax rate have been dedicated for these incentives. Also included for 2010-11 is a transfer in the amount of $1.6 million to the 2011-12 Budget Contingency Reserve. This amount is to be set aside within the General Fund in order to offset the 2011-12 revised projected deficit of $11.0 million. ENDING FUND BALANCE The projected 2010-11 ending balance is $16,197,772, which is equal to 30 days of operating expenses. This is in compliance with the financial policies adopted by Council, which establishes a goal of no less than 30 days of operating expenses. GENERAL OBLIGATION DEBT FUND Revenues Ad valorem taxes are the primary source of revenue in the General Obligation Debt Fund. The existing debt portion of the tax rate will increase from.1602 to .1751. To support the proposed CIP projects in 2010-11, an estimated G.O. bond sale in the amount of $21.4 million will be needed. Included is one interest payments in the amount of $497,550. G.O. Debt is projected at an interest rate of 4.65% assuming level debt financing. The ending fund balance for 2010-11 meets the minimum requirement
of 2.5% of the current year debt service levy. Current taxes assume a 99.0% collection rate and a 1.0% delinquency rate. Other sources of revenue for the G.O. Debt Fund in 2010-11 include interest earnings and the reimbursement for the Police Academy from the other participating city in the amounts of $225,000 and $142,527 concurrently. The Convention & Tourism loan was paid off in 2008-09, so there will be no Convention & Tourism payment in 2010-11. Expenses Expenses in this fund are exclusively for support of principal and interest payments on long-term general obligation debt. The recent C.O. & Tax Notes sales, 2010 G.O. Bond sale and the projected 2011 G.O. Bond issuance combined increase the amount of the overall debt payments budgeted in the General Obligation Fund over the Re-Estimate by approximately $209,000. In 2010-11, $42.6 millionin appropriations are included for principal and interest expenses on current outstanding debt including the MotoMesh Network, technology infrastructure, public art and Radio System Replacement certificates of obligation and tax notes and includes one interest payment on the projected 2011 Issues. Public Safety projects have added approximately $6.6 million to the City's yearly debt payment since 2007-08 contributing to the increased amount needed for the debt side of the tax rate. WATER & SEWER FUND Revenues Fiscal Year 2009-10 Water & Sewer revenues have been re-estimated to reflect actual year to date collections. Total estimated revenues for 2009-10 decrease $3.7 million or 3.2% from the original budget projections. Water & Sewer revenues include: water and sewer income, water taps, penalties, water meter sales, construction water sales, connection fees, and sewer tie-on charges. Even though watering restrictions are not in place this year, consumers in Plano are adopting voluntary conservation practices that coincide with the current economic recession. Also, since January 1, 2010, rainfall in the area has been above average, reducing consumption related to irrigation. Since reaching a peak usage of 26.7 billion gallons of water in 2001-02, average water usage for the last seven years in Plano is approximately 22.3 billion
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2010-11 City Manager's Recommended Budget
Overview
gallons per year. Recent years have included severe changes in weather and rainfall conditions in the area. Fiscal Year 2006-07 was a year of high rainfall that followed two years of drought, 2005-06 and 2004-05. The two drought years were preceded by another record rainfall period, 2003-04 and 2002-03. During 2006-07, water purchased from NTMWD dropped to a little over 19 billion gallons, representing a 15% reduction. 2007-08 water usage increased by 16.3% to 22.2 billion gallons, and 2008-09 saw another slight increase to 22.8 billion gallons. As the City approaches the end of another “water year” (August 1, 2009 – July 31, 2010) it looks as though Plano will be tracking right about the average consumption, around 22.3 billion gallons. While usage has been up and down all year compared to the same prior periods, temperatures have been hovering in the high 90's to 100 degrees for several weeks and consumption should expand slightly. Estimated 2009-10 Water revenues have decreased by 4.2%, or $2,541,374. 2010-11 revenue projections increase Water Income by $3.7 million, 6.4% over the Re-Estimate. 2009-10 Sewer revenues are estimated with a decrease of $1.4 million, or 2.7%. Using updated 3-year winter quarter averages for water, the 2010-11 Sewer revenues are projected to increase slightly, $476,470 over the 2009-10 Estimate. This is based on the downward trend of Winter Quarter water usage averaged over the current 3 year cycle period, and is reflective of rain and snowfall received in Plano during the Winter of 2010. Other miscellaneous fund revenue projections have been reviewed and adjusted to reflect current and future activity, including some small projection changes related to current economic conditions. Expenses Water expenditure projections for 2010-11 are projected to increase 12%, to a new rate of $1.38 per thousand gallons of water, purchased wholesale from the North Texas Municipal Water District (NTMWD). The expenditure is budgeted based on the water district’s “take or pay” contract, which requires a 26.7 billion gallon minimum annual water purchase. 2009-10 estimated water expenses have been reduced to include a rebate on unused water and treatment costs from the NTMWD. The 2010-11 Recommended budget is set at the take or pay minimum amount of 26.7 billion gallons, $37,407,733.
2010-11 Wastewater Treatment System expenditure projections include a 2.0% cost increase from NTMWD, while Upper East Fork treatment projections decrease by 9.4% due to debt being paid off at the NTMWD. Final budget projections from the district are usually received in late September each year, and the timing is such that the City Council Budget has already been adopted for the next fiscal year. The 2010-11 NTMWD debt payment of $869,233 for Plano water transmission facilities meets the debt service requirements as projected by the original water district debt schedule. Water & Sewer salary and benefit projections for 2010-11 assume no salary increases, 0.5% attrition, and include an additional 5.0% for health insurance claims increases. Budget reductions in the Water & Sewer Fund total $267,220, using various reductions across the Operations and Maintenance Accounts (O&M) as discussed below. The 2010-11 Customer & Utility Services Recommended Budgets include reductions totaling ($126,111). The 2010-11 Customer & Utility Services Budget includes reductions of $30,355 from various operating accounts, including overtime, training, travel and associations, while the Customer & Utility Services Field Recommended budget includes reductions of $95,756 from various operating accounts, including overtime, computer hardware, contracts, cellular air time, training, travel and associations. Using the new Moto Mesh fixed network system to upload meter readings has eliminated $16,000 in wireless air card expense annually. Late in the 2008-09 fiscal year, Utility Operations reorganized and transferred several positions among the various Utility cost centers. The changes impacted the Personal Services budget for 2009-10. This change is reflected in the current salary and benefits re-estimate. 2010-11 Utility Operations recommended reductions total ($130,109) and include budget reductions to postage, food, wearing apparel, small tools, training, travel and professional development, maintenance agreements, and contracted debris hauling. Extending the time between mowing cycles in contracted mowing services reduces expenses by $20,184. Additional 2009-10 Water & Sewer Recommended operating budget reductions include operating reductions from Utility Engineering ($11,000), from Contracts & Professional Services and Training.
2010-11 City Manager's Recommended Budget
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Overview
The Water & Sewer fund continues to reimburse Sustainability & Environmental Services for a portion of the Environmental Education & Community Coordinator's salary and benefits, as well as other related program expenditures, at a 2010-11 budgeted amount of $102,369. Transfers Transfers to the General Fund of $16.3 million for the 2009-10 Re-Estimate, and $16.9 million for the 2010-11 Proposed Budget, are included in this budget. The Water & Sewer transfer to Debt Service, at $1.23 million, is a decrease of $970,000 due to the near ending of the Water & Sewer Debt outstanding. The Water & Sewer Debt final payment is in 2012-13. Water & Sewer Capital Improvement Projects operate by funding on a pay-as-you-go basis. With an aging infrastructure in the City, demands on the Water & Sewer CIP Fund projects continue. The 2010-11 Budget includes an $11.25 million transfer to Water & Sewer CIP funds to fund the 2010-11 capital projects; this is $2.6 million less than the 2009-10 transfer. Due to economic conditions, the City is cutting back on projects and expenses across city operations. The Capital Reserve transfer for water and wastewater system improvements and rehabilitation was budgeted at $1.2 million during 2010-11, and it will remain at this level through 2012-13 in order to provide the additional funds required for completion of the Fixed Network Project. Beginning in 2008-09, the reduction provides additional funding of $1.3 million per year for the implementation of the Fixed Network Meter Reading System (FNR). The FNR system uses the City’s Mesh Network to read water meters and uploads detailed consumption data for billing purposes. The transfer to the Loss Fund decreased by $67,752 to $648,732 for 2010-11, while the $300,000 transfer to the Technology Fund remains unchanged. It is important to note that this budget does not include a transfer to a Water & Sewer Reserve Fund, and a reserve funding source may be needed in the future to offset decreased revenue or increased expenditures.
Working Capital Currently, the Water & Sewer Fund is projected to have 65 days of working capital, or $14,201,974, and exceeds the 45 day requirement set by the City’s Financial Policy. WATER & SEWER REVENUE BOND DEBT All Water & Sewer revenue debt remaining was retired during 2006-07 when the final Water & Sewer revenue bond payment was made. The Reserve Fund balance was no longer necessary and was transferred to the Sinking Fund. No new Water & Sewer debt was issued. In both the 2009-10 Re-Estimate and the 2010-11 Recommended Budget, there will be no transfer to Debt Service from Water and Sewer Impact fees; the the city is no longer collecting Water and Sewer Impact Fees. Due to low interest rates, interest earnings are projected to remain at $10,000 for both the 2009-10 Re-Estimate and the 2010-11 Budget. The 2010-11 transfer from the Water & Sewer Fund totals $1.23 million and will be sufficient to pay the principal and interest on the refinanced debt through G.O. Bonds. Water & Sewer Bonds that were refunded through G.O. Debt will be paid off in 2013. SUSTAINABILITY & ENVIRONMENTAL SERVICES FUND Revenues Total Sustainability & Environmental Services revenues for 2010-11 are projected at $22.2 million. This is an increase of 0.1% over the 2009-10 Re-Estimate. The 2009-10 revenues are anticipated to fall short of the original budget by $116,272 attributed most notably to decreases in Miscellaneous revenues ($325,199) due to fees lost since fencing materials are no longer accepted for composting and Commercial Franchise Fee revenues ($262,279) due to lower than anticipated Allied Waste revenues due to diversion practices by private companies. Reimbursements and Allied Waste payments are also re-estimated down by $21,583 compared to the original budget. These decreases are partially offset by increases in Recycling revenues (up $401,049), Tipping Fees (up $50,000) and Special Refuse Collection Fees (up $19,350).
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2010-11 City Manager's Recommended Budget
Overview
2010-11 Residential Collection Fee revenues are projected to increase slightly by $17,125; Commercial Franchise Fees gain slightly as well by $57,027. Compost sales climb $180,000 when compared to the 2009-10 Re-Estimate. Expenses 2010-11 Sustainability & Environmental Services expenditures are estimated at $21.5 million and represent an increase of $375,258 above the 2009-10 Re-Estimate. The most significant driver of higher expenditures is an $338,004 increase in payments to the North Texas Municipal Water District (NTMWD) for waste disposal. A total of $69,025 in budget reductions have been included across all of the components of Sustainability and Environmental Services. Salary and benefit projections for 2010-11 assume no salary increase, a 5.0% health insurance increase, and includes 0.5% attrition. Transfers Total transfers for 2010-11 increased slightly from 2009-10 Re-Estimate amounts. The transfer to the General Fund at $892,100 for overhead and administrative expenses includes 7.0% of Special Refuse Collections, Residential Collections, and Sale of Landscape Bags revenues. Other transfers include: Property & Liability Loss Fund, $323,805 representative of the proportionate share of expenses related to Judgments, Damages, and Workers’ Compensation claims. This is an increase of $6,252 from the Re-Estimate. 2010-11 Budget transfers also include: $157,239 to the Water & Sewer Fund for the Environmental Education Building; and $60,000 for the annual transfer to the Technology Fund. Working Capital The ending working capital for 2010-11 is estimated at $915,128, which is equal to 16 days of operating expenses. MUNICIPAL DRAINAGE UTILITY FUND Revenues There is no required municipal drainage rate adjustment during 2010-11. The drainage rate for an average homeowner will remain at $3.30 per month, and non-residential rates will stay at .056 cents per
100 square feet of impervious area. Total projected Municipal Drainage revenues for 2010-11 are projected at approximately $5.2 million. The interest income for the 2009-10 Re-Estimate has been projected down by $42,521 to $42,479 due to lower than anticipated interest rates. The 2010-11 projection is scheduled at $42,440 which is based on projected fund balance and continued low interest rates. Expenses Total appropriations for 2010-11 are projected at almost $6.2 million, which is an increase of $456,051 from the 2009-10 Re-Estimate. Included within the 2010-11 Budget is $300,000 for silt removal at various ponds. Reductions to overtime, various operations and maintenance accounts, debris hauling and street sweeping totaling ($187,785) have been included in the 2010-11 Budget. The Drainage fund continues to reimburse Sustainability & Environmental Services for a portion of the Environmental Education & Community Coordinator's salary and benefits, as well as other related program expenditures, at a 2010-11 budgeted amount of $64,671. Salary and benefit projections for 2010-11 assume no salary increase, a 5.0% health insurance increase, and 0.5% attrition. Transfers The transfer for the 2010-11 Budget total approximately $3.29 million which is an increase of approximately $415,108 over the 2009-10 Re-Estimate. The 2010-11 transfer to the General Fund is proposed at 7.0% of Commercial and Residential Class Fees to offset drainage costs expensed in the General Fund as determined by the indirect cost allocation plan. Included in the transfers is $2.9 million for Revenue Debt to pay the annual payment on existing debt. The funding from the 2009-10 bond sale will be sufficient to cover the 2010-11 projects, so there is no proposed revenue bond sale planned in 2010-11. Working Capital This fund meets the operating capital requirement of 30 days as established by City Council and as necessary to meet the bond covenant requirements.
2010-11 City Manager's Recommended Budget
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Overview
The projected ending working capital for 2010-11 is estimated at $1.34 million or 168 days, not including the reserve requirement of $1.70 million. CONVENTION & TOURISM FUND Revenues Hotel/Motel tax receipts are projected to decrease by $587,440 from the original amount anticipated for 2009-10 to $3.9 million, with a 1.0% increase projected for 2010-11. The loss in revenue this year is directly tied to the economic downturn. Even though hotel occupancy rates have remained fairly stable, the average price for a room has decreased considerably. In addition, increased hotel competition from surrounding communities continues to have an impact on Plano’s hotel business. Civic Center fees have been adjusted downward by $512,991 in 2009-10 due to a decrease in booked events caused by the downturn in the economy and increased competition from other venues. Fees are anticipated to decrease slightly in 2010-11 based on booked events and the transfer of operations to a private contractor at Pecan Hollow Grille. Civic Center fees are projected to be approximately $2.0 million for 2010-11. Interest Income has been re-estimated down by $27,173 to $32,827 for 2009-10 due to lower interest returns than originally anticipated. The 2010-11 projected amount is $30,000. Total Convention & Tourism revenues for 2009-10 are projected at $6.0 million, a decrease of $64,726 or 1.1% below the 2009-10 Re-Estimate. Expenses Total appropriations for 2010-11 are $6.9 million, an increase of $168,544 from the 2009-10 Re-Estimate. Salary and benefit projections for 2009-10 assume no salary increase, a 5.0% health insurance increase, and 0.5% attrition. The Convention & Visitors Bureau Recommended Budget for 2010-11 includes a funded supplement of $7,000 in anticipation of increases in US Postal Service rates. Funding for the Cultural Affairs Grants and Historic Preservation is lowered to $591,917 for each, or a combined amount of $1,183,834. The lowered amount is due to the decrease experienced in hotel/motel taxes for this year and projected for 2010-11.
Special Events in the Convention & Tourism Fund includes total funding in the amount of $151,358 for events such as the Plano Balloon Festival; however, they are requesting funding of $157,190 for the event. All grant programs and special event requests will be discussed in further detail at the Saturday, August 14, 2010 Budget Work Session. The Convention & Tourism Fund will transfer $298,499 to the General Fund in 2010-11. This transfer is equal to 5.0% of total revenues generated in the Convention & Tourism Fund. Transfers to the Technology Fund for 2010-11 have been eliminated due to the Convention & Tourism Fund's significant loss in revenue. Working Capital Ending Working Capital is projected to be $133,042, which represents 7 days of operating expenses. GOLF COURSE FUND Revenues Golf Fees for 2009-10 are projected down from the original budgeted amount of $850,000 to $637,472 due to the slowdown in the economy and fewer golf fees collected during the spring months. Due to the upcoming course renovation starting in November 2010, golf fee revenue is projected for 2010-11 at $68,000. Combined Concessions and Room Rental revenues are re-estimated to decrease by $9,220 from the 2009-10 Budget. Plano Centre provided the concessions and the golf course retained 5.0% of gross concession sales; however, Plano Centre discontinued this function in June 2010. In future years the contracted golf professional will be responsible for concession sales, with the golf course fund retaining 5.0% of future sales. Due to the course closing for 11 months, no revenue is anticipated from concessions, interest income or miscellaneous sources in the 2010-11 proposed budget and reimbursements totaling $303,735 are expected from the General Fund and Bond Funds to sustain necessary personnel and operating & maintenance expenditures. Expenses Total appropriations in 2010-11 are projected at $371,735. Salary & Wages have been re-estimated downwards by $31,560. The 2010-11 Recommended Budget is projected to be under the Re-Estimate by
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2010-11 City Manager's Recommended Budget
Overview
$384,582 due to the transfer of most personnel to other Park areas during the renovation and reduced operating & maintenance expenditures. Salary and benefit projections for 2010-11 assume no salary increase, a 5.0% increase in health insurance and 0.5% attrition. The transfer from the Golf Course Fund to the General Fund is normally based on 5.0% of projected revenue; however, no transfer is scheduled in the proposed budget due to the course closing. Working Capital The ending working capital for 2010-11 is estimated at zero due to course closing for renovation for 11 months and subsequent revenue loss. RECREATION REVOLVING FUND Revenues The Recreation Revolving Fund is an enterprise fund supported by fees generated by various recreation classes. Recreation Fees are estimated to remain at $3.0 million in 2010-11, based on anticipated usage. Interest Income is projected to remain level at $14,000 in the Re-Estimate and 2010-11 Budget. Expenses The Recreation Revolving Fund Budget is a compilation of the 30 activity budgets that comprise this Enterprise Fund. 2010-11 projected expenditures, including the transfer to the General Fund, are $3.3 million. The Recreation Revolving Fund will continue to offer employee recreation discounts in 2010-11 to provide a partnership to employees and encourage healthy lifestyles by participating in recreation programs. This program provides for Recreation program discounts of 50.0% to City of Plano employees and their dependents enrolled in the City’s Health insurance program. Salary and benefit projections for 2010-11 assume no salary increase, a 5.0% health insurance increase, and include 0.5% attrition. Working Capital The working capital for 2010-11 is projected to be $264,219 and is equal to 31 days of operating expenses.
PROPERTY & LIABILITY LOSS FUND Revenues Revenues in this fund are primarily transfers from the General Fund, Sustainability & Environmental Services Fund and the Water & Sewer Fund and are based on a fair share methodology of expenses incurred. These are updated annually to include the most recent experience for Workers’ Compensation claims and Judgment and Damages in determining the appropriate allocation level of funding. The projected transfers for 2010-11 include $2.7 million from the General Fund, $648,732 from the Water & Sewer Fund, and $323,805 from the Sustainability & Environmental Services Fund. Interest Income has been re-estimated down by $50,000 to $50,000 for 2009-10 due to much lower returns than originally anticipated. The 2010-11 projected amount is $50,000. Expenses Expenditures are made up of Workers’ Compensation claims and payment of Judgments and Damages against the City. Also, ongoing expenses for Risk Management Operations are included in this budget. Workers’ Compensation is projected to remain constant at $1.2 million for the 2010-11 Proposed Budget. Judgments and Damages will decrease to $600,000 for 2010-11 based on projected anticipated lower claims. Risk Management Operations is projected at $1.9 million in 2010-11 while salary and benefit projections for 2010-11 assume no salary increase and include 0.5% for attrition and a 5.0% increase in the cost of health insurance. Working Capital The ending working capital for 2010-11 is projected to be $511,565. COMMUNITY ACCESS TV FUND Revenues The Community Access TV Fund and television production station is representative of the City’s commitment to communicate matters of interest to the Citizens of Plano with “Service Excellence”. Partial funding is provided through a monthly customer charge of $0.38 for cable access to the Plano Television Network. As of January 2011, Time
2010-11 City Manager's Recommended Budget
15
Overview
Warner Cable will be adjusting their payment of the Public Education Government (PEG) fees from $0.38 per account to a 1% of gross revenues as remittance. This change is expected to add an additional $20,000 in PTN Fees. The PTN Fees are re-estimated at $285,000 and are $305,855 in 2010-11. Also included is $150,000 for the last year of the Cable Community Grant. Internal operating transfers total $250,000 from the Technology Fund. In an effort to make the CATV Fund more self-sustaining, the Cable TV Franchise fee transfer from the General Fund has been eliminated beginning 2010-11. The 2009-10 re-estimated amount remains the same as originally budgeted, $134,772. Expenses Appropriations for 2010-11 are proposed at $915,766. Salary and benefit projections for 2010-11 assume no salary increase, with 5.0% rate increases for health insurance, and 0.5% attrition. In addition, the 2010-11 Recommended Budget includes: elimination of one full-time Video Producer position ($76,368) and O&M savings of ($5,856). Also, in the 2010-11 Budget, $150,000 has been earmarked for the CATV Equipment Replacement Fund. These monies will be used for future equipment replacement as needed to not diminish the fund balance. Working Capital The projected ending working capital for 2010-11 is estimated at $90,624 or 36 days of operations. CAPITAL RESERVE FUND Revenues The total projected revenue for the 2010-11 Capital Reserve Budget is $14.1 million. This includes a transfer of $10.5 million from the General Fund, $1.2 million from the Water & Sewer Fund, and a one-time transfer of $433,351 from the Property Management Fund. The Interest Earnings and Rollback Tax revenues are projected at $400,000 and $100,000 respectively in 2010-11. The Capital Reserve Fund depicts the City of Plano’s pro-active approach to safeguarding the City’s sizable investment in capital improvements. The City’s current $1.21 billion in existing general obligation bond funded infrastructure must be maintained in order to provide effective service to Plano’s citizens. In addition, maintaining
this fund is one of the contributing factors for maintaining our AAA bond rating by the rating agencies. Current transfers are designed to fund planned repair and rehabilitation projects for the upcoming year, while also addressing the need to maintain the availability of funds from this source for future projects. Expenses The Capital Reserve Fund requested expenditures for 2010-11 total $17.0 million. The 2010-11 requests include $9,294,000 for Street rehabilitation projects; $3,710,000 for Park renovations; $3,571,000 for Municipal Facility renovations and $450,000 for Water & Sewer rehabilitation projects. Detailed information concerning all Capital Reserve projects is included in the Community Investment Program document. Working Capital The Capital Reserve Fund is projected to end the year with $22.9 million in working capital. EQUIPMENT REPLACEMENT FUND Revenues The Equipment Replacement Fund provides resources for the purchase of equipment as well as the replacement of worn-out or obsolete equipment which in turn minimizes budgetary impact(s) to the various funds on a year-to-year basis. Scheduled depreciation charges from user departments on all major vehicles and capital equipment are collected by this fund. The reserve funds are then used to purchase new equipment as directed by the City Manger, or to replace vehicles and equipment at the end of their useful life. 2010-11 ERF projected revenues total $7.9 million. This amount includes: Depreciation Transfers In (revenues), $7.3 million, Interest Income, $225,000, and Equipment Auction revenues, $360,000. Expenses Total expenses of $6.2 million are budgeted for the replacement of equipment in 2010-11. The Recommended Budget includes $4.3 million for scheduled rolling stock and miscellaneous small equipment replacements. The Fire Replacement
16
2010-11 City Manager's Recommended Budget
Overview
Fund includes $425,899 for Scott SCBA Air-Paks, Patient Reporting Systems, and an EMS All-Terrain Cart. The Police Replacement Fund includes $1,180,000 for Police DVR Replacements, Miscellaneous Tahoe Equipment - lights, etc., and Police Mobile Data Computer (MDC) replacements. The Recreation Replacement Fund includes $250,000 for the replacement of various equipment at the City's Recreation centers, while a newly established Civic Centre Equipment Replacement Fund is projected at $71,000 for 2010-11 purchases. The budget also includes a reimbursement from the ERF to Fleet Services for a portion of employee salaries and benefits related to time spent managing the ERF purchases each year, $150,354. Working Capital The Equipment Replacement Fund is projected to end the year with $12.0 million in Working Capital. PROPERTY MANAGEMENT FUND The Property Management Fund will no longer be required beginning 2010-11 due to the fact that all rental properties of the Downtown Center North and Downtown Center Northwest have already been demolished or will soon be demolished. The Fund is projected to end this fiscal year with a balance of $433,351. This remaining fund balance will be transferred to the Capital Reserve Fund and the Property Management Fund will be closed. COMMUNITY DEVELOPMENT BLOCK GRANT This fund represents the City’s allocation of annual funding received from the Federal Government as a block grant. For 2010-11, we will receive $1,882,063, which is dedicated to (10) separate programs as outlined on the fund summary. CRIMINAL INVESTIGATION FUND The Criminal Investigation Fund provides funding for equipment and services to the Police Department that are not included in the General Fund. Revenues to this fund include forfeits and seizures from criminal investigations as awarded to Plano by the appropriate Court(s). The 2010-11 Criminal Investigation Proposed Budget includes $310,000 for various miscellaneous expenses, equipment, and capital outlay items that may be required to support the Police Department.
TECHNOLOGY FUND The Technology Fund provides resources for the purchase, upgrade, and replacements of technology-related equipment on a year-to-year basis. Revenues for 2010-11 total $1.7 million and include contributions from these major funds: General Fund, $1.0 million; Water & Sewer, $300,000; Sustainability & Environmental Services, $60,000; and Municipal Drainage, $20,000; as well as $300,000 in interest earnings on the fund balance. During 2009-10, $10.0 million in tax notes were issued to provide funds for the Radio System Infrastructure Replacement project, with no tax notes scheduled for issuance in 2010-11. 2010-11 Recommended Technology Projects total $7.9 million and include: Radio Infrastructure, $6,277,141; MotoMesh, $368,845; upgrades to the HTE Navaline system, $259,948; Server Replacements, $3,003; Disaster Recovery, $34,821; MESH network extension, $929; Fire Station #13 Network Connectivty, $30,000; Network IP Switch and Server replacements, $550,000; Hardware for the City Grants applications process, $11,100; Inventory bar-coding and scanning, $350,000; and upgrades to the Interactive Voice Response (IVR) system for Building Inspections, $72,500. Also included for 2010-11 is the elimination of consulting services for imaging, ($25,000). The Technology Fund Budget also includes the annual transfer to CATV Fund of $250,000 for purposes of maintaining the City’s web site. PC REPLACEMENT FUND The PC Replacement Fund was established to provide resources for the purchases of desktop, laptop, and related equipment for City departments and PC and laptop replacements on a rotating four-year basis. The Fund receives revenues in the form of depreciation payments from each cost center on a cost per unit basis. The 2010-11 PC Replacement Fund Budget includes $68,500 in projected expenditures for miscellaneous replacements and is considered a "catch-up" year. The new PC contract includes a manufacturer warranty period which coincides with the City's 4-year desktop PC replacement cycle. During 2010-11, the cost centers will make no payments into the fund, saving the General Fund an estimated $401,936, and saving the other operating funds $164,201. The Fund will begin the next replacement cycle period in 2011-12 with an estimated $585,594 in working capital, and all Funds will once again pay into the PC Replacement Fund based on the cost of units replaced under the new cycle.
BEGINNING BALANCES Operating Funds: General Fund $44,741,546 $25,874,676 $42,744,130 $29,442,350 Water & Sewer Fund 12,430,047 8,224,030 10,555,173 10,550,089 Sustainability & Environ. Services Fund 1,968,275 1,083,437 1,970,455 1,624,097 Convention & Tourism Fund 4,056,600 2,121,269 2,394,612 1,343,957 Municipal Drainage Utility Fund 4,783,774 2,308,190 4,605,320 2,347,724 Recreation Revolving Fund 530,291 378,035 529,180 419,479 Municipal Golf Course Fund 59,483 13,458 55,799 0 Property Management Fund 432,081 432,555 450,179 433,351 338,475 115,863 254,378 297,035 Community Access TV Fund $69,340,572 $40,551,513 $63,559,226 $46,458,082 TOTAL OPERATING FUNDS Debt Service Funds: General Obligation $5,491,973 $3,084,063 $3,250,126 $1,042,747 207,060 322,766 328,791 426,741 Water & Sewer Revenue $5,699,033 $3,406,829 $3,578,917 $1,469,488 TOTAL DEBT SERVICE FUNDS $75,039,605 $43,958,341 $67,138,143 $47,927,569 TOTAL BEGINNING BALANCES REVENUES & TRANSFERS IN Operating Funds: General Fund Water & Sewer Fund Sustainability & Environ. Services Fund Convention & Tourism Fund Municipal Drainage Utility Fund HUD Grant Fund Recreation Revolving Fund Municipal Golf Course Fund Property Management Fund Community Access TV Fund TOTAL OPERATING FUNDS Debt Service Funds: General Obligation Water & Sewer Revenue TOTAL DEBT SERVICE FUNDS TOTAL REVENUE & TRANSFERS IN Less: Interfund Transfers NET BUDGET REVENUE TOTAL AVAILABLE FUNDS
APPROPRIATIONS & TRANSFERS OUT Operations: General Fund $213,242,895 $219,018,795 $218,398,237 $218,640,297 Water & Sewer Fund 109,613,679 116,482,742 113,605,471 114,129,117 Sustainability & Environ. Services Fund 21,885,908 22,655,239 22,553,644 22,941,719 Convention & Tourism Fund 8,105,204 8,617,022 7,085,356 7,180,890 Municipal Drainage Utility Fund 5,297,967 6,018,465 7,443,736 6,195,389 HUD Grant Fund 1,582,264 1,890,971 2,029,553 1,882,063 Recreation Revolving Fund 3,346,156 3,269,547 3,535,881 3,280,718 Municipal Golf Course Fund 797,145 840,349 756,317 371,735 Property Management Fund 31,259 7,857 56,259 433,351 895,373 869,337 780,615 915,766 Community Access TV Fund $364,797,850 $379,670,324 $376,245,069 $375,971,044 TOTAL OPERATIONS
Actuals 2008-09 Debt Service Funds: General Obligation Water & Sewer Revenue TOTAL DEBT SERVICE FUNDS TOTAL APPROPRIATIONS & TRANSFERS OUT Less: Interfund Transfers NET BUDGET APPROPRIATIONS ENDING BALANCES Operating Funds: General Fund Water & Sewer Fund Sustainability & Environ. Services Fund Convention & Tourism Fund Municipal Drainage Utility Fund Recreation Revolving Fund Municipal Golf Course Fund Property Management Fund Community Access TV Fund TOTAL OPERATING FUNDS Debt Service Funds: General Obligation Water & Sewer Revenue TOTAL DEBT SERVICE FUNDS TOTAL ENDING BALANCES TOTAL APPROPRIATIONS & ENDING BALANCES
Combined Budget Expenditures by Function Chart
2010-11 Combined Budget Expenditures by Function $399,802,479
Operations, Maintenance & Transfers $182,758,495 45.7% Debt Service $43,949,129 11.0%
Capital Outlay $1,332,500 0.3%
Salaries & Benefits $171,762,355 43.0%
20
2010-11 City Manager's Recommended Budget
Fund Summaries
Combined Budget Expenditures by Service Area Chart
$22,941,719 5.7%
2010-11 Combined Budget Expenditures Drainage by Service Area $6,195,389 EWS $399,802,479 1.5%
Debt Service $43,949,129 11.0%
Water & Sewer $114,129,117 28.5%
General Government $45,874,284 11.5%
Building & Development $10,629,223 2.7% Public Works $5,984,917 1.5% Public Safety $107,150,592 26.8%
Parks & Recreation $32,167,488 8.1%
Library $10,780,621 2.7%
2010-11 City Manager's Recommended Budget
21
Fund Summaries
General Fund Summary
Actual 2008-09 $44,741,546 Budget 2009-10 $25,874,676 Re-Est 2009-10 $38,688,828 4,055,302 Budget 2010-11 $29,442,350 % Change 2010-11 13.8%
UNAPPROPRIATED FUND BALANCE Encumbrance Adjustment Revenues Taxes $140,116,915 $141,395,242 $139,245,960 $138,196,444 Franchise Fees 23,586,444 22,197,743 21,025,573 21,348,285 Fines & Forfeits 8,317,559 8,297,385 7,837,264 7,849,020 Miscellaneous Revenue 2,041,433 2,309,189 1,781,534 1,908,084 Licenses & Permits 4,786,294 4,127,062 5,589,614 5,124,411 Charges for Services 10,967,657 11,212,405 10,841,313 11,050,205 2,915,578 Intergovernmental Revenue 716,747 749,759 1,276,575 Subtotal Revenues $192,731,880 $190,255,773 $187,071,017 $186,753,024 18,513,599 19,486,530 18,025,440 18,642,695 Intragovernmental Transfers TOTAL REVENUES & TRANSFERS $211,245,479 $209,742,303 $205,096,457 $205,395,719 TOTAL RESOURCES $255,987,025 $235,616,979 $247,840,587 $234,838,069 APPROPRIATIONS Operating Expense Salaries & Wages $146,725,442 $150,829,615 $147,319,954 $151,042,692 Materials & Supplies 5,853,895 6,698,318 7,618,710 6,840,433 Contractual 38,669,581 41,008,161 40,858,850 39,225,491 Community Services Agencies 524,600 529,200 529,200 251,796 Sundry 872,890 1,019,279 1,296,662 962,270 Reimbursements (1,617,865) (2,420,751) (2,335,922) (2,275,796) Subtotal $191,028,543 $197,663,822 $195,287,454 $196,046,886 Capital Outlay 1,636,365 1,010,000 2,599,424 1,026,000 TOTAL OPERATIONS $192,664,908 $198,673,822 $197,886,878 $197,072,886 Capital Reserve $10,500,000 $10,500,000 $10,500,000 $10,500,000 Property & Liability Loss Fund 2,800,000 2,800,000 2,972,055 2,686,758 Technology Fund 1,000,000 1,000,000 1,000,000 1,000,000 CATV Fund 133,769 134,772 134,772 0 FY 2011-12 Budget Reserve 0 0 0 1,598,065 Economic Development 933,965 895,770 890,101 895,770 Economic Development Incentive Fund 5,210,253 5,014,431 5,014,431 4,886,818 TOTAL TRANSFERS $20,577,987 $20,344,973 $20,511,359 $21,567,411 TOTAL APPROPRIATIONS $213,242,895 $219,018,795 $218,398,237 $218,640,297 UNAPPROPRIATED FUND BALANCE $42,744,130 $16,598,184 $29,442,350 $16,197,772 Days of Operation 30
Actual 2008-09 Fees & Service Charges Animal Pound & Adoption Fee Ambulance Service False Alarm Response Emergency 911 Interlocal Plan Review Contractor Registration Fee Engineering Inspection Fee Residential Building Plan Review Reinspection Fee File Searches Same Day Inspection Fee Convenience Copiers Recreation User Fee Recreation Rental Fee Swimming Fees Recreation Membership Card Fee Tennis Center Fee Food Manager/Handler Training Ticket Services/Sales Tree Trimming Assessments Child Safety Fees Sundry TOTAL FEES & SVC CHARGES Intergovernmental Revenue Payments from FISD: School Crossing Guards School Liaisons Payments from PISD: School Liaisons Collin County Library Grant Denton County Library Grant Plano-Richardson Trng. Ctr. / Misc. Interlocal Radio System Access TIF II Payback TOTAL INTERGOVT'L REVENUE TOTAL REVENUE Intragovernmental Transfers Intra-Fund Transfers From: Water & Sewer Fund Sustain. & Environ. Services Fund Recreation Revolving Fund Golf Course Fund Convention & Tourism Fund Municipal Drainage Fund TOTAL INTRAGOVT'L TRANSFERS TOTAL GENERAL FUND $202,523 3,734,939 384,789 1,027,902 66,751 190,983 121,596 31,463 57,285 37,325 53,595 15,098 547,520 119,294 660,931 2,282,752 228,346 73,883 72,192 130,391 103,147 824,952 $10,967,657
General Obligation Debt Service Fund Summary
Actual 2008-09 UNAPPROPRIATED FUND BALANCE Revenues Property Tax Current Delinquent Penalty & Interest Fund Interest Income Transfer-Conv. & Tour. Fund Police Academy Reimbursement TOTAL REVENUES TOTAL RESOURCES APPROPRIATIONS Bond and Certificates Principal Interest Transfer to Tech Infrastructure & Public Art Transfer to Tax Notes Moto Mesh Transfer to Tax Notes MotoMesh&Radio Sys Repl Transfer to Tax Notes Radio Sys Repl Transfer to Tax Notes Radio Sys Repl Exchanges Fees & Bond Sale Expense Subtotal New Debt - G.O. Debt New Debt-TxNts: Radio Sys Infra Repl New Debt TOTAL APPROPRIATIONS UNAPPROPRIATED FUND BALANCE $5,491,973 Budget 2009-10 $3,084,063 Re-Est 2009-10 $3,250,126 Budget % Change 2010-11 2010-11 $1,042,747 -66.2%
Water & Sewer Fund Summary
Actual 2008-09 WORKING CAPITAL Revenues Water Income Sewer Income Water Taps Water & Sewer Penalties Water Meters Construction Water Service Connect Fee Backflow Testing Sewer Tie-On Pre-Treatment Permits Interest Earnings Transfer in for Education Building Misc. Income TOTAL REVENUES TOTAL RESOURCES APPROPRIATIONS Operating Expense Salaries & Wages Materials & Supplies Contractual NTMWD - Water NTMWD - Wastewater NTMWD - Upper E. Fork Interceptor Retirement of NTMWD Debt Sundry Reimbursements Subtotal Capital Outlay TOTAL OPERATIONS Transfer to General Fund Transfer to Debt Service Transfer to W & S CIP Transfer to Capital Reserve Transfer to Loss Fund Transfer to Technology Fund Transfer to Technology Services Transfer for Sustainability TOTAL TRANSFERS TOTAL APPROPRIATIONS WORKING CAPITAL Days of Operation $12,430,047 $54,845,746 49,793,133 83,432 1,416,547 166,751 237,597 148,253 292,425 15,825 29,325 0 148,928 560,843 $107,738,805 $120,168,852 Budget 2009-10 $8,224,030 $61,035,890 53,280,000 92,596 1,339,257 138,222 284,372 156,586 288,425 15,871 28,203 35,000 148,928 463,828 $117,307,177 $125,531,207 Re-Est 2009-10 $10,555,173 $58,494,516 51,878,130 75,276 1,389,364 108,239 181,042 145,723 380,100 16,364 61,815 0 157,239 712,579 $113,600,387 $124,155,560 Budget 2010-11 $10,550,089 $62,236,249 52,354,600 84,296 1,420,082 109,051 200,589 146,816 382,951 16,487 62,279 20,000 157,239 590,366 $117,781,003 $128,331,091 % Change 2010-11 28.3% 2.0% -1.7% -9.0% 6.0% -21.1% -29.5% -6.2% 32.8% 3.9% 120.8% -42.9% 5.6% 27.3% 0.4% 2.2%
Water & Sewer Debt Service Fund Summary
Actual 2008-09 RESERVE FUND WORKING CAPITAL Fund Interest Income Transfer to W&S Debt Service TOTAL FUND BALANCE SINKING FUND UNAPPROPRIATED FUND BALANCE Transfer In (W & S Fund) Transfer In (W & S Reserve) Transfer to Escrow & Adj. Transfer In (Water Impact Fees) Transfer In (Sewer Impact Fees) Fund Interest Income TOTAL TOTAL RESOURCES APPROPRIATIONS Principal Interest Fees Subtotal Transfer to Sewer CIP TOTAL TRANSFERS TOTAL APPROPRIATIONS UNAPPROPRIATED FUND BALANCE $0 0 0 $0 $0 Budget 2009-10 $0 0 0 $0 $0 Re-Est 2009-10 $0 0 0 $0 $0 Budget 2010-11 $0 0 0 $0 $0 % Change 2010-11 0.0% 0.0% 0.0% 0.0% 0.0%
Sustainability & Environmental Services Fund Summary
Actual 2008-09 WORKING CAPITAL Revenues Commercial Franchise Special Refuse Collection Residential Collection Allied Waste, Inc. Recycling Sales of Landscape Bags Contributions via Utility Billing Sale of Compost Tipping Fees Miscellaneous Reimbursements Sustainability Program Transfer Trans from Fund Bal for Loan Payoff TOTAL REVENUES TOTAL RESOURCES APPROPRIATIONS Operating Expense Salaries & Wages Materials & Supplies Contractual NTMWD Sundry Reimbursements Subtotal Capital Outlay TOTAL OPERATIONS Transfer to General Fund Transfer to Technology Fund Transfer to W&S Fund-Env. Ed. Bldg. Transfer to Internal Loan Program Transfer to Loss Fund TOTAL TRANSFERS TOTAL APPROPRIATIONS WORKING CAPITAL Days of Operation $1,968,275 Budget 2009-10 $1,083,437 Re-Est 2009-10 $1,970,455 Budget 2010-11 $1,624,097 % Change 2010-11 49.9%
Municipal Drainage Utility Fund Summary
Actual 2008-09 WORKING CAPITAL Revenues Environmental Assessment Fees: Residential Class Fees Commercial Class Fees Miscellaneous Interest Income TOTAL REVENUES TOTAL RESOURCES APPROPRIATIONS Operating Expense Salaries & Wages Materials & Supplies Contractual Sundry Reimbursements Subtotal Capital Outlay TOTAL OPERATIONS Transfer to General Fund Transfer to Technology Fund Transfer to Revenue Debt TOTAL TRANSFERS TOTAL APPROPRIATIONS EST. RESERVE REQUIREMENT WORKING CAPITAL Days of Operation $4,783,774 Budget 2009-10 $2,308,190 Re-Est 2009-10 $4,605,320 Budget 2010-11 $2,347,724 % Change 2010-11 1.7%
Convention & Tourism Fund Summary
Actual 2008-09 WORKING CAPITAL Revenues Hotel/Motel Receipts Civic Center Fees Miscellaneous Interest Income TOTAL REVENUES TOTAL RESOURCES APPROPRIATIONS Operating Expenses Convention & Visitors Bureau Civic Center Operations Support of the Arts Historic Preservation Special Events Civic Center Equipment Rpl Fund Subtotal Capital Outlay TOTAL OPERATIONS Transfer to General Fund Transfer to Technology Fund Transfer to Debt Service TOTAL TRANSFERS TOTAL APPROPRIATIONS WORKING CAPITAL Days of Operation $4,056,600 $3,951,890 2,430,881 8,249 52,196 $6,443,216 $10,499,816 Budget 2009-10 $2,121,270 $4,494,486 2,606,819 7,000 60,000 $7,168,305 $9,289,574 Re-Est 2009-10 $2,394,612 $3,907,046 2,093,828 1,000 32,827 $6,034,701 $8,429,313 Budget 2010-11 $1,343,957 $3,946,116 1,992,858 1,000 30,000 $5,969,975 $7,313,932 % Change 2010-11 -36.6% -12.2% -23.6% 0.0% -50.0% -16.7% -21.3%
** Municipal Golf Course is scheduled to close for renovations on October 1, 2010. Estimated re-opening is scheduled for October 2011.
32
2010-11 City Manager's Recommended Budget
Fund Summaries
Recreation Revolving Fund Summary
Actual 2008-09 WORKING CAPITAL Revenues Recreation Fees Contributions Interest Income Sundry TOTAL REVENUES TOTAL RESOURCES APPROPRIATIONS Operating Expense Salaries & Wages Materials & Supplies Contractual Sundry Subtotal Capital Outlay TOTAL OPERATIONS Transfer to General Fund TOTAL TRANSFERS TOTAL APPROPRIATIONS WORKING CAPITAL Days of Operation $530,291 Budget 2009-10 $378,035 Re-Est 2009-10 $529,180 Budget 2010-11 $419,479 % Change 2010-11 11.0%
Property & Liability Loss Fund Summary
Actual 2008-09 WORKING CAPITAL Resources General Fund Transfer In Water & Sewer Fund Transfer In Sustain. & Env. Svcs. Fund Transfer In Claims Recovered Interest Earned TOTAL REVENUES TOTAL RESOURCES APPROPRIATIONS Workers' Compensation Judgements and Damages Risk Management Operations TOTAL APPROPRIATIONS UNAPPROPRIATED FUND BALANCE $1,690,722 Budget 2009-10 $185,922 Re-Est 2009-10 $465,279 Budget 2010-11 $297,566 % Change 2010-11 37.5%
Community Access TV Fund Summary
Actual 2008-09 WORKING CAPITAL $338,475 Budget 2009-10 $115,863 Re-Est 2009-10 $254,378 Budget 2010-11 $297,035 % Change 2010-11 156.4%
Revenues Plano Television Network Fee $258,945 Interest Income 5,853 Cable Community Grant 150,000 Transfer In Gen Fund - Franchise Fees 133,769 Transfer In Technology Fund 250,000 Miscellaneous 12,709 TOTAL REVENUES $811,276 TOTAL RESOURCES $1,149,751 APPROPRIATIONS Operating Expense Salaries & Wages $771,442 Materials & Supplies 55,540 Contractual 67,940 Sundry 2,393 Equipment Replacement 0 Subtotal 897,315 (1,942) Capital Outlay TOTAL APPROPRIATIONS 895,373 WORKING CAPITAL $254,378 Days of Operation
Capital Reserve Fund Summary
Actual 2008-09 WORKING CAPITAL Revenues General Fund Transfer In Water & Sewer Transfer In Property Mgmt Transfer In Fund Interest Earnings Rollback Taxes Miscellaneous Transfer from Developer's Escrow Reimbursement from Collin County Screening Walls TOTAL REVENUE TOTAL RESOURCES APPROPRIATIONS Streets & Drainage Projects Park Improvement Projects Municipal Facilities Projects Water & Sewer Projects Audit Adjustment TOTAL OPERATIONS TOTAL APPROPRIATIONS WORKING CAPITAL $6,895,227 3,157,491 3,530,628 228,325 (220,942) $13,590,729 $13,590,729 $38,907,914 $9,354,000 4,580,000 2,319,000 450,000 0 $16,703,000 $16,703,000 $23,366,871 $15,314,000 4,617,000 6,449,000 430,000 0 $26,810,000 $26,810,000 $25,822,914 $9,294,000 3,710,000 3,571,000 450,000 0 $17,025,000 $17,025,000 $22,931,265 -0.6% -19.0% 54.0% 0.0% 0.0% 1.9% 1.9% -1.9% $37,446,122 Budget 2009-10 $26,017,371 Re-Est 2009-10 $38,907,914 Budget 2010-11 $25,822,914 % Change 2010-11 -0.7%
Equipment Replacement Fund Summary
Actual 2008-09 WORKING CAPITAL Depreciation Transfers In General Fund Police - Special Equipment Fund Fire - Special Equipment Fund Recreation - Equipment Fund Grant Fund Government Access/CATV Water & Sewer Sustainability & Environmental Svcs. Convention & Tourism Municipal Drainage Utility Golf Course Recreation Revolving Equipment Maintenance Office Services Warehouse Property/Liability Loss Technology Services Traffic Safety Fund TOTAL TRANSFERS Other Revenues Auction Proceeds Interest Internal Loans Miscellaneous TOTAL REVENUE TOTAL RESOURCES Expenditures General Fund Police - ERF Fire - ERF Recreation - ERF Civic Centre - ERF Grant Fund Water & Sewer Sustainability & Environmental Svcs. Convention & Tourism Fund Municipal Drainage Golf Course Equipment Maintenance Miscellaneous & Small Equipment TOTAL EXPENDITURES WORKING CAPITAL POLICE EQUIPMENT RESERVE FIRE EQUIPMENT RESERVE RECREATION EQUIPMENT RES. CIVIC CENTRE EQUIPMENT RES. ERF UNRESERVED TOTAL WORKING CAPITAL $10,159,065 Budget 2009-10 $10,398,608 Re-Est 2009-10 $15,622,990 Budget 2010-11 $10,369,790 % Change 2010-11 -0.3%
Property Management Fund Summary
Actual 2008-09 WORKING CAPITAL Revenues Rents Interest TOTAL REVENUES TOTAL RESOURCES APPROPRIATIONS Operating Expense Materials & Supplies Contractual Subtotal TOTAL OPERATIONS Transfer to Capital Reserve TOTAL TRANSFERS TOTAL APPROPRIATIONS WORKING CAPITAL $432,081 $42,309 7,048 $49,357 $481,438 Budget 2009-10 $432,555 $39,431 5,000 $44,431 $476,986 Re-Est 2009-10 $450,179 $34,431 5,000 $39,431 $489,610 Budget 2010-11 $433,351 $0 0 $0 $433,351 % Change 2010-11 0.2% -100.0% -100.0% -100.0% -9.1%
HUD Fund Summary
Actual 2008-09 TOTAL HUD REVENUES APPROPRIATIONS CDBG: Housing Rehabilitation Administrative Homelessness Prevention Homeownership Program Habitat for Humanity of South Collin Co. Collin County MHMR/ Lifepath Systems Plano Housing Corporation Collin Intervention to Youth Boys and Girls Clubs of Collin County AIDS Services of North Texas Plano Housing Authority Plano Community Homes Communities in Schools Dallas Crossroads Family Services LaunchAbility Maurice Barnett Geriatric Wellness Sub-Total CDBG: HOME: Housing Rehabilitation Administrative Homeownership Program (ADDI) Plano Housing Corporation Habitat for Humanity of South Collin Co. Christ United Methodist Church Sub-Total HOME: TOTAL APPROPRIATIONS $1,439,456 Budget 2009-10 $1,982,151 Re-Est 2009-10 $1,924,553 Budget 2010-11 $1,759,098 % Change 2010-11 -11.3%
Criminal Investigation Fund Summary
Actual 2008-09 UNAPPROPRIATED FUND BALANCE Forfeited Property Interest Auction Proceeds Grants and Miscellaneous TOTAL REVENUES TOTAL RESOURCES APPROPRIATIONS Operating Expense Materials & Supplies Contractual - Professional Reimbursements to Other Funds Capital Outlay TOTAL APPROPRIATIONS UNAPPROPRIATED FUND BALANCE $1,007,960 $260,469 17,404 58,569 27,478 $363,920 $1,371,880 Budget 2009-10 $794,060 $50,000 10,500 20,000 10,000 $90,500 $884,560 Re-Est 2009-10 $1,344,402 $50,000 10,500 35,000 61,532 $157,032 $1,501,434 Budget 2010-11 $1,193,370 $50,000 10,500 20,000 10,000 $90,500 $1,283,870 % Change 2010-11 50.3% 0.0% 0.0% 0.0% 0.0% 0.0% 45.1%
$0 7,966 19,513 0 $27,479 $1,344,402
$110,000 20,000 10,000 170,000 $310,000 $574,560
$90,000 143,064 25,000 50,000 $308,064 $1,193,370
$75,000 115,000 10,000 110,000 $310,000 $973,870
-31.8% 475.0% 0.0% -35.3% 0.0% 69.5%
40
2010-11 City Manager's Recommended Budget
Fund Summaries
Technology Fund Summary
Actual 2008-09 WORKING CAPITAL Revenues General Fund Water & Sewer Fund Sustainability & Environmental Municipal Drainage Fund Convention & Tourism Fund Sprooles Library Fund Interest Earnings Transfer from PC Replacement Transfer from Tech Fund 66 Intergovernmental Revenue Certificates of Obligation TOTAL REVENUES TOTAL RESOURCES APPROPRIATIONS Operating Expense Fund 62 Projects Fund 29 Projects TOTAL OPERATIONS Transfer to CATV Transfer to Fire Facilities TOTAL TRANSFERS TOTAL APPROPRIATIONS WORKING CAPITAL RESERVED FOR PROJECTS WORKING CAPITAL $20,006,196 $1,000,000 300,000 60,000 20,000 20,000 0 348,922 1,150,000 2,000,000 143,192 6,437,735 $11,479,849 $31,486,045 Budget 2009-10 $14,012,651 $1,000,000 300,000 60,000 20,000 20,000 0 300,000 500,000 0 0 10,000,000 $12,200,000 $26,212,651 Re-Est 2009-10 $22,040,360 $1,000,000 300,000 60,000 20,000 20,000 145,609 355,000 500,000 0 28,638 10,119,767 $12,549,014 $34,589,374 Budget 2010-11 $9,684,250 $1,000,000 300,000 60,000 20,000 0 0 300,000 0 0 0 0 $1,680,000 $11,364,250 % Change 2010-11 -30.9% 0.0% 0.0% 0.0% 0.0% -100.0% 0.0% -100.0% 0.0% 0.0% -100.0% -86.2% -56.6%
PC Replacement Fund Summary
Actual 2008-09 WORKING CAPITAL Revenues General Fund Govt Access/CATV Municipal Court Technology Water & Sewer Fund Sustainability & Environ. Svcs. Convention & Tourism Recreation Revolving Equipment Maintenance Office Services Municipal Warehouse Property/Liability Loss Technology Services Economic Development Miscellaneous TOTAL REVENUES TOTAL RESOURCES $1,987,144 Budget 2009-10 $805,469 Re-Est 2009-10 $864,896 Budget 2010-11* $639,094 % Change 2010-11 -20.7%
APPROPRIATIONS Operating Expense Non-Capital Software $0 $0 $0 $0 Non-Capital Hardware 601,401 186,139 300,357 50,000 Sundry 32,873 0 0 0 Capital Software 0 0 0 0 Capital Computer Hardware 140,679 18,500 18,500 18,500 TOTAL OPERATIONS $774,953 $204,639 $318,857 $68,500 Transfer to Technology Fund $1,150,000 $500,000 $500,000 $0 TOTAL APPROPRIATIONS $1,924,953 $704,639 $818,857 $68,500 WORKING CAPITAL $864,896 $711,969 $639,094 $585,594 Computer Reserve $200,000 $500,000 $500,000 $0 Available Fund Balance $664,896 $211,969 $139,094 $585,594 Total Working Capital $864,896 $711,969 $639,094 $585,594 * 2010-11 will be a "catch-up" year for PC Replacements. A new replacement cycle will begin in FY 2011-12.
Detail of Intragovernmental Transfers Summary
Actual 2008-09 TO GENERAL FUND FROM: Water & Sewer Fund Sustainability & Environmental Services Fund Recreation Revolving Fund Golf Course Fund Convention & Tourism Fund Municipal Drainage Fund Subtotal General Fund TO G. O. DEBT FUND FROM: Convention & Tourism Fund Subtotal G. O. Debt Fund TO WATER & SEWER DEBT SERVICE FROM: Water & Sewer Fund Subtotal Water & Sewer Debt Service Fund TO COMMUNITY ACCESS TV FUND FROM: General Fund Technology Fund Subtotal Community Access TV Fund TOTAL INTRAGOVERNMENTAL Budget 2009-10 Re-Est 2009-10 Budget 2010-11 % Change 2010-11 -4.30% 0.30% 0.90% -100.00% -16.70% 2.80% -4.30%
2010-11 Personnel Worksheet - Full Time Positions by Department
Department / Position 01-112 City Manager Administrative Assistant, Sr. City Manager Administrative Assistant Administrative Assistant, Executive 2009-10 Budget 2009-10 Changes 2009-10 Re-Est 2010-11 Changes 2010-11 Budget
1 1 0 2 4
1
(1) 0
2 1 0 1 4
2 1 0 1 4
01-113 Legal Assistant City Attorney II Assistant City Attorney III City Attorney First Assistant City Attorney Legal Secretary Legal Secretary, Sr. Paralegal, Sr.
1 3 1 1 3 1 1 11
1 3 1 1 3 1 1 11
1 3 1 1 3 1 1 11
01-114 Municipal Court Judge Administrative Assistant, Sr. Associate Judge Associate Judge, Sr. Chief Municipal Court Judge Court Coordinator
1 1 1 1 1 5
1 1 1 1 1 5
1 1 1 1 1 5
01-115 City Secretary Administrative Assistant, Sr. Assistant City Secretary City Secretary
1 1 1 3
1 1 1 3
1 1 1 3
01-116 Public Information Administrative Coordinator Director Public Information Public Information Assistant Public Info. Coordinator Sr.
1 1 2 3 7
(2) (2)
1 1 0 3 5
1 1 0 3 5
01-121 Development Business Center Administrative . Asst. to DCM Deputy City Manager
01-211 Finance Administrative Coordinator Director of Finance
1 1 2
1 1 2
1 1 2
01-212 Accounting Account Clerk II Account Clerk, Sr.
5 5
5 5
5 5
44
2010-11 City Manager's Recommended Budget
Personnel
Department / Position Accountant I Accountant II Accounting Supervisor Controller Payroll Supervisor
2009-10 Budget 1 2 2 1 1 17
2009-10 Changes
2009-10 Re-Est 1 2 2 1 1 17
2010-11 Changes
2010-11 Budget 1 2 2 1 1 17
01-213 Budget & Research Budget Analyst I Budget Analyst II Budget Analyst, Sr. Budget Consultant Budget and Grant Coordinator Budget Manager Director of Budget & Research
1 1 2 0 1 1 1 7
1 (2) 2 (1)
0
1 2 0 2 0 1 1 7
1 2 0 2 0 1 1 7
01-214 Municipal Court Administration Court Systems Administrator Municipal Court Administrator Municipal Court Clerk I Municipal Court Clerk II Municipal Court Clerk Supervisor Municipal Court Clerk, Sr. System Support Coordinator, Sr.
01-361 Purchasing Buyer I Buyer II Buyer, Sr. Buyer Supervisor Chief Purchasing Officer Purchasing Manager Specification Analyst
1 2 2 2 1 1 1 10
2 (1)
1
3 2 1 2 1 1 1 11
3 2 1 2 1 1 1 11
01-381 Human Resources Administrative Assistant, Sr Administrative Coordinator Administrative Support Supv Assistant City Manager Benefits Specialist, Sr Compensation Specialist, Sr Compensation/Benefits Manager Director Human Resources Human Resources Assistant, Sr Human Resources Generalist, Sr Human Resources Manager Retirement Administrator Retirement Specialist
1 1 1 1 1 1 1 0 1 3 1 0 1 13
(1)
1
0
1 1 1 0 1 1 1 1 1 3 1 1 0 13
(1)
(1)
(2)
0 1 1 0 1 1 1 0 1 3 1 1 0 11
01-384 Professional Development Center Administrative Assistant, Sr Administrative Coordinator HRIS Specialist Organizational Development Manager 01-385 Volunteer Resources Volunteer Coordinator Volunteer Resources Supervisor
1 1 1 1 4 0 1 1 1 1
1 1 1 1 4 1 1 2
1 1 1 1 4 1 1 2
01-511 Public Safety Svcs Business Center Administrative . Asst. to DCM Deputy City Manager - PSSBC
1 1 2
1 1 2
1 1 2
01-532 Police Assistant Chief of Police Captain Chief of Police Lieutenant Police Officer Sergeant Account Clerk I Administrative Assistant Administrative Assistant, Sr.
1 4 1 13 283 38 1 1 9
(1)
1 4 1 13 282 38 1 1 9
1 4 1 13 282 38 1 1 9
46
2010-11 City Manager's Recommended Budget
Personnel
Department / Position Administrative Support Supervisor CAPERS Coordinator Compliance Coordinator, Sr. Crime Prevention Specialist Crime Scene/Property Ev./Qtr Mgr. Criminalist Criminalist Supervisor Jail Manager Jail Supervisor Jailer Police Administrative Manager Police Alarm Assistant Police Budget Analyst Police Crime Analyst Police Crime Analyst, Sr. Police Laboratory Safety Coord Police Legal Advisor, Sr. Police Open Records Assistant Police Open Records Assistant, Sr. Police Planning & Research Coordinator Police Public Info Coordinator Police Quarter Master Assistant Police Quarter Master, Sr. Police Quarter Master Supervisor Police Records Assistant Police Records Assistant, Sr. Police Records Manager Police Records Supervisor Police Terminal Agency Coordinator Property Unit Supervisor Property/Evidence Specialist Public Safety Officer Supervisors Public Safety Officers Website Assistant
Department / Position 01-534 Public Safety Communications 9-1-1 Coordinator Administrative Assistant, Sr Administrative Coordinator Director Public Safety Communications PSC Computer Operations Coord. PSC Operations Coordinator Public Safety Communications Educ Rep Public Safety Communications Manager Public Safety Communications Specialist (or Recruit) Public Safety Communications Supervisor Public Safety Communications Training Coordinator Quality Assurance Coordinator Radio System Coordinator Radio System Manager Radio Technician Radio Technician , Sr.
01-536 Plano-Richardson Training Center Police Training Assistant
1 1
1 1
1 1
01-552 Fire Assistant Fire Chief Battalion Chief Fire Apparatus Operator Fire Captain Fire Chief Fire Rescue Specialist Lieutenant
4 9 51 39 1 193 24 321
3
(4) (1)
4 9 51 42 1 193 20 320
4 9 51 42 1 193 20 320
01-555 Fire Civilian Administrative Assistant Administrative Assistant, Sr Administrative Coordinator Fire Budget Analyst Fire Open Records Assistant Fire Research Analyst
3 5 1 1 1 1 12
3 5 1 1 1 1 12
(1)
(1)
2 5 1 1 1 1 11
01-556 Emergency Management Administrative Assistant, Sr Director Emergency Management Emergency Management Specialist Emergency Management Specialist Sr.
1 1 1 2 5
1 1 1 2 5
1 1 1 2 5
01-582 Health Administrative Assistant Administrative Assistant, Sr Administrative Support Supervisor Director Environmental Health Environmental Health Specialist Environmental Health Specialist, Sr Health Manager Inspection Services Supervisor
1 2 1 1 5 4 1 1 16
1 2 1 1 5 4 1 1 16
(1)
(1)
1 2 1 1 4 4 1 1 15
01-583 Animal Services
48
2010-11 City Manager's Recommended Budget
Personnel
Department / Position Administrative Assistant, Sr Animal Services Manager Animal Services Officer I Animal Services Officer II Animal Services Officer, Sr Animal Services Supervisor
2009-10 Budget 1 1 0 17 2 2 23
2009-10 Changes
1 (1)
0
2009-10 Re-Est 1 1 1 16 2 2 23
2010-11 Changes
2010-11 Budget 1 1 1 16 2 2 23
01-611 Public Services & Operations Business Center Deputy City Manager
01-622 Planning Administrative Assistant Administrative Assistant, Sr. Administrative Assistant, Tech Administrative Support Supervisor Community Development Coordinator Community Development Coordinator, Sr. Community Services Manager Data Base Administrator Day Labor Center Coordinator Day Labor Center Supervisor Director of Planning GIS Analyst GIS Analyst, Sr. GIS Manager GIS Tech Landscape Architect Long Range Planning Manager Mapping/Information Supervisor Mapping/Information Tech Neighborhood Services Supervisor Planner Planner, Sr. Planning Manager Planning Tech Planning Tech, Sr. Rehabilitation Estimator Rehabilitation Estimator, Sr.
01-624 Building Inspections Administrative Assistant, Sr Administrative Support Supervisor Building Inspections Manager
2 2 2
2 2 2
(1) (1)
1 1 2
2010-11 City Manager's Recommended Budget
49
Personnel
Department / Position Building Inspector Building Inspector, Sr Chief Building Official Code Compliance Inspector Code Compliance Inspector, Sr Code Compliance Rep Code Compliance Rep Sr Electrical Inspector Electrical Inspector, Sr Inspection Assistant, Sr Inspection Services Supervisor Permit Services Rep, I Permit Services Rep, II Permit Services Rep, Sr Plans Examiner Plans Review Services Supervisor Plumbing Inspector, Sr Public Information Assistant Records Assistant
01-631 Park & Recreation Administration Administrative Coordinator Director Parks & Recreation
1 1 2
1 1 2
1 1 2
01-632 Creative Arts Creative Arts Complex Supervisor Cultural Programs Coordinator Theater Technician Theater Venue Supervisor
1 1 2 1 5
1 1 2 1 5
(1) (1)
(2)
0 0 2 1 3
01-633 Marketing/Special Events Community Resources Manager Event Coordinator Event Supervisor
1 1 1 3
1 1 1 3
(1)
(1)
0 1 1 2
01-634 Park Field Services Irrigation Installer Irrigation Programming Tech Labor/Mtn Worker Park Field Services Supervisor Park Irrigation Technology Supervisor Park Operations Superintendent Park Renovation Project Coord Park Support Field Tech Supervisor
1 1 2 1 1 1 1 1 9
1 1 2 1 1 1 1 1 9
1 1 2 1 1 1 1 1 9
01-635 Park Planning Administrative Assistant, Sr. Chief Park Planner Landscape Architect Park Compliance Coordinator Planning Tech Trail System Planner Urban Forester
1 1 2 1 1 1 1 8
1 1 2 1 1 1 1 8
1 1 2 1 1 1 1 8
50
2010-11 City Manager's Recommended Budget
Personnel
Department / Position 01-636 Athletic Operations Athletic Coordinator Athletic Superintendent Park Administrative Superintendent Park Field Services Specialist Park Superintendent
2009-10 Budget
2009-10 Changes
2009-10 Re-Est
2010-11 Changes
2010-11 Budget
1 1 1 2 1 6
1 1 1 2 1 6
(1) (1)
1 1 1 1 1 5
01-637 Athletic Field Maintenance Athletic Field Mtn Supervisor Crew Leader Equipment Operator Labor Maintenance Worker Park District Assistant Supervisor
1 5 1 4 1 12
1 5 1 4 1 12
1 5 1 4 1 12
01-638 Park Technical Services Accountant I Marketing Specialist Park Technology Specialist Technology Services Manager
1 1 1 1 4
1 1 1 1 4
1 1 1 1 4
01-641 Park Administration Administrative Assistant, Sr. Park Operations Supt Park Services Manager
2 1 1 4
2 1 1 4
(1) (1)
2 0 1 3
2010-11 City Manager's Recommended Budget
51
Personnel
Department / Position 01-643 Park Support Services Electrical Tech Equipment Operator Equipment Operator, Sr. Forestry Technician Labor Maintenance Worker Park District Asst Supervisor Park Support Field Tech Supervisor Park Plumbing/Pool Technician Park Sign Technician Park Support District Supervisor Playground Maintenance Technician Trail Maintenance Technician
2009-10 Budget 2 2 2 1 4 2 0 2 1 1 3 1 21
2009-10 Changes
2009-10 Re-Est 2 2 2 1 4 1 1 2 1 1 3 1 21
2010-11 Changes
2010-11 Budget 2 2 2 1 4 1 1 2 1 1 3 1 21
(1) 1
0
01-644 Grounds Maintenance Services District #1 Chemical Application Technician Equipment Operator Equipment Operator, Sr. Irrigation Technician Labor Maintenance Worker Park District Assistant Supervisor Park District Supervisor
1 4 4 1 3 2 1 16
1 4 4 1 3 2 1 16
1 4 4 1 3 2 1 16
01-647 Sports Turf. Maint. Services Chemical Application Technician Crew Leader Equipment Operator Equipment Operator, Sr. Irrigation Installer Irrigation Technician Labor Maintenance Worker Park District Supervisor Park Irrigation Maintenance Supervisor
2 1 4 4 1 3 3 1 1 20
2 1 4 4 1 3 3 1 1 20
(1)
(1)
2 1 4 4 1 3 2 1 1 19
01-648 Grounds Maintenance Services District #2 Chemical Application Technician Equipment Operator Equipment Operator, Sr. Irrigation Technician Labor Maintenance Worker Park District Assistant Supervisor Park District Supervisor
1 3 3 1 4 2 1 15
1 3 3 1 4 2 1 15
1 3 3 1 4 2 1 15
01-649 Natural Resources Equipment Operator Equipment Operator, Sr. Labor Maintenance Worker Park Administrative Superintendent Park Natural Resources Specialist
01-658 Ground Maintenance District #3 Chemical Application Technician Equipment Operator Equipment Operator Sr. Irrigation Technician Labor Maintenance Worker Park District Assistant Supervisor Park District Supervisor Park Operations Superintendent
1 3 3 1 4 2 1 1 16
(1)
(1)
(2)
1 2 3 1 3 2 1 1 14
1 2 3 1 3 2 1 1 14
01-661 Douglass Recreation Center Recreation Aide Recreation Coordinator Recreation Supervisor
01-668 Oak Point Park Nature Preserve Nature Preserve Superintendent Park Ranger Recreation Supervisor
1 1 1 3
1 1 1 3
1 1 1 3
01-681 Library Administration Administrative Assistant, Sr. Administrative Support Supervisor Development Coordinator Deputy Director of Libraries (transitional) Director of Libraries Library Technology Coordinator Van Driver Van Driver Supervisor
01-686 Special Library - MRL & GLHTA Genealogy Librarian Supervisor Library Technician Municipal Reference Librarian Public Services Librarian, Sr.
1 1 1 1 4
1 1 1 1 4
1 1 1 1 4
01-687 Maribelle Davis Library Administrative Assistant, Sr. Children's Services Librarian Supervisor Library Assistant Library Manager Library Services Representatives Library Support Supervisor Public Services Librarian Supervisor Public Services Librarian, Sr.
1 1 2 1 9 1 1 6 22
(1)
1
0
0 1 2 1 10 1 1 6 22
0 1 2 1 10 1 1 6 22
2010-11 City Manager's Recommended Budget
55
Personnel
01-688 Christopher Parr Library Administrative Assistant, Sr. Children's Services Librarian Supervisor Library Assistant Library Manager Library Services Representatives Library Support Supervisor Public Services Librarian Supervisor Public Services Librarian Public Services Librarian, Sr.
1 1 1 1 9 1 1 1 4 20
1 1 1 1 9 1 1 1 4 20
1 1 1 1 9 1 1 1 4 20
01-711 Public Works Administration Administrative Assistant, Sr. Administrative Support Supervisor Programmer Analyst II Public Works Construction Superintendent Public Works Operations Manager Public Works Superintendent Traffic Operations
01-721 Engineering Administrative Assistant, Sr. Administrative Assistant, Tech Administrative Support Supervisor Chief Engineer CIP Budget Coordinator Construction Inspection Supervisor Construction Inspector Construction Inspector, Sr. Deputy Director of Public Works & Engineering Director of Public Works & Engineering Engineer, Sr. Engineering Manager Engineering Technician Engineering Technician, Sr. Facilities Construction Coordinator, Sr. Facilities Services Manager Traffic Engineer I Traffic Engineer II Traffic Engineer, Sr. Transportation Engineering Manager Transportation Engineering Tech, Sr.
1 2 1 2 1 1 6 2 0 1 1 0 1 1 2 1 2 1 2 1 2 31
(2)
(1) 1
1 1
0
1 2 1 0 1 1 5 3 0 1 2 1 1 1 2 1 2 1 2 1 2 31
1
(1)
0
1 2 1 0 1 1 5 3 1 1 2 1 1 0 2 1 2 1 2 1 2 31
01-742 Streets Construction Inspector, Sr. Crew Leader Equipment Operator Equipment Operator, Sr. Labor Maintenance Worker Public Works Superintendent Streets Drng Street/Drainage Supervisor
3 8 5 6 11 1 3 37
3 8 5 6 11 1 3 37
(1)
(1)
(2)
2 8 5 6 10 1 3 35
01-743 Signals Crew Leader Labor Maintenance Worker Traffic Signal Technician I
TOTAL GOVT. ACCESS/CATV FUND 41-421 Customer & Utility Services Administrative Assistant, Sr. Administrative Coordinator Assistant City Manager Call Center Supervisor Collections Representative Collections Representative, Sr. Collections Supervisor Customer & Utility Services Manager Customer & Utility Services Rep. I Customer & Utility Services Rep. II Customer & Utility Services Rep., Sr. Franchised Utilities Coordinator
1 1 1 1 0 1 1 1 1 2 9 1 20
1
1 (2)
0
1 1 1 1 1 1 1 1 2 0 9 1 20
1 1 1 1 1 1 1 1 2 0 9 1 20
41-422 Field Service Billing Representative, Sr. CIS System Specialist CUS Field Technician CUS Field Technician Sr. CUS Systems Specialist Customer & Utility Services Rep., Sr. Customer/Utility Services Manager Field Services Specialist Field Services Supervisor Field Technology Supervisor Meter Reader Systems Support & Billing Supervisor Systems Support Coordinator, Sr.
TOTAL SUSTAINABILITY & ENVIRONMENTAL SVCS FUND 46-125 Convention & Visitors Bureau Administrative Assistant, Sr. Booking/Event Coordinator Convention & Visitors Bureau Manager Sales Consultant Sales Consultant, Sr.
1 1 1 2 1 6
1 (1) 0
1 1 1 3 0 6
1 1 1 3 0 6
46-128 Civic Center Operations Administrative Assistant, Sr. Audio/Visual Technician Banquet Chef Banquet Server Banquet Supervisor Booking/Event Coordinator Catering Sales Coordinator Crew Leader Executive Chef Facility Maintenance Mechanic II Food Outlet Supervisor Food Sales & Services Supervisor Food Services Coordinator Labor Maintenance Worker Offsite Food Service Coordinator Plano Centre Attendant
1 1 2 4 1 2 1 3 1 1 1 1 1 0 1 3
(1)
1 1 2 4 1 2 1 3 1 1 1 1 1 0 1 2
1 1 2 4 1 2 1 3 1 1 1 1 1 0 1 2
60
2010-11 City Manager's Recommended Budget
Personnel
Department / Position Plano Centre Financial Specialist Plano Centre Groundskeeper Plano Centre Manager Plano Centre Support Services Supervisor Sales Consultant
2009-10 Budget 1 0 1 1 1 28 34
2009-10 Changes 1
0
2009-10 Re-Est 1 1 1 1 1 28 34
2010-11 Changes
2010-11 Budget 1 1 1 1 1 28 34
TOTAL CONVENTION & TOURISM FUND 47-471 Municipal Drainage Operations Crew Leader Equipment Operator Equipment Operator, Sr. Labor Maintenance Worker Pub Works Asst Supt Streets Drg Street/Drainage Supervisor
4 4 2 6 1 1 18
4 4 2 6 1 1 18
4 4 2 6 1 1 18
47-472 Municipal Drainage Administration Engineer II Engineer, Sr. Mapping / Information Tech
1 1 1 3
1 1 1 3
1 1 1 3
47-473 Storm Water Storm Water Program Administrator (transfer from 582) Storm Water Specialist
1 2 3 24
1 2 3 24
1 2 3 24
TOTAL MUNICIPAL DRAINAGE FUND 48-673 Golf Course Maintenance Equipment Operator Equipment Operator, Sr Golf Course / Park Operation Equipment Mechanic Golf Superintendent Head Greenskeeper Irrigation Technician
3 1 1 0 1 1 7 7
1 (1) 0
3 1 1 1 0 1 7 7
3 1 1 1 0 1 7 7
TOTAL GOLF COURSE FUND 51-051 Recreation Revolving Programs Gymnastics Head Coach Playground Coordinator Recreation Aide Recreation Coordinator Recreation Supervisor
2 1 2 5 2 12 12
(1) (2)
(3) (3)
2 0 0 5 2 9 9
2 0 0 5 2 9 9
TOTAL RECREATION REVOLVING FUND 55-232 Building Security Fee Public Safety Officer
1 1 1
1 1 1
1 1 1
TOTAL BUILDING SECURITY FEE 61-342 Fleet Services Administrative Assistant, Sr Apprentice Automotive Technician
1 1
1 1
1 1
2010-11 City Manager's Recommended Budget
61
Personnel
Department / Position Automotive Technician Fire Emergency Vehicle Technician Fleet Coordinator Fleet Coordinator, Sr. Fleet Manager Fleet Representative Fleet Superintendent Fleet Supervisor Heavy Truck & Equipment Technician Labor Maintenance Worker Welder/Fabricator
TOTAL OFFICE SERVICES FUND 64-364 Inventory Control/Asset Disposal Buyer Contract Specialist Inventory Control Supervisor Inventory Control Technician Inventory Technician, Sr.
0 1 1 2 4 8 8
1 (1) 1 (1) 0
1 0 1 3 3 8 8
1 0 1 3 3 8 8
TOTAL WAREHOUSE FUND 65-117 Risk Management Administrative Assistant, Sr. Claims Coordinator Loss Control Specialist Risk Manager Risk Program Manager
1 1 1 1 1 5 5
1 1 1 1 1 5 5
1 1 1 1 1 5 5
TOTAL PROPERTY/LIABILITY LOSS FUND 66-395 Technology Services Administrative Assistant, Sr. Desktop Manager Desktop Technician Desktop Technician, Sr. Director of Technology Services Info Svcs Budget Analyst Infrastructure Manager Network Engineer Network Engineer, Sr. Network Services Supervisor Programmer Analyst I Programmer Analyst II Programmer Analyst, Sr.
2 1 4 3 1 1 1 9 1 1 1 2 7
2 1 4 3 1 1 1 9 1 1 1 2 7
(1)
2 1 4 3 1 1 1 8 1 1 1 2 7
62
2010-11 City Manager's Recommended Budget
Personnel
Department / Position Special Projects Manager Systems & Programming Manager Technical Manager Technical Svcs Ops Manager
2009-10 Budget 1 1 1 1 38
2009-10 Changes
2009-10 Re-Est 1 1 1 1 38
2010-11 Changes
(1)
2010-11 Budget 1 1 1 1 37
66-396 Public Safety Systems Support Programmer Analyst II Programmer Analyst. Sr. Public Safety System Support Manager
TOTAL TECHNOLOGY SERVICES FUND 76-226 Economic Development Administrative Assistant Administrative Assistant, Sr. Director Business Retention & Expansion Director Economic Development Director of Marketing & Redevelopment
1 1 1 1 1 5 5
1 1 1 1 1 5 5
1 1 1 1 1 5 5
TOTAL ECONOMIC DEVELOPMENT FUND 86-276 Juvenile Case Manager Juvenile Case Manager
1 1 1
1 1 1
1 1 1
TOTAL JUVENILE CASE MANAGER FUND 87-282 Traffic Safety Fund Police Officer
1 1 1
1 1 1
2 2 2
2 2 2
TOTAL TRAFFIC SAFETY FUND
GRAND TOTAL ALL FUNDS
2,092
(20)
2,072
(23)
2,049
2010-11 City Manager's Recommended Budget
63
Personnel
2010-11 Personnel Worksheet Part-Time Positions by Department
Department / Position 01-112 City Manager Public Information Assistant 09-10 Budget 09-10 Changes 09-10 Re-Est. 10-11 Changes 10-11 Budget
1 1
1 1
1 1
01-118 School Crossing Guard Program Crossing Guard Supervisors School Crossing Guard Program Coordinator School Crossing Guards 01-214 Municipal Court Administration Municipal Court Clerk I Municipal Court Clerk II
3 1 71 75 1 1 2
3 1 71 75 1 1 2
3 1 71 75 1 1 2
01-321 Records Management Micrographics Technician 01-385 Volunteer Resources Volunteer Coordinator
1 1 2 2 (2) (2)
1 1 0 0
1 1 0 0
01-532 Police Administrative Assistant, Sr. Police Alarms Assistant Police (Officer) Intern Police Records Assistant 01-534 Public Safety Communications PSC Specialist Public Information Splst 01-536 Plano-Richardson Training Center Range Technician
Department / Position 01-633 Marketing / Special Events Customer Service Representative 01-635 Park Planning Parks & Recreation Intern 01-636 Athletic Operations Athletic Facilities Assistant 01-638 Park Technical Services Project Manager 01-654 PAC/NAT/JCP Head Lifeguard II Lifeguard 01-655 Tennis Labor Maintenance Worker Recreation Aide Tennis Center Assistant 01-656 Senior Services Recreation Aide Senior Services Van / Bus Driver 01-657 Interurban Railway Museum Interurban Railway Station Docent 01-661 Douglass Recreation Center Recreation Aide 01-662 Adult Sports Administrative Assistant Athletic Program Rep. Recreation Aide 01-663 Carpenter Park Recreation Center Recreation Aide 01-664 Oak Point Center Head Lifeguard II Lifeguard Recreation Aide 01-665 Liberty Recreation Center Head Lifeguard II Lifeguard Recreation Aide 01-667 Tom Muehlenbeck Center Head Lifeguard II Lifeguard Recreation Aide 01-668 Oak Point Park Nature Preserve Recreation Aide 01-681 Library Administration Library Services Representative (2 Pool Positions) Public Services Librarian (2 Pool Positions)
45-749 Environmental Waste Administration Customer Service Rep.
1 1
1 1
1 1
TOTAL SUSTAINABILITY & ENVIRONMENTAL SVCS FUND 46-125 Convention & Visitors Bureau Convention & Visitors Bureau Intern Public Information Assistant
6
1
7
7
1 1 2
1 1 2
1 1 2
46-128 Civic Center Operations Administrative Assistant Assistant Audio Visual Tech Banquet Server Concession Worker Convention Services Coordinator Custodian Food Preparation Attendant Plano Center Attendant Project Manager Refreshment Cart Attendant
1 1 13 7 1 4 1 6 0 4 38 40 0
1 1 13 7 1 4 1 6 0 4 38 40 0
1 1 13 7 1 4 1 6 0 4 38 40 0
TOTAL CONVENTION & TOURISM FUND TOTAL MUNICIPAL DRAINAGE FUND 48-673 Golf Course Maintenance
2010-11 City Manager's Recommended Budget
67
Personnel
Department / Position Equipment Operator
09-10 Budget 2 2 2
09-10 Changes
09-10 Re-Est. 2 2 2
10-11 Changes
10-11 Budget 2 2 2
TOTAL GOLF COURSE FUND
51-000 Recreation Revolving Programs * Bus Driver Day Camp Coordinator Day Camp Counselor Fishing/Sports Camp Coordinator Gymnastics Assistant Head Coach Gymnastics Coach Masters Swim Coach Playground Coordinator Playground Leader Recreation Aide Recreation Coordinator Swimming Teaching Assistant Swimming Teaching Assistant, Sr. Teen Adventure Coordinator Water Aerobics Instructor Water Safety Instructor I Water Safety Instructor II
2 2 19 2 3 7 2 1 15 21 6 60 20 1 36 116 8 321
2 2 19 2 3 7 2 1 15 21 6 60 20 1 36 116 8 321
2 2 19 2 3 7 2 1 15 21 6 60 20 1 36 116 8 321
* The number of positions is determined by demand for classes, availability of instructors, etc. Total funding varies slightly, and any increases are offset by additional class revenues. TOTAL RECREATION REVOLVING FUND TOTAL BUILDING SECURITY FEE TOTAL FLEET & EQUIPMENT SERVICES FUND TOTAL OFFICE SERVICES FUND 64-364 Inventory Control/Asset Disposal Inventory Control Technician 321 0 0 0 321 0 0 0 321 0 0 0
1 1 1
1 1 1
1 1 1
TOTAL WAREHOUSE FUND
TOTAL PROPERTY/LIABILITY LOSS FUND
0
0
0
TOTAL TECHNOLOGY SERVICES FUND TOTAL ECONOMIC DEVELOPMENT FUND GRAND TOTAL ALL FUNDS
0 0 810 15
0 0 825 (8)
0 0 817
68
2010-11 City Manager's Recommended Budget
Personnel
2010-11 Position Changes Summary
2009-10 MID-YEAR POSITION CHANGES Department GENERAL FUND Publishing Volunteer Resources Police Fire Building Inspections Tennis Ground Maint. District #3 Douglass Recreation Center Library Technical Services Position # Salary & Benefits
2010-11 POSITION CHANGES Department GENERAL FUND Facilities Maintenance Human Resources Public Safety Communications Fire Civilian Health Planning Building Inspections Position FULL-TIME # Salary & Benefits
Creative Arts Marketing/Special Events Athletic Operations Park Administration Sports Turf. Maint. Services Adult Sports Engineering Streets
Facilities Construction Coordinator ( 1 ) Administrative Assistant, Sr ( 1 ) Director Human Resources ( 1 ) Radio Technician , Sr. 1 Administrative Assistant ( 1 ) Environmental Health Specialist ( 1 ) Data Base Administrator ( 1 ) Long Range Planning Manager ( 1 ) Administrative Assistant, Sr ( 1 ) Administrative Support Supervisor ( 1 ) Building Inspector, Sr ( 2 ) Creative Arts Complex Supervisor ( 1 ) Cultural Programs Coordinator ( 1 ) Community Resources Manager ( 1 ) Park Field Services Specialist ( 1 ) Park Operations Supt ( 1 ) Labor Maintenance Worker ( 1 ) Recreation Supervisor ( 1 ) Dep. Director Public Works & Engineering 1 Engineering Technician, Sr. ( 1 ) Construction Inspector, Sr. ( 1 ) ( 1 ) Labor Maintenance Worker Sub-Total General Fund - FT (19)
( 1 ) Network Engineer Sub-Total Technology Services - FT ( 1 ) FULL-TIME POSITIONS TOTAL (23)
($96,140) ($96,140) ($1,773,944)
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Strategic Plan
STRATEGIC PLANNING PROCESS At the City Council Retreat in June 2010 the Council agreed upon the Goals for 2010-2015 and the Action Plans for Fiscal Year 2010-11. CITY OF PLANO GOALS 2010-2015 1. FINANCIALLY STRONG CITY WITH SERVICE EXCELLENCE 2. SAFE LARGE CITY 3. STRONG LOCAL ECONOMY 4. GREAT NEIGHBORHOODS - 1ST CHOICE TO LIVE 5. EXCITING URBAN CENTERS - DESIGNATION FOR RESIDENTS AND GUESTS 6. PARTNERING FOR COMMUNITY BENEFIT Financially Strong City with Service Excellence 1. Balanced, reliable revenue sources to include the tax rate to support defined services, service levels and investing in the future. Services delivered in the most cost effective manner. Investing in maintaining city infrastructure and facilities. Maintaining “AAA” bond rating. City services and service level responsive to the needs of residents. Effective use of technology to enhance service delivery, operating efficiencies and information to citizens.
6. 7.
Effective use of technology to make our community safe and keep residents informed. Community prepared for disaster response and recovery.
Strong Local Economy 1. 2. 3. 4. 5. City having the reputation as having a “business friendly” environment. Retention and growth of Plano’s businesses. Plano recognized as a “major business center: with headquarters for major corporations. Strong healthy retail businesses with unique shopping. Diverse new businesses attracted to Plano.
st
Great Neighborhoods – 1 Choice to Live 1. 2. 3. 4. 5. Young professional families moving into mature neighborhoods. Well maintained city infrastructure and facilities, trees and streetscapes. Increase homeownership in mature neighborhoods. Upgrade the quality and livability of older homes. Convenient access to services needed on a daily basis, shopping and leisure opportunities. – Destination for
2. 3. 4. 5. 6.
Exciting Urban Centers Residents and Guests 1.
2. 3. 4. 5. 6.
Safe Large City 1. 2. 3. Low crime rate – crimes solved, criminals going to jail. Timely response to an emergency call for service meeting city standards. Public safety departments working with the community and residents sharing responsibility for community safety. Residents feeling and being safe in homes, in their neighborhoods and in the community; and comfortable to report problems to the Police. Visible and known Police presence in the community and in neighborhoods.
Vibrant downtown as a destination for entertainment and eating with a reputation as a unique place to go. Legacy Center continuing to develop as an urban center. Collin Creek revitalized as a regional destination. Retail and services to support residents in urban centers. Revitalized older shopping centers. Selected four-corner shopping areas developed as mixed use developments: retail, residential, and services.
Partnering for Community Benefit 1. 2. 3. Enhance relationship and partnership with the Plano Independent School District. Active participation and leadership in regional organizations. City involving residents and corporations in programs and service delivery through volunteerism and partnerships.
4.
5.
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4. 5. 6.
Working with other cities to address regional issues. Enhance relationship and partnerships with the faith based community. Relationship and partnerships with diverse cultural groups. POLICY ACTIONS 2010-11
Partnering for Community Benefit 1. 2. Collin County Elected City Officials Partnership Meeting: Initiated City-School Strategy Meeting of liaisons MANAGEMENT ACTIONS 2010-11 Financially Strong City with Service Excellence 1. 2. 3. 4. 5. 6. Information Technology Long Term Plan: Complete Plan (6/10) Retirements and Succession Planning Performance Measurement System National Public Safety Collective Bargaining Bill: Preparation by the City Healthcare Reform: Analysis of impact on the City Energy Efficiency CDBG: Actions
Financially Strong City with Service Excellence 1. Budget 2010-11 and Three-Year Forecast Service Priority Tax Rate Alcohol Package Sale: Direction Water/Sewer Capital Projects and Funding Update of 5-Year CIP Evaluate Costs of Selling Bonds Rates Adjustment Economic Development: Funding increase
2. 3.
4.
Safe Large City 1. 2. 3. 4. 5. Continuing as one of the safest cities in Texas and the nation. Maintaining appropriate public safety staffing. Use of technology: communication, prevention and enforcement. Cost and funding for public safety. Legislative actions by federal and state governments.
Safe Large City 1. 2. 3. 4. Radio System Replacement Comprehensive City Emergency Management Plan: Update Red Light Camera: Expansion Public Safety Services Communication and Information to Residents: Alternative Modes
Strong Local Economy 1. 2. 3. 4. 5. Job and business opportunities for residents. Diverse city tax base reducing the burden on residential taxpayers. Convenient access to work allowing for more personal time. Businesses continuing to invest in Plano. Corporations and businesses contributing to the community.
Strong Local Economy 1. 2. R/T Plan and Regulations: Review Convention Venue: Analysis, study and direction Plano Centre Major hotel
Great Neighborhoods - 1st Choice to Live 1. Douglas Center: Management
Great Neighborhoods - 1st Choice to Live 1. Private Neighborhood Infrastruction/Private Amenities Owned by HOAs: Inventory Inspection Residential Modernization Handbook (6/10) Comprehensive Plan: Update (2011) Zoning Ordinance: Update Neighborhood Enhancement Tool: Data Base and Maps
Exciting Urban Centers - Destination for Residents and Guests 1. 2. 3. Cotton Belt/Red Line Interchange TIF #2 Financing plan and land acquisition Arts of Collin County Referendum (Frisco) Issue Debt (Frisco) Funding: Operation and Debt
2. 3. 4. 5.
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Strategic Plan
6. 7.
International Building Code: Adoption Residential Energy Code: Adoption
3. 4. 5.
Exciting Urban Centers - Destination for Residents and Guests 1. 2. 3. Interest and enthusiasm in downtown Plano. Working with current businesses and property owners. Assembling land into critical mass.
Rental Inspection for single family residences: Study, Direction and Funding Oak Point Park Development: Funding Preservation Plan: Update (Heritage Commission)
Exciting Urban Centers - Destination for Residents and Guests 1. 2. 3. Parker Road Station: Development Attraction of Downtown business (grocery store, drug store) Downtown Vision: Update
Partnering for Community Benefit 1. Corporate CEO Roundtable: Development ON THE HORIZON 2011-2015
Partnering for Community Benefit 1. Financially Strong City with Service Excellence 1. 2. 3. 4. 5. Haggard Farm: Acquisition Employee ideas for cost savings and efficiencies program. Public Communications: Upgrade (website, corporate "Face" spokesperson), City Finances City funding for outside organizations (Historic and Arts). Hall Tract: Acquisition 2. 3. Community Building Event: Direction, Funding, Sunset Faith Based Community Strategy: Match volunteers with needs International Festival - One Event
Safe Large City 1. 2. 3. 4. Fire Station #13 Animal Shelter expansion Moto Mesh system completion Emergency Operation center
Strong Local Economy 1. 2. 3. 4. Collin Creek Mall strategy and redevelopment options. Strategies for aging retail centers: policy, direction and funding sources. Shop Plano partnership with the Chamber of Commerce: Direction Central Expressway corridor revitalization plan.
Great Neighborhoods - 1st Choice to Live 1. 2. Incentives for housing renovation/upgrade program: Development and Funding Liberty Community Center: Upgrade
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General Fund
City Secretary
Mission Responsible for receiving, monitoring, and previewing Council agenda items; for timely disbursement of the agenda packet utilizing current technologies in order to expedite the process; for the recording and accurate composition of the official minutes of all City Council meetings; for maintaining the official records of the City; for ensuring that all legal publications are processed; for responding to open records request by the public and in-house in compliance with new legislation and working to formulate web access of newly adopted City ordinances and resolutions with a two-year retention period online; for the timely and accurate posting of all City meetings of the City Council and those applicable boards and commissions; for the processing and monitoring of the boards and commissions; for conducting of all municipal elections which have included ongoing negotiations with Collin and Denton County in resolving a split by the counties of voter representation which also included Denton County voting site negotiations; and the processing and issuing of mixed beverage, mixed beverage with late night hours, and continuation of off-premise beer and wine permits, and subsequent annual renewals. 2010-11 Objectives Election – Coordinate the General Election in May 2011. Expand the use of technology in the board/commission appointment process, storage/access of documents and offer support for use of the paperless agenda packet. Alcohol Permitting – Continue processing incoming new and renewal applications. Certifications – Continue work towards Texas Municipal Clerk Association recertification of City Secretary and certification of Assistant City Secretary. Continue to provide prompt and courteous service to all citizens and in-house users and offer increased information via the website. Budget Highlights The 2010-11 City Secretary’s Recommended Budget includes a reduction in Outside Printing costs of $6,000 and a funded supplement of $30,000 for a May 2011 City Council election. Also included is a funded revenue supplement in the amount of $60,000 for an anticipated increase in alcohol permit revenues. In 2009-10 there were reductions totaling $10,942 in operation costs and 2008-09 included the elimination of one (1) part-time position.
2009-10 Budget $264,700 55,612 0 0 $320,312 2009-10 Estimate $256,919 238,035 0 0 $494,954 2010-11 Budget $251,124 76,903 0 0 $328,027 2009-10 % Change -5.1% 38.3% 0.0% 0.0% 2.4%
Program Expenditures
2008-09 Actual $257,035 89,756 0 0 $346,791
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Council Meetings (Agendas/Minutes prepared) Number of Council Items Processed Number of Pages of Code Revised Elections Conducted Legal Publications Alcohol Renewals Records Requests (Public and In-House)
3 0
3 0
3 0
3 0
39 543 460 1 344 379 700
45 550 450 0 175 350 700
40 475 500 2 92 350 700
42 475 500 1 150 350 700
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General Fund
Human Resources
Mission Provide services related to recruiting and retaining the most qualified individuals to the organization. This is accomplished by administering programs that are in keeping with the organization's efforts to provide competitive wages and benefit packages that meet the changing needs of our employees and their families, and foster a comfortable work environment. 2010-11 Objectives Eliminate paper and streamline performance evaluation process by working with several large departments to electronically manage and store completed performance evaluation forms. Eliminate paper and streamline Open Enrollment process by providing all Workbooks and packet materials through electronic mail and Internet site. Continue review of both job task analyses and job descriptions as a result of new American with Disabilities Act guidelines. Continue review of all benefits programs to continue savings. Continue to renegotiate contracts for savings. For the Wellness Program (Health Claims Fund -078) our target will be to reduce the Medical Center of Plano services as well to save between $50,000 and $65,000 as their fees increase by 3%. Ensure that the City is in compliance with State, local and federal employment laws.
Program Expenditures 2008-09 Actual $1,178,941 373,927 0 0 $1,552,868
Continue to conduct on site individualized training on Family Medical Leave and other employment related matters to departments. Conduct timely impartial investigations. Respond to Equal Employment Opportunity Commission charges of illegal discrimination. Review employee of the year program and update as needed. Respond to Texas Workforce Commission charges and participate in hearings and follow-up when needed. Assist departments in finalizing disciplinary documents. Continue to work with departments proactively on matters to minimize and/or prevent situations from becoming problematic. Update HR policies as needed. Move all Retirement Security Plan and Civil Service documents to the electronic document imaging system. Continue effort to secure a pre-65 retiree health plan. Budget Highlights The 2010-11 Human Resources Recommended Budget includes reductions totaling $235,081. Reductions include the elimination of a second Senior Administrative Assistant position ($56,895); a 10% reduction ($6,489) in Dr. Tony Picchioni’s contract; and the elimination of the HR Director position due to her appointment to Deputy City Manager ($171,697).
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Total Full-Time Employees Total Applications Processed Lives Covered under the City's Health Plan Performance Average Employee Tenure (years) Annual Employee Turnover (%)
14 0
13 0
13 0
11 0
2,032 *15,878 4,899
2,000 *14,000 5,000 9.0 10.0%
1,991 *5,269 4,867
2,000 *11,000 5,000
10.4 8.3% 70% w/Civil Serv. .55% Employee Salaries at or above Market Target (%) w/0 C.S. Average City Contribution Toward Employee and 94% - Employee 87% Dependent Health Care Premiums (%) - Dependent *Does not include Civil Service
Management Preparation Program
Mission The Management Preparation Program (MP3) is the succession planning program for the City. The program prepares current employees for next-level executive management positions in the City in preparation for the anticipated retirement of the City’s current management team. The program is administered by the Human Resources Department. 2010-11 Objectives Continue review of cumulative group project recommendations and implementation of same. Continue to respond to e-mail and phone requests for information on MP3. Continue review of the program to examine the effectiveness of the program as necessary to meet the goals and needs of the City. The number of participants in the 2011 class will be determined by the applications received and the assessment center results. The goal is to keep the participant level at 6 – 8 as to build cohesiveness within the group that can be carried forward in the careers at the City of Plano.
Program Expenditures 2008-09 Actual $0 11,016 0 0 $11,016
MP3 has continued to seek to provide an outstanding experience for its participants while using its resources wisely. MP3 is a calendar year program. Consequently, it spans two budget years. Despite a budget of $19,800, only $11,043 was spent in FY08-09; thus far, in FY09-10, only $363 of its $19,800 budget has been used. Budget Highlights The 2010-11 Management Preparation Program Proposed Budget includes reductions totaling $11,800. Reductions include: Publications ($1,000); Outside Printing ($1,700); Travel/Professional Development ($3,000); Contracts-Professional Services ($4,900); Equipment Rentals ($600); and Leased Space ($600).
2009-10 Budget $0 19,800 0 0 $19,800
2009-10 Estimate $0 19,894 0 0 $19,894
2010-11 Budget $0 8,000 0 0 $8,000
2010-11 % Change 0.0% -59.6% 0.0% 0.0% -59.6%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Number of participants in program Responses to other organizations Group project Performance Successful completion of program by participants (%) Presentations at seminars, conferences
0 0
0 0
0 0
0 0
10 14 1
6 10 1
8 10 1
8 10 1
100% 5
100% 1
100% 3
100% 3
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General Fund
Professional Development Center
Mission Enhance knowledge and skills through personal and professional development by providing consulting, training, and support which has a positive effect on the performance of City of Plano employees 2010-11 Objectives The goals for the Professional Development Center(PDC) in FY2010-11 are based on developing and implementing performance based training and to deliver such training in more efficient and effective manner. The PDC will strive to be a partner with departments to enhance their employees’ performance and will provide tools and services that enable employees to develop skills to better achieve organizational goals. We will meet these goals through the following objectives: Exploring the possibility of implementing a Learning Management System to centralize organization’s training activities. Implementing a robust online training platform to deliver more cost-effective training. Partnering with departments to provide customized training needs. Partnering with departments to centralize certification records. Researching the possibility of making PDC classes Continuing Education Unit certified. Partnering with external entities to generate revenue. Researching the possibility of incorporating more software application training into the Professional Development curriculum.
Researching the possibility of restructuring the department to streamline processes and operate more efficiently. Successfully conducting a program evaluation to ensure our training structure still meets organizational needs. Results will affect 2010-11 objectives. Providing in-service training over a six-month time frame for the Plano Police Department to satisfy the mandatory Diversity training the City of Plano requires. Providing team building training over two weeks for the management team of the City’s six Libraries. Providing all-day stress relief/team building seminar for the Budget Department. Beginning groundwork to develop online training platform: Family Medical Leave Act and Workplace Harassment classes are now accessible online. Partnering with Emergency Management to centralize National Incident Management System certifications records in order to maintain needed grant money. Partnering with Public Safety Communication to centralize their department’s training records. Entering into an Inter-Local Agreement with the City of Murphy for employees from Murphy to attend classes: we anticipate revenue of $8,660 this fiscal year. Budget Highlights The 2010-11 Professional Development Recommended Budget includes reductions totaling $23,398. Reductions include: Food ($14,475); Outside Printing ($4,750); and Contracts-Other ($4,173).
2009-10 Budget $302,382 158,959 0 0 $461,341 2009-10 Estimate $268,574 243,473 0 0 $512,047 2010-11 Budget $343,783 133,785 0 0 $477,568 2010-11 % Change 13.7% -15.8% 0.0% 0.0% 3.5%
Program Expenditures
2008-09 Actual $293,343 165,734 0 0 $459,077
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Internal traning sessions offered Department interventions Online subscriptions - technical Online subscriptions - soft skill Tuition reimbursement requests processed Tuition reimbursement participants Supervisor development program completions Certificates in Service Excellence granted Performance Participants Average evaluation scores (5 pt scale) Average tuition reimbursement payment per participant
4 0
4 0
4 0
4 0
297 5 0 0 63 63 22 0 4,283 4.50 $775
300 0 0 0 0 0 24 20 4,800 4.50 $0
220 3 0 2 0 0 28 0 3,272 4.50 $0
250 0 0 2 0 0 28 0 4,000 4.50 $0
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General Fund
Volunteer Resources
Mission The Volunteer Resources Group has three programs; all are committed to encouraging citizen participation, developing money-saving programs, and responding to the needs of the Plano community, while enhancing municipal services. 2010-11 Objectives Work with Therapeutic Recreation (TR) to set up all activities on-line for summer volunteers. Research and develop new positions for long-term and professional volunteers within City departments. Collaborate with Community Development to create a Helping Partners Referral Program. Hold four VIP roundtables for supervisors to learn more about managing volunteers and discuss concerns. Share more training opportunities with VIP supervisors. Hold an EVRC class/exercises for Community Emergency Response Team (CERT) volunteers.
Program Expenditures 2008-09 Actual $158,960 17,258 0 0 $176,218
Spend more time out in the field visiting departments and talking to supervisors and volunteers. Work with Webmaster to update VIP website and add new technology, such as FLASH and interactive surveys. Redesign Workplace CARES Mentoring and Job Shadowing programs. Work with Emergency Management to reactive Citizen Corps Council. Continue to research and develop new positions for long term and professional volunteers. Provide greater support to City Departments by re-organizing workload and personnel. Budget Highlights The 2010-11 Volunteer Resources Recommended Budget includes reductions totaling $5,702. Reductions include: replacement of two part-time Volunteer Coordinator positions with one full-time Volunteer Coordinator position ($4,996); and reductions in Operation and Maintenance expenditures ($706).
2009-10 Budget $145,862 13,824 0 0 $159,686
2009-10 Estimate $142,650 13,824 0 0 $156,474
2010-11 Budget $140,866 13,118 0 0 $153,984
2010-11 % Change -3.4% -5.1% 0.0% 0.0% -3.6%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Active Volunteers Hours Contributed Workplace CARES (Active Hours) Value of Contributions ($)
1 2
1 2
2 0
2 0
5,000 97,800 2,500 $1,809,684
5,000 80,000 3,000 $1,480,000
5,000 97,000 2,500 $1,600,000
5,000 80,000 3,000 $1,480,000
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2010-11 City Manager's Recommended Budget
General Fund
Internal Audit
Mission Internal auditing is an independent, objective assurance and consulting activity that assists the City in achieving its objectives. 2010-11 Objectives Conduct audits requested by the Internal Audit Committee. Complete requested special projects.
Program Expenditures 2008-09 Actual $202,476 7,453 0 0 $209,929 2009-10 Budget $222,521 10,134 0 0 $232,655 2009-10 Estimate $223,557 8,815 0 0 $232,372 2010-11 Budget $223,972 9,600 0 0 $233,572 2010-11 % Change 0.7% -5.3% 0.0% 0.0% 0.4%
Budget Highlights The 2010-11 Internal Audit Recommended Budget includes no new programs, enhancements, or personnel requests.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Audit Hours
2 0
2 0
2 0
2 0
2,500
2,500
2,500
2,500
2010-11 City Manager's Recommended Budget
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General Fund
Budget & Research
Mission Develop, coordinate, and monitor the City’s spending plans including the annual Operating Budget and the Community Investment Program. Perform program evaluations to determine the effectiveness and efficiencies of departmental service levels. Also, this department prepares regular analyses of the City’s revenues and expenditures, as well as special studies addressing financial management issues. 2010-11 Objectives Conduct the Citizen Survey. Transfer the CIP into the Limehouse format. Revise priority system within the Core Business Matrix. Link performance measures to the Core Business Matrix. Continue implementing the ICMA Performance Measurement System. nd Review and monitor bills for the 82 Legislative Session. Serve on the Peoplesoft HR/Payroll Upgrade Project Team. Continue work on the sales tax model and water & sewer rate model.
Program Expenditures 2008-09 Actual 2009-10 Budget 2009-10 Estimate 2010-11 Budget 2010-11 % Change 4.3% -13.5% 5.0% 0.0% 2.1%
Budget Highlights The 2010-11 Budget & Research Recommended Budget includes a supplemental reduction of $10,000 for outside printing due to software that publishes to the Web, therefore reducing printing costs for all Budget documents.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Agenda items reviewed within 1 day (%) Budget Adjustments Special Projects
Collin County Cultural Arts
Mission Create an environment where all citizens can share and enjoy in the full diversity and vitality of the arts. 2010-11 Objectives Develop a proposed operating, fundraising and capital budget based on the objective of beginning construction as soon as possible. Begin construction as soon as possible – with consensus of Owner Cities fall 2010. Keep permanent staffing at current level until construction is approved. Based on input from the City Managers we are committed to ensure the budget does not use city funding in these areas: Marketing & fundraising related to capital campaign. Consultant to identify and secure major sponsorship partners. Any additional costs related to stand alone marketing center/office. Construction of Six Cities Trail & Ridgeview Trail (funded by County Open Space Grant). Once the cities approved the Contribution Agreement and construction is scheduled to begin, the following items contained in the budget will be implemented: Hire Owners Representative. Add marketing/development position mid-year. Manage groundbreaking events; begin focus on endowment/annual fund. Maintain aggressive efforts to retain commitments for low bid prices through monthly meetings with Hunt Construction and Boora Architects.
Program Expenditures 2008-09 Actual $0 382,376 0 0 $382,376
Continue to work with cities to bring more Member Cities into the partnership from both Collin and Denton counties. Provide on-going support to the ACC Advisory Committee; conduct bi-monthly meetings; explore expansion of committee role. Continue to seek financial support of the project at the national and state level, as well as through banking institutions and grant applications to public and private foundations and agencies. Focus major fundraising emphasis on large donations and sponsorship opportunities. Continue all private fundraising efforts to fully fund Phase One, establish endowment, and reserve for building operations and maintenance. Continue all marketing and public awareness efforts. Increase involvement with the ISDs in all Owner and Member cities through awareness and education program with the PTAs and Fine Arts Departments. Create a Business Executives Advisory Board to further expand fundraising efforts. Expand presentation capability with well-informed, experienced speakers; “speakers bureau” with representatives from every community. Implement Public Art Advisory Committee that was approved as part of the Master Plan. Budget Highlights The 2010-11 Collin County Cultural Arts Recommended Budget includes $254,267 for contractual professional services associated with the support of the operating budget of Collin County Cultural Arts. This figure is based on the proportional share of the three owner and two member cities' combined 2010 population estimates.
2009-10 Budget $0 318,727 0 0 $318,727 2009-10 Estimate $0 318,727 0 0 $318,727 2010-11 Budget $0 254,267 0 0 $254,267 2010-11 % Change 0.0% -20.2% 0.0% 0.0% 0.0%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time
0 0
0 0
0 0
0 0
0.0% 0.0%
2010-11 City Manager's Recommended Budget
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General Fund
Finance Administration
Mission Finance Administration is responsible for financial analysis and reporting, development of financial policies and economic analysis. The Director serves as the Chief Fiscal Officer of the City and acts as the primary contact with the City's outside auditors' bond council, rating agencies and underwriters. The department also is the process and monitoring agent of the City's tax abatement agreements and tax increment financing zones and agreements. Finance Administration also provides general supervision and oversight of the Accounting, Purchasing, Warehouse, Treasury, Municipal Court, Fleet Services and Financial Systems Divisions. 2010-11 Objectives Review and revise the TIF II financial plan. Complete and dissolve TIF I. Revise and update the City’s finance policies. Maintain the City’s AAA Bond Rating on the General Obligation Bonds. Maintain the City’s AAA and Aa2 Bond Rating on the Municipal Drainage Revenue Bonds.
Program Expenditures 2008-09 Actual $214,915 10,506 0 0 $225,421 2009-10 Budget $218,367 15,477 0 0 $233,844 2009-10 Estimate $221,196 15,477 0 0 $236,673 2010-11 Budget $220,835 13,422 0 0 $234,257 2010-11 % Change 1.1% -13.3% 0.0% 0.0% 0.2%
Budget Highlights The 2010-11 Finance Recommended Budget includes a supplemental reduction of $1,000 in travel and training.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Financial and Economic Analyses Information Requests Special Projects Monthly Financial Reports Process Tax Abatement Agreements Complete Audits of Tax Abatement Agreements
2 0
2 0
2 0
2 0
12 300 12 12 5 55
12 300 12 12 10 130
12 300 12 12 5 55
12 300 12 12 5 60
84
2010-11 City Manager's Recommended Budget
General Fund
Financial Systems Administration
Mission Responsible for the ongoing maintenance of the Oracle JD Edwards EnterpriseOne ERP computer system. The department serves as the City’s expert on the system setup, user roles, access and security, custom tasks and views, custom report and application development and overall data integrity. The department also serves as the City’s liaison with PeopleSoft Financials and other JDE consultants. Financial Systems Administration is also responsible for the support of the various other applications within Finance like the Sales Tax Reporting (COPCTRS) as well as the City of Plano Financial System (COPFS) Integrations. 2010-11 Objectives Be fully live on the 9.0 version of Oracle JD Edwards EnterpriseOne. Roll out the Expense Management module to various departments for stress testing with complete roll out the next fiscal year. Converting over Activity Based Costing into JD Edwards EnterpriseOne from the current legacy system that houses that information. Continue working with the Fire Department and Plano Centre to finalize a plan to incorporate the Inventory Module of JD Edwards EnterpriseOne into both departments to get them off a pen and paper system.
Program Expenditures 2008-09 Actual $207,451 6,202 0 0 $213,653 2009-10 Budget $214,512 17,572 0 0 $232,084 2009-10 Estimate $216,221 17,572 0 0 $233,793 2010-11 Budget $203,794 16,682 0 0 $220,476 2010-11 % Change -5.0% -5.1% 0.0% 0.0% -5.0%
Budget Highlights The 2010-11 Financial Systems Administration Recommended Budget includes a salary reduction of $10,980. Also included is a supplement in the amount of $350,000 to implement Inventory Management for the Fire Dept and Plano Centre as well as purchase/implement mobile Barcoding/Scanning. This item will be funded out of the Technology Fund.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures User Profiles Maintained Modules On-Line System Upgrades Applied Servers Supported External Data Sources Interfaced Environments Maintained
2 0
2 0
2 0
2 0
350 7 5 5 12 3
375 8 12 8 12 3
375 8 12 8 12 3
375 8 881 11 12 6
2010-11 City Manager's Recommended Budget
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General Fund
Accounting
Mission Responsible for the proper, accurate, and timely recording of the collection and disbursement of City funds and the reporting of these transactions in accordance with Generally Accepted Accounting Principles (GAAP). The Accounting division provides the policy, procedures, instruction, and systems to the various departments in order to maintain accounting service levels. 2010-11 Objectives Maintain current Accounting service levels. Receive the Certificate of Achievement for Excellence in Financial Reporting for the Comprehensive Annual Financial Report. Receive the Award for Excellence in Financial Reporting for the Popular Annual Financial Report.
Program Expenditures 2008-09 Actual 2009-10 Budget 2009-10 Estimate 2010-11 Budget 2010-11 % Change 0.4% -0.2% 316.1% 0.0% -2.4%
Budget Highlights The 2010-11 Accounting Recommended Budget includes a reduction supplement for $8,000 from travel and training.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Journal entries Fixed asset worksheets Daily cash recepits Payroll Disbursements Payment requests processed Payment request per clerk Performance No. of negative audit comments GFOA review comment for CAFR No. of single audit findings
Municipal Court Administration
Mission Provide administrative and clerical support for municipal court proceedings. 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. 2010-11 Objectives Expand online options to include Driving Safety Course and Deferred Option. (MCT Tech Fund). Explore options to give online extensions for paying fines contingent upon plea and completing the state required Application of Extension to Pay the Fine (MCT Tech Fund).
Program Expenditures 2008-09 Actual
Pursue electronic check verification (MCT Tech Fund). Explore TX DOT and Collin County options for scofflaw program (tagging license plates for those with outstanding warrants) (MCT Tech Fund). Pursue option of a new Jury module with either our court software vendor or a specialized jury vendor. Budget Highlights The 2010-11 Municipal Court Administration Recommended Budget includes no new programs, enhancements, or any new personnel requests.
2009-10 Budget
2009-10 Estimate
2010-11 Budget
2010-11 % Change 6.2% -4.2% 0.0% 0.0% 5.8%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Cases Filed Warrants Issued Driving Safety Course Requests Deferred Disposition Requests Court Requests: Jury Non-Jury Pre-trials & show Cause Hearings Spanish Juvenile Hearings Appeals Performance Revenues ($): Fine/Forfeitures/Fees Credit ($): Jail Credit Community Service Judge Reduced Fine Dismissed with Proof Completed Driving Safety Completed Teen Court Completed Tobacco Course Found Not Guilty Administratively Closed
Purchasing
Mission Provide centralized purchasing services to user departments to ensure that quality products are provided on a timely basis at competitive prices in a fair, legal and ethical manner. 2010-11 Objectives Continue Centralizing City Departments Increase Customer Satisfaction Redesign Internal Training Program Review processes and streamline where appropriate
Program Expenditures 2008-09 Actual 2009-10 Budget 2009-10 Estimate 2010-11 Budget 2010-11 % Change 6.6% -13.2% 0.0% 0.0% 5.3%
Budget Highlights The 2010-11 Purchasing Recommended Budget include reductions in various operations and maintenance accounts totaling $8,000.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Purchase Orders* Departmental Purchase Orders* Contract Release Orders Competitive Bids Processed
*The change in the number of Purchase Orders and Departmental Purchase Orders is due to system limitations in the ordering process
88
2010-11 City Manager's Recommended Budget
General Fund
Treasury
Mission Responsible for cash management and investments. The division also serves as the City's contact with the financial advisor and bond council, rating agencies and underwriters, bondholders, and the City's depository bank. Coordination and partial preparation of the Comprehensive Monthly Financial Report, administration of the City's $100 and under unclaimed property program, merchant services administration, monitoring collections and general oversight of the City's hotel/motel tax proceeds, performing tax increment financing and economic analyses; and ensuring the City's compliance with federal arbitrage regulations are also responsibilites of the divison. 2010-11 Objectives Perform 10 hotel/motel tax audits. Prepare and award the depository bank RFP. Prepare the Comprehensive Monthly Financial Report on a timely basis each month. Assist in the sale of the City’s bonds. Review investment policy and approved broker/dealers.
Program Expenditures 2008-09 Actual $144,965 49,607 0 0 $194,572 2009-10 Budget $172,469 28,491 0 0 $200,960 2009-10 Estimate $168,014 16,487 0 0 $184,501 2010-11 Budget $167,312 23,100 0 0 $190,412 2010-11 % Change -3.0% -18.9% 0.0% 0.0% -5.2%
Budget Highlights The 2010-11 Treasury Recommended Budget includes a reduction supplement of $2,000 in travel and training.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time
2 0
2 0
2 0
2 0
2010-11 City Manager's Recommended Budget
89
General Fund
Public Safety Services Business Center
Mission Responsible for the administration and coordination of all activities relating to the Police Department, Fire Department, Emergency Management, Public Safety Communications, Plano-Richardson Training Center, Health, Animal Services, Technology Services, Public Information, Sustainability and Environmental Services, Customer Utility Services, Property Standards, and all programs related to City Council Community Outreach and International Affairs. 2010-11 Objectives Administer and coordinate activities of the Police, Fire, Emergency Management, Public Safety Communications, Plano-Richardson Training Center, Health, Animal Services, Technology Services Departments, Public Information, Sustainability and Environmental Services, Customer Utility Services, Property Standards, and all programs related to City Council Community Outreach and International Affairs.
Program Expenditures 2008-09 Actual $307,634 24,319 0 0 $331,953
Continue to coordinate the City’s Legislative Affairs on State and Federal level, as needed and appropriate. Budget Highlights The 2010-11 Public Safety Services Business Center Recommended Budget includes a reduction supplement of $4,817 in contracts and some subscriptions and memberships will not be renewed.
2009-10 Budget $313,963 65,023 0 0 $378,986
2009-10 Estimate $313,903 60,206 0 0 $374,109
2010-11 Budget $312,501 59,800 0 0 $372,301
2010-11 % Change -0.5% -8.0% 0.0% 0.0% -1.8%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Administer Operating Budgets: Police Plano-Richardson Training Center Public Safety Communications Fire Emergency Management Health Community Outreach Customer Utility Services Technology Services Public Information Sustainability & Environ. Services Property Standards Performance Police response time per call (min) Number of courses given at Training Center 911 calls received Non-emergency calls received Fires per 1,000 population
Community Outreach
Mission Establish ways for citizens to become more actively involved in their government by opening communication between City Council, City staff and citizens. This is currently being accomplished through the establishment and maintenance of quarterly City Council Neighborhood Roundtable meetings and monthly Multicultural Outreach Roundtable meeting. The Community Outreach program is also instrumental in coordinating and hosting International events, to and from our City, for the purpose of initiating and maintaining cultural, educational and economic understanding and goodwill on a global level. 2010-11 Objectives Continue to coordinate and host Neighborhood Roundtable meetings. Continue to provide staff support to Multicultural Outreach Roundtable (MCOR). Continue to host new cultural outreach programs such as the Community Forums focusing on Hispanic Plano residents, Asian Plano resident, etc.
Program Expenditures 2008-09 Actual $0 26,913 0 0 $26,913 2009-10 Budget $0 72,206 0 0 $72,206 2009-10 Estimate $0 45,806 0 0 $45,806 2010-11 Budget $0 45,806 0 0 $45,806 2010-11 % Change 0.0% -57.6% 0.0% 0.0% -57.6%
Continue to host and coordinate International events and delegations to and from Plano. Continue to maintain the Neighborhood Roundtable and Multicultural Outreach Roundtable pages of the City’s website. Budget Highlights The 2010-11 Recommended Community Outreach Budget includes supplemental reductions of $26,400 from operations and maintenance costs.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Coordinate/Host Neighborhood Roundtable Meetings Coordinate/provide Staff Support for Multicultural Meetings/Events Coordinate/Host Multicultural Community Forums Coordinate/Host Multicultural Community Forums Coordinate/Host various size International Delegations
0 0
0 0
0 0
0 0
4 15 0 2 4
4 15 2 2 4
4 15 2 2 4
4 15 2 2 4
2010-11 City Manager's Recommended Budget
91
General Fund
Police
Mission “To provide outstanding Police Services, in partnership with the community, to maintain a safe environment that contributes to the quality of life.” The mission is achieved through two (2) Bureaus. The Field Operations Bureau conducts: preventive patrols, traffic enforcement, criminal investigations, personnel training, and warrant service; answers calls for service; performs special operations; and provides crime prevention services, school liaison officers, telephone-reporting service, and court security. The Administrative Services Bureau provides accreditation, fiscal control, data processing, records management, alarm management, crime scene investigations, crime analysis, property and evidence management, department supply and property management, planning & research, and jail operations. A Professional Standards Unit provides personnel management and internal affairs functions. 2010-11 Objectives Maintain Uniform Crime Report (UCR- a Federal Bureau of Investigation (FBI) database) Part 1 Crimes below the Five-Year average. Maintain traffic crashes, crash injuries, and crash deaths below the Five-Year average. Track and reduce Department accidents, injuries, and claims, and provide annual statistics for analysis.
Program Expenditures 2008-09 Actual
Sustain Mentoring Program. Attain full staffing levels within the Department for both sworn and civilian employees. Complete all internal investigations within 30 calendar days. Complete surveillance camera project as funding permits. Complete annual reports in a timely manner. Host a 2010 Media Roundtable. Complete purging of discipline and personnel files as appropriate within the Professional Standards Unit (PSU). Complete expansion of Red Light Camera Program as appropriate. Complete review and streamline Department Policies and Administrative Directives. The Department will also focus on the goals and objectives found in the Police Department’s 2009-2014 Strategic Plan. Budget Highlights During 2009-10, the Police Department reduced (2) full-time civilian support positions, added (2) part-time support positions, and transferred (1) Police Officer position to the Traffic Safety Fund. The 2010-11 Police Department Recommended Budget includes revenue increases of $395,334 from the Plano Independent School District to increase the PISD cost of support for the School Liaison Officer (SLO) program from 15% to 50%.
2009-10 Budget
2009-10 Estimate
2010-11 Budget
2010-11 % Change -0.3% -1.9% -69.7% 0.0% -0.1%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Calls for service by Police personnel Offenses reported: Part I Violent Crime Part I Property Crime Citations written Warnings written Arrests DWI arrests Red light camera violations Performance Clearance rate Part I offenses Cases filed with District Attorney Average value of property loss per 1,000 Response time - Priority I calls (minutes) Response time - all calls (minutes) Crashes Fatalities Crashes with injuries Citizen Survey "Good" to "Excellent" Service
Plano-Richardson Police Training Center
Mission To train professional law enforcement officers and civilian support personnel. The training Center is a shared facility with the Richardson Police Department and the core services provided by the training center are: Police Recruit Training; Specialized Continuing Law Enforcement Education; In-Service Training for Sworn and Civilian Personnel; Coordination of all Police Department Training/Conference Travel; and Maintain Police Department Training Records. 2010-11 Objectives Ensure all employees meet training mandates set by the City of Plano. Ensure sworn employees meet training mandates set by the State and the Texas Commission on Law Enforcement Officer Standards and Education (TCLEOSE). Hold one Leadership in Police Organizations class and work with the International Association of Chiefs of Police (IACP) on changes to integrate into operations. Host semi-annual “Enrichment Program” lectures.
Program Expenditures 2008-09 Actual $84,443 144,540 0 0 $228,982
Maintain the Academy in a manner consistent with a professional training center. Provide local training opportunities for members of the Plano Police Department. Provide refresher defensive tactics and handcuffing training to all jail personnel. Provide training for Recruit Officers (Orientation for 1 & 5 weeks) to prepare them for Field Training. Research training & notify Plano Police employees of opportunities required for TCLEOSE Certificates (Intermediate, Advanced & Master). Train 25% of all Patrol Officers, all School Liaison Officers, all Crisis Negotiators, and develop a system to follow up with mental health consumers. Budget Highlights The 2010-11 Plano-Richardson Police Training Center Recommended Budget includes no new enhancements, programs or personnel requests. Police training facility expenditures are shared with the City of Richardson through an Interlocal agreement, promoting training efficiencies at the local level while reducing operational impact to the General Fund.
2009-10 Budget $95,777 176,362 0 0 $272,139
2009-10 Estimate $90,779 167,962 0 0 $258,741
2010-11 Budget $91,652 176,059 0 0 $267,711
2010-11 % Change -4.3% -0.2% 0.0% 0.0% -1.6%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Police recruit orientation sessions TCLEOSE credited classes hosted at Training Center TCLEOSE class attendees (Training Center) TCLEOSE training contact hours reported Plano sworn personnel training hours Plano civilian personnel training hours # of sworn personnel attending in-service # of civilian personnel attending in-service Performance Sworn in-service training completion rate Civilian in-service training completion rate Basic Peace Officer Certificates achieved Intermediate Peace Officer Certificates achieved Advanced Peace Officer Certificates achieved Master Peace Officer Certificates achieved
Public Safety Communications
Mission To provide the vital connection between citizen requests for Police, Fire, or Medical assistance and the appropriate agency, and to satisfy the immediate information needs of Police, Fire, and Medical personnel in the course of normal daily activities and during emergencies. The objective is accomplished by: providing first response for calls for service received through emergency and non-emergency telephone lines; promptly dispatching and relaying information to Police and Fire personnel via radio, mobile data terminals, telephone and other methods; providing appropriate procedural, safety and medical protocol instructions to the caller pending the arrival of emergency personnel; maintaining an appropriate level of safety and availability by monitoring the same status of Police and Fire personnel in the field; providing support to Police services by storing and retrieving information from local, state and federal criminal information files; providing staffing for the Emergency Operations Center (EOC), maintaining equipment and updating relevant areas of Emergency Operations Plan; and supporting and maintaining the City's 800 MHz Trunked Radio System. 2010-11 Objectives Complete the radio system replacement for the mobile and data radio by March 2011. Complete the purchase of two additional radio tower sites for the new radio system by March 2011.
Program Expenditures 2008-09 Actual $5,501,704 557,333 0 19,899 $6,078,936
Complete the reprogramming and installation of the new mobile radio units for Allen, Plano, Wylie and Murphy for the new radio system by March 2011. Implement VisiCAD Geo Mapping and Pictometry interface. Maintain staffing level at 90% or higher. Work with PD to look at potential upgrade to the RMS to reduce redundant TLETS entry and evaluate if funding sufficient. Work with Technology Services to implement the redesign of the PSC network security. Continue to answer all 911 calls within 10 seconds 90% of the time. Continue Quality Assurance review of at least 25% of all medical calls. Budget Highlights The 2010-11 Public Safety Communications Department Recommended Budget includes reductions totaling $71,304. Reductions include Travel Expenses ($30,000) and a reduction in the part-time personnel budget ($41,304). Also included is a funded supplement for (1) additional Sr. Radio Technician and a service vehicle. The additional Sr. Radio Technician will service the new digital radio system for the cities of Plano, Allen, Wylie and Murphy. This technician and the service vehicle will be fully reimbursed to include salary and benefits by the cities of Wyle and Murphy based on the Plano, Allen, Wylie, Murphy (PAWM) Interlocal agreement. The cost of the technician and vehicle will be offset by the reimbursement.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary
Total Full-Time 85 86 86 Total Part-Time 6 6 6 Program Measures Activity Police/Fire/EMS/ANCON/TRU calls processed * 263,024 267,207 253,293 Police/Fire/EMS/ANCON/TRU calls dispatched * 150,965 256,533 142,202 9-1-1 Calls Received 163,740 163,716 154,198 Non-Emergency Calls Received ** 209,397 217,893 179,126 Outgoing Calls Placed 139,582 145,641 123,056 Total Calls Processed by PSC 512,719 527,250 456,380 Radio Shop Service Tickets 440 440 600 Performance # of calls processed per PSC Specialist 4,608 4,380 4,318 #of calls dispatched per PSC Specialist 2,645 4,205 2,424 # of 9-1-1 calls answered per PSC Specialist 2,868 2,684 2,629 # of Non-emergency calls per PSC Specialist 3,668 3,572 3,054 # of outbound calls per PSC Specialist 2,445 2,388 2,098 # of service tickets per Technician 220 220 200 * The decrease reflected in calls for service dispatched reflects standardizing the calls counted to only include those calls originating within PSC. The calls processed also include self-initiated mobile activity that requires dispatch intervention. ** Decrease in non-emergency calls received due to recurring loss of data after implementation of new software package. This issue has been resolved, however, we cannot reconstruct missing data to formulate accurate 2009/2010 Re-estimate and 2010/2011 Budget.
School Crossing Guard Program
Mission To select, train and maintain a staff of capable and committed School Crossing Guards to serve the City of Plano's elementary school children under the leadership of Plano Police, in partnership with the Plano and Frisco Independent School Districts. 2010-11 Objectives Facilitate, maintain and oversee a reasonably error-free year of payroll administration. Transition asset inventory to Police Quartermaster Unit and establish the foundation for a stocking, ordering and equipment replacement system that better manages our assets. Transition and redistribute responsibilities from three supervisors to two. Transition Vacation Safety School and school-based training delivery to a guard employee in the absence of the third supervisor.
Program Expenditures 2008-09 Actual
Write and publish new SOPs. Make adjustments as advised by Legal. Develop a new strategy for communicating openings to the schools’ administration to better establish best-fit applicants in order to expedite the process of filling vacancies. Continue to assess low-priority corners for the potential to be closed to better distribute our employee base as the applicant pool shrinks. Maintain or exceed current retention rate of 85% for the upcoming school year. Budget Highlights The 2010-11 School Crossing Guard Program Recommended Budget includes no new enhancements, programs or personnel requests. The City receives revenue to offset the SCG budget from the Collin County Vehicle Registration Child Safety Fees and a portion of school zone speeding tickets. These funds are used to offset the impact to the General Fund.
2009-10 Budget
2009-10 Estimate
2010-11 Budget
2010-11 % Change
Salaries & Wages $330,709 $349,781 $338,481 $423,460 21.1% Operations & Maintenance 6,609 17,812 16,608 16,400 -7.9% Reimbursements* (209,706) (360,000) (355,000) (437,000) 21.4% 0 0 0 0 0.0% Capital Outlay $127,612 $7,593 $89 $2,860 -62.3% TOTAL * Reimbursements are adjusted in September each year by Accounting to match the actual annual expenditures Personnel Summary Total Full-Time Total Part-Time Program Measures Staffing Locations School Servicing 0 75 0 75 0 75 0 75
100% 58 34
100% 56 35
100% 57 36
100% 57 36
2010-11 City Manager's Recommended Budget
95
General Fund
Neighborhood Maintenance
Mission The Safe Streets Program (SSP) fosters improved quality of life in Plano neighborhoods by working closely with neighborhood representatives to identify perceived traffic safety problems, develop mutually acceptable long-term solutions, coordinate services with other City departments and educate road users on traffic safety. 2010-11 Objectives This program and department are being eliminated.
Program Expenditures 2008-09 Actual $61,258 55,484 0 0 $116,742 2009-10 Budget $67,777 2,215 0 0 $69,992 2009-10 Estimate $34,840 216,913 0 0 $251,753 2010-11 Budget $0 0 0 0 $0 2010-11 % Change -100.0% -100.0% 0.0% 0.0% -100.0%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Number of neighborhoods served Number of devices installed Average change in speed-local streets Average change in volume-local streets Average change in speed-collector streets Average change in volume-collector streets
0 0
1 0
0 0
0 0
49 28 -10.4 mph -281 vpd -6.6 mph -498 vpd
55 46 -8.5 mph -80 vpd -6 mph -400 vpd
52 30 -9 mph -50 vpd -6 mph -400 vpd
0 0 0 0 0 0
96
2010-11 City Manager's Recommended Budget
General Fund
Library Administration
Mission Oversee all library programs and services. Primary functions include: formulating goals, policies, and procedures; determining program priorities; allocating resources; and evaluating services, staff, and programs. Other functions include marketing, publicity, technology coordination, personnel services, and accounting services for the entire library system. 2010-11 Objectives Implement Radio Frequency Identification (RFID) System for circulating library materials. Reduce library hours due to budget. Coordinate 2009 Bond projects. Continue to explore ways to serve patrons who bring their own laptops to the libraries. Continue to explore ways to provide library services with a reduced work force.
Program Expenditures 2008-09 Actual $674,754 232,879 0 84,604 $992,237 2009-10 Budget $623,048 233,759 0 0 $856,807 2009-10 Estimate $737,910 233,890 0 0 $971,800 2010-11 Budget $691,152 219,503 0 0 $910,655 2010-11 % Change 10.9% -6.1% 0.0% 0.0% 6.3%
Budget Highlights The 2010-11 Library Administration Recommended Budget includes no new programs, enhancements, or any new personnel requests. The 2009-10 Re-Estimate Budget includes a change in the part-time headcount from (2) to (6) due to departmental re-structuring.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity All Libraries: Total circulation New patron registration Total patron registration Total collection Reference transactions Internet usage Interlibrary loans Program attendance Patron traffic count Performance All Libraries: Items per capita Circulation per capita Circulation per patron Turnover per item Cost per circulation ($11,911,444) Registration per capita Reference inquiry per capital Library visits per capital Population Council Budget Numbers
Library Technical Services
Mission Provide system-wide support for collection development, access and maintenance and for interlibrary loans. LTS is responsible for new material acquisitions and cataloging, materials fund accounting, serials subscriptions, donations, book repairs, rebinds and the withdrawal of all damaged or obsolete materials. 2010-11 Objectives Acquire and process at least 64,000 items as budget allows. Withdraw approximately 38,000 items from the collection. Continue to establish partnerships with vendors for pre-processing of materials. Move toward custom cataloging by vendors for portions of the collection using enriched Electronic Data Interchange capabilities. Continue to revise workflows as necessary because of reduced staff. Increase amount of donated materials processed for the collection.
Program Expenditures 2008-09 Actual $796,463 323,055 0 995,695 $2,115,213 2009-10 Budget $733,796 365,129 0 1,000,000 $2,098,925 2009-10 Estimate $698,268 441,848 0 1,407,842 $2,547,958 2010-11 Budget $562,151 264,060 0 1,000,000 $1,826,211 2010-11 % Change -23.4% -27.7% 0.0% 0.0% -13.0%
Budget Highlights The 2010-11 Library Technical Services Recommended Budget includes a reduction totaling $100,000 for administration of both eliminated magazines and Reference USA database. The 2009-10 Re-Estimate Budget includes a change in the full-time headcount from (11) to (8) due to departmental re-structuring.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity New books processed New non-print Materials deleted Materials repaired Total collection Total interlibrary loan Performance Average item price ($) Processing cost per item ($) Materials per capita Materials spent per capita ($) Interlibrary loan cost per item ($)
Harrington Library
Mission Provide for the information, educational, business, cultural and recreational needs of the community. Services include media and reading materials, reference services, database searching, interlibrary loan, Internet resources, MS Office products, remote access, Ask a Librarian web reference, patron classes, books by mail for shut-ins, Children’s, teen, and adult programming activities are offered, including programs targeting immigrant populations. Meeting space is provided for the community. 2010-11 Objectives Provide the best service and programming possible with the resources available. Re-engineer the building to promote more self-service options. Fine tune book and media offerings to patron demand. Seek grants to supplement programming and collections. Provide adult computer classes in English and Spanish. Provide a welcoming, supportive environment for our neighborhood community. Continue to be the community support center for job seekers and students.
Program Expenditures 2008-09 Actual $1,554,910 74,711 0 0 $1,629,621 2009-10 Budget $1,524,279 68,183 0 0 $1,592,462 2009-10 Estimate $1,459,261 69,173 0 0 $1,528,434 2010-11 Budget $1,497,841 46,000 0 0 $1,543,841 2010-11 % Change -1.7% -32.5% 0.0% 0.0% -3.1%
Budget Highlights The 2010-11 Harrington Library Recommended Budget includes no new programs, enhancements, or any new personnel requests. The 2009-10 Re-Estimate Budget includes a change in the full-time headcount from (20) to (21) and a change in the part-time headcount from (7) to (10) due to departmental re-structuring.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Circulation New patron registration Reference transactions Internet usage Program attendance Patron traffic count
23 11
20 7
21 10
21 10
561,640 4,689 49,036 106,846 16,623 345,773
510,000 4,500 4,500 98,000 18,000 311,000
558,000 4,000 50,700 96,000 17,000 336,000
558,000 4,000 50,700 96,000 17,000 336,000
2010-11 City Manager's Recommended Budget
99
General Fund
Schimelpfenig Library
Mission Provide for the information, educational, business, cultural and recreational needs of the Plano community. Services include: media, reading materials, reference services, database searching, interlibrary loan, Internet resources, MS Office products, remote access, web reference and patron classes. In addition, children, teen and adult programming activities are offered. 2010-11 Objectives Continue to offer quality educational programming for children, teens, adults and families. Support the volunteers, who provide the Library Links program to Plano senior citizens, with training, books and educational materials. Offer the Small Talk program to help beginning English speakers improve their language skills. Enhance customer service to patrons by engaging them on the floor to meet their information and reference needs. Educate staff on “Every Child Ready to Read” initiative so that everyone is working from the same knowledge base. Improve the functionality of the youth services floor to meet programming needs. Weed the collection to maintain quality resources for patrons. Add appropriate signage throughout the building to clearly identify materials and locations.
Program Expenditures 2008-09 Actual $1,507,423 62,826 0 0 $1,570,249 2009-10 Budget $1,468,968 56,510 0 0 $1,525,478 2009-10 Estimate $1,322,052 57,330 0 0 $1,379,382 2010-11 Budget $1,385,180 46,000 0 0 $1,431,180 2010-11 % Change -5.7% -18.6% 0.0% 0.0% -6.2%
Budget Highlights The 2010-11 Schimelpfenig Library Recommended Budget includes no new programs, enhancements, or any new personnel requests. The 2009-10 Re-Estimate Budget includes a change in the full-time headcount from (22) to (21) and a change in the part-time headcount from (11) to (10) due to departmental re-structuring.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Circulation New patron registration Reference transactions Internet usage Program attendance Patron traffic count
23 12
22 11
21 10
21 10
547,770 3,814 45,126 78,574 15,503 292,190
555,000 4,000 43,000 74,000 14,000 288,400
555,000 3,600 44,000 79,000 14,000 285,000
560,000 3,900 45,000 82,000 16,000 288,000
100
2010-11 City Manager's Recommended Budget
General Fund
Haggard Library
Mission Provide for the informational, educational, business, cultural and recreational needs of the Plano community. Services include: the world languages collection, the business reference collection, media, reading materials, reference services, database searching, interlibrary loan Internet resources, MS Office products, remote access, web reference, and patron classes. In addition, children, teen, and family programming activities are offered. Chinese story time is also offered. 2010-11 Objectives Complete Radio Frequency Indentification (RFID) installation. Reconfigure alcove in children’s area. Add doors to teen area and media equipment for viewing DVDs and game playing. Continue to offer quality programming to children, teens, and adults. Continue to answer reference questions in a timely and courteous manner. Continue to provide Small Talk program.
Program Expenditures 2008-09 Actual $1,595,452 77,158 0 0 $1,672,610 2009-10 Budget $1,547,960 60,069 0 0 $1,608,029 2009-10 Estimate $1,540,904 60,397 0 0 $1,601,301 2010-11 Budget $1,601,419 46,000 0 0 $1,647,419 2010-11 % Change 3.5% -23.4% 0.0% 0.0% 2.4%
Budget Highlights The 2010-11 Haggard Library Recommended Budget includes no new programs, enhancements, or any new personnel requests. The 2009-10 Re-Estimate Budget includes a change in the part-time headcount from (14) to (16) due to departmental re-structuring.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Circulation New patron registration Reference transactions Internet usage Program attendance Patron traffic count
23 12
21 14
21 16
21 16
742,662 4,985 57,609 102,373 15,027 360,295
800,000 5,500 68,000 100,000 16,000 370,000
715,000 4,000 53,600 100,000 12,800 350,000
750,000 4,500 58,000 105,000 13,000 360,000
2010-11 City Manager's Recommended Budget
101
General Fund
Special Library - MRL & GLHTA
Mission Municipal Reference Library (MRL) The Municipal Reference Library, staffed by a Librarian and a part-time Library Clerk offers research level reference service to City staff and Plano City Council members, as well as general reference service to Plano’s citizens, utilizing both print and database resources. Genealogy, Local History, Texana, & Archives (GLHTA) Staffed by a Genealogy Librarian Supervisor, Public Services Librarian Senior, and Library Technician who offer research services to Plano’s Citizens, utilizing print, microfilm, and database resources. 2010-11 Objectives Continue to provide research assistance and programs for citizens interested in genealogy and local history. Continue research assistance to City officials. Continue redesign of Plano Public Library System’s home page.
Program Expenditures 2008-09 Actual $304,857 28,412 0 0 $333,269 2009-10 Budget $290,570 30,000 0 0 $320,570 2009-10 Estimate $310,395 32,958 0 0 $343,353 2010-11 Budget $316,945 30,000 0 0 $346,945 2010-11 % Change 9.1% 0.0% 0.0% 0.0% 8.2%
Budget Highlights The 2010-11 Special Library – MRL & GLHTA Recommended Budget includes no new programs, enhancements, or any new personnel requests.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures MRL-Circulation MRL & GLHTA-reference transactions GLHTA-in house use GLHTA-internet use
4 1
4 1
4 1
4 1
426 21,541 10,641 2,878
600 21,000 10,000 2,500
500 19,400 10,000 2,600
500 19,400 10,000 2,600
102
2010-11 City Manager's Recommended Budget
General Fund
Davis Library
Mission Provide for the informational, educational, business, cultural and entertainment needs of the community. Services include: reading materials, media, reference services, database searching, interlibrary loan, Internet access, Microsoft Office products, remote access, web reference, traveling exhibits and patron classes. Children’s, teen, and adult programming activities are offered, including programs targeting immigrant populations. Meeting space is provided for the community. 2010-11 Objectives Continue to seek grants to supplement programs and grants. Continue to expand and develop the Juvenile and Teen materials collections. Revamp the presentation of library materials to encourage patron self-service and ease of use of the collection. Enhance staff training to continually improve the library experience for each patron.
Program Expenditures 2008-09 Actual $1,570,625 45,053 0 0 $1,615,678 2009-10 Budget $1,404,490 51,539 0 0 $1,456,029 2009-10 Estimate $1,562,274 56,191 0 0 $1,618,465 2010-11 Budget $1,617,131 46,000 0 0 $1,663,131 2010-11 % Change 0.0% 0.0% 0.0% 0.0% 0.0%
Budget Highlights The 2010-11 M. Davis Library Recommended Budget includes no new programs, enhancements, or any new personnel requests. The 2009-10 Re-Estimate Budget includes a change in the part-time headcount from (12) to (16) due to departmental re-structuring.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Circulation New patron registration Reference transactions Internet usage Program attendance Patron traffic count
22 13
22 12
22 16
22 16
961,657 4,186 54,102 66,727 19,636 407,317
880,000 4,000 53,000 61,000 20,000 402,000
963,000 3,700 54,200 67,000 20,421 411,390
990,000 3,800 55,500 69,500 22,000 420,000
2010-11 City Manager's Recommended Budget
103
General Fund
Parr Library
Mission Strive to meet the informational, educational, cultural and recreational needs of the Plano community for both in-library and remote users. 2010-11 Objectives Replace broken task chairs in public area. Host early voting and elections as requested. Relocate the media collection. Continue to increase the display items in the children’s area. Continue to re-evaluate the library’s configurations. Radio Frequency Identification (RFID) installation, training, and evaluation.
Program Expenditures 2008-09 Actual $1,290,577 60,488 0 0 $1,351,065 2009-10 Budget $1,285,134 51,155 0 0 $1,336,289 2009-10 Estimate $1,260,459 53,268 0 0 $1,313,727 2010-11 Budget $1,365,239 46,000 0 0 $1,411,239 2010-11 % Change 6.2% -10.1% 0.0% 0.0% 5.6%
Budget Highlights The 2010-11 Parr Library Recommended Budget includes no new programs, enhancements, or any new personnel requests. The 2009-10 Re-Estimate Budget includes a change in the part-time headcount from (7) to (10) due to departmental re-structuring.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Circulation New patron registration Reference transactions Internet usage Program attendance Patron traffic count
22 7
20 7
20 10
20 10
465,028 3,568 35,560 66,798 9,762 257,357
430,560 3,130 33,192 60,772 8,808 242,232
450,000 3,300 29,900 74,200 9,700 255,000
450,000 3,300 29,900 76,600 10,000 283,000
104
2010-11 City Manager's Recommended Budget
General Fund
Development Business Center
Mission The Development Business Center is charged with conducting the City’s programs of Planning, Engineering, Public Works, Building Inspections, and capital improvements. The center is organized into three departments; however, it relies on cross-functional work teams and resource sharing among departments to achieve the center’s scope of service. The center has extensive interjurisdictional programs of planning, infrastructure development, and intergovernmental relations. 2010-11 Objectives Facilitate and coordinate the center’s program of service. Manage special projects as assigned by the City Manager. Serve as city liaison on interjurisdictional and regional programs. Serve as city legislative liaison for state affairs.
Program Expenditures 2008-09 Actual $312,651 26,788 0 0 $339,439 2009-10 Budget $310,028 14,575 0 0 $324,603 2009-10 Estimate $338,028 15,150 0 0 $353,178 2010-11 Budget $311,966 32,402 0 0 $344,368 2010-11 % Change 0.6% 122.3% 0.0% 0.0% 6.1%
Budget Highlights The 2010-11 Development Business Center Recommended Budget includes no new programs, enhancements or any personnel requests.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Administer Operating Budgets: Building Inspections Public Works Planning Engineering Performance Construction inspections performed Development plans Environmental/Zoning code inspections Number of legislative bills analyzed
2 0
2 0
2 0
2 0
$3,465,422 $5,851,249 $2,790,200 $2,484,306
$3,465,872 $6,142,494 $3,130,881 $2,425,829
$2,994,127 $5,962,512 $2,917,524 $2,487,717
$3,050,747 $5,763,042 $2,658,266 $2,372,730
52,805 218 45,297 1,500
51,856 120 49,320 1,000
50,100 270 49,000 1,000
52,800 270 52,675 1,500
2010-11 City Manager's Recommended Budget
105
General Fund
Building Inspections
Mission Oversee the construction of commercial and residential development. Its mission is to enforce the International Building Codes, ensuring the highest level of safety for homes, schools, places of worship, offices, retail centers and all buildings throughout the City of Plano. A full range of plan review and construction inspection services are provided to facilitate this responsibility. 2010-11 Objectives The department submitted its application for reaccreditation with the ICC – International Accreditation Service. IAS is expected to conduct a site visit this year. Search out and fulfill budget solutions. Review technology for increased efficiency using electronic permits and posting for inspectors. Cross train employees to maximize staff and expand capabilities of our personnel.
Program Expenditures 2008-09 Actual $3,338,317 127,105 0 0 $3,465,422
Budget Highlights The 2010-11 Building Inspections Recommended Budget includes reductions totaling $295,461. Reductions include: one Part-Time Inspections Assistance position ($19,984); two Building Inspector Sr. position ($151,416); one Administrative Support Supervisor position ($66,713); and one Sr. Administrative Assistant position ($57,348). Also included is a funded revenue supplement in the amount of $180,000 for various fee increases. Additionally, included is a funded supplement in the amount of $47,000 for an Interactive Voice Response (IVR) upgrade and also $25,500 for additional IVR services. Both of these items will be funded from the Technology Fund.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Applications received Plan reviews performed Permits issued Construction inspections performed Performance Average minutes per inspection Commercial plan review (days) Residential plan review (days)
48 5
42 4
41 4
37 3
12,249 5,203 12,249 52,805
8,175 3,600 8,250 51,856
11,800 4,700 11,900 50,100
10,000 4,000 10,100 52,800
19 16 5.12 4.0 2.11 2.0
18 19 4.0 2.0 4.0 2.0
106
2010-11 City Manager's Recommended Budget
General Fund
Property Standards
Mission Work to epitomize quality customer service in an efficient manner through the education and implementation of City codes and ordinances that improve, enhance, and promote property values. The Department supports a level of health and safety essential to the well being of the citizens of our community. 2010-11 Objectives Maintain complete staffing and established service levels. Complete annual benchmark and identified structural condition rating report. Implement on-line credit card payment option. Achieve document imaging for department processes.
Program Expenditures 2008-09 Actual
Study, evaluate and develop (if needed) a vacant and abandoned property ordinance. Establish service abatement contracts for minor fence repairs, structure shuts and demolitions. Implement full Global Positioning Systems capabilities for equipment and vehicles. Budget Highlights The Property Standards 2010-11 Recommended Budget includes one revenue supplement for development fee increases, $15,000; and one reduction supplement for general operations and maintenance reductions ($10,810).
2009-10 Budget
2009-10 Estimate
2010-11 Budget
2010-11 % Change 2.5% -9.0% 0.8% 0.0% 0.8%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary
Total Full-Time Total Part-Time Program Measures Activity Telephone calls Environmental/Zoning code inspections Notices generated Citations issued Towed vehicles Contract Work Orders Liens processed Building Standards hearings Performance Complaints processed (within 48 hours) Average complaint closure-days Graffiti Abatements Community service project dates/sites Substandard housing cases
23 1
23 1
23 1
23 1
20,049 45,297 23,823 569 24 1,286 323 5
18,900 49,320 22,500 556 20 1,252 300 12
20,000 49,000 24,511 682 25 1,390 475 10
21,200 52,675 25,736 716 30 1,460 588 15
95% 18 28 10/52 1,235
96% 16 137 8/50 1,163
96% 20 100 10/55 1,274
98% 20 125 12/60 1,338
2010-11 City Manager's Recommended Budget
107
General Fund
Planning
Mission Responsible for updating the City's Comprehensive Plan, reviewing and processing of development and zoning requests, conducting special studies related to the community's growth, redevelopment and maturity; maintaining the City's Geographic Information System (GIS), and administering the Community Development Block Grant (CDBG) program. The CDBG program includes housing rehabilitation, first-time homebuyers program, homeless prevention, supervision of the Day Labor Center, and funding of various social service activities. The Department provides staff support for the Planning & Zoning Commission, the Transition & Revitalization Commission, the Heritage Commission and the Community Relations Commission. 2010-11 Objectives Complete the Heritage Preservation Plan update to make it into a more relevant document given the potential number of properties becoming eligible to designation. Complete the redesign of the Comprehensive Plan to make it a more relevant, readable document including an interactive website.
Program Expenditures 2008-09 Actual
Continue updating the Zoning Ordinance given the recommendations from the Zoning Ordinance Assessment. Budget Highlights The Planning Department 2010-11 Recommended Budget includes 6 reduction supplements: elimination of a city vehicle to the fleet share program ($5,400); reduction to travel/training ($25,000), elimination of a Database Administrator position ($95,628), elimination of the Long Range Planning Manager position ($123,405), shift the cost of benefits for grant funded position to the grants ($75,819), and reduction of imaging consultant assistance ($25,000) from the Technology Fund. Also included is a revenue supplement in the amount of $5,000 for development fee increases.
2009-10 Budget
2009-10 Estimate
2010-11 Budget
2010-11 % Change -9.2% -10.3% 35.3% 0.0% -15.1%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary
Total Full-Time Total Part-Time Program Measures Activity Zoning cases Development plans Certificates of Appropriateness Historic tax exemptions Performance Completed development plans initial review within 2 weeks Monitored maintenance of historic properties eligible for historic tax exemptions
40 0
38 0
38 0
36 0
27 218 31 66
20 120 30 64
20 270 35 66
20 270 35 66
100%
100%
100%
100%
100%
100%
100%
100%
108
2010-11 City Manager's Recommended Budget
General Fund
Rental Registration & Inspection
Mission Establishment of a method to annually register and systematically inspect properties used for rental purposes to further promote and ensure the health, safety and livability of these properties in accordance with the City’s property maintenance and minimum housing standards. 2010-11 Objectives Achieve and maintain full staff for program. Evaluate and updated associated program forms and reports. Complete five-year cost recovery assessment. Develop an annual benchmark report of program measures. Complete implementation of automated inspection entry procedures. Assess landlord training needs for future program development. Obtain staff property maintenance and housing inspection certificates.
Program Expenditures 2008-09 Actual $99,056 20,048 6,962 0 $126,066 2009-10 Budget $320,081 84,816 12,647 0 $417,544 2009-10 Estimate $136,681 56,620 6,944 0 $200,245 2010-11 Budget $277,327 73,343 12,749 0 $363,419 2010-11 % Change -13.4% -13.5% 0.8% 0.0% -13.0%
Budget Highlights The Property Standards 2010-11 Recommended Budget includes 2 reduction supplements: elimination of a part-time Administrative Assistant position ($17,794) and general operations and maintenance reductions ($11,190).
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Rental program database Rental certifications issued Certificates updated Web site posting Performance Rental registration units Rental inspections Rental re-inspections Citations
4 1
4 1
4 1
4 0
112 112 1 112 26,147 962 315 0
110 110 5 110 26,237 1,412 494 7
112 112 2 112 26,682 1,860 630 5
120 120 5 120 28,682 2,010 750 10
2010-11 City Manager's Recommended Budget
109
General Fund
Engineering
Mission Responsible for transportation planning and engineering, the design and construction of publicly maintained infrastructure, the Community Investment Program and inspections for all public and private improvements. 2010-11 Objectives Transportation Issue contract to collect mid-day traffic turning movement counts at selected intersections. Support deployment of the DART US-75 Integrated Corridor Management (ICM) Project on Avenue K. Complete a study on Traffic Management Center (TMC) needs. Report on Median Left-Turn project safety and operation. Install 2 wireless traffic monitoring camera systems on Custer Road and retime traffic signals and report findings/benefits to TxDOT/NCTCOG. Facilities Reduce energy consumption by 4%.
Program Expenditures 2008-09 Actual
Complete construction of Fire Station 13. Complete construction of Carpenter Park Recreation Center Expansion. Complete design and begin construction of Technical Services Data Center. Complete construction of Fire Station 4 Addition. CIP th Complete construction of 14 Street from Avenue K to Ridgewood Drive. Complete construction of Chaparral Road from Avenue K to Cottonwood Creek. Complete construction of Communications Parkway – Spring Creek Parkway to Tennyson Parkway. Complete construction of McDermott Road – Coit Road to Ohio Drive. Complete construction of Meadows Addition, Phase I. Budget Highlights The 2010-11 Engineering Recommended Budget includes 2 reduction supplements: O&M reductions ($15,638) and for the elimination of a Senior Engineering Technician position ($66,713); 1 revenue supplement: development fee increases ($5,000); and 1 addition supplement: seven months of a Deputy Director position $70,102.
2009-10 Budget 2009-10 Estimate 2010-11 Budget 2010-11 % Change -1.2% -6.4% 1.3% 0.0% -2.2%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Streets paved (miles) Water lines installed (miles) Assessments outstanding ($000's) CIP projects funded ($000's) Annual assessment receipts ($000's) Performance Achieve and average "Overall Satisfied Customer" raring of 60% or more on the construction surveys Engineering plan submittals reviewed Franchise utility permits issued Site improvement permits issued Total building New buildings/additions under construction New buildings/additions in design Number of signals constructed Hours of delay (thousands) Tons of carbon monoxide SSP neighborhoods served
Facilities Maintenance
MISSION Responsible for the physical maintenance, repair, security and improvements of all City buildings, facilities and leased areas. In addition, this department administers service contracts for security systems, elevators, boilers, HVAC systems, water treatments and assists in coordinating and performing intra-office moves. 2010-11 Objectives Provide a safe and healthful work environment for employees and prolong the useful life of major building components through scheduled maintenance and condition surveys. Plan and implement minor remodeling / refurbishing projects. Consult with departments on effective space to maintain and improve energy efficiency of buildings. Work with departments on additional security improvements to their facilities. Perform audits of energy usage of existing buildings and plan changes to reduce consumption.
Program Expenditures 2008-09 Actual $1,655,111 4,538,218 0 177,336 $6,370,665
Budget Highlights The 2010-11 Facilities Maintenance Recommended Budget includes 10 funded supplements, 2 reductions: elimination of Facility Construction Coordinator position ($71,596) and elimination of operations & maintenance cost for Thomas Gym & Douglass Recreation Center with Boy’s & Girl’s Club to take that responsibility ($66,708), 1 addition: maintenance AV equipment $3,000 and 7 requests for operations and maintenance for expansion of existing facilities and new facilities: Emergency Operations Center $16,249; Fire Station #12 $10,870; Warehouse Logistics Facility $6,288; Animal Shelter $29,654; Carpenter Park Recreation Expansion $9,489; Fire Station #4 Expansion $10,459 and Fire Station #13 $19,133.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Buildings Maintained Square Footage Maintained Work Order Requests Work Orders Completed Work Orders Performed: In-House Contracted Performance Work Orders Completed/Total Requested Work Orders Performed In-House/Work Orders Requested
23 0
23 0
23 0
22 0
92 1,408,218 14,509 14,059 12,410 1,649
94 1,449,213 15,200 14,980 14,480 500
93 1,450,215 14,700 14,300 13,500 800
94 1,481,015 15,200 14,980 14,380 600
97.0% 85.5%
99.0% 91.4%
97.3% 91.8%
98.6% 94.6%
2010-11 City Manager's Recommended Budget
111
General Fund
Facilities Services
MISSION Responsible for providing all general building services to eight-eight City facilities. Services include Green Cleaning custodial services, pest control services, indoor plant maintenance, window cleaning, concessionaire services, environmental waste/recycling disposal, modular furniture and office relocation. 2010-11 Objectives Continue monitoring contractual services for cleaning to ensure Sustainability Green Seal supplies and equipment utilized and procedures are properly maintained and adhered. Continue to provide a clean, sanitary environment for citizens and employees utilizing city facilities. Increase quality assurance surveillance inspections to aide in the enforcement of the contractual cleaning vendor’s performance. Continue to coordinate internal / external moves, relocation and special functions for City Council, Executive level meetings, receptions and set-ups. Provide departmental assistance to managerial / supervisory staff as needed. Develop contract specifications related to conversion of Green Building guidelines for all/any vendor renewals.
Program Expenditures 2008-09 Actual $335,543 1,380,793 0 0 $1,716,336
Budget Highlights The 2010-11 Facilities Services Recommended Budget includes 5 funded supplements: 4 are for custodial and contracted services for O&M Costs associated with opening new or expanded facilities; Warehouse Logistics Facility (2 months) - $5,405, Emergency Operations Center (2 months) - $9,634, the Animal Shelter Expansion (12 months) - $13,532 and the Carpenter Park Expansion (2 months) $6,984 and 1 reduction supplement: Douglass Recreation / Thomas Gym Conversion - ($21,136).
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Buildings Serviced Buildings Serviced (square footage) Moves Performance Cost per square foot
6 0
6 0
6 0
6 0
92 1,408,218 87 $1.22
94 1,449,213 90 $1.11
93 1,450,215 91 $1.31
94 1,481,015 95 $1.29
112
2010-11 City Manager's Recommended Budget
General Fund
Fire
Mission To protect and enhance the quality of life in Plano through a comprehensive program of services directed toward public education, prevention, and control in areas of fire, rescue, medical emergencies, hazardous materials incidents, and disasters. 2010-11 Objectives Open and occupy FD 13 in the NW quadrant of the city. Complete FD 4 expansion project. Update Oral Interview Board process. Update recruiting plan and increase diversity to reflect that of the community within the Fire Department. Update/revise strategic plan for CPR/Automatic External Defibrillator (AED) program.
Develop and implement new community outreach education programs to include the Senior Select Remembering When Referrals Program, and the Oklahoma State University (OSU) Hazard Prevention program which emphasizes consistent messaging aimed at reaching preschool and young audiences. Budget Highlights During 2009-10, the Fire Department reduced the number of full-time Civil Service positions by (1) Lieutenant, saving an estimated $111,181 per year. The 2010-11 Fire Department Recommended Budget includes the elimination of (2) staff vehicles, reducing $7,984 in related garage and depreciation expenditures. The 2010-11 Recommended Fire Equipment Replacement budget includes: (58) Scott Self-Contained Breathing Apparatus (SCBA) Air-Paks, $257,316; (30) Safety Pad Patient Reporting systems to replace the units that have become obsolete, $145,838, replacing the units that have become obsolete; and an all-terrain vehicle for use by Emergency Medical Services (EMS) at remote city park locations, $22,745.
2009-10 Budget $37,238,863 4,965,344 0 0 $42,204,207 2009-10 Estimate $36,970,031 5,132,007 0 28,575 $42,130,613 2010-11 Budget $38,045,935 4,868,160 0 0 $42,914,095 2010-11 % Change 2.2% -2.0% 0.0% 0.0% 1.7%
Program Expenditures
2008-09 Actual $36,956,638 4,568,559 (23,331) 12,541 $41,514,407
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Fire Calls (total incidents) EMS Calls Program participants Business inspections Public education programs scheduled EMS Revenue Fire Plan reviews Fire and Code Investigation Fire Plan Review Revenue Fire Prevention Revenue Fire Plan Review per Examiner Fire and Code Investigations per Investigator Inspections per Inspector Performance Fires per 1,000 population Property loss per $1,000 valuation Average property loss per fire Fire Dept. expenditure per capita Property loss per capita Fire/EMS incidents response within 6:59 min Average response time (Fire/EMS in minutes)
Fire - Civilian
Mission Provides support in the areas of administration, budgeting, purchasing, clerical services, and information services for the Fire Department. 2010-11 Objectives Train every city employee in CPR by end of 2011. Conduct three Door-to-Door Smoke Alarm programs. Conduct Risk Watch classroom instruction on fire safety, falls prevention, and water safety. Conduct one Citizen Fire Academy class in FY 2010-11. Continue “Back to Basics” fire safety campaign with elderly citizens as the audience. Focus on non-fire injury risk reduction. (i.e.: encourage seat belt usage, heat stroke prevention, etc.)
Program Expenditures 2008-09 Actual $676,399 $36,556 $0 $0 $712,955 2009-10 Budget $746,278 $56,629 $0 $0 $802,907 2009-10 Estimate $679,763 $58,294 $0 $0 $738,057 2010-11 Budget $678,489 $55,467 $0 $0 $733,956 2010-11 % Change -9.1% -2.1% 0.0% 0.0% -8.6%
Budget Highlights The 2010-11 Fire Civilian Recommended Budget includes the elimination of (1) vacant Administrative Assistant position, $49,607.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Public Education Programs Learn-Not-to-Burn School/Class Fire Safety House Life and Fire Safety (LAFS) Clowns Risk Watch Performance Invalid Alarms Revenue CPR Certification Cards Issued Total Public Education
12 0
12 0
12 0
11 0
550 10,000 1,300 0 10,000 $48,940 31 38,000
600 12,000 2,400 0 12,000 $54,280 88 50,000
600 11,000 1,000 0 11,000 $54,280 22 38,000
600 11,000 1,000 0 11,000 $54,280 0 38,000
114
2010-11 City Manager's Recommended Budget
General Fund
Emergency Management
Mission To serve the citizens of Plano by directing and coordinating emergency management and homeland security programs to mitigate, prepare for, respond to, and recover from emergencies and disasters.
2010-11 Objectives Administer Homeland Security grants for FY 2009-10 and for FY 2010-11. Ensure compliance with National Incident Management System requirements for FY 2010-11. Finalize rewrite of City of Plano Comprehensive Emergency Management Plan and gain acceptance from the State of Texas Division of Emergency Management. Maintain Community Emergency Response Teams (CERT) through no cost refresher training and Citizen Corp Program grant funds.
Program Expenditures 2008-09 Actual $405,835 87,384 0 0 $493,219
Coordinate planning, training, and exercises with city, county, regional, state, and federal stakeholders. Continue education efforts with public, businesses, schools, and civic groups on preparedness measures for individuals, families, and facilities. Provide assistance to critical facilities, faith based organizations, health care facilities and businesses in development of emergency and disaster plans. Develop and complete tabletop, functional, and/or full scale exercises to analyze emergency operations and determine improvements in processes and methodologies. Budget Highlights The 2010-11 Emergency Management Recommended Budget includes no new programs, enhancements, or any new personnel requests.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures
5 0
5 0
5 0
5 0
Annexes Re-Written or Updated in CEMP 5/24 Employees fully trained to standard in Incident Command System per NIMS requirements 75 of 2008 CERT members trained 125 Emergency Mgmt. Exercises Conducted or Actual Events 2 Preparedness Outreach Events (upon request) 40 Grant Funds Administered $250,000
24/24
24/24
26/26
2008 of 2008 125 2 40 $200,000
2008 of 2008 150 2 40 $239,098
2008 of 2008 175 2 40 $300,000
2010-11 City Manager's Recommended Budget
115
General Fund
Public Operations & Business Center
Mission Responsible for the administration and coordination of all activities relating to: Convention & Tourism, Golf Course, Recreation, Parks, Human Resources, Risk Management, and Library Services. 2010-11 Objectives Administer and coordinate programs and services of responsible departments. Assemble functional teams to address a variety of issues during the year, as well as manage special projects assigned by the City Manager.
Program Expenditures 2008-09 Actual $232,378 6,238 0 0 $238,616
Budget Highlights The 2009-10 Public Operations & Business Center's Budget includes a reduction in salaries and benefits due to the position being vacant for 6 months. The 2010-11 Recommended Budget also includes a reduction in salaries and benefits of $15,524.
2009-10 Budget $220,206 21,458 0 0 $241,664
2009-10 Estimate $216,704 16,458 0 0 $233,162
2010-11 Budget $201,180 20,695 0 0 $221,875
2010-11 % Change -8.6% -3.6% 0.0% 0.0% -8.2%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Administer Operations Budgets: Public Operations & Bus. Center Convention & Tourism Golf Course Recreation Revolving Parks & Recreation Human Resources Libraries Risk Total Budgets Administered: Performance Recreation Attendance Park Acreage Maintained Job Applications Processed Internal Training Sessions Offered Total Library Circulation
Public Information
MISSION Through message creation, management, and distribution, the Public Information Department communicates the vision, services, and programs of the City of Plano to staff and residents. Team members are charged with the following responsibilities: to inform and educate the citizenry about City operations, services, activities, and opportunities; to prepare written material for publication; to produce video for presentation on Plano Television Network (PTN) and the Internet; to develop and disseminate the City's newsletters, press releases, employee information pieces, and other general documents; and to coordinate and maintain the City's website and all activities therein. 2010-11 Objectives Continue integration of video into website. Refresh website to enhance consistent image among all pages. Implement social media program developed by Web 2.0 Committee. Manage utility bill insert program. Enhance employee communications intranet site through completion of two focus groups and one employee survey. Continue to assist with City events and ceremonies, dedications, and groundbreakings.
Program Expenditures 2008-09 Actual $583,470 69,636 0 0 $653,106
Administer 21 Arts Grants, 6 Special Event Grants and one Urban-Town Center grant. Provide support for the Cultural Affairs Commission. Collaborate with City departments in developing public relations campaigns for education programs and specific projects. Budget Highlights The 2009-10 Public Information Re-Estimate Budget includes a change in the full-time head count from (7) to (5) due to the Action Center Staff moving to Records Management as part of a re-organization. The 2010-11 Public Information Recommended Budget does include a funded supplement in the amount of $11,100 for Technology requirements to provide ability for grant applicants to log-in and submit applications directly through an on-line system. This item will be funded from the Technology Fund.
2009-10 Budget $608,761 66,114 0 0 $674,875
2009-10 Estimate $451,903 67,124 0 0 $519,027
2010-11 Budget $484,790 60,666 0 0 $545,456
2010-11 % Change -20.4% -8.2% 0.0% 0.0% -19.2%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Press releases News/Publications reviewed prior to release News stories developed Employee communications content developed Performance Citizen questions and concerns handled
5 0
7 0
5 0
5 0
300 120 425 0
340 175 470 0
340 384 425 115
350 445 525 310
1,200
6,000
1,200
1,200
2010-11 City Manager's Recommended Budget
117
General Fund
Records Management
Mission Responsible for coordinating, administering and implementing the Records Management Program, which includes program development, records retention, digital technology, storage, microfilming, filing systems, and destruction of records. The Action Center operates the main switchboard, directs complaints to appropriate departments, and assists and greets citizens. Mail Services performs a variety of duties in the processing and distribution of City mail which include providing services with an inserting machine, preparation of large mail-outs, recording and maintaining records for incoming and outgoing mail as well as financial records pertaining to postage.
2010-11 Objectives Continue to train Records staff in Laserfiche and bring new departments into the Records Management system. Begin scanning backlog for Planning. Train departments on the new way of doing certified mail. Streamline Open Records Request processes and develop new reports. Research and develop retention for web and 2.0 technologies. Budget Highlights The 2009-10 Records Management Re-Estimate Budget includes a change in the full-time head count from (5) to (9) due to the merging of Mail Services and also the Action Center. The dollars associated with this merger are included as well. The 2010-11 Records Management Recommended Budget includes a savings of $6,978 due to the renegotiation of maintenance contracts and a reduction supplement of $4,500 in postage by automating certified mail.
2009-10 Budget $361,011 39,343 0 0 $400,354 2009-10 Estimate $548,157 363,412 0 0 $911,569 2010-11 Budget $550,284 336,150 0 0 $886,434 2010-11 % Change 52.4% 754.4% 0.0% 0.0% 121.4%
Program Expenditures
2008-09 Actual $388,358 42,242 0 0 $430,600
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Records Stored Records Filmed Records Destroyed Retrievals/Returns Open Records Requests Processed Documents Scanned Performance File Cabinets Saved Total Volume of Records Stored Documents filmed (%) Action Center Calls Answered Visitor/Walk-Ins Mail Service Mail Metered Utility Bills Processed (Delinquent Only) Other Mailings (FedEx, Certified, UPS) Incoming Mail Processed
Health
Mission Provide outstanding citizen services in environmental/public health and animal control that provides wellness and prevent disease and pollution in our community. 2010-11 Objectives Incorporate new GIS capabilities to assist with disease surveillance and monitoring of communicable diseases and illnesses that could result in a potential outbreak situation. Conduct a baseline study of Plano high priority eateries to identify, track and monitor trends in the occurrence of food borne illness risk factors.
Conduct a self-assessment of the consumer health program to create efficiencies in business practices and implement new procedures and processes to offset reduced departmental resources. Continue to seek grant opportunities and alternative funding sources for consumer health programs. Conduct employee feedback survey of management and supervisory positions. Budget Highlights The 2010-11 Health Recommended Budget includes a reduction supplement in the amount of $75,427 for the elimination of a vacant Health Specialist position. Also included are (3) revenue supplements: $13,160 for an increase in the Food Handler Program fee; $2,500 for a change in the Restaurant Re-Inspection fee; $1,600 for an increase in the Administrative fee.
Program Expenditures
2008-09 Actual $1,409,849 138,467 (16,041) 0 $1,532,275
2009-10 Budget
2009-10 Estimate
2010-11 Budget
2010-11 % Change -7.8% -11.5% 0.0% 0.0% -9.9%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Food establishments under permit Temporary food permits issued Restaurant Plan Review Environmental complaints taken Communicable disease cases Performance Food inspections performed Food complaints investigated Foodborne Illness investigated Food Handlers' trained Food Manager's trained Public smoking complaints investigated Noise complaints investigated Air quality complaints investigated Illumination complaints investigated
Animal Services
Mission To protect the health, safety, and welfare of animals and people in Plano and promote responsible ownership of pets within the City. 2010-11 Objectives Increase efficiency within the Division and registration compliance by outsourcing city license program. The division licensed 8,572 pets in FY 2008-09 which is less than 6% of the estimated 142,570 pets that currently live in Plano. Partnering with a company that specializes in municipal licensing programs could increase the number of registered pets by 30% in the first year. Increase the number of animals that are returned to their owners through licensing and identification programs. Nationwide, over 90% of all animals that enter shelters with identification are reunited with their owners. Conversely, over 90% of all animals that enter a shelter without identification are never reclaimed. One of PAS main objectives is to return at-large animals to their rightful owners and increasing identification rates of all animals through education will lead to more animals finding their way back in their original homes.
Decrease the number of animals being relinquished for preventable reasons through training and educational programs. Approximately 1,800 animals are released by their owners each year. Many of these relinquishments could have been prevented if the owner had access to resources or training that would allow them to keep the animal. Training assistance, housing referrals, and veterinary care assistance could all help owners in keeping their pets. Increase services to the community at no additional costs to the city through collaborations with animal welfare organizations. One such group, the Texas Coalition for Animal Protection, will provide low-cost sterilization and vaccination services for citizens if the city provides them with appropriate space for surgery. On days that Animal Services is not using the surgical suite, TCAP could use the space to assist pet owners at no cost to the city. Budget Highlights The 2010-11 Animal Services Recommended Budget includes reductions totaling $50,032. Reductions include: Reduce ASO position to Part-Time Kennel position ($44,232); Reduce Minor Apparatus ($5,000); and Reduce Laundry Cleaning ($800.00). Also included are (6) revenue supplements: Outsourcing of City License Program ($22,00); Vet Pick-Up for Deceased Animals ($13,00); Re-Inspection Fee ($250.00); an Animal Establishment Late Fees ($250.00) City Registration Late Fee ($10,000); Owner Surrender Fee ($35,000).
Program Expenditures
2008-09 Actual $1,364,954 344,414 (31,302) $1,678,066
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Service calls Animals impounded Animals redeemed Animals adopted Animals euthanized Animals transferred Animals registered
23 3
23 3
23 3
23 3
14,782 7,049 1,143 2,290 1,430 2,219 8,572
12,536 7,217 1,360 2,606 1,443 1,808 8,107
13,862 7,654 1,344 3,048 1,428 1,502 8,908
14,322 7,352 1,244 2,669 1,429 1,861 8,740
120
2010-11 City Manager's Recommended Budget
General Fund
Parks & Recreation Administration
Mission Provide management and direction for the operation of the Parks & Recreation Departments and the Plano Centre/Convention & Visitors Bureau; formulate and implement goals, objectives, and strategic plans; administer the Community Investment Program for the Parks & Recreation Departments; and provide staff support for the Parks & Recreation Planning Board. 2010-11 Objectives Administer, direct and coordinate the activities of the Parks & Recreation Department and the Plano Centre/ Convention & Visitors Bureau. Administer the implementation of goals, objectives and strategic plans for the Parks & Recreation Department and the Plano Center/Convention & Visitors Bureau. Manage the implementation of the various elements of the Community Investment Program for the Parks & Recreation Department. Oversee employee recognition, safety, performance, affirmative action and other personnel related items. Provide support for the Parks & Recreation Planning Board.
Program Expenditures 2008-09 Actual $353,723 22,586 0 0 $376,309
Budget Highlights The 2010-11 Parks & Recreation Administration Recommended Budget includes an increase of $225,919 in the form of a reimbursement to provide for Operating & Maintenance expenditures at the Pecan Hollow Golf Course during its yearlong renovation starting November 2010.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Full-time employees General Fund Budgets ($000's) Other Fund Budgets ($000's)
2 0
2 0
2 1
2 1
265 $21,817 $11,475
251 $22,590 $12,144
248 $21,549 $10,823
239 $21,279 $10,075
2010-11 City Manager's Recommended Budget
121
General Fund
Creative Arts
Mission Create an environment where the community can share in the full diversity and vitality of the arts. This is accomplished by operation of the Courtyard Theater, Cox Building Playhouse and the Amphitheater at Oak Point Park. Creative Arts also presents cultural events and works to assist other Departments in cultural activity. Other programs under Creative Arts include Public Art, Municipal Exhibits, and the Cultural Arts Grant Program. Support is also provided to the Cultural Affairs Commission and the Public Art Committee. 2010-11 Objectives Creative Arts Division will operate the Courtyard Theater and Cox Building Playhouse for 12 months and Amphitheater at Oak Point Park for 8 months; project 300 public events at these three venues combined. Creative Arts Division will present five (5) concerts during the Spring/Summer/Fall window, with at least three concerts at the Amphitheater at Oak Point Park.
Program Expenditures 2008-09 Actual $429,824 133,203 0 1,500 $564,527 2009-10 Budget $462,157 215,323 0 4,000 $681,480 2009-10 Estimate 2010-11 Budget 2010-11 % Change -28.2% -46.3% 0.0% -100.0% -34.3%
Budget Highlights The 2010-11 Creative Arts Recommended Budget includes reductions totaling $208,379. Reductions include: elimination of two positions, Creative Arts Complex Supervisor & Cultural Programs Coordinator ($137,071).
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Operation of Amphitheater Operation of Cox Playhouse Operation of Courtyard Theater Performance Amphitheater dates booked Courtyard Theater dates booked Cox Building dates booked
Summer Arts Program
Mission Provide a multi-disciplinary summer arts and cultural program for youth ages 8 to 15. The program will run for six to eight weeks during the summer season and focus on providing a forum for youth to gain exposure to various artistic skills. This program’s content should be directed towards those youth who might not have an opportunity to experience these artistic disciplines. 2010-11 Objectives
Program Expenditures 2008-09 Actual $0 57,000 0 0 $57,000
Target providing service to as many as 350 underprivileged youth who might not otherwise have an opportunity to participate in such arts activities as dance, music, theater and visual arts.
Budget Highlights The 2010-11 Recommended Summer Arts Program Budget includes no new programs, enhancements, or any new personnel requests.
2009-10 Budget $0 55,290 0 0 $55,290
2009-10 Estimate $0 55,290 0 0 $55,290
2010-11 Budget $0 55,290 0 0 $55,290
2010-11 % Change 0.0% 0.0% 0.0% 0.0% 0.0%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Number of student participants
0 0
0 0
0 0
0 0
325
350
350
350
2010-11 City Manager's Recommended Budget
123
General Fund
Marketing and Special Events
Mission Inform and educate the citizens of Plano and the media of all of the activities, events, and services of the Parks & Recreation Department. Supervise, coordinate, and/or manage quality events for participation by Plano’s citizens, and issue Special Event Permits for events within the City limits. 2010-11 Objectives Consider splitting the Events funding from Marketing funds to align with new organizational structure. Administer Special Events Grants.
Program Expenditures 2008-09 Actual $213,690 91,959 -32,396 0 $273,253 2009-10 Budget $259,976 79,669 0 0 $339,645 2009-10 Estimate $157,238 69,719 0 0 $226,957 2010-11 Budget $134,899 70,680 0 0 $205,579 2010-11 % Change -48.1% -11.3% 0.0% 0.0% -39.5%
Budget Highlights The 2010-11 Marketing and Special Events Recommended Budget includes reductions totaling $134,066. Reductions include: elimination of a Community Resources Manager position ($115,397); and reductions in Operations and Maintenance expenditures ($18,669). Also included is a revenue supplement in the amount of $4,000 for a Pavilion Rental Fee increase.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Mascot appearances Welcome packets mailed Performance Department special event attendance
3 1
3 1
3 0
2 0
7 3,700 40,011
7 3,500 40,000
2 3,500 50,350
3 3,500 40,000
124
2010-11 City Manager's Recommended Budget
General Fund
Downtown/East Advocacy
Mission Support economic development, events and initiatives in the downtown Plano area. 2010-11 Objectives Update information at kiosks three times a year. Support the annual Holiday Lighting event.
Program Expenditures 2008-09 Actual $0 30,972 0 0 $30,972 2009-10 Budget $0 28,500 0 0 $28,500 2009-10 Estimate $0 28,496 0 0 $28,496 2010-11 Budget $0 28,500 0 0 $28,500 2010-11 % Change 0.0% 0.0% 0.0% 0.0% 0.0%
Budget Highlights The 2010-11 Downtown/East Advocacy Recommended Budget includes no new personnel, reductions or enhancements.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures
0 0
0 0
0 0
0 0
Number of supported downtown events 1* 1* 1* 1* Village News newsletters distributed** 21,000 0 0 0 Village News newsletters available online** 0 0 0 0 * Only Holiday Lighting and the Downtown Advertising Grant Program are now supported by this cost center.
2010-11 City Manager's Recommended Budget
125
General Fund
Park Field Services
Mission Develop specifications, bid, implement, and administer contracts for multiple park sites and maintenance tasks. Support and monitor Park’s work management system and maintain a park asset tracking and inventory program. Monitor city-wide park contractors’ performance proficiency. Provide city-wide irrigation support, water management and irrigation repairs to all parks, public buildings, specialty areas, medians and entry points. Manage and distribute contractual funds across multiple cost centers. 2010-11 Objectives Continue water conservation and management via the irrigation central control system. Separate Athletic irrigation programming from the districts’. Continue improvement of irrigation communication using the mesh-net system. Continue to improve water application methods for more efficient, effective water use. Continue annual irrigation backflow inspection and repair program.
Program Expenditures 2008-09 Actual $578,921 1,186,228 0 2,016 $1,767,165
Continue process improvements for contractual services’ specifications and administration for the purpose of cost savings and improved quality of service for the public. Continue to explore additional opportunities for managed competition in park services. Develop specialty contracts as needed for services most economical when outsourced. Continue park infrastructure and asset renovation program funded through Capital Reserve Fund. Continue updating park system asset inventory program using GIS. Continue development of a park asset management program. Continue monitoring and support field usage of Park’s work management system. Budget Highlights The 2010-11 Park Field Services Recommended Budget includes no new programs, enhancements or any new personnel requests.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Contractual: Median and ROW miles Restroom and litter locations Irrigation: Irrigation tree bubbler median miles Irrigation beds planted median and ROW miles Irrigation systems maintained (1 controller/1 sys)
9 0
9 0
9 0
9 0
138 67 138 79 497
138 67 138 79 497
138 67 138 79 497
138 67 138 79 497
126
2010-11 City Manager's Recommended Budget
General Fund
Park Planning
Mission Prepare and implement the Park Master Plan, which includes developing and implementing the Parks Community Investment Program (CIP). The Parks and Recreation CIP includes the Park Improvements and Recreation Center Bond Program, Park Capital Reserve Fund, and Park Fee Program. Park Planning is responsible for selecting and monitoring consultants; managing and inspecting construction projects; preparing and administering grant applications; coordinating input from neighborhood organizations related to proposed or requested park improvements; coordinating and implementing civic organization beautification and park improvement projects; managing urban forestry programs on public property; and reviewing landscape and irrigation projects for City buildings and facilities. 2010-11 Objectives Complete renovation of Pecan Hollow Golf Course. Complete renovation and expansion of Carpenter Park Recreation Center. Complete plans for additional parking at Arbor Hills Nature Preserve. Complete athletic field renovations at Carpenter Park south and McCreary Sports Fields. Complete plans for improvements and expansion of Frank Beverly Park.
Program Expenditures 2008-09 Actual $715,273 50,991 0 1,000 $767,264
Complete plans for improvements and expansion of Sunset Park. Complete construction of improvements at Evans Park. Complete the next phase of improvements for the City’s on-street bicycle route system. Complete construction of improvements in the Big Lake area of Chisholm Trail. Begin preliminary planning for the next phase of improvements at Oak Point Park and Nature Preserve. Begin preliminary planning for improvements to the White Rock Creek Community Park site. Complete plans for trail improvements on Russell Creek Greenbelt under Independence, Bluebonnet Trail under U.S. 75, and the Chase Oaks Golf Course Trail connection on Russell Creek. Complete silt removal projects at Hoblitzelle, Prairie Meadow and Russell Creek parks. Complete additional trail repairs throughout the City. Complete replacement of the pavilion roof and support structure at Bob Woodruff North. Complete greenbelt acquisitions through the Park Fee Program when available. Budget Highlights The 2010-11 Park Planning Recommended Budget includes no new programs, enhancements or any new personnel requests.
2009-10 Budget $701,743 58,485 0 0 $760,228
2009-10 Estimate $680,730 51,512 0 0 $732,242
2010-11 Budget $675,357 44,562 0 0 $719,919
2010-11 % Change -3.8% -23.8% 0.0% 0.0% -5.3%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Park improvement projects completed Value of Park Bond Program projects Value of Park Capital Reserve Fund projects Value of Park Fee projects Value of other projects Grant Funds received Trees planted
Athletics
Mission Plan, implement and supervise team sports for youth and adults at 16 athletic-oriented park sites. Coordinate support services for leagues, tournaments and athletic special events. Assist in the development and improvements to athletic-oriented park sites. 2010-11 Objectives Continue to develop and use technology to meet citizen expectations for easily accessible information related to the access and use of the City’s athletic facilities. Continue to work in cooperation with the Convention and Visitor’s Bureau to attract athletic tournaments that benefit Plano economically and visually. Transition outfield areas at Carpenter Park’s ball fields to utilization by turf sports made possible by restoration of the site to original site plans. Complete Hoblitzelle Park renovations. Increase utilization of Youth BallPark by adapting the site for uses by softball and other baseball age groups.
Program Expenditures 2008-09 Actual $434,052 12,142 0 0 $446,194 2009-10 Budget $446,260 18,939 0 0 $465,199 2009-10 Estimate $412,891 18,390 0 0 $431,281 2010-11 Budget $393,735 13,896 0 0 $407,631 2010-11 % Change -11.8% -26.6% 0.0% 0.0% -12.4%
Budget Highlights The 2010-11 Athletics Recommended Budget includes the elimination of a Field Services Specialist in the amount of $59,955.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Teams registered: Baseball (youth) Football (youth and adult) Soccer (youth and adult) Softball (youth and adult) Performance Change in registration over prior years: Baseball Football Soccer Softball
7 2
6 2
6 0
5 0
4,302 648 196 2,318 1,012
4,174 648 196 2,318 1,012
4,238 648 204 2,424 962
4,238 648 204 2,424 1,062
-3% 0% 1% 2%
-3% 0% 1% 2%
0% 4% 5% -5%
0% 4% 5% 0%
128
2010-11 City Manager's Recommended Budget
General Fund
Athletic Fields Maintenance
Mission Provide field preparation and support for the operations of leagues, tournaments and athletic special events in a variety of sports conducted at 16 athletic-oriented park sites through the ongoing care of ball fields, sports field establishment and cleanliness of park plazas and restrooms. 2010-11 Objectives Continue ball field transition when financially feasible to MasterTurf conditioned infields to enhance playing conditions and reduce games lost to rain events. Targeted fields are Enfield #1, Enfield #2 and Enfield #3. Continue focus on cleanliness and safety in the care of spectator and participant areas of ball fields and plazas of athletic-oriented community park sites. Continue elimination of 5-row bleachers with back-supported 3-row bleachers at ball fields and sports turf fields that are permanently located. Establish new storage area at High Point Park for goals, bleachers, benches and litter barrels required due to extension of Bluebonnet Trail. Transition mechanical aspects of ball field preparation to Kromer Field Commander units.
Program Expenditures 2008-09 Actual $651,549 813,030 0 208 $1,464,787 2009-10 Budget $624,121 1,061,719 0 0 $1,685,840 2009-10 Estimate 2010-11 Budget 2010-11 % Change 0.4% -1.2% 0.0% 0.0% -0.6%
Budget Highlights The 2010-11 Athletic Fields Maintenance Recommended Budget includes no new programs, enhancements or any new personnel requests.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Athletic plazas Clay infields Grass infields Football fields Soccer fields Performance Clay infield preparations (# of draggings) League fields supported Tournaments supported
Parks Technical Services
Mission Plan, develop, implement, and support the technology of the Parks & Recreation Department. This includes the recreation software system and all revenue collection for the department. Act as the primary liaison to the Technology Services Department. 2010-11 Objectives Create a pictorial library of all park amenities for use in answering customer care inquiries and marketing. Develop and implement load balancing for the Citrix server environments. Deploy Wyse terminal management suite to increase winterm capabilities. Monitor software supplies hosted payment processing beta testing for daily remittance and evaluate it for possible use. Develop new naming and password protocols for thin clients to improve security.
Program Expenditures 2008-09 Actual $369,961 5,822 0 45 $375,828
Evaluate needs for laptops and replace currently unsupported unit through Technology Services so that they will be added to the periodic replacement list (only where actual need exists). Convert Ave R Park Maintenance, Plano Senior Recreation Center and Rowlinson Natatorium from T-1 lines to mesh back haul RF to save T-1 rental fees. Budget Highlights The 2010-11 Parks Technical Service Recommended Budget includes the reduction of a part-time Project Manager position in the amount of $26,377.
2009-10 Budget $325,999 11,000 0 0 $336,999
2009-10 Estimate $344,548 8,241 0 0 $352,789
2010-11 Budget $314,615 13,650 0 0 $328,265
2010-11 % Change -3.5% 24.1% 0.0% 0.0% -2.6%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Cash collections processed Computer transactions processed: Membership passes Payments POS sales Registrations Rentals Credit card revenue processed PC users supported Recreation software system-users supported Performance Actual revenue/Budgeted revenue Cash collections processed Credit card revenue processed
Courtyard Theater
Mission Operate high quality public assembly facilities for the community with the highest standards of customer service. Provide venues for artists for the presentation of theater, dance, music, and ceremonial events. Enrich the lives of our citizens through the enjoyment of a variety of cultural opportunities. 2010-11 Objectives Implement the recently adopted Plano Stages business plan, working toward a 50-percent cost recover over 5-year period.
Program Expenditures 2008-09 Actual $1,764 63,622 0 0 $65,386 2009-10 Budget $0 126,185 0 6,000 $132,185 2009-10 Estimate 2010-11 Budget 2010-11 % Change 0.0% -23.7% 0.0% -83.3% -26.4%
Budget Highlights The 2010-11 Courtyard Theater Recommended Budget contains no new programs, enhancements or requests for additional personnel.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Operation of Courtyard, Cox Playhouse (event days) Operation of Amphitheater (days) % of available days booked in CYT, Cox
Park Administration
Mission Administer and supervise the following departments: Athletic Fields Maintenance, Athletic Operations, Sports Turf Maintenance, Ground Maintenance Services Districts #1, #2, and #3, Natural Resources, Park Field Services, Park Planning, and Park Support Services. 2010-11 Objectives Research software and integration of asset management, work order, and GIS systems. Plan for and manage additional budget reductions in 2011-12. Develop and implement the use of Fleetboss (GPS vehicle tracking) to improve efficiency of operations. Acquire South Central Community Park site.
Program Expenditures 2008-09 Actual $376,745 35,264 0 1,700 $413,709
Budget Highlights The 2010-11 Park Administration Recommended Budget includes reductions totaling $119,891. Reductions include: elimination of a Park Operations Superintendent position ($101,114) and reductions in Operations & Maintenance expenditures ($18,777).
2009-10 Budget $376,286 37,337 0 0 $413,623
2009-10 Estimate $304,850 33,222 0 0 $338,072
2010-11 Budget $262,909 30,823 0 0 $293,732
2010-11 % Change -30.1% -17.4% 0.0% 0.0% -29.0%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Full-time employees Personnel evaluations processed Service request/work orders received Total acreage maintained
4 0
4 0
4 0
3 0
141 282 650 4,725
121 242 1,300 4,725
121 236 800 4,725
129 258 850 4,725
132
2010-11 City Manager's Recommended Budget
General Fund
Sports Turf Maintenance
Mission Provide support for leagues, tournaments and athletic special events in a variety of sports conducted at 16 athletic-oriented community park sites through the ongoing care of sports turf fields and non-playing grassed areas through the operation of programs for mowing, irrigation repairs and operation, fertilization, chemical applications, aeration and playing surface renovations. 2010-11 Objectives Continue movement toward increasing contractual mowing services through employee attrition. Continue participation with local sports associations in the recovery of high wear turf areas and soccer goal mouths. Continue aeration and vertical mowing programs on high use sports turf fields to mitigate compaction of clay soils to promote turf quality resulting in better game conditions. Initiate program to eliminate grass infields at surplus ball fields resulting in reduced costs for chemicals, fertilization and labor. Fields converted to MasterTurf will promote better utilization by a wider variety of age groups.
Program Expenditures 2008-09 Actual $1,098,106 660,030 0 92,925 $1,851,061 2009-10 Budget $1,147,246 690,737 0 0 $1,837,983 2009-10 Estimate $1,035,836 762,912 0 0 $1,798,748 2010-11 Budget $1,002,828 669,719 0 0 $1,672,547 2010-11 % Change -12.6% -3.0% 0.0% 0.0% -9.0%
Budget Highlights The 2010-11 Sports Turf Maintenance Recommended Budget includes the elimination of a vacant Labor/Maintenance Work position in return for contract services. The salary dollars for this position will instead be used for contract labor.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Sports turf acres supported Non-playing grass acreage Grass infields supported Performance Sports turf acres mowed Non-sports acres mowed
20 0
20 0
20 0
19 0
272 150 26 21,760 6,000
272 150 25 21,760 6,000
272 150 25 21,760 6,000
272 150 24 21,760 6,000
2010-11 City Manager's Recommended Budget
133
General Fund
Park Support Services
Mission Provide facility maintenance, repairs and construction/renovation services to athletic, park and recreational properties, including the following services: carpentry, concrete construction, park and playground development, electrical, heavy equipment operations and plumbing. 2010-11 Objectives Assume maintenance of trail extension to Spring Creek walk south of 15th Street to Collin Creek Mall (.50 mile). Assume maintenance of additional parking, sidewalk and fencing at Evans Park. Assume maintenance of additional trail extension to Legacy Trail (.50 mile). Assume maintenance of Bluebonnet east trail extension to Hwy. 75 (1 mile). Assume maintenance of fencing at Caddo Park.
Program Expenditures 2008-09 Actual $1,017,440 398,068 0 8,707 $1,424,215
Budget Highlights The 2010-11 Park Support Services Recommended Budget contains no new programs, enhancements or new personnel requests.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Light fixtures maintained Playgrounds inspected Event support (hours) Miles of trails maintained Trail repairs (linear feet) Pavilion shade shelters maintained
21 0
21 0
21 0
21 0
8,548 87 3,940 66 600 145
8,566 90 3,870 66 600 147
8,549 87 3,905 67 600 145
8,561 91 3,870 69 600 148
134
2010-11 City Manager's Recommended Budget
General Fund
Ground Maintenance Services District #1
Mission Provide grounds maintenance services, which include chemical applications, fertilization, maintaining trees and shrubs, maintaining landscape beds, mowing and litter removal from medians, rights of way, parks, and public buildings east of Central Expressway. 2010-11 Objectives Continue long residual ant control measures at Class A sites. Continue increased frequency and quality of pesticide applications. Continue fertilizer applications at neighborhood parks and public building sites. Continue Conservation Buffer Zone maintenance along creek banks and ponds. Replace trees and shrubs at select District 1 sites. Restore turf at select District 1 sites.
Program Expenditures 2008-09 Actual $902,137 456,198 0 27,367 $1,385,702
Renovate irrigation system at Municipal Center. Renovate landscaping at Municipal Center and Police & Courts. Continue maintenance of annual color beds at various public buildings and plaza areas. Increase frequency of landscape maintenance visits at public buildings. Assist with the support of special events. Budget Highlights The 2010-11 Ground Maintenance Services District #1 Recommended Budget contains no new programs, enhancements or new personnel requests.
2009-10 Budget $932,490 403,059 0 0 $1,335,549
2009-10 Estimate $879,614 419,837 0 0 $1,299,451
2010-11 Budget $870,269 389,790 0 0 $1,260,059
2010-11 % Change -6.7% -3.3% 0.0% 0.0% -5.7%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Class A (acres) Class B (acres) Class C lots (acres) Sites mainteained: Cemeteries (Bowman, Douglass, and Douglass addition) Fire Stations #1, #3 Libraries Public buildings Special recreation facilities Performance Class A mowing (acres) (weekly rotation x9 months) Class B mowing (acres) (3 week rotation x9 months) Class C mowing (acres) (4 week rotation x9 months)
16 0
16 0
16 0
16 0
218 445 53
218 445 53
218 445 53
218 445 53
3 3 1 6 10
3 3 1 6 10
3 2 1 6 10
3 2 1 6 10
7,848 8,010 636
7,848 5,340 477
7,848 5,340 477
7,848 5,340 477
2010-11 City Manager's Recommended Budget
135
General Fund
Public Art
Mission Contribute to the quality of life of the residents of Plano through the creation of an enhanced physical and cultural environment; assist in the development of high quality civic space; support the economic vitality of the City through increased property values and new cultural tourism opportunities; enhance the knowledge and understanding of the community’s history and culture; provide increased access to artistic experiences of the highest caliber for the residents of Plano. 2010-11 Objectives Continue promoting sales of “Translating the Prairie”. Establish and coordinate maintenance plan for existing public art pieces. Assist other Departments/facilities with the development of public art exhibits programs.
Program Expenditures 2008-09 Actual $0 39,393 0 0 $39,393
Budget Highlights The 2010-11 Public Art Recommended Budget contains no new programs, enhancements or new personnel requests.
2009-10 Budget $0 25,830 0 0 $25,830
2009-10 Estimate $0 24,924 0 0 $24,924
2010-11 Budget $0 25,830 0 0 $25,830
2010-11 % Change 0.0% 0.0% 0.0% 0.0% 0.0%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Completion of public art projects Rotating exhibits in COP facilities Maintenance of public art projects
0 0
0 0
0 0
0 0
8 15 2
1 10 7
1 4 7
0 0 10
136
2010-11 City Manager's Recommended Budget
General Fund
Natural Resources
Mission Manage the development and implementation of a comprehensive conservation and restoration program for Oak Point Park and Nature Preserve and Arbor Hills Nature Preserve, as well as multiple city-wide natural resource related operations; maintain the City’s numerous ponds through an integrated management program; and provide services for pruning and removing trees on public grounds throughout the city. 2010-11 Objectives Administer supplemental funds to coordinate contract work for pond maintenance and the humane management of wildlife throughout the Park System. Continue prairie restoration efforts at Arbor Hills Nature Preserve and Oak Point Park and Nature Preserve. Incorporate Leave No Trace teachings into educational opportunities for Nature Preserve visitors.
Program Expenditures 2008-09 Actual $460,458 255,911 0 50,271 $766,640
Identify new avenues in which to expand the “Conservation Buffer Zone” program, including the creation of a GPS layer in Arc View. Continue to maintain the designated Pedestrian Natural Surface Trail systems at Arbor Hills Nature Preserve and Oak Point Park and Nature Preserves which includes tree pruning, weed eating, boardwalk installation (if and where necessary), and weekly inspections. Continue working through Audubon Certification process for Arbor Hills Nature Preserve. Achieve “Designated Wildlife Habitat” Certification for Oak Point Park and Nature Preserve. Continue to work with scouts on Eagle Scout Projects to the benefit the Nature Preserves and the Park System. Budget Highlights The 2010-11 Natural Resources Recommended Budget contains no new programs, enhancements or new requests for personnel.
2009-10 Budget $561,231 247,804 0 0 $809,035
2009-10 Estimate $338,586 155,362 0 0 $493,948
2010-11 Budget $335,356 164,593 0 0 $499,949
2010-11 % Change -40.2% -33.6% 0.0% 0.0% -38.2%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Sites Maintained: Nature Preserves (total acres) Tom Muehlenbeck Center (total acres) Ponds Managed: # of ponds # of total surface acres Natural Surface Trail System Maintenance # of miles at Arbor Hills Nature Preserve # of miles at Oak Point Park and Nature Preserve Performance Forestry: # of trees pruned # of trees removed
6 0
6 0
6 0
6 0
914 16.83 12 49.37 3.35 7.04
914 16.83 12 49.37 3.35 7.04
914 16.83 12 49.37 3.35 7.04
914 16.83 12 49.37 3.35 7.04
1,800 460
0 0
0 0
0 0
2010-11 City Manager's Recommended Budget
137
General Fund
Ground Maintenance Services District #2
Mission Provide grounds maintenance services, which include chemical applications, fertilization, maintaining trees and shrubs, maintaining landscape beds, mowing and litter removal from medians, rights of way, parks, and public buildings in the south and far west sectors of Plano. 2010-11 Objectives Continue long residual ant control measures at Class A sites. Continue increased frequency and quality of pesticide applications. Continue fertilizer applications at neighborhood parks and public building sites. Continue Conservation Buffer Zone maintenance along creek banks and ponds.
2008-09 Actual Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Class A (acres) Class B (acres) Class C (acres) Sites maintained: Fire Stations #2, #5, #7, #8, #9, #12 Libraries - Haggard, Parr Public Buildings Special Recreation Facilities Performance Class A mowing (acres) (weekly rotation x9 mo.) Class B mowing (acres) (3-week rotation x9 mo.) Class C mowing (acres) (4-week rotation x9 mo.) 15 0 $860,967 372,032 0 15,460 $1,248,459
Install replacement trees along select Conservation Buffer Zones. Replace trees and shrubs at select District 2 sites. Restore turf at select District 2 sites. Renovate landscaping at Carpenter Recreation Center and Fire Station 7. Renovate irrigation system at Russell Steindam Park. Assist with the support of special events. Budget Highlights The 2010-11 Ground Maintenance Services District #2 Recommended Budget contains no new programs, enhancements or new requests for personnel.
2009-10 Budget $897,397 382,064 0 0 $1,279,461
2009-10 Estimate $865,419 380,196 0 0 $1,245,615
2010-11 Budget $869,981 342,765 0 0 $1,212,746
% Change -3.1% -10.3% 0.0% 0.0% -5.2%
15 0
15 0
15 0
283 189 10 7 4 6 5
283 189 10 6 2 5 2
283 189 86 6 2 5 2
283 189 86 6 2 5 2
10,188 2,268 90
10,188 2,268 90
10,224 2,268 774
10,224 2,268 774
138
2010-11 City Manager's Recommended Budget
General Fund
Recreation Administration
Mission Operate and manage the Aquatic facilities, Adult Sports programs, Pecan Hollow Golf Course, Oak Point Center, Carpenter Park Recreation Center, Liberty Recreation Center, Tom Muehlenbeck Center, Williams Recreation Center, Plano Senior Recreation Center, High Point Tennis Center, and Special Programs. 2010-11 Objectives Continue best practices to obtain a higher cost recovery. Explore a membership for the Plano Senior Recreation Center.
Program Expenditures 2008-09 Actual $376,098 210,568 0 26,314 $612,980 2009-10 Budget $307,362 687,264 0 0 $994,626 2009-10 Estimate $392,623 694,953 0 0 $1,087,576 2010-11 Budget $387,226 595,425 0 0 $982,651 2010-11 % Change 26.0% -13.4% 0.0% 0.0% -1.2%
Budget Highlights The 2010-11 Recreation Administration Recommended Budget includes the elimination of the Senior Transportation Program in the amount of $90,000.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Recreation Program Attendance
4 0
4 0
4 0
4 0
2,656,384
2,600,000
2,600,000
2,700,000
2010-11 City Manager's Recommended Budget
139
General Fund
Special Programs
Mission Provide the opportunity for all ages to participate in recreational, therapeutic programs. 2010-11 Objectives Explore possible collaborations with community agencies and contractual staff to provide additional new programs and experiences for Therapeutic Recreation participants. Continue to offer quality programs for individuals with special needs by refining the communications and training with Therapeutic Recreation volunteers. Update Therapeutic Recreation contractual and part-time staff emergency procedures and contact lists.
Program Expenditures 2008-09 Actual $152,145 19,918 0 0 $172,063 2009-10 Budget $155,039 23,543 0 0 $178,582 2009-10 Estimate $156,675 18,032 0 0 $174,707 2010-11 Budget $153,815 18,227 0 0 $172,042 2010-11 % Change -0.8% -22.6% 0.0% 0.0% -3.7%
Budget Highlights The 2010-11 Special Programs Recommended Budget contains no new programs, enhancements or requests for additional personnel.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Therapeutic Program attendance
2 0
2 0
2 0
2 0
15,958
19,200
17,300
17,500
140
2010-11 City Manager's Recommended Budget
General Fund
PAC/NAT/JCP
Mission Operate and provide services, which include an adult swim team, independently sponsored competitive swim team, learn-to-swim programs, public swimming, school district activities, and special aquatics at two natatoriums and an outdoors fifty-meter pool. 2010-11 Objectives Continue renovation plans for the Plano Aquatic Center. Brainstorm and implement activities for attracting patrons to the Rowlinson Natatorium and the Plano Aquatic Center.
Program Expenditures 2008-09 Actual $483,586 160,350 0 0 $643,936 2009-10 Budget $504,112 68,889 0 0 $573,001 2009-10 Estimate $405,370 153,328 0 0 $558,698 2010-11 Budget $466,178 151,629 0 0 $617,807 2010-11 % Change -7.5% 120.1% 0.0% 0.0% 7.8%
Budget Highlights The 2010-11 PAC/NAT/JCP Recommended Budget contains no new programs, enhancements or requests for additional personnel.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Learn to swim program attendance Public swimming attendance Performance Public swimming revenue Rental income
2 46
2 46
2 46
2 46
31,582 34,856 $103,664 $14,326
16,200 36,000 $70,000 $17,000
16,200 35,000 $70,000 $15,000
16,300 38,000 $90,000 $14,500
2010-11 City Manager's Recommended Budget
141
General Fund
Tennis Center
Mission Provide top quality programs (adult leagues, junior development, open play, and tournaments), facilities, and supervision to meet the needs of the residents in Plano. High Point consists of twenty-one lighted outdoor courts, playground, practice wall, and a pro shop with dressing facilities and restrooms. 2010-11 Objectives Continue to meet community needs by offering a wide variety of programs such as group lessons, junior development programs, adult leagues, sanctioned tournaments, half-day tournaments, etc.
Program Expenditures 2008-09 Actual $222,757 7,983 0 0 $230,740 2009-10 Budget $225,280 16,711 0 0 $241,991 2009-10 Estimate $210,722 17,806 0 0 $228,528 2010-11 Budget $183,630 17,545 0 0 $201,175 2010-11 % Change -18.5% 5.0% 0.0% 0.0% -16.9%
Budget Highlights The 2010-11 Tennis Center Recommended Budget contains no new programs, enhancements or requests for additional personnel.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Sessions of play Total revenue Performance Revenue collected per: Hours of operation Session of play
2 9
2 9
1 9
1 9
110,681 $202,606
105,000 $198,000
107,103 $215,000
105,000 $211,000
38.96 1.83
38.07 1.88
41.34 2.00
40.57 2.01
142
2010-11 City Manager's Recommended Budget
General Fund
Senior Services
Mission To enrich the lives of the City’s senior adults by providing high quality recreational opportunities and facilities. 2010-11 Objectives Add a minimum of six new courses/opportunities to attract a more diverse group of seniors. Certify staff in CRP & First Aid.
Program Expenditures 2008-09 Actual $453,006 61,332 0 0 $514,338 2009-10 Budget $331,318 68,810 0 0 $400,128 2009-10 Estimate $357,814 67,226 0 0 $425,040 2010-11 Budget $353,091 65,725 0 0 $418,816 2010-11 % Change 6.6% -4.5% 0.0% 0.0% 4.7%
Budget Highlights The 2010-11 Senior Services Recommended Budget contains no new programs, enhancements or requests for additional personnel.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Classes Drop In Meetings Volunteer participation Wellness center Offsite activity Total Participation Performance % increase in attendance over previous year
6 4
5 3
5 3
5 3
20,171 76,714 1,247 12,154 3,761 275 114,322
19,500 75,000 750 13,000 7,000 1,000 117,250
21,000 78,000 1,000 12,000 4,000 0 116,000
21,500 78,000 1,000 12,000 4,000 0 116,500
-2%
-2%
-2%
-2%
2010-11 City Manager's Recommended Budget
143
General Fund
Interurban Railway Museum
Mission Preserve the Plano substation of the Texas Electric Railway System, a part of the Interurban Railway System of North Texas, and Car 360 for public benefit. Relate the story of the Interurban Railway of North Texas and its significance in the transportation history of the area, as well as to support historical preservation in our community. 2010-11 Objectives Continue to explore possible acquisition and uses for Car 507 – a freight car. Continue to research options for improvements to Car 360 canopy to increase protection for the car.
Program Expenditures 2008-09 Actual $4,290 24,928 0 0 $29,218
Budget Highlights The 2010-11 Interurban Railway Museum Recommended Budget contains no new programs, enhancements or requests for additional personnel.
2009-10 Budget $35,445 24,147 0 0 $59,592
2009-10 Estimate $4,110 24,146 0 0 $28,256
2010-11 Budget $4,853 24,146 0 0 $28,999
2010-11 % Change -86.3% -0.0% 0.0% 0.0% -51.3%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Attendance
0 2
0 2
0 2
0 2
18,628
15,000
14,557
15,000
144
2010-11 City Manager's Recommended Budget
General Fund
Ground Maintenance Services District #3
Mission Provide grounds maintenance services, which include chemical applications, fertilization, maintaining trees and shrubs, maintaining landscape beds, mowing and litter removal from medians, rights of way, and public buildings in central Plano. 2010-11 Objectives Continue long residual ant control measures at Class A sites. Continue increased frequency and quality of pesticide applications. Continue fertilizer applications at neighborhood parks and public building sites. Continue Conservation Buffer Zone maintenance along creek banks and ponds. Install replacement trees along select Conservation Buffer Zones. Replace trees and shrubs at select District 3 sites. Restore turf at select District 3 sites.
Program Expenditures 2008-09 Actual $870,956 267,188 0 3,052 $1,141,196
Renovate landscaping at Aquatic Center and Fire Station 4. Renovate irrigation system at Lone Star Park. Renovate bench pads and common areas at Dog Park. Assist with the support of special events. Budget Highlights The 2010-11 Ground Maintenance Services District #3 Recommended Budget contains no new programs, enhancements or requests for additional personnel.
2009-10 Budget $922,688 276,564 0 0 $1,199,252
2009-10 Estimate $833,356 292,695 0 0 $1,126,051
2010-11 Budget $879,037 258,248 0 0 $1,137,285
2010-11 % Change -4.7% -6.6% 0.0% 0.0% -5.2%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Class A (acres) Class B (acres) Site Maintained: Fire Stations #4, #6, #10 Libraries - Schimelpfenig, Davis Public buildings Special Recreation facilities Performance Class A mowing (acres) (weekly rotation 9 mos. Class B mowing (acres) (3-week rotation - 9 mos.
16 0
16 0
14 0
14 0
257 361 3 2 2 6
257 361 3 2 2 6
257 361 3 2 2 6
257 361 3 2 2 6
9,252 4,332
9,252 4,332
9,252 4,332
9,252 4,332
2010-11 City Manager's Recommended Budget
145
General Fund
Douglass Recreation Center
Mission Provide recreational activities and other services that include classes as well as drop-in activities for all age groups. 2010-11 Objectives Continue to certify staff in CPR and First Aid. Continue the positive relationship with the Boys and Girls Club. Continue to expand all program areas at Douglass.
Program Expenditures 2008-09 Actual $248,170 31,015 0 0 $279,185 2009-10 Budget $407,784 44,784 0 0 $452,568 2009-10 Estimate $271,169 38,208 0 0 $309,377 2010-11 Budget $0 0 0 0 $0 2010-11 % Change -100.0% -100.0% 0.0% 0.0% -100.0%
Budget Highlights The 2010-11 Recommended Budget hands daily operations over to Boys and Girls Club of Collin County.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Boys & Girls Club Classes Meetings Drop-in Special Events Seniors Trips Sports* Tutoring Volunteer participation After hours reservations Total participation *Sports now counted with free play drop-in.
Adult Sports
Mission Provide Adult Sports Programs to the general public. 2010-11 Objectives Continue to certify staff in First Aid and CPR. Continue to offer quality adult sports for the citizens of Plano. Provide other adult sports to the general public.
Program Expenditures 2008-09 Actual $181,280 175,667 0 1,000 $357,947
Budget Highlights The 2010-11 Adult Sports Recommended Budget includes reductions of $83,630. Reductions include the elimination of Recreation Supervisor position ($48,568) and two part-time Recreation positions ($23,940) and associated benefits ($11,122).
2009-10 Budget $257,513 17,896 0 0 $275,409
2009-10 Estimate $109,245 5,079 0 0 $114,324
2010-11 Budget $175,347 4,010 0 0 $179,357
2010-11 % Change -31.9% -77.6% 0.0% 0.0% -34.9%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Class attendance (no longer exists) Drop-in attendance (no longer exists) Sports clinics Teams registered: Football Softball
5 4
3 4
3 4
2 2
0 0 2,394 76 978
0 0 2,950 68 930
1,792 1,835 2,450 68 930
0 0 2,450 68 930
2010-11 City Manager's Recommended Budget
147
General Fund
Carpenter Park Recreation Center
Mission Provide a wide variety of fitness opportunities, recreational programs, and services for all age groups; and operate and supervise the stand-alone recreation facility seven days a week. 2010-11 Objectives Complete expansion and renovation of facility. Reopen facility before June 1, 2011. Increase class attendance by 5% over summer 2010. Increase membership check-in by 5% over summer 2010. Program 12 classes in the summer 2011 session directed toward seniors.
Program Expenditures 2008-09 Actual $438,400 29,258 0 0 $467,658 2009-10 Budget $551,283 34,424 0 0 $585,707 2009-10 Estimate $440,474 34,425 0 0 $474,899 2010-11 Budget $504,247 34,068 0 0 $538,315 2009-10 % Change -8.5% -1.0% 0.0% 0.0% -8.1%
Budget Highlights The 2010-11 Carpenter Park Recreation Center Recommended Budget contains reductions of $47,392. These reductions are predominantly due to reduced part-time personnel expenditures during the facility’s expansion and renovation.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Classes Jazzercise Membership check-in Daily check-in Meetings/rentals Planet Kidz Total Participation Performance % increase in attendance over previous year
5 14
6 14
6 14
6 14
45,588 14,162 220,892 13,168 4,559 456 298,825
44,206 14,926 233,203 12,243 5,817 0 310,395
38,894 13,186 193,122 13,270 3,735 0 262,207
17,389 4,892 73,934 5,244 946 0 102,405
-4%
4%
-12%
-61%
148
2010-11 City Manager's Recommended Budget
General Fund
Oak Point Center
Mission Provide a wide variety of fitness opportunities, recreational programs, and services for all age groups; and operate and supervise the facility seven days a week. 2010-11 Objectives Continue to expand water polo team by offering more classes, camps, and competitive opportunities to various age groups. Continue to provide space for diving team and school swim teams. Continue to provide space for other facilities to train staff. Explore options to provide organized/themed birthday parties. Program and offer more classes based on requests of public. Accommodate Carpenter Recreation Center classes while they are closed for renovations.
Program Expenditures 2008-09 Actual $1,069,926 102,121 0 0 $1,172,047
Continue to work on programming consistency with other centers. Continue to provide excellent customer service. Provide staff the opportunity to attend more professional development classes and conferences. Continue to provide triathlon space for adults and children. Provide training space for triathlon participants. Provide open house to patrons to give them an incentive to renew and recommend our center to friends and family. Increase sales and scans of membership passes and program participation. Budget Highlights The 2010-11 Oak Point Center Recommended Budget contains no new programs, enhancements or requests for additional personnel.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Membership pass scans-dry Guest Pool rental Classes Room rental Climbing wall rental Membership pass scans-pool CCCC COPS Kidquarters (closed in pm) Masters Total Participation Performance % increase in attendance over previous year
Liberty Park Recreation Center
Mission Provide a wide variety of fitness opportunities, recreational programs, and services for all age groups; and operate and supervise the facility seven days a week. 2010-11 Objectives Develop Liberty Recreation Center summer users guide with updated information. Hire staff, maintain and evaluate the Kid Kapers summer camp program. Add new partitions in all locker rooms and restrooms. Re-certify all full and part-time staff in CPR, First Aid and AED.
Program Expenditures 2008-09 Actual $468,114 33,358 0 0 $501,472 2009-10 Budget $528,960 49,483 0 0 $578,443 2009-10 Estimate $492,730 45,059 0 0 $537,789 2010-11 Budget $506,405 43,970 0 0 $550,375 2010-11 % Change -4.3% -11.1% 0.0% 0.0% -4.9%
Budget Highlights The 2010-11 Liberty Park Recreation Center Recommended Budget contains no new programs, enhancements or requests for additional personnel.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Attendance per day Yearly attendance Recreation & aquatic course attendance Recreation memberships Pool rentals
5 19
5 19
5 19
5 19
401 145,020 34,800 95,830 0
450 155,500 26,500 95,500 245
400 145,000 34,800 95,800 0
400 145,000 34,800 95,800 0
150
2010-11 City Manager's Recommended Budget
General Fund
Tom Muehlenbeck Recreation Center
Mission Provide a wide variety of fitness opportunities, recreational programs, and services for all age groups; and operate and supervise the facility seven days a week. 2010-11 Objectives Continue to grow the programs offered at TMC. Offer Carpenter Park classes in addition to our own. Reconfigure the game room into a class room.
Program Expenditures 2008-09 Actual $1,419,799 180,485 0 0 $1,600,284 2009-10 Budget $1,509,801 198,851 0 0 $1,708,652 2009-10 Estimate $1,419,857 199,151 0 0 $1,619,008 2010-11 Budget $1,513,708 198,445 0 0 $1,712,153 2010-11 % Change 0.3% -0.2% 0.0% 0.0% 0.2%
Budget Highlights The 2010-11 Tom Muehlenbeck Recreation Center contains no new programs, enhancements or requests for additional personnel.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Facility attendance (drop-in, guests, rentals, swim teams, public) Recreation & aquatic program; class attendance Performance Attendance per day Membership revenue Daily fee revenue (rec and pools) Rental income
8 88
8 88
8 88
8 88
514,683 91,681 1,661 $977,052 $277,143 $62,096
510,000 70,200 1,500 $500,000 $200,000 $54,000
500,000 95,000 1,600 $970,000 $270,000 $60,000
500,000 95,000 1,600 $970,000 $270,000 $60,000
2010-11 City Manager's Recommended Budget
151
General Fund
Oak Point Park & Nature Preserve
Mission Oak Point Park and Nature Preserve is a premier regional park that demonstrates the integration of the natural environment with educational and recreational resources for the benefit, use, and enjoyment of present and future generations. This mission shall be accomplished by providing a quiet and natural setting of respite from urban life; offering opportunities for recreation and community gatherings; promoting environmental education and stewardship; and interpreting the environment and history of the area. 2010-11 Objectives Continue to offer outdoor programming at the park. Continue to provide on-site presence/patrol during periods of active use.
Program Expenditures 2008-09 Actual $275,575 28,463 0 1,512 $305,550
Budget Highlights The 2010-11 Oak Point Park & Nature Preserve Recommended Budget contains the elimination of two part-time Recreation Aide positions in the amount of $28,271.
2009-10 Budget $323,764 125,413 0 0 $449,177
2009-10 Estimate $246,829 140,592 0 0 $387,421
2010-11 Budget $246,146 101,463 0 0 $347,609
2010-11 % Change -24.0% -19.1% 0.0% 0.0% -22.6%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Miles of Nature Trail Designed/Maintenance Volunteer Man-Hours Supervised Sign posts installed* Trail Signage Installed* Trailhead Kioks Installed* Trail Patrol Hours *Preparation for June 2009 park opening
3 2
3 2
3 2
3 0
5 250 50 250 6 900
5 250 0 0 0 900
5 250 0 0 0 900
5 250 0 0 0 900
152
2010-11 City Manager's Recommended Budget
General Fund
Public Works Administration
Mission Administer and direct the Streets/Drainage, Signals, Signs & Markings, Utility Operations, and Utility Pumping. 2010-11 Objectives Complete street and alley repairs within 35 working days, sidewalk repairs within 20 working days, minor screening wall repairs within 20 working days. Meet the objectives outlined in the City Council Ends Statement regarding the City’s infrastructure, environmental waste services, and traffic control in the Drainage Division. Complete utility cut repairs within 5 working days. Maintain a one-hour response for 100% after-hour emergency malfunctions and a twenty-four hour response for repairs / replacement of all malfunctioning opticom equipment. Continue to repair damaged stop signs within one hour of notification and all other regulatory signs within twenty-four hours of notification. Monitor and maintain school crosswalks pavement markings as needed annually, prior to and during the school year. Maintain all thoroughfare markings (buttons) to within the Signs & Markings Division’s goal of 10% or less. Upgrade pavement markings at major intersections annually as needed and continue
Program Expenditures 2008-09 Actual
with the 9” street name change out program. This is year four of a six-year program. Operate water/wastewater systems efficiently to maintain adequate supplies and pressures for the protection of the water supply for domestic and commercial use. Collect 1,810 water samples to ensure that the water quality meets or exceeds all State/Federal regulations. Maintain the City’s wastewater collection system to ensure that all citizens are safe from contamination by minimizing inflow/infiltration into the system. Maintain the City’s water distribution system to ensure that each customer receives the highest quality potable water. Continue the projected change-out of 5,000 water meters. Maintain the goals set for the meter box repair/replacement program. Maintain the City’s Backflow Prevention Program to ensure that each resident receives the highest quality potable water Regulate and inspect businesses to prevent cross connections within the City’s water distribution system. Budget Highlights The 2010-11 Public Works Administration’s Recommended Budget is at target and includes reductions totaling $4,300: from Food, ($1,000), Wearing Apparel, ($300), and Travel/Professional Development, ($3,000).
2009-10 Budget
2009-10 Estimate
2010-11 Budget
2010-11 % Change -1.6% -37.0% 1.5% 0.0% -6.7%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Street/Alley (miles) Screening walls Traffic signals installed (new) Traffic signs installed (new) Bridges maintained Storm sewer inlets check/cleaned Water system connections Gallons water pumped (billions) Performance Total Budgets Administered
Streets
Mission Maintain City streets, alleyways, and screening walls. The Division also designs, administers, and contracts rehabilitation of the infrastructure. 2010-11 Objectives Complete street and alley repairs within 35 working days. Complete sidewalk repairs within 20 working days. Complete minor screening wall repairs within 20 working days. One-half of personnel complete required traffic control training.
Program Expenditures 2008-09 Actual
Budget Highlights The 2010-11 Street Department Recommended Budget eliminates (2) Full-time positions: one Sr. Construction Inspector, ($72,108), and one Labor/Maintenance Worker, ($46,879). Other reductions include: Food, ($200); Wearing Apparel, ($1,000); and Travel/Professional Development, ($300).
2009-10 Budget
2009-10 Estimate
2010-11 Budget
2010-11 % Change -8.6% -7.9% -11.6% 0.0% -8.3%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary
Signals
Mission Design, install, and maintain all traffic signals, school zone flashers, and all underground infrastructures associated with signals and school zone flashers. 2010-11 Objectives Maintain a one-hour response for 100% after-hour emergency malfunctions. Maintain a twenty-four hour response for repairs / replacement of all malfunctioning opticom equipment.
Program Expenditures 2008-09 Actual $693,224 476,901 0 8,663 $1,178,788
Meet the objective outlined in the City Council Ends Statement regarding the City’s infrastructure, environmental waste services and traffic control. Training for four new employees – TEEX – Traffic Control and Barricade class. Budget Highlights The 2010-11 Signals Recommended Budget includes reductions totaling $2,500 from Wearing Apparel, ($500), and Overtime, ($2,425).
2009-10 Budget $806,523 459,014 0 0 $1,265,537
2009-10 Estimate $761,654 461,224 0 0 $1,222,878
2010-11 Budget $759,591 456,778 0 0 $1,216,369
2010-11 % Change -5.8% -0.5% 0.0% 0.0% -3.9%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Traffic signals installed Traffic signals maintained School zone flashers maintained Video detectors maintained Emergency service calls Overtime expenditures Performance Response to emergency service calls within 1 hour
13 0
13 0
13 0
13 0
1 212 189 880 343 $21,223
6 213 193 880 700 $50,000
6 218 187 880 400 $35,000
6 219 187 880 400 $33,000
100%
100%
100%
100%
2010-11 City Manager's Recommended Budget
155
General Fund
Signs & Markings
Mission Design, install, and maintain all traffic control signs, street name signs, and specialty signs, such as crime watch signs and others, used by departments throughout the City. This also includes pavement markings, lane line buttons, thermo-plastic markings for pavement stop bars at intersections, crosswalks, and paint for parking lot striping and fire lanes. 2010-11 Objectives Continue to repair damaged stop signs within one hour of notification and all other regulatory signs within twenty-four hours of notification. Monitor and maintain school crosswalks pavement markings as needed annually, prior to and during the school year. Maintain all thoroughfare markings (buttons) to within the Division’s goal of 10% or less. Upgrade pavement markings at major intersections annually as needed. Continue the 9” street name change out program, year four of a six year program.
Program Expenditures 2008-09 Actual $652,441 414,508 0 0 $1,066,949
Budget Highlights The 2010-11 Signs & Marking Recommended Budget includes reductions totaling $22,213 from various operating accounts.
2009-10 Budget $597,055 551,952 0 0 $1,149,007
2009-10 Estimate $583,121 549,256 0 0 $1,132,377
2010-11 Budget $598,977 522,063 0 0 $1,121,040
2010-11 % Change 0.3% -5.4% 0.0% 0.0% -2.4%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Traffic signs installed (new) Traffic signs repaired New signs fabricated Replacement signs fabricated Lane miles of street markings (buttons) maintained Signalized intersection markings maintained/upgraded 9" street name sign replacement program Performance Traffic markings (button) maintenance contract cost Signalized intersection markings (Thermo-Plastic) maintenance contract cost Sign fabrication cost School crosswalk markings maintenance cost
11 0
11 0
11 0
11 0
1,287 1,473 1,921 1,543 685 213/40 420
3,900 4,200 4,300 3,300 685 204/40 2,140
3,900 4,200 4,300 3,300 685 218/40 2,140
3,900 4,200 4,300 3,300 685 219/40 2,140
$30,972 $97,688 $100,000 $45,000
$134,100 $90,224 $100,000 $45,000
$134,100 $90,224 $100,000 $45,000
$132,300 $89,594 $100,000 $45,000
156
2010-11 City Manager's Recommended Budget
Grant Fund
Housing and Urban Development (HUD)
Mission The administrative funds are used for expenses associated with administering the grant and complying with the U.S. Department of Housing and Urban Development’s Community Development Block Grant (CDBG) grant regulations. CDBG Administration’s mission is to administer CDBG funds in an efficient manner in order to best serve low-to-moderate income Plano residents. Costs associated with CDBG Administration include the City’s single audit, the cost of travel, legal notices and advertisements, fair housing expenses, and office supplies. The program also covers salary expenses related to staff training and monitoring of CDBG subrecipient agencies as required by the Federal Department of Housing and Urban Development. 2010-11 Objectives Provide timely and efficient expenditure of HUD funds. Comply with all applicable federal grant guidelines as defined in Office of Management and Budget (OMB) circulars and Code of Federal Regulations (CFR) 24 Part 570.
Program Expenditures 2008-09 Actual $0 42,321 115,287 0 $157,608
Provide technical assistance and monitoring to grant recipients. Prepare the 2011 Action Plan and 2010 Consolidated Annual Performance Evaluation Report (CAPER) for HUD. Budget Highlights The 2010-11 CDBG Administration Recommended Budget includes no new programs, enhancements, or any new personnel requests.
2009-10 Budget $0 105,025 13,000 0 $118,025
2009-10 Estimate $0 110,105 183,311 0 $293,416
2010-11 Budget $0 73,429 203,571 0 $277,000
2010-11 % Change 0.0% -30.1% 1465.9% 0.0% 134.7%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures HUD Annual Timeliness Test (less than 1.5 required by HUD) Amount fund disbursed to CDBG grant programs Subrecipients receiving grant assistance and monitoring City of Plano OMB Circular A133 Single Audit Findings Number of HUD grant plans completed
0 0
0 0
0 0
0 0
1.3 $919,506 7 0 3
1.3 $1,200,000 10 0 3
1.3 $1,200,000 7 0 3
1.3 $950,000 7 0 3
2010-11 City Manager's Recommended Budget
157
Grant Fund
Housing Rehabilitation
Mission This program provides income dependent, low-interest repayable and forgivable loans for the rehabilitation of houses and apartments in Plano. The City’s goals in offering these loans are to preserve existing affordable housing, ensure that the dwelling is safe, secure and sanitary, provide energy efficiency, and enhance and revitalize neighborhoods within Plano. The program helps achieve City Council Goal 2, Livable and Sustainable Community: Vital Neighborhoods and Exciting Urban Centers. Assistance provided through this program supports long-term neighborhood sustainability and visibly improves our older neighborhoods. Included in this program are emergency repairs and home replacement. 2010-11 Objectives Provide decent housing to the city’s low income households. Complete construction work in a timely and efficient manner. Ensure customer satisfaction.
Program Expenditures 2008-09 Actual $0 284,443 227,720 0 $512,163 2009-10 Budget $0 451,750 376,798 0 $828,548 2009-10 Estimate $0 304,400 253,997 0 $558,397 2010-11 Budget $0 489,844 256,938 0 $746,782 2010-11 % Change 0.0% 8.4% -31.8% 0.0% -9.9%
Budget Highlights The 2010-11 Housing Rehabilitation Recommended Budget includes no new programs, enhancements, or any new personnel requests.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Rehabilitation of low-income housing. Average number of calendar days from the receipt of the resident's application for rehabilitation assistance to the completion of the project for rehabilitation and reconstruction work. Average number of calendar days from the receipt of the resident's application for emergency assistance to the completion of work. Percentage of clients recording satisfaction with work performed via the end of project customer survey.
0 0
0 0
0 0
0 0
21
30
20
20
205
127
127
200
2.7
1
1
2
N/A
90%
75%
75%
158
2010-11 City Manager's Recommended Budget
Grant Fund
Homeownership Assistance
Mission The purpose of the City of Plano’s Homeownership Assistance Program, also known as the First Time Homebuyer's Program, is to help low-to-moderate income families realize the dream of homeownership. The program provides financial assistance in the form of forgivable liens that can be used for down payment and closing costs. The grant funds are made possible through HUD’s Community Development Block Grant and the HOME Investment Partnership. 2010-11 Objectives Educate potential homeowners on the process of home buying and responsibilities of homeownership. Provide financial assistance to make homeownership affordable. Restrict interest rates, closing costs and loan programs to ensure homeowners receive a fair product.
Program Expenditures 2008-09 Actual $0 33,435 0 0 $33,435 2009-10 Budget $0 6,050 0 0 $6,050 2009-10 Estimate $0 59,844 32,155 0 $91,999 2010-11 Budget $0 13,293 38,833 0 $52,126 2010-11 % Change 0.0% 119.7% 0.0% 0.0% -100.0%
Budget Highlights The 2010-11 Homeownership Assistance Program Recommended Budget includes no new programs, enhancements, or any new personnel requests.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Number of Households Assisted Total Amount of Assistance Outside Funds Leveraged Number of Homebuyers Educated
0 0
0 0
0 0
0 0
8 $32,258 $793,886 160
22 $150,000 $1,900,000 200
35 $263,244 $2,000,000 200
20 $128,927 $850,000 125
2010-11 City Manager's Recommended Budget
159
Property/Liability Loss Fund
Risk Management/Self Insurance
MISSION To promote health and safety, and to minimize financial risks to the City by creating a safe environment for its employees, citizens and visitors. Our goal is to protect against accidental loss or losses which in the aggregate during any financial period would significantly affect personnel, property, the budget or the ability of the City of Plano to continue to fulfill its responsibilities to taxpayers and to the public. 2010-11 Objectives Better Budget Management. Further develop & enhance third party recoveries & subrogation efforts. Institute Risk Management Committee (RMC): Create a safety sub-committee reporting to RMC as the parent committee. Revive & support the Safety Coordinator Program. Develop a Strategic Risk Management Training Program: General Industry Safety Organization Specific Safety Insurance & Risk Management Related Topics
Develop an accident investigation program. Develop & capture better incident data for statistical analysis to determine causation, identify preventative or corrective measures and to document and tract finalization of preventive and/or corrective measures. Minimum of two employees trained as SharePoint Power Users. Further develop and enhance facilities inspection program. Continue development of staff in needed areas (Risk Program Manager, Claims Coordinator, & Loss Prevention Specialist). Selection of claims administration service provider for minimum of 10 optional annual renewals. Evaluate relationships with vendors (broker of record, law firm used for workers’ compensation disputes, DriveCam, Target Safety & facilities inspection service vendor). Develop reports and other risk management related document for submission to executive management. Budget Highlights The 2010-11 Office of Risk Management Recommended Budget includes no new programs, enhancements, or any new requests.
2009-10 Budget $1,646,792 2,454,537 0 0 $4,101,329 2009-10 Estimate $1,634,507 2,753,248 0 0 $4,387,755 2010-11 Budget $1,651,689 2,043,607 0 0 $3,695,296 2010-11 % Change 0.3% -16.7% 0.0% 0.0% -9.9%
Program Expenditures
2008-09 Actual $2,508,610 2,630,252 (12,024) 0 $5,126,838
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary
Total Full-Time Total Part-Time Program Measures Activity General liability claims Workers' Compensation claims Auto liability claims Subrogation collected Performance General liability total incurred Workers' Compensation total incurred Auto liability total incurred Auto liability paid Property paid
Convention & Visitors Bureau
Mission Manage the advertising, promotions and solicitation efforts to market Plano as a destination for conventions, meetings, sporting events, group travelers and tourists. The Convention & Visitors Bureau provides a positive economic impact on the community by bringing visitor and tax dollars to the city. This mission ties in with the City’s Strategic Plan. 2010-11 Objectives Manage the daily operations of the Plano Convention & Visitors Bureau (CVB). Book an estimated 30,000 room nights for Plano and the surrounding areas. Participate in over 25 travel/group business and sports trade shows. Host one media tour. Continue to work with the region on a plan to promote the North Dallas area. Service all Plano CVB.
Program Expenditures 2008-09 Actual $466,080 981,567 0 0 $1,447,647 2009-10 Budget $481,307 1,210,490 0 0 $1,691,797 2009-10 Estimate $502,172 1,214,842 0 0 $1,717,014 2010-11 Budget $504,793 1,259,584 0 0 $1,764,377 2010-11 % Change 4.9% 4.1% 0.0% 0.0% 4.3%
Budget Highlights The 2010-11 Convention & Visitors Bureau Recommended Budget contains a $7,000 enhancement for additional postage expenditures related to rate increases by the US Postal Service and an increase in the volume of inquiries made by potential visitors to Plano.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Room nights booked Visitor inquiries Performance Hotel/Motel tax which fund the CVB ($)
6 2
6 2
6 2
6 2
14,000 22,925
29,000 20,000
20,000 35,000
25,000 35,000
$3,951,890
$4,494,486
$3,907,046
$3,946,116
2010-11 City Manager's Recommended Budget
161
Convention & Tourism Fund
Civic Center
Mission Maintain and operate Plano Centre, including accepted accounting practices and procedures, marketing, booking, catering, room set-up, audio-visual services, and operate a business service center. Our mission also includes providing food and beverage service and support to various off-site concession venues. 2010-11 Objectives Complete and implement new business plan for Plano Centre. Highlights include: Branding, marketing and sales strategy Update fee structure Focus on core business with close of outlets Security and emergency plans Upgrade facility landscaping Upgrade services to customers Staff reorganization to efficiently and effectively deliver upgrades services to customers Prioritize and initiate architect recommendations for improvements to the building’s interior. Develop and implement training schedule for department supervisors and manager. Continue replacement of aging capital equipment.
Program Expenditures 2008-09 Actual $2,190,166 1,191,639 0 0 $3,381,805 2009-10 Budget $2,489,147 1,357,314 0 0 $3,846,461 2009-10 Estimate $2,192,929 1,171,742 0 0 $3,364,671 2010-11 Budget $2,425,955 1,349,835 0 0 $3,775,790 2010-11 % Change -2.5% -0.6% 0.0% 0.0% -1.8%
Budget Highlights The 2010-11 Civic Center Recommended Budget includes a funded supplement in the amount of $71,000, funded from the CIty's Equipment Replacement Fund, for the replacement of kitchen items. Items include: over ($21,000); fryer ($25,000); and serving equipment ($25,000).
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Performance Leased space revenue Equipment rental revenue Catering services revenue Concession revenue Vending revenue Expense recovery through revenue
Plano Station
Mission Maintain and operate Plano Station to include marketing, booking, catering and room set-up services. Our mission also includes providing food and beverage service to customers. 2010-11 Objectives Continue marketing Plano Station through various website promotions.
Program Expenditures 2008-09 Actual $0 944 0 0 $944 2009-10 Budget $0 1,200 0 0 $1,200 2009-10 Estimate $0 1,362 0 0 $1,362 2010-11 Budget $0 1,200 0 0 $1,200 2010-11 % Change 0.0% 0.0% 0.0% 0.0% 0.0%
Budget Highlights The 2010-11 Plano Station Recommended Budget includes no new programs, enhancements or any new personnel requests.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Performance Leased space revenue Equipment rental revenue Catering services revenue
0 0
0 0
0 0
0 0
$21,998 $1,883 $33,743
$24,000 $3,000 $48,000
$24,000 $3,000 $48,000
$24,000 $3,000 $48,000
2010-11 City Manager's Recommended Budget
163
Convention & Tourism Fund
Historic Preservation
Mission The City of Plano promotes local historic preservation with funding based on Hotel/Motel tax receipts. This division funds the Heritage Commission recommended historic preservation grants. 2010-11 Objectives The Heritage Commission will grant a total $591, 917 to five applicants which include The Heritage Farmstead Museum, Plano African American Museum, North Texas Masonic Historical Museum and Library, The Plano Conservancy, Inc., and The Rowlett Creek Cemetery Association. Staff will attend the Heritage Commission meetings.
Program Expenditures 2008-09 Actual $0 677,710 0 0 $677,710 2009-10 Budget $0 661,173 0 0 $661,173 2009-10 Estimate $0 586,057 0 0 $586,0570 $ 2010-11 Budget $0 591,917 0 0 $591,917 2010-11 % Change 0.0% -10.5% 0.0% 0.0% -10.5%
Budget Highlights The 2010-11 Historic Preservation Recommended Budget includes no new programs or enhancements.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Number of historic grants.
0 0
0 0
0 0
0 0
4
5
5
5
164
2010-11 City Manager's Recommended Budget
Convention & Tourism Fund
Cultural Arts
Mission The Cultural Affairs Commission was established by the City of Plano to ensure that the arts are incorporated into the civic infrastructure for the residents. The City of Plano promotes the local arts and funding based on Hotel/Motel tax receipts. The Cultural Affairs Commission recommends major and small grants to the City Council for approval. 2010-11 Objectives Complete annual review of grant guidelines and application forms; annual revision of procedures form and review of applications. Monitor performance of all Major grantees and Small grantees. Receive and review applications for FY 2011-12 Major, Small, and Special Event grants. Recommend on renewal of contract for Summer Arts Workshop.
Program Expenditures 2008-09 Actual $0 682,710 0 0 $682,710
Budget Highlights The 2010-11 Cultural Arts Recommended Budget includes funding in the amount of $591,917 for major and small grants.
2009-10 Budget $0 661,173 0 0 $661,173
2009-10 Estimate $0 586,057 0 0 $586,0570 $
2010-11 Budget $0 591,917 0 0 $591,917
2010-11 % Change 0.0% 0.0% 0.0% 0.0% 0.0%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Number of Major Arts Grants Number of Small Arts Grants
0 0
0 0
0 0
0 0
17 3
18 7
18 7
15 5
2010-11 City Manager's Recommended Budget
165
Convention & Tourism Fund
Special Events
Mission The City funds local events that attract participants and visitors to Plano, promoting its hotels, motels, restaurants, shopping, and parks and recreation. 2010-11 Objectives Provide funding for the annual Plano Balloon Festival.
Program Expenditures 2008-09 Actual $0 118,655 0 0 $118,655 2009-10 Budget $0 157,190 0 0 $157,190 2009-10 Estimate $0 143,777 0 0 $143,777 2010-11 Budget $0 157,190 0 0 $157,190 2010-11 % Change 0.0% 0.0% 0.0% 0.0% 0.0%
Budget Highlights The 2010-11 Special Events Recommended Budget includes no new programs, enhancements, or any new personnel requests.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Plano Balloon Festival
0 0
0 0
0 0
0 0
1
1
1
1
166
2010-11 City Manager's Recommended Budget
Convention & Tourism Fund
Pecan Hollow Grille
Mission Maintain and operate Pecan Hollow Grille to include marketing, booking, catering, and room set-up services. Our mission also includes providing food and beverage service to customers of Pecan Hollow Golf Course and Pecan Hollow Grille. 2010-11 Objectives Direct City involvement with Pecan Hollow Grille ended in June 2010.
Program Expenditures 2008-09 Actual $0 161,121 0 0 $161,121 2009-10 Budget $0 219,613 0 0 $219,613 2009-10 Estimate $0 63,041 0 0 $63,041 2010-11 Budget $0 0 0 0 $0 2010-11 % Change 0.0% 0.0% 0.0% 0.0% -100.0%
Budget Highlights Pecan Hollow Grille is not funded in the 2010-11 Recommended Budget.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Performance Leased space revenue Equipment rental revenue Catering services revenue Concession & alcohol revenue
0 0
0 0
0 0
0 0
$2,901 $780 $38,483 $208,638
$2,800 $500 $34,000 $215,000
$2,000 $850 $11,618 $99,223
N/A N/A N/A N/A
2010-11 City Manager's Recommended Budget
167
Water & Sewer Fund
Customer & Utility Services
Mission Support a vibrant and versatile city by striving to provide world class services; ensure adequate funds for the protection of citizens and provision of municipal services by providing accurate and timely reading of water meters and billing of accounts, controlling optimum collections, maintaining accurate financial and customer records, and ensuring positive public relations. 2010-11 Objectives Read all meters in a timely manner to ensure on-time billings. Maintain, read, and verify process to ensure quality control of AMR systems. Complete Phase II of the fixed network project. Replace metal lids with plastic lids. Creation of a new departmental webpage that utilizes increased information from the fixed network meter reading system.
Program Expenditures 2008-09 Actual $1,169,043 1,112,538 0 39,250 $2,320,831
Research through business process mapping a new utility billing ERP solution that works seamlessly with the City’s financial system. Revise strategic plan for staffing levels after fixed network implementation. Perform annual read verifications of fixed network meters to maintain contract compliance. Maintain training of staff on the installation and maintenance of the fixed network system. Budget Highlights The 2010-11 Customer & Utility Services Recommended budget includes reductions of $30,355 from various operating accounts, including overtime, training, travel and associations.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Payments processed total Electronic payments processed Adjustments processed Telephone calls received Delinquent notices mailed Work order builder accounts (new meter sets) Performance Accounts per clerk (call center/cashiering) Calls answered per clerk per month Collection rate Percentage of electronic payments
20 1
20 1
20 1
20 1
842,343 506,993 3,057 75,201 74,631 318
915,000 517,000 2,000 80,000 75,000 400
915,000 549,000 2,000 78,000 75,000 400
915,000 549,000 2,000 78,000 75,000 400
7,500 1,100 99.5% 60.2%
8,400 1,200 99.5% 56.5%
8,400 1,200 99.5% 60.0%
8,400 1,200 99.5% 60.0%
168
2010-11 City Manager's Recommended Budget
Water & Sewer Fund
Customer & Utility Services Field
Mission Provide accurate and timely customer service to water/sewer customers throughout the City of Plano, twenty-four hours a day, 365 days a year. Field Services provides accurate and timely meter readings for billing, continuing with customer service and support at the customer location, while accounting for and safeguarding the funds collected. 2010-11 Objectives Read all meters in a timely manner to ensure on-time billings. Maintain, read, and verify process to ensure quality control of AMR systems. Complete Phase II of the fixed network project. Replace metal lids with plastic lids. Creation of a new departmental webpage that utilizes increased information from the fixed network meter reading system.
Program Expenditures 2008-09 Actual
Research through business process mapping a new utility billing ERP solution that works seamlessly with the City’s financial system. Revise strategic plan for staffing levels after fixed network implementation. Perform annual read verifications of fixed network meters to maintain contract compliance. Maintain training of staff on the installation and maintenance of the fixed network system. Budget Highlights The 2010-11 Customer & Utility Services Field Recommended Budget includes reductions of $95,756 from various operating accounts, including overtime, computer hardware, contracts, cellular air time, training, travel and associations. Using the new Moto Mesh fixed network system to upload meter readings has eliminated $16,000 in wireless air card expense annually.
2009-10 Budget
2009-10 Estimate
2010-11 Budget
2010-11 % Change -3.7% -4.0% 0.0% 0.0% -4.0%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary
Total Full-Time Total Part-Time Program Measures Activity Meters read (total) Meters read (manual) Meters read (mobile) Meters read (fixed network) Special reads (quality assurance) Requests for service Miscellaneous Performance Meter reading accuracy (manual) Meter reading accuracy (fixed network)
Industrial Pre-Treatment
Mission Protect waterways, swimming pools and sewer systems in the community by preventing pollution, promoting community involvement, presenting education programs/materials and providing excellent citizen services. 2010-11 Objectives The Pretreatment Program will continue to monitor and regulate six (6) permitted industries from discharging contaminates into the Public Owned Treatment Works (NTMWD). Staff currently conducts annual inspections of each permitted facility. Through the Silver Recovery Best Management Practice program, the Pretreatment Program will conduct annual inspections of over 90 facilities to help reduce the amount of silver entering into the sanitary sewer waste stream. Vector Control Program, through the use of Integrated Pest Management, will work to reduce
Program Expenditures 2008-09 Actual $0 82,324 0 0 $82,324
mosquito populations. Stagnant swimming pools on abandoned properties will continue to be a priority for targeting mosquito larvae control. Staff will continue to trap and identify problematic mosquitoes as well as investigate complaints. Also, staff will continue to provide harborage education to residents on prevention of mosquitoes and rodents. The Non-hazardous Liquid Waste Program will continue to regulate generators of grease, grit, and sand waste as well as the transportation and disposal of this waste. Staff conducts routine generator inspections (400+/yr) as well over 60 transporter inspections.
Budget Highlights The 2010-11 Industrial Pre-Treatment Recommended Budget includes no new or reduced programs, enhancements, or any new personnel requests or reductions.
2009-10 Budget $0 85,581 0 0 $85,581
2009-10 Estimate $0 85,581 0 0 $85,581
2010-11 Budget $0 92,320 0 0 $92,320
2010-11 % Change 0.0% 7.9% 0.0% 0.0% 7.9%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity IPP Industrial Permits Silver BMP Permits Swimming pool permits issued Liquid waste Permits - transporters Liquid waste Permits - generators Performance IPP inspections/CO's Silver BMP Inspections Liq. Waste Transporters Inspections Liq. Waste Generator Inspections Swimming pool inspections completed Vector control complaints investigated Waste disposal Class I Non-Hazardous (yards) Hazardous Waste (Acid) gallons Waste disposal Used Oil recycled (gallons) Waste Pesticides (gallons) Waste Disposal - Flammable Liquid (gal)
Utility Maintenance Administration
Mission Supervise and coordinate all Utility Maintenance functions including water system maintenance, wastewater collection, meter services, cross connection controls, and wastewater infiltration and control. 2010-11 Objectives Ensure compliance of all Ends and Means Statements for Public Works Operations as set forth by the City Council.
Program Expenditures 2008-09 Actual $669,072 52,039,319 268,214 0 $52,976,605
Budget Highlights Late in the 2008-09 fiscal year, Utility Operations reorganized and transferred several positions among the various Utility cost centers. The changes impacted the Personal Services budget for 2009-10. This change is reflected in the current salary and benefits re-estimate. The 2010-11 Utility Maintenance Administration Recommended Budget includes reductions totaling $8,000 from various operating accounts, including postage, food, wearing apparel, travel and professional development, and maintenance agreements.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary
Total Full-Time 10 10 10 10 Total Part-Time 0 0 0 0 Program Measures Activity Metered service connections 80,250 80,250 80,250 80,250 Gallons water pumped (billions) 22.2 26.7 26.7 26.7 Valve operation * * * 900 Utility locates 644 700 700 700 Cost(s) estimates 200 200 200 200 Right of Way management 592 600 600 600 Performance Water pumping cost per 1,000 gallons $0.16 $0.16 $0.16 $0.16 Valve operation * * * $10,000 Utility locates $45,990 $46,000 $46,000 $46,000 Cost(s) estimates $23,432 $23,000 $23,000 $23,000 Right of Way management $42,396 $42,000 $42,000 $42,000 * Program measures within this cost center have changed due to restructuring within the Department
2010-11 City Manager's Recommended Budget
171
Water & Sewer Fund
Utility District #1
Mission Maintain and repair the water and wastewater infrastructure system within the district’s respective boundaries. 2010-11 Objectives Maintain the City’s water distribution system to ensure that each customer receives the highest quality potable water.
Maintain the City’s wastewater collection system to ensure that all citizens are safe from contamination by minimizing inflow/infiltration into the system. Comply with the Ends and Means Statements for Public Works Operations as set forth by the City Council. Budget Highlights During 2009-10, the Utility Operations transferred one Sr. Crew Leader position from Utility District #3 to District #1. The 2010-11 District #1 Recommended Budget contains reductions totaling $4,000 from various accounts: Food, ($200), Wearing Apparel, ($1,900), and Minor Apparatus/Small Tools, ($1,900).
2009-10 Budget $887,627 351,497 0 0 $1,239,124 2009-10 Estimate $910,068 431,730 0 0 $1,341,798 2010-11 Budget $917,807 360,576 0 0 $1,278,383 2010-11 % Change 3.4% 2.6% 0.0% 0.0% 3.2%
Program Expenditures
2008-09 Actual $841,750 360,161 0 0 $1,201,911
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Fire hydrants repaired Fire hydrants installed Valves operated Main line repairs Service taps installed Sewer lines repaired Customer stoppages Dead end water mains flushed Manholes repaired Fire hydrant flush (Residuals maintenance) Performance Fire hydrant repair costs Fire hydrant installation cost Valve operating cost Main line repair cost Service tap installation cost Sewer line repair cost Customer stoppage cost Dead end water mains flushed Manhole repair cost Fire hydrants flushed (Residuals maint.) Damages recovered * Program terminated
Utility District #2
Mission Maintain and repair the water and wastewater infrastructure system within the district’s respective boundaries. 2010-11 Objectives Maintain the City’s water distribution system to ensure that each customer receives the highest quality potable water. Maintain the City’s wastewater collection system to ensure that all citizens are safe from contamination by minimizing inflow/infiltration into the system. Comply with the Ends and Means Statements for Public Works Operations as set forth by the City Council.
Program Expenditures 2008-09 Actual $999,523 638,597 0 0 $1,638,120
Budget Highlights The 2010-11 Utility Operations District #2 Recommended Budget includes reductions totaling ($91,500) from: Contracted debris hauling, ($90,000); Food, ($200); and Wearing Apparel, ($1,300).
2009-10 Budget $1,063,238 635,031 0 0 $1,698,269
2009-10 Estimate $978,326 620,449 0 0 $1,598,775
2010-11 Budget $997,300 565,183 0 0 $1,562,483
2010-11 % Change -6.2% -11.0% 0.0% 0.0% -8.0%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Fire hydrants repaired Valves operated Main line repairs Service taps installed Sewer lines repaired Customer stoppages Dead end water mains flushed Manholes repaired Fire hydrant flush (Residuals maintenance) Performance Fire hydrant repair cost Valve operating cost Main line repair cost Service tap installation cost Sewer line repair cost Customer stoppage cost Dead end water mains flushed Manhole repair cost Fire hydrants flushed (Residuals maint.) Damages recovered
Utility District #3
Mission Maintain and repair the water and wastewater infrastructure system within the district’s respective boundaries. 2010-11 Objectives Maintain the City’s wastewater collection system to ensure that all citizens are safe from contamination by minimizing inflow/infiltration into the system. Comply with the Ends and Means Statements for Public Works Operations as set forth by the City Council.
Program Expenditures 2008-09 Actual $1,006,242 403,804 0 0 $1,410,046
Budget Highlights During 2009-10, Utility District #3 transferred one Sr. Crew Leader position to Utility Operations District #1. The 2010-11 District #3 Recommended Budget contains operating reductions of ($1,300) from Wearing Apparel, and ($200) from Food.
2009-10 Budget $1,174,296 437,744 0 0 $1,612,040
2009-10 Estimate $955,247 451,781 0 0 $1,407,028
2010-11 Budget $1,033,263 413,040 0 0 $1,446,303
2010-11 % Change -12.0% -5.6% 0.0% 0.0% -10.3%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Flow Meters/Rain Gauges Serviced Aerial Crossing Inspections Sewer Main TV (feet) Manholes Inspected Customer stoppages Main line stoppages Manholes repaired Sewer Line cleaned (feet) Performance Flow Meters/Rain Gauges Serviced Aerial Crossing Inspections Sewer Main TV (feet) Manholes Inspected Customer stoppage cost Main line stoppage cost Manhole repair cost Sewer line cleaning cost Damages recovered
Pumping Facilities
Mission Responsible for the twenty-four hour operation and maintenance of all water and wastewater pumping facilities, collection of water samples, response to taste and odor complaints and provision of after hour’s customer service. 2010-11 Objectives Collect 1,810 water samples to ensure that the water quality meets or exceeds all State/Federal regulations. Completed 100 flow tests on fire hydrants throughout the water distribution system. Operate water/wastewater systems efficiently to maintain adequate supplies and pressures for the protection of the water supply for domestic and commercial use. Comply with the Ends and Means Statements for Public Works, Pumping Facilities Department as set forth by the City Council.
Program Expenditures 2008-09 Actual $857,977 2,696,297 0 0 $3,554,274
Budget Highlights The 2010-11 Pumping Facilities’ Recommended budget includes reductions totaling $20,684. Extending the time between mowing cycles in contracted mowing services reduces expenses by ($20,184). Other reductions include: wearing apparel, ($200), and travel/professional development, ($300).
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Water pumped - gallons (billions) Bacteriological testing Pressure/flow testing - fire hydrants Calls dispatched after hours Performance Fire hydrant flow testing - development Water pumping cost per thousand gallons
13 0
13 0
13 0
13 0
22.2 1,810 100 3,825 63 $0.16
26.7 1,810 100 5,000 100 $0.16
26.7 1,810 100 5,000 100 $0.16
26.7 1,810 100 5,000 100 $0.16
2010-11 City Manager's Recommended Budget
175
Water & Sewer Fund
Meter Services
Mission Install new meters, change out of existing meters and repair of all water meters for both residences and businesses. Other responsibilities include maintenance, repair and replacement of water vaults and boxes and the repair of service line leaks. 2010-11 Objectives Continue the projected change-out of 5,000 water meters. Maintain the goals set for the meter box repair/replacement program. Comply with the Ends and Means Statements as set forth by the City Council.
Program Expenditures 2008-09 Actual $769,606 626,145 0 0 $1,395,751
Budget Highlights The 2010-11 Meter Services’ Recommended Budget contains $4,425 in reductions from Overtime, ($2,425), Food, ($200), Wearing Apparel, ($900), and Training, ($900).
2009-10 Budget $825,071 678,355 0 0 $1,503,426
2009-10 Estimate $795,724 752,864 0 0 $1,548,588
2010-11 Budget $808,831 684,915 0 0 $1,493,746
2010-11 % Change -2.0% 1.0% 0.0% 0.0% -0.6%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Large meters repaired New residential/commercial meters Meter leaks repaired Meter boxes repaired/replaced Change out residential/commercial meters Performance Large meters repaired New residential/commercial meters Meter leaks repaired Meter boxes repaired/replaced Change out residential/commercial meters Damages recovered
Utility Planning
Mission Update and maintain the various water and sewer layers in the City's GIS. Also, provide data, mapping, and analysis of the water and sewer data to user departments and customers using GIS. 2010-11 Objectives Update water and sewer layers in the City’s GIS from private and CIP developments. Provide updated water and sewer digital data and mapping to user departments. Provide GIS data and mapping information to various outside entities and customers to locate existing infrastructure. Modify water and sewer data as necessary from field verifications submitted by Utility Operations.
Program Expenditures 2008-09 Actual $197,135 4,365 0 0 $201,500
Perform special requests for analysis and mapping of the water and sewer data in GIS for user departments. Improve the water and sewer layer in GIS as requested by user departments. Budget Highlights The Utility Planning 2010-11 Recommended Budget includes no new personnel, reductions or enhancements.
2009-10 Budget $203,766 22,488 0 0 $226,254
2009-10 Estimate $200,159 22,488 0 0 $222,647
2010-11 Budget $203,640 22,488 0 0 $226,128
2010-11 % Change -0.1% 0.0% 0.0% 0.0% -0.1%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Water lines installed (miles) Sewer lines installed (miles) Fire hydrants installed Sanitary sewer manholes installed Performance Percentage of water lines installed Percentage of sewer lines installed Percentage of fire hydrants installed Percentage of sanitary sewer manholes installed Request for information fulfilled
3 0
3 0
3 0
3 0
16 3 260 139 100% 100% 100% 100% 100%
18 6 280 190 100% 100% 100% 100% 100%
14 3 210 130 100% 100% 100% 100% 100%
14 3 210 130 100% 100% 100% 100% 100%
2010-11 City Manager's Recommended Budget
177
Water & Sewer Fund
Utility Engineering
Mission Design and review of water and sanitary sewer projects. 2010-11 Objectives Re-paint Southeast Industrial Elevated Storage Tank. Re-paint and/or repair Stadium Ground Storage Tanks. Complete Russell Creek Sewer Rehab Phase II.
Program Expenditures 2008-09 Actual $252,283 16,985 0 0 $269,268
Budget Highlights The 2010-11 Utility Engineering Recommended Budget includes a reduction supplement in the amount of $11,000 for O&M reductions to training and contract professional services.
2009-10 Budget $257,778 23,785 0 0 $281,563
2009-10 Estimate $257,910 23,785 0 0 $281,695
2010-11 Budget $259,667 12,785 0 0 $272,452
2010-11 % Change 0.7% -46.2% 0.0% 0.0% -3.2%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity CIP projects funded ($000) Performance Achieve an average "Overall Satisfied Customer" rating of 60% or more on the construction surveys Number of projects started Number of projects finished
2 0
2 0
2 0
2 0
$10,027
$20,381
$18,907
$11,444
None 7 4
80% 6 12
80% 6 7
80% 3 5
178
2010-11 City Manager's Recommended Budget
Water & Sewer Fund
Utility Cut Services
Mission Maintain the City Streets and alleyways where repairs to water or sewer utility lines have been completed under the existing concrete pavement. This service crew repairs/replaces the pavement at the utility repair location. 2010-11 Objectives Continue utility cut repairs within five working days. Update training of all personnel in traffic control and barricading.
Program Expenditures 2008-09 Actual $487,289 228,458 0 0 $715,747
Budget Highlights The 2010-11 Utility Cut Services Recommended Budget contains no new programs, enhancements, or any new personnel requests.
2009-10 Budget $565,452 240,691 0 0 $806,143
2009-10 Estimate $504,538 300,795 0 102 $805,435
2010-11 Budget $540,796 259,501 0 0 $800,297
2010-11 % Change -4.4% 7.8% 0.0% 0.0% -0.7%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Utility cut/repairs Cost per repair
11 0
11 0
11 0
11 0
561 $1,200
640 $1,250
640 $1,250
600 $1,300
2010-11 City Manager's Recommended Budget
179
Water & Sewer Fund
Backflow Operations
Mission Inspect and inventory potential and known cross-connections at commercial and industrial business. The Backflow Operations mission is to prevent the possible backflow infiltration and the resulting possible contamination of the City’s water lines. 2010-11 Objectives Maintain the City’s Backflow Prevention Program to ensure that each resident receives the high quality potable water. Regulate and inspect businesses to prevent cross connections within the City’s water distribution system. Comply with the Ends and Means Statements for Backflow Operations as set forth by the City Council.
Program Expenditures 2008-09 Actual $303,062 35,678 0 0 $338,740
Budget Highlights The 2010-11 Utility Operations Backflow Recommended Budget contains no new programs, enhancements, or any new personnel requests.
2009-10 Budget $318,291 45,732 0 0 $364,023
2009-10 Estimate $316,385 36,356 0 0 $352,741
2010-11 Budget $312,400 42,149 0 0 $354,549
2010-11 % Change -1.9% -7.8% 0.0% 0.0% -2.6%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Backflow/cross-connection inspections Backflow/cross-connection re-inspections 24-hour disconnect notices issued Notice of violation notices issued Testers observed Performance Cross-connections controlled Revenues
4 0
4 0
4 0
4 0
1,340 708 775 1,288 173 1,882 $298,973
1,400 1,400 900 1,300 120 1,500 $285,000
1,400 900 900 1,300 120 2,000 $389,000
1,400 900 900 1,300 120 2,000 $389,000
180
2010-11 City Manager's Recommended Budget
Sustainability & Environmental Services Fund
Environmental Waste Collections
Mission Provide for the collection of solid waste, recyclables and yard trimmings from residential customers. 2010-11 Objectives Assist with formalizing and implementing employee training program. Implement updated SOP document and policy modifications. Evaluate Labrie “dual-arm” collection vehicle. Reduce the annual preventable accidents and injuries below the 09-10 levels. Maintain a 97.3% or above customer service good to excellent rating for trash, recycling and yard trimming collection services. Collaborate with Recycling Education Coordinator to develop City’s five (5) year Residential Waste Diversion and Recycling Plan.
Program Expenditures 2208-09 Actual
Budget Highlights The 2010-11 Environmental Waste Collections Recommended Budget contains increased Operations & Maintenance expenditures due to higher Regional Solid Waste System charges ($896,167). This increase is offset by other reductions in Operations & Maintenance, including a lower cart maintenance contract costs ($11,000).
2009-10 Budget
2009-10 Estimate
2010-11 Budget
2010-11 % Change -1.2% 2.4% -12.0% 0.0% 1.7%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary
Total Full-Time Total Part-Time Program Measures Activity Residential customers Solid waste - tons collected Landscape waste - tons collected Recycling - tons collected Performance Number of accidents (preventable) Number of accidents per 100K miles Number of injuries Survey results (good to excellent) Legitimate complaints Diversion from landfill Average weekly set-out rate Pound per household per day disposal Average route size (trash)
Environmental Services Administration
Mission Oversee the operations of Environmental Waste Collection, Recycling, Yard Trimmings Collection, Household Chemical Collections and the Household Chemical Reuse facility, Commercial Recycling, and the Special Waste programs. Provide customer service for all Sustainability & Environmental Service programs, and manage the franchise for commercial collections. 2010-11 Objectives Hold annual departmental retreat for planning and staff development. Maintain a 94% or above excellence customer service rating. Go “live” with and maintain web-based customer service request program. Continue to identify web-based customer service request program enhancements to improve the user-friendliness aspects for citizens. Continue to update and coordinate formalized Customer Service training and Standard Operating Procedures. Formalize and implement new employee training manual.
Program Expenditures 2008-09 Actual $605,849 31,068 0 0 $636,917 2009-10 Budget $611,249 28,635 0 0 $639,884 2009-10 Estimate $665,435 28,354 0 0 $693,789 2010-11 Budget $703,320 23,930 0 0 $727,250 2010-11 % Change 15.1% -16.4% 0.0% 0.0% 13.7%
Budget Highlights The 2010-11 Environmental Services Administration Recommended Budget includes reductions totaling $4,705 to Operations and Maintenance expenditures, including a $1,800 reduction in professional development expenditures.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Customer service requests Web-based service requests Performance Residential postings on material exchange web site Average customer telephone hold time (sec) Customer service rating (good to excellent) * * Still in test mode. * * * Program ended 7/09 - no data available
7 1
8 1
8 1
8 1
25,696 0
29,870 1,100
26,750 **
27,820 **
*** 11 95.0%
450 11 96.4%
0 11 95.5%
0 11 96.0%
182
2010-11 City Manager's Recommended Budget
Sustainability & Environmental Services Fund
Special Waste
Mission Responsible for the collection of residential bulky waste, paid special waste, organic recyclables, household chemicals, and litter. 2010-11 Objectives Maintain litter crew productivity to at least 3600 miles cleaned. Maintain performance and cost standards in Household Chemical Collection program in accordance with Texas Commission on Environmental Quality requirements, while evaluating program enhancements. Reduce the annual preventable accidents and injuries below the 09-10 level. Maintain customer service rating of 98.7% good to excellent or above for all services. Join North American Hazardous Materials Management Association.
Program Expenditures 2008-09 Actual $527,983 380,330 0 0 $908,313
Establish contracted vendors for recycling: damaged plastic residential carts, appliances and metal stream, freon removed from collected refrigerators and lead-based batteries. Promote the City’s recommended disposal of residential based pharmaceutical drugs and medical waste items. Work with City of Allen to implement their internal Reuse Center operating within their city limits. Budget Highlights The 2010-11 Special Waste Budget Recommended Budget includes various Operation & Maintenance reductions totaling $1,915.
2009-10 Budget $561,609 379,738 0 0 $941,347
2009-10 Estimate $532,708 351,891 0 0 $884,599
2010-11 Budget $534,814 393,476 0 0 $928,290
2010-11 % Change -4.8% 3.6% 0.0% 0.0% -1.4%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Litter receptacles serviced weekly Bags collected from median & ROW Miles maintained by vacuum sweeper Miles maintained by walking crew Tons collected by MROW crew Bulky waste/tons collected Paid tickets/tons collected Performance Miles/refuse/collector/day Miles/vacummed/day Special collection tickets Gallons of household chemicals collected HCC service requests Based on 4 collectors Based on 1 mad vac running.
Commercial Diversion
Mission Educate and provide commercial customers (including multi-family units) programs and projects that result in the reduction of solid waste, including increased recycling opportunities and organic collections, to help reach the City’s goal of a 40% landfill diversion rate. 2010-11 Objectives Continue to promote the Commercial Recycling programs to achieve a 10% increase in the commercial diversion rate over 2009-10. Increase C&D recycling tonnage by 10% over 2009-10 actual tons. Increase single stream recycling 10% over 2009-10 actual tons. Identify partnerships and funding needs to support C&D program by providing outlets for recyclable material.
Program Expenditures 2008-09 Actual $455,932 199,020 0 0 $654,952
Research partnerships to assist in supporting and implementing a Plano based Green Business Certification Program. Implement Organic Recycling fees for program. Improve the quality of organic product collected from commercial customers. Continue to identify diversion and green retrofit opportunities for the multifamily sector. Budget Highlights The 2010-11 Commercial Diversion Recommended Budget contains Operations & Maintenance expenditure reductions of $32,932; including the elimination of a contracted Intern ($2,000) and reductions in professional development ($800).
2009-10 Budget $473,530 207,613 0 0 $681,143
2009-10 Estimate $426,230 191,137 0 0 $617,367
2010-11 Budget $428,628 174,681 0 0 $603,309
2010-11 % Change -9.5% -15.9% 0.0% 0.0% -11.4%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity New service calls Citizens reached through presentations Customer service calls Organic customers serviced Performance New organics customers Organic waste tonnage Commercial Diversion rate Commercial recycling tonnage Service requests
8 0
7 0
7 0
7 0
625 32,000 95 103 31 3,770 26.2% 47,951 115
635 29,000 90 130 24 4,000 24.0% 45,000 100
516 28,700 110 112 18 3,450 22.0% 42,600 150
525 30,000 125 75 16 3,200 24.2% 43,500 120
184
2010-11 City Manager's Recommended Budget
Sustainability & Environmental Services Fund
Environmental Education & Community Outreach
Mission Educate and involve citizens of all ages in activities promoting beautification, environmental stewardship and waste diversion including recycling, composting, household chemical collection, litter reduction, and electronic recycling. 2010-11 Objectives Continue to offer and expand upon Rebate programs for weatherization and energy efficiency upgrades and rebate programs for water efficiency. Continue to expand regional focus of Live Green Expo, adding new features and increasing levels of participation. Introduce new educational programs and opportunities to residents focused on recycling, water and energy conservation, air quality, green building and composting. Promote and organize on-going and one day community clean-up opportunities with focus on creeks and consistently littered public areas.
Continue to support development and expansion of the Live Green volunteer program. Continue to coordinate department responsibilities related to landscaping, educational programming, marketing of new Environmental Education Center opened at end of FY 2009-10. Continue to expand media opportunities and partnerships which help promote and provide exposure of sustainability and Live Green programs. Continue to promote business partnerships which offer special waste recycling services to residents including electronic recycling, compact fluorescent light collection and recycling, and paper shredding events. Budget Highlights The 2010-11 Environmental Education & Community Outreach Recommended Budget includes reductions of $49,000 in Operations & Maintenance expenditures. These reductions include the elimination of Rain Barrel Workshops ($13,356), Compost Bins for Live Green Expo participants ($4,000), distribution of free waste conservation items to Utility Services customers ($23,266) and distribution of free books to water conservation workshop participants ($8,378).
2009-10 Budget 2009-10 Estimate 2010-11 Budget 2010-11 % Change 0.1% -35.5% 0.0% 0.0% -11.8%
Program Expenditures
2008-09 Actual
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary
Total Full-Time Total Part-Time Program Measures Activity Presentations given Citizens reached through presentations Trained Reuse Center volunteers Special Events Volunteer hours Adopt-A-Highway miles Clean-up projects News releases/media coverage Performance Gallons of conservation colors redistributed Tons of electronic recycling material collected Reuse Center participants Cost/benefit ratio Litter index score
Compost Marketing & Operations
Mission Operate regional facilities to process organic materials, market finished products, and educate the public about the use and benefits of compost. 2010-11 Objectives Increase Customer Client Base by 5%. Increase Commercial bag sales by 5%. Restructure Custer Grind site for better traffic flow. Add one new product or private label or new commercial client to Texas Pure Line. Process and sell 80% of FM 545 site.
Program Expenditures 2008-09 Actual $996,178 1,536,156 0 191,759 $2,724,093 2009-10 Budget $1,007,833 1,630,780 0 0 $2,638,613 2009-10 Estimate $1,138,222 1,715,959 14,884 0 $2,869,065 2010-11 Budget $1,061,526 1,682,034 0 6,500 $2,750,060 2010-11 % Change 5.3% 3.1% 0.0% 0.0% 4.2%
Budget Highlights The 2010-11 Compost Marketing & Operations Recommended Budget includes capital outlay for a hot water pressure washer ($6,500) which is offset by a reduction in equipment rental expenditures.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Plano residential tons processed Regional tons processed Commercial tons processed Screening hours Grinding hours Compost material hauls Deliveries Gallons of water Turning hours Performance Bagged sales Bulk sales Tipping Fee Bulk compost yards sold Bulk mulch yards sold Bags compost sold Bags mulch sold
Sustainability
Mission Identify, develop, and implement sustainability programs and practices targeted at city departments, employees, business community and general public. 2010-11 Objectives Administer Energy Efficiency & Conservation Block Grant funds. Secure grant funding to support sustainability initiatives. Develop and promote Live Green Expo. Provide bi-annual report to City Council. Restructure Green Team Program. Restructure Environmental Education & Community Outreach Committee and establish committee’s two-year goals. Revise the two-year goals for the Green Building Committee and Resource Conservation Committee. Develop and promote LEED Platinum Environmental Education Center.
Program Expenditures 2008-09 Actual $63,877 350,572 (630) 0 $413,819 2009-10 Budget $69,755 286,181 0 0 $355,936 2009-10 Estimate $80,383 301,202 3,670 0 $385,255 2010-11 Budget $81,520 278,281 0 0 $359,801 2010-11 % Change 16.9% -2.8% 0.0% 0.0% 1.1%
Budget Highlights The 2010-11 Sustainability Recommended Budget includes a reduction in Operation & Maintenance expenditures through the elimination of Energy Workshop Kits ($2,000).
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary
Total Full-Time Total Part-Time Program Measures Activity Grant applications submitted Presentations given Reached through presentations Committee meeting hours Collaterals developed Collaterals distributed Website enhancements Performance Procedure, policy & ordinance initiatives Departmental initiatives Programs developed Grants awarded Amount of grants awarded Attendees at Environmental Expo Attendees at Builders Workshop Website hits
Municipal Drainage Operations
Mission Provide the programming required to comply with the National Pollution Discharge Elimination System’s (NPDES) regulatory requirements of the Environmental Protection Agency (EPA). The responsibilities of the unit include the maintenance and cleaning of all drainage ways, storm sewer lines, culverts, bridges, and street sweeping. 2010-11 Objectives Meet the objectives outlined in the City Council Ends Statement regarding the City’s infrastructure, environmental waste services, and traffic control. One-half of the department personnel are to attend Texas A & M Traffic Control and Barricade Training class.
Program Expenditures 2008-09 Actual $723,462 802,703 145,658 1,764 $1,673,587 2009-10 Budget $1,049,857 955,504 216,399 0 $2,221,760 2009-10 Estimate $865,031 943,417 210,188 0 $2,018,636 2010-11 Budget $830,493 804,788 206,598 300,000 $2,141,879 2010-11 % Change -20.9% -15.8% -4.5% 0.0% -3.6%
Budget Highlights The 2010-11 Municipal Drainage Operation Recommended Budget includes reductions in several areas totaling $151,500: Construction Debris Hauling contract, ($90,000); Street Sweeping contract, ($50,000); and other various operating accounts, ($11,500). The 2010-11 Budget includes an addition of $300,000 for a pond silt removal project at various City Parks, cost-shared with matching funding from Capital Reserve.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Miles of concrete lined channel Miles of natural channel Bridges maintained Box culverts maintained Storm sewer inlets checked/cleaned Citizen requests for service Monthly street sweeping miles Service request for curb repair Performance Annual cost for street sweeping Annual cost for drainage way mowing
18 0
18 0
18 0
18 0
26 85 56 156 3,525 802 915 226 $159,278 $28,236
26 85 58 156 4,000 600 915 150 $163,000 $31,000
26 85 56 156 4,020 580 915 170 $163,000 $31,000
26 85 58 156 4,120 580 915 170 $163,000 $31,000
188
2010-11 City Manager's Recommended Budget
Municipal Drainage Fund
Municipal Drainage Administration
Mission Provide for the activities and cost required to comply with the Texas Pollution Discharge Elimination System (TPDES) regulatory requirements of the Texas Commission on Environmental Quality (TCEQ). Engineering services are provided to design and implement a plan to evaluate and reduce pollutants in storm water runoff. This division administers flood insurance program, provides flood plan information to the public, coordinates flood plan changes between developers and the Federal Emergency Management Agency (FEMA) and administers the design and construction of drainage improvements. 2010-11 Objectives Complete Ashington, Rose Hill & Early Morning Drainage Project.
Program Expenditures 2008-09 Actual $215,037 52,324 0 36,741 $304,102
Complete Briarwood, Liverpool Hill & Early Morning Drainage Project. Adopt post development runoff controls. Budget Highlights The 2010-11 Municipal Drainage Administration Recommended Budget includes a reduction supplement in the amount of ($36,285) for O&M reductions to overtime, mileage reimbursement, travel/professional development, training and contractual professional services.
2009-10 Budget $249,446 97,254 0 0 $346,700
2009-10 Estimate $246,730 147,550 0 0 $394,280
2010-11 Budget $244,221 68,297 0 0 $312,518
2010-11 % Change -2.1% -29.8% 0.0% 0.0% -9.9%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Environmental assessment requests Flood plan studies Creation of drainage utility records Performance Storm water plan review Site inspection Evaluate stream bank erosion site Stream bank stab. project construction Evaluate local drainage problems Drainage prob. correction construction Training classes - staff Training classes consultants/contractors Engineering annual report for NPDES permit completed Achieve average "Overall satisfied customer" rating of 60% on the construction surveys Number of projects started Number of projects finished
3 0
3 0
3 0
3 0
54 1 406 110 1,661 15 2 12 1 79 29 1
70 2 50 100 1,800 20 2 15 1 80 60 1
68 2 400 112 1,500 40 2 15 1 80 60 1
70 2 400 110 1,600 30 3 15 3 80 60 1
None 1 3
80% 3 3
80% 4 3
80% 2 5
2010-11 City Manager's Recommended Budget
189
Municipal Drainage Fund
Storm Water
Mission Prevent pollutants from entering the Municipal Separate Storm Sewer System (MS4) through administration of the NPDES/TPDES (National Pollutant Discharge Elimination System/Texas Pollutant Discharge Elimination System) permit, utilizing Best Management Practices (BMP’s), Public Education, Monitoring, Enforcement and System Maintenance. 2010-11 Objectives Provide administration of the TPDES Permit and coordinate responsibilities within various departments within the City. Conduct Storm Water Management Team meetings to keep all departments up to date on current activities/regulations. Oversee/Review contracts with the North Central Texas Council of Governments (Interlocal Agreements and in-stream monitoring program). Monitor/evaluate results quarterly from instream monitoring program to identify possible pollution concerns. Provide educational materials on pollution prevention to the business and residential community as needed.
Program Expenditures 2008-09 Actual $248,176 62,814 0 0 $310,990
Inspect targeted business sites (automotive repair/maintenance facilities) to ensure pollution prevention practices. Staff will conduct 100+ inspections annually. Prepare and submit the Storm Water Annual Report by March 1 of the following fiscal year to the Texas Commission on Environmental Quality for review of our program and to meet permit requirements. Budget Highlights The 2010-11 Storm Water Recommended Budget includes no new or reduced programs, enhancements, or any new personnel requests or reductions.
2009-10 Budget $266,432 78,375 0 0 $344,807
2009-10 Estimate $267,960 76,721 0 0 $344,681
2010-11 Budget $270,954 77,078 0 0 $348,032
2010-11 % Change 1.7% -1.7% 0.0% 0.0% 0.9%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Industry inspections (permitted) Outfalls identified Outfalls inspections Creek Inspections Wet weather field screening events Targeted business education campaign (brochures/flyers) Automotive maintenance/repair inspections
3 0
3 0
3 0
3 0
22 214 428 51 10 1,000 180
20 220 440 50 10 1,000 240
20 220 440 50 10 500 121
23 220 440 50 10 500 121
190
2010-11 City Manager's Recommended Budget
Recreation Revolving Fund
Recreation Programs
Mission Provide programs, which include athletic leagues, camp programs, learn-to-swim programs, outdoor programs, recreation center classes, senior citizen programs, special events, sports clinics, summer playground programs, and therapeutic programs that are self-supported by user fees. 2010-11 Objectives Continue best practices to ensure we are offering the most current, innovative and cost effective programs.
Program Expenditures 2008-09 Actual $1,372,014 1,835,614 0 0 $3,207,628 2009-10 Budget $1,351,047 1,763,659 0 0 $3,114,706 2009-10 Estimate $1,398,658 1,965,914 0 0 $3,364,572 2010-11 Budget $1,382,589 1,741,856 0 0 $3,124,445 2010-11 % Change 2.3% -1.2% 0.0% 0.0% 0.3%
Budget Highlights The 2010-11 Recreation Programs Recommended Budget contains no new programs, enhancements or requests for additional personnel. Programs affected by the Carpenter Park Recreation Center expansion and renovation will be relocated to other facilities where possible.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Class attendance: Aerobats PAC/JCP/NAT Adult athletics Carpenter Park Douglass* Liberty Oak Point Outdoor Senior center TR Muehlenbeck Williams (closed in Dec. 08) Golf rounds Tennis attendance Special events Courses offered: **Net enrollment ** Revenue
Golf Course Maintenance
Mission Manage the grounds at Pecan Hollow Golf Course, which includes controlling litter, maintaining and repairing equipment, and taking care of the trees. 2010-11 Objectives Renovate and successfully reopen October 2011. Increase green fees to match the new caliber of playing greens associated with the renovation.
Budget Highlights The 2010-11 Golf Course Maintenance Recommended Budget contains reductions in Personnel and Operations & Maintenance expenditures of $727,799 due to the yearlong closing and renovation of Pecan Hollow Golf Course in November 2010. The 2010-11 Recommended Budget does include $68,000 to sustain a month of operations in October 2010. Existing personnel will be temporarily shifted to other Parks & Recreation areas during the renovation - with the exception of the Golf Superintendent and an Irrigation Technician. The golf course is scheduled to reopen October 2011.
2009-10 Budget 2009-10 Estimate 2010-11 Budget 2010-11 % Change -75.7% -19.1% 0.0% 0.0% -91.5%
Program Expenditures
2008-09 Actual $487,537 274,513 0 0 $762,050
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Acres maintained Fertilization frequency (annually): Fairways Greens Tees Mowing frequency (per week): Fairways Greens Tees Performance Acres maintained per FTE
Technology Services
Mission Provide outstanding, timely, and quality customer service to City staff, management, and elected officials, with a level of service that allows these customers to maximize the use of information and provide a technology infrastructure that reflects customer quality and provides high performance capability with the ability to achieve the requirements established and expected by the citizens. 2010-11 Objectives Implement server virtualization in primary data center to reduce power consumption and physical space requirements. Implement enterprise video camera solution for physical security of City facilities. Upgrade Polaris application for Library department. Continue deployment of Microsoft Windows 7 and Office 2010.
Program Expenditures 2008-09 Actual $3,765,343 2,931,128 0 38,786 $6,735,257
Extend disaster recovery capabilities at EOC data center by incorporating virtualization, tiered storage, and communications redundancy. Complete deployment of Exchange 2010 with capabilities including video conferencing. Budget Highlights The 2010-11 Technology Services Recommended Budget has been reduced by $72,106. Reductions include the elimination of (1) vacant Network Engineer position, $96,140, and a reduction of $44,200 from various O & M operating accounts, including supplies, training, travel, and minor apparatus. Budget additions for 2010-11 include $68,234 in professional consulting services.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Help Desk calls per month Personal computers replaced Laptops replaced Install new PC additions in departments Total workstations supported Performance Help Desk calls closed: Immediately/within 2 hours Within 48 hours Customer satisfaction rating (scale 1-5)
38 0
38 0
38 0
37 0
726 375 136 52 2,486
650 30 81 0 2,000
720 330 169 26 2,218
850 50 15 82 2,300
85.0% 20.0% 4.8
85.0% 20.0% 4.6
87.0% 13.0% 4.7
87.0% 13.0% 4.8
2010-11 City Manager's Recommended Budget
193
Technology Services Fund
Public Safety Support
Mission Provide the City and Public Safety departments with the management and technical support to effectively acquire, implement, and maintain application software and hardware; provide 24 X 7 emergency support; facilitate public safety technical projects and work in conjunction with departments in coordination, consultation and management of projects. 2010-11 Objectives Implement and install new MW810 mobile computers (FD and PD). Implement Police Records Management Web Query. Maintain and utilize hardware and software to support the Public Safety environment providing 24 X 7 technical support including a high level of operations support. Facilitate and coordinate the implementation and interfaces for public safety systems, and continue with upgrades of public safety applications and systems. Manage and maintain current public safety systems.
Program Expenditures 2008-09 Actual $959,634 713,476 0 0 $1,673,110 2009-10 Budget $965,373 942,493 0 0 $1,907,866 2009-10 Estimate $1,005,776 859,943 0 0 $1,865,719 2010-11 Budget $986,484 855,893 0 0 $1,842,377 2010-11 % Change 2.2% -9.2% 0.0% 0.0% -3.4%
Budget Highlights The Public Safety Systems Support Group’s 2010-11 Recommended Budget has been reduced by 4.33% or $82,550 from various operations and maintenance accounts and contains no new programs nor does it increase personnel.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Police/Fire/EMS calls received 9-1-1 calls received Non-emergency calls received Police offense reported Fire calls for service Performance Maintain major public safety applications Implement major systems
9 0
9 0
9 0
9 0
263,024 163,740 209,397 27,952 19,724
267,207 163,716 217,893 23,961 19,750
253,293 154,198 179,126 25,126 19,600
253,293 148,030 177,335 27,000 19,750
23 2
25 3
25 2
25 1
194
2010-11 City Manager's Recommended Budget
Technology Services Fund
Telecommunications
Mission Provide the City with the management and technical support to effectively and efficiently specify, acquire, and implement voice communications hardware and software; specify and manage all data/voice cabling infrastructures; provide management of all data and voice cabling projects for all City facilities; and manage the utilization of the public switched data/voice networks; long distance and cellular networks. 2010-11 Objectives Continue upgrade of SONET Ring bandwidth capabilities. Engineer the IP switch at the EOC complex to serve as backup/disaster recovery for 911 IP switch.
Program Expenditures 2008-09 Actual $320,925 1,821,616 0 0 $2,142,541
Continue the upgrade on the 911 switch to transition to an IP solution. Upgrade Main switch to transition with EOC and 911 IP platforms. Continue to manage Cellular Contract (Phones, Blackberry’s, Air Cards). Continue to manage Billing for Voice and Data Networks. Budget Highlights The 2010-11 Telecommunications Recommended Budget includes various O & M changes totaling $61,400. Budget reductions include $171,400 from travel, maintenance agreements, voice lines, and cellular air time, while new additions include $110,000 for an additional City telephone switch upgrade to VOIP (Voice-Over-Internet Protocol).
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Cellular telephone accounts managed Cellular invoices reconciled Cellular account MAC (modifications, adds, and changes & repairs) Circuits and lines managed Circuits and line invoices reconciled Circuits and line trouble tickets processes PBX mailboxes managed PBX ports managed Performance Contracted telephone & cellular work orders completed on time (% by assigned due date) Contracted telephone & cellular repair tickets completed on time (% within one business day)
4 0
4 0
4 0
4 0
949 546 1,287 847 847 901 1,282 3,462
950 600 1,000 1,040 1,040 1,150 1,300 2,950
950 600 1,100 1,000 1,000 1,000 1,300 3,400
950 600 1,100 1,000 1,000 1,000 1,300 3,400
99%
99%
99%
99%
99%
99%
99%
99%
2010-11 City Manager's Recommended Budget
195
Technology Services Fund
Wireless Support
Mission Provide secure electronic City Services to City of Plano remote users over wireless networks. 2010-11 Objectives Complete the final build-out in west Plano. Replicate MESH Environment at the Emergency Operations Center (EOC). (MESH is a resilient self-healing wireless network configuration that allows critical communications to continue even if certain segments malfunction, used by Public Safety and other critical data services.) Continue to add wireless coverage to City facilities. Use wireless backhaul for delivery of video from strategic locations in the City for security and traffic control. Add City users to network providing more mobility.
Program Expenditures 2008-09 Actual $0 732,237 0 0 $732,237
Budget Highlights The maintenance contract was renegotiated this fiscal year, saving the City approximately $300,000.00. Scientel now provides the physical support for network devices (bad equipment change-out) and Motorola provides software support and upgrades for the MESH devices. The 2010-11 Recommended Budget includes an ($85,000) reduction in electricity expenses for the MESH transmission devices.
2009-10 Budget $0 1,164,320 0 0 $1,164,320
2009-10 Estimate $0 1,069,831 0 0 $1,069,831
2010-11 Budget $0 1,079,320 0 0 $1,079,320
2010-11 % Change 0.0% -7.3% 0.0% 0.0% -7.3%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity NetMotion client registered devices NetMotion classes (departments) Scanning for rogue devices Faulty access points and routers Performance Help Desk tickets closed Immediately within 2 hours Within 48 hours System uptime
0 0
0 0
0 0
0 0
0 0 0 0 0 0 0 0.0%
800 90 30 400 300 200 100 99.9%
900 100 50 400 500 300 100 99.9%
1,000 150 75 500 600 400 200 99.9%
196
2010-11 City Manager's Recommended Budget
Government Access/CATV Fund
Plano Television Network
Mission Create and deliver multi-format Video programming that informs, educates and entertains the citizens of Plano. 2010-11 Objectives Continue utilization of a variety of technological advances in order to deliver our product in the most user-friendly & popular formats. Craft a business plan with the goal of implementation and integration of financially strong business practices.
Continue building strong partnerships with other City departments, thus ensuring said departments will be able to communicate with Citizens effectively. Web 2.0 and social media outlets present new challenges and new venues to showcase Plano. PTN has experienced drastic increases in demand for video to enhance these services by other city departments and continues working to maintain a high level of customer service. Budget Highlights The 2010-11 Plano Television Network Recommend Budget includes reductions totaling $82,224. Reductions include: Elimination of one Full-time Video Producer position ($76,368); and O&M savings of ($5,856). Also included is a revenue supplement in the amount of $20,000 attributable to a change in the Time Warner PEG fee.
2009-10 Budget $498,058 111,699 0 0 $609,757 2009-10 Estimate $489,713 106,036 0 800 $596,549 2010-11 Budget $479,940 102,140 0 0 $582,080 2010-11 % Change -3.6% -8.6% 0.0% 0.0% -4.5%
Program Expenditures
2008-09 Actual $620,039 114,779 0 (1,942) $732,876
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary
Total Full-Time Total Part-Time Program Measures Activity Public meetings (Council, P&Z, Work Sessions) Plano Wired weekly program Monthly program specials & MP3 program Special projects for City management Inter-departmental assistance with PTN website presentation formats Live & On Demand streaming video Program delivery via Verizon Fios & Time Warner Cable Performance Event coverage and promotion of event segments via PW (does not include Adopt-a-Pet, What's on your Plate, City Beat or Monthly Specials) Education & information delivered to citizens via PW segments (does not include Adopt-a-Pet, What's on your Plate, City Beat or Monthly Specials) Regional & national recognition and awards
8 1
7 1
7 1
6 1
73 52 23 0 26 24/7/365 24/7/365
73 52 12 0 30 24/7/365 24/7/365
73 52 20 8 50 24/7/365 24/7/365
73 26 10 10 100 24/7/365 24/7/365
180
140
120
100
160 11
120 5
90 3
80 0
2010-11 City Manager's Recommended Budget
197
Government Access/CATV Fund
Website Services
Mission To provide an online information resource about the programs, services and events in the City of Plano. 2010-11 Objectives Assist departments in streamlining their information to ensure consistency, relevancy, and timeliness of communication via the website. Continue to explore and implement social media and other web 2.0 tools as a communication vehicle for the City.
Program Expenditures 2008-09 Actual $151,402 16,398 0 0 $167,800
Budget Highlights The 2010-11 Website Services Recommended Budget includes reductions totaling $4,330 in operations and maintenance savings.
2009-10 Budget $153,592 30,988 0 0 $184,580
2009-10 Estimate $156,069 27,997 0 0 $184,066
2010-11 Budget $157,445 26,241 0 0 $183,686
2010-11 % Change 2.5% -15.3% 0.0% 0.0% -0.5%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Department websites Email subscription items offered Performance Pageview per year Email subscription items sent
2 0
2 0
2 0
2 0
24 150 8,000,000 N/A
22 175 9,600,000 800,000
22 150 9,854,798 985,411
22 150 10,105,000 1,185,000
198
2010-11 City Manager's Recommended Budget
Municipal Warehouse Fund
Inventory
Mission The Inventory Control and Asset Disposal function, a portion of the Purchasing Division, is responsible for the coordination of inventory and bulk purchases to support the entire city operation. 2010-11 Objectives Reorganize Warehouse Inventory and Fleet Parts Inventory following inventory management best practices. Put a program in place to review monthly inventory in Fleet parts and Warehouse that becomes low moving or obsolete. Evaluated Fleet Parts inventory for obsolescence and found that 25% was obsolete. Asset recovery of obsolete inventory was initiated and will be complete by FYE 2010. Re-bidding of expired inventory contracts are being scrutinized for relevancy in today’s environment based on economic factors and the City’s real need of inventory. The results are lower inventory on hand and less items being contracted therefore providing better service to the internal customer.
Program Expenditures 2008-09 Actual $570,971 3,252,008 0 0 $3,822,979 2009-10 Budget $538,637 2,932,113 0 0 $3,470,750 2009-10 Estimate $487,516 3,337,441 0 0 $3,824,957 2010-11 Budget $482,808 3,296,189 0 0 $3,778,997 2010-11 % Change -10.4% 12.4% 0.0% 0.0% 8.9%
Budget Highlights The 2010-11 Inventory Control Recommended Budget includes no new programs, enhancements, or any new personnel requests.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Inventory dollars end of year Number of issues made-parts (ea) estimate Billings Number of issue tickets - Warehouse estimate Performance Inventory turns Billings/FTE Inventory $/FTE
Fleet Services
FLEET SERVICES Mission Fleet Services is responsible for maintaining safe, efficient, dependable vehicle and major equipment for all City departments. Additional responsibilities include providing all fuel, preparation of surplus units for auction, specification preparation, bid evaluation, contracting repairs, and equipment replacement recommendation. 2010-11 Objectives Establish a larger presence on the City Internet Site in order to provide citizens more information about Fleet Services functions. Continue to monitor “Under Utilized Vehicles” and provide user Departments with suggestions and assistance to better utilize the City’s assets. Expand our “Fleet Share” program in order to provide equipment and vehicles to departments on an as needed basis. This program will help in the overall utilization of all City equipment and vehicles. Establish and monitor benchmarks for our division, which will allow us to better track our service and to further reduce cost associated with the Fleet Operations.
Program Expenditures 2008-09 Actual
Budget Highlights The 2010-11 Fleet Services Recommended Budget includes Reductions totaling $108,685. Reductions include: elimination of two Fleet Technician positions ($108,685). Fleet services completed an extensive evaluation and adjustment of the equipment depreciation schedule to be more in-line with the actual useful life of the equipment.
2009-10 Budget
2009-10 Estimate
2010-11 Budget
2010-11 % Change -5.4% 0.5% 1.1% 0.0% -1.8%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary
Total Full-Time Total Part-Time Program Measures Activity Fleet value Fleet size Fuel used (gal) Total work orders Performance Average burdened labor rate per hour Maint Hrs/VEU Maint$/VEU Billed Hrs/Technician VEU/Technician
Criminal Investigation
CRIMINAL INVESTIGATION Mission To make the City of Plano a safer place by conducting professional investigations to solve criminal offenses and recover stolen property. The Criminal Investigation Fund provides equipment and services to the department that are not part of the General Fund budget. The sources of funds for these expenditures are Court awarded seizures and forfeits of money and property that are the illegal gains of criminals or used in the furtherance of certain criminal acts. 2010-11 Objectives Pursue forfeitures and seizures from criminal cases to remove assets from criminals. Utilize seized assets as resources to support the Department’s mission of providing outstanding police services in partnership with the community to maintain a safe environment that contributes to the quality of life.
Program Expenditures 2008-09 Actual $0 7,965 19,513 0 $27,4780 $
Budget Highlights The 2010-11 Criminal Investigation Recommended Budget includes no supplemental funding for new programs, enhancements, or any new personnel requests.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Cases filed Cases awarded Cases pending Cases denied
0 0
00 00
00 00
00 00
43 38 5 1
30 29 5 1
35 29 5 1
35 29 5 1
2010-11 City Manager's Recommended Budget
201
Wire-Line Fees
9-1-1 Wire-Line
Mission To provide the vital connection between citizen requests for Police, Fire, or Medical assistance and the appropriate agency, and to satisfy the immediate information needs of Police, Fire, and Medical personnel in the course of normal daily activities and during emergencies. The objective is accomplished by: providing first response for calls for service received through emergency and non-emergency telephone lines; providing equipment; and supporting and maintaining the City's 9-1-1 System. The cost center is funded with the 9-1-1 fees collected on telephone services. 2010-11 Objectives Ensure the integrity of and provide reliable and accurate 9-1-1 service to the citizens of Plano. Continue to monitor incoming 9-1-1 fees and budget for changing framework of 9-1-1.
Program Expenditures 2008-09 Actual $0 202,696 0 350,452 $553,148
Collaborate with city Technology Services in planning network for Next Generation 9-1-1. Purchase and install the Data Content messaging module to ensure all devices have equal access to 9-1-1. Budget Highlights The 2010-11 Public Safety Communications Department’s Wireline Recommended Budget includes $30,000 to upgrade the current 9-1-1 software to include the text message module called Data Content. The software upgrade will provide the deaf and hard of hearing that use texting to communicate equal access to 9-1-1. With the expansion of Voice over Internet Protocol service types and the popularity of Short Message Service (SMS) and Multimedia Messaging Service (MMS), citizens are expecting to be able to text, send pictures and/or video to 9-1-1. This software upgrade allows preliminary 9-1-1 access for alternate devices while the full service technology matures in the marketplace.
2009-10 Budget $0 218,978 288,435 0 $507,413
2009-10 Estimate $0 233,434 281,270 0 $514,704
2010-11 Budget $0 233,434 287,459 30,000 $550,893
2010-11 % Change 0.0% 6.6% 100.0% 0.0% 8.6%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Police/Fire/EMS/ANCON/TRU calls processed Police/Fire/EMS/ANCON/TRU calls dispatched 9-1-1 Calls Received Non-Emergency Calls Received Outgoing Calls Placed Total Calls Processed by PSC Performance # of calls processed per PSC Specialist #of calls dispatched per PSC Specialist # of 9-1-1 calls answered per PSC Specialist # of Non-emergency calls per PSC Specialist # of outbound calls per PSC Specialist
City Council
Mission The City Council, consisting of a Mayor and seven Council Members, serves as the legislative and policy making body of the City of Plano. The Council adopts all ordinances, approves major expenditure items, and annually establishes the City’s program of services through the adoption of the Operating Budget and the Community Investment Program (CIP). 2010-11 Objectives Promote inter-local cooperation with Collin County and other metroplex municipalities. Provide active representation for the City in the Texas Municipal League and other municipal organizations. Promote positive image for the City of Plano. Display active involvement in community functions and projects. Improve representation of Plano citizenry on Boards and Commissions.
Program Expenditures 2008-09 Actual $1,402 209,768 0 0 $211,170 2009-10 Budget $1,500 200,485 0 0 $201,985 2009-10 Estimate $1,500 199,234 0 0 $200,734 2010-11 Budget $1,500 198,884 0 0 $200,384 2010-11 % Change 0.0% -0.8% 0.0% 0.0% -0.8%
Budget Highlights The 2010-11 City Council Recommended Budget includes no new programs, enhancements, or any new personnel requests.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Council Meetings Agenda Items Ordinances/Resolutions Adopted
0 0
0 0
0 0
0 0
48 650 475
45 550 550
45 550 554
45 550 550
R55BWER Budget Worksheet - Expenses As of 05/31/10 Last Year Audited Budget Budget Actual Re-Estimate Budget Supplement Total Council Current Current Current Proposed Funded Proposed Page 1
City Manager
Mission Update, monitor, and implement all directives and goals as established by the City Council. Administrative responsibilities include planning, organizing, and overseeing all City operations, prudent stewardship of the City's financial and physical resources, and advising Council on the City's current and future needs. 2010-11 Objectives Submit the annual Budget and Community Investment Program to City Council. Keep the Mayor and Council apprised of the financial needs and conditions of the City at all times. Maintain “closeness to the citizens.” Work on infill residential and commercial opportunities. Develop Plano as a major business center. Maintain our commitment to “Service Excellence.”
Program Expenditures 2008-09 Actual $675,556 19,251 0 0 $694,807
Budget Highlights The 2010-11 City Manager’s Recommended Budget includes a reduction supplement of $42,356 in personnel costs due to a 4-month vacancy and filling the position at a lower grade.
2009-10 Budget $678,384 27,858 0 0 $706,242
2009-10 Estimate $643,946 27,858 0 0 $671,804
2010-11 Budget $573,621 26,110 0 0 $599,731
2009-10 % Change -15.4% -6.3% 0.0% 0.0% -15.1%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time
4 1
4 1
4 1
4 1
R55BWER Budget Worksheet - Expenses As of 06/30/10 Last Year Audited Budget Budget Actual Re-Estimate Budget Supplement Total Council Current Current Current Proposed Funded Proposed Page 1
R55BWER Budget Worksheet - Expenses As of 06/30/10 Last Year Audited Budget Budget Actual Re-Estimate Budget Supplement Total Council Current Current Current Proposed Funded Proposed Page 2
CITY OF PLANO Supplement Listing Report FY 2010 - 2011
06/30/10 Page -
14:42:10 1
Cost Center 112 Total
Description City Manager
Supplement # 00112001
Description Position Downgrade
Funded/Non-Funded F
Ranking 01
Total Cost 42,355.7342,355.73-
R55BD811 Page 1
CITY OF PLANO
06/30/10 14:55:13
Supplements Update
For Fiscal Year Starting
10/01/2010
00112001
Dept 112 City Manager Start Date 10/01/10 Funded: F
Position Downgrade
Fund
00001
General
PERSONAL SERVICES 34,661.001,126.485,739.86325.81502.5842,355.7342,355.73-
6103
Classified Salaries
Difference in salary of Grade 13 position and Grade 9 position.
6121
RSP
6122
TMRS
6125
Group Insurance- Life
6127
Medicare
Total 610
PERSONAL SERVICES
Supplement 00112001 Total
Downgrade the Executive Administrative Assistant position (formerly filled by Sharon Wright, Grade 13) to an Adminstrative Assistant, Sr. position (Grade 9).
210
2010-11 City Manager's Recommended Budget
Council Budgets
Legal
Mission Provide premiere legal services to the City in a cost effective and efficient manner and maintain the highest level of confidence and trust with the citizens, Council, Boards, Commissions and fellow employees. 2010-11 Objectives Prepare and/or review ordinances and resolutions for City Council consideration. Continue to maintain at least 45% of litigation defended in-house where in-house expertise exists. Continue training programs for City officials, employees and organizations. Provide legal services to City Council and all City boards, commissions and departments. This includes contract, ordinance and resolution development; provide legal advice on operations, programs, procedures, projects and services involving the City.
Program Expenditures 2008-09 Actual $1,336,939 232,370 0 7,984 $1,577,293
Budget Highlights The 2010-11 Legal Recommended Budget includes supplemental reductions of $3,450 in operational costs and $25,000 in outside contractual legal costs. In 2009-10, Legal has a savings of $60,273 in salaries due to a vacant position.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures
11 0
11 0
11 0
11 0
Ordinance/Resolution review and/or preparation 500 525 450 450* Document review and/or preparation (includes contracts, easements, deeds releases, etc.) 625 650 750 700 Provide Legal services to all City Departments based upon number of departments 33 33 33 33 Municipal Court Cases - set for trial/prosecuted 2,200/500 2,200/500 1,991/524 2,100/550 *Legal no longer reviews "bid packages only" as compliance process is verified by Purchasing.
R55BWER Budget Worksheet - Expenses As of 06/30/10 Last Year Audited Budget Budget Actual Re-Estimate Budget Supplement Total Council Current Current Current Proposed Funded Proposed Page 1
R55BWER Budget Worksheet - Expenses As of 06/30/10 Last Year Audited Budget Budget Actual Re-Estimate Budget Supplement Total Council Current Current Current Proposed Funded Proposed Page 2
00113001
Dept 113 Legal Start Date 10/01/10 Funded: F
Reduction-Training
Fund
00001
General
CONTRACTUAL, PROFESSIONAL 3,000.00450.003,450.003,450.00-
6307
Travel/Professional Dev.
The Legal Department is proposing a decrease of $3,000 for FY 2010/2011 in its attorney training budget. There should be no impact
on the service level because of this decrease.
6309
Training
The Legal Department is proposing a decrease of $450.00 for FY 2010/2011 in its support staff training budget. There should be no
impact on the service level because of this decrease.
Total 630
CONTRACTUAL, PROFESSIONAL
Supplement 00113001 Total
Proposed Reduction:
$3,000.00
Service Impact:
There should be no impace on the service level because of this decrease
R55BD811 Page 2
CITY OF PLANO
06/30/10 15:18:10
Supplements Update
For Fiscal Year Starting
10/01/2010
00113002
Dept 113 Legal Start Date 10/01/10 Funded: F
Reduction-Contracts
Fund
00001
General
CONTRACTUAL, PROFESSIONAL 25,000.0025,000.0025,000.00-
6312
Contracts- Professional Svc.
Legal agreed during CM budget meetings to decrease the contracts by $25,000 for 2010-11.
Total 630
CONTRACTUAL, PROFESSIONAL
Supplement 00113002 Total
Proposed Reduction:
$450.00
Service Impact:
There should be no impact on the service level because of this decrease.
216
2010-11 City Manager's Recommended Budget
Council Budgets
Municipal Court Judge
Mission Provide a fair and efficient program for the disposition of criminal charges filed in the municipal court. The municipal judges develop policies and procedures to process criminal cases, preside over trials and hearings, supervise the Teen Court Program, establish and maintain alternative programs, assess fines, certify appeals to the Collin County courts, issue Emergency Protective Orders for victims of family violence, and order the installation of interlock devices on automobiles driven by defendants charged with second or subsequent DWI's. As magistrates, the judges administer juvenile warnings, conduct property disposition hearings, issue arrest and search warrants, and set bail for defendants charged with misdemeanor and felony offenses. 2010-11 Objectives The Court will continue to implement the new procedures and court cost changes contained in legislation enacted by the 2009 Texas Legislature. Will establish fines for criminal violations that are filed for the first time in the Municipal Court.
Program Expenditures 2008-09 Actual $541,636 35,462 0 0 $577,098
Continue the development and implementation of the final modules of the CourtsPlus software program. Make sufficient budget reductions to meet the City’s goals. Adjust the Magistrate schedules to provide required services to the City and County. Judges will serve as faculty for the Citizens Police Academy and make presentations to citizens on the structure and operation of the criminal justice system. Budget Highlights There are no significant changes planned for the Municipal Court Judge Recommended Budget for 2010-11.
2009-10 Budget $550,164 40,689 0 0 $590,853
2009-10 Estimate $557,841 38,919 0 0 $596,760
2010-11 Budget $551,757 39,102 0 0 $590,859
2010-11 % Change 0.3% -3.9% 0.0% 0.0% 0.0%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Court Activity Cases filed Dispositions Prior to Trial Non-jury Trial Dispositions Jury Trial Dispositions Dismissed at Trial Dismissals after DSC, Deferranls & Compliance Warrants Issued, Class C Cases Heard in Teen Court Magistrate Activity Arrest Warrants issued, Felonies and Class A & B Misdemeanors Search Warrants issued Juvenile warnings administered Emergency Mental Health Hearings Emergency Protective Orders issued
5 0
5 0
5 0
5 0
91,765 31,631 14,308 72 140 44,992 26,495 523
96,000 32,000 13,000 75 200 42,000 26,000 600
61,770 22,744 11,670 66 78 33,360 20,348 550
61,770 22,744 11,670 66 78 33,360 20,348 550
743 90 2 2 136
650 60 4 2 125
618 58 2 2 138
618 58 2 2 138
R55BWER Budget Worksheet - Expenses As of 06/30/10 Last Year Audited Budget Budget Actual Re-Estimate Budget Supplement Total Council Current Current Current Proposed Funded Proposed Page 1
R55BWER Budget Worksheet - Expenses As of 06/30/10 Last Year Audited 1,552 1,890 1,890 1,162 1,765 1,915 Budget Budget Actual Re-Estimate Budget Supplement Total 1,915 Council Current Current Current Proposed Funded Proposed Page 2
Municipal Court Building Security Fund
Mission Created by state statute (Code of Criminal Procedure 102.017 and authorized by City Ordinance 97-8-31); the Municipal Court Building Security Fee is a court cost of $3.00 that is imposed on each case in which a defendant is convicted or placed on deferred disposition after September 1, 1997. The Court may expend Building Security Fund revenues to provide security-related services and improvements to buildings that house the Municipal Court. The City must carry-forward unspent money from the current year’s budget and the balance of the fund to the following budget year. 2010-11 Objectives The Court will reimburse the Police Department for the salary(ies) and benefits of the uniformed Police Officer(s) assigned to the Municipal Court. The Court will purchase equipment and programs necessary to improve the security of the Court’s offices and to protect city personnel and citizens in the Robinson Justice Center.
Program Expenditures 2008-09 Actual $66,804 268,110 0 0 $334,914
Budget Highlights There are no significant expenditures planned for the Building Security Fund Recommended Budget during 2010-11. All expenditures will be made from current fee revenue or Fund reserves.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Cases filed (2x 39,231 at 3/31/10) Dispositions prior to trial Non-jury trial dispositions Jury trial dispositions Dismissed at trial Dismissals after DSC, Deferrals & Compliance Cases subject to the Municipal Court Building Security fee [4/1/09 thru 3/31/10 total 81,144 less dismissals at pretrial (4,661) and trial (627), "Not Guilty" (64), proof of financial responsibility (7,919), compliance (4,238), community service and appeals (491)] = ratio of .7891 Warrants issued, Class C Cases heard in Teen Court Performance Magistrate warnings Emergency protective orders Building Security Fees
1 0
1 0
1 0
1 0
91,785 31,631 14,308 72 140 44,992
96,000 32,000 13,000 75 200 40,000
61,770 22,744 11,670 66 78 33,360
61,770 22,744 11,670 66 78 33,360
72,412 26,495 523 1,892 136 $189,733
76,000 26,000 600 2,000 130 $186,000
48,588 20,348 550 1,824 138 $146,384
48,588 20,348 550 1,824 138 $146,384
R55BWER Budget Worksheet - Expenses As of 06/30/10 Last Year Audited Budget Budget Actual Re-Estimate Budget Supplement Total Council Current Current Current Proposed Funded Proposed Page 1
R55BWER Budget Worksheet - Expenses As of 06/30/10 Last Year Audited Budget Budget Actual Re-Estimate Budget Supplement Total Council Current Current Current Proposed Funded Proposed Page 2
Teen Court Program
Mission Provide teen-aged defendants with an alternative to trials in the Municipal Court: Offer community service, in lieu of paying a fine, to defendants who are charged with violations of the Texas Alcoholic Beverages Code, the Texas Education Code, or the Texas Penal Code; and offer participation in Teen Court to defendants who are charged with violations of the Texas Transportation Code (if the defendants have utilized all other alternatives to prosecution in Municipal Court). 2010-11 Objectives Court’s Juvenile Case Manager (JCM) will regularly attend local teen court Association and Juvenile Case Manager meetings. The JCM will train two or more senior Teen Attorneys to serve as Youth Judges in Teen Court. Conduct one attorney training session and organize the Annual Teen Attorney Recognition Dinner. Recruit youth volunteers to staff the Plano Teen Court. Recruit additional non-profit agencies for community service placement sites. Sponsor a team to participate in the North Texas Teen Court Competition in Ft. Worth, TX.
Program Expenditures 2008-09 Actual $125 7,255 0 0 $7,380 2009-10 Budget $300 12,270 0 0 $12,570 2009-10 Estimate $500 10,950 00 00 $11,450 2010-11 Budget $500 11,450 0 0 $11,950 2010-11 % Change 66.7% -6.7% 0.0% 0.0% -4.9%
Budget Highlights There are no significant expenditures planned for the Teen Court Program Fund Recommended Budget during 2010-11. All expenditures will be made from current fee revenue or Fund reserves.
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Juvenile cases filed in Municipal Court Cases scheduled for Teen Court Performance Teen community service ordered (hours) Teen community service performed (hours) Revenue - Teen Court fees ($)
0 0
0 0
0 0
0 0
2,066 523
2,500 600
2,100 550
2,100 550
18,222 14,331 $10,258
18,000 12,000 $13,000
19,268 12,250 $10,080
19,268 12,250 $10,080
R55BWER Budget Worksheet - Expenses As of 05/31/10 Last Year Audited Budget Budget Actual Re-Estimate Budget Supplement Total Council Current Current Current Proposed Funded Proposed Page 1
Municipal Court Technology Fund
Mission The fund was created by state statute (CCP Art. 102.0171) and authorized by the Plano City Council on December 12, 1999. The fund imposes a $4.00 fee on each case in which a defendant is convicted in the Municipal Court or is placed on deferred disposition for an offense that occurred on or after September 1, 2001. The fund is restricted to expending revenues that provide technological enhancements to the Municipal Court. 2010-11 Objectives Implement the final modules of the CourtsPlus case management system. New hand-held ticket writers and related equipment will be purchased as needed for the Police Department’s use. Continue to pay the cost of unlimited cellular air time for the hand-held units. A check validation system will be selected and purchased for the Court Clerks’ Office. The validation system will permit immediate determination of the validity of a tendered check and whether or not there are sufficient funds in the account to cover the check upon negotiation.
Program Expenditures 2008-09 Actual $4,707 103,150 0 7,200 $115,057
Utilize funds available to contract with part-time judges to review, prepare, input and attach electronic signatures to arrest warrants and other documents, thereby facilitating the issuance of warrants within the time frame recommended by the Office of Court Administration for the Court’s Compliance & Collection Unit. The Court will use the Fund to pay for computer maintenance fees, training and related travel for court personnel. Budget Highlights The 2010-11 Municipal Court Technology Fund Recommended Budget includes two funded supplements totaling $156,250. Software to assist citizens to pay for options electronically, to assist court administration to flag registration of vehicles belonging to owners with outstanding warrants and/or fines, and have an updated jury module is funded for $113,000. Also included is a funded supplement of $43,250 to replace antiquated sound/recording systems in both courtrooms.
2009-10 Budget $6,000 170,532 0 8,200 $184,732
2009-10 Estimate $3,346 202,758 0 62,019 $268,123
2010-11 Budget $6,000 173,920 0 162,450 $342,370
2010-11 % Change 0.0% 2.0% 0.0% 1881.1% 85.3%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Cases filed Cases subject to the Municipal Court Building Security fee [4/1/09 thru 3/31/10 total 74,461 less dismissals at pretrial (2,261) and trial (102), "Not Guilty" (64), proof of financial responsibility (5,791), compliance (6,720), community service and appeals (953)] = ratio of .7866 Warrants issued, Class C Technology Fund Revenue Collected ($) Estimate = 2x $97,125 as of 3/31/10
0 0
0 0
0 0
0 0
91,765
96,000
61,770
61,770
72,412 26,495 $252,946
76,000 26,000 $247,000
48,588 20,348 $194,250
48,588 21,000 $194,250
R55BWER Budget Worksheet - Expenses As of 05/31/10 Last Year Audited Budget Budget Actual Re-Estimate Budget Supplement Total Council Current Current Current Proposed Funded Proposed Page 1
R55BWER Budget Worksheet - Expenses As of 05/31/10 Last Year Audited 115,056 115,056 184,732 246,638 167,487 268,123 186,120 156,250 184,732 246,638 167,487 268,123 186,120 156,250 Budget Budget Actual Re-Estimate Budget Supplement Total 342,370 342,370 Council Current Current Current Proposed Funded Proposed Page 2
CITY OF PLANO
06/17/10
13:24:27
COPMASTER
Description
234 Municipal Courts Technology F
00020 Municipal Court Technology
R55SUPP COPMASTER
CITY OF PLANO Supplement Listing Report FY 2010 - 2011
06/17/10 Page -
13:35:59 1
Cost Center 234 234 Total
Description Municipal Courts Technology Fd Municipal Courts Technology Fd
Supplement # 00234012 00234013
Description SOFTWARE
Funded/Non-Funded F F
Ranking 01 02
Total Cost 113,000.00 43,250.00 156,250.00
SOUND SYSTEM FOR COURTROOMS
R55BD811 Page 1
CITY OF PLANO
06/17/10 13:36:49
Supplements Update
For Fiscal Year Starting
10/01/2010
00234012
Dept 234 Municipal Courts Technology Fd Start Date 10/01/10 Funded: F
SOFTWARE
Fund
00020
Municipal Court Technology
CAPITAL OUTLAY 113,000.00
8451
Software
To purchase various styles of software to assist citizens to pay for options electronically, to assist court administration to flag
registration of vehicles belonging to owners with outstanding warrants and or fines, and have an updated jury module. (see 113,000.00 113,000.00
supplement justification for full description)
Total 810
CAPITAL OUTLAY
Supplement 00234012 Total
Purchase software from Infosol to allow applications for Driving Safety Courses & Deferred Dispositions from citizens to be filed electronically and for qualifying information to be
transmitted & payments of special expense fees and court costs to be posted and processed. This item was included in FY05-06 budget at $68,000 from Tele-Works, but was not utilized following
the decision to move forward with the CourtsPlus case management system. $60,000
Purchase software from Infosol to allow citizen requests for Extensions for Payment & for the submission of applications for payment plans to the Court's Collections and Compliance Unit. This
program will further the Court's compliance with the Office of Court Administration Collections Program. $8,000
If the Collin County Tax Assessor Collector agrees to participate in the Scofflaw Registration Block Program, the Court may purchase software to allow the exchange of data among the court, the
Texas Department of Motor Vehicles, Collin County, and surrounding counties in the program. This program blocks the registration of vehicles belonging to owners that have outstanding warrants
from a municipality for failure to appear or failure to pay a fine on a complaint that involves the violation of a traffic law. $25,000
Purchase and incorporate a new software module for the compilation of jury pools, lists of summoned jurors, and recording jury service. This software will allow Court Administration to
download database information from either Collin County or the Texas Secretary of State and to apply filters to identify just the potential jurors who live within the city limits of Plano.
$20,000
R55BD811 Page 2
CITY OF PLANO
06/17/10 13:36:49
Supplements Update
For Fiscal Year Starting
10/01/2010
00234013
Dept 234 Municipal Courts Technology Fd Start Date 10/01/10 Funded: F
SOUND SYSTEM FOR COURTROOMS
Fund
00020
Municipal Court Technology
CAPITAL OUTLAY 43,250.00 43,250.00 43,250.00
8416
Implements & Apparatus
Replace antiquated sound/recording systems in both courtrooms. (See supplement justification for full description)
Total 810
CAPITAL OUTLAY
Supplement 00234013 Total
Contract for the evaluation and replacement of the Municipal Court's two antiquated sound systems to bring the systems up to a standard that will support a Municipal Court of Record. The
current sound systems of the municipal courtrooms are over 15 years old. The older microphones are subject to RF interference and lack resilient shock mounts and are not designed for distant
sound pickup. The loudspeaker system needs supplementation. The recording equipment is analog and records on cassette tapes. These recording devices should be replaced with digital
equipment that records to Compact Flash cards or other electronic media that allows downloading to computers for transcription and/or forwarding as part of a case's trial record to the Collin
County Courts at Law. $43,250.
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2010-11 City Manager's Recommended Budget
Council Budgets
Juvenile Case Manager Fund
Mission The fund was created by Article 102.0174 of the Code of Criminal Procedure and authorized by the Plano City Council on October 10, 2005. The fund imposes a $2.00 fee on each case in which a defendant is convicted in the Municipal Court or is placed on deferred disposition for an offense that occurred on or after December 1, 2005. The fund may be used only to finance the salary and benefits of the full-time employee(s) designated as Juvenile Case Manager(s) under Article 45.056 of the Code of Criminal Procedure. 2010-11 Objectives Fund will reimburse the Court Clerks’ budget (214) for the salaries and benefits of the two Juvenile Case Managers assigned to the juvenile dockets. JCM will process reassigned juvenile cases and assign them to appropriate courtroom dockets, if the juvenile counseling program at Turning Point is eliminated or reduced.
Program Expenditures 2008-09 Actual $90,833 0 0 0 $90,833
Continue to recruit organizations that will accept juveniles to perform community service. Recruit and train moot court teams from the Teen Court participants and will sponsor them in regional moot court competitions. Budget Highlights There are no significant changes or additions planned for the Juvenile Case Manager Fund Recommended Budget in 2010-11. The Juvenile Case Manager Fund will pay the salaries and benefits of the JCMs from current fee revenue or from Fund reserves.
2009-10 Budget $62,076 0 101,054 0 $163,130
2009-10 Estimate $62,225 0 97,822 0 $160,047
2010-11 Budget $63,427 0 100,216 0 $163,643
2010-11 % Change 2.2% 0.0% 0.0% 0.0% 0.3%
Salaries & Wages Operations & Maintenance Reimbursements Capital Outlay TOTAL Personnel Summary Total Full-Time Total Part-Time Program Measures Activity Cases filed (2x 30,885 at 3/31/10) Dispositions prior to trial Non-jury trial dispositions Jury trial dispositions Dismissed at trial Dismissals after DSC, Deferrals & Compliance Cases subject to the Municipal Court Building Security fee [4/1/09 thru 3/31/10 total 74,461 less dismissals at pretrial (2,261) and trial (102), "Not Guilty" (64), proof of financial responsibility (5,791), compliance (6,720), community service and appeals (953)] = ratio of .7866 Warrants issued, Class C Cases heard in Teen Court Performance Magistrate warnings Emergency protective orders Building Security Fees
1 0
1 0
1 0
1 0
91,785 31,631 14,308 72 140 44,992
96,000 32,000 13,000 75 200 40,000
61,770 22,744 11,670 66 78 33,360
61,770 22,744 11,670 66 78 33,360
72,412 26,495 523 1,892 136 $189,733
76,000 26,000 600 2,000 130 $186,000
48,588 20,348 550 1,824 138 $146,384
48,588 20,348 550 1,824 138 $146,384
R55BWER Budget Worksheet - Expenses As of 06/30/10 Last Year Audited Budget Budget Actual Re-Estimate Budget Supplement Total Council Current Current Current Proposed Funded Proposed Page 1
May 13, 2010 Thomas Muehlenbeck, City Manager Karen Rhodes-Whitley, Director, Budget Anita Bell, Budget & Grant Coordinator, Budget Sally Bane Executive Director PEDB, Inc. Plano Economic Development Board, Inc. (PEDB) Proposed FY 10/11 Budget Request
SUBJECT:
Please find the attached proposed budget request and associated Program of Work for the Plano Economic Development Board, Inc. The Corporation’s Board of Trustees has reviewed and endorsed the budget request. This request does not request any new programs or enhancements. I may be reached at 972-208-8300 and would be happy to respond to any questions. Thank you for your assistance.
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2010-11 City Manager's Recommended Budget
Funding Requests
PROGRAM OF WORK FY 10/11
The Mission of the Plano Economic Development Board, Inc. is to:
To identify and recruit businesses which contribute to Plano’s economic well being by broadening and diversifying the tax base and creating quality employment opportunities, while maintaining the high quality of life.
Provide for a vibrant economy through a pro-active business retention and expansion program that encourages Plano companies to grow and expand their presences in Plano.
Encourage the local economy through a business re-development program that focuses on stimulating new investment in targeted geographic areas.
Promote a pro-business environment in Plano, in coordination with the City of Plano, Plano Independent School District, Collin College, Collin County, Plano Chamber of Commerce and other interested parties, through the development of policies and resources that create sustainable competitive advantages.
2010-11 City Manager's Recommended Budget
235
Funding Requests
PLANO ECONOMIC DEVELOPMENT BOARD, INC. PROGRAM OF WORK FY 10/11 ORGANIZATIONAL INITIATIVES The organizational outreach and business recruitment efforts of the Plano Economic Development Board, Inc. will include, but are not limited to, the following initiatives: Pro-actively market the comparative advantages of Plano, on a local, national, and international basis, as the optimum city for relocation and expansion. Conduct marketing trips to and advertising campaigns in targeted regions. Distribute annual Progress Report, aerials map(s), CD, Community Profile and other collateral materials to targeted audiences. Conduct ongoing campaign to market the community to Site Selectors. Create and distribute quarterly newsletter Work with media to promote new real estate deals and Plano. Create two industry-profile brochures. Improve and evolve the new PEDB website to ensure relevance to the business, real estate and site selection communities. Partner with Collin County communities on opportunities to jointly promote the County as an advantageous location for relocations and expansions. Secure projects that represent 2,000 employment opportunities for the citizens of the community. Network with key members of the real estate brokerage and development community to promote and reinforce Plano’s standing as the optimum city for relocation and expansion. Participate in events to detail recent developments and opportunities. Conduct meetings and outreach with top six leading tenant brokers; coordinated by Director of Technology Marketing. Attend trade shows/conferences that pertain to corporate real estate, economic development and professional education. Stimulate technology entrepreneurship and small business development. Work with partners to organize matchmaking program to link high-potential technology entrepreneurs and small companies with investors and venture capitalists. Expand and maintain the Economic Development contact management data base detailing activities, issues, recognitions, correspondence and projects. Collaborate with the Collin County Community College District, University of Texas – Dallas, and Southern Methodist University-in-Plano on opportunities to improve the skills, training and education of Plano’s workforce. RETENTION AND EXPANSION The Business Retention and Expansion program is designed to sustain positive and ongoing relationships with businesses in Plano that promote a vibrant economy, encourage long term business success, and optimize opportunities for expansion and employment growth. These efforts will include, but are not limited to, the following initiatives: Conduct 80 Business Retention & Expansion visits with executives of Plano firms to: x Determine level of satisfaction with local business climate x Explore opportunities for existing business expansion or contraction x Explore plans for employee growth and retention x Identify areas of interest or concern x As applicable, involve Plano’s leadership in resolution of concerns identified x Communicate relevant information identified with other regional allies Target businesses with expiring leases to encourage and influence lease renewal. Influence a lease renewal rate of 75% or greater.
236
2010-11 City Manager's Recommended Budget
Funding Requests
Organize business meetings or “Breakfast with the Mayor and City Council” events focused on relevant informational topics or feedback on Plano’s business climate. Host four events annually based on industry or geographic sectors. Collaborate with Collin College to promote information on workforce training and grant opportunities for Plano businesses. Collaborate with Small Business Development Center on an event or program to inform and assist small businesses in Plano. Explore opportunities with Plano Convention and Visitors Bureau to develop a campaign to promote the use of Plano hotels, meeting venues, and associated trades for business events in Plano. Conduct business satisfaction survey: x Goal: Launch electronic survey to over 600 business stakeholders to identify: o Satisfaction for doing business in Plano o Opportunities for business expansions o Business interests or concerns o Trends in business segments MARKETING & REDEVELOPMENT The technology marketing program of the Plano Economic Development Board will be designed to communicate the advantages of doing business in Plano, and the redevelopment efforts will be tailored to the needs of targeted areas of the community. These initiatives will include, among others, the following: Assist in the continued development of the Research/Technology Crossroads by both responding to the needs of area developers, real estate professionals and local businesses. Market available sites to site selectors. Refine and implement a marketing program and the associated collateral materials designed to encourage relocation or expansion of technology businesses and other desirable employers into targeted areas. Maintain a page on the website dedicated to R/T area. Attend at least three technology trade shows and seek to cultivate four prospects per trade show. Assist in the coordination of the Southeast Plano Business Alliance to increase development of the area and its businesses. Serve as advisor and on committees. Promote alliance to new and existing firms. Work closely with the Director, Business Retention & Expansion and participate in at least 12 interviews with executives of eastern Plano firms. Share information of at risk companies. Develop leads of potential suppliers and partners. Stimulate redevelopment of aging retail sites. Organize informal network of retail advisors to develop strategies to revitalize aging shopping centers. Identify qualified developers and capital partners for potential redevelopment and or adaptive reuse, and connect them with owners of problematic sites. Attend ICSC events and market to targeted retailers. Continue collaborating with existing businesses, developers and academic institutions to develop an interactive media/video game cluster in Plano. Develop marketing collateral for prospective companies. Attend two industry conferences. Form and convene a Digital Media Cabinet for Plano companies and academic institutions to meet annually.
R55BWER Budget Worksheet - Expenses As of 06/30/10 Last Year Audited Budget Budget Actual Re-Estimate Budget Supplement Total Council Current Current Current Proposed Funded Proposed Page 1
R55BWER Budget Worksheet - Expenses As of 06/30/10 Last Year Audited 2,825 1,000 2,825 2,800 2,800 1,775 2,800 4,100 2,800 2,800 1,775 2,800 3,100 Budget Budget Actual Re-Estimate Budget Supplement Total 3,100 1,000 4,100 Council Current Current Current Proposed Funded Proposed Page 2
CAC 10-11 Budget Small Grants 10-11 Budget Major Grant 10-11 Budget MG Recommendations Total
591,917.00 5,000.00 586,917.00 586,894.32
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2010-11 City Manager's Recommended Budget
Funding Requests
Events Grant Funding Requests
Budget Score Event Applicant General Fund Komen Race 0.9357 Plano International Festival 0.9300 Holiday Fun Run* 0.6757 AsiaFest 0.9071 July 4th Parade 0.8671 Children's Christmas Parade 0.8557 Taste of Plano 0.7729 Red Balloon Relay 0.7700 TOTAL * Ineligible Applicant -- score is < 75% Event Grant Budget 10-11 Hotel/Motel Fund Plano Balloon Festival TOTAL Event Grant Budget 10-11 157,190 71,493 FY 08-09 10-11 Max Funding Eligible Requested Amount Award Raw Result Recommendation Result
MEMORANDUM Date: To: From: Subject: August 14, 2010 Honorable Mayor Phil Dyer and Plano City Council Brian Chaput, Chairman, Heritage Commission Summary of Preservation Grant Recommendations
The Heritage Commission would like to thank Mayor Dyer and the City Council for the opportunity to provide input and make recommendations regarding the Heritage Preservation Grant requests. In addition to this memorandum, there are three attachments for your information. Attachment No. 1 - Summary of Preservation Grant Recommendations – Plan A Attachment No. 2 - Summary of Preservation Grant Recommendations – Plan B Attachment No. 3 - 1/3 Matching Grant Breakdown A total of five applications were received for the 2010-2011 Heritage Grants. The applicants and their requests were as follows: Heritage Farmstead Museum - $385,000 Plano African American Museum (PAAM) - $245,857 North Texas Masonic Historical Museum and Library - $16,000 The Plano Conservancy, Inc. - $170,150 The Rowlett Creek Cemetery Association - $8,000 The total amount of funding available is estimated at $591,517. The total amount requested from the five applicants was $825,007, which is $120,719 less than the requests from Fiscal Year 2009-2010. This year there were no new applicants. All five of the grant applicants received heritage grant funds for Fiscal Year 2009-2010. For these returning applicants, the Heritage Commission is recommending less than what they received last year, with the exception of the Heritage Farmstead Museum. Since the City could not fund all requests completely, the Commission chose to focus on those projects that had the most potential to promote the tourism and hospitality industry within Plano. Thus, the heritage projects listed in the attachments are the highest priority for each agency’s recommended grant funding for 2010-2011. Prior to their application submission, all grant applicants had been made aware that total funding for heritage grants may be reduced from the previous year’s amount. In addition, they were also informed of the possible changes to the heritage grant program that Council has been considering, which include: Place a cap on funding for salaries and operation at the 2009-10 level; New grant recipients may not receive funding for salaries and operations; Withhold funding equal to 1/3 of the grant unless recipients raise funds from outside sources; and Require grant recipients to provide information from visitor sign-ins to demonstrate link to increased tourism. Three of the five applicants under consideration for grant funding asked for money to be used for operation and maintenance costs. This portion of the agency’s proposed budget usually accounts for the majority of the request. The Heritage Farmstead Museum, the Plano Conservancy for Historic Preservation, and the Plano African American Museum are small non-profit agencies that rely on the grant funds for their operation and have little or no financial support from other resources which could be used towards operations and maintenance costs. All three will seek funding from other resources to complete their heritage projects.
242
2010-11 City Manager's Recommended Budget
Funding Requests
For the Plano Conservancy and the North Texas Masonic Historical Museum, the Heritage Commission is recommending funds for individual projects in the form of block grants which will be supplemented with funding from other sources. However, the Commission believed that the Plano Conservancy’s project to repaint Car #360 at the Interurban Museum should be a priority, and recommended funding specifically for this project aside from the block grant for their remaining approved projects. For the Rowlett Creek Cemetery Association, the Heritage Commission has recommended funding for the completion of the fence project that was initially awarded heritage grants funds for program year 2009-10. The Heritage Commission believes that the project is deserving of heritage grant funds because the cemetery is located at one of Plano’s northern gateways, and that the fence would protect a historic asset within the city from surrounding developments. Also, one of the Plano Conservancy’s approved projects is to create a driving map of Plano’s historic cemeteries of which the Rowlett Creek Cemetery will be a stopping point on this map. For the Plano African American Museum, the Heritage Commission has recommended funding for operations and maintenance as well as one heritage project. Additionally, the Commission believed that hiring an Executive Director should be a priority for PAAM. However, the grant recommendation is contingent on PAAM completing the grant application documentation requirements by Friday, July 30, 2010. All applicants are required to submit their most recent independent audit or a certificate from a CPA that the IRS documents for their association have been factually checked. In lieu of this, PAAM submitted a memorandum dated April 2, 2009, from Michael Rogers, Director of Internal Audit for the City of Plano, stating that PAAM met the requirements of the funding agreement between PAAM and the city for program year 2008-09. (Expenditures through February 28, 2009, were verified.) PAAM must submit the correct documentation by the deadline or they will be ineligible to receive heritage grant funds due to an incomplete application. In the event that PAAM is unable to complete the grant application documentation requirements, the Commission developed alternative funding recommendations for the remaining four applicants (Attachment 2 – Plan B). Should Council approve a change to the heritage grant program requiring that all applicants match 1/3 of the total funding amount, staff has provided a financial summary stating how much each agency will be responsible for their respective grant match (Attachment 3). Also, if Council decides to award funds as a percentage of a different total grant amount, the recommended grant amounts are expressed as percentages in the attached table. In summary, the Commission thanks you for the opportunity to be a part of this evaluation process. cc: Tom Muehlenbeck Frank Turner Attachments: Summary of Preservation Grant Recommendations - Plan A Attachments: Summary of Preservation Grant Recommendations - Plan B Attachments: 1/3 Matching Grant Breakdown
2010-11 City Manager's Recommended Budget
243
Funding Requests
ATTACHMENT 1 SUMMARY OF PRESERVATION GRANT RECOMMENDATIONS PLAN A Comparison Table
Organization Request HC Eligible Projects (if funding Recommendation available beyond O/M) $348,000 $76,000 $4,000 % of Total Grant Allocation Farrell-Wilson House Exterior 58.8% Repairs & Repainting ($33,000) Underground Railroad Project 12.9% ($6,000) No O/M funds were part of this 0.7% request. Historical Book Collection Acquisition Historical Artifact Collection Acquisition Historical Images from Plano & North Texas Display Creation The Plano $170,150 Conservancy Inc. $160,517 Car #360 Repainting ($18,000) $2,367 block grant to be used for any of the three approved projects below: Archaeology Fair Pioneer Cemetery Master Plan Rowlett CreekCemetery Association $8,000 $3,000 No O/M funds were part of this request. Fence repair/replacement Total $825,007 $591,517 NA NA $661,173 -10.6% 0.5% $11,448 -73.8% 27.1% $165,000 -2.7% Last Year Change from 2009-2010 5.2% -47.6% -58.9%
Heritage $385,000 Farmstead Plano $245,857 AfricanAmericanMuseum North Texas $16,000 Masonic Historical Museum and Library
$330,000 $145,000 $9,725
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2010-11 City Manager's Recommended Budget
Funding Requests
ATTACHMENT 2 SUMMARY OF PRESERVATION GRANT RECOMMENDATIONS PLAN B Comparison Table
Organization Request HC Eligible Projects (if funding Recommendation available beyond O/M) $385,000 % of Total Grant Allocation Farrell-Wilson House Exterior 67.1% Repairs & Repainting ($35,000) Farrell-Wilson Chimney Repair ($10,000) Chuck Laenger Pathway ($10,000) Plano $245,857 AfricanAmericanMuseum North Texas $16,000 Masonic Historical Museum and Library $0 $10,800 NA No O/M funds were part of this request. Historical Book Collection Acquisition ($6,000) Historical Artifact Collection Acquisition ($1,400) Historical Images from Plano & North Texas ($1,400) Display Creation ($2,000) The Plano $170,150 Conservancy Inc. $170,150 Car #360 Repainting ($18,000) Archaeology Fair ($5,000) Pioneer Cemetery Master Plan ($5,000) Rowlett CreekCemetery Association $8,000 $8,000 No O/M funds were part of this request. Fence repair/replacement Total $825,007 $573,950 ($17,567 not allocated) NA NA $661,173 -13.2% 1.4% $11,448 NA 29.6% $165,000 3% 0% 1.9% $145,000 $9,725 -100% 10% Last Year Change from 2009-2010 14.3%
Heritage Farmstead
$385,000
$330,000
2010-11 City Manager's Recommended Budget
245
Funding Requests
ATTACHMENT 3 1/3 MATCHING GRANT BREAKDOWN Plan A
Organization Heritage Farmstead Plano AfricanAmericanMuseum North Texas Masonic Historical Museum and Library The Plano Conservancy Inc. Rowlett CreekCemetery Association Total HC Recommendation $348,000 $76,000 $4,000 $160,517 $3,000 $591,517 % of Total Grant Allocation 58.8% 12.9% 0.7% 27.1% 0.5% NA Amount to Match $115,937.33 $ 25,435.23 $1,380.21 $53,433.70 $985.86 $197,172.33
Plan B
Organization Heritage Farmstead Plano AfricanAmericanMuseum North Texas Masonic Historical Museum and Library The Plano Conservancy Inc. Rowlett CreekCemetery Association Total HC Recommendation $385,000 $0 $10,800 $170,150 $8,000 $573,950 ($17,567 not allocated) % of Total Grant Allocation 67.1% 0% 1.9% 29.6% 1.4% NA Amount to Match $128,373.49 NA $3,635.02 $56,629.73 $2,678.43 $191,316.67
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2010-11 City Manager's Recommended Budget
Funding Requests
2010 Buffington Community Services Grant Funding Recommendations
Collin County Committee on Aging The Turning Point Rape Crisis Center Assistance Center of Collin County - Operations CASA of Collin County Samaritan Inn Hope's Door Plano Children's Medical Clinic Collin County Adult Clinic Assistance League of Greater Collin County Journey of Hope Family Outreach LifePath Systems Total $ 35,000 $ 35,000 $ 30,000 $ 27,800 $ 27,000 $ 25,000 $ 25,000 $ 20,000 $ 14,000 $ 10,000 $ 9,000 $ 6,000 $ 263,800
GENERAL OBLIGATION BONDS 2001A SERIES Original Issue: $18,195,000 Dated: September 24, 2001 Interest Rate: Various 4.0 to 5.0% Maturity 03-01-2011 09-01-2011 TOTAL Principal Interest 21,250 21,250 42,500 Total 21,250 871,250 892,500
This schedule includes the Water & Sewer Debt that was funded through G.O. Debt in this issuance, but it is not included in the summary sheet because it is included in the Water & Sewer Debt.
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2010-11 City Manager's Recommended Budget
Debt Service
GENERAL OBLIGATION REFUNDING BONDS GENERAL OBLIGATION BONDS 2004 SERIES Original Issue: $30,690,000 Dated: December 1, 2004 Interest Rate: Various 2.00 to 5.00% Maturity 03-01-2011 09-01-2011 03-01-2012 09-01-2012 03-01-2013 09-01-2013 03-01-2014 09-01-2014 03-01-2015 09-01-2015 03-01-2016 09-01-2016 03-01-2017 09-01-2017 TOTAL Principal Interest 447,885 447,885 388,529 388,529 342,123 342,123 274,816 274,816 217,750 217,750 134,375 134,375 46,625 46,625 3,704,205 Total 447,885 3,292,885 388,529 3,358,529 342,123 3,407,123 274,816 3,489,816 217,750 3,552,750 134,375 3,644,375 46,625 1,911,625 24,509,205
Radio System Infrastructure Replacement: 09-10 projected, 3rd issue for $10 million of the $24-25 million; 07-08: $7.5 million issued; 08-09: $6.355 million.
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GENERAL OBLIGATION BONDS PROJECTED 2011 SERIES Estimated Issue: $24,100,000 Estimated Date: January 2011 Interest Rate: Projected Average 4.65% Maturity 03-01-2011 09-01-2011 03-01-2012 09-01-2012 03-01-2013 09-01-2013 03-01-2014 09-01-2014 03-01-2015 09-01-2015 03-01-2016 09-01-2016 03-01-2017 09-01-2017 03-01-2018 09-01-2018 03-01-2019 09-01-2019 03-01-2020 09-01-2020 03-01-2021 09-01-2021 03-01-2022 09-01-2022 03-01-2023 09-01-2023 03-01-2024 09-01-2024 03-01-2025 09-01-2025 03-01-2026 09-01-2026 03-01-2027 09-01-2027 03-01-2028 09-01-2028 03-01-2029 09-01-2029 03-01-1930 09-01-1930 03-01-1931 09-01-1931 TOTAL Principal Interest Total
Water & Sewer Revenue Bonds
WATER & SEWER REVENUE BONDS DEBT REQUIREMENTS SUMMARY 2010-11
Current Requirements Principal Outstanding 10-01-2010 1,955,000
Issue 2003
Purpose W & S G.O. Debt
Principal 1,260,000
Interest 75,050
Total 1,335,050
TOTAL
1,955,000
1,260,000
75,050
1,335,050
WATER & SEWER REVENUE BONDS ANNUAL DEBT SERVICE REQUIREMENTS ALL SERIES Fiscal Year 2010-11 2011-12 2012-13 TOTAL Principal 1,260,000 330,000 365,000 1,955,000 Interest 75,050 27,800 14,600 117,450 Total 1,335,050 357,800 379,600 2,072,450
WATER & SEWER BONDS THROUGH GENERAL OBLIGATION FUNDING 2003 SERIES Original Issue: $16,825,000 Dated: May 1, 2003 Interest Rate: Various 3.25 to 5.25% Maturity 03-01-2011 09-01-2011 03-01-2012 09-01-2012 03-01-2013 09-01-2013 TOTAL Principal Interest 37,525 37,525 13,900 13,900 7,300 7,300 117,450 Total 37,525 1,297,525 13,900 343,900 7,300 372,300 2,072,450
1,260,000 330,000 365,000 1,955,000
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Municipal Drainage Revenue Bonds
MUNICIPAL DRAINAGE REVENUE BONDS DEBT REQUIREMENTS SUMMARY 2010-11
Issue
Purpose
Current Requirements Principal Outstanding 10-01-2009 Principal 9,520,000 1,280,000 1,805,000 1,975,000 4,280,000 6,790,000 25,650,000 665,000 55,000 75,000 75,000 500,000 465,000 1,835,000
City of Plano P.O. Box 860358 Plano, Texas 75086-0358 972-941-7143 972-941-7142 FAX
MEMORANDUM DATE: TO: FROM: April 10, 2010 Thomas H. Muehlenbeck, City Manager Brian Collins, Chair Karen Rhodes, Co-Chair Ad Hoc Budget Reconciliation Committee FY 2010-2011 Budget Reconciliation
SUBJECT:
Included herein and attached for consideration, is information which prescribes the FY 20102011 Budget Reconciliation Committee charge, the process to which the committee adhered and a summary of savings recommendations and revenue potentials. CHARGE City Manager Thomas H. Muehlenbeck, appointed a Budget Reconciliation Committee and charged the group with identifying $12 million in operations and service cuts in the FY 20102011 Budget. Integral to the charge, the committee was to provide a report of findings to the City Manager February 15, 2010. PROCESS At an Executive Team meeting December 8, 2009, City Manager Thomas H. Muehlenbeck, discussed potential budget shortfalls for FY 2010-2011 and FY 2011-2012. In a preemptive strategy to address projected deficits, the City Manager appointed twelve (12) department heads to identify potential savings and revenue generation that would mitigate a budget shortfall estimated at $20 million in FY 2010-2011. A committee Chair was appointed. The committee Chair met with the City Manager and Deputy City Managers December 11, 2009 to define boundaries and incorporate expectations into a project guidance. The next three weeks, the Chair met individually with department heads to define project purpose, expectations and direction.
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Core Business Matrix
The Budget Reconciliation Committee met as a group the first time January 7, 2010. Ground rules, meeting decorum and a matrix-construct for tracking savings, revenues and reductions were established. Weekly meetings were scheduled through February 11, 2010 to complete the project. Budget savings and reduction suggestions were solicited as “ideas” for consideration at future meetings. By January 14, 2010, all department heads were invited into the process by the group Chair. Five matrices were developed to itemize objectives. Three matrices were constructed to account for the imminent $12 million dollar charge and two were developed as worksheets to elicit further research, or, for moving into FY 2011-2012 budget deliberations. Documents included: the General Fund Reductions By Department Worksheet, Other Funds Reduction By Department Worksheet, Revenue Enhancement Worksheet, General Fund Ideas for Consideration and the Other Fund Ideas for Consideration Worksheet. A final worksheet “One Time Expenditure Reductions Worksheet” was later added on request of the City Manager. At January 21 and 28, 2010 meetings, the committee reviewed department by department line suggestions and proposals for savings and revenue generation. Questions presented to attendant department heads related to potential impact on departments, the city organization and community. Contingent budget estimates were validated by Budget Department staff. February 4, 2010, “rough finals” of three documents were reviewed. These three documents included the General Fund Reduction By Department Worksheet, the Other Funds Reduction By Department Worksheet and the Revenues Enhancement Worksheet. The fourth worksheet “One Time Expenditure Reductions,” was introduced and added for review. A cover letter “rough” was also composed and circulated for feedback. Documents were finalized with minor modifications after the February 4, 2010 meeting. Committee members and department heads approved final documents the week of February 812, 2010. Documents were forwarded to the City Manager’s office February 12, 2010 completing the charge. Attached for today’s consideration are the Budget Reduction Committee Recommendations by department for FY 2010-2011 (including savings taken from the FY 2009-2010 Re-estimate) and Budget Reduction Committee Revenue Enhancements by department for FY 2010-2011.
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Core Business Matrix
FINDINGS
Prior to highlighting Budget Reconciliation Committee findings for the remainder of FY 2009-10 and FY 2010-2011, it is informative to review reductions from the FY 2008-2009 budget and approved FY 2009-2010 budget.
2008-2009 GENERAL FUND FY 2008-2009 Reductions – General Fund FY 2008-2009 Revenue Enhancements FY 2008-2009 Departmental/Transfer Savings TOTAL 2008-2009 Revenue/Reductions $ 3,224,848* 2,083,305 5,500,000 $ 10,808,153
*FY 2008-2009 General Fund reductions included elimination of 43 full-time and seven (7) part-time positions.
2009-2010 GENERAL FUND FY 2009-2010 Core Business Matrix Reductions $ 10,490,296** **FY 2009-10 included elimination of 61 full-time and 9-part-time positions.
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For purposes of the City Manager’s charge, reductions and revenues that could be implemented in the FY 2009-2010 Re-estimate and FY 2010-11 Budget are included below. GENERAL FUND FY 2009-10 Re-estimate Proposed Reductions On-going One Time Total ***FY 2010-11 Proposed Reductions & Revenue Enhancements On-going One Time Revenue Enhancements Total Total Proposed General Fund $ 6,382,008 3,248,051 737,259 10,367,318 13,275,066 $ $ 2,644,465 263,283 2,907,748
On-going FY 2009-10 Time One Re-estimate Proposed Reductions Total On-going ***FYOne TimeProposed Reductions & Revenue Enhancements 2010-11 Total On-going FY 2010-11 Time One Proposed Reductions & Revenue Enhancements Revenue Enhancements On-going Total One Time Revenue Other Funds Total ProposedEnhancements Budget Adjustments Total TOTAL CITY-WIDE BUDGET ADJUSTMENTS TOTAL PROPOSED GENERAL FUND
***FY 2010-2011 General Fund reductions include elimination of 25 full-time and four (4) parttime positions. “Other Fund” reductions include elimination of three (3) full-time positions.
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Core Business Matrix
CITY OF PLANO, TEXAS
Core Business Matrix 2009-10 General Fund
General Fund Expenditures by Area
Supplies $6,698,318 3.0%
Percent of Expenditures by Core Business Matrix Area
Quality of Life 27.1% ($56,393,357)
Add-On 0.7% ($1,565,356)
Choice 63.9% ($132,786,667)
No Choice 8.3% ($17,343,104)
$208,088,484*
* Does not include transfers
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Core Business Matrix
CITY OF PLANO, TEXAS
2010-11 Recommended Reductions
Percent of Expenditures – GENERAL FUND
(expenditure dollars $8,923,538)
Quality of Life 16.4% ($1,468,937)
Add-On 4.9% ($436,434)
No-Choice 0.6% ($52,861)
Choice 78.1% ($6,965,306)
Percent of Expenditures – OTHER FUNDS
(expenditure dollars $4,257,802)
Quality of Life 3.7% ($158,028)
Choice 96.3% ($4,099,774)
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Core Business Matrix
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Core Business Matrix
2010-11 City Manager's Recommended Budget
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Core Business Matrix
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Core Business Matrix
FY 2009-10 & FY 2010-11 Budget Reduction Committee Recommendations
Fire Department
Program/Description 2009-10 Savings 2010-11 Savings Funding Source Service Level FT PT
Core Business
Priori
FE LARGE CITY FIRE Eliminate Administrative Assistant's position. $ 52,000 $ 57,352 General Fund Current duties would be redistributed among existing staff. At this time, there is no operational impact to the Department or the City. The use of personal vehicles, car pooling, and sharing of remaining vehicles among three divisions will have to occur. Operationally, the staff will have to plan and coordinate use of staff vehicles, which may result in dual use of vehicles to different classes, appointments, and inspections, which may delay immediate turn around of projects, inspections, and classes, both for fire personnel and outside customers such as builders, developers, citizen groups, etc. Therefore, we may experience, on occasion, delays in conducting inspections, resolving fire code issues, meeting with complainants, conducting training sessions, and conducting public education classes in the community. -1.00 1
oice
oice
Eliminate 2 staff vehicles.
$
16,000
$
16,000
General Fund
2
oice
Delay staffing of Fire Station 13, a 14th engine company, and a 5th aerial company.
$
1,897,000
General Fund
Will have to temporarily move a fire company from an existing double company to staff Station 13, as well as defer implementation of the additional engine and truck company; thus, impacting response times and possibly affecting the City's ISO PPC-1 rating.
3
TOTAL $
68,000
$
1,970,352
$ 2,038,352
TOTAL POSITIONS
(1.00)
0.00
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MEMORANDUM
From the Office of the Fire Chief
Date: To: From: Subject: February 8, 2010 Bruce Glasscock, Deputy City Manager Hugo R. Esparza, Fire Chief ISO & Fire Station 13 (updated from memo of February 4)
In preparation for the FY 2010/2011 budget and in light of the present economy and potential deficits looming on the horizon, the Fire Department (FD) staff has completed an analysis of its future projects to determine the feasibility of potential reductions. More specifically, we focused on the projects associated with our attempts to both maintain our ISO PPC-1 rating and provide high quality fire and emergency medical services into the future in the NW areas of the City, as well as looking for ways to reduce the financial impact to the City during these very challenging economic times. Overall, this includes construction of Fire Station 13 (FS 13) and three (3) new fire companies staffed by a total of 45 new firefighters. However, prior to the discussion of options or recommendations derived from our analysis, it is important to briefly provide some basic background information and associated costs of the fire station, fire apparatus, and firefighters. 1. FS 13 Four million dollars ($4 million) was approved in the 2005 Bond Referendum for FD 13; however, in 2008, the FD was advised by WHJ Architects and outside estimators that this amount of funding would be insufficient due to the increased construction costs at the time. Consequently, the City was forced to delay this project and go back to the voters in 2009 for an additional $1 million in the May 2009 Bond Referendum (which was approved). At present, approximately $906,000 has been spent on the land and design, and a balance of $3.3 million remains of the 2005 bond money. Due to the present economic downturn and subsequent reductions in construction costs, we are now receiving information from the City Engineering Department, WHJ Architects, and outside estimators that the original amount of $4 million approved in 2005 would most likely be sufficient and the remaining $1 million approved in 2009 may not be fully needed for construction. 2. Fleet Additions The apparatus needed for ISO and future operational needs include two (2) pumpers and one (1) aerial ladder truck. Two million dollars ($2 million) was approved for these apparatus by the voters in the 2009 CIP Bond Referendum. However, a collective decision was made by Budget, Fleet Services, and FD staff to utilize surplus funds from the Equipment Replacement Fund (ERF) in lieu of bond monies. These apparatus were subsequently ordered at 2008 pricing structures established for an existing order, thereby saving the City an additional $300,000, as compared to 2009/2010 pricing. This was accomplished in part because the manufacturer agreed to honor the price of a recent order and also due to ordering the apparatus before new emission standards (which will drive diesel engine costs up) went into effect in January 2010. At present, these apparatus are projected for completion starting in the latter part of 2010, continuing into 2011, and culminating in 2012.